UNITED STATES

POSTAL SERVICE
MAD RV'S
November 21, 2022
OGL 355 Fall B
Professor Scholar
Presentation Agenda:

■ Introductions
■ USPS Organizational structure
■ USPS Leadership
■ Environmental Analysis
■ SWOT Analysis
■ Competitive Advantages
■ Recommendations
■ Closing Remarks
Introductions

■ United States Postal Service 

■ Mission and vision Statement

USPS Organizational
Structure
USPS Organizational Structure
USPS Organizational Structure

■ Very similar to other businesses, USPS separates its organization into categories in
order to better allow those in charge of each category to home in on their areas of focus
and deliver the best services possible
■ Categories like Human Resources, Logistics, Finance, and Marketing all do wildly
different things, but all contribute in tandem to ensure the organization’s collective
success. Breakdowns in any one area of the business can have negative ramifications on
other areas of the business
 USPS
LEADERSHIP
USPS Leadership
Postmaster General & Chief Executive Officer
■ Louis DeJoy
• Committed to creating a long-term, viable
operating model for the Postal Service that will
ensure the organization can fulfill its public
service mission while remaining self-sustaining
USPS Leadership
Deputy Postmaster General & Chief Human Resources
Officer
■ Douglas Tulino
• Ensuring the organization’s culture, talent, labor
relations and leadership development are all
contributing to the successful implementation of
the Delivering for America 10-year Plan
• Responsible for Labor Relations, Human
Resource Management, Organizational
Development, Compensation and Benefits,
Learning and Development, Recruiting and
Hiring and HR Technology
USPS Leadership
Chief Retail & Delivery Officer
■ Joshua Colin
• Leads the Postal Service’s strategy to deliver world class service to
every American home and business 6 and 7 days a week and
transforming Post Offices into destinations that connect and enrich our
communities
• Oversees all of USPS’ retail and delivery operations to include 430,000
employees, more than 30,000 retail sites, and a fleet of approximately
230,000 vehicles delivering universal service across the nation and
leads the effort to create organizational insights and drive operational
excellence by leveraging technology and data across all retail and
delivery operations
USPS Leadership
Chief Customer & Marketing Officer
■ Steven Monteith
• Responsible for corporate strategies and
initiatives to increase revenue and financial
contribution that resulted in $77 billion in annual
revenue
• Implementing the Delivering for America plan to
grow revenue, reposition and grow mail volume,
and strengthen the brand by working to improve
the customer experience, payments and
acceptance, tracking, and visibility
USPS Leadership
Chief Logistics Officer
■ Kelly Abney
• Responsible for leading the strategic design of
a world-class transportation network and
developing cost- and service-enhancing
processes to enable optimization and execution
through our plants and delivery operations
USPS Leadership
Chief Financial Officer
■ Joseph Corbett
• Heads the organization’s Finance and Strategy,
Treasury, Accounting, Pricing and Costing, and
Supply Management functions
• Has extensive experience in strategy, financial
planning and analysis, accounting, procurement,
SEC and financial reporting and banking and
capital market transactions
 Environmental analysis 
■ Threats  • Bargaining power
■ Low threats of substitute • Low buyer bargaining power- Shipping
products- no substitute products goods and documents is necessity.
currently exist   • Moderate supplier bargaining power- The
transportation business model with regards to
■ Low threats of new entrants- supply may cause a moderate threat.
Barriers to entry of new
competitors is financially very
high.
Target market
Industry Rivalry • USPS services every American.
Hight risk of industry rivalry • Another target market are people
• There are many competitors such as sending mail or goods over seas
FedEx, UPS, DHL using the postal service.
• Nothing really set them apart from the rest
of the competition.
• Pricing is not very competitive
SWOT
Strengths [Internal]
● Trusted Carrier of Mail within the US.
● Operates one of the largest distribution
networks in the industry.
● Government ran (both strength and
weakness).
● Socially and financially beneficial.
Opportunities [External Influence]
● Increasing distribution rates by
increasing staffing levels (Hiring).
● Increasing diversity within the market
audience.
● Technology improvements.
● Trends (market and consumer).
Weaknesses [Internal]
● A workforce that is spread thin.
● Limited by the government’s “red
tape”.
● Government ran (both strength and
weakness).
● Seen as outdated and inefficient.
Threats [External Influence]
● Email and the internet.
● Sustainability.
● Customer Satisfaction.
● UPS & FedEx competition.
Competitive Advantage

■ Value Proposition – apps that allow you to track your packages

■ Target Market – Geared towards every American in the country
■ Competitors- FedEx, UPS
Recommendations

■ Hiring more employees

■ Offering competitive pay and benefits
■ Updating the vehicles and mail processing equipment
■ Exploit the competitive advantage, vast access, to lessen untimely deliveries.
■ Provide growth and development training on customer service.
 Conclusion
■ The USPS organizational structure is composed of the headquarters, areas, districts, P&DC’s, and post offices.

■ The two main goals of the USPS’s leadership team, headed by Megan J. Brennan, are to increase involvement with technology
and to focus of the needs of customers.

■ An environmental analysis for the USPS is concerned with the threats facing the company, the bargaining power of buyers and
suppliers, industry rivalries, and the target market..

■ A SWOT analysis of the USPS looks at its strengths and weaknesses, potential opportunities, and threats.

■ The competitive advantage of the USPS is its unique access to every U.S. mailing address.

■ The USPS should go global and expand operations into Canada by partnering with the Canadian Post. The economic and
cultural similarities between the United States and Canada are conducive to operating in the Canadian market.

■ It is recommended that the USPS increase its marketing, go global, increase customer service training, and utilize its
competitive advantage. 
References 

■ About the United States Postal Service. About the United States Postal Service - Who we are - About.usps.com. (2020). Retrieved November 21,
2022, from
https://about.usps.com/who/profile/#:~:text=To%20provide%20trusted%2C%20safe%20and,full%20use%20of%20evolving%20technologies. 

■ CFI. “Threat of New Entrants - Important Component of Industry Analysis.” Corporate Finance

■ Institute,105corporatefinanceinstitute.com/resources/knowledge/strategy/threat-of-new-entrants/.

■ Coulter, M. K. (2013). Strategic management in action (6th ed.). New York, NY: Pearson.

■ Country Comparison. (n.d.). Retrieved from https://www.hofstede-insights.com/country-

■ comparison/canada,the-usa/.

■ United States Postal Service. “The Executive Leadership Team.” Executive Leadership Team Members - Who We Are - About.usps.com,
https://about.usps.com/who/leadership/pmg-exec-leadership-team.htm.