采购必备的法律知识及合同风险防范应对
主办单位：上海普瑞思管理咨询有限公司 上海创卓商务咨询有限公司
日期地址：2016年12月22-23日深圳
培训费用：3800元/人(含培训费、资料费、午餐费及茶点等)
课程收益：
1、使采购商务人员掌握必备的法务知识和要求
3、合同管理的流程与重要性
4、识别合同陷阱的与风险的防范
5、合同纠纷的处理与应对
6、常见合同管理的难点及重点
7、了解招投标过程中法务要求和注意事项
8、合同法务要求和风险规避
9、了解其他与合同有关的法律要求
Second, Benefits:
1, make procurement business staff to master the necessary legal knowledge and requirements
2, how to effectively conduct the contract management
3, the process and the importance of contract management
4, Identification of the contract trap and risk prevention
5, coping and dealing with contract disputes
6, common difficulties and priorities of contract management
7, to understand the legal requirements and attentions in bidding process
8, contract legal requirements and risk avoiding
9, learn about other legal requirements related to the contract
活动纲要/Outline
第一章：对合同法律知识的理解,问题应对及规避法律风险
Chapter 1: the understanding of contract law knowledge, deal with problem and avoid legal risk
一、认识合同的本质和风险规避
1、合同的本质以及在商务中合同的作用
2、合同的基本特征
3、合同的内容和表现形式
4、为什么要对合同进行管理
5、识别合同的风险及规避风险
First, to realize the essence of the contract and risk aversion
1, the essence of the contract, and the role of business contract
2, the basic characteristics of the contract
3, the contents and forms of the contract
4, why should we manage the contract
5, to identify the contract risk and avoid risk
二、合同基本结构、主要内容条款和形成过程
1、合同条款的主要内容和基本结构
3、合同的形成的过程——条款之战
4、现场针对案件讨论——合同的主要条款要注意的问题及如何应对
Second, the basic structure of the contract, the main content terms and the formation process
1, the main content and the basic structure of the terms of the contract
2, The two clauses of procurement contracts Influenced by law
3, the process of the formation of the contract - The war of the terms
4, Cases discussion - the problems and measures which should be paid attention to of the main terms of the contract
三、法律规定的合同能力
1、法律规定合法合同的能力——三个问题的思考：
（1）签订合同的有效性受年龄的限制吗，法律如何规定？
（2）精神病人、喝酒或吸毒的人，他们的合同能力受限制吗？如果规避法律风险？
（3）有限公司和其他一些法人的合同能力受到限制吗？如何界定？
（4）案例分析——某公司不能正确理解合同的能力所带来的法律纠纷
2、合同成立的三个要件
3、三个案例分析：
（1）案例——试分析这家公司是否违约？是否承担赔偿责任？
（2）案例——被告有违约行为吗？为什么？
（3）案例——根据以上案例，指出供应商是否违反合同？说明你的理由。
4、现场讨论两个问题：
（1）企业法人、法定代表人、法人代表、法定代表授权人合同的能力
（2）授权人再次授权行为人，具备法力效力吗？
Third, the legally required contractual capacity
1, the legally required contractual capacity – Consider the following three questions:
(1) Is the validity of contracts restricted by age, how
does the law stipulate?
(2) Are the contractual capacities of mental patients, alcoholics or drug abusers restricted? How to avoid legal risks?
(3) Are the contractual capacities of limited company and other legal person restricted? How to define?
(4) Case Study - A company can not correctly understand the legal disputes ability arising from contractual capacities.
2, Three elements of a valid contract
3, Three case studies:
(1) Case 1——Try to analyze whether this company broke the terms of the contract? Whether to undertake the responsibility for making up for loss?
(2) Case 2——Is the defendant in breach of contract? Why?
(3) Case 3——According to the cases above, please point out whether the supplier broke the terms of the contract and elucidate your reasons.
4, Two problems will be discussed in the field:
(1) The contractual capacity of an enterprise as a legal person, legal representative or legal representative authorized person
(2)Will it be valid that the authorized person delegate his right to others?
