公司各部门职能中英文汇总

1、市场部Marketi ng Departme nt市场部是由市场总监领导的，并有七个下属分支机构。安乐，安尔乐，安儿 乐，安尔康，以及家用产品分支分别在各自总经理的领导下致力于恒安不同的品牌 的市场工作。片区市场分支在片区市场总经理的领导下为本区的市场行为提供支 持。包装和数据分析分别有一位经理专门负责。The Market ing Departme nt is led by the Director of Marketi ng and con sists of seve n Bran ches. The Anle, An erle, An errle and An erka ng, and

2、Household Product Bran ches focus on each of HengAn Brands and are led by Gen eral Man agers. The Regi onal Marketing Branch supports Marketing activities in the field and is led by the General manager Regional Marketing. The Packaging and Data Analysis Branches are each led by a man ager.市场部在公司制订战略

3、计划和财务计划中起着主导作用。它对品牌和产品进行 管理，与销售部和新产品开发部紧密配合，以实现公司的战略目标。由市场部牵 头，就产品方向，广告策略和公司日程表等重要文件，寻求跨功能的解决方案。市 场部制定、管理和协调广告策略，同时管理品牌预算。对与客户沟通联系，促销活 动等所有相关事宜，及销售和市场营销计划的执行进行审批。通过与销售部密切合 作，市场部可以获得来自于现场的重要信息，以便有效地执行所有的计划、战略， 针对个别情况制定个性化服务计划。具体运作由各片区市场部门进行协调。Marketi ng leads the developme nt of strategic and finan c

4、ial pla ns for the bus in ess and man ages the brand and products, in part nership with Sales and NPD, to meet those bus in ess objectives. Marketi ng acts as a facilitator develop ing cross-f unctional solutio ns in cludi ngproduct directi ons, advertis ing strategy, and bus in ess cale ndar key do

5、cume nts.Market ingdevelops, man ages and coord in ates advertis ing strategies.Marketi ng also man ages the brand budgets, approves all con sumer com muni cati on, and executes sales and market ing programs and promoti on eve nts. Market ing works closely with Sales to gain critical field in put an

6、d to efficie ntly impleme nt all pla ns and strategies, tailored as necessary for unique field situations. This coordination will be done through the Regi onal Marketi ng orga ni zati on.市场部应通过合理的产品定位、能真正 吸引顾客的包装、促销活动和广告宣传等来激发消费者做出购买决定。市场部应提 出有竞争力的产品价格建议并交高管层审批。Marketi ng will stimulate the buying d

7、ecisi ons of con sumers by proper product positi oning, attractive and efficie nt packag ing, sales promoti ons and advertis ing. Market ing develops competitive product prici ng recomme nds for Senior Man ageme nt approval.市场部的主要职责包括:-Key Marketi ng resp on sibilities in clude -消费群体研究Con sumer rese

8、arch市场和产品细分，包括地理与人口分布状况的影响Market &product segme ntati on, in clud ing geographies &demographics品牌的发展及其活力的持久性Brand developme nt and mome ntum maintenance对新产品在质量、特点等方面的要求New product requireme nts (features,quality, etc.市场及产品的定位Positi oning of market &product产品包装设计方面的投入Product packagi ng desig n input广

9、告Advertisi ng价格建议方案Prici ng recomme ndati ons促销、预算和成果预测Promoti ons, budget in g, result forecast ing与消费者交流联系的计划Con sumer com muni cati on programs市场部对销售工作的支持Marketi ng support for sales市场预测和历史资料的追溯和分析Market forecast ing, and track ing history密切关注竞争对手的动向Competitive mon itori ng准备营销计划Prepare marketing

10、 plans.协调并处理来自销售部和片区市场部门的信息Coordin ate all field in put from Sales and Regi onal Marketi ng orga ni zati ons市场部应对媒体宣传的总预算进行管理。确保实际的开支不超过批准的份额，即为2002年销售收入预算的百分之四。其中包括以下四个主要项目：Marketi ng will man age the total budget for media, i.e. 4%of sales in 2002budget.Marketi ng will en sure that the actual spe

11、nding will not exceed the approved %of sales budget for marketing expense which is defined as to include four major marketing items, in cludi ng :媒体宣传(如电视与报纸广告费用Media (e.g.TV or print cost to TV Stati on and n ewspapers消费者促销活动(如奖品或给消费者的礼品Con sumer promoti on (e.g.premiums or gift packs to con sumers

