The document outlines Jumia's quality control processes, including smart QC, QA of QC, production QC, and reverse QC. It details the criteria for subjecting orders to quality checks, potential failure reasons, charges for failures, and timelines for the processes. Exemption rules and an escalation grid for addressing quality-related tickets are also included. The aim is to improve delivery success rates, customer experience, and vendor reputation to increase sales and reviews.
Mr. Shiju Mathai is a Merchandiser who reports to Mr. Deepak Vashisth and Mr. Ravi Laddha. His responsibilities include coordinating samples for trade shows, maintaining product databases, processing customer orders from initial purchase inquiries to shipment, tracking order status, quality control, payment follow up, and maintaining communication records. He is responsible for all aspects of customer relationship management from pre-sales to post-sales support.
GVision-USA is a subsidiary of Taiwan Styrene Monomer Corp established in 1999 that sells touch screen monitors, computers, and displays. It has a 12,000 square foot facility in California for warehouse, office, support and customization services. GVision has strict quality assurance processes like inspections, testing and ISO certifications at its manufacturing plant in Taiwan to ensure high quality products.
The document outlines Jumia's customer protection policy for fulfillment by vendors. It details penalties for out of stock items, late fulfillments, wrong/defective products, and counterfeit items to encourage vendors to prioritize customer experience. Vendors can be delisted if their out of stock rate is over 10% or return rate due to their errors is over 5% for three weeks. The policy also provides guidance to vendors on how to avoid penalties by checking products, adhering to packaging standards, and updating stock information daily.
We at 'Synerg' have developed an efficient business model to implement orders that focuses on providing the best price, quality, and service. The model incorporates 5 key steps: 1) costing and sampling, 2) threat identification, 3) timelines, 4) approvals, and 5) quality checkpoints to ensure no defects are missed. The goal is to make goods exactly as buyers want through this thorough process.
This document contains a project submission from MD Ismail Hossain Chy to Mr. Ran Ranatunga, the Senior Global Director of QA at Youngone regarding various QA procedures and processes at Youngone. It includes sections on quality management systems, in-line inspection processes, sewing floor procedures, cut panel inspections, and seam sealing inspections. The document provides detailed explanations of Youngone's quality control procedures across various production departments.
The document discusses quality and quality control at Grand Bay Paper Products Limited. It defines quality as fitness for use, meeting customer expectations, conforming to requirements, and exceeding customer expectations. It states that everyone in the company is responsible for quality. It describes the roles and responsibilities of different departments to ensure quality control, maintain standards, respond to customer complaints, and take corrective action when issues arise.
Alliance Global Sourcing is Promoted by highly experienced professionals in the field of International and Domestic business
Main Objective –
Develop, Supply Products/Components
Improve Sourcing/Purchasing function
Manage Purchasing/vendor development Outsourcing
Here are some ways to improve quality:
1. Improve process control: Tighten control limits and monitoring of key process parameters to reduce variability and prevent defects.
2. Reduce setup times: Quick changeovers minimize waste from setups and allow for smaller batch sizes. This improves flexibility and quality.
3. Implement mistake proofing: Use tools like poka-yoke and automation to design out human errors and common defects.
4. Conduct root cause analysis: Identify underlying causes of defects rather than just symptoms. Implement permanent corrective actions.
5. Enhance inspection: Upgrade inspection methods, equipment and operator skills. Implement statistical process control.
6. Supplier quality management: Work
Mr. Shiju Mathai is a Merchandiser who reports to Mr. Deepak Vashisth and Mr. Ravi Laddha. His responsibilities include coordinating samples for trade shows, maintaining product databases, processing customer orders from initial purchase inquiries to shipment, tracking order status, quality control, payment follow up, and maintaining communication records. He is responsible for all aspects of customer relationship management from pre-sales to post-sales support.
GVision-USA is a subsidiary of Taiwan Styrene Monomer Corp established in 1999 that sells touch screen monitors, computers, and displays. It has a 12,000 square foot facility in California for warehouse, office, support and customization services. GVision has strict quality assurance processes like inspections, testing and ISO certifications at its manufacturing plant in Taiwan to ensure high quality products.
The document outlines Jumia's customer protection policy for fulfillment by vendors. It details penalties for out of stock items, late fulfillments, wrong/defective products, and counterfeit items to encourage vendors to prioritize customer experience. Vendors can be delisted if their out of stock rate is over 10% or return rate due to their errors is over 5% for three weeks. The policy also provides guidance to vendors on how to avoid penalties by checking products, adhering to packaging standards, and updating stock information daily.
