New Rollouts for 2025?

TEST_DESC
Displays are difficult for store teams to execute and take up sellable space on shelf. With the shift in how Guests are shopping, there is a belief that displays are not as necessary as they once were with guests doing more research online before the come to the store to purchase. The Small Appliance team is planning to test the removal of all D72 displays from inline aisles to increase on shelf capacity for sellable stock and measure sales impact.
Testing a 3rd party kiosk that would take on the responsibility of mandated bottle and can redemption on behalf of the store. Kiosk would be located in the parking lot of select CA stores.
Testing a 3rd party solution/machine for guests to deposit their empty bottles and cans into (instead of coming inside the store).
Leverage ODTMs to support short business peaks or unplanned business and schedule needs.
Test stores using a CAD'd shoe adjacency that shows placement of all shoe planograms versus the store needing to map out their own adjacency with POG details from set workload calendar. Stores would continue to use existing shoe Hybrid POGs for set.
Test stores using a CAD'd shoe adjacency that shows placement of all shoe planograms versus the store needing to map out their own adjacency with POG details from set workload calendar. Stores would also test using a new shoe pog type- shoe flex pog for setting versus the Hybrid POG.
Currently Jewelry, Hair accessories and sunglasses are not located in the backroom. We have a 3rd party help support the floor pad and set transitions, so they are to organize in storage fixtures on the salesfloor however 50%+ keep these on metro carts. Shortage and INF are high so testing to backstock these items in the backroom to improve INF/Findability, leverage the new systematic pulls for A&A, improve pulls and increase sales comps.
Future California Legislation will require retailers to take back textiles for recycling. 37 store test from August - January. Stores will receive an additional recycling bin to add to the guest facing recycling found at FOS, Housekeeping and FOS Attendant will manage emptying the bin and taking it to the gaylord in the backroom for processing and shipping out.
Business Problem: SCO cash hardware fails at a high rate causing increased wait time and friction in the payment process. Stores are using new functionality to manage cash acceptance at SCO. On average, 50% of SCO have cash turned off indicating an opportunity to save capital expense in future NCR SCO replacement and remodel projects. Installing SCO without cash hardware saves $5500 per register. Guest Insight data indicates 95% of guests use a non-cash payment at SCO and 75% of guests would feel no impact to their experience at SCO if cash was no longer accepted. Discovery: Determine the best route to maximize our capital expense and operational savings while increasing profitability and protecting the team/guest experience at SCO Path Forward: Test Cashless SCO in 40 stores leveraging the NCR replacement program in 2025 to remove old hardware and replace with cashless units. Impacts Express SCO only, single SCO bank (32 stores) will no longer accept cash and dual entry/dual SCO bank (8 stores) will test one SCO bank with cash and one without. Test will begin in May 2025 providing capital expense savings of $2.3M in hardware and estimated $32k in reduced CSC calls/vendor visits.
Identify, place, and replenish high-productivity, online unique SKU’s in select stores with available backroom space and make these items available for SFS and OPU/DU. Improve local fulfillment of SFS orders, thereby improving promise speed to guest and reducing shipping cost.
Does pooling TLMD SFS volume improve guest click to deliver speed, fulfillment costs, and/or store operations? Can we consistently build density through a concentrated set of nodes?
We are testing a new box size in the SFS suite to reduce shipping and procurement costs. We typically ship 50% air in our shipments in our smallest boxes, this box is planned to reduce the amount of unnecessary space in our containers.
This test is allowing us to add Next Day Shipping capabilities in markets that are not supported by a Sortation Center, but still able to leverage the TLMD Last mile service. The test will allow us to learn how the stores are able to execute a Next Day Delivery capability, as well as provide key insights to our guests response to a next day delivery offering.
We have selected 9 stores across the DC and Tampa market where we have been able to push back the time in which guests can order each day and still expect to have their SFS order processed and shipped by the store. This was done in partnership with the EFO and Last Mile team in an effort to increase our ability to promise speed to our guests without making any overall changes to the store teams operations.
Store teams are left to make hard choices without the critical information and processes to support efficient, holistic replenishment in F&B. Goal is to enable systematic inventory visibility within the FDC Trailer Sort and Stock process to improve product availability and increase efficiency. Continue to learn, iterate and adapt based on learnings and store feedback.
