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Pfreshbackroomguy
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I know exactly what you mean on the consecutive nights zone. That is such bullshit! That second night is nice, but I'm seldom scheduled two in a row.
At my store, C & s comes in the early morning. They are suppose to push and backstock that same morning. Recently, our p fresh opener has been scheduled 630am-230pm while the closer is 230pm-1030pm. If our opener is our CTL and they have endcaps or vendors to deal with, then less p fresh stuff gets done while making the closers job harder.
Speaking of vendor issues, who is suppose to make signs for vendor locations when the signing process doesnt put them up or they get lost?
I ask because every week, our kellogs vendors always asks for signs at the times when you cant do it. Since we are a 2 level store with p fresh being downstairs, we have to go upstairs to the only computer/printer that can print signs. That can take up to 15 minutes, time which i dont have
When filling your sanitizer bottle, make sure the cold water tap is on (hot water makes a surface film that renders it unusable) & let it run until it turns white; then fill your bottle. Let the suds settle before testing, hold the strip in for 10 seconds.
Hi,
I am Sr. CTL at my store and I definitely can relate to your frustrations with the trailer unload process for Pfresh. As a best practice Logistics team owns the PFresh unload and backstock process as they would for a regular GM Truck. Now this best practice has been in place for quite some time and its shocking to see how many stores was on not this best practice post-introduction of PFresh. This is a Project One: Phase 1 focus for Trailer Unload Best Practices.
When I took over Dry/Dairy/Frozen/PFresh I got my team off the trailer unload process immediately. When Project One came to our district and we only had to adjust a few things with unload process. However, if your store is still having hiccups to get this process under control your CTL needs to reach out to the Food Business Partner (FBP).
At my store, the market team only assist with the truck process if the flow team is behind with push (usually produce) which usually takes us about a good 25 mins to FIFO, push and monarch boxes. If the flow team is not coming clean with the truck, your STL or ETL-LOG should be stepping in and following up with this process. It seems to be there are some performance issues or lack of productivity with the flow team.
As for the AutoFills and CAFs, we (market team) are supposed to push the merchandise and backroom pulls and backstocks.
We are currently in Project One: Phase 2. This round focuses primarily on CTL/Market routines and payroll allocation for Market. FBPs are really pushing this best practice; I went from 94-110 hours to 140-160.
By chance what is your store’s sales volume? We are a B Volume store.
Hi,
I am Sr. CTL at my store and I definitely can relate to your frustrations with the trailer unload process for Pfresh. As a best practice Logistics team owns the PFresh unload and backstock process as they would for a regular GM Truck. Now this best practice has been in place for quite some time and its shocking to see how many stores was on not this best practice post-introduction of PFresh. This is a Project One: Phase 1 focus for Trailer Unload Best Practices.
When I took over Dry/Dairy/Frozen/PFresh I got my team off the trailer unload process immediately. When Project One came to our district and we only had to adjust a few things with unload process. However, if your store is still having hiccups to get this process under control your CTL needs to reach out to the Food Business Partner (FBP).
At my store, the market team only assist with the truck process if the flow team is behind with push (usually produce) which usually takes us about a good 25 mins to FIFO, push and monarch boxes. If the flow team is not coming clean with the truck, your STL or ETL-LOG should be stepping in and following up with this process. It seems to be there are some performance issues or lack of productivity with the flow team.
As for the AutoFills and CAFs, we (market team) are supposed to push the merchandise and backroom pulls and backstocks.
We are currently in Project One: Phase 2. This round focuses primarily on CTL/Market routines and payroll allocation for Market. FBPs are really pushing this best practice; I went from 94-110 hours to 140-160.
By chance what is your store’s sales volume? We are a B Volume store.
Wait Wait Wait...Payroll allocation? If I find out we have been getting screwed out of hours because the store wanted to use them for something else I am going to be pissed. They allready make us do Reshop, Zoning ALL of Market, Backup Cashier, NO overlap, only scheduled 6am-8pm coverage and 90% of the time we help a guest it isnt even for Market since we have to go through seasonal to get to the backroom and the other times the guest cant find anyone else.
