# Presentation: 512066

## MTAC Update 

**November 6, 2002**

**Larry Goodman**
**USPS Co-Chair**

**Dan Minnick**
**Industry Co-Chair**

##  PostalOne! Customer base  -  Activity
 Working With MTAC  -  PostalOne! Future

-  Working With MTAC  -  *PostalOne!* Future

- Today’s Agenda

- Dan Minnick

- Larry Goodman

-  Purpose – Desired Outcome  -  Status
-  Obstacles -  Timelines

## PostalOne!   

**MTAC Update**

**Purpose:**

**PostalOne!, as a continually developing electronic window between the US Postal Service & the Industry, needs on-going communications exchange to:**

**  ****Allow industry to assist in guiding general direction**
**  ****Obtain industry input as to specific functionality & applications**
**  ****Give industry advance insight of upcoming activities**

## PostalOne!   

**MTAC Update**

**Desired Outcomes:**

**Assist USPS in gaining 100% *****PostalOne!***** implementation across industry:**

**  ****Incorporate existing 60+ Billion pieces already in Mail.dat format**
**  ****Add additional mail having Mail.dat potential**
**  ****Develop alternate tools for those for which Mail.dat is not appropriate**

## PostalOne!   

**MTAC Update**

**Desired Outcomes:   ****Continued---**

**Assist USPS in comprehensively communicating potential opportunities & specific techniques for optimum use of *****PostalOne!***

**  ****Past activities have included user workgroups focusing upon mail owner opportunities and small volume mail service providers**

## PostalOne!   

**MTAC Update**

**Current Status:**

**Current discussion activities include:**

**  ****Enhancing User’s Guide**
**  ****Develop Mailing Facilities User’s group**
**  ****Develop Software Providers User’s group**
**  ****Develop USPS Operations User’s group**

## PostalOne!   

**MTAC Update**

**Obstacles:**

**Scale of Opportunity:**

**  ****Number of mailing facilities**
**  ****Number of Permits and varying site-specific payment techniques (Anticipated resolution to be greatly enhanced by Permit System re-design**

## PostalOne!   

**MTAC Update**

**Obstacles:    ****Continued ---**

**Internal USPS’ less-than-full understanding of data *****PostalOne!***** can provide:**

**  ****An education opportunity aimed at USPS management and team leaders**
**  ****In some USPS management cases, “less than 90% of all” has no value **

## PostalOne!   

**MTAC Update**

**Timeline**

**Ongoing – The benefits of the MTAC *****PostalOne!***** workgroup will be present until *****PostalOne!***** usage is common-place; that is,......**

**  ****The workgroup has great value until such time as there are no more general communications and technical challenges to 100% participation other that those specific to individual users.**

