BoxCutter
Cut hard. Cut deep.
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Can we push this tidbit up to the senior executives at HQ, please?
MEGATHREAD End to End team PILOT
- Thread starter Apapaia
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They are too busy giving each other "high 5's" over their latest move to save money.
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- Jun 22, 2014
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So, if Viper is back, I guess I should hurry up and make the full switch from Instocks to Flex..
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We all end up getting the stinky end..
Rock Lobster
Executive Team Leader
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This is similar to Viper in concept, but Viper doesn't hold a candle to the amount of change this is about to bring. This is larger than most people realize, and upper leadership knows it and is trying to prepare the store teams for what is about to come in the next 3-6 months.
In all actuality, I completely agree with the direction. You can see the thought and strategy behind these decisions in the long-term if you are paying attention to the overall environment we are currently in.
End to End is not just about filling the floor differently. It is an extreme change to our supply chain system. Freight will become palletized and softlines will come in on racks already sorted. Deliveries will then become flexible and segregated, allowing for stores to not utilize as much payroll before the store opens. ETL org charts will change to realign with this direction, and you will have ETLs who own the entire business for a section of the store (Grocery, Essentials, Style). HR and LOG will no longer be needed (perhaps just a TL for each in stores). Payroll will reallocate into those workcenters and each ETL will be the "STL" of their own store within the store.
This direction (along with future remodels) will clear out our stockrooms and potentially expand them. For stores with a larger square footage, this will address our problem with the ship from store model. Right now at lower volumes, the small space granted to packing and shipping online orders is acceptable, but any future growth would not be feasible. These above changes will open up the space required to fuel anymore growth with online sales. We will be able to condense our stockrooms down as a whole, and bulk receiving will no longer need a track and lines for unload, so that space will also open up for storage.
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3-6 months?! I was planning on staying at Spot for the next couple of years while I work on my master's degree due to its flexibility with scheduling. I guess its time to amp up my efforts to find another job. I like the idea of "owning" my own area, but I just don't see this working out well.
SFSFun
Ship from Store: Don't call it Ship To Store!!
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Every time I see our line, I fantasize about what we could move there to open up space for SFS. Although those are usually followed by nightmares of having an entire truck's worth of pallets in front of it while trying to pull a batch from those locations.
Rock Lobster
Executive Team Leader
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Yes, that is Target's downfall but we also cannot wait forever for these things to change. That is why Target appears to be ok with the store teams just figuring it out at this point. They are rolling out palletized freight and are basically saying, "We don't care how or when this gets done because every store is different, just do whatever time works best for your store"
Essentially if you get good results in your area they won't question how you are doing it in these models.
oath2order
Scary Socialist
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The issue is though, all of this requires people to care and pay attention. I constantly see curtains and bath curtains misplaced on each other's aisles, for example. You have to actually get the team to care about paying attention as to where they push their product.
If there isn't as much pressure on flow team to get the stuff done and if we can save time with the pallet changes, then I could see this working and the focus switching from "just get it on the floor" to "put it in the right spot and don't overpush"
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Our flow team is instructed to have no backstock over the walkie as I'm starting a pog where I have backstock right off the bat due to overpush. And flow doesn't backstock so, like, why? They didn't save time yet now I'm going to waste time later backstocking their push. It's ludicrous.
I'm back and forth on this e2e, but in this area I totally get it. If I'm a tm in my area pushing I'll do it right always. There's no "I'll let someone else worry about it" because me and my team are the only ones dealing with it. There is a lot more accountability.
I'm back and forth on this e2e, but in this area I totally get it. If I'm a tm in my area pushing I'll do it right always. There's no "I'll let someone else worry about it" because me and my team are the only ones dealing with it. There is a lot more accountability.
That is a poor leader. I have been flow for over 5 years and never ever has any leader told us no backstock.
Stocker
Old Team Member
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- Jan 22, 2014
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Yeah a PTM area is the only time I have heard those words. Probably just someone with to much backstock in backroom and does not want anymore, that just hurts the store overall.
Well I have been through several of them. It means they get people out of the building on time. No matter who else cleans up the mess.
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I heard our STL had given both ON ETLs the "no backstock, push all" policy. I know he's challenging them (they're new) but how much do I hate that rule. I've seen merch hidden behind merch, flexed, overpush... everything. It's to the point that one of the ETLs would put down a good endcap (or anywhere), leave what was used to be there and place on the endcap what came in the truck. I once came to work to find almost all the patio furniture have a lot of pillows. I would often have something that was overpush or flexed and needed to be backstock. If it's a TRUE backstock, then backstock it please.
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Smaller backroom + more SFS = headache. Individually, they each make sense. Fiscally, together, they make sense. Putting them together though, doesn't make a whole lot of logical sense. Instead of streamlining SFS efficiency by keeping it to backroom locations only, each TM doing SFS will be running around the store where nothing is in the right place. Compound that with the growing pains guaranteed to happen alongside this End to End transition. It isn't usually setting or pulling or pushing that get left behind when time is tight and work is demanding, it's zoning and reshop.
Picture doing SFS in Q1/2. Picture SFS in Q3/4 where the amount of orders gets staggering, in addition to what's happening on the salesfloor.
Picture doing SFS in Q1/2. Picture SFS in Q3/4 where the amount of orders gets staggering, in addition to what's happening on the salesfloor.
Stocker
Old Team Member
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Of course if they get rid of the backroom who will backstock? I suppose someone connected to the salesfloor (former backroom team member) is suppose to do it.
Rock Lobster
Executive Team Leader
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According to feedback from the tests, apparently there is far less backstock than our current system. I do not know exactly how they are accomplishing that, but I would guess that since it forces you to push all you probably get a decent amount out. That and I am assuming your transition/nop is palletized on its own pallets? I wish someone had an actual guide to end to end...
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