POST MODULE ASSESSMENT (PMA)

IWM 4623 INVENTORY AND WAREHOUSE MANAGEMENT

MBA SCM

1. INTRODUCTION

1.1 Background
Tesco is one of the world's largest retailers with stores spread across 12
countries, with a headcount of over 500,000 employees and operating through
hypermarket and online for more than millions of customers a week (Richardson,
2013). Tesco celebrating its 100 years in 2019 when it was established by Jack Cohen
in 1919 under the slogan 'pile it high and sell it cheap' (Richardson, 2013). Although it
only started with a small stall in the market, Tesco gradually diversified into retailing
beverages, dairy products, appliances, electrical, stationery, fresh food, books,
clothes, computers, furniture, technology, financial services, internet services, toys
and downloads of music (Richardson, 2013). Today, Tesco as one of reliable retail
chain has 6784 stores operates worldwide with 12 states holds major markets namely
United Kingdom, China, Ireland, Turkey, Czech Republic, South Korea, India, Poland
Thailand, Hungary, Slovakia and also Malaysia. Recently, Tesco has stretched its
operation in United States and Central Europe under the name of “Fresh and Easy”
(Richardson, 2013).
Tesco Malaysia was established in May 2002 when it launch of its first
hypermarket in Puchong, Selangor (Xiung, 2016). Today, Tesco Malaysia operates
from numerous stores across Peninsular Malaysia namely Penang, Kedah, Perak,
Kelantan, Negeri Sembilan, Melaka, Selangor, Kuala Lumpur and Johor. Tesco
Malaysia has collaborated with Sime Darby Berhad, a global conglomerate (Inn,
2017). Tesco also purchased the wholesaler Makro's Malaysian business, which was
renamed as Tesco Extra and supplies local retailers with goods (Alberto, 2019).

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1.2 Malaysian Market Perspective
Customers now have a greater chance of spending their money at Tesco. This
scenario is based on the retailer providing everything in one place. The main reasons
for consumers to go to this type of store are time constraints and environmental factors
such as traffic jams and limited parking space (Mohd Esa et al., 2017). All of these
variables give certain consumers more value which refers to the non-monetary value
that describes as something that includes time taken, travelling distance and
completed activities to get the goods (Mohd Esa et al., 2017). More over Mohd Esa et
al. (2017) mentioned that nowadays Tesco not only provide consumers with their
needs and desires, but also provide more amenities such as offering other services
such as leisure areas, caches, food courts.
According to Inn (2017), with the rapidly demands in retail landscape, Tesco
has expanded its grocery business through online in 2014 in order to bring more
convenient space for customers. Since 2014, Tesco has been acknowledged as the
first grocery chain to introduce online grocery shopping with gross sales online in the
range of RM179mil. It offers a wide range of 1,700 brand-owned products, with SMEs
supplying 61 percent of the products (Inn, 2017). These include Tesco Value, Quality
and Finest, and specialist lines like Lighter Choices.
In 2017, Tesco has expanded his online grocery shopping through Shopee
(MYT, 2019). There are more than 1,400 products sell on Shopee. In reality, Malaysian
is made up of a substantial 80% of Tesco Own Brand and an even greater number of
products sold in online and offline (Aman, 2019). This is in line with the Ministry of
Domestic Trade and Consumer Affairs policy that is to reduce the country's over-
reliance on imports items including costlier food (MYT, 2019). Thus, through keeping
local items and goods, Tesco is not only helping local manufacturers grow their
business as one of the country's major retailers, but also helping Malaysian consumers
keep costs down (MYT, 2019). Besides Shopee, Tesco also collaborated with Lazada
and Happyfresh to expand its online shopping services.

