【参加对象】(适用于采购谈判人员,而非销售)试图通过成本分析来获取筹码的采购及采购管理人员(拒绝通过课程来获取语言技巧人员)成本分析、合同管理、采购成本分析人员、采购成本核算人员、供应商管理人员、SOURCING、BUYER、及采购谈判从业者。
学习收益:
◇ 数据拆分能力
◇ 谈判筹码的获取
◇ 如何将成本数据转换为谈判筹码
◇ 成本分析的体系建设
◇ 合同中如何明细价格及量化价格
◇ 谈判中如何应对涨价的独门绝技
◇ 1+1+1+1…合同的撰写技能
◇ 全攻全守的谈判体系的掌握
◇ 数据的分析使用的12个要素
培训大纲:
第一部分 采购谈判前的准备与执行
Part 1 Implement and prior to purchase negotiations
1、供应商谈判应注意的问题
Problems in negotiation with suppliers
2、供应商管理与供应商关系管理—供应商全面评估
Supply management and supply relation management——Suppliers evaluation
(1)总体情况overall
(2)生产能力manufacturing
(3)技术研发 R&D
4)质量管控 quality
(5)物流与交期logistics Delivery
(6)财务 FINACAL
(7)计划 planning
(8)原材料采购procurement
3、如何将以上内容作为谈判的筹码
How to evaluate the results as a bargaining chip
4、How to do——Case study:BASF (single source, how to do)与BASF的博弈 ,我们应注意什么,强势供应商给我们的教训:
Changing the way of purchase is a great help to the negotiations
5、采购谈判筹码的收集
Collect bargaining power
--成本结构 structure of cost
--延期的数据 Data of delayed delivery
--质量不达标 Quality is not up to standard
6、采购谈判的工具
Tools of negotiation
--MOQ 最小订货量
--Variety, Small batch 多品种小批量
Case study-ROLE PLAY
7、突发事件的协调
Contingency control and communication with suppliers
第二部分:与供应商谈判过程中的风险问题与解决
Part 2 A fine problem with the process of supplier cooperation;How to solve the problem from the root
1、客户的罚款的原因是什么,不同的原因的应有不同的应对的措施
What is the reason for the customer's fine, the different reasons should have different response measures
2、罚款是手段不是目的,备份的方案是什么
Penalty is a means is not the purpose,What is the backup program.
3、与其罚供应商不如去帮助和改善供应商,我们改怎么做
Punishment of suppliers is not as helpful as to help and improve the supplier
4、利用合同,采购合同的管理体系
Procurement contract management system
——什么是1+1+1合同
——Plug and play
——谈判的结果如何落实到合同上
——How to ring-fenced the terms of the contract
第三部分:价格的分析与谈判筹码
Part 3 Event of costs and bargaining power
1、成本的分析的核心是价格结构的拆分 Structure of cost(breakdown)
-材料 Raw material cost
-加工 Manufactory cost
-人工成本 labor cost
-财务费用 finical expenses
-管理费用 management expenses
-技术费用 R&D expenses
-物流费用 Logistics expenses
-税收及利润 tax and profit
2、财务成本分析的工具 Tools of analysis
-杜邦分析 Du Pont analysis
获取供应商利润、帐期和库存周转率
How to get profit、payment term and turn over about suppliers
3、如何应用到谈谈判中去
How to apply to the negotiation
第四部分:关于交期的谈判
Part 4 About OTD (on time delivery)
1、交期不达标的原因分析
Analysis of causes
-物流的原因The reason of logistics
-产能的原因The reason for the shortage of capacity
-计划的变更Rush order or change forecast
-不要忽略;由于我们本身结账不及时也会挫伤供应商送货的积极性
Don't ignore:Our own payment is not timely
2、交期要跟踪,要利用甘特图 follow delivery
-Follow map for delivery
-Tools: Gantt Table
第五部分:关于产品质量的谈判
Part 5 About quality(QA、QC、IQC、SQE)
1、质量管理的核心是防患于未然
Nip in the bud is the core of quality of product
2、谈判要尊重数据
Negotiation should respect data
3、数据要尊重工具,数据获取很重要
How do I get data through tool?
4、如何展示质量数据
How to show data to suppliers?
第六部分:采购谈判技巧
Part 6 Skill of Negotiation
1、采购谈判应具备的硬件和软件
We need jetton of negotiation, how to do?
2、定位,不同的供应商的SWOT 分析
SWOT analysis of negotiating parties
3、采购谈判的方法 Skill of negotiation
----听的技巧 listening
Case study:卡特的文档管理让供应商彻底妥协
----以退为进 Retreat in order to advance
?有效谈判的实施要点,要退的有威胁
Main points of the implementation of the three stages in negotiations
?应对于供应商进的技巧
Negotiation strategies and techniques for dealing with them
?如何让他有效
Negotiating effectively
----谁先报价 who is first quote?
----角色扮演 Use tools: Role-play
Case study
4、谈判的收尾与谈判后的总结
Ending of negotiation
总结:谈判是筹码的结晶,不单纯是技巧……
RMK: negotiations are the crystallization of the bargaining power, not simply skill......