UK dataswitch to US
Merchandisers
analysing sales figures and trends, coordinating between suppliers and manufacturers for product availability and ordering stock and agree on timescales and delivery dates. If that's your week, this page is about your job.
The honest answer
This job is splitting in two: analysing sales figures and trends is work AI now does quickly and cheaply, and attending trade fairs, in the UK and overseas, to select and assemble a new collection of products is work it can't touch.
Which half fills your week decides your exposure. The ledger below shows which rows you can move toward.
Your week, as this page understands it
Merchandisers ensure that stores are supplied with goods, liaise with suppliers, decide on pricing and promotions and advise retailers on the optimum display of merchandise. The job title says “merchandisers”. The real job is the part underneath: attending trade fairs, in the UK and overseas, to select and assemble a new collection of products. That is the thing someone has to be right about.
The exposed part of this job is specific, and we won’t pretend it is coming back. But merchandisers is not one task. It is 56 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is attending trade fairs, in the UK and overseas, to select and assemble a new collection of products, and the ledger below shows exactly why.
Where the work sits, by task weight
- shifting to AI
- 55%
- changing shape
- 18%
- staying human
- 28%
These bars are tasks changing hands, not people being counted out. The ledger below shows which.
Whole-job exposure score 58 out of 100 (52–64 allowing for uncertainty): partial exposure, across 56 scored tasks. The number is the support for the sentence above it, not a headline about anyone’s future.
How we know this
What is measured: Every published task statement for merchandisers is rated on five dimensions: can a model produce the output, does the work need a body in a room, does it need a legally accountable person, does it depend on a person being trusted in the moment, and how much data exists. A published formula turns those five ratings into the score; the model never writes the number.
How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.
Release: 2026-q4.1, scores computed 2026-08-04. Read the full method.
Your job, task by task
These are the official task statements for this occupation, in plain English, sorted by what the evidence says is happening to each one. The official wording sits under every line so you can check the rewrite against it.
- 29 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
- Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.
Shifting to AI
30 tasksTasks today’s tools can already do most of. This is the part we will not soften: where these rows are the bulk of your week, the week changes.
Analysing sales figures and trends
This is reading one thing and writing another: sales figures in, a record out. That is the shape today's tools are built for.
importance 85 · 3553/00Source: “Analyse sales figures and trends.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (86–100 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Spotting patterns in sales figures is exactly what spreadsheets and analysis tools are built for.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Maintaining a comprehensive merchandising data library
This is reading one thing and writing another: a comprehensive merchandising data library in, a record out. That is the shape today's tools are built for.
importance 80 · 3553/00Source: “Maintain a comprehensive merchandising data library.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Keeping a product data library tidy and current is structured data work that systems already do automatically.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Monitoring stock levels to ensure adequate inventory for merchandising
This is reading one thing and writing another: stock levels in, a record out. That is the shape today's tools are built for.
importance 80 · 3553/00Source: “Monitor stock levels to ensure adequate inventory for merchandising.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Stock monitoring runs off live sales and inventory feeds, so alerts and reorder points are generated automatically.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Providing product forecasts to suppliers to ensure adequate stock levels and supplying chain efficiency
This is reading one thing and writing another: product forecasts in, a record out. That is the shape today's tools are built for.
importance 80 · 3553/00Source: “Provide product forecasts to suppliers to ensure adequate stock levels and supply chain efficiency.” (UK task statement)
How this row was scored
Exposure score: 79 out of 100 (75–83 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Demand forecasting from sales history is a standard, well-solved computing task.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Changing shape
10 tasksTasks where the machine takes the producing and a person keeps the checking, the deciding, or the answering-for-it. For most jobs this is the biggest group, and it is where "transformation, not termination" is literally visible.
Maintaining stock levels to ensure efficient inventory management
The software now makes the first pass at stock levels, but part of it still happens in the physical world. So the job becomes checking and deciding rather than producing.
importance 85 · 3553/00Source: “Maintain stock levels to ensure efficient inventory management.” (UK task statement)
How this row was scored
Exposure score: 41 out of 100 (34–48 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Working out what to reorder and when is well-documented number work software does well.
