采購(gòu)成本降低與采購(gòu)談判技巧

課程背景
◆目前，企業(yè)更要面臨能源原材料價(jià)格上漲、客戶需求個(gè)性化強(qiáng)、技術(shù)更新加快、采購(gòu)成本高、部分供應(yīng)商壟斷、開(kāi)發(fā)供應(yīng)商難度加大等嚴(yán)峻形勢(shì)，迫切需要用戰(zhàn)略思維構(gòu)筑企業(yè)可持續(xù)發(fā)展的戰(zhàn)略采購(gòu)體系，更新采購(gòu)觀念和創(chuàng)新采購(gòu)模式。如果進(jìn)行采購(gòu)成本分析，如何降低企業(yè)采購(gòu)成本工作變得更加重要。
◆擁有并保持一個(gè)具有高度競(jìng)爭(zhēng)力的供應(yīng)市場(chǎng)，具有成本領(lǐng)先優(yōu)勢(shì)，對(duì)任何一個(gè)公司，都是具有關(guān)鍵戰(zhàn)略意義的。
◆隨著市場(chǎng)競(jìng)爭(zhēng)的趨激烈，面對(duì)日益嚴(yán)峻的成本壓力和殘酷的市場(chǎng)挑戰(zhàn)，外購(gòu)或?qū)ふ液线m供應(yīng)商提供原來(lái)由自己制造的產(chǎn)品或服務(wù)，已成為眾多企業(yè)規(guī)避風(fēng)險(xiǎn)、提升核心能力的必然選擇，采購(gòu)成本控制與供應(yīng)商管理，采購(gòu)談判，采購(gòu)法規(guī)的要求，已成為影響企業(yè)未來(lái)市場(chǎng)競(jìng)爭(zhēng)能力的關(guān)鍵因素。
◆因此通過(guò)科學(xué)的采購(gòu)與供應(yīng)商管理，每年在供應(yīng)鏈環(huán)節(jié)成本可節(jié)約6-8%。傳統(tǒng)的采購(gòu)管理模式正面臨巨大沖擊，采購(gòu)部門(mén)已不僅僅“買(mǎi)東西”，尋找和培養(yǎng)適合公司戰(zhàn)略需要的供應(yīng)商已成為采購(gòu)部門(mén)的重要職責(zé)。
◆供應(yīng)鏈管理的發(fā)展，要求降低供應(yīng)環(huán)節(jié)的風(fēng)險(xiǎn)，提高服務(wù)的響應(yīng)速度和持續(xù)的降低成本，如何對(duì)供應(yīng)商進(jìn)行有效的管理已成為采購(gòu)部門(mén)關(guān)注的焦點(diǎn)。
◆Recently, enterprises are faced with severe situations such as raw material prices up going, more personalized customer demand, faster technology updates, higher procurement cost, part suppliers monopoly and difficulty to develop suppliers. There exists an urgent need to build up strategic thinking of sustainable development of enterprise strategic purchasing system, and update purchasing concepts and innovate the mode of procurement. When having purchase cost analysis, how to decrease the cost of enterprise procurement work is becoming more important.
◆To hold and keep a competitive supply and demand market, and thus have the advantage in the cost is of strategic meaning to any company.
◆With more and more severe market competition and faced with the increasing pressure from the cost and challenge from the market, outsourcing or looking for some supplier to provide the products and service that were originally made by itself has become the certain choice for the mass enterprises to avoid risk and enhance the core competence. To control the procurement cost and and manage the suppliers, procurement negotiation and the requirement of procurement rules has becoming the cole element to influence the enterprises’ future.
◆So through scientific procurement and suppliers management, 6-8% cost in the supply chain process can be saved. Traditional procurement manage model is faced with strong strike, what the procurement function is doing is not just about “buying things”, but searching for and cultivating suitable suppliers has become an important duty in case of the company’s strategic demand.
◆The development of supply chain management, the demand of lowering the risk in the supply system, improve the respond speed of service, sustainably lowering the cost and efficiently manage the suppliers has become the focus for the procurement function.
課程收益
◆了解目前環(huán)境下采購(gòu)體系的發(fā)展態(tài)勢(shì)及新型采購(gòu)方法。
◆如何制定和優(yōu)化采購(gòu)流程。
◆掌握如何進(jìn)行成本分析的方法，掌握實(shí)施降低采購(gòu)成本的技巧。
◆正確分析供應(yīng)商報(bào)價(jià)的方法。
◆洞察成本日益升高之內(nèi)幕，掌握多種降低采購(gòu)成本的工具和方法。
◆提高供應(yīng)商正常供應(yīng)和非正常供應(yīng)的能力以增加生產(chǎn)柔性。
◆控制庫(kù)存的策略及采購(gòu)計(jì)劃的制定。
◆技術(shù)變更和質(zhì)量變更的應(yīng)急措施。
◆洞悉采購(gòu)部門(mén)橫向和縱向關(guān)系協(xié)調(diào)處理的關(guān)系，改善內(nèi)部采購(gòu)和外部供應(yīng)商關(guān)系。
◆全面掌握供應(yīng)商談判技巧及采購(gòu)合同及法規(guī)的要求，如何規(guī)避風(fēng)險(xiǎn)。
Curriculum Benefits
◆Understand the development situation of procurement system and the procurement method under the current environment.
