FedEx Crush Report

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FedEx Corporat ion 942 S. Shady Grove Road Memphis, TN 38120 Main: 901-818-7500 Fax: 901-395-2000 www.fedex.com Annual Revenues – $38.0 Billion Fiscal Year End – May Employees – 140,000 Ticker Symbol (NYSE) – FDX Industry – Mail, Package and Freight Delivery Ranked #59 on the Fortune 1000 and #202 on the Global 500 TABLE OF CONTENTS (Cl ick on l inks below to v iew respect ive sect ion)

INFORMATION TECHNOLOGY HIGHLIGHTS____________________________________ 2

*NEW* TECHNOLOGY BUSINESS DRIVERS ____________________________________ 6

BUSINESS INFORMATION ___________________________________________________ 7

EARNINGS CALL TRANSCRIPT _______________________________________________ 9

STRATEGY________________________________________________________________ 10

IT EXPENDITURES _________________________________________________________ 14

IT DEVELOPMENTS ________________________________________________________ 15

*NEW* IT EXECUTIVES______________________________________________________ 25

MILESTONES______________________________________________________________ 27

EXECUTIVE COMMENTARY _________________________________________________ 29

*NEW* BOARD OF DIRECTORS ______________________________________________ 34

IT CONTACTS _____________________________________________________________ 36

CORPORATE CONTACTS___________________________________________________ 41

ORGANIZATIONAL STRUCTURE _____________________________________________ 44

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INFORMATION TECHNOLOGY HIGHLIGHTS

Enterprise Applications o Amdocs ClarifyCRM: ClearCall Center, ClearSupport, ClearSales o AT&T Sterling Commerce Yantra Warehouse Management System o Descartes Mobitrac Transportation Execution system o EMC Documentum o Hodes iQ talent management solutions o IBM Lotus Notes, Domino o Microsoft Exchange Server 2003, 2007 o Microsoft Outlook o Open Text Bluebird o Open Text Hummingbird RedDot Enterprise Content Management (ECM) o Oracle PeopleSoft 7.5, 8.8, 8.9: Financials, Accounts Payable (AP), Asset

Management (AM), General Ledger (GL), Purchasing (PO), Human Resources (HR)

o SAP Global Trade Services (GTS) o SAP R/3: Financial Accounting (FI), Supply Chain Management (SCM),

Customer Relationship Management (CRM), Human Resources (HR)

Data Management & Business Intelligence o BEZ Systems BEZPlus data warehouse tool o IBM Cognos PowerPlay o IBM DB2 o IBM Information Management System (IMS) o Informatica PowerCenter o Information Builders WebFOCUS o Microsoft Access 2000 o Microsoft SQL Server 2000, 2005: Data Transformation Services (DTS), Query

Analyzer o Omniture HBX software o Omniture SiteCatyst o Oracle Database 8i, 9i, 10g o Oracle Fusion Middleware o Oracle Real Application Clusters (RAC) o SAP Business Objects Crystal Enterprise 8.5, XI o SAP Business Objects Crystal Reports 8.5 o SAP Business Objects Set Analysis o SAP BusinessObjects Web Intelligence, Broadcast Scheduler o SAP NetWeaver Business Information Warehouse (BW) o Sun MySQL o Sybase 10, Adaptive Server IQ (ASIQ) o Teradata Active Enterprise Data Warehouse V2 R6.0

Hardware/OS/Systems Environment o Alcatel-Lucent routers and switches o Cisco 3845 routers o Cisco Aironet 1100 Series access points o Cisco Aironet 350 Series Wireless LAN o Cisco Catalyst 6509 switches o Cisco IOS o EMC Symmetrix DMX2000 storage system

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o Enterasys routers, switches o HP Intel Xeon servers o HP StorageWorks virtual array systems o HP-UX 11i o IBM 309x Mainframe o IBM AIX o IBM Customer Information

Control System (CICS) o IBM OS/400 o IBM OS/390 server o IBM System I, iSeries,

AS/400 servers o IBM System i5/OS, i5 595

Servers o IBM Virtual Storage Access

Method (VSAM) o IBM z/OS o Linux o Microsoft Active Directory o Microsoft Terminal Server Edition o Microsoft Windows NT Server, 2003 o Microsoft Windows NT, 2000, XP, Vista o Novell NetWare o Red Hat Linux o RIM BlackBerry handhelds o Sun servers o Sun Solaris 8, 9 o VMware Server o Wyse Winterm

Web Services & Application Development o Ab Initio Graphical Development Environment (GDE) 1.1.4.35, Co>Op 2.14.46,

Enterprise Meta>Environment (EME) o Adobe ColdFusion MX o Adobe Dreamweaver o Altova MapForce o Altova XMLSpy o Apache Maven, Struts, Tomcat o Autonomy Interwoven SitePublisher content management system o Autonomy Interwoven Teamsite o Borland VisiBroker 3.4 o C, C++ programming languages o CA ERwin o Citrix Independent Computing Architecture (ICA) Client o Compuware File-AID o Cygwin tools o Eclipse o Embercadero Rapid SQL o Hibernate o HP Mercury TestDirector, Quality Center o IBM Rational ClearCase, ClearQuest, Rose o IBM WebSphere Application Server

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o IBM WebSphere MQ Series o Instant Service Chat o Java, JavaScript, J2EE o JavaServer Pages (JSP), JavaServer Faces (JSF) o JUnit testing framework o Microsoft .NET Framework: ADO.NET, ASP.NET, VB.NET o Microsoft C# o Microsoft Internet Information Server (IIS) o Microsoft Office Communications Server o Microsoft Office SharePoint Server (MOSS) 2007 o Microsoft Team Foundation Server o Microsoft Visual Basic for Applications (VBA) o Microsoft Visual Basic, VB6 o Microsoft Visual SourceSafe (VSS) o Microsoft Visual Studio 2005, 2008 o Microsoft/Sybase T-SQL o Open Database Connectivity (ODBC) o Open Text Livelink 9.2.0 o Oracle BEA JRockit o Oracle BEA Tuxedo o Oracle BEA WebLogic Application Server o Oracle PL/SQL o Oracle Primavera TeamPlay o Oracle SQL*Developer o Oracle SQL*Loader o Perl, Shell scripts o Progress Software DataXtend CE o Quest Toad for Oracle o Red Hat iPlanet Web server o Red Hat JBoss o SAP Business Objects Application Foundation o Spring framework o Sybase PowerBuilder o TIBCO Rendezvous o TIBCO Rendezvous o Vignette Builder o Vignette Content Server

Networking, Management & Security o BMC Marimba 6, 7 o CA Unicenter o Cisco Aironet 1100 Series access points, 350 Series wireless LAN o Cisco CiscoWorks LAN Management Solution o Citrix XenApp, Presentation Server 3.0, 4.0, 4.5, MetaFrame XP o EMC EmailXtender o HP Mercury LoadRunner o HP OpenView o Microsoft Internet Security and Acceleration (ISA) Server o Microsoft SQL Server Management Studio o Microsoft System Center Configuration Manager (SCCM) 2007 o Microsoft Systems Management Server (SMS) o Oracle Enterprise Manager

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o Oracle Identity Manager o Symantec Backup Exec o Symantec Veritas NetBackup o Symantec Veritas Storage Foundation o VMware WorkStation

Other Technologies, Applications & Business Initiatives o 123 EDI shipping outsourcing o ArcGIS geographic authoring o BGT Partners consulting: B2B portal, content management system (CMS) o Clarity consulting for FedEx QuickShip application development o Computer Aid (CAI) consulting for a managed maintenance program, FedEx

Ground o Connectria integration services o Customer Fusion customer database o Dun & Bradstreet dashboard feed o Enterprise Address Service database o Fed Ex data center located in Memphis, Tenn. o Fed Ex Latin American CRM Applications: GSMART, TeleSales, 1Source o FedEx Ground Citrix MetaFrame Farm o FedEx QuickShip application o FedEx Service Recovery Application (SRA) o FedEx Unified Strategic Information Optimization Network (FUSION) o Google Analytics o IBM Global Technology Services o Interknowlogy consulting for FedEx QuickShip application development o Loftware Barcode and RFID software o Microsoft Office 2003 Professional Edition, 2007, Project, Visio o Microsoft Technology Centers consulting o Quad Graphics Parcel Direct o SAP Global Trade Services (GTS) software agreement with FedEx Trade

Networks o Six by Six (6x6) transformation strategy o Software Development Lifecycle (SDLC) o Telefonica data center

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TECHNOLOGY BUSINESS DRIVERS

FedEx announced in September 2009 that they are looking to consolidate two data centers and improve storage efficiency.

FedEx continues to build out its Colorado data center.

They are upgrading their existing information technology operation in Colorado Springs and expect the project to be completed in late 2010. They anticipate the facility will qualify for LEED certification when it’s completed.

FedEx’s Ground capital spending at is

expected to decline slightly in 2010 with the majority of their spending resulting from their continued network expansion and productivity-enhancing technologies. Their 2009 capital spending was $636 million.

FedEx’s capital expenditure’s are expected to be approximately $2.6 billion in fiscal 2010

and include spending for aircraft and related equipment at FedEx Express and network expansion at FedEx Ground and SmartPost. They will also continue to invest in productivity enhancing technology solutions.

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

technology and retail networks, and service additions or enhancements on achieving the highest overall long-term return on capital for their business.

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

business synergies from multiple operating units. For example, their Web site, www.fedex.com, provides a single point of contact for their customers to access FedEx Express, FedEx Ground and FedEx Freight shipment tracking, customer service and invoicing information, as well as FedEx Office services.

E-commerce platforms are a vital growth engine for FedEx. For example, FedEx uses

Microsoft Virtual Earth mapping technology to provide dynamic mapping capabilities that help customers find locations faster and with more refined information.

In 2010 FedEx will be redoubling their efforts to improve on their current high service levels.

An example is FedEx QuickShip, which provides an easy way for customers to ship packages while working in Microsoft Office Outlook.

In 2009 FedEx implemented cost-reduction initiatives across the enterprise. These initiatives

are focused particularly on their FedEx Express, FedEx Freight and FedEx Services segments.

In September 2009 FedEx begin deploying 100,000 Motorola MC9500 handheld devices.

They will continue to deploy the devices over the next few years. In November 2009 FedEx announced it would be using a new SenseAware sensor in

packages sent out to 50 of its medical clients during spring 2010, which will allow the

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customers to get real-time updates on a package's status. It’s viewed as the successor to RFID tags.

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

which allows its operating companies to align with varying macro-economic conditions and customer demand. They operate independent networks because it results in optimal service quality, reliability and profitability from each business unit.

