Postal, freight, and logistics industry high performance capability assessment

[0001] 1. Technical Field

[0002] This disclosure concerns a system and method to identify the performance capability of an organization on a scale of representative capabilities. In particular, this disclosure relates to an efficient and cost effective way to assess the performance capability level of key assessment areas within the processes of a postal, freight and logistics-related organization.

[0003] 2. Background Information

[0004] Modern businesses operate in an increasingly competitive environment. To survive, postal, freight, and logistics-related businesses must adapt to this environment and execute in a clear, consistent, and efficient manner. Furthermore, the global nature of postal, freight, and logistics-related businesses greatly increases the complexity and difficulty of surviving on a day-to-day basis.

[0005] Despite the need for a business in the postal, freight, and logistics industry to meet the challenges of the global marketplace, it is still often the case that the business lacks clarity, consistency, and well-defined execution of its core processes. These shortcomings severely constrain the business, and lead directly to inefficiencies and waste due to unnecessary complexity, process exceptions, and customer dissatisfaction. At the same time, it can be very difficult to identify specific processes to which improvements may be made, either because the business itself does not have the expertise to identify the processes or because the complexities of the business frustrate attempts to clearly delineate the processes to be improved.

[0006] Even if the postal, freight, and logistics-related business, on its own, could identify one of the many processes that it needs to improve, the business would not necessarily know how to improve the process or be able to identify a concrete and measurable improvement goal. Another difficulty exists in determining whether there are any intermediate goals that should be reached along the way. As a result, postal, freight, and logistics-related businesses struggle to meet the demands of the modern marketplace and fail to identify opportunities for margin improvement, category expansion, portfolio optimization, multi-channel execution, selling performance, and to reach other important goals.

[0007] Therefore, a need exists for an efficient and effective system and method to assess the performance capability level of key assessment areas within the processes of an organization.

[0008] A high performance capability assessment (HPCA) model helps businesses, particularly a postal, freight, and logistics business, meet the challenges of the global marketplace by defining a scale of performance capability along which the current practices of the business may be located. The HPCA model accelerates the discovery of process and capability gaps within business operations. In addition, the HPCA model also helps the business to identify specific areas in which improvements may be made, how to make the improvements, and how to establish levels of capability during the course of attempting to achieve an ultimate capability goal. As a result, the business can achieve the clarity, consistency, and well-defined execution of core processes that reduce inefficiencies and waste. For purposes of clarity and brevity, the term “postal, freight, and logistics” may be used interchangeably with the term “postal.” Thus, a postal, freight, and logistics business or industry is the same as a postal business or industry.

[0009] The HPCA model includes a key factor dimension and a performance capability scale dimension. The performance capability scale dimension defines multiple capability levels. The performance capability levels may form a scale of increasing organizational performance capability. One example of such a scale includes a ‘Basic’ capability level, a ‘Competitive’ capability level, and a ‘Market Leading’ capability level. Each performance capability level includes criteria specific to a corresponding key assessment area. Each key assessment area identifies some aspect of a capability of a business.

[0010] Capabilities of a business may be grouped into platforms. For example, the HPCA model may group the capabilities of the postal industry into ten high-level platforms, including a customer interaction platform, enablement platform, asset management platform, information and data management platform, contract management platform, mail operations platform, transportation platform, supplemental services platform, retail operations platform, and enterprise platform. Examples of capabilities within the customer interaction platform, for example, include channel management, product management, pricing, marketing, sales, booking and order management, solutions management, customer service, and invoicing. Platforms may include sub-platforms, as well as capabilities.

[0011] The key factor dimension establishes a set of key assessment areas in which to analyze the capabilities of a business. Key assessment areas include performance capability criteria. Performance capability criteria populate the performance capability assessment model. The performance capability criteria may be specific to any one of many different business capabilities. For example, the customer interaction platform includes performance capability criteria for channel management, product management, pricing, marketing, sales, booking and order management, solutions management, customer service, and invoicing key assessment areas at each of the capability levels along the performance capability scale dimension. Any number of performance capability assessment models and performance capability criteria may be defined and stored in a capability detail pool for subsequent retrieval and application to a business under examination. Accordingly, the HPCA model provides a flexible and adaptive scale of performance capability against which business practices may be compared to ascertain where the capabilities of a business under examination fall along the scale.

[0012] Other systems, methods, features and advantages will be, or will become, apparent to one with skill in the art upon examination of the following figures and detailed description. All such additional systems, methods, features and advantages are included within this description, are within the scope of the invention, and are protected by the following claims.

[0030] FIG. 1 shows a high performance capability assessment (HPCA) model 100. The HPCA model 100 specifies ten high-level platforms, including a customer interaction platform 102, enablement platform 104, asset management platform 106, information and data management platform 108, contract management platform 110, mail operations platform 112, transportation platform 114, supplemental services platform 116, retail operations platform 118, and enterprise platform 120. The HPCA model 100 is not limited to the form shown in FIG. 1. Instead, the HPCA model 100 may be adapted and modified to fill a wide variety of analysis roles. Additional, different, or fewer platforms may be used in other implementations, with each platform defining additional, different, or fewer capabilities. Each platform includes one or more multiple <platform name> capabilities 130.

[0031] The HPCA model 100 establishes a multidimensional postal industry performance reference set that includes multiple key assessment performance levels 138, further described below in reference Tables 1-3. The performance levels 138 establish a scale of increasing organizational performance capability. The key assessment performance reference tables include a ‘Basic’ 140 performance capability level, a ‘Competitive’ 142 performance capability level and a ‘Market Leading’ 144 performance capability level. The performance capability levels establish a performance capability scale 146 along which current business practices may be located and identified with respect to any platform and capability within a platform according to an analysis of performance capability criteria (PCC). The capability under evaluation may be assigned the performance level 138 based on a capability position 158 along the performance capability scale 146.

[0032] The ‘Basic’ performance capability level 140 specifies ‘Basic’ performance assessment criteria, the ‘Competitive’ performance capability level 142 specifies ‘Competitive’ performance assessment criteria, and the ‘Market Leading’ performance capability level 144 specifies ‘Market Leading’ performance assessment criteria. The HPCA model 100 receives input data that specifies a postal industry platform (e.g., a postal industry area) and a postal industry key assessment area for analysis. The HPCA model 100 searches the multidimensional postal industry performance reference set for a matching key assessment performance reference table that matches the postal industry platform and corresponding industry capability within the platform and the postal industry key assessment area, and retrieves the matching key assessment performance reference table. The HPCA model 100 initiates analysis of the matching key assessment performance reference table to obtain a resultant performance capability level for the postal industry key assessment area.

[0033] Tables 1-3 below provide an explanation of each of the capability levels 140, 142, and 144.

[0034]

TABLE 1
‘Basic’ Capability Level
Description:	Capability mastery at a basic level is indicative of a low
	level, unclear, undisciplined, or unsophisticated ability
	to execute the capability or process in a consistent, traceable,
	and repeatable manner. For non-core, low priority, new, or
	early adoption of certain process capabilities, a basic level
	may be acceptable to the organization or the organization may
	not have the resources to expand beyond the basic capability
	level. A basic level of mastery often indicates that an
	organization is lagging behind its competitors in its ability
	to execute the capability.

[0035]

TABLE 2
‘Competitive’ Capability Level
Description:	Capability mastery at a competitive level is indicative
	of a conservative ability to execute the capability in a
	fairly consistent, traceable, and repeatable manner with
	proven techniques, tools and commonly accepted practices
	that are readily available and maintained. This capability
	mastery may be a strategic decision by the organization
	to be a follower or “good enough” operator in many
	respects or may be an interim step that organizations aspire
	to move beyond to achieve a leading mastery of the
	given capability. A competitive level of mastery often
	indicates that an organization is performing consistently
	with its competitors in its ability to execute a capability.

[0036]

TABLE 3
‘Market Leading’ Capability Level
Description:	Capability mastery at a market leading level is indicative
	of a highly detailed, clear, and often iterative and
	sophisticated ability to execute the capability. The market
	leading capability is the recognized and referenced benchmark
	of continuous improvement and high performance for a given
	process capability. The market leading process capability has
	been optimized for efficiency and effectiveness, is well
	understood, traceable, and consistently executed to the
	point of being competitively differentiated or at the top level
	of peer to peer comparison.

[0037] For FIGS. 2-11, the capability under evaluation may be assigned a capability level 138 based on a capability position along the performance capability scale 146 (e.g., the ‘basic,’ ‘competitive,’ or ‘market leading’ capability level). Performance capability criteria corresponding to the basic 140, competitive 142 and market leading 144 performance levels populate the HPCA model 100. The performance capability criteria capture criteria, characteristics, and/or other features of a capability at a particular capability or performance level 138 for a selected key assessment area. Examples below illustrate performance capability criteria that provide unexpectedly good analysis and benchmarking for postal organizations. The HPCA model 100 performance capability criteria provide a tool for determining where a platform and capability under examination falls along the performance capability scale 146.

[0038] For example, business consultants and industrial engineers may interview a business or receive data about the business to determine, measure, or otherwise ascertain the characteristics, criteria, and other features of a particular capability implemented within the business. The consultants and engineers may compare the characteristics of the business to the performance capability criteria in the HPCA model 100 and arrive at a capability level 138 for the capability under examination. In doing so, for example, the consultants and engineers may identify where the capability under examination falls in terms of the capability level for each key assessment area of a capability and determine an overall position on the performance capability scale 146 for the capability under examination. Performance capability criteria may populate the HPCA model 100 in whole or in part. Multiple high performance capability assessment models may be collected and stored with the performance capability criteria for future retrieval and possible modification in a capability detail pool, discussed below.

[0039] FIG. 2 shows the customer interaction platform 102 divided into respective capability areas 202. The customer interaction platform 102 includes a channel management capability 220, product management capability 222, pricing capability 224, marketing capability 226, sales capability 228, booking and order management capability 230, solutions management capability 232, customer service capability 234, and invoicing capability 236.

[0040] FIGS. 3 and 4 show the enablement platform 104 divided into respective capability areas 302. The enablement platform 104 includes a capacity planning capability 320, network planning capability 322, production planning capability 324, scheduling capability 326, labor planning capability 328, operations management capability 330, partner and supplier management capability 332, settlement capability 334, facility management capability 420, fleet and equipment management capability 422, and maintenance, repair and overhaul capability 424, master data management capability 432, address management capability 434, and document management capability 436. In some embodiments, the capability areas of facility management capability 420, fleet and equipment management capability 422, and maintenance, repair and overhaul capability 424 may be under a sub-platform referred to as asset management, while the capability areas of master data management capability 432, address management capability 434, and document management capability 436 may be under a sub-platform referred to as information and data management.

[0041] FIG. 5 shows the contract management platform 110 and respective capability area 502. The contract management platform 110 may also be arranged as a sub-platform of a different platform. FIG. 5 also shows the mail operations platform 112 divided into respective capability areas 506. The mail operations platform 112 includes a mail production capability 542, mail preparation 544, acceptance and induction capability 546, mail sorting capability 548, and mail management 550.

[0042] FIGS. 6 and 7 show the transportation platform 114 divided into respective capability areas 602. The transportation platform 114 includes a dispatch capability 620, pick-up and receive capability 622, terminal handling and sorting-handling capability 624, terminal handling and sorting-unloading/loading capability 626, terminal handling and sorting-sorting capability 628, terminal handling and sorting-storage capability 630, sea operations capability 720, line-haul capability 722, rail operations capability 724, air operations capability 726, delivery capability 728, and delivery-mail delivery capability 730.

[0043] FIG. 8 shows the supplemental services platform 116 divided into respective capability areas 802. The supplemental services platform 116 includes a customs management capability 820, yard and handling area capability 822, track and trace capability 824, transport management capability 826, payment handling capability 828, special requirements management capability 830, and exceptions management capability 832.

[0044] FIG. 9 shows the retail operations platform 118 divided into respective capability areas 902. The retail operations platform 118 includes store operations capability 920, category planning and management capability 922, price and revenue management capability 924, store inventory management capability 926, replenishment capability 928, and licensing management capability 930.

