The document is a newsletter summarizing transportation and parcel industry news. It discusses UPS announcing a new 2.5% surcharge for shipments billed to third parties as part of its 2016 price increases. This will significantly impact e-commerce shippers that bill packages to third party accounts. The newsletter also provides an example showing how the surcharge can increase costs by up to 8.1% compared to 2015 rates. Additionally, it notes UPS increased other fees such as for additional handling and oversized packages.

1. qreviewOctober - December, 2015 /// NO.5/Q4
Transportation Impact Quarterly Review
Parcel news you can use.
transportationimpact.com
3KEYSTO
PARCELCOST
REDUCTIONPAGE 12
REDUCE YOUR PARCEL SPEND
WITH EASE
PARTNER
SPOTLIGHTPAGE 06
SHE’S ONE OF THE MOST
POPULAR NAMES IN NHRA
THIRD-PARTY
POOPER PAGE 08
THIRD-PARTY BILLING IS GOING
TO COST YOU

2. GSR Waivers Partner Spotlight
Parcel Cost Reduction
Third-Party Pooper
Why you might want to wave goodbye to
your GSR waiver.
Erica Enders has risen to become one of
the most popular and sought-after drivers
in NHRA.
Learn three keys to parcel cost reduction that
can significantly impact your bottom line.
A new UPS surcharge highlights
2016 GRI, and it will cost ship-
pers that bill third parties.
4-5 6-7
12-15
8-11
QREVIEW is a quarterly newsletter published by Transportation Impact. All content in this publication is under inter-
national copyright laws. No part of the content can be reproduced in any form without the prior written permission of
Transportation Impact.
I
n our industry, peak shipping season is
front and center in everyone’s mind these
days. Like most companies, for shippers
the window between the Thanksgiving
and Christmas holidays can be stressful for
staff and management alike. There is much
to be done in preparation for the year’s end,
and there never really seems to be enough
time in a day to complete the plethora of
tasks at hand.
But for many others, this time of year can be
much more stressful, and for totally differ-
ent reasons. One of the things I’m proudest
of at Transportation Impact is our tradition
of helping local families in need make the
most of each holiday season.
Each year, we work with local elementary,
middle and high school guidance coun-
selors to identify families that could use
a helping hand. In what perhaps is our
company’s most important partnership, they
come forward with kids they interact with
during school hours and share stories of the
challenges those children and their families
face after their school bells ring. Whether
it’s financial hardship, a parent with cancer
or loss of a loved one, the stories the school
staffers tell bring what’s really important
back into focus during a time when we all
like to reflect on how fortunate we are.
And each year I can’t help but reflect on
how fortunate I am to have a staff that cares
so much about the community around them
and has the dedication to make a differ-
ence. I’m convinced that there is no better
team-building exercise than to unleash your
employees on local stores, armed with little
more than a Christmas list and a shopping
cart. Each year, we set a budget and prompt-
ly exceed it, returning with decorations,
groceries and gifts, the purpose of which,
truth be told, probably impacts each of us
just as much as those for whom they are all
intended.
This is a stressful time for us all. But as I
watch the emails stack up in my inbox, I’ll
be thinking less about how I’m going to get
it all done and more about those who would
trade just about anything to be in my posi-
tion. I encourage you to do the same.
Happy Holidays!
Keith Byrd
Co-Founder, Principal Partner
Transportation Impact
 kbyrd@transportationimpact.com
ContentsWelcome
Keys
to
Parcel
Cost
Reduction
ANALYZESTRATEGIZEREALIZE /// [3][2] /// QREVIEW · October - December, 2015 · NO.5/Q4 /// transportationimpact.com

3. A
common negotiable, especially for
shippers with higher-than-average
volume, is a guaranteed service
refund waiver, which prevents a
customer from requesting reim-
bursement credits for shipments that fail
to meet carrier service guarantees.
From the shipper’s point of view, it can be
relatively easy to understand why such
a concession might make sense. If your
company sends hundreds (or thousands)
of packages out the door each day, keep-
ing track of which ones are eligible for
a refund of the shipping charges due to
things like late deliveries can seem more
trouble than it’s worth.
Moreover, carriers often will leverage
some sort of improved discount in ex-
change for forgoing the claims process.
Most shippers who agree to waive their
right to file for service failures might con-
sider each major parcel carriers’ on-time
delivery rate of more than 99 percent as
sufficient justification.