BUSINESS INFORMATION FedEx Corporation (FedEx), incorporated on Oct. 2, 1997, is a holding company. The company provides a portfolio of transportation, e-commerce and business services through companies that compete collectively, operate independently and manage collaboratively, under the respected FedEx brand. These companies are included in four business segments: FedEx Express, FedEx Ground, FedEx Freight and FedEx Services. Effective June 1, 2009, Caribbean Transportation Services, Inc. (CTS), a provider of airfreight forwarding services between the United States and Puerto Rico, the Dominican Republic, Costa Rica and the Caribbean Islands, was merged with and into FedEx Express. Federal Express Corporation (FedEx Express) is the express transportation company, offering time-certain delivery within one to three business days. The FedEx Express segment also includes FedEx Trade Networks, Inc., which provides international trade services, specializing in customs brokerage and global ocean and air cargo distribution. FedEx Ground Package System, Inc. (FedEx Ground) is a provider of small-package ground delivery service. FedEx Ground provides day-certain service to every business address in the United States and Canada, as well as residential delivery through FedEx Home Delivery. The FedEx Ground segment also includes FedEx SmartPost, Inc., which specializes in the consolidation and delivery of high volumes of low-weight, less time-sensitive, business-to-consumer packages using the United States Postal Service or Canada Post Corporation for final delivery to any residential address or post office (PO) Box in the United States and Canada. FedEx Freight is a United States provider of less-than-truckload (LTL) freight services through its FedEx Freight business (regional LTL freight services) and its FedEx National LTL business (long-haul LTL freight services). The FedEx Freight segment also includes FedEx Custom Critical, Inc., a critical shipment carrier. FedEx Corporate Services, Inc. (FedEx Services) provides its other companies with sales, marketing and information technology support, as well as customer service support through FedEx Customer Information Services, Inc. The FedEx Services segment also includes FedEx Office and Print Services, Inc. (FedEx Office), a provider of document solutions and business services, and FedEx Global Supply Chain Services, Inc., which offers a range of supply chain solutions. FedEx Express Segment FedEx Express has approximately 57,000 drop-off locations (including FedEx Office and Print Centers), 654 aircraft and approximately 51,000 vehicles and trailers in its integrated global network. FedEx Express offers a range of shipping services for delivery of packages and freight. Overnight package services are backed by money-back guarantees and extend to the entire United States population. FedEx Express offers three United States overnight delivery services: FedEx First Overnight, FedEx Priority Overnight and FedEx Standard Overnight. FedEx SameDay service is available for urgent shipments up to 70 pounds to any United States destination. FedEx Express also offers express freight services backed by money-back guarantees to handle the needs of the

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time-definite global freight market. International express delivery with a money-back guarantee is available to more than 220 countries and territories, with a variety of time-definite services to meet distinct customer needs. FedEx Express also offers an international freight service, backed by a money-back guarantee, real-time tracking and customs clearance. Under an agreement with the United States Postal Service that runs through September 2013, FedEx Express provides domestic air transportation services to the United States Postal Service, including for its First-Class, Priority and Express Mail. FedEx Express also has approximately 5,000 drop boxes at United States Post Offices in approximately 340 metropolitan areas and provides transportation and delivery for the United States Postal Service’s international delivery service called Global Express Guaranteed (GXG). FedEx Express’s primary sorting facility, located in Memphis, serves as the center of the company’s multiple hub-and-spoke system. A second national hub facility is located in Indianapolis. In addition to these national hubs, FedEx Express operates regional hubs in Newark, Oakland, and Fort Worth and metropolitan sorting facilities in Los Angeles and Chicago. In June 2009, FedEx Express began operations at a regional hub in Greensboro, North Carolina. Facilities in Anchorage, Paris and Guangzhou serve as sorting facilities for express package and freight traffic moving to and from Asia, Europe and North America. FedEx Office offers retail access to FedEx Express shipping services at all of its United States locations. The company competes with United Parcel Service, Inc., DHL, United Parcel Service, Inc., United States Postal Service and TNT. FedEx Ground Segment FedEx Ground serves customers in the North American small-package market, focusing on business and residential delivery of packages weighing up to 150 pounds. Ground service is provided to 100 percent of the United States population and overnight service up to 400 miles to approximately 100 percent of the United States population. Service is also provided to approximately 100 percent of the Canadian population. In addition, FedEx Ground offers service to Alaska and Hawaii through a ground and air network operation coordinated with other transportation providers. In addition to FedEx Ground’s business-to-business service, the company offers FedEx Home Delivery, which reaches approximately 100 percent of United States residences. FedEx Ground operates a multiple hub-and-spoke sorting and distribution system consisting of 520 facilities, including 32 hubs, in the United States and Canada. FedEx Ground conducts its operations primarily with approximately 22,500 owner-operated vehicles and 31,500 company-owned trailers. FedEx Office offers retail access to FedEx Ground shipping services at all of its United States locations. FedEx Ground is also available as a service option at many FedEx Authorized ShipCenters in the United States. As of May 31, 2009, approximately 60 percent of all FedEx Ground service areas nationwide are supported by multiple-route contractors, which comprise approximately 35 percent of all FedEx Ground contractors. FedEx SmartPost, through its network of 22 distribution hubs, provides delivery Monday through Saturday to all residential addresses in the United States, including PO Boxes and military destinations. During the fiscal year ended May 31, 2009 (fiscal 2009), FedEx SmartPost expanded its service into Canada for U.S. shippers by using the residential delivery capabilities of the Canada Post Corporation. The new service, FedEx SmartPost International, is available to all residential addresses, including PO Boxes, in Canada and includes around the clock shipment tracking status updates via fedex.com. FedEx Freight Segment

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FedEx Freight Corporation provides a range of LTL freight services through its FedEx Freight (regional LTL freight services), FedEx National LTL (long-haul LTL freight services) and FedEx Freight Canada businesses. Through a network of service centers and information systems, FedEx Freight provides service to all United States ZIP Codes (including Alaska and Hawaii) with transit times. During fiscal 2009, FedEx Freight reduced transit times by at least one day in approximately 2,600 service lanes throughout the United States. Internationally, FedEx Freight Canada offers freight delivery service throughout Canada, and FedEx Freight serves Mexico, Puerto Rico, Central and South America, the Caribbean, Europe and Asia via alliances and purchased transportation. As of May 31, 2009, FedEx Freight Corporation was operating approximately 59,000 vehicles and trailers from a network of 480 service centers. FedEx Custom Critical provides a range of expedited, time-specific, freight-shipping services throughout the United States, Canada and Mexico. Among its divisions are Surface Expedite, for use and network-based transport of critical shipments and expedited LTL shipments; Air Expedite, which offers an array of air solutions to meet customers’ critical delivery times, and White Glove Services, for shipments that require extra care in handling, temperature control or specialized security. Service is available around the clock, including weekends and holidays The company competes with Con-Way Freight, YRC Worldwide Inc., UPS Freight and ABF Freight System, Inc. FedEx Services Segment FedEx Services provides sales, marketing, information technology and customer service support. Through FedEx Services and its subsidiary, FedEx Customer Information Services, Inc., the company provides a single point of access for many customer support functions. FedEx Services offers a range of supply chain solutions, including critical inventory logistics, transportation management, and fulfillment and fleet services, through its FedEx Global Supply Chain Services subsidiary. FedEx Global Supply Chain Services focuses on information technology-sensitive business to meet the needs of its customers and to drive transportation business to other FedEx operating companies. FedEx Global Supply Chain Services’ service offerings use electronic data interchanges to speed communications between customers and their suppliers. FedEx Office is a provider of document and business services. FedEx Office’s global network of digitally-connected locations offers access to copying and digital printing, professional finishing, document creation, signs and graphics, direct mail, Web-based printing, Internet access, computer rentals, videoconferencing and the full range of FedEx day-definite ground shipping and time-definite global express shipping services. As of May 31, 2009, FedEx Office’s operations included approximately 1,800 FedEx Office and Print Centers in the United States and 135 additional locations in seven other countries, as well as 29 commercial production centers. FedEx Office is headquartered in Dallas, Texas. EARNINGS CALL TRANSCRIPT Frederick W. Smith, Chairman of the Board, President, Chief Executive Officer – Dec. 17, 2009. For the remainder of FY10, we will continue to balance cost controls with investment opportunities that serve our long-term interests, such as a more fuel-efficient and productive Boeing 757 and 777 aircraft joining our fleet. By the end of FY10, we will have added a total of 17 757s and four 777s. We will also invest in services that add value for our customers. A few weeks ago, FedEx ushered in a new era of tracking capability with the announcement of a unique product called [Sensaware].

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Available this spring and designed for the life sciences industry, Sensaware couples a multi-sensor device and [inaudible] platform for real-time sharing of information on high value, highly sensitive critical shipments. We believe the U.S. economy reached a turning point year over year during our second fiscal quarter with the one-year anniversary of the financial collapse. Several economic indicators related to industrial demand turned positive compared to the same time last year. As we look ahead, we see continued opportunities to expand our international business portfolio to take advantage of its potential for high growth and profitability. For example, FedEx has launched international direct distribution, a multi-mobile shipping option allowing customers to choose among air service and ocean transportation based on their transit time needs and strengthening FedEx as a leading provider of end-to-end supply chain solutions. Before turning the call over to Alan, I’d like to offer my personal thanks and the thanks of our Board of Directors and other team members to Doug Duncan, the founding President and Chief Executive Officer of FedEx Freight. Doug has been a great partner and is retiring after the first quarter of calendar year 2010. He will be succeeded by Bill Loeb. Doug has given many years of outstanding service to FedEx, so best wishes to you, Doug, and we appreciate everything you have done for us. Alan B. Graf Jr., Chief Financial Officer – Dec. 17, 2009. On the capital expenditure side, we still expect to spend approximately $2.6 billion in fiscal 2010 and include spending for aircraft and related equipment at FedEx express and network expansion at FedEx ground and smart post. We also continue to invest in productivity enhancing technologies. We invested $859 million in aircraft and aircraft related equipment in the first half of fiscal 2010 and expect to invest an additional $361 million for aircraft for the remainder of 2010 at express. http://seekingalpha.com/article/178731-fedex-f2q10-qtr-end-11-30-09-earnings-call-transcript?page=-1 To review all earnings call transcripts, http://seekingalpha.com/symbol/fdx/transcripts STRATEGY FedEx was incorporated in Delaware on Oct. 2, 1997 to serve as the parent holding company of their operating companies. Through their holding company, they provide strategic direction to, and coordination of, the FedEx portfolio of companies. They intend to continue leveraging and extending the FedEx brand and providing their customers with convenient, seamless access to their entire portfolio of integrated services. They believe that sales and marketing activities, as well as the information systems that support the extensive automation of their package delivery services, are functions that are best coordinated across operating companies. Through the use of advanced information systems that connect the

