精品公开课

供应商开发、评估与管理

 文章来源:CSGO企管 时间:2019-07-15 13:41
分享到:
         供应商开发、评估与管理                   
从源头开始,系统管理,共同增值
课程时间: 2019年 8月01-02日 上海   11月19-20日上海
课程费用:4280元/人(含教材,午餐及茶点)
                                                                                                                                                           
谁来参加                                                                                                                                               
* 供应链、采购、SQE、质量管理、产品研发人员                                                                                    
课程时长                                                                                                                                               
* 14小时(2天)                                                                                                                               
有何收获                                                                                                                                               
* 知晓供应商管理的全过程:开发、评估、管理等                                                                                   
* 知晓供应商管理的疑点、难点及应对途径和方法                                                                                   
* 学习提升供应商绩效管理水平的策略、方法与方向                                                                                  
先决条件                                                                                                                                               
* 有供应商开发经验                                                                                                                           
为何参加                                                                                                                                               
* 了解企业供应商管理的基本内容:从选择到全过程合作中,供应商实物质量、服务质量与成本管理绩效表现的持续改善与评价的过程等                                                                                                                                                
* 了解竞争对手的供需关系                                                                                                                  
* 理清供应商产品质量、服务质量与采购价格、成本之间关系并学会找到解决方案                                        
                                                                                                                                                           
课程大纲                                                                                                                                               
第一模块  供应商绩效管理概述                                                                                                             
* 采购供应工作流程                                                                                                                           
> Sourcing的职能与使命                                                                                                                    
> Buyer或MC的职能与使命                                                                                                               
* 企业供应商管理的普遍症结与对策                                                                                                      
* 供应商绩效管理概述                                                                                                                         
> 企业供应链管理的基础                                                                                                                     
> 供应商管理的基本内容:供应商评估/选择/考核/关系管理/开发                                                               
第二模块  供应商的评估与选择                                                                                                             
* 寻找供应源(Supply Sourcing)                                                                                                           
> 寻找供应商的途径有哪些?                                                                                                              
> 资源搜寻战略                                                                                                                                 
* 供应商评估                                                                                                                                     
> 供应商评估的方法                                                                                                                          
> 我们的评估标准是否合理?                                                                                                              
> 选择供应商应考虑的6大条件和35个要素                                                                                           
* 建立评估基本标准                                                                                                                           
> 对待评估的结果                                                                                                                             
* 供应商评估的意义                                                                                                                           
* 供应商评估体系建立                                                                                                                         
> 案例  评估体系的建立                                                                                                                     
* 供应商选择原则                                                                                                                              
* 供应商选择的步骤与方法                                                                                                                  
> 决定供应商供应能力的因素分析                                                                                                         
> 采购供应过程风险应对策略                                                                                                              
> 供应商分类管理的策略与方法                                                                                                            
> 案例分析                                                                                                                                        
* 单一供应商的选择                                                                                                                           
> 竞猜指定供应商怎么办?                                                                                                                 
> 公司内有人推荐甚至指定供应商怎么办?                                                                                             
* 单一供应商的管理                                                                                                                           
> 如何应对单一甚至具有市场垄断地位的供应商?                                                                                  
> 案例                                                                                                                                                  
> 单一供应商应对策略12法                                                                                                               
* 如何考虑价格与质量因素选择供应商?                                                                                               
> 了解供应商定价的主要方法                                                                                                              
第三模块 .对供应商绩效考核与评定                                                                                                       
* 对供应商绩效考核                                                                                                                           
> 对供应商绩效考核的量化管理                                                                                                            
> 供应商绩效考核的定量分析指标                                                                                                         
> 供应商绩效考核的定性分析与量化方法                                                                                              
- 对定性分析结果的量化方法                                                                                                               
* 供应商等级评定的目标与方法                                                                                                             
> 案例                                                                                                                                                  
> 评定计算方法                                                                                                                                 
> 评定计算的权重分配                                                                                                                        
> 评定后的行动                                                                                                                                 
* 如何对合格供方进行有效管理                                                                                                             
> 确定合格供方管理的分工职责                                                                                                            
> 原始统计资料的来源                                                                                                                        
> 考核的频率                                                                                                                                    
* 供应商绩效指标体系建立与考核方法                                                                                                  
> 供应商绩效考核工具与方法                                                                                                              
> 供应商绩效表现与企业供应商管理制度                                                                                              
第四模块 供应商开发                                                                                                                           
* 什么是"供应商开发"?                                                                                                                      
> "供应商开发"的严格定义                                                                                                                   
* 供应商开发目标                                                                                                                              
* 供应商开发的方法                                                                                                                           
* 新产品或项目型定制化产品开发、生产中如何避免采购措手不及?                                                           
* 案例                                                                                                                                                   
- 面对供应商推荐者"我们只考虑质量符合要求,至于价格,与我们无关,是你们采购的事"我们如何面对?    
第六模块  供应商质量管理                                                                                                                  
* 供应商质量管理的演变与发展                                                                                                             
> 新供应商导入的SQE早期介入                                                                                                         
> 新产品开发的SQE早期介入                                                                                                             
> 供应商质量管理APQP&CP-PPAP                                                                                                     
* 对供应商质量管理的四个层次                                                                                                             
> 质量检验                                                                                                                                        
> 质量控制                                                                                                                                        
> 缺陷预防                                                                                                                                        
> 零缺陷目标                                                                                                                                    
* 建立供应商质量管理体系                                                                                                                  
> 供应商质量管理的步骤与方法                                                                                                            
> 对供应商产品及服务质量的控制                                                                                                         
> 如何评估供应商质量                                                                                                                        
> 如何考核供应商质量                                                                                                                        
- 四大内容与12个细节                                                                                                                       
> 对质量问题抱怨的分析与处理                                                                                                            
> 供应商产品质量改善与成本降低的应对策略                                                                                         
- 工具的应用                                                                                                                                     
第六模块 供应商关系管理                                                                                                                    
* 决定供应商关系的因素                                                                                                                      
* 供需方市场地位影响关系决策                                                                                                             
* 供需合同管理                                                                                                                                  
> 案例  合同风险与招标陷阱防范                                                                                                         
* 供应商关系管理的商务性特征                                                                                                             
> 欲建立稳固、可靠供应商关系,如何入手?                                                                                           
* 供应商关系管理的价值                                                                                                                      
第七模块 控制与管理供应商                                                                                                                
* 控制供应商的策略、方法与手段                                                                                                          
* 如何防止被供应商控制                                                                                                                      
> 如何避免供应商突然断货                                                                                                                 
> 跟单与拜访                                                                                                                                    
* 为全面的供应链管理作准备                                                                                                               
> 案例分享 战略合作,从不良品改善开始                                                                                                                          
相关课程                                                                                                                                               
* 作为"采购与供应链管理的从业人士",您可能还需要学习 《采购成本分析与谈判策略》《采购合同谈判中的风险控制与合同管理》等课程                                                                                                                                            
讲师简介                                                                                                                                               
朱 先生                                                                                                                                                 
背景简介                                                                                                                                                    
* 曾赴美国、日本国接受商务下注。二十多年内、外资企业(其中四家外资跨国公司)采购、物流、供应链管理工作丰富的制造业、商业流通企业、国际著名大型营销咨询公司采购、物流、生产与谈判实战及管理经验                     
* 深谙商品质量控制与商务谈判经验和技巧                                                                                              
* MRP Ⅱ及ERP实践经验                                                                                                                   
* 英国皇家CIPS、ILT各等级课程连续6年下注工作                                                                                
* 卓有成效的供应商开发与管理经验                                                                                                      
                                                                                                                                                           