The five ratings: output a model can produce 3/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Ordering stock and agree on timescales and delivery dates
The software now makes the first pass at stock, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 75 · 3553/00Source: “Order stock and agree on timescales and delivery dates.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Raising orders is automated, but agreeing delivery dates with a supplier involves a conversation and some give and take.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Collaborating with buyers to develop product ranges and inventory management strategies
The software now makes the first pass at buyers, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 3553/00Source: “Collaborate with buyers to develop product ranges and inventory management strategies.” (UK task statement)
How this row was scored
Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Range and stock planning can be partly drafted, but agreeing it with buyers relies on their private commercial knowledge.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Staying human
16 tasksTasks that stay with a person, because they happen in the physical world, because the rules need someone accountable, or because the value is that a specific person does them.
Ensuring ethical, sustainable and legal sourcing of product ranges, aligned with business strategy
The ratings behind this row put ethical, sustainable and legal sourcing of product ranges well outside what today's tools can do on their own.
importance 85 · 3553/00Source: “Ensure ethical, sustainable, and legal sourcing of product ranges, aligned with business strategy.” (UK task statement)
How this row was scored
Exposure score: 28 out of 100 (21–35 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Supplier checks can be partly automated, but confirming a range is genuinely sourced responsibly rests on private information and visits to suppliers.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Agreeing contracts with suppliers for procurement activities
The value here is that a specific person handles contracts and stands behind it. That is earned, not computed.
importance 80 · 3553/00Source: “Agree contracts with suppliers for procurement activities.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Draft terms can be produced automatically, but agreeing a supply deal involves back-and-forth with a supplier who has their own interests.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Negotiating orders with suppliers
The value here is that a specific person handles orders and stands behind it. That is earned, not computed.
importance 80 · 3553/00Source: “Negotiate orders with suppliers.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: AI can prepare the numbers and options, yet supplier deals still turn on a person doing the haggling.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Show the other 46 tasks
Forecasting profits and sales for designated product areas
shifting to AIThis is reading one thing and writing another: profits in, a record out. That is the shape today's tools are built for.
importance 75 · 3553/00Source: “Forecast profits and sales for designated product areas.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (86–100 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Sales and profit forecasting from trading history is statistical work computers do at least as well as people.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Setting prices for products in individual shops
shifting to AIThis is reading one thing and writing another: prices in, a record out. That is the shape today's tools are built for.
importance 75 · 3553/00Source: “Set prices for products in individual shops.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (86–100 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Store-level pricing is already set by algorithms using sales, stock and competitor data.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Forecasting profits
shifting to AIThis is reading one thing and writing another: profits in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Forecast profits.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (86–100 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Profit forecasting from trading figures is a modelling task computers perform quickly and consistently.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Regularlying review performance indicators, such as sales and discount levels
shifting to AIThis is reading one thing and writing another: review performance indicators in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Regularly review performance indicators, such as sales and discount levels.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Tracking sales and discount indicators is dashboard work that reporting tools already refresh without anyone touching them.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Using specialist computer software to produce sales projections
shifting to AIThis is reading one thing and writing another: specialist computer software in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Use specialist computer software to produce sales projections.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Producing projections in forecasting software is exactly the kind of calculation the software is designed to run itself.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Identifying supply problems
shifting to AIThis is reading one thing and writing another: problems in, a record out. That is the shape today's tools are built for.
importance 60 · 3553/00Source: “Identify supply problems.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Late deliveries and stock gaps show up in the data, so supply problems are flagged automatically.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Using specialist computer software to present spreadsheets and graphs
shifting to AIThis is reading one thing and writing another: specialist computer software in, a record out. That is the shape today's tools are built for.
