Fedex case study links to the chain

Designing and Managing the Supply Chain David Simchi-Levi Philip Kaminsky Edith Simchi-LeviSolutions for Discussion Questions1Kerem B¨u lb¨u l1We would like to thank Shiming Deng for his valuable contributions to the preparation of this manual.Chapter1Introduction to Supply Chain ManagementDiscussion QuestionsQuestion1Pick any car model manufactured by a domestic auto maker.For example,consider the 2002Ford Thunderbird.a.The supply chain for a car typically includes the following components:1.Suppliers for raw materials2.Suppliers for parts and subsystems3.Automobile manufacturer(Ford,in this example).Within a company,there are alsodifferent departments,which constitute the internal supply chain:i.Purchasing and material handingii.Manufacturingiii.Marketing,etc.4.Transportation providers5.Automobile dealersb.ManyÞrms are involved in the supply chain.1.Raw material suppliers.For instance,suppliers for steel,rubber,plastics,etc.2.Parts suppliers.For instance,suppliers for engines,steering wheels,seats,and elec-tronic components,etc.3.Automobile manufacturer.For instance,Ford.4.Transportation providers.For instance,shippers,trucking companies,railroads,etc.5.Automobile dealers.For example,Hayward Ford.c.All companies involved in the supply chain want to maximize their respective proÞtsby increasing revenue and decreasing cost.However,companies may employ differentstrategies in order to achieve this goal.Some of them focus on customer satisfaction and quick delivery,while others may be more concerned about minimizing inventory holding costs.d.In general,different parts of the supply chain have objectives that are not aligned witheach other.1.Purchasing:Stable order quantities,ßexible delivery lead times and little variationin mix.2.Manufacturing:Long production runs,high quality,high productivity and low pro-duction costs.3.Warehousing:Low inventory,reduced transportation costs and quick replenishmentcapability.4.Customers:Short order lead times,a large variety of products and low prices.Typically,the automobile dealer would like to offer a variety of car colors and conÞg-urations to accommodate different customer preferences,and meanwhile have a short delivery lead time from the manufacturer.However,in order to maximize the length of production runs,and utilize resources more efficiently,the manufacturer would like to aggregate orders from different dealers and offer less variety in car conÞgurations.This is a clear example of conßicting marketing and manufacturing goals.Question2a.The supply chain for a consumer mortgage offered by a bank may involve various com-ponents:1.Marketing companies that handle solicitation to potential customers.2.Credit reporting agencies that evaluate potential customers.3.The bank that extends the mortgage loans.4.Mortgage brokers through which the loans are distributed.b.The marketing companies strive to increase the response rate from homebuyers in orderto maximize their returns.Banks aim at a customer portfolio with a relatively low risk, healthyßow of payments and low average loan maturity date.The brokers would like to maximize their sales commissions.c.Similar to product supply chains,the objective of a service supply chain is to providewhat is needed(in this case a particular type of service,rather than a physical product) at the right location,at the right time,and in a form that conforms to customer require-ments while minimizing systemwide costs.However,there are a number of differences between the two types of supply chains.For instance:1.In a product supply chain,there is both aßow of information and physical products.In a service supply chain,it is primarily information.2.Contrary to a service supply chain,transportation and inventory are major costcomponents in a product supply chain.3.Services typically cannot be held in inventory,so matching capacity with demand isfrequently more important in a service supply chain.4.In a service supply chain,the(explicit)cost of information is higher than in a productsupply chain.Note that in the mortgage example above,the bank has to compensate the credit reporting agency for each credit report it obtains.Question3Many supply chains evolve over time.For example,consider a memory chip supply chain. Production strategies may change during different stages of the product life cycle.When a new memory chip is introduced,price is high,yield is low,and production capacity is tight,and the availability of the product is important.Consequently,production is usually done at plants close to markets,and the management focuses on increasing yield, reducing the number of production disruptions,and fully utilizing capacity.When the product matures,however,its price drops and demand is stabilized for a period of time, so minimizing production cost moves to center stage.To reduce costs,production may be outsourced to overseas foundries,where labor and materials are much cheaper. Question4A vertically integrated company aims at tighter interaction among various business com-ponents,and frequently manages them centrally.Such a structure helps to achieve sys-temwide goals more easily by removing conßicts among different parts of the supply chain through central decision making.In a horizontally integrated company,there is frequently no beneÞt in coordinating the supply chains of each business within the company.Indeed, if every business specializes in its core function,and operates optimally,an overall global optimum may be approached.Question5Effective supply chain management is also important for vertically integrated companies. In such an organizational structure,various business functions are handled by different departments of the company that usually have different internal objectives,and these objectives are not necessarily aligned with each other.This may be due to lack of com-munication among departments or the incentives provided by the upper management.For instance,if the sales department is evaluated based on revenue only,and the manufacturing department is evaluated based on cost only,the company’s proÞt may not be maximized globally.Effective supply chain management is still necessary to achieve globally optimal operations.Question6The sources of uncertainty in this example include:1.Factors such as weather conditions,diseases,natural disasters cause uncertainty inavailability of raw materials,i.e.,peach crop.2.Uncertain lead times during transportation of crop from theÞeld to the processingfacility may affect the quality of peaches,e.g.,they may get spoiled.3.Processing times in the plant,as well as the subsequent warehousing and transportationtimes are subject to uncertainty.4.Demand is not known in advance.Question7A small number of centrally located warehouses allows aÞrm to take advantage of risk pooling in order to increase service levels and decrease inventory levels and costs.However, outbound transportation cost is typically higher,and delivery lead times are longer.On the other hand,by building a larger number of warehouses closer to the end customers,a Þrm can decrease outbound transportation costs and delivery lead times.However,this type of system will have increased total inventory levels and costs,decreased economies of scale,increases warehousing expenses,and potentially increased inbound transportation expenses.Question8The choice of the particular transportation service depends largely on the types and sizes of products the company wants to transport,the inventory and delivery strategies and the need forßexibility:1.A truckload carrier is better if delivering bulky items or small items in large and stablequantities from warehouses to demand points(stores).A good example is the delivery of groceries from warehouses to supermarkets.Note that in this case we would like the demand to be in increments of full truck loads.2.A package deliveryÞrm is more appropriate if relatively small items are delivered fromthe manufacturer/warehouse directly to the customers.Additionally,a package carrier company offers moreßexibility by different modes of transportation depending on the needs of the individual customers.Question91.High inventory levelsi.Advantages:HighÞll rate(service level)and quick order fulÞllment.ii.Disadvantages:High opportunity cost of capital tied in inventory,danger of price declines over time and obsolescence,need for more warehouse space.2.Low inventory levelsi.Advantages:Low inventory holding and warehousing costs.ii.Disadvantages:Higher risk of shortages and lower service levels.Case Discussion Questions—Meditech SurgicalQuestion1Meditech experiences poor service levels for new products,and inventory levels higher than necessary for all products.Question2There are many causes for these problems:1.Demand is not studied in detail.rmation systems that record and monitor demand and inventory are poorly designed.3.Forecasting errors are not tracked.4.There is a tendency to shift the blame to the customers,e.g.,panic ordering.5.There are built-in delays and monthly buckets in the planning system.6.The planning system ampliÞes small variations in demand.7.Poor communication with customers;Meditech doesn’t typically see end-customer de-mand.Question3The customer service manager is directly exposed to the complaints from the customers. Hence,he is in a good position to gauge the scope of the problems.Other managers do not face the customers,and they do not necessarily focus on their satisfaction. Question41.Recognize that demand is predictable,and establish better forecasting systems andaccountability for forecasts.2.Institute better planning systems to eliminate planning delays;reduce the size of systemtime buckets.3.Alternatively,put assembly within the pull system and eliminate bulk inventory com-pletely.4.Develop and implement better information systems.5.Improve communications with customers.Chapter2Logistics Network ConfigurationDiscussion QuestionsQuestion1The factors that affect the performance of the logistics network are not static,i.e.,they change over time.These factors include demand,product design,various costs in the logistics network,regulations,contracts,etc.The effects of these dynamics need to be evaluated periodically in order to determine whether the existing conÞguration is still satisfactory given the new operating environment.For instance,service level requirements may change due to increased competition which typically means that the lead time to fulÞll customer orders needs to be shortened.This may require theÞrm to redesign its logistic network and build new warehouses that are closer to the end customers.Question2The design of the logistics network is a strategic decision that has long lasting effects and impacts all functions within the company.For the success of such a project,many levels of the organization must be involved:1.Upper Management:The new design must be aligned with the vision and strategic goalsof the company.Additionally,such a project may be costly,so management buy-in is essential to ensure that sufficient resources are devoted to the project.2.Sales and Marketing:Demand forecasts and anticipated changes in product design andofferings affect the network and need the involvement of sales and marketing teams. 3.Manufacturing and Operations:The logistics network design has obvious impact on day-to-day operation of theÞrm.In order for the implementation to succeed,it is essential that the people involved with operating the system on a daily basis are involved in its design.Question3The decision that a single warehouse will be built has been made up-front.Therefore,we only need to focus on the location and capacity of the warehouse,and determine how muchspace should be allocated to each product in the warehouse.The main steps of the analysis are outline below.1.Data collectioni.Location of retail stores,existing warehouses(5warehouses located in Atlanta,Boston,Chicago,Dallas and Los Angeles),manufacturing facilities(a single man-ufacturing facility in San Jose),and suppliers.ii.Candidate locations for the new warehouse.rmation about products,i.e.,their sizes,shapes and volumes.iv.Annual demand(past actuals and future estimates)and service level requirements of the retail stores.v.Transportation rates by available modes.vi.Transportation distances from candidate warehouse locations to retail stores.vii.Handling,storage andÞxed costs associated with warehousing.Fixed costs should be expressed as a function of warehouse capacity.viii.Fixed ordering costs,order frequencies and sizes by product or product family. 