h. Supplier Diversity
The Postal Service's Supplier Diversity
program is an integral part of the strategy for
supply chain management. A well executed
program will ensure the Postal Service
remains competitive and profitable in the
marketplace.
With the objective of integrating Supplier
Diversity into the daily business practice, a
new Supplier Diversity Corporate Plan was
developed. The multiyear plan focuses on
continuous improvement in the Postal
Service's relationships with small, minority-owned,
and woman-owned businesses. The
plan contains nine elements of a successful
Supplier Diversity program, including
management involvement, communication,
sourcing, subcontracting, innovation, training
and development, performance indices,
tracking, and recognition.
Training and development are critical to
the overall success of the Supplier Diversity
program and the expansion of SCM. To fulfill
the training and development objectives as
outlined in the plan, a computer-based training
module was developed for
implementation in 2004. The modules offer
real-life best practices that may be employed
immediately by any postal buyer.
The Postal Service has worked to improve
its processes and procedures to ensure
opportunities for all suppliers that provide the
value-added products and services it needs
to increase customer satisfaction and
decrease overall cost. During 2003, the
Postal Service sponsored or actively participated
in more than 65 events across the
nation that were focused on supplier diversity
and development. The Postal Service also
partnered with supplier development organizations
that support minority business
owners (e.g., Tuck School of Business at
Dartmouth, Kellogg School of Management,
and the Northwestern University Executive
Program).
In the third annual DIV2000.com survey of
150,000 minority-owned and woman-owned
businesses, the Postal Service ranked fourth
among public sector entities in promoting
multicultural business opportunities. The
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Postal Service has been a recipient of the
DIV50 multicultural business award since its
inception and continues to explore new ways
to draw diverse business suppliers. The
Postal Service was also recognized by
several affiliates of the National Minority
Supplier Development Council for its continued
support of minority owned businesses.
To ensure access to Postal Service business
practices and opportunities, the Doing
Business With Us Web page at
www.usps.com contains key information and
materials on Postal Service SCM philosophy.
The Web page identifies commodity portfolios
and contains contact information for key
buying personnel. In addition, the Postal
Service has developed several publications,
guides, and reports to increase access to
business opportunities.
In 2003 contract commitments with
minority businesses reached $334 million;
$590 million in contract commitments were
also made with woman-owned businesses;
and, there were more than $3.8 billion in
contract commitments with small businesses.
i. Training and Development
Supply Management transitioned from
Postal Service specific training programs for
its employees to a more business-focused,
and commercially available, supply management
curriculum using commercially
available programs. More than 350 Supply
Management professionals attended courses
focused on supply chain management
competencies, such as project management,
cost/price analysis, market research, and
computer skills.
Under the U.S. Office of Government
Ethics (OGE) guidelines, the Postal Service
must provide designated employees with
annual ethics training. Web-based ethics
training was delivered to more than 325
Supply Management employees, meeting the
OGE annual training requirement. |
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 |