Introduction The Small Package Express Delivery industry is one of the industries in which transportation and logistics giant, FedEx, is heavily involved. Small package delivery refers to a service in which a company, which in this case would be FedEx, would accept payments from customers and other business owners in exchange for a guarantee that their small packages will be delivered within a certain time period or a certain program to the specified destination. Door-to-door small package delivery services have been a common service offering in this industry. In the early 1970s, in an era when electronic methods for sending and receiving packages and other things like information had not yet been discovered or at least popularized, people had to rely on something to convey their messages and packages. It turned out that something was the package delivery industry. The objective of this article is to discuss how the small parcel express delivery industry has evolved, focusing on how the American company Federal Express participated in its growth and evolution and how it survived a decade-long battle with its competitors such as the United States Postal Service (USPS), United Parcel Service (UPS), and the already dormant small package delivery company, DHL.Analysis of the Value Creation Frontier of Federal ExpressThe US-based Federal Express company is a parcel delivery and logistics company which has been one of the major players in the local and international industry for almost three decades. Reports and evidence suggest that FedEx's strategic competitiveness, resilience and continued large-scale growth in the industry have been largely fueled by its obsession with mid-paper business results at least in the long run and therefore there should be no reason to that the company should not try to use those strategies again. Works Cited Frank, R. (1994). UPS plans an early delivery. Wall Street Journal.Gupta, A., & Govindarajan, V. (2001). Convert global presence into global competitive advantage. The Academy of Executive Management.Lin, C., Lin, Y., & Lin, D. (2003). The economic effects of center-to-center direct on hub and spoke networks for common carriers Air Express. Journal of Air Transportation Management.Thompson, A., Strickland, A., Gamble, J., & Gao, Z. (2008). Strategy development and execution: the search for competitive advantage: concepts and cases. Wiley and Sons.Williams, M., & Frolick, M. (2001). The evolution of EDI for competitive advantage: the FedEx case. Management Information Systems Taylor and Francis Publishing.