■ 培训目标：
根据ISO-9000、VDA6.1、QS-9000、16949等国际质量认证要求，通过培训，使学员理解我国加入WTO，在批量客户化生产方式下，搞好生产计划与物料控制的紧迫性。掌握如何用现代物流的理念确定仓储部门的职责，规范仓储业务运作。掌握先进的仓储管理方法，提高仓库的利用率、工作效率和服务质量，提升仓储管理水平。
■培训对象：生产企业物流、仓储、计划等部门的主管总经理、部门经理及相关人士。
■培训时间： 2天
■培训内容 ★第一部分
物流与仓储
一、 现代物流的概念
1、现代物流仓储管理在企业物流中的作用
1、 以物流运作为核心的仓储与传统仓储之区别
2、 企业仓储管理面临的问题
3、 现代物流管理对仓储的要求
二、 仓储部门职责范围界定
1、 如何建立采购的商务功能与物料控制职能相分离的物流运作体系。
2、 企业如何建立物料与生产控制（PMC）体系，合理确定仓储管理机构。
3、 如何发挥仓储部门在满足需求、协调物料计划、库位利用和库存控制的作用。
4、 在现代企业供应链环境下仓储部门的职责
三、 仓储业务流程
★第二部分 进货批量与库存控制
一、 不同需求特征物料进货批量的控制
1、 需定量法（LOT-FOR -LOT）
2、 经济批量法（EOQ）
3、 周期订购批量法（FOQ）
4、 安全库存法
5、 期初期末库存法
二、 库存控制
1、 库存利弊分析
2、 库存及其相关的概念
3、 库存控制的方法与实践
l ABC库存控制法
l 经济批量控制法
l 变动系数月平均库存控制法（某外资企业的实践案例）
l 滚动计划库存控制法（某外资企业的实践案例）
三、 呆料预防与处理
★第三部分 物料入库控制
一、 物料入库单证流程及信息沟通
1、 物料入库单证流程
2、 仓储与相关业务部门的信息沟通
二、 物料接运交接
1、 物料接运方式
2、 接运交接业务运作程序
3、 接运交接责任划分、记录、追溯与处理。
三、 物料验收
1、 进口外购件（CKD）验收方法与索赔程序
2、 国产外购件（CKD）验收方法与索赔程序
3、 其它物料的验收方法索赔程序
四、 控制物料接运交接与验收的差错的途径
★第四部 分物料在库管理与物流现场控制
一、 物料的分类储存与货位的合理规划
二、 仓库的标识、可追溯性和目视化系统
三、 合理的储存定额
四、 按批次储存、先进先出与呆料处置
五、 加快存货周转和提高库位利用率的有效方法
六、 库存盘点与盈亏、损耗的处理
★第五部分 物料储存环境控制与质量维护措施
一、 影响物料质量变化的因素
二、 仓储条件与物料质量变化的关系
三、 仓库温湿度变化的规律及控制方法
四、 物料质量变化预防和维护的技术措施。
五、 危险品安全储存保管、处置与环境保护
★第六部分 物料出库供应与物流配送
一、 物料出库供应与物流配送运作要求
二、 为什么物料仓储要开展配送业务
三、 传统仓库与配送中心功能的区别和联系
四、 企业物料仓库如何向配送中心功能转化
五、 如何建立与PMC相协调的配送体系
六、 MRP与JIT看板管理相结合的物料配送运作程序（上海采埃孚安例分析）
七、 供应商适时供货（JIT）与寄售库存物料管理方法（上海大众案例分析）
八、 物料“体外循环”的物料管理方法（上海汽车齿轮总厂案例分析）
九、 工废、料废补料的规范处理
十、 如何处理意外借料
十一、 退库与退货之规范处理
十二、 《日本物流配送》录象
★第七部分 仓储管理业绩评估
一、 仓储管理质量评审内容
二、 仓储管理业绩评价指标体系
★第八部分 仓库管理信息系统（WMS）
一、 仓库管理系统（WMS）及其组成
1、入库操作流程
2、出库操作流程
4、 条形码与电子标签技术
5、 GPS定位系统
二、 建立仓库管理系统（WMS）的方式和应注意的问题
三、 观看《青岛海尔物流管理》录象。
★第九部分 物流外包
一、 物流外包与第三方物流服务
1、 如何根据企业生产发展的需要确定物流外包项目
2、 第三方物流的概念及其优势
3、 物流外包服务的内容
二、 第三方物流招标与选择
三、 第三方物流服务的评价
附：
1、 《物流过程评审条例》
2、 《仓库审核条例》
■课程形式
讲授- 启发式、互动式教学- 小组讨论- 案例分析 - 练习
Materials Control and WH Management (New Version)
1. Goal of training:
The issues faced by current manufacturing enterprise in relation
to wide variety of customer demand, quickly upgraded technology,
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, material management
and control, reduce stock and logistics cost, raise level of coordination
for cross-sector with material management and responsibility to
market demand. Updating the ideas of warehouse staff, extending
warehouse value-added service, improving warehouse operational
efficiency and service level, upgrading the level of material
control and WH management.
2. Participants:
Vice general manager in charge of procurement, plan, logistics,
production and WH, Dept managers and the Executives concerned
3. Term:
2 days
4. Contents of Training
Part 1 Logistics Management and Cross-Sector Coordination
1. Opportunity and challenge faced by current enterprises in relation
to logistics
2. The term and elements of logistics
3. Why does an enterprise enable outstanding logistics management
to become origin of its third profit?
