家樂福JBP達(dá)成及新背景下的客戶管理

TeamOrganizationProject

Step1-2-3

June，2009家樂福中國(guó)TOP1項(xiàng)目介紹Moresaleswithlowershortagelevels

減少缺貨從而提高銷售Identificationofshortagesonsalesareabeforetheyhappen

預(yù)見潛在的缺貨Betterorderscheduling

更好地訂貨

Human人事方面Respectofthenewlaborlaw

遵守新勞動(dòng)法Higherlevelofemployeessatisfaction

提高員工滿意度EnsuretheimplementationoftheGZtaskforcerecommendations

確保廣州項(xiàng)目的順利實(shí)施LowercoststhroughbetterProductivity

提高工作效率從而降低成本Capacitytoreduceloss

減少損耗ChinaCarrefourGroupwanttoget:Frontofficeteams/Salesarea前臺(tái)/賣場(chǎng)Backofficeteams/Storagearea后臺(tái)/庫(kù)房前臺(tái)員工禁止入庫(kù)房促銷員禁止入庫(kù)房庫(kù)房小組禁止入賣場(chǎng)周盤小組可以入賣場(chǎng)和庫(kù)房StorageTeamstaffCYCTeamstaffCommercialStaffPromoter門店的營(yíng)運(yùn)人員分為二組,一組負(fù)責(zé)賣場(chǎng),另一組負(fù)責(zé)庫(kù)房In2006，CarrefourImplementTOPstep1TheResponsiblityofFrontandBackOffice前后臺(tái)職責(zé)FrontOffice前臺(tái)BackOffice后臺(tái)Scan:5:00pm-8:00pm掃描:下午5:00-8:00Replenish:7:00pm-10:00pm補(bǔ)貨:晚7:00-10:006:00pm-9:00pm備貨:晚6:00-9:00Frontofficeinchargeofscanning&replenishmentinsalesarea.

前臺(tái)負(fù)責(zé)賣場(chǎng)的掃描和補(bǔ)貨工作

Backofficeinchargetopreparethegoodsinthestorage.

后臺(tái)負(fù)責(zé)庫(kù)房的備貨工作HumanStructure–BOM后臺(tái)經(jīng)理“保姆”Grocery雜貨1011/1214486Order4Employee訂貨小組Back-officeManager后臺(tái)經(jīng)理StorageManager庫(kù)房經(jīng)理111Employee員工1OPChiefOP經(jīng)理1RCYChief收貨區(qū)經(jīng)理CYCTeam4Employee周盤小組BeforeNowGrocery1MCFM1Div.Mgr.2Sales.Mgr.101011/121415732Staff56Reporting1OP1RY111211Grocery1B.O.M.11011/1214157Storage1OP1RY182211StoreManagerStoreManagerReporting1154Div.Mgr.2Sales.Mgr.11Staff531111Guaranteestorefullfrommorningtonight

確保門店從早到晚貨架商品豐滿Reduceshortageinsalesarea

減少賣場(chǎng)缺貨Putsystematicallynewiteminsalesareaontime

使新品及時(shí)進(jìn)賣場(chǎng)Optimizestorageitemnumber

優(yōu)化庫(kù)房單品數(shù)量ImproveSales

提高銷售

Improvestronglytheproductivityby:強(qiáng)有力的提高生產(chǎn)力Objective目的:TOPstep2Introduce

TOP2項(xiàng)目的介紹OrderReceiveStockSalesTeamOrgnaizationStep2TOP2Optimize

“forbiddeniteminthestorage”newPrinciple優(yōu)化

“禁止入庫(kù)單品”新標(biāo)準(zhǔn)

Simplify“JustdeliveryGoods”(ClearidentificationofNewitem,shortage&forbidden)簡(jiǎn)化“到貨”補(bǔ)貨(清晰區(qū)分新品,缺貨和No庫(kù))SimplifyNormalItemReplenishmentProcess簡(jiǎn)化普通單品的補(bǔ)貨流程MerchandiseFlowimproving改進(jìn)商品流Controlemergencyreplenishment控制

緊急補(bǔ)貨Afteranalyzedeachweakpoints,wemustoptimize4keypointsofteamorganizationprocess:

在對(duì)問題的逐一分析之后,我們必須進(jìn)行4個(gè)關(guān)鍵步驟的優(yōu)化:SystemCreateReplenishmentReport(2-3hourssaved)系統(tǒng)自動(dòng)生成補(bǔ)貨單(節(jié)省2-3小時(shí))Step1:

Simplify

NormalItemReplenishmentProcess

步驟1:

簡(jiǎn)化普通單品的補(bǔ)貨流程ManualShelfScanning手動(dòng)掃描貨架(2-3hoursbydept.)ShelfReplenishment補(bǔ)貨FrontOffice前臺(tái)BackOffice后臺(tái)Stockpreparation庫(kù)房備貨OldProcess-NormalItem原有的流程-普通單品12ShelfReplenishment補(bǔ)貨StockpreparationAccordingtoSystemlist根據(jù)系統(tǒng)清單備貨123Aftersimplifyprocess-Normalitem簡(jiǎn)化后流程-普通單品Aftersimplifythenormalitemreplenishmentprocess,hefrontofficeteam’sjob,whichpresenttotal10hoursbydaybydivision.

