西门子供应链培训教材(英文版)
供应链管理(英文课件)Chapter6-Supply Contracts
Global Optimization Strategy
• What is the best strategy for the entire supply chain?
• Treat both supplier and retailer as one entity
• Transfer of money between the parties is ignored
– Summer season sale price of a swimsuit is $125 per unit.
– Wholesale price paid by retailer to manufacturer is $80 per unit.
– Salvage value after the summer season is $20 per unit
• Optimal order quantity depends on marginal profit and marginal loss but not on the fixed cost.
• Retailer optimal policy is to order 12,000 units for an average profit of $470,700.
• Retailer’s marginal profit for selling a unit during the season, $45, is smaller than the marginal loss, $60, associated with each unit sold at the end of the season to discount stores.
• This order increase leads to increased manufacturer’s profit of $481,375
2024版西门子PLC培训教材
•PLC基础概念与原理•西门子PLC硬件组成与选型•西门子PLC编程软件与编程语言•西门子PLC通信网络技术•西门子PLC控制系统设计实践•西门子PLC培训总结与展望PLC基础概念与原理PLC （Programmable Logic Cont…一种数字运算操作的电子系统，专为在工业环境应用而设计的。
要点一要点二发展历程从最初的顺序控制到现在的复杂过程控制，PLC 技术不断发展，功能日益强大。
PLC 定义及发展历程工作原理与特点工作原理PLC采用循环扫描的工作方式，执行用户程序并控制输出。
特点可靠性高、编程方便、组态灵活、安装方便、运行速度快等。
应用领域及市场需求应用领域PLC广泛应用于工业自动化领域，如机械制造、电力、交通、环保等。
市场需求随着工业自动化程度的提高，对PLC的性能和功能要求也越来越高。
0102 03S7-200 SMART系列经济型PLC，适用于小型自动化项目。
S7-300/400系列中高端PLC，适用于中大型自动化项目，具有强大的通信和扩展能力。
S7-1200/1500系列高端PLC，采用模块化设计，支持多种编程语言和通信协议，适用于复杂的自动化控制系统。
西门子PLC产品系列介绍西门子PLC硬件组成与选型硬件基本构成CPU模块电源模块输入模块输出模块通信模块负责执行程序指令，处理数据，控制输入输出等操作。
为PLC系统提供稳定可靠的直流电源。
将外部信号转换为PLC内部可识别的数字信号。
将PLC内部数字信号转换为外部设备可识别的控制信号。
实现PLC与其他设备或系统之间的数据通信。
电源模块功能具备过压、欠压、短路等保护功能，确保PLC 系统稳定运行。
CPU 模块功能具备高速处理能力，支持多种编程语言，内置丰富的指令集和函数库，提供实时时钟、中断处理等功能。
输入模块功能支持多种输入信号类型，如开关量、模拟量等，具备滤波、隔离等功能，提高信号抗干扰能力。
通信模块功能支持多种通信协议和接口类型，实现与上位机、触摸屏、变频器等设备的通信连接。
供应链管理培训汇总篇-英文版(17个ppt)9
Product
Value
Quality Price
Customer service
McGraw-Hill/Irwin
Source:BradleCyoTp.yGraigleh,tM©an2a0g0i1ngbyCTushteomMecrGVraaluwe-(HNiellwCYoomrkp:aTnhieesF, rIenec.PrAeslsl,r1ig9h94ts),rpe.s2er9v. ed.
Calibration Category CVA Levels # of Businesses by Category
World class
>110
15%
Above parity
103-110
25
Parity
98-102
20
Below parity
<98
40
Байду номын сангаас
McGraw-Hill/Irwin
Copyright © 2001 by The McSGoruarwce-:HPiIlMl CSoDmatpaabnasie.s, Inc. All rights reserved.
17-1
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
CHAPTER 17
Measuring and Selling the Value of Logistics
西门子供应链培训教材(英文版)
TECHNOLOGY
"Create" superior customer offers
• Raising the entry barriers for competitors through specific product and service offers
STRATEGY
Understand
Create
CRM components
Collaborative CRM
Face-to-Face
Call-Center
Brief/Fax
Channel-management
第九页，共三十二页。
Data Mining/Data Warehouse
•Purchase probability
•Forecasting
Source: Booz Allen Hamilton Survey, 2001
CRM in not a technology term, but instead, a strategy driven holistic management approach
第三页，共三十二页。
CRM is a customer- and value-based management approach to increase the company value
• Case 1– San Fabian Supply Company
• Case 2– Solo Mobile Phone Company
8:00-9:15 9:15-9:30
9:30-10:30
10:30-12:00
第二页，共三十二页。
What is CRM in your mind?
IMDS培训英文版
Create Tips - MaterialsIncorporating the latest of system release 5.0IntroductionThis series of presentations gives a recommended step-by-step procedure for creating MDSs in the IMDS system. While this presentation gives recommendations on how to input data, it does not replace the individual OEM requirements that can be found on: Public pages> FAQ > OEM Specific Info Or specific product recommendations found after login on: RecommendationCopyright © 2007 Electronic Data Systems Corporation2About the Create Tips Series• Originally, the create tips gave information on materials, components, and semi-components. However, by popular demand, the one large document has been divided into smaller documents for ease of use. This is the largest document because the rules and requirements are more complex for materials than for components and semi-components.Copyright © 2007 Electronic Data Systems Corporation3Basic MDS StructureNote - The requirement is to reduce all parts to Basic Substances. At the moment, the system allows mixing of types at the same level - there are some OEM’s and Tier One’s that require all siblings be of the same type - be sure to understand your customer’s requirements before expending a lot of effort – please review Recommendation 001 and other recommendations that pertain to your product.4Component (single part) Material A Basic Substance 1 Semi-component 1 Material B Basic Substance 2 Semi-component 2 Material C Basic Substance 3Mixing types will generate a WarningCopyright © 2007 Electronic Data Systems CorporationWhere To Find Recommendations• The Recommendation link will bring up a screen similar to the following • IMDS 001 is what is commonly referred to as Recommendation 001 • You should check this screen once a month for changesWhen there is an “a” and a “b” part to the Recommendation, there is a file link in “a” that does not work. What it is supposed to link to is in file “b”Copyright © 2007 Electronic Data Systems Corporation5MDS or Module?• DecideMDS or Module? Basic building Block used Several timesCreate a ModuleLimited reuse If you wish, can also create MDS for a basic building block • MDSs require all 3 chapters to be filled in Create an MDSModules only have Modules only have the Ingredients the Ingredients chapter so cannot chapter so cannot be assigned to an be assigned to an Organization Unit Organization Unit nor sent to a nor sent to a recipient recipient- Ingredients, Supplier Data, Recipient Data • Modules only require Ingredients to be defined as the rest gets set when used in an MDSCopyright © 2007 Electronic Data Systems Corporation6Creating Your MDSWhile you can create Components and SemiComponents (if used) within the ingredients tree, Materials must be created separately. It is strongly suggested that you get your materials into the system first. You have three choices for getting material information into IMDS:– Use published materials (use at own risk if not entered by manufacturer of materials or IMDS Committee - anyone can publish and there is no quality check) – Have your supplier input material MDS and send it to you (best if you have time and a cooperative supplier) – Build the material tree yourself and internally release (time consuming and you may not have information)Copyright © 2007 Electronic Data Systems Corporation7Create a MaterialDo You Have to Create a Material?• The first question to ask is “Do I have to create a Material?” – If your material is published to a public norm or standard then most OEMs would prefer that you use an IMDSCommittee Published Material • Do you manufacture the material? – If you do not manufacture the material then you should require your supplier to enter the data and either send or propose it to you. If you cannot get your supplier to enter the data – they must send you the breakdown of the product – ALL substances – a MSDS sheet is NOT sufficient to create a material. • Is the material already in IMDS – either created by my company, my supplier, or IMDS-Committee – The next section will give you some searching tipsCopyright © 2007 Electronic Data Systems Corporation9How to SearchFilters –Ingredients Page Filters•Article Name –the description given on the Ingredients page if your company created it or you are searching in Published data. The description from the Recipient Data page if it was sent/proposed to your company. Note: if you cannot find the MDS, you may want to do a wild card search as there must be an EXACT match to display and leading spaces may be an issue.•Part/Item No. –the Part/Item number from the Ingredients page if your company created it or you are searching in Published data. The information from the Recipient Data page if it was sent/proposed to your company. Note: if you cannot find the MDS, you may want to do a wild card search as there must be an EXACT match to display and leading spaces may be an issue.•ID-No. –the IMDS ID number•Language –only appropriate if searching for a material•Version ––Current –the highest version number or all the versions in edit mode if your company created it. The highest version number that you have visibility to if another company created it –warning –if your supplier uses the practice of creating a copy/new version every time they send to anothercompany, you may not have visibility to the latest version of the MDS and will need to use All Versions.–All Versions –All versions of the ID.•Development Sample Report –If checked, will only return MDSs where the Development Sample Report box has been checked on the Ingredients page •Note: The BEST way to find anything in IMDS is by IMDS ID.You must also be looking in the right place -–Was it created by your company or another–If you cannot find with current versions, try All versions–Use Wild card searches –e.g. if looking for published SAE 1010 steel, use *1010 in the Name fieldFilters –Creation Dates•Published / accepted / internally released –this option will return only RELEASED MDSs(whole number version) and whether they are created by your own company or a supplier or both will depend on how you set other flags.