A solution that worked at a point of sale can offer ideas to other members. However, to transfer it you need to know the context: customers, resources, assortment and application times. Copying the visible result without these conditions can generate wrong expectations.
I propose meetings dedicated to circumscribed problems, such as organizing the receipt of goods or reducing reordering errors. The person presenting an experience should describe the initial situation, modification and observed result, distinguishing available data and personal impressions.
Difficulties are also useful. Telling only successful interventions hides the necessary work and conditions that could prevent the transfer. One practice can be tried in another activity on a limited scale, before becoming a suggestion for the whole network.
Sharing requires attention to confidential information and areas where specific verification of applicable rules is required. Not everything a business knows needs to be spread. The organizational value lies in making accessible usable and comparable skills, respecting the limits of the context. The network can thus develop learning through precisely explained experiences, avoiding turning a single case into a universal rule.