沃尔玛防损部指南手册.doc

Loss Prevention防 损SAMS Club 山姆会员店Loss Prevention防損Loss Prevention防損Key Controls關鍵控制點The following programs, when consistently utilized throughout the International Division, will help control losses to our company. The programs are designed for mandatory compliance by each country in which we maintain operations, with managers/partners held accountable for non-compliance. The program results are to be forwarded through the divisional channels. Ultimately, this will improve consistency in the figures that arrive at the Bentonville Home Office are distributed to other divisions in the company.以下計劃，若在整個國際部門中統一貫徹使用，將有助於控制公司損失。每一個業務所在國家的公司都必須執行該計劃，如有違反，經理/合伙人將對此負責。計劃結果將通過部門渠道傳遞。最終，這將提高傳送至本頓維爾總部和分發至公司其它部門的數據的一致性。Key Control Checklist關鍵控制點檢查清單Introduction介紹The controls designed as “ Priority Key Controls” are identified as being controls that directly impact shrinkage and other key operational areas. By isolating the controls that have the strongest impact on shrinkage, we can develop a more narrow focus on these issues and better control each club. By ensuring that these controls are in place, we are taking the steps to lower overall shrinkage cost. The checklist will also serve to set procedures, provide a checkpoint, and serve as a training tool for management. These controls will apply to all divisions, regions, and clubs. The form enclosed will be utilized at all times when conducting the Key Control Checklist.優先關鍵控制是指那些直接影響損耗和其它關鍵營運區域的控制。通過分離對損耗有強烈影響的那部分控制點，我們可以著重于這些問題并更好地控制每家會員店的損耗。通過確保這些控制到位，我們得以採取步驟降低總的損耗成本。清單也幫助我們建立程序，提供要點，同時亦是管理層的培訓工具。這些控制將適用于所有部門、區域和會員店。所附表格將在處理關鍵控制點檢查清單時一直使用。SAMS CLUB Confidential01/17/20 International Operations Manual324 - 1Expectations期望值General Managers总经理 Each General Manager will be responsible for having a Priority Key Control Checklist completed by an Assistant Manager within the assigned club each month.每位总经理都要负责每月督促一位副總完成指定會員店內“重点区域检查一览表”。 Immediately upon completion of this checklist it shall be submitted to the Director of Operations and Sams Club Loss Prevention Supervisor.本一览表完成后，要立即提交给营运总监和山姆会员店防损主管。 The manager who completes the monthly checklist will submit a club plan of action to correct any opportunities identified during the review.制作月度一览表的经理要提交一个会员店行動计划，对评审中间出现的情况，予以纠正。 Plans will be reviewed/approved by the General Manager and will be submitted to the Director of Operations and Sams Club Loss Prevention Supervisor within 48 hours. 行动计划要由总经理审核批准，并在48小时内提交营运经理和山姆会员店防损主管。 Copies of action plans will be filed by month and maintained within the Managers office.行动计划的副本要逐月存档，并保存在经理的办公室内。Director of Operations营运总监 As a tool to ensure the clubs are scoring each area honestly, the Director of Operations will conduct a Key Control Checklist once a quarter in each of the clubs in a joint effort with the Loss Prevention Supervisor. 为了使会员店在每个营运区的得分都确实可靠，营运总监同防损主管每季一次在各会员店实施“重点区域检查”。 The Director of Operations should maintain each clubs results.营运总监要对每个会员店的调查结果保留记录。SAMS CLUB Confidential01/17/20 International Operations Manual325 - 2Expectations Contd期望值续Sams Club Loss Prevention Supervisor山姆会员店防损主管 The Supervisor will tabulate scores from each club on a monthly basis and submit results to the International Loss Prevention Office in Bentonville no later than the 5th of each month.