| ■ 培训目标：
根据石油服务性企业面临备件采购周期长、基地需求急、变化多，备件基地作业现场消耗控制与分散库存管理困难，物流成本高等问题，通过介绍石油服务公司备件物流管理的成功案例和互动式培训，使学员理解搞好备件物流管理与提高服务水平的紧迫性，理解搞好物流管理是获得第三利润源泉的深刻含义，如何更新观念，掌握如何搞好企业内跨部门协作和沟通，在MEXIOM应用软件的环境下备件物流管理的规范流程和管理方式，掌握有效控制库存和提高对需求变化的快速反应能力等方面的技巧和方法，以降低物流成本和提高服务水平。
■ 培训对象：采购、计划、仓储、海上和办公室的维修工程师、MEXIOM
的工程师及相关人士。
■ 培训时间： 2天
■ 培训内容
★第一部分 石油备件物流面临的挑战
◆一、 物流的内涵与构成要素
◆二、 为什么说搞好现代企业物流是第三利润源泉
◆三、 目前，海油备件物流的特点及其面临的问题
◆四、 备件物流的运作环节
◆五、 备件管理的方式（某著名石油服务公司备件管理成功案例）
◆六、 如何确定适合海外作业、全球采购和仓库分散管理的物流运作程序（讨论）
◆七、 MEXIOM环境下如何确定备件物流、计划、采购与仓储的规范流程（某著名石油服务公司成功案例）
◆八、跨部门关系管理
1、 小批量、多品种、周期短、变化大的环境下，请购、采购、计划与库存控制不协调的种种表现和后果
2、 跨部门协调性差、对基地需求变化反应慢的原因分析
3、搞好备件供应物流跨部门协作要解决的关键问题
★第二部分
采购与供应商管理
◆一、供应商合作伙伴关系
1. 供应链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. 如何根据备件供应服务的同供应商建立供应链合作伙伴关系（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。
3、 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、供应商成本构成与价格分析
1、 供应商价格变动的影响因素
2、 供应商成本构成分析方法
3、 供应商成本指数变动的跟踪与采购价格的调整
4、 采购批量变动与价格折扣（案例操作）
◆四、供应商价格、质量、服务定量评审与价格修正（案例操作）
◆五、供应链合作伙伴选择的程序
◆六、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、大众汽车案例）
3、 供货商考评的方法（案例操作）
◆七、采购业务与风险控制
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、 规范合同条款和规避采购风险
6、 请购、验收与承付的控制
7、 采购舞弊的表现与防范
★第三部分
备件需求计划与库存控制
◆一、 物料需求计划
1. 编制备件需求计划的依据和方法
2. 备件需求与设备维修、备件损耗的相关性
3. 如何发挥维修工程师在确定备件请钩、需求预测和需求计划中的关键作用
4. 整合备件需求，降低采购成本的方法
5. 如何解决备件请购中的产品描述问题
◆二、库存控制
1、 总库与分库的库存合理设置原则
2、 库存计划制定的方法
3、 物料库存控制
l ABC库存控制法
l 经济批量控制法
l 安全系数控制法
l 最高库存与安全库存控制法
l 远期库存控制方法（案例分析）
◆三、库存周转率
1、 库存周转率的概念
2、 库存周转率与需求计划及库存的定量关系
3、 加快库存周转的途径
◆四、库存资源的利用
1、 帐外料的概念和形成
2、 帐外料的帐务处理
3、 项目实施结束前的备件管理与监控
4、 退库料的概念和形成
5、 退库料的帐务处理
6、 呆料的概念和形成
7、 呆料的处理
◆五、总库与分库库存管理的方法
1、总库与分库库存管理信息系统框架机器流程
2、计划部门如何调度和平衡总库与分库的资源
3、 如何合理选择供应商直送基地与通过总库中转配送方式
4、 如何完善总库与分库库存管理
★第四部分 备件仓储管理
◆一、
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、 备件仓储面临的问题
3、 如何发挥仓储部门在满足需求、协调计划、库位利用、库存控制和客户服务的作用。
4、 仓储的业务流程
◆二、
如何解决入库备件的描述不一的问题
1、 入库产品描述不一的原因
2、 产品描述不一给仓储管理与库存控制带来的不利影响
3、 解决入库产品描述不一的途径（某著名石油服务公司成功案例）
◆三、
货物入库控制
1、 货物接运与交接（责任划分、记录、追溯与处理）
2、 货物验收（基本要求及其方法）
3、 如何防范和控制货物接运交接与验收的差错（如何堵住验收中的漏洞成功案例分析）
◆四、货物在库管理与物流现场控制
1、 备件的储存保管的要求
2、 货物的分类储存与货位的合理规划
3、 仓库的标识、库位编码、可追溯性和目视化系统的实施方法
4、 仓储呆料合理的处置方法
5、 如何确定合理的储存定额
6、 如何加快存货周转和提高库位利用率（某得资企业“产量增加三倍，仓库未增加”的成功案例分析）
7、 库存盘点与盈亏、损耗的处理
◆五、货物储存环境控制与质量维护措施
1、 影响备件储存质量变化的因素
2、 货物质量变化预防和维护的技术措施。
◆六、货物出库与退货控制
1、 货物出库规范操作
2、 货物出库差错预防
3、 帐外料、退库料、呆料业务处理和现场管理
◆七、仓储管理质量评审及考核指标（案例分析）
附件：
1、 成功企业案例资料：《仓库审核条例》《运输商评审条例》《招标管理办法》《备件管理办法》《采购管理办法》
2、 增《仓储实务》（翟光明主编，中国财政经济出版社出版）或
《仓储保管》中级国家职业鉴定教材（翟光明主编，中国劳动与保障出版社出版）
■课程形式
讲授- 启发式、互动式教学- 小组讨论- 案例分析 - 练习
Logistics Management for
Spare Parts of Petrol Enterprise
Goal of training:
The issues faced by Petrol service firms in relation to long-term
cycle time for replenishment of spare parts, urgency and variability
of demand from oil fields, hard control for use in quantity on
the operational spot and stock stored in a few places, and therefore
