问题事项描述 新开店流程对接不畅，需求源于宝尊OMS，非业务方 每月预估业务量提供的准确性、及时性问题 "1、预估单量提供时间太晚，仓库缺少充足时间锁定资源和筹备 2、预估销售计划改动频繁且幅度较大 3、单量爆发节奏预估不准，活动达成偏差大" 部分到货预约信息不全，有不预约直接到货的情况 部分到货无入库指令 新品拍照要求不够明确，导致经常需要二次拣货拍照 B2B退货预约信息不全，仓库管理成本增加 经销商到货几十箱不等，同一个指令入库单，无电子装箱明细和外箱可扫描箱号及明细、数量，只能整票收货完成才能出差异， 针对串货，短少，客户需求开箱视频，因到货外箱无对应可扫描箱号的外箱贴和箱号，无法确认视频为此单货或对应箱号，易产生纠纷 客服要求主体不一异常提供实物对比图，需实物拣货，增加了异常件处理时长 非A品客服要求入库，仓库需要二次回复不符合入库标准，需客服二次回复仓库方可入库，异常件比例高达10%，增加了异常处理时长，平均退货退款时长7H+（各品牌数据详见“退货残次分析”） 非我司退货要求拣选实物对比，视频一镜到底 服配洗唛与吊牌不符，鞋吊牌与鞋盒不符按最新要求入库的商品，未及时调整（原定按月调整，目前为半年），仓库管理成本增加 退货异常范围大，班牛反馈及处理流程长，系统不支持操作日志跟进 异常件平台&客户处理成功率问题 唯品会退货基于仓库收货明细后置指令 "①B2B订单截单时间过晚（17：00），客服集中下午推单（经销商65%，直营40%，调拨84%，且17点后），物流发车时间早（20-21点前），仓库人力协调成本增加 ②截单后的直营仍需要当天20：00前出库交接（占比18%），仓库操作时间太短（扣除吃饭1H），通常只有2个小时（数据详见“B2B出库订单分析”）" 取消单处理时长 唯品会发货前未要求质检 未要求发货质检，客服要求提供展示发出具体产品的发货视频，仓库视频不符合平台标准 MLB电商包装需折叠+胶带封口，操作耗时，影响发货效率
Problem description The new store opening process is not smoothly connected, the demand originates from Baozun OMS, and the accuracy and timeliness of the monthly estimated business volume provided by the non-business party "1. The estimated order volume is provided too late, and the warehouse lacks sufficient time to lock in resources and preparations 2. The estimated sales plan changes frequently and the magnitude is large 3. The rhythm of the single volume outbreak is not accurate, and the deviation of the activity is large" Some of the arrival appointment information is incomplete, and there is a situation of direct arrival without an appointment Some of the arrival without warehousing instructions The requirements for taking pictures of new products are not clear enough, As a result, it is often necessary to take pictures of secondary picking B2B return appointment information is incomplete, and warehouse management costs increase Dealers arrive at dozens of boxes, the same instruction warehousing list, no electronic packing details and outer boxes can be scanned box number and details, quantity, can only be completed to make a difference, for the string of goods, short, customer demand unpacking video, because the arrival of the outer box does not have the corresponding scannable box number of the outer box sticker and box number, can not confirm that the video is a single goods or the corresponding box number, easy to cause disputes Customer service requires the subject to be different and abnormal to provide a physical comparison chart, Physical picking is required, which increases the processing time of abnormal parts Non-A product customer service requires warehousing, and the warehouse needs a second reply that does not meet the warehousing standards, and the customer service needs to reply to the warehouse twice before warehousing, and the proportion of abnormal parts is as high as 10%, which increases the abnormal processing time, and the average return and refund time is 7H+ (see "Return Defect Analysis" for details of each brand's data) Non-our company's return requirements pick physical comparison, video one shot to the end The clothing with the washing label does not match the tag, and the shoe tag does not match the shoe box The goods that are stored according to the latest requirements are not adjusted in time (originally scheduled to be adjusted monthly.) , currently half a year), warehouse management costs increase The range of return anomalies is large, the feedback and processing process of Banniu is long, and the system does not support the follow-up of operation logs Abnormal parts platform & customer processing success rate Vipshop returns based on warehouse receipt details post-instruction "(1) The cut-off time of B2B orders is too late (17:00), the customer service focuses on pushing orders in the afternoon (65% of dealers, 40% of direct sales, 84% of allocation, and after 17 o'clock), the logistics departure time is early (before 20-21 o'clock), and the cost of warehouse manpower coordination increases (2) The direct sales after the cut-off order still need to be handed over before 20:00 on the same day (accounting for 18%), and the warehouse operation time is too short (deducting 1H for meals), usually only 2 hours (see "B2B outbound order analysis" for details) Cancellation order processing time Vipshop did not require quality inspection before delivery No delivery quality inspection was required, and the customer service asked for a delivery video showing the specific product, and the warehouse video did not meet the platform standards MLB e-commerce packaging needs to be folded + tape sealed, which is time-consuming and affects the delivery efficiency

