家乐福 全套管控文件.doc 327页

版本 1.2 2003年5月  目 录 目标 原则 方法 附件  1. 目标 尽早确认同 Boucle Complete 有分歧之处，并采取行动计划加以纠正。 当下列情况产生时，必须采取行动计划: 没有遵循Boucle Complete 的程序， 指标结果没有达到预期值 , 协调者和审查者的审查结果中指出的错误。 2. 原则 何时采取行动计划 每当我们纠正同BoucleComplete原则有分歧点时，或每当我们要改善某一结果时。 至少每月各部门要有一个行动计划。 采用的文件 销售主管必须填写行动计划表。 (见附件 1) 营业部门的行动计划由处长签字，服务部门由店长签字。. 订货组保留一份行动计划的复印件。 2.3 负责人 建立行动计划 营业部门 销售主管由处长同意后，负责建立行动计划。. 某一行动计划也可以是处级别的。 (如库房的整理) 服务部门 收银，收货，保安部根据对相关BoucleComplete程序的遵循与否而采取行动计划。且行动计划须经店长同意。 组织并实施 订货主管同管理层根据行动计划，总结每周情况要点。 3. 确认潜在分歧因素的方法 ( 见附件 2 3.1 指标: 某一指标低于该区指标。 某一指标没有达到目标。. 3.2 程序 是否严格遵循程序。 3.3 Boucle Complete 协调者和审查者 审查者每年巡每家店一次。 区 Boucle Complete 协调者 每月巡每家店一次。.  A1 行动计划表 A2 工具 附件1: 行动计划表 附件2: 工具 版本 1.2 2003年5月  目 录 目标 原则 方法 附件  1. 目标 尽早确认同 Boucle Complete 有分歧之处，并采取行动计划加以纠正。 当下列情况产生时，必须采取行动计划: 没有遵循Boucle Complete 的程序， 指标结果没有达到预期值 , 协调者和审查者的审查结果中指出的错误。 2. 原则 何时采取行动计划 每当我们纠正同BoucleComplete原则有分歧点时，或每当我们要改善某一结果时。 至少每月各部门要有一个行动计划。 采用的文件 销售主管必须填写行动计划表。 (见附件 1) 营业部门的行动计划由处长签字，服务部门由店长签字。. 订货组保留一份行动计划的复印件。 2.3 负责人 建立行动计划 营业部门 销售主管由处长同意后，负责建立行动计划。. 某一行动计划也可以是处级别的。 (如库房的整理) 服务部门 收银，收货，保安部根据对相关BoucleComplete程序的遵循与否而采取行动计划。且行动计划须经店长同意。 组织并实施 订货主管同管理层根据行动计划，总结每周情况要点。 3. 确认潜在分歧因素的方法 ( 见附件 2 3.1 指标: 某一指标低于该区指标。 某一指标没有达到目标。. 3.2 程序 是否严格遵循程序。 3.3 Boucle Complete 协调者和审查者 审查者每年巡每家店一次。 区 Boucle Complete 协调者 每月巡每家店一次。.  A1 行动计划表 A2 工具 附件1: 行动计划表 附件2: 工具 Version 1.1 June 2000 C O N T E N T S Definition Objective Schedule Commercial Department responsibilities Security Department responsibilities Order pool responsibilities Accounting responsibilities Attachment Definition An item is considered as unsalealable if: It is damaged, The expiry date is over, The fresh chart in terms of selling date, freshness and/or quality is not respected, The package is damaged and it is impossible to repack, The packaging is empty. Objective To record and destroy all unsaleable and/or unreturnable broken goods in order to ensure a reliable stock balance and margin in the system. Schedule Prerequisite Determine a single place in Food and Non Food storage for Breakage: All identified products will be located and stored in the designated area. All items are stored by department. Commercial Team Responsibilities 5.1 Commercial Employee Use HAND HELD TERMINAL to scan the items’ barcode, input quantity actually thrown away. Check if the entries are correct with right Stock Adjustment Reason Code (B=Breakage), then save and print one Breakage Report (See attachment 1). 5.2 Sales Manager Check and sign the Breakage Report according to the Breakage items. Value (by Stock Adjustment Report) and analyze the Breakage (on daily, weekly, monthly basis). Give the Breakage amount to the Order Pool for daily signboard updating at a fixed time. ( Define and set up action plans if breakage exceeds forecasts. Security Team Responsibilities: 6.1 Check the accuracy and details of the items to be disposed with the Breakage Report. 100% double check has to be done before any disposal is approved and signed. 6.2 Inquire immediately with Sales Manager if there is any discrepancy: Quantity on Report real quantity: Commercial Employee scans the difference, then come up with an additional Breakage Report identifying the difference in quantity from the previous Report. Security signs only when he gets all the Breakage Reports. Quantity on Report real quantity: Commercial Employee must indicate exactly the right quantity on the Breakage Report and Security has to check and sign. The Security must send the Breakage Report to the Order Pool every day in order to make a Stock Adjustment on the same day. Throw the Breakage goods into Garbage Compactor, or destroy the goods manually if no compactor. 