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."
Container traffic is finally back to typical levels at the port of Montreal, two months after dockworkers returned to work following a strike, port officials said Thursday.
Today that arbitration continues as the two sides work to forge a new contract. And port leaders with the Maritime Employers Association (MEA) are reminding workers represented by the Canadian Union of Public Employees (CUPE) that the CIRB decision “rules out any pressure tactics affecting operations until the next collective agreement expires.”
The Port of Montreal alone said it had to manage a backlog of about 13,350 twenty-foot equivalent units (TEUs) on the ground, as well as 28,000 feet of freight cars headed for export.
Port leaders this week said they had now completed that task. “Two months after operations fully resumed at the Port of Montreal, as directed by the Canada Industrial Relations Board, the Montreal Port Authority (MPA) is pleased to announce that all port activities are now completely back to normal. Both the impact of the labour dispute and the subsequent resumption of activities required concerted efforts on the part of all port partners to get things back to normal as quickly as possible, even over the holiday season,” the port said in a release.
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.