1、Loss Prevention防 損SAMS Club 山姆會員店Key Controls關鍵控制點The following programs, when consistently utilized throughout the International Division, will help control losses to our company. The programs are designed for mandatory compliance by each country in which we maintain operations, with managers/partn

2、ers held accountable for non-compliance. The program results are to be forwarded through the divisional channels. Ultimately, this will improve consistency in the figures that arrive at the Bentonville Home Office are distributed to other divisions in the company.以下計劃，若在整個國際部門中統一貫徹使用，將有助於控制公司損失。每一個業

3、務所在國家的公司都必須執行該計劃，如有違反，經理/合伙人將對此負責。計劃結果將通過部門渠道傳遞。最終，這將提高傳送至本頓維爾總部和分發至公司其它部門的數據的一致性。Key Control Checklist關鍵控制點檢查清單Introduction介紹The controls designed as “ Priority Key Controls” are identified as being controls that directly impact shrinkage and other key operational areas. By isolating the controls t

4、hat have the strongest impact on shrinkage, we can develop a more narrow focus on these issues and better control each club. By ensuring that these controls are in place, we are taking the steps to lower overall shrinkage cost. The checklist will also serve to set procedures, provide a checkpoint, a

5、nd serve as a training tool for management. These controls will apply to all divisions, regions, and clubs. The form enclosed will be utilized at all times when conducting the Key Control Checklist.優先關鍵控制是指那些直接影響損耗和其它關鍵營運區域的控制。通過分離對損耗有強烈影響的那部分控制點，我們可以著重于這些問題并更好地控制每家會員店的損耗。通過確保這些控制到位，我們得以採取步驟降低總的損耗成本

6、。清單也幫助我們建立程序，提供要點，同時亦是管理層的培訓工具。這些控制將適用于所有部門、區域和會員店。所附表格將在處理關鍵控制點檢查清單時一直使用。Expectations期望值General Managers總經理 Each General Manager will be responsible for having a Priority Key Control Checklist completed by an Assistant Manager within the assigned club each month.每位總經理都要負責每月督促一位副總完成指定會員店內“重點區域檢查一覽表”

7、。 Immediately upon completion of this checklist it shall be submitted to the Director of Operations and Sams Club Loss Prevention Supervisor.本一覽表完成后，要立即提交給營運總監和山姆會員店防損主管。 The manager who completes the monthly checklist will submit a club plan of action to correct any opportunities identified during

8、the review.制作月度一覽表的經理要提交一個會員店行動計劃，對評審中間出現的情況，予以糾正。 Plans will be reviewed/approved by the General Manager and will be submitted to the Director of Operations and Sams Club Loss Prevention Supervisor within 48 hours. 行動計劃要由總經理審核批準，并在48小時內提交營運經理和山姆會員店防損主管。 Copies of action plans will be filed by month

9、 and maintained within the Managers office.行動計劃的副本要逐月存檔，并保存在經理的辦公室內。Director of Operations營運總監 As a tool to ensure the clubs are scoring each area honestly, the Director of Operations will conduct a Key Control Checklist once a quarter in each of the clubs in a joint effort with the Loss Prevention

10、Supervisor. 為了使會員店在每個營運區的得分都確實可靠，營運總監同防損主管每季一次在各會員店實施“重點區域檢查”。 The Director of Operations should maintain each clubs results.營運總監要對每個會員店的調查結果保留記錄。Expectations Contd期望值續Sams Club Loss Prevention Supervisor山姆會員店防損主管 The Supervisor will tabulate scores from each club on a monthly basis and submit resul

11、ts to the International Loss Prevention Office in Bentonville no later than the 5th of each month.防損主管每個月要將每個會員店的得分列成表，并在每個月五號之前將最終結果提交本頓維爾國際部防損辦公室。 The enclosed form will be used without exception in the reporting of these figures.在上報這些數字時，都要使用以下所附表格，不得例外。 The supervisor will conduct a Key Control

12、Checklist in each club once per quarter along with the D.O.防損主管要同營運總監一起在各會員店每季實施一次“重點區域檢查”。 The Sams Club Loss Prevention Supervisor should maintain each clubs results for review, which will not be reported into the Home Office.每個會員店防損主管要保留每個會員店的評審結果，此評審結果不上報總部。Scoring and Reporting打分與上報 Each item o

13、n the Key Control Checklist is worth 25 points.重點區域檢查一覽表”的每一項為25分。 No partial points are allowed within these areas.不允許偏袒打分 If areas of focus are not adhered to on a consistent basis there will be no points awarded.如果關鍵要點不符合常規要求，不給分。Accountability責任General Managers will be held accountable for Corre