2. STRATEGIC DIRECTION

2.1 Vision, Mission and Objectives.

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 2.1.1 Vision.
Tesco’s vision is ‘To be the most highly valued business by: the
customers we serve, the communities in which we operate, our loyal and
committed colleagues and of course, our shareholders’ (Richardson, 2013).
Thus, to achieve the vision, TESCO had incorporated five strong elements in its
vision to improve the effort to be the ever best hypermarket. The elements are
needed in the retailer business around the world, an expanding industry with
broad opportunities, creative and diverse ideas of technology, adopt and adapt
products and services anywhere in the world and, most importantly, are
encouraging companies to win trust and loyalty from consumers, our colleagues
and communities (Richardson, 2013).

2.1.2 Mission.
While a vision describes senior managers’ goals, a mission statement is
a general description of the business overall purpose (Altıok, 2011). This
connects all investors with a company's objectives. The vision will encourage and
empower all stakeholders to achieve their stated goals. If well prepared, it should
convince its sincerity and commitment to customers, suppliers and external
stakeholders (Altıok, 2011). Tesco mission is ‘ we make what matters better,
together’ (Richardson, 2013).

2.1.3 Objectives.
According to Richardson (2013), the objectives set by Tesco are as
follows:

2.1.3.1 To maximise sales. Tesco attempt to increase its sales

by cutting unnecessary costs, offering more items and goods at existing
outlet as well as build new stores at strategic locations.

2.1.3.2 Reduce prices. Tesco use the consumers’ power of

bargains with offering consumers with buying one, get one free or
discount.

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 2.1.3.3 Promoting healthy products. Tesco promoting more
healthy eating products to consumer through diversity of groceries they
supply in the market.

2.1.3.4 Online shopping. Tesco strives to provide online food,

electronics, clothes and a variety of their products.

2.1.3.5 Job opportunity. The establishment of Tesco will

create job opportunities to the local communities and reduce the
unemployment in local areas.

2.2 Competitive Priorities of The Company.

Competitive priorities concentrate strategically on the most relevant
organisational approaches involved in supply chain processes to support the market
demands and supply in the landscape of the company wants to compete (Cai and
Yang, 2014). There are four areas covered in competitive priorities namely time, cost,
quality and flexibility (Jitpaiboon, 2014).

2.2.1 Time.
Inventory and warehouse plays and important roles in supply chain
process in order to meet the customer needs. Thus, time is very crucial for
Tesco from inbound to outbound process. All key players from top management
down to workforce must comply with Tesco standard operating procedure
(SOP) either offline or online shopping(Allan, 2018). Delaying in receiving stock
from supplier will compromise storage process, picking and issue the stock.
Eventually it will create customer dissatisfaction towards company due to failure
in meet customer needs on time(Allan, 2018). Other than that, Tesco designed
a comprehensive floor plan in the warehouse whereby inventories are keep
based on their demand (high or low) and differentiate between fresh food,
electrical equipment, furniture, groceries and others (Zhao, 2014). More over
product placement at rack also plays an important roles for Tesco to meet the
customer satisfactions (Zhao, 2014). The popular product will be located in a
place that is easily accessible to customers. Tesco also provides signage to
assist customers get items faster and reduce searching time(Zhao, 2014).
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2.2.2 Cost.
According to Allan (2018), Tesco enable to reduce operating cost by
simplify its business environment. Tesco has reviewed every aspects of its
business particularly in operating aspects. Tesco reducing its operating costs
by reducing employees but at the same time improving it services in facilities
management, freight and automated system in inventory and warehousing
management (Zhao, 2014). Moreover, Tesco also reducing its cost by
improving customer shopping experiences whereby customer make payment
using bankcard at automated counter payment system (Allan, 2018). Reducing
of employee workforce definitely will save operating cost expenses(Saleheen
et al., 2014). Thus saving cost can be used to reinvest for customers ' benefit.

