家樂福JBP達(dá)成及新背景下的客戶管理PPT

1、June 2009Carrefour China1Team Organization Project Step 1-2-3June，2009June 2009Carrefour China2家樂福中國家樂福中國TOP 1項目介紹項目介紹 More sales with lower shortage levels 減少缺貨從而提高銷售減少缺貨從而提高銷售Identification of shortages on sales area before they happen預(yù)見潛在的缺貨預(yù)見潛在的缺貨Better order scheduling更好地訂貨更好地訂貨 Human 人事方面人事方面R

2、espect of the new labor law遵守新勞動法遵守新勞動法Higher level of employees satisfaction提高員工滿意度提高員工滿意度Ensure the implementation of the GZ task force recommendations確保廣州項目的順利實施確保廣州項目的順利實施Lower costs through better Productivity 提高工作效率從而降低成本提高工作效率從而降低成本Capacity to reduce loss 減少損耗減少損耗China Carrefour Group want to

3、 get :June 2009Carrefour China3Front office teams / Sales area前臺前臺/ /賣場賣場Back office teams / Storage area后臺后臺/ /庫房庫房前臺員工禁止入庫房促銷員禁止入庫房庫房小組禁止入賣場周盤小組可以入賣場和庫房Storage Team staffCYC Team staffCommercial StaffPromoter門店的營運人員分為二組,一組負(fù)責(zé)賣場,另一組負(fù)責(zé)庫房In 2006，Carrefour Implement TOP step1June 2009Carrefour China4Th

4、e Responsiblity of Front and Back Office前后臺職責(zé)Front Office前臺Back Office后臺Scan: 5:00pm-8:00pm 掃描掃描:下午下午5:00-8:00Replenish:7:00pm-10:00pm補(bǔ)貨補(bǔ)貨:晚晚7:00-10:006:00pm-9:00pm備貨備貨:晚晚6:00-9:00 Front office in charge of scanning & replenishment in sales area. 前臺負(fù)責(zé)賣場的掃描和補(bǔ)貨工作 Back office in charge to prepare t

5、he goods in the storage. 后臺負(fù)責(zé)庫房的備貨工作June 2009Carrefour China5Human Structure BOM 后臺經(jīng)理后臺經(jīng)理“保姆保姆”Grocery雜貨雜貨1011/1214486Order 4 Employee 訂貨小組訂貨小組Back-office Manager 后臺經(jīng)理后臺經(jīng)理Storage Manager庫房經(jīng)理庫房經(jīng)理111 Employee員工員工1OP Chief OP經(jīng)理經(jīng)理1RCY Chief 收貨區(qū)經(jīng)理收貨區(qū)經(jīng)理CYC Team4 Employee 周盤小組周盤小組BeforeNowGrocery 1MCFM 1Di

6、v. Mgr. 2Sales. Mgr. 101011/121415732Staff 56Reporting 1OP 1RY 111211Grocery 1B.O.M. 11011/1214157Storage1OP 1RY 182211Store ManagerStore ManagerReporting 1154Div. Mgr. 2Sales. Mgr. 11Staff 531111June 2009Carrefour China6lGuarantee store full from morning to night確保門店從早到晚貨架商品豐滿lReduce shortage in sa

7、les area減少賣場缺貨lPut systematically new item in sales area on time使新品及時進(jìn)賣場lOptimize storage item number優(yōu)化庫房單品數(shù)量lImprove Sales提高銷售 Improve strongly the productivity by: 強(qiáng)有力的提高生產(chǎn)力強(qiáng)有力的提高生產(chǎn)力 Objective 目的目的:TOP step2 IntroduceTOP2項目的介紹項目的介紹OrderReceiveStockSalesJune 2009Carrefour China7T T eam Orgnaization

8、 Step2 eam Orgnaization Step2 TOP 2Optimize “ forbidden item in the storage” new Principle優(yōu)化優(yōu)化 “禁止入庫單品禁止入庫單品”新標(biāo)準(zhǔn)新標(biāo)準(zhǔn)Simplify 簡化簡化 “到貨到貨”補(bǔ)貨補(bǔ)貨(清晰區(qū)分新品清晰區(qū)分新品,缺貨和缺貨和No庫庫)Simplify Normal Item Replenishment Process簡化簡化普通單品的補(bǔ)貨流程普通單品的補(bǔ)貨流程Merchandise Flow improving改進(jìn)商品流改進(jìn)商品流Control 控制控制緊急補(bǔ)貨緊急補(bǔ)貨After analyzed e

9、ach weak points, we must optimize 4 key points of team organization process:在對問題的逐一分析之后, 我們必須進(jìn)行必須進(jìn)行4個關(guān)鍵步驟的優(yōu)化:June 2009Carrefour China8System Create Replenishment Report (2-3hours saved)系統(tǒng)自動生成補(bǔ)貨單(節(jié)省2-3小時)Step 1:Step 1: Normal Item Replenishment Process 步驟1: 普通單品的補(bǔ)貨流程 Manual ShelfScanning手動掃描貨架(2-3hou

10、rs by dept.)Shelf Replenishment補(bǔ)貨FrontOffice前臺BackOffice后臺Stock preparation庫房備貨Old Process-Normal Item 原有的流程-普通單品12Shelf Replenishment補(bǔ)貨Stock preparationAccording to System list 根據(jù)系統(tǒng)清單備貨123After simplify process-Normal item 簡化后流程-普通單品 After simplify the normal item replenishment process, we saved 2-

