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                            采購成本控制、削減與談判技巧

                            課程編號:26055
                            培訓心得:
                            問題在哪里?如何面對與處理?--本課程從企業采購管理系統的建立,到采購成本控制、削減、避免的內部管理----銷售、生產、采購、物流、質量管理直至供應鏈管理等方面入手,通過案例,并結合被國際公認的采購理論,在分析企業內部的影響因素與應對方案的同時,分析外部供應市場環境影響的主因及其管理方法----企業的供應商管理,從供應商資源搜尋及風險評估來闡明供應商選擇、考核及開發的邏輯思維方式與管理方法,從
                            相關專題:
                            相關公開課:
                            關鍵字組:
                            培訓總結:
                              進行 什么是談判的準備工作?談判要準備些什么? 采購談判的8項謀略 針對不同供應商,應采取相應的策略 二.詢價議價技巧 供應商產品定價主要方法采購成本計算 對供應商產品價格成本分析的方法技巧 --供方產品價格及其成本分析的工具方法(建立成本模型、電子分析表、多波次砍價的 方法!) 供應商報價單的有效價值是什么? 我們供方什么? 有效詢價的絕佳途徑到底是什么? 議價
                            相關近期企業培訓:

                            課程背景:
                            當前世界經濟風云突變,原材料價格大幅波動, 企業每降低采購成本1%,對企業利潤增長的貢獻平均為6%以上。因此,控制采購成本對企業來說意義重大!
                            如何實施戰略采購整合供應鏈;
                            如何進行采購預測、取得采購成本降低來化解產品總成本上升的壓力;
                            如何在原材料價格大幅波動的背景下及時調整采購價格策略并與供應商協商實施;
                            如何與供應商溝通并改善交貨質量和交貨準時性;
                            如何通過降低軟硬成本、內外成本提升采購價值;
                            如何通過談判來提升采購人員的成本節省的業績;
                            ……
                            對于這些長期困擾采購工作人士的難題,在本課程中具有10多年實戰經驗的資深講師將一一帶給您解決思路與方案。

                            培訓目標:
                            在經過兩天的學習及參與式體驗,您將逐漸掌握以下各項知識和技能
                            ?掌握成本管理的內容和主要分析技巧 
                            ?掌握如何制定采購成本策略
                            ?掌握成本分析方法和技巧
                            ?掌握如何通過采購談判降低采購成本
                            ?掌握如何通過采購流程優化降低采購成本
                            ?揭秘供應商報價規律,制定談判策略
                            ?了解如何策劃和實施成功的采購談判

                            課程大綱:
                            第一章:如何從戰略的地位來進行采購成本管理
                            1. 杰克韋爾奇眼中的采購
                            2. 采購的杠桿作用是什么?
                            3. 如何認識價格分析與成本分析的差異?
                            4. 如何進行采購戰略成本管理?
                            5. 買賣雙方的不同視角:如何看什么是合適的價格?
                            6. 討論:采購如何在供應市場中把握價格分析與成本分析的必要性及專業性?

                            第二章:戰略采購成本管理與控制的模型架構
                            1. 戰略采購成本降價分析的基礎:供應定位模型
                            2. 戰略采購成本降價分析:TCO 
                            3. 采購降低外部成本需要考慮的幾個方面
                            4. 如何了解供應商的動機與喜好?
                            5. 供應商價格戰略
                            6. 供應商報價的幾種方法
                            7. 聯合績效測量
                            8. 從采購1.0到采購5.0中戰略成本管理的價值與作用
                            9. 案例分析:某高新技術企業采購成本管理的盲區

                            第三章:成本降低方法及談判在成本降低里的作用
                            1. 基礎的供應商成本降低方法有哪些?
                            2. 如何區分直接成本與間接成本?
                            3. 如何區分固定成本與可變成本?
                            4.可變成本的計算及對采購談判的意義
                            5. 供應商成本模型
                            6. 如何做供應商的成本分析?
                            7. 供應商價格分析的步驟
                            8. ESI供應商早期介入法的優劣勢?
                            9. 最佳標桿比價法
                            10. 讓價值分析/價值工程為成本節省服務
                            11. 談判是成本節省最直接的戰略性方法之一
                            12. 如何選擇談判的戰略?
                            13. 如何用SPM來為成本分析作準備?
                            14. 分組討論:如何尋找最適合自己所在企業的采購成本管理方法?

                            第四章:報價處理技巧-如何面對市場的環境與挑戰
                            1. 采購如何區分兩類市場:工業品和消費品市場的特性
                            2. 報價的前提:運用五力模型來為市場競爭狀況分析
                            3. PESTEL框架
                            4. 了解價格對市場的影響分析框架
                            5. 完整的市場營銷體系的戰略定價或戰術定價方法
                            6.了解供應鏈而非只是采購
                            7. 基于環境與挑戰的供應商報價與采購的降本技巧8. 案例分析:全行業價格上漲,老板要求降價,我該怎么辦?