Testing a new hardware for fire exit doors to prevent pry open burglaries
Rightsize the signing toolkit across total store to align with current payroll standards.
Testing a new hook bolt to determine if it will provide better physical security (pry open prevention) than older versions on front entry slider doors.
Translation devices are being tested at two stores on the east coast due to migrant language barriers, we purchased the devices and plan to continue to monitor their value and document learnings, at this time there aren't additional stores needing this device.
Testing digital communication board in place of red communication boards in select stores.
Testing a new Flex POG Process Testing new fixture labels Testing label strips in A&A
Assess an alternative prevention strategy. Removing FHLC's and replacing w/toppers and testing new single shelf
Assess removing doors in AB-Spirits in select stores
Provide prefilled helium balloons for purchase. Start with a 5 store POC and then scale to chain.
Create an unbiased and impartial centralized accommodation process, handled by subject matter experts, to establish a single line of responsibility and accountability with the intent to consistently deliver effective and meaningful accommodations for team members.
Problem: Security incidents threaten the safe, welcoming environment we strive to provide for guests. With limited AP coverage and adjustments to resource allocation, it’s more important than ever that we leverage our non-AP TMs. Goal: Empowering non-AP team members to proactively report security hazards, improving incident prevention and reinforcing a strong security culture.
Currently, MPM is built on legacy, outdated front-end technologies. The goal is to improve speed and accessibility without disrupting the existing user base. We are modernizing MPM’s front end UI from legacy, unsupported technologies at Target to modern, common, supported, shareable and scalable technologies. We have introduced React UI along with the Target owned shared UI component library Canvas This allows MPM to benefit from Target User Experience technology into our Progressive Web Application.
Testing stanchion in highest beauty shortage loc
Testing new UKG Pro WFM Timekeeping system ahead of full chain rollout.
Objective: Achieve Payroll Savings through limiting Fitting Room hours to 10 a.m. to 7 p.m. WIP Measurement plan is attached; Finalizing with CFT
POC to assess impact of security monitors in Beauty and Jewelry
A guided experience in the myDevice for setting POGs. This program will include reporting on the accuracy of a pog as well as time stamp data to inform labor.
Reduce overall RDC to Store lead time and understand benefits to stores and overall end to end costs.
Problem: Replenishing A&A is a visual/manual process that requires TMs to make decisions using their best judgement to ensure all size and color variations are available on the salesfloor. Hanging A&A items do not have a Sales Floor Capacity resulting in not being able to be replenished systematically. The current logic is only going after items that are OOS Solution: Generate automated replenishment for A&A that does not have a salesfloor capacity and is located in the backroom.
Store teams are left to make hard choices without the critical information and processes to support efficient, holistic replenishment in F&B. Goal is to enable systematic inventory visibility within the FDC Trailer Sort and Stock process to improve product availability and increase efficiency. Continue to learn, iterate and adapt based on learnings and store feedback.
We are testing if changing the pick logic and backstocking requirements for grocery improves sales floor availability for guests in Hilo. Hilo escalated to us their concern about fulfillment wiping out their sales floor. This is happening because pick pathing is directing fulfillment to the sales floor. Hilo has offered to back stock grocery items not previously backstocked so that picks can be directed to the backroom. Logic needs to be updated to prioritize backroom over sales floor for fresh food.
Small Format stores typically receive palletized freight with a low number of custom blocks (sort points). Palletized freight requires sorting to vehicles or stocking from pallet before open hours. A low number of custom blocks results in a wide assortment of departments/merch categories grouped within the same pallet, requiring a more thorough sort. RDC Ship Cart Test: A portion of trailer freight will be delivered via ship carts. Ship carts combined with a higher number of sort points unlock straight to salesfloor freight, bypassing the sort process, increasing overall efficiency of the replenishment process. **T3235 test started 9/23/24, remaining stores go live 3/2025
Assess an alternative prevention strategy. Removing FHLC's and replacing w/keeper and restrictive peg hook
