Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
It began benignly enough, at least as legal matters go.
In February 2011, an immigration law firm in Alpharetta, Ga., filed a breach-of-contract suit
against FedEx Corp. and its corporate support division, FedEx Services, alleging they misclassified
commercial shipments as residential deliveries to extract higher surcharges from the firm, a FedEx shipper.
Nearly two years later, the case has broadened into a civil complaint filed under the federal Racketeer Influenced
and Corrupt Organizations Act, more commonly known as RICO. In an amended complaint filed Dec. 12, 2012, in federal
district court in Memphis, Tenn., attorneys representing the Atlanta firm and a law practice in Oakland, Calif., said
Memphis-based FedEx defrauded customers over a number of years by intentionally mis-rating tens of millions of
transactions as residential deliveries so it could collect millions of dollars in illicit overcharges.
According to the allegations, senior executives at FedEx and its Services unit did not stop the mis-rating practice
despite receiving repeated internal warnings that it had become a systemic problem.
A sales executive at FedEx Services wrote in an August 2011 e-mail obtained by plaintiffs' attorneys that
"we are choosing not to fix this issue because it is worth so much money to FedEx." The executive said he
believed the company had "methodology available to us to verify commercial addresses and [to] not charge our
customers for services that we do not perform."
The 170-page complaint also alleges that FedEx employees were encouraged to participate in the
scheme through financial incentives. In one case cited in the complaint, FedEx levied about $142,000
in residential delivery surcharges to one customer for deliveries to nonresidential addresses. A FedEx
Services employee then negotiated a $50,000 refund with the customer—which was not identified in
a copy of the filing given to DC VELOCITY. The outcome allowed FedEx to keep more than $92,000 of
the overcharges, according to the complaint.
For the work, the employee received an unspecified cash bonus and the company's "Bravo Zulu" award,
a name taken from the Naval signal conveyed by flag-hoist or voice radio meaning "well done," according
to the complaint.
Steven J. Rosenwasser, an Atlanta attorney representing the two plaintiffs, said FedEx employed
various tactics to implement the overcharge scheme. For example, prior to 2012 the company had a
policy of assessing the higher residential delivery charge on a shipment marked "residential," even
if the driver making the delivery concluded that it went to a nonresidential address, according to
Rosenwasser. However, if a customer indicated that a delivery location was not residential and the
delivery still went to a residence, the customer's initial designation would be overridden and the
residential delivery surcharge would be imposed, he said.
"FedEx followed its courier's designations only when it resulted in the imposition of a residential
delivery charge but not when it would cause the removal of an improper overcharge," Rosenwasser said.
Because FedEx is not required to produce documents that existed before August 2008, it is impossible to know for
certain how far back the alleged practice stretched, Rosenwasser said. Yet in one of the August 2011 e-mails, the
FedEx Services sales executive said the issue had been "brought to the attention of many people over the past
five or six years," a suggestion that it was going on before 2008.
Rosenwasser said he doesn't know if the alleged practice is still going on. Attorneys may get more
clarity during the on-going "discovery" process, he added.
FedEx declined requests for an interview and had no comment other than an e-mailed statement from Sally
Davenport, a company spokesperson. "We value our relationships with our customers, and these relationships are
at the core of all we do," said Davenport.
Davenport added that the documents that were made part of the record in mid-December "do not tell
the entire story of this case," and that the company "will continue to defend these allegations in a
court of law and not the media." Customers with billing complaints can seek refunds through FedEx, she said.
For FedEx, the case is an unwelcome distraction as it works on an
extensive revamp of its flagship FedEx Express air and international division, an initiative expected
to reap $1.65 billion in annual savings over the next two to three years.
A parcel industry source said FedEx is likely to settle the case out-of-court rather than deal with
the continued fallout from the release of additional potentially damaging documents. Rosenwasser declined
comment on whether there have been discussions to that effect.
The attorney said a motion would be filed in the spring seeking class action status for a multitude of shippers
allegedly harmed by the actions. He surmised the case impacts shippers of all stripes shipping from commercial and
industrial origins.
If a civil action under RICO is successful, a plaintiff can collect so-called "treble damages," defined as
damages tripling the amount of actual or compensatory damages.
