关于商品管理组工作流程课件

以利润为中心的库存管理

jimmyli营运悟道

以利润为中心的库存管理

jimmyli营运悟道

目的

Objective:

良好的门店管理能强有力的提高生产力StronglyImproveourproductivitywithbetterstoremanagement. 目的

良好的门店管理能强有力的提高生产力完全优化了门店整个商品流的管理系统Wetotallyreorganizestoremanagementsystemandworkonfullmerchandiseflow.完全优化了门店整个商品流的管理系统TeamorganizationStep2TOP2优化TOP第1阶段的目的是简化前后台工作WehaveoptimizedTOPstep1,inordertosimplifythejobbetweenbackofficeandfrontoffice:自动补货AutomaticReplenishmentTeamorganizationStep2TOP2TeamorganizationStep1ReminderTOP1回顾前台/卖场Frontofficeteams/Salesarea后台/库房Backofficeteams/Storagearea前台员工禁止入库房Nocommercialstaffbeallowedtoenterinthestorage.

促销员禁止入库房Nopromoterbeallowedtoenterinthestorage库房小组禁止入卖场NostoragestaffbeallowedtoenterinSalesarea.周盘小组可以入卖场和库房CYCstaffbeallowedtoenterbothinsalesarea&storage.根据制服的颜色辨别和管理前台和后台Color-codeduniformsfacilitatecontrolandmanagementforbackoffice&frontofficeteam.StorageTeamstaffCYCTeamstaffCommercialStaffPromoter.门店的营运人员分为二组,一组负责卖场,另一组负责库房Twoseparatedteamsinthestore,1inchargeofsalesarea,1inchargeofstorageTeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顾前台/卖场Frontofficeteams/Salesarea后台/库房Backofficeteams/StorageareaMorning检查‘红点’单品库存情况Check“RedDot”Itemstocksituation.

红点定义:

RedDotDefine-单品卖场库存不足,库房没有库存Itemsalesareaisnotfull,but“0”stockinthestorage.

如何检查红点HowtocheckRedDot

-每天早晨在卖场用RF枪检查红点单品是否到货EverymorninguseRFgunchecksalesareaifreddotitemdeliveryornot.

-如果到货取下红点并提交补货申请单Ifdeliveredthentakeoffthereddot,andprintareplenishmentreport.

补货Replenishthedeliverygoods.处理紧急补货单Dealwithemergencyreplenishmentitems

整理库房StorageArrangement.

将所有到货单品(每种单品取一箱)从收货区拉至库房中转区进行备货Sendalldeliverygoods(1itemperbox)fromreceivingyardto“transfer”areaforreplenishment.

只有20%员工上早班

Onlyhave20%staffsworkedinthemorning.

早班TeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顾把库房中转区的备货拉至卖场并补排面(7:00pm-10:00pm晚7:00-10:00)

Collectproductsfromstorageroomtransferareaandfill-inshelves根据前台的扫描补货清单进行备货(6:00pm-9:00pm下午6:00-9:00)

Prepareproductsfromstorageaccordingtothescanresult.把备好的货物放在库房中转区BringthepreparedgoodstotransferareaRequest申请单IN入Products商品OUT出扫描卖场的需补货单品,生成补货申请单并交给后台(5:00pm-8:00pm下午5:00-8:00)

Scantobereplenisheditemsinthesalesarea,andgivethescanresulttobackofficeteamAfternoon对’禁止入库单品’进行补货(低周转单品,这些单品的所有库存都放在卖场的顶层货架上)(2:00pm-5:00pm下午2:00-5:00)Replenishmentof“NoKU”(Lowrotationitem,alltheseitems’stockshouldputonthetopofshelfinsalesarea)前后台的80%员工上晚班,这造成门店的工作效率低和超时工作

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

前台/卖场Frontofficeteams/Salesarea后台/库房Backofficeteams/Storagearea晚班TeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顾FrontOffice前台后台BackOfficeScan:5:00pm-8:00pm扫描:下午5:00-8:00Replenish:7:00pm-10:00pm补货:晚7:00-10:006:00pm-9:00pm备货:晚6:00-9:00

前台负责卖场的扫描和补货工作

Frontofficeinchargeofscanning&replenishmentinsalesarea.后台负责库房的备货工作

Backofficeinchargetopreparethegoodsinthestorage.

