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Field to Table Analysis

Field to Table Analysis. List of Ideas / Opportunities. SKU Proliferation. Over the last 3 years SKUs grew by 33%, but sales/profit had not. SKU’s scanned – Current Month. SKU’s below $25 sales in current month. Didn’t include zero sales items, too hard to acquire data for this analysis.

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Field to Table Analysis

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  1. Field to Table Analysis

  2. List of Ideas / Opportunities

  3. SKU Proliferation Over the last 3 years SKUs grew by 33%, but sales/profit had not

  4. SKU’s scanned – Current Month

  5. SKU’s below $25 sales in current month Didn’t include zero sales items, too hard to acquire data for this analysis

  6. Store Checkout Safety - ergonomics Customer service / speed Labor productivity

  7. Checkout Data • 7.13 seconds per item • Based on 22 separate time studies • Equivalent to $0.44 per case (labor cost) • Total checkout labor cost $67.2 million • Reduce 1 second per item-transaction equal to: • $9.4 million labor savings

  8. Observations • Safety implications in scanning • One checkout - 15 min for 96 items • UPC on shrink-wrap veggies not scan-able • Competitors – multiple UPC on package • Competitors – aggressive beam technology • Coupons take extra time • EBT transactions take extra time • Customer survey at register takes extra time

  9. Inbound Transportation Vendor Product shipped to Distribution Center

  10. Data & Observation • Our process does not promote reducing inbound transportation costs • Vendor transported vs. In-House Broker or Backhaul • Currently company handles only 18% of all inbound loads • Industry standard: 36% • Each 1% increase equals net $471,500 annually • Reaching 36% equals net $8.5 million annually

  11. Recommendations • Process flow mapping project • Backhaul, brokering & vendor truck • Procurement, distribution & accounting • Identify decision gaps & non-value added steps • Design new process incorporating best-cost options • Deeper understanding of the implications of changes to our current process/method • Change the process of how we handle inbound transportation

  12. Minimum Case Order Quantity

  13. Data & Observations Data collected from Winchester DC March 12th, 2009

  14. Data & Observations 1.9 sec drop

  15. Case Productivity Data • Company previously had a 3 case minimum for many items, but it was changed • If we had a 3 case minimum for the DCs • Need 10 fewer Order Selectors ($360,000) • If we had a 3 case minimum for Stores • Stocking times are about 3x of a DC order selection • Need 30 fewer Stockers ($540,000) • Reality is that this improves scheduling at the store and will impact labor productivity

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