ISM China & SZ Chapter供应管理学会中国区Global Alignment for Supply Management供应管理专业的国际接轨

WHAT IS ISM CHINAInstitute of supply management China

渊远流长 精英凝聚 公开规范 专业权威 国际资源

Nature of Organization A non-profit professional association for Supply

Management 全球性供应管理专业非营利组织

ISM Inc. (HQ)

ISMSilicon Valley

ISMMexico

ISMCanada

ISMNew Jersey

ISMAlabama

ISMJapan

ISMNevada ISM

KoreaISM

DallasISM

Hong Kong

ISMChina

Part of a greater global network of 170+ affiliates in 75 countries that together forms ISM

国际资源

Facts & History of ISM Founded in 1915 in US, formerly NAPM 40,000+ supply management & related

professionals globally PMI, a key economic indicator is published by

ISM for over 80 years CPSM / C.P.M. certification has been a world

standard of procurement professional credential for over 40 years

渊远流长

Who are we? 99% MNC, 70% of Fortune 500

Member demographics

90% fluent in English

98% with University Degree

Average income level 350,000/year (2008 survey)

CPSM/C.P.M. holder average 23% higher pay

15% Director / CEO

62% Sr. Manager / Manager

15% Supervisor / Engineer

8% Educator / Consultant

精英凝聚

Our mission1. Create value for corporate supply

management functions by Benchmarking and standards Team Development Professional framework application

2. Enhance value of the profession by Facilitate networking, communication and sharing Dissemination of knowledge Promote professional development and leadership

Why Shenzhen Chapter Under ISM China develop good and value

platforms to local profession network

What Platforms we have

Monthly Event On-line platform Community

QQ 123318328 Linkedin (sharing ISM China Group)

Member Forum ( TBD) Social Network (TBD)

关于 ISM 志愿者 - for SZ Chapter too

• ISM China 是由会员领导的非营利专业组织• 领导力和组织发展来自会员，互动和交流内容发自会员，通过志愿者的统筹用于会员。• 会员作为志愿者，担任供应管理学会领导角色，不但是学会发展的重要动力，同时也给志愿者本身带来大量的学习、成长和人脉拓展机会。• 理事会和各地专业 Committee 委员会由志愿者组成

成为志愿者志愿者可以担任以下角色：

理事会领导 — 选举产生，参照 ISM CHINA 理事会章程顾问指导会 — 会员推荐，理事会审核，一般为专家委员会领导 — 委员会由主席或副主席组织，委员参与，每月定期碰头一次，决议行动由服务中心协助执行。委员 -- 参与委员会，提供有效建议，积极协助完成使命活动领导和支持 -- 担当活动主席，笔录或其他支持角色导师 Mentor – 把你的成功经验分享给下一代专业人员吧，企业指挥链外的师徒制让双方都能找好地互相学习和找到发展机会

志愿者原则： 志愿者本身是 ISM China 会员，承诺遵守学会守则和推崇学会理念 自愿且有能力和时间投入 ISM China 领导工作，具备相关领导特质，经理事会审核参与 ISM China 志愿者。 志愿者承诺对自己承担的工作负责，并及时向其他合作志愿者和理事长汇报状况，保障会员服务质量。 志愿者积极推荐 ISM 服务以及热衷介绍新会员 志愿者承诺不在学会活动场合利用职权做个人业务兜售

根据不同需要，志愿者可能要每月投入数小时的时间参与ISM 事务，包括会议和后续工作。

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Supplier Management 5 Jan, Jun, Nov

Career 1 Mar

Internal Relationship 3 Apr, Sep

Commodity management & market survey

1 May

Sourcing 3 Jul, Aug

Risk Management 1 Dec

Others 3 TBD

Upcoming activities plan in 2013 (ISM China – SH)

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1 How to select prefer supplier and its process? The management of China local supplier to improve their capability to meet the high requirement. 选择被扶持供应商的方法及具体执行方式 ? 管理并扶持中国供应商 , 使他们的表现达到高水准。Focus: 1) supplier segmenation 2) supplier management process 3) supplier improvement. 4) The gap between China local supplier and overseas suppliers. 5) Strength of China local supplier 6) Set requirement and improvement plan to local suppliers 7) Educate and help the local suppliers to improve. 关注： 1 ）供应商分类 2 ）供应商管理流程 3 ）供应商的绩效提高。 4 ）中国本地供应商和海外供应商之间的差距。 5 ）中国本地供应商的优势。 6 ）为本地供应商设定绩效考核标准。 7 ）培养并且提高本地供应商的绩效和水准。