•Created (own MDS) –this option will return only MDSs and modules created by your company, regardless of whether they have been released or not.•Date -this option will limit your results to MDSs released during the time frame (if first box checked) or created during the time frame (if 2nd box check). Note: The dates must be given in the specified format. Only MDSs have the date tracked.Filters –Supplier Created•You can limit hour search to supplier data to data from a select list. By default, for materials, only IMDS-Committee materials will be returned.–Accepted MDSs –return only data that has been accepted by my company–Published MDSs –return only data that has been published–All –selecting this will search all suppliers –not just those on the list–Supplier List –restrict search returns to the suppliers listed. Material searches will automatically have the 3 IMDS-Committee companies listed (see next page for how to add/remove suppliers and a more complete discussion of how this works)–Save List –saves the supplier list for future sessions –this list is saved to the login ID•Note: when searching on Published materials , your supplier list will be supplemented by the IMDS-Committee materials. If you want these on the other tabs, you will have to customize your list.•Additional note –the “save list”from the search screen is also attached to the Receive screen allowing a company to have users focused on certain suppliers. There is a 2nd “save list”available on the Sent screen. •IF YOU DO NOT CHECK THE ALL BOX, ONLY THOSE DATASHEETS CREATED BY THE COMPANIES LISTED WILL BE RETURNED!!!!Materials TabComponents, Semi-Components, AllMDS/Modules TabFilters –Supplier List –Add•To add a supplier to the customized list, click on the• A search screen will appear where you can either search on a Company or an Org Unit•After a search, you select your supplier and hit apply –in this case, I have added KPTest to my list (note –the company numbers displayed are not from the production system.•Multiple suppliers may be selected to apply at one time if click individually on the desired companies or Org Units and then click on Apply.MaterialsTabFilters –Supplier List –Remove•To remove a supplier from the customized list, first highlight the supplier to remove (KPTest above) and then click on the •The results would be similar to below on the materials tabFilters –Organizational Info•Own MDSs–the search results will only return MDSs and not modules •Own Modules –the search results will only return modules and notMDSs•Assigned Org.-Unit –the search result will be limited to MDSs assigned to a particular Organizational Unit•Assigned Contact –the search result will be limited to MDSs with the contact person as selected•Last edited by me –the search result will be limited to those MDSs or Modules last edited by the user ID currently logged in•Note –The Contacts are from a pull-down list modified by the client manager under Administration > Contact PersonMaterial Search Tips•Best to use IMDS ID•Wild cards (*), partial names, etc. may also be useful (discussed later)•You only have access to materials your company has created, data that has been published, and data that was sent to your company and accepted.•The IMDS-Committee only publishes materials to a Public Norm and where that Norm has been defined by the basicsubstances that sum to 100%. (Some public norms givecharacteristics of the material but not the substances defined to 100%)Invoking Material Search•Materials can be found either through the Search option, Material tab or the +green circles on Create > Ingredients window Additionally, prior to Release 4.0, materials and substances could be siblings. MDSs developed prior to May 2006 may still exist but all new versions and copies must be updated so that only materials or only substances are children of a material top node.From SearchFrom Ingredients pageSearch on Data from Ingredients Page –Material SpecificLanguage searchingTrade NameStandard MaterialNumber Material SymbolSelect a Norm/StandardSelect classificationSearching for MaterialsNo Have IMDS ID?Going to have to search on: Part Number, supplier, Partial Name See General MDS Search TipsYesOn Material or All MDS/Module tab Search on Accepted, Published, And Own, Version > AllNote: It is important to get in the habit of selecting all choices for Origin and Version > All . If your supplier has created the MDS, he may not have given you access to the latest version.Found?NoCreated by Your Company? Yes Looks like someone has Deleted the MDS – you will Have to reenterNo Published?NoGo to Section on Searching for Received MDSsYesYes Go to Section on Searching for Published MaterialsApply or viewCopyright © 2007 Electronic Data Systems Corporation21Searching for Published MaterialsSearching for Published Materials (ID Not Known)Manufactured to Public Norm? Yes No No Search from Published MDSs of Select Group of Suppliers Found? Contact supplier for more Information or search on Received MDSsYesApply or viewSearch on IMDS Committee Published DataNote: You should not be using Published Materials from an unknown source – just because someone has published does not mean it is quality data.No Send email to the helpdesk To have them look into Publishing Material – give Website if possibleFound?YesNo one polices the Published Materials list. Users use the non-IMDS Committee MDSs at their own risk. It is recommended that unless the user knows that the MDS supplier is their supplier or manufactures the material, they should take the time to validate the MDS before attaching it to their tree.Apply or viewCopyright © 2007 Electronic Data Systems Corporation23Searching for IMDS Committee Published Materials• The IMDS Steering Committee has published MDSs that comply with a material standard and many companies prefer that you use this data instead of creating your own. If you want a material standard published, send to the helpdesk and we will try to add. Not all standards contain a complete list of substances. We can only publish if the standard includes substances that sum to 100%. These have been added to your saved company list when searching for materials. A list of Public Norms can be found Public Pages > FAQ > General Info > What do the Norms/Standards acronyms mean? Guide to the IMDS Steering Committee Published Materials: – Stahl und Eisen Liste (313) - predominantly steels and steel alloys – no norm/standard on most of them but contain a material number of form 1.nnnn where nnnn is a 4 digit number. – IMDS-Committee (423) – coatings and alloys and also some semi-components – IMDS-Committee / ILI Metals (18986) – steels published to other standards not in the Stahl und Eisen Liste. If it is to a Public Norm/Standard, the Norm/Standard number is incorporated into the Material Name Since the same material may be known by one or more Public Norms, it is best to do a wildcard search on the number to find the material – e.g. to find SAE 1060, enter *1060 in the name field and then mouse over the ellipses (…) to get the entire name and the material you want.•• •Copyright © 2007 Electronic Data Systems Corporation24Create a MaterialBefore You Begin – Must Have Data• The following information will be required for you to complete data entry – – Know a minimum of 90% of the substances in the material – Material Classification – Applicable Public Norms/Standards – Applicable OEM In-House Norms – Applicable Material Symbols – Any special customer requirements – Recommendation 001 and any other Recommendation pertaining to the productCopyright © 2007 Electronic Data Systems Corporation26MDS or Module?• DecideMDS or Module? Basic building Block used Several timesCreate a ModuleLimited reuse If you wish, can also create MDS • MDSs require all 3 chapters to be filled in for a basic building block Create an MDSModules only have Modules only have the Ingredients the Ingredients chapter so cannot chapter so cannot be assigned to an be assigned to an Organization Unit Organization Unit nor sent to a nor sent to a recipient recipient- Ingredients, Supplier Data, Recipient Data • Modules only require Ingredients to be defined as the rest gets set when used in an MDS – cannot send to customer or get assigned to an Org Unit.Copyright © 2007 Electronic Data Systems Corporation27Create the MaterialSelect MaterialCopyright © 2007 Electronic Data Systems Corporation28Material Links• Most materials follow the same path in creation – there are additional special requirements for: – Thermoplastics – ElastomersCopyright © 2007 Electronic Data Systems Corporation29Create a Material – Not a Thermoplastic nor Elastomer• At this point, we are assuming that you have already checked to see if the material exists and it doesn’t • Select a material classification (you only can select underlined classifications)Filled and Unfilled Thermoplastics and Elastomers are handled differently, so we’ll do those later• Once the selection is made, click NextCopyright © 2007 Electronic Data Systems Corporation30Supply Identification• The Material Name and Internal Mat.