1. CANADA POST CORPORATION
Created by:
Victoria Lutic
Tarun Kumar
Halima Siddiq
Asim Rauf

2. 1. Executive Summary 2. Mission Statement
3. Code of Conduct 4. History
5. Organization Structure 6. Management Structure
7. Supply Chain Management 7.1 Information Technology
Systems
7.2 E-Commerce &
M-Commerce 8. Financial Statements
9. SWOT Analysis 10. Conclusions &
Recommendations
TABLE OF CONTENTS

3. Type Crown corporation
Industry Courier
Founded 1867
Headquarters Ottawa, Ontario, Canada
Key people Deepak Chopra, President and CEO
Marc Courtois, Chairman of the Board
Products Courier express services
Freight forwarding services
Logistics services
Employees 71,000
Website Canadapost.ca
Executive Summary

4. Outside of its letter service, CPC competes
directly with other suppliers and has the same
flexibility enjoyed by private-sector enterprises
to move in and out of markets and services.
Canadian postal administrations have been
providing parcel services since 1859.
In 1990 the CPC formed Canada Post Systems
Management Ltd (CPSML) to market Canada
Post systems and technology worldwide.
CPC and its affiliate Purolator Courier Ltd
collected, processed and delivered 9.23 billion
pieces of mail and parcels during the 1997-98
fiscal year.
Together with its affiliated companies, Canada
Post ranks 32nd among Canadian businesses in
terms of revenue and is the 5th largest
employer in Canada, with 63 000 full and part-
time employees.
Executive Summary

5. Canada Post is basically a post agency, its mission is collection,
transmission, and delivery of messages on a right time, letters and
documents from one place to another. The company's service include
ePost, PostCS and Boarder free. It operates three lines of business
such as Transaction Mail, Parcels and Direct electronic
communications.
Vision:
Canada Post will be a world leader in providing innovative physical and
electronic delivery solutions, creating value for our customers,
employees and all Canadians.
Our Values:
Transformation - a change into someone or something completely
different to win in the market place.
Customer- Serve customer with pride, passion and the golden rule
when dealing with such a situation is customers are always right.
Integrity- act with responsibility and its a concept of actions,
principles, values, methods.
Respect- Treat each other with fairness, taking care of each other
respect while you do something.
Safety- Main point is what we do, making sure everyone is safe and
have healthy environment for all the stake holders.
Mission Statement

6. Canada Post’s corporate values reflect the
principles, beliefs and aspirations that guide
our behaviour and shape our culture.
Building and maintaining trusted relationships
with employees, customers, partners, suppliers
and our shareholder is fundamental to our
business, our reputation, and our success.
Harassment:
Every Canada Post employee has the right to a
workplace free from harassment. This includes
harassment based on a person’s race, national
or ethnic origin, colour, religion, age, sex
(including pregnancy and childbirth), sexual
orientation, marital status, family status,
disability (including previous or present drug or
alcohol dependence), or pardoned conviction.
Code of Conduct

7. Equality in Employment:
Canada Post makes its employment decisions based on each
person’s qualifications and abilities, and not on race, national or
ethnic origin, colour, religion, age, sex (including pregnancy and
childbirth), sexual orientation, marital status, family
status, disability (including previous or present drug or alcohol
dependence), or pardoned conviction.
Canada Post makes reasonable individual accommodation for
qualified individuals with known disabilities or other special
needs.
Conflict of Interest:
Canada Post expects its employees to act in a way that
preserves and enhances its reputation as a trusted provider of
service. The honesty and impartiality of Canada Post employees
should never be in doubt.
Code of Conduct

8. Workplace Safety and Health:
Canada Post makes every effort to work with employees and bargaining
agents to make our workplaces as safe and healthy as possible.
Canada Post provides resources and programs through Occupational Health
Services and the Employee Assistance Program to foster healthy
lifestyles, assist employees and family members who may be experiencing
difficulties in their personal or work lives, and help to safely reintegrate
disabled employees into the workforce.
Marketing and Competitive Practices:
Canada Post competes vigorously but fairly in the marketplace to provide
products and services of good value, generate a profit and ensure the
company’s future growth.
Privacy:
Canada Post protects the privacy of employees, customers and business
partners who share information with the corporation.
Code of Conduct

9. History

10. Organization Structure
Set targets in the Service
Charter and the Financial
Framework;
Approve prices in the
exclusive privilege area;
Authorize expenditures and
investment above a certain
threshold;
Limit the Board’s borrowing
authority to a certain level;
Approve corporate plans
and budgets and required
dividends.
Establish a scorecard for
corporate performance.

