培訓安排：2017年6月15-16日（北京） 8月24-25日（深圳） 9月7-8日（上海）
培訓對象：采購總監（經理）、采購工程師、采購分析師、采購專員、采購計劃專員、成本核算專員、供應部、采購部、財務部、合同制定部、采購稽核部（成本審計）、商務部等與采購業務之有關人員。
培訓費用：3800元/人
課程背景：
◆目前，企業更要面臨能源原材料價格上漲、客戶需求個性化強、技術更新加快、采購成本高、部分供應商壟斷、開發供應商難度加大等嚴峻形勢，迫切需要用戰略思維構筑企業可持續發展的戰略采購體系，更新采購觀念和創新采購模式。如果進行采購成本分析，如何降低企業采購成本工作變得更加重要。
◆擁有并保持一個具有高度競爭力的供應市場，具有成本領先優勢，對任何一個公司，都是具有關鍵戰略意義的。
◆隨著市場競爭的趨激烈，面對日益嚴峻的成本壓力和殘酷的市場挑戰，外購或尋找合適供應商提供原來由自己制造的產品或服務，已成為眾多企業規避風險、提升核心能力的必然選擇，采購成本控制與供應商管理，采購談判，采購法規的要求，已成為影響企業未來市場競爭能力的關鍵因素。
◆因此通過科學的采購與供應商管理，每年在供應鏈環節成本可節約 6-8%。傳統的采購管理模式正面臨巨大沖擊，采購部門已不僅僅“買東西”，尋找和培養適合公司戰略需要的供應商已成為采購部門的重要職責。
◆供應鏈管理的發展，要求降低供應環節的風險，提高服務的響應速度和持續的降低成本，如何對供應商進行有效的管理已成為采購部門關注的焦點。
◆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and challenge from the market, outsourcing or looking for some supplier to provide the products and service that were originally made by itself has become the certain choice for the mass enterprises to avoid risk and enhance the core competence.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：
◆了解目前環境下采購體系的發展態勢及新型采購方法。
◆如何制定和優化采購流程。
◆掌握如何進行成本分析的方法，掌握實施降低采購成本的技巧。
◆正確分析供應商報價的方法。
◆洞察成本日益升高之內幕，掌握多種降低采購成本的工具和方法。
◆提高供應商正常供應和非正常供應的能力以增加生產柔性。
◆控制庫存的策略及采購計劃的制定。
◆技術變更和質量變更的應急措施。
◆洞悉采購部門橫向和縱向關系協調處理的關系，改善內部采購和外部供應商關系。
◆全面掌握供應商談判技巧及采購合同及法規的要求，如何規避風險。
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，學員演練法，小組討論法，案例分析法，視頻教學法，老師點評法等。
Curriculum form
Teaching method, students practice, group discussion, case analysis method, video teaching, the teacher review method, etc.
活動綱要/Outline
第一篇、戰略認識篇
Chapter One, Strategic understanding
第 01部分 認識篇——如何做一個專業化的采購
1、開篇案例分析：WAL-MART 公司采購管理成功的關鍵是什么？
2、打破傳統，解讀我們對采購工作的 4 大誤區，為采購正身
3、公司如何實現從傳統采購到戰略采購的轉變，其需要什么資源和技術支持？
4、公司實現戰略采購的四個關鍵特征和六大核心采購價值
5、如何你是一名采購經理，你如何建立先進的采購管理系統，講師的四個要求與大家分享
6、你公司采購流程如何，需要對采購流程設計與采流程優化嗎？
7、如何對采購組織進行重新設計，如何提高采購人員的工作績效，你是如何做好采購人員的績效考核的？
8、采購人員必備的三大能力，五項心態，你有嗎？
9、視頻教學：
（1）看看他們是如何敬業的？
（2）如何與上下級和平級進行溝通。
10、案例分享：某集團公司采購流程設計中優質高效的作法
11、現場分組討論：
（1）在你的企業中，采購管理系統有沒有問題？通過課程學習，將來你準備在公司采購系統建設中哪些方面有所改變或創新？試舉例說明。
（2）你所在企業中采購流程復雜嗎？需要優化嗎？通過本章學習，你打算如何對公司的采購流程進行優化 （參
考流程優化的四個要素和四個手法），試舉例說明。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、采購方法篇
