Project 2- Final Situation Audit Winter 2018 MBA 610 .doc

9 appendix 1 xpo chooses to compete in its industry

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9 (Appendix 1) XPO chooses to compete in its industry by being different and broad. They do this by abiding by their MGVO’s, and all levels of the organization strategy. Strategies Types and Competitive Advantage Competitive advantage is a organization/company that performs better than any other company/organization or person. What the company, person or organization does is impossible or difficult to replicate something that is difficult or impossible to copy. (Competitive Advantage, 2005) Being able to maintain a true competitive advantage requires hard work. The company/organization has to nurture and care for their competitive advantage very carefully in order to not to jeopardize it. The customers depend tremendously on XPO because of the companies experience and tremendous growth (Murphy, 2017). With there being several leadership positions across the supply chain, we’ve proven that great data, being comfortable industry experts, it gives our customers a competitive advantage. (XPO Logistics, 2017) Organizational Size and Structure The organization of XPO Logistics has grown from 80,000 39 countries employees to 91,000 employees in over 43 countries since 2015 and still growing. With organization growing rapidly in various areas, MGVO’s are becoming easier to accomplish. With XPO’s competitive advantage being growth, technology and a great customer experience the amount of growth also increase the support that is given to make the MGVO’s accomplished. One Page | 9
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10 great thing about the organizations structures are the added committees used to contribute to MGVO’s and act as a check and balance system to the organization, the finances, leadership and guaranteeing what the consumers and stock holders are being told if factual. The committees consist of the following: (Leadership, 2017) “Audit Committee- to assist the Board in fulfilling its responsibility to focus on accounting and financial reporting processes, including the effectiveness of the Company’s systems of internal controls and disclosure controls, the integrity of the Company’s financial statements, the Company’s compliance with legal and regulatory requirements, the qualifications and independence of the Company’s outside auditors and the performance of the Company’s outside auditors and internal audit function; Acquisition Committee- is to review and approve acquisition, divestiture and related transactions proposed by the Company’s management in which the total consideration to be paid or received by the Company, for any particular transaction, does not exceed the limits that may be established by the Board from time to time. Compensation Committee- i) to assist the Board in fulfilling its responsibilities relating to the compensation of the Chief Executive Officer and the other executive officers of the Company (collectively, the “Executive Officers”), to oversee the administration of the compensation plans, in particular the incentive compensation and equity-based plans, of the Company (and, to the extent Page | 10
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