易初莲花商品部工作计划中英文

BuyerYearlyWorkMDSE.WorkPlan

易初莲花2005年商品部工作方案11.MDSE.YearlyWorkPlan商品部年度工作方案2.MDSE.Daily,weekly,monthlyworkplan商品部日、周、月工作方案

21.MDSE.YearlyWorkPlan

商品部年度工作方案3

BuyerYearlyWork1.Datapreparation&linereview年度数据准备和供给商及其商品的表现分析2.YearlySales&GPandOtherIncometargetsettingandfollowingup年度销售额、毛利及营业外收入的指标确实定、跟踪及执行3.Vendorperformanceevaluation&negotiationplanning年度供给商年度表现评估与谈判方案4.Schematic(seasonal)Change,ItemMaintenance&ReplenishmentProcess年度商品陈列(季节性)调整、商品维护及补货过程5.Exitplanpackage(aftermajorchange)年度退出方案〔MajorChange后)6.Marketingprogramandpromotionplananalyzing,proposingandexecution年度市场部、商品部促销方案的分析、制定与执行7.Newstoreplan新店方案8.Companyactivities公司活动4

BuyerYearlyWork1.Datapreparation&linereview(twiceayear,oneis6wksafterCNY,theotheroneisJulyeveryyear)年度数据准备和供给商及其商品的表现分析(每年两次:一次在过年后6周后;一次在每年7月初至7月中)InformationResourcesInclude:商品信息来源：1〕Industryinformation:ACNeilsen/GFK/CTR外部信息的收集：.ACNeilsen,GFK,CTR2〕Competitorinformation:identifytheopportunityitemandclass外部竟争对手方面信息分析：找出有时机的商品与分类3〕Performancereviewofexistingvendors(includeconsignmentvendors)toidentifyopportunityvendors:YTDSales(best&worst)/GP/Sales/InventoryTurnover/Orderfilling/RTV)回忆目前供给商(包括联销商)的表现〔YTD供给商表现(最正确&最差供给商)/毛利,销售,库存周转,送货率,退货〕找出有时机的供给商5BuyerYearlyWork4〕Linereview(includeconsignmentitem)bybrandtoidentifyopportunityitem(Sales/Pricepoint/GP/SpaceanalysisinBJ/GZ/SH,includereviewingslowmovementandnonmovementitems)按品牌的商品(包括联销商品)结构分析(北京、广州、上海三地销售&毛利/价格点/空间分析,并且对周转慢或无销售商品进行回忆〕5〕ReviewLotusHousebranditem回忆易初莲花定牌商品6〕ReviewLotusGZSourcing,ThaiSourcingItem回忆易初莲花广州商品、泰国进口商品

Analyzeandreviewtomakeactionplanon:通过分析制定行动方案：-categories/vendors/brands/itemsthatneedtokeep需保存的分类,供给商,品牌,商品-categories/vendors/brands/itemsthatneedtodelete(vendordeletionneedtogetapprovalfromAlextopreventmisconductofbuyers.dolessconsignmentvendorsandensureonebarcodeisonlyforonespecificitem)需删除的分类,供给商,品牌,商品(取消供给商要经过Alex批准，防止采购不正当操作，要尽量少做销供给商，并且保证一个条码对应一个商品)-categories/vendors/brands/itemsthatneedtoexpand需扩充的分类,供给商,品牌,商品

