家樂福JBP達成及新背景下的客戶管理.ppt

1、Team Organization Project Step 1-2-3,June，2009,家樂福中國TOP 1項目介紹,More sales with lower shortage levels 減少缺貨從而提高銷售 Identification of shortages on sales area before they happen 預見潛在的缺貨 Better order scheduling 更好地訂貨 Human 人事方面 Respect of the new labor law 遵守新勞動法 Higher level of employees satisfaction 提高員工

2、滿意度 Ensure the implementation of the GZ task force recommendations 確保廣州項目的順利實施,Lower costs through better Productivity 提高工作效率從而降低成本 Capacity to reduce loss 減少損耗,China Carrefour Group want to get :,Front office teams / Sales area 前臺/賣場,Back office teams / Storage area 后臺/庫房,前臺員工禁止入庫房 促銷員禁止入庫房,庫房小組禁止入

3、賣場 周盤小組可以入賣場和庫房,Storage Team staff,CYC Team staff,Commercial Staff,Promoter,門店的營運人員分為二組,一組負責賣場,另一組負責庫房,In 2006，Carrefour Implement TOP step1,Front Office 前臺,Back Office 后臺,Scan: 5:00pm-8:00pm 掃描:下午5:00-8:00 Replenish:7:00pm-10:00pm 補貨:晚7:00-10:00,6:00pm-9:00pm 備貨:晚6:00-9:00,Front office in charge of

4、 scanning & replenishment in sales area. 前臺負責賣場的掃描和補貨工作 Back office in charge to prepare the goods in the storage. 后臺負責庫房的備貨工作,Human Structure BOM 后臺經(jīng)理“保姆”,Grocery,雜貨,10,11/12,14,4,8,6,Order,4 Employee,訂貨小組,Back,-,office Manager,后臺經(jīng)理,CYC Team,4 Employee,周盤小組,Before,Now,Grocery,1,MCFM,1,Div. Mgr.,2,S

5、ales.,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,TOP step2 Introduce TOP2項目的介紹,Order,Receive,Stock,Sales,Optimize “ forbidde

6、n item in the storage” new Principle 優(yōu)化 “禁止入庫單品”新標準,Simplify “Just delivery Goods” (Clear identification of New item, shortage & forbidden) 簡化 “到貨”補貨 (清晰區(qū)分新品,缺貨和No庫),Simplify Normal Item Replenishment Process 簡化普通單品的補貨流程,Merchandise Flow improving 改進商品流,Control emergency replenishment 控制 緊急補貨,After

7、analyzed each weak points, we must optimize 4 key points of team organization process: 在對問題的逐一分析之后, 我們必須進行4個關(guān)鍵步驟的優(yōu)化:,System Create Replenishment Report (2-3hours saved) 系統(tǒng)自動生成補貨單 (節(jié)省2-3小時),Step 1: Simplify Normal Item Replenishment Process 步驟1: 簡化 普通單品的補貨流程,Manual Shelf Scanning 手動掃描貨架 (2-3hours by

8、dept.),Shelf Replenishment 補貨,Front Office 前臺,Back Office 后臺,Stock preparation 庫房備貨,Old Process-Normal Item 原有的流程-普通單品,1,2,Shelf Replenishment 補貨,Stock preparation According to System list 根據(jù)系統(tǒng)清單備貨,1,2,3,After simplify process-Normal item 簡化后流程-普通單品,After simplify the normal item replenishment proce

9、ss, we saved 2-3hours by dept. in the front office teams job, which present total 10hours by day by division. 在簡化普通單品補貨流程之后, 按部門為前臺工作節(jié)省了2-3個小時, 每處每天節(jié)省了10小時,How - To Put number for Forbidden in the storage item 如何做 -對禁止入庫單品進行編號,Element B 貨架B,Element A 貨架A,1Level,2level,3level,4level,5level,6level,7le

10、vel,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: 這個單品是B貨架的第一層第一個單品,Responsibility of the promoter 促銷員工作職責,Dept.12 Toothpaste responsible promoter 負責12部門牙膏分類的促銷員,Allocation by Staff in the Sales area 賣場人員分配,對于賣場容量有限的高周轉(zhuǎn)單品

11、,必須放賣場以提高生產(chǎn)力,低周轉(zhuǎn)單品牙刷分類必須放在賣場,便于及時補貨和庫存控制,Full in Sales Area 賣場豐滿,前臺員工只對下列單品使用緊急補貨單 - High Rotation Items 高周轉(zhuǎn)單品 - Customers Needs 顧客需求 - Company Purchase 公司團購,Scan emergency replenishment item in sales area 在賣場掃描需緊急補貨單品,1,Prepare the Goods according to the list, and put in transit area 根據(jù)清單備貨并放在中轉(zhuǎn)區(qū),I

12、nform front office team after the goods has been prepared 完成備貨后通知前臺,Replenishment in sales area 在賣場補貨,2,3,4,Emergency Replenishment Process: 緊急補貨流程,Front office teams / Sales area 前臺 / 賣場,Back office teams / Storage area 后臺 / 庫房,Step4: Control Emegency Replenishment Item 步驟4: 控制 緊急補貨單品,Request IN 提供

13、申請單,Products OUT 商品出庫,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 G

14、oods/assets on place,TOP step3 Introduce TOP3項目的介紹,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,供應商參數(shù)設置 停止不合作供應商訂單 訂單取消率分析和行動計劃 按照全國規(guī)則調(diào)整單品參數(shù),定義入庫商品 將不入庫商品移出倉庫 取消倉庫貨架 劃分庫房區(qū)域 劃出黃線 貨物和資產(chǎn)

15、就位,100%遵照執(zhí)行規(guī)則 除庫存商品外100%產(chǎn)品在銷售區(qū)域 低銷售產(chǎn)品給2個面 調(diào)整排面給其他產(chǎn)品 輸入真實的貨架容量 核實RSC（真實貨架容量） 培訓促銷員,Step1: Parameter Adjustment,Use this tools to checking wrong parameter 使用工具核實錯誤的訂單參數(shù),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間隔的天數(shù),訂單過期幾日后系統(tǒng)自動取消,送貨天數(shù),訂單確認方式,必須選E, 電子訂單發(fā)送,供應商資料維護,訂單截至時間,訂貨參數(shù),單品資料維護,排面數(shù),貨架陳列數(shù)量,單品庫存交易查詢,STEP 2. 倉庫管理注意點,僅有103個單品可以入庫 終止單品以及入庫超過3個月的產(chǎn)品將退貨,STEP3: 銷售區(qū)域調(diào)整,按照全國主貨架陳列指引安排貨架。 按銷量調(diào)整排面，每個單品最小2個排面 店經(jīng)理負責每月設定一個合理的貨架容量，部門經(jīng)理需要向店經(jīng)理保證設立真實的貨架容量，培訓促銷員和設立規(guī)則禁止促銷員調(diào)整貨架空間 在P4系統(tǒng)中輸入真實貨架空間和排面，更改價格標簽，保證