                            第五章:采購流程優化及減少采購交易與庫存成本
                            1. 采購流程優化的機會 –3P
                            2. 采購流程優化的機會 – SPM
                            3. 如何減少采購交易成本 – 采購流程優化、EOQ、采購卡、框架協議、電子采購等
                            4. 如何減少庫存成本 – EOQ、安全庫存的設定、VMI、Consignment stock、JIT等
                            5. 從供應鏈視角看如何降低總成本(含供應鏈庫存成本及其重要性分析)
                            6. 服務采購及其價格與成本分析之案例

                            第六章:采購談判的認知及其準備
                            1. 什么是談判? 
                            2. 談判的階段
                            3. 談判前的準備
                            4. 了解對手人和組織實力
                            5. 設定談判目標
                            6. 如何掌握談判的主動權?制訂談判戰略
                            7. 談判后必須注意事項
                            8. 什么情況下才談得成?避免L-L局面?
                            9. 案例分析:如何制定談判戰略?

                            第七章:采購談判的挑戰是什么?
                            1. 采購談判與銷售談判的區別
                            2. 何為雙贏?何為“公平”?
                            3. 談判成功的關鍵點
                            4. 常見談判失敗的三個原因
                            5. 采購談判的基本流程六大步驟
                            6. 成功談判者的特征
                            7. 案例與實戰:如何與強勢供應商進行談判?

                            第八章:如何計劃與實施有效的談判?
                            1. 準備你的談判團隊
                            2. 談判目標與公司及采購的整體目標相適應
                            3. 注意設立談判目標與變量
                            4. 決定每個變量的初始立場與問題排序
                            5. 開始談判
                            6. 驗證談判
                            7. 談判中提出建議階段
                            8. 談判之討價返價階段
                            9. 談判最后達成協議階段
                            10. 談判的戰術
                            11. 談判說服的技巧
                            12. 電話談判
                            13. 家樂福談判技巧
                            14. 實戰:如何規劃你的一個成功談判?

                            講師介紹:何芳
                            教育及資格認證:
                            ?采購供應鏈高級講師
                            ?香港理工大學MBA
                            ?英國皇家采購與供應學會CIPS課程特聘講師
                            ?CSCMP美國供應鏈管理專業協會注冊供應鏈管理師認證課程特聘講師
                            ?ITC采購與供應鏈管理資格國際認證特聘講師
                            ?深圳物流與供應鏈聯合會特聘講師
                            ?西北工業大學深圳研究院簽約講師
                            講師經歷及專長:
                            ?何老師具有現代的管理專業知識和十幾年的豐富實戰工作經驗
                            ?何老師曾任職于全球五百強公司泰科電子(Tyco Electronics,世界上最大的無源電子元件供應商,
                            占全球連接器40%市場份額)等行業領先公司,擔任采購物流供應鏈重要職務。負責全盤sourcing及purchasing,倉儲管理及配送工作
                            ?曾任職于IPO(International Purchasing Office)負責將高成本的歐美地區(HCC)的項目轉移到
                            低成本的亞太區(LCC)的供應商找尋,審核組織,議價,確定,流程優化等工作。主要涉及的行業:電子、五金、塑膠、電機、醫療、包裝、珠寶、飾品、化工等制造業及物流和品牌連鎖業、貿易、教育、培訓咨詢等行業
                            ?何老師的主講課程有:采購人員綜合技能提升、采購談判技巧,采購績效管理,采購流程優化與供應
                            商管理,如何成為卓越的采購專業人員,采購成本控制與降價技巧,采購法務與合同管理,采購人員市場營銷,采購職管理,供應商評估與績效考核技巧等
                            培訓客戶及培訓風格:
                            ?何老師注重實踐經驗與實際案例相結合的互動式講課模式。親切、隨和的授課風格,能夠將通俗易懂
                            的理論分析與大量的實際案例以及個人切身管理經驗相結合,現場氣氛活躍;思維敏捷,帶給學生深入淺出的收獲和感受。
                            ?何老師培訓過眾多知名企業,其中有:周大福珠寶, 中興通訊, 嘉瑞壓鑄, 順豐速運,深圳赤灣石油
                            基地,創新諾亞洲,利盟打印機,港華投資,明基快食,無限極,南方李錦記,江鈴汽車,EPSON, 瑞德科技, 深圳力合微電子,惠州三洋酒店, 菲尼薩中國采購中心、新瑪德、優儀半導體、賽爾康、東莞普思電子、拉法基瑞安(北京)成都分公司、東莞錞谷電子、艾登全球(美資)、遠鵬科技、深圳航空、上海影響力、廣東培訓網、東風日產、特步集團、好孩子集團、東軟集團、大方泳嘉、新東方日化廠、肯耐珂薩、安德里茨、虔東稀土等等

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