【课程大纲】
在满足服务水平的基础上持续提升：
物流成本控制：
1.制定供应链战略、建立物流规划
➢物流战略制定需考虑的因素
➢SWOT分析
➢物流战略展开及落地的层面
➢物流规划包含的内容
➢物流战略与日常操作的关系
2.分析物流流量，成本结构，历史数据及预测
➢影响物流成本预算的主要因素
➢物流流量数据库
➢物流成本数据库
➢设立预算/预测模型
➢全年物流成本预算–范例
3.设定成本控制目标，进行差异分析及措施改进
➢定期成本监控
➢专人实时跟进
4.制定、执行项目及流程优化以提升成本管控–实操案例分析
➢贸易条款选择
➢多点提货操作
➢出货港口优选
➢活用运输模式
➢直接合同签署
➢招标流程详解
➢集装箱利用率
➢DC Bypass
5.施行流程标准化和审计
➢流程标准化
➢选择标准化
➢费用标准化
6.完善应急预案
➢风险的界定和细分
➢风险的评级
➢风险的基本应对
➢具体的风险应对方案
➢常规风险应对措施
➢Preventive Plan / Contingency Plan 案例
➢Expedition process
7.寻求系统功能支持
➢Software vs SaaS
➢Order Management
➢TMS
➢WMS
➢Materials Handling
8.培训从业人员操作规范及物流专业知识
➢团队建设
➢团队发展
➢物流专业知识介绍
深层次介入和战略合作：
物流供应商管理：
1.建立物流供应商管理标准，及筛选相应的物流提供商
➢与供应商的关系分类
➢不同关系中的互动方式
➢不同关系中采购模式的区别
➢不同关系中供应商选择的区别
➢战略联盟的建立
2.确定供应商服务水平和主要考核指标
➢供应商服务管理
➢合同明确服务标准
➢Provider Scorecard详解与实例分享
➢供应商服务质量监控
3.细化服务内容，操作规范和计费标准，并定期审核
➢SOP
➢Process Flow Chart
4.实行服务表现定期沟通和改进
➢Level of communication
➢沟通注意要点
➢通过不同功能的会议加强沟通
5.共享服务需求及物流市场信息
6.掌握物流供应商的公司状况，人员动态和成本结构
➢供应商公司动态
➢人员动态
➢文化差异
➢成本结构
7.引入备选供应商
➢常规引入
➢异常引入
8.提供供应商培训注意要点
9.物流供应商的其他功能
➢货物安全保障
➢企业社会责任与合规
➢Continuous Improvement and Change Management
Logistics cost control
1.Establish supply chain strategy and design logistics network
➢Logistics strategy impact factors
➢SWOT analysis
➢Implement logistics strategy
➢The content of logistics design
➢The relationship between logistics strategy and daily execution
2.Evaluate logistics cost, analyze historical data and execute the forecast
➢The main impact factors of logistics budget
➢Logistics volume database
➢Logistics cost database
3.Set-up logistics budget / forecast model
➢Annual logistics cost budget example
➢Set-up cost saving / control goal, implement deviation analysis and improvement plan
➢Regular cost measurement
➢Real time follow-up
4.Logistics cost saving / control initiatives and projects (real cases)
➢Into-term selection
➢Multi-stop pick-up operation
➢Port of export optimization
➢Transportation mode optimization
➢Direct contract concept
➢Procurement process and skill
➢Equipment utilization and optimization
➢DC bypass
5.Execute standard process and audit
➢Process standardization
➢Selection standardization
➢Expense standardization
6.Set-up contingency system
➢Define and identify risk
➢Classify risk
➢Risk handling concept
➢Preventive plan / Contingency plan example
➢Expedition process
7.System support
➢Software vs SaaS
➢Order management system
➢Transportation management system (TMS)
➢Warehouse manager system (WMS)
➢Materials handling
8.Build up the expertise
➢Set-up the team
➢Develop the team
➢Industry knowledge introduction
Manage logistics providers
1.Establish the standard of provider management, select good providers
➢Provider relationship classification
➢Interaction with logistics partners
➢Sourcing practice difference
➢Provivers selection
➢Set-up strategic alliance
2.Establish KPI and measurements
➢Provider management
➢Contract
➢Provider scorecard example
➢Monitor providers’ performance
3.Standardize the operation process and charge items
➢Standard operation process (SOP)
➢Process flow chart
4.Feedback, communication and regular meetings
➢Level of communication
➢Key points of efficient communication
➢Different types of meetings
5.Market intelligence sharing
6.Back-up providers concept
➢Regular set-up
➢Exception cases
7.New providers on-board and training
8.Other functions from logistics providers
➢Cargo security
➢Social compliance
➢Continuous improvement and change management
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2019-11-21 09:00 至 2019-11-22 18:00
