易初蓮花商品部工作計(jì)劃中英文

BuyerYearlyWork

MDSE.WorkPlan

易初蓮花2005年商品部工作計(jì)劃2005.01.0511.MDSE.YearlyWorkPlan商品部年度工作計(jì)劃

2.MDSE.Daily,weekly,monthlyworkplan

商品部日、周、月工作計(jì)劃

21.MDSE.YearlyWorkPlan

商品部年度工作計(jì)劃3

BuyerYearlyWork1.Datapreparation&linereview

年度數(shù)據(jù)準(zhǔn)備和供應(yīng)商及其商品的表現(xiàn)分析2.YearlySales&GPandOtherIncometargetsettingandfollowingup年度銷售額、毛利及營(yíng)業(yè)外收入的指標(biāo)的確定、跟蹤及執(zhí)行3.Vendorperformanceevaluation&negotiationplanning

年度供應(yīng)商年度表現(xiàn)評(píng)估與談判計(jì)劃

4.Schematic(seasonal)Change,ItemMaintenance&ReplenishmentProcess年度商品陳列(季節(jié)性)調(diào)整、商品維護(hù)及補(bǔ)貨過(guò)程5.Exitplanpackage(aftermajorchange)年度退出計(jì)劃（MajorChange后)6.Marketingprogramandpromotionplananalyzing,proposingandexecution年度市場(chǎng)部、商品部促銷計(jì)劃的分析、制定與執(zhí)行7.Newstoreplan

新店計(jì)劃

8.Companyactivities

公司活動(dòng)4

BuyerYearlyWork1.Datapreparation&linereview(twiceayear,oneis6wksafterCNY,theotheroneisJulyeveryyear)

年度數(shù)據(jù)準(zhǔn)備和供應(yīng)商及其商品的表現(xiàn)分析(每年兩次:一次在過(guò)年后6周后;一次在每年7月初至7月中)

InformationResourcesInclude:商品信息來(lái)源：1）Industryinformation:ACNeilsen/GFK/CTR

外部信息的收集：.ACNeilsen,GFK,CTR

2）Competitorinformation:identifytheopportunityitemandclass

外部竟?fàn)帉?duì)手方面信息分析：找出有機(jī)會(huì)的商品與分類3）Performancereviewofexistingvendors(includeconsignmentvendors)toidentifyopportunityvendors:YTDSales(best&worst)/GP/Sales/InventoryTurnover/Orderfilling/RTV)

回顧目前供應(yīng)商(包括聯(lián)銷商)的表現(xiàn)（YTD供應(yīng)商表現(xiàn)(最佳&最差供應(yīng)商)/毛利,銷售,庫(kù)存周轉(zhuǎn),送貨率,退貨）找出有機(jī)會(huì)的供應(yīng)商5BuyerYearlyWork4）Linereview(includeconsignmentitem)bybrandtoidentifyopportunityitem(Sales/Pricepoint/GP/SpaceanalysisinBJ/GZ/SH,includereviewingslowmovementandnonmovementitems)

按品牌的商品(包括聯(lián)銷商品)結(jié)構(gòu)分析(北京、廣州、上海三地銷售&毛利/價(jià)格點(diǎn)/空間分析,并且對(duì)周轉(zhuǎn)慢或無(wú)銷售商品進(jìn)行回顧）5）ReviewLotusHousebranditem

回顧易初蓮花定牌商品6）ReviewLotusGZSourcing,ThaiSourcingItem

回顧易初蓮花廣州商品、泰國(guó)進(jìn)口商品

Analyzeandreviewtomakeactionplanon:

通過(guò)分析制定行動(dòng)計(jì)劃：

-categories/vendors/brands/itemsthatneedtokeep需保留的分類,供應(yīng)商,品牌,商品-categories/vendors/brands/itemsthatneedtodelete(vendordeletionneedtogetapprovalfromAlextopreventmisconductofbuyers.dolessconsignmentvendorsandensureonebarcodeisonlyforonespecificitem)需刪除的分類,供應(yīng)商,品牌,商品(取消供應(yīng)商要經(jīng)過(guò)Alex批準(zhǔn)，防止采購(gòu)不正當(dāng)操作，要盡量少做銷供應(yīng)商，并且保證一個(gè)條碼對(duì)應(yīng)一個(gè)商品)-categories/vendors/brands/itemsthatneedtoexpand需擴(kuò)充的分類,供應(yīng)商,品牌,商品

