Customer
Relationship Management United Parcel
Service
Before
correlating Customer Relationship Management United Parcel Service
let’s understand the philosophy and need of Customer Relationship
Management United Parcel Service. United Parcel Service (UPS) is the
largest express carrier in the world. In 1999, it had annual revenue
of $27.1 billion and carried over 3.25 billion packages using its
ground fleet of 149,000 vehicles and air fleet of almost 600
aircraft (UPS-owned and chartered). UPS services more than 200
countries and territories around the world including every address
in the United
States. Worldwide, UPS has 358,000 employees,
320,000 of which are in the
United
States making it the fourth largest employer in
the country.
As the largest
express carrier and package carrier in the world, UPS handles over 2
million packages a day and delivers to more than 200 countries.
Their fleet of 600 aircraft completes more than 1800 flights daily
into more than 700 domestic and international airports. They are
among the 10 largest airlines in the
world.
The routes of
Customer Relationship Management United Parcel Service are quite
deeper. The United Parcel Service has long used a customized bid
pricing system to help manage the more than 100,000 competitive bids
that it makes every year in North America. Not surprisingly, given this track record
of success, a wide variety of companies from many different
industries—ranging from telecommunications to semiconductor
manufacturing to industrial goods and freight transportation—have
invested in Pricing and Revenue Optimization.
However, in each case, successful Pricing and Revenue Optimization
requires clean, accurate, and timely data. This is where Customer
Relationship Management United Parcel Service comes
in.
UPS desires to
have a world-class tax organization. They engaged Accenture to help
them reach that goal of Customer Relationship Management United
Parcel Service. Accenture partnered with UPS to:
- Develop an
operating strategy;
- Define the
data requirements;
- Implement the
quick wins;
- Complete the
functional, technical, process and human performance designs, and
- Implement the
elements identified in the operating
strategy.
