Diese Präsentation wurde erfolgreich gemeldet.
Die SlideShare-Präsentation wird heruntergeladen. ×

Fostering Innovation in Postal Service Environmentally Preferable Shipping Supplies

Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Wird geladen in …3
×

Hier ansehen

1 von 14 Anzeige

Fostering Innovation in Postal Service Environmentally Preferable Shipping Supplies

Herunterladen, um offline zu lesen

Fostering Innovation in Postal Service Environmentally Preferable Shipping Supplies
Sustainability Metrics Project
Michael R. Barr, Alicia M. Case & Kim Werdeman
December 2012

M.Sc. in Sustainability Management | SUS 602 - Enterprise Excellence
National University

The United States Postal Service (USPS) seeks to improve on revenue and brand identity on its retail shipping packaging and product lines that generated $11 billion in sales in FY 2011. Shipping supplies that are not considered environmentally preferable are candidates for improvement. Improvements will consist of integration of sustainable aspects such as economic and social value, efficient use of energy and materials, recycled content, compostability or biodegradability, and non-toxicity into identified shipping packaging and products. Identified packaging and product lines will be certified by a third party eco–labeling program, and measured as environmentally preferable retail products for profitability, volume, weight, and greenhouse gas measurements.
It is being proposed that a product innovation team be formed for the purpose of using Six Sigma methodologies to determine importance, problems or opportunities, improvements, and sustainable gains necessary to foster gains and improvements in shipping supplies not considered environmentally preferable.


Fostering Innovation in Postal Service Environmentally Preferable Shipping Supplies
Sustainability Metrics Project
Michael R. Barr, Alicia M. Case & Kim Werdeman
December 2012

M.Sc. in Sustainability Management | SUS 602 - Enterprise Excellence
National University

The United States Postal Service (USPS) seeks to improve on revenue and brand identity on its retail shipping packaging and product lines that generated $11 billion in sales in FY 2011. Shipping supplies that are not considered environmentally preferable are candidates for improvement. Improvements will consist of integration of sustainable aspects such as economic and social value, efficient use of energy and materials, recycled content, compostability or biodegradability, and non-toxicity into identified shipping packaging and products. Identified packaging and product lines will be certified by a third party eco–labeling program, and measured as environmentally preferable retail products for profitability, volume, weight, and greenhouse gas measurements.
It is being proposed that a product innovation team be formed for the purpose of using Six Sigma methodologies to determine importance, problems or opportunities, improvements, and sustainable gains necessary to foster gains and improvements in shipping supplies not considered environmentally preferable.


Anzeige
Anzeige

Weitere Verwandte Inhalte

Diashows für Sie (17)

Andere mochten auch (20)

Anzeige

Ähnlich wie Fostering Innovation in Postal Service Environmentally Preferable Shipping Supplies (20)

Anzeige

Aktuellste (20)

Fostering Innovation in Postal Service Environmentally Preferable Shipping Supplies

