FedEx Crush Report

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FedEx Corporation
942 S. Shady Grove Road
Memphis, TN 38120
Main: 901-818-7500
Fax: 901-395-2000
www.fedex.com
Annual Revenues – $38.0 Billion

Fiscal Year End – May
Employees – 140,000
Ticker Symbol (NYSE) – FDX
Industry – Mail, Package and Freight Delivery
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Ranked #59 on the Fortune 1000 and #202 on the Global 500
TABLE OF CONTENTS
(Click on links below to view respective section)
INFORMATION TECHNOLOGY HIGHLIGHTS____________________________________ 2

*NEW* TECHNOLOGY BUSINESS DRIVERS ____________________________________ 6
BUSINESS INFORMATION ___________________________________________________ 7
EARNINGS CALL TRANSCRIPT _______________________________________________ 9
STRATEGY________________________________________________________________ 10
IT EXPENDITURES _________________________________________________________ 14
IT DEVELOPMENTS ________________________________________________________ 15
*NEW* IT EXECUTIVES______________________________________________________ 25
MILESTONES______________________________________________________________ 27
EXECUTIVE COMMENTARY _________________________________________________ 29
*NEW* BOARD OF DIRECTORS ______________________________________________ 34
IT CONTACTS _____________________________________________________________ 36
CORPORATE CONTACTS ___________________________________________________ 41
ORGANIZATIONAL STRUCTURE _____________________________________________ 44
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2009 SalesQuest® . CorporateCRUSH™ is a trademark of SELIGENCE LLC.
www.SalesQuest.com
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INFORMATION TECHNOLOGY HIGHLIGHTS
 Enterprise Applications
o Amdocs ClarifyCRM: ClearCall Center, ClearSupport, ClearSales
o AT&T Sterling Commerce Yantra Warehouse Management System
o Descartes Mobitrac Transportation Execution system
o EMC Documentum
o Hodes iQ talent management solutions
o IBM Lotus Notes, Domino
o Microsoft Exchange Server 2003, 2007
o Microsoft Outlook
o Open Text Bluebird
o Open Text Hummingbird RedDot Enterprise Content Management (ECM)
o Oracle PeopleSoft 7.5, 8.8, 8.9: Financials, Accounts Payable (AP), Asset
Management (AM), General Ledger (GL), Purchasing (PO), Human Resources
(HR)
o SAP Global Trade Services (GTS)
o SAP R/3: Financial Accounting (FI), Supply Chain Management (SCM),
Customer Relationship Management (CRM), Human Resources (HR)
 Data Management & Business Intelligence
o BEZ Systems BEZPlus data warehouse tool
o IBM Cognos PowerPlay
o IBM DB2
o IBM Information Management System (IMS)
o Informatica PowerCenter
o Information Builders WebFOCUS
o Microsoft Access 2000
o Microsoft SQL Server 2000, 2005: Data Transformation Services (DTS), Query
Analyzer
o Omniture HBX software
o Omniture SiteCatyst
o Oracle Database 8i, 9i, 10g
o Oracle Fusion Middleware
o Oracle Real Application Clusters (RAC)
o SAP Business Objects Crystal Enterprise 8.5, XI
o SAP Business Objects Crystal Reports 8.5
o SAP Business Objects Set Analysis
o SAP BusinessObjects Web Intelligence, Broadcast Scheduler
o SAP NetWeaver Business Information Warehouse (BW)
o Sun MySQL
o Sybase 10, Adaptive Server IQ (ASIQ)
o Teradata Active Enterprise Data Warehouse V2 R6.0
 Hardware/OS/Systems Environment
o Alcatel-Lucent routers and switches
o Cisco 3845 routers
o Cisco Aironet 1100 Series access points
o Cisco Aironet 350 Series Wireless LAN
o Cisco Catalyst 6509 switches
o Cisco IOS
o EMC Symmetrix DMX2000 storage system
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o Enterasys routers, switches

o HP Intel Xeon servers
o HP StorageWorks virtual array systems
o HP-UX 11i
o IBM 309x Mainframe
o IBM AIX
o IBM Customer Information
Control System (CICS)
o IBM OS/400 Do you respond to bids & RFPs?
o IBM OS/390 server Our customers use CRUSH Reports
o IBM System I, iSeries,
AS/400 servers
to build better proposals and
o IBM System i5/OS, i5 595 executive presentations…
Servers
o IBM Virtual Storage Access
Method (VSAM)
o IBM z/OS
o Linux
o Microsoft Active Directory
o Microsoft Terminal Server Edition
o Microsoft Windows NT Server, 2003
o Microsoft Windows NT, 2000, XP, Vista
o Novell NetWare
o Red Hat Linux
o RIM BlackBerry handhelds
o Sun servers
o Sun Solaris 8, 9
o VMware Server
o Wyse Winterm
 Web Services & Application Development
o Ab Initio Graphical Development Environment (GDE) 1.1.4.35, Co>Op 2.14.46,
Enterprise Meta>Environment (EME)
o Adobe ColdFusion MX
o Adobe Dreamweaver
o Altova MapForce
o Altova XMLSpy
o Apache Maven, Struts, Tomcat
o Autonomy Interwoven SitePublisher content management system
o Autonomy Interwoven Teamsite
o Borland VisiBroker 3.4
o C, C++ programming languages
o CA ERwin
o Citrix Independent Computing Architecture (ICA) Client
o Compuware File-AID
o Cygwin tools
o Eclipse
o Embercadero Rapid SQL
o Hibernate
o HP Mercury TestDirector, Quality Center
o IBM Rational ClearCase, ClearQuest, Rose
o IBM WebSphere Application Server
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o IBM WebSphere MQ Series

o Instant Service Chat
o Java, JavaScript, J2EE
o JavaServer Pages (JSP), JavaServer Faces (JSF)
o JUnit testing framework
o Microsoft .NET Framework: ADO.NET, ASP.NET, VB.NET
o Microsoft C#
o Microsoft Internet Information Server (IIS)
o Microsoft Office Communications Server
o Microsoft Office SharePoint Server (MOSS) 2007
o Microsoft Team Foundation Server
o Microsoft Visual Basic for Applications (VBA)
o Microsoft Visual Basic, VB6
o Microsoft Visual SourceSafe (VSS)
o Microsoft Visual Studio 2005, 2008
o Microsoft/Sybase T-SQL
o Open Database Connectivity (ODBC)
o Open Text Livelink 9.2.0
o Oracle BEA JRockit
o Oracle BEA Tuxedo
o Oracle BEA WebLogic Application Server
o Oracle PL/SQL
o Oracle Primavera TeamPlay
o Oracle SQL*Developer
o Oracle SQL*Loader
o Perl, Shell scripts
o Progress Software DataXtend CE
o Quest Toad for Oracle
o Red Hat iPlanet Web server
o Red Hat JBoss
o SAP Business Objects Application Foundation
o Spring framework
o Sybase PowerBuilder
o TIBCO Rendezvous
o TIBCO Rendezvous
o Vignette Builder
o Vignette Content Server
 Networking, Management & Security
o BMC Marimba 6, 7
o CA Unicenter
o Cisco Aironet 1100 Series access points, 350 Series wireless LAN
o Cisco CiscoWorks LAN Management Solution
o Citrix XenApp, Presentation Server 3.0, 4.0, 4.5, MetaFrame XP
o EMC EmailXtender
o HP Mercury LoadRunner
o HP OpenView
o Microsoft Internet Security and Acceleration (ISA) Server
o Microsoft SQL Server Management Studio
o Microsoft System Center Configuration Manager (SCCM) 2007
o Microsoft Systems Management Server (SMS)
o Oracle Enterprise Manager
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o Oracle Identity Manager

o Symantec Backup Exec
o Symantec Veritas NetBackup
o Symantec Veritas Storage Foundation
o VMware WorkStation
 Other Technologies, Applications & Business Initiatives
o 123 EDI shipping outsourcing
o ArcGIS geographic authoring
o BGT Partners consulting: B2B portal, content management system (CMS)
o Clarity consulting for FedEx QuickShip application development
o Computer Aid (CAI) consulting for a managed maintenance program, FedEx
Ground
o Connectria integration services
o Customer Fusion customer database
o Dun & Bradstreet dashboard feed
o Enterprise Address Service database
o Fed Ex data center located in Memphis, Tenn.
o Fed Ex Latin American CRM Applications: GSMART, TeleSales, 1Source
o FedEx Ground Citrix MetaFrame Farm
o FedEx QuickShip application
o FedEx Service Recovery Application (SRA)
o FedEx Unified Strategic Information Optimization Network (FUSION)
o Google Analytics
o IBM Global Technology Services
o Interknowlogy consulting for FedEx QuickShip application development
o Loftware Barcode and RFID software
o Microsoft Office 2003 Professional Edition, 2007, Project, Visio
o Microsoft Technology Centers consulting
o Quad Graphics Parcel Direct
o SAP Global Trade Services (GTS) software agreement with FedEx Trade
Networks
o Six by Six (6x6) transformation strategy
o Software Development Lifecycle (SDLC)
o Telefonica data center
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TECHNOLOGY BUSINESS DRIVERS
 FedEx announced in September 2009 that they are looking to consolidate two data centers
and improve storage efficiency.
 FedEx continues to build out its Colorado data center.

They are upgrading their existing information
technology operation in Colorado Springs
and expect the project to be completed
in late 2010. They anticipate the
NEW: Technology Business Drivers
facility will qualify for LEED Sales and marketing reps will now spend
certification when it’s completed. less time identifying potential sales
opportunities and creating actionable
 FedEx’s Ground capital spending at is sales leads in their target accounts.
expected to decline slightly in 2010 with
the majority of their spending resulting
from their continued network expansion and productivity-
enhancing technologies. Their 2009 capital spending was $636 million.
 FedEx’s capital expenditure’s are expected to be approximately $2.6 billion in fiscal 2010
and include spending for aircraft and related equipment at FedEx Express and network
expansion at FedEx Ground and SmartPost. They will also continue to invest in productivity
enhancing technology solutions.
 FedEx bases its decisions on capital investment, expansion of delivery, information

technology and retail networks, and service additions or enhancements on achieving the
highest overall long-term return on capital for their business.
 A principal part of FedEx’s strategy is seamless information integration is critical to obtain

business synergies from multiple operating units. For example, their Web site,
www.fedex.com, provides a single point of contact for their customers to access FedEx
Express, FedEx Ground and FedEx Freight shipment tracking, customer service and
invoicing information, as well as FedEx Office services.
 E-commerce platforms are a vital growth engine for FedEx. For example, FedEx uses
Microsoft Virtual Earth mapping technology to provide dynamic mapping capabilities that
help customers find locations faster and with more refined information.
 In 2010 FedEx will be redoubling their efforts to improve on their current high service levels.
An example is FedEx QuickShip, which provides an easy way for customers to ship
packages while working in Microsoft Office Outlook.
 In 2009 FedEx implemented cost-reduction initiatives across the enterprise. These initiatives
are focused particularly on their FedEx Express, FedEx Freight and FedEx Services
segments.
 In September 2009 FedEx begin deploying 100,000 Motorola MC9500 handheld devices.
They will continue to deploy the devices over the next few years.
 In November 2009 FedEx announced it would be using a new SenseAware sensor in

packages sent out to 50 of its medical clients during spring 2010, which will allow the
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customers to get real-time updates on a package's status. It’s viewed as the successor to
RFID tags.
 FedEx has a “compete collectively, operate independently, manage collaboratively” strategy

which allows its operating companies to align with varying macro-economic conditions and
customer demand. They operate independent networks because it results in optimal service
quality, reliability and profitability from each business unit.
BUSINESS INFORMATION
FedEx Corporation (FedEx), incorporated on Oct. 2, 1997, is a holding company. The company
provides a portfolio of transportation, e-commerce and business services through companies that
compete collectively, operate independently and manage collaboratively, under the respected FedEx
brand. These companies are included in four business segments: FedEx Express, FedEx Ground,
FedEx Freight and FedEx Services. Effective June 1, 2009, Caribbean Transportation Services, Inc.
(CTS), a provider of airfreight forwarding services between the United States and Puerto Rico, the
Dominican Republic, Costa Rica and the Caribbean Islands, was merged with and into FedEx
Express.
Federal Express Corporation (FedEx Express) is the express transportation company, offering time-
certain delivery within one to three business days. The FedEx Express segment also includes FedEx
Trade Networks, Inc., which provides international trade services, specializing in customs brokerage
and global ocean and air cargo distribution. FedEx Ground Package System, Inc. (FedEx Ground) is
a provider of small-package ground delivery service. FedEx Ground provides day-certain service to
every business address in the United States and Canada, as well as residential delivery through
FedEx Home Delivery. The FedEx Ground segment also includes FedEx SmartPost, Inc., which
specializes in the consolidation and delivery of high volumes of low-weight, less time-sensitive,
business-to-consumer packages using the United States Postal Service or Canada Post
Corporation for final delivery to any residential address or post office (PO) Box in the United States
and Canada.
FedEx Freight is a United States provider of less-than-truckload (LTL) freight services through its
FedEx Freight business (regional LTL freight services) and its FedEx National LTL business (long-haul
LTL freight services). The FedEx Freight segment also includes FedEx Custom Critical, Inc., a critical
shipment carrier. FedEx Corporate Services, Inc. (FedEx Services) provides its other companies with
sales, marketing and information technology support, as well as customer service support through
FedEx Customer Information Services, Inc. The FedEx Services segment also includes FedEx Office
and Print Services, Inc. (FedEx Office), a provider of document solutions and business services, and
FedEx Global Supply Chain Services, Inc., which offers a range of supply chain solutions.
FedEx Express Segment

