采购成本降低与采购谈判技巧

课程背景
◆目前，企业更要面临能源原材料价格上涨、客户需求个性化强、技术更新加快、采购成本高、部分供应商垄断、开发供应商难度加大等严峻形势，迫切需要用战略思维构筑企业可持续发展的战略采购体系，更新采购观念和创新采购模式。如果进行采购成本分析，如何降低企业采购成本工作变得更加重要。
◆拥有并保持一个具有高度竞争力的供应市场，具有成本领先优势，对任何一个公司，都是具有关键战略意义的。
◆随着市场竞争的趋激烈，面对日益严峻的成本压力和残酷的市场挑战，外购或寻找合适供应商提供原来由自己制造的产品或服务，已成为众多企业规避风险、提升核心能力的必然选择，采购成本控制与供应商管理，采购谈判，采购法规的要求，已成为影响企业未来市场竞争能力的关键因素。
◆因此通过科学的采购与供应商管理，每年在供应链环节成本可节约6-8%。传统的采购管理模式正面临巨大冲击，采购部门已不仅仅“买东西”，寻找和培养适合公司战略需要的供应商已成为采购部门的重要职责。
◆供应链管理的发展，要求降低供应环节的风险，提高服务的响应速度和持续的降低成本，如何对供应商进行有效的管理已成为采购部门关注的焦点。
◆Recently, enterprises are faced with severe situations such as raw material prices up going, more personalized customer demand, faster technology updates, higher procurement cost, part suppliers monopoly and difficulty to develop suppliers. There exists an urgent need to build up strategic thinking of sustainable development of enterprise strategic purchasing system, and update purchasing concepts and innovate the mode of procurement. When having purchase cost analysis, how to decrease the cost of enterprise procurement work is becoming more important.
◆To hold and keep a competitive supply and demand market, and thus have the advantage in the cost is of strategic meaning to any company.
◆With more and more severe market competition and faced with the increasing pressure from the cost and challenge from the market, outsourcing or looking for some supplier to provide the products and service that were originally made by itself has become the certain choice for the mass enterprises to avoid risk and enhance the core competence. To control the procurement cost and and manage the suppliers, procurement negotiation and the requirement of procurement rules has becoming the cole element to influence the enterprises’ future.
◆So through scientific procurement and suppliers management, 6-8% cost in the supply chain process can be saved. Traditional procurement manage model is faced with strong strike, what the procurement function is doing is not just about “buying things”, but searching for and cultivating suitable suppliers has become an important duty in case of the company’s strategic demand.
◆The development of supply chain management, the demand of lowering the risk in the supply system, improve the respond speed of service, sustainably lowering the cost and efficiently manage the suppliers has become the focus for the procurement function.
课程收益
◆了解目前环境下采购体系的发展态势及新型采购方法。
◆如何制定和优化采购流程。
◆掌握如何进行成本分析的方法，掌握实施降低采购成本的技巧。
◆正确分析供应商报价的方法。
◆洞察成本日益升高之内幕，掌握多种降低采购成本的工具和方法。
◆提高供应商正常供应和非正常供应的能力以增加生产柔性。
◆控制库存的策略及采购计划的制定。
◆技术变更和质量变更的应急措施。
◆洞悉采购部门横向和纵向关系协调处理的关系，改善内部采购和外部供应商关系。
◆全面掌握供应商谈判技巧及采购合同及法规的要求，如何规避风险。
Curriculum Benefits
◆Understand the development situation of procurement system and the procurement method under the current environment.
◆How to develop and optimize the procurement process.
◆Master the methods of how to carry out cost analysis and the technique of implementing purchasing cost reduction.
◆The right way to analyze supplier quotation.
◆Insight of the price rising and to master a variety of tools and methods to reduce the purchasing cost.
◆Improve the suppliers’ normal and abnormal ability to increase the production flexibility.
◆Control inventory strategy and purchasing plan.
◆Emergency measures of mixer technology change and quality change.
◆Insight into purchasing department relationship horizontally and vertically, coordinate the relationship and the improve internal and external procurement supplier relationships.
◆Fully grasp supplier negotiation skills, procurement contracts and regulatory requirements, and how to avoid risk.
