The document provides training on stocking procedures for employees. It outlines the daily activity loop which includes tasks like filling online orders, creating pick lists, stocking shelves, and ensuring all freight is stocked within 24 hours. It emphasizes priorities like endcaps, displays, and seasonal items. The training also details stocking standards, resources for stockers, and how following procedures maximizes sales and customer service.
Irfan Majid Madre is a logistics and customer service professional with over 10 years of experience working for leading companies in India and the UAE. He has extensive expertise in warehouse management, inventory tracking, customer service, and systems like SAP, Navision, and WMS. Currently working as a Senior Customer Service Representative at Al-FUTTAIM Logistics in Dubai, some of his achievements include helping introduce a new global software and achieving record high outbound shipments and productivity metrics. He holds a diploma in software management and is seeking a new challenging role in logistics.
Zara's parent company Inditex leveraged technology to become the world's largest fashion retailer by taking an unconventional approach. Key aspects of Zara's approach include shortening lead times from ideas to inventory to 15 days through vertical integration and in-house manufacturing. This allows Zara to circumvent the risk of being stuck with unsold inventory and to gather customer data to incorporate preferences into 30,000 new designs produced each year. Zara faces potential threats from currency volatility and over-reliance on one region, though its unconventional tactics already counter many challenges in the industry.
Ravinendra Sundar Moolya is seeking a position in warehouse/stores/inventory and logistics management with over 15 years of experience. He is currently the Store Incharge at Amartara Private Limited in Mumbai. He has expertise in warehouse management, logistics operations, inventory management and material procurement. Previously he has worked with Aplab Limited and BOC Limited in roles with increasing responsibility in warehousing and logistics.
Syed Noman Majid has over 10 years of experience in supply chain and inventory management roles. He is currently a Supply Chain Specialist at IKEA Riyadh, where he is responsible for maximizing product availability, ensuring optimal stock levels, and training coworkers. Previously he held inventory roles at Arabian United Float Glass Company and Flash Cosmetics. Majid has a Bachelor's degree in Commerce and certifications in leadership training. He is fluent in English and Arabic.
I led the content strategy and development for account-based marketing including this infographic, which was created as part of a campaign to sell back-of-house software into the Wendy's account.
The presentation is create use as a material to the final case study presentation in Supply Chain class at Faculty of Engineering, Chulalongkorn University.
**All images use in the slide are from google images**
Rehan Ahmed has over 8 years of experience in supply chain management and warehouse operations. He currently works as the Warehouse & Logistic Head for an international textile company where he oversees inbound and outbound freight, ensures accurate shipments, and analyzes transportation rates. Previously, he worked as an Assistant Store Manager for another textile company where he managed stores in multiple regions of Pakistan and was responsible for inventory management, distribution, and procurement. He has expertise in ERP systems, warehouse management, and inventory control.
Mark Ortiz has over 25 years of experience in sales, business development, and account management. He has a proven track record of growing revenue and profits through strategic initiatives and new market penetration. Ortiz is skilled in training, motivating, and managing sales teams to maximize performance. His background includes roles managing national accounts in manufacturing, shipping, and home improvement industries.
Irfan Majid Madre is a logistics and customer service professional with over 10 years of experience working for leading companies in India and the UAE. He has extensive expertise in warehouse management, inventory tracking, customer service, and systems like SAP, Navision, and WMS. Currently working as a Senior Customer Service Representative at Al-FUTTAIM Logistics in Dubai, some of his achievements include helping introduce a new global software and achieving record high outbound shipments and productivity metrics. He holds a diploma in software management and is seeking a new challenging role in logistics.
Zara's parent company Inditex leveraged technology to become the world's largest fashion retailer by taking an unconventional approach. Key aspects of Zara's approach include shortening lead times from ideas to inventory to 15 days through vertical integration and in-house manufacturing. This allows Zara to circumvent the risk of being stuck with unsold inventory and to gather customer data to incorporate preferences into 30,000 new designs produced each year. Zara faces potential threats from currency volatility and over-reliance on one region, though its unconventional tactics already counter many challenges in the industry.
Ravinendra Sundar Moolya is seeking a position in warehouse/stores/inventory and logistics management with over 15 years of experience. He is currently the Store Incharge at Amartara Private Limited in Mumbai. He has expertise in warehouse management, logistics operations, inventory management and material procurement. Previously he has worked with Aplab Limited and BOC Limited in roles with increasing responsibility in warehousing and logistics.
Syed Noman Majid has over 10 years of experience in supply chain and inventory management roles. He is currently a Supply Chain Specialist at IKEA Riyadh, where he is responsible for maximizing product availability, ensuring optimal stock levels, and training coworkers. Previously he held inventory roles at Arabian United Float Glass Company and Flash Cosmetics. Majid has a Bachelor's degree in Commerce and certifications in leadership training. He is fluent in English and Arabic.