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FedEx companies, they make it convenient for customers to use the full range of FedEx services. They believe that seamless information integration is critical to obtain business synergies from multiple operating units. For example, their Web site, www.fedex.com, provides a single point of contact for their customers to access FedEx Express, FedEx Ground and FedEx Freight shipment tracking, customer service and invoicing information, as well as FedEx Office services. Similarly, by making one call to FedEx Expedited Freight Services, their customers can quickly and easily evaluate surface and air freight shipping options available from FedEx Express, FedEx Freight and FedEx Custom Critical in order to select the service best meeting their needs. Through this one point of contact, customers can select from a broad range of freight services, based on their pickup and delivery requirements, time sensitivity and the characteristics of the products being shipped. They manage their business as a portfolio, not a particular operating company. As a result, they base decisions on capital investment, expansion of delivery, information technology and retail networks, and service additions or enhancements on achieving the highest overall long-term return on capital for their business as a whole. For each FedEx company, they focus on making appropriate investments in the technology and assets necessary to optimize their long-term earnings performance and cash flow. As an example of their commitment to managing collaboratively, their management incentive compensation programs are tied to the performance of FedEx as a whole. While they have increased their emphasis on competing collectively and managing collaboratively, they continue to believe that operating independent networks, each focused on its own respective markets, results in optimal service quality, reliability and profitability from each business unit. Each FedEx company focuses exclusively on the market sectors in which it has the most expertise. Each company’s operations, cost structure and culture are designed to serve the unique customer needs of a particular market segment. Their “compete collectively, operate independently, manage collaboratively” strategy also provides flexibility in sizing their various operating companies to align with varying macro-economic conditions and customer demand for the market segments in which they operate. For example, although the current global recession has negatively impacted all of their companies, their FedEx Express, FedEx Freight and FedEx Services segments have been disproportionately affected. Meanwhile, their FedEx Ground segment continues to grow. Accordingly, although they have implemented cost-reduction initiatives across the enterprise during 2009, these initiatives have been focused particularly on their FedEx Express, FedEx Freight and FedEx Services segments. For instance, they have reduced hours, personnel and network capacity at those segments, but they continue to increase network capacity at the FedEx Ground segment, albeit at a slower rate. The following four trends have driven world commerce and shaped the global marketplace in the past, and despite the current global recession, they believe they will continue to do so over the long term: Increase in High-Tech and High-Value-Added Businesses: High-tech and high-value-added goods have increased as a percentage of total economic output, and their various operating companies offer a unique menu of services to fit virtually all shipping needs of high-tech and high-value-added industries.

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Globalization: As the world’s economy has become more fully integrated, companies are sourcing and selling globally. With customers in more than 220 countries and territories, they facilitate this supply chain through their global reach, delivery services and information capabilities. Supply Chain Acceleration: As the economy has become increasingly global, it has also become more fast-paced, and companies of all sizes now depend on the delivery of just-in-time inventory to help them compete. They have taken advantage of the move toward faster, more efficient supply chains by helping customers obtain near real-time information to manage inventory in motion, thereby reducing overhead and obsolescence and speeding time-to-market. Growth of E-Commerce: E-commerce acts as a catalyst for the other three trends and is a vital growth engine for businesses. Through their global transportation and technology networks, they contribute to and benefit from the growth of e-commerce. These trends have produced an unprecedented expansion of customer access to goods, services and information. Through their global transportation, information technology and retail networks, they help to make this access possible. They continue to position their companies to facilitate and capitalize on this access and move toward stronger long-term growth, productivity and profitability. To this end, they are pursuing a number of initiatives to continue to enhance the FedEx customer experience. For instance, notwithstanding the current global recession, they continue to invest in long-term strategic projects focused on expanding their global networks to accommodate future volume growth and increase customer convenience. In addition, they are broadening and more effectively bundling their portfolio of services in response to the needs and desires of their customers. For example, in 2009, they:

• Launched FedEx Express Nacional, a domestic next-business-day service in Mexico, in light of projections of significant growth in Mexico’s express shipping market in the next ten years. The new service provides highly reliable and convenient express shipping solutions across Mexico with the support of two new centers of operations that they opened in Toluca and San Luis Potosi.

• Upgraded FedEx Express international next-business-day delivery service, FedEx International Priority, from Europe to major U.S. East Coast cities. The service enhancements provide their European customers with overnight access to more ZIP codes in key markets along the U.S. East Coast, as well as later pick-up times.

• Introduced LTL freight delivery by 10:30 a.m. backed by a money-back guarantee. The new service, FedEx Freight A.M., provides their customers with greater flexibility and control over their LTL freight shipments.

In June 2009, they announced a multi-year agreement with OfficeMax to offer U.S. domestic FedEx Express and FedEx Ground shipping services at all U.S. OfficeMax retail locations (over 900 locations), beginning later in calendar 2009. These additional staffed drop-off locations are expected to complement their existing retail network, including their FedEx Office and Print Centers, and further expand customer access to their services.

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

• Deliver superior financial returns for their stockholders; • Expand their portfolio of services to meet their customers’ needs; and • Execute their “compete collectively, operate independently, manage collaboratively”

strategy with both discipline and imagination. They reduced the capacity of the FedEx Express and FedEx Freight networks. They will further reduce personnel and work hours. They expanded pay actions to include non-US employees where permitted. They will be streamlining their information technology systems and other internal processes. They will reduce spending in additional categories and increase economies purchasing goods and services. These actions are targeted to reduce expenses by about $1 billion. FedEx Express improved its international and domestic services in Mexico with an expanded air cargo terminal, bonded warehouse and a new hub. In China, FedEx Express began operations at their new $150 million Asia/Pacific hub located at the new Baiyun International Airport in Guangzhou, China. Their new Asia/Pacific hub in Guangzhou, China, which will officially open on Feb. 6, will be the largest FedEx facility of its kind outside the United States overtaking their large in Paris, France and it represents a $150 million capital investment. It will be the heart of their APAC operations, which are integral to their long-term growth strategy. Their new hub in Guangzhou, China, puts them in the heart of Asia’s fastest-growing production and trade center. Because of Mexico’s growth as a manufacturing center, they’ve launched domestic express service there. And they’re constantly opening and expanding FedEx Ground hubs to match trade patterns within the United States. In Canada, they launched FedEx SmartPost service. Despite the weak economy, they continue to expand their service portfolio, putting the right capabilities in the right places and expanding access to the global economy for their customers. They have added to their three solar facilities already running in California, as they have broken ground this past fiscal year on what will be their largest solar plant and their first outside the U.S., in Cologne, Germany. They are investing in alternative fuels as well as more fuel-efficient aircraft that lower emissions and use significantly less fuel per pound transported. With a goal of making their vehicles 20 percent more efficient by 2020, they continue to invest in their hybrid-electric vehicle fleet and in all-electric prototypes. Furthermore, they are cutting transit times and fuel use through smarter routing based on new proprietary software. They are also streamlining their processes. Through Quality Driven Management (QDM) they’ve taken a whole new approach to standardizing quality across the entire company. QDM simultaneously lowers costs and improves efficiency. FedEx is exploring ways to expand their frozen-shipping capabilities for the life sciences industry, so that products can remain frozen for extended periods, unlike dry-ice shipping, which often requires re-icing during transit. They’ve refreshed their online tracking tools to increase the visibility of shipments via the Web through desktop or mobile devices. They pioneered a new aircraft avionics system that will dramatically improve efficiency during takeoff and landing of their aircraft. FedEx Freight initiated a 10:30 a.m. delivery commitment option, a first for the less-than-truckload freight industry. FedEx Trade Networks introduced a service to help customers meet new U.S. Customs filing requirements. They’re focused on steady gains in market share and productivity. They’re focused on continuing to improve their customer’s experience, keeping the purple promise. They’re positioning FedEx to take full advantage of the recovery. Because they can flex their networks and pull many other levers at their disposal FedEx continues to operate profitably. Their service levels are extremely high.

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FedEx looks to find ways to reduce costs for all the goods and services they buy across the company. They will make purchasing a more strategic activity. They are streamlining and simplifying internal processes within FedEx Services particularly and focus on their Information Technology functions especially. They aim to reduce duplication, overhead and non-essential costs. They instituted a hire freeze on all hiring expect for mission critical positions. They cut discretionary spending and because they believe there should be a strong relationship between pay and corporate performance they eliminated all bonus and variable incentive compensation payouts representing hundreds of millions of dollars. Their strategy for long-term growth, productivity and profitability depends in part on their ability to make prudent strategic acquisitions and to realize the benefits they expect when they make those acquisitions. In furtherance of this strategy, during 2007 they acquired the LTL freight operations of Watkins Motor Lines (renamed FedEx National LTL) and made strategic acquisitions in China, the United Kingdom and India. During 2004, they acquired Kinko’s, Inc. (now known as FedEx Office). While they expect their past and future acquisitions to enhance their value proposition to customers and improve their long-term profitability. IT EXPENDITURES FedEx’s capital expenditures were $2,459 million, $2,947 million and $2,882 million in 2009, 2008 and 2007, respectively. Capital expenditures during 2009 were lower than the prior year primarily due to decreased spending at FedEx Express for facilities and aircraft and aircraft-related equipment. FedEx’s technology expenses were $298 million, $366 million and $431 million in 2009, 2008 and 2007, respectively. They reduced capital spending for fiscal year 2009 from $3 billion at the start of the year to estimate at $2.4 billion. They refuse to compromise their outstanding service levels in return for short-term gain. In fact, they’re redoubling their efforts to improve on even their current high service levels. The company anticipates cash flow from operations will exceed their investing activities, excluding any acquisitions. Their capital expenditures for 2010 are expected to be approximately $2.6 billion, as they will continue to balance the need to control spending with the opportunity to make investments with high returns, such as in substantially more fuel-efficient Boeing 757 (B757) and Boeing 777 Freighter (B777) aircraft. They will also invest in related equipment at FedEx Express, network expansion at FedEx Ground and revenue equipment at FedEx Freight. They continue to invest in productivity-enhancing technologies. They expect approximately 61 percent of capital expenditures in 2010 will be designated for growth initiatives and 39 percent for ongoing maintenance activities. FedEx Express’ capital expenditures were $1,348 million, $1,716 million and $1,672 million in 2009, 2008 and 2007, respectively. Prior year FedEx Express capital expenditures included construction of a new regional hub in Greensboro, N.C., sort expansion of the Indianapolis hub, expansion of the Memphis hub and construction of a new office building in Memphis. FedEx Ground’s capital expenditures amounted to $636 million $509 million and $489 million in

