Technology Updates - USPS 19, 2013 · Management Dynamic ... • Self-Service Check-In ... Mail Inventory Management Predictive Workloads Customer Reporting and Analytics Costing

Technology

Updates

USPS Leadership Forum

for Stakeholders

February 19, 2013

Focus Technology on the Business Platform

Digitization of 1st To Last Mile

Business Intelligence

Scalable Infrastructure &

System Reliability

Support Enabling DRIVE Initiatives

5 Key Technology Strategies

2



3


4

BUSINESS PLATFORM

BUSINESS PLATFORM

CIO Supports the USPS Business Model


5

BUSINESS PLATFORM

BUSINESS PLATFORM


6

BUSINESS PLATFORM

Revenue Generation

Service & Efficiencies

Digitization of 1st To Last Mile


7

8

Manual

Mechanization

Automation Today

60’s

70’s

80’s

Digitization

Digitization Transforms the Mailstream Delivers Measurable Value From 1st Mile to Last Mile

USPS Value

Customer Value

Seamless

Entry

Smart

Logistics

Asset

Management

Multi-

channel

Marketing

Value-Added

Products

Customer

Awareness

Revenue

Capture

Dynamic

Processing

Asset

Management

Dynamic

Routing

Product

Acceleration

FIRST MILE • Value Products

• Incentives

• ePostage

• Scan-based Payment

• MetroPost

• Retail Software Systems (RSS)

• Meters / Performance Criteria

• Full-Service Mail Prep

• Small Business Tool

• Enterprise Payment

• Self-Service Check-In

• eInduction/Seamless

PROCESS & TRANSPORT

• Dynamic Processing • Interception of parcels • Sequencing of Letters & Flats • Physical Piece to Image • High Speed Flats Feeder • Next Gen Package Sorting • Informed Visibility Platform • Transportation Visibility

LAST MILE

• Parcel Locker • Real-time Scanning • Geo-fencing • Dynamic Routing/Delivery • Schemeless Environment • PASS & Ring Scanners • Track-it • Delivery Diagnostics

9

Processing Products

Services

Known

Customer

Unique

Piece ID Delivery

Barcode

ID

Service Type

ID

Mailer

ID

Serial

Number

ZIP

Code

I N T E L L I G E N T M A I L B A R C O D E

10

First Mile

11

Most mailers provide

information in hard copy

USPS takes manual sample of mail

and visually inspects the mail

USPS finally

releases the mail

MAIL ENTRY:

Current State

# of Steps: 13

Entry Time: 90+ Minutes

1

2

3

4

5

6

7

8

10

9

11

12

13

12

# of Steps: 5

Entry Time: 10 Minutes

SEAMLESS ENTRY:

Future State

1

2

3 4

5 No Entry of

Postage

Statements

Mail is sampled

passively

Greater efficiency in

offloading process: Just in time

logistics

management

Downstream

processing and BI

advantage due to

rich electronic

information

13

Mail Preparation

Enables…

IMb Electronic Mailing Information (eDoc)

Rich Mailing Information

• Seamless Acceptance

• Revenue Assurance

• Revenue Reporting

o Mail Owner, Mail Preparer ID

• Downstream Induction, Processing

and Delivery Intelligence

• Asset Optimization

• Innovative Product Solutions

o Incentives, Linkage of mail pieces

to promotional images

o Scan-based payment

o Promotional calendar

o ePostage

o MetroPost

14

CASH/CHECK/CAPS CREDIT CARD/CHECK OUT CREDIT CARD/PAYPAL

CLICK-N-SHIP

CLICK-N-SHIP

CLICK-N-SHIP

CREDIT CARD/PAYPAL

CREDIT CARD/PAYPAL ACH (ONLINE), MOBILE, LOYALTY CARDS, etc

CURRENT

MAIL

ANYWHERE,

PAY

ANYWHERE

ENTERPRISE

PAYMENT

PO BOX (ONLINE)

Path to Enterprise Payment

15

PO BOX (ONLINE)

CASH/CHECK/CAPS CREDIT CARD/ CHECK OUT

PO BOX (ONLINE)

Process & Transport

16

17

THE LAST MILE:

Current State

DELIVERY

ANALYTICS

TIMESTAMP

MYPOST

REAL-TIME

SCAN

DYNAMIC

ROUTING

PASS

GEO-

FENCING

18

DYNAMIC DELIVERY

IN THE LAST MILE:

Future State

Delivery Sortation System PASS PASS Lite & DSS

Total Planned Deployment – 22,150

19

SCHEMELESS SORTATION

End of FY13

20

SCHEMELESS SORTATION

7,100 Systems Covering 90% of Packages Delivered

DRIVE [Meeting Name] - [Date] 21

Confidential discussion draft – not for distribution

21

PRLM

Routes 1 2

TRP Transactional

Record Processor

Routing

Reports

1011

MAIL.DAT

1 0 1 1 0 0 1 1 0 1 0 1 1 0 0 1 0 1 0 0 1 0 0 0 1 0

1 0 1 1 0 0 1 1 0 1 0 1 1 0 0

1 0 1 1 0 0 1 1 0 1 0 1 1 0 0

PTS

SSF

POS

NMATS

Mail.Dat

PRLM

Local

ENTR

PASS / DSS Unit

TRP Transactional Record

Processor

SAT1 SAT2 SAT3

Dynamic Routing Model

3

GPX to Device

Load diagram

Turn by turn map

PASS Website

Audio/Visual

Dynamic Routes

DRT Dynamic Routing

Tool

DRIVE [Meeting Name] - [Date] 22

Confidential discussion draft – not for distribution

22

Testing Dynamic Routing

in Washington DC

Routes

A

Routes

A

B

Routes

A

B

C

Routes

A

B

C

D

LLV Segments

for Mail

Loading

27

LLV SEGMENT CONFIGURATION

• Provides real-time communications and GPS

• Wireless tether for existing IMD to minimize cost

• Reduce posting of data from 5 hours to 20 minutes

28

Wireless IMD REAL-TIME SCANNING

REAL-TIME COVERAGE PQ3 FY13

29

30

0-5%

>5%<8%

>8%

Percentage of Deliveries not made on First Attempt

31

PARCEL LOCKERS 31

Business Intelligence


32

Business

Intelligence

is simply turning data into

information and information

into knowledge

33

Data Induct Acquisition Integration & Management Business Intelligence

Security

Metadata Management

Sourcing

Finance

Data Mart

Sales

Data Mart

Operational

data

Customer /

Supplier data

Customer /

Operational

data

Integration

Brokers

ETL

Portal

Integration

Direct

Access

Dashboard,

Scorecard

Cross

Functional

Analysis

Trend

Analysis

Reporting

Operational

Data Store

Enterprise Data

Warehouse

Staging

34

End-to-End Tracking

Measure All Mail Enhanced SPD

Mail Inventory Management

Predictive Workloads

Customer Reporting and

Analytics

Costing and Revenue

Schemeless

Dynamic Routing

MPE

Processing Scans

POS RCU RSS APC CARS

Retail Systems

FDB FICS MID AMS ACS MTEL ATLAS TACS

Reference

IMD Next Gen

SV

Real-Time Scans PostalOne!

SASP IMsb

eDocs/Manifest

FAST YMS LCRS THSS SASS

Transportation

PTR

Package Data

INTELLIGENCE OUT

DATA IN

… and more

PRODUCT INFORMATION

PLATFORM

PTR TRP IV

Mail Analytics

35

Internal Diagnostics

FSS Analytics

Last Mile Analytics

Day of the Week Analytics

FSS Enhancements

• FSS Cycle Time - Released on Jan 8th

• FSS in Report Lookups

–Drill to FSS in Failed Pieces

FSS Option on Key Reports

Scorecard

Top 10 Impacts

DOW Analysis

Last Mile Analytics

Bundle nesting from APPS

Postal MTEL placard arrival-at-unit scans

Post Office bundle scans

Analysis by:

• Shape/Class

• Mail flow

• Delivery type

Full Service Intelligent Mail

All Commercial Mail Classes & Shapes

380,808,792

67,162,739

532,911,509

363,490,587 380,320,739

445,569,629

957,102,396

634,893

567,255

1,915,672 874,584 1,232,311 1,711,315 2,873,838

0

200,000,000

400,000,000

600,000,000

800,000,000

1,000,000,000

1,200,000,000

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

Mail V

olu

me

Num

ber

of

Dro

psh

ip A

ppoin

tments

Dropship Appointments/Mail Volume By DOW FY13 Quarter 1

Dropship Appointment Counts Destination Piece Counts Origin Piece Counts

Standard Letters - SCF

NATIONAL STC BY DAY OF THE WEEK ANALYSIS

QTR 1 2013

45,468,10810,820,303

28,248,443 36,779,891 40,687,712 29,536,60357,134,440

265,582,896

94,142,735

316,221,092279,626,591 256,861,529 274,207,706

386,377,836

87.12%90.28%

86.33%88.38%

91.80%89.69%

85.38%

0

50,000,000

100,000,000

150,000,000

200,000,000

250,000,000

300,000,000

350,000,000

400,000,000

450,000,000

500,000,000

SATU

RDAY

SUND

AY

MONDA

Y

TUES

DAY

WED

NESD

AY

THUR

SDAY

FRID

AY

Pie

ces

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

On-T

ime %

FAILED PCS ON-TIME PCS ON-TIME %

Standard Flats - SCF


QTR 1 2013

21,094,974

3,796,66910,378,113 9,662,340 6,068,263 9,256,227

52,044,475

52,538,112

10,351,530

40,892,97233,684,552

21,153,652

56,170,775

138,143,118

72.64%

85.85%

77.71%77.71%79.76%

73.17%71.35%

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

200,000,000

SATU

RDAY

SUND

AY

MONDA

Y

TUES

DAY

WED

NESD

AY

THUR

SDAY

FRID

AY

Pie

ces

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

On-T

ime %


71% of Failures

entered on

Friday and

Saturday

Periodicals Flats - SCF

Dropship Appointments/Mail Volume by DOW

FY13 Quarter 1

610,880 262,512 1,539,438 776,891 1,998,779 2,707,647 1,549,434

24,161,463

7,907,142

50,270,068

26,865,154

38,677,348

53,240,307

98,178,379

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

SATU

RDAY

SUND

AY

MONDA

Y

TUES

DAY

WED

NESD

AY

THURS

DAY

FRID

AY

Mail V

olu

me

Origin Piece Counts Destination Piece Count

Periodicals Flats - SCF


QTR 1 2013

2,861,8241,817,661 1,393,961

2,665,590 1,740,404 2,212,239

5,019,606

24,388,103

3,628,058 5,071,547

12,525,971

9,216,157

13,371,115

20,775,761

80.54%

85.80%84.12%82.45%

78.44%

66.62%

89.50%

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

SATU

RDAY

SUND

AY

MONDA

Y

TUES

DAY

WED

NESD

AY

THUR

SDAY

FRID

AY

Pie

ces

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

On-T

ime %


Package Analytics

45

O/D Pair Transit Failures

- Selected Origin of Sacramento and displayed Destinations 46

Originating and Destinating Pairs


- Zoomed in to view east coast locations 47



- Clicked on Dulles VA P&DC to view all information 48


Scalable Infrastructure & System Reliability


Develop Complex and Rapidly

Evolving Postal Service Solutions Innovative Business Initiatives Drives

Extreme IT Performance

Extend the Infrastructure

100% Visibility 100% IMb

GPS Data Collection

Dynamic Routing

Streaming Data

New Architectures & Technologies

99.999% Uptime

50

IT Empowers the Business Platform

TECHNOLOGY • Platforms • Storage • Enabling

Software •Network •Desktop •Mobile

SERVICES • 24x7

Operations • Systems

Management • Service Desk

NETWORK OPERATIONS •Moving the

mail • Service

Measurement •Operational

Mgmt

SOLUTIONS • PostalOne! • SASP •BIDS • FAST, PTS • Informed Vis

CUSTOMER FACING •USPS.com • PostalOne! • PTS • Service Desk

REVENUE STREAM • PostalOne! •USPS.com • Financial

Mgmt

COMPLIANCE • PCI • SOX •Regulatory

Compliance • IT Security

IT Empowers the Business Platform

51

Complexity and Scale

200 Enhancements

to over

IT SOLUTIONS

4 MAJOR

FULL SERVICE RELEASES Hundreds

of significant changes

8000+ Patching

SERVERS, physical and

virtual for bug fixes, Security updates

200+ Software products with

thousands of installations

2000+ Hardware

refreshes for

SERVERS, STORAGE, NETWORK, BACKUP

DEVICES

CAPACITY GROWTH

meet unexpected, evolving new business

requirements, i.e. BIDS increase from

10 TB to 120 TB

2000+ Version

Updates for

DATABASES 250,000+ Enable Security

Servers, Network Points

52

2 1 99.999%

Continuous

Uptime:

Major mailers, industry

partners and general

public expect systems

available

ALL THE TIME

Real Time

‘Streaming Data’

and Big Data: new business goals drive

major technology,

operational and

management changes

New Technologies/Architectures

3

Analytics Mobility PCI Security

ENSURING HIGH AVAILABILITY OF OUR SYSTEMS & NETWORK

Extending

Network

Capacity &

Operations

Evolving the Infrastructure: 3 Strategies

53

2009 2010 2011 2012 2013 2014 2015

PostalOne! USPS.com

BIDS FAST SASP

Product Tracking

Enhanced Capacity &

Performance

Enhanced Capacity, Disaster

Recovery, & Reliability

(Drive #19)

Consolidations DR Cloud

System Reliability &

Performance

Extreme Computing

Platform

Approach Architecture Business Case

Intelligent Visibility Dynamic Routing Geo-fencing

Acquisition

Data Center Study

Imp

lem

en

t

Roadmap

54

Fixed & dynamic routing E-tailer

moves

product to

USPS DC

Consumer

places order

with E-tailer

Where is the

product?

Can I anticipate

delivery within the

hour?

Logistically, is

it on schedule?

BI PLATFORM

PHYSICAL

PACKAGE

MOVEMENT

22

E-tailer

sends

manifest

to USPS

Sync data BI PLATFORM

DATA

TRACKING

OPERATIONS

CENTER

BUSINESS INTELLIGENCE PLATFORM

Documents

Technology Updates - USPS 19, 2013 · Management Dynamic ... • Self-Service Check-In ... Mail Inventory Management Predictive Workloads Customer Reporting and Analytics Costing