high logistics cost. Through case study of spare parts management
from petrol service and interactive training, enable trainees
to comprehend urgency of improvement of spare parts management
and service level; understand the meaning that outstanding logistics
management can become origin of third profit; how to update the
idea; grasp coordination and communication of cross-sector; standard
process and management of spare parts logistics in the context
of software MAXIMO; grasp effective control of stock and improvement
of prompt responsibility to even-changing demand for reducing
logistics cost and enhancement of service level.
Participant:
Purchasing, plan, and warehouse executives, maintenance engineers,
MAXIMO engineers and staff concerned
Term:
2 days
Contents of training
Part 1 The challenges faced in relation to Petrol spare parts
logistics
1. Main contents and elements of logistics
2. Why does outstanding modern logistics management for a manufacturer
to become origin of its third profit?
3. The features of current petrol logistics for spare parts and
issues faced thereof
4. Operational process of logistics for spare parts
5. Approach to management of spare parts( case study for well-known
petrol service with management of spare parts )
6.How to determine operational procedure for logistics relating
to combined procurement, overseas business, global procurement
and network warehouse management
7. How to determine standard process in relation to spare parts
logistics, plan, purchase and warehouse( case study for well-known
petrol service )
8. Cross-sector relationship management
(1) The consequence and performance for poor coordination of application
of purchase, procurement, plan and stock control in the context
of small batch, wide varied lines, short life cycle, even-changing
demand
(2) Cause analysis for poor coordination of cross-sector, slow
response to even-changing demand from oil field
(3) Crucial issue should be resolved by coordination of cross-sector
for effective spare parts supply
Part 2 Procurement and supplier management
1. Cooperation relationship with suppliers
(1) It’s important to distinguish between the supplier as partner
and traditional one.
(2) The issues faced in cooperation with suppliers
(3) How to build up cooperation relationship with suppliers based
on service demand of spare parts in terms of supply chain management
2.Basic aim of suppliers relationship management
(1) How to strength process control to supplier and make continuous
improvement for quality of products and delivery performance
(2) How to resolve the issues with suppliers such as quality control,
cost effective and delivery term for performance of rapid responsibility
(3) )How to exploit external resources with integration of purchase
supply chain for win-win situation.
