沃尔玛开店倒计时清单

沃尔玛开店倒计时清单Wal-MartChina,Ltd.In-CountrySet-UpTeamSupercenterCountdown沃尔玛中国建设队购物广场30天倒计时Updatedate:08/17/2004 PagePAGE10ofNUMPAGES10开店倒计时指南UpdatedonAug.2004开店倒计时Countdown指南能够帮助店总经理和管理层明确在建店期间的责任和时间表。建设队会在到场日前四周解决一些细节并同时回答大家的问题。ThisguidecanhelpstoreGMandmanagementtobetterunderstandresponsibilitiesandscheduleduringnewstoresetup.Set-upteamwillsolvethedetailedissueandexplainthequestions.日程安排非食品/食品DailyarrangementGeneralMerchandise/Food在建店期间我们要严格遵守由建设队和营运部的预算。预算不能有任何改变和例外.我们的同事的安排如下Duringthestoresetup,wemustabidethebudgetofsetupteam&OPSstrictly,noexception.Ourarrangementisasbelow,员工和经理的工作时间：8：30-17：30每周五天工作制。周一至周四全体同事上班，周五周六轮休，周日全体同事休息。Workingtime:8:30am—5:30pm,fiveworkingdaysperweek.AlltheassociatesareondutyfromMondaytoThursday,andtakingoffinturnonFridayandSaturday.AllpeopleareoffonSunday.要求：如建设队没有特殊要求.我们所有同事将在周日休息.所有同事应在到工作岗位前完成入职培训.报到后立即开始工作AlltheassociatesareoffonSundayifsetupteamhasnotspecialrequisition.Allpeopleshouldfinishthetrainingbeforetheyreporttostore.Theywillgotoworkoncetheyreporttosetupteam.提供培训和与他人密切合作是很重要的。我们的程序可使我们在节约开店费用方面受益匪浅.但经验丰富的同事对于各店我们日常营运是更重要的。交流和传授经验是我们通向成功的必经之路。聘用有经验的部门经理同样重要.但这并不是必要的.我们相信他们的水平并有信心培养他们成为出色的领导和部门经理！Itisimportantthatwesupplythetrainingandcooperationwithothers.Ourprocedurecanbenefitusontheexpensesavefornewstoreopening.Buttheassociatesfullofexperienceareveryimportanttoourdailyoperations.Itisthe5.建设队同事要完成货柜到货计划.并协调安排在合适的仓库。如果有任何问题和意见请联系建设队同事；Setupteamisresponsibleforthescheduleofthetrucksarrivalscheduleandharmonizesthemattheappropriatestockroom.Anyquestionspleasecontactsetupteam.6.在开店期间管理层应负责安装所有的门并进行设防。进场后所有的钥匙应从工程部转交店内管理层.安装新锁或换锁后应留备用钥匙；Storemanagementisresponsibleforallthedoorsinthebuildingandkeysandbuildingcontrolduringsetup.Managementshouldgetallthekeysfromconstruction,andhavenewlocksinstalledorchangethelockforthebackupkeys.7.店总经理要在准备和清洁地砖时跟进工程进度.如果地砖在进场时没有完成铺设将会造成不必要的时间拖延和费用浪费.地面的保养在开店期间很重要。从第一天起的每天的全店清洁要高度优先.不要等到最后一周才开始地面清洁工作.清洁卫生有赖于每天的重视；TheStoreManagermustfollow-uponConstructionwhiletheyarewaxingandcleaningthefloortile.Ifthefloortileisnotproperlystrippedandsealed(orwaxed)priortopossession,itmaycauseunnecessarydelaysandexpensesduringsetup.Floormaintenanceisespeciallyimportantduringsetup.Highprioritymustbeplacedfromdayoneonthefloorsandcleanlinessoftheentirestore.Donotwaituntilthelastweektoworkonthefloors.Itshouldbedoneonadailybasis.部门经理的培训要每日坚持不断.课程由建店培训主管负责。培训贯穿第二周至开业期间.第二周至第四周培训一般会安排在周一到周五的上午7：30-8：30(周六不安排)；DepartmentManagertrainingmustbeconductedeverydaywithoutfail.TheTrainingSupervisorwillconducttheseclasses.Theclasseswillbeginweek2andcontinuethroughtheremainderofthesetup.Theclasseswillbe7:30am-8:30amdaily.(NotrainingonSaturday)我们要保持办公区的清洁和有秩序.如果管理层不以身作则的话.