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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,June 2009,Carrefour China,*,June 2009,Carrefour China,*,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,Team Organization Project,Step 1-2-3,June,，,2009,家乐福中国TOP 1项目介绍,More sales with lower shortage levels,减少缺货从而提高销售,Identification of shortages on sales area,before,they happen,预见潜在的缺货,Better order scheduling,更好地订货,Human,人事方面,Respect of the new labor law,遵守新劳动法,Higher level of employees satisfaction,提高员工满意度,Ensure the implementation of the GZ task force recommendations,确保广州项目的顺利实施,Lower costs through better Productivity,提高工作效率从而降低成本,Capacity to reduce loss,减少损耗,China Carrefour Group want to get:,Front office teams/Sales area,前台,/,卖场,Back office teams/Storage area,后台,/,库房,前台员工禁止入库房,促销员禁止入库房,库房小组禁止入卖场,周盘小组可以入卖场和库房,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,In 2006,，,Carrefour Implement TOP step1,The Responsiblity of Front and Back Office,前后台职责,Front Office,前台,Back Office,后台,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,Front office in charge of scanning&replenishment in sales area.,前台负责卖场的扫描和补货工作,Back office in charge to prepare the goods in the storage.,后台负责库房的备货工作,Human Structure BOM,后台经理“保姆”,Grocery,杂货,10,11/12,14,4,8,6,Order,4 Employee,订货小组,Back,-,office Manager,后台经理,Storage Manager,库房经理,1,11 Employee,员工,1,OP Chief,OP,经理,1,RCY Chief,收货区经理,CYC Team,4 Employee,周盘小组,Before,Now,Grocery,1,MCFM,1,Div.Mgr.,2,Sales.,Mgr.,10,10,11/12,14,15,7,32,Staff,56,Reporting,1,OP,1,RY,1,1,12,11,Grocery,1,B.O.M.,1,10,11/12,14,15,7,Storage,1,OP,1,RY,1,8,22,11,Store Manager,Store Manager,Reporting,1,15,4,Div.Mgr.,2,Sales.,Mgr.,11,Staff,53,1,11,1,Guarantee store full from morning to night,确保门店从早到晚货架商品丰满,Reduce shortage in sales area,减少卖场缺货,Put systematically new item in sales area on time,使新品及时进卖场,Optimize storage item number,优化库房单品数量,Improve Sales,提高销售,Improve strongly the productivity by:,强有力的提高生产力,Objective,目的,:,TOP step2 IntroduceTOP2项目的介绍,Order,Receive,Stock,Sales,T,eam Orgnaization Step2,TOP 2,Optimize,“forbidden item in the storage”new Principle,优化,“禁止入库单品”新标准,Simplify,“Just delivery Goods”(Clear identification of,New item,shortage&forbidden),简化,“到货”补货,(,清晰区分新品,缺货和,No,库,),Simplify,Normal Item Replenishment Process,简化,普通单品的补货流程,Merchandise Flow improving,改进商品流,Control,emergency replenishment,控制,紧急补货,After analyzed each weak points,we must optimize 4 key points of team organization process:,在对问题的逐一分析之后,我们,必须进行,4,个关键步骤的优化,:,System Create,Replenishment Report,(2-3hours saved),系统自动生成补货单,(,节省,2-3,小时,),Step 1:,Simplify,Normal Item Replenishment Process,步骤,1:,简化,普通单品的补货流程,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,Old Process-Normal Item,原有的流程,-,普通单品,1,2,Shelf,Replenishment,补货,Stock preparation,According to,System list,根据系统清单备货,1,2,3,After simplify process-Normal item,简化后流程,-,普通单品,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.,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,How,-To Put number for Forbidden in the storage item,如何做,-,对禁止入库单品进行编号,Element B,货架,B,Element A,货架,A,1Level,2level,3level,4level,5level,6level,7level,8level,9level,B11,B12,B13,B14,B15,B16,B21,B31,B11 Means:this item is the first item in the element B of first level,B11,表示,:,这个单品是,B,货架的第一层第一个单品,Responsibility of the promoter,促销员工作职责,Dept.12 Toothpaste responsible promoter,负责,12,部门牙膏分类的促销员,Allocation by Staff in the Sales area,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,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,Full in Sales Area,卖场丰满,前台员工只对下列单品使用紧急补货单,-High Rotation Items,高周转单品,-Customers Needs,顾客需求,-Company Purchase,公司团购,Scan emergency replenishment item,in sales area,在卖场扫描需紧急补货单品,1,Prepare the Goods according to the list,and put in transit area,根据清单备货并放在中转区,Inform front office team after the goods,has been prepared,完成备货后通知前台,Replenishment,in sales area,在卖场补货,2,3,4,Emergency Replenishment Process:,紧急补货流程,Front office teams/Sales area,前台,/,卖场,Back office teams/Storage area,后台,/,库房,Step4:,Control,Emegency Replenishment Item,步骤,4:,控制,紧急补货单品,Request,IN,提供申请单,Products,OUT,商品出库,Sales Area,100%follow implementation rule,100%items in sales area ex.KU,Low sales=2 facings,Adjust facings for other items,Input Real Shelf Capacity,Check RSC,Train Promoters,Storage,Define KU,Remove NO KU out,Remove rack,Create AREA,Draw Yellow Line,Clean and paint wall,Goods/assets on place,TOP step3 IntroduceTOP3项目的介绍,Order Parameter,Supplier parameter(OP/LT/Order day.),Stop order of bad suppliers,Cancel rate analysis and action plan,Adjust the item parameter with Nat.rules,供应商参数设置,停止不合作供应商订单,订单取消率分析和行动计划,按照全国规则调整单品参数,定义入库商品,将不入库商品移出仓库,取消仓库货架
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