  1. 1. SUSTAINABILITY METRICS PROJECT Fostering Innovation in Postal Service Environmentally Preferable Shipping Supplies Michael R. Barr, Alicia M. Case, and Kim Werdeman National University
  2. 2. Introduction • Problem Statement – Opportunity for sustainable integration necessary for Retail shipping supplies • Packaging Tape • Bubble Mailers • Bubble Packaging Material Mission Statement (Vision) • “To be a sustainability leader” – Building a Culture of Conservation throughout the Postal Service – Continually evaluates how to offer more “green, high quality, affordable products – Protecting contents of products shipped are a top priority
  3. 3. Introduction • Current Operation • Obtains products from partnering suppliers • Some products have certification by a 3rd party eco- labeling program
  4. 4. Introduction • Industry Best Practices • Better sustainable packaging • Reduced energy usage • Reduced Raw Material Consumption • Increased Recyclability • Reduced Greenhouse Gas Emissions • Decreased Waste Generation • Increased Re-use
  5. 5. Risks • Assign High/Medium/Low impact on project risk: • Project Size • Project Decision-Making • Project Schedule • Buy-In from Stakeholders • Buy-In from Management Mitigation Samples •Add more time to project schedule •Add another analysis •Additional testing •Additional product samples •Phased curover of products •Expose stakeholders to samples of proposed products
  6. 6. Measurement Strategy and Metrics • Key Performance Indicators – Revenue • $11 Billion in packaging sales out of $65 Billion in FY2011 – Mail Volume • 167.9 Billion Pieces in FY 2011 – Green House Gas Emissions • 12.39 Million MTCO2e in FY 2011
  7. 7. Measurement Strategy and Metrics • Action Plan – Split current retail sales measurements into two groups • sales of existing Cradle2Cradle products • sales of products that have room for improvement – packing materials such as tape, packing peanuts, bubble wrap – postal products such as self-inking stamps and digital scales – Reduce retail sales of non-sustainable products
  8. 8. Measurement Strategy and Metrics • Action Plan – Phase out all non CtoC products and replace • Padded mailers – made with recycled cushioning fiber padding • Bubble packaging – made from 35% recycled plastic • Biodegradable packing peanuts – compostable • Packing tape – made of 25% recycled resin or – natural GSO gummed tape
  9. 9. Data Analysis • Baseline data collection – how much of what the USPS currently sells is not eligible for Cradle to Cradle certification? – Of what is not eligible, what can be replaced with more sustainable products? • Once baseline data has been collected and sustainable sources obtained; a program to phase out all current supplies and phase in new products can be implemented.
  10. 10. Accountabilities Executive Sponsors Joseph Corbett Chief Financial Officer, Executive Vice President Nagisa Manabe Chief Marketing & Sales Officer, Executive Vice President Internal Stakeholders Thomas Day Chief Sustainability Officer Sam Pulcrano Vice President, Corporate Communications Susan Brownell Vice President, Supply Management Gary Reblin Vice President, Domestic Products External Stakeholders
  11. 11. Business Value Sources Environmentally Preferable Packaging and Products Plan Business Values Goals/Objectives Relationship to Project Marketing and Sales Revenue Growth Growing environmentally preferable packaging and product markets through lean, efficient and “green” processes can lead to revenue growth. Finance, Supply Expense Reduction Specifying and optimizing environmentally Management preferable packaging and product markets through lean, efficient and “green” processes can lead to expense reduction. Brand Equity and Brand Recognition Improvement Helps to maintain brand awareness which plays a Design major role in a customer’s buying decision Finance, Strategy Leadership Position Development Helps Postal Service maintain “Most trusted Federal government organization” status and recognition as a leader in Environmental Stewardship. Marketing and Sales Market Expansion Abilities Research shows consumers becoming increasingly aware and concerned about environmental impact of the products they purchase. Finance, Supply Product Quality Improvement Ensures commitment, helps to define quality and Management institute product quality control, and identify and address problems.
  12. 12. Chronicle of Activities Milestones/Deliverables Target Date Environmentally Preferable Packaging and Products Metric Project approved and funded; 12/20/2012 Begin final program development and rollout to selected vendor partners; Plan and budget for FY 2014 operational and capital appropriation. Update Management Team on progress and request approval for appropriation 12/22/2012 Operational (Expense) and Capital Budget submission to Finance; 03/20/2013 Select targeted Environmentally Preferable Packaging and Products for C-to-C Certification Capital Budget approval from Capital Investment Committee (CIC) 05/20/2013 Operational (Expense) and Capital Budget approval from Finance 06/20/2013 C-to-C Certification of Environmentally Preferable Packaging and Products complete; 09/20/2013 Begin FY 2014. 10/01/2013 Newly C-to-C Certified Environmentally Preferable Packaging and Products production and distribution begins to retail network. Begin metrics measurement. FY 2014, Q1 ends. 12/31/2013 Metrics measurement due for corporate progress reporting FY 2014, Q2 ends. 03/31/2014 Metrics measurement due for corporate progress reporting FY 2014, Q3 ends. 06/30/2014 Metrics measurement due for corporate progress reporting FY 2014 ends. 09/30/2014 Metric measurements due for corporate progress reporting, FY 2014 Corporate Sustainability Report
  13. 13. Recommendations to Improve Process • Receive bids for non-CtoC products • Receive product samples • Replace non-CtoC products with sustainable products • Promote fact that all retail products are sustainable
  14. 14. References • 2011 Sustainability Report (2012). Retrieved from http://about.usps.com/what- we-are-doing/green/report/2011/key-indicators.htm • USPS Sustainability Report. (2011). Retrieved from http://about.usps.com/what-we-are- doing/green/report/2011/annual_sustainability_report_2011.pdf • USPS Website. (2012). Retrieved from http://about.usps.com/who-we- are/postal-facts/welcome.htm • Wooster, J. & Nuttall, J. (2007). The Dow Chemical Company. Case studies for improved sustainability in packaging. Retrieved from http://www.tappi.org/content/events/07place/papers/wooster.pdf •

