Tri-Ring Clutch held a fourth-quarter operational sprint mobilization meeting, striving to secure the year’s objectives.

Assessing the situation: Stable chassis, seizing the peak season window

The meeting reviewed the overall business operation of the company from January to August. Currently, the competition in the domestic automotive industry is becoming increasingly fierce, and new energy vehicle models are accelerating their iteration and penetration, leading to a continuous increase in industry operating pressure; At the same time, the traditional "Golden September and Silver October" market peak season has arrived as scheduled, providing important opportunities for companies to seize market orders and break through against the trend.

At the operational level, the overall development of the company is stable and solid, with core indicators such as cash flow, asset liability ratio, and inventory turnover rate being healthy and controllable. Among them, the after-sales market business has steadily improved in quality and efficiency, continuously consolidating its position as a core profit pillar; The company is synchronously promoting the optimization of its business structure, coordinating and filling in the gaps in its operations, and targeting various business risks to promote closed-loop rectification.

Anchored goal: Stabilize income and ensure annual performance targets

Based on the overall situation of high-quality development throughout the year, the conference established the core work direction of "prioritizing profits and ensuring annual efficiency goals", and defined key points and clear directions for the fourth quarter operation.

At the level of efficiency, firmly lock in the company's annual established efficiency goals and clarify the advanced sprint goals. At the income level, we will make every effort to stabilize the basic income base, refine and decompose the tasks of the host and after-sales market in the fourth quarter, and set annual development indicators. We will implement monthly quantitative decomposition and dynamic tracking and control to ensure the achievement of the annual income growth target.

Multi dimensional deployment of detailed measures, consolidation of responsibilities, and implementation:

To ensure the effective implementation of various tackling tasks, the meeting comprehensively deployed each business sector and functional module, clarified the tackling time limit, responsibility system, and reward and punishment mechanism, and transmitted pressure layer by layer and consolidated responsibilities step by step.

1. Deeply cultivate the market, expand increment, optimize structure, and fill gaps

In the sales sector, the company adheres to the principle of "market as the leader, serving the market for all", comprehensively expanding increment, stabilizing stock, and filling gaps, deeply cultivating high-quality stock customers, exploring new business tracks, and laying out market business in advance for the coming year; The aftermarket business is based on the core profit position, and through practical measures such as channel sinking, accelerating the "1+N" development progress, expanding distribution outlets, enriching the product matrix, and exploring overseas terminal markets, it achieves comprehensive breakthroughs and upgrades.

2. Focus on research and development to improve quality and efficiency, and fine control to reduce risks

In the R&D sector, we implement closed-loop management of the entire project process, concentrate resources on strategic incremental projects, focus on tackling key projects in key tracks, and reduce costs and improve efficiency through material innovation, process upgrading, and process optimization.

3. Consolidate the system and strengthen the foundation, promote improvement through closed-loop rectification

The quality module is anchored on "improving quality through rectification, reducing pressure and claiming compensation, and consolidating costs and increasing efficiency", strictly controlling the annual quality indicators, establishing a multi departmental quality responsibility community, focusing on tackling high-frequency quality problems, strengthening supplier management and employee practical training, promoting quality information construction, and achieving closed-loop rectification and long-term optimization of quality problems.

4. Lean management reduces costs, scientifically coordinates and optimizes production capacity

We will deeply cultivate lean management in the operation procurement and production equipment sectors, promote cost reduction and efficiency improvement on a regular basis, comprehensively implement supply chain price battles, review and optimize cost reduction projects, activate and dispose of stagnant materials, accurately control production energy consumption, prudently promote investment in automation upgrades, and resolutely eliminate blind and ineffective investment.

5. Leveraging the platform to gather resources, expanding channels, