「rfq」の検索結果

H100やH200のGPU在庫を調べ、固定料金の見積もり依頼や調達状況を確認します。端末の認証解除と、明示的な許可に基づくノード検証にも対応します。

• H100やH200の在庫確認
• 固定料金の見積もりを依頼したいとき
• 見積もりや調達の進捗確認

This skill should be used when creating RFQ (Request for Quotation) documents for software development projects to send to vendors. Use this skill when you have received vague requirements from clients and need to structure them into clear, comprehensive RFQs that enable vendors to provide accurate estimates. Supports Japanese (default) and English, with systematic requirements elicitation, clarification, and markdown-formatted output.

日本語の概要は準備中です。原文の説明を表示しています。

Use when an RFP, RFI, RFQ, security questionnaire, vendor questionnaire, or proposal request arrives and the team needs a structured response — parsing multi-section buyer-dictated requirements (MANDATORY vs WEIGHTED vs NICE-TO-HAVE), building a Shipley-method proof-point matrix mapping each requirement to a verifiable proof point, articulating 3-5 win-themes that ladder up across requirements, and producing a Shipley-derived winrate estimate that informs a bid / no-bid / partner-bid recommendation. For Bid Managers, Proposal Leads, Directors of Sales, and Sales Engineers at the response-strategy moment. Surfaces GAP requirements explicitly — never invents claims. NOT free-form proposal narrative authoring, NOT contract redline, NOT marketing collateral.

日本語の概要は準備中です。原文の説明を表示しています。

End-to-end vendor procurement workflow orchestrating RFQ creation, email sending, vendor response tracking, and client-facing estimate generation. Use this skill when managing the full quote-request-to-client-estimate pipeline, coordinating between vendor-rfq-creator and vendor-estimate-creator skills with email automation and status tracking.

日本語の概要は準備中です。原文の説明を表示しています。

Drafts answers to the questions in a received RFP, RFQ or tender from the organisation's past responses, answer library, case studies, policies and other documents provided: one row per buyer question with a draft answer marked Reused, Adapted or Missing, its source and date, and a legal or pricing review flag on every answer touching terms, liability, warranties, insurance, data protection or price. Use when the user asks to "draft our RFP response", "answer this tender from our past proposals", "pre-fill the bid questions", "first pass at the RFQ answers" or "reuse our previous bid content". Do not use for writing the buyer's own RFP or requirements, use rfp-requirements-pack instead; for security or due diligence questionnaires use vendor-security-questionnaire-prefill; for scoring received supplier responses use rfp-comparison-pack. Drafts for human review; never approves, authorises or signs off.

日本語の概要は準備中です。原文の説明を表示しています。

Detect and quantify translated ORFs from Ribo-seq data including uORFs and novel ORFs using RiboCode and ORFquant. Use when identifying translated regions beyond annotated coding sequences or quantifying ORF-level translation.