I led the content strategy and development for account-based marketing including this infographic, which was created as part of a campaign to sell back-of-house software into the Wendy's account.
The presentation is create use as a material to the final case study presentation in Supply Chain class at Faculty of Engineering, Chulalongkorn University.
**All images use in the slide are from google images**
Rehan Ahmed has over 8 years of experience in supply chain management and warehouse operations. He currently works as the Warehouse & Logistic Head for an international textile company where he oversees inbound and outbound freight, ensures accurate shipments, and analyzes transportation rates. Previously, he worked as an Assistant Store Manager for another textile company where he managed stores in multiple regions of Pakistan and was responsible for inventory management, distribution, and procurement. He has expertise in ERP systems, warehouse management, and inventory control.
Mark Ortiz has over 25 years of experience in sales, business development, and account management. He has a proven track record of growing revenue and profits through strategic initiatives and new market penetration. Ortiz is skilled in training, motivating, and managing sales teams to maximize performance. His background includes roles managing national accounts in manufacturing, shipping, and home improvement industries.
The document outlines a 4 week training plan for new starters at a Zara store with 4 goals:
1) Organization of sections to close on time with proper overstock and standards. Trainees will learn to properly organize overstock.
2) Running the '25 process to audit inventory. Trainees will learn to use an IPod to check inventory and properly handle out of stock and overstock items.
3) Providing excellent customer service through approaches, sales, availability and online order assistance. Trainees will be given tips on customer service.
4) Trainees will be assigned responsibilities like checking queues to support excellent customer experiences. The calendar outlines the schedule to work on these goals over 4 weeks
Lathaniel J Solomon has over 20 years of experience in warehouse management, construction labor, and shuttle driving. He is seeking a challenging position that offers advancement opportunities. His experience includes operating forklifts and other material handling equipment, inventory management, stocking and organizing warehouse space, assisting in construction projects, and driving shuttle vehicles. He has a GED and certificates in cement masonry, firefighting, and forklift operation.
Zara is a Spanish fashion retailer known for its rapid two-week production process and frequent store replenishments. It gains several advantages over competitors by having a very responsive supply chain, including introducing new designs weekly, reducing inventory costs and forecast errors, and selling most products at full price. Zara sources uncertain demand products locally for speed and predictable demand products from Asia for lower costs. Its centralized distribution network and multiple weekly store replenishments allow it to quickly match changing fashion trends, though this model may be less suited to online sales than retail.
The document is a resume for Bhuvnendra Bhati, seeking a position in retail category management. It summarizes his career experience over 16 years in retail, sales, logistics, procurement and store management. He has extensive experience managing stores, implementing strategies to increase revenue and profitability, and developing vendor relationships. Currently he is a Business Manager for a agri-services company, where he is responsible for market development, training dealers, and generating agricultural business.
84c5 zara s supply chain management practices 2003 versionArpit Rastogi
Zara was founded in 1963 by Amancio Ortega Gaona in La Coruna, Spain. It is known for its fast fashion business model and vertical integration of production. Zara uses a supply chain management system that allows it to design, produce and distribute new fashion items to stores twice a week based on customer demand. This pull strategy helps Zara reduce risks and costs while maintaining low inventories.
Zara has maintained its leadership in the apparel industry through its unique supply chain strategies, including quick response to demand trends, small batch production to preserve exclusivity, and a central distribution center that can deliver new items within 48 hours. It produces 450 million items per year through hundreds of designers and production facilities near its headquarters in Spain, Portugal, and Morocco. Stores are located in high traffic areas and change window displays frequently to engage customers.
Warehouse management and operations. How to increase eirther the performances...Andrea Payaro
An exhaustive presentation about the warehouse process. The model proposed aim to help managers to organize the warehouse in terms of people, material, and infrastructure. This presentation underline some typical mistakes and risk present inside this environment. It is based on the book "Organizare il Magazzino" Ed. Esculapio, at moment available only in Italian.
Abhilash Shrimali is seeking assignments in material management or logistics with a reputable organization. He has over 4 years of experience in store and logistics operations at Berger Paints India Ltd, where he currently works as Store Incharge. His expertise includes inventory management, analytical skills, and experience implementing ERP systems. He is proficient in inventory control, documentation, ensuring on-time deliveries, and maintaining stock accuracy.
Vida Drake has over 15 years of experience in customer service, warehouse operations, and administration roles. She is proficient in Microsoft Office programs and Oracle database systems. Her career has included positions as a customer supply executive, returns administrator, and senior stores assistant for Toshiba Informations UK, as well as a warehouse operative role at CMS Cable Management Supplies. She possesses strong communication, organization, and training skills.
Shanghai Travelmate Luggage & Bag Co., Ltd is a professional manufacturer founded in 1995 that specializes in soft-sided luggage, computer bags, travel bags, and briefcases. They have 300 employees, produce 600,000 pieces per year, and have 20 years of experience. Travelmate uses lean production concepts from automobile manufacturing and has established eight lean production lines with 500 staff. They sell products globally to countries like the US, Italy, France, and Japan.
