Amazon replenishment management is of great significance to corporate sales and inventory management. A good replenishment plan can not only promote sales, but also improve store performance, and also indirectly reflect the company’s supply chain management level.
To make a good replenishment arrangement, it is necessary to do a good job of inventory data confirmation and plan management.
Inventory data includes domestic warehouse inventory, overseas warehouse inventory, overseas warehouse in-transit inventory, and safety warehouse data. Enterprises that ship goods from overseas warehouses generally have two warehouses, one in China and one in foreign countries. The domestic warehouse sends goods to the foreign warehouse only for the transfer of goods, not sales. Only when the platform actually generates sales, the overseas warehouse ships and delivers goods to customers, can it be considered a sale. The state of goods from the domestic warehouse to the overseas warehouse that has not been received is in-transit inventory.
The safety inventory needs to be comprehensively calculated based on the daily average sales data and production, logistics cycle and other data. The actual replenishment also needs to consider Amazon’s storage capacity.
Calculation formula:
Safety stock = (production cycle + logistics cycle + customs clearance, inland transportation cycle) x average daily sales;
Average daily sales = average monthly sales + 30 days;
Average monthly sales = (January sales + February sales + March sales) ÷ 3.
Planning management includes the management of sales plans, production plans and procurement plans. The core of good planning management is to have a holistic view, fully understand the various business processes of the enterprise, and require the cooperation of various departments, and the team works together to achieve the goal.
Before making a plan, you need to figure out the 6 ws: what to do (what)? Why do it (why)? When to do it (when)? Where (where)? Who will do it (who)? How to do it (how)?
For example, product A has good sales. In the past, the average sales per person was 100. Currently, there are 1,500 units in stock in overseas warehouses, 3,500 units in transit, and 10 days to arrive. The production cycle is 7 days, the domestic logistics time is 45 days (sea transportation), and the inland transportation to the Amazon operation center takes 7 days. Operations manager A starts to make plans.
Little A: what (making sales stocking plan), why (in order to avoid out-of-stock affecting platform sales), when (arranging stocking after calculating safety stock, inventory of each warehouse, storage capacity and stocking cycle), where (domestic), who (Little A), how (① fully understand the situation: the goods in the foreign warehouse can only support 15 days. Fortunately, on the 10th day, the in-transit inventory can be supplemented with 3005 pieces, which can be sold for another 35 days. Together with the existing inventory in the overseas warehouse, it can support 50 days of sales. However, it takes 7+45+4=56 (days) for the goods to be transported from the domestic warehouse to the Yamato operation center. In order to avoid out-of-stock, at least 9 days of express ship or air transportation will be arranged after the domestic warehouse goods are produced; ② cross-departmental communication and collaboration: hand over the stocking plan to the production department, confirm the delivery date and emphasize that it must be handled urgently, and then track the processing progress in real time).