日本語の概要は準備中です。原文の説明を表示しています。

供应链与生产运营 (供应链与生产运营 (Supply Chain & Production Operations) — 面向制造业与消费品实体供应链的『计划-制造-交付』运营判断,不是采购谈价技巧,也不是跨境电商发货物流。覆盖: (a) 第一性张力 — 这行的核心世界观分歧: **流动 > 局部效率(用有效产出/流动时间看系统,而不是用设备利用率/人均产出看工位;非瓶颈上的效率是幻觉) ⇄ 精益拉动 vs 推式预测(TPS/JIT 按下游消耗拉动、小批量平准化 vs MRP 按预测展开净需求推动;DDMRP 解耦缓冲是第三条路) ⇄ 精益/丰田 TPS 派 vs 约束理论 TOC 派(消除七大浪费、全局改善 vs 五步聚焦瓶颈、鼓-缓冲-绳 DBR 排产;两派互相指责对方浪费时间/只治标) ⇄ 变异是敌人(Deming/六西格玛/Factory Physics 的 VUT 排队论: 利用率越靠近满载排队时间越爆炸,交期长不是产能不够而是变异+高负荷) ⇄ 库存是负债 vs 库存是缓冲(会计把库存记成资产、精益视其为掩盖问题的水位、TOC 与韧性派视其为吸收变异的必要缓冲;真问题是缓冲放在哪一层而不是有没有) ⇄ 精益 JIT vs 韧性冗余(2020-2023 断链后 just-in-case、多源、近岸/友岸的回摆;精益派反驳崩的是『假精益』——单一来源+砍库存不砍变异) ⇄ 服务水平 vs 库存成本(安全库存/报童模型/ABC-XYZ 的经典取舍,牛鞭效应放大上游波动) ⇄ 成本导向压价 vs 供应商共生开发(Kraljic 分级、丰田供应商协会式长期共生 vs 年降指标与竞价) ⇄ 一个数 vs 各部门各算各的(S&OP/IBP 的本质是跨职能对齐到一套数字与一份产销计划))**; (b) 工具栈(此行的工具是『系统+方法』的混合) — ERP/MRP(SAP S/4HANA PP·MM、Oracle、用友·金蝶、Odoo、NetSuite)、APS 高级计划排程(Kinaxis RapidResponse、o9、Blue Yonder、SAP IBP、OMP、Siemens Opcenter APS)、MES/车间执行(Siemens Opcenter、Rockwell FactoryTalk、黑湖智造)、WMS/TMS、需求预测(统计模型 + Nixtla StatsForecast/Prophet、FVA 预测增值分析)、运筹优化与仿真(OR-Tools、Gurobi、Pyomo、AnyLogic、FlexSim、SimPy)、供应链风险与多级可视(Resilinc、Everstream、Interos)、分析层(SQL/Python pandas/Power BI)、以及纸笔工具(价值流图 VSM、A3、看板、标准作业票)—— 选型决策树的关键分岔是 MTS/MTO/ATO/ETO 履行模式与需求变异度,而非厂商功能清单; (c) 心智模型层 — 利特尔法则(在制品 = 产出率 × 流动时间)、瓶颈与非瓶颈、缓冲三态(库存/时间/产能缓冲)、解耦点(客户订单渗透点 CODP)、牛鞭效应、takt time 节拍与产线平衡、OEE 与六大损失、muda·mura·muri 三种浪费、自働化 jidoka 与安灯、防错 poka-yoke、SMED 快速换模换出小批量、平准化 heijunka、PDCA 与丰田改善型 Toyota Kata、DMAIC 与 Cpk 过程能力、报童模型与安全库存公式、ABC-XYZ 分级; (d) 工作流/SOP — 跑一轮月度 S&OP(需求评审→供应评审→预 S&OP→执行 S&OP)、做需求预测与预测误差复盘(MAPE/WMAPE/bias/FVA)、设定库存分级与安全库存、MRP 跑批与例外消息处理(缺料齐套与 MRP 神经质)、瓶颈识别与 DBR 排产、价值流图现状图→未来图→改善计划、新品导入 NPI 与多级 BOM/ECN 工程变更、供应商选择与开发(RFQ→审厂→APQP/PPAP→量产→年度绩效)、断料应急与交期承诺(ATP/CTP)、循环盘点与库存准确率; (e) 知识正典(en/ja 一手极厚,中译齐全) — 《目标 The Goal》Goldratt(TOC 小说体奠基)、《丰田生产方式》大野耐一、《改变世界的机器》Womack·Jones·Roos(MIT IMVP 研究)、《精益思想 Lean Thinking》Womack & Jones、《丰田模式 The Toyota Way》Liker、《工厂物理学 Factory Physics》Hopp & Spearman(排队论视角的运营科学)、《学习观察 Learning to