They wanted a way to leverage their expertise and infrastructure to transfer funds among entities. Purpose why they are in business: UPS was able to offer these new companies tracking services as well. Catalyst for Change UPS was interested in finding ways to leverage their extensive infrastructure and expertise in basic transportation of goods, services, and information.
Once an idea is ready to go forward, the team members begin the process of identifying the stakeholders affected by the new idea and work to get their buy-in first.
Inthey changed their vision statement to "the enablers of global e-commerce. They operate in more than countries worldwide, do business in 15 different languages and dialects, and deliver an average of For instance, they built up their IT network and database in order to collect and track over data elements for every single package that they ship.
When UPS redefined its core business, the description included the transportation of goods, but also funds. As early asthey began improving their data networking applications to enhance communications with their customers and increase efficiency. People tend to support what they helped to create, and every employee is really a stakeholder and in the case of UPS, they are shareholders as well.
Their operations provide delivery by land and by air, and they offer services at customer shipping centers, as well as online through UPS. InUPS began to investigate the potential of e-commerce and started an internal group focused on enabling e-commerce. They also wanted to undergo a more fundamental change—to transform their company into an enabler of global commerce.
Now that more of their tracking requests come in through their Web site rather than by phone about 2.
Now, through their eLogistics service, small B2C companies as well as large companies can have their own virtual logistics department hosted at UPS. They move goods, information, and funds between individuals and companies.
Business communication services became another new UPS offering. Several of the new and existing UPS services can now be combined.
They were the bridge between the physical and electronic world, with a well-tested and highly reliable infrastructure to serve both of those worlds. UPS was able to foresee the importance of electronic information to the transportation industry. UPS redefined its core business and found ways to change its structure and processes, forming new businesses to take advantage of new opportunities.
However, their system continues to handle that level of information exchange. UPS also seeks good ideas from their customers and partners. These changes did not happen overnight, because the organization was very large. With the surge in e-tailing as well as B2B e-commerce, UPS was in a unique position to meet the increased demand.
There are informal and formal ways to bring ideas forward, and employees are encouraged to do this. The idea makes its way onto the agenda of a marketing or management committee, most often made up of these stakeholders. The focus on process seems to help, at least so far.
Development time for new projects has decreased significantly. However, the reorganization is already starting to pay off.
After taking a look at what people were doing with e-commerce in the external business world, UPS decided that their own definition of e-commerce was not about technology, but was about the integration of "bits and bytes with bricks and mortar.
They did this analysis and examination with the idea of finding ways to leverage the growing technology and connectivity of the Internet in order to build entirely new subsidiaries of UPS.
In the process, they found several gold mines.STRATEGIC PLANNING AT UNITED PARCEL SERVICE “What can brown do for you” 2. ABOUT THE COMPANY • The United Parcel Service (UPS) delivers more than 15 million packages a day to about million customers in countries around the world, making it the world’s largest package delivery company.
Case Study: United Parcel Service, Inc. (UPS) Strategy (their plan of action): Sustain the core and create their future by: Investing in the core business of worldwide distribution and logistics.
Building competencies in the integration of goods, funds, and information. II UNITED STATES POSTAL SERVICE FIVE-YEAR STRATEGIC PLAN MANAGEMENT COMMITTEE: Marvin Runyon, Postmaster General and Chief Executive Officer Michael S.
Coughlin, Deputy Postmaster General William J. Strategic Planning at United Parcel Service: Case Analysis -KARTHIK KALIYARAJAN UNITED PARCEL SERVICE 1. Describe the planning organization structure at UPS and the roles of the various units and discuss its effectiveness.
UPS follows a highly centralized hierarchical structure. This structure. Transcript of Strategic Planning In UPS. Deeper Understanding of Regional Nuances Strategic Implementation Conversion of Centennial Plan and Strategic Imperatives into practice Reports directly to CEO Strategic Planning at United Parcel Services Overview of Scenario Planning.
UPS Marketing Plan. UPS Case Solution. UPS, Inc. Strategy Formulation. Strategic Planning at UPS. The case taken place at logistic company United Parcel service. UntilUPS had so heavily concentrated on continuously improving its operations that it had compromised on quality and customer service.
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