ID-2020 Retail Operation Handbook-Foundation-V1b

MR D.I.Y.
GROUP (M) BERHAD
RETAIL MANAGEMENT DEPARTMENT

RETAIL OPERATIONS HANDBOOK
Version# 2020 V1b
Preparer: Lawrence Lau
MR D.I.Y. GROUP (M) BERHAD Reviewer: Michael Lim
Effective Date: 1st January 2017

RETAIL MANAGEMENT DEPARTMENT
RETAIL OPERATION HANDBOOK Revision Date: 30th July 2020
Note: This Retail Operations Handbook should be read in conjunction with MR. D.I.Y.’s Anti-Bribery and
Corruption Policy and its related policies.
Document History
Version Edited by Effective Date Details of change

No.
2020 V1b Lawrence Lau 1st August 2020 1. Pursuant to Section 17A of the
Malaysian Anti-Corruption Commission
2009, reference of MR. D.I.Y’s Anti-
Bribery and Corruption Policy is made
on this SOP.
2. Retail Management Dept Organization
Chart. Page 8.
3. SOP Level 1 – 8.2 Receiving. Page 15
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2020 V1b
Retail Operation Handbook-

Foundation
“Standard Operating Procedures are needed to produce a
consistent & predictable”
Attitude is more Important than the past, than education, than money, than circumstances, than
what people do or say. It is more important than appearance, giftedness, or skill.]
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Contents
1. Mission & Vision: .......................................................................................................................................................... 5
2. Retail Operation Rules & Regulation: .......................................................................................................................... 6
2.1 Comply General Rules & Regulation: ...................................................................................................................... 6
2.2 Behaviour& Attitude ............................................................................................................................................... 6
2.3 Attendance .............................................................................................................................................................. 6
2.4 Attire ....................................................................................................................................................................... 6
2.5 Leaving Shop Eligible ............................................................................................................................................... 6
3. Product General Information ....................................................................................................................................... 7
4. Retail Management Department Organization Chart................................................................................................. 8
5. Retail Operation Organization Chart ........................................................................................................................... 8
6. Staff Job Responsibilities & Requirement: .................................................................................................................. 9
6.1 Cashier..................................................................................................................................................................... 9
6.2 Promoter ................................................................................................................................................................. 9
6.3 Store Assistant ........................................................................................................................................................ 9
6.4 Supervisor & Assistant Supervisor ........................................................................................................................ 10
6.5 Branch Manager & Assistant Branch Manager ..................................................................................................... 11
6.6 Division Manager .................................................................................................................................................. 12
6.7 Area Manager ....................................................................................................................................................... 12
6.8 Supporting Team: .................................................................................................................................................. 13
6.9 Backup Team: ........................................................................................................................................................ 13
7. Store Daily Job Routine: ............................................................................................................................................. 14
8. SOP Level 1: ................................................................................................................................................................ 15
8.1 Verify System Updating......................................................................................................................................... 15
8.2Receiving ................................................................................................................................................................ 15
8.3Display .................................................................................................................................................................... 16
8.4 Servicing ................................................................................................................................................................ 17
8.5 Counter Operate ................................................................................................................................................... 17
8.6 Cash Sales Balancing, Bank In & Report ................................................................................................................ 21
9. SOP Level 2: ................................................................................................................................................................ 22
9.1 Exchange / Refund ................................................................................................................................................ 22
9.2 Discount ................................................................................................................................................................ 23
9.3 Stock Balance Check.............................................................................................................................................. 23
9.4 Damage Stock- Declared, Reporting &Delivery .................................................................................................... 24
9.5 Returning Stock Not belonging ............................................................................................................................. 25
9.6 Returning Stock to HQ (RHQ) ................................................................................................................................ 25
9.7 Stock Call Back (SCB) ............................................................................................................................................. 26
9.8 Transfer Out Stock ................................................................................................................................................ 27
10. Guideline: ................................................................................................................................................................. 30
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10.1 Guideline Operation: Improving of 4 (KPI) In Retailing MR DIY .......................................................................... 30
10.2 Guideline Operation - Morning Warm Up .......................................................................................................... 31
10.3 Guideline Operation: Advertising Updating........................................................................................................ 31
10.4 Guideline Operation: Saving Utility..................................................................................................................... 32
10.5 Guideline Admin & Finance: Small Note Exchange............................................................................................. 32
10.6 Guideline Admin & Finance: Petty Cash Usage & Claim ..................................................................................... 33
10.7 Guideline HR:Working Timetable ....................................................................................................................... 33
10.8 Guideline HR: Hiring & Coaching Staff ................................................................................................................ 33
10.9 Guideline HR: New Staff Confirmation/Extend Probation/end Contract ........................................................... 33
10.10 Guideline HR: Promoting Staff .......................................................................................................................... 34
10.11 Guideline HR: Transfer/Secondment ................................................................................................................ 34
10.12 Guideline HR: Disciplinary Action Taken ........................................................................................................... 34
11. Attachment:.............................................................................................................................................................. 34
11.1 Attachment:Workplace Misconduct & Disciplinary ............................................................................................ 34
11.2 Attachment: Interview Reference....................................................................................................................... 35
11.3 Attachment: Type of Label .................................................................................................................................. 36
11.4 Attachment: Store Dress Code............................................................................................................................ 37
11.5 Attachment: Standard Backend Computer Program & Folder ........................................................................... 39
11.6 Attachment: Standard Counter Computer Program & Folder ............................................................................ 40
11.7 Attachment: Standard Notice Board 1................................................................................................................ 40
11.8 Attachment: Standard Notice Board 2 (White Board) ........................................................................................ 41
11.9 Attachment: Store Organization Chart ............................................................................................................... 41
11.10 Attachment: Standard Filing ............................................................................................................................. 41
11.11 Attachment: Summary Document: ................................................................................................................... 42
12. Other Reference Handbook: .................................................................................................................................... 42
Retail Operation Handbook – Advance ..................................................................................................................... 42
Manual Usage Handbook: Backend System .............................................................................................................. 42
Manual Usage Handbook - FPOS System .................................................................................................................. 43
Manual Usage Handbook – Documentation & Form ................................................................................................ 43
1. Summary of Reporting Process ........................................................................................................................... 43
2. Examples of Report ............................................................................................................................................. 43
Manual Usage Handbook - New Store & Standard Facilities ................................................................................... 43
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1. Mission & Vision:
Corporate Vision:
“To be Largest home improvement retailer in Asia-Pacific”
Corporate Mission:
“To Maintain wide variety, good quality & value of money”
Department Vision:
“Constant self-denial, to improve & increase efficiency store”
Department Mission:
“Improving sales, reducing loses & maximize customer satisfaction:
Department Theme:
“Helping each other to Their own Success”
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2. Retail Operation Rules & Regulation:
2.1 Comply General Rules & Regulation:
✓ Not Involving in any unlawful substance. (i.e Stealing, Fighting, Drug, Harassment, threatening etc)
✓ Not Vandalism or abuse of company property, equipment & authorize.
✓ Not Cheating, fraud or involving in any conflict of interest with the company.
✓ Not Smoking during working hour, inside mall/working premises.
✓ Not Consuming Alcohol or drunk during working hour.
✓ Not to horseplay, practical jokes or anything which will Interfering work progress or colleagues.
2.2 Behaviour& Attitude
✓ Responsibility& Confident.
✓ Humbler & Politely.
✓ Honest.
✓ Courtesy &Respect each other. (Customer, Colleague, Subordinate & Leader)
✓ Helping Each Other. (Team work)
✓ Carried out all work in accordance with Appropriate SOP.
✓ Initiative & aggressive complete work task.
2.3 Attendance
✓ Attend working Follow as per scheduling.
✓ Ability & willingness to working OT when needed.
✓ Shift changing with Colleague is allow when in emergency. (a consent by respective colleague &
acknowledge immediate Superior is needed)
✓ Leave Application
1 AL / UL - Application in advance 7 days.
(Annual Leave/Unpaid Leave) - Approval by Immediate Superior.
* All AL apply will auto convert to UL if there have not enough AL.
2 MC/HL - Must info Superior by Call.
(Medical/Hospitalization Leave) - MC/HL Letter must submit day after working.
Day entitle = Refer Appointment Letter/Contract/HR
3 ML/PL - Info in advance 1 month before labor estimated date.
(Maternity /Paternity Leave) * Superior do update to HR.
- Day of Labor - Info Superior by Call (by Husband/wife)
* Superior do update HR.
- Submit ML letter to Superior.
* Superior do update to HR.
Day entitle = Refer Appointment Letter/Contract/HR
4 Compassionate Leave - Immediate Family Pass Away.
- Submit Copy of “Dead Certificate”.
Day entitle = Refer Appointment Letter/Contract/HR.
2.4 Attire
✓ Wear uniform or Column T-Shirt (Black or Dark Blue).
✓ Wear Long Pant. (Dark Color)
✓ Wear Shoe (Sport Shoe).
✓ Wear name Card.
✓ Clean & Neat.
✓ Energetic.
2.5 Leaving Shop Eligible
✓ During Break time, (Require Punch Card/Thumbprint)
✓ After working hour, (Require Punch Card/Thumbprint)
✓ Going to Washroom. (Require take a pass & fill in the form)
✓ When going to distribute Flyer Surrounding Shop <1km. (Require fill in the form)
✓ When going to Bank In. (Informing another main person)
✓ When going to receive stock. (when stock arrive by arrangement of main person)
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3. Product General Information
* All Product Information are setting by Purchaser, this include: Reorder Quantity, Product Department, Product
Scoring, & Product Discontinuous Selling Grouping.
Product Department Product Scoring Product Discontinuous Selling Grouping

