Activities for Task Manager, Storewalk and KPI Activator - Example

Name: Course: Instructor Date: Name: 1 Instructor 1 This document represents full business requirements of Operation Excellence Project. This article provides a complete structure that will enable the Panda supermarket achieve its goals. This proposal introduces a comprehensive framework for managing the complexity of Panda supermarket structure and an all-round blueprint that ensure an IT enabled supermarket. The proposal clearly establishes core process of the supermarket and a powerful baseline for improving business performance. The nature of Panda’s core processes becomes clear through actualization of the fact that supermarket business as a single functional system. In this regards, by managing and improving the operation department of the supermarket, substantial improvements can be realized on critical factors such as lead-time requirements and most importantly the availability of stock when needed throughout the supply chain. 4 Information technology systems are widely used in supermarkets and in the distribution of goods. IT is used in several ways in the modern, large supermarkets from stock control to maintaining temperatures in fridges and freezers. The operation department is keen to establish several policies concerning number of checkout lanes that are responsible for providing a satisfactory service to the customers. This requires the use of advanced technology such self-serve scanners. Therefore, this proposal is an indication of how the supermarket is moving in a right direction as far as technology is concerned. The main objective of this proposal is to integrate IT in the operation of Panda supermarket. 4 TECHNOLOGY IN SUPERMARKETS 4 Securing the network, systems and data as a way for managing the security risk 5 Information and self-service kiosks throughout the supermarket 5 Proper Customer Relationship Management (CRM) programs 5 Effective delivery of content to the customers in the supermarket through their own smartphones or PDAs. 5 Product Information Management (PIM) as a stepping stone 5 Deployment of automated operating system 5 Excessive expenses on non-performing products 5 Damage to customer and partner confidence 5 Damage to reputation 5 1.HQ to Stores Communication 5 2. Stores to HQ Communication 6 3.KPIs and Dashboard 6 4.Feedback Collection (Survey) 7 5. Auditing 8 Executive Summary This document represents full business requirements of Operation Excellence Project. This article provides a complete structure that will enable the Panda supermarket achieve its goals. This proposal introduces a comprehensive framework for managing the complexity of Panda supermarket structure and an all-round blueprint that ensure an IT enabled supermarket. The proposal clearly establishes core process of the supermarket and a powerful baseline for improving business performance. The nature of Panda’s core processes becomes clear through actualization of the fact that supermarket business as a single functional system. In this regards, by managing and improving the operation department of the supermarket, substantial improvements can be realized on critical factors such as lead-time requirements and most importantly the availability of stock when needed throughout the supply chain. Information technology systems are widely used in supermarkets and in the distribution of goods. IT is used in several ways in the modern, large supermarkets from stock control to maintaining temperatures in fridges and freezers. The operation department is keen to establish several policies concerning number of checkout lanes that are responsible for providing a satisfactory service to the customers. This requires the use of advanced technology such self-serve scanners. Therefore, this proposal is an indication of how the supermarket is moving in a right direction as far as technology is concerned. The main objective of this proposal is to integrate IT in the operation of Panda supermarket. TECHNOLOGY IN SUPERMARKETS Information technology should be a tool to enhance a firm and to promote competitive advantage, considering the fact that today’s retail market is a complex where disposable income are squeezed. IT integration in the supermarkets is a competitive tool that each and every supermarket is strategizing towards. Technology is an important way of automating the supermarket, analyzing performance and managing relationships with the suppliers and customers. In some cases, integration of technology in the operation of supermarkets speeds up stock replenishment, reduces costs and minimizes duplication. The integration of technology in the operation of supermarkets goes overboard and improves the accuracy in the customer checkout, decision making and operation. These are just but few of the importance that our supermarket shall gain with the integration of technology in the operation of the supermarket. As the operation department it becomes our task to make sure that this noble plan is implemented to the full capacity. SCOPE Inclusions: One channel of communication between HQ and stores through Ops Support. Securing the network, systems and data as a way for managing the security risk RFID enabled supermarket Communication is traceable for monitoring compliance. One channel of communication between stores and HQ with agreed SLAs. KPIs and Dashboard for reporting and monitoring KPIs in near real-time and react on them if needed. Feedback collection including spreadsheets, questions, surveys, forms etc. Integrated auditing platform to enable auditors, RM, DM, health and safety etc. providing the freshest produce, best prices and the best possible service Everyday Reward Website to register the customer’s card and become a Frequent Flyer Information and self-service kiosks throughout the supermarket More digital signage devices Proper Customer Relationship Management (CRM) programs Advancement of self-checkout systems for the customers Effective delivery of content to the customers in the supermarket through their own smartphones or PDAs. Product Information Management (PIM) as a stepping stone Health checks to be done on tablets and generate corrective actions. Reporting and analysis. Deployment of automated operating system Centralized