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FedEx hopes new color-coded air network will shore up profits

Purple, orange and white to be the colors in the company’s 'tri-color' initiative

FedEx Express needs profit traction (Photo: Jim Allen/FreightWaves)

FedEx Corp. announced Tuesday evening a restructuring of its FedEx Express international air network in an effort to boost its largest unit’s sagging profits amid continued macro weakness.

The tri-color initiative, as the name implies, will divide the network into three colors: Purple will focus on priority deliveries of packages. Orange will emphasize the deferred package and air freight segments, where much of the air shipment density lies, and will be handled through FedEx’s (NYSE: FDX) nonurgent sortation network.

Packages and freight moving under both colors will be serviced by the company’s air fleet, with the yellow network tied into FedEx’s ground operations, including FedEx Ground and less-than-truckload unit FedEx Freight in the U.S. The tie-in with the surface infrastructure, in the manner it is being brought to market, is a first for the company.

The third color, white, will incorporate the airlift of what will be FedEx’s air partner network.

The company has talked about this change in broad strokes before. However, it is believed to be the first time it has codified it with a brand initiative. The goal is to match the profit profiles of each international air shipment with the right delivery mechanism, executives said.

The announcement comes as the unit struggles to find its footing amid a weak macro environment that isn’t expected to improve through the remaining approximately six months of the 2024 fiscal year. In fact, the company lowered its full-year revenue forecast to what will be a single-digit decline instead of flat growth year over year.

On a non-GAAP basis, FedEx Express’ second fiscal quarter operating margin came in at 1.7%, about half the margin reported in the second quarter of fiscal 2023. The company’s overall margin for the 2024 quarter was about three times that of the Express unit. The overall margins were bolstered by a nearly 11% margin at FedEx Ground, the company’s U.S. ground network.

Express is being buffeted on multiple fronts: A global downturn in industrial production has hit demand, especially for international air freight. Budget-conscious shippers are trading down to cheaper but lower-yielding air services. Fuel and delivery surcharge revenue is down year over year. The U.S. Postal Service, a big Express customer, is diverting domestic air packages to ground from air. At the same time, it requires Express to maintain certain service requirements, which is a cost headwind for the carrier. The current contract expires Sept. 29, 2024 and FedEx executives have said there will need to be significant changes in contractual terms for FedEx to consider renewing it.

Express revenue fell 6% year over year. That, along with a 4% revenue decline at FedEx Freight, are microcosms of the stagnant macro climate the company finds itself in. For the quarter, revenue of $22.2 billion was down $600 million from the year-earlier period.

The company upped its full-year guidance for diluted earnings per share, now saying it will come in at a range of $15.35 to $16.85 per diluted share from $15.10 to $16.60 per diluted share.

Adjusted operating income rose 17% due to efficiency improvements and a more profitable revenue mix. Adjusted net income came in at $1.01 billion from $820 million.

The news at FedEx Express was not received well by the financial markets. Three hours into after-hours trading, FedEx shares were down nearly 10% from the day’s closing levels.

(An earlier version incorrectly stated that one of the colors in the FedEx Express air network was yellow. It is orange.)


  1. Jr

    It’s very simple Purple and Orange will be using FedEx airplanes, but for the last mile you’ll be the FedEx (ground or Express), White FedEx will use airplane from partners like Atlas, last mile will be FedEx ( ground )

  2. Antrel Morris

    I’m not sure if using to trucks to make deliveries to the same residential address is logical let alone profitable. Ground and Express make deliveries to the same addresses on the same day except one is contracted services and the other is not. Efficiency is something they may need to consider like UPS .

  3. Joseph Gerard DePete

    FDX strongpoint: Just like the proud Marine who started this company and guided it successfully for years, FDX has the ability and foresight to assess and adapt to changing markets. (Using a talented teams specifically designed to work AS ONE, they use a shared mental model approach to accomplish the mission efficiently and effectively). It is all about finding innovative ways to serve the unique needs of their customers, not lumping them all together in a one-size-fits all approach. The Secret Sauce, their greatest strength,… is without a doubt, their employees. Each is an ambassador for the company, invested in it success….which translates into serving it’s customers with superior service/performance. When they get it right, which they always do, those components become a FORCE MULTIPLEIR, where the whole becomes greater than the sum of it’s parts! FDX makes decisions that are often misunderstood, but they think about time in terms of decades,… not the next quarter! Looking over the horizon, anticipating and setting up for the future, embracing change, and creating value for their customers in all markets is what FDX is all about. This is not just another shipping company.

  4. g samples

    when i left in 2020 those idiots at express were changing out alot of engines in vehicles problem is they all diesels who decided to exchange good engines was clearly stupid i mean alot of engines

  5. ka

    im still not sure I understand what they are doing. sounds like alot of gobbly-gook.
    they barely made any money on express this quarter.

    Put all the packages going to one address into the same vehicle, send one vehicle. UPS has been doing it for over 100 years.

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Mark Solomon

Formerly the Executive Editor at DC Velocity, Mark Solomon joined FreightWaves as Managing Editor of Freight Markets. Solomon began his journalistic career in 1982 at Traffic World magazine, ran his own public relations firm (Media Based Solutions) from 1994 to 2008, and has been at DC Velocity since then. Over the course of his career, Solomon has covered nearly the whole gamut of the transportation and logistics industry, including trucking, railroads, maritime, 3PLs, and regulatory issues. Solomon witnessed and narrated the rise of Amazon and XPO Logistics and the shift of the U.S. Postal Service from a mail-focused service to parcel, as well as the exponential, e-commerce-driven growth of warehouse square footage and omnichannel fulfillment.