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1、1,Buyer Yearly Work,MDSE. Work Plan 易初莲花2005年商品部工作计划 2005.01.05,2,1. MDSE. Yearly Work Plan 商品部年度工作计划 2. MDSE. Daily,weekly,monthly work plan 商品部日、周、月工作计划,3,1. MDSE. Yearly Work Plan 商品部年度工作计划,4,Buyer Yearly Work,1. Data preparation & line review 年度数据准备和供应商及其商品的表现分析 2. Yearly Sales&GP and Other Inco
2、me target setting and following up 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. Vendor performance evaluation & negotiation planning 年度供应商年度表现评估与谈判计划 4. Schematic (seasonal) Change, Item Maintenance & Replenishment Process 年度商品陈列(季节性)调整、商品维护及补货过程 5. Exit plan package(after major change) 年度退出计划（Major Change 后) 6. M
3、arketing program and promotion plan analyzing, proposing and execution 年度市场部、商品部促销计划的分析、制定与执行 7. New store plan 新店计划 8. Company activities 公司活动,5,Buyer Yearly Work,1. Data preparation 一次在每年7月初至7月中) Information Resources Include: 商品信息来源： 1）Industry information: AC Neilsen /GFK/CTR 外部信息的收集：.AC Neilsen
4、 ,GFK,CTR 2）Competitor information: identify the opportunity item and class 外部竟争对手方面信息分析：找出有机会的商品与分类 3）Performance review of existing vendors(include consignment vendors) to identify opportunity vendors: YTD Sales(best&worst)/GP/ Sales/Inventory Turnover/Order filling/RTV) 回顾目前供应商(包括联销商)的表现（YTD供应商表现
5、(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,6,Buyer Yearly Work,4）Line review (include consignment item)by brand to identify opportunity item (Sales/Price point/GP/Space analysis in BJ/GZ/SH, include reviewing slow movement and non movement items) 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
6、进行回顾） 5 ）Review Lotus Housebrand item 回顾易初莲花定牌商品 6 ）Review Lotus GZ Sourcing, Thai Sourcing Item 回顾易初莲花广州商品、泰国进口商品 Analyze and review to make action plan on: 通过分析制定行动计划： - categories/vendors/brands/items that need to keep 需保留的分类,供应商,品牌,商品 - categories/vendors/brands/items that need to delete (vendor
7、 deletion need to get approval from Alex to prevent misconduct of buyers. do less consignment vendors and ensure one bar code is only for one specific item) 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/items that need to expand 需扩充的分类,供应商,品牌,商品,7,G
8、O,最重要的5个部门 Meat Liquor HBA Men Wear Paper Small Appliance,最有机会5个部门 Dairy & Daily Snack HHC Bedding Shoes,发展部门 Electronic consignment Automotive Home decorative & furniture Houseware Seafood Frozen Dried Vegetable & Fruit,8,Buyer Yearly Work,2. Yearly SalesGP and Other Income Target Setting and Follo
9、wing Up (once a year) 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, Operation and MDSE review LY Sales, GP and Other Income 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, Operation and MDSE set target for the next year 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）Allocate appropriate target to each dept. 把年度指标合理分配到各个部门去执行 4）Ea
10、ch department make action plan accordingly：we should focus on high sales, margin and high ticket item; buyers should allocate the target to each vendor. (buyers need to review last year performance of their vendors before allocating sales and margin target to each vendor.) 各部门制定相应行动计划，要关注销量高, 毛利高和买单
11、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）,9,Buyer Yearly Work,3. Vendor Negotiation 年度供应商谈判 1)Notice: (几点注意事项) Division head and MDSE manager should coach buyers in negotiation skills 采购经理要培训采购员谈判技巧和方法 Negotiation with vendors should be face to face; assistant
12、 buyers should help buyers in arranging negotiation schedule; 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 Both vendors and buyers need to sign Business Ethic Agreement before negotiation starts. 采购员和供应商在开始谈判之前要签订商业道德协议; For vendors also do business with our competitors, buyers need to know relevant infor
13、mation, such as item style, cost etc. If a vendor provide good merchandise to our competitors but not to us, buyers should punish the vendor. For instance, give less promotion support to them. 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.,10,Bu
14、yer Yearly Work,2)Objectives of Negotiate (include new and existing vendors) 谈判内容(包括新,老供应商) a) Vendor Performance Review 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 -Sales Review 销售回顾 -GP Amt. Review 毛利率回顾 -D&A Review 营业外收入的回顾 D&A -Inventory review 库存回顾 -Rebate Review 年返的目标回顾与达标 b) By vendor item review to
15、 decide items remaining for next year and discuss new item plan of vendors 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) negotiate for next years promotion plan based on analysis of this year 根据上年度供应商促销情况, 谈下年度的促销计划 d) final merchandise structure and promotion plan 最终确定供应商商品结构及促销计划,11,Buyer Yearly Work,4.
16、 Seasonal Schematic Major Change, Item Maintenance & Replenishment process 年度季节性商品陈列调整、商品维护及补货过程 -Emphasize(强调) Each dept should finish the schematic change before sales peak time 所有季节性商品陈列调整必须在销售高峰来临前完成 The principle of schematic is make fully use of our shelf space 商品陈列的标准是要充分利用货架空间 we should evaluate the space performance of each time, namely ROI by space, to ensure the space