[0045] FIGS. 10 and 11 show the enterprise platform 120 divided into respective capability areas 1002. The enterprise platform 120 includes a corporate strategy capability 1020, finance and accounting capability 1022, human resources capability 1024, procurement capability 1026, information technology capability 1028, information technology development architecture capability 1030, information technology execution architecture capability 1120, information technology infrastructure management capability 1122, information technology application management capability 1124, performance management capability 1126, and quality management capability 1128.

[0046] The following Tables 4-68 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the respective platform. Each capability may include one or more key assessment areas. Each key assessment area may include one or more additional key assessment areas. In other words, a business capability may include sub-capabilities, and therefore, key assessment areas corresponding to the multiple sub-capabilities. The tables below show specific criteria used to analyze each capability.

[0047] The following Tables 4-12 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the customer interaction platform 102.

[0048]

TABLE 4
Channel Management
Description:	The platform contains all customer-interaction-driven
	capabilities between an organization and its customers,
	from order management to invoicing, as well as all
	marketing disciplines.
Basic Criteria:	Communication Flexibility:
	Small number of distribution channels mainly to
	provide information to customer.
	No integration with IT backbone, just static content.
	Channel Economics:
	Channels coexist but are not consequently managed.
	Costs assigned with certain channels are not known.
	Customer Support:
	Customer interact with local representation.
	Alternative contacts, e.g., central help desk not
	promoted.
	Electronic Communication:
	Limited availability of electronic communication
	channels with customers and partners, e.g., one
	common eMail address provided.
	Self Service:
	Category-based web self service for informational/
	collateral inquiries via PCs, set top boxes, and kiosk.
Competitive	Communication Flexibility:
Criteria:	Variety of distribution channels available for customers
	and partners.
	Channels are mainly single level, meaning that there is
	only one level of service regardless of the customer
	type or priority.
	Some integration with IT backbone architecture.
	Channels utilized consist primarily of traditional
	channels for that industry.
	Channel Economics:
	Basic understanding of volumes costs and margins of
	the different channels.
	Managed on intuitive basis for better efficiency of
	provided service.
	Customer Support:
	Customers interact through multiple contact points,
	sometimes leading to confusion and loss of
	information or double and inconsistent communication.
	Status of customer is patchy and not homogeneous
	between countries or business units.
	Electronic Communication:
	Limited interaction (e.g., capture of orders). Basic
	integration with IT backbone system. Milestone
	completion (status) is published.
	Self Service:
	Web self service for customer account specific
	inquiries via PCs, set top boxes, and kiosk.
Market Leading	Communication Flexibility:
Criteria:	Variety of channels tailored to customers and
	partners specific needs.
	Customers guided/given incentives to use most
	appropriate channel.
	Full IT backbone integration.
	Channel Economics:
	Clear understanding and management of
	channel economics.
	Customer Support:
	Contact point processes are highly standardized
	and tool supported.
	Certain contact points are tailored to specific
	customer groups according to their requirements.
	Customers can maintain of their own profile
	information on preferred modes of
	communication, delivery, etc.
	Electronic Communication:
	All communication can be performed electronically
	remote from customer's IT systems as, e.g., ERP or
	procurement platform.
	Self Service:
	Web self service for customer specific transactional
	inquiries via PCs, set top boxes, and kiosk.

[0049]

TABLE 5
Product Management
Description:	Manage products and services as they are offered to
	customers. This is an area of innovation and opportunity
	management. Initiatives have to be aligned with Marketing,
	Sales and Operations. Product portfolio has to be
	monitored and kept consistent. This area also contains the
	necessary activities to generate insight into the market and
	customers.
Basic Criteria:	Organization and Methods:
	No dedicated organization for product management. No
	product management methodology.
	Some individuals have been designated to manage the
	products.
	Innovation Management:
	Innovation is mostly restricted to match key competitors
	(“me-too”) or capture offerings that are already
	provided in operations.
	Product Portfolio:
	Inflation of similar products which cannot be properly
	distinguished by customers and lead to inefficient
	production processes.
	Product value proposition not ensured along the
	supply chain.
	Product development is driven by internal company
	needs.
Competitive	Organization and Methods:
Criteria:	Product Management organization has been defined.
	Innovation Management:
	Opportunities for new products are gathered
	sporadically from different sources like operations,
	general market trends or customer feedback and
	stored in scattered databases.
	Product Portfolio:
	New advanced services are designed, developed and
	launched jointly with key customers.
Market Leading	Organization and Methods:
Criteria:	Product Management methodology is available and
	trained consistently.
	Product Management is well integrated with the
	other capabilities.
	Process across capabilities for product introduction/
	improvement.
	Innovation Management:
	Clearly defined innovation process and assigned
	responsibilities.
	Available data within the organization (customer
	surveys, feedback management, etc.) is systematically
	used to leverage the process.
	Applications support the collection, vetting and
	development of new ideas through virtual collaboration.
	Offerings are driven by buyer values or predicted needs.
	Buyer value studies, focus groups or other community
	building activities are key inputs to the product initiation.
	Product Portfolio:
	Product Management maximizes both customer value and
	profitability.
	Product portfolio is reduced in redundancy and optimized
	for Customer, Operations and Marketing needs.

[0050]

TABLE 6
Pricing
Description:	This process determines of the structure and level of prices
	to offer based on the cost to build the product/provide the
	service, market requirements and business strategy. The
	pricing strategy and guidelines are established and the
	price is determined. The pricing is market relevant and
	competitive, covers the costs of the provided services and
	allows for appropriate margin contribution. It is
	communicated internally and externally.
Basic Criteria:	Flexibility:
	Basic and additional surcharges can have no
	interdependencies between them.
	Accuracy:
	Pricing is based on data as given by the customer
	order and this data is only adjusted manually in case
	order data was significantly incorrect.
	Customer Support:
	Basic pricing grids are available to customers either
	paper-based or on website.
	Governance:
	Only basic pricing strategy is in place.
	Pricing tariffs are managed in local terminal systems
	leading to no company wide overview of pricing and
	applied discounts.
	Centrally structured pricing negotiation metrics and
	approval for more complex offerings (>5 days).
	Market Agility:
	Manual adjustments of tariffs only if needed. This is a
	time consuming process.
	Price Determination:
	Pricing mainly driven by market conditions not taking
	real costs (e.g., of additional services) into account.
	Standardized pricing according to product.
Competitive	Flexibility:
Criteria:	Through multi stage pricing conditional pricing rules
	can be defined taking interdependencies between
	services into account.
	Support for spot market integration for ad-hoc
	pricing of charter or quotation requests.
	Accuracy:
	Pricing is based on shipment data, e.g., with inputs
	from weight and volume machines being more accurate.
	Customer Support:
	Service in call-centers which tariffs are most applicable
	for customer's needs.
	Governance:
	Detailed pricing strategy along customer segments.
	Pricing guidelines are managed on corporate level. For
	Pricing real costs are considered.
	Centrally structured and managed pricing negotiation
	guidelines for complex pricing and contract creation
	process (<1 day).
	Market Agility:
	Relative and absolute mass price update functionality
	is available.
	Tariffs have start and end date.
	Price Determination:
	Some basic price simulations are performed. These are
	based on a basic understanding of associated costs.
	Standardized pricing according to product and channel.
Market Leading	Flexibility:
Criteria:	Support for multiple tariff structures with different
	inputs within one contract (e.g., pricing based on pallets,
	items or bulk volume).
	What-if comparison, e.g., with competitor's tariff
	structures can be performed during price determination
	in order to provide a Competitive offering to customers
	in Customer Management capability (sales).
	Accuracy:
	Internal controls ensure that discounts are applied
	appropriately.
	Customer Support:
	Users can request price information using configuration
	tool on website.
	Governance:
	Pricing strategy also includes demand and competitor
	pricing and capacity plan.
	Centrally structured, value based pricing negotiation
	guidelines, with assigned resource for complex pricing
	and contract creation process (Real Time).
	Market Agility:
	Pricing can be easily tailored to Marketing promotion
	requirements.
	Price Determination:
	Price simulations using market research, scenarios and
	activity based costing.
	Dynamic pricing options are available and yield
	management is performed. Customer profitability, loyalty
	and/or risk profile used to determine pricing.

[0051]

TABLE 7
Marketing
Description:	This capability entails the processes for marketing the
	products, services and brands. These include conducting
	market research and analysis in order to develop and
	execute marketing initiatives such marketing campaigns
	and targeted advertising activities.
Basic Criteria:	Marketing Data Foundation:
	Marketing and promotional efforts are using generic
	market information and intelligence to a limited extent.
	Marketing IT Support: Standard productivity tools are
	used to collect and consolidate marketing data.
	Campaign Focus:
	No customer segmented marketing, no differentiated
	campaigns.
	No formal process for marketing campaign design.
	Campaign Planning Time:
	Long planning lead times for campaigns.
	Campaign Monitoring:
	Little application of prior campaign learning. No formal
	response tracking.
Competitive	Marketing Data Foundation:
Criteria:	Marketing and promotional efforts target market segments
	in an industry wide format. Detailed market information
	and business intelligence is used to distill key insights.
	Customer information is collected via transactional
	systems and addresses specific requirements.
	Marketing IT Support:
	Basic data mining facilities are in place for analysis of
	customer insight.
	System support exists to assist or automate marketing
	activities (e.g., list generation).
	Campaign Focus:
	Campaign Management is used to foster the Marketing
	impact.
	Increased use of targeted vehicles (e.g., email, direct
	mail), but limited message targeting. Marketing targeted
	to broad segments Marketing processes exist, but are
	inconsistently applied.
	Campaign Planning Time:
	Inconsistent planning lead times for campaigns
	Campaign Monitoring:
	Campaign results are tracked and monitored. Response
	tracking used to plan future campaign efforts.
Market Leading	Marketing Data Foundation:
Criteria:	Information at market and customer level is obtained
	to allow for targeted analysis, cross-selling, account
	planning, marketing and promotions.
	Marketing IT Support:
	Marketing applications support easy access and
	distribution of information to dedicated target groups.
	Advanced data mining capabilities and competitor
	tracking tools are available.
	Full integration between marketing, sales, and
	customer service programs.
	Campaign Focus:
	Rigorous campaign management to outperform
	competitors.
	One on one marketing. Customers finely targeted,
	with appropriate messages geared to customer
	segments.
	Closed loop, repeatable and consistent processes
	in place for the marketing program.
	Campaign Planning Time:
	Short planning lead times.
	Campaign Monitoring:
	Analytics from previous campaigns used as input
	when designing future campaigns.
	Consequent analysis and re-adjustment of Marketing
	spend.

