1. Chapter 13 Merchandise Planning Systems

2. Merchandise Management 13- Retail Pricing Chapter 15 Retail Communication Mix Chapter 16 Merchandise Planning Systems Chapter 13 Managing Merchandise Assortments Chapter 12 Buying Merchandise Chapter 14

6. Inventory Levels for Staple Merchandise 13- Cycle (base) stock : inventory that goes up and down due to the replenishment process Backup (buffer, safety) stock Inventory needed to avoid stockout

7. Inventory Levels for Staple Merchandise 13- Retailers try to reduce the stock level to keep Inventory Investment low by reordering and receiving merchandise often but without increased administrative and transportation costs with frequent reorders

10. 13- Relationship between Inventory Investment and Product Availability Product Availability (Percent) 600 500 400 300 200 100 0 80 85 90 95 100

12. Staple Merchandise Management 13- Ryan McVay/Getty Images Most merchandise at home improvement centers are staples.

13. Inventory Management Report for Rubbermaid Merchandise 13- Inventory available sales rate Performance measures Backup stock for desired product availability desired product availability Sales forecasts Appropriate ordering decisions

17. Inventory Management Report for Rubbermaid SKUs 13- Avocado Bath Mat Quantity available = Quantity on Hand + Quantity on Order = 90 Order Quantity = Order Point – Quantity Available Order Quantity = 132 – 90 = 42

21. Six Month Merchandise Plan for Men’s Casual Slacks 13-

27. Monthly Reductions (Line 4) 13- Reduction % Distribution 3. Month % 6 mo. data April May June July Aug Sept 100.00% 40.00% 14.00% 16.00% 12.00% 10.00% 8.00% 4. mo. reductions $16,500 $6,600 $2,310 $2,640 $1,980 $1,650 $1,320 Monthly Reductions = Total reductions x Monthly reduction %

38. Six Month Open-to-Buy 13-

43. Sales of Capri Pants by Region 13- Timing of Merchandise Allocation to Stores Seasonality differences and consumer demand differences

45. Sell Through Analysis Evaluating Merchandise Plan 13- A sell-through analysis compares actual and planned sales to determine whether more merchandise is needed to satisfy demand or whether price reductions are required.

48. Multiattribute Method for Evaluating Vendors 13- The multiattribute method for evaluating vendors uses a weighted average score for each vendor. The score is based on the importance of various issues and the vendor’s performance on those issues. C Squared Studios/Getty Images

49. Multiattribute Method for Evaluating Vendors 13-

51. Home Depot’s Vendor Evaluation 13- Home Depot take vendor evaluations seriously. Home Depot’s vendor analysis scorecard gives everyone a quick view of how the vendor is doing. Green is good, but red isn’t.