2.2.3 Quality.
Tesco develop and retain its product at high quality through designated
expert team. The team develop and created based on innovative and value-for-
money products to the market by understanding customers and their needs,
product and market trends(Allan, 2018). It also have an intensive programme
in developing new products across food to other merchandise items. This
programme will undergo tight procedure to ensure the quality of the
product(Alberto, 2019). For instant, all new seasonal general merchandise
ranges will go through a various process such as benchmarking, user tests and
safety tests before production started(Alberto, 2019). While in food
development, daily benchmarking, market reviews, and consumer feedback
play roles for Tesco to maintain and retain its product quality. Thus, Tesco
introduce his own segment and products across food and general merchandise
with competitive prices in the market without compromising its quality(Inn,
2017). For example segment Eat Fresh whereby its offer more than 100 pre-
packed fresh food at competitive price and quality is guaranteed (Allan, 2018).

2.2.4 Flexibility.
According to Lin and Tseng (2016), flexibility is define as company's
ability to respond effectively towards production quantities and products feature
to meet customer needs as quickly as possible in the business landscape.
Tesco using ABC Analysis to keep stock based on the consumption and
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 demands from customer(Zhao, 2014). During festival season, some of
unimportant items become high consumption and demands while some
important items become low demands and consumption(Zhao, 2014). Thus,
Tesco has the ability to respond customer needs wisely during that time
especially arrangement stock in warehouse as well as at the placement
products.

3. TESCO’S KEY EFFICIENCIES.

3.1 Technology Advancement

Tesco implementing new replenishment system whereby the continuous
replenishment system is more accuracy and reliable based on the real time information
system (Zhao, 2014). Using this system, Tesco will be able to replenish products on
the basis of orders multiple times a day. This system benefited Tesco in minimizing
stock keeping, reducing risks of excess stocks in warehouse, increasing product
availability and maintaining the quality of food (Atieh et al., 2016). The management
will replenish the stock in warehouse when the quantities is at lower level either several
times a day. The replenishment application system is assisting Tesco in keeping its
price low and well stored(Disney, Potter and Disney, 2014). The replenishment
application system sends the data to its department of supply in each sale. The
barcode scanner also allows the information to be collected and stored in the system
(Jitpaiboon, 2014). This system meets the demand of consumers and very rapidly
replaces the item in the shop. The software replenishment process thus ensures stock
control and product availability for the consumer in each store(Press, Vrysagotis and
Kontis, 2011). Tesco utilised Oracle Retail warehouse management system in
maintaining the inventory at every warehouse across their business around the
world(Zhao, 2014). By using this system, it will enable Tesco and supplier knows how
much product is required for the next delivery.

3.2 Inventory Management

Tesco introduces Cross Docking Operation and Applies Collaborative Plan,
Forecasting and Replenishment (CPFR) in order to support its inventory management
(Zhao, 2014). Instead of an approach distribution centre, Tesco implemented cross-
docking approach whereby products from the same store loads into the trailer(Atieh et
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al., 2016). Cross docking approach basically is to reduce inventory holding and to
avoid the need of extra store(Kristina and Vai, 2017). Thus, Tesco using CPFR to
analyse the need trend in the market and shares the information online. This process
also reduces production costs, guarantees product availability and benefits for stock
keeping forecasting(Kristina and Vai, 2017). Generally, Tesco may usually manage
the keeping of the stock at a lower inventory cost and at the same time meet the
customer's demand (Zhao, 2014). Inventory cost and generate cost will increase if
Tesco keeps too much stock, while too little stock will affect the availability of products
and ultimately lose customers(Yusuff and Saad, 2017). Storage costs of inventory are
the expenses of holding inventory from the time it is purchased for sale by the
company. Warehouse expenses, maintenance costs, insurance, taxes and inventory-
related assets are among these storage costs(Yusuff and Saad, 2017). Thus, Tesco
implementing the Just In Time (JIT) system to keep its stocks(Zhao, 2014). The
management of Tesco places order based on real time product sales
performance(Zhao, 2014). Only when the stock is at the minimum order point, it will
be ordered again(Atieh et al., 2016). Only with this system enable Tesco indirectly
save and reduce costs associated with inventory storage.