◆How to develop and optimize the procurement process.
◆Master the methods of how to carry out cost analysis and the technique of implementing purchasing cost reduction.
◆The right way to analyze supplier quotation.
◆Insight of the price rising and to master a variety of tools and methods to reduce the purchasing cost.
◆Improve the suppliers’ normal and abnormal ability to increase the production flexibility.
◆Control inventory strategy and purchasing plan.
◆Emergency measures of mixer technology change and quality change.
◆Insight into purchasing department relationship horizontally and vertically, coordinate the relationship and the improve internal and external procurement supplier relationships.
◆Fully grasp supplier negotiation skills, procurement contracts and regulatory requirements, and how to avoid risk.
課程形式
講授法，學(xué)員演練法，小組討論法，案例分析法，視頻教學(xué)法，老師點(diǎn)評(píng)法等。
Curriculum form
Teaching method, students practice, group discussion, case analysis method, video teaching, the teacher review method, etc.
活動(dòng)綱要/Outline
第一篇、戰(zhàn)略認(rèn)識(shí)篇
Chapter One, Strategic understanding
第01部分認(rèn)識(shí)篇——如何做一個(gè)專業(yè)化的采購(gòu)
1、開(kāi)篇案例分析：WAL-MART 公司采購(gòu)管理成功的關(guān)鍵是什么？
2、打破傳統(tǒng)，解讀我們對(duì)采購(gòu)工作的4 大誤區(qū)，為采購(gòu)正身
3、公司如何實(shí)現(xiàn)從傳統(tǒng)采購(gòu)到戰(zhàn)略采購(gòu)的轉(zhuǎn)變，其需要什么資源和技術(shù)支持？
4、公司實(shí)現(xiàn)戰(zhàn)略采購(gòu)的四個(gè)關(guān)鍵特征和六大核心采購(gòu)價(jià)值
5、如何你是一名采購(gòu)經(jīng)理，你如何建立先進(jìn)的采購(gòu)管理系統(tǒng)，講師的四個(gè)要求與大家分享
6、你公司采購(gòu)流程如何，需要對(duì)采購(gòu)流程設(shè)計(jì)與采流程優(yōu)化嗎？
7、如何對(duì)采購(gòu)組織進(jìn)行重新設(shè)計(jì)，如何提高采購(gòu)人員的工作績(jī)效，你是如何做好采購(gòu)人員的績(jī)效考核的？
8、采購(gòu)人員必備的三大能力，五項(xiàng)心態(tài)，你有嗎？
9、視頻教學(xué)：
（1）看看他們是如何敬業(yè)的？
（2）如何與上下級(jí)和平級(jí)進(jìn)行溝通。
10、案例分享：某集團(tuán)公司采購(gòu)流程設(shè)計(jì)中優(yōu)質(zhì)高效的作法
11、現(xiàn)場(chǎng)分組討論：
（1）在你的企業(yè)中，采購(gòu)管理系統(tǒng)有沒(méi)有問(wèn)題？通過(guò)課程學(xué)習(xí)，將來(lái)你準(zhǔn)備在公司采購(gòu)系統(tǒng)建設(shè)中哪些方面有所改變或創(chuàng)新？試舉例說(shuō)明。
（2）你所在企業(yè)中采購(gòu)流程復(fù)雜嗎？需要優(yōu)化嗎？通過(guò)本章學(xué)習(xí)，你打算如何對(duì)公司的采購(gòu)流程進(jìn)行優(yōu)化（參
考流程優(yōu)化的四個(gè)要素和四個(gè)手法），試舉例說(shuō)明。01 part - know - how to become a professional purchasing man1, The opening case analysis: What is the key to the success of WAL - MART company procurement management?2, Break traditional, reading our 4 major traps for procurement, for purchasing the executioner3, For the company, how to achieve the transformation from the traditional procurement to strategic procurement, and what kind of resources and technical support is in need?4, Four key features and six core value for the company realize the strategic purchasing 5, As a purchasing manager, how do you establish advanced procurement management system, a lecturer of the four requirements to share with you6, How is your company procurement process, do you need purchasing process design and process optimization?7, How to redesign the procurement organization, how to improve the performance of procurement staff, how do you prepare for procurement staff performance appraisal?8, Three necessary ability and the five state of mind for procurement staffs, do you have?9, Video teaching:(1) See how they"re engaged?(2) How to equally communicate with the supervisor.10, Case sharing: a group of companies in the purchasing process design quality and efficient11, The group discussion:(1) In your business, do you have any questions in your purchasing management system?Through the course, what change or innovation are you going to perform in the construction of company"s procurement system in the future?Try to give an example.(2) Is your company’s procurement process complicated? Need to be optimized? Through this course, how are you going to optimize the company"s purchasing process (Process optimization test of four factors and four methods), try to illustrate.
