M-39 Management of Delivery Services

Handbook M-39, TL-13, 03-01-98
Administration of City Delivery
Service
11 Introduction
111 Basic Requirements
111.1 General
All delivery service managers are responsible for developing and maintaining
their units at a high degree of efficiency and for assuring that USPS
standards are maintained. Through these broad guidelines, plus skill,
knowledge, and experience, delivery service managers can be aware of
whether subordinate managers and delivery employees are achieving USPS
goals of service to the public. Emphasis is placed upon the constant need for
close coordination between mail processing and delivery managers so the
most practical and cost effective work methods possible can be implemented.
111.2 Daily Operations
The delivery service manager must on a daily basis:
a. Perform and organize work to determine any irregularity in the flow of
mail between distribution and delivery, and interact with other unit
managers to work toward correcting this irregularity.
b. Determine if carriers’ reporting, leaving, returning, and ending time is
consistent with established schedules.
c. Provide or continue training as needed.
d. Evaluate daily service rendered by the employees. Observe carriers to
assure their performance of duties as outlined in Handbook M-41, City
Delivery Carriers Duties and Responsibilities.
e. Report for duty in advance of delivery personnel and review daily
workload, including mail yet unworked but which will be distributed in
time for the day’s delivery. Review any Forms 1571, Undelivered Mail
Report, from the preceding day as well as the amount of mail on and
around each carrier case. Estimate and record on the appropriate
form(s) the daily workloads for each route.
f. Assure that necessary vehicles are available.
g. Review all communications that may affect the day’s workload, and be
sure replacements are available for unscheduled absences. Develop
contingency plans for situations that may interfere with normal delivery
service.
h. Assure that accountable items are properly handled, so as to facilitate
delivery of the items, and that carriers are cleared in a timely manner
upon return to the office.
i. Determine need for auxiliary assistance, overtime or curtailment of
mail, and determine the most economical manner of providing relief.
j. Issue Form 1571 when the carrier is instructed to curtail mail, indicating
action thereon. Upon request, a duplicate of the completed form will be
provided the carrier.
k. Determine cutoff time(s) for the various classes of mail and assure any
missorted, missent mail available for delivery is taken by carriers.
l. Level the workload of carriers by having them deliver other than
preferential mail as promptly as practicable. Identify and manage mail
in order of classification, type, and sequence of receipt.
m. Review mail undeliverable as addressed to identify errors and
maximize efficient handling procedures at delivery and central markup
units.
n. Maintain delivery unit control of mailing list services as provided in
Postal Operations Manual (POM) 825.1 and Domestic Mail Manual
(DMM) A910.1.4–1.5. (Also in Handbook M-41, City Delivery Carriers
Duties and Responsibilities, section 123.1.)
o. Maintain a daily sequence of basic activities schedule to serve as a
guide for replacement personnel, and to ensure that all required
activities are accomplished in an organized manner.
p. Maintain sort scheme for delivery zones in the unit as per local Delivery
Point Sequencing (DPS) procedures.
112 Types of Routes
112.1 Delivery
112.11 Business Route
A foot or motorized route on which 70 percent or more of the possible
deliveries are business establishments.
112.12 Residential Route
A foot or motorized route on which 70 percent or more of the possible
deliveries are residential.
112.13 Mixed Business and Residential Route
A foot or motorized route on which 30 to 69 percent of possible deliveries are
business establishments. This may include a route on which business and
residential deliveries are made on the first trip and the business area only is
served on a second trip. To determine the percentage, consider total possible
deliveries (counting business establishments only once).
112.2 Collection
112.21 Foot Collection Route
A route where mail is collected from boxes by a carrier on foot. These routes
generally serve downtown business sections.
112.22 Motorized Collection Route
A route served by automotive vehicle. Shuttle trips made by a collector using
a vehicle to pickup mail deposited at selected points by other collectors
constitute motorized collection.
112.23 Business Collection Route
A route where collections are made from boxes located mainly within
business areas.
112.24 Residential Collection Route
A route where collections are made from boxes located within territory that is
mainly residential.
112.25 Mixed Collection Route
A route which may perform a variety of collection and/or mail transport
services. Examples are: combination intra-city box collection trips, business
residential trips, and contract station-box collection trips.
