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The UPS Way

By Michael A. Burris
June 8, 2004

The history of one of the largest airlines in the world... United Parcel Service.

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Though it has changed with time,
"brown"s UPS shield has become
an unmistakable part of the shipping world.
Photo © Ken Hoke


The Birth of a Parcel Giant

What are the chances of a teenage boy borrowing one-hundred dollars to start a package-delivery business in early 1907 Seattle and having that company turn into a thirty-one-billion dollar-a-year worldwide parcel delivery service? They’d have been slim at best. But United Parcel Service, today known simply as “UPS,” has grown to be just that... and shows no signs of slowing down!

It was founder Jim Casey, his brother, and several friends who began The American Messenger Company. The dedicated young men delivered luggage, packages, and personal messages by bicycle. Casey’s office was located under a sidewalk in downtown Seattle. Despite its humble beginnings, the company did well. They credited their early success to their adherence to three simple principals: customer courtesy, low rates, and ‘round-the-clock service.
By 1913, the company had focused itself on delivering packages for retail stores. A few years later, they merged with competitor Motorcycle Delivery Company to form the Merchants Parcel Delivery. The new company soon had three major department stores as their main customers. They shed their bicycles for a Model-T Ford truck and a few motorcycles from the former company. (Casey’s company had a particular advantage; some of his employees also worked for the department stores which Merchants Parcel Delivery served. They presorted the merchandise, making the delivery of packages simpler and more efficient.)
By 1918, Casey’s company had developed the idea of consolidating their package delivery. The concept was simple: it meant loading packages destined for one neighborhood into a single vehicle, rather than shipping various packages in multiple trucks or cycles. The consolidation method made better use of drivers and equipment.
As the company was moving forward in its ground parcel business, aviation was capturing the imagination of the world. Merchant’s didn’t overlook the possibilities which air transport presented.

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UPS maintains a fleet of old classic DC-8s. Photo © Leigh Miller
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The giant 747-100 and -200 freighters UPS employs haul their loads across the globe. Photo © Ryan Spencer Morgheim - The Arctic Adventure


In 1929, Merchants launched Untied Air Express; UAE didn’t, however, have any planes. Rather, they offered packaged delivery service via the available commercial airliners of the day. United provided service to a few west-coast cities and as far inland as El Paso, Texas. Most of United’s air packages flew on a Ford Tri-Motor, a nearly fifty-foot by seventy-five-foot long airplane which landed on grass and dirt airstrips.
Fortune was not on the side of the new air service. With the stock market crash of 1929 and the subsequent depression, UAE died, having survived only eight months.
The ‘30s brought growth and change for Merchants and what was left of ...Air Express. George D. Smith, the companies’ new accountant, used his financial cost control expertise in all areas of the company and, soon afterward, Merchants Parcel Delivery was delivering packages to all the major west-coast cities and as far away as New York. It was then that the company adapted a name which has since become known around the world: United Parcel Service...
The first notable change for UPS was the trucks: United painted them the now-classic Pullman brown, which – according to company then-partner Charlie Soderstrom – was, “neat, dignified, and professional.” He compared the trucks to the stately railcars of the time... and added that it didn’t show the dirt as quickly!

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One of UPS' 747s carries a special Olympic livery. Photo © Sokol Ymeri
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In 2002, dozens of people team up for the United Way Jet Pull, to roll this 757. Photo © Andy Vanderheyden


