Latest news with #FederalExpress


Forbes
29-06-2025
- Business
- Forbes
The Passing Of Fred Smith And A Tale Of Two Companies
CHICAGO, IL - FedEx jets sit at the company's facility at O'Hare International Airport on September ... More 19, 2014 in Chicago, Illinois. I(Photo by) On June 21, Fred W. Smith, founder of Federal Express, passed away. He is rightfully remembered for founding the express shipment industry utilizing a hub and spoke model, which became the standard for airlines and other transportation modes. Although from a wealthy family (his father owned the Toddle House restaurant chain and Dixie Greyhound Lines), he served two tours in Vietnam as a Forward Air Controller (FAC) in the Marine Corps, winning a Silver Star, Bronze Star and two Purple Hearts. Smith was a legendary entrepeneur. He is said to have received a C on his economics paper at Yale outlining the concept of an overnight delivery system. In 1970, he used his inheritance of $4 Million ($32 Million in 2025 dollars) to purchase the controlling interest in an aircraft trading company and a year later launched Federal Express. To do this, he had raised $91 Million ($724 Millon in 2025 dollars) in venture capital. He used this investment to buy 14 Dassault Falcon 20 jets and began offering service to 25 cities. The service network was originally patterned on the Federal Reserve, flying checks between banks in a region to a central clearinghouse to speed clearing transactions. The adoption of 'Federal' in the name was a bit of a marketing ploy to gain the attention of the Federal Reserve to adopt the service and convey a national scope. In addition to checks, the business soon expanded to include small packages. For several years, the business struggled. A legendary story told of Smith struggling to pay a $24,000 fuel bill due the next day. Going to Las Vegas with his last $5,000, he won $27,000 at the blackjack tables saving the company. All of this is true, but there is another critical aspect to the success of FedEx which is rarely mentioned. An Emery Worldwide Airlines cargo jet sits on the tarmac August 14, 2001 at Chicago''s O''Hare ... More International Airport. (Photo by) After serving 10 years in the Air Force and completing graduate school, I joined Emery Air Freight Corporation as a Vice President in 1981. Emery was the leader in air freight and particularly for heavy items, especially those that were needed for industrial purposes. Emery carried everything from heavy machine parts to steam shovel teeth. The margins in the business were highly attractive When a factory line is down for want of a critical part, the price of transit is trivial compare to the cost of lost production. Emery's business was not just national like Federal Express at the time, but global. The reason for this was that it utilized the belly cargo of airliners as well as dedicated freighters operated by the likes of Flying Tigers. It also had a highly profitable customs brokerage capability that could shepherd international shipments through the intricacies of foreign duties and regulations. John C. Emery, Sr. had served in the US Navy during World War II as a logistics officer where he learned the ropes of utilizing the airlines to forward time sensitive cargo. Following the war, in 1946, he formed Emery Air Freight and was the first air freight forwarder to apply for a license from the Civil Aeronautics Board as a common carrier. This designation meant that Emery would provide services to the general public, as opposed to more limited contract carriers, and was vigorously opposed by the US airlines. Nevertheless, the license was granted in 1948. Emery built up the services needed on the origin and destination sides of the carriage transaction. Instead of a customer needing to contract directly with the airlines to utilize their cargo services, Emery would pick up the item, convey it to the airport, utilize Emery's contracted cargo capacity, retrieve the item at the destination and deliver it to the end customer. By 1966, five years before the founding of Federal Express, Emery had 60 domestic US offices and 30 internationally. It managed 40% of the cargo handled by US air freight forwarders and accounted for two thirds of their earnings according to a New York Times article in that year. John Emery, Senior died in 1969 and his son became CEO. Suddenly sitting atop the industry leader, John, Junior regarded Fred Smith with a combination of amusement, disdain or pity. There were multiple instances where Emery would deliver Federal Express packages to Federal Express customers when their planes or systems had broken down. In those early days when Smith was hitting the blackjack tables, Emery could have easily put Federal Express out of business. However, Smith was playing a different game. Smith owned its fleet of aircraft and was not