家樂(lè)福JBP達(dá)成及新背景下的客戶管理

1、June 2009Carrefour China1Team Organization Project Step 1-2-3June，2009June 2009Carrefour China2家樂(lè)福中國(guó)家樂(lè)福中國(guó)TOP 1項(xiàng)目介紹項(xiàng)目介紹 More sales with lower shortage levels 減少缺貨從而提高銷售減少缺貨從而提高銷售Identification of shortages on sales area before they happen預(yù)見(jiàn)潛在的缺貨預(yù)見(jiàn)潛在的缺貨Better order scheduling更好地訂貨更好地訂貨 Human 人事方面人事方面R

2、espect of the new labor law遵守新勞動(dòng)法遵守新勞動(dòng)法Higher level of employees satisfaction提高員工滿意度提高員工滿意度Ensure the implementation of the GZ task force recommendations確保廣州項(xiàng)目的順利實(shí)施確保廣州項(xiàng)目的順利實(shí)施Lower costs through better Productivity 提高工作效率從而降低成本提高工作效率從而降低成本Capacity to reduce loss 減少損耗減少損耗China Carrefour Group want to

3、 get :June 2009Carrefour China3Front office teams / Sales area前臺(tái)前臺(tái)/ /賣場(chǎng)賣場(chǎng)Back office teams / Storage area后臺(tái)后臺(tái)/ /庫(kù)房庫(kù)房前臺(tái)員工禁止入庫(kù)房促銷員禁止入庫(kù)房庫(kù)房小組禁止入賣場(chǎng)周盤小組可以入賣場(chǎng)和庫(kù)房Storage Team staffCYC Team staffCommercial StaffPromoter門店的營(yíng)運(yùn)人員分為二組,一組負(fù)責(zé)賣場(chǎng),另一組負(fù)責(zé)庫(kù)房In 2006，Carrefour Implement TOP step1June 2009Carrefour China4Th

4、e Responsiblity of Front and Back Office前后臺(tái)職責(zé)Front Office前臺(tái)Back Office后臺(tái)Scan: 5:00pm-8:00pm 掃描掃描:下午下午5:00-8:00Replenish:7:00pm-10:00pm補(bǔ)貨補(bǔ)貨:晚晚7:00-10:006:00pm-9:00pm備貨備貨:晚晚6:00-9:00 Front office in charge of scanning & replenishment in sales area. 前臺(tái)負(fù)責(zé)賣場(chǎng)的掃描和補(bǔ)貨工作 Back office in charge to prepare t

5、he goods in the storage. 后臺(tái)負(fù)責(zé)庫(kù)房的備貨工作June 2009Carrefour China5Human Structure BOM 后臺(tái)經(jīng)理后臺(tái)經(jīng)理“保姆保姆”Grocery雜貨雜貨1011/1214486Order 4 Employee 訂貨小組訂貨小組Back-office Manager 后臺(tái)經(jīng)理后臺(tái)經(jīng)理Storage Manager庫(kù)房經(jīng)理庫(kù)房經(jīng)理111 Employee員工員工1OP Chief OP經(jīng)理經(jīng)理1RCY Chief 收貨區(qū)經(jīng)理收貨區(qū)經(jīng)理CYC Team4 Employee 周盤小組周盤小組BeforeNowGrocery 1MCFM 1Di

6、v. Mgr. 2Sales. Mgr. 101011/121415732Staff 56Reporting 1OP 1RY 111211Grocery 1B.O.M. 11011/1214157Storage1OP 1RY 182211Store ManagerStore ManagerReporting 1154Div. Mgr. 2Sales. Mgr. 11Staff 531111June 2009Carrefour China6lGuarantee store full from morning to night確保門店從早到晚貨架商品豐滿lReduce shortage in sa

7、les area減少賣場(chǎng)缺貨lPut systematically new item in sales area on time使新品及時(shí)進(jìn)賣場(chǎng)lOptimize storage item number優(yōu)化庫(kù)房單品數(shù)量lImprove Sales提高銷售 Improve strongly the productivity by: 強(qiáng)有力的提高生產(chǎn)力強(qiáng)有力的提高生產(chǎn)力 Objective 目的目的:TOP step2 IntroduceTOP2項(xiàng)目的介紹項(xiàng)目的介紹OrderReceiveStockSalesJune 2009Carrefour China7T T eam Orgnaization

