Telergia - FGW Latin America & Caribbean

we are ship company door to door by air, pls contact us

Sir,
 
thank you very much for your time
we know you order goods from china, so, we writed you, we are special ship company, supply door to door service by air
we use TNT, fedex, DHL, ups Send goods to your door at cheapest prices, because we are their sole agent, since 2010 years, our company have cooperated with many USA, CANADA, europe customers directly, helped them save big ship cost. we also helped many Chinese factory or trade company send goods to their overseas customers,they make big money from middle shipment, so, if you can cooperate with us directly, of course, will save your ship cost 
Also, please remember, if you want to GET our cheaper price, only contact us by SKYPE: [email protected] QQ: 3166829942 Or Email: [email protected] AT the same time, CC email to: [email protected] ( for this mailbox, we can not read on time usually) but for  
[email protected] we can read your email at once if you sent email to us. or call: 008618520586886 Please contact us at once and save your ship cost from now!!!
P.S , WE ALSO HELP SOME OVERSEAS CUSTOMERS EXPORT GOODS TO CHINA, AND HELP SOME CHINESE CUSTOMERS IMPORT GOODS FROM OVERSEAS !! 
JIMMY PENG 
SKYPE: [email protected]  
  Or email: [email protected] CC to: [email protected]
 or call: 008618520586886 
 Mingzhi Ship company ltd
 各位中国公司工厂的老板注意：明志国际货运是香港DHL，TNT, UPS，FEDEX 真正的一手庄家代理商，如果你有国际快递要出，可加我们询价格，我们也可以帮你走名牌货。中国公司和工厂请仅仅加我们的QQ： 3166829942，我们不回复任何邮件！
 DHL一级账户号：603090665 
UPS一级账户号: H75956334 
 FEDEX一级账户号:802260231040 
 
 
去美国,UPS我们同行做到最低收货价格如下:
75-99KG
    100-299KG 300-499KG 500-999KG
  1000KG以上
25.1
      23.6
         23.5
         23.3
          23.1

WE CAN SUPPLY CHEAPEST SHIP COST DOOR TO DOOR BY AIR IF YOU HAVE GOODS IN CHINA

Hi, Sir

Thank you for your email

Yes, we are sole of agent of UPS, DHL,FEDEX , if you have goods need to
shipped from china, we can help you to save much ship cost for sure, we have
office in Shenzhen city, Guangzhou, and foshan city

Can you let us know your goods name, weight and size?

Also, please remember, if you want to GET our cheaper price, only
contact us by SKYPE: minzhifreightcompany QQ: 2746668062  
Or Email: [email protected] AT the
same time, CC email to: [email protected] ( for this
mailbox, we can not read on time usually) but for [email protected] we can read your
email at once if you sent email to us. or call:
008618520586886 Please contact us at once and save your
ship cost from now!!!

Steven

SKYPE: minzhifreightcompany  

 Or email: [email protected] CC to: 
[email protected]

 or call: 008618520586886

 

各位中国公司工厂的老板注意：明志国际货运是香港DHL，TNT, UPS，FEDEX
真正的一手庄家代理商，如果你有国际快递要出，可加我们询价格，我们也可以帮你走名牌货。中国公司和工厂请仅仅加我们的QQ：2896416252，我们不回复任何邮件！

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  PMC生产计划及物料控制   
  时·间·地·点：2014年11月27-28上海、12月06-07深圳、12月20-21上海   
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  第一室:銷售計划/生産計划/物料計划协调接口管理   
  　　生産計划角色和定位———订单总导演/总指挥   
  　　生产计划制度和流程决定公司盈利成败   
  　　銷售計划/生産計划/物料計划架构/职能分工   
  　　三星电子滚动周计划负荷分析和三天生产计划不能变职能图   
  　　美的集团连续滚动周计划负荷分析和三天生产计划不能变职能图   
  　　施耐德銷售計划/生産計划/物料計划组织架构   
  　　生産計划/物料控制五大职能———欠料分析跟进/备料功能/呆料预防处理
   
