■培训目标
根据目前企业面临客户需求多变、订单提前期短，采购周期长、库存控制困难的问题，通过游戏、互动活动和学员参与成功案例讨论，使学员树立现代采购的新理念，理解搞好企业供应链管理的紧迫性，通过现场模拟操作，使学员掌握跨部门关系和供应商关系管理实用可行的方法，包括采购价格核算和采购成本价格控制、采购批量控制、供货商考评的方法、谈判技巧等。提升企业采购水平与竞争力，降低采购成本和风险，促进企业可持续发展。
■培训时间 ：2天
■培训对象:企业供应、采购部高级经理、总监及相关人士。
■培训内容
★第一部分 采购供应链管理
一、供应链理念
二、供应链战略管理的内容
三、供应链管理模式
四、企业在供应链中的定位——供应链五角分析模型
五、供应链管理核心
1、跨部门关系管理
2、供应商关系管理
★第二部分 跨部门关系管理
一、小批量、多品种、周期短、变化大的环境下采购、计划、生产与销售不协调的种种表现和后果
二、跨部门协调性差、对市场变化反应慢的原因分析
三、如何实施采购与物流业务分离，强化采购管理的商务功能和PMC的物流控制和协调功能。
1、 如何设置先进的采购管理、生产与物料控制（PMC）、生产运作、销售管理的运作机构。
2、 如何确定采购的核心业务——发挥采购商务功能（供应商管理、开发与整合）
3、 如何确定生产与物料控制（PMC）的物流与生产控制和协调功能
二、 采购与PMC、仓储、技术工艺、销售部门之间应建立怎样的协作关系。
1、 跨部门协作和沟通不良带来的种种问题（案例分析）
2、 如何解决目前程序文件和操作指导书中存在跨部门协调与沟通问题
3、 如何制定跨部门沟通的“游戏规则” （成功案例分析）
★第三部分 供应商关系管理
一、供应商合作伙伴关系
1. 供应商合作伙伴关系与传统供应商关系区别
2. 目前企业协作模式中存在的问题
3. 准时化（JIT）采购环境下双赢合作伙伴关系的建立（成功案例分析）
二、供应商关系管理的基本目标
1、 如何强化供应商过程控制和持续改善，提高产品质量和交货准确率。
2、 如何提高物料免检率和实现“零库存”。
3、 如何同供应商一起解决质量、成本与交货期等问题，提升供应商的快速响应能力。
4、 如何整合采购供应链中的资源，充分利用外部资源，实行双赢。
三、供应商成本构成分析与价格控制
1、 供应商成本构成分析分析
2、 供应商价格变动的影响因素
3、 产品不同市场周期的采购定价的方法
4、 供应商的价格竞争力和降价潜力分析方法
5、 如何根据供应商成本指数变动对采购进行调整
5、供应商价格、质量、服务定量评审与价格修正（案例操作）
四、发展供应商
4、 发展供应商目前面临的问题
5、 开发供应商、培养供应商与国产化的策略
6、 对全球采购的新认识，规避采购风险——从CKD、SKD发展到SV的采购方式（上海通用汽车全球采购的成功经验）
7、 发展供应商的操作程序
8、 选择供应商应考虑的六大条件和24个要素（上海大众汽车选择供应商案例分析）
五、供应商的评价与考核
1、 供货商考评的组织
2、 供货商考评的标准（西门子家用电器、摩托罗拉案例）
3、 供货商考评的方法（案例操作）
4、供应商物流过程评审
l 上海某德姿企业《供应商物流过程评审条例2002版》（案例）
六、整合供应商
1、 整合供应商的意义
2、 在产品不同寿命周期，供应商应尽的义务和责任
3、 供应商先期参与
4、 供应数量减少与模块供应商
5、 供应商管理客户库存（VMI）运作方法（某德资企业《VMI实施办法》）
6、 适时供货模式运作方法
7、 物料体外循环模式运作方法
8、 实施全球采购的供应商集成运作方法
★第四部分 采购业务控制
一、采购批量与库存控制
1、 不同需求特征物料采购批量的确定方法
2、 ABC控制法
3、 安全库存控制法（某企业《确定安全库存量的解决方案》实例）
4、 变动系数月平均库存控制法
5、 滚动计划库存控制法
6、 长周期采购批量与需求预测、库存控制法的量变关系
二、采购风险的防范
1、 建立采购委员会
2、 建立采购业务台帐
3、 廉政协议书与廉政责任制
4、 采购预算与资金控制
5、 合同的会签制度
6、 采购舞弊的表现与防范
三、请购、验收与承付的控制
1、 不同需求特征物料或维修备件的请购方式
2、 请购、验收与承付的规范操作与控制
★第五部分 采购谈判与框架协议
一、 采购谈判的程序
二、 采购谈判技巧（模拟谈判）
1、 开局控制的策略与技巧
2、 摸底的策略与技巧
3、 讨价还价的策略与技巧
4、 成交促成的策略与技巧
三、 采购框架协议
1、 采购框架协议的作用和内容（采购框架协议实例）
2、 签订采购框架协议应注意的问题（案例分析）
附件：
l 某些著名企业《采购框架协议2002版》
l 某德资企业《采购管理条例》
■课程形式
讲授- 启发式、互动式教学- 小组讨论- 案例分析 - 练习
Supply Chain Management
in Modern Industrial Enterprise Logistics
1. Course Goal:
The issues faced by current industrial enterprises in relation
to rogue demand, reduced lead time to order, long cycle time of
procurement, hard stock control. Through game, interaction, and
cases study for trainees, enable them to grasp updated ideas of
modern purchase, emergency of supply chain management. With on-the-spot
imitative operation, enable trainees to grasp the relationship
of cross-sector and suppliers management, including the idea of
supply chain, materials planning and stock control, purchasing
price accounting, and purchasing cost control, purchasing batch
control, assessment of suppliers. Improving the level of procurement
and materials control and enterprise’s competence, reducing cost
and risk involved, and enabling enterprise to make sustainable
development
2. Participants:
Vice general manager in charge of procurement, plan, logistics,
