[105862] in cryptography@c2.net mail archive
MEETING
daemon@ATHENA.MIT.EDU (lloyd`s)
Sun Oct 21 10:58:50 2007
From: "lloyd`s" <500@500net.com.cn>
To: "crypto.discuss" <crypto.discuss@bloom-picayune.mit.edu>
Date: Sun, 21 Oct 2007 22:58:34 +0800
世界500强中国高级企业精益供应链与第三方物流全案例课程（ 第四十二期 ）
培训地点：上海复旦科技中心 地点11月3日至4 日
主题: 降低企业物流与供应链成本的20个案例
3L公司首创的精英管理教程并享有独家创作权与知识产权，500页讲义/案例/资料
(全球唯一的全案例供应链管理教程)
课程简介：案例教学是现代企业管理教育的重点。本课程将供应链管理的各种案例，运输，仓储，存货管理，计划运作，国际物流，外协物流与第三方物流等通过各种案例进行全方位的讨论，通过不同案例的各种方案与正反两方面的经验教训，详细研究降低成本与提高利润诸多供应链管理方法，以便企业的高级经理做出正确的选择。
主办单位：Lloyd's Logistics Leadership
出席对象：跨国公司总经理、物流经理、供应链经理、生产经理、采购经理、市场营销经理和笫三方物流公司经理等业内相关人士
主要内容：Basic info. & Logistics Cases in China
1． 企业营销模式与物流运营模式
2． 仓储与运输管理的方法与诀窍
3． 中国配送网络的规划与实施
4． 从VMI存货管理到无仓库动态存货控制
5． 前置订单管理与后置订单控制
6． 国际物流与国际配送中心的管理
7． 合同物流的控制与第三方物流服务
8． 选择第三方物流服务或传统仓储运输服务
9． 应急物流与小概率事件的管理
10． 新技术革命与中国物流应用
【课程大纲与时间】
日程安排 2007年11月 3 日 星期六 8:30 - 9:00 签到
一． 如何降低企业的物流成本（物流的成本控制与降低成本的方法5个案例)
1. 挑战起始一公里与决战最后一公里
2. 中国库存管理与存货控制的挑战与对策
3. 中国仓库/运输的结构与特点
4. 中外物流成本结构的差异与管理重点
5. 中国物流成本的结构与特点(中国物流功能管理的重点)
6. TNT冰山现象的战略悖论与外协物流的协同
7. 牛鞭效应的解决方案的实施策略
8. Dell直销模式与物流配送系统分析
9. Wal-Mart， 联华与华联的配送系统
10. P&G的供应链管理系统与配送网络
11. Rhodia的化工物流动态存货管理项目
12. APP的无仓库供货管理系统
13. 降低物流成本案例分析讨论:基本物流成本认知
12：00 － 13：00 午餐
二. 如何提高仓储管理的绩效(5个案例)
10. 不同功能仓库/堆场的最新发展与应用拓展
11. 中国仓储管理的特色与最新管理方法
12. 库存量合理性与客户服务水准
13. 提高仓库库房储存能力与利用率的十种方法
14. 库存量合理性与仓库管理的不同策略
15. 仓库盘点与库存准确性控制
16. 库存管理方法与理货规则
17. 提高货物进库与库存管理准确性的各种方法
18. 提高库内作业效率与降低作业成本的各种途径
19. 提高出库及时性的措施
20. 订单出库作业流程的选择与实施
21. 自有仓库与租赁仓储的多种选择
22. 混合仓库储存策略与成本控制方法
23. 提高仓储管理绩效的方法，激励机制及案例分析
Nike配送中心与Wal-Mart配送中心
2007年 11月 4 日 星期日
三. 如何提高运输绩效与配送服务水平（5个案例）
1. 牛鞭效应与物流解决方案(No-Order Delivery System)
2. ICC－Incoterms2000的（4-13）价格术语，及惯例与术语变形的特点，应用，争议与国际物流运用; 国际物流的十大优化策略(秘诀), 国际集装箱运输与D2D服务，物流工艺的成本与服务；'1448黄金配送' 统一运价下的航线与港口；前场后舱与前舱后场策略；混合运输策略（中国－日本，中国－欧美进出口物流的特点与个案分析－成本与速度）；国际多式联运与D2D物流管理
3. 市内快件，国内快件与国际快件的不同运输方式
4. 整车托运与零担托运D2D抉择
5. 混合运输方式的综合分析
6. 工业配送与商业配送
7. 共同配送与社会化物流服务
8. 现代仓库,堆场与配送中心(流通加工)
9. 现代仓库功能(配送与集运)的变化与发展
10. 工业配送中心与商业配送中心
11. Cross-Dock与集运/配送系统
12. 应急物流对策与'小概率物流'
热点讨论: 仓储运输业的竞争优势与配送中心发展方向(案例讨论)
12：00 － 13：00 午餐
四． 如何管理存货与外协物流服务(动态存货控制5个案例）
13. 库存与存货管理的三个重点
14. 库存与存货管理的两个秘诀
15. 分类采购计划与滚动存货管理
16. 运输控制技术与在途存货管理
17. IT技术的应用与存货管理
18. 长途D2D送货的JIT存货管理
19. 多SKU仓库的库存计划与控制
20. 从VMI库存管理到WWS的 动态存货与成本控制
21. 冰山现象与合同物流的窘境
22. 外协物流仓储与第三方物流服务的财务博奕
学员热点讨论: 外协物流的成功与失败(案例讨论)
咨询培训报名表
姓名
单位名称/职务
电话/传真/Email
通信地址/邮编:
汇款金额
汇款方式
汇款日期
报名及交费方式： 3800元/人。同一公司两个或两个以上人员也可以享受3500元/人的优惠价格（包括二天培训费、午餐费、饮料，以及500页讲义/案例/资料， 全球500强职业经理人专业证书）。我们可以为外地学员安排住宿. 开户行： 上海银行横浜桥支行账户：316748-03000294388 公司名称:上海劳氏航贸公司, 邮编: 200080 联系人:郑小姐,吴小姐 报名咨询电话: 021 - 56714769, 13032185758请您填好报名表格并传真至:021 - 36080533 Email: L-L-L@online.sh.cn; 详情请见网页WWW.500net.com.cn. 培训地点：复旦科技中心
本系列课程为长期专业经理设置，有意参加者请联系并参照财富5000经理俱乐部网页: www.500net.com.cn 或Tel：13032185758
财富500强中国物流经理俱乐部主要活动内容:
1. 现代供应链管理与中国物流系列培训与专题讲座:成员来自中欧管理学院毕业的MBA/EMBA学员, 美国商会,英国商会,德国商会,日本商会等跨国商会的会员公司及财富500强跨国企业. 通过二十多年中国物流实践与教育,现身说法,讲解中国物流理论与实践的发展进程,困难与办法,经验与教训,挑战与对策,清除你思想观念与方法论方面的障碍,认清商战道路上的正确方向;
2. Last Party of Logistics(LPL) 为工商企业与第三方 , 第四方 , 第五方物流公司提供专家咨询与督导 , 谋划与辅导 ,面对面,手把手分步教会你实际物流工作的方法,克服当前工作中面临困难,解决实际问题,做到'立竿见影'的效果;
3.委托代理操作管理, 接受短期管理委托,设计管理你的物流项目. 从计划到实施,以'做给你看'的方式立刻解决你的实际问题. 完成目标后逐步归还业主.除一般委托服务以外, 提倡'no cure, no pay'无效果,无报酬的委托管理服务模式与第三方监督审计方式;
4.建立专业活动平台 , 开展物流经理之间的经验交流活动及跨国公司之间的物流业务联系.
授讲方式：讲座、案例分析, 研讨、咨询;
邀请对象：跨国公司总经理,物流经理,供应链经理,生产经理,采购经理、市场营销经理,财务经理和笫三方物流公司经理等业内相关人士