TeamorganizationStep1Remi在执行TOP1之后,我们发现前后台工作的6个主要问题可以得到简化Afterlaunchedteamorganization1,wefound6majorproblemstobesimplifiedbetweenbackofficeandfrontoffice:

ProblemsfoundonReplenishment补货中发现的问题问题1:员工或促销员在卖场扫描需补货的单品Problem1:Promoterorstaffscantheitemtobereplenishedinthesalesarea

结果:没有管理工具检查扫描数量造成扫描数据不准确,工作效率低 Result:

Noaccuratedataduetonocontroltoolstocheckthequalityofscan LowProductivity.

问题2:根据低周转单品清单定义“禁止入库单品”

Problem2:“Forbiddeniteminthestorage”bedefinedbylowrotationitem.

结果:难以定义,记住和管理这些单品.工作效率低Result:DifficulttoIdentify,remember&controltheitems.Lowproductivity.

问题3:因为问题1&2造成库房有大量商品Problem3:TooManyGoodsinthestoragebegeneratedbyproblem1&2.结果:库房很难找货造成缺货和增加工作量,.工作效率低Result:

DifficulttofindgoodsinthestoragewhichgeneratedShortage&workload.LowWorkingefficiency.

在执行TOP1之后,我们发现前后台工作的6个主要问题可以得到Problem5:Replenishmentgoodswerenotdoneaccordingtothesalesflow.

问题5:不能按照销售趋势补货

Result:

Impactonsales&onassortmentimage.

结果:影响销售和商品分类形象问题4:难以识别单品类型(新品,禁止入库单品和缺货单品),使得这些单品的收货缺乏效率Problem4:Difficulttoidentifytheitemtype(Newitem,Forbiddenitem&shortageitem)whichgeneratedlackofworkingefficiencywhenreceivedthoseitems.

Result:Why?为什么?

结果: -新品:多数放在库房而从来没有上卖场排面 影响:销售,单品种类形象,时尚性NewItem:manyarestockedinthestorageandneverimplementedinthesalesarea, Impact:onsales,onassortmentimage,onmodernity.

Why?为什么?-禁止入库单品:多数在库房造成库房爆仓和重复工作 影响:销售Forbiddeniteminthestorage:manyareinthestoragewhichgeneratefullstorageanddoubleworkloadforthestaff.Impact:onsales.Why?为什么?-缺货单品:不能及时补货影响:销售,商品分类形象Shortageitem:Notreplenishedontime, Impact:onsales,onassortmentimage.

ProblemsfoundonReplenishment补货中发现的问题Problem5:ReplenishmentgoodsFrontofficemanualScaninsalesareaPrepareGoodsaccordingtoscanresultTOP1阶段的扫描结果TeamOrganization1scanningreplenishedResult:问题1:没有管理工具检查员工或促销员的扫描结果Problem1:Nocontroltoolstocheckthequalityofpromoterandstaffscanresult.

结果:没有准确的补货数据,效率低Result:

Noaccuratedata,Lowproductivity.

ProblemsfoundonReplenishment补货中发现的问题FrontofficemanualScaninsa问题4:收货区人员难以识别单品类型(新品,禁止入库单品和缺货单品),Problem4:R.Ydifficulttoidentifytheitemtype(Newitem,Forbiddenitem&shortageitem).

Result:

造成这些单品的收货及分货,补货缺乏效率Generatelackofworkingefficiencyfortheseitems:

-新品:多数放在库房而从来没有上卖场排面,影响销售和单品种类形象,时尚性NewItem:manyarestockedinthestorageneverimplementedinthesalesarea,impactofsales, impactofassortmentimage,Impactofmodernity.

-禁止入库单品:多数在库房造成库房爆仓和重复工作,影响销售

Forbiddeniteminthestorage:manyareinthestoragewhichgeneratedfullstorageanddouble workloadforthestaff.Andimpactofsales.