FedEx Express has approximately 57,000 drop-off locations (including FedEx Office and Print
Centers), 654 aircraft and approximately 51,000 vehicles and trailers in its integrated global network.
FedEx Express offers a range of shipping services for delivery of packages and freight. Overnight
package services are backed by money-back guarantees and extend to the entire United States
population. FedEx Express offers three United States overnight delivery services: FedEx First
Overnight, FedEx Priority Overnight and FedEx Standard Overnight. FedEx SameDay service is
available for urgent shipments up to 70 pounds to any United States destination. FedEx Express
also offers express freight services backed by money-back guarantees to handle the needs of the
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time-definite global freight market.
International express delivery with a money-back guarantee is available to more than 220 countries
and territories, with a variety of time-definite services to meet distinct customer needs. FedEx
Express also offers an international freight service, backed by a money-back guarantee, real-time
tracking and customs clearance. Under an agreement with the United States Postal Service that
runs through September 2013, FedEx Express provides domestic air transportation services to the
United States Postal Service, including for its First-Class, Priority and Express Mail. FedEx Express
also has approximately 5,000 drop boxes at United States Post Offices in approximately 340
metropolitan areas and provides transportation and delivery for the United States Postal Service’s
international delivery service called Global Express Guaranteed (GXG).
FedEx Express’s primary sorting facility, located in Memphis, serves as the center of the company’s
multiple hub-and-spoke system. A second national hub facility is located in Indianapolis. In addition
to these national hubs, FedEx Express operates regional hubs in Newark, Oakland, and Fort Worth
and metropolitan sorting facilities in Los Angeles and Chicago. In June 2009, FedEx Express began
operations at a regional hub in Greensboro, North Carolina. Facilities in Anchorage, Paris and
Guangzhou serve as sorting facilities for express package and freight traffic moving to and from
Asia, Europe and North America. FedEx Office offers retail access to FedEx Express shipping
services at all of its United States locations.
The company competes with United Parcel Service, Inc., DHL, United Parcel Service, Inc., United
States Postal Service and TNT.
FedEx Ground Segment

FedEx Ground serves customers in the North American small-package market, focusing on
business and residential delivery of packages weighing up to 150 pounds. Ground service is
provided to 100 percent of the United States population and overnight service up to 400 miles to
approximately 100 percent of the United States population. Service is also provided to
approximately 100 percent of the Canadian population. In addition, FedEx Ground offers service to
Alaska and Hawaii through a ground and air network operation coordinated with other transportation
providers. In addition to FedEx Ground’s business-to-business service, the company offers FedEx
Home Delivery, which reaches approximately 100 percent of United States residences.
FedEx Ground operates a multiple hub-and-spoke sorting and distribution system consisting of 520
facilities, including 32 hubs, in the United States and Canada. FedEx Ground conducts its
operations primarily with approximately 22,500 owner-operated vehicles and 31,500 company-
owned trailers. FedEx Office offers retail access to FedEx Ground shipping services at all of its
United States locations. FedEx Ground is also available as a service option at many FedEx
Authorized ShipCenters in the United States. As of May 31, 2009, approximately 60 percent of all
FedEx Ground service areas nationwide are supported by multiple-route contractors, which
comprise approximately 35 percent of all FedEx Ground contractors.
FedEx SmartPost, through its network of 22 distribution hubs, provides delivery Monday through
Saturday to all residential addresses in the United States, including PO Boxes and military
destinations. During the fiscal year ended May 31, 2009 (fiscal 2009), FedEx SmartPost expanded
its service into Canada for U.S. shippers by using the residential delivery capabilities of the Canada
Post Corporation. The new service, FedEx SmartPost International, is available to all residential
addresses, including PO Boxes, in Canada and includes around the clock shipment tracking status
updates via fedex.com.
FedEx Freight Segment

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FedEx Freight Corporation provides a range of LTL freight services through its FedEx Freight
(regional LTL freight services), FedEx National LTL (long-haul LTL freight services) and FedEx Freight
Canada businesses. Through a network of service centers and information systems, FedEx Freight
provides service to all United States ZIP Codes (including Alaska and Hawaii) with transit times.
During fiscal 2009, FedEx Freight reduced transit times by at least one day in approximately 2,600
service lanes throughout the United States. Internationally, FedEx Freight Canada offers freight
delivery service throughout Canada, and FedEx Freight serves Mexico, Puerto Rico, Central and
South America, the Caribbean, Europe and Asia via alliances and purchased transportation. As of
May 31, 2009, FedEx Freight Corporation was operating approximately 59,000 vehicles and trailers
from a network of 480 service centers.
FedEx Custom Critical provides a range of expedited, time-specific, freight-shipping services

throughout the United States, Canada and Mexico. Among its divisions are Surface Expedite, for
use and network-based transport of critical shipments and expedited LTL shipments; Air Expedite,
which offers an array of air solutions to meet customers’ critical delivery times, and White Glove
Services, for shipments that require extra care in handling, temperature control or specialized
security. Service is available around the clock, including weekends and holidays
The company competes with Con-Way Freight, YRC Worldwide Inc., UPS Freight and ABF Freight
System, Inc.
FedEx Services Segment

FedEx Services provides sales, marketing, information technology and customer service support.
Through FedEx Services and its subsidiary, FedEx Customer Information Services, Inc., the
company provides a single point of access for many customer support functions. FedEx Services
offers a range of supply chain solutions, including critical inventory logistics, transportation
management, and fulfillment and fleet services, through its FedEx Global Supply Chain Services
subsidiary. FedEx Global Supply Chain Services focuses on information technology-sensitive
business to meet the needs of its customers and to drive transportation business to other FedEx
operating companies. FedEx Global Supply Chain Services’ service offerings use electronic data
interchanges to speed communications between customers and their suppliers.
FedEx Office is a provider of document and business services. FedEx Office’s global network of
digitally-connected locations offers access to copying and digital printing, professional finishing,
document creation, signs and graphics, direct mail, Web-based printing, Internet access, computer
rentals, videoconferencing and the full range of FedEx day-definite ground shipping and time-definite
global express shipping services. As of May 31, 2009, FedEx Office’s operations included
approximately 1,800 FedEx Office and Print Centers in the United States and 135 additional
locations in seven other countries, as well as 29 commercial production centers. FedEx Office is
headquartered in Dallas, Texas.
EARNINGS CALL TRANSCRIPT
Frederick W. Smith, Chairman of the Board, President, Chief Executive Officer – Dec. 17, 2009.
For the remainder of FY10, we will continue to balance cost controls with investment opportunities
that serve our long-term interests, such as a more fuel-efficient and productive Boeing 757 and 777
aircraft joining our fleet. By the end of FY10, we will have added a total of 17 757s and four 777s.
We will also invest in services that add value for our customers. A few weeks ago, FedEx ushered in
a new era of tracking capability with the announcement of a unique product called [Sensaware].
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Available this spring and designed for the life sciences industry, Sensaware couples a multi-sensor
device and [inaudible] platform for real-time sharing of information on high value, highly sensitive
critical shipments.
We believe the U.S. economy reached a turning point year over year during our second fiscal quarter
with the one-year anniversary of the financial collapse. Several economic indicators related to
industrial demand turned positive compared to the same time last year.
As we look ahead, we see continued opportunities to expand our international business portfolio to
take advantage of its potential for high growth and profitability. For example, FedEx has launched
international direct distribution, a multi-mobile shipping option allowing customers to choose among
air service and ocean transportation based on their transit time needs and strengthening FedEx as a
leading provider of end-to-end supply chain solutions.
Before turning the call over to

Alan, I’d like to offer my personal
thanks and the thanks of our
Board of Directors and other Do your executives go on sales
team members to Doug Duncan, calls?
the founding President and Chief Our customers use CRUSH Reports to
Executive Officer of FedEx
brief their execs before important
Freight. Doug has been a great
partner and is retiring after the
meetings…
first quarter of calendar year
2010. He will be succeeded by Bill Loeb. Doug has given many years of outstanding service to
FedEx, so best wishes to you, Doug, and we appreciate everything you have done for us.
Alan B. Graf Jr., Chief Financial Officer – Dec. 17, 2009.

On the capital expenditure side, we still expect to spend approximately $2.6 billion in fiscal 2010 and
include spending for aircraft and related equipment at FedEx express and network expansion at
FedEx ground and smart post. We also continue to invest in productivity enhancing technologies.
We invested $859 million in aircraft and aircraft related equipment in the first half of fiscal 2010 and
expect to invest an additional $361 million for aircraft for the remainder of 2010 at express.
http://seekingalpha.com/article/178731-fedex-f2q10-qtr-end-11-30-09-earnings-call-
transcript?page=-1
To review all earnings call transcripts, http://seekingalpha.com/symbol/fdx/transcripts
STRATEGY
FedEx was incorporated in Delaware on Oct. 2, 1997 to serve as the parent holding company of
their operating companies. Through their holding company, they provide strategic direction to, and
coordination of, the FedEx portfolio of companies. They intend to continue leveraging and extending
the FedEx brand and providing their customers with convenient, seamless access to their entire
portfolio of integrated services.
They believe that sales and marketing activities, as well as the information systems that support the
extensive automation of their package delivery services, are functions that are best coordinated
across operating companies. Through the use of advanced information systems that connect the
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FedEx companies, they make it convenient for customers to use the full range of FedEx services.
They believe that seamless information integration is critical to obtain business synergies from
multiple operating units. For example, their Web site, www.fedex.com, provides a single point of
contact for their customers to access FedEx Express, FedEx Ground and FedEx Freight shipment
tracking, customer service and invoicing information, as well as FedEx Office services. Similarly, by
making one call to FedEx Expedited Freight Services, their customers can quickly and easily
evaluate surface and air freight shipping options available from FedEx Express, FedEx Freight and
FedEx Custom Critical in order to select the service best meeting their needs. Through this one point
of contact, customers can select from a broad range of freight services, based on their pickup and
delivery requirements, time sensitivity and the characteristics of the products being shipped.
They manage their business as a portfolio, not a particular operating company. As a result, they
base decisions on capital investment, expansion of delivery, information technology and retail
networks, and service additions or enhancements on achieving the highest overall long-term return
on capital for their business as a whole. For each FedEx company, they focus on making
appropriate investments in the technology and assets necessary to optimize their long-term earnings
performance and cash flow. As an example of their commitment to managing collaboratively, their
management incentive compensation programs are tied to the performance of FedEx as a whole.
While they have increased their emphasis on competing collectively and managing collaboratively,
they continue to believe that operating independent networks, each focused on its own respective
markets, results in optimal service quality, reliability and profitability from each business unit. Each
FedEx company focuses exclusively on the market sectors in which it has the most expertise. Each
company’s operations, cost structure and culture are designed to serve the unique customer needs
of a particular market segment.
Their “compete collectively, operate independently, manage collaboratively” strategy also provides
flexibility in sizing their various operating companies to align with varying macro-economic conditions
and customer demand for the market segments in which they operate. For example, although the
current global recession has negatively impacted all of their companies, their FedEx Express, FedEx
Freight and FedEx Services segments have been disproportionately affected. Meanwhile, their
FedEx Ground segment continues to grow. Accordingly, although they have implemented cost-
reduction initiatives across the enterprise during 2009, these initiatives have been focused
particularly on their FedEx Express, FedEx Freight and FedEx Services segments. For instance, they
have reduced hours, personnel and network capacity at those segments, but they continue to
increase network capacity at the FedEx Ground segment, albeit at a slower rate.
The following four trends have driven world commerce and shaped the global marketplace in the
past, and despite the current global recession, they believe they will continue to do so over the long
term:
Increase in High-Tech and High-Value-Added Businesses: High-tech and high-value-added goods

have increased as a percentage of total economic output, and their various operating companies
offer a unique menu of services to fit virtually all shipping needs of high-tech and high-value-added
industries.
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Globalization: As the world’s economy has become more fully integrated, companies are sourcing
and selling globally. With customers in more than 220 countries and territories, they facilitate this
supply chain through their global reach, delivery services and information capabilities.
Supply Chain Acceleration: As the economy has become increasingly global, it has also become
more fast-paced, and companies of all sizes now depend on the delivery of just-in-time inventory to
help them compete. They have taken advantage of the move toward faster, more efficient supply
chains by helping customers obtain near real-time
information to manage inventory in motion, thereby
reducing overhead and obsolescence and
speeding time-to-market. Do you conduct formalized Strategic
Account Planning with business partners?
Growth of E-Commerce: E-commerce
acts as a catalyst for the other three Our customer use CRUSH Reports to facilitate
trends and is a vital growth engine for the discussions.
businesses. Through their global
transportation and technology networks, they
contribute to and benefit from the growth of e-commerce.
These trends have produced an unprecedented expansion of customer access to goods, services
and information. Through their global transportation, information technology and retail networks,
they help to make this access possible. They continue to position their companies to facilitate and
capitalize on this access and move toward stronger long-term growth, productivity and profitability.
To this end, they are pursuing a number of initiatives to continue to enhance the FedEx customer
experience. For instance, notwithstanding the current global recession, they continue to invest in
long-term strategic projects focused on expanding their global networks to accommodate future
volume growth and increase customer convenience. In addition, they are broadening and more
effectively bundling their portfolio of services in response to the needs and desires of their
customers. For example, in 2009, they:
• Launched FedEx Express Nacional, a domestic next-business-day service in Mexico, in

light of projections of significant growth in Mexico’s express shipping market in the next
ten years. The new service provides highly reliable and convenient express shipping
solutions across Mexico with the support of two new centers of operations that they
opened in Toluca and San Luis Potosi.
• Upgraded FedEx Express international next-business-day delivery service, FedEx
International Priority, from Europe to major U.S. East Coast cities. The service
enhancements provide their European customers with overnight access to more ZIP
codes in key markets along the U.S. East Coast, as well as later pick-up times.
• Introduced LTL freight delivery by 10:30 a.m. backed by a money-back guarantee. The
new service, FedEx Freight A.M., provides their customers with greater flexibility and
control over their LTL freight shipments.
In June 2009, they announced a multi-year agreement with OfficeMax to offer U.S. domestic FedEx
Express and FedEx Ground shipping services at all U.S. OfficeMax retail locations (over 900
locations), beginning later in calendar 2009. These additional staffed drop-off locations are expected
to complement their existing retail network, including their FedEx Office and Print Centers, and
further expand customer access to their services.
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In sum, their overall long-term goal is to:
• Deliver superior financial returns for their stockholders;

