Case Study - System Integration - 2

REAL-WORLD CASE:
SYSTEMS INTEGRATION AT UPS CORP

SOURCE: Adapted .from Aimee Desrosiers, Case Study Report, U Mass LOlllel/, 2006; Emigh, J. UPS Bolsters Online Shipment Tracking, Ziff
Davis lntel'll et, August 3, 2005; and UPS' Sutliff: Communication Key to Alignment, CIO Insight, Jan 28, 2003
In the mid- 1980s, United Parcel Service, Inc.(UPS) was struggling for market share with a relative newcomer to the
shipping industry, Federal Express (Fed Ex). After only 10 years in business, Fed Ex was emerging as a formidable
player largely due to the companys culture of embracing technology as a strategic competitive advantage in
improving efficiency and customer service. In contrast, UPS studied their processes and employed less-technical
changes (e.g., reducing physical motions in handling boxes) to shave time off their deliveries. Fed Ex started as an
airfreight company and UPS as a truck delivery company but the two increasingly desired market "shares in the
others core business.
UPS faced the typical challenges of any shipping company. They knew that shipping errors due to the wrong address
or loading the box on the wrong truck were expensive and time consuming. Errors happened frequently on systems
that required manual data entry, and multiple systems required redundant processes to utilize the data. Much of the
product UPS handles looks similar, which allows for picking errors. UPS phone-in customer service received an
overwhelming number of phone inquiries each day that required time- and cost-consuming processes to locate
approximate package status. They had also identified the Internet and integrated technology as global business
drivers of the future. It was at this time that UPS decided to invest heavily in technology to drive growth.
UPS first identified their internal competencies and assets and looked for areas that could be improved through a
Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. They found that they had an extensive
infrastructure and expertise in transportation. UPS next examined such external factors as their customers, the
emerging business marketplace, and the competition. Traditional brick and mortar and emerging e-business all had
similar requirements: integrated information and real time connectivity. Their customers desired the power to buy, sell,
and research on their own terms-not where and when business dictated. It was clear that UPS needed to bridge the
gap between physical product or services and access to electronic information.
UPS developed an action plan that would be focused on the customer and enabled by technology. They offered a new
variety of services integrated with core transportation functions to make UPS an invaluable part of the customers
business. They chose to centralize data in one of two large Datacenters (i.e., the hubs of their IT platform). Integration
is the cornerstone of UPSs success. Since going public in 1999, UPS has acquired more than 30 other companies.
They have more than 3,600 IT staff with two Datacenters in Mahwah, NJ and Atlanta, GA. UPS has more than 14
mainframes, 2,755 midrange computers, 260,000 personal computers, and 6,200 servers. According to the CIO of
UPS "We havent made [these acquisitions] to gain market share. Instead, weve made them for very strategic
(technology) reasons."Each time, UPS integrates old and new services to add value to the delivery chain.
The IT department at UPS was a critical enabler and tried to integrate the systems from a business perspective. They
installed a couple of different ERP modules from Oracle: one for the HR functions and another for financials. By
implementing the ERP UPS saved a tremendous amount of money for the goods and services purchased from
hundreds of locations around the globe. In addition, the UPS logistics network, which is very extensive, is rigorous
because it was built on well-defined technological standards. When UPS adds new applications, therefore, they fit into
the rest of their interconnected IT infrastructure, which doesnt tolerate excessive waste. UPS makes sure all new
technology fits in nicely over their architecture. In general, two factors have contributed to the successful integration of
technology at UPS: a corporate culture of open communication and a commitment to training.
UPS now integrates information from more than 60,000 Web sites with more than 7.2 million customers making online
tracking requests daily. The sophisticated UPS IT platform offers such new software as Package Flow12, which
identifies the packages that should be loaded on the delivery truck first, second and so on, so that the first deliveries
are in the rear of the truck. Another software service is Trade Direct12, which now allows retailers, dotcom sites, and
other enterprises to track the status of both small packages and large freight around the globe through a single Web-
based system. Management is also committed to training whenever new technology is introduced and to providing an
environment where all employees can contribute ideas for improvement.
From the customers standpoint systems integration translates to better services related to package shipping and
tracking that can be easily accessed from the UPS Web site, or by using software provided by UPS. If an incorrect zip
code is entered, an error message prohibits the user from continuing the process. The system provides "smart" data
(e.g., identifying rural addresses that may require extra delivery time and allowing the user to change options). It is
possible to save a database of shipping addresses to auto-fill fields for frequent receivers.
The UPS integrated system platform provides real-time communication links between packages shipped because the
tracking number, date and status are immediately recorded. A clients customer service could respond to an inquiry
instantaneously instead of having to acquire a tracking number manually from shipping, trace the package, and call
the customer back. This puts the power directly in the customers hands. UPS is the model for successful integration
for all industries.

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REAL-WORLD CASE:

SYSTEMS INTEGRATION AT UPS CORP

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