Through the ‘40s and ‘50s, UPS saw a redefining. The fuel shortages of World War II and the changes in consumer shopping trends which accompanied the burgeoning of suburbia and shopping malls prompted retail stores to encourage their customers to carry home their packages rather than having them delivered. It was during this time that the company began to acquire ‘common carrier’ rights. These “rights,” given by each state government, meant that the company could deliver packages within the state between all addresses for any customer.
Initially, they began in southern California. Like the US Post Office, UPS charged as et rate per parcel. This put them in direct competition with the Postal Service. It took another three decades, however, for UPS to be able to claim complete access to all the contiguous US states (which, until then, occasionally required special permits).
In 1953, UPS launched a precursor to its now successful airline business. UPS Blue Label was intended for parcels which needed to be delivered within two or three business days. The service, offered in the bellies of regularly scheduled airlines – like TWA, and Flying Tigers - didn’t initially produce great profits in comparison to its ground-based brother. But, with consumer demand for faster parcel delivery service increasing, the business grew to be available in every state including Alaska and Hawaii.
Growth being as great as it was, UPS and its air label still had one major setback: they owned no planes. The answer to that problem would come two and a half decades later...

It was in 1978, during the Carter administration, that deregulation of the airline industry effected many changes in the schedule airline business. UPS seized the opportunity to grow its air business on its own terms, by buying its own aircraft.
According to Travis Spalding, a Public Affairs Specialist at the airline’s Louisville, Kentucky hub, the airline began with Boeing 727s, “and the DC-8s came on a bit later.” According to airline records, the FAA granted UPS a license to operate an airline in 1988 – but UPS Airlines was toting parcels in its flagship 727-200 and 757-200 aircraft much earlier with the help of another airline. In 1983, UPS had chosen Ryan Aviation International as the operator of the company’s first modern into the air parcel business using jet aircraft. Ryan operated the 727s in and out Louisville. UPS also chose Ryan to fly their 757s – in fact, Ryan was the first operator of the 757-200Freighter.

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UPS' growing fleet now includes A300s. Photo © French Frogs AirSlides
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The company's new colors stand out on this 757. Photo © Andy Vanderheyden



The Modern UPS Emerges

UPS used its own hub-and-spoke system in some US cities to expedited its cargo around the world, but its principal US sorting hub was – and still is – Louisville International Airport, a long way from the humble beginning in Seattle.
“We chose Louisville for two reasons,” says Spalding. “First, because of its location – we can reach the majority of the domestic population within two or here hours flying time. Secondly, Louisville Airport has a history of remaining open – it’s only been closed once and that was due to a snow storm in 1994.”

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Jets of every shape and size gather at UPS' Louisville megahub. Photo © Sam Chui
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Another view of the freight transfer areas at Louisville. Photo © Mark Culet


UPS also has regional sorting hubs. The most notable are in Philadelphia, Pennsylvania; Dallas, Texas; Columbia, South Carolina; Miami, Florida; Ontario, California; Rockford, Illinois; and Hartford, Connecticut. For more remote regions, the carrier uses feeder airlines – often private – to carry parcels to its hubs. At these hubs, mail and parcels are brought in from nearby regions and sorted, then flown to Louisville or the closest hub, and then again by air to their final destination. But Louisville is, by far, where most of the action is –
According to company records, UPS handles 1.3 million air packages each day at Louisville, including their coveted Next Day Air and 2nd-Day Air package and document service. Like a fine ballet, the night skies over Louisville come to life, choreographed with jets thundering out to their destinations between 10 p.m. and 2:20 a.m. Every four minutes, one of over sixty planes lands or takes off, arriving from or heading to 390 domestic and 219 international airports.

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In this overview of Louisville, UPS'
hub is clearly larger than the entire
passenger terminal for the airport.
Photo © Derek Hellmann


For nearly thirty years, UPS has enjoyed a significant amount of international business. In 1975, the company started an operation Ontario, Canada. Then, in 1976, they established a domestic operation within West Germany, in Cologne. In 1988, with the “official” launch of its own airline, the company extended its international service to 41 countries throughout Europe and the Asian Pacific. In 2001, the airline achieved a rare milestone by “winning” the right to fly to China six days a week. The airline petitioned the Chinese government for Fifth Freedom Rights, by which it was allowed to leave from the US, pick up a package in a foreign land, and carry it to another foreign nation. Nor is UPS a stranger to acquisitions as a means to enter into an enterprising market...
Anxious to break into the Latin American market, UPS acquired Challenge Air Cargo in the late ‘90s. The airline then became the largest all-cargo airline serving the continent. This gave UPS a major foothold into South America. Additionally, they offered service to Russia and, through agreements with other carriers, delivered parcels to the Middle-East, and all parts of Africa.