11. Management Structure
Deepak Chopra
President and Chief
Executive Officer
Kerry Munro
Group President
Digital Delivery Network
Jacques Côté
Group President
Physical Delivery Network
Canada Post Corporation Management also includes:
• 7 Senior Vice- Presidents, including head management of Innovapost Inc. André
Turgeon
• 12 Vice- Presidents

12. Lower your costs and improve your
service
... the leaders in supply chain
management aim for nothing less
Canada Post Supply Chain
Management portfolio includes:
Order Management
Warehousing
Fulfillment
Reverse Logistics
Transportation
Supply Chain Management

13. Supply Chain Management
Business to business/consumer (B2B/B2C) and direct to store (DTS) logistics
SCI Logistics provides multi-channel fulfillment solutions for businesses of all sizes. Fast and
flawless order execution ensures that your inventory is accurately managed, orders are
quickly picked and packed, and returns are processed promptly—saving your company time
and money.
Manufacturing, technology, and communication
Progistix Solutions Inc. specializes in building end-to-end logistics solutions for the
manufacturing, technology and communication industries, including the development of
Critical Parts Networks (CPN) and Field Technician fulfillment processes. Progistix has proven
experience helping large companies shrink product lifecycles, support multi-channel
distribution, and provide after-market maintenance support.
Customized transportation services
First Team Transport provides specialized transportation services for high-value and sensitive
cargo throughout Canada, along with dedicated contract transportation and freight
management solutions.

14. IT infrastructure: mySAP Business Suite
Change CPC from function-based organization into process- based, and from information -
rich environment to a rich -knowledge environment
Implemention of mySAP Enterprise Portal; mySAP Customer Relationship Management
(mySAP CRM); mySAP E-Procurement; mySAP Business Intelligence (mySAP BI); and
industry-related applications from the SAP for Retail and SAP for Technology portfolio of
software and services
Permits Canada Post to align access channels with customer needs, and in so doing,
optimizes the sales and service functions. As a result, the sales force has been relieved of
time- and cost-intensive customer interactions.
Canada Post's Address Improvement Program (AIP)
The Address Improvement Program (AIP) is a new address repository being created by
Canada Post to ensure that the address data they collect for use in the postal code
database is accurate and complete. As part of this effort, a new single database called the
Address Management System (AMS), containing all the mailing addresses in Canada, is
being created.
Project Management System - Delivering Postal Transformation
Undertook a $2B+ Postal Transformation (PT) program to modernize and streamline its
operations while maintaining its high level of service
Information Technology Systems

15. E-Commerce & M-Commerce
Canada Post e-commerce
Solutions www.canadapost.ca/ecommerce can help
savvy online retailers create the best possible
online shopping experience — from browsing
through checkout, purchase, delivery and even
product returns.
M-Commerce (2012 data)
• Canadians conducted over 23.7 million
transactions on the app
• 26,000 users access their epost
account via mobile app
• 15 million times to track a package
• 1.2 million check ups for post office
locator

16. Revenue: 2012 of $ 7,529 million and 2011 of $ 7,484 million
Net Income/(loss): 2012 of $ 94 million and 2011 of $ (188) million. The
increase of income from 2011 to 2012 is due profit on accounting gains
of $ 127 million.
Liquidity: Cash and cash equivalents of $298 million as December
31,2012- an increase of $27 million compared to December 31,2011
Assets: in 2012 have total of $ 7,018 million comparing with 2011 of $
6,744 millions. Mainly due to PP&E acquisitions and acquisitions in
Logistics segment.
Liabilities: increased in 2012 to $9,666 million comparing with $8,375
million in 2011, due to actual losses on pension, employment and
other benefit plans, customer prepayments and corporate
restructuring at Purolator
Financial Statements

17. SWOT Analysis
Strengths
• Offer the best reasonable
prices
• Advanced technologies
• Enhanced efficiency at each
transaction
Opportunities
• Reduction of Administrative
costs
• To keep updated and
performed the mySAP system
• Low cost strategy
Weakness
• Huge Data management
required
• Additional investments
required
Threats
• Negative publicity
• Loss of supplier 'support
• Difficulties of internal users to
adapt to new IT systems

18. Canada Post is a Crown Corporation with mandate from
Government of Canada to self-sustain financially and to provide
affordable prices and good quality services.
CPC operates the largest retail network in Canada
CPC is a component of Group of Companies that additionally
includes SCI Logistics, Purolator Holding Ltd., and Innovapost Inc.
The past years CPC shows losses in its revenue that’s why made
decision to make changes in their strategy, policy and the future
views
A retail franchise model was implemented placing full service postal
outlets within a host business (postal outlet within a
drugstore, supermarket, etc.).
Franchise stores are more productive in terms of revenue, traffic
counts, and cost.
Conclusions

19. 58 percent of its retail outlets remain corporate-
owned and operated.
Canada Post has released an integrated Five-point
Action Plan that will form the foundation of a new
postal system designed to meet the needs of busy
Canadians. The implementation of this plan means
Canada Post can return to financial sustainability by
2019.
Conclusions

20. The extension of door-to-door delivery to all Canadian households.
A clear directive to Canada Post to expand into new service areas.
Redefying their role in new economy
To make investments that will drive higher
performance
To improve their digital products for digital
economy
To improve the effectiveness of customers’
Direct Marketing mail campaigns
To improve shipping and delivery services to the
on-time point
To improve and maximize productivity of service agents, call centers and security
of the mail
Recommendations

21. THANK YOU