We at 'Synerg' have developed an efficient business model to implement orders that focuses on providing the best price, quality, and service. The model incorporates 5 key steps: 1) costing and sampling, 2) threat identification, 3) timelines, 4) approvals, and 5) quality checkpoints to ensure no defects are missed. The goal is to make goods exactly as buyers want through this thorough process.
This document contains a project submission from MD Ismail Hossain Chy to Mr. Ran Ranatunga, the Senior Global Director of QA at Youngone regarding various QA procedures and processes at Youngone. It includes sections on quality management systems, in-line inspection processes, sewing floor procedures, cut panel inspections, and seam sealing inspections. The document provides detailed explanations of Youngone's quality control procedures across various production departments.
The document discusses quality and quality control at Grand Bay Paper Products Limited. It defines quality as fitness for use, meeting customer expectations, conforming to requirements, and exceeding customer expectations. It states that everyone in the company is responsible for quality. It describes the roles and responsibilities of different departments to ensure quality control, maintain standards, respond to customer complaints, and take corrective action when issues arise.
Alliance Global Sourcing is Promoted by highly experienced professionals in the field of International and Domestic business
Main Objective –
Develop, Supply Products/Components
Improve Sourcing/Purchasing function
Manage Purchasing/vendor development Outsourcing
Here are some ways to improve quality:
1. Improve process control: Tighten control limits and monitoring of key process parameters to reduce variability and prevent defects.
2. Reduce setup times: Quick changeovers minimize waste from setups and allow for smaller batch sizes. This improves flexibility and quality.
3. Implement mistake proofing: Use tools like poka-yoke and automation to design out human errors and common defects.
4. Conduct root cause analysis: Identify underlying causes of defects rather than just symptoms. Implement permanent corrective actions.
5. Enhance inspection: Upgrade inspection methods, equipment and operator skills. Implement statistical process control.
6. Supplier quality management: Work
This document summarizes a presentation given at the 2012 CPSC Safety Academy about the Fast Track recall process. It discusses reporting product hazards to the CPSC under Section 15, conducting Fast Track recalls and standard recalls, and monitoring recall progress. Key points covered include encouraging electronic reporting to CPSC, the benefits of the Fast Track program, choosing appropriate consumer remedies, effective notification methods, tracking recall status, and disposal of recalled products.
Top management shall regularly review the organization's quality management system to ensure its continuing suitability, adequacy, and effectiveness. This review analyzes opportunities for improvement and considers changes needed to policies and objectives. Records of management reviews are maintained.
The inputs to management review include information on audits, customer feedback, process and product performance, corrective actions, previous review follow-ups, system changes, and recommendations for improvement.
The outputs from management review include decisions and actions related to improving system and process effectiveness, product quality regarding customer requirements, and resource needs.
Total Quality Management involves supplier certification, rating, and performance measurement strategies. [1] Supplier certification requires suppliers to meet certain quality standards over a period of time before being certified. [2] Customer rating of suppliers helps evaluate supplier performance in quality, delivery, and other areas to improve relationships and communication. [3] Performance measurement uses metrics in various areas like human resources, customers, production, and marketing to establish trends, identify improvement needs, and make informed decisions.
Case study of whirlpool quality managementTushar G
Whirlpool is a leading home appliance manufacturer with a vision of pride, passion and performance in every home. It focuses on innovation, operational excellence and customer centricity. For quality management, Whirlpool uses tools like Six Sigma and the Kano model to understand customer needs and improve products and processes. It aims to satisfy customers through attributes like effective products, good service, reasonable prices and a strong reputation. Whirlpool seeks customer feedback to address issues and enhance the customer experience.
Discover the full line of Chief Manufacturing products for 2009-2010, including top of the line flat panel wall mounts and projector mounts flat panel wall mount http://www.chiefmfg.com/
Manufacturing quality involves reducing waste, maintaining high product quality, and accelerating production. This is achieved through techniques like just-in-time manufacturing, total quality management processes like Six Sigma that aim for zero defects, and computer integrated manufacturing. Quality is also ensured through steps like defining manufacturing processes, identifying areas for improvement, implementing solutions, and evaluating results. Effective after-sales service including repairs and handling customer complaints is also important for customer satisfaction and sales.
