Weekly replenishment ordering — Summary
Merchandising · Merchandise Planner · Runs weekly100% complete
Nothing waiting for a decision.
Hands-on time per run
2.2h
≈ 113 h a year
Planned to free (accepted)
0m per run
≈ 0 hours a year back to the team once done
Still open (recommendations to review)
0m per run
0m planned + 0m open + 2.2h untouched = 2.2h per run
≈ 0 hours a year if all adopted. Accepted ones sit under Planned to free; nothing here counts more than its step costs
Already automated today
0 of 5 steps
0m of hands-on time is on partly systematised steps — honest baseline, not opportunity
Top friction points
Worst first — how much a step hurts, multiplied by how long it takes. So a long mildly annoying step can outrank a short painful one.
| Step | Who does it | Kind of pain | Hurts | Time | Why it hurts |
|---|---|---|---|---|---|
| Rank 1, step 2, Flag the lines under three weeks' cover | Merchandise Planner | — | a lot | 40m | The cover targets live in the planner's head, not in the sheet |
| Rank 2, step 5, Retype the confirmed delivery dates into the ERP | Category Assistant | — | badly | 25m | Every supplier confirms in its own format, so each date is keyed by hand |
Recommendations
No analysis yet — run “Analyse workflow” from the map.
Manual hand-offs between systems
- 1 → 2Data moves from Retail ERP to Excel by hand here.
- 2 → 3Data moves from Excel to Retail ERP by hand here.
Worked out from the systems named on each step, so check it against how the work really goes. No time or cost is counted for these.