14、ction of Error exceptions.總經理要對錯誤的更正負責。General Managers failing to complete the Key Control Checklists, not holding Assistant Managers and/or club Partners accountable for Correction of Error exceptions, or failing to complete and follow up to Action Plans WILL receive performance coaching.總經理未能完成“重

15、點區域一覽表”，沒有能讓副總或會員店員工對錯誤進行糾正，或者未能完成和跟蹤行動計劃，要接受行為指導。Accountability Contd 責任 - 續Director of Operations required to follow up.營運總監要跟蹤指導Director of Operations failing to complete the Quarterly Key Controls in each Club and not holding General Managers Accountable for Correction of Errors exceptions, or f

16、ailing to follow up on Action Plans WILL receive performance coaching. 營運總監未能完成對每個會員店的“季度重點區域檢查”的控制，未能讓總經理對錯誤的更正負責，或未能對行動方案進行跟蹤指導者，要接受行為指導。Sams Club Loss Prevention Supervisors required to follow up.山姆會員店防損主管要跟蹤指導Regional Loss Prevention Supervisors failing to complete the Quarterly Key Controls in

17、each Club and not holding General Managers accountable for Correction of Errors exceptions, or failing to follow up to Action Plans WILL receive performance coaching.地區防損主管未能完成每個會員店的“季度重點區域檢查”，未能讓總經理對錯誤的更正負起責任，或未能對行動方案進行跟蹤指導者，要接受行為指導。PRIORITY KEY CONTROL CHECKLIST重要關鍵控制點一覽表CLUB #會員店號 _ LOCATION地址_DA

18、TE COMPLETED完成日期G.M. NAME總經理姓名_CONDUCTED BY執行人:_1. RECEIVING / CLAIMS (POINTS POSSIBLE 150)收貨/索賠（大概150分）POSSIBLE大概得分SCORE實際得分A. BALANCE DUES RESEARCHED AND FREIGHT RECEIVING REPORT CLEARED研究到期帳目，收貨報告已清25B. VERIFY FINAL DETAIL REPORTS FOR PROPER DUCUMENTATION審核最終詳細報告，編制成正式文件25C. OPEN ENTRIES RESEARCH

19、ED研究分開進貨條目25D. DOOR CONTROLS MEET STANDARDS, CLAIMS AREA SECURED店門監控符合標準，索賠區得到安全保護25E. DAILY CLAIMS REPORT PULLED AND VERIFIED完成并審核每日索賠報告25F. CODE 2 ITEMS COMPARED TO CLEARANCE REPORTS (AREA & SALES)比較3號商品與清除報告（區域與銷售情況）252. FRONT END (POINTS POSSIBLE 125)商場前區（大概125分）POSSIBLE大概得分SCORE實際得分A. PICK, SCA

20、N, LOOK, AND BOX PROCEDURES FOLLOWED跟蹤拿起，掃描，察看和打包程序25B. REFUNDS/VOIDS APPROVED AT TIME OF TRANSACTION在交易時間批準退款/作廢25C. ENTRANCE.EXIT GREETERS FOLLOWING POLICY入口，出口處迎賓員25D. UPC/WPOS LOG IN PLACE AND UTILIZED有UPC/WPOC單及使用25E. FAX AND PULL PROCEDURES FOLLOWED跟蹤傳真配銷253. TOOLS OF THE TRADE (POINTS POSSIBL

21、E 100)業內工具（大概100分）POSSIBLE大概得分SCORE實際得分A. NO MOVEMENT REPORT WORKED AND KEYED WEEKLY使用商品無流動報告并每周鍵入25B. NEGATIVE ON HAND REPORT WORED DAILEY每天用天負現貨報告25C. DOLLAR DIFFERENCE REPORT WORKED FROM MOST RECENT INVENTORY最近庫存價差報告25D. MGMT. RECAP REPORT REVIEWED DAILY每天收到管理摘要報告4. TEST SCANNING (POINTS POSSIBLE

22、 50)掃描測試（大概50分）POSSIBLE大概得分SCORE實際得分A. ENTIRE SALES FLOOR AND FRESH DEPARTMENTS SCANNED BI-WEEKLY每兩周整個樓面及鮮食全部掃描一遍25B. TEST SCANNING CHART CURRENT當前掃描測試表255. STOP PROGRAM (POINTS POSSIBLE 75)STOP方案（大概75分）POSSIBLE大概得分SCORE實際得分A. REQUIRED ITEM AUDITS COMPLETED完成所要求的審查項目25B. CHARTS AND POSTERS UP AND IN

