采購(gòu)與供應(yīng)中的品類及分類戰(zhàn)略管理

采購(gòu)與供應(yīng)中的品類及分類戰(zhàn)略管理(何芳)課程介紹：

Unit purpose and aims: On completion of this unit, candidates will be able to develop plans to improve competitiveness by the application of systematic approaches to the management of both direct and indirect organizational responsibilities.
This unit focuses on differing approaches or methodologies for strategic sourcing and category management, demonstrating the role of the procurement and supply chain specialist in leading these approaches.

課程目標(biāo): 通過(guò)本課程的學(xué)習(xí)，學(xué)員應(yīng)該能夠通過(guò)系統(tǒng)性的方法來(lái)管理組織的直接與間接采購(gòu)品項(xiàng)并開(kāi)發(fā)出提升組織采購(gòu)與供應(yīng)管理競(jìng)爭(zhēng)力的方案 。
課程著重于為戰(zhàn)略供應(yīng)源搜尋與品類管理可以使用的各種方法，展示了采購(gòu)與供應(yīng)鏈專業(yè)人員在處理這些情況時(shí)的角色及引領(lǐng)作用。

課程大綱 :

Chapter 1: Definitions，        第1章 采購(gòu)與供應(yīng)管理的一些定義
1.1 Purchasing, procurement and sourcing;      采購(gòu)，購(gòu)置與供應(yīng)源搜尋       
1.2 Strategic procurement and strategic sourcing;     戰(zhàn)略采購(gòu)與戰(zhàn)略供應(yīng)源搜尋
1.3 Category management;         品類管理       
1.4 From transactional purchasing to strategic sourcing;   從交易型采購(gòu)到戰(zhàn)略供應(yīng)源搜尋

Chapter 2: Categorizing Expenditures，     第2章 采購(gòu)費(fèi)用按品類的分類
2.1 Cost analysis;           成本分析      
2.2 Pareto analysis;           帕累托分析
2.3 Kraljic’s analysis;          卡拉杰克分析       
2.4 Bartolini’s scorecard;         巴爾托利尼計(jì)分卡

Chapter 3: Strategic Acquisition Process，    第3章 戰(zhàn)略采購(gòu)程序
3.1 The CIPS purchasing and supply model;      CIPS采購(gòu)與供應(yīng)模型       
3.2 The OGC procurement process model;      OGC采購(gòu)流程模型
3.3 An introduction to strategic sourcing model;     戰(zhàn)略供應(yīng)源搜尋模型介紹       
3.4 The AT Kearney 7-step model;        AT Kearney 7步驟模型
3.5 Category management models        采購(gòu)品類管理模型

Chapter 4: Skills for Category Management，    第4章 采購(gòu)品類管理的技能
4.1 What does a category manager do?       品類經(jīng)理該做些什么？       
4.2 Technical skills;           技術(shù)技能
4.3 Behavioral skills;          行為技能       

Chapter 5: Understanding the Data，      第5章 對(duì)獲取數(shù)據(jù)的理解
5.1 Gaining initial insights into a category;      對(duì)品類的初步看法        
5.2 Demand patterns for category groups;      品類組的需求模式分析
5.3 Current contracts, suppliers and terms;      現(xiàn)在的合同、供應(yīng)商與條款管理     
5.4 Reviewing existing relationships and performance;    現(xiàn)有關(guān)系與績(jī)效的評(píng)審
5.5 Market trends           市場(chǎng)趨勢(shì)分析

Chapter 6: Preparing for the Process，     第6章 為采購(gòu)與供應(yīng)流程應(yīng)做何準(zhǔn)備？
6.1 Requirements for the preparation of sourcing plans;   為采購(gòu)尋源計(jì)劃準(zhǔn)備的要求是什么？    
6.2 Total cost models for category management;     品類管理的全成本模型
6.3 Portfolio tools in category management;      品類管理的組合工具       
6.4 Stakeholder need analysis;        利益相關(guān)者需求分析
6.5 Cross-functional teams;         跨職能團(tuán)隊(duì)
6.6 Legislative requirements and standards      法務(wù)管理的要求與標(biāo)準(zhǔn)

