OpsXpert is a methodology by which financial alignment and managerial accountability are integrated with technology to produce profit optimization. This is a technology-supported management system that provides visibility into service level and distribution gaps overlaid with hourly sales movement data to pinpoint areas of needed improvement. The system facilitates corporate interaction with District Managers, Store Managers, Operators, and Merchandisers to suggest best-practices for improving in-stock positions, optimizing promotions and assortment plans, improving schedules and tasks, and other operational issues for improved sales and profit opportunities.

OpsXpert puts your “Best Manager” - from a controls perspective - into every store:
1. The process begins at the top with a review of department level results (ScoreCard) by the most senior executive.
2. Each departmental manager and operations executive should have already reviewed those results (ScoreCard) and have asked the “three questions” of their direct reports.
3. Every manager should recognize his top performers.
4. Every level of management, including field management, should prioritize their calls and visits on the basis of the largest dollar value problems. (District Manager visits should be prioritized by dollar problems).
5. Ownership begins at the bottom: unit managers must learn to own their results, analyze their issues and be able to answer the “three questions” when they are called. “Be out ahead of your boss.”
6. The process begins at the top with a review of department level results (ScoreCard) by the most senior executive.
7. Each departmental manager and operations executive should have already reviewed those results (ScoreCard) and have asked the “three questions” of their direct reports.
8. Every manager should recognize his top performers.
9. Every level of management, including field management, should prioritize their calls and visits on the basis of the largest dollar value problems. (District Manager visits should be prioritized by dollar problems)
10. Ownership begins at the bottom: unit managers must learn to own their results, analyze their issues and be able to answer the “three questions” when they are called. “Be out ahead of your boss.”
– What happened yesterday?
– Why did it happen?
– What are you going to do today to correct or to improve it?