采購必備的法律知識及合同風(fēng)險防范應(yīng)對
主辦單位：上海普瑞思管理咨詢有限公司 上海創(chuàng)卓商務(wù)咨詢有限公司
日期地址：2016年12月22-23日深圳
培訓(xùn)費用：3800元/人(含培訓(xùn)費、資料費、午餐費及茶點等)
課程收益：
1、使采購商務(wù)人員掌握必備的法務(wù)知識和要求
3、合同管理的流程與重要性
4、識別合同陷阱的與風(fēng)險的防范
5、合同糾紛的處理與應(yīng)對
6、常見合同管理的難點及重點
7、了解招投標(biāo)過程中法務(wù)要求和注意事項
8、合同法務(wù)要求和風(fēng)險規(guī)避
9、了解其他與合同有關(guān)的法律要求
Second, Benefits:
1, make procurement business staff to master the necessary legal knowledge and requirements
2, how to effectively conduct the contract management
3, the process and the importance of contract management
4, Identification of the contract trap and risk prevention
5, coping and dealing with contract disputes
6, common difficulties and priorities of contract management
7, to understand the legal requirements and attentions in bidding process
8, contract legal requirements and risk avoiding
9, learn about other legal requirements related to the contract
活動綱要/Outline
第一章：對合同法律知識的理解,問題應(yīng)對及規(guī)避法律風(fēng)險
Chapter 1: the understanding of contract law knowledge, deal with problem and avoid legal risk
一、認(rèn)識合同的本質(zhì)和風(fēng)險規(guī)避
1、合同的本質(zhì)以及在商務(wù)中合同的作用
2、合同的基本特征
3、合同的內(nèi)容和表現(xiàn)形式
4、為什么要對合同進行管理
5、識別合同的風(fēng)險及規(guī)避風(fēng)險
First, to realize the essence of the contract and risk aversion
1, the essence of the contract, and the role of business contract
2, the basic characteristics of the contract
3, the contents and forms of the contract
4, why should we manage the contract
5, to identify the contract risk and avoid risk
二、合同基本結(jié)構(gòu)、主要內(nèi)容條款和形成過程
1、合同條款的主要內(nèi)容和基本結(jié)構(gòu)
3、合同的形成的過程——條款之戰(zhàn)
4、現(xiàn)場針對案件討論——合同的主要條款要注意的問題及如何應(yīng)對
Second, the basic structure of the contract, the main content terms and the formation process
1, the main content and the basic structure of the terms of the contract
2, The two clauses of procurement contracts Influenced by law
3, the process of the formation of the contract - The war of the terms
4, Cases discussion - the problems and measures which should be paid attention to of the main terms of the contract
三、法律規(guī)定的合同能力
1、法律規(guī)定合法合同的能力——三個問題的思考：
（1）簽訂合同的有效性受年齡的限制嗎，法律如何規(guī)定？
（2）精神病人、喝酒或吸毒的人，他們的合同能力受限制嗎？如果規(guī)避法律風(fēng)險？
（3）有限公司和其他一些法人的合同能力受到限制嗎？如何界定？
（4）案例分析——某公司不能正確理解合同的能力所帶來的法律糾紛
2、合同成立的三個要件
3、三個案例分析：
（1）案例——試分析這家公司是否違約？是否承擔(dān)賠償責(zé)任？
（2）案例——被告有違約行為嗎？為什么？
（3）案例——根據(jù)以上案例，指出供應(yīng)商是否違反合同？說明你的理由。
4、現(xiàn)場討論兩個問題：
（1）企業(yè)法人、法定代表人、法人代表、法定代表授權(quán)人合同的能力
（2）授權(quán)人再次授權(quán)行為人，具備法力效力嗎？
Third, the legally required contractual capacity
1, the legally required contractual capacity – Consider the following three questions:
(1) Is the validity of contracts restricted by age, how
does the law stipulate?
(2) Are the contractual capacities of mental patients, alcoholics or drug abusers restricted? How to avoid legal risks?
(3) Are the contractual capacities of limited company and other legal person restricted? How to define?
(4) Case Study - A company can not correctly understand the legal disputes ability arising from contractual capacities.
2, Three elements of a valid contract
3, Three case studies:
(1) Case 1——Try to analyze whether this company broke the terms of the contract? Whether to undertake the responsibility for making up for loss?
(2) Case 2——Is the defendant in breach of contract? Why?
(3) Case 3——According to the cases above, please point out whether the supplier broke the terms of the contract and elucidate your reasons.
4, Two problems will be discussed in the field:
(1) The contractual capacity of an enterprise as a legal person, legal representative or legal representative authorized person
(2)Will it be valid that the authorized person delegate his right to others?
四、合同的形式及導(dǎo)致合同無效的因素
1、合同有哪三種形式？你通常采用什么合同方式？口頭合同有效嗎？如何維持口頭合同的取證？
2、討論——什么樣的書面合同不用簽字或蓋章仍然有效？
3、導(dǎo)致合同無效的四個因素，請分別分析說明
4、可撤銷合同有幾種類型
5、討論以下問題：
（1）如何區(qū)分無效合同與可撤銷合同？
（2）什么樣的合同不要求當(dāng)事人簽字，仍然有效？
6、案例分析——雙方當(dāng)事人達成的口頭協(xié)議有無法律效力？為什么？
7、分析合同生效的四個要件
Fourth, the forms of the contract and the factors which will render the contract to be invalid
1, What are the three forms of the contract? What kind of contract do you usually use? Will the oral contract be valid? How to maintain the evidences of oral contract?