See》Rother & Shook(VSM)、《丰田套路 Toyota Kata》Rother、Spear & Bowen 的 HBR 1999《Decoding the DNA of the Toyota Production System》、Lee/Padmanabhan/Whang 1997《The Bullwhip Effect in Supply Chains》、Ptak & Smith 的 DDMRP、Orlicky 的 MRP、Chopra & Meindl 的供应链管理教材、Deming《转危为安 Out of the Crisis》、Sheffi《The Resilient Enterprise》、ASCM/APICS 的 SCOR 参考模型与 CPIM/CSCP 知识体系; (f) 行业大佬/figures — 大野耐一(TPS 立法者)、新乡重夫(SMED/防错)、Eliyahu Goldratt(TOC 创立者)、W. Edwards Deming(变异与系统观)、James Womack & Daniel Jones(把 TPS 译成西方可学的『精益』)、Jeffrey Liker(丰田模式学术化)、Mike Rother(VSM 与改善型)、Wallace Hopp & Mark Spearman(工厂物理学)、Hau Lee(斯坦福,牛鞭效应与 Triple-A 供应链)、Yossi Sheffi(MIT,韧性)、Carol Ptak & Chad Smith(DDMRP)、David Simchi-Levi(MIT,风险敞口指数)、Steven Spear(TPS 的 DNA)、以及中文圈的供应链实务作者(刘宝红等); (g) 争议/批判(必须保留不洗白) — JIT 是不是 2021 全球断链的元凶(精益派反驳:崩的是单一来源+砍库存不砍变异的『假精益』);西方学精益的高失败率(只搬工具不搬思维,精益在很多工厂沦为裁员的代号);六西格玛黑带官僚化与扼杀创新之争;TOC 派与精益派互相攻击(Goldratt 讽刺精益是等浪费自己浮现);预测无用论(需求驱动派说预测必然错、要靠缓冲吸收)vs 统计预测派;控制塔/数字孪生/AI 预测的过度承诺与高项目失败率;中国制造的年降与内卷式压价 vs 供应商共生;近岸·友岸外包是真实产能转移还是政治叙事; (h) 流派/思想谱系 — **精益/TPS 派(丰田血统:大野-新乡→Womack/Jones/Liker/Rother,信全局消除浪费与人的改善能力)** vs **约束理论 TOC 派(Goldratt:系统产出只由瓶颈决定,聚焦五步、DBR、缓冲管理)** vs **统计质量/六西格玛派(Deming-Juran-Shewhart→GE/Motorola,信减少变异与过程能力)** vs **运营科学/工厂物理学派(Hopp & Spearman:用排队论与数学定律解释,认为精益与 TOC 都是特例)** vs **需求驱动/DDMRP 派(Ptak & Smith:预测不可靠,靠战略解耦缓冲)** vs **韧性/风险派(Sheffi、Simchi-Levi:效率之外必须为断链设计)**。不含: 跨境电商卖家的发货与头程物流(已由 cross-border-ecommerce 覆盖)、纯采购的商务谈判技巧、企业级 ERP 的代码实施与二次开发、通用项目管理。) Master OS — automated mastery of 供应链与生产运营 (Supply Chain & Production Operations) — 面向制造业与消费品实体供应链的『计划-制造-交付』运营判断,不是采购谈价技巧,也不是跨境电商发货物流。覆盖: (a) 第一性张力 — 这行的核心世界观分歧: **流动 > 局部效率(用有效产出/流动时间看系统,而不是用设备利用率/人均产出看工位;非瓶颈上的效率是幻觉) ⇄ 精益拉动 vs 推式预测(TPS/JIT 按下游消耗拉动、小批量平准化 vs MRP 按预测展开净需求推动;DDMRP 解耦缓冲是第三条路) ⇄ 精益/丰田 TPS 派 vs 约束理论 TOC 派(消除七大浪费、全局改善 vs 五步聚焦瓶颈、鼓-缓冲-绳 DBR 排产;两派互相指责对方浪费时间/只治标) ⇄ 变异是敌人(Deming/六西格玛/Factory Physics 的 VUT 排队论: 利用率越靠近满载排队时间越爆炸,交期长不是产能不够而是变异+高负荷) ⇄ 库存是负债 vs 库存是缓冲(会计把库存记成资产、精益视其为掩盖问题的水位、TOC 与韧性派视其为吸收变异的必要缓冲;真问题是缓冲放在哪一层而不是有没有) ⇄ 精益 JIT vs 韧性冗余(2020-2023 断链后

