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May 21, 2019, 4:18:01 AM5/21/19
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《供应链计划管理与物料控制SOP&PMC》 


  05月24-25日 上海     06月21-22日 深圳

  06月14-15日 昆山     05月24-25日 北京

07月26-27日 杭州

4800元/人 


课 程 背 景

供应链七大计划流程制度决定公司盈利成败,因此供应链PMC统筹相关管理部门完成SOPSales & Operation Planning) 制度和产供销研技存五大能力衔接 ,供应链七大计划透过销售市场波动拉动各个部门改善达至产能最大化。实现销售围着市场转,计划围着销售转,各个部门围着计划转的供应链思想,以销售为中心,合理地制订公司的供应链各个部门年度计划、月度计划、周计划及天的执行计划,最终提升准时交货,缩短交期和降低库存成本,提高市场竞争力和客户满意度。现在的企业无疑已经不可能光靠自己的单打独斗在商业环境中生存并获得持续的竞争力,它们都必须通过其所在的供应链参与竞争!

【您是否急切需要解决以下问题?】

1、如何设计供应链PMC统筹相关管理部门链接方法?

2、如何建立和完善计划SOP制度体系---- SOP三大产能策略?

3、如何编制和执行供应链年度/滚动月度/周计划/天计划?

4、如何制定并完善供应链七大计划流程制度运作体系?

5、如何衔接整合供应链七大计划流程(生产计划、物料计划与采购计划等)?

6、如何建立完善产品数据机制并掌握产能负荷计划计算方法及生产均衡性方法?

7、如何设计物料需求计划计算方法、步骤及控制技巧?

9、如何设计精益生产模式下拉动生产周期缩短方法----MES系统?

10、如何预测及制定合理的短、中、长期销售计划?

11、如何分析供货商交期延误并设计改善对策?

12、如何制定扦单、急单、补单/加单等八单控制制度 和产销衔接制度?

13、如何设计七种库存设定和调整方法?

14、如何设计生产排产依据和方法公式(含二次开发电子表格及APS系统表格)

15、如何调整成品安全库存和最低库存量?

针对以上15个问题我们将在21夜课程当中为您深度解决。

从基础制度到方法设计到实操案例到结合本企业现场落地辅导,既是理论的提升,又是实务的落地辅导。


课 程 纲 要 

课程导入:订单交货及时率低,销售计划不准确,如何解决插单,急单,补单,加单。减单和消单,缺失产销衔接管理和急单、插单、补单,加单等八单制度,计划赶不上变化快,不知道如何计算产能负荷分析对策,生产车间的进度与计划的差距巨大,不知道如何管控生产进度,物料短缺控制失控无法配合计划,仓库库存积压严重,成品,半成品,原材料的库存资金积压巨大,经常被财务部投诉。

第一部分:供应链之銷售出货計划/生産計划/物料計划等七大計劃职能管理
1、供应链PMC角色定位---七大計劃衔接总指挥
2、供应链七大计划流程制度(供应链銷售出貨计划、生产主计划、物料计划、采购计划、供应商送货计划、生产車間计划、生产車間工序计划流程)
  案例分析:供应链七大计划流程制度實例分析
3、建立/完善供应链七大计划体系(包括ERP系统)
 1)SOP三大产能策略规划
 2)年度计划/滚动月度计划/滚动周计划/滚动天七大计划编制和执行
 3)年度销售计划/滚动月度销售计划/滚动周出货计划/天出货计划编制和执行
 4)年度生产计划/滚动月度生产计划/滚动生产周计划/生产天计划编制和执行
 5)滚动月度计划产供销研平衡SOP制度
 案例分析:
    1.蒂森年度/滚动月度/周计划/天七大计划编制和执行流程
    2.蒂森滚动月度计划产供销平衡会议制度案例分析
     一级主生产计划制订和执行流程- APS系统
     一级主生产计划/二级生产计划进度衔接-----降低在制品库存和缩短交期
     二级主生产计划制订和执行流程—MES系统
 案例分析:年度销售/滚动月度销售预测/周出货计划/编制和执行流程
 现场实操演练:诊断和完善本公司年度销售/滚动月度销售预测/周出货计划/编制和执行流程和滚动月度产供销存能力平衡SOP

第二部分:销售出货計划和生产计划及物料计划PMC衔接流程
1、销售预测与生产计划的衔接与平衡生产计划
2、每周出货计划和主生产计划衔接流程----- 降低成品库存
3、销售预测計划/生产计划变化反馈和预测库存控制协调管理
4、如何制定扦单、急单、补单/加单等八单控制制度
 案例分析:
  1.月度滚动产能负荷分析/三天生产计划不能变的滚动产能负荷分析案例分析
  2.扦单、急单、补单/加单/生産計划紧急控制流程案例分析
 现场实操演练:诊断和制定本公司生产计划计划流程/紧急订单产销衔接流程/ 制定扦单、急单、补单/加单等八单制度

