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What will prevent us meeting our target KPIs, within the Flex budget,…

- - - - We do not know why it's not clean
  - - - Definitions of exceptions in the SLA have some grey areas
      - Practice according to agreed rules needs to be embedded
      - Sometimes results can be the same but manual process failed
      - Adjustments are not loaded into the formal metrics in time to influence contractual KPIs
      - XPO may not understand the importance of some metrics
- - - - Location - is away from cluster of Midlands, etd
      - Historical pay offered has been low - now been fixed
      - Recruitment method - filtered 58 CVs
      - Pool of candidates are too similar background - look outside the usual network - being changed now
      - Culture, fit, aptitude more than experience, and these indicators are more difficult to select on mechanically
    - - A Fixed Term person can only be given a targeted scope and not the full role
        
        Role is not currently defined. Should be Space Management, DC investigations, Damages, Suspense, NOT PI management,
    - - These roles were not designed into te structure - 2 tteam leader gaps out ovs 24 current
  - - - Need more buddying and weekly prorgress reports
      - This is not yet clearly built into financial forecasts. Manage phasing vs total cost
  - - - Hierarchical communications in Outbournd
        
        Team leaders only starting now to have good access to Joe
        
        Assumption that when Joe gets involved it's because something has gone wrong
- - - - We are not understanding or acting on "golden ratios"
        
        We have "Rady to QC and "Ready to Pack" but not understanding or acting on them
      - Ready to Pack number is critical and is difficult to turn aronud when it starts to go off target
        
        We don't have tolerance bands to keep this undercontrol
    - - Picked orders should go through to the marshaling area but at the moment just go through to packing. Some s but miss deadline on others
      - We are not using Kanban
  - - - Plan is shared by Matches but XPO Planning team do not have it
      - XPO have not understood / validated the information
- - - - Box makers manage this and they have no seniority
  - - - Matches have defined buffers and other logic aroudn mateirals not fully understood by XPO
- - - - We have not unpicked changes to improve stability
    - - Focus this year on resolving tech debt although not previously
  - - - Fixing tech debt has been prioritised
  - - - IT support and service provides no turnaround times. Lack of visibility of items going off site and being serviced
      - No causal analysis whern repairs needed
  - - - Current set-up is that across a 7-day period there are 1.5 people
        
        Management of Matches people should improve
        
        Broad scope of on-site IT role includes password access, etc, so ratio of 2 people to 600 may be too low
        
        Management do not have access to Jira tickets or prioritisation
        
        We are not sure why
- - - - New lines sell fast with no history, so difficult to segment
      - Are not doing review and replacement of slow-moving inventory
        
        This requires manual analysis rather than reporting capability within the systems
        
        Microsoft NAV is an ERP whereas this functionality is more of a WMS
  - - - Does not happen now but historically may be lack of adherence to process
      - Did not have a wrapping machine for a period of time, so had to manually overbag some ailes
    - - This is only now being written off against XPO. Inbound checks are only taking place now
      - Processes not be adhered to / followed
        
        SOPs and KPI reporting and disciplines not in place, up to date, and clear
        
        Reporting has not been done in all cases
  - - - Recent security team were not sufficiently tough or professional. Have changed firm, but guards are the same
        
        Matches and XPO need to keep on top of security firm as personnel have not changed
    - - Inventory errors should be resolved by day. Currently being done by week
        
        Investigation list is only reviewed weekly and purged from stock every 2 weeks
        
        Only one person per shift doing investigation
        
        Business case for increasing has not been considered
    - - Body Scanners cost £75k+
- - - - Lack of knowledge in XPO of what's been signed off
- - - - Totes may be used for storage (link to discipline in separate branch)
        
        We are not tracking equpment in and out - e.g., to Carlos Place