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<blockquote data-quote="The Other Side" data-source="post: 873112" data-attributes="member: 17969"><p>BEENTHERE*MISSED THAT,</p><p></p><p>Somehow, you missed the point of the shoes. The point was "reliability and service" and not the sale. You said you "buy" quality shoes but look for sales. The same with UPS, customers look for SERVICE and QUALITY and will consider pricing, but that isnt the focus of the sale, its the CONTRACT. Just as you wouldnt wear some cheaper imitation leather shoe because of the pricing, customers wont select FDX ground for the reality of Quality and Reliability.</p><p></p><p>I find it odd, that you dont address ONE SINGLE operational point that I make and avoid them at all costs. While this is typical for a management person, its makes my larger point that management doesnt have the answers.</p><p></p><p>I spoke about serious operational issues at UPS and how they "directly" affect the diversion of packages to other carriers and you fail to counter with anything that shows that "YOU" as a part of management have a plan to fix the daily operational failures.</p><p></p><p>Why is it that management fails to accept that "they" are failing the operation and causing the loss of daily volume? I would like to hear you admit that what I spoke of are legitimate issues and need to be corrected if we are going to protect volume.</p><p></p><p>The only "nerve" that you have hit with me, is the same one that I face everyday with excuse makers. </p><p></p><p>FEDEX is on the street long before we are, and that isnt a success story for FEDEX, its a failure story for UPS. Thats a fact.</p><p></p><p>To you, rates is the only motivator. but this demonstrates that you are clueless to the overall reason why customers leave UPS. The leaving of customers is cyclical, as those customers who tired of us showing up late or not at all go to FEDEX and find that they are just as bad or they experience the wonder of the FEDEX truck breaking down and having to wait for the INDY driver having to go rent a RYDER van to make his service for the day.</p><p></p><p>UPS appears to be satisfied with watching pennies as the dollar bills fly out the window. That is the IE department. I agree, cuts are necessary, but those cuts should come in the form of reducing "redundancy" in its management ranks. Get rid of the center managers, get rid of half the on road sups, get rid of the "special assignment" sups and replace them with hourly directors.</p><p></p><p>How do you think customers feel when there packages dont show up on the scheduled day because they were left in building because preload blew apart in the am or that there package is on the wrong truck in the wrong city for the day? This happens hundreds of times a day, every week, every month.</p><p></p><p>IN our hub, our centers "average" off area undeliverable package rate is 100 per center. Do the math, thats 400 packages a day (4 centers) x 4=1600 a month x 12=19200 a year. Lets round that off to 20000 pkgs a year. How do you think (over time) that customers opinions of our service "rates?" Do you think this should happen? Do you think this hurts our reputation as a service provider?</p><p></p><p>FEDEX has done what we are not doing, and thats placing more trucks on the road. AIR, GROUND, HOME DELIVERY. We are placing less trucks on the road. Now I know youre going to suggest that INDY drivers get paid less than we do (and I realize that) but I make 47.75 and hour after 8 hours and how much is that costing UPS when I work until 9pm? Now multiply that by 90.</p><p></p><p>In the days of production, our cars only had enough stops to make it until the start of the pickup string, that way no service is compromised. Today, at 6 pm after I drop my NDA to the relay with the entire cities drivers, I am still holding 65 to 75 stops. At 15 stops an hour in the dark, thats 5 hours worth of work when its 75 stops. Now, from 6pm to 9pm is only 3 hours and I have 5 hours worth of work, how many drivers will it take at 47.75 an hour will it take to complete my day?</p><p></p><p>Let me help you, its 143.25 in excess overtime for each driver who assists me. That will take 2 drivers plus me or an extra $429.75 for the day. If UPS just ran ONE more route for the day, it would have cost UPS to deliver the same work : TAADAAA =$256.00</p><p></p><p>One more car would have relieved the area and got us off the clock before it started costing UPS tons of money in operational delays, but UPS doesnt see it that way.</p><p></p><p>I would appreciate if you responded to the operational issues Ive spoken to you about in three posts now, and offer some insight into your thoughts on those issues and how you "feel" they effect UPS and the diversion of packages.</p><p></p><p>If you run away, then Ill know you dont understand how the daily operation is running.</p><p></p><p>Peace.</p></blockquote><p></p>
