Daily View Charts

Detailed explanation of all the charts found in the KPIs and schedule optimization section in Beam.

1. Optimisation

Optimisation — Coverage vs Optimal Staffing

This chart compares, slot by slot, the number of people available for sales against the optimal staffing level calculated by Beam.

Blue bars — scheduled staff effectively available for sales (total headcount minus fixed drivers active in that slot).

Brown bars — fixed drivers mobilised in that slot (goods receiving, opening/closing tasks, etc.), which reduce available sales capacity accordingly.

Pink line — Optimal — the ideal sales staffing level, calculated from the ticket forecast and the store's target productivity: Optimal = forecast (tk/h) ÷ target productivity (tk/h/person).

Orange hatched area — the gap between available staffing and the optimal level. Each slot shows the gap in number of persons (negative values in red).

Click on a slot — opens the detail panel: total scheduled headcount, active fixed drivers, staff available for sales, forecast requirement, commercial gap, and estimated financial impact (irrecoverable / recoverable loss).

ℹ️ A negative gap does not always mean a definitive loss: if a flexible fixed driver is active in that slot, it can be repositioned to partially cover the shortfall.

2. Coverage by Time Slot

Coverage by Time Slot

This chart shows the total number of scheduled staff in each slot throughout the day, and indicates whether the store's minimum coverage rules are being met.

Blue bars — total scheduled headcount in the slot, regardless of role or function.

Pink / red bars — slot below the minimum required by an active coverage rule. The colour flags a rule violation, independently of any forecast or sales logic.

Number above each bar — scheduled headcount in that slot.

Click on a slot — shows the detail of active rules: rule name, required staffing, scheduled staffing, and status (met / not met).

ℹ️ This chart reflects only manually configured minimum coverage rules — it does not factor in the ticket forecast or target productivity. For a demand-driven analysis, refer to the Optimisation chart.

3. Staffing Gap

Staffing — Gap vs Optimal

This chart shows, slot by slot, the gap between available sales staffing and the optimal level calculated by Beam. The centre line represents the exact balance point.

Orange bars (above zero) — overstaffing: more people available for sales than needed to cover the forecast.

Light red bars — Recoverable shortfall — the gap could be closed by repositioning a flexible fixed driver active in that slot.

Dark red bars — Shortfall — irrecoverable shortfall: no available resource can cover this gap.

Green tick — Exact — staffing exactly at the optimal level for this slot.

Number on each bar — gap in number of persons (negative = shortfall, positive = excess).

ℹ️ The optimal level is calculated dynamically from the ticket forecast and the store's target productivity: Optimal = forecast (tk/h) ÷ target productivity (tk/h/person). Fixed drivers already deducted from available staffing are not represented in this chart.

4. Cost Impact

Cost Impact — Financial cost of staffing gaps

This chart translates, slot by slot, the financial impact of understaffing and overstaffing into euros. Two configuration parameters drive the calculation: the Average Ticket Value (TM) and the Average Hourly Cost (employer costs included).

Dark red bars — Irrecoverable loss — revenue definitively lost: the staffing gap could not be covered by any available resource in that slot.

Light red bars — Recoverable loss — revenue that could potentially have been saved: the gap stems from a flexible fixed driver active in that slot, which could have been repositioned to a quieter period.

Orange bars — Overstaffing cost — unproductive cost of excess headcount: staff scheduled beyond the forecast requirement generate an hourly cost with no corresponding sales contribution.

Dashed line — day-level average impact reference, to visually identify slots significantly above the norm.

Totals top right — day-level cumulative figures: total lost sales (recoverable + irrecoverable) and total unproductive cost.

ℹ️ Formula applied: Loss € = Gap (persons) × Target productivity (tk/h) × Slot duration (h) × Average Ticket Value. Overstaffing cost uses the Average Hourly Cost instead of the ticket value.

5. Actual vs Forecast

Sales Pace — Forecast vs Actual

This chart displays the sales pace in tickets per hour (tk/h) for each 30-minute slot throughout the day.

Forecast (green) — the expected hourly volume based on the forecast, used to calculate the required staffing for each slot.

Actual (grey) — the pace effectively observed in store at the close of the slot.

The values represent an extrapolated hourly rate, not a raw slot count. A pace of 77 tk/h means that had the observed cadence over those 30 minutes been sustained, 77 tickets would have been processed in a full hour.

ℹ️ This pace is directly comparable to the per-person target productivity — making it easy to assess at a glance whether the planned staffing was adequate for actual demand.

6. Productivity

Productivity — Actual vs Target

This chart shows, slot by slot, the actual commercial productivity observed in store, expressed in tickets per productive hour (tk/h), compared against the store's configured productivity target.

Blue line — Actual productivity — tickets processed per hour of effective sales presence in that slot. Hours allocated to fixed drivers are excluded from the calculation.

Dashed green line — Target — the productivity threshold configured at store level (e.g. 8.20 tk/h). This same parameter drives the optimal staffing calculation across the Optimisation, Staffing Gap and Cost Impact charts.

A slot above the target indicates high commercial pressure relative to available resources. A slot below may signal overstaffing, a genuine drop in activity, or a gap between the forecast and actual demand.

ℹ️ The productivity shown is an extrapolated hourly rate based on 30-minute slot data — it represents the observed pace, not a raw count. Slots at zero correspond to periods with no recorded commercial activity.