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課程介紹：

首創(chuàng)供應(yīng)商篩選漏斗模型，引入 PDCA 的 循環(huán)，強(qiáng)調(diào)“生命周期管理”。從供應(yīng)商 準(zhǔn)入，到供應(yīng)商績(jī)效考核、提升等日常管 理，最后到供應(yīng)商淘汰。

課程收益：

采購(gòu)人的一切目標(biāo)都必須通過(guò)供應(yīng)商去實(shí)現(xiàn)，那如何選擇供應(yīng)商、如何評(píng)估供應(yīng)商、如何管理 供應(yīng)商呢？ All goals of purchasers must be achieved through suppliers. Then, how to select purchasers, evaluate and manage suppliers?

不同的企業(yè)有著不同的競(jìng)爭(zhēng)環(huán)境，那么如何讓供應(yīng)商幫助企業(yè)創(chuàng)造競(jìng)爭(zhēng)優(yōu)勢(shì)呢？供應(yīng)商是企業(yè) 的資源，又如何讓這個(gè)資源價(jià)值最大化呢？ Enterprises are with different competitive environment. Then how can we create competitive edges for enterprises through suppliers? And how can we maximize the value of suppliers, a source of enterprises?

對(duì)強(qiáng)勢(shì)供應(yīng)商又怎樣應(yīng)對(duì)呢？ How shall we cope the relationship with strong suppliers?

一個(gè)個(gè)生動(dòng)的案例剖析，講師豐富的供應(yīng)商管理經(jīng)驗(yàn)分享，通過(guò)本次培訓(xùn)，讓您了解供應(yīng)商管 理最新的方法與實(shí)踐。 Through this training, the lecturer aims to deliver you with the latest methods and practices of supplier management with vivid cases study and his rich experience in supplier management.

培訓(xùn)對(duì)象

企業(yè)負(fù)責(zé)人、采購(gòu)負(fù)責(zé)人、采購(gòu)總監(jiān)、經(jīng)理，供應(yīng)鏈總監(jiān)、經(jīng)理、采購(gòu)工程師、供應(yīng)商管理工程師 Enterprise leader, purchasing manager, purchasing director, manager, supply chain director, manager, purchasing engineer, supplier management engineer

課程大綱

我需要什么樣的供應(yīng)商（供應(yīng)商尋源的策劃）

Which kind of suppliers do I need (supplier sourcing planning)?

企業(yè)內(nèi)部外部環(huán)境分析

Analysis of internal and external environment of enterprises?

不同的企業(yè)發(fā)展階段需要不同的供應(yīng)商

Enterprises at different development phases need different suppliers

不同的企業(yè)戰(zhàn)略與供應(yīng)商選擇戰(zhàn)略

Different corporate strategies and supplier selection strategies

不同的產(chǎn)品生命周期與供應(yīng)商尋源策略

Different product life cycles and supplier sourcing strategies

產(chǎn)品 ABC 與供應(yīng)商尋源策略

Product ABC and supplier sourcing strategies

供應(yīng)商是如何劃分他們的客戶的

Ho do suppliers divide their clients?

如何使用五力模型進(jìn)行供應(yīng)商尋源

How to use the five-force model for supplier sourcing?

不同的企業(yè)為何選擇不同的供應(yīng)商策略

Why different enterprises select different supplier strategies?

供應(yīng)商尋源策劃考量因素

Consideration factors in supplier sourcing planning

如何尋求供應(yīng)商

How to search for suppliers?

尋找供應(yīng)商的 18 個(gè)渠道

18 channels for finding suppliers

如何利用反向營(yíng)銷尋找供應(yīng)商

How to find suppliers with reverse marketing?

GM 是如何進(jìn)行反向營(yíng)銷的

How does GM conduct reverse marketing?

SONY 是如何進(jìn)行反向營(yíng)銷的

How does SONY conduct reverse marketing?

如何與其它部門合作選擇供應(yīng)商

How to cooperate with other departments in supplier selection?

供應(yīng)商越有名氣越好嗎

The more famous the supplier, the better?

公司要求直接從制造廠購(gòu)買有道理嗎

Is it reasonable for enterprises to require purchasing from manufacturers directly?

