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CAPERS IST-1999-20733

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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 - PowerPoint PPT Presentation
  • CAPERSIST-1999-20733Vilnius, Lithuania, 21-22 October 2002

  • Author: Margaret QuinnPosition: co-ordinator of CAPERS projectRepresented country: BelgiumRepresented organisation: PostEurop

    Co-author/Speaker: Vladislav TatujanPosition: IT manager, CAPERS project managerRepresented country: LithuaniaRepresented organisation: Lithuania post

  • CAPERS: DescriptionCAPERS IStart: 1 March 2001Duration 18 monthsFunding 0.72Meuro, costs 1.2m Euro6 PostsCAPERS II (NAS)Start: 1 July 2002Duration now 28 months till April 2003Funding up to 1Meuro, costs 1.8m EuroAnother 6 posts: 12 Posts

  • CAPERS ParticipantsCAPERS IPostEurop (co-ordinator)IPCCyprus PostHungarian Post Office ltd.MaltaPost plc.Lithuanian PostPolish PostRomanian PostCAPERS II (NAS)Bulgarian PostCzech PostEstonian PostSlovenian PostRussian PostUkraine Post

  • Postal ContributionThe 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 routein 1998 the Posts generated almost 4.500 million international letters and almost 39 million parcelsthe 21 IPC postal members operate more than 1800 transports from over 200 international locations on a daily basis.

  • Project Objectivesto 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

  • CAPERS specific aimsimplement the necessary technical systems operate the systems livetrain operatorslay the foundation for development of operational expertise between the Pre-accession Posts monitor quality-of-service improvements document and disseminate the lessons learned

  • Best practicemust 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

  • Best Practice Scope

  • Competence involved The principle source of expertise comes from PostEurop and IPC.

    However Postal operators such asFinland Post, An Post and Consigniaare co-operating with CAPERS andprovide experts for special areas ofinterest.

  • 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

  • Flat FileXML

  • How CAPE WorksMail UnitMail UnitExchange OfficeExchange OfficeOrigin PostDestination PostMail flowMessage flowsPREDES v2 Pre-advice of despatchRESDES Confirmation of receipt of receptacles of a despatchPRECON Pre-advise of consignmentRESCON Confirmation of receipt of receptacles of a consignmentPRECONRESCONRESDESPREDES v2

  • DevelopmentsEDI over the Internet (XML)


    IPS developed capability

  • ResultsThe 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.

  • Business BenefitsOperational Efficiency Pre-Planning Quality of serviceTransport performance Long-term planning Accounting

  • Import Mail Quality

  • Export Mail Quality


  • ConclusionsPreviously 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)


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