In order to reduce the operating cost of stores, how can we save energy and reduce consumption

There are three main operating costs of supermarkets: labor, water and electricity, and rent. First look at the labor cost. Due to the intensification of industry competition and the gradual standardization of national labor laws and regulations, the personal use cost of employees has risen rapidly. If employees' wages and benefits are not improved, they will jump ship one after another (so the general policy is to "maintain stability"). Reducing labor costs can only reduce the number of employees and improve the per capita wage level on the premise of not affecting business. To this end, we have taken the following measures.

1. Reduce back-office departments, streamline administrative institutions and establish large administrative offices. For a long time, the responsibilities of the four departments at the same level, such as the administrative office of the headquarters, the human resources department, the planning department and the loss prevention department, were unclear and shirked each other. The company decided to merge the above four departments into a large administrative office, which is under the unified responsibility of a department manager, that is, the administrative office is responsible for the work of all functional departments except the operation, procurement and finance departments. It not only improves the efficiency, but also effectively simplifies the mechanism. The headcount of three department managers and four department managers has been cancelled, and the salary expenses have been reduced by more than 25,000 yuan per month. After deducting the increased expenses due to the salary increase of department managers (the other four department managers in the headquarters have increased by 1.200 yuan, * * is 4,800 yuan), the salary expenses in the headquarters have actually been reduced by more than 20,000 yuan. This does not include other welfare expenses and employment risks of each employee.

2. Reorganize the post setting of the store, reduce the staffing and improve the salary level of employees. In the past, all stores, big or small, set up managers' offices, where managers and supervisors on duty generally handled paperwork. Although they are asked to inspect the shops more, they often stay in the office on the grounds of paperwork. According to the requirement of downsizing, the store manager's office location will be closer to the front line. In principle, the manager is required to work near the cashier when he needs to do paperwork (move the manager's office equipment to the cashier). This not only effectively overcomes the manager's "official standard" thought, but also forces the manager to contact the front line more directly with the areas where customer complaints are concentrated, and also provides a guarantee for the small shops below 1000 square meters to cancel full-time loss prevention. Stores implement the concept of full-time loss prevention and cancel small stores. In order to monitor the theft of goods in the store in time, we set up the company's valuable and easy-to-steal goods inventory team to continuously inventory such goods in the store every day. Therefore, it can be guaranteed that the loss prevention situation of the store can be mastered within ten days, so as to find and deal with problems in time. In addition, the store implements flat management. Change the previous three-level management mode of store manager (supervisor on duty)-cabinet manager (section chief)-employee to two-level management mode of store manager (supervisor on duty)-employee. Each supervisor on duty must also be responsible for the work of a cabinet leader (monitor). At the same time, by adjusting the process and using background information technology (described below), the service radius of a single grass-roots employee can be increased, the work efficiency can be improved, and the configuration of grass-roots employees can be reduced. After the above adjustment, the store staffing decreased by 20-30%, the company increased the per capita salary of store employees by 200-300 yuan (to ensure the stability of personnel), and the store salary decreased by 0.2 percentage points.

3. Improve the efficiency of distribution centers and stores by reforming the distribution mode. All along, our distribution mode is that stores replenish goods every day, and the distribution center also delivers goods to stores every day. According to the current situation of the company and the demand of "saving money", in the second half of 2008, we reformed to replenish the stores three times a week, and the distribution center delivered the goods to the stores three times a week. This has greatly reduced the workload of employees in stores and distribution centers, effectively improved work efficiency, and reduced the staffing of distribution centers by one third. Since its implementation, it has been affirmed by shopping malls, distribution centers and suppliers. It goes without saying that it is three times more efficient for the goods merchants to send goods of 30,000 yuan at a time and goods of 1 10,000 yuan at a time. After continuous summary and exploration, this year, the company implemented delivery twice a week in stores. Practice has proved that due to the support of suppliers, the efficiency has been improved and the shortage rate has been reduced.

4, the implementation of computer automatic replenishment, supplemented by manual correction of the store replenishment system. It not only overcomes the shortcomings of poor manual accuracy and supplements "people and goods", but also greatly improves the work efficiency of store employees.

5. Implement the "third-party logistics" distribution scheme to reduce the cost of commodity distribution and unpredictable risks. Combined with the actual cost of logistics in the past, based on the lower distribution frequency than before, we outsource distribution logistics. After outsourcing, the company's monthly transportation costs for vehicles and drivers are reduced by about 35,000-40,000 yuan. At the same time, there is no need to bear unpredictable risks, such as traffic accidents (before the adjustment, the company paid no less than 20,000-30,000 yuan in accident compensation every year). Outsourcing is "first inside and then outside", and the company's original truck drivers form a contracting team to win the bid. Not only solved their placement, but also made them truly small bosses. They had no money to buy a car, so the company sold them the original truck at a fixed price and deducted it from their contract fee every month. By this year, each of them has actually owned a car of their own (the car purchase price has been deducted and the car already belongs to them). Companies don't have to worry that they don't care about cars and don't have to worry about "fuel consumption". All accident responsibilities have nothing to do with the company.

6. Quantify the daily work of employees, and increase the personal income of employees while increasing the workload. For example, in the past, regardless of the size of the store, there was a full-time store cashier. After the adjustment, two small stores will have a cashier, and the salary will increase by 40%; Before the adjustment, when there is no maintenance task, the logistics maintenance personnel are waiting for work in the background of the headquarters. Now it is dispersed to various stores to enrich the strength of the stores and realize one person and more posts.