-No are how you refer to the material. So far, we haven’t seen requirements on the Internal Material number – but some customers have requirements on the Name and Std. Mat-No. • Symbol means the ISO 1043 symbol if it is a polymer it is meaningless for Steels. Although IMDS does not require a symbol for anything other than a Thermoplastic or Elastomer, some other customers have their own ideas how this is to be filled in.Theoretically, you can use the Theoretically, you can use the Material Name and Material-no Material Name and Material-no how you wish, but more and how you wish, but more and more, customers have specific more, customers have specific naming requirements. Please naming requirements. Please review the documentation in review the documentation in Public Pages >> FAQ > OEM Public Pages FAQ > OEM Specific Info and Specific Info and Recommendation 001 Recommendation 001Hint – you CANNOT take the default name - this is the 586793 MDS that’s been created - not useful for finding laterClassification selection is carried over, but you can change with Search button 31Copyright © 2007 Electronic Data Systems CorporationCaution About Names/Trade Names• Materials are multi-lingual. Normally, you will fill in the English and hit save, IMDS will note that the German (DE) is blank and copy the English into the German. • If you change the Name or Trade Name after the save, the English WILL NOT be copied to the German. When you do your search, you will have 2 different items in the results. • Solution - when you change the Name or Trade name, use the pulldown to DE and delete whatever is there, then save and the English will be copied to the German.Users frequently accidentally Users frequently accidentally delete aa material because both the delete material because both the English and German are displayed English and German are displayed in a search. IF IT IS THE SAME in a search. IF IT IS THE SAME ID/VERSION IT IS THE SAME ID/VERSION IT IS THE SAME MDS!! MDS!!Copyright © 2007 Electronic Data Systems Corporation32Norms and Standards• This material is going to be a type of steel • Now to Norms, if there are any, click on + • Only OEMs have Inhouse Norms -some suppliers manufacture to an OEM norm. If you don’t find your norm, add it to the comment fieldLately, some OEMs have Lately, some OEMs have been requiring the Materialbeen requiring the MaterialNo. field to include the Norm No. field to include the Norm because of their in-house because of their in-house systems. systems.Find NormsNote: NOT ALL MATERIALS ARE MANUFACTURED TO A NORM. IF MANUFACTURED TO A NORM, YOU MUST INCLUDE IT. IF THERE IS NO NORM, YOU CANNOT INCLUDE IT.Copyright © 2007 Electronic Data Systems Corporation33Add Norms• Depending on what you select on the left window, the right window will change • Select from the right window and enter the code • Click on Apply • Inhouse norms are added the same way but appear in the lower boxAbout in house Norms –– they are only visible to the About in house Norms they are only visible to the MDS creating company and the OEM whose norm they MDS creating company and the OEM whose norm they are. Everyone else in the supply chain will not see are. Everyone else in the supply chain will not see them. Suppliers who copy instead of reference the MDS them. Suppliers who copy instead of reference the MDS sent to them will not know that aa material has been sent to them will not know that material has been made to an OEM norm. made to an OEM norm.Copyright © 2007 Electronic Data Systems Corporation34Material Supplier• The Norms have been applied repeat if there are any more Enter your supplier information if required or desired Click on SaveIf required, enter the material supplier name - this probably is not the same as the supplier of the MDS (in this case your company)Applied Norms••Many suppliers don’t Many suppliers don’t want to state who want to state who their suppliers are. their suppliers are. Check with your Check with your customer to see if customer to see if this is aa this is requirement. requirement.Copyright © 2007 Electronic Data Systems Corporation35Remark• The Norms have been applied repeat if there are any more Enter any pertinent remarks Click on Save• •If required, enter any remarks - the English is not copied to the German here – when copying/pasting from an MSOffice product you may have problems as the hidden formatting characters interfere with saving your remarks. If you must copy/paste, use Notepad or Wordpad. Good uses for this field are weight information – e.g. 1 gram/cc or 2 grams per cm.Copyright © 2007 Electronic Data Systems Corporation36Development Sample Report•This box is to be checked if the material you are reporting is preproduction. Click on Save•Development Sample Report Check boxCopyright © 2007 Electronic Data Systems Corporation37Construct Tree• You can add Materials or Basic Substance - in this case, click on theAdd Material: • Your defined materials • Materials that have been published • Materials that have been sent to and accepted by your companyAdd Basic Substance • Substances that have a CAS (Chemical Abstracts Service Number), a Pseudo Substance or joker/wildcardCopyright © 2007 Electronic Data Systems Corporation38Basic SubstancesAbout Basic Substances• Only substances expected to be found on the vehicle at it’s end of life are to included in the ingredients. The same philosophy guides the GADSL list ( Global Automotive Declarable Substance List – ) You will not find processing chemicals on the GADSL although some of them may be harmful. Neither IMDS nor the GADSL is an exhaustive list – with 100,000s of chemicals, it is impossible to list every CAS number. If a CAS number doesn’t appear on the GADSL does not mean it is not declarable/prohibited as the GADSL really is the category list and the reference list is just that – a reference. the GADSL is only updated once a year. IMDS can be updated based on a user request to the helpdesk. Before asking the helpdesk to add a CAS number, please run it through the CAS number check (at least 50% of the requests the helpdesks get have an incorrect CAS number) - /expertise/cascontent/registry/checkdig.html Not every substance with a CAS number is considered a basic substance in IMDS terms. There are alloys or “groups” that have been assigned a CAS number. Because the IMDS substance list is a validated list that has been developed over the years at a cost, it is NOT available for download and Use Conditions prohibit the use of the list in 3rd party software except where an agreement exists between the vendor and IMDS.••• •Copyright © 2007 Electronic Data Systems Corporation40Basic Substance Search Tips•Best to use CAS number -if it isn’t in the system, send an email to the helpdesk and ask that it be added–When the substance is added or the request is rejected, the helpdesk will notify the user•This is a European system and there are European spellings -aluminium vs aluminum, sulphur vs sulfur, etc.•Wild cards (*), partial names, etc. may also be useful–*resin will return all resins–Silicone will return all substances starting with silicone–*fibre will return Pseudo-substances that are usually used as fillers or natural occurring substances–Basic duromer, basic elastomer, basic oil, Thermoplastic elastomer and basic rubber will return pseudo-substances in those categories• A Pseudo-Substance gives an accurate description of the substance or the substance group but does not have a CAS-No. It is important to point out that these substances are accepted as real substances in IMDS and are not considered as wildcards. They are therefore allowed to be used within the 90% disclosure rule according to the IMDSRecommendation 001. If the substance exists as a Pseudo-substance in IMDS, it will not be added as a substance with a CAS number.Searching for Basic SubstanceHave CAS Number?Find substance after CAS no. search?CAS number valid?Use /expertise/cascontent/registry/checkdig.html to perform Check on CAS no.Submit request by email to Helpdesk with CAS no., and Name of substance and they Will ask that it be added –(1-2 Weeks)Get a valid CAS number from Supplier or EngineeringApply substance to your treestructureYesYesYesNoNoNote –not all substances with CAS numbers will be added –those already in the system asPseudo Substances and those that represent alloys or groups will not be added.Found as Pseudo Substance?Search for Pseudo Substances(see next page)NoApplyYesFound similar Pseudo Substance?Submit request by email to Helpdesk with all information and they will ask that it be added –(1-2 Weeks)YesNoIt is probably a Material and will Have to be enteredAs suchNoHow to Search forPseudo Substances• A Pseudo Substance has a –in the CAS number field. Pseudo substances can be used up to 100% of a material –however, it is doubtful that any material would be made of 100% of any substance or else you would be supplying a basic substance and if that is the case, you should not have to enter into IMDS.