沃尔玛专用汇总Wal-Mart Terminology
沃尔玛(Wal-Mart)SWOT分析案例
沃尔玛(Wal-Mart)SWOT分析案例沃尔玛(Wal-Mart)SWOT分析案例优势Strengths.沃尔玛是著名的零售业品牌，它以物美价廉、货物繁多和一站式购物而闻名。
沃尔玛的销售额在近年内有明显增长,并且在全球化的范围内进行扩张.(例如,它收购了英国的零售商ASDA)沃尔玛的一个核心竞争力是由先进的信息技术所支持的国际化物流系统.例如,在该系统支持下,每一件商品在全国范围内的每一间卖场的运输、销售、储存等物流信息都可以清晰地看到。
信息技术同时也加强了沃尔玛高效的采购过程。
沃尔玛的一个焦点战略是人力资源的开发和管理。
优秀的人才是沃尔玛在商业上成功的关键因素，为此沃尔玛投入时间和金钱对优秀员工进行培训并建立忠诚度。
劣势Weaknesses沃尔玛建立了世界上最大的食品零售帝国。
尽管它在信息技术上拥有优势，但因为其巨大的业务拓展，这可能导致对某些领域的控制力不够强。
因为沃尔玛的商品涵盖了服装、食品等多个部门，它可能在适应性上比起更加专注于某一领域的竞争对手存在劣势。
该公司是全球化的，但是目前只开拓了少数几个国家的市场。
机会Opportunities采取收购、合并或者战略联盟的方式与其他国际零售商合作，专注于欧洲或者大中华区等特定市场。
沃尔玛的卖场当前只开设在在少数几个国家内。
因此，拓展市场（如中国，印度）可以带来大量的机会。
沃尔玛可以通过新的商场地点和商场形式来获得市场开发的机会。
更接近消费者的商场和建立在购物中心内部的商店可以使过去仅仅是大型超市的经营方式变得多样化。
沃尔玛的机会存在于对现有大型超市战略的坚持。
威胁Threats沃尔玛在零售业的领头羊地位使其成为所有竞争对手的赶超目标。
沃尔玛的全球化战略使其可能在其业务国家遇到政治上的问题。
多种消费品的成本趋向下降，原因是制造成本的降低。
造成制造成本降低的主要原因是生产外包向了世界上的低成本地区。
这导致了价格竞争，并在一些领域内造成了通货紧缩。
沃尔玛培训教材(Wal-Mart)-20121231-01：Dormitory & Canteen
1
Training outline 培训概要
Why Improve Dormitory & Canteen Conditions 为什么要改善宿舍与食堂条件？ • Walmart Perspective 沃尔玛的角度 • The Business Case 商业策略 Walmart Dormitory & Canteen Requirements 沃尔玛对宿舍与食堂的要求 • Construction 建筑 • Ventilation 通风 • Hygiene 卫生状况 • Bath water and drinking water洗澡用水和饮用水 • Personal space私人空间 • Bed 床铺 • Fire safety & First Aid 消防安全与急救
*包括潜在的健康安全事故风险
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Factory benefits ($$) 工厂的好处
1. 2. 3. 4. Increased productivity/improved quality (more product, less hours) 提高生产率/产品质量（产品更多，工时减少） Increased retention (savings on lost hours*) 员工流失率降低（减少损失工时*） Decrease in absenteeism and accidents 减少旷工及工伤事故的发生 More employee referrals and attracts/retains new generation workers…who expect more (savings recruitment fees) 更多的员工会推荐认识的人进厂，吸引/保留更多新生代员工（节省招聘成本） Improved customer relationships (more business, less audit fees)
沃尔玛验厂文件
– Respect for the individual 尊重个人 – Service to our customers 服务顾客 – Striving for excellence 追求卓越
• Hold our suppliers to the same goal in their contracting, subcontracting and
• Compensation工资福利 • Freedom of Association & Collective Bargaining自由结社和集体协商 • Health & Safety健康和安全 • Environment 环保
10
Ethical Sourcing - An Introduction
降低业务中断的风险和相关财务影响
• Reduced audit frequency and associated costs due to factory improvements
减少审核频率和相关费用
• Improved quality of life for the workers 提升员工生活质量
Green绿色 Yellow黄色
Minor Violations低风险 Re-Audit in 2 Years 两年内重新审核 Medium-Risk Violations中等风险 Re-Audit in 1 Year一年内重新审核
High-Risk Violations 高风险 Re-Audit in 6 Months 半年内重新审核
to comply with local laws and Walmart standards 在合规改善方面向工厂提供必要的信息支持以符合当地法律和沃尔玛的要求
沃尔玛英文简介
consumers after
第5页
Can meet a hundred retail store large logistics distribution center
order
Computer system automatically alerts
out-ofstock
第6页
Wal-Mart dynasty------humanization
➢The customer is always right ➢Customers who have errors, please refer to the first.
slogan
Help customers save money, make their lives better
corporate culture
1974 1979
1985
1996
Total sales exceed 10 billion
Entered the Chinese market
第4页
Main ways to make money
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Slash the advertising expenses and put the money saved for public welfare, but
➢Sustainable development
➢feedback community
➢care for children
➢support education
➢help the disaster areas.
summary
• Everyone has a chance of success . • If we have no first,we will have no best. • The profits will be back when we share it
沃尔玛采购部常用英文专业术语(英译汉)
沃尔玛采购部常用英文专业术语（英译汉）BCG305Terminology 专业术语JUN. 2021Wal-Mart Supercenter Merchandising Training 1TerminologyBCG305TERMINOLOGY 专有名词解释APPAREL 服装指从23到36部门的商品。
包括女式毛衣、男式宽松裤、婴儿服等等。
为预标签商品，在送货前要求供应商为其挂好吊牌。
ASSEMBLY 直订商场自动补货商品的订货方法。
BOH 期初库存“期初库存Beginning On Hand”的缩写即商品在未被定购或接收之前的数量。
每个月月末系统自动计算出月末库存，即为下月的期初库存。
EOH 期末库存Abbreviation for “Ending On Hand”. Beginning inventory plus merchandise received. “Ending On Hand” 的缩写。
即期初库存加上收货并减去销售和降价。
BP： Basic Price 基本零售价每个商品必须有的一个基础价格,任何AR/TR/OB的类型都是在有了基本零售价格之后才可以建立的。
OB价 Other Base Price 其他地区基本零售价针对一个商品在某地的BP价格而设定的其他地区的基本零售价格。
BULLETIN 机会与信息它是采购部同商场营运部进行沟通的一种工具，每个星期三采购部会发往商场。
内容主要包括重要商品信息、促销信息等。
CANCEL DATE 取消日针对某张订单供应商可以送货的最后一天。
SHIP DATE 起运日供应商可以发货的日期。
一般供应商从ship date 至 cancel date 的时间为4天，最长不能超过7天（Open PO 7天）Wal-Mart Supercenter Merchandising Training 2TerminologyBCG305LEAD TIME 备货时间由订单的create date到实际收到所订货物所需的时间。
沃尔玛的全面风险管理战略(英文版)
沃尔玛的全面风险管理战略(英文版) Comprehensive Risk Management Strategy of Walmart Introduction:Risk management is an essential component of every successful business. It involves identifying potential risks, assessing their impact, and implementing strategies to mitigate them. As one of the largest retail corporations in the world, Walmart recognizes the importance of having a comprehensive risk management strategy in place. This article aims to outline Walmart's approach to risk management, highlighting its key principles and strategies.1. Risk Identification:The first step in Walmart's risk management strategy is to identify potential risks that could impact the company's operations. This involves conducting thorough risk assessments at various levels, including corporate, regional, and store levels. Walmart uses various techniques such as problem analysis, performance reviews, and trend analysis to identify areas of potential vulnerability. The company also closely monitors external factors such as market trends, regulatory changes, and geopolitical risks that could affect its business.2. Risk Assessment:Once the risks are identified, Walmart assesses their potential impact on the company's operations, financial performance, and reputation. This involves quantifying risks in terms of financial loss, operational disruption, and potential damage to the brand image. By conducting risk assessments, Walmart can prioritize risks and allocate resources effectively to mitigate them.3. Risk Mitigation Strategies:After assessing the risks, Walmart implements strategies to mitigate them and minimize their impact on the company. This includes developing and implementing robust internal controls, standard operating procedures, and policies to prevent and detect risks. Walmart also invests in state-of-the-art technology and infrastructure to ensure the security and efficiency of its operations. For example, the company uses advanced surveillance systems and cybersecurity measures to protect its stores and customer data from potential threats.Walmart also believes in fostering a culture of risk management throughout the organization. It educates and trains its employees on risk awareness and encourages them to report any potential risks or violations. This helps Walmart to proactively address risks and prevent potential issues before they escalate.4. Crisis Management:Despite careful planning and risk mitigation efforts, unexpected events can still occur. Walmart understands the importance of having a robust crisis management plan in place. The company has a dedicated crisis management team that is responsible for coordinating responses to various crises, such as natural disasters, product recalls, or public relations crises. Walmart's crisis management plan outlines clear procedures for communication, decision-making, and business continuity to ensure a swift and effective response to any crisis situation.5. Business Continuity Planning:Another critical aspect of Walmart's risk management strategy is business continuity planning. This involves developing strategies and procedures to