DUSA Training
Cost Reduction & Efficiency Enhancement
Course background
Scientific cost control means that every dollar saved is pure profit! In this era of full-market competition, product life cycles are becoming shorter, product varieties and volumes are growing rapidly, order response times must be faster, customer expectations for products and services are rising, and profit margins are thinning. Given the current economic climate and overall market environment, competition among enterprises ultimately comes down to the level of management capability—and, to a large extent, to cost control capability. Companies that manage costs well make profits, survive, and grow; those that do not, suffer the opposite.
While the external environment is tough, internal inefficiencies also plague organizations:
- Cross‑functional collaboration difficulties: R&D, Sales, Production, Planning, Procurement, Logistics
- Finger‑pointing and endless meetings with low efficiency
- Inaccurate forecasts, delivery failures, inventory overstock, quality issues, cash flow problems…
- Severe waste, with multiple process gaps and missing responsibilities
- Excessive fire‑fighting and reactive management, requiring structural error prevention
- Outdated cost management philosophies
Whether driven by external conditions or internal pressures, companies must build their own cost advantages and seek efficiency gains from management. The supply chain is a network connecting upstream and downstream enterprises from production to retail. By controlling and managing this network, companies enhance the responsiveness and agility of all parties. Thus, the real competition is no longer between individual companies, but between supply chains. From a supply‑chain perspective, we should pursue profit through upstream prevention rather than downstream fire‑fighting and trial‑and‑error.
高新区竹园路6号运河铂湾金融广场4号楼，苏州古运河逸衡酒店17楼
Even Hotel Grand Canal F17
YunHe BoWan Financial Plaza Block 4. No.6 ZhuYan Rd
SND, Suzhou
Training outline
I. Background: Why Is Profit So "Hard" If Costs Are Not Controlled? | 降本增效之背景篇：为什么说管不住成本，利润就很"难"？
- VUCA era trends and challenges; industry dynamics in recent years (demand volatility, shortages, inventory gluts) | VUCA年代趋势与挑战、近几年的行业业态（需求多变、缺货、库存积压
- Traditional marketing and sales models are becoming obsolete; precise personalized marketing and sales are now mainstream | 传统的营销和销售模式失灵了，精准的个性化营销和销售成为主流
- An intelligent supply chain decision system is the cornerstone for successful transformation | 智能化的供应链决策体系是保证转型成功的基石
- Current state and misconceptions in enterprise cost management | 企业成本管理现状和误
- Cost Profit model | 成本-利润模型
- Why comprehensive cost management is essential | 为什么要做全面成本管理
II. Cost Analysis: Principles and Strategies for Reduction | 降本增效之成本分析篇：降低的原则与策略
- Definition of true comprehensive cost management | 真正的全面成本管理的定义
- Corporate strategy → Supply‑chain strategy → Cost strategy | 企业战略->供应链战略->成本战略
- Product portfolio rationalization | 产品线的梳理
- Value chain decomposition | 价值链分解
- Cost analysis methods (key control points for materials, labour, overheads, and taxes) | 成本分析的方法（料、工、费、税的管理要点）
III. Practical Implementation: R&D, Procurement, and Supplier Collaboration to Reduce Material Costs | 降本增效之实操篇：研发、采购、供方协同降低物料成本
- Procurement upgrade: building the 4P framework | 采购升级 ，构建4P
- Why strategic procurement is the key and most effective approach to cost control | 为什么说战略采购是采购成本控制的关键和有效的方法
- Procurement cost data analysis; procurement responsibility cost vs. R&D design responsibility cost | 采购成本的数据分析、采购责任成本&研发设计责任成本
- Using cost analysis models to drive procurement savings | 利用采购成本分析模型降
- Developing tailored cost‑reduction strategies for each supplier | 分别制定供应商降本策