7. Order Pool Responsibilities 7.1 If Quantity on Report real quantity: Correct the stock in the System according to the modified Breakage Report. 7.2 Print the Stock Adjustment Report and staple it to the Breakage Report. 7.3 Update the Breakage amount on the Signboard by Department everyday using the amount given by Sales Manager. 7.4 Submit all documents to Accounting. 8. Accounting Responsibilities Must ensure daily reconciliation by printing all the Stock Adjustment Reports and cross check with the Breakage Report for consistency control, and summarize the total value for loss control. Investigate with Sales Manager in case of discrepancy. Keep filing of all documents for 3 months.  Attachment 1: Breakage ReportAttachment 1: Breakage Report Carrefour China --家乐福- 版本 1.1 2000 年 6月 目录 定义 目标 日程表 营业部门职责 保安部门职责 订货小组职责 财务部职责 附件 定义 商品报废是指不能销售的物品（因为损坏，溅漏….）和空包装盒。每天，家乐福人员，必须从销售区，收银台，服务中心…收集并扔弃。因为我们不能退给供应商。 该商品确认为无法销售之单品 已损坏。 超过保质期 销售日期，新鲜度和/或质量没有遵守生鲜产品条例。 包装破损且无法重新包装 只剩包装 目标 登记并销毁所有无法销售和/或者无法退货的报废商品， 保证可靠的库存平衡和毛利。 3. 日程表 商品报废进程必须在当(B=Breakage)(相符正确，然后存盘并打印商品报废报告（见附件1） 销售主管 根据报废单品，检查并在报废报告上签字。 根据金额(按库存调整报告)分析报废(每日，每周，每月)。 固定时间将报废金额提供给订货小组，张贴在告示板上。 如果商品报废超过预估，详细说明并建立行动计划 。 6. 保安部门职责： 6.1 根据商品报废报告检查所处理单品的准确和详细资料。 任何决策同意并签字前，必须100%复查。 6.2 如果有任何矛盾立即同部门主管调查。 报告上数量 实际数量 营业人员 扫描差异数量, 并打印附加商品报废报告表明同先前 报告的差异。只有当所有商品报废报告收齐时，保安才签字。 报告上数量 实际数量 营业人员在商品报废报告上确切修改成正确数量后，交给保安 检查签字。保安必须每日将报废报告递交给订货小组用来进行 当日库存调整。 6.3 将报废商品扔入压碎机，无压碎机就人工销毁。 7. 订货小组职责： 7.1 如 报告上数量实际数量 根据修正的商品报废报告修改库存。 7.2 打印库存调整报告， 并同商品报废报告装订在一起。 每日，在告示版上更新由销售主管提供的报废金额。 7.4 将所有文件递交给财务部。 8. 财务部职责： 必须打印库存调整报告保证每日数据一致，并交叉检查报废报告，用来控制咨询管理一致，并累加总金额以控管损耗。 如有分歧，同销售主管一起调查。 保证所有文件至少存档 3 个月。 商品报废报告 * 附件 * 版本 1.1 2003年1 月  目录 目标 先决条件 店申请步骤 商品部程序 各处的周计划 附件 1. 目标 改善店与商品部之间的沟通以： 更新PIV 系统中的错误资料 通知商品部以减少供应商的缺货 只有唯一的邮件地址负责接收店申请和反馈商品部的修改情况。 工作优先权＝每日申请要求不大于10个。 2. 先决条件 店和商品部都应严格遵守沟通计划. 不论店申请是否被商品部接受, 商品部应最迟在周五向店反馈信息. 3. 店申请步骤 3.1. 部门销售主管 各部门销售主管应将申请修改的单品资料输入”单品错误资料申请表”。(见附件1)　　各部门每日的申请不得大于10个。（避免商品部收到过多信息＝注重优先性） 应遵守以下输入时间: 3.2. 处长 收集本处修改申请并用邮件传送给店订货部主管. 应遵守以下传送时间: 3.3. 订货部主管 收集各处”单品错误资料申请表”并用邮件发送给商品部.(邮件地址示例: MU North-shortage-P4 data@ 应遵守以下发送时间: 当店订货部主管收到商品部反馈的申请表时，应发送各处（至少星期六要收到一周的反馈）. 应遵守以下发送时间: 商品部程序 4.1. 商品部各处秘书 接收各店 ”单品错误资料申请表”. 各部门每日的申请不得大于10个。（避免商品部收到过多信息＝注重优先性） 当日打印出各店申请表并分发给各相关谈判员. 用“跟踪表”跟进相关人员的反馈意见（见附件2）. 4.2 商品部谈判员 最好当日内检查各申请表并写下是否修改及原因的答复, 然后按下列时间表交还给商品部处秘. 4.3. 编码部 从商品部处秘处接收经谈判员核实的修改申请表. 一天内在系统中完成相应的修改工作. 4.4 商品部处秘 把商品部和编码部的确认按下列时间反馈回各店. 计划表 附件1：单品错误信息修改申请表 附件2：单品错误信息修改申请跟踪表 附件2：单品错误信息修改申请跟踪表 版本 1.4 2002年06月 目录 目标 原则 人力资源 培训 职责 日常工作 进程 目标 有可靠的理论库存和毛利 确认未知损耗的数量和金额 原则 所有的小分类单品（包括停止单品）至少每月盘点一次除了以下所列的部门及商品： 10部门进口酒和香烟：每周一次 30部门电池：每周一次 家电：小家电（陈列于展柜中的）每周一次 其他家电商品每月一次 周期盘点计划由各店制订。 所有负库存单品必须参与周期盘点每日进程。 下列情况不能进行周期盘点: 单品被删除的第二天 每个月的第一天 每日周期盘点必须在无商品进出的情况下进行 收货进程不受影响，但所收进的单品库存必须在周期盘点结束后增加到系统内。 周期盘点必须在营业之前结束 。 数据传送必须在10：00 AM 之前结束。（由P4决定） 周期盘点计划中所有相应的退货和报废单品必须在周期盘点日之前退掉和报废掉。不然的话，会被计算入库存。 人力资源 培训 3.1 店员培训 店销售人员将由设备组织经理（如有的话）或订货小组主管培训 周期盘点程序 店销售人员将由 IT 主管培训: Pacific4和手提扫描机的使用 店财务人员将由设备组织经理（如有的话）或订货小组主管培训 周期盘点程序 3.2 商品部销售人员的培训 商品部销售人员必须知道周期盘点程序和 4. 职责 国家设备组织经理 或商品部 提供按小分类建立国家周期盘点计划的表格工具并分摊每日工作量。 国家财务经理职责 建立国家级别的商品抽检比率清单。(见附件2) 店销售人员职责 销售主管应将每一小分类的单品数输入周期盘点计划，财务主管可据此来安排复盘的人手。 销售主管根据周期盘点计划负责组织周期点. 店设备组织经理（如有的话） 或订货小组主管 打印负库存单品清单。 根据各店周期盘点周期盘点 过帐进程在10：00 AM 前结束。 根据各店周期盘点 财务主管 全权负责复查和修正的过程。（7：00am-9:00am） 组织检查人员。 过帐的权威性。(10:00之前) 同营业部门一起解释对于有重大库存差异的盘点单品（数量超过50个或金额超过500.00RMB） (12:00am之前) (见附件4) 5. 日常工作 店销售人员 日常工作/ 下午 准备 必须准备充足的人力进行周期盘点。 必须确保库房的安排根据库房程序，并且准备周期盘点的单品已经粘贴好盘点贴纸。 必须确保卖场里的所有单品都有货架标签。 日常工作/ 上午 清点（晚上闭店后） 根据盘点规则确保商品处于有条理和整洁的状态。 在当日周期盘点 按盘点规则开始清点单品。 