關(guān)于商品管理組工作流程課件

以利潤為中心的庫存管理

jimmyli營運悟道

以利潤為中心的庫存管理

jimmyli營運悟道

目的

Objective:

良好的門店管理能強有力的提高生產(chǎn)力StronglyImproveourproductivitywithbetterstoremanagement. 目的

良好的門店管理能強有力的提高生產(chǎn)力完全優(yōu)化了門店整個商品流的管理系統(tǒng)Wetotallyreorganizestoremanagementsystemandworkonfullmerchandiseflow.完全優(yōu)化了門店整個商品流的管理系統(tǒng)TeamorganizationStep2TOP2優(yōu)化TOP第1階段的目的是簡化前后臺工作WehaveoptimizedTOPstep1,inordertosimplifythejobbetweenbackofficeandfrontoffice:自動補貨AutomaticReplenishmentTeamorganizationStep2TOP2TeamorganizationStep1ReminderTOP1回顧前臺/賣場Frontofficeteams/Salesarea后臺/庫房Backofficeteams/Storagearea前臺員工禁止入庫房Nocommercialstaffbeallowedtoenterinthestorage.

促銷員禁止入庫房Nopromoterbeallowedtoenterinthestorage庫房小組禁止入賣場NostoragestaffbeallowedtoenterinSalesarea.周盤小組可以入賣場和庫房CYCstaffbeallowedtoenterbothinsalesarea&storage.根據(jù)制服的顏色辨別和管理前臺和后臺Color-codeduniformsfacilitatecontrolandmanagementforbackoffice&frontofficeteam.StorageTeamstaffCYCTeamstaffCommercialStaffPromoter.門店的營運人員分為二組,一組負(fù)責(zé)賣場,另一組負(fù)責(zé)庫房Twoseparatedteamsinthestore,1inchargeofsalesarea,1inchargeofstorageTeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顧前臺/賣場Frontofficeteams/Salesarea后臺/庫房Backofficeteams/StorageareaMorning檢查‘紅點’單品庫存情況Check“RedDot”Itemstocksituation.

紅點定義:

RedDotDefine-單品賣場庫存不足,庫房沒有庫存Itemsalesareaisnotfull,but“0”stockinthestorage.

如何檢查紅點HowtocheckRedDot

-每天早晨在賣場用RF槍檢查紅點單品是否到貨EverymorninguseRFgunchecksalesareaifreddotitemdeliveryornot.

-如果到貨取下紅點并提交補貨申請單Ifdeliveredthentakeoffthereddot,andprintareplenishmentreport.

補貨Replenishthedeliverygoods.處理緊急補貨單Dealwithemergencyreplenishmentitems

整理庫房StorageArrangement.

將所有到貨單品(每種單品取一箱)從收貨區(qū)拉至庫房中轉(zhuǎn)區(qū)進(jìn)行備貨Sendalldeliverygoods(1itemperbox)fromreceivingyardto“transfer”areaforreplenishment.

只有20%員工上早班

Onlyhave20%staffsworkedinthemorning.

早班TeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顧把庫房中轉(zhuǎn)區(qū)的備貨拉至賣場并補排面(7:00pm-10:00pm晚7:00-10:00)

Collectproductsfromstorageroomtransferareaandfill-inshelves根據(jù)前臺的掃描補貨清單進(jìn)行備貨(6:00pm-9:00pm下午6:00-9:00)

Prepareproductsfromstorageaccordingtothescanresult.把備好的貨物放在庫房中轉(zhuǎn)區(qū)BringthepreparedgoodstotransferareaRequest申請單IN入Products商品OUT出掃描賣場的需補貨單品,生成補貨申請單并交給后臺(5:00pm-8:00pm下午5:00-8:00)

Scantobereplenisheditemsinthesalesarea,andgivethescanresulttobackofficeteamAfternoon對’禁止入庫單品’進(jìn)行補貨(低周轉(zhuǎn)單品,這些單品的所有庫存都放在賣場的頂層貨架上)(2:00pm-5:00pm下午2:00-5:00)Replenishmentof“NoKU”(Lowrotationitem,alltheseitems’stockshouldputonthetopofshelfinsalesarea)前后臺的80%員工上晚班,這造成門店的工作效率低和超時工作

Bothbackoffice&frontofficeteam(80%staffs)wereworkedatnight,itcausedlowworkingefficiencyandovertimeinthestore.

