课程看点：通过了解新产品开发流程和采购的职责划分，学习提前进入开发的方法。作到“打有准备之仗”。

Through understandingon NPI procedure and purchasing function, know the ESI method in order toprepare for the future. This is Advanced Supplier Management.

案例生动实用，涵盖汽车业和IT业及电子制造业。

Cases covering auto, traditionalindustry and IT industry.

课程目标Course Objectives

随着各行业产品生命周期加快，我们面对越来越多新产品开发的压力。作为采购人员，如何让供应商提前进入产品设计？是否参与的供应商合适？为何会在产品上市后遇到供应商的抵触和拒绝降价？诸如此类的问题接踵而至。

Following productsspeed up life cycle, we all are facing more and more pressure from new productdevelopment. As a sourcing or procurement guy, how to get supplier earlyinvolvement (ESI) on NPI phase? Do we select the right supplier? Why we couldnot reach satisfied result and service level from supplier after products launchon the market?

参加对象Who should attend

采购部门，定单管理部门，研发部门，供应商质量管理部门 Sourcing department, procurementdepartment，R&D team and SQE team

培训课时:Duration

１天  １ day

课程大纲 Course Outline

l 采购管理的发展Purchasing Management History

2  传统采购管理Traditional Purchasing  

2  全球统一采购管理Globalization    

2  采购成本对公司ROI/RONA等的影响 Impact of coston ROI, RONA

2  自制还是外包 make or buy

2  ＥＳＩ

l  新产品开发流程介绍 introduction of new product developmentprocedure

2  新产品开发流程  new product development procedure

2  各职能部门的分工 R & R of all functional team in NPI phase

2  采购部门介入方式和职责 Involvementstyle of purchasing

2  新产品开发中常碰到的困境―――设计时间拖延／采购救火寻找供应商／产品上市后的怨声载道 Challenge duringNPI phase---- delay on design completion/sourcing hurry to find supplier/badservice from supplier after product launch

l  采购流程介绍 Purchasing Procedure Analysis

2  基于集团采购和工厂采购分离的采购流程介绍 introduction on typical purchasing separationprocedure

2  典型ＩＴ业公司采购分离的流程介绍 introduction of IT industry purchasing separationprocedure

2  某欧洲电子企业的采购流程介绍 introduction of purchasing procedure base on AEuropean Electrical Company

2  战略采购人员的沟通界面 sourcinginterface

2  战术采购人员的沟通界面 procurementinterface

l  优化新产品开发流程――从采购层面 Optimization of NPIprocedure---from view of purchasing

2  现有流程补漏分析 gap analysisbase on current procedure

2  优化流程的影响 Impact ofoptimized NPI procedure

2  案例：某汽车业跨国企业的现有流程分析和补漏

2  Case study: gapanalysis base on current procedure (provided by a Auto parts Manufacturer)