[0052]

TABLE 8
Sales
Description:	This capability entails all the processes that are necessary
	to sell the organization's products and services. This
	covers creating a sales plan/strategy, preparing for
	customer contact, executing sales activities
	(recommending and demonstrating products and
	services, etc.), and analyzing sales performance
	to ensure that sales objectives are being met.
Basic Criteria:	Sales planning:
	Planning is done standalone without being aligned
	with other capabilities.
	Sales processes:
	Product based sales support.
	Product based sales execution and objectives (eye on
	only one prize).
	Account Management:
	Product based business case. Individual account based
	management of contract terms and conditions (focus
	on the individual sale).
	Sales Activities Coordination:
	Sales activities are not systematically tracked. Only
	limited information about number of leads and
	contracts available. This activity is substantial
	manual effort. No historical information available.
	Manual handling of quotations.
	Customer Data Use:
	Limited use of customer data.
	Sales Force Compensation:
	Performance appraisals have little or no impact on
	salary. Fixed compensation approach.
Competitive	Sales planning:
Criteria:	Some alignment activities are performed between Sales
	Planning, Network Planning, Capacity Planning,
	Operations and Budgeting capabilities. However no
	joint planning is feasible as planning is performed on
	scattered applications.
	Sales processes:
	Consultative, generic solution sales support.
	Combined product based sales execution and objectives
	(eye on a couple of prizes).
	Account Management:
	Account based business case. Central management of
	all customer contract terms and conditions (focus on
	the collective whole).
	Sales Activities Coordination:
	Sales activities supported by standalone applications
	that allow visibility of customer profitability, history
	and buying behaviors across modes. Tool support
	for quotations and RFQs. is available.
	Customer Data Use:
	Different sales approach for each customer segment.
	Sales Force Compensation:
	Some use of variable compensation tied to selling and
	service KPIs.
Market Leading	Sales planning:
Criteria:	Full IT integration supports collaborative planning
	between capabilities.
	Detailed collaboration and optimization approach is
	in place.
	Sales processes:
	Consultative, industry solution based sales support.
	Solution based sales execution and holistic account
	execution and objectives (eye on the big prize).
	Account Management:
	Jointly defined business case with shared exposure.
	Central management of all customer contract terms
	and conditions and their relationships to other contracts.
	Sales Activities Coordination:
	Networked sales force automation tools allow for global
	visibility of deals, leads, quotations and RFQs. Business
	intelligence solutions provide information at market and
	customer level to allow targeted cross-selling and account
	planning. Prospects tracking is performed.
	Customer Data Use:
	Insight into individual customer value/profitability,
	behavior, and preferences is leveraged to personalize
	customer interactions in real-time.
	Sales Force Compensation:
	Significant variable compensation as a percent of total,
	highly dependent on KPIs, including customer-centric
	measures.

[0053]

TABLE 9
Booking and Order Management
Description:	Booking and Order Management entails all the
	interfacing activities required after the customer
	has agreed to a sale. This includes capturing the details
	of the order, validating the order can be fulfilled,
	verifying the order is correct, processing the order,
	releasing the order so that it can be fulfilled, verifying
	that the order has been fulfilled and performing of analysis
	on the entire order fulfillment process. This includes
	customer booking requests (for a capacity) and for orders
	(contract).
Basic Criteria:	Data Entry Performance:
	Mostly manual order data entry performed into local
	systems.
	Simple order validation by system.
	No central order database.
	Status and Workflow:
	View and change order status not centrally possible.
	Basic workflow components.
	The order tracking system is manual and inaccessible to
	customers.
	Information is shared internally only in the supply chain
	segment which owns the data.
	Regular FTL Bookings (Point to Point):
	Managed as single shipments/capacities.
	No systematic management of lead and loading times and
	event management.
Competitive	Data Entry Performance:
Criteria:	Multiple channels (manual, EDI, web-based) allow for
	automated order data validation by the system. Some
	manual verification on certain data categories is still
	required.
	Order entry system linked to customer profiles,
	contract database and production systems: Pre-filled order
	templates enhance validation and prequalification of
	orders.
	Automated order confirmation. Ability to consolidate
	multiple orders.
	Automated reservation of capacity needed in operations.
	Status and Workflow:
	Enhanced workflow functionality including alarm and
	event management.
	Tracking is automated and visible throughout the
	organization.
	Customers do have access only through call centers.
	Information is shared internally across the whole supply
	chain.
Market Leading	Data Entry Performance:
Criteria:	Customer order integration via EDI, Customer
	Automation Systems, or website.
	Full integration: Automated order confirmation, price
	calculation and scheduling.
	Mapping of the end-customer profile for incoming
	third party orders (customer's customer orders).
	Status and Workflow:
	Order tracking is automated and visible throughout
	the organization and electronically to customers.
	Shortfall in supply is forecasted and proactively
	managed.
	Customers have full Track and Trace and Proactive
	Monitoring and Reporting capabilities.
	Real time Information shared between supplier and
	customer systems, including funds transfer, POS data.
	Regular FTL Bookings (Point to Point):
	Full system support. Lead and loading times as well
	as events are managed according to detailed guidelines
	and procedures.

[0054]

TABLE 10
Solutions Management
Description:	The capability describes the definition, deployment and
	management of non-standard, customer-centric products,
	services and solutions.
Basic Criteria:	Requirements Management:
	Product definition and operational requirements available
	only on a high level.
	Development takes only internal requirements into
	account: participating external partners are not properly
	informed and controlled.
	Collaboration:
	Limited communication between customers, partners and
	operational staff.
	Insufficient coordination of milestone and product rollout.
	Solutions Development Environment:
	Only little tool support for collaboration and operations
	design.
	Solutions Management Quality:
	Products are considered implemented but related service
	commitments are not ensured throughout the whole
	supply chain.
	Agility:
	Long product lead times: New products or solutions
	cannot be implemented as fast as needed.
Competitive	Requirements Management:
Criteria:	Solution definition and operational requirements are
	defined on a detailed level.
	Operations manual for each product/service has been
	developed and communicated to operations.
	Collaboration:
	Coordination and communication across all parties.
	Milestones and project plan/roll-out is aligned with
	Marketing and Product Management capability.
	Solutions Development Environment:
	Technology is consistently leveraged to improve/extend
	services with a view to improve business performance.
	Solutions Management Quality:
	Product related services are ensured throughout the whole
	network. The product is properly integrated.
	Service partners are aligned in order to support the
	product.
	A business case is available and regularly updated to
	reflect real costs and benefits.
	Agility:
	Time to market issues are addressed.
Market Leading	Requirements Management:
Criteria:	New advanced solutions are designed, developed and
	launched jointly with key customers.
	Technology and new opportunities are consistently
	leveraged to improve services and performance.
	Collaboration:
	Interests of stakeholders are properly managed for
	smooth collaboration.
	Open and team oriented working environment.
	Solutions Development Environment:
	Rapid new service introduction enabled by methodology
	and early ‘fit’ design.
	Solutions operational costs to serve are known and
	controlled.
	Solutions Management Quality:
	Service quality KPIs are defined and monitored
	(with roll-out).
	Product operational costs to serve are fully
	known and controlled.
	Continuous follow-up activities to improve
	product and service.
	Agility:
	Optimized high speed product development.
	Marketing takes development time into account
	during Marketing Plan.

[0055]

TABLE 11
Customer Service
Description:	This capability involves the processes required to service
	customers and measuring the service effectiveness.
	Customer care is administered, customer accounts
	and customer profiles are managed, and warranty/
	insurance and returns are processed.
Basic	Customer Relationship Management (CRM):
Criteria:	Customer satisfaction only polled on ad-hoc basis.
	No process for customer satisfaction improvements.
	Service Performance:
	Service level agreements are adopted by specific
	requests from key accounts.
	No specific processes or systems are available to
	capture customer service performance.
	Customer Specific Service Levels:
	No customer differentiation, e.g., ABC customers.
	No customer personalization.
	Customer Service Quality:
	Customer/Partner service initiatives are reactive in nature.
Competitive	CRM:
Criteria:	Regular surveys sent to customers with improvement
	suggestions.
	Service Performance:
	Key performance indicators are developed at the
	regional level to support verification of customer
	service performance.
	Consistent processes and systems are in place to
	capture data automatically with some manual
	intervention for service levels.
	Customer Specific Service Levels:
	Adjustments to a limited extend in service procedures
	for premium customers.
	Customer Service Quality:
	Customer information requests are handled dynamically.
	Customer insight used to shape static customer experience.
	Focus on relationships and value-add services.
Market	CRM:
Leading	Customer satisfaction is closely monitored and relationship
Criteria:	management procedures are defined. Value contribution is
	continuously optimized over the full life-time of the customer.
	Service Performance:
	Key performance indicators on global level. Fully automated
	capture of service performance.
	Processes and procedures for around the clock service
	performance and peak times exist.
	Customer Specific Service Levels:
	Customer service performance is differentiated to
	customer needs.
	Highly differentiated treatment of customers based on
	revenue and profitability.
	Service performance is adjusted to customer groups.
	Customer Service Quality:
	Interactive, closed loop one-stop problem resolution.
	Proactive and interactive service established based on
	customer information.
	Adequate information and empowerment to dynamically offer
	incentives to retain high value customers planning to defect.
	Using customer service to strengthen overall value
	proposition.
	Virtual access channels (anytime, anyhow, anywhere).
Description:	This capability involves the processes required to service
	customers and measuring the service effectiveness. Customer
	care is administered, customer accounts and customer profiles
	are managed, and warranty/insurance and returns are
	processed.
Basic	Costs to Serve:
Criteria:	There is some understanding of the cost to serve
	customers/customer segments but costs are often merely
	allocated to products.
	Claim/Complaint Centralization:
	Back office processes are executed in the local facilities.
	Claim/Complaint Tracking and Processing:
	All transportation claims are manually tracked and processed.
	Claim/Complaint Process:
	Only basic descriptions of claims and complaints processes
	and guidelines are available.
	Claims and complaints processes are distributed over
	several business functions.
	Claim/Complaint Performance:
	There is no visibility on claims and complaints performance.
	Claim/Complaint Human Resources:
	There is no specialized staff for claims and complaints
	management.
Competitive	Costs to Serve:
Criteria:	There is an understanding of the cost to serve customers
	which is based on a contribution level analysis for each
	customer/customer segment.
	Claim/Complaint Centralization:
	Back office processes have been centralized.
	Claim/Complaint Tracking and Processing:
	Automated claim tracking process.
	Service representative are system empowered to resolve
	issues.
	Reminders and follow-up actions are automatically generated.
	Claim/Complaint Process:
	Claims and complaints processes and guidelines have
	been defined on a case by case basis.
	Claim/Complaint Performance:
	Goods investigation processes have service level agreements
	(e.g., same day). Some claims and complaints key
	performance indicators are measured like e.g.
	the time to manage a claim.
	Claim/Complaint Human Resources:
	Dedicated skilled staff for claims and complaints
	management.
Market	Costs to Serve:
Leading	There is a full understanding and control of the cost to
Criteria:	serve all customers based on Activity Based Costing
	methodologies for all direct and indirect costs.
	Claim/Complaint Centralization:
	See Competitive Criteria.
	Claim/Complaint Tracking and Processing:
	Proactive and customer-focused claims resolution
	with automated submission and tracking systems.
	Claim/Complaint Process:
	Support tool with policies and guidelines which
	supports the staff during their work and increases efficiency.
	The support tool is fully integrated with claims and
	complaints systems and provided context sensitive help
	and guidance to the staff.
	Claim/Complaint Performance:
	Key performance indicators are monitored automatically.
	Reporting and follow-up facilities are in place in order
	to continuously improve performance. Trend analysis on
	any category of claims or complaints can be performed.
	Claim/Complaint Human Resources:
	Dedicated staff is foreseen which is skilled.
	Accountability of individual employees to resolve
	claims and complaints courteously and fairly is ensured.

[0056]

TABLE 12
Invoicing
Description:	Invoicing refers to order-to-cash payment collection:
	invoicing preparation, delivery and investigation
	processes.
Basic	Invoice Distribution:
Criteria:	Paper based invoices.
	Multiple customer invoicing interface points within a country.
	“Bill to” address can be different from customer address.
	Invoice Consolidation:
	No consolidation of transactions.
	Rate Calculation:
	Restrictions in rate calculation of basic or additional
	services. Services are rated stand-alone having no
	dependencies with other services. For international
	shipments manual split of duty and VAT for freight is
	performed.
	Purchase order and non-purchase orders are
	possible to be invoiced.
	Pre-Invoice:
	Pre-invoice can be created in order to avoid credit
	notes after the invoicing. Reason is bad alignment of
	additional surcharges with the customer.
	Self-Invoicing:
	Customer cannot use self-invoicing option.
	Customer Master Data:
	Master data only optimized when errors detected.
Competitive	Invoice Distribution:
Criteria:	Outsourced invoice printing and distribution has
	been considered.
	Still multiple customer invoicing interface points
	within a country.
	Invoice Consolidation:
	Invoice printing/distribution is consolidated in order
	to take full advantage of bulk mail discounts.
	Customization of invoicing facilities is provided for
	key customer, e.g., invoicing separately for each
	customer's business unit.
	Rate Calculation:
	Restrictions in rate calculation of basic or additional
	services: Services are rated stand-alone having no
	dependencies with other services.
	For international shipments manual split of duty and
	VAT for freight is performed.
	Pre-Invoice:
	No pre-invoicing is necessary as invoicing stable and
	additional surcharges aligned with customers.
	Self-Invoicing:
	Customer can use self-invoicing option.
	Customer Master Data:
	A regular process for master data maintenance is in place.
Market	Invoice Distribution:
Leading	No paper-based invoice is needed anymore, payment
Criteria:	can be made from EDI information; online approval for
	exception invoices over predetermined tolerances.
	Invoice Consolidation:
	Invoices can be consolidated for services provided by
	third parties over other distribution channels.
	Single invoice reflects charges for all transactions,
	on customer request across business units.
	An invoice can be created for a customer for all services
	provided within a region or all over the world.
	Rate Calculation:
	Proper invoicing of away collection (pick-up in
	country A, delivery in country B, invoicing/customer
	residing in country C) is fully supported.
	Complex rating rules are supported like multi-
	dimensional tariffs, time bands and event segmentation.
	Tariff change can be applied within an invoicing period.
	Customer Master Data:
	Customers can be required to complete their master
	data online.

