易初蓮花商品部工作計(jì)劃中英文

BuyerYearlyWorkMDSE.WorkPlan

易初蓮花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年度數(shù)據(jù)準(zhǔn)備和供給商及其商品的表現(xiàn)分析2.YearlySales&GPandOtherIncometargetsettingandfollowingup年度銷售額、毛利及營(yíng)業(yè)外收入的指標(biāo)確實(shí)定、跟蹤及執(zhí)行3.Vendorperformanceevaluation&negotiationplanning年度供給商年度表現(xiàn)評(píng)估與談判方案4.Schematic(seasonal)Change,ItemMaintenance&ReplenishmentProcess年度商品陳列(季節(jié)性)調(diào)整、商品維護(hù)及補(bǔ)貨過程5.Exitplanpackage(aftermajorchange)年度退出方案〔MajorChange后)6.Marketingprogramandpromotionplananalyzing,proposingandexecution年度市場(chǎng)部、商品部促銷方案的分析、制定與執(zhí)行7.Newstoreplan新店方案8.Companyactivities公司活動(dòng)4

BuyerYearlyWork1.Datapreparation&linereview(twiceayear,oneis6wksafterCNY,theotheroneisJulyeveryyear)年度數(shù)據(jù)準(zhǔn)備和供給商及其商品的表現(xiàn)分析(每年兩次:一次在過年后6周后;一次在每年7月初至7月中)InformationResourcesInclude:商品信息來源：1〕Industryinformation:ACNeilsen/GFK/CTR外部信息的收集：.ACNeilsen,GFK,CTR2〕Competitorinformation:identifytheopportunityitemandclass外部竟?fàn)帉?duì)手方面信息分析：找出有時(shí)機(jī)的商品與分類3〕Performancereviewofexistingvendors(includeconsignmentvendors)toidentifyopportunityvendors:YTDSales(best&worst)/GP/Sales/InventoryTurnover/Orderfilling/RTV)回憶目前供給商(包括聯(lián)銷商)的表現(xiàn)〔YTD供給商表現(xiàn)(最正確&最差供給商)/毛利,銷售,庫存周轉(zhuǎn),送貨率,退貨〕找出有時(shí)機(jī)的供給商5BuyerYearlyWork4〕Linereview(includeconsignmentitem)bybrandtoidentifyopportunityitem(Sales/Pricepoint/GP/SpaceanalysisinBJ/GZ/SH,includereviewingslowmovementandnonmovementitems)按品牌的商品(包括聯(lián)銷商品)結(jié)構(gòu)分析(北京、廣州、上海三地銷售&毛利/價(jià)格點(diǎn)/空間分析,并且對(duì)周轉(zhuǎn)慢或無銷售商品進(jìn)行回憶〕5〕ReviewLotusHousebranditem回憶易初蓮花定牌商品6〕ReviewLotusGZSourcing,ThaiSourcingItem回憶易初蓮花廣州商品、泰國(guó)進(jìn)口商品

Analyzeandreviewtomakeactionplanon:通過分析制定行動(dòng)方案：-categories/vendors/brands/itemsthatneedtokeep需保存的分類,供給商,品牌,商品-categories/vendors/brands/itemsthatneedtodelete(vendordeletionneedtogetapprovalfromAlextopreventmisconductofbuyers.dolessconsignmentvendorsandensureonebarcodeisonlyforonespecificitem)需刪除的分類,供給商,品牌,商品(取消供給商要經(jīng)過Alex批準(zhǔn)，防止采購不正當(dāng)操作，要盡量少做銷供給商，并且保證一個(gè)條碼對(duì)應(yīng)一個(gè)商品)-categories/vendors/brands/itemsthatneedtoexpand需擴(kuò)充的分類,供給商,品牌,商品