四、合同的形式及导致合同无效的因素
1、合同有哪三种形式？你通常采用什么合同方式？口头合同有效吗？如何维持口头合同的取证？
2、讨论——什么样的书面合同不用签字或盖章仍然有效？
3、导致合同无效的四个因素，请分别分析说明
4、可撤销合同有几种类型
5、讨论以下问题：
（1）如何区分无效合同与可撤销合同？
（2）什么样的合同不要求当事人签字，仍然有效？
6、案例分析——双方当事人达成的口头协议有无法律效力？为什么？
7、分析合同生效的四个要件
Fourth, the forms of the contract and the factors which will render the contract to be invalid
1, What are the three forms of the contract? What kind of contract do you usually use? Will the oral contract be valid? How to maintain the evidences of oral contract?
2, Discussion - What kind of written contract will still be valid without signature or seal?
3, The four factors that render the contract to be invalid, please explain separately.
4, Several types of voidable contracts.
5, Discuss the following issues:
(1) How to distinguish invalid contracts from voidable contracts?
(2) What kind of contracts will still be valid without the signatures of the parites?
6, Case Analysis: Whether the oral agreement reached by the two parties has no legal effect? Why?
7, The analysis of the four elements which will make the contract come into force.
五、合同关系不涉及第三人原则
1、讨论几个问题：（1）消费者到超市购物，发现质量有问题应该起诉超市还是生产商？（2）
采购人员外发产品或服务，质量由谁控制？
2、案例解密——某公司一起合同纠纷案
Fifth，the principle that the contractual relationship does not involve of third person
1, to discuss a few questions: (1) If the consumers find any quality problems while shopping, who should be sued, the supermarket or the manufacturer? (2) Who will control the quality when sending out the products or services by purchasing personnel ?
2, Case decryption -- A company contract dispute case
六、合同的主要条款解读和分析说明及如何规避风险
1、合同的主要条款和附属条款的要求和区别
2、合同特定条款的要求和限制
3、检验合同条款是否有效的三条标准
4、采购合同其他条款详解与分析说明
（1）免责和限责条款要求：如何表述，如何提醒，如何检测
（2）预定损害赔偿条款和惩罚条款：如何界定，如何限制
（3）所有权保留：请思考三种情况下物料的所有权有没有转移？现场做三个练习题
（4）案例分析：某公司物料所有权纠纷案解读
（5）赔偿条款：如何追责？
（6）不可抗力：什么情况下是不可抗力，如何区别区商业落空？生活中有哪些具体案例可以界定为不可抗力？
（7）如何解决合同纠纷——介绍常用四种方法
5、采购合同的支付条款的识别与陷阱防范
（1）支付方式
（2）支付周期
（3）发票处理条款
（4）确定支付点
（5）支付的货币种类
（6）分析分期付款的优点
（7）如何规避分期支付中不履行合同的风险？
（8）合同定金与订金的不同？
（9）合同保留金
Sixth, the interpretation and analysis of main provisions of the contract ,and how to avoid the risks
1, The main requirements and difference between the main provisions and of the subsidiary provisions of the contract
2, The requirements and limitations of the specific provisions of the contract
3, The three standards which can test the validity of the contract provisions
4, The explanation and analysis of other terms of the purchasing contract
(1) The requirements of the exemption and limitation of the provisions: how to express, how to remind, how to detect？
(2) The intended damages clause and penalty clause: How to define, how to limit？
(3) The ownership retention: Do you think there is no transfer of the ownership of the material in the three cases? Do three exercises on the spot
(4) Case Analysis: An interpretation of the dispute over the ownership of a company
(5) The compensation clause: How to pursue the responsibility?
(6) Force majeure: What kind of case can be regarded as force majeure, how to distinguish commercial from business? What specific cases in life can be defined as force majeure?
(7) How to solve the dispute of the contract – The introduction of four common methods
5. The identification and prevention of payment terms of purchase contract
(1) Payment method
(2) Payment cycle
(3) Invoice handling clause
(4) To determine the point of payment
(5) The types of payment currency
(6) Analysis of the advantages of installment payments
(7) How to avoid the risk of non performance of the contract in the installment payment?
(8) The difference between deposit and advance payment?
(9) Contract Reserve Fund
七、合同履行的本质和基本原则
1、合同履行本质和原则
2、履行的规则
3、履行抗辩权
4、案例分析：合同的陷阱防范问题——甲方是否可以推迟交货？乙方是否违约？
Seventh, the essence and basic principles of the performance of contract
1, The nature and principles of the performance of contract
2, The rules of performance
3, To fulfill the right of Defense
4, Case analysis: the prevention of traps in the contract – Whether Party A can postpone delivery? Whether party B broke the contract?