importance 60 · 3553/00Source: “Use specialist computer software to present spreadsheets and graphs.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Building spreadsheets and charts from data is well-automated office work.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Monitoring competitor activities for strategic insights
shifting to AIThis is reading one thing and writing another: competitor activities in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Monitor competitor activities for strategic insights.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (76–90 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Competitor watching relies on public information software collects and summarises well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Preparing cost budgets
shifting to AIThis is reading one thing and writing another: cost budgets in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Prepare cost budgets.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Budgets are built from historical figures and planned volumes, which spreadsheets and AI produce reliably for a manager to approve.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Collecting user feedback
shifting to AIThis is reading one thing and writing another: user feedback in, a record out. That is the shape today's tools are built for.
importance 50 · 3553/00Source: “Collect user feedback.” (UK task statement)
How this row was scored
Exposure score: 79 out of 100 (75–83 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Gathering feedback through surveys and forms is already largely automated.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Analysing every aspect of bestsellers
shifting to AIThis is reading one thing and writing another: every aspect of bestsellers in, a record out. That is the shape today's tools are built for.
importance 80 · 3553/00Source: “Analyse every aspect of bestsellers, including price points, colours, or styles, to maximise their potential.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Sales data analysis is a natural fit for AI, though deciding what to do about the findings stays with a buyer.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing consumer data to identify and forecast market trends
shifting to AIThis is reading one thing and writing another: consumer data in, a record out. That is the shape today's tools are built for.
importance 75 · 3553/00Source: “Analyse consumer data to identify and forecast market trends.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Spotting and forecasting trends in consumer data is a standard analysis job for software.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Identifying slow-selling products to adjust pricing strategies
shifting to AIThis is reading one thing and writing another: products in, a record out. That is the shape today's tools are built for.
importance 75 · 3553/00Source: “Identify slow-selling products to adjust pricing strategies.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Spotting slow sellers in the data is automatic; choosing how far to mark them down still involves commercial judgement.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Monitoring market trends for changes in demand
shifting to AIThis is reading one thing and writing another: market trends in, a record out. That is the shape today's tools are built for.
importance 75 · 3553/00Source: “Monitor market trends for changes in demand.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Demand trends can be tracked from sales data, though local knowledge shapes what they mean.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Forecasting sales targets
shifting to AIThis is reading one thing and writing another: sales targets in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Forecast sales targets.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Forecasting from pipeline and historical data is standard analysis.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Identifying new suppliers for procurement needs
shifting to AIThis is reading one thing and writing another: new suppliers in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Identify new suppliers for procurement needs.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Finding candidate suppliers is search work software does well, though sampling still decides.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Understanding the basic rules of vendor management
shifting to AIThis is reading one thing and writing another: the basic rules of vendor management in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Understand the basic rules of vendor management, allocation and price negotiation.” (UK task statement)
How this row was scored
Exposure score: 70 out of 100 (63–77 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: The rules of vendor management and negotiation are widely written down, so guidance is easy to produce on demand.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 4/4.
Controlling stock levels based on seasonal forecasts
shifting to AIThis is reading one thing and writing another: stock levels in, a record out. That is the shape today's tools are built for.
importance 80 · 3553/00Source: “Control stock levels based on seasonal forecasts.” (UK task statement)
How this row was scored
Exposure score: 69 out of 100 (62–76 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Forecasting and reordering stock is a well-solved maths problem, though someone still counts what is on the shelf.
The five ratings: output a model can produce 4/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Completing stock distribution paperwork accurately and promptly
shifting to AIThis is reading one thing and writing another: stock distribution paperwork in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Complete stock distribution paperwork accurately and promptly.” (UK task statement)
How this row was scored
Exposure score: 69 out of 100 (62–76 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Stock distribution paperwork is routine form-filling, though it usually accompanies goods being physically moved.
