關(guān)于商品管理組工作流程課件

以利潤(rùn)為中心的庫(kù)存管理

jimmyli營(yíng)運(yùn)悟道

以利潤(rùn)為中心的庫(kù)存管理

jimmyli營(yíng)運(yùn)悟道

目的

Objective:

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

良好的門(mén)店管理能強(qiáng)有力的提高生產(chǎn)力完全優(yōu)化了門(mén)店整個(gè)商品流的管理系統(tǒng)Wetotallyreorganizestoremanagementsystemandworkonfullmerchandiseflow.完全優(yōu)化了門(mén)店整個(gè)商品流的管理系統(tǒng)TeamorganizationStep2TOP2優(yōu)化TOP第1階段的目的是簡(jiǎn)化前后臺(tái)工作WehaveoptimizedTOPstep1,inordertosimplifythejobbetweenbackofficeandfrontoffice:自動(dòng)補(bǔ)貨AutomaticReplenishmentTeamorganizationStep2TOP2TeamorganizationStep1ReminderTOP1回顧前臺(tái)/賣(mài)場(chǎng)Frontofficeteams/Salesarea后臺(tái)/庫(kù)房Backofficeteams/Storagearea前臺(tái)員工禁止入庫(kù)房Nocommercialstaffbeallowedtoenterinthestorage.

促銷(xiāo)員禁止入庫(kù)房Nopromoterbeallowedtoenterinthestorage庫(kù)房小組禁止入賣(mài)場(chǎng)NostoragestaffbeallowedtoenterinSalesarea.周盤(pán)小組可以入賣(mài)場(chǎng)和庫(kù)房CYCstaffbeallowedtoenterbothinsalesarea&storage.根據(jù)制服的顏色辨別和管理前臺(tái)和后臺(tái)Color-codeduniformsfacilitatecontrolandmanagementforbackoffice&frontofficeteam.StorageTeamstaffCYCTeamstaffCommercialStaffPromoter.門(mén)店的營(yíng)運(yùn)人員分為二組,一組負(fù)責(zé)賣(mài)場(chǎng),另一組負(fù)責(zé)庫(kù)房Twoseparatedteamsinthestore,1inchargeofsalesarea,1inchargeofstorageTeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顧前臺(tái)/賣(mài)場(chǎng)Frontofficeteams/Salesarea后臺(tái)/庫(kù)房Backofficeteams/StorageareaMorning檢查‘紅點(diǎn)’單品庫(kù)存情況Check“RedDot”Itemstocksituation.

紅點(diǎn)定義:

RedDotDefine-單品賣(mài)場(chǎng)庫(kù)存不足,庫(kù)房沒(méi)有庫(kù)存Itemsalesareaisnotfull,but“0”stockinthestorage.

如何檢查紅點(diǎn)HowtocheckRedDot

-每天早晨在賣(mài)場(chǎng)用RF槍檢查紅點(diǎn)單品是否到貨EverymorninguseRFgunchecksalesareaifreddotitemdeliveryornot.

-如果到貨取下紅點(diǎn)并提交補(bǔ)貨申請(qǐng)單Ifdeliveredthentakeoffthereddot,andprintareplenishmentreport.

補(bǔ)貨Replenishthedeliverygoods.處理緊急補(bǔ)貨單Dealwithemergencyreplenishmentitems

整理庫(kù)房StorageArrangement.

將所有到貨單品(每種單品取一箱)從收貨區(qū)拉至庫(kù)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(kù)房中轉(zhuǎn)區(qū)的備貨拉至賣(mài)場(chǎng)并補(bǔ)排面(7:00pm-10:00pm晚7:00-10:00)

Collectproductsfromstorageroomtransferareaandfill-inshelves根據(jù)前臺(tái)的掃描補(bǔ)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(kù)房中轉(zhuǎn)區(qū)BringthepreparedgoodstotransferareaRequest申請(qǐng)單IN入Products商品OUT出掃描賣(mài)場(chǎng)的需補(bǔ)貨單品,生成補(bǔ)貨申請(qǐng)單并交給后臺(tái)(5:00pm-8:00pm下午5:00-8:00)

Scantobereplenisheditemsinthesalesarea,andgivethescanresulttobackofficeteamAfternoon對(duì)’禁止入庫(kù)單品’進(jìn)行補(bǔ)貨(低周轉(zhuǎn)單品,這些單品的所有庫(kù)存都放在賣(mài)場(chǎng)的頂層貨架上)(2:00pm-5:00pm下午2:00-5:00)Replenishmentof“NoKU”(Lowrotationitem,alltheseitems’stockshouldputonthetopofshelfinsalesarea)前后臺(tái)的80%員工上晚班,這造成門(mén)店的工作效率低和超時(shí)工作

