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CAPERS IST-1999-20733

CAPERS IST-1999-20733. Vilnius, Lithuania, 21-22 October 2002. Author: Margaret Quinn Position: co-ordinator of CAPERS project Represented country: Belgium Represented organisation : PostEurop Co-author/ S peaker: Vladislav Tatujan Position: IT manager, CAPERS project manager

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CAPERS IST-1999-20733

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  1. CAPERS IST-1999-20733 Vilnius, Lithuania, 21-22 October 2002

  2. Author: Margaret Quinn Position: co-ordinator of CAPERS project Represented country: Belgium Represented organisation: PostEurop Co-author/Speaker: Vladislav Tatujan Position: IT manager, CAPERS project manager Represented country: Lithuania Represented organisation:Lithuania post

  3. CAPERS: Description • CAPERS I • Start: 1 March 2001 • Duration 18 months • Funding 0.72Meuro, costs 1.2m Euro • 6 Posts • CAPERS II (NAS) • Start: 1 July 2002 • Duration now 28 months till April 2003 • Funding up to 1Meuro, costs 1.8m Euro • Another 6 posts: 12 Posts

  4. CAPERS Participants • CAPERS I • PostEurop (co-ordinator) • IPC • Cyprus Post • Hungarian Post Office ltd. • MaltaPost plc. • Lithuanian Post • Polish Post • Romanian Post • CAPERS II (NAS) • Bulgarian Post • Czech Post • Estonian Post • Slovenian Post • Russian Post • Ukraine Post

  5. Postal Contribution The European Posts contribute nearly 1,3 % of the Community GDP and are one of the largest employers in the Community, employing 1,7 million people. Levels of business are indicated by: • more than 27.000 tonnes of letters are transported across European borders each month, with significant volume variations on a daily basis on each route • in 1998 the Posts generated almost 4.500 million international letters and almost 39 million parcels • the 21 IPC postal members operate more than 1800 transports from over 200 international locations on a daily basis.

  6. Project Objectives “to transfer and deploy established best practices so that pre-accession countries can operate their postal services to the standard expected by European users and required by the Community Postal Directives”

  7. CAPERS specific aims • implement the necessary technical systems • operate the systems live • train operators • lay the foundation for development of operational expertise between the Pre-accession Posts • monitor quality-of-service improvements • document and disseminate the lessons learned

  8. Bestpractice • must be seen on several levels: technical, managerial, organizational • it goes through different lifecycles of the project from the implementation, to live operation both locally and within a trading community

  9. Best Practice Scope

  10. Competence involved The principle source of expertise comes from PostEurop and IPC. However Postal operators such as Finland Post, An Post and Consignia are co-operating with CAPERS and provide experts for special areas of interest.

  11. The CAPERS Posts work on 4 areas in parallel • Operations: Cross-functional team-work in the CAPERS Posts ensures that operations staff are prepared for the new system • Infrastructure: Posts develop their local infrastructure to network exchange offices • Systems: Investigations into the available systems are carried out and the results shared amongst partners • Piloting: Early piloting of the messages with a central test-bed helps Posts gain experience and understand how a final system should be implemented locally

  12. Local Level Other Posts CAPERS Local Postal Level Remote services used by CAPERS Posts International Value added network All CAPERS posts Reports IPC CAPE* Vision La Poste Lithuanian Post GXS EDI switch Malta Post Poste Italiane EDIFACT Scanner EDIFACT EDIFACT Reports Data entry EDIFACT XML Shared Server /Gateway Worktrace GXS Local Worktrace Server Consignia Finland Post EDIFACT Internet EDIFACT Alerts, POD Romanian Post SITA Over 20 Posts world-wide are connected to the GXS network for despatch tracking UPU Post*Net EDI Polish Post Cyprus Post Hungarian Post Flat File XML

  13. How CAPE Works Mail Unit Mail Unit PRECON RESCON Destination Post Origin Post Exchange Office Exchange Office PREDES v2 RESDES Mail flow Message flows PREDES v2 Pre-advice of despatch RESDES Confirmation of receipt of receptacles of a despatch PRECON Pre-advise of consignment RESCON Confirmation of receipt of receptacles of a consignment

  14. Developments • EDI over the Internet (XML) • Worktrace • IPS developed capability

  15. Results The principal result expected of CAPERS is that the participating Posts will, during the project, become fully operational in the operation of despatching systems for a significant percentage of their priority letter mail from one major location.

  16. Business Benefits • OperationalEfficiency • Pre-Planning • Quality of service • Transport performance • Long-term planning • Accounting

  17. Import Mail Quality

  18. Export Mail Quality

  19. ON-TIME, OFF-TIME

  20. Conclusions • Previously manual processes are streamlined and automated (e-business) • Visibility comes to the logistics chain (e-trading) • Quality and pre-planning systems create new roles and responsibilities for high added value work (e-work) • Personnel who had never touched computers before use them as a part of everyday work (e-work)

  21. THANK YOU

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