Measuring and Managing Shrink October 2012 WIS Share Forum KPMG LLP Inventory Accuracy and Shrink Identification, quantification and remediation of shrink is a challenge ‒ Shrink in on the rise ‒ Requires a holistic approach ‒ Traditional tools and focus are not enough ‒ Growing percentage of shrink is not associated with physical loss ‒ Limited shrink reporting ‒ Root causes of shrink are not well understood ‒ Framework to identify, quantify and remediate shrink © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 1 Shrink is on the Rise ‒ Rising inventories ‒ SKU proliferation ‒ Method of inventory valuation ‒ Master data issues ‒ Definition of cost ‒ Misaligned processes and systems ‒ Major system replacement or upgrades © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 2 Requires a Holistic Approach Stores In-transit Physical Shrink Distribution Center Vendor Warehouse Transaction Processing Systems Shrink Interfaces Conversions Master Data Inventory Management Paper Shrink Processes Global Imports DC, Cross Docks and Stores Returns Account Payables Accounting Inventory Accounting Inventory Control © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 3 Traditional tools while effective are not enough Examples of Shrink Tools Human Resource Program Integrity Screening Pre-Employment Screening Employee Awareness ILLUSTRATIVE Training/Job Aides Shrink Improvement Program: “Quick Reference Guide” Electronic Article Surveillance (EAS) Tagging Deters Shoplifters and Detects External Theft Electronic Article Surveillance (EAS) System A selected group of products receive EAS tags. When these products are scanned at the cash register, the EAS tags are deactivated. If the EAS Tags are not properly deactivated, an alarm signals [at the antennas (pedestals)] that store employees must respond to. Deter PROPER TAGGING PROCEDURES Background Checks Loss Prevention Shrink Binder Newsletters/Videos Detect Monitoring Program Mgmt/Compliance Reporting and Score carding Daily Transaction Reports Cash Handling Refunds, Voids, etc. Shrink Management Tool – Store Profile Control High Risk Product Program Improve Supply Chain Processes (DCs, Receiving, Storage, Handling, etc.) In-store display Anti-theft Fixture Source Tagging One EAS Tag Should be Placed: On all items with the shelf tag symbol !! Securely on the item where the surface is flat, dry and clean On the back or bottom of the item On the paper or cardboard part of battery packages EAS tags can be placed on all magnetic media such as video, audio and film Shelf Tags: Look for !! and !!M Here EAS Tags Should Not be Placed: On items with the shelf tag symbol !!M (those items have Source Tags from manufacturers) Placing an EAS tag over a Source Tag deactivates both tags Over product names, instructions, prices, warnings, ingredients, expiration dates, call numbers or other key information (color, size, etc.) Directly to metal: Includes batteries and boxes with aluminum wrapping inside Directly on vinyl or leather (adhesive can damage the merchandise) On microwavable items (tags can damage the microwave) On a product if the EAS tag has a pink/red dot on it (these tags are deactivated) EAS Tag: Front EAS Tag: Back PROPER RESPONSE TO EAS ACTIVATIONS (ALARMS) Store employees must RESPOND TO and TRACK all EAS antenna (pedestal) alarms A member of store management must respond (manager, assistant manger or key cashier) If store management is unavailable to approach the customer, only ONE employee responds Every time the system alarms, record the event in the EAS Activation Log Notebook Steps when ALARM SOUNDS as a customer EXITS the store 1. Approach customer in a non-threatening manner: smile, be friendly and discreet - Never yell, run at or embarrass customer 2. Use this apologetic approach: “Excuse me, apparently we have failed to deactivate your inventory control tag (use this term in front of customers.) Will you please allow me to deactivate the tag?” (Hold out hand for purchase - NEVER grab the bag or merchandise) 3. Once the customer hands you the bag, step away from the system so the alarm stops 4. With the bag in hand, step completely THROUGH the antennas 5. If the bag sets off the alarm return to the cash register and CHECK THE RECEIPT for the items in the bag If the item is LISTED ON THE RECEIPT: Apologize for the inconvenience, deactivate the product and neatly re-bag the items If an item is NOT LISTED ON THE RECEIPT: ? Ask the customer: “Since we failed to correctly ring up and deactivate a product, would you like to purchase this item?” ? After this check, take the purchase and walk through the system with the customer following you ? If the alarm does not respond when you walk through but does respond when the customer walks through: the customer may have an unpaid product that is not properly deactivated ? If the customer admits to shoplifting and if they agree to sign a report: complete an External Loss/Theft Incident ReportForm 1171 and also provide the shoplifter with a copy of the Civil Demand Notification Upon completion of Form 1171: West Coast stores fax a copy to (541) 475-8091and East Coast to (818) 787-4201 Please post fax numbers in the office (please keep fax numbers current- may change) If the shoplifter is uncooperative, has a shoplifting record and/or does not have an ID: Call police (at your discretion) Issue the shoplifter a Barring Notification if you believe he/she is a “threat to the store” 6. If the bag does not set off the alarm, or the customer did not have a bag when the alarm initially went off Have the customer walk through the antennas: If the alarm goes off, the customer may have an unpaid product that is not properly deactivated If the customer admits to shoplifting follow Rite Aid’s Policy and Procedure on Shoplifting (above) Steps when ALARM SOUNDS as a customer ENTERS the store Schlage Shield for Wallet 1. Approach the customer in the same fashion as above 2. If the customer has a bag, ask if they would like you to deactivate a tag another store might have missed 3. Ask if the customer has a key access card (one type could set off the EAS system) If so, check if the card sets off the alarm and give them a Schlage Shield Card to avoid future system activations Beepers, cell phones, credit cards and keys DO NOT set off the system Shrink Mgmt Tool Compliance Reporting Exception Reporting HRP Identification Risk Analysis Model High Risk Stores © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 4 Inventory Accuracy and Shrink Growing percentage of shrink is not associated with physical loss ‒ Reported shrink (known shrink) is understated and a significant cause of controllable shrink. ‒ Inventory valuation is subject to volatility in reporting based on the cost compliment calculation, retail valuation for center store and cost based valuation for perishables ‒ Master Data – often retailers do not have a single item master database which drives several issues contributing to shrink including item setup errors, system update errors, and late cost changes ‒ Receiving Accuracy - Receipt accuracy is likely contributing to shrink and out of period adjustments © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 5 Process Shrink ‒ ‒ How effective are your physical inventory processes? Do you see significant margin or inventory valuation swings in your fresh departments ‒ Do you have detailed process maps related to inventory movement? ‒ Are your processes, controls and systems in synch? © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 6 Strengthening basic fundamentals Implementation timeframe: 6 months or less Vendor Compliance Vendors do not oversship against the purchase order quantity Vendor sends accurate ASN’s Verify receipt to the PO quantity Accurate Receiving and Payables Input accurate receiving information on a timely basis Pay for what you receive – order Balance direct import GL inventory and liability accounts Minimize changes to PO quantities PO Controls ASN Accuracy Implementation timeframe: 6 months or greater Manual Receiving Controls Close out old purchase orders in warehouse system Company X translates EDI transactions accurately into the ASN tables Improve and govern ASN compliance with vendors and ODP systems Receive shipments accurately against the purchase order Minimize key strokes Receive against the purchase order Next Steps Match net receipt transactions with purchase order and invoice (3 way match) Automation of journal entries in direct import accounting Reengineer financial controls for vendor settlements, store receipt adjustments and returns © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 7 System Shrink ‒ Have you recently implemented any new systems? ‒ Does you organization have a current systems Map? ‒ Are automated balancing routines established between systems? ‒ Who is responsible and are error logs worked daily? ‒ Do business owners have to sign off on all system design changes? ‒ Has your organization completed transaction testing? © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 8 Inventory System Interface Diagram Legend Pay Systems DB2 Table Receive/Ship/ Transfer Systems General Ledger System Retek Real-Time Data Interface Batch Job Data Interface POM Mainframe GSS Global PO Updates PO Modeling PO Updates Auto Replenishme nt Program RDF RMS Oracle Dashboard WDTS NonCode Item Data Procurement Systems Vendor Portal Manual SKU Strategy Settings Data Transfer Systems SKU/P O Activit y, Alerts Customer Sales/Return s Systems Item Cost and List New Item Data,Price Data Cost Changes, Forecasts Item Maintenance Systems Message Queue Paid Reporting Data Manual PO Creation Auto PO Creation from RDF Data Sales Sales/Returns Accounting System Store Receipts, Transfers, Adjustments RTV Data Receipts & Adjustment Data Customer Orders Warehouse Inventory System (WIV) COS/Sector Routing System STS Order Fulfillment Data © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Sales/Returns Customer Orders POS Item Data, DC OnData Sales/Returns hand Qs WMS – Distribution Centers Receipts/Shipment Data Item Data WMS – Cross Docks PO/Item Data Sales/ Return s RTV Data