Stockroom Locator

Joined: 26 Feb 2005 Posts: 125

yeah it was a known issue.. two ways to fix.. reprint via snc on hardware small tags wo reprint via signriter
if you reprint out of signrigher run them out of tray two for some reason they wont smear that way,

Posted: Fri Oct 09, 2009 5:59 am Post subject: all i have to say is oh my

So if I remember correctly, the program was to be in full swing by the 15th of last month for small stores. Our store is about 85% tagged but only 30% loaded. I can see the benefits for HI and BC but not in softlines. There are too mny stockrooms and to much stock to maintain the amount of merchandise. Me and my team are finding it difficult to find the time to maintain the back warehouses let alone make it to the floor to maintain the others. Now is it me or did I read it wrong? Is it the responsibility of the Backroom Lead, the BRAS or the ASM's to maintain all the stockrooms? I was told it was me and that I had to do them all. We have 8 stockrooms of which 5 of them are considerably good sized. To load my back stockroom it took 2 days set and it takes one day to maintain. And last I knew, there were only seven days in a week? When am I supposed to manage my warehouse?

Joined: 15 Jan 2006 Posts: 119

Alright, so last night I got to actually use this system since the SNC I was using was actually working correctly (hooray!). I just have three words: it's so slow.

I had to help put truck away, which I honestly don't mind (it helps the time go by faster when there's no customers). A truck that would have taken me a whopping 20~30 minutes to complete now takes almost 2 hours thanks to having to scan all the shelf tag locations and merchandise before it goes on said shelf.

Same when removing merchandise from the stockroom for customers. What would take literally seconds is now taking anywhere from two to five minutes, depending on how long it takes the SNC to load the various screens and register the fact I've scanned something.

It's ridiculous. I'll stand by my original assessment that they took something that was working just fine (at least in shoes) and broke it beyond repair. I UNDERSTAND the general POINT of the stockroom locator, and yeah in some stockrooms it'll be really nice (the main warehouse for BC/vacs/the bigger stuff) since it tells you exactly where it is on the shelf and how many we have left (as long as people keep up with it) but for softlines, it's really a slow and unnecessary process.

Joined: 03 Mar 2005 Posts: 1646 Location: Michigan

This system can actually work --- if it's in a Target store.

Some doofus at SHC saw this as a great idea that Target was doing, and it indeed is a good system. However -- and this is why SHC will not benefit from this thievery -- you need to FULLY implement the system for it to produce the desired outcomes. What's missing is the key component that makes it work at Target: PEOPLE POWER.

Target has another thing: Their stores are based on master floorplans. These may be tweaked a bit due to site specific needs, but all Targets are purposely built. Their stores are developed for a useful life of 25 years, and supposedly have around only 5 store designs used. This is a key factor to backroom success. Backrooms are similarly designed, and are built around the chain supply models. They do not necessarily need lots of space to store vast quantities because of their chain management (truck) systems. Another key: same hours of operation across the chain. Close to 100% of Targets operate 8am-10pm 7days, with only certain exceptions based on local opening laws (SuperTargets are not open 24h like WMT or Meijer).

On average, there are between 10 and 20 associates that work the backroom ONLY in a Target store. Remember, also, that this is not in a SuperTarget environment, but in the regular, run of the mill discount Target store. Merchandise flow to and from the salesfloor is very efficient at all times of the open hours because of this. Say there are 12, 3 groups of 4, backroom folks. Group "A" works the dock, unloading. "B" moves the merchandise into the correct "receiving" areas, which represent amounts to go to replenishing the floor, stuff moved for future ad or other use, rainchecks, etc. Group "C" handles the overflow from floor replenishing by scanning it in to the proper holding area, and they also do the "pick-outs" that the salesfloor associates scan into the system. That mdse is stacked onto trolleys to be rolled out overnight mainly(replenish the shelves), but those "C" folks also handle the on-demand requests during the openhours. You sell a 42" TV that's only held in the backroom, they get it for you. An endcap is emptied of VO5 shampoo, scan it, and they'll get it for you.

You can see how efficient it works. The backroom staff is only scheduled during opening hours, with your peak level based upon receiving needs. Even though it may look like a payroll overload, it really is the opposite. The inventory level efficiency is what saves the money -- from all the way back to the original supplier to the end store.

While Target sees savings by using employees efficiently, SHC thinks they can DIRECTLY COPY from them and achieve savings through inefficient use of employees. Then, it's the employees' fault why savings are not generated.

Joined: 09 Dec 2008 Posts: 72

We are lucky to have 10 associates working at one time, LOL. Much less 10 actually working stock. And we are supposed to do the work of 30. Or hit the door.

Posted: Wed Oct 14, 2009 12:25 pm Post subject:

wow you add the reviving and back room teams at kmart together you only get 3 people

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