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2009, 2008 and 2007, respectively. Capital spending at FedEx Ground increased in 2009 due to increased spending on facilities and sort equipment associated with its comprehensive network expansion plan. Capital spending at FedEx Ground is expected to decline slightly in 2010 with the majority of their spending resulting from their continued network expansion and productivity-enhancing technologies. They are committed to investing in the FedEx Ground network because of the long-term benefits they will experience from these investments. FedEx Freight’s had capital expenditures of $240 million, $266 million and $287 million in 2009, 2008 and 2007, respectively. Capital spending at FedEx Freight is expected to increase slightly in 2010 with the majority of their spending resulting from the replacement of transportation and handling equipment and information technology projects. FedEx Services had capital expenditures amounting to $235 million, $455 million and $432 million in 2009, 2008 and 2007 million in 2009, 2008 and 2007, respectively. FedEx Services capital expenditures decreased in 2009 primarily due to the planned reduction in FedEx Office network expansion, decreased spending and the postponement of several information technology projects, along with the substantial completion of information technology facility expansions in the prior year. FedEx Services capital expenditures decreased in 2009 primarily due to the planned reduction in FedEx Office network expansion, decreased spending and the postponement of several information technology projects, along with the substantial completion of information technology facility expansions in the prior year. IT DEVELOPMENTS

Oracle Fusion Middleware, WebLogic Appl icat ion Server Enterpr ise Edit ion, FedEx Unif ied Strategic Information Optimizat ion Network (FUSION) FedEx was having growing pains. As the company added to its operational network, integrating everything from order processing and shipment tracking to billing and customer support became time-consuming and labor-intensive. “We wanted a single way of doing shipping; we wanted a single customer number across application codes; and we wanted a single invoice,” says Tim Robertson, IT manager at FedEx. “FedEx felt that it was imperative from both a competitive and an operational standpoint to eliminate the lines separating each operating company wherever those lines impacted customer satisfaction or employee productivity.” Robertson knew that aligning this project with prevailing standards, unified by an open application server platform, would make this massive development project much easier. It’s a familiar realization. An application server creates a common middle-tier layer that makes it easier to integrate applications, services, and business processes and expose them on the Web. The result was a group of applications called FedEx Unified Strategic Information Optimization Network, or FUSION. Its three entities are Shipment FUSION, Customer FUSION, and Revenue FUSION. The solution ties together the shipment systems of each business unit to provide internal and external users with a single resource for all shipment tracking and account reporting. These applications depend on Oracle WebLogic Server Enterprise Edition, a core foundational component of Oracle Fusion Middleware. Oracle WebLogic Server brings consistency to how developers interface their core business applications with the databases, eliminating the concern of how many connections they have to make or how they retrieve information. “We’ve been a WebLogic shop for many years,” Robertson says. “This software gives us the performance and reliability that we need to manage millions of transactions daily. It

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also provides the scalability we need to grow with our business and is based on open standards to help us maintain flexibility.” Robertson appreciates the continued relationship with Oracle. “I’m very encouraged by the technical direction that I’ve seen from Oracle,” Robertson notes. “Our companies have a history together, and we look forward to that relationship strengthening.” (Case study dated January 2009.) http://www.oracle.com/technology/oramag/oracle/09-jan/o19appserver.html?_template=/ocom/print

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

Microsoft Exchange Server 2007, Off ice Professional Edit ion 2003, Unif ied Messaging, Off ice Outlook 2007, Off ice Outlook Web Access In August 2007, FedEx Kinko’s needed to find a cost-effective, efficient technology solution that could replace an aging voice-mail system for corporate facilities in Texas. The company consolidated voice-mail and fax functions with an Exchange Unified Messaging solution by using Microsoft Exchange Server 2007. The software delivers a streamlined user experience, provides efficiencies for IT department and offers scalability for enterprise. “Exchange Unified Messaging is an integral part of our focus on taking advantage of the converging e-mail and telephony environments, providing FedEx Kinko's team members with greater efficiencies and easier access to critical information,” said Richard Maranville, former SVP and CIO, FedEx Kinko’s.

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Other software includes Microsoft Office Professional Edition 2003, Unified Messaging, Microsoft Office Outlook 2007 and Microsoft Office Outlook Web Access. http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?CaseStudyID=4000000579

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

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

Vendor Relat ionship Management FedEx Corp. is so big and does business with so many technology vendors (approximately 1,000) that it has developed a systematic approach for managing its relationships and getting the most out of them. To get the best service across its operating companies, FedEx uses the following mechanisms. 1. Relationship stewards. FedEx Corp. appoints one person to look after each vendor

relationship. IT executives supervise relationships with the strategic vendors; IT directors oversee relationships with second- and third-tier vendors. The relationship steward keeps everyone apprised of what’s going on with a particular vendor. The steward is the go-to person if an operating company has a question on the technology, the standards associated with it, training, the best way to deploy it or how to work with that vendor. Thus, the

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relationship stewards also promote best-practice sharing among the operating companies. They’re also the vendor’s single point of contact inside the company.

2. A purchasing and sourcing group. To ensure FedEx Corp. and its operating companies get the best deals from their vendors, the corporate IT department created a purchasing and sourcing group within its vendor management office. The group is responsible for staying on top of the company’s top 100 contracts and the competitive landscape associated with each of those vendors. It also provides the IT leaders of the operating companies with a dossier on their top vendors containing information they can use to negotiate the best deals.

3. Monthly meetings. IT leaders across FedEx meet each month to discuss their practices for working effectively with technology providers. They talk about the information they share with their vendors and the due diligence they perform when selecting potential technology providers. It’s another way of keeping everyone within the geographically dispersed company in lockstep and of ensuring that FedEx doesn’t become a "victim of vendor roadshow," says Kevin Humphries, FedEx Corp.’s senior vice president of IT. (Article dated December 2006.)

http://www.cio.com/article/27097/How_FedEx_Ensures_Its_Vendors_Provide_Quality_Service

Michael V. Hmel, SVP, Information Systems and CIO; CIA Interv iew: Software

Managed Maintenance Program Michael V. Hmel is the former SVP of Information Systems and CIO for FedEx Ground, Inc. As SVP and CIO, Hmel was responsible for coordinating all IT services for FedEx Ground, FedEx Home Delivery, FedEx Supply Chain Services and FedEx SmartPost in the U.S. and Canada. The majority of his staff was devoted to development, maintenance, and support of field, financial, and transportation systems. A team of 400 professionals and 50 external consultants performed new application development, maintenance of legacy systems, software quality assurance, information engineering, and PC/LAN services. This April 2006 interview with Michael Hmel pertains to the status of a software managed maintenance program that FedEx Ground embarked upon with Computer Aid (CAI) in 1996: “When I first talked to CAI about managed maintenance, we had a very poor environment here for new development. We were stuck on some old platforms. We had a VAX platform and an AS/400 that we were still doing a lot of RPG on. And we couldn’t do new development quickly enough to be responsive to the business. It was obvious that something needed to be done. We knew we had to get to some new platforms. Consequently, we embarked upon a major initiative called the open system transformation. That was when we first talked to CAI about managed maintenance. We realized immediately that this was something that could help move us forward. Having CAI come in and handle the maintenance of many of our legacy systems really allowed us to move forward with our strategy and vision. What CAI brought with them that no one else did — none of the other big players in this space — was a good set of measurements and processes. This really helped them prove that what they were doing was cost-effective and of good quality. On example would be the measurements they conducted on the number of help tickets. A metric like this clearly demonstrates that by fixing problems at their root, tickets don’t come back. And this drives down the number of help tickets. CAI was also able to prove that as people learned systems, they became more and more productive. As a result, where it once took five people to maintain a certain group of systems, over time CAI could drive that down to four, or three, or two. That was very valuable.” http://www.compaid.com/caiinternet/ezine/mikehmelinterview.pdf

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Wyse Winterm Thin Cl ient Desktops; Microsoft Windows NT 4.0, Terminal Server Edit ion; Citr ix MetaFrame Server Software FedEx required a solution that would allow rapid deployment of strategic, modern tools for mission-critical operations, the ability to quickly respond to changing business requirements, prompt response to performance and capacity issues, removal of inflexible system constraints, and elimination of a single point of failure. In March 2005, FedEx selected Wyse. FedEx began its successful installation by upgrading to a high-speed Frame Relay network. It then set up centralized data centers that house clusters of Windows NT 4.0, Terminal Server Edition, with Citrix MetaFrame server software and provide fast access to Windows-based applications. To date, more than 4,000 Winterm thin clients have been deployed. “The feedback has been very good,” says Jeff Crawley, then manager of the Global Resource for Information Decentralization (GRID) Program. “Now we can control the desktop and give employees the tools that they need. Our biggest challenge is to meet demand from the field offices.” http://www.wyse.com/resources/casestudies/pdf/fedex.pdf

Cisco Catalyst 6509 Switches, 3845 Routers, IOS Software, Aironet 1100 Series Access Points, Aironet 350 Series Wireless LAN, CiscoWorks LAN Management In 2005, FedEx’s routing equipment was approaching end-of-life and in keeping with its commitment to assuring the most current technology, FedEx Ground decided to upgrade its largest sites, “D” and “E” sites, as well as deploy new networking equipment into its new Trident hubs. Redundancy features were essential. In addition, FedEx Ground wanted high processing power for maximum performance and the ability to connect satellite and ISDN backup networks. The company chose the Cisco Catalyst 6509 Switch and Cisco 3845 Integrated Services Router as its deployment platform. FedEx Ground uses CiscoWorks LAN Management Solution for upgrading versions of Cisco IOS Software, inventory and serial number control, version control, and as an occasional troubleshooting tool. The Pittsburgh headquarters is also completely wireless, using Cisco Aironet 1100 Series access points and Cisco Aironet 350 Series Wireless LAN (WLAN) products. The Cisco Aironet 1100 Series offers an affordable, easy-to-install, single-band access point that delivers enterprise-class management, security, and scalability. FedEx Ground’s Cisco wireless solution serves 1,500 people in headquarters, providing connectivity to everybody with a wireless laptop, PDA or data-enabled cell phone. “The Cisco 3845 integrated services routers are a good investment to protect our network,” said Michael Mullen, senior technical analyst for FedEx Ground. “Our management requests that we deliver 99.9 percent uptime, with .10 percent downtime scheduled, and the new Cisco 3845 routers help us meet that goal. With the new network implementation, we won’t have to change infrastructure of the large facilities for the next five years.” (Original source www.cisco.com.)