1 Season & Promotion N New Arrival ZAA Warehouse have balance.
2 907-Hardware S Season Product ZZZ Last Stock in Store.
3 902-Electrical P Promotion Product ZZZ1
4 900-Car Accessory A ZZZ2
5 899-Handphone B ZZZ3 Last Stock in Store,
Accessory Ranking Best Seller Under Clearance Sales
6 Computer Accessory C ZZZ4
7 Gardening D ZZZ5
8 Pet Accessory E ZZZ6
9 Household F ZZZ7
10 Furnishing ZZZ8
11 Home & Personal Care ZZZ9
12 Stationary
13 Jewelry & Cosmetic
14 Toys
15 Sport
16 Gift
17 Food & Beverage
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4. Retail Management Department Organization Chart
5. Retail Operation Organization Chart
Retail Ops
HOD
Area Manager
AM Division Manager
Supporting Team ( 12 - 24 Store)
Branch Manager DM
( 6 - 9 Store) Supporting Team
Asst Manager BM
( 2 - 3 Store) Backup Team
Supervisor
Asst Supervisor Asst Supervisor
Cashier, Promoter, Store Asst
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6. Staff Job Responsibilities & Requirement:
Job Responsibilities:
6.1 Cashier
1 Welcoming customers, answering their question, helping them located items, providing advice or
recommendations.
2 Operating scanners, cash register & other electronic (card terminal etc).
3 Accepting payments, ensuring all prices & quantities are accurate & proving a receipt to every customer.
4 Processing exchanges, resolving complaints.
5 Bagging or wrapping purchases to ensure safe carrying by customers.
6 Following all store procedures regarding payment type, voucher & PWP.
7 Maintaining a clean workspace.
8 Assist each other for making store operation in smoothly.
9 Completion Job Task giving by Superior with follow workplace established guideline & SOP.
6.2 Promoter
1 Welcoming customers, answering their question, helping them located items, providing advice or
recommendations.
2 Keep shelves fully stocked, tidy & complete with accurately labelled.
3 Returning unwanted item to correct shelf positions, & arranging products on shelves.
4 Stock & replace product to avoid any damages
5 Discard expired items & place near expiry items on special promotions.
6 Escort customer to the appropriate aisle or shelf in order to assist with purchasing decisions.
7 Assisting customers & cashier to verify prices.
9 Assist Cashier to bagging customers’ purchases swiftly & efficiently.
6.3 Store Assistant

1 Receive stock, checking & distribution item receive to display at selling floor.
2 Keeping record of incoming & outgoing shipment.
3 Packing stock to delivery, sealing & tagging carton.
4 Ensuring correct shipping information is attached & moving completed order to shipping area.
5 Emptying trash receptacles & cleaning spills
Requirement:
✓ 18 years old & above (depend on country requirement)

✓ Carefully & attention to detail.
✓ Initiative, Responsibilities, Helpful, Humbler, Courteous & Decently dressed.
✓ Ability to stand, walk, lift heavy items and work with other team member in a fast-paced environment to
provide excellent service.
✓ Ability to work in rotation & shift schedule.
✓ Ability to work during weekend & PH (if needed).
✓ Basic Math & Computer skills. (Advantage for Cashier & Store Asst Position)
✓ Customer Service or Cashier Experience (Advantage for Cashier Position)
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6.4 Supervisor & Assistant Supervisor
Supervisor Asst Supervisor

1 Maintaining store to standards, including stocking & cleaning.
2 Ensuring a consistent standard of customer service.
3 Processing refunds & exchanges, resolving complaints.
4 Completing Tasks assigned with accurately & efficiently.
5 Providing leadership; example and direction to all employees.
6 Motivating employees & ensuring a focus on mission.
7 Taking disciplinary action when necessary.
8 Hiring, Training & developing new employees.
9 Organizing employee schedule. Assist Supervisor in Organizing employee schedule.
10 Arrange promotional material and in-store Assist Supervisor in arrangement & execute promotion
displays. material and in-store-displays
11 Ensure store compliance with health & safety Ensuring that health, safety and security rules are
regulation. followed.
12 Updating Sales record & Bank In. Assist Supervisor for Sales record & bank in.
13 Verify Invoice receive & process “Transit Accept”. Assist Supervisor in verification invoice receive & process
“Transit Accept”.
14 Record data study “Daily Sales vs Receiving”. Assist Supervisor in record data study “Daily Sales vs
receiving”.
Requirement:

✓ With Minimum Secondary School Education Level
✓ Ability work in autonomously.
✓ Leadership Skill/Character
✓ Excellent communication & interpersonal skills.
✓ Basic Math & Computer skills.
✓ With experience working in a retail environment. (Requirement for Supervisor Position).
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6.5 Branch Manager & Assistant Branch Manager
Branch Manager Assistant Branch Manager

1 Ensuring store operation follow standards, including stocking & cleaning.
2 Ensuring that all customer service initiatives are in place, dealing with issues quickly & courteously.
3 Processing refund & exchange, resolving complaints.
4 Recruit, Train, Discipline, challenge, motivate, encourage and provide constructive guidance to team of
effective operations.
7 Checking & Ensuring Daily Sales and bank in correctly.
8 Checking & Ensuring Petty Cash in tally & usage.
9 Monitor inventory levels & report to Superior.
10 Create business strategies to attract new customer Develop & arrange promotional material and in-store
& expand store traffic. displays.
11 Arrangement & ensuring completion of preparation Assist Branch manager on arrangement & ensuring
stock take and lead on stock take process. completion of preparation Stock Take.
Requirement:

✓ Ability handling minimum [2 stores (Asst Branch Manager)]; [6 stores (Branch Manager)]
✓ Leadership & decision-making ability.
✓ Excellent time management, analytical mindset & problem skills.
✓ With experience working in a retail environment.
✓ 3+ year in retail management. (Requirement for Branch Manager Position)
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6.6 Division Manager
1 Ensuring operational efficiency in each store.

2 Ensuring that the stores under their supervision adhere to company & industry regulation.
3 Ensuring that all stores meet safety & cleanliness standards.
4 Ensuring that marketing efforts are consistent across each store.
5 Ensuring that Customer service levels are consistent across stores.
6 Recruiting, training & disciplining Branch Manager.
7 Monitoring each store SSSG, Nett Lost, Manpower Efficiency & Utility expenses.
8 Addressing operational problems that arise.
9 Making recommendations to senior management.
10 Work closely with Business Development of setup progress & takeover of new store assigned.
11 Lead on New Store Soft Opening & work with marketing for organizing Grand Opening event.
6.7 Area Manager

1 Ensuring operational efficiency in each store.

2 Analyst KPI of each store to identify trends, patterns, anomalies & other helpful information.
3 Using data KPI to develop and optimize strategies and process, increase efficiency, sales, quality of service,
or security and reduce lost.
4 Arrangement & working with the team to establish project, objective, timelines, monitor progress &
evaluate performance.
5 Creating reports and presentation to summarize findings of incident, sales unachievable, & high losing
happened.
6 Evaluating and maintaining a marketing strategy; communicating of marketing plan.
7 Evaluating competitor.
8 Researching demand for organization’s product & service.
Requirement:

✓ Ability handling minimum [12 stores (Division Manager)]; [24 stores (Area Manager)]
✓ With Working Experience in MR DIY Retailing line of Superior Level.
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6.8 Supporting Team:
Job Responsibilities
1 Well understand in Store Operation & train new staff for effective operation
2 Supporting in New Store Setup & Operation of arrangement by Division Manager
3 Assist Division Manager in Organized & Arrange New Store Soft Opening & Grand Opening Event. (with work
close with respective Branch manager/Assistant Branch Manager)
4 Back up in Yearly Stock take of arrangement by Division Manager
5 Back up in Shortage Manpower’s store by arrangement Division Manager to make store operation able to run
smoothly.
Entitlement:
✓ Refer Average Monthly Target Qty of New Store Opening. (1 Team = 2 New Store/Month)
✓ Max 5 Person/Team (Leader Position: Manager/Assistant Manager level)
6.9 Backup Team:

Job Responsibilities
1 Well understand in Store’s Stock Take Process & coaching for effective operation.
2 Process in Yearly Stock take of arrangement by Branch Manager
3 Assist Branch Manager in Organized & arrange Yearly Stock Take.
(with work close with respective Assistant Branch Manager & store’s 3 main person)
4 Supporting in New Store Setup & Operation of arrangement by Branch Manager
5 Back up in Shortage Manpower’s store by arrangement Branch Manager to make store operation able to run
smoothly
Entitlement:
✓ Refer Average Monthly of Qty Stock Take’s Store. (1 Team = 2 Store Stock Take/Month)
✓ Max 5 Person/Team (Leader Position: Assistants Manager/Supervisor level)
Requirement:
Support Team & Backup Teams’ Leader:
✓ With Working Experience in MR DIY Retailing line of Superior Level.

Support Team & Backup Teams’ Assistant:

✓ Carefully & attention to detail.
✓ Ability to stand, walk, lift heavy items and work with other team member in a fast-paced environment to
provide excellent service.
✓ Customer Service or Cashier Experience.
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7. Store Daily Job Routine:
•Follow Working Scheduling
Report to Work •Thumprint/Punch Card
Verify System Updating •Refer SOP Level 1
Briefing & Warm Up •Refer Guideline
Opening Entrance •Open Entrance follow Bussiness Hour Setting
•Refer SOP Level 1 (Open, Transaction, EOS, EOD, Item Void)

Counter Operate •Refer SOP Level 2 (for Refund/Exchange, Discount)
Display •Refer SOP Level 1
Servicing •Refer SOP Level 1
Receiving •Refer SOP Level 1
Cash Sales Balaning, Bank In & •By 3 Main Person only

Report •Refer SOP Level 1
Damage Declared, Reporting •Refer SOP Level 2

& Delivery
Stock Balance Check •Refer SOP Level 2
Complete Assignment •Follow as Per Assignment Instruction & Guideline of relevant.
•Switch Off All Utility except DVR & Backend Computer.