2, Discussion - What kind of written contract will still be valid without signature or seal?
3, The four factors that render the contract to be invalid, please explain separately.
4, Several types of voidable contracts.
5, Discuss the following issues:
(1) How to distinguish invalid contracts from voidable contracts?
(2) What kind of contracts will still be valid without the signatures of the parites?
6, Case Analysis: Whether the oral agreement reached by the two parties has no legal effect? Why?
7, The analysis of the four elements which will make the contract come into force.
五、合同關(guān)系不涉及第三人原則
1、討論幾個問題：（1）消費者到超市購物，發(fā)現(xiàn)質(zhì)量有問題應(yīng)該起訴超市還是生產(chǎn)商？（2）
采購人員外發(fā)產(chǎn)品或服務(wù)，質(zhì)量由誰控制？
2、案例解密——某公司一起合同糾紛案
Fifth，the principle that the contractual relationship does not involve of third person
1, to discuss a few questions: (1) If the consumers find any quality problems while shopping, who should be sued, the supermarket or the manufacturer? (2) Who will control the quality when sending out the products or services by purchasing personnel ?
2, Case decryption -- A company contract dispute case
六、合同的主要條款解讀和分析說明及如何規(guī)避風(fēng)險
1、合同的主要條款和附屬條款的要求和區(qū)別
2、合同特定條款的要求和限制
3、檢驗合同條款是否有效的三條標(biāo)準(zhǔn)
4、采購合同其他條款詳解與分析說明
（1）免責(zé)和限責(zé)條款要求：如何表述，如何提醒，如何檢測
（2）預(yù)定損害賠償條款和懲罰條款：如何界定，如何限制
（3）所有權(quán)保留：請思考三種情況下物料的所有權(quán)有沒有轉(zhuǎn)移？現(xiàn)場做三個練習(xí)題
（4）案例分析：某公司物料所有權(quán)糾紛案解讀
（5）賠償條款：如何追責(zé)？
（6）不可抗力：什么情況下是不可抗力，如何區(qū)別區(qū)商業(yè)落空？生活中有哪些具體案例可以界定為不可抗力？
（7）如何解決合同糾紛——介紹常用四種方法
5、采購合同的支付條款的識別與陷阱防范
（1）支付方式
（2）支付周期
（3）發(fā)票處理條款
（4）確定支付點
（5）支付的貨幣種類
（6）分析分期付款的優(yōu)點
（7）如何規(guī)避分期支付中不履行合同的風(fēng)險？
（8）合同定金與訂金的不同？
（9）合同保留金
Sixth, the interpretation and analysis of main provisions of the contract ,and how to avoid the risks
1, The main requirements and difference between the main provisions and of the subsidiary provisions of the contract
2, The requirements and limitations of the specific provisions of the contract
3, The three standards which can test the validity of the contract provisions
4, The explanation and analysis of other terms of the purchasing contract
(1) The requirements of the exemption and limitation of the provisions: how to express, how to remind, how to detect？
(2) The intended damages clause and penalty clause: How to define, how to limit？
(3) The ownership retention: Do you think there is no transfer of the ownership of the material in the three cases? Do three exercises on the spot
(4) Case Analysis: An interpretation of the dispute over the ownership of a company
(5) The compensation clause: How to pursue the responsibility?
(6) Force majeure: What kind of case can be regarded as force majeure, how to distinguish commercial from business? What specific cases in life can be defined as force majeure?
(7) How to solve the dispute of the contract – The introduction of four common methods
5. The identification and prevention of payment terms of purchase contract
(1) Payment method
(2) Payment cycle
(3) Invoice handling clause
(4) To determine the point of payment
(5) The types of payment currency
(6) Analysis of the advantages of installment payments
(7) How to avoid the risk of non performance of the contract in the installment payment?
(8) The difference between deposit and advance payment?
(9) Contract Reserve Fund
七、合同履行的本質(zhì)和基本原則
1、合同履行本質(zhì)和原則
2、履行的規(guī)則
3、履行抗辯權(quán)
4、案例分析：合同的陷阱防范問題——甲方是否可以推遲交貨？乙方是否違約？
Seventh, the essence and basic principles of the performance of contract
1, The nature and principles of the performance of contract
2, The rules of performance
3, To fulfill the right of Defense
4, Case analysis: the prevention of traps in the contract – Whether Party A can postpone delivery? Whether party B broke the contract?