防损主管每个月要将每个会员店的得分列成表，并在每个月五号之前将最终结果提交本顿维尔国际部防损办公室。 The enclosed form will be used without exception in the reporting of these figures.在上报这些数字时，都要使用以下所附表格，不得例外。 The supervisor will conduct a Key Control Checklist in each club once per quarter along with the D.O.防损主管要同营运总监一起在各会员店每季实施一次“重点区域检查”。 The Sams Club Loss Prevention Supervisor should maintain each clubs results for review, which will not be reported into the Home Office.每个会员店防损主管要保留每个会员店的评审结果，此评审结果不上报总部。Scoring and Reporting打分与上报 Each item on the Key Control Checklist is worth 25 points.重点区域检查一览表”的每一项为25分。 No partial points are allowed within these areas.不允许偏袒打分 If areas of focus are not adhered to on a consistent basis there will be no points awarded.如果关键要点不符合常规要求，不给分。Accountability责任General Managers will be held accountable for Correction of Error exceptions.总经理要对错误的更正负责。General Managers failing to complete the Key Control Checklists, not holding Assistant Managers and/or club Partners accountable for Correction of Error exceptions, or failing to complete and follow up to Action Plans WILL receive performance coaching.总经理未能完成“重点区域一览表”，没有能让副总或会员店员工对错误进行纠正，或者未能完成和跟踪行动计划，要接受行為指导。SAMS CLUB Confidential01/17/20 International Operations Manual326 - 3Accountability Contd 责任 - 续Director of Operations required to follow up.营运总监要跟踪指导Director of Operations failing to complete the Quarterly Key Controls in each Club and not holding General Managers Accountable for Correction of Errors exceptions, or failing to follow up on Action Plans WILL receive performance coaching. 营运总监未能完成对每个会员店的“季度重点区域检查”的控制，未能让总经理对错误的更正负责，或未能对行动方案进行跟踪指导者，要接受行為指导。Sams Club Loss Prevention Supervisors required to follow up.山姆会员店防损主管要跟踪指导Regional Loss Prevention Supervisors failing to complete the Quarterly Key Controls in each Club and not holding General Managers accountable for Correction of Errors exceptions, or failing to follow up to Action Plans WILL receive performance coaching.地区防损主管未能完成每个会员店的“季度重点区域检查”，未能让总经理对错误的更正负起责任，或未能对行动方案进行跟踪指导者，要接受行為指导。SAMS CLUB Confidential01/17/20 International Operations Manual327 - 4PRIORITY KEY CONTROL CHECKLIST重要关键控制点一览表CLUB #会员店号 _ LOCATION地址_DATE COMPLETED完成日期G.M. NAME总经理姓名_CONDUCTED BY执行人:_1. RECEIVING / CLAIMS (POINTS POSSIBLE 150)收货/索赔（大概150分）POSSIBLE大概得分SCORE实际得分A. BALANCE DUES RESEARCHED AND FREIGHT RECEIVING REPORT CLEARED研究到期帐目，收货报告已清25B. VERIFY FINAL DETAIL REPORTS FOR PROPER DUCUMENTATION审核最终详细报告，编制成正式文件25C. OPEN ENTRIES RESEARCHED研究分开进货条目25D. DOOR CONTROLS MEET STANDARDS, CLAIMS AREA SECURED店门监控符合标准，索赔区得到安全保护25E. DAILY CLAIMS REPORT PULLED AND VERIFIED完成并审核每日索赔报告25F. CODE 2 ITEMS COMPARED TO CLEARANCE REPORTS (AREA & SALES)比较3号商品与清除报告（区域与销售情况）252. FRONT END (POINTS POSSIBLE 125)商场前区（大概125分）POSSIBLE大概得分SCORE实际得分A. PICK, SCAN, LOOK, AND BOX PROCEDURES FOLLOWED跟踪拿起，掃描，察看和打包程序25B. REFUNDS/VOIDS APPROVED AT TIME OF TRANSACTION在交易时间批准退款/作废25C. ENTRANCE.EXIT GREETERS FOLLOWING POLICY入口，出口处迎宾员25D. UPC/WPOS LOG IN PLACE AND UTILIZED有UPC/WPOC单及使用25E. FAX