前臺/賣場Frontofficeteams/Salesarea后臺/庫房Backofficeteams/Storagearea晚班TeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顧FrontOffice前臺后臺BackOfficeScan:5:00pm-8:00pm掃描:下午5:00-8:00Replenish:7:00pm-10:00pm補貨:晚7:00-10:006:00pm-9:00pm備貨:晚6:00-9:00

前臺負(fù)責(zé)賣場的掃描和補貨工作

Frontofficeinchargeofscanning&replenishmentinsalesarea.后臺負(fù)責(zé)庫房的備貨工作

Backofficeinchargetopreparethegoodsinthestorage.

TeamorganizationStep1Remi在執(zhí)行TOP1之后,我們發(fā)現(xiàn)前后臺工作的6個主要問題可以得到簡化Afterlaunchedteamorganization1,wefound6majorproblemstobesimplifiedbetweenbackofficeandfrontoffice:

ProblemsfoundonReplenishment補貨中發(fā)現(xiàn)的問題問題1:員工或促銷員在賣場掃描需補貨的單品Problem1:Promoterorstaffscantheitemtobereplenishedinthesalesarea

結(jié)果:沒有管理工具檢查掃描數(shù)量造成掃描數(shù)據(jù)不準(zhǔn)確,工作效率低 Result:

Noaccuratedataduetonocontroltoolstocheckthequalityofscan LowProductivity.

問題2:根據(jù)低周轉(zhuǎn)單品清單定義“禁止入庫單品”

Problem2:“Forbiddeniteminthestorage”bedefinedbylowrotationitem.

結(jié)果:難以定義,記住和管理這些單品.工作效率低Result:DifficulttoIdentify,remember&controltheitems.Lowproductivity.

問題3:因為問題1&2造成庫房有大量商品Problem3:TooManyGoodsinthestoragebegeneratedbyproblem1&2.結(jié)果:庫房很難找貨造成缺貨和增加工作量,.工作效率低Result:

DifficulttofindgoodsinthestoragewhichgeneratedShortage&workload.LowWorkingefficiency.

在執(zhí)行TOP1之后,我們發(fā)現(xiàn)前后臺工作的6個主要問題可以得到Problem5:Replenishmentgoodswerenotdoneaccordingtothesalesflow.

問題5:不能按照銷售趨勢補貨

Result:

Impactonsales&onassortmentimage.

結(jié)果:影響銷售和商品分類形象問題4:難以識別單品類型(新品,禁止入庫單品和缺貨單品),使得這些單品的收貨缺乏效率Problem4:Difficulttoidentifytheitemtype(Newitem,Forbiddenitem&shortageitem)whichgeneratedlackofworkingefficiencywhenreceivedthoseitems.

Result:Why?為什么?

結(jié)果: -新品:多數(shù)放在庫房而從來沒有上賣場排面 影響:銷售,單品種類形象,時尚性NewItem:manyarestockedinthestorageandneverimplementedinthesalesarea, Impact:onsales,onassortmentimage,onmodernity.

Why?為什么?-禁止入庫單品:多數(shù)在庫房造成庫房爆倉和重復(fù)工作 影響:銷售Forbiddeniteminthestorage:manyareinthestoragewhichgeneratefullstorageanddoubleworkloadforthestaff.Impact:onsales.Why?為什么?-缺貨單品:不能及時補貨影響:銷售,商品分類形象Shortageitem:Notreplenishedontime, Impact:onsales,onassortmentimage.

ProblemsfoundonReplenishment補貨中發(fā)現(xiàn)的問題Problem5:ReplenishmentgoodsFrontofficemanualScaninsalesareaPrepareGoodsaccordingtoscanresultTOP1階段的掃描結(jié)果TeamOrganization1scanningreplenishedResult:問題1:沒有管理工具檢查員工或促銷員的掃描結(jié)果Problem1:Nocontroltoolstocheckthequalityofpromoterandstaffscanresult.

結(jié)果:沒有準(zhǔn)確的補貨數(shù)據(jù),效率低Result:

Noaccuratedata,Lowproductivity.

ProblemsfoundonReplenishment補貨中發(fā)現(xiàn)的問題FrontofficemanualScaninsa問題4:收貨區(qū)人員難以識別單品類型(新品,禁止入庫單品和缺貨單品),Problem4:R.Ydifficulttoidentifytheitemtype(Newitem,Forbiddenitem&shortageitem).

Result:

造成這些單品的收貨及分貨,補貨缺乏效率Generatelackofworkingefficiencyfortheseitems:

-新品:多數(shù)放在庫房而從來沒有上賣場排面,影響銷售和單品種類形象,時尚性NewItem:manyarestockedinthestorageneverimplementedinthesalesarea,impactofsales, impactofassortmentimage,Impactofmodernity.

-禁止入庫單品:多數(shù)在庫房造成庫房爆倉和重復(fù)工作,影響銷售

Forbiddeniteminthestorage:manyareinthestoragewhichgeneratedfullstorageanddouble workloadforthestaff.Andimpactofsales.

