USPS-为美国提供服务（英）-60页_2mb

Summary of "Delivering for America"

Core Content

The document outlines the Delivering for America plan, a ten-year strategy aimed at achieving financial sustainability and service excellence for the United States Postal Service (USPS). It emphasizes the need for transformation due to the changing nature of mail and package delivery and the increasing financial and operational challenges faced by the organization.

Main Goals

The plan is designed to achieve the following key objectives:

• Financial Sustainability: Generate enough revenue to cover operating costs and obligations, and avoid the need for a costly bailout.
• Service Excellence: Improve the reliability, efficiency, and customer satisfaction of mail and package delivery services.
• Universal Service Mission: Maintain six days of mail delivery and seven days of package delivery to all American households and businesses.

Key Strategies

1. Modernized Postal Service

• Provide world-class service reliability at affordable prices.
• Enhance technology and infrastructure to support a more efficient and resilient delivery network.

2. Universal Delivery Standards

• Maintain six-day mail delivery and seven-day package delivery.
• Align service standards with the evolving market and customer needs.

3. Workforce Stability and Empowerment

• Invest in employee development and engagement.
• Create a winning culture that promotes diversity, equality, inclusion, and customer service excellence.
• Reduce employee turnover through career development and growth opportunities.

4. Innovation and Growth

• Launch new products and services that meet changing marketplace demands.
• Support e-commerce growth by improving package delivery capabilities and customer access to the postal network.
• Focus on digital experiences to enhance customer interaction and satisfaction.

5. Network Optimization

• Modernize processing facilities and equipment to handle the growing package volume.
• Optimize surface and air transportation networks to improve efficiency and reduce costs.
• Invest in new delivery vehicles and mobile technology to enhance last-mile delivery performance.

6. Financial and Legislative Reforms

• Implement rational pricing strategies that align with market conditions.
• Address retiree health benefits and pension obligations through legislative and administrative actions.
• Allocate $40 billion in self-funded investments to modernize the network, technology, and workforce.

Challenges Identified

1. Declining Mail Revenue and Volume

• First-Class Mail revenue dropped from $60.6 billion in FY2007 to $38.7 billion in FY2020, a decline of over $21.9 billion (36%).
• Total mail volume decreased by 42% since FY2007, with a 11% decline in FY2020 due to the pandemic.
• First-Class Mail volume fell by 45% since FY2007, significantly impacting the ability to cover fixed overhead costs.

2. Stagnant Package Growth

• While package volume has increased since FY2007, the growth rate has not kept pace with the market.
• Package revenue peaked at $28.5 billion in FY2020 due to the pandemic, but the volume flattened in 2019.
• Package delivery has not offset the financial losses from declining letter mail.

3. Misaligned Processing Network

• The processing infrastructure is outdated and not optimized for current and future needs.
• Utilization rates of sorting machines have fallen below 50% due to declining mail volume.
• Facility design is inefficient, leading to higher processing costs and lower service performance.

4. Underperforming Transportation Networks

• Air transportation is unreliable and costly, with the Postal Service relying on external carriers.
• Surface transportation is also inefficient, with average load rates below 40%.
• Manual processes and lack of advanced logistics systems hinder operational efficiency.

5. Unattainable Service Standards

• Service performance has been declining, particularly for long-distance mail.
• Service standards are not aligned with current operational realities, leading to unmet goals and customer dissatisfaction.

6. High Employee Turnover

• Non-career employee turnover has been unacceptably high, undermining workforce stability and operational continuity.

Financial Projections

• The base projection for net income over the next ten years is expected to decline by $160 billion.
• With the strategic plan, the projected net income is expected to increase by $0.2 billion annually.
• The plan aims to achieve positive net income by 2023 or 2024 and break-even operations by the end of the ten-year period.

Conclusion

The Delivering for America plan represents a comprehensive transformation strategy for USPS. It outlines a bold and necessary approach to address financial and operational shortcomings, while preserving the universal service mission. The plan emphasizes collaboration with stakeholders, regulatory alignment, and long-term investment to ensure financial sustainability and service excellence for the future.