在标签贴纸上写上所清点的数量结果。 扫描（6：30-7：15） 准备足够的手提扫描机。 扫描应遵循3个原则： 从左到右扫描 从上到下扫描 货架到货架扫描 从卖场到库房的顺序，将盘点标签贴纸上的数量输入手提扫描机。 如果货架上无某单品, 扫描货架上的标签并输入“0”(包括停止 单品). 若扫描失败，则手工输入条码。 当未知条码被扫描,数量可以输入并会保存在 ‘周期盘点’中，但无法进行库存的调整。 将所有带有错误条码单品的样品堆放在地上为便于辨认。 数据已输入后，在该盘点贴纸上作记号。 报告（7：15-7：35） 打印‘未盘单品报告’和‘未知条码报告’。 修正和调整所盘单品（7：15-7：35） 解决未知条码问题。 确保‘未盘单品清单’上无有库存单品。 打印‘按扫描顺序的周期盘点报告’ 初查 营业部门必须100%检查周盘报告上与盘点卡上数量不符的单品-使用按扫描顺序的周期盘点报告。 不要移去标签不要补货，直到财务人员完成任务。 初查后，递交按扫描顺序的周期盘点报告给财务监督人员。（7：30am之前） 5.2 复查小组 5．2．1每日工作/上午 财务监督人员：收到营业部门递交的按扫描顺序的周期盘点报告后，打印有库存差异的周期盘点报告。 将有差异的单品标注在按扫描顺序的周期盘点报告上并交给复盘人员。 检查人员必须检查按扫描顺序的周期盘点报告上同实际库存有较大差异的单品。 若发现任何分歧,在报告上手工修正数量并同销售主管确认。 检查者在周期盘点 修改 在系统中修正所有所盘单品的数量。 再次打印周期盘点周期盘点 打印 ‘库存数量调整报告’ 并交给财务部存档至少三个月。 在周期盘点 ‘负库存报告’周期盘点 ‘负库存报告’复印件给销售主管用来分析和采取行动。 5．3．2每日工作/下午 准备 根据周期盘点 ‘周期盘点’ (来日要盘的单品)。 打印 ‘周期盘点’ 提交所有报告给处长或销售主管。 5. 3. 3 每月 报告 打印当月‘未盘单品清单’。 提交报告给店长。 打印月库存调整报告并递交给财务部。 6. 进程 每日 月底 附件 1: 盘点贴纸 附件 2: 国家商品抽检率清单 附件 3: 国家周期盘点计划(样板) 附件 4: 周期盘点重大差异控制表附件 1: 盘点贴纸 附件 2: 国家商品抽检率清单 (TO BE FINISHED BY NATIONAL ACCOUNTING)  Attachment 4: cycle count big difference control list Version 1.4 June 2002  C O N T E N T S 1. Objectives 2. The Principles 3. Human Resources and Training 4. Responsibilities 5. Routine Job 6. The Process Flow 1. Objectives To have a reliable theoretical stock in the system To identify the quantity and amount of unknown loss 2. The Principles All the sub-families (including Stop Items) are counted at least once east 3 month except some departments sensitive family special examples: Department 10 imported drinks cigarettes: once a week Department 30: battery family once a week. Appliance: small appliance (glass cabinet) once a week other part once a month Cycle Count planning must be defined at Store level under control from BC Coordinators. All negative stock items are integrated into Cycle Count Process every day. Cycle Count cannot be done on: The following day after the item deletion day (every Sunday) The first day of each month (before Post Data for Accumulation) Daily Cycle Count has to be done during non-movement items (in/out) Receiving Yard process is not affected but the incoming stock should be isolated until the end of the Cycle Count Process. Cycle Count must be completed before store opening Postings anytime before 10:00 a.m. (defined by Pacific 4) All the returns and breakage of the corresponding items from the Cycle Count planning should be completed before the Cycle Count day. If not, the returns and breakage have to be counted as inventory. 3. Human Resources and Training 3.1 Store Teams Training Commercial Teams have to be trained by the Organization Systems Manager if exists or by Order Pool Head for: Cycle Count Procedure Commercial Teams have to be trained by the IT Head for: Pacific 4 functionality and usage of Hand Held Terminal Accounting Teams have to be trained by the Organization Systems Manager if exists or by Order Pool Head for: Cycle Count Procedure 3.2 Merchandise Division Team Training Merchandise Division Teams have to be informed with Cycle Count Procedure to be aware of the Cycle Count process in the store 4. Responsibilities 4.1 National Organization Systems Division or Merchandise Division Provide the national Cycle Count EXCEL TOOLS planning by sub-family and spread out consistently the workload. 4.2 National Financial Manager Build the National Goods Checking Ratio List. (see Attachment 2) 4.3 Commercial Team The sales manager should put the quantities under each sub family into the Cycle Count planning so that the Accounting Head can arrange the checking team accordingly. The Sales Manager is responsible to organize the Cycle Count according to Store Cycle Count Planning. The Sales Manager ensures enough human power to do the Cycle Count according to the planning. The Sales Manager is responsible for the accuracy of the sub-family inventory quantity. 