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采購供應鏈公開課

培訓對象：
采購部門(men)各崗位人(ren)(ren)員(yuan)、計劃(hua)與物流(liu)部門(men)人(ren)(ren)員(yuan)、質量部門(men)人(ren)(ren)員(yuan)，供(gong)應鏈管理部門(men)人(ren)(ren)員(yuan)

培訓收益：
本次培訓將聚焦醫藥制造業從業者有關采購與供應鏈領域的五大核心能力，為學員提供如下收益：
1.采購與供應鏈領域的*實踐，醫藥同行間的借鑒、異行的跨界吸收與創新—1小時
2.源于強監管和政策/市場雙影響下的供應商及關系管理—2小時
3.供應鏈管理組織及崗位的專業化建設，以創建和塑造發展的引擎—1小時
4.醫藥制造業的協同精益化發展，降低供應鏈總成本，包括采購成本、時間成本、庫存成本等-—4小時
5.醫藥制造業的采購與供應鏈風險管理體系建設，協同質量部門提升供應鏈的韌性（安全可控）--4小時
課程背景：源于醫藥行業的特殊性質，如產品的高風險性、藥品的濫用等，必須加強監管措施，以確保人們的健康和安全。這些監管涵蓋了藥品的生產、銷售、臨床試驗等各個領域。其中，藥品生產是醫藥行業監管的基礎，包括嚴格的藥品生產許可制度、藥品生產過程的監督和檢驗要求、對藥品原材料的篩選和檢測（監管部門對供應商及原材料的嚴格把關及對對不合格的原材料及時追溯和處置）。
與此同時，醫藥制造業還是對政策依賴較高的行業，如仿制藥一致性評價政策的推進、帶量采購政策的落地執行、醫院藥占比的要求等均對醫藥制造業產生了深刻影響。2024《政府工作報告》提出了加快前沿新興創新藥等產業發展，積極打造生物制造等新增長引擎，開辟生命科學等新賽道等，這對醫藥行業發帶來了極大的利好。然而， 醫藥行業面臨的形勢卻不容樂觀：2023年，我國醫藥工業在技術創新上取得了一定的突破，但營業收入、行業利潤指標出現了下滑，這有后疫情時代用藥下降、出口減少的因素，也有招標集采多點擴面、原材料價格上漲等政策和市場因素。
在(zai)(zai)這樣的(de)形勢下，醫藥(yao)(yao)制造(zao)(zao)業需要尋(xun)找符合(he)本(ben)行業監管(guan)(guan)要求(qiu)、以政策與(yu)市場雙重(zhong)導向為(wei)基礎的(de)采(cai)購與(yu)供(gong)(gong)應(ying)(ying)(ying)鏈(lian)(lian)(lian)管(guan)(guan)理(li)戰略與(yu)策略，在(zai)(zai)保障質(zhi)量(liang)、管(guan)(guan)理(li)供(gong)(gong)應(ying)(ying)(ying)商(shang)及關系(xi)(xi)、提升(sheng)安全韌性（供(gong)(gong)應(ying)(ying)(ying)鏈(lian)(lian)(lian)風險(xian)降低）、提升(sheng)預測與(yu)庫存周(zhou)轉率等(deng)方面(mian)，結合(he)協同化精益管(guan)(guan)理(li)及合(he)理(li)的(de)成本(ben)控制，為(wei)醫藥(yao)(yao)制造(zao)(zao)企業采(cai)購與(yu)供(gong)(gong)應(ying)(ying)(ying)鏈(lian)(lian)(lian)領(ling)域競爭(zheng)力的(de)提升(sheng)做出貢(gong)獻。為(wei)此，本(ben)次培訓(xun)將以醫藥(yao)(yao)制造(zao)(zao)業采(cai)購與(yu)供(gong)(gong)應(ying)(ying)(ying)鏈(lian)(lian)(lian)管(guan)(guan)理(li)核心技能提升(sheng)為(wei)主題，在(zai)(zai)2天時間(jian)內為(wei)學(xue)員打造(zao)(zao)五大(da)方面(mian)的(de)專業技能，涵蓋供(gong)(gong)應(ying)(ying)(ying)鏈(lian)(lian)(lian)管(guan)(guan)理(li)*實踐的(de)創(chuang)新應(ying)(ying)(ying)用、供(gong)(gong)應(ying)(ying)(ying)商(shang)及關系(xi)(xi)管(guan)(guan)理(li)、組織與(yu)崗位建設(she)、協同精益發展、采(cai)購與(yu)供(gong)(gong)應(ying)(ying)(ying)鏈(lian)(lian)(lian)風險(xian)管(guan)(guan)理(li)體(ti)系(xi)(xi)建設(she)。