课程形式
讲授法，学员演练法，小组讨论法，案例分析法，视频教学法，老师点评法等。
Curriculum form
Teaching method, students practice, group discussion, case analysis method, video teaching, the teacher review method, etc.
活动纲要/Outline
第一篇、战略认识篇
Chapter One, Strategic understanding
第01部分认识篇——如何做一个专业化的采购
1、开篇案例分析：WAL-MART 公司采购管理成功的关键是什么？
2、打破传统，解读我们对采购工作的4 大误区，为采购正身
3、公司如何实现从传统采购到战略采购的转变，其需要什么资源和技术支持？
4、公司实现战略采购的四个关键特征和六大核心采购价值
5、如何你是一名采购经理，你如何建立先进的采购管理系统，讲师的四个要求与大家分享
6、你公司采购流程如何，需要对采购流程设计与采流程优化吗？
7、如何对采购组织进行重新设计，如何提高采购人员的工作绩效，你是如何做好采购人员的绩效考核的？
8、采购人员必备的三大能力，五项心态，你有吗？
9、视频教学：
（1）看看他们是如何敬业的？
（2）如何与上下级和平级进行沟通。
10、案例分享：某集团公司采购流程设计中优质高效的作法
11、现场分组讨论：
（1）在你的企业中，采购管理系统有没有问题？通过课程学习，将来你准备在公司采购系统建设中哪些方面有所改变或创新？试举例说明。
（2）你所在企业中采购流程复杂吗？需要优化吗？通过本章学习，你打算如何对公司的采购流程进行优化（参
考流程优化的四个要素和四个手法），试举例说明。01 part - know - how to become a professional purchasing man1, The opening case analysis: What is the key to the success of WAL - MART company procurement management?2, Break traditional, reading our 4 major traps for procurement, for purchasing the executioner3, For the company, how to achieve the transformation from the traditional procurement to strategic procurement, and what kind of resources and technical support is in need?4, Four key features and six core value for the company realize the strategic purchasing 5, As a purchasing manager, how do you establish advanced procurement management system, a lecturer of the four requirements to share with you6, How is your company procurement process, do you need purchasing process design and process optimization?7, How to redesign the procurement organization, how to improve the performance of procurement staff, how do you prepare for procurement staff performance appraisal?8, Three necessary ability and the five state of mind for procurement staffs, do you have?9, Video teaching:(1) See how they"re engaged?(2) How to equally communicate with the supervisor.10, Case sharing: a group of companies in the purchasing process design quality and efficient11, The group discussion:(1) In your business, do you have any questions in your purchasing management system?Through the course, what change or innovation are you going to perform in the construction of company"s procurement system in the future?Try to give an example.(2) Is your company’s procurement process complicated? Need to be optimized? Through this course, how are you going to optimize the company"s purchasing process (Process optimization test of four factors and four methods), try to illustrate.
第二篇、采购方法篇
Chapter Two, the purchase method
第02部分方法01——如何做采购成本分析与供应商报价
现场操练：
思考1：怎么回答这个问题？
思考2：有人说，采购成本控制，重在于杀价，越低越好，所以控制成本关键在于采购谈判技巧！
1、采购人员要学会看经营损益表和资产负债表
2、企业利润增加的三种途径
3、降低成本对利润贡献更大
4、如何进行价值分析和价值工程（VA/VE）
5、对采购成本的全面认识
6思考：采购单价≠采购成本吗？
（1）掌握成本分析的三个步骤
（2）生产型材料采购总成本的元素
（3）影响采购价格有哪些因素，如何分析？
（4）现场思考：在一家企业，如何了解占采购价值80%的“重要少数”的原料价格变动行情？
7、采购价格全面调查工作如何展开？
（1）采购调查的主要范围
（2）采购信息收集渠道
（3）处理调查资料
8、全面立体剖析供应商的报价，价格＝成本＋价值，我们如何入手？
9、如何进行采购成本分析
（1）成本分析中要考虑的项目
（2）成本分析时注意问题
（3）如何计算采购价格
10、如何降低采购成本
（1）管理好采购人员
为什么说采购人员容易出事——管好采购人员
案例分析：沃尔玛公司的采购职业道德规范
选人重人品、用人重绩效
轮换与审计
设立供应商投诉专线
（2）活用采购原则
采购5R 原则的运用
三个关键性的采购原则
采购中ABC 管理法
（3）招标采购与竞争性谈判
（4）集中采购与电子采购
（5）不可忽视的采购采购成本的方法
鼓励供应商之间竞争
包装和运输优化
延长付款时间
大力实施材料标准化
推动全球采购
案例分享：GE 公司电子采购的成本节约
11、现场讨论：除了讲师讲过的有效降低采购成本的方法外，你还知道哪些好的采购方法降低成本与大家共同分享？Part 2 Method 01 - how to do cost analysis and supplier quotation