The document provides training on out-of-stock (OOS) issues for Jumia vendors. It defines OOS, outlines Jumia's shipping and order fulfillment processes, and discusses the key causes of OOS including lack of inventory and order cancellations. The document also explains the impacts of OOS such as penalties, lost sales, and potential de-listing. It provides recommendations for vendors to avoid OOS through proper inventory management, order scheduling, and responding promptly to system errors.
The document provides training on out-of-stock (OOS) issues for Jumia vendors. It defines OOS, explains Jumia's shipping and order fulfillment processes, and identifies common causes of OOS like lack of inventory, incorrect pricing, and delays. The effects of OOS on a vendor's business are outlined, including lost sales, fines, and potential delisting. Solutions to avoid OOS are presented, such as proper inventory tracking, scheduling fulfillment, and escalating errors.
Mr. Piroon Weerasai is a 43-year-old Thai national seeking a position as a Quality Manager. He has over 15 years of experience in quality management roles at automotive companies in Thailand including Showa Regional Thailand, General Motors Thailand, and DENSO Thailand. His responsibilities have included managing quality systems, auditing suppliers, resolving defects, meeting customer satisfaction metrics, and leading teams of up to 200 quality inspectors. He has strong skills in quality control systems and process auditing and has helped companies achieve certifications like ISO 9001.
Private Label Sourcing from China -- Best Practices Global Sources
This presentation provides best practices for private label sourcing from China to avoid quality, payment, and communication problems. It recommends: 1) Defining product requirements and quality control criteria upfront; 2) Qualifying suppliers through trade shows, samples, and audits; 3) Issuing purchase orders with inspection requirements. It also discusses pre-shipment inspections to check for defects and decide whether to accept shipments. Managing quality, payment processes, and profitability are essential for successful private label sourcing.
The document outlines critical information and processes for various departments including merchants, production, costing, and scenarios around in-house and outsourced production, rework, and extra material issues. Key steps include maintaining bills of materials (BOM), routings, conversion charges, purchase orders, cost estimates, and communications between departments for new materials, vendors, production orders, and changes.
Quality Assurance Services, Inc. (QAS) provides quality control services including inspection, sorting, containment, and rework to meet ISO 9001:2008 standards. Its mission is to be a successful supplier committed to continuous improvement, customer satisfaction, and long-term partnerships. QAS inspects non-conforming products using customer requirements and production schedules, containing defects and reworking components as needed. Key metrics include customer concerns, reporting errors, and no bill hours to ensure effectiveness.
A.Thangamani has over 11 years of experience in quality control and assurance. He currently works as an engineer in quality assurance at Virgo Valves and Controls Pvt Ltd, where he has implemented various quality improvements. Previously he worked as a supervisor at Audco India Ltd and L.G.Balakrishnan & Bros. Ltd. He has a B.Tech in mechanical engineering and additional qualifications in AutoCAD and time management.
The document discusses the importance of quality control inspections when sourcing products from Asia. It notes that poor quality or delays can cost importers money and customers. The solution is to have inspections done at the factory before shipping to check for defects, ensure specifications are met, and allow issues to be addressed. Inspectors randomly sample products and check visual quality, functionality, packaging, and safety compliance. Relying on sourcing agents alone for inspections is not recommended as they may not be objective or thorough. The document provides tips for importers to implement inspections, such as specifying them in purchase orders and withholding final payment until accepting inspection reports.
The document discusses vendor certification which involves qualifying vendors to ensure they will meet quality standards. It describes the certification process which includes selecting vendors, performing an on-site audit, reporting results, and follow up. Vendors are categorized based on the level of monitoring needed. The certification process benefits both companies by reducing costs and audits. Proper vendor qualification and ongoing monitoring is important for compliance with cGMP regulations.
AMITHYA HOTELS & RESORTS POLICIES & PROCEDURES STANDARD OPERATING PROCEDUREDulini2
The document outlines the policies and procedures for purchasing at Amithya Hotels & Resorts. It details the roles and responsibilities of the purchasing department to ensure best value, quality standards are met, and that goods are ordered according to hotel specifications. The procedures cover the requisition, tender, and ordering processes. It also provides guidelines for supplier selection and evaluation, price controls, and regular meetings to review purchasing activities and reports. The goal is to obtain competitive prices while maintaining quality, food safety, and compliance with company policies.
