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Cliquez pour modifier le style du titre du masque,Cliquez pour modifier les styles du texte du masque,Deuxime niveau,Troisime niveau,Quatrime niveau,Cinquime niveau,单击此处编辑母版标题样式,Click to edit Master text styles,Second level,*,Cliquez pour modifier le style du titre du masque,Cliquez pour modifier les styles du texte du masque,Deuxime niveau,Troisime niveau,Quatrime niveau,Cinquime niveau,单击此处编辑母版标题样式,Click to edit Master text styles,Second level,*,单击此处编辑母版标题样式,Click to edit Master text styles,Second level,单击此处编辑母版标题样式,Click to edit Master text styles,Second level,以利润为中心的库存管理,jimmy li,营运悟道,目的,Objective :,良好的门店管理能强有力的提高生产力,Strongly Improve our productivity with better store management.,完全优化了门店整个商品流的管理系统,We totally reorganize store management system and work on full merchandise flow.,T,eam organization Step2,TOP2,优化,TOP,第,1,阶段 的目的是,简化,前后台工作,We have optimized TOP step1, in order to,simplify,the job between back office and front office :,自动补货,Automatic Replenishment,T,eam organization Step1 Reminder,TOP1,回顾,前台,/,卖场,Front office teams / Sales area,后台,/,库房,Back office teams / Storage area,前台员工禁止入库房,No commercial staff be allowed to enter in the storage,.,促销员禁止入库房,No promoter be allowed to enter in the storage,库房小组禁止入卖场,No storage staff be allowed to enter in Sales area.,周盘小组可以入卖场和库房,CYC staff be allowed to enter both in sales area & storage.,根据制服的颜色辨别和管理前台和后台,Color-coded uniforms facilitate control and management for back office & front office team.,Storage Team staff,CYC Team staff,Commercial Staff,Promoter,.,门店的营运人员分为二组,一组负责卖场,另一组负责库房,Two separated teams in the store, 1in charge of sales area, 1in charge of storage,T,eam organization Step1 Reminder,TOP1,回顾,前台,/,卖场,Front office teams / Sales area,后台,/,库房,Back office teams / Storage area,Morning,检查 红点单品库存情况,Check “ Red Dot” Item stock situation.,红点定义,:,Red Dot Define,-,单品卖场库存不足,库房没有库存,Item sales area is not full, but “0” stock in the storage.,如何检查红点,How to check Red Dot,-,每天早晨在卖场用,RF,枪检查红点单品是否到货,Every morning use RF gun check sales,area if red dot item delivery or not.,-,如果到货取下红点并提交补货申请单,If delivered then take off the red dot, and,print a replenishment report.,补货,Replenish the delivery goods.,处理紧急补货单,Deal with emergency replenishment items,整理库房,Storage Arrangement.,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,Send all delivery goods (1item per box) from receiving yard to “transfer” area for replenishment.,只有,20%,员工上早班,Only have 20% staffs worked in the morning.,早,班,T,eam organization Step1 Reminder,TOP1,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),Collect products from storage room transfer area and fill-in shelves,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),Prepare products from storage according to the scan result.,把备好的货物放在库房中转区,Bring the prepared goods to transfer area,Request,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),Scan to be replenished items in the sales area, and give the scan result to back office team,Afternoon,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),Replenishment of “ No KU” (Low rotation item, all these items stock should put on the top of shelf in sales area),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,Both back office & front office team (80% staffs) were worked at night, it caused low working efficiency and over time in the store.,前台,/,卖场,Front office teams / Sales area,后台,/,库房,Back office teams / Storage area,晚,班,T,eam organization Step1 Reminder,TOP1,回顾,Front Office,前台,后台,Back Office,Scan: 5:00pm-8:00pm,扫描,:,下午,5:00-8:00,Replenish:7:00pm-10:00pm,补货,:,晚,7:00-10:00,6:00pm-9:00pm,备货,:,晚,6:00-9:00,前台负责卖场的扫描和补货工作,Front