Closing •Ensuring all Door are Lock properly.
➢ Always make the store in Clean, Neat & Harmony Environment.
Addition For 3 main Person Only.

1. Admin & Finance Management
- Small Noted Exchange, Petty Cash Usage & Claim
2. HR Management
- Hiring & Interview, Scheduling, Training & Coaching, Confirmation, Promote, Transfer, Disciplinary Action
Taken.
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8. SOP Level 1:
8.1 Verify System Updating
8.2 Receiving
8.3 Display
8.4 Servicing
8.5 Counter Operate
8.6 Cash Sales Balancing, Bank in & report
8.1 Verify System Updating

✓ A process for able to get the new stock information, price, system balance & sales updating.
1 Verify Upload Sales Completion
- Check in Morning (Backend System - QubeDrive)
- A latest Date of file being appear at Column “SENT”.
2 Verify Download Maintenance Completion.
- Check in Morning (Backend System - QubeDrive)
- A latest Date of File being appear at Column “UPDATE”.
* In Case Not internet/Internet Down.
- Using Handphone for connect backend computer & contact IT to redo.
# Addition Reference:
- Manual Usage Handbook - Backend System: QubeDrive
8.2Receiving
No Task When/Purpose
1 Receive Consignment Note ( CN ) * To ensure is belonging to your store.
-Receive and Check it once Lorry Arrive
2 Check CN IB Number Written tally with Actual * To Ensure all IB written in CN are belonging to your store
IB received. - If Happen IB written w/o actual IB: Kindly Verify with Lorry by
request to provide immediate actual IB (Picture/Fax), otherwise need
to "slash" it as "N/A" & Lorry driver need sign at beside for
acknowledgement
3 Count CTN receive as per CN written. * To Ensure all CTN receive as same as written in CN.
- If Happen actual CTN receive are different with CN writing: Kindly
Verify with Lorry driver by write short/extra ctn actual receive & Lorry
driver need sign at beside for acknowledge.
4 Accept Transit IB receive as per written in CN * To Update that related IB did arrival & received.
which been verify. - Do accept all IB number as per written in CN except the IB number
which been slash with acknowledge by lorry driver.
- Do highlight "Yellow" in CN of IB related of which did "Transit
Accept".
-Process to be done once complete rec stock and sign off CN
5 Fill in Record Receiving & Update White * For easy tracking and analyst when needed.
Board. - Complete it once Step 4 already done
6 Open each CTN and Scan each SKU Receive * For Updating SKU Receive.
via Zebex Scanner and key in 1. No need to - Upload Data receive from Zebex Scanner into PC.
count quantity of SKU. - Convert to excel file & send via Skype to HQ Operation.
- Send by Inform the IB did receive as per CN.
- Process to be complete within 2 working day after stock rec
7 Ensuring with HQ Ops Completion Matching * For Ensure File Sending did receive and process.
& Updating. - Allow to be done within 3 working day after file sent.
8 Completion Stock Check of "Verification * For Verify Shortage/Extra Receiving happened.
Variance SKU Checking List". (if any) - Reply by providing "Physical qty" & "System Qty" as per listed
* Receive from HQ Operation. to check.
- Follow up with HQ Ops of any Variance Happened did update
9 Declare DDR for any Item receive Defect * For Reporting to QM dpmt.
which unable repair or sell. - Process to be done within 3 days after receiving.
- Follow up within 3 day after file sent for QM to update file
* Report to Zone PIC by every Monday when happen shortage trip received (Compare Transportation Schedule Setting) in weekly basis.
Addition Reference Handbook

Manual Usage Handbook - Backend System: ZEBEX Scanner-Data Collect
- Manual Usage Handbook - Backend System: ZEBEX Scanner-Upload Data Collecting
- Manual Usage Handbook - Backend System: Quick Access Dashboard -Transit Accept
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- Manual Usage Handbook - Backend System: Quick Access Dashboard -Stock Enquiry
8.3Display
1 Compile Stock
- Follow Sequence Department – Category – Brand/Card/Color.
- Follow Boxes Picture as Direction to display.
2 Concept Display
- Vertical Concept (Up-to-down)
- FIFO Concept (first in first out) -especially for product with expirer date (cosmetic, F&B)
3 Neat, Clean & Visible.
4 Complete Correct Price Label
5 Storage
- Storage into storage boxes for extra quantity which facing limitation space display.
- Write the Storage Boxes number by using sticker label & paste at Price holder of respective stock
which display at shelf (if applicable
6 Record Location Display/Storage in “Backend System-EBarcode”
- Key in / Update all Product Location or Storage Boxes Number into System.
* This is for efficiency in future task of below: -
a) Top Up Quantity
b) Stock Balance Check,
c) Collecting Stock,
d) Escort CTM to Product as per finding.
Reference Product Location Number Format
AG11-20(A01)
A1= Boxes Number of Bal Stock
A=Zone Display Area
Storage.
Type of Display Shelf
G Island Gondola 11=Shelf Number 20=Row Number
W Wall Gondola/Wall
B Black Cabinet
C Counter
N Netting
F Offer Bin
7 Top up Quantity
- Always top up stock quantity when shelf/hook in empty.
- Priority by checking any marking of storage available at Price Holder or search it from Backend
System-Ebarcode of balance & Storage available.
- Replace for another SKU for make shelf in full vision view (if out of stock).
# Addition Reference:
- Manual Usage Handbook -Backend System: Ebarcode-Key In Rack & Storage Number
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8.4 Servicing
1 Greeting Customer @ main entrance
- At least Saying “Welcome” with Smiling on daily start business (3-5 minute) when CTM walk In.
2 Greeting Customer @ Walk Through
- At least with “Smiling” to customer.
3 Greeting Customer @ after Payment
- At Least Saying “Thanks You” with Smiling to CTM.
- Giving Receipt Transaction to Customer by both hands.
- Returning Balance Cash by both hands.
4 Greeting Customer @ main exit.
- At least Saying “Thanks You, please come again” with smiling before closing (3-5 minute) when
CTM walk out.
5 Assist Customer
- At least bring a shopping basket to CTM when CTM not taking it.
- At least escort CTM to the location of product he/she is finding.
- Don’t saying a wording “don’t know”, “not stock” without check on it.
Welcome/ Please
Come Again/ Thanks
You
8.5 Counter Operate

1 Counter Readiness
1 Count & verify Float Cash as per standard setting.
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2 Log in by using belonging ID and Password.
3 Check Cashier Paper Roll Available in Printer & test print.
4 Check Card Paper Roll Available in Printer & test print.
2 Sales Transaction
1. Ask Customer either need Shopping Plastic/Paper Beg (which applicable).
2. Telling a charger will be impose of needed. (if been notice or require)
3. Key in “Barcode” Shopping Plastic or Paper Beg per piece using (if charger)
4. Key in / Scan Item Purchase by CTM 1 by 1.
5. Recommended PWP Product when Total Purchase is entitled or nearest for entitle it by request to
just addition 1 item (battery/lighter etc - Product which nearest at Counter).
6. Key in PWP product (if applicable).
7. Subtotal & Select of Payment CTM want to using which been providing.
8. Receive Payment.
Cash Receive Actual Amount as POS Subtotal. (ask for small note as possible)
Scan with Money Detector (Beware on Fake Note)
Carefully in returning of Balance (if applicable).
Voucher Priority Select this Payment (if receive).
Verify the Date Validation.
Process by key in the Code Voucher.
Continuous for others payment method for balance to pay.
“Scratches” the Voucher Code once using & keep into Cashier drawer.
Card For POS being Integrated,
Just Select EDC Payment & swipe the card into card Machine.
Reprint a copy receipt & keep into Cashier drawer.
For POS not integrated,

Carefully Key in Total Amount at Card Machine to Pay as POS.
Reprint a Copy receipt & keep into Cashier Drawer.
E-Wallet For POS being integrated,
Just Scan CTM “E-wallet payment code” by using Scanner for completion payment.
9. If Using Shopping Beg/Paper Beg/Recycle Beg - Assist Customer to Packing Item into it.
If not Using Shopping Beg/Paper Beg /Recycle Beg - Using “Paid Sticker” paste at product Purchase.
10. Providing Receipt to Customer. (with both hand)
11. Greeting Customer @ after payment. (at least saying Thank you with smiling)
▪ Always Close Cashier Drawer Immediately once complete transaction payment.

▪ Strictly not allow to acting as Money Charger with Customer.
▪ Always Call Main Person on Duty for assist if facing any issue at counter.
3 Item Void
- A process when happen error Key in or Customer cancelation after key in.
1 Cashier do record of Item to Void
2 Superior on duty understand the situation.
3 Superior select the related ITEM at Screen for Void.
4 Superior Press the Button “Item Void”
5 Superior key in Personal ID & Password.
6 Superior do Signature at record.
4 Safedrop
- A process for Safe Drop of certain cash sales from Cashier drawer into Safety Box.
- Process when Message “Excess Amount” prompt out.
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1 Cashier Call Main Person on duty for process when message prompt out.
2 Main person Select Safedrop function & Log In.
3 Main person key in amount as per Standard Amount Setting.
4 Main Person print out Safedrop receipt
5 Cashier count the total amount as per Safedrop receipt & handover to Main Person.
6 Main Person verify total Cash Safedrop receive.
- Any Shortage must claim with Cashier immediately during this step.
- Not allow to claim back after this step.
- Fully responsibility by Main person after this step.
7 Cashier do record of Safedrop at the Record of Safe Drop & Item Void form.
7 Both doing signature at Safedrop receipt& Record of Safe Drop & Item Void Form
8 Main Person keep money into Safety Box with Safedrop receipt.
- Each counter prepares a Record for doing this Safedrop for prevention of issue shortage Safe drop
& able to identify who is the main person execute & miss out it.
5 EOS
- A Process once exchange counter operator & closing.
- Is a Process to declared of Total Cash Receive.
1 Main Person Close the Counter.

