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<blockquote data-quote="browniehound" data-source="post: 622756" data-attributes="member: 4653"><p>This is more evidence supporting my argument I made in a previous post. I made the argument if it were not for the volume and stop density that UPS enjoys, the company would be driven to bankruptcy by some of its business practices at the center level. There is so much efficency built into the routes that a monkey could make money running a UPS center.</p><p> </p><p>Events like the one posted above happen in my center on most mondays of the year. They cut the split route on the preload, but then send a driver out to collect the cut stops from 7 drivers and deliver them.</p><p> </p><p>How can the company preach "saving a mile","no left hand turns" or excess idling when being penny wise with those action is negated by being pound foolish with the indesicion of how many routes to run. So UPS saves $10 in fuel with the above practices but will spend much more than that to have a driver meet 7 other drivers to collect work. </p><p> </p><p>I understand its all a numbers game, but when those numbers dont reflect reality or are not productive, then they are useless. You would think company owners (management) would do what is profitable for the stock price and not what makes their numbers look better. Isn't that the purpose of the employee stock program?</p><p> </p><p>There is another (relatively new) number that the center has to answer to. Its called packges deliver by another route. In other words, if i have to take 15 stops from another driver to keep him under 9.5 on road it hurts their numbers. </p><p> </p><p> But, if we transfer the work before the day-sort starts we can give the sup. the PAL numbers and he can change them in the computer so that those packages are delivered by the same route. What I don't get is, "it is what it is"? Yeah, you made some numbers but the same action was made that would have hurt your number, so how does this help the business? Do you follow me? Those 15 stops were still delivered by another driver even though you changed it in the computer so it was delivered by the correct driver on paper. If that isn't "cooking the books" then I don't know if it ever existed.</p><p> </p><p>Its things like these that make me shake head at the fact the company is 100 years old. Like I said, a monkey could make money if given the reins of a UPS center.</p><p> </p><p>I also believe, that if the center manager didn't have to make certain numbers and just did what was good for the business, it would be more profitable.</p></blockquote><p></p>
[QUOTE="browniehound, post: 622756, member: 4653"] This is more evidence supporting my argument I made in a previous post. I made the argument if it were not for the volume and stop density that UPS enjoys, the company would be driven to bankruptcy by some of its business practices at the center level. There is so much efficency built into the routes that a monkey could make money running a UPS center. Events like the one posted above happen in my center on most mondays of the year. They cut the split route on the preload, but then send a driver out to collect the cut stops from 7 drivers and deliver them. How can the company preach "saving a mile","no left hand turns" or excess idling when being penny wise with those action is negated by being pound foolish with the indesicion of how many routes to run. So UPS saves $10 in fuel with the above practices but will spend much more than that to have a driver meet 7 other drivers to collect work. I understand its all a numbers game, but when those numbers dont reflect reality or are not productive, then they are useless. You would think company owners (management) would do what is profitable for the stock price and not what makes their numbers look better. Isn't that the purpose of the employee stock program? There is another (relatively new) number that the center has to answer to. Its called packges deliver by another route. In other words, if i have to take 15 stops from another driver to keep him under 9.5 on road it hurts their numbers. But, if we transfer the work before the day-sort starts we can give the sup. the PAL numbers and he can change them in the computer so that those packages are delivered by the same route. What I don't get is, "it is what it is"? Yeah, you made some numbers but the same action was made that would have hurt your number, so how does this help the business? Do you follow me? Those 15 stops were still delivered by another driver even though you changed it in the computer so it was delivered by the correct driver on paper. If that isn't "cooking the books" then I don't know if it ever existed. Its things like these that make me shake head at the fact the company is 100 years old. Like I said, a monkey could make money if given the reins of a UPS center. I also believe, that if the center manager didn't have to make certain numbers and just did what was good for the business, it would be more profitable. [/QUOTE]
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