office in charge of scanning & replenishment in sales area.,后台负责库房的备货工作,Back office in charge to prepare the goods in the storage.,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,After launched team organization1, we found 6 major problems to be simplified between back office and front office:,P,roblems found on,Replenishment,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: Promoter or staff scan the item to be replenished in the sales area,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 :,No accurate data due to no control tools to check the quality of scan Low Productivity,.,问题,2:,根据低周转单品清单定义 “禁止入库单品”,Problem2: “ Forbidden item in the storage” be defined by low rotation item.,结果,:,难以定义,记住和管理这些单品,.,工作效率低,Result : Difficult to Identify, remember & control the items. Low productivity,.,问题,3:,因为问题,1&2,造成库房有大量商品,Problem3: Too Many Goods in the storage be generated by problem1 & 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 :,Difficult to find goods in the storage which generated Shortage & workload.,Low Working efficiency.,Problem5: Replenishment goods were not done according to the sales flow.,问题,5:,不能按照销售趋势补货,Result :,Impact on sales & on assortment image.,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: Difficult to identify the item type (New item, Forbidden item & shortage item) which,generated lack of working efficiency when received those items.,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,New Item: many are stocked in the storage and never implemented in the sales area,Impact: on sales, on assortment image, on modernity.,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,Forbidden item in the storage: many are in the storage which generate full storage,and double workload for the staff.,Impact: on sales.,Why?,为什么,?,-,缺货单品,:,不能及时补货,影响,:,销售,商品分类形象,Shortage item: Not replenished on time,Impact: on sales, on assortment image.,P,roblems found on,Replenishment,补货,中发现的问题,Front office manual Scan in sales area,Prepare Goods according to scan result,TOP 1,阶段的扫描结果,Team Organization1 scanning replenished Result:,问题,1:,没有管理工具检查员工或促销员的扫描结果,Problem1: No control tools to check the quality of promoter and staff scan result.,结果,:,没有准确的补货数据,效率低,Result :,No accurate data, Low productivity.,P,roblems found on,Replenishment,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,禁止入库单品和缺货单品,) ,Problem4: R.Y difficult to identify the item type (New item, Forbidden item & shortage item).,Result :,造成这些单品的收货及分货,补货缺乏效率,Generate lack of working efficiency for these items:,-,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,New Item: many are stocked in the storage never implemented in the sales area, impact of sales, impact of assortment image, Impact of modernity.,-,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,Forbidden item in the storage: many are in the storage which generated full storage and double workload for the staff. And impact of sales.,缺货单品,:,不能及时补货,影响,:,销售和商品分类形象,- Shortage item: Not replenished on time, impact of sales, impact of assortment image.,P,roblems found on,Replenishment,补货,中发现的问题,确保门店从早到晚货架商品丰满,Guarantee store full from morning to night,减少卖场缺货,Reduce shortage in sales area,使新品及时进卖场,Put systematically new item in sales area on time,优化库房单品数量,Optimize storage item number,提高销售,Improve Sales,A,utomatic Replenishment Step2,自动补货,强有力的提高生产力,Improve strongly the productivity by,:,目的,:,Objective,T,eam Orgnaization Step2,TOP 2,优化,“禁止入库单品”新标准,Optimize,“ forbidden item in the storage” new Principle,2,1,简化,普通单品的补货流程,Simplify,Normal Item Replenishment