日本語の概要は準備中です。原文の説明を表示しています。

Write structured Requests for Proposal (RFP) or Requests for Quotation (RFQ) aligned with ISO 20400 sustainable procurement principles. Cover scope, technical requirements, evaluation methodology, and commercial terms. Use when sourcing vendors, services, or equipment.

日本語の概要は準備中です。原文の説明を表示しています。

ผู้ช่วยจัดซื้อมืออาชีพ — RFP/RFQ template, supplier scorecard, TCO, contract negotiation, e-procurement

日本語の概要は準備中です。原文の説明を表示しています。

This skill should be used when creating cost estimates and quotations for software development projects. Use this skill when you have an RFQ (Request for Quotation), project requirements, or a project description and need to create a comprehensive estimate with WBS, effort calculations, cost breakdowns, and ROI analysis. Supports Japanese (default) and English, with systematic work breakdown, effort estimation, and markdown-formatted estimate documents.

日本語の概要は準備中です。原文の説明を表示しています。

Compose professional internal emails for coordination tasks like vendor quote requests, task delegation, and follow-up communications. Generates bilingual (JA/EN) email drafts with proper business tone. Use when user needs to draft internal emails for vendor RFQ forwarding, quote compilation requests, status updates, or task delegation.

日本語の概要は準備中です。原文の説明を表示しています。

Builds a DRAFT proposal skeleton from a discovery summary (call notes, discovery brief, CRM record, emails) and the organisation's own proposal template: every template section in order, pre-filled only where the discovery material supports it with the source beside each line, and every section still needing a human input marked HUMAN INPUT with the owner role and the question to answer. Use when the user asks to "start the proposal for <prospect>", "build the proposal skeleton from the discovery notes", "pre-fill our proposal template", "what do we already have for the proposal" or "first cut of the proposal". Do not use for answering a formal RFP, RFQ or tender question set, use rfp-response-drafter instead; for turning a priced estimate into a statement of work use estimate-to-sow. Drafts for human review; never approves, authorises or signs off.

日本語の概要は準備中です。原文の説明を表示しています。

Reads two or more supplier, bid or tender responses against a requirements list and returns a DRAFT comparison pack: a requirement-by-supplier matrix, gaps per supplier, clarification questions and neutral observations, for an evaluation panel. Never scores, weights, ranks or recommends a winner; the award stays with the panel. Use when the user asks to "compare these bids", "matrix the tender responses against our requirements", "collate the RFQ replies", "show me where each supplier falls short" or "draft clarification questions for the bidders". Do not use for scoring or weighting against agreed criteria, use supplier-evaluation-matrix instead, or for writing the requirements, use rfp-requirements-pack instead. Drafts for human review; never approves, authorises or signs off.

日本語の概要は準備中です。原文の説明を表示しています。

Turns a business need and its constraints into a DRAFT RFP requirements pack: traced functional and non-functional requirements with priorities, mandatory gates, evaluation criteria with weights left to the business owner, and fact-seeking supplier questions. Solution-neutral; never names a supplier or product. Use when the user asks to "write the RFP requirements", "turn this business case into tender requirements", "draft the supplier questionnaire", "structure our RFQ from this brief" or "set up evaluation criteria before we go to market". Do not use for responses already received, use rfp-comparison-pack to compare them or supplier-evaluation-matrix to score them instead. Drafts for human review; never approves, authorises or signs off.

日本語の概要は準備中です。原文の説明を表示しています。

Use when a carrier (asset-based, brokerage, or 3PL) asks how to respond to a shipper RFP / RFQ — bid packaging, lane analysis, rate strategy, SOPs/SOWs, qualifications response, insurance compliance, EDI requirements, and how to win competitive bids without leaving margin on the table.

日本語の概要は準備中です。原文の説明を表示しています。