113 Types of Delivery
113.1 Foot Route
A city delivery route served by a carrier on foot. A bicycle or other
conveyance used solely as transportation to and from the route does not
affect the status as a foot route.
113.2 Curbline Motorized Route
A motorized city delivery route on which 50 percent or more of the possible
deliveries are made to customer mailboxes at the curb.
113.3 Bicycle Route
A city delivery route on which a bicycle is used to deliver mail.
113.4 Park and Loop Route
A route that uses a motor vehicle for transporting all classes of mail to the
route. The vehicle is used as a moveable container as it is driven to
designated park points. The carrier then loops segments of the route on foot.
113.5 Dismount Route
A city delivery route on which 50 percent or more of the possible deliveries
are made by dismount delivery to the door, Vertical Improved Mail (VIM)
Room, Neighborhood Delivery and Collection Box Units (NBU), Delivery
Centers, etc. (If the dismount deliveries are less than 50 percent of the total
possible deliveries of a route, the route will be classified as per the majority of
the type delivery; e.g., curbline, park and loop, etc.)
114 City Delivery Area Map
114.1 Each unit must have a map of the ZIP Code area served. Show the
boundaries of each route using street names or numbers and identify each
route by number. If desired, use different colors to show each route.
114.2 The unit manager can study the line of travel to discover possible
improvement.
114.3 Location of collection and relay boxes can be shown. This will serve to
determine the adequacy of the boxes and as instruction or reference to new
carriers.
115 Discipline
115.1 Basic Principle
In the administration of discipline, a basic principle must be that discipline
should be corrective in nature, rather than punitive. No employee may be
disciplined or discharged except for just cause. The delivery manager must
make every effort to correct a situation before resorting to disciplinary
measures.
115.2 Using People Effectively
Managers can accomplish their mission only through the effective use of
people. How successful a manager is in working with people will, to a great
measure, determine whether or not the goals of the Postal Service are
attained. Getting the job done through people is not an easy task, and certain
basic things are required, such as:
a. Let the employee know what is expected of him or her.
b. Know fully if the employee is not attaining expectations; don’t guess —
make certain with documented evidence.
c. Let the employee explain his or her problem — listen! If given a
chance, the employee will tell you the problem. Draw it out from the
employee if needed, but get the whole story.
115.3 Obligation to Employees
When problems arise, managers must recognize that they have an obligation
to their employees and to the Postal Service to look to themselves, as well as
to the employee, to:
a. Find out who, what, when, where, and why.
b. Make absolutely sure you have all the facts.
c. The manager has the responsibility to resolve as many problems as
possible before they become grievances.
d. If the employee’s stand has merit, admit it and correct the situation. You
are the manager; you must make decisions; don’t pass this
responsibility on to someone else.
115.4 Maintain Mutual Respect Atmosphere
The National Agreement sets out the basic rules and rights governing
management and employees in their dealings with each other, but it is the
front-line manager who controls management’s attempt to maintain an
atmosphere between employer and employee which assures mutual respect
for each other’s rights and responsibilities.
116 Mail Processing for Delivery Services
116.1 Scheduling Clerks in a Delivery Unit
Schedule distribution clerks in a unit with decentralized distribution so that
service standards will be met and an even flow of mail will be provided to the
carriers each day throughout the year. Schedule the accountable clerk to
avoid delaying the carriers’ departures in the morning and for clearance of
carriers on their return to the office.
116.2 Mail Flow
116.21 Leveling Volume Fluctuations
When volumes for daily delivery vary substantially from the lightest to the
heaviest day in the week, a unit cannot operate at maximum effectiveness.
Substantial changes in the daily relationships of flats and letters have
considerable effect on delivery costs. If this situation exists, the unit manager
must document the problem and request, through appropriate management
channels, a more even flow of mail.
116.22 Plan for Next Day’s Workload
Each day as early as is practical, using procedures developed locally, the
delivery unit manager should obtain information about anticipated volumes,
especially flat volumes for the next day’s delivery. This information will assist
in planning the next day’s manpower needs. Anticipating the flow of mail will
minimize undertime and overtime which can be controlled. If undertime
occurs often in the morning or afternoon, examine the mail flow, the
scheduling of the delivery unit’s clerks and carriers, and the affected routes.