4.4 Organization Systems Manager or Order Pool Head Print Negative Stock Report. Prepare Cycle Count List according to Store Cycle Count Planning and add the minus stock items into the daily Cycle Count list. Correct the discrepancies on the Cycle Count Report, print the correct Cycle Count Report and staples with the old report. Do posting process before 10:00am. Follow up the Cycle Count Schedule on the Boucle Complète Signboard. Ask the commercial to give the explanation for big stock discrepancy (more than 50 pcs or 500 RMB) (see Attachment 4). 4.5 Accounting Head Is responsible for the checking and correction steps from (7:00 AM to 9:00 AM) Manage the Checking Team Authorize the posting.(Before 10:00AM)- Must be informed the big stock discrepancy and signed the cycle count big difference control list. (more than 50 pcs or 500 rmb) （See attachment 4） 5. Routine Job 5.1 Store Commercial Team 5.1.1 Daily activity / Afternoon Preparation (evening before) Must plan sufficient manpower to handle Cycle Count process. Must make sure that storage areas are arranged according to Storage Organization Procedure and goods to be counted are with Inventory Sticker ready for Cycle Count. Must make sure that in the Sales Area every item has one Shelf tag. 5.1.2 Daily activity / Morning Counting (evening before after store closing) Ensure that all goods are well arranged and piled up according to inventory rules. Put a sticker in front of all items included in Cycle Count List. Start counting goods according to inventory rules. Write quantities onto stickers. Scanning(from 6:30 to 7:15) Take the necessary quantity of Hand Held Terminal. 3 scanning principles need to obey: Scan from left to right Scan from up to down Scan from element to element Start to scan item from sales area to storage and key in the quantity according to Inventory Sticker. If no goods on the shelf, scan the shelf tag barcode and key in quantity ‘0’ (including Stop Item). If scanning failed, key in the barcode number In case of unknown barcode is scanned, quantity input is allowed and will be kept in a special file “Cycle Count Unknown Barcode Report” but not possible to be posted to adjust the stock quantity. Put on the floor the item with unknown barcode for easy identification. Put a cross on the Inventory Sticker after each key-in. Reporting (from 7:15 to 7:35) Print the Item Not Yet Counted and Unknown Barcode Report. Modification and Adjustment of the counted items (from 7:15 to 7:35) Resolve unknown barcode problems. Make sure there is no more item in the Item Not Yet Counted Report Print the Cycle Count Report by Sequence Number. First double checking Checking Team must check 100% of the Cycle Count Report quantity against the sticker’s quantity—Use the file of Cycle Count Report by Sequence Number. Do not remove the stickers and do not replenish the shelf until Accounting Team performs double checking step. Provide the Cycle Count Report by Sequence Number after checking to Accounting supervisor(before 7:30). 