This document outlines a plan to improve the organization of store 03769 over a 3 to 6 month period. The goals are to achieve higher sales, more accurate inventory counts, and a cleaner store condition. Specific problems are identified such as inconsistent scanouts, a disorganized backroom, expired products, and lack of communication. The plan involves fixing counts, regular scanouts, organizing the backroom, checking for outs and lows, and improving communication. Challenges included lack of buy-in, staffing issues, and leadership changes. An updated plan focuses on clearances, cross-training, accountability, and coaching to drive more accurate inventory records, reduced shrink, increased organization and engagement. Management support is critical to success

1. Joe Pellegrini
ASMT-D280Central Phoenix-STR03769

2.  Specific: Achieve higher sales per customer $20 to $30, 85% to 95% Scanouts,
accurate counts, consistent 100% smart counts, and Store Condition during a 3-6
month period may take longer. This will cover the backroom and the floor
 Measurable: KPI Outs/Order Review, smart counts, sales trend counts, policy
implementations
 Attainable: Goals set out are attainable
 Realistic: Fixing OSA in this store will take at least 3 to 6 months maybe more.
Should show steady improvement 1 to 2 months
 Timely- Goal is to get OSA fixed in 3-6 months

3. 03769'S PROBLEMS WITH
OSA
 SMART COUNT WASN'T GETTING COMPLETED
 SCANOUTS WERE INCONSISTENT
 BACKROOM ORGANIZATION NEEDED HELP
 STORE CONDITION NEEDED HELP
 TOO MANY OUTS ON THE FLOOR
 EXCESSIVE 1506 WE DIDN'T KNOW ABOUT (ITEMS EXPIRED SOON OR
ALREADY EXPIRED BOTH IN STORE AND BACKROOM)
 NON BASIC ITEMS IN THE WAREHOUSE NOT BEING SOLD OFF
 INVENTORY BEING MISPLACED

4.  Fix the counts on a step by step basis
 Do scan outs on a regular basis
 Pull and work red carts
 Check lows and outs/tons
 Organize backroom and rearrange to where food and beverage is easy to access
since 3769 is a food store
 Communication: Create signs such as (to be worked, reset, to be binned, etc)

5.  Proposal to management at 3769 to buy in
 Creating signs for backroom communication
 Smart Counts/Price Changes on regular basis
 checking lows and outs and tons
 stocking outs and zoning
 Communication to the team members/leadership in meetings and 1/1

6.  Initiated the "no public restroom" policy with exceptions (Store Manager approval)
 Trouble with the Buy-in of the plan
 Problems with instock beverages/juices, cooler, and freezer
 Staffing problemsscheduling issues
 Staff lackadaisical
 Leadership Conflict
 Store Manager Change
 Granted half of an overnight to try and fix backroom

7.  Plan Paused
 New Store Manager's goal aligns more with OSA
 Cosmetics and Food bays switch
 Original plan to move vendor and water implemented
 Better concept and routine of smart counts and scanouts
 Backroom still in the same state
 Communication issues still present
 More focus on 1506 in more areas
 Changes ongoing unclear future

12.  1 or 2 overnight shifts
 Clearance any non-basic from the backroom
 Check for outdates in the backroom
 Making sure there's a mylar (even items with prices)
 Cross train, Cross train, Cross train
 Have more accountability
 More coaching
 check up on the progress
 + everything from the original plan
 Live at 3 zoning

13.  More accurate on hands
 Less Shrink
 More Organization
 Increased Team Member Engagement
 Higher Profits and Sales
 Better Communication
 Increased Teamwork

14.  Buy in very important
 Management support
 Describing plan in detail to whole team
 Change doesn't happen overnight
 Continuous coaching
 Giving feedback and recognition