AND PULL PROCEDURES FOLLOWED跟踪传真配销253. TOOLS OF THE TRADE (POINTS POSSIBLE 100)业内工具（大概100分）POSSIBLE大概得分SCORE实际得分A. NO MOVEMENT REPORT WORKED AND KEYED WEEKLY使用商品无流动报告并每周键入25B. NEGATIVE ON HAND REPORT WORED DAILEY每天用天负现货报告25C. DOLLAR DIFFERENCE REPORT WORKED FROM MOST RECENT INVENTORY最近库存价差报告25D. MGMT. RECAP REPORT REVIEWED DAILY每天收到管理摘要报告4. TEST SCANNING (POINTS POSSIBLE 50)掃描測試（大概50分）POSSIBLE大概得分SCORE实际得分A. ENTIRE SALES FLOOR AND FRESH DEPARTMENTS SCANNED BI-WEEKLY每两周整个楼面及鮮食全部掃描一遍25B. TEST SCANNING CHART CURRENT当前掃描測試表255. STOP PROGRAM (POINTS POSSIBLE 75)STOP方案（大概75分）POSSIBLE大概得分SCORE实际得分A. REQUIRED ITEM AUDITS COMPLETED完成所要求的审查项目25B. CHARTS AND POSTERS UP AND INFORMATION CURRENT贴好图表，海报及信息25C. CO SHRINK TRACKED BY CATEGORY分类商品的商品损耗25D. TEAM LEADER MONTHLY SHRINK WORKSHEET COMPLETED经理、主管完成月度损耗工作单25TOTAL POINTS POSSIBLE 525大概总得分525分TOTAL POINTS总得分RATING SCALE得分等级:525 TO 500 EXCELLENT 525分至500分为优475 TO 425 ABOVE AVERAGE 475分至425分为及格400 OR LESS UNACCEPTABLE, ACTION PLAN MUST BE SUBMITTED TO D.O.AN L.P.400分或400分以下为不合格，行动方案必须提交营运总监和防损主管。MUST BE SUBMITTED TO THE DIRECTOR OF OPEARTIONS AND LOSS PREVENTION WITHIN48 HOURS. 必须在48小时之内提交营运总监和防损主管NO PARTIAL POINTS CAN BE AWARDED不得给予偏袒分SAMS CLUB Confidential01/17/20 International Operations Manual328 - 5priority key control checklist重点区域检查一览表COUNTRY国家 _D.O. 营运总监_MONTH - END REPORT月末报告REGION#地区代号：_L.P. 防损主管：_CLUB #会员店号CLUB #会员店号CLUB #会员店号CLUB #会员店号CLUB #会员店号CLUB #会员店号CLUB #会员店号1. RECEIVING/CLAIMS收货/索赔A.B.C.D.E.F.2. FRONT END商场前部A.B.C.D.E.3. TOOLS OF THE TRADE业内工具A.B.C.D.4. TEST SCANNING掃描測試A.B.5. S.T.O.P. PROGRAM S.T.O.P.方案A.B.C.D.TOTAL总分MUST BE FAXED BY THE 5TH OF THE MONTH TO THE INTERNATIONAL LP OFFICE BENTONVILLE每月5号以前必须传真给本顿维尔国际部防损办SAMS CLUB Confidential01/17/20 International Operations Manual329 - 6S.T.O.P PROGAM (Shrink Takes Our Profits)STOP方案（防止损耗带走利润方案）Introduction介绍The “Shrinkage Takes Our Profits” Program was introduced on 1994 to emphasize the impact Shrinkage has on our profitability. The main focus points of this program are included as Key Control items due to their importance in preventing Shrinkage.“防止损耗带走利润方案”（STOP案）是1994年开始采用的方案，本方案强调损耗对我们获利能力的影响。由于它们在防止损耗方面的重要性，本方案的控制核心就包括在重点区域核查项目之中。Expectations期望值Required item audits completed需完成审核的商品 Audit Team Partners will maintain a log of all required audits and results.审核小组成员要保留所有要求的审核内容和审核结果记录。The following items are required to be audited on a weekly basis下列商品要求每周审核一次： Top 10 Selling Cigarettes10种最畅销品牌的香烟 Computers/Printers电脑/打印机 Fax machines传真机 Top 50 high shrink items from previous inventory以前盘点损耗率最高的五十种商品 Any other high dollar item with the potential for loss其他有亏损可能的高价商品The following items are required to be audited on a bi-weekly basis以下商品要求每兩周审核一次： The entire Member Pick-Up area 整个会员提货区 The above audits will be mandatory for each club and will not be a substitute for the cycle audit program以上审核对每个会员店是强制性的，不能代替周期审核方案Charts and Posters up and Information current贴出图表、海报及最新信息 The charts tracking Daily, Monthly, and Year-to-Date C.O. adjustments will be maintained and posted in the Partner lounge.每日、每月及年至今CO調整應在员工休息室里张贴。 