Donna965
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采购人员专业技能提升实务（上海，6</SPAN>月26-27</SPAN>日） </SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年6</SPAN>月26-27</SPAN>日</SPAN></SPAN> 【培训地点】</SPAN>上海</SPAN></SPAN> 【备注说明】</SPAN>本培训班全年循环开课，如有需求，欢迎来电咨询！</SPAN></SPAN> 【培训对象】</SPAN>采购部门，定单管理部门，供应商质量管理部门，工程部门及其它相关部门人员和管理人员</SPAN></SPAN> 【课程背景】</SPAN></SPAN> </SPAN></SPAN>“这边要cost down</SPAN>，那边要forecast</SPAN>，，另一边抱怨货总是不按时到位，payment</SPAN>永远不好…...</SPAN>” “采购量又小，找供应商谈价，他都不理我们”，”计划变动大，紧急采购多，还要保证交期与低价格，这怎么可能呢？”</SPAN></SPAN> </SPAN></SPAN>这是我们经常听到的采购人员的困扰，作为采购人员，你是不是也有类似的感受？</SPAN></SPAN> </SPAN></SPAN>伴随着供应链的发展和竞争的日趋激烈，需要采购环节以更低的成本、更敏锐的速度响应内外部客户的要求，而在今天，摆在采购人员面前的问题经常是：</SPAN></SPAN> </SPAN></SPAN>■如何通过供应市场的分析，建立起供应商数据库及评估体系</SPAN></SPAN> </SPAN></SPAN>■如何有效的分析和降低采购成本</SPAN></SPAN> </SPAN></SPAN>■如何持续提高供应商的质量，优化供应商队伍</SPAN></SPAN> </SPAN></SPAN>■如何科学的综合评价供应商表现，不断提高供应商绩效</SPAN></SPAN> </SPAN></SPAN>■如何掌握一套谈判技巧，与供应商建立起双赢的关系</SPAN></SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> </SPAN> 一、采购管理的发展</SPAN></SPAN> </SPAN></SPAN>■传统采购管理 </SPAN></SPAN></SPAN> </SPAN></SPAN>■全球统一采购管理 </SPAN></SPAN> </SPAN></SPAN>■联合采购战略 </SPAN></SPAN></SPAN> </SPAN></SPAN>■采购的六大模块</SPAN></SPAN> </SPAN></SPAN>■采购的功能转化</SPAN></SPAN> </SPAN> 二、供应市场Supply Marketing</SPAN></SPAN> </SPAN></SPAN>■供应的需求 </SPAN></SPAN></SPAN> </SPAN></SPAN>■确定供应群 </SPAN></SPAN></SPAN> </SPAN></SPAN>■如何进行供应市场调查 </SPAN></SPAN> </SPAN></SPAN>■可以使用的工具 </SPAN></SPAN></SPAN> </SPAN></SPAN>■5 Force Analysis </SPAN>五力分析模型</SPAN></SPAN> </SPAN></SPAN>■角色练习/</SPAN>案例分析 </SPAN></SPAN> </SPAN></SPAN>■案例： 某家电企业采购对中国电镀锌钢板供应市场的调查分析</SPAN></SPAN> </SPAN> 三、供应商评估</SPAN></SPAN> </SPAN></SPAN>■注重供应商全面能力评估和对买方的战略匹配度</SPAN></SPAN> </SPAN></SPAN>■精确确定供应商群 </SPAN></SPAN></SPAN> </SPAN></SPAN>■供应商能力评估 </SPAN></SPAN></SPAN> </SPAN></SPAN>■有效评估 </SPAN></SPAN></SPAN> </SPAN></SPAN>■可以使用的工具</SPAN></SPAN> </SPAN> 四、供应商选择--</SPAN>注重供应商的整体匹配度分析</SPAN></SPAN> </SPAN>1</SPAN>）可以使用的工具</SPAN></SPAN> </SPAN></SPAN>■标杆法</SPAN></SPAN> </SPAN></SPAN>■水平测量法</SPAN></SPAN> </SPAN></SPAN>■SWOT</SPAN></SPAN> </SPAN> </SPAN>2</SPAN>）案例分析 </SPAN></SPAN> </SPAN></SPAN>■案例：某大学选择复印机服务商的SWOT</SPAN>分析</SPAN></SPAN> </SPAN> 五、供应商绩效评估</SPAN></SPAN> </SPAN>1</SPAN>）建立绩效考核标准 </SPAN></SPAN> </SPAN></SPAN>■供应商绩效分析</SPAN></SPAN> </SPAN></SPAN>■供应商质量管理 </SPAN></SPAN> </SPAN></SPAN>■如何制订供应商质量缺陷改善方案 </SPAN></SPAN> </SPAN></SPAN>■供应商交期管理 </SPAN></SPAN> </SPAN></SPAN>■为何供应商出现交期延误</SPAN></SPAN> </SPAN> </SPAN>2</SPAN>）为何进行供应商绩效评估</SPAN></SPAN> </SPAN>3</SPAN>）如何奖励供应商</SPAN></SPAN> </SPAN>4</SPAN>）如何淘汰供应商 </SPAN></SPAN> </SPAN>5</SPAN>）如何协助供应商改善 </SPAN></SPAN> </SPAN>6</SPAN>）可以使用的工具</SPAN></SPAN> </SPAN> 六、采购成本管理 </SPAN></SPAN> </SPAN></SPAN>■成本构成的财务分析 </SPAN></SPAN> </SPAN></SPAN>■采购方的制造成本 </SPAN></SPAN> </SPAN></SPAN>■供应商的制造成本 </SPAN></SPAN> </SPAN></SPAN>■价格分析方法 </SPAN></SPAN> </SPAN></SPAN>■ |