很难保证全店的清洁和整齐.KeepGMOneatandorganized.Itisdifficulttostresskeepingthestoreclean,neatandorganizedwhensomeoftheManagersdonotmaintaintheiroffices.沟通是我们的基本要素。我们不能让任何一天缺少沟通.无论是管理层之间还是管理层和员工之间.沟通这很重要！！COMMUNICATIONistheKeyfactor.Wecannotletadaypassthatwearenotcommunicating,ManagementtoManagement,ManagementtoAssociates.VeryImportant!!8：00召开由建设队、总经理、常务副总、副总、行政主管、工程经理、防损经理的管理层沟通会.会上要明确每日的目标和对各区域的期望。我们从第一周的周一至第五周的周三每日召开，周六不安排此会议。10：00召开由建设队、工程项目经理、总经理、常务副总、工程经理、店务规划部协调员.电脑部协调员.采购协调员共同参加的协调会.讨论开店期间的各种问题和研究各方关注的事。每周三由人力资源经理在会上介绍最新的人员入场和招聘情况。我们从第一周的周一至第五周的周一安排此会，周六不安排。13：00召开员工大会交流公司文化、工作目标和安全注意事项等信息.详细内容参见一点钟会议指南。会议应在生动活泼的气氛下进行，要求全体同事(当班收或部及当值防损员除外)包括后区办公室同事参加，会议时间不超过20分钟。我们从第一周的周一至第四周的周五每日召开(周六不安排)；为了避免重复工作.请在给楼面同事工作指令前与建设队同事沟通！Toavoidthedoublework,pleasegiveyourinstructiontoassociatesaftercommunicatingwithsetupteam11.所有竞争调查信息应在进场前由店内的管理层100%完成。不能有例外！由区域经理和店总经理负责。所有的竞争清单要包含商品描述和价格).不可复制使用兄弟店的竞争调查信息。注意：当竞争店的价格调整时我们也应在电脑中重新记录！Allcompetitionpricechecksmustbecompletedbyin-storemanagementonehundredpercentbeforepossessiondayandbereadytoputintothecomputeronpossessionday.Noexceptions!TheJVGM/RDOandtheStoreManagerareresponsibleforhandlingthis.OnallcomppricecheckUPC#orstock#mustbeprovidedwithitemdescriptionandprice.Acomplistfromneighboringstoresisnotacceptable.Note:Wewillre-keycompintothesystemlaterintheset-upduetocompetitorpricechanges.12.所有建店队的住宿应在建设队抵达之前安排好；Allaccommodationsforsetupteamshouldbemadepriortosetupteam’sarrival.Pleaseconfirmthiswiththeset-upsupervisors.13.店内使用的工具要根据当地的情况选择。提前要向管理层和员工说明使用未经许可的工具会造成损耗。店中使用的工具会在进场日前涂红或贴店内自用品标签。工具应存放在索赔办公室或其它安全的场所.每日使用和归还要检查和登记；Allstoreusetoolsmustbemarkedpercountryspecificguidelines.Explaintoallmanagement&hourlyassociatesthatusinganytoolnotpaintedredwillcreateshrinkageforthestore.Withthisnoteinmind,youneedtohaveexistingtoolsthatarealreadyinusemarkedpriortopossessiondate.Toolsshouldbesecuredintheclaimscageandcheckedoutandbackindaily.14.办公室培训-建店培训主管会在进场日开始和办公室同事一起工作。店内要安排好这些新同事的培训。他们应在进场时完成至少4周的外出培训。详细如下：Thetrainingsupervisorwillbeginworkingwithyourofficeassociatesonpossessiondate.Youmustarrangethetrainingforthenewassociates.Theyneedtofinishtheirtrainingatleastfourweeksoutsidetraining.Thedetailisasbelow,现金办公室同事Cashoffice必须有一名同事完成4周的外出培训.在进场日回店报到并和培训主管一起工作；Onepersonfinish4week’soutsidetraining.AndreporttostoreonPossessiondatetoworkwithtrainingsupervisor票据办公室同事INVOICECLERK必须有一名同事完成4周的外出培训。他/她要在进场前四周被派出并在进场日回新店报到。在某些地区.我们会派出一名熟练的同事.他/她将协助新店六周.他/她会在第二周报到；Onepersonfor4week’straining.He/shewillbesentout4weekspriortoPossessionDateandreporttostoreonpossessiondate.Insomenewcountry,wewouldrathersendanexperiencedassociatetothenewstore.He/shewillreporttostoreonthe2ndweek.UPC同事UPCCLERK必须有一名同事完成4周的外出培训。他/她要在进场前四周被派出并在进场日回新店报到。