第二篇、采購(gòu)方法篇
Chapter Two, the purchase method
第02部分方法01——如何做采購(gòu)成本分析與供應(yīng)商報(bào)價(jià)
現(xiàn)場(chǎng)操練：
思考1：怎么回答這個(gè)問(wèn)題？
思考2：有人說(shuō)，采購(gòu)成本控制，重在于殺價(jià)，越低越好，所以控制成本關(guān)鍵在于采購(gòu)談判技巧！
1、采購(gòu)人員要學(xué)會(huì)看經(jīng)營(yíng)損益表和資產(chǎn)負(fù)債表
2、企業(yè)利潤(rùn)增加的三種途徑
3、降低成本對(duì)利潤(rùn)貢獻(xiàn)更大
4、如何進(jìn)行價(jià)值分析和價(jià)值工程（VA/VE）
5、對(duì)采購(gòu)成本的全面認(rèn)識(shí)
6思考：采購(gòu)單價(jià)≠采購(gòu)成本嗎？
（1）掌握成本分析的三個(gè)步驟
（2）生產(chǎn)型材料采購(gòu)總成本的元素
（3）影響采購(gòu)價(jià)格有哪些因素，如何分析？
（4）現(xiàn)場(chǎng)思考：在一家企業(yè)，如何了解占采購(gòu)價(jià)值80%的“重要少數(shù)”的原料價(jià)格變動(dòng)行情？
7、采購(gòu)價(jià)格全面調(diào)查工作如何展開(kāi)？
（1）采購(gòu)調(diào)查的主要范圍
（2）采購(gòu)信息收集渠道
（3）處理調(diào)查資料
8、全面立體剖析供應(yīng)商的報(bào)價(jià)，價(jià)格＝成本＋價(jià)值，我們?nèi)绾稳胧郑?br /> 9、如何進(jìn)行采購(gòu)成本分析
（1）成本分析中要考慮的項(xiàng)目
（2）成本分析時(shí)注意問(wèn)題
（3）如何計(jì)算采購(gòu)價(jià)格
10、如何降低采購(gòu)成本
（1）管理好采購(gòu)人員
為什么說(shuō)采購(gòu)人員容易出事——管好采購(gòu)人員
案例分析：沃爾瑪公司的采購(gòu)職業(yè)道德規(guī)范
選人重人品、用人重績(jī)效
輪換與審計(jì)
設(shè)立供應(yīng)商投訴專線
（2）活用采購(gòu)原則
采購(gòu)5R 原則的運(yùn)用
三個(gè)關(guān)鍵性的采購(gòu)原則
采購(gòu)中ABC 管理法
（3）招標(biāo)采購(gòu)與競(jìng)爭(zhēng)性談判
（4）集中采購(gòu)與電子采購(gòu)
（5）不可忽視的采購(gòu)采購(gòu)成本的方法
鼓勵(lì)供應(yīng)商之間競(jìng)爭(zhēng)
包裝和運(yùn)輸優(yōu)化
延長(zhǎng)付款時(shí)間
大力實(shí)施材料標(biāo)準(zhǔn)化
推動(dòng)全球采購(gòu)
案例分享：GE 公司電子采購(gòu)的成本節(jié)約
11、現(xiàn)場(chǎng)討論：除了講師講過(guò)的有效降低采購(gòu)成本的方法外，你還知道哪些好的采購(gòu)方法降低成本與大家共同分享？Part 2 Method 01 - how to do cost analysis and supplier quotation
Field practice:Think about 1: how to answer this question?Thinking about 2: some people say that, procurement cost control, focuses on the bottom, the lower the better, so the cost control is the key to purchasing negotiation skills!1, Procurement staff must learn to read the business profit and loss statement and balance sheet2, Three ways to increase the enterprise profit 3, Reducing the cost will contribute more to the profit4, How to conduct value analysis and value engineering (VA/VE)5, Comprehensive understanding of purchasing cost6 Think: does purchasing price indicates purchasing cost?(1) Master three steps of the cost analysis (2) Elements of the total cost of the production materials purchasing (3) What are the factors influencing the purchase price, how to analysis?(4) Thinking about: in an enterprise, how to know 80% of the purchase value "vital few" changes in prices of raw materials prices?7 How comprehensively unfold procurement price investigations?(1) The main scope of procurement survey(2) Purchasing information collection channels(3) With the survey data
8, Comprehensive analysis of suppliers offer, price = cost + value, how do we start?9, How to conduct procurement cost analysis(1) Cost analysis in the project to considerate(2) Problems to attend to in the cost analysis(3) How to calculate the purchase price10, How to reduce purchase cost(1) Manage procurement staffWhy do you say procurement staff accident prone - mind procurement staffCase analysis: professional ethics of the company procurement Selecting one personality, heavy performance of choose and employ personsRotation and auditSet up supplier complaint line(2) The best procurement principlesApplication of 5 purchasing principles
Three key principles of procurementABC management in procurement(3) Public bidding and the competitive negotiation(4) Centralized purchasing and electronic procurement(5) Procurement procurement cost method which cannot be ignoredEncourage competition between suppliersPackaging and transportation optimizationTo extend the time of paymentVigorously implement the standardization of materialsPromote global sourcingCase sharing: GE electronic procurement cost savings11, Discussion: in addition to the lecturer about the effective method to reduce procurement cost, do you know any good procurement method to reduce the cost to share with you?
第03部分方法02——如何選擇一個(gè)合適的供應(yīng)商
1、供應(yīng)商管理的內(nèi)容
（1）供應(yīng)商的分類
（2）供應(yīng)商管理的方法
（3）供應(yīng)商管理所必備的知識(shí)
（4）供應(yīng)商行業(yè)結(jié)構(gòu)布局要求
（5）供應(yīng)商管理的步驟
（6）案例分析
2、如何供應(yīng)商開(kāi)發(fā)
（1）開(kāi)發(fā)供應(yīng)商有哪些途徑
（2）初級(jí)供應(yīng)提供資料的要求
（3））對(duì)供應(yīng)商進(jìn)行分析
（4）小組討論：如何確保供應(yīng)商資料真實(shí)性？如何確保供應(yīng)商的能力？
3、供應(yīng)商的認(rèn)證
（1）供應(yīng)商認(rèn)證工作的準(zhǔn)備
（2）如何初選供應(yīng)商
（3）如何對(duì)供應(yīng)商樣品進(jìn)行測(cè)試認(rèn)證
（4）中試認(rèn)證
（5）批試認(rèn)證
（6）簽訂采購(gòu)協(xié)議
（7）案例：某股份有限公司采購(gòu)合同
4、如何培養(yǎng)優(yōu)秀而忠誠(chéng)的供應(yīng)商
（1）把供應(yīng)商當(dāng)作分廠看待
（2）選擇合適的供應(yīng)商
（3）平等對(duì)待供應(yīng)商
（4）維護(hù)供應(yīng)商的利益
（5）供就商定期評(píng)估
（6）“恩威相濟(jì)”管理供應(yīng)商
（7）案例分析：
某供應(yīng)商實(shí)地調(diào)查表
某供應(yīng)商業(yè)績(jī)?cè)u(píng)估表
（8）案例分析：某工廠的三人改善小組
（9）供應(yīng)商激勵(lì)方法探討
（10）案例分析：某工廠處理供應(yīng)商關(guān)系的15 條原則
Part 03 Method 02-How to choose a suitable supplier?
1, Content of the supplier management(1) Classification of the supplier(2) Supplier management method(3) Essential knowledge of supplier management(4) Layout requirements of the supplier industry structure(5) Steps of supplier management (6) Case study
2, How to develop suppliers?(1) In what kind of ways to develop suppliers? (2) Primary supply information requirements(3) Supplier analysis(4) Panel discussion: how to ensure the suppliers information authenticity? How to ensure the supplier capacity?
3, Supplier certification(1) Supplier certification(2) How to primarily select supplier(3) How to test the samples of supplier certification(4) Pilot certification(5) The number of test certification(6) To sign a purchase agreement(7) Case: a co., LTD., purchasing contract
4, How to cultivate outstanding and loyal supplier(1) See the supplier as a factory(2) Choose appropriate suppliers(3) Equal treatment to suppliers(4) On behalf of the interests of the supplier(5) Regular evaluation of suppliers(6) "Temper justice with mercy" management method with suppliers(7) Case study:This supplier’s survey on the spotA supplier performance evaluation table(8) Case study: a factory improvement group of three men(9) discussion of supplier incentive methods
(10) Case analysis: a factory processing article 15 the principles of supplier relationships
第三篇、采購(gòu)應(yīng)對(duì)篇
Chapter 3 How to respond to procurement
第04部分應(yīng)對(duì)01——高效采購(gòu)談判技巧與策略
1、采購(gòu)談判的概論
（1）什么是談判？
（2）什么是采購(gòu)談判？
（3）采購(gòu)談判的目的
（4）采購(gòu)談判的內(nèi)容
（5）采購(gòu)談判的特點(diǎn)
（6）采購(gòu)談判的七大原則
2、采購(gòu)談判的主要環(huán)節(jié)
3、采購(gòu)談判的基本步驟
（1）準(zhǔn)備階段
（2）開(kāi)局階段
（3）交鋒階段
（4）妥協(xié)階段
（5）簽約階段
（6）履約階段
4、采購(gòu)談判心理分析
（1）心理特征分析（心理定勢(shì)分析）
（2）行為舉止分析（動(dòng)勢(shì)因素分析）
（3）情緒波動(dòng)分析
5、買(mǎi)賣方雙方優(yōu)劣勢(shì)技術(shù)分析
6、采購(gòu)談判議價(jià)通用技巧
7、采購(gòu)談判議價(jià)分類技巧
（1）采購(gòu)方占優(yōu)勢(shì)議價(jià)技巧-壓迫式議價(jià)
借刀殺人
過(guò)關(guān)斬將
化整為零
壓迫降價(jià)
（2）賣方占優(yōu)勢(shì)的議價(jià)技巧
迂回戰(zhàn)術(shù)
直搗黃龍
哀兵姿態(tài)
釜底抽薪
（3）買(mǎi)賣雙方勢(shì)均力敵時(shí)議價(jià)技巧
欲擒故縱
差額均攤
8、報(bào)價(jià)與還價(jià)還應(yīng)注意的問(wèn)題
9、影響談判的五大障礙
11、[案例分析]
（1）某公司采購(gòu)議價(jià)技巧要點(diǎn)
（2）編織袋生產(chǎn)線的洽談
11、小組討論：由于是新開(kāi)發(fā)出來(lái)的供應(yīng)商，采購(gòu)對(duì)其材料（產(chǎn)品）價(jià)格一無(wú)所知，如果是您將如何正確議價(jià)？以免上當(dāng)受騙？
Part 04　Response 01 – Efficient procurement negotiation skills and strategy
1, Introduction to purchase negotiations
(1) what is the negotiation?