3.3 Warehouse Layout.

It is important to associate internal warehouse layout with external warehouse
layout in order to facilitate a good flow(Saleheen et al., 2014). All warehouse
operations may also be impacted by congestion outside the warehouse caused by
restrictions parking area(Mahroof, 2019). Thus, to ensure that possible bottlenecks do
not affect warehouse performance, it is therefore very important to manage warehouse
design capacity both in terms of internal and external storage(He et al., 2019). Setup
of Tesco warehouse from inbound process, internal process and outbound process
are based on few factors namely space, storage requirement including hazardous and
non-hazardous inventories, types of racking required and flow of warehouse from
receiving until delivery(Zhao, 2014). However, the most important part is the layout of
keeping products. Tesco using ABC analysis to keep products in the warehouse(Zhao,
2014). The high value and demands products will be kept at an easy place to reach
while products least value and demands will be kept at the corner of the
warehouse(Saleheen et al., 2014). Moreover, hazardous and non-hazardous
inventories will be kept separately while fresh food will be kept in chiller or freezer to
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ensure the quality is not compromising(Kristina and Vai, 2017). Thus, with systematic
layout and appropriate space of inventory, the process of receiving and delivering
products will run smoothly.

4. THE FEATURES OF THE TESCO’S OPERATIONS WHICH CLEARLY

REFLECT COMMON PRACTICES IN INVENTORY AND WAREHOUSE
MANAGEMENT.

4.1 ABC Inventory Management.

Tesco practices ABC inventory management in inventory and warehouse
management whereby this method shows on the importance of placing products
based on categories such as A is the most valuable while C is least valuable. The
most popular and high demands products will have more attention as compared to
other products(Zhao, 2014). Moreover, the valuable and high demands products will
be kept at an easy place to reach while products least valuable will be placed at the
corner of the warehouse(Yusuff and Saad, 2017). The implementation of ABC
inventory management offers insights into the product life cycle stage from launch,
development, maturity, or decline(Atieh et al., 2016). This helps Tesco to predict
demand and control stock levels including safety stock accordingly. It also allow Tesco
forecast its demand by evaluating the popularity of a brand over the time.

4.2 Just In Time (JIT)

The concept of JIT is to eliminate waste and decrease its high inventory and
risk(Emnawer, 2017). In Tesco, JIT inventory management plays an important roles
to reduce the volume of inventory that keeps in warehouse(Allan, 2018). Although it
could considered as a one of the technique to reduce Tesco expenses but it also
consider a risky method because only a few days before the product needed for sale
or distribution, Tesco will purchase the products(Zhao, 2014). It also allows Tesco to
save on inventory holding costs by keeping stock levels low and reducing
circumstances in which deadstock such as frozen food(Emnawer, 2017). Thus, it will
enable Tesco to reduce inventory holding cost, least deadstock and improved
company cash flow.

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4.3 Barcode Scanner.
With the advancement of technology, there are numerous ways and methods
can be utilised to provide information regarding inventory and warehouse
management. According to Chan, Choi and Hui (2012), there are many ways can be
used to facilitate information being processed quickly such as utilising barcode
scanner. Tesco’s warehouse using barcode scanner in managing its inventory
whereby it will gather information from products before it will updated in Tesco
database system and can be access from sales department, purchasing department
as well as warehouse department(Zhao, 2014). Inventory managers can track
changes in the quantity of each item or raw material on racks and warehouses by
using the barcode scanner and evaluate different products quantitatively(Chan, Choi
and Hui, 2012). The barcode scanner also assisting Tesco in maintaining sufficient
stock on the shelf and ensuring accuracy of inventory.

