Store operations and IT teams clubs don’t always work in close contact in retail. But when it comes to implementing new store technology, it’s critical that they’re in lockstep.

That’s what Schnuck Markets’ VP of Store Operations Support, Kim Anderson, and VP of IT Store and Emerging Technology, Dave Steck, learned when introducing Simbe’s inventory robot, Tally, into their stores back in 2017—and across a scaled number of use cases in the years since then.

“IT and operations work best when they have alignment on what they need,” Kim said. “The best way to figure out how to leverage the data to its fullest potential is to work together on solutions. It’s imperative to sit down and decide on what needs to be done. And it takes a deep level of understanding and trust, too.” She joked, “that’s probably why Dave’s referred to me as his work wife.”

Dave and Kim began meeting weekly when Schnucks started rolling out the technology, eventually bringing Tally to every Schnucks store. During these weekly syncs, the pair discussed tech applications, progress updates, and store feedback.

Bit by bit, Kim and Dave formed a tight, cross-functional team. IT leaders began visiting stores to truly understand the pain points facing the store operations team, and both teams collaborated on rollout plans and developed consistent lines of communication. Their work offers key learnings for successful retail technology implementations.

Assembling a cross-functional team

Approaching Tally’s rollout, Dave and his team were eager to see how the robot would reduce out-on-shelf items and improve Schnucks’ inventory process. The IT professionals were excited about the data that Tally collects, as well as the operational efficiency opportunities that these insights might reveal. But first, IT needed to understand more about day-to-day store team operations, to set the in-store implementations up for success.

The conversation started with Dave and Kim. As Dave lent his IT and technology expertise, Kim shared her insight into store practices and teammate needs, which she’d gathered over decades at Schnucks. By collaborating closely, they began to ensure that Schnuck could use Tally’s full capabilities to enhance all existing processes on the floor—especially inventory management.

Assembling a dedicated cross-functional team and aligning IT and store operations proved essential. As IT focused on the application of the tech, incorporating feedback from Store Operations, Store Operations made sure to reflect Schnucks’ teammates’ input in aggregate and to provide context about store workflows.

A breakthrough occurred when IT visited Schnucks' stores with the store operations team.

Bringing IT leaders to the store to build true understanding

While Kim represented Schnucks store teammates’ processes, concerns, and needs, nothing compared to giving IT an opportunity to head into a store. While inside Schnucks stores with the Store Operations team, IT was able to see the day-to-day operations firsthand, across deliveries, picking and packing e-commerce orders, and manual inventory audits. Their time spent in stores, alongside store teammates, provided valuable for developing their strategy.

Armed with this deeper understanding of operational needs, the team was able to avoid wasting time setting up automations that would otherwise be ineffective.

“Delivering an out-on-shelf notification to somebody at eight o’clock in the evening is ridiculous if you think about it,” Dave said, as an example. “Because that individual is probably not there to deal with backstock and other items, as the teammates are tasked with other activities at that time.”

Store visits help IT teams better understand how store teams approach their tasks. For instance, Kim explains, store teams often measure their labor in movement, such as the number of steps it takes for them to check the backroom or visit an aisle using a handheld scanner. With these insights, IT teams can make the right technological adjustments to free up valuable labor hours for teammates.

Plus, understanding these units of measurement helps IT professionals and store teams speak the same language, which is essential for communicating and collaborating across departments.

Communicating with store teams—and giving them a voice

In a recent poll, 59% of store associates said their lack of input is a barrier to effective technology adoption. It’s easy to see why these team members would be skeptical about the benefits of technology without an opportunity to shape how these tools will change their day-to-day routines. 

“We initially did not remove any hours from store schedules after deploying Tally,” Kim said. “We reinvested that time back into focusing on the customer.” This focus on customer service was a strategic decision, and a big benefit of deploying Tally.

In addition to getting IT teams into stores, Kim made sure her store teams had the opportunity to voice challenges and issues as needed. For example, store teams raised an issue with the frequency at which Tally was programmed to generate information. (Tally’s job is to surface a new list of tasks for teammates at every traversal, which can include anything from price tag corrections to restocking assignments and more.) In initial deployments, teammates would receive notifications nearly every hour that contained hundreds of finished and unfinished items. That’s a lot of notifications for teammates who are also jumping in to help with other tasks like checkout and assisting customers.

When Kim passed along this feedback, Dave and his team cut back on the number of times Tally traversed during the day, making sure to prioritize task lists effectively. Knowing that store teams needed a chance to unload the trucks at the start of their shift before Tally took inventory, Dave even optimized the timing of her traversals, so that the data captures were always up to date.

This open line of communication helped give store teams the voice they needed to make the implementation as successful as possible.

Invest in the process—and celebrate the results

At Schnucks, the time investment in this careful collaboration has been well worth it. The family grocery brand has realized increased sales and operational efficiencies more effective inventory management, and Tally has saved the team many, many hours,” according to Kim. That’s a lot more time for interacting with customers. This is beneficial for Schnucks’ business, and provides more fulfilling work for store associates. 

“That's why we went from 20% of Schnucks stores covered by Tally to all of the stores covered very quickly—because once we got it right, the store teams bought in,” says Kim.

“If I go in today and I try to take that robot out of the store, there'd be a mutiny,” she adds. “I wouldn't get to the front door with it.”