Name: Why UPS Slashed Its Amazon Business by 50%
Uploaded: 2026-09-23T21:57:00Z
Duration: 2 min 27 s
Description: Speaking with WSJ Leadership Institute President Alan Murray, UPS CEO Tomé breaks down her "better, not bigger" strategy to shrink UPS's package volume from Amazon in half. Despite taking a year to convince her own board, Tomé explains why playing the long game was necessary to return the company to operating margin growth.

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Speaking with WSJ Leadership Institute President Alan Murray, UPS CEO Tomé breaks down her "better, not bigger" strategy to shrink UPS's package volume from Amazon in half. Despite taking a year to convince her own board, Tomé explains why playing the long game was necessary to return the company to operating margin growth. Photo: WSJ Leadership Institute

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Speaking with WSJ Leadership Institute President Alan Murray, UPS CEO Tomé breaks down her "better, not bigger" strategy to shrink UPS's package volume from Amazon in half. Despite taking a year to convince her own board, Tomé explains why playing the long game was necessary to return the company to operating margin growth.

Why UPS Slashed Its Amazon Business by 50%

As I understand it, you go in, you see the customer profitability numbers, and you then formulated a strategy which is I'm gonna make this company better.

Better.

But not bigger.

Not bigger.

We don't hear that very often from CEOs. Big is an aspiration. How hard was it to come to that conclusion?

Well.

You were basically firing some of your customers.

Yeah, so we sold several businesses that were either not making money or were capital intensive with very low margins. And then we looked at the package business, the small package business and said, wow, that old myth that all packages are created equal and volume solves all problems is really not true. And our largest customer is a customer you all know, they're headquartered in Seattle and probably all are members of their Prime program. But we.

But you're not gonna use the name?

Well, I will happily mostly because it's all public. So, you know, Amazon made up at one point over 13% of our revenue, and yet we were not making money on that revenue.

Nothing.

Nothing. So I'm like, all right, this is not nutritive for us. How can we continue to grow and put resources against this relationship? We gotta reconfigure that relationship. So 18 months ago we launched a pretty big transformation of our company, which was to take their volume and glide it down by half. That's a hard thing to do. It was hard for them too because they had been relying on us for this service. But we reached agreement together on the packages that made sense for our network, like returns, and the packages made sense for their network. And we got it done. In 18 months, we took that volume down by 50%. We had to close buildings. Our workforce is smaller. But guess what happened, Alan? In the second quarter of this year, we returned to revenue, profit, and operating margin growth.

Good for you. But I'm curious how much pushback you faced before you got there from your board, from your investors.

So it took about a year to get the board, to bring the board along with me.

Yep.

Because this is a big deal. This is a very big, scary deal. It took about a year to get the board, and from an investor perspective, massive amount of blow back, just a massive amount of blow back. But you know what? I'm like, you gotta play the long game here because if you're not playing the long game, you're playing quarter by quarter, and that's not gonna work for us.