Presentation for Ukrpochta Prepared by H. van Graafeiland 07-04-2016
1) Strategy, get the focus clear Concession defines the core-business Defines: • ‘Need to do’ activities (based on the concession) • ‘Want to do’ activities (concession related) • Not do/less priority activities (try to stop or outsource) Be very clear on what we do, and what we do not do Management to focus on the core business first of all (E-Bay?) Corporate culture based on respect for Ukrainian norms and values, but should include equality, internal open door policy, openness to society, focus on client/service level, flexibility and willingness of Postal management and workers to adapt to the needs of the client
2) Structure, reduce overhead/support • Functional (not operational) model meaning centralised decision making facilitating clear and uniform brand and service levels • “Get the right people on the train and the wrong people of the train”. This means a quick and efficient evaluation of current top management (top 30-50) should take place and outplacement of managers that do not qualify • Define profiles for new hires (delivery people etc). Recruiting as strategic tool. • Clear management structure and process responsibility. Look at other Postal structures. • Management of processes based on best practises, internal/external benchmarking, and corresponding KPI’s for operational and functional units (see IPC example). Example for Operations: costs and service level Example for Finance: timeliness and quality of reporting • Region/local responsible for implementation. Targets down, plans/actions up. KPI’s in 4 areas, revenue, costs, efficiency/productivity, service/image
3) Use recognised standards and tools to manage/support the business • Lean methodology to analyse the business processes and reduce ‘waste’ Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it.
• Investor in people standard for people development Investors in People provides a best practice people management standard, offering accreditation to organisations that adhere to the Investors in People framework.
• ISO 9002 for process management ISO 9002 provides detailed standards for creating and maintaining an efficient quality-management system. The requirements are divided among 20 sections ranging from management responsibility, which defines the company's policy on quality, to the statistical techniques, which detail the procedures that will be used. ISO 9002 standard requires business to develop a standard language for documenting quality practices, create a system to track and ensure and document that these practices are met, and the establishment of an audit by an independent third party.
• TAPA (technology asset protection association) TAPA certified companies must pass a detailed independent physical premises audit to ensure compliance with numerous Freight Security Requirements (FSRs). The FSRs specify the minimum acceptable standards for security throughout the supply chain and the methods used to maintain those standards.
4) Actions/improve the current business Costs • Do more with less people • Make fixed costs flexible where possible (outsource transport, per piece payment for delivery) • Centralize purchases/volume discount. Tendering • Budget costs, make this an objective/bonus. • Productivity standards • Post machines Revenue • Look at pricing, surcharges for additional work • BtoB mail and parcel segment • E-commerce parcels • E-commerce fulfilment • Pick-up points • Express delivery
4) Actions/improve the current business Service/image • Register all complaints, analyse trends, take relevant improvement actions. If possible KPI/bonus • Follow internet/media • Queuing system • Internal competitions. Prizes/awards. ‘Name, fame, shame’
Strong points H van Graafeiland • Experienced manager in leading listed Postal and Logistic companies in Netherlands, Baltics, Russia. Sarbanes-Oxley Act, Letter of representation.
• Responsibilities included full country P&L responsibility, various big projects, for example warehouse moves and introduction of SAP system • Experienced and trained to work with mass media, labour unions
• Introduced various international standards in TNT Express Russia • Recently started own internet shop “www.cheez2u@com” • Immediately available to start • Dutch National, Western management style (open, direct, objective, inclusive, team player) • Russian/English/Dutch speaking, ready to relocate and learn Ukrainian language • No connections with politics/business groups. Objective outsider