Field practice:Think about 1: how to answer this question?Thinking about 2: some people say that, procurement cost control, focuses on the bottom, the lower the better, so the cost control is the key to purchasing negotiation skills!1, Procurement staff must learn to read the business profit and loss statement and balance sheet2, Three ways to increase the enterprise profit 3, Reducing the cost will contribute more to the profit4, How to conduct value analysis and value engineering (VA/VE)5, Comprehensive understanding of purchasing cost6 Think: does purchasing price indicates purchasing cost?(1) Master three steps of the cost analysis (2) Elements of the total cost of the production materials purchasing (3) What are the factors influencing the purchase price, how to analysis?(4) Thinking about: in an enterprise, how to know 80% of the purchase value "vital few" changes in prices of raw materials prices?7 How comprehensively unfold procurement price investigations?(1) The main scope of procurement survey(2) Purchasing information collection channels(3) With the survey data
8, Comprehensive analysis of suppliers offer, price = cost + value, how do we start?9, How to conduct procurement cost analysis(1) Cost analysis in the project to considerate(2) Problems to attend to in the cost analysis(3) How to calculate the purchase price10, How to reduce purchase cost(1) Manage procurement staffWhy do you say procurement staff accident prone - mind procurement staffCase analysis: professional ethics of the company procurement Selecting one personality, heavy performance of choose and employ personsRotation and auditSet up supplier complaint line(2) The best procurement principlesApplication of 5 purchasing principles
Three key principles of procurementABC management in procurement(3) Public bidding and the competitive negotiation(4) Centralized purchasing and electronic procurement(5) Procurement procurement cost method which cannot be ignoredEncourage competition between suppliersPackaging and transportation optimizationTo extend the time of paymentVigorously implement the standardization of materialsPromote global sourcingCase sharing: GE electronic procurement cost savings11, Discussion: in addition to the lecturer about the effective method to reduce procurement cost, do you know any good procurement method to reduce the cost to share with you?
第03部分方法02——如何选择一个合适的供应商
1、供应商管理的内容
（1）供应商的分类
（2）供应商管理的方法
（3）供应商管理所必备的知识
（4）供应商行业结构布局要求
（5）供应商管理的步骤
（6）案例分析
2、如何供应商开发
（1）开发供应商有哪些途径
（2）初级供应提供资料的要求
（3））对供应商进行分析
（4）小组讨论：如何确保供应商资料真实性？如何确保供应商的能力？
3、供应商的认证
（1）供应商认证工作的准备
（2）如何初选供应商
（3）如何对供应商样品进行测试认证
（4）中试认证
（5）批试认证
（6）签订采购协议
（7）案例：某股份有限公司采购合同
4、如何培养优秀而忠诚的供应商
（1）把供应商当作分厂看待
（2）选择合适的供应商
（3）平等对待供应商
（4）维护供应商的利益
（5）供就商定期评估
（6）“恩威相济”管理供应商
（7）案例分析：
某供应商实地调查表
某供应商业绩评估表
（8）案例分析：某工厂的三人改善小组
（9）供应商激励方法探讨
（10）案例分析：某工厂处理供应商关系的15 条原则
Part 03 Method 02-How to choose a suitable supplier?
1, Content of the supplier management(1) Classification of the supplier(2) Supplier management method(3) Essential knowledge of supplier management(4) Layout requirements of the supplier industry structure(5) Steps of supplier management (6) Case study
2, How to develop suppliers?(1) In what kind of ways to develop suppliers? (2) Primary supply information requirements(3) Supplier analysis(4) Panel discussion: how to ensure the suppliers information authenticity? How to ensure the supplier capacity?