6GO最重要的5個(gè)部門

MeatLiquorHBAMen’WearPaperSmallAppliance最有機(jī)會(huì)5個(gè)部門

Dairy&DailySnackHHCBeddingShoes發(fā)展部門

ElectronicconsignmentAutomotiveHomedecorative&furnitureHousewareSeafoodFrozenDriedVegetable&Fruit7BuyerYearlyWork

2.YearlySales＆GPandOtherIncomeTargetSettingandFollowingUp(onceayear)年度銷售額、毛利及營(yíng)業(yè)外收入指標(biāo)的分析，確定及執(zhí)行(每年一次）

1）F/A,OperationandMDSEreviewLYSales,GPandOtherIncome

財(cái)務(wù)部、營(yíng)運(yùn)部、采購(gòu)部一起分析上一年度銷售,毛利及營(yíng)業(yè)外收入

2）F/A,OperationandMDSEsettargetforthenextyear財(cái)務(wù)部、營(yíng)運(yùn)部、采購(gòu)部一起制定下一年度銷售，毛利及營(yíng)業(yè)外收入

3）Allocateappropriatetargettoeachdept.把年度指標(biāo)合理分配到各個(gè)部門去執(zhí)行4）Eachdepartmentmakeactionplanaccordingly：weshouldfocusonhighsales,marginandhighticketitem;buyersshouldallocatethetargettoeachvendor.(buyersneedtoreviewlastyearperformanceoftheirvendorsbeforeallocatingsalesandmargintargettoeachvendor.)

各部門制定相應(yīng)行動(dòng)計(jì)劃，要關(guān)注銷量高,毛利高和買單量高的商品。采購(gòu)也要為每個(gè)供應(yīng)商制定下一年度的銷售目標(biāo)，毛利目標(biāo).(采購(gòu)在做每個(gè)供應(yīng)商的年度銷售目標(biāo)及毛利目標(biāo)前先要對(duì)部門里的每個(gè)供應(yīng)商做上一年的表現(xiàn)回顧）8BuyerYearlyWork3.VendorNegotiation

年度供應(yīng)商談判

1)Notice:(幾點(diǎn)注意事項(xiàng))DivisionheadandMDSEmanagershouldcoachbuyersinnegotiationskills

采購(gòu)經(jīng)理要培訓(xùn)采購(gòu)員談判技巧和方法Negotiationwithvendorsshouldbefacetoface;assistantbuyersshouldhelpbuyersinarrangingnegotiationschedule;

采購(gòu)員應(yīng)該跟供應(yīng)商面對(duì)面談判,采購(gòu)助理應(yīng)該幫助采購(gòu)員安排供應(yīng)商談判的時(shí)間表BothvendorsandbuyersneedtosignBusinessEthicAgreementbeforenegotiationstarts.采購(gòu)員和供應(yīng)商在開(kāi)始談判之前要簽訂商業(yè)道德協(xié)議;

Forvendorsalsodobusinesswithourcompetitors,buyersneedtoknowrelevantinformation,suchasitemstyle,costetc.Ifavendorprovidegoodmerchandisetoourcompetitorsbutnottous,buyersshouldpunishthevendor.Forinstance,givelesspromotionsupporttothem.若該供應(yīng)商的商品在競(jìng)爭(zhēng)對(duì)手那里有銷售,采購(gòu)必須了解其在競(jìng)爭(zhēng)對(duì)手那里銷售商品的品種,成本等.如果發(fā)現(xiàn)供應(yīng)商提供好的商品給競(jìng)爭(zhēng)對(duì)手而不給我們,采購(gòu)員要對(duì)其采取懲罰措施,如:在促銷位置方面對(duì)其不予支持等.

9BuyerYearlyWork2)ObjectivesofNegotiate

(includenewandexistingvendors)談判內(nèi)容(包括新,老供應(yīng)商)a)VendorPerformanceReview根據(jù)上一年度供應(yīng)商合同的表現(xiàn),談判下一年度合同并按合同談判標(biāo)準(zhǔn)更新老合同-SalesReview銷售回顧-GPAmt.Review毛利率回顧-D&AReview營(yíng)業(yè)外收入的回顧D&A-Inventoryreview庫(kù)存回顧-RebateReview年返的目標(biāo)回顧與達(dá)標(biāo)b)Byvendoritemreviewtodecideitemsremainingfornextyearanddiscussnewitemplanofvendors

根據(jù)上一年度供應(yīng)商商品的表現(xiàn),定下一年要做的商品.包括來(lái)年新品上市計(jì)劃c)negotiatefornextyear’spromotionplanbasedonanalysisofthisyear

