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供应商全生命周期管理

【课程编号】:MKT004060

【课程名称】:

供应商全生命周期管理

【课件下载】:点击下载课程纲要Word版

【所属类别】:采购管理培训

【时间安排】:2024年04月13日 到 2024年04月14日5980元/人

2023年12月18日 到 2023年12月19日5980元/人

2023年11月20日 到 2023年11月21日5980元/人

【授课城市】:深圳

【课程说明】:如有需求,我们可以提供供应商全生命周期管理相关内训

【其它城市安排】:上海

【课程关键字】:深圳供应商管理培训

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课程介绍:

首创供应商筛选漏斗模型,引入 PDCA 的 循环,强调“生命周期管理”。从供应商 准入,到供应商绩效考核、提升等日常管 理,最后到供应商淘汰。

课程收益:

采购人的一切目标都必须通过供应商去实现,那如何选择供应商、如何评估供应商、如何管理 供应商呢? All goals of purchasers must be achieved through suppliers. Then, how to select purchasers, evaluate and manage suppliers?

不同的企业有着不同的竞争环境,那么如何让供应商帮助企业创造竞争优势呢?供应商是企业 的资源,又如何让这个资源价值最大化呢? Enterprises are with different competitive environment. Then how can we create competitive edges for enterprises through suppliers? And how can we maximize the value of suppliers, a source of enterprises?

对强势供应商又怎样应对呢? How shall we cope the relationship with strong suppliers?

一个个生动的案例剖析,讲师丰富的供应商管理经验分享,通过本次培训,让您了解供应商管 理最新的方法与实践。 Through this training, the lecturer aims to deliver you with the latest methods and practices of supplier management with vivid cases study and his rich experience in supplier management.

培训对象

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

课程大纲

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

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.

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