3, Supplier certification(1) Supplier certification(2) How to primarily select supplier(3) How to test the samples of supplier certification(4) Pilot certification(5) The number of test certification(6) To sign a purchase agreement(7) Case: a co., LTD., purchasing contract
4, How to cultivate outstanding and loyal supplier(1) See the supplier as a factory(2) Choose appropriate suppliers(3) Equal treatment to suppliers(4) On behalf of the interests of the supplier(5) Regular evaluation of suppliers(6) "Temper justice with mercy" management method with suppliers(7) Case study:This supplier’s survey on the spotA supplier performance evaluation table(8) Case study: a factory improvement group of three men(9) discussion of supplier incentive methods
(10) Case analysis: a factory processing article 15 the principles of supplier relationships
第三篇、采购应对篇
Chapter 3 How to respond to procurement
第04部分应对01——高效采购谈判技巧与策略
1、采购谈判的概论
（1）什么是谈判？
（2）什么是采购谈判？
（3）采购谈判的目的
（4）采购谈判的内容
（5）采购谈判的特点
（6）采购谈判的七大原则
2、采购谈判的主要环节
3、采购谈判的基本步骤
（1）准备阶段
（2）开局阶段
（3）交锋阶段
（4）妥协阶段
（5）签约阶段
（6）履约阶段
4、采购谈判心理分析
（1）心理特征分析（心理定势分析）
（2）行为举止分析（动势因素分析）
（3）情绪波动分析
5、买卖方双方优劣势技术分析
6、采购谈判议价通用技巧
7、采购谈判议价分类技巧
（1）采购方占优势议价技巧-压迫式议价
借刀杀人
过关斩将
化整为零
压迫降价
（2）卖方占优势的议价技巧
迂回战术
直捣黄龙
哀兵姿态
釜底抽薪
（3）买卖双方势均力敌时议价技巧
欲擒故纵
差额均摊
8、报价与还价还应注意的问题
9、影响谈判的五大障碍
11、[案例分析]
（1）某公司采购议价技巧要点
（2）编织袋生产线的洽谈
11、小组讨论：由于是新开发出来的供应商，采购对其材料（产品）价格一无所知，如果是您将如何正确议价？以免上当受骗？
Part 04　Response 01 – Efficient procurement negotiation skills and strategy
1, Introduction to purchase negotiations
(1) what is the negotiation?
(2) what is the purchasing negotiation?
(3) the purpose of purchasing negotiations
(4) the content of the procurement negotiations
(5) the characteristics of procurement negotiations
(6) the seven principles of purchasing negotiations
2,The main process of procurement negotiations
3,The basic steps of procurement negotiations
(1) the preparation stage
(2) the opening phase
(3) the battle phase
(4) compromise stage
(5) the contract phase
(6) the performance stage
4, psychological analysis of procurement negotiations
(1) psychological characteristic analysis (mental set)
(2) behavior analysis and factor analysis (emf)
(3) emotion analysis
5, technical advantages and disadvantages analysis in buyers and the sellers sides
6, general bargaining and purchasing negotiation skills
7, bargaining classification, purchasing negotiation skills
(1)Procurement part dominating negotiation skills - pressing
borrow a knife to kill a man
overcome all the difficulties in the way
break up the whole into parts
  Pressure Tactics
(2) Seller part dominating negotiation skills
Circuitous tactics
Taking the huanglong
Foremost attitude
take a drastic measure to deal with a situation
(3) negotiation skills when the buyers and sellers are close
Playing hard to get
The difference between
8, offer and counter-offer also should pay attention to the problem
Nine, five obstacles affect the negotiations
11, [case study]
(1) company purchasing bargaining skill points
(2) woven bag production line negotiation
11, group discussion, because it is a newly developed supplier, purchasers do not know anything about the material (product) price, if it is how you will correct negotiation?So as not to be cheated?