缺貨單品:不能及時補貨,影響:銷售和商品分類形象

-Shortageitem:Notreplenishedontime,impactofsales,impactofassortmentimage.

ProblemsfoundonReplenishment補貨中發(fā)現(xiàn)的問題問題4:收貨區(qū)人員難以識別單品類型(新品,禁止入庫單品確保門店從早到晚貨架商品豐滿

Guaranteestorefullfrommorningtonight減少賣場缺貨Reduceshortageinsalesarea使新品及時進(jìn)賣場Putsystematicallynewiteminsalesareaontime優(yōu)化庫房單品數(shù)量

Optimizestorageitemnumber提高銷售

ImproveSales

AutomaticReplenishmentStep2自動補貨強有力的提高生產(chǎn)力Improvestronglytheproductivityby:目的:Objective確保門店從早到晚貨架商品豐滿AutomaticRepleTeamOrgnaizationStep2TOP2優(yōu)化

“禁止入庫單品”新標(biāo)準(zhǔn)Optimize

“forbiddeniteminthestorage”newPrinciple21簡化普通單品的補貨流程SimplifyNormalItemReplenishmentProcess改進(jìn)商品流MerchandiseFlowimproving控制

緊急補貨Controlemergencyreplenishment4在對問題的逐一分析之后,我們提出4個步驟優(yōu)化TOP:Afteranalyzedeachproblems,wesetup4stepstooptimizetheteamorganizationprocess:

簡化“到貨”補貨(清晰區(qū)分新品,缺貨和No庫)

Simplify

“JustdeliveryGoods”

(ClearidentificationofNewitem,shortage&forbidden)3TeamOrgnaizationStep2TOPSystemCreateReplenishmentReport(2-3hourssaved)系統(tǒng)自動生成補貨單(節(jié)省2-3小時)步驟1:

簡化普通單品的補貨流程

Step1:

Simplify

NormalItemReplenishmentProcess

ManualShelfScanning手動掃描貨架(2-3hoursbydept.)ShelfReplenishment補貨FrontOffice前臺BackOffice后臺Stockpreparation庫房備貨原有的流程-普通單品OldProcess-NormalItem12ShelfReplenishment補貨StockpreparationAccordingtoSystemlist根據(jù)系統(tǒng)清單備貨123簡化后流程-普通單品Aftersimplifyprocess-Normalitem在簡化普通單品補貨流程之后,按部門為前臺工作節(jié)省了2-3個小時,每處每天節(jié)省了10小時Aftersimplifythenormalitemreplenishmentprocess,hefrontofficeteam’sjob,whichpresenttotal10hoursbydaybydivision.

SystemCreate步驟1:簡化普通單BeforeProcess之前CurrentProcess現(xiàn)在之前依靠貨架槍掃補貨(在下午5:00-8:00,促銷員和員工在賣場掃描并手動計算補貨量)Beforestorereplenishmentdependson

ShelfRF-scanning(PromoterandstaffmanualcountandscanInsalesareafrom5:00pm-8:00pm).原有流程的情況OldProcessstatus:

浪費時間Timeconsuming.(2-3hoursbyDept.)掃描數(shù)據(jù)不準(zhǔn)確Noaccuratescanningdata.在銷售高峰時間補貨Replenishgoodsatpicksalestime.從低周轉(zhuǎn)單品中定義禁止入庫單品,難以管理(4000單品)“Forbiddeniteminthestorage”identifybylowrotationitem,difficulttocontrol(4000items).

雜貨處有6000個單品在庫房6,000itemsinGrocerystorageP4系統(tǒng)每晚八點到十點鎖定,不能使用RF槍,期間門店不能補貨P4closeeachevening20:00–22:00,soscanningguncannotbeused,storecannotreplenishgoodsatthatperiod.

自動補貨按單品銷量(賣多少補多少)補貨,各店可根據(jù)銷售趨勢調(diào)整補貨時間,Automaticreplenishmentdependsonitemsales(sellhowmuch,filluphowmuch)storecanadjustreplenishmenttimeaccordingtoSalesflow.:現(xiàn)在流程情況CurrentProcessstatus

節(jié)省時間(每個部門2-3小時)SaveTime(2-3hoursbydept.)系統(tǒng)根據(jù)銷售生成正確的補貨清單Systemdirectlycreatereplenishmentquantityanditemaccordingtothesales銷售高峰前1-2小時補貨Replenish1-2hoursbeforesalestime.禁止入庫單品按分類按品牌定義,便于管理“Forbiddeniteminthestorage”identifybybrandbyfamily,easyforcontrol(6000Items)雜貨處有3000個單品在庫房3,000itemsinGrocerystorage.不需要掃描,門店可以在任意時間補貨Noneedscananymore,storecanreplenishgoodsanytime.