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

前臺(tái)/賣(mài)場(chǎng)Frontofficeteams/Salesarea后臺(tái)/庫(kù)房Backofficeteams/Storagearea晚班TeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顧FrontOffice前臺(tái)后臺(tái)BackOfficeScan:5:00pm-8:00pm掃描:下午5:00-8:00Replenish:7:00pm-10:00pm補(bǔ)貨:晚7:00-10:006:00pm-9:00pm備貨:晚6:00-9:00

前臺(tái)負(fù)責(zé)賣(mài)場(chǎng)的掃描和補(bǔ)貨工作

Frontofficeinchargeofscanning&replenishmentinsalesarea.后臺(tái)負(fù)責(zé)庫(kù)房的備貨工作

Backofficeinchargetopreparethegoodsinthestorage.

TeamorganizationStep1Remi在執(zhí)行TOP1之后,我們發(fā)現(xiàn)前后臺(tái)工作的6個(gè)主要問(wèn)題可以得到簡(jiǎn)化Afterlaunchedteamorganization1,wefound6majorproblemstobesimplifiedbetweenbackofficeandfrontoffice:

ProblemsfoundonReplenishment補(bǔ)貨中發(fā)現(xiàn)的問(wèn)題問(wèn)題1:員工或促銷(xiāo)員在賣(mài)場(chǎng)掃描需補(bǔ)貨的單品Problem1:Promoterorstaffscantheitemtobereplenishedinthesalesarea

結(jié)果:沒(méi)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(wèn)題2:根據(jù)低周轉(zhuǎn)單品清單定義“禁止入庫(kù)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(wèn)題3:因?yàn)閱?wèn)題1&2造成庫(kù)房有大量商品Problem3:TooManyGoodsinthestoragebegeneratedbyproblem1&2.結(jié)果:庫(kù)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(tái)工作的6個(gè)主要問(wèn)題可以得到Problem5:Replenishmentgoodswerenotdoneaccordingtothesalesflow.

問(wèn)題5:不能按照銷(xiāo)售趨勢(shì)補(bǔ)貨

Result:

Impactonsales&onassortmentimage.

結(jié)果:影響銷(xiāo)售和商品分類(lèi)形象問(wèn)題4:難以識(shí)別單品類(lèi)型(新品,禁止入庫(kù)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(kù)房而從來(lái)沒(méi)有上賣(mài)場(chǎng)排面 影響:銷(xiāo)售,單品種類(lèi)形象,時(shí)尚性NewItem:manyarestockedinthestorageandneverimplementedinthesalesarea, Impact:onsales,onassortmentimage,onmodernity.

Why?為什么?-禁止入庫(kù)單品:多數(shù)在庫(kù)房造成庫(kù)房爆倉(cāng)和重復(fù)工作 影響:銷(xiāo)售Forbiddeniteminthestorage:manyareinthestoragewhichgeneratefullstorageanddoubleworkloadforthestaff.Impact:onsales.Why?為什么?-缺貨單品:不能及時(shí)補(bǔ)貨影響:銷(xiāo)售,商品分類(lèi)形象Shortageitem:Notreplenishedontime, Impact:onsales,onassortmentimage.

ProblemsfoundonReplenishment補(bǔ)貨中發(fā)現(xiàn)的問(wèn)題Problem5:ReplenishmentgoodsFrontofficemanualScaninsalesareaPrepareGoodsaccordingtoscanresultTOP1階段的掃描結(jié)果TeamOrganization1scanningreplenishedResult:問(wèn)題1:沒(méi)有管理工具檢查員工或促銷(xiāo)員的掃描結(jié)果Problem1:Nocontroltoolstocheckthequalityofpromoterandstaffscanresult.

結(jié)果:沒(méi)有準(zhǔn)確的補(bǔ)貨數(shù)據(jù),效率低Result:

Noaccuratedata,Lowproductivity.

ProblemsfoundonReplenishment補(bǔ)貨中發(fā)現(xiàn)的問(wèn)題FrontofficemanualScaninsa問(wèn)題4:收貨區(qū)人員難以識(shí)別單品類(lèi)型(新品,禁止入庫(kù)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(bǔ)貨缺乏效率Generatelackofworkingefficiencyfortheseitems:

-新品:多數(shù)放在庫(kù)房而從來(lái)沒(méi)有上賣(mài)場(chǎng)排面,影響銷(xiāo)售和單品種類(lèi)形象,時(shí)尚性NewItem:manyarestockedinthestorageneverimplementedinthesalesarea,impactofsales, impactofassortmentimage,Impactofmodernity.

-禁止入庫(kù)單品:多數(shù)在庫(kù)房造成庫(kù)房爆倉(cāng)和重復(fù)工作,影響銷(xiāo)售

Forbiddeniteminthestorage:manyareinthestoragewhichgeneratedfullstorageanddouble workloadforthestaff.Andimpactofsales.

缺貨單品:不能及時(shí)補(bǔ)貨,影響:銷(xiāo)售和商品分類(lèi)形象

-Shortageitem:Notreplenishedontime,impactofsales,impactofassortmentimage.

ProblemsfoundonReplenishment補(bǔ)貨中發(fā)現(xiàn)的問(wèn)題問(wèn)題4:收貨區(qū)人員難以識(shí)別單品類(lèi)型(新品,禁止入庫(kù)單品確保門(mén)店從早到晚貨架商品豐滿

Guaranteestorefullfrommorningtonight減少賣(mài)場(chǎng)缺貨Reduceshortageinsalesarea使新品及時(shí)進(jìn)賣(mài)場(chǎng)Putsystematicallynewiteminsalesareaontime優(yōu)化庫(kù)房單品數(shù)量

Optimizestorageitemnumber提高銷(xiāo)售

ImproveSales

AutomaticReplenishmentStep2自動(dòng)補(bǔ)貨強(qiáng)有力的提高生產(chǎn)力Improvestronglytheproductivityby:目的:Objective確保門(mén)店從早到晚貨架商品豐滿AutomaticRepleTeamOrgnaizationStep2TOP2優(yōu)化

“禁止入庫(kù)單品”新標(biāo)準(zhǔn)Optimize

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

緊急補(bǔ)貨Controlemergencyreplenishment4在對(duì)問(wèn)題的逐一分析之后,我們提出4個(gè)步驟優(yōu)化TOP:Afteranalyzedeachproblems,wesetup4stepstooptimizetheteamorganizationprocess:

簡(jiǎn)化“到貨”補(bǔ)貨(清晰區(qū)分新品,缺貨和No庫(kù))

Simplify

“JustdeliveryGoods”

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

簡(jiǎn)化普通單品的補(bǔ)貨流程

Step1:

Simplify

NormalItemReplenishmentProcess

ManualShelfScanning手動(dòng)掃描貨架(2-3hoursbydept.)ShelfReplenishment補(bǔ)貨FrontOffice前臺(tái)BackOffice后臺(tái)Stockpreparation庫(kù)房備貨原有的流程-普通單品OldProcess-NormalItem12ShelfReplenishment補(bǔ)貨StockpreparationAccordingtoSystemlist根據(jù)系統(tǒng)清單備貨123簡(jiǎn)化后流程-普通單品Aftersimplifyprocess-Normalitem在簡(jiǎn)化普通單品補(bǔ)貨流程之后,按部門(mén)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)Aftersimplifythenormalitemreplenishmentprocess,hefrontofficeteam’sjob,whichpresenttotal10hoursbydaybydivision.

SystemCreate步驟1:簡(jiǎn)化普通單BeforeProcess之前CurrentProcess現(xiàn)在之前依靠貨架槍掃補(bǔ)貨(在下午5:00-8:00,促銷(xiāo)員和員工在賣(mài)場(chǎng)掃描并手動(dòng)計(jì)算補(bǔ)貨量)Beforestorereplenishmentdependson

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

浪費(fèi)時(shí)間Timeconsuming.(2-3hoursbyDept.)掃描數(shù)據(jù)不準(zhǔn)確Noaccuratescanningdata.在銷(xiāo)售高峰時(shí)間補(bǔ)貨Replenishgoodsatpicksalestime.從低周轉(zhuǎn)單品中定義禁止入庫(kù)單品,難以管理(4000單品)“Forbiddeniteminthestorage”identifybylowrotationitem,difficulttocontrol(4000items).

雜貨處有6000個(gè)單品在庫(kù)房6,000itemsinGrocerystorageP4系統(tǒng)每晚八點(diǎn)到十點(diǎn)鎖定,不能使用RF槍,期間門(mén)店不能補(bǔ)貨P4closeeachevening20:00–22:00,soscanningguncannotbeused,storecannotreplenishgoodsatthatperiod.

