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Adam Styles
February 26th, 2007 11:54 PM
February 26, 2007 Styles


Besides, the two types of inventory management, called Push and Pull, there is always individual interpretation of how the inventory controls are implemented.

The base requirement is for someone to scan all of the price tag bar codes of inventory that is out of stock.

Or, as I refer to it, having been a Production Planner for about seven years, the "too-late" approach.

This process generates one of those "inventory is out, but is coming" little white tags, everyone on the post has probably seen and loves.

I used to give the team about a ten-foot long printout of out-of-stock AND "getting lows" when it was my turn to scan stock (as a tool sales associate).

Processing this large a list created a lot of work for the rest of the team and quite frankly, the SNC computer had horrible problems maintaining such a large list of items, with out "losing" the list.

For the system to all work in concert, product knowledgeable people are needed, frequent stock level checking is needed, HOURS for the knowledgeable people to do the more frequent scanning and ordering of inventory is needed, along with HOURS of time allocated to doing actual stocking.

"Hours" are probably the most precious resource any retail store needs for its employees to perform their tasks.

Given more time, I could accomplish a whole LOT more, each day at Sears.

Now that all of the big holiday sales are over, and we've entered the season of returns, my HOURS have been eroding, rather than increasing.

Even though I am one of only two people in the building that actually almost exclusively handle store returns.
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