第05部分应对02——正确管理采购合同管理
1、识别采购合同及其在商务活动的作用
2、采购合同哪些是主要条款，哪些是附属条款，两种条款要求受法规影响相同吗？
3、合同的形成要求
4、到底由谁起草合同才有效，采购方起草合同有什么优势？
5、构成合同的四大要素，这四大要素之间有什么关系，只有什么要素才具备法律效力？
6、我国的《民法通则》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？
7、请区分什么是企业法人、什么是法定代表人、什么是法人代表、什么是法定代表授权人，他们对合同的能力受限制吗？都有法力效力吗？
8、授权人再次授权行为人，具备法力效力吗？
9、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？
10、导致合同无效的四个因素，请分别分析；
11、可撤销合同的几种类型分析；
12、思考：（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？
13、合同关系不涉及第三人原则
14、解密：东莞某公司一起合同纠纷案；
15、合同的主要条款和附属条款的要求和区别
16 解密——合同条款是否有效，要考虑三条标准
17、采购合同其他条款详解
（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：石龙某电子连接器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
18、合同的条款之战
（1）条款之战的过程；
（2）条款之战要提供哪些资料和证据
（3）如何规避条款之战
19、合同定价方法的介绍及如何使用它们？
（1）固定价格
（2）可变价格
（3）成本累加（成本补偿）定价
20、采购合同的支付条款
（1）支付方式——支票、银行转账、汇票；
（2）分期付款（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？
21、预付款（又称合同订金）保留金如何处理？
Part 05　Response 02- procurement contract management
1, identify procurement contract and its role in business activities2,in the purchase contract, which are the main clauses, which are affiliated to the terms, are two terms required by the laws and regulations affect the same?3, the formation of the contract4, exactly who will draft the valid contract, what are the advantages of the purchasing party when drawing up the contract?5, constitute the four elements of the contract, what is the relationship between the four elements, what elements have legal effect?6, "general principles of the civil law" the regulation of our country legal contract -- think about three questions:(1) the effectiveness of the contract by the age limit, how the law rules?(2) the mental patient, drinking or drug use, are their ability to contract restricted? If avoid legal risk?(3) co., LTD., and some other legal contract ability is restricted either? How to define?
7, please tell what is enterprise legal person, what is the legal representative, what is the legal representative, what is the legal representative authorized person, are their ability to contract restricted? Does it have legal effectiveness?8, the authorized person authorized another person, does he or she again have legal effectiveness?9, what are the three forms of contract? What ways do you usually use to contract? Is oral contract effective? How to maintain oral contract forensics?10, cause the contract invalid four factors, please respectively analysis;11, analysis of several types of revocable contract;12, thinking: (1) how to distinguish between invalid contract and cancel-able contract? (2) what kind of contract does not request the parties to sign, is it still valid?13, the principle of contract relationship does not involve the third person14, decryption: dongguan contract dispute with a company;15, the main terms of the contract and affiliate terms and conditions and demands of the difference16 decryption - the terms of the contract is valid, to consider three criteria
17, procurement contract explanation
(1) the liability and the limit of principal terms: how to express, how to remind, how to detect?
(2) booking damages clause and the penalty clause: how to define, how to limit?
(3) the title retention: please think does the ownership of the material transfer in the three cases? Three exercises on spot.
(4) case analysis: Shilong, some electronic connector company material ownership dispute.
(5) the indemnity clause: how to call to account?
(6) force majeure: what circumstance is the force majeure, how the difference area business failed? What are the specific case in life can be defined as the force majeure?
(7) how to solve the contract dispute, introduces four methods commonly used
18, the terms of the contract
(1) the process of terms and conditions of the battle ;
(2) what data and evidence to provide in the terms of the battle
(3) how to circumvent the terms of war
19, contract pricing introducing method and how to use them?
(1) fixed price
(2) variable prices
(3) the cost accumulation (cost compensation) pricing
20, the purchase contract payment terms
(1) payment, cheque, bank transfer, money orders;
(2) the installment payment (payment cycle)
(3) the invoice processing
(4) determining the pay
(5) the type of currency in payment
(6) analysis of the advantages of payment by installments
(7) how to avoid risk fails to perform the contract in the installment payment?
21, advance deposit (also known as contract) retention.
