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3PL物流商的選擇、管理與成本控制 (第三方物流)

課程編號(hào):41903   課程人氣:848

課程價(jià)格:¥5200  課程時(shí)長(zhǎng):2天

行業(yè)類別:各行業(yè)通用    專業(yè)類別:采購(gòu)物流 

授課講師:王老師

課程安排:

       2022.11.3 上海



  • 課程說(shuō)明
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  • 選擇同類課
【培訓(xùn)對(duì)象】
與企業(yè)物流運(yùn)營(yíng)相關(guān)的管理人員,如物流經(jīng)理,供應(yīng)鏈經(jīng)理 企業(yè)供應(yīng)鏈物流成本方面的負(fù)責(zé)人,如物流采購(gòu),物流項(xiàng)目招標(biāo)經(jīng)理 供應(yīng)鏈戰(zhàn)略和計(jì)劃相關(guān)人員,如S&OP負(fù)責(zé)人,總經(jīng)理

【培訓(xùn)收益】


在滿足服務(wù)水平的基礎(chǔ)上持續(xù)提升:
物流成本控制:
1.制定供應(yīng)鏈戰(zhàn)略、建立物流規(guī)劃
物流戰(zhàn)略制定需考慮的因素
SWOT分析
物流戰(zhàn)略展開(kāi)及落地的層面
物流規(guī)劃包含的內(nèi)容
物流戰(zhàn)略與日常操作的關(guān)系
2.分析物流流量,成本結(jié)構(gòu),歷史數(shù)據(jù)及預(yù)測(cè)
影響物流成本預(yù)算的主要因素
物流流量數(shù)據(jù)庫(kù)
物流成本數(shù)據(jù)庫(kù)
設(shè)立預(yù)算/預(yù)測(cè)模型
全年物流成本預(yù)算–范例
3.設(shè)定成本控制目標(biāo),進(jìn)行差異分析及措施改進(jìn)
定期成本監(jiān)控
專人實(shí)時(shí)跟進(jìn)
4.制定、執(zhí)行項(xiàng)目及流程優(yōu)化以提升成本管控–實(shí)操案例分析
貿(mào)易條款選擇
多點(diǎn)提貨操作
出貨港口優(yōu)選
活用運(yùn)輸模式
直接合同簽署
招標(biāo)流程詳解
集裝箱利用率
DC Bypass
5.施行流程標(biāo)準(zhǔn)化和審計(jì)
流程標(biāo)準(zhǔn)化
選擇標(biāo)準(zhǔn)化
費(fèi)用標(biāo)準(zhǔn)化
6.完善應(yīng)急預(yù)案
風(fēng)險(xiǎn)的界定和細(xì)分
風(fēng)險(xiǎn)的評(píng)級(jí)
風(fēng)險(xiǎn)的基本應(yīng)對(duì)
具體的風(fēng)險(xiǎn)應(yīng)對(duì)方案
常規(guī)風(fēng)險(xiǎn)應(yīng)對(duì)措施
Preventive Plan / Contingency Plan 案例
Expedition process
7.尋求系統(tǒng)功能支持
Software vs SaaS
Order Management
TMS
WMS
Materials Handling
8.培訓(xùn)從業(yè)人員操作規(guī)范及物流專業(yè)知識(shí)
團(tuán)隊(duì)建設(shè)
團(tuán)隊(duì)發(fā)展
物流專業(yè)知識(shí)介紹
深層次介入和戰(zhàn)略合作:
物流供應(yīng)商管理:
1.建立物流供應(yīng)商管理標(biāo)準(zhǔn),及篩選相應(yīng)的物流提供商
與供應(yīng)商的關(guān)系分類
不同關(guān)系中的互動(dòng)方式
不同關(guān)系中采購(gòu)模式的區(qū)別
不同關(guān)系中供應(yīng)商選擇的區(qū)別
戰(zhàn)略聯(lián)盟的建立
2.確定供應(yīng)商服務(wù)水平和主要考核指標(biāo)
供應(yīng)商服務(wù)管理
合同明確服務(wù)標(biāo)準(zhǔn)
Provider Scorecard詳解與實(shí)例分享
供應(yīng)商服務(wù)質(zhì)量監(jiān)控
3.細(xì)化服務(wù)內(nèi)容,操作規(guī)范和計(jì)費(fèi)標(biāo)準(zhǔn),并定期審核
SOP
Process Flow Chart
4.實(shí)行服務(wù)表現(xiàn)定期溝通和改進(jìn)
Level of communication
溝通注意要點(diǎn)
通過(guò)不同功能的會(huì)議加強(qiáng)溝通
5.共享服務(wù)需求及物流市場(chǎng)信息
6.掌握物流供應(yīng)商的公司狀況,人員動(dòng)態(tài)和成本結(jié)構(gòu)
供應(yīng)商公司動(dòng)態(tài)
人員動(dòng)態(tài)
文化差異
成本結(jié)構(gòu)
7.引入備選供應(yīng)商
常規(guī)引入
異常引入
8.提供供應(yīng)商培訓(xùn)注意要點(diǎn)
9.物流供應(yīng)商的其他功能
貨物安全保障
企業(yè)社會(huì)責(zé)任與合規(guī)
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
Set-up logistics budget / forecast model
Annual logistics cost budget example
3.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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