dependent upon airline schedules or performance for transit. Although such an 'integrated system' was substantially more expensive, Federal Express had managed to survive its early years due in part to the acquiescence of competitors like Emery. Eventually, Federal Express capitalized on this capability by introducing the now famous slogan of 'When it absolutely, positively has to be there overnight.' In 1983, when I left Emery for McKinsey & Co., Federal Express had overtaken Emery in revenues, and the value of an integrated air and ground fleet was apparent. Emery had followed suit with their own fleet of 24 aircraft and a hub in Dayton, The company could easily have prospered by maintaining its focus on heavyweight freight as Federal Express could not handle anything above 70 pounds and UPS was yet to enter the field. But the same complacent attitude that had allowed Federal Express to survive in the early years led Emery to attempt to copy the now burgeoning upstart. Emery carried overnight letters like Federal Express even though it lost money on every envelope. Emery's system was tuned for heavier shipments that were largely business t0 business and not office or residential. After an unsuccessful acquisition of Purolator Courier a few years later, Emery was sold to Consolidated Freightways and now exists as a division of UPS. The story of a founder's son losing the family business is a common one. However in this case it allowed an entire new industry to arise, changing the way business is done around the world and providing the platform for Amazon and e-commerce in general to prosper. Years later, while leading the Global Aerospace and Defense Practice of McKinsey, I had the occasion to meet and serve Fred. I considered it a great Air Freight Air freight industry heavyweight, envelopes 727 hub Dayton one price Amazon railroad pricing


Times
26-06-2025
- Business
- Times
Fred Smith obituary: billionaire founder of FedEx
Fred Smith was near the end of his junior, or third, year at Yale in 1965 when he dashed off an essay proposing a 'hub-and-spoke' system for parcel delivery. His plan involved collecting parcels from local depots and transporting them to a central hub for overnight sorting before delivering them to their destination the following day. 'If a hospital in Texas needs a heart valve tomorrow, it needs it tomorrow,' he said, recalling a time when American parcel deliveries routinely took days or even weeks. The idea was not original. 'It had been done in transportation before: the Indian post office, the French post office. American Airlines had tried a system like that shortly after the Second World War,' he said. However, his professors were lukewarm and supposedly awarded his paper a C grade, although the essay itself was lost and its author later claimed not to remember the details. Smith turned his paper into Federal Express, making its headquarters in the centrally located city of Memphis, Tennessee. On the first night of operations, April 17, 1973, the company shipped 86 packages to 25 US cities using 14 Dassault Falcon 20 jets, one of which, called Wendy, is now at the Smithsonian National Air and Space Museum in Washington. It was far from an overnight success, quickly burning through investors' money. An oft-told tale is that Smith once flew to Las Vegas to gamble the company's last $5,000 on blackjack and won $27,000, enough to cover that week's fuel bill. Air crew were asked to delay cashing their pay cheques; one courier in Cleveland pawned his watch to pay an aircraft fuel bill; and a pilot in Indianapolis paid for his hotel room with a personal credit card. Under the mantra 'People, Service, Profit', Federal Express grew steadily, expanding more rapidly after the deregulation of US air cargo in 1977. The following year it adopted the advertising slogan 'Absolutely Positively Overnight', a phrase that has passed into popular parlance and is the title of a 1988 unofficial history of the company. In 1983 it became the first US company to achieve a $1 billion turnover within a decade without mergers or acquisitions. Three years later it landed in Britain, buying Lex Wilkinson, the domestic parcels carrier, and set up a base in Nuneaton, Warwickshire. By 1989 Federal Express was second only to Royal Mail in terms of volume of packages carried. Today FedEx, as the business was rebranded in 1994, is so synonymous with logistics that the name has become a verb, as customers 'fedex' more than 17 million parcels a day to 220 countries and territories. The company boasts of its role in delivering ancient Egyptian artefacts, parts salvaged from the Titanic and the first Covid-19 vaccines in 2021. Although Smith lobbied hard for President Trump's first-term corporate tax cuts, which reduced FedEx's tax bill from $1.5 billion to zero, he did not see eye to eye with the president on international trade. 'An increasing percentage of manufactured goods are high value-added and technology products and these tend to be easy to transport,' he once told The Daily Telegraph. 'Because of that, globalisation continues inexorable. My guess is that the vast majority of manufactured goods will cross at least one border in the future.' Frederick Wallace Smith was born in Marks, Mississippi, in 1944, the son of Sally (née West) and her husband James Smith, also known as Fred, who had made his fortune with a regional bus company that became part of the Greyhound line and the Toddle House restaurant chain, but died when Fred was four. He was raised by his mother and several uncles who 'were very good to me in terms of teaching me a few things about life'. As a child he suffered from Legg-Calvé-Perthes disease, a form of juvenile arthritis, and was forced to use crutches and watch sport from the sidelines. It cleared up by the time he was ten and, with the family having moved to Tennessee, he was educated at Memphis University School. In his teens he was a keen reader, especially of military and aviation history, and took up flying despite his mother's objections. 'You can always say if anything happens to me, I died doing what I wanted to do,' he told her. While studying economics and political science at Yale he was a member of the Skull and Bones secret society and re-established the Yale flying club, which had first been organised in the 1910s by Juan Trippe, the founder of Pan Am. He was friendly with George W Bush, a fellow student and the future president, and John Kerry, Bush's rival in the 2004 election. However, in the summer of 1963 he crashed while driving to a lake in Memphis, killing Michael Gadberry, his passenger. Charges of involuntary manslaughter were dismissed by a judge. Between 1966 and 1969 Smith served two tours of Vietnam with the US Marine Corps, on one occasion narrowly surviving a Viet Cong ambush. He received the Silver Star, Bronze Star and two Purple Hearts, but later told an interviewer: 'I got so sick of destruction and blowing things up … that I came back determined to do something more constructive.' Meanwhile, his observations of military delivery systems galvanised his belief that the world needed a reliable, overnight parcel service. 'In the military there's a tremendous amount of waste,' he explained. 'The supplies were sort of pushed forward, like you push food on to a table. And invariably all the supplies were in the wrong place for where they were needed.' In 1969, he married Linda Grisham, his high-school girlfriend. The marriage was dissolved in 1977 and in 2006 he married Diane Avis, his long-term partner, who survives him. He had two children from his first marriage and eight from his second. They include Windland, known as Wendy, a photographer who predeceased him; Molly, a film producer who worked for Alcon, a film company in which he invested; Arthur, a former head coach of the Atlanta Falcons, an American football team; and Richard, an executive at FedEx. On demobilisation Smith joined his stepfather, a retired air force colonel called Fred Hook, at Arkansas Aviation Sales, a struggling operation providing services for visiting aircraft at Adams Field airport (now known as the Clinton national airport) in Little Rock, Arkansas. He used an inheritance from his father to buy out Hook and moved into private jet maintenance and sales, but quickly grew disenchanted with the unscrupulous characters in aircraft brokerage. His thoughts turned to transporting cheques between clearing banks, a notoriously slow and inefficient process. The plan was to collect cheques every day from regional branches of the Federal Reserve Bank, fly them to a central hub for processing and dispatch the sorted bundles to the correct branch the following morning. Because his only client was the Federal Reserve he named his fledgling business Federal Express, but the bank pulled out at the last minute and he turned his attention instead to parcels. The business was just taking off when Fredette Smith Eagle and Laura Ann Patterson, half-sisters from one of his father's previous three marriages, brought legal action alleging that he had sold shares from the family's trust fund at a loss of $14 million. He was also accused of forging documents to obtain a $2 million bank loan. However, on the night that he was indicted on the federal forgery charge he was involved in a fatal hit-and-run accident involving George Sturghill, a car-park attendant. Once again, the driving charges were quietly dropped. Meanwhile, he secured an acquittal in the federal case and in 1979 reached a settlement with his half-sisters. Trouble also emerged from Smith's refusal to accept unionisation. He stood his ground when pilots threatened to strike, isolating their leadership and