5. TESCO’S STRATEGIC PARTNERSHIP.

5.1 Tesco Strategic Partnership.

Tesco has established a strategic partnership with Shopee Malaysia by selling
its products online in Shopee since 2017(MYT, 2019). It was part of the Tesco planned
to expand its online groceries segment through other strategic partnership after
establish Tesco online in 2014(Inn, 2017). Tesco offers other option to his loyal
customers so that they can easily find a wide range of product while adding value to
their expenses(Allan, 2018). Shopee is now acknowledge as one of the most popular
and fastest growing e-commerce platform in Malaysia(MYT, 2019). The partnership
allows customer to access and purchase more than 1,400 products such as groceries,
cleaning products, food, toiletries products, baby care products and more(Aman,
2019). This partnership is also to meet the customer needs whereby it allows customer
purchasing products through online, convenience, secure as well as with competitive
price(Inn, 2017). Besides Shopee, Tesco also expanded its business by having a
strategic partnership with Happyfresh, online grocery platform that have the capability
to meet customer demand in Klang Valley(Xiung, 2016). This strategic partnership
was took place since 2016 and its offered express delivery services to customer within
an hour after placing their order(Xiung, 2016).

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 Tesco strongly believed that by optimising technological advancement in
expanding the business, it is not only increase their profit but also enable them to meet
the contemporary customer lifestyle particularly in acquiring items and goods. It is
because most of the customer do not have time to go to hypermarket and they are
prefer to purchase grocery online with just a click of button(Allan, 2018). These
strategic partnerships will increase awareness of the Tesco brand and trust in
consumers(Mohd Esa et al., 2017). This strategic partner's results have led to higher
revenues and better investment returns for Tesco(Inn, 2017).

5.2 Customer Service

Customer service is defined as the communication platform between a
business and its customers in order to meet the needs of customers as well as
customer feedback with regard to business experiences(Aghaei et al., 2012). Good
customer service can easily and courteously meet the expectations and needs of a
customer. Customer service is also plays a role in delivering customer feedback to
business management in terms of service provided, product quality and others(Mohd
Esa et al., 2017). In terms of renewing products, Tesco will get customer feedback on
products produces by Tesco in the market as well as customer suggestions for
improving or producing more efficient products(Allan, 2018). This process will be
carried out by the customer service 2 times a year or when necessary through a verbal
inquiry or survey using questionnaire(Aghaei et al., 2012). Basically Tesco focusing
on groceries items, toiletries items and foods as its exclusive brands without
compromising quality and safety of products(Allan, 2018).

6. AREAS OF IMPROVEMENTS IN THE INVENTORY MANAGEMENT AND

WAREHOUSING OPERATION.

6.1 Automated Technology System

Through applying new technologies, Tesco Malaysia is able to improve the
supply chain network and implement lean management. To meet the contemporary
needs, Tesco Malaysia could improve the inventory and warehouse management
through implementing RFID technology. The RFID technology uses radio bar codes in
its supply chain cycle to track and stored product information(Kaur et al., 2011). The
introduction of RFID technology brings competitive advantages for Tesco in different
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ways, namely efficiency of work is higher, better customer service and more reliable
supply chain(Kaur et al., 2011). Firstly, the design of Tesco's IT platform provided
better customer service by improving check-out speed and cut waiting time, while
preserving customer retention(Mark et al., 2016). New technology also supports the
concept of Tesco, which relies on the good of consumers. Moreover, RFID technology
improved the productivity of workers by simplifying the handling of products(Kaur et
al., 2011). Tesco staff can easily find customer products and can also spend a lot of
time serving customers. The RFID technology also improved information accuracy
when it’s automatically monitor the material from inbound to outbound processes(Mark
et al., 2016). For example from inbound management such as receiving and inspection
of inventory to internal process before proceed to outbound process, RFID will track
and record the process(Atieh et al., 2016). However, in term of cost, RFID tag is
relatively more expensive as compared to barcode(Chan, Choi and Hui, 2012).
Although the RFID is costly but in return it reduce of overhead costs, reduce error
made by human while increase the efficiency of handing inventory and reliable(Kaur
et al., 2011).