~17 to 20% of BAFFLEs are items where the BRQ was understated. This means there were more units in a location than the system/BRQ indicated. This means Fill will only ask for the BRQ quantity when in actuality there is more product in the location and those unit(s) become BAFFLEs. Test/solution - leverage Fill to give TMs visibility to possible understated BRQ so that the TM can take appropriate action to prevent those units/items from becoming a BAFFLE .
Target+ has a 5+ year acceleration strategy that would grow current sales ($770M 2023FY) to over $8B by year 2030. In 2024, (First year of Acceleration) estimated sales are $1.1B (+$350M in sales compared to 2023, 49% 52 week comp) Write-off are incurred when returns are not shipped back to vendors or when a return dispute is submitted for their merchandise (unsellable upon receipt or not received). In 2024, estimated write off expense is estimated at ~$78M With current acceleration plans, write off expense could increase to $553.5M* by 2030 if no modifications are made to store return process. To reduce the potential write-off expense and improve vendor return rates, we are testing a new bagging standard. We incorporated all CRC returns to support ease of execution and unlock greater profit potential. Stores will be responsible for bagging all CRC returns, placing appropriate labels on the bag, and sorting in dispositioned boxes to be transported to the CRC. The intention is for the bags to protect the merchandise while being transported through the reverse network. We are continuously gaining feedback from store teams, the CRC and vendors to improve the test and working toward a full chain launch in Q2 2025.
The current hand sanitizer station is causing operational inefficiencies, useability challenges and a fragmented guest experience. This is undermining guest hygiene standards as well as Targets brand perception. These issues have stemmed from unreliable vendor capacity to meet demand and a lack of a user-friendly design leading to frustration amongst guests and team members. Purell is a trusted leader in hygiene solutions and offers Target an opportunity to address current challenges through its offerings of innovative hand sanitizer station solutions. The proposed hand sanitizer dispenser and stand combo prioritized durability, high-capacity refills and intuitive usability helping to ensure a consistency guest experience. The suggested Purell model includes replacements instead of refills that have batteries included (reducing downtime). Replacements are clear, making it easy to identify when a stand needs to be replenished. The suggested Purell dispenser will be tested in 30 stores.
Today, our inventory system does not show where the inventory is located as it moves throughout the store. Improving inventory visibility will improve inventory accuracy. Increasing that accuracy should decrease pain points for the field.
Testing 7x11 adhesive signs vs. fixtures needed for signing to reduce time to set ad as well as fixture costs per year.
Our primary objective of this test is to stabilize the number of cartons on trailers, with the goal of reducing the number trailer modifications, ensuring no negative impact on trailer fill efficiency. This will allow stores to better plan their workloads, optimize resources, and improve overall efficiency. Additionally, we aim to gather feedback on the impact of limiting Store Adds and Cancels. We will focus on maintaining or enhancing forecast accuracy. The 2024 FY Trailer Forecast Accuracy was 87.6%, resulting in Stores experiencing ~$185MM in misallocated trailer process payroll annually, our goal is to increase our accuracy which will reduce misallocated payroll. A key dependency in this effort will be the integration of S&OP accuracy metrics and their correlation with trailer accuracy. Trailers below 1800 will be cancelled and trailers will close as they reach 2500 cartons There are set requirements built in to ensure minimal inventory interruption to stores Stores must take 3 unloads per week Stores can never go 3 days without an unload Err on the side of canceling double vs single and reducing risk to higher carton future trailers
Stores will be auditing cartons and units from inbound trailers to capture the exact contents of delivered freight. This information will then be compared to the expected products on those trailers to determine the accuracy of trailer inventory.
NOP Guest Returns that meet test criteria will be made fulfillment eligible.
Store teams lack a holistic view of their daily workload which causes friction between process priorities, leads to inefficiencies, inaccuracies and inconsistencies in how stores optimize workload.
Current single store test of digital lock to improve efficiencies
The PU App 2.0 redesign launched with the intention of creating a foundational backend platform that could scale and deliver the enhancements needed to consistently drive efficiency, enhance quality, and deliver with the expected speed. Beyond the backend redesign, select operational enhancements have been included to address to focus areas; formalized staging, real time bag movement updates. and
 