ensure the continuous operation of key business functions in the event of a disruption. Walmart has comprehensive business continuity plans at both the corporate and individual store levels. These plans outline alternative operating procedures, backup systems, and recovery strategies to minimize downtime and mitigate the impact of any disruption.6. Continuous Improvement:Walmart recognizes that risk management is an ongoing process that requires continuous improvement and adaptation. The company regularly reviews and updates its risk management strategies to address emerging risks and changing business environments. It actively seeks feedback from employees, customers, and stakeholders to identify areas for improvement and implement necessary changes.Conclusion:Walmart's comprehensive risk management strategy demonstrates its commitment to ensuring the safety, security, and continuity of its operations. By adopting a proactive and holistic approach torisk management, Walmart can identify and mitigate potential risks, minimize their impact, and maintain its position as one of the world's leading retail corporations.Certainly! Here are some additional points to expand on Walmart's risk management strategy: 1. Supply Chain Risk Management:Walmart's risk management strategy includes a strong focus on supply chain management. The company recognizes thatdisruptions in its supply chain can have a significant impact on its operations and ability to serve customers. To mitigate supply chain risks, Walmart has implemented several strategies. Firstly, the company has diversified its supplier base to reduce dependency on a single supplier or region. This helps to minimize the impact of any potential disruptions, such as natural disasters or geopolitical issues. Secondly, Walmart closely collaborates with its suppliers to ensure they meet specific quality, safety, and compliance standards. The company also conducts regular audits and inspections to mitigate the risks associated with unethical practices or non-compliance.2. International Risk Management:As a global retail corporation, Walmart operates in various countries with different regulatory, political, and cultural environments. To manage the risks associated with international operations, Walmart has established a robust governance structure. The company has a dedicated international risk management team that monitors and assesses risks specific to each country. This allows Walmart to tailor its risk mitigation strategies to address the unique challenges and requirements of individual markets. Additionally, Walmart maintains strong relationships with local stakeholders, government agencies, and industry associations to proactively address any potential risks or issues that may arise.3. Data Privacy and Cybersecurity:The increasing reliance on technology and digital systems within the retail industry brings new risks such as data breaches and cyber-attacks. Walmart recognizes the importance of protecting customer and company data from potential threats. The companyhas invested heavily in cybersecurity measures, including firewalls, encryption, and constant monitoring of its systems. Walmart also regularly conducts vulnerability assessments and penetration tests to identify and address any potential weaknesses. In addition to technical safeguards, Walmart has implemented strict data privacy policies and procedures to ensure compliance with relevant regulations and protect customer privacy.4. Regulatory Compliance:Operating in a highly regulated industry, Walmart places a strong emphasis on compliance with applicable laws and regulations. The company has a dedicated legal and compliance team that monitors and ensures adherence to local, national, and international regulations. Walmart invests in training programs for its employees to ensure they are aware of and comply with relevant laws and regulations. The company also conducts regular internal audits to assess compliance and identify areas for improvement. Walmart's commitment to regulatory compliance helps to mitigate the risks associated with legal sanctions, reputational damage, and operational disruptions.5. Environmental Sustainability:Walmart recognizes the risks associated with climate change and environmental degradation and has integrated sustainable practices into its risk management strategy. The company has set ambitious goals to reduce greenhouse gas emissions, promote renewable energy, minimize waste, and conserve natural resources. By adopting sustainable business practices, Walmart reduces its exposure to potential regulatory, reputational, and operational risks. The company also works closely with its suppliers to promotesustainable sourcing and production practices throughout its supply chain.Conclusion:Walmart's comprehensive risk management strategy encompasses a wide range of areas, including risk identification, assessment, mitigation, crisis management, business continuity planning, and continuous improvement. Through its proactive and holistic approach, Walmart can effectively manage potential risks and ensure the safety, security, and continuity of its operations. By placing a strong emphasis on supply chain integrity, international risk management, data privacy, regulatory compliance, and environmental sustainability, Walmart demonstrates its commitment to long-term success and resilience in an ever-changing business landscape.。
沃尔玛专用汇总Wal-Mart
目录(按字母顺序)1.Action Alley 主通道2.Assembly 直订3.Associate 员工4.Associates Sponsor 员工指导5.Bailer 打包机6.Basic Merchandise 基本商品7.BOB 查看购物车底8.Buyers 采购员9.CBL 电脑基础学习10.CFT 现金转移11.Claim 索赔12.Clip Strip 挂带13.Coaching For Success 成功指导14.Code ADAM 亚当代码15.Code Black 黑色代码16.Code Blue 蓝色代码17.Code Brown 棕色代码18.Code Red 红色代码19.Code White 白色代码AC 部门经理交流Ppetition 竞争对手23.Correction Of Errors (COE) 失误纠正24.Cost 成本25.Courtesy Desk 服务台26.CSM 顾客服务经理27.Customer Service Manager (CSM) 顾客服务经理28.Damage 损坏29.Dept 部门30.Direct 直送31.Display 陈列32.Distribution 分销33.Distribution Center 分销中心34.Distribution Turn 到货周期35.District 区域36.Division 分区37.Division 01 01分区38.DSD 商场直接送货39.EDLP 天天平价40.End Cap 货架端 (又称N架)41.Event 活动42.Feature 特卖43.Feature Tracking 特卖追踪44.先进先出45.Fine Line 细分类46.Flags 旗标47.Front End 前台48.EDGM 常务副总49.General Order 总订单50.GO 51.Gross Margin 毛利52.Gross Profit 毛利53.HBA 美容护肤用品54.Hardlines 非食品部55.Home Office (HO) 总部56.Home & Seasonal 家用和季节性商品57.Inventory 库存58.Invoice(INV.) 发票59.ISD 电脑部60.Item Number 商品号bel 标签62.LISA 防损暗语63.Loss Prevention 防损部64.Management Trainee Program(MTP) 管理人员培训计划65.Mark Down(MD) 降价66.Mark Up(MU) 提价67.Markup Percent 毛利率68.Merchandise Transfer Report( MTR) 商品转运报告69.Modular 商品陈列图70.MTR 商品调拨71.99 Supplies 商场自用品72.Not ON File(NOF) 不在档73.OH 现货74.Open Order 开放式订单75.Out Of Stock 缺货76.Overstock 库存过剩77.Packaging 包装78.Perpetual Inventory 永久库存79.P&L 盈亏报告80.查询码81.PO 订货单82.POP 宣传广告牌83.Point Of Sale Replenishment (POS) 补货系统84.POS 自动补货系统85.Price Change (Price Adjustment) 价格变更86.Produce 农作物(果蔬部)87.Profit Margin 利润率88.Purchase Order 订单89.QTY 数量90.Rate Of Sale (ROS) 销售率91.Receiving 收货92.Retail 零售价93.Return On Investment (ROI) 投资回报率94.Riser 加高层95.Sales Floor 楼面96.Sam’s Club 山姆会员店97.Seasonal 季节性商品98.Service Desk 顾客服务台99.70-Type Items 70类商品100.Shrinkage 损耗101.Side Counter 正常货架102.Side Kick 边篮103.Signs/Signing 标牌104.SKU 商品单位105.Smart System 商场商品零售系统106.Softlines 服装部107.Sponsor 员工指导108.Stack Base (SB) 堆头109.Store Manager 商场经理110.Store Number 商场号码111.Super Center 购物广场112.SWAS 店中店113.TAB 传单广告114.Table 陈列柜115.Telxon 手提终端116.Top 50 Report 前五十名报告117.Trailer 货柜118.UPC 条形码119.Vendor 供应商120.Vendor Number 供应商号121.Vendor Pack 供应商包装122.VNDR 供货商123.VPI Program 商品促销计划124.Walton Institute 沃尔顿学院125.Warehouse 仓库126.WH or WHSE 仓库127.WMDC 分销中心128.WTD 周至今129. YTD 年至今Sales aisle area of the store which Customers seeimmediately upon entrance from vestibule. Runstoward the back of the store from the front doors.顾客一走进商店的门厅立即看到的，位于货架中间的通道。
