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MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercenterBuyerYearlyWorkMDSE.WorkPlan易初莲花2005年商品部工作计划2005.01.0

51MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercenter1.MDSE.YearlyWorkPlan商品部年度工作计划2.MDSE.Daily

,weekly,monthlyworkplan商品部日、周、月工作计划2MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercenter1.MDS

E.YearlyWorkPlan商品部年度工作计划3MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercenterBuyerYearlyWork1.Datapreparation&linereview

年度数据准备和供应商及其商品的表现分析2.YearlySales&GPandOtherIncometargetsettingandfollowingup年度销售额、毛利及营业外收入的指标的确定、跟踪及执行3.Vendorperformanceevaluation&negotiationplann

ing年度供应商年度表现评估与谈判计划4.Schematic(seasonal)Change,ItemMaintenance&ReplenishmentProcess年度商品陈列(季节性)调整、商品维护及补货过程5.Exitp

lanpackage(aftermajorchange)年度退出计划（MajorChange后)6.Marketingprogramandpromotionplananalyzing,proposingandexec

ution年度市场部、商品部促销计划的分析、制定与执行7.Newstoreplan新店计划8.Companyactivities公司活动4MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercenterBuye

rYearlyWork1.Datapreparation&linereview(twiceayear,oneis6wksafterCNY,theotheroneisJulyeveryyear)年度数据准备和供应商及其商品的表现分析(每年两次:一次

在过年后6周后;一次在每年7月初至7月中)InformationResourcesInclude:商品信息来源：1）Industryinformation:ACNeilsen/GFK/CTR外部信息的收集：.ACNeilsen,GFK,CTR2）Competitorinform

ation:identifytheopportunityitemandclass外部竟争对手方面信息分析：找出有机会的商品与分类3）Performancereviewofexistingvendors(includecon

signmentvendors)toidentifyopportunityvendors:YTDSales(best&worst)/GP/Sales/InventoryTurnover/Orderfilling/RTV)回顾目前供应商(包括联销商)的表现（YT

D供应商表现(最佳&最差供应商)/毛利,销售,库存周转,送货率,退货）找出有机会的供应商5MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercen

terBuyerYearlyWork4）Linereview(includeconsignmentitem)bybrandtoidentifyopportunityitem(Sales/Pricepoint

/GP/SpaceanalysisinBJ/GZ/SH,includereviewingslowmovementandnonmovementitems)按品牌的商品(包括联销商品)结构分析(北京、广州、上海三地销售&

毛利/价格点/空间分析,并且对周转慢或无销售商品进行回顾）5）ReviewLotusHousebranditem回顾易初莲花定牌商品6）ReviewLotusGZSourcing,ThaiSourcingItem回顾易初莲花广州商品、

泰国进口商品Analyzeandreviewtomakeactionplanon:通过分析制定行动计划：-categories/vendors/brands/itemsthatneedtokeep需保留的分类,供应商,品牌,商品-categories/v

endors/brands/itemsthatneedtodelete(vendordeletionneedtogetapprovalfromAlextopreventmisconductofbuyers.do

lessconsignmentvendorsandensureonebarcodeisonlyforonespecificitem)需删除的分类,供应商,品牌,商品(取消供应商要经过Alex批准，防止采购不正当操作，要尽量少做销供应商

，并且保证一个条码对应一个商品)-categories/vendors/brands/itemsthatneedtoexpand需扩充的分类,供应商,品牌,商品6MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSuperc

enterGO最重要的5个部门MeatLiquorHBAMen’WearPaperSmallAppliance最有机会5个部门✓Dairy&Daily✓Snack✓HHC✓Bedding✓Shoes发展部门✓El

ectronicconsignment✓Automotive✓Homedecorative&furniture✓Houseware✓Seafood✓Frozen✓DriedVegetable&Fruit7MOBD100%Poss

ibility100%ProbabilityFindTheMostEfficiencyLotusSupercenterBuyerYearlyWork2.YearlySales＆GPandOtherIncomeTargetSettingandFollowing