普通單品的補貨區(qū)別

What’sthedifferencefornormalItemreplenishmentBeforeProcess之前CurrentProce這份清單不包括‘禁止入庫’單品,代銷商品,樣機單品Thisreportexclude“Notinthestorage”items,consignmentitems,sampleitems.在使用這份補貨清單后,庫房小組員工可以明確知道單品的周轉(zhuǎn)情況Afterusethisreplenishmentreportsinthestorage,thestoragestaffwillclearlyknowtheitem’srotation.門店根據(jù)營業(yè)需要調(diào)整補貨頻率Storeadjustreplenishmentfrequencyaccordingtobusinessneeds.

普通單品的補貨清單-例子

NormalItemreplenishmentreport-Example

這份清單不包括‘禁止入庫’單品,代銷商品,樣機單品Th在優(yōu)化‘禁止入庫’單品標(biāo)準(zhǔn)之后,雜貨處和百貨處的庫房單品數(shù)分別比之前減少了20%和13%Aftersimplifythe“forbiddeninthestorage“itemprinciplewereducetheNo.ofiteminthestorageby20%inGroceryand13%inBazaarcomparewithbefore.

步驟2:

優(yōu)化

‘禁止入庫單品’標(biāo)準(zhǔn)Step2:

Optimize“forbiddeniteminthestorage”principle之前的流程(4000單品)Beforeprocess(4000Items)現(xiàn)在流程(6000單品)Nowprocess(6000items)

Define:定義標(biāo)準(zhǔn)

按銷量按單品(只限于低周轉(zhuǎn)單品)Byitembyaveragesales(onlylowrotationitem)在賣場,用’庫’標(biāo)識禁止入庫單品Put“KU”signagefor“forbiddeniteminthestorage”insalesarea.把‘禁止入庫單品’的全部庫存放在賣場貨架頂層,箱子上沒有任何標(biāo)識Put“forbiddeninthestorage”stockonthetopofshelfinsalesareawithoutremarkonthebox.原來流程的情況OldProcessstatus:不容易記住這些單品,后臺小組很難管理這些單品Noteasytoremembertheitem,difficulttocontroltheseitemsforbackofficeteam.不利于促銷員補貨,很難分辨這些商品的庫存Noteasyforreplenishthegoodsforpromoters,difficulttoknowtheitemstockaswell..Define:定義標(biāo)準(zhǔn)按分類按品牌(含高周轉(zhuǎn)和低周轉(zhuǎn)),便于管理和記憶Bybrandbyfamily(includehighrotation&lowrotation),easytoremember&manage.

使用加標(biāo)簽規(guī)則便于補貨Easytoreplenishbyusingtagprinciple補貨由促銷員負(fù)責(zé)使得貨架容易補足Replenishmentmakebypromoterwhichmakessimpletoreplenishthegondola.現(xiàn)在流程的情況CurrentProcessstatus:清單便于記憶,便于后臺對那些的商品的管理Easytorememberthelist,easytocontrolthoseitemsforbackofficeteam.甚至對于新促銷員也很容易分辨單品是否有庫存Evenfornewpromoteriseasytoknowitemswithstockanditemwithoutstock.

在優(yōu)化‘禁止入庫’單品標(biāo)準(zhǔn)之后,雜貨處和百貨處的庫房單品數(shù)為什么

--對禁止入庫單品進(jìn)行編號Why---PutnumberforForbiddeninthestorageitem

為了使禁止入庫單品的補貨更容易,對每個單品進(jìn)行編號

Inordertomakeeasierthereplenishmentforforbiddeninthestorageitems,weputnumberforeachitem.便于管理新品排面調(diào)整Easymanagementforadjustingnewitemimplementation.

B82為什么--對禁止入庫單品進(jìn)行編號為了使禁止入庫單品的如何做

---對禁止入庫單品進(jìn)行編號How---ToPutnumberforForbiddeninthestorageitem

貨架BElementB貨架AElementA1Level2level3level4level5level6level7level8level9levelB11B12B13B14B15B16B21B31B11表示:這個單品是B貨架的第一層第一個單品B11Means:thisitemisthefirstitemintheelementBoffirstlevel

B12表示:這個單品是B貨架上第一層第二個單品

B12Means:thisitemistheseconditemintheelementBoffirstlevel

如何做---對禁止入庫單品進(jìn)行編號貨架B貨架A1Level促銷員工作職責(zé)

Responsibilityofthepromoter

負(fù)責(zé)12部門牙膏分類的促銷員

Dept.12Toothpasteresponsiblepromoter賣場人員分配AllocationbyStaffintheSalesarea促銷員工作職責(zé)負(fù)責(zé)12部門牙膏分類的促銷員賣場人員分配對于賣場容量有限的高周轉(zhuǎn)單品,必須放賣場以提高生產(chǎn)力

Highrotationitembutwithfewshelfcapacityinsalesarea,mustbeputinsalesareaforimprovingproductivity.

