Comprehensive Compliance Test V2

• Store Number

• Store Name

• Date of Audit

  Date

• Store Manager

• Reason for visit

  Select High Loss High MFD RM Request Focus Store New Store Compliance Audit Count Follow Up Training

  • High Loss
  • High MFD
  • RM Request
  • Focus Store
  • New Store
  • Compliance Audit
  • Count Follow Up
  • Training

• Net loss

• Net loss as a percent of sales

• Visit Number

  Select Visit 1 Visit 2 Visit 3 Visit 4 Visit 5 Visit 6 Visit 7 Visit 8 Visit 9 Visit 10

  • Visit 1
  • Visit 2
  • Visit 3
  • Visit 4
  • Visit 5
  • Visit 6
  • Visit 7
  • Visit 8
  • Visit 9
  • Visit 10

• Previous compliance score

Division

• Select Division

  Central

  North

  South

  West

Region

• Select Region

  Select East Anglia East Midlands Liverpool & N Wales Manchester & Lancs North Midlands South Midlands West Midlands East Scotland North East North West South Yorkshire West Scotland W Yorks & E Lancs Yorkshire Central London North Central London South North East London South East South London Surrey & West Sussex West London Cotswolds Hampshire Northern Ireland Republic Of Ireland South Wales South Wales South West Thames & Avon

  • East Anglia
  • East Midlands
  • Liverpool & N Wales
  • Manchester & Lancs
  • North Midlands
  • South Midlands
  • West Midlands
  • East Scotland
  • North East
  • North West
  • South Yorkshire
  • West Scotland
  • W Yorks & E Lancs
  • Yorkshire
  • Central London North
  • Central London South
  • North East London
  • South East
  • South London
  • Surrey & West Sussex
  • West London
  • Cotswolds
  • Hampshire
  • Northern Ireland
  • Republic Of Ireland
  • South Wales
  • South Wales
  • South West
  • Thames & Avon

Open door modules completed by the stock manager

• Does the store currently have a stock manager

  Yes

  No

• Great store standards

• Date completed

  Date

• Stockroom systems & reports

• Date completed

  Date

• Management of voice

• Date completed

  Date

• Stock management

• Date completed

  Date

• Are there plans to complete any outstanding modules

  Yes

  No

  N/A

• Target date

  Date

• Recommended completion date

  Date

• Has the stock team leader completed all relevant open door modules

  Yes all completed

  Only partially completed

  None completed

  No stock team leader

• Date completed

  Date

• Has anyone from the store attended a stock workshop

  Yes

  No

• Compliance test required

  Yes

  No

• Summary of actions and activities during visit

• Training Oportunities

  Select Voice Wes Reports Root Cause Analysis Action Plans Objectives Scheduling Weekly Documentation Filing Reverse Flow Delivery Cash Office Breifings Feedback KPI Reports DPA Mis Match N/A

  • Voice
  • Wes Reports
  • Root Cause Analysis
  • Action Plans
  • Objectives
  • Scheduling
  • Weekly Documentation
  • Filing
  • Reverse Flow
  • Delivery
  • Cash Office
  • Breifings
  • Feedback
  • KPI Reports
  • DPA
  • Mis Match
  • N/A

Delivery Receipt and Put Away-Last Two Weeks

• Have delivery load seals been retained and filed

  Yes

  No

  N/A

• Photograph 4 load sheets with seals

  Media

• Is the current delivery schedule accurate and up to date

  Yes

  No

  N/A

• Are All Ring Orders Released On The Day Of Receipt

  Yes

  No

  N/A

• Are All Deliveries Finalised Before The Next Available Delivery Window

  Yes

  No

  N/A

• If No Was This Due To A Missing Cage

  Yes

  No

  N/A

• How Many Were Released Late

• Check 25 lines to see if these were put away to company standards (use recent QC checks)

  Yes

  No

  N/A

• Lines not put away to company standards

• Photograph best aisle and worst aisle

  Media

• From the last 2 weeks deliveries were any issues logged with the DC evidenced with reference numbers

  Yes

  No

• If no were there any issues that should have been logged

  Yes

  No

• Root cause

  Select Capabilty Process Behaviour N\A

  • Capabilty
  • Process
  • Behaviour
  • N\A

Adjustments

• Are adjustment codes being used correctly

  Yes

  No

  N/A

• Can the store provide evidence that locations are checked during any investigations

  Yes

  No

  N/A

• Is there any evidence of root cause analysis

  Yes

  No

  N/A

• Are short picks being checked on a daily basis

  Yes

  No

  N/A

• Root cause

  Select Capabilty Process Behaviour N\A

  • Capabilty
  • Process
  • Behaviour
  • N\A

Fast track collection proposistion

• Is Fast Track area set up correctly and within the 60 sec collection proposistion

  Yes

  No

  N/A

• Have all cancelled reservations been moved from the RPA

  Yes

  No

  N/A

• Spoke Store

  Yes

  No

• Is the spoke receiving their transfers on time

  Yes

  No

  N/A

• Is this outside the stores control

  Yes

  No

  N/A

• Give an example of what has impacted this

• Fast Track Area

  Media

• Hub store

  Yes

  No

Fast Track delivery

• Is the DPA area set up as per procedure

  Yes

  No

  N/A

• Check 15 FTD orders versus the manifest are they accurate

  Yes

  No

  N/A

• Are all code 15 adjustments being fully investigated

  Yes

  No

  N/A

• Check one Hub to Spoke transfer is it accurate (if possible)

  Yes

  No

  N/A

• Is the failed delivery process in place.

