采購競(jìng)爭(zhēng)力——供應(yīng)環(huán)境和供應(yīng)市場(chǎng)分析

開課地點(diǎn)：	上海
授課時(shí)間：	2天
授課顧問：
開課時(shí)間：	2009-2-27
市場(chǎng)報(bào)價(jià)：	0
購買價(jià)格：	0
審核時(shí)間：	我要報(bào)名2009-02-02 14:13:45

　　

學(xué)習(xí)對(duì)象

生產(chǎn)企業(yè)高層管理人員; 采購總監(jiān)、經(jīng)理;采購工程師，采購員， 其他部門經(jīng)理及相關(guān)人員

課程目標(biāo)

【課程概要Course Introduction:】 企業(yè)越來越看重采購開發(fā)的供應(yīng)商能力,從聯(lián)合國(guó)的采購專家看來,他們認(rèn)為采購現(xiàn)在正成為企業(yè)采購”競(jìng)爭(zhēng)力”, 也就是說采購不只是尋找和開發(fā)培養(yǎng)合適的供應(yīng)商,而是在為企業(yè)尋求戰(zhàn)略性的競(jìng)爭(zhēng)力的提升. 但是企業(yè)如今也發(fā)現(xiàn)由于要降低成本,往往企業(yè)最終選擇了那些能力欠缺的供應(yīng)商來培養(yǎng),結(jié)果是＂勞命傷財(cái)＂，而對(duì)方還拒絕積極的配合與提高．所以企業(yè)越來越看重供應(yīng)商的整體能力．而采購作為企業(yè)的核心功能被強(qiáng)調(diào)到戰(zhàn)略層面。隨著采購的戰(zhàn)略功能如供應(yīng)商的選擇和評(píng)估與操作性功能如訂單管理的分離和細(xì)化，供應(yīng)市場(chǎng)搜尋和采購戰(zhàn)略規(guī)劃被企業(yè)提到了采購人員的日常工作中。 而作為企業(yè)面對(duì)供應(yīng)商的形象代表-CBM就走入了人們視野。 但他們卻時(shí)常迷失在繁雜的操作性事務(wù)中，如何能提高他們的戰(zhàn)略規(guī)劃能力，這正是本課程設(shè)置的目的。 Nowadays ITC purchasing expertise brought out a fresh concept on purchasing management—purchase competence. It fully changed the concept of supplier management as core of purchasing management. Looking backward to purchasing management history, originally purchasers was defined as buyer of buying goods for the company; then enterprise put more attention to purchasing the goods throuhg “right supplier” matching company requirement; now it developed to purchasing competence, which means that the company is buying into supplier capability and this could result in both company competence increase. Focus on cost down through suppliers, company realized that this is unsuccessful trend since they put a lot of efforts on “supplier development” but finally supplier felt unwilling or….. So they realized that the purchasers should help the company to find right capable suppliers from beginning. Thanks to the company focus and promote purchasing staff to senior strategical level, CBM (commidity business manager) comes into our eyes. They represente the company facing the supplier. In order to help the company, most of companies now divided the purchasing team into strategic team (CBM team) and operational team (order fullfillment team). But it’s not the case at all. Most CBMs are fully occupied with daily operational issues. E.g. pull in material, drive supplier for quality improvement, get supplier on ESI to achieve NPI goal……. 【課程收益Course Objectives:】 學(xué)習(xí)了本課程，您將快速了解以下內(nèi)容：  供應(yīng)市場(chǎng)開發(fā)方法全攻略；Full strategies for Supply Market development  開展供應(yīng)市場(chǎng)調(diào)查的七大步驟；7 steps on developing supply marketing  供應(yīng)市場(chǎng)五力分析模型；Porter model (5 force model) on supplying market  供應(yīng)定位模型；supply position model  采購組合分析 combination analysis  供應(yīng)商發(fā)展戰(zhàn)略的制訂：supplier development strategy set up  大量案例：大量課堂案例，生動(dòng)實(shí)用，涵蓋采購管理的各個(gè)環(huán)節(jié) Case Study

課程內(nèi)容

【課程大綱Course Outline:】  采購管理的發(fā)展Purchasing Management History& Supply Chain Trend ɨ
7; 采購發(fā)展5
年P(guān)urchasing management history within past 5
years ɨ
7; 全球統(tǒng)一采購管理Globalization ɨ
7; 國(guó)產(chǎn)化采購Localization ɨ
7; 低成本國(guó)家采購 LCCS ɨ
7; 聯(lián)合采購戰(zhàn)略Glocolization ɨ
7; 供應(yīng)鏈的發(fā)展趨勢(shì) supply chain development trend ɨ
7; 采購由“推動(dòng)”轉(zhuǎn)向“拉動(dòng)“管理 “ Push” to “Pull” Purchasing Development  供應(yīng)市場(chǎng)開發(fā)Supply Marketing ɨ
7; 開展供應(yīng)市場(chǎng)調(diào)查的三大驅(qū)動(dòng)力 3 drivers to initiate supply marketing ɨ
7; 供應(yīng)物料縱覽　purchasing materials summary ɨ
7; 開展供應(yīng)市場(chǎng)調(diào)查的七大步驟 7 steps on developing supply marketing ɨ
7; 如何搜集市場(chǎng)信息？　各種信息來源優(yōu)缺點(diǎn)點(diǎn)評(píng) how to collect market information? Their good points and bad points ɨ
7; 影響供需平衡的因素分析 impact factors on supply-demand balance ɨ
7; 供應(yīng)市場(chǎng)五力分析模型 Porter model (5 force model) on supplying market ɨ
7; 市場(chǎng)分類的九種組合 9 market classifications ɨ
7; 尋找細(xì)分市場(chǎng)的風(fēng)險(xiǎn)和機(jī)會(huì)―――ＰＯＣＫＥＴ模型 search market opportunity and risk—POCKET model ɨ
7; 評(píng)價(jià)供應(yīng)市場(chǎng)的情景模擬法 Senario method applied on supply market apprasial  Case study 1: 5 force model to a Fortune 5

listed electrical apparatus company  Case study 2: how to collect market information?  Case study 3: POCKET practice  參考資料:　供應(yīng)商調(diào)查表(美國(guó)汽車制造廠)  采購戰(zhàn)略 ɨ
7; 供應(yīng)定位模型 supply position model ɨ
7; 采購的4種戰(zhàn)略4 strategies ɨ
7; 影響采購戰(zhàn)略的四大因素 4 factors on making strategy ɨ
7; 采購組合分析 combination analysis ɨ
7; 供應(yīng)商發(fā)展戰(zhàn)略的制訂 supplier development strategy set up ɨ
7; 根據(jù)不同物料分類的特性制定不同的采購戰(zhàn)略 differentiate purchasing strategies base on material difference ɨ
7; 自制或外購決策的制定 “make or buy”decision ɨ
7; 供應(yīng)商早期介入的優(yōu)缺點(diǎn)及參與矩陣定位模型 ESI  Case study 4: supply positon practice  Case study 5: US and EU companies purchasing strategy comparison  參考資料: 某歐洲知名汽車業(yè)制造廠采購市場(chǎng)調(diào)查介紹

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