CAPERS
IST-1999-20733
Vilnius, Lithuania, 21-22 October 2002
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
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
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
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:
• 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 Objectives
“to transfer and deploy
established best
practices so that preaccession countries can
operate their postal
services to the standard
expected by European
users and required by
the Community Postal
Directives”
CAPERS specific aims
•implement the necessary technical
systems
•operate the systems live
•train operators
•lay the foundation for development of
operational expertise between the Preaccession Posts
•monitor quality-of-service
improvements
• document and disseminate the lessons
learned
Best practice
• must 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 community
Best Practice Scope
Best Practice
Implementation know-how and tools
Daily Operation
Community management
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
Resource area
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.
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 offices
Systems: 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
CAPERS Local Postal Level
Remote services used by CAPERS International Value added network
Posts
All CAPERS posts
Lithuanian Post
Local Level
Other Posts
Reports
IPC
CAPE*
La Poste
Flat File
Vision
Malta Post
GXS EDI
switch
XML
Scanner
Poste
EDIFACT
Internet
EDIFACT
Italiane
EDIFACT
Reports
Data entry
XML
Local
Worktrace
Server
EDIFACT
Shared Server
/Gateway Worktrace
GXS
Consignia
EDIFACT
Finland
Post
Romanian Post
Polish Post
EDIFACT
Alerts,
POD
Cyprus Post
Hungarian Post
UPU
Post*Net
EDI
SITA
Over 20 Posts
world-wide are
connected to the
GXS network
for despatch
tracking
How CAPE Works
Mail
Unit
PRECON
Mail
Unit
RESCON
Destination Post
Origin Post
Exchange
Office
PREDES v2
RESDES
Exchange
Office
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
Developments
•EDI over the Internet (XML)
•Worktrace
•IPS developed capability
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.
Business Benefits
Operational Efficiency
Pre-Planning
Quality of service
Transport performance
Long-term planning
Accounting
Import Mail Quality
Export Mail Quality
ON-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 YOU