8、 Step2 eam Orgnaization Step2 TOP 2Optimize “ forbidden item in the storage” new Principle優(yōu)化優(yōu)化 “禁止入庫(kù)單品禁止入庫(kù)單品”新標(biāo)準(zhǔn)新標(biāo)準(zhǔn)Simplify 簡(jiǎn)化簡(jiǎn)化 “到貨到貨”補(bǔ)貨補(bǔ)貨(清晰區(qū)分新品清晰區(qū)分新品,缺貨和缺貨和No庫(kù)庫(kù))Simplify Normal Item Replenishment Process簡(jiǎn)化簡(jiǎn)化普通單品的補(bǔ)貨流程普通單品的補(bǔ)貨流程Merchandise Flow improving改進(jìn)商品流改進(jìn)商品流Control 控制控制緊急補(bǔ)貨緊急補(bǔ)貨After analyzed e

9、ach weak points, we must optimize 4 key points of team organization process:在對(duì)問(wèn)題的逐一分析之后, 我們必須進(jìn)行必須進(jìn)行4個(gè)關(guān)鍵步驟的優(yōu)化:June 2009Carrefour China8System Create Replenishment Report (2-3hours saved)系統(tǒng)自動(dòng)生成補(bǔ)貨單(節(jié)省2-3小時(shí))Step 1:Step 1: Normal Item Replenishment Process 步驟1: 普通單品的補(bǔ)貨流程 Manual ShelfScanning手動(dòng)掃描貨架(2-3hou

10、rs by dept.)Shelf Replenishment補(bǔ)貨FrontOffice前臺(tái)BackOffice后臺(tái)Stock preparation庫(kù)房備貨Old Process-Normal Item 原有的流程-普通單品12Shelf Replenishment補(bǔ)貨Stock preparationAccording to System list 根據(jù)系統(tǒng)清單備貨123After simplify process-Normal item 簡(jiǎn)化后流程-普通單品 After simplify the normal item replenishment process, we saved 2-

11、3hours by dept. in the front office teams job, which present total 10hours by day by division.在簡(jiǎn)化普通單品補(bǔ)貨流程之后, 按部門為前臺(tái)工作節(jié)省了2-3個(gè)小時(shí), 每處每天節(jié)省了10小時(shí)June 2009Carrefour China9How - To Put number for Forbidden in the storage item 如何做如何做 -對(duì)禁止入庫(kù)單品進(jìn)行編號(hào)Element B貨架BElement A貨架A1Level2level3level4level5level6level7le

12、vel8level9levelB11B12B13B14B15B16B21B31 B11 Means: this item is the first item in the element B of first level B11 表示: 這個(gè)單品是B貨架的第一層第一個(gè)單品June 2009Carrefour China10Responsibility of the promoter促銷員工作職責(zé)Dept.12 Toothpaste responsible promoter負(fù)責(zé)12部門牙膏分類的促銷員 Allocation by Staff in the Sales area賣場(chǎng)人員分配June

13、 2009Carrefour China11對(duì)于賣場(chǎng)容量有限的高周轉(zhuǎn)單品,必須放賣場(chǎng)以提高生產(chǎn)力低周轉(zhuǎn)單品牙刷分類必須放在賣場(chǎng),便于及時(shí)補(bǔ)貨和庫(kù)存控制Full in Sales Area賣場(chǎng)豐滿June 2009Carrefour China12前臺(tái)員工只對(duì)下列單品使用緊急補(bǔ)貨單 - High Rotation Items 高周轉(zhuǎn)單品 - Customers Needs 顧客需求 - Company Purchase 公司團(tuán)購(gòu)Scan emergency replenishment item in sales area在賣場(chǎng)掃描需緊急補(bǔ)貨單品1Prepare the Goods accordi

14、ng to the list, and put in transit area根據(jù)清單備貨并放在中轉(zhuǎn)區(qū)Inform front office team after the goods has been prepared完成備貨后通知前臺(tái)Replenishment in sales area在賣場(chǎng)補(bǔ)貨234 Emergency Replenishment Process: 緊急補(bǔ)貨流程Front office teams / Sales area前臺(tái)前臺(tái) / 賣場(chǎng)賣場(chǎng)Back office teams / Storage area后臺(tái)后臺(tái) / 庫(kù)房庫(kù)房Step4: Step4: Emegency