Open Cashier drawer for Cashier Counting.
2 Cashier count and leave the float cash at drawer.
- Preferable small noted as possible.
3 Cashier count the every qty Note of cash for declared & pack properly.
(Cash declared = a balance cash available after split float cash)
4 Cashier fill in each Note qty Cash to Declared at DSR (Daily Sales Record).
5 Main Person verify Float Cash amount at drawer.
6 Main Person verify Cash to Declared as per writen in DSR.
- Matching Actual Cash with Record at DSR.
7 Main Person Log In & Select EOS.
- Key In Each Qty Note of Cash Declared as per written.
- Key in Operator Name (cashier name)
- Cashier double verify data key in correct.
- Press [OK] after verify every data key in.
8 Check Receipt EOS. (Look into Last Column – Over/Short)
- In Case Of Short Declared = Cashier need to pay of Differential.

(Unless proven is happen because error selection payment which CTM actually pay by Card/Voucher/E-
Wallet but Cashier Select Cash Payment)
- In Case Of Extra Declared = Investigate in next day.
*Any Shortage must claim with Cashier immediately during this step.
*Not allow to claim back after this step.
*Fully responsibility by Main person after this step.
9 Process Settlement of Credit Card Machine
- Matching total Card Payment with EOS Receipt.
10 Total Up Voucher Receive with EOS Receipt.
*In case not matching, repayment by cash to be execute unless proven of error selection payment.
11 Keep all Cash Declared with Proper Packing by EOS & Card Settlement receipt into Safety Box.
(Including Shortage payment or Extra Declared and also Voucher received)
- In case EOS Shortage/Extra happen because of error selection payment issue:

- Feedback to Finance when doing sales bank in file reporting via skype.
-
6 EOD
- A Process for ending conclusion daily sales.
- Process after EOS.
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1 Complete EOS as usual.
2 Select EOD
3 Print Receipt EOD
4 Fill in Total Cash, Total Card, Total E-Wallet, Total Voucher & Total Sales as stated in EOD payment
collection into Daily Sales Report ( DSR )
5 Not allow to fill in different figures from EOD into DSR.
6 Any discrepancies such as card accidentally enter as cash or cash accidentally enter as card can
only write on remark column of DSR.
7 Stapler Receipt EOD at DSR
8 Filing DSR into Office and send to Finance monthly after ABM/BM verify.
7 Exchange/Refund
- Refer SOP level 2
8 Discount
- Refer SOP Level 2
# Addition Reference Handbook:
- Manual Usage Handbook -FPOS System: Log In & Log Out
- Manual Usage Handbook -FPOS System: Sales Transaction
- Manual Usage Handbook -FPOS System: Item Void
- Manual Usage Handbook -FPOS System: Safedrop
- Manual Usage Handbook -FPOS System: EOS
- Manual Usage Handbook -FPOS System: EOD
20
8.6 Cash Sales Balancing, Bank In & Report
1 Safe Drop Balancing
- Ensuring total Qty Safe Drop are tally. (by matching with EOD receipt)
1 Check each EOD of Qty Safe Drop execute.
- Count the Qty Safe Drop of each Counter are same with related counter EOD receipt.
(Eg: EOD C1 had 3 x Safe drop, ensuring C1 actual Safe Drop receipt have 3 pack)
In case of missing, kindly check respective counter of those Safe drop are missing.
2 Count each Pack Safe Drop Amount are tally as related Safe Drop receipt.
- In case of shortage, main person responsibilities. (a proper in cash Handover & takeover
need record for this)
2 EOS Balancing
- Ensuring total Qty EOS execute are tally. (by matching it with DSR record)
1 Check each DSR of EOS write down.
- Count the Qty Packing of EOS of each Counter are equal with related counter DSR.
(Eg: DSR in C1 had 4 x EOS, ensuring C1 actual EOS receipt have 4 pack)
▪ In case of missing, kindly check DSR record of which EOS are missing.
2 Re-Count each EOS Amount are tally as per each EOS receipt.
- Cash Declared which have shortage have being paid to tally.
- Cash Declared which have extra need to separate for bank In.
- In case of shortage, main person responsibilities.
(A proper in cash Handover & takeover need record for this)
3 Filing EOS Receipt in office.
4 Keep all EOS receipt for 1-year.
3 Voucher/ Credit Card Settlement Receipt
1 Take out all Voucher, Credit Card Receipt & Credit Card Settlement.
2 Stapler Credit card settlement & EOD receipt into DSR related.
3 Send Voucher & Credit Card Receipt to Finance Weekly.
4 Total Up Cash Sales
1 Tidy up of each note. (Combine all Cash together)
2 Total Up.
3 Pack it Properly.
4 Write down total amount bank in.
5 Write down Company Bank Acct number for bank In.
5 Bank In
1 Arrange 1 staff to accompany for bank In
2 Change uniform to Normal T-Shirt for bank in.
3 Bank in into selected Bank.
- For Cash Declared which have extra: Kindly accumulated it and bank in together by month end at
separate bank in slip.
- Daily Sales must be bank in next day via Banking Counter/CDM”
6 Record & Report

1 Record of Sales into “ Sales Bank In Versus Receiving Record “
2 Skype Sales Bank In Versus Receiving Record to Finance
3 Info to Finance department after skype.
Eg Info: “Sales of dd/mm/yy had bank in and reporting, kindly check on it, thanks”
7 Filling & Delivery
1 Filing DSR with Stapler together of EOD Receipt + Card Settlement Receipt
2 Send it to Finance Dept in every month before 7th of the following month after ABM/BM verify it.
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9. SOP Level 2:
9.1 Counter Operation - Exchange/Refund
9.2 Counter Operation - Discount
9.3 Stock Balance Check
9.4 Damage Stock- Declared, Reporting & Delivery
9.5 Returning Stock Not Belonging
9.6 Returning Stock to HQ
9.7 Stock Call Back
9.8 Transfer Out Stock
9.9 Annual Stock Take
9.1 Exchange / Refund

- Process by Asst Sup and above only.
- All Exchange / Refund must fulfil below Term & Condition: -
▪ 7 days with receipt payment or follow warranty as per state at packaging or warranty card.
▪ Product returning in original packaging.
▪ Product are not been defect by usage mistake.
- All CASH REFUND must get approval by BM/DM/AM/Retail HOD or by approval from Customer Service
Manager.
1 Check Item & Receipt

- To ensuring fulfill Term & Condition.
2 Convince Customer for Product Exchange.
- Get the approval with BM/DM/AM/RTM HOD in case CTM insist need to Cash Refund.
3 -
Exchange Process Cash Refund Process
1 Request CTM fill in the Product Exchange/ Refund Form.
2 Main Person Log In POS
3 Press [RF] & key in returning Product Code.
(ensuring selling price in original receipt, if price different, kindly change accordingly. )
4 Press [RF] again and key in other Item Subtotal
Purchase. Enter – Receipt Print Out
4 Subtotal - Payout Cash to Refund to CTM.
(Follow as Process Sales Transaction)
- Receive balance payment (if any)
5 Reprint Copy Transaction of exchange / refund.
6 Stapler copy Exchange /Refund receipt on Exchange / Refund form.
- Main Person write name, position & signature on exchange / refund form.
- Customer Name, contact number, signature & reason for exchange /refund must be written on the
exchange /refund form.
7 Filing into Office. (keep for 1 year)
- Branch Manager do verify of this transaction (at least once per month) :
- Ensuring “SKU Refund/Exchange making in Transaction” is appear in “Returning Receipt”.
- Clarify the reason exchange / refund cash.
- Signature on Exchange / Refund Form once verify.
-
4 Declared DMC (Damage returning by CTM) if returning product are damaged.
- Kindly Write down receipt reference number for declare this.
- Manual Usage Handbook-FPOS System: Exchange / Refund
22
9.2 Discount
- Entitled for MR DIY Staff (10%) & CTM with Bulky Purchase (5%).
1 For MR DIY Staff:
✓ Need showing the Company ID card for process.
✓ Only eligible 1st, 2nd,8th& 21st of the month else need approval & process by ABM or above who on
duty on day.
✓ Reprint copy receipt needed.
✓ Staff name, ID Number, Contact number , signature must be written on reprint receipt.
✓ Approval name, position and signature must be written on reprint receipt.
✓ Receipt keep for 1 year.
2 For CTM with Bulky Purchase:
✓ Only entitle when request by CTM with buying respective item with total Qty > 12 unit and total
amount not less than RM 500.00 (USD 130.00).
✓ Process after get approval from BM/DM/AM or approval by CTM Service Manager.
✓ Do a Copy Receipt & write down name of approver after process. (filing in office)
✓ Write down CTM Name, Contact number, signature on the receipt.
- Approver need to do signature for this Transaction within a month.
- ABM or above do signature on behalf CTM service after verify with CTM Service Manager (for
discount approval by CTM Service Manager).
- Receipt keep for 1 year.
- Manual Usage Handbook -FPOS System: Exchange / Refund
9.3 Stock Balance Check

