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                    采购成本分析与谈判策略

                     文章来源:石顿企管 时间:2020-05-20 09:00
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                    采购成本分析与谈判策略
                    采购降本一分钱 = 利润多出一分钱
                    课程时间: 2020年6月18-19日/宁波 
                    课程费用:3420元/人(含教材、午餐及茶点)
                                                                                                                                                                                                                                                                         
                    谁来参加?                                                                                                                                         
                    * 供应链管理、采购管理、物流管理、计划管理、库存控制等部门管理人员                                                   
                    课程时长                                                                                                                                               
                    * 14小时(2天)                                                                                                                               
                    有何收获?                                                                                                                                         
                    * 能够在与供应商在合作前、合作中的谈判中,使用策略、方法与技巧                                                        
                    * 知晓采购谈判与基于供应链成本控制为目标的谈判者使命                                                                       
                    * 知晓当今企业采购供应管理工作的方法及其方向                                                                                   
                    * 能够使用方法与技巧,控制与降低企业采购成本                                                                                   
                    先决条件?                                                                                                                                         
                    * 3年以上工作经验                                                                                                                            
                    * 参与采购相关工作超过2年                                                                                                               
                                                                                                                                                                               
                    为何参加?                                                                                                                                         
                    原、辅材料价格波动剧烈,采购工作的难度越来越大,我们怎么做才好?                                                      
                    采购并不一定朝南坐的,有时我们在强势供应商面前,我们束手无策,尤其是独家供货商,我们怎么办?       
                    采购中发生缺货时,叫天天不应,叫地地不灵,库存大了,又怕被指责,我们好苦!                                       
                    采购谈判到底谈什么?压低了价格,却还被老板骂!                                                                                  
                    采购谈判的议价技巧与策略是什么?                                                                                                      
                                                                                                                                                                               
                    课程大纲                                                                                                                                               
                    第一模块:采购成本管理                                                                                                                     
                    案例 议价后供应商选择                                                                                                                       
                    * 采购价格分析                                                                                                                                  
                    供方产品价格分析的二大领域                                                                                                               
                    > 供方产品价格分析:                                                                                                                        
                    --供方产品价格常用的定价方法                                                                                                              
                    > 供方产品的成本分析:                                                                                                                     
                    > 成本与质量的关系                                                                                                                          
                    > 案例分析                                                                                                                                        
                    * 供方产品的价格与成本                                                                                                                      
                    > 什么是采购的总购置成本?                                                                                                              
                    > 什么是采购的总拥有成本?                                                                                                              
                    > 采购成本分析体系建立与应用                                                                                                            
                    * 何为成本控制?何为成本削减?                                                                                                          
                    > 成本控制?                                                                                                                                    
                    > 成本削减?                                                                                                                                    
                    > "成本避免"与净需求                                                                                                                          
                    > 采购成本降低的第一步                                                                                                                     
                    > 采购成本管理的终极目标                                                                                                                 
                    第二模块:基于战略与战术思想的采购谈判                                                                                              
                    * 谈判的步骤                                                                                                                                     
                    > 什么是谈判的准备工作?谈判要准备些什么?                                                                                      
                    > 针对不同供应商,应采取相应的策略                                                                                                  
                    > 谈判的最大挑战                                                                                                                             
                    > 谈判的三大关键变量                                                                                                                        
                    * 询价与议价技巧                                                                                                                              
                    > 供应商产品定价主要方法                                                                                                                 
                    > 对供应商产品价格与成本分析的方法与技巧                                                                                         
                    --产品价格及其成本分析的工具与方法                                                                                                   
                    > 供应商报价单的有效价值是什么?                                                                                                     
                    我们与供方谈什么?                                                                                                                           
                    有效询价的绝佳途径到底是什么?                                                                                                          
                    > 议价技巧                                                                                                                                        
                    > 讨价还价的策略                                                                                                                             
                    > 谈判的博弈                                                                                                                                    
                    > 价格分析应考虑的问题                                                                                                                     
                    > 注意招标采购中的陷阱                                                                                                                     
                    极端的高价与极端的低价,均是供方销售之策略                                                                                       
                    勿混淆竞标与竞价                                                                                                                              
                    电子竞价系统与EPS的应用须注意的问题                                                                                              
                    > 如何利用上级的权限进行议价                                                                                                            
                    > 案例分析                                                                                                                                      
                    > 成功谈判的技巧细则                                                                                                                        
                    * 了解或掌握卖方销售心理                                                                                                                  
                    * 注重买卖双方的优劣势进行谈判                                                                                                          
                    > 面对强势供方的对策                                                                                                                        
                    面对单一甚至具有市场垄断地位的供应商怎么办?                                                                                   
                    对单一供应商管理问题之16种相应对策                                                                                                 
                    * 合同谈判                                                                                                                                         
                    * 合同谈判的四大要素                                                                                                                         
                    第三模块:采购技术与成本                                                                                                                  
                    案例  采购管理中需求随时间变化时订货量大小及其对应策略是什么?                                                        
                    * 库存成本与缺货成本是采购成本的重要组成部分                                                                                   
                    * 采购计划与采购成本                                                                                                                         
                    > 采购计划如何做?                                                                                                                            
                    * 物料分类管理与供应商分类管理策略                                                                                                   
                    > 勿混淆供应商分类管理与分级管理                                                                                                     
                    * 网络技术应用与采购成本                                                                                                                  
                    > 软件系统有问题?                                                                                                                          
                    第四模块:采购成本的削减与控制                                                                                                          
                    * 原、辅材料采购市场价格风险管理与成本控制                                                                                       
                    > 金融衍生工具在中国企业采购成本管理中正被重视与应用                                                                      
                    > 三大常用实操方法                                                                                                                          
                    * 通过JIT采购降低多品种小批量需求特征的企业经营成本JIT采购怎么做?                                                 
                    > 需求管理是供应链系统性管理问题                                                                                                     
                    > 应对市场客户需求多变的策略之一                                                                                                     
                    > 实现JIT采购的7种基本方法                                                                                                           
                    比VMI更合理的方法是什么?                                                                                                             
                    * 新产品或项目型定制化产品开发、生产过程中采购工作的烦恼                                                                  
                    > 多品种、少批量采购管理的梦魇                                                                                                         
                    > 单件定制产品的生产企业,常见问题及其对策                                                                                      
                    * 基于供应链管理思想的采购成本控制                                                                                                   
                    > 供应链上游的优化需要需方主动介入供方生产领域                                                                               
                    * 采购成本降低技巧三十五种方法                                                                                                          
                    > 寻求适合本企业采购成本削减的最佳实践                                                                                             
                    > VA与VE的区别与应用环节                                                                                                             
                    案例善用资源,设法进入核心谈判圈                                                                                                      
                                                                                                                                                                               
                    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 《供应商开发、评估与管理》《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                                                                                                                                                 
                    * 背景经历                                                                                                                                                                                                                                                            
                    * 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                                                                                                                   
                    * 卓有成效的供应商开发与管理经验                                                                                                      
                    * 擅长领域                                                                                                                                         
                    * 物流、采购与供应链管理                                                                                                                  

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