1) it looked like some of the hrtms posting on here were eye'ing themselves and shoe ins for the new positions
2) none of the ones I interacted with ever seemed to be doing nothing but that, i wasn't saying all were virtually unneeded.
3) cannot be easily pushed to 60... please, I routinely shoulder 60hr work weeks as it is.
4)the thinking where "in store experience will drive business" is a dead narrative. Dick Sporting Goods had the same mantra when I was with them and I saw our district struggle day in and out with sales goals. Today's consumers want conveinance, low prices, and ease of access. If you haven't been in a Walmart lately I suggest going into one, the progress they've made on their in store appeal has been upped drastically.
Living under a rock?! Our logistics process is dated and the exact opposite of efficient. I'm not too far from a D.C. and get frequent visits from their leaders looking at my SFS center. Words from their mouthed not mine but when we have 3 systems that do not communicate with each other to transfer furniture from one end of their facility to the other only by loading it into a trailer and then unloading it... yeah I know what I'm talking about. Maybe it's you that doesnt
Again, you can see the plans that the CEO is laying out before us, and there are tons of moves taking place even within the next few months to show their priorities (in my opinion) are where they should be...
1) Supply Chain Changes: Palletization of Freight and an Each to Each Replenishment model are already being tested and have begun to rollout to stores. This is going to reduce excess inventory within stores and reduce trips of both product and team members. This will also open up the delivery windows and add flexibility to our trailer delivery times, and allow for the segregation of trailers between stores that are close geographically (ie an ULV and a HV within 5 miles of each other, but the ULV trailer is often under utilized at 1500 or less for overall carton count).
2) Store Staffing Changes: The above change will greatly reduce the payroll being spent in stores during non-operating hours. Stores will no longer require 30+ people in the building before the store opens, and instead can add this payroll into the store dayside operations. What would 30 more shifts a day look like at a Target?
3) Leadership Structure Alignment: With the disbanded logistics teams, ETL and TL alignment will change. No longer will you have a Flow TL with 600-1000 hours of the store payroll, and a Salesfloor TL who is watching over 1 TM. Payroll (and responsibility) will be evened out between the departments. ETLs will be over the company focuses instead of outdated titles and operations. Style, Essentials, Grocery, and Service will be the focuses and our organizational structure will reflect that.
4) Field Leadership Structure: We have already seen this begin to change. Areas that are required to run a business, but not within the focus of stores, appear to be going to a TL/BP structure. HR will have an hourly rep within the building who answers to an HRBP within the district. This will reduce costs in a sense, but an ETL-HR never got to spend much time in HR either so it is difficult to measure exact costs for these areas. This is a cost and budgeting technique by segregating the areas from the general store leadership team. I believe we will continue to see this structure for HR and AP (already exists from PM) and future areas below.
5) These changes will open up or stockrooms almost completely. An empty stockroom is wasting money in a sense because its a large square footage of the store that is not driving revenue. I think the strategy behind the above changes is to convert our stores into two distinct businesses. The STL and ETLs are your general store managers and doing the normal brick and mortar business. I believe that we will begin to see online specific items being delivered to stores (pre-sorted onto pallets now!), and our stockrooms will be used as not just fulfillment centers for Target.com, but could potentially be used as a logistics service for anyone wanting a cheap supply chain method. A Senior TL - Digital Sales who answers to a general Digital Sales BP could run a business out of essentially a large warehouse in the back of the store. I can see there being a large operation in stores, fulfilling 300+ orders a day and filling a trailer full of pallets of product. Receiving could be remodeled to be more open with packing stations. This one is more speculation but, if you think about it, we could have multiple fulfillment centers in almost every city of the US.
There are plenty of online retail businesses now. If you look at these they generally have to open up a warehouse, and just buy and sell through amazon and then fulfill orders and deliver. We are on the path to do the same, but we already have them all built throughout the nation, its just about opening up the space to allow for it to happen.