However, less than one percent of
thousands (if not millions) of annual
shipments can really add up; and that dis-
count you received in exchange for waiv-
ing your right to file for GSRs and lost or
damage claims could be mired in metrics
that fail to deliver the surface discount
you expect to receive in exchange.
Let’s say you’re a lightweight e-retailer
that ships 1,000 packages a week with
a zone 4, 5-pound average relative to
your ground commercial volume. For this
example, we’ll assume you have a net
annual spend in the neighborhood of $3
million and that you are currently receiv-
ing a 30 percent discount from your car-
rier on all ground commercial shipments,
which would lower your zone 2, 1-pound
cost per piece to a net discounted rate of
$7.15 from the published rate of $10.21
(assuming the zone 4, 5-pound average
and before including fuel and any acces-
sorial charges).
If your carrier offered to tack on an
additional 3 percent to the discount in
exchange for your willingness to waive
your right to file for guaranteed service
refunds, it would initially appear to be
an offer that merits strong consideration
given that only about 1 percent of all
packages shipped will be eligible for a
claim.
However, without any minimum relief
($6.94 is the current zone 2, 1-pound
minimum), your company is, in actuality,
not likely to see much of the additional
discount, since the package charge will
never fall below the minimum. What
you’re left with is a value that is marginal
at best when compared to filing for gen-
eral service refunds for all products.
What’s more, if the waiver you sign is for
GSRs relative to all service levels, you
have, in all likelihood, cost your company
money, since you will be unable to recov-
er funds for missed commitments on all
other service levels.
As you can see, there is much to consider
when determining whether to waive your
right to file for credits as set forth in the
language of each of the major carriers’
general service refund terms and condi-
tions. While an offered concession might
impact your company in a manner much
more beneficial than the above scenario,
it is nonetheless important to understand
the mechanics of all the moving parts.
If you feel that you have an offer that has
the potential to benefit your company
in terms of time and resources, then, by
all means, give it some serious thought.
Protect yourself, however, by asking your
carrier rep to provide a bottom line im-
pact summary so that you will know what
to expect going forward.
If you do elect to sign off on such a waiver,
arrange to have your rep provide analytical
breakdowns of the net impact on a regular
basis in the months to follow to ensure
that everything has gone as planned.
If your company sends hundreds (or thousands)
of packages out the door each day, keeping track
ofwhichones areeligibleforarefundoftheship-
pingchargesduetothingslikelatedeliveriescan
seem more trouble than it’s worth.
GSR WaiverSupply Chain Solutions
wavegoodbye
Whyyoumightwantto
toyourGSRwaiver
ANALYZESTRATEGIZEREALIZE /// [5][4] /// QREVIEW · October - December, 2015 · NO.5/Q4 /// transportationimpact.com

4. Enders won six races and the Pro Stock
championship in 2014, getting the title in
the last round of the last race. For 2015,
she’s done even better, winning a record
nine times and clinching the champion-
ship in the season’s penultimate race in
Las Vegas.
Transportation Impact began a partner-
ship with Enders and her Elite Motor-
sports team during this year’s Countdown
to the Championship – NHRA’s version of
the playoffs – and proudly rode with the
team to the 2015 championship.
It’s All About People
“Having Transportation Impact as a part-
ner was essential to our success and will
continue to be essential to our success,”
Enders said. “In racing, it’s all about peo-
ple, no matter how much money or how
much horsepower you have. If you don’t
have the right people, you won’t go fast.
We have the right people at Elite, thanks
to our team owner, Richard Freeman,
assembling a great bunch of guys.
“Getting to know Transportation Impact,
they’ve assembled the right people, too,
which is why they are an industry leader.
I see in their staff the same pride and de-
termination my crew has at the racetrack.
They want to win as much as we do. I’m
confident we can continue to build on
our relationship and success.”
At the top of NHRA
Enders has risen to become one of the
most popular and sought-after drivers in
NHRA. All you have to do is stand outside
her pit area on any given day during
a race weekend and see the throng of
people surrounding the proud Texan
and her Oklahoma-based crew, watching
them work and waiting for a chance to
meet one the sport’s brightest stars. She
relishes the chance to meet and interact
with her fans, spending many hours
talking and signing autographs
each race.
Enders’ presence is felt, too,
any time she is an-
nounced to the
crowd at a race.
The biggest
ovation is often
reserved for her,
easily topping
most in her class
and nearly every
driver in the sport.
Her marketing background also has
helped her shape her understanding of
the business side of the sport, as she has
been involved in sponsorship acquisition
and marketing throughout her career.