2.Data aggregation.Demand needs to be aggregated based on distribution patternsand/or product types.Replace aggregated demand data points by a single customer.3.Mathematical model building.4.Model validation based on existing network structure.5.Selection of a few low cost alternatives based on the mathematical model.i.For theÞnal decision,incorporate qualitative factors that were disregarded in themathematical model,e.g.,speciÞc regulations,environmental factors,etc.ii.Optionally,build a detailed simulation model to evaluate these low cost candidate solutions.6.Decide where to locate the centralized warehouse.With the centralized warehouse,service level will increase(less stock-outs)and inven-tory holding costs will decrease due to risk pooling.Also,Þxed costs associated with ware-housing will typically decrease,and inbound transportation costs from the manufacturing facility to the warehouse should be less than the sum of the previous inbound transporta-tion costs.However,we will incur increased outbound transportation costs from the central warehouse to the retailers.In summary,the essential design trade-offis between trans-portation costs on one hand,and inventory holding costs and service level requirements on the other.Question4a.In automobile manufacturing,cars are usually delivered over land,and demand is con-centrated around major cities.Therefore,we would expect warehouses in this industry to be located near large cities with easy access to freeways and railroads.This would help to reduce the delivery lead time to dealerships in the cities.b.In the pharmaceutical industry,overnight delivery is common.Therefore,proximityto a major airport is a factor that should be considered when choosing a warehouse location.Additionally,for raw material warehouses it is important that these are close to natural resources.c.In the book industry,supplier warehouse locations would be affected by the availabilityof nearby natural resources.d.In the aircraft manufacturing industry,sub-assemblies and parts are delivered by thou-sands of suppliers scattered all over the globe to the manufacturing facilities.Therefore, for these supplier warehouses,by far the most signiÞcant consideration is the ability to ship parts easily and on-time,i.e.,the proximity to railroads,freeways,harbors,etc.In such a capital intensive industry,we would also expect that regulations such as tax breaks have an impact on potential warehouse locations.e.With a large customer base shopping for books on-line,short delivery lead times arecrucial.Therefore,in book distribution,we would expect toÞnd large centralized ware-houses on reasonably priced land and where quick transportation modes are available.f.Furniture manufacturing and distribution depends heavily on manual labor.Therefore,warehouses in this industry should be located close to cities with sufficient labor supply.g.In PC manufacturing,outsourcing from all around the world is common where labor ischeaper and regulations favor the huge investments associated with high-tech manufac-turing.These considerations should be factored in when choosing candidate warehouse locations.Question5In the pharmaceutical industry,we would expect more warehouses closer to the end cus-tomers for short delivery lead times.On the other hand,in the chemical industry there would be fewer centralized warehouses in order to consolidate orders and decrease outbound transportation costs.Question6If we expect that the truck would travel empty on its return route,then TL rate would be higher.Considering the example in Section2.2.2,the probability that the truck comes back empty from Illinois(industrial heartland)to New York is lower than the corresponding probability from New York to Illinois which explains the asymmetric cost structure between these two cities.Question71.Handling Costsbor cost of workers in material handling.ii.Costs of conveyors,fork lifts,automated guided vehicles(AGVs),etc.,used to carry the goods in the warehouse.Note that these costs have two components:variable costs that are linearly proportional to the distances the goods are transported over;and purchasing costs of equipment that are proportional to the daily output required from the material handling system,but in a non-linear way because equipment is purchased in discrete quantities.2.Fixed Costsi.Purchasing or rental cost of land.ii.Cost of maintaining and operating the warehouse building which includes annual depreciation and utility costs.iii.Cost of racks that depend on the capacity of the warehouse.iv.The cost of insurance for the facility.3.Storage Costsi.Opportunity cost of capital tied up in inventory.ii.Cost of price declines while inventory is sitting in the warehouse.Note that this includes the risk of obsolete inventory that needs to be salvaged.Question8An exact optimization technique is guaranteed to provide an optimal solution(if one exists) even if it takes a long time.On the other hand,a heuristic algorithm is a method that willÞnd good solutions to the problem in a reasonable amount of time where the terms “good”and“reasonable”depend on the heuristic and the particular problem instance.(See Bramel and Simchi-Levi(1997).)The choice between an exact optimization technique and a heuristic algorithm for a given problem frequently depends on the trade-offbetween solution quality and solution time.Note that even if a heuristic algorithm(by chance)Þnds the optimal solution to a problem,it cannot conÞrm the optimality of the solution. On the other hand,for many problems there are no known optimal algorithms,so heuristics must be used.Question9Simulation is a popular performance evaluation and modeling tool for complex stochastic systems that cannot be evaluated analytically.A simulation model can closely reßect a real system and mimic its behavior,but it has some drawbacks:simulation is a descriptive tool,i.e.,it cannot provide optimal values for system inputs.It generates,for a given set of inputs,sample outputs from the system that are used to compute statistical estimates of the performance measures.Also,accurate simulation models of large systems require extensive development effort,and typically take a long time to run.Thus,we advocate a two-phase approach to solve difficult logistics problems:e a mathematical optimization model to generate a number of good candidatesolutions,taking into account the most important cost components.e a detailed simulation model to evaluate the candidate solutions generated in theÞrst phase.Chapter3Inventory Management and Risk PoolingDiscussion QuestionsQuestion1Companies can cope with uncertainty by1.keeping safety stock,2.shortening production and order lead times,ing risk pooling strategies,4.delaying product differentiation in the supply chain as much as possible,i.e.,aggre-gating demand for parties upstream of the supply chain,and5.by installing systems to achieve information sharing between suppliers and buyers,thus enabling collaborative demand forecasting.Question2In general,higher inventory levels make it easier to maintain higher service levels.However, modern inventory management techniques may make it possible to increase service levels without increasing inventory levels as much as in the past.Question3The variability in demand increases as the average and the variance of lead time increase. Therefore,for a given service level,inventory levels increase with longer lead times and higher lead time variance.Question4The target service level depends on the mission-criticality of the product.For instance, consider a service parts vendor for equipment for which every hour of down time is veryexpensive.(See Example6-5.)In this case,we would expect the management of the vendor company to specify a service level close to100%.Market conditions also play an important role in determining target service levels.For commodities,we would expect relatively high service levels since customers can switch products easily if they do notÞnd the particular product they look for.However,a lower service level may be acceptable if the product has a clear value differentiation compared to its competitors.For instance,customers of a high-end server that is clearly deemed superior to the rest of the market may be willing to wait for1-2weeks if the manufacturer is out-of-stock.Question5√L has two components.TheÞrst component The reorder level s=L∗AV G+z∗ST D∗L∗AV G covers the expected demand during lead time,and the second component z∗√L is the safety stock that protects against deviations from the expected demand ST D∗during lead time.Therefore,immediately before the order arrives,we expect that theÞrst√L.Then,whencomponent is depleted completely and the inventory level is z∗ST D∗√L.an order of Q units arrives,the expected level of inventory is Q+z∗ST D∗Question6In the base-stock policy,at the time the warehouse places an order,this order raises the√r+L.Similar inventory position to the base-stock level(r+L)∗AV G+z∗ST D∗to the reorder level s in the continuous review policy discussed in Question5,this base-stock includes two components:the average demand(r+L)∗AV G until the order arrives√r+L that protects against demand after r+L periods,and the safety stock z∗ST D∗uncertainty during lead time.Thus,just before an order arrives,the expected inventory√r+L.on hand is equal to the safety stock z∗ST D∗In order to determine the expected inventory level right after an order arrives at time t+L,note that when inventory is reviewed at time t,the inventory position is raised to the base-stock level,and an order that was placed at time t−r arrives at time t+L.(SeeFigure3-12.)Therefore,when an order arrives,the expected inventory level is L∗AV G√r+L.units less than the base-stock level,i.e.,is equal to r∗AV G+z∗ST D∗Question7Observe that the longer L1,the more time the system has before allocation of inventory to the retailers need to be made by the cross-dock facility.Thus,the longer L1the more the system can take advantage of the risk pooling concept.Hence,the total amount of inventory is smaller when the cross dock facility is closer to the retail outlet.Question8The answer is not immediately clear because the required safety stock depends both on the average and the variance of the lead time.The retailer would have to make a decision depending on the relative effects of these two factors.See Section3.2.6.Also,your decision would ultimately depend on the requirements of the retailer’s customers.Question9For a mature product,it is reasonable to expect that the price and demand are stable in the short term.However,as the time horizon gets longer,and new products are in-troduced into the market,the demand and price for this particular product decrease and excessive inventories may have to be written off.Thus,inventory holding costs related to obsolescence may be regarded asÞxed in the short term,but not in the long term.Some storage costs are another example of inventory related costsÞxed in the short term,but variable in the long term.For instance,due to large inventories a company may have to rent multiple warehouses for aÞxed lease term.However,if inventory policies are improved and turnover rates are increased in this period of time,then it may be possible to rent fewer warehouses when renewing the lease contracts.Clearly,similar arguments can be made for material handling equipment,storage racks,insurance,personnel,etc. Question10Such deterministic models can be used as proxies for the more realistic stochastic models if the planning horizon is short,and the parameters of the problem are expected to be relatively stable over this time frame.However,most importantly,simple models can illustrate the basic trade-offs in a given type of problem which also translate into more realistic and complex situations.For instance,the optimal policy for the economic lot sizing model balances ordering and inventory holding costs which is a general insight for more sophisticated systems as well.Question11There are implicit and explicit penalties associated with a highly variable demand.For instance:1.As discussed in Sections3.2.5to3.2.7,the level of safety stock is proportional to thevariability in demand,i.e.,the higher the variability in demand the higher the inventory holding costs.2.From a manufacturer’s perspective,highly variable demand means that utilization ofequipment will greatlyßuctuate,and equipment will sit idle when demand is low.3.From a managerial perspective,high variability makes planning a very complex taskthat requires additional resources,sophisticated models and tools.On the other hand,if a company is successful at implementing strategies to cope with high variability in demand,it may be possible to leverage on these to increase market share and/or revenue if the competitors are not as successful.Question12The factors that affect the choice of the supply contract type include the following:1.Business convention:Companies tend to choose the contract form that is most commonin their type of business.rmation availability:The type of information available may dictate what type ofcontract can be implemented in practice.Depending on the contract type,suppliers and buyers require access to different types of information,and some information may be difficult for the supplier to acquire but easier for the retailer,or vice versa.3.Decision making and incentives:To achieve the optimal proÞt for the whole system andto allocate it properly,both suppliers and retailers must understand that decisions must be made collaboratively.All parties must be aware that they have to give up part of the control in their individual systems,and the choice of the supply contract type depends on the level of control that parties are willing to share with each other.1.Buy-back contracts:i.Advantages:(a)Commonly used in many businesses.(b)The coordinating prices are not very sensitive to the demand distribution.ii.Disadvantages:(a)The supplier may have to buy back a large quantity of the product when demandis low.(b)Extra transportation and re-stocking costs for returned items.2.Revenue-sharing contracts:1.Advantages:(a)Easy to understand.(b)The optimal values of the decision variables are not very sensitive to the demanddistribution.2.Disadvantages:(a)Need to monitor the total revenue.3.Quantity-ßexible contracts:i.Advantages:(a)Commonly used in many businesses.ii.Disadvantages:(a)The optimal values of the decision variables are sensitive to the demand distri-bution.(b)Extra transportation and re-stocking costs for returned items.4.Sale-rebate contracts:i.Advantages:(a)It is a direct incentive to the retailer to increase sales.ii.Disadvantages:(a)Difficult to track and implement.。