The document provides guidance on industry expectations for organizations certified to AS9120. It emphasizes that distributors must operate within the boundaries of procuring, storing and reselling parts. Auditors should follow audit trails and ensure the distributor focuses on customer requirements. Key expectations include reviewing requirements, identifying and mitigating risks in the supply chain, competency of personnel, preventing counterfeit parts, and flowing QPL requirements to sub-tier suppliers. The document directs readers to additional IAQG resources for more information.
This document outlines the timeline and process for a vendor's export business with Big Lots from purchase order to production and delivery. It details the key steps and responsibilities, including signed purchase order submission within 7 days, booking shipping capacity with the nominated forwarder Yusen Logistic by 21 days before delivery, electronic layout and print proof approvals 45-70 days before shipping, price ticket approval 30 days before shipping, quality testing through Bureau Veritas 30 days before shipping, and two production reviews - one after 10 days of production and another 14 days before the target export date. Compliance with this timeline and process called the T&A is important for properly executing export orders for Big Lots.
This document discusses quality costs, which are the costs incurred by an organization to prevent poor quality. It describes the components of quality costs using the PAF model: prevention costs include training and process improvement; appraisal costs are for inspections; and failure costs arise from internal defects and external customer issues. Failure costs are further broken down into internal costs like rework and external costs like warranty repairs. The document recommends reducing costs by carefully planning prevention activities, establishing quality systems, utilizing inspection data to improve processes and control quality, and following total quality management principles to reduce rework and defects.
The document discusses Jumia's introduction of a new product category tree system to improve product categorization. The new tree will have 19 root categories and over 28,000 subcategories, standardizing categorization globally. It aims to increase assortment, simplify product creation, and optimize search. Vendors will benefit from growing sales potential and avoiding commission mismatches. The transition process and impact on business are explained.
The document discusses Jumia's introduction of a new product category tree system. The new system will contain 19 root categories and over 28,000 subcategories, standardizing categorization across countries. This is an improvement over the current system which had fewer categories, leading to incorrect categorization. The goals of the new tree are to increase product assortment, simplify the categorization process, and optimize product search. Vendors will benefit from growing sales potential and preventing commission mismatches from listing in the wrong categories. The new tree aims to modernize Jumia's categorization practices in line with global standards.
This document summarizes a presentation given at the 2012 CPSC Safety Academy about the Fast Track recall process. It discusses reporting product hazards to the CPSC under Section 15, conducting Fast Track recalls and standard recalls, and monitoring recall progress. Key points covered include encouraging electronic reporting to CPSC, the benefits of the Fast Track program, choosing appropriate consumer remedies, effective notification methods, tracking recall status, and disposal of recalled products.
Top management shall regularly review the organization's quality management system to ensure its continuing suitability, adequacy, and effectiveness. This review analyzes opportunities for improvement and considers changes needed to policies and objectives. Records of management reviews are maintained.
The inputs to management review include information on audits, customer feedback, process and product performance, corrective actions, previous review follow-ups, system changes, and recommendations for improvement.
The outputs from management review include decisions and actions related to improving system and process effectiveness, product quality regarding customer requirements, and resource needs.
Total Quality Management involves supplier certification, rating, and performance measurement strategies. [1] Supplier certification requires suppliers to meet certain quality standards over a period of time before being certified. [2] Customer rating of suppliers helps evaluate supplier performance in quality, delivery, and other areas to improve relationships and communication. [3] Performance measurement uses metrics in various areas like human resources, customers, production, and marketing to establish trends, identify improvement needs, and make informed decisions.
Case study of whirlpool quality managementTushar G
Whirlpool is a leading home appliance manufacturer with a vision of pride, passion and performance in every home. It focuses on innovation, operational excellence and customer centricity. For quality management, Whirlpool uses tools like Six Sigma and the Kano model to understand customer needs and improve products and processes. It aims to satisfy customers through attributes like effective products, good service, reasonable prices and a strong reputation. Whirlpool seeks customer feedback to address issues and enhance the customer experience.
Discover the full line of Chief Manufacturing products for 2009-2010, including top of the line flat panel wall mounts and projector mounts flat panel wall mount http://www.chiefmfg.com/
Manufacturing quality involves reducing waste, maintaining high product quality, and accelerating production. This is achieved through techniques like just-in-time manufacturing, total quality management processes like Six Sigma that aim for zero defects, and computer integrated manufacturing. Quality is also ensured through steps like defining manufacturing processes, identifying areas for improvement, implementing solutions, and evaluating results. Effective after-sales service including repairs and handling customer complaints is also important for customer satisfaction and sales.