6GO最重要的5个部门

MeatLiquorHBAMen’WearPaperSmallAppliance最有时机5个部门Dairy&DailySnackHHCBeddingShoes开展部门ElectronicconsignmentAutomotiveHomedecorative&furnitureHousewareSeafoodFrozenDriedVegetable&Fruit7BuyerYearlyWork2.YearlySales＆GPandOtherIncomeTargetSettingandFollowingUp(onceayear)年度销售额、毛利及营业外收入指标的分析，确定及执行(每年一次〕1〕F/A,OperationandMDSEreviewLYSales,GPandOtherIncome财务部、营运部、采购部一起分析上一年度销售,毛利及营业外收入2〕F/A,OperationandMDSEsettargetforthenextyear财务部、营运部、采购部一起制定下一年度销售，毛利及营业外收入3〕Allocateappropriatetargettoeachdept.把年度指标合理分配到各个部门去执行4〕Eachdepartmentmakeactionplanaccordingly：weshouldfocusonhighsales,marginandhighticketitem;buyersshouldallocatethetargettoeachvendor.(buyersneedtoreviewlastyearperformanceoftheirvendorsbeforeallocatingsalesandmargintargettoeachvendor.)各部门制定相应行动方案，要关注销量高,毛利高和买单量高的商品。采购也要为每个供给商制定下一年度的销售目标，毛利目标.(采购在做每个供给商的年度销售目标及毛利目标前先要对部门里的每个供给商做上一年的表现回忆〕8BuyerYearlyWork3.VendorNegotiation年度供给商谈判1)Notice:(几点本卷须知)DivisionheadandMDSEmanagershouldcoachbuyersinnegotiationskills采购经理要培训采购员谈判技巧和方法Negotiationwithvendorsshouldbefacetoface;assistantbuyersshouldhelpbuyersinarrangingnegotiationschedule;采购员应该跟供给商面对面谈判,采购助理应该帮助采购员安排供给商谈判的时间表BothvendorsandbuyersneedtosignBusinessEthicAgreementbeforenegotiationstarts.采购员和供给商在开始谈判之前要签订商业道德协议;Forvendorsalsodobusinesswithourcompetitors,buyersneedtoknowrelevantinformation,suchasitemstyle,costetc.Ifavendorprovidegoodmerchandisetoourcompetitorsbutnottous,buyersshouldpunishthevendor.Forinstance,givelesspromotionsupporttothem.假设该供给商的商品在竞争对手那里有销售,采购必须了解其在竞争对手那里销售商品的品种,本钱等.如果发现供给商提供好的商品给竞争对手而不给我们,采购员要对其采取惩罚措施,如:在促销位置方面对其不予支持等.

9BuyerYearlyWork2)ObjectivesofNegotiate(includenewandexistingvendors)谈判内容(包括新,老供给商)a)VendorPerformanceReview根据上一年度供给商合同的表现,谈判下一年度合同并按合同谈判标准更新老合同-SalesReview销售回忆-GPAmt.Review毛利率回忆-D&AReview营业外收入的回忆D&A-Inventoryreview库存回忆-RebateReview年返的目标回忆与达标b)Byvendoritemreviewtodecideitemsremainingfornextyearanddiscussnewitemplanofvendors

c)negotiatefornextyear’spromotionplanbasedonanalysisofthisyear根据上年度供给商促销情况,谈下年度的促销方案d)finalmerchandisestructureandpromotionplan最终确定供给商商品结构及促销方案10BuyerYearlyWork4.SeasonalSchematicMajorChange,ItemMaintenance&Replenishmentprocess年度季节性商品陈列调整、商品维护及补货过程-Emphasize(强调)Eachdeptshouldfinishtheschematicchangebeforesalespeaktime所有季节性商品陈列调整必须在销售顶峰来临前完成Theprincipleofschematicismakefullyuseofourshelfspace商品陈列的标准是要充分利用货架空间weshouldevaluatethespaceperformanceofeachtime,namelyROIbyspace,toensurethespaceiswellorganized.我们要衡量每个商品货架空间回报率,即考核所占空间和它的销售比例,确保合理的陈列空间Wecanrequestvendorstodomajorchangeforus(seasonaldepartment)(ieasktop5vendorsofeachdepartmenttohelpusdomajorchangeschematic)季节性大调整,我们可以要求供给商跟我们一起完成(季节性部门)(如:我们可要求部门前5供给商来帮他们做季节大调整的货架)

11BuyerYearlyWork-ProcessofMajorChange季节性大调整的流程1〕Analyzeitemperformancetodeterminefinallayout〔SchematicDept)根据商品表现分析确认商场布局〔陈列部〕2〕Samplecollectionaftermerchandisestructureisapproved(Merchandise)根据最终确认的商品结构开始样品收集(采购部)3〕Setupschematicinsampleroom(Merchandise)按陈列部门的季节性调整的时间表按排每个部门在样品室建立陈列(采购部)4〕Sampleschematicapproval(merchandisehead)进行样品房摸板陈列的批准(商品部头)5〕Schematicdraftingandmatching(Merchandise/SPT)陈列批准后制作草图并核对(商品部/陈列部)6〕Finalschematicdrawinginsystemandapproval〔SchematicDept.)最终系统陈列图纸的制作及批准(陈列部)12BuyerYearlyWork7〕Itemmaintenance&Newitemcreation(IM)最终图纸批准后的商品信息的维护&新品的生成(信息维护部)8〕OrderPlacing(AR)开始进行订货(自动补货部)9〕Delivering&receiving(DC&Stores,AR,Merchandise)催货及收货(大仓,门店,自动补货部,采购)10〕Displayexecutioninstore(Stores)门店收到正式图纸后执行陈列(门店)11〕Inspectionofactualin-storeschematic(Merchandise)(div.headandmdse.headshoulddospotcheck)采购到门店进行陈列检查(采购经理和商品部负责人要抽查)13BuyerYearlyWork5.Exitplanpackage(aftermajorchange)年度退出方案〔每年大调整后〕1〕Reviewandanalyzeinventoryaftermajorchanges对每年两次季节性陈列调整后的库存进行回忆分析2〕Listoutto-exititem列出准备退出的商品清单3〕NegotiatefornonRTVAllowancetocompensatedestroy&markdown跟供给商谈不退货津贴来抵消销毁和降价损失4〕MakeexitplaninRAMS在系统中做出退出方案5〕Sendexitplantostoresandinformvendorstocollecttheirmerchandise发送退出方案到门店，并通知供给商将货退清

