system as the Postal Service's source for the
most current, correct, and comprehensive
information possible.
M. Intelligent Mail
Over the last five years, the Postal Service
has been providing information about mail to
its customers in product offerings such as
Express Mail, Delivery Confirmation, Address
Change Service, and CONFIRM services.
These offerings have been well received by
customers. Nevertheless, while today's Postal
Service collects hundreds of terabytes of
data, only a small fraction of those data can
be accessed and leveraged by Postal Service
employees to favorably impact the processing
and delivery of mail, and by customers to
better serve their business needs.
The capture and use of real-time information
has revolutionized postal products and
services. In the global delivery market, "track
and trace" services are becoming the norm
rather than the exception. Provisioning and
utilizing information about mail will become a
major factor in the Postal Service's future
viability and its ability to remain a significant
player in the marketplace. The term
Intelligent Mail is the brand name for a new
service that captures and conveys information
about mailpieces and aggregate of
mailpieces (unit loads) in time for postal
workers and customers to favorably influence
their respective operations.
The Intelligent Mail and Address Quality
organization was established in January
2003 to identify and shepherd the efforts
required to move the enterprise toward an
Intelligent Mail system that enables decisionmaking
in time frames that influence mail
processing and delivery. An Intelligent Mail
Corporate Plan was developed to communicate
the vision, strategies, and programs
required to achieve such a system.
The following statement defines the
Intelligent Mail Vision of the Postal Service:
The Postal Service and its customers
capitalize on the value of information
about mail by placing an information |
rich code on mail, aggregates of mail,
and business forms, enabling end-toend
visibility into the mailstream.
Three key strategies set the direction
toward achieving the Intelligent Mail Vision:
1. OneCode Vision
For mailers participating in an Intelligent
Mail program, mailpieces and aggregates of
mail will be uniquely identified with a code to
enable end-to-end process tracking and full
visibility of mail and aggregates. The
OneCode Vision strives to create one distribution
code per mail type and aggregate that
will also encompass or point to all relevant
services - such as address change
request, Delivery Confirmation™, etc.
More than 30 barcodes can be found in
today's postal environment. To achieve the
OneCode Vision, the Postal Service will begin
by minimizing the number of codes used
through standardization and consolidation. A
Coding Standardization Board was established
in 2003 to provide a logical framework
for coding determination and assignment,
and to ensure that all coding decisions satisfy
business needs.
a. Unique Identification for
Letters and Flats
Currently, the maximum length of a
PLANET barcode used for CONFIRM service
is 11 digits, which does not provide mailers
the ability to uniquely identify each mailpiece.
A 4-state barcode has about 2.6 times the
information carrying capacity of a PLANET
barcde (which is a 2-state barcode) of similar
size. The near-term plan is to adopt a 4-state
barcode to replace the PLANET Code so that
mail can be uniquely identified without
requiring more space on the face of the envelope.
Development of a 4-state barcode
specification was initiated in 2003, with
testing expected in 2004. |
Chapter 1 Compliance with Statutory Policies Introduction
Chapter 2 Postal Operations
- Public Perceptions, Customer Outreach, and Mailer Liaison
- Products and Services
- International Mail
- Mail Volume and Service Performance
- Mail Distribution
- Delivery Unit Operations
- Stamp Services
- Licensing Program
- Service and Market Development
- Retail Programs
- Pricing and Classification
- Technology
- Intelligent Mail
- Financial Management
Chapter 3 Financial Highlights
Chapter 4 2003 Performance Report and Preliminary 2005 Annual Performance Plan |