低周轉(zhuǎn)單品牙刷分類必須放在賣場,便于及時補貨和庫存控制

Lowsalesrotationtoothbrushmustbeputoutsideforstockcontrollingandreplenishontime.

賣場豐滿FullinSalesArea對于賣場容量有限的高周轉(zhuǎn)單品,必須放賣場以提高生產(chǎn)力低周轉(zhuǎn)單FrontOffice前臺BackOffice后臺BeforeProcess之前Currentprocess現(xiàn)在ShelfReplenishment補貨ReceivingGoods(1boxbyitemgotoSalesarea)到貨(一箱進(jìn)賣場)ArrangestorageforRemainitems整理庫房的剩余單品RemainingGoods(PutOntheToporReturnbacktostorage)剩余貨物(放貨架頂層或退回庫房)Stillhavegoodsreturnback仍有貨物退回庫房在簡化“到貨”單品補貨流程之后,我們可以確保:

Aftersimplifythe“Justdeliverygoods“itemprocesswecanguarantee:

-新品和禁止入庫單品100%進(jìn)賣場“NewItem”&“Forbiddeniteminthestorage”100%inthestore.

-.

缺貨單品到貨后立即補賣場“ShortageItem”bereplenishedinsalesareaimmediatelyafterdelivery步驟3:

簡化

‘到貨’補貨Step3:Simplify“justdeliverygoods”ReplenishmentShelfReplenishment補貨StorageStaffSeparatethegoodsaccordingtotheremark庫房員工按標(biāo)記分揀貨物SupplierRemarkitemtypeinR.Y供應(yīng)商在收貨時,按單品類型做標(biāo)記NoGoodsReturnBack沒有貨物退回庫房123NewItem-”新“NoKU-”庫“Shortage-”1，2，3。?！叭必汸otentialShortage-“1，2，3.“

潛在缺貨1234FrontBackBeforeProcess之前CurrBeforeProcess之前CurrentProcess現(xiàn)在Beforeprocessstatus:原來流程情況15部門的單品直接進(jìn)賣場dept.15itemsdirectlygotosalesarea.其他部門:每個單品1箱進(jìn)賣場Restofdept:1boxperitemtosalesarea.

Beforeprocess:原來流程不可能識別“禁止入庫單品”Impossibletorecognizethe“forbiddeninthestorageitems”.

不可能識別“新品”Impossibletorecognizethe“newitem”很難發(fā)現(xiàn)賣場的隱藏缺貨Difficulttodiscoverhidingshortageiteminsalesarea.

潛在缺貨單品到貨一天之后補貨Potentialshortageitemreplenishment1dayafterdelivery.

不需要補貨的單品重復(fù)勞動Doublejobfornoneedreplenishmentitems.

庫房很難遵守”先進(jìn)先出”的原則Difficulttofollowthe”Firstin,Firstout”processinthestorage.

Currentprocessstatus:現(xiàn)在流程情況15部門的單品直接進(jìn)賣場dept.15itemsdirectlygotosalesarea.

其余部門:按單品類型和缺貨數(shù)量補貨Restofdept:replenishbyitemtype&shortagequantity.

Currentprocess:現(xiàn)在流程系統(tǒng)自動識別“禁止入庫單品”Systemautomatictorecognizethe“forbiddeninthestorageitems”.系統(tǒng)自動識別”新品”Systemautomaticrecognizethe“newitem” 容易發(fā)現(xiàn)賣場的隱藏缺貨單品Easytodiscoverhidingshortageiteminsalesarea.潛在缺貨單品到貨當(dāng)天補貨Potentialshortageitemreplenishedondeliveryday.系統(tǒng)識別不需要補貨的單品Systemdiscoverthenoneedreplenishmentitems.庫房100%遵守”先進(jìn)先出”原則100%tofollowthe”Firstin,Firstout”processinthestorage.

