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2013 Report on Form 10-K United States Postal Service 2
I. ACCOMPLISHMENTS IN IMPLEMENTING STRATEGIES WITHIN MANAGEMENT CONTROL
We are a resilient organization that continues to implement proactive Business Plan strategies. Our operating network has
been redesigned to produce greater efficiency of the mail processing network and align with projected mail volume. Below
are some noteworthy accomplishments against our overriding corporate strategies.
Become a Leaner, Smarter, Faster Organization
We consolidated 143 mail processing facilities in 2013 and reduced the total number of processing facilities in the
postal network to 320, while maintaining a high level of service to customers.
Post Office Structure Plan (POSt Plan) was implemented to keep existing Post Offices in place while lowering the
cost to serve by reducing retail window hours to match customer use. During FY 2012, the hours for 7,985 Post
Offices were modified to remain open for periods of 2, 4, or 6 hours per day in lieu of closing permanently.
We increased efficiency by reducing delivery routes by 1,437 routes, despite absorbing 773,882 new delivery
points. This will reduce gasoline costs as well as wear and tear on Postal vehicles.
Compete for the Package Business
Shipping volumes continue to grow, allowing Postal revenues from shipping and packages to increase 17 percent
in the past two years.
In 2013, we improved our expedited shipping product line to better meet customer needs by including free
insurance with Priority Mail, improving tracking capabilities, and providing ‘day-specific’ delivery information on
expedited shipping labels.
We deployed over 170,000 wireless Intelligent Mail Devices that enable real-time package tracking for customers.
By the end of FY 2013, overall package scan rates exceeded 95 percent.
We completed the operational pilot test of MetroPost, the USPS same day delivery service in a major
metropolitan area.
We are currently in the operational test phase of 18 gopost parcel locker units, which have been deployed in two
major metropolitan areas and are expected to improve the overall customer experience with faster and more
convenient package delivery and 24/7 accessibility.
Strengthen the Business-to-Consumer Channel
We believe that as we help to equip businesses with tools to reach their customers, our revenue will grow. We
have been helping to draw attention to the value in the mail piece and doing business with the Postal Service by
encouraging linkages between digital technologies and print.
We provided incentives to businesses to use digital technologies, such as mobile barcodes and QR codes, on
mailings that add value to their customers.
We improved Every Door Direct Mail (EDDM) with enhancements that help businesses target neighborhoods or
make payments online.
Improve Customer Experience
We have adjusted to changes in customer behaviors and demands to make accessing and using postal services
more convenient.
The Premier Post Office Certification program was launched to establish 3,100 Post Offices as a core of retail
offices offering the highest level of standardized customer service and the best possible customer experience.
In FY 2013, we opened 338 Village Post Offices inside local businesses that people already patronize.
We have increased convenience for customers with enhanced offerings available through http://www.usps.com.
We have upgraded innovative mobile applications to enable customers to shop online, track packages, locate a
Post Office, and find a ZIP code.
In FY 2013, we opened three Customer Care Centers that are staffed by Postal employees to address customer
needs via the telephone, the web, or chat sessions.
We have maintained our position as a secure and trusted service provider, which, in a digital world where privacy
and security are sometimes threatened, is becoming more important.
USPS was chosen as the provider of the digital Federal Cloud Credential Exchange platform, which would, if
implemented, allow the public to securely access online government services at multiple agencies without the
need for digital identification for each service.