Purchasing and supply management professionals, as well as other sourcing team members, including cost analysts, engineers and quality professionals striving to enhance their organizations´ competitiveness. Team attendance is encouraged. 采购和供应管理的专业人士，以及期望增强公司竞争力的其他采购团队的成员：成本分析专员、工程师和质量专业人士。鼓励整个采购团队的参加。
课程收益:
? How to take cost/price analysis further for long-term cost-competitiveness 超越一般的成本/价格分析，获得长期的成本竞争优势 ? Analytical tools to understand cost drivers运用分析工具来理解成本驱动因素 ? Techniques for multi-firm process mapping 进行多个企业的过程描绘分析技术 ? Activity-based costing between organizations 企业间的作业成本法 ? Approaches to compressing time, and therefore costs 压缩时间和成本的方法 ? How to create ways to contain costs 如何创造围控成本的方法 ? How to set cost-containment goals with suppliers 如何与供应商共同设定成本围控的目标
培训颁发证书:
课程证书
课程大纲
1 Understanding cost concepts; Traditional cost concepts; Life-cycle cost; Total cost of ownership; Activity-based cost; Target cost; Cost of quality理解成本的概念，传统的成本概念，生命周期成本，全部所有成本，作业成本，目标成本，质量成本 2 Understanding cost issues; Cost relationships; Cost accounting principles; Time value of money; Holding cost; Transaction cost理解成本问题，成本关系，成本会计原则，货币时间价值，储备成本，交易成本 3 Applying analytical tools; Traditional cost and price analysis; ABC; Breakeven analysis; Value analysis; Inventory analysis运用分析工具，传统成本及价格分析，作业成本，无亏损分析，价值分析，库存分析 4 Advanced macro cost model construction; Analysis of Supplier’s Cost Structure and Drivers; Over coming obstacles and pitfalls in material, direct labor, headcount, overhead and indirect labor cost; Tricks in allocation and ABC，SG&A and profit analysis先进的宏观成本模型设定，明确供应商的成本结构和驱动因素；如何克服分析材料，直接劳动成本，管理成本，间接成本的困难；成本分配，ABC，和营销管理的利润分析；成本战略如何同公司战略相一致，合同管理，合同条款，设计与规格，企业间作业成本 5 Process mapping to uncover drivers and remove time; Mapping across organizations; Benchmarking; Value chain management; Supplier training; Cycle time reduction揭示成本驱动的过程描绘；企业间的描绘，对标，价值链管理，供应商培训，减少循环时间 6 Creative paths to reducing or removing cost: Outsourcing; Networking; Long-term contracts 创造降低或移除成本的途径，外包，合作，长期合同 7 Applying concepts to supplier relationships; Strategic cost containment; Efficiency teams; Quality improvement; Process re-engineering; ESI; 供应商关系概念的运用，战略围控成本，高效团队，质量改善，流程再造，供应商较早介 8 Avoiding Cost; long term contracts, contract pricing; controlling upstream supply; VE; Cost management goal setting;避免成本，长期合同，合同价格，控制上游供应，价值工程，成本管理目标设定
课程介绍 评价详情(0)
培训受众:
课程收益:
? Analytical tools to understand cost drivers运用分析工具来理解成本驱动因素
? Techniques for multi-firm process mapping 进行多个企业的过程描绘分析技术
? Activity-based costing between organizations 企业间的作业成本法
? Approaches to compressing time, and therefore costs 压缩时间和成本的方法
? How to create ways to contain costs 如何创造围控成本的方法
? How to set cost-containment goals with suppliers 如何与供应商共同设定成本围控的目标
培训颁发证书:
课程大纲
2 Understanding cost issues; Cost relationships; Cost accounting principles; Time value of money; Holding cost; Transaction cost理解成本问题，成本关系，成本会计原则，货币时间价值，储备成本，交易成本
3 Applying analytical tools; Traditional cost and price analysis; ABC; Breakeven analysis; Value analysis; Inventory analysis运用分析工具，传统成本及价格分析，作业成本，无亏损分析，价值分析，库存分析
4 Advanced macro cost model construction; Analysis of Supplier’s Cost Structure and Drivers; Over coming obstacles and pitfalls in material, direct labor, headcount, overhead and indirect labor cost; Tricks in allocation and ABC，SG&A and profit analysis先进的宏观成本模型设定，明确供应商的成本结构和驱动因素；如何克服分析材料，直接劳动成本，管理成本，间接成本的困难；成本分配，ABC，和营销管理的利润分析；成本战略如何同公司战略相一致，合同管理，合同条款，设计与规格，企业间作业成本
5 Process mapping to uncover drivers and remove time; Mapping across organizations; Benchmarking; Value chain management; Supplier training; Cycle time reduction揭示成本驱动的过程描绘；企业间的描绘，对标，价值链管理，供应商培训，减少循环时间
6 Creative paths to reducing or removing cost: Outsourcing; Networking; Long-term contracts 创造降低或移除成本的途径，外包，合作，长期合同
7 Applying concepts to supplier relationships; Strategic cost containment; Efficiency teams; Quality improvement; Process re-engineering; ESI; 供应商关系概念的运用，战略围控成本，高效团队，质量改善，流程再造，供应商较早介
8 Avoiding Cost; long term contracts, contract pricing; controlling upstream supply; VE; Cost management goal setting;避免成本，长期合同，合同价格，控制上游供应，价值工程，成本管理目标设定
培训师介绍
? Global Sourcing Director, a Fortune 500 company国际500强企业，全球采购总监
? Supply Management Director, SPX 公司，供应管理总监，行政副总裁
? Senior Manager, Supply Base, Philips 飞利浦供应高级经理
? Global Supply Chain Manager, Motorola，摩托罗拉全球供应链经理
? Materials Manager, Selectron公司， 材料经理
潘博士拥有16年企业管理和实践经验，现担任某大型跨国企业的全球总监，同时也是美国ISM关联机构―中国供应管理学会副会长和创始人之一。潘老师曾先后担任美国摩托罗拉公司的供应链经理，飞利浦公司的高级供应经理，SPX公司的供应总监，拥有非常丰富的中国实战经验和领导与管理经验。潘老师是马来西亚籍华人，中英双语通，曾管理过美国、加拿大、墨西哥、欧洲的荷兰、德国、亚洲的日本、马来西亚、新加坡、菲律宾、越南以及中国大陆的各地的供应商，在多个成本管理项目中节省数亿元，业界享誉极高。潘先生教学特色有：授课条理突出、表达清晰、逻辑性强，注重理论联系实务，强调技能掌握及操作性。课中互动性强，达到讲台上下的双向交流效果,对实际工作带来启发与帮助
本课程名称： 有效降低成本的策略与秘诀Effective Cost Reduction Strategies & Methods
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