Stores will be auditing cartons and units from inbound trailers to capture the exact contents of delivered freight. This information will then be compared to the expected products on those trailers to determine the accuracy of trailer inventory.

I think my store is auditing a trailer at some point in Q2 for the test.
 
Currently Jewelry, Hair accessories and sunglasses are not located in the backroom. We have a 3rd party help support the floor pad and set transitions, so they are to organize in storage fixtures on the salesfloor however 50%+ keep these on metro carts. Shortage and INF are high so testing to backstock these items in the backroom to improve INF/Findability, leverage the new systematic pulls for A&A, improve pulls and increase sales comps.

Back stocking jewelry freight. Good luck with that. /nopayroll

--

Testing 7x11 adhesive signs -- yay! more sticky residue left behind on label strip holders! woot woot!
__

Trailers below 1800 will be cancelled and trailers will close as they reach 2500 cartons.

slashing of payroll..... fewer trucks, fewer payroll $$

--
Stores will be auditing cartons and units from inbound trailers to capture the exact contents of delivered freight. This information will then be compared to the expected products on those trailers to determine the accuracy of trailer inventory.

what is old will become new again.
__
Store teams lack a holistic view of their daily workload which causes friction between process priorities, leads to inefficiencies, inaccuracies and inconsistencies in how stores optimize workload.

no, no. Stores lack payroll.
 
Create an unbiased and impartial centralized accommodation process, handled by subject matter experts, to establish a single line of responsibility and accountability with the intent to consistently deliver effective and meaningful accommodations for team members.

Oh, this one is tricky as fuck.
It seems like a great idea.
Now it won't be in the hands of the HR person in the store, who may not be trained for it.
There is a team of experts who will be handling the requests and making sure they get handled by ADA standards.
Considering some of the stories I've heard here that sounds wonderful.
I'm sure it could easily start out that way but like all things started by a company that is focused on making money it's going to go bad.
But now think about how insurance companies work.
You are going to get a voice on a phone making decisions about what is going to happen in a store in some cases (remember I live in Alaska) a thousand miles away.
They have no idea what the circumstances that call for that accommodation or if it is reasonable or not.
They are only going to consider how much it costs the company.
I hope this isn't true but I'm willing to bet that is what happens.
 
