3 Mail Network Optimisation project focuses on postal (mail) business, which account above 50% of the department’s revenuesIndia Post’s revenuesPercentMail RevenueRough estimates in percentText100% = INR 5,862 croreInternational mailOrdinaryandregisteredmailSpeed postPostalreceiptsSB & Financial servicesSOURCE: Postal and saving bank split taken from Demand for grants and the mail revenue split based on the semiannual survey33
4 There are 3 main reasons why improvement in Mail Business is required EXAMPLES – NON-EXHAUSTIVEIndia Post's total mail volume, million items p.a.1*India Post is losing volume and market share significantly***/05*/09Customer survey results2Customers rate India Post low, especially in reliabilityEBIT3 margin of postal operators> *India Post's financial performance is poor compared with that of other players> *> *4441 Based on annual report and book of information Based on 50 extensive and structured interviews with 20 loyal and 30 former Speed Post customers3 EBIT = Earnings before Interest and Tax 4 Mail division onlySOURCE: Mail Network Optimisation Project
6 The objective of MNOP To resolve structural issues in Mail operations. To reduce the flow of mail between different centres.To use the best practices used globally, in India Post.To ensure consistency and reliability
7 SCOPE OF THE PROJECT MODERNISE THE LOOK AND FEEL GET THE CORE RIGHT Mail Network to be optimizedMail Processes to be standardizedPerformance should be monitored through effective mechanismsMODERNISE THE LOOK AND FEELImprove India Post’s appearanceTo be more trustworthy and reliableUpgrade the processing facilitiesImprove working conditionsIndia Post
8 The ApproachPilot project was introduced for Speedpost in 8 major cities89 Sorting Hubs and 42 Intra Circle Sorting Hubs were identified.It will be extended to First Class and Second Class mail.Further extension will be made to all mail related products.
9 STANDARDISATION OF OPERATION OF SPEED POST Processes at Booking OfficesOptimisation of Network ScheduleProcesses at Sorting HubsProcesses at Delivery POs
10 PROCESSES AT BOOKING OFFICE Booking offices should close separate bags for TD and Non TDYou should check that it is done, else report the matter in the DR
11 OPTIMISATION OF NETWORK SCHEDULE RECEIPT FROM POsSorted first and schedule should suit the cut off for connecting Schedule for Other SPCsNON TD –TD – Sorted while waiting for receipts from other SPCsRECEIPT FROM OTHER SPCsTD –Sorted after receipt and the schedule should suit the cut off for delivery.
12 Processes at SPC/Sorting Hub LayoutAssembly Line concept was introducedMail agency/TMO was streamlinedImproved sorting processVolume based Sorting logic was introducedSorting diagram was designed to suit this logicNew sorting cage was designedAdequate equipments and infrastructureNew roller containers, trays, trolleys and bag cutters were usedComputers, scanners, printers and internet connectivity were provided.SOURCE: Mail Network Optimisation Project12
13 Can you identify your position in this lay out?ove Layout of a Sorting HubTextTextTextCan you identify your position in this lay out?oveSOURCE: Mail Network Optimisation Project
14 Equipments for Sorting Hub TextTextTextSorting CagesRoller containersBag cutter and stoolTray trolleysSOURCE: Mail Network Optimisation Project
15 Processes at Delivery PO All delivery related branches were brought under one roofStamp Cancellation machines were usedPostmen were involved in beat sorting activityDelivery status were fed into Speednet
18 KPI – Key Performance Indicator. KPI – a set of parameters, used to define and measure progress towards organizational goals.Thorough this the performance of your office will be monitored regularly by your Higher upsYour role in making your office a better one is very much essential.Scanning of all the Mails received and despatched plays a vital role.
19 What information does the "scan compliance KPI" provide? 2What information does the "scan compliance KPI" provide?Share of scan complianceArticles with full scan historyKPI identifies actual number of scans available against prescribed scansKPI identifies number of articles with full scanDescriptionIllustrative TD exampleBooking post officeBooking scanDispatch scanSPCReceipt scanDispatch scanDelivery post officeReceipt scanDelivery scanKPI: Full scans(%)Article12345ExampleKPI: Share of scans (%)10060401002080201Per SPC3By sector (e.g., Mumbai to Delhi)Available breakdowns2TD vs. NTD4Leg-by-leg analysisNote: Detailed calculation logic is in the backupSOURCE: Mail Network Optimisation Project
20 Scan compliance – No of Scans Articles Booked at PO/SPCCTD Articles: 8NTD Articles: 12Articles Booked at BNPL centre/ MBC/ OSA facility/ BPCTD Articles: 5NTD Articles: 9
21 Scans for TD Articles Booked at PO/ SPCC PO/SPCC Booking ScanPO/SPCC Despatch ScanSPCC MA/TMO Reciept ScanSPCC Bag Opening ScanSPCC Bag Closing ScanSPCC MA/TMO Despatch ScanDelivery PO receipt ScanDelivery PO Final Delivery ScanIndia Post
22 Scans for Non TD Articles Booked at PO/ SPCC PO/SPCC Booking ScanPO/SPCC Despatch ScanOrigin SPCC MA/TMO Receipt ScanOrigin SPCC Bag Opening ScanOrigin SPCC Bag Closing ScanOrigin SPCC MA/TMO Despatch ScanDestination SPCC MA/TMO Receipt ScanDestination SPCC Bag Opening ScanDestination SPCC Bag Closing ScanDestination SPCC MA/TMO Despatch ScanDelivery PO receipt ScanDelivery PO Final Delivery ScanIndia Post
23 Scan of TD articles booked at BNPL centre/ MBC/ OSA facility/ BPC Booking Office Booking ScanBooking Office Despatch ScanMail Agency Despatch ScanDelivery PO receipt ScanDelivery PO Final Delivery ScanIndia Post
24 Scan of Non TD articles booked at BNPL centre/ MBC/ OSA facility/ BPC Booking Office Booking ScanBooking Office Despatch ScanMail Agency Despatch ScanDestination SPCC MA/TMO Receipt ScanDestination SPCC Bag Opening ScanDestination SPCC Bag Closing ScanDestination SPCC MA/TMO Despatch ScanDelivery PO receipt ScanDelivery PO Final Delivery ScanIndia Post
25 Now can you identify your role in making your office a better one?