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1、完整的PMC部门作业流程生管采购与仓库管理制度1资料内容仅供参考，如有不当或者侵权，请联系本人改正或者删除。PMC作业流程目录1、生产计划作业管理办法···································22、物料管控作业管理办法···································63、采购作业管理办法·····································114、供应商管理办法········································155、6、7、供应商合作协议书···
2、···································21廉政合约··············································26廉洁保证书············································270资料内容仅供参考，如有不当或者侵权，请联系本人改正或者删除。8、进料作业管理办法······································219、领(发)料作业管理办法································2710、仓库管理制度
3、··········································2811、盘点管理制度··········································3412、进料作业管理办法······································4213、领(发)料作业流程····································4614、退料作业管理办法······································4915、补料作业管理办法·················
4、··········1资料内容仅供参考，如有不当或者侵权，请联系本人改正或者删除。···········5216、成品进仓作业管理办法··································5517、成品出仓作业管理办法··································5818、物控管理条例··········································6119、呆废物料处理作业流程··································6620、各类表单················
5、······························722资料内容仅供参考，如有不当或者侵权，请联系本人改正或者删除。生产计划作业流程序号流程1生产通知`NG2产能、负荷OK负责人业务员/业务部副总PMC部主管/业务员表单作业内容业务员将客户订单转换成《生产《生产通知通知单》,报业务部副总审核后,单》于1小时内分发给PMC部主管。PMC部主管对《生产通知单》中的产品进行产能、负荷评估,并确《生产通知定是否有能力接受订单。若无法单》满足订单需要,则反馈给业务员处理。制作《主生产计划》3制作《月生产计划》/4《发外加工计划》NG审核5OK物
6、料筹备6制作《周生产计划》NG7审核OKNG8生产准备OK生产实施9NG进度跟进PMC部主管计划员PMC部主管物控员/采购员计划员PMC部主管生产部主管《主生产计划表》《月生产计划》/《发外加工计划》《月生产计划》/《发外加工计划》《产品零配件明细表》/《物料需求计划》/《采购计划》《周生产计划》《周生产计划》PMC部主管以产品为对象单位编制《主生产计划》,并交计划员。计划员根据《主生产计划》,进行详细的排产分析,并制作《月生产计划》。如需外发加工,制作《发外加工计划》。PMC部主管对《月生产计划》、《发外加工计划》进行审核。若无误,则签字返
7、交计划员。计划员分发物控员、生产部生产部各一份。有误,则通知计划员修改。物控员根据《月生产计划》,结合《产品零配件明细表》,编制《物料需求计划》,交采购编制《采购计划》,双方共同组织、实施物料筹备工作。计划员根据《月生产计划》,结合《物料需求单》情况,制作《周生产计划》。生产副总对《周生产计划》进行审核,无误,则下发生产部,有误,返交计划员修改计划;生产部各生产部主管按《周生产计划》作好物料、工艺等产前准备。计划员协调、处理异常情况。OK3资料内容仅供参考，如有不当或者侵权，请联系本人改正或者删除。1011序号121314流程生产统计半成品/成品
8、进、出信息处理生产部主管组织员工按《周生产生产员工计划表》组织实施生产。PMC部主管每日组织、召开生产PMC部主管协调会