1 Receive Assignment from RTM HQ/Immediate Superior.
- Receive the list.
2 Print Out the List
- Write other Information for efficiency checking
- Rack Number
- Storage Number (if applicable)
3 Count qty stock as per listed.
- Write the Actual Qty.
4 Main Person do Comparison Qty (Actual Collect Qty vs System Qty)
- Fill in System Balance for Comparison.
- Highlight which Item with Variance.
5 Collect SKU with Variance into Storeroom at Night / 20 minute before closing.
- Count and write down Qty Collect.
6 Verify again Variance within Actual Collect with System Qty in next morning.
- Check again System Qty.
- Compare again with Actual Qty. (Actual qty must include all keep stock & stock receive not display)
- Send SC file to updating of variance happened. (Send to HQ Ops)
8 Follow up on SKU Update (within 3 day after file sending) – SC File
- Randomly Select Few SKU in File to ensuring adjustment complete through system backend: “Quick
Access Dashboard-Stock Enquiry”.
9 BM/DM/AM do Investigate by checking on this file when:
- Been highlight in monthly of Missing Higher
- Do Investigate and solution for prevention of missing of SKU happen.
- Manual Usage Handbook -Backend System: Ebarcode - Check balance Qty
- Manual Usage Handbook -Backend System: Quick Access Dashboard -Stock Enquiry
23
9.4 Damage Stock- Declared, Reporting &Delivery
1 Readiness CTN for placing & Form for fill in for each Damage Category in storeroom.
▪ DMO : Damage in Outlet (Damage found in Shelf)
▪ DMC : Damage Customer (Damage of Returning by CTM)
▪ DDR : Damage During Receiving. (Damage During Receiving)
▪ DMW : Damage Under Warranty (Damage of Product with Warranty)
▪ DMN : Damage Natural Disaster (Damage because of Natural Disaster)
▪ DME : Damage E-Commerce (Damage Returning from Purchase through E-Commerce)
▪ DMP :- Damage Expired ( Stock expired in the outlet )
2 All staff do declare by fill in the form and put into relevant CTN.
- Addition Information Require Declare for: (Fill in the form)
▪ DMC : A Original Receipt number & New exchange/refund receipt number.
▪ DDR : A IB number.
▪ DMW: A Warranty Period or Warranty Card Number with Receipt photocopy
▪ DMN : A Natural Disaster facing.
▪ DME : A E-Commerce Approval Ref Number.
3 Store Asst assist in verifies of damage declared in weekly basis.

- Request for Accessory for product damage in case of loss Accessory issue.
4 Main Person complete Send DM file to QM department

- Kindly remove for any SKU waiting Accessory replacement.
- Follow up on SKU Update (within 3 day after file sending )
▪ Randomly Select Few SKU in DM File to ensuring adjustment complete through system backend:
“Quick Access Dashboard-Stock Enquiry”.
5 Delivery all Damage Product to QM.
- Pack Properly with Address as per Format.
- Prepare “Delivery Note”.
▪ A note for delivery with detail of total CTN, Destination, Urgent Form ref number, Column of
“Prepare by”, “Delivery by (Transporter)”, & “Receive By”.
▪ 1 copy for Transporter, 1 Copy for self-record.
- Info Warehouse Transportation for Transportation Arrangement.
▪ Providing Total CTN & Destination.
▪ Info for arrangement in advance 3 days.
- Get the Signature Driver, name and Plat Number at “Delivery Noted” once delivery.
- Keep a copy for self-record.
- Info to Opponent of stock been delivery.
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9.5 Returning Stock Not belonging
1 Info Warehouse of this Not belonging when receive.
- Take picture of this product and Collecting label.
* Don’t scan into receiving file when decision to returning.
2 Pack Properly with Address as per Format.
3 Info Warehouse once stock delivery.
- With detail of Total CTN & Reason Returning.
9.6 Returning Stock to HQ (RHQ)

1 Receive Assignment from RTM HQ.
- Receive the list.
2 Rename & save the file name
- By Add Store Code-name in front the original file name.
E.g.
Original File Name: XXX-RHQ A001
Rename it to ZJ01 JTE-RHQ A001
3 Collecting
Option 1: Collecting by using Collecting Label. (Print Collecting Label)
- Add Column at the end of file listed by using format “=XXX &”,”&”1” (which XXX is the barcode)
- Copy this Column & Open Wordpad/Notepad and paste into it.
- Save it by Rename same as above file name.
- Print Out Collecting Label through Ebarcode Printer. (Print label via txt File)
- Collect stock and write the Qty Collect at Label.
Option 2: Collecting by Using Paper list. (Print Out the List)
- Write other Information for efficiency Collecting.
(Rack Number, Storage Number (if applicable))
- Collect stock & write the Qty Collect at List
4 Main Person re-count qty collect & record as final actual qty Collect.
- Key into each SKU qty collect in the respective RHQ File.
5 Verify Shortage Collect.
- Verify any miss out qty collect by personally find it at Shelf/Storage.
- Collect and Add in (if any).
- Edit respective SKU qty in RHQ file.
- Sending respective RHQ file to HQ Operation.
- Packing properly for delivery.
In Case have any Shortage/Extra Happened (after verify not any miss out in shelf).
- Check again System Qty in next morning after System Updating.
- Compare again with Actual Qty as per write in RHQ File.
- Send SC file to updating of variance happened. (Send to HQ Ops)
6 Delivery all RHQ Product to Warehouse.
- Prepare “Delivery Note”. (Refer Documentation related in RTM Website)
▪ Providing Total CTN & Destination during info.
- Info to Opponent of stock been delivery/carry by transportation.
7 Follow up on File Sending Update (within 3 day after file sending) – SC File & RHQ File
25
9.7 Stock Call Back (SCB)
1 Receive Assignment from RTM HQ.
- Receive the list.
- By Add Store Code-name in front the original file name.
E.g.
Original File Name: XXX-SCB E001
Rename it to ZJ01 JTE-SCB E001
3 Collecting
- Add Column at the end of file listed by using format “=XXX&”,”&”1” (which XXX is the barcode)
- Collect stock & write the Qty Collect at List
- Key into each SKU qty collect in the respective SCB File.
5 Verify Shortage Collect.
- Verify any miss out qty collect by personally find it at Shelf/Storage.
- Collect and Add in (if any).
- Edit respective SKU qty in SCB file.
- Sending respective RHQ file to QM.
- Packing properly for delivery.
In Case have any Shortage/Extra Happened (after verify not any miss out in shelf).
- Check again System Qty in next morning after System Updating.
- Compare again with Actual Qty as per write in SCB File.
- Send SC file to updating of variance happened. (Send to HQ Operation)
6 Delivery all RHQ Product to Warehouse.
- Prepare “Delivery Note”. (Refer Documentation related in RTM Website)
7 Follow up on File Sending Update (within 3 day after file sending) – SC File & SCB File
- Manual Usage Handbook -Backend System: Ebarcode - Print Label
26
9.8 Transfer Out Stock
1 AM/DM Receive Assignment from RTM HQ.
2 AM/DM review on Assignment Detail providing by RTM HQ,

Do arrangement with Team by finalized:
- Select Store Sender & Receiver (select by review assignment providing)
- Capping of Amount to Transfer Out/In. (select by review assignment providing)
- Group of Stock (normally is select discontinuous SKU)
- Department of Stock (specific select (if needed))
3 Pull Data SKU to Transfer Out from Sender Side.
- By Follow as per AM/DM arrangement. (receiver, group, department)
- Through Backend System: Quick Access Dashboard – Internal Transfer
- Save the file (xls file) &sorting follow Quantity, thereafter capping total amount as per arrangement
by AM/DM.
- As Per Standard – “Sender Store Name” TF “Receiver Store Name” -YYYYMMDD (YYYYMMDD = date
of file generates)
E.g :
Sender = ABC; Receiver = XYZ; File Generate = 2019-12-01
File Name = ABC TF XYZ-20191201
4 Collecting
- Add Column at the end of file listed by using format “=XXX&”,”&”Qty” (which XXX is the barcode)
- Collect stock & write the Qty Collect at List.
- Key into each SKU qty collect in the respective TF File.
- Print out the TF File. (become Transfer Form)
6 Delivery all TF Product to Warehouse.
- Pack “Transfer Form” into CTN number 1.
- Prepare “Delivery Note”. (Refer Attachment)
(In case or urgent, BM do delivery by a ownselves)
7 Follow Up with Opponent (receiver) within 7 days after delivery if doesn’t receive any feedback.
➢ Receiver kindly do info to opponent once receive.
8 Follow up on SKU Update (within 3 day after receiver receive).
- Contact Receiver Main Person to verify receiving data complete reporting.
- Randomly select Few SKU being Transfer Out of adjustment through [Backend System: Quick Access
Dashboard -Stock Enquiry]
➢ Receiver kindly info to Opponent once update.
- Manual Usage Handbook -Backend System: Ebarcode - Print Label
27
9.9 Annual Stock Take
1 Scheduling(By AM)
- Area Manager have to submit coming year Stock Take schedule to RTM-HQ by November.
- All Store are compulsory doing for Stock take within 8-16 month.
Reference Scheduling:
- Preferable set on Wed or Thur.
- Preferable gap within 1 month for Same Branch manager in charge.
- Avoid of a week before and after Season.
- Avoid on day PH or 1 day before or after PH.
2 Arrangement Work Task Schedule (By DM)

- Announce 2 month in advance to all store team for readiness.
- Apply with Mall in 2 months before ST day for close for ST needed.
(Kindly keep follow up with mall to get the closing approval by 1 month before ST)
- Set a Target of Monthly Task Completion Date.

(Keep follow up & ensuring all task complete on day)
Target Actual Completion Guideline Estimated Number
Start Date Complete Date Date Date to Start of Days to Complete
1 Store Cleaning 30 days in advance 1 days
2 Tidy Cashier Counter 29 days in advance 1 days
3 Tidy Stock Wall Gondola 25 days in advance 4 days
4 Tidy Electrical Department 23 days in advance 2 days
5 Tidy Car Acc Department 21 days in advance 2 days
6 Tidy Hardware Department 16 days in advance 5 days
7 Tidy Gardening Department 15 days in advance 1 days
8 Tidy Household Department 11 days in advance 4 days
9 Tidy Toys Department 9 days in advance 2 days
10 Tidy Cosmetic Department 7 days in advance 2 days
11 Tidy Stationery Department 4 days in advance 3 days
12 Tidy Sport Department 3 days in advance 1 days
13 Verify DM File Updating 5 days in advance 1 days
14 Verify TF File Updating
15 Verify SC File Updating
16 Verify BEX File Updating
- Arrange addition Manpower (Back up/Support team/nearest Store Staff) for completion this stock
take in the final week.
Shop Lot Display Area Max Total Staff Working
(Sq ft) Day7 Day6 Day5 Day4 Day3 Day2 Day ST
Below 8k 12 12 12 12 18 20 22
8k-10k 13 13 13 13 19 21 23
10k-12k 14 14 14 14 20 22 24
12k-14k 15 15 15 15 21 23 25
14k-16k 16 16 16 16 22 24 26
16k above 17 17 17 17 23 25 27
- Assign Team leader stock take for Audit purpose.