7. COMPUTERISED PROCESS MAP OF THE TESCO’S INTERNAL

WAREHOUSE AND INVENTORY MANAGEMENT.

7.1 Basically, Tesco's internal warehouse and inventory management process are
as Appendix A. Majority of the hypermarket in Malaysia are implementing the same
process as implemented by Tesco. The main difference is that, as the items are all
stored in bulk in the warehouse, there is no need for extra storage to ease
management and reduce costs for Tesco.

8. RECOMMENDATION

8.1 Although Tesco Malaysia has adopted the mobile technology concept by
sharing data information with other important key personal involving warehouse staff
and management via bluetooth or internet through smartphone, tablet or computer, it
still behind the Tesco UK that has implementing wearable technology(Kevin, 2015).
Wearable technologies offered the opportunity to improve operational efficiencies
through communication, productivity and safety(Mesut, 2015). The devices that are
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often connected to the internet or other gadgets that are worn on the body and can be
used to facilitate user and machine interaction(Mesut, 2015). There are few wearable
technologies namely smart glasses, voice technology, armband and others(Wilson
and Laing, 2018). It is suggested Tesco Malaysia to start with implementing armbands.
The armbands are worn by warehouse staff is not only allow them to search the
products from receiving until distributing process but it is also able to monitor their
health and fitness levels(Wilson and Laing, 2018). Today's armbands are using
biometrics to detect and monitor the heart rate of a user, determine how many calories
the user is burning, or how well the user is sleeping(Kevin, 2015). Moreover,
biometrics of workers could be tracked to assess that activities or conditions cause
excessive exertion on an operator that could result in potential injury(Wilson and Laing,
2018). As a result of this understanding, workers are motivated to be proactive in
improving their health, providing them with increased motivation and increasing their
levels of productivity and wellbeing(Mesut, 2015). Thus, the armbands is not only
assist warehouse staff in identifying and locating products from receiving until
distributing process, it is also to ensure the health of staffs and avoid any unnecessary
incidents while increase the productivity and safety in warehouse.

9. CONCLUSION

Tesco group is acknowledged as one of the excellent hypermarket in the

management of operations. The success of Tesco is depends heavily on its
operational efficiency and ability to operate. Tesco has developed a wide range of
operational strategies to meet customer requirements, reduce costs, improve delivery
systems, improve inventory and management system as well as supply chain systems.
One of the essential strategies that contribute to the success of Tesco is the efficiency
of inventory and management system. The warehouse management system is utilised
by Tesco in controlling, track and record the inventory information in order to reduce
mistake made by human error which could jeopardise the system, maximize
productivity and efficiency as well as brings positive impact on the business overall.
The system is also designed for business management to reduce waiting time and
reduce cost accordingly.

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 APPENDIX 1 - TOYS’R’US COMPUTERISED PROCESS MAPPING - Level 0 (Page 1)
Appendix 1 - TESCO Computerised Process Mapping – Level 0 (Page 1)
Guest Services
Wheel Section
In

Customer Promotional Wheel Section Toys’R’Us

Tesco Groceries
Dept Baby’R’Us
Tesco Products

Members
BabyRegistration
Registry
Updating
Online Details
Delivery Electronic/
Entertainment
Retail Warehouse Stock Taking Electronic
Wheel Assembly Store
(Authorised Pers)
Retail DeliveryCheck Promotional Items

Members Registration
Baby Registry

Online Update Items Sold

Public Modem Furniture
Shopping
Network To Cashier
Delivery from
Central/Retailer Bulky Items
Packaging/Furniture
Assembly
Direct Delivery Scanning Details
Retail Warehouse
Out
Cashier Security
Checks