The document is a resume for Dipal Fadia seeking a managerial position in logistics or supply chain operations. It summarizes his over 9 years of experience in logistics, supply chain management, and material management. It also lists his educational qualifications and skills in ERP systems and computer programs.
This document provides a summary of qualifications and work experience for Joseph P. Scola. It outlines over 29 years of management experience in retail, warehousing, and distribution. It also lists skills in Excel, Word, PowerPoint, and inventory management systems. The professional experience section details roles as an operations manager and supervisor at several companies from 2011 to the present, with responsibilities including team leadership, inventory management, and meeting production and shipping goals. Key achievements highlighted inventory accuracy rates over 99% and cost reductions through process improvements.
Michael Vazquez is seeking a corporate opportunity in the Philadelphia area that allows growth. He has over 7 years of experience in shipping, receiving, logistics and operations management. His resume details his roles and responsibilities at Ottens Flavors, FedEx Freight, and Victoria's Secret where he oversaw shipping, inventory management, forklift operations and more. He has various technical certifications.
This resume is for Joshua J. Ritter of Glen Burnie, Maryland. He has over 10 years of experience in retail sales and customer service roles. Currently, he works as a Sales Associate and Trainer at Target, where he meets sales goals and provides excellent customer service. Previously, he held roles as a Stock Clerk and Customer Service Representative at Walmart, and as a Key Holder at Party City, where he supervised a team of 7. He aims to utilize his strong communication, customer focus, and leadership skills in a new sales or customer service position.
This document contains the resume of Hossam Ahmed Nasef. It summarizes his career objective of seeking a management position in warehousing and supply chain management. It then details his 9 years of experience as a Warehouse Supervisor and Warehouse & Distribution Supervisor at Novartis Pharma Egypt, where he oversaw warehouse operations and logistics. It also lists his qualifications which include a BSc in Hotel Management and various computer, language, marketing, and management training courses.
The document outlines PepsiCo's standard 8-step process for sales calls. The steps are:
1. Preparation - Representatives review objectives and materials before each call.
2. Greet the customer - Representatives introduce themselves and set expectations for the meeting.
3. Store check - Representatives inspect displays, placements, and opportunities for improvement.
4. Merchandise - Representatives ensure products are properly displayed and rotated.
5. Determine the order - Representatives and customers agree on the suggested replenishment order.
6. Presentation - Representatives present opportunities and secure sales.
7. Curbside debrief - Representatives assess their performance with the customer after each call.
Sagar Singh is seeking a managerial role in store or materials management. He has over 4 years of experience in inventory control, logistics operations, and store management. Currently working at Luxor Nano Technology Pvt. Ltd., his expertise includes managing store operations, inventory functions, and adhering to minimum stock levels. Previously he worked as a Store & Dispatch Executive at Windals Auto Pvt. Ltd. where he was responsible for store transactions, stock records, coordinating with departments, and preparation of cost books. He holds a B.A. degree and has knowledge of Tally ERP 9.0, ERP systems, and basic computer and internet skills.
this presentation is about the supply chain of worlds leading apparel manufacturer ZARA and specially about it SUPPLY CHAIN. me and my colleagues have presented about the values, supply chain partners, KPI's(key performance indicators) and lot of supply chain related details n this presentation
Is your warehouse as efficient as it could be? A well-designed facility needs the right conveyor belt, software and machinery. But even with the best equipment and digital technology, the backbone of warehouse efficiency is still old-fashioned organization.
This document provides a summary of Subash Chaurasia's work experience and qualifications. It includes 11 years of experience in store management, warehouse management, inventory management, and team management. Currently working as a Materials Controller in Saudi Arabia, responsibilities include maintaining stock levels, inventory management, purchase management, and vendor management. Previous roles include Store Keeper positions in India with responsibilities such as day-to-day store operations, inventory control, materials receiving and issuing, and monthly reporting. Educational background includes a Bachelor's degree in Arts from India.
This document provides an overview of merchandise planning concepts and processes. It discusses merchandise planning as a strategic, data-driven approach to selecting, buying, presenting, and selling merchandise. The document outlines the four stages of the merchandise planning process: defining policy, collecting historical data, identifying planning components, and creating a long-term plan. It also discusses implications for marketing, finance, store operations, and logistics.
Inventory control and management is important for businesses to ensure they have the right goods available without overstocking. There are different inventory systems like periodic, perpetual, and EOQ that help determine ideal levels. Key aspects include labeling locations, receiving and shipping processes, supplier selection, and inventory software to track levels and costs. Proper inventory practices help businesses avoid stockouts and make the most of their capital.
The document outlines a 4 week training plan for new starters at a Zara store with 4 goals:
1) Organization of sections to close on time with proper overstock and standards. Trainees will learn to properly organize overstock.