根據(jù)上年度供應(yīng)商促銷情況,談下年度的促銷計(jì)劃d)finalmerchandisestructureandpromotionplan

最終確定供應(yīng)商商品結(jié)構(gòu)及促銷計(jì)劃10BuyerYearlyWork4.SeasonalSchematicMajorChange,ItemMaintenance&Replenishmentprocess年度季節(jié)性商品陳列調(diào)整、商品維護(hù)及補(bǔ)貨過(guò)程-Emphasize(強(qiáng)調(diào))Eachdeptshouldfinishtheschematicchangebeforesalespeaktime

所有季節(jié)性商品陳列調(diào)整必須在銷售高峰來(lái)臨前完成Theprincipleofschematicismakefullyuseofourshelfspace

商品陳列的標(biāo)準(zhǔn)是要充分利用貨架空間weshouldevaluatethespaceperformanceofeachtime,namelyROIbyspace,toensurethespaceiswellorganized.

我們要衡量每個(gè)商品貨架空間回報(bào)率,即考核所占空間和它的銷售比例,確保合理的陳列空間Wecanrequestvendorstodomajorchangeforus(seasonaldepartment)(ieasktop5vendorsofeachdepartmenttohelpusdomajorchangeschematic)季節(jié)性大調(diào)整,我們可以要求供應(yīng)商跟我們一起完成(季節(jié)性部門)(如:我們可要求部門前5供應(yīng)商來(lái)幫他們做季節(jié)大調(diào)整的貨架)

11BuyerYearlyWork-ProcessofMajorChange

季節(jié)性大調(diào)整的流程1）Analyzeitemperformancetodeterminefinallayout（SchematicDept)根據(jù)商品表現(xiàn)分析確認(rèn)商場(chǎng)布局（陳列部）2）Samplecollectionaftermerchandisestructureisapproved(Merchandise)

根據(jù)最終確認(rèn)的商品結(jié)構(gòu)開(kāi)始樣品收集(采購(gòu)部)3）Setupschematicinsampleroom(Merchandise)

按陳列部門的季節(jié)性調(diào)整的時(shí)間表按排每個(gè)部門在樣品室建立陳列(采購(gòu)部)4）Sampleschematicapproval(merchandisehead)

進(jìn)行樣品房摸板陳列的批準(zhǔn)(商品部頭)5）Schematicdraftingandmatching(Merchandise/SPT)

陳列批準(zhǔn)后制作草圖并核對(duì)(商品部/陳列部)6）Finalschematicdrawinginsystemandapproval（SchematicDept.)

最終系統(tǒng)陳列圖紙的制作及批準(zhǔn)(陳列部)12BuyerYearlyWork

7）Itemmaintenance&Newitemcreation(IM)

最終圖紙批準(zhǔn)后的商品信息的維護(hù)&新品的生成(信息維護(hù)部)

8）OrderPlacing(AR)

開(kāi)始進(jìn)行訂貨(自動(dòng)補(bǔ)貨部)

9）Delivering&receiving(DC&Stores,AR,Merchandise)

催貨及收貨(大倉(cāng),門店,自動(dòng)補(bǔ)貨部,采購(gòu))10）Displayexecutioninstore(Stores)

門店收到正式圖紙后執(zhí)行陳列(門店)11）Inspectionofactualin-storeschematic(Merchandise)(div.headandmdse.headshoulddospotcheck)

采購(gòu)到門店進(jìn)行陳列檢查(采購(gòu)經(jīng)理和商品部負(fù)責(zé)人要抽查)13BuyerYearlyWork5.Exitplanpackage(aftermajorchange)年度退出計(jì)劃（每年大調(diào)整后）

1）Reviewandanalyzeinventoryaftermajorchanges對(duì)每年兩次季節(jié)性陳列調(diào)整后的庫(kù)存進(jìn)行回顧分析

2）Listoutto-exititem列出準(zhǔn)備退出的商品清單

3）NegotiatefornonRTVAllowancetocompensatedestroy&markdown

跟供應(yīng)商談不退貨津貼來(lái)抵消銷毀和降價(jià)損失

4）MakeexitplaninRAMS在系統(tǒng)中做出退出計(jì)劃

5）Sendexitplantostoresandinformvendorstocollecttheirmerchandise發(fā)送退出計(jì)劃到門店，并通知供應(yīng)商將貨退清

14BuyerYearlyWork

6.Yearlymarketingpromotionanalysing,planningandexection(onceayear,eachmonthupdateplanofthecoming2months)