(2) what is the purchasing negotiation?
(3) the purpose of purchasing negotiations
(4) the content of the procurement negotiations
(5) the characteristics of procurement negotiations
(6) the seven principles of purchasing negotiations
2,The main process of procurement negotiations
3,The basic steps of procurement negotiations
(1) the preparation stage
(2) the opening phase
(3) the battle phase
(4) compromise stage
(5) the contract phase
(6) the performance stage
4, psychological analysis of procurement negotiations
(1) psychological characteristic analysis (mental set)
(2) behavior analysis and factor analysis (emf)
(3) emotion analysis
5, technical advantages and disadvantages analysis in buyers and the sellers sides
6, general bargaining and purchasing negotiation skills
7, bargaining classification, purchasing negotiation skills
(1)Procurement part dominating negotiation skills - pressing
borrow a knife to kill a man
overcome all the difficulties in the way
break up the whole into parts
  Pressure Tactics
(2) Seller part dominating negotiation skills
Circuitous tactics
Taking the huanglong
Foremost attitude
take a drastic measure to deal with a situation
(3) negotiation skills when the buyers and sellers are close
Playing hard to get
The difference between
8, offer and counter-offer also should pay attention to the problem
Nine, five obstacles affect the negotiations
11, [case study]
(1) company purchasing bargaining skill points
(2) woven bag production line negotiation
11, group discussion, because it is a newly developed supplier, purchasers do not know anything about the material (product) price, if it is how you will correct negotiation?So as not to be cheated?
第05部分應(yīng)對(duì)02——正確管理采購(gòu)合同管理
1、識(shí)別采購(gòu)合同及其在商務(wù)活動(dòng)的作用
2、采購(gòu)合同哪些是主要條款，哪些是附屬條款，兩種條款要求受法規(guī)影響相同嗎？
3、合同的形成要求
4、到底由誰(shuí)起草合同才有效，采購(gòu)方起草合同有什么優(yōu)勢(shì)？
5、構(gòu)成合同的四大要素，這四大要素之間有什么關(guān)系，只有什么要素才具備法律效力？
6、我國(guó)的《民法通則》規(guī)定合法合同的能力——三個(gè)問(wèn)題的思考：
（1）簽訂合同的有效性受年齡的限制嗎，法律如何規(guī)定？
（2）精神病人、喝酒或吸毒的人，他們的合同能力受限制嗎？如果規(guī)避法律風(fēng)險(xiǎn)？
（3）有限公司和其他一些法人的合同能力受到限制嗎？如何界定？
7、請(qǐng)區(qū)分什么是企業(yè)法人、什么是法定代表人、什么是法人代表、什么是法定代表授權(quán)人，他們對(duì)合同的能力受限制嗎？都有法力效力嗎？
8、授權(quán)人再次授權(quán)行為人，具備法力效力嗎？
9、合同有哪三種形式？你通常采用什么合同方式？口頭合同有效嗎？如何維持口頭合同的取證？
10、導(dǎo)致合同無(wú)效的四個(gè)因素，請(qǐng)分別分析；
11、可撤銷合同的幾種類型分析；
12、思考：（1）如何區(qū)分無(wú)效合同與可撤銷合同？（2）什么樣的合同不要求當(dāng)事人簽字，仍然有效？
13、合同關(guān)系不涉及第三人原則
14、解密：東莞某公司一起合同糾紛案；
15、合同的主要條款和附屬條款的要求和區(qū)別
16 解密——合同條款是否有效，要考慮三條標(biāo)準(zhǔn)
17、采購(gòu)合同其他條款詳解
（1）免責(zé)和限責(zé)條款要求：如何表述，如何提醒，如何檢測(cè)？
（2）預(yù)定損害賠償條款和懲罰條款：如何界定，如何限制？
（3）所有權(quán)保留：請(qǐng)思考三種情況下物料的所有權(quán)有沒(méi)有轉(zhuǎn)移？現(xiàn)場(chǎng)做三個(gè)練習(xí)題。
（4）案例分析：石龍某電子連接器公司物料所有權(quán)糾紛案解讀。
（5）賠償條款：如何追責(zé)？
（6）不可抗力：什么情況下是不可抗力，如何區(qū)別區(qū)商業(yè)落空？生活中有哪些具體案例可以界定為不可抗力？
（7）如何解決合同糾紛——介紹常用四種方法
18、合同的條款之戰(zhàn)
（1）條款之戰(zhàn)的過(guò)程；
（2）條款之戰(zhàn)要提供哪些資料和證據(jù)
（3）如何規(guī)避條款之戰(zhàn)
19、合同定價(jià)方法的介紹及如何使用它們？
（1）固定價(jià)格
（2）可變價(jià)格
（3）成本累加（成本補(bǔ)償）定價(jià)
20、采購(gòu)合同的支付條款
（1）支付方式——支票、銀行轉(zhuǎn)賬、匯票；
（2）分期付款（支付周期）
（3）發(fā)票處理?xiàng)l款
（4）確定支付點(diǎn)
（5）支付的貨幣種類
（6）分析分期付款的優(yōu)點(diǎn)
（7）如何規(guī)避分期支付中不履行合同的風(fēng)險(xiǎn)？
21、預(yù)付款（又稱合同訂金）保留金如何處理？
Part 05　Response 02- procurement contract management
1, identify procurement contract and its role in business activities2,in the purchase contract, which are the main clauses, which are affiliated to the terms, are two terms required by the laws and regulations affect the same?3, the formation of the contract4, exactly who will draft the valid contract, what are the advantages of the purchasing party when drawing up the contract?5, constitute the four elements of the contract, what is the relationship between the four elements, what elements have legal effect?6, "general principles of the civil law" the regulation of our country legal contract -- think about three questions:(1) the effectiveness of the contract by the age limit, how the law rules?(2) the mental patient, drinking or drug use, are their ability to contract restricted? If avoid legal risk?(3) co., LTD., and some other legal contract ability is restricted either? How to define?