沃尔玛全套资料目录
沃尔玛 内部培训资料及各部门程序/标准/制度详细目录页数01 沃尔玛 基础领导艺术培训课 3天 38902 沃尔玛 高级领导艺术培训课 5天 26903 沃尔玛 沃尔顿学院培训课 5天 58104 沃尔玛 传奇服务培训课 3天 38805 沃尔玛 损耗课程分析培训课 1天 16406 沃尔玛 鲜食培训 4天 25701 沃尔玛 食品卫生培训14702 沃尔玛 鲜食管理课程培训110 07 沃尔玛 各副总经理岗位培训大纲 5副总手册 16001 沃尔玛 常务副总经理岗位培训大纲02 沃尔玛 前台副总经理岗位培训大纲03 沃尔玛 食品副总经理岗位培训大纲04 沃尔玛 鲜食副总经理岗位培训大纲05 沃尔玛 非食品副总经理岗位培训大纲08 沃尔玛 副总经理培训手册 1手册6209 沃尔玛 各部门经理岗位培训大纲 12手册40601 沃尔玛 前台部经理岗位培训大纲02 沃尔玛 收货部经理岗位培训大纲03 沃尔玛 营运部部经理岗位培训大纲04 沃尔玛 家电部经理岗位培训大纲05 沃尔玛 服装部经理岗位培训大纲06 沃尔玛 日用品部经理岗位培训大纲07 沃尔玛 楼面经理岗位培训大纲08 沃尔玛 夜班部经理岗位培训大纲09 沃尔玛 果蔬部经理岗位培训大纲10 沃尔玛 肉类 海鲜部经理岗位培训大纲11 沃尔玛 熟食部经理岗位培训大纲12 沃尔玛 面包部经理岗位培训大纲10 沃尔玛 各部门经理培训手册 8手册44211 沃尔玛 各部门主管岗位培训大纲 24手册98401 沃尔玛 前台部主管岗位培训大纲02 沃尔玛 现金办主管岗位培训大纲03 沃尔玛 库存控制主管岗位培训大纲04 沃尔玛 索赔部主管岗位培训大纲05 沃尔玛 票据部主管岗位培训大纲06 沃尔玛 条码部主管岗位培训大纲07 沃尔玛 家电部主管岗位培训大纲08 沃尔玛 五金部主管岗位培训大纲09 沃尔玛 清洁用品部主管岗位培训大纲10 沃尔玛 床上用品部主管岗位培训大纲11 沃尔玛 玩具部主管岗位培训大纲12 沃尔玛 女装部主管岗位培训大纲13 沃尔玛 男装部主管岗位培训大纲14 沃尔玛 鞋部主管岗位培训大纲15 沃尔玛 干货部主管岗位培训大纲16 沃尔玛 糖烟酒部主管岗位培训大纲17 沃尔玛 促销部主管岗位培训大纲18 沃尔玛 化妆品部主管岗位培训大纲19 沃尔玛 夜班理货部主管岗位培训大纲20 沃尔玛 果蔬部主管岗位培训大纲21 沃尔玛 肉类部主管岗位培训大纲22 沃尔玛 海鲜部主管岗位培训大纲23 沃尔玛 熟食部主管岗位培训大纲24 沃尔玛 面包部主管岗位培训大纲12 沃尔玛 各部门主管培训手册 17手册102213 沃尔玛 见习管理人员培训-教练培训用 7手册27701 沃尔玛 前台部教练培训手册02 沃尔玛 收货教练培训手册03 沃尔玛 楼面教练培训手册04 沃尔玛 条码部教练培训手册05 沃尔玛 票据部教练培训手册06 沃尔玛 索赔 人资 防损部教练培训手册07 沃尔玛 鲜食部教练培训手册14 沃尔玛 见习管理人员培训 学员培训用 7手册23315 沃尔玛 购物广场各部门每日工作细则 1手册12701 总经理每日工作细则02 常务副总经理每日工作细则03 副总经理每日工作细则04 顾客服务经理每日工作细则05 服务台每日工作细则06 现金办每日工作细则07 票据办每日工作细则08 库存控制部每日工作细则09 索赔部每日工作细则10 收货部每日工作细则11 条码部每日工作细则12 家电部每日工作细则13 促销部每日工作细则14 服装部每日工作细则15 楼面部每日工作细则16 夜班部每日工作细则17 果蔬部每日工作细则18 肉类部每日工作细则19 海鲜部每日工作细则20 熟食部每日工作细则21 面包部每日工作细则22 冻品奶制品部每日工作细则16 沃尔玛 山姆会员店各部门每日工作细则 1手册8001 收银部每日工作细则02 现金办每日工作细则03 服务台每日工作细则04 收货办每日工作细则05 收货仓台每日工作细则06 索赔办每日工作细则07 库存控制每日工作细则08 家电部每日工作细则09 烟酒部每日工作细则10 楼面部每日工作细则11 促销部每日工作细则12 夜班部每日工作细则13 果蔬部每日工作细则14 肉类部每日工作细则15 海鲜部每日工作细则16 冻品部每日工作细则17 熟食部每日工作细则18 面包部每日工作细则19 会籍部每日工作细则20 推广部每日工作细则17 沃尔玛 商场各部门管理人员职位描述 1手册8801 沃尔玛 区域经理职位描述02 沃尔玛 商场总经理经理职位描述03 沃尔玛 常务副总经理经理职位描述04 沃尔玛 副总经理经理职位描述05 沃尔玛 高级顾客服务经理职位描述06 沃尔玛 顾客服务经理职位描述07 沃尔玛 收货部经理职位描述08 沃尔玛 楼面部经理职位描述09 沃尔玛 营运办公室经理职位描述10 沃尔玛 夜班部经理职位描述11 沃尔玛 肉类海鲜果蔬部经理职位描述12 沃尔玛 面包熟食部经理职位描述13 沃尔玛 现金办主管职位描述14 沃尔玛 索赔部主管职位描述15 沃尔玛 收货部主管职位描述16 沃尔玛 库存控制主管职位描述17 沃尔玛 票据办主管职位描述18 沃尔玛 条码办主管职位描述19 沃尔玛 楼面部主管职位描述20 沃尔玛 促销部主管职位描述21 沃尔玛 夜班理货主管职位描述22 沃尔玛 肉类海鲜果蔬主管职位描述23 沃尔玛 面包熟食主管职位描述18 沃尔玛 采购部高管职位描述 1手册1501 沃尔玛 采购总经理职位描述02 沃尔玛 区域商品经理职位描述03 沃尔玛 商品经理职位描述04 沃尔玛 路售商品经理职位描述05 沃尔玛 新鲜食品采购经理职位描述19 沃尔玛 商场各部门指南 5手册144802 沃尔玛 商品系统指南03 沃尔玛 收货和票据办指南04 沃尔玛 索赔办指南05 沃尔玛 现金办指南20 沃尔玛 商品管理手册-綜合指南 5手册14721 沃尔玛 商品知识指南 11手册48601 沃尔玛 家电部商品知识指南02 沃尔玛 家居部商品知识指南03 沃尔玛 美容保健用品部商品知识指南04 沃尔玛 服装部商品知识指南05 沃尔玛 干货部商品知识指南06 沃尔玛 果蔬部商品知识指南07 沃尔玛 肉类部商品知识指南08 沃尔玛 海鲜部商品知识指南09 沃尔玛 熟食部商品知识指南10 沃尔玛 面包部商品知识指南22 沃尔玛 商场辅助培训资料 58种50201 沃尔玛 电脑辅助培训资料CBL介紹02 沃尔玛 直订商品 POS 补货03 沃尔玛 员工安全04 沃尔玛 装袋05 沃尔玛 区域整理06 沃尔玛 现金抽屉管理07 沃尔玛 支票付款08 沃尔玛 索赔概述09 沃尔玛 改进指导10 沃尔玛 顾客服务台处理程序11 沃尔玛 顾客服务台退款/换货12 沃尔玛 危机管理13 沃尔玛 顾客安全14 沃尔玛 顾客服务15 沃尔玛 顾客服务/商品维修16 沃尔玛 服装处理17 沃尔玛 直接收货18 沃尔玛 电子防盗系统19 沃尔玛 特卖商品展示20 沃尔玛 食品处理基本原则21 沃尔玛 食物引发病变22 沃尔玛 叉車23 沃尔玛 一般设备24 沃尔玛 HACCP危险/危机风险控制点25 沃尔玛 隐患沟通26 沃尔玛 不恰當行為27 沃尔玛 防损28 沃尔玛 风险控制管理29 沃尔玛 陈列图/商品陈列设备31 沃尔玛 表现回顾32 沃尔玛 个人卫生33 沃尔玛 个人保护装备34 沃尔玛 虫害控制35 沃尔玛 永久库存PI概述36 沃尔玛 电力装备37 沃尔玛 电动搬运设备课程38 沃尔玛 变价概述39 沃尔玛 标价设备40 沃尔玛 利润41 沃尔玛 招聘最优秀的人才42 沃尔玛 加高层/促销墙维护43 沃尔玛 安全用电练习44 沃尔玛 卫生计划45 沃尔玛 扫描准确性46 沃尔玛 扫描例外47 沃尔玛 扫描48 沃尔玛 标签49 沃尔玛 管理層性騷扰50 沃尔玛 SMART系统概述51 沃尔玛 理货常规52 沃尔玛 后仓管理53 沃尔玛 团队建设54 沃尔玛 付款55 沃尔玛 三项基本原则23 沃尔玛 购物广场每月营运程序检查清单 1手册6524 沃尔玛 山姆会员店每月营运程序检查清单 1手册4725 沃尔玛 山姆会员店资料 19手册33201 沃尔玛 山姆会员店会员制说明02 沃尔玛 山姆会员店经营理念指南03 沃尔玛 山姆会员店商品指南04 沃尔玛 山姆会员店商场内标识方案05 沃尔玛 山姆会员店竞争策略06 沃尔玛 山姆会员店业内报告指南07 沃尔玛 山姆会员店业内工具主要报告08 沃尔玛 山姆会员店支持教练岗位职责09 沃尔玛 山姆会员店电话推广培训10 沃尔玛 山姆会员店商场进一步计划检查表11 沃尔玛 山姆会员店失誤糾正指南12 沃尔玛 山姆会员店快速培训计划13 沃尔玛 山姆会员店店内巡视说明14 沃尔玛 山姆商品副总岗位职责15 沃尔玛 山姆商品副总业内主要工具及期望16 沃尔玛 山姆市场部副总岗位职责17 沃尔玛 山姆市场副总业内主要工具及期望18 沃尔玛 山姆市场部副总组织结构图19 沃尔玛 山姆市场部副总评估26 沃尔玛 山姆会员店国际部鲜食部手册 1手册10427 沃尔玛 收货 物流知识培训课 1天14528 沃尔玛 一年52周的培训计划 1手册14729 沃尔玛 商场总经理办公室常用资料 32701 沃尔玛 总经理工作职责02 沃尔玛 总部对各店总经理营运期望03 沃尔玛 总经理呈交报告清单04 沃尔玛 总经理交接清单05 沃尔玛 总经理每周例行工作安排06 沃尔玛 每周营运小结样板07 沃尔玛 营运报告清单08 沃尔玛 商场部门提交报告时间及要点09 沃尔玛 内部每周优先沟通表 示例10 沃尔玛 最佳实践分享 示例11 沃尔玛 某店全年促销及社区活动计划12 沃尔玛 某店审计报告(终稿）-高损耗问题13 沃尔玛 超市主要完成报表清单14 沃尔玛 山姆会员店管理层结构15 沃尔玛 山姆会员店店内巡视指南16 沃尔玛 山姆会员店行政办公室陈列图17 沃尔玛 各店新年失误纠正统计18 沃尔玛 各店春节失误纠正统计19 沃尔玛 各店情人节失误纠正统计20 沃尔玛 各店圣诞节失误纠正统计21 沃尔玛 开业失误纠正统计30 沃尔玛 开新店指南 21901 沃尔玛 开店指南手册02 沃尔玛 开新店各部门应办事项清单03 沃尔玛 开店前工作检查清单04 沃尔玛 开业报告的程序05 沃尔玛 开业前如何进行市场推广06 沃尔玛 开店倒计时指南07 沃尔玛 购物广场开店前时间计划表08 沃尔玛 开业节日重要商品清单程序09 沃尔玛 新店开业人力资源部工作跟进清单10 沃尔玛 山姆某店开店前各项工作时间计划表11 沃尔玛 山姆鲜食各部门开店前实际操作培训计划12 沃尔玛 开店前鲜食部员工培训时间表13 沃尔玛 开店前海鲜部员工培训时间表14 沃尔玛 开店前面包部实际操作培训15 沃尔玛 开店前面包部员工培训时间表16 沃尔玛 开业后有关商场的工程项目的执行规定17 沃尔玛 新店每日工作时间安排18 沃尔玛 新店政府事务部培训指引19 沃尔玛 新店转职人员标准31 沃尔玛 商品盘点资料 20601 沃尔玛 超市年度盘点 工作指南手册02 沃尔玛 山姆会员店年度盘点工作指南手册03 沃尔玛 库存盘点工作程序说明04 沃尔玛 准备大盘店期间所有通知汇总05 沃尔玛 盘点培训资料06 沃尔玛 购物广场鲜食盘点程序07 沃尔玛 盘点时间安排日程08 沃尔玛 盘点工作安排09 沃尔玛 盘点检查清单10 沃尔玛 年度盘点奖励计划11 沃尔玛 不用盘点的标贴DNI12 沃尔玛 10家店盘点总结表13 沃尔玛 盘点结果分析14 沃尔玛 盘点失误纠正32 沃尔玛 人力资源部资料 90501 沃尔玛 绩效评估方法02 沃尔玛 人力资源部培训资料03 沃尔玛 人力资源部 指导 评估 等培训04 沃尔玛 薪酬和福利培训05 沃尔玛 管理继承人计划06 沃尔玛 发展计划 工作安排 经理主管员工07 沃尔玛 人力资源部检查清单08 沃尔玛 人力资源办公室的标准09 沃尔玛 如何举办基层会议10 沃尔玛 入职第一天培训及培训测试题11 沃尔玛 入职30天培训12 沃尔玛 入职60天培训13 沃尔玛 入职90天培训14 沃尔玛 山姆会员店培训员工指导试题15 沃尔玛 培训 简介16 沃尔玛 培训培训员17 沃尔玛 广播员培训18 沃尔玛 出色培训技巧19 沃尔玛 团队建设培训20 沃尔玛 行政部为您服务指南21 沃尔玛 员工工作服发放标准22 沃尔玛 行政部文员工作日程表23 沃尔玛 员工调动呈报表24 沃尔玛 转职人员报到须知25 沃尔玛 自用品使用程序及申购表格汇总33 沃尔玛 防损部资料 44701 沃尔玛 防损部指南手册02 沃尔玛 防损培训纲要03 沃尔玛 防损部工作计划纲要04 沃尔玛 防损部见习管理人员培训大纲手册05 沃尔玛 防损部培训员手册06 沃尔玛 防损部检查清单07 沃尔玛 风险控制报告08 沃尔玛 风险控制指南手册09 沃尔玛 风险控制小组相关知识10 沃尔玛 风险控制奖惩计划11 沃尔玛 风险控制信息快报12 沃尔玛 防损购物演习报告13 沃尔玛 常用消防安全知识手册14 沃尔玛 消防安全管理制度及职责汇编手册15 沃尔玛 消防安全管理体系16 沃尔玛 消防常用术语17 沃尔玛 食品的安全和卫生标准手册18 沃尔玛 店铺食品安全与卫生检查19 沃尔玛 食品卫生检查表20 沃尔玛 食品卫生检查例外报告21 沃尔玛 造成损耗的原因22 沃尔玛 采购环节引起的损耗23 沃尔玛 防损部标牌清单24 沃尔玛 商场防洪程序25 沃尔玛 火警火灾应急处理程序图26 沃尔玛 新店紧急出口黄线的画法27 沃尔玛 偷窃事件调查小结表28 沃尔玛 恐吓电话记录表29 沃尔玛 意外事故处理办法30 沃尔玛 盘点前防损部计划安排表31 沃尔玛 安全营运知识32 沃尔玛 防损部的周安全主题33 沃尔玛 防损部情景培训 是非34 沃尔玛 防损办公室陈列图34 沃尔玛 市场部资料 39501 沃尔玛 购物广场市场部培训02 沃尔玛 市场部品牌策略03 沃尔玛 市场营销基础和竞争分析04 沃尔玛 销售挑战赛05 沃尔玛 山姆会员店市场部标准课程培训06 沃尔玛 山姆会员店市场部综合培训07 沃尔玛 山姆会员店销售团队的管理与发展08 沃尔玛 山姆会员店销售技巧手册09 沃尔玛 山姆会员店电话推广培训10 沃尔玛 山姆店市场部行业推广发展战略11 沃尔玛 山姆会籍收入总汇12 沃尔玛 山姆会员费收入控制表汇总13 沃尔玛 山姆全员市场推广计划14 沃尔玛 山姆市场部软推广15 沃尔玛 山姆市场部软推广工作流程图示16 沃尔玛 山姆市场推广部表格17 沃尔玛 山姆会籍推广员奖励计划18 沃尔玛 山姆会籍推广员推广“会员优品”指南19 沃尔玛 山姆个人续卡电话推广培训20 沃尔玛 山姆市场行业推广员培训21 沃尔玛 山姆会员商店--行业代码表22 沃尔玛 山姆会员卡表格23 沃尔玛 山姆会籍市场部培训月刊之一24 沃尔玛 山姆商业会员拜访三步曲25 沃尔玛 山姆商业会员档案表格26 沃尔玛 山姆商业会员访问分析报告单27 沃尔玛 山姆市场部报销制度28 沃尔玛 山姆传真配销的工作程序29 沃尔玛 山姆传真配销工作流程图30 沃尔玛 山姆机构图31 沃尔玛 常用标牌清单35 沃尔玛 程序标准明细 1822一 沃尔玛 商场总经理办公室工作程序8二 沃尔玛 前台营运工作程序2801 沃尔玛 商场内顾客丢失物品处理程序02 沃尔玛 现场收银错误的退款原则03 沃尔玛 收银台现场盘点程序04 沃尔玛 护送现金程序05 沃尔玛 起始现金处理程序06 沃尔玛 换班现金处理程序07 沃尔玛 前台促销区现金处理程序08 沃尔玛 支票/现金购物会员自提程序09 沃尔玛 自转支票一天到帐程序10 沃尔玛 电脑小票的有关规定11 沃尔玛 分单购物程序12 沃尔玛 退换货程序13 沃尔玛 大单交易防损措施14 沃尔玛 店内自用商品程序15 沃尔玛 钥匙领取制度16 沃尔玛 前台续卡程序17 沃尔玛 粉红条政策18 沃尔玛 五星收银员评选计划三 沃尔玛 收货区域营运工作程序16四 沃尔玛 营运部程序84101 沃尔玛 新店时间表02 沃尔玛 新店进场程序03 沃尔玛 购物广场建店时间表04 沃尔玛 开业娱乐顾客活动05 沃尔玛 开业标准 - 会员店06 沃尔玛 开业标准 - 购物广场07 沃尔玛 开业前收货程序08 沃尔玛 开业前会费收入程序09 沃尔玛 夏季开业事宜10 沃尔玛 