15、 Replenishment Item步驟步驟4:4: 緊急補(bǔ)貨單品緊急補(bǔ)貨單品RequestIN提供申請(qǐng)單提供申請(qǐng)單ProductsOUT商品出庫(kù)商品出庫(kù)June 2009Carrefour China13Sales Area100% follow implementation rule100% items in sales area ex. KULow sales = 2 facingsAdjust facings for other itemsInput Real Shelf CapacityCheck RSCTrain PromotersStorageDefine KURemove N

16、O KU outRemove rackCreate AREADraw Yellow LineClean and paint wallGoods/assets on placeTOP step3 IntroduceTOP3項(xiàng)目的介紹項(xiàng)目的介紹Order ParameterSupplier parameter ( OP/LT/Order day.)Stop order of bad suppliersCancel rate analysis and action planAdjust the item parameter with Nat. rules供應(yīng)商參數(shù)設(shè)置停止不合作供應(yīng)商訂單訂單取消率分

17、析和行動(dòng)計(jì)劃按照全國(guó)規(guī)則調(diào)整單品參數(shù)定義入庫(kù)商品將不入庫(kù)商品移出倉(cāng)庫(kù)取消倉(cāng)庫(kù)貨架劃分庫(kù)房區(qū)域劃出黃線貨物和資產(chǎn)就位100%遵照?qǐng)?zhí)行規(guī)則除庫(kù)存商品外100%產(chǎn)品在銷售區(qū)域低銷售產(chǎn)品給2個(gè)面調(diào)整排面給其他產(chǎn)品輸入真實(shí)的貨架容量核實(shí)RSC（真實(shí)貨架容量）培訓(xùn)促銷員June 2009Carrefour China14Step1: Parameter AdjustmentUse this tools to checking wrong parameter使用工具核實(shí)錯(cuò)誤的訂單參數(shù)June 2009Carrefour China15數(shù)字表示星期幾(如:1表示星期一,2表示星期二下一次訂貨與本次訂貨之間至少

18、間隔的天數(shù)訂單過(guò)期幾日后系統(tǒng)自動(dòng)取消送貨天數(shù)訂單確認(rèn)方式,必須選E, 電子訂單發(fā)送供應(yīng)商資料維護(hù)供應(yīng)商資料維護(hù)訂單截至?xí)r間June 2009Carrefour China16訂貨參數(shù)單品資料維護(hù)單品資料維護(hù)排面數(shù)貨架陳列數(shù)量June 2009Carrefour China17單品庫(kù)存交易查詢單品庫(kù)存交易查詢June 2009Carrefour China18STEP 2. 倉(cāng)庫(kù)管理注意點(diǎn)倉(cāng)庫(kù)管理注意點(diǎn)僅有僅有103個(gè)單品可以入庫(kù)個(gè)單品可以入庫(kù) 終止單品以及入庫(kù)超過(guò)終止單品以及入庫(kù)超過(guò)3個(gè)月的產(chǎn)品將退貨個(gè)月的產(chǎn)品將退貨June 2009Carrefour China19STEP3: 銷售區(qū)域調(diào)整銷售區(qū)域調(diào)整 按照全國(guó)主貨架陳列指引安排貨架。按照全國(guó)主貨架陳列指引安排貨架。 按銷量調(diào)整排面，每個(gè)單品最小按銷量調(diào)整排面，每個(gè)單品最小2個(gè)排個(gè)排面面店經(jīng)理負(fù)責(zé)每月設(shè)定一個(gè)合理的貨架容店經(jīng)理負(fù)責(zé)每月設(shè)定一個(gè)合理的貨架容量，部門經(jīng)理需要向店經(jīng)理保證設(shè)立真實(shí)量，部門經(jīng)理需要向店經(jīng)理保證設(shè)立真實(shí)的貨架容量，培訓(xùn)促銷員和設(shè)立規(guī)則禁止的貨架容量，培訓(xùn)促銷員和設(shè)立規(guī)則禁止促銷員調(diào)整貨架空間促銷員調(diào)整貨架空間在在P4系統(tǒng)中輸入真實(shí)貨架空間和排面，系統(tǒng)中輸入真實(shí)貨架空間和排面，更改價(jià)格標(biāo)簽，保證更改價(jià)格標(biāo)簽，保證RSC（真實(shí)貨架容量）（真實(shí)貨架容量）和（和（Facing）排