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The USPS Postage Rate Price List effective July 14

USPS Announces New Mailing Service Price Changes

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WASHINGTON, DC — The U.S. Postal Service filed notice with the Postal Regulatory Commission of mailing services price changes to take effect July 14, 2024. The new rates have been accepted and include a 5-cent increase in the price of a First-Class Mail Forever stamp from 68 cents to 73 cents.

The proposed adjustments, approved by the governors of the Postal Service, will raise mailing services product prices by approximately 7.8 percent. The price changes include:

Sure, here’s the chart in a format you can copy:

  • Product
  • Letters (1 oz.)
  • Letters (metered 1 oz.)
  • Domestic Postcards
  • International Postcards
  • International Letter (1 oz.)
  • Current Prices
  • 68 cents
  • 64 cents
  • 53 cents
  • $1.55
  • $1.55
  • Planned Prices
  • 73 cents
  • 69 cents
  • 56 cents
  • $1.65
  • $1.65

Click here for the FULL price list

The additional-ounce price for single-piece letters increases from 24 cents to 28 cents. The Postal Service has also sought price adjustments for Special Services products, including Certified Mail and money order fees. Notably, there will be no price increase for Post Office Box rental fees, and the Postal Service will apply a price reduction of 10 percent for postal insurance when mailing an item.

As changes in the mailing and shipping marketplace continue, these price adjustments are needed to achieve the financial stability sought by the organization’s Delivering for America 10-year plan.

The complete Postal Service price filing, with prices for all products, can be found on the commission’s website under the Daily Listings section. The Mailing Services filing is Docket No. R2024-2. The price tables are also available on the Postal Service’s Postal Explorer website at pe.usps.com/PriceChange/Index.

Postal Products

Customers may purchase stamps and other philatelic products through the Postal Store at usps.com/shopstamps, by calling 844-737-7826, by mail through USA Philatelic, or at Post Office locations nationwide. For officially licensed stamp products, shop the USPS Officially Licensed Collection on Amazon.

The Domestic Mail Manual (DMM®), International Mail Manual (IMM®), and DMM Advisories are available on Postal Explorer® (pe.usps.com).

Discover essential strategies for shippers to ensure optimal carrier support and responsiveness.

Optimize Carrier Support With Expert Logistics Solutions

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All shippers have certain expectations for their carriers. It is fair to expect that your carrier will provide solid, high level on time performance at competitive rates. It is also common to expect your carriers to support your operational needs and have the capacity to handle your volumes throughout the year. Basically, these are “table stakes” that shippers consider when choosing a carrier.

But, one of the items that shippers don’t often think about is what they should expect as far as representation and customer support from their carriers. Obviously, the type of representation that a shipper would require is based on the amount of volume they ship as well as the type of products they are shipping. For example, high volume pharmaceutical or perishable products shippers typically require a higher level of support and responsiveness compared to other shippers.

However, all shippers should expect to have some level of support for their account. As we all know, things don’t always go perfectly in the shipping world! There is nothing worse than having an issue with a customer shipment, and not being able get it resolved. Not only is it frustrating for the shipper, but it is most likely also frustrating for the consignee/customer. Failure to rectify issues can result in lost customers and long term revenue losses.

Unfortunately, it seems that these days’ carriers are providing less and less direct support for shippers of all sizes. So whether you are a large Enterprise shipper, or a Small or Medium size business, you probably have seen a decline in the amount of direct support that you are seeing from your carriers.

There seems to be an ongoing trend with carriers to reduce the amount of customer facing people that they employ. Local account reps are being replaced with support teams that only communicate via phone, on-line, or email. Many carriers have implemented on-line processes that eliminates work that local reps had done in the past. Also, a lot of carrier support contacts are being moved off-shore.

In the past, larger Enterprise customers had a team of people that supported their account that included a main Manager or Director that oversaw a group of resources that could assist with a variety of customer needs. The Enterprise team often included support for Technology, Reporting/Analysis, International shipping activity, and more.