租户开业前时间安排11 沃尔玛 顾客服务热线12 沃尔玛 顾客获奖程序13 沃尔玛 顾客投诉处理程序14 沃尔玛 前台顾客统计报告程序15 沃尔玛 前台最佳收银员和最佳团队竞赛16 沃尔玛 前台收银机现金提取17 沃尔玛 前台行作废金额超过50元操作规定18 沃尔玛 送货程序19 沃尔玛 关于送货途中费用收取的规定20 沃尔玛 退货到蛇口配送中心的规定21 沃尔玛 大连中转仓库运作程序22 沃尔玛 收货部核查单23 沃尔玛 收货指南- 进口商品CIQ标签24 沃尔玛 自用品经配送中心至各店程序25 沃尔玛 自用品采购程序26 沃尔玛 供应商设备及设施入场程序27 沃尔玛 供应商送货指南-配送中心28 沃尔玛 供应商直送商品的退货程序29 沃尔玛 供应商提供的培训30 沃尔玛 索赔程序31 沃尔玛 索赔工作程序32 沃尔玛 外卖团体服务程序33 沃尔玛 租户广告标准34 沃尔玛 自动售货机运作程序35 沃尔玛 发票管理补充规定36 沃尔玛 费用跟踪表37 沃尔玛 建设队费用报销程序38 沃尔玛 如何有效地使用能源39 沃尔玛 工作站信息公告栏40 沃尔玛 固定资产申请表41 沃尔玛 店外维修商品跟踪记录表42 沃尔玛 关店事宜43 沃尔玛 广告彩页派发44 沃尔玛 黑板及标牌数字标准字体45 沃尔玛 商店号和标题栏46 沃尔玛 维修部记录表47 沃尔玛 现金日志带管理程序48 沃尔玛 信息公告栏49 沃尔玛 商场迎宾员50 沃尔玛 雨季/销售不佳时期工作计划51 沃尔玛 宝洁大单收货/销售程序52 沃尔玛 大电器售后服务跟踪程序53 沃尔玛 寄售商品处理程序54 沃尔玛 购物分批提货程序55 沃尔玛 商品先卖后结程序56 沃尔玛 整箱商品拆卖程序57 沃尔玛 促销程序58 沃尔玛 各部门促销员人数59 沃尔玛 优秀促销员评选程序60 沃尔玛 干货保质期最低期限61 沃尔玛 服装部货架规则62 沃尔玛 购物袋的使用63 沃尔玛 交叉陈列64 沃尔玛 竞争商品降价标准65 沃尔玛 竞争商品旗标66 沃尔玛 进口商品-刺猬牌67 沃尔玛 节假日检查清单68 沃尔玛 各部门面积标准69 沃尔玛 巡店70 沃尔玛 预订节日礼篮程序71 沃尔玛 政府部门抽检商品处理程序72 沃尔玛 致总裁的一封信标准73 沃尔玛 停车场政策74 沃尔玛 散装秤重商品管理75 沃尔玛 管理层停留在楼面的时间76 沃尔玛 沃尔玛 出差授权酒店77 沃尔玛 员工购物规定78 沃尔玛 员工餐厅安全检查清单79 沃尔玛 食品安全和卫生指导手册80 沃尔玛 食品的安全和卫生标准81 沃尔玛 商场某些特殊系统问题处理程序82 沃尔玛 商场致总部采购部的Email标准83 沃尔玛 商场平面图更改程序84 沃尔玛 商场区域面积表(会员店)85 沃尔玛 家电部购物券的使用操作程序86 沃尔玛 换购券程序87 沃尔玛 家电电话回访服务88 沃尔玛 总经理排班89 沃尔玛 鲜食技艺竞赛程序90 沃尔玛 鲜食盘点程序91 沃尔玛 鲜食供应商篮筐管理程序92 沃尔玛 鲜食生产记录报表93 沃尔玛 购物广场双周竞争调查统计表94 沃尔玛 购物广场/会员店市场竞争调查汇总报告95 沃尔玛 购物广场员工为顾客办卡续卡程序96 沃尔玛 山姆会员店最新程序97 沃尔玛 山姆会员日98 沃尔玛 山姆快速收银99 沃尔玛 山姆房地产大单发展与销售程序100 沃尔玛 山姆会员店珠宝部程序101 沃尔玛 山姆会员费收入控制程序102 沃尔玛 山姆大组个人会员卡程序103 沃尔玛 山姆收银员办/续卡程序104 沃尔玛 山姆在校大学生会员卡105 沃尔玛 山姆会员店 店内自用品购买程序106 沃尔玛 批量销售单项商品促销计划（VPI）说明107 沃尔玛 批量销售单项商品促销计划（VPI）商场奖状108 沃尔玛 批量销售单项商品促销计划（VPI）合资公司奖状109 沃尔玛 批量销售单项商品促销计划（VPI）总公司奖状五 沃尔玛 财务部程序9401 沃尔玛 支票、电汇及汇票的托收程序02 沃尔玛 每日现金报告管理程序03 沃尔玛 支票签字程序04 沃尔玛 押钞服务协议附件-现金房05 沃尔玛 代理租赁柜台的银行卡结算程序06 沃尔玛 租户收入控制表07 沃尔玛 旅行申请单08 沃尔玛 电脑设备维护费用审批指引09 沃尔玛 银行设备10 沃尔玛 银行自动付款控制11 沃尔玛 银行卡消费退款六 沃尔玛 人力资源工作程序1801 沃尔玛 员工个人档案存档程序02 沃尔玛 员工考勤工作程序03 沃尔玛 员工转职政策04 沃尔玛 国内调派政策05 沃尔玛 工资程序06 沃尔玛 医疗报销程序07 沃尔玛 工作表现评估政策及程序08 沃尔玛 人员招聘及筛选程序09 沃尔玛 应聘者状况调查政策10 沃尔玛 面试程序11 沃尔玛 终止合约政策12 沃尔玛 衣着标准制度13 沃尔玛 制服政策14 沃尔玛 台风政策15 沃尔玛 升职政策16 沃尔玛 指导政策七 沃尔玛 信息系统部程序87八 沃尔玛 防损部程序6701 沃尔玛 防火程序02 沃尔玛 保险程序03 沃尔玛 商场意外事故保险索赔记录表04 沃尔玛 商场意外事故联系清单05 沃尔玛 商场保单手册06 沃尔玛 恐吓电话记录07 沃尔玛 热熟食展示温度/时间控制政策08 沃尔玛 电气/煤气设备安全关闭每日检查备忘录09 沃尔玛 商品与消防喷淋头之间的距离九 沃尔玛 会藉市场部营运程序8十 沃尔玛 鲜食工作程序和政策901 沃尔玛 鲜食订货02 沃尔玛 鲜食收货03 沃尔玛 鲜食储存04 沃尔玛 鲜食加工和售卖05 沃尔玛 鲜食降价或报损06 沃尔玛 鲜食库存盘点07 沃尔玛 鲜食会员退货08 沃尔玛 鲜食与供应商退换货十一 沃尔玛 制作预算程序144十二 沃尔玛 工程部维修程序33十三 沃尔玛 楼面工作程序1101 沃尔玛 销售柜台钥匙管理程序02 沃尔玛 烟洒柜台内商品的管理程序03 沃尔玛 烟酒仓库商品管理程序04 沃尔玛 罐装水销售程序05 沃尔玛 电器销售和安装程序06 沃尔玛 商品展示程序十四 沃尔玛 综合程序45801 沃尔玛 商场巡视项目清单02 沃尔玛 总经理 副总 经理 主管每日 签阅跟进报告清单03 沃尔玛 中国媒介关系指导原则04 沃尔玛 政府事务部发布信息工作程序05 沃尔玛 政府事务协调员工作职责及接待政府检查程序06 沃尔玛 总经理常务副总副总着装标准07 沃尔玛 新商品提交程序08 沃尔玛 固定资产管理程序09 沃尔玛 某些特殊系统问题处理程序10 沃尔玛 顾客投诉处理程序11 沃尔玛 购物袋的使用12 沃尔玛 购物车安全13 沃尔玛 供应商培训程序14 沃尔玛 户外场地短期租赁程序15 沃尔玛 租赁柜台竞争调查程序16 沃尔玛 租户促销申请指南17 沃尔玛 紧急停电处理程序18 沃尔玛 设备及系统突发事件处理19 沃尔玛 商品链接整箱商品拆卖程序20 沃尔玛 商品展示报告及程序21 沃尔玛 特卖追踪营运程序22 沃尔玛 购物广场竞争程序23 沃尔玛 负毛利销售商品程序24 沃尔玛 随机抽样竞争调查程序25 沃尔玛 员工实现5项承诺的奖励计划26 沃尔玛 管理层排班备忘录27 沃尔玛 营运每周例会安排28 沃尔玛 市调手机使用管理程序29 沃尔玛 移动电话费用报销程序30 沃尔玛 收银台“顾客中奖”程序。
沃尔玛专业术语
ACCOUNT NUMBER 帐号Number which designates a store account classification. (Example：#104 is for Master Charge Deposits, #912 is for advertising costs, etc.)指明商店帐户的分类(比如：#104是主要应付款帐号、#912是广告费用帐号等等) ACCOUNTS PAYABLE 付款部A division of the Wal-Mart Accounting Department whose responsibilities include the payment of invoices received from Wal-Mart Vendors.沃尔玛财务部的一个分部，它负责接收供货商的发票并付款。
ACTION ALLEY 主通道Sales aisle area of the store which Customers seeimmediately upon entrance from vestibule. Runstoward the back of the store from the front doors.顾客一走进商店的门厅立即看到的，位于货架中间的通道。
从前门一直延伸到商店的最末端。
AIM1) Assistant’s Information of Merchandise商品信息助理2) Assistant Manager Training program 助理经理培训计划AIR STACKING 空隙堆放A method of stacking cases of product where you alternate cases back and forth to get astair-step effect to increase air flow of the product.成梯形堆放货箱的方法。
Walmart 沃尔玛介绍英文PPT教学提纲
• 2010 “Fortune” magazine announced Walmart replaces Exxon Mobil is once again the Fortune top 500 of the United States.
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Affect all over the world
Wal-Mart has expanded to sixteen countries.More than 7000 Walmart stores all over the world.
About Walmart China
Walmart entered the Chinese market and opened its first Supercenter and Sam’s Club in Shenzhen in 1996. Until today Walmart has been operating in China for 20 years with more than 100,000 associates.
Wal-Mart Stores, Inc. History
• 1962 Company founded with opening of first Wal-Mart store in Rogers, Ark.
• 1969 Company incorporated as Wal-Mart Stores, Inc. on Oct. 31.
• 1997 Wal-Mart becomes the No. 1 employer in the United States
沃尔玛采购部常用英文专业术语(英译汉)
Terminology专业术语WAL-MARTAPPAREL 服装指从23到36部门的商品。
包括女式毛衣、男式宽松裤、婴儿服等等。
为预标签商品，在送货前要求供应商为其挂好吊牌。
ASSEMBLY 直订商场自动补货商品的订货方法。
BOH 期初库存“期初库存Beginning On Hand”的缩写即商品在未被定购或接收之前的数量。
每个月月末系统自动计算出月末库存，即为下月的期初库存。
EOH 期末库存Abbreviation for “Ending On Hand”. Beginning inventory plus merchandise received.“Ending On Hand” 的缩写。
即期初库存加上收货并减去销售和降价。
BP： Basic Price 基本零售价每个商品必须有的一个基础价格,任何AR/TR/OB的类型都是在有了基本零售价格之后才可以建立的。
OB价 Other Base Price 其他地区基本零售价针对一个商品在某地的BP价格而设定的其他地区的基本零售价格。
BULLETIN 机会与信息它是采购部同商场营运部进行沟通的一种工具，每个星期三采购部会发往商场。
内容主要包括重要商品信息、促销信息等。
CANCEL DATE 取消日针对某张订单供应商可以送货的最后一天。
SHIP DATE 起运日供应商可以发货的日期。
一般供应商从ship date 至 cancel date 的时间为4天，最长不能超过7天（Open PO 7天）LEAD TIME 备货时间由订单的create date到实际收到所订货物所需的时间。
这是货物生产所需时间与运到分销中心/仓库或商场所需时间之和。
Lead Time 越长，单次订货数量相应需要增大。
CHECKOUT 收银处商品摆在收银处旁的利润高、销量大的商品。
一般为82部门的商品。
CLAIM 索赔把货退给供应商并且从供应商的帐上扣款。
产生索赔的原因通常有两种: 1. 因为商品的质量问题而产生的顾客退换货。
沃尔玛专用汇总Wal-MartTerminology
目录( 按字母顺序)1. Action Alley 主通道45. Fine Line 细分类2. Assembly 直订46. Flags 旗标3. Associate 员工47. Front End 前台4. Associates Sponsor 员工指导48. EDGM常务副总5. Bailer 打包机49. General Order 总订单6. Basic Merchandise 基本商品50. GO7. BOB 查看购物车底51. Gross Margin 毛利8. Buyers 采购员52. Gross Profit 毛利9. CBL 电脑基础学习53. HBA 美容护肤用品10. CFT 现金转移54. Hardlines 非食品部11. Claim 索赔55. Home Office (HO) 总部12. Clip Strip 挂带56. Home & Seasonal 家用和季节性商品13. Coaching For Success 成功指导57. Inventory 库存14. Code ADAM 亚当代码58. Invoice(INV.) 发票15. Code Black 黑色代码59. ISD 电脑部16. Code Blue 蓝色代码60. Item Number 商品号17. Code Brown 棕色代码61. Label 标签18. Code Red 红色代码62. LISA 防损暗语19. Code White 白色代码63. Loss Prevention 防损部20. COMAC部门经理交流64. Management Trainee Program(MTP) 管理21. COMP人员培训计划22. Competition 竞争对手65. Mark Down(MD) 降价23. Correction Of Errors (COE) 失误纠正66. Mark Up(MU) 提价24. Cost 成本67. Markup Percent 毛利率25. Courtesy Desk 服务台68. Merchandise Transfer Report( MTR) 商26. CSM 顾客服务经理品转运报告27. Customer Service Manager (CSM) 顾客服69. Modular 商品陈列图务经理70. MTR 商品调拨28. Damage 损坏71. 99 Supplies 商场自用品29. Dept 部门72. Not ON File(NOF) 不在档30. Direct 直送73. OH 现货31. Display 陈列74. Open Order 开放式订单32. Distribution 分销75. Out Of Stock 缺货33. Distribution Center 分销中心76. Overstock 库存过剩34. Distribution Turn 到货周期77. Packaging 包装35. District 区域78. Perpetual Inventory 永久库存36. Division 分区79. P&L 盈亏报告37. Division 01 01 分区80. P.L.U 查询码38. DSD 商场直接送货81. PO 订货单39. EDLP 天天平价82. POP 宣传广告牌40. End Cap 货架端( 又称N架) 83. Point Of Sale Replenishment (POS) 补41. Event 活动货系统42. Feature 特卖84. POS 自动补货系统43. Feature Tracking 特卖追踪85. Price Change (Price Adjustment) 价格44. F.I.F.O 先进先出45. Produce 农作物( 果蔬部) 108. Stack Base (SB) 堆头46. Profit Margin 利润率109. Store Manager 商场经理47. Purchase Order 订单110. Store Number 商场号码48. QTY 数量111. Super Center 购物广场49. Rate Of Sale (ROS) 销售率112. SWAS店中店50. Receiving 收货113. TAB 传单广告51. Retail 零售价114. Table 陈列柜52. Return On Investment (ROI) 投资回报率115. Telxon 手提终端53. Riser 加高层116. Top 50 Report 前五十名报告54. Sales Floor 楼面117. Trailer 货柜55. Sam’s Club 山姆会员店118. UPC 条形码56. Seasonal 季节性商品119. Vendor 供应商57. Service Desk 顾客服务台120. Vendor Number 供应商号58. 70-Type Items 70 类商品121. Vendor Pack 供应商包装59. Shrinkage 损耗122. VNDR供货商60. Side Counter 正常货架123. VPI Program 商品促销计划61. Side Kick 边篮124. Walton Institute 沃尔顿学院62. Signs/Signing 标牌125. Warehouse 仓库63. SKU 商品单位126. WH or WHSE 仓库64. Smart System 商场商品零售系统127. WMDC分销中心65. Softlines 服装部128. WTD周至今66. Sponsor 员工指导129. YTD 年至今T&D, HR Page 2 of 21 05/02/13ACTION ALLEY 主通道Sales aisle area of the store which Customers seeimmediately upon entrance from vestibule. Runstoward the back of the store from the front doors.顾客一走进商店的门厅立即看到的，位于货架中间的通道。
