On November 17, 2025, the company held in-depth discussions on internal process and organizational structure improvements, aiming to break operational bottlenecks and enhance efficiency and customer satisfaction. The meeting faces the challengeWorkflow, information flow, and capital flow are disconnected, as well as insufficient research before the ERP system launch, and other key issues. Various departments actively offered suggestions, senior management clearly supported the optimization direction, laying the foundation for the company's pursuit of future goals.
Workflow, information flow, and capital flow are severely disconnected, leading to front-end issues and back-end handling, lengthy information transmission, and overall operational efficiency affected.
When the ERP system was launched, the IT department had insufficient communication with partners, project research and blueprint design were inadequate, system settings were disconnected from actual business operations, and daily forms could not be effectively utilized by the system.
The technical department has a low presence, lacks standardized processes and responsible persons, and the management of drawings and design proposals is chaotic.
In project management, the responsibilities of the project director and project manager are unclear, the PM role is missing during the startup phase, progress control, quality and cost control are insufficient, and there is no case closure summary report.
There is room for optimization in the connection between procurement and financial processes, as well as supplier management, with some processes relying on manual labor and prone to errors.
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