課 程 大 綱
模塊一：采購與供應鏈管理的*實踐及醫藥制造業的創新應用-1小時
源于醫藥制造業(ye)(ye)的特殊(shu)性(xing)，在(zai)采(cai)(cai)購(gou)與(yu)供(gong)(gong)(gong)(gong)應(ying)(ying)鏈(lian)管(guan)理領(ling)域的發展(zhan)不(bu)得不(bu)采(cai)(cai)取(qu)非常穩(wen)健的風(feng)格與(yu)穩(wen)妥(tuo)措施，與(yu)發達國(guo)家的同(tong)行(xing)相比，盡管(guan)有藥政(zheng)體(ti)制的不(bu)同(tong)，但在(zai)供(gong)(gong)(gong)(gong)應(ying)(ying)鏈(lian)特別是上游領(ling)域的*實踐還是有一定借鑒(jian)性(xing)的。我國(guo)醫藥制造業(ye)(ye)產業(ye)(ye)集中度(du)正在(zai)提升(sheng)，采(cai)(cai)購(gou)與(yu)供(gong)(gong)(gong)(gong)應(ying)(ying)鏈(lian)領(ling)域的創新與(yu)深耕(geng)應(ying)(ying)該迎來(lai)了*時機，不(bu)僅(jin)可以(yi)同(tong)行(xing)間學(xue)習國(guo)際(ji)*實踐，還可以(yi)跨界理解(jie)、消(xiao)化吸(xi)收并(bing)創新應(ying)(ying)用，包括整體(ti)供(gong)(gong)(gong)(gong)應(ying)(ying)周期的縮短、供(gong)(gong)(gong)(gong)應(ying)(ying)商發展(zhan)（供(gong)(gong)(gong)(gong)應(ying)(ying)商幫(bang)扶）、研發與(yu)技術的采(cai)(cai)購(gou)協同(tong)、提升(sheng)預(yu)測水平與(yu)庫(ku)存可視性(xing)、采(cai)(cai)購(gou)訂貨技術與(yu)協同(tong)計劃的庫(ku)存控制技術等。

模塊二：醫藥制造業的供應商及關系管理，確保質量、供應穩定性 2小時
*供(gong)(gong)(gong)(gong)應(ying)源是采(cai)購(gou)與供(gong)(gong)(gong)(gong)應(ying)鏈的(de)高風險(xian)(xian)所在(zai)，但這種(zhong)情況(kuang)在(zai)醫藥(yao)(yao)制造業卻是無處不在(zai)的(de)，即使(shi)在(zai)藥(yao)(yao)監部門備案了(le)兩個供(gong)(gong)(gong)(gong)應(ying)商(shang)(shang)（針對(dui)同(tong)(tong)一品(pin)(pin)(pin)項(xiang)(xiang)），在(zai)實際運行中也是同(tong)(tong)一時期只用(yong)一個供(gong)(gong)(gong)(gong)應(ying)商(shang)(shang)的(de)原料(liao)，并且藥(yao)(yao)品(pin)(pin)(pin)上市后變(bian)更的(de)高資金與長時間的(de)投(tou)入(ru)，使(shi)得采(cai)用(yong)競爭性的(de)方法管(guan)(guan)理(li)(li)供(gong)(gong)(gong)(gong)應(ying)商(shang)(shang)收到了(le)一定的(de)束縛（部分(fen)間接采(cai)購(gou)品(pin)(pin)(pin)項(xiang)(xiang)除外）。因(yin)此，需(xu)要(yao)(yao)首先(xian)從(cong)不同(tong)(tong)采(cai)購(gou)品(pin)(pin)(pin)項(xiang)(xiang)的(de)風險(xian)(xian)劃分(fen)、供(gong)(gong)(gong)(gong)應(ying)商(shang)(shang)的(de)關系界定著手(shou)，采(cai)取(qu)不同(tong)(tong)的(de)供(gong)(gong)(gong)(gong)應(ying)商(shang)(shang)管(guan)(guan)理(li)(li)策略，長期合作型供(gong)(gong)(gong)(gong)應(ying)商(shang)(shang)的(de)關系管(guan)(guan)理(li)(li)尤為重要(yao)(yao)，并在(zai)必要(yao)(yao)的(de)時候進行供(gong)(gong)(gong)(gong)應(ying)商(shang)(shang)發(fa)展（幫扶）以確保質量和供(gong)(gong)(gong)(gong)應(ying)的(de)穩定性。

