培訓(xùn)內(nèi)容:
培訓(xùn)受眾:
* 供應(yīng)鏈部門如計(jì)劃、采購(gòu)、生產(chǎn)、客戶服務(wù)和物流部門的管理人員
* 參與供應(yīng)鏈運(yùn)營(yíng)的跨部門成員，如質(zhì)量、成本控制和客戶需求管理部門的管理人員
課程收益:
外部市場(chǎng)資源價(jià)格波動(dòng)明顯，市場(chǎng)環(huán)境不確定性在增加，產(chǎn)品的生命周期在縮短，客戶的期望在提高......當(dāng)這一切都成為新常態(tài)時(shí)，許多頗有遠(yuǎn)見的企業(yè)通過重塑供應(yīng)鏈，建立適應(yīng)性動(dòng)態(tài)供應(yīng)鏈系統(tǒng)，以精準(zhǔn)、靈活和經(jīng)濟(jì)的方式適應(yīng)市場(chǎng)恒久波動(dòng)帶來的挑戰(zhàn)。
如何設(shè)計(jì)動(dòng)態(tài)供應(yīng)鏈系統(tǒng) 不同的企業(yè)增長(zhǎng)策略、不同的產(chǎn)品競(jìng)爭(zhēng)策略、不同的目標(biāo)客戶價(jià)值......對(duì)供應(yīng)鏈的靈活性要求都不同。從哪些供應(yīng)鏈環(huán)節(jié)獲取精準(zhǔn)性、靈活性、經(jīng)濟(jì)性是動(dòng)態(tài)供應(yīng)鏈系統(tǒng)設(shè)計(jì)必須考慮的問題。真正的動(dòng)態(tài)供應(yīng)鏈設(shè)計(jì)是實(shí)現(xiàn)供應(yīng)商端到客戶端上各關(guān)鍵職能完全同步，準(zhǔn)確、及時(shí)的感知和塑造市場(chǎng)需求的變化。
內(nèi)部“滅火、解決重復(fù)發(fā)生的問題、去除合作障礙”成為日常運(yùn)營(yíng)的主旋律，在運(yùn)營(yíng)層面解決問題實(shí)則是“頭痛醫(yī)頭”，企業(yè)運(yùn)營(yíng)層面的問題需通過優(yōu)化供應(yīng)鏈“設(shè)計(jì)和規(guī)劃”層面來根除。
如何優(yōu)化供應(yīng)鏈設(shè)計(jì) 需要考慮供應(yīng)鏈管理客觀和主觀的挑戰(zhàn)，考慮三大流流動(dòng)的有序性、可控性、高效性、靈活性、經(jīng)濟(jì)性......來實(shí)現(xiàn)精準(zhǔn)、靈活、經(jīng)濟(jì)的供應(yīng)。
課程大綱：
1.供應(yīng)鏈概述
* 客戶價(jià)值的實(shí)現(xiàn)
* 供應(yīng)鏈管理范圍的新視角
* 供應(yīng)鏈管理職能的演變
2.供應(yīng)鏈對(duì)企業(yè)運(yùn)營(yíng)結(jié)果的影響
* 對(duì)新產(chǎn)品開發(fā)上市的影響
* 對(duì)企業(yè)內(nèi)部運(yùn)營(yíng)成本和效率的影響
* 對(duì)提升企業(yè)產(chǎn)品的市場(chǎng)競(jìng)爭(zhēng)優(yōu)勢(shì)的影響
* 對(duì)企業(yè)投資回報(bào)率的影響
3.供應(yīng)鏈管理的基本流
* 供應(yīng)鏈運(yùn)營(yíng)的動(dòng)力系統(tǒng)
* 各基本流所涉及的主要活動(dòng)
* 供應(yīng)鏈活動(dòng)的價(jià)值分析和改善行動(dòng)
4.供應(yīng)鏈設(shè)計(jì)的策略選擇
* 產(chǎn)品特征、生命周期和市場(chǎng)營(yíng)銷策略對(duì)供應(yīng)鏈設(shè)計(jì)的影響
* 局部?jī)?yōu)化 vs. 全局優(yōu)化的決策
* 供應(yīng)鏈的庫(kù)存模式、驅(qū)動(dòng)模式、結(jié)構(gòu)模式、組合模式
5.高效供應(yīng)鏈管理的特征
* 高效供應(yīng)鏈的組織系統(tǒng)、運(yùn)營(yíng)系統(tǒng)、管理系統(tǒng)和信息支持系統(tǒng)
6.供應(yīng)鏈管理的挑戰(zhàn)和積極應(yīng)對(duì)
* 跨公司/跨部門利益、目標(biāo)的沖突性
* 供應(yīng)鏈的動(dòng)態(tài)性
* 供應(yīng)鏈結(jié)構(gòu)復(fù)雜性
7.供應(yīng)鏈職能部門與交叉跨部門團(tuán)隊(duì)
* 供應(yīng)鏈運(yùn)營(yíng)的全過程
* 過程中的關(guān)鍵步驟和主要控制點(diǎn)
* 職能部門和交叉跨部門團(tuán)隊(duì)的優(yōu)勢(shì)和弱勢(shì)
* 跨部門團(tuán)隊(duì)運(yùn)作的目標(biāo)、職責(zé)、權(quán)力和責(zé)任
* 應(yīng)對(duì)供應(yīng)鏈管理中跨部門合作的障礙
8.需求信息流管理的意義和方法
* 信息的價(jià)值，集中信息管理的意義
* 有效預(yù)見和管理“可預(yù)見”動(dòng)態(tài)性的策略方法
* 平衡需求和供應(yīng)的決策系統(tǒng)(S&OP)
9.采購(gòu)管理的意義和方法
* 戰(zhàn)略采購(gòu)對(duì)動(dòng)態(tài)供應(yīng)鏈的貢獻(xiàn)
* 提升供應(yīng)靈活性的策略方法
10.供應(yīng)鏈管理的信息技術(shù)
* 供應(yīng)鏈信息系統(tǒng)的組件
* 信息系統(tǒng)在供應(yīng)鏈管理中的應(yīng)用
* 信息系統(tǒng)的有效整合
11.供應(yīng)鏈管理業(yè)績(jī)的衡量