•Since search results are limited to 500 returns, it is not possible to look at a complete list of Pseudo Substances in the system. You will need to enter some information in the name field to find the type of Pseudo Substance you are looking for –for example:–Basic Duromer–many of these are resins–Basic Oil –limited list of oils –because many oils are PAHs, you will usually have to search by CAS number –Basic Polymer –many are ISO 1043 substances –you could also search on polymer name (e.g. *PA6, *EMAK, *FEP, etc.)–Basic Rubber –again you could either look through the entire list or enter the name in the field –a wildcard search works best (e.g. *ABR, *XCR, etc.)–Plasticizer –best to do a wildcard search –e.g. enter *plasticizer in the name field–Flame Retardant –several undeclarable/non-prohibited can be found by entering *1043-4 in the name field –Man-made fibers –can be found by entering Man-made in the name field–Natural fibers such as wool and hair –can be found by entering Natural in the name field–Thermoplastic Elastomers–can be found by entering Thermoplastic in the name field or by more specific searches on the name (e.g. *TPC, *TPV, etc.)–Soaps and other Thickeners –can be found by entering Thickener in the name field–Some other fillers can be found by entering the ISO 1043-2 description (e.g. MD for Mineral Powder). You might also try entering *1043-2 in the name field to find the fillers used in Thermoplastics.–Resins are frequently found by entering *resin in the name field•The above does not contain an exhaustive list, but guidelines on how to structure your search for pseudo substances.Jokers/Wildcards•You may use jokers/wildcards in your structure if BOTH of the following conditions are true:–The substance being replaced is not declarable or prohibited–The TOTAL of all undeclared substances (substances marked confidential or joker/wildcard) is a MAXIMUM of 10% -except whereexemption is given in a Recommendation•Jokers/Wildcards have the CAS number system and there are only 9 of them in IMDS:Find First Substance•Enter the entirecompound, or ashortened version ofit, or the CAS numberand click on SearchSearch hint:Sometimes less ismore -the more filtersyou fill in, the more ithas to match and thesearch may comeback unsuccessful.。
供应商管理培训资料英文版
Costs
Promotion
Transportation Costs
Warehousing Costs
Marketing Objective: Allocate resources to the marketing mix in such a manner as to maximize the long-term profitability of the firm.
Logistics Objective:
Minimize Total Costs given the customer service objective where total costs = Transportation Costs + Warehousing Costs + Order Processing and Information Costs + Lot Quantity Costs + Inventory Carrying Costs
❖ What is the Role of Logistics in the Global Economy?
❖ Summary
LOGISTICS MANAGEMENT DEFINED
….the process of planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from the point-of-origin to the point-of-consumption in order to meet customers' requirements.
供应链管理培训汇总篇-英文版(17个ppt)2
Types of Inter-company
2-7
Business Process Links
Tier 3 to Initial
suppliers
Tier 2 Suppliers
Tier 1 Suppliers
1
2
n
1
1
n
2
1
2
3
3
n
n
1
n
Managed Process Links Monitor Process Links Not-Managed Process Links Non-Member Process Links
Tier 3 to n customers Consumers / End-Customers
Supply Chain Network Structure 2-4
Tier 3 to Initial
suppliers
Tier 2 Suppliers
1 2
n
1
n
1 2 3
n
1
n
Focal Company
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Initial Suppliers Tier 3 to n suppliers
Tier 3 to n customers Consumers / End-Customers
Tier 1 Customers
Tier 2 Customers
Tier 3 to Consumers/ End-Customers
1
2
1
n
西门子培训ppt课件
Outlook ... and more
Supplementary conditions
▪ From SW 4 onwards, no HMI Advanced
Supplementary conditions
x x
Wireless HT
42
x
PROFINET
57,58
x
Achsen/axes
70
x
Antrieb/Drive
74-80
x
DQI-Geber
83,84
x
SMC40
85-88
x
x
CMC20-SITOP PSU400M
89
x
IVP
90
x
Inbetriebnahme/Commissioning 100,101,105
x
The information in this brochure may contain descriptions or performance characteristics that are not always as described in specific applications or which may have changed during the further development of the products. The desired performance characteristics are only binding when expressly agreed upon while concluding the contract. Delivery conditions and technical characteristics are subject to change without prior notice. All product designations may be trademens AG or other companies, the use of which by third-parties for their own purposes may violate the rights of their owners
西门子供应链培训官方资料2
sThis edition of our Bylaws for the Managing Board, prepared for the convenience of English-speaking readers, is a translation of the German original.Bylawsfor the Managing Boardof Siemens Aktiengesellschaft Version dated April 28, 2009General(1) The management of the company shall be the Managing Board's ownresponsibility. The Managing Board is under an obligation to promote the company's interests and drive sustainable growth in enterprise value.(2) The members of the Managing Board shall manage the business of thecompany in accordance with the law and in accordance with the Articles of Association and these Bylaws.(3) The Managing Board shall ensure compliance with all relevant legalrequirements and internal company policies, and promote such compliance in all Siemens companies. It shall ensure appropriate risk management and risk controlling.(4) Members of the Managing Board shall not, as a rule, be over 65 years of age.§ 2Conflicts of interest(1) When making their decisions, members of the Managing Board may not beguided by personal interests nor may they exploit for their own advantage business opportunities offered to the company. Over and above the provisions specified in § 88 German Stock Corporation Act (AktG), the members of the Managing Board shall be subject to a comprehensive prohibition on competitive activity for the period of their membership of the Managing Board and the period of their contract of employment.(2) In connection with their function, the members of the Managing Board maynot demand or accept gifts or other benefits from third parties either for themselves or for other persons, or grant unjustified benefits to third parties. (3) The members of the Managing Board are under an obligation to disclose anyconflicts of interest without delay to the Chairman of the Supervisory Board and to inform the others members of the Managing Board thereof. The Chairman of the Supervisory Board shall inform the Chairman's Committee of the Supervisory Board of the conflict of interest on the part of a member of the Managing Board when the relevant issue is presented to the Supervisory Board for a decision. All transactions between the company or an entity related to the company on one side, and members of the Managing Board or persons, companies or organizations related to members of the Managing Board on the other side, must be conducted in accordance with the standards that would apply in arm’s length transactions. If an individual transaction of this kind does not require the involvement of the Supervisory Board pursuant to § 112 German Stock Corporation Act (AktG) but the value of the transaction concerned exceeds € 25,000, the transaction shall nevertheless require the consent of the Supervisory Board.Allocation of business responsibilities(1) The responsibilities of the Managing Board shall be allocated among anumber of portfolios, these being the portfolio of the President of the Managing Board, known as- Chief Executive Office,the three Sector portfolios (Sectors),- Energy- Industry- Healthcare,and the five corporate function portfolios,- Finance and Controlling- Legal and Compliance- Human Resources (“Arbeitsdirektor” as defined in the German Codetermination Act (MitbestG))- Technology- Supply Chain Management.(2) Any other allocation of business responsibilities to the members of theManaging Board shall be derived from the business allocation plan as defined by the Supervisory Board based on a proposal by the Chairman’s Committee of the Supervisory Board. As the member of the Managing Board with responsibility for the Human Resources portfolio, the “Arbeitsdirektor” shall be appointed in accordance with the requirements of § 33 German Codetermination Act (MitbestG).(3) The Divisions, Cross-Sector Businesses and Corporate Units assigned to theindividual Managing Board portfolios and the portfolios holding authority and responsibility for the Regions shall be defined in the business allocation plan agreed by the Supervisory Board in accordance with paragraph 2.(4) Within the framework of the resolutions of the Managing Board and inconformity with the provisions for collective responsibility pursuant to Section 4, the Sector portfolio holders shall be responsible for conducting business activities in their respective Sectors. In particular, they shall be responsible for all the development, production and sales activities in these areas and for the profit or loss from their business activities.