模塊三：醫藥制造業的采購與供應鏈組織與崗位建設，培育發展引擎 1小時
如果將采購與(yu)(yu)供(gong)應(ying)鏈(lian)(lian)(lian)(lian)管(guan)理上升為(wei)企(qi)業戰(zhan)略高(gao)度(du)(du)(du)，組織結構(gou)需(xu)要適(shi)配企(qi)業的(de)(de)(de)這(zhe)一*的(de)(de)(de)戰(zhan)略轉型。從發達(da)國家的(de)(de)(de)供(gong)應(ying)鏈(lian)(lian)(lian)(lian)實踐來看，供(gong)應(ying)鏈(lian)(lian)(lian)(lian)管(guan)理團隊的(de)(de)(de)組織設計更趨于扁平化(hua)，各(ge)項(xiang)職能清晰(xi)并(bing)相互滲透與(yu)(yu)協(xie)同(tong)(tong)(tong)(tong)；崗位健全(quan)，許多崗位具(ju)備獨(du)立的(de)(de)(de)技術發展路徑，并(bing)靈活(huo)地應(ying)用(yong)跨職能、跨組織的(de)(de)(de)協(xie)同(tong)(tong)(tong)(tong)專(zhuan)(zhuan)項(xiang)團隊方(fang)式，將橫向(xiang)各(ge)領域(yu)的(de)(de)(de)專(zhuan)(zhuan)業智(zhi)囊協(xie)同(tong)(tong)(tong)(tong)起(qi)來、縱向(xiang)集中(zhong)起(qi)來進行控制，為(wei)企(qi)業塑(su)造供(gong)應(ying)鏈(lian)(lian)(lian)(lian)方(fang)面(mian)的(de)(de)(de)競(jing)(jing)爭(zheng)力。然而，這(zhe)一競(jing)(jing)爭(zheng)力是(shi)需(xu)要專(zhuan)(zhuan)業人員的(de)(de)(de)發展作(zuo)為(wei)引擎的(de)(de)(de)。在(zai)(zai)供(gong)應(ying)鏈(lian)(lian)(lian)(lian)管(guan)理體系下，計劃(hua)的(de)(de)(de)協(xie)同(tong)(tong)(tong)(tong)性(xing)將起(qi)到了穿針引線的(de)(de)(de)作(zuo)用(yong)，將需(xu)求(qiu)預測(ce)一直貫(guan)穿到物(wu)料采購計劃(hua)，并(bing)伴隨S&OP（銷(xiao)售與(yu)(yu)運營協(xie)同(tong)(tong)(tong)(tong)計劃(hua)）,同(tong)(tong)(tong)(tong)時，還有(you)采購與(yu)(yu)生產(chan)、與(yu)(yu)物(wu)流(liu)的(de)(de)(de)協(xie)同(tong)(tong)(tong)(tong)，共同(tong)(tong)(tong)(tong)服(fu)務市場及客(ke)戶；在(zai)(zai)崗位設計方(fang)面(mian)，不(bu)僅有(you)戰(zhan)略采購經(jing)(jing)理，還有(you)品類經(jing)(jing)理、供(gong)應(ying)鏈(lian)(lian)(lian)(lian)分析師、流(liu)程(cheng)與(yu)(yu)內(nei)審(shen)經(jing)(jing)理、合同(tong)(tong)(tong)(tong)經(jing)(jing)理、合同(tong)(tong)(tong)(tong)經(jing)(jing)理、供(gong)應(ying)鏈(lian)(lian)(lian)(lian)管(guan)理經(jing)(jing)理、物(wu)流(liu)經(jing)(jing)理等，以及目前常見的(de)(de)(de)SQE、計劃(hua)經(jing)(jing)理等，他們在(zai)(zai)商業敏銳(rui)度(du)(du)(du)、ESG關注、市場與(yu)(yu)產(chan)品知識經(jing)(jing)驗、成(cheng)本分析等方(fang)面(mian)，各(ge)有(you)不(bu)同(tong)(tong)(tong)(tong)程(cheng)度(du)(du)(du)的(de)(de)(de)要求(qiu)。

