1. CAPERSIST-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 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 systemsimplement the necessary technical systems operate the systems liveoperate the systems live train operatorstrain operators lay the foundation for development of operational expertise between the Pre- accession Postslay the foundation for development of operational expertise between the Pre- accession Posts monitor quality-of-service improvementsmonitor quality-of-service improvements document and disseminate the lessons learned document and disseminate the lessons learned

8. Best practice must be seen on several levels: technical, managerial, organizationalmust 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 communityit goes through different lifecycles of the project from the implementation, to live operation both locally and within a trading community

9. Best Practice Scope Best PracticeImplementation know-how and toolsDaily OperationCommunity management Resource area Technical Overall implementation: phased implementation approach Needs, Design and implementation for techncial components Integration of CAPERS and legacy systems Implementation 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 facilities Common central reporting system on technical compliance Postal Operations Operational needs and design: where to capture data Piloting: How to ramp up to full operations Procedures for new automated operations Checking data quality Checking mail-message match System operation Central checking on scanning levels Checking of business data quality Central Communications of operational outages Postal Management Building local cross-functional team Designing training Developing new roles Building local support Usage for Pre-planning Quality Management Ongoing management of local IMS Steering Committee organisation Community management practice

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 officesInfrastructure: Posts develop their local infrastructure to network exchange offices Systems: Investigations into the available systems are carried out and the results shared amongst partnersSystems: 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 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. Internet GXS Shared Server /Gateway Worktrace EDIFACT CAPERS Local Postal LevelInternational Value added network Over 20 Posts world-wide are connected to the GXS network for despatch tracking Poste Italiane La Poste Scanner SITA UPU Post*Net EDI EDIFACT Polish Post Hungarian Post Lithuanian Post Malta Post XML Remote services used by CAPERS Posts Local Level Other Posts Consignia Finland Post Local Worktrace Server ReportsData entry Alerts, POD Romanian Post GXS EDI switch IPC CAPE* Vision Reports EDIFACT Cyprus Post All CAPERS p osts Flat File XML

13. How CAPE Works Mail Unit Exchange Office Origin Post Destination Post 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 PRECON RESCON RESDES PREDES v2

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 Operational Efficiency Operational Efficiency Pre-Planning Pre-Planning Quality of service Quality of service Transport performance Transport performance Long-term planning Long-term planning Accounting 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