7, please tell what is enterprise legal person, what is the legal representative, what is the legal representative, what is the legal representative authorized person, are their ability to contract restricted? Does it have legal effectiveness?8, the authorized person authorized another person, does he or she again have legal effectiveness?9, what are the three forms of contract? What ways do you usually use to contract? Is oral contract effective? How to maintain oral contract forensics?10, cause the contract invalid four factors, please respectively analysis;11, analysis of several types of revocable contract;12, thinking: (1) how to distinguish between invalid contract and cancel-able contract? (2) what kind of contract does not request the parties to sign, is it still valid?13, the principle of contract relationship does not involve the third person14, decryption: dongguan contract dispute with a company;15, the main terms of the contract and affiliate terms and conditions and demands of the difference16 decryption - the terms of the contract is valid, to consider three criteria
17, procurement contract explanation
(1) the liability and the limit of principal terms: how to express, how to remind, how to detect?
(2) booking damages clause and the penalty clause: how to define, how to limit?
(3) the title retention: please think does the ownership of the material transfer in the three cases? Three exercises on spot.
(4) case analysis: Shilong, some electronic connector company material ownership dispute.
(5) the indemnity clause: how to call to account?
(6) force majeure: what circumstance is the force majeure, how the difference area business failed? What are the specific case in life can be defined as the force majeure?
(7) how to solve the contract dispute, introduces four methods commonly used
18, the terms of the contract
(1) the process of terms and conditions of the battle ;
(2) what data and evidence to provide in the terms of the battle
(3) how to circumvent the terms of war
19, contract pricing introducing method and how to use them?
(1) fixed price
(2) variable prices
(3) the cost accumulation (cost compensation) pricing
20, the purchase contract payment terms
(1) payment, cheque, bank transfer, money orders;
(2) the installment payment (payment cycle)
(3) the invoice processing
(4) determining the pay
(5) the type of currency in payment
(6) analysis of the advantages of payment by installments
(7) how to avoid risk fails to perform the contract in the installment payment?
21, advance deposit (also known as contract) retention.
講師介紹/Lecture
講師簡(jiǎn)介—劉小明
國(guó)際注冊(cè)高級(jí)經(jīng)理
國(guó)家高級(jí)企業(yè)培訓(xùn)師
國(guó)際注冊(cè)高級(jí)采購(gòu)師
中國(guó)企業(yè)實(shí)戰(zhàn)派生產(chǎn)管理講師
中山大學(xué)客座教授
清華大學(xué)繼續(xù)教育學(xué)院客座教授
華南理工大學(xué)繼續(xù)教育學(xué)院特聘講師
領(lǐng)棟中國(guó)高級(jí)講師
QMS/EMS/OHSAS國(guó)家注冊(cè)高級(jí)審核員
中國(guó)質(zhì)量管理協(xié)會(huì)授予質(zhì)量管理講師
Lecturer - liu xiaomingThe international registration of senior managersNational senior corporate training divisionThe international registration of senior procurement divisionChinese enterprises practical production management lecturerVisiting professor of sun yat-sen universityGuest professor of school of continuing education, tsinghua universitySouth China university of technology school of continuing education, distinguished lecturerCollar, a senior lecturer in ChinaQMS/EMS/OHSAS national registered senior auditorsChina quality management association awarded the quality management of lecturer
工作背景：
企業(yè)管理博士，工商管理碩士。十多年中高層企業(yè)實(shí)戰(zhàn)管理工作經(jīng)驗(yàn)，先后在拓璞電器集團(tuán)擔(dān)任生產(chǎn)/質(zhì)量經(jīng)理；美的集團(tuán)擔(dān)任供應(yīng)鏈管理中心經(jīng)理；中國(guó)超人集團(tuán)擔(dān)任生產(chǎn)/質(zhì)量總監(jiān)兼管理者代表職務(wù)。同時(shí)兼職在認(rèn)證公司對(duì)國(guó)際標(biāo)準(zhǔn)化管理體系審核數(shù)年。擅長(zhǎng)生產(chǎn)管理課程培訓(xùn)。領(lǐng)域涉及食品、電子、機(jī)械、汽車、通訊、電氣、家具、家電、注塑、生物制藥、五金、服裝、汽車、煙草、煤炭及化工等行業(yè)。
Background:
Doctor of enterprise management, master of business administration.More than a decade high-level enterprise management experience in actual combat, in Rio brand electrical appliances group as production/quality manager;Midea group as supply chain management center manager;China superman group served as director of production/quality and management representative.At the same time part-time in certification company for international standardized management system audit for several years.Good at production management courses.Areas related to food, electronics, machinery, automobile, communication, electrical, furniture, home appliances, plastic injection, biological, pharmaceutical, hardware, clothing, automobiles, tobacco, coal and chemical industry, etc.
