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Ac-cess  n [from Latin accessusto approach] 1:  freedom or ability to obtain or make use of 2:  and the United States Postal Service offers more access than any other retailer in America — or the world.

Management Discussion & Analysis Capital Investment and Financing

Capital

Capital cash outlays are the payments we make for such capital improvements as facilities, automation equipment and information technology. During the year, when we realized that cash flow from operations was going to be significantly less than we had expected, we reduced our capital commitments, and we continued the freeze on new facility commitments to avoid a major increase in borrowing.

The Cash Flow/Capital Expenditure (CAPEX) ratio shows the relationship between these main drivers of our debt balance. CAPEX is computed by dividing cash flow from operations by capital cash outlays. In 2000 and 2001, the CAPEX ratio was close to 40%, and debt was increased substantially to cover the gap. In 2002, a $176 million increase in cash flow from operations and a $1.3 billion reduction in planned capital expenditures raised the CAPEX ratio to 84%. The remaining gap was covered by reducing non-appropriated cash on hand. This reduction in available cash not only covered the difference between cash flow from operations and capital expenditures, but it also permitted a $200 million reduction in debt as shown in the graph. In other words, our beginning cash balance of $1.0 billion allowed for reduction in debt without the use of appropriated funds.


Cash Flow/Capital expenditure (CAPEX) Ratio
This bar graph shows how the Cash Flow / Capital expenditure ratio has declined from 1998 to 2002.

When this ration falls below 100 percent, we cannot pay for Capital Expenditures with internally generated funds. Thus debt increases proportionally. See related Change in Debt Chart. The ratio by year is:  

The ratio was 80 percent in 1998. 
The ratio was 73 percent in 1999. 
The ratio was 36 percent in 2000.  
The ratio was 43 percent in 2001.
 The ratio is 80 percent in 2001.
WHEN THE CASH FLOW/CAPEX RATIO FALLS BELOW 100%, WE CANNOT PAY FOR ALL CAPITAL WITH INTERNALLY GENERATED FUNDS
Additional (Reduced) Debt
This bar graph shows how the change in Postal Service Debt by year has increased from 1998 to 2002.

Debt increased by $549 million in 1998. 
Debt increased by $496 million in 1999. 
Debt increased by $2,399 million in 2000. 
Debt increased by $1,999 million in 2001. 
Debt reduced by $200 million in 2002.
BUT MUST INCREASE DEBT (1998 - 2001) OR USE AVAILABLE CASH ON HAND TO REDUCE DEBT (2002)

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