在簡(jiǎn)化普通單品補(bǔ)貨流程之后,按部門為前臺(tái)工作節(jié)省了2-3個(gè)小時(shí),每處每天節(jié)省了10小時(shí)How---ToPutnumberforForbiddeninthestorageitem

如何做

---對(duì)禁止入庫(kù)單品進(jìn)行編號(hào)ElementB貨架BElementA貨架A1Level2level3level4level5level6level7level8level9levelB11B12B13B14B15B16B21B31

B11Means:thisitemisthefirstitemintheelementBoffirstlevelB11表示:這個(gè)單品是B貨架的第一層第一個(gè)單品Responsibilityofthepromoter

促銷員工作職責(zé)Dept.12Toothpasteresponsiblepromoter

負(fù)責(zé)12部門牙膏分類的促銷員

AllocationbyStaffintheSalesarea賣場(chǎng)人員分配

對(duì)于賣場(chǎng)容量有限的高周轉(zhuǎn)單品,必須放賣場(chǎng)以提高生產(chǎn)力

低周轉(zhuǎn)單品牙刷分類必須放在賣場(chǎng),便于及時(shí)補(bǔ)貨和庫(kù)存控制FullinSalesArea賣場(chǎng)豐滿

前臺(tái)員工只對(duì)下列單品使用緊急補(bǔ)貨單

-HighRotationItems高周轉(zhuǎn)單品

-CustomersNeeds顧客需求

-CompanyPurchase公司團(tuán)購(gòu)Scanemergencyreplenishmentiteminsalesarea在賣場(chǎng)掃描需緊急補(bǔ)貨單品1PreparetheGoodsaccordingtothelist,andputintransitarea根據(jù)清單備貨并放在中轉(zhuǎn)區(qū)Informfrontofficeteamafterthegoodshasbeenprepared完成備貨后通知前臺(tái)Replenishmentinsalesarea在賣場(chǎng)補(bǔ)貨234EmergencyReplenishmentProcess:緊急補(bǔ)貨流程Frontofficeteams/Salesarea前臺(tái)/賣場(chǎng)Backofficeteams/Storagearea后臺(tái)/庫(kù)房Step4:Control

EmegencyReplenishmentItem步驟4:

控制

緊急補(bǔ)貨單品RequestIN提供申請(qǐng)單ProductsOUT商品出庫(kù) SalesArea 100%followimplementationrule 100%itemsinsalesareaex.KU Lowsales=2facings Adjustfacingsforotheritems InputRealShelfCapacity CheckRSC TrainPromoters Storage DefineKU RemoveNOKUout Removerack CreateAREA DrawYellowLine Cleanandpaintwall Goods/assetsonplaceTOPstep3Introduce

TOP3項(xiàng)目的介紹OrderParameterSupplierparameter(OP/LT/Orderday..)StoporderofbadsuppliersCancelrateanalysisandactionplanAdjusttheitemparameterwithNat.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析和行動(dòng)計(jì)劃按照全國(guó)規(guī)則調(diào)整單品參數(shù)定義入庫(kù)商品將不入庫(kù)商品移出倉(cāng)庫(kù)取消倉(cāng)庫(kù)貨架劃分庫(kù)房區(qū)域劃出黃線貨物和資產(chǎn)就位100%遵照?qǐng)?zhí)行規(guī)則除庫(kù)存商品外100%產(chǎn)品在銷售區(qū)域低銷售產(chǎn)品給2個(gè)面調(diào)整排面給其他產(chǎn)品輸入真實(shí)的貨架容量核實(shí)RSC（真實(shí)貨架容量）培訓(xùn)促銷員Step1:ParameterAdjustmentUsethistoolstocheckingwrongparameter使用工具核實(shí)錯(cuò)誤的訂單參數(shù)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間隔的天數(shù)訂單過期幾日后系統(tǒng)自動(dòng)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)訂單截至?xí)r間訂貨參數(shù)單品資料維護(hù)排面數(shù)貨架陳列數(shù)量單品庫(kù)存交易查詢STEP2.倉(cāng)庫(kù)管理注意點(diǎn)僅有103個(gè)單品可以入庫(kù)

終止單品以及入庫(kù)超過3個(gè)月的產(chǎn)品將退貨STEP3:銷售區(qū)域調(diào)整

按照全國(guó)主貨架陳列指引安排貨架。按銷量調(diào)整排面，每個(gè)單品最小2個(gè)排面店經(jīng)理負(fù)責(zé)每月設(shè)定一個(gè)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(shí)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)整貨架空間在P4系統(tǒng)中輸入真實(shí)貨架空間和排面，更改價(jià)格標(biāo)簽，保證RSC（真實(shí)貨架容量