Over the years, we have seen these teams reduced, in conjunction with the Manager/Director being tasked with handling more accounts. There appears to be an ongoing trend with carriers to “do more with less.” We constantly here from shippers that they have difficulty getting in touch with their reps, or that their reps take a long time to get back to them. In our eyes, this is totally unacceptable given the many ways that people can communicate these days.

It’s pretty obvious why carriers have been making efforts to streamline their support processes. It’s all about reducing overhead costs. The good news is that most carriers have been generous and have passed the benefit of these cost reduction efforts onto their customers!! Oh wait that’s not true, this is totally fake news!

Actually, the exact opposite appears to be true, many carriers have implemented record level rate increases while at the same time reducing representation and support. How nice! So now the carrier’s efforts to “do more with less” is resulting in shippers getting “less for more!”

So, what does this mean for the shipper, and what should you do?

All shippers should expect to have resources assigned to their account to deal with the day to day problems that can occur in our world of constant transportation disruptions! When choosing a carrier, one should ensure that the carrier will be able to provide the level of support that is appropriate for their volumes, type of products, and expectations.

Here are some recommendations to help ensure that shippers receive the level of support that is appropriate for their shipping volumes.

  1. Document Expectations- Before signing a new agreement, provide your carrier with your customer support requirements “IN WRITING.” High volume shippers, pharmaceutical/ perishable shippers might even have customer support guidelines included in their agreement. Either way, it is imperative that support expectations and needs are documented up front.
  2. Have a Plan- Ask your rep to put together a Standard Operating Procedure (SOP), that outlines all of your operational and support requirements. This document should include pick up times, names and phone numbers for operations contacts, names and phone numbers/emails for all customer support channels and contacts, and any other crucial details that define your needs for support.
  3. Chain of Command- The big carriers have multiple layers in their sales/support functions. Ask for names and contact information for your main representative’s boss up front. If your rep knows that you have their boss’s information, you might expect them to be a little more responsive to you. The more contacts that you have at levels above your main resource the better.
  4. Give Your Rep a Chance- If your representative is not getting back to you, or is not meeting your expectations, it is fair to have a heart to heart with them. You don’t need to disrespect the chain of command right away. This might only sour the relationship that you have with your rep. The conversation might sound like “Hey Mr./Ms. Rep, you know that when we agreed to sign with your company, we spoke about the support and responsiveness that we expected/required. I have to tell you that we don’t feel like you are living up to the conditions that we agreed to. I figured that I would give you a chance before I escalated the concern above you.”
  5. Take it up the Ladder- If the conversation with your rep does not fix the problem, use the contact names and numbers that you obtained as described above. You don’t need to immediately throw your rep under the bus. If you think it’s appropriate, you might say something like “Hey I’m not sure if you have our rep spread too thin, but we are having a hard time getting in touch with them/having trouble with his/her responsiveness”. Or, “not sure if our rep is out of pocket or something, but I haven’t heard back from them in X days.”
  6. Don’t be a Stranger- Most sales reps like to have regular meetings with their customers. Having a formal/regular meeting can only help to strengthen the relationship with your rep and their company. This is an opportunity for them to learn more about your business, and for them to tell you about what is happening with their company. Maybe they will even have the chance to sell you on a new product or service! So, encourage your rep to set up regular meetings with you. This could be done either in person, or online. Either way, get some dates on the calendar for the whole year to ensure that this happens.

It really comes down to building a complete strategy for your engagements with carriers. Don’t just concentrate on pricing, discounts, and agreement terms and conditions. Taking a holistic approach to your carrier relationships will help to ensure that you are able to provide your customers with the best service and shipping costs possible. A solid carrier engagement strategy will help drive long term success and maximum profits not only for your company, but for the carriers as well.

Ready to ensure you receive the support and service you deserve from your carriers? ICC Logistics Services offers a range of solutions to help you maximize efficiency and cost-effectiveness. Contact us today to learn how our expert services can benefit your business.

Securing the Future of Logistics: Combating Profit Loss with Enhanced Data Capture

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The logistics sector, a complex web of moving parts and critical data flows, faces significant vulnerabilities due to inadequate data capture. This issue is not just about inefficiency; it represents a financial black hole, potentially draining an average of $12.9 million annually from businesses due to substandard data quality. 