116.3 Receipt of Principal Letter Dispatch
Carriers should not sweep distribution cases upon reporting for work. Rather,
they should proceed directly from the time recording area to their cases and
without delay begin casing mail which is already at their cases. The following
priorities have been established for various procedures by which the first
receipt of mail from the distribution unit reaches the carriers. These
procedures are listed in the order of decreasing cost effectiveness:
a. Preferred Procedure. Letter-size mail is placed on the left side of the
carrier case ledge one row high with stamps down and to the right. The
carrier may then pick up a handful with the left hand and begin casing
without repositioning the letters.
b. Second Priority. Letter-size mail, trayed separately for each route with
stamps down and to the right, is placed at the carrier case. If this is not
possible, a tray cart (or other suitable item used to transport trays)
should be placed as close to the carrier cases as possible with the
trays identified by route. Empty trays, if needed for later use, may be
stored under the carrier’s case. Carriers must work mail directly from
trays if the letters are trayed with stamps down and facing to the right.
Note: If letter mail is not worked directly from trays (second
priority), require Mail Processing to tray letters with stamps up and
facing one direction so that, when the tray is flipped over on the
carrier case ledge, the letters will be in the proper position: i.e.,
stamps down and facing to the right.
c. Third Priority. Letters, faced and loose-packed in No. 3 sacks for
individual routes, with each sack identified by route number, are at the
carrier’s case when he or she reports for work. Empty sacks, if needed
for relays when casing is completed, may be stored under the carrier’s
case.
d. Fourth Priority. Mail, which is tied in bundles, is placed at the carrier’s
case.
e. Fifth Priority. Sacks containing bundles of mail and identified by route
number are transported to the carrier’s case. Carriers dump the sacks,
check the bundles, and place the letters on the ledge. If empty sacks
will be needed when casing is completed, they may be stored under the
carrier’s case.
116.4 Receipt of Morning Close-Out Dispatch
When mail is distributed elsewhere for a delivery unit, the morning close-out
dispatch is typically very light and is received loose in trays or tied in bundles.
If mail is trayed separately and is identified for each route, it should be taken
to the carriers’ cases. Otherwise, carriers may obtain it from a central point,
except that Delivery Point Sequence mail will be handled in accordance with
the DPS procedures established for the unit.
116.5 Receipt of Principal Flat Dispatch
116.51 Preferred Procedure
Flat mail, faced and loose in trays, is placed at the carriers’ cases so that the
carriers can put a tray on the case ledge and sort directly from the tray,
picking up approximately 6 inches of flats at a time.
116.52 Second Priority
Flat mail, faced and loose in trays and identified by route number, is placed
as close to the carrier’s work area as possible where carriers can readily
obtain them. If empty trays will be needed later, they may be stored under the
carrier’s case.
116.53 Third Priority
Flat mail, faced and loose in hampers, is placed as close to the carrier’s work
area as convenience permits.
116.54 Fourth Priority
Flat mail, faced and loose packed in bundles identified by route number, is
placed at the carrier’s case. After the ledge is loaded with tied bundles, the
bindings are removed.
116.55 Fifth Priority
Flat mail, faced and loose packed in No. 3 sacks, is placed as close to the
carrier’s case as possible. If empty sacks will be needed after casing, they
may be stored under the carrier’s case.
116.56 Sixth Priority
Flat mail, faced, tied in bundles and loaded in sacks for each route, is placed
close to the carriers’ cases.
116.6 Carrier Withdrawal of Letters and Flats
Carriers may be authorized to make up to two withdrawals from the
distribution cases prior to leaving the office, plus a final cleanup sweep to
include Delivery Point Sequence mail as they leave the office.
116.7 Mail Available on Return to Office
Mail received or distributed while carriers are on their routes should be on the
carriers’ cases when they return to the office. Carriers having undertime
when they return may be required to withdraw and case mail available at that
time. If undertime occurs frequently, the delivery unit manager must
determine the cause and take corrective action.
116.8 Segmentation of Mail
116.81 Definition
A major characteristic of the ZIP+4 data file is the segment, or the smallest
unit to which distribution can be made. Segmentation is the sortation or
preparation of mail into clusters or groupings for the purpose of achieving
greater processing and/or carrier sortation efficiency. Using the ZIP+4
segment concept, segmentations may be prepared by customers or contract
personnel prior to entry, or in postal operations prior to dispatch or receipt by
the carrier. Examples of segmentations include but are not limited to mail
grouped by: unique ZIP+4 code, ZIP+4 blockface, multi-tenant buildings, box
sections (including Neighborhood Delivery and Collection Box Units), or
individual addresses.