In a relatively short professional career,
Enders has become the most prolific
racer in her sport, just like Transportation
Impact has become the go-to logistics
company in the United States.
O
ne step into the pit area of an NHRA
Mello Yello Drag Racing Series
national event, and you know things
are different.
Every ticket to an NHRA race also serves
as a pit pass, as there is no differentiation
between a grandstand seat and an all-ac-
cess pass to the top drivers and teams of
the sport. In fact, fans are encouraged to
interact with the stars of the strip and are
allowed to view their hot rods from just
a few feet away. One conversation with
back-to-back Pro Stock World champion
Erica Enders, and you know things
are different, too. Not only is the
personable young driver a hit with
fans, but she’s a killer on the
racetrack. And beyond that,
she studied marketing at
Texas A&M and has a
firm grasp on how
partnerships with
race teams and
businesses like
Transportation
Impact should
work.
Building A Passion
Enders began racing when she was 8
years old, and a building passion for the
sport helped her continue to grow and
learn until she was one of the most com-
petitive racers in her age groups. After
championship runs in Junior Dragsters,
a class that racers can start as young as
5, she eventually found success in the
Sportsman classes before ultimately
turning pro in 2005.
She became the first woman in the 65-
year history of organized drag racing to
win in the Pro Stock class when she won
in Chicago in 2012, but that was only the
beginning of what is quickly becoming a
hall of fame career.
More info
ericaendersracing.com
EricaEndersRacing
Rewriting History
FROMBEGINNINGTO
ANALYZESTRATEGIZEREALIZE /// [7][6] /// QREVIEW · October - December, 2015 · NO.5/Q4 /// transportationimpact.com
Partner Spotlight

5. Parcel News UPS Surcharge
Third-Party
Pooper
UPSheld true to its long-
standing course of closely aligning
its annual price increases with those
of its No. 1 competitor when it quietly
rolled out price changes for 2016
via UPS.com on October 15. This
year, though, there was one major
difference – a 2.5 percent charge for
all third-party billing shipments.
The fee, which will significantly
impact shippers, especially in ecom-
merce, that bill packages to a third
party account number, usually in
exchange for better discounts, is the
latest effort by UPS to solve online
shopping demand that has belea-
guered the industry each of the past
two holiday seasons.
While the 2.5 percent isn’t likely to
stop shippers in their tracks, UPS
defines the charge as “applicable to
the total charges on all packages that are
billed to third parties,” which blurs the
true base price increase that packages –
especially those headed for residential
addresses – will receive next year. And
combined with the fresh-wound DIM
adjustments that made waves around
the same time last year, customers’ costs
will bear little resemblance to those
prior to 2014.
Ground shipments with billable weights
between 1 and 18 pounds and destina-
tions in Zones 3 through 7 will carry an
average base-rate cost of $11.81, 5.6
percent higher than the current $11.18
average. Ground shipments with resi-
dential destinations will, of course, incur
a residential surcharge of $3.25, which
is 4.8 percent higher than the current
$3.10 charge. That means after January
4, the average net base rate of those
shipments will go up 5.5 percent. In the
event that those shipments were
also billed to a third-party account
number, the picture is more troubling
still. Tacking on the extra charge to
the total price tag nudges the cost
to $15.44, which represents an 8.1
percent net base increase to the to-
tal cost in 2016 versus the year prior.
The caveat of the example is the
charge for fuel, which UPS will also
increase. Fuel Surcharge is depen-
dent upon the price of one gallon of
diesel in any given month and could
result in a marginal adjustment to
the 8.1 percent increase in the ex-
ample above, since it will be added
prior to the 2.5 percent charge for
third-party billing.
If any shipments are subject to deliv-
ery area, extended delivery area or
other surcharges, the impact of the
third-party charge will be magnified,
NewUPSsurchargehighlights2016GRI,
willcostshippersthatbillthirdparties
Rate hikes
The full gamut of accessorial
price changes can be found
in the table on page 10.
ANALYZESTRATEGIZEREALIZE /// [9][8] /// QREVIEW · October - December, 2015 · NO.5/Q4 /// transportationimpact.com

6. Parcel News UPS Surcharge
fined limitations to what it
deems a small package and
is clearly aiming to deter
shippers from ignoring those
guidelines and thus clogging
the supply chain. Other more
common problem packages
involve larger packages in
general, or those that require
additional handling. UPS
levied heavy increases there,
too, marking up additional
handling service charges
16.7 percent, to $10.50, and
service charges for large pack-
ages 17.4 percent to $67.50.