讲师介绍/Lecture
讲师简介—刘小明
国际注册高级经理
国家高级企业培训师
国际注册高级采购师
中国企业实战派生产管理讲师
中山大学客座教授
清华大学继续教育学院客座教授
华南理工大学继续教育学院特聘讲师
领栋中国高级讲师
QMS/EMS/OHSAS国家注册高级审核员
中国质量管理协会授予质量管理讲师
Lecturer - liu xiaomingThe international registration of senior managersNational senior corporate training divisionThe international registration of senior procurement divisionChinese enterprises practical production management lecturerVisiting professor of sun yat-sen universityGuest professor of school of continuing education, tsinghua universitySouth China university of technology school of continuing education, distinguished lecturerCollar, a senior lecturer in ChinaQMS/EMS/OHSAS national registered senior auditorsChina quality management association awarded the quality management of lecturer
工作背景：
企业管理博士，工商管理硕士。十多年中高层企业实战管理工作经验，先后在拓璞电器集团担任生产/质量经理；美的集团担任供应链管理中心经理；中国超人集团担任生产/质量总监兼管理者代表职务。同时兼职在认证公司对国际标准化管理体系审核数年。擅长生产管理课程培训。领域涉及食品、电子、机械、汽车、通讯、电气、家具、家电、注塑、生物制药、五金、服装、汽车、烟草、煤炭及化工等行业。
Background:
Doctor of enterprise management, master of business administration.More than a decade high-level enterprise management experience in actual combat, in Rio brand electrical appliances group as production/quality manager;Midea group as supply chain management center manager;China superman group served as director of production/quality and management representative.At the same time part-time in certification company for international standardized management system audit for several years.Good at production management courses.Areas related to food, electronics, machinery, automobile, communication, electrical, furniture, home appliances, plastic injection, biological, pharmaceutical, hardware, clothing, automobiles, tobacco, coal and chemical industry, etc.
工作经历及成果
1999-2003广州拓璞电器集团分公司生产/集团质量部【生产/质量经理】
1、顺利组建分公司生产部，使分公司生产部由刚成立无到有，并走向规范化、标准化及制度化管理。
2、公司迅速扩张，集团公司成立，公司任命我带领质量管理团队一起完善质量管理部门检验、保证和试验室组建工作；完善供应商审核资格认证活动；在集团公司质量管理完善的情况下各分公司推行质量管理体系认证，六个分公司顺利取得质量管理体系认证。
2003-2006美的集团集团供应链管理中心【供应链中心经理】
1、完善集团公司供应链管理整合。
2、对集团中心重点关注供应商第二方审核，减少采购风险及提升原材料质量。
3、通过供应商规范化管理，各事业部采购部门得到规范化管理，使采购成本持续下降。
4、针对质量、交期难以达到集团要求的供应商进行指导和监督改善，供应商达到集团供应链管理要求。
5、负责与供应商各项谈判工作的参与和安排。
2007-2010中国超人集团集团制造中心/集团质量中心【生产/质量总监兼管理者代表】
1、负责集团公司12个分厂生产计划调配、日常管理、生产经营等管理工作。
2、通过推行IE工业工程管理，是各分厂生产流程得到改善和优化、生产效率直线提升55%。
3、针对注塑厂、五金厂批量生产的特点，由机器人替代人工作业，提高了生产效率，节约了用工成本。
4、负责集团采购部门统筹和管理工作，2008年通过对供应商进行整合和优化，大大降低公司各物料的采购成本，使交期达成率由原来的82.5%直线提升至96.8%，同时原材料质量也比较稳定。
Work experience and achievements
1999-2003 guangzhou Rio brand electrical appliances group branch production/quality "production/quality manager"1, set up branch production smoothly, make branch production grow out of nothing, the newly established and standardized, standardized and institutionalized management.2, the company rapidly expand, group company was founded, the company appointed me lead the quality management team with perfect quality inspection, guarantee and laboratory management department;Perfect supplier audit qualification certification activities;Under the condition of the group company quality management perfect each branch company to implement quality management system certification, six branch in quality management system certification.