工作經(jīng)歷及成果
1999-2003廣州拓璞電器集團(tuán)分公司生產(chǎn)/集團(tuán)質(zhì)量部【生產(chǎn)/質(zhì)量經(jīng)理】
1、順利組建分公司生產(chǎn)部，使分公司生產(chǎn)部由剛成立無(wú)到有，并走向規(guī)范化、標(biāo)準(zhǔn)化及制度化管理。
2、公司迅速擴(kuò)張，集團(tuán)公司成立，公司任命我?guī)ьI(lǐng)質(zhì)量管理團(tuán)隊(duì)一起完善質(zhì)量管理部門(mén)檢驗(yàn)、保證和試驗(yàn)室組建工作；完善供應(yīng)商審核資格認(rèn)證活動(dòng)；在集團(tuán)公司質(zhì)量管理完善的情況下各分公司推行質(zhì)量管理體系認(rèn)證，六個(gè)分公司順利取得質(zhì)量管理體系認(rèn)證。
2003-2006美的集團(tuán)集團(tuán)供應(yīng)鏈管理中心【供應(yīng)鏈中心經(jīng)理】
1、完善集團(tuán)公司供應(yīng)鏈管理整合。
2、對(duì)集團(tuán)中心重點(diǎn)關(guān)注供應(yīng)商第二方審核，減少采購(gòu)風(fēng)險(xiǎn)及提升原材料質(zhì)量。
3、通過(guò)供應(yīng)商規(guī)范化管理，各事業(yè)部采購(gòu)部門(mén)得到規(guī)范化管理，使采購(gòu)成本持續(xù)下降。
4、針對(duì)質(zhì)量、交期難以達(dá)到集團(tuán)要求的供應(yīng)商進(jìn)行指導(dǎo)和監(jiān)督改善，供應(yīng)商達(dá)到集團(tuán)供應(yīng)鏈管理要求。
5、負(fù)責(zé)與供應(yīng)商各項(xiàng)談判工作的參與和安排。
2007-2010中國(guó)超人集團(tuán)集團(tuán)制造中心/集團(tuán)質(zhì)量中心【生產(chǎn)/質(zhì)量總監(jiān)兼管理者代表】
1、負(fù)責(zé)集團(tuán)公司12個(gè)分廠生產(chǎn)計(jì)劃調(diào)配、日常管理、生產(chǎn)經(jīng)營(yíng)等管理工作。
2、通過(guò)推行IE工業(yè)工程管理，是各分廠生產(chǎn)流程得到改善和優(yōu)化、生產(chǎn)效率直線提升55%。
3、針對(duì)注塑廠、五金廠批量生產(chǎn)的特點(diǎn)，由機(jī)器人替代人工作業(yè)，提高了生產(chǎn)效率，節(jié)約了用工成本。
4、負(fù)責(zé)集團(tuán)采購(gòu)部門(mén)統(tǒng)籌和管理工作，2008年通過(guò)對(duì)供應(yīng)商進(jìn)行整合和優(yōu)化，大大降低公司各物料的采購(gòu)成本，使交期達(dá)成率由原來(lái)的82.5%直線提升至96.8%，同時(shí)原材料質(zhì)量也比較穩(wěn)定。
Work experience and achievements
1999-2003 guangzhou Rio brand electrical appliances group branch production/quality "production/quality manager"1, set up branch production smoothly, make branch production grow out of nothing, the newly established and standardized, standardized and institutionalized management.2, the company rapidly expand, group company was founded, the company appointed me lead the quality management team with perfect quality inspection, guarantee and laboratory management department;Perfect supplier audit qualification certification activities;Under the condition of the group company quality management perfect each branch company to implement quality management system certification, six branch in quality management system certification.
授課風(fēng)格
劉老師授課注重理論與實(shí)際相結(jié)合，對(duì)學(xué)員工作技能、良好習(xí)慣的培養(yǎng)，追求改變學(xué)員心態(tài)與觀念。近6年豐富的專業(yè)企業(yè)培訓(xùn)師經(jīng)驗(yàn)，外加擔(dān)任多家企業(yè)常年管理顧問(wèn)，使本人對(duì)教育與培訓(xùn)十分熟悉及了解。
——關(guān)注顧客需求，為顧客提供有針對(duì)性的解決方案；
——注重與各層管理人員的溝通，為管理者提供全新的管理思維和模式；
——注重實(shí)效，以結(jié)果為導(dǎo)向?yàn)樵瓌t；
——關(guān)注過(guò)程，以過(guò)程為實(shí)現(xiàn)績(jī)效的手段。
講課風(fēng)格生動(dòng)、幽默及深入淺出。不僅案例豐富，且提供多種實(shí)用的解決問(wèn)題之工具及技巧，把管理當(dāng)故事講。對(duì)參訓(xùn)者具有極大的吸引力、感染力和意想不到的效果。
The teaching styleLiu teaching pays attention to integrating theory with practice, the cultivation of the students work skills and good habits, and pursue changing students’ attitude and ideas. Nearly six years rich professional experience as corporate trainer, plus several enterprise management consultant, make himself very familiar with and understand the education and training.- focus on customer needs, to provide customers with targeted solutions;- pay attention to the communication with the layers of management, provide a new management thought and mode;Pragmatic, result oriented for the principle;- focus on process, in order to process for the realization of the performance of the method.Vivid lecture style , humorous and easy to understand. Case is rich, and offers a variety of practical problem-solving tools and techniques, teach the management skills in a way of story. To bring a great attraction, appeal and unexpected effects to the attendees.