Position In Respective Outlet From Other Outlet/ Backup or Support Team Total Head Count
BM 1 0 1
ABM 1 2 3
SUP 1 2 3
ASST SUP 2 4 6
3 Scheduling Cancelation Trip for ST

- Will be Arrange and Coordinate by RTM-HQ with Warehouse.
- Normally trip will be cancelled start onward 2 weeks before ST.
4 Notice Closing(by DM)
28
- Keep follow up with mall to get the closing approval by 1 month before ST.
- Paste a Notice Closing for ST @ 7 day before ST.
5 Verification all File Sending Completion. (by BM)

- Execute by Branch Manager.
- Verify 5 day before ST (ie: Stock Take Day = Thurs; Verification Day = Mon)
- Ensuring all to be updating, if still have pending, contact personally to related Department PIC for
update it on day.
➢ Don’t transfer Out stock if ST will be held within 30 days.

(i.e : Stock Take date = 1/12; Not to Transfer Out Stock start 1/11)
➢ Not Allow to Send SC File/DM File if ST will be held within 7 days.
(i.e: Stock take date = 1/12; Not allow send SC file/DM file start 23/11)
6 Process Stock Take

Eg: Stock Take Day = Thursday
Display Area Display area
< 12k sqft > 12 k sqft
1 Process Backend System – ST DATA Preparation Wed Tue
(Execute by Respective BM)
* Once this been process, don’t update System.
(i.e Don’t Process Download Maintenance)
2 1st Counting, Tagging &“Scanning” (i.e. Collect Data Counting) Wed Tue & Wed
(Execute by all Staff, Led by BM & Team Leader) (Section Close on Wed)
3 Process Upload Data 1st Counting & Print out Listed Wed Tue & Wed
(Execute by Respective BM) (Section Close on Wed)
4 2nd Counting, Edit Tagging & Amend Listed. Thurs Wed & Thurs
(Execute by all Staff, Led by BM & Team Leader) (Full Day Close) (Section Close on Wed)
5 Audit Counting Thurs Wed & Thurs
(Execute by Team Leader) (Full Day Close) (Section Close on Wed)
6 Update System Data Entry Thurs Thurs
(Execute by Respective BM) (Full Day Close) (Full Day Close)
7 Press Function “FTP”(File Transfer Process) & Inform IT Thurs Thurs
Of ST Completion. (Full Day Close) (Full Day Close)
➢ In Case happen found SKU which is Damage during Counting/Audit, Kindly pack it into 1 CTN and list
the barcode & qty, send a list to related Branch Manager for authorize to update into ST Entry
system.
(BM need declared this Damage Item & send a respective DM File to QM after ST Completion)
7 Validation Checking (Execute by other store BM)

- Receive Check List Validation - Excel Format (within 3 days after ST Completion)
- Print out, Count & write Physical Qty.
- Fill in current System Qty.
- Key in all data (Physical Qty & System Qty) into excel file as per receive.
- Send to HQ Operation.
➢ Do Complete it within 1 week after receive the check list.
8 Receive Result from RTM- HQ.

- Announce result to respective store.
▪ For Invalid ST: Investigate, do internal improving & re-schedule ST in within 3-6 month.
(Reply to RTM-HQ on this new schedule within 1 week after receive reporting)
▪ For Failure Net Loss: Investigate, reporting to & solution action taken.
(Reporting to RTM-HQ on this failure report within 1 week after receive reporting)
▪ For Achiever ST Incentive: Submit Staff Eligible with Performance Grade.
(Reply to RTM-HQ on this within 1 week after receive reporting)

- Manual Usage Handbook -Backend System: ZEBEX – Collect Data & Upload Data Collecting
29
- Manual Usage Handbook -Backend System: QubeBackend – ST Data Preparation
- Manual Usage Handbook -Backend System: QubeBackend – ST Data Entry
10. Guideline:
10.1 Guideline Operation: Improving of 4 (KPI) In Retailing MR DIY
1. Sales Improvement
Stock Level - Always ensuring stock level in minimum 80% by:
i. Transfer Stock needed within store.
ii. Follow Up Warehouse delivery status.
Stock Display - All Stock Display by Department and following by Category (unless specific request by
Brand).
- Display in Neat, Visible& Completion Price Label.
- Using Label Related for Highlight Product: (Refer Page 8: “Highlight Labelling”)
- Displaying Season Product relevant &bringing the season environment.
- Display just enough quantity of each item at selling floor, do storage of extra in storage
boxes &“top up” quantity into selling floor on time to time.
Staff Service - All Staff wearing attire uniform.
- Staff in Polite, Honest, Helper & Respect each other.
2. Stock Lost Prevention

Reduce Stock Damage - Always verify of damage item situation for:
a) Any possibility to repair for resell
b) Feedback for product quality improvement.
- Handling careful of fragile item & displaying notice awareness at relevant selling floor .
Secure Stock Missing/Lost - Ensuring Brightness at selling floor
-First in First Out Display for product with expirer date.
- Using Magnet Secure for item easy missing & high value. (min RM10.00)
- Body Checking of every staff leave working premises.
- Checking Rubbish throwing out from premises.
- Checking Recycle Boxes for selling.
- Relocate displaying stock higher missing location to more visible location.
- Proper Stock Balance Check&Updating of stock shortage & extra receive.
3. Efficiency Improving
Manpower Effectiveness - Don’t hiring manpower over than target giving. (unless approval by AM of special
condition)
- Arrangement co-worker/subordinate’s working hour or working shift for effectiveness
on operation. (OT arrangement by follow Productivity)
- Plan & arrange operation for effectiveness for making stock in neat display or returning
to origin shelf.
- Superior do always coach, motivation & fair to all co-worker /subordinate to improving
all person’s initiative & commitment.
Efficiency Completion - Do Improvement as fast as possible to complete display stock receive.
Display Stock Receive - Targeting < 3 days complete for each stock receiving.
Counter Efficiency - Always ensuring counter are smoothly.
- Sales Assistant help in packaging when in peak hour for counter payment completion as
fast as possible.
4. Expenses Reducing
Utility Expenses - Installation Window Wallpaper or Window Tinting Filmfor reducing the heat, glare & UV
rays generated by the sun.
- Switch off or adjustment temperature Air-condition of needed.
- Switch Off unnecessary electricity appliance usage (Refer Guideline Saving Utility)
Other - No Wasting usage of own use item.
- Order own use item of the Quantity for keep as per needed.
- Own repair on small maintenance issue. (eg: replace bulb)
- Own renew business license when available.
- Fulfil requirement of “Country Company Law” to prevention of summons or penalty.
30
10.2 Guideline Operation - Morning Warm Up
- Lead & Conduct by Superior.
- Process on every morning.
- A Warm up for purpose to gather for work as team and working in energy.
x3
Sound DIY – Clap Hand x 3
x3
Sound DIY – Slap Thigh x3
Sound DIY – Hand Out & Hand Up – Sound Hurray (Shop Slogan)
10.3 Guideline Operation: Advertising Updating

- When been notify.
- Update in each Counter Computer.
31
- Execute by Asst Sup & above only.
1 Select ICON “Advertising Update”
➢ In Case Not Internet/Internet Down:

- Using Handphone data for internet connection at Backend Computer.
- Related file into Pen Drive through email/website.
- Connect Pen Drive into each Counter Computer.
- Copy & Paste the related Advertising File from Pen Drive to Folder “Advertising Updating” of each Counter
Computer.
- Do updating by press ICON “Advertising Update” @ related counter computer.
How to find Folder “Advertising Updating” at Counter Computer:

- Select Searching function at related Computer.
- Key in “Advertising Updating”.
- Right Click ICON “Advertising Update”
- Select “Open file Location”
- Open Folder:
“Picture” for Advertising of Picture File (.jpg,.bmp)
“Movie” for Advertising of Video File. (mp4, wmv,flv,avi)
- Paste the related advertising file @ relevant folder. (“Picture” / “Movie”)
(Do delete the existing file of related folder when placing the new file.)
10.4 Guideline Operation: Saving Utility

Utilty/Equiment Switch On Switch Off
Aircond 100% = 11am-9pm 50% = Other Time & Cold Time
Store/Office Light When Person Inside When No Person Inside
External Sigboard – Mall (Timer) 6.30pm-12mn (Timer) 12am-6.30pm
(Manual) 6.30pm-Shop Closed
Internal Signboard – Mall (Timer) 9.30am-11pm (Timer) 11pm-9.29am
(Manual) During Business Hour (Manual) After Business Hour
External Signboard – Shop Lot (Timer) 6.30pm-12mn (Timer) 12am-6.30pm
Internal Signboard – Shop Lot (Timer) 6.30pm-12mn (Timer) 12am-6.30pm
10.5 Guideline Admin & Finance: Small Note Exchange