production, sales and WH, Dept managers and the Executives concerned
3. Term:
3 days
4. Contents of training:
Course framework
Part 1 The position of enterprise in terms of supply chain
1. The idea of supply chain
2. Why to enhance supply chain management for development of enterprise?
3.The position of enterprise in terms of supply chain ---Pentagonal
analysis model of supply chain
4.The core of supply chain management
5. The benefit made from supply chain management (Shanghai GM
case)
Part 2 Relationship management for cross-sector
1. With small batch, wide range of items, short production cycle
time, wide variety of customer demand, varied performance and
consequence from poor coordination of procurement, planning, production
and sales
2. Analysis of causes from poor coordination of cross-sector and
slow responsiveness to change of market
3. How to divide procurement from logistics, strengthen business
function of purchase management, and logistics control and coordination
of PMC
(1) How to build up operational system of advanced purchase management,
PMC, production operation, and sales management
(2) How to identify core business of procurement---develop purchasing
business function (suppliers management, development and integration)
(3) How to identify logistic of PMC, control and coordination
of production
4. How to build up coordination of departments from procurement,
PMC, WH, technology process, and sales
(1) Wide range of issues arise from poor coordination and communication
of cross-sector
(2) How to resolve the problems from poor coordination and communication
of cross-sector in relation to current procedure files and operational
guidelines
(3) How to identify the idea for service of internal customers,
formulate rule of game for communication of cross-sector (case
analysis)
Part 3 Procurement and suppliers management
1. Relationship of partners with suppliers
(1) Distinction between relationship of partners with suppliers
and relationship of traditional suppliers
(2) The issues faced in relation to cooperation model of current
enterprises
(3) How to build up the relationship of cooperation with win-win
model in terms of just in time procurement
2. Basic aim of management of suppliers
(1) How to strength process control to suppliers and continuous
improvement,
raise products quality and delivery performance
(2) How to boost check-free rate for inbound materials and implementation
of JIT
(3) How to resolve the issues with suppliers such as improvement
of quality, cost control and delivery term, boost quick responsibility
of suppliers
(4) How to integrate resources of purchase supply chain, make
good use of outer resources for win-win situation
3. Analysis of cost structure of suppliers and price control
(1) Analysis of purchase cost structure
(2) The elements concerned with fluctuation of purchase price
(3) Method of products purchase pricing based on different stage
of market life cycle
(4) Price competence of suppliers and analytic approach to potential
of reducing price.