Up(onceayear)年度销售额、毛利及营业外收入指标的分析，确定及执行(每年一次）1）F/A,OperationandMDSEreviewLYSales,GPandOtherIncome财务部、营运部、采购部一起分析上一年度销售,毛利及营业外收入2）F/A,OperationandMDSE

settargetforthenextyear财务部、营运部、采购部一起制定下一年度销售，毛利及营业外收入3）Allocateappropriatetargettoeachdept.把年度指标合理分配到各个部门去执行4）Eachdepartmentmakeac

tionplanaccordingly：weshouldfocusonhighsales,marginandhighticketitem;buyersshouldallocatethetargettoeachvendor.(buyersneedtoreviewlastye

arperformanceoftheirvendorsbeforeallocatingsalesandmargintargettoeachvendor.)各部门制定相应行动计划，要关注销量高,毛利高和买单量高的商品。采购也要

为每个供应商制定下一年度的销售目标，毛利目标.(采购在做每个供应商的年度销售目标及毛利目标前先要对部门里的每个供应商做上一年的表现回顾）8MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSuperc

enterBuyerYearlyWork3.VendorNegotiation年度供应商谈判1)Notice:(几点注意事项)•DivisionheadandMDSEmanagershouldcoachbuyersinnegotiationskills

采购经理要培训采购员谈判技巧和方法•Negotiationwithvendorsshouldbefacetoface;assistantbuyersshouldhelpbuyersinarrangingnego

tiationschedule;采购员应该跟供应商面对面谈判,采购助理应该帮助采购员安排供应商谈判的时间表•BothvendorsandbuyersneedtosignBusinessEthicAgreementbeforenegotiationstarts.采购员和供应商

在开始谈判之前要签订商业道德协议;Forvendorsalsodobusinesswithourcompetitors,buyersneedtoknowrelevantinformation,suchasitemstyle,

costetc.Ifavendorprovidegoodmerchandisetoourcompetitorsbutnottous,buyersshouldpunishthevendor.Forinstance,givelesspromotionsupporttothem.若该供应商

的商品在竞争对手那里有销售,采购必须了解其在竞争对手那里销售商品的品种,成本等.如果发现供应商提供好的商品给竞争对手而不给我们,采购员要对其采取惩罚措施,如:在促销位置方面对其不予支持等.9MOBD100%Possi

bility100%ProbabilityFindTheMostEfficiencyLotusSupercenterBuyerYearlyWork2)ObjectivesofNegotiate(includenewandexistingvendors)谈判内容(包括新,

老供应商)a)VendorPerformanceReview根据上一年度供应商合同的表现,谈判下一年度合同并按合同谈判标准更新老合同-SalesReview销售回顾-GPAmt.Review毛利率回顾-D&AReview营业外收入的回顾D&A-

Inventoryreview库存回顾-RebateReview年返的目标回顾与达标b)Byvendoritemreviewtodecideitemsremainingfornextyearanddiscussnew

itemplanofvendors根据上一年度供应商商品的表现,定下一年要做的商品.包括来年新品上市计划c)negotiatefornextyear’spromotionplanbasedonanalysisoft

hisyear根据上年度供应商促销情况,谈下年度的促销计划d)finalmerchandisestructureandpromotionplan最终确定供应商商品结构及促销计划10MOBD100%Possibility100%ProbabilityFindTheMostEffic

iencyLotusSupercenterBuyerYearlyWork4.SeasonalSchematicMajorChange,ItemMaintenance&Replenishmentprocess年度季节性商品陈列调整、商品维护及补货过程-Emp

hasize(强调)•Eachdeptshouldfinishtheschematicchangebeforesalespeaktime所有季节性商品陈列调整必须在销售高峰来临前完成•Theprincipleofschematicismakeful

lyuseofourshelfspace商品陈列的标准是要充分利用货架空间•weshouldevaluatethespaceperformanceofeachtime,namelyROIbyspace,toensurethes

paceiswellorganized.我们要衡量每个商品货架空间回报率,即考核所占空间和它的销售比例,确保合理的陈列空间•Wecanrequestvendorstodomajorchangeforus(seasonaldepar

tment)(ieasktop5vendorsofeachdepartmenttohelpusdomajorchangeschematic)季节性大调整,我们可以要求供应商跟我们一起完成(季节性部门)(如:我们可要求部门前5供应商来帮他们做季节大调整的货架)11MOB