5.2 Checking Team 5.2.1 Daily activity / Morning Accounting supervisor : after receiving the Cycle Count Report by Sequence Number from Commercial team ,print Cycle Count Report (with discrepancy). The discrepancy are highlighted on the Count Report by Sequence Number given to double checking team. Checking Team must check the counted quantities on the Cycle Count Report by Sequence Number against the real qty in store or/and storage. If any discrepancy found, correct the quantity manually on the Report and confirm with the Sales Manager. The Checker signs writes his name on the Cycle Count Report. Accounting Division follow up the Adjustment value from Cycle Count. 5.2.2 Monthly Accounting Head has to organize Checking Team for Cycle Count. The team include at least 7 person: 1 from Accounting to organize 2 double-checking Consumer goods 1 double-checking Bazaar 1 double-checking Appliance 2 double-checking Textile 5.3 Organization Systems Manager or Order Pool Head 5.3.1 Daily activity / Morning Correction Modifies the quantity into the System, if any. Reprints the Cycle Count Report and attach it to the first Report. Posting Do the posting with the Stock Adjustment Reason of Cycle Count. Print the Stock Quantity Adjustment Report and give it to Accounting for filing for a minimum of 3 months. Highlight on the Cycle Count Board the counted sub-families. Negative Stock Print the Negative Stock Report after the Cycle Count posting. Submit a copy of Negative Stock Report to Sales Manager for analysis and action plan. 5.3.2 Daily activity / Afternoon Preparation Prepare Cycle Count Item List (to be counted the day after) according to Cycle Count Planning including Negative Stock Items Print Cycle Count Item list. Submit all reports to Division Managers or Sales Managers. 5.3.3 Monthly Reporting Print the Item Not Yet Counted of the Month. Submits the report to Store Manager. Print a Monthly Stock Quantity Adjustment Report and give it to the Accounting. 6. The Process Flow Daily End-of-Month  Attachment 1: Inventory Sticker Attachment 2: National Goods Checking Ratio List Attachment 3: National Cycle Count Planning (example) Attachment 4: cycle count big difference control list  Attachment 1: Inventory Sticker Attachment 2: National Goods Checking Ratio List (To be finished by National Accounting)  Attachment 3: National Cycle Count Planning (example) Attachment 4: cycle count big difference control list MD系统上的设定 Setting at MD 设定库存调整原因代码Set up Stock Adjustment Reason Codes 编码部在MD系统中新增两个库存调整原因Codification Pool creates 2 new “Item Stock Adjustment Reason” reason codes in the MD System 将“赠品Thales”设定为界面传送PeopleSoftAssign the reason of “Free Goods Thales” to be interfaced to PeopleSoft 将设定传送至所有店Transmit the setting to all the stores 店內操作 Practice in Store 订货小组对生成单独的赠品订单：Order Pool create Non-Schedule Order for stand-alone Free Goods: 所有数量在“赠品”栏，“正常品”栏数值为零：All quantity at “Free Goods” column, 0 quantity at “Normal Goods” column: 收货组依照赠品订单，用RF收货：Receiving Yard issues Receiving Report for stand-alone Free Goods: 所有数量在“赠品”栏，“正常品”栏数值为零：：All quantity at “Free Goods” column, 0 quantity at “Normal Goods” column: 收货组将验收单、出货单、传真订单于当天送给订货小组Receiving Yard gives the Receiving Report with Delivery Note, Fax Order to Order Pool on the same day. 订货小组在系统中确认库存数量：Order Pool checks the stocks in the system: 到货数量维护屏幕上，数量确实在赠品栏The quantity is at “Free Goods” column on Receiving Quantity Maintenance screen 而库存卡查询屏幕上的到货量和库存数量为：The received quantity in the Stock Card Transaction screen, and the quantity in the Balance: 订货小组调整库存，新增赠品数量（952+120=1072）至原因”F 赠品 Thales”：Order Pool adjust the balance quantity by adding the same Free Goods quantity (952+120 = 1072) under reason code “F: Free Goods Thales”: 库存调整后，库存卡查询屏幕会出现如下结果：After the adjustment, the Stock Card will show the appended quantity: 订货小组再次调整库存，新增相同赠品数量（1072-120=952）至”7: 赠品负调整?