八、合同變更與轉(zhuǎn)讓，合同權(quán)利義務(wù)的終止
1、案例分析——銀行與乙公司簽訂的協(xié)議屬于什么性質(zhì)？對保證人的保證責(zé)任產(chǎn)生什么影響？
2、合同權(quán)利義務(wù)的終止和解除的不同
3、案例分享——這家公司是否有權(quán)解除合同？法院會支持紡織廠主張？服裝廠能否要求損害賠償？
Eighth, the contract change and assignment, and the termination of contract rights and obligations
1, Case analysis: what is the nature of the agreement signed between the bank and the company B? What effect has it produced upon the guarantor"s responsibility?
2, The difference between the termination and dissolution of the contract rights and obligations?
3, Case sharing - Does the company have the right to terminate the contract? Will the court support the claim of the textile mill? Whether the clothing factory can claim damages?
九、合同違約與爭議處理
1、合同違約處理的原則及法律規(guī)定
2、處理合同爭議的五種方法
3、合同無效或撤銷的法律后果
4、案例分析——甲方的要求認(rèn)定合同不成立的請求有無法律根據(jù)？此案應(yīng)如何處理？
Ninth. Contract breach and dispute resolution
1, The principle and legal provisions of the breach of contract
2, Five methods to deal with the contract dispute
3, The legal consequences of invalid or revocation of the contract
4, Case analysis – Whether Party A"s request that the contract does not set up has any legal basis? How to deal with this case？
第二章：理解和分析采購買賣合同/分包/OEM/BPO合同及國際買賣合同難點和重點
Chapter 2：To understand and analyze the difficulties and key points of purchasing contract / sub contract /OEM/BPO contract and international sales contract
一、買賣合同的要求和法律特征
1、買賣合同的法律特征
2、買賣合同的有哪些必備條款
3、買賣合同中當(dāng)事人的效力——當(dāng)事人的義務(wù)
4、買賣合同風(fēng)險的承擔(dān)和利益的承受
5、法律規(guī)定買賣合同中買受人的義務(wù)
6、 特種買賣合同——分期付款產(chǎn)品、樣品、試用產(chǎn)品及招投標(biāo)、拍賣的買賣合同
7、案例：某公司與供應(yīng)商的買賣合同糾紛
First, the requirements and legal characteristics of the sales and purchasing contract
1, The legal characteristics of the sales and purchasing contract
2, What are the necessary provisions of the sales and purchasing contract
3, The validity of the parties in the contract of sales and purchasing -- the obligations of the parties
4, The risk and interests taking of the sales contract
5, The legally required buyer"s obligations under the contract
6, Special sales and purchasing contracts - installment products, samples, trial products and bidding, auction contract
7, Case: The sales and purchasing contract disputes between a company and suppliers
二、項目分包合同的要求與法律特征
1、分包合同當(dāng)事人的責(zé)任
2、分包合同當(dāng)事人應(yīng)注意的問題
3、分包人與承包人法律權(quán)利與義務(wù)
4、分包人如何規(guī)避法務(wù)風(fēng)險
5、案例分析：分包合同案例分析
Second, the requirements and legal characteristics of the project sub contract
1, The responsibility of the parties of the contract
2, The problems that sub contract parties should pay attention to
3, The legal rights and obligations between sub contractors and the contractors
4, How to avoid the legal risks of sub contractors
5, Case analysis: Case analysis of sub contract
三、國際貨物買賣合同管理
1、什么是國際貨物買賣合同及國際貨物買賣合同的特征
2、國際貨物買賣合同的國際公約
4、國際貨物合同買賣合同的訂立過程——要約和承諾
5、國際貨物買賣合同的形式和內(nèi)容、雙方的義務(wù)有哪些
6、如何規(guī)避國際貨物風(fēng)險與所有權(quán)的轉(zhuǎn)移
7、國際貨物買賣合同的違約救濟
8、案例分析：
（1）某公司國際貨物買賣合同的糾份案處理
（2）FOB術(shù)語案例分析——法院會支持賣方提出的損失賠償嗎?為什么?
Third, the management of contract for international sales of goods
1, What is the contract for international sales of goods, and the characteristic of the contract for international sales of goods
2, The International Convention on Contracts for the international sale of goods
3, Four sets of international trade terms
4, The process of concluding the international contract for the sale of goods: offer and acceptance
5, The form and content of the contracts for the international sale of goods, and the obligations of two sides
6, How to avoid International cargo risk and ownership transfer
7, The remedies for breach of the international contract for the sale of goods
8, Case analysis:
(1) A dispute case of a company"s international sales contracts
(2) Case analysis of FOB terms: Will the court support the seller"s claim for damages? Why?