中国沃尔玛问题点灯色登记汇总
Wal-Mart ES红、橙、黄、绿、标准明细Details of Standards for Red, Orange, Yellow or Green一、分包商部分：Ⅰ. Subcontractor1、使用承包商生产沃尔玛产品：黄灯1. Use subcontractors to produce WM products: yellow light2、工厂使用并雇佣家庭佣工：黄灯2. Factory uses and employs domestic helpers: yellow light二、标准张贴部分:Ⅱ. Standards posting1、未张贴中文版Wal-Mart 标准：绿灯1. No posting of WM standards in Chinese: green light2、更改Wal-Mart 标准后张贴：绿灯2. Post WM standards after alteration: green light3、张贴的Wal-Mart 标准未经工厂管理者签署：绿灯3. Post WM standards with no signature of factory managers: green light三、劳工部分:Ⅲ. Labors1、不当之招募费用：黄灯1. Improper recruitment costs: yellow light1.1 明确的收取入厂押金（包括厂服、工牌、生产工具/用具、伙食费等）；1.1 Make specific charge of deposits for entering the factory (including factory uniform, work card, produce tool/equipment, board wages and etc);1.2 工人求职要交钱给厂方人员。
1.2 Workers should hand in some money to the factory staff for job hunting.1.3 外籍劳工不清楚劳动合同的条款、工作条件等：黄灯1.3 Foreign workers have no idea about contract terms or working conditions, etc: yellow light2、根据所在国家的法律，外籍劳工不可以自由和雇主解除合约：黄灯2. According to the laws of local country, foreign workers are not free to terminate the contract with the employers: yellow3、根据所在国家的法律，外籍劳工的最低工资不足或福利不够：橙灯3. According to the laws of local country, the minimum salary or the benefits for foreign workers are not sufficient: orange light4、不经同意扣押外籍劳工的护照/居留证等：橙灯4. Detain foreign worker’s passport/residence permit, etc, without approval: orange yellow四、检查权:Ⅳ. Right of Inspection1、禁止审核员进入厂区/宿舍区进行审查：红灯1. Prohibit the auditors from entering the factory or the dormitory area for review: red light2、工厂以各种理由不允许进入工厂/某一厂区/某一部门或宿舍检查：红灯2. The factory/one factory district/one department or the dormitory area is not allowed to enter for review on various grounds: red light3、工厂无法提供任何相关资料，如人事资料、工资记录、工卡记录等：红灯3. The factory cannot provide any relevant material, such as personnel files, payroll records, timecard records, etc: red light4、禁止审核员进行员工面谈：红灯4. Prohibit the auditors from interviewing the employees: red light4.1 工厂不容许与工厂职员/工人面谈；4.1 Interviews with the staff/workers are not allowed by the factory;4.2 工厂管理层坚持参与员工的面谈。
沃尔玛（Walmart）产品说明书
Barriers to exclusive breastfeeding in the Ayeyarwaddy Region in Myanmar:Qualitative findings from mothers,grandmothers,and husbandsMay Me Thet a ,Ei Ei Khaing a ,Nadia Diamond-Smith b ,*,May Sudhinaraset b ,Sandar Oo a ,Tin Aung aaPopulation Services International,No.16,Shwe Gon Taing Street 4,Yangon,Myanmar b Global Health Group/UCSF Global Health Sciences,University of California,San Francisco,55016th Street,3rd Floor,San Francisco,CA 94158,USA a r t i c l e i n f oArticle history:Received 31March 2015Received in revised form28July 2015Accepted 31August 2015Available online 4September 2015Keywords:Exclusive breastfeedingMyanmarDecision-makingChild feeding a b s t r a c t Background:Myanmar has low rates of exclusive breastfeeding despite many decades of efforts to in-crease this practice.The purpose of this study is to examine the barriers to exclusive breastfeeding and how different household members participate in decision-making.Methods:We conducted semi-structured interviews with mothers with an infant 6e 12months (24),and a subset of their husbands (10)and their mothers/mothers-in-laws (grandmothers)(10)in rural and urban areas of Laputta,Myanmar.Results:Respondents had high levels of knowledge about exclusive breastfeeding,but low adherence.One of the primary barriers to exclusive breastfeeding was that mothers,husbands,and grandmothers believed that exclusive breastfeeding was not suf ficient for babies and solid foods and water were necessary.Water and mashed up rice were commonly introduced before 6months of age.Mothers also faced barriers to exclusive breastfeeding due to the need to return to work outside the home and healthrelated problems.Other family members provide support for mothers in their breastfeeding,however,most respondents stated that decisions about breastfeeding and child feeding were made by the motherherself.Conclusions:Mothers in this part of Myanmar know about exclusive breastfeeding,but need moreknowledge about its importance and bene fits to encourage them to practice it.More information forother family members could improve adherence to exclusive breastfeeding,as family members oftenprovide food to children and support to breastfeeding mothers.Support for mothers to be able tocontinue breastfeeding once they return to work and in the face of health problems is also important.Finally,additional information about the types of foods that infants need once they cease breastfeedingcould improve infant and child health.©2015The Authors.Published by Elsevier Ltd.This is an open access article under the CC BY license(/licenses/by/4.0/).1.IntroductionThe World Health Organization (WHO)recommends exclusivebreastfeeding as an important strategy for reducing child deaths,particularly in developing countries.Exclusive breastfeeding isde fined as feeding the child nothing but breast milk for the first sixmonths (no foods or liquids including water).After 6months,breastfeeding is still encouraged,along with the introduction ofother foods and liquids.It is also recommended that mothers feed their newborns colostrum,as the first feed immediately after birth.Exclusive breastfeeding confers a number of protective bene fits for children and mothers.For example,a longer duration of breast-feeding promotes sensory and cognitive development,protects infants against infectious and chronic diseases,and reduces infant mortality resulting from childhood illnesses such as diarrhea and pneumonia (American Academy of Pediatrics,2012;Horta,Bahl,Martines,&Victora,2007).However,exclusive breastfeeding up to 6months has also been associated with increased risk for iron de ficiency among infants (Monterrosa et al.,2008).Despite this,most international organizations and governments promote*Corresponding author.E-mail address:****************************(N.Diamond-Smith).Contents lists available at ScienceDirectAppetitejournal homepage:www.elsev /locat e/appet/10.1016/j.appet.2015.08.0440195-6663/©2015The Authors.Published by Elsevier Ltd.This is an open access article under the CC BY license (/licenses/by/4.0/).Appetite 96(2016)62e 69exclusive breastfeeding up to6months,especially in the devel-oping world where the introduction of water especially confers risks of infections.In1989the WHO and UNICEF began extensively promoting exclusive breastfeeding in Myanmar.Promotion of breastfeeding included training community health workers for counseling and developing information,education