From: Lloyd's Logistics Limited , Tel 021-56714769, 13032185758
500强(FORTUNE)中国工商企业供应链成本管理实务课程
主办单位：Lloyd's Logistics Leadership
3L公司首创的MBA-II精英管理教程并享有独家创作权与知识产权
全套上课讲义/案例/资料；
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
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
全球首家供应链成本管理课程 Updated financial management for SCM
全球精英管理的创举，20年财富500强中国企业的实践经验总结 Practical Experience Summery for Fortune
500 SCM in China
以中国经典案例分析贯穿其中，深入浅出的物流成本分析与投资应用决策 Case Study of Chinese Logistics
Management on Cost Analysis & Investment Decision
咨询培训主题1: 降低中国物流与供应链成本的解决方法（实务与案例）
Saving Cost through Logistics and SCM in China（20 cases）
课程简介：降低企业运营成本与提高投资效益是现代企业管理的基石。本课程着重分析中国企业的运作环境与运作方法，通过企业与第三方物流的多方位协同降低物流成本，强调外协物流的操作方式与注意事项，提高企业外协物流的应用效率，形成三赢的效果。
一．如何管理工商企业的物流(5个案例)
1． 中国工商物流管理与第三方物流服务25年的发展沿革
2． 中国工商企业物流/供应链管理的基本特点(工商企业物流的竞争重点)
3． 中国工商企业的基本供应链竞争力
4． 供应链管理的最新技术与第三方物流服务的最新发展
5． 新技术革命(4T)与虚拟物流(企业ERP, SCM与TPL的IT)
主要行业的供应链成本管理挑战与物流管理对策：
汽车上下游的计划协同与存货管理，
家电企业的工商业竞争与最后一公里物流决战，
石化的物流成本管理与控制，
FMCG的配送网络优化，
百货与超市的配送中心与采购控制，
钢铁物流的上下游供求协调，
建材配送模式与演变，
IT的时效管理与效益管理
热点讨论：中国行业物流的特点与管理方法
二．中国运输网络的现状与管理对策(实务，案例与解决方案)
1. 中国经济地理的特点与客户基本物流需求
2. 中国交通地理的特点与运输方式的营运特点（基本成本结构比较）
3. 中国运输管理系统的演变与现状
4. 中外运输成本结构的差异与管理重点
5. 公路整车运输与零担托运D2D抉择（干线运输与支线分拨配送）
6. 铁路D2D运输与交货（干线集装箱运输，专线运输，行包车快运与客车货运）
7. 水路D2D运输与交货（长江航运与沿海货运）
8. 航空运输与快件运输的不同方式（客机与货机，普货，包裹，快运与快件）
9. 混合运输方式的综合分析与抉择
10.最优化运输成本组合的决策方法
11.降低运输成本的各种方式与解决方案
12.VMI系统与无仓库物流系统下的运输管理控制
13. 第三方IT公共服务平台与软件信息支持
14.TMS运输管理系统的基本内容
16.运输管理的供应链经济分析与财务管理
讨论: 国内运输市场的变化与应变对策（燃油上涨与限制超载）
三. 如何降低企业的供应链成本（中国配送网络的管理方法5个案例)
1. FMCG的困惑与对策案例研讨:最优化过程挑战与解决方法
2. 从工厂到客户的配送, 多式并运的物流转运系统与小批量,多订单JIT配送方式
3. 中国物流配送模型I号-工商一体化的FMCG全国物流网络配送系统（P&G案例研讨至350城市简介)
4. 冰山现象的演变与第三方物流服务的不同战略合作方式
牛鞭效应的综合物流解决方案(No-Order Delivery System)
5. 现代仓库功能,堆场与配送中心(配送与集运,流通加工) 的变化与发展
From: Lloyd's Logistics Limited , Tel 021-27195847,13032185758
6. 工业/商业配送中心的ER,VMI,DRP,CFPR
7. 减少物流操作环节的四种直拨方式的应用与管理
8. Cross-Dock与集运/配送系统 (配车与配货)
9. 重点-从Cross-dock到工商物流一体化全国物流网络配送系统(案例研讨至350城市)-中国物流配送区域的划分方法;
不同区域物流转运与定单配送; 工商物流联动的必要条件与充分条件; 共同配送与第三方物流; 精确物流的服务与成本
10. 配送中心的选址，选点与配送中心的数量
11. DRC至Door配送与配车的管理方法
12. RDC 至RDC的各种存货转移方式与成本控制
13. CDC的存货控制与分配方式
14. 共同配送与集运采购
热点讨论: 现代配送模式的竞争优势与发展方向(案例讨论)
四. 如何提高企业服务与市场竞争力(从传统库存管理到现代存货控制5个案例）
1. 百年企业库存管理的难题-探索与发现
2. 最新存货系统管理的秘诀与要点
3. 从VMI到WWS的随机存货管理与成本控制实务
4. 零库存的实现途径与要件
5. .采购与存货管理分类
6. 拉动型需求与推动型需求
7. 拉动式库存管理-静态重复即刻订货模式
8. 推动式库存管理
9. 基本的拉动式库存管理
10. 拉动式库存管理-静态重复订货模式
11. 高级拉动式库存管理
12. 随机需求条件下的定期订货点模式
13. 随机需求与随机提前期下的再定货点模式讨论
14. MRP/DRP/ERP
15. 动态存货管理方法与库存控制系统
热点讨论：存货管理的困难与解决方法
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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 - 27195847, 13032185758请您传真至:021 - 36080533 Email: [EMAIL PROTECTED];
英文介绍详情请见网页WWW.500net.com.cn.
