An SOP (Standard Operating Procedure) Manual for Toy and Hobby Goods and Supplies Merchant Wholesalers holds numerous advantages in the wholesale industry. Firstly, it establishes standardized procedures for inventory management, order processing, and quality control, ensuring consistency and reliability in distributing toys and hobby goods. Secondly, the manual becomes a critical training resource, facilitating onboarding processes and promoting adherence to industry best practices among staff. Thirdly, the SOP Manual contributes to risk management by outlining safety measures, reducing errors, and ensuring compliance with industry regulations. Additionally, it supports operational efficiency, streamlining workflows, and optimizing resource utilization. This manual enhances customer satisfaction by ensuring timely and accurate order fulfillment. Overall, the good points lie in fostering professionalism, adherence to standards, and the overall success of toy and hobby goods merchant wholesalers in meeting market demands and maintaining a competitive edge.

CLICK HERE to download the List of SOPs Document in PDF format. Please share this document with your clients, colleagues and senior officers.

Top 50 Standard Operating Procedures (SOPs) for Toy and Hobby Goods and Supplies Merchant Wholesalers

SOP-016-001: Standard Operating Procedure for Order Processing 
SOP-016-002: Standard Operating Procedure for Inventory Management 
SOP-016-003: Standard Operating Procedure for Warehouse Safety 
SOP-016-004: Standard Operating Procedure for Quality Control 
SOP-016-005: Standard Operating Procedure for Shipping and Logistics 
SOP-016-006: Standard Operating Procedure for Customer Returns 
SOP-016-007: Standard Operating Procedure for Supplier Management 
SOP-016-008: Standard Operating Procedure for Product Information 
SOP-016-009: Standard Operating Procedure for Customer Service 
SOP-016-010: Standard Operating Procedure for Sales and Marketing  

SOP-016-011: Standard Operating Procedure for Employee Training 
SOP-016-012: Standard Operating Procedure for IT and Systems  
SOP-016-013: Standard Operating Procedure for Financial Procedures 
SOP-016-014: Standard Operating Procedure for Regulatory Compliance 
SOP-016-015: Standard Operating Procedure for social media and Online Presence 
SOP-016-016: Standard Operating Procedure for Internal Communication 
SOP-016-017: Standard Operating Procedure for Employee Health and Safety 
SOP-016-018: Standard Operating Procedure for Technology Maintenance 
SOP-016-019: Standard Operating Procedure for Conference and Event Participation  
SOP-016-020: Standard Operating Procedure for Community Engagement

SOP-016-021: Standard Operating Procedure for Product Launch 
SOP-016-022: Standard Operating Procedure for Bulk Order Processing 
SOP-016-023: Standard Operating Procedure for Drop shipping Procedures 
SOP-016-024: Standard Operating Procedure for Vendor Compliance 
SOP-016-025: Standard Operating Procedure for Customer Loyalty Programs 
SOP-016-026: Standard Operating Procedure for Product Packaging Standards 
SOP-016-027: Standard Operating Procedure for Seasonal Inventory Management 
SOP-016-028: Standard Operating Procedure for Cross-Selling and Upselling 
SOP-016-029: Standard Operating Procedure for Competitor Analysis 
SOP-016-030: Standard Operating Procedure for data Security and Privacy 

SOP-016-031: Standard Operating Procedure for Employee Recognition Programs 
SOP-016-032: Standard Operating Procedure for Sustainability Initiatives 
SOP-016-033: Standard Operating Procedure for Product Life Cycle Management 
SOP-016-034: Standard Operating Procedure for Forecasting and Demand Planning 
SOP-016-035: Standard Operating Procedure for Employee Attendance and Time Tracking 
SOP-016-036: Standard Operating Procedure for Digital Marketing Strategies 
SOP-016-037: Standard Operating Procedure for Global Supply Chain Management 
SOP-016-038: Standard Operating Procedure for Continuous Improvement Initiatives 
SOP-016-039: Standard Operating Procedure for Counterfeit Product Prevention 
SOP-016-040: Standard Operating Procedure for Document Control Procedures 

  

SOP ToolBox: If you are reading these lines, I am sure you are looking for Standard Operating Procedure guidelines or SOPs itself. In both the cases, searching in internet will not be yielding any great help. Because no company shares their SOP Development Process and certainly don’t share their SOP Documents. The best way to develop an SOP is creating one for yourself. At Fhyzics, we write SOPs day-in and day-out for companies across the globe including some of the Fortune 500 organisations. Our charge ranges from USD 5000 to USD 50000 depending upon the number of processes to be covered. Certainly, this is not affordable to small and mid-size organisations. Hence, we decided to create this SOP ToolBox to disseminate our 8-Step SOP Development Life-Cycle and best practices at an unbelievably low price.

I always say, writing an SOP is somewhere between art and science. So far you may be clueless on where to start and how to progress on an SOP? This will not be the case after you diligently go through this SOP ToolBox. We have summarised all our secrets here to get you started and to deliver a stunning SOP to your management.