[0057] The following Tables 13-20 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the enablement platform 104.

[0058]

TABLE 13
Capacity Planning
Description:	This strategic planning capability contains all
	activities required to forecast demand, determine
	the capacity required to profitably satisfy the
	demand, identify missing or excess capacity and
	decide whether to make or buy respectively sell
	or use the capacity.
	Simulations and what if scenarios are used to run
	different models and determine the most profitable
	way to meet the expected demand. This capability
	has a strategic, long- to mid-term time horizon, in
	which forecasts are continuously being concretized
	and capacity planning decisions are reviewed,
	adjusted and cascaded into lower-level planning
	cycles.
Basic	Demand Determination:
Criteria:	Demand forecasting is based on historical trends only.
	Each facility/division performs an individual forecast.
	Forecasting is a manual task using spreadsheets;
	statistical tools are not available/used.
	Forecasting techniques are judgmental and
	accountability is unclear/ineffective.
	Forecast Reliability:
	Reliable sales forecasts cannot be determined from
	Sales Planning resulting in a high degree of
	forecasting errors.
	Higher spare capacities foreseen to manage demand variance.
	Integration:
	Capacity planning process is not effectively integrated with
	Sales Planning, Marketing or Operations capabilities.
	Multiple forecasts exist for different functional purposes.
	Frequency:
	High-level capacity planning is tailored on yearly basis; its
	accuracy is not scientifically measured.
Competitive	Demand Determination:
Criteria:	Marketing insights (trends, events), sales forecasts, and
	external sources are used in order to forecast demand.
	Volume and capacity are forecasted consistently
	across facilities.
	Multiple algorithms are used to detelmine forecast.
	Forecast Reliability:
	Capacity planning can be forecasted to a certain extend
	in time and volume based on regularly updated sales
	and revenue figures.
	Figures have probabilities assigned, and variance of
	historical data is measured.
	Statistical techniques are well understood by users;
	specific data characteristics are evaluated.
	As a result spare capacities can be reduced.
	Integration:
	Capacity planning is key input into an integrated
	planning process; all relevant resources are modeled,
	including space, labor, freight volumes, production, etc.
	Operations managers and supervisors have access to
	forecasts and use them to adjust weekly/daily plans.
	Tools not yet fully integrated, require manual alignment.
	Frequency:
	Regular update of capacity plan is performed.
	Feedback is provided to forecast input providers through
	an exception based review process.
Market	Demand Determination:
Leading	Demand is forecasted using statistical methods for
Criteria:	trend analysis, including third party information
	and (real time) POS data.
	Sales forecasts obtained base on production forecasts
	of (key) customers wherever possible.
	Utilization of early demand signals or leading indicators
	for new products to extrapolate total demand.
	Forecasting accountability spread across corporate boundaries.
	Forecast Reliability:
	Multi-level aggregation capacity planning is tailored
	continuously and forecast errors are monitored, based
	on tracking signal and number of manual overrides.
	Shipment volumes are prioritized, e.g., by product
	code in order to compensate demand variations.
	Integration:
	Joint collaborative planning with Sales Planning,
	Marketing or Operations capabilities supported by
	fully integrated tools, e.g., to suggest alternate schedules.
	Collaborative planning approach includes clients,
	partners and suppliers.
	Integration of real-time demand information.
	Frequency:
	Capacity plan is continuously improved based
	on updated demand figures and probabilities.

[0059]

TABLE 14
Network Planning
Description:	This strategic capability involves modeling and (re-)designing
	the network by performing cost evaluations of locations,
	what-if analysis of current territorial divisions, transportation
	network analysis, and positioning of terminals and
	distribution centers, sorting facilities as well as
	identification of strategic partnerships, multi-modal,
	round-flow and consolidation options. The network plan,
	being an output of this activity, balances the goods flows
	between the recommended facility and provides a routing
	table per product type on facility level.
Basic	Network Complexity:
Criteria:	Simple mono-modal national network based on
	historically grown structures, processing presence
	in each (local) geography served.
	Investment and Savings Detection:
	Occasional identification of investment or savings
	opportunities.
	Planning Aspects:
	Planning is based on expected volumes and available
	capacities only.
	Network planning is of tactical, rather than strategic
	nature.
	Strategic planning takes place in reaction to major
	discontinuities or marketplace events.
	Planning is done without standard tools and each
	processing center may have different format of plans.
	One-size-fits-all philosophy towards processing
	centers; each center had nearly identical processing
	plans.
	Back and round flows are subject of investigation.
	Network plan is verified against service commitments
	(e.g., day + 1 delivery within the country).
	Average transit times between terminals and hubs
	are taken into account during planning activity.
	Integration:
	Network plan adapted based on input from operations.
	Partner integration is not considered/feasible.
Competitive	Network complexity:
Criteria:	Regional network with limited flexibility. The network
	is not tailored to specific customers or customer segments.
	Inter-modal options are considered based on a rough
	calculation scheme.
	Multiple routing options are supported for overload
	management but without further differentiation
	(e.g., by product code).
	Some variability in scheduling plans at facilities,
	allowing capacity to be shared across the network.
	Investment and Savings Detection:
	Structured process for identification of investment
	or saving opportunities.
	Planning Aspects:
	Thorough analysis of vulnerabilities, dependencies
	and sensitivity is performed; strategic planning
	occurs periodically.
	Appliance of what-if scenarios. Sorting time-lags at
	hubs and terminals are taken into account.
	Outsourcing of network lines is a considered option.
	Standard tools are in place to help with the short
	term planning (focus on data collection).
	Integration:
	Mid-term sales forecasts considered for network
	planning, alignment with capacity planning.
	Key partners are integration to various extends into
	the network plan.
Market	Network complexity:
Leading	Global network strategy under proactive reviews.
Criteria:	The regional or global network is planned inter-modal.
	Partners are fully integrated within the network plan.
	Varying routings can be determined based on product
	code/service level of shipment (e.g., standard deferred
	shipments vs. time definite shipments).
	Investment and Savings Detection:
	Network simulation is a significant input into
	M&A decisions.
	Product flow and locations across the supply chain
	are optimized of cost, quality and service parameters.
	Planning Aspects:
	Customer and product SLAs and various optional
	constraints considered in the planning process.
	Network is flexible and therefore adapted to
	demand pattern changes, seasonality or terminal
	unavailability; outsourcing is applied where
	appropriate.
	Simulation tools are used applying strategic or
	heuristic approaches.
	Analytical tools support longer-term planning
	processes to understand the flexibility of the entire
	network.
	Integration:
	Fully integrated Capacity and Network Planning.
	Partners are fully integrated into the network plan.

[0060]

TABLE 15
Production Planning
Description:	Production Planning is a tactical planning level where
	pick-up and delivery zones are determined and according
	pick-up, delivery and network tours are pre-planned. If there
	is varying supply/demand in different geographical regions
	the tactical balancing of equipment is investigated.
	An integrated production plan for resources and equipment,
	including sorting activities, within the terminals is created
	and managed.
Basic	Planning Approach:
Criteria:	Planning process is reactive due to limited information
	and visibility of future demand.
	Manual planning in monthly time periods with no
	simulation capability.
	Systems not integrated across multiple-plant environments.
	Transportation plans are developed for either inbound
	or outbound direction only.
	Decisions based on cost or service alone; Incomplete cost
	control/accountability (e.g., proper cost allocation).
	Planning Flexibility:
	Plans are static for long timeframes within a facility.
	Sort plans created without analytical tools; based on volume
	observations.
	Most processes are done manually with little tracking of
	quality or cost.
	Reluctant in partnering with service providers.
	(Systems) Integration:
	Small amount of data or no details collected for defining the
	transportation plan.
	Little, or no information is gathered from freight bill for
	management reporting or other uses.
Competitive	Planning Approach:
Criteria:	Planning is done for multiple time horizons with
	varying time buckets and product levels.
	Detailed planning tool for short term production scheduling.
	Business requirements planning with integrated feedback
	loops; long-term planning reflects seasonality and cyclicality.
	Primarily driven by demand-based (pull) scheduling
	techniques.
	Inbound shipments are tracked and inbound loads are
	manually matched to outbound loads for the own fleet.
	Planning Flexibility:
	Sort plans can be changed to some extent, based on a
	particular processing shift or time of year.
	(Systems) Integration:
	Facility-wide integration of production data.
	Partners are provided with a rolling forecast of transportation
	requirements monthly.
	Accurate data available without the ability for real time report
	generation.
	Business-focused negotiation but regionally/locally-managed
	relationships.
Market	Planning Approach:
Leading	Simultaneous optimization of all planning activities.
Criteria:	Customer/partner input submitted for optimal cost/service
	trade-offs.
	Short term requirements used to opportunistically
	shift modes, carriers, schedules.
	Planning Flexibility:
	Sort plans can be changed based on the actual
	shipments, analyzing large data to determine the
	correct machine routings.
	Automated transportation communication with
	partners and customers triggers flexible planning capabilities.
	(Systems) Integration:
	Integrated systems for all stages of operations, linked to
	inventory and materials planning - across the enterprise.
	Production schedules integrated with customers to
	develop mutually beneficial planning horizons or
	to support JIT sourcing.
	Create partnerships with service providers and share
	productivity gains.
	Excellent data available; contains complete,
	real-time production,
	carrier and other relevant data.