培训时间：2006年9月16-17日 上海
培训地点：上海外滩Aston
Fortune 500 logistics/purchasing manager seminar in China
20 LOGISTICS CASES STUDY FOR YOUR REFERENCE
SUBJECT: Saving Cost of Logistics and SCM in China
1. How to manage the Enterprise Logistics and Save cost in China
1) 25 years development of Logistics and TPL in China
2) Communication and distribution of China
3) Basic relationship of Demands and Supply on logistics service
4) Important problem of logistics management in China and Key competition
5) Six types of SCM
6) Updated technology and development of SCM and TPL
7) Important Facts of logistics cost in China
8) Mixed strategy of Warehousing and Transportation
9) How to apply JIT, MRP and DRP under SCM
10) From VMI to WWS (without warehouse system) on inventory management and
cost control
11) Iceberg of TPL service and outsourcing
12) Win-Win-Win solution of outsourcing
2. How to increase your logistics competition
1) From traditional warehousing and transportation management to modern
SCM
2) TQM of SCM and advanced KPI
3) Logistics project planning and Benchmarking
4) Multiple choices of cost and service
5) Application of New Technology of 4T(AT, BT, MT&IT)
6) Virtual logistics under ERP, SCM & WEB
7) Post-order delivery system
8) RDC and Cross-docking with container transportation
9) From Factory to whole China under inventory management of three stages
10) How to select the RDC or depot
11) From RDC to your customers under order and inventory
3. How to optimize your logistics network and TPL
1) From CDC to RDC with total cost (From FOB, CIF, C&F to EX-Works, DDU,
DDP)
2) Delivery cargo system without ordering
3) Dynamic inventory control without warehousing under JIT
4) Industrial distribution VS commercial distribution
5) Select partner of the TPL service
6) Enterprise SCM and Third party logistics providers
7) Tendering and Bidding of outsourcing business
8) Logistics Quotation (Implementation Plan and Price Quotation) and
negotiation
9) Success and failure of outsourcing logistics cases
10) SOP of policy and procedure
11) Three kinds of prices and financial analysis for outsourcing
12) Economic analysis and financial decision on outsourcing service
(Balance Sheet, Income Statement & Statement of Cash Flows)
Case study
Cost Control and Cost Saving through International Planning and Cooperation
◆Costs Forms-Cost Standards/Forecast of Costs/ Industry Costs; Direct/Indirect
costs; System Costs/Stage Costs/Point Costs of International Logistics
◆ Cost Saving Methods-Usage of International Transportation; Decreasing of
Operation Linkage; Improvement on Storage and Warehousing Methods;
Synchronizing of logistics functions & TPL; Development of public logistics
service
◆ New inventory methods without warehouse or order in advance
◆ International logistics via international transportation
◆ Logistics Financial Analysis of International SCM
◆ Dry Container Goods Sino-US/EU D2D Delivery Road/Sea/Import and Export
Transshipment
◆ Liquid Goods Import Sino-Indonesia DDU Delivery, Storage and
Transportation