全球化形勢(shì)下如何尋源

How to find the source under the context of globalization?

供應(yīng)商來(lái)源的 3 個(gè)形式

3 forms of supplier sourcing

如何做全球價(jià)值鏈布局

How to lay out global value chain?

如何評(píng)審供應(yīng)商

How to evaluate suppliers?

3 個(gè)步驟證明你選擇的供應(yīng)商合理

3 steps to prove that the supplier you select is reasonable

什么是供應(yīng)商預(yù)審和候?qū)?/p>

What is supplier pre-audit and pending trial?

供應(yīng)商評(píng)審要素權(quán)重如何設(shè)定

How to set the factor weight in supplier review?

如何組建評(píng)審小組與角色分工

How to organize a review team and divide roles?

如何評(píng)審供應(yīng)商綜合能力

How to review the comprehensive capacities of suppliers?

如何評(píng)審供應(yīng)商的質(zhì)量管理能力

How to review the quality management capacity of suppliers?

如何評(píng)審供應(yīng)商的技術(shù)能力

How to review the technical capacity of suppliers?

如何評(píng)審供應(yīng)商的生產(chǎn)能力

How to review the production capacity of suppliers?

如何評(píng)審供應(yīng)商的財(cái)務(wù)能力

How to review the financial capacity of suppliers?

評(píng)審結(jié)果如何處理

How to deal with the review result?

供應(yīng)商財(cái)務(wù)評(píng)估和風(fēng)險(xiǎn)評(píng)估

Supplier financial assessment and risk assessment

如何通過(guò)供應(yīng)商財(cái)務(wù)三張表透視供應(yīng)商

How to see through suppliers through the balance sheet, income statement and statement of cash flow of suppliers?

如何通過(guò)資產(chǎn)負(fù)債表透視供應(yīng)商實(shí)力

How to see through the strength of suppliers through the balance sheet?

如何通過(guò)利潤(rùn)表透視供應(yīng)商成本結(jié)構(gòu)

How to see through the cost structure of suppliers through the income statement?

如何通過(guò)鄧白氏編碼審視供應(yīng)商

How to examine suppliers through DNB grading?

如何通過(guò) 2 個(gè)指標(biāo)評(píng)審供應(yīng)商償債能力

How to review the solvency of suppliers through 2 indexes?

如何通過(guò) 3 個(gè)指標(biāo)評(píng)審供應(yīng)商盈利能力

How to review the profitability of suppliers through 3 indexes?

如何通過(guò) 4 個(gè)指標(biāo)如何評(píng)審供應(yīng)商運(yùn)營(yíng)能力

How to review the operational capability of suppliers through 4 indexes?

如何評(píng)估供應(yīng)商風(fēng)險(xiǎn)和規(guī)避風(fēng)險(xiǎn)

How to assess supplier risks and avoid risks?

供應(yīng)商績(jī)效評(píng)估與改進(jìn)

Supplier performance evaluation and improvement

如何設(shè)立供應(yīng)商 KPI

How to set up supplier KPI?

KPI 考核中各部門的分工

Job division of each department in KPI evaluation

如何考核供應(yīng)商交貨準(zhǔn)時(shí)

How to assess suppliers’ performance of delivery on time?

如何做到供應(yīng)商準(zhǔn)時(shí)交貨

How to ensure suppliers on time delivery?

如何處理公司“急?。?！”訂單

How to deal with urgent orders ?

供應(yīng)商交期管理及跟催

Supplier delivery management and follow-up

供應(yīng)商質(zhì)量考核指標(biāo)的設(shè)立

Establishment of supplier quality assessment indicators

如何避免質(zhì)量爭(zhēng)議

How to avoid quality dispute?

如何設(shè)立供應(yīng)商服務(wù)指標(biāo)

How to set up supplier service indicators?

供應(yīng)商績(jī)效改進(jìn)

Supplier performance improvement

供應(yīng)商質(zhì)量改進(jìn)的 18 個(gè)方法

18 methods for improving suppliers’ quality level

汽車行業(yè)供應(yīng)商質(zhì)量問(wèn)題的 3 種處理方法

3 methods to deal with quality problems of suppliers in auto industry

供應(yīng)商獎(jiǎng)懲機(jī)制的設(shè)立

Establishment of supplier reward and punishment mechanism

如何通過(guò) AB 角改善供應(yīng)商

How to improve suppliers through AB role?