For all your enquiries please contact supplychain@ or one of our regional offices below:Head OfficeWilliams Lea, London Head Office Clifton House, Worship Street London, EC2A 2EJ United KingdomTelephone: +44 20 7772 4200Email: opportunity.management@03-09/C V /4337Driving sustainable competitive advantage through the Supply ChainDHL SUPPLY CHAINEurope, Middle East and Africa DHL Supply Chain Ocean House, The Ring BracknellBerkshire, RG12 1AN United KingdomTelephone: +44 1327 308474Email: supplychain.emea@AmericasDHL Supply ChainLatin America Regional Office1601 Sawgrass Corporate Parkway Suite 140, Sunrise, FL 33323United States of America Telephone: +1 954 846 0590Email: tam@ Exel Americas570 Polaris Parkway Westerville OH 43082United States of America Telephone: +1 614 865 8500Email: consult.americas@Asia Pacific DHL Supply Chain 150 Beach RoadGateway West #04-01Singapore 189720Telephone: +65 6879 8000WILLIAmS LEAAll information is correct as at time of printing: march 2009ONE mISSION: YOUR SUCCESS04 Introduction09 Driving sustainable competitive advantage10 P roviding solutions throughoutthe supply chain12 Using our industry and supply chain expertise 16 Delivering consistently excellent operations 20 S upply chain solutions tailored toindustry needs28 Williams LeaS olving corporate information challenges30 D HL business activities and organizationEvery second of the day, we reach peoplearound the world32 D HL ExpressDelivering the world, personally33 D HL Global ForwardingA straightforward approach to the complexities ofintercontinental freight forwarding34 DHL FreightY our flexible partner for overland transport acrossEurope & beyond35 DHL Global MailT he one-stop shop for all international mail servicesOne mission: your success Using our supply chain expertise Every second of the day, we reach people around the world 041230The successful companies in the 21st Century will be those that can adapt to these changes, and make them work in their favor.As the global economy continues to change, retailers, manufacturers and other vendors are facing increasingly difficult challenges.How should they respond flexibly to fast-changing consumer demand? How can they contain or reduce escalating costs? How do they source low-cost materials or enter emerging markets without substantially increasing their risk or their impact on the environment whilst maintaining their standards for corporate and social responsibility?A SOLUTION IS AT HANDThe DHL brand stands for personal commitment, proactive solutions and local strength worldwide.For many years DHL has been synonymous with fast, reliable express and forwarding services around the world, and today we’re also a leading innovator in supply chain solutions.As the world’s largest contract logistics specialist, DHL Supply Chain is passionate about:1. d riving sustainable competitive advantage for our customers by getting their products to market faster and more efficiently. Whatever their size, our customers can rely on us to draw on our local insight and global scale to deliver value across every aspect of their supply chain.2. p roviding a range of industry-specific solutions throughout the supply chain. From planning, sourcing, production, storage, configuration andd elivery to after-sales, our customers can rely on usto provide robust solutions that work for any industry, in any environment, no matter how demanding.3. u sing our industry and supply chain expertise to turn complex customer requirements into flexible solutions which meet customer challenges head-on. By understanding their issues and anticipating their logistics needs in an ever changing environment, our customers can rely on the quality and expertise of our global, regional and local teams.4. d elivering consistently excellent operations.Our customers can rely on solutions that work harder for their business through our commitmentto innovation and our disciplined approach to performance measurement, quality assurance, project management, environmental management and continuous process improvement.DHL Supply Chain’s commitment stems from the personal dedication of around 140,000 employees operating in over 60 countries worldwide.In addition, DHL Supply Chain is able to mobilizethe power of DHL on behalf of our customers, creating integrated solutions to manage global supply chains and leveraging our global reach across over 220 countries and territories through:•D HL Global Forwarding for air and ocean freight forwarding•D HL Freight for overland transport in Europe and beyond•DHL Express for express deliveries across the world •D HL Global Mail for domestic and international distribution of mail.By working closely together across divisions, DHL offers integrated end-to-end supply chain solutions with high levels of optimization, visibility and control.The global credit crunch is driving a global recession •Currency markets are unstable•Stock markets have become very volatileGlobalization is driving towards a multi-polar world •T he Indian population grows at the same rate in one week as the European Union does in a monthThe smarter are getting greener •Harnessing renewable energy is becoming a priority •Carbon abatement actions are needed •Investment is hampered by the argument of who pays Technology-led complexity accelerates •22% of the world is now online•D elivery media (containers, totes, hangers) are becoming intelligentWho will win the war for talent?•A vailability of talent is limiting growth in the developing world•T raining is a key factor in becoming an employer of choiceWhatever their size, our customers can rely on us to draw on our local insight and global scale to deliver value across every aspect of their supply chain.Our role, in short, is to help make our customers successful. We are the first choice for many leading companies who want to outsource logistics and supply chain management.Our solutions facilitate global sourcing at optimal cost, support entry into new markets with minimal risk and help our customers bring new products to market quickly and cost-effectively.We provide a reliable local presence – combined with our global reach – that creates real growth opportunities for our customers. We’re a name people can trust in places they may not.We work closely with our customers – often shoulder to shoulder with their management teams – helping many to migrate from traditional manufacturing areas to low-cost sourcing hubs in Eastern Europe, China, India, Latin America and elsewhere.We aim to think from our customers’ perspective and to anticipate their individual needs. We make it our business to understand their industry and operations, helpingto improve their business models. We don’t accept the status quo – we work hard to stay informed about local markets and growth trends, and we proactively inform our customers about new solutions and opportunities. TRANSFORmATIONAL OUTSOURCING DEALS DHL has a long and successful track record of delivering transformational outsourcing deals that address large and complex business-critical issues, driven by an internal or external trigger for change and generating significant value for our customers.We bring a full range of supply chain capabilities, transformational change management skills, strength in depth and a flexible resource base, together with effective leadership and the will to make it happen. Successful transformational outsourcing requires a strong relationship between both parties: shared vision and goals, shared risk and reward, joint incentives to exceed expectations and a collaborative / partnership approach. OUR CUSTOmERSOur customers come from across the commercial spectrum and the public sector and include over 75% of the world’s largest quoted non-financial enterprises. These companies trust us with their brands and reputations not simply because we’re the global market leader, but because we’re committed to being our customers’ first choice and delivering consistent service quality worldwide. We’ve grown in line with customers’ needs, but we also offer tailored support for any organization – whatever their need and whatever their size – we have experts at hand who will help to keep their business on track.All this means that our customers can concentrate on their key business priorities while we take care of their supply chain.We have the skills and resources necessary to take on warehousing, distribution and complex supply chain management and outsourcing assignments.Before proposing a solution, our approach is to understand our customers’ underlying business issues and needs. Many customers come to us with a business problem, and not necessarily a supply chain problem. We listen and help them identify growth objectives, key customers, profitability goals, competitive issues, and more. It’s the best way to see where their supply chain, revenue and profitability intersect.Over the years, we’ve developed countless innovative solutions for supply chain management, then honed and refined them as we’ve worked with companies around the world. Our tailored solutions are based on proven models and having done it before we know we can keep our promises and reduce implementation cost, time and risk.We offer a comprehensive suite of solutions right across the supply chain:1. Plan – Laying the foundation for an effective supply chain• Supply chain analysis and design• Lead Logistics Provider (LLP) services2. Source – Getting the materials you need, when you need them• Procurement services• Raw materials transportation • Raw materials warehousing• International supply chain management3. Make – Manufacturing the product• In-plant logistics• Inbound to Manufacturing (I2M)• Contract manufacturing4. Store and customize – Getting it ready to sell• Finished goods warehousing•Value added services, for example assembly and co-packing5. Deliver – Getting it where it needs to be• Transportation and distribution management • Service parts logistics6. Return – Bringing it back when it’s not needed• Reverse logistics•Environmental complianceSimply put, you will find no better or more comprehensive support alongthe entire value chain and all from one source!What does this mean for our customers? World-class service.Top-notch quality. And a dependable, responsible partner who can be banked on, time after time.11Supply ChainBecause we focus on selected major industry sectors, our customers benefit from working with specialists – not only in supply chain services, but also in their particular marketplace. Not only do our managers have to be logistics experts, but they also have to be experts in the business of every one of our customers. The knowledge of our people, combined with our industry-leading solutions, provides our customers with real competitive advantage.If customers are looking for a Lead Logistics Partner, DHL will act as the overall supply chain manager, optimizing logistics networks, re-engineering operational processes and implementing performance management to drive continuous improvement.From setting up an entire supply chain for a utility business or freighting engineering components from China, we have the experts needed every step of the way, providing solutions to industry problems…AutomotiveLeaner and more efficient supply chains that help increase speed to market and fulfill the raised expectations of customers.ConsumerDelivering the promise of global brands, driving down costs and managing increasing complexity and shorter product lifecycles.Healthcare and Life SciencesIncreased visibility of stock in the supply chain for pharmaceutical and medical equipment manufacturers, as well as the hospital supplies industry, to reduce stock and increase flexibility. Improved processes for clinical trials, through just-in-time order fulfillment from strategic stock locations.Industrial, Engineering and Manufacturing Transforming complex industrial supply chains using experiences gained from all industries.Retail and FashionManaging international inbound supply chains, complex distribution center operations, and local store delivery to provide high levels of product availability across multiple retail channels to satisfy consumer demand. TechnologyReduced costs in warehousing and reduced cycle times, performance improvements and maximum traceability right up to final delivery to the end user.By understanding their issues and anticipating their logistics needs in an ever changing environment, our customers can rely on the quality and expertise of our global, regional and local teams.We are confident that we can meet supply chain challenges faster and more effectively. Our scale and expertise mean that, the chances are, we’ve already solved your problem many times in the past. In fact, the likelihood is that we’ve made it a best-practice solution, ready to be implemented by an account team that intimately understands the market.Every day, across the world, our people work with a huge variety of customers to solve very practical issues. Whether integrating systems seamlessly in an end-to-end supply chain or driving down the cost of distribution, we constantly seek better ways of making it happen.As the leader in supply chain services we attract the most capable people in the business. But we believe that even the best can be improved upon. Y ou could call that a DHL maxim. So we never forget that we are only as good as our people – and development and training for our people is key to our success – from warehouse associates to drivers and supply chain managers.At DHL, performance measurement is at the heart ofour operations management process.Our performance metrics provide DHL management from site to executive level with the tools and information necessary to understand performance against key measures in an efficient manner.Through performance measurement we:• e ngage operational teams in the review of daily process metrics• review performance metrics with customers• provide visibility to processes in need of attention • understand the voice of the customer and of associates.Scorecards and dashboards are reviewed as part of the management review process and are used to enable the discussion, draw attention to the defects and identify opportunities for improvement initiatives.Fail to plan and you’re planning to fail. Y ou’ve heard it before. We know it’s a fact. That’s why DHL has madeproject management a core discipline and key differentiator. We’ve designed, from the ground up, a proprietary management approach that simply works better.Our customers can rely on solutions that work harder for their business through our commitment to innovation and our disciplined approach to performance measurement, quality assurance, project management, environmental management and process improvement.Through our DePict ® project managementmethodology, we ensure that the design is implementedon time to budget and becomes an operational reality.We know that one missed deadline can jeopardize the entire outcome. So we do more than delegate responsibilities. We define roles, expectations, scope and goals in incredible detail, then monitor projects so closely that we can anticipate and respond to risks and opportunities before they happen, which is key to keeping a project on track.We are passionate about quality. Quality is aboutmore than meeting ordinary supply chain performance goals. It’s about finding ways to constantly move the bar higher. When we say quality, we mean no errors in shipments, low product damage, on-time orders, high productivity, alignment with customer requirements, and full regulatory compliance.We believe we can’t achieve quality if we don’t know what it truly means to our customer. So we begin by studying service expectations, business objectives and regulatory requirements. Then we implement our Quality Management System, which provides clear direction for our customers’ workforce.Environmental Management and Sustainability areat the core of what we do. Our customers are increasingly expecting greener supply