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WIKI ANALYSIS
Ryder (NYSE: R) is a North American truck rental company wich also runs a transportation and logistics consulting business that accounts for around 20% of the company's revenue. 90% of the company's revenues come from North America and the rest comes from Europe. The company has 152,400 commercial trucks, tractors and trailers leased or rented through 600 locations in North America. In 2009, the company earned $4.9 billion in revenue and $62 million in net income.[1]
Due to globalization, demands for commercial transportation worldwide have increased. With the increased volume of commercial transport, the logistics business has become more complex, and legislative changes have placed overhead strains on smaller carriers. For example, transportation companies must comply with Department of Homeland Security and Department of Transportation Security regulations that control who may engage in motor carrier operations and set guidelines for safety and financial reporting. Ryder's large scale makes it possible to absorb these costs without a significant hit to operating margins.
However, the positive effects of globalization are being offset by a struggling US economy. Ryder is a provider of commercial shipping services, and is dependent on the needs for supply chain and freight of the industrial firms that it supplies and consults to, who are in turn dependent on those household consumers. Stagnation in consumer spending reduces the demand for goods, leading to a decline in the need for shipping services. As a result, Ryder's bottom line suffers from the negative effects. In 2009, the company's net revenue fell 19% from lower shipping demand.[1]
Company Overview
Business Segments[2]
The company divides its operations into 3 segments:
- Fleet Management Solutions - 67% of Revenues - This portion of the business is the main operation, offering vehicle leasing and rental options, as well as associated products and solutions for the trucks, such as technology, fuel, insurance, and other overhead support functions. Used trucks are eventually sold by the company on the second-hand market. This portion is a primarily U.S. business.
- Supply Chain Solutions - 23% of Revenues - The Supply Chain Solutions segment consults to other businesses involved in complex supply chain or shipping operations. The company offers both advice as well as help with execution on a new plan once it has been agreed on. Actual implementation can also be outsourced to Ryder, which then handles the contracting of freight to third parties or internally.
- Dedicated Contract Carriage - 10% of Revenues - This segment fully operates carriage for its customers. This business collaborates with the other two segments and will "take over" their businesses when appropriate. This business is a popular provider to customers with time-sensitive deliveries or particularly complicated supply chains.
Business Growth
FY 2009 (ended December 31, 2009)[1]
- Net revenue decreased 19% to $4.9 billion. Revenue declined primarily due to lower commercial rental revenue and reduced Supply Chain Solutions automotive industry volumes. All of the company's business segments had negative growth in the double digits. The company's fleet decreased by 7% to 152,400 vehicles.
- Net earnings fell 69% to $62 million.
Trends and Forces
Over 90% revenue exposure to North America and high client concentration a risk in the face of a sluggish US economy
Despite a global footprint, about 90% of the company's revenues are still earned in North America, with special dependence from the Fleet Management Systems segment, the Americas-centric business. High dependence on the US restricts the company's growth in times of a sluggish economy. As Ryder is a provider of commercial shipping solutions, it is dependent on the needs for supply chain and freight of the industrial firms that it supplies and consults to, who are in turn dependent on those household consumers. The company's SCS and DCC businesses are more resilient against recession than the FMS business, due to the more long-term nature and more "fixed" natures of those businesses. In addition to these concerns, the SCS business faces high client concentration, in which the top 10 accounts contributed 72% of revenues for the business. Losing a single account will lead to a significant decline of SCS revenues in the face of a recession.
Continued outsourcing of supply-chain management the primary cause of revenue growth
Fueled by globalization, many of the North American industrial sectors have tried to migrate their supply chains, including manufacturing, assembly, packaging, and other operations, into lower-cost areas in order to be competitive. As a result, Ryder has grown both the SCS and the DCC segments to take advantage of this trend. These segments contributed 23% and 10% respectively to overall revenues. In addition, due to increased costs associated with the purchasing and maintaining of a fleet of vehicles and additional costs from Department of Transportation (DOT) regulations such as driver screening, training and testing, and record keeping, more companies are migrating their entire freight business to Ryder.
Competition
Commercial Vehicle Rental
- Penske - Penske is a private competitor, and the closest thing to Ryder's direct competitor, offering both vehicle leasing as well as supply chain management services.
- PACCAR (PCAR) - Paccar manufactures a range of trucks under nameplates such as Kenworth, Peterbilt and DAF. In addition, it participates in leasing arrangements under its subsidiary, Paccar Financial Services.
Supply-Chain Management
FedEx and UPS were both originally freight-haulers, shipping goods from point to point. However, both evolved into B2B (business to business) companies on the supply chain side, routing much of the traffic for both industry and manufacturing giants as supply chains became more complex due to Global sourcing, as well as the E-Commerce crowd as their businesses grew during the 90's. Both offer fully-outsourced shipping as well as the option to consult and provide advice to their customers.
References
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