Online Instructions
Modem
Database
HQ

Transport/Delivery

Account
Update
Forecast/Planning
Distribution Order

Purchasing Budget/Approval
Department

Central Warehouse

Strategic Directions
Delivery Order

Budget Approvals
Invoice/Payment
Management
Finance
Supplier

Legend
Online
Retail
Online
Public Network
Stock Take

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Appendix 1 – Toys ‘R’ Us Computerised Process Mapping – Level 1 (Page 2)
Appendix 1 - TESCO Computerised Process Mapping – Level 1 (Page 2)
Consolidate

Head Quarters
Begin Requirement/Forecasting Prepare Orders for
Purchase Planning
Delivery to Stores

System
Update
Check/

(HQ)
Process
Inputs

Yes
Guest Service

Inputs/
Guest Approach Requires Problem
Require Register Problem Update
Begin Yes Guest Service System No Resolve Yes Yes End
Assitance Problem/ Resolve? Process
Attendant Check Process
Issues

No

Page 3
No
Promotional

Prepare
Checks New Prepares
Promotional Customer
Dept

Begin /Promotions For Promotional Display Items Ends

Planning/ Feedback
Display Items
Schedule
Warehouse/
Transporter

Delivers Items
Main

Receive Orders/ Prepare Stock For Prepares Delivery Ordered to

Directive Delivery Documents respective
storehouse
Store Warehouse
Departmental

Receive Item From

Stores Item into Updates Stock/
Supplier/Main Checks Quantity Adequate Yes End
Location Accounts
Warehouse
No
Check/
Awaits for Update
Yes
replacement System
(HQ)

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Appendix 1 – Toys ‘R’ Us Computerised Process Mapping – Level 1 (Page 3)
Appendix 1 - TESCO Computerised Process Mapping – Level 1 (Page 3)
No

ToysRus/BabyRus
Tesco Groceries/
In Pre-Printed

Page 2
Customer Picks Requires Price Require Staff
Bar-Code Yes No Yes Staff Assist Members
Items to Purchase Checking Assistance Baby Registry
Products
Sheets
Registration
Promotions
Yes

Database
Scans Items
thought

HQ
Return Price Infomation Send Price Information
barcode
reader

Scan Data
Department

Attendant contacts Prepares Items for Sends Item to

Wheel

Customer Seeks Bike Building customer Casher

Begin Attendants
Assistance
Customer Proceeds
to Other Department/
Cashier
Entertainment
Department

Attendant Picks Customer proceed

Electronic/

Customer Seeks
Begin Item in Items from to cashier for
Assistance from Authorised
Location Location payment
Attendent Attendant Request Personel picks and
Assistance From hand item to
Item Located in Authorised Attendant and
Electronic Personnel subsequently to
Store Customer

Page 4
Cashier

Customer proceed HQ - Stock Bulky Items –

Page 4
Cashier Enters Furniture
to Cashier for Substracted Yes Delivery
Payment Detail Assembly
Payment from Accounts Department Action

No
Department

Page 4
Online

HQ - Stock
Receive Online Select Items/Pick/ Sends Items to
Begin Substracted
Demand/Payment pack Items Delivery
From Accounts
Department

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Appendix 1 – Toys ‘R’ Us Computerised Process Mapping – Level 1 (Page 4)
Appendix 1 - TESCO Computerised Process Mapping – Level 1 (Page 4)

Deptartment

Page 3
Delivery

Delivers to
Prepares Delivery Schedules
Receive Items Customers/ End
Documentation Transport
Endorsement
Page 3
Assembly
Furniture

Sends Item to
Page 3

Picks Item from

Assembles Items Delivery
Store Location
Department
Stock Taking

Prepares Stock Perform Stock Submits Stock

Team

Begin Take Report to

Taking Plan Take End
Management for
further Action
Security And
Surveilance

Perform Bag
Begin Monitor Activities Suspision Yes Yes Detection Yes Police Report Ends
Checks

No
No
Baby Registry
Registration
Members

Send Promotions/
Receive Registry Inputs Detail HQ DB – Consolidate
Begin Reminders to End
Forms into Computer Updates Details Requirement
customer

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