## PostalOne! Participants

***PostalOne!***** Participants**

**2500 Customers**

**33 Participants ****(BCSS)**

**109 *****PostalOne!***** Sites**

**50 Trans. Sites**

- WA

- OR

- CA

- NV

- ID

- MT

- UT

- AZ

- NM

- CO

- WY

- TX

- OK

- KS

- NE

- SD

- ND

- MN

- IA

- MO

- AR

- LA

- MS

- AL

- GA

- TN

- KY

- IN

- IL

- WI

- WV

- MI

- OH

- FL

- GA

- SC

- NC

- VA

- MD

- DE

- NJ

- PA

- NY

- CT

- VT

- ME

- MA

- RI

- NH

- Participant Location

**Notes:**
The following slide shows the number of active BCSS PostalOne! participants and their locations. 

## PostalOne! Sites

***PostalOne!***** Sites**

**2500 Customers**

**33 Participants**

**109 *****PostalOne!***** Sites**

- WA

- OR

- CA

- NV

- ID

- MT

- UT

- AZ

- NM

- CO

- WY

- TX

- OK

- KS

- NE

- SD

- ND

- MN

- IA

- MO

- AR

- LA

- MS

- AL

- GA

- TN

- KY

- IN

- IL

- WI

- MI

- OH

- FL

- GA

- SC

- NC

- VA

- MD

- DE

- NJ

- PA

- NY

- CT

- VT

- ME

- MA

- RI

- NH

- wVA

**50 Trans. Sites**

- Active *PostalOne!* and Transportation Management Sites

- Transportation Site

*PostalOne!* Site

**Notes:**
This slide shows both the BCSS PostalOne! sites and the MEI PostalOne! transportation management sites. 

## PostalOne! Customers

**2500 Customers**

**33 Participants**

**109 *****PostalOne!***** Sites**

**50 Trans. Sites**

- WA

- OR

- CA

- NV

- ID

- MT

- UT

- AZ

- NM

- CO

- WY

- TX

- OK

- KS

- NE

- SD

- ND

- MN

- IA

- MO

- AR

- LA

- MS

- AL

- GA

- TN

- KY

- IN

- IL

- WI

- MI

- OH

- FL

- GA

- SC

- NC

- VA

- MD

- DE

- NJ

- PA

- NY

- CT

- VT

- ME

- MA

- RI

- NH

- wVA

**Notes:**
There are between 2500 and 2600 customer accounts – this includes permit and periodical publisher accounts.

## Current PostalOne! Activity

**2,500** Mailing files transferred/week *
**1,000** Postage Statements generated/week *
**$83 Million **Estimated Postage Statement revenue/week *
**300 Million** Pieces of mail/week *
- *Average weekly numbers for the month of October 2002.

- Business Customer

- BMEU

- Mailing file
- Transfers

- Postage
- Statements

**Notes:**
The diagram provides a high-level framework for the 4 statistics.

The average revenue/week for October is $83M, but we have peaked at $90M

The 300 Million pieces/week represents roughly:
	- 25-30% of the total BMC volume
	- 60-65% of the SCF / DDU volume

## Started with a desire to partner with industry to improve overall process.
Develop Standards
Determine industry needs
Develop Vision

- Started with a desire to partner with industry to improve overall process.
- Develop Standards
- Determine industry needs
- Develop Vision

**Working with MTAC**

**MTAC**

- USPS & Industry

**Industry Needs**
**Solution Details**

- Process Improvement

**Idea**

**Notes:**
Working with MTAC provides a forum to develop vision, standards, and determine the industry’s detailed needs.  

The diagram shows the process through which continue process improvement is achieved through working with the industry workgroups. 

- Start with an idea 
- Bring the idea to the forum so that USPS and industry can jointly hammer out the details needed to implement the solutions and the details of the industry needs.
- This will lead into an implementation by the PostalOne! team.

This cycle continuously adds value for all stakeholders

## Working with MTAC: Example

**Working with MTAC: Example**

- 		Electronic Postage Payment

**USPS**

** ****Adjusted file standards (eg update, etc.)**
**- Developed solution details**

**Industry**

***PostalOne!***** Supports**
**Electronic Postage Statements**

**Idea**

**Notes:**
This is the first of two examples of how the process of working with MTAC provides value to all stakeholders.

The industry requested the Postal Service to provide electronic postage payment processes.

The USPS and Industry worked together to:
conceptualize the electronic process
Determine the necessary data elements and file format changes needed to support the process
Adjust the mail.dat file standards to support the process
Created a “postage update” file – this is a new use for the file.

These inputs were used to create the detailed system requirements and design. Worked with mailers in stringent testing. And the electronic postage statement was enabled through PostalOne!.

## Working with MTAC: Example

**Working with MTAC: Example**

- 		Optimize Mail Induction

**USPS**

**- New file usage (transportation update)**
** ****Discussed timing and exception issues**
**- Detailed data elements determined**

**Industry**

***PostalOne!***** integrates with DSAS and adds additional functionality.**

**Idea**

**Notes:**
The Mail induction optimization would provide significant value both to the industry and USPS.

The details of this idea were jointly discussed.  Specifics included:
Evaluating the file to determine key data elements necessary to the process
Identify any new elements and request changes for the future
Develop another update file the - transportation update
Discussion of scheduling details such as arrival timing and exception issues.
Work out business process changes needed to eliminate paper (forms)
Develop data feedback requirements

These details have been used to develop requirements and system design, which are well on there way to being implemented.

