Editor’s note: This story was updated at 5:45 p.m. April 5 with new information.
In arguably one of the most important moves in its history, FedEx Corp. said Wednesday it will combine three of its operating units into one business known as Federal Express Corp.
The transition will bring FedEx’s (NYSE: FDX) air, ground parcel and FedEx Services businesses under one umbrella, effective June 1, 2024. FedEx Freight, the company’s LTL operation, will continue to operate as a stand-alone entity within the new corporation.
FedEx Corp. CEO Raj Subramaniam will run the new enterprise as president and CEO, the company said.
Effective April 16, John Smith, current FedEx Ground CEO, will become president and CEO of all FedEx Express and FedEx Ground operations in the U.S. and Canada. Smith will also run surface operations across FedEx Express, FedEx Freight and FedEx Ground units.
Richard Smith, head of FedEx Express and son of founder Frederick W. Smith, will serve as president and CEO of air and international of the Express unit.
Since its founding in the early 1970s, FedEx has operated in a siloed manner with each business unit running on its own. That model, which worked so well for decades, faded in relevance as a new regime led by Subramaniam took over and the elder Smith stepped away from the CEO job in 2022 to become executive chairman.
“This is a tremendous milestone for us,” Subramaniam said during a presentation in New York, where the company gave more details on its Drive program, a multilayered cost initiative aimed at saving $4 billion by the end of fiscal 2025. The company ends FY 2023 on May 31.
The new organizational structure, called One FedEx, is designed to underpin the company’s Drive transformation.
Part of the program is Network 2.0, a multiyear effort to improve the efficiency with which FedEx picks up, transports and delivers packages in the U.S. and Canada. That program is aimed at reducing $2 billion in incremental costs by FY 2027.
Subramaniam said the company will come to market with a more simplified operating structure that will make it better positioned for its customers to compete.
The company has been moving, albeit haltingly, toward a unified corporate and operational vision for several years. FedEx Express and FedEx Ground are testing merged delivery operations in Alaska and Hawaii.
There will be more mixing and matching at FedEx than it has seen before, and little will be left on the table. For example, FedEx Ground, which hopes to save $1.2 billion through fiscal year 2025, expects to nearly double the portion of miles it moves via rail to 15%, John Smith said. Virtually all of the volumes will move in company-owned double-stack boxes, Smith said.
Another main objective is to attain what is called the “one van, one neighborhood” proposition. Today, it is commonplace for FedEx Express and Ground vans to circle a neighborhood several times per day, sometimes within hours of each other. “If you’ve ever seen a Ground and Express truck in your neighborhood on the same day, or watched them pass each other on the street, you know what we’re trying to accomplish,” said Smith.
The air express and international business, which aims to save $1.3 billion in Drive-related costs by FY 2025, will focus on flying more balanced lanes and leveraging outside partners for nonurgent flights, said Richard Smith. The company is parking planes, cutting aircraft and flight hours, and looking for ways it could substitute truck service for a second air leg on lower-priority international flights, he said.
Savings on procurement and an increased focus on functional excellence and efficient IT investments are expected to save $1.5 billion out of the $4 billion figure, the company said.
Though LTL was not part of the consolidation, company executives remain adamant about its role at the company. Subramaniam said it was a vital part of the business. Brie Carere, who oversees all customer-related functions, said FedEx is the only major carrier that offers a parcel-LTL package, which makes it very sticky to many shippers.
The macro economy remains uncertain and generally lackluster, the company said. Inflation remains an issue though executives expect it to normalize over time. The company’s volumes remain under pressure, which lent urgency to the moves highlighted Wednesday. But given the mindset of Subramaniam and Richard Smith that the company had outlived its siloed ways, the change was inevitable.
E-commerce will account for 90% of all new business through 2026, Carere said. Through 2026, the company expects e-commerce to grow at a 4% to 5% rate dating back to 2022. The business-to-business segment, which has struggled, “will be better in the next couple of years than it has been in the past three years,” she said.
Pricing remains solid despite the slowing economy, Carere said. FedEx implemented a record 6.9% general rate increase for 2023, and she said the company is very happy about how much of that increase it’s been able to capture.
Separately, the board of directors approved a 10% dividend hike payable on July 3 to shareholders of record June 12. The increase brings the dividend to $5.04 a share.
FedEx, which has been criticized in years past for seeing operating margins fall into the single-digit levels from its historic double-digit perch, vowed to consistently hit 10% adjusted operating margins on an annualized basis, said Michael Lenz, the company’s CEO.
Nate Skiver, who runs LPF Spend Management, a consultancy, called the undertaking “massive” and wondered how they can remain service-oriented and profitable while combining its two largest networks and completing a corporate restructuring.
Gerard Carson
I hope they unionize all branches Ground needs it most. Workers are treated unfairly and given way too much work and paid not nearly enough. And now you wanna increase their workload?? We’ll see how this works out, these are lofty and unrealistic goals if you ask me…
Dab
Phasing out owner operator..will only have fed ex employees
Marco
so What’s going to Happen to the owner operators At FEDEX Ground I drive for An owner operator Are we be coming Fedex employees ??
Frank B
As a person who has been in the transportation industry for over 30 years it is easy to understand how a CEO or CFO will envision this as a sensible approach but the reality is that FX Ground handles a completely different product as FX Express or FX Air. As a current air customer, we see the benefits of utilizing the same space on FX Express flights…. however, I do not see Ground or Express being able to accomplish their goals if they try to combine the fleets to accomplish each other’s delivery goals. If they want to improve anything, make FX Air (023 AWB product) completely separate with its own integrated tracking system. Forwarders currently need to call their customer service department which is geared towards the express product. The information we are provided is mostly inaccurate. The service overall is great but improvement is needed on the 023 side of the business…. especially for Asian destinations.
Paul Petterson
I agree with comments that splitting LTL is clearly designed to offload to pay down debt. And yes, the unions will come after the bigger fish, so they can have a clean sale of a non-union and very attractive business. I am going to guess that they will peel back a lot of debt associated with LTL into the parent in order to make it very attractive.
J Rios
Fedex isnt unionized plus most “Fedex” employees are hired and paid by operators. They buy the routes and run the business fedex just gets them the packages.
Freight Zippy
All the unions will be combined except LTL? Perhaps a split may be in their future, much like UPS did?
If so that will be the death blow to union LTL carriers as they are facing contract negotiations and a new well managed carrier will gobble up their business.
Tony
Here’s another example of the attack of the bean counters. Raj is no genius, he has devised a way to shrink the workforce payroll with absolutely no concern on the long term effects. Sure it will look great for at least a few quarters, maybe a year. Then you will piss off your existing customer base and they will move on to other carriers. Botched or late deliveries mean your customer’s deliveries to their customers means loss of their customers and their subsequent revenue. You know what comes next don’t you? The USPS has been slowly and quietly been creeping into FedEx territory and they have already picked up a great deal of revenue from Amazon, the company FedEx thumbed their nose at. Moral of the story? These bean counters know very little about the intimate deals of businesses, they just go in and wholesale chop heads usually management and any other heads that support the day to day processes. So during that time between then and the mass customer exodus, profits soar. The CEO bean counter gets enormous bonuses for the year profits soar, then they move on. In their wake they leave the bones of a company who reputation may or may not be salvageable. The smart stockholders have dumped the stock when it’s price spiked. Left in it’s wake are a lot of unemployed workers, many of which were crucial for maintaining day to day operations. That’s the economics of this decade.