MTE Forecasting and Tracking Workgroup #108

1. MTE Forecasting and TrackingWorkgroup #108 Goal: To have enough of the right type of MTE equipment in the right place at the right time to meet every customers need every time.

2. RECAP • Challenges • Lack of awareness of customers future needs – near and long term (rely on history). • Lack of knowledge regarding inventory in customers plants/facilities as well as USPS’. • Lack of understanding/lack of standardization regarding forecasting needs and inventory management. • Misuse of Equipment • Theft (sale) of Equipment

3. RECAP • Forecasting Challenges • For new buys -- USPS needs to forecast out at least 6 months • To move equipment to other sites around the country, USPS needs 14 - 21 days notification from mailers. • Industry can accurately forecast 8 – 14 days out.

4. Corrective Actions • Forecasting Pilot Subgroup • Equipment calculator tool complete • Case Studies for improvement ongoing • Cost requirements for web-based system near completion • Inventory Reporting • Equipment Inventory Reporting System (EIRS) has become part of the mail condition report (internal tracking) • Exploring External reporting options (web-based system required)

5. Corrective Actions • Inventory Tracking using Postal One • Continue to stratify postage statement data available through Postal One for the purpose of identifying inventory entered back into BMEU’s by mailers. • Exploring use of data available through Surface Visibility to track inventory destined for the MTESC’s.

6. Corrective Action • Best Practices Subgroup • Determination made there are NO best practices. • Researching content for Best Practices Guideline to be published by late-summer. (Includes output from standardization subgroup)

7. Corrective Actions • Standardization Subgroup • Developed Standardized Customer Ordering Process • Large mailers only • Includes MTE Customer Brochure • Process includes a Customer Profile Form • Includes pertinent customer information • Facility location, contact, email address, dock requirements, NASS Code, Equipment • Profile information to be verified/updated annually or if a change order is needed • Creates efficiencies when ordering equipment • Develops relationship with MTE and Customers • Provide channel of communication for consistent messaging to customers

9. Corrective Actions • Contingency Subgroup (Complete) • List of approved equipment alternatives have been determined and published. • Contingent upon MTE shortage • Contingency Process finalized. • Communication: • BMAU newsletter – May 17 • Postal Bulletin Article – May 24th • E-mail communication to the field – May 24th

10. Corrective Actions • Communications Subgroup • Public Awareness (Misuse/Theft) “It’s a Crime” campaign • 2 Articles Published • 4000 Pallets recovered through hqmte@usps.gov • $88,000! • Create Internal/External Campaign (Kits) • Poster will complete package. Anticipated launch within 30 days.

11. Corrective Actions • “Canned” MTE Presentation • Under Review • Anticipated completion within 30 days. • Communication plan will be developed for all completed tasks. • Publish and Educate!

12. Corrective Actions • Rate Case/Automation Impacts Subgroup • Volunteers still needed • Industry representatives familiar with rate impacts in mailer behavior • Industry representatives familiar with campaign trends • USPS mailing standards representative • USPS rate case specialist • USPS Operations requirements representative • Manager, MTE • Subgroup will evolve into a MTE review committee that meets 2 – 3 times a year.

13. Bringing It All Together • MTE Website (MTESC and local ordering) • Ordering Forms • Inventory Reporting • Forecasting Tool/Tips • Inventory Management (tips & tools) • 2-Way Communication • Newsletter • Best Practices • It’s A Crime Public Awareness Literature • USPS contacts • CHALLENGE - $$$ • ROI analysis being developed