• Expand their portfolio of services to meet their customers’ needs; and
• Execute their “compete collectively, operate independently, manage collaboratively”
strategy with both discipline and imagination.
They reduced the capacity of the FedEx Express and FedEx Freight networks. They will further
reduce personnel and work hours. They expanded pay actions to include non-US employees where
permitted. They will be streamlining their information technology systems and other internal
processes. They will reduce spending in additional categories and increase economies purchasing
goods and services. These actions are targeted to reduce expenses by about $1 billion.
FedEx Express improved its international and domestic services in Mexico with an expanded air
cargo terminal, bonded warehouse and a new hub. In China, FedEx Express began operations at
their new $150 million Asia/Pacific hub located at the new Baiyun International Airport in Guangzhou,
China.
Their new Asia/Pacific hub in Guangzhou, China, which will officially open on Feb. 6, will be the
largest FedEx facility of its kind outside the United States overtaking their large in Paris, France and it
represents a $150 million capital investment. It will be the heart of their APAC operations, which are
integral to their long-term growth strategy. Their new hub in Guangzhou, China, puts them in the
heart of Asia’s fastest-growing production and trade center. Because of Mexico’s growth as a
manufacturing center, they’ve launched domestic express service there. And they’re constantly
opening and expanding FedEx Ground hubs to match trade patterns within the United States. In
Canada, they launched FedEx SmartPost service. Despite the weak economy, they continue to
expand their service portfolio, putting the right capabilities in the right places and expanding access
to the global economy for their customers.
They have added to their three solar facilities already running in California, as they have broken
ground this past fiscal year on what will be their largest solar plant and their first outside the U.S., in
Cologne, Germany. They are investing in alternative fuels as well as more fuel-efficient aircraft that
lower emissions and use significantly less fuel per pound transported. With a goal of making their
vehicles 20 percent more efficient by 2020, they continue to invest in their hybrid-electric vehicle fleet
and in all-electric prototypes. Furthermore, they are cutting transit times and fuel use through
smarter routing based on new proprietary software. They are also streamlining their processes.
Through Quality Driven Management (QDM) they’ve taken a whole new approach to standardizing
quality across the entire company. QDM simultaneously lowers costs and improves efficiency.
FedEx is exploring ways to expand their frozen-shipping capabilities for the life sciences industry, so
that products can remain frozen for extended periods, unlike dry-ice shipping, which often requires
re-icing during transit. They’ve refreshed their online tracking tools to increase the visibility of
shipments via the Web through desktop or mobile devices. They pioneered a new aircraft avionics
system that will dramatically improve efficiency during takeoff and landing of their aircraft. FedEx
Freight initiated a 10:30 a.m. delivery commitment option, a first for the less-than-truckload freight
industry. FedEx Trade Networks introduced a service to help customers meet new U.S. Customs
filing requirements.
They’re focused on steady gains in market share and productivity. They’re focused on continuing to
improve their customer’s experience, keeping the purple promise. They’re positioning FedEx to take
full advantage of the recovery. Because they can flex their networks and pull many other levers at
their disposal FedEx continues to operate profitably. Their service levels are extremely high.
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FedEx looks to find ways to reduce costs for all the goods and services they buy across the
company. They will make purchasing a more strategic activity. They are streamlining and simplifying
internal processes within FedEx Services particularly and focus on their Information Technology
functions especially. They aim to reduce duplication, overhead and non-essential costs.
They instituted a hire freeze on all hiring expect for mission critical positions. They cut discretionary
spending and because they believe there should be a strong relationship between pay and
corporate performance they eliminated all bonus and variable incentive compensation payouts
representing hundreds of millions of dollars.
Their strategy for long-term growth, productivity and profitability depends in part on their ability to
make prudent strategic acquisitions and to realize the benefits they expect when they make those
acquisitions. In furtherance of this strategy, during 2007 they acquired the LTL freight operations of
Watkins Motor Lines (renamed FedEx National LTL) and made strategic acquisitions in China, the
United Kingdom and India. During 2004, they acquired Kinko’s, Inc. (now known as FedEx Office).
While they expect their past and future acquisitions to enhance their value proposition to customers
and improve their long-term profitability.
IT EXPENDITURES
FedEx’s capital expenditures were $2,459 million, $2,947 million and $2,882 million in 2009, 2008
and 2007, respectively. Capital expenditures during 2009 were lower than the prior year primarily
due to decreased spending at FedEx Express for facilities and aircraft and aircraft-related
equipment.
FedEx’s technology expenses were $298 million, $366 million and $431 million in 2009, 2008 and
2007, respectively.
They reduced capital spending for fiscal year 2009 from $3 billion at the start of the year to estimate
at $2.4 billion. They refuse to compromise their outstanding service levels in return for short-term
gain. In fact, they’re redoubling their efforts to improve on even their current high service levels.
The company anticipates cash flow from operations will exceed their investing activities, excluding
any acquisitions. Their capital expenditures for 2010 are expected to be approximately $2.6 billion,
as they will continue to balance the need to control spending with the opportunity to make
investments with high returns, such as in substantially more fuel-efficient Boeing 757 (B757) and
Boeing 777 Freighter (B777) aircraft. They will also invest in related equipment at FedEx Express,
network expansion at FedEx Ground and revenue equipment at FedEx Freight. They continue to
invest in productivity-enhancing technologies. They expect approximately 61 percent of capital
expenditures in 2010 will be designated for growth initiatives and 39 percent for ongoing
maintenance activities.
FedEx Express’ capital expenditures were $1,348 million, $1,716 million and $1,672 million in 2009,
2008 and 2007, respectively. Prior year FedEx Express capital expenditures included construction of
a new regional hub in Greensboro, N.C., sort expansion of the Indianapolis hub, expansion of the
Memphis hub and construction of a new office building in Memphis.
FedEx Ground’s capital expenditures amounted to $636 million $509 million and $489 million in
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2009, 2008 and 2007, respectively. Capital spending at FedEx Ground increased in 2009 due to
increased spending on facilities and sort equipment associated with its comprehensive network
expansion plan. Capital spending at FedEx Ground is expected to decline slightly in 2010 with the
majority of their spending resulting from their continued network expansion and productivity-
enhancing technologies. They are committed to investing in the FedEx Ground network because of
the long-term benefits they will experience from these investments.
FedEx Freight’s had capital expenditures of $240 million, $266 million and $287 million in 2009,
2008 and 2007, respectively. Capital spending at FedEx Freight is expected to increase slightly in
2010 with the majority of their spending resulting from the replacement of transportation and
handling equipment and information technology projects.
FedEx Services had capital expenditures amounting to $235 million, $455 million and $432 million in
2009, 2008 and 2007 million in 2009, 2008 and 2007, respectively. FedEx Services capital
expenditures decreased in 2009 primarily due to the planned reduction in FedEx Office network
expansion, decreased spending and the postponement of several information technology projects,
along with the substantial completion of information technology facility expansions in the prior year.
FedEx Services capital expenditures decreased in 2009 primarily due to the planned reduction in
FedEx Office network expansion, decreased spending and the postponement of several information
technology projects, along with the substantial completion of information technology facility
expansions in the prior year.
IT DEVELOPMENTS
 Oracle Fusion Middleware, WebLogic Application Server Enterprise Edition,

FedEx Unified Strategic Information Optimization Network (FUSION)
FedEx was having growing pains. As the company added to its operational network, integrating
everything from order processing and shipment tracking to billing and customer support
became time-consuming and labor-intensive. “We wanted a single way of doing shipping; we
wanted a single customer number across application codes; and we wanted a single invoice,”
says Tim Robertson, IT manager at FedEx. “FedEx felt that it was imperative from both a
competitive and an operational standpoint to eliminate the lines separating each operating
company wherever those lines impacted customer satisfaction or employee productivity.”
Robertson knew that aligning this project with prevailing standards, unified by an open
application server platform, would make this massive development project much easier. It’s a
familiar realization. An application server creates a common middle-tier layer that makes it easier
to integrate applications, services, and business processes and expose them on the Web.
The result was a group of applications called FedEx Unified Strategic Information Optimization
Network, or FUSION. Its three entities are Shipment FUSION, Customer FUSION, and Revenue
FUSION. The solution ties together the shipment systems of each business unit to provide
internal and external users with a single resource for all shipment tracking and account
reporting. These applications depend on Oracle WebLogic Server Enterprise Edition, a core
foundational component of Oracle Fusion Middleware. Oracle WebLogic Server brings
consistency to how developers interface their core business applications with the databases,
eliminating the concern of how many connections they have to make or how they retrieve
information. “We’ve been a WebLogic shop for many years,” Robertson says. “This software
gives us the performance and reliability that we need to manage millions of transactions daily. It
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also provides the scalability we need to grow with our business and is based on open standards
to help us maintain flexibility.” Robertson appreciates the continued relationship with Oracle. “I’m
very encouraged by the technical direction that I’ve seen from Oracle,” Robertson notes. “Our
companies have a history together, and we look forward to that relationship strengthening.”
(Case study dated January 2009.)
http://www.oracle.com/technology/oramag/oracle/09-
jan/o19appserver.html?_template=/ocom/print
 Microsoft Technology Centers, Visual Studio Tools, Office Professional 2007,

Office Business Applications, Visual Studio 2008 Professional Edition, ASP.NET
AJAX, Visual Studio 2005, Office Outlook 2007, .NET Framework; Clarity
Consulting InterKnowlogy
In August 2008, FedEx examined ways in which its customers could interact with FedEx
Services, thereby increasing customer productivity and loyalty. They develop a number of
applications for the 2007 Microsoft Office system. One such application, known as FedEx
QuickShip, provides an easy way for customers to ship packages while working in Microsoft
Office Outlook 2007 or Outlook 2003. All the applications support the company’s goals of
increasing access to FedEx Services and improving customer productivity and loyalty. By
increasing access, FedEx hoped to boost its revenue while maximizing the use of existing
technology assets. FedEx used a software-plus-services approach to integrate back-end
systems with downloadable applications so customers can access services from within
programs in the 2007 Microsoft Office system.
FedEx based the QuickShip application on Microsoft .NET Framework version 2.0. Customers
can download the add-in application, and it connects them to FedEx Web services. FedEx also
used the Microsoft Visual Studio 2005 Professional Edition development system and Visual
Studio Tools for Office Second Edition to create the first FedEx QuickShip prototypes before
Visual Studio 2008 and Visual Studio Tools for Office 3 were available as beta releases. FedEx
pushed the limits of Visual Studio Tools for Office Second Edition, which didn’t always meet the
company’s technical needs. In those cases, the MTC architects and Microsoft Services
consultants helped FedEx developers resolve any issues they encountered.
Microsoft also brought in Clarity Consulting InterKnowlogy. Ben Baker, Technical Principal for
FedEx, said, “Having our Microsoft Services consultants bring in Clarity Consulting also
benefited us. Clarity had successfully completed multiple proof-of-concept projects with
Microsoft, and its consultants had a lot of Office Outlook experience that furthered our
envisioning and architecture design efforts.” Other software and services used include Microsoft
Technology Centers, Microsoft Office Professional 2007, Office Business Applications, Microsoft
Visual Studio 2008 Professional Edition and Microsoft ASP.NET AJAX.
http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?CaseStudyID=4000002585
 Microsoft Exchange Server 2007, Office Professional Edition 2003, Unified