Last edited:
Where did you get this information?
TEST_DESC
Displays are difficult for store teams to execute and take up sellable space on shelf. With the shift in how Guests are shopping, there is a belief that displays are not as necessary as they once were with guests doing more research online before the come to the store to purchase. The Small Appliance team is planning to test the removal of all D72 displays from inline aisles to increase on shelf capacity for sellable stock and measure sales impact.
Testing a 3rd party kiosk that would take on the responsibility of mandated bottle and can redemption on behalf of the store. Kiosk would be located in the parking lot of select CA stores.
Testing a 3rd party solution/machine for guests to deposit their empty bottles and cans into (instead of coming inside the store).
Leverage ODTMs to support short business peaks or unplanned business and schedule needs.
Test stores using a CAD'd shoe adjacency that shows placement of all shoe planograms versus the store needing to map out their own adjacency with POG details from set workload calendar. Stores would continue to use existing shoe Hybrid POGs for set.
Test stores using a CAD'd shoe adjacency that shows placement of all shoe planograms versus the store needing to map out their own adjacency with POG details from set workload calendar. Stores would also test using a new shoe pog type- shoe flex pog for setting versus the Hybrid POG.
Currently Jewelry, Hair accessories and sunglasses are not located in the backroom. We have a 3rd party help support the floor pad and set transitions, so they are to organize in storage fixtures on the salesfloor however 50%+ keep these on metro carts. Shortage and INF are high so testing to backstock these items in the backroom to improve INF/Findability, leverage the new systematic pulls for A&A, improve pulls and increase sales comps.
Future California Legislation will require retailers to take back textiles for recycling. 37 store test from August - January. Stores will receive an additional recycling bin to add to the guest facing recycling found at FOS, Housekeeping and FOS Attendant will manage emptying the bin and taking it to the gaylord in the backroom for processing and shipping out.
Business Problem: SCO cash hardware fails at a high rate causing increased wait time and friction in the payment process. Stores are using new functionality to manage cash acceptance at SCO. On average, 50% of SCO have cash turned off indicating an opportunity to save capital expense in future NCR SCO replacement and remodel projects. Installing SCO without cash hardware saves $5500 per register. Guest Insight data indicates 95% of guests use a non-cash payment at SCO and 75% of guests would feel no impact to their experience at SCO if cash was no longer accepted. Discovery: Determine the best route to maximize our capital expense and operational savings while increasing profitability and protecting the team/guest experience at SCO Path Forward: Test Cashless SCO in 40 stores leveraging the NCR replacement program in 2025 to remove old hardware and replace with cashless units. Impacts Express SCO only, single SCO bank (32 stores) will no longer accept cash and dual entry/dual SCO bank (8 stores) will test one SCO bank with cash and one without. Test will begin in May 2025 providing capital expense savings of $2.3M in hardware and estimated $32k in reduced CSC calls/vendor visits.
Identify, place, and replenish high-productivity, online unique SKU’s in select stores with available backroom space and make these items available for SFS and OPU/DU. Improve local fulfillment of SFS orders, thereby improving promise speed to guest and reducing shipping cost.
Does pooling TLMD SFS volume improve guest click to deliver speed, fulfillment costs, and/or store operations? Can we consistently build density through a concentrated set of nodes?
We are testing a new box size in the SFS suite to reduce shipping and procurement costs. We typically ship 50% air in our shipments in our smallest boxes, this box is planned to reduce the amount of unnecessary space in our containers.
This test is allowing us to add Next Day Shipping capabilities in markets that are not supported by a Sortation Center, but still able to leverage the TLMD Last mile service. The test will allow us to learn how the stores are able to execute a Next Day Delivery capability, as well as provide key insights to our guests response to a next day delivery offering.
We have selected 9 stores across the DC and Tampa market where we have been able to push back the time in which guests can order each day and still expect to have their SFS order processed and shipped by the store. This was done in partnership with the EFO and Last Mile team in an effort to increase our ability to promise speed to our guests without making any overall changes to the store teams operations.
Store teams are left to make hard choices without the critical information and processes to support efficient, holistic replenishment in F&B. Goal is to enable systematic inventory visibility within the FDC Trailer Sort and Stock process to improve product availability and increase efficiency. Continue to learn, iterate and adapt based on learnings and store feedback.
Testing a new hardware for fire exit doors to prevent pry open burglaries
Rightsize the signing toolkit across total store to align with current payroll standards.
Testing a new hook bolt to determine if it will provide better physical security (pry open prevention) than older versions on front entry slider doors.