The five ratings: output a model can produce 4/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Managing a portfolio of products and services to adhere to critical paths
shifting to AIThis is reading one thing and writing another: a portfolio of products in, a record out. That is the shape today's tools are built for.
importance 80 · 3553/00Source: “Manage a portfolio of products and services to adhere to critical paths.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Tracking a product portfolio against deadlines is structured scheduling work that software handles reliably.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Coordinating between suppliers and manufacturers for product availability
shifting to AIThis is reading one thing and writing another: suppliers in, a record out. That is the shape today's tools are built for.
importance 75 · 3553/00Source: “Coordinate between suppliers and manufacturers for product availability.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Chasing availability between suppliers and manufacturers is scheduling and messaging work that automates well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Adjusting logistics in response to market trends
shifting to AIThis is reading one thing and writing another: logistics in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Adjust logistics in response to market trends.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Rerouting stock in response to demand shifts is a planning calculation software does quickly from live sales data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Planning budgets for new ranges
shifting to AIThis is reading one thing and writing another: budgets in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Plan budgets for new ranges.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Budget models build themselves from past ranges, though the assumptions for something genuinely new need a buyer judgement.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Setting sales targets
shifting to AIThis is reading one thing and writing another: sales targets in, a record out. That is the shape today's tools are built for.
importance 70 · 3553/00Source: “Set sales targets.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Setting targets is analysis of past sales figures, which software can model and propose sensibly.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Collecting and analysing customer feedback to improve service quality
shifting to AIThis is reading one thing and writing another: customer feedback in, a record out. That is the shape today's tools are built for.
importance 60 · 3553/00Source: “Collect and analyse customer feedback to improve service quality.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Sorting and summarising customer comments into useful themes is something software already does well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Implementing marketing campaigns
shifting to AIThis is reading one thing and writing another: campaigns in, a record out. That is the shape today's tools are built for.
importance 50 · 3553/00Source: “Implement marketing campaigns.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Campaign material and scheduling are areas where software already produces usable work.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Developing sales plans to introduce products in new markets
changing shapeThe software now makes the first pass at sales plans, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 3553/00Source: “Develop sales plans to introduce products in new markets.” (UK task statement)
How this row was scored
Exposure score: 58 out of 100 (51–65 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Sales plans for new markets can be drafted from research, though the commercial calls still need reworking by a person.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Coordinating with buyers and analysts to optimise supply chain operations
changing shapeThe software now makes the first pass at buyers, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 70 · 3553/00Source: “Coordinate with buyers and analysts to optimise supply chain operations.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Much of the analysis and reporting is automated, but aligning buyers and analysts happens through conversations between colleagues.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Presenting sales forecasts for new ranges
changing shapeThe software now makes the first pass at sales forecasts, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 70 · 3553/00Source: “Present sales forecasts for new ranges.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: The forecast and slides can be produced automatically, but presenting them and taking questions is done by a person.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Communicating financial forecasts to management teams through presentations
changing shapeThe software now makes the first pass at financial forecasts, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 60 · 3553/00Source: “Communicate financial forecasts to management teams through presentations.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: The numbers and slides come together automatically, but explaining them to management and answering challenges needs a person.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Collaborating with internal and external functions to develop product ranges
changing shapeThe software now makes the first pass at internal and external functions, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 3553/00Source: “Collaborate with internal and external functions to develop product ranges.” (UK task statement)
How this row was scored
Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Range development can be part drafted, though it depends on working details through with colleagues and suppliers.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Planning shop layouts or designing displays
changing shapeThe software now makes the first pass at shop layouts, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 60 · 3553/00Source: “Plan shop layouts or design displays.” (UK task statement)
How this row was scored
Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Layouts and display concepts can be planned digitally, though the shop's actual space and stock decide what works.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Dealing with changes or delays in projects
changing shapeThe software now makes the first pass at changes, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 60 · 3553/00Source: “Deal with changes or delays in projects.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Replanning around a delay is partly mechanical, but agreeing the new plan with the people affected is not.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Giving presentations to the senior management team
staying humanThe value here is that a specific person handles presentations and stands behind it. That is earned, not computed.
importance 50 · 3553/00Source: “Give presentations to the senior management team.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Slides and talking points are quick to draft, but delivering to senior managers and handling their questions is personal.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Presenting new product ranges to senior retail managers for feedback and approval
staying humanThe value here is that a specific person handles new product ranges and stands behind it. That is earned, not computed.
importance 75 · 3553/00Source: “Present new product ranges to senior retail managers for feedback and approval.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the value is that a specific person does it.