Messaging, Office Outlook 2007, Office Outlook Web Access
In August 2007, FedEx Kinko’s needed to find a cost-effective, efficient technology solution that
could replace an aging voice-mail system for corporate facilities in Texas. The company
consolidated voice-mail and fax functions with an Exchange Unified Messaging solution by using
Microsoft Exchange Server 2007. The software delivers a streamlined user experience, provides
efficiencies for IT department and offers scalability for enterprise. “Exchange Unified Messaging
is an integral part of our focus on taking advantage of the converging e-mail and telephony
environments, providing FedEx Kinko's team members with greater efficiencies and easier
access to critical information,” said Richard Maranville, former SVP and CIO, FedEx Kinko’s.
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Other software includes Microsoft Office Professional Edition 2003, Unified Messaging,
Microsoft Office Outlook 2007 and Microsoft Office Outlook Web Access.
http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?CaseStudyID=4000000579
 IBM System i, WebSphere Application Server, DB2, i5/OS, System i5 595

Servers, Global Technology Services
In March 2007, with customer expectations for timely delivery rising, and its own processes
ever-more dependent on data, FedEx Ground needed to ensure that its business systems were
fast, reliable and flexible. FedEx Ground's systems needed to meet ever-increasing processing
demands—both near-term and long-term—while at the same time supporting a business model
based on speed, efficiency and low cost. FedEx Ground deployed the IBM System i as the
foundation of its operations. With industry-leading flexibility and resiliency, the System i solution
has been a key enabler of the company's ongoing transformation efforts affecting all of its
package delivery processes. Technology includes IBM WebSphere Application Server, IBM
DB2, IBM i5/OS, IBM System i5 595 servers and IBM Global Technology Services. "We operate
in an environment where customer expectations continue to escalate. The IBM System i
infrastructure helps us not only meet, but exceed them by enabling us to speed up our network
and develop new solutions for our customers," said Ken Spangler, then VP of IT, FedEx Ground.
http://www-01.ibm.com/software/success/cssdb.nsf/CS/JSTS-
6ZJP8D?OpenDocument&Site=corp&cty=en_us
 CIO Robert Carter: Networks, RFID Technology

At SIMposium 2007 Robert Carter, CIO at FedEx, said there is a fundamental shift taking place
in the world. The rising tide of network access is lifting the boats of opportunity. “I’m proud to be
living in a time where access has changed the world,” Carter said. He was referring not only to
Internet access but also access to physical networks such as what his employer, FedEx,
provides. Digital networks and physical fulfillment networks work “hand-in-glove” to create the
extended marketplace we have today, Carter said. Carter predicted that the digital side of the
marketplace revolution was only just beginning. “All networks propagate by a single significant
application,” he said. “And the Internet has exploded based on the Web browser.” But there are
derivative applications to come that will drive the Internet to even greater reach and
connectedness. For instance, the Internet has 3 billion end points, Carter said, but he predicted
that would expand to 30 billion end points based on the use of sensor capability such as active
RFID tags. “Not the UPC tag that has been such a bust,” he said, but the active RFID
technology FedEx is working on that can record and transmit data about inventory such as
temperature, light, and movement. “There’s lots of value creation in the next generation of
capability,” he predicted.
http://www.informationweek.com/blog/main/archives/2007/10/rob_carter_cio.html
 Vendor Relationship Management

FedEx Corp. is so big and does business with so many technology vendors (approximately
1,000) that it has developed a systematic approach for managing its relationships and getting
the most out of them. To get the best service across its operating companies, FedEx uses the
following mechanisms.
1. Relationship stewards. FedEx Corp. appoints one person to look after each vendor
relationship. IT executives supervise relationships with the strategic vendors; IT directors
oversee relationships with second- and third-tier vendors. The relationship steward keeps
everyone apprised of what’s going on with a particular vendor. The steward is the go-to
person if an operating company has a question on the technology, the standards associated
with it, training, the best way to deploy it or how to work with that vendor. Thus, the
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relationship stewards also promote best-practice sharing among the operating companies.
They’re also the vendor’s single point of contact inside the company.
2. A purchasing and sourcing group. To ensure FedEx Corp. and its operating companies get
the best deals from their vendors, the corporate IT department created a purchasing and
sourcing group within its vendor management office. The group is responsible for staying on
top of the company’s top 100 contracts and the competitive landscape associated with each
of those vendors. It also provides the IT leaders of the operating companies with a dossier on
their top vendors containing information they can use to negotiate the best deals.
3. Monthly meetings. IT leaders across FedEx meet each month to discuss their practices for
working effectively with technology providers. They talk about the information they share with
their vendors and the due diligence they perform when selecting potential technology
providers. It’s another way of keeping everyone within the geographically dispersed company
in lockstep and of ensuring that FedEx doesn’t become a "victim of vendor roadshow," says
Kevin Humphries, FedEx Corp.’s senior vice president of IT. (Article dated December 2006.)
http://www.cio.com/article/27097/How_FedEx_Ensures_Its_Vendors_Provide_Quality_Service
 Michael V. Hmel, SVP, Information Systems and CIO; CIA Interview: Software
Managed Maintenance Program
Michael V. Hmel is the former SVP of Information Systems and CIO for FedEx Ground, Inc. As
SVP and CIO, Hmel was responsible for coordinating all IT services for FedEx Ground, FedEx
Home Delivery, FedEx Supply Chain Services and FedEx SmartPost in the U.S. and Canada.
The majority of his staff was devoted to development, maintenance, and support of field,
financial, and transportation systems. A team of 400 professionals and 50 external consultants
performed new application development, maintenance of legacy systems, software quality
assurance, information engineering, and PC/LAN services.
This April 2006 interview with Michael Hmel pertains to the status of a software managed
maintenance program that FedEx Ground embarked upon with Computer Aid (CAI) in 1996:
“When I first talked to CAI about managed maintenance, we had a very poor environment here
for new development. We were stuck on some old platforms. We had a VAX platform and an
AS/400 that we were still doing a lot of RPG on. And we couldn’t do new development quickly
enough to be responsive to the business. It was obvious that something needed to be done. We
knew we had to get to some new platforms. Consequently, we embarked upon a major initiative
called the open system transformation. That was when we first talked to CAI about managed
maintenance. We realized immediately that this was something that could help move us forward.
Having CAI come in and handle the maintenance of many of our legacy systems really allowed
us to move forward with our strategy and vision. What CAI brought with them that no one else
did — none of the other big players in this space — was a good set of measurements and
processes. This really helped them prove that what they were doing was cost-effective and of
good quality. On example would be the measurements they conducted on the number of help
tickets. A metric like this clearly demonstrates that by fixing problems at their root, tickets don’t
come back. And this drives down the number of help tickets. CAI was also able to prove that as
people learned systems, they became more and more productive. As a result, where it once
took five people to maintain a certain group of systems, over time CAI could drive that down to
four, or three, or two. That was very valuable.”
http://www.compaid.com/caiinternet/ezine/mikehmelinterview.pdf
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 Wyse Winterm Thin Client Desktops; Microsoft Windows NT 4.0, Terminal Server
Edition; Citrix MetaFrame Server Software
FedEx required a solution that would allow rapid deployment of strategic, modern tools for
mission-critical operations, the ability to quickly respond to changing business requirements,
prompt response to performance and capacity issues, removal of inflexible system constraints,
and elimination of a single point of failure. In March 2005, FedEx selected Wyse. FedEx began
its successful installation by upgrading to a high-speed Frame Relay network. It then set up
centralized data centers that house clusters of Windows NT 4.0, Terminal Server Edition, with
Citrix MetaFrame server software and provide fast access to Windows-based applications. To
date, more than 4,000 Winterm thin clients have been deployed. “The feedback has been very
good,” says Jeff Crawley, then manager of the Global Resource for Information Decentralization
(GRID) Program. “Now we can control the desktop and give employees the tools that they need.
Our biggest challenge is to meet demand from the field offices.”
http://www.wyse.com/resources/casestudies/pdf/fedex.pdf
 Cisco Catalyst 6509 Switches, 3845 Routers, IOS Software, Aironet 1100 Series
Access Points, Aironet 350 Series Wireless LAN, CiscoWorks LAN Management
In 2005, FedEx’s routing equipment was approaching end-of-life and in keeping with its
commitment to assuring the most current technology, FedEx Ground decided to upgrade its
largest sites, “D” and “E” sites, as well as deploy new networking equipment into its new Trident
hubs. Redundancy features were essential. In addition, FedEx Ground wanted high processing
power for maximum performance and the ability to connect satellite and ISDN backup networks.
The company chose the Cisco Catalyst 6509 Switch and Cisco 3845 Integrated Services
Router as its deployment platform. FedEx Ground uses CiscoWorks LAN Management Solution
for upgrading versions of Cisco IOS Software, inventory and serial number control, version
control, and as an occasional troubleshooting tool. The Pittsburgh headquarters is also
completely wireless, using Cisco Aironet 1100 Series access points and Cisco Aironet 350
Series Wireless LAN (WLAN) products. The Cisco Aironet 1100 Series offers an affordable,
easy-to-install, single-band access point that delivers enterprise-class management, security,
and scalability. FedEx Ground’s Cisco wireless solution serves 1,500 people in headquarters,
providing connectivity to everybody with a wireless laptop, PDA or data-enabled cell phone.
“The Cisco 3845 integrated services routers are a good investment to protect our network,” said
Michael Mullen, senior technical analyst for FedEx Ground. “Our management requests that we
deliver 99.9 percent uptime, with .10 percent downtime scheduled, and the new Cisco 3845
routers help us meet that goal. With the new network implementation, we won’t have to change
infrastructure of the large facilities for the next five years.”
(Original source www.cisco.com.)
 Mobitrac Transportation Execution System

In September 2005, Mobitrac Inc., the market-leading provider of a new generation of
Transportation Execution systems, announced that FedEx Supply Chain Service selected and
successfully deployed Mobitrac. Supporting FedEx's value proposition of people, service and
profit, FedEx Supply Chain Services has been effectively using Mobitrac's patented technology
to manage their fleets profitability and performance in real-time. Using Mobitrac, FedEx has real-
time visibility and can plan profit-based routes, execute daily dispatches and adapt in real-time
to dynamic changes in the field. Mobitrac is the first provider of a new generation of
transportation execution systems, making it possible to manage fleet profitability in real-time.
Mobitrac combines route optimization and asset management with the ability to make customer
service driven adaptations to route plans in the face of real-world operating conditions.
http://findarticles.com/p/articles/mi_m0EIN/is_2005_Sept_12/ai_n15382742/
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 SAP Global Trade Services (GTS) Software Agreement

In May 2004, SAP announced a new agreement with FedEx Trade Networks, a subsidiary of
FedEx Corp., to build in shipping data into SAP's Global Trade Services (GTS) application. SAP
GTS software allows trade compliance managers to review and calculate imports and exports
and to ensure compliance with federal and global trade regulations. The agreement makes SAP
the first vendor to integrate automated global duty and tax information into its compliance
software. After the Sept. 11 terrorist attacks, new regulations have stiffened controls on global
trade and shipping practices. The FedEx data give companies automatic updates, including tariff
system numbers supplied by FedEx Trade Networks, SAP said. In addition, the data give
access to accurate product classifications and corresponding duty and tax information. They
also audit product classifications in foreign markets, ensuring subsidiaries pay the lowest legal
duty rate. "Companies will now be able to integrate and leverage worldwide duty and tax data,
as well as automate, standardize and expedite the trade compliance and customs clearance
process," said David Parks, a senior manager of Memphis, Tenn.-based FedEx Trade Networks.
http://searchsap.techtarget.com/news/article/0,289142,sid21_gci962447,00.html?track=sap80
5#
 6X6 Transformation Program, India New System Development

FedEx's attention to people led to the success of its 6x6 Transformation program launched in
2004. The 6x6 Transformation initially focused on improvements in such areas as cost
effectiveness, speed, innovation, service levels, and business alignment. The end goal was to
create a consistent environment linking FedEx
Express, FedEx Ground, and FedEx Kinko
divisions. But a little ways into the Are you targeting the right people
program, FedEx realized it hadn't put
with the right message at the right time?
enough focus on people and the part
they play in a successful
Our customers use CRUSH Reports to execute
transformation. FedEx's first step was successful (VITO) letter campaigns…
to develop ways to motivate employees
and provide them with meaningful work.
"Everything within IT and our business recognizes the
contributions that people make," CIO Rob Carter said. Additionally, FedEx worked on
developing better communications with its business partners. "To most of our business
partners, it's mystical what we do and why we are spending money on certain projects," Carter
said, referring to FedEx's $1 billion IT budget. FedEx began talking partners through the
transformation process, creating a refined set of terminologies that would help the partners
understand the business. "The world is becoming a lot more technology-intensive, and [partners
need] to understand what we do," said Carter.
FedEx also worked with partners in India and other countries to develop new systems and
applications to help the transformation. That included technologies for improving customer
satisfaction, such as software tools that use rich data to inform customers of all incoming
shipments. Carter assured the audience that its development work overseas doesn't threaten
domestic employees and business partners. Carter called it "variable capacity" rather than
outsourcing. "We're not pushing our systems out, but working with partners to develop them.
We're just not a big outsourcing company," he said. But despite what Carter calls FedEx's
"culture of change," the company still finds itself in stiff competition with UPS and DHL, which
are also trying to stay relevant through innovation and growth.
http://www.informationweek.com/news/global-cio/showArticle.jhtml?articleID=184425795
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 Oracle 9i, PeopleSoft, CRM; SAP Business Objects Application Foundation