[0061]

TABLE 16
Scheduling
Description:	Scheduling deals with the operational planning for customer
	orders and pick up requests. This includes the creation of
	transport orders for every leg of a specific customer order
	and the allocation of orders to pre-build trips as well as
	ad-hoc transport planning especially for freight shipments.
	Resources, like people, fleet, equipment or external
	partners/suppliers, are assigned to fulfill the planned
	transport and excess or missing capacity is traded on
	the spot market. Where required, detailed routing
	information is provided to execute a transport plan.
	Based on the planned transportation schedules, the
	production plans are reviewed and if necessary
	adjusted to address the actual transportation requirements.
Basic	Scheduling Flexibility:
Criteria:	Vehicle routes are rather fixed for the defined planning
	period (e.g., bi-annually).
	Basic constraints management with regular constraints
	identified and limited visibility to the schedulers.
	Alternative schedules not possible (or very time consuming).
	Scheduling alternatives only considered to address
	service/performance issues.
	Geographical Range:
	Scheduling is done locally or between few terminals.
	Scheduling Considerations:
	No time slotting in terminals.
	Frequency as well as peak demand volumes and timing
	are not considered.
	No formalized contingency plan in place.
	Downstream fulfillment constraints (warehouse,
	shipping, etc.) are not considered.
	Backhauls not considered when planning shipments.
Competitive	Scheduling Flexibility:
Criteria:	Maintenance slots, vacation, preferred teams are taken
	into account for scheduling.
	Time windows are established for in/outbound traffic.
	Guidelines for short term flexibility are defined and
	according schedule updates ensured.
	Scheduling is regularly reviewed and adjusted.
	Overcapacity is actively managed between terminals.
	Geographical Range:
	Scheduling of vehicles is performed on a regional level.
	Scheduling Considerations:
	Capacity utilization is monitored.
	Resources (vehicles, equipment, human resources) are
	categorized and classified and mapped with detailed
	criteria in order to fulfill the demand.
	Contingency plan based on experience and personal
	contacts rather than contracts.
	Maintenance slots, vacation, preferred teams are taken
	into account for scheduling. Time windows are
	established for in/outbound traffic.
Market	Scheduling Flexibility:
Leading	Short term capacity forecasts are used to
Criteria:	opportunistically shift modes, carriers and schedules.
	Automated scheduling forecast based on orders and
	bookings - bottlenecks are proactively managed; time
	windows are scheduled to the half hour.
	Continuous planning cycle which can quickly react
	to changes in forecasts or other parameters.
	Geographical Range:
	Scheduling of vehicles is done on regional or global level.
	Scheduling Considerations:
	Customer/partner input for optimal cost/service
	trade-offs is used.
	Documented contingency plans for action. Alternative
	relationships developed.
	Centralized and automated rule-based dynamic routing
	and scheduling.
	Advanced constraints such as business objectives,
	customer priorities, financial impact, and alternate
	routings are optimized.
Description:	Scheduling deals with the operational planning for
	customer orders and pick up requests. This includes
	the creation of transport orders for every leg of a specific
	customer order and the allocation of orders to pre-build
	trips as well as ad-hoc transport planning especially for
	freight shipments.
	Resources, like people, fleet, equipment or external
	partners/suppliers, are assigned to fulfill the planned
	transport and excess or missing capacity is traded on
	the spot market. Where required, detailed routing
	information is provided to execute a transport plan.
	Based on the planned transportation schedules, the
	production plans are reviewed and if necessary adjusted
	to address the actual transportation requirements.
Basic	Scheduling Methods:
Criteria:	Manual and static schedules base on “intuitive”
	judgment and “works as always”. No continuous
	review of schedules.
	Develop schedule without analytical tools/systems support.
	Schedule bases on historical volumes (same period last year).
	Standalone systems in place to plan and report on scheduling
	operations.
	Resource Assignment:
	Human resources, equipment and vehicles are managed
	manually.
	“Bottleneck” resources are viewed as common
	constraints across all product lines.
	FTL/PTL Disposition:
	FTL/PTL requests are checked and allocated manually.
	Free spot capacities are offered informally.
Competitive	Scheduling Methods:
Criteria:	Simple optimization systems. Use of an analytical tool.
	Supporting Systems partially integrated.
	What-if scenarios are validated against the concrete
	scheduled movements (based on historical data and
	expected growth).
	Yearly review cycle to re-plan based on changes.
	Otherwise schedules are reviewed at “crisis” times
	and changed to reflect short-term fluctuations.
	Resource Assignment:
	Human resources, equipment, vehicles are managed
	in the context of daily capacities.
	Resources (vehicles, equipment, human resources)
	are categorized and classified and mapped with detailed
	criteria in order to fulfill the demand.
	FTL/PTL Disposition:
	FTL requests are checked and allocated manually and free
	spot capacities are offered informally.
	Capacity utilization is actively monitored.
Market	Scheduling Methods:
Leading	Scenario based computer-aided simulation: network
Criteria:	management tool to establish parameters, EDI or web
	links to share real time informationon requirements and
	capacities.
	Full systems integration (incl. analytical tools) allows
	consideration of all relevant areas/constraints.
	Sophisticated scheduling capabilities available in order
	to link human resources, vehicles and equipment to daily
	capacities taking all requirements into account.
	Use of advanced optimization methods and
	algorithms with a holistic view of an entire operation.
	Resource Assignment:
	Locate and manage employees using real-time clocking
	information
	Sophisticated scheduling capabilities available in order to
	link human resources, vehicles and equipment to daily
	capacities taking all requirements into account.
	FTL/PTL Disposition:
	Allocation of FTL requests automatically, just
	approval by dispatcher is required. Electronic support
	and integration with spot market where applicable.

[0062]

TABLE 17
Labor Planning
Description:	Based on the required internal labor capacity, this capability
	deals with the planning of roster and shift schedules, planned
	resource availabilities to fill the determined slots and the
	management of peaks, adjustments and exceptions.
Basic	Work Efficiency:
Criteria:	Labor efficiency is reviewed on a regular basis.
	Employee Development:
	Training foreseen on individual need. No structured employee
	development.
	Employee Satisfaction:
	Team preferences are considered.
	Planning Approach and Accuracy:
	Jobs and positions are properly monitored. Required roles and
	teams are properly foreseen to be scheduled.
	Labor planning is aligned with scheduling.
	Processing issues determined by managerial observation.
	Employees managed and located by walking the shop floor.
	Labor plan developed based on historical labor usage and
	manager requests; no performance reports.
	Planning Flexibility:
	Shortages (e.g., illness) in staff are only managed in
	operations capabilities on ad-hoc basis.
	Staff foreseen which is not always fully utilized in
	average and low peak time periods.
Competitive	Work Efficiency:
Criteria:	Labor efficiency is reviewed on continuous basis.
	Results impact scheduling and mid-term roll-on/
	roll-off requests to HR department.
	Employee Development:
	Thorough understanding of training requirements and
	actual training performed (incl. coaching).
	Employee Satisfaction:
	Vacation planning and vacation backlog taken into
	account for scheduling.
	Planning Approach and Accuracy:
	Considers long-term contracts, temporary employments,
	contracts or personnel from human resources agency.
	Exact staffing levels are forecasted and additional human
	resource costs are managed.
	Planning Flexibility:
	Processes and fall-back plans in place to eliminate
	unforeseen manpower shortages.
	Part-time workers are used on ad-hoc basis to
	manage demand peaks.
Market	Work Efficiency:
Leading	Efficiency tracking is automated and integrated with
Criteria:	HR planning.
	Employee Development:
	Training curriculum for employees defined.
	Progress measured.
	Employee Satisfaction:
	Labor planning takes employee preferences into
	account (work-life balance).
	Work time models are defined and implemented.
	Planning Approach and Accuracy:
	Long-term strategies are developed and they are
	refined with “what-if” scenarios.
	Optimize utilizing advanced numerical
	methods and algorithms.
	Optimized labor plan based on daily, weekly, and
	seasonal volume variability and union/specific labor rules.
	Discover processing issues as they occur from real-time
	data and predict/prevent future issues.
	Planning Flexibility:
	Regional labor management, balancing between
	terminals and hubs or teams.

[0063]

TABLE 18
Operations Management
Description:	The capability identifies critical business processes and
	establishes monitoring/reporting mechanisms (linked to
	track and trace and exception management capabilities)
	in order to enable seamless operations.
Basic Criteria:	Operations Visibility:
	Little or no formal measurement approach or collection
	processes.
	There is limited internal/external collaboration and
	optimization initiatives.
	Simplistic measures, if any, for resource utilization.
	Metrics are internally focused: terminal utilization,
	vehicle utilization and production variance.
	Reporting Enablement:
	Overall productivity, service, and cost measurements
	are tracked; performance to budget is reported.
	Limited service objectives.
	Performance measures are focused on individual
	performance and not related to business objectives.
	Data passed between organizations is not automated.
	All incidents are managed by phone or radio equipment.
	Pro-active Monitoring:
	Temporary teams are assembled to manage large-scale
	emergencies and disasters at individual nodes.
	KPIs are measured monthly or quarterly.
	Most exceptions are not known until a service target is
	missed.
Competitive	Operations Visibility:
Criteria:	Increased visibility into business processes, such as
	inventory, logistics and orders.
	External partners' (Vendors/carriers) performance is
	tracked.
	Reporting Enablement:
	Individual department/operator productivity and
	quality measurements are tracked.
	Integrated data from multiple systems within the
	enterprise are used to monitor key events in the
	supply chain.
	Some semi-automated cost and service tracking against
	actual and budget.
	Performance measures span the internal supply chain
	but mainly from a high level strategic perspective.
	Nodes have systems that provide data from other nodes
	that can be used to anticipate deviations from plan.
	Electronic communication with remote employees is
	possible over wide-area (at least mono-directional)
	hand-held device.
	Pro-active Monitoring:
	Coordination on exceptions between nodes at an area
	or district level.
	Some key performance tracking (e.g., MPG,
	maintenance cost, etc.).
	Internally set service goals.
	Some ability to alter plans given sufficient notice of an
	exception.
Market Leading	Operations Visibility:
Criteria:	Detailed productivity, service, and quality measures across
	the organization and including third parties.
	Reporting Enablement:
	Reporting processes and systems allow activity-based cost
	reporting.
	KPI's are tied to individual, department, and company
	performance goals.
	Ability to integrate the bi-directional flow of data within
	key supply chain systems.
	Central planning capabilities can fine-tune plans at
	upstream and downstream nodes to react to exceptions.
	Incidents are managed by hand-held device and phone.
	Pro-active Monitoring:
	Exceptions at any node in the network are tracked and
	managed by specialized group or organization.
	Preventive mechanisms and warnings support the
	dispatcher.
	Automated response; rules can be established to trigger
	responses to alerts without human intervention.
	Exceptions at one node trigger automatic notification to
	other nodes that will be impacted.
	Operations metrics are communicated to/shared with
	key third parties (partners, customers, suppliers).

[0064]

TABLE 19
Partner and Supplier Management
Description:	The capability contains all interaction-driven activities
	between an organization and its partners and suppliers
	from portfolio management and tender processing to
	relationship management.
Basic Criteria:	Integration:
	No collaboration, e.g., partners/suppliers just execute
	parts of the transportation chain having only limited
	insight into service commitments originally made to
	customers, e.g., by 3PL.
	Locally managed relationships by individual facilities,
	not integrated into wider network and/or limited
	flexibility to include regional differences.
	Products or services are partially offered under the
	partner's brand.
	Selection process:
	Selection criteria is based on price and quality only.
	Many partners and suppliers within the portfolio.
	Establish and track Key Metrics:
	Only cost and service/product delivery are tracked.
	Internal and external Benchmarks:
	No benchmarking analysis is carried out.
	Performance Feedback:
	No formal or scheduled feedback takes place with
	suppliers. Supplier is contacted only when a problem
	occurs.
Competitive	Integration:
Criteria:	Suppliers and partners are beginning to act strategically;
	they give more insight into their capabilities and flexibility
	options, work on common cost optimization goals (e.g.,
	under/over capacities) and have full understanding of
	their responsibilities.
	Detailed mutual understanding of activities and related
	costs.
	Regionally managed relationships under common business
	umbrella.
	Selection process:
	Reduced number of partners or suppliers selected
	according to strategic or at least tactical goals set.
	Strategic sourcing has reduced partners/suppliers but
	results are not communicated to users; “non-approved”
	companies are still utilized.
	Business users are involved into the selection process.
	Establish and track Key Metrics:
	Quality, lead-time and delivery measures are commonly
	tracked in ERP system with periodic reviews to spot and
	improve on performance opportunities.
	Internal and external Benchmarks:
	Performance is measured against industry benchmarks.
	Performance Feedback:
	Specified feedback is shared with individual suppliers.
	Feedback is tied directly to corporate goals.
Market Leading	Integration:
Criteria:	Partners and suppliers are integrated along the value chain
	into customer feedback analysis, failure analysis and other
	key functions.
	Shared/integrated systems.
	Collaboration in the realization of complex logistics
	solutions as well as in related strategic decisions.
	Selection process:
	Identification and selection takes place with emphasis
	placed on willingness/ability to develop long-term
	strategic relationship.
	Selection criteria reflects a mix of requirements (service,
	cost, reliability, technology, etc.).
	Sourcing of non-strategic goods/services outsourced to
	third party aggregator or procurement service provider.
	Establish and track Key Metrics:
	Key metrics are tracked globally, consolidated; real-time
	reporting.
	Partners and suppliers track their own metrics, share and
	reconcile, and react pro-actively as necessary.
	Internal and external Benchmarks:
	Measurement against external benchmarks and against
	available partner/supplier base.
	Performance Feedback:
	Scorecard is provided at set frequency.
	Continuous communication with partners/suppliers to
	improve efficiency or service levels and to drive
	innovations.

