• on Apr 16th, 2012 in Delivery & Collection | 4 comments
    Starting in April, the private company TNT Post UK plans to test street delivery in the West End of London. Currently, TNT collects and sorts mail and then hands it over to Royal Mail, the traditional government-run postal provider in the United Kingdom, for final street delivery. Now, however, TNT Post UK wants to provide street delivery as well. TNT is seeking assistance from the UK government to provide a level playing field that will allow it to compete effectively with Royal Mail’s delivery service. Royal Mail says that rival delivery networks hurt mail customers by undermining the efficiencies of a single delivery network, stating "If a rival delivery service cherry picks profitable, easy-to-deliver mail, it will weaken and ultimately undermine the Universal Service that only Royal Mail currently has the ability and commitment to deliver..." Britain’s postal regulator, Ofcom, plans to monitor the situation. Overall, this move represents another step toward a liberalized postal market in the UK, similar to those in other European Union countries. What are the benefits and risks of promoting this type of competition in the delivery market? What could happen if a private company sets up a rival street delivery network that only served profitable areas, such as West End of London? Could the traditional provider, Royal Mail, compete in the more profitable areas if it also is forced to provide delivery services to less profitable addresses in rural areas?

    This blog is hosted by the OIG’s Risk Analysis Research Center.

  • on Jan 16th, 2012 in Delivery & Collection | 23 comments

    City and rural carriers deliver and pick up mail, including letters and packages. In addition, they are familiar figures who care about the people they serve, often helping in dramatic ways while making their rounds in neighborhoods 6 days a week. The U.S. Postal Service has many examples of carriers sending for help when senior citizens fail to collect their mail, alerting residents of fires, aiding accident victims, and even stopping burglaries.

    But what else can carriers do? Could they provide additional services because, after all, carriers and their vehicles are present 6 days a week in every neighborhood in the U.S.? Each potential service opportunity for carriers should be evaluated by three criteria: the investment required, the risk assumed, and the potential benefits that could be achieved. So, what are some other responsibilities that carriers can take on while delivering the mail that would result in a positive return on the Postal Service’s investment?

    How about:
    • Meter Reading.
    • Gathering data on road and weather conditions in metropolitan areas by placing Global Positioning System (GPS) devices in carrier vehicles.
    • Collecting Census Data.
    • Updating mapping components in metropolitan areas (new addresses, etc.).
    • Delivering other items besides mail. Right now, the Postal Service offers last mile delivery service to UPS and FedEx. Who else can benefit from this service?

    What do you think about carriers handling non-postal related tasks? Do you think the Postal Service should provide additional services that can be handled by carriers? In addition to the services listed what would you suggest? Please share your thoughts in the comment section below.

    This blog is hosted by the OIG's Delivery Directorate.
  • on Dec 26th, 2011 in Delivery & Collection | 47 comments
    Pushing the Envelope wants to ask you for your thoughts on how the U.S. Postal Service, as it faces its financial crisis, might improve operations and reduce costs while continuing to deliver mail. Carriers are sometimes required to complete tasks and processes that leave them scratching their heads and asking, “why are we doing this?” Examples previously cited by some carriers include waiting in line for accountable items (mail that requires a signature) and having their productivity “rewarded” with more work. Another significant issue of concern to carriers is having single pieces of First Class Mail® driven out to them while on their route. There are some that believe this happens to influence First Class performance delivery scores. This action will often require a carrier to change or retrace their line of travel. What are some of the operations, tasks, and processes that do not make sense in delivery operations and that you believe management can eliminate? And why don’t they make sense? What ideas do you have to improve these operations, tasks, and processes and reduce cost? Improve service? We invite you to share your answers in the comment section below. This topic is hosted by the OIG’s Delivery Directorate.

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