第三章：招投標(biāo)過程控制及合同重點難點分析與風(fēng)險防范
Chapter 3 – Tender process control and key elements analysis and risk prevention
一、招投標(biāo)及合同管理
1、招投標(biāo)前期策劃、招標(biāo)方案的制定與招標(biāo)策略
2、招標(biāo)采購的適用條件
3、招投標(biāo)文件好何編寫，編制過程中需要注意的事項與技巧
（1）標(biāo)書編寫要求
（2）招標(biāo)文件內(nèi)容
（3）招標(biāo)文件內(nèi)容禁止性規(guī)定
4、招標(biāo)人不得為的行為
5、分析討論：
（1）投標(biāo)人須提供的資料
（2）潛在投標(biāo)人實地考察
（3）如何進行投標(biāo)人選擇
6、資格審查及如何投標(biāo)保證金具體操作有關(guān)問題
7、現(xiàn)場討論：
（1）評標(biāo)過程的組織、評標(biāo)細則與評標(biāo)方案的制定，評標(biāo)中如何確定低于成本的惡意低價搶標(biāo)
（2）企業(yè)招標(biāo)小組如何組成，紀(jì)委可以做為招標(biāo)小組的成員嗎？
（3）如何確定最高限價與最低限價？
（4）解釋履約保證金、定金、預(yù)付款區(qū)別
8、如何正確選用合同類型和合同條款規(guī)避種種招標(biāo)風(fēng)險
9、招標(biāo)采購中如何預(yù)防違紀(jì)投標(biāo)及處理對策
10、建設(shè)工程、貨物采購招標(biāo)程序及各個環(huán)節(jié)的要點解析
11、現(xiàn)場提問：
（1）如何判定招投標(biāo)人員違規(guī)行為，以及有效處理方式；
（2）如何應(yīng)對投標(biāo)單位投訴；
（3）廢標(biāo)的權(quán)利依據(jù)
12、監(jiān)督部門在資審、開標(biāo)、評標(biāo)、處理投訴等招投標(biāo)各個階段應(yīng)該注意的重點，實施有效監(jiān)督的方法技巧；
13、邀請招標(biāo)失敗原因及對策
14、履約過程中違約處理
15、如何開展企業(yè)招投標(biāo)監(jiān)督體系的現(xiàn)狀總體評價與手段創(chuàng)新。
16、大量招投標(biāo)案例分析：
（1）某公司投標(biāo)人未能按招標(biāo)文件要求提供所投貨物的案例；
（2）某公司招標(biāo)過程中無法定代表人出具授權(quán)委托書的案例分析
（3）某公司投標(biāo)人以他人名義投標(biāo)或者以其他方式弄虛作假，騙取中標(biāo)的案例分析
（4）有關(guān)交貨期和投標(biāo)有效期的問題的案例分析
（5）招標(biāo)采購中招標(biāo)文件要求投標(biāo)保證金問題的案例分析
（6）有關(guān)委托代理商參加投標(biāo)的案例分析
（7）有關(guān)招標(biāo)文件的編寫用語規(guī)范的案例分析
（8）有關(guān)預(yù)防投標(biāo)人串標(biāo)的案例分析
（9）招標(biāo)投標(biāo)民事爭議處理的案例分析
（10）邀請招標(biāo)失敗原因及對策的案例分析
First, Tender and contract management
1. Preliminary planning before tender, tender scheme setting and tender strategy.
2. Application conditions and for tender and procurement.
3. How to compile tender files and the items to notice and skills in the tender process
(1) Compiling requirement for the biding document
(2) Content of the biding document
(3) Prohibiting regulations for the bidder
4. Forbidding behavior for the biding people
5. Discussion
(1) Materials need to be provide for the bidder
(2) Field visit for potential bidder
(3) How to choose among bidders
6. Qualification examination and the specific operation of bidding cash deposit
7. Discussion
(1) Organization of bidding evaluation, detail rules and scheme making, and how to define the hostile bid
(2) How to make up a biding team? Can disciplinary committee join the bidding team?
(3) How to determine the ceiling price and the floor price?
(4) Explain the difference among deposit, earnest money and advance payment
8. How to choose the contract type and the terms of the contract correctly to avoid all sorts of bidding risk
9. How to prevent violations in the tender procurement bidding and treatment countermeasures
10. Construction engineering, goods procurement bidding process and key points for each link of the parsing
11. Questions:
(1) How to determine the bidding irregularities, and effective way;
(2) How to deal with complain the tendering units;
(3) Scrap mark rights basis
12. Key elements to pay to pay attention to in the trial, the bid opening and evaluation process for supervise department and how to carry out effective supervising method.
