10XLOGISTICSEXPERTS, LLC
JACKSONVILLE, FLORIDA

Vested stems from award-winning research by the University of Tennessee funded by the United States Air Force to find a “better way to outsource.” The Vested business model allows companies to focus on desired outcomes and shared value to create an arrangement that is mutually beneficial for each. Rather than the “What’s-in-it-for-Me” mentality of conventional agreements, Vested’s “What’s-in-it-for-We” mindset invests both parties in the success of each other’s overall business, which in turn strengthens the sense of partnership and encourages a more lasting relationship. By sharing expertise and aligning their goals, both parties are able to drive innovation, adapt to changing needs and mitigate risk while working towards mutual success. Many well-known companies have adopted a Vested framework, including Microsoft, McDonald’s and Procter & Gamble. Kate has appeared on Bloomberg radio, CNN, NPR and on Fox Business News. Her work has been featured in over 300 articles in publications like as a “Woman on the Move in Trade and Transportation” and as a “Rainmaker” by DC Velocity Magazine for her insights and contributions. Globalization Today named Vitasek to their list of its “Powerhouse 25” outsourcing industry leaders. She was recognized by Logistics Quarterly and Supply Chain Digest as a “Woman in Supply Chain,” honored as a “Woman of International Influence” by Global Executive Women, and named a top 10 finalist for “Best Entrepreneur—Service Business Under 100 Employees” by the American Business Awards for Woman. Prior to joining the University of Tennessee, Kate’s storied career included positions with P&G, Microsoft, Accenture, Stream International and founding Supply Chain Visions, a boutique consulting firm recognized by ARC Advisory Group as one of the “10 Coolest” Boutique Consulting firms. " and certainly they do not separate the delivery from the entire purchase experience.  If the product is late, damaged, delivered in a truck that looks like a get away vehicle from a crime, is handed to you by a person who is a felon, etc. etc. the consumer will be very disappointed and will always relate this experience to the store (whether on line or physical).  If Amazon is to protect their brand they need to own more and more of the fulfillment chain  This allows them to do that.  :  UPS and Fed-Ex have disappointed at the crunch seasons more than once and I believe Amazon is just sick of it.  At some point you have to take destiny into your own hands and take control of it.  Part of this is what stage the companies are at in their development.  UPS and Fed-Ex are in the "protection of business" stage and Amazon is still in the "Grow.. grow.. grow " phase.  What does this mean?  It means UPS and Fed-Ex are big companies who only invest when they know 100% it is a "sure thing".  Amazon, on the other hand, is investing like mad.  Therefore, UPS and Fed-Ex cannot keep up with the explosive growth and maintain all their other businesses.  This shows itself in a lack of capacity at crunch times and so Amazon, as they always do, have taken their destiny into their own hands.  " and certainly they do not separate the delivery from the entire purchase experience.  If the product is late, damaged, delivered in a truck that looks like a get away vehicle from a crime, is handed to you by a person who is a felon, etc. etc. the consumer will be very disappointed and will always relate this experience to the store (whether on line or physical).  If Amazon is to protect their brand they need to own more and more of the fulfillment chain  This allows them to do that.  :  UPS and Fed-Ex have disappointed at the crunch seasons more than once and I believe Amazon is just sick of it.  At some point you have to take destiny into your own hands and take control of it.  Part of this is what stage the companies are at in their development.  UPS and Fed-Ex are in the "protection of business" stage and Amazon is still in the "Grow.. grow.. grow " phase.  What does this mean?  It means UPS and Fed-Ex are big companies who only invest when they know 100% it is a "sure thing".  Amazon, on the other hand, is investing like mad.  Therefore, UPS and Fed-Ex cannot keep up with the explosive growth and maintain all their other businesses.  This shows itself in a lack of capacity at crunch times and so Amazon, as they always do, have taken their destiny into their own hands.  " and certainly they do not separate the delivery from the entire purchase experience.  If the product is late, damaged, delivered in a truck that looks like a get away vehicle from a crime, is handed to you by a person who is a felon, etc. etc. the consumer will be very disappointed and will always relate this experience to the store (whether on line or physical).  If Amazon is to protect their brand they need to own more and more of the fulfillment chain  This allows them to do that.  :  UPS and Fed-Ex have disappointed at the crunch seasons more than once and I believe Amazon is just sick of it.  At some point you have to take destiny into your own hands and take control of it.  Part of this is what stage the companies are at in their development.  UPS and Fed-Ex are in the "protection of business" stage and Amazon is still in the "Grow.. grow.. grow " phase.  What does this mean?  It means UPS and Fed-Ex are big companies who only invest when they know 100% it is a "sure thing".  Amazon, on the other hand, is investing like mad.  Therefore, UPS and Fed-Ex cannot keep up with the explosive growth and maintain all their other businesses.  This shows itself in a lack of capacity at crunch times and so Amazon, as they always do, have taken their destiny into their own hands.  The question raised by the investigation was essentially whether these were statements to investors so they could make a good investment decision or where they "signals" to the competitors?  For example, does the statement "disciplined capacity control" state a good business practice to the investors or does it state to the competition "If you don't add capacity I won't add capacity".