chain solutions and within the logistics industry we were pioneers in setting quantifiable carbon efficiency targets. Our target: a 10% reduction of carbon emissions by 2012 and a 30% reduction by 2020. Our DHL environmental program – GoGreen – supports the achievement of our environmental targets by focusing on three key areas:•M easurement of our carbon footprint to be transparent on our impacts and to understand our progress towards targets•M anagement of our environmental impacts by building a foundation of environmental management according to the principles of ISO 14001• I mproving our carbon efficiency and reducing our environmental impacts through rollout of keyenvironment programs in the areas of energy efficiency, transport, waste management and employee engagement.Process improvement is a constant at DHL SupplyChain, because there is no such thing as a one-time solution. The minute a supply chain is perfected, the business will change and our focus will need to change with it. Our team of trained process improvement advisors drive ongoing, incremental improvement – setting us apart from our competition.To keep our customers’ supply chain operations ahead of the curve, DHL Supply Chain relies on a proven Process Improvement methodology. From re-engineering initiatives to continuous improvement workshops, we work with our customers to identify specific opportunities such as raising customer satisfaction or reducing process defects.Our customers are increasingly expectinggreener supply chain solutions and within the logistics industry we were pioneers in setting quantifiable carbon efficiency targets.During our long heritage we have amassed a vast wealth of experience in delivering robust supply chain solutions tailored to specific industry needs. This experience is ready to be exploited by our customers.YOUR BUSINESSHAS BECOmE OUR BUSINESSToday’s automotive businessesdemand streamlined efficient supply chains. They need better control to cope with high cost components, shorter lead times and increased service expectations. They have to raise supply chain visibility and find the right balance between inventory and product availability. Rising to the challenge, DHL offers solutions that enable such companies to work even more closely with their suppliers and customers, providing the control necessary to respond quickly and economically to both supply chain events and fast-changing markets.The approach marries complex global sourcing requirements with integrated Inbound to Manufacturing solutions, and spans network design and planning, supplier collections, configuration and value-addassembly, cross docking, merge-in-transit, sequencing and line-feed, to name just a few – all integrated across our contract logistics, freight forwarding and transport businesses. For the service and spare parts market, we offer tailor-made solutions – from central andforward stocking to dedicated andexpedited replenishment for dealers and independent repair networks – helping our customers improve parts availability, optimize inventory, reduce lead and cycle-time, and improve order accuracy.DHL ’s Lead Logistics Partner services focus on improving entire transport and supply chain processes, and provide customers with a single point of contact and control for all movements worldwide.DHL Supply Chain offers proactive solutions enabling faster response to changing market conditions.Your mission is to develop and market the best products possible. Our mission is to manage the best supply chain possible.Healthcare/Life Sciences FASTER RESPONSE TImESWe work across a range of industries including: food (frozen, chilled and ambient); beers, wines and spirits; home and personal care; multimedia, publishing, tobacco and household appliances.Our main priority is to support our customers in satisfying the increasing demands of their end consumers. DHL Supply Chain can help every step of the way. We work with the biggest manufacturers and retailers in the world, so we understand every phase of the supply chain.Our customers realize return on investment in the form of improved product flows, reduced lead times, reduced costs and improved margins. We help our customers to manage the increasing complexity andshorter product lifecycles within their dynamic supply chains by improving inventory management, effective use of IT infrastructure, and increased transparency through the supply chain – enabling them to meet seasonal demands, access new channels, support new product launches and facilitate global sourcing.We focus on supply chain design, re-engineering, warehouse process, network optimization and we have niche expertise in co-packing and automation.DHL Supply Chain offers a wide range of dedicated and shared-user solutions to domestic, international and global fast moving consumer goods (FmCG) manufacturers.ImPROVING YOUR SPEED TO mARKETThanks to the technology at our disposal, our compliance with industry regulations and stringent security procedures, DHL is in an ideal position to meet the sector’s demands. We invest heavily in IT-based visibility tools to provide track-and-trace, with the opportunity to intervene if, for example, medical supplies are required in an emergency.Most importantly, we have the technologies, infrastructure and people in place to manage end-to-end distribution worldwide – creating a ‘zero-gap’ supply chain that ensures product integrity and quality assurance, with total visibility of inventory, source and status every step of the way.We have a range of services to support hospital supply chainoptimization. We work with hospitals to gain a clear understanding of current issues and future goals for their supply chain and offer a customized service to meet these needs. The services range from procurement and off-site consolidation, to on-site services, managed inventory and patient transport.We also offer a global network of purpose-built specialized clinical trials cells, providing highly controlled and monitored environments for clinical trials logistics, which is managedthrough dedicated study managers and bespoke clinical trials information systems.We are recognised leaders in handling cold chain productsglobally. The dedicated sites and staff are trained and experienced in the transport of temperature-sensitive life science and healthcare products.As in other sectors, life sciences and healthcare companies are increasingly reviewing their costs and manufacturing structures. Production and sourcing aremigrating to low-cost regions of the world and, as a consequence, supply chains are getting longer and more complex. Longer chains inevitably contain more stock, which imposes additional costs and risk.The highly regulated healthcare and life sciences market presents the supply chain industry with a unique set of challenges – a task not every contract logistics provider is equipped to handle.FLExIBILITY , SECURITY AND COST EFFECTIVENESSDHL Supply Chain works with major industrial companies and their suppliers, including utilities, oil and gas, transport infrastructure, paper and packaging, engineering,construction, building products, industrial equipment and capital goods manufacturers.DRIVING DOWN OPERATIONAL COST AND CAPITALIndustrialConsumer/FMCG Automotive Supply Chain Supply Chain 20212223Supply Chain Supply Chain To manage increasing complexity and shorter lead times, our customers are demanding ever more sophisticated solutions and technology.Typically they need:• s treamlined and more efficient supply chains • m aximum benefits from global sourcing • t imely and cost-effective inbound delivery to production lines and field engineers • s upport in managing growth and change• enhanced supplier compliance • a ccess to new markets and new channels to market • p rocurement and back-office support• planning and asset management • r esponsive and flexible aftermarket services• MRO supply services • c ompliance with environmental and other regulations • o utstanding customer service and higher customer satisfaction.At DHL, we promote the innovative use of supply chains to increase our customers’ competitive advantage. We focus our industry-leading expertise to satisfy your customers’ needs. And we use our operational skills and experience in the industrial sector to deliver value and high service levels consistently, day after day.DHL provides remote field engineers and construction workers with the materials they need – where and when they need them – to maintain and build utility, construction, transport and telecommunications infrastructures.So we offer a host of integrated services that can improve every phase of the supply chain, satisfy consumers, and help our customers optimize their market position. We understand that in the retailindustry, supply chains are becoming more extended and complex as retailers take the advantage ofsourcing from lower cost countries. Our significant infrastructure and operational presence in most global retail markets and all sourcingcountries means that we can deliver optimized supply chains to our customers, reducing lead times and improving service levels. Our portfolio of services spans everything from supply chain consulting and network design, international supply chainmanagement, distribution center management and e-fulfilment, pre-retail services, to in-storelogistics and returns management.No wonder so many leading retailers around the world choose us as a trusted contract logistics provider.We know that demanding customers, hyper-competitive markets, increased customization, multi-channel retailing, and other retail challenges have major implications for logistics.We offer a host of integrated services that can improve every phase of your supply chain, satisfy your customers, and help you optimize your market position.OPTImIZING YOUR mARKET POSITIONWhen delivery lead time, accuracy and reliability of supply across the globe is of critical importance to fashion companies, DHL hasdeveloped specific logistics solutions to meet the demanding needs of this dynamic sector.To stay ahead, fashion companies need to compete on design, price and range availability. Multiple seasons each year result in product complexities of style, color, size and ratio packs. What is more, garments need to be available for sale when and where they are needed. Through our decades in the fashion industry, we have developed flexible andadaptable solutions, ensuring fashion companies can provide the variety and responsiveness that consumers demand. Using leading edge supply chain design and optimization of inventory holding, we focus our efforts on ensuring garment availability in the retail environment.Our commitment to going that bit further means that we offer a huge range of garment processing services to ensure our customers’ products are ready before arrival at the store, allowing retailers to do what they do best – selling. Our investment in our pan-European fashion network means that our vehicles are designedto carry goods-on-hangers with flexible systems to accommodate all types of garments. Our IT systems ensure full garment visibility is possible at all times, whether in the warehouse or in transit.With our multi-level global, pan-European and country supply chain services, and our holistic logistics management approach tomanaging vendors and suppliers, we deliver optimized supply chains to our customers, reducing lead times and providing easy access to new markets.In the fast-moving fashion industry, where product availability on shelf is critical, we have an unmatched worldwide presence to support our customers in their end-to-end supply chains.REDUCING LEAD TImES, ImPROVING ACCURACY AND AVAILABILITYFashionRetail Supply Chain 2425Supply Chain。

FedEx Services portfolioAt FedEx our commitment is to meet your expectations and make a difference. You can count on our powerful network and the dedication of our team members to connect you with the Middle Eastern and international markets. Whether your shipments are import or export, heavy or lightweight, urgent or less time-sensitive – the speed and the reliability of the FedEx network is at your service.Welcome to FedEx.Careful preparation is the key to successful import and export shipments.Y our FedEx Service Guide shows you exactly what you need to do for every type of shipment, in easy, step-by-step tasks.To complete documents, we have a host of online applications that really do make your shipping easier, quicker and more reliable. And if you have any shipping queries, or need additional information, you can call us on 17 334448.Shipping with FedEx can save you valuable time and ensure that your shipment arrives safely and whenit is required.For easy reference, enter your FedEx Customer Number here:One single account number for all your importand export shipments.Choosing the best FedEx service for your outbound shipmentsBenefit from a comprehensive portfolio of export shipping solutions, all designed so your packages and freight consignments get to their destinations on time.We provide you with flexible service choices, comprehensive global coverage, continuous shipment visibility, and consistent reliability and service to meet all your shipping needs.(1) Shipments can contain up to 9,998 packages.(2) To check service availability and precise transit times, please call our Customer Service or go to /bh. Transit times are expressed in working days.Transit times may vary upon exact pick-up location, destination and nature of goods carried.(3) Money-back guarantee: please see FedEx EMEA Conditions of Carriage for details.(4) Maximum declared value may vary depending on the country ofWhich FedEx service best meets your needs?YOUR SHIPMENT (1)YOUR DESTINATIONYOUR TRANSIT TIMES (2)Choosing the best FedEx service for your inbound shipmentsFrom small packages to heavyweight freight consignments, count on our powerful worldwide Express and Economy network to ensure your imports – whatever their country of origin and destination – always arrive on time. Our tracking solutions give you the ability to monitor your shipments in real time, any time you want to,24 hours a day, 7 days a week.(1) Shipments can contain up to 9,998 packages.(2) To check service availability and precise transit times, please call our Customer Service or go to /bh. Transit times are expressed in working days.Transit times may vary upon exact pick-up location, destination and nature of goods carried.