XPO History

As a former management consultant I like to trace company histories to better understand them. XPO Logistics has an interesting one! From Wikipedia:

History[edit]

Express-1 Expedited Solutions was founded in May 1989 by Michael R. Welch and Keith Avery, with a focus on transportation of time-critical, high-value shipments.[12] The company was purchased in August 2004 by the transportation firm Segmentz, Inc., a public company that subsequently went through a restructuring to close unprofitable business units. In 2006, Segmentz changed its name back to Express-1 Expedited Solutions, and began trading its stock under the stock symbol XPO.[13][14] In May 2003, the company’s business unit Express-1 Dedicated, Inc. was awarded a contract to provide dedicated transportation services to Ford Motor Company, a contract that would yield approximately 90 percent of the business unit’s revenue.[15] Ford announced in November 2008 that it was ending the contract, and the business unit ceased operations in February 2009.

Express-1 acquired Concert Group Logistics, Inc., a non-asset based freight forwarder, in January 2008[16] Two months later, Express-1 launched Bounce Logistics, Inc., a business unit providing freight brokerage services. In February 2009, the firm acquired First Class Expediting Services, Inc. to strengthen its operations in the Midwest.[17] In October of that year, the firm expanded its international services with the acquisition of LRG International, Inc., a global freight forwarding company.[18][19]

In June 2011, Express-1 became the vehicle for Bradley Jacobs’ entry into the truck brokerage industry, an industry that Jacobs viewed as ripe for consolidation, with only 15 percent of trucking currently outsourced to third-party logistics brokers.[7] In the 1990s, Jacobs had spearheaded the consolidation of the waste management and equipment rental industries in North America through an aggressive strategy of cold starts of greenfield locations as well as acquisitions.[20] With the $150 million investment in the company, including up to $135 million from his investment firm, Jacobs Private Equity LLC,[6] Jacobs gained ownership of approximately 71 percent of the company.[21][22] He announced plans to move the headquarters from Michigan to Greenwich, Connecticut, with the name changed to XPO Logistics, trading under the symbol XPO on the NYSE AMEX Exchange. On October 12, 2011, Jacobs rang the bell to open the Exchange.[23]

http://en.wikipedia.org/wiki/XPO_Logistics

Denny Schlesinger

2 Likes

I like to trace company histories to better understand them. XPO Logistics has an interesting one!

It had two existences: Before and after Brad Jacobs.

It had two existences: Before and after Brad Jacobs.

Three if you count the Ford interrupt. The XPO history tells you a lot about the industry and the industry, in turn, tells a lot about XPO.

In the early days aviation was too expensive for freigh so it developed to serve passengers with freight being an afterthought. Until Smith founded FedEx, that is. His innovation was “hub and spoke” a more efficient way to deliver cargo. Passengers prefer direct flights but cargo can’t object to hub and spoke shuttling it around. Steel making was “disrupted” by Nucor with another innovation, the “mini-mill” using electric arc furnaces. It seems that Brad Jacobs is disrupting the freight logistics industry with information technology. An interesting analogy can be drawn with American Airlines, the creators of the Sabre Reservation System. During one strike the CEO threatened to shut down the airline and just jeep the most valuable part, worth more than the whole flying fleet, the Sabre System.

The small players can’t afford the technology, even if they figured it out. The large players are set in their ways, set to get themselves disrupted. :wink:

That’s the value behind XPO.

Denny Schlesinger

4 Likes

Much the same thing was behind the early days at Wal-Mart.

First the Wal-Mart stores were in rural areas or small cities and competitors though people outside big cities didn’t count, they should just drive a hundred miles to the big city to shop.

Second ,Wal-Mart used technology to keep near real time track of inventory and shipping, while competitors stuck to the twice annual hand count.

I count Wal-Mart as one of my investing failures. I saw what they were doing fairly early, living not far from their home base. But I thought competitors would quickly catch on and change. Most didn’t.

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An interesting analogy can be drawn with American Airlines, the creators of the Sabre Reservation System. During one strike the CEO threatened to shut down the airline and just jeep the most valuable part, worth more than the whole flying fleet, the Sabre System.

Denny, you had me puzzled here at first. Even if the airline was on strike, was the CEO really going to ship the most valuable stuff by jeep???

Then I realized that j and k are next to each other on the keyboard.

:wink:

2 Likes

Then I realized that j and k are next to each other on the keyboard.

:wink:

My tired old eyes are no longer what they used to be, even with a brand new MacBook Pro with a Retina screen. :frowning:

Denny Schlesinger