The Costly Consequences of Poor Data Capture: 

The ramifications of inadequate data capture are extensive. Mislabeling products and inventory discrepancies lead to inflated operational costs and slow decision-making. This necessitates a shift toward more effective data capture strategies to prevent further financial hemorrhage. 

Harnessing Analytics for Strategic Advantage: 

Predictive analytics and big data have become essential tools for supply chain managers, offering the ability to sift through vast datasets and improve logistics operations. These technologies foster better carrier selection, enhanced risk management, and provide the agility to respond to market dynamics in real-time, ensuring competitive advantage. 

The Ripple Effect of Data Capture Failures: 

Despite 41% of logistics professionals prioritizing data analysis, the effectiveness of these analytics is often undercut by poor data capture practices. Substandard data collection acts as a bottleneck, distorting essential information flows and leading to strategic missteps such as inefficient carrier routes and inaccurate risk assessments. These errors threaten both immediate operations and long-term strategic positioning in a data-centric industry. 

Operational Inefficiencies and Their Impact on the Workforce: 

Errors in data capture multiply operational inefficiencies, escalating costs, and reducing profit margins. Beyond financial impacts, these inefficiencies contribute to employee burnout, highlighting the necessity for improved data systems. Enhancing data capture not only supports financial health but also improves job satisfaction and compliance, fostering a resilient, employee-friendly logistics environment. 

AI and Machine Learning: Pioneers of the New Frontier: 

The adoption of AI and machine learning in logistics transcends traditional upgrades, marking a significant shift towards advanced demand forecasting and risk management. By 2028, the AI in logistics market is projected to reach $17.5 billion, reflecting the transformative impact of these technologies on industry profitability and resilience. 

Embracing Change for Enhanced Profitability: The logistics industry cannot afford to overlook the critical issue of poor data capture. Embracing technological advancements in data analysis is essential for navigating market unpredictability and securing a profitable, sustainable future. 

Interested in elevating your logistics operations? Contact us today to discover how our expert solutions can optimize your supply chain and boost your bottom line.

Strategic Approach to Reverse Logistics

Turning Returns to Revenue: Mastering Reverse Logistics

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Reverse logistics plays a crucial role in logistics and supply chain management, though it’s often overlooked. As companies seek more efficiency and cost savings, being good at managing returns is becoming vital for a competitive edge. This blog looks closely at reverse logistics, providing a clear industry outlook and practical strategies for businesses wanting to improve this key operation.

The Rise of Reverse Logistics

Reverse logistics involves moving goods back to the company for return, repair, recycling, or disposal. It’s become essential in logistics. With the growth of e-commerce and changes in consumer expectations, managing returns efficiently is more important than ever.

The reverse logistics market is growing due to more returns, stricter rules, and increased focus on sustainability. This growth brings new opportunities and challenges for businesses.

Top Strategies for Better Reverse Logistics

  1. Clear Return Policies: Have easy-to-understand return policies. Clearly state the process, including time limits and rules, to reduce confusion and make returns smoother.
  2. Efficient Processing: Make your return process quicker and more cost-effective. Use technology that helps speed up and improve the accuracy of processing returns.
  3. Use Data Analytics: Apply analytics to find out why returns happen. Spotting trends can lead to changes in product design, packaging, or customer service, reducing the number of returns.
  4. Build Strong Partnerships: Work closely with logistics providers, suppliers, and third-party services. A strong network helps manage the flow of information and products better, increasing efficiency.
  5. Eco-Friendly Practices: Focus on environmentally friendly ways to handle returns. Methods like refurbishing can help the environment and cut costs.
  6. Adopt New Technologies: Embrace the latest technologies to manage reverse logistics better. Automated systems and real-time tracking can significantly improve efficiency.

Taking a Strategic Approach

Mastering reverse logistics is vital and strategic. By taking proactive steps and investing in the right technologies and partnerships, businesses can turn reverse logistics into an advantage. This leads to cost savings and better customer loyalty.