12、电视或印刷广告的制作费用(如拍摄电视广告的名人出场费用或监制费用Production cost for TV or print ad (e.g.includes celebrity fee or director fee for shoot ing TV commercials其他费用(例如：广告和媒体代理费用/佣金，A.C.尼尔森费用，重点消费群座 谈会的费用，等等。Miscella neous (e.g.Advertisi ng and media age ncy fee/commissio n,A.C. Nielse n fee, focus groups cost, etc.市场部将负

13、责管理数据的收集与分析，并为收集相关地区的市场（消费者）数 据制定预算。其中包括购买数据库资料，期刊，对特定消费群跟踪调查及其他的数 据。Marketi ng will man age the data collect on, an alysis and budget for all required fieldmarketi ng （con sumerdata collect ion in clud ing any purchased database files, purchased periodicals, specific con sumer track ing studies and

14、 miscella neous data sources.及时准确地收集有关数据和统计报表，以便增强本部门的运作效率。The accurate and timely collectio n of releva nt data and statistics un derp ins the effective and efficie nt operatio n of the departme nt.销售部Sales Departme nt销售部由销售总监领导，包含十个销售片区，一个全国重点客户部，一个销售 行政分部，和一个海外业务分部。每个片区都由一位片区销售总经理领导。每个销 售片区都将有一些下

15、属销售部门，而每个部门都由一位经理领导，另外还有一个全 国重点客户部门和销售管理部门，每个部门都由一位经理领导。他们都会得到来自 财务部和市场部的支持。全国重点客户部和销售管理部都由各自的总经理领导。海 外业务部由一位经理领导。The Sales Department is led by the Director of Sales and consists of ten SalesRegi ons, a Nati onal Acco unts Bran ch, a Sales Admi nistratio n Bran ch, and an Overseas Sales Bran ch. Th

16、e Regi onal Sales Bran ches are each led by a Gen eral Man ager Regi onal Sales. Each Sales region will have a number of Sales Branches each led by a Manager, a Nati on al/DirectAcco un ts, and Sales Admi nistrati on Secti ons each led by a Man ager, and will be supported by Finance and Marketing Th

17、e National Accounts, and SalesAdmi nistratio n Bran ches are led by Gen eral Man agers. A Man ager leads the Overseas Sales Bran ch.销售部负责按照公司的目标，对销售流程进行管理和推动，以便扩大销售、增 加收入。As the departme nt sales is acco un table to drive and man age the sales process to the endresult of increasing corporate sales a

18、nd earning in alignment with corporate goals.销售部门的首要职责是促进销售量的增加、制定和管理本部门的运作程序，包 括寻找并筛选合适的客户，确定潜在的客户、进行销售演示、完成销售计划、增加 现有客户销量、开发新客户、按时准确交货、回笼货款，直至完成客户服务，并不 断发展和培训销售网络。It s prime resp on sibilities are to drive the sales in crease, develop and man age the operati on process which in cludes ide ntificat

19、i on and select ion of qualified customers, validati on of pote ntial customers, sales prese ntati ons, accomplishme nt of sales pla ns, in crease of curre nt acco unts sales volume, establishme nt of new acco un ts, goods delivery, payme nt collect ion, un til realizatio n of customer service and t

20、he con ti nued developme nt and training of the of sales n etwork.同时，销售部应决定销售的重点和销售方法，注重客户占有率和客户关系管 理，建设和巩固分销网络，实现最好的销售收入和应得的利润。主要措施如下：At the same time, the keyst one and approach of sales will be validated; they will focus on customer share, customer relation s management, establishing and enhancin

21、g adistributi on n etwork, and realize the best sales reve nue and reas on able profit. Main measures as follows:扩大分销覆盖面Expa nd distributi on支持促销活动Support on promoti on activities重点客户的经营管理Nati onal Acco unt sales man ageme nt短期和长期的销售规划及扩大海外销售业务Short-term and Ion g-term sales pla n and expa nsion on

22、overseas sales bus in ess零售终端的销售活动Sales activities of retail outlets完成公司的销售和毛利增长指标Achieveme nt of corporate sales and gross margi n targets.销售部岗位职责：The resp on sibility of Sales Departme nt:负责对基层的销售人员、管理人员、个人护理顾问及后勤人员进行指导、管 理、培训和鼓励，确保他们都能接受良好的训练，并根据基层需要不断提高水平。Acco un table for the direct ing, man ag

23、eme nt, trai ning, motivat ing and to provide proper incentives for the field sales staff, sales management, PCC staff and sales support. Will assure that all sales representatives, sales managers, PCC and sales staff fully trained and con ti nu ally updated as required.需要时对各级销售团队提供行政管理支持。Provides a