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A DC-8 and a 747 go to work. Photo © Mike Bates


As the 1990s passed, UPS realized that it had outgrown mere parcel-service capacity; it needed to be more than just a shipping company. So, they developed a wide range of services by purchasing Fritiz Corporation, which was then renamed UPS Supply Chain Solutions. In short, the company – recognizing the changing global marketplace – offered its customers complete delivery service to any point, anywhere via air, rail, ground, or ocean shipping. The company employed international trade specialists, industrial engineers, consultants, logicians, managers, and I-T specialists to further its goal. The result was, summarily, that when it comes to cargo, you name it, and UPS will carry it and get it there.
“Since 1982,” Spalding describes, “we’ve offered air cargo for heavy freight and bulk shipments. We carry large machines, perishable foods, computers, et cetera... we don’t do live animals.”
In 1997, UPS ventured into a new territory – one no one had ever considered them to be interested in...
For the first time in the company’s history, United Parcel Service began carrying passengers. Eight of the company’s 727s were purchased as Quick-Change (QC) models. This meant that they came with windows and that their interiors could be modified in just a few hours to carry passengers and their baggage and, when finished, could be reverted back to freight uses.
The company filled its normally empty aircraft, which didn’t operate on the weekend, with passengers bound for sunny destinations such as the Bahamas and Purta Plata, Mexico.
“It was a matter of asset utilization,” Spalding said. “Instead of having planes sit idly on the weekends, we used them for passenger service, to generate more revenue.”

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A Quick-Change (QC) 727-100 waits for its most precious cargo. Photo © Andy Vanderheyden
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Passengers deplaning from a UPS' passenger flight aboard their 727-100QC. Photo © AirNikon


Almost all o the passengers flying “brown” liked the service. In a 1997 interview by a Philadelphia Inquirer staff writer, a passenger noted that she found the meal to be average plane food, but thought the rest of the amenities – from available legroom to cabin-crew service – surprising and pleasant. Most notably, comments came in quips from curious passengers who wondered what a flight on a cargo airline would be like. Flight Attendant Walt Marek said that while greeting customers as they boarded the plane, on almost every flight, when passengers poked their heads through the door for the first time, they exclaimed in mock surprise, “Seats!” One passenger wanted to know if they were going to have to sort mail. Perhaps Flight Attendant Jeff Riddle’s comments best describe the company’s feelings about its new service, “Airline service is all about complaining. People expect a bad flight. Here, we get to turn that belief around. I’m very proud of my job.”
The company’s 727s were modified to seat up to 113 passengers and had 1 to 3 inches more legroom than the coach sections of most airlines. It took 3 to 4 hours to convert the planes. UPS used contact personnel for ticketing and in-flight service. The company was reported to have spent two and a half-million dollars per aircraft, per conversion, which included seats, galleys, overhead bins, and restrooms.
During its first year, the company flew 50,000 passengers. The next year, 124,000. In the first five weeks alone of 2000, UPS’ passenger service carried 11,000 passengers. Most of the passengers were booked through a vacation charter service.
But, despite the impressive books and twenty-million dollars in revenue, a UPS passenger airline was short lived...
“Our passenger service was discontinued in 2001; our competitors were seating close to 200 people per aircraft. For us to remain competitive, we would have had to invest long-term in the venture. Instead, we decided to discontinue the service and focus on our core business of parcel delivery.” Said Spalding.

