| ■ 一、培训目标
根据目前生产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。
■二、培训时间 ：2天
■三、培训对象采购部经理、采购人员及跨部门相关人士。
■四、培训内容
★第一部分
采购组织与激励模式设计
一、供应链管理理念下的采购管理面临的挑战
二、采购功能设计在现代企业中的再定位
1、 采购的商务功能与物流控制功能相分离
2、 采购与PMC业务分工的构架（成功案例分析）
3、 采购组织形式及其功能（成功案例分析）
4、 新型采购管理对采购人员的技能要求
三、采购与跨部门关系管理设计框架
1、 传统采购管理的4大误区
2、采购与跨部门协作不良带来的种种问题
3、采购涉及的跨部门关系
4、采购与技术、PMC、仓储等部门协作的“游戏规则”
★第二部分
采购管理中的流程与业务运作
一、采购业务流程
1、 采购计划
? 如何根据MRP制定采购计划（不同需求特征物料采购批量的确定方法）
? ABC控制法
? 安全库存控制法（上海制动系统实例）
? 滚动计划库存控制法
? 长周期采购批量与需求预测、库存控制法的量变关系（CKD采购计划）（上海制动系统实例）
2、 预算及预测
3、 采购需求及需求分析
4、 选择及谈判
ü 协商、比价和招投标
5、合同及订单
ü 涉及到法律、财务的要求（某汽车制造企业《采购框架协议2002版》实例）
ü 签订采购框架协议应注意的问题（案例分析）
ü 收货及检验
6、发票处理
7、支付
一、 物料采购流程优化（上海圣德曼公司案例）
二、 采购风险的防范（上海汇众汽车成功案例）
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
7、 《采购管理办法》
三、 设备维修备件请购、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
3、备件委托代理采购（上海通用汽车与东昌西泰克备件委托代理采购成功案例）
★第三部分
供应商管理
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、采购成本构成分析与价格控制
1、 采购成本分析
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价格进行调整
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
1、 发展供应商目前面临的问题
2、 开发供应商、培养供应商与国产化的策略
3、 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）
4、 发展供应商的操作程序
5、 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（上海通用汽车案例）
3、 供货商考评的方法（案例操作）
4、供应商物流过程评审
l 上海大众《供应商物流过程评审条例2002版》（案例）
六、整合供应商
1、 如何实施标准工位器具供货（标准工位器要求、各种照片、同供应商合作模式）
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（重庆李尔汽车案例）
6、 适时供货模式运作方法（JIT互动游戏）
7、 零部件集货配送降低供应商配送成本（上海大众、通用汽车与TNT安吉物流合作案例）
8、 缩短进口周期，实施全球采购的供应商集成运作方法（通用海外联运中心运作案例）
★第四部分 采购谈判技巧与框架协议
一、采购谈判的特点成功谈判的影响因素成功谈判的三大原则如何排除谈判进入的障碍
二、如何提高谈判的心理素质
三、对待不同供应商的谈判策略
四、 实际操作演练及讨论
五、 框架协议谈判要点（《某著名外资企业〈采购框架协议〉2002版》案例）
★第五部分 采购绩效评估
一、 采购绩效的衡量
二、 采购绩效指标KPI（某企业实例）
三、 工厂采购
四、 上游采购
五、 配套采购
六、 记分办法
七、 考核程序
八、 考核结果应用
★附件
1、 外购件物流管理集成系统的应用——配套计划和收货流程在某公司的实施办法
2、 一般物料采购流程优化（案例）
3、 某企业〈采购管理办法〉2002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
Advanced Training Course in
Procurement Management and Design of Procurement System
1. Goal of training
In light of issues faced by current enterprises in relation to
variability of demands, shortened lead time to order, long cycle
time for procurement, hard stock control. We expect to help trainees
to identify theory of modern procurement, emergency of supply
chain for the enterprises by the means of games, interaction and
cases study. Through on-the-spot imitative operation, enable the
trainees to grasp coordination of cross-sectors and practical
way of suppliers management, including accounts of procurement,
cost control of procurement, control of batch purchase, evaluation
of suppliers as well as skills in negotiation, etc. so as to enhance
purchasing level and competence, reduce purchasing cost and risk
and promote sustainable development of enterprises
2. Term: 2 days
3. Participants: Purchasing Dept Managers, Purchasing executives
and coordinating officers of inter-sectors
4. Contents:
Part 1. Organization of procurement and revamp of incentive approach
(1) Challenge arises from purchase management in the context of
supply chain management
(2) Re-position of modern enterprise on functional design of procurement
A. Division of purchase into business function and logistics control
B. Framework of division of business between procurement and PMC
(case analysis)
C. Organizational structure of Purchase and its function (case
analysis)
D. Advanced purchase management to demand of skills for purchasing
staff
(3) Framework design to procurement and cross-sectors management
A. Four minefields to traditional purchasing management
B. Various issues arisen from procurement and poor coordination
of cross-sectors
C. Procurement concerned with cross-sectors relationships
D. “Game rule” taken by coordination of purchase, technology,
PMC, warehouse and the others concerned
Part 2. Process and Business Operation in Purchasing Management
(1) Purchasing process
A. Purchasing plan
? How to make a purchasing plan based on MRP (method of purchasing
batch made based on various features of materials demand)
? ABC control
? Safety stock control (Shanghai brake system case)
? Cycle planning stock control
? Quantitative relationship in relation to long-term purchasing
batch, forecast of demand, and stock control (CKD purchasing plan)(Shanghai
brake system case)
B. Budget and forecast
C. Purchasing demand and analysis of demand
D. Selection and negotiation: Compromising, matching prices and
bidding
E. Contract and order
Legal and financial issues concerned (The auto corporation case<<
framework agreement of procurement2002>>)
ü The issues concerned by making purchasing agreement (case analysis)
ü Receiving and check
