NAPM Conference 2/16-2/19
Resgistrations available!
What does your organization aim to achieve over the next three years? Cost reductions, increased automation, serving new markets, a lower employee headcount? All the above? And how does your ability to handle your projected inbound and outbound mail volume support those organizational objectives?
These are not abstract questions for the mail center. Your answers will define your technology roadmap.
Let’s face it. In most organizations, the mail center isn’t at the top of the technology priority list. Mail operation investments only occur when something breaks, a lease expires, or an unusual event occurs, like acquiring a large customer or a corporate merger.
Reactive responses to such occurrences can disrupt your organization’s carefully prepared budgets and capital expenditure plans. Plus, securing finance department approval for mailroom improvements is a laborious task that takes management focus away from day-to-day operations. This isn’t the way you want to run your mail center.
A better approach is a three‑year roadmap that lets you tie mailroom investments directly to enterprise goals. With a strategic technology plan, you can stop chasing incremental fixes and position your mailroom as a critical contributor to your organization’s success.
Your finance authorities probably care mostly about three things: payback period, total cost of ownership, and risk. Mailroom automation generally performs well in all three areas, but the details may not be obvious to the accounting people. You must frame your proposals to address the interests of the people who control the purse strings.
A three-year payback period is realistic for many mailroom projects. Be sure to discuss areas such as staff recruitment, wages, training, and benefits in your proposals. Don’t forget to highlight your plan’s projections for error reduction or rework, which eat away at profits.
Ask technology partners like Tritek to help you identify and document anticipated benefits like lower labor costs, fewer touches, or faster processing. They will provide you with factual ROI figures relevant to your expected investment. Depending on your volume and workflow, switching to something like digital mail delivery can save thousands of dollars. You may recover the cost of the solution in just a few years, while simultaneously improving service.
When you build your roadmap, treat every phase like a mini‑business case. Note areas such as error or penalty dollars avoided, cash flow improvements, and the capital deferred by adding capacity without adding square footage or headcount.
Your goal for year one is making measurable progress that proves the economics of digitizing incoming mail. It won’t be perfect at first. You’ll discover previously unrecognized opportunities for efficiency as you migrate away from manually sorted internal physical mail delivery within your company.
Implement a structured sorting process to scan and capture incoming mail. You might begin a digital mail transition by scanning only the outside envelopes and using business rules to facilitate physical sorting and routing.
Decrease touches in the first year with intelligent mail sorters that handle the mail you typically receive. The right sorting equipment can accept mixed formats, scan, and store the images in a single pass. The business rules you define will sort the physical mail for efficient delivery, lessening the need for manual fine sorting.
From an ROI standpoint, focus on labor saved in manual sorting and courier route travel time. Additional benefits to track may include reducing the time it takes for mail to reach decision-makers and an appreciation for the accountability and tracking that archived incoming mail images offer.
With clean mail intake in place, you can re‑engineer how you deliver inbound mail. Here, you can tightly connect your roadmap to organizational objectives.
Analyzing your history of incoming mail activity over the last year allows you to choose the best digital mail approaches for your organization. You may easily identify some mail as items you can safely open, scan, and distribute. Rules for other types of mail may call for it to be continued to be delivered by courier or held for pickup. Still others may be best handled by notifying the mail recipient and awaiting direction from them about forwarding, opening and scanning, or discarding.
Be sure to include rules for hybrid workers so that physical mail sent to on‑site addresses is available digitally to remote staff. You will stabilize service levels in a distributed workforce environment.
On the equipment side, your roadmap might include automated units to open envelopes and extract documents. Automation shortens the prep time and may feed pages directly into the scanning equipment to expedite digital delivery.
For finance in year two, focus on rightsizing the staff, shifting employees into higher-value roles such as exception handling or customer support. Show how you can lower churn and decrease hiring and training expenses by reducing employee turnover in low-skill positions.
By year three, your mailroom is no longer simply a physical room. It is a mix of internal automation and connected workflows that feeds your organization’s information backbone. Your roadmap should treat this stage as continuous optimization.
If you haven’t done so yet, year three is a great time to streamline workflow even further by extracting data from scanned mail and sending it directly to internal systems like ERP, CRM, billing, accounts payable, or accounts receivable. Eliminate manual steps and bottlenecks, allowing information to flow freely into critical business systems.
If you provide mail services from multiple sites throughout the organization, merging operations in a central location may make sense. For some institutions, the opposite may be true. Whichever is the best approach, you now have access to data about the mail your organization receives, how it travels throughout the enterprise, and how it affects functions and departments. Use this information to fine-tune your operation and show management how you support the organization’s goals.
At this stage, you present a very different narrative to leadership. The mailroom will have shifted from an often-neglected cost center to a controlled, data‑rich platform that reinforces organizational cost, digital, and other business objectives in measurable, repeatable ways.
The mailroom technology roadmap is not just about machines and software. It is about crafting a logical ROI story, phase by phase, that your CFO, your compliance officers, and your business units can all support.
NAPM Conference 2/16-2/19
Resgistrations available!