At my store (AA vol Super Target, overnight process for flow), this is how I ran the dayside backroom:
First one comes in at 8 am, gets equipment and checks to see if the 7am CAF was pulled (why the hell does this even exist anyways?) immediately followed by Suspect Date Audit.
Check in with O/N if they haven't left yet to see if there's anything they want done right away.
Walk the backroom noting any backstock to be completed, things out of place to be fixed, etc.
Pull research batches.
Pull POGs, PTMs, EXFs, MIRs, Sweeps, take care of backstock, do the audit batch, item merge, and any other task I am forgetting. The actual priority of each of these tasks is dependent on the rest of the store. If there are some sales planner POGs in the gun and the floor is calling for them, I'll make it happen before others. If there's a ton of backstock and O/N did not specifically tell me to leave it for them to finish, I'll prioritize that. If the audits haven't been gettting done, I'll try to hit that first if I can. If NONE of that has been getting done, I'm probably in a very bad mood that day.
As a general rule, I usually put PTM pulls on the bottom of my priority list unless someone is actually asking for them since our Sales Floor is TERRIBLE at working them. PTMs have a tendency to hang around the backroom for 1-2 weeks getting pushed from one end to the other before someone finally decides to work it to the floor.
Other batches by request
Continue any tasks from above
Backstock CAF merchandise that comes back. Audit it if it looks like it wasn't worked properly (>50% of CAF comes back, several unopened cases)
Pull and stage price changes
Set the line for overnight
Stage all backstock
Pull TnT merchandise (if Monday night)