13. Causes and countermeasures for bidding failures
14. Default disposure in the performance process
15. How to carry out the overall evaluation and the current situation of the system to supervise the bidding approach innovation
16. Bidding case study
(1) A company is not in accordance with the requirements of the tender documents to provide the goods for case;
(2) a company cannot be set in the tender process representative accredit a power of attorney issued
(3) a company for bidders to bid in the name of another person or fraud in other way,
(4) to defraud the winning questions about the delivery time and bid validity - analysis of the case
(5) the bidding procurement bidding documents required bid bond issues - analysis of the case
(6) the entrusted agent to participate in bidding - case analysis
(7) of the tender documents written language specification - case analysis
(8) about preventing bidders list mark case analysis
(9) in tendering and bidding civil dispute processing - analysis of the case
(10) inviting bidding failure causes and countermeasures - case analysis
第四章：技術(shù)（技術(shù)開發(fā)、技術(shù)轉(zhuǎn)讓、技術(shù)咨詢和技術(shù)服務(wù)）合同管理與法務(wù)風(fēng)險防控
Chapter 4: Technology (technology development, technology transfer, technical consulting and technical services) contract management and legal risk prevention and control
一、對技術(shù)合同的要求和注意問題
1、技術(shù)合同的內(nèi)容由當(dāng)事人約定的要求
2、技術(shù)專利的要求
3、技術(shù)合同的無效性理解
First. The requirement of technology contract and the problems to pay attention to
1. The requirements of the content of technology contract shall be prescribed by the parties
2. The requirements of technical patents
3. Understand of the invalidation of the technology contract
二、技術(shù)開發(fā)合同中委托開發(fā)合同和合作開發(fā)合同的要求
1、技術(shù)開發(fā)合同的表現(xiàn)形式
2、委托開發(fā)與合作開發(fā)的當(dāng)事人的權(quán)利與義務(wù)
3、當(dāng)事人應(yīng)擔(dān)當(dāng)?shù)姆▌?wù)
4、保密的責(zé)任
Second. Commissioned development contracts and cooperative development contract requirements in technology development contracts
1. Technology development contract form
2. Rights and obligations in commissioned development and cooperating development
3. Legal obligations that should be taken by the parties
4. The duty to keep secrets
三、技術(shù)咨詢和服務(wù)合同的難點和重點解讀。
Third. Emphasis and difficulty of technical consultation and service contract interpretation
四、技術(shù)合同案例分析。
Fourth. The technology contract – Case study
第五章: 采購合同管理過程控制及風(fēng)險識別與防范
Chapter Five: Purchase contract management process control and risk identification and prevention
一、合同風(fēng)險識別與管理
1、可能面臨的風(fēng)險
（1）質(zhì)量的風(fēng)險
（2）成本的風(fēng)險
（3）履行期限的風(fēng)險（時間的風(fēng)險）
（4）合同無效可能帶來的后果及影響
2、如何評估風(fēng)險
（1）判斷可能出現(xiàn)什么問題以及會造成什么后果；
（2）考慮它們出現(xiàn)的可能性；
（3）判斷這些問題對采購組織的影響；
（4）設(shè)計減少或者避免風(fēng)險及其可能帶來影響的方案。
3、如何消除風(fēng)險
First. Risk identification and management of the contract
1. Potential risk
(1) The risk of quality
(2) The risk of cost
(3) The time performance risk
(4) The possible impact and the consequences of invalid contract
2. How to assess the risk
(1) Determine what problem may occur and what consequence may be caused
(2) Considering the possibility of their occurrence
(3) Determine the influence of these problems on purchasing organization
(4) Design schemes to reduce or avoid the impact of risk
3. How to erase the risk
二、對合同過程的管理防范風(fēng)險
1、合同簽約前的管理
（1）簽約主體資格調(diào)查
（2）簽約主體信用調(diào)查
2、合同簽約中的管理
（1）授權(quán)代理
（2）合同簽證
（3）合同審查
3、合同履行中的管理
（1）進行登記、分解和落實合同任務(wù)
（2）檢查監(jiān)督
（3）掌握對方情況，防止自身債權(quán)落空
（4）按約定結(jié)交貨物和結(jié)算
（5）及時采取保全措施，保證債權(quán)實現(xiàn)
4、合同履行后的管理
（1）收集信息
（2）反饋信息
Second. the process of contract risk management
1. management before signing the contract
(1) the contract subject qualification survey
(2) the contract main body credit investigation
2. management of contract signing
(1) the authorized agent
(2) the contract visa
(3) the contract review
3. contract management in the performing process
(1) register, task decomposition and carry out the contract
(2) checking and supervision
(3) grasp each other"s situation, to prevent its creditor"s rights
(4) to make the goods by the agreement and settlement
(5) take timely preservation measures, to guarantee the creditor"s rights
4. management after the contract signing
(1) collecting information
(2) feedback
三、企業(yè)合同法律風(fēng)險的防范的要點
1、樹立合同意識
2、樹立證據(jù)意識
3、訴訟時效意識
4、把好合同訂立關(guān)
Third. The main points of the enterprise contract legal risk prevention
1. Set up the consciousness of the contract
2. Set up the evidence awareness
3. Litigation aging awareness
4. Control the contract signing
