A Contract Postal Unit (CPU) is a retail postal facility located inside a retail establishment, such as supermarkets, card and gift shops, pharmacies, and colleges. CPUs are operated by the retailer's employees and offer the same basic services available at a regular Post Office. The Village Post Office (VPO) concept was introduced earlier this year and is similar to the CPU in that they are retail postal facilities operated by community businesses. However, they provide limited postal products and services. CPUs and VPOs lower U.S. Postal Service expenses, primarily because they use already existing retail stores. The Postal Service does not have to rent its own store and hire dedicated staff. In fiscal year (FY) 2010, CPUs accounted for 8 percent of the Postal Service’s total retail network. In comparison, Canada has private dealer – operated outlets, which are similar to CPUs and account for more than 39 percent of Canada Posts® retail outlets; Australia has Licensed Post Offices and Community Postal Agencies, which are also similar to CPUs and account for 81 percent of Australia Posts® retail network. Expanding the use of CPUs and VPOs could assist the Postal Service in reducing its physical footprint, lowering expenses, providing more outlets for products and services, and potentially increasing access hours. What do you think? Would a system of CPU and VPOs better serve the current market? Do you have any concerns with the concept? Please share your thoughts and ideas. This topic is hosted by the OIG’s Financial Control Directorate.
on Oct 24th, 2011
in Post Offices & Retail Network
| 32 comments
on Sep 26th, 2011
in Ideas Worth Exploring
| 9 comments
The Postal Service has “coupled” its retail and delivery operations, both managerially and physically, since delivery services were first established almost 150 years ago. Historical patterns, or the needs for delivery service efficiencies, primarily determined the location of physical facilities, which typically house both delivery and retail operations. Demands for postal retail services are changing both geographically and demographically as consumers age and population centers shift. Our Risk Analysis Research Center studied the strategic concept of “decoupling” the Postal Service’s delivery and retail operations, examining both the physical and managerial functions. The results appear in the recently released whitepaper titled Retail and Delivery: Decoupling Could Improve Service and Lower Costs. The white paper draws upon the insights of key stakeholders, private sector delivery companies within the United States, foreign postal operators, and expert business consultants. The study found that selective decoupling of retail and delivery operations, mostly outside of rural areas, could result in lower costs, increased revenue, and better service that is more responsive to changing market conditions and diverse customer needs. The paper’s key findings include:
- A decoupling strategy affords the Postal Service more flexibility to respond to changing customer needs for retail service.
- The Postal Service too often ignores retail functions, which receive secondary managerial attention when competing with delivery for resources and clerk time.
- Decoupling could help transform both retail and delivery into separate best-practices driven, strategic business units.
- Major private-sector delivery companies in the United States as well as foreign posts previously separated their retail and delivery functions with each having its own distinct skills, training, and performance measures.
on Aug 15th, 2011
in Products & Services
| 18 comments
In today’s world we have the opportunity to do just about anything with just the click of a mouse and a few key strokes. Recent studies show online retail sales continuing to grow despite the economic slowdown and decline of overall retail sales. A previous blog, Could Radio Frequency Identification Make the U.S. Postal Service the Premier Delivery System, stated, “Last year Americans spent $155.2 billion shopping online. This year Americans are projected to spend more than $190 billion.” Purchases made online have to be shipped and this provides a great opportunity for the Postal Service to increase parcel delivery service. The Postal Service delivers almost half the world’s mail and more than 171 billion pieces annually, of this amount, roughly 3 billion are packages (Source: 2010 Report on Form 10-K, United States Postal Service). In addition, the Postal Service is often the last mile option for delivering FedEx, UPS and DHL packages. In 2007, if given a choice, 46 percent of consumers would select the Postal Service to deliver their packages.(Source:Package Delivery Study conducted by comScore, March 2007.) The Postal Service has received several ideas for improving its parcel delivery service. Many suggest the Postal Service could be more competitive if it offered an improved track and trace and confirmation system. Other suggestions include reliable on-time delivery, increased speed of service, and a better loss and damage policy. This blog is hosted by the OIG’s Sales and Service Team.