山本様、渡瀬様 お疲れ様です 渡瀬さんには先ほど少しお電話させて頂きま

山本様、渡瀬様

お疲れ様です

渡瀬さんには先ほど少しお電話させて頂きましたが、調達企画メンバーご支援の
お願いです
今回の予算で調達部門はかなり大きな予算枠を取りました
しかし、実際のところは部品切替等のスケジュールすらまともに作ることが出来ない
状況であり、調達会議は実施しているものの簡単に誰の断りもなく切替時期を
変えているのが実情です

あまりにも遅延が多いため、本日マスタースケジュールを私も確認しましたが
内容があまりにも曖昧
例えば、予算から遅れている案件に関しては巻き返しを実施する策を打つ必要が
あるにもかかわらず、一直線の予定になっています

例）評価⇒書類変更⇒仕入先へ指示⇒部品納入とよくある流れですが
巻き返しするのであれば、評価結果が出た時点で仕入先に内示を出し書類と
物を同時並行で進めることなどいくらでも短縮を考えることが出来るが、今のメンバーでは無理
例）日本での客先評価、承認内容を一切理解しておらず巻き返しの策すら想像が付かないのが
今のメンバー

このような状況であり、お願い事項としては以下の通りです
ご協力お願いできますでしょうか

◇ご支援案件
①既存にて進めている案件のマスタースケジュールをレビューして頂き、
予算どおりに進める線を引きなおす
②2015年予算としてあげている案件に関して、マスタースケジュールを
いっしょに作りこみ、予算に対して余裕を見たスケジュール化を作りこむ
◇期間
DSST:2日間
ＤＳＴＴ：2日間にて来週にでもお願いしたい
◇出張者
マスタースケジュールを理解し、前倒しのことが考えられる方
◇人数
１名
◇費用
DSSTTもち

山路さん

調達企画部殿よりご了承頂きましたら、ホテル、車の手配および全ての案件にてマスタースケジュールを
準備し、指導を受けるようにお願いします。勿論、山路さんも出席し認識してください
先ほどの打合せではDSTTのみとしていましたが、DSSTに関しても同レベルであると予想され同じアクションを
実施してください。この機会に厳しい指導をもらってください

また、最後に報告会の場を設けてください。私も参加します
ポイントは上記例で記載しているような策を講じて予算どおりに進めることが出来ているか
万が一、予算より遅れるような場合は、その損金はいくらとなるか
メンバーに良く伝えてほしいのは、予算未達＝調達メンバーの査定が悪くなるということを理解させてください


以上

ผลลัพธ์ (อังกฤษ) 1:

Like Yamamoto, like Yuu Watase Thank you for your good work To Watase's earlier little phone we received that support the procurement project members It is please Budget took a pretty big budget frame Procurement Department However, nature cannot make decent even schedule component switching, etc. To cut replacement time situation, and although the procurement meetings conducted easily refuse anyone without Fact is that changing Has identified well my master schedule today too often delay for the Content is too vague For example, measures to enforce matters behind the budget rally to hit Is going straight, even though Example) assessment ⇒ document changes ⇒ directed to the vendor ⇒ parts delivery and flow well. Supplier as if in a catchup evaluation results were unofficial out documents and Things at the same time to proceed in parallel, but can reduce the force by members of the now Example) did not understand customer target evaluation in Japan, approved content whatsoever, catch-up measures even without the imagination Now members And in this situation, as the requirement as follows Can you please help us? ◇ support issues (1) Please review the projects underway at the existing master schedule Scribe line forward budget (2) for the 2015 budget and give deals, master schedule Static scheduling of manufacturing together, saw the room for the budget ◇ period DSST:2 days Like to ask even in the next week in the DSTT:2 days ◇ travelers How to understand and master schedule, may be ahead of schedule -Number of persons 1 name -Expenses DSSTT mochi Mr. yamaji And note that procurement planning department, than at hotels, car hire and deals with all the master schedule Thank you to prepare and to receive instruction. Please recognize, of course, attended yamaji,As at previous meetings had only DSTT for DSST level expected for the same action Should be done. Please get this opportunity in tough trainingSee also established a meeting at last. I will also participatePoint that can advance to the budget measures as described in the example above? If the delayed budget? how much is the deductible We understand the worse assessment of the budget less people = procurement members want better told members of that More than

