Sieci detaliczne działające w segmencie odzież / obuwie / akcesoria / wyposażenie wnętrz
Propozycja pakietu dokumentów dotyczących pracy planera / analityka.
- opis stanowiska
- draft struktury organizacyjnej
- opis kompetencji wraz z arkuszem rekrutacyjnym
- arkusz oceny i rozwoju kompetencji
The organization structure of the merchandising division in retail chains has changed significantly over the past 10 years. Previosly the buyer was the key operating manager in the merchandising division. Each buyer was responsible for a specific category of merchandise and managed that category as if it were a separate business. Buyers selected merchandise and priced it. They determinated what merchandise was stocked and sold in each store and managed their business with profit-and-loss responsibility.
Giving this much responsibility and authority to buyers can cause problems. First, the merchandise strategy across categories might not be consistent. For example, the buyer for preteens’ accessories might select merchandise that wasn’t compatible with the merchandise bought by the preteen’s apparel buyer. Second, the allocation of merchandise to specific stores wasn’t coordinated. For example, some buyers might allocate more expensive merchandise to stores in high-income areas, while others wouldn’t make this adjustment.
To address these problems, most retail chains created a merchandise planning group, with a Senior VP of planning and distribution who is often as important as the merchandise managers in the buying organization.
Michael Levy, Barton A. Weitz