and communi-cation materials.Additionally,community support groups were formed including local midwives,auxiliary midwives,village leaders,health volunteers and local NGOs.In2010,504out of the 667hospitals country-wide were designated as baby friendly,and annual monitoring and trainings are on-going(Thaw,2010).Despite this strong governmental program in Myanmar,only 23.6%of children are exclusively breastfed up to the age of6 months(UNICEF,2011).Low rates of exclusive breastfeeding are one of many poor indicators of child health in Myanmar contrib-uting to high rates of infant mortality and under-five mortality, (estimated at41and52deaths per1000live births,respectively) (UNICEF,2013).A better understanding the breastfeeding practices and barriers of exclusive breastfeeding is important to increase rates of exclusive breastfeeding and improve infant and child outcomes.Few studies exist on exclusive breastfeeding and the timing of the introduction of solids and liquids into children's diets in Myanmar.One past study found that67.5%of women initiated breastfeeding within an hour and83.2%fed colostrum to their newborns(Sandar,2006).Another study found that Myanmar had the lowest rates of exclusive breastfeeding(11%)of nine east and southeast Asian countries studied(Dibley,Senarath,&Agho, 2010).Research into motivators of breastfeeding in Myanmar found that women breastfeed their children because of tradi-tional beliefs that breast milk is most beneficial for newborns (White et al.,2012).Other studies have found that solids and liquids were introduced frequently around4e6months,rather than after6months,as guidelines suggest(Chit,Kyi,&Thwin, 2003).Furthermore,certain ethnic groups in Myanmar,particu-larly in more remote areas and areas with social unrest,have been found to be more likely of practicing early introduction of feeding foods and liquids(in thefirst six months of life)(Mullany et al.,2008).One small qualitative study withfive women looked at barriers to exclusive breastfeeding in a peri-urban area near Yangon(Thin Thin,2003).The main barriers to exclusive breastfeeding included a lack of knowledge of proper infant feeding practices and lack of supportive environment.Traditional infant feeding prac-tices,often influenced by myths and misconceptions,prevented mothers from practicing exclusive breastfeeding.For example, women believed that feeding foods and liquids before6months would keep a child healthy and strong,and that exclusive breast-feeding would not provide sufficient nutrition to the newborn.Peer pressure and the influence of the woman's mother were also important factors in feeding decisions.While this study provided valuable information on potential barriers to exclusive breast-feeding,the extent to which this applies to other parts of Myanmar, rural areas,or remote areas,has not been studied.The goal of this study is to understand women,their husbands and the baby's grandmothers(the mother or the mother-in-law of the mother of child)knowledge about exclusive breastfeeding and the main barriers to exclusive breastfeeding.Despite over20years of exclusive breastfeeding promotion,exclusive breastfeeding still is not the norm for most women and their families.Specifically,the objectives are to:1)Describe current breastfeeding and child feeding practices in Myanmar;2)Examine breastfeeding knowl-edge,including exclusive breastfeeding,among mothers,husbands, and grandmothers;and3)Describe barriers to exclusive breastfeeding.2.MethodologyIn depth,semi-structured interviews(IDIs)were used to gain an in-depth understanding of women and influential family members knowledge and practices around exclusive breastfeeding.IDIs were conducted in urban and rural areas of Laputta Township,Ayeyar-waddy Division,Myanmar.Ayeyarwaddy is one of the most popu-lous states in Myanmar,with a population size of over six million (Department of Population,2014).Laputta township is situated in the delta region of Myanmar.We used purposive sampling techniques to recruit a total of44 respondents.Twenty-four IDIs were conducted with mothers from urban and rural areas of Ayeyarwady State,12in urban and12in rural areas.Eligibility for mothers included being18e40years old, with a6e12month-old infant.Women with infants aged6e12 months were selected because this population would have recently completed the period during which exclusive breastfeeding ideally would have been practiced,and therefore have better recall about their breastfeeding practices and the introduction of other foods. Since we wanted to gather information about the duration of exclusive breastfeeding,we chose to interview women who had a child at least6months of age.The study also included influential family members,namely,10mothers or mothers-in-law of the nursing mothers(called“grandmothers”)and10husbands of nursing mothers.These family members were recruited after the mother was recruited to the study.All IDIs took place at the re-spondent's homes after obtaining informed consent.Data was collected over a2-week period in August2014.The fieldwork was conducted by a Population Services International (PSI)Myanmar research team in collaboration with researchers from the University of California,San Francisco.Researchers were trained in qualitative research methods for one week prior to the start of data collection,and included four female interviewers and one male interviewer.A researcher of the same gender as the participant conducted each IDI and all IDIs were conducted in the Myanmar language.IDIs took on average45min for the mothers, and were of slightly shorter duration for the husbands and grandmothers.We developed a conceptual framework in order to guide our data collection,including development offield guides,and ana-lyses.The framework highlights the influence of family members (husband and grandmother)beliefs and community norms and practices about exclusive breastfeeding and child feeding practiced (Fig.1).We hypothesized that husband,grandmother and com-munity factors could influence the mother's own beliefs and practices.Additionally,since husbands and grandmothers also provide care for the children,these family member's beliefs could directly influence child feeding.Finally,all of the mother's beliefs were moderated by the barriers that she faced to acting upon these beliefs.Researchers from the University of California,San Francisco and PSI Myanmar developed interview guides,and pilot tested the tools in the study population prior to the start of data collection.Guided by the conceptual framework,the interview guide for the mothers included questions about antenatal care practices,delivery, breastfeeding and exclusive breastfeeding knowledge,practices and barriers,and child feeding knowledge,practices and barriers. The guide for the husbands and grandmothers focused on the their role in decision making about breastfeeding and child feeding practices,and childcare.Grandmothers were also asked about their own breastfeeding and child feeding practices.Audio recordings were transcribed and translated into the Myanmar language and then into English by the research team members.The data analysis was performed by four analysts,two from Myanmar and two from the United States.All researchersM.M.Thet et al./Appetite96(2016)62e6963。
Walmart 沃尔玛介绍英文ppt课件
• 1992 Sam Walton passes away on April 5.