The rating behind it: The pack can be built automatically, but standing up and selling a new range to senior managers is personal work.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Liaising with colleagues from various disciplines within and outside the organisation to ensure work is within defined parameters
staying humanThe value here is that a specific person handles colleagues and stands behind it. That is earned, not computed.
importance 70 · 3553/00Source: “Liaise with colleagues from various disciplines within and outside the organisation to ensure work is within defined parameters.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Liaising across disciplines relies on working relationships that software cannot stand in for.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Supervising employees to ensure quality of work
staying humanThe value here is that a specific person handles employees and stands behind it. That is earned, not computed.
importance 60 · 3553/00Source: “Supervise employees to ensure quality of work.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Quality checks can be automated, but supervising people at work means being with them.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Negotiating contracts with customers and suppliers to maximise profit margins
staying humanThe value here is that a specific person handles contracts and stands behind it. That is earned, not computed.
importance 70 · 3553/00Source: “Negotiate contracts with customers and suppliers to maximise profit margins.” (UK task statement)
How this row was scored
Exposure score: 28 out of 100 (24–32 allowing for uncertainty): low exposure, high confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Pricing analysis is easily automated, but squeezing a better margin out of a supplier happens in a live negotiation between people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Deciding with visual merchandising staff and department heads on goods presentation to maximise sales
staying humanThe value here is that a specific person handles visual merchandising staff and stands behind it. That is earned, not computed.
importance 80 · 3553/00Source: “Decide with visual merchandising staff and department heads on goods presentation to maximise sales.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Layout suggestions can be generated from sales data, but the decision is made together by people looking at the shop floor.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Addressing production problems to maintain product availability and quality
staying humanThe value here is that a specific person handles production problems and stands behind it. That is earned, not computed.
importance 60 · 3553/00Source: “Address production problems to maintain product availability and quality.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Spotting a supply problem is easy from the data, but fixing it means chasing factories and finding workarounds with people.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Overseeing staff to ensure operational efficiency in merchandising activities
staying humanThe value here is that a specific person handles staff and stands behind it. That is earned, not computed.
importance 60 · 3553/00Source: “Oversee staff to ensure operational efficiency in merchandising activities.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Workload reports can be generated, but managing a team performance day to day depends on the person doing it.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Training junior members of staff to enhance their skills and performance
staying humanThe value here is that a specific person handles junior members of staff and stands behind it. That is earned, not computed.
importance 50 · 3553/00Source: “Train junior members of staff to enhance their skills and performance.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (6–20 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Junior staff develop through a mentor who knows them and takes an interest.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Engaging in promotional activities to boost sales
staying humanThis work happens in the physical world: promotional activities, in a real place. Software cannot follow it there.
importance 60 · 3553/00Source: “Engage in promotional activities to boost sales.” (UK task statement)
How this row was scored
Exposure score: 10 out of 100 (3–17 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: In-store promotions mean setting things up and talking to shoppers where they are.
The five ratings: output a model can produce 2/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Training staff in specific job roles to enhance performance
staying humanThis work happens in the physical world: staff, in a real place. Software cannot follow it there.
importance 50 · 3553/00Source: “Train staff in specific job roles to enhance performance.” (UK task statement)
How this row was scored
Exposure score: 9 out of 100 (5–13 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Training someone in a job role means showing them at the machine and watching them try.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Attending trade fairs, in the UK and overseas, to select and assemble a new collection of products
staying humanThis work happens in the physical world: trade fairs, in a real place. Software cannot follow it there.
importance 80 · 3553/00Source: “Attend trade fairs, in the UK and overseas, to select and assemble a new collection of products.” (UK task statement)
How this row was scored
Exposure score: 7 out of 100 (3–11 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world.
The rating behind it: Selecting a collection at a trade fair means seeing and handling the products in person.