Hi,
I am Sr. CTL at my store and I definitely can relate to your frustrations with the trailer unload process for Pfresh. As a best practice Logistics team owns the PFresh unload and backstock process as they would for a regular GM Truck. Now this best practice has been in place for quite some time and its shocking to see how many stores was on not this best practice post-introduction of PFresh. This is a Project One: Phase 1 focus for Trailer Unload Best Practices.
When I took over Dry/Dairy/Frozen/PFresh I got my team off the trailer unload process immediately. When Project One came to our district and we only had to adjust a few things with unload process. However, if your store is still having hiccups to get this process under control your CTL needs to reach out to the Food Business Partner (FBP).
At my store, the market team only assist with the truck process if the flow team is behind with push (usually produce) which usually takes us about a good 25 mins to FIFO, push and monarch boxes. If the flow team is not coming clean with the truck, your STL or ETL-LOG should be stepping in and following up with this process. It seems to be there are some performance issues or lack of productivity with the flow team.
As for the AutoFills and CAFs, we (market team) are supposed to push the merchandise and backroom pulls and backstocks.
We are currently in Project One: Phase 2. This round focuses primarily on CTL/Market routines and payroll allocation for Market. FBPs are really pushing this best practice; I went from 94-110 hours to 140-160.
By chance what is your store’s sales volume? We are a B Volume store.
Wait Wait Wait...Payroll allocation? If I find out we have been getting screwed out of hours because the store wanted to use them for something else I am going to be pissed. They allready make us do Reshop, Zoning ALL of Market, Backup Cashier, NO overlap, only scheduled 6am-8pm coverage and 90% of the time we help a guest it isnt even for Market since we have to go through seasonal to get to the backroom and the other times the guest cant find anyone else.
Seeing as your store is ULV, you probably wouldn't get that many more hours allocated.
A few weeks later and my p fresh backroom is still a mess. This is all thanks to project one. We had a great thing going until it was decided what we were doing with p fresh trucks was not "best practice" even though it worked. We one team member work backroom p fresh everyday, 2 on truck days. The truck backstock was not only done on time, it was backstocked in the most organized way. There was never any out dated product in the p fresh coolers. The coolers were always updated, which helped with p fresh counts and ordering.
But someone thought decided it wasnt best. Today, they didnt finish pushing the p fresh truck. They left 3 huge flats of dairy and didnt finish backstocking any of the other coolers. Our dairy cooler was packed & we had a milk delivery today.
I dont think anyone who works outside Pfresh in the Stores knows anything related to pfresh or how to run it effectively
A few weeks later and my p fresh backroom is still a mess. This is all thanks to project one. We had a great thing going until it was decided what we were doing with p fresh trucks was not "best practice" even though it worked. We one team member work backroom p fresh everyday, 2 on truck days. The truck backstock was not only done on time, it was backstocked in the most organized way. There was never any out dated product in the p fresh coolers. The coolers were always updated, which helped with p fresh counts and ordering.
But someone thought decided it wasnt best. Today, they didnt finish pushing the p fresh truck. They left 3 huge flats of dairy and didnt finish backstocking any of the other coolers. Our dairy cooler was packed & we had a milk delivery today.
I dont think anyone who works outside Pfresh in the Stores knows anything related to pfresh or how to run it effectively
A few weeks later and my p fresh backroom is still a mess. This is all thanks to project one. We had a great thing going until it was decided what we were doing with p fresh trucks was not "best practice" even though it worked. We one team member work backroom p fresh everyday, 2 on truck days. The truck backstock was not only done on time, it was backstocked in the most organized way. There was never any out dated product in the p fresh coolers. The coolers were always updated, which helped with p fresh counts and ordering.
But someone thought decided it wasnt best. Today, they didnt finish pushing the p fresh truck. They left 3 huge flats of dairy and didnt finish backstocking any of the other coolers. Our dairy cooler was packed & we had a milk delivery today.
I dont think anyone who works outside Pfresh in the Stores knows anything related to pfresh or how to run it effectively
Pretty sure that our flow team, backroom team, instocks team, plano team, and pricing team would disagree. All of these teams have a hand in keeping our pFresh area full and impactful. I don't think anyone who works only in pFresh knows much about how to work on those teams.