arousing the fears of its members, some of whom declared 'I've got purple blood', a reference to the company's corporate colours. FedEx also suffered difficulties with Zapmail, a loss-making business that involved faxes being sent to a local hub for onward delivery before the widespread use of fax machines in homes and offices, and its acquisition of the rival Flying Tiger Line. Yet its annual income continued to grow, reaching $7.7 billion in 1991 and $87.7 billion in 2024. After Bush's victory over Al Gore in the 2000 presidential election Smith was considered for the post of defence secretary, but withdrew on health grounds and the position went instead to Donald Rumsfeld. He declined the post again in 2006 to spend time with his terminally ill daughter. In 2008 he co-chaired John McCain's presidential campaign and a decade later was a pallbearer at McCain's funeral. Smith, who was sometimes described as the biggest celebrity in Memphis since Elvis Presley, played himself in the disaster-survival film Cast Away (2000), welcoming home Tom Hanks's Chuck Noland, a FedEx employee stranded on a tropical island after a cargo aircraft crashed. The scene was filmed at FedEx's home facilities in Memphis. Meanwhile, the company and its founder were the subject of countless business school case studies and several books, including Overnight Success: Federal Express and Frederick Smith, Its Renegade Creator (1993) by Vance Trimble and Changing How the World Does Business (2006) by Roger Frock. However, Smith, who according to Forbes was worth $5.3 billion, had a straightforward explanation for the success of FedEx, telling interviewers: 'It was just like Pogo the Possum [a postwar US comic-strip character] said, 'If you want to be a great leader, find a big parade and run in front of it.'' Fred Smith, founder of FedEx, was born on August 11, 1944. He died from natural causes on June 21, 2025, aged 80
Yahoo
26-06-2025
- Business
- Yahoo
City leaders offer condolences following Fred Smith's death
MEMPHIS, Tenn. — Community leaders, lawmakers and organizations are reacting after Memphis-based FedEx Founder, Fred Smith, passed away. The 80-year-old founded Federal Express in the 1970s, making it a global shipping giant. 'He was genuinely a good guy and had a big impact on Memphis, a big impact on me,' Fred Jones Jr. said. Jones, who leads the Southern Heritage Classic, said the impact Fred Smith had on Memphis will continue for generations. He said while the shipping giant helped put Memphis on the world stage, Jones remembers Smith as a humble man, citing the moment he was able to secure Smith as a guest speaker back in the early 2000s. FedEx founder Fred Smith dies, sources confirm 'We had a long conversation about what he was going to talk about, and for somebody who had that kind of influence when he came to the event – he was just a regular guy,' Jones said. Smith was a student at Yale back in the 1960s when he wrote a term paper calling for a better way to ship time-sensitive material. After serving two tours of duty in Vietnam, the Marine Corps veteran would go on to start Federal Express, which launched its operation here in the Bluff City back in 1973. 'Trade is what's made America great over the years. About 27 percent of our entire economy is related to trade, either imports or exports,' Smith said back in 2017. 'The average American family benefits to the tune of about $13,000 in lower-priced goods than would otherwise be the case.' After the news of Smith's passing, several state lawmakers took to social media to offer their condolences. Congressman Steve Cohen said in a post on X, 'Memphis has lost its most important citizen.' 'Toxic Tour' highlights efforts to clean polluted areas in North Memphis Across the aisle, Senator Marsha Blackburn said in part, 'As the founder of FedEx, his leadership and innovation transformed global commerce, and he will be remembered for his relentless drive, patriotism, and commitment to service. His legacy will endure not only through the company he built but through the countless lives he touched.' Outside of giving back, Smith has had an influence in other organizations like the Memphis Zoo, which said Smith helped with expanding exhibits and 'championed animal care, education and community connection.' The University of Memphis also reacted, praising Smith for his work in higher education. Its statement reads in part, 'Through the learning inspired by [the] FedEx [life] program, Fred Smith gave his employees the opportunity to acquire college degrees at the UofM.' Fred Jones said that Smith's story is a great inspiration for younger generations. 'My advice to young people is that you have these ideas, but you stay with it,' Jones said. 'Work with it because you never know the impact it's going to have.' Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.