23、FORMATION CURRENT貼好圖表，海報及信息25C. CO SHRINK TRACKED BY CATEGORY分類商品的商品損耗25D. TEAM LEADER MONTHLY SHRINK WORKSHEET COMPLETED經理、主管完成月度損耗工作單25TOTAL POINTS POSSIBLE 525大概總得分525分TOTAL POINTS總得分RATING SCALE得分等級:525 TO 500 EXCELLENT 525分至500分為優475 TO 425 ABOVE AVERAGE 475分至425分為及格400 OR LESS UNACCEPTABLE, AC

24、TION PLAN MUST BE SUBMITTED TO D.O.AN L.P.400分或400分以下為不合格，行動方案必須提交營運總監和防損主管。MUST BE SUBMITTED TO THE DIRECTOR OF OPEARTIONS AND LOSS PREVENTION WITHIN48 HOURS. 必須在48小時之內提交營運總監和防損主管NO PARTIAL POINTS CAN BE AWARDED不得給予偏袒分priority key control checklist重點區域檢查一覽表COUNTRY國家 _D.O. 營運總監_MONTH - END REPORT月末報

25、告REGION#地區代號：_L.P. 防損主管：_CLUB #會員店號CLUB #會員店號CLUB #會員店號CLUB #會員店號CLUB #會員店號CLUB #會員店號CLUB #會員店號1. RECEIVING/CLAIMS收貨/索賠A.B.C.D.E.F.2. FRONT END商場前部A.B.C.D.E.3. TOOLS OF THE TRADE業內工具A.B.C.D.4. TEST SCANNING掃描測試A.B.5. S.T.O.P. PROGRAM S.T.O.P.方案A.B.C.D.TOTAL總分MUST BE FAXED BY THE 5TH OF THE MONTH TO

26、THE INTERNATIONAL LP OFFICE BENTONVILLE每月5號以前必須傳真給本頓維爾國際部防損辦S.T.O.P PROGAM (Shrink Takes Our Profits)STOP方案（防止損耗帶走利潤方案）Introduction介紹The “Shrinkage Takes Our Profits” Program was introduced on 1994 to emphasize the impact Shrinkage has on our profitability. The main focus points of this program are

27、included as Key Control items due to their importance in preventing Shrinkage.“防止損耗帶走利潤方案”（STOP案）是1994年開始采用的方案，本方案強調損耗對我們獲利能力的影響。由于它們在防止損耗方面的重要性，本方案的控制核心就包括在重點區域核查項目之中。Expectations期望值Required item audits completed需完成審核的商品 Audit Team Partners will maintain a log of all required audits and results.審核小

28、組成員要保留所有要求的審核內容和審核結果記錄。The following items are required to be audited on a weekly basis下列商品要求每周審核一次： Top 10 Selling Cigarettes10種最暢銷品牌的香煙 Computers/Printers電腦/打印機 Fax machines傳真機 Top 50 high shrink items from previous inventory以前盤點損耗率最高的五十種商品 Any other high dollar item with the potential for loss其他有

29、虧損可能的高價商品The following items are required to be audited on a bi-weekly basis以下商品要求每兩周審核一次： The entire Member Pick-Up area 整個會員提貨區 The above audits will be mandatory for each club and will not be a substitute for the cycle audit program以上審核對每個會員店是強制性的，不能代替周期審核方案Charts and Posters up and Information c

30、urrent貼出圖表、海報及最新信息 The charts tracking Daily, Monthly, and Year-to-Date C.O. adjustments will be maintained and posted in the Partner lounge.每日、每月及年至今CO調整應在員工休息室里張貼。 C.O. adjustments will also be tracked and broken down by category and posted in lounge for partners viewing按部門分的CO調整也應跟蹤并詳盡列表貼于員工休息室。

31、See your Loss Prevention Supervisor for details on setting up these charts圖表、海報等的具體制作方法由防損部經理確定。S.T.O.P PROGAM (Shrink Takes Our Profits) Contd:STOP方案（防止損耗帶走利潤方案）-續Team Leader Monthly Shrink Worksheet completed經理、主管月度減耗工作表 It is required that the Team Leaders Monthly Worksheets (see examples) are co

32、mpleted and maintained for future reference. (These should be readily available for viewing)要求完成月度減耗工作表（見示例）并留存參考之用。（可供隨時查閱） The Audit Team should have one worksheet per Team Leader for each month dating back to the most recent inventory.庫控小組中的每位組長都應擁有一份含有該月最近庫存情況的月度工作表。 Actual worksheets should be

