课程定位

面向企业采购与供应链负责人及工程师，以准入、日常绩效、合作提升和关系合同管理构建供应商管理路径。

学习收获

• 学习供应商选择、评价与管理方法。
• 理解不同竞争环境下供应商资源与企业竞争优势的关系。
• 讨论强势供应商关系应对。
• 通过案例与经验分享认识供应商管理的方法和实践。

课程模块

我需要什么样的供应商（供应商寻源的策划）

• Which kind of suppliers do I need (supplier sourcing planning)?
• 企业内部外部环境分析
• Analysis of internal and external environment of enterprises?
• 不同的企业发展阶段需要不同的供应商
• Enterprises at different development phases need different suppliers
• 不同的企业战略与供应商选择战略
• Different corporate strategies and supplier selection strategies
• 不同的产品生命周期与供应商寻源策略
• Different product life cycles and supplier sourcing strategies
• 产品 ABC 与供应商寻源策略
• Product ABC and supplier sourcing strategies
• 供应商是如何划分他们的客户的
• Ho do suppliers divide their clients?
• 如何使用五力模型进行供应商寻源
• How to use the five-force model for supplier sourcing?
• 不同的企业为何选择不同的供应商策略
• Why different enterprises select different supplier strategies?
• 供应商寻源策划考量因素
• Consideration factors in supplier sourcing planning

如何寻求供应商

• How to search for suppliers?
• 寻找供应商的 18 个渠道
• 18 channels for finding suppliers
• 如何利用反向营销寻找供应商
• How to find suppliers with reverse marketing?
• GM 是如何进行反向营销的
• How does GM conduct reverse marketing?
• SONY 是如何进行反向营销的
• How does SONY conduct reverse marketing?
• 如何与其它部门合作选择供应商
• How to cooperate with other departments in supplier selection?
• 供应商越有名气越好吗
• The more famous the supplier, the better?
• 公司要求直接从制造厂购买有道理吗
• Is it reasonable for enterprises to require purchasing from manufacturers directly?
• 全球化形势下如何寻源
• How to find the source under the context of globalization?
• 供应商来源的 3 个形式
• 3 forms of supplier sourcing
• 如何做全球价值链布局
• How to lay out global value chain?

如何评审供应商

• How to evaluate suppliers?
• 3 个步骤证明你选择的供应商合理
• 3 steps to prove that the supplier you select is reasonable
• 什么是供应商预审和候审
• What is supplier pre-audit and pending trial?
• 供应商评审要素权重如何设定
• How to set the factor weight in supplier review?
• 如何组建评审小组与角色分工
• How to organize a review team and divide roles?
• 如何评审供应商综合能力
• How to review the comprehensive capacities of suppliers?
• 如何评审供应商的质量管理能力
• How to review the quality management capacity of suppliers?
• 如何评审供应商的技术能力
• How to review the technical capacity of suppliers?
• 如何评审供应商的生产能力
• How to review the production capacity of suppliers?
• 如何评审供应商的财务能力
• How to review the financial capacity of suppliers?
• 评审结果如何处理
• How to deal with the review result?

供应商财务评估和风险评估

• Supplier financial assessment and risk assessment
• 如何通过供应商财务三张表透视供应商
• How to see through suppliers through the balance sheet, income statement and statement of cash flow of suppliers?
• 如何通过资产负债表透视供应商实力
• How to see through the strength of suppliers through the balance sheet?
• 如何通过利润表透视供应商成本结构
• How to see through the cost structure of suppliers through the income statement?
• 如何通过邓白氏编码审视供应商
• How to examine suppliers through DNB grading?
• 如何通过 2 个指标评审供应商偿债能力
• How to review the solvency of suppliers through 2 indexes?
• 如何通过 3 个指标评审供应商盈利能力
• How to review the profitability of suppliers through 3 indexes?
• 如何通过 4 个指标如何评审供应商运营能力
• How to review the operational capability of suppliers through 4 indexes?
• 如何评估供应商风险和规避风险
• How to assess supplier risks and avoid risks?

