Opening a supermarket is very profitable, and weekends are basically the place where every office worker goes, but most supermarket managers are relatively difficult to manage in the face of a large number of people and goods. Compared with the purchase and sale of goods in supermarkets, management is also an important work of supermarkets. Experts believe that supermarkets should focus on strengthening management in terms of personnel, commodities, inventory and safety. Paying attention to personnel management is not an easy task for supermarkets to do a good job in personnel management. On the one hand, there are a large number of employees, which will inevitably lead to some management loopholes and problems; On the other hand, most employees in supermarkets are not fixed, and they are easy to "jump ship", which also brings certain difficulties to management. "Man is the most decisive force in productive forces". Strengthening the management of supermarket personnel also plays a decisive role in the management and development of supermarkets. The supermarket chain where the author works is quite large, with more than 100 employees, but there are only three personnel in charge of personnel management, and each person is responsible for managing more than 30 employees on average. Once, a supermarket employee had an argument with a drunk customer, and the employee was beaten by a drunk. However, the personnel department insists on the business philosophy of "the customer is always right" when dealing with this matter. It didn't report to the police, but fined 200 yuan for the employee who was beaten. This decision immediately aroused the dissatisfaction of all employees in the supermarket, which led to a collective strike of employees, which not only affected the normal operation, but also affected the image of the supermarket. Later, under the coordination of the supermarket manager, the matter was solved. There is also a supermarket, because the staff management is not in place at ordinary times, as a result, employees collude with customers inside and outside to steal goods, which brings a lot of economic losses to the supermarket. When investigating the incident, the supermarket owner found that the employees who colluded with customers to steal goods were thieves themselves. The reason why he can work in the supermarket is that the personnel management department is not strict enough in recruiting personnel, and the phenomenon of employing people at will is more serious. On the other hand, supermarket staff lack rigid constraints, and employees can come and go whenever they want. The employee who colluded with customers to steal goods quietly left after the case happened. In fact, the personnel management in the supermarket is the same as the staff management in the unit, and there must be a scientific and perfect management mechanism. The author believes that the personnel management of supermarkets should do well in three aspects: First, strengthen the management of personnel departments. It is necessary to transfer people with real management ability and experience to the personnel management department and strengthen training and education. Through training and education, the ability of personnel coordination, management, problem solving and problem handling of personnel management department staff will be continuously enhanced, and then the supermarket staff management will be guided to be scientific and on the right track. The second is to strengthen employee management. It is necessary to establish and improve the employee use management system in combination with the actual situation of supermarkets, and establish rules and regulations from the aspects of employee recruitment, training, use, assessment, rewards and punishments. , so as to continuously realize the standardization and institutionalization of employee management. The third is to establish and improve a long-term mechanism for employing people. We should focus on solving the problem of random output and input of employees. Supermarkets can fully mobilize employees' work enthusiasm, enhance their sense of belonging and make employees willing to stay in supermarkets for a long time by establishing scientific reward and punishment mechanisms and employee income growth mechanisms. Attach importance to commodity management. Commodity management in supermarkets is also a complicated job. On the one hand, there are many kinds of supermarket goods, and if the staff is not responsible, it will inevitably lead to management confusion; On the other hand, due to the different characteristics of commodities, classified management cannot be neglected, otherwise it will affect commodity management. The author only talks about the commodity management of OTC sales here. A few days ago, the author went shopping in a supermarket. In front of a group of daily necessities shelves, the author saw that the goods here were not only scattered, but also not priced. When asking the salesman to take samples, the salesman couldn't find a place to display the goods himself. In another supermarket, the author saw that cooked meat food and raw meat food were displayed on the same set of shelves, and many customers were quite dissatisfied with this. What is even more ridiculous is that a plastic washbasin with a few dollars is priced at several hundred dollars. If the salesman hadn't admitted his mistakes, he would have scared off a large number of consumers. In addition, there is another problem. Some supermarkets can't display the newly purchased goods on the shelves in time, and the goods on the shelves can't be changed frequently, which not only affects the beauty of the supermarket, but also reduces the customers' desire to buy. These are common problems in supermarket commodity management. In the final analysis, the commodity management of supermarkets is still a matter of human responsibility. The author thinks that in the commodity management of supermarkets, supermarkets should combine the category combination and implement the post responsibility system for employees with the commodity department as the unit. The staff of the Commodity Department will be based in two combination, and a special person responsibility system will be implemented, so that each employee has a clear area of responsibility, which is responsible for the basic management of commodity display, fullness, commodity replenishment, hygiene and commodity maintenance in the area of responsibility. Through the implementation of post responsibility system, a good atmosphere is formed in which everyone cares about commodities and everyone cares about sales. Commodity display is an art of supermarket management. Proper commodity display can not only promote sales, but also bring people an artistic enjoyment. The author thinks that although the goods in the supermarket are miscellaneous, chaotic and numerous, there are only two standards to be grasped when the goods are displayed on the shelves: one is the dynamic display standard, that is, the goods are displayed on the shelves artistically. This can give consumers a feeling of being ready to go, and can greatly mobilize consumers' desire to buy. Second, the standard of quantity display is to grasp the quantity of goods on the counter. In the sense of quantity display, we should not only stick to the quantity of goods, but also pay attention to let customers feel the fullness of goods visually, and combine them from different angles and sides to increase the aesthetic effect, thus stimulating consumption. Paying attention to inventory management and strengthening inventory management are very important contents of supermarkets. There should be neither too much nor too little inventory. Too much inventory will occupy too many resources, and there is a risk of backlog, which will affect the liquidity of assets. Too little inventory will cause the supply to be broken or untimely, which will affect the market sales. They need a balance point. Inventory management is actually the management of inventory, and its basic goal is to meet the needs of supermarket sales and reduce operating costs. According to the author's observation, at present, many supermarkets pay insufficient attention to inventory management. The most prominent thing is that the information feedback of commodity sales is not timely enough and the forecast is not accurate enough, which leads to the unreasonable inventory structure and cycle, which seriously affects the normal operation and profit level of supermarkets. Doing a good job in inventory management is not only conducive to the normal turnover of goods and funds, but also can reduce certain operating costs and losses for supermarkets. The author believes that the inventory management of supermarkets should do well in three aspects: First, accurately grasp the commodity information. As an inventory manager, before doing a good job in inventory management, we must first understand the inventory status of the whole goods in the supermarket and make a reasonable prediction and control of the inventory through sales volume. If the forecast is not accurate and the inventory is not suitable, it will inevitably lead to shortage and affect the normal business sales. The second is to do a good job in classified management of inventory goods. Any supermarket has best-selling goods and unsalable goods. Inventory management personnel should focus on the key points, give consideration to the general situation, and minimize management costs and inventory according to the principle of decentralized custody of best-selling goods and centralized custody of unsalable goods, so as to eliminate inventory backlog and shortage. The third is to conduct inventory frequently. Through inventory, on the one hand, we can grasp the real inventory information in time and calculate the various operating indicators of the supermarket, which is convenient for leading business decisions and sales performance assessment; On the other hand, it can prevent the goods from being damaged and reduce unnecessary economic losses. Pay attention to safety management. Because supermarkets need long-term business and cash transactions and adopt open-shelf display, safety management must not be relaxed. The purpose of strengthening supermarket safety management is to ensure consumers' shopping safety, provide consumers with safe goods, provide employees with a safe working environment and reduce property losses in supermarkets. The focus of supermarket safety management can be divided into three aspects: first, commodity safety; Second, personnel safety; The third is property safety. First of all, from the perspective of commodity safety, supermarkets have concentrated commodities and large inventories. If the management is not in place, it is likely to lead to expired and moldy goods, which will not only affect sales, but also cause losses. If the supermarket sells unqualified goods to customers, it may bring harm to the personal safety of consumers, such as the recent "milk powder door" incident. Therefore, supermarkets should control the purchase of goods and never sell counterfeit and expired goods. Secondly, from the perspective of personnel safety, supermarket fires have occurred frequently in recent years, which has brought great losses to the country. As we all know, the bigger the supermarket, the greater the power load. If the wires are aged, short-circuited and overloaded, it will cause fire accidents. Therefore, supermarkets should regularly check all safety facilities and equipment used in their operations, and immediately repair or replace aging, outdated, damaged and expired wires. At the same time, organize employees to learn safety management knowledge regularly, constantly improve employees' safety management ability and improvisation ability, and minimize losses in case of accidents. Third, from the perspective of property safety, it is mainly to prevent theft, robbery, fraud and other cases. I don't want to elaborate on this question. Security is greater than the sky. In terms of safety management, supermarkets should take precautions in advance. In addition to improving the necessary safety facilities and preventive measures, the most important thing is to have the guarantee of the safety organization. Each supermarket should set up a special safety management team, define the division of labor, implement responsibilities, improve the system, increase rewards and punishments, and urge employees to operate according to the rules, laws and regulations. Those who violate the safety management regulations must be dealt with early and severely, and must not be tolerated. "Inadvertently losing Jingzhou", safety management must not be sloppy.