八、合同变更与转让，合同权利义务的终止
1、案例分析——银行与乙公司签订的协议属于什么性质？对保证人的保证责任产生什么影响？
2、合同权利义务的终止和解除的不同
3、案例分享——这家公司是否有权解除合同？法院会支持纺织厂主张？服装厂能否要求损害赔偿？
Eighth, the contract change and assignment, and the termination of contract rights and obligations
1, Case analysis: what is the nature of the agreement signed between the bank and the company B? What effect has it produced upon the guarantor"s responsibility?
2, The difference between the termination and dissolution of the contract rights and obligations?
3, Case sharing - Does the company have the right to terminate the contract? Will the court support the claim of the textile mill? Whether the clothing factory can claim damages?
九、合同违约与争议处理
1、合同违约处理的原则及法律规定
2、处理合同争议的五种方法
3、合同无效或撤销的法律后果
4、案例分析——甲方的要求认定合同不成立的请求有无法律根据？此案应如何处理？
Ninth. Contract breach and dispute resolution
1, The principle and legal provisions of the breach of contract
2, Five methods to deal with the contract dispute
3, The legal consequences of invalid or revocation of the contract
4, Case analysis – Whether Party A"s request that the contract does not set up has any legal basis? How to deal with this case？
第二章：理解和分析采购买卖合同/分包/OEM/BPO合同及国际买卖合同难点和重点
Chapter 2：To understand and analyze the difficulties and key points of purchasing contract / sub contract /OEM/BPO contract and international sales contract
一、买卖合同的要求和法律特征
1、买卖合同的法律特征
2、买卖合同的有哪些必备条款
3、买卖合同中当事人的效力——当事人的义务
4、买卖合同风险的承担和利益的承受
5、法律规定买卖合同中买受人的义务
6、 特种买卖合同——分期付款产品、样品、试用产品及招投标、拍卖的买卖合同
7、案例：某公司与供应商的买卖合同纠纷
First, the requirements and legal characteristics of the sales and purchasing contract
1, The legal characteristics of the sales and purchasing contract
2, What are the necessary provisions of the sales and purchasing contract
3, The validity of the parties in the contract of sales and purchasing -- the obligations of the parties
4, The risk and interests taking of the sales contract
5, The legally required buyer"s obligations under the contract
6, Special sales and purchasing contracts - installment products, samples, trial products and bidding, auction contract
7, Case: The sales and purchasing contract disputes between a company and suppliers
二、项目分包合同的要求与法律特征
1、分包合同当事人的责任
2、分包合同当事人应注意的问题
3、分包人与承包人法律权利与义务
4、分包人如何规避法务风险
5、案例分析：分包合同案例分析
Second, the requirements and legal characteristics of the project sub contract
1, The responsibility of the parties of the contract
2, The problems that sub contract parties should pay attention to
3, The legal rights and obligations between sub contractors and the contractors
4, How to avoid the legal risks of sub contractors
5, Case analysis: Case analysis of sub contract
三、国际货物买卖合同管理
1、什么是国际货物买卖合同及国际货物买卖合同的特征
2、国际货物买卖合同的国际公约
4、国际货物合同买卖合同的订立过程——要约和承诺
5、国际货物买卖合同的形式和内容、双方的义务有哪些
6、如何规避国际货物风险与所有权的转移
7、国际货物买卖合同的违约救济
8、案例分析：
（1）某公司国际货物买卖合同的纠份案处理
（2）FOB术语案例分析——法院会支持卖方提出的损失赔偿吗?为什么?
Third, the management of contract for international sales of goods
1, What is the contract for international sales of goods, and the characteristic of the contract for international sales of goods
2, The International Convention on Contracts for the international sale of goods
3, Four sets of international trade terms
4, The process of concluding the international contract for the sale of goods: offer and acceptance
5, The form and content of the contracts for the international sale of goods, and the obligations of two sides
6, How to avoid International cargo risk and ownership transfer
7, The remedies for breach of the international contract for the sale of goods
8, Case analysis:
(1) A dispute case of a company"s international sales contracts
(2) Case analysis of FOB terms: Will the court support the seller"s claim for damages? Why?