116.82 Identifying Potential Segmentations for Distribution
Efficiency should be the determining factor when selecting segmentations
which should be prepared for distribution, with consideration for factors such
as mail volume, workhours, possible deliveries, address hygiene, and other
operational or service needs. The delivery unit manager must periodically
review existing segmentations for carrier routes. This may result in the
establishment of more segmentations or the replacement of current ones.
116.83 Segmentations Requested but Not Made by Mail Processing
Where the delivery unit manager determines a need for segmentations by
Mail Processing but there are operational or time constraints which prevent
implementation, Customer Services or Delivery Services should perform the
sortation using the most efficient methods and equipment available or
obtainable.
116.84 Segmentations Made by Carriers
116.841 When a carrier is required to segment mail for a high volume delivery point,
consider locating a separation large enough to accommodate the mail
volume. This separation may be located in the lower, easy to reach, portion
of the case, not necessarily in the sequence of delivery. The label under the
separation must clearly indicate the address and/or ZIP+4 code of the
separation.
116.842 Restrictions. Carriers must not distribute individual letters or flats directly to
sacks or other containers.
116.9 Parcel Post
116.91 Receipt of Parcel Post
The receipt of parcel post at the delivery unit can have a substantial impact
on the overall efficiency of carrier operations. There are two ways parcels
may be made up: (1) parcels may be received in sacks for individual routes,
or (2) they may come undistributed to routes. Either way, parcels are needed
early in the morning, since otherwise the carriers’ leaving times could be
delayed. Early availability of parcel post also permits the delivery unit
manager to direct carriers to load vehicles with parcels earlier on light days if
undertime occurs.
116.92 Parcel Post — Received in Sacks Made Up to Route
When parcels are received at the unit in sacks made up to carrier route,
sacks for each route should be placed in a designated location on the line of
travel from the carrier case to the vehicle. Sacks and outsides must be
clearly identified and carriers must not be required to sort through sacks or
parcels looking for mail for the route.
116.93 Parcel Post — Distributed to Routes at the Unit
If parcels are to be distributed at the delivery unit, they may be sorted directly
into hampers identified by route numbers. The use of large enough hampers
will permit the carrier to put other mail on top of the parcels and make one
trip to the vehicle.
116.94 Undistributed Parcel Post at the Unit
Whether or not parcels from early dispatches are received, distributed to
routes, or are distributed in the unit, some undistributed parcels may be
included in the close-out dispatch. These parcels are to be worked and
placed with the other parcels for each route. If the late arrival of parcels
causes operating difficulties, the delivery unit managers must use appropriate
channels to inform mail processing managers of the need for advancing the
arrival of parcels at the delivery unit.
117 Utilizing Work Area and Equipment
117.1 Workroom Floor Layout
The workroom floor must be arranged to minimize walking and to facilitate an
orderly flow of mail and equipment. Attention must also be given to selection
and layout of authorized equipment that will be used by carriers at a
detached unit (e.g., a carrier-staffed mailroom in a large office building) as
follows:
a. Time Recording Equipment. Locate along the normal line of travel to
and from the carriers’ cases and the doors to the loading area or exit
from the office.
b. Vehicle Timecards and Keys. Locate adjacent to the time-recording
equipment.
c. Throwback Cases. Place to minimize walking. For example, put one
throwback case at the end of every other aisle.
d. Central Markup Case. Where practical, locate the central markup case
or deposit point on the carriers’ line of travel to the distribution case or
exit.
e. Collection Mail Deposit Point. Locate on the carriers’ line of travel from
the time recording area to the accountable cage.
f. Aisle Width. Aisles should be wide enough for passage by the carrier
and any necessary equipment.
g. Relay Deposit Point. Designate an area for carriers to deposit filled
relay sacks. For example, designate an area at one end of each aisle.
h. Accountable Mail Cage. Locate where it will be near the carriers while
permitting the clerk to do other work when not serving carriers. Do not
require the carriers to make more than one stop for available
accountables and keys. An optional method for use in the morning is to
take available accountable letters, flats, parcels, keys, change, etc., to
the carriers using a suitable conveyance capable of holding all these
items. Aisles must be wide enough to permit passage of this
equipment.