11、3hours by dept. in the front office teams job, which present total 10hours by day by division.在簡化普通單品補(bǔ)貨流程之后, 按部門為前臺工作節(jié)省了2-3個小時, 每處每天節(jié)省了10小時June 2009Carrefour China9How - To Put number for Forbidden in the storage item 如何做如何做 -對禁止入庫單品進(jìn)行編號Element B貨架BElement A貨架A1Level2level3level4level5level6level7le

12、vel8level9levelB11B12B13B14B15B16B21B31 B11 Means: this item is the first item in the element B of first level B11 表示: 這個單品是B貨架的第一層第一個單品June 2009Carrefour China10Responsibility of the promoter促銷員工作職責(zé)Dept.12 Toothpaste responsible promoter負(fù)責(zé)12部門牙膏分類的促銷員 Allocation by Staff in the Sales area賣場人員分配June

13、 2009Carrefour China11對于賣場容量有限的高周轉(zhuǎn)單品,必須放賣場以提高生產(chǎn)力低周轉(zhuǎn)單品牙刷分類必須放在賣場,便于及時補(bǔ)貨和庫存控制Full in Sales Area賣場豐滿June 2009Carrefour China12前臺員工只對下列單品使用緊急補(bǔ)貨單 - High Rotation Items 高周轉(zhuǎn)單品 - Customers Needs 顧客需求 - Company Purchase 公司團(tuán)購Scan emergency replenishment item in sales area在賣場掃描需緊急補(bǔ)貨單品1Prepare the Goods accordi

14、ng to the list, and put in transit area根據(jù)清單備貨并放在中轉(zhuǎn)區(qū)Inform front office team after the goods has been prepared完成備貨后通知前臺Replenishment in sales area在賣場補(bǔ)貨234 Emergency Replenishment Process: 緊急補(bǔ)貨流程Front office teams / Sales area前臺前臺 / 賣場賣場Back office teams / Storage area后臺后臺 / 庫房庫房Step4: Step4: Emegency

15、 Replenishment Item步驟步驟4:4: 緊急補(bǔ)貨單品緊急補(bǔ)貨單品RequestIN提供申請單提供申請單ProductsOUT商品出庫商品出庫June 2009Carrefour China13Sales Area100% follow implementation rule100% items in sales area ex. KULow sales = 2 facingsAdjust facings for other itemsInput Real Shelf CapacityCheck RSCTrain PromotersStorageDefine KURemove N

16、O KU outRemove rackCreate AREADraw Yellow LineClean and paint wallGoods/assets on placeTOP step3 IntroduceTOP3項目的介紹項目的介紹Order ParameterSupplier parameter ( OP/LT/Order day.)Stop order of bad suppliersCancel rate analysis and action planAdjust the item parameter with Nat. rules供應(yīng)商參數(shù)設(shè)置停止不合作供應(yīng)商訂單訂單取消率分

17、析和行動計劃按照全國規(guī)則調(diào)整單品參數(shù)定義入庫商品將不入庫商品移出倉庫取消倉庫貨架劃分庫房區(qū)域劃出黃線貨物和資產(chǎn)就位100%遵照執(zhí)行規(guī)則除庫存商品外100%產(chǎn)品在銷售區(qū)域低銷售產(chǎn)品給2個面調(diào)整排面給其他產(chǎn)品輸入真實的貨架容量核實RSC（真實貨架容量）培訓(xùn)促銷員June 2009Carrefour China14Step1: Parameter AdjustmentUse this tools to checking wrong parameter使用工具核實錯誤的訂單參數(shù)June 2009Carrefour China15數(shù)字表示星期幾(如:1表示星期一,2表示星期二下一次訂貨與本次訂貨之間至少

18、間隔的天數(shù)訂單過期幾日后系統(tǒng)自動取消送貨天數(shù)訂單確認(rèn)方式,必須選E, 電子訂單發(fā)送供應(yīng)商資料維護(hù)供應(yīng)商資料維護(hù)訂單截至?xí)r間June 2009Carrefour China16訂貨參數(shù)單品資料維護(hù)單品資料維護(hù)排面數(shù)貨架陳列數(shù)量June 2009Carrefour China17單品庫存交易查詢單品庫存交易查詢June 2009Carrefour China18STEP 2. 倉庫管理注意點倉庫管理注意點僅有僅有103個單品可以入庫個單品可以入庫 終止單品以及入庫超過終止單品以及入庫超過3個月的產(chǎn)品將退貨個月的產(chǎn)品將退貨June 2009Carrefour China19STEP3: 銷售區(qū)域調(diào)整銷售區(qū)域調(diào)整 按照全國主貨架陳列指引安排貨架。按照全國主貨架陳列指引安排貨架。 按銷量調(diào)整排面，每個單品最小按銷量調(diào)整排面，每個單品最小2個排個排面面店經(jīng)理負(fù)責(zé)每月設(shè)定一個合理的貨架容店經(jīng)理負(fù)責(zé)每月設(shè)定一個合理的貨架容量，部門經(jīng)理需要向店經(jīng)理保證設(shè)立真實量，部門經(jīng)理需要向店經(jīng)理保證設(shè)立真實的貨架容量，培訓(xùn)促銷員和設(shè)立規(guī)則禁止的貨架容量，培訓(xùn)促銷員和設(shè)立規(guī)則禁止促銷員調(diào)整貨架空間促銷員調(diào)整貨架空間在在P4系統(tǒng)中輸入真實貨架空間和排面，系統(tǒng)中輸入真實貨架空間和排面，更改價格標(biāo)簽，保證更改價格標(biāo)簽，保證RSC（真實貨架容量）（真實貨架容量）和（和（Facing）排