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

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SAP Global Trade Services (GTS) Software Agreement In May 2004, SAP announced a new agreement with FedEx Trade Networks, a subsidiary of FedEx Corp., to build in shipping data into SAP's Global Trade Services (GTS) application. SAP GTS software allows trade compliance managers to review and calculate imports and exports and to ensure compliance with federal and global trade regulations. The agreement makes SAP the first vendor to integrate automated global duty and tax information into its compliance software. After the Sept. 11 terrorist attacks, new regulations have stiffened controls on global trade and shipping practices. The FedEx data give companies automatic updates, including tariff system numbers supplied by FedEx Trade Networks, SAP said. In addition, the data give access to accurate product classifications and corresponding duty and tax information. They also audit product classifications in foreign markets, ensuring subsidiaries pay the lowest legal duty rate. "Companies will now be able to integrate and leverage worldwide duty and tax data, as well as automate, standardize and expedite the trade compliance and customs clearance process," said David Parks, a senior manager of Memphis, Tenn.-based FedEx Trade Networks. http://searchsap.techtarget.com/news/article/0,289142,sid21_gci962447,00.html?track=sap805#

6X6 Transformation Program, India New System Development FedEx's attention to people led to the success of its 6x6 Transformation program launched in 2004. The 6x6 Transformation initially focused on improvements in such areas as cost effectiveness, speed, innovation, service levels, and business alignment. The end goal was to create a consistent environment linking FedEx Express, FedEx Ground, and FedEx Kinko divisions. But a little ways into the program, FedEx realized it hadn't put enough focus on people and the part they play in a successful transformation. FedEx's first step was to develop ways to motivate employees and provide them with meaningful work. "Everything within IT and our business recognizes the contributions that people make," CIO Rob Carter said. Additionally, FedEx worked on developing better communications with its business partners. "To most of our business partners, it's mystical what we do and why we are spending money on certain projects," Carter said, referring to FedEx's $1 billion IT budget. FedEx began talking partners through the transformation process, creating a refined set of terminologies that would help the partners understand the business. "The world is becoming a lot more technology-intensive, and [partners need] to understand what we do," said Carter. FedEx also worked with partners in India and other countries to develop new systems and applications to help the transformation. That included technologies for improving customer satisfaction, such as software tools that use rich data to inform customers of all incoming shipments. Carter assured the audience that its development work overseas doesn't threaten domestic employees and business partners. Carter called it "variable capacity" rather than outsourcing. "We're not pushing our systems out, but working with partners to develop them. We're just not a big outsourcing company," he said. But despite what Carter calls FedEx's "culture of change," the company still finds itself in stiff competition with UPS and DHL, which are also trying to stay relevant through innovation and growth. http://www.informationweek.com/news/global-cio/showArticle.jhtml?articleID=184425795

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

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

Customer Fusion Database, Account-Management Appl icat ion FedEx Corp.’s customers have had access to information stored in disparate databases at FedEx Services, FedEx Express, FedEx Ground, FedEx freight, and FedEx Kinko’s through a complex database called Customer Fusion. At its core is an advanced account-management application that pulls customer information from various databases around the globe and across the FedEx network, giving customers multiple views from one access point. FedEx had two goals in mind: lay a technical foundation to allow all business units to compete collectively, and install the next generation infrastructure to enable FedEx to meet its business objectives faster and at lower cost. With that strategy in mind, FedEx designed a technology layer that sits on top of its infrastructures to manage customer account information; getting that platform together

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took less than a year. The company is adding customer-facing applications called Customer Fusion, Customer Service, InSight, and others. “Fusion is built on a very-high-speed messaging architecture,” said Larry Tieman, then SVP of IT at FedEx and chief architect for the project. “The message bus allows us to loosely couple the business application, apply the proper business rules, and build a unified application layer.” (Press release dated June 2004.) http://www.informationweek.com/news/management/showArticle.jhtml?articleID=22103132

BGT Partners consult ing: B2B Portal, Content Management System (CMS) BGT has had a business relationship with FedEx for more than five years that has focused on the design, development and implementation of portals for internal and external audiences in Spanish, English and Portuguese. Solutions include the design and deployment of marketing email communications, development of a B2B portal for small and medium enterprises, development of internal and external portals in multiple languages, and implementation of a Content Management System (CMS) for an internal sales team intranet. The projects deployed for FedEx have helped the company increase their efficiency in marketing communication activities with their Latin America stakeholders. The implementation of the Sales Team Intranet has improved the communication process within the entire team, while simultaneously driving FedEx’s business goals. Portals geared towards external audiences have increased brand awareness about FedEx and engaged new customers with the company. (Undated case study.) http://www.bgtpartners.com/CaseStudies/fedex.aspx

Progress Software DataXtend CE for C++, O-R Mapping, Data Caching, Cache Cluster ing, Real T ime Data Services; Sun Solar is 2.5; ! Sybase 10.x; ! IBM 309X Mainframe; ! MVS IMS FedEx needed a system that would efficiently provide contingency plans in the event of a problem. Any break in the flow of packages creates a backlog throughout the system. The company had to accomplish the system changeover while accessing the existing IMS system as well as a relational database. To keep development and maintenance costs down, FedEx also wanted a solution that enabled their project staff of mostly IMS system veterans to quickly and efficiently transfer application knowledge into the new system as well as incorporate new features. FedEx chose DataXtend CE for C++ to help create an infrastructure for the Service Recovery Application (SRA) and integrate the IMS system into the multi-tier component based application. The SRA provides recovery options and contingency plans when pack-ages are at risk of being delayed. The GOC specialist simply enters a few parameters into the SRA, such as current weather conditions, and within seconds the system returns an extensive list of ranked recovery options that could involve various functional groups. The technology environment also included Sun Solaris 2.5, Sybase 10.x, IBM 309X mainframe and MVS IMS.

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The new object component framework, built with DataXtend CE for C++ as a foundation, enables previously not attempted projects to be built. FedEx is no longer limited when considering possible projects because DataXtend CE enables capabilities that were not available in IMS. Establishing functional relationships between aircraft, maintenance and ground stations was practically impossible before, but DataXtend CE makes these cross-functional relationships possible. The data access layer, built using DataXtend CE technology object-relational mapping, allowed straight-forward migration to multi-tier applications, automated encapsulation of relational data into objects, and enabled persistent objects. The object-relational mapping tool made the size and complexity of the object model so manageable the system has already demonstrated significant maintenance benefits. Furthermore, because DataXtend CE development tools integrate seamlessly with Rational Rose modeling tools, FedEx's system developers transitioned smoothly to an object-based environment. DataXtend CE's code generation capabilities significantly sped up development time. Not only did DataXtend CE for C++ provide a rapid application development environment, but it also enabled the integration of legacy systems and employed event-driven mechanisms to maintain the rapidly changing GOC environment. SRA performance demands and response expectations were achieved using the DataXtend CE technology server. Without the caching and pre-calculations done by the DataXtend CE server, the time required to compute a list of recovery options would have been prohibitive, making the application unusable. By using intelligent caching, distributed objects performed optimally without necessitating expenditure for more expensive hardware. Performance increased and hardware costs were kept to a minimum. The technology environment also included Sun Solaris 2.5, Sybase 10.x, IBM 309X mainframe and MVS IMS. (Undated case study.) http://www.progress.com/realtime/customers/fedex_cs/index.ssp

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

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123 EDI Engine In collaboration with FedEx’s group of experts, 123 EDI developed two interfaces with EDI Engine: the first one connects with Ship Manager desktop using file exchanges (batch mode) and the second connects with the more robust and real time capable Ship Manager Server. FedEx is able to perform Shipment, Void and End-of-Day transactions from EDI Engine, this means that no person has to interact directly with the FedEx systems server. The interfaces also provide strong auditing of data-compliance during both the sending and receiving of data to guarantee transaction completing and data integrity. (Undated case study.) http://www.123edi.com/edi-fedex-shipmanager-interface.asp

BEZ Systems BEZPlus Data Warehouse Tool; Teradata Act ive Enterpr ise Data Warehouse (ADW) FedEx sales representatives used to provide customer quotes that were calculated by static formulas and published price lists. The problem: variability in costs led to some quotes being too high, and customers seeking other vendors, while others were too low, resulting in low profitability. FedEx needed a way to provide real-time quotes driven by specifications for each customer, including location, destination and many other factors, which are all stored in the company’s data warehouse. Moreover, they needed to support this application along with all the other users of their enterprise data warehouse. The company implemented a Teradata active data warehouse (ADW) application that provides fast, accurate, real-time quotes. To help ensure the ADW would exhibit OLTP-like characteristics of availability, scalability and throughput, FedEx turned to BEZ Systems. BEZ’s flagship product, BEZPlus, allows FedEx to keep the ADW running at optimum performance. Being able to validate how workloads are running before and after applying Teradata’s priority scheduler is important to the company’s overall performance management strategy. BEZPlus gives FedEx the ability to quantify the benefits of implementing specific performance strategies and validates their outcomes, which not only supports Teradata, but optimizes its performance. (Case study dated 2003.) http://www.bez.com/success_stories/FedEx_userStory_03b.pdf

HP OpenView Technology At the heart of FedEx operations is a computer system that can handle more than 100 million daily electronic transactions. FedEx needed to upgrade this system with one that offered seamless access to, and distribution of, mission-critical data. FedEx turned to HP to create one of the world’s most efficient open system implementations. At the core of the new globally distributed server implementation is HP OpenView technology, which allows FedEx to monitor its servers and distributed applications from a centralized location. By leveraging the HP OpenView technology, FedEx has implemented one of the largest automated monitoring and performance management solutions in the industry. The solution includes HP servers and StorageWorks virtual array systems. (Undated case study.) http://www.hp.com/country/us/en/msg/corp/htmlfedex.html

Information Bui lders WebFOCUS, IBM OS/390 Server, Oracle Database, Internat ional Strategic Information System ( ISIS) In it iat ive FedEx wanted to help global business partners increase their business by helping them make smarter tactical and operational decisions. As part of an ambitious, multi-year program, FedEx began providing its GSP partners with access to its vast data warehouses, through the use of the Internet and business intelligence software from Information Builders. “What we’ve been able to do is take our vast store of data and turn it into knowledge for our business partners,” said Joe Namie, then Project Manager, FedEx. “Rather than feed them what we think they need to know, we’ve put a great analytical tool into their hands so they can do the analysis themselves.” The information bridge was achieved through a secured Internet portal.