Process,改进商品流,Merchandise Flow improving,控制,紧急补货,Control,emergency replenishment,4,在对问题的逐一分析之后,我们提出,4,个步骤优化,TOP:,After analyzed each problems, we set up 4 steps to optimize the team organization process,:,简化,“到货”补货,(,清晰区分新品,缺货和,No,库,),Simplify,“,Just delivery Goods”,(Clear identification of New item, shortage & forbidden),3,System Create,Replenishment Report,(2-3hours saved),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,Step 1:,Simplify,Normal Item Replenishment Process,Manual Shelf,Scanning,手动扫描货架,(2-3hours by dept.),Shelf,Replenishment,补货,Front,Office,前台,Back,Office,后台,Stock preparation,库房备货,原有的流程,-,普通单品,Old Process-Normal Item,1,2,Shelf,Replenishment,补货,Stock preparation,According to,System list,根据系统清单备货,1,2,3,简化后流程,-,普通单品,After simplify process-Normal item,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,After simplify the normal item replenishment process, we saved,2-3hours,by dept. in the front office teams job, which present total,10hours,by day by division.,Before Process,之前,Current Process,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,)Before store replenishment depends on,Shelf RF- scanning,(Promoter and staff,manual count and scan In sales area from,5:00pm-8:00pm).,原有流程的情况,Old Process status:,浪费时间,Time consuming .(2-3hours by Dept.),扫描数据不准确,No accurate scanning data.,在销售高峰时间补货,Replenish goods at pick sales time.,从低周转单品中定义禁止入库单品,难以管理,(4000,单品,),“,Forbidden item in the storage” identify,by low rotation item, difficult to control,(4000items).,杂货处有,6000,个单品在库房,6,000 items in Grocery storage,P4,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,P4 close each evening 20:00 22:00, so,scanning gun can not be used, store can not replenish goods at that period,.,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,Automatic replenishment depends on item sales,(,sell how much, fill up how much,),store can adjust replenishment time according to Sales flow.,:,现在流程情况,Current Process status,节省时间,(,每个部门,2-3,小时,),Save Time (2-3hours by dept.),系统根据销售生成正确的补货清单,System directly create replenishment,quantity and item according to the sales,销售高峰前,1-2,小时补货,Replenish 1-2hours before sales time.,禁止入库单品按分类按品牌定义,便于管理“,Forbidden item in the storage” identify by,brand by family, easy for control (,6000Items,),杂货处有,3000,个单品在库房,3,000 items in Grocery storage.,不需要扫描,门店可以在任意时间补货,No need scan anymore, store can,replenish goods anytime,.,普通单品的补货区别,Whats the difference for normal Item replenishment,这份清单不包括 禁止入库单品,代销商品,样机单品,This report exclude “Not in the storage” items, consignment items, sample items.,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,After use this replenishment reports in the storage, the storage staff will clearly know the items rotation.,门店根据营业需要调整补货频率,Store adjust replenishment frequency according to business needs.,普通单品的补货清单,-,例子,Normal Item replenishment report,-Example,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%,After,simplify the “ forbidden in the storage “ item principle we reduce the No.of item in the storage by,20%,in Grocery and,13%,in Bazaar compare with before.,步骤,2,:,优化,禁止入库单品,标准,Step2:,Optimize,“ forbidden item in the storage” principle,之前的流程,(,4000,单品,),Before process (,4000 Items,),现在流程,(,6000,单品,),Now process (,6000 items,),Define:,定义标准,按销量按单品,(,只限于低周转单品,),By item by average sales (only low rotation item),在卖场,用库标识禁止入库单品,Put “KU” signage for “forbidden item in the storage” in sales area.,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 “forbidden in the storage” stock on the top of shelf in sales area without remark on the box.,原来流程的情况,Old Process status:,不容易记住这些单品,后台小组很难管理这些单品,Not