Summary of Supply Chain Manager (1) I have been engaged in supply chain management for nearly three years. From the beginning, I was in a hurry, and now I have a lot of feelings. Now let me summarize and share with you.
First, establish work objectives.
The department I went to is a newly established department. At first, I didn't even know what to do The following employees come from different departments. Some people are happy and some people complain. Some college graduates, some can't even use computers; The quality of employees is uneven. So I set different work goals for everyone. I don't know how to use the computer. First of all, I taught them how to use computers, how to use EXCEL to do data analysis, and so on.
Second, according to the requirements of the leaders, set work objectives for their own departments.
This department is mainly responsible for the part of the order that was originally the responsibility of the buyer. Through centralized and decentralized orders, we can concentrate the advantages of orders, arrange orders reasonably, and control the inventory of logistics centers. The negative effect is to cancel the purchase order right, which brings some side effects. Based on this situation, the goal of this department is to reduce the shortage and speed up the turnover. The goal of employees is also to speed up turnover and reduce turnover. In the first month, the data will be analyzed according to the monthly turnover, and the leftover goods with slow turnover will be notified to everyone for consumption only, and buyers will be required to promote sales and consume inventory.
However, when reducing the turnover of goods, employees often fall into a misunderstanding, and only consider speeding up the turnover, regardless of the cost of delivery and receipt by suppliers. For example, a single product is shipped 20 boxes per month, with an average of 5 boxes per week, and the order is 5 boxes per week. In fact, it is completely possible to book the quantity for one month or two months at a time. However, at that time, due to the demand of the headquarters leaders to speed up the turnover, I didn't know much about the operation mode of logistics, so I stuck to the routine and made a lot of jokes. Because I don't understand and have no training, these problems can only be learned by doing.
In order to reduce the shortage rate, we dig out the report every day and find many problems, most of which can't be solved by the ordering party, such as shortage caused by price increase, shortage caused by transportation problems, shortage caused by account problems, shortage caused by natural disasters, and shortage caused by the ordering party's fault or oversubscription. The daily work is to input the reasons for these shortages into the spreadsheet for future reference; After a long time of thinking, I finally realized that the shortage can't be solved by one department. What our department can do is to minimize the shortage.
Determining the work goal will give me and the department staff a direction to work hard, instead of being at a loss from the beginning.
For the managers of the new department, the pressure comes from two aspects, internal and external. The first task is to build a good internal team. Department employees come from all over the world, and small groups are serious. I personally train and educate employees to improve their professional level, and set up different groups to break up employees who tend to be small groups, and arrange old employees with strong business ability and helpful people as team leaders, so that the department can become a department with a strong learning atmosphere, and everyone can help each other and discuss with each other if they have problems. Secondly, after a certain period of observation and adjustment, the unqualified employees will be transferred from the department, on the one hand, the black sheep will be removed, on the other hand, it will play a deterrent role. Sure enough, after the black sheep were transferred, management was much easier. After the internal pressure is relieved, the main focus is on coordinating relevant departments.
The first pressure comes from purchasing. The right to order was originally purchased. It's normal to unload their power now and get confused by purchasing. So I made all the data transparent, the monthly turnover and the analysis of each promotion, and sent them to the leaders of the purchasing department. First of all, I must get their support so that my work can proceed. When the leaders saw the data, many things were solved without argument. The second is to coordinate the pressure of the warehouse. Every peak season, there will always be problems in the warehouse for a period of time, either lacking boards or exploding positions. As soon as the warehouse broke out, the warehouse shouted, "You are blind again." I still used the old method and let the data speak. Before every promotion, I will tell the logistics center the arrival volume in three days, when is the arrival peak and when the arrival volume will be particularly low. The advantage of this is that the logistics center can arrange manpower reasonably, work overtime when the goods are long and rest when the goods are short. Active communication really worked, and then there were fewer calls to the logistics. If I feel that the order volume is particularly large before the Spring Festival, I will communicate with my leader, purchasing director and logistics center in advance, because the logistics center has to work for at least two weeks before each Spring Festival, but in the second year after our department was established, because we have done a lot of planning work in advance, the logistics center has reduced unnecessary overtime.
Doing data and reasoning is the way I deal with relevant departments. Although I have to spend a lot of time making reports, these turnover reports are very simple for me because I specialize in making reports in the information department. I soon taught a new college student how to do it. Look at the report every day to know the operation of a logistics.
I used to be very sensitive, and I cared about what others said. It was the same when I first started as a department manager, but I found it very tiring, and many things were right or wrong. So I gradually became dull, gradually ignored what others said, only paid attention to figures, and ignored the complaints of many relevant departments, because figures reflected that the logistics turnover was accelerated under our norms, the inventory of warehouses was rationalized, and the shortage rate was also decreasing.
Third, continuous learning.
While setting goals, I began to study theory. I first found an introductory textbook on basic logistics, and learned while doing it. Besides, my role has changed. I used to be a supervisor, but now I'm a department manager. I want to consider the problem at a higher level, standing at the height of the department, so I also found some relevant materials on the Internet to learn.
Relevant theoretical research is necessary. Through learning, I learned some basic principles of ABC classification and distribution center operation. In my spare time, I participated in the study of logistics division in a training institution under the Ministry of Labor. This study has helped me a lot, expanded my knowledge and made many friends in the industry. After two exams, I got the professional certificate of logistics engineer.
Not only study, but also learn to think. It is important to sum up every once in a while. Regarding imagination, you can publish some articles, not only practicing how to write by yourself, but also sharing your experience with people in the industry. I feel very happy, so starting from 12, I insist on sending one or two articles a week and insisting on originality. Indeed, after writing dozens of articles, my ability to sum up problems and my writing ability have been improved to some extent.
Recently, I read teacher xx's article "Add some thickness to my life", which is very touching. I feel that I have dabbled too widely before and have not focused on one field. Now it is very important to concentrate on supply chain management and read many related books to make yourself more professional.
Fourth, let employees grow up with you.
Employees come from all corners of the country, and their level is not generally low. I started with data analysis that I am good at. Through two trainings and usual report assignments, everyone's EXCEL level has been greatly improved. An old employee who has worked for several years lamented, "I never thought EXCEL had so many uses. I only know how to use EXCEL to make tables, but I didn't expect to do data analysis. "
Secondly, the training focuses on telling you some ordering methods. It is a shame that after half a year's supply chain management, I realized that there are two kinds of ordering methods, one is called quantitative ordering method and the other is called regular ordering method. And I mainly use quantitative sorting method. After sharing these theories with everyone, everyone feels that they have improved and stimulated their interest in learning. Young employees often go to relevant websites to learn some new knowledge.
Through training, inspection and correction, I was surprised to find that although my employees' academic qualifications are not high, their learning ability is not bad. Except for a few people who are careless, everyone else's business is progressing faster. I used to spend a lot of time inviting every employee to my side every week. I pointed to the report and analyzed it one by one. After a year, it is basically once a month.
In addition, through struggle, in the process of two annual salary increases, everyone was basically given a salary increase. It has improved everyone's work enthusiasm.
These three years, for me, have a sense of rebirth. Compared with three years ago, there is less passion and more calmness. When thinking, we tend to think deeper and consider problems through different dimensions. I really realized the true meaning of the word "temper". For a while, I kept hitting you with a hammer, which made you dizzy, highly nervous and sweaty until you had calluses on your head and your resistance was enhanced, so you could cope with any difficulties calmly.
Summary of Supply Chain Manager's Work (2) Time flies. The first half of 20xx passed quickly. Over the past six months, I have successfully completed the annual procurement plan, delivery tasks and engineering subcontracting tasks, and I can't help feeling deeply.
Our department has a long way to go and undertakes several major businesses closely related to the company's cost. Procurement, logistics and engineering subcontracting have become an important part of company cost management. The cost is like the tip of the iceberg, and the company is like an oil tanker sailing in the sea. Only a small part of the "iceberg" is exposed, and most of the invisible ones are buried under the sea. The buried iceberg directly affects the ups and downs of the tanker. It will be an important work to straighten out the purchase price and reduce the purchase cost, logistics cost and project subcontracting cost. Reasonably plan the purchase, ensure the sufficient supply of main inventory goods, meet the timely purchase of sporadic goods, and reduce the risk of shortage. The quality of purchased goods directly determines the engineering quality of this enterprise. Procurement is the interface between enterprise and resource market, and the operating point of external supply chain of enterprise. Logistics procurement is the beginning of scientific management of enterprises.
The focus of my department's work is to clarify the contents of procurement: first, to ensure timely and appropriate supply; The second is to ensure the quality of goods; Third, the cost is the least; The fourth is to manage and coordinate suppliers and manage the supply chain. We will start with supplier management and evaluate suppliers reasonably. Product quality, due date, on-time delivery and after-sales service are all important items of evaluation, and we will continue to innovate.
The number of subcontracting teams needs to be constantly increased, so that the construction team can also join our technical training and constantly improve the professional construction technical level. This project adopts multiple bidding quotations, fair competition, and reduce subcontracting costs.
Disadvantages: We still have many shortcomings in our daily work. Business people are not familiar with the performance and specifications of some products, and the goods ordered cannot get better discounts and prices. All these need to strengthen personal professional knowledge learning in the future work, and learn related products from colleagues in the company's technical department and customer department, so as to continuously improve the overall level of the department. Cooperate with other departments of the company to withdraw funds and speed up capital turnover. Engineering subcontracting is still in its infancy, with only 1 1 engineering teams, but few of them can meet the requirements of the project manager, some of which are costly and some of them are not technically feasible. In the future, we will continue to add new construction teams to join our technical professional training, and constantly improve their construction level to meet the needs of project managers.
Logistics cost is an invisible cost that people don't pay much attention to and is often ignored. In fact, logistics costs account for a heavy share of commodity costs, and profits are lost here. Make a good purchase plan in advance and plan the purchase project reasonably. Be sure to fill in the requisition. Please cooperate with all departments of the company. Fill in the model, specification, required delivery date and special requirements in detail. Avoid storing in the warehouse for too long after arrival, which will affect after-sales service.
Summing up the pros and cons, Feiyi has worked hard all the way to today and will continue to work hard tomorrow. I believe there will be a brighter smile tomorrow.
Summary of supply chain manager's work (3) Over the past six months, I have gradually explored and established sales confidence in my work. The company has taught me a lot and learned different ways of doing things when I get along with my colleagues. Through the work summary of the supply chain manager for half a year, I have the following experiences:
I have a deeper understanding of the position of supply chain manager and am more familiar with the work content. In the process of accompanying customers to inspect goods and install cabinets, I have seen the rigor of customers, which may be harsh in our opinion. In fact, if you think about it carefully, those are all things we should do. If we can be strict with ourselves in our work, the harshness of our customers is nothing, but it will show our professionalism and win the trust of our customers.
Tracking customers is a very important lesson for salespeople. These are old customers developed by potential customers. For mining "new" customers. Important people are discouraging posting, telephone tracking, offline old customer development, network agents and so on. I often use "posting". I've been posting since I joined the company. According to my statistics, there are about five guests coming from their posts. Some are handled by telephone, some by QQ, and some by email. But no agreement was reached. There is an email reply this month, and we need to order SDV568. I was accepted by my colleagues because I was slow to follow. I'm a little excited. First of all, my post finally worked. Second, I'm in a bad mood because my colleague took the bill, because I think I have some efforts in it. Later, after adjustment, I also understood that every job is interlocking. I believe that as long as you work hard and don't care about a short-term success, guests will find you no matter where you pay. In the process of communicating with customers, I realized the difference of thinking mode between foreign customers and us, and the difficulty of communication process. I also learned some communication skills with customers. I began to think from the customer's point of view and gradually established the concept of serving customers. I realize that I can't use my subjective feelings to influence communication with customers. These customers come from different countries and have different needs. From the beginning, I didn't know how to talk to foreign customers, and later I was able to introduce some products to customers. I saw my progress, but I also felt my lack of product knowledge and business negotiation skills.
After witnessing the bargaining between the predecessors and customers again and again, I realized that every business negotiation is a difficult journey. Different countries, different customers, different markets, different needs, every difference has caused difficulties in negotiations. How to settle and use these differences, win customers' trust and win customers' orders, I know this is a systematic project, but I am still far from it. But after meeting so many customers, I also learned some disadvantages, such as price, delivery time, payment method, sales support and so on. How to develop strengths and avoid weaknesses after better understanding myself is my ability, and I think this is also the direction of my future efforts.
I recommend it carefully.