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                    供应商开发、评估与管理

                     文章来源:石顿企管 时间:2019-07-15 13:41
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                             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                                                                                                                           
                    > 客户指定供应商怎么办?                                                                                                                 
                    > 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、日本国接受商务培训。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年培训工作                                                                                
                    * 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)管理与内部培训,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、客户维护等上下游组织、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                                                                                                                  
                     
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