供应链、采购与物流管理
甄选并验证：Daniel Mercer, Logistics Manager @ Starbucks不知何故，你同时缺货和积压。廉价的海外零件总是迟到，引发空运账单，抵消了其节省。分销商的订单波动比实际客户的订单还要剧烈。而那个可能让你停产的供应商位于供应链的两级深处，无人关注。这些都不是运气不好。它们是供应链在逐个决策运行时会发生的情况。 本课程教您将其作为一个连接的系统来运行。您将学习绘制网络及其流程，然后处理每个选择所依赖的核心权衡——响应性与成本——涉及影响数据的五个方面：规划库存、寻源和评估供应商、管理物流以及应对中断。 库存数学是真实的内容，旨在为决策而非考试而教：订购多少（经济订购量）、何时再订购、服务水平实际需要多少安全库存成本、为什么补货率不等于服务水平、以及如何通过集中库存减少缓冲。在采购方面，您将使用卡拉杰克矩阵细分支出，按总拥有成本而非标价比较供应商，并阅读2020年国际贸易术语解释通则，以了解成本和风险在何处转移。然后是物流——运输方式、仓库、多少个配送中心以及位置——最后是风险：在单点故障找到您之前发现它们，并建立您能负担得起的韧性。 贯穿这一切的是一个理念：最便宜的采购、最满的卡车、最少的本地库存都可能悄然使整个链条恶化。牛鞭效应证明了这一点。到课程结束时，您能够审视一个陷入困境的产品供应链，解读症状，并找到正确的杠杆——以及知道何时它是错误的。
课程目录
关于课程作者
Daniel Mercer is a supply chain and procurement executive with more than 12 years of experience managing sourcing, inventory, warehousing, transportation, and distribution operations for manufacturing and retail organizations. He has overseen multimillion-dollar procurement budgets, negotiated strategic supplier contracts, consolidated vendor networks, and introduced ERP, WMS, and spend-analytics systems that significantly reduced purchasing and operating costs. Daniel has led cross-functional sourcing programs, managed warehouse teams of more than 50 employees, improved on-time delivery from 85% to 98%, and raised inventory and order accuracy to more than 99%. His background also includes demand forecasting, route optimization, fleet coordination, supplier-risk management, safety compliance, and continuous-improvement initiatives. Known for combining operational leadership with data-driven decision-making, he has repeatedly improved fulfillment speed, reduced stockouts and excess inventory, strengthened supplier performance, and built more resilient end-to-end supply chains.
评价 (9)
- deft_meerkat
thx
- eager_butterfly
helped a lot
- cloudy_guardian
ottimo corso, molto chiaro
- wily_pangolin
спасибо, полезно
- rugged_lemur
Moves too fast, hard to follow.