1. Standard Operating Procedures (SOP) Manual for Accounts Department
2. Standard Operating Procedures (SOP) Manual for Finance Department
3. Standard Operating Procedures (SOP) Manual for Customer Service
4. Standard Operating Procedures (SOP) Manual for CRM Department
5. Standard Operating Procedures (SOP) Manual for Credit Department
6. Standard Operating Procedures (SOP) Manual for Treasury Department
7. Standard Operating Procedures (SOP) Manual for Human Resources (HR) Department
8. Standard Operating Procedures (SOP) Manual for Training Department
9. Standard Operating Procedures (SOP) Manual for Learning & Development Department
10. Standard Operating Procedures (SOP) Manual for Administration Department
11. Standard Operating Procedures (SOP) Manual for Front Office
12. Standard Operating Procedures (SOP) Manual for House Keeping
13. Standard Operating Procedures (SOP) Manual for Safety Department
14. Standard Operating Procedures (SOP) Manual for Security Department
15. Standard Operating Procedures (SOP) Manual for Facilities Management Department
16. Standard Operating Procedures (SOP) Manual for Vigilance Department
17. Standard Operating Procedures (SOP) Manual for Legal Department
18. Standard Operating Procedures (SOP) Manual for Information Technology (IT) Department
19. Standard Operating Procedures (SOP) Manual for Sales & Marketing Department
20. Standard Operating Procedures (SOP) Manual for Design & Engineering 
21. Standard Operating Procedures (SOP) Manual for Procurement Department
22. Standard Operating Procedures (SOP) Manual for Production
23. Standard Operating Procedures (SOP) Manual for SRM Department
24. Standard Operating Procedures (SOP) Manual for Supply Chain Department
25. Standard Operating Procedures (SOP) Manual for Warehouse
26. Standard Operating Procedures (SOP) Manual for New Product Development Department
27. Standard Operating Procedures (SOP) Manual for Research and Development  
28. Standard Operating Procedures (SOP) Manual for Quality Department
29. Standard Operating Procedures (SOP) Manual for Calibration Department
30. Standard Operating Procedures (SOP) Manual for Maintenance Department
31. Standard Operating Procedures (SOP) Manual for Logistics Department

Wholesale distributors of toys experienced a shrinking customer base in the early 1990s, as national toy store chains and discount stores began to buy directly from manufacturers. Sales in the mid-1990s continued to grow, up by 20 percent from 1992 to $20 billion. However, since 1992 expenses have been rising faster than sales. While toy distributors were once the most important customers at toy fairs, Toys 'R' Us became the leading toy retailer in the mid-1990s and had the most purchasing clout with toy manufacturers, accounting for 20 percent of U.S. toy sales in 1996. Sydney Ladensohn Stern and Ted Schoenhaus, authors of Toyland: The High Stakes Game of the Toy Industry, wrote that toy manufacturers referred to the wholesale distributors as "dinosaurs because they used to be the toy company's most powerful customers, and today they are almost extinct." However, wholesale distributors of toys continue to supply smaller, independent toy stores and department stores, and still regarded their industry as playing a pivotal role in the toy marketplace.

• Reeves International Inc
• VTech Electronics North America, LLC
• Mayfair Games Inc
• Balloons Are Everywhere Inc
• Great Planes Model Distributors Co
• Notions Marketing Corp
• Lakeshore Learning Store
• Spin Master Inc
• Aerial Bouquets
• Discovery Toys Inc
• Clichebles
• Horizon Hobby
• Nkok
• Diversified Ceramics Corp
• Linel
• Military Model Distributors Inc
• Funko Inc
• Silly Strings Products
• Colorbok Inc
• Playmobil Inc
• Aw Faber Castell USA Inc
• Delphi Creativity Center
• Hobby Products International
• M and Y Trading Corp
• Galaxy Fireworks Confetti King
• Bostik Inc
• R And R Games Inc
• Zurla Sales
• Dominion Fireworks Inc
• Record A Hit
• Shelton Fireworks
• Add Fire Inc
• Phantom Big Bear Fireworks
• MacPherson's
• Premium Balloon Accessories
• Well Made Toy Manufacturing Corp
• Imperial Toy Corp
• Pyro City Fireworks Store
• The Petting Zoo
• Stevens International
• Kemac
• C Eaco
• Jersey Jack Pinball
• The Foland Group
• Moto City Classics Inc
• Yomax Inc
• Rich Frog Industries
• Playful Corp
• Mosey
• Dan Dee International, Ltd
• Morpho Productions
• Tex Cap Wholesale Toys
• LSM Gaming
• Childrens Heaven
• Abel Creations
• Cryptozoic Entertainment
• Central Maine Pyrotechnics
• Hi Rise Balloons Inc
• Ballons Are Everywhere
• Jamestown Music Amusmt
• Laser One
• Penn State Industries
• Basco Inc
• Wildtangent
• Ciinow Inc
• Special Reserve Games
• Frontline Gaming
• Monomi Park
• Cbc Pac
• Game Plus
• Gamers Cell
• Gamers International
• Level 5 International America Inc
• G33K
• Playdom Boulder
• Zenimax Online Studios
• Gamerz Paradise
• Doxell, LLC
• Gaudzilla
• Pink Gorilla, LLC
• Super Smash Video Games, LLC
• Futurepoly
• Ton O Fun
• USA Beepers
• Dzd Holdings
• Unico Enterprises
• Concrete Software Inc
• Get Your Game On
• Gameplay
• Game Gallery
• M And M Video Games
• A Gamers Nostalgia
• Cdi
• Jay Street Video Games
• High View Sports Video
• Electronics Boutique
• Game Kingdom
• Game Galaxy
• Third Day Games
• R And R Technologies, LLC