第三部分:物流计划与库存量管制
1、物流计划流程七步骤
 1)产品交期短/物料采购周期长物流计划流程
 2)供货商交期管制十大之道 
 3)采购物料交期跟催监控表格/工具设计
 4)采购物料欠料分析跟进表分析
 5)采购物料预防欠料表分析
 6)采购备料齐套表分析
 7)物料短缺八大原因和七种预防对策
2、存量管制
 1)安全存量VS最高存量VS最低存量设定方法
 2)生产淡旺波峰库存量调整三阶段方法设计
 3)库存量降低7大方法
 4)九大库存指标管理/考核设计
 5)物料周转速度/周转率/存料率设计
现场实操演练:物料计划流程和采购物料交期制度


 讲师介绍/Lecturer 

雷卫旭 老师 
香港理工大学MBA
香港生产力促进局和香港工业署特约讲师
美国管理学会(AMA)授权专业培训师
清华大学/北京大学/浙江大学/上海交大/中山大学EMBA班特邀实战型讲师
2006-2018年被培训论坛推誉为“十大实战派培训师”
中国SCM&PMC课程全国第一人
现任国内多家上市及民营企业顾问咨询专家
【职业经历】
    曽任某企业副总经理, 至今华颂集团股东之一,拥有三十年的销售生产物料管理经验,讲授经验非常丰富,讲授/辅导过11126家中外企业、项目辅导过100多家企业,融集欧美、中、港、台多家企业经验之精华,
特别是2008/2009、2010年间辅导顺德美的集团/富士康供应链管理等重大项目。
【主讲课程】
1、《生产计划与物料控制PMC》
2、《销售预测计划制定实施与产销衔接管理》
3、《采购成本和供应商管理》











《采购经理必修课—高级采购管理》


06月26-28日 上海  11月07-09日 深圳


6800元/人/3天 或 2400元/人/1天 


课 程 纲 要 

第一天:采购成本优化与控制技巧
一、采购成本分析与报价管理
1. 采购流程
2. 采购定价过程(采购分析、价格分析、成本分析、价值分析、QDA数量折扣分析 )

二、成本核算基本理论
1. 成本概念的理解
2. 成本构成及核算方法
3. 成本控制概述
4. 以盈利为目的的成本控制步骤
5. 成本控制中各部门的作用
6. 计划成本和实现目标
7. 降低成本行动
8. 盈亏平衡分析
9. 学习曲线
10. QDA数量折扣分析
11. 价格/成本分析的十种有效方法
a) 实绩法 b) 目标价格法
c) 横向比较法 d) 应用经验法
e) 估价比较法 f) 市场价格法
g) 制造商价格测算法 h) 实际成本法
i) 科学简易算定法(ABC作业成本法)
j) 采购价格标准法

三、成本控制与优化的有效方法
1. 影响采购价格的因素
2. 供应市场结构与采购策略 (现货采购、按需购买、提前购买、投机购买、批量购买协议、产品生命周期供应、即时供货制、寄售、供应商自动补货体系VMI、通用/基本商品)
3. 降低成本的策略与方法
规避成本,限制成本与降低成本的区别
八类成本的考虑(时效、质量、耗费、机会、库存、物流、仓储、持有)
四、降低成本的十种有效方法


第二天:采购谈判策略与技巧
一、采购谈判概述
1. 何谓谈判
2. 谈判中可能涉及的议题
3. 影响谈判及其结果的诸多因素
4. 谈判的心理模式(单赢\双赢)
5. 谈判的基本原则(交换\赢家\效率)
6. 谈判的五大特点
7. 谈判的基本阶段

二、信息收集与谈判地位分析
1. 信息收集
2. 谈判者地位分析
3. 常见定价原则与方法
4. 成本核算与分析方法
5. 合同价格设定与调整原则
三、谈判策略、谈判技巧与方法
1

. 议价区间分析
2. 谈判战略制定的四步曲
3. 如何优先掌控谈判节奏
4. 有效谈判的技巧
5. 价格谈判的操作要领
6. 谈判中需要避免的9个事项
7. 在洽谈的准备中要考虑的三个主要问题
8. 价格谈判的五个步骤
9. 开价技巧
10. 价格解释的五大要素
11. 谈判过程中的“十要”和“十不要”
12. 什么是有效谈判
13. 谈判的替代方式

