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United Parcel Service is planning a return to growth as the delivery giant wraps up its effort to draw down Amazon deliveries, its CFO tells WSJ Leadership Institute reporter Mark Maurer, who writes for today’s Morning Ledger:
The company has been reducing volumes from Amazon, its largest customer, as well as closing buildings and slashing operational positions as part of a restructuring. UPS said it has achieved about $600 million in cost savings from these initiatives in the first three months of 2026 and is on track to realize about $3 billion in cost savings this year.
In an interview, Chief Financial Officer Brian Dykes talked to me about where things stand.
Head count: In January, UPS said it would cut 30,000 operational positions this year, on top of 48,000 operational positions eliminated in 2025. The company this month set limits on the number of buyout payments to 7,500 drivers under an agreement with the Teamsters union.
Operational positions, which include drivers, will likely plateau in the back half of the year despite expected company growth because automation will handle the growth, Dykes said. But these positions are driven by volume, meaning the company might increase them as it grows, he said.
“Drivers are the face of our business. And the more volume you have, the more drivers you need," Dykes said.
Building closures: The company closed 23 buildings in the first quarter, with another 27 slated to shutter, primarily in the second quarter, Dykes said. UPS closed more than 90 buildings in 2025.
Dykes said he doesn’t expect any large-scale building closures on a “programmatic basis” once capacity is adjusted at the end of the second quarter.
Leadership lesson: UPS navigated an internal restructuring while simultaneously managing macro issues such as a “freight recession,” the Middle East conflict, the rise of AI and “the largest trade policy change in a hundred years,” he said, referring to the end of the de minimis exemption that had allowed low-cost goods into the U.S. tariff-free.
And what did Dykes learn from helping lead the company through the Amazon-volume reduction effort?
“Time is always the most important factor, and as I look back, making sure that we're moving fast enough is super important,” Dykes said.
—Mark Maurer
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