  　　怎样建立/完善计划体系———一级主生产计划/二级生产计划   
  　　年度计划/滚动月度计划/滚动周计划/滚动天计划编制和执行   
  　　滚动月度计划产供销平衡会议制度   
  　　华为年度/滚动月度/周计划/天计划编制和执行流程   
  　　华为滚动月度计划产供销平衡会议制度實例分析   
  　　做好生产计划必须具备五大信息条件及九方面专业技能-   
  　　一级主生产计划制订和执行流程———APS系统   
  　　二级主生产计划制订和执行流程———   
  　　主生产计划链接体系———指挥与协调保障功能   
  　　销售预测与生产计划的衔接与平衡生产计划   
  　　准时生产计划VS市场业务部VS客户“三赢”规则   
  　　一汽大众锁定一周生产计划不能变控制流程實例分析   
  　　有效控制扦单、急单、补单/加单五种措施(范例)———中山某有限公司   
  　　销售预测与主生产计划（MPS）与月/周生产计划/物料計划（MRP）链接流程———
   
  　　ordermanagemen/APS系统   
  　　銷售预测計划/生产计划变化反馈和预测库存控制协调管理   
  　　敏华家具订单计划微调流程制度与平衡生产计划   
  　　一级主生产计划产供销平衡制度———上海某医疗公司———   
  　　銷售計划流程———销售预测流程/销售计划流程/备货计划流程/生产计划流程   
  　　制造业生产计划控制三种模式———预期滚动计划系统/推进式(push)生产控制系统/拉动   
  　　式(pull)生产控制系统   
  　　不同产品销售策略决定不同五大計划（銷售計划/生産計划/物料計划/采购計划/库存計划）   
  　　深圳华为精美计划管理手册实例分析———   
     
  第二室銷售計划/生产计划控制流程———order
management-（包括项目计划）   
  　　銷售预测計划/主生产计划（MPS）与月/周生产计划控制流程七途径———讲师/学员点评某公司现场诊   
     
断通过市场调查/信息反馈提高订单预测准确率三大做法   
  　　上海米其林各片区銷售预测計划制订和执行流程制度   
  　　艾默生各片区銷售办事处銷售预测計划制订和执行流程制度   
  　　提升编制銷售预测計划编制准确性六大步骤   
  　　泰科电子銷售预测計划编制六大步骤實例分析   
  　　滚动銷售预测計划微调制度化降低预测库存成本原理分析   
  　　青岛海尔新产品项目计划总体方案控制流程實例分析———order
management   
  　　苏州西门子月/周/日项目计划时间节点协调流程實例分析———MIS系统   
  　　苏州西门子项目计划时间节点考核制度實例分析   
  　　富士康集团ERP—SAP/R3系统主生产计划流程案例分析———order
management   
  　　大金空调（日资公司）計划控制流程實例分析———MES系统   
  　　青岛海尔月/周/日项目计划协调流程實例分析———MES系统   
  　　富士康集团（台湾）公司月度滚动产能负荷分析/三天生产计划不能变的滚动产能负荷分析實例分析   
  　　苏州西门子生产计划（拉动）三天生产计划不能变的滚动产能负荷分析實例分析   
  　　透过准时化生产机制解决订单频繁变更三种方法———Production
plan change
management   
  　　顺德美的日用集团扦单、急单、补单/加单/生産計划紧急控制流程實例分析--
Production    
  　　plan change
management   
  　　飞利浦扦单/急单計划紧急控制流程案例分析———Production
plan change
management   
  　　飞利浦周删改生产计划控制基本流程案例分享   
     
  第三室一级主生产计划/二级生产计划进度控制———order
delivery management   
     
缩短产品周期流程———lead time
reduction?   
  　　西门子产品周期缩短流程价值流案例分享   
  　　某公司缩短产品周期电脑系统（用友）流程主界面实例分析   
     
月/周生产计划产能连续滚动负荷分析制度化   
     
中国某著名公司月度主排产计划负荷分析十三依据   
  　　中国某著名公司三天生产计划负荷分析九依据   
     
周生产计划要点、内容及编制演练———   
     
月/周生产计划排程表制定与执行重点演练———上海某公司五张订单月/周生产计划排程表   
     
制定个案演练   
     
分析产能负荷七要素方面———人力负荷/机器负荷……   
  　　广州某配件公司2007/04月产能负荷会实录文件分析   
  　　产能负荷分析表实例———广州某汽车配件公司   
     
生产进度监控三个阶段———事前/事中/事后--信息化在生产管理中运用   
  　　5.1如何统计分析生产数据———MIS系统   
  　　5.2通过生产数据采集计算机系统图监控计划与进度———东莞某公司MES系统   
  　　5.3现场运用LED/条形码同步监控生产进度实物展示分析———事中管理   
     