在簡化了到貨單品補貨流程之后,前后臺都減少了20%的工作量

Aftersimplifytheprocesswereducetheworkloadbothforfront&backofficeby20%.BeforeProcess之前CurrentProce如何做---系統(tǒng)生成“到貨”補貨單How---Systemtocreate“justdeliverygoods”replenishmentreport

系統(tǒng)根據(jù)單品類型生成“到貨”補貨單Systemcreate“justdeliverygoods”replenishmentreportaccordingtoitemtype單品沒有庫存也沒有實際滿排面量–新品Itemwithoutstockandwithoutrealshelfcapacity-NewItem

-按每箱一個補貨(只有課長能決定新品的賣場排面)

Willbe1quantityperpack(onlySalesManagercandecideNewitemimplementationinsalesarea)單品沒有庫存但有實際滿排面量–缺貨單品Itemwithoutstockbutwithrealshelfcapacity-ShortageItem

-按實際滿排面量的數(shù)量補貨Fillupquantitywillbeequalrealshelfcapacity單品有庫存但小于實際滿排面量-潛在缺貨Itemwithstockbutlessthanrealshelfcapacity-Potentialshortage

-按實際滿排面量和庫存的差異量補貨Fillupquantitywillbethedifferencebetweenrealshelfcapacity&stock禁止入庫單品-庫存放在賣場貨架頂層ForbiddeninstorageItemlist-Stockonthetopofshelfinsalesarea

-按收貨數(shù)量補貨Fillupquantitywillbeequaltoreceivingquantity.如何做---系統(tǒng)生成“到貨”補貨單系統(tǒng)根據(jù)單品類型生如何做

--庫房員工如何對“到貨”進(jìn)行補貨How---Howtoreplenishfor“justdeliverygoods”Bystoragestaff

1,收貨組員工打印補貨單并交給供應(yīng)商R.Ystaffprintreplenishmentreportandgiveittosupplier2,供應(yīng)商根據(jù)單品類型在箱子上標(biāo)識Supplierremarkontheboxaccordingtoitemtype3,庫房員工分揀貨物,并通知前臺補貨Storagestaffseparategoodsandinformfrontofficeforreplenishment.4,前臺員工把貨拉至賣場補貨Frontofficestafftakethegoodstosalesareaforreplenishment.5,庫房員工整理剩余單品Storagestaffarrangeremainiteminstorage5,前臺員工在賣場補貨frontofficestaffreplenishinsalesarea.

“到貨”補貨流程“Justdeliverygoods”replenishmentprocess:如何做--庫房員工如何對“到貨”進(jìn)行補貨1,收貨組前臺員工只對下列單品使用緊急補貨單Frontofficeteamonlycanuseemergencyreplenishmentforbelowitems:

-高周轉(zhuǎn)單品HighRotationItems

-顧客需求CustomersNeeds

-公司團購CompanyPurchase在賣場掃描需緊急補貨單品Scanemergencyreplenishmentiteminsalesarea1根據(jù)清單備貨并放在中轉(zhuǎn)區(qū)PreparetheGoodsaccordingtothelist,andputintransitareaInformfrontofficeteamafterthegoodshasbeenprepared完成備貨后通知前臺在賣場補貨Replenishmentinsalesarea234緊急補貨流程EmergencyReplenishmentProcess:前臺/賣場Frontofficeteams/Salesarea后臺/庫房Backofficeteams/Storagearea步驟4:

控制

緊急補貨單品Step4:Control

EmegencyReplenishmentItemRequestIN提供申請單ProductsOUT商品出庫前臺員工只對下列單品使用緊急補貨單在賣場掃描需緊急補貨單品1

TOP2階段:門店必須遵循的5要點TeamOrganizationstep2:only5keypointsneedtobefollowedatstorelevel:

定義“禁止入庫單品”清單Definethe“Forbiddeninstorageitem”list統(tǒng)計并固定所有單品的Correctandfixforallitems::臺面量No.offacing實際滿排面量RealShelfCapacity良好的庫房整理Wellarrangementofthestorage124100%執(zhí)行“到貨”補貨流程以便優(yōu)化前后臺的工作Follow“Justdeliverygoods”replenishmentprocess100%tofacilitatefrontandbackofficework.3根據(jù)合理排班分配工作Adjustworkaccordingtoareasonableworkingschedule5Conclusion總結(jié)TOP2階段:門店必須遵循的5要點定義“禁止入庫單自從執(zhí)行TOP2,門店補貨率提高了60%。Afterlaunchedteamorganizationstep2,thereplenishmentratewasincreased60%.

TeamOrganizationStep2ResultTOP2成果自從執(zhí)行TOP2,門店補貨率提高了60%。TeamOrg與2007年11月對比,雜貨處和百貨處的庫房單品數(shù)量分別下降了20%和12%ComparedwithNov.2007wedecreasedthenumberofitemsinthestoragefor-20%inGrocery&-13%inBazaar.