By comparison, the increases
that will be applied to the
more common accessorial
charges seem rather pedestri-
an, yet they too will continue
along the upward trend in
direct correlation with FedEx.
The full gamut of accessorial
price changes can be found in
the table to the left:
Hiking prices for fuel
FedEx made headlines when it
announced it will increase its
fuel surcharge on November
2, its second increase in 2015.
That move appeared as if it
would draw the price FedEx
charges for fuel – which FedEx
long has charged less for –
even with UPS. UPS respond-
ed, though, by hiking its prices
for fuel, also effective Novem-
ber 2, a key date for both car-
riers considering the impact
fuel costs have on residential
shipments, which spike during
the holiday season.
Both carriers use index-based
surcharges that get adjusted
on the first Monday of each
month. The surcharges are
based on the national average
cost of one gallon of diesel
fuel (as reported by the U.S.
Energy Information Admin-
istration [EIA]) for the month
that is two months prior to
the adjustment, rounded to
the nearest cent. Therefore,
since the national average
for September was $2.51,
UPS will tack on 5.25 percent
to any Ground Commercial,
Ground Residential, Ground
Hundredweight, Standard and
SurePost package. In addition,
the surcharge also will be
applied to pickup charges, re-
turn service charges, interna-
tional extended area charges,
delivery charges, residential
surcharges and large package
surcharges. FedEx will charge
4.25 percent, a percentage
point lower than UPS. In
general, UPS’s fuel surcharge
for ground shipments will
be anywhere from 1 to 1.75
percent higher, depending on
the national average.
As illustrated by the previous
example, the fluctuations
in fuel costs will ultimately
impact the net cost of all ship-
ments, but could be magnified
by certain ones billed to third-
party accounts, since fuel and
other accessorials will drive
up base costs before the 2.5
percent gets applied, accord-
ing to the wording UPS used
to describe how the charge
will be applied.
At its core, the move by
UPS appears to be aimed at
recouping lost margins for
packages that are manifest
from, more so than delivered
to, remote or decentralized
locations.
hike for the service.
The UPS base-rate increases
themselves, in stride with
FedEx, will be disproportion-
ately applied to non-premium
services many shippers have
“traded down” to in order
to save money. In addition
to adding nearly 7 percent
across the board on 3Day
Select, UPS increased the
base prices of 2nd Day Air
and 2nd Day Air A.M. by an
average of 8.45 percent, Next
Day Air Saver by 6.36 percent
and Next Day Air by 5.52
percent. Ground rates will
only increase an average of
3.93 percent, but that average
is brought down significant-
ly by shipments weighing
more than 100 pounds. Such
packages will only increase
an average of 2.98 percent,
whereas more common ship-
ments (those weighing less
than 50 pounds) will go up an
average of 5.06 percent.
Accessorials
Accessorials will be on the
rise as well, with the heavi-
est markup applied to Over
Maximum Limits shipments
(packages UPS deems too
large based on actual weight,
length or girth), which will
increase 91.3 percent to
$110.00 in 2016.
Of course, UPS has well-de-
SERVICE 2015 2016 %CHANGE
AdditionalHandlingCharge $9.00 $10.50 16.7%
AddressCorrection $12.50 $13.00 4.0%
DeliveryAreaSurcharge-Commercial(Air) $2.35 $2.45 4.3%
DeliveryAreaSurcharge-CommercialExtended(Air) $2.35 $2.45 4.3%
DeliveryAreaSurcharge-Commercial(Ground) $2.20 $2.30 4.5%
DeliveryAreaSurcharge-CommercialExtended(Ground) $2.20 $2.30 4.5%
DeliveryAreaSurcharge-Residential(Air) $3.55 $3.70 4.2%
DeliveryAreaSurcharge-ResidentialExtended(Air) $3.80 $4.00 5.3%
DeliveryAreaSurcharge-Residential(Ground) $3.00 $3.15 5.0%
DeliveryAreaSurcharge-ResidentialExtended(Ground) $3.80 $4.00 5.3%
HazardousMaterials(Air) $40.00 $42.50 6.3%
HazardousMaterials(Ground) $28.50 $30.00 5.3%
LargePackageSurcharge $57.50 $67.50 17.4%
ResidentialSurcharge(Air) $3.50 $3.65 4.3%
ResidentialSurcharge(Ground) $3.10 $3.25 4.8%
OverMaximumLimits $57.50 $110.00 91.3%
Third-PartyBillling(All) - *2.5% *2.5%
*2.5%willbeaddedtothetotalchargesforallpackagesbilledtoathirdparty.