## Working with MTAC: Examples

**Additional examples:**
**Electronic Parcel verification**
**Drop Shipment verification (e-8125 and scan technology)**
**Mail Irregularity reporting**
**Electronic Postage payment receipt information**
**Mail.dat file validation and error messaging**

**Notes:**
This is a list of just a few more examples of the many value increasing ideas that have been discussed through MTAC.
eVS- Moving mailing verification of parcels from the front end to the back end using statistical sampling and scan technology
Drop shipment verification – Removing the paper from the process. Downloaded 8125 information onto scanners at Entry Facilities and scan the pallet placards as the truck is unloaded. Ensures accuracy of shipment, messaging for conflict resolution, and initiates pallet tracking capabilities.

Mail Irregularity reporting – Close the loop on the continuous improvement process. Mail preparation problems impact postal operations are reported via the web to the BSN, BMEU, Mail Preparer and Mail Owner to identify and manage out defects in mailings

Electronic postage payment receipt information – As postage payment activities assess postage charges, update postage data, and finalize and accept postage payment occur the  information is provided electronically back to the users to be fed into their automation systems.

Mail.dat validation and error messaging – As we developed the file validation tool worked with users to determine meaningful error messages and corrective actions 

## Working with MTAC: Examples

**Additional examples:**
**Future Examples:**
**Supply Chain Integration**
** ****Business Mailer Portal Functionality**
** ****Account Management Functionality**
** ****Information Status Functionality**
** ****Post Mailing Analysis Requirements**

**Notes:**
This is a list of just a few more examples of the many value increasing ideas that have been discussed through MTAC.
eVS- Moving mailing verification of parcels from the front end to the back end using statistical sampling and scan technology
Drop shipment verification – Removing the paper from the process. Downloaded 8125 information onto scanners at Entry Facilities and scan the pallet placards as the truck is unloaded. Ensures accuracy of shipment, messaging for conflict resolution, and initiates pallet tracking capabilities.

Mail Irregularity reporting – Close the loop on the continuous improvement process. Mail preparation problems impact postal operations are reported via the web to the BSN, BMEU, Mail Preparer and Mail Owner to identify and manage out defects in mailings

Electronic postage payment receipt information – As postage payment activities assess postage charges, update postage data, and finalize and accept postage payment occur the  information is provided electronically back to the users to be fed into their automation systems.

Mail.dat validation and error messaging – As we developed the file validation tool worked with users to determine meaningful error messages and corrective actions 

## Working with MTAC

**Benefits of Workgroup:**
**Aids in automating key processes**
**Ensures adoption of industry standards**
**Increases value for all stakeholders**
**Ensures reduction of costs**

**Notes:**
These benefits are all achieved through the iterative feedback loop provided by working with industry workgroups.

## PostalOne! Future

**Re-Engineering Permit**
**Customer Information & Account Management**
**Process Improvements**
**(BME, Operations, etc.)**
**Data Exchange**
**Measure**
**Monitor**
**Make Happen**

**Notes:**
These are four areas that are currently high priority.

Re-Engineer Permit – The Business Mailing Management System replacing Permit is designed to be customer centric as well as financially enabling. Customer Information Management standardizes and centralizes customer information. Business Account Management provides standard accounting and financial processing activities as well as provide the flexibility to meet tomorrow's needs.

Process Improvement – Automate processes, develop new business processes, mail flow control, and workload management - use data to work smarter not harder

The 3 M’s of data exchange include:
Measure: exchanging of data to provide the analysis and data needed by decision makers to make key decisions
Monitor: The ability to monitor status of activities in near real-time.
Make Happen: the ability to exchange key information to trigger events and initiate actions automatically.

## Thank You !Questions?