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Photo © Gregg M. Delea


In addition to is passenger ventures in 1997, the company also had many unforgettable firsts that year. In August, the International Brotherhood of Teamsters, organized a strike against the company. Their principal complaint: many ground workers worked 35 hours a week but, because they were classified as part-time, enjoyed no health benefits. The strike crippled the airline’s ability to deliver its business to its customers and caused the network to run on a limited basis. The ripple effects were felt throughout the United States as businesses shifted to other carriers to meet their needs. The work stoppage lasted 15 days – but the company lost hundreds of millions of dollars. This was amplified by the fact that UPS pilots were members of the Independent Pilots Association (IPA). IPA General Counsel Bill Trent stated that, “The IPA supported the Teamsters for the full period of the strike. This meant no IPA member who flew for UPS Airlinse crossed a Teamsters picket line.”

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During the strike, 747s sit, idle, on the ramp. Photo © Terry Hale
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Another view of the strike, this time composed of two photos, shows a substantial portion of UPS' air fleet sitting, unused. Photo © Terry Hale


Pilots for UPS are paid on a different scale than most airlines – “UPS pilots are paid by years of seniority and job title position in the cockpit, without regard to aircraft type,” said Spalding. That means that a four-year 727 First Officer makes the same pay as a four-year 767 First Officer. Even so, their pay, when compared with that of other airlines, is roughly the same. Of course, in the IPA’s view, UPS still has some ground to cover with its pilots.
“We want to be paid commensurate with our productivity and our company’s profitability,” Trent said. “We intend to negotiate a superior pension plan, pay, benefits, and scheduling rules for the pilot group.” To do this, Trent feels that the psychology of UPS management needs changing: “The culture of UPS is that of a trucking company. The airline has only been around a relatively short time in the company’s history. Our struggle has been to introduce airline concepts into the corporate culture,” he said.
Unlike their standard commercial-airline counterparts, UPS pilots generally bly the back side of the clock. “UPS flying is a mix of day and night operations. The system also covers the globe and, therefore, multiple time zone crossings – raising the circadian rhythm – body clock – issue. This type of flying is often demanding and stressful,” Trent commented. But, despite those issues, the turnover rate at UPS has, historically, been very low, since no other US carrier can match the financial security and performance of the global shipping giant. But even with all its might, UPS is not unaffected by the changes from an ailing economy.

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The late, great Frank Schaefer brings us a view of one of UPS' smaller helping hands. Photo © Frank Schaefer
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A QF "Quiet Freighter" 727. Photo © Andy Martin - AirTeamImages



UPS Today – and Tomorrow

In February of 2003, the carrier announced that it intended to furlough as many as 100 of its 2500 pilots. It would do so by offering some early retirement, while it hoped that others would take leaves of absence. The company also cited that the purchase of newer aircraft meant that they didn’t need the three-man crews which characterized a large percentage of their older fleet. IPA President and 757/767 Captain Bob Miller felt otherwise...

“The company is going to go critical on their staffing. They won’t have the people to do the flying for the aircraft," he said in February, in an interview with the Courier-Journal, a Louisville newspaper.
When the airline announced its intentions to layoff, the debate over the war with Iraq was still looming. UPS had several pilots in reserve as well as some that were called into service in support of the military operations. One month later, the company placed its plans to let some of its pilots go on hold.
"We had hoped the voluntary leave and separation offers would be effective and they certainly have been," stated Rick Barr, airline operations manager, to a Louisville business paper. “The response has allowed us to suspend these furloughs for the foreseeable future."
Running a cost conscious business has always been the cornerstone of UPS methodology. But raising the necessary monies to become a global player meant seeking new forms of revenue.
In 1999, the company held the largest initial public offering in US stock history. The once privately-held United Parcel Service went public with a share price of US$50.00 each. Before all was said and done, “brown” had drawn in a whopping US$5,470,000,000.00 – five and a half billion dollars. James P. Kelly, the company’s former Chairman and CEO, said, "This is an historic step for UPS. We intend to remain the preeminent company in our industry and expand our role as an enabler of global commerce. A publicly traded stock will build on our financial strength as a triple-A rated company and give us more flexibility to pursue strategic opportunities around the world. This will allow us to better meet the changing needs of our customers for innovative new products and services."

