Part I Section 1: 100 Supply Chain Dilemma Faced by Chinese mainland Enterprises (1).
= = 100 Chinese mainland enterprises are currently facing.
1) During the reconciliation, it was found that there was something wrong with the bill, but the financial regulations could not be adjusted until next month, and the supplier was very dissatisfied with this.
2) I don't know how to deal with those selfish, opinionated, difficult to communicate but critical suppliers.
3) The financial manager always says that the contract procedures are incomplete, or the invoices are wrong, which is unclear once and for all, and the suppliers have to go back and forth.
4) Well-known shopping malls should be better than services and brands, but why do they often provoke terrible price wars?
5) How to establish a good cooperative relationship with excellent suppliers and achieve a win-win situation?
6) I have been busy day and night all year. By the end of the year, I can see that there is not much profit, but there is a lot of inventory.
7) Looking at more and more accounts receivable and bad debts, I often feel helpless and get "heart disease". I don't know what the remedy is.
8) Procurement, production and sales logistics are not unified, and the proportion of logistics cost to sales cost is really uncertain.
9) ERP of some units can't keep up, which leads to the failure of the purchasing department to control the inventory of sales, production and warehouse in time when placing an order.
10) The biggest headache is that after the emergency purchase, it is suddenly found that there are still a large number of such items in the warehouses in other parts of the group.
The first part of the second quarter: 100 supply chain dilemma faced by enterprises in Chinese mainland (2)
1 1) We have also done a lot of supply chain mergers and acquisitions in recent years, but most of them ended in wasting people's money.
12) in the past few decades, we have developed hundreds of new products, but few of them can be accepted by the market.
13) It seems that no plan can keep up with the change. We have exhausted our forecasting methods, and it is still difficult to grasp the pulse of the market.
14) The information of production schedule and consumables entrusted by outsourcing always needs our repeated urging, which is too late.
15) The quality of suppliers' products is always unstable and the delivery is always late. Our buyers often stay awake at night.
16) transportation outsourcing, the cost is low in the long run, but the delivery time is often delayed because of carpooling or overloading.
17) The warehouse utilization rate is very low in the off-season, but it is not enough in the peak season. How many warehouses should be guaranteed?
18) last year, we increased a lot of investment in the warehouse, but why can't we avoid the coexistence of shortage and backlog?
19) We are in charge of warehouses, and what we hate most is the arrival of receipt documents, issue documents, purchase requisitions and return documents.
20) The finance department, the storage and transportation department, the sales department and the purchasing department check the accounts all day, but no one can explain the inventory mistakes.
2 1) How can we improve the position of our buyers among suppliers, so as to get preferential treatment in terms of price, quality and delivery time?
22) The complicated payment link reduces the credibility of suppliers to us, and we cannot occupy a favorable position in procurement.
23) The tender price is very limited, which leads to the contradiction between quality and cost. How to deal with this contradiction?
24) Global procurement by electronic means is a trend. How to prepare for online purchasing?
25) In daily purchasing activities, off-the-counter transactions are repeatedly prohibited. How to prevent the black-box operation of procurement in the system?
26) Cash flow problems are inevitable. In the case of tight funds, how to ensure the material supply and the progress of external processing?
27) Low-cost procurement is the general trend. Group unified procurement can enjoy quantity discount, but it also has many shortcomings. How to balance?
28) Although the domestic supply price is low, the quality is unstable. How to ensure the quality of supply and establish a win-win relationship?
29) How should the purchasing department control spare parts, material preparation and inventory under the short delivery time of many varieties, few batches and many batches?
30) How to make enterprise management realize the importance of logistics and fully support the integration of supply chain?
3 1) How to coordinate the contradiction between reducing logistics cost, challenging zero inventory and ensuring delivery schedule?
32) What is the watershed between modern enterprise logistics and traditional enterprise logistics? What is the relationship between enterprise logistics and logistics enterprises?
33) How to coordinate the relationship between order and delivery date? How to integrate production, supply and marketing to strengthen competitiveness?
34) How to make employees actively make suggestions and continuously improve product quality? How to achieve zero defects in product quality?
