在滿足服務(wù)水平的基礎(chǔ)上持續(xù)提升：物流成本控制：制定供應(yīng)鏈戰(zhàn)略、建立物流規(guī)劃物流戰(zhàn)略制定需考慮的因素SWOT分析物流戰(zhàn)略展開及落地的層面物流規(guī)劃包含的內(nèi)容物流戰(zhàn)略與日常操作的關(guān)系分析物流流量，成本結(jié)構(gòu)，歷史數(shù)據(jù)及預(yù)測影響物流成本預(yù)算的主要因素物流流量數(shù)據(jù)庫物流成本數(shù)據(jù)庫設(shè)立預(yù)算/預(yù)測模型全年物流成本預(yù)算–范例設(shè)定成本控制目標(biāo)，進(jìn)行差異分析及措施改進(jìn)定期成本監(jiān)控專人實(shí)時(shí)跟進(jìn)制定、執(zhí)行項(xiàng)目及流程優(yōu)化以提升成本管控–實(shí)操案例分析貿(mào)易條款選擇多點(diǎn)提貨操作出貨港口優(yōu)選活用運(yùn)輸模式直接合同簽署招標(biāo)流程詳集裝箱利用率DC Bypass施行流程標(biāo)準(zhǔn)化和審計(jì)流程標(biāo)準(zhǔn)化選擇標(biāo)準(zhǔn)化費(fèi)用標(biāo)準(zhǔn)化完善應(yīng)急預(yù)案風(fēng)險(xiǎn)的界定和細(xì)分風(fēng)險(xiǎn)的評(píng)級(jí)風(fēng)險(xiǎn)的基本應(yīng)對(duì)具體的風(fēng)險(xiǎn)應(yīng)對(duì)方案常規(guī)風(fēng)險(xiǎn)應(yīng)對(duì)措施Preventive Plan / Contingency Plan 案例Expedition process 尋求系統(tǒng)功能支持Software vs SaaS Order ManagementTMSWMSMaterials Handling培訓(xùn)從業(yè)人員操作規(guī)范及物流專業(yè)知識(shí)團(tuán)隊(duì)建設(shè)團(tuán)隊(duì)發(fā)展物流專業(yè)知識(shí)深層次介入和戰(zhàn)略合作：物流供應(yīng)商管理：建立物流供應(yīng)商管理標(biāo)準(zhǔn)，及篩選相應(yīng)的物流提供商與供應(yīng)商的關(guān)系分類不同關(guān)系中的互動(dòng)方式不同關(guān)系中采購模式的區(qū)別不同關(guān)系中供應(yīng)商選擇的區(qū)別戰(zhàn)略聯(lián)盟的建立確定供應(yīng)商服務(wù)水平和主要考核指標(biāo)供應(yīng)商服務(wù)管理合同明確服務(wù)標(biāo)準(zhǔn)Provider Scorecard詳解與實(shí)例分享 供應(yīng)商服務(wù)質(zhì)量監(jiān)控細(xì)化服務(wù)內(nèi)容，操作規(guī)范和計(jì)費(fèi)標(biāo)準(zhǔn)，并定期審核SOPProcess Flow Chart實(shí)行服務(wù)表現(xiàn)定期溝通和改進(jìn)Level of communication溝通注意要點(diǎn)通過不同功能的會(huì)議加強(qiáng)溝通共享服務(wù)需求及物流市場信息掌握物流供應(yīng)商的公司狀況，人員動(dòng)態(tài)和成本結(jié)構(gòu)供應(yīng)商公司動(dòng)態(tài)人員動(dòng)態(tài)文化差異成本結(jié)構(gòu)引入備選供應(yīng)商常規(guī)引入異常引入提供供應(yīng)商培訓(xùn)注意要點(diǎn)物流供應(yīng)商的其他功能貨物安全保障企業(yè)社會(huì)責(zé)任與合規(guī)Continuous Improvement and Change ManagementLogistics cost control Establish supply chain strategy and design logistics networkLogistics strategy impact factorsSWOT analysis Implement logistics strategy The content of logistics design The relationship between logistics strategy and daily execution Evaluate logistics cost, analyze historical data and execute the forecastThe main impact factors of logistics budget Logistics volume database Logistics cost databaseSet-up logistics budget / forecast model Annual logistics cost budget example Set-up cost saving / control goal, implement deviation analysis and improvement plan Regular cost measurement Real time follow-up Logistics cost saving / control initiatives and projects (real cases) Into-term selection Multi-stop pick-up operation Port of export optimizationTransportation mode optimizationDirect contract concept Procurement process and skill Equipment utilization and optimizationDC bypassExecute standard process and audit Process standardizationSelection standardizationExpense standardization Set-up contingency system Define and identify riskClassify riskRisk handling concept Preventive plan / Contingency plan example Expedition process System support Software vs SaaS Order management system Transportation management system (TMS)Warehouse manager system (WMS)Materials handlingBuild up the expertiseSet-up the teaDevelop the teamIndustry knowledge introduction Manage logistics providersEstablish the standard of provider management, select good providersProvider relationship classificationInteraction with logistics partnersSourcing practice differenceProvivers selection Set-up strategic alliance Establish KPI and measurements Provider management Contract Provider scorecard example Monitor providers’ performanceStandardize the operation process and charge items Standard operation process (SOP)Process flow chartFeedback, communication and regular meetingsLevel of communicationKey points of efficient communication Different types of meetingsMarket intelligence sharing Back-up providers concept Regular set-up Exception cases New providers on-board and trainingOther functions from logistics providersCargo security Social compliance"

王老師，12年跨地區(qū)供應(yīng)鏈及物流運(yùn)輸從業(yè)經(jīng)驗(yàn)。

目前在世界財(cái)富500強(qiáng)，美資零售公司任職高級(jí)物流經(jīng)理，負(fù)責(zé)公司在南中國和南亞/東南亞區(qū)域，12個(gè)國家和地區(qū)，25個(gè)港口的物流業(yè)務(wù)(訂單管理、拖車、海運(yùn)、空運(yùn)、物流倉儲(chǔ)等)。在團(tuán)隊(duì)建設(shè)、供應(yīng)商管理、供應(yīng)鏈和物流網(wǎng)絡(luò)建立、流程優(yōu)化、實(shí)務(wù)操作和跨部門項(xiàng)目管控等方面有豐富經(jīng)驗(yàn)。
大連海事大學(xué)交通運(yùn)輸管理與工程學(xué)院碩士研究生。

美國生產(chǎn)與庫存管理協(xié)會(huì)APICS全球認(rèn)證講師。擁有APICS CSCP, CLTD, PMI PMP認(rèn)證證書。