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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、供应商合作协议书······································216、廉政合约··············································267、廉洁保证书············································278、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··········································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······································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··············································72生产计划作业流程序号流程负责人表单作业内容1`业务员/业务部副总《生产通知单》业务员将客户订单转换成《生产通知单》，报业务部副总审核后，于1小时内分发给PMC部主管。生产通知OK产能、负荷分析制作《主生产计划》制作《月生产计划》/《发外加工计划》制作《周生产计划》生产准备OK生产实施NGNG进度跟进审核OKNG2PMC部主管/业务员《生产通知单》PMC部主管对《生产通知单》中的产品进行产能、负荷评估，并确定是否有能力接受订单。若无法满足订单需要，则反馈给业务员处理。3PMC部主管《主生产计划表》PMC部主管以产品为对象单位编制《主生产计划》，并交计划员。4计划员《月生产计划》/《发外加工计划》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》。5PMC部主管《月生产计划》/《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，则签字返交计划员。计划员分发物控员、生产部各一份。有误，则通知计划员修改。6物控员/采购员《产品零配件明细表》/《物料需求计划》/《采购计划》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。7计划员《周生产计划》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》。8PMC部主管《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；9生产部主管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。10生产员工生产部主管组织员...