We are here to help your business overcome these challenges. With careful planning, straightforward policies, and innovative technologies, you can manage reverse logistics confidently and succeed over the long term.

Contact us today

Optimize Your Business Health: Why Now is the Perfect Time for a Small Parcel Transportation Checkup

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Time for a Checkup!

Everyone knows how important it is to pay close attention to their personal health. Health guidelines will tell us that we need to have a physical once a year, see a dentist every six months, or to start having specific tests done once you reach a certain age.  Failure to abide by some of these guidelines or ignoring environmental issues could have painful, even dire results.

It is even more important to get engaged with your doctors if you notice any changes in your body, like new aches and pains, less energy, or if just don’t feel right. We are fortunate that our bodies can provide us with signs that it is time to check things out!

Where are we going with this?

At this point, you might be wondering why a Logistics company is writing an article about personal health?? Well the reason for this is that we feel that you can draw a parallel between how you approach your personal health and the way that you address the health of your current Small Parcel Transportation program!

However, the difference is that there are no specific guidelines that tell you when it is time for a Small Parcel program checkup.  Also, there may not be any obvious signs that you have issues with the health of your Small Parcel agreement or shipping program. Unfortunately, the uncertainty of how and when to examine your existing Transportation program can lead to undetected internal bleeding……. OF YOUR PROFITS!

Is it time for a Physical?

One of the first things that you need to consider when trying to determine if it’s the right time to assess the health of your Transportation program, is current market conditions. You need to “Check the Pulse” of the Small Parcel market, to determine if it’s safe to proceed. You don’t want to open negotiations in a market where capacity is tight, or when carriers are trying to boost margins. This could actually lead to worsening of health of your transportation program!

If you are wondering if current market conditions are appropriate to consider moving forward with an exploratory surgery of your Small Parcel agreement, the answer is an overwhelming YES! Recent developments in the Small Parcel arena have suggested that now is the perfect time to make a move.

Over the past few weeks, there have been some interesting developments with the major Small Parcel carriers that help to confirm that these carriers are, and will continue to battle for packages. First, there was the news that UPS had been awarded a significant air cargo contract by the United Stated Postal Service (USPS). This new agreement will greatly expand the existing relationship between the two organizations. The important thing to realize is that this business had been previously been handled by FedEx.

So, we feel that this will likely contribute to greater intensity in the battle for packages between UPS and FedEx. The loss in revenues that this will cause, along with the additional Air capacity this will create, will likely inspire FedEx to offer more competitive rates for Express packages.  This will help to intensify the battle for Air packages that typically provide higher margins for Parcel Carriers.

From the UPS perspective, they are still pushing hard to win back volumes lost last year during the Teamster negotiations. We have recently heard from customers that they are seeing more aggressive UPS discounting and pricing, in an effort to win back their volumes.

Also, in an interview on CNBC on March 26th, UPS CEO Carol Tome’ outlined her “1+2” plan to improve UPS Financials. She described that year 1 initiatives will revolve around efforts to grow “Volume, Revenue and Operating –Dollars”, and that years 2 and 3 they will concentrate on “Volume, Revenue, and Operating –Margin”. So, in our eyes, this can only be beneficial for shippers as when carriers stress their desire for volume and revenue growth, it typically suggests a willingness to increase discounts.

So, to sum things up- It’s time to book your appointment with your Doctor!

How to choose a doctor?

So now that you know that is time for an assessment of your Shipping program, what do you do?  You could just call in your carrier representative and tell them that you are looking for better rates, because you know that they are looking for volume. You can threaten to move your business “to the other guys”. However, we can tell you that this will most likely result in your carrier providing you with a lot of detail and presentations related to how their service provides tremendous value to your company. This will probably lead to a long, drawn out process, that will end with little or no movement on rates. Remember, the longer the process goes on, the longer you could be bleeding profits!

Basically, trying to negotiate your agreement without the help of the experts, is like trying to do your own personal health physical. Would you really consider checking all of your own vitals, and assessing your health based on information that you find on Google???