14BuyerYearlyWork6.Yearlymarketingpromotionanalysing,planningandexection(onceayear,eachmonthupdateplanofthecoming2months)年度市场部、商品部促销方案的分析、制定与执行〔每年度一次，每月更新下两个月方案〕Al’srequirementsMrAl的几点要求:Mdse.&maketingplanshouldlinktogether,bothheadsshouldcapturethegoodplanfromthebuyersanddetails商品部和市场部应该联系在一起,两个部门的经理都应该从采购员和细节中获取好的方案tabselectionmustbecentralized;150itemsmaximumforeachtab,95ofthemshouldprovidedbynationalvendorsandtherest55fromlocalvendors.海报商品的选择必须中央集中化;每期海报最多150个商品,其中95个来自全国供给商,剩余的55来自地方供给商weshouldcontrolnationalvendorsbynationaltab,我们要用全国海报来控制全国供给商,非全国供给商不能上全国海报15BuyerYearlyWork

Detailedproceduresare:具体的流程:1〕MerchandisetogetherwithMarketingandOperationreviewlastyearperformanceofmarketingprogram,tabandinstorepromotion.采购部和市场部一起分析上一年度的市场部活动、海报和店内促销情况2〕Theabove3partiessetplanonmarketingprogram,tabandinstorepromotion(specialpurchaseitem)forthenextyear.采购部和市场部部一起制订下一年度的市场部活动、海报和店内促销〔特殊采购商品〕方案3〕Merchandiseschedulenegotiationwithvendorsandintegratevendorpromotionplanwithmarketing/promotionprogramplan.商品部门根据方案合理按排谈判时间，将供给商的全年促销活动与易初莲花的市场部方案整合一致4〕Determinetabitemselection,orderplacingandarrivingschedule最终制定出全年海报的选择时间表、海报订货及到货的时间表5〕Marketingmakestorefeatureanddisplayexecutionplan市场部制定门店年度堆头及陈列的执行方案16BuyerYearlyWork1〕Newstoreopenmasterplan开店方案-LotusExpansionPlan扩张方案82618GZ814041Total2113828BJ52252704,15SHTotal20052004Region7.Newstoreplan新店方案

Co.Code17BuyerYearlyWork-Whenanewstoreisopenedinthecitywithexistingstore,buyerscan’tcopythemerchandisestructureofthatexistingstore,butneedtodolinereviewtodeterminethenewstore’smerchandisestructure.Andirrationalaspectsofexistingstore’sstructurehastobeadjustedatthesametimetoensureallstoresinsamecityhassimilarmerchandisestructure.采购在旧城开新店时不能完全拷贝该城老店的商品结构，而要做完整的linereview来确定新店的商品结构。并且要将老店不合理的地方一起调整，确保一个城市商品结构根本保持一致。-IfanewstoreG.O.isbetweenseasonaltransition,buyershavetocompleteseasonalitementryprocessinadvance.新店开业时候正好遇到是季节过度期时，采购要考虑季节性商品在新店开业前就进入.-NewstoreG.O.timehastobeinaccordancewithTabperiod.新店开业的时间尽量要与海报开始的时间保持一致

18BuyerYearlyWork2〕Merchandisesetupplan商品筹建方案ie.Newcitynewstore新城新店Start:5monthbeforeG.O.〕-MarketSurvey(1month.) 市场调查-SurveyresultPresentation(2weeks.) 商品调查结果汇报 -VendorNegotiationandIdentifyMDSEAssortment〔2month)