Yahoo
25-06-2025
- Business
- Yahoo
Fred Smith Was Told By Yale Professor That His Overnight-Delivery Idea Would Only Earn Him A 'C' — The FedEx Founder Turned It Into A $54 Billion Logistics Giant
Frederick W. "Fred" Smith, whose Yale term paper sketching a coast-to-coast overnight-delivery network drew only a "C," used the same blueprint six years later to launch Federal Express (NYSE:FDX), upending global logistics and making him a billionaire. Smith died Saturday, June 21, in Memphis at 80, the company confirmed. What Happened: According to a report from 2008 by Entrepreneur, in 1965, the 21-year-old economics major proposed routing time-sensitive packages through a single, jet-served sorting hub rather than relying on passenger airlines. His professor, scrawled a now-famous note, "The concept is interesting and well-formed, but in order to earn better than a 'C,' the idea must be feasible." Don't Miss: Maker of the $60,000 foldable home has 3 factory buildings, 600+ houses built, and big plans to solve housing — this is your last chance to become an investor for $0.80 per share. Peter Thiel turned $1,700 into $5 billion—now accredited investors are eyeing this software company with similar breakout potential. Learn how you can invest with $1,000 at just $0.30/share. After a Marine tour in Vietnam, Smith tapped a $4 million inheritance and raised $91 million more to prove the professor wrong, incorporating Federal Express in 1971 and launching service from Memphis two years later. By the time he retired as CEO in 2022, FedEx flew the world's largest all-cargo jet fleet and handled nine million parcels a day. Historians say the anecdote shows how academic skepticism spurred one of the 20th century's biggest business innovations. Smith often used the story to encourage entrepreneurs to ignore early naysayers. "Feasibility is sometimes a matter of capital and will," he told Yale graduates in 2008 when the university awarded him an honorary doctorate. Why It Matters: Fred Smith turned Yale's "C" on his overnight-delivery paper into FedEx's hub-and-spoke empire, much like Bill Gates parlayed a Harvard dropout slip into Microsoft (NASDAQ:MSFT) after a professor admitted he "wasn't surprised" but wishes he had invested early. Tesla Inc. (NASDAQ:TSLA) CEO Elon Musk similarly walked away from Stanford's Ph.D. program after two days and later sold Zip2 for $307 million, proof that academic exit ramps can lead to billion-dollar roads. Virgin Galactic Holdings Inc. (NYSE:SPCE) founder Richard Branson nearly failed out of school, left at 16 and built Virgin Group's 400-company portfolio, while Mark Zuckerberg insists a "reckoning" over degrees is coming, even though dropping out powered Facebook's ascent. Each story echoes Smith's in some way; it shows how classroom doubt supplied the spark, but relentless execution turned low grades into legendary brands. Read Next: Invest early in CancerVax's breakthrough tech aiming to disrupt a $231B market. Back a bold new approach to cancer treatment with high-growth potential. If there was a new fund backed by Jeff Bezos offering a 7-9% target yield with monthly dividends would you invest in it? Photo Courtesy: logoboom on Up Next: Transform your trading with Benzinga Edge's one-of-a-kind market trade ideas and tools. Click now to access unique insights that can set you ahead in today's competitive market. Get the latest stock analysis from Benzinga? This article Fred Smith Was Told By Yale Professor That His Overnight-Delivery Idea Would Only Earn Him A 'C' — The FedEx Founder Turned It Into A $54 Billion Logistics Giant originally appeared on Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
25-06-2025
- Business
- Yahoo
FedEx Shares Down Almost 6% Despite Q4 Earnings & Revenues Beat
Shares of FedEx Corporation FDX have lost 5.96% in after-market trading on June 24, 2025. The downside came on the back of the statement given by Raj Subramaniam, FDX's president and chief executive officer, on the company's earnings call. He stated, 'The global demand environment remains volatile. We're staying close to our customers to help them plan and adapt as they navigate trade policy changes.' Citing uncertainty surrounding U.S. trade policies, especially with regard to China, FDX did not unveil any earnings and revenue predictions for the full year. This too displeased investors, resulting in the stock sliding despite reporting solid fourth-quarter fiscal 2025 (ended May 31, 2025) results. FDX's earnings and revenues surpassed the Zacks Consensus Estimate in the quarter. Quarterly earnings (excluding 81 cents from non-recurring items) of $6.07 per share beat the Zacks Consensus Estimate of $5.93 as well as improved 12.2% year over year. Share repurchases boosted fourth quarter earnings by 28 cents per share. Revenues of $22.2 billion came ahead of the Zacks Consensus Estimate of $21.7 billion and improved 0.5% from the year-ago fiscal quarter's reported figure. Quarterly results benefited from cost reduction benefits from the DRIVE program initiatives, higher volume at Federal Express and higher base yield at each transportation segment. Operating income, on a reported basis, increased 15% to $1.79 billion from the year-ago fiscal quarter's reported