directory for authentication and authorization Exclusions Excessive expenses on non-performing products Loss of revenue Damage to customer and partner confidence Legal consequences Damage to reputation Interruption of business process 1. HQ to Stores Communication For HQ to stores communication we will keep the requirements as detailed as possible with following scope: Stores Hierarchy and Roles: Ability to categories and structure stores based on regions, city and format. Ability to add attributes to stores to communicate by attributes. Ability to define roles and jobs to communicate by role. Communicate using combination of the above (i.e. based on store and role combination where each can be defined using a criteria to be defined for that communication). The message could be a task which is have a deadline and requires confirmation that action is done by the user. The message could be for communication purposes with no action required. All messages are traceable in real time to know the status of every message (e.g. read status, actions status. The message can have attachments (including pictures, PDF, MS office files, and other media) Importance of message can be set and escalation is possible if it is high importance for non-compliance. Ability to have recurring tasks. Gatekeeper to approve or decline communications. Users can reassign the task based on authority (roles) defined. The use of the internet to convey the message Scripting and scheduled tasks to aid in the purging of data. Establishing a web presence to view product information and to help convey the message to the customer Mobile workforce management software that integrates with other workforce systems to reach all store employees and customers. 2. Stores to HQ Communication Stores to communicate to Operation Support Office for their issues and support needed. Every communication will initiate a ticket which is traceable with defined SLAs. Issues can be predefined in categories with agreed SLA. Every category is assigned to specific user in Operation Support Office. Escalation process is supported within the agreed SLAs. Stores need to confirm closing the ticket. The operation support number to be written in every copy of receipts so that customers can call to raise their queries Creation of suggestion box Online support service and self-support service Two way radios, tablets, smart badges and handled computers to make the staff to respond to customer needs Maintaining an atmosphere that values sharing information is upward, downward and peer-to-peer direction. 3. KPIs and Dashboard The retail trading is all about selling the products and retaining more customers. Therefore, in order to maintain competitive advantage among the competitors; then the supermarket need to know everything about the business, competition and the customers. The following KPIs are important to help keep the performance of the supermarket into perspectives at all times. Stores can have access to their specific store dashboard which will have store agreed KPI. Setting realistic goals and follow-up dates Utilization of appropriate reinforcement techniques KPI can be measured against targets and displayed in RAG format. Action to be triggered as task when KPI is not delivered. RM/DM to have their stores KPIs. Coaching for results KPI measure Importance Cost of goods sold This will measure the actual profit margin on products through analyzing the effects of costs on the supermarket’s performance. Customer satisfaction This will be used to determine the supermarket’s customer service hence the customer’s perception towards the business. Point of purchase Identify the relevant trends in terms of purchases. 4. Feedback Collection (Survey) Surveys: Surveys can created from scratch, copied from other surveys, or based on a template (from library) Surveys can be mandatory or optional Surveys need to have start and end date with ability of gatekeeper to force end a survey (even if date is different form defined end date) Ability to keep a survey opens after due date while showing it is overdue. Ability to see feedback on store level as well as a summary (consolidated data) of aggregate data. Surveys can be sent to specific stores and roles based on criteria (including store hierarchy, attributes, roles etc. Ability to see survey status in real-time (e.g. start, progress, and submission) on store level as well as on all hierarchy levels. Ability to skip (hide) questions based on answers to other questions in the same survey Survey components: Each question in the survey can be mandatory or optional Feedback (answers to questions) can be collected as Single line or multiple lines of text Numeric (with validation as integer, decimal, max and min etc. Single option (radio button) or multiple options (check boxes) Yes/No Date (date picker) grid or matrix format that includes above options Ability for the responder to add attachments 5. Auditing Health checks can be created centrally and pushed to users. Assign specific user, role, store, attribute to do the health checks. Questions to have weights. Ability to set target % for pass or failed. Ability to identify critical questions which will fail the store is it is not met. Ability to have recurring audits. Audits can be assigned as tasks. Can take pictures for non-compliance. Initiate tasks for non-compliance questions as corrective actions. Initiate ticket to Operation support if needed. Visits scheduling. Validation of store coordinates before initiating a visit. IT enabled audit department Initiating the use of coupons, specials and promotions in the supermarket Special inventory tracking system to help check the stock Prepaid debit card acceptance Bibliography Balchin A. (1994) Part-time workers in the multiple retail sector: small change from employment protection legislation?, Employee Relations, Vol. 16 Issue 7, pp.43-57; Clarke I., Bennison D. and Guy C. (1994). The Dynamics of UK Grocery Retailing at the Local Scale, International Journal of Retail & Distribution Management, Vol. 22 Issue 6, pp.11-20; De Toni A. and Tonchia S. (2003) Strategic planning and firms’ competencies: Traditional approaches and new perspectives, International Journal of Operations & Production Management, Vol. 23 Issue 9, pp.947-976; Read More