在满足服务水平的基础上持续提升：物流成本控制：制定供应链战略、建立物流规划物流战略制定需考虑的因素SWOT分析物流战略展开及落地的层面物流规划包含的内容物流战略与日常操作的关系分析物流流量，成本结构，历史数据及预测影响物流成本预算的主要因素物流流量数据库物流成本数据库设立预算/预测模型全年物流成本预算–范例设定成本控制目标，进行差异分析及措施改进定期成本监控专人实时跟进制定、执行项目及流程优化以提升成本管控–实操案例分析贸易条款选择多点提货操作出货港口优选活用运输模式直接合同签署招标流程详集装箱利用率DC Bypass施行流程标准化和审计流程标准化选择标准化费用标准化完善应急预案风险的界定和细分风险的评级风险的基本应对具体的风险应对方案常规风险应对措施Preventive Plan / Contingency Plan 案例Expedition process 寻求系统功能支持Software vs SaaS Order ManagementTMSWMSMaterials Handling培训从业人员操作规范及物流专业知识团队建设团队发展物流专业知识深层次介入和战略合作：物流供应商管理：建立物流供应商管理标准，及筛选相应的物流提供商与供应商的关系分类不同关系中的互动方式不同关系中采购模式的区别不同关系中供应商选择的区别战略联盟的建立确定供应商服务水平和主要考核指标供应商服务管理合同明确服务标准Provider Scorecard详解与实例分享 供应商服务质量监控细化服务内容，操作规范和计费标准，并定期审核SOPProcess Flow Chart实行服务表现定期沟通和改进Level of communication沟通注意要点通过不同功能的会议加强沟通共享服务需求及物流市场信息掌握物流供应商的公司状况，人员动态和成本结构供应商公司动态人员动态文化差异成本结构引入备选供应商常规引入异常引入提供供应商培训注意要点物流供应商的其他功能货物安全保障企业社会责任与合规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"

王老师，12年跨地区供应链及物流运输从业经验。

目前在世界财富500强，美资零售公司任职高级物流经理，负责公司在南中国和南亚/东南亚区域，12个国家和地区，25个港口的物流业务(订单管理、拖车、海运、空运、物流仓储等)。在团队建设、供应商管理、供应链和物流网络建立、流程优化、实务操作和跨部门项目管控等方面有丰富经验。
大连海事大学交通运输管理与工程学院硕士研究生。

美国生产与库存管理协会APICS全球认证讲师。拥有APICS CSCP, CLTD, PMI PMP认证证书。