Onepersonfor4week’straining.He/shewillbesentout4weekspriortopossessiondateandreportbacktostoreonpossessiondate.索赔办公室同事CLAIMSCLERK必须有一名同事完成2周的外出培训。他/她会在进场后的第一周和第二周继续培训。他/她将会在第三周的周一报到；Onepersonfor2week’straining.He/shewillreporttostoreon3rdweek.前台经理FECSM他们将完成30天的外出培训。三位CSM要完成10天的培训包括一个完整的周末营运。在某些地区.我们会派出一名熟练的前台经理.同时也会派三名CSM协助新店.他们将会协助四周.具体会在开业前两周到达协助至开业后两周。这样会保证正确的前台和收银程序的执行;CSMistobesentoutfortrainingfor30days.ThreeCSM'saretobesentoutfor10days.Ensurealltrainingincludesafullweekendofbusiness.InnewcountrieswewouldliketohaveanexperiencedFEmanager.Wewouldalsoliketohave3CSM'ssentintosupportthestore.TheseCSM'sshouldplantostayfor4weeks.Theyshouldarrive2weekspriortoopeningandstayuntil2weeksafteropening.Thiswillensureinpropercashierandfrontendproceduresbeingputinplace.收货部同事RECEIVINGASSOCIATES收货部经理必须完成12周的外出培训。收货部的主要员工必须完成接收4周的外出培训。包括两个完整的周末营运。以下指南适用于购物广场食品部门：干货部领班-该名同事至少完成4周的外出培训.要保证熟悉干货的收货细节。干货经理-该名同事至少在现有店完成12周培训并在入场前一周报到；面包房经理-该名同事至少在现有店完成12周培训并在入场前一周报到；熟食部经理-该名同事至少在现有店完成12周培训并在入场前一周报到；肉类经理-该名同事至少在现有店完成12周培训并在入场前一周报到；果蔬部经理-该名同事至少在现有店完成12周培训并在入场前一周报到；重要提示：在进场之前务必完成以上同事的在现有店培训.不能有例外！15.以下是在成功有效地组织和建立办公室时要明确和跟进的相关的信息：Thefollowingissomegeneralinformationthatyouwillneedtoknowandtofollowuponinordertoensureanorganizedandsuccessfulofficesetup:1).在进场之前不得拒收任何办公和电脑设备.进场后没有建设队同意时不拒收任何商品Don’trejecttoreceiveanyofficesuppliesandcomputerequipmentbeforePossessionDate. Don’trejecttoreceiveanymerchandisewithoutsetupteam’sapprovalafterPossessiondate.不要打开标明“由培训主管打开”或“由系统协调员打开”或“由建设队打开”.并将这类材料集中存放；Donotopenanyboxeslabeled"HoldforTrainingSupervisor"or"HoldforSystemsCoordinator"or"HoldForSetupSupervisor".Juststagethistypeofmaterialtogether.3)第二周要确认全职和兼职的CMS和服务台同事的培训情况。在这些同事面试时最好不要明确工作位置.应避免说”你将是CSM“或”你会被安排在服务台”等。所有的CSM/服务台同事将会在前台的每个区域进行培训.而这样的培训效果会更好；YouwillneedtoidentifyfulltimeandparttimeCSM/ServiceDeskassociateshiredtobegintheirtrainingonWeek2.Itisusuallyforthebestiftheseassociatesarenottoldonespecificjobtitleduringtheinterviewprocesssuchas"YouwillbeaCSM"or"YouwillbeattheServiceDesk"asallCSM//ServiceDeskassociateswillbecrosstrainedinallareas.Iftheydon'tgointotrainingwithanypreconceivedideasastowheretheywillbewhenthestoreopens,thetraininggoesbetter.4)我们要安排一位出色的经理在通宵班收货.他将监督和处理所有的货柜和直送商品(建设队同事将决定何时开始夜班收货程序)；Youwillneedtohaveastrongmanagerdesignatedtobethenightreceivingmanager.HewillbesupervisingandprocessingallWal-Marttrucksanddirectsmerchandise.Note:Setupteamwilldeterminewhenthestorewillstartitsnightreceivingprogram.5)我们需要一名管理层同事(如果有通常是常务副总)来跟进人员招聘进度。开店期间.这位同事负责所有招聘面试和入职培训的情况；Weneedtodesignateonememberofmanagement(usuallytheCo-Manager.)tobeinchargeofpersonnelduringthesetup.Duringthesetup,thispersonwillbehandlingallinterviewsandorientationsthatarerequiredafterpossessionday.