35) How do excellent enterprises establish a supply chain culture step by step? What is the basis of supply chain culture?
36) In the current economic environment, how can Chinese mainland enterprises realize their dream of becoming one of the top 500 companies in the world?
37) What are the specific impacts of RMB appreciation and rising oil prices on the supply chain of large and medium-sized export enterprises in Chinese mainland?
38) The China stock market is full of shady stories. What are the experiences and lessons of mainland enterprises in the process of stock market financing?
39) How can enterprises in the transitional economy flexibly apply international advanced concepts to their daily management practices?
40) How can enterprises give positive incentives to supply chain related partners while giving negative incentives?
4 1) How can employees who play a key role in strengthening the competitive advantage of the supply chain effectively mobilize their innovation enthusiasm?
42) How to ensure that the supply chain will not break when the core partners of the supply chain make excessive demands?
43) Ask the supplier a question, but you can't get a clear answer, or simply reply "You are too harsh!"
44) When it comes to the quality of suppliers, sometimes people get emotional and even quarrel. What should we do?
45) How to communicate with upstream suppliers? Their products are stable in quality, but high in price, haggle over every ounce and domineering.
46) The most embarrassing thing at the procurement negotiation table is that the supplier lists a large number of facts that we owe money. What should we do at this time?
47) How to get along with suppliers who are impatient, unreasonable and superstitious about Feng Shui, but with high quality and low price and timely delivery?
48) Suppliers always change people to communicate with us, and we can only talk about our requirements from the beginning every time. What should I do if I encounter this situation?
49) In the process of negotiation with suppliers, changes have taken place, which made it impossible for us to honor our original promise. What should we do?
The first part of the third quarter: 100 supply chain dilemma faced by enterprises in Chinese mainland (3)
50) What should we do in the face of those suppliers who complain bitterly as soon as they meet and talk about supplying us without making money?
5 1) The biggest difference between a master buyer and the average person is who can get the most cost-effective product on the market at that time.
52) What should we do if our extra investment in supply chain information technology does not bring about the due increase in sales?
53) Isn't the supply chain just logistics? We have invited famous professors from famous universities to give lectures, and we have no problem.
54) What are the main new development trends of global supply chain management with logistics distribution as the core?
55) How can the branch supply chain management effectively connect with the information platform of the group headquarters to ensure timely, efficient and accurate supply?
56) For the newly established branch, how to effectively control its distribution inventory?
57) How to establish a branch supply chain subsystem to ensure the smooth progress of things?
58) How to calculate various costs of each link in the supply chain, and then find out effective measures to reduce costs?
59) How to keep the consistency between the ordering plan and the actual demand?
60) How to remedy the abnormal situations that often occur in the process of procurement, supply, production and transportation?
6 1) what principles should be followed in the construction of supply chain system?
62) How to plan and layout the information system in supply chain management?
63) What issues should be paid special attention to when evaluating supply chain performance?
64) How to integrate the company's existing resources and effectively establish our overseas supply chain?
65) How to realize the seamless connection between information and supply in all links of the whole supply chain, so as to improve the supply efficiency?
66) How to formulate and assess the working standards between adjacent processes and establish a third-party inspection mechanism?
67) How to obtain the actual information of the demand for selling terminal products more effectively and give it the fastest satisfaction?
68) How to deal with the contradiction between zero inventory and sales shortage or production interruption?
69) How to avoid the backlog of production materials, especially non-standard parts?
70) How many practical methods can be used for continuous replenishment?
7 1) How to ensure smooth supply without overstocking?
72) Overstock in off-season and out-of-stock in peak season, is this an unsolvable supply chronic disease?
73) Can the core competitiveness of supply chain be quantified? If so, how to quantify it?
74) What are the requirements for becoming a supply chain leader?
75) How to decompose the unique supply strategy by analyzing the internal and external supply environment?
76) When the supply of our small and medium-sized manufacturing industries is globalized, where do the main pressures and threats come from?
77) What are the main new features of global supply in the new century?
78) What are the main new ways of global logistics electronic development?
79) How to accelerate the cash flow in the supply chain?
80) What is the current cost structure of supply chains in developed countries such as Europe, America and Japan?
8 1) How to effectively reduce the total cost of supply chain?
82) How to effectively integrate global supply resources? What companies have been successful and can be used for reference?
83) How to speed up global supply through the borderless Internet?
84) How to optimize the supply process through EIP (Enterprise Information Portal)?
85) How to mine the data in the supply business process?
86) How to continuously re-engineer the core process of supply in real time?
87) How to ensure the quality of outsourced products and the timeliness of delivery?
88) What are the main principles and points that must be "cautious from the beginning" in procurement management?
89) What are the key skills in procurement negotiation at home and abroad?
90) What should we pay attention to when communicating with customers from different countries in export negotiations?
9 1) How to obtain the import tariff policies of different countries?
92) What should I pay special attention to when assembling spare parts in export transportation?
93) How to effectively handle complaints from foreign customers?
94) Supply chain is a cooperative mechanism and a competitive advantage of enterprises. It should keep pace with the times and do a good job in training.
95) When we attend the training, we must know the procedures, methods, tools and skills that can make our work successful at one stroke.
96) We attend the training to correct the deviation and test ourselves with the experience summarized by the trainer in practice.
97) We take part in the training in order to digest and absorb the practical experience of trainers, so as to improve our ability.
98) Besides amateur self-study, listening to specialized courses is a useful supplement to work and a kind of recharge.
The first part of the fourth quarter: 100 supply chain dilemma faced by enterprises in Chinese mainland (4)
99) Training is different from consulting, and it is the development trend to give consideration to consulting scheme, training guidance scheme and consulting training.
100) the highest training cost is the trainer who has no time to do personalized consultation in order to catch up with the progress.
Now, you have read this 100 question. It's up to you whether to continue reading or not. Or you might as well take the time to listen to my main course "How to improve your global supply competitiveness in an all-round way", or if you have better questions, you might as well send them to my email or discuss them with me in depth through MSN. My email address is Hu Songping @hotmail? com .
In addition, if you have time, you might as well reread "99 Tips for Purchasing Management" edited by Mr. Wang Zhongzong of Taiwan Province Province, which is actually 99 problems of purchasing and supply. These problems, which I haven't covered in this book, can be used as supplements to the above problems, because, from an economic point of view, yesterday in Taiwan Province Province is today in the mainland, which is not without reference.
Finally, please remember: there are only stupid answers and never stupid questions! Please feel free to send your questions to my email! I will spare no effort to give you a timely answer.
Hu Song commented on the doctor.
Hong Kong, 5-38 June 2005+February
Part I, Section 5: Introduction
= = Introduction
You can't sell even the best quality products unless you provide the products that consumers need when they need them. To achieve this, it is necessary to integrate and re-engineer the key business processes from the end users to the original suppliers, so as to continuously provide customers with value-added products, services and information. This is the supply chain management of grafting demand and supply.
-Dr. Hu Song commented.
In the first half of 2002, in order to recover the long-term arrears of payment, nearly 500 suppliers jointly cut off the supply of Fuzhou Huarong Supermarket Group, which led to its sudden bankruptcy. This group was once the largest chain commercial enterprise in Fujian Province, and was twice shortlisted as one of the "Top 100 Chain Commercial Enterprises in China". Since 1999, it has been expanding rapidly and crazily. The main source of funds is the long-term occupation of suppliers' payment.
Thousands of years of business history has repeatedly proved that all business activities are inseparable from the support of suppliers. Suppliers constitute the supply chain. Only by consolidating the cornerstone of supplier relationship can high-rise buildings be built in the supply chain.
Many supermarkets warn customers not to push their children with shopping trolleys, and the trolleys in Wal-Mart stores are specially designed for children. Many supermarkets are just places to buy things. Wal-Mart is the living base of consumers, and customers can get all kinds of convenient services here.
Since 1982, management consultant Keith? Oliver (r? Since KeithOliver put forward the term "supply chain management" (SCM), after more than 20 years of investigation and research in academic circles, people have generally recognized this point.