TeamOrganizationStep2ResultTOP2成果與2007年11月對比,雜貨處和百貨處的庫房單品數(shù)量分別下ThankYouThankYou以利潤為中心的庫存管理

jimmyli營運悟道

以利潤為中心的庫存管理

jimmyli營運悟道

目的

Objective:

良好的門店管理能強有力的提高生產(chǎn)力StronglyImproveourproductivitywithbetterstoremanagement. 目的

良好的門店管理能強有力的提高生產(chǎn)力完全優(yōu)化了門店整個商品流的管理系統(tǒng)Wetotallyreorganizestoremanagementsystemandworkonfullmerchandiseflow.完全優(yōu)化了門店整個商品流的管理系統(tǒng)TeamorganizationStep2TOP2優(yōu)化TOP第1階段的目的是簡化前后臺工作WehaveoptimizedTOPstep1,inordertosimplifythejobbetweenbackofficeandfrontoffice:自動補貨AutomaticReplenishmentTeamorganizationStep2TOP2TeamorganizationStep1ReminderTOP1回顧前臺/賣場Frontofficeteams/Salesarea后臺/庫房Backofficeteams/Storagearea前臺員工禁止入庫房Nocommercialstaffbeallowedtoenterinthestorage.

促銷員禁止入庫房Nopromoterbeallowedtoenterinthestorage庫房小組禁止入賣場NostoragestaffbeallowedtoenterinSalesarea.周盤小組可以入賣場和庫房CYCstaffbeallowedtoenterbothinsalesarea&storage.根據(jù)制服的顏色辨別和管理前臺和后臺Color-codeduniformsfacilitatecontrolandmanagementforbackoffice&frontofficeteam.StorageTeamstaffCYCTeamstaffCommercialStaffPromoter.門店的營運人員分為二組,一組負(fù)責(zé)賣場,另一組負(fù)責(zé)庫房Twoseparatedteamsinthestore,1inchargeofsalesarea,1inchargeofstorageTeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顧前臺/賣場Frontofficeteams/Salesarea后臺/庫房Backofficeteams/StorageareaMorning檢查‘紅點’單品庫存情況Check“RedDot”Itemstocksituation.

紅點定義:

RedDotDefine-單品賣場庫存不足,庫房沒有庫存Itemsalesareaisnotfull,but“0”stockinthestorage.

如何檢查紅點HowtocheckRedDot

-每天早晨在賣場用RF槍檢查紅點單品是否到貨EverymorninguseRFgunchecksalesareaifreddotitemdeliveryornot.

-如果到貨取下紅點并提交補貨申請單Ifdeliveredthentakeoffthereddot,andprintareplenishmentreport.

補貨Replenishthedeliverygoods.處理緊急補貨單Dealwithemergencyreplenishmentitems

整理庫房StorageArrangement.

將所有到貨單品(每種單品取一箱)從收貨區(qū)拉至庫房中轉(zhuǎn)區(qū)進(jìn)行備貨Sendalldeliverygoods(1itemperbox)fromreceivingyardto“transfer”areaforreplenishment.

只有20%員工上早班

Onlyhave20%staffsworkedinthemorning.

早班TeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顧把庫房中轉(zhuǎn)區(qū)的備貨拉至賣場并補排面(7:00pm-10:00pm晚7:00-10:00)

Collectproductsfromstorageroomtransferareaandfill-inshelves根據(jù)前臺的掃描補貨清單進(jìn)行備貨(6:00pm-9:00pm下午6:00-9:00)

Prepareproductsfromstorageaccordingtothescanresult.把備好的貨物放在庫房中轉(zhuǎn)區(qū)BringthepreparedgoodstotransferareaRequest申請單IN入Products商品OUT出掃描賣場的需補貨單品,生成補貨申請單并交給后臺(5:00pm-8:00pm下午5:00-8:00)

Scantobereplenisheditemsinthesalesarea,andgivethescanresulttobackofficeteamAfternoon對’禁止入庫單品’進(jìn)行補貨(低周轉(zhuǎn)單品,這些單品的所有庫存都放在賣場的頂層貨架上)(2:00pm-5:00pm下午2:00-5:00)Replenishmentof“NoKU”(Lowrotationitem,alltheseitems’stockshouldputonthetopofshelfinsalesarea)前后臺的80%員工上晚班,這造成門店的工作效率低和超時工作

Bothbackoffice&frontofficeteam(80%staffs)wereworkedatnight,itcausedlowworkingefficiencyandovertimeinthestore.

前臺/賣場Frontofficeteams/Salesarea后臺/庫房Backofficeteams/Storagearea晚班TeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顧FrontOffice前臺后臺BackOfficeScan:5:00pm-8:00pm掃描:下午5:00-8:00Replenish:7:00pm-10:00pm補貨:晚7:00-10:006:00pm-9:00pm備貨:晚6:00-9:00

前臺負(fù)責(zé)賣場的掃描和補貨工作

Frontofficeinchargeofscanning&replenishmentinsalesarea.后臺負(fù)責(zé)庫房的備貨工作

Backofficeinchargetopreparethegoodsinthestorage.