Chapter Two, the purchase method
第02部分 方法01——如何做采購成本分析與供應商報價
現場操練：
思考 1：怎么回答這個問題？
思考 2：有人說，采購成本控制，重在于殺價，越低越好，所以控制成本關鍵在于采購談判技巧！
1、采購人員要學會看經營損益表和資產負債表
2、企業利潤增加的三種途徑
3、降低成本對利潤貢獻更大
4、如何進行價值分析和價值工程（VA/VE）
5、對采購成本的全面認識
6思考：采購單價≠采購成本嗎？
（1）掌握成本分析的三個步驟
（2）生產型材料采購總成本的元素
（3）影響采購價格有哪些因素，如何分析？
（4） 現場思考： 在一家企業， 如何了解占采購價值 80%的 “重要少數”的原料價格變動行情？
7、采購價格全面調查工作如何展開？
（1）采購調查的主要范圍
（2）采購信息收集渠道
（3）處理調查資料
8、全面立體剖析供應商的報價，價格＝成本＋價值，我們如何入手？
9、如何進行采購成本分析
（1）成本分析中要考慮的項目
（2）成本分析時注意問題
（3）如何計算采購價格
10、如何降低采購成本
（1）管理好采購人員
為什么說采購人員容易出事——管好采購人員
案例分析：沃爾瑪公司的采購職業道德規范
選人重人品、用人重績效
輪換與審計
設立供應商投訴專線
（2）活用采購原則
采購 5R 原則的運用
三個關鍵性的采購原則
采購中 ABC 管理法
（3）招標采購與競爭性談判
（4）集中采購與電子采購
（5）不可忽視的采購采購成本的方法
鼓勵供應商之間競爭
包裝和運輸優化
延長付款時間
大力實施材料標準化
推動全球采購
案例分享：GE 公司電子采購的成本節約
11、現場討論：除了講師講過的有效降低采購成本的方法外，你還知道哪些好的采購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——如何選擇一個合適的供應商
1、供應商管理的內容
（1）供應商的分類
（2）供應商管理的方法
（3）供應商管理所必備的知識
（4）供應商行業結構布局要求
（5）供應商管理的步驟
（6）案例分析
2、如何供應商開發
（1）開發供應商有哪些途徑
（2）初級供應提供資料的要求
（3））對供應商進行分析
（4）小組討論：如何確保供應商資料真實性？如何確保供應商的能力？
3、供應商的認證
（1）供應商認證工作的準備
（2）如何初選供應商
（3）如何對供應商樣品進行測試認證
（4）中試認證
（5）批試認證
（6）簽訂采購協議
（7）案例：某股份有限公司采購合同
4、如何培養優秀而忠誠的供應商
（1）把供應商當作分廠看待
（2）選擇合適的供應商
（3）平等對待供應商
（4）維護供應商的利益
（5）供就商定期評估
（6）“恩威相濟”管理供應商
（7）案例分析：
某供應商實地調查表
某供應商業績評估表
（8）案例分析：某工廠的三人改善小組
（9）供應商激勵方法探討
（10）案例分析：某工廠處理供應商關系的 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、采購應對篇
Chapter 3 How to respond to procurement
第04部分 應對01——高效采購談判技巧與策略
1、采購談判的概論
（1）什么是談判？
（2）什么是采購談判？
（3）采購談判的目的
（4）采購談判的內容
（5）采購談判的特點
（6）采購談判的七大原則
2、采購談判的主要環節
3、采購談判的基本步驟
（1）準備階段
（2）開局階段
（3）交鋒階段
（4）妥協階段
（5）簽約階段
（6）履約階段
4、采購談判心理分析
（1）心理特征分析（心理定勢分析）
（2）行為舉止分析（動勢因素分析）
（3）情緒波動分析
5、買賣方雙方優劣勢技術分析
6、采購談判議價通用技巧
7、采購談判議價分類技巧
（1）采購方占優勢議價技巧-壓迫式議價
借刀殺人
過關斬將
化整為零
壓迫降價
（2）賣方占優勢的議價技巧
迂回戰術
直搗黃龍
哀兵姿態
釜底抽薪
（3）買賣雙方勢均力敵時議價技巧
欲擒故縱
差額均攤
8、報價與還價還應注意的問題
9、影響談判的五大障礙
11、[案例分析]
（1）某公司采購議價技巧要點
（2）編織袋生產線的洽談
11、小組討論：由于是新開發出來的供應商，采購對其材料（產品）價格一無所知，如果是您將如何正確議價？以免上當受騙？
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 應對 02——正確管理采購合同管理
1、識別采購合同及其在商務活動的作用
2、采購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影響相同嗎？
3、合同的形成要求
4、到底由誰起草合同才有效，采購方起草合同有什么優勢？
5、構成合同的四大要素，這四大要素之間有什么關系，只有什么要素才具備法律效力？
6、我國的《民法通則》規定合法合同的能力——三個問題的思考：
