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SCM & Logistics Management

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  • 开课时间:2010年06月22日 09:00 周二 查找最新
  • 结束时间:2010年06月23日 17:00 周三
  • 课程时长:12小时
  • 招生进展:
  • 开课地点:北京市
  • 授课讲师: Mr. Ma
  • 课程编号:89491
  • 课程分类:物流管理
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  • 收藏 人气:1814
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培训受众:

General manager, operations manager, supply chain management director, supply chain manager, logistics manager, production director, materials managers, purchasing managers, purchasing director, transportation supervisor, inventory control manager, warehouse manager, project manager, materials management-related staff

课程收益:

Advanced logistics ,supply chain manage operation frame woke and supply chain management frame work
The build and the operate of the high-effect logistics hierarchy of control adapting to the change of need
Using the logistics supply chain system to work out steady production plan
Using high-quality plan and control system to decrease the cost of each department and make the logistics link optimization
The risk of shorting stock and the control to the stock
The use of information in the logistics supply chain and the management of logistics department
Improve and consummate the ability of logistics handling crew

课程大纲:

Price:RMB 2600/person, (including the fees for training, materials, lunch and certificate etc.)。
Targeted Participants
General manager, operations manager, supply chain management director, supply chain manager, logistics manager, production director, materials managers, purchasing managers, purchasing director, transportation supervisor, inventory control manager, warehouse manager, project manager, materials management-related staff


Core display of logistics and supply chain management in operating the enterprise
Core―decrease cost, cost include what, supply chain is long
Where reflect true operate framework ―examine function and programming function
Reference the frame woke of World final 500 ― all-directed analysis
Case study: the supply chain management frame woke of Huoniweier America
Chain element 1:Purchase system―the source of cost control
Purchase should separate " taking " and " buying " part , screening rubbish information and rubbish supplier
Purchase SWOT analysis,classify, management skills start with it
Giving cost list, otherwise without order form―-core of price analysis, compose of cost
Material , manpower , process and manufacture
Cost of sharing studying , management, shellsand financial affairs
Logistics cost
Tax , profit
Case:keen on the key point, the meticulous analysis of KATAKA, can not understand but shoule respect Japan
Heavy attack , attack the price alliance, destory the dream of supplier alliance
Seek the third party cooperation partners ,all-round catch, would rather alternate killing 10,000, but never let one slip
Seeking reserve supplier, the strength of the reserve is infinite―- deliver scheduled time, History data can explain many problems, how to swear the deliver scheduled time
Where is our file, shoule we set a supplier file manager attache?
The first grades:quality 20%
The secend grades:
total condition 15%
produce manufatue 15%
technology grinds 15%
Logistics delivers scheduled time 15%
The third grades:
ooperation attitude 10%
The forth grades:purchase 5%
ecology 5
How we treat SQE and QC,what their function is,how the nature of in house display on them
Case study: the cost analysis of Japan Mitsubishi purchasing Taiwan machinery
The form of BASF price alliance dream, whose sin
Chain elements 2:stock control―the killer of profit
The first key point of stock control―the forecast of shells
Three great qualitative forecast methods
Set safe stock reliance on service level; The set of MAD
Case study: forecast is very important, how to give out logic(It with certain mandatory)
The second key point of stock control---manufature programe
manufature program
Dynamic manufature program and control---the explain of ATO. MTO,MTS is not suitable for China.
What is turnover rate: Case study: the data of Beida Fangzhen
The third key point of stock control---quality
SQE与in house
SQE and In house
Case study:where is the wrong of Saint-Gobain
The forth key point of stock control---the way of purchase
Consignment sales stock purchases way
Manage stock on behalf of purchasing way
Case study:manager fee of Media
The use of information system in stock control
What is real meaing of logistics dictionary--- institute of inventory
Website administion shoule be in schedule . we shoule think how to improve its power . Website administion is resource, unuse is extravagant.
Case study: the EIP apply in Suzhou 3M
Chain element 3: Transport - the cost of the risk of completely outsourcing
The outside parcel will be our direction, keep awake in the risk.
Learn to imporve, continously improve . Innovate=copy+improve. How to carry out.
The risk of transport---case study: Huayu. At the back of glorious outside parcel, we should watch out that criticize without examine, examine without criticize
The build of emergency plan to the outside parcel transport and the matters should take card
In time rate
Accuracy
Insurance reparation
Guarantee peak transport
……………………………
The core meaing of resposbility and sign. Start with the transport of Ball west Corp.
How to control in time transport. The key point of management.
Supply chain elements 4:---Stetic storehouse VS dynamic stock
The storehouse ought to start with the function,what kind of storehouse shoule we make
The regulation of storehouse. No matter howbig is the storehouse , how can we get twice result with half effort
Storehouse control. Ought to insist on Visualization principle. Because storehouse is stetic but the store is dynimic,so storehouse has no respose to the error.
3 key elements of storehouse administration
How to keep material transport smoothly, the screct of material code
Case study: the study of storehouse function. Referance on other cope--how does Feilingeer
Chain elements 5: planning and forecast---the source of cost
How to release the strong style of shells department
What is the dirction of out department to set department-function. And the most important thing is keep independent.
How to renew the flow?Renew the flow is not simply combination.The bureaucracy is serious.And did we really examine the data of plan?
How to transition forecast into plan,this process is the resource of sin which we shoule eliminate.How to do with filtration?
The plan cannot overtake change.Take a look at our forecast funnel,maybe we you can overcome it.
Case study:Compare with other enteriprise ,we can get the answer.
Supply chain elements 6: Produce and arrange the product plan―Insert order emergently and the analysis of arrangeing the product plan
Date analysis:where does the data of producing plan comes from.
The most comtribution of arranging product is the flexibility of it. How to promote this kind of flexibility and he connatation of it.
“Zero stock” may not suitable for us.What is the reason of it .Don’t accept and imitate JIT blindly.
What shoule we do with total productive maintenance and management.
Onsite mangerment and operate and the core of 5S. Acturally, what we need is 3S not 5S.
Actual combat of onsite Kanban. We can make produce plan visible in the production line
Emergency insert a order, how to do with it ,sort management and take an emergency filing, take preventive measures
Performance assessment under the supply chain management .
Be consious but not system; Be self-consious but not enforce
Using specific data and quantitative tools
Performance pay shoule link with examine.
Case study: the formulate of inspection reports , what does examine mean for us

培训师介绍:

 
Visiting scholar to the University of Washington and senior expert on purchasing and logistics, Mr. Ma earned his Ph.D in supply chain management from the University of Hamburg and Ph.D from Fuduan University. He is a member of the U.S. Institute of Transportation Engineers, the U.S. Council of Logistic Management, and the American Purchasing Society. He is also an adjunct professor of China Europe International Business School.
Working Experience
Mr. Ma currently acts in his capacity as director of logistics in China for a world famous Fortune 500 enterprise, and assumes the responsibility to improve and optimize the logistic systems of each plant. Previously, he consecutively served as purchasing manager and logistics manager of two Fortune 500 enterprises, CIO of China Third-Party Logistics Co., Ltd., and president of Shanghai Sida Logistic Information System Management Co., Ltd. He also acted as technical director of digital storage implementation for China National Materials Storage and Transportation Corp., system implementation supervisor of Shanghai Zhangjiang Technology (Holding) Co., and senior consultant of supply chain design for IBM Strategic Consulting Department (originally PriceWaterCooperHouse Consulting Co.). He also worked as logistic consultant at Tomasson (China) and Accenture (China).

本课程名称: SCM & Logistics Management

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