供应链管理实务

1.供应链概述
* 对价值链、供应链和供应链管理的认识
* 了解供应链管理的主要挑战

2.交叉跨部门团队合作制胜
* 企业内部供应链及链上各环节间的衔接和协调
* 供应链职能部门和交叉跨部门的目标、职责、权力和责任
* 管理供应链的动态性和复杂性
* 管理跨公司、跨部门目标利益的冲突

3.管理供应链内流动的三大基本流
* 三大基本流相互作用和影响
* 有效管理三大流的跨部门“轨道系统” 、 “指挥系统” 、“控制系统”

4.一切源自需求
* 需求模式与不确定性
* 需求的不确定性对内部运营和成本的影响
* 管理预测的输入, 预见不确定性, 应对不确定性
* 预测需求和完善需求的方法

5.协调需求和供应的平衡, 决策过程
* 对前期业绩的测量和评估
* 预见未来市场的需求
* 平衡外部需求与内部供应资源的能力, 发现供应的瓶颈和制约
* 去除供应瓶颈和制约 vs. 重塑外部需求
* 评估、协调、平衡、决策

6.供应计划系统的持续改善
* 管理和改善计划的输入要素
* 设置关键监控点, 提升计划实施的质量
* 实施需求预测 vs. 实际销售与 生产供应 vs. 库存的动态监控
* 计划系统持续改善的领域

7.采购供应系统的持续改善
* 设置关键监控点, 提升采购供应计划实施的质量
* 日常供应商不符合性的管理
* 应急采购系统

8.生产制造系统的持续改善
* 生产计划实施，变更的管理
* 生产计划有效实施的保障

9.客户服务
* 客户定位与差异化管理
* 客户订单、延迟订单的管理
* 客户投诉的处置

10.物流服务
* 渠道策略对物流配送网络建立的影响
* 物流成本的控制方法

11.考核与改善
* 供应链管理业绩考核与月报
* 供应链管理的持续改善 1. Supply chain overview
* Understanding value chain, supply chain and SCM
* Understanding main challenges of SCM

2. Winning through cross functional cooperations
* Internal SC in the company and coordination between various sectors of supply chain
* ives, responsibilities and authorization of supply chain functions and cross-functions
* Management of the supply chain dynamics & complexity
* Managing interests conflicts in cross-company/department

3. Managing three basic flows in SCM
* Role of three basic flows and their influences
* Operation system, management system and information system to manage three flows

4. All driven by in - market demand
* Demand patterns and uncertainty
* Demand impact on internal operations and operation cost
* Managing demand input, predicting and dealing with uncertainty
* Methods to manage and improve in-market demand forecast

5. Demand and supply balance
* The measurement and evaluation of demand performance
* Anticipating future market needs
* Balancing external demand and internal supply capabilities, exploring supply bottlenecks and constraints
* Removing supply bottlenecks and constraints vs. remodeling external demand
* Evaluation, coordination, balance, decision-making

6. Continuous improvement of supply planning system
* Management and improvement of plan input elements
* Setting control points, improving implementation quality of supply plan
* Dynamic monitoring actual sales, inventory and supply
* Continuous improvement of supply planning system

7.Continuous improvement of material supply system
* Setting the key control points, enhancing implementation quality of purchasing plan
* Non - conformance management of suppliers
* Emergency procurement system

8. Continuous improvement of manufacturing system
* Managing the change of production plan
* Securing continuous production

9. Customer services
* Customer categorization and service differentiation
* Management of customers’ orders and backlog orders
* Handling customers’ complaints effectively

10. Logistics services
* Channel strategies’ impact on the establishment of logistics and distribution network
* Managing and controlling logistics cost

11. Performance measurement and continuous improvement
* SCM KPI measures
* PDCA in SCM

供应链的管理范围涉及从需求的输入到满足需求的全过程，因此供应链管理所涉及到的业务领域广泛、人员众多、运作复杂。 由于供应链的运营须有跨部门成员的参与，而跨部门/跨公司成员之间的利益不同甚至冲突，所以供应链的整体表现，受制于主链的上游和内部/外部辅链上相关成员的影响。供应链管理部门在履行职能的同时，把更多的资源投入到跨部门、跨公司之间的横向沟通、协调和合作。灭火、解决重复发生的问题、去除合作障碍成为日常工作的主旋律......供应链部门是企业运营的协调者、问题解决者、决策的总体平衡者和持续改善的推动者。 通过学习，全方位诊断供应链运营的问题，寻找有效方法，改变以往头痛医头的方式，从而实现高效供应链的运营，同时透过对供应链运营实践的解析来帮助跨部门成员了解、理解、支持供应链。 现代供应链管理实践，必将伴随着市场和竞争环境的快速变化不断地深化和普及。