easy to remember the item, difficult to control these items for back office team.,不利于促销员补货,很难分辨这些商品的库存,Not easy for replenish the goods for promoters, difficult to know the item stock as well.,.,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,By brand by family (include high rotation & low rotation) ,easy to remember & manage.,使用加标签规则便于补货,Easy to replenish by using tag principle,补货由促销员负责使得货架容易补足,Replenishment make by promoter which makes simple to replenish the gondola.,现在流程的情况,Current Process status:,清单便于记忆,便于后台对那些的商品的管理,Easy to remember the list , easy to control those items for back office team.,甚至对于新促销员也很容易分辨单品是否有库存,Even for new promoter is easy to know items with stock and item without stock.,为什么,-,对禁止入库单品进行编号,Why,- Put number for Forbidden in the storage item,为了使禁止入库单品的补货更容易,对每个单品进行编号,In order to make easier the replenishment for forbidden in the storage items, we put number for each item.,便于管理新品排面调整,Easy management for adjusting new item implementation.,B82,如何做,-,对禁止入库单品进行编号,How,- To Put number for Forbidden in the storage item,货架,B,Element B,货架,A,Element A,1Level,2level,3level,4level,5level,6level,7level,8level,9level,B11,B12,B13,B14,B15,B16,B21,B31,B11,表示,:,这个单品是,B,货架的第一层第一个单品,B11 Means: this item is the first item in the element B of first level,B12,表示,:,这个单品是,B,货架上第一层第二个单品,B12 Means: this item is the second item in the element B of first level,促销员工作职责,Responsibility of the promoter,负责,12,部门牙膏分类的促销员,Dept.12 Toothpaste responsible promoter,卖场人员分配,Allocation by Staff in the Sales area,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,High rotation item but with few shelf capacity in sales area, must be put in sales area for improving productivity.,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,Low sales rotation toothbrush must be put outside for stock controlling and replenish on time.,卖场丰满,Full in Sales Area,Front,Office,前台,Back,Office,后台,Before Process,之前,Current process,现在,Shelf,Replenishment,补货,Receiving Goods,(,1box by item go to,Sales area,),到货,(,一箱进卖场,),Arrange storage for Remain items,整理库房的剩余单品,Remaining Goods,(Put On the Top or Return back to storage),剩余货物,(,放货架顶层或退回库房,),Still have goods return back,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,:,After simplify the “ Just delivery goods “ item process we can guarantee:,-,新品和禁止入库单品,100%,进卖场,“New Item” & “Forbidden item in the storage” 100% in the store.,- .,缺货单品到货后立即补卖场,“Shortage Item” be replenished in sales area immediately after delivery,步骤,3 :,简化,到货,补货,Step3:,Simplify,“just delivery goods” Replenishment,Shelf,Replenishment,补货,Storage Staff Separate the goods according to the remark,库房员工按标记分拣货物,Supplier Remark item type in R.Y,供应商在收货时,按单品类型做标记,No Goods Return Back,没有货物退回库房,1,2,3,New Item-”,新“,No KU- ”,库“,Shortage-”1,，,2,，,3,。“缺货,Potential Shortage-“1,，,2,，,3.“,潜在缺货,1,2,3,4,Before Process,之前,Current Process,现在,Before process status:,原来流程情况,15,部门的单品直接进卖场,dept.15 items directly go to sales area.,其他部门,:,每个单品,1,箱进卖场,Rest of dept: 1 box per item to sales area.,Before process:,原来流程,不可能识别 “禁止入库单品”,Impossible to recognize the “ forbidden in the storage items”.,不可能识别 “新品”,Impossible to recognize the “ new item ”,很难发现卖场的隐藏缺货,Difficult to discover hiding shortage item in sales area.,潜在缺货单品到货一天之后补货,Potential shortage item replenishment 1day after delivery.,不需要补货的单品重复劳动,Double job for no need replenishment items.,库房很难遵守”先进先出”的原则,Difficult to follow the ”First in ,First out” process in the storage.,Current process status:,现在流程情况,15,部门的单品直接进卖场,dept.15 items directly go to sales area.,其余部门,:,按单品类型和缺货数量补货,Rest of dept: replenish by item type & shortage quantity.,Current