自動(dòng)補(bǔ)貨按單品銷(xiāo)量(賣(mài)多少補(bǔ)多少)補(bǔ)貨,各店可根據(jù)銷(xiāo)售趨勢(shì)調(diào)整補(bǔ)貨時(shí)間,Automaticreplenishmentdependsonitemsales(sellhowmuch,filluphowmuch)storecanadjustreplenishmenttimeaccordingtoSalesflow.:現(xiàn)在流程情況CurrentProcessstatus

節(jié)省時(shí)間(每個(gè)部門(mén)2-3小時(shí))SaveTime(2-3hoursbydept.)系統(tǒng)根據(jù)銷(xiāo)售生成正確的補(bǔ)貨清單Systemdirectlycreatereplenishmentquantityanditemaccordingtothesales銷(xiāo)售高峰前1-2小時(shí)補(bǔ)貨Replenish1-2hoursbeforesalestime.禁止入庫(kù)單品按分類(lèi)按品牌定義,便于管理“Forbiddeniteminthestorage”identifybybrandbyfamily,easyforcontrol(6000Items)雜貨處有3000個(gè)單品在庫(kù)房3,000itemsinGrocerystorage.不需要掃描,門(mén)店可以在任意時(shí)間補(bǔ)貨Noneedscananymore,storecanreplenishgoodsanytime.

普通單品的補(bǔ)貨區(qū)別

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

普通單品的補(bǔ)貨清單-例子

NormalItemreplenishmentreport-Example

這份清單不包括‘禁止入庫(kù)’單品,代銷(xiāo)商品,樣機(jī)單品Th在優(yōu)化‘禁止入庫(kù)’單品標(biāo)準(zhǔn)之后,雜貨處和百貨處的庫(kù)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(kù)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(xiāo)量按單品(只限于低周轉(zhuǎn)單品)Byitembyaveragesales(onlylowrotationitem)在賣(mài)場(chǎng),用’庫(kù)’標(biāo)識(shí)禁止入庫(kù)單品Put“KU”signagefor“forbiddeniteminthestorage”insalesarea.把‘禁止入庫(kù)單品’的全部庫(kù)存放在賣(mài)場(chǎng)貨架頂層,箱子上沒(méi)有任何標(biāo)識(shí)Put“forbiddeninthestorage”stockonthetopofshelfinsalesareawithoutremarkonthebox.原來(lái)流程的情況OldProcessstatus:不容易記住這些單品,后臺(tái)小組很難管理這些單品Noteasytoremembertheitem,difficulttocontroltheseitemsforbackofficeteam.不利于促銷(xiāo)員補(bǔ)貨,很難分辨這些商品的庫(kù)存Noteasyforreplenishthegoodsforpromoters,difficulttoknowtheitemstockaswell..Define:定義標(biāo)準(zhǔn)按分類(lèi)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(bǔ)貨Easytoreplenishbyusingtagprinciple補(bǔ)貨由促銷(xiāo)員負(fù)責(zé)使得貨架容易補(bǔ)足Replenishmentmakebypromoterwhichmakessimpletoreplenishthegondola.現(xiàn)在流程的情況CurrentProcessstatus:清單便于記憶,便于后臺(tái)對(duì)那些的商品的管理Easytorememberthelist,easytocontrolthoseitemsforbackofficeteam.甚至對(duì)于新促銷(xiāo)員也很容易分辨單品是否有庫(kù)存Evenfornewpromoteriseasytoknowitemswithstockanditemwithoutstock.

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

--對(duì)禁止入庫(kù)單品進(jìn)行編號(hào)Why---PutnumberforForbiddeninthestorageitem

為了使禁止入庫(kù)單品的補(bǔ)貨更容易,對(duì)每個(gè)單品進(jìn)行編號(hào)

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

B82為什么--對(duì)禁止入庫(kù)單品進(jìn)行編號(hào)為了使禁止入庫(kù)單品的如何做

---對(duì)禁止入庫(kù)單品進(jìn)行編號(hào)How---ToPutnumberforForbiddeninthestorageitem

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

B12表示:這個(gè)單品是B貨架上第一層第二個(gè)單品

B12Means:thisitemistheseconditemintheelementBoffirstlevel

如何做---對(duì)禁止入庫(kù)單品進(jìn)行編號(hào)貨架B貨架A1Level促銷(xiāo)員工作職責(zé)

Responsibilityofthepromoter

負(fù)責(zé)12部門(mén)牙膏分類(lèi)的促銷(xiāo)員

Dept.12Toothpasteresponsiblepromoter賣(mài)場(chǎng)人員分配AllocationbyStaffintheSalesarea促銷(xiāo)員工作職責(zé)負(fù)責(zé)12部門(mén)牙膏分類(lèi)的促銷(xiāo)員賣(mài)場(chǎng)人員分配對(duì)于賣(mài)場(chǎng)容量有限的高周轉(zhuǎn)單品,必須放賣(mài)場(chǎng)以提高生產(chǎn)力

Highrotationitembutwithfewshelfcapacityinsalesarea,mustbeputinsalesareaforimprovingproductivity.

低周轉(zhuǎn)單品牙刷分類(lèi)必須放在賣(mài)場(chǎng),便于及時(shí)補(bǔ)貨和庫(kù)存控制

Lowsalesrotationtoothbrushmustbeputoutsideforstockcontrollingandreplenishontime.

