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 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.
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 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:
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.