年度市場(chǎng)部、商品部促銷計(jì)劃的分析、制定與執(zhí)行（每年度一次，每月更新下兩個(gè)月計(jì)劃）Al’srequirementsMrAl的幾點(diǎn)要求:

Mdse.&maketingplanshouldlinktogether,bothheadsshouldcapturethegoodplanfromthebuyersanddetails

商品部和市場(chǎng)部應(yīng)該聯(lián)系在一起,兩個(gè)部門的經(jīng)理都應(yīng)該從采購(gòu)員和細(xì)節(jié)中獲取好的計(jì)劃tabselectionmustbecentralized;150itemsmaximumforeachtab,95ofthemshouldprovidedbynational

vendorsandtherest55fromlocalvendors.

海報(bào)商品的選擇必須中央集中化;

每期海報(bào)最多150個(gè)商品,其中95個(gè)來(lái)自全國(guó)供應(yīng)商,剩余的55來(lái)自地方供應(yīng)商weshouldcontrolnationalvendorsbynationaltab,

我們要用全國(guó)海報(bào)來(lái)控制全國(guó)供應(yīng)商,非全國(guó)供應(yīng)商不能上全國(guó)海報(bào)15BuyerYearlyWork

Detailedproceduresare:具體的流程:1）MerchandisetogetherwithMarketingandOperationreviewlastyearperformanceofmarketingprogram,tabandinstorepromotion.

采購(gòu)部和市場(chǎng)部一起分析上一年度的市場(chǎng)部活動(dòng)、海報(bào)和店內(nèi)促銷情況2）Theabove3partiessetplanonmarketingprogram,tabandinstorepromotion(specialpurchaseitem)forthenextyear.

采購(gòu)部和市場(chǎng)部部一起制訂下一年度的市場(chǎng)部活動(dòng)、海報(bào)和店內(nèi)促銷（特殊采購(gòu)商品）計(jì)劃3）Merchandiseschedulenegotiationwithvendorsandintegratevendorpromotionplanwithmarketing/promotionprogramplan.商品部門根據(jù)計(jì)劃合理按排談判時(shí)間，將供應(yīng)商的全年促銷活動(dòng)與易初蓮花的市場(chǎng)部計(jì)劃整合一致4）Determinetabitemselection,orderplacingandarrivingschedule

最終制定出全年海報(bào)的選擇時(shí)間表、海報(bào)訂貨及到貨的時(shí)間表

5）Marketingmakestorefeatureanddisplayexecutionplan市場(chǎng)部制定門店年度堆頭及陳列的執(zhí)行計(jì)劃16BuyerYearlyWork1）Newstoreopenmasterplan

開(kāi)店計(jì)劃-LotusExpansionPlan擴(kuò)張計(jì)劃82618GZ814041Total2113828BJ52252704,15SHTotal20052004Region7.Newstoreplan

新店計(jì)劃

Co.Code17BuyerYearlyWork

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Whenanewstoreisopenedinthecitywithexistingstore,buyerscan’tcopythemerchandisestructureofthatexistingstore,butneedtodolinereviewtodeterminethenewstore’smerchandisestructure.Andirrationalaspectsofexistingstore’sstructurehastobeadjustedatthesametimetoensureallstoresinsamecityhassimilarmerchandisestructure.采購(gòu)在舊城開(kāi)新店時(shí)不能完全拷貝該城老店的商品結(jié)構(gòu)，而要做完整的linereview來(lái)確定新店的商品結(jié)構(gòu)。并且要將老店不合理的地方一起調(diào)整，確保一個(gè)城市商品結(jié)構(gòu)基本保持一致。-

IfanewstoreG.O.isbetweenseasonaltransition,buyershavetocompleteseasonalitementryprocessinadvance.

新店開(kāi)業(yè)時(shí)候正好遇到是季節(jié)過(guò)度期時(shí)，采購(gòu)要考慮季節(jié)性商品在新店開(kāi)業(yè)前就進(jìn)入.

-

NewstoreG.O.timehastobeinaccordancewithTabperiod.新店開(kāi)業(yè)的時(shí)間盡量要與海報(bào)開(kāi)始的時(shí)間保持一致

18BuyerYearlyWork2）Merchandisesetupplan商品籌建計(jì)劃

ie.Newcitynewstore

新城新店

Start:5monthbeforeG.O.）

-MarketSurvey(1month.)

市場(chǎng)調(diào)查-SurveyresultPresentation(2weeks.)

商品調(diào)查結(jié)果匯報(bào) -VendorNegotiationandIdentifyMDSEAssortme