The document provides training on out-of-stock (OOS) issues for Jumia vendors. It defines OOS, outlines Jumia's shipping and order fulfillment processes, and discusses the key causes of OOS including lack of inventory and order cancellations. The document also explains the impacts of OOS such as penalties, lost sales, and potential de-listing. It provides recommendations for vendors to avoid OOS through proper inventory management, order scheduling, and responding promptly to system errors.
The document provides training on out-of-stock (OOS) issues for Jumia vendors. It defines OOS, explains Jumia's shipping and order fulfillment processes, and identifies common causes of OOS like lack of inventory, incorrect pricing, and delays. The effects of OOS on a vendor's business are outlined, including lost sales, fines, and potential delisting. Solutions to avoid OOS are presented, such as proper inventory tracking, scheduling fulfillment, and escalating errors.
Mr. Piroon Weerasai is a 43-year-old Thai national seeking a position as a Quality Manager. He has over 15 years of experience in quality management roles at automotive companies in Thailand including Showa Regional Thailand, General Motors Thailand, and DENSO Thailand. His responsibilities have included managing quality systems, auditing suppliers, resolving defects, meeting customer satisfaction metrics, and leading teams of up to 200 quality inspectors. He has strong skills in quality control systems and process auditing and has helped companies achieve certifications like ISO 9001.
Private Label Sourcing from China -- Best Practices Global Sources
This presentation provides best practices for private label sourcing from China to avoid quality, payment, and communication problems. It recommends: 1) Defining product requirements and quality control criteria upfront; 2) Qualifying suppliers through trade shows, samples, and audits; 3) Issuing purchase orders with inspection requirements. It also discusses pre-shipment inspections to check for defects and decide whether to accept shipments. Managing quality, payment processes, and profitability are essential for successful private label sourcing.
The document outlines critical information and processes for various departments including merchants, production, costing, and scenarios around in-house and outsourced production, rework, and extra material issues. Key steps include maintaining bills of materials (BOM), routings, conversion charges, purchase orders, cost estimates, and communications between departments for new materials, vendors, production orders, and changes.
Quality Assurance Services, Inc. (QAS) provides quality control services including inspection, sorting, containment, and rework to meet ISO 9001:2008 standards. Its mission is to be a successful supplier committed to continuous improvement, customer satisfaction, and long-term partnerships. QAS inspects non-conforming products using customer requirements and production schedules, containing defects and reworking components as needed. Key metrics include customer concerns, reporting errors, and no bill hours to ensure effectiveness.
A.Thangamani has over 11 years of experience in quality control and assurance. He currently works as an engineer in quality assurance at Virgo Valves and Controls Pvt Ltd, where he has implemented various quality improvements. Previously he worked as a supervisor at Audco India Ltd and L.G.Balakrishnan & Bros. Ltd. He has a B.Tech in mechanical engineering and additional qualifications in AutoCAD and time management.
The document discusses the importance of quality control inspections when sourcing products from Asia. It notes that poor quality or delays can cost importers money and customers. The solution is to have inspections done at the factory before shipping to check for defects, ensure specifications are met, and allow issues to be addressed. Inspectors randomly sample products and check visual quality, functionality, packaging, and safety compliance. Relying on sourcing agents alone for inspections is not recommended as they may not be objective or thorough. The document provides tips for importers to implement inspections, such as specifying them in purchase orders and withholding final payment until accepting inspection reports.
The document discusses vendor certification which involves qualifying vendors to ensure they will meet quality standards. It describes the certification process which includes selecting vendors, performing an on-site audit, reporting results, and follow up. Vendors are categorized based on the level of monitoring needed. The certification process benefits both companies by reducing costs and audits. Proper vendor qualification and ongoing monitoring is important for compliance with cGMP regulations.
AMITHYA HOTELS & RESORTS POLICIES & PROCEDURES STANDARD OPERATING PROCEDUREDulini2
The document outlines the policies and procedures for purchasing at Amithya Hotels & Resorts. It details the roles and responsibilities of the purchasing department to ensure best value, quality standards are met, and that goods are ordered according to hotel specifications. The procedures cover the requisition, tender, and ordering processes. It also provides guidelines for supplier selection and evaluation, price controls, and regular meetings to review purchasing activities and reports. The goal is to obtain competitive prices while maintaining quality, food safety, and compliance with company policies.
