Several contracts were awarded to
improve mail processing, mail transport
equipment (MTE) distribution, and protection
from biohazards. Contracts were awarded in
the amount of $320.8 million for the manufacture,
delivery, installation and test of 74
Automated Package Processing System
(APPS) machines for nationwide deployment.
This next generation small parcel and bundle
sorting system includes automated in-feed
and induction stations, optical character
recognition, and video coding systems for
increased throughput and operational efficiency.
Two contracts were awarded to enhance
the operation of the automated flats sorting
machine (AFSM) 100. Under these contracts,
1,627 feeder enhanced destacker retrofit
(FEDR) systems and flats identification code
sort (FICS) systems will be installed on 537
AFSM 100 machines. Firm, fixed-price
contracts were negotiated in the amount of
$74 million for FEDR and $117.4 million for
FICS. The enhancements will improve
customer satisfaction and lower maintenance
and operations costs.
The Postal Service streamlined and
consolidated its contact center operations.
Over time, contact centers for communicating
with various customer groups had grown
into disparate and disjointed systems. The
purchase team concluded that these operations
could be integrated into a single, more
efficient outsourced network managed by
one supplier. In 2003, a major contract was
awarded for $255 million for the new Contact
Center Network Solution. Supply
Management anticipates average operational
savings of more than $35 million annually.
Since early 2003, the Postal Service has
ensured the movement of military mail for
American troops during Operation Iraqi
Freedom. The best qualified air suppliers
were selected to provide charter airmail
service for U. S. troops serving in this operation.
These suppliers are currently operating
daily between Newark, NJ, Bahrain, and
Kuwait, connecting with foreign airlift service
to Baghdad. Through September 30, the
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Postal Service has moved approximately 41
million pounds of mail to the troops stationed
in Iraq.
g. Supply Management
Operations
The Supply Management Operations
organization is responsible for managing
thousands of line items required for daily
operations, providing Supply Management
support to the areas through four material
service centers and one Material Distribution
Center. The Operations catalog includes more
than 25,000 stocked items and 5,000 items
ordered directly from suppliers plus more
than 900,000 items available through electronically
accessible commercial catalogs.
Operations issued $336 million in parts,
supplies, printed material, and equipment in
2003. Spare parts availability averages
99.95 percent for major mail processing
equipment.
Supply Management Operations participated
with other portfolios to achieve more
than $212.9 million in SCM cost reductions,
plus an additional $9.1 million in internal cost
improvements. Operations experienced a
116 percent growth in credit card holders,
122 percent growth in transactions and a
resultant 5 percent increase in revenue to
$1.8 million due to volume rebates from the
credit card company. In support of Retail
Operations, item managers assisted in the
planning, coordination, and destruction of
$370 million in obsolete and spoiled stamps.
Operations reduced costs for several
customers — most notably the National Test
Administration Center and Mail Transport
Equipment Support System — by integrating
requirements with existing capabilities in item
management, distribution, and systems.
Wholesale inventories were reduced by
11.1 percent during the year. More than
1,300 new items with a value of $6.4 million
were added to support new major programs.
Reallocation of equipment, in lieu of new
purchases, resulted in a cost avoidance of
more than $80 million. |
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 |