“Order Pool adjust again the balance quantity by appending the same Free Goods quantity (1072-120 = 952) under reason code “7: Free Goods minus adjustment”: 库存调整后，库存卡查询屏幕会出现如下结果，也就是原来的到货数量：After the adjustment, the Stock Card will show the quantity adjusted back to the original receiving: 订货小组打印原因为F和7的库存调整单：Order Pool prints out Stock Quantity Adjustment Report under reason F 7: 财务每日核对这两份报表，确认数量及金额正确无误，并确认调整是在同一天完成。Accounting reconciles 2 reports for quantity amount DAILY, and make sure all adjustments are made on the same day. 财务在月结后，与“按部门毛利报表”对比，确认金额相符。Accounting reconciles with “Gross Margin by Department Report” after monthly closing. 财务将文件归档保存至少一年。Accounting keeps filing of all documents for 1 year. 版本 2.1 2003年 2月  目 录 1. 定义 2. 目标 3. 职责 日常工作 条件性赠品的补充 1. 定义 1.1. 二种免费赠品 1.1.1 条件性免费赠品 经商品部谈判员谈判后的某个单品搭配同一单品固定数量承诺的商品免费提供。 例如： 订15包 混装茶叶，得到1包免费混装茶叶。 1.1.2 非条件性免费赠品 经商品部谈判员谈判后的某个单品搭配同一单品非固定数量承诺的商品免费提供。 例如: 免费赠品用来补毛利。 1.2. 免费礼品 免费礼品不是免费赠品，它是厂商提供，搭赠给顾客的商品，且此商品在本部门的PIV系统中不存在。 1.3. 免费赠品与免费礼品的区别 若商品在本部门的PIV系统中存在，即为免费赠品，反之即为免费礼品。 对于所有买N个赠Y个，或买A得B的促销，营业部门必须事先在PIV系统中做好促销售价的维护。 2. 目标 避免同厂商在发票核对上产生分歧。 在系统中，有可靠毛利和理论库存。 3. 职责 3.1. 商品部(条件性免费赠品) 确保免费赠品谈判，并在系统中维护。 3.2. 组织和设备经理 确保商品部关于免费赠品和单品管理的培训 。 3.3. 单品输入小组 确保免费赠品在系统中的更新。 3.4. 店级组织和设备经理（条件性免费赠品和非条件性免费赠品） 确保订货组，收货组，销售组的关于免费赠品的培训。 3.5. 订货小组 确保通过 Pacific 4 完成所有免费赠品订单。 条件性免费赠品：与正常单品同时订货，由P4自动产生订量。 非条件性免费赠品：用赠品临时订单 3.6. 收货小组 条件性免费赠品：确保赠品通过收货程序维护进P4。 非条件性免费赠品：确保所有免费赠品仅通过 Pacific 4 赠品库存调整原因F“免费 赠品调整Thales+”.进行库存调整。 条件赠品： 禁止正常货物与免费货物产生于同一张订单中。 2) 收到的免费赠品仅通过P4的库存调整，原因：F“免费赠品调整” 4. 日常工作 4.1 谈判 4.1.1 商品部 通知店内 (销售部门和订货小组) 所有免费赠品的谈判情况。 确保所有的免费赠品是按店能达到的数量目标。 4.2 单品数据维护 4.2.1 商品部 条件性免费赠品 必须确保所有具有免费赠品的单品在Pacific4商品部的基本商品和免费赠品栏维护。 填写 并递交申请表给单品输入小组主管。(参考单品输入小组程序) 非条件性免费赠品 确保所有具有免费赠品的单品, 以正确进价维护 保证系统内自动净成本的计算无误。. ( 普通进价不包括免费赠品) 4.2.2 单品输入小组 参考单品输入小组程序。 根据商品部提供的申请表输入信息。 4.3 订货和送货 4.3.1 订货小组 条件性免费赠品： 订货小组必须核实系统根据销售主管设置或修改数量申请而提供的免费赠品的数量 (参考订货小组程序) 非条件性免费赠品： 订货小组必须在免费赠品栏根据销售主管申请的信息输入免费赠品的数量 (参考订货小组程序) 免费赠品必须通过临时订单订货，-在正常订货栏中无订量。赠品订单与正常订单在同一时间发给供应商。 为赠品定单建立一个分类册 整理全部免费赠品申请单和赠品传真订单，依照其预计到货日（1日——31日）分别存放。 4.3.2 收货小组 条件性免费赠品 收货区 必须收到通过 Pacific 4 在免费赠品栏内的所有赠品。 (参考收货程序) 非条件性免费赠品 在收货过程中，正常货物要与免费货物分开收。 在免费赠品订单上收货部员工必须签名并写下日期。 所有单独赠品订单不是通过P4正常收货程序收货。 对于单独赠品订单，收货部员工必须先将RF枪的界面更换到库存调整原因F“赠品调整Tales+”，再输入该赠品的单品条码和到货数量。 打印出2份“RF调整报告”（见附件1）并将其中一份给供应商。 当进行完P4的库存调整后，收货部员工要把赠品订单和其RF调整报告归档在“今日赠品”篮中。（在收货办公室中设立） 4.3.3 收货经理（当天结束时） 非条件性免费赠品： 收集一天在“今日赠品”篮中的所有赠品订单和RF库存调整报告。 按部门打印库存调整报告原因为F“赠品调整Tales+”的库存调整报告。 核对赠品订单与库存调整原因“F”报告上的单品数量是否正确匹配。 调整报告里附所有的传真赠品订单。 把附的赠品传真订单和原因是“F”的库存调整报告交给订货部。 4.3.4订货部 在第二天10点前 非条件性免费赠品： 管理收货部交送的赠品传真订单和原因是“F”的库存调整报告。 根据前一天的已到货赠品订单，在赠品分类册（从1日到31日）中退去相应的赠品订单 把附有赠品传真订单的库存调整报告给财务主管。 如所谈判的赠品未到要通知销售经理。 4.3.5销售经理 第二天12点前 非条件性免费赠品： 如果订货部通知前一天预计到货赠品未到 销售经理必须再确认订货。 如果再订，要在新的传真订单上写下前一赠品订单的号码。——目的是为了即使供应商用前一张过期订单送货，我们也能够收取他的免费赠品。 4.3.6财务部 当天12点以前： 非条件性免费赠品： 财务部收到订货部交送的赠品传真订单和原因是“F”的库存调整报告。（前一天的） 财务部要确保每日的协调一致。 再打印库存调整原因“F”报告（前一天的）。与前一天收货部打印的那一张对照。 复查传真订单单品数量与总数量=库存调整原因“F”报告中的单品数量与总数量 财务部必须在所有文件中签字盖章“财务部审核通过”： 赠品传真订单 原因“F”的“库存数量调整报告” 建立一个特殊的“赠品交付簿”，将所有文件存档。 在财务赠品登记表上记录赠品交付情况（即使无赠品交付）（见附件3） 月结： 在月结后财务部必须从P4中打印“部门毛利总额报表”确定赠品的调整数据是正确的。（=财务赠品登记表中数据） 财务经理将报告交于店长 财务必须将所有报告保存至少一年。 备注 所有免费礼品不通过 Pacific 4订货和收货。 免费礼品必须在“赠品登记册”上登记。（见附件5） 实施 商品部 采取必要行动用来 修正免费商品同相关 Boucle Complete 指标的偏差 (负毛利, 发票正确性) 店内管理 必须分析发票正确性%的结果。 采取必要行动用来 修正免费商品同相关 Boucle Complete 指标的偏差 (负毛利, 发票正确性) 5.条件性赠品的补充 在一个固定的订量基础上我们可以得到由商品部谈判员事先谈判好的不同于该商品的免费赠品。（买A得到赠品B） 5.1.1免费赠品单品来自同一部门，例如：买煤气炉得到赠品听装煤气 有单品号的免费赠品： 根据营业部门的需求或商品部谈好的赠品数量，订货部必须将正常单品订量（正常栏中的数量）与其搭赠的赠品（赠品栏中的数量）产生于同一张订单中。 在同一 到货报告中收货部要依照订单中的正常单品数量和免费赠品数量收货。（正常订货栏中的正常单品数量，赠品栏中的赠品数量） 无单品号的免费赠品： 商品部谈判必须要求单品输入小组把赠品描述包含于固定单品子码中文描述里。 