FedEx had the business challenge of having to create a consistent view of customer shipping
behavior. FedEx’s marketing and sales departments were using different sources to analyze
customer behavior and there were many discrepancies between the information shared
between the two departments. To improve customer insight, the FedEx Express Europe, Middle
East, India, and Africa division developed an Oracle 9i-based data warehouse, fed from over
twenty different source systems including CRM, Peoplesoft HR, and an external feed from Dun
& Bradstreet. Information is being delivered across FedEx Express via a number of Business
Objects tools. Business Objects Application Foundation provides a dashboard of aggregated
sales information to 70 sales managers, while Business Objects Web Intelligence and Broadcast
Agent Scheduler delivers targeted reports to 600 account executives. Business Objects Set
Analysis allows marketing teams to be able to easily create 100 different customer
segmentations for better-targeted campaigns. Information at FedEx is available on a daily basis,
being a big step up from taking six weeks to access data previously. “We have more than one
million customers in EMEA. We have selected Business Objects as our standard business
intelligence tool. The system enables us to tailor services and marketing campaigns to specific
customer needs, enhancing the quality of service and maximizing revenue generation
opportunities,” said Janny Ekelson, Manager Applications and Architecture, FedEx Express.
(Undated case study.)
www.uk.businessobjects.com/pdf/customers/FedEx.pdf
 Amdocs ClarifyCRM Suite: ClearCall Center, ClearSupport, ClearSales; HP

Hardware; Oracle 8.17, PeopleSoft ERP; IBM IMS Database Management
System, AS/400
FedEx's CRM system is based on software from Amdocs Ltd. In September 2000, FedEx
purchased version 10 of Amdocs' ClarifyCRM suite. Of the suite's many modules, FedEx is
using ClearCall Center, ClearSupport and ClearSales. One year after it was purchased, the
Amdocs software was installed at the FedEx call center in Memphis, Tenn., which is also the site
of the corporation's headquarters. The rest of the U.S. rollout was completed in May 2002.
Since then, the software has been deployed at FedEx's Canadian sites, and deployments are
under way in Europe and Asia, as well as Mexico. FedEx is running Clarify on Hewlett-Packard
hardware. The primary database that Clarify interacts with is Oracle 8.17, but the system also
interfaces with other platforms and tools, including AS/400 systems, IBM's IMS database
management system and ERP software from PeopleSoft Inc. With the Amdocs system in place,
FedEx has the luxury of giving its call center reps instant access to a customer's profile. "One of
the outcomes of implementing CRM was ... we made our customer service rep's job better,"
Scot Struminger, FedEx's VP of IT told SearchCRM.com in 2004. "Think about it: If they have
the information to solve whatever it is you're calling about, and they can do it effectively and
efficiently, that's instant gratification for them. ... They have a better job."
http://searchcrm.techtarget.com/news/article/0,289142,sid11_gci958859,00.html
 Customer Fusion Database, Account-Management Application

FedEx Corp.’s customers have had access to information stored in disparate databases at
FedEx Services, FedEx Express, FedEx Ground, FedEx freight, and FedEx Kinko’s through a
complex database called Customer Fusion. At its core is an advanced account-management
application that pulls customer information from various databases around the globe and across
the FedEx network, giving customers multiple views from one access point. FedEx had two
goals in mind: lay a technical foundation to allow all business units to compete collectively, and
install the next generation infrastructure to enable FedEx to meet its business objectives faster
and at lower cost. With that strategy in mind, FedEx designed a technology layer that sits on top
of its infrastructures to manage customer account information; getting that platform together
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took less than a year. The company is adding customer-facing applications called Customer
Fusion, Customer Service, InSight, and others. “Fusion is built on a very-high-speed messaging
architecture,” said Larry Tieman, then SVP of IT at FedEx and chief architect for the project.
“The message bus allows us to loosely couple the business application, apply the proper
business rules, and build a unified application layer.” (Press release dated June 2004.)
http://www.informationweek.com/news/management/showArticle.jhtml?articleID=22103132
 BGT Partners consulting: B2B Portal, Content Management System (CMS)

BGT has had a business relationship with FedEx for more than five years that has focused on
the design, development and implementation of portals for internal and external audiences in
Spanish, English and Portuguese. Solutions include the design and deployment of marketing
email communications, development of a B2B portal for small and medium enterprises,
development of internal and external portals in multiple languages, and implementation of a
Content Management System (CMS) for an internal sales team intranet. The projects deployed
for FedEx have helped the company increase their efficiency in marketing communication
activities with their Latin America stakeholders. The implementation of the Sales Team Intranet
has improved the communication process within the entire team, while simultaneously driving
FedEx’s business goals. Portals geared towards external audiences have increased brand
awareness about FedEx and engaged new customers with the company. (Undated case study.)
http://www.bgtpartners.com/CaseStudies/fedex.aspx
 Progress Software DataXtend CE for C++, O-R Mapping, Data Caching, Cache
Clustering, Real Time Data Services; Sun Solaris 2.5;! Sybase 10.x; ! I BM 309X
Mainframe;! MVS IMS
FedEx needed a system that would efficiently provide contingency plans in the event of a
problem. Any break in the flow of packages creates a backlog throughout the system. The
company had to accomplish the system changeover while accessing the existing IMS system as
well as a relational database. To keep development and maintenance costs down, FedEx also
wanted a solution that enabled their project staff of mostly IMS system veterans to quickly and
efficiently transfer application knowledge into the new system as well as incorporate new
features. FedEx chose DataXtend CE for C++ to help create an infrastructure for the Service
Recovery Application (SRA) and integrate the IMS system into the multi-tier component based
application. The SRA provides recovery options and contingency plans when pack-ages are at
risk of being delayed. The GOC specialist simply enters a few parameters into the SRA, such as
current weather conditions, and within seconds the system returns an extensive list of ranked
recovery options that could involve various functional groups. The technology environment also
included Sun Solaris 2.5, Sybase 10.x, IBM 309X mainframe and MVS IMS.
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The new object component framework, built with DataXtend CE for C++ as a foundation,
enables previously not attempted projects to be built. FedEx is no longer limited when
considering possible projects because DataXtend CE enables capabilities that were not available
in IMS. Establishing functional relationships between aircraft, maintenance and ground stations
was practically impossible before, but DataXtend CE makes these cross-functional relationships
possible. The data access layer, built using DataXtend CE technology object-relational mapping,
allowed straight-forward migration to multi-tier applications, automated encapsulation of
relational data into objects, and enabled persistent objects. The object-relational mapping tool
made the size and complexity of the object model so manageable the system has already
demonstrated significant maintenance benefits.
Furthermore, because DataXtend CE development tools integrate seamlessly with Rational Rose
modeling tools, FedEx's system developers transitioned smoothly to an object-based
environment. DataXtend CE's code generation capabilities significantly sped up development
time. Not only did DataXtend CE for C++ provide a rapid application development environment,
but it also enabled the integration of legacy systems and employed event-driven mechanisms to
maintain the rapidly changing GOC environment. SRA performance demands and response
expectations were achieved using the DataXtend CE technology server. Without the caching
and pre-calculations done by the DataXtend CE server, the time required to compute a list of
recovery options would have been prohibitive, making the application unusable. By using
intelligent caching, distributed objects performed optimally without necessitating expenditure for
more expensive hardware. Performance increased and hardware costs were kept to a
minimum. The technology environment also included Sun Solaris 2.5, Sybase 10.x, IBM 309X
mainframe and MVS IMS. (Undated case study.)
http://www.progress.com/realtime/customers/fedex_cs/index.ssp
 Connectria Integration Services: Java, .NET

In January 2003, Connectria Corporation was awarded an ongoing contract by FedEx as a
certified FedEx Integrator to provide advanced Java, .NET and XML integration services to
FedEx and its clients. As part of this contract, Connectria will enable FedEx’s clients to integrate
their internal systems and Web sites directly into the FedEx shipping systems. FedEx has found
that this capability is particularly beneficial to firms that do not have the necessary internal IT
resources to integrate the FedEx Automated Solutions into their online eCommerce Web sites,
ERP systems, OMS systems or CRM systems.
http://www.connectria.com/press_releases/012803.html
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 123 EDI Engine

In collaboration with FedEx’s group of experts, 123 EDI developed two interfaces with EDI
Engine: the first one connects with Ship Manager desktop using file exchanges (batch mode)
and the second connects with the more robust and real time capable Ship Manager Server.
FedEx is able to perform Shipment, Void and End-of-Day transactions from EDI Engine, this
means that no person has to interact directly with the FedEx systems server. The interfaces also
provide strong auditing of data-compliance during both the sending and receiving of data to
guarantee transaction completing and data integrity. (Undated case study.)
http://www.123edi.com/edi-fedex-shipmanager-interface.asp
 BEZ Systems BEZPlus Data Warehouse Tool; Teradata Active Enterprise Data
Warehouse (ADW)
FedEx sales representatives used to provide customer quotes that were calculated by static
formulas and published price lists. The problem: variability in costs led to some quotes being too
high, and customers seeking other vendors, while others were too low, resulting in low
profitability. FedEx needed a way to provide real-time quotes driven by specifications for each
customer, including location, destination and many other factors, which are all stored in the
company’s data warehouse. Moreover, they needed to support this application along with all the
other users of their enterprise data warehouse. The company implemented a Teradata active
data warehouse (ADW) application that provides fast, accurate, real-time quotes. To help ensure
the ADW would exhibit OLTP-like characteristics of availability, scalability and throughput, FedEx
turned to BEZ Systems. BEZ’s flagship product, BEZPlus, allows FedEx to keep the ADW
running at optimum performance. Being able to validate how workloads are running before and
after applying Teradata’s priority scheduler is important to the company’s overall performance
management strategy. BEZPlus gives FedEx the ability to quantify the benefits of implementing
specific performance strategies and validates their outcomes, which not only supports Teradata,
but optimizes its performance. (Case study dated 2003.)
http://www.bez.com/success_stories/FedEx_userStory_03b.pdf
 HP OpenView Technology
At the heart of FedEx operations is a computer system that can handle more than 100 million
daily electronic transactions. FedEx needed to upgrade this system with one that offered
seamless access to, and distribution of, mission-critical data. FedEx turned to HP to create one
of the world’s most efficient open system implementations. At the core of the new globally
distributed server implementation is HP OpenView technology, which allows FedEx to monitor
its servers and distributed applications from a centralized location. By leveraging the HP
OpenView technology, FedEx has implemented one of the largest automated monitoring and
performance management solutions in the industry. The solution includes HP servers and
StorageWorks virtual array systems. (Undated case study.)
http://www.hp.com/country/us/en/msg/corp/htmlfedex.html
 Information Builders WebFOCUS, IBM OS/390 Server, Oracle Database,

International Strategic Information System (ISIS) Initiative
FedEx wanted to help global business partners increase their business by helping them make
smarter tactical and operational decisions. As part of an ambitious, multi-year program, FedEx
began providing its GSP partners with access to its vast data warehouses, through the use of
the Internet and business intelligence software from Information Builders. “What we’ve been able
to do is take our vast store of data and turn it into knowledge for our business partners,” said
Joe Namie, then Project Manager, FedEx. “Rather than feed them what we think they need to
know, we’ve put a great analytical tool into their hands so they can do the analysis themselves.”
The information bridge was achieved through a secured Internet portal.
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The WebFOCUS platform was deployed essentially to extract the data needed from FedEx’s
OS390 mainframe, and load it onto an Oracle database. Users of the system then use the
reports designed in WebFOCUS to access the data loaded into the Oracle database. Work is
being concentrated on providing access to more types of information and more reporting tools.
Namie says the GSP project is part of a larger information supply chain initiative at FedEx called
ISIS—International Strategic Information System. In its complete form, ISIS will provide business
intelligence not only to FedEx and its GSPs, but also to FedEx’s customers, the customers of
FedEx’s customers, and the customers of the GSPs. “Our goal is to get information into the
hands of decision makers faster, so they can be more predictive,” he says. “It’s about being
able to tell a customer that a package is going to be late before it happens, rather than after the
fact.” (Case study dated 2002.)
http://www.informationbuilders.com/new/magazine/v13-2/pdf/fedx_s02.pdf
 Oracle Identity Manager

Oracle Identity Management is the security backbone of Fusion Middleware. Oracle Identity
Management delivers solutions across access control/single sign on, identity administration,
identity federation, user provisioning, directory services, and Web services management. FedEx
is listed as a customer.
http://www.oracle.com/octetstring/faq.pdf
*NEW* IT EXECUTIVES
Robert B. Carter, EVP & CIO