The document provides guidance on industry expectations for organizations certified to AS9120. It emphasizes that distributors must operate within the boundaries of procuring, storing and reselling parts. Auditors should follow audit trails and ensure the distributor focuses on customer requirements. Key expectations include reviewing requirements, identifying and mitigating risks in the supply chain, competency of personnel, preventing counterfeit parts, and flowing QPL requirements to sub-tier suppliers. The document directs readers to additional IAQG resources for more information.
This document outlines the timeline and process for a vendor's export business with Big Lots from purchase order to production and delivery. It details the key steps and responsibilities, including signed purchase order submission within 7 days, booking shipping capacity with the nominated forwarder Yusen Logistic by 21 days before delivery, electronic layout and print proof approvals 45-70 days before shipping, price ticket approval 30 days before shipping, quality testing through Bureau Veritas 30 days before shipping, and two production reviews - one after 10 days of production and another 14 days before the target export date. Compliance with this timeline and process called the T&A is important for properly executing export orders for Big Lots.
This document discusses quality costs, which are the costs incurred by an organization to prevent poor quality. It describes the components of quality costs using the PAF model: prevention costs include training and process improvement; appraisal costs are for inspections; and failure costs arise from internal defects and external customer issues. Failure costs are further broken down into internal costs like rework and external costs like warranty repairs. The document recommends reducing costs by carefully planning prevention activities, establishing quality systems, utilizing inspection data to improve processes and control quality, and following total quality management principles to reduce rework and defects.
The document discusses Jumia's introduction of a new product category tree system to improve product categorization. The new tree will have 19 root categories and over 28,000 subcategories, standardizing categorization globally. It aims to increase assortment, simplify product creation, and optimize search. Vendors will benefit from growing sales potential and avoiding commission mismatches. The transition process and impact on business are explained.
The document discusses Jumia's introduction of a new product category tree system. The new system will contain 19 root categories and over 28,000 subcategories, standardizing categorization across countries. This is an improvement over the current system which had fewer categories, leading to incorrect categorization. The goals of the new tree are to increase product assortment, simplify the categorization process, and optimize product search. Vendors will benefit from growing sales potential and preventing commission mismatches from listing in the wrong categories. The new tree aims to modernize Jumia's categorization practices in line with global standards.
This document discusses how to build and grow a brand on Jumia. It begins by explaining what branding is and why it is important to build a brand. It then provides steps for how to build a brand, such as identifying the target market, sourcing products, product packaging and marketing. It emphasizes the importance of product quality, visibility, fulfillment and reviews. The document also recommends ways to grow a brand, like launching exclusive products, never compromising on quality and aiming for 5-star reviews. It suggests utilizing Jumia's promotional tools to boost visibility and sales.
This document outlines strategies for a back to school marketing campaign. It discusses key categories for back to school shopping like stationery, clothing, electronics and grocery items. Sample products and pricing are provided for different age groups. Promotion strategies are covered such as discounts, quantities and pushing relevant products. Marketing initiatives proposed include scholarships, art contests, treasure hunts and flash sales.
The document provides guidelines for quality control checks of items received at a hub compared to their listing on the website. Some key checks include verifying that packaging, branding, specifications, size, color, design, and condition match what is shown on the website. Major mismatches like wrong brands or missing parts would result in a fail, while minor issues like slight color variations may be acceptable depending on the item price. Guidelines also differentiate levels of mismatch and the appropriate next steps like requesting content or image corrections on the website.
This report provides visibility into a seller's JUMIA Express inventory over the last 6 months through two dimensions: purchase orders (POs) and stock keeping units (SKUs). For each PO and SKU, the report shows the initial and current quantities and statuses, such as items delivered, sellable stock, damaged goods, and items being delivered. The report is sent weekly on Mondays to help sellers reconcile their systems and monitor stock levels and sales on JUMIA. It contains tabs for POs and SKUs that break down inventory statuses for easier reference.
The document discusses a shoe order where the size listed inside the shoe, on the bottom of the shoe, and in the order differ. A one size mismatch is acceptable for making a decision. Handwritten sizes inside shoes are not acceptable, while printed sticker sizes on local brand shoes are acceptable.
Intellectual property refers to intangible property that results from creativity, such as inventions, literary and artistic works, designs, symbols, names and images used in commerce. Jumia requires strict intellectual property compliance and expects that all content used by vendors is either owned by the vendor or used with express permission. Vendors must indemnify Jumia against any disputes over intellectual property rights and are advised to register brands they own to restrict listings and report any infringement of their brands. Jumia's intellectual property guidelines prohibit using images without permission, listing brands without authorization, and copying content from other websites.