授课风格
刘老师授课注重理论与实际相结合，对学员工作技能、良好习惯的培养，追求改变学员心态与观念。近6年丰富的专业企业培训师经验，外加担任多家企业常年管理顾问，使本人对教育与培训十分熟悉及了解。
——关注顾客需求，为顾客提供有针对性的解决方案；
——注重与各层管理人员的沟通，为管理者提供全新的管理思维和模式；
——注重实效，以结果为导向为原则；
——关注过程，以过程为实现绩效的手段。
讲课风格生动、幽默及深入浅出。不仅案例丰富，且提供多种实用的解决问题之工具及技巧，把管理当故事讲。对参训者具有极大的吸引力、感染力和意想不到的效果。
The teaching styleLiu teaching pays attention to integrating theory with practice, the cultivation of the students work skills and good habits, and pursue changing students’ attitude and ideas. Nearly six years rich professional experience as corporate trainer, plus several enterprise management consultant, make himself very familiar with and understand the education and training.- focus on customer needs, to provide customers with targeted solutions;- pay attention to the communication with the layers of management, provide a new management thought and mode;Pragmatic, result oriented for the principle;- focus on process, in order to process for the realization of the performance of the method.Vivid lecture style , humorous and easy to understand. Case is rich, and offers a variety of practical problem-solving tools and techniques, teach the management skills in a way of story. To bring a great attraction, appeal and unexpected effects to the attendees.
【出版书籍】
1-《管好班组就靠这几招》
2-《准时下班的智慧：超有效的时间整理法》
"Books Published"1 - “Invincible methods to manage a good team”2 - "the wisdom of finishing the work on time: super effective time management skills”
【服务客户】
一、制造行业：
电子：厦门龙侨、联想集团、中兴电子、旭日电子、深圳华阳、苏泊尔、万达
机械：三一重工、广东农机、沈阳机床、西安舍森、台富机械、广进、大连液力
食品：蒙古酒业、河套酒业、蒙牛、统一、可口可乐、徐福记、亿源食品、雨润
电器：日本松下、TCL电器、新飞电器、万宝、利仁电器、艾美特、鸿雁、正泰
家电：美的、华凌、万宝、新宝、龙的、海信、TCL、创维、长虹、康佳、格兰仕、飞科、帅康、格力、志高、奔腾、九阳、安吉尔、龙的、方太
通讯：伟易达、伟创力、联想、金立、钨珍电子、中兴、德赛、三星、索尼、库柏、酷派、国人通信
家具：连天红、森宝、穗宝床垫、广东鸿业、正美、索菲亚、皇朝家具、广东联邦、曲美、全友家居、成都家居商会、顾家家居
塑胶：东莞山富、南通强力、珠海三大、深圳旺鑫、深圳恒益达、深圳沐阳
五金：广东文华、深圳高飞、广东振鸿、广州现代、广东五荣、三环锁业、雅洁五金、汇泰龙、顶固、广州大力、厦门凯立
服装：维珍妮、康华林、丰隆服饰、正华、以纯、金利来、老爷车、奥康集团
生物制药：三金集团、三九制药、白云制药、升华集团、山东山松、辽宁诺康
汽车：中国北车、中国南车、现代、福田汽车、宇通客车、比亚迪、东风日产、广州本田、通用五菱、奇瑞汽车、金龙客车、三菱、宇通、广州丰田
烟草：长春卷烟厂、韶关烟厂、梅州卷烟厂、云南卷烟厂、长沙卷烟厂
二、电力行业：
韶关电力、广东电网、广西电网、云南电网、茂名电力、广西电力、贵州电网、海南电网、佛山电力、南海电网钦州供电局、韶关供电局、桂林供电局、佛山供电局、华润电力控股、广东粤电集团、霍州煤电
三、通信行业：
中国移动学院、中国联通学院、广州移动、清远移动、清远联通、深圳移动、南京移动、福建移动、惠州移动、广州电信、西安联通、韶关移动、宁夏移动、韶关电信、中兴通讯、贵州移动、云南移动、河南移动
四、物业管理：
深圳基金、中奥物业、广东公诚、广东金宇、珠港物业
五、航空航天：
深圳机场、北京机场、广州机场、西安机场、南方航空、中国航空、深圳航空
六、高校合作：
清华大学、中山大学、华南理工大学、广东工业大学、广东外语外贸、韶关大学、广东邮电学院、广东金融学院、广州大学、西北工业大学、肇庆大学、五邑大学、深圳大学、南京理工大学、四川大学、四川电子科大

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