Robert B. (Rob) Carter is EVP of FedEx Information Services and CIO of FedEx
Corporation. He is a member of the five-person Executive Committee, which plans and
executes the corporation’s strategic business activities. Carter is responsible for
setting technology direction, as well as the corporation’s key applications and
technology infrastructure. FedEx applications, advanced networks and data centers
provide around-the-clock and around-the-globe support for the product offerings of
FedEx. Carter joined FedEx in 1993 and has nearly 30 years of systems development and
implementation experience. Carter was born in Taiwan. He earned his bachelor’s degree in
computer and information science from the University of Florida and his master’s degree from the
University of South Florida. Carter’s professional awards include: Information Week Chief of the Year
Award (2000, 2001, 2005); CIO magazine’s 100 Award (2000, 2001, 2002, 2003, 2004, 2006); and
InfoWorld Chief Technology Officer of the Year (2000). Carter is a member of the Saks Inc. Board of
Directors and the University of Florida Foundation Board of Trustees. He also serves as chairman of
the Capital Campaign for the University of Tennessee Hamilton Eye Institute and as a member of the
Memphis Riverfront Development Corporation and the LifeBlood Foundation.
http://about.fedex.designcdt.com/executive_bios/robert_b_carter?bio=1
Sherry A. Aaholm, EVP, IT, Fedex Services

Sherry A. Aaholm is EVP of Information Technology for FedEx Services. In this role,
Aaholm is responsible for providing strategic direction for the IT operations
infrastructure and the core operating company (OpCo) applications across the
corporation, which includes FedEx Express, FedEx Ground, FedEx Freight and FedEx
Kinko’s. Through Aaholm’s leadership and vision, IT is focused on utilizing and
leveraging information technology to transform how customers do business with FedEx.
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Since joining FedEx in 1999 as VP and CIO of FedEx Logistics, Aaholm has held several
management positions. Her most recent role was SVP of IT for FedEx Services where she was
responsible for IT development of technology solutions globally to support FedEx Express. She also
has been responsible for IT development of solutions to support customs clearance, less-than-
truckload (LTL), supply chain, and freight forwarding for FedEx Services, FedEx Freight and FedEx
Express.
Aaholm has more than 22 years of experience in the logistics and transportation fields. Prior to her
tenure with FedEx, she worked at GeoLogistics Americas Inc., as VP of IT and at Schneider
National/Schneider Logistics, Inc. in various IT and transportation positions. A native of Wisconsin,
Aaholm attended the University of Wisconsin-Green Bay and is a member of the Council of Logistics
Management. In 2005, Aaholm was named to Computerworld’s Top 100 IT Leaders list. Aaholm
serves on the Board of Directors for The Arc of the Mid-South.
http://about.van.fedex.com/executive_bios/sherry_a_aaholm%20?bio=1
Kevin Humphries, SVP of Technology Systems on High Productivity Computing

(HPC) Simulation and Modeling
Kevin Humphries, SVP of Technology Systems for FedEx Corporate Services, is
responsible for setting technology direction as well as providing data center, network
and field infrastructure support. The company's computing technology orchestrates
the delivery of millions of items each day around the world, using a fleet of over 600
aircraft and 75,000 motorized vehicles. According to Humphries, the only way they're
able pull off this global logistics puzzle is to employ high productivity computing (HPC)
simulation and modeling to help plan the FedEx routes. Trucks and planes have to be
continually shuffled from place to place in the most efficient manner possible to make timely
deliveries and to optimize resources. It's not just a mega-version of the traveling salesman problem.
In addition to the complex routing, the company has to deal with unforeseen events like weather and
equipment breakdowns. On top of that, FedEx has essentially no control over shipping demand at
any given time. But it's the scope of the problem that precipitates the need for HPC. "We have to
take everything that comes our way," Humphries said in November 2007. "That creates about 30
million origin-destination pairs that have to be planned 24/7 every hour of the day, over all the assets
that we own."
The initial logistics plan for using the assets is performed with traditional HPC cluster tools well in
advance of the actual shipments. As the time winds down to the day of execution, the model is
continuously refined (some on grid platforms) to support a real time response. The refined model has
to react to environmental conditions, like weather, mechanical breakdowns and infrastructure
problems. An extremely high capacity computing environment is used to coalesce all the information
in real time. Humphries’ main frustration with high performance computing technology is its
uniqueness. Businesses like FedEx would like to see their HPC assets seamlessly embedded into
their overall enterprise infrastructure rather than have to be treated as an island of resources devoted
to solving specialized problems. He thinks that transition is occurring, but they still struggle with
some of the distinctive aspects of HPC, especially as it pertains to their cluster computing
resources. The mainframes of the past were much easier to deal with compared to a system with
thousands of nodes, where the job has to split up into little pieces. Further constraining the use of
these systems is the limited pool of talent that can manage those resources. "I don't know where
that changes though," Humphries said. "It's not something that every kid is going to learn in college
and it's not something everybody is going to learn on the job."
http://www.hpcwire.com/industry/retail/HPC_in_the_Land_of_247.html
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CRUSH Alerts – Sales Triggers

SalesQuest is capable of delivering up-to-the-minute sales trigger alerts on your target accounts, industries and
territories in a single, easy-to-read daily e-mail. For more information on how CRUSH Alerts can help increase
productivity, save time, accelerate sales cycles and ensure that you don’t miss out on any sales opportunities, please
contact a SalesQuest representative at (978) 749-9999, ext. 102.
MILESTONES
2009
 August – Renewed global express guaranteed agreement with USPS.
 July – FedEx Ground announced plan for largest rooftop solar power system in the U.S.
 July – Expanded hybrid electric fleet by 50 percent with groundbreaking conversion
program.
 July – FedEx Ground opened new distribution hub in Chicago, Ill.
 June – Formed a strategic alliance with
OfficeMax to provide better customer
service. Are
you missing out on opportunities?
 June – Elected Susan C. Our customers use CRUSH Alerts to keep their fingers
Schwab to the board of on the pulses of their prospects & customers and to
directors. make sure they don’t miss out on sales
 May – Completed commercial
opportunities.
agreement with CryoPort for frozen
shipping services.
 March – Expanded SmartPost to Canada.
 February – Announced expansions in international and domestic service in Mexico.
 February – Opened new Asia Pacific Hub in Guangzhou, China.
 January – Introduced new advancements to online tracking tools.
2008
 November – Cut transit times on 3,300 routes.
 October – Selected site for new Portland, Ore. area distribution hub.
 October – FedEx Express broke ground on its largest solar facility and fist outside U.S.
 October – FedEx Express Nacional began operation in Mexico.
 September – FedEx Freight and BP Solar completed second solar power installation.
 July – FedEx Express introduced fuel efficient Boeing 757 to aircraft fleet.
 June – FedEx Kinko’s changed named to FedEx Office.
 May – Named Brian D. Phillips president and CEO of FedEx Office.
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 March – Ken May resigned as leader of FedEx Office.
2007
 December – FedEx Ground chose Perryburg, Ohio, as site for new distribution hub.
 September – Elected Steve Loranger, ITT chairman, as new director.
 September – Elected Gary Loverman, CEO, Harrah’s Entertainment, as new director.
 September – ANC became FedEx UK.
 August – FedEx Gateway for Central and Eastern Europe moved to Cologne, Germany.
 June – FedEx Freight Canada announced new facility in Toronto, Ontario.
 June – FedEx Office and Adobe collaborate to deliver print on demand.
 May – FedEx Express and Azure Dynamics enter agreement to develop hybrid electric
powertrain.
 May – Virginia Albanese promoted to president and CEO of FedEx Custom Critical replacing
retired John G. Pickard.
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EXECUTIVE COMMENTARY
Commentary from a Project Manager

based in Dallas, Texas.
The group oversees the monthly remediation of
Microsoft Security vulnerabilities for corporate and
field desktops using BMC Marimba Patch
Management module. Remediations involve
coordination with information security, quality
assurance, support, operations and management of a senior engineer and a Marimba administrator.
The project manager’s team redefined processes while maintaining adherence to change
management policies and procedures, reducing time to remediation by 34 percent. They
implemented over 1,800 BMC Marimba Repeaters remotely, improving deployment performance
and significantly reducing deployment time due to a one-to-one relationship as opposed to a one-to-
many relationship.
The team accelerated the timeline for the Marimba version 6 to 7 upgrade to 90 days instead of
three to four months. The team performed a thorough study assessing Microsoft’s System Center
Configuration Manager 2007 (SCCM) as a replacement to BMC Marimba. The group concluded
that, due to a negative ROI and concern that the benefits may not be realized, Microsoft’s product
would not be implemented. The team manages two Windows XP desktop image development
projects utilizing SDLC methodologies involving two engineers and coordination of operations,
support, POS development team, quality assurance and field representation.
Commentary from a Senior Systems Programmer based in Memphis, Tenn.

Systems programmers at FedEx report tickets using Teamsite, TeamPlay and custom-written
programs, and provide functional support to marketing agents as needed. They implemented
Omniture SiteCatalyst, HBX, Webside Story analytics, and Google Analytics. The team developed
scripts for Web optimization and site cleanup using Perl, PHP, MySQL and UNIX shell scripts while
reporting and working defects using Mercury tools.
During the FedEx Office launch the team of programmers implemented and developed Teamsite
SitePublisher, and associated infrastructure, site, pages, templates and components, which
increased FedEx Office visibility by 63 percent. They worked in the following environments: XSLT,
Interwoven SitePublisher CMS, XML, HTML, UNIX, CSS, JavaScript, Perl, Omniture SiteCatalyst.
The group of programmers implemented the first enterprise chat feature that will allow them to have
one global chat contract and no longer pays for other vendors. The product provides uniformity and
efficiency and acquires data that provides innovative analytics. The enterprise chat will provide new
insights on customer perspectives and preferences. Application development used JavaScript,
HTML, Instant Service Chat, and Omniture SiteCatyst.
Commentary from a Technical Advisor based in Parsippany, N.J.

This team of technology advisors oversees major IT initiatives, customer relationships and provides
information technology solutions and policy recommendations to management. The team managed
several large-scale rollouts, legacy migrations and coordinated compliance policy; such as IT audit
mechanism and maintaining Sarbanes-Oxley controls. They coordinated field services automation
teams, managing geographical territory, and providing technical and tactical support to field service
personnel. They worked with management, customers and vendors to ensure implementation and
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integration of technology solutions and applications provided improved operating efficiencies by

ensuring expanded revenues and additional business opportunities while minimizing overhead costs.
The group implemented mechanisms focusing on customer relationships, reduced allocation of

resources while maximizing efficiency, and leveraged third party tools that compressed timelines to
exceed implementation expectations saving FedEx over $2.5 million in costs. They turned around
major technology initiatives including e-commerce solutions, data warehouses, wireless systems,
and OLAP processing through vending partnering and offshore management. The team launched
technology and process re-engineering initiatives to reduce development and implementation costs
while providing improved quality software and integration capabilities through joint application design
sessions. Technical advisors designed network architectures and developed database structures
and negotiated with software vendors for providing integration capabilities for streamlining
productions and logistics creating an average of 30 percent increase in revenues annually.
Commentary from a .NET Developer based in Memphis, Tenn.

The .NET development team is responsible for the development and upkeep of a number of systems
and applications for the company. The package testing and development database application
keeps information about packages from departure arrival. It stores information about the process,
which is integrated into several databases and used to generate reports. Another system is the
Dunnage Management System (DMS), an intranet-based application development that keeps
inventory of the dunnage, or preventative packaging, present in several FedEx ramps and depots
across the country. A third system is the Badly Loaded Unit Load Devices (BLUES) entry system.
This system tracks and documents damaged packaging and the expenses associated these
parcels. The development team is responsible for analysis, documentation and enhancement of
these systems.
The technical environment for the team includes ASP.NET, ADO.NET, C#, Microsoft Internet
Information Server (IIS), SAP Business Objects Crystal Reports, Microsoft Visual SourceSafe (VSS),
IBM Rational Rose and Microsoft SQL Server 2005.
Commentary from a Senior Financial Systems Analyst based in Memphis, Tenn.

Financial systems analysts at FedEx assisted in the Identity Management (IdM) integration with
PeopleSoft Financials 8.8 and the corporate PeopleSoft 7.5 to 8.8 conversion for the AP, AM, GL,
EX, and PO modules of FedEx Custom Critical. Their tasks included planning project scope,
resources, milestones and deliverables.
FedEx’s team of analysts implemented the PeopleSoft Financials and BlueBird/ODOC imaging for all
FedEx operating companies, domestically and internationally. The team was in charge of the design,
development and implementation of PeopleSoft 8.17 and 8.8 Financials with the imaging of AP
invoices using BlueBird/ODOC imaging software for FedEx operating companies.
They led the BlueBird receipt imaging integration with the PeopleSoft Expenses module for FedEx
Corporate, Corporate Services and FedEx Freight and provide hardware and software budgeting of
Federal Express Financial systems.
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Commentary from a Software Developer based in Orlando, Fla.

