领导干部廉洁自律制度

以利润为中心的库存管理jimmyli营运悟道目的Objective:良好的门店管理能强有力的提高生产力StronglyImproveourproductivitywithbetterstoremanagement.完全优化了门店整个商品流的管理系统Wetotallyreorganizestoremanagementsystemandworkonfullmerchandiseflow.TeamorganizationStep2TOP2优化TOP第1阶段的目的是简化前后台工作WehaveoptimizedTOPstep1,inordertosimplifythejobbetweenbackofficeandfrontoffice:自动补货AutomaticReplenishmentTeamorganizationStep1ReminderTOP1回顾前台/卖场Frontofficeteams/Salesarea后台/库房Backofficeteams/Storagearea•前台员工禁止入库房•Nocommercialstaffbeallowedtoenterinthestorage.•促销员禁止入库房•Nopromoterbeallowedtoenterinthestorage•库房小组禁止入卖场•NostoragestaffbeallowedtoenterinSalesarea.•周盘小组可以入卖场和库房•CYCstaffbeallowedtoenterbothinsalesarea&storage.根据制服的颜色辨别和管理前台和后台Color-codeduniformsfacilitatecontrolandmanagementforbackoffice&frontofficeteam.StorageTeamstaffCYCTeamstaffCommercialStaffPromoter.门店的营运人员分为二组,一组负责卖场,另一组负责库房Twoseparatedteamsinthestore,1inchargeofsalesarea,1inchargeofstorageTeamorganizationStep1ReminderTOP1回顾前台/卖场Frontofficeteams/Salesarea后台/库房Backofficeteams/StorageareaMorning检查‘红点’单品库存情况Check“RedDot”Itemstocksituation.•红点定义:RedDotDefine-单品卖场库存不足,库房没有库存Itemsalesareaisnotfull,but“0”stockinthestorage.•如何检查红点HowtocheckRedDot-每天早晨在卖场用RF枪检查红点单品是否到货EverymorninguseRFgunchecksalesareaifreddotitemdeliveryornot.-如果到货取下红点并提交补货申请单Ifdeliveredthentakeoffthereddot,andprintareplenishmentreport.补货Replenishthedeliverygoods.处理紧急补货单Dealwithemergencyreplenishmentitems整理库房StorageArrangement.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Sendalldeliverygoods(1itemperbox)fromreceivingyardto“transfer”areaforreplenishment.只有20%员工上早班Onlyhave20%staffsworkedinthemorning.早班TeamorganizationStep1ReminderTOP1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)Collectproductsfromstorageroomtransferareaandfill-inshelves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)Prepareproductsfromstorageaccordingtothescanresult.把备好的货物放在库房中转区BringthepreparedgoodstotransferareaRequest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)Scantobereplenisheditemsinthesalesarea,andgivethescanresulttobackofficeteamAfternoon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)Replenishmentof“NoKU”(Lowrotationitem,alltheseitems’stockshouldputonthetopofshelfinsalesarea)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Bothbackoffice&frontofficeteam(80%staffs)wereworkedatnight,itcausedlowworkingefficiencyandovertimeinthestore.前台/卖场Frontofficeteams/Salesarea后台/库房Backofficeteams/Storagearea晚班TeamorganizationStep1ReminderTOP1回顾FrontOffice前台后台BackOfficeScan:5:00pm-8:00pm扫描:下午5:00-8:00Replenish:7:00pm-10:00pm补货:晚7:00-10:006:00pm-9:00pm备货:晚6:00-9:00前台负责卖场的扫描和补货工作Frontofficeinchargeofscanning&replenishmentinsalesarea.后台负责库房的备货工作Backofficeinchargetopreparethegoodsinthestorage.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Afterlaunchedteamorganization1,wefound6majorproblemstobesimplifiedbetweenbackofficeandfrontoffice:ProblemsfoundonReplenishment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:Promoterorstaffscantheitemtobereplenishedinthesalesarea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:NoaccuratedataduetonocontroltoolstocheckthequalityofscanLowProductivity.问题2:根据低周转单品清单定义“禁止入库单品”Problem2:“Forbiddeniteminthestorage”bedefinedbylowrotationitem.结果:难以定义,记住和管理这些单品.工作效率低Result:DifficulttoIdentify,remember&controltheitems.Lowproductivity.问题3:因为问题1&2造成库房有大量商品Problem3:TooManyGoodsinthestoragebegeneratedbyproblem1&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:DifficulttofindgoodsinthestoragewhichgeneratedShortage&workload.LowWorkingefficiency.Problem5:Replenishmentgoodswerenotdoneaccordingtothesalesflow.问题5:不能按照销售趋势补货Result:Impactonsales&onassortmentimage.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:Difficulttoidentifytheitemtype(Newitem,Forbiddenitem&shortageitem)whichgeneratedlackofworkingefficiencywhenreceivedthoseitems.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NewItem:manyarestockedinthestorageandneverimplementedinthesalesarea,Impact:onsales,onassortmentimage,onmodernity.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Forbiddeniteminthestorage:manyareinthestoragewhichgeneratefullstorageanddoubleworkloadforthestaff.Impact:onsales.Why?为什么?-缺货单品:不能及时补货影响:销售,商品分类形象Shortageitem:Notreplenishedontime,Impact:onsales,onassortmentimage.ProblemsfoundonReplenishment补货中发现的问题确保门店从早到晚货架商品丰满Guaranteestorefullfrommorningtonight减少卖场缺货Reduceshortageinsalesarea使新品及时进卖场Putsystematicallynewiteminsalesareaontime优化库房单品数量Optimizestorageitemnumber提高销售ImproveSalesAutomaticReplenishmentStep2自动补货强有力的提高生产力Improvestronglytheproductivityby:目的:ObjectiveTeamOrgnaizationStep2TOP2优化“禁止入库单品”新标准Optimize“forbiddeniteminthestorage”newPrinciple21简化普通单品的补货流程SimplifyNormalItemReplenishmentProcess控制紧急补货Controlemergencyreplenishment4在对问题的逐一分析之后,我们提出4个步骤优化TOP:Afteranalyzedeachproblems,wesetup4stepstooptimizetheteamorganizationprocess:简化“到货”补货(清晰区分新品,缺货和No库)Simplify“JustdeliveryGoods”(ClearidentificationofNewitem,shortage&forbidden)3SystemCreateReplenishmentReport(2-3hourssaved)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Step1:SimplifyNormalItemReplenishmentProcessManualShelfScanning手动扫描货架(2-3hoursbydept.)ShelfReplenishment补货Front