2) Running the '25 process to audit inventory. Trainees will learn to use an IPod to check inventory and properly handle out of stock and overstock items.
3) Providing excellent customer service through approaches, sales, availability and online order assistance. Trainees will be given tips on customer service.
4) Trainees will be assigned responsibilities like checking queues to support excellent customer experiences. The calendar outlines the schedule to work on these goals over 4 weeks
Lathaniel J Solomon has over 20 years of experience in warehouse management, construction labor, and shuttle driving. He is seeking a challenging position that offers advancement opportunities. His experience includes operating forklifts and other material handling equipment, inventory management, stocking and organizing warehouse space, assisting in construction projects, and driving shuttle vehicles. He has a GED and certificates in cement masonry, firefighting, and forklift operation.
Zara is a Spanish fashion retailer known for its rapid two-week production process and frequent store replenishments. It gains several advantages over competitors by having a very responsive supply chain, including introducing new designs weekly, reducing inventory costs and forecast errors, and selling most products at full price. Zara sources uncertain demand products locally for speed and predictable demand products from Asia for lower costs. Its centralized distribution network and multiple weekly store replenishments allow it to quickly match changing fashion trends, though this model may be less suited to online sales than retail.
The document is a resume for Bhuvnendra Bhati, seeking a position in retail category management. It summarizes his career experience over 16 years in retail, sales, logistics, procurement and store management. He has extensive experience managing stores, implementing strategies to increase revenue and profitability, and developing vendor relationships. Currently he is a Business Manager for a agri-services company, where he is responsible for market development, training dealers, and generating agricultural business.
84c5 zara s supply chain management practices 2003 versionArpit Rastogi
Zara was founded in 1963 by Amancio Ortega Gaona in La Coruna, Spain. It is known for its fast fashion business model and vertical integration of production. Zara uses a supply chain management system that allows it to design, produce and distribute new fashion items to stores twice a week based on customer demand. This pull strategy helps Zara reduce risks and costs while maintaining low inventories.
Zara has maintained its leadership in the apparel industry through its unique supply chain strategies, including quick response to demand trends, small batch production to preserve exclusivity, and a central distribution center that can deliver new items within 48 hours. It produces 450 million items per year through hundreds of designers and production facilities near its headquarters in Spain, Portugal, and Morocco. Stores are located in high traffic areas and change window displays frequently to engage customers.
Warehouse management and operations. How to increase eirther the performances...Andrea Payaro
An exhaustive presentation about the warehouse process. The model proposed aim to help managers to organize the warehouse in terms of people, material, and infrastructure. This presentation underline some typical mistakes and risk present inside this environment. It is based on the book "Organizare il Magazzino" Ed. Esculapio, at moment available only in Italian.
Abhilash Shrimali is seeking assignments in material management or logistics with a reputable organization. He has over 4 years of experience in store and logistics operations at Berger Paints India Ltd, where he currently works as Store Incharge. His expertise includes inventory management, analytical skills, and experience implementing ERP systems. He is proficient in inventory control, documentation, ensuring on-time deliveries, and maintaining stock accuracy.
Vida Drake has over 15 years of experience in customer service, warehouse operations, and administration roles. She is proficient in Microsoft Office programs and Oracle database systems. Her career has included positions as a customer supply executive, returns administrator, and senior stores assistant for Toshiba Informations UK, as well as a warehouse operative role at CMS Cable Management Supplies. She possesses strong communication, organization, and training skills.
Shanghai Travelmate Luggage & Bag Co., Ltd is a professional manufacturer founded in 1995 that specializes in soft-sided luggage, computer bags, travel bags, and briefcases. They have 300 employees, produce 600,000 pieces per year, and have 20 years of experience. Travelmate uses lean production concepts from automobile manufacturing and has established eight lean production lines with 500 staff. They sell products globally to countries like the US, Italy, France, and Japan.
The document is a resume for Dipal Fadia seeking a managerial position in logistics or supply chain operations. It summarizes his over 9 years of experience in logistics, supply chain management, and material management. It also lists his educational qualifications and skills in ERP systems and computer programs.
This document provides a summary of qualifications and work experience for Joseph P. Scola. It outlines over 29 years of management experience in retail, warehousing, and distribution. It also lists skills in Excel, Word, PowerPoint, and inventory management systems. The professional experience section details roles as an operations manager and supervisor at several companies from 2011 to the present, with responsibilities including team leadership, inventory management, and meeting production and shipping goals. Key achievements highlighted inventory accuracy rates over 99% and cost reductions through process improvements.
Michael Vazquez is seeking a corporate opportunity in the Philadelphia area that allows growth. He has over 7 years of experience in shipping, receiving, logistics and operations management. His resume details his roles and responsibilities at Ottens Flavors, FedEx Freight, and Victoria's Secret where he oversaw shipping, inventory management, forklift operations and more. He has various technical certifications.