(3) Money-back guarantee: please see FedEx EMEA Conditions of Carriage for details.(4) Maximum declared value may vary depending on the country of origin,Which FedEx service best meets your needs?YOUR SHIPMENT (1)YOUR ORIGINYOUR TRANSIT TIMES (2)Find time saving tools and resources using You can do just about everything online at . All FedEx tools are provided free of charge,secured and make your life easier.TechnologyCalculate rates and transit timesGo to “Get rates and transit times” on the roll-over navigation menu under “Ship”. Fill in the form and get transit times, quick quotes or detailed quotes in a few clicks.Order FedEx free packaging by clicking on “OrderSupplies”.Process your shipmentOnline tools that automate the entire shipping process and guide you with your Air Waybills, commercial invoices and any other customs documentation you may need. Ship adhoc with credit card on FedEx Ship Manager TM Lite – no registration required or use the benefits of a Login to re-use your addresses and get customised rates. FedEx Ship Manager TM at caters for more complex shipping and reporting needs if you ship more frequently.Obtain customs clearance forms for yourshipment and detailed information depending on the commodity being shipped and the country of origin and destination with FedEx® Global Trade Manager.It also features customs regulations, currency converters and can even estimate shipping duties and taxes.Work the way you want with our Document Preparation Centre. Simply save the documents you use most so you have them available anytime.Submit your customs documentation electronically by using FedEx® Electronic TradeDocuments.Schedule a pick-up and have the ability to automatically send notifications via e-mail to any parties interested.Track your shipment all the way to its destination andreceive a proof of delivery including the time it was delivered and the name of the recipient.(1)Manage the billing process end-to-end withFedEx® Billing Online, from reviewing invoices to scheduling payments.LocationFind out where your nearest FedEx station or drop-off point is.At your fingertips, wherever you are.Track from the airport lounge and get rates from the trade fair using FedEx Mobile for Smartphones. Find FedEx locations when out of town. Wherever you are.Keep up-to-dateFor the latest import and export regulations, useful shipping tipsFedEx® PakTear- and water-resistant packaging. Ideal for larger documents and compact products.Weight limit: 2.5kg.Internal measurements: Height 30.5 cm, Width 39.4 cm.Internal measurements: Height 29.8 cm, Width 39.3 cm.FedEx® BoxTough card boxes in four sizes. Weight limit: 13kg.FedEx® Small Box: Internal measurements: Height 27.6 cm, Width 31.1 cm, Depth 3.8 cm.FedEx® Medium Box: Internal measurements: Height 29.2 cm, Width 33 cm, Depth 6 cm.FedEx® Large Box: Internal measurements: Height 31.4 cm, Width 45.4 cm, Depth 7.6 cm.A4 Box: Internal measurements: Height 34.9 cm, Width 46.2 cm, Depth 7.6 cm.FedEx® TubeFor items that travel better when rolled up, e.g. blueprints, sketches and photos.Weight limit: 9kg.Internal measurements: Height 96.5 cm, Width 15.2 cm, Depth 15.2 cm.Packing tips for trouble-free carriageTo ensure that your shipments arrive on time and in good condition, it is important to take time in packing and labelling them correctly.(1)• Protect printed material in plastic covers.• Use padded packs for small parts.• P ack fragile items individually to prevent impact.• P rotect any sharp edges using bubble-wrap, corrugated card or foam.• S eal packages using tough adhesive sheet or tape. Never tie packages with string, which can get tangled up in sorting machines.• R emove all previous address details and other old labels from the packaging.Heavy or bulky freight shipments:For your shipment to be loaded into our aircraft it must be capable of being handled by forklift and packaged to allow for stacking of other products on top. • B oxes must be banded and shrink-wrapped to the pallet, with the bands running in both directions.• P ack any heavy objects carefully to avoid them moving around inside the package.• D istribute weight evenly.• S tack boxes on a pallet squarely corner-to-corner.• K eep the top level of the pallet fl at, to minimise risk of loss or damage to cartons.FedEx carries certain items that are defi ned as Dangerous Goods by IATA. Customer’s own packaging is accepted.FedEx branded packaging including brown boxes may not be used to ship Dangerous Goods or Dry Ice (with some exceptions). To fi nd out more, go to /bhor call our Customer Service on 17 334448.(2)Packing your shipmentWhether you want to ship paperwork, electrical equipment or healthcare specimens, we have the expertise and packaging to help you pack and ship securely. Browse our wide range of free FedEx Express packaging options and then order them from /bh or call Customer Service on 17 334448 . We have everything you need to pack like a pro and enjoy peace of mind .FedEx® EnvelopeCan hold and protect up to sixty A4 pages. This envelope is 100% recyclable and our shipping is carbon neutral.Weight limit: 0.5kg.Internal measurements: Height 24.1 cm and Width 31.8 cm.FedEx® 10kg Box and FedEx® 25kg BoxAn express delivery service for any shipments up to 10kg or 25kg, at a competitive, fi xed price. FedEx 10kg Box and FedEx 25kg Box cannot be used when shipping FedEx International Economy® or for any domestic shipments.FedEx 10kg Box: Internal measurements: Height 40.16 cm, Width 32.86 cm, Depth 25.8 cm.FedEx 25kg Box: Internal measurements: Height 54.76 cm, Width 42.06 cm, Depth 33.49 cm.Dangerous goods are not accepted in FedEx packaging.FedEx® Clinical PakPlastic overwrap for noninfectious clinical samples after they are inserted into a sturdy inner container.Weight limit: 9kg.Internal dimensions: 45.1 cm x 36.2 cm.FedEx® UN 3373 PakPlastic overwrap for specimens containing or suspected of containing infectious substances meeting the International Air Transport Association (IATA) defi nition of Biological Substance, Category B (UN 3373).Weight limit: 9kg.Internal dimensions: 35.6 cm x 22.9 cm.(1) This guidance is intended to reduce loss and damage due to improper packing. It is not intended to be a comprehensive guide toEXPORTPrint your FedEx Air WaybillWhen you have entered all details for your shipment, FedEx Ship Manager TM at will generate a FedEx Air Waybill.IMPORTSave your shipping documentsTo save the international Air Waybill in digital format, select it from the list, click on the print button and select a printer to print a digital file (Adobe PDF Writer or Microsoft Office Document Image Printer).Send the shipping documents to your shipperSend the international Air Waybill to your shipper so he can print and attach thedocuments to the shipment.Completing your Air WaybillA FedEx Air Waybill is required for each shipment to ensure that it is delivered quickly and safely. One FedEx Air Waybill is required for each destination address, irrespective of how many packages the shipment contains.For international shipments, the international Air Waybill does not replace a Commercial Invoice.431Information required on your FedEx Air Waybill:Save time, use FedEx Ship Manager TM at Key benefits of using FedEx Ship Manager TM at :• Y ou can store shipping information(shipper and recipient address, shipment and commodity profiles) to retrieve and use again for future shipments • Y ou can also get courtesy rate quote or schedule a pick-up • S ave up to 2,500 addresses • I mport addresses from an external file • S tore up to 500 sender profiles • A vailable 24/7• C omplete your paperwork up to eight days in advance • S hip up to 25 pieces on the same Air Waybill • S upports special services such as FedEx® Global Returns labels, Dangerous Goods and Dry Ice shipping•U se FedEx® Electronic Trade Documents to submit your customs documentation electronically.12435Completing your Commercial InvoiceCustoms authorities require an invoice for all international shipments. If your goods are intended for resale, a Commercial Invoice is required as custom officials use it to classify merchandise, so that duties and taxes can be correctly assessed. When completing your International Air Waybill online, a Commercial Invoice is automatically generated. If your goods are not intended for resale, a pro-forma invoice is required.Online help with all aspects of customs documentation • O ur online tool, FedEx® Global Trade Manager on /bh (click on “Customs Tools”), can indicate whether or not you require a Commercial Invoice and highlight any additional customs clearance forms that would be required to accompany your shipment.• I t gives detailed information on the commodity being shipped, and the country of origin and destination. • I t also provides information on relevant customs regulations, a currencyconverter and can even estimate shipping duties and taxes that would be due on your shipment.• W ork the way you want with our new full featured Document Preparation Centre. You can save the documents you use most so you have them available anytime. You can even take a break then pick-up where you left off.• U se FedEx® Electronic Trade Documents to submit your customs documentation electronically.For exports: you should enclose with your shipment one original plus two copies of the invoice, each with an original signature.For imports: save and send the Commercial/Pro-Forma Invoice to your shipper so he can print and attach the documents to the shipment.To save your Commercial/Pro-Forma Invoice created with FedEx Ship Manager TM at , select it from the list, click on the print button and select a printer to print a digital file (Adobe PDF Writer or Microsoft Office Document Image Printer).Information required on your Commercial Invoice:Monitoring your shipping activity with an online assistant: FedEx InSight®Track your shipments from start to finish. FedEx InSight is a free online service that gives you 24/7 access to view the latest status of all your shipments assigned to your account, without the need of a tracking number. With the added support of proactive shipment notifications you will receive immediate updates about clearance delays, attempted deliveries, proofs of delivery, and more – via email or online. FedEx InSight can provide you with a new level of visibility. Sign up now at /bh/insight.Booking your pick-upYou may schedule your pick-up by calling Customer Service, while processing your shipment online or separately later. The online tool ”Schedule a Pick-up” comes in handy when you have several shipments prepared that are ready to go.Tracking your shipments 24/7To find out exactly where your shipment is at any time, simply go to our website /bh – our full suite ofvisibility solutions means you can always find the location of your shipment and get a confirmation of delivery,including the time the goods were delivered and the name of the recipient. Thanks to FedEx® Mobile Solutions, you stay connected to your shipments wherever you are.On the /bh homepage, enter your 12-digit tracking number shown on your FedEx Air Waybill and click on “Track” to follow the progress of your shipment.You can also sign up for exceptions anddelivery notifications. Simply send an email to ************************************and receive an email back within few minutes.If you’re using FedEx Ship Manager TM at , click on “History” and select the shipment you wish to track.At your fingertips wherever you are.FedEx Mobile for Smartphones provides you with access to advanced tracking functionality that automatically keeps you updated on the status of your shipments.Simply input your FedEx tracking number, and you can quickly retrieve the status of your shipment.Call Customer Service on 17 334448.Download yourFedEx Smartphone tracking applicationFor exports: • J ust go to /bh • C lick on the navigation menu “Ship” • L og in with your user ID and password, and you are ready to organise the dispatch of your shipments.Confirmation of the pick-up can be sent to up to four email addresses.You can cancel a previously scheduled pick-up online.For imports: click on “Schedule a Pick-up” to schedule a collection on behalf of another shipper. If the shipper’s country is notsupported, please contact the FedEx Customer Service of that country.For freight: from 68kg to 1,000kg per item,please contact Customer Service to schedule your pick-up and receive your booking number.Schedule a pick-upYour FedEx InvoiceAll international shipments will be entered on the same FedEx invoice with the details as indicated below. Track the status of your invoices, dispute charges, download your invoice data, and create payment instructions over the Internet with FedEx® Billing Online .For imports: Duties & Taxes and ancillary services willTo find out more, go to /bh or call 17 334448A l l s h i p m e n t s a r e s u b j e c t t o t h e F e d e r a l E x p r e s s C o n d i t i o n s o f C a r r i a g e f o r E M E A (f e d e x .c o m /b h /s e r v i c e s /t e r m s ). F o r f u r t h e r d e t a i l s , c a l l C u s t o m e r S e r v i c e - R M P A d v e r t i s i n g - R C S P a r i s B 998 610 810 - P h o t o s : G e t t y I m a g e s , M a n c h a n , W a l t e r H o d g e s - F e d E x - P r i n t e d i n E u r o p e - J u l y 2015.。