BIG AND OBSCURE WILL COST MORE WHEN NEW RATES TAKE EFFECT
RATEHIKESAIMTOENHANCECARRIEREFFICIENCY
several high-frequency, light-
weight and long-zone 3-day
service shipments. While
the price differences are
exorbitant for all short-zone
shipments, the cost becomes
moot since few, if any, ship-
pers will utilize that service
for near-by shipments that
would reach their destinations
just as quickly on the ground.
Heavier, long-zone 3-day
shipments, however, will see
a potentially large swing.
Express Saver shipments
weighing between 10 and 50
pounds will cost, on average,
9.78 percent more than if they
were shipped 3Day Select,
and that’s after consideration
of UPS’s 6.84 percent overall
since the 2.5 percent then will
apply to a higher base cost.
Same base costs
The differences between the
two carriers’ rate increases ba-
sically end there. In 2016, as
a matter of fact, all FedEx and
UPS ground and air services,
as well as accessorials, will
have the same base costs,
with the exception of FedEx
Express Saver and UPS 3Day
Select services. This marks the
first time, in recent memory
at least, that both carriers
have presented such an exact
match to the market.
Express Saver base rates are
only marginally higher for
All things considered, ship-
pers are continually facing
increased pressure from a
variety of angles, and higher
costs aren’t helping. In today’s
hypercompetitive economy,
one that makes it possible for
competition to enter virtually
any market from any loca-
tion via online marketplaces,
companies have to walk a
tightrope between incurring
cost increases and passing
them along to their custom-
ers. And while the additional
markups tossed on each
year by FedEx and UPS have
become predictable, shippers
continue to hope the next
reactionary adjustment – di-
mensional weight in the past
and third-party billing in the
future – isn’t aimed at their
place within the market.
The UPS Third-Party Billing charge will significantly impact shippers, especially in ecommerce,
that bill packages to a third-party account number, usually in exchange for better discounts.
Charge for all third-party
billing shipments.2.5%
ANALYZESTRATEGIZEREALIZE /// [11][10] /// QREVIEW · October - December, 2015 · NO.5/Q4 /// transportationimpact.com

7. Shipping Strategy Parcel Cost Reduction
Keys
to
Parcel
Cost
Reduction
s we hit the home stretch
of 2015, the swimming
pool you were diving into
during the summer that
so quickly has passed is
being replaced by things like reports,
pie charts and pivot tables; pools of
information that probably have you
thinking, “Is it summer yet?”
Everything is changing and companies
all over the world are trying to keep
pace. Prices are going up, temperatures
are going down and shipping costs
arguably are the hottest topic around,
especially if you’re in ecommerce.
Companies everywhere are clamoring
for data-driven solutions that most are
ill-equipped to adequately develop
on their own, and they’re caught in the
crossfire of seizing the opportunities
presented by peak season and prepar-
ing to take their lumps when prices rise
just hours after it’s over.
And we haven’t even started talking
about in-laws.
Yeah, the holidays can be a mess. But
as you prepare to assess the year that
was and to plan for the year ahead,
here are three items you should
consider if you aim to reduce shipping
costs, improve efficiency and gain
some peace of mind:
. . . there could be as
much as $720 million
dollars on the table
ANALYZESTRATEGIZEREALIZE /// [13][12] /// QREVIEW · October - December, 2015 · NO.5/Q4 /// transportationimpact.com

8. Shipping Strategy Parcel Cost Reduction
the implementation of said
business rule, well, you may
have just uncovered an addi-
tional stream of savings that
went unnoticed and untapped
before.
Or, maybe you notice that
you’re moving multiple ship-
ments to the same location at
different times during the day.
If you can consolidate them,
you could be accomplishing
the same objective at a lower
cost.
The bottom line: Optimi-
zation opportunities are
endless so long as you have
the actionable data relative
to your characteristics. Think
of package-level visibility as
oil that keeps your supply
chain’s moving parts running
smoothly and efficiently. Don’t
be afraid to take it in for an in-
spection every now and then!
3 Renegotiate your
carrier agreement.
This can seem like the most
daunting task to professionals
in your shoes. The back and
forth, the value propositions,
the lengthy waits for legal to
review. . . . Let’s be honest, it’s
a hassle.