：Lloyd's Logistics Leadership
Basic info. & Logistics Cases in China
1． Three stages of saving operation cost in China
2． Three parts of feasibility study for logistics efficiency and effectiveness
3． Inventory management against Bullwhip
4． Outsourcing logistics against Iceberg
5． Supply Chain Management under non-warehouse
6． Optimization of Logistics and Supply chain
7． New technology revolution and china operation management
I．How to save logistics cost in China
14. Key one-mile challenge and decision
15. Storage management and inventory control in China
16. Structure and feature of china warehousing and transportation
17. Differences between China Logistics and foreign one
18. Focus on the China logistics cost of its surroundings
19. Three stages of saving logistics cost
20. Main logistics cost analysis
21. Main changeable cost of logistics
22. Driving facts of logistics cost and it way
II．How to manage warehouse efficiently
24. Classical management of storage and warehousing and modern one
25. Updated stock warehouse and container yard
26. Challenge and development of warehouse
27. Procedure of warehousing management
28. New methods of warehouse management in China
29. Selection of warehousing and processing
30. More stock ability and higher customer service
31. Increasing WH ability and efficiency
32. Different strategy of WH management
33. Checking inventory and taking stock
34. Talley rules and in/out warehousing
35. Correction of stock management
36. Higher efficiency of warehousing operation and lower cost
37. Outlet speed and loading in time
38. Order management and selection of warehousing
39. Owner's warehousing and rental one
40. Mix-strategy of warehousing and cost control
41. Increasing warehouse efficiency and case study
42. Enterpriser's KPI & TPL's KPI
43. Lower inventory level and stocking
III．How to control transportation effectively and better distribution
23. Bullwhip and logistics solution
24. Optimization of transportation routs
25. Optimization of transportation cost
26. Fast expressing of domestic and international delivery
27. Full loading and part loading of D2D
28. Mix-transportation ways
29. Industrial distribution and commercial one
30. Co-distribution and social logistics
31. Cargo Distribution and its processing
32. Functional Challenge in Distribution & Collection of Warehousing
33. Industrial distribution center and commercial one
34. Cross-docking system and collection/distribution
35. Emergency logistics
IV． How to control inventory and outsourcing
36. From Iceberg to Ice-ship
37. Key problem of stock and inventory
38. Customer service and customer satisfaction
39. Three key points of inventory management
40. Two secrecies of inventory management
41. ABC purchasing and rolling plan
42. Controlling the inventory on way
43. Application of IT in inventory management
44. D2D delivery under long distance and JIT
45. Multi-SKU warehouse management
46. From VMI to WWS(without warehouse system)
47. Outsourcing business and TPL service
Cost: 3800RMB for one person and two days
Lloyd's Logistics Limited, set up in 1994, one of BCC(British Commercial Chamber) in China offers you the professional service in China logistics such as training, coaching, consulting and exchanging. Our service will give you direct contribution of cost saving and marketing competition by means of ` NO CURE NO PAY `.