Testing Packaged Products Weighing up to 150 Lbs.We recommend a series of pre-shipment tests to simulate FedEx air and ground shipping environments. Follow our instructions or let us do the testing for you.Overview of General Testing Procedures FedEx package testing procedures are based on industry data, as well as international testing procedures and standards, to provide reliable packaging tests for our customers with an active FedEx account number. Here we outline the general simulation procedures for testing packaged products weighing up to 150 lbs. We use drop, impact, compression and vibration tests to evaluate the integrity and protective performance of the packaging. We also consider package closure performance an important acceptance criterion. We routinely open packaging and inspect the contents after completion of all test procedures, unless obvious damage is noted during or after an individual test. If at any point during the testing sequences damage is noted, further testing may not be completed.Tests for Packaged Products Weighing up to 150 Lbs.(Same as ISTA-6-FedEx-A)We follow a strict sequence of testing procedures, performing tests on each sample in the sequence indicated in the following table.Tests for Packaged Products Weighing Up to 150 lbs.Packaging DefinitionsFor testing purposes, we classify packaging into three categories. Use these simple definitions to determine if your packaging configuration is flat, elongated or regular. Flat PackageWe classify a package as flat if the shortest dimension is less than or equal to 8", the next shortest dimension is at least four times the length of the shortest dimension, and the volume of the total package is at least 800 cubic inches.Elongated PackageWe classify a package as elongated if the longest dimension is at least 36" and the other two dimensions measure 20 percent or less than the longest dimension. Regular PackageWe classify any package that is not defined as flat or elongated as a regular package.Impact TestsWe employ a free-fall drop tester* to drop packages ontoa flat, firm, nonyielding steel base. We vary the dropheight based on the package weight shown in the chart. For international products, we conduct a second sequence of free-fall drop tests following the vibration test.We conduct 10 drop tests, one for each of the orientations,shown in the box examples below.1. Most fragile corner.2. Shortest edge radiating from the drop corner.* C omputer-aided data acquisition and analysis are available upon request.Free-Fall Drop Tester3. Medium edge radiating from the drop corner.4. Longest edge radiating from the drop corner.5. Flat on one of the smallest faces.6. Flat on the opposite small face.8. Flat on the opposite medium face.9. Flat on one of the largest faces.10. Flat on the opposite large face.NOTE: When it comes to irregularly shaped items, we follow special drop orientation procedures.Concentrated Impact Test ProceduresWe use a free-fall drop tester to drop a dense wooden box measuring 12" x 12" x 12", with one bottom edge covered by an angle iron, onto the test package. The box should have a total weight of 21 lbs., filled with a sandbag to achieve the weight and void fill to hold the bag in place. To perform this test, we use the following procedures.1. P lace the package with its largest surface area on a nonyielding steel or concrete base.2. M easure and mark the center of the test package in both directions. Raise the drop tester platen to 30".3. P osition the wooden box on the drop platen so that the angle-iron edge is pointed toward the package and is parallel to the shortest dimension of the largest package face. Mark the midpoint of the wooden box impact edge and ensure that it is lined up with the marked test-package midpoint.4. A llow the box to fall freely and impact the package at the marked midpoints evenly, without attempting to catch any rebound of the wooden box.Bridge Impact Test ProceduresWe use a free-fall drop tester to drop a dense wooden box measuring 12" x 12" x 12", with one bottom edge covered by an angle iron, onto the test package. The box should have a total weight of 21 lbs., filled with a sandbag to achieve the weight and void fill to hold the bag in place. To perform this test, we use the following procedures.1. P lace the test package on two 4"-high blocks at opposite ends of the longest package dimension and parallel to each other at the shortest package edge.2. M easure and mark the center of the test package in both directions. Raise the drop tester platen to 30".3. P osition the wooden box on the drop platen so that the angle-iron edge is pointed toward the package and is parallel to the shortest dimension of the largest package face. Mark the midpoint of the wooden box impact edge and ensure that it is lined up with the marked test-package midpoint.4. A llow the box to fall freely and impact the package at the marked midpoints evenly, without attempting to catch any rebound of the wooden box.Concentrated Impact Test for Flat Packages Bridge Impact Test for Elongated PackagesCompression TestCompression Test ProceduresWe perform the compression test on a dynamic compression tester equipped with a computerized control system. To perform this test, we use the following procedures. 1. C alculate the compression load using this formula: Compression Load (pounds) = 0.007 x (108 – H) x L x W x F• 0.007 = Average density of freight in pounds percubic inch (12 lbs. per cubic foot). • 108 = Maximum height (inches) of package stackin transit. • H = Height of shipping unit (inches). • L = Length of shipping unit (inches). • W = Width of shipping unit (inches).• F = A factor to account for humidity, time andstacking pattern.2. S et up the compression tester for the stop force, equivalent to the compression load calculated in step 1, the yield detection percentage (15 percent) and stop deflection (1").3. C enter the packaged product on the lower platen of the compression tester.4. Bring platens together at 0.5" per minute.5. C onclude the test when one of these conditions is first detected by the compression tester: • The stop force.• The yield detection percentage.• The stop deflection.Compression TesterVibration TestsTruck and Aircraft Random Vibration ProfilesRandom Vibration Test ProceduresWe perform the random vibration test on a vertical electrohydraulic vibration machine equipped with computerized controls. To perform this test, we use the following procedures.1. P rogram the vibration system to reproduce three consecutive sequences of random vibration profiles representing the FedEx distribution environment as indicated in the spectra profiles.• Truck vibration at 0.52 Grms (profile one).• Air vibration at 1.06 Grms (profile two).• R epeat truck vibration at 0.52 Grms (profile one).2. S et the duration of each sequence at 15 minutes for U.S. shipments, 30 minutes for international shipments.3. P lace the test package on the vibration table. Fixtures may be used during testing to prevent the package from moving off the table, to prevent unsafe conditions or to maintain test orientation without restricting the vertical movement.4. L oad the appropriate automatic sequences of randomvibration profiles and perform tests.Random Vibration TesterTesting Request GuidelinesFollow these steps for submitting your packaging for testing. An active FedEx account number is required. You and your FedEx account executive should expect testing results via email in approximately five to seven business days from when FedEx Packaging Services receives your packaging.1. O btain a FedEx Packaging Test Application at /packaging or by contacting FedEx **********************************************or 1.800.633.7019.2. C omplete and sign your application, referencing the name of your FedEx account executive on the form. See the FedEx Packaging Test Application for terms governing testing or design.3. P repare a sample test package including all the packaging components and contents in the exact configuration you intend to send to your customer.4. P lace your completed application, your sample test package labeled “Test This Package” and any necessary cushioning material in a sturdy outer container marked “Overpacked/Test Pkg. Inside.”5. S end your shipment to the address indicated on the FedEx Packaging Test Application.Rotary Vibration Test ProceduresWe perform the rotary vibration test on a mechanical rotary vibration machine. The machine will vibrate at 1.0" total displacement. Packages will be subjected to a total of 14,200 vibratory impacts. To perform this test, we use the following procedures.1. P lace the package on the vibration table. Fixtures may be used during testing to prevent the test sample from moving off the table, to prevent unsafe conditions or to maintain test orientation without restricting the vertical movement.2. S tart the vibration table at its lowest speed of frequency. Maintain the 1.0" fixed displacement and slowly increase the speed (frequency) of the vibration table until the test sample begins to momentarily leave the surface of the vibration table. Record the speed in cycles per minute (CPM) or frequency in cycles per second (Hz) and stop the vibration table.3. D etermine the vibration test duration in minutes based on the speed (CPM) or frequency (Hz) identified in step 2, using the following formula: Test Duration (minutes) =14.200 Vibratory Impacts ÷ Speed (CPM) or [Frequency (Hz) x 60]4. S tart the vibration table to vibrate at the speed (CPM) or frequency (Hz) identified in step 2. Stop the vibration test halfway through the vibration test duration determined in step three.5. R otate the test sample 90 degrees horizontally. Resume the vibration speed (CPM) or frequency (Hz) for the remaining vibration test duration. Flat and elongated packages will be vibrated on their smallest and largest surfaces respectively.Rotary Vibration TesterShipping InstructionsYou may send up to three package samples for testing and analysis per submission. We require that you overpack (or overbox) the product to be tested and its packaging.Complimentary Testing and Return Shipping FedEx Packaging Services will test your packaging at no charge. You simply cover the costs of shipping your test package to FedEx Packaging Services.Then, if you request, we will return your test package free of charge via FedEx Express Saver ® or FedEx Ground ® service. Of course, you may request return of your packaging via other FedEx services at your own expense.No Hazardous Materials Testing for FedEx Ground ShipmentsFedEx Packaging Services does not test packaging containing hazardous materials. If you would like to have this type of packaging tested, you may substitute contents with non-hazardous materials, or we can help you find laboratories to perform these specialized testing services.Sturdy outer container“Overpacked/Test Pkg. Inside” marking on the outside of completed application This Package” marking No Dangerous Goods Testing for FedEx Express ® ShipmentsFedEx Packaging Services does not test packaging containing dangerous goods or simulated dangerous goods. We can help you find laboratories to perform these specialized testing services.Contacts and Resources• H ow to Pack guidelines at /packaging .• F edEx Packaging Services lab,******************************.800.633.7019.• F edEx field packaging engineers,****************.Orcontactyour FedEx account executive for a referral.NOTICE: This packaging brochure is provided to FedEx customers to help reduce loss or damage due to improper packaging. It is NOT intended to be a comprehensive guide for packaging items we accept for transit. We make no warranties, expressed or implied, regarding this information. Proper packaging is the sole responsibility of the shipper. For more information and additional guidelines, go to the packaging tips page on /packaging ,******************************************************************.800.633.7019.RefertothecurrentFedExService Guide for terms, conditions and limitations applicable to FedEx ® delivery services.© 2016 FedEx 0004523PM-Rev. 12/16。

Introduction toShipping DangerousGoods WithFedEx ExpressPrinted or other static representations of this document are considered uncontrolled and for reference on lyThe International Air Transport Association (IATA) and the International Civil Aviation Organization (ICAO) regulate dangerous goods (DG) shipping. They’ve established strict – and often complex – regulations around DG shipping. Here are five steps to help you do it correctly.Step 1: Determine if your commodity is DGHow can you determine if your shipment qualifies as DG? Obtain a Safety Data Sheet (SDS) from the product’s manufacturer. Newer SDS versions feature a Transportation section that clearly outlines what qualifies as DG.This includes:• UN or ID Number• Proper Shipping Name• Technical Name• Subsidiary hazard• Packing GroupStep 2: Get trainedTitle 49 Code of Federal Regulations (49 CFR) 172.704 (c) requires that companies shipping dangerous goods have a trained “hazmat employee.” U.S. regulations require training every three years for hazmat employees, and non-U.S.-origin locations generally have a two-year standard.FedEx Express® DG shipments must be prepared under IATA/ICAO DG regulations (with limited exceptions). That means you’ll need IATA/ICAO training to ship with FedEx Express.FedEx can help. We offer several types of DG training. To find out more, go to:https://. Another option is to hire an IATA-trained pack-and-ship vendor. An internet search will turn up IATA-trained DG vendors in your area.Step 3: Stay current on regulationsThere are two primary sources to consult: IATA’s Dangerous Goods Regulations guide and the ICAO manual. DG regulations typically undergo major changes when the new version of the ICAO manual is published.In general, IATA’s Dangerous Goods Regulations guide is more user friendly than the ICAO manual. It also includes state (country) and operator (carrier) variations (see below).Key points to note:• Check to see if the countries you are shipping to, from or through have DG variations. Some countries can apply additional regulations than the regulations you’ll find in the IATA guide and the ICAO manual. To ensure compliance and avoid legal penalties, you’ll need to identify and adhere to the variations that apply to your shipments.• The U.S. government variation code is USG. Some USG variations apply to all DG shipments. Others only apply ifthe shipment is to, from or within the U.S. You must also comply with any state variations that apply to shipments originating in or destined for non-U.S. locations.• FX is the code for FedEx Express operator variations. FX variations can be more restrictive than other regulations. You can find a full list of them in IATA’s Dangerous Goods Regulations guide and on the FedEx web site here: https:///content/dam/fedex/us-united-states/services/DG_IATA_Variations_2023.pdf NOTE: Some dangerous goods require special approvals. Refer to the FX variations for complete detail s.• To purchase IATA’s Dangerous Goods Regulations guide go to /publications• To purchase the ICAO manual, go to www.icao.intStep 4: Use the correct packaging and dangerous goods labels• See Appendix E in the IATA’s Dangerous Goods Regulations guide for vendors that sell DG specification packaging by country. IATA also sells DG labels here: /labels.Step 5: Use the proper software to generate your Shipper’s DeclarationFX 18 requires that FedEx recognized vendors produce the Shipper’s Declaration for Dangerous Goods form for DG shipments that originate in the U.S.