賣(mài)場(chǎng)豐滿FullinSalesArea對(duì)于賣(mài)場(chǎng)容量有限的高周轉(zhuǎn)單品,必須放賣(mài)場(chǎng)以提高生產(chǎn)力低周轉(zhuǎn)單FrontOffice前臺(tái)BackOffice后臺(tái)BeforeProcess之前Currentprocess現(xiàn)在ShelfReplenishment補(bǔ)貨ReceivingGoods(1boxbyitemgotoSalesarea)到貨(一箱進(jìn)賣(mài)場(chǎng))ArrangestorageforRemainitems整理庫(kù)房的剩余單品RemainingGoods(PutOntheToporReturnbacktostorage)剩余貨物(放貨架頂層或退回庫(kù)房)Stillhavegoodsreturnback仍有貨物退回庫(kù)房在簡(jiǎn)化“到貨”單品補(bǔ)貨流程之后,我們可以確保:

Aftersimplifythe“Justdeliverygoods“itemprocesswecanguarantee:

-新品和禁止入庫(kù)單品100%進(jìn)賣(mài)場(chǎng)“NewItem”&“Forbiddeniteminthestorage”100%inthestore.

-.

缺貨單品到貨后立即補(bǔ)賣(mài)場(chǎng)“ShortageItem”bereplenishedinsalesareaimmediatelyafterdelivery步驟3:

簡(jiǎn)化

‘到貨’補(bǔ)貨Step3:Simplify“justdeliverygoods”ReplenishmentShelfReplenishment補(bǔ)貨StorageStaffSeparatethegoodsaccordingtotheremark庫(kù)房員工按標(biāo)記分揀貨物SupplierRemarkitemtypeinR.Y供應(yīng)商在收貨時(shí),按單品類(lèi)型做標(biāo)記NoGoodsReturnBack沒(méi)有貨物退回庫(kù)房123NewItem-”新“NoKU-”庫(kù)“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(lái)流程情況15部門(mén)的單品直接進(jìn)賣(mài)場(chǎng)dept.15itemsdirectlygotosalesarea.其他部門(mén):每個(gè)單品1箱進(jìn)賣(mài)場(chǎng)Restofdept:1boxperitemtosalesarea.

Beforeprocess:原來(lái)流程不可能識(shí)別“禁止入庫(kù)單品”Impossibletorecognizethe“forbiddeninthestorageitems”.

不可能識(shí)別“新品”Impossibletorecognizethe“newitem”很難發(fā)現(xiàn)賣(mài)場(chǎng)的隱藏缺貨Difficulttodiscoverhidingshortageiteminsalesarea.

潛在缺貨單品到貨一天之后補(bǔ)貨Potentialshortageitemreplenishment1dayafterdelivery.

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

庫(kù)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(mén)的單品直接進(jìn)賣(mài)場(chǎng)dept.15itemsdirectlygotosalesarea.

其余部門(mén):按單品類(lèi)型和缺貨數(shù)量補(bǔ)貨Restofdept:replenishbyitemtype&shortagequantity.

Currentprocess:現(xiàn)在流程系統(tǒng)自動(dòng)識(shí)別“禁止入庫(kù)單品”Systemautomatictorecognizethe“forbiddeninthestorageitems”.系統(tǒng)自動(dòng)識(shí)別”新品”Systemautomaticrecognizethe“newitem” 容易發(fā)現(xiàn)賣(mài)場(chǎng)的隱藏缺貨單品Easytodiscoverhidingshortageiteminsalesarea.潛在缺貨單品到貨當(dāng)天補(bǔ)貨Potentialshortageitemreplenishedondeliveryday.系統(tǒng)識(shí)別不需要補(bǔ)貨的單品Systemdiscoverthenoneedreplenishmentitems.庫(kù)房100%遵守”先進(jìn)先出”原則100%tofollowthe”Firstin,Firstout”processinthestorage.

在簡(jiǎn)化了到貨單品補(bǔ)貨流程之后,前后臺(tái)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(bǔ)貨單How---Systemtocreate“justdeliverygoods”replenishmentreport

系統(tǒng)根據(jù)單品類(lèi)型生成“到貨”補(bǔ)貨單Systemcreate“justdeliverygoods”replenishmentreportaccordingtoitemtype單品沒(méi)有庫(kù)存也沒(méi)有實(shí)際滿排面量–新品Itemwithoutstockandwithoutrealshelfcapacity-NewItem

-按每箱一個(gè)補(bǔ)貨(只有課長(zhǎng)能決定新品的賣(mài)場(chǎng)排面)