• 1996 Wal-Mart enters China through a joint-venture agreement.
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The company's logo
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Development
• After 40 years of development, WalMart Stores,Inc has become the largest private employer and the world's largest retailer.
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Wal-Mart Stores, Inc. History
• 1962 Company founded with opening of first Wal-Mart store in Rogers, Ark.
• 1969 Company incorporated as Wal-Mart Stores, Inc. on Oct. 31.
• 2010 “Fortune” magazine announced Walmart replaces Exxon Mobil is once again the Fortune top 500 of the United States.
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Business Categories
There are four business categories of Walmart: •Wal-Mart Supercenter •Wal-Mart Stores •Sam's Club •Wal-Mart Neighbourhood Market
介绍沃尔玛公司总体英语作文
介绍沃尔玛公司总体英语作文Walmart: An American Retail Giant Walmart, a name synonymous with everydaylow prices and vast product selection, stands as a titan in the global retail landscape. Founded by Sam Walton in 1962, this Arkansas-based behemoth has grownto become the world's largest company by revenue, with over 10,500 stores across24 countries. Its ubiquity and impact on consumer behavior, economic trends, and global supply chains make it a fascinating subject for analysis. Walmart's core business model hinges on its unwavering commitment to offering the lowest possible prices, achieved through aggressive cost-cutting measures and leveraging its colossal size to negotiate rock-bottom prices from suppliers. This relentless pursuit of value has resonated deeply with consumers, especially those seeking affordable essentials and household goods. The company's "everyday low prices" strategy has redefined consumer expectations, forcing competitors to adapt or perish in the wake of its relentless price wars. Beyond its pricing strategy, Walmart's success can be attributed to its comprehensive and strategically-designed supply chain. The company operates a vast network of distribution centers and utilizes sophisticated logistics technology to ensure efficient inventory management and swift product delivery. This meticulous approach to supply chain management not only minimizes costs but also allows Walmart to maintain stocklevels and meet consumer demand even during periods of high sales volume. However, Walmart's immense size and market dominance have also attracted criticism and scrutiny. Concerns regarding its labor practices, particularly wages and employee benefits, have been a recurring theme. Critics argue that the company's emphasison cost-cutting has come at the expense of its workforce, contributing to wage stagnation and limited career advancement opportunities. In addition, Walmart's environmental impact, particularly its contribution to waste generation and carbon emissions, has been subject to scrutiny, prompting the company to implement sustainability initiatives aimed at reducing its ecological footprint. Despite these criticisms, Walmart has demonstrably impacted local economies. Its massive scale necessitates a vast workforce, providing employment opportunities in both urban and rural communities. Furthermore, the company's presence often attracts other businesses to the area, stimulating economic activity and creating a rippleeffect of job creation. This economic impact, however, is not without its drawbacks. Critics argue that Walmart's entry into local markets often leads to the displacement of smaller, independent businesses that cannot compete with the retail giant's pricing power. Looking ahead, Walmart faces a dynamic and rapidly evolving retail landscape marked by the rise of e-commerce, shifting consumer preferences, and heightened competition from online giants like Amazon. In response, the company has strategically invested in its online presence, expanding its e-commerce platform and enhancing its delivery capabilities to cater to the growing demand for online shopping. Furthermore, Walmart has shown a willingness to experiment with new technologies, such as artificial intelligence and automation, to streamline its operations, enhance customer experience, and maintain its competitive edge. In conclusion, Walmart's story is one of ambition, innovation, and relentless pursuit of efficiency. Its evolution from a single discount store in rural Arkansas to a global retail behemoth reflects the company's adaptability and its keen understanding of consumer desires. While its practices have attracted criticism, Walmart remains a dominant force in the retail sector, continually adapting to changing market dynamics and striving to maintain its position as a leader in the global marketplace. Its future success hinges on its ability to balance its commitment to low prices with its responsibility towards its workforce, the environment, and the communities it serves.。
沃尔玛商品分类明细
2021/4/29
商品群 标准品种
49 - 7
部门
大类
2001烟 2002酒
2003礼盒
家乐福
商品分ቤተ መጻሕፍቲ ባይዱ表
中类 200003果汁 200004健康饮料
小类 20000201菊花茶 20000202柠檬茶 20000203冬瓜茶 20000204冰茶 20000205咖啡奶茶 20000206其它茶
20000300橙味 20000301苹果味 20000302椰子味 20000303菠萝味 20000304混合味 20000305浓缩果汁 20000306蔬菜纤维 20000307其它口味
110400包装材料
11040000包装材料
110500店中店
11050000品牌 11050001品牌
120000饮料 120001熟食
120002刨冰 120100直接饮品类 120101组成饮品类 129900店中店名
12000000冷饮 12000001热饮 12000002其它
12000100煮类 12000101炸类 12000102西式面包 12000103中式面点 12000104汤类 12000105其它 12000106黄记烧烤系列
20010100进口硬盒 20010101进口软盒 20010102其他
12000201刨冰 12000202刨冰(奇芳)
12010000厅装饮料 12010001瓶装饮料
12010100糖浆 12010101纸杯 12010102二氧化碳
12990000品牌
130000鲜活淡水鱼 130001鲜活海水鱼 130002甲壳 130003贝类
130100冰鲜淡水鱼 130101冰鲜海水鱼 130102冰鲜非鱼类
沃尔玛测试指南Walmart测试标准手册
COMMENTS
Physical and Mechanical
Requirements Age Grading
CITATION
CRITERIA Applies to all products
Must test to the Battery Operated Product protocol, if applicable. Must test to the Food Contact protocol, if applicable. Must test to the Liquid Mobile Material and Powders protocol, if applicable.
Walmart does not guarantee that the information contained in this protocol is current, or that all requirements are listed.