24、dmi nistrative support to the various sales teams as required.根据公司远景规划，结合当地市场特点，制定并实施相应的销售计划，从而确保公司销售目标的实现。Accord ing to corporate visio n, with refere nee to local marketfeatures, Sales pla n will be developed and impleme nted to achieve corporate sales objectives针对不同的销售渠道，采取措施以确保在当地市场的市场渗透率（铺货率）和

25、出样率的最大化。For differe nt sales cha nn els, measures will be take n to assure maximum pen etrati on rateand SKU perce ntage on local market.寻找新的客户，开拓新的市场，制定和研究分销模式及策略，在达到最佳分销 效果的前提下，不断降低分销成本，提高效率，维护和完善全国销售网络。Ide ntify new customers, expa nd new market, develop and research distributio n pattern and str

26、ategy, with the precondition of best distribution result, efforts will be paid for reducing distribution cost, increasing efficiency, improving and maintaining national sales n etwork.负责对全国的销售情况进行监督和管理，对处于不同业态市场的分销 商及零售商进行评估、培育、服务和管理，并保持良好关系；同时对全国的销售活 动提供支持。Supervise and man age n ati onal sales, ac

27、co un table for evaluati on, cultivati on, service and man ageme nt on distributors and retailers of differe nt markets, and maintain good relationship with them, at the same time provide supports on national promotion activities. 负责对恒安产品在零售终端货架上的陈列进行管理，确保符合市场和销售的需要与 目标。Acco un table to man age the

28、shelf prese nee of HengAn products at the retail level assuri ng that is con siste nt with sales and market n eeds and goals.负责对全国重点客户的经营与管理，特别应采取有效措施，开拓现代通路中的 潜在市场，包括大卖场。Acco un table for operatio n and man ageme nt of n atio nal keyacco un ts, especially take measures to expa nd moder n cha nnel p

29、ote ntial market, in cludes hypermarket.尝试寻求和开拓潜在的海外市场，改善销售管理，以便满足海外市场的要求， 提高海外市场的经营绩效。Try to seek for and expa nd pote ntial overseas market,improve sales man ageme nt to meet overseas market dema nds, improve overseas market result.负责管理和提高对传统渠道的渗透、销售和赢利。Acco un table to man age and in crease pen e

30、trati on, sales and earnings in the traditi onal markets cha nn els.负责销售合同的签定、审核与执行；维护全国价格体系，参与新品价格制定。Acco un table for con tract subscripti on, audit ing and impleme ntati on, maintain n ati onal prici ng system, participate in new category prici ng与市场部密切协作，共同制定市场战略战术，确保市场方案得以在基层贯彻实 施。并不断地为市场部及研发中心

31、提供市场反馈意见和竞争方面的情报。Mai nta ins a close worki ng relati on ship with the Marketi ng Departme nt, develops tactics and strategies to implement marketing programs at the field level, continually provides feed back and competitive in tellige nee to Marketi ng and R&D根据需要，在开发和推出新产品时对新产品开发部门提供必要的支持。Supports

32、 NPD as required in the develop ing and launch of new products.保持与财务部、研发中心、生技部及采购部的紧密合作。Mai ntains a close worki ng relati on ship with Finan ce, R&Dand Supply Cha inMan ageme nt Departme nts销售部应确保对下列文件及工作流程进行维护和更新：The Sales Departme nt in sures that the followi ng docume nts and procedures are main

33、tained and updated：客户帐/销售日记（每周的记录称作报告）：确保与所有客户相关的客户帐得 到及时更新。Acco unt books/salesdiary （weeklycall reports assure acco unt books related with customers will be timely updated销售统计及分析：确保每月及时准确地收集销售数据，做出准确、及时的绩销 考评图并上报。Sales statistics and an alysis:Assures that mon thly data collecti ons are made timel

34、y,accurately and the appropriate cockpit chart measureme nts are man aged and reported根据市场部及公司要求，对价格体系进行维护和更新，并做好纪录。Accord ing to requireme nts comes from marketi ng departme nt and corporati on, the pric ing program will be maintained and updated and the record will be established.维护销售合同的合法性、可操作性并做

35、好记录。Maintain validity and man euverability of sales con tract and set up record for it根据公司要求，对应收帐款及现金回款进行管理。Cash Collecti on and Acco unts Receivable man aged with in corporate guideli nes.在客户服务方面，与生产部门、物流部门密切协作，共同履行客户订单，以确 保订单满足率和准时交货率的要求。对基层的客户服务提供支持，履行或促进分销 商和零售商的订单的履行。对收到的客户投诉进行处理，确保采取适当的措施妥善 解决