2 Supplier quality improvement. 供应商质量改善。Focus: 1) How to identify the quality risk through the supplier audit? 2) Supplier quality measurement criteria setting, 3) process and tools for supplier quality etc. 关注： 1 ）如何通过审核供应商来发现质量风险。 2 ）供应商质量衡量指标的定立。 3 ） 供应商质量管理的相关流程和工具。

3 How to design supplier performance measurement criteria specific to the company? 如何为公司量身制定供应商绩效考核表 . Focus: 1) Supplier performance assessment quantitative management. 2) Supplier rank analysis(quantitative and qualitative) 关注： 1 ） 供应商绩效考核的量化管理。 2 ） 供应商等级评定的定量和定性分析。

4 Best practice of supplier continuing improvement ? 供应商持续改善的最佳实例分享 .

5 Develop the supplier relationship. 如何发展与供应商的关系？Focus: 1) segmentation of suppliers. 2) Strategy to different suppliers 3)Manage the difficult suppliers. 关注： 1 ） 供应商分类。 2 ） 不同供应商的不同采购策略。 3 ） 如何管理表现不好，不听话的供应商 ?

Supplier Management

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1 Sourcing Centralization V.S Decentralization. 全球采购和工厂采购Global sourcing, plant manufacturing sourcing, which one do you choose in the current economic situation in your carrer path and Sourcing Centralization V.S Decentralization. 有些人认为全球采购提供了更广阔的空间和机会而且能跳出地域限制( 如产业群外移， 关厂外移等）， 有些人认为工厂采购在运营环境中更多接触实务， 而且在现在严峻的经济形势下在现在经济形势下，内部制造是被鼓励的。 那么你呢，全球采购和工厂采购， 现今形势下在你的职业发展中你会如何选择？Focus: 1)Someone says that global sourcing means broader exposure & opportunity and it runs beyond the regional limits（ industrial group transfer, plant shut down or move, etc.). Someone says that plant manufacturing sourcing is more practical in operational environment and in-house making is encouraged in such severe economic situation. Which one do you choose in the current economic situation in your career path, global sourcing or plant manufacturing sourcing? 2)Different sourcing mode under different situation. 关注： 1 ）有些人认为全球采购提供了更广阔的空间和机会而且能跳出地域限制 ( 如产业群外移， 关厂外移等）， 有些人认为工厂采购在运营环境中更多接触实务， 而且在现在严峻的经济形势下在现在经济形势下，内部制造是被鼓励的。 那么你呢，全球采购和工厂采购， 现今形势下在你的职业发展中你会如何选择？ 2 ） 不同情况下采用何种采购模式。

Career

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1 The value of supply management professional to the company 。 How to give full play to the value?

供应管理专业人士对公司的价值。如何充分发挥这些价值？Focus: 1) build up efficient supply management organization 2)supply management strategy value, link the supply management strategies to company strategies 3) How to bring out the value added supply management and strengthen the influence power over cross-function team in efforts such as VA/VE, standardization, ESI, process improvement, supplier base rationalization, etc. and ensure sourcing strategy to be implemented? 关注： 1 ） 建立有效地供应管理架构和组织。 2 ） 战略价值，参与公司战略， 连接供应管理战略和公司战略 3 ） 如何进行增值的供应管理， 如何加强在工程价值分析 / 工程， 标准化， 早期供应商参与， 流程改进， 供应商合理化等跨部门活动中加强供应管理专业人士的影响力， 确保供应管理策略得到执行。

2 How to realize the organizational goals and manage the team as a new manager or airborne manager?作为新经理或空降经理， 如何实现组织目标和管理团队？Focus: 1) What is your typical day if you are a new manager or airborne manager? What are your priorities to start your brand new role and win trust of your boss and team? 2) How do you choose from time-consuming sustainable growth and quick effect and result? 3) How to deal with willy old hand in your team? 4) How do you handle cross-function relationship and win collabation? 关注： 1 ） 如果你是新经理或空降经理， 你一天的工作是如何进行的？在你的新角色中，哪些是你的优先考虑事项以赢得上司和下属的信任？ 2 ）在费时的可持续发展和快速效应之间你如何选择？ 3 ）你如何处理部门中的老油条问题？ 4 ）你如何处理跨部门关系并赢得支持？

3 How does cross-functional support work in the decision making process in the supply chain?跨部门协作中存在的问题及解决方式 ? How does cross-functional support work in the decision making process in the supply chain? Other teams involvement in sourcing, supplier. Who should be in part of strategy development and execution of sourcing and supply chain？ Should other depts, like quality , engineering etc. be involved? How to involve them? What role these depts play in decision making? 跨部门协作中存在的问题及解决方式 ? 例如在寻找供应商，供应商评估 和价值采购等活动中的跨部门合作存在的问题及解决方式。谁应该参与采购和供应链策略的制定和执行 ? 其他部门（例如质量部或工程部等） 应该参与吗？ 怎样参与？ 他们在做决策时扮演怎样的角色？