[0065]

TABLE 20
Settlement
Description:	This capability describes monetary third party
	(supplier/partner and inter-/intracompany) settlement
	procedures for exchanged products or services: receiving,
	validating, preparing and sending settlements as well as
	clearing accounts through sending or receiving payments.
Basic Criteria:	Invoicing Mode:
	Third parties invoices are checked manually.
	No consolidation of transactions: multiple invoices from
	one partner/supplier per run.
	Multiple settlement interface points within a region.
	Accounts payable processes are disbursed throughout the
	organization (invoicing, approval).
	Invoicing Options:
	Third party partners can be invoiced on shipment level.
	Restrictions in rate calculation of basic or additional
	services: Services are rated stand-alone having no
	dependencies with other services.
	Data, Archiving and Investigation:
	Third party supplier invoices are archived in local or a
	central facility and can be obtained on request.
	Copies of each (paper-based) invoice is made and
	stored at multiple locations or departments.
	Master data only optimized when errors detected.
	Process Flexibility:
	Departments are owners of the processes—errors are
	corrected at the back-end; much time spent chasing
	small-value items.
Competitive	Invoicing Mode:
Criteria:	Third parties can use self-invoicing. The third party has
	to check the invoice if it is correct.
	Approval process in place but not rigidly followed.
	The most common transactions can be managed
	electronically with the bigger partners.
	Reduced, but still multiple settlement interface points
	within a region.
	Invoicing Options:
	Partners or third parties can be invoiced on other than
	shipment level, e.g., by stops performed during pick-up
	and delivery services.
	Settlement customization is possible for key partners/
	suppliers, e.g., invoicing separately for each business unit.
	Outsourced invoice printing and distribution has been
	considered.
	Data, Archiving and Investigation:
	Third party invoices can be optically scanned and
	archived. Archived invoices can be viewed by staff
	and customer service.
	Process Flexibility:
	Not provided customer payments can be charged
	directly against the third party.
	Invoicing is fully flexible to any pricing model, including
	dependencies between services. Discounts can be on a
	sophisticate level (e.g., service, bundle or event).
Market Leading	Invoicing Mode:
Criteria:	Electronic settlement is implemented. Full electronic
	payment and transaction management (e.g., transactions
	according to Bill of Lading).
	Paper-based settlement is not needed anymore, payment
	can be made from EDI information.
	Online approval for exception invoices over
	predetermined tolerances is common.
	View purchasing and payables as one seamless process
	versus two distinct organizations.
	Invoicing Options:
	Settlement can take place for all services provided
	within a region or globally.
	Invoice-less processing through use of ERS
	(evaluated receipts settlement where payment is made
	after matching receipt to purchase order).
	Allow suppliers access to view status of payments.
	Data, Archiving and Investigation:
	Third party invoices can be obtained/viewed by the
	partner/supplier (self-invoicing) over the most
	important distribution channels.
	Process Flexibility:
	Complex rating rules are supported like multi-
	dimensional tariffs, time bands and event segmentation.
	Tariff changes can be applied within settlement period.

[0066] The following Tables 21-23 provide a continuing explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the enablement platform 104, and in particular, criteria for a sub-platform referred to as asset management.

[0067]

TABLE 21
Facility Management (Asset Management)
Description:	The capability describes the management of terminals,
	hubs, offices, cleaning, water, maintenance, or electricity.
	The facility portfolio is maintained and in- or
	disinvestment decisions are taken.
Basic Criteria:	Sourcing Model:
	All facilities are property of the operator. Facility
	Management performed in-house and locally.
	Facility Design:
	Evolutionary layout/expansion.
	Asset Evaluation:
	Facilities are only evaluated with their booked value.
	No strategy or plan for asset portfolio. No assessment
	of market conditions is performed.
	Security:
	Facilities are just secured by entry checks. Non-
	electronic badges.
	Quality:
	Facility maintenance services are locally hired resources.
	Individuals are working on best personal knowledge.
	Operations:
	No leverage on purchasing power. No facility
	deployment plan. Stand alone process or system to track
	and manage facility information.
	Monitor and track facility occasionally.
	No fragmented alignment with Capacity Planning,
	Network Planning and Scheduling.
Competitive	Sourcing Model:
Criteria:	Sell and lease back of facilities has been evaluated.
	Procurement takes place against a master business plan.
	Facility Design:
	For new facilities optimized layouts and design are
	implemented according to productivity and efficiency
	requirements.
	Asset Evaluation:
	Develop a sound understanding of a facility's economic
	life.
	Security:
	Usage of electronic badges with key functionality and
	security concept based on roles.
	Quality:
	Quality guidelines and inspection schedules for cleaning,
	catering, heating and sanitation are defined. Resources
	can be internal or external.
	Operations:
	Deployment is planned according to facility type.
	Facilities are regularly monitored in automated ways.
	Limited alignment with Capacity Planning, Network
	Planning and Scheduling.
Market Leading	Sourcing Model:
Criteria:	Facility management itself is outsourced.
	Facility Design:
	Layout of facilities is designed for optimal handling
	capabilities and maximum throughput in processing
	facilities.
	Warehouses and Storage locations are optimized in
	layout for storing goods.
	Asset composition is aligned with market and sales
	strategy.
	Asset Evaluation:
	Regular market evaluation is performed in order to
	understand current value of available facilities.
	Financial analysis of optimum P&L impact taking
	account of cash flow objectives.
	Security:
	Security concept foresees biometric access checks for
	key/sensitive areas.
	Quality:
	External service provider is managed based on service
	level agreements.
	Operations:
	Advanced tools and technologies are used to manage
	and track asset.
	Focus on service level, cost control and competitive
	advantage.

[0068]

TABLE 22
Fleet and Equipment Management (Asset Management)
Description:	The capability describes the management of trucks,
	trailers, loading devices like containers, as well fork
	lifts, pallets, boxes, cages, tour devices. The fleet and
	equipment portfolio is maintained and in- or
	disinvestment decisions are taken.
Basic Criteria:	Sourcing Model:
	All vehicles and equipment are property of the operator
	and are managed in-house.
	Limited leverage on purchasing power.
	Alignment:
	No alignment with Capacity Planning, Network
	Planning, Scheduling, Maintenance, Repair and
	Overhaul capabilities.
	Geographical Range:
	Local and inconsistent fleet and equipment management.
	Efficiency:
	No consistent fleet and equipment management; manual
	and irregular tracking.
	Fleet and equipment is very fragmented or homogeneous
	over the facilities, asset portfolio managed reactively.
	Poor asset utilization, significant detention and loss; asset
	disposal upon convenience.
	No asset deployment procedure available.
	No limited asset lifecycle management and systems
	support for ALM and/or tracking.
	Demurrage/Balancing of Loading Devices:
	Manual and inconsistent management of demurrage
	and fees for loading helps, etc.
	Staff loses overview on loading devices. Claims
	because customer's loading devices not send back.
Competitive	Sourcing:
Criteria:	Outsourcing and leasing have been considered as
	management and sourcing options.
	Alignment Limited alignment with corporate goals
	and Maintenance, Repair and Overhaul capabilities.
	Incorporation of network requirements.
	Geographical Range:
	Regional fleet and equipment management, balancing
	between facilities.
	Efficiency:
	Consequent fleet and equipment management: reduced
	fleet and equipment types, incorporation of network
	requirements.
	Key performance tracking in place. Periodic reviews
	are performed.
	Demurrage/Balancing of Loading Devices:
	Process for demurrage and loading device exchange
	with customers and partners manually but consistently
	executed.
Market Leading	Sourcing:
Criteria:	Out-/in-sourcing of fleet management is actively managed.
	Asset portfolio (plan) fully aligned with market/sales
	strategy. Asset leases included in asset portfolio.
	Procurement strategy with formalized bid process and
	strong relationship with asset vendors.
	Alignment A well articulated fleet and equipment
	strategy is in place aligned with the Capacity Planning,
	Network Planning, Scheduling and Operations capabilities,
	market and fleet strategy.
	Geographical Range:
	Central fleet and equipment management with full insight
	into available assets.
	Efficiency:
	Full ALM and reutilization management of fleet and
	equipment assets.
	Focus on service level, cost control and competitive
	advantage. Mixed fleet tied to requirements, rationalized
	network.
	Advanced tools and technologies to manage and track
	assets.
	System support integrated to planning functions.
	Demurrage/Balancing of Loading Devices:
	Automatic determination of demurrage fees and
	exchange balances of loading devices with
	customers and partners.

[0069]

TABLE 23
Maintenance, Repair and Overhaul (MRO) (Asset Management)
Description:	The capability contains ad-hoc as well as planned and
	regular maintenance, repair and overhaul activities of
	fleet and equipment.
Basic Criteria:	Supervision:
	Part-time manager. Shared, internal maintenance
	resources.
	Productivity and Performance Tracking:
	Manual, paper based.
	No equipment, parts, and performance standards.
	No formal productivity measurement. No mechanic
	standards.
	Cost Controlling:
	Maintenance costs captured and tracked on aggregate
	level in broad categories.
	Process Quality:
	Equipment replaced when it breaks down or becomes
	too expensive to repair.
	Spare Parts:
	Forecasting non-existent or based on simple historical
	stocking levels. Each location responsible for planning
	and procuring their own spares, limited leverage of
	purchasing power.
	Manual, paper driven records keeping for parts inventory.
Competitive	Supervision:
Criteria:	Full-time maintenance supervisor reports to operations
	manager.
	Some outsourcing of MRO activities is performed.
	Productivity and Performance Tracking:
	Computerized maintenance records and warranty
	tracking. Begin automation of spare parts bank.
	Cost Controlling:
	Costs tracked by vehicle in major categories. Maintenance
	efficiency tracking (implies standards).
	Process Quality:
	Time, mileage, age-based scheduling. Annual maintenance
	schedules are available.
	History-based rules on asset life; exceptions accepted.
	Beginning to implement statistical life-cycle modeling.
	Spare Parts:
	Begin of automating parts bank, reduce slow turning
	parts Inventory and service targets set with regular
	performance assessment.
	Use of forecasting tools that incorporate parameters
	such as mean time between failure to develop stock levels.
	Ability to share spare parts on an emergency basis; some
	equipment and parts standards developed.
Market Leading	Supervision:
Criteria:	Maintenance supervisor responsible for “profit/loss”
	performance of operation or outsourced MRO service
	provider's performance.
	Productivity and Performance Tracking:
	Standards based on thorough analysis and industry
	research.
	Automated tracking of standardized spare parts
	inventory.
	Cost Controlling:
	Monthly reports detail costs by age, make, model
	in specific categories, with anticipated variance and
	exceptions bulletins.
	Process Quality:
	Proactive scheduling of preventive maintenance
	based on forecast failures, on-board diagnostics.
	Statistical life-cycle analysis can forecast failures
	and determine acquisition and divestiture policies.
	Spare Parts:
	Spare parts are planned and administered across
	the entire network, with stocking strategies based
	on demand volume.
	Performance standards developed through internal
	analysis and industry research for all equipment
	and major parts.
	Fast moving parts held in “consignment”; reorder/
	replenishment handled by supplier.

[0070] The following Tables 24-26 provide a continuing explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the enablement platform 102, and in particular, criteria for a sub-platform referred to as information and data management.