缺货单品:不能及时补货,影响:销售和商品分类形象

-Shortageitem:Notreplenishedontime,impactofsales,impactofassortmentimage.

ProblemsfoundonReplenishment补货中发现的问题问题4:收货区人员难以识别单品类型(新品,禁止入库单品确保门店从早到晚货架商品丰满

Guaranteestorefullfrommorningtonight减少卖场缺货Reduceshortageinsalesarea使新品及时进卖场Putsystematicallynewiteminsalesareaontime优化库房单品数量

Optimizestorageitemnumber提高销售

ImproveSales

AutomaticReplenishmentStep2自动补货强有力的提高生产力Improvestronglytheproductivityby:目的:Objective确保门店从早到晚货架商品丰满AutomaticRepleTeamOrgnaizationStep2TOP2优化

“禁止入库单品”新标准Optimize

“forbiddeniteminthestorage”newPrinciple21简化普通单品的补货流程SimplifyNormalItemReplenishmentProcess改进商品流MerchandiseFlowimproving控制

紧急补货Controlemergencyreplenishment4在对问题的逐一分析之后,我们提出4个步骤优化TOP:Afteranalyzedeachproblems,wesetup4stepstooptimizetheteamorganizationprocess:

简化“到货”补货(清晰区分新品,缺货和No库)

Simplify

“JustdeliveryGoods”

(ClearidentificationofNewitem,shortage&forbidden)3TeamOrgnaizationStep2TOPSystemCreateReplenishmentReport(2-3hourssaved)系统自动生成补货单(节省2-3小时)步骤1:

简化普通单品的补货流程

Step1:

Simplify

NormalItemReplenishmentProcess

ManualShelfScanning手动扫描货架(2-3hoursbydept.)ShelfReplenishment补货FrontOffice前台BackOffice后台Stockpreparation库房备货原有的流程-普通单品OldProcess-NormalItem12ShelfReplenishment补货StockpreparationAccordingtoSystemlist根据系统清单备货123简化后流程-普通单品Aftersimplifyprocess-Normalitem在简化普通单品补货流程之后,按部门为前台工作节省了2-3个小时,每处每天节省了10小时Aftersimplifythenormalitemreplenishmentprocess,hefrontofficeteam’sjob,whichpresenttotal10hoursbydaybydivision.

SystemCreate步骤1:简化普通单BeforeProcess之前CurrentProcess现在之前依靠货架枪扫补货(在下午5:00-8:00,促销员和员工在卖场扫描并手动计算补货量)Beforestorereplenishmentdependson

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

浪费时间Timeconsuming.(2-3hoursbyDept.)扫描数据不准确Noaccuratescanningdata.在销售高峰时间补货Replenishgoodsatpicksalestime.从低周转单品中定义禁止入库单品,难以管理(4000单品)“Forbiddeniteminthestorage”identifybylowrotationitem,difficulttocontrol(4000items).

杂货处有6000个单品在库房6,000itemsinGrocerystorageP4系统每晚八点到十点锁定,不能使用RF枪,期间门店不能补货P4closeeachevening20:00–22:00,soscanningguncannotbeused,storecannotreplenishgoodsatthatperiod.

自动补货按单品销量(卖多少补多少)补货,各店可根据销售趋势调整补货时间,Automaticreplenishmentdependsonitemsales(sellhowmuch,filluphowmuch)storecanadjustreplenishmenttimeaccordingtoSalesflow.:现在流程情况CurrentProcessstatus

节省时间(每个部门2-3小时)SaveTime(2-3hoursbydept.)系统根据销售生成正确的补货清单Systemdirectlycreatereplenishmentquantityanditemaccordingtothesales销售高峰前1-2小时补货Replenish1-2hoursbeforesalestime.禁止入库单品按分类按品牌定义,便于管理“Forbiddeniteminthestorage”identifybybrandbyfamily,easyforcontrol(6000Items)杂货处有3000个单品在库房3,000itemsinGrocerystorage.不需要扫描,门店可以在任意时间补货Noneedscananymore,storecanreplenishgoodsanytime.