F. Invoice processing
G. Payment
(2) Optimization of purchasing process (Shanghai case)
(3) Prevention of purchasing risk (Shanghai case)
A. Set up procurement guiding group
B. Purchasing accounting book
C. Anti-Corruption agreement and accountability
D. Purchasing budget and capital control
E. Confirmation of the contract from multi-level managements concerned
F. Purchasing fraud and prevention
(4) Key control point with application of purchase for spare
parts, check, acceptance and payment
? Purchasing applications based on various demands of materials
or spare parts
? Standard operation and control with purchasing application,
check, acceptance and payment
? Procurement of spare parts from the purchasing agent.
(Case study with SGM and purchase agent of DongChang)
Part 3 Suppliers Management
(1) Relationship of partner with suppliers
A. It’s important to distinguish between the supplier as partner
and traditional one.
B. The issues faced in cooperation with suppliers
C. Establishment of cooperation with partner in terms of just
in time of procurement for win-win situation
(2) Basic aim of supplier management
A. How to carry out continuous improvement of process control
to supplier for quality of products and delivery performance
B. How to boost check-free rate for inbound materials and implement
“just in time” supply plan
C. How to solve the issues with suppliers such as quality control,
cost effective and delivery term for performance of rapid responsibility
with short lead time
D. How to exploit external resources with integration of purchase
supply chain for win-win situation.
(3) Structure analysis of purchase cost and price control
A. Purchase cost analysis
B. Elements concerned of price fluctuation from suppliers
C. Method of purchase pricing based on different stage of market
life cycle of products
D. Price competence of suppliers and analytic approach to potential
of reducing price.
E. How to make adjustment to purchase based on fluctuation of
cost indexes from suppliers
F. Appraisal of price, quality and service level from suppliers
and adjustment of price thereof (case operation)
(4)Selection of suppliers
A. The issues faced in selection of current suppliers
B. Selection and training to suppliers and strategy of localization
C. New perception of global procurement, avoidance of purchase
risk---from CKD, SKD to SV (Case of global procurement from Shanghai
GM)
D. Operational procedure for selecting and training suppliers
E. 6 criteria and 24 elements for selecting suppliers (Analysis
of Selection of suppliers from Shanghai Volkswagen)
(5) Appraisal and assessment to suppliers
A. Operation of appraisal performed to suppliers
B. Criteria of assessment to suppliers (Shanghai GM case)
C. Methods of appraisal to suppliers (presentation of case)
D. Appraisal of logistics process to suppliers (<<Rule of
appraisal for logistics process of suppliers2002>>)
(6) Integration of suppliers
A. Duty and responsibility of suppliers in different stages of
life cycle of products
B. Participation of suppliers in advance
? Supply reduced and group of suppliers integrated
? Operational process of VMI (Chongqi Lear Auto case)
? Modus operandi of supply on time (JIT interaction game)
? Milk run of components and parts for reduction of distributive
cost from suppliers (Shanghai Volkswagen, Shanghai GM and TNT
ANGI logistics service case)
? Reduction of shipment cycle time, implementation of integration
of suppliers for global procurement consolidated (GM overseas
transportation center case)
Part 4. Purchase negotiation skills and agreement of framework
(1) Features of purchase negotiation, Elements involved to negotiate
an agreement; 3 Principles to reach an agreement; How to clear
hurdles for entry into negotiation
(2) How to enhance psychological quality in purchase negotiation
(3) Different strategies of negotiation to various suppliers
(4) Key Points of framework agreement in purchase negotiation
(<< Purchase Framework Agreement from foreign-invested firm
2002>>)
Part5. Evaluation to criteria of Performance in Purchase
(1) Measurement of performance in purchase
(2) KPI in purchase (case)
(3) Industrial purchase
(4) Purchase from upstream industry
(5) Package purchase
(6) Approach of score made
(7) Assessment procedure
(8) Application of assessment result
Appendices:
1. Application of integrated system for logistics management of
components purchased---Implementation to package schedule and
receiving goods process
2. Optimization of purchase process (case)
3. <<Purchase Management 2002>> |
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