• For a link to FedEx recognized 3rd party vendors, go to:/us/services/pdf/Dangerous_Goods_Vendor_Software_List.pdfHas your company created proprietary software with DG edit checks? FedEx Express will need to review and approve it. You can begin the process by sending an email to: *******************FedEx also offers several FX-18 compliant electronic shipping solutions:• FedEx Ship Manager® Software (CAFÉ)• FedEx Ship Manager® Server (FSMS/FXRS)• FedEx Web Services (WSXI)• FedEx PowerShip Plus (PLUS)• The Shipper’s Declaration must be produced by these FedEx® electronic shipping solutions and the FedEx shipping automation label must indicate the 4 letter acronym listed above in parentheses, accompanied by the software version on the shipping automation label – e.g., CAFÉ3409, FXRS1400, WSXI3000, and PLUS0600.NOTES: Not all FedEx automation solutions are available from every location.U.S. shippers with a FedEx account number are eligible for FedEx Ship Manager. The software is free, andthere is no minimum volume requirement for eligibility. Contact the FedEx Ship Manager Technical SupportCenter at 1.877.FDX Assist 1.877.339.2774 to get the software.FedEx Express ResourcesIn addition to the resources listed above, we offer a range of tools that can help take the worry out of shipping dangerous goods.• You can find FedEx Express DG shipping details at /dangerousgoods. Click the Resources Tab for information on everything from FedEx Express Acceptance Checklists to a Basic Job Aid for preparing non-radioactive shipments, a range of other job aids (e.g. Dry Ice Job Aid) and more.• The FedEx Dangerous Goods/Hazardous Materials Hotline connects you to trained personnel who can answer your questions once you have identified and classified your material. Call 1.800 GoFedEx 1.800.463.3339 (press “81” or say “dangerous goods”) between 7 a.m. to 7 p.m. CST on weekdays and 10 a.m. to 2 p.m. on Saturdays.• Have additional questions? FedEx Dangerous Goods Analysts (US only) may be available either by conference call or a meeting. Inquire with your Sales Rep.• FedEx Express Dangerous Goods Administration/Corporate Safety offers DG seminars and supports all aspects of DG shipping with FedEx Express. To find out more, go to https://.• FedEx provides several versions of the Shipper’s Declaration for Dangerous Goods form depending upon the software used. Call 1.800.GoFedEx 1.800.463.3339 with the name of the form and the part # to place an order. We also offer a special FedEx Express dry ice label free of charge.Failure to properly prepare a shipment of dangerous goods may result in suspension or termination of DG shipping privileges with FedEx.。

目录1 导论 (1)1.1 研究的背景与意义 (1)1.2 研究方法 (1)1.3 研究思路及框架 (2)2 相关理论基础 (3)2.1经营模式及本土化的概念 (3)2.2 联邦快递经营模式的演变 (3)3 企业简介 (4)3.1 联邦快递企业简介 (4)3.2 联邦快递经营现状介绍 (5)4 经营模式分析 (7)4.1联邦快递经营本土化模式分析 (8)4.1.1 文化习俗本土化 (8)4.1.2 企业管理本土化 (8)4.1.3 企业人才本土化 (8)4.1.4 市场本土化 (9)4.1.5 公共关系本土化 (9)4.2 联邦快递经营本土化模式的优势 (10)4.2.1 降低生产、运营成本 (10)4.2.2 解决市场准入问题 (10)4.2.3 进行全球资源的有效配置 (10)5 联邦快递的成绩 (10)5.1 联邦快递的优秀品牌力 (10)5.2 联邦快递在中国的优秀业绩 (12)6 对我国快递企业的启示 (13)6.1对民营快递企业的启示 (13)6.1.1 民营快递业要挖掘潜在市场，进行准确的市场定位 (13)16.1.2 民营快递业要树立收益取决于诚信的理念 (14)6.1.3 民营快递业要进一步发挥民营机制的优势 (14)6.2 对中国邮政EMS的启示 (14)6.2．1 健全相关法规与政策扶植相结合 (14)6.2．2 制定符合中国邮政物流发展的阶段性发展战略 (14)6.2.3 物流业务结构的调整和创新 (15)6.2.4 积极推进资本运作 (15)6.2.5 整合物流资源策略 (15)7 结论 (16)7.1 基本结论 (16)7.2 局限性 (16)7.3 进一步表态 (16)致谢 (17)参考文献 (18)联邦快递的跨国经营模式分析摘要:20世纪80年代，联邦快递顺应中国对外经济贸易发展的要求，进入中国市场。

随着全球经营环境的变化，联邦快递寻找快速适应中国物流市场的经营策略，以达到占领中国市场的目的。

FedEx SmartPost® Service1. C ustomer agrees to ship all packages in their correct postal class. In the eventthat FedEx Ground Package System, Inc. ("FedEx"), discovers that a shipment is incorrectly classified, FedEx reserves the right to re-bill Customer for thecorrect transportation costs and any additional costs and surcharges associated with such shipment. Further, Customer agrees to be responsible for any fines, surcharges or penalties levied by the United States Postal Service (“USPS”) on such shipment.2. F edEx shall sort and deliver Customer’s packages by tendering Customer’spackages to the USPS, FedEx or other delivery service.3. A ny U.S. package that is deemed undeliverable or refused will be theresponsibility of the Customer. For USPS delivered shipments, FedEx offersthe following Ancillary Service “Endorsements,” which the Customer canutilize to instruct the USPS on disposition of packages that are undeliverable or refused: Return Service Requested, Forward Service Requested, Address Service Requested, Change Service Requested and Address Change Service.The Customer shall pay any and all applicable postage due resulting from the use of such Endorsements. FedEx reserves the right to add, delete or change the Endorsements.4. A ll pricing is based on regional distribution and other shipping characteristics(such as weight, ZIP code distribution, size and volume) of Customer’spackages. Customer’s package distribution and such shipping characteristics may be reviewed by FedEx. All pricing may be subject to adjustments based on the results of such reviews.5. T he rate structure set out herein does not include any change in rates bythe USPS; any postal mail class definition changes or modifications,reclassifications, or any other increases in charges or costs in the servicesto FedEx outside of its control, including but not limited to fuel surcharges.Customer’s rates may be adjusted to reflect any such changes or increases.* 6. F edEx shall pick up FedEx SmartPost® Returns shipments from authorizedlocations and deliver the shipments to Customer’s fulfillment centers at a time mutually agreed upon between FedEx and the Customer. FedEx reserves the right to determine the appropriate return equipment and method utilized for such shipments.7. I n the event a Customer ships FedEx SmartPost service before an executedagreement for FedEx SmartPost services is received by FedEx, Customer agrees to pay list rates and any fees for the transportation of such shipments.*8. S hipper may request an invoice adjustment for reasons not related toservicefailure in the following ways:a. U se our internet application FedEx® Billing Online at if you are aregistered user; orb. Submit your request through the invoice adjustment feature at ; orc. S ubmit the request via our telephone invoice adjustment system at 1.800.GoFedEx 1.800.463.3339 (say “SmartPost,” then “Billing”). If you chooseto submit your request via the telephone invoice adjustment system, therequest must state the reason you believe an adjustment or refund iswarranted and must provide the following: the FedEx account number, theFedEx tracking number and the date of shipment. A partial payment against an invoice is not considered a request for invoice adjustment or notice of arefund request.9. R equests for invoice adjustment due to an overcharge must be receivedwithin 180 days after the date of shipment. If you choose to send the invoice adjustment request separately from the remittance statement, please send to: 17950 W. Corporate DriveBrookfield, WI 53045Attn: FedEx Revenue Services Department10. F edEx is not obligated to refund any overcharge or pay any other obligationowed when your FedEx account is, or has been in the past, more than 60 days past due.11. I f your account is more than 60 days past due, FedEx may, at its sole discretion,apply any overcharge amounts or other overpayments it agrees are owed to you against the oldest invoices.12. W hen provided, pickup is included; FedEx shall pick up packages fromCustomer’s requested address at such times as mutually agreed betweenFedEx and Customer. FedEx reserves the right to change its method of customer pickup based on customer’s volume fluctuations or FedEx operational needs. 13. F edEx reserves the right to unilaterally modify, amend, change or supplementthese Terms and Conditions, without notice. Any failure to enforce or apply a term, condition or provision of these Terms and Conditions shall not constitutea waiver of that term, condition or provision or otherwise impair the right ofFedEx to enforce or apply such a term, condition or provision in the future. 14. C ustomer represents and warrants that no international origin or destinationshipments tendered by Customer to FedEx for transportation will involve any entity listed on the Specially Designated Nationals and Blocked Persons Lists of the U.S. Department of the Treasury’s Office of Foreign Assets Control,the Denied Persons and Entities Lists of the U.S. Department of Commerce’s Bureau of Industry and Security, or any other relevant U.S. Government list. 15. C ustomer represents and warrants that it complies with all applicable laws,including U.S. laws and regulations, such as, but not limited to, U.S. import/ customs and export control laws. Specifically, Customer certifies that it isin compliance with all applicable U.S. customs/import legal requirements(“Customs Laws”), including any export or import declaration filing, payment of customs duties, compliance with import quotas, import registration or any other similar requirements related to the exportation or importation of goods or services by Customer. Customer further represents and warrants that there is no charge, proceeding or, to the knowledge of Customer, investigation by any Governmental Body with respect to a violation of any applicable Customs Laws that is now pending or, to the knowledge of Customer, threatened with respect to Customer.16. I n the event of any violation of, or liability involving U.S. import/customs and/or export control laws, which are the result of actions by Customer or itsprincipals, employees, representatives, agents, distributors, or any individual or entity working on behalf of Customer in connection with this Agreement, Customer shall fully indemnify and hold FedEx harmless from any and allclaims, suits, injuries, damages, and losses, including, but not limited to,any fines, penalties, attorney’s fees, and related costs, with respect to each incident of illegality or liability.FedEx SmartPost® T erms and Conditions Effective July 16, 2016Updated September 19, 2016Package Sortation and Data Transmission1. F edEx will sort Customer’s packages provided that they are properlyelectronically transmitted by Customer.2. F or any Customer contracted with FedEx for FedEx SmartPost services betweenJuly 11, 2015 and July 15, 2016, Customer’s discounts are based on the ZIP code of the first FedEx scan, unless FedEx and Customer have contractually agreed otherwise. For any Customer contracted with FedEx for FedEx SmartPost services prior to July 11, 2015, or contracted on or after July 16, 2016,Customer’s discounts are based on the ZIP code of the distribution center,unless FedEx and Customer have contractually agreed otherwise.3. C ustomer is responsible for and shall provide an electronic shipmenttransmission prior to the arrival of the Customer’s packages at the FedExfacility. The transmission must identify all packages shipped, include accurate package weight and mail class designation, and contain the appropriaterecipient’s information, as specified by FedEx. Customer agrees thatper-package surcharges may be assessed on packages which do not conform to such specifications. FedEx reserves the right to verify package weight and mail class designation. Because the number of packages, weight per package and mail class designation are critical to the ability of FedEx to correctlyinvoice, any incorrect or unavailable shipment information for any package will result in FedEx invoicing Customer at FedEx SmartPost list rates and zones for 1–70 lbs. for each affected Customer package actually sorted and delivered by FedEx.*4. C ustomer agrees that the Mailer Identification numbers (“MID”) assigned toCustomer by the USPS for use with FedEx SmartPost shipping shall not be used for any other purpose. If such an MID is used for any packages traveling by another shipping method, FedEx may terminate Customer’s pricing agreement immediately, and Customer agrees to reimburse FedEx for all improperlyassessed USPS postage and any costs incurred by FedEx associated with such packages.5. I n the event that any package which bears the MID was not scanned by FedEx,FedEx shall have the right to invoice Customer for such package at the average FedEx SmartPost service offering rate per package billed to Customer during the prior week in which FedEx last received packages from Customer, and,in addition, FedEx reserves the right to invoice Customer for any additionalcosts and surcharges associated with such shipment. If a customer has noprior shipments to calculate an average rate per package, customer agrees to pay list rates for the transportation of shipments not scanned by FedEx. If the package is not a postal mail class shipped by FedEx, FedEx shall have the right to invoice Customer additional charges.*Package Specifications1. I n no event shall any package fall outside of the following specifications:• Minimum 6" x 4" x ½".• Maximum 130" combined length and girth and 70 lbs.• N o one dimension exceeding 60".If shipments are processed exceeding these specifications, shipments may be considered Oversize and subject to applicable charges.