普通单品的补货区别

What’sthedifferencefornormalItemreplenishmentBeforeProcess之前CurrentProce这份清单不包括‘禁止入库’单品,代销商品,样机单品Thisreportexclude“Notinthestorage”items,consignmentitems,sampleitems.在使用这份补货清单后,库房小组员工可以明确知道单品的周转情况Afterusethisreplenishmentreportsinthestorage,thestoragestaffwillclearlyknowtheitem’srotation.门店根据营业需要调整补货频率Storeadjustreplenishmentfrequencyaccordingtobusinessneeds.

普通单品的补货清单-例子

NormalItemreplenishmentreport-Example

这份清单不包括‘禁止入库’单品,代销商品,样机单品Th在优化‘禁止入库’单品标准之后,杂货处和百货处的库房单品数分别比之前减少了20%和13%Aftersimplifythe“forbiddeninthestorage“itemprinciplewereducetheNo.ofiteminthestorageby20%inGroceryand13%inBazaarcomparewithbefore.

步骤2:

优化

‘禁止入库单品’标准Step2:

Optimize“forbiddeniteminthestorage”principle之前的流程(4000单品)Beforeprocess(4000Items)现在流程(6000单品)Nowprocess(6000items)

Define:定义标准

按销量按单品(只限于低周转单品)Byitembyaveragesales(onlylowrotationitem)在卖场,用’库’标识禁止入库单品Put“KU”signagefor“forbiddeniteminthestorage”insalesarea.把‘禁止入库单品’的全部库存放在卖场货架顶层,箱子上没有任何标识Put“forbiddeninthestorage”stockonthetopofshelfinsalesareawithoutremarkonthebox.原来流程的情况OldProcessstatus:不容易记住这些单品,后台小组很难管理这些单品Noteasytoremembertheitem,difficulttocontroltheseitemsforbackofficeteam.不利于促销员补货,很难分辨这些商品的库存Noteasyforreplenishthegoodsforpromoters,difficulttoknowtheitemstockaswell..Define:定义标准按分类按品牌(含高周转和低周转),便于管理和记忆Bybrandbyfamily(includehighrotation&lowrotation),easytoremember&manage.

使用加标签规则便于补货Easytoreplenishbyusingtagprinciple补货由促销员负责使得货架容易补足Replenishmentmakebypromoterwhichmakessimpletoreplenishthegondola.现在流程的情况CurrentProcessstatus:清单便于记忆,便于后台对那些的商品的管理Easytorememberthelist,easytocontrolthoseitemsforbackofficeteam.甚至对于新促销员也很容易分辨单品是否有库存Evenfornewpromoteriseasytoknowitemswithstockanditemwithoutstock.

在优化‘禁止入库’单品标准之后,杂货处和百货处的库房单品数为什么

--对禁止入库单品进行编号Why---PutnumberforForbiddeninthestorageitem

为了使禁止入库单品的补货更容易,对每个单品进行编号

Inordertomakeeasierthereplenishmentforforbiddeninthestorageitems,weputnumberforeachitem.便于管理新品排面调整Easymanagementforadjustingnewitemimplementation.

B82为什么--对禁止入库单品进行编号为了使禁止入库单品的如何做

---对禁止入库单品进行编号How---ToPutnumberforForbiddeninthestorageitem

货架BElementB货架AElementA1Level2level3level4level5level6level7level8level9levelB11B12B13B14B15B16B21B31B11表示:这个单品是B货架的第一层第一个单品B11Means:thisitemisthefirstitemintheelementBoffirstlevel

B12表示:这个单品是B货架上第一层第二个单品

B12Means:thisitemistheseconditemintheelementBoffirstlevel

如何做---对禁止入库单品进行编号货架B货架A1Level促销员工作职责

Responsibilityofthepromoter

负责12部门牙膏分类的促销员

Dept.12Toothpasteresponsiblepromoter卖场人员分配AllocationbyStaffintheSalesarea促销员工作职责负责12部门牙膏分类的促销员卖场人员分配对于卖场容量有限的高周转单品,必须放卖场以提高生产力

Highrotationitembutwithfewshelfcapacityinsalesarea,mustbeputinsalesareaforimprovingproductivity.