四、企業(yè)法律風(fēng)險發(fā)生后的補救措施
1、協(xié)商變更和解除合同
2、不予履行
3、中止履行
4、行政救濟
5、訴前保全、支付令
6、人民法院、仲裁機關(guān)起訴或申請
7、申請破產(chǎn)
8、及時向司法機關(guān)報案
Fourth. Remedial measures after enterprise legal risk happens
1. Negotiation changes and contract termination2. Not to perform3. Suspend its performance4. Administrative remedies5. Preservation before an action, the order of payment6. The people"s court, to prosecute or apply for arbitration organ7. Filed for bankruptcy8. report to the judicial organ in time
五、大量風(fēng)險防范案例分享與現(xiàn)場互動討論
Fifth. a lot of risk prevention case sharing and interactive discussion on site
第六章：其它重要的與合同管理相關(guān)的法律介紹
Chapter Six: Other important introduction of laws related with contract management
一、競爭與反壟斷法要點
1、反不正當(dāng)競爭法
2、不正當(dāng)競爭
3、競爭的原則
4、中國反壟斷法的三大支柱
5、限制競爭行為
6、不正當(dāng)競爭行為
7、案例：如何認(rèn)定法律中的“賄賂”
First. Key points of competition and antitrust law
1. Anti-unfair competition law
2. Unfair competition
3. Competition principles
4. The pillars of China"s anti-monopoly law
5. Limit competition behavior
6. ACTS of unfair competition
7. Example: how to recognized in law "bribe"
二、消費者權(quán)益保護法要點
1、消費者的九大權(quán)利
2、經(jīng)營者的義務(wù)
Second. Key points of consumers" rights and interests protection law
1. The nine rights of consumers
2. Operator"s obligations
三、產(chǎn)品質(zhì)量法要點
1、產(chǎn)品質(zhì)量法適用范圍
2、產(chǎn)品質(zhì)量與責(zé)任
3、生產(chǎn)者的產(chǎn)品質(zhì)量義務(wù)
4、銷售者的產(chǎn)品質(zhì)量義務(wù)
Third. Key points of product quality law
1. The application scope of the product quality law
2. Product quality and the responsibility
3. Product quality obligation of the producers’
4. Product quality obligation of the sellers’
四、知識產(chǎn)權(quán)法的要求
1、認(rèn)清知識產(chǎn)權(quán)的概念及其特征
2、知識產(chǎn)權(quán)的種類
3、如何規(guī)避著作權(quán)的法律風(fēng)險
4、商標(biāo)權(quán)制度解析
5、專利權(quán)制度解析
6、案例分析
（1）某公司《購買翻譯版權(quán)的合同》評析
（2）某公司的《版權(quán)許可協(xié)議》分析
（3）某公司的《作品出版發(fā)行合同》分析
Fourth. The requirement of intellectual property law
1. identify the concept and characteristics of intellectual property rights
2. the types of intellectual property
3. how to circumvent the risk of copyright law
4. trademark system
5. the patent system
6. case analysis
(1) "Translation copyright purchase contract" analysis
(2) "The copyright license agreement" analysis
(3) "Work publishment contract" analysis
第七章、現(xiàn)場互動交流
Chapter Seven Field interaction
講師介紹/Lecture
李文發(fā)——著名采購供應(yīng)鏈/談判品牌專家
Mr.Li, Famous purchase supply chain / negotiation brand expert
一、【專家背景 Background】
中國改革開放第一代采購供應(yīng)鏈管理引航者和開拓者；
17年集團公司采購/物流/供應(yīng)鏈經(jīng)理/總監(jiān)職務(wù)；
11年專職管理咨詢顧問和培訓(xùn)授課經(jīng)驗；
連續(xù)10年年平均授課/咨詢量超過230天講師；
中國供應(yīng)鏈管理聯(lián)盟高級顧問品牌專家；
國際國內(nèi)采購與供應(yīng)鏈管理認(rèn)證講師；
中國十強采購物流供應(yīng)鏈管理講師；
中國采購供應(yīng)鏈培訓(xùn)領(lǐng)域人氣最佳的“鐵人講師”。
28 years experience focusing on purchasing，logistics, supply chain，lean production management ,consulting and training；
The first-generation purchasing supply chain management leader and pioneer since Reform and Opening Up
17 years experience working as purchasing/logistics/supply chain manager/director
11 years full-time training and consulting experience
Training/consulting quantity reaches more than 230 days/year for 10 consecutive years
Senior Consultant and Brand Expert of China Supply Chain Management Alliance
International and Domestic Certified Trainer in purchasing and supply chain area
China Top 10 purchasing ,logistics and supply chain management lecturer
The Most Popular “Ironman Lecturer”in China Supply Chain Training area
二、【核心價值 Core Value】
李老師作為中國改革開放以來第一代（始于1990年）采購物流供應(yīng)鏈管理者，他擁有17年外企、港企、臺資、日企、大型民企公司采購/物流/供應(yīng)鏈/
PMC生產(chǎn)管理一線現(xiàn)場實戰(zhàn)管理經(jīng)驗，曾任固特集團采購供應(yīng)鏈總監(jiān)，三星電子，東聚集團、大東集團精益生產(chǎn)管理經(jīng)理，華科集團采購/PMC/供應(yīng)鏈高級經(jīng)理，步步高集團運營副總經(jīng)理。90年代中期，作為深圳外資企業(yè)早期供應(yīng)鏈管理代表派往韓國三星本部，學(xué)習(xí)高效領(lǐng)先的供應(yīng)鏈管理和現(xiàn)場精益生產(chǎn)管理技術(shù)。
As the first-generation(from 1990) purchasing logistics supply chain manager since Reform and Opening Up, Mr. Li has 17 years production management frontline combat management work experience in foreign，Hong-Kong, Taiwan, Japanese and large private enterprises, worked as purchasing logistics supply chain director of Gute Group，Lean Production Manager of Samsung Electronics， Dongju Group，Dadong Group, Senior purchasing/PMC/supply chain manager of Huake Group and deputy operation manager of BBK Group. In the middle of 1990s，as one of the earlier supply chain representative of foreign enterprises in Shenzhen ,he has been delegated to the headquarter of Samsung to learn the leading supply chain and lean production management skills.
