The-USPS-is-nearing-a-financial-breaking-point-postmaster-general.jpeg

The USPS is nearing a financial breaking point, postmaster general warns: ‘We were thrown an anchor’

The head of the US Postal Service is warning lawmakers that the agency would run out of cash within the next year unless Congress steps in.

On Tuesday, David Steiner, the postmaster general, called the situation a “critical juncture” during a House Oversight hearing.

“In about a year from now, the Postal Service would be unable to deliver the mail if we continue the status quo,” Steiner said. “I like to say that we got thrown overboard and into the water. But, instead of tossing us a life jacket, we were thrown an anchor.”

The agency is federally mandated to deliver mail to every address — rural or urban — across the US, six days a week.

USPS hasn’t turned a profit since 2006.

Last fiscal year, the 250-year-old agency said it lost $9 billion, following a $9.5 billion loss in the fiscal year 2024. The agency’s debt limit, meanwhile, rests at $15 billion.

To help address the problems, Steiner, who took over as USPS’s top role last year, proposed increasing the agency’s borrowing authority and raising stamp prices.

USPS isn’t designed to operate like a typical profit-driven company, Amrou Awaysheh, the associate professor of operations and supply chain at Indiana University, said. It’s designed instead to deliver important packages — including prescriptions, mail-in ballots, and letters — to all residents.

“Private carriers frequently hand off the ‘last mile’ to USPS in these places because the routes aren’t profitable for them,” Awaysheh told Business Insider. “If USPS has to pull back, there is no obvious private player ready to match its universal coverage at the same prices.”

Steiner said part of the agency’s financial challenges stems from Americans sending fewer letters.

He pointed to a dramatic long-term decline in mail volume. At its peak in 2006, USPS delivered 213 billion pieces annually.

That has plunged to about 109 billion today — a drop he said represents roughly $81 billion in lost revenue at current stamp prices. Right now, he reported that 71% of USPS delivery routes are losing money.


A line of USPS trucks from the back outside of a brick building.

USPS said fewer Americans are sending mail. It’s lost more than $18 billion since 2024. 

: Spencer Jones/GHI/UCG/Universal Images Group via Getty Images



“No company could weather that much revenue loss,” Steiner said.

USPS is also facing the possibility of losing a significant portion of its package business with Amazon, its largest customer.

According to a person familiar with the matter, USPS could lose at least two-thirds of its Amazon shipping volume by the fall.

An Amazon spokesperson said in a statement that it “wanted to increase our volumes with the USPS,” but the agency “abruptly walked away at the eleventh hour.”

USPS didn’t immediately respond to a request for comment from Business Insider.

“Losing Amazon’s high volume, high-frequency stream will be difficult to replace in a competitive market,” Donnafay MacDonald, the retail industry research director at Info-Tech Research Group, told Business Insider. “The issue at hand is the effect this has on USPS per unit costs, as relatively lower volumes usually lead to increased per unit costs.”

Steiner said on Tuesday that his agency needs to bring in more cash — and added that it won’t get there just by making more cuts to services or jobs.

“We can do anything you want,” he said. “But someone has to pay for it.”




Source link

Headshot of Chris Panella.

A US Army general says new command tech lets him ditch the ‘hourlong staff meeting’

New US Army warfighting software is speeding up and simplifying the command job, a commander said recently, sharing that it lets him scrap the “hourlong staff meetings” to make decisions.

The Army, like other services, believes that future wars will be determined by the speed of decision-making. That’s where the new Next Generation Command and Control, or NGC2, program is expected to make a substantial impact and modernize how the service fights.

At Fort Carson, Colorado, the Army’s 4th Infantry Division has been testing NGC2 in a series of exercises. The most recent one, Ivy Sting 4, added more components to the system, with different types of sensors and weapons on the battlefield feeding into one system that everyone can access.

“So it’s all in one place, and it’s there very, very quickly, so that the staff can see it across their functional systems,” said Maj. Gen. Patrick Ellis, commander of the 4th ID, at a recent media roundtable, explaining that “the fires person can see what the logistician sees, can see what the intel person sees.”

“I don’t have to have the hourlong staff meeting anymore,” the general said.


Soldiers stand around an artillery piece preparing to fire it in a field.

The Army’s new NGC2 system is predicting supply needs and simulating enemy actions.

US Army photo by Pfc. Thomas Nguyen



“If we’re actually using the technology as the tool that we’re prepping on and that we’re also fighting on,” he said, “I could sit there, I can look at it, I can make decisions, I can say, ‘Hey, here are my priorities for this or that.’ We all agree on it, we click save, and that’s done.”

The Army has facilitated the development of NGC2 with both the 4th ID and 25th Infantry Division in Hawaii and industry teams, including Anduril and Lockheed Martin, pursuing a Silicon Valley-style approach aimed at moving faster and rapidly integrating soldier feedback, delivering fixes immediately rather than months or years later.

On the heels of Ivy Sting 4, more than two weeks of field testing that involved live-fire exercises and an electronic warfare jamming scenario, Ellis and others said that NGC2 was making planning and executing battlefield missions more effective.

“We are no longer fighting with the network; we are now fighting using the network,” Ellis said.

During the Ivy Sting 4 testing event, 20 different types of sensors, such as drones, electronic warfare systems, artillery, and Stryker vehicles, were linked together.


A soldier holds up a radio to his mouth and holds a notebook. He's standing in a mountainous location.

The latest live-fire exercise included a variety of systems, weapons, drones, and capabilities.

US Army photo by Staff Sgt. Dane Howard



Data and artificial intelligence capabilities provide real-time information on the sensors. Soldiers can see how much ammunition they’ve got left or whether a Stryker will need maintenance or fuel soon. Simulations can predict what resources will be needed for certain tactics or actions, including different ways an enemy might attack.

As different platforms are brought onto NGC2, broadening what the platform can do, Army command and soldiers can see and communicate using the same data. The system is breaking down the silos that have previously hindered information flow.

“I’m feeling empowered as a commander to make more, better, and faster decisions because I’ve got access to all that data,” Ellis explained.

Many NGC2 components are being built with off-the-shelf technology and standard commercial software practices, and the vendor teams involved are working on the ground with soldiers. The closer working relationship means soldier feedback is being incorporated more quickly.

“We work through these obstacles, and we learn how to do something, and once we run into a roadblock, we figure out a way to solve that problem, and then that problem is now solved for the Army,” he said. “We’re not relearning these lessons over and over again.”




Source link