6GO最重要的5個(gè)部門

MeatLiquorHBAMen’WearPaperSmallAppliance最有時(shí)機(jī)5個(gè)部門Dairy&DailySnackHHCBeddingShoes開展部門ElectronicconsignmentAutomotiveHomedecorative&furnitureHousewareSeafoodFrozenDriedVegetable&Fruit7BuyerYearlyWork2.YearlySales＆GPandOtherIncomeTargetSettingandFollowingUp(onceayear)年度銷售額、毛利及營(yíng)業(yè)外收入指標(biāo)的分析，確定及執(zhí)行(每年一次〕1〕F/A,OperationandMDSEreviewLYSales,GPandOtherIncome財(cái)務(wù)部、營(yíng)運(yùn)部、采購部一起分析上一年度銷售,毛利及營(yíng)業(yè)外收入2〕F/A,OperationandMDSEsettargetforthenextyear財(cái)務(wù)部、營(yíng)運(yùn)部、采購部一起制定下一年度銷售，毛利及營(yíng)業(yè)外收入3〕Allocateappropriatetargettoeachdept.把年度指標(biāo)合理分配到各個(gè)部門去執(zhí)行4〕Eachdepartmentmakeactionplanaccordingly：weshouldfocusonhighsales,marginandhighticketitem;buyersshouldallocatethetargettoeachvendor.(buyersneedtoreviewlastyearperformanceoftheirvendorsbeforeallocatingsalesandmargintargettoeachvendor.)各部門制定相應(yīng)行動(dòng)方案，要關(guān)注銷量高,毛利高和買單量高的商品。采購也要為每個(gè)供給商制定下一年度的銷售目標(biāo)，毛利目標(biāo).(采購在做每個(gè)供給商的年度銷售目標(biāo)及毛利目標(biāo)前先要對(duì)部門里的每個(gè)供給商做上一年的表現(xiàn)回憶〕8BuyerYearlyWork3.VendorNegotiation年度供給商談判1)Notice:(幾點(diǎn)本卷須知)DivisionheadandMDSEmanagershouldcoachbuyersinnegotiationskills采購經(jīng)理要培訓(xùn)采購員談判技巧和方法Negotiationwithvendorsshouldbefacetoface;assistantbuyersshouldhelpbuyersinarrangingnegotiationschedule;采購員應(yīng)該跟供給商面對(duì)面談判,采購助理應(yīng)該幫助采購員安排供給商談判的時(shí)間表BothvendorsandbuyersneedtosignBusinessEthicAgreementbeforenegotiationstarts.采購員和供給商在開始談判之前要簽訂商業(yè)道德協(xié)議;Forvendorsalsodobusinesswithourcompetitors,buyersneedtoknowrelevantinformation,suchasitemstyle,costetc.Ifavendorprovidegoodmerchandisetoourcompetitorsbutnottous,buyersshouldpunishthevendor.Forinstance,givelesspromotionsupporttothem.假設(shè)該供給商的商品在競(jìng)爭(zhēng)對(duì)手那里有銷售,采購必須了解其在競(jìng)爭(zhēng)對(duì)手那里銷售商品的品種,本錢等.如果發(fā)現(xiàn)供給商提供好的商品給競(jìng)爭(zhēng)對(duì)手而不給我們,采購員要對(duì)其采取懲罰措施,如:在促銷位置方面對(duì)其不予支持等.

9BuyerYearlyWork2)ObjectivesofNegotiate(includenewandexistingvendors)談判內(nèi)容(包括新,老供給商)a)VendorPerformanceReview根據(jù)上一年度供給商合同的表現(xiàn),談判下一年度合同并按合同談判標(biāo)準(zhǔn)更新老合同-SalesReview銷售回憶-GPAmt.Review毛利率回憶-D&AReview營(yíng)業(yè)外收入的回憶D&A-Inventoryreview庫存回憶-RebateReview年返的目標(biāo)回憶與達(dá)標(biāo)b)Byvendoritemreviewtodecideitemsremainingfornextyearanddiscussnewitemplanofvendors