(5) How to make adjustment to purchase based on fluctuation of
cost indexes from suppliers
(6) Appraisal of price, quality and service level from suppliers
and adjustment of price thereof (case operation)
4. Selection of suppliers
(1) The issues faced in relation to current suppliers picked up
(2) Strategy for selection and training to suppliers
(3) Operational procedure for development and appraisal of suppliers
(4) 6 criteria and 24 elements for selection of suppliers (Analysis
of Selection of suppliers from Shanghai Volkswagen)
(5) Assessment and appraisal of suppliers (case imitative operation)
(6)Appraisal to logistics process of suppliers (<<Rule of
appraisal for logistics process of suppliers2002>>)
5. Integration of suppliers
(1) How to raise supply ability and service level from suppliers
in the context of great development of enterprise
(2) How to carry out standard container supply in working position
(demand of standard container in working position, the pictures
concerned, cooperation model with suppliers)
(3) Duty and responsibility of suppliers in different stages of
life cycle of products
(4) Participation of suppliers in advance
(5) Supply reduced and group of suppliers integrated
(6) The operation of vendor management inventory (Chongqi Leer
Auto case)
(7) Modus operandi of supply on time (JIT interaction game)
(8) Milk run of components and parts for reduction of distributive
cost from suppliers (Shanghai Volkswagen, Shanghai GM and TNT
ANGI logistics service case)
(9) Reduction of shipment cycle time, implementation of integration
of suppliers for global procurement consolidated (GM overseas
transportation center case)
6. Purchase business with outsourcing strategy
(1) The benefit made from purchase outsourcing for enterprise
(Simen purchase outsourcing case)
(2) The issues with purchase outsourcing should be paid to attention
(Toyato OEM case)
(3) The contents and operation of purchase outsourcing
7. Prevention to purchase risk
(1) Operational system of purchase consolidated
(2) Purchasing fraud and prevention (Shanghai Huizhong group case)
Part 4 Materials plan and stock control
1. The issue of hard stock control arises from even-changing demand
of market and customization
2. Materials Schedule control
(1)General materials schedule control
(2) Specialized materials schedule control
3. MRP II , ERP operation
(1) Principle of operational procedure for MRP system ( analysis
of case)
(2) Implementation, barrier and solution of MRP II, ERP for modern
industrial enterprise
4. Stock control
(1) Based on LOT-FOR-LOT
(2) Based on EOQ
(3) Based on FOQ
(4) Based on ABC
(5) Based on variable monthly average (case)
(6) Based on cycle planning
(7) Short-term stock forecast and buffer stock control
(8) Quantitative relationship with long cycle time purchase batch,
stock control and sales forecast
5. Prevention to sink stock
(1) What is cause of sink stock made?
(2) Prevention of sink stock made with cooperation of cross-sector
(3) Effective disposal of sink stock
6. Stock control to components and spare parts
(1) Feature of demand for components and spare parts and key points
of stock control
(2) How do engineers have key influence on formulation of demand
plan for spare parts and stock control
(3) How to build up facilities maintenance plan, spare parts demand
plan in combination check &repair with regular maintenance,
examination system of stock indices
(4) Purchase agent for components and spare parts (Shanghai GM
and Tongchang in relation to outsourcing of purchase and logistics
for components and spare parts)
(5) Standard operation to application of purchase for components
and spare parts, check and receiving, claim and accounting
7. How to raise stock turns
(1) The concept of stock turns and its calculation
(2) Stock turns and calculation for sales plan and stock plan
(3) The way to boost stock turns
8. Development of game ---Beer game
(1) Understand pros and cons of stock with game
(2) Comprehend the cause and process of excess stock or stock-out
made through game
(3) Grasp the calculation of cost of stock and stock-out through
game
Boost the level of demand forecast and stock control with improvement
of psychological quality and operational expertise through the
game (Present<< Warehouse Management>> National Professional
Qualification Publication. Chief Editor Zhai Guangming, China
Labor & Protection Publishing House2003)
Part 5 Warehouse and logistics on-the-spot management
1. Warehouse and logistics
(1) How to establish logistics system of vendor supply based on
material control dept-pulled (or warehouse)
(2) How to integrate on-the-spot logistics control into warehouse
management
(3) How to make good use of space utilization, stock control and
materials distribution
(4) Warehouse function in terms of modern logistics principles
2. Warehouse inbound materials control
(1) Coordination of WH and purchase, plan and production
(2) The delivery and receiving for materials, control of errors
with check and receiving and who is to blame for it
(3) Management of delivery records and delivery lists
3. WH logistics Planning
(1) Warehouse areas layout and position of function
(2) How to lay out the spaces with optimization based on the features
of BOM of products (case analysis: the production increased to
4 times without extension of WH)
(3) Operational plan of Warehouse JIT distribution (Shanghai Volkswagen
JIT Distribution Case)
4. The materials storage management
(1) How to build up the system of on-the spot management for goods
states signs, visibility and trace ability (it’s easy to be retrieved
for goods stored)
(2) Assessment to space utilization and stock turns
5. The outbound materials control
(1) The control of supply materials with limitation
(2) The control for replenishment due to waste and obsolescence
6. Warehouse Performance Assessment (<< Rule of Warehouse
Management Appraisal>>)
7. Enterprise materials distribution
(1) Why to develop materials distribution for WH
(2) Pros and cons analysis for getting, delivery and distribution.
(3) Operational process of materials distribution
(4) Game development: Kanban-pulled Game
(5) Update of distribution model
? Management of VM I
? JIT delivery to working positions
? Management of Milk-run (Collaboration between Shanghai Volkswagen
Auto and TNT&Anji Logistics)
? Management of distribution from RDC
? VCD<< Modern Logistics Technology>>
? VCD<< Heier Group, Hongtai Group Modern Logistics>>
Appendices:
1. <<Purchase Framework Agreement 2002>>
2. <<Rule for Logistics Process Appraisal 2002>>
3. << Stock Control Procedure>>, << Management
of Components &Spare Parts>>
4. << Logistics Management Manual>>
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