协调沟通处理生产异常问题———八条改善措施（NCR goods management 
）   
     
产销失调原因与对策--跨部门生产进度控制七步骤   
     
飞利浦（上海）各部门异常工时/各部门产能损失图案例分析———生产绩效管理   
     
中国某公司生产能力效率表/综合效率分析———生产绩效管理   
  　　深度案例：中国某著名公司生产计划各相关部门控制流程（共46页）   
     
  第四室
物流计划跟进与存量管制   
  　　物流计划流程七步骤———某公司学员现场诊断(学员与讲师互动点评)   
  　　产品交期短/物料采购周期长物流计划流程   
  　　定期缩短供货商lead
time工作制度化流程———Real Lead time
monitoring   
  　　物料采购周期长再请购计划（PR）流程———Reorder point
management   
  　　扦单、急单、补单/加单/生産計划紧急update物料计划流程解析   
  　　上海西门子ERP———SAP/R3系统RUN-MRP流程主界面分析   
  　　北京某公司Normal
Order/ CONSIGNMENT/VMI/JIT/Buffer
Control四种采购工作流程   
  　　三菱电机（广州）有限公司(欧洲全资)ERP—SAP/R3系统采购订单管理流程主界面实例分析—   
  　　1.供货商交期管制十大之道———lead
time
reduction?   
  　　2.采购物料交期跟催监控三张表格/工具   
  　　　偉創力（美資）在采购物料欠料分析跟进表實例分析   
  　　　格力空调采購物料预防欠料表案例/   
  　　　联想集团采购备料齐套表实例分析   
  　　　某世界五百強企業（美資）采購物料跟踪表案例研討———捷普科技
   
  　　　中国某著名家电民營企業ERP-ORACLE系统物料查询/跟进主界面实例分析   
  　　物料短缺八大原因和七种预防对策   
  　　物料收/发/补/退/借/换/还料控制流程   
  　　美的物料收/发/补/退/借/换/还控制流程   
  　　物料收/发/补/退/借/换/还单据管理及冲减流程———帐物一致   
     
  物料管理相辅相成十四流程———warehouse
management   
  　　3．1物料管理精髓三
个盲点和八大死穴――伟创力（Flextronics）美資公司呆料预防处理制度实例   
  　　3．2某公司物料工程更改流程分析   
  　　3．3一汽马自达公司补料/损耗控制案例分析———降低内循环成本   
  　　3.4仓储及时配送的运作规划五措施   
  　　1、建立配送时机/地点 2、完善配送中心数据   
  　　3、配送方案的制定 4、配送工具的合理配置 5、配送作业的技巧   
  　　　
伟易达仓储及时配送总体方案控制流程實例分析   
  存量管制———inventory
management   
  　　在銷售预测不准条件下避免预测采购导致库存量提升工作流程   
  　　青岛海尔公司需求预测变化和库存相应调整控制流程實例分析   
  　　TCL远期采购库存模式实例分析———海外lean
time长物料采购   
  　　安全存量VS最高存量VS.最低存量定义   
  　　安全存量三种设定方法   
  ABC控制法———warehouse
management   
  　　施耐德電氣ABC控制法實例分析   
  　　库存量根据生产淡旺波峰调整两套方法   
  　　ABB根据生产淡旺波峰库存量调整三阶段實例分析   
  　　使用条形码及与供货商进行电子数据交换(EDI)降低库存量方法   
  　　库存量降低五大方法   
  　　九大库存指标管理/考核   
  　　库存周转率定量计算   
  　　提高库存周转率的途径   
  　　联想集团物料周转速度/周转率/存料率简例   
  　　透过现场诊断学员公司库存现状运用六种存量管制模式设置恰当库存管理方法———降低外循环成本   
  　　透过供应链管理控制：MTO
/ROP
需求量少/供应商要求MOQ等外循环成本库存   
  　　某著名电讯公司透过打破常规实现“零库存”故事   
     
  尾声:当头棒喝—捅破窗纸   
  学习/兴奋两天,回到公司后……结合公司实际情况-   
  通过学员成果发表--体会分享/经验回顾/讲师点评   
  实践/活用所学五步骤   
     
     

 
17:19:50
2015/3/31

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