- All Superior had to ensure there are enough small noted for daily operation for exchange.
32
1 Do Info Bank or HQ (if applicable) or any authority company (assign by Area Manager) for total to exchange.
2 Prepare the total cash for exchange.
3 Receive Small Noted and Pay.
- Do record and request another Superior acknowledge when take the Cash to exchange.
- If exchange with HQ, do bank in after receive.
10.6 Guideline Admin & Finance: Petty Cash Usage & Claim
- Only for Buying Own Use Stock (Company Use Only)
1 Purchase of Own Use Stock as needed. (Priority Purchase from Own Shop)
2 Get the Receipt and fill in the Claim form.
3 Request ABM to do verify & approval for claim in monthly basis. (< 28th)
4 ABM take the Photo of each receipt & save into Backend Computer by create a folder for it.
(Example Folder: Claim Jan’19)
5 ABM Take the Photo of Summary Form Claim and Email to Finance. (<5th)
6 Pack all original receipt with Summary Claim Form together.
7 Fill In “Document Sending record”
8 Delivery to HQ – Attention Finance Department. (through Lorry driver or Couriers Service)
9 Info finance department of delivery.
10 ABM receive claim from Finance department.
11 ABM return the money to store related.
12 Superior doing signature of receive claim from ABM. (Use Form Cash Given & Taken)
13 ABM keep the Form.
10.7 Guideline HR:Working Timetable

1 All Superior are responsibilities to do subordinate timetable to ensure Store operation are smoothly.
2 All Stores’ staff must able to working in shift rotate & working during weekend & PH.
3 Min 8 person in daily working for run business. (2 Superior, 2 Cashiers, 3 Promoter, 1 Store Asst).
Min 4 person in each shift working for run business. (1 Superior, 1 Cashier, 2 Promoter)
(Superior do immediately info your superior (Branch Manager) for manpower support when happen less
than 4 persons (include main person) in respective shift working)
4 Ensuring Store operation are able to run smoothly when doing approved of subordinate leave.
5 All Superior had to back up and acting his subordinate position when happen shortage manpower.
6 Separate staff break time for ensure good enough staff to working on lunch /dinner time.
7 Arrange good enough Cashier for ability fully counter operate during Weekend & Public Holiday
10.8 Guideline HR: Hiring & Coaching Staff

- Only do hiring as target manpower as per setting. (unless approval or special arrangement by AM)
1 Display a Vacancy Banner at main entrance.

2 Request Marketing Publish Vacancy at our Company Social Media/Website,
Request HRM for assist sourcing,
Do advance by using personal Social media for vacancy Advertising (only for BM & above for doing so)
3 Arrange Interview & do interview.
(refer Attachment: Interview Reference)
4 Select a suitable candidate for suitable position.
- Fill in approval Interview form (after doing interview).
5 Submit Application form & Approval interview form to Payroll Department.
(Together IC Photostat, EPF Number, Bank Acct Number)
6 Request Employment Letter from Payroll.
7 Arrange working Schedule & Update to Payroll Department.
8 Orientation New Staff (Briefing of JD, Job Routine & Related SOP)
9 New Staff Orientation (introduction, Train & Coach).
10.9 Guideline HR: New Staff Confirmation/Extend Probation/end Contract
- All New Staff must be Evaluate within 3 months.
- Immediate Superior have to complete “Staff Assessment Form”
33
- Send a “Staff Assessment Form” to HR after assessment. (through skype/email)
- Keep filing in office.
10.10 Guideline HR: Promoting Staff

- Immediate Superior have to complete “Staff Assessment Form”
(write down Promoting Position and date to effective)
- Send a copy “Staff Assessment Form” to HR after assessment. (through skype/email)
- Receive Promotion Letter & doing briefing with staff of him/her new career & responsibility.
- Returning a HR copy of acceptance Promotion Letter.
- Do 1 Copy and keep filing in office.
10.11 Guideline HR: Transfer/Secondment

- Dealing with both store superior.
- Info Staff of him transfer/secondment (which applicable).
- Completion “Staff Transfer Form”
- Submit to HR
- Do 1 copy & keep filing in office.
10.12 Guideline HR: Disciplinary Action Taken

- Disciplinary action taken for those have Misconduct in workplace & discipline.
- Refer to Attachment: “Workplace Misconduct & Disciplinary”
1 Superior Fill in E-Form

Write all Information & Detail:
- Staff Misconduct Name:
- Staff Misconduct Position:
- Misconduct Category:
- Action to Taken:
- Detail of Misconduct:
- Attach of evidence.
2 Info HRM after submission.
3 Follow up the progress. (within 3 working days after submit)
4 Receive result Action Taken from HRM.
5 Review result Action Taken From HRM.
6 Following Instruction for Delivery warning Letter, Show cause letter etc (which applicable)
➢ In case you have any different opinion with result Action taken from HRM, kindly feedback accordingly of
your opinion.
11. Attachment:
11.1 Attachment:Workplace Misconduct & Disciplinary
No Misconduct Punishment
Criminal Case:
1.1 Sexual Harassment
1.2 Use/Possession of Drug (Intoxicated Substance) • Dismissal, or/and
1 1.3 Gambling • Police Report
1.4 Steal Money/Property
1.5 Abet Stealing
1.6 Violate Country Law/Under Police Arrest.
34
1.7 Spoil Company Property
1.8 Fighting
1.9 Threaten Customer/Colleague/Superior/Company
Dishonest:
• Warning Letter,
2.1 Cheating
• Suspend 2 Week no Pay,
2 2.2 Manipulate CCTV
• Demotion,
2.3 Tamper MC
• Dismissal.
2.4 Tamper Punch Card
• Verbal Warning
Attendance Issue:
• Warning Letter
3.1 Lateness
(Habitually/Repeating)
3.2 Absent
• Suspend 2 Week no Pay,
3 3.3 Fail to Clock in/ Out
• Demotion,
3.4 Missing in Action (Early Home w/o Approval)
3.5 Not follow Working Schedule/Shift • Dismissal.
3.6 Absent 2 or more in consecutive • Dismissal

Working Attitude Issue:
4.1 Insubordination
4.2 Incomplete Job Task
4.3 Not Follow SOP
4 4.4 Doing Personal Purpose during Working Hour.
4.5 Sleeping on Duty • Verbal Warning,
4.6 Negligence (Careless in Carrying out Duties) • Warning Letter,
4.7 Loitering • Suspend 2 Week no Pay,
4.8 Smoking During Working Hour • Demotion,
4.9 Disturb other colleague while working. • Dismissal.
Morality & Appearance:
5.1 Rude/Use of vulgar words/abusive language
5.2 Negative posting about colleagues/superiors/ company in the social
5
media
5.3 Immoral Act that is offensive to Customer & Company.
5.4 Not Follow Dress Code
• All Staff will have an opportunity to self-defence of the alleged misconduct by reply Show Cause letter (Letter
Explanation) giving by HRM.
Verbal Warning Warning Letter Suspend w/o Pay Demotion Dismmissal Police Report
Critical Level Criminal

Case
Repeating/Habitually
11.2 Attachment: Interview Reference
Vacancy Interviewer *Approval

Cashier, Promoter, Store Assistant Asst Supervisor/Supervisor Asst Branch Manager
Asst Supervisor/Supervisor Asst Branch Manager Branch Manager
Asst Branch Manager Branch Manager Division Manager
Branch Manager Division Manager Area Manager
Division Manager Area Manager Regional Manager / HOD
Area Manager Regional Manager/HOD Top Management
This approval can be definition as approval in advance to subordinate do hiring & interview for such position.
Demo Interview:
i. Superior Introduce Own Self:
35
Good Morning, I’m AIman, Store Supervisor.
ii. Inquiry Candidate:
Miss/Mr, do introduce yourself. (name, age, strength & weakness)
What is the position you are apply? (if not write in)
In your own opinion, what is the job responsibilities as (position apply)?
May I know what the is reason you resigned from your ex company? (if working at other before)
iii. Info Working Timetable:

Thanks, XXX(name candidate), 1st of all, I would like to info regarding working hour in MR DIY.
We have 3 working shift: Morning (10am-7pm, 1 hour break), Afternoon (1pm-10pm, 1 hour break), Full
(10am-10pm, 2 hour break & OT 2 hour)
All Staff are working 6 day/week. (1 Morning, 2 Afternoon, 3 Full & Off Day in weekday)
Sometime in PH also need to work & definitely in double paid.
So, do you have any problem on it?
(If not problem: do continuous interview, if have problem: reject up-front)
iv. Offer Salary Follow Company Guideline:

What is your expected Salary? (if not write in)
This is salary offer to you: Basic XXXXX + Allowance XXXXXX
v. Q & A Section: (Candidate Question, Superior Answer)

XXX (name candidate), you have any other thing want to know?
****************************************************
vi. Inquiry when can start working:
If I hiring you, when can you start to working?
vii. Info “Hiring” or “Not Hiring/KIV”:

Hiring: XXX (name candidate), welcome to MR DIY, do start working on 1/9/2017@10am. Please bring your
NRIC photocopy, Bank Acct Number, EPF Number (if any) & 2 copy of photo.
Not Hiring/KIV: XXX (name candidate), that’s all for today’s interview session, i will call you within 3 days if
your application is successful.
11.3 Attachment: Type of Label
1 Price Label (99276)

-Print FromEbarcode Description
-Big Label
-Placing at Price Holder SKU Code Shelf Number
(Purchaser Code, 7 digit)
Product Scoring
Barcode
(Supplier Code, 7-13 digit) Selling Price
2 Stock Label (99277)

SKU Code
36
(Purchaser Code, 7 digit)
-Print FromEbarcode
-Small Label
-Paste at Product
-For Replace missing Stock Label.
3 Collecting Label (99276)

SKU Code Product Department
-Print from Ebarcode
-Big Label (Purchaser Code, 7 digit)
-For Collecting Purpose. Barcode Product Scoring
(Supplier Code, 7-13 digit)
Shelf Number
Selling Price
Quantity to Collect
4 Highlight Label
(Below is just common usage label, there will have new updating from time to time, kindly refer to Retail
Website for it)
Highlight Label Product Related