- Transparent procurement, centralized bidding, and e‑procurement | 阳光采购、集采与招标、电子化采购
- How to achieve R&D‑Procurement‑Supplier synergy | 如何做好研发、采购、供方协
- Controlling costs at the design stage – shutting off the tap | 如何在研发设计阶段控住水龙
- Product life‑cycle costing and target costing | 产品生命周期成本法与目标成本法
Implementation: Rolling Out Comprehensive Cost Control | 供应链数字化之生产计划
- Organizational support to drive cost‑reduction initiatives | 组织保障推进降本活动
- Departmental target decomposition | 部门目标分解
- Breaking through bottlenecks | 难点突破
- Incentives and support mechanisms | 激励与保障手段
- Team brainstorming – action learning | 群策群力——行动学习
- Cost performance evaluation and assessment | 成本绩效评估与考核
Target Audience
Operations, Materials Control, Production Management, Planning, Procurement, Finance, and mid‑to‑senior operations managers.运营、物控、生管、计划、采购、财务及运营管理中高层
Agenda
Trainer
Shawn Gao
Author of Chinese monograph Minimalist Supply Chain 《极简供应链》著作者Author of Chinese monograph Planning Management 《计划管理》作者Authorized Trainer & Textbook Writer for SCMP (Supply Chain Management Professional) SCMP（供应链管理专家）授权讲师、教材作者
Expert Panel Member, China Federation of Logistics & Purchasing 1+X Supply Chain Operation Program 中物联供应链运营1+X项目专家组成员Nearly 20 years of management experience with Fortune Global 500 companies 近20年世界500强企业管理经验8 years dedicated to supply chain consulting, with over 1,500 cumulative consulting days for enterprises 深耕供应链辅导 8 年，累计辅导企业超1500 天
Clients include Fortune Global 500 firms, unicorn enterprises and niche hidden champions; client renewal rate exceeds 90%, with more than a dozen enterprises receiving continuous consulting support for over three years服务对象覆盖世界 500 强、独角兽企业及细分领域隐形冠军，辅导续签率超90%，其中十多家连续辅导3年以上
Worked as a supply chain manager of well-known foreign companies such as Siemens (Urban FMCG Division) and Schaeffler (Automotive Division), with more than 17 years of practical experience in supply chain management from grassroots planners to Asia-Pacific supply chain managers, understanding the actual problems of various students and providing solutions.曾先后任职于西门子（城市快消事业部）、舍弗勒（汽车事业部）等知名外企的供应链经理，17年以上供应链管理实践经验，从基层计划员做到亚太供应链经理，了解各类学员的实际问题，可提供落地方案。
Good at digital supply chain, production and marketing collaboration, ERP system, supply chain team setting-up and other related projects. Obtained the authorized lecturer qualification of 9 general education certification courses.擅长数字化供应链、产销协同、ERP系统上线、供应链团队搭建等相关项目。持有9门通识类认证课程的授权讲师资格。
During management consulting, Mr. Gao provides solutions and tools to help enterprises improve the overall supply chain efficiency with his rich professional knowledge and experience, but also make the contribution on the corporate culture and working atmosphere improvement.在管理咨询过程中，除了运用丰富的专业知识和经验，助力客户提供落地的方案和工具，帮助企业提升整体供应链效能，还成功的为客户企业文化的改善和落地，公司工作氛围的促动，做了不少贡献。
Mr. Gao has several years of experience in studying abroad and working in multinational enterprises, has good understanding on the essence of enterprise management under multi-culture and is able to teach in Chinese and English. 高上老师有着数年留学、跨国企业工作经历，掌握多文化下的企业管理精髓，可以用中英双语授课。
Registration Notes
- There are only 30 seatsfor this training. Please register for it at your earliest convenience. | 本次培训仅有30席位，请尽早注册。
- The e-invoice will be sent to you within 7 days after the training. | 电子发票将在培训结束后7天内发送给您。
- Refunds will be given for cancellations received before 24 hours. No refunds will be granted if the cancellation is received within 24 hours before the training. | 活动开始前 24 小时以上取消注册，可获得退款。活动开始前 24 小时内取消的，将不予退款。
- If you have any questions during the registration, please contact | 如您在注册中有任何疑问，请联系：Lya Chen, mobile phone: 180 5104 2137, E-mail: info@dusa-eu.cn
How to Sign-up
Please scan the QR Code to sign up请扫描二维码注册该培训