【文章內容簡介】 ssNormal Item 1 2 Shelf Replenishment 補貨 Stock preparation According to System list 根據系統清單備貨 1 2 3 簡化后流程 普通單品 After simplify processNormal item ? 在簡化普通單品補貨流程之后 , 按部門為前臺工作節(jié)省了 23個小時 , 每處每天節(jié)省了 10小時 After simplify the normal item replenishment process, we saved 23hours by dept. in the front office team’s job, which present total 10hours by day by division. Before Process 之前 Current Process 現在 ? 之前依靠貨架槍掃補貨 (在下午 5:008:00,促銷員和員工在賣場掃描并手動計算補貨量 )Before store replenishment depends on Shelf RF scanning (Promoter and staff manual count and scan In sales area from 5:00pm8:00pm). ? 原有流程的情況 Old Process status: ? 浪費時間 Time consuming .(23hours by Dept.) ? 掃描數據不準確 ? No accurate scanning data. ? 在銷售高峰時間補貨 Replenish goods at pick sales time. ? 從低周轉單品中定義禁止入庫單品 ,難以管理 (4000單品 ) “ Forbidden item in the storage” identify by low rotation item, difficult to control (4000items). ? 雜貨處有 6000個單品在庫房 ? 6,000 items in Grocery storage ? P4系統每晚八點到十點鎖定 ,不能使用 RF槍,期間門店不能補貨 ? P4 close each evening 20:00 – 22:00, so scanning gun can not be used, store can not replenish goods at that period. ? 自動補貨按單品銷量 (賣多少補多少 )補貨 ,各店可根據銷售趨勢調整補貨時間 ,Automatic replenishment depends on item sales (sell how much, fill up how much) store can adjust replenishment time according to Sales flow. ? : 現在流程情況 Current Process status ? 節(jié)省時間 (每個部門 23小時 ) ? Save Time (23hours by dept.) ? 系統根據銷售生成正確的補貨清單 System directly create replenishment quantity and item according to the sales ? 銷售高峰前 12小時補貨 Replenish 12hours before sales time. ? 禁止入庫單品按分類按品牌定義 ,便于管理“ Forbidden item in the storage” identify by brand by family, easy for control (6000Items) ? 雜貨處有 3000個單品在庫房 3,000 items in Grocery storage. ? 不需要掃描 ,門店可以在任意時間補貨 No need scan anymore, store can replenish goods anytime. ? 普通單品的補貨區(qū)別 What’s the difference for normal Item replenishment ? 在優(yōu)化 ‘禁止入庫’單品標準之后 ,雜貨處和百貨處的庫房單品數分別比之前減少了 20%和 13%After simplify the “ forbidden in the storage “ item principle we reduce the item in the storage by 20% in Grocery and 13% in Bazaar pare with before. 步驟 2: 優(yōu)化 ‘禁止入庫單品 ’ 標準 Step2: Optimize “ forbidden item in the storage” principle 之前的流程 (4000單品 ) Before process (4000 Items) 現在流程 (6000單品 ) Now process (6000 items) Define: 定義標準 ? 按銷量按單品 (只限于低周轉單品 )By item by average sales (only low rotation item) ? 在賣場 , 用’庫’標識禁止入庫單品 Put “KU” signage for “forbidden item in the storage” in sales area. ? 把 ‘禁止入庫單品’的全部庫存放在賣場貨架頂層 , 箱子上沒有任何標識 Put “forbidden in the storage” stock on the top of shelf in sales area without remark on the box. ? 原來流程的情況 Old Process status: ?不容易記住這些單品 ,后臺小組很難管理這些單品 ?Not easy to remember the item, difficult to control these items for back office team. ?不利于促銷員補貨 ,很難分辨這些商品的庫存 Not easy for replenish the goods for promoters, difficult to know the item stock as well. . Define: 定義標準 ? 按分類按品牌 (含高周轉和低周轉 ),便于管理和記憶By brand by family (include high rotation low rotation) ,easy to remember manage. ? 使用加標簽規(guī)則便于補貨 Easy to replenish by using tag principle ? 補貨由促銷員負責使得貨架容易補足Replenishment make by promoter which makes simple to replenish the gondola. ? 現在流程的情況 Current Process status: ?清單便于記憶 ,便于后臺對那些的商品的管理Easy to remember the list , easy to control those items for back office team. ?甚至對于新促銷員也很容易分辨單品是否有庫存Even for new promoter is easy to know items with stock and item without stock. 為什么 對禁止入庫單品進行編號 Why Put number