Factors affecting Toy and Hobby Goods and Supplies Merchant Wholesalers

• Value-added Services and the Role of the Distributor

Consolidation of toy manufacturers and retailers meant massive changes for the distribution network of the toy industry. Eliminating the added expense of distributor-ships, major toymakers were able to offer volume discounts to toy stores and other retailers of toys. Furthermore, toy store chains such as Toys 'R' Us established their own distribution centers from which to supply their stores. In 1995, the pressure on distributors increased as more manufacturers went to direct distribution of their products, an effort led by Marvel comic books and Citadel Miniatures. This second wave in the direct distributorship drive proved even more vexing for the wholesalers because the manufacturers involved introduced the licensing of retail outlets. These licensed dealers received delivery of new product releases before non-licensed dealers and wholesalers, which further tightened the market for distributors.

Consequently, toy and hobby wholesale distributors targeted smaller retail stores and chains, offering merchandise from the smaller manufacturers. They also expanded their industry to include the distribution of hobby and craft items. Distributors recognized that service was vital to their survival in a tough market.

William L. MacMillan, executive director of the Toy and Hobby Wholesalers Association in 1991, noted in a 1991 article in Playthings magazine that the distributor could still offer many unique services to both retailers and manufacturers. For instance, the distributor, having associations with thousands of products and retailers, was able to provide valuable information to toymakers and toy sellers. MacMillan suggested that the wholesaler could act as a consultant to new retailers, advising them about such issues as the proper quantities to keep in stock and the benefits of certain promotional techniques. Furthermore, MacMillan observed, the distributor could provide valuable services to manufacturers by offering information on how various products were selling in specific markets, providing advertising aid through distributor-sponsored promotions and in-store displays, and providing sales training to store personnel.

The distributors' volume buying power meant they could offer retailers lower prices than the manufacturer, and by maintaining fully stocked warehouses, distributors also helped save retailers and manufacturers inventory space. In addition, a computer network for ordering, sales, and inventory became perhaps the most important value-added service. Through such a network, distributors provided an efficient means of sharing information with both manufacturers and retail clients.

According to a survey of the entire wholesale distribution industry, consolidation of the distribution industry led to fewer but stronger competitors able to offer a wide range of services including volume discounts, improved financing options, and adoption of state-of-the-art warehouse technology.

Although consolidation of the retail toy industry forced many distributors out of business, those that remained were more efficient and were able to explore smaller manufacturers and retail accounts, including independent drug and specialty stores.

• Craft and Hobby Boom

The crafts and hobby industry experienced a renewed popularity in the early 1990s, probably due to a return to homemade gifts and decorations prompted by economic recession. A 1994 survey by the trade group Hobby Industries of America found that participation in crafts or hobbies had increased, with 81 percent of U.S. households participating in a particular craft or hobby, compared to 77 percent four years earlier.

• New Technology's Impact

Probably the most intriguing change in the toy industry was the birth of the Internet. Companies such as eToys, founded in 1996, gained considerably publicity during the 1999 Christmas season. eToys offered buyers the opportunity to shop at home for hard-to-find toys rather than braving crowded stores and frenzied shoppers. The company's sales in 1999 were $30 million, but that represented a 4,267 percent jump from the previous year. There are numerous concerns and challenges surrounding the concept of e-trade, but there is no question that as the technology improves, online toy shopping will become an important element of the sales structure.

• https://www.naics.com/naics-code-description/?code=423920
• https://siccode.com/naics-code/423920/toy-hobby-goods-supplies-merchant-wholesalers

The SOP manual gives details about processes, factors, and challenges in the Toy and Hobby Goods and Supplies Merchant Wholesalers. Acknowledging changes in the marketplace, the Toy Wholesalers Association changed its name to the Toy and Hobby Wholesalers Association in 1989. Like wholesalers in other industries, toy and hobby wholesalers refocused their business to provide value-added services generally not offered by manufacturers. Even toy specialty retailers were not immune to a shifting market, however. By 1998, Toys 'R' Us had been surpassed by Wal-Mart as leading toy retailer. Wal-Mart commanded 17.4 percent of the market, while Toys 'R' Us dropped to 16.8 percent of the market.

Research By : Mohammed Ijas

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