table 1-6 realty asset management |
|
Leasing to private tenants | $29.1 million |
Leasing to government tenants | $33.2 million |
Sales of excess property | $27.8 million |
c. Postal Service Facilities Workload
3. Supply Management
The Postal Service's Transformation Plan
states that "adopting business-driven
purchasing and materials management
procedures will enhance supply chain
management." Supply chain management
(SCM) has become one of the most successful
aspects of contemporary business. To
increase customer satisfaction and reduce
costs, the Postal Service adopted the SCM
philosophy and its attendant business practices
as a key enabling strategy to Postal
Service transformation. This integrated business
approach aims to achieve optimal
efficiencies and cost reductions at every point
in the purchasing and supply stream, from
the supplier's supplier to the customer,
through disposal. During 2003, Supply
Management succeeded in achieving its
business objectives and realized more than
$469 million, including $84 million of capital,
in cost reductions, cost avoidance, and
revenue generation benefits while gaining
new efficiencies. Since 2000, cumulative
|
SCM cost avoidance, cost reductions, and
revenue generation benefits exceed $700
million, including $145 million of capital.
This year, Supply Management achieved
greater cost efficiencies and quality management
by centralizing purchasing activities,
aggregating requirements to leverage
volume, reducing the supplier base, instituting
standardized requirements based on
historic demand, implementing a Postal
Service-wide paperless requisitioning
system, increasing the number of electronic
catalogs within eBuy, and participating in
strategic partnerships that draw upon
specific expertise and capabilities of both the
Postal Service and its suppliers.
a. Supply Chain Management
To achieve the Postal Service's business
goals, SCM depends upon close interaction
among end users, buyers, and suppliers with
a focus on creating long-term contracts and
partnerships, as well as ongoing analysis and
improvement of operating and administrative
processes and costs. To manage these
|
Chapter 1
Compliance with Statutory Policies Introduction
- Fundamental Service to the People
- The Workforce
- Service to Small or Rural Communities
- Postal Cost Apportionment and Postal Ratemaking Developments
- Transportation Policies
- Postal Service Facilities, Equipment, and Supplies
Chapter 2 Postal Operations
Chapter 3 Financial Highlights
Chapter 4 2003 Performance Report and Preliminary 2005 Annual Performance Plan |