This resume is for Joshua J. Ritter of Glen Burnie, Maryland. He has over 10 years of experience in retail sales and customer service roles. Currently, he works as a Sales Associate and Trainer at Target, where he meets sales goals and provides excellent customer service. Previously, he held roles as a Stock Clerk and Customer Service Representative at Walmart, and as a Key Holder at Party City, where he supervised a team of 7. He aims to utilize his strong communication, customer focus, and leadership skills in a new sales or customer service position.
This document contains the resume of Hossam Ahmed Nasef. It summarizes his career objective of seeking a management position in warehousing and supply chain management. It then details his 9 years of experience as a Warehouse Supervisor and Warehouse & Distribution Supervisor at Novartis Pharma Egypt, where he oversaw warehouse operations and logistics. It also lists his qualifications which include a BSc in Hotel Management and various computer, language, marketing, and management training courses.
The document outlines PepsiCo's standard 8-step process for sales calls. The steps are:
1. Preparation - Representatives review objectives and materials before each call.
2. Greet the customer - Representatives introduce themselves and set expectations for the meeting.
3. Store check - Representatives inspect displays, placements, and opportunities for improvement.
4. Merchandise - Representatives ensure products are properly displayed and rotated.
5. Determine the order - Representatives and customers agree on the suggested replenishment order.
6. Presentation - Representatives present opportunities and secure sales.
7. Curbside debrief - Representatives assess their performance with the customer after each call.
Sagar Singh is seeking a managerial role in store or materials management. He has over 4 years of experience in inventory control, logistics operations, and store management. Currently working at Luxor Nano Technology Pvt. Ltd., his expertise includes managing store operations, inventory functions, and adhering to minimum stock levels. Previously he worked as a Store & Dispatch Executive at Windals Auto Pvt. Ltd. where he was responsible for store transactions, stock records, coordinating with departments, and preparation of cost books. He holds a B.A. degree and has knowledge of Tally ERP 9.0, ERP systems, and basic computer and internet skills.
this presentation is about the supply chain of worlds leading apparel manufacturer ZARA and specially about it SUPPLY CHAIN. me and my colleagues have presented about the values, supply chain partners, KPI's(key performance indicators) and lot of supply chain related details n this presentation
Is your warehouse as efficient as it could be? A well-designed facility needs the right conveyor belt, software and machinery. But even with the best equipment and digital technology, the backbone of warehouse efficiency is still old-fashioned organization.
This document provides a summary of Subash Chaurasia's work experience and qualifications. It includes 11 years of experience in store management, warehouse management, inventory management, and team management. Currently working as a Materials Controller in Saudi Arabia, responsibilities include maintaining stock levels, inventory management, purchase management, and vendor management. Previous roles include Store Keeper positions in India with responsibilities such as day-to-day store operations, inventory control, materials receiving and issuing, and monthly reporting. Educational background includes a Bachelor's degree in Arts from India.
This document provides an overview of merchandise planning concepts and processes. It discusses merchandise planning as a strategic, data-driven approach to selecting, buying, presenting, and selling merchandise. The document outlines the four stages of the merchandise planning process: defining policy, collecting historical data, identifying planning components, and creating a long-term plan. It also discusses implications for marketing, finance, store operations, and logistics.
Inventory control and management is important for businesses to ensure they have the right goods available without overstocking. There are different inventory systems like periodic, perpetual, and EOQ that help determine ideal levels. Key aspects include labeling locations, receiving and shipping processes, supplier selection, and inventory software to track levels and costs. Proper inventory practices help businesses avoid stockouts and make the most of their capital.
The document provides an onboarding overview for a PepsiCo Pakistan PSR (Pre-seller Representative) role. It includes:
- An introduction to the sales and distribution process, including 8 building blocks and 8 steps of a sales call.
- An overview of onboarding activities during the first 3 days, including understanding the sales process, on-the-job coaching with a PSR, and on-the-job coaching with a delivery person.
- Details on merchandising standards, sales KPIs, and the responsibilities of the PSR role in planning customer visits, taking pre-orders, merchandising, and monitoring customer performance.
Retail Operations refers to the daily functions of a retailing business. The activities provide a shopping experience for consumers to access and make purchases. These functions include the layout and design of stores (both online and physical locations), inventory management, order fulfillment, customer service, sales, accounting and returns.
Krishnakumar Ponnath has over 20 years of experience in warehouse management, logistics, supply chain management, and inventory management. He is currently seeking a manager level position in these areas, preferably in the retail, warehouse, logistics, or distribution industries in MENA or India. He has a proven track record of streamlining operations and improving productivity through establishing processes and analyzing data.