c)negotiatefornextyear’spromotionplanbasedonanalysisofthisyear根據(jù)上年度供給商促銷情況,談下年度的促銷方案d)finalmerchandisestructureandpromotionplan最終確定供給商商品結(jié)構(gòu)及促銷方案10BuyerYearlyWork4.SeasonalSchematicMajorChange,ItemMaintenance&Replenishmentprocess年度季節(jié)性商品陳列調(diào)整、商品維護(hù)及補(bǔ)貨過程-Emphasize(強(qiáng)調(diào))Eachdeptshouldfinishtheschematicchangebeforesalespeaktime所有季節(jié)性商品陳列調(diào)整必須在銷售頂峰來臨前完成Theprincipleofschematicismakefullyuseofourshelfspace商品陳列的標(biāo)準(zhǔn)是要充分利用貨架空間weshouldevaluatethespaceperformanceofeachtime,namelyROIbyspace,toensurethespaceiswellorganized.我們要衡量每個(gè)商品貨架空間回報(bào)率,即考核所占空間和它的銷售比例,確保合理的陳列空間Wecanrequestvendorstodomajorchangeforus(seasonaldepartment)(ieasktop5vendorsofeachdepartmenttohelpusdomajorchangeschematic)季節(jié)性大調(diào)整,我們可以要求供給商跟我們一起完成(季節(jié)性部門)(如:我們可要求部門前5供給商來幫他們做季節(jié)大調(diào)整的貨架)

11BuyerYearlyWork-ProcessofMajorChange季節(jié)性大調(diào)整的流程1〕Analyzeitemperformancetodeterminefinallayout〔SchematicDept)根據(jù)商品表現(xiàn)分析確認(rèn)商場(chǎng)布局〔陳列部〕2〕Samplecollectionaftermerchandisestructureisapproved(Merchandise)根據(jù)最終確認(rèn)的商品結(jié)構(gòu)開始樣品收集(采購部)3〕Setupschematicinsampleroom(Merchandise)按陳列部門的季節(jié)性調(diào)整的時(shí)間表按排每個(gè)部門在樣品室建立陳列(采購部)4〕Sampleschematicapproval(merchandisehead)進(jìn)行樣品房摸板陳列的批準(zhǔn)(商品部頭)5〕Schematicdraftingandmatching(Merchandise/SPT)陳列批準(zhǔn)后制作草圖并核對(duì)(商品部/陳列部)6〕Finalschematicdrawinginsystemandapproval〔SchematicDept.)最終系統(tǒng)陳列圖紙的制作及批準(zhǔn)(陳列部)12BuyerYearlyWork7〕Itemmaintenance&Newitemcreation(IM)最終圖紙批準(zhǔn)后的商品信息的維護(hù)&新品的生成(信息維護(hù)部)8〕OrderPlacing(AR)開始進(jìn)行訂貨(自動(dòng)補(bǔ)貨部)9〕Delivering&receiving(DC&Stores,AR,Merchandise)催貨及收貨(大倉,門店,自動(dòng)補(bǔ)貨部,采購)10〕Displayexecutioninstore(Stores)門店收到正式圖紙后執(zhí)行陳列(門店)11〕Inspectionofactualin-storeschematic(Merchandise)(div.headandmdse.headshoulddospotcheck)采購到門店進(jìn)行陳列檢查(采購經(jīng)理和商品部負(fù)責(zé)人要抽查)13BuyerYearlyWork5.Exitplanpackage(aftermajorchange)年度退出方案〔每年大調(diào)整后〕1〕Reviewandanalyzeinventoryaftermajorchanges對(duì)每年兩次季節(jié)性陳列調(diào)整后的庫存進(jìn)行回憶分析2〕Listoutto-exititem列出準(zhǔn)備退出的商品清單3〕NegotiatefornonRTVAllowancetocompensatedestroy&markdown跟供給商談不退貨津貼來抵消銷毀和降價(jià)損失4〕MakeexitplaninRAMS在系統(tǒng)中做出退出方案5〕Sendexitplantostoresandinformvendorstocollecttheirmerchandise發(fā)送退出方案到門店，并通知供給商將貨退清