*2. C ustomer shall barcode and label all packages, and instruct its return shippersto barcode and label all packages, to specifications set forth in the FedExSmartPost service offering Label Specification Guide provided by FedEx.Customer agrees to indemnify and hold harmless FedEx from any and all third-party claims arising out of Customer’s non-conforming labels and any third-party claims arising out of any additional information included by Customer on its labels. Customer agrees that per-package surcharges will be assessed on packages that do not conform to such specifications.3. T o be eligible to receive confirmation of delivery, the barcode and label mustmeet applicable specifications.4. C ustomer shall not tender for transportation and agrees to instruct its returnshippers to not tender for transportation (i) any non-mailable package asdefined by the USPS; (ii) any package that requires a signature confirmation to comply with applicable laws and/or regulations; (iii) alcohol, tobaccoor any items or commodities that may be prohibited by law or regulation;(iv) marijuana, as defined by U.S. federal law, 21 U.S.C. 802(16), includingmarijuana intended for recreational or medicinal use, and syntheticcannabinoids; or (v) any hazardous materials or dangerous goods, with the exception of packages classified as limited quantity or ORM-D, which aresubject to regulation by Title 49 of the U.S. Code of Federal Regulations.5. C ustomer agrees to use and instruct its return shippers to use packagingmaterials and methods appropriate for the materials shipped to facilitate safe transportation with ordinary care in handling in accordance with all applicable USPS regulations and FedEx policies then in effect.6. F edEx reserves the right to refuse any packages which may soil, taint orotherwise damage other packages or equipment, or which does not conform to the specifications set forth in Section 1 of Package Specifications, or which is improperly packaged or wrapped. FedEx reserves the right to open andinspect any package. Customer acknowledges that the USPS may also open and inspect any package and agrees to hold FedEx harmless from any liability associated with such inspection.7. F edEx reserves the right to apply additional repackaging charges to anyshipments that are received damaged, or received with improper packaging.8. W hen outer packaging is damaged by FedEx during sortation, FedEx may, atits expense using FedEx supplied packaging materials, repackage damaged shipments.Liability for Damaged Packages1. F edEx shall be responsible, up to a maximum replacement value per packageof $100 (USD), plus transportation costs, for loss of or damage to packages from the time packages are first scanned by FedEx until such packages have been tendered to the USPS or delivered to the address on the package if not delivered by the USPS.2. O n FedEx SmartPost Returns shipments, FedEx shall be responsible, up to amaximum replacement value per package of $100 (USD), plus transportation costs, for loss of or damage to packages from the time packages are firstscanned by FedEx until such packages have been delivered to Customer.3. C ustomer claims for loss of or damage to packages must be in writing andmust include documentation sufficient to identify the package(s) involved and must make a claim for payment of a specified amount. Such claims must be filed with FedEx within 90 days after receipt of the related package by FedEx, or such claims shall be deemed waived.FedEx SmartPost T erms and Conditions4. I n consideration for the pricing and other terms and conditions in Customer’spricing agreement, Customer waives the right to file claims for lost or damaged packages for an amount exceeding the maximum replacement value identified in Section 1 of Liability for Damaged Packages.5. N othing in these terms and conditions shall be construed to prevent Customerfrom obtaining package insurance coverage independently.6. I n no event shall FedEx be responsible for packages lost or damaged after theyhave been tendered to the USPS or delivered to the address on the package if not delivered by the USPS.7. I n no event shall FedEx be responsible for FedEx SmartPost Returns packageslost or damaged before they have been first scanned by FedEx. Damage LimitationExcept as provided in the Liability for Damaged Packages section, FedEx liability for any claim arising out of or connected with a FedEx SmartPost shipment, whether arising from FedEx negligence or other tort, breach of warranty or contract, or any other claim at law or equity, shall not exceed FedEx pricing allocable to that portion of the Services giving rise to the liability, and in no event shall FedEx be liable for any special, incidental or consequential damages. Any such claims must be in writing and must be filed with FedEx within 90 days after the incident giving rise to the claims, or such claims shall be deemed waived.Force MajeureNeither Customer nor FedEx shall incur any liability for any delay or failure to perform hereunder due to perils of the air; public enemies; criminal acts ofany person(s) or entities, including but not limited to acts of terrorism; public authorities acting with actual or apparent authority; authority of law; local disputes; civil commotions; hazards incident to a state of war; local, national or international weather conditions (as determined solely by FedEx); local, national or international disruptions in ground transportation networks (as determined solely by FedEx); strikes or anticipated strikes (of any entity, including but not limited to other carriers, vendors or suppliers); natural disasters (e.g., earthquakes, floods and hurricanes) and disruptions or failure of communication and information systems (including but not limited to FedEx systems); impossibility of obtaining shipping space; delays of carrier (including mechanical breakdown); or any other cause beyond the reasonable control of Customer or FedEx. Neither a Customer’s or FedEx’s delay or failure to perform due to any such force majeure event shall be construed as a breach of contract, and these terms and conditions shall continue in full force and effect during any such period of interruption. Governing LawFedEx SmartPost terms and conditions shall be governed by and construed in accordance with the internal laws of the state in which the shipments were tendered to FedEx to the extent that any court finds that state rather than federal law applies to any provision.FedEx SmartPost T erms and Conditions。

FedEx Ship Manager® SoftwareThe FedEx Ship Manager® software is an easy-to-install software application, through which you can access a full range of FedEx® shipping functions directly from your PC.Total Shipping ManagementFedEx Ship Manager® Software takes your shipping experience to awhole new level. With a full range of shipping functions alwaysavailable on your desktop, you can manage a multitude of FedExshipments easily, quickly, and conveniently. A single source for allyour FedEx shipping needs, FedEx Ship Manager® Softwareenables you to print shipping labels and reports, track packagestatuses online, send emails to customers, manage returns andmuch more.Features and BenefitsShipping: with easy-to-use, printable shipping labels, you canefficiently process U.S. and international shipments. FedEx ShipManager® Software speeds up the shipping process and eliminatesadditional connection time by enabling offline processing. You canalso use the application to print or email return labels and choose services such as FedEx Express®, FedEx Ground® or FedEx Ground® Economy for return shipments.FedEx Trade Link Doc Center™: Create your own commercial invoice electronically and save it as a special file to use it at a later stage within FedEx Ship Manager® Software.Hold File:Use Hold File to store information for pending shipments or for shipments you plan to repeat.Auto-Population of City and State: E nter the recipient’s ZIP code, and FedEx Ship Manager® Software automatically populates the city and state.Multiple-Piece Shipping Screen:Enter package dimensions for an international multiple-piece shipment, choose shipping and rating preferences for U.S. or international multiple-piece shipments and select “Identical packages” if some of the packages are exactly alike.Shipment Notifications: You can select multiple email notifications while processing a FedEx Express or FedEx Ground shipment:•Shipment notification: The shipment is on its way.•Exception notification: A critical shipping event has affected the shipment.•Delivery notification: T he shipment has been delivered.The email notifications can be sent to you, the recipient and up to two other people; and they are available in multiple languages and in HTML, text, and wireless formats.Status Tracking. locate a package with a few keystrokes, even without the tracking number. Track the status of return shipments via tracking number, the Return Material Authorization (RMA) number or your shipment history. You can also send proof-of-delivery confirmation to your recipient. FedEx Ground® Economy: A reliable, cost-effective way to ship low-weight, non-urgent packages to U.S. residential customers. By utilizing the entire FedEx Ground® delivery network, FedEx Ground Economy provides efficient package delivery to all U.S. residential addresses. Contact your account executive for details about this contract-only service.Hold at FedEx Location:Whether shipping with FedEx Express or FedEx Ground, hold at FedEx Location is a free service that enables you or your customers to hold their packages for convenient pickup at more than 1,800 FedEx Office locations in the U.S.FedEx® Electronic Trade Documents: Simplify your international shipping with electronic trade and customs forms. You no longer must print and attach trade documents to your shipments when using FedEx Express international services or FedEx International Ground®.Hazardous Materials:Ship hazardous items like dry ice and lithium batteries, with guidance to help you with Department of Transportation regulations.Reports:More than 25 flexible daily and customized reports provide essential information to manage your shipping activity more effectively.Databases:S tore thousands of names and addresses for fast, reliable shipping. Add information when you ship or import your address book.International Shipping:Complete and print Commercial Invoices for your FedEx Express and FedEx Ground shipments. Enter all information for international document shipments on a single screen, and help avoid shipment dealys by entering required information upfront. You can also reprint customs documents and international shipping labels.Networking:Install FedEx Ship Manager Software on a network server that supports up to five computers. You can share databases and ship packages from your own computer. FedEx® Integration Assistant:FedEx IntegrationAssistant helps you integrate FedEx Ship Manager Software with your existing accounting, customer service and order-management systems.Link to : With just a click, access timesaving features on , such as FedEx® Global Trade Manager and FedEx® Billing Online Plus. You can also schedule a shipment pickup. Recommended system and hardware requirements•Intel® i5 processor•8 GB RAM and 10 GB disk spaceDesktop versions:•Microsoft® Windows® 10•Microsoft® Windows® 10 Pro•Microsoft® Windows® 10 Enterprise•Microsoft® Windows® 11Server versions:•Microsoft® Windows® Server 2012 (Standard Edition)•Microsoft® Windows® Server 2012 R2 (Standard Edition)•Microsoft® Windows® Server 2016•FedEx Ship Manager is compatible with 32-bit and 64-bit operating systems.•Microsoft .NET Framework 4.8 or later is a prerequisite for software installation•LAN or DSL internet access required•TLS 1.3 communication enabled•Microsoft® Internet Explorer® v 11•Available port if you are using thermal printer•Laser and/or inkjet printer for reports and labels•Screen resolution of 1024 x 768 pixels recommended (screen resolution of 800 x 600 pixels minimum) •Adobe® Reader 8.1 or higherLAN ConnectivityFedEx has enhanced FedEx Ship Manager Software to allow LAN connectivity. While your FedEx Ship Manager Software system may be using a dial-up modem to connect to FedEx, it contains a network interface card that allows you to access FedEx via a high-speed LAN or DSL connection. However, you will need to make the necessary adjustments to your system to take advantage of this communication enhancement. Some of the benefits of switching to high-speed connectivity include:•Improved speed for tracking and end-of-day closeprocedures.•Reduced download time for new softwareversions, routing files, patches, rates, and trackingnumbers.•Increased reliability in uploading revenue files andreducing default billing that results when thereare communication issues with a phone line.•Increased integration options.•Flexible data access.•Access to https:///en-us/home.html•FedEx Global Trade Manager and Agent Filingfor Electronic Export Information (EEI), formerlyShipper’s Export Declaration (SED).Client SecurityFedEx Ship Manager Software equipment is secured by “hardening” the operating system to minimize services available. Devices on the Microsoft Windows XP operatingsystem (with Service Pack 2) have the Windows Firewall enabled. Anti-virus software and anti-spyware software are provided asan additional layer of protection. McAfee® anti-virus softwareand anti-spyware software have been incorporated into FedEx Ship Manager Software. Updates for new.dat files (virusdefinition files) are downloaded via FedEx servers to protect the FedEx Ship Manager Software devices from virus attacks. Formore information, contact your FedEx customer technology consultant.Customer SupportFedEx strives to provide excellent support to process, ship andtrack the status of all shipments. We provide the following customer assistance.User Guide:Whether it’s a simple reminder of how to use afeature or specific information about the software, this guide isthe first source for information.Help Text:The online help text explains how to use basic and advanced features of FedEx Ship Manager Software. Just click on the linked feature and a popup window displays with the requested information.:The icon takes you directly to detailed information about FedEx Ship Manager Software. From here, you can download the latest version of the software, the installation guide and other support documentation. While at ,you can also get service information, find drop-off locations, and request a pickup, order supplies and more.Customer Service:Call 1.800.GoFedEx(1.800.463.3339) for assistance or information aboutFedEx accounts.Technical Support. To reach technical support for FedEx Ship Manager Software, contact the FedEx Ship Manager Technical Support Center at 1.877.FDX A ssist (1.877.339.2774) Monday through Friday, 7 a.m. to 9 p.m. CST, and Saturday, 9 a.m.to 3 p.m. CST.For more information about FedEx Ship Manager Software,contact your FedEx account executive or go tohttps:///en-us/shipping/ship-manager/software.htmlAdobe and Reader are registered trademarks of Adobe Systems Incorporated. Intel and Pentium are registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.Internet Explorer, Microsoft, Windows, Windows Server, and Windows Vistaare registered trademarks of Microsoft Corporation in the United Statesand/or other countries.McAfee is a registered trademark of McAfee, Inc. United States Postal Service and USPS are trademarks of the United States Postal Service.。