Rosenwasser said plaintiffs' attorneys amended the complaint after becoming convinced
that the misclassifications were not accidents that had been overlooked, but were a deliberate
pattern of behavior that the company made no effort to halt.
THE SURCHARGE PHENOMENON
The dispute revolves around a band of surcharges imposed by FedEx on
residential and commercial deliveries. The surcharge tab escalates as
the deliveries are deemed to be more difficult and costly for the company
to make. The surcharges on hard-to-reach residential locations can be as
much as $1 more per shipment than the comparable commercial surcharge.
The delivery surcharges are just one of dozens of so-called accessorial fees that carriers
tack on to the base rate to compensate them for a range of services beyond the pickup and delivery.
The most well-known accessorial fee is a "fuel surcharge" levied to offset rising jet and diesel fuel costs.
Over the years, "accessorials" have become a larger part of a shipper's overall bill. Many chafe at the rising
number of accessorials and their increased cost but continue to pay them. For example, in 2013 FedEx will bill
shippers a basic $3.20 per-shipment surcharge for each residential delivery shipped by air and $2.80 for a
residential shipment laded for ground delivery, according to Shipware LLC, a San Diego-based parcel consultancy.
In 2012, those surcharges were $3 and $2.55, respectively, for air and ground services, according to Shipware.
Misclassifying delivery surcharges has a ripple effect on shippers because it also triggers the prevailing fuel
surcharge on a more expensive delivery fee, parcel consultants said.
Carriers contend that surcharges cover a variety of value-added services that must be paid for and
that many of these functions are performed to correct avoidable mistakes made by shippers. Parcel
consultants note that FedEx and archrival UPS Inc. discount those fees for high-volume customers.
Parcel consultants—many of whom are former carrier executives and make a good living advising shippers on
how to deal with rate, service, and accessorial issues—say the carriers admit that they make mistakes, that
real-time information is available for shippers to audit, and that refunds will be made for legitimate overcharges.
Shippers can get refunds if they bring solid evidence and push hard enough, according to the consultants. However,
many lack the time or expertise to pursue them, they say.
"Few shippers do the investigations and questioning," said Jerry Hempstead, a former top parcel
sales executive and now head of an Orlando-based consultancy bearing his name.
AN ART FORM
The application of surcharges is mostly an art form. As a general rule, the shipper is responsible
for determining if a delivery is bound for a residential or commercial address. However, many shippers
enter incorrect information, or are confused as to whether a destination is residential or commercial.
Parcel consultants say many high-volume shippers tender everything as a commercial delivery knowing some
shipments will ultimately be re-rated to a residential classification.
The driver makes deliveries based on the addresses shown on the package labels. If the delivery is to a residence,
the driver checks a box marked "residential" on a handheld device. That action effectively overrides any commercial
designation made at the time of manifesting and triggers a re-rate to a residential classification.
By checking the "residential" box on their devices, drivers are allowed to leave the package without a signature
unless one was already required. Shipments delivered to a commercial address require a signature. FedEx and UPS often
leave the ultimate application of delivery surcharges to the driver's discretion.
Both parcel giants receive customer complaints about overcharges relating to delivery misclassifications. However,
a long-time parcel executive said there are fewer complaints directed at UPS because it is more proactive in adjusting
the rate from residential to commercial when the situation warrants. UPS will reverse the charges on about eight out of
10 complaints, according to the executive. At FedEx, the ratio is one or two reversals for every 10 complaints, the
executive said.
Hempstead of Hempstead Consulting believes that FedEx prizes its hard-won reputation for quality and integrity too
highly to let this issue go unaddressed. "In the end, I believe this suit will result in a more accurate billing process,"
Hempstead said.
He added that FedEx will "get focused, put a Six Sigma team together, do root-cause analysis, and they will
quickly put this issue behind them."
For those inside FedEx who sensed the coming storm well before it hit, the issue can't be in the
rearview mirror soon enough. In one of the August 2011 e-mails, the FedEx Services sales executive
complained that he repeatedly raised the issue as high up as the managing director level but
received little or no response.
The clearly frustrated executive also made a comment that today seems eerily portentous: "My
prediction is this practice is going to come back to haunt us in a very expensive way."
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."