36、客户投诉。Customer service, work ing closely with Supply Chain and Out-bo und Logistics (Distribute nprocesses customer orders to meet Fill rate and OTD requireme nts. Sales provides customer service support in support of field sales n eeds by process ing and expedit ing orders for customers to in clude

37、both retailers and distributors, han dli ng customer complai nts received and en suri ng that appropriate acti on is take n to resolve the complai nt.销售部门可衡量的主要销售成果是：在公司、片区、地区经营部以及销售代表 各自现有的销售业绩基础上制定新的销售目标，并对销售工作进行考核。Sales Keyeasurable deliverables are Sales targets and goals based on achieveme nt o

38、f quotas by compa ny, regi on, I ocal sales office and sales represe ntatives. The evaluati on will be made on sales.及时准确地收集有关数据和统计报表，以便增强本部门的运作效率。The accurate and timely collectio n of releva nt data and statistics un derp ins the effective and efficie nt operatio n of the departme nt.供应链管理部Supply

39、Chain Departme nt供应链管理部架构上由计划、采购及物流三个分部组成，组织管理上实行总监 负责制，下设计划、采购及物流三个总经理协助供应链总监管理对应的三个分部；Supply Chain Departme nt con sists of three bran ches, in clud ing pla nning, purchas ing and logistics. The Director Supply Cha in man ages the Departme nt. Three Gen eral Managers will assist the SC Director in

40、 the related roles and responsibilities.供应链管理部门为计划的制定、调整水准及运营水平负责；The Supply Chai n operates at both a Plannin g/Coordi nati nglevel, and an Operatio nal level.在计划方面，供应链负责制定并运行销售 &运营计划流程(S&OP。在销售预 测、市场营销、促销计划和新品推出的基础上，草拟具体的销售 /运营计划并提交 给高管层和跨功能小组以供审批。如：At the Pla nning level, it owns and coordi nates

41、 the Sales &Operati ons Pla nning process (S&OP.The S&OPge nerates Senior Man ageme nt &cross-f un cti onal sig n off to specific pla ns prepared by the Supply Chain -based on Sales Forecasts, Market ing &Promoti on Pla ns, and New Product Launch i.e. 包括安全库存。 the qua ntity &locati on of fini shed go

42、ods inven tory required to meet expected customer dema nd, in cludi ng safety stocks在 总部和分公司之间协调成 品与原材料库存的配备。；the co-ordi nati on of fini shed goods inventory & materialinven tory tran sfers betwee n HQ & Subsidiaries.能规划制定总部及分公司的生产计划。Production the production capacityneeded for Factories to produce

43、 the required finished goods, and the time periods in which to produce, and the Ion g-term capacity project ions. Pla ns are developed by the Supply Chain for both the HQ and Subsidiaries.以满足工厂对原辅材料的需要，它包括安全库存计划；the materials that mustbe available in Factory to support the Production Plan, including

44、 safety stocks. Plans are developed by the Supply Chain for both the HQ and Subsidiaries.在计划方面，供应链应负责在有效的成本下，及时地执行已批准的销售运营计 划。供应链的计划流程对计划的进度进行监控，建议、实施和调整。其绩效的主要 考核指标是：客户订单满足率、原材料和产成品库存水平（库存天数）。At this Planning level, the Supply Chain is responsible for timely and cost-effective executio n of the app

45、roved S&OPpla ns. The Supply Chain pla nning process mon itors pla n progress, and recomme nds and impleme nts adjustme nts. Key measures of the success of the S&OPprocess include the Fill Rate for Customer Orders, and the Raw Material &Fini shed Goods Inven tory levels （days on hand.在运营方面，为实现上述计划，供

46、应链负责原辅材料的储存和运输，对恒安内 部和外部的储运资源进行控制和管理。其中包括以下流程：At an Operati on al level, the Supply Chai n in itiates &executes the physical flow of material tomeet the above pla ns, and con trols and man ages the internal &exter nal resources of Hengan used to move and store materials. This in cludes the processes

47、 of:采购，负责根据质量要求及成本最有效性原则两方面与供应商进行原材料商务 的谈判与实施采购，以满足生产对原辅材料的需要；根据新产品开发的要求，识别 并评估供应商；与供应商建立战略联盟，实施供应商评审与管理流程及由供应商管 理库存系统。 n egotiat ing and purchas ing raw materials of the required quality to most cost-effectively support the Material Requireme nts Pla n for Producti on, and new product developme nt