Still, you wouldn’t walk into a
car dealership and pay sticker
price, right?
Your parcel agreement is no
different. A few questions
to consider when deciding
whether requesting better
rates is the right decision for
your company:
• How old is your current
carrier agreement?
• Which service levels drive
your cost?
• What are your company’s
growth projections?
Answering these and other
questions will go a long way
toward helping you build
a business case as to why
you’re requesting better
discounts. Provide granular
details about what’s going
on at your company that are
attractive to the carrier from a
business perspective.
If your company is growing
eight percent year over year,
then the resultant increase
in volume will allow your
carrier to offset the improved
discounts you’re asking them
to provide.
Don’t be afraid that you’ll ruin
your relationship by asking for
better discounts. Business is
business. If the relationship
truly is mutual, then both
sides recognize that conces-
sions have to be made from
time to time.
The bottom line: Just
because it isn’t exactly easy,
doesn’t mean that it isn’t
worthwhile. Even though your
carrier is reliable and provides
great service to you and your
customers, it’s not unreason-
able to ask for better pricing.
You are a great partner, too,
after all, and the savings are
out there!
Which service levels
drive your cost?
thing you’ll notice. If measures
are taken to manage your par-
cel invoice data through the
auditing process, you’ll learn
things about your company’s
shipping characteristics that
you may have never known
before.
And if you’re crafty, you can
utilize that information to
make decisions that will
improve your supply chain
and result in the soft-dollar
savings mentioned earlier.
For example, let’s say your
company ships 10 packages
to Zone 2: five ground, five
air. Perhaps you have busi-
ness rules in place that will
prevent you from shipping
each package via ground even
though they’ll arrive the same
day, but if you have visibil-
ity that allows your team to
think more critically about
returns between 1 and 3
percent of its total net parcel
spend by implementing a
preeminent parcel audit.
Additional, soft-dollar savings
are another benefit of small
parcel auditing; more on that
in a second . . .
The bottom line: Potentially
billions of dollars are eligible
to be credited back to cus-
tomers each year. You audit
your cell phone bill, cable bill,
probably even your grocery
store receipt. Don’t overcom-
plicate things; a thorough
audit of your carrier invoices
is a must.
2 Use data-driven met-
rics to optimize your
supply chain.
Once you have a good audit-
ing system in place, company
cost savings aren’t the only
1 Audit your shipping
invoices.
Make no mistake about it,
FedEx and UPS are the best
in the world at getting your
packages where they need
to be when they need to be
there. Each carrier delivers
with greater than 99 percent
efficiency on good days, and
even though they have limped
through New Year’s each of
the last two years, it’s tough to
argue that they’re not working
hard to figure it out (even if
we’re the ones paying for it).
What does that mean?
Well, if you’re looking to cut
cost, it means there is a per-
centage point unaccounted
for. FedEx moves about 10.5
million packages on an aver-
age business day, according to
its website. That works out to
more than 2.6 billion pack-
ages a year. UPS moves 4.6
billion packages annually. For
the sake of simple math, let’s
say the average cost to ship a
package, with either carrier, is
$10.00. That’s $72 billion.
So, to answer your question,
that means there could be
as much as $720 million
dollars on the table, for
shipping charges alone, in this
example. Additional charges
generated from things like ad-
dress corrections, residential
surcharges and all other addi-
tional charges, all of which are
getting more expensive each
year, drive that mark much,
much higher. And just as ser-
vice failures are inevitable, so
are billing errors and invalid
surcharges. Nobody’s perfect.
Realistically, a company can
expect to obtain hard-dollar
A company can expect to obtain hard-dol-
lar returns between 1 and 3 percent of its
total net parcel spend by implementing a
preeminent parcel audit.
ANALYZESTRATEGIZEREALIZE /// [15][14] /// QREVIEW · October - December, 2015 · NO.5/Q4 /// transportationimpact.com

9.  Emailed $419 worth of automated address corrections to distribution center.
 Scheduled monthly email audit-savings report for parcel review meetings.
 Set up GL coding for web orders, service department and warehouse.
 Noted $1,284 in soft-dollar savings opportunities and customized dash-
board with Air-to-Ground report.
Whatdidyoudo
before your first cup of coffee?
Schedule a 20-minute Parcel Intelligence Dashboard demo and learn how you
can optimize your shipping spend and capture all your FedEx and UPS refunds.
transportationimpact.com // info@transportationimpact.com // 252.764.2885