根据营业部门的需求，订货部依照单品子码的中文描述在P4中订正常单品数量和免费赠品数量。 收货部要依照P4订单中的单品子码中文描述收货，并与固定定量单品和免费赠品的P4收货报告相对应。 提供的商品来自于不同部门，例如：买电烤箱，给赠品煎盘。现在的7.0版P4不支持不同部门的免费单品。因此，如需实现此种工作程序必须进行手工输入。  附件 1: Net Cost 附件 2: 赠品临时订单申请表 附件 3: 财务赠品每日登记表 附件 4: 赠品在P4中的毛利计算 附件 5: 礼品登记册 附件 6: RF赠品调整报告 附件 1: Pacific 4 中Net cost 的计算 例如: Item 0001 Normal Purchase Price ： 2.5 RMB 购入4件后，1件为免费赠品. Net cost: 4 x 2.5/(4+1)=2 RMB 若商品部 谈免费赠品, 免费赠品详细资料和净收入会显示在：单品维护屏幕 。 净成本根据收货组在手提扫描机所收数量和免费赠品栏的输入数据 而计算。 H.H.T. screen 附件 2: 赠品临时订单申请表  附件 3: 财务赠品每日登记表 附件 4: 赠品在P4中的毛利计算 Examples Attachment 5: Free Gifts Registration Book 附件 5: 礼品登记册 附件 6: RF赠品调整报告 Version 2.0 China May 2002  C O N T E N T S 1. Definition 2. Objectives 3. Responsibilities 4. Routine Job 5. Supplement to Conditional Free Goods1. Definition 1.1. Two kinds of Free Goods Conditional Free Goods Trade offer for similar items under negotiation by Merchandise Division Buyer or Store sales manager with fixed quantity commitment. For example: for 15 packs of Tea Mixed ordered, we get 1 free pack of Tea Mixed. Unconditional Free Goods Trade offer for similar items under negotiation by Merchandise Division Buyer or Store sale manager without fixed quantity commitment. For example: Free Goods from supplier to compensate the margin. The unconditional free goods must be of the same quality and salable for store. 1.2. Free Gifts Free Gifts are not Free Goods. Free Gifts are items offered by one supplier to be given to the customers, and not exist in the PIV system of the same department. 1.3. The Difference between Free Goods and Free Gifts If the goods exist in the PIV system of the same department, it’s free goods; on the contrary, it’s free gifts. If Commercial do the buy n free y, or buy A get B promotion, they need to maintain in the PIV system with the special promotion way in advance. Objectives To avoid dispute with suppliers in invoice matching To have a reliable margin and theoretical stock in the system Responsibilities Merchandise Division Team(Conditional Free Goods) Must ensure that Free Goods are negotiated and updated into the system Organization and Systems Division (Conditional Free Goods) Ensure training for Merchandise Division Team on Free Goods Procedure and Referential Management Procedure Codification Dept. (Conditional Free Goods) Must ensure that Free Goods are updated into the system Order Pool Manager at store level (Conditional Free Goods Unconditional Free Goods) Ensure training for Order Pool Team, Receiving Team and Commercial Team on Free Goods Procedure Order Pool Team Ensure that all ordering for Free Goods are done through Pacific 4. Conditional Free Goods: Automatically order with normal goods from P4. Unconditional Free Goods: Only with non-schedule free goods order Receiving Team Conditional Free Goods: Ensure that all the Free Goods are done through Pacific 4 the receiving function. Unconditional Free Goods: Ensure that all the Free Goods are done through Pacific 4 the stock adjustment reason F “free goods adjustment Thales +” Routine Job Negotiation Merchandise Division Team Must inform Stores (both Commercial and Order Pool Teams) about all Free Goods negotiations Must be sure that all Trade Offers are target quantity reachable by Stores Item Data Maintenance Merchandise Division Team For Conditional Free Goods: Must ensure that all items with Trade Offer are maintained in Pacific 4 Merchandise System under Basic Goods and Free Goods columns Fill out and give to the Referential Entry Pool Head the required Form (refer to Referential Entry Pool Procedure) For Unconditional Free Goods: For all items with Trade