Tag: Domestic

USPS Board of Governors briefed on third quarter performance & financial results

During Board of Governors meeting, last Wednesday 8th August, Chief Financial Officer H. Glen Walker said revenue for the third quarter totaled USD 18.4 billion, up 2.9 percent from the same period last year. Expenses for the quarter totaled USD 19.1 billion, including USD 878 million that is attributable to the implementation of the Postal Accountability and Enhancement Act, signed into law the end of last year. The result was a USD 659 million net loss for the third quarter.

Total factor productivity (TFP) once again continued its upward trend in the third quarter, increasing by 1.8 percent, with year-to-date TFP up 1.4 percent. TFP measures the relationship between workload and resource usage.

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Indian private couriers not to lower rates

Even after a major tariff revision by the department of posts (DoP) in the below 500gm segment of courier, private players are in no mood to lower rates.

Eyeing a larger share of the Rs 50,000 million business in the below 500 gm segment, DoP reduced tariff in the sub-50 gm segment of the local speed post by 40 pct last month from Rs 20 to Rs 12. The new rate is inclusive of service tax and education cess.

While courier majors like XPS charge Rs 30 for the below 250 gm segment and Rs 50 for the sub-500 gm segment in the same region, department of post charges vary from Rs 12 and Rs 20.

XPS charges Rs 50 for sub 250gm and Rs 75 for below 500gm for the rest of the country. Speed Post charges for courier, other than local; vary from Rs 25 to Rs 80.

Mr.K Prabhakar, president & CEO of XPS, a multimodal express logistics company, said, “We serve a niche customer segment which is driven by service quality rather than price. We don’t see any impact of the decision taken by the DoP.”

According to experts, while majors like Gati and XPS have their niche market, the decision would adversely effect local, unorganized players, who operate on factors such as price rather than service delivery.

Size of the organized sector in the Rs 100,000-million courier industry is about Rs 7,100 crore. Almost 65- 70 pct of the business for the courier industry comes rom the below 300 gm segment. A mere less than 30 pct business comes from the above 500 gm segment.

Gati recently launched value-added services like Café d’eliver and IC -Zip to provide multi-modal solutions to customers.

1 GBP = 81.4266 INR

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Royal Mail mess

Horror stories about the state of Royal Mail abound. But there is a good chance that these tales are not circulating in the form of a letter, stamped and mailed at a post office. That loss of market share lies at the heart of Royal Mail’s problems: its operations are a shambles – not entirely its own fault – and the company is facing ever more competition it is not equipped to handle.

Good news, then, that after weeks of sporadic walkouts, the Communication Workers Union – a bastion of resistance to modernization – has called off further scheduled strikes and sat down with management to reach a deal for 130,000 employees.

In these negotiations, both sides need to understand the two kinds of competition Royal Mail faces: digital communication technologies and more digitized competitors.

Every day, Royal Mail sorts millions of letters by hand and rewards its staff handsomely for the trouble: on average, its employees earn 25 per cent more than their colleagues in private companies. But it is also 40 per cent less efficient than the automated competition.

Reforms need to come fast. Today, one in five letters is handled by competitors. These private delivery services mainly focus on profitable business such as large corporate delivery contracts. If Royal Mail does not modernise its operations soon, it will be left with only unprofitable parts of its operations.

Regulators need to give greater clarity about which aspects of the business they consider a public service. That should help Royal Mail to avoid cross-subsidizing its work as a utility with income from profitable units. Flexibility should extend to price-setting as well. Royal Mail needs to be able to raise prices in smaller steps and at greater frequency.

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