一、 采购供应管理

1、 Purchasing Supply Management

此项管理是指公司在订货过程中，需要一个好的买手，一个好的买手可以降低库存成本，在有效的时间内，实现高质量的市场价值

This management refers to the company in the ordering process, need a good buyer, a good buyer can reduce inventory costs, in effective time, realize high quality market value

二、 内部运营管理

2、 Internal operation management

内部运营管理应该就是目前急需解决的问题，首先市场部应该有标准的工作流程，使其在工作过程中降低成本，完成高质量的任务。并且市场部工作应采劝放羊式管理”，只要监督工作的计划，及在合理的时间内完成的结果，我们并不需要要求过程。其次，为销售部门的管理，销售部门管理又分为直营及客户分销管理，直营店铺的运营流程应该使其每人每天在最短的时间进入最佳销售状态，规范顾客接待的行为规范，树立品牌行为识别系统。客户分销管理的运营规范，

Internal operation management should be an urgent problem to be solved. First of all, the marketing department should have a standard workflow to reduce costs and complete high-quality tasks. In addition, the marketing department should adopt "herding management". As long as we supervise the work plan and complete the results within a reasonable time, we do not need to require the process. Secondly, for the management of the sales department, the management of the sales department is divided into direct sales and customer distribution management. The operation process of direct sales stores should make everyone enter the best sales state in the shortest time every day, standardize the behavior of customer reception, and establish a brand behavior identification system. The operation standard of customer distribution management,

1、人员管理：所有人员应在每天每周每月都有下步工作的详细计划，这些计划包括目标、时间、结果，工作完成后有及时的反溃并且在工作分配中应该考虑到市场因素，避免“短板”效应。当然这一点就必须让我们能够及时找到工作中的“短板”。

1. Personnel management: all personnel should have detailed plans for their next work every day, every week and every month. These plans include goals, time and results. There should be timely response after the work is completed. In addition, market factors should be taken into account in the work allocation to avoid the "short board" effect. Of course, this point must enable us to find the "short board" in our work in time.

2、日常工作管理，应该坚持例会制度，当然我们开会不是例行程序，大家可以在会中互相了解彼此的工作状态，是销售人员互相之间提高竞争意识，使公司管理层能够及时了解销售人员的当前工作心态，可以及时的找到工作中的“短板”循序善诱，动态管理。

2. Daily work management, we should adhere to the regular meeting system, of course, our meeting is not a routine procedure, we can understand each other's work status in the meeting, is to improve the sense of competition between the sales staff, so that the company's management can timely understand the current working attitude of the sales staff, can timely find the "short board" in the work, orderly and dynamic management.

3、销售工作管理，目前公司的客户很多，我们的销售人员是否能够做到，了解客户的库存、需求、月销量、畅销产品、客户以往同期的销售状况，是否找到客户订货额度增长及下降的原因，是否能够做销售数据管理，在工作中是否可以用强有力的数据解决问题。我们还需要维系平衡市场部及销售部之间的“28法则”造成的利益不平衡性。

3. Sales management, the company's many customers, whether our sales staff can do, understand the customer's inventory, demand, monthly sales, best-selling products, customer sales in the same period in the past, whether to find the reasons for the increase and decline of customer order quota, whether to do sales data management, whether to use strong data to solve problems in the work. We also need to balance the imbalance of interests caused by the "28 rule" between the marketing department and the sales department.

三、 分销配送管理

3、 Distribution management

正常的物流配送，旨在降低成本，解决问题，完成工作。

Normal logistics distribution aims to reduce costs, solve problems and complete the work.

综上所述，正常的管理工作就是宏观的调控，微观的干预，预防公司运营的“短板”，在不可避免的情况下，经过有效的调控，将“短板”应该交给最有能力的部门或人去做。日常工作中把握“28法则”，只有懂得了“28法则”的重要性才能找到工作的重点，解决“28法则”给公司内部造成不比平衡性，才能有效提升公司的企业竞争力。

To sum up, the normal management work is macro-control and micro intervention to prevent the "short board" of the company's operation. Under inevitable circumstances, after effective control, the "short board" should be handed over to the most competent departments or people. To grasp the "28 rule" in daily work, only when we understand the importance of the "28 rule" can we find the focus of work, solve the imbalance caused by the "28 rule" within the company, and effectively enhance the company's competitiveness.

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