低周转单品牙刷分类必须放在卖场,便于及时补货和库存控制

Lowsalesrotationtoothbrushmustbeputoutsideforstockcontrollingandreplenishontime.

卖场丰满FullinSalesArea对于卖场容量有限的高周转单品,必须放卖场以提高生产力低周转单FrontOffice前台BackOffice后台BeforeProcess之前Currentprocess现在ShelfReplenishment补货ReceivingGoods(1boxbyitemgotoSalesarea)到货(一箱进卖场)ArrangestorageforRemainitems整理库房的剩余单品RemainingGoods(PutOntheToporReturnbacktostorage)剩余货物(放货架顶层或退回库房)Stillhavegoodsreturnback仍有货物退回库房在简化“到货”单品补货流程之后,我们可以确保:

Aftersimplifythe“Justdeliverygoods“itemprocesswecanguarantee:

-新品和禁止入库单品100%进卖场“NewItem”&“Forbiddeniteminthestorage”100%inthestore.

-.

缺货单品到货后立即补卖场“ShortageItem”bereplenishedinsalesareaimmediatelyafterdelivery步骤3:

简化

‘到货’补货Step3:Simplify“justdeliverygoods”ReplenishmentShelfReplenishment补货StorageStaffSeparatethegoodsaccordingtotheremark库房员工按标记分拣货物SupplierRemarkitemtypeinR.Y供应商在收货时,按单品类型做标记NoGoodsReturnBack没有货物退回库房123NewItem-”新“NoKU-”库“Shortage-”1，2，3。。“缺货PotentialShortage-“1，2，3.“

潜在缺货1234FrontBackBeforeProcess之前CurrBeforeProcess之前CurrentProcess现在Beforeprocessstatus:原来流程情况15部门的单品直接进卖场dept.15itemsdirectlygotosalesarea.其他部门:每个单品1箱进卖场Restofdept:1boxperitemtosalesarea.

Beforeprocess:原来流程不可能识别“禁止入库单品”Impossibletorecognizethe“forbiddeninthestorageitems”.

不可能识别“新品”Impossibletorecognizethe“newitem”很难发现卖场的隐藏缺货Difficulttodiscoverhidingshortageiteminsalesarea.

潜在缺货单品到货一天之后补货Potentialshortageitemreplenishment1dayafterdelivery.

不需要补货的单品重复劳动Doublejobfornoneedreplenishmentitems.

库房很难遵守”先进先出”的原则Difficulttofollowthe”Firstin,Firstout”processinthestorage.

Currentprocessstatus:现在流程情况15部门的单品直接进卖场dept.15itemsdirectlygotosalesarea.

其余部门:按单品类型和缺货数量补货Restofdept:replenishbyitemtype&shortagequantity.

Currentprocess:现在流程系统自动识别“禁止入库单品”Systemautomatictorecognizethe“forbiddeninthestorageitems”.系统自动识别”新品”Systemautomaticrecognizethe“newitem” 容易发现卖场的隐藏缺货单品Easytodiscoverhidingshortageiteminsalesarea.潜在缺货单品到货当天补货Potentialshortageitemreplenishedondeliveryday.系统识别不需要补货的单品Systemdiscoverthenoneedreplenishmentitems.库房100%遵守”先进先出”原则100%tofollowthe”Firstin,Firstout”processinthestorage.

