Subject: 通知

From: "3L" <[email-masked]>
Date: Sun, 14 Jan 2007 13:05:34 +0800

世界500强中国高级经理系列培训（ 第四十一期  ）2007年2月3日至4 日上海复旦
From: Lloyd's Logistics Leadership, Tel： 021-56714769, 13032185758
To: 人事培训经理

(MBAII全案例精品管理教程) 英文版请见www.500net.com.cn
主题: 精益物流与直复式供应链管理
Subject: JIT Logistics & Direct Supply Chain Management 
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，并赠送独家发行的最新英汉对照集装箱运输与物流管理辞典,详细中文注解,200万字

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．	企业营销模式选择与供应链运营模式
2．	存货管理的牛鞭效应及解决途径
3．	外协物流的冰山现象与应对博弈
4．	从VMI存货管理到无仓库动态存货控制
5．	仓储与运输管理的方法与诀窍
6．	中国配送网络的规划与实施
7．	国际物流与国际配送中心的管理
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．	新技术革命与中国企业运营成本管理
日程安排   2007年2月 3日   星期六        8:30 - 9:00 签到 

一．	如何降低国内运输与配送成本（物流的成本控制与降低成本的方法5个案例)
1.	中国运输网络的特点与实例分析
2.	整车托运与零担托运D2D抉择; 混合运输方式的综合分析
3.	家电行业的工业配送与商业配送
4.	Dell直销模式与IT物流配送系统分析
5.	Wal-Mart， 联华与华联的配送系统
6.	P&G的供应链管理系统与配送网络
7.	共同配送与社会化物流服务
8.	现代仓库功能(配送与集运)的变化与发展 
9.	运输线路的选择与最佳运输线路规划(图论-线权与数学规划)
10.	最优化运输成本组合的决策方法
11.	降低物流成本案例分析讨论：基本运输与配送成本认知
二.	如何提高仓储管理的绩效(5个案例)
10.	NIKE经典仓储管理的发展与变革
11.	超市的仓储管理案例分析与应用
12.	仓库规划与仓储管理的重要性次序
13.	中国仓储管理的特色与最新管理方法
14.	仓储存货工艺与搬运装卸设备的选择
15.	库存量合理性与客户服务水准
16.	提高仓库库房储存能力与利用率的十种方法
17.	库存量合理性与仓库管理的不同策略
18.	仓库盘点与库存准确性控制
19.	库存管理方法与理货规则
20.	提高货物进库与库存管理准确性的各种方法
21.	提高库内作业效率与降低作业成本的各种途径
22.	提高出库及时性的措施
23.	订单出库作业流程的选择与实施
24.	自有仓库与租赁仓储的多种选择
25.	混合仓库储存策略与成本控制方法
26.	提高仓储管理绩效的方法，激励机制及案例分析
27.	现代仓库,堆场与配送中心(流通加工)  
28.	Cross-Dock与集运/配送系统 
29.	降低库存的方法与案例
中国物流与供应链管理最新IT实用经验专题报告

2007年 2月 4日   星期日
三. 如何提高国际运输绩效与国际配送服务水平（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);
3.	 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；
4.	'1448黄金配送' 统一运价下的航线与港口；
5.	前场后舱与前舱后场策略；
6.	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）；
7.	国际多式联运与D2D物流管理
8.	市内快件，国内快件与国际快件的不同运输方式
9.	TNT冰山现象的战略悖论与外协物流的协同
10.	牛鞭效应的解决方案的实施策略
11.	企业KPI, 应急物流对策与'小概率物流'
12.	Rhodia的化工物流动态存货管理项目
13.	APP的无仓库供货管理系统
14.	PPG的国际配送与保税仓储
热点讨论: 仓储运输业的竞争优势与发展方向(案例讨论)