◆ Piece and parcel goods International &Domestics Distribution
Shanghai/Guangdong Depot
◆ Industrial and Commercial network of international distribution (Multi-Match
RDS) to whole China
Main Contents:
1. 25 years' China Logistics Management
2. How to save cost through Supply Chain Management in China
3. How to improve the customer's satisfaction through SCM
3. How to control the TPL service in China
4. Tenders and bids
5. Financial analysis on updated logistics
Basic information:
1. Updated development of SCM ('SARS' Logistics)
2. Bonded Goods, Bonded Warehouse and Free Trade Zone
3. Selection and management of third party logistics service
4. Win-Win-Win cooperation and decision
5. Subcontracting service of TPL
6. Customer Service KPI and Efficiency/Benefits Appraisal
7. SCORe and Benchmarking management
8. SOP (Standard Operating Procedures) structure
9. Operation procedure and manuals
10. Different price structure, format and contents
11. RDC receiving/dispatching and transportation network
12. Wagon loading and unloading (or stuffing and unstuffy) procedure
13. Incident reporting and control procedure
14. HSE (Health, Safety and environment) procedure of TPL
15. IT networks (Web, EDI, XML, SIS, 3G, 3C, DRP, ERP and SCM)
16. WMS (Warehouse Management System), VMI and Cross-Docking
17. TMS (Transportation Management System) and CPFR
IT Web: ABC, EOQ, JIT ,MIS,MRP,MRP-II, MRP-III,TMS,WMI&Cross-Docking,VMI,
CPFR,DRP,ERP,APS, SCM,CRM,SRM,EDI,XML, 3G(GPS) SQL,EMAIL,FAX, RF,3C
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
【讲师介绍】
汤百安先生（ JOHN TANG ）
- 中国首席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。
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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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
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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
十拿化工Schenectady; 苏州紫兴 STORAENSO; 诺维信NOVOSYMS; 阿克苏诺贝尔AKZO NOBEL; 壳牌SHELL;
玫琳凯MARY KAY; 惠氏WYETH; 万络物流MENLO; 贝尔 BELL; 阿尔卡特ALCATEL; 巴斯夫BASF;
可口可乐COCA-COLA；百事可乐; 商船三井MOL; 科尔尼A.T.Kearney; 加德士CHEVRONTEXACO; 先正达SYNGENTA;
中外运SINOTRANS; 西门子SIEMENS; 北电通讯NORTE; 依视路ESSILOR; 喜利得HILTI; 丹尼斯克DANISCO; 雅芳AVON;
上海通用广电SGEG; SCT货运; 罗门哈斯ROHMHAAS; 丹佛斯DANFOSS; 世纪联融Unicentury; 上海国际信托SITICO;
诺和诺德NOVO NORDISK; 亨斯迈-卜内门HUNTSMAN; 住友商社SUMITOMO; ABB; 拜耳BAYER; 科莱恩ALARIANT;
德尔格DRAGER; 安万特AVENTIS; 瑞利REILLY; 帝斯曼DSM; 瑞士迅达SCHINDLER; 不凡帝PERPETTI;
阿托菲纳ATOFINA; 海斯特HYSTER; 陶士化工Dows; 彩路VOLVO; 卜内门ICI; 飞利浦PHILIPS; 上海通用汽车Shanghai
General Motor; 通用电气GE; 汉高HENKEL; 德国默克MERCK; 中国海运CNSHIPPING; 意大利邮船LLOYD
TRIESTINO; 国际纸业Inter. Paper; 格�m富GRUNDFOS; 中国石油PetroChina; 霍尼韦尔Honeywell;
巴赫曼JHB; 百特Baxter; 美宝莲Maybelline; 华赛SAES; 科勒KOHLER; 波士顿科学Boston Scient
ific; 诺华NOVARTIS; 克虏伯普里斯坦Krupp-Presta; 贝塔斯曼Bertelsmann; 美国摩恩MOEN; 阿迪达斯ADIDAS;
玛斯特Master Lock; 和成HCG; 卡夫KRAFT; 普莱克斯PRAXAIR; 德瑞皮化TFL; 上海家华Jahwa; 英国石油BP; 强生J&J;
施马洋酒Seamart; 埃尔夫阿托ATO; 美国礼来Lilly; 耀华皮尔金顿YAOHUA PILKINGTON; 赛博SEB;
力特奥维斯Littlelfuse; 埃尔夫阿托ELF-ATO; 艾默生EMERSON; 奎克Quaker; 万邦船务IMC
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