The American marketplace is experiencing constant changes in the ways that companies conduct business and communicate with customers. Like other businesses, the Postal Service must also innovate to stay relevant. The Office of Inspector General plans to examine innovation processes currently used by major U.S. corporations to learn about best practices/processes. The essence of innovation is to identify a problem and develop solutions. For example, Google and Facebook are successful because their websites meet needs of people to manage and organize vast amounts of information and social relationships available on the Internet. The Postal Service has enjoyed some success with innovative products. Its Priority Mail Flat Rate products have become popular, shipping 350 million boxes over the last 6 years, with revenue of $1.2 billion in fiscal year 2010. This product met the need to simplify the shipping process and was relevant to both consumers and business. What should the Postal Service do to identify business opportunities and customer needs in order to create solutions that lead to financial success and customer satisfaction? Also, what experience(s) have you had with Postal Service innovation? This topic is hosted by the OIG’s Planning and Strategic Studies Directorate.
on Jul 11th, 2011
in Strategy & Public Policy
| 17 comments
on Jul 6th, 2011
in Mail Processing & Transportation
| 29 comments
The Postal Service has evolved with the needs of a growing country for more than 230 years. A vast and complex network of processing facilities and transportation links was created to meet its universal service obligation. Today, the Postal Service has 260 Processing and Distribution Centers located throughout the country. This highly automated processing technology network provides incentives for its customers to presort the mail and drop ship it deeper into the network. As the likelihood of stagnant or decreasing mail volumes grows, there is a mismatch between the existing network capacity and user needs. For several years, the Postal Service has introduced plans to consolidate its mail processing plants and reconfigure its transportation network. The Postal Service has made some progress, closing all but two Air Mail Centers (AMCs), initiating and implementing numerous AMP consolidations, and transforming the Bulk Mail Center (BMC) network in the Network Distribution Centers. Despite these efforts, the fundamental question still remains: what should the mail processing and transportation network look like to meet future demand? And how many plants will be needed? A former deputy postmaster general suggested that in order for the Postal Service to be fully efficient, its footprint must be much smaller, possibly comprising 150 plants, and 400,000 employees. Another stakeholder said the current network is twice the size it should be. Are these reasonable assessments? What do you think? To learn more, read our recently released white paper "A Strategy for a Future Mail Processing and Transportation Network."
This blog is hosted by the OIG’s Risk Analysis Research Center (RARC).
on Jul 4th, 2011
in Strategy & Public Policy
| 3 comments
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.