模塊四：醫藥制造業的協同精益化發展，降低供應鏈總成本 4小時
醫藥行業屬于市場相(xiang)對(dui)鋼(gang)需(xu)和穩(wen)定的狀態，產品的生命周(zhou)期相(xiang)對(dui)較長，需(xu)要(yao)長期穩(wen)定的供(gong)(gong)(gong)應商合(he)作關系。因(yin)此，協(xie)同(tong)精益(yi)成(cheng)本(ben)控(kong)(kong)(kong)(kong)制(zhi)(zhi)應該是(shi)(shi)供(gong)(gong)(gong)應鏈成(cheng)本(ben)管(guan)理的重(zhong)點，包(bao)括總體(ti)周(zhou)期、各分項周(zhou)期的縮短對(dui)庫(ku)存(cun)成(cheng)本(ben)降(jiang)低(di)的貢獻，集中(zhong)采(cai)購的成(cheng)本(ben)控(kong)(kong)(kong)(kong)制(zhi)(zhi)貢獻，以價值流(liu)為線索、與質量(liang)體(ti)系協(xie)同(tong)的全(quan)(quan)程精益(yi)性(xing)分析及持續改善，并用知識管(guan)理和應用到合(he)作供(gong)(gong)(gong)應商現(xian)場、發(fa)展與供(gong)(gong)(gong)應商的長期合(he)作關系來降(jiang)低(di)供(gong)(gong)(gong)應商的成(cheng)本(ben)；當(dang)然，在間接采(cai)購領域將有更多的靈(ling)活性(xing)措施來降(jiang)低(di)采(cai)購成(cheng)本(ben)和控(kong)(kong)(kong)(kong)制(zhi)(zhi)采(cai)購風險。其中(zhong)，成(cheng)本(ben)分析與控(kong)(kong)(kong)(kong)制(zhi)(zhi)、全(quan)(quan)程精益(yi)化(hua)、針對(dui)強勢供(gong)(gong)(gong)應商的談判交涉力是(shi)(shi)每個采(cai)購人員需(xu)要(yao)提升的核心(xin)技能。

模塊五：醫藥制造業的采購與供應鏈風險管理體系建設，提升供應鏈韌性（安全可控） --4小時
安(an)全穩定是醫藥制造業追求的(de)首要目標，并配(pei)有嚴格的(de)質量管(guan)(guan)(guan)(guan)理(li)(li)或認證(zheng)體(ti)系，但采購(gou)與(yu)供(gong)(gong)應(ying)鏈風(feng)(feng)(feng)險(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)體(ti)系是特有的(de)，包括(kuo)戰略風(feng)(feng)(feng)險(xian)(xian)、危(wei)害風(feng)(feng)(feng)險(xian)(xian)、運營風(feng)(feng)(feng)險(xian)(xian)（其(qi)中(zhong)包含質量風(feng)(feng)(feng)險(xian)(xian)）、財務風(feng)(feng)(feng)險(xian)(xian)，需要按照(zhao)風(feng)(feng)(feng)險(xian)(xian)識(shi)別(bie)、風(feng)(feng)(feng)險(xian)(xian)量化、風(feng)(feng)(feng)險(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)戰略、風(feng)(feng)(feng)險(xian)(xian)檢(jian)測及(ji)緩解實施(shi)這四部流程來試(shi)試(shi)4T風(feng)(feng)(feng)險(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)戰略，并配(pei)合其(qi)他關(guan)鍵(jian)(jian)措施(shi)，包括(kuo)金融(rong)工具的(de)使(shi)用（套保或保險(xian)(xian)等）、合同救濟條款(kuan)的(de)使(shi)用、應(ying)急管(guan)(guan)(guan)(guan)理(li)(li)措施(shi)的(de)配(pei)合。采購(gou)人員(yuan)常年與(yu)供(gong)(gong)應(ying)商接觸，對(dui)供(gong)(gong)應(ying)商的(de)一(yi)(yi)些風(feng)(feng)(feng)險(xian)(xian)征兆的(de)識(shi)別(bie)和及(ji)時(shi)反饋、適(shi)時(shi)納入(ru)風(feng)(feng)(feng)險(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)流程尤(you)為(wei)關(guan)鍵(jian)(jian)，做到(dao)早(zao)關(guan)注風(feng)(feng)(feng)險(xian)(xian)征兆、早(zao)識(shi)別(bie)風(feng)(feng)(feng)險(xian)(xian)和判(pan)斷(duan)級別(bie)、早(zao)期采取措施(shi)以(yi)降(jiang)低風(feng)(feng)(feng)險(xian)(xian)。在這一(yi)(yi)部分內容中(zhong)，還(huan)將(jiang)對(dui)供(gong)(gong)應(ying)市(shi)場和供(gong)(gong)應(ying)商的(de)常見(jian)風(feng)(feng)(feng)險(xian)(xian)進行梳理(li)(li)和總結，以(yi)及(ji)如何(he)提升一(yi)(yi)線人員(yuan)的(de)風(feng)(feng)(feng)險(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)意識(shi)等以(yi)提升整體(ti)采購(gou)與(yu)供(gong)(gong)應(ying)鏈風(feng)(feng)(feng)險(xian)(xian)管(guan)(guan)(guan)(guan)理(li)(li)水平。

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