i. Markups. Carriers will place mail sorted to required removal categories
(such as: "Moved — Left No Address," "Attempted, Not Known," "No
Such Number," and "No Obvious Value Mail," etc.) in the throwback
cases as they depart for their route. They will also leave undeliverable
as addressed mail, sorted to A to Z separations, in the designated
location at that time.
j. Lighting. Lighting should be satisfactory with maximum utilization of
existing fixtures.
k. Hold Mail. Instruct the carrier to place hold mail in a central location
only when space is not available at the carrier’s case.
l. Equipment Used Daily. Sufficient sacks, trays, straps, satchels,
hampers, forms, and other equipment needed by carriers must be
readily accessible. Equipment used daily, such as hampers, may be
marked with the route number except when this restricts operation’s
effectiveness and equipment utilization.
m. Rarely Used Equipment. Do not store rarely used or temporarily surplus
equipment in prime space.
117.2 Determine Carrier Case Requirements
Carrier case, Item 124, is the basic letter case for use on all letter carrier
routes. The delivery unit manager must determine the need for wing cases
for letter mail (Items 143 or 144) using criteria outlined below:
a. Case Configurations. Carrier cases will be six (6) equally spaced
shelves for casing letters and/or flats unless a four (4) or five (5) shelf
case configuration is agreed upon in accordance with the Case
Configuration MOU dated September 1992.
b. Two Deliveries Per Separation. Letter cases should normally have two
deliveries per 1 inch separation.
c. Reserve CMU Spaces. Designate 15 separations, each 1 inch wide, on
the right of the bottom Item 124 letter-case shelf or on the bottom of the
right wing case for central markup. In offices that have consistently low
volumes of undeliverable-as-addressed mail, CMU spaces may be
located on the top shelf in the same relative position, uniformly
throughout those individual offices.
d. When to Use Wing Cases for Letters. Do not use wing cases for letters
unless the total possible deliveries exceed 420 or the daily-cased letter
volume exceeds 2,500 letters and not until all separations in the Item
124 case have been used. When a wing case must be used to provide
additional letter separations, this wing case (Item 143 or 144) must be
placed to the right of the Item 124 letter case.
e. Use of Large Wing Case. Use Item 144 only when required to provide
sufficient letter and flat separations without exceeding two deliveries
per letter separation. When necessary, adjoining routes may divide the
Items 124 or 144 for flat separations, rather than using a separate Item
143 for each route.
f. Letter Casing Equipment Required. Use the table below to determine
the required casing equipment. Letter carrier case Item 124; with 6
shelves has 240 separations, with 5 shelves has 200 separations, and
with 4 shelves 160 separations, which are each 1 inch wide. Examples
of these separations are used as follows for a 6-shelf case:
(1) 210 are used to meet basic casing needs;
(2) 15 are for central markup; and
(3) 15 are available for special requirements. Special requirements
include expansion for high volume delivery points or spaces
needed for hold mail, etc.ÁÁÁÁÁÁÁÁÁÁÁÁÁ
Note: Do not exceed two deliveries per separation unless the number of
possible deliveries on a route exceeds the maximum number shown
on the preceding table. Never place a shelf on top of a letter or flat
case.
g. Determine Flat Separations. Use the same criteria as above when
utilizing Vertical Flat Casing or following guidelines below to determine
the proper flat separations when utilizing horizontal flat casing:
(1) Foot and Park and Loop Routes. Provide one flat separation for
each relay or loop on the letter case.
(2) Curbline Routes. Provide one flat separation for each half-shelf
on the letter case.
Note: These guidelines may be modified as necessary to spread
unusual volumes of flats more evenly in the case.
117.3 Equipment Authorized at Detached Units
117.31 Distribution Cases
In business and residential call rooms operated by the Postal Service (e.g.,
VIM rooms, apartment mailrooms, and on certain approved business routes)
where the carrier is required to separate mail on site, the delivery unit
manager may, where appropriate, authorize the use of a 49-hole distribution
letter case and table (Item 79) with or without a 28-hole distribution wing case
and table (Item 77) in lieu of Items 124/143 or 124/144. Each situation must
be considered individually before this type of furniture is authorized.
117.32 Approved Items for Casing Flats
Use Items 143, 144, or 124, or distribution flat cases for the casing of flats.
