Date post: | 25-Dec-2015 |
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Background
• Service started in 1986• Provides EMS service within the country and to
97 international destinations• Time bound delivery and competitive tariff
structure• Exclusive routing pattern for quicker handling• Includes incentives for bulk mailers and
corporate customers• Provides online tracking of consignments
Tariff structure
• Tariff based on weight and distance• Service tax and education cess to be added to the base
tariff and rounded to nearest rupee• Distance calculation – Least of the following
– Distance by air or rail• Weight range
– Upto 50 gms– 51 to 200 gms– 201 to 500 gms– Beyond 500 gms tariff is for every unit of 500 gms– Maximum weight 35 kgs
Tariff structure cont’d• Distance
– Local (localities served by all town delivery POs within the city)– Upto 200 kms– 201 – 1000 kms– 1001 – 2000 kms– Above 2000 kms
Front office operations
Booking speed post and express parcel articles from walk in customers through Point of sale
Servicing customers – enquiries, tracking, addressing grievances
Facilities required : -
• A counter module with a workstation installed with Point of sale client connected to server over LAN
• A weighing scale (letter scale) connected to workstation• A scanner (barcode reader) connected to workstation• 80 col dot matrix printer to print receipts• A parcel scale capable of weighing upto 35 kg• Preferably, a remote barcode scanner to scan heavy items
Back office operations – Collection and Despatch
• Speednet software is used to support the data entry process
• Collecting articles booked in Point of sale of own office through virtual scanning
• Uploading data of articles booked in linked offices and collecting articles as they come in
• Collecting articles from bulk and BNPL customers in one of the following methods– Through individual data entry– Collection without data pending data entry later– Collection with data in excel files
Users of data
• Customers track movement through our site or does SMS tracking
• Management tracks stage-by-stage movement for mail planning or investigation
• Management also follows the MIS• Program office compares actuals with KPIs to
measure performance
Back office operations – Receipt and delivery
• Receipt of bags from various sources• Opening of bags and receipt of contained
articles either through virtual or actual scanning
• Issue of articles to beats and despatch to other offices
• Entry of returns and updation of remarks from other offices
Role of manager
• Understand the demography– Study the profile of walk in customers and their share of
turnover over a few months to ascertain the peaks and lows
– Build database of potential bulk customers and draw a percentage serviced by us
– Meet the existing bulk customers constantly to service their requirements – an effort to retain brand loyalty
– Meet the potential bulk customers serviced by other players and through aggressive marketing, ensure loyalty switchover
Role of manager
• Set the house in order– Plan the workflow to• Minimize article handling• Ensure heavy articles are stacked and closed near the
despatch unit and not moved unnecessarily within the office• Ensure articles are never left unattended and never
strewn on the floors• Ensure equitable distribution of articles and bags
among all operators• Ensure effective supervision over the various branches
Role of manager
• Implement speednet fully– Ensure that all options are used– Ensure that latest version is used in all systems– Ensure that the operators and supervisors know
the utility of each of the options in speednet clearly
– Ensure that sufficient scanners and remote scanners are available and in working condition
Role of manager• Scan the performance - delivery
– Check the receipt of bags for over two months to list the cases of late receipt and analyze its effect
– Ensure whether satisfactory delivery arrangements exist for staggered receipts
– Ensure that articles and bags are protected against environmental threats– Look for regular cases of delayed arrivals and see if this can be solved by
arranging alternate routes or carriers– Check whether all these bags were with barcodes– Check whether all these bags were handled in speednet; If not take up the
issue with concerned SPC and division– On a specific day, check whether for all the bags received, bag and article
message were received in speednet; If not discuss with the operators and list the delinquent offices
Role of manager• Scan the performance - delivery
– Ensure by monitoring on the date of visit that the address data for articles issued to beats are automatically fetched from message file and not being manually entered
– Analyze the articles delivered for the past 2 months to ensure compliance with delivery standards
– Compare the number delivered as ascertained locally with the figure available in MIS for the same period to see if data updation is taking place regularly
– List out the delivery percentage over this period for each postman, map this on a graph and study the continuity in performance
– Test check for one article of each linked office, whether disposal data is entered and the same can be tracked in speednet site