(5) In conformity with the provisions for collective responsibility pursuant toSection 4 and as defined in greater detail by the Managing Board, the duties of the corporate function portfolios shall include guidelines, monitoring andcoordinating responsibilities for all parts of the company. The heads of the Finance and Controlling, Legal and Compliance, Human Resources and Supply Chain Management portfolios shall have an unrestricted right to issue instructions in relation to their function across all parts of the company. This shall also apply – to the extent permitted by law – to the heads of units that form a separate legal entity and to the heads of Siemens companies outside Germany.(6) The detailed delineation between the Sectors and Divisions and thebreakdown of the Divisions into Business Units shall be specified by the Managing Board. The same shall also apply to the definition of Cross-Sector Businesses, Cross-Sector Services and Corporate Units. The Supervisory Board shall be informed of the definitions established in accordance with sentences 1 and 2. Within the framework of the applicable provisions of the Codetermination Law, the employee representatives are to be consulted in a timely manner prior to the sale or closing of a Business Unit.(7) The structure and reporting obligations of the Divisions and Business Unitsshall be decided by the Managing Board based on a proposal by the President of the Managing Board. The appointment and dismissal of senior management members in the Divisions and Business Units shall be decided by the Managing Board based on proposals by the President of the Managing Board. Specifically, the Managing Board shall appoint and dismiss the holders of the following senior management positions:a) Sector CFOs, Sector General Counsels, Sector Heads of HumanResources, as well as - if applicable - Sector Heads of Technology andSector Heads of Strategy,b) Division CEOs, Division CFOs, Division General Counsels as well as -if applicable - Division Heads of Human Resources,c) Business Unit CEOs and Business Units CFOs,d) Cross Sector Businesses CEOs and Cross Sector Businesses CFOs,e) Cross Sector Services CEOs,f) Heads of Corporate Units and General Counsel Corporate,g) Regional Cluster CEOs, Regional Cluster CFOs, selected CountryCEOs and Country CFOs, Regional Heads of Human Resources aswell as Regional General Counsels.(8) The appointment and dismissal of Sector CFOs, Sector General Counsels,Sector Heads of Human Resources, Sector Heads of Technology and Division CEOs pursuant to paragraph 7 shall require the approval of the Chairman's Committee of the Supervisory Board.§ 4Collective responsibility(1) The members of the Managing Board shall bear collective responsibility forthe entire management of the company. They shall work cooperatively and provide each other with information on an ongoing basis about important activities and transactions in their respective Managing Board portfolios. If a member of the Managing Board has serious misgivings about an issue in a portfolio for which another member of the Managing Board is responsible and he/she is unable to resolve these concerns in a discussion with the other Managing Board member concerned, he/she is under an obligation to present the matter to the full Managing Board for a decision. In such cases, the matter must remain pending or the action be halted until a decision is taken by the Managing Board.(2) The overall interests of the company shall have priority over the interests ofthe individual Managing Board portfolios.(3) The Managing Board shall be required to take a decision in all matters forwhich a decision by the Managing Board is prescribed by the law, Siemens’ Articles of Association or these Bylaws, specifically regardinga) fundamental issues relating to business policies and company strategy;b) annual planning and multi-year planning;c) preparation of the annual financial statements and the consolidatedfinancial statements, the management's discussion and analysis andconsolidated MD&A, and the submission of all of these documents to theSupervisory Board;d) convening of the Shareholders' Meeting;e) proposals for the agenda of the Shareholders' Meeting;f) submissions to the Supervisory Board and to the Shareholders' Meetingrequired by law or by the Siemens' Articles of Association;g) transactions that require the consent of the Supervisory Board;h) all matters that are submitted to the Managing Board by the Presidentor a member for decision.(4) A portfolio assigned to an individual member of the Managing Board shall bethat member’s own responsibility subject to the decisions taken by the Managing Board as a whole. Where activities and transactions in one Managing Board portfolio also concern one or more other portfolios, the Managing Board member concerned must reach an agreement in advance with the other Managing Board members involved. If agreement cannot be reached, each of the Managing Board members involved is under an obligation to ensure the matter is brought to the full Managing Board for a decision. In such cases, the matter must remain pending or the action be halted until a decision is taken by the Managing Board.(5) Activities and transactions in a particular Managing Board portfolio that areconsidered to be extraordinarily important for the company or associated with extraordinary economic risk shall require the prior consent of the full Managing Board. The same shall also apply to such activities and transactions for which the President or another member of the Managing Board demands a prior decision by the Managing Board.(6) A member of the Managing Board may proceed with activities andtransactions of the kind described in paragraph 4 sentence 2 and paragraph 5 without the prior consent of the Managing Board or – in the case of para-graph 4 sentence 2 – without the prior agreement of the other Managing Board members involved if the Managing Board member concerned believes, after due consideration, that the activity or transaction is required to avoid a severe, imminent disadvantage to the company. The President of the Mana-ging Board must be informed of any such activity or transaction without delay.§ 5President of the Managing Board(1) The President of the Managing Board shall be responsible for thecoordination with respect to the subject matter of all Managing Board portfolios. He/she shall endeavor to ensure that the management of all Managing Board portfolios is uniformly guided by the objectives set and approved by the Managing Board as a whole.(2) The President of the Managing Board may at any time request informationfrom the members of the Managing Board regarding issues within their respective portfolios and may specify that he/she must be kept informed from the outset about certain types of transactions. He/she may at any time also request information from a Division CEO about matters in the Division concerned; the Managing Board member responsible for the relevant Sector (Sector CEO) shall be informed accordingly. The President of the Managing Board shall be authorized to issue audit instructions to corporate audit; the head of the Finance and Controlling portfolio, who is responsible for corporate audit, shall be informed accordingly.(3) The President of the Managing Board shall represent the Managing Boardand the company in external relations, specifically involving public authorities, trade associations, economic organizations and media. This responsibility can be delegated to another member of the Managing Board in certain types of circumstances or on a case-by-case basis.(4) The President of the Managing Board shall have responsibility for leading theManaging Board in its cooperation with the Supervisory Board and its members. He/she shall keep the Chairman of the Supervisory Board regularly informed regarding the state of business and the position of the company.He/she must report to the Chairman of the Supervisory Board without delay if there are important reasons for doing so or if there are business issues that may have a significant impact on the position of the company. The Chairmanof the Supervisory Board may also at any time request from the members of the Managing Board information regarding matters in their respective portfolios; the President of the Managing Board must be informed immediately and in full regarding any such requests. A member of the Supervisory Board can – through the Chairman of the Supervisory Board – effect the provision of information regarding matters in the Managing Board portfolios from the President of the Managing Board.§ 6Meetings and decisions(1) The meetings of the Managing Board shall be convened by the President ofthe Managing Board. Any member of the Managing Board may request the convening of a meeting, specifying the matters to be discussed. The Managing Board shall decide the calendar of meetings (Board Calendar). (2) The agenda shall be distributed with the invitation to the meeting, whichshould be sent at least one week before the meeting. Proposed resolutions in connection with items on the agenda shall also be included. Any member of the Managing Board may request the addition of items to the agenda. Such a request must be made at least five days before the meeting unless the degree of urgency justifies shorter notice.