CAPERSCAPERSIST-1999-20733IST-1999-20733
Vilnius, Lithuania, 21-22 October 2002Vilnius, Lithuania, 21-22 October 2002
Author: Author: Margaret QuinnMargaret QuinnPosition: co-ordinator of CAPERS projectPosition: co-ordinator of CAPERS projectRepresented country: BelgiumRepresented country: BelgiumRepresented organisationRepresented organisation: : PostEuropPostEurop
Co-author/Co-author/SSpeaker: peaker: Vladislav TatujanVladislav TatujanPosition: IT manager, CAPERS project managerPosition: IT manager, CAPERS project managerRepresented country: LithuaniaRepresented country: LithuaniaRepresented organisation:Represented organisation: Lithuania postLithuania post
CAPERS: DescriptionCAPERS: Description
CAPERS ICAPERS I Start: 1 March 2001Start: 1 March 2001 Duration 18 monthsDuration 18 months Funding 0.72Meuro, costs 1.2m EuroFunding 0.72Meuro, costs 1.2m Euro 6 Posts6 Posts
CAPERS IICAPERS II (NAS) (NAS) Start: 1 July 2002Start: 1 July 2002 Duration now 2Duration now 288 months t months tillill April 2003 April 2003 Funding up to 1Meuro, costs 1.8m EuroFunding up to 1Meuro, costs 1.8m Euro Another 6 posts: 12 PostsAnother 6 posts: 12 Posts
CAPERS ParticipantsCAPERS Participants CAPERS ICAPERS I
PostEurop (co-ordinator)PostEurop (co-ordinator) IPCIPC Cyprus PostCyprus Post Hungarian Post Office ltd.Hungarian Post Office ltd. MaltaPost plc.MaltaPost plc. Lithuanian PostLithuanian Post Polish PostPolish Post Romanian PostRomanian Post
CAPERS II (NAS)CAPERS II (NAS) Bulgarian PostBulgarian Post Czech PostCzech Post Estonian PostEstonian Post Slovenian PostSlovenian Post Russian PostRussian Post Ukraine PostUkraine Post
Postal ContributionPostal ContributionThe European Posts contribute nearly The European Posts contribute nearly 1,3 %1,3 % of the of the Community Community GDPGDP and are one of the largest and are one of the largest employers in the Community, employing employers in the Community, employing 1,7 1,7 millionmillion people. people. Levels of business are indicated byLevels 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.
Project ObjectivesProject 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”
CAPERS specific aimsCAPERS specific aims•implement the necessary technical implement the necessary technical systems systems
•operate the systems liveoperate the systems live•train operatorstrain operators•lay the foundation for development of lay the foundation for development of operational expertise between the Pre-operational expertise between the Pre-accession Posts accession Posts
•monitor quality-of-service monitor quality-of-service improvements improvements
• document and disseminate the document and disseminate the lessons learnedlessons learned
BestBest practicepractice• must be seen on several levelmust be seen on several levelss: :
technical, managerial, technical, managerial, organizational organizational
• it goes through different lifecycles it goes through different lifecycles of the project from the of the project from the implementation, to live operation implementation, to live operation both locally and within a trading both locally and within a trading communitycommunity
Best Practice ScopeBest Practice ScopeBest Practice Implementation know-how and
toolsDaily Operation Community management
Resource areaTechnical Overall implementation: phased
implementation approachNeeds, Design and implementation for techncial componentsIntegration of CAPERS and legacy systemsImplementation of Pilot
Procedures for · Support of hardware,· Software support· Checking of scanners, printers· Checking messages sent· Checking of all processes at local level
Central HelpDesk facilitiesCommon central reporting system on technical compliance
Postal Operations
Operational needs and design: where to capture dataPiloting: How to ramp up to full operations
Procedures for new automated operations Checking data quality Checking mail-message matchSystem operation
Central checking on scanning levelsChecking of business data qualityCentral Communications of operational outages
PostalManagement
Building local cross-functional teamDesigning trainingDeveloping new rolesBuilding local support
Usage for Pre-planning Quality ManagementOngoing management of local IMS
Steering Committee organisationCommunity management practice
Competence involvedCompetence 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 The CAPERS Posts work on 4 areas in parallelparallel
Operations:Operations: Cross-functional team-work in Cross-functional team-work in the CAPERS Posts ensures that operations the CAPERS Posts ensures that operations staff are prepared for the new systemstaff are prepared for the new systemInfrastructure:Infrastructure: Posts develop their local Posts develop their local infrastructure to network exchange officesinfrastructure to network exchange officesSystems:Systems: Investigations into the available Investigations into the available systems are carried out and the results shared systems are carried out and the results shared amongst partners amongst partners Piloting:Piloting: Early piloting of the messages Early piloting of the messages with a central test-bed helps Posts gain with a central test-bed helps Posts gain experience and understand how a final system experience and understand how a final system should be implemented locallyshould be implemented locally
Internet
GXSShared Server /Gateway Worktrace
EDIFACT
EDIFACT
EDIFACT
CAPERS Local Postal Level International Value added network
Over 20 Posts world-wide are connected to the GXS network for despatch tracking
Poste
Italiane
La Poste
Scanner
SITAUPU Post*Net EDI
EDIFACT
Polish Post
Hungarian Post
Lithuanian Post
Malta Post
XML
Remote services used by CAPERS Posts
Local LevelOther Posts
Consignia
Finland
Post
Local Worktrace Server
Reports Data entry
Alerts, PODRomanian Post
GXS EDI switch
IPC CAPE*
Vision
Reports
EDIFACT
EDIFACT
Cyprus Post
All CAPERS posts
Flat File
XML
How CAPE WorksHow CAPE Works
Mail Mail UnitUnit
Mail Mail UnitUnit
Exchange Exchange OfficeOffice
Exchange Exchange OfficeOffice
Origin Post Destination Post
Mail flowMessage flows
PREDES v2 Pre-advice of despatchRESDES Confirmation of receipt of receptacles of a despatchPRECON Pre-advise of consignmentRESCON Confirmation of receipt of receptacles of a consignment
PRECON
RESCON
RESDES
PREDES v2
Developments
•EDI over the Internet (XML)
•Worktrace
•IPS developed capability
ResultsResults
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.
Business BenefitsBusiness Benefits
OperationalOperational EfficiencyEfficiency PrePre--PlanningPlanning Quality of serviceQuality of serviceTransport performanceTransport performance LongLong--term planningterm planning AccountingAccounting
Import Mail Quality Import Mail Quality
Export Mail Quality Export Mail Quality
ON-TIME, OFF-TIMEON-TIME, OFF-TIME
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)
THANK YOUTHANK YOU