The document discusses Jumia's plans for its 2018 Mobile Week promotion in Africa. Some key points:
- Mobile Week 2017 was very successful for Jumia and its partners, with smartphone sales increasing from 0.8 million in 2016 to 1.5 million in 2017.
- Jumia expects Mobile Week 2018 to be even larger, with over 240,000 smartphones to be delivered, sales exceeding 18 million Euros, and over 5,000 vendors participating.
- Top smartphone brands that were popular in 2017 include Tecno, Infinix, Samsung, and iPhone. Accessories like power banks and cases will also be a focus.
- Key markets like Nigeria, Egypt and Kenya
Information on Black friday for groceries category JumiaUniversity
The document discusses Jumia's plans for its 2017 Black Friday sale in Nigeria. It aims to be the biggest e-commerce event in Nigeria with over 100 million Euros in total sales across categories. Key details include expecting 25 million unique visitors and delivering 2.5 million items between November 13th and December 13th. The largest sales days will be November 24th and December 12th. The document provides tips for vendors to succeed such as getting packaging materials, upgrading their Jumia seller badge, monitoring stock levels, and using Black Friday vouchers.
The document discusses Jumia's Black Friday 2017 sales event. It provides key details such as an expected turnover of 100 million euros and 10 million website visitors per day. It outlines the launch dates and product categories featured on different days of the event period running from November 13th to December 12th. Targets for electronics sales include selling over 90,000 items and generating over 1.4 billion naira in revenue. The document also lists subcategories in cameras and electronics and brands featured in the Black Friday sales.
Jumia black friday Information for fashion /health and beautyJumiaUniversity
Jumia is hosting a Black Friday event from November 13th to December 12th 2017. They expect to generate 100 million euros in turnover and have 10 million unique visitors per day. Key dates include launches for women's fashion, men's fashion, and a final day sale. Fashion sales targets are 890,000 items sold and 2.47 billion Naira in revenue. The document provides breakdowns of fashion categories and subcategories, as well as sourcing and buying guidelines for clothing, shoes, watches, sunglasses and health/beauty products. Price points, average depths, number of SKUs and budgets are specified for each category. Style guides are also provided for various product types.
ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
#SQL #Views #Privacy #Compliance #DataLake
Predictably Improve Your B2B Tech Company's Performance by Leveraging DataKiwi Creative
Harness the power of AI-backed reports, benchmarking and data analysis to predict trends and detect anomalies in your marketing efforts.
Peter Caputa, CEO at Databox, reveals how you can discover the strategies and tools to increase your growth rate (and margins!).
From metrics to track to data habits to pick up, enhance your reporting for powerful insights to improve your B2B tech company's marketing.
- - -
This is the webinar recording from the June 2024 HubSpot User Group (HUG) for B2B Technology USA.
Watch the video recording at https://youtu.be/5vjwGfPN9lw
Sign up for future HUG events at https://events.hubspot.com/b2b-technology-usa/
"Financial Odyssey: Navigating Past Performance Through Diverse Analytical Lens"sameer shah
Embark on a captivating financial journey with 'Financial Odyssey,' our hackathon project. Delve deep into the past performance of two companies as we employ an array of financial statement analysis techniques. From ratio analysis to trend analysis, uncover insights crucial for informed decision-making in the dynamic world of finance."
The Ipsos - AI - Monitor 2024 Report.pdfSocial Samosa
According to Ipsos AI Monitor's 2024 report, 65% Indians said that products and services using AI have profoundly changed their daily life in the past 3-5 years.
Build applications with generative AI on Google CloudMárton Kodok
We will explore Vertex AI - Model Garden powered experiences, we are going to learn more about the integration of these generative AI APIs. We are going to see in action what the Gemini family of generative models are for developers to build and deploy AI-driven applications. Vertex AI includes a suite of foundation models, these are referred to as the PaLM and Gemini family of generative ai models, and they come in different versions. We are going to cover how to use via API to: - execute prompts in text and chat - cover multimodal use cases with image prompts. - finetune and distill to improve knowledge domains - run function calls with foundation models to optimize them for specific tasks. At the end of the session, developers will understand how to innovate with generative AI and develop apps using the generative ai industry trends.