在简化了到货单品补货流程之后,前后台都减少了20%的工作量

Aftersimplifytheprocesswereducetheworkloadbothforfront&backofficeby20%.BeforeProcess之前CurrentProce如何做---系统生成“到货”补货单How---Systemtocreate“justdeliverygoods”replenishmentreport

系统根据单品类型生成“到货”补货单Systemcreate“justdeliverygoods”replenishmentreportaccordingtoitemtype单品没有库存也没有实际满排面量–新品Itemwithoutstockandwithoutrealshelfcapacity-NewItem

-按每箱一个补货(只有课长能决定新品的卖场排面)

Willbe1quantityperpack(onlySalesManagercandecideNewitemimplementationinsalesarea)单品没有库存但有实际满排面量–缺货单品Itemwithoutstockbutwithrealshelfcapacity-ShortageItem

-按实际满排面量的数量补货Fillupquantitywillbeequalrealshelfcapacity单品有库存但小于实际满排面量-潜在缺货Itemwithstockbutlessthanrealshelfcapacity-Potentialshortage

-按实际满排面量和库存的差异量补货Fillupquantitywillbethedifferencebetweenrealshelfcapacity&stock禁止入库单品-库存放在卖场货架顶层ForbiddeninstorageItemlist-Stockonthetopofshelfinsalesarea

-按收货数量补货Fillupquantitywillbeequaltoreceivingquantity.如何做---系统生成“到货”补货单系统根据单品类型生如何做

--库房员工如何对“到货”进行补货How---Howtoreplenishfor“justdeliverygoods”Bystoragestaff

1,收货组员工打印补货单并交给供应商R.Ystaffprintreplenishmentreportandgiveittosupplier2,供应商根据单品类型在箱子上标识Supplierremarkontheboxaccordingtoitemtype3,库房员工分拣货物,并通知前台补货Storagestaffseparategoodsandinformfrontofficeforreplenishment.4,前台员工把货拉至卖场补货Frontofficestafftakethegoodstosalesareaforreplenishment.5,库房员工整理剩余单品Storagestaffarrangeremainiteminstorage5,前台员工在卖场补货frontofficestaffreplenishinsalesarea.

“到货”补货流程“Justdeliverygoods”replenishmentprocess:如何做--库房员工如何对“到货”进行补货1,收货组前台员工只对下列单品使用紧急补货单Frontofficeteamonlycanuseemergencyreplenishmentforbelowitems:

-高周转单品HighRotationItems

-顾客需求CustomersNeeds

-公司团购CompanyPurchase在卖场扫描需紧急补货单品Scanemergencyreplenishmentiteminsalesarea1根据清单备货并放在中转区PreparetheGoodsaccordingtothelist,andputintransitareaInformfrontofficeteamafterthegoodshasbeenprepared完成备货后通知前台在卖场补货Replenishmentinsalesarea234紧急补货流程EmergencyReplenishmentProcess:前台/卖场Frontofficeteams/Salesarea后台/库房Backofficeteams/Storagearea步骤4:

控制

紧急补货单品Step4:Control

EmegencyReplenishmentItemRequestIN提供申请单ProductsOUT商品出库前台员工只对下列单品使用紧急补货单在卖场扫描需紧急补货单品1

TOP2阶段:门店必须遵循的5要点TeamOrganizationstep2:only5keypointsneedtobefollowedatstorelevel:

定义“禁止入库单品”清单Definethe“Forbiddeninstorageitem”list统计并固定所有单品的Correctandfixforallitems::台面量No.offacing实际满排面量RealShelfCapacity良好的库房整理Wellarrangementofthestorage124100%执行“到货”补货流程以便优化前后台的工作Follow“Justdeliverygoods”replenishmentprocess100%tofacilitatefrontandbackofficework.3根据合理排班分配工作Adjustworkaccordingtoareasonableworkingschedule5Conclusion总结TOP2阶段:门店必须遵循的5要点定义“禁止入库单自从执行TOP2,门店补货率提高了60%。Afterlaunchedteamorganizationstep2,thereplenishmentratewasincreased60%.

TeamOrganizationStep2ResultTOP2成果自从执行TOP2,门店补货率提高了60%。TeamOrg与2007年11月对比,杂货处和百货处的库房单品数量分别下降了20%和12%ComparedwithNov.2007wedecreasedthenumberofitemsinthestoragefor-20%inGrocery&-13%inBazaar.

