When it comes to making decisions, one of the management tiers is the operational level. These are the first lines of management in retail sales. Customers and operational managers have a strong interaction. These people work in the retail industry as shift supervisors or store managers. The introduction of an information system considerably aids this management level since it automates certain tasks. Decisions made on operations have an impact on how the company is operated on a daily basis. These are primarily routine, and junior or intermediate managers may take them. When a customer visits a business and asks for a product that is out of stock, it is an example of the same. If the product is available at the next shop, the manager or supervisor might be able to find out. If it is available, the manager has the option of sending the customer to the next store, having the item delivered to the store, or even having the customer pick it up themselves. For instance, deciding whether to order extra coffee for the following week is a straightforward operational choice for the caf$.$ Sales and stock information will indicate when additional supplies need to be ordered $($Asif$,2018).$

Operational managers may also target a specific region of client patterns and know which specific items are in stock, thanks to information systems. Businesses might use their information systems to decide how much of a certain product to automatically stock. A manager has the authority to make necessary adjustments, such as evaluating and asking for additional stock as well as other items needed to satisfy a certain need. In this instance, the information system is a technique or instrument that improves the retail environment's efficiency. This is a means of enabling employees to make decisions at the lowest feasible level.

The management and strategic levels are the other two levels that are directly fed into the operational level. Because the operational operations are closely linked to the clients, they have easy access to a wealth of pertinent data. Therefore, information gathered at the operational level directly influences decisions made at the management level. An organization may experiment with the same incentives in the remaining departments if it finds that there is a correlation between the incentives and sales in certain of the departments.

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