One area of the grocery store that has consistently proven to have expired products every time we visit a store is the energy bars section. Like the rest of the store, products here expire due to a variety of reasons, whether that’s overordering or a lack of rotation. However, there is a simple solution that can help reduce your shrink in the category. When stockers are stocking new boxes of product, leave those new boxes unopened if there is already an open box on the shelf.
Monitoring and tracking returned products is a fundamental part of every retail business. As a point of reference, a “return” refers to any item previously purchased by a customer that is returned to the customer service associates. Returned items happen for several reasons: It could be a product quality issue, the item was rung up…
The “Register” is the cornerstone for any retail store. It holds an opening balance of cash and holds anyone with access liable. There are a number of problems that influence the balance in a register and have serious consequences for the business. Shrinkage is the loss of inventory influenced by factors such as theft, administrative error, damage in-transit or cashier errors that benefit the customer. Early identification of these issues will impact shrinkage and positively impact the entire business.
As annual digital coupon spending approaches the $1 billion dollar mark, we must examine whether the CPG industry is experiencing a shift away from free-standing insert (FSI) coupons to digital coupons. If the landscape is changing to digital, we also must ask whether digital move volume like trusty FSIs, and whether the ROI (Return on Investment) is similar.
Inventory levels are the key to any retail grocer’s success. Controlling perishable losses and out of stock delays is easier with demand forecasting, yet transition to new technologies and data-driven methods of inventory control can be costly if not properly implemented. Here are the top five mistakes made by retailers undergoing a transition to a demand forecasting inventory operations model.
Supermarket loyalty programs are the foundation of all knowledge. Gone are the little stamp booklets of yesteryear. With data-driven grocery retail operations, supermarket loyalty programs have taken on a whole new meaning, and customers want value in exchange for their personal information required for membership. Swipe and Save incentives have proven to be the market leader in loyalty program membership.
As we close this series on loss prevention and unsaleable products, we explore possible solutions owners, managers, and associates alike can begin implementing to bring about vast improvement. In part one, we presented a high level overview of the challenges related to the loss prevention of unsaleables. In part two, we zeroed in on how stock rotation, product dating, and product discrepancies can potentially exacerbate shrink and create consumer confusion.
Previously, we presented a high level overview of the challenges related to the loss prevention of unsaleables. Specifically, we examined how logistics, shelf life management, and the coordination between retailers and manufacturers all play an intricate role in reducing shrink. All of these factors can be small pieces of a larger problem or, on the positive end of the spectrum, small pieces of a larger solution when adequate changes and adjustments are made to facilitate loss prevention efforts.
According to GENCO, unsaleables are products that are removed from the primary distribution channel. Although each has unique characteristics, unsaleable products can include customer returns, expired products, OS&D (over, shorts & damages), spoils, outdates, exceptions, warehouse damages, and deductions.
When it comes to unsaleables, there are several factors that can contribute to the overall numbers. One area in particular that can result in unsaleables is damaged products. According to FMI, the average annual sales for a supermarket—based on a weekly average sale of $516,727—is roughly $26,869,804. Within these numbers, the average percentage of unsaleable for a store is 2.7 percent with 4 percent of that margin directly resulting from damaged goods.