四．如何管理存货与第三方物流服务(动态存货控制5个案例）
15.	从冰山现象到客户服务满意度设定
16.	库存与存货管理的三个重点与两个秘诀
17.	分类采购计划与滚动存货管理
18.	长途运输控制技术与在途存货管理
19.	IT技术的应用与存货管理
20.	 长途D2D送货的JIT存货管理
21.	多SKU仓库的库存计划与控制
22.	从VMI库存管理到WWS的 动态存货与成本控制
23.	冰山现象与合同物流的窘境
24.	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
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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，独家发行的最新英汉对照专业辞典一本，200万字,详细中文注解; 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： 316748-009027044  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: [email-masked]; 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
【讲师介绍】
汤百安先生（ JOHN TANG ）
- 中国物流科学家和高级管理培训督导
- 财富500强中国物流经理俱乐部 CEO
- Lloyd ' s Logistics Leadership GM ，MBA/EMBA/Ph.d教授，
汤先生近二十五年在多家著名国际 500 强的制造企业如法国罗纳普朗克(中国) 投资有限公司，罗地亚 （中国 ）投资有限公司，美国施乐公司和第三方物流企业如  COSCO外轮代理公司 、英国英之杰 （ 中国 ） 物流担任过高级物流总监和项目经理。同时本系列课程为国内外各著名高校管理专业 MBA、EMBA/DBA定制，适合企业CEO、决策人士及物流高级人才的发展之需要。

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
i.	Three stages of saving operation cost in China
ii.	Three parts of feasibility study for logistics efficiency and effectiveness 
iii.	Inventory management against Bullwhip
iv.	Outsourcing logistics against Iceberg 
v.	Supply Chain Management under non-warehouse
vi.	Optimization of Logistics and Supply chain
vii.	New technology revolution and china operation management

I．How to save logistics cost in China
12.	Key one-mile challenge and decision
13.	Storage management and inventory control in China
14.	Structure and feature of china warehousing and transportation
15.	Differences between China Logistics and foreign one
16.	Focus on the China logistics cost of its surroundings 
17.	Three stages of saving logistics cost
18.	Main logistics cost analysis 
19.	Main changeable cost of logistics 
20.	Driving facts of logistics cost and it way

II．How to manage warehouse efficiently
30.	Classical management of storage and warehousing and modern one 
31.	Updated stock warehouse and container yard 
32.	Challenge and development of warehouse
33.	Procedure of warehousing management
34.	New methods of warehouse management in China
35.	Selection of warehousing and processing 
36.	More stock ability and higher customer service 
37.	Increasing WH ability and efficiency 
38.	Different strategy of WH management
39.	Checking  inventory and taking stock
40.	Talley rules and in/out warehousing 
41.	Correction of stock management
42.	Higher efficiency of warehousing operation and lower cost
43.	Outlet speed and loading in time
44.	Order management and selection  of warehousing
45.	Owner's warehousing and rental one 
46.	Mix-strategy of warehousing and cost control 
47.	Increasing warehouse efficiency and case study
48.	Enterpriser's KPI & TPL's KPI 
49.	Lower inventory level and stocking

III．How to control transportation effectively and better distribution
25.	Bullwhip and logistics solution
26.	Optimization of transportation routs
27.	Optimization of transportation cost 
28.	Fast expressing of domestic and international delivery
29.	Full loading and part loading of D2D
30.	Mix-transportation ways
31.	Industrial distribution and commercial one
32.	Co-distribution and social logistics 
33.	Cargo Distribution and its processing
34.	Functional Challenge in Distribution & Collection of Warehousing
35.	Industrial distribution center and commercial one
36.	Cross-docking system and collection/distribution
37.	Emergency logistics 

IV．	How to control inventory and outsourcing
38.	From Iceberg to Ice-ship 
39.	Key problem of stock and inventory
40.	Customer service and customer satisfaction 
41.	Three key points of inventory management
42.	Two secrecies  of  inventory management
43.	ABC purchasing and rolling plan
44.	Controlling the inventory on way
45.	Application of IT in inventory management
46.	D2D delivery under long distance and JIT
47.	Multi-SKU warehouse management
48.	From VMI to WWS(without warehouse system)
49.	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  

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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