D100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercenterBuyerYearlyWork-ProcessofMajorChange季节性大调整的流程1）Analyzeitemperformanceto

determinefinallayout（SchematicDept)根据商品表现分析确认商场布局（陈列部）2）Samplecollectionaftermerchandisestructureisapp

roved(Merchandise)根据最终确认的商品结构开始样品收集(采购部)3）Setupschematicinsampleroom(Merchandise)按陈列部门的季节性调整的时间表按排每个部门在样品室建立陈列(采购部)

4）Sampleschematicapproval(merchandisehead)进行样品房摸板陈列的批准(商品部头)5）Schematicdraftingandmatching(Merchandise/SPT)陈列批准后制作草图并核对(商品部/陈列部)6

）Finalschematicdrawinginsystemandapproval（SchematicDept.)最终系统陈列图纸的制作及批准(陈列部)12MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSu

percenterBuyerYearlyWork7）Itemmaintenance&Newitemcreation(IM)最终图纸批准后的商品信息的维护&新品的生成(信息维护部)8）OrderPlacing(AR)开始进行订货(自动补货部)9）Deliverin

g&receiving(DC&Stores,AR,Merchandise)催货及收货(大仓,门店,自动补货部,采购)10）Displayexecutioninstore(Stores)门店收到正式图纸后执行陈列(门店)11）Insp

ectionofactualin-storeschematic(Merchandise)(div.headandmdse.headshoulddospotcheck)采购到门店进行陈列检查(采购经理和商品部负责人要抽查)13MOBD100%Possibility100%Proba

bilityFindTheMostEfficiencyLotusSupercenterBuyerYearlyWork5.Exitplanpackage(aftermajorchange)年度退出计划（每年大调整后）1）Reviewandanalyz

einventoryaftermajorchanges对每年两次季节性陈列调整后的库存进行回顾分析2）Listoutto-exititem列出准备退出的商品清单3）NegotiatefornonRTVAllowancetocompensatedestroy&markdo

wn跟供应商谈不退货津贴来抵消销毁和降价损失4）MakeexitplaninRAMS在系统中做出退出计划5）Sendexitplantostoresandinformvendorstocollecttheirmercha

ndise发送退出计划到门店，并通知供应商将货退清14MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercenterBuyerYearlyWork6

.Yearlymarketingpromotionanalysing,planningandexection(onceayear,eachmonthupdateplanofthecoming2months)年度市场部、商品部促销计划的分析、制定与执行（每

年度一次，每月更新下两个月计划）Al’srequirementsMrAl的几点要求:Mdse.&maketingplanshouldlinktogether,bothheadsshouldcapturethegoodplanfromthebuyersanddetails商品部和市场部应该联系在一

起,两个部门的经理都应该从采购员和细节中获取好的计划•tabselectionmustbecentralized;150itemsmaximumforeachtab,95ofthemshouldprovidedbynationalvendorsandthere

st55fromlocalvendors.海报商品的选择必须中央集中化;每期海报最多150个商品,其中95个来自全国供应商,剩余的55来自地方供应商•weshouldcontrolnationalvendorsbynationaltab,我们要用全

国海报来控制全国供应商,非全国供应商不能上全国海报15MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercenterBuyerYearlyWorkDetailedproceduresare:具体

的流程:1）MerchandisetogetherwithMarketingandOperationreviewlastyearperformanceofmarketingprogram,tabandinstorepromotion.采购部和市场部一起分析上一年度的市场部活动

、海报和店内促销情况2）Theabove3partiessetplanonmarketingprogram,tabandinstorepromotion(specialpurchaseitem)forthenextyear.采购部和市场