ผลลัพธ์ (อังกฤษ) 2:

Yamamoto like, Watase like is cheers for good work Although the Watase's I was allowed to little call earlier, procurement planning members for your support of is asking procurement department in this budget was quite taken a big budget , however, a matter of fact can not be made ​​even schedule such as parts switching to decent is a situation, procurement meeting the no switching time anyone of stated otherwise easily despite being implemented is the actual situation're changing for also often delay too, today is the master schedule was confirmed I also the contents are too ambiguous for example, need to hit the measures to implement the catch-up with respect to projects that have been delayed from budget despite some, has become a straight line scheduled example) evaluation ⇒ Although it is flowing in well with the instructions ⇒ parts delivery to document change ⇒ supplier so long to catch up, documents and issued a unofficial to the supplier at the time of evaluation results came out shortening plenty such as to advance things concurrently it is possible to think of, impossible is now the member customer evaluation, for example) Japan, is not adhere is bet even imagine of catch-up and does not understand any approval contents now of members is a such a situation, please matter as the following is as you can for your cooperation would either ◇ your support projects and will review the master schedule of projects that are underway at ① existing, redraw the line to advance in on budget by raising as ②2015 year budget with respect to projects that are, a master schedule crowded create together, to fabricate a scheduled saw a margin against budget ◇ period DSST: 2 days DSTT: you want to ask any time next week in two days ◇ Business travelers understand the master schedule , who is considered to be ahead of schedule ◇ number 1 people ◇ cost DSSTT have Yamaji's Once I received your note from procurement planning department hall, hotel, the master schedule in car arrangements and all projects are prepared, to receive guidance as Thank you to. Of course, please Mr. Yamaji also attended recognized in the meeting of the earlier it had been only a DSTT, the same action is expected to be the same level with regard DSST Please execute. Please got a strict guidance on this occasion also, please provide a place of last reported meeting. I also will join point is that you are able to proceed to on budget would institute measures such as those described in the above example by any chance, if you like later than budget, the deductible will either become much tell well to members and I want to, budget unachieved = Please let understand that assessment of procurement members may deteriorate more

ผลลัพธ์ (อังกฤษ) 3:

YAMAMOTO: Thank you, Mr. watase watase is too little to the previous call, but I was planning, procurement, please support member is in the procurement department budget was quite a large budget framework. However, the fact of the matter is not a situation making a full schedule, even switching, etc. for parts procurement easily as without asking anyone at the switching timing is changed circumstances are too many, but the delayToday I master schedule content was confirmed that are too vague. For example, the delay from the budget items that are necessary for implementing measures to roll back, despite the case is too straight schedule) is well flow and to evaluate the supplier document changes to parts supplier to the instruction at the back, can be like to think that when the evaluation result to put forward the documents to the supplier and concurrently to reduce the numberIn this case it is a member of the evaluation of the customer in Japan, to understand the contents of any approval even not frivolous catch-up strategy of imagination too now members such as the situation and ask the following matters have a review of the work the master schedule items in advance at the

◇ support will help you ask at the existing in the budget, draw a line in advance according to whether the 2015 and again at the budget as the case, the master schedule.Make a dent in the budget to afford to make the schedule in
◇ period at the DSST 2 days at the DSTT: 2 days to take a business trip next week
◇ master schedule to understand the
◇ number one at the expense of DSSTT has
◇ Yamaji, too, please note that the hotel is planning to raise too may be ahead of schedule, and arrange all the work of the car to prepare master schedules, please receive guidance. Of course, theYamaji please recognition at present in previous meetings only DSTT and was expected to DSST is at the same level and at the same action was carried out. In this opportunity, please also had strict instructions, at the end of report. I participate at the point in the above example stated that measures taken to promote the budget that is made at the case behind the budget, and how much will be at the expense ofWell, give to members of the budget in transit; assessment of procurement and worse than you realize that the stress at