[QUOTE="The Other Side, post: 873112, member: 17969"] BEENTHERE*MISSED THAT, Somehow, you missed the point of the shoes. The point was "reliability and service" and not the sale. You said you "buy" quality shoes but look for sales. The same with UPS, customers look for SERVICE and QUALITY and will consider pricing, but that isnt the focus of the sale, its the CONTRACT. Just as you wouldnt wear some cheaper imitation leather shoe because of the pricing, customers wont select FDX ground for the reality of Quality and Reliability. I find it odd, that you dont address ONE SINGLE operational point that I make and avoid them at all costs. While this is typical for a management person, its makes my larger point that management doesnt have the answers. I spoke about serious operational issues at UPS and how they "directly" affect the diversion of packages to other carriers and you fail to counter with anything that shows that "YOU" as a part of management have a plan to fix the daily operational failures. Why is it that management fails to accept that "they" are failing the operation and causing the loss of daily volume? I would like to hear you admit that what I spoke of are legitimate issues and need to be corrected if we are going to protect volume. The only "nerve" that you have hit with me, is the same one that I face everyday with excuse makers. FEDEX is on the street long before we are, and that isnt a success story for FEDEX, its a failure story for UPS. Thats a fact. To you, rates is the only motivator. but this demonstrates that you are clueless to the overall reason why customers leave UPS. The leaving of customers is cyclical, as those customers who tired of us showing up late or not at all go to FEDEX and find that they are just as bad or they experience the wonder of the FEDEX truck breaking down and having to wait for the INDY driver having to go rent a RYDER van to make his service for the day. UPS appears to be satisfied with watching pennies as the dollar bills fly out the window. That is the IE department. I agree, cuts are necessary, but those cuts should come in the form of reducing "redundancy" in its management ranks. Get rid of the center managers, get rid of half the on road sups, get rid of the "special assignment" sups and replace them with hourly directors. How do you think customers feel when there packages dont show up on the scheduled day because they were left in building because preload blew apart in the am or that there package is on the wrong truck in the wrong city for the day? This happens hundreds of times a day, every week, every month. IN our hub, our centers "average" off area undeliverable package rate is 100 per center. Do the math, thats 400 packages a day (4 centers) x 4=1600 a month x 12=19200 a year. Lets round that off to 20000 pkgs a year. How do you think (over time) that customers opinions of our service "rates?" Do you think this should happen? Do you think this hurts our reputation as a service provider? FEDEX has done what we are not doing, and thats placing more trucks on the road. AIR, GROUND, HOME DELIVERY. We are placing less trucks on the road. Now I know youre going to suggest that INDY drivers get paid less than we do (and I realize that) but I make 47.75 and hour after 8 hours and how much is that costing UPS when I work until 9pm? Now multiply that by 90. In the days of production, our cars only had enough stops to make it until the start of the pickup string, that way no service is compromised. Today, at 6 pm after I drop my NDA to the relay with the entire cities drivers, I am still holding 65 to 75 stops. At 15 stops an hour in the dark, thats 5 hours worth of work when its 75 stops. Now, from 6pm to 9pm is only 3 hours and I have 5 hours worth of work, how many drivers will it take at 47.75 an hour will it take to complete my day? Let me help you, its 143.25 in excess overtime for each driver who assists me. That will take 2 drivers plus me or an extra $429.75 for the day. If UPS just ran ONE more route for the day, it would have cost UPS to deliver the same work : TAADAAA =$256.00 One more car would have relieved the area and got us off the clock before it started costing UPS tons of money in operational delays, but UPS doesnt see it that way. I would appreciate if you responded to the operational issues Ive spoken to you about in three posts now, and offer some insight into your thoughts on those issues and how you "feel" they effect UPS and the diversion of packages. If you run away, then Ill know you dont understand how the daily operation is running. Peace. [/QUOTE]
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