(3) The President of the Managing Board shall chair all meetings. He/she shalldetermine the order in which agenda items are discussed, and the method and order of voting. He/she shall have the right to defer deliberations and decisions on individual agenda items.(4) The President of the Managing Board may determine whether persons whoare not members of the Managing Board can be admitted to a meeting to take part in the deliberations on individual agenda items. The President of the Managing Board shall determine the minutes secretary.(5) The Managing Board shall have a quorum if two thirds of its members takepart in a decision. Members of the Managing Board who are connected to a meeting by telephone or video conference shall be deemed to be present.Absent members of the Managing Board may cast their votes in writing, by telephone, by fax or by other normal means of communication (e.g. e-mail).Absent members of the Managing Board shall be informed without delay of decisions taken in their absence. Except in urgent cases, discussions and decisions regarding matters in the portfolio of an absent member of the Managing Board shall only take place with his/her consent.(6) As far as possible, decisions of the Managing Board shall be takenunanimously. If unanimity cannot be achieved, a decision shall require a simple majority of votes cast. The President of the Managing Board shall have the deciding vote in the event of equal votes for and against a proposal.(7) If so instructed by the President of the Managing Board, decisions may alsobe taken by telephone conference call, video conference, or outside meetings by the submission of votes in writing, by telephone, fax or other normal means of communication (e.g. e-mail). In derogation from paragraph 6 sentence 2, a decision of this kind can only be valid if at least two thirds of the members of the Managing Board have voted in favor of the proposal.(8) Minutes shall be taken for every meeting of the Managing Board. The minutesshall include the location and date of the meeting, the persons attending, the agenda, and the wording of decisions taken. The minutes shall be signed by the President of the Managing Board and the minutes secretary, and sent to all members of the Managing Board. The minutes shall be deemed to be approved unless an objection is lodged by a member of the Managing Board no later than at the next meeting following receipt of the minutes. Decisions of the Managing Board taken in accordance with paragraph 7 shall be entered by the President of the Managing Board in a separate record; this record shall be sent to every member of the Managing Board without delay.(9) If the President of the Managing Board is unable to carry out his/her duties,the duties for which he/she is responsible in accordance with this Section 6 shall be carried out by the member of the Managing Board appointed by the President to carry out the tasks involved. If the President of the Managing Board has not appointed any other Managing Board member as his/her deputy, or if the appointed Managing Board member is also unable to carry out the duties concerned, the duties shall be performed by the Managing Board member oldest in age. The deputy shall not be entitled to use the President’s deciding vote in accordance with paragraph 6, sentence 3.§ 7Committees of the Managing Board(1) The Managing Board may form committees to deal with certain tasks. It shallappoint one committee member as committee chairman.(2) Meetings of committees shall be held as required. Where meeting dates arenot determined in advance on the board calendar, the chairman of a committee shall convene a meeting with at least one week’s notice if he/she deems a meeting necessary or if a committee member requests a meeting and specifies the issues to be dealt with at the meeting.(3) Decisions of Managing Board committees shall require unanimity unlessotherwise stipulated in the decisions establishing such committees.(4) The rules in section 6 of these Bylaws shall apply mutatis mutandis to themeetings and decisions of the Managing Board committees.§ 8Former members of the Managing Board(1) Former members of the Managing Board shall no longer be involved in thebusiness operations of the company once they have left the Managing Board.They shall refrain from exercising any influence over the business operations of the company and from any public statements regarding such operations.The obligation on current members of Siemens’ decision-making bodies and senior managers to ensure that they do not disclose confidential information and company secrets shall also continue to apply to members of the Managing Board and Supervisory Board, and to senior managers, once they have left the company.(2) Where former members of the Managing Board hold positions on SupervisoryBoards, similar positions in companies, or positions in academic, social, cultural, professional or other organizations, they shall not occupy these positions on behalf of the company. The company shall not be responsible for any expenses and obligations arising in connection with the fulfillment of such roles.(3) In derogation from paragraph 2, an agreement can be made on a case-by-case basis for a member of the Managing Board - once he/she has left the Managing Board - to take up or continue certain positions on behalf of and in the interests of the company if there is a particular benefit for the company in the case concerned. Any such agreement must be made in writing and requires the approval of the Chairman's Committee of the Supervisory Board.(4) If an agreement is in place in accordance with paragraph 3, the formerManaging Board member involved shall be entitled to reimbursement of expenses incurred in connection with the fulfillment of the role concerned and to any necessary and reasonable support from the company. The agreement may also include provision for appropriate compensation.。
西门子供应链培训官方资料6
sThis edition of our Bylaws for the Chairman’s Committee, prepared for the convenience of English-speaking readers, is a translation of the German original.Bylawsfor the Chairman’s Committeeof the Supervisory Boardof Siemens AktiengesellschaftVersion dated September 23, 2009§ 1Composition and duties1. The Chairman’s Committee of the Supervisory Board shall be comprised ofthe Chairman and Deputy Chairmen of the Supervisory Board as well as one further member to be elected by the Supervisory Board.2. The Chairman of the Supervisory Board shall head the Chairman’sCommittee and coordinate its activities.3. The Chairman’s Committee shall be responsible for performing the duties setout in these Bylaws – and, in particular, for:a) making recommendations to the Supervisory Board on the appointmentand dismissal of members of the Managing Board;b) handling the contracts of the members of the Managing Board,preparing the determination of the Managing Board compensation by theSupervisory Board’s plenary meetings, and preparing reviews of theManaging Board compensation system at the Supervisory Board’splenary meetings;issues.c) corporategovernance§ 2Appointment of Managing Board members,Execution of contracts1. The Chairman’s Committee shall be responsible for making recommendationsto the Supervisory Board on the appointment and dismissal of members of theManaging Board and on extending their appointments.2. In preparing recommendations on the appointment of Managing Boardmembers, the Chairman’s Committee shall take into consideration a candidate’s professional qualifications, international experience and leadership qualities, the long-range plans for succession, and also pay attention to diversity in the composition of the Managing Board, that has to be observed by the Supervisory Board.3. Regarding the overall compensation and pension payments of individualManaging Board members, adopted at the Supervisory Board’s plenary meetings, the Chairman’s Committee is responsible for the execution, amendment, extension and cancellation of employment contracts and pension agreements with Managing Board members.4. The Chairman’s Committee decides whether to approve other contracts andbusiness transactions with Management Board members and related parties. 5. The Chairman’s Committee decides whether to approve the additionalactivities of Managing Board members – in particular, their positions on thesupervisory boards of other companies outside Siemens. The Supervisory Board’s plenary meetings shall remain responsible for decisions regarding making allowance for the possible compensation of additional activities.6. The Chairman’s Committee shall submit recommendations to the SupervisoryBoard regarding the allocation of responsibilities among Managing Board members to the extent permitted by law.§ 3Employment and remuneration of Managing Board members1. The Chairman’s Committee shall prepare proposals to be submitted at theSupervisory Board’s plenary meetings regarding the Managing Board compensation system, including the determination of the overall remuneration of the individual Managing Board members. The conditions of employment of Managing Board members should be comparable to those provided by domestic and international competitors. In the proposals for determining the compensation, the requirements of the German Stock Corporation Act and the German Corporate Governance Code are to be observed.2. This remuneration should comprise fixed and variable components. It shouldalso include a stock-based component. The level of the variable component shall depend on the attainment of certain goals that are set by the Supervisory Board’s plenary meeting at the start of the fiscal year. The extent of the stock-based component shall be determined on an annual basis at the Supervisory Board’s plenary meetings.3. The Chairman’s Committee shall issue an annual Compensation Report andprepare the Report of the Supervisory Board to the Annual Shareholders’ Meeting.§ 4Recommendations regarding composition of Supervisory Board committees The Chairman’s Committee shall submit recommendations regarding the composition of Supervisory Board committees to the Supervisory Board.§ 5Appointment of Sector heads and Division CEOsThe President of the Managing Board shall inform the Chairman’s Committee of the Supervisory Board of the intention to appoint or dismiss Sector CFOs, Sector General Counsels, Sector Heads of Human Resources, Sector Heads of Technology and Division CEOs. In the case of an appointment, it shall provide personal information and career details regarding the candidate. In the case of a dismissal, it shall provide appropriate reasons. The appointment and dismissal at issue shall require the approval of the Chairman’s Committee of Supervisory Board.§ 6Corporate governanceThe Chairman’s Committee of the Supervisory Board shall be responsible for:a) reviewing the company’s corporate governance guidelines, including theBylaws for the Supervisory Board, and submitting recommendations for their improvement to the Supervisory Board;b) preparing the proposal regarding the Declaration of Conformity, including theexplanation of deviations from the German Corporate Governance Code, for a decision by the Supervisory Board;c) reviewing compliance with the Declaration of Conformity with the GermanCorporate Governance Code.§ 7Other dutiesThe Chairman’s Committee of the Supervisory Board shall be responsible for:a) deciding whether to approve loans to the individuals specified in § 89 and§ 115 of the German Stock Corporation Act. No loans from the company are provided to members of the Supervisory or Managing Boards;b) deciding whether to approve the decisions regarding capital measures andthe preparation of capital measures, which by law or as a result of measures adopted by the Annual Shareholders’ Meeting require Supervisory Board approval and which are not listed in Section 4, paragraph 3 c) of the Bylaws of the Supervisory Board;c) changing the wording of Siemens’ Articles of Association;d) other measures assigned to it by the Bylaws or by a decision of theSupervisory Board.§ 8Meetings and voting procedures1. Meetings of the Chairman’s Committee shall be convened, with at least twoweeks notice, by the Chairman of the Chairman’s Committee or, if he or she is unable to do so, by a representative, whom the Chairman has designated sufficiently in advance.2. In urgent cases, the Chairman of the Chairman’s Committee may convenemeetings with less than two weeks notice. The provisions of the Bylaws of the Supervisory Board regarding the convening, form and recording of meetings and decisions and regarding quorums and voting procedures shall apply analogously to the proceedings of the Chairman’s Committee. At least three members of the Chairman’s Committee must take part in Committee votes. 3. The Chairman of the Supervisory Board shall have the deciding vote whenthe Chairman’s Committee is unable to reach a decision in two separate rounds of voting. The Deputy Chairmen shall not have a deciding vote in these cases.4. The Chairman of the Chairman’s Committee may invite other individuals toattend meetings of the Chairman’s Committee.§ 9Internal procedures1. The Chairman’s Committee shall be entitled to obtain information regardingmatters related to its activities from the Managing Board and from executive employees of the company who report directly to the Managing Board as well as to engage company employees to carry out preliminary work.2. To perform its duties, the Chairman’s Committee may call in auditors, legalspecialists and other internal and external consultants, if it so decides. The Chairman of the Chairman’s Committee may permit these and other respondents to attend its meetings. The costs shall be borne by the company.3. The Chairman’s Committee should regularly review the efficiency of itsoperations. This efficiency review may be included in the efficiency review referred to in Section 1, paragraph 8 of the Bylaws for the Supervisory Board.The Chairman’s Committee shall regularly review its Bylaws and, when necessary, recommend appropriate changes to the Supervisory Board.4. The Bylaws for the Chairman’s Committee shall be published.§ 10Reporting and explanations1. The Chairman of the Chairman’s Committee shall provide the SupervisoryBoard with regular reports regarding the activities of the Chairman’s Committee.2. The issuance and receipt of any additional documents or explanationsrequired to implement the decisions of the Chairman’s Committee shall be handled on behalf of the Chairman’s Committee by the Chairman of the Chairman’s Committee or, if he or she is unable to do so, by a Deputy Chairman.§ 11ConfidentialityThe members of the Chairman’s Committee of the Supervisory Board may not disclose the information contained in the confidential reports they receive or the contents of confidential discussions. They shall also ensure that any employees who have obtained such information comply with this rule.。
供应链管理培训汇总篇英文版15
Functions of Packaging
•11-7
• Marketing
»Informatinment »Protection »Apportionment »Unitization »Convenience »Communication
requirements for special handling. • Environmentally conscious packaging may save
disposal costs and improve the company’s image. • Returnable containers provide cost savings and
•Problem Area
•Percent Mentioning
1. Cost of equipment/financial justification 2. Downtime or reliability of equipment/maintenance interruptions 3. Software-related problems, such as poor documentation,
Benefits of Good Packaging •11-8
• Lighter packaging may save transportation costs. • Careful planning of packaging size/cube may allow
better space utilization. • More protective packaging may reduce damage and
automation
• 19.0% • 10.0 • 8.0
西门子供应链培训材料2(英文PPT 15页)
Plan Metrics (2)
Total Inventory Days of Supply
Total Inventory Costs
Plan - Key Performance Indicators
Rate of warehouse inventory to average demand for Mat, WIP, UE and FE, uncharged deliveries and services and receivables
Costs of holding material Components: 1. Cost of warehouse investment; 2. Cost of warehouse administration; 3. Cost of warehouse transactions; 4. Interest charges for capital tied up in the inventories; 5. Risk costs (e.g. scrap, reject products)
Key Performance Indicators
- Defintitions -
Munich April 2001
Global Procurement and Logistics
Key Performance Indicators
A List of Business Unit-Independent KPI for each Core Process have been Identified
GPL GLO LP
KPI.ppt - April ‘01 Page 5
(新)西门子物流(英文)
3
Agenda
Logistics in China
Changes and Trends in Chinese Logistics
How Leading Companies Will Achieve Competitiveness
More than 50% of MNC distribute to > 50 cities* Accelerating growth outside traditional coastal areas
Central and West are 50% of GNP and 62% of population
R:\market\ppt\ logistics in china
*Source: China Statistical Yearbook
8
The Pattern of Trade is Changing
Logistics in China
More than 50% of MNC distribute to > 20 provinces*
Logistics in China
450 400 350 300 250 200 150 100 50 0
Billion USD
91
92
93
94
95
96
97
98
99
00(est)
“Within 20 years China will account for 10% of world
trade and rival the USA and the European Union in size”
供应链管理培训资料(英文版)
LEVEL I METRICS
PERFECT ORDER FULFILLMENT - %
DELIVERED COMPLETE WITH ALL ITEMS ON THE ORDER IN THE QUANTITY REQUESTED
DELIVERED ON TIME TO CUSTOMER’S REQUEST DATE
ELEMENTS -SUPPLY CHAIN MANAGEMENT PLAN-SOURCE-MAKE-DELIVER-MEASURE
• SUPPLY CHAIN INFRASTRUCTURE
TRANSFER OF INFORMATION, MATERIALS AND CASH
• DEMAND MANAGEMENT
DEVELOPED AND ENDORSED THE SCOR (SUPPLY CHAIN OPERATIONS REFERENCE MODEL) AS A CROSS INDUSTRY STANDARD FOR SCM
SPECIAL INDUSTRY GROUPS
AEROSPACE AND DEFENCE COMPUTERS & ELECTRONICS EQUIPMENT PHARMACEUTICALS & CHEMICALS UTILITIES - TELECOMMUNICATIONS RETAIL - CONSUMER PACKAGED GOODS DEFENSE AND INDUSTRIAL SEMICONDUCTORS
CUSTOMER ORDER MANAGEMENT PROCESS FORECASTING CUSTOMER PARTNERSHIPS
• SOURCING
供应链管理培训汇编篇英文版16
Supplier Development Defined
A systematic organizational effort to create and maintain a network of competent suppliers and to improve various supplier capabilities that are necessary for the buying organization to meet its increasing competitive challenges.
Develop Evaluate sourcing and select strategy suppliers
Procure materials
Manage supplier relationships
• Goals and points of focus during the next year by category and in total
± The costs of carrying inventory include: Capital costs associated with the inventory investment Inventory service costs (insurance and taxes) Storage space costs Inventory risk costs
Objectives of Systems Contracts and Stockless Purchasing
• Lower inventory levels. • Reduce the number of suppliers. • Reduce administrative cost and paperwork. • Reduce the number of purchases of small dollar value
MEA培训教材西门子
MEA培训教材西门子1. 引言MEA〔西门子机电自动化〕是一种综合性的解决方案，它将机械、电气和自动化技术相结合，用于提高生产效率和降低运营本钱。
西门子作为全球领先的工业自动化和数字化解决方案提供商，为企业提供了一系列的培训教材，旨在帮助使用者了解并合理应用MEA技术。
本文档将介绍西门子MEA培训教材的内容，涵盖了设备安装、编程培训、系统运维等方面的内容。
通过使用这些培训教材，用户可以快速上手西门子MEA系统，并有效提升自己的技能水平。
2. 设备安装设备安装是MEA系统的第一步，它涉及到硬件设备的安装和连接。
在西门子MEA培训教材中，用户将学习如何正确安装PLC〔可编程逻辑控制器〕，传感器、执行器以及其他与机电自动化相关的设备。
在设备安装阶段，用户需要掌握正确的连接方式、电气接线和设备调试等技能。
西门子MEA培训教材将通过详细的步骤和图示，帮助使用者了解并正确操作这些过程。
3. 编程培训编程是MEA系统的核心局部，它决定了系统的功能和性能。
在西门子MEA培训教材中，用户将学习PLC编程的根底知识、编程语言、编程标准等内容。
西门子MEA培训教材将使用TIA Portal软件作为编程工具，用户将学会使用TIA Portal创立、编辑和调试PLC程序。
教材会提供实际案例和例如代码，帮助用户理解编程概念和原理，并能够独立完成编程任务。
4. 系统运维系统运维是MEA系统的重要环节，它包括系统监控、故障排除、维护和升级等内容。
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Marketing-Mix
• Differentiated product targeting different customer segment
• Product customization: design, function, packaging
• Service level
product
Target Market
CRM definition
Customer Relationship Management is a customer- and value-based company orientation with the goal of building up and fully benefiting from lasting and profitable customer relationships through holistic and individualized marketing, sales and service concepts using state-of-the-art technologies
CRM enablers
Technology
• System integration • Use of e-technologies • Selection of system/
technology partners
STRATEGY
Understand
Create
TECHNOLOGY
Culture and change management
d
TECHNOLOGY
ORGANIZATION
• Raising the entry barriers for competitors by building up lasting relationships with the customers
• Developing a "learning relationship" in long-term customer relationships
Short term Market share, sales Demands from customer segments
Medium to long term
Share of wallet, customer profitability, customer value
Individual preferences and needs
• What does CRM bring to companies?
• A survey on senior marketing executives at Fortune 1000 companies indicates a widespread frustration about the return on CRM investments
• Raising customers' costs of
sales and service concepts
STRATEGY
changing suppliers by covering
all needs
• Focusing on the highest-value
Understan
Create
customers
Customer Relationship Management -- A Winning Customer Strategy
Seminar presentation April 2004
Agenda
• Customer Relationship Management Presentation
8:00-9:15
Custome r value
Retain
Gain
CULTURE
• Higher competitive barriers by covering all sales channels
• Lowering conflict potential through the proactive integration of the various channels
CRM components
Collaborative CRM
Face-to-Face
Call-Center
Brief/Fax
Channel-management
Author/Division
9
Data Mining/Data Warehouse •Purchase probability •Forecasting •Customer segmentation •Cross-selling-potential •Regional-purchase-behavior
CRM objectives
• Identifying the top customers and exploiting the maximum share of their expense budgets
• Raising the efficiency of customer management
Source: Booz Allen Hamilton Survey, 2001 Author/Divhnology term, but instead, a strategy driven holistic management approach
3
CRM is a customer- and value-based management approach to increase the company value
the company value
Author/Division
4
Customer Relationship Management differs from classical marketing in many ways
Objectives
Focus
Timeframe Performance indicators Customer knowledge Product
• Establishing customer loyalty and "lifetime" relationships
• Fully exploiting the potential customer segments by acquiring new customers
> Thereby increasing
• Consolidating the customer value orientation
• Management processes and incentive systems
• Continuous change management and improvement processes
Custome r value
"Retain" profitable customers
"Gain" profitable customers
Author/Division
7
Marketing-Mix are core elements of customer relationship strategy
Marketing-Mix provides a decision-making method for deciding how to manage the customer relationship
• Events for valuable customers • VIP club
Author/Division
8
The three main application areas of CRM
campaign management Automatically distribution
ERP-integration Customer service
• Price strategy: e.g. charge price premium for valuable customer segment
• Payment terms • Special discounts
promotion
• Select of Marketing Communication vehicle to better reach target customer: TV ads, PR, Sponsorship
place
• Effective channel strategy: one-to-one visit, call center, stores…
• Various channel combination to more efficiently serve target customers
price
Stand-alone product
General discounts Traditional sales channels (multilevel) Unidirectional communication
Integration of products and services
Price differentiation on the basis of customer loyalty
• Break
9:15-9:30
• Case 1– San Fabian Supply Company
9:30-10:30
• Case 2– Solo Mobile Phone Company
10:30-12:00
Author/Division
2
What is CRM in your mind?
• What is customer relationship management?