第三章：招投标过程控制及合同重点难点分析与风险防范
Chapter 3 – Tender process control and key elements analysis and risk prevention
一、招投标及合同管理
1、招投标前期策划、招标方案的制定与招标策略
2、招标采购的适用条件
3、招投标文件好何编写，编制过程中需要注意的事项与技巧
（1）标书编写要求
（2）招标文件内容
（3）招标文件内容禁止性规定
4、招标人不得为的行为
5、分析讨论：
（1）投标人须提供的资料
（2）潜在投标人实地考察
（3）如何进行投标人选择
6、资格审查及如何投标保证金具体操作有关问题
7、现场讨论：
（1）评标过程的组织、评标细则与评标方案的制定，评标中如何确定低于成本的恶意低价抢标
（2）企业招标小组如何组成，纪委可以做为招标小组的成员吗？
（3）如何确定最高限价与最低限价？
（4）解释履约保证金、定金、预付款区别
8、如何正确选用合同类型和合同条款规避种种招标风险
9、招标采购中如何预防违纪投标及处理对策
10、建设工程、货物采购招标程序及各个环节的要点解析
11、现场提问：
（1）如何判定招投标人员违规行为，以及有效处理方式；
（2）如何应对投标单位投诉；
（3）废标的权利依据
12、监督部门在资审、开标、评标、处理投诉等招投标各个阶段应该注意的重点，实施有效监督的方法技巧；
13、邀请招标失败原因及对策
14、履约过程中违约处理
15、如何开展企业招投标监督体系的现状总体评价与手段创新。
16、大量招投标案例分析：
（1）某公司投标人未能按招标文件要求提供所投货物的案例；
（2）某公司招标过程中无法定代表人出具授权委托书的案例分析
（3）某公司投标人以他人名义投标或者以其他方式弄虚作假，骗取中标的案例分析
（4）有关交货期和投标有效期的问题的案例分析
（5）招标采购中招标文件要求投标保证金问题的案例分析
（6）有关委托代理商参加投标的案例分析
（7）有关招标文件的编写用语规范的案例分析
（8）有关预防投标人串标的案例分析
（9）招标投标民事争议处理的案例分析
（10）邀请招标失败原因及对策的案例分析
First, Tender and contract management
1. Preliminary planning before tender, tender scheme setting and tender strategy.
2. Application conditions and for tender and procurement.
3. How to compile tender files and the items to notice and skills in the tender process
(1) Compiling requirement for the biding document
(2) Content of the biding document
(3) Prohibiting regulations for the bidder
4. Forbidding behavior for the biding people
5. Discussion
(1) Materials need to be provide for the bidder
(2) Field visit for potential bidder
(3) How to choose among bidders
6. Qualification examination and the specific operation of bidding cash deposit
7. Discussion
(1) Organization of bidding evaluation, detail rules and scheme making, and how to define the hostile bid
(2) How to make up a biding team? Can disciplinary committee join the bidding team?
(3) How to determine the ceiling price and the floor price?
(4) Explain the difference among deposit, earnest money and advance payment
8. How to choose the contract type and the terms of the contract correctly to avoid all sorts of bidding risk
9. How to prevent violations in the tender procurement bidding and treatment countermeasures
10. Construction engineering, goods procurement bidding process and key points for each link of the parsing
11. Questions:
(1) How to determine the bidding irregularities, and effective way;
(2) How to deal with complain the tendering units;
(3) Scrap mark rights basis
12. Key elements to pay to pay attention to in the trial, the bid opening and evaluation process for supervise department and how to carry out effective supervising method.
