This 16 page paper examines the case of FedEx supplied by the student and answers the following 3 questions. 1. The following statement is critically evaluated “[FedEx] has built superior physical, virtual and people networks not just to prepare for change, but to shape change on a global scale; to change the way we all connect with each other in the new Network Economy" ( Annual Report, FedEx Corporation, 1999. This is discussed in line with supply chain and value chain theory and the use of the value chain to create competitive advantage. 2. Critically analyse and evaluate FedEX record of systems innovation and customer solutions in the context of how organisations respond to disruptive innovations, up to January 2000. 3. Reflect on the future direction of FedEx post 2000 by discussing the strategic thinking behind the announcement of three major strategic initiatives on 19 January 2000. The bibliography cites 9 sources.
Name of Research Paper File: TS14_TEFedEx.rtf
Unformatted Sample Text from the Research Paper:
we all connect with each other in the new Network Economy" ( Annual Report, FedEx Corporation, 1999). The development of the systems used by FedEx are often seen as giving
the company a competitive advantage, the way that the systems works has been one that has brought all the component parts closer together, linking in between the different elements of
the internal operations as well as with customer interfaces. The case of FedEx is a good example of the way the supply chain has been developed into a value
chain and the expansion of this to the virtual value chain. To appreciate this we need to kook at the underlying theory. Porter described what he saw as a
value chain (Porter, 1985). He divided this into five separate sections; inbound logistics, operations, outbound logistics, marketing and sales, and service (Porter, 1985). These different activities are also
linked by the same support activities, there are four of these, but they can be seen to be active throughout the entire value chain, they are firm infrastructure, human resource
management, technological development and procurement (Porter, 1985). These support activities may relate to more than only one section of the supply chain and as they are in existence they also
add costs to the value chain, but are necessary and as such they must be seen to actively add value to the product (Porter, 1985). The reduction of cost should
not be achieved at the cost of the quality or value that the support services offer. The way in which cost saving may be seen to be produced within
the value chain is by the linkages in the supply chain. In this, the activities of one part of the supply chain can be seen to affect the activities and