【合同知识扩展】合同审查管理程序（中英文对照）

摘要：2.1. 客户正式下单后，由客户服务课负责将客户订单号码及要求出货日期等基本信息登入ERP系统以便追踪记录。

【合同知识扩展】

合同审查管理程序

PROCEDURES OF CONTRACT REVIEW AND MANAGEMENT

目录 TABLE OF CONTENTS

1．目的Purpose

2．范围Scope

3．参考文件References

4. 定义Definition:

5．权责Rights & Responsibilities

6．程序: Procedure

7. 参考文件及记录表单.

Reference and Recording sheets;

8.记录之保存

Records Keeping

1．目的Purpose

明确界定合约审查流程，确保本公司在生产前客户的要求都有明确了解，相关问题都有协调。

To make Contract Review Process more clear and to ensure customer’s requirements have been understood and all problems have been harmonized before production.

2．范围Scope

承接生产的所有审查及变更作业。

All Reviews and changing operation that Lastar carries on;

3．参考文件References

ISO 9001:2008 Quality Management System – Requirements.

4. 定义：Definition:

4.1. 合约：指客户之采购单。 Contract: Customer’s purchasing order;

4.2. 标准品：公司正式发行之工程图所规范之产品。

Standard Products: Norm products regulated by ENG drawing which issued by company formally;

4.3. 新产品：标准品以外之产品。

New products: products beyond standard ones.

5．权责：Rights & Responsibilities

参考作业流程。 Refer to Working Process.

6．程序: Procedure

6.1作业流程 Working Process

6.2.合约确认及受理: Contract confirmation and handling

6.2.1. 客户正式下单后，由客户服务课负责将客户订单号码及要求出货日期等基本信息登入ERP系统以便追踪记录。

After customer orders formally, CS charges for keying in customer order No. and required delivery date into ERP system so as to trace records conveniently;

6.3. 合约审查及接受：

Contract review and acceptance:

6.3.1. 客户服务课于合约发出审查前先确定订单性质，选择适当之产品类型.

CS confirms the type of order before sending out Contract Review.

6.3.2. 客户服务课将客户合约/订单中的订单号码、客户、接单日期、交期、数量等重点要求事项记录于“合约审查记录表”;

CS records some important information such as order No., name of customer, receiving date, delivery date and quantity on “ Contract Review Record”.

6.3.2.1. 若产品为标准品，PMC在系统中建立JOB后,系统自动依据出货时间.人工产能.材料交期进行排产.

If it is standard product, PMC will key JOB NO in system, and then the production schedule will be made by system base on due date, labor power and material lead time

6.3.2.2. 系统排产后提示材料下单需求, 经PMC确认后通知采购下单,采购需将供应商回复的实际材料交期输入系统, 以便排产.

After scheduled by system, it will report the purchase requirement. And then PMC will notify PU to purchase after confirm. PU will key the actual material delivery date in system for schedule.

6.3.2.3. PMC人员按系统提供的报表,对不能满足需求的材料交期, 要求采购提前材料交期.采购须在两天内给PMC回复.

PMC will require PU to pull in material when they find the material delivery date will delay ship date in the report. PU must confirm and reply the updated information in two days

6.3.2.4. PMC得到实际材料信息确认后,视情况对ERP系统排产进行人工干涉调整.

Once PMC get the actual material delivery date, they will adjust the schedule by themselves.

6.3.2.5. 若为新产品，客户服务课则将合约首先交工程部/品保部做产品规格,模具及检测能力确认,其余运作同标准品.

If it is new product, CS will hand over contract review to ENG/QC first to make confirmation for product specification, tooling and testing ability, and the following processes are the same as standard products.

6.3.3. 绘图组/模具组、物管课、品保部、生产部、在记录表权责栏内填入备注或意见后，依表单流程作业转回客户服务课。具体处理状况如下：

After drawing team/tooling team, MC, QC and PD fill remarks or comments in responsible column, the Contract Review will come back to CS. Details are as follows:

6.3.3.1. 如为标准品时，客户服务课对转回之“合约审查记录表”作确认无误后，将最终交期输入ERP系统. ERP系统依据出货时间.生产人力.材料交期,进行生产日计划排产，PMC对ERP系统排出不合理的结果进行人工干涉后,安排生产.对确定不能满足客户要求的合约,由业务主管决定是否开会讨论解决,或告诉客户实际状况,争取说服客户作相应的让步变更.