13. Causes and countermeasures for bidding failures
14. Default disposure in the performance process
15. How to carry out the overall evaluation and the current situation of the system to supervise the bidding approach innovation
16. Bidding case study
(1) A company is not in accordance with the requirements of the tender documents to provide the goods for case;
(2) a company cannot be set in the tender process representative accredit a power of attorney issued
(3) a company for bidders to bid in the name of another person or fraud in other way,
(4) to defraud the winning questions about the delivery time and bid validity - analysis of the case
(5) the bidding procurement bidding documents required bid bond issues - analysis of the case
(6) the entrusted agent to participate in bidding - case analysis
(7) of the tender documents written language specification - case analysis
(8) about preventing bidders list mark case analysis
(9) in tendering and bidding civil dispute processing - analysis of the case
(10) inviting bidding failure causes and countermeasures - case analysis
第四章：技术（技术开发、技术转让、技术咨询和技术服务）合同管理与法务风险防控
Chapter 4: Technology (technology development, technology transfer, technical consulting and technical services) contract management and legal risk prevention and control
一、对技术合同的要求和注意问题
1、技术合同的内容由当事人约定的要求
2、技术专利的要求
3、技术合同的无效性理解
First. The requirement of technology contract and the problems to pay attention to
1. The requirements of the content of technology contract shall be prescribed by the parties
2. The requirements of technical patents
3. Understand of the invalidation of the technology contract
二、技术开发合同中委托开发合同和合作开发合同的要求
1、技术开发合同的表现形式
2、委托开发与合作开发的当事人的权利与义务
3、当事人应担当的法务
4、保密的责任
Second. Commissioned development contracts and cooperative development contract requirements in technology development contracts
1. Technology development contract form
2. Rights and obligations in commissioned development and cooperating development
3. Legal obligations that should be taken by the parties
4. The duty to keep secrets
三、技术咨询和服务合同的难点和重点解读。
Third. Emphasis and difficulty of technical consultation and service contract interpretation
四、技术合同案例分析。
Fourth. The technology contract – Case study
第五章: 采购合同管理过程控制及风险识别与防范
Chapter Five: Purchase contract management process control and risk identification and prevention
一、合同风险识别与管理
1、可能面临的风险
（1）质量的风险
（2）成本的风险
（3）履行期限的风险（时间的风险）
（4）合同无效可能带来的后果及影响
2、如何评估风险
（1）判断可能出现什么问题以及会造成什么后果；
（2）考虑它们出现的可能性；
（3）判断这些问题对采购组织的影响；
（4）设计减少或者避免风险及其可能带来影响的方案。
3、如何消除风险
First. Risk identification and management of the contract
1. Potential risk
(1) The risk of quality
(2) The risk of cost
(3) The time performance risk
(4) The possible impact and the consequences of invalid contract
2. How to assess the risk
(1) Determine what problem may occur and what consequence may be caused
(2) Considering the possibility of their occurrence
(3) Determine the influence of these problems on purchasing organization
(4) Design schemes to reduce or avoid the impact of risk
3. How to erase the risk
二、对合同过程的管理防范风险
1、合同签约前的管理
（1）签约主体资格调查
（2）签约主体信用调查
2、合同签约中的管理
（1）授权代理
（2）合同签证
（3）合同审查
3、合同履行中的管理
（1）进行登记、分解和落实合同任务
（2）检查监督
（3）掌握对方情况，防止自身债权落空
（4）按约定结交货物和结算
（5）及时采取保全措施，保证债权实现
4、合同履行后的管理
（1）收集信息
（2）反馈信息
Second. the process of contract risk management
1. management before signing the contract
(1) the contract subject qualification survey
(2) the contract main body credit investigation
2. management of contract signing
(1) the authorized agent
(2) the contract visa
(3) the contract review
3. contract management in the performing process
(1) register, task decomposition and carry out the contract
(2) checking and supervision
(3) grasp each other"s situation, to prevent its creditor"s rights
(4) to make the goods by the agreement and settlement
(5) take timely preservation measures, to guarantee the creditor"s rights
4. management after the contract signing
(1) collecting information
(2) feedback
三、企业合同法律风险的防范的要点
1、树立合同意识
2、树立证据意识
3、诉讼时效意识
4、把好合同订立关
Third. The main points of the enterprise contract legal risk prevention
1. Set up the consciousness of the contract
2. Set up the evidence awareness
3. Litigation aging awareness
4. Control the contract signing
四、企业法律风险发生后的补救措施
1、协商变更和解除合同
2、不予履行
3、中止履行
4、行政救济
5、诉前保全、支付令
6、人民法院、仲裁机关起诉或申请
7、申请破产
8、及时向司法机关报案
Fourth. Remedial measures after enterprise legal risk happens
1. Negotiation changes and contract termination2. Not to perform3. Suspend its performance4. Administrative remedies5. Preservation before an action, the order of payment6. The people"s court, to prosecute or apply for arbitration organ7. Filed for bankruptcy8. report to the judicial organ in time
五、大量风险防范案例分享与现场互动讨论
Fifth. a lot of risk prevention case sharing and interactive discussion on site
第六章：其它重要的与合同管理相关的法律介绍
Chapter Six: Other important introduction of laws related with contract management
一、竞争与反垄断法要点
1、反不正当竞争法
2、不正当竞争
3、竞争的原则
4、中国反垄断法的三大支柱
5、限制竞争行为
6、不正当竞争行为
7、案例：如何认定法律中的“贿赂”
First. Key points of competition and antitrust law
1. Anti-unfair competition law
2. Unfair competition
3. Competition principles
4. The pillars of China"s anti-monopoly law
5. Limit competition behavior
6. ACTS of unfair competition
7. Example: how to recognized in law "bribe"
二、消费者权益保护法要点
1、消费者的九大权利
2、经营者的义务
Second. Key points of consumers" rights and interests protection law
1. The nine rights of consumers
2. Operator"s obligations
三、产品质量法要点
1、产品质量法适用范围
2、产品质量与责任
3、生产者的产品质量义务
4、销售者的产品质量义务
Third. Key points of product quality law
1. The application scope of the product quality law
2. Product quality and the responsibility
3. Product quality obligation of the producers’
4. Product quality obligation of the sellers’
四、知识产权法的要求
1、认清知识产权的概念及其特征
2、知识产权的种类
3、如何规避著作权的法律风险
4、商标权制度解析
5、专利权制度解析
6、案例分析
（1）某公司《购买翻译版权的合同》评析
（2）某公司的《版权许可协议》分析
（3）某公司的《作品出版发行合同》分析
Fourth. The requirement of intellectual property law
1. identify the concept and characteristics of intellectual property rights
2. the types of intellectual property
3. how to circumvent the risk of copyright law
4. trademark system
5. the patent system
6. case analysis
(1) "Translation copyright purchase contract" analysis
(2) "The copyright license agreement" analysis
(3) "Work publishment contract" analysis
第七章、现场互动交流
Chapter Seven Field interaction
讲师介绍/Lecture
李文发——著名采购供应链/谈判品牌专家
Mr.Li, Famous purchase supply chain / negotiation brand expert
一、【专家背景 Background】
28年聚焦采购/物流/供应链/
精益生产管理的实践/咨询和培训；
中国改革开放第一代采购供应链管理引航者和开拓者；
17年集团公司采购/物流/供应链经理/总监职务；
11年专职管理咨询顾问和培训授课经验；
连续10年年平均授课/咨询量超过230天讲师；
中国供应链管理联盟高级顾问品牌专家；
国际国内采购与供应链管理认证讲师；
中国十强采购物流供应链管理讲师；
中国采购供应链培训领域人气最佳的“铁人讲师”。
28 years experience focusing on purchasing，logistics, supply chain，lean production management ,consulting and training；
The first-generation purchasing supply chain management leader and pioneer since Reform and Opening Up
17 years experience working as purchasing/logistics/supply chain manager/director
11 years full-time training and consulting experience
Training/consulting quantity reaches more than 230 days/year for 10 consecutive years
Senior Consultant and Brand Expert of China Supply Chain Management Alliance
International and Domestic Certified Trainer in purchasing and supply chain area
China Top 10 purchasing ,logistics and supply chain management lecturer
The Most Popular “Ironman Lecturer”in China Supply Chain Training area
二、【核心价值 Core Value】
李老师作为中国改革开放以来第一代（始于1990年）采购物流供应链管理者，他拥有17年外企、港企、台资、日企、大型民企公司采购/物流/供应链/
PMC生产管理一线现场实战管理经验，曾任固特集团采购供应链总监，三星电子，东聚集团、大东集团精益生产管理经理，华科集团采购/PMC/供应链高级经理，步步高集团运营副总经理。90年代中期，作为深圳外资企业早期供应链管理代表派往韩国三星本部，学习高效领先的供应链管理和现场精益生产管理技术。
As the first-generation(from 1990) purchasing logistics supply chain manager since Reform and Opening Up, Mr. Li has 17 years production management frontline combat management work experience in foreign，Hong-Kong, Taiwan, Japanese and large private enterprises, worked as purchasing logistics supply chain director of Gute Group，Lean Production Manager of Samsung Electronics， Dongju Group，Dadong Group, Senior purchasing/PMC/supply chain manager of Huake Group and deputy operation manager of BBK Group. In the middle of 1990s，as one of the earlier supply chain representative of foreign enterprises in Shenzhen ,he has been delegated to the headquarter of Samsung to learn the leading supply chain and lean production management skills.
李老师拥有11年的专职培训咨询经验，曾帮助多家国有企业，外资企业，中小型民营企业做过80多个整体的采购与供应链及JIT精益
现场管理和改善咨询案，多年的现场咨询成功项目，为李老师授课，提供了大量的落地实战案例。
Mr. Li has 11 years full-time training consulting experience, once provided lots of state-owned enterprises, foreign enterprises, small and medium-sized private enterprises with more than 80 overall purchasing ,supply chain, JIT lean field management and improvement cases. After years of successful on-site consulting , Mr. Li has accumulated lots of practical cases for his training.
28年以来，李老师最早将企业采购与供应，订单预测分析，柔性
生产计划管理，立体化智能化仓库管理、精益
物流管理、精益生产运营管理整合成企业供应链集成管理，将企业组织、上下游客户和供应商融合成一个实现增值流的整体，从而找到一条将企业和员工、供应商和客户间创造神话般双赢的根源。最早将《精益供应链集成管理》作为一个行业培训领域，推向全国！作为中国第一代精益采购与物流供应链管理的引领者、开拓者、播种者和实践者，他培训行程全国31个省、自辖市和自治区，每年均授课量230多天/年，年授课量居全国讲师同行中前列,被业界同行推崇为采购供应链领域人气最佳的“铁人讲师”！接触过的企业家、企业高管无数。28年来，他努力引导企业改变传统的采购模式、计划模式和生产运营方式，通过对企业内部和企业间上下游的精益生产，供应链模式转型、联盟融合、协同，快速降本，实现增值。
For the 28 years，Mr. Li found out a way to create fabulous win-win situation between companies and employees , suppliers and customers, via the enterprise integration management of purchasing and supply, order forecast analysis，flexible production planning management, three dimensional intelligent warehouse management , lean logistics management and lean production operation management. He combined enterprise organizations, upstream and downstream customers with suppliers to realize value-added flow. He is the first person who regarded “Lean supply chain integration management”as an industry training area throughout our country. As one of the first-generation leader of lean purchasing and logistic supply chain management, his training area covers 31 provinces, municipalities and autonomous regions. The training quantity reaches more than 230 days/year， ranks the top among national lecturers. He has met countless entrepreneurs, and corporate executives, respected as the most popular “Ironman Lecturer” in purchasing and supply chain area. For the 28 years，he tried to lead enterprises to change the traditional purchasing mode, planning mode and production operation methods into the modes such as lean production for internal or upstream and downstream enterprises, supply chain model transformation, alliance integration, collaboration in order to realize costs reduction and value adding.
三、【授课风格 Styles】
李老师培训主张“三不”（不忽悠、不虚假包装、不吹棒）和讲究“三实”（实干、实料、实用），在培训中以实战案例开眼，意识入手开刃，解决实际问题见长。理论与实际相结合，辅以小游戏，管理视频，小组讨论，情景模拟等培训方式，通俗易懂，诙谐幽默，深受企业和学员喜爱和极高评价。
Mr.Li’s training advocated “Three Not (Not cheating, not false packaging, not flattering)” and “Three Practice (Practical work, practical materials and practical application)”. His course start with practical case and he is good at solving problem. Theory combines with practice, little game, management video, group discussion, situational simulation. His course is easy to understand and humor which is highly recognized by enterprises and students.
