Industries
Why FMCG employees leave and how to understand why
Field sales, depot and plant staff in FMCG leave for different reasons. How to hear them out, ask about targets, incentives and territory, and act.
7 min readRead article
FMCG and Consumer Goods
HR for FMCG Distributors and Super Stockists: Salesmen, Godown and Claims
A distributor holds stock, runs routes and chases collections for several brands at once. Here is how to run the people who make that happen each day.
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Share your requirementsHow the work is organised
An FMCG distributor or super stockist buys from manufacturers and sells to retailers and sub-distributors in a territory. The business is typically family-owned, with a godown, vehicles and a team of salesmen who work routes, take orders, deliver and collect payment. Brands appoint and sometimes pay company staff who sit in or visit the distributor's office, which blurs who manages whom. Claims, schemes, returns and credit control are constant paperwork. Staff include billing and accounts clerks, godown keepers, loaders, delivery drivers and van salesmen, and a manager who often is the owner's relative. Pay includes fixed salary, incentive on volume and sometimes a share of brand schemes. See also HR for FMCG and consumer goods.
Who does the work
- Route salesmen and order takers
- Van salesmen and delivery drivers
- Godown keepers and loaders
- Billing and accounts clerks
- Claims and scheme clerks
- Collection executives
- Sales supervisors
- Brand-employed staff working with the distributor
Where HR strains in fmcg distributors and super stockists
Salesmen own the retailer relationship
A route salesman who leaves can take the shops with him to a rival distributor, and the business has no record of the accounts.
Collections depend on individuals
Outstanding amounts sit with salesmen who know the shopkeeper, and recovery stalls when they are absent or leave.
Brand staff and own staff overlap
People on the brand's payroll and people on the distributor's work side by side under different rules, leading to confusion and quiet resentment.
Claim and scheme errors fall on the clerk
Short claims or missed scheme entries cost real money, and the accounts clerk is blamed for a system that is mostly manual.
Godown work is physical and unrecorded
Loaders are engaged casually, and who unloaded or loaded which vehicle is not noted, making damage and shortage hard to trace.
Incentive on volume ignores returns
Salesmen are rewarded on billing, then returns and unrecoverable credit come back months later without touching the incentive.
What a working HR set-up looks like
- 01
Keep retailer accounts in the business's record
Every outlet, route, last order and balance recorded in a shared sheet or system, not in a salesman's notebook. The HR software and a simple route file can help.
- 02
Tie incentives to collections and returns
A scheme where credit that is recovered and goods that stay sold count, so growth does not come at the cost of bad debt. The performance and incentive design work helps.
- 03
Clarify roles for brand-employed staff
A one-page understanding with each brand on who directs the work, who records attendance and whom the person goes to with a problem.
- 04
Check claims on a schedule
A weekly routine with a second person reviewing scheme and claim entries before they are submitted.
- 05
Record godown work by vehicle
A simple daily list of who loaded or unloaded each vehicle. The attendance process can structure it.
What to put in place first
- Ask how many retailer accounts are recorded only by a salesman.
- List the largest outstanding balances and who is responsible for each.
- Write down which brand-employed people work in your office and who manages them.
- Check the last month's claims for errors and how they were found.
- Look at your salesman incentive and see if returns affect it.
- Confirm with a qualified professional the employment obligations that apply to your own staff and those placed by brands.
Confirm with a qualified professional. What applies to you depends on your business, your state and your arrangements, and it changes. This page describes practice. It does not state a legal position.
Where GullyHR helps
- Performance management and incentive design
An incentive that rewards collection and lasting sales instead of billing alone.
- Attendance, shift and leave
A daily record of route, godown and delivery staff that supports pay and loading accountability.
- HR documentation
Written terms for salesmen covering accounts, collections, stock and what they must return on leaving.
- Retention and attrition
A look at why salesmen leave, where they go and how to protect retailer relationships.
Every engagement starts by recording where you stand, and every later report compares against that. We do not promise outcomes. Start with a free conversation, or see the paid HR Diagnostic.
Blogs worth reading first
From the GullyHR blog: one on HR in fmcg and consumer goods, and one on each of the topics this page points to.
HR Management
Why employees need clear expectations before performance reviews
A review can only judge what was agreed beforehand. How to set expectations that are specific, written and revisited, so the review stops being a surprise.
5 min readRead article
HR Process
One employee, three versions of the record: fixing employee information management
Payroll says one joining date, the personal file says another and the manager remembers a third. How to establish a single trustworthy employee record and keep it that way.
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HR Management
How to recognise and address employee workload problems
How to spot an unmanageable workload before it becomes an exit or an error, what to look at, how to talk about it and what to change, without guessing.
5 min readRead articleMore on the GullyHR blog.
Questions owners ask
Keep the account records in the business, share the relationship across more than one person and pay in a way that rewards staying. Have any restrictive terms checked by a qualified professional.
On collected sales, net of returns, wherever possible. Paying on billing alone encourages credit that never comes back.
Agree it in writing with the brand. Without that, both sides give instructions and the person has no clear manager.
Use a checklist, have a second person review before submission and keep a record of the common mistakes so they can be fixed once.
A daily list by name, task and pay, kept the same way every time. Ask a qualified professional about obligations for casual and contractor-supplied labour.
We would look at how many retailer accounts exist only in a salesman's head, who owns each large outstanding balance, and how brand-employed staff in your office are managed. A good first step is moving retailer records into the business and linking incentives to collections and returns. The scope is then agreed with you in writing.
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