Distribution line and sales regionalization planning system and method thereof

Abstract

Disclosed is a distribution line and sales regionalization planning system and method thereof. A distribution line planner is used for managing and displaying distribution line information. A final point-of-sale planner is used for managing and displaying final point-of-sale distribution information. A coverage range manager used for managing and displaying the sales and distribution coverage range of the sales area. Therefore, planning and management of a sales area are realized, carpooling and shipping are performed on each line, the logistics efficiency is improved, and the logistics costis reduced.

Description

technical field [0001] The invention relates to a distribution route and sales area planning system and method applied in a computer system. Background technique [0002] The sales and inventory management technology based on physical stores adopts the warehouse-style store spot on-site sales model. Due to the large number of commodity specifications and models, each store must keep a certain amount of stock for each specification and model to meet the needs of on-site sales. Once the market situation occurs Changes or product shelf life expires, these inventory products can only be returned, sold at a discount or scrapped. Returning the product will cause a greater inventory backlog. Discounted sales will not only affect the brand image and genuine product sales, but also affect the profit of the product. The loss of scrapping is even more unbearable. Traditional e-commerce platforms (B2C, C2C) have only changed the way of sales, and are still selling in stock, without fund...

AI Technical Summary

Problems solved by technology

[0006] 1. Since the spot sales model of the final point of sale must maintain a certain category, each category must maintain a certain amount of inventory to meet the needs of user experience and instant sales. When the number of chain point of sale is large, the backlog of inventory at each point of sale will be returned to the manufacturer. Or the losses caused by discounted sales or reported losses add up to a huge amount and exist for a long time, making it difficult for the industry to make profits;

[0007] 2. Although the traditional e-commerce model (B2C, C2C) can relatively centrally manage the inventory, it is difficult to attract users to place an order simply by viewing products online, especially non-standardized products.

[0008] 3. Although the traditional e-commerce model (B2C, C2C) can centrally manage inventory, the centralized management is spot goods, and there is no dynamic inventory management plan based on the sales volume of a certain arrival date in the future according to the sales division. Overdue or market changes or changes in sales orders may easily result in loss or discounted sales;

[0009] 4. The traditional e-commerce model (B2C, C2C) is independently delivered by the supplier according to the retail order, and the logistics cost also accounts for a large proportion of the order value. Logistics costs are high, and there is no cost advantage compared with traditional retail;

[0010] 5. Some enterprise users (such as supermarkets, restaurants, canteens, factories) have strict requirements on the arrival time, and failure to arrive within the specified time will cause unbearable consequences: for example, school / institutional canteens, supermarkets, restaurants cannot be opened normally or the production line cannot operation, while traditional e-commerce cannot determine the arrival time, and can no longer adapt to the requirements of modern society;

[0011] 6. Some merchants have both physical store sales channels and e-commerce sales channels. There is no unified management of inventory between the two. Products are stored in different warehouses. There is no dynamic inventory management model established. The conversion of wholesale and retail base orders does not match. It is easy to cause loss of goods unpacking, which will cause backlog and loss;

[0012] 7. Traditional e-commerce separates wholesale transactions and retail transactions into two platforms. If customers need to make purchases, they have to register two accounts and place orders separately, which causes great inconvenience, and does not support the original manufacturer to directly initiate wholesale + retail integration. The sales model is divided into two transactions on two platforms, which will increase transaction costs and circulation time, resulting in increased losses;

[0013] 8. Enterprise users need to place an order to purchase multiple products from multiple suppliers at one time. Traditional e-commerce companies hand over the orders to each supplier for processing. It is impossible for multiple products from different suppliers to reach the buyer at the same time;

[0014] 9. For some group purchases, the originator and the participants are based on their respective geographical locations, without taking into account the distance between the originator's delivery address and the delivery customer's delivery address, and can only solve the self-pickup mode. If the originator needs Secondary distribution, and the customer's receiving address is quite different from its geographical location, it still needs to increase the logistics cost

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