供应商绩效评估与改进

• Supplier performance evaluation and improvement
• 如何设立供应商 KPI
• How to set up supplier KPI?
• KPI 考核中各部门的分工
• Job division of each department in KPI evaluation
• 如何考核供应商交货准时
• How to assess suppliers’ performance of delivery on time?
• 如何做到供应商准时交货
• How to ensure suppliers on time delivery?
• 如何处理公司“急！！！”订单
• How to deal with urgent orders ?
• 供应商交期管理及跟催
• Supplier delivery management and follow-up
• 供应商质量考核指标的设立
• Establishment of supplier quality assessment indicators
• 如何避免质量争议
• How to avoid quality dispute?
• 如何设立供应商服务指标
• How to set up supplier service indicators?
• 供应商绩效改进
• Supplier performance improvement
• 供应商质量改进的 18 个方法
• 18 methods for improving suppliers’ quality level
• 汽车行业供应商质量问题的 3 种处理方法
• 3 methods to deal with quality problems of suppliers in auto industry
• 供应商奖惩机制的设立
• Establishment of supplier reward and punishment mechanism
• 如何通过 AB 角改善供应商
• How to improve suppliers through AB role?

如何让供应商创造更多的价值

• How to make suppliers create more value?
• 如何通过供应商早期参与 ESI
• How to realize Early Supplier Involvement?
• 如何与供应商协同
• How to collaborate with suppliers?
• 如何处理前期采购与研发采购
• How to deal with initial procurement and R&D procurement
• 如何与供应商 VA/VE
• How to deal with VA/VE with suppliers?
• 外包供应商必须掌握的“两个核心”
• “Two cores” to be grasped for outsourcing suppliers
• 为何外资企业喜欢租赁
• Why do foreign companies prefer leasing?
• 如何与供应商一起完成客户订单
• How to complete orders of clients together with suppliers?
• 如何进行供应商开发和培养
• How to conduct supplier development and cultivation?

供应商关系管理与合同管理

• Supplier relationship management and contract management
• 四种供应商关系
• Four kinds of supplier relationships
• SRM 的 5 个层次
• 5 levels of SRM
• 如何建立供应商沟通机制
• How to establish supplier communication mechanism?
• 如何与供应商结盟
• How to ally with suppliers?
• 如何实施供应商管理库存 VMI
• How to implement vendor managed inventory (VMI)?
• VMI 与寄售有何不同
• What’s the difference between VMI and consignment sales?
• 合同管理的关键问题
• Key problems in contract management
• 如何保证合同的履行
• How to guarantee the fulfillment of contract?
• 八招应对强势供应商
• Eight methods to deal with compelling suppliers

适合人群

企业负责人、采购负责人、采购总监、经理，供应链总监、经理、采购工程师、供应商管理工程师 Enterprise leader, purchasing manager, purchasing director, manager, supply chain director, manager, purchasing engineer, supplier management engineer

师资信息

宫老师
中国采购商学院 首席专家 Chief Expert of the Chinese Institute of Purchasing Management
中国采购与供应链工作坊 总教练 Head coach of Chinese Purchasing and Supply Chain Workshop
上海跨国采购中心核心专家 Core expert of Shanghai International Purchasing Center
中国好采购-年度千人会创始人 Founder of Chinese Top Purchaser—Annual Thousand People Meeting
中国机械工程学会物流工程分会理事 Member of Chinese Mechanical Engineering Society Logistics Engineering Division
上海交通大学毕业、中国人民大学 MBA ； Graduated from Shanghai Jiaotong University and MBA of Renmin University of China
曾因降低采购成本的突出贡献，获得过世界 500 强公司德尔福美国总部全球总裁特别奖。 Used to win the Special Global CEO Awards of Fortune 500 Delphi U.S. Headquarters for outstanding contribution to reduction of purchasing cost
工作访问过 20 几个国家，对不同地区采购文化和采购管理有深刻的理解。 Visited more than 20 countries at work and formed profound knowledge on purchasing culture and management in different regions.
对集中采购管理、集团供应链管理、流程再造、成本控制、项目采购、绩效考核、招投标、供应商评估 与选择等有丰富的实践经验。 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.

课程咨询与报名

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温馨提示：本文内容根据课程内容整理，各模块实际讲授内容由授课老师根据学员情况灵活调整，最终以课堂授课为准。