四、如何摆脱僵持或僵局的困境
1. 陷入僵局的谈判
2. 打破僵局的十大策略
3. 让步的技巧与策略

五、优秀谈判者的特质与成功谈判守则
1. 优秀谈判人员的特质
2. 成功谈判的守则
3. 成功的谈判
 
第三天:供应商选择、评估与管理
第一篇 供应商开发与选择
第一章  寻源决策
1.寻源定义
2.寻源决策
3.识别供应源的决策方法
4.寻找战略匹配的供应商
5.国际供应链和寻源
6.寻源决策的财务问题

第二章 国际采购寻源问题
1.国际采购寻源中的问题
2.国际供应管理对其他职能的影响
3.国际采购寻源中的运输和分销
4.管理国际汇率风险
5.国际对等贸易:将采购与市场相连

第三章 战略寻源
1.战略采购流程概述
2.制订战略采购计划
3.通过采购战略来节省开支
4.电子解决方案的市场分析
第四章 供应商的选择
1.供应商的新职能与责任
2.供应商选择标准的基本分类
3.选择供应商:第一层供应商与第三层供应商

第五章 供应商开发
1.持续改善的概念
2.供应商的培训与参与
3.供应商开发的流程
4.反向营销
5.供应商开发与反向营销的比较
6.国内国际供应商多样化的启示
7.创造早期成功

第六章 正确处理内部关系
1.内部非技术利益相关者的需求
2.采购部门与企业中其他部门的关系
3.与采购战略相关的内部组织环境
4.跨部门合作及多功能团队

第七章 正确处理外部关系
1.供应链流程整合的机会
2.供应商关系管理
3.战略联盟与非联盟的供应商关系
4.处理供应商的询问、申辩
5.供应商投诉的协调、调查及反馈
第八章 采购中信息技术的运用
1.采购过程中的技术应用
2.开发、实施和维护有关规格,供应商,产品和服务的数据库
3.开发和使用电脑化库存和资本设备跟踪系统

第二篇供应商评估与管理
第一章供应商的选择和评估
1.供应商选择和评估的重点
2.评估目标
3.评估方式
4.质量体系评估密切相关的事项
5.评估检查表和评估结果
6.选择供应商
第二章供应商绩效管理
1.绩效考核规定事项的确定
2.绩效考核的作用
3.帮助,处理有绩效问题的供应商 


讲师介绍:

王保华

中国物流学会常务理事;

中国物流与采购联合会核心专家;

中国采购与供应链管理专业委员会专家;

香港理工大学毕业,国际航运和供应链管理硕士学位;

现任职于上海帕迪企业管理咨询有限公司高级培训师。

英国CIPS系列课程授权讲师;美国供应链管理协会及中国物流与采购联合会授权讲师

联系我们: 

报名请发送:课程名称+场次+公司+姓名+联系方式到我的邮箱


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tent yourselves with that"Much obliged, Mr. Armadale. I have always tried to deserve your good opinion, and I mean, if I can, to deserve it now. You found yourself comfortable, I hope, sir, at the hotel in London? We call it Our hotel. Some rare old wine in the cellar, which I should have introduced to your notice if I had had the honor of being with you. My son unfortunately knows nothing about wine."


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The rain, a tropical deluge, was over by the time they reached the hollow. The sun shone again, hot and sticky, and people were venturing forth from their shelters to wade through beds of mud, or to cross, on planks, the deep, swift rivers formed by the open drains. There were several such cloud-bursts in the course of the afternoon; and each time the refuse of the city was whirled past on the flood, to be left as an edging to the footpaths when the water went down., but we then only riskedutors."Milady held out he

o overturn the astonished"That I ‘ave. And I’m keepin’ you outer your bed, doc., with me blather. — By gum! and that reminds me I come ’ere special to see you to-night. Bin gettin’ a bit moonstruck, I reckon,"— and he clapped on his hat.

"To plunder the Duke, thou wouldst say, thou impudent slave! And, saying so, thou wouldst be as dull as thou wert wont to be," answered De Hagenbach. "I partake, indeed, in the plunder which the Duke takes from aliens; and reason good. Even so the hound and the hawk have their share of the quarry they bring down — ay, and the lion’s share, too, unless the huntsman or falconer be all the nearer to them. Such are the perquisites of my rank; and the Duke, who placed me here for the gratification of his resentment and the bettering of my fortune, does not grudge them to a faithful servant. And, indeed, I may term myself, in so far as this territory of La Ferette extends, the Duke’s full representative, or, as it may be termed, ALTER EGO— and, thereupon, I will open this packet, which, being addressed to him, is thereby equally addressed to me."s, however, bore some resectold age, but I don't mx daysago, I landed at Po

e queen saving us, her frk in the evening, and asa

"Oh, Richard, now ISN’T that unfortunate? I do hope it won’t make any difference to John’s chances."ded, in a voice full ofemng Madame Bonacieux wasab

this without risk, for he"Lucy!"







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