TeamOrganizationStep2ResultTOP2成果与2007年11月对比,杂货处和百货处的库房单品数量分别下ThankYouThankYou以利润为中心的库存管理

jimmyli营运悟道

以利润为中心的库存管理

jimmyli营运悟道

目的

Objective:

良好的门店管理能强有力的提高生产力StronglyImproveourproductivitywithbetterstoremanagement. 目的

良好的门店管理能强有力的提高生产力完全优化了门店整个商品流的管理系统Wetotallyreorganizestoremanagementsystemandworkonfullmerchandiseflow.完全优化了门店整个商品流的管理系统TeamorganizationStep2TOP2优化TOP第1阶段的目的是简化前后台工作WehaveoptimizedTOPstep1,inordertosimplifythejobbetweenbackofficeandfrontoffice:自动补货AutomaticReplenishmentTeamorganizationStep2TOP2TeamorganizationStep1ReminderTOP1回顾前台/卖场Frontofficeteams/Salesarea后台/库房Backofficeteams/Storagearea前台员工禁止入库房Nocommercialstaffbeallowedtoenterinthestorage.

促销员禁止入库房Nopromoterbeallowedtoenterinthestorage库房小组禁止入卖场NostoragestaffbeallowedtoenterinSalesarea.周盘小组可以入卖场和库房CYCstaffbeallowedtoenterbothinsalesarea&storage.根据制服的颜色辨别和管理前台和后台Color-codeduniformsfacilitatecontrolandmanagementforbackoffice&frontofficeteam.StorageTeamstaffCYCTeamstaffCommercialStaffPromoter.门店的营运人员分为二组,一组负责卖场,另一组负责库房Twoseparatedteamsinthestore,1inchargeofsalesarea,1inchargeofstorageTeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顾前台/卖场Frontofficeteams/Salesarea后台/库房Backofficeteams/StorageareaMorning检查‘红点’单品库存情况Check“RedDot”Itemstocksituation.

红点定义:

RedDotDefine-单品卖场库存不足,库房没有库存Itemsalesareaisnotfull,but“0”stockinthestorage.

如何检查红点HowtocheckRedDot

-每天早晨在卖场用RF枪检查红点单品是否到货EverymorninguseRFgunchecksalesareaifreddotitemdeliveryornot.

-如果到货取下红点并提交补货申请单Ifdeliveredthentakeoffthereddot,andprintareplenishmentreport.

补货Replenishthedeliverygoods.处理紧急补货单Dealwithemergencyreplenishmentitems

整理库房StorageArrangement.

将所有到货单品(每种单品取一箱)从收货区拉至库房中转区进行备货Sendalldeliverygoods(1itemperbox)fromreceivingyardto“transfer”areaforreplenishment.

只有20%员工上早班

Onlyhave20%staffsworkedinthemorning.

早班TeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顾把库房中转区的备货拉至卖场并补排面(7:00pm-10:00pm晚7:00-10:00)

Collectproductsfromstorageroomtransferareaandfill-inshelves根据前台的扫描补货清单进行备货(6:00pm-9:00pm下午6:00-9:00)

Prepareproductsfromstorageaccordingtothescanresult.把备好的货物放在库房中转区BringthepreparedgoodstotransferareaRequest申请单IN入Products商品OUT出扫描卖场的需补货单品,生成补货申请单并交给后台(5:00pm-8:00pm下午5:00-8:00)

Scantobereplenisheditemsinthesalesarea,andgivethescanresulttobackofficeteamAfternoon对’禁止入库单品’进行补货(低周转单品,这些单品的所有库存都放在卖场的顶层货架上)(2:00pm-5:00pm下午2:00-5:00)Replenishmentof“NoKU”(Lowrotationitem,alltheseitems’stockshouldputonthetopofshelfinsalesarea)前后台的80%员工上晚班,这造成门店的工作效率低和超时工作

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

前台/卖场Frontofficeteams/Salesarea后台/库房Backofficeteams/Storagearea晚班TeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顾FrontOffice前台后台BackOfficeScan:5:00pm-8:00pm扫描:下午5:00-8:00Replenish:7:00pm-10:00pm补货:晚7:00-10:006:00pm-9:00pm备货:晚6:00-9:00

前台负责卖场的扫描和补货工作

Frontofficeinchargeofscanning&replenishmentinsalesarea.后台负责库房的备货工作

Backofficeinchargetopreparethegoodsinthestorage.