以上内容如果有任何问题和意见请直接联系8057或发电子邮件至HYPERLINKmailto:rfan@rfan@16.以下清单中物品需要在入场前的周六在店内准备好：ThisfollowingisalistofsuppliesthatneedtobeatthestoreonSaturdaybeforepossessionday.黑色大头水性笔20铁钳4铁锤3活动扳手6一字螺丝刀6胶锤10５米卷尺(厘米及英寸)5果蔬红色国产扎口带10水平尺2玻璃清洁剂2管理层职责ManagementOrientation商品MERCHANDISE1.整理和重新堆放商品是应是最优先的；Organizingandrestackingfreightisafirstpriority.2.在每个区域内将开箱商品分类.清理；Sort,faceandeliminatebreakpacksineacharea.3.每日17：00后楼面不允许有卡板(楼面维护)；Nopalletswillbeallowedonthefloorafter17:00.(Floormaintenance)4.商品要放到规定区域。整齐洁净地堆放在通道中央.两边要同时留有工作空间；Merchandiseshouldbeonthedesignatedarea.Snuglyonthemiddleofthealley.Spaceneedtobeleftforworking.5.库存过大商品要分开并摆放在同一通道；Overstockmustbeisolatedandbroughttooneaisle.6.只有经经店总经理或建设队许可的库存过大商品方可存放至后仓；OnlytheoverstockapprovedfromGM/Setupteamcanbetakentothebackroom.7.半箱或散装箱的商品不能送后仓或拖车；(如货架不能存放时就不应开第二箱货)Nopartialsorrepackstobebroughttothebackroom.(Iftheentirecasewon’tgoup,don’tputitUp.)8.加高层原则：-依照当地要求保证商品和灯管及喷淋头的距离合适；-存放商品必需水平方向整齐(不能高低不平)；-“顾客需帮助”标签应贴在每一组货架前后两侧各贴一张；Riserrules- SYMBOL183\f"Symbol"\s6\hEnsurethemerchandiseistherightspacefromthelightandsprinkler SYMBOL183\f"Symbol"\s6\hMustbeleveledoff-Nopeaksandvalleys. SYMBOL183\f"Symbol"\s6\h"Askforhelp"flagsinstalledinfirstsectionofeachkindofriser.9.货架端和促销位应陈列为“H”；“H”displayfortheendcapandpromotionsection.10.在特卖和散装季节商品区域.使用割箱陈列和堆头垫板陈列；Onfeatureandbulkseasonalareas,casecutmerchandiseandusestackingboards.11.店总经理和常务副总要对特卖区陈列负责；TheStoreManagerandCo-Managerareresponsibleforfeatures.(Youwillneedtheirapprovaltochangefeaturesfromprint.)12.当你收到散装商品时要安排位置存放.在确定非计划陈列时要与采购沟通；Addressbulkfreightasyougetit.Getanswersonwheretogowithbulkfreightthatisn'tprogrammed.13.交叉陈列商品要用“白点”方法；Usethe“whitepoint”forthecrossmerchandise14.当完成特卖陈列后立即安装价格牌Installthemeatmoldoncefeaturedisplaycompleted15.在第三周周五前将所有的挂带,边篮及收银台商品陈列完成；Finishalltheclipstrip,sidekickandcheckoutmerchandisedisplay.货架Fixture1.第一周的周五完成货架的安装。剩余货架要整齐地分类存放；FinishinstallingthefixtureontheFridayofweek1.Therestshouldbekeptneatly2.货架配件未经建店主管的许可，不可以随意拆包。Don’tunpackthepackagewithoutsetupteam’sapproval.3.标价牌和标识Pricesignandsigning商品不能高过标识；Nomerchandisehigherthanthesign工作到哪里标牌要同时完成；Completethesigntogetherwithwork. 明确每种标牌的用途；Understandthepurposeofeachkindofsign4.多余的货架要返回标牌间.按分类整齐存放；Theredundantfixtureshouldbereturnedtothefixtureroom,sortingwithcategory.5.固定所有陈列；Fixallthesampledisplay.陈列图-非食品Modular—Non-food1.在陈列图没有被签名确认前不要补滿商品.只摆面位即可；不得例外！Don’tfillmodularuntiltheyareapproved.Onlydisplaythefirstfacing.Noexception!2.确认程序Approvalprocedure陈列出65%的商品Faceoutatleast65%ofthemerchandise在货架上放置标签Labelthecounter.A.消除空洞Filltheouts.B.在标签上标明面位数(挂钩商品除外)；Markthefacingnumberonthelabel,exceptthepeg-items.C.货架上的标签不能有任何遗漏或重复；Noanymissorrepeatonthelabel.