48、for Marketi ng; ide ntify ing &evaluati ng suppliers; develop ing strategic Supplier Allia nces; impleme nting Supplier performa nee measures &ven dor-ma naged in ve ntory.原材料物流：在成本和交货期统筹兼顾的原则下，管理采购运输、海关 清关以及原材料仓储运作 ;cost-effective &time-responsive management of inbound tran sportati on, customs & p

49、ort cleara nee; and raw material warehouse operati ons.成品物流：在成本和交货期统筹兼顾的原则下，对从工厂/仓库到客户的仓储及运输进行管理。销售与供应链应提前就客户服务标准及成本达成协议；cost-effective & Customer-resp on sive warehous ing &tran sport of fini shed goods from Factoryor Warehouse to Customer. The Customer service sta ndards will be agreed &costed bef

50、oreha nd betwee n Sales & Supply Chai n.在运营方面，供应链的主要可测评的成果是：原材料成本和材料供应满足率、物流成本、对客户的销售订单的准时交货率At this Operati on al level, the Supply Chai n s key measurable deliverables are Costof Materials and their Availability for Product ion. Cost of Logistics activities, and On- Time Delivery performa nee of S

51、ales orders to Customers.与分公司生产运营的关系：在分公司，供应链所涉及的员工的日常行政、现场和人事等方面管理，由生产/经营总经理负责，但是库存和生产计划流程，要接受总部流程负责人的指示和领导，员工的业绩考评，工作范围和责任，以及薪资建议均由总部流程负责人负责Relati on ship with the Subsidiary Manu facturi ng Operati onsAt a Subsidiary level, all SCM staff report to G.M. Man ufacturi ng/Operatio nsonday-to-day adm

52、ini strati on, site man ageme nt &HR issues; but for the Inven tory&Producti on Pla nning processes, they take their in structio ns &leadership from the HQProcess leader. Staff performa nee evaluati on reviews, defi niti ons of job scope&resp on sibilities, and rem un erati on recomme ndati ons are

53、resp on sibility of the HQ Process Leader.与销售部的关系供应链向销售部提供支持服务，以满足客户需要。销售和供应链还应就客户服 务标准、销售片区内各城市的服务成本、以及可能的特殊的客户形式，达成协议。销售及供应链应密切合作，以确保向供应链的计划流程提供准确、及时的信 丿 111、0在分公司，由销售/客户服务人员接收客户订单，按照供应链标准与客户达成 数量和交货条款，并立即通知供应链按定单实施。Relati on ship with the Sales Departme ntSupply Chai n is a service support to Sal

54、es in providi ng Customer satisfacti on. Sales & Supply Cha in will agree service sta ndards &cost of servic ing each City within the Sales Regi on, and maybe also specific Customer types.Sales & Supply Cha in teams will work closely &cooperatively to en sure accurate &timelyinformation is available

55、 for the Supply Chain Planning process.At a Subsidiary level, Sales/CustomerService receives Customer orders, agrees qua ntity &con firms delivery accord ing to Supply Cha in sta ndards, and the n immediately com muni cates order to Supply Chai n for fulfillme nt.与市场部及新品开发流程的关系供应链计划与采购小组为市场和新产品开发流程提

56、供重要的技术/专题事项的支持，具体如下：当市场出现新材料及不同的材料时，及时向新产品开发小组提供信息，以便进 行产品改良及新产品的开发推荐可替代材料以改进产品性能，让利于消费者，或降 低恒安品牌的产品成本。提供可预期的生产能力过剩的时间信息窗口，为市场部制定额外的促销活动提 供理论依据；市场、产品开发及供应链等团队必须紧密合作，以确保来自于内部的计划与采 购团队的信息与资源及来自于外部的供应商方面的提供的信息与资源，能为新产品 开发和市场的促销计划流程发挥有意义及有价值的杠杆的作用。Relati on ship with Marketi ng Departme nt & the NPD pro

57、cessThe S.C. Pla nning & Procureme nt teams provide sig nifica nt tech nical/subjectmatter support to Marketing &the NPD Process; specifically in:the early sourci ng of new &differe nt materials to support line exte nsion &new product in itiativesin troduci ng alter native materials to improve perfo

58、rma nee, in crease con sumer ben efits, or lower the cost of Hengan s brandside ntify ing future excess product ion capacity“ wi ndows ” that can provideopportunities for additional promotional activitiesMarketi ng, NPD & the Supply Cha in teams will work closely &cooperatively to en sure the internal kno wledge &resources of both the Hengan Pla nning &Procureme nt teams, and Hengan s exter nal Supplier base, are leveraged to provide sig nifica nt ben efit to the product &promotio