如何讓供應(yīng)商創(chuàng)造更多的價(jià)值

How to make suppliers create more value?

如何通過(guò)供應(yīng)商早期參與 ESI

How to realize Early Supplier Involvement?

如何與供應(yīng)商協(xié)同

How to collaborate with suppliers?

如何處理前期采購(gòu)與研發(fā)采購(gòu)

How to deal with initial procurement and R&D procurement

如何與供應(yīng)商 VA/VE

How to deal with VA/VE with suppliers?

外包供應(yīng)商必須掌握的“兩個(gè)核心”

“Two cores” to be grasped for outsourcing suppliers

為何外資企業(yè)喜歡租賃

Why do foreign companies prefer leasing?

如何與供應(yīng)商一起完成客戶訂單

How to complete orders of clients together with suppliers?

如何進(jìn)行供應(yīng)商開(kāi)發(fā)和培養(yǎng)

How to conduct supplier development and cultivation?

供應(yīng)商關(guān)系管理與合同管理

Supplier relationship management and contract management

四種供應(yīng)商關(guān)系

Four kinds of supplier relationships

SRM 的 5 個(gè)層次

5 levels of SRM

如何建立供應(yīng)商溝通機(jī)制

How to establish supplier communication mechanism?

如何與供應(yīng)商結(jié)盟

How to ally with suppliers?

如何實(shí)施供應(yīng)商管理庫(kù)存 VMI

How to implement vendor managed inventory (VMI)?

VMI 與寄售有何不同

What’s the difference between VMI and consignment sales?

合同管理的關(guān)鍵問(wèn)題

Key problems in contract management

如何保證合同的履行

How to guarantee the fulfillment of contract?

八招應(yīng)對(duì)強(qiáng)勢(shì)供應(yīng)商

Eight methods to deal with compelling suppliers

宮老師

中國(guó)采購(gòu)商學(xué)院 首席專家 Chief Expert of the Chinese Institute of Purchasing Management

中國(guó)采購(gòu)與供應(yīng)鏈工作坊 總教練 Head coach of Chinese Purchasing and Supply Chain Workshop

上?？鐕?guó)采購(gòu)中心核心專家 Core expert of Shanghai International Purchasing Center

中國(guó)好采購(gòu)-年度千人會(huì)創(chuàng)始人 Founder of Chinese Top Purchaser—Annual Thousand People Meeting

中國(guó)機(jī)械工程學(xué)會(huì)物流工程分會(huì)理事 Member of Chinese Mechanical Engineering Society Logistics Engineering Division

上海交通大學(xué)畢業(yè)、中國(guó)人民大學(xué) MBA ? Graduated from Shanghai Jiaotong University and MBA of Renmin University of China

曾因降低采購(gòu)成本的突出貢獻(xiàn)，獲得過(guò)世界 500 強(qiáng)公司德?tīng)柛Ｃ绹?guó)總部全球總裁特別獎(jiǎng)。 Used to win the Special Global CEO Awards of Fortune 500 Delphi U.S. Headquarters for outstanding contribution to reduction of purchasing cost

工作訪問(wèn)過(guò) 20 幾個(gè)國(guó)家，對(duì)不同地區(qū)采購(gòu)文化和采購(gòu)管理有深刻的理解。 Visited more than 20 countries at work and formed profound knowledge on purchasing culture and management in different regions.

對(duì)集中采購(gòu)管理、集團(tuán)供應(yīng)鏈管理、流程再造、成本控制、項(xiàng)目采購(gòu)、績(jī)效考核、招投標(biāo)、供應(yīng)商評(píng)估 與選擇等有豐富的實(shí)踐經(jīng)驗(yàn)。 Possess rich practical experience in concentrated purchasing management, group supply chain management, process reconstruction, cost control, project purchasing, performance assessment, bidding, and supplier assessment and selection, etc.

我要報(bào)名

在線報(bào)名：供應(yīng)商全生命周期管理(上海)