要陈列图的要求陈列商品；Displaythemerchandiseaccordingtomodular根据陈列图在货架上安装好标识；Installthesigningaccordingtomodular.张贴旗标；Sticktheflags调整货架的层板高矮使之整齐；Adjusttheshelvestomaketheminline.请求签名确认；Applyfortheconfirmation.3.一经批准；立即上货Onceapproved,fillthesection.4.区域整理Zonethesection.5.处理库存过大商品(加高层.特卖区和通道)；Handletheoverstock.(Riserfeatureandactionalley)6.标签位置：Labellocation层板上货架标签的安装Thelabelinstallationoftheshelf.挂钩上标签的安装；Thelabelinstallationofthehooks7.店总经理和建设队要在陈列图的右上角签名确认；Modularapprovalswillbesignedontheupperright-handcornerofmodularpagebytheSetupSupervisorandStoremanager.8.在本身没有检查的情况下不要请求确认陈列图.这样会造成无谓的拖延；Don’tapplyfortheapprovalforthemodularifyouhaven’tcheckbyyourself.9.部门主管会检查陈列图是否完整地安放在货架上于眼齐高的位置；Dept.supervisorwillberesponsibletoseethatmodularpagesstaywellsecuredtothecounterattheeyelevel10.部门主管会对陈列图的页数负责每天检查陈列图完成的页数；Dept.supervisorwillberesponsibleforthemodularpages.Theyneedtobeaccountedforbypagenumbereachday11.陈列图修改时要与建设队协商。采购部会在规定时间内给出解决方案。陈列图的任何改动要进行标注；Anyrevisionforthemodularshoulddiscusswithsetupteam.MDSEwillfeedbackatthedesignatetime.Anyrevisionshouldbemarkedonthesheet.陈列图—食品Modular--Food1.在陈列图没有确认前不要补充商品.Don’tfillthemodularuntilyougetapprovalfromsetupteamorDGM.2.确认程序：Approvalprocedure陈列出所有商品DisplayallthemerchandiseA.消除空洞；FilltheoutsB.在货架上贴上标签.标明面位数；Stickthelabelontheshelfandmarkdownthefacingnumber3.一经确认补满区域；Onceapproved,fillthesection.4.区域整理(将商品推至货架前部)；Zonethesection.5.店总经理和建设队要在陈列图的右上角签名确认；Modularapprovalswillbesignedontheupperright-handcornerofmodularpagebytheSetupSupervisorandStoremanager.6.部门主管会检查陈列图是否安放在货架上于眼齐高的位置.所有陈列图都要在货架上保持至开业前一天中午十二点。不能有任何例外Dept.supervisorwillberesponsibleforcheckingifthemodularsheetislocatedattheeyelevel.Allthemodularshouldbewellkeptuntil12:pmofthedaybeforeGrandopendate.Noexception.库存过大商品1.使用各种合理的方式处理库存过大商品；Utilizealllegalmeansofputtingoutoverstock2.每天只有经允许的库存过大商品可以放回后仓；Takeonlyauthorizedoverstocktothebackandonlyafterreceivingdirectiononwhereitgoesdaily.3.部门经理要处理和安置库存过大商品；HaveDepartmentManagersinvolvedwithoverstockprocessingandzoning.4.你要确认货架上的分类是否正确；Youwillberesponsibletoseethatiscategorizedproperly.5.库存过大商品存放原则：Rulesofoverstockstorage按部门分放；Zonebydepartment将相似类别放在一起；Zonealllikecategoriestogether在包装箱的外面贴上后仓标签；Sticktheinventorylabelonthepackageofmerchandise.不要将商品隐藏.整箱商品存放时要里外一致；Don’thideanyitemsbehindtheothercase.库存过大商品存放区不能存放半箱.重包装和破包装商品；提示：如果不能将商品补完就不要开箱；Don’tlayanyhalf-case,repackedandbrokenpackageitemsontheoverstockarea.Ifyoucannotfilltheshelf,pleasedon’topenthenewentirecase.当完成区域工作时.要确认每一分类的商品存放在一起.要保证不用开箱即刻知道箱内的货物。不能将货架陈列图.标识和标签放于箱内。不能将其他部门的商品混放在一起.不能使任何商品“隐藏”起来Ifyoufinishyourwork,pleasemakesurethemerchandisehavebeenassortedbycategory.Ensureyoucanknowwhatisinthecasewithoutopeningthecase.Don’tputthemodular,signandlabelintothecase.Don’tmixothe