Offer, must maintain the accurate normal purchase price to ensure correct automatic net cost calculation in the system. ( Normal purchase price must not include trade offer-see attachment 1) Referential Entry Pool Team Refer to Referential Entry Pool Procedure Key in information according to the requested Form given by Merchandise Division Team Order Order Pool Team For Conditional Free Goods: Order Pool has to confirm the Free Goods quantities as proposed by the system according to the setting, or modify the quantities as per Sales Manager’s request (refer to Order Pool Procedure) and confirm the Free Goods quantities according to the Trade Offer negotiated by Merchandise Division. For Unconditional Free Goods: Order Pool has to key in the stand-alone Free Goods quantities into the “Free Goods” column according to the information provided by the Merchandise Division as per Sales Manager’s request. (refer to Order Pool Procedure-use free goods non schedule order Request form-Attachment 2) Free goods must be order a part on “ non schedule order”- There should be no quantity in the “Normal Goods” column. free goods order is send to supplier in same time than schedule order if any. Create a classify book for free goods ordered Filling all the “ free goods non schedule order request “ form together with the fax order ( non schedule free goods) in a classify book from 1to 31 th according the delivery expecting date. Delivery Receiving Team For Conditional Free Goods: Receiving Yard must receive all Free Goods quantities through Pacific 4 under “Free Goods” Column (refer to Receiving Procedure) For Unconditional Free Goods: During receiving inside the bay, normal goods free goods should be separated. On free good fax order the Receiving staff must write his name / date / sign All stand-alone Free Goods quantities are not receive through Pacific 4 under “Free Goods” column as normal receiving procedure. But after normal goods receiving if any , the receiving staff change his menu on Radio Frequency HHT ,to go on stock adjustment reason F “free goods adjustment Thales +”,scan the free goods item barcode key the quantity delivered . Print out 2 “RF Adjustment Report”, give one copy to the supplier.(See attachment 6) When the stock adjustment through RF HHT is finished , RY staff put the free good fax order and RF Adjustment Report into the” today free goods” basket(set up in RY office) Receiving yard Manager ( end of day) For Unconditional Free Goods: Collect all the free goods fax order and RF Adjustment Report from the ” today free goods” basket Print stock adjustment report with reason F “ free goods adjustment Thales+” Control the matching is correct between the fax order free goods stock adjustment report with reason “F” Attach all the fax order free goods to stock adjustment report. Give the attach fax order stock adjustment report “F free goods thales” to Order Pool. Order Pool Team The next day before 10 am For Unconditional Free Goods: Control that receiving provided the attach fax order stock adjustment report reason F “ free goods thales” . Should take out from the “free goods classify” book (from 1to 31 th) the free goods fax order delivered the day before. Provide the attached fax order stock adjustment report reason F “ free goods thales” to accounting chief. Inform sales manager if free goods negociate are not yet receive Sales manager The next day after 12 am For Unconditional Free Goods: If Order pool inform that free goods forecasted to be delivered the day before have not yet been receive Sales managers have to confirm reor