- With Size S/M/L
- Use for more visible Price of product display at : -
* Offer Bin
* Top Gondola
* Hanging at Ceiling
New Arrival New Stock
As Seen As FB Product being recommend on FB

(follow assignment pass down)
Special Deal For Clearance Product

Value Buy For Product Price Reducing

11.4 Attachment: Store Dress Code
Description √ (YES) X (NOT)

Hair
- Neat & Tidy
- Tie up longhair
Hair Color
37
Shirt
- MR DIY Uniform
- Collar Shirt (Dark Blue/Black Color)
Pant
- Long Pants
- Dork Color denim & khaki
Shoe
- Dark Color
- Closed-toe Shoe with flat Heels only.
Scarf (if applicable)

- Black, Grey, Dark Brown, White, or
Color, Company (Dark Yellow/Red)
Jewellery
- For Safety Purpose. (No jewellery except
for watch & simple necklaces.)
38
11.5 Attachment: Standard Backend Computer Program & Folder
Summary Desktop Computer-Backend Computer
My Network Document IE Recycle Bin Configuration Zebex Register CCTV

Computer Price Checker Updating Thumbprint Viewer
QubeDrive Qube E-Barcode Send Report to Mall TeamViewer

Backend (Selected Store Only)
Picture Product (QasDev/QubeV10/Backend/Picture)

Download Maintenance File (QasDev/QubeV10/Backend/Data/Poling/In)
Upload Sales File (QasDev/QubeV10/Backend/Data/Poling/Out)
Scanning (D:Scanning)
txt File download from ZEBEX Scanner
My Skype Receive Files (My Document/Skype Receive File)
Download (C:/User/XXX/Download)
File download from Internet Browse
Paper Form Own Create Folder
Bank In & Receiving File Own Create Folder
Scanner Excel Own Create Folder.
xls file convert from ZEBEX
DM file Own Create Folder
TF file Own Create Folder
SC File Own Create Folder
BEX file Own Create Folder
39
11.6 Attachment: Standard Counter Computer Program & Folder
Summary Desktop Computer-Backend Computer
My Network Document Recycle Bin On Screen C1 Only

Computer Keyboard (For Price Checker)
Advertising BackupE POS Team Viewer Folder Backup Data

Update (D:/QasDev/QubeV10/Backend/Dbbk)
(For Cleaning History > 7 days)
11.7 Attachment: Standard Notice Board 1
Guideline –
Mission & Store Dress Store Daily Improving
Retail Code
Vision & Conduct Code Job 4(KPI) in
Routine Retailing In
MR DIY
Safety & Pocket File Pocket File

Healthy Staff for Placing for Placing
PH Working
Working “Visiting “Visiting
Procedure Timetable Check List Check List
Part 1” Part 2”
40
11.8 Attachment: Standard Notice Board 2 (White Board)
ST Incentive Stock Arrival Day: Today Task :
Mon, Wed, Fri 1. Price Change 20190111 : √
Updating Date: 1/12/19 2. Stock Bal Check : Pending
3.
ETA Total :RM 60k Today Phsycal Stock
Level: 80%
Monthly Sales Update:

Target of the Month : Dec’19
Level 1: RM 500k
Level 2: RM 550K
Level 3: RM 600K
Level 4: RM 650k
Achiever Previous Month: Level 1
ETA Total : ________
11.9 Attachment: Store Organization Chart
AM = XXX Target Manpower = 12

DM = XXX
BM = XXX
ABM = XXX XXX
(Supervisor)
XXX XXX
(Asst Sup) (Asst Sup)
XXX XXX XXX

(Casher) (Cashier) (Store Asst)
XXX XXX XXX XXX

(Promoter) (Promoter) (Promoter) (Promoter)
XXX XXX
(Promoter) (Promoter)
11.10 Attachment: Standard Filing

1. DSR
2. EOS Transaction
3. Refund/Exchange Transaction
4. Working Timetable (History Record)
5. Visiting Check List (History Record)
6. Request Form
- Maintenance Request
- Accessory Request
7. Receiving Copy
- Copy Consignment Note (Delivery Note)
- IB Received
- TF Form Received
8. Delivery Copy
- Copy Consignment Note (Delivery Note)
- TF Form
9. Application Form
- Application Rejection
41
- Application Accept
10. Staff Data
- Appointment Letter /Contract Copy
- Assessment Copy
- Staff Transfer/Secondment Copy
11. Safety & Health Document
- Safety & Health Compliance Notice (From HRM Safety & Healthy Unit)
- DOSH Inspection Record
12. Blank Form / Document
11.11 Attachment: Summary Document:

1. Delivery Noted
2. Transfer Form Format
3. Daily Sales Record (Safedrop, Item Void, EOS, EOD)
4. Receiving vs Sales Record
5. Petty Cash Claim Form
6. Staff Application Form
7. Interviewer Form
8. Staff Assessment Form
- For Probation Staff
- For Promoting
9. Performance Improvement Plan Form
- For Staff have Performance Issue (a final chance for Improve)
10. Staff Transfer / Secondment Form
11. Weekly Visiting Check List
12. Failure Check List
13. Leave Application Form
14. Cash Handover & Taken Form
12. Other Reference Handbook:

Retail Operation Handbook – Advance
- SOP Level 3
• Feedback Stock Quality Issue
• Feedback Not Receive Stock in Weekly basis.
• Feedback Over Stock Issue
• Feedback Lower Stock Issue
• Feedback Advertising Material Not Receive Issue.
- SOP Level 4
• Investigation & Solution of Improving Sales.
• Investigation & Solution of Reducing Net Loss.
• Investigation & Solution of Improving Manpower Efficiency.
• Investigation Physical Stock Level different with System Stock Level.
- Guideline Weekly Visiting Checklist
- Guideline New Store Arrangement & Takeover
Manual Usage Handbook: Backend System
1. Qubedrive
- Verification Upload Sales
- Verification Download Maintenance
- Manually Operating Process
2. Ebarcode
- Print label
- Key In Rack & Storage number
42
-Trouble Shooting
3. Quick Access Dashboard
- Transit Accept
- Internal Transfer
- Stock Enquiry
- Report Enquiry
Manual Usage Handbook - FPOS System
1. Log In & Log out
2. Transaction Payment
3. Safe drop
4. EOS
5. EOD
6. Item Void
7. Exchange/Refund
Manual Usage Handbook – Zebex, Price Checker & Back up System
1. ZEBEX
- App Updating
- Collect Data & Upload Data Collecting
- Download data
2. PRICE CHECKER
- Check Stock Information
- Trouble Shooting
3. Manually Backup & Delete Back up Data
Manual Usage Handbook – Documentation & Form
1. Summary of Reporting Process
2. Examples of Report
Manual Usage Handbook - New Store & Standard Facilities
43

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ID-2020 Retail Operation Handbook-Foundation-V1b

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MR D.I.Y.

GROUP (M) BERHAD

RETAIL MANAGEMENT DEPARTMENT

Version# 2020 V1b

Preparer: Lawrence Lau

MR D.I.Y. GROUP (M) BERHAD Reviewer: Michael Lim

Effective Date: 1st January 2017

Version Edited by Effective Date Details of change

Retail Operation Handbook-

“To be Largest home improvement retailer in Asia-Pacific”

“To Maintain wide variety, good quality & value of money”

“Constant self-denial, to improve & increase efficiency store”

“Improving sales, reducing loses & maximize customer satisfaction:

“Helping each other to Their own Success”

Product Department Product Scoring Product Discontinuous Selling Grouping

5. Retail Operation Organization Chart

Asst Supervisor Asst Supervisor

Cashier, Promoter, Store Asst

6.3 Store Assistant

✓ 18 years old & above (depend on country requirement)

Supervisor Asst Supervisor

✓ 18 years old & above (depend on country requirement)

Branch Manager Assistant Branch Manager

✓ 18 years old & above (depend on country requirement)

1 Ensuring operational efficiency in each store.

6.7 Area Manager

1 Ensuring operational efficiency in each store.

✓ 18 years old & above (depend on country requirement)

6.9 Backup Team:

Support Team & Backup Teams’ Leader:

✓ With Working Experience in MR DIY Retailing line of Superior Level.

Support Team & Backup Teams’ Assistant:

✓ 18 years old & above (depend on country requirement)

Verify System Updating •Refer SOP Level 1

Briefing & Warm Up •Refer Guideline

Opening Entrance •Open Entrance follow Bussiness Hour Setting

•Refer SOP Level 1 (Open, Transaction, EOS, EOD, Item Void)

Display •Refer SOP Level 1

Servicing •Refer SOP Level 1

Receiving •Refer SOP Level 1

Cash Sales Balaning, Bank In & •By 3 Main Person only

Damage Declared, Reporting •Refer SOP Level 2

Stock Balance Check •Refer SOP Level 2

Complete Assignment •Follow as Per Assignment Instruction & Guideline of relevant.

•Switch Off All Utility except DVR & Backend Computer.

➢ Always make the store in Clean, Neat & Harmony Environment.

Addition For 3 main Person Only.

8.1 Verify System Updating

Addition Reference Handbook

4 Complete Correct Price Label

Reference Product Location Number Format

8.5 Counter Operate

For POS not integrated,

▪ Always Close Cashier Drawer Immediately once complete transaction payment.

1 Main Person Close the Counter.

- In Case Of Short Declared = Cashier need to pay of Differential.

- In Case Of Extra Declared = Investigate in next day.

- In case EOS Shortage/Extra happen because of error selection payment issue:

6 Record & Report

9.1 Exchange / Refund

1 Check Item & Receipt

9.3 Stock Balance Check

3 Store Asst assist in verifies of damage declared in weekly basis.

4 Main Person complete Send DM file to QM department