3. Analysis of cost structure of suppliers and price analysis
(1) The factors concerned with fluctuation of purchase price
(2) Analytic approach to cost structure of suppliers
(3) Record of fluctuation of supply cost indices from suppliers
and adjustment of purchase price
(4) Change of purchase batch and price discount (case operation)
4. Appraisal of price, quality and service level from suppliers
and adjustment of price thereof (case operation)
5.The procedure of selection of partners in the context of supply
chain
6. Appraisal and examination of suppliers
(1)The process of assessment of suppliers
(2) The criteria of assessment of suppliers( Seimen household
appliance, Volkswagen auto case)
(3) Approach to assessment of suppliers ( case operation)
7. Purchase business and risk control
(1) Set up procurement guiding team
(2) Accounting book for Purchase
(3) Anti-Corruption agreement and accountability
(4) Purchasing budget and capital control
(5) Standardization of contract in accordance with the law and
avoidance of purchase risk
(6) Control of application of purchase, receiving and check, acceptance
and
payment
(7) Cases of Purchase fraud and prevention
Part 3 Spare parts demand plan and stock control
1. Materials demand plan
(1) Basis and approach of formulation in relation to spare parts
demand plan
(2) Demand of spare parts relevance to maintenance and loss
(3) How do engineers have crucial influence on application of
purchase for spare parts, demand forecast and plan
(4) Approach to integration of spare parts, reduction of purchase
cost
(5) How to solve problems with description of products in application
of purchase for spare parts
2. Stock control
(1) Principle of establishment for distribution center and warehouse
(2) Approach to formulation of stock plan
(3) Materials stock control
ABC stock control
EOQ stock control
Safety coefficient stock control
Max and safety stock control
Future stock control
3. Stock turns
(1) The concept of stock turns
(2) Quantitative relationship of stock turns with demand plan
and stock
(3) The way to raise stock turns
4. Utilization of stock
(1) The concept and development with off-book materials
(2) Accounting process with off-book materials
(3) Management and control for spare parts before completion of
the project
(4)The concept and development for return stock
(5) Accounting process with return stock
(6) The concept and development for sink stock
(7) Disposal of sink stock
5. Management of stock for distribution center and warehouse
(1)The working flow of information system framework with management
of distribution center and warehouse
(2) How does planning sector dispatch and balance stock between
distribution center and warehouse
(3) How to select suppliers to deliver stock to oil field or transfer
stock from distribution center
(4) How to improve management of stock with distribution center
and warehouse
Part 4 Warehouse management with spare parts
1. Warehouse management in terms of enterprise logistics
(1) Distinction between logistics-focused warehouse and traditional
one
(2) The issues faced by the warehouse with spare parts
(3) How to build up warehouse management for meeting demand, plan
coordination, space utilization, stock control and customer service
(4) The process of warehouse management
2. How to solve problem with descriptions difference of inbound
spare parts
(1) The cause of descriptions difference of inbound spare parts
(2) poor warehouse management and hard stock control arise from
descriptions difference of inbound spare parts
(3) Approach to solve the problem with descriptions difference
of inbound spare parts (well-known petrol service firm case)
3. Inbound stock control
(1) Claim responsibility for delivery and receiving, record, and
who is to blame for it if anything wrong
(2) Basic demand and method for Check and receiving with stock
(3) How to prevent and control the errors with delivery, receiving
and check (case analysis: how to avert the blunders in receiving
and check)
4. Stock management and logistics control on the spot
(1) Demand with storage of spare parts
(2) Categories of stock stored and Scientific design for space
layout
(3) How to build up the system of goods states signs, space numbered,
trace ability and visibility
(4) Disposal of sink-stock
(5) How to determine stock level
(6) How to raise stock turns and utilization of space(case analysis:
the production increased to 4 times without extension of WH)
(7) Stock check and more and less, management of loss
5. Surroundings control with stock and quality maintained
(1) The factors concerned in stock quality of spare parts
(2) Prevention to varied quality of stock and quality maintained
6. Control to outbound and return of stock
(1) Standard operation of outbound stock
(2) Prevention to mistakes made for outbound stock
(3) Process of off-book, return and sink stock, and management
on the spot
7. Appraisal and KPI to warehouse management ( case analysis)
Appendices:
1. case documents << spare parts management>>, <<
rule of appraisal for warehouse of spare parts>>, <<
rule of appraisal for carrier>>, << management of
public bidding with procurement of equipment>>, <<
procurement management>>
2. Present << warehouse operation>> (chief editor
Zhai Guangming, china financial &economic publishing house)
The course taken
Teaching—heuristics, interaction—group discussion—case study--exercises
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