The software development team developed an Online Revenue System for FedEx that creates
scenarios, shipments and transactions and gives status updates on each transaction. Development
of the system involved:
• Implementing the ORE test bench Web application using the Stripes framework.
• implementing Domain objects, Hibernate mapping classes and Service classes.
• Fixing issues and QC defects in order to help them to process on different levels of
validations.
• Testing the ORE test bench Web application by creating test scenarios.
• XML schema mapping using MapForce and XMLSpy editors.
• Implementing JUnit Test classes.
• Configuring Eclipse and Tomcat System plug-ins for the application server environment.
The technical environment includes J2EE, JUnit, Hibernate, Spring, WebLogic, Eclipse, Oracle 10g,
ClearCase, Oracle SQL*Developer, XML, XMLSpy, Sun Solaris, Apache Tomcat, Maven, HP
Mercury TestDirector, Lotus Notes, Struts, JavaServer Faces (JSF), Vignette Content Server,
Vignette Builder, Adobe Dreamweaver, Microsoft Visio, Perl scripts, SOAP, Cygwin, Quest Toad,
JBoss, IBM DB2, WebSphere Application Server, TIBCO Rendezvous, IBM Rational ClearQuest,
ClearCase Version Control and Altova MapForce.
Commentary from a Senior Technology Specialist based in Miami Fla.

Technical leads are responsible for the planning, testing and deployment of CRM applications
(GSMART, TeleSales, 1Source) used by sales, marketing and customer service in Latin America.
The team customizes and creates installation packages to be deployed throughout the region and
recommend eCRM (electronic CRM) concerns and network improvements to the business partners.
Other responsibilities include:
• Technology lead for the Global Citrix project for the CRM applications.
• CA Unicenter administrator. Utilize Remote Control, Asset management and Software
Delivery to support the Caribbean users and create and deploy packages for the CRM
users.
• Migrated users to Exchange 2003. Supported Outlook 2003 clients. Maintain the Active
Directory and Exchange user accounts.
Key accomplishments include:

• Designed, configured and tested the CRM applications for the Global Citrix project.
• Created CRM automated installation packages customized for End Users in LAC Region.
• Involved in the Puerto Rico MPLS migration and the Telefonica Data center.
• Involved in the network upgrade of Guaynabo, Puerto Rico. Installed new Cisco routers and
switches and enhanced the network design by using Cisco Three-Layer Hierarchical Model.
Commentary from an IT Specialist based in Pittsburgh, Pa.

Specialist conducted a transportation management system disaster recovery project that lasted six
months for FedEx’s Ground division. This project required collaboration with EMC, FedEx Services
Distributed Systems and FedEx Services Network Engineering. Hardware employed by the team in
this project included DMX2000, two additional OC-3 lines, 12 Solaris servers, and 16 Linux servers.
All application hardware for the project was SAN connected. The intent was to run the application at
the remote site for planned and unplanned primary site outages.
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The team prototyped and implemented an enterprise application class-loading pattern utilizing APP-
INF and EAR bundling for a 24/7 J2EE-based transportation application. Changes to the application
removed system class-loader dependencies and enabled hot deployment, as well as removed
external application dependencies. The team then migrated to a Linux-based WebLogic cluster
environment. Specialists in Pittsburgh configured and implemented the first WebLogic Application
Server clustered middle tier for the FedEx Ground Dock Load application.
Commentary from a Business Systems Analyst based in Hudson, Ohio.

Business analysts in Hudson designed, developed and implemented the location’s data warehouse,
including Business Objects and Cognos reports, at FedEx Ground for supply chain warehousing.
This Web-based reporting tool is critical in satisfying customer requirements for contract
negotiations. Analysts served on the technical
supply chain team who for implemented a
Web-based Yantra Networked
Warehouse Management system. It Do you need to build a ‘reason for call’ when you
was successfully deployed at the contact a new prospect or a customer?
main warehouse facilities and more Our customers use CRUSH Reports to ask
than 40 FedEx/Kinko’s locations in informed & intelligent questions and to infer
less than nine months.
insider status…
This team supports Loftware bar code and
software installation, scanning devices, label
development and servers used by the warehouse facilities. They program and support XML, XLS
and SQL coding and they perform QA and UA scripting using Mercury TestDirector.
Commentary from a Database Advisor based in Colorado Springs, Colo.

Database advisors at FedEx design, implement and maintain multiple databases for storing
information relating to both FedEx customers and FedEx shipments using Oracle database storage
strategies, including partitions and clusters.
The team has worked to design, implement and maintain FedEx’s Customer Fusion database, which
stores data relating to FedEx’s 22 million customers and groups, sorting FedEx customers by street
address, parent company and geographical location to provide better information to sales and
marketing. The team then designed and implemented the Enterprise Address Service database
using an Oracle Real Application Clusters (RAC) solution for high availability.
FedEx’s Electronic Data Record database system has been redesigned and implemented by this
team in Colorado as well. The database stores information regarding the 3 million packages and
signatures FedEx receives daily and is retained for five years, available for query at any time.
Commentary from a Systems Analyst based in Moon Township, Pa.

Systems analysts at FedEx Ground in Moon Township work with Business Objects Universes, UNIX
Shell script programming, PL/SQL applications and ad hoc query reports. They work with database
management systems including IBM AS/400, Microsoft SQL Server 2000, Access 2000 and Oracle
9i DBMS.
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Commentary from a Data Analyst/Developer based in Memphis, Tenn.

The development team completed an enterprise reporting and data analytics project for FedEx
Customer Information Services (FCIS) to create a technical architecture foundation for a
consolidated view of critical data resources that were disparate and fragmented. With a central data
repository, all FCIS metrics were re-engineered to access data from the Enterprise Data Warehouse.
Milestones included:
• Analyzing existing documents and SQL and T-SQL programs for the FedEx customer
information system World Revenue Organization (WRO) metric.
• Identifying data gaps between Enterprise Data Warehouse (EDW) data and SQL Server data
sources by working very closely with the business users and EDW team members.
• Validating WRO metrics with data loaded from production server.
• Rewriting views, functions and DTS packages for the WRO metric to execute using EDW
source data.
• Implementing data quality assurance checks and performing data cleaning activities based
on business rules.
• Writing stored procedures and functions in T-SQL to implement business and data
validation to meet data quality goals.
The team’s technical environment includes Microsoft SQL Server 2000, SQL Server Management
Studio, SQL Query Analyzer, Microsoft Windows XP, and Teradata SQL Assistant and Enterprise
Data Warehouse.
Commentary from an Oracle and ColdFusion Developer based in Memphis, Tenn.

Developers at FedEx have created intranet reports for Global Network Planning (GNP). These
reports are under the Express Business System (EBS) for FedEx. Engineers use these reports to
schedule flights and trucks and manage volume. In the creation of these reports, Oracle is used for
data source. Developers enforce Business Logic infrastructure solutions at both the database level
and forms level and they create partitions and indexes on data sources to get more efficient and
faster reports. Developers designed and created a presentation layer using ColdFusion, HTML and
JavaScript. They used Toad for Oracle and Macromedia DW for ColdFusion, as well as Oracle
Enterprise Manager for some data, which was on SQL Server.
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*NEW* BOARD OF DIRECTORS
Name Age Year Elected Boards and Other Affiliations
Frederick W. Smith 65 1998 Chairman, President, and CEO, FedEx Corporation

Chairman and President, Barksdale Management
Corporation; Managing Partner, The Barksdale Group;
Former President and CEO of Netscape
Communications Corporation; Former EVP and COO,
FedEx Express; Director, Sun Microsystems, Inc. and
James L. Barksdale 66 1999 Time Warner Inc.
Chairman and CEO of CDW Corporation; Former
Chairman and CEO of Burns International Services
Corporation; Former President and COO of UAL
John A. Edwardson 60 2003 Corporation
CEO of JLABS, LLC (formerly Packet Design
Management Company, LLC); Former SVP and CTO
of Cisco Systems, Inc.; Former President and CEO of
Precept Software, Inc.; Director, The Walt Disney
Judith L. Estrin 54 1989 Company
Chairman of GTx, Inc.; Former Chairman and CEO of
AutoZone, Inc.; Chairman and President of Pittco
Management, LLC; Director, AutoZone, Inc. and GTx,
Joseph R. Hyde 66 1977 Inc.
President of Rensselaer Polytechnic Institute; Former
Chairwoman and Commissioner of the U.S. Nuclear
Regulatory Commission from July 1995 to June 1999;
Former Commissioner of the U.S. Nuclear Regulatory
Commission; Director, IBM Corporation, Marathon Oil
Corporation, Medtronic, Inc., NYSE Euronext and
Shirley Ann Jackson 63 1999 Public Service Enterprise Group Incorporated
Chairman, President and CEO of ITT Corporation;
Former EVP and COO of Textron, Inc.; Former
President and CEO, Engines, Systems and Services,
Steven R. Loranger 57 2006 Honeywell International Inc.
Chairman, President and CEO of Harrah's
Entertainment, Inc.; Former Associate Professor of
Business Administration, Harvard University Graduate
School of Business Administration; Director, Coach,
Gary W. Loveman 49 2007 Inc.
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Professor, University of Maryland School of Public

Policy; Former U.S. Trade Representative; Former Vice
Chancellor of University System of Maryland; Former
President and CEO of University System of Maryland
Foundation; Former Dean of University of Maryland
School of Public Policy; Former Director, Corporate
Business Development of Motorola, Inc.; Former
Assistant Secretary of Commerce for the U.S. and
Susan C. Schwab 54 2009 Foreign Commercial Services; Director, Caterpillar Inc.
Chairman and Managing Partner, Coaching Group,
LLC; Former Vice Chairman and President of iGate,
Inc.; Director, The Allstate Corporation, Caterpillar Inc.
Joshua I. Smith 68 1989 and Comprehensive Care Corporation
CEO of Diageo plc; Former Group COO of Diageo plc;
Former Chairman, President and CEO of The Pillsbury
Paul S. Walsh 54 1996 Company; Director, Diageo plc and Unilever PLC
Peter S. Willmott – – Chairman and CEO, Willmott Services, Inc.
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Are you trying to expand your footprint in a

Strategic Account?
Our customers use CRUSH Reports to find new
decision makers, drive attendance to webinars, and
to schedule qualified meetings.
IT CONTACTS
The following contact names, phone numbers, and email addresses have been disguised
First Last Title Phone E-Mail
Sherry A. Smith EVP, IT, FedEx Services 901-818-7500 first.last@fedex.com

IT Developer, FedEx
Ben Smith Qhickship 901-818-7500 first.last@fedex.com
Managing Director,
Operation Technology,
Matthew Smith FedEx Ground 901-818-7500 first.last@fedex.com
Applications Solutions
Vincent Smith Architect 901-818-7500 first.last@fedex.com
VP, IT; CIO APAC Region,
FedEx Express (Hong
Linda Smith Kong) 901-818-7500 first.last@fedex.com
Brian Smith Managing Director 901-818-7500 first.last@fedex.com

Software Technology
Alberto Smith Support, FedEx Software 901-818-7500 first.last@fedex.com
CIO; EVP, FedEx
Robert B. Smith Information Services 901-818-7500 first.last@fedex.com
EVP, FedEx Information
Rob Smith Services 901-818-7500 first.last@fedex.com
Manager IT, FedEx Office
Jimmy Smith Data Warehouse 901-818-7500 first.last@fedex.com
Senior Manager, IT
Information Engineering,
Jim Smith FedEx Ground 901-818-7500 first.last@fedex.com
Applications Solutions
Architect, FedEx Express
Kristof Smith (Belgium) 901-818-7500 first.last@fedex.com
Robert C. Enterprise Infrastructure
(Rob) Smith Support Manager 901-818-7500 first.last@fedex.com
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Director, Strategy Planning

and Analysis, FedEx
Daniel Smith Information Services 901-818-7500 first.last@fedex.com
Manager Applications and
Janny Smith Architecture 901-818-7500 first.last@fedex.com
Engineer, Data
Architecture and Database
Administration, FedEx
Astrid Smith Office 901-818-7500 first.last@fedex.com
Senior Manager, IT, FedEx
Jason Smith Ground 901-818-7500 first.last@fedex.com
Director IT, Revenue
Keith Smith Systems Engineering 901-818-7500 first.last@fedex.com
VP, Enterprise
Don Smith Architecture 901-818-7500 first.last@fedex.com
Managing Director,
Sven Smith eCommerce Technology 901-818-7500 first.last@fedex.com
Manager, Enterprise
Architecture and Design
Denise Smith Services 901-818-7500 first.last@fedex.com
Senior Business
Sherry Smith Applications Analyst 901-818-7500 first.last@fedex.com
VP and CIO, FedEx
Beth Smith Express (Belgium) 901-818-7500 first.last@fedex.com
Software Architect, FedEx
Franck Smith Trade Networks, Canada 901-818-7500 first.last@fedex.com
Don Smith VP, IT 901-818-7500 first.last@fedex.com

Director, IT, FedEx
Harry Smith Ground 901-818-7500 first.last@fedex.com
Senior Security Data
Arlene Smith Systems Specialist 901-818-7500 first.last@fedex.com
Chief Engineer, IT
Chris Smith Operations 901-818-7500 first.last@fedex.com
Manager Application
Engineering, FedEx
Randy Smith Express (Memphis) 901-818-7500 first.last@fedex.com
Senior Security Data
Mike Smith Systems Specialist 901-818-7500 first.last@fedex.com
Brett Smith Senior Data Administrator 901-818-7500 first.last@fedex.com

