在滿足服務水平的基礎上持續提升：物流成本控制：制定供應鏈戰略、建立物流規劃物流戰略制定需考慮的因素SWOT分析物流戰略展開及落地的層面物流規劃包含的內容物流戰略與日常操作的關系分析物流流量，成本結構，歷史數據及預測影響物流成本預算的主要因素物流流量數據庫物流成本數據庫設立預算/預測模型全年物流成本預算–范例設定成本控制目標，進行差異分析及措施改進定期成本監控專人實時跟進制定、執行項目及流程優化以提升成本管控–實操案例分析貿易條款選擇多點提貨操作出貨港口優選活用運輸模式直接合同簽署招標流程詳集裝箱利用率DC Bypass施行流程標準化和審計流程標準化選擇標準化費用標準化完善應急預案風險的界定和細分風險的評級風險的基本應對具體的風險應對方案常規風險應對措施Preventive Plan / Contingency Plan 案例Expedition process 尋求系統功能支持Software vs SaaS Order ManagementTMSWMSMaterials Handling培訓從業人員操作規范及物流專業知識團隊建設團隊發展物流專業知識深層次介入和戰略合作：物流供應商管理：建立物流供應商管理標準，及篩選相應的物流提供商與供應商的關系分類不同關系中的互動方式不同關系中采購模式的區別不同關系中供應商選擇的區別戰略聯盟的建立確定供應商服務水平和主要考核指標供應商服務管理合同明確服務標準Provider Scorecard詳解與實例分享 供應商服務質量監控細化服務內容，操作規范和計費標準，并定期審核SOPProcess Flow Chart實行服務表現定期溝通和改進Level of communication溝通注意要點通過不同功能的會議加強溝通共享服務需求及物流市場信息掌握物流供應商的公司狀況，人員動態和成本結構供應商公司動態人員動態文化差異成本結構引入備選供應商常規引入異常引入提供供應商培訓注意要點物流供應商的其他功能貨物安全保障企業社會責任與合規Continuous Improvement and Change ManagementLogistics cost control Establish supply chain strategy and design logistics networkLogistics strategy impact factorsSWOT analysis Implement logistics strategy The content of logistics design The relationship between logistics strategy and daily execution Evaluate logistics cost, analyze historical data and execute the forecastThe main impact factors of logistics budget Logistics volume database Logistics cost databaseSet-up logistics budget / forecast model Annual logistics cost budget example Set-up cost saving / control goal, implement deviation analysis and improvement plan Regular cost measurement Real time follow-up Logistics cost saving / control initiatives and projects (real cases) Into-term selection Multi-stop pick-up operation Port of export optimizationTransportation mode optimizationDirect contract concept Procurement process and skill Equipment utilization and optimizationDC bypassExecute standard process and audit Process standardizationSelection standardizationExpense standardization Set-up contingency system Define and identify riskClassify riskRisk handling concept Preventive plan / Contingency plan example Expedition process System support Software vs SaaS Order management system Transportation management system (TMS)Warehouse manager system (WMS)Materials handlingBuild up the expertiseSet-up the teaDevelop the teamIndustry knowledge introduction Manage logistics providersEstablish the standard of provider management, select good providersProvider relationship classificationInteraction with logistics partnersSourcing practice differenceProvivers selection Set-up strategic alliance Establish KPI and measurements Provider management Contract Provider scorecard example Monitor providers’ performanceStandardize the operation process and charge items Standard operation process (SOP)Process flow chartFeedback, communication and regular meetingsLevel of communicationKey points of efficient communication Different types of meetingsMarket intelligence sharing Back-up providers concept Regular set-up Exception cases New providers on-board and trainingOther functions from logistics providersCargo security Social compliance"

王老師，12年跨地區供應鏈及物流運輸從業經驗。

目前在世界財富500強，美資零售公司任職高級物流經理，負責公司在南中國和南亞/東南亞區域，12個國家和地區，25個港口的物流業務(訂單管理、拖車、海運、空運、物流倉儲等)。在團隊建設、供應商管理、供應鏈和物流網絡建立、流程優化、實務操作和跨部門項目管控等方面有豐富經驗。
大連海事大學交通運輸管理與工程學院碩士研究生。

美國生產與庫存管理協會APICS全球認證講師。擁有APICS CSCP, CLTD, PMI PMP認證證書。