RTV System AOPS Vendor Payment Data Store Inventory System (SIV) Receipt J/Es Store Inventory System Web Front-End G\L Data DB2 Non-Code Item Data SITran License Plate Data Sales/Returns Data RCC System Integral A/P Non-Code Item Data Vendor Receipts/Rec’t Adjustment Data Non-Receipt/Sale Transaction Data PeopleSoft G/L PeopleSoft A/P PeopleSoft 9 Accounting Shrink ‒ How is your inventory valued? ‒ How is cost of goods calculated? ‒ Effectiveness of physical inventory’s reconciliation? ‒ Has your organization trace transactions to the GL account? ‒ How many manual accounting processes are in place? ‒ Are all AP processes reconciled on a regular basis? © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 10 Summary Findings False Overages Markouts without Receipt Adj. # of occurrences # of occurrences Receipt Adj. after AP match # of occurrences 2000 14000 1500 12000 1500 10000 1000 8000 1000 6000 500 4000 500 2000 3077 3075 3074 3073 3072 3071 3070 3069 3066 3063 3078 3077 3075 3074 3073 3072 3071 3070 3069 3066 3063 3061 3077 3075 3074 3073 3072 3071 3070 3069 3066 3063 3061 3061 0 0 0 Key Influencers: 1. Changes in receiving , production and shipping policy at the cross docks due to new scanning technology 2. Increased volume of non-flow through freight not designed to support cross dock business rules Split shipments (Batch v. flow) Vendor consolidation Packaging Multi-cross dock deconsolidation 3. Increased volume of global imports managed by a broken global accounting process © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 11 Shrink Reporting Shrink reporting lacks consistency in the method that it is collected, posted and reported How effective is your reporting related to: ‒ What accounting method do you use to report shrink ‒ Know shrink and waste ‒ Inventory adjustments ‒ PO, receipt, invoice & payments ‒ ASN exception reporting and receiving accuracy ‒ Vendor compliance ‒ Non-match reporting (RTV, PO Order Qty, Receipts, Wrong or missing PO) © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 12 Shrink Reporting Improving Shrink reporting: ‒ SKU based information ‒ Tracking unit variance history vs. dollars ‒ Tracking unit history over larger periods ‒ Track and monitor inventory movement ‒ Track all product leaving the building POS, Backroom, trash compactor ‒ Monitor accuracy of price file © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 13 Inventory Shrink Roadmap Discovery PHYSICAL Root Cause Analysis Remediation Steering committee Executive Presentations SYSTEMS Working committee & project resources Issue Identification • Framing the issue Shrink workshop Data Analysis • What gets better Review current findings Process& system reviews • Fundamentals Identify Organizational Timeline Root cause identification Strategic roadmaps Review key process, system & accounting Quantify Identified Issues changes Observations & Recommendations Outputs PROCESSES ACCOUNTING High Level Systems Overview High Level Data Flow Map PI Process Flow Develop preliminary list root causes Develop high level project plan © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Implementation roadmap Activities Milestones Timelines Resources Cost Impact on the bottom line 14 Discovery Steering committee ‒ Working committee & project resources Shrink workshop ‒ Review current findings ‒ Identify Organizational Timelines ‒ Review key process, system & accounting changes Outputs ‒ High Level Systems Overview ‒ High Level Data Flow ‒ Map PI Process Flow ‒ Develop preliminary list root causes ‒ Develop high level project plan © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 15 Discovery Review and document key processes, systems, accounting and reporting to assist with the identification of gaps and to provide observations and recommendations ‒ Set up cross functional meetings to discuss key business processes ‒ Document current state process flows, systems, accounting ‒ Review procure to pay processes, systems, and accounting ‒ Root cause analysis © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 16 Process, System and Accounting Maps © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 17 Example Deliverables – Detailed Process Mapping Inventory Functional Area: Master Data; Index of Activities N1 Merchant reviews Item information N8 Decline Item Request? No Yes Re-assign to Another Merchant? No Merchant selects another Merchant and submits the request Yes Vendor Portal Vendor Portal Yes No N9 Merchant adds other relevant information including retail prices and hierarchy System routes item request back to the Vendor. Yes System routes item request to the selected Merchant. A Vendor Portal Approved by Merchant? Merchandising Vendor Portal routes item request back to the Merchant A System routes item request to Item Control based on the Dept of the item B Standard Item Cost Change by OD (Upload) (pg. 7 of 10) Vendor Portal No Merchant selects a DMM and submits the request Vendor Portal New Standard Item by OD (Upload) (pg. 6 of 10) C.1.1. 1.2 C.1.1. 