[0071]

TABLE 24
Master Data Management (Information and Data Management)
Description:	This capability deals with master and transactional data
	management as well as with address data and
	documents management.
	Master Data Management includes the compilation of
	a corporate model, ownership, cleansing, maintenance,
	replication and purging of master and transactional data.
Basic Criteria:	Master Data Distribution and Maintenance:
	Master data is maintained in the diverse applications,
	creating redundancies.
	Customer data management is distributed and account
	data has to be entered several times in the different
	applications.
	Individuals create useful processes, but no standard
	procedures exist across groups or locations.
	Tools tend to be general-purpose software (Microsoft
	Excel, Microsoft Access) and no intensive data
	management software is in use.
	Most data is not integrated, but some departments attempt
	integration efforts.
	No data profiling, analysis, or auditing is used to
	determine data characteristics.
	Data cleansing or standardization may occur in isolated
	areas or data sources.
	Attempts to consolidate data (such as a data warehouse)
	requires scrap and rework due to data quality issues.
	Data Security:
	No official data privacy policy in place, which severely
	limits data sharing within the organization.
	Security is controlled at line of business level.
Competitive	Master Data Distribution and Maintenance:
Criteria:	Shared master data layer provides a central repository
	for customer master data and references.
	Data is standardized, consistent and measurable.
	The most frequent updated data entities are replicated
	automatically to the listening systems.
	Management understands and appreciates the role of
	data management in corporate initiatives.
	Data management technology providers become strategic
	partners with the organization.
	A dedicated corporate data management group maintains
	corporate data definitions, synonyms, business rules, and
	business value for data elements.
	Enterprise data architects evaluate extensions of the
	shared master data layer and cost/benefit of application
	integration.
	Data management goals shift from problem correction
	to problem prevention.
	Ongoing data audits and data monitoring help the
	company maintain data integrity over time.
	Relational data stores with integrated selection mechanism
	are used to feed analysis extracts.
	Data Security:
	An official data privacy policy in place.
	Centralized security process and standards.
	Access is controlled by role and authority.
Market Leading	Master Data Distribution and Maintenance:
Criteria:	Request/approval process for data exits.
	Full definition and buy-in which data can be maintained
	by enterprise hierarchy level.
	Data quality improvement has executive-level sponsorship.
	“Zero defect” policies for data collection and management
	are in place.
	Procedures help the organization achieve the highest levels
	of data integrity.
	Corporate data management tools are standardized.
	All aspects of the organizations utilized the standard
	metadata and rules definitions created and maintained
	by the data management group.
	Data models capture the business meaning and technical
	details of all corporate data elements.
	Processes for continuous improvement of customer data
	and consolidation of customer accounts are available.
	There is minimal data redundancy (duplicates <= 2%).
	Data Security:
	Data privacy policy is clearly communicated to customers.
	Potential security violations are actively investigated.
	Access is controlled by role and authority.
	Security systems and policies are routinely audited to
	ensure they are functioning as intended.

[0072]

TABLE 25
Address Management (Information and Data Management)
Description:	This capability deals with master and transactional data
	management as well as with address data and documents
	management.
	Address data management deals with collection, cleansing,
	filtering, and usage of address data within the logistical
	core processes as well as for additional services.
Basic Criteria:	Address Data Distribution and Maintenance:
	Address changes are re-active, initiated by carriers as
	they identify undeliverable mail.
	New addresses are requested by residents and businesses.
	Addresses are maintained in multiple systems.
	New addresses take several weeks to synchronize across
	systems automated sorting center systems.
	No de-duplication, address or name standardization, or
	other data cleansing methods are internally applied.
	Duplicate individual and household records exist at all
	sub-system levels.
	External agencies used to support data matching and
	address standardization/validation.
	No sharing of address data; mail clients develop and
	use separate mailing lists.
Competitive	Address Data Distribution and Maintenance:
Criteria:	Address changes are initiated by consumers/clients
	via a non-automated process.
	Addresses are maintained in a central repository, and
	each internal entity has access to import/use the data
	according to their needs.
	Addresses are shared with large mailing clients on
	a periodic basis.
	Some de-duplication, address, or name standardization
	is in place.
	Data cleansing performed primarily in reaction to
	errors spotted.
	Individual and household consolidation processes
	executed on a periodic basis.
Market Leading	Address Data Distribution and Maintenance:
Criteria:	Address changes are made in near real-time by
	customers/partners/suppliers via Internet.
	New addresses are setup through integrated processes
	with municipal planning and zoning entities.
	Address additions and changes are automatically
	integrated at all levels of the supply chain, from
	sorting center machines to delivery unit management
	systems.
	Dynamic data cleansing and consolidation exists at
	sub-system and repository levels.
	Address data is synchronized daily.

[0073]

TABLE 26
Document Management (Information and Data Management)
Description:	This capability deals with master and transactional data
	management as well as with address data and
	documents management.
	Document management focuses on provision of
	standard documents and templates as well as
	workflow procedures and archiving of electronically
	and physical documents.
Basic Criteria:	Document Management:
	The document generation process is manual.
	No common procedures to manage documentation
	changes.
	Difficulty to find the last version of documents. Project
	documentation is not synchronized with product
	information.
	Document exchange with customers or partners is
	a manual process.
	Inventory of document types, formats and applications
	across enterprise are not consistent.
	Archiving of paper documents is done completely manual
	in local facilities. If a document is needed is must be send
	by FAX, original document or copy of document.
Competitive	Document Management:
Criteria:	Some processes are developed to automatically generate
	documentation with updated product information.
	Use of standardized document folders and templates
	across some product configuration elements.
	Document search cannot be executed across multiple
	disparate data sources.
	Basic document management system capabilities are
	in place.
	Archiving is outsourced (non knowledge).
	Documents are archived using optical scan.
	Document access according to user's role and data
	protection guidelines.
Market Leading	Document Management:
Criteria:	Development of a process that automatically generates
	the documentation with updated product information.
	Standardized document folders and templates with
	reference to product configuration elements.
	Improved change management by using a structured
	process.
	Integrate project documentation in a single document
	repository with a classification system that facilitates
	document search.
	Advanced document management capabilities.
	Electronic consolidation and forwarding of suppliers
	invoices to customers.
	Archiving is fully integrated in the workflow of
	document management.
	Archiving system is certified against international
	standards

[0074] The following Table 27 provides an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the contract management platform 110.

[0075]

TABLE 27
Contract Management
Description:	This capability involves all the activities that are
	required to prepare, negotiate, process and manage
	contracts. It further outlines the importance of
	standardizing contract structures and linking them
	into corporate-wide tariff and pricing grids.
Basic Criteria:	Contract price, terms, and conditions differ from
	site to site for the same items.
	There is merely any contract standardization.
	Paper contracts exist, but requestors are unclear
	who preferred suppliers are.
	Little electronic management of contracts. Printed
	documents travel via mail or fax for editing and
	approvals requiring manual data entry.
	Disparate systems for customer and contract data.
	There is no integration of contract data, tariff/
	pricing grids, and booking/order management.
	Individual purchase orders created without
	reference to master contract or blanket PO.
Competitive	Long-term, company wide contracts exist for some
Criteria:	key items and customers/suppliers/partners.
	Various contract types and blanket purchase orders
	established.
	third party contracts are viewed as business
	relationships whose goals are aligned with
	yours, sharing both risks and rewards.
	Formal standardized service level agreements exist
	and are electronically implemented.
	Customer and contract data are hosted in the same
	system.
	Customer insight is available to support contract
	extension.
Market Leading	Global standardized contracts are in place; use is
Criteria:	mandatory.
	Blanket PO use replaced by procurement cards
	and eProcurement.
	Service management framework is in place which
	provides effective operations and continuous
	improvement.
	Guaranteed business benefits sustained over
	period of contract and are electronically
	monitored.
	Electronic exchange and approval with customers
	on their contracts is in place.
	Contract data can directly be interfaced with the
	billing system making real time adoption of
	contracts feasible.

[0076] The following Tables 28-32 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the mail operations platform 112.

[0077]

TABLE 28
Mail Production
Description:	This capability area includes all processes related
	to producing a mailing for a customer from
	gathering content requirements to finally printing
	and packaging the mailing. The mailing may be
	produced as a one time event or it could be
	regularly scheduled.
Basic Criteria:	Mailing Plan Development:
	Customer requirements are collected manually
	No pre-scheduling for mail production based on
	the requirement collected.
	Mailing Design Development:
	No template or historical working product can be
	used for mailing design.
	Mailing Data:
	Collected from mailer through different ways, e.g.,
	email.
	Mail Induction Planning:
	No advance preparation or planning for the induc-
	tion of the mailing.
Competitive	Mailing Plan Development:
Criteria:	Created based on customer requirement on an ad-
	hoc basis.
	Customer requirements are collected through
	multiple ways, e.g., web, phone.
	Mailing Design Development:
	Database in place to store the historical template
	or design product of the customer to save the
	effort for mailing design.
	Mailing Data:
	Data from mailer are merged into mailing with
	standard tools pre-defined.
	Store mailing details so they can be leveraged if the
	requirements are similar or the same for future
	mailings.
Market Leading	Mailing Plan Development:
Criteria:	Historical data is used for forecasting the large
	mailing in advance.
	Requirement confirmation is taken place proactively
	to make sure requirement are fully understood.
	Mailing Design Development:
	Suggestion are given to customer with personalized
	design feature as a value add service.
	Mailing Data:
	Data integration between postal and large mailer
	smoothes the process or mailing creation.
	Mail Induction Planning:
	Induction is planned in advance so that some mailing
	does not have to go through the acceptance stage,
	e.g., determine point of induction and how mail
	should be packaged for induction.

[0078]

TABLE 29
Mail Preparation
Description:	This capability area focuses on preparing the mailing
	for induction. All processes that must be executed
	prior to induction to allow mail to travel from origin
	to destination including address verification, address
	application, postage application and mail presortation.
Basic Criteria:	Mailing List Generation:
	Based on the customer requirement, e.g., demographic
	or geographic type information.
	Level of Pre-sorting:
	No pre-sorting is performed.
	No verification for the address list.
	Label Design:
	Basic label options are provided to customer as
	choices.
	Postage Options:
	Postal standard postage are provided as the only
	option.
Competitive	Mailing List Generation:
Criteria:	Multiple queries can be performed depending
	on the type of mailing list.
	Data formatting can be performed based on the
	customer requirement.
	Level of Pre-sorting:
	Presortation list is created based on the point of
	induction and level of presort required.
	Label Design:
	Labels are designed based on the customized
	requirements from customer.
	Postage Options:
	Some types of postage will allow for a flexible
	design that might be specific to the mailer.
Market Leading	Mailing List Generation:
Criteria:	Personalized customer data can be retrieved
	from postal database as a value added
	service provide to large mailer.
	Detailed verification are performed on the
	address list, e.g., post code, country, city,
	street name, street number, apartment/unit/
	suite number and potentially occupant name.
	Level of Pre-sorting:
	Mailer are encouraged to do the presortation
	by themselves and pay less.

[0079]

TABLE 30
Acceptance and Induction
Description:	The Acceptance capability area includes all processes
	that involve taking possession of the mail for subse-
	quent processing. It also includes the transfer of
	electronic mailing data before the mailing is actually
	physically handed over to the post. The Induction
	capability area focuses on those processes that are
	executed when the mail is physically handed over to
	the post. Revenue protection is a key process within
	this capability where large volume mailings are
	verified to ensure proper payment.
Basic Criteria:	Mailer Communications:
	No communication between acceptance units and
	large mailers until mailings arrive.
	Mail Collection Services:
	Only available in collection boxes and retails office;
	there is no differentiate service for large mailers.
	Revenue Verification:
	No process to change degree of audit from customer
	to customer.
	The cost associated with recovering outstanding
	revenue does not justify collecting the outstanding
	accounts.
	Payment Receipt:
	Payment parameters with customers are not enforced.
Competitive	Mailer Communications:
Criteria:	Large mailer receiving includes some level of sched-
	uling and pre-advice.
	Mail Collection Services:
	Large mailer acceptance units are set up especially
	for them and large mailer are encourage to use those
	units for more convenient and tailored service.
	Revenue Verification:
	Revenue audit process varies from customer to
	customer depending on historical information that is
	not stored and analyzed.
	Payment Receipt:
	Organization has limited ability to pursue clients
	with outstanding accounts.
Market Leading	Mailer Communications:
Criteria:	Large mailer receiving system used to schedule
	mailers and collect pre-advice data about their
	mailings.
	Mail Collection Services:
	Maximum accessibility (i.e. - collection boxes,
	retail offices, large mailer acceptance units, etc.).
	Revenue Verification:
	Optimal volume collected in each collection
	instance and at each acceptance unit.
	Revenue audit process systemically modified
	and expedited depending on customer information.
	Minimize lost revenue by verifying high risk mail
	and auditing a reasonable percentage of general mail.
	Payment Receipt:
	The organization has an integrated payment process
	with tier 1 clients and the other clients are managed
	on a tight payment schedule.
	Mail Volume:
	Minimum volatility associated with inefficient
	processes and poorly controlled entry timing
	of verified mail into the supply chain.
	Optimize entry of verified mail to sort operations
	by minimizing variances in planned volume
	arrival profiles (VAP).
	Minimum volatility in mail consolidation levels to
	expedite downstream sort operations.