（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？如果規避法律風險？
（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、 請區分什么是企業法人、什么是法定代表人、什么是法人代表、什么是法定代表授權人，他們對合同的能力受限制嗎？都有法力效力嗎？
8、授權人再次授權行為人，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、導致合同無效的四個因素，請分別分析；
11、可撤銷合同的幾種類型分析；
12、思考： （1）如何區分無效合同與可撤銷合同？（2）什么樣的合同不要求當事人簽字，仍然有效？
13、合同關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別
16 解密——合同條款是否有效，要考慮三條標準
17、采購合同其他條款詳解
（1）免責和限責條款要求：如何表述，如何提醒，如何檢測？
（2）預定損害賠償條款和懲罰條款：如何界定，如何限制？
（3）所有權保留：請思考三種情況下物料的所有權有沒有轉移？現場做三個練習題。
（4）案例分析：石龍某電子連接器公司物料所有權糾紛案解讀。
（5）賠償條款：如何追責？
（6）不可抗力：什么情況下是不可抗力，如何區別區商業落空？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
（1）條款之戰的過程；
（2）條款之戰要提供哪些資料和證據
（3）如何規避條款之戰
19、合同定價方法的介紹及如何使用它們？
（1）固定價格
（2）可變價格
（3）成本累加（成本補償）定價
20、采購合同的支付條款
（1）支付方式——支票、銀行轉賬、匯票；
（2）分期付款（支付周期）
（3）發票處理條款
（4）確定支付點
（5）支付的貨幣種類
（6）分析分期付款的優點
（7）如何規避分期支付中不履行合同的風險？
21、預付款（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.
講師簡介—劉小明
國際注冊高級經理
國家高級企業培訓師
國際注冊高級采購師
中國企業實戰派生產管理講師
中山大學客座教授
清華大學繼續教育學院客座教授
華南理工大學繼續教育學院特聘講師
領棟中國高級講師
QMS/EMS/OHSAS國家注冊高級審核員
中國質量管理協會授予質量管理講師
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：
企業管理博士，工商管理碩士。十多年中高層企業實戰管理工作經驗，先后在拓璞電器集團擔任生產/質量經理；美的集團擔任供應鏈管理中心經理；中國超人集團擔任生產/質量總監兼管理者代表職務。同時兼職在認證公司對國際標準化管理體系審核數年。擅長生產管理課程培訓。領域涉及食品、電子、機械、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。
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.
工作經歷及成果
1999-2003廣州拓璞電器集團 分公司生產/集團質量部【生產/質量經理】
1、順利組建分公司生產部，使分公司生產部由剛成立無到有，并走向規范化、標準化及制度化管理。
2、公司迅速擴張，集團公司成立，公司任命我帶領質量管理團隊一起完善質量管理部門檢驗、保證和試驗室組建工作；完善供應商審核資格認證活動；在集團公司質量管理完善的情況下各分公司推行質量管理體系認證，六個分公司順利取得質量管理體系認證。
2003-2006美的集團 集團供應鏈管理中心【供應鏈中心經理】
1、完善集團公司供應鏈管理整合。
2、對集團中心重點關注供應商第二方審核，減少采購風險及提升原材料質量。
3、通過供應商規范化管理，各事業部采購部門得到規范化管理，使采購成本持續下降。
4、針對質量、交期難以達到集團要求的供應商進行指導和監督改善，供應商達到集團供應鏈管理要求。
5、負責與供應商各項談判工作的參與和安排。
2007-2010中國超人集團 集團制造中心/集團質量中心【生產/質量總監兼管理者代表】
1、負責集團公司12個分廠生產計劃調配、日常管理、生產經營等管理工作。
2、通過推行IE工業工程管理，是各分廠生產流程得到改善和優化、生產效率直線提升55%。
3、針對注塑廠、五金廠批量生產的特點，由機器人替代人工作業，提高了生產效率，節約了用工成本。
4、負責集團采購部門統籌和管理工作，2008年通過對供應商進行整合和優化，大大降低公司各物料的采購成本，使交期達成率由原來的82.5%直線提升至96.8%，同時原材料質量也比較穩定。
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.
