物流协议.docx

编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第11页 共11页Logistics Agreement between XXXXX & China Distribution CentersPartyNameAddressXXXXXSchneider Wingoal (XXXXX) Electric Equipment Co., Ltd.Unit CD, 4/F, Building C1, Xin Mao Science Park, 16 Rong Yuan Road, Hua Yuan Industrial Development Area, XXXXX P.R.ChinaChina Distribution Centers (DC)China Supply Chain & LogisticsPurpose Define the rules of the whole logistics flow between XXXXX and China Distribution Centers. Define the processes that will enable a smooth flow and provide good service to China Distribution Centers.Contents1. Scope of the support2. Logistics offer3. Forecast4. Normal order management5. Urgent order management6. Elephant order management7. Crisis management8. Inventory management9. Transportation10. Insurance11. Claims12. Return policy13. KPI management14. Communication15. Validity period16. Appendix ItemWho1Scope of the support- Products covered in this agreement are in the attached logistics data file.- Any changes regarding reference number, package, labelling, logistic parameters, transportation and new products will be agreed to prior to implementation, by all parties.XXXXXXXXXX and SC&L2Logistics offer- Standard lead timeo Standard lead-time is determined based on order pattern from customers Vs XXXXX capacity.o XXXXX agrees to supply SC&L within the standard lead-time as defined in the attached logistics data file, subject to the terms and conditions of this agreement (exception specified in section 5 Urgent order management and in the section 6 Elephant order management). o SC&L will play a role of challenger of standard lead-time for the sake of the supply chain. In the interest of customers, SC&L will yearly review the standard lead-time and ask XXXXX if any improvement can be done, with a focus on indent items firstly, for which the standard lead-time impacts customers directly, and also for stock items, for which safety stock can be optimised with decrease standard lead-time.o The standard lead-time from XXXXX to SC&L is included the elements as follows, the detailed time is defined in the attached Logigram XXXXX sales order processing time XXXXX production lead time Order groupage time Transportation time from XXXXX to SC&L Goods receiving days at DC - Lot sizeo SC&L commits to order as many items as possible according to lot size defined in attached logistical data. o If SC&L has the request to reduce lot size, SC&L should provide the past year sales historical data (Ex-DC) to validate this request.- Packagingo Refer to logistical data for standard packaging plan.o All orders should be shipped to SC&L in agreed packaging multiples as per logistics data.- Changes of logistics offero Logistics offer should be updated regularly based on consumption evolution.o Any change of logistics offer (Standard lead time, Lot size, Packaging and Groupage) should be notified in advance to SC&L.o For product launching, phase out, stock policy change from stock to indent, XXXXX and SC&L should follow the specific procedure as attached.o XXXXX should make the decision for the stock policy change from indent to stock,and share the information with SC&L as soon as possible.XXXXX and SC&LXXXXX and SC&LXXXXXXXXXX and SC&LXXXXX and SC&L3Forecast- Forecast collectiono Base on XXXXX internal process- Forecast accuracyo The monthly forecast accuracy (by product family) within +/- 20%XXXXX internal4Normal order management- Way of placing POo Orders will be placed daily in SAP system.- Frequency of placing POo Orders will be placed daily according to standard lead-time, lot size & maximum order quantity as stated in logistical data.- Order acknowledgemento The order acknowledgement is done automatically by SAP system based on logistics offer (exclude customized product).- Modify or cancel POo Before modify or cancel PO, XXXXX and SC&L should reach an agreement.- Due order.o The priority sequence of orders is due date. Overdue orders will be of the highest priority. o XXXXX should work with SC&L for an update of all past due orders lines with rescheduling information to SC&L.XXXXXXXXXXXXXXX XXXXXXXXXX5Urgent order management - Definition of urgent ordero Urgent order is the order requesting earlier delivery than standard lead-time. - Processo Whenever there is a request from Customers/SOA/Marketing, XXXXX should communicate with POA (who is the contact window in SC&L) for indent references and stock references sometimes. o For urgent goods receiving, SC&L should put the XXXXX delayed shipment to the 1st priority in GR (refer to the process in DC). o Out of above two situations, if XXXXX still have special request, please directly inform corresponding DC manager. The request of this kind of case should be not so frequent.o However, there is no guarantee for urgent order request. It depends on other customers backlog, XXXXX capacity, and components availability. XXXXX reserves rights to reschedule other orders in order to fulfil the urgent orders. If the rescheduling is not agreed between SC&L & XXXXX, the urgent orders request may not be entertained.XXXXX and SC&L6Elephant order management- Monthly big ordero DefinitionAccumulative Order Intake (per Product family for all customer) per month the quantity of safety stock + lot size Process Analyse firstly whether the increase is from true END customer demand or not. If the demand is from true END customer demand, the first priority is customer satisfaction. If the increase is NOT from true end customer, SC&L team should coordinate with different customers to obtain priority in global. SC&L team will then coordinate XXXXX to reschedule orders based on material availability & capacity. XXXXX should acknowledge big orders within the 48-hour, and commit a reschedule delivery time within 48 hours from the order received. - Daily big order.o From customer to DC, the project is on going (about the definition & the whole process).o From SC&L to XXXXX, the daily big order is handle by XXXXX,o SC&L should help to set the Q-max in POA/SOA system when Qmax is defined.XXXXX & SC&LSC&L7Crisis management- Definition of “Crisis”o XXXXX/SC&L declares Crisis Situation when XXXXX/SC&L foresees all order of one reference (for all customers) will be delayed for more than one week. - When XXXXX declares Crisis Situation, XXXXX informs Customer Satisfaction (CS), marketing, CCC and Supply Chain Operation (SCO). And Supply Chain Operation team does the actions according to XXXXXs request. - When SC&L declares Crisis Situation, SC&L should inform Logistics Dept of XXXXX.