Hinweis der Redaktion

  • Retail Items Identified for Product Improvement, C-to-C Certification Shipping Supplies Brand Name: ReadyPost® Packaging Tapes, 3 Types, Plastic-Based, w/application device Extra Thick Packaging Tape, Clear Extra Strength Fiberglas Filament Strapping Tape Extra Thick Packaging Tape, Tan Cushion Mailers, Bubble, Plastic Small (6 x 10) Medium (8.5 x 12) Large (10.25 x 14.5) Extra Large (12.25 x 17.75) Bubble Packaging Material, Plastic (1) Clear (2) Colored Mission Statement: The United States Postal Service seeks to improve on identified Retail shipping supplies (packaging and products) that are not considered Environmentally Preferable for its customers. Improvements will consist of integration of environmental aspects (recyclable materials, compostable, etc.) into product lines, certification of signature product lines by third party eco –labeling program, and measurement of environmentally preferable retail products (consumption, sales) for greenhouse gas measurements. The Product Improvement team, an interal consulting organization within the Office of Corporate Sustainability, will ally the team with internal and external stakeholders as well as vendor partners to help specify product development and management services as well as measurement/reporting services to help in meeting corporate goals for revenue improvement of Retail packaging products and services and carbon footprint reduction. Culture of Conservation – refers to building a culture with an ethic of resource use, allocation, and protection through the implementation of sustainable business practices by engaging Employees, Customers, Suppliers, Mail Service Providers, and Federal Peers.
  • could also add pre-inked stamps (made with recycled plastic and soy based inks) as well as FSC certified and post-consumer recycled cards and calendars
  • Executive Sponsors Joseph Corbett, Chief Financial Officer, Executive Vice President - Head of Strategy , Finance and Planning, Controller, Treasury, Accounting and Supply Management functions Nagisa Manabe, Chief Marketing & Sales Officer, Executive Vice President - Responsible for all domestic and international products marketing, development and management . - Responsible for the Postal Service Sales organization   Internal Stakeholders Thomas Day, Chief Sustainability Officer, Office of Corporate Sustainability - Responsible for Sustainability policies and programs for the Postal Service including internal/external auditing, measurement and reporting. Sustainability Initiatives, Environmental Compliance, Energy Sam Pulcrano, Vice President, Corporate Communications - Responsible for internal and external communications for the Postal Service - Brand equity and design - 1 st Chief Sustainability Officer Susan Brownell, Vice President, Supply Management - Supply management activities - Manages Postal Service supplier relationships, $12 billion expenditures, $6 billion inventory Gary Reblin, Vice President, Domestic Products - Responsible for the growth and development of all postal mailing products and services and customer service improvements, including product solutions, marketing, promotions, and revenue for both market-dominant and competitive-products. Shipping Services, Expedited Shipping – Express Mail and Priority Mail Patrick R. Donahoe, Postmaster General (PMG), Chief Executive Officer - Works closely with organization’s stakeholders - Vision — Strengthen the business-to-consumer channel, improve the customer experience, compete for the package business, and become a leaner, faster and smarter organization - Postal Service to better meet evolving mailing and shipping needs of its customers Channel Value Proposition model elements: growth, profitability, return on capital, brand Ronald A. Stroman, Deputy Postmaster General (DPMG) - 2 nd highest ranking postal executive - Serves on Board of Governors, Executive Leadership Team - Works closely with mailing industry to help strengthen relationships and identify opportunities to improve interactions with postal customers Senior Executive to Chief Sustainability Officer.    
  • “ What gets measured gets managed” --Peter Drucker “ The idea of measuring in order to manage becomes particularly crucial when we are faced with an economic externality – a cost that affects everybody but which nobody has the individual power to control. Greenhouse gas emissions are perhaps the most damaging externality that the world has ever known, so in order to solve the problem of their production we must first understand how much is being emitted, by whom, and to what end.” -- Paul Dickinson, CEO, Carbon Disclosure Project
  • Moving Forward: Program/project is maintained and modified as needed to remain effective.

×