The above points, mainly from the labor cost, from the full development of human resources to reduce costs and improve efficiency measures. After gradual adjustment and improvement, the proportion of wage expenditure in sales decreased by 0.4-0.45 percentage points compared with that before the adjustment in 2008, and the average wage income of employees increased by about 200-300 yuan compared with the same period. Practice tells us that the labor cost of small and medium-sized supermarkets can be reduced from the process, making full use of constantly improving IT technology and gradually quantifying and refining post work.

Second, the cost of water and electricity.

With regard to saving and reducing the cost of water and electricity in shopping malls, that is, energy costs, as the electricity charges in shopping malls mainly come from lighting and fresh-keeping and freezing equipment, we have taken the following measures.

1. Since the second half of 2008, we have changed the traditional fluorescent lamp into a new energy-saving lamp with a store as a pilot, and the renovation cost is about 25,000 yuan. After the transformation, it is found that the electricity saved after three or four months of operation can offset the transformation cost. After half a year, all the stores were renovated, and the renovation cost was gradually reduced due to the increase in procurement. After the transformation of the store in the later period, the transformation investment can be recovered in less than three months.

2. Further subdivide the lighting inside and outside the store by adding switches, and make detailed switching time. Ensure that the lighting that should be turned on at different times in the store is turned on on time, and the lighting that should not be turned on is never turned on, reducing unnecessary waste in switching power management.

3. The method of uniformly covering the large refrigerator in larger stores and cutting off the power supply after closing the store not only ensures the preservation of frozen products, but also saves electricity expenses, which is proved to be quite effective in practice. For small shops, the removal of small open freezers requires manufacturers to provide integrated, closed, transparent and movable freezers, which will reduce the maintenance cost of freezers by 3,000 to 5,000 yuan per store every year and basically eliminate the loss of goods caused by equipment failure.

4. In the store where the "peak-valley electricity price" is implemented, try to turn on the ice maker to make ice between 12: 00 pm and 08: 00 am (the electricity price is only half of the standard electricity price at this time), and do not start making ice at other times.

After a series of adjustments and reforms, the electricity charges of various stores are now 20%-35% lower than before the first half of 2008. With the gradual improvement of energy saving and emission reduction technology and the improvement of management technology, energy saving and consumption reduction in supermarket industry is still promising.

Triple helix property rent

Now let's analyze the rental cost. The rental cost of supermarkets, that is, the rising trend of property costs, should be the largest of all costs at present, which is also the primary reason why many stores can not operate intermittently after the lease contract expires. Most people think it is a hard cost and it is difficult to reduce it. We believe that the rent paid to the landlord can not be changed by human factors, but how to maximize the return of the property to the supermarket after raising the rent is a matter that supermarket operators can focus on. Increasing returns is also equivalent to reducing the rent pressure of supermarkets. To this end, we start from the following points:

1. Due to the low requirements for urbanization management of township stores, we divide the open space outside the two sides of the store door into stall-type facades for rent, and introduce items that complement the supermarket and can increase the popularity of the store, such as snacks, breakfast, fashion and entertainment.

2. In the store hall, some self-operated goods in the supermarket retreated inward, which increased the rental area between the supermarket gate and the cashier line and further expanded the scale of the rental cabinet.

3. subletting the above floors as a whole can not only reduce the rental cost, but also further improve the store's ability to gather customers.

Through the implementation of various measures, the rental income of various stores has increased in an all-round way, reaching the level of 30%-50% of the overall rental of stores, which greatly eased the rental pressure of stores. There are also peers who have to change their formats because of rising rents. It should also be a good way to change from a simple supermarket operation to a comprehensive format with department store shoes and clothing as the mainstay and supermarkets as the supplement.

Of course, in addition to the three major costs mentioned above, there are also commodity loss, office expenses, communication expenses, equipment purchase and maintenance expenses, and business consumables. For the control of these costs, the company should be similar. Here I introduce some small measures.

1, promoting paperless office in the company. The company has established an internal office automation system. Although the cost of reducing office paper in each store is only about 500 yuan, what 500 yuan saves is pure profit. How much sales do you need to earn back? In addition, ten stores are all 5000 yuan.

2. In terms of communication fees, we tried three operators before and after. In the end, we chose an operator within the company (department, store) who can realize free calls on both fixed phones and mobile phones, and can provide preferential treatment on the overall cost, reducing the communication fee by 35%-40% every month.

3. In terms of equipment, we think that it is the greatest saving to establish equipment files in strict accordance with operating procedures and maximize the service life of equipment. All kinds of equipment range from a fluorescent lamp to an air conditioner. Since we entered the company, there has been a special person in charge. For example, we regularly start to maintain the standby power supply of each store once a month. No matter how long there is no power failure in the store, we use special codes to test all kinds of electronic scales and scales used for sales acceptance in the store once a month.

Reducing cost is one of the eternal themes of supermarket management. Only by saving every penny from the customer's point of view can we provide customers with more competitive goods and services, which is the value of the enterprise. Faced with the pressure of competition and rising costs, supermarket operators can cut costs endlessly, and it has been proved that they can make a difference.