部部一起制订下一年度的市场部活动、海报和店内促销（特殊采购商品）计划3）Merchandiseschedulenegotiationwithvendorsandintegratevendorpromotionplanwithmarketing/promot

ionprogramplan.商品部门根据计划合理按排谈判时间，将供应商的全年促销活动与易初莲花的市场部计划整合一致4）Determinetabitemselection,orderplacingandarrivingschedule最终制

定出全年海报的选择时间表、海报订货及到货的时间表5）Marketingmakestorefeatureanddisplayexecutionplan市场部制定门店年度堆头及陈列的执行计划16MOBD100%Possibility100%ProbabilityFindThe

MostEfficiencyLotusSupercenterBuyerYearlyWork1）Newstoreopenmasterplan开店计划-LotusExpansionPlan扩张计划82618GZ814041Total2113828BJ5225270

4,15SHTotal20052004Region7.Newstoreplan新店计划Co.Code17MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercent

erBuyerYearlyWork-Whenanewstoreisopenedinthecitywithexistingstore,buyerscan’tcopythemerchandisestructureofthatexistingsto

re,butneedtodolinereviewtodeterminethenewstore’smerchandisestructure.Andirrationalaspectsofexistingstore’sstructurehastobeadjustedatthesametime

toensureallstoresinsamecityhassimilarmerchandisestructure.采购在旧城开新店时不能完全拷贝该城老店的商品结构，而要做完整的linereview来确定新店的商品结构。并且要将

老店不合理的地方一起调整，确保一个城市商品结构基本保持一致。-IfanewstoreG.O.isbetweenseasonaltransition,buyershavetocompleteseasonalitementryproces

sinadvance.新店开业时候正好遇到是季节过度期时，采购要考虑季节性商品在新店开业前就进入.-NewstoreG.O.timehastobeinaccordancewithTabperiod.新店开业的时间尽量要与海报开始的时间保持

一致18MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercenterBuyerYearlyWork2）Merchandisesetu

pplan商品筹建计划ie.Newcitynewstore新城新店Start:5monthbeforeG.O.）-MarketSurvey(1month.)市场调查-SurveyresultPrese

ntation(2weeks.)商品调查结果汇报-VendorNegotiationandIdentifyMDSEAssortment（2month)供应商谈判，确定商品-Schematic(1month)商品陈列-ItemInformation(2weeks)商品信息-Iss

ueP.O.(2weeks)发送订单-Promotionselection(tab&featureitem)促销商品的选择（海报和堆头商品的制定)-Merchandisereceiving(2weeks)收货•19MOBD100%Possibil

ity100%ProbabilityFindTheMostEfficiencyLotusSupercenterBuyerYearlyWork8.Companyactivities公司活动1)SeasonalMerchandiseShow年度季节性商品陈列展示会Twiceayear,su

chasbeforeCNY,weshouldhaveamerchandiseshowwhichmaytake2.5days(Apparelwillhaveapparelshow).Selectedvendorswilltaketheirmerchandiseanddisplaythe

mprofessionallyontheshow,likeindepartmentstore.Meanwhile,MdseandOperationheadsshouldparticipateintheshowtodiscussandlear

n.ThepurposeofdoingthisistoteachourOperationteamonhowtodisplay.每年两次,例如中国新年前,我们应该举办为期约2.5天的商品展示会(服装将有服装展示),要

求供应商提供样品并在会上陈列,要像百货店一样专业的陈列.届时全国商品部,营运部负责人都要来参加,并互相讨论&学习.目的：让我们的营运部门知道应该怎样做陈列。.2)Companyconference公司会议3)Buyerconference采购员大会4)Vendormeeting供应商会议20MOB

D100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercenter2.MDSE.Daily,weekly,monthlyworkplan商品

部日、周、月工作计划GO21MOBD100%Possibility100%ProbabilityFindTheMostEfficiencyLotusSupercenterThankYouForYourTime22