TeamorganizationStep1Remi在执行TOP1之后,我们发现前后台工作的6个主要问题可以得到简化Afterlaunchedteamorganization1,wefound6majorproblemstobesimplifiedbetweenbackofficeandfrontoffice:

ProblemsfoundonReplenishment补货中发现的问题问题1:员工或促销员在卖场扫描需补货的单品Problem1:Promoterorstaffscantheitemtobereplenishedinthesalesarea

结果:没有管理工具检查扫描数量造成扫描数据不准确,工作效率低 Result:

Noaccuratedataduetonocontroltoolstocheckthequalityofscan LowProductivity.

问题2:根据低周转单品清单定义“禁止入库单品”

Problem2:“Forbiddeniteminthestorage”bedefinedbylowrotationitem.

结果:难以定义,记住和管理这些单品.工作效率低Result:DifficulttoIdentify,remember&controltheitems.Lowproductivity.

问题3:因为问题1&2造成库房有大量商品Problem3:TooManyGoodsinthestoragebegeneratedbyproblem1&2.结果:库房很难找货造成缺货和增加工作量,.工作效率低Result:

DifficulttofindgoodsinthestoragewhichgeneratedShortage&workload.LowWorkingefficiency.

在执行TOP1之后,我们发现前后台工作的6个主要问题可以得到Problem5:Replenishmentgoodswerenotdoneaccordingtothesalesflow.

问题5:不能按照销售趋势补货

Result:

Impactonsales&onassortmentimage.

结果:影响销售和商品分类形象问题4:难以识别单品类型(新品,禁止入库单品和缺货单品),使得这些单品的收货缺乏效率Problem4:Difficulttoidentifytheitemtype(Newitem,Forbiddenitem&shortageitem)whichgeneratedlackofworkingefficiencywhenreceivedthoseitems.

Result:Why?为什么?

结果: -新品:多数放在库房而从来没有上卖场排面 影响:销售,单品种类形象,时尚性NewItem:manyarestockedinthestorageandneverimplementedinthesalesarea, Impact:onsales,onassortmentimage,onmodernity.

Why?为什么?-禁止入库单品:多数在库房造成库房爆仓和重复工作 影响:销售Forbiddeniteminthestorage:manyareinthestoragewhichgeneratefullstorageanddoubleworkloadforthestaff.Impact:onsales.Why?为什么?-缺货单品:不能及时补货影响:销售,商品分类形象Shortageitem:Notreplenishedontime, Impact:onsales,onassortmentimage.

ProblemsfoundonReplenishment补货中发现的问题Problem5:ReplenishmentgoodsFrontofficemanualScaninsalesareaPrepareGoodsaccordingtoscanresultTOP1阶段的扫描结果TeamOrganization1scanningreplenishedResult:问题1:没有管理工具检查员工或促销员的扫描结果Problem1:Nocontroltoolstocheckthequalityofpromoterandstaffscanresult.

结果:没有准确的补货数据,效率低Result:

Noaccuratedata,Lowproductivity.

ProblemsfoundonReplenishment补货中发现的问题FrontofficemanualScaninsa问题4:收货区人员难以识别单品类型(新品,禁止入库单品和缺货单品),Problem4:R.Ydifficulttoidentifytheitemtype(Newitem,Forbiddenitem&shortageitem).

Result:

造成这些单品的收货及分货,补货缺乏效率Generatelackofworkingefficiencyfortheseitems:

-新品:多数放在库房而从来没有上卖场排面,影响销售和单品种类形象,时尚性NewItem:manyarestockedinthestorageneverimplementedinthesalesarea,impactofsales, impactofassortmentimage,Impactofmodernity.

-禁止入库单品:多数在库房造成库房爆仓和重复工作,影响销售

Forbiddeniteminthestorage:manyareinthestoragewhichgeneratedfullstorageanddouble workloadforthestaff.Andimpactofsales.

缺货单品:不能及时补货,影响:销售和商品分类形象

-Shortage