Chapter 7: Supply Market Factors，      第7章 供應(yīng)市場(chǎng)關(guān)鍵要素分析
7.1 Industry dynamics, competitiveness and pricing behavior;  產(chǎn)業(yè)動(dòng)態(tài)發(fā)展，競(jìng)爭(zhēng)及價(jià)格行為分析    
7.2 Financial data on potential suppliers;      潛在供應(yīng)商的財(cái)務(wù)數(shù)據(jù)分析
7.3 Using requests for information to assess market factors;   評(píng)估市場(chǎng)關(guān)鍵要素的問(wèn)卷信息     
7.4 Internal and external influences on category management;  品類管理的內(nèi)外部影響
7.5 Corporate social responsibility and sustainability;     企業(yè)社會(huì)責(zé)任與可持續(xù)性
7.6 Supply chain and value chain analysis;      供應(yīng)鏈與價(jià)值鏈分析
7.7 Analyzing supplier perceptions        分析供應(yīng)商感知

Chapter 8: Pre-Planning Preparation，     第8章 采購(gòu)前期計(jì)劃的準(zhǔn)備
8.1 Make or buy decisions;         自制或購(gòu)買(mǎi)決策分析        
8.2 Switching costs;          轉(zhuǎn)換成本分析
8.3 Sourcing options;          供應(yīng)商尋源的可選方案       
8.4 Delivering planned change;        送貨計(jì)劃的更改
8.5 Risk planning and mitigation;        風(fēng)險(xiǎn)管理計(jì)劃與風(fēng)險(xiǎn)減除

Chapter 9: Planning the Process，      第9章 采購(gòu)過(guò)程計(jì)劃
9.1 Involving stakeholders in the sourcing decision;    利益相關(guān)者參與供應(yīng)商尋源決策     
9.2 Creating evaluation criteria;        制定評(píng)估標(biāo)準(zhǔn)
9.3 Finalizing specifications and contractual agreements;   確認(rèn)規(guī)格標(biāo)準(zhǔn)與合同協(xié)議       
9.4 The use of confidentiality agreements;      保密協(xié)議的使用

Chapter 10: Routes to the Supply Market，    第10章 了解供應(yīng)市場(chǎng)
10.1 Competition and negotiation;        競(jìng)爭(zhēng)與談判分析        
10.2 Invitations and requests;         邀請(qǐng)與要求
10.3 Supplier selection;          供應(yīng)商選擇       
10.4 Reverse auctions;          反向拍賣(mài)
10.5 Joint proposition improvement       合作提議的改善

Chapter 11: Implementing the Process，     第11章 采購(gòu)流程的實(shí)施
11.1 Governance structures;         采購(gòu)治理的結(jié)構(gòu)
11.2 Deciding on a sourcing transaction approach;    供應(yīng)商尋源的最后定案       
11.3 Relationship management in supply chains;     供應(yīng)鏈關(guān)系管理

Chapter 12: Working with Stakeholders，     第12章 與利益相關(guān)者一起工作
12.1 Stakeholder buy-in;          利益相關(guān)者的簽批
12.2 Stakeholder communications;        利益相關(guān)者溝通       
12.3 Presenting strategic sourcing plans to stakeholders;   戰(zhàn)略尋源計(jì)劃對(duì)利益相關(guān)者的呈現(xiàn)

Chapter 13: Mobilization, Start-up and Transition，  第13章 動(dòng)員、啟動(dòng)與過(guò)渡
13.1 Performance improvement;        績(jī)效改善
13.2 Planning for the effective start-up of category plans;   品類計(jì)劃方案有效啟動(dòng)的計(jì)劃      
13.3 Mobilizing start-up and transition;       啟動(dòng)動(dòng)員與過(guò)渡
13.4 Transition arrangements         過(guò)渡的安排

Chapter 14: Managing Contracts and Suppliers，   第14章 合同與供應(yīng)商管理
14.1 Responsibilities for contract management;     合同管理的責(zé)任
14.2 Operational performance;        運(yùn)營(yíng)績(jī)效      
14.3 Obtaining feedback from stakeholders;      來(lái)自利益相關(guān)者的反饋
14.4 Benchmarking performance        對(duì)標(biāo)績(jī)效
14.5 Creating performance improvements      績(jī)效持續(xù)改善

Chapter 15: Performance Measurement，     第15章 績(jī)效測(cè)量
15.1 Capturing data;          獲取數(shù)據(jù)信息
15.2 Creating performance measures;       建立績(jī)效測(cè)量標(biāo)準(zhǔn)       
15.3 Dashboards;           儀表盤(pán)管理
15.4 Reviewing improvements        提升的回顧與總結(jié)