The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Accompanying buyers on visits to manufacturers to understand production processes
staying humanThis work happens in the physical world: buyers, in a real place. Software cannot follow it there.
importance 70 · 3553/00Source: “Accompany buyers on visits to manufacturers to understand production processes.” (UK task statement)
How this row was scored
Exposure score: 0 out of 100 (0–4 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Visiting a factory to see how goods are made means physically going there.
The five ratings: output a model can produce 0/4 · needs a body in a room 4/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 1/4.
What this job pays, and how many people do it
- Median pay
- £32,200a year, before tax, the middle of the range, so half earn more and half earn less.ashe-t14, 2025 · ASHE 2025 provisional (reference April 2025)Provisional, because the ONS revises this figure in the autumn.
How we know this
Source: ashe-t14
Reference period: ASHE 2025 provisional (reference April 2025)
Rounding: Shown to the nearest £100. The exact published figure is in the downloadable dataset. We do not render pounds the survey cannot support.
- People doing this job
- 23,700in the UK, 2026.nomis-aps · Apr 2025-Mar 2026 (latest APS 12-month period)This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.
What is deliberately not here: a forecast of how many of these jobs exist in ten years. Where an official projection exists for a market we publish it with its vintage; where it does not, we leave the space empty rather than borrow the other country’s number.
Why this is shifting
The reason is boringly specific. Most of what is shifting here is reading one thing and writing another: sales figures in, a record out. The rows above are exactly that shape: analysing sales figures and trends and maintaining a comprehensive merchandising data library. What it cannot do is be there in the room, and that is still where trade fairs get done. Which is why this page talks about your tasks changing, not your job ending.
Your move
Over a pint: what I’d tell you if you were my friend
The exposed part of your job is the biggest part, and I am not going to dress that up: analysing sales figures and trends is work today's tools do quickly and cheaply, and that is not coming back.
So, given all that: 55% of this job's task weight sits in rows the software is already learning, 18% in rows that change shape rather than disappear, and 28% in rows it is nowhere near. That is the position, measured across 56 scored tasks. It is not a forecast about you.
What you have that the software does not is attending trade fairs, in the UK and overseas, to select and assemble a new collection of products, plus the years of knowing when something looks wrong before you can say why. That is the raw material for everything below.
This week: one thing
Sit on the machine's side of the desk. Pick one real piece of sales figures you would normally do yourself, let whatever software you already have take the first pass at it, and then go through what it produced and write down every single thing it got wrong. One evening this week. Do not fix anything yet. Just catch it.
- What you end up holding
- a written list of the machine’s mistakes, in your handwriting
- How long it takes
- an evening, or an hour if you pick one job rather than one client
If you can’t run software on your employer’s or your clients’ data: Do the same hunt on paper. Take one printed piece of sales figures, work through it the way you always do, and mark every point where you made a call rather than followed a rule. Same evening, same list, nothing to log into and nobody to ask permission from. That list is the same artifact: it is the judgment written down.
Over the next 90 days
Change one sentence about what you do. Not on a CV. Out loud, to whoever pays you. From “my job is analysing sales figures and trends” to “I check what the software does and tell you what it means.” Your error list from this week is what makes that sentence true instead of a claim, so use it: show it once, to one person, inside the next ninety days. Same skills, priced as judgment rather than as typing.
Over the next 12 months
Walk toward the end of this job that answers for things, and get it recognised. Pick the one part of attending trade fairs, in the UK and overseas, to select and assemble a new collection of products you are already best at, and spend the year making it formal: a qualification, a named responsibility, a specialism people ask for by name. Price it honestly: that is evenings, it is months rather than weeks, and the seats are competitive because everyone in your position is looking at the same door. Before you pay for anything, spend an hour with National Careers Service. It is free and government-funded, and it is listed below with the rest of the free routes.
The roads out of here, and why I am not sending you down them
I looked at the obvious moves out of this job, and here is what I found.
I checked the 12 nearest UK occupations to merchandisers (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was buyers and procurement officers: only about 15% of its durable work is work you already do. Your own job splits about 55/45: that share of the list sits in the top exposure band and the rest does not. On this evidence the honest move is inside the job rather than out of it. Become the person who owns “ensure ethical, sustainable, and legal sourcing of product ranges, aligned with business…”, and let the exposed end go.
