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2 tier pay system, easy 100 or not?
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<blockquote data-quote="brownIEman" data-source="post: 1001704" data-attributes="member: 14596"><p>You cannot run a mult-ibillion dollar company in a vacuum based on single incidents. How many fewer mirrors are being broken since your division or district started to give a crap at all about them? If it is 80 fewer across the district, guess what? The money spent on this instance is paid for and the rest are gravy.</p><p></p><p>How much money is telematics saving the company? $800 is chump change compared to being able to pull up a report, print it, and ask a driver why it took him 20 minutes to get from one stop to the next when they are less than 1/4 mile apart and he was not on break or lunch? I know that you know that cannot be used for discipline. Does not need to be. Just asking the question has the effect of reducing over allowed to the tune of thousands of dollars a day across divisions. Seen it happen. Be indignant all you want, does not change that fact.</p><p></p><p></p><p></p><p>This company being run by incompetent upper management is making money hand over fist by following a simple business model. Pay our backbone, our service providers, more than anyone in this industry, and then beat them like a red headed step child to get more than our monies worth out of them. I can assure you, until you are willing to discuss controlling that largest of costs, these paranoid, metrics-obsessed upper management will not be interested in even discussing strengthening of 9.5 language, reducing management OJS and production initiatives (what you would call harassment), reducing SPC, etc</p><p></p><p></p><p></p><p>I don't blame you, I would feel the same way. </p><p></p><p>The fat has been and is being cut. Years ago management was moved off of the same golden health plan you enjoy, vacations now accrue throughout the year instead of all earned at the start, 1800 positions cut, peak season bonus eliminated for future partners, defined benefit pension eliminated for partners since 2008, new compensation structures that eliminates raises for many.All in the name of reducing costs to stay competitive.</p><p></p><p> FedEx still routinely is able to undercut our prices, and those customers who do leave us, overwhelmingly tell us it is due to price. </p><p></p><p>If you are good with the status quo, from a financial perspective, everything is working right now so there really is no need to discuss anything. But what happens when Fedex ground grows enough that they begin to enjoy a stop density that is on par with UPS? Then their production starts to have parity with us, but their major costs are way, way less? May never happen, or by the time it does, it may be too late.</p></blockquote><p></p>
[QUOTE="brownIEman, post: 1001704, member: 14596"] You cannot run a mult-ibillion dollar company in a vacuum based on single incidents. How many fewer mirrors are being broken since your division or district started to give a crap at all about them? If it is 80 fewer across the district, guess what? The money spent on this instance is paid for and the rest are gravy. How much money is telematics saving the company? $800 is chump change compared to being able to pull up a report, print it, and ask a driver why it took him 20 minutes to get from one stop to the next when they are less than 1/4 mile apart and he was not on break or lunch? I know that you know that cannot be used for discipline. Does not need to be. Just asking the question has the effect of reducing over allowed to the tune of thousands of dollars a day across divisions. Seen it happen. Be indignant all you want, does not change that fact. This company being run by incompetent upper management is making money hand over fist by following a simple business model. Pay our backbone, our service providers, more than anyone in this industry, and then beat them like a red headed step child to get more than our monies worth out of them. I can assure you, until you are willing to discuss controlling that largest of costs, these paranoid, metrics-obsessed upper management will not be interested in even discussing strengthening of 9.5 language, reducing management OJS and production initiatives (what you would call harassment), reducing SPC, etc I don't blame you, I would feel the same way. The fat has been and is being cut. Years ago management was moved off of the same golden health plan you enjoy, vacations now accrue throughout the year instead of all earned at the start, 1800 positions cut, peak season bonus eliminated for future partners, defined benefit pension eliminated for partners since 2008, new compensation structures that eliminates raises for many.All in the name of reducing costs to stay competitive. FedEx still routinely is able to undercut our prices, and those customers who do leave us, overwhelmingly tell us it is due to price. If you are good with the status quo, from a financial perspective, everything is working right now so there really is no need to discuss anything. But what happens when Fedex ground grows enough that they begin to enjoy a stop density that is on par with UPS? Then their production starts to have parity with us, but their major costs are way, way less? May never happen, or by the time it does, it may be too late. [/QUOTE]
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2 tier pay system, easy 100 or not?
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