Willbe1quantityperpack(onlySalesManagercandecideNewitemimplementationinsalesarea)單品沒(méi)有庫(kù)存但有實(shí)際滿排面量–缺貨單品Itemwithoutstockbutwithrealshelfcapacity-ShortageItem

-按實(shí)際滿排面量的數(shù)量補(bǔ)貨Fillupquantitywillbeequalrealshelfcapacity單品有庫(kù)存但小于實(shí)際滿排面量-潛在缺貨Itemwithstockbutlessthanrealshelfcapacity-Potentialshortage

-按實(shí)際滿排面量和庫(kù)存的差異量補(bǔ)貨Fillupquantitywillbethedifferencebetweenrealshelfcapacity&stock禁止入庫(kù)單品-庫(kù)存放在賣(mài)場(chǎng)貨架頂層ForbiddeninstorageItemlist-Stockonthetopofshelfinsalesarea

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

--庫(kù)房員工如何對(duì)“到貨”進(jìn)行補(bǔ)貨How---Howtoreplenishfor“justdeliverygoods”Bystoragestaff

1,收貨組員工打印補(bǔ)貨單并交給供應(yīng)商R.Ystaffprintreplenishmentreportandgiveittosupplier2,供應(yīng)商根據(jù)單品類(lèi)型在箱子上標(biāo)識(shí)Supplierremarkontheboxaccordingtoitemtype3,庫(kù)房員工分揀貨物,并通知前臺(tái)補(bǔ)貨Storagestaffseparategoodsandinformfrontofficeforreplenishment.4,前臺(tái)員工把貨拉至賣(mài)場(chǎng)補(bǔ)貨Frontofficestafftakethegoodstosalesareaforreplenishment.5,庫(kù)房員工整理剩余單品Storagestaffarrangeremainiteminstorage5,前臺(tái)員工在賣(mài)場(chǎng)補(bǔ)貨frontofficestaffreplenishinsalesarea.

“到貨”補(bǔ)貨流程“Justdeliverygoods”replenishmentprocess:如何做--庫(kù)房員工如何對(duì)“到貨”進(jìn)行補(bǔ)貨1,收貨組前臺(tái)員工只對(duì)下列單品使用緊急補(bǔ)貨單Frontofficeteamonlycanuseemergencyreplenishmentforbelowitems:

-高周轉(zhuǎn)單品HighRotationItems

-顧客需求CustomersNeeds

-公司團(tuán)購(gòu)CompanyPurchase在賣(mài)場(chǎng)掃描需緊急補(bǔ)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(tái)在賣(mài)場(chǎng)補(bǔ)貨Replenishmentinsalesarea234緊急補(bǔ)貨流程EmergencyReplenishmentProcess:前臺(tái)/賣(mài)場(chǎng)Frontofficeteams/Salesarea后臺(tái)/庫(kù)房Backofficeteams/Storagearea步驟4:

控制

緊急補(bǔ)貨單品Step4:Control

EmegencyReplenishmentItemRequestIN提供申請(qǐng)單ProductsOUT商品出庫(kù)前臺(tái)員工只對(duì)下列單品使用緊急補(bǔ)貨單在賣(mài)場(chǎng)掃描需緊急補(bǔ)貨單品1

TOP2階段:門(mén)店必須遵循的5要點(diǎn)TeamOrganizationstep2:only5keypointsneedtobefollowedatstorelevel:

定義“禁止入庫(kù)單品”清單Definethe“Forbiddeninstorageitem”list統(tǒng)計(jì)并固定所有單品的Correctandfixforallitems::臺(tái)面量No.offacing實(shí)際滿排面量RealShelfCapacity良好的庫(kù)房整理Wellarrangementofthestorage124100%執(zhí)行“到貨”補(bǔ)貨流程以便優(yōu)化前后臺(tái)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(mén)店必須遵循的5要點(diǎn)定義“禁止入庫(kù)單自從執(zhí)行TOP2,門(mén)店補(bǔ)貨率提高了60%。Afterlaunchedteamorganizationstep2,thereplenishmentratewasincreased60%.

TeamOrganizationStep2ResultTOP2成果自從執(zhí)行TOP2,門(mén)店補(bǔ)貨率提高了60%。TeamOrg與2007年11月對(duì)比,雜貨處和百貨處的庫(kù)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(duì)比,雜貨處和百貨處的庫(kù)房單品數(shù)量分別下ThankYouThankYou以利潤(rùn)為中心的庫(kù)存管理

jimmyli營(yíng)運(yùn)悟道

以利潤(rùn)為中心的庫(kù)存管理

jimmyli營(yíng)運(yùn)悟道

目的

Objective:

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

良好的門(mén)店管理能強(qiáng)有力的提高生產(chǎn)力完全優(yōu)化了門(mén)店整個(gè)商品流的管理系統(tǒng)Wetotallyreorganizestoremanagementsystemandworkonfullmerchandiseflow.完全優(yōu)化了門(mén)店整個(gè)商品流的管理系統(tǒng)TeamorganizationStep2TOP2優(yōu)化TOP第1階段的目的是簡(jiǎn)化前后臺(tái)工作WehaveoptimizedTOPstep1,inordertosimplifythejobbetweenbackofficeandfrontoffice:自動(dòng)補(bǔ)貨AutomaticReplenishmentTeamorganizationStep2TOP2TeamorganizationStep1ReminderTOP1回顧前臺(tái)/賣(mài)場(chǎng)Frontofficeteams/Salesarea后臺(tái)/庫(kù)房Backofficeteams/Storagearea前臺(tái)員工禁止入庫(kù)房Nocommercialstaffbeallowedtoenterinthestorage.

促銷(xiāo)員禁止入庫(kù)房Nopromoterbeallowedtoenterinthestorage庫(kù)房小組禁止入賣(mài)場(chǎng)NostoragestaffbeallowedtoenterinSalesarea.周盤(pán)小組可以入賣(mài)場(chǎng)和庫(kù)房CYCstaffbeallowedtoenterbothinsalesarea&storage.根據(jù)制服的顏色辨別和管理前臺(tái)和后臺(tái)Color-codeduniformsfacilitatecontrolandmanagementforbackoffice&frontofficeteam.StorageTeamstaffCYCTeamstaffCommercialStaffPromoter.門(mén)店的營(yíng)運(yùn)人員分為二組,一組負(fù)責(zé)賣(mài)場(chǎng),另一組負(fù)責(zé)庫(kù)房Twoseparatedteamsinthestore,1inchargeofsalesarea,1inchargeofstorageTeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顧前臺(tái)/賣(mài)場(chǎng)Frontofficeteams/Salesarea后臺(tái)/庫(kù)房Backofficeteams/StorageareaMorning檢查‘紅點(diǎn)’單品庫(kù)存情況Check“RedDot”Itemstocksituation.

紅點(diǎn)定義:

RedDotDefine-單品賣(mài)場(chǎng)庫(kù)存不足,庫(kù)房沒(méi)有庫(kù)存Itemsalesareaisnotfull,but“0”stockinthestorage.

如何檢查紅點(diǎn)HowtocheckRedDot

-每天早晨在賣(mài)場(chǎng)用RF槍檢查紅點(diǎn)單品是否到貨EverymorninguseRFgunchecksalesareaifreddotitemdeliveryornot.

-如果到貨取下紅點(diǎn)并提交補(bǔ)貨申請(qǐng)單Ifdeliveredthentakeoffthereddot,andprintareplenishmentreport.

補(bǔ)貨Replenishthedeliverygoods.處理緊急補(bǔ)貨單Dealwithemergencyreplenishmentitems

整理庫(kù)房StorageArrangement.

將所有到貨單品(每種單品取一箱)從收貨區(qū)拉至庫(kù)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(kù)房中轉(zhuǎn)區(qū)的備貨拉至賣(mài)場(chǎng)并補(bǔ)排面(7:00pm-10:00pm晚7:00-10:00)

Collectproductsfromstorageroomtransferareaandfill-inshelves根據(jù)前臺(tái)的掃描補(bǔ)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(kù)房中轉(zhuǎn)區(qū)BringthepreparedgoodstotransferareaRequest申請(qǐng)單IN入Products商品OUT出掃描賣(mài)場(chǎng)的需補(bǔ)貨單品,生成補(bǔ)貨申請(qǐng)單并交給后臺(tái)(5:00pm-8:00pm下午5:00-8:00)

Scantobereplenisheditemsinthesalesarea,andgivethescanresulttobackofficeteamAfternoon對(duì)’禁止入庫(kù)單品’進(jìn)行補(bǔ)貨(低周轉(zhuǎn)單品,這些單品的所有庫(kù)存都放在賣(mài)場(chǎng)的頂層貨架上)(2:00pm-5:00pm下午2:00-5:00)Replenishmentof“NoKU”(Lowrotationitem,alltheseitems’stockshouldputonthetopofshelfinsalesarea)前后臺(tái)的80%員工上晚班,這造成門(mén)店的工作效率低和超時(shí)工作

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

前臺(tái)/賣(mài)場(chǎng)Frontofficeteams/Salesarea后臺(tái)/庫(kù)房Backofficeteams/Storagearea晚班TeamorganizationStep1RemiTeamorganizationStep1ReminderTOP1回顧FrontOffice前臺(tái)后臺(tái)BackOfficeScan:5:00pm-8:00pm掃描:下午5:00-8:00Replenish:7:00pm-10:00pm補(bǔ)貨:晚7:00-10:006:00pm-9:00pm備貨:晚6:00-9:00

前臺(tái)負(fù)責(zé)賣(mài)場(chǎng)的掃描和補(bǔ)貨工作

Frontofficeinchargeofscanning&replenishmentinsalesarea.后臺(tái)負(fù)責(zé)庫(kù)房的備貨工作

Backofficeinchargetopreparethegoodsinthestorage.

