TESCO / RETAIL

Change at retail scale.
Value in the operation.

Workforce systems, supply chain analytics and sustainability delivery across separate retail transformation assignments.

Workforce scheduling · MicroStrategy · Tableau · Operational pilots

£2.5m+Indicative annual workforce savings

45% → 78%Night-shift compliance

12 → 1 weekAnalytics production cycle

Approximate summaries of delivery scope and results, reflecting work delivered with the wider teams.

THE DELIVERY / AT A GLANCE

01Workforce systems
02Operational compliance
03Supply chain analytics
04Sustainability pilot

THE OPERATING CONTEXT

The situation.

Our Tesco experience covered distinct assignments: workforce scheduling and PDA-based systems, followed by sustainability and supply chain transformation. Each required a connection between systems, operating practices and measurable business value.

Our contribution.

In workforce transformation, we delivered scheduling and PDA-based systems that supported improvements in night-shift compliance. In later supply chain and sustainability work, we shortened analytics production using MicroStrategy and Tableau and delivered a reverse-vending pilot involving DEFRA and Coca-Cola Europe.

THE PRACTICAL VALUE

The work delivered.

Workforce scheduling changes generated indicative annual savings of more than £2.5m, with compliance improving from approximately 45% to 78%. Separately, the analytics production cycle reduced from around 12 weeks to one week. These results relate to different workstreams and are presented separately.

WHAT THIS BRINGS TO YOUR PROGRAMME

Operational improvement needs a recognisable measure of value. The right evidence may be compliance, effort, reporting time or service performance, depending on the change being delivered.

CONNECT THE EXPERIENCE