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The WebFOCUS platform was deployed essentially to extract the data needed from FedEx’s OS390 mainframe, and load it onto an Oracle database. Users of the system then use the reports designed in WebFOCUS to access the data loaded into the Oracle database. Work is being concentrated on providing access to more types of information and more reporting tools. Namie says the GSP project is part of a larger information supply chain initiative at FedEx called ISIS—International Strategic Information System. In its complete form, ISIS will provide business intelligence not only to FedEx and its GSPs, but also to FedEx’s customers, the customers of FedEx’s customers, and the customers of the GSPs. “Our goal is to get information into the hands of decision makers faster, so they can be more predictive,” he says. “It’s about being able to tell a customer that a package is going to be late before it happens, rather than after the fact.” (Case study dated 2002.) http://www.informationbuilders.com/new/magazine/v13-2/pdf/fedx_s02.pdf

Oracle Ident ity Manager Oracle Identity Management is the security backbone of Fusion Middleware. Oracle Identity Management delivers solutions across access control/single sign on, identity administration, identity federation, user provisioning, directory services, and Web services management. FedEx is listed as a customer. http://www.oracle.com/octetstring/faq.pdf

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

Sherry A. Aaholm is EVP of Information Technology for FedEx Services. In this role, Aaholm is responsible for providing strategic direction for the IT operations infrastructure and the core operating company (OpCo) applications across the corporation, which includes FedEx Express, FedEx Ground, FedEx Freight and FedEx Kinko’s. Through Aaholm’s leadership and vision, IT is focused on utilizing and

leveraging information technology to transform how customers do business with FedEx.

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Since joining FedEx in 1999 as VP and CIO of FedEx Logistics, Aaholm has held several management positions. Her most recent role was SVP of IT for FedEx Services where she was responsible for IT development of technology solutions globally to support FedEx Express. She also has been responsible for IT development of solutions to support customs clearance, less-than-truckload (LTL), supply chain, and freight forwarding for FedEx Services, FedEx Freight and FedEx Express. Aaholm has more than 22 years of experience in the logistics and transportation fields. Prior to her tenure with FedEx, she worked at GeoLogistics Americas Inc., as VP of IT and at Schneider National/Schneider Logistics, Inc. in various IT and transportation positions. A native of Wisconsin, Aaholm attended the University of Wisconsin-Green Bay and is a member of the Council of Logistics Management. In 2005, Aaholm was named to Computerworld’s Top 100 IT Leaders list. Aaholm serves on the Board of Directors for The Arc of the Mid-South. http://about.van.fedex.com/executive_bios/sherry_a_aaholm%20?bio=1

Kevin Humphries, SVP of Technology Systems on High Productiv i ty Computing (HPC) Simulat ion and Model ing

Kevin Humphries, SVP of Technology Systems for FedEx Corporate Services, is responsible for setting technology direction as well as providing data center, network and field infrastructure support. The company's computing technology orchestrates the delivery of millions of items each day around the world, using a fleet of over 600 aircraft and 75,000 motorized vehicles. According to Humphries, the only way they're able pull off this global logistics puzzle is to employ high productivity computing (HPC) simulation and modeling to help plan the FedEx routes. Trucks and planes have to be

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

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MILESTONES 2009

August – Renewed global express guaranteed agreement with USPS.

July – FedEx Ground announced plan for largest rooftop solar power system in the U.S.

July – Expanded hybrid electric fleet by 50 percent with groundbreaking conversion program.

July – FedEx Ground opened new distribution hub in Chicago, Ill.

June – Formed a strategic alliance with OfficeMax to provide better customer service.

June – Elected Susan C. Schwab to the board of directors.

May – Completed commercial agreement with CryoPort for frozen shipping services.

March – Expanded SmartPost to Canada.

February – Announced expansions in international and domestic service in Mexico.

February – Opened new Asia Pacific Hub in Guangzhou, China.

January – Introduced new advancements to online tracking tools.

2008

November – Cut transit times on 3,300 routes.

October – Selected site for new Portland, Ore. area distribution hub.

October – FedEx Express broke ground on its largest solar facility and fist outside U.S.

October – FedEx Express Nacional began operation in Mexico.

September – FedEx Freight and BP Solar completed second solar power installation.

July – FedEx Express introduced fuel efficient Boeing 757 to aircraft fleet.

June – FedEx Kinko’s changed named to FedEx Office.

May – Named Brian D. Phillips president and CEO of FedEx Office.

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March – Ken May resigned as leader of FedEx Office.

2007

December – FedEx Ground chose Perryburg, Ohio, as site for new distribution hub.

September – Elected Steve Loranger, ITT chairman, as new director.

September – Elected Gary Loverman, CEO, Harrah’s Entertainment, as new director.

September – ANC became FedEx UK.

August – FedEx Gateway for Central and Eastern Europe moved to Cologne, Germany.

June – FedEx Freight Canada announced new facility in Toronto, Ontario.

June – FedEx Office and Adobe collaborate to deliver print on demand.

May – FedEx Express and Azure Dynamics enter agreement to develop hybrid electric powertrain.

May – Virginia Albanese promoted to president and CEO of FedEx Custom Critical replacing retired John G. Pickard.

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EXECUTIVE COMMENTARY Commentary from a Project Manager based in Dal las, Texas. The group oversees the monthly remediation of Microsoft Security vulnerabilities for corporate and field desktops using BMC Marimba Patch Management module. Remediations involve coordination with information security, quality assurance, support, operations and management of a senior engineer and a Marimba administrator. The project manager’s team redefined processes while maintaining adherence to change management policies and procedures, reducing time to remediation by 34 percent. They implemented over 1,800 BMC Marimba Repeaters remotely, improving deployment performance and significantly reducing deployment time due to a one-to-one relationship as opposed to a one-to-many relationship. The team accelerated the timeline for the Marimba version 6 to 7 upgrade to 90 days instead of three to four months. The team performed a thorough study assessing Microsoft’s System Center Configuration Manager 2007 (SCCM) as a replacement to BMC Marimba. The group concluded that, due to a negative ROI and concern that the benefits may not be realized, Microsoft’s product would not be implemented. The team manages two Windows XP desktop image development projects utilizing SDLC methodologies involving two engineers and coordination of operations, support, POS development team, quality assurance and field representation. Commentary from a Senior Systems Programmer based in Memphis, Tenn. Systems programmers at FedEx report tickets using Teamsite, TeamPlay and custom-written programs, and provide functional support to marketing agents as needed. They implemented Omniture SiteCatalyst, HBX, Webside Story analytics, and Google Analytics. The team developed scripts for Web optimization and site cleanup using Perl, PHP, MySQL and UNIX shell scripts while reporting and working defects using Mercury tools. During the FedEx Office launch the team of programmers implemented and developed Teamsite SitePublisher, and associated infrastructure, site, pages, templates and components, which increased FedEx Office visibility by 63 percent. They worked in the following environments: XSLT, Interwoven SitePublisher CMS, XML, HTML, UNIX, CSS, JavaScript, Perl, Omniture SiteCatalyst. The group of programmers implemented the first enterprise chat feature that will allow them to have one global chat contract and no longer pays for other vendors. The product provides uniformity and efficiency and acquires data that provides innovative analytics. The enterprise chat will provide new insights on customer perspectives and preferences. Application development used JavaScript, HTML, Instant Service Chat, and Omniture SiteCatyst. Commentary from a Technical Advisor based in Parsippany, N.J. This team of technology advisors oversees major IT initiatives, customer relationships and provides information technology solutions and policy recommendations to management. The team managed several large-scale rollouts, legacy migrations and coordinated compliance policy; such as IT audit mechanism and maintaining Sarbanes-Oxley controls. They coordinated field services automation teams, managing geographical territory, and providing technical and tactical support to field service personnel. They worked with management, customers and vendors to ensure implementation and

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integration of technology solutions and applications provided improved operating efficiencies by ensuring expanded revenues and additional business opportunities while minimizing overhead costs. The group implemented mechanisms focusing on customer relationships, reduced allocation of resources while maximizing efficiency, and leveraged third party tools that compressed timelines to exceed implementation expectations saving FedEx over $2.5 million in costs. They turned around major technology initiatives including e-commerce solutions, data warehouses, wireless systems, and OLAP processing through vending partnering and offshore management. The team launched technology and process re-engineering initiatives to reduce development and implementation costs while providing improved quality software and integration capabilities through joint application design sessions. Technical advisors designed network architectures and developed database structures and negotiated with software vendors for providing integration capabilities for streamlining productions and logistics creating an average of 30 percent increase in revenues annually. Commentary from a .NET Developer based in Memphis, Tenn. The .NET development team is responsible for the development and upkeep of a number of systems and applications for the company. The package testing and development database application keeps information about packages from departure arrival. It stores information about the process, which is integrated into several databases and used to generate reports. Another system is the Dunnage Management System (DMS), an intranet-based application development that keeps inventory of the dunnage, or preventative packaging, present in several FedEx ramps and depots across the country. A third system is the Badly Loaded Unit Load Devices (BLUES) entry system. This system tracks and documents damaged packaging and the expenses associated these parcels. The development team is responsible for analysis, documentation and enhancement of these systems. The technical environment for the team includes ASP.NET, ADO.NET, C#, Microsoft Internet Information Server (IIS), SAP Business Objects Crystal Reports, Microsoft Visual SourceSafe (VSS), IBM Rational Rose and Microsoft SQL Server 2005. Commentary from a Senior Financia l Systems Analyst based in Memphis, Tenn. Financial systems analysts at FedEx assisted in the Identity Management (IdM) integration with PeopleSoft Financials 8.8 and the corporate PeopleSoft 7.5 to 8.8 conversion for the AP, AM, GL, EX, and PO modules of FedEx Custom Critical. Their tasks included planning project scope, resources, milestones and deliverables. FedEx’s team of analysts implemented the PeopleSoft Financials and BlueBird/ODOC imaging for all FedEx operating companies, domestically and internationally. The team was in charge of the design, development and implementation of PeopleSoft 8.17 and 8.8 Financials with the imaging of AP invoices using BlueBird/ODOC imaging software for FedEx operating companies. They led the BlueBird receipt imaging integration with the PeopleSoft Expenses module for FedEx Corporate, Corporate Services and FedEx Freight and provide hardware and software budgeting of Federal Express Financial systems.