Translation devices are being tested at two stores on the east coast due to migrant language barriers, we purchased the devices and plan to continue to monitor their value and document learnings, at this time there aren't additional stores needing this device.
Testing digital communication board in place of red communication boards in select stores.
Testing a new Flex POG Process Testing new fixture labels Testing label strips in A&A
Assess an alternative prevention strategy. Removing FHLC's and replacing w/toppers and testing new single shelf
Assess removing doors in AB-Spirits in select stores
Provide prefilled helium balloons for purchase. Start with a 5 store POC and then scale to chain.
Create an unbiased and impartial centralized accommodation process, handled by subject matter experts, to establish a single line of responsibility and accountability with the intent to consistently deliver effective and meaningful accommodations for team members.
Problem: Security incidents threaten the safe, welcoming environment we strive to provide for guests. With limited AP coverage and adjustments to resource allocation, it’s more important than ever that we leverage our non-AP TMs. Goal: Empowering non-AP team members to proactively report security hazards, improving incident prevention and reinforcing a strong security culture.
Currently, MPM is built on legacy, outdated front-end technologies. The goal is to improve speed and accessibility without disrupting the existing user base. We are modernizing MPM’s front end UI from legacy, unsupported technologies at Target to modern, common, supported, shareable and scalable technologies. We have introduced React UI along with the Target owned shared UI component library Canvas This allows MPM to benefit from Target User Experience technology into our Progressive Web Application.
Testing stanchion in highest beauty shortage loc
Testing new UKG Pro WFM Timekeeping system ahead of full chain rollout.
Objective: Achieve Payroll Savings through limiting Fitting Room hours to 10 a.m. to 7 p.m. WIP Measurement plan is attached; Finalizing with CFT
POC to assess impact of security monitors in Beauty and Jewelry
A guided experience in the myDevice for setting POGs. This program will include reporting on the accuracy of a pog as well as time stamp data to inform labor.
Reduce overall RDC to Store lead time and understand benefits to stores and overall end to end costs.
Problem: Replenishing A&A is a visual/manual process that requires TMs to make decisions using their best judgement to ensure all size and color variations are available on the salesfloor. Hanging A&A items do not have a Sales Floor Capacity resulting in not being able to be replenished systematically. The current logic is only going after items that are OOS Solution: Generate automated replenishment for A&A that does not have a salesfloor capacity and is located in the backroom.
Store teams are left to make hard choices without the critical information and processes to support efficient, holistic replenishment in F&B. Goal is to enable systematic inventory visibility within the FDC Trailer Sort and Stock process to improve product availability and increase efficiency. Continue to learn, iterate and adapt based on learnings and store feedback.
We are testing if changing the pick logic and backstocking requirements for grocery improves sales floor availability for guests in Hilo. Hilo escalated to us their concern about fulfillment wiping out their sales floor. This is happening because pick pathing is directing fulfillment to the sales floor. Hilo has offered to back stock grocery items not previously backstocked so that picks can be directed to the backroom. Logic needs to be updated to prioritize backroom over sales floor for fresh food.
Small Format stores typically receive palletized freight with a low number of custom blocks (sort points). Palletized freight requires sorting to vehicles or stocking from pallet before open hours. A low number of custom blocks results in a wide assortment of departments/merch categories grouped within the same pallet, requiring a more thorough sort. RDC Ship Cart Test: A portion of trailer freight will be delivered via ship carts. Ship carts combined with a higher number of sort points unlock straight to salesfloor freight, bypassing the sort process, increasing overall efficiency of the replenishment process. **T3235 test started 9/23/24, remaining stores go live 3/2025
Assess an alternative prevention strategy. Removing FHLC's and replacing w/keeper and restrictive peg hook
~17 to 20% of BAFFLEs are items where the BRQ was understated. This means there were more units in a location than the system/BRQ indicated. This means Fill will only ask for the BRQ quantity when in actuality there is more product in the location and those unit(s) become BAFFLEs. Test/solution - leverage Fill to give TMs visibility to possible understated BRQ so that the TM can take appropriate action to prevent those units/items from becoming a BAFFLE .