This document is a curriculum vitae for Abhishek Bhatnagar. It summarizes his career objective, organizational experience, qualifications, and personal details. He has over 8 years of experience in warehouse and inventory management roles. Currently, he works as an Assistant Manager at Infibeam.com, where he oversees day-to-day warehouse operations and ensures accurate inventory levels. Previously, he worked for 5 years as a Senior Receiving Bay In-Charge at Shoppers Stop, where he managed inventory receiving and distribution. He holds an MBA in Marketing and Bachelor of Commerce degree.
Warehouse Management is presented by Welingkar’s Distance Learning Division. Warehouse is a combination of two words ”ware” and “House” which means that it is a place to house or store/keep wares i.e. items/articles for sale. This presentation includes different aspects of warehouse like function, storage, types of stacking and others.
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The document outlines a training for small format stores on improving freshness. It discusses:
1. The objectives of understanding the importance of freshness, seeing business from the customer's perspective, and learning available tools and resources.
2. Differences between supercenters and neighborhood markets, with the latter being a food shopping destination.
3. Key areas of fresh including basic expectations, efficiencies, presentation, food safety, and financials.
4. Details on production planning, routines, customer perceptions and purchase decisions, and tools to ensure success in fresh departments.
Warehouse organization how to set up a smooth running warehouseMRPeasy
Good warehouse organization is key to keeping your inventory processes running smoothly. Here is how to implement warehouse organization best practices.
#manufacturing #warehouse #warehouseorganization #inventory #inventorymanagement #inventoryprocess #inventorysystem #inventorysoftware #mrpsystem #mrpsoftware #manufacturingsystem #manufacturingsoftware #mrpeasy
This document discusses inventories and inventory policies for PRO MILK. It defines inventory and the different types, including raw materials, work in process, and finished goods. It outlines the key inventory cycles of purchase order processing, receiving materials, storage, processing items, and storage of finished goods. The document emphasizes the importance of accurate inventory information and tracking inputs and outputs to warehouses and production to establish exact asset quantities and enable quick decision making. It also stresses the importance of good inventory management in reducing costs, increasing sales and competitiveness.
An inventory accountant is responsible for valuing and accounting for a company's inventory assets. Inventory typically involves raw materials, work in progress, and finished goods. The inventory accountant assigns values to inventory at each stage and tracks changes in value as items move through production. Accurately tracking and reporting inventory is important for assessing assets, financial reporting, and maintaining appropriate stock levels to meet customer demand while avoiding excess inventory. Common inventory accounting methods include specific identification, weighted average, FIFO, and LIFO.
The document outlines the 5S methodology for achieving operational excellence. It discusses the 5 steps of the 5S process: Sort, Straighten, Shine, Standardize, and Sustain. For each step, it provides details on the objectives and activities. Step 1 (Sort) involves separating necessary and unnecessary items, eliminating unnecessary items, and applying identification tags. Step 2 (Straighten) is about defining the best position for all items and materials to reduce search time. The 5S process aims to create an organized, clean, and standard workplace for improved safety, quality, efficiency and cost savings.
- Yoginder Singh is seeking a position that utilizes his skills in accounting, finance, and supply chain management.
- He has over 5 years of experience in finance and supply chain roles at Hindustan Times Ltd. and Amalgamated Bean Coffee Trading Co. Ltd.
- His responsibilities have included procurement, inventory management, vendor management, accounting, and ensuring compliance.
1) Big Bazaar is a large retail chain in India owned by Future Group with over 250 stores. It uses a supply chain and logistics network to move products from vendors and manufacturers to regional distribution centers and then to stores.
2) Inventory is managed using a automated replenishment system to monitor stock levels. Different categories of products use different inventory management strategies like cycle counts for FMCG.
3) Stores are designed for easy navigation and visibility of products. Visual merchandising and pricing strategies aim to provide customers a convenient and low price shopping experience.
This presentation is designed as a gentle intro to the concept of 5s and shows the benefits clearly.
It is designed to be followed by practical exercises on the shop floor / office
Please feel free to comment, all feedback is appreciated
Function of drug store management & coding methodsDebasish Ghadei
The document discusses various methods for managing store operations and coding items in a store. It describes 10 key functions of store management including receipt, storage, retrieval, issue, records keeping, housekeeping, control, surplus management, verification, and coordination. It then explains different coding methods used to systematically represent items stored in a warehouse or store, such as alphabetical, numerical, mnemonic, combined alphabetical/numerical, decimal, and color coding systems. The objectives and criteria for effective coding are also outlined.
The document discusses the key functions and operations of a warehouse, including receiving, storage, order picking, and shipping. It describes how warehouses consolidate inventory from suppliers and mix products to fulfill customer orders. The objectives of efficient warehouse management are to provide timely customer service, easily track inventory locations, and minimize the physical effort and costs of moving goods.
Objectives:
Identify the various functions and responsibilities of the warehouse/stores function.
Identify the various costs associated with holding or not holding inventory.
