Net Lease FedEx Ground | KW Net Lease Advisors

Average Sale and Lease Details

www.fedex.com

Price Range 12mo avg:	$2M – $47.29M
$/sf 12mo avg:	$12.65
CAP Rate 12mo avg:	6.28%
NOI average:	$752041
Lease Terms:	10yrs
Typical Lease Type:	NN
Building Size avg:	94932 SF
Lot Size avg:	8+/- acres

About FedEx

Overview of Company

The FedEx strategy to compete collectively and operate independently provides a competitive advantage for our company. Our broad portfolio of services allows us to meet the needs of our customers, most of whom use services from two or more of our operating companies.

FedEx Overview of Services

FedEx Corporation provides customers and businesses worldwide with a broad portfolio of transportation, e-commerce, and business services. With annual revenues of $62 billion, the company offers integrated business applications through operating companies competing collectively and managed collaboratively, under the respected FedEx brand.

Consistently ranked among the world’s most admired and trusted employers, FedEx inspires its more than 400,000 team members to remain “absolutely, positively” focused on safety, the highest ethical and professional standards, and the needs of their customers and communities.

Revenue

FedEx has grown tremendously since its first night of operations in 1973. Now FedEx serves more than 220 countries and territories and continues to offer new products and services around the globe.

FY17 Revenue: $60.3 billion
Team Members: More than 400,000
Countries and Territories Served: More than 220

NYSE: FDX

Annual Reports

FedEx Financial Highlights

S&P Credit Rating:	BBB+
Moody’s Credit Rating:	Baa1
Annual Revenue 2017:	$60.3B
Annual Revenue 2016:	$50.4B

Revenue Growth:	↑ 18 2016
Net Income	$3B
Units ( )
Average Units Volume:	$M

Yahoo! Finance: FDX News Latest Financial News for FDX

The Wrong Way to Fight Porch Pirates

on December 6, 2019 at 12:30 pm

(Bloomberg Opinion) -- One consequence of America’s Cyber Monday shopping binge is the imminent arrival of $9.4 billion worth of merchandise on the nation’s doorsteps. And that will cue the annual cries of frustration about porch pirates — along with a raft of local news stories on how to evade them, and a few viral tales of consumers attempting to spook them with booby-trapped packages or glitter bombs.The fixation on thwarting porch pirates is understandable. (I, for one, will confess to being irrationally angry recently when a $27 baby onesie was swiped from my front stoop.) But it is also a flawed way of thinking about a legitimate and persistent problem with e-commerce.The problem is not just theft. It is that shipping giants such as United Parcel Service Inc. and FedEx Corp., as well as big retailers, are not moving fast enough to make delivery of online orders more flexible and to turn over more control to shoppers.Consumers and neighborhood associations should spend less time trying to answer the question, “How can we create a world where expensive goods can sit on my doorstep for hours and not get stolen?” Instead, they should be asking, “How can we make it so that expensive goods are not left on my doorstep in the first place?”UPS and FedEx, to be fair, have made strides toward giving customers more options. Each has a network of thousands of access points where shoppers can pick up packages, including at ubiquitous stores such as Dollar General or CVS Pharmacy. Both shippers have apps that allow residents to provide delivery instructions for a driver.Retailers, too, are getting more creative. Amazon.com Inc. now offers the option of choosing a single day each week for all of your recent orders to arrive, making it easier to ensure you’ll be home when your haul is delivered. And both Amazon and Walmart Inc. are piloting services that rely on smart-home technology that allows a driver one-time, secure access to your home.Surely such a service, or some variation of it, will become commonplace within a decade. (After all, there was once a time when it was creepy to get in a stranger’s car, but thanks to Uber and Lyft that’s now ordinary.) For now, though, the choices for consumers are underwhelming or confusing — or, in some cases, both.For example, UPS and FedEx both trumpet the convenience of letting you reroute an in-progress shipment to an access point. But online shoppers aren’t able to fully take advantage because retailers can put restrictions on packages preventing the recipient from redirecting them. This is likely a well-intentioned anti-fraud tactic, but it means access points aren’t the reliable solution they’re cracked up to be.And retailers aren’t always great at steering customers toward desirable secure options. Amazon, for example, routinely tries to nudge me at checkout to try a pickup point that is a 30-minute drive from my home, even though there is a Whole Foods Market with Amazon lockers in walking distance.But there are bigger ideas that could do even more to ensure package security. What if UPS or FedEx were to more routinely provide narrower time windows for drop-offs, or to allocate more workers for nighttime deliveries when nine-to-fivers are likely to be at home? What if retailers allowed customers to choose their shipping provider at checkout, which might force shippers to compete for their loyalty?Such changes would further complicate the “last-mile” delivery challenges the industry has been addressing for decades, and would likely add costs. But these are the same logistics experts and retailers that were able to make speedy two-day delivery standard. It’s not unreasonable to expect them to innovate their way to giving shoppers more choice.Even if it’s difficult, improved delivery flexibility is a far better remedy for porch piracy than other headline-grabbing approaches. Police departments have experimented with planting bait packages on doorsteps that are outfitted with GPS trackers, potentially allowing them to catch individual thieves. Texas has a new law on the books that makes package theft punishable by up to 10 years in prison.Never mind that there are already laws against theft. These kinds of punitive measures are not useless, but they are likely to be helpful only in a limited area for a limited period of time.The more productive approach is to focus on reducing the unsecured supply of porch treasures. And no one is better equipped to attack that problem than the retailers and shippers. So shoppers should raise their expectations of these companies and demand that they do more.To contact the author of this story: Sarah Halzack at shalzack@bloomberg.netTo contact the editor responsible for this story: Michael Newman at mnewman43@bloomberg.netThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Sarah Halzack is a Bloomberg Opinion columnist covering the consumer and retail industries. She was previously a national retail reporter for the Washington Post.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
Zacks Earnings Trends Highlights: Costco, Adobe, FedEx and General Mills

on December 5, 2019 at 3:49 pm

Zacks Earnings Trends Highlights: Costco, Adobe, FedEx and General Mills
FedEx Office Brings PANTONE® Color of the Year 2020 19-4052 Classic Blue to Life for Businesses and Consumers Through State-of-the-Art Color Matching and Printing Technologies

on December 5, 2019 at 2:00 pm

FedEx Office uses state-of-the-art color matching and print technology to bring to life the Pantone® Color of the Year 2020.
U of M Global makes major additions of Methodist and 'FedEx Logistics everybody'

on December 5, 2019 at 12:42 pm

The collaboration with U of M Global provides paths for certifications and degrees to hundreds if not thousands of Methodist Le Bonheur employees. And an expansion of FedEx's program means there are 'another 10,000 employees at FedEx at 130 locations around the country who will have the opportunity to become a Tiger.'
Looking Ahead to the Q4 Earnings Season

on December 4, 2019 at 9:28 pm

Looking Ahead to the Q4 Earnings Season

Recent Closings for FedEx and Similar Tenants

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FedEx