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UPS' aircraft line up for duty. Photo © Andrew Hunt - AirTeamImages
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Photo © Mike Bates



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The crew area of a UPS 747 freighter. Photo © Tim Lane


The company has done just that. From acquiring other airlines and delivery companies in strategic marketing regions to buying first-rate aircraft maintenance companies, UPS has solidified its position as a global logistics leader in the 21st century. In addition, investors have watched the stock increase 26 percent since the initial public offering.
One of the keys to UPS Airlines success is maintaining its equipment in pristine condition. Its maintenance often exceeds the required standards set by the FAA. It also heavily invests in the latest avionics technology available, so its aircraft are amongst the most technologically efficient in the industry. They enjoy a near-perfect safety record. Since the airline’s birth, it has had only a handful of incidents. In each case, the aircraft were restored and put back into service.

Today, given the company’s various markets, the airline operates almost every type of American-made jet aircraft. At the time of this writing (October, 2003) UPS’ fleet consisted of: 51 727-100s, 8 727-200s, 12 747-100s, 4 747-200s, 73 757-200s, 27 767-300s, and 49 DC-8s (23 -71s and 26, -73s), for a total of 224 jets. In addition, the airline has added 32 Airbus A300F4-600R jets, with 58 firm orders, and plans for as many as 50 more. And, UPS recently began utilizing their latest fleet members, the MD-11.
Spalding explains the airline’s fleet logistics, "A B-727 carries about 50,000 pounds; a DC-8 carries about 100,000 pounds, while a B-767 carries 130,000 pounds. UPS Airlines also has a firm order for 60 Airbus A300 aircraft with options for 50 more and a firm order for 8 MD-11 aircraft with options for 18 more. UPS will acquire these aircraft over the next several years."
UPS has a reputation of being “militaristic" concerning its business methods, but this hasn’t stopped it from also having a heart of gold for the people and the environment.

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Photo © Matt McDowell
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Photo © French Frogs AirSlides



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Photo © Shawn Byers
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Photo © Andy Vanderheyden


"If you are not a socially responsible company, you are not truly a customer-focused company... let alone a shareholder-focused company," stated Mike Eskew, current UPS Chairman and CEO. With this statement in mind, the company has committed itself to corporate initiatives concerning the environment, training programs for future minority managers, community internship programs, and perhaps its most famous charitable arm, the Annie E. Casey foundation, named after Jim Casey’s mother. The foundation, through grants, fosters bettering the condition of disadvantaged children throughout the United States.

With a history of successful moves, there seems to be no stopping “brown” from accomplishing anything it wants too. Since 2001, a storm cloud has loomed on what seemed like a cloudless horizon. In an unprecedented move, UPS teamed up with rival Federal Express to launch an effort to keep out the German Post Office from entering the US parcel market.
The company stated, in April 2001, in a statement directed to the US Department of Transportation, "UPS argues that the German Post Office should not be licensed to operate in the U.S. market through DHL while it continues to enjoy the benefits of a government-granted monopoly in Germany. UPS believes that allowing the Deutsche Post access to the U.S. market would distort competition because Deutsche Post could subsidize its competitive activities with revenues gained from its postal monopoly."

To examine the company’s track record of success, only a handful would doubt UPS’ ability to win any case it has committed its efforts toward. The company boasts that, “In a world of six billion people, the company can reach four billion of them with its services. That’s double the number that can be reached by any telephone network.”

So what’s the next mountain for UPS to climb? Only time will tell. But if the past is any indication of what the future might bring, one only needs to reflect on Charlie Soderstrom’s explanation about the company’s name, “We’re ‘United’ because the shipments are consolidated and ‘Service’ because it’s all we have to offer."

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Photo © Konstantin von Wedelstaedt
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Photo © Andy Vanderheyden


Click here to see more great UPS photos!