李老師擁有11年的專職培訓(xùn)咨詢經(jīng)驗，曾幫助多家國有企業(yè)，外資企業(yè)，中小型民營企業(yè)做過80多個整體的采購與供應(yīng)鏈及JIT精益
現(xiàn)場管理和改善咨詢案，多年的現(xiàn)場咨詢成功項目，為李老師授課，提供了大量的落地實戰(zhàn)案例。
Mr. Li has 11 years full-time training consulting experience, once provided lots of state-owned enterprises, foreign enterprises, small and medium-sized private enterprises with more than 80 overall purchasing ,supply chain, JIT lean field management and improvement cases. After years of successful on-site consulting , Mr. Li has accumulated lots of practical cases for his training.
28年以來，李老師最早將企業(yè)采購與供應(yīng)，訂單預(yù)測分析，柔性
生產(chǎn)計劃管理，立體化智能化倉庫管理、精益
物流管理、精益生產(chǎn)運營管理整合成企業(yè)供應(yīng)鏈集成管理，將企業(yè)組織、上下游客戶和供應(yīng)商融合成一個實現(xiàn)增值流的整體，從而找到一條將企業(yè)和員工、供應(yīng)商和客戶間創(chuàng)造神話般雙贏的根源。最早將《精益供應(yīng)鏈集成管理》作為一個行業(yè)培訓(xùn)領(lǐng)域，推向全國！作為中國第一代精益采購與物流供應(yīng)鏈管理的引領(lǐng)者、開拓者、播種者和實踐者，他培訓(xùn)行程全國31個省、自轄市和自治區(qū)，每年均授課量230多天/年，年授課量居全國講師同行中前列,被業(yè)界同行推崇為采購供應(yīng)鏈領(lǐng)域人氣最佳的“鐵人講師”！接觸過的企業(yè)家、企業(yè)高管無數(shù)。28年來，他努力引導(dǎo)企業(yè)改變傳統(tǒng)的采購模式、計劃模式和生產(chǎn)運營方式，通過對企業(yè)內(nèi)部和企業(yè)間上下游的精益生產(chǎn)，供應(yīng)鏈模式轉(zhuǎn)型、聯(lián)盟融合、協(xié)同，快速降本，實現(xiàn)增值。
For the 28 years，Mr. Li found out a way to create fabulous win-win situation between companies and employees , suppliers and customers, via the enterprise integration management of purchasing and supply, order forecast analysis，flexible production planning management, three dimensional intelligent warehouse management , lean logistics management and lean production operation management. He combined enterprise organizations, upstream and downstream customers with suppliers to realize value-added flow. He is the first person who regarded “Lean supply chain integration management”as an industry training area throughout our country. As one of the first-generation leader of lean purchasing and logistic supply chain management, his training area covers 31 provinces, municipalities and autonomous regions. The training quantity reaches more than 230 days/year， ranks the top among national lecturers. He has met countless entrepreneurs, and corporate executives, respected as the most popular “Ironman Lecturer” in purchasing and supply chain area. For the 28 years，he tried to lead enterprises to change the traditional purchasing mode, planning mode and production operation methods into the modes such as lean production for internal or upstream and downstream enterprises, supply chain model transformation, alliance integration, collaboration in order to realize costs reduction and value adding.
三、【授課風(fēng)格 Styles】
李老師培訓(xùn)主張“三不”（不忽悠、不虛假包裝、不吹棒）和講究“三實”（實干、實料、實用），在培訓(xùn)中以實戰(zhàn)案例開眼，意識入手開刃，解決實際問題見長。理論與實際相結(jié)合，輔以小游戲，管理視頻，小組討論，情景模擬等培訓(xùn)方式，通俗易懂，詼諧幽默，深受企業(yè)和學(xué)員喜愛和極高評價。
Mr.Li’s training advocated “Three Not (Not cheating, not false packaging, not flattering)” and “Three Practice (Practical work, practical materials and practical application)”. His course start with practical case and he is good at solving problem. Theory combines with practice, little game, management video, group discussion, situational simulation. His course is easy to understand and humor which is highly recognized by enterprises and students.
