Case Study: Warrenton Oil Company (WOCO)
Reducing Labor Pressure and Improving Rush-Hour Coverage Through Data-Driven Scheduling
Challenge
Woco struggled with poor labor visibility, rush-hour coverage gaps, and reactive scheduling that put pressure on managers and increased labor cost.
What We Did
Provided clear, data-driven labor insights tied to traffic and sales, with simple daily and weekly reports and flexible budgeting views.
Impact
Reduced overall labor pressure, improved coverage during peak periods, and enabled more efficient use of labor hours.
About the Customer
Warrenton Oil Company (WOCO) is a Missouri-based energy and retail organization operating FastLane convenience stores along with related businesses such as car washes, transportation logistics, and hospitality locations. The company manages a diverse footprint where consistency and visibility across day-to-day operations are important to overall performance.
The Problem
Labor was one of the biggest operational stress points for Warrenton Oil company.
Managers were scheduling reactively, often without clear visibility into:
- When traffic actually peaked
- How labor aligned with sales
- Where coverage gaps were hurting execution
As a result, rush hours were understaffed, slower periods were overstaffed, and managers spent too much time rebuilding schedules instead of leading teams. This created unnecessary labor pressure and inconsistency across stores.
Why They Chose BandyWorks
Warrenton Oil didn’t need more complex labor tools. They needed:
- Clear, easy-to-read labor insights
- Scheduling guidance tied directly to traffic and sales
- Simple reports managers could use daily and weekly
- Flexibility to adjust without starting from scratch
The goal was to make labor planning predictable and manageable.
The Solution
BandyWorks configured labor reporting that connected staffing decisions to real store activity.
This included:
- Labor views tied directly to traffic and sales patterns
- Daily and weekly scheduling insights
- Clear visibility into peak periods and coverage gaps
- Flexible budgeting tools that allowed managers to adjust proactively
Instead of reacting after problems occurred, managers could plan ahead and staff with confidence.
The Results
IMPROVED PEAK COVERAGE
Rush-hour coverage improved as schedules aligned more closely with traffic and sales patterns.
LOWER LABOR PRESSURE
Managers reduced overstaffing during slow periods and avoided understaffing during peaks, easing day-to-day labor strain.
MORE EFFICIENT LABOR USE
Labor hours were implemented where they mattered most, improving execution without increasing total hours.
- Annualized first year savings $95,000
- Annual profit impact $190,000
- Scheduling variance improvement 2%
Why It Matters
Labor doesn’t just impact cost, it impacts execution, customer experience, and manager burnout.
When labor is planned around real traffic and sales data, stores run smoother, managers regain control of their time, and cost pressure comes down without sacrificing coverage.