Written by
Michael A. Burris

15 User Comments:
Username: NWADC9 [User Info]
Posted 2004-06-11 00:09:08 and read 32768 times.

GREAT article. Learned some great stuff, like UPS being a passenger-carrying airline, and stuff like that. Great job, Burris!

Username: Squad55 [User Info]
Posted 2004-06-11 09:59:40 and read 32768 times.

Great report on UPS. We actually deliver 13 Million packages per day, which is around 140 packages every second.

Username: Aviationwiz [User Info]
Posted 2004-06-12 02:53:14 and read 32768 times.

Excellent article, learned a lot. Thanks!

Username: Vsa340600 [User Info]
Posted 2004-06-12 13:12:21 and read 32768 times.

Fantastic article, I work for UPS here in England at a small depot in the north and I can tell you that the workers all help each other and this creates a sense of unity and it helped to make the company the way it is today. UPS will continue to grow at an incredible rate and will push towards the future.

All's I can say is watch out for the big brown machine!

Username: Beowulf [User Info]
Posted 2004-06-15 13:47:38 and read 32768 times.

That is a very interesting article. I really enjoyed reading it. What a wealth of information. :DD

Username: Stephes99 [User Info]
Posted 2004-06-17 01:39:07 and read 32768 times.

A well balanced and accurate article. The section explaining the startup of the airline had a few innacuracies though. What follows is a brief, believe it or not!!, story of how UPS Airlines came to be....from a former contractor and employee who lived through it.

In 1983 UPS bought 7 former Braniff 727-100's, and leased them to Orion airlines who then chartered them back to UPS on a multi year contract. (This was commonly done by freight and small package operators at the time and still widely used by DHL worldwide. Most of DHL's aircraft are subcontracted today.) UPS continued to buy used 727's, adding DC-8's purchased initially from Flying Tigers in 1983 and eventually signing multi year contracts with a total of 4 non-sked or "contract" carriers. Each of these carriers owned aircraft of their own which they occasioanlly leased long term to the freight forwarders or used them on Ad Hoc charters. The four carriers also operated aircraft under contract for Emery, Purolator, DHL, The US Postal Service, and Burlington Air Express, (now BAX Global, whos aircraft are now primarily operated by ATI, a wholly owned subsidiary of BAX).

Orion International Airlines came on board in 1983, Evergreen International Airlines, and Interstate Airlines (now ATI, Air Transport International), came on board in 1984, and finally Ryan International Airlines in 1985. Each airline operated a fairly evenly split number of the 727's. Orion won the contract in 1984 for the initial 6-747-100's purchased from American Airlines. Evergreen and Orion operated the DC-8-73's while Interstate won the contracts to operate the initial 10 DC-8-71's purchased in addition to the 13 DC-8's purchased from Delta. Ryan, the last carrier to come aboard, won the contracts to operate the 8 727-200's and the inital 10 757's.

Ocasionally various tail numbers where shifted between carriers. All of the required routes were divided between the carriers and each one had a mix of short and longer haul routes.

In 1986, Ronald Reagan negotaited the initial landing slots in Narita for an American small parcel carrier. Fedex, and Orion applied for the slots. UPS was legally only a freight forwarder at the time as all of the aircraft were leased and chartered back. They wanted to apply for the slots but didn't feel there was enough business at that time to support a single dedicated DC-8 every day to Japan. It sounds funny now with the huge fleets of widebody freighters crossing the Pacific and Atlantic oceans as well as muliple around the world freighter flights by each carrier but in 1986 UPS only operated to the 48 states, Hawaii, and San Juan. The first scheduled transatlantic flight, to be operated by a UPS/Evergreen DC-8 from Newark to Cologne (West) Germany would not begin for another year. The carriers were flying UPS aircraft on regular charters to europe and asia but there was no UPS small package infastructure in most other countries back then.