Target+ has a 5+ year acceleration strategy that would grow current sales ($770M 2023FY) to over $8B by year 2030. In 2024, (First year of Acceleration) estimated sales are $1.1B (+$350M in sales compared to 2023, 49% 52 week comp) Write-off are incurred when returns are not shipped back to vendors or when a return dispute is submitted for their merchandise (unsellable upon receipt or not received). In 2024, estimated write off expense is estimated at ~$78M With current acceleration plans, write off expense could increase to $553.5M* by 2030 if no modifications are made to store return process. To reduce the potential write-off expense and improve vendor return rates, we are testing a new bagging standard. We incorporated all CRC returns to support ease of execution and unlock greater profit potential. Stores will be responsible for bagging all CRC returns, placing appropriate labels on the bag, and sorting in dispositioned boxes to be transported to the CRC. The intention is for the bags to protect the merchandise while being transported through the reverse network. We are continuously gaining feedback from store teams, the CRC and vendors to improve the test and working toward a full chain launch in Q2 2025.
The current hand sanitizer station is causing operational inefficiencies, useability challenges and a fragmented guest experience. This is undermining guest hygiene standards as well as Targets brand perception. These issues have stemmed from unreliable vendor capacity to meet demand and a lack of a user-friendly design leading to frustration amongst guests and team members. Purell is a trusted leader in hygiene solutions and offers Target an opportunity to address current challenges through its offerings of innovative hand sanitizer station solutions. The proposed hand sanitizer dispenser and stand combo prioritized durability, high-capacity refills and intuitive usability helping to ensure a consistency guest experience. The suggested Purell model includes replacements instead of refills that have batteries included (reducing downtime). Replacements are clear, making it easy to identify when a stand needs to be replenished. The suggested Purell dispenser will be tested in 30 stores.
Today, our inventory system does not show where the inventory is located as it moves throughout the store. Improving inventory visibility will improve inventory accuracy. Increasing that accuracy should decrease pain points for the field.
Testing 7x11 adhesive signs vs. fixtures needed for signing to reduce time to set ad as well as fixture costs per year.
Our primary objective of this test is to stabilize the number of cartons on trailers, with the goal of reducing the number trailer modifications, ensuring no negative impact on trailer fill efficiency. This will allow stores to better plan their workloads, optimize resources, and improve overall efficiency. Additionally, we aim to gather feedback on the impact of limiting Store Adds and Cancels. We will focus on maintaining or enhancing forecast accuracy. The 2024 FY Trailer Forecast Accuracy was 87.6%, resulting in Stores experiencing ~$185MM in misallocated trailer process payroll annually, our goal is to increase our accuracy which will reduce misallocated payroll. A key dependency in this effort will be the integration of S&OP accuracy metrics and their correlation with trailer accuracy. Trailers below 1800 will be cancelled and trailers will close as they reach 2500 cartons There are set requirements built in to ensure minimal inventory interruption to stores Stores must take 3 unloads per week Stores can never go 3 days without an unload Err on the side of canceling double vs single and reducing risk to higher carton future trailers
Stores will be auditing cartons and units from inbound trailers to capture the exact contents of delivered freight. This information will then be compared to the expected products on those trailers to determine the accuracy of trailer inventory.
NOP Guest Returns that meet test criteria will be made fulfillment eligible.
Store teams lack a holistic view of their daily workload which causes friction between process priorities, leads to inefficiencies, inaccuracies and inconsistencies in how stores optimize workload.
Current single store test of digital lock to improve efficiencies
The PU App 2.0 redesign launched with the intention of creating a foundational backend platform that could scale and deliver the enhancements needed to consistently drive efficiency, enhance quality, and deliver with the expected speed. Beyond the backend redesign, select operational enhancements have been included to address to focus areas; formalized staging, real time bag movement updates. and
 
No, no, they just don't know how to USE it! 3 cashiers all day is fine right? What do you mean [BIG COLLEGE] is having a football game? What do you mean someone called out? You just need to move faster work more efficiently!

YOU CAN DO IT, TEAM! /s

Back up to Front End, please. [who am I kidding, we rarely, if ever, hear a "please" on the walkie.]

Can I get two people in OPUs? Can I get a response?

Everyone, pick two Standard batches after you have unloaded the truck.
 
Back up to Front End, please. [who am I kidding, we rarely, if ever, hear a "please" on the walkie.]

Can I get two people in OPUs? Can I get a response?

Everyone, pick two Standard batches after you have unloaded the truck.

Oh, and also can you grab the fitting room call button while simultaneously helping that Tech guest(s) since you have the keys to both and there's no one scheduled in Tech today? But also, get that FULL kids metro cleared off ASAP even though you are actually needed to be in Sort working on repacks.

......meanwhile, some time later......

What do you mean you're not coming clean on truck??? We gave you enough hours to do it!

Why was your Pick On Time red?

Why is INF so high??

Why were so many TMs supporting fulfillment when you didn't meet forecast?

Where is your pacesetter at FOS? You need someone there ALL the time!
 

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