1.1 Vendor Portal A New Standard Item by OD (Manual) (pg. 3-4 of 10) Standard Item Cost Change by OD (Manual) (pg. 5 of 10) Vendor updates item information and submits the request Vendor Portal Receipt/Sales (pg. 2 of 2) System routes item request to the selected Merchant for approval. C.1.1. 1.3 Vendor Portal Vendor inputs item information including cost, selects a Merchant, and submits the request End Standard Item Cost Change by Vendor (pg. 2 of 10) N7 Start Vendor Portal PG1.1 .1.1 WAC Update (pg. 1 of 2) Vendor Portal N2 Inventory Functional Area: Master Data; Process: 1.1.1 Item Master Maintenance – New Standard Item by Vendor (Page 1 of 10) Vendor Portal Activities New Standard Item by Vendor (pg. 1 of 10) 1.1.2 Weighted Average Costing Vendor Portal 1.1.1 Item Master Maintenance Vendor Process Flows System routes item request to the selected DMM. Delete Item Request? No N3 Vendor Portal DMM reviews item information Vendor Portal System routes item request back to the Merchant RMS N8 Wholesaler Items (pg. 8-9 of 10) System updates its internal item tables Approved by DMM? C.1.1. 1.5 Yes item management systems. • N2 – A Standard SKU is defined as a SKU that can be sold across various channels and flows. Virtual and Consignment SKU’s are created through the Standard SKU process. However, the SKU must be linked to a virtual supplier or consignment vendor respectively. A Proprietary SKU is defined as a customer(s) specific item outside of base assortment. Proprietary Items are created via the Quick Item Entry method in the Standard SKU process. • N3 – A Wholesaler SKU is defined as a SKU that is sourced from a wholesaler. • N4 – Non-code SKU’s refer to product outside the normal assortment. Non-code items are normally bought on a one-time basis for a contract customer. Vendor Portal Item Control reviews item information Approved by Item Control? No C.1.1. 1.4 Observations • PG1.1.1.1 – Inaccurate item data input can have downstream effects that cause rework in EDI transmissions. • PG1.1.1.2 – Inaccurate item data input can have downstream effects that create the potential for inaccurate recording of inventory received. A N10 Yes Hourly batch job runs that pushes RMS item table data into the DB2 DB2 • N1 – Item Master Maintenance is the process to create, modify, or delete items/SKU’s within the various N8 B RMSHRLY Batch Job Process Description Item Control Group N4 Non-Code Items (pg. 10 of 10) Item tables updated with DB2 item table data End Process Controls & Observations Process Description • N7 – The Vendor Portal application is used to create new items or make cost changes by vendors, merchants, • C.1.1.1.1 – Merchant reconciles the item cost to the negotiated item cost. Merchant then approves or rejects and the Item Control group. • N8 – Approvals/rejections are captured in the Vendor Portal workflow. • N9 – Merchants are responsible for determining the retail price of their items. Margin requirements vary based on the department and item. • N10 – RMS assigns each new item a unique SKU id. Last Modified: 05/29/08 10:31:49 PM • • • • the item. C.1.1.1.2 – If the retail pricing is below the cost or above the list price entered by the Vendor, an error message will be generated that will not allow the user to proceed until the retail price is corrected. C.1.1.1.3 – Vendor Portal captures who initiated the new item/cost change request. C.1.1.1.4 - Item Control Group reviews the item information to ensure (1) the description meets Item Control’s criteria, (2) the accuracy of the UPC for inner case quantity, and (3) the existence of sell dimensions. Item Control Group then approves or rejects the item. C.1.1.1.5 - DMM reviews the item information to ensure that the margin guidelines are being met based on the product category and channel the item will be promoted in. DMM then approves or rejects the item. Last Modified: 05/29/08 10:31:49 PM © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 18 Discovery Review the accuracy of the current retail or cost method of accounting ‒ Assess the retail or cost method of accounting ‒ Test cost compliment calculation or definition of cost ‒ Provide a summary of recommendations related to key themes (Definition of cost, inventory adjustments, cycle counting, master data management, etc) © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 19 Discovery Complete a reporting impact analysis ‒ Document key current operational and financial reporting related to margin, shrink and inventory adjustments ‒ Importance of establishing one source of truth for reporting ‒ Assess master data clean-up and maintenance ‒ Assess shrink and waste calculations ‒ Assess inventory adjustments, cost adjustments, and other top level adjustments impacting margin, shrink and inventory adjustments © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 20 Systematically research, identify, and resolve Inventory Variances and Shrink Unexplained Shrink $95 Million Trend (200x) Issues Resets Theft Drop Ships at Stores Vendor Contracts Over Production Auto-distro’s R-claims Markdowns Etc © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Validate