家乐福JBP达成及新背景下的客户管理PPT课件

TeamOrganizationProjectStep1-2-3,June，2009,家乐福中国TOP1项目介绍,Moresaleswithlowershortagelevels减少缺货从而提高销售Identificationofshortagesonsalesareabeforetheyhappen预见潜在的缺货Betterorderscheduling更好地订货Human人事方面Respectofthenewlaborlaw遵守新劳动法Higherlevelofemployeessatisfaction提高员工满意度EnsuretheimplementationoftheGZtaskforcerecommendations确保广州项目的顺利实施,LowercoststhroughbetterProductivity提高工作效率从而降低成本Capacitytoreduceloss减少损耗,ChinaCarrefourGroupwanttoget:,Frontofficeteams/Salesarea前台/卖场,Backofficeteams/Storagearea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,StorageTeamstaff,CYCTeamstaff,CommercialStaff,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,In2006，CarrefourImplementTOPstep1,FrontOffice前台,BackOffice后台,Scan:5:00pm-8:00pm扫描:下午5:00-8:00Replenish:7:00pm-10:00pm补货:晚7:00-10:00,6:00pm-9:00pm备货:晚6:00-9:00,Frontofficeinchargeofscanning&replenishmentinsalesarea.前台负责卖场的扫描和补货工作Backofficeinchargetopreparethegoodsinthestorage.后台负责库房的备货工作,HumanStructureBOM后台经理“保姆”,Grocery,杂货,10,11/12,14,4,8,6,Order,4Employee,订货小组,Back,-,officeManager,后台经理,CYCTeam,4Employee,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,StoreManager,StoreManager,Reporting,1,15,4,Div.Mgr.,2,Sales.,Mgr.,11,Staff,53,1,11,1,TOPstep2IntroduceTOP2项目的介绍,Order,Receive,Stock,Sales,Optimize“forbiddeniteminthestorage”newPrinciple优化“禁止入库单品”新标准,Simplify“JustdeliveryGoods”(ClearidentificationofNewitem,shortage&forbidden)简化“到货”补货(清晰区分新品,缺货和No库),SimplifyNormalItemReplenishmentProcess简化普通单品的补货流程,MerchandiseFlowimproving改进商品流,Controlemergencyreplenishment控制紧急补货,Afteranalyzedeachweakpoints,wemustoptimize4keypointsofteamorganizationprocess: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:,SystemCreateReplenishmentReport(2-3hourssaved)系统自动生成补货单(节省2-3小时),Step1:SimplifyNormalItemReplenishmentProcess步骤1:简化普通单品的补货流程,ManualShelfScanning手动扫描货架(2-3hoursbydept.),ShelfReplenishment补货,FrontOffice前台,BackOffice后台,Stockpreparation库房备货,OldProcess-NormalItem原有的流程-普通单品,1,2,ShelfReplenishment补货,StockpreparationAccordingtoSystemlist根据系统清单备货,1,2,3,Aftersimplifyprocess-Normalitem简化后流程-普通单品,Aftersimplifythenormalitemreplenishmentprocess,hefrontofficeteamsjob,whichpresenttotal10hoursbydaybydivision.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-ToPutnumberforForbiddeninthestorageitem如何做-对禁止入库单品进行编号,ElementB货架B,ElementA货架A,1Level,2level,3level,4level,5level,6level,7level,8level,9level,B11,B12,B13,B14,B15,B16,B21,B31,B11Means:thisitemisthefirstitemintheelementBoffirstlevelB11表示:这个单品是B货架的第一层第一个单品,Responsibilityofthepromoter促销员工作职责,Dept.12Toothpasteresponsiblepromoter负责12部门牙膏分类的促销员,AllocationbyStaffintheSalesarea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,FullinSalesArea卖场丰满,前台员工只对下列单品使用紧急补货单-HighRotationItems高周转单品-CustomersNeeds顾客需求-CompanyPurchase公司团购,Scanemergencyreplenishmentiteminsalesarea在卖场扫描需紧急补货单品,1,PreparetheGoodsaccordingtothelist,andputintransitarea根据清单备货并放在中转区,Informfrontofficeteamafterthegoodshasbeenprepared完成备货后通知前台,Replenishmentinsalesarea在卖场补货,2,3,4,EmergencyReplenishmentProcess:紧急补货流程,Frontofficeteams/Salesarea前台/卖场,Backofficeteams/Storagearea后台/库房,Step4:ControlEmegencyReplenishmentItem步骤4:控制紧急补货单品,RequestIN提供申请单,ProductsOUT商品出库,SalesArea100%followimplementationrule100%itemsinsalesareaex.KULowsales=2facingsAdjustfacingsforotheritemsInputRealShelfCapacityCheckRSCTrainPromoters,StorageDefineKURemoveNOKUoutRemoverackCreateAREADrawYellowLineCleanandpaintwallGoods/assetsonplace,TOPstep3IntroduceTOP3项目的介绍,OrderParameterSupplierparameter(OP/LT/Orderday.)StoporderofbadsuppliersCancelrateanalysisandactionplanAdjusttheitemparameterwithNat.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划分库房区域划出黄线货物和资产就位,100%遵照执行规则除库存商品外100%产品在销售区域低销售产品给2个面调整排面给其他产品输入真实的货架容量核实RSC（真实货架容量）培训促销员,Step1:ParameterAdjustment,Usethistoolstocheckingwrongparameter使用工具核实错误的订单参数,数字表示星期几(如:1表示星期一,2表示星期二,下一次订货与本次订货之间至少间隔的天数,订单过期几日后系统自动取消,送货天数,订单确认方式,必须选E,电子订单发送,供应商资料维护,订单截至时间,订货参数,单品资料维护,排面数,货架陈列数量,单品库存交易查询,STEP2.仓库管理注意点,仅有103个单品可以入库终止单品以及入库超过3个月的产品将退货,STEP3:销售区域调整,按照全国主货架陈列指引安排货架。按销量调整排面，每个单品最小2个排面店经理负责每月设定一个合理的货架容量，部门经理需要向店经理保证设立真实的货架容量，培训促销员和设立规则禁止促销员调整货架空间在P4系统中输入真实货架空间和排面，更改价