33、reviewed by the Audit Team and completed by the 5th of each month without exceptions實際工作表應由庫控小組審核，并于每個月5號之前完成，不得有例外。1. AREA OF RESPONSIBILITY責任區:_MONTH月_ YEAR年_2. TEAM LEADER NAME經理姓名: _CATEGORYMONTHLYMONTHLYDOLLAR DIFF FROMTOTALSHRINK %SALESCOSMID- YR INVENTORYSHRINKTO SALES類別月度銷售月度損耗年中庫存價差總損耗銷售損耗占

34、銷售百分比TOTAL # OFTOTAL SALESTOTAL COSTOTAL D.D.TOTAL SHRINKTOTAL%CATEGORY種類總數總銷售額損耗總數美元總價差總損耗總額%3. WHAT IS THE CLUBS TOTAL SHRINK FOR THE MONTH? 會員店當月的總損耗是多少?4. WHAT PERCENTAGE OF THE CLUBS TOTAL SHRINK DO YOUR CATEGORIES REPRESENT?_你所負責商品類的損耗占會員店總損耗的百分之幾?5. WHAT ACTIONS WILL YOU TAKE TO IMPACT THE SH

35、RINK IN YOUR CATEGORIES? LIST ANY CHANGESTHAT CAN BE TAKEN WITH DISPLAY METHODS, LAYOUTS, PACKAGING EFFORTS, COMMUNICATION WITHSUPPORT PERSONNEL AT CLUB AND HOME OFFICE.對于你所負責商品類的損耗，你準備采取什么樣的行動？請列出你能采取的改正方法和展示方法、陳列、包裝措施，與會員店和總部的支持人員的交流。6. WHEN WILL THIS CATEGORY SHRINK INFORMATION AND THE PLAN OF AC

36、TION BE SHARED WITH THE PARTNERS IN YOUR AREA? MUST BE SPECIFIC DATE_本類商品損耗情況和改正方案什么時候才能與你所負責區的其他員工分享？具體的日期是 _7. ARE YOUR CATEGORIES ORGANIZED SO THEY CAN BE AUDITED? _你所負責的商品是否組織得好，可以進行盤點嗎?8. AUDIT TEAMS COMMETS:_庫控小組意見The auditing process is very important in SAMS Club. Not only does it help us id

37、entify shrinkage items, giving us an opportunity to take action, but it keeps our stock status accurate helping us replenish merchandise properly. Below is the process used to ensure we are “Auditing for Success”.此盤點過程在山姆會員店中至關重要。它不僅能幫助我們確定哪些司于損耗商品，給我們提供了采取補救行動機會，還能使我們庫存商品情況有一個準確的了解，幫助我們及時地補充商品。以下是確

38、保盤點成功所要使用的方法。Auditing for Success成功的盤點ANNUAL INVENTORY年度盤點REPEAT PROCESS重復過程SEMI-ANNUAL INVENTORY半年度盤點WEEKLY CYCLE AUDITS COMPLETE 1 MONTH PRIOR TO INVENTORY每周周期盤點每次盤點前一個月完成WEEKLY S.T.O.P. AUDITS每周 S.T.O.P. 審核DOLLAR DIFFERENCE WORKED價差 Complete Category Audits成功盤點的方法 (Cycle Audits) （周期審核）Why should

39、the Clubs do Complete Category Audits?會員為什麼要做完整的分類盤點？1) Doing Complete Category Audits in-between Inventory cycles will enable the Clubs to react to Shrink trends in a timely manner.在兩個庫存周期之間進行完整的商品類別盤點有助于及時反饋商品損耗的趨勢。2) Clubs will reduce the average Dollar Difference Shrink. At the same time Clubs s

40、hould also see a reduction in total Shrink Dollars, which will naturally lower the total Shrink Percent.降低會員店的平均價差損耗。同時，會員店還會看到他們全部的損耗值也減少了，這樣整個損耗百分率自然也就降低了。3) Clubs will have an ample amount of time to research any count variance to ensure that any unnecessary and proper adjustments are being made.

41、Note: If proper research is done, a Club may be surprised of the actual receiving errors they normally would not have caught.會員店將大量充余時間研究任何一項統計變化，確保采取必要而適當的調整措施。注意“如果進行了正確的研究工作，會員店會對實際發生的收貨錯誤感到驚奇，而這些錯誤通常情況下他們不會覺察到?！?) Keeping track of adjustments on a daily basis will enable a Club and its staff to

42、know exactly where the stand with Shrink at all times.每天對商品調整情況進行跟蹤，這樣，會員店及其員工就能夠準確地了解到每時每刻的損耗情況。5) When proper adjustments are made on a daily basis, the Stock Status will be accurate for buyingand markdown purposes.每天進行適當的商品調整，我們就可保持準確的存貨情況。6) Lowering Shrink dollars will put money on the bottom line. Lowering the Shrink Percent willgive the Clubs a goal to reach