C.O. adjustments will also be tracked and broken down by category and posted in lounge for partners viewing按部門分的CO調整也應跟蹤并詳盡列表貼于員工休息室。 See your Loss Prevention Supervisor for details on setting up these charts图表、海报等的具体制作方法由防损部经理确定。SAMS CLUB Confidential01/17/20 International Operations Manual330 - 7S.T.O.P PROGAM (Shrink Takes Our Profits) Contd:STOP方案（防止损耗带走利润方案）-续Team Leader Monthly Shrink Worksheet completed经理、主管月度减耗工作表 It is required that the Team Leaders Monthly Worksheets (see examples) are completed and maintained for future reference. (These should be readily available for viewing)要求完成月度减耗工作表（见示例）并留存参考之用。（可供随时查阅） The Audit Team should have one worksheet per Team Leader for each month dating back to the most recent inventory.庫控小组中的每位组长都应拥有一份含有该月最近库存情况的月度工作表。 Actual worksheets should be reviewed by the Audit Team and completed by the 5th of each month without exceptions实际工作表应由庫控小组审核，并于每个月5号之前完成，不得有例外。SAMS CLUB Confidential01/17/20 International Operations Manual331 - 81. AREA OF RESPONSIBILITY责任区:_MONTH月_ YEAR年_2. TEAM LEADER NAME经理姓名: _CATEGORYMONTHLYMONTHLYDOLLAR DIFF FROMTOTALSHRINK %SALESCOSMID- YR INVENTORYSHRINKTO SALES类别月度销售月度损耗年中库存价差总损耗销售损耗占销售百分比TOTAL # OFTOTAL SALESTOTAL COSTOTAL D.D.TOTAL SHRINKTOTAL%CATEGORY种类总数总销售额损耗总数美元总价差总损耗总额%3. WHAT IS THE CLUBS TOTAL SHRINK FOR THE MONTH? 会员店当月的总损耗是多少?4. WHAT PERCENTAGE OF THE CLUBS TOTAL SHRINK DO YOUR CATEGORIES REPRESENT?_你所负责商品类的损耗占会员店总损耗的百分之几?5. WHAT ACTIONS WILL YOU TAKE TO IMPACT THE SHRINK IN YOUR CATEGORIES? LIST ANY CHANGESTHAT CAN BE TAKEN WITH DISPLAY METHODS, LAYOUTS, PACKAGING EFFORTS, COMMUNICATION WITHSUPPORT PERSONNEL AT CLUB AND HOME OFFICE.对于你所负责商品类的损耗，你准备采取什么样的行动？请列出你能采取的改正方法和展示方法、陳列、包装措施，与会员店和总部的支持人员的交流。6. WHEN WILL THIS CATEGORY SHRINK INFORMATION AND THE PLAN OF ACTION BE SHARED WITH THE PARTNERS IN YOUR AREA? MUST BE SPECIFIC DATE_本类商品损耗情况和改正方案什么时候才能与你所负责区的其他员工分享？具体的日期是 _7. ARE YOUR CATEGORIES ORGANIZED SO THEY CAN BE AUDITED? _你所负责的商品是否组织得好，可以进行盤點吗?8. AUDIT TEAMS COMMETS:_庫控小组意见SAMS CLUB Confidential01/17/20 International Operations Manual332 - 9The auditing process is very important in SAMS Club. Not only does it help us identify shrinkage items, giving us an opportunity to take action, but it keeps our stock status accurate helping us replenish merchandise properly. Below is the process used to ensure we are “Auditing for Success”.此盤點过程在山姆会员店中至关重要。它不仅能帮助我们确定哪些司于损耗商品，给我们提供了采取补救行动机会，还能使我们库存商品情况有一个准确的了解，帮助我们及时地补充商品。以下是确保盤點成功所要使用的方法。Auditing for Success成功的盤點ANNUAL INVENTORY年度盘点REPEAT PROCESS重复过程SEMI-ANNUAL INVENTORY半年度盘点WEEKLY CYCLE AUDITS COMPLETE 1 MONTH PRIOR TO INVENTORY每周周期盤點每次盘点前一个月完成WEEKLY S.T.O.P. AUDITS每周 S.T.O.P. 审核DOLLAR DIFFERENCE WORKED价差SAMS CLUB Confidential01/17/20 International Operations Manual333 - 10 Complete Category Audits成功盤點的方法 (Cycle Audits) （周期审核）Why should the Clubs do Complete Category Audits?会员为什麼要做完整的分类盤點？1) Doing Complete Category Audits in-between Inventory cycles will enable the Clubs to react to Shrink trends in a timely manner.在两个库存周期之间进行完整的商品类别盤點有助于及时反馈商品损耗的趋势。2) Clubs will reduce the average Dollar Difference Shrink. At the same time Clubs should also see a reduction in total Shrink Dollars, which will naturally lower the total Shrink Percent.