Apps Run The World Apps Purchases

Customer	Industry	Empl.	Revenue	Country	Vendor	Application	Category	When	VAR/SI	Insight Source
Target	Retail	440000	$106.6B	United States	UKG	UKG Workforce Central (ex Kronos Workforce Central)	Workforce Management	2012	n/a	Target implemented UKG Workforce Central (ex Kronos Workforce Central) beginning in 2012 to replace a legacy workforce system, positioning the application as the retailer’s standardized Workforce Management platform. A dedicated Workforce Management business process consultant built the business value case with qualitative and quantitative data and led system design as subject matter expert for store scheduling processes. The implementation focused squarely on scheduling functionality and operational process standardization across retail operations. The deployment covered all 1,700+ Target stores and Headquarters locations, where Workforce Central was implemented to support store scheduling and related workforce processes. Implementation activities included developing detailed process documentation, configuring scheduling rules and system design for district and store-level users, and training more than 500 district captains and leaders on the new scheduling workflows. Target also partnered to develop a mobile application that allowed store team members to view schedules remotely, extending Workforce Central’s scheduling access to mobile devices and reinforcing operational reach into frontline hourly staff.
Target	Retail	440000	$106.6B	United States	Manhattan Associates	Manhattan Active Labor Management	Workforce Management	2013	n/a	Target selected Manhattan Active Labor Management in 2013 to replace a legacy workforce management system, implementing it as a Workforce Management application to standardize labor performance across fulfillment operations. The program ran an Agile/Scrum-driven Standards development phase; a project manager (June 2014–March 2015) led development and deployment of a new labor performance management capability across four fulfillment centers, with a primary focus on building baseline labor standards inside Manhattan LMS and shifting measurement from throughput-only to activity-based performance metrics. Deployment included testing and integrating a web-based PMTS component and close vendor collaboration to resolve a dozen critical defects within three months. The effort applied Lean methods (standard work, 5S, labor productivity analysis) to remove process variation and institutionalize standards. Scope was limited to labor performance and standards management functions at four fulfillment centers, and the initiative was scoped to deliver approximately $13M in savings over five years.
	Professional Services	450000	$9.6B	United States	Nice Systems	NICE IEX Workforce Management	Workforce Management	2013	n/a
	Professional Services	450000	$9.6B	United States	UKG	UKG Workforce Central (ex Kronos Workforce Central)	Workforce Management	2018	n/a
	Retail	460000	$46.5B	Netherlands	Softbrick	Softbrick Workforce Management	Workforce Management	2017	n/a
	Retail	470000	$159.5B	United States	UKG	UKG Pro Workforce Management (Ex UKG Dimensions)	Workforce Management	2018	n/a
	Retail	470000	$159.5B	United States	Manhattan Associates	Manhattan Active Labor Management	Workforce Management	2014	n/a
	Transportation	490000	$91.1B	United States	ADP	ADP WorkForce Scheduling	Workforce Scheduling	2023	Accenture
	Leisure and Hospitality	580000	$42.0B	United Kingdom	Infor	Infor WFM Workbrain	Workforce Management	2011	n/a
	Transportation	601723	$92.6B	Germany	UKG	UKG Workforce Central (ex Kronos Workforce Central)	Workforce Management	2011	n/a

Logo

Customer

Industry

Empl.

Revenue

Country

Vendor

Application

Category

When

VAR/SI

Insight

Insight Source

Target

Retail

440000

$106.6B

United States

UKG

UKG Workforce Central (ex Kronos Workforce Central)

Workforce Management

2012

n/a

Target implemented UKG Workforce Central (ex Kronos Workforce Central) beginning in 2012 to replace a legacy workforce system, positioning the application as the retailer’s standardized Workforce Management platform. A dedicated Workforce Management business process consultant built the business value case with qualitative and quantitative data and led system design as subject matter expert for store scheduling processes. The implementation focused squarely on scheduling functionality and operational process standardization across retail operations. The deployment covered all 1,700+ Target stores and Headquarters locations, where Workforce Central was implemented to support store scheduling and related workforce processes. Implementation activities included developing detailed process documentation, configuring scheduling rules and system design for district and store-level users, and training more than 500 district captains and leaders on the new scheduling workflows. Target also partnered to develop a mobile application that allowed store team members to view schedules remotely, extending Workforce Central’s scheduling access to mobile devices and reinforcing operational reach into frontline hourly staff.

Target

Retail

440000

$106.6B

United States

Manhattan Associates

Manhattan Active Labor Management

Workforce Management

2013

n/a

Target selected Manhattan Active Labor Management in 2013 to replace a legacy workforce management system, implementing it as a Workforce Management application to standardize labor performance across fulfillment operations. The program ran an Agile/Scrum-driven Standards development phase; a project manager (June 2014–March 2015) led development and deployment of a new labor performance management capability across four fulfillment centers, with a primary focus on building baseline labor standards inside Manhattan LMS and shifting measurement from throughput-only to activity-based performance metrics. Deployment included testing and integrating a web-based PMTS component and close vendor collaboration to resolve a dozen critical defects within three months. The effort applied Lean methods (standard work, 5S, labor productivity analysis) to remove process variation and institutionalize standards. Scope was limited to labor performance and standards management functions at four fulfillment centers, and the initiative was scoped to deliver approximately $13M in savings over five years.