– Check the percentage of articles in deposit and analyze reasons if it is too high– Check whether the abstract is generated through speednet and tallies
regularly
Role of manager• Scan the performance – despatch
– Check whether data updation takes place for all articles booked at SPC as well as linked offices
– Check whether all linked offices/extension counters are booking articles in POS– Check whether all articles collected are handled in the same set and loaded in
carriers in time– Ensure that sufficient time is available for scanning articles into bags for articles
received from other offices and BNPL customers– Check whether mail list and TB list are configured for auto generation to save time– For the previous day to date of visit, select one article in each bag closed and track
movement in speednet site to check if collection and despatch data are updated– Check if the sorting principles are correctly followed and there are no cases of
misrouting– Check if duplicate barcodes are in circulation either at the office or in linked offices
– both article and bag barcodes
Role of manager
• Scan performance – despatch– For BNPL customers
• Ascertain the percentage of customers tendering data in excel file• If this number is less, persuade the customers, specially those
giving huge number of articles to generate address data in excel – for a few days, provide the help of a system administrator for this purpose
• For articles accepted without data, check if address data is being entered after despatch
• Check if billing for all customers is done through speednet• Check whether the pickup facility is working at a satisfactory level
and timely service is provided
Performance level
• The following criteria may be adopted to compare performance level– Measure the delivery efficiency with data
collected – same day delivery percentage should not be less than 95%; Ensure that all postmen have achieved this
– Bag and article message for the bags received – 100%
– All the articles collected should be despatched the same day except local articles
Improvement initiatives• Computerize all booking points and ensure data updation• Improve the IT infrastructure – ensure that sufficient hardware and peripherals are
available to match the scale of operations• Improve the layout and if possible automate the process to ease transaction flow
through the system• Ensure that ergonomic furniture are provided and maintained in very good working
condition• Reorganize delivery pattern to ensure that last point is reached within 3 hours of
receipt of article in SPCC• Re-arrange the collection and despatch process to ensure that sufficient time is
available for scanning and closing• Re-arrange the duty hours so that sufficient staff is available to handle peak time load• Reschedule bag movement to reduce idle wait at boarding/handling points• Minimize idle travel of MMS vans• Ensure that cargo handling procedures are properly taken care of at the airport so that
rejections are not there
Prevention of revenue leakage
• Carry out spot checks of booked and delivered articles• Check configuration of tariff and distance in Point of sale and
speednet• Check if collections in Point of sale are properly accounted for • Check BNPL billing to ensure the following
– Bills are regularly raised and payments followed up– Payment entries against the bills reflect actual credits and cheques
received are actually accounted for in PO accounts– Periodic action is taken to recover outstanding balances long
overdue• If prepayment is through frank impressions, check the
relevant franking machine register
Customer service• Ensure that the front office staff are capable of addressing customer
queries related to the service• Ensure that the staff are able to handle querying tools (tracking delivery,
stage by stage movement) in our site to trace disposal• Check the number of complaints pending (both outward and inward) in
the web CCC module and ensure that following– Booking of outward complaint is done the same day– In case of inward complaints, reply is not delayed for more that one day– Outward complaints are settled within a week– Initiate immediate action for complaints pending over a week and personally
follow up settlement• Check if any cases of abstraction has come for notice – follow up
vigorously to nail the delinquent office; Habitual cases should be followed up more seriously to enhance customer faith
Speednet
• Implement speednet fully• Check if the following time saving options are
put to use– Range scanning of bar codes for BNPL articles and
auto scanning into bags– We will discuss how these can be implemented in
the labs on Speednet
Security and backup
• Check whether the user and password level security is implemented fully and users are aware
• Check if the communication system is fully protected against virus threats and internet facility available is not misused
• Ensure that database backups are regularly taken and copies are stored both on and off site to enhance protection
• Ensure that fall back plans are in place to continue operations when major disasters strike