降低会员店的平均价差损耗。同时，会员店还会看到他们全部的损耗值也减少了，这样整个损耗百分率自然也就降低了。3) Clubs will have an ample amount of time to research any count variance to ensure that any unnecessary and proper adjustments are being made.Note: If proper research is done, a Club may be surprised of the actual receiving errors they normally would not have caught.会员店将大量充余时间研究任何一项统计变化，确保采取必要而适当的调整措施。注意“如果进行了正确的研究工作，会员店会对实际发生的收货错误感到惊奇，而这些错误通常情况下他们不会觉察到。”4) Keeping track of adjustments on a daily basis will enable a Club and its staff to know exactly where the stand with Shrink at all times.每天对商品调整情况进行跟踪，这样，会员店及其员工就能够准确地了解到每时每刻的损耗情况。5) When proper adjustments are made on a daily basis, the Stock Status will be accurate for buyingand markdown purposes.每天进行适当的商品调整，我们就可保持准确的存货情况。6) Lowering Shrink dollars will put money on the bottom line. Lowering the Shrink Percent willgive the Clubs a goal to reach for the Shrink Incentive and put money in the pockets of the partners who made it happen.降低损耗值会使税前利润大增。降低损耗百分激励会员店达到降损的目标，并把从中节省的利润分配给创造利润的员工们。SAMS CLUB Confidential01/17/20 International Operations Manual334 - 11Putting The Program to Work启动方案The Basics基本要求1) Complete Category Audits are scheduled in-between inventory periods. If the Club inventories twice (2) a year, the Club completes a full cycle of audits in-between each inventory period. If the Club is inventorying only once (1) a year, the Club completes two (2) complete cycles between the inventories. These audits should be 100% complete 30 days before the clubs inventory.完整的商品分类盤點安排在大盘点之间进行。如果会员店的大盘点期为一年2次，那麼该会员店在每个盘点期之间完成一个完整周期盤點，如果会员店的大盘点一年只有一次的话，该会员店在这个盘点期间完成两次周期盤點。这些盤點工作要在会员店大盘点之前30天内全部完成。2) The top five (5) Shrink categories should be audited twice (2) in each cycle period. You will find that the majority of opportunities will come from these categories. These should be the first categories done and the last in each cycle period.按分類損耗排名前5名在每个审核周期内应审核2次。你会发现多数損耗是来源于这些类的商品。这些类商品应是完成周期的第一类，同时又是每个盤點周期的最后一类。3) All variances must be researched. If count discrepancies are not researched, the Club will only move its dollars from the Dollar Difference and not reduce the Shrink.所有商品变动情况都要进行研究。如果不研究计数差的原因，会员店只会将期金額扣除出去而不能停止這種情況的繼續。4) All Category Audits should be done from a current Stock Status and compared to the WHAT screen.所有分类盤點应该从当前存货情况着手，同时与WHAT屏幕下庫存相比较。Tips on the Basics1) Complete Category Audits DO NOT eliminate the need for S.T.O.P. Weekly Audits. The Club may want to leave any items on the Weekly S.T.O.P. audits, PRE-COUNTED in the steel. This can be a great time saving factor. Clubs now have the autonomy to adjust weekly S.T.O.P. Audits to react to other Shrink trends.完成商品分类盤點并不表示不需要每周审核S.T.O.P方案了。会员店也可能想把任何项目都留到每周STOP方案审核中进行。是预先计数是不可更改的。这可以节省大量时间。会员店现在有权調整每周STOP審核以針對損耗趨勢做出反應。2) The UPC/ Auditor partner should be of high quality and have ownership of the company. This partner will be the driving force within the Club.UPC/庫控员工应是高素质的，对公司有主人翁责任感。此類员工将是会员店的驱动力。3) A schedule from all clubs should also be kept by the Director of Operations and the Loss Prevention Supervisor to track categories completed by the club on a wee