家乐福JBP达成及新背景下的客户管理.ppt

1、Team Organization Project Step 1-2-3,June，2009,家乐福中国TOP 1项目介绍,More sales with lower shortage levels 减少缺货从而提高销售 Identification of shortages on sales area before they happen 预见潜在的缺货 Better order scheduling 更好地订货 Human 人事方面 Respect of the new labor law 遵守新劳动法 Higher level of employees satisfaction 提高员工

2、满意度 Ensure the implementation of the GZ task force recommendations 确保广州项目的顺利实施,Lower costs through better Productivity 提高工作效率从而降低成本 Capacity to reduce loss 减少损耗,China Carrefour Group want to get :,Front office teams / Sales area 前台/卖场,Back office teams / Storage area 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

3、卖场 周盘小组可以入卖场和库房,Storage Team staff,CYC Team staff,Commercial Staff,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,In 2006，Carrefour Implement TOP step1,Front Office 前台,Back Office 后台,Scan: 5:00pm-8:00pm 扫描:下午5:00-8:00 Replenish:7:00pm-10:00pm 补货:晚7:00-10:00,6:00pm-9:00pm 备货:晚6:00-9:00,Front office in charge of

4、 scanning & replenishment in sales area. 前台负责卖场的扫描和补货工作 Back office in charge to prepare the goods in the storage. 后台负责库房的备货工作,Human Structure BOM 后台经理“保姆”,Grocery,杂货,10,11/12,14,4,8,6,Order,4 Employee,订货小组,Back,-,office Manager,后台经理,CYC Team,4 Employee,周盘小组,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项目的介绍,Order,Receive,Stock,Sales,Optimize “ forbidde

6、n item in the storage” new Principle 优化 “禁止入库单品”新标准,Simplify “Just delivery Goods” (Clear identification of New item, shortage & forbidden) 简化 “到货”补货 (清晰区分新品,缺货和No库),Simplify Normal Item Replenishment Process 简化普通单品的补货流程,Merchandise Flow improving 改进商品流,Control emergency replenishment 控制 紧急补货,After

7、analyzed each weak points, we must optimize 4 key points of team organization process: 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:,System Create Replenishment Report (2-3hours saved) 系统自动生成补货单 (节省2-3小时),Step 1: Simplify Normal Item Replenishment Process 步骤1: 简化 普通单品的补货流程,Manual Shelf Scanning 手动扫描货架 (2-3hours by

8、dept.),Shelf Replenishment 补货,Front Office 前台,Back Office 后台,Stock preparation 库房备货,Old Process-Normal Item 原有的流程-普通单品,1,2,Shelf Replenishment 补货,Stock preparation According to System list 根据系统清单备货,1,2,3,After simplify process-Normal item 简化后流程-普通单品,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 - To Put number for Forbidden in the storage item 如何做 -对禁止入库单品进行编号,Element B 货架B,Element A 货架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: 这个单品是B货架的第一层第一个单品,Responsibility of the promoter 促销员工作职责,Dept.12 Toothpaste responsible promoter 负责12部门牙膏分类的促销员,Allocation by Staff in the Sales area 卖场人员分配,对于卖场容量有限的高周转单品

11、,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,Full in Sales Area 卖场丰满,前台员工只对下列单品使用紧急补货单 - High Rotation Items 高周转单品 - Customers Needs 顾客需求 - Company Purchase 公司团购,Scan emergency replenishment item in sales area 在卖场扫描需紧急补货单品,1,Prepare the Goods according to the list, and put in transit area 根据清单备货并放在中转区,I

12、nform front office team after the goods has been prepared 完成备货后通知前台,Replenishment in sales area 在卖场补货,2,3,4,Emergency Replenishment Process: 紧急补货流程,Front office teams / Sales area 前台 / 卖场,Back office teams / Storage area 后台 / 库房,Step4: Control Emegency Replenishment Item 步骤4: 控制 紧急补货单品,Request IN 提供

13、申请单,Products OUT 商品出库,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项目的介绍,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

15、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: Parameter Adjustment,Use this tools to checking wrong parameter 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,STEP 2. 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，更改价格标签，保证