* 公司業(yè)務(wù)層面的衡量指標(biāo)
* 跨部門合作層面衡量指標(biāo)
* 供應(yīng)鏈職能部門層面的衡量指標(biāo)
* 衡量指標(biāo)的矩陣式管理
1. Supply chain overview
* The realization of customer value
* New perspective of supply chain management
* Evolution of supply chain management functions
2. Supply chain on the operational results of the company
* New product launching
* Internal operation costs and efficiency
* Product competitive advantage in the market
* The return of invested capital (ROIC)
3. Basic flows of SCM (supply chain management)
* Demand & supply information flow, material flow and cash flow
* The main activities involved
* Value analysis of supply chain activities and improvement
4. Strategy of supply chain design
* The impact on supply chain design from product characteristics, life cycle and marketing strategies
* Decision of part optimization vs. global optimization
* Inventory model, driven model, structure model, multi-combination model of supply chain design
5. The characteristics of high efficient SCM
* The organizational structure, operation system, management system and information system
6. Active response to the challenges of SCM
* Interests conflicts among cross-company / cross-sector
* Supply chain dynamics
* Complexity of supply chain structure and components
7. Supply chain cross-sectional and cross-functional departments
* The overall process of supply chain operations
* Key steps and critical control points in the process
* Advantages and disadvantages of functional & cross-functional departments
* Team goals, responsibilities, powers and accountabilities of cross-functional departments
* Removing the obstacles in cross-functional cooperation
8. The significance and method of demand information flow management
* Value of information management and the significance of centralized information management
* The way of effectively anticipate and manage the “foreseeable” dynamic
* Demand & supply balancing and decision-making system(S&OP )
9. The meaning and method of purchasing management
* Strategic sourcing’s contribution to manage supply chain dynamics
* Strategic approach to enhance the flexibility of supply
10. Information technology of SCM
* Supply chain information system components
* Information systems applied in SCM
* Effective integration of information systems
11. Measurement of SCM performance
* KPIs measurement at cooperate business level
* KPIs measurement at cross-functional level
* KPIs measurement at SCM level
* KPIs matrix