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Commentary from a Software Developer based in Orlando, Fla. The software development team developed an Online Revenue System for FedEx that creates scenarios, shipments and transactions and gives status updates on each transaction. Development of the system involved:

• Implementing the ORE test bench Web application using the Stripes framework. • implementing Domain objects, Hibernate mapping classes and Service classes. • Fixing issues and QC defects in order to help them to process on different levels of

validations. • Testing the ORE test bench Web application by creating test scenarios. • XML schema mapping using MapForce and XMLSpy editors. • Implementing JUnit Test classes. • Configuring Eclipse and Tomcat System plug-ins for the application server environment.

The technical environment includes J2EE, JUnit, Hibernate, Spring, WebLogic, Eclipse, Oracle 10g, ClearCase, Oracle SQL*Developer, XML, XMLSpy, Sun Solaris, Apache Tomcat, Maven, HP Mercury TestDirector, Lotus Notes, Struts, JavaServer Faces (JSF), Vignette Content Server, Vignette Builder, Adobe Dreamweaver, Microsoft Visio, Perl scripts, SOAP, Cygwin, Quest Toad, JBoss, IBM DB2, WebSphere Application Server, TIBCO Rendezvous, IBM Rational ClearQuest, ClearCase Version Control and Altova MapForce. Commentary from a Senior Technology Special ist based in Miami Fla. Technical leads are responsible for the planning, testing and deployment of CRM applications (GSMART, TeleSales, 1Source) used by sales, marketing and customer service in Latin America. The team customizes and creates installation packages to be deployed throughout the region and recommend eCRM (electronic CRM) concerns and network improvements to the business partners. Other responsibilities include:

• Technology lead for the Global Citrix project for the CRM applications. • CA Unicenter administrator. Utilize Remote Control, Asset management and Software

Delivery to support the Caribbean users and create and deploy packages for the CRM users.

• Migrated users to Exchange 2003. Supported Outlook 2003 clients. Maintain the Active Directory and Exchange user accounts.

Key accomplishments include:

• Designed, configured and tested the CRM applications for the Global Citrix project. • Created CRM automated installation packages customized for End Users in LAC Region. • Involved in the Puerto Rico MPLS migration and the Telefonica Data center. • Involved in the network upgrade of Guaynabo, Puerto Rico. Installed new Cisco routers and

switches and enhanced the network design by using Cisco Three-Layer Hierarchical Model. Commentary from an IT Special ist based in Pittsburgh, Pa. Specialist conducted a transportation management system disaster recovery project that lasted six months for FedEx’s Ground division. This project required collaboration with EMC, FedEx Services Distributed Systems and FedEx Services Network Engineering. Hardware employed by the team in this project included DMX2000, two additional OC-3 lines, 12 Solaris servers, and 16 Linux servers. All application hardware for the project was SAN connected. The intent was to run the application at the remote site for planned and unplanned primary site outages.

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The team prototyped and implemented an enterprise application class-loading pattern utilizing APP-INF and EAR bundling for a 24/7 J2EE-based transportation application. Changes to the application removed system class-loader dependencies and enabled hot deployment, as well as removed external application dependencies. The team then migrated to a Linux-based WebLogic cluster environment. Specialists in Pittsburgh configured and implemented the first WebLogic Application Server clustered middle tier for the FedEx Ground Dock Load application. Commentary from a Business Systems Analyst based in Hudson, Ohio. Business analysts in Hudson designed, developed and implemented the location’s data warehouse, including Business Objects and Cognos reports, at FedEx Ground for supply chain warehousing. This Web-based reporting tool is critical in satisfying customer requirements for contract negotiations. Analysts served on the technical supply chain team who for implemented a Web-based Yantra Networked Warehouse Management system. It was successfully deployed at the main warehouse facilities and more than 40 FedEx/Kinko’s locations in less than nine months. This team supports Loftware bar code and software installation, scanning devices, label development and servers used by the warehouse facilities. They program and support XML, XLS and SQL coding and they perform QA and UA scripting using Mercury TestDirector. Commentary from a Database Advisor based in Colorado Springs, Colo. Database advisors at FedEx design, implement and maintain multiple databases for storing information relating to both FedEx customers and FedEx shipments using Oracle database storage strategies, including partitions and clusters. The team has worked to design, implement and maintain FedEx’s Customer Fusion database, which stores data relating to FedEx’s 22 million customers and groups, sorting FedEx customers by street address, parent company and geographical location to provide better information to sales and marketing. The team then designed and implemented the Enterprise Address Service database using an Oracle Real Application Clusters (RAC) solution for high availability. FedEx’s Electronic Data Record database system has been redesigned and implemented by this team in Colorado as well. The database stores information regarding the 3 million packages and signatures FedEx receives daily and is retained for five years, available for query at any time. Commentary from a Systems Analyst based in Moon Township, Pa. Systems analysts at FedEx Ground in Moon Township work with Business Objects Universes, UNIX Shell script programming, PL/SQL applications and ad hoc query reports. They work with database management systems including IBM AS/400, Microsoft SQL Server 2000, Access 2000 and Oracle 9i DBMS.

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Commentary from a Data Analyst/Developer based in Memphis, Tenn. The development team completed an enterprise reporting and data analytics project for FedEx Customer Information Services (FCIS) to create a technical architecture foundation for a consolidated view of critical data resources that were disparate and fragmented. With a central data repository, all FCIS metrics were re-engineered to access data from the Enterprise Data Warehouse. Milestones included:

• Analyzing existing documents and SQL and T-SQL programs for the FedEx customer information system World Revenue Organization (WRO) metric.

• Identifying data gaps between Enterprise Data Warehouse (EDW) data and SQL Server data sources by working very closely with the business users and EDW team members.

• Validating WRO metrics with data loaded from production server. • Rewriting views, functions and DTS packages for the WRO metric to execute using EDW

source data. • Implementing data quality assurance checks and performing data cleaning activities based

on business rules. • Writing stored procedures and functions in T-SQL to implement business and data

validation to meet data quality goals. The team’s technical environment includes Microsoft SQL Server 2000, SQL Server Management Studio, SQL Query Analyzer, Microsoft Windows XP, and Teradata SQL Assistant and Enterprise Data Warehouse. Commentary from an Oracle and ColdFusion Developer based in Memphis, Tenn. Developers at FedEx have created intranet reports for Global Network Planning (GNP). These reports are under the Express Business System (EBS) for FedEx. Engineers use these reports to schedule flights and trucks and manage volume. In the creation of these reports, Oracle is used for data source. Developers enforce Business Logic infrastructure solutions at both the database level and forms level and they create partitions and indexes on data sources to get more efficient and faster reports. Developers designed and created a presentation layer using ColdFusion, HTML and JavaScript. They used Toad for Oracle and Macromedia DW for ColdFusion, as well as Oracle Enterprise Manager for some data, which was on SQL Server.

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*NEW* BOARD OF DIRECTORS

Name Age Year Elected Boards and Other Aff i l iat ions

Frederick W. Smith 65 1998 Chairman, President, and CEO, FedEx Corporation

James L. Barksdale 66 1999

Chairman and President, Barksdale Management Corporation; Managing Partner, The Barksdale Group; Former President and CEO of Netscape Communications Corporation; Former EVP and COO, FedEx Express; Director, Sun Microsystems, Inc. and Time Warner Inc.

John A. Edwardson 60 2003

Chairman and CEO of CDW Corporation; Former Chairman and CEO of Burns International Services Corporation; Former President and COO of UAL Corporation

Judith L. Estrin 54 1989

CEO of JLABS, LLC (formerly Packet Design Management Company, LLC); Former SVP and CTO of Cisco Systems, Inc.; Former President and CEO of Precept Software, Inc.; Director, The Walt Disney Company

Joseph R. Hyde 66 1977

Chairman of GTx, Inc.; Former Chairman and CEO of AutoZone, Inc.; Chairman and President of Pittco Management, LLC; Director, AutoZone, Inc. and GTx, Inc.

Shirley Ann Jackson 63 1999

President of Rensselaer Polytechnic Institute; Former Chairwoman and Commissioner of the U.S. Nuclear Regulatory Commission from July 1995 to June 1999; Former Commissioner of the U.S. Nuclear Regulatory Commission; Director, IBM Corporation, Marathon Oil Corporation, Medtronic, Inc., NYSE Euronext and Public Service Enterprise Group Incorporated

Steven R. Loranger 57 2006

Chairman, President and CEO of ITT Corporation; Former EVP and COO of Textron, Inc.; Former President and CEO, Engines, Systems and Services, Honeywell International Inc.

Gary W. Loveman 49 2007

Chairman, President and CEO of Harrah's Entertainment, Inc.; Former Associate Professor of Business Administration, Harvard University Graduate School of Business Administration; Director, Coach, Inc.

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Susan C. Schwab 54 2009

Professor, University of Maryland School of Public Policy; Former U.S. Trade Representative; Former Vice Chancellor of University System of Maryland; Former President and CEO of University System of Maryland Foundation; Former Dean of University of Maryland School of Public Policy; Former Director, Corporate Business Development of Motorola, Inc.; Former Assistant Secretary of Commerce for the U.S. and Foreign Commercial Services; Director, Caterpillar Inc.

Joshua I. Smith 68 1989

Chairman and Managing Partner, Coaching Group, LLC; Former Vice Chairman and President of iGate, Inc.; Director, The Allstate Corporation, Caterpillar Inc. and Comprehensive Care Corporation

Paul S. Walsh 54 1996

CEO of Diageo plc; Former Group COO of Diageo plc; Former Chairman, President and CEO of The Pillsbury Company; Director, Diageo plc and Unilever PLC

Peter S. Willmott – – Chairman and CEO, Willmott Services, Inc.