Trainer Profile
Mr. John Tang
Master Lecturer of MBA & EMBA, a qualified professional in logistics training and a senior logistics director having 25 years logistics experience of MNC, is a noted figure in China Logistics Field. He has served as senior logistics director and project manager in various top 500 manufacturers such as Rhodia, RHONE-POULENC, XEROX, TPL such as COSCO, PENAVICO, Container Co. of Shanghai Harbor Bureau, Inchcape Logistics Greater CHINA.
John has acquired his master degree in transportation management from Shanghai Maritime University, and he has also served in Shanghai Maritime Court, Shanghai Engineering and Technology University; consulting for World Bank and R.W law firm. Mr. Tang has unique opinions and views on China Container Transportation and Logistics Management education and field experience. His students are employed in international companies and third party logistics providers. He has set up the China Container Transportation Network Project in 1987. And in 1993 he has created the concept of famous China Shipping Center(Shanghai). His dozens of successful logistics projects and field experience are suitable for the field requirement in various international MNC and logistics providers.
Over the past two decades, Mr. Tang has been involved in various logistics practices in China, such as third party professional logistics and distribution network, designing of enterprise supply chain and logistics strategy planning, project feasibility study and operation; dealing with FMCG such as food, cosmetics, also dealing with textile products, office equipment and facilities, chemicals, pesticides, and medicines. In the period, Mr. Tang has also acquired rich theory and field experience in port, railway, multi－ model transportation, warehousing, as well as international logistics experience from Ex-work to DDU/DDP. He has managed to save the enterprises several tens of millions RMB in costs every year.
Why this workshop
Saving cost is the key bottle in MNC & SCM. China shipping price has been increased year by year and domestic highway price is same in the limitation of Over-loading. The long distance of ocean let IT in vain。
In fact, 95% of the logistics managers in MNC have less professional background such as education, experience etc.; Also, most of famous MNC Logistics company had not good performance in the past ten years in China.
We are glad to have seen that participates of our past seminars made great contribution to their own companies for million saving and also increase their annual packages. On the other side, our consulting service let some customers save several million US$ in China.
Special Features
◆ Excellent trainer are the key to successful training
◆ A combination of rich professional theory with practical experience
◆ Mastery of superb lecturing skill as well as rich career experience
◆ Case analysis & Sino-foreign field case study & on the spot consultation
Who should attend:
CEO, GM of MNC, Logistics Mangers, Supply Chain and Purchasing Managers, Marketing and Sales Managers, Financial managers, GM and Development Managers of Third Party Logistics Providers
Forward this letter to your friends
If you have no interest in this workshop but consider it maybe valuable to your friends, please forward this letter to him or her.
If you do not want to receive such offers, please reply to us with topic of delete and we will delete your email within 12 hours.
If you want to have an in-house training, coaching or consulting service, please contact us for business growth.
Welcome to join Top 500 China Logistics / Purchasing Managers Club － China Initiative , No. One. OUR MEMBERS CAME FROM MNC SUCH AS
Schenectady; STORAENSO; NOVOSYMS; AKZO NOBEL; SHELL; MARY KAY; WYETH; MENLO; BELL; ALCATEL; BASF; COCA-COLA；MOL; A.T.Kearney; CHEVRONTEXACO; SYNGENTA; SINOTRANS; SIEMENS; NORTE; ESSILOR; HILTI; DANISCO; AVON; SGEG; SCT; ROHMHAAS; DANFOSS; Unicentury; SITICO; NOVO NORDISK; HUNTSMAN; SUMITOMO; ABB; BAYER; ALARIANT; DRAGER; AVENTIS; REILLY; DSM; SCHINDLER; PERPETTI; ATOFINA; HYSTER; Dows; VOLVO; ICI; PHILIPS; Shanghai General Motor; GE; HENKEL; MERCK; CNSHIPPING; LLOYD TRIESTINO; Inter. Paper; GRUNDFOS; Petro China; Honeywell; JHB; Baxter; Maybelline; SAES; KOHLER; Boston Scientific; NOVARTIS; Krupp-Presta; Bertelsmann; MOEN; ADIDAS; Master Lock; HCG; KRAFT; PRAXAIR; TFL; Jahwa; BP; J&J; Seamart; ATO; Lilly; YAOHUA PILKINGTON; SEB; Littlelfuse; ELF-ATO; EMERSON; Quaker; IMC
