To further strengthen the operational foundation, optimize business processes, and clarify development direction, Chain Industry Technology's senior management held a special weekly meeting focusing onProcess optimization, cost control, project advancement, team buildingand other core topics to build consensus on development, deploy key tasks, and fully promote the company's efficient and sustainable development.

1. Core Focus: Multi-dimensional optimization of business processes

The meeting willProcess standardization and efficiency improvementAs a core lever, it focuses on multi-link improvements, standardizing processes to reduce internal friction and using automated tools to enhance efficiency.

(1) Optimization of material and quotation management

For the existing quotation system "Lack of standard costs, large discrepancies between actual and quoted costs" The meeting clarified two major directions for improvement:

1. Construction of basic standards

• Refine material classification and coding principles, systematically organize supplier and customer codes
• The plan is to visit the project site for in-depth communication with the person in charge to further refine the quotation form
• Ensure the quotation meets financial data requirements while accurately matching actual costs

2. Upgrade of control mechanisms

• Established "Quotation - Procurement Budget - Cost Accounting" The linkage mechanism
• Once the quotation is finalized, the project manager will conduct internal control based on the quotation
• Improve procurement accuracy through six months of data accumulation
• Introducing automated modeling tools to reduce manual accounting errors

Objectives: Implementation from "Uncontrollable costs" Arrived "Precise Control" The transformation

(2) Business trip and reimbursement process standards

To achieve **"controllable costs and traceable results"**, the meeting clarified the closed-loop process for business trip management:

1. Process standardization

• Strictly enforced "Business Trip Application Form - Business Trip Report Form - Expense Reimbursement Form" Three-list linkage mechanism
• The business trip report should detail the client's visit timeline, on-site inspection results, quotation review status, and other core outcomes
• No reimbursement will be given without a report
• Reimbursement requires an associated electronic invoice and must be signed and confirmed by a designated person

2. Optimization of management mechanisms

• Implementation "Moon Clear, Moon Clear" Reimbursement principles: Late reimbursement will result in corresponding control measures
• The plan is implemented through system functions "Sales plan automatically generates customer visits"、"Daily Check-in Automation"

(3) System and Approval Process Improvement

1. Review the approval process

• Conduct a comprehensive inspection of loopholes in online and OA approvals
• Verify process logic one by one and correct error nodes
• Optimize data report update mechanisms to ensure data real-time and accuracy

2. Website upgrade and advancement

• Initiate website page renovation and complete Chinese and English version adaptation
• Clarify the key display points for industrial services, platform services, and battery projects
• Trial operation is planned to be completed in mid-November, then officially switched gear

II. Key Deployment: Project Advancement and Goal Implementation

The meeting clarified the full lifecycle management of projectsShort-term tackling goalsGive meLong-term expansion direction, driving performance growth through project breakthroughs.

(1) Short-term project tackling

1. Core project implementation

• Focus40 sets of equipment installation project(Covering 4 projects, with an estimated total value of 7 million)
• Vigorously promote contract signing
• Key follow-up7.5 million RMB for intended projectsConversion ensures it is converted into actual income

2. Project review mechanism

• Project reviews have been completed since January
• Summarize experiences on issues such as cost deviations and process bottlenecks
• Achieved "Project execution - review and improvement - process optimization" closed-loop management

(2) Market and customer expansion

1. Differentiated pricing strategy

• Core customers set the base gross profit range
• High-demand clients adjust pricing based on service costs

2. Platform-based business is gaining momentum

• Increase personnel allocation and optimize coordination processes
• Clarify feasible paths through data research
• Building platform business intoLong-term growth pole

3. Deeply cultivate high-quality customers

• Key follow-upHigh-quality clients
  
• Optimize communication and service processes
• Rapidly consolidate partnerships and expand the base of high-quality clients

(3) Cross-departmental collaborative support

1. Responsibility transfer mechanism

• Clarify the handover of work between departments "Relay Race" Pattern
• For major projects, key nodes such as construction, settlement, and payment collection must be clearly defined in advance

2. Preparation for international projects

• For overseas projects such as the United States, we plan personnel training and visa processing in advance
• Specify that relevant documents must be submitted by November 20

3. Long-term planning: team building and data-driven

The meeting emphasized "People" and "Data" It is the core support for long-term development, planning from three aspects: organizational structure, assessment mechanisms, and capability enhancement.

(1) Human Resource Optimization

1. Personnel allocation and replacement

• Accelerate recruitment for key positions (such as FA positions, platform coordination specialists)
• In response to new project requirements, arrangements for personnel accommodation and job allocation are arranged in advance

2. Specialized training programs

• Organized training for all staff: material coding principles, business trip reimbursement policies, project management standards
• Special training was provided for project managers and technical backbones

(2) Organization and Assessment Upgrades

1. Architecture adaptation adjustments

• In line with next year's business plan, organizational structure review has been initiated
• Ensure the architecture supports new directions such as market expansion, platform business, and overseas projects

2. "Quantity, Quality, and Efficiency" Assessment System

• "Quantity" Needs to be able to analyze (such as order volume, number of customers)
• "Quality" Comparisons are needed (such as goal achievement rate, customer satisfaction).
• "Effect" Must include benefits (such as cost control and profit contribution)
• Assessment results are directly related to employee promotions and compensation

(3) Data-driven decision-making

1. Financial data control

• The finance department strengthened data statistics and reporting
• Ensure that performance data, expense data, and financial data for each department are consistent
• Regularly report on expenses, forcing departments to submit data in a timely manner

2. Big Data and IT Collaboration

• The big data department is responsible for collecting and analyzing market data and guiding product direction
• IT department optimizes system functions (such as ERP, CRM)
• Achieve automatic data extraction and report generation

4. Summary and Outlook

This weekly meeting made this clear "Process optimization and efficiency improvement, project tackling and implementation, data-driven decision-making, team empowerment for growth" The core direction.

The company will focus on the following areas:

• Short-term tasks such as quotation optimization, project conversion, and process standardization
• Team building and data system construction
• Solidify the foundation through standardization
• Precise control to reduce risks
• Breaking through growth through collaborative collaboration

Steadily moving forward to achieve long-term strategic goals