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1 Commodity knowledge and market analysis sharing, for instance, plastic, machining, electronics, etc. Cost Analysis module in manufacturing environment and experience sharing in different industries 产品知识和相关市场分析共享， 如塑料件， 机械加工， 电子等。制造业中的成本分析模式和不同行业经验分享

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1 How to create win -win with supplier? 如何实现与供应商的共赢？Focus: 1)how to build up the strong position over supplier? Or how to make supplier consider us as valued customer by helping them? 2) How to cope with weak buyer position? unfavorable situation case study: low volume high mix ， few supplier to choose from, huge supplier with small buying amount, buyer serious planning problem, buyer over strict quality requirement and on site inspection, etc. 关注： 1 ） 如何建立买家强势地位 ? 或者说如何通过帮助供应商等措施使买方成为更有价值的客户？ 2 ） 如何处理买方弱势地位的情况？ 买方不利情况的案例研究， 如多品种小批量的情况， 独家或少数供应商的情况， 大供应商小交易额情况，买家计划和交货严重不准确，买方过于严苛的质量要求和现场检查等。

2 To indentify the risk in contract and how to cope with the risk? 合同中常见法律风险的识别与应对策略

3 How to use competitor's suppliers? 如何使用竞争对手的供应商？Focus: 1)Do you encourage to use competitor's supplier? Whether it is beneficial or not? 2) What is the strategy to use competitor's supplier? 3) what area shoule we pay attention to using competitor's supplier？ (eg: NDA, back up etc) 关注： 1 ）是否鼓励使用竞争对手的供应商？使用竞争对手供应商是否是有益的？ 2 ）当使用竞争对手供应商时的相应供应商管理战略。 3 ）使用竞争对手供应商的注意点， 如保密协议， 发展备用供应商等。

Internal Leadership

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1 What do you need to do when one key supplier starts with severe shortage or delay of supply? Supply risk management . 如何应对主要供应商在刚开始新业务的时候就严重货物短缺或延误送货？ 供应商风险管理。 Focus: 1) Supply risk identification 2) Back-up suppliers 3) Immediate action when face the supplier shortage/delay. 4) How to identify the risk supplier? 5) How to identify the risk in supplier side? 6) Emergency action when the risk is found. 7) How to avoid the risk? 关注： 1 ）识别供应商供货的风险。 2 ）寻找候补供应商 3 ）面临供应商供货延误或短缺的应急措施和补救措施。 4 ）如何识别有风险的供应商？ 5 ） 如何识别供应商处隐藏的风险？ 6 ） 风险发生时的紧急措施。 7 ） 如何防范和避开风险？

Sourcing

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1 Case study and experience sharing: the souring strategy in time of severe financial constrain. 案例分析和经验共享 :资金链压力极大情况下的采购策略。

2 How to cope with the increasing pressure of the cost of purchasing due to labor cost spike and exchange rate fluctuation in China. 如何应对由于中国劳动力成本飙升和汇率变动造成的不断增加的采购成本压力？

3 How we perceive the trend and grasp the opportunity of supply management which is linked with e-business?如何在掌握市场的电子商务的趋势， 并且抓住电子商务应用于供应商管理的机遇？An exciting article states that e-business and supply chain management will be the only players in our tertiary industry with manufacturing as the supporting role. The reasons include but not limited to the following: Firstly, The manufacturing is shifting from push to pull and mass prodution to Make to Order. Secondly, R&D function is opening to customer more and more. Ma Yun's success also demostrates this trend. Then how we perceive the trend and grasp the opportunity? ****So how supply management react in such a digital and internet era? ****What is the new trend of supply management correspendingly? ****How supply management better cope with MTO and customerized order? ****How can we provide a better supply chain design? ****How can we use new supply chain technology? 有篇非常令人激奋的文章阐述除第一，第二产业外， 第三产业将只剩下两个行业，即电子商务和供应链管理。以下几个关键性的突破为其提供了现实依据：第一， 制造业需求从管理从推到拉， 从批量生产到按单生产。第二， 研发功能更多地向客户开放。马云的成功也预示和证明了这种趋势。那么我们如何认知这种趋势并抓住机遇？ **** 在这个信息数字时代， 供应管理如何应对？ **** 供应管理的相应新趋势是什么？ **** 供应管理如何更好应对按单生产和客户定制订单？ **** 如何提供一个更好的供应链设计？ ****我们如何利用供应链新技术？

Risk Management