How that was checked: this job was compared against all 412 UK occupations in this release on their official task statements, and the 12 nearest were examined one by one. A move that turns on an industry, an employer or a qualification rather than on the work itself will not show up in a check like that. And this release carries no licence register, so anything you are weighing needs that looked up separately.
3 moves I checked and rejected
These are the obvious-looking jumps. They are here with their reasons rather than quietly dropped, because the ones that fail are worth knowing about. It is one less thing to turn over at night.
Buyers and procurement officers
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “attend trade fairs, in the UK and overseas, to select and assemble a new collection of…”. Across the whole of both lists that adds up to about 15% of the work in that job the software is not taking.
Why I am not recommending it: You would be starting most of it from nothing: about 15% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on.
Purchasing managers and directors
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “agree contracts with suppliers for procurement activities”. Across the whole of both lists that adds up to about 13% of the work in that job the software is not taking.
Why I am not recommending it: You would be starting most of it from nothing: about 13% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on.
Business sales executives
Why it looked obvious: It came up as a near neighbour on the work AI is not taking: you already set sales targets, and their equivalent is to achieve sales targets. Across both published task lists that is about 11% of the durable work in that job.
Why I am not recommending it: You would be starting most of it from nothing: about 11% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on.
What I’d stop worrying about
A friend tells you what not to spend fear on. This is that list.
The headline number you read somewhere
The big “X% of jobs” figures are about the whole economy, not about you. The number that describes your job is on this page: 55% of its task weight, across 56 scored tasks. Every row behind it is printed above with the source. Check ours; ignore theirs.
“It’s too late for me to become something else”
You are not starting from zero, and the page shows why: attending trade fairs, in the UK and overseas, to select and assemble a new collection of products is work the software cannot do and you already do it. The move above is a repricing of what you know, not a new career. Nobody who has just left college has that.
“I should learn to code”
Almost certainly not. The value in your job is moving toward checking, deciding and answering for the output, not toward writing the software. A weekend of Python will not change your position; the error list from this week will.
The “obvious” next job everyone suggests
I checked the obvious moves and most of them did not survive. The reasons are printed with the routes above, including the pay and the gate. A move that fails on the numbers is worth knowing about so you can stop turning it over at night.
You are reading the United Kingdom figures
The United States splits this work across more than one official group, of which Demonstrators and Product Promoters is the closest. The pay and employment figures are not directly comparable, and we do not average them together.
Switch to the United States page →partial match
In US official statistics this job is counted as Demonstrators and Product Promoters. Pay and employment stay on this page’s own group; the task list and the scores do not cross over.
Your route through this
Where to go next, and what it costs
Free, and complete
The moves above cost nothing. These are the real services that go with them: public, government-funded, and free at the point of use. Nothing on this page is behind an email address or a payment.
In England:
A free hour with a government-funded careers adviser is worth more than another evening of reading. In England that's the National Careers Service.
Free, government-funded
In England:
National Careers Service - Find a course
Search what's actually running near you before you spend anything.
Free to search; individual courses vary
In England:
Free courses for jobs (Level 3 qualifications)
A free Level 3 qualification you already qualify for beats a paid course you don't need.
Free for eligible adults
In England:
Free, up to 16 weeks, and you get a job interview at the end. In England these are Skills Bootcamps - search what's running near you.
Free for eligible adults in England
In Scotland:
My World of Work (Skills Development Scotland)
In Scotland it's My World of Work, from Skills Development Scotland.
Free, publicly funded
In Wales:
In Wales it's Careers Wales.
Free, Welsh Government-funded
In Northern Ireland:
Careers Service Northern Ireland
In Northern Ireland it's the Careers Service on nidirect.
Free, Department for the Economy-funded
No Space for this job, but one for what is happening to it
Nothing Collab365 runs is built for merchandisers, and we are not going to point you at the nearest one and call it a fit.
There is one that is not about a job title at all. The AI Authority is about being the person who directs these tools at work rather than the person they get compared to. That is worth saying here, because 55% of the work on this page is already inside what they can do.