友商处理方案（如有） "品牌内部需求确认 IT系统评估 仓配操作评估 财务、耗材、行政等部门支持 以上流程基于新品牌引入开店/现有品牌开店需求，提前N周沟通同步" 每月25号前针对2B&2C收发退模块业务，提供到店铺、到天的活动节奏和预估量；活动变动提前3天更新；大促至少提前1.5-2个月同步 专业解读，及时响应，准确预测（±10%内，超出补贴），偏差及时调整 提前一天18点前邮件至仓库预约，内容包含：车牌，司机姓名，箱数，方数，件数，预计到时间（上午/下午)，未预约收货无法不保障/拒收 商品到仓之前检查SAP是否推送指令，如无及时创建入库指令 品牌产品部门/调样至需求部门拍照，仓库拍照清晰描述具体要求 提前提供按周预约信息（尽量到天）：箱数，件数，店铺信息，运输方式等 邮件提供电子装箱明细，含箱号、SKU及对应数量，外箱有箱唛，箱唛信息包含：箱号（一维码或者二维码可扫描），SKU及对应数量，总箱数，此箱为第几箱。后者手写箱号，给到仓库电子明细，仓库自贴带条码的箱号（需要做增值） 其他项目无此要求 其他项目无此要求，按照符合7天无理由规则收货，按实际状态直接入库，异常比例5%-6%，平均退货退款处理时长3H 其他项目无此要求，支持系统验伪操作可提供操作视频；无验伪操作按拒收处理 每月月底及时调整 其他项目仅针对CD品异常反馈跟进，异常场景退货前客服把控；使用宝尊OMS-WMS工单系统，预警处理 "其他项目：纠纷处理重点——应提前与买家协商一致，沟通环节中应加入提前告知环节 ①细化纠纷场景及处理细则，加强客服培训 ②投诉纠纷绿色通道：提前与小二沟通如何举证，对判罚异议的沟通绿通，降低误判和申诉失败" 唯品大仓出库后，店铺可收集和提供仓库退货明细，货到前创建入库指令 "R项目每月25号左右同步下月到周的出库计划，每天15：00截单，截单后订单次日操作，推单时间过晚，超出产能，可协调延迟 物流在保障时效的情况下，可配合江浙沪订单21点发车，其他区域24点前发车（不含上岛或者偏远县城）" "其他项目库内拦截，系统对接主动问询，复核前取消 快递拦截，工单系统对接快递，线上处理" 其他项目按照平台要求，发货前仓库进行质检，降低残次率和退货率 其他项目抖音平台未要求发货前质检；仓库发货视频平台认可 其他项目使用开口纸箱或拉链箱，发货效率和存储效率较高
Friendly business handling plan (if any) "Confirm the internal needs of the brand IT System Evaluation Warehouse Distribution Operation Evaluation Support from finance, consumables, administration and other departments The above process is based on the introduction of new brands to open stores/existing brand store opening needs, and communication and synchronization N weeks in advance" Before the 25th of each month, for the 2B&2C sending, receiving and returning module business, provide the activity rhythm and estimate to the store and to the day; Event changes are updated 3 days in advance; Major promotions are synchronized at least 1.5-2 months in advance Professional interpretation, timely response, accurate prediction (within 10% of the ±, exceeding the subsidy), and timely adjustment of deviation Email to the warehouse before 18 o'clock one day in advance to make an appointment, including: license plate, driver's name, number of boxes, number of squares, number of pieces, estimated arrival time (morning/afternoon), no appointment to receive can not be guaranteed/rejected Check whether SAP pushes instructions before the goods arrive at the warehouse, if there is no timely creation of warehousing instructions Brand product department/sample to the demand department to take pictures, Take photos of the warehouse to clearly describe the specific requirements Provide weekly appointment information in advance (try to reach the day): the number of boxes, the number of pieces, store information, transportation methods, etc. The email provides electronic packing details, including the box number, SKU and the corresponding quantity, the outer box has a box mark, and the box mark information includes: the box number (one-dimensional code or two-dimensional code can be scanned), SKU and the corresponding quantity, the total number of boxes, and the number of boxes in this box. The latter handwritten box number, given to the warehouse electronic details, the warehouse self-pasted with a barcode box number (need to do value-added) Other projects do not have this requirement Other projects do not have this requirement, in accordance with the 7-day no reason rule to receive, according to the actual state of direct storage, abnormal proportion of 5%-6%, the average return and refund processing time of 3H Other projects do not have this requirement, support the system counterfeit inspection operation can provide operation video; The operation without counterfeiting will be handled according to the rejection and adjusted in time at the end of each month Other items are only followed up for the abnormal feedback of CD products, and the customer service will control the abnormal scene before returning; Use Baozun OMS-WMS work order system to deal with early warning "Other items: focus on dispute resolution - should be negotiated with the buyer in advance, and the advance notification link should be added to the communication link (1) Refine the dispute scenarios and handling rules, and strengthen customer service training (2) Green channel for complaints and disputes: communicate with Xiao Er in advance on how to present evidence, communicate green communication on judgment objections, and reduce misjudgment and appeal failure" After the VIP's warehouse is shipped, the store can collect and provide the warehouse return details, and create an inbound instruction before the goods arrive. R project around the 25th of each month to synchronize the next month to the week of the delivery plan, every day at 15:00 to cut off the order, after the order is cut off the next day operation, the push time is too late, beyond the production capacity, can coordinate the delay Logistics in the case of ensuring timeliness, can cooperate with Jiangsu, Zhejiang and Shanghai orders to depart at 21 o'clock, and other areas before 24 o'clock (excluding islands or remote counties)" "Other projects are intercepted in the library, the system is connected to the active inquiry, and the cancellation is canceled before the review Express interception, work order system docking express delivery, online processing" Other projects are in accordance with the requirements of the platform, The warehouse conducts quality inspection before delivery to reduce the defective rate and return rate Other projects Douyin platform does not require pre-shipment quality inspection; Warehouse delivery video platform recognition Other items use open cartons or zipper boxes, and the delivery efficiency and storage efficiency are higher