工作经历                                                                                                                                               
* 上海舒乐财务咨询有限公司专职采购与物流管理咨询                                                                              
* 上海普滨信息技术有限公司 SCM部ERP项目技术经理                                                                          
* 德国OBI独资欧倍德(中国)管理系统有限公司(总部)商场技术采购经理                                                   
  (企业项目采购与供应商资源开发、评估、选择、考核等管理工作)                                                      
* 法国灵智集团(EuroRscg)上海精实营销咨询有限公司采购部主任                                                              
  (从事国际著名品牌商品及配套营销商品采购、物流(包括第三方仓储)管理与内部下注,修改与制定采购供应系统的                                                                                                                                                                     
  ISO9002质量标准)                                                                                                                     
* 上海恒德有色金属有限公司副总经理                                                                                                   
  (全面负责工厂采购供应、生产到产品销售,包括供应商管理、市场开发、竞猜维护等上下游组织、协调等供应链管理)                                                                                                                                                                 
* 上海港龙铜材有限公司进出口部经理                                                                                                   
  (负责企业全球采购、仓储、运输等物流管理工作,同时实施国内市场开发与销售工作。期间,从事公司涉及海关、商                                                                                                                                                                     
  检之进出口业务)                                                                                                                         
* 上海电气集团上海重型机器厂专职QC技术员、助理工程师、上海市机械质量管理协会会员                                                 
* 擅长领域                                                                                                                                         
* 物流、采购与供应链管理                                                                                                                  
 
分享到:

百强企业名师

实战落地课程

咨询式诊断模式

持续跟踪辅导

大量咨询案例

走进CSGO

核心服务

核心讲师

竞猜案例

CSGO动态

研究观点

CSGO企业下注公众号
    1. csgo下注