7 days free, no card needed. Explore up to 2 Spaces before you choose a plan: you pick a plan later, not now.
The AI Authority is a general community about working with AI, not a course for merchandisers. You do not need it to act on anything here: the moves above cost nothing and stand on their own. The data on this page is the same either way.
Noted, and thank you. We’ll email you if a Space for merchandisers launches. Nothing else.
That did not look like an email address, so nothing was saved. Have another go below.
We could not save that. The fault is ours, not yours, and your address was not stored. Please try again later.
No deadline on any of this. The page will still be here, and the data is refreshed on a published schedule rather than when someone wants a headline.
Questions people ask about this job
- Will AI replace Merchandisers?
- Not as a job, but it is already doing parts of the work. Across the 56 official task statements scored for Merchandisers (United Kingdom, SOC 3553), 55% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 58 out of 100 (range 52–64, band: partial). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.
- Which tasks in “Merchandisers” can AI already do?
- The highest-scoring tasks in release 2026-q4.1 are: “Analyse sales figures and trends” (93/100, very high); “Maintain a comprehensive merchandising data library” (93/100, very high); “Monitor stock levels to ensure adequate inventory for merchandising” (93/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.
- Which tasks in “Merchandisers” stay human?
- About 28% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Accompany buyers on visits to manufacturers to understand production processes” (0/100, minimal); “Attend trade fairs, in the UK and overseas, to select and assemble a new collection of products” (7/100, minimal); “Train staff in specific job roles to enhance performance” (9/100, minimal). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.
- What should someone working in “Merchandisers” do about AI?
- Start from the ledger rather than the headline: 55% of this job's weighted core work is exposed, and roughly 28% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.
- How is the AI exposure score for Merchandisers calculated?
- Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 56 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.
Where these numbers come from
About the data on this page
- Provisional, because the ONS revises this figure in the autumn.
- This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.
- The match between this job and its counterpart in the other country is partial, so the two pages count slightly different groups of people.
- 29 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
- Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.
- Task statements
- gaisi-indexProcessing: catalogue-bridge → ssc-relatedness-weighting → task-scoring → score-aggregation
- Task weights
- gaisi-index (relatedness)
- Scores
- Rubric task_scoring_v1.0, model claude-opus-5, computed 2026-08-05.
- Pay and employment
- ashe-t14 (ASHE 2025 provisional (reference April 2025))nomis-aps (Apr 2025-Mar 2026 (latest APS 12-month period))
Figures on this page come from release 2026-q4.1, published 2026-08-05. Every release keeps its own permanent address, so a figure you cite in March is still there, unchanged, in November.
The plain-English wording on this page is assembled directly from the task statements and the published ratings, not written by hand for this occupation. That is why it is specific, and it is also why we say so.
The routes and free resources further up are today’s, not the release’s (last reviewed 2026-08-05). A route is an offer, not a historical fact, so it moves on its own clock.
Using these figures?
Cite this
Everything on this site is published under CC BY 4.0. Quote it, chart it, sell something built on it. Just say where it came from, and cite the dated release rather than the site, so the figure you quote stays checkable.
Plain text
Collab365 (2026). Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1 (methodVersion 2.0.0, promptVersion task_scoring_v1.0). https://futureproof.collab365.com/data/2026-q4.1. Licensed CC BY 4.0. Built with O*NET data (USDOL/ETA, CC BY 4.0); ONS data (Open Government Licence v3.0); GAISI task framework (arXiv:2507.22748, MIT); BLS data (public domain).
BibTeX
@misc{collab365futureproof2026q41,
title = {Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1},
author = {{Collab365}},
year = {2026},
url = {https://futureproof.collab365.com/data/2026-q4.1},
note = {Release 2026-q4.1, methodVersion 2.0.0, promptVersion task_scoring_v1.0, CC BY 4.0}
}Data as of release 2026-q4.1, published . Releases never change after publication; when the figures move, a new dated release is published beside this one and this one stays exactly where it is.