EVALUATION Scope Addendum Protocols Battery Operated Product Food Contact Liquid Mobile Material and Powders
2/5/2014
Page 1 of 7
EVALUATION Feathers - Use Restrictions, as applicable
Flammability (contact adhesives)
沃尔玛专用英语
WM专用英语词汇解释--给致力于WM研究的人员!WM专用英语词汇解释--给致力于WM研究的人员!每次更新2条!给有英语基础的学习人士借鉴!淘汰一些滥竽充数者.NO.1:Account Number:number which designates a store account classification.(Example:#104 is for Master Charge Deposits,#912 is for advertising costs,etc.)NO.2:Accounts Payable:A division of the Wal-Mart Accounting Department whose responsibilities include the payment of invoices received from Wal-Mart VendorsNO.3:Action alley:Sales aisle area of the store which customers see immediately upon entrance from vestibule.Runs toward the back of the store from the front doors.NO.4:AIM:1)Assistant's Information of Merchandise2)Assistant Manager Training programNO.5:Air stacking:A method of stacking cases of product where you alternate cases back and forth to get a stair-step effect to increase air flow of the product.NO.6:Aggressive hospitality:Going out of one's way to exceed Customers expectations by giving excellent Customer Service.NO.7:Allow:Abbreviation for "Allowance".NO.8:Anticipation:A discount allowed by some Vendors for paying invoices before due dates.NO.9:A.O.:Abbreviation for "Assembly Order". Any pre-prepared fabric decoration which is sewn or otherwisc fastened to a garment.NO.10:Apparel:Refers to merchandise in Departments #23 through #36. Examples of the types of merchandise in these departments are ladies sweaters .men's slacks.infants,clothing,ect.NO.11:Associate:Any one employed by Wal-Mart.NO.12:Associates sponsor:Store Associate assigned to help a new store Associate.NO.13:Backroom: Area of the store where freight is received and where Customers do not have access.See also:RECEIVING.NO.14:BACKROOM PROCESSING:The process of receiving freight.NO.15:Bailer:Apiece of equipment used to crush corrugated cardboard for recycling purposes.NO.16:Basic inventory management:A division in Wal-Mart that is responsible for ordering warehouse stocked items and ensuring that warehouse stays in stock.NO.17:Basic mierchandise:Items which our stores carry every day. Example:Laundry detergent.NO.18:Batch:A distribution Center grouping for better organized shipping.NO.19:Batch control:control log for listing pre-processed and store-paid batches.NO.20:Batch processing:The processing of information that is accumulated during the day and then processed at the same time during the evering.NO.21:Batches:Invoices,claims,ormerchandise transfer reports accunmulated for transmittal .Distribution Center grouping of stores for better organized shipping .Normally ,there are nine to eleven stores in a batch .Each Distribution Center has 20 assigned batch .Each Distribution Center has 20 assigned batch numbers available for the stores they service and 20 extra batch numbers for the new stores ,odd stores,ect.NO.22:Bereavement pay:Leave designed to give all Associates limited time off due to the death of an immediate family member ,or someone with whom the Associate resides.NO23.Bill back:an allowance offered by a Broker /Vendor ,which is payable to the store when it provides proof of performance.(商场回扣:商场提供产品表现优良的证明而从中间商或供应商处得到的一种折扣)NO.24.Bill of lading:document sent and received with merchandise to prove shipping and/or receiving. (提单:与货物一同发出和接收,用来证明货物发出和接收的文件)NO.25 Billing terms:conditions on which an order is received.(商场收货时订单必须满足的收货条件)NO.26.Blue light:used in shipping lanes as a warning signal ;means that a shipping lane is 75 percentfull.(用于运输通道中的警告信号.表示通道载流量已达到75%)NO.27.BOH: abbreviation for "Beginning On Hand"the amount of an item before any item are ordered or received.(最初货存:商品在未被定购或接收之前的数量.缩写.Batch Management批次管理；Wave Management波次管理；loading optimization装载优化；First In First Out先进先出；Last In First Out后进先出；First Expiration First Out先到期先出；Last Expiration First Out后到期先出；Crossing Docking交叉卸货、越站供货、直流；Flow Through分包转运、流转；1号：帐户号码：号码指定一个存储帐户的分类（例如：＃104是硕士，负责存款，编号912是广告费用等）第2号：应付账款：分工沃尔玛会计部，其职责包括付款发票，收到了沃尔玛的供应商。
沃尔玛产品组合
沃尔玛产品组合1、沃尔玛作为全球大型零售企业之一，进驻其里面的品牌有许多，，经营的商品品种齐全，举凡一个家庭所需要的物品在这里都能买到。
所以我们根据其零售情况，选择了进入其当中的知名品牌海尔来介绍其产品层次。
ProductlevelDeign:Windowairconditioner窗式空调Splitwallhangingtypeairconditioner分体挂壁式空调Splitairconditioner分体立柜式空调Ceilingtypeairconditioner吊顶式空Embeddedairconditioner嵌入式空调Smallairconditioner小型空调Feature:Strongenergy-aving超强节能Temperaturecontrolpreciionihigh温度控制精度高Controlifle某ibleandconvenient控制灵活方便AugmentedproductDeliveryandcredit:providedoor-to-doorAfter-aleervice:10yeartheguaranteedrepair;guaranteetoe某change2、沃尔玛其经营项目种类繁多，每种商品几乎都有多种品牌进入销售，所以我们根据其零售特点对沃尔玛主要销售的产品进行了大致的分类，具体沃尔玛产品组合如下图所示：wal-mart’productmi某由上图可知沃尔玛的产品组合的广度为4，产品组合的深度为10，产品组合的长度为33，产品组合的相关度较高，因沃尔玛作为一个大型的零售商，里面的产品种类齐全，消费者可以在这买到自己想买的东西，产品之间的相关度就相对而言较高。
3、productmi某trategy：productmi某tretching沃尔玛实行的productmi某trategyproductmi某trategy是productmi某tretching，是在原有的产品基础上扩大其在市场的占有率，针对不同的消费者提供不同的服务。
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目录(按字母顺序)1.Action Alley 主通道2.Assembly 直订3.Associate 员工4.Associates Sponsor 员工指导5.Bailer 打包机6.Basic Merchandise 基本商品7.BOB 查看购物车底8.Buyers 采购员9.CBL 电脑基础学习10.CFT 现金转移11.Claim 索赔12.Clip Strip 挂带13.Coaching For Success 成功指导14.Code ADAM 亚当代码15.Code Black 黑色代码16.Code Blue 蓝色代码17.Code Brown 棕色代码18.Code Red 红色代码19.Code White 白色代码AC 部门经理交流Ppetition 竞争对手23.Correction Of Errors (COE) 失误纠正24.Cost 成本25.Courtesy Desk 服务台26.CSM 顾客服务经理27.Customer Service Manager (CSM) 顾客服务经理28.Damage 损坏29.Dept 部门30.Direct 直送31.Display 陈列32.Distribution 分销33.Distribution Center 分销中心34.Distribution Turn 到货周期35.District 区域36.Division 分区37.Division 01 01分区38.DSD 商场直接送货39.EDLP 天天平价40.End Cap 货架端 (又称N架)41.Event 活动42.Feature 特卖43.Feature Tracking 特卖追踪44.F.I.F.O 先进先出45.Fine Line 细分类46.Flags 旗标47.Front End 前台48.EDGM 常务副总49.General Order 总订单50.GO51.Gross Margin 毛利52.Gross Profit 毛利53.HBA 美容护肤用品54.Hardlines 非食品部55.Home Office (HO) 总部56.Home & Seasonal 家用和季节性商品57.Inventory 库存58.Invoice(INV.) 发票59.ISD 电脑部60.Item Number 商品号bel 标签62.LISA 防损暗语63.Loss Prevention 防损部64.Management Trainee Program(MTP) 管理人员培训计划65.Mark Down(MD) 降价66.Mark Up(MU) 提价67.Markup Percent 毛利率68.Merchandise Transfer Report( MTR) 商品转运报告69.Modular 商品陈列图70.MTR 商品调拨71.99 Supplies 商场自用品72.Not ON File(NOF) 不在档73.OH 现货74.Open Order 开放式订单75.Out Of Stock 缺货76.Overstock 库存过剩77.Packaging 包装78.Perpetual Inventory 永久库存79.P&L 盈亏报告80.P.L.U 查询码81.PO 订货单82.POP 宣传广告牌83.Point Of Sale Replenishment (POS) 补货系统84.POS 自动补货系统85.Price Change (Price Adjustment) 价格变更T&D, HR Page 1 of 21 03/23/2286.Produce 农作物(果蔬部)87.Profit Margin 利润率88.Purchase Order 订单89.QTY 数量90.Rate Of Sale (ROS) 销售率91.Receiving 收货92.Retail 零售价93.Return On Investment (ROI) 投资回报率94.Riser 加高层95.Sales Floor 楼面96.Sam’s Club 山姆会员店97.Seasonal 季节性商品98.Service Desk 顾客服务台99.70-Type Items 70类商品100.Shrinkage 损耗101.Side Counter 正常货架102.Side Kick 边篮103.Signs/Signing 标牌104.SKU 商品单位105.Smart System 商场商品零售系统106.Softlines 服装部107.Sponsor 员工指导108.Stack Base (SB) 堆头109.Store Manager 商场经理110.Store Number 商场号码111.Super Center 购物广场112.SWAS 店中店113.TAB 传单广告114.Table 陈列柜115.Telxon 手提终端116.Top 50 Report 前五十名报告117.Trailer 货柜118.UPC 条形码119.Vendor 供应商120.Vendor Number 供应商号121.Vendor Pack 供应商包装122.VNDR 供货商123.VPI Program 商品促销计划124.Walton Institute 沃尔顿学院125.Warehouse 仓库126.WH or WHSE 仓库127.WMDC 分销中心128.WTD 周至今129. YTD 年至今T&D, HR Page 2 of 21 03/23/22ACTION ALLEY 主通道Sales aisle area of the store which Customers seeimmediately upon entrance from vestibule. Runstoward the back of the store from the front doors.顾客一走进商店的门厅立即看到的，位于货架中间的通道。
从前门一直延伸到商店的最末端。
ASSEMBLY 直订Any pre-prepared fabric decoration which is sewn or otherwise fastened to a garment.商场基本货品的订货方法。
ASSOCIATE 员工Any one employed by Wal-Mart.任何一位被沃尔玛聘用的员工。
ASSOCIATES SPONSOR 员工指导Store Associate assigned to help a new store Associate.由商场指派帮助新员工的一位员工。
BAILER 打包机A piece of equipment used to crush corrugatedcardboard for recycling purposes. 用来压碎废旧纸箱以作回收用途的设备。
BASIC MERCHANDISE 基本商品Items which our stores carry every day. Example：Laundry detergent.商场日常销售的商品。
例如：洗衣粉。
BOB 查看购货车底T&D, HR Page 3 of 21 03/23/22The abbreviation for “Bottom Of Basket”-A Cashierterm reminding Cashiers to always look at the bottomof a Customer’s shopping cart for any items.See also： LISA“查看购货车底”的缩写。
这个词提醒收银员要查看购货车的车底以防有商品未经扫描被携带出商场。
BUYERS 采购员Associates in the Home Office who are responsible for buying merchandise from Vendors. Each department has at least one buyer.在总部负责从供货商处采购商品的职员。
每个部门最少有一名采购员。
CBL 电脑基础学习Abbreviation for Computer Based Learning. Computer Based Learning is a multimedia based program that uses audio, video, text, and graphics to teach the viewer. CBL , is designed with task specific lessons, rather than position specific.电脑基础学习的缩写。
电脑基础学习是在多媒体程式基础上用音像，课文和图片来教授。
CBL是按任务，而非按岗位设计的课程。
CFT 现金转移The abbreviation for “Cash Fund Transfer” A cft is completed anytime cash entersor leaves the Cash Office, with the exception of Register pulls.“现金转移”的缩写。
现金库的每一次现金进出为一次CFT，但现金匣的清算除外。
CLAIM 索赔对运输公司，供货商，或个人造成的错发货，货物遗失和/或损坏所采取的行动。
上述对运输公司要求的索赔是由分销中心的运输事务部处理。
对供货商要求的索赔由仓库付款部处理。
另有商场向分销中心提出的索赔。
这类索赔在计账部的分销中心商场索赔区处理。
CLIP STRIP 挂带A thin plastic display that allows merchandise to behung on a gondola。
This is a great tool for cross-merchandising. 把商品挂在货架上的薄塑料挂货带。
COACHING FOR SUCCESS 成功指导Also referred to CBWA(Coaching by Walking Around). An informal, ongoing processof helping Associates achieve results.也称为CBWA(现场指导)。
一种非正式的,不断帮助员工取得成绩的过程。
CODE ADAM 亚当信号T&D, HR Page 4 of 21 03/23/22Used in store to alert Associates of a missing child.商场里用于提醒员工有兒童走失的信号。