Chapter 16: Risk, Volatility and Exits，    第16章 風(fēng)險(xiǎn)，波動(dòng)性與退出
16.1 Dealing with supply chain risk;       處理供應(yīng)鏈風(fēng)險(xiǎn)
16.2 Adjusting for volatility;         波動(dòng)性的調(diào)整       
16.3 Creating exit arrangements;        退出安排

講師介紹：何芳

香港理工大學(xué)，MBA、MCIPS, CIPS采購(gòu)與供應(yīng)管理碩士文憑，英國(guó)皇家采購(gòu)與供應(yīng)學(xué)會(huì)
 ◇ 英國(guó)皇家采購(gòu)與供應(yīng)學(xué)會(huì)CIPS課程特聘講師
 ◇ ITC采購(gòu)與供應(yīng)鏈管理資格國(guó)際認(rèn)證特聘講師
 ◇ 中國(guó)注冊(cè)采購(gòu)師職業(yè)資格認(rèn)證全國(guó)項(xiàng)目講師
 ◇ CSCMP美國(guó)供應(yīng)鏈管理專業(yè)協(xié)會(huì)注冊(cè)供應(yīng)鏈管理師課程特聘講師
 ◇ 深圳市物流與供應(yīng)鏈聯(lián)合會(huì)特聘講師
 ◇ 西北工業(yè)大學(xué)深圳研究院簽約講師
采購(gòu)，物流及供應(yīng)鏈管理顧問(wèn)/專家/講師，主要服務(wù)于制造業(yè)，物流供應(yīng)鏈行業(yè)和品牌零售業(yè)。
具有現(xiàn)代的管理專業(yè)知識(shí)和十幾年的豐富實(shí)戰(zhàn)工作經(jīng)驗(yàn)。曾任職于全球五百?gòu)?qiáng)公司泰科電子（Tyco Electronics，世界上最大的無(wú)源電子元件供應(yīng)商，占全球連接器40%市場(chǎng)份額）等行業(yè)領(lǐng)先公司，擔(dān)任采購(gòu)物流供應(yīng)鏈重要職務(wù)。負(fù)責(zé)全盤(pán)sourcing及purchasing，倉(cāng)儲(chǔ)管理及配送工作，也曾任職于IPO（International Purchasing Office）負(fù)責(zé)將高成本的歐美地區(qū)（HCC）的項(xiàng)目轉(zhuǎn)移到低成本的亞太區(qū)（LCC）的供應(yīng)商找尋，審核組織，議價(jià)，確定，流程優(yōu)化等工作。主要涉及的行業(yè)：電子、五金、塑膠、電機(jī)、醫(yī)療、包裝、珠寶、飾品、化工等制造業(yè)及物流和品牌連鎖業(yè)、貿(mào)易、教育、培訓(xùn)咨詢等行業(yè)。同時(shí)具有多年的工作實(shí)踐及培訓(xùn)經(jīng)驗(yàn)，以及給多家企業(yè)提供咨詢、培訓(xùn)的經(jīng)驗(yàn)。

注重實(shí)踐經(jīng)驗(yàn)與實(shí)際案例相結(jié)合的互動(dòng)式講課模式。親切、隨和的授課風(fēng)格，能夠?qū)⑼ㄋ滓锥睦碚摲治雠c大量的實(shí)際案例以及個(gè)人切身管理經(jīng)驗(yàn)相結(jié)合，現(xiàn)場(chǎng)氣氛活躍；思維敏捷,帶給學(xué)生深入淺出的收獲和感受。 

服務(wù)過(guò)的客戶有：周大福珠寶，中興通訊，嘉瑞壓鑄，深圳赤灣石油基地，創(chuàng)新諾亞洲，利盟打印機(jī)，明基快食，無(wú)限極，南方李錦記，河源龍記金屬, 江鈴汽車，EPSON，TCL, 深圳力合微電子，惠州三洋酒店, 錞谷電子, 拉法基瑞安(成都分公司), 美國(guó)艾登、遠(yuǎn)鵬科技、深圳航空、上海影響力、廣東培訓(xùn)網(wǎng)、東風(fēng)日產(chǎn)、特步集團(tuán)、好孩子集團(tuán)、東軟集團(tuán)、大方泳嘉、新東方日化廠等等

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