In response to a Government Accountability Office report and a Congressional request, the Postal Service introduced its Transformation Plan in 2002. Since then, the Postal Service has seen many changes, including a new postmaster general (PMG) and senior management team. Mail volume has declined due to electronic diversion and the recession. In addition, the Postal Accountability and Enhancement Act of 2006 changed how the Postal Service operates and conducts business.
The Postal Service released its plan, Ensuring a Viable Postal Service for America: An Action Plan for the Future, in March 2010. The plan outlined cost-cutting, increased productivity, and legislative and regulatory changes necessary to maintain a viable Postal Service. In December 2010, the new PMG announced his four core strategies for the Postal Service:
1. Strengthening the business-to-consumer channel.
2. Improving the customer experience.
3. Competing for package business.
4. Becoming a leaner, faster, and smarter organization.
It is a daunting task for any organization to implement new strategies. We have established an Audit Project Page to provide another opportunity for our stakeholders to comment on this issue. Click here to review – Postal Service Core Strategy Linkage.
We are interested in hearing your views on the four core strategies. What is needed to ensure the success of these strategies and what outcomes do you believe the core strategies are intended to achieve?
This topic is hosted by the OIG’s Planning and Strategic Studies Directorate.Read More
The U.S. Postal Service has experienced a significant decline in mail volume in recent years, yet its contracted surface transportation remains largely unchanged. While mail volume dropped almost 16 percent from fiscal year 2008 to 2010, the Postal Service contracted out around 1 percent more miles of highway transportation over the same period. During the same time, the Postal Service has had considerable success minimizing the number of labor hours employees spend on mail processing.
The following factors may have mitigated the effects on transportation from a volume drop:
• Network Distribution Center restructuring.
• Postal Service efforts to move more mail from air to surface transportation.
• Postal Service efforts to sell the newly empty space to other shippers through a collaborative logistics program.
Transportation represents the second largest cost component for mail delivery after labor, but the Postal Service has substantially more authority to cut contracted miles. The Postal Service could use its greater flexibility to end unnecessary contracts, alter necessary contracts, or redesign the system altogether. Highway transportation provides a strong opportunity for cost savings.
What do you think of the current contracted surface transportation infrastructure?
How would you adjust to new mail volumes?
This blog is hosted by the OIG’s Risk Analysis Research Center (RARC).Read More
Offering volume incentives is a common business practice in the U.S. and around the world. Although the U.S. Postal Service offers incentives to businesses that presort their mail, the agency does not offer incentives based strictly on the volume of packages shipped. One reason might be that offering volume incentives would lower the profit margin on each package shipped; yet, the potential volume increase of items shipped would make up for the smaller profit margins.
E-retail is a multibillion-dollar industry through which millions of transactions are made via clearinghouses, such as Amazon.com and eBay. The e-retail industry continues to grow and includes on-line sales in virtually every industry. In the U.S., online retail spending for the Q4 2010 reached a record $43.4 billion, up from $39.0 billion in Q4 2009. This accelerated growth rate represented the fifth consecutive quarter of positive year-over-year growth and second quarter of double-digit growth rates in the past year. This trend will likely continue as more online people turn to the internet for their shopping needs, and younger, digital-savvy generations increasingly flex their spending power. Companies like eBay, Amazon.com, and traditional retailers with strong web operations should continue to benefit from this growth.
Increases in e-shopping means an increase in the quantity of goods shipped is also increasing. Most vendors have their preferences, which are frequently based on cost. Should the Postal Service take advantage of the increased amount of shipping generated by e-retailers by offering incentives?
Yes or no, and why?
This blog is hosted by the Office of Audit’s Financial Reporting Directorate.Read More
It happens many times . . . a company invests time and money into training employees only to have them leave soon after the training is complete. Some industries and companies now have contractual agreements requiring employees to repay training costs to their employers if they separate from employment before a specified period. Congress has also passed legislation requiring continued service agreements from government employees who have received extensive training.
These contracts obligate employees to continue working for the agency (or another government agency, depending on their employer’s policy) for a period at least equal to three times the length of the training. If the employee leaves government service before the agreed-upon service time, the agency has the right to require repayment for the amount of time not served.
Private sector industries such as information technology, airline, and trucking are also requiring employees to sign these types of agreements. One company requires employees to sign contracts for training programs that are considered expensive and time intensive. The company uses a formula that equates one month of labor for every $1,000 of costs; for example, a $7,000 course would require a seven month commitment.
While many posts, including the U.S. Postal Service, are downsizing due to shrinking domestic markets, China Post is aggressively expanding. By the end of 2015, the China Post Group plans to extend universal service to all villages, increase urban residential letterboxes, and add 300,000 jobs. This development presents an opportunity for the Postal Service to partner with China Post to expand the reach of both posts, as the demand for end-to-end solutions between the Chinese and U.S. markets grows.
The major factors that fuel expansion and justify development are an increasing residential delivery network, major growth in small-to-medium enterprises (SME) and exports, and a developing direct marketing industry. The Chinese government also fosters China Post’s growth by permitting non-postal activities like banking and shielding some profitable segments of the express mail market from competition. Although industry players question the legality in an international context, China Posts’ Express Mail unit has the exclusive rights to a profitable product segment.
Together these factors guarantee steady mail volume increases and help China Post secure a position in the burgeoning direct mail industry, e-commerce market, and other non-postal sectors. By tapping into its far-flung network of post offices to provide customers a wide range of services in one convenient location, new opportunities will emerge for China Post as well as the Postal Service.
The Postal Service is taking action to capitalize on these opportunities. Last year, the Postal Service introduced a new, small-packet product targeting China’s small, lightweight exports, such as electronics and apparel. The Postal Service also signed a memorandum of understanding with China Post and eBay to provide an end-to-end, e-commerce solution. Earlier this year the Postal Service hosted a 20-member China Post delegation to discuss the direct mail industry. As the demand for postal products and services grows with China Post’s expansion, the Postal Service is uniquely positioned to establish a partnership that connects and fosters Chinese and U.S. markets.
What other opportunities do you think the Postal Service should pursue with China Post?
This blog is hosted by the OIG’s Risk Analysis Research Center (RARC).Read More