UPS partnered with DHL and formed a 50/50 partnersip in a company called International Parcel Express. IPX ,as it was called for short, was the third carrier to apply for the American small package carrier slots to Narita.

IPX hired a group of former Transamerica people from that recently defunct company to gain the air carrier certificate and UPS leased 2 DC-8's....N880UP, and N819UP to the new company. Those were the last two DC-8's to have the CFM conversion done and were initially tagged to go to Orion Airlines. The fledgeling airline hired 24 pilots and flew SDF-BDL and SDF-DFW for UPS.

During the court proceedings, Fedex pointed out that IPX was 50% owned by DHL, which is not a US company and that to be eliegible for the slots the airline has to be 75% owned in the USA. UPS quickly bought an additional 25% share from DHL but it was too late. The judge awarded the Narita slots to Fedex with IPX being the default carrier should Fedex not use them.

By now it was mid 1987. The UPS fleet had grown to roughly 60 aircraft. In their initail studies in 1982, UPS had estimated there might be a market to support up to 40 freighters by the year 2000. It was becoming difficult to manage with so many different contract carriers and aircraft so on September 13, 1987 UPS announced it would be taking over all air operations in 1988 and using the IPX certificate as the basis for UPS airlines. The takeover details in 1988 would fill a book so I won't even try to explain them here.

UPS did look at several options before going with IPX as the UPS airline. They seriously considered buying Flying Tigers or DHL among other things. In retrospect, and it is only an opinion, UPS would probably have been better off buying Tigers. They have spent years securing route authorities that Fedex inherited when they bought Tigers.

When Fedex bought Tigers, they no longer needed the Narita landing slots negotiated by Regan in '86 and those slots reverted to UPS/IPX.

Over the next 15 years UPS worked to aquire route authorities and landing slots, adding various aircraft, and buying many companies in countries all over the world. Their recipe for expansion has served them well as is evidenced by their current sucess.

Username: Stephes99 [User Info]
Posted 2004-06-17 01:51:08 and read 32768 times.

A quick bit of trivia.....

You may notice that UPS never dots the i's in United and Service....however, I know of at least two UPS aircraft that somehow slipped through the paint shop a couple of years ago with the i's dotted. I'm sure someone must have captured some photos of these aircraft here on Airliners....

Happy hunting......

Username: Upsmd11 [User Info]
Posted 2004-06-18 03:51:57 and read 32768 times.

Great story. As a 20-year UPSer I loved seeing the history written in such a manner. My accolades go to Mr. Burris.

Cheers,
John

Username: Squirrel83 [User Info]
Posted 2004-06-20 02:35:43 and read 32768 times.

Ahhhh the very first 747 I worked on was a UPS 747 . . . I will never forget that day and everymorning after. . .
I love there new paint job

Username: Squad55 [User Info]
Posted 2004-06-22 10:52:49 and read 32768 times.

Another correction. UPS purchased Fritiz Corporation which then became Supply Chain Solutions, it was not developed by UPS from the ground up.

Username: 747-600X [User Info]
Posted 2004-06-25 08:28:49 and read 32768 times.

Squad55, your correction has been included. Thank you for the information.
(Why the security mask? No name, no email, no anything in your profile? We're not that scary, are we?)

Stephes99, thank you for the wealth of details!

-Nathan Elbert
Article Editor

Username: Spdbrdconcorde [User Info]
Posted 2004-07-08 20:34:58 and read 32768 times.

Well written...i am an ex UPSer...Well done

Username: HAWK21M [User Info]
Posted 2005-05-12 19:21:23 and read 32768 times.

Fantastic compiled article.
Great work.
Thanks.
regds

Username: Kuhndogg [User Info]
Posted 2005-08-06 04:26:30 and read 32768 times.

I have always trusted UPS as my delivery company here in Cincinnati. Thanks for the great history lesson!

Username: Jcamilo [User Info]
Posted 2009-09-01 18:27:53 and read 32768 times.

UPS is the best!!

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