MTAC November 2, 2005 Strategic Transformation Plan 2006-2010.
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MTACNovember 2, 2005
Strategic Transformation Plan 2006-2010
2002 TRANSFORMATION
Service the best it’s been for all classes
CSM high for 16 straight quarters
Creativity in products and pricing
6th straight year of TFP increases
+5.5M delivery points, 465M fewer workhours
$5 billion savings target ahead of plan
Employee safety and engagement up
Decline in First-Class single-piece
2M new delivery points each year
Standard Mail growing, contribution is less
Competition all around
Workforce issues – benefits, flexibility
Turnover
Wildcards
BUT . . .
STRATEGIC TRANSFORMATION PLAN, 2006-2010
USPS “blueprint”
How we intend to respond to strategic challenges
Updated annually
STRATEGIC TRANSFORMATION PLAN, 2006-2010
Stay focused on basics
STAKEHOLDERS:
Improve service
Reduce redundancy
Employee development
Better workplace
Add value to core products
Be more convenient, more responsive, easier to use
Generate
Revenue
Reduce Costs
Achieve Results with a Customer-Focused,Performance-Based
Culture
Improve Service
STRATEGIC GOALS
Best value Best run
Best place to work
Increase Revenue Cover single-piece FCM decline with growth in other
segments of FCM and other products
Reduce Costs $1B out each year with standardization and customer
partnerships. Work differently, not just harder
Achieve Results with a Customer-Focused, Performance-Based Culture
Accelerate focus on the customer and performance
Improve Service Service is good, but will be even better
STRATEGIC GOALS
Create more customer value with products and services
Customize and simplify pricing
Enhance access and ease of use
Aggressive sales, promotions, and outreach
INCREASE REVENUE
Standardization
Invest in equipment and technology
Customer partnerships
Rationalize facility / transportation networks
Optimize business practices
REDUCE COSTS
Engage employees
Develop and manage talent
Market-based compensation
Make complement more flexible
ACHIEVE RESULTS WITH A CUSTOMER-FOCUSED, PERFORMANCE-BASED CULTURE
Timely end-to-end service for all classes of mail
High quality at all customer access points
Maintain privacy, security, and trust
IMPROVE SERVICE
Revenue
CostsService
Results
Better customer value for the
dollar
Fewer handlings
More mail to intended
recipients more quickly
Better meet customer
needs
INTEGRATION
Cut UAA by 50 %Improve
Address Quality
Revenue
CostsService
Add value
Risk based verification
Track and anticipate delivery
Resources aligned with
workload
Results
Barcodes on All Mail
INTEGRATION
Increase Visibility
1. 25% of air transportation to ground
2. 95% DPS, reduce carrier office time by one hour
3. Annual commercial price adjustments
4. Simplify processes and product offerings
5. Expand Service measurements Seamless mail acceptance
6. Cut misdelivery complaints by 50% annually
7. Continue safety gains with VPP/ERRP
8. Seamless mail acceptance
9. Differentiate First-Class Mail
SELECT TARGETS
Reduce another $5 billion in tandem with aggressive measures to grow the business
Advances in service, productivity, and employee engagement
Tight focus on core products to ensure universal, affordable services continue
COMMITMENTS
Best value . . . in the marketplace
Best run . . . communications and delivery service
Best place . . . to work
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