TeamorganizationStep1Remi在執(zhí)行TOP1之后,我們發(fā)現(xiàn)前后臺(tái)工作的6個(gè)主要問(wèn)題可以得到簡(jiǎn)化Afterlaunchedteamorganization1,wefound6majorproblemstobesimplifiedbetweenbackofficeandfrontoffice:

ProblemsfoundonReplenishment補(bǔ)貨中發(fā)現(xiàn)的問(wèn)題問(wèn)題1:員工或促銷(xiāo)員在賣(mài)場(chǎng)掃描需補(bǔ)貨的單品Problem1:Promoterorstaffscantheitemtobereplenishedinthesalesarea

結(jié)果:沒(méi)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(wèn)題2:根據(jù)低周轉(zhuǎn)單品清單定義“禁止入庫(kù)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(wèn)題3:因?yàn)閱?wèn)題1&2造成庫(kù)房有大量商品Problem3:TooManyGoodsinthestoragebegeneratedbyproblem1&2.結(jié)果:庫(kù)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(tái)工作的6個(gè)主要問(wèn)題可以得到Problem5:Replenishmentgoodswerenotdoneaccordingtothesalesflow.

問(wèn)題5:不能按照銷(xiāo)售趨勢(shì)補(bǔ)貨

Result:

Impactonsales&onassortmentimage.

結(jié)果:影響銷(xiāo)售和商品分類(lèi)形象問(wèn)題4:難以識(shí)別單品類(lèi)型(新品,禁止入庫(kù)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(kù)房而從來(lái)沒(méi)有上賣(mài)場(chǎng)排面 影響:銷(xiāo)售,單品種類(lèi)形象,時(shí)尚性NewItem:manyarestockedinthestorageandneverimplementedinthesalesarea, Impact:onsales,onassortmentimage,onmodernity.

Why?為什么?-禁止入庫(kù)單品:多數(shù)在庫(kù)房造成庫(kù)房爆倉(cāng)和重復(fù)工作 影響:銷(xiāo)售Forbiddeniteminthestorage:manyareinthestoragewhichgeneratefullstorageanddoubleworkloadforthestaff.Impact:onsales.Why?為什么?-缺貨單品:不能及時(shí)補(bǔ)貨影響:銷(xiāo)售,商品分類(lèi)形象Shortageitem:Notreplenishedontime, Impact:onsales,onassortmentimage.

ProblemsfoundonReplenishment補(bǔ)貨中發(fā)現(xiàn)的問(wèn)題Problem5:ReplenishmentgoodsFrontofficemanualScaninsalesareaPrepareGoodsaccordingtoscanresultTOP1階段的掃描結(jié)果TeamOrganization1scanningreplenishedResult:問(wèn)題1:沒(méi)有管理工具檢查員工或促銷(xiāo)員的掃描結(jié)果Problem1:Nocontroltoolstocheckthequalityofpromoterandstaffscanresult.

結(jié)果:沒(méi)有準(zhǔn)確的補(bǔ)貨數(shù)據(jù),效率低Result:

Noaccuratedata,Lowproductivity.

ProblemsfoundonReplenishment補(bǔ)貨中發(fā)現(xiàn)的問(wèn)題FrontofficemanualScaninsa問(wèn)題4:收貨區(qū)人員難以識(shí)別單品類(lèi)型(新品,禁止入庫(kù)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(bǔ)貨缺乏效率Generatelackofworkingefficiencyfortheseitems:

-新品:多數(shù)放在庫(kù)房而從來(lái)沒(méi)有上賣(mài)場(chǎng)排面,影響銷(xiāo)售和單品種類(lèi)形象,時(shí)尚性NewItem:manyarestockedinthestorageneverimplementedinthesalesarea,impactofsales, impactofassortmentimage,Impactofmodernity.

-禁止入庫(kù)單品:多數(shù)在庫(kù)房造成庫(kù)房爆倉(cāng)和重復(fù)工作,影響銷(xiāo)售

Forbiddeniteminthestorage:manyareinthestoragewhichgeneratedfullstorageanddouble workloadforthestaff.Andimpactofsales.

缺貨單品:不能及時(shí)補(bǔ)貨,影響:銷(xiāo)售和商品分類(lèi)形象

-Shortage