Describe and contribute in the design of an effective warehouse
Explain how to measure the performance of a warehouse
This curriculum vitae summarizes the career experience of Yogesh R. Sharma. He has 9 years of experience in warehouse management, logistics, and supply chain management. Currently, he works as a warehouse-logistics executive-manager at Wadhwani Cold Storage & Ice Plant Pvt. Ltd in Nagpur, where he is responsible for receiving and storing stock, vehicle management, and ensuring proper documentation and inventory processes. Previously, he held warehouse roles at Future Value Retail India Ltd, Lifestyle International Pvt. Ltd, I Am In, and Intex Technologies India Ltd, where he oversaw tasks like receiving and dispatching stock, inventory management, and vendor coordination.
Maximizing the productivity of your warehouse is an essential part of any business. Read these tips on warehouse shelving and layout to increase your productivity.
Similar to Stocker Team Training with E-Commerce (20)
Secrets of a Successful Sale: Optimizing Your Checkout ProcessAggregage
https://www.onlineretailtoday.com/frs/26905197/secrets-of-a-successful-sale--optimizing-your-checkout-process
Once upon a time, in the vast realm of online commerce, there lived a humble checkout button overlooked by many. Yet, within its humble click lay the power to transform a mere visitor into a loyal customer. 🧐 💡
Getting checkout right can mark the difference between a successful sale and an abandoned cart, yet many businesses fail to make payments a part of their commerce strategy even when it has a direct impact on revenue. But payments are just one part of a chain. What’s the next touch point? How do you use the data sitting behind a payment to find the next loyal customer?
In this session you’ll learn:
• The integral relationship between payment experience and customer satisfaction
• Proven methods for optimizing the checkout journey
• Leveraging payments data for personalized marketing and enhanced customer loyalty
• Gain invaluable insights into consumer behavior across online and offline channels through data
2. Benefits of the Stocking Program
MAXIMIZE SALES BY ENSURING THERE
IS PRODUCT ON THE SHELF FOR THE
CUSTOMER.
ALLOW THE AREA SPECIALIST AND
SALES SUPPORT TEAM TO PROVIDE
SUPERIOR CUSTOMER SERVICE BY
BEING AVAILABLE ON THE FLOOR.
ENSURE INVENTORY ACCURACY BY
WORKING DAILY AND WEEKLY
PICKLISTS.
3. Daily Activity
Loop
• The Daily Activity Loop is
the structure of the
Stocking Program.
• Follow this Activity Loop
each day to ensure all tasks
are completed.
4. Top Stocking Priorities
From the Activity Loop
Check and fulfill any Pending E-
Commerce orders from Mission
Control or Back40.
• Any red or blinking red orders must be
completed before 9am.
• Orders must be completely worked from
Pending to Awaiting Pickup.
5. Top Stocking Priorities
From the Activity Loop
Create a Pick List twice daily for Pet
Food and Seasonal Warehouse Items.
•The Stocking Team will create these lists and the
Warehouse Team will be available to help pick
these items. From there, the location Manager
or PIC will designate a Salesfloor Team member
to put this product away.
•Any Seasonal Merchandise included in this list
should be stored in the Warehouse. Some
examples are:
•Grass Seed
•Fertilizer
•BBQ Pellets
•Other Pallet Stacked Items
6. Top Stocking Priorities
From the Activity Loop
Check and Stock:
• Endcaps
• Displays
• Sale items
• Seasonal items
These are high profile areas that
customers will shop often.
7. Top Stocking Priorities
From the Activity Loop
Stock leftover freight from the previous
day or any current checked-in freight to
the Sales Floor.
• Use available labor wisely to work through
these tasks.
• High traffic areas might need additional
attention.
• Floor staff can work stocking carts when
needed, as approved by your Manager. Use only
when needed, not as a standard.
• True Value and VSI are priority deliveries, the
Team must get these out the day they are
delivered.
8. TopStockingPriorities
FromtheActivityLoop
Ensure all incoming freight is stocked
on the sales floor within 24 hours of
receipt.
• The Stocking team will adhere to Wilco’s
Merchandising Standards when stocking
Merchandise onto the sales floor.
• Actively participate in pulling Special Orders as
communicated by the Receiving Team.
9. Top Stocking Priorities
From the Activity Loop
Scan and stock the entire sales floor
within a 48-hour period – outs and near
outs.
• Every effort will be made to generate daily pick Lists
and work them to completion.
• High Traffic Seasonal areas will need more frequent
attention such as Garden and Chick Supplies in
Spring.
Communicate inventory discrepancies to the
Inventory Specialist.
• As the stocking lists are completed you may find
counts are off or there is product that cannot be
found. Communicate these with your Inventory
Team right away.
Participate in system and merchandise processes as
assigned.
10. Daily Pick Lists
• Goal – as a Team, Scan and Stock entire sales floor every
48 hours.
• Target the outs and near outs to fill the shelf.
