【每天讀一段《CMO-首席物料官》-作者：程曉華-8】收集上來(lái)的問(wèn)題可以說(shuō)是五花八門(mén)的，問(wèn)什么的都有，但基本上還是令人滿意的。既然大家把問(wèn)題交上來(lái)了，我們的management team（管理團(tuán)隊(duì)）就得給大家一個(gè)答復(fù)。于是我組織了我手下所有的經(jīng)理們專門(mén)開(kāi)會(huì)研究，花了一下午的時(shí)間，基本上把所有的問(wèn)題都做了答復(fù)，以下是一些比較典型的問(wèn)題以及回答、解釋。

Q: What’s the basis ofindividual responsibilities? How do you know whether we like our work or not?or even how to make our life easier?

問(wèn)：什么是個(gè)人職責(zé)的基礎(chǔ)？你怎么知道我們是否喜歡我們的工作？更不要說(shuō)讓我們的生活更容易一些？

A: Purpose of model change is to improve efficiencyof materials mgmt & develop individual competency.

回答：這次組織結(jié)構(gòu)重組的主要目的就是為了提高物料管理的效率，同時(shí)提升個(gè)體的工作能力。

Q: If wewant to change a job rotation, what will you think? And will you agree?

問(wèn)：如果我們想調(diào)換工作，你會(huì)怎么想？你會(huì)同意嗎？

A: Yes butdepend on opportunity & need of business.

答：會(huì)的，但這要取決于機(jī)會(huì)以及公司業(yè)務(wù)的需要。

Q: Now, material control is passivity. How to say?material inventory is not very exact between Baan and physical goods because ithas a time difference

問(wèn)：現(xiàn)在物料控制工作很被動(dòng)，BAAN跟實(shí)物庫(kù)存不等，因?yàn)榇嬖跁r(shí)間差。

A:That'sreason we implement RIC & increase backflushing frequency

答：這就是為什么我們要實(shí)行RIC（循環(huán)盤(pán)點(diǎn)），并且提高M(jìn)RP回沖的頻率。

Q: can buyer be located in the commodity hespecialize in,in fact that will be benefit for all.

問(wèn)：采購(gòu)員是否可以按照他們自己熟悉的商品分配？這樣可能對(duì)大家都有利。

A: willconsider but depend on need of business.

答：可以這樣考慮，但最終取決于業(yè)務(wù)需求。

Q: Who will write or amend purchasing procedure? Purchasing Team is more and more bigger, the standard procedure is veryimportant for us, especially new comer.

問(wèn)： 誰(shuí)將修改或者撰寫(xiě)采購(gòu)流程？采購(gòu)團(tuán)隊(duì)變得越來(lái)越龐大，標(biāo)準(zhǔn)的操作流程很重要，特別是對(duì)那些新人。

A: willstandardize purchasing procedure

答：我們將標(biāo)準(zhǔn)化采購(gòu)流程。

Q:What qualifications should we have as aprofessional buyer in future, you think? We’d like to knowthe basic and detailed guideline for all the commodity buyers, which make usreach target easily.

問(wèn)：您認(rèn)為做為一個(gè)專業(yè)采購(gòu)員的資格是什么？我們想知道基本的但詳細(xì)的指導(dǎo)以使我們更容易達(dá)成目標(biāo)。

A:commodityknowledge & purchasing/negotiation experiences, on-going training.

答：商品知識(shí)以及采購(gòu)、談判技能；持續(xù)的培訓(xùn)。

Q: Will MRP be run and Action report, ROS come outat the same day for different projects? If no, that means one buyer need toplace order and take action periodically each week to one supplier, Is itpossible to fix one day to get PR and action report?

問(wèn)：對(duì)于不同項(xiàng)目的MRP，是否會(huì)在同一天運(yùn)行并發(fā)出MRP措施報(bào)告以及ROS？如果不是，那意味著同一個(gè)采購(gòu)員在同一個(gè)周內(nèi)要不斷地根同一個(gè)供應(yīng)商打交道。我們是否能夠在同一天得到所有的PR以及MRP措施報(bào)告？

A:willconsolidate MRP run without affecting customer requirements

答：在不影響客戶需求的前提下，我們將合并各個(gè)項(xiàng)目的MRP。

Q: Will you prepare any speech for us as anauthoritative expert periodically? That’s veryinteresting training we are very expecting.

問(wèn)：您作為權(quán)威專家，是否會(huì)給我們準(zhǔn)備一些講話？那是我們期待的非常有意義的培訓(xùn)。

A: willreview requirements

答：將會(huì)考慮大家的需求。

Q:Is there any chance to visit supplier factory asper buyer’s request to learn manufacturing process of rawmaterial? Is it difficult to book vehicle and apply for traveling charge ifsupplier will not pick up us? We know all companies care extra cost currently.

問(wèn)：按照采購(gòu)員的要求，我們是否可以有機(jī)會(huì)去實(shí)地訪問(wèn)供應(yīng)商以了解原材料的制程？如果供應(yīng)商不過(guò)來(lái)接我們，我們自己公司訂車(chē)、申請(qǐng)出差時(shí)很困難的。我們知道所有的公司都很在乎額外的成本。

A: yes,depend on requirements

答：是的，根據(jù)我們的需要，我們會(huì)去安排。

Q: previously, we are proud of being a member inSMC project. But, after this changing, we won’t belongto any project, so, do we still have the opportunity to share their awards ifour performance is deserved

問(wèn)：改變之前，作為SMC這個(gè)項(xiàng)目的成員，我們很自豪。但這樣改變后，我們不再隸屬于任何項(xiàng)目，如果我們的業(yè)績(jī)好的話，我們是否還有機(jī)會(huì)分享它們的獎(jiǎng)勵(lì)？

A: willaward in different ways as long you perform

答：只要你有業(yè)績(jī)，將得到不同的獎(jiǎng)勵(lì)。

Q:How to evaluate buyer performance once modelchange? Has it change of original standard?

問(wèn)：改變之后，如何評(píng)估采購(gòu)員的業(yè)績(jī)？原先的評(píng)估標(biāo)準(zhǔn)會(huì)改變嗎？

A:supplierOn Time Delivery is a key measurement for buyer

答：供應(yīng)商的及時(shí)交貨率是采購(gòu)員業(yè)績(jī)的重要考核指標(biāo)。

Q:Why needso many MP and PS for D program?

問(wèn)：我們?yōu)槭裁丛贒項(xiàng)目上有那么多的物料計(jì)劃員以及生產(chǎn)計(jì)劃員？

A:headcountwill be balance based on business requirement

答：人頭將根據(jù)業(yè)務(wù)需要去平衡。

Q: Buyersare now by commodity not by project how to get focus for project?

問(wèn)：采購(gòu)員按照商品分配而不是項(xiàng)目，這是否會(huì)對(duì)項(xiàng)目失去關(guān)注？

A: MP isfocus on project and buyer is support for all projects

答：物料計(jì)劃員聚焦于項(xiàng)目，采購(gòu)員則支持所有項(xiàng)目。

Q:How to allocate job to buyers who are in charge ofsame commodity? By project? By supplier?

問(wèn)：同一個(gè)商品種類里面，如何分配采購(gòu)員的工作量？按項(xiàng)目? 按供應(yīng)商？

A: bycommodity follow by suppliers and lastly by project

答：按商品種類，然后考慮供應(yīng)商，最后考慮項(xiàng)目。

Q:How to cooperate between buyer and planner, thiswas one of the reason buying & planning combine together.

問(wèn)：采購(gòu)員與計(jì)劃員如何合作？這就是為什么我們過(guò)去一直是計(jì)劃采購(gòu)不分的原因。

A: followprocess

答：按照流程去做。

Q:How to control the excess inventory of packagingmaterial among of SBM, SCM, Purchaser, Inventory planner, such as the SMIinventory, EDI order inventory and so on.

問(wèn)：在SBM、SCM、采購(gòu)、庫(kù)存計(jì)劃員之間，如何控制包材的呆滯庫(kù)存？如SMI庫(kù)存？EDI的訂單等等。

A: MP willfocus on excess inventory, buyer to negotiate and IP to monitor progress

答：物料計(jì)劃員負(fù)責(zé)控制呆滯，采購(gòu)員負(fù)責(zé)執(zhí)行談判，庫(kù)存計(jì)劃員則是監(jiān)控進(jìn)度。

Q: According to the latest purchasing organization,buyer is functioning per commodity, any possibility to assign one buyer as aleader per project?

根據(jù)現(xiàn)在的采購(gòu)組織結(jié)構(gòu)，采購(gòu)員都是按照商品種類分配的，是否可能按照項(xiàng)目指定一個(gè)采購(gòu)員做主管？

A: no

答：不。