Course Background 课程背景：
The subject of this course is “Strategic Purchasing” rather than “Purchasing Strategy”. The latter is a sub-strategy of corporate strategy and supply chain strategy. It is a strategy rather than a process. The former is a set of processes for companies to select and manage suppliers. It is a process rather than a strategy. In addition, it should note that “strategic purchasing” is not applicable to all purchasing situations. It is used mainly when the purchased items meet the company’s determined spending limits, present specific risks or are critical to the company.
本课程的主题是“战略采购”，而非“采购战略”。后者是企业战略和供应链战略的子战略，它是战略而不是流程；前者则是企业选择和管理供应商的一套流程，它是流程而不是战略。此外需要注意的是，“战略采购”并非适用于所有的采购情况，它主要在采购品项达到公司确定的开支额度、呈现特定的风险或对公司至关重要的情况下使用。
Strategic sourcing is a systematic tool that has been adopted by many leading companies and proven to be effective. Participants can build a strategic knowledge system for purchasing and improve their professional ability after attending this course.
战略采购是一套系统化的，被许多领先企业所采用并证明行之有效的工具。通过本课程学习，能帮助学员构建战略采购知识体系；提升采购专业能力；力求达到实操落地的授课效果！
Teaching Method 授课方法：
Teaching/Group Discussion/Role Play/Case Study/Interactive Seminar
讲授；小组讨论；学员发言；角色扮演；案例研讨等启发互动形式
Training Objectives 参加对象：
Managerial Staff of Production-Enterprise / Purchasing Inspector and Managers / Other related Department Managers or Staff
生产企业高层管理人员；采购总监、经理；其他部门经理及相关人员
Course Outline 课程大纲：
1 Purchasing Knowledge 采购认知
1.1 “Selection” and “Purchasing” “采”与“购”
1.2 Purchasing Strategy and Strategic Purchasing 采购战略与战略采购
1.3 Development Purchasing Methods and Techniques 采购方法和技术的发展
1.4 World-class Management of Purchasing Vendors 世界级采购供应管理
2 Strategic Purchasing Analysis 战略采购解析
2.1 Difference between Purchasing Strategy and Strategic Purchasing 采购战略与战略采购的区分
2.2 Four Steps of Strategic Purchasing 战略采购的四个步骤
2.3 Strategic Purchasing and Process Optimization 战略采购与流程优化
3 Marketing Evaluation 评估市场
3.1 Defining Demands and orientation 明确需求与定位
3.2 Knowing about the market: Analysis of vendors’ markets 了解市场：供应市场分析
3.3 Base of evaluation for vendors’ markets 评估供应市场的基础
4 Purchasing Strategies Development 开发采购策略
4.1 Establishment of Purchasing Types 建立采购类别
4.2 Module of Supply Orientation 供应定位模型
4.3 Development of Purchasing Product Strategy 制定采购品项策略
5 Evaluation and Selection of vendors 供应商评估与选择
5.1 Potential Supplier Evaluation Criteria 潜在供应商评估标准
5.2 Supplier Relationship Management 供应商关系管理
5.3 Supplier Enthusiasm Evaluation Model 供应商积极性测评模型
5.4 Supplier Identification, Selection and Research 供应商识别、筛选与调研
5.5 Setting Weights and Rating Levels 设定权重与评定等级
5.6 Obtaining and Selecting of a quotation 获取与选择报价
6 Strategic Purchasing Implementation and Support 战略采购实施与支持
6.1 Signing of Purchasing Contract 采购合同的签订
6.2 Purchasing Contract Management 采购合同管理
6.3 Supplier Performance Assessment and Evaluation 供应商绩效考核与评估
6.4 Supplier Improvement and Optimization 供应商改进与优化
7 Six Strategies and examples of Strategic Purchasing 战略采购六大策略盘点及示例
7.1 Concentration of Purchasing 采购量集中
7.2 Optimal Price Assessment 最优价格评估
7.3 Global Purchasing 全球采购
7.4 Product Specification Improvement 产品规格改进
7.5 Joint Procedure Improvement 联合程序改进
7.6 Reconstruction of Partnership 合作关系重建
8 Purchasing System Optimization 采购体系优化
8.1 Optimization: from Strategy to Implementation 优化：从战略到实施
8.2 Establish a Support Purchasing System 建立配套的采购支持体系
8.3 Supplier Continuous Optimization Management 供应商持续优化管理
8.4 Purchasing System Integration 采购体系整合
Bank Transfer Information
RMB Bank Account
A/C Name: 中国欧盟商会
A/C No.: 7110210182500027543
China CITIC Bank 中信银行京城大厦支行
Capital Mansion Sub Branch
No. 6, Xinyuan Nan Road
Chaoyang District, 100004 Beijing
北京市朝阳区新源南路6号京城大厦
S.W.I.F.T. Code: CIBKCNBJ100