- Recovery Plan & Crisis Review (expected recovery date, current production status) will be sent by XXXXX/SC&L.- Regular communication between XXXXX and SC&L should be held during the “Crisis period”.XXXXXSC&LXXXXX & SC&LXXXXX & SC&L8Inventory Management- Initial stock setting:o The quantity is decided by XXXXX and calculated with marketing forecast. In addition, XXXXX should inform SC&L the information.- XXXXX should calculate the inventory parameters based on corporate definition.- Provision and inventory follow upo SC&L should help XXXXX to improve the inventory management (SS & target stock, etc) through FG Slice monthly review.o XXXXX and SC&L follow the product age & coverage by reference and take all needed action to keep inventories under target and the product age less than 12 months (minimize provision).- End of life / substitution management:o XXXXX and SC&L should work together to limit the scrap amount. Financial has the responsibility of Finish Goods stock on SC&L side. But it is also one part of XXXXXs overall performance.XXXXX & SC&L9Transportation- General transportation mode from XXXXX to SC&L is truck.- Airfreight may be requested by SC&L in the event of delivery delays. In this case, airfreight costs are to be borne by party creating the delay.- Drop shipment request:o If the delay is obviously due to XXXXX, XXXXX certainly should expedite the shipments by any means in own cost-including drop shipment/express/air shipment, etc.o For other reasons, Marketing department could raise the drop shipment request in order to satisfy the customers. And XXXXX could charge the additional transportation cost to SC&L with details. The dedicated Marketing Manager/Leader is responsible for request approval and control of the total additional transportation cost.- SC&L (DC) goods receiving:o Normally, the goods receiving in SC&L (DC) is one working day. o In case of the huge volume of shipment, the goods receiving time may be longer. And XXXXX should inform SC&L to prepare in advance.SC&LXXXXXXXXXX & SC&LXXXXX & SC&L10InsuranceAccording to actual Schneider policy, XXXXX is in charge of Transportation insurance; DC is in charge of Storage insurance in DC.XXXXX & SC&L11Claims- Shortage claimsIf there is any shortage claim, SC&L must report within two working days to XXXXX after the goods arrival at SC&L port from XXXXX.- Delivery mistake claimso Definition:Delivery mistake means actual delivery quantity doesnt match the shipment notification to SC&L.o XXXXX is responsible for any delivery mistake.o If the claim is justified, SC&L will make a claim for any delivery mistake to XXXXX within two working days after the receiving the shipment. XXXXX needs to give a feedback faster / within 2 working days in order not to impact customers. o The additional cost of goods return (if necessary) will be charge by XXXXX. o Any claims should be attached with photo.SC&LXXXXX & SC&L12Return policy- Definition:“Return” here means the physical returns: logistics returns or returns of any other reasons except Quality Return. Quality Return follows the Quality procedure.- XXXXX should confirm the acceptance qty to return within 1 week.- XXXXX should replace the confirmed defects goods within 1 month after physical receive from SC&L.- XXXXX should be in charge of the freight of return that is required by XXXXX.XXXXX & SC&L13KPI management- Forecast accuracy: o XXXXX & SC&L team should review the rolling forecast & historical accuracy in every month.o DC should support the XXXXX to improve the forecast accuracy with marketing through project, or provide the useful method.- On time delivery (OTDM, OTDC2, ULO)o XXXXX is responsible for below KPIs: OTDS: On time Delivery to customer OTDM: On Time Delivery ex-Work ULO: Unscheduled Late Order OTDC2: Second commitment of On Time DeliveryXXXXX commits OTDS over 98% OTDM over 98% . ULO target is 1% per month and OTD C2 is 99% per month. o XXXXX should share the OTDM measurement from factory point of view with SC&L.- Transportation KPIo Forwarder OTD: Periodic review depending on XXXXX and SC&Ls feedback / performances of this forwarder in terms of cost and OTD. Report from forwarder should be shared between XXXXX and SC&L.o XXXXX is responsible to provide Forwarder OTD and necessary data to improve the service of forwarder to SC&L transportation team. o SC&L transportation team is responsible to work with forwarder to improve the forwarder service.XXXXX & SC&LXXXXX XXXXX & SC&LXXXXX & SC&L14Communication- XXXXX and SC&L should promptly share any existing or potential problem with others.- Monthly review o Attendees: XXXXX: Logistics manager & master planner SC&L teamo XXXXX & SC&L should review: KPIs: Forecast accuracy, On time delivery (OTDM, OTDC2, ULO), Pallet return rate, Transportation KPI Any logistical data changes Inventory level Other logistics matters- Quarterly business reviewo Attendees: XXXXX: Plant manager &Logistics manager & master planner SC&L teamo XXXXX & SC&L should review: KPIs: Forecast accuracy, On time delivery (OTDS, OTDM, OTDC2, ULO), Pallet return rate, Transportation KPI Any logistical data changes Inventory level Other logistics matters Big issue & information sharingXXXXX & SC&L15Validity Period- Two parties must review this Logistics Agreement between XXXXX and SC&L annually.- This Logistics Agreement may be modified within the annual review by agreement between XXXXX and SC&L.XXXXX & SC&L16Appendix- Logistics data list- Product catalogue change processXXXXXNameSignatureDateChina Distribution Centers (DC)NameSignatureDate第 11 页 共 11 页