TeamorganizationStep1Remi在執(zhí)行TOP1之后,我們發(fā)現(xiàn)前后臺工作的6個主要問題可以得到簡化Afterlaunchedteamorganization1,wefound6majorproblemstobesimplifiedbetweenbackofficeandfrontoffice:

ProblemsfoundonReplenishment補貨中發(fā)現(xiàn)的問題問題1:員工或促銷員在賣場掃描需補貨的單品Problem1:Promoterorstaffscantheitemtobereplenishedinthesalesarea

結(jié)果:沒有管理工具檢查掃描數(shù)量造成掃描數(shù)據(jù)不準(zhǔn)確,工作效率低 Result:

Noaccuratedataduetonocontroltoolstocheckthequalityofscan LowProductivity.

問題2:根據(jù)低周轉(zhuǎn)單品清單定義“禁止入庫單品”

Problem2:“Forbiddeniteminthestorage”bedefinedbylowrotationitem.

結(jié)果:難以定義,記住和管理這些單品.工作效率低Result:DifficulttoIdentify,remember&controltheitems.Lowproductivity.

問題3:因為問題1&2造成庫房有大量商品Problem3:TooManyGoodsinthestoragebegeneratedbyproblem1&2.結(jié)果:庫房很難找貨造成缺貨和增加工作量,.工作效率低Result:

DifficulttofindgoodsinthestoragewhichgeneratedShortage&workload.LowWorkingefficiency.

在執(zhí)行TOP1之后,我們發(fā)現(xiàn)前后臺工作的6個主要問題可以得到Problem5:Replenishmentgoodswerenotdoneaccordingtothesalesflow.

問題5:不能按照銷售趨勢補貨

Result:

Impactonsales&onassortmentimage.

結(jié)果:影響銷售和商品分類形象問題4:難以識別單品類型(新品,禁止入庫單品和缺貨單品),使得這些單品的收貨缺乏效率Problem4:Difficulttoidentifytheitemtype(Newitem,Forbiddenitem&shortageitem)whichgeneratedlackofworkingefficiencywhenreceivedthoseitems.

Result:Why?為什么?

結(jié)果: -新品:多數(shù)放在庫房而從來沒有上賣場排面 影響:銷售,單品種類形象,時尚性NewItem:manyarestockedinthestorageandneverimplementedinthesalesarea, Impact:onsales,onassortmentimage,onmodernity.

Why?為什么?-禁止入庫單品:多數(shù)在庫房造成庫房爆倉和重復(fù)工作 影響:銷售Forbiddeniteminthestorage:manyareinthestoragewhichgeneratefullstorageanddoubleworkloadforthestaff.Impact:onsales.Why?為什么?-缺貨單品:不能及時補貨影響:銷售,商品分類形象Shortageitem:Notreplenishedontime, Impact:onsales,onassortmentimage.

ProblemsfoundonReplenishment補貨中發(fā)現(xiàn)的問題Problem5:ReplenishmentgoodsFrontofficemanualScaninsalesareaPrepareGoodsaccordingtoscanresultTOP1階段的掃描結(jié)果TeamOrganization1scanningreplenishedResult:問題1:沒有管理工具檢查員工或促銷員的掃描結(jié)果Problem1:Nocontroltoolstocheckthequalityofpromoterandstaffscanresult.

結(jié)果:沒有準(zhǔn)確的補貨數(shù)據(jù),效率低Result:

Noaccuratedata,Lowproductivity.

ProblemsfoundonReplenishment補貨中發(fā)現(xiàn)的問題FrontofficemanualScaninsa問題4:收貨區(qū)人員難以識別單品類型(新品,禁止入庫單品和缺貨單品),Problem4:R.Ydifficulttoidentifytheitemtype(Newitem,Forbiddenitem&shortageitem).

Result:

造成這些單品的收貨及分貨,補貨缺乏效率Generatelackofworkingefficiencyfortheseitems:

-新品:多數(shù)放在庫房而從來沒有上賣場排面,影響銷售和單品種類形象,時尚性NewItem:manyarestockedinthestorageneverimplementedinthesalesarea,impactofsales, impactofassortmentimage,Impactofmodernity.

-禁止入庫單品:多數(shù)在庫房造成庫房爆倉和重復(fù)工作,影響銷售

Forbiddeniteminthestorage:manyareinthestoragewhichgeneratedfullstorageanddouble workloadforthestaff.Andimpactofsales.

缺貨單品:不能及時補貨,影響:銷售和商品分類形象

-Shortage