授課風格
劉老師授課注重理論與實際相結合，對學員工作技能、良好習慣的培養，追求改變學員心態與觀念。近6年豐富的專業企業培訓師經驗，外加擔任多家企業常年管理顧問，使本人對教育與培訓十分熟悉及了解。
——關注顧客需求，為顧客提供有針對性的解決方案；
——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；
——注重實效，以結果為導向為原則；
——關注過程，以過程為實現績效的手段。
講課風格生動、幽默及深入淺出。不僅案例豐富，且提供多種實用的解決問題之工具及技巧，把管理當故事講。對參訓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.
【出版書籍】
1-《管好班組就靠這幾招》
2-《準時下班的智慧：超有效的時間整理法》
"Books Published"1 - “Invincible methods to manage a good team”2 - "the wisdom of finishing the work on time: super effective time management skills”
【服務客戶】
一、制造行業：
電子：廈門龍僑、聯想集團、中興電子、旭日電子、深圳華陽、蘇泊爾、萬達
機械：三一重工、廣東農機、沈陽機床、西安舍森、臺富機械、廣進、大連液力
食品：蒙古酒業、河套酒業、蒙牛、統一、可口可樂、徐福記、億源食品、雨潤
電器：日本松下、TCL電器、新飛電器、萬寶、利仁電器、艾美特、鴻雁、正泰
家電：美的、華凌、萬寶、新寶、龍的、海信、TCL、創維、長虹、康佳、格蘭仕、飛科、帥康、格力、志高、奔騰、九陽、安吉爾、龍的、方太
通訊：偉易達、偉創力、聯想、金立、鎢珍電子、中興、德賽、三星、索尼、庫柏、酷派、國人通信
家具：連天紅、森寶、穗寶床墊、廣東鴻業、正美、索菲亞、皇朝家具、廣東聯邦、曲美、全友家居、成都家居商會、顧家家居
塑膠：東莞山富、南通強力、珠海三大、深圳旺鑫、深圳恒益達、深圳沐陽
五金：廣東文華、深圳高飛、廣東振鴻、廣州現代、廣東五榮、三環鎖業、雅潔五金、匯泰龍、頂固、廣州大力、廈門凱立
服裝：維珍妮、康華林、豐隆服飾、正華、以純、金利來、老爺車、奧康集團
生物制藥：三金集團、三九制藥、白云制藥、升華集團、山東山松、遼寧諾康
汽車：中國北車、中國南車、現代、福田汽車、宇通客車、比亞迪、東風日產、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：長春卷煙廠、韶關煙廠、梅州卷煙廠、云南卷煙廠、長沙卷煙廠
二、電力行業：
韶關電力、廣東電網、廣西電網、云南電網、茂名電力、廣西電力、貴州電網、海南電網、佛山電力、南海電網欽州供電局、韶關供電局、桂林供電局、佛山供電局、華潤電力控股、廣東粵電集團、霍州煤電
三、通信行業：
中國移動學院、中國聯通學院、廣州移動、清遠移動、清遠聯通、深圳移動、南京移動、福建移動、惠州移動、廣州電信、西安聯通、韶關移動、寧夏移動、韶關電信、中興通訊、貴州移動、云南移動、河南移動
四、物業管理：
深圳基金、中奧物業、廣東公誠、廣東金宇、珠港物業
五、航空航天：
深圳機場、北京機場、廣州機場、西安機場、南方航空、中國航空、深圳航空
六、高校合作：
清華大學、中山大學、華南理工大學、廣東工業大學、廣東外語外貿、韶關大學、廣東郵電學院、廣東金融學院、廣州大學、西北工業大學、肇慶大學、五邑大學、深圳大學、南京理工大學、四川大學、四川電子科大
【報名咨詢】
聯系電話：010-62258232 62278113 13718601312 18610339408
聯 系 人：李先生 陳小姐
您的位置：