• Seasonal areas will need scanned every day; these are
outlined on the Stocking Log.
• Only scan what will be worked, if time allows for only
true outs that is better than nothing.
• Carts can be staged for floor staff to stock on an as-
needed basis with Manager approval.
• Record your progress on the Stocking Log.
11. TopStockingPriorities
FromtheActivityLoop
Push back stocked merchandise to the
sales floor.
• This will ensure items don’t end up in the
backroom without a home on the salesfloor.
• This will be done once other tasks are completed
throughout the day.
Maintain a clean and organized
working environment.
• Keeping the backstock area organized will ensure
you and other team members can quickly and
efficiently find items.
12. Backstock Push
All Backstock areas are to be cleaned
and organized within a designated
timeframe.
• Label all boxes with the SKU(s) of their contents.
• Consolidate product as much as possible.
• Push as much product to the Sales Floor while
still adhering to our Merchandising Standards.
• Properly dispose of all trash and cardboard in
their correct bins.
• Log your progress on the Backstock Push Logs as
well as on the Stocking Log.
13. Prepping Freight for
the Next Day
There will be times when there will
be leftover freight to be put out.
• Organize the remaining checked-in freight onto
Stocking Carts for the next shift.
• Leave carts staged in the incoming freight area.
• This will become a Priority Task for the next day.
14. Cleaning Your Work Area
All Stocking and Backstock areas
must be free and clear of debris.
• Shrink wrap
• Boxes
• Pieces of pallets
A clean work area is a safe work area for
the entire Store Team.
15. The Weekly Out Of Stock Scan
Provided to the Stocking Team by the Inventory
Specialist once a week.
This picklist targets any outs on the shelf, including
Facing and Recovery issues.
If an item cannot be found on the Sales Floor or in its
backstock location, mark it down as missing.
•The Inventory Specialist will have more tools at
their disposal to investigate missing items.
This picklist must be worked to completion by the
end of the same day it was created.
16. The Merchandise and Area Specialist Teams put a lot of hard work into the
overall aesthetic of our stores.
It is very important that as we complete our daily activities, we work to
maintain and assist in that effort.
The Stocking Merchandising Standards are written with that goal in mind.
Stocking Merchandise Standards
17. Stocking Merchandising Standards
Be concerned with the
presentation of what you
stock.
•All items must be ready to use by
customer.
• Priced, SKU’d, or Assembled.
•If damaged or unsaleable give to the
Receiving Team.
•Front and Face what you stock.
18. Stocking Merchandising Standards
Match the item number or
SKU with the Bin Label.
• Match UPC’s or SKU tags.
• Ensure product is being put in the
correct location.
19. Stocking Merchandising Standards
If a UPC match cannot be
found at the shelf – Scan the
item on a POS Terminal or RF
Unit.
• UPC’s can change faster than bin
labels.
• If the item doesn’t scan let the
Inventory Specialist know.
20. Stocking Merchandising Standards
Rotate the oldest items to
the front of the shelf or peg
hook.
• ALL products need to be rotated
• This helps to prevent outdating
• Also aligns with packaging changes
• Helps provide consistently high-
quality merchandise to our
customers
21. Stocking Merchandising Standards
Do not overstock or modify
the Merchandise Set.
• Stock only what will fit neatly and
safely
• Keep items in nice and neat rows for
each facing
• Do not hide overstock in the back of
the shelf
• Do not force leftover product onto
the shelf by moving bin labels around
22. Stocking Merchandising Standards
Return excess product to the
proper backstock area.
• This will help other team members
locate the product
• Helps to maintain backstock
organization
• Clearly label all boxes with item SKU
and/or Description.
• Keep like product together on shelf.
• Front product and ensure everything
behind is the same SKU.
• Palletize and use warehouse racking
when available for large products or
large quantities of one product.
23. Stocking Team Resources
Stocking Communication Board
• Start each day here
• Contains:
• Stocking Log
• Backstock Push Log
• Activity Loop
• Additional communications
from your Lead Stocker,
Manager, or Training
Improvement Specialist
24. Stocking Team Resources
Stocking Log
• This tool provides one place to
track the team’s activity.
• Each team member will record
their daily Stocking Activities here
• Initial for fully completed
tasks
• Mark “P” for partially
completed tasks
• This tool also provides direction
for Seasonal Stocking Needs.
25. Stocking Team Resources
Lead Stocker and Manager
Intranet Resources
• Stocker Manual
• Activity Loops
• Upcoming Sales Flyers
• And much more
26. In Summary
By working through the Daily Activity Loop, the
Stocking Team contributes to the overall
success of the Farm Store by:
• Maximizing sales by ensuring there is product
on the shelf for the Customer.
• Allowing the Area Specialist and Sales
Support Team to provide superior Customer
Service by being available on the floor.
• Helping to ensure inventory accuracy by
working Daily and Weekly picklists to
completion.
Editor's Notes
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