[0080]

TABLE 31
Mail Sorting
Description:	This capability area involves manual or mechanical
	separation of items according to a particular charac-
	teristic or marking on the mail item. It also includes
	those processes to deal with exceptions when the
	mail cannot be sorted at all. For general handling
	and sorting processes refer to the Transportation
	platform - Handling and Sorting
Basic Criteria:	Issue Resolution:
	Operators do not have the ability to fix sortation
	issues. They are only able to apply temporary
	fixes to the problems.
	Pre-sorting Discounts:
	No preferential policy in place for pre-sorted mail.
	Address Verification:
	Receiver's address is manually identified and sorted.
	Sortation Method:
	Sortation is done using static sort plans by product
	type based on the destination address.
	Highly skilled workers perform sortation, with deep
	skills in address recognition.
	Sortation is mostly manual with very little to no
	automation.
	Cause of Missorts:
	The number of missorts is high and could be
	prevented by improvements in upstream
	processes.
Competitive	Issue Resolution:
Criteria:	Operators have limited ability to fix sortation issues.
	Operators have the visibility to mail inflow and they
	intermittently plan production schedules.
	Pre-sorting Discounts:
	Commissions are given to those presorted mails to
	improve the percentage of mail properly prepared.
	Address Verification:
	Advanced technology is used to scan and identify
	the receiver's address automatically.
	Sortation Method:
	Manual sortation is still executed based on static sort
	plans but automated sortation is more dynamic and
	not necessarily by product or based on the destination
	address. Although sorting based on the destination
	address is still the most prevalent method.
	Sortation is automated for most products but there is
	still a large amount of manual sorting done.
	Cause of Missorts:
	Missorts are mostly attributed to errors made by the
	automated readers or a customer's failure to follow
	addressing guidelines.
Market Leading	Issue Resolution:
Criteria:	Operators are continually viewing demand and adjust
	the production schedules to maximize facility produc-
	tivity.
	Operators are able to address mail sortation issues by
	analyzing root causes rather than implementing tem-
	porary fixes.
	Address Verification:
	Maximize the quality and accuracy of the sorting
	process by correctly and quickly identifying the
	receiver's address and referencing up-to-date
	address information.
	Sortation Method:
	Sortation is executed dynamically based on daily
	volumes using criteria other than only the
	destination address.
	Sortation is fully automated with manual processes
	in place to handle exceptions.
	Upstream processes are streamlined with sortation
	processes to minimize errors in product classifica-
	tion and assignment to sort plans.
	Cause of Missorts:
	Missorts are mostly attributed to errors made by
	the automated readers or a customer's failure to
	follow addressing guidelines.

[0081]

TABLE 32
Mail Management
Description:	This capability area includes process groups that
	involve managing the mail for a customer usually
	after the mail has been inducted into the mail
	operations pipeline. These processes are typically
	value-added services that a post may offer to its
	customers like scanning mail for hazardous
	materials and managing their mailroom.
Basic Criteria:	Response Mail Handling:
	Services are provided to collected the response
	mail from the customer on behalf of the mailer.
	Redirecting Mail:
	Redirect according to redirection requirement,
	e.g., change of address.
	Holding Mail:
	Mail is held only when the mail cannot be
	delivered. No hold mail service before the
	mail is physically delivered.
	Hazardous Mail Handling:
	Screen mail for hazardous substances, facilities
	are provided for scanning mail and information
	are store, e.g., how many pieces where scanned
	and how many were hazardous.
Competitive	Response Mail Handling:
Criteria:	Detail plan and process are in place to manage
	the response mail, e.g., plan induction, build
	sortation plan, etc.
	Redirecting Mail:
	Database is updated after mail is redirected by
	overwriting the existing address with the new,
	redirected address.
	Holding Mail:
	Provide holding mail as a kind of service according
	to client requirements, e.g., duration of hold, where
	to be held, occupant name, etc.
	Mail Room Services:
	Provided for interoffice, intraoffice mail transfer,
	including pickup, sorting, distribution, etc.
Market Leading	Response Mail Handling:
Criteria:	Post processing service is provided, e.g., open, read,
	analysis, store data from the response mail. Response
	mail data is distributed according to agreed on
	channels.
	Redirecting Mail:
	Sorting and updating the address of redirected mail
	is an entirely automated process, and does not
	significantly affect the delivery date.
	Holding Mail:
	Address information, induction plan and sortation
	plan are all integration according to the requirement
	for holding mail.
	Archiving Mail:
	Detail process and advance tools are used for mail
	archive according to client requirement. Retrieve
	mail at the customer's request.
	Undeliverable Mail Handling:
	Return mail according to the specific requirement of
	the mailer, either return the physical mail or a list of
	addresses that failed to be delivered.

[0082] The following Tables 33-44 provide an explanation of the capabilities and corresponding key assessment areas and performance capability criteria for each capability within the transportation platform 114.

[0083]

TABLE 33
Dispatch
Description:	The capability covers load dispatching to propelled
	capacities (PUD truck, line haul, aircraft, train) or
	for consolidation to loading devices.
Basic Criteria:	Allocation:
	Dispatch of pieces to capacities is performed manually
	based on a static paper based allocation scheme.
	There is no upstream and upfront information on dis-
	patching volumes.
	All paperwork is printed manually.
	Daily load is optimized ad-hoc on dispatcher's experi-
	ence.
	No pre-departure check of shipments loaded is per-
	formed.
	Incident Management:
	Incidents in transport operations are managed manually.
	Dealing with incidents the dispatcher communicates
	over phone or radio equipment.
Competitive	Allocation:
Criteria:	Dispatcher is supported by a tool offering basic alloca-
	tion mechanisms, e.g., based on ZIP code.
	Regular load can be allocated automatically and associ-
	ated paperwork is printed automatically.
	The dispatcher is supported by basic KPI overviews to
	re-allocate load efficiently.
	Timeliness of dispatches is continuously improved by
	coordination of sort and transportation planning and
	proper mode assignment.
	Ad-hoc requests during the day are allocated manually.
	Incident Management:
	Electronic communication with remote employees is
	possible over wide-area (at least mono-directional)
	hand-held Device.
Market Leading	Allocation:
Criteria:	Sophisticated dispatch tool with advanced multi-
	criterion allocation mechanisms is in place.
	Automated dispatch systems integrated into other
	operating, administrative and financial systems
	(TMS/WMS).
	The dispatch tool suggests optimization opportunities.
	The allocation scheme is optimized on statistical
	measures.
	Operators ensure timeliness of dispatches by investi-
	gation and coordination of sort and transportation
	planning and proper mode assignment.
	In Road Transport even ad-hoc pick-ups during the
	day are sent directly to couriers on tour.
	Allocation schemes allow for joint capacities of
	different divisions (Express, Freight).
	Incident Management:
	Preventive mechanisms and warnings support the
	dispatcher.
	Electronic communication with remote employees
	using bi-directional hand-held device communica-
	tion.
	Documents printed by hand-held device and status
	information is immediately exchanged with central
	system when recorded.

[0084]

TABLE 34
Pick-up and Receive
Description:	The capability covers all variations of road or railcar
	pick-up/reception/input of shipments, including all
	pick-up activities starting with vehicle departure from
	and ending with re-arrival at the terminal/hub gate, or
	direct receipt at facility for further processing.
Basic Criteria:	Flexibility:
	Only pick-up tours are supported.
	Data and Document Exchange:
	All work is performed based on paperwork handed
	over to the courier/driver.
	The courier provides empty paper forms to shipper.
	These forms are filled out manually by the shipper.
	Piece Tagging:
	Piece tagging will be performed during unload of
	the pick-up truck in the terminal.
	Navigation:
	The courier/driver drives by experience and map.
	Feature support:
	Only pick-up is supported.
	Status Recording:
	Shipment status information is recorded manually
	or by scanning of documents during trip return.
Competitive	Flexibility:
Criteria:	Mixed pick-up and delivery tours are supported.
	Data and Document Exchange:
	Customer sends order files electronically using
	customer automation system.
	Additional paperwork like dangerous goods
	declaration or customs documents still managed
	manually.
	Piece Tagging:
	Pieces are already tagged by the shipper or
	preliminary label concept is used.
	Navigation:
	The courier drives by experience and map.
	Feature support:
	Remote pick-ups are supported (requirement
	for systems integration).
	Loading device exchange is managed manually.
	Status Recording:
	Shipment status information is recorded manually
	or by scanning of documents during trip return.
Market Leading	Flexibility:
Criteria:	Pick-ups and delivery from multiple domains
	(freight, express) are supported.
	Data and Document Exchange:
	Customer sends order files electronically using
	customer automation system, web site or full
	ERP integration.
	Additional paperwork is communicated electronically
	and only for legal reasons paper copies are handed
	over to courier.
	Piece Tagging:
	Pieces are already labeled by the shipper or preliminary
	labels are used in order to give the customer a unique
	reference on piece level.
	Navigation:
	The hand-held Device supports navigation and leads
	the courier with optimal efficiency to the pick-up
	locations.
	Feature support:
	Sophisticated product features are supported using a
	mobile device: proper planning of additional load
	times, pick-up feasibility, loading help management,
	trailer management and courier meet pick-up/delivery;
	real-time with updates and re-routes
	Status Recording:
	Tour feasibility and current status is confirmed using a
	hand-held device.
	Wireless communication with central system during
	operations is enabled.
Description:	The capability covers all variations of road or railcar
	pick-up/reception/input of shipments, including all
	pick-up activities starting with vehicle departure from
	and ending with re-arrival at the terminal/hub gate, or
	direct receipt at facility for further processing.
Basic Criteria:	Trip Results:
	Heavy post tour registration process in order to record
	trip results.
	Payment Reconciliation:
	Payment reconciliation is done manually based on
	paperwork.
	Performance Management:
	No guidelines are in place for courier/driver
	performance.
	Subcontractors and staff are debriefed only in case of
	bigger problems.
	Unplanned Activities:
	All incidents and same day ad-hoc pick-ups are
	managed by phone or radio equipment.
Competitive	Trip Results:
Criteria:	Pick-ups are registered by pick-up un-load registration.
	Payment Reconciliation:
	Payment reconciliation is supported by a system.
	Performance Management:
	Subcontractors and staff are debriefed based on
	manager experience.
	Briefing guidelines are in place.
	Unplanned Activities:
	All incidents are managed by phone or radio.
	Ad-hoc pick-ups during the day can be received over
	hand-held Device.
	Paper receipts are still filled out manual.
Market Leading	Trip Results:
Criteria:	Pick-up information from hand-held device loaded. No
	further registration in post trip necessary.
	Payment Reconciliation:
	Quick payment reconciliation by using hand-held
	device information.
	Performance Management:
	Operational delivery performance is determined auto-
	matically and service level agreement checks of sub-
	contractors are performed as an input for the debrief.
	Unplanned Activities:
	Incidents are managed by hand-held device and phone.
	Ad-hoc pick-ups during the day can be received over
	hand-held Device.
	Hand-held device is used to print receipts.