How Can Dealers Raise Capital Turnover Rate?

Most modern enterprises are keen to study management and marketing, and pay less attention to the circulation process.

Reducing resource consumption and increasing labor productivity can bring profits to enterprises.

Similarly, the reasonable organization of logistics links and the increase of turnover times of goods can bring profits.

In the environment of terminal extrusion, rational logistics has important practical significance.

Now the buyer's market, products from supply to demand exceeds supply, inventory problems become increasingly prominent.

Inventory occupies a lot of liquidity, and the logistics cost brought by warehousing and pportation costs and management costs almost account for more than half of the price of consumer goods. This shows that there is still much room for mining profit from logistics.

In the current fierce competition and increasingly small channel profits, it is more practical to profit from logistics.

Yuan Zhuolin, chairman of Lin Chang Enterprise Group Co., Ltd. (the 21 phase of "sugar dealers" column)

Retailers' accounts are becoming more and more stringent, and dealers' capital operation is getting tighter.

For the sake of their own development and risk control, the manufacturers prefer to give up some profits, and also demand the dealers to cash in cash or even to make the goods in advance, which also makes the dealer's capital investment increase.

Because of the low degree of trust in the form of trade and commerce, it is not smooth for dealers to raise funds to the outside world.

To this end, modern dealer organizations have to take "how to raise the rate of capital turnover" as the primary solution.

Capital turnover rate is affected by two dynamic variables, namely capital flow and logistics.

Capital flow and logistics are almost the core of modern dealer organization management.

Only by starting with management can we really achieve the improvement of capital turnover rate.

The author takes the work flow of dealer organization as the main line, amplifying the influence characteristics of various local process management on capital revolving rate, so as to inspire dealer organizations to find ways to raise capital turnover rate.

　　要貨計劃的制訂

Many dealer organizations do not have detailed operation procedures in the cargo planning, and the control procedures are quite arbitrary.

Some are done by warehouse managers, some are done by salesmen, and some are made by financial personnel. These are actually improper behaviors.

Warehouse personnel will consider their existing storage capacity and work intensity, and seldom consider the market and finance. The salesperson mainly considers from the market point of view, the more goods the better, the financial period or the same period data as reference, timeliness and market sense is poor.

The reasonable suggestion is: the business is responsible for making a next cycle (choosing weeks, days, months, seasons, etc.) for all units, the number of goods to be sold and the frequency of important customers' demand. The warehouse managers should adjust the volume of products to be adjusted according to the existing inventory conditions, and then make amendments to the finance according to the actual sales data of the previous period or the same period last year, as well as the state of the financial capital. Finally, the dealers in charge of the organization will consider the overall approval.

(special reminder: when loading goods, attention must be paid to the stowage of abnormal goods. Sometimes, in order to match the volume of the economic pport volume of the supplier, we should increase some unwanted goods at random.

As a matter of fact, this part of the final shipment is backlog, and the replacement is a problem.

If we want more goods, we will easily occupy the working capital and reduce the efficiency of capital turnover. The shortage of goods may be locked out by the terminal customers and economic penalties because of shortages.

If the goods plan is not done well, the capital turnover rate can only be illusions.

　　配送管理

In traditional distributors, distribution is a very simple job, which is simply not a management project.

This is the misunderstanding of knowledge. Whether the distribution management is good or not will directly affect the efficiency of logistics and affect the turnover rate of capital.

Orders mean trading opportunities, but if you miss the delivery time, you will ruin the opportunity and have a negative impact on customer relationship.

Distribution management is not complicated. However, the low efficiency or even confusion of distribution results from frequent contempt.

For example, a dealer's order for a KA customer is delivered every Tuesday, four, and the next day.

If the order is delayed on Thursday, even if it is not punished, the order should be placed again next Tuesday and delivered next Wednesday.

We have to delay sales on Saturday, Sunday and next Monday and two for four days.

The theoretical inventory period of the products increased by four days, and the actual operation must be more than four days.

If it happens to pass the checkout period again, this batch of products should be moved to next month's settlement.

　　賬期管理

It is unlikely that the account period of retail customers will be extended every year. It is not feasible to improve the speed of funds rotation from the account period.

Some retailers allow advance settlement, but the discount cost of the dealer is high. Unless the capital turnover is in urgent need, the financial cost should not be considered.

Our account management is mainly reflected in whether the actual checkout period and the contract period are in normal deviations.

For example, the contractual account period is 45 days, and the terminal reconciliation period coincides with the ten and one holiday. Therefore, the actual time of issuing the tax ticket period from the terminal check to the terminal is 50 days.

The 5 day deviation is acceptable here. If the interval is greater than 5 days, there is a problem.

A dealer finance under the author's prompts will conduct a summary analysis of a store's entry and exit period last year, and found that the average settlement period is 82 days (statutory holidays do not evade), and the contract period with the store is 60 days.

Account management can not just stay in contract negotiations, but also focus on implementation.

Try to avoid delays in payment to retailers, so that they are always in active state.