| Valuation |
9.7 |
auto |
P/E 16.8 |
| Liquidity |
7.1 |
auto |
Current ratio 1.22 |
| Growth |
3.9 |
auto |
Revenue growth -3.2% |
| Profitability |
6.3 |
auto |
Net margin 6.3% |
| Efficiency |
10.0 |
auto |
ROE 33.8% |
| Leadership Tenure |
6.2 |
ai |
Carol Tomé has been CEO since June 2020 (~5 years), bringing financial discipline from her Home Depot CFO tenure, but recent strategic resets (Amazon volume reduction, network rationalization) and labor turbulence from the 2023 Teamsters contract reflect ongoing transition rather than steady-state continuity. |
| Ownership Alignment |
3.6 |
auto |
Insider holding 0.02% |
| Strategic Vision |
6.8 |
ai |
Tomé's 'better not bigger' framework and deliberate halving of Amazon volume by 2026 plus the Roadie/Happy Returns/MNX healthcare logistics push toward higher-margin SMB and healthcare segments is coherent, but execution risk is real and the roadmap is more margin-defensive than visionary. |
| Focus / Clarity |
7.8 |
ai |
UPS is a tightly focused integrated logistics pure-play (US Domestic ~$60B, International ~$17B, Supply Chain Solutions ~$12B) with all segments serving the package/freight core — clearer focus than FedEx's recent unwinding. |
| Diversification |
7.4 |
ai |
Multi-region (200+ countries), multi-segment, and broad customer base, though Amazon historically ~11-12% of revenue (being deliberately reduced) and heavy US Domestic concentration (~65% of revenue) plus B2C consumer cyclicality create meaningful exposure. |
| Maturity / Revenue |
9.2 |
ai |
Revenue $88.7B |
| Growth Potential |
6.4 |
ai |
Mature parcel TAM with structural e-commerce tailwind, but near-term volumes are pressured by Amazon insourcing and soft B2B; healthcare logistics (targeting $20B revenue by 2026) and international SMB offer modest rerating vectors as freight cycle bottoms. |
| Volatility |
6.7 |
auto |
β 1.10 · D/E 175.88 |
| Market Standing |
8.6 |
auto |
Market cap $88.3B |
| Competitive Moat |
7.6 |
ai |
Integrated global air+ground network with Worldport hub, ~$90B revenue scale, dense last-mile density, and union-driven labor cost parity create a duopoly position with FedEx domestically — strong scale moat but contested by Amazon Logistics insourcing and lacks the IP/switching-cost stack for the +1 boost. |