number. Operating margin rose to 8.1% from 7% in the year-ago reported quarter. Operating income and margin improved in the fiscal fourth quarter, as the company achieved its DRIVE structural cost reduction targets. Operating expenses (reported basis) decreased by 1% to $20.4 billion. FedEx Corporation price-consensus-eps-surprise-chart | FedEx Corporation Quote Raj Subramaniam, FDX president and chief executive officer, stated, 'I am proud of the FedEx team for a solid finish to the fiscal year, delivering excellent service for our customers while achieving our structural cost reduction target, in the face of ongoing headwinds. We will continue to leverage the unique scale and flexibility of our global network to support our customers as the demand environment evolves. Looking ahead, I'm confident that our transformation initiatives, which are focused on integrating our networks and further reducing our cost-to-serve, will create meaningful long-term value.' Federal Express and FedEx Freight now represent the company's major service lines and constitute its reportable segments. Further, the results of FedEx Custom Critical are now included in the FedEx Freight segment instead of the Federal Express segment. FedEx Express segment's revenues grew 1% year over year to $18.9 billion. The Federal Express segment was aided by cost reduction benefits from DRIVE, increased U.S. and international export volume, and higher base yield. These factors were partially offset by higher purchased transportation and wage rates, one fewer operating day, and the expiration of the U.S. Postal Service contract. Our estimate is pegged at $18.1 billion. FedEx Freight revenues fell 4% from the year-ago fiscal quarter's reported figure to $2.29 billion (in line with our model estimate figure). The FedEx Freight segment was hurt by lower fuel surcharges, reduced weight per shipment, higher healthcare costs, increased wage rates and one fewer operating day. These factors were partially offset by higher base yield and a $33 million gain on the sale of a facility. Average daily shipments fell 1% year over year. Capital expenditures for the reported quarter came in at $1.47 billion. FedEx exited fourth-quarter fiscal 2025 with cash and cash equivalents of $5.50 billion compared with $5.13 billion at the end of the prior quarter. Long-term debt (less current portion) was $19.1 billion compared with $19.5 billion at the end of the prior quarter. During fiscal 2025, FDX returned almost $4.3 billion to shareholders, which includes $3 billion of share repurchases (above the original $2.5 billion stock repurchase plan) and $1.3 billion of dividend payments. Repurchases during fiscal 2025 totaled almost 10.9 million shares or 4.5% of the shares outstanding at the beginning of the year. As of May 31, 2025, FDX had $2.1 billion available for repurchases under its 2024 stock repurchase authorization. For the first quarter of fiscal 2026, FedEx expects revenue growth in the range of flat to 2% rate on a year-over-year basis. Effective tax rate (ETR) is estimated around 25%. Diluted earnings per share (EPS) are anticipated between $2.90 and $3.50, and after excluding costs related to business optimization initiatives and the planned spin-off of FedEx Freight, EPS is expected between $3.40 and $4.00. For full-year fiscal 2026, FedEx anticipates permanent cost reductions of $1 billion from the DRIVE and Network 2.0 transformation programs. Pension contributions are now expected to be up to $600 million, compared with $800 million in fiscal 2025. FDX anticipates capital spending of $4.5 billion, prioritizing investments in network optimization and efficiency improvement, which includes fleet and facility modernization and automation. For fiscal 2026, FedEx stays focused on rewarding its shareholders, including the previously announced 5% dividend hike (28 cents per share), which translates to $5.80 annualized per share. The company also aims to continue a robust share repurchase program. FedEx currently carries a Zacks Rank #3 (Hold). You can see the complete list of today's Zacks #1 Rank (Strong Buy) stocks here. United Parcel Service, Inc. (UPS) reported first-quarter 2025 earnings (excluding 9 cents per share) of $1.49, which beat the Zacks Consensus Estimate of $1.44 and improved 4.2% year over year. Revenues of $21.5 billion surpassed the Zacks Consensus Estimate of $21.1 billion but decreased 0.7% year over year. GXO Logistics (GXO) reported solid first-quarter 2025 results, wherein both earnings and revenues surpassed the Zacks Consensus Estimate. Quarterly earnings of 29 cents per share beat the Zacks Consensus Estimate of 26 cents but declined year over year. Revenues of $2.97 billion outpaced the consensus mark of $2.91 billion as well as improved year over year. Want the latest recommendations from Zacks Investment Research? Today, you can download 7 Best Stocks for the Next 30 Days. Click to get this free report United Parcel Service, Inc. (UPS) : Free Stock Analysis Report FedEx Corporation (FDX) : Free Stock Analysis Report GXO Logistics, Inc. (GXO) : Free Stock Analysis Report This article originally published on Zacks Investment Research ( Zacks Investment Research Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data