How to Align Your IPOs with Your China Strategy
July 28, 2007

Dear [FIRSTNAME],
  
IPOs (International Procurement Offices) has become the buzzword in today’s supply chain arena. After Fortune 500, more and more middle market companies (with annual revenue around USD 500M) are setting up IPO offices in China. What are their paining points? Which factors are critical to their success in China? And how to run IPOs as a business? This 1-day training programme seeks to approach these questions in a systematic and practical manner. Participants will also have an understanding of overall IPO operations management from a new perspective as how to deal with questions above accordingly.
 
Workshop  Outline:
- Different Stages of IPO
- Observations and facts: Current China IPO status overview
- 5 Key Components for a successful IPO
- Case Study: the success story of an automotive tier-1 company from U.S.
- Cost Centre or Profit Centre?—Link purchasing with financial initiative
- IPO or International Sales Office?
- Transfer Pricing
- Tax Schedule
- Q&A

Objectives and Benefits
1) Gain an overall understanding of the IPO operations from a new perspective;
2) Think beyond purchasing, link sourcing and procurement with financials, marketing and corporate strategy
3) Real case study analysis and hands-on experiences and expertise sharing
 
Who Should Attend
This programme is designed specifically for those who is currently or potentially to be working in an IPO, especially for those who want to escalate their career to next level in the IPO. To think out of the box, participants will have an understanding of the IPO operations from a strategic perspective and link purchasing with financials, HR, internal marketing and corporate strategy.
 
 
Trainer: DaAn Hu (Daniel)
 
DaAn Hu has expertise in strategic sourcing consulting (especially Low Cost Country Sourcing), procurement process control and supplier performance management. He has extensive operations consulting/engineering experiences across U.S. China, India, Southeast Asia and Israel. He has been involved in change management, advisory and implementation roles in some of the Top Fortune 100 companies ranging from manufacturing and automotive to technology and oil industries.  Prior to joining Conway MacKenzie & Dunleavy, Mr. Hu was an engagement manager in Ariba (Formerly FreeMarkets). His responsibilities range from key account relationship management, strategic sourcing consulting, supervising and escalating point of sourcing project execution, Ariba Quick Source® trainer and pre-sales support.  
 
 
 
Seats for this training are limited  to only 15 persons. If you are interested, please register online at: http://www.supplychain.cn/en/cev/?230. No email or phone registrations please.
 
When:
 
1 Day Training
Saturday
July 28, 2007
am 9:30 till 17:00
  
Where:
 
Rich Garden Hotel
 628 Gubei Lu (by Xianxia Lu), Shanghai
  
Training Fees:
 
Council Members: US$215 
(or RMB 1,660) 
Non-Members: US$238
(or RMB 1,835)
 The China Supply Chain Council is a leading community of 20,000 professionals dedicated to continually improving the professional abilities, progressing in careers, sharing information and resources, uniting as a community, setting standards for excellence, building credibility in the supply chain sector, and (best of all) having fun. For more information, visit: www.supplychain.cn