苏州――供应管理领导过程 Supply Leadership

采购决策制定者、采购负责人，如采购经理、材料控制主管、部门经理、供应链经理、总监、营运经理、COO等

全面介绍与采购相关的关键业务管理问题，包括：战略计划、预算流程、高效聘用和管理人才，运营方针和条例的制定、商业流程管理工具、绩效管理和评估等。

1.Management and organization
1.1Develop strategic plans and objective(short and long term)
1.2Develop goals and objectives of purchasing and supply department aligned to organization goals.
1.3Plan/develop operating policies,guidelines,and procedures.
1.4Prepare peroodic reports of department activies for senior management and other areas of the
organization.
1.5 Analysis and resolve issues raised in purchasing and supply audit reports.
1.6Develop/utilize for evaluating purchasing and supply department performance.
1.7Prepare and/or administer a purchasing department/supply management budget.
1.8Design, modify, and/or manage operational forms.

1.管理与组织
1.1 制定战略规划和目标
1.2 依据组织目标发展采购与供应部门的工作目标
1.3规划,发展与提供作业政策,方针与流程
1.4定期提供关于采购部门的工作报告给高层管理与其他部门
1.5分析与解决在采购与供应管理部门稽核报告中出现的问题
1.6发展与应用采购与供应管理工作绩效考核标准
1.7准备与管理采购与供应管理部门的费用预算
1.8设计,调整与管理作业表单

2.Human resource management
2.1Supervise and lead purchasing/supply staff
2.2Hire,promote,and/or dismiss purchasing/supply personnel.
2.3Evaluate purchasing/supply staff performance.
2.4Conduct/authorize job training for the development of the professional competence of the staff.

2.人力资源管理
2.1监管和领导采购与供应组织团队
2.2招聘,晋升与解雇采购与供应管理人员
2.3评估采购与供应管理人员工作绩效
2.4为发展人员的工作胜任能力指导或授权职业培训
2.5解决员工绩效问题

朱士魁