4. Logistics management of manufacturing enterprise and cross-sector
coordination
(1)Issue of cross-sector coordination arises from wide variability
of customer demand, prompt upgrade of technology, reduced lead
time to order, hard stock control.
(2) Performance and consequences from poor coordination of cross-sector
(3) The causes of poor coordination of cross-sector---establishment
of traditional functional departments and analysis of pros and
cons
(4) How to develop operational system of logistics with outstanding
coordination of cross-sector and prompt responsiveness
(5) How to integrate MPS with materials plan, develop PMC with
key functions of logistic control and coordination
(6) How to divide procurement from logistics, strengthen purchase
supply chain management
(7) How to consolidate sales forecast and CRM
(8) How to develop order assessment and coordination of cross-sector
(even with suppliers) involved in products development in its
early stage
Part2 Materials management and stock control
1. Materials management
(1) The core and duty of materials management
(2) Materials management operation
2. Materials demand schedule
(1) Formulation of standby materials schedule/special-used materials
schedule
(2) Rationale for MRP system operation procedure
(3) Implementation, barriers and solutions of MRPII, QAD, ERP
for modern industrial enterprise
3. Stock control
(1) Control of inbound materials batch based on variation of demand
(2) JIT control/EOQ control/LOT for LOT Control
(3) Materials stock control (ABC review/quantity review/periodic
review/safety stock review/long cycle time imported stock review)
(4) Effective approach of reducing stock ( foreign-invested firm
stock control case)
4. Management of sink stock and off-book stock
(1) What is cause of sink stock made?
(2) How to prevent sink stock made and dispose of it through cooperation
of cross-sector.( case study)
(3)Approach to management of Off-book materials
5. Materials packing management
(1) Weakness of traditional materials packing
(2) How to build up standard container system in working position
based on nature of products, production batch, and warehouse conditions
(the pictures presentation)
(3) Basis demand for design of standard container in working position.(Shanghai
Volkswagen<< Design Criteria for standard container in working
position>>)
(4) Use and management of the container in working position.
6. Management to components and spare parts
(1) The problems usually seen in terms of management of components
and spare parts
(2) How to resolve descriptions difference of products( South
China Sea Petrol Zhanjiang branch case)
(3) How to cover the variance with uncertainty in demand and stock
control
How to resolve the problem arising from variance with uncertainty
in demand and stock control(components and spare parts management
from Daya Bay nuclear power station)
(4) Application of procurement and business process for components
and spare parts(Shanghai Huizhong auto case)
(5) How to develop key control point for application of procurement
to components and parts,
receiving and check, acceptance and payment
7. Game development---Bear Game (inventory forecasting, order,
skills exercise of stock cost accounting and improvement of psychological
quality)
Part 3 Control of WIP in the context of Just in Time
1. The problems with production operation and WIP stock arise
from Ever-changing market demand
2. MPS and control in terms of JIT
(1)Idea of JIT production
(2) How to distinguish between push-oriented control system and
pull-oriented one.
(3) Characteristic and aim of JIT
3. Effective control with WIP stock—Kanban management
(1)The fundamentals and operation of Kanban(game)
(2) Type and use of Kanban
(3) Operation of production based on Kanban
4. Application of Kanban in pull-oriented supply in terms of
JIT
(1) Suppliers supply goods just in time based on Kanban-pulled
(2) Warehouse to distribute goods based on Kanban-pulled
(3) WIP supply pulled from downstream process.
(4) The application of Electronic Labeling to distribution of
RM warehouse
(5) Logistics control model in the context of integration of MRPII
and JIT(case discussion)
(First Auto Volkswagen JIT VCD)
Part 4 ON-the Spot Management for Warehouse and logistics
1.Warehouse and logistics
(1) The issues and challenge with warehouse management faced by
current industrial enterprises
(2) How to integrate on-the-spot logistics control with management
of WH
(3) How to develop the undertaking of warehouse dept with space
utilization, stock control and materials distribution
(4) The extension of function of WH in the context of modern logistics
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. WH logistics Planning
(1)Approach to categories of materials stored
(2) How to undertake the plan for capacity of WH storage, WH facilities
safety and improvement of space utilization
(3) The approach to spaces laid out and numbered under MRPII
(4) 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)
4. The material 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) Control for environment of materials storage and variety of
quality
(3) Assessment to space utilization and stock turns
(4) Stocktaking and disposal of sink stock
5. Control for warehouse outbound materials
(1) The control of supply materials with limitation
(2) The control for replenishment due to the working residue and
obsolescence
(3) How to deal with outbound materials off the record (prevention
of borrowing materials---Seimen telecom case)
Part 5 Industrial enterprise materials distribution
1. Why to develop materials distribution for WH
2. Pros and cons analysis for receiving, delivery and distribution.
3. Operational process of materials distribution
(1) Distribution operation planning
(2) Distribution operation under Kanban
(3) Electronic Labeling distribution operation under Kanban
(4) Game development: Game Kanban-pulled
4. The formulation for materials distribution solution
(1)Allocation of distribution facilities
(2)The expertise of distribution operation
5. Update of distribution model
(1) Management of VM I
(2) JIT delivery to working positions
(3) Management of Milk-run (Collaboration between Shanghai Volkswagen
Auto and TNT&Anji Logistics)
(4) Management of distribution from RDC
VCD<< Modern Logistics Technology>>
VCD<< Heier Group, Hongtai Group Modern Logistics>>
Appendices:
1. << Rule of Appraisal for Logistics Process>>
2. << Rule of WH >>
3. << Stock Control Operational Process>>
4. (Present:<<Warehouse Management>> national professional
qualification publication from China labor and protection publishing
house2003, chief editor Zhai Guangming)
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