process :,现在流程,系统自动识别 “禁止入库单品”,System automatic to recognize the“ forbidden in the storage items”.,系统自动识别”新品”,System automatic recognize the “ new item”,容易发现卖场的隐藏缺货单品,Easy to discover hiding shortage item in sales,area.,潜在缺货单品到货当天补货,Potential shortage item replenished on,delivery day.,系统识别不需要补货的单品,System discover the no need replenishment,items.,库房,100%,遵守”先进先出”原则,100% to follow the ”First in ,First out” process in the storage.,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,After simplify the process we reduce the workload both for front & back office by,20%.,如何做,-,系统生成,“,到货,”,补货单,How,- System to create “just delivery goods” replenishment report,系统根据单品类型生成 “到货”补货单,System create “just delivery goods” replenishment report according to item type,单品没有库存也没有实际满排面量,新品,Item without stock and without real shelf capacity-New Item,-,按每箱一个补货,(,只有课长能决定,新品的,卖场排面,),Will be 1 quantity per pack (only Sales Manager can decide New item implementation in sales area),单品没有库存但有实际满排面量,缺货单品,Item without stock but with real shelf capacity-Shortage Item,-,按实际满排面量的数量补货,Fill up quantity will be equal real shelf capacity,单品有库存但小于实际满排面量,-,潜在缺货,Item with stock but less than real shelf capacity-Potential shortage,-,按实际满排面量和库存的差异量补货,Fill up quantity will be the difference between real shelf capacity & stock,禁止入库单品,-,库存放在卖场货架顶层,Forbidden in storage Item list-Stock on the top of shelf in sales area,-,按收货数量补货,Fill up quantity will be equal to receiving quantity.,如何做,-,库房员工如何对,“,到货,”,进行补货,How,- How to replenish for “just delivery goods” By storage staff,1,收货组员工打印补货单 并交给供应商,R.Y staff print replenishment report and give it to supplier,2,供应商根据单品类型 在箱子上标识,Supplier remark on the box according to item type,3,库房员工分拣货物,并通知前台补货,Storage staff separate goods and inform front office for replenishment.,4,前台员工把货拉至卖场补货,Front office staff take the goods to sales area for replenishment.,5,库房员工整理剩余单品,Storage staff arrange remain item in storage,5,前台员工在卖场补货,front office staff replenish in sales area.,“,到货”补货流程,“,Just delivery goods” replenishment process:,前台员工只对下列单品使用紧急补货单,Front office team only can use emergency replenishment for below items:,-,高周转单品,High Rotation Items,-,顾客需求,Customers Needs,-,公司团购,Company Purchase,在卖场扫描需紧急补货单品,Scan emergency replenishment item,in sales area,1,根据清单备货并放在中转区,Prepare the Goods according to the list,and put in transit area,Inform front office team after the goods,has been prepared,完成备货后通知前台,在卖场补货,Replenishment,in sales area,2,3,4,紧急补货流程,Emergency Replenishment Process:,前台,/,卖场,Front office teams / Sales area,后台,/,库房,Back office teams / Storage area,步骤,4:,控制,紧急补货单品,Step4:,Control,Emegency Replenishment Item,Request,IN,提供申请单,Products,OUT,商品出库,TOP 2,阶段,:,门店必须遵循的,5,要点,Team Organization step2: only 5 key points need to be followed at store level:,定义 “禁止入库单品”清单,Define the,“ Forbidden in storage item” list,统计并固定所有单品的,Correct and fix for all items:,:,台面量,No.of facing,实际满排面量,Real Shelf Capacity,良好的库房整理,Well arrangement of the storage,1,2,4,100%,执行 “到货”补货流程,以便优化前后台的工作,Follow “Just delivery goods” replenishment process 100% to facilitate front and back office work,.,3,根据合理排班分配工作,Adjust work according to a reasonable working schedule,5,C,onclusion,总结,自从执行,TOP2,门店补货率提高了,60%,。,After launched team organization step2, the replenishment rate was increased,60%.,T,eam Organization Step2 Result,TOP2,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降了,20%,和,12%,Compared,with Nov.2007 we decreased the number of items in the storage for,-20%,in Grocery &,-13%,in Bazaar.,T,eam Organization Step2 Result,TOP2,成果,Thank You,
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