For standard products, after confirming the returned Contract Review Record, CS will key the final delivery date into ERP system, ERP will schedule base on due date, labor power and material lead time, and then PMC will adjust the unreasonable production schedule. As for those contracts which couldnt meet customers requirements, then CS supervisor decides whether to hold a meeting to discuss or to tell customer actual status, and to persuade customer to make adjustments;

6.3.3.2. 如为新产品时，则由绘图组/模具组、生产部、物管课、品管课、对该产品之规格、品质、检测仪器设备、交期写出意见后，再由客户服务课主管批示是否承接。

For new products, after drawing team/tooling team, PD, MC and QC write comments for Specification, quality, testing, equipment and delivery date, and then CS supervisor decides whether to approve.

6.3.3.3. 如进行合约审查时发现有个别项目产品尚未确定而影响整张合约审查时，可对合约中其它项目先进行审查，将未确定之项目注明清楚交至下游审查部门进行审查，客户服务课可将已审查好之项目回复客户；当未确定的产品确定后，针对此确认项目交各部门进行审查。

If it is because some unconfirmed item which affect the whole Contract Review, then other items could be reviewed first, and send to the following Department to review by remarking the unconfirmed item; CS could reply to customer the finished items; after the unconfirmed items are finished, it could be sent to other departments to review;

6.3.3.4. 如为外购厂商包装之产品，PMC将外发信息告知采购人员做相应处理。（具体操作方案按外购品作业流程之管理程序）.

For outsourcing products, PMC will notify PU the information of outward processing. (Detailed operation method complies with Management Procedure for Outsourcing Products)

6.3.3.5.. 如需先送样品经客户确认之产品则依据『样品制作细则』进行。

If it is the product which needs customer confirmation for samples, then refer to “sample making regulations”.

6.3.3.6. 对于客户没有明确要求的，在进行合约审查时，工程课应进行识别法律法规的要求以及产品固有特性需满足的要求。

As for those without specific requirement(s) from Customer, ENG should identify requirement(s) of laws and rules, and requirement(s) of meeting product properties;

6.3.3.7. 如客户要求与产品法规要求相矛盾时，客户服务课应同客户进行联络沟通，确保合约的要求必须符合有关法律法规、标准的要求。

If customer’s requirements conflict with the statutory requirements of products, CS should contact with customer to ensure that contracts must comply with the requirements of relevant laws and standards.

6.3.3.8. 本公司不受理口头订单。Our company doesn’t accept oral order.

6.4. 生产计划书拟定：PMC依>制定生产计划。

Drawing up production plan: PMC makes “production plan” according to”Production Management Procedure”.

6.5. 合约变更：当合约发生变更时，应对变更之合约进行重新审查。(注:此变更仅限于未涉及到产品规格之变更)

Contract changing: when there is any change for contract, then the changed contract needs to be reviewed again. (Remark: This change should not relate to product specification.)

6.5.1. 如果合约尚未审查完毕时发生变更，则客户服务课于正在审查之合约附上客户变更内容交相关部门进行变更审查; 因为此合约变更未涉及到产品规格之变更，则只由物管课、采购课、生管课参与审查。

If there is any change when reviewing contract, CS should attach the changing information with the contract which is being reviewed and give to relevant department to review the changing; because this change is not related to product specification, then MC,PU and PC will take part in reviewing.

6.5.2. 当合约审查已完毕,客户服务课应根据合约变更内容开立“合约变更审查记录表”，附上客户变更内容尽速交相关部门进行重审，审查完毕客户服务课将变更复印件交由PMC,PMC依据变更内容将变更复印件分发给生产部。

When the Contract Review has finished, CS should write “Contract Revised Review Record” attached with changing information to relevant department as quickly as possible to review again, and after it is finished, CS gives a copy of contract to PMC, and PMC will copy the information to Production department

6.5.3. 当相关部门一知悉无法满足生产计划交期时，就应立即(至少出货前二日)开立“延误通知单” 予客户服务课，由客户服务课以传真或电子邮件的形式通知客户，客户确认后由客户服务部主管签核“延误通知单”通知相关单位最新交期。

When relevant department(s) find(s) itself couldn’t meet production plan, it should (at least 2 days before shipping) write “ delay advice” to CS, and then CS informs customer by fax or email; after customer’s confirmation, CS supervisor signs the “ Delay Advice” to inform relevant departments the latest delivery date;

6.6. 出货：船务组依订单之最终交期和客户要求以及生管课之“出库单”开立“派车单”。由船务组联系船运及货运协调工作，并将出货时间、唛头、箱数及时通知客户；物管课依『物料管理程序』办理出货。

Shipping: shipping team forms “ Shipping List” according to the final delivery date, customer requirement and “ finished goods shipping form” from PC, and then informs customer the delivery date, shipping marks and number of cartons timely; MC will deal with shipping in compliance with “Material Management Procedure”.

7. 参考文件及记录表单.

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