Manager IT, Distributed
Scott Smith Applications Development 901-818-7500 first.last@fedex.com
Business Intelligence
Charlotte Smith Developer, FedEx Office 901-818-7500 first.last@fedex.com
SVP, Enterprise
Kevin Smith Infrastructure Services 901-818-7500 first.last@fedex.com
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Data Warehouse
Vincent Smith Developer, FedEx Office 901-818-7500 first.last@fedex.com
Enterprise Data Architect,
Ehimen Smith FedEx Office 901-818-7500 first.last@fedex.com
Managing Director, Retail
Mike Smith Systems 901-818-7500 first.last@fedex.com
Manager, Software
Pat Smith Development 901-818-7500 first.last@fedex.com
Director, Customer
Rebecca Smith Service Systems 901-818-7500 first.last@fedex.com
Data Architect, FedEx
Richard Smith Office 901-818-7500 first.last@fedex.com
Data Architect, FedEx
Dick Smith Office 901-818-7500 first.last@fedex.com
Manager IT Applications
and Architecture, FedEx
Harold Smith Express (Belgium) 901-818-7500 first.last@fedex.com
Senior Business
Tami Smith Applications Analyst 901-818-7500 first.last@fedex.com
Manager, Network
Architecture and
Information Security
Robert Smith (Belgium) 901-818-7500 first.last@fedex.com
Kimary Smith Web Developer 901-818-7500 first.last@fedex.com
Alan Smith Manager, Supply Chain IT 901-818-7500 first.last@fedex.com

Software Development
Khalil Smith Manager, FedEx Office 901-818-7500 first.last@fedex.com
Senior Data Analyst,
Renee Smith FedEx Office 901-818-7500 first.last@fedex.com
Information Security
Erin Smith Project Manager 901-818-7500 first.last@fedex.com
Rebecca Smith SVP, IT, FedEx Freight 901-818-7500 first.last@fedex.com

Network Architecture and
Bob Smith Support 901-818-7500 first.last@fedex.com
Senior Manager, IT and
Application Services,
Bob Smith FedEx Office 901-818-7500 first.last@fedex.com
Data Warehouse
Jonathan Smith Developer 901-818-7500 first.last@fedex.com
Senior Manager IT
Business and
Infrastructure Solutions
Jan Smith EMEA 901-818-7500 first.last@fedex.com
Dennis Smith VP, IT, FedEx Freight 901-818-7500 first.last@fedex.com

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™
VP, Software Quality

Dave Smith Assurance 901-818-7500 first.last@fedex.com
Senior IT Specialist, FedEx
Daniel Smith Canada 901-818-7500 first.last@fedex.com
Senior Applications
Chris Smith Developer 901-818-7500 first.last@fedex.com
BI Systems Analyst, FedEx
Duc Smith Office 901-818-7500 first.last@fedex.com
Business Application
Principal (Program
Elizabeth (Lisa) Smith Manager) 901-818-7500 first.last@fedex.com
Director, Technology and
Mark Smith Architecture Planning 901-818-7500 first.last@fedex.com
Todd Smith Data Network Engineer 901-818-7500 first.last@fedex.com

Manager, Software
Development, FedEx
Rick Smith Freight 901-818-7500 first.last@fedex.com
Director IT, Corporate
Philip Smith Financial Systems 901-818-7500 first.last@fedex.com
Tim Smith Manager, IT 901-818-7500 first.last@fedex.com

Manager, Application
Development, FedEx
Steve Smith Freight 901-818-7500 first.last@fedex.com
Managing Director, IT,
Maurizio Smith FedEx Express (Italy) 901-818-7500 first.last@fedex.com
Senior Engineer,
Enterprise Architecture,
Hara Smith FedEx Office 901-818-7500 first.last@fedex.com
Director of Information
Tony Smith Security, FedEx Services 901-818-7500 first.last@fedex.com
Managing Director,
Rajesh Smith Revenue Systems (IT) 901-818-7500 first.last@fedex.com
Ken Smith SVP, IT, FedEx Services 901-818-7500 first.last@fedex.com

Senior Manager, IT, FedEx
Kara Smith Ground 901-818-7500 first.last@fedex.com
Scot Smith VP, IT, FedEx Services 901-818-7500 first.last@fedex.com

Senior Manager, FedEx
Gregory Smith Freight 901-818-7500 first.last@fedex.com
Moshe Smith CIO, FedEx Israel 901-818-7500 first.last@fedex.com
Jill Smith Manager 901-818-7500 first.last@fedex.com

Managing Director,
Robert Smith Technology Services 901-818-7500 first.last@fedex.com
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™
Business Intelligence
System Analyst, FedEx
David Smith Office 901-818-7500 first.last@fedex.com
Customer Data
Management Analyst,
Sherri Smith FedEx Office 901-818-7500 first.last@fedex.com
Jill Smith Director of HR Systems 901-818-7500 first.last@fedex.com

Senior Information
Security Engineer, FedEx
Matt Smith Freight 901-818-7500 first.last@fedex.com
Danny Smith Programmer/Analyst 901-818-7500 first.last@fedex.com

Manager of Application
Sean Smith Integration, FedEx Office 901-818-7500 first.last@fedex.com
Principal Data Architect,
Brent Smith FedEx Office 901-818-7500 first.last@fedex.com
Denise Smith Corp VP and CISO 901-818-7500 first.last@fedex.com
Carole Smith VP, IT, FedEx Office 901-818-7500 first.last@fedex.com

Manager, Data Center
Cheryl Smith Operations 901-818-7500 first.last@fedex.com
SVP and CIO, FedEx
Office (formerly FedEx
Laurie Smith Kinko's) 901-818-7500 first.last@fedex.com
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Are you selling to the lines of business & IT?

Our customers use CRUSH Reports to i.d. key decision
makers, recommendations, and influences in the
departments with the real business issues.
CORPORATE CONTACTS
First Last Title Phone E-Mail

President, Canada
David Smith Region, FedEx Express 901-818-7500 first.last@fedex.com
VP, Legal and Regulatory,
FedEx Express Latin
America & Caribbean
Marilyn Smith Division 901-818-7500 first.last@fedex.com
President and CEO,
David J. Smith FedEx Express 901-818-7500 first.last@fedex.com
Jess Smith Media Contact 901-818-7500 first.last@fedex.com

President, Latin America-
Juan N. Smith Caribbean, FedEx Express 901-818-7500 first.last@fedex.com
President and CEO,
G. Edmond Smith FedEx Trade Networks 901-818-7500 first.last@fedex.com
EVP, Sales FedEx
Donal F. Smith Services 901-818-7500 first.last@fedex.com
SVP, Digital Access
Mark J. Smith Marketing, FedEx Services 901-818-7500 first.last@fedex.com
President, Asia Pacific
David L. Smith Region, FedEx Express 901-818-7500 first.last@fedex.com
President, International,
Michael L. Smith FedEx Express 901-818-7500 first.last@fedex.com
President and CEO,
Douglas G. Smith FedEx Freight 901-818-7500 first.last@fedex.com
President, EMEA, FedEx
Robert W. Smith Express 901-818-7500 first.last@fedex.com
Mickey Smith Investor Contact 901-818-7500 first.last@fedex.com

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EVP Market Development

and Corporate
Communications;
President and CEO,
T. Michael Smith FedEx Services 901-818-7500 first.last@fedex.com
Alan B. Smith EVP and CFO 901-818-7500 first.last@fedex.com

Chief Economist, FedEx
Gene Smith Services 901-818-7500 first.last@fedex.com
Managing Director, Hong
Kong and Macau FedEx
Anthony Smith Express 901-818-7500 first.last@fedex.com
EVP and COO, U.S.,
William J. Smith FedEx Express 901-818-7500 first.last@fedex.com
Corporate VP, Global
Communications and
William G. Smith Investor Relations 901-818-7500 first.last@fedex.com
Corporate VP and
Principal Accounting
John L. Smith Officer 901-818-7500 first.last@fedex.com
Carole Smith Manager Advertising 901-818-7500 first.last@fedex.com
Steve Smith Director Advertising 901-818-7500 first.last@fedex.com

President and COO,
FedEx Customer
Cary C. Smith Information Services 901-818-7500 first.last@fedex.com
President and CEO,
FedEX Kinko's Office and
Brian D. Smith Print Services 901-818-7500 first.last@fedex.com
President and CEO,
David F. Smith FedEx Ground 901-818-7500 first.last@fedex.com
EVP, General Counsel,
Christine P. Smith and Secretary 901-818-7500 first.last@fedex.com
Karen Smith VP, U.S. Marketing 901-818-7500 first.last@fedex.com

President and CEO,
FedEx Global Supply
Tom Smith Chain Services 901-818-7500 first.last@fedex.com
Chairman, President, and
Frederick W. Smith CEO 901-818-7500 first.last@fedex.com
SVP, International
Rajesh Smith Marketing, FedEx Services 901-818-7500 first.last@fedex.com
SVP, Corporate
Laurie A. Smith Marketing, FedEx Services 901-818-7500 first.last@fedex.com
David Smith SVP, eCommerce 901-818-7500 first.last@fedex.com
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ORGANIZATIONAL STRUCTURE
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CRUSH Report® is a trademark and the property of SELIGENCE, LLC. The information contained in CRUSH Report was
compiled by SELIGENCE, LLC from public sources (“the information”). The information has not been verified by
SELIGENCE, LLC. It is understood that SELIGENCE, LLC is not responsible for the accuracy of the information. The sale of
CRUSH Report by parties other than SELIGENCE, LLC is prohibited. SELIGENCE, LLC clients may not forward or distribute
CRUSH Report to third parties.
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Annual Revenues – $38.0 Billion

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INFORMATION TECHNOLOGY HIGHLIGHTS____________________________________ 2

INFORMATION TECHNOLOGY HIGHLIGHTS

o Enterasys routers, switches

o IBM WebSphere MQ Series

o Oracle Identity Manager

TECHNOLOGY BUSINESS DRIVERS

 FedEx continues to build out its Colorado data center.

 FedEx bases its decisions on capital investment, expansion of delivery, information

 A principal part of FedEx’s strategy is seamless information integration is critical to obtain

 In November 2009 FedEx announced it would be using a new SenseAware sensor in

 FedEx has a “compete collectively, operate independently, manage collaboratively” strategy

FedEx Express Segment

time-definite global freight market.

FedEx Ground Segment

FedEx Freight Segment

FedEx Custom Critical provides a range of expedited, time-specific, freight-shipping services

FedEx Services Segment

EARNINGS CALL TRANSCRIPT

Before turning the call over to

Alan B. Graf Jr., Chief Financial Officer – Dec. 17, 2009.

To review all earnings call transcripts, http://seekingalpha.com/symbol/fdx/transcripts

Increase in High-Tech and High-Value-Added Businesses: High-tech and high-value-added goods

• Launched FedEx Express Nacional, a domestic next-business-day service in Mexico, in

In sum, their overall long-term goal is to:

• Deliver superior financial returns for their stockholders;

 Oracle Fusion Middleware, WebLogic Application Server Enterprise Edition,

 Microsoft Technology Centers, Visual Studio Tools, Office Professional 2007,

 Microsoft Exchange Server 2007, Office Professional Edition 2003, Unified

 IBM System i, WebSphere Application Server, DB2, i5/OS, System i5 595

 CIO Robert Carter: Networks, RFID Technology

 Vendor Relationship Management

 Mobitrac Transportation Execution System

 SAP Global Trade Services (GTS) Software Agreement

 6X6 Transformation Program, India New System Development

 Oracle 9i, PeopleSoft, CRM; SAP Business Objects Application Foundation

 Amdocs ClarifyCRM Suite: ClearCall Center, ClearSupport, ClearSales; HP

 Customer Fusion Database, Account-Management Application

 BGT Partners consulting: B2B Portal, Content Management System (CMS)

 Connectria Integration Services: Java, .NET

 123 EDI Engine

 Information Builders WebFOCUS, IBM OS/390 Server, Oracle Database,

 Oracle Identity Manager

Robert B. Carter, EVP & CIO

Sherry A. Aaholm, EVP, IT, Fedex Services

Kevin Humphries, SVP of Technology Systems on High Productivity Computing

CRUSH Alerts – Sales Triggers

 March – Ken May resigned as leader of FedEx Office.

Commentary from a Project Manager

Commentary from a Senior Systems Programmer based in Memphis, Tenn.

Commentary from a Technical Advisor based in Parsippany, N.J.

integration of technology solutions and applications provided improved operating efficiencies by

The group implemented mechanisms focusing on customer relationships, reduced allocation of

Commentary from a .NET Developer based in Memphis, Tenn.

Commentary from a Senior Financial Systems Analyst based in Memphis, Tenn.

Commentary from a Software Developer based in Orlando, Fla.

Commentary from a Senior Technology Specialist based in Miami Fla.

Key accomplishments include:

Commentary from an IT Specialist based in Pittsburgh, Pa.

Commentary from a Business Systems Analyst based in Hudson, Ohio.

Commentary from a Database Advisor based in Colorado Springs, Colo.

NEW BOARD OF DIRECTORS