So, if you are really concerned about the health of your Logistics program you really need to engage with a company that has an in depth understanding of Carrier agreements and pricing. It is crucial to take a deep dive into the contents of your carrier agreements, including rates, discounts, and terms and conditions. You will need to understand how your agreement stacks up compared to other companies with similar shipping characteristics in order to determine if you have unhealthy agreements.

The best part of this is that the companies that provide these services (including ICC Logistics), do not charge a co-pay for a Transportation Program check-up!

Time for Surgery

Once the health of your Transportation and Logistics program has been properly assessed by a professional, they may find that you are in good shape and that there is no need for further action. Or they may find that you have some issues, and need to take action to avoid continued damage to the overall health of your business.

The bottom line is that there will need to be a solid strategy built to help cure the issues that are having a detrimental affect on your profits. This is the same thing that Doctors do when they identify a major health issue. They will prepare a plan of attack that will help to ensure the best outcome.

Please reach out to us today so we can explain how our surgical approach to negotiating Carrier contracts can help to ensure the long term health of your profits and business. We can assure you that you will be able to get an appointment with us a lot faster than you can get one with your Doctor!

Third-Party Data Analytics for Supply Chain Success

Bridging the Gap: Leveraging Third-Party Data Analytics for Supply Chain Success

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In today’s fiercely competitive business environment, supply chain executives are leaning heavily on technology to secure a competitive advantage. Yet, a recent PriceWaterhouseCoopers (PWC) survey underscores a substantial disparity between anticipated and actual outcomes from technology investments.

  • 69% of operations and supply chain officers say tech investments haven’t fully delivered expected results
  • 37% say their companies have changed their operating model (e.g., network strategy, segmentation) in the past year
  • 70% say their companies have tested or implemented generative AI

Source: PwC’s 2024 Digital Trends in Operations Survey

This gap presents a significant challenge for professionals deeply committed to achieving results, impeding their ability to maximize value across supply chain and operational sectors. This concern is amplified by the fact that 45% of CEOs anticipate their company’s viability diminishing within a decade under current conditions. These insights emphasize the critical importance of forging strategic technological partnerships to navigate successfully in today’s ever-evolving business environment.

Partnering with experienced companies like ICC Logistics offers invaluable advantages. Let’s dive into the benefits of leveraging third-party data analytics compared to relying solely on internal data analytics.

Explore how these strategic partnerships can redefine your approach to data-driven success in the dynamic supply chain landscape:

  1. Comprehensive Data Analysis: Companies relying solely on their internal data may face limitations in accessing comprehensive and diverse datasets. In contrast, third-party providers like ICC Logistics offer a wide range of data sources, including industry benchmarks, market trends, and competitor analysis. This breadth of data enables more robust and insightful analytics, leading to better-informed decision-making.
  2. Expertise and Specialization: ICC Logistics brings specialized expertise in logistics and supply chain analytics, which surpass the capabilities of in-house teams. With a dedicated focus on analyzing shipping, freight, and logistics data, ICC can uncover nuanced insights and optimization opportunities that might be overlooked internally.
  3. Advanced Tools and Technologies: Partnering with ICC Logistics grants access to advanced analytics tools and technologies specifically tailored for supply chain operations. These tools go beyond basic data reporting, offering predictive analytics, real-time monitoring, and scenario modeling capabilities. Such advanced functionalities empower supply chain executives to proactively address challenges and seize opportunities.
  4. Cost-Efficiency and Scalability: Building and maintaining robust internal analytics capabilities can be costly and resource-intensive, especially for smaller or mid-sized companies. By leveraging ICC’s third-party analytics services, organizations can achieve cost efficiencies through shared infrastructure, scalable solutions, and access to cutting-edge technologies without heavy upfront investments.

While internal data analytics have their merits, supplementing these efforts with third-party data analytics from trusted providers like ICC Logistics can bridge the gap between expectations and outcomes in supply chain operations. The combination of comprehensive data access, specialized expertise, advanced tools, and cost efficiencies positions companies for enhanced competitiveness and sustainable growth in today’s dynamic business environment.

Ready to unlock the full potential of your supply chain analytics? Contact ICC Logistics today to learn how our data analytics solutions can drive your business forward.