【出版書(shū)籍】
1-《管好班組就靠這幾招》
2-《準(zhǔn)時(shí)下班的智慧：超有效的時(shí)間整理法》
"Books Published"1 - “Invincible methods to manage a good team”2 - "the wisdom of finishing the work on time: super effective time management skills”
【服務(wù)客戶】
一、制造行業(yè)：
電子：廈門(mén)龍僑、聯(lián)想集團(tuán)、中興電子、旭日電子、深圳華陽(yáng)、蘇泊爾、萬(wàn)達(dá)
機(jī)械：三一重工、廣東農(nóng)機(jī)、沈陽(yáng)機(jī)床、西安舍森、臺(tái)富機(jī)械、廣進(jìn)、大連液力
食品：蒙古酒業(yè)、河套酒業(yè)、蒙牛、統(tǒng)一、可口可樂(lè)、徐福記、億源食品、雨潤(rùn)
電器：日本松下、TCL電器、新飛電器、萬(wàn)寶、利仁電器、艾美特、鴻雁、正泰
家電：美的、華凌、萬(wàn)寶、新寶、龍的、海信、TCL、創(chuàng)維、長(zhǎng)虹、康佳、格蘭仕、飛科、帥康、格力、志高、奔騰、九陽(yáng)、安吉爾、龍的、方太
通訊：偉易達(dá)、偉創(chuàng)力、聯(lián)想、金立、鎢珍電子、中興、德賽、三星、索尼、庫(kù)柏、酷派、國(guó)人通信
家具：連天紅、森寶、穗寶床墊、廣東鴻業(yè)、正美、索菲亞、皇朝家具、廣東聯(lián)邦、曲美、全友家居、成都家居商會(huì)、顧家家居
塑膠：東莞山富、南通強(qiáng)力、珠海三大、深圳旺鑫、深圳恒益達(dá)、深圳沐陽(yáng)
五金：廣東文華、深圳高飛、廣東振鴻、廣州現(xiàn)代、廣東五榮、三環(huán)鎖業(yè)、雅潔五金、匯泰龍、頂固、廣州大力、廈門(mén)凱立
服裝：維珍妮、康華林、豐隆服飾、正華、以純、金利來(lái)、老爺車、奧康集團(tuán)
生物制藥：三金集團(tuán)、三九制藥、白云制藥、升華集團(tuán)、山東山松、遼寧諾康
汽車：中國(guó)北車、中國(guó)南車、現(xiàn)代、福田汽車、宇通客車、比亞迪、東風(fēng)日產(chǎn)、廣州本田、通用五菱、奇瑞汽車、金龍客車、三菱、宇通、廣州豐田
煙草：長(zhǎng)春卷煙廠、韶關(guān)煙廠、梅州卷煙廠、云南卷煙廠、長(zhǎng)沙卷煙廠
二、電力行業(yè)：
韶關(guān)電力、廣東電網(wǎng)、廣西電網(wǎng)、云南電網(wǎng)、茂名電力、廣西電力、貴州電網(wǎng)、海南電網(wǎng)、佛山電力、南海電網(wǎng)欽州供電局、韶關(guān)供電局、桂林供電局、佛山供電局、華潤(rùn)電力控股、廣東粵電集團(tuán)、霍州煤電
三、通信行業(yè)：
中國(guó)移動(dòng)學(xué)院、中國(guó)聯(lián)通學(xué)院、廣州移動(dòng)、清遠(yuǎn)移動(dòng)、清遠(yuǎn)聯(lián)通、深圳移動(dòng)、南京移動(dòng)、福建移動(dòng)、惠州移動(dòng)、廣州電信、西安聯(lián)通、韶關(guān)移動(dòng)、寧夏移動(dòng)、韶關(guān)電信、中興通訊、貴州移動(dòng)、云南移動(dòng)、河南移動(dòng)
四、物業(yè)管理：
深圳基金、中奧物業(yè)、廣東公誠(chéng)、廣東金宇、珠港物業(yè)
五、航空航天：
深圳機(jī)場(chǎng)、北京機(jī)場(chǎng)、廣州機(jī)場(chǎng)、西安機(jī)場(chǎng)、南方航空、中國(guó)航空、深圳航空
六、高校合作：
清華大學(xué)、中山大學(xué)、華南理工大學(xué)、廣東工業(yè)大學(xué)、廣東外語(yǔ)外貿(mào)、韶關(guān)大學(xué)、廣東郵電學(xué)院、廣東金融學(xué)院、廣州大學(xué)、西北工業(yè)大學(xué)、肇慶大學(xué)、五邑大學(xué)、深圳大學(xué)、南京理工大學(xué)、四川大學(xué)、四川電子科大

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