These cases must be placed immediately adjacent to the letter case, Item
124.
117.4 Carrier Case Labeling
117.41 Carrier case labels must be applied in accordance with the following:
a. Label Uniformly and for Efficiency. Delivery unit managers are
responsible for the efficient use of the CLASS case labels on all carrier
cases. They must schedule frequent reviews of carrier-case layout to
assure maximum efficient use of available equipment, route layout, and
housekeeping.
b. Locate Computerized Forwarding System Uniformly Throughout the
Office. Set aside 15 spaces on the right of the bottom Item 124 letter
case shelf or on the bottom shelf of the right wing immediately adjacent
to the Item 124 letter cases. The spaces may be located in the same
relative position on the top shelf in offices that have a consistently low
daily volume of undeliverable-as-addressed (UAA) mail. Whatever
option is used, the locations must be uniform throughout the individual
offices.
c. Label in Delivery Sequence. The letter separations on the carrier case
must be labeled in the exact sequence of delivery below the
corresponding separation. (For exception see Section 116.841.) Using
street names and numbers, labeling must proceed from left to right on
each shelf, starting in the left corner of the bottom shelf, and ending at
the right side of the top shelf. Any unused space should be in the upper
right corner of the case. When a wing contains letter separations, label
these separations as a continuation or lengthening of the same shelf on
the letter case. Firm names may be used when practicable and more
convenient.
d. Print Points of Delivery Under Separations. Normally print two points of
delivery under each separation. Be guided by average volume of mail
for each address.
e. Identify Streets. Separate the different streets with heavy vertical lines.
Use colored case labels to identify different street names to assist
carriers unfamiliar with the route in casing mail and learning and
memorizing the delivery pattern. Print the street name or number near
the beginning of each block with characters larger than those for the
individual addresses.
f. Signify Sections. Use colored labels or symbols to signify the sections
receiving only one delivery on a two trip route.
g. Number Relays or Loops on Labels. Carrier cases must be labeled to
identify relays, loops, or swings on the letter-case labels. Flat-case
labels must indicate the exact delivery area covered by each separation
and should correspond to relays or loops.
h. Label Cases Uniformly. Label all cases at the main office and other
delivery units uniformly.
i. Revise Labels When Adding Deliveries. As additional deliveries are
added to a route, the labels must be adjusted to fit these additions into
the case in exact delivery sequence.
j. No Changes in Carrier Cases Without Approval. When dividers or
separators must be removed to provide additional space for delivery
points having a consistently high daily volume, changes in the carrier’s
case can only be approved by the delivery unit manager and the case
labels must be adjusted.
k. Use CLASS Carrier Case Labels. CLASS carrier case labels should be
used ordinarily when routes are newly established and when extensive
route changes necessitate complete replacement of case labels.
Submit Form 313, Requisition for Printed Carrier Case Labels, or the
appropriate CLASS label requisition for CLASS labels to the designated
label printing unit. An employee skilled in lettering, if approved by the
District, may be used to prepare case labels if the time required is not
excessive.
118 Satchel Carts
118.1 Assignment
Postmasters and unit managers are responsible for authorizing use of
satchel carts on the routes. These carts are normally designed to carry two
satchels. In reviewing requests for assignment of satchel carts, they are to
consider the following factors:
a. Relieve carriers primarily from physical burden of carrying heavy loads
of mail.
b. Give priority in assignment to carriers with physical impairments.
c. Assign to carriers not having physical impairments only with the
express understanding that street time will not increase as a direct
result. When a carrier uses a cart, the 35-pound mail load limitation
does not apply. The satchels on the cart are to be filled to capacity,
both on the carry-out portion and at each relay point. When first
assigning a cart to a route, also consider adjusting the number of relay
points due to the greater carrying capacity of the cart.
118.2 Follow-Up
After assignments of satchel carts on city delivery routes, local management
shall:
a. Require carrier to use carts regularly, including day of inspection.
Irregular use at the option of carrier is not permitted.
b. Decide if cart will remain on route when a change in carrier assignment
occurs. If a carrier with a physical impairment is reassigned to another
route, continued need for the use of a cart must be evaluated.
c. When street time has increased as a direct result of assignment of a
cart, withdraw the cart immediately and reassign it to another carrier or
report it as surplus.