  Yes

  No

  N/A

• Are all collected products good and bad accounted for and processed correctly

  Yes

  No

  N/A

• From the last two weeks were all weekly checks conducted on the vans, fuel etc

  Yes

  No

  N/A

• Is the store validating fuel receipts against their TMC statement

  Yes

  No

  N/A

• From a check of one week can all fuel spend be validated

  Yes

  No

  N/A

• Number of missing reciepts

• Has this been investigated

  Ongoing investigation

  No investigation

  Investigated no outcome

  Investigated and resolved

• Root cause

  Select Ongoing investigation No investigation Investigated no outcome Investigated and resolved

  • Ongoing investigation
  • No investigation
  • Investigated no outcome
  • Investigated and resolved

Pending files

• Is the returns file accurate

  Yes

  No

  N/A

• Units pending return

• Actual units for returns

• Is the view file accurate

  Yes

  No

  N/A

• Units pending customer view

• Actual units for customer view

• Stores knowledge of mismatch

  Confident

  Fairly confident

  Not confident

  No knowledge

• What education is required to gain knowledge around mis-match

• Is the store actively maintaining the mis-match file

  Yes

  No

  N/A

• Root cause

  Select Capabilty Process Behaviour N\A

  • Capabilty
  • Process
  • Behaviour
  • N\A

Reverse flow

• Is there evidence to show that the store are reviewing the SASP report

  Yes

  No

  N/A

• Can all unprocessed damaged units be found

  Yes

  No

  N/A

• Number of damage units on pending transfer

• Actual units pending

• Are damaged items stored appropriately to prevent further damage occurring

  Yes

  No

  N/A

• Photograph returns area

  Media

• Are yellow labels completed in full

  Yes

  No

  N/A

• Photograph incomplete or inappropriate reasons for fault

  Media

• Is there evidence of the store utilising the repackaging tool kit

  Yes

  No

  N/A

• Root cause

  Select Capabilty Process Behaviour N\A

  • Capabilty
  • Process
  • Behaviour
  • N\A

Cash

• Are all monies secure with restricted access

  Yes

  No

  N/A

• Can the store provide evidence of investigation into T&B discrepancies (current period)

  Yes

  No

  N/A

• Are the T&B cash totals reconciled daily

  Yes

  No

  N/A

• Are weekly cash office audits taking place

  Yes

  No

  N/A

• Root Cause

  Select Capabilty Process Behaviour N\A

  • Capabilty
  • Process
  • Behaviour
  • N\A

Housekeeping

• Photograph Stock bench, security, DPA, bulk and staff lockers take others if appropriate

  Media

Meetings and action plans

• Is the store on the high MFD programme

  Yes

  No

• Is the high MFD strategy being followed correctly (check stores display plan-o-gram)

  Yes

  No

  N/A

• Photograph the Que system and one product wall

  Media

• Is there evidence that weekly board meetings are taking place

  Yes

  No

  N/A

Summary

• We're there any commercial or customer impacts

  Yes

  No

• Summarise commercial and customer impacts

• Next steps

  Select Escalate to HRBP Escalate to Investigation Manager Follow up Copy sent to RM RM follow up required Copy sent to Paul Mitchener

  • Escalate to HRBP
  • Escalate to Investigation Manager
  • Follow up
  • Copy sent to RM
  • RM follow up required
  • Copy sent to Paul Mitchener

• Agreed Actions

Action Plan

• Store to action

• By When

  Date

Training opportunities

• Who

  Select Stock Manager Stock Team Leader Colleague Store Manager CFM Store Manager CSM OPS Manager

  • Stock Manager
  • Stock Team Leader
  • Colleague
  • Store Manager
  • CFM
  • Store Manager
  • CSM
  • OPS Manager

• What

  Select Process Planning Root Cause Reports

  • Process
  • Planning
  • Root Cause
  • Reports

• Which element

  Select Voice Wes Reports Root Cause Analysis Action Plans Objectives Scheduling Weekly Documentation Filing Reverse Flow Delivery Cash Office Breifings Feedback KPI Reports DPA Mis Match N/A

  • Voice
  • Wes Reports
  • Root Cause Analysis
  • Action Plans
  • Objectives
  • Scheduling
  • Weekly Documentation
  • Filing
  • Reverse Flow
  • Delivery
  • Cash Office
  • Breifings
  • Feedback
  • KPI Reports
  • DPA
  • Mis Match
  • N/A

• Completed By