14BuyerYearlyWork6.Yearlymarketingpromotionanalysing,planningandexection(onceayear,eachmonthupdateplanofthecoming2months)年度市場(chǎng)部、商品部促銷方案的分析、制定與執(zhí)行〔每年度一次，每月更新下兩個(gè)月方案〕Al’srequirementsMrAl的幾點(diǎn)要求:Mdse.&maketingplanshouldlinktogether,bothheadsshouldcapturethegoodplanfromthebuyersanddetails商品部和市場(chǎng)部應(yīng)該聯(lián)系在一起,兩個(gè)部門的經(jīng)理都應(yīng)該從采購員和細(xì)節(jié)中獲取好的方案tabselectionmustbecentralized;150itemsmaximumforeachtab,95ofthemshouldprovidedbynationalvendorsandtherest55fromlocalvendors.海報(bào)商品的選擇必須中央集中化;每期海報(bào)最多150個(gè)商品,其中95個(gè)來自全國(guó)供給商,剩余的55來自地方供給商weshouldcontrolnationalvendorsbynationaltab,我們要用全國(guó)海報(bào)來控制全國(guó)供給商,非全國(guó)供給商不能上全國(guó)海報(bào)15BuyerYearlyWork

Detailedproceduresare:具體的流程:1〕MerchandisetogetherwithMarketingandOperationreviewlastyearperformanceofmarketingprogram,tabandinstorepromotion.采購部和市場(chǎng)部一起分析上一年度的市場(chǎng)部活動(dòng)、海報(bào)和店內(nèi)促銷情況2〕Theabove3partiessetplanonmarketingprogram,tabandinstorepromotion(specialpurchaseitem)forthenextyear.采購部和市場(chǎng)部部一起制訂下一年度的市場(chǎng)部活動(dòng)、海報(bào)和店內(nèi)促銷〔特殊采購商品〕方案3〕Merchandiseschedulenegotiationwithvendorsandintegratevendorpromotionplanwithmarketing/promotionprogramplan.商品部門根據(jù)方案合理按排談判時(shí)間，將供給商的全年促銷活動(dòng)與易初蓮花的市場(chǎng)部方案整合一致4〕Determinetabitemselection,orderplacingandarrivingschedule最終制定出全年海報(bào)的選擇時(shí)間表、海報(bào)訂貨及到貨的時(shí)間表5〕Marketingmakestorefeatureanddisplayexecutionplan市場(chǎng)部制定門店年度堆頭及陳列的執(zhí)行方案16BuyerYearlyWork1〕Newstoreopenmasterplan開店方案-LotusExpansionPlan擴(kuò)張方案82618GZ814041Total2113828BJ52252704,15SHTotal20052004Region7.Newstoreplan新店方案

Co.Code17BuyerYearlyWork-Whenanewstoreisopenedinthecitywithexistingstore,buyerscan’tcopythemerchandisestructureofthatexistingstore,butneedtodolinereviewtodeterminethenewstore’smerchandisestructure.Andirrationalaspectsofexistingstore’sstructurehastobeadjustedatthesametimetoensureallstoresinsamecityhassimilarmerchandisestructure.采購在舊城開新店時(shí)不能完全拷貝該城老店的商品結(jié)構(gòu)，而要做完整的linereview來確定新店的商品結(jié)構(gòu)。并且要將老店不合理的地方一起調(diào)整，確保一個(gè)城市商品結(jié)構(gòu)根本保持一致。-IfanewstoreG.O.isbetweenseasonaltransition,buyershavetocompleteseasonalitementryprocessinadvance.新店開業(yè)時(shí)候正好遇到是季節(jié)過度期時(shí)，采購要考慮季節(jié)性商品在新店開業(yè)前就進(jìn)入.-NewstoreG.O.timehastobeinaccordancewithTabperiod.新店開業(yè)的時(shí)間盡量要與海報(bào)開始的時(shí)間保持一致

18BuyerYearlyWork2〕Merchandisesetupplan商品籌建方案ie.Newcitynewstore新城新店Start:5monthbeforeG.O.〕-MarketSurvey(1month.) 市場(chǎng)調(diào)查-SurveyresultPresentation(2weeks.) 商品調(diào)查結(jié)果匯報(bào) -VendorNegotiationandIdentifyMDSEAssortment〔2month)