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IT CONTACTS The following contact names, phone numbers, and email addresses have been disguised

F irst Last Tit le Phone E-Mai l

Sherry A. Smith EVP, IT, FedEx Services 901-818-7500 [email protected]

Ben Smith IT Developer, FedEx Qhickship 901-818-7500 [email protected]

Matthew Smith

Managing Director, Operation Technology, FedEx Ground 901-818-7500 [email protected]

Vincent Smith Applications Solutions Architect 901-818-7500 [email protected]

Linda Smith

VP, IT; CIO APAC Region, FedEx Express (Hong Kong) 901-818-7500 [email protected]

Brian Smith Managing Director 901-818-7500 [email protected]

Alberto Smith Software Technology Support, FedEx Software 901-818-7500 [email protected]

Robert B. Smith CIO; EVP, FedEx Information Services 901-818-7500 [email protected]

Rob Smith EVP, FedEx Information Services 901-818-7500 [email protected]

Jimmy Smith Manager IT, FedEx Office Data Warehouse 901-818-7500 [email protected]

Jim Smith

Senior Manager, IT Information Engineering, FedEx Ground 901-818-7500 [email protected]

Kristof Smith

Applications Solutions Architect, FedEx Express (Belgium) 901-818-7500 [email protected]

Robert C. (Rob) Smith

Enterprise Infrastructure Support Manager 901-818-7500 [email protected]

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Daniel Smith

Director, Strategy Planning and Analysis, FedEx Information Services 901-818-7500 [email protected]

Janny Smith Manager Applications and Architecture 901-818-7500 [email protected]

Astrid Smith

Engineer, Data Architecture and Database Administration, FedEx Office 901-818-7500 [email protected]

Jason Smith Senior Manager, IT, FedEx Ground 901-818-7500 [email protected]

Keith Smith Director IT, Revenue Systems Engineering 901-818-7500 [email protected]

Don Smith VP, Enterprise Architecture 901-818-7500 [email protected]

Sven Smith Managing Director, eCommerce Technology 901-818-7500 [email protected]

Denise Smith

Manager, Enterprise Architecture and Design Services 901-818-7500 [email protected]

Sherry Smith Senior Business Applications Analyst 901-818-7500 [email protected]

Beth Smith VP and CIO, FedEx Express (Belgium) 901-818-7500 [email protected]

Franck Smith Software Architect, FedEx Trade Networks, Canada 901-818-7500 [email protected]

Don Smith VP, IT 901-818-7500 [email protected]

Harry Smith Director, IT, FedEx Ground 901-818-7500 [email protected]

Arlene Smith Senior Security Data Systems Specialist 901-818-7500 [email protected]

Chris Smith Chief Engineer, IT Operations 901-818-7500 [email protected]

Randy Smith

Manager Application Engineering, FedEx Express (Memphis) 901-818-7500 [email protected]

Mike Smith Senior Security Data Systems Specialist 901-818-7500 [email protected]

Brett Smith Senior Data Administrator 901-818-7500 [email protected]

Scott Smith Manager IT, Distributed Applications Development 901-818-7500 [email protected]

Charlotte Smith Business Intelligence Developer, FedEx Office 901-818-7500 [email protected]

Kevin Smith SVP, Enterprise Infrastructure Services 901-818-7500 [email protected]

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Vincent Smith Data Warehouse Developer, FedEx Office 901-818-7500 [email protected]

Ehimen Smith Enterprise Data Architect, FedEx Office 901-818-7500 [email protected]

Mike Smith Managing Director, Retail Systems 901-818-7500 [email protected]

Pat Smith Manager, Software Development 901-818-7500 [email protected]

Rebecca Smith Director, Customer Service Systems 901-818-7500 [email protected]

Richard Smith Data Architect, FedEx Office 901-818-7500 [email protected]

Dick Smith Data Architect, FedEx Office 901-818-7500 [email protected]

Harold Smith

Manager IT Applications and Architecture, FedEx Express (Belgium) 901-818-7500 [email protected]

Tami Smith Senior Business Applications Analyst 901-818-7500 [email protected]

Robert Smith

Manager, Network Architecture and Information Security (Belgium) 901-818-7500 [email protected]

Kimary Smith Web Developer 901-818-7500 [email protected]

Alan Smith Manager, Supply Chain IT 901-818-7500 [email protected]

Khalil Smith Software Development Manager, FedEx Office 901-818-7500 [email protected]

Renee Smith Senior Data Analyst, FedEx Office 901-818-7500 [email protected]

Erin Smith Information Security Project Manager 901-818-7500 [email protected]

Rebecca Smith SVP, IT, FedEx Freight 901-818-7500 [email protected]

Bob Smith Network Architecture and Support 901-818-7500 [email protected]

Bob Smith

Senior Manager, IT and Application Services, FedEx Office 901-818-7500 [email protected]

Jonathan Smith Data Warehouse Developer 901-818-7500 [email protected]

Jan Smith

Senior Manager IT Business and Infrastructure Solutions EMEA 901-818-7500 [email protected]

Dennis Smith VP, IT, FedEx Freight 901-818-7500 [email protected]

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Dave Smith VP, Software Quality Assurance 901-818-7500 [email protected]

Daniel Smith Senior IT Specialist, FedEx Canada 901-818-7500 [email protected]

Chris Smith Senior Applications Developer 901-818-7500 [email protected]

Duc Smith BI Systems Analyst, FedEx Office 901-818-7500 [email protected]

Elizabeth (Lisa) Smith

Business Application Principal (Program Manager) 901-818-7500 [email protected]

Mark Smith Director, Technology and Architecture Planning 901-818-7500 [email protected]

Todd Smith Data Network Engineer 901-818-7500 [email protected]

Rick Smith

Manager, Software Development, FedEx Freight 901-818-7500 [email protected]

Philip Smith Director IT, Corporate Financial Systems 901-818-7500 [email protected]

Tim Smith Manager, IT 901-818-7500 [email protected]

Steve Smith

Manager, Application Development, FedEx Freight 901-818-7500 [email protected]

Maurizio Smith Managing Director, IT, FedEx Express (Italy) 901-818-7500 [email protected]

Hara Smith

Senior Engineer, Enterprise Architecture, FedEx Office 901-818-7500 [email protected]

Tony Smith Director of Information Security, FedEx Services 901-818-7500 [email protected]

Rajesh Smith Managing Director, Revenue Systems (IT) 901-818-7500 [email protected]

Ken Smith SVP, IT, FedEx Services 901-818-7500 [email protected]

Kara Smith Senior Manager, IT, FedEx Ground 901-818-7500 [email protected]

Scot Smith VP, IT, FedEx Services 901-818-7500 [email protected]

Gregory Smith Senior Manager, FedEx Freight 901-818-7500 [email protected]

Moshe Smith CIO, FedEx Israel 901-818-7500 [email protected]

Jill Smith Manager 901-818-7500 [email protected]

Robert Smith Managing Director, Technology Services 901-818-7500 [email protected]

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David Smith

Business Intelligence System Analyst, FedEx Office 901-818-7500 [email protected]

Sherri Smith

Customer Data Management Analyst, FedEx Office 901-818-7500 [email protected]

Jill Smith Director of HR Systems 901-818-7500 [email protected]

Matt Smith

Senior Information Security Engineer, FedEx Freight 901-818-7500 [email protected]

Danny Smith Programmer/Analyst 901-818-7500 [email protected]

Sean Smith Manager of Application Integration, FedEx Office 901-818-7500 [email protected]

Brent Smith Principal Data Architect, FedEx Office 901-818-7500 [email protected]

Denise Smith Corp VP and CISO 901-818-7500 [email protected]

Carole Smith VP, IT, FedEx Office 901-818-7500 [email protected]

Cheryl Smith Manager, Data Center Operations 901-818-7500 [email protected]

Laurie Smith

SVP and CIO, FedEx Office (formerly FedEx Kinko's) 901-818-7500 [email protected]

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CORPORATE CONTACTS

First Last Tit le Phone E-Mai l

David Smith President, Canada Region, FedEx Express 901-818-7500 [email protected]

Marilyn Smith

VP, Legal and Regulatory, FedEx Express Latin America & Caribbean Division 901-818-7500 [email protected]

David J. Smith President and CEO, FedEx Express 901-818-7500 [email protected]

Jess Smith Media Contact 901-818-7500 [email protected]

Juan N. Smith President, Latin America-Caribbean, FedEx Express 901-818-7500 [email protected]

G. Edmond Smith President and CEO, FedEx Trade Networks 901-818-7500 [email protected]

Donal F. Smith EVP, Sales FedEx Services 901-818-7500 [email protected]

Mark J. Smith SVP, Digital Access Marketing, FedEx Services 901-818-7500 [email protected]

David L. Smith President, Asia Pacific Region, FedEx Express 901-818-7500 [email protected]

Michael L. Smith President, International, FedEx Express 901-818-7500 [email protected]

Douglas G. Smith President and CEO, FedEx Freight 901-818-7500 [email protected]

Robert W. Smith President, EMEA, FedEx Express 901-818-7500 [email protected]

Mickey Smith Investor Contact 901-818-7500 [email protected]

Are you selling to the lines of business & IT? Our customers use CRUSH Reports to i.d. key decision

makers, recommendations, and influences in the departments with the real business issues.

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T. Michael Smith

EVP Market Development and Corporate Communications; President and CEO, FedEx Services 901-818-7500 [email protected]

Alan B. Smith EVP and CFO 901-818-7500 [email protected]

Gene Smith Chief Economist, FedEx Services 901-818-7500 [email protected]

Anthony Smith

Managing Director, Hong Kong and Macau FedEx Express 901-818-7500 [email protected]

William J. Smith EVP and COO, U.S., FedEx Express 901-818-7500 [email protected]

William G. Smith

Corporate VP, Global Communications and Investor Relations 901-818-7500 [email protected]

John L. Smith

Corporate VP and Principal Accounting Officer 901-818-7500 [email protected]

Carole Smith Manager Advertising 901-818-7500 [email protected]

Steve Smith Director Advertising 901-818-7500 [email protected]

Cary C. Smith

President and COO, FedEx Customer Information Services 901-818-7500 [email protected]

Brian D. Smith

President and CEO, FedEX Kinko's Office and Print Services 901-818-7500 [email protected]

David F. Smith President and CEO, FedEx Ground 901-818-7500 [email protected]

Christine P. Smith EVP, General Counsel, and Secretary 901-818-7500 [email protected]

Karen Smith VP, U.S. Marketing 901-818-7500 [email protected]

Tom Smith

President and CEO, FedEx Global Supply Chain Services 901-818-7500 [email protected]

Frederick W. Smith Chairman, President, and CEO 901-818-7500 [email protected]

Rajesh Smith SVP, International Marketing, FedEx Services 901-818-7500 [email protected]

Laurie A. Smith SVP, Corporate Marketing, FedEx Services 901-818-7500 [email protected]

David Smith SVP, eCommerce 901-818-7500 [email protected]

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ORGANIZATIONAL STRUCTURE

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CRUSH Report® is a trademark and the property of SELIGENCE, LLC. The information contained in CRUSH Report was compiled by SELIGENCE, LLC from public sources (“the information”). The information has not been verified by SELIGENCE, LLC. It is understood that SELIGENCE, LLC is not responsible for the accuracy of the information. The sale of CRUSH Report by parties other than SELIGENCE, LLC is prohibited. SELIGENCE, LLC clients may not forward or distribute CRUSH Report to third parties.

FedEx Crush Report

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