and Categorize Quantify Bucket 1 Bucket 2 Component 1 Component 2 Bucket 3 Component 3 Component 4 Bucket 4 Bucket 5 21 Categorize Based on our analysis the top ten contributors to shrink in 200X are: ‒ Reported Shrink (Thrown Away) - $26.9 Million ‒ Shoplifting – $19.3 Million ‒ Under Reported Thrown Away - $15.1 Million ‒ Cost Compliment Variance - $ 9.2 Million ‒ Unknown – $4.9 Million ‒ Under Reporting (Thrown Away Weight Estimate Error) – $4.9 Million ‒ DC Pick Errors – $4.6 Million ‒ Cost Changes - $3.4 Million ‒ Retail Price Changes - $2.6 Million ‒ R-Claim – $2.3 Million © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 22 Categorize Period covering May 1, 20xx – April 28, 20xx $24M $86M Misaligned business rules across operations and general ledger processes Markouts without receipt adjustments Receipt adjustments after AP match Lack of controls with global accounting process relative to changes to purchase orders and receipt $56M $11M $6M Systems deficiencies with PO and ASN information POM not updating GSS quantities Duplication of ASN quantities -Known Loss Flexible receiving policies $45M Ability to receive shipments against any purchase order -Shrink Reserve Ability to change purchase orders once they have transacted with accounting Assumed receipt information posting to the general ledger without verification at the cross docks 2006-07 Preliminary Inventory Shrink Results incl. known loss 2006-07 ReserveInventory Shrink plus known loss Final Inventory Adjustments Reclassified (balance sheet items) as Inventory Inaccuracy at the Cross Docks Inaccurate information provided by third party K&N providing inaccurate ASN information Final 20xx-xx Inventory Shrink ($62M) © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 23 Remediation Selling shrink projects to your executive suite Developing Executive presentations – Frame the Issue – Setting the Priorities – Business Case Development © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 24 Frame the Issue - Example Focus Areas Business Value Difficulty Estimated Savings/Benefit 1) Improve reported shrink tracking and management reports High Med $29-$36 Million 2) Distribution operational and financial reporting changes High Low $8-$11 Million 3) Improve the preciseness of inventory valuation High High $10-$14 Million 4) Master data clean-up and maintance High Low $3-$5 Million 5) Store Detail receive all DSD shipments Med Low $1-$2 Million 6) Theft Reduction Med Low $2-$4 Million © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 25 Setting The Priorities Realizing sustainable shrink improvement hinges upon setting clear priorities which consider business value and level of difficulty. High Focus Areas Gems 1 Difficult but Rewarding Business Value 2 3 1) Improve Shrink Tracking 2) Distribution Operations 3) Inventory Valuation 5 4 6 Back Burner Quick Wins 4) Master Data 5) Detail Receiving Low 6) Theft Reduction Low Difficulty © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. High 26 1 – Improve Reported Shrink Tracking Observations Shrink reporting should be standardized using cost or retail and should include all product removed from the store using a single process. Shrink allowances & R-claim should be systematically tracked by vendor and included in management reports. Stores should be rewarded for accuracy of shrink reporting and improvement, not based on a rate. Recommended Actions Assign a cross functional team with representatives from stores, distribution, buyers and finance to standardize, simplify and develop the business requirements including: Enable the stores using the handheld's to track the root cause and amount of reported shrink including: – Damaged, code dates, resets, production, force outs, and excess inventory – Scan all items removed from the store (ensure all item have UPC/PLU’s) – Track items used for production and include in cost of goods sold rather than shrink The RMS system should direct the stores related to disposition of the product and record the shrink into the correct bucket automatically Use bar codes on each r-claim box for improved reconciliation Establish guidelines for tracking other key information to assist in developing new reporting related to on-going diagnostic and trend information including: – Late cost changes, Production tracking, RMS flag accuracy, R-claim variance reporting Business Value H Difficulty M Timescale M Assign IT resources to scope, develop detailed design and cost estimates to support business requirements Business Value Reduce current reported shrink from $49 Million to $13-$20 Million Measure and understand the root causes of reported shrink Costs M Monitor the appropriateness of shrink allowances Improved R-Claim Reporting Resources M © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 27 Contact Information Al Voels Retail Practice Leader KPMG Canada Telephone: (206) 979-7654 Email: arvoels@kpmg.ca © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 28 © 2012 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.