四、【品牌課程 Brand courses】
采購供應(yīng)商類課程
《采購供應(yīng)商信用與風(fēng)險管理》
《國際采購管理與風(fēng)險規(guī)避》
《采購流程優(yōu)化與供應(yīng)商開發(fā)和管理》
《采購審計策略與腐敗預(yù)防與查處》
《MRO備品備件采購與管理實務(wù)》
Purchase and suppliers
“Purchase management and practical improvement of professional skills”
“Purchase cost control and negotiation simulation exercise”
“Trust and risk management of suppliers”
“International purchase management and risk avoiding”
“Purchase process optimization and supplier development and management”
“Purchase order quality deadline control and
KPI management”
“Purchase audit strategy, prevention and investigation of corruption”
“Purchase of MRO spare parts and management practice”
計劃倉儲物流類課程
《現(xiàn)代物流技術(shù)和管理實務(wù)》
《現(xiàn)代物流成本分析與控制》
《多種少量生產(chǎn)交期管理與排程技巧》
《柔性生產(chǎn)計劃與物料控制PMC》
Warehouse and logistic plan
“Modern logistic tech and management practice”
“Modern logistic cost analysis and control”
“Three-dimensional warehouse management and modern logistic delivery”
“Lean materials management and inventory control”
“Skills of small-scale production deadline management and allocation”
“Flexible production plan and PMC (Production material control)”
供應(yīng)鏈管理類課程
《精益供應(yīng)鏈集成管理》
《供應(yīng)鏈全面成本分析與控制》
Supply chain management
“Lean supply chain integrated management”
“Comprehensive cost analysis and control of supply chain”
合同法務(wù)管理類課程
《招投標(biāo)管理與案例分析》
《采購合同管理與法務(wù)風(fēng)險規(guī)避》
Contract and legal management
“Bidding and tendering management and case analysis”
“Purchase contract management and legal risk avoiding”
精益生產(chǎn)管理類課程
《精益生產(chǎn)現(xiàn)場管理與改善》
《危險化學(xué)品安全管理及應(yīng)急處理》
《全方位精益生產(chǎn)方式JIT實務(wù)》
《制造工廠
5S/6S/7S精益管理實戰(zhàn)》
Lean production management
“Lean production site management and improvement”
“Dangerous chemical storages safety management and emergency treatment”
“Comprehensive lean production and JIT practice”
“Manufacturing factory 5S/6S/7S lean management practice”
五、【部分服務(wù)客戶 Customers】
汽車行業(yè)：長春一汽大眾、北京汽車集團、神龍汽車、深圳航盛集團、湖北駱駝集團、陜西汽車集團、華集汽配、上海大眾集團、豐田集團、東風(fēng)悅達•起亞、一汽奧迪、東方電氣集團、亞普汽車集團、德根芬（鶴壁）汽車集團、噴達汽車集團、泰盛汽車集團、斯美達汽車集團、理研汽車集團、凌云汽車集團... ...
物流物業(yè)：順豐速遞、新希望集團物流、廣州港物流、大連港務(wù)局、深圳鹽田港物流、WAL-MART物流、中糧集團、沃爾瑪物流中心、北京萬家物流中心、深圳福田保稅區(qū)物流中心、深圳聯(lián)想物流中心、山西振東股份物流中心、上海大眾物流中心、順豐物流中心、圓通快遞公司、中信物業(yè)、華豐物業(yè)集團、賽格物業(yè)... ...
造業(yè)：三一重工、華潤集團、金固股份、萬利達集團、富士康集團、駿材磁業(yè)、大同集團、TCL集團、聯(lián)想科技、珠海兄弟工業(yè)、宏基集團、宏翔電器集團、三星電機、太華半導(dǎo)體、茂森集團、衡威集團、萬家貿(mào)易、瑞升華科技、萬江捷豐、珠海格力集團、創(chuàng)唯達實業(yè)、柏威五金、偉易達集團、正泰集團、加寶得材料、華南建材、大興集團、恒騰達實業(yè)、嘉絲制品、樂百通實業(yè)、宇佳實業(yè)、徐工集團、圖創(chuàng)實業(yè)、方鑫實業(yè)、印肯實業(yè)、東控實業(yè)、東瑞機械、龍江實業(yè)、平馳化工、群力制品、宏邦電器、科普電器、宏業(yè)金屬... ...
Automobile: Changchun FAW-Volkswagen, Beijing Automotive, Dongfeng Peugeot Citroen Automobile, Shenzhen Hang Sheng Group, Hubei Camel Group, Shaanxi Automobile, Huaji autoparts, Shanghai Volkswagen, Toyota, Dongfeng Yueda • Kia, Audi, Dongfang Electric, Yapp Automotive, Degenfen, Penda Automobile, Taisheng Automobile, SMW Automobile, Riken car, Lingyun Automobile
Logistic: SF Express, New Hope Group Logistics, Guangzhou Port, Dalian Port Authority, Shenzhen Yantian Port Logistics, WAL-MART logistics, COFCO, Wal-Mart Logistics Center, Beijing Wanjia logistics center, logistics center in Shenzhen Futian Free Trade Zone, Shenzhen Lenovo logistics center, Shanxi Zhendong logistics center, Shanghai Volkswagenlogistics center, SF logistics center, Yuantong express, CITIC property, Owen Property Group, SEG property.
Industry: Sany, Huarun Group, Jingu Group, Malata Group, Foxconn Group, Chun-Magnetic Material Industry, Tatung Group, Tcl Group, Lenovo Technology, Zhuhai Brother Industries, Acer Group, Hongxiang Electric Group, Samsung Electronics, Taihua, Mansfield Group, Heng Wei Group, Wanjia Trading, Ruisheng Technology, Wan Jiang Jiefeng, Zhuhai Gree Group, Chuangweida Industry, Bai Wei Hardware, Weiyida Group, Chint Group, Jiaduobao Materials, Daxing Group, Belden Industrial, Yu Jia Industry, Xugong Group, Fang Xin Industrial, East Control Industrial, Dongrui Machinery, Longjiang Industrial , Ping Chi Chemical, Qunli Products, Hongbang Appliances, Kepu Electrical, Hongye Group
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