四、【品牌课程 Brand courses】
采购供应商类课程
《采购供应商信用与风险管理》
《国际采购管理与风险规避》
《采购流程优化与供应商开发和管理》
《采购审计策略与腐败预防与查处》
《MRO备品备件采购与管理实务》
Purchase and suppliers
“Purchase management and practical improvement of professional skills”
“Purchase cost control and negotiation simulation exercise”
“Trust and risk management of suppliers”
“International purchase management and risk avoiding”
“Purchase process optimization and supplier development and management”
“Purchase order quality deadline control and
KPI management”
“Purchase audit strategy, prevention and investigation of corruption”
“Purchase of MRO spare parts and management practice”
计划仓储物流类课程
《现代物流技术和管理实务》
《现代物流成本分析与控制》
《多种少量生产交期管理与排程技巧》
《柔性生产计划与物料控制PMC》
Warehouse and logistic plan
“Modern logistic tech and management practice”
“Modern logistic cost analysis and control”
“Three-dimensional warehouse management and modern logistic delivery”
“Lean materials management and inventory control”
“Skills of small-scale production deadline management and allocation”
“Flexible production plan and PMC (Production material control)”
供应链管理类课程
《精益供应链集成管理》
《供应链全面成本分析与控制》
Supply chain management
“Lean supply chain integrated management”
“Comprehensive cost analysis and control of supply chain”
合同法务管理类课程
《招投标管理与案例分析》
《采购合同管理与法务风险规避》
Contract and legal management
“Bidding and tendering management and case analysis”
“Purchase contract management and legal risk avoiding”
精益生产管理类课程
《精益生产现场管理与改善》
《危险化学品安全管理及应急处理》
《全方位精益生产方式JIT实务》
Lean production management
“Lean production site management and improvement”
“Dangerous chemical storages safety management and emergency treatment”
“Comprehensive lean production and JIT practice”
“Manufacturing factory 5S/6S/7S lean management practice”
五、【部分服务客户 Customers】
汽车行业：长春一汽大众、北京汽车集团、神龙汽车、深圳航盛集团、湖北骆驼集团、陕西汽车集团、华集汽配、上海大众集团、丰田集团、东风悦达•起亚、一汽奥迪、东方电气集团、亚普汽车集团、德根芬（鹤壁）汽车集团、喷达汽车集团、泰盛汽车集团、斯美达汽车集团、理研汽车集团、凌云汽车集团... ...
物流物业：顺丰速递、新希望集团物流、广州港物流、大连港务局、深圳盐田港物流、WAL-MART物流、中粮集团、沃尔玛物流中心、北京万家物流中心、深圳福田保税区物流中心、深圳联想物流中心、山西振东股份物流中心、上海大众物流中心、顺丰物流中心、圆通快递公司、中信物业、华丰物业集团、赛格物业... ...
造业：三一重工、华润集团、金固股份、万利达集团、富士康集团、骏材磁业、大同集团、TCL集团、联想科技、珠海兄弟工业、宏基集团、宏翔电器集团、三星电机、太华半导体、茂森集团、衡威集团、万家贸易、瑞升华科技、万江捷丰、珠海格力集团、创唯达实业、柏威五金、伟易达集团、正泰集团、加宝得材料、华南建材、大兴集团、恒腾达实业、嘉丝制品、乐百通实业、宇佳实业、徐工集团、图创实业、方鑫实业、印肯实业、东控实业、东瑞机械、龙江实业、平驰化工、群力制品、宏邦电器、科普电器、宏业金属... ...
Automobile: Changchun FAW-Volkswagen, Beijing Automotive, Dongfeng Peugeot Citroen Automobile, Shenzhen Hang Sheng Group, Hubei Camel Group, Shaanxi Automobile, Huaji autoparts, Shanghai Volkswagen, Toyota, Dongfeng Yueda • Kia, Audi, Dongfang Electric, Yapp Automotive, Degenfen, Penda Automobile, Taisheng Automobile, SMW Automobile, Riken car, Lingyun Automobile
Logistic: SF Express, New Hope Group Logistics, Guangzhou Port, Dalian Port Authority, Shenzhen Yantian Port Logistics, WAL-MART logistics, COFCO, Wal-Mart Logistics Center, Beijing Wanjia logistics center, logistics center in Shenzhen Futian Free Trade Zone, Shenzhen Lenovo logistics center, Shanxi Zhendong logistics center, Shanghai Volkswagenlogistics center, SF logistics center, Yuantong express, CITIC property, Owen Property Group, SEG property.
Industry: Sany, Huarun Group, Jingu Group, Malata Group, Foxconn Group, Chun-Magnetic Material Industry, Tatung Group, Tcl Group, Lenovo Technology, Zhuhai Brother Industries, Acer Group, Hongxiang Electric Group, Samsung Electronics, Taihua, Mansfield Group, Heng Wei Group, Wanjia Trading, Ruisheng Technology, Wan Jiang Jiefeng, Zhuhai Gree Group, Chuangweida Industry, Bai Wei Hardware, Weiyida Group, Chint Group, Jiaduobao Materials, Daxing Group, Belden Industrial, Yu Jia Industry, Xugong Group, Fang Xin Industrial, East Control Industrial, Dongrui Machinery, Longjiang Industrial , Ping Chi Chemical, Qunli Products, Hongbang Appliances, Kepu Electrical, Hongye Group
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