《CMO–首席物料官》-程晓华-连载之五
接下来做的一件事情就是广泛收集群众意见，看看大家对新的组织模式到底是怎么看的。于是，下达命令，每个人必须提交一到两个问题，在一周后发到我秘书那里汇总，可以是记名的，也可以不记名的。最后一共得到106个问题，尽管我们当时有180左右的IDL。
收集上来的问题可以说是五花八门的，问什么的都有，基本还是令人满意的。既然大家把问题交上来了，我们的management team就得给大家一个答复。于是我组织了我手下所有的经理们专门开会研究，花了一下午的时间，基本上把所有的问题都做了答复，以下是一些比较典型的问题以及回答、解释（注：所有英文皆为当时员工提出问题的原文）。
Q: What’s the basis of individual responsibilities? How do you know whether we like our work or not? or even how to make our life easier?
问：什么是个人职责的基础？你怎么知道我们是否喜欢我们的工作？更不要说让我们的生活更容易一些？
A: Purpose of model change is to improve efficiency of materials mgmt & develop individual competency.
回答：这次组织结构重组的主要目的就是为了提高物料管理的效率，同时提升个体的工作能力。
Q: If we want to change a job rotation, what will you think? And will you agree?
问：如果我们想调换工作，你会怎么想？你会同意吗？
A: Yes but depend on opportunity & need of business.
答：会的，但这要取决于机会以及公司业务的需要。
Q: Now, material control is passivity. How to say? material inventory is not very exact between Baan and physical goods because it has a time difference
问：现在物料控制工作很被动，BAAN跟实物库存不等，因为存在时间差。
A:That's reason we implement RIC & increase backflushing frequency
答：这就是为什么我们要实行RIC（循环盘点），并且提高MRP回冲的频率。
Q: can buyer be located in the commodity he specialize in,in fact that will be benefit for all.
问：采购员是否可以按照他们自己熟悉的商品分配？这样可能对大家都有利。
A: will consider but depend on need of business.
答：可以这样考虑，但最终取决于业务需求。
Q: Who will write or amend purchasing procedure? Purchasing Team is more and more bigger, the standard procedure is very important for us, especially new comer.
问： 谁将修改或者撰写采购流程？采购团队变得越来越庞大，标准的操作流程很重要，特别是对那些新人。
A: will standardize purchasing procedure
答：我们将标准化采购流程。
Q:What qualifications should we have as a professional buyer in future, you think? We’d like to know the basic and detailed guideline for all the commodity buyers, which make us reach target easily.
问：您认为做为一个专业采购员的资格是什么？我们想知道基本的但详细的指导以使我们更容易达成目标。
A:commodity knowledge & purchasing/negotiation experiences, on-going training.
答：商品知识以及采购、谈判技能；持续的培训。
Q: Will MRP be run and Action report, ROS come out at the same day for different projects? If no, that means one buyer need to place order and take action periodically each week to one supplier, Is it possible to fix one day to get PR and action report?
问：对于不同项目的MRP，是否会在同一天运行并发出MRP措施报告以及ROS？如果不是，那意味着同一个采购员在同一个周内要不断地根同一个供应商打交道。我们是否能够在同一天得到所有的PR以及MRP措施报告？
A:will consolidate MRP run without affecting customer requirements
答：在不影响客户需求的前提下，我们将合并各个项目的MRP。
Q: Will you prepare any speech for us as an authoritative expert periodically? That’s very interesting training we are very expecting.
问：您作为权威专家，是否会给我们准备一些讲话？那是我们期待的非常有意义的培训。
A: will review requirements
答：将要考虑大家的需求
Q:Is there any chance to visit supplier factory as per buyer’s request to learn manufacturing process of raw material? Is it difficult to book vehicle and apply for traveling charge if supplier will not pick up us? We know all companies care extra cost currently.
问：按照采购员的要求，我们是否可以有机会去实地访问供应商以了解原材料的制程？如果供应商不过来接我们，我们自己公司订车、申请出差时很困难的。我们知道所有的公司都很在乎额外的成本。
A: yes, depend on requirements
答：是的，根据我们的需要。
Q: previously, we are proud of being a member in SEMC project. But, after this changing, we won’t belong to any project, so, do we still have the opportunity to share their awards if our performance is deserved
问：改变之前，作为SEMC这个项目的成员，我们很自豪。但这样改变后，我们不再隶属于任何项目，如果我们的业绩好的话，我们是否还有机会分享它们的奖励？
A: will award in different ways as long you perform
答：只要你有业绩，将得到不同的奖励。
Q:How to evaluate buyer performance once model change? Has it change of original standard?
问：改变之后，如何评估采购员的业绩？原先的评估标准会改变吗？
A:supplier On Time Delivery is a key measurement for buyer
答：供应商的及时交货率是采购员业绩的重要考核指标。
Q:Why need so many MP and PS for D program?
问：我们为什么在D项目上有那么多的物料计划员以及生产计划员？
A:headcount will be balance based on business requirement
答：人头将根据业务需要去平衡。
Q: Buyers are now by commodity not by project how to get focus for project?
问：采购员按照商品分配而不是项目，这是否会对项目失去关注？
A: MP is focus on project and buyer is support for all projects
答：物料计划员聚焦于项目，采购员则支持所有项目。
Q:How to allocate job to buyers who are in charge of same commodity? By project? By supplier?
问：同一个商品种类里面，如何分配采购员的工作量？按项目? 按供应商？
A: by commodity follow by suppliers and lastly by project
答：按商品种类，然后考虑供应商，最后考虑项目。
Q:How to cooperate between buyer and planner, this was one of the reason buying & planning combine together.
问：采购员与计划员如何合作？这就是为什么我们过去一直是计划采购不分的原因。
A: follow process
答：按照流程去做。
Q:How to control the excess inventory of packaging material among of SBM, SCM, Purchaser, Inventory planner, such as the SMI inventory, EDI order inventory and so on.
问：在SBM、SCM、采购、库存计划员之间，如何控制包材的呆滞库存？如SMI库存？EDI的订单等等。
A: MP will focus on excess inventory, buyer to negotiate and IP to monitor progress
答：物料计划员负责控制呆滞，采购员负责执行谈判，库存计划员则是监控进度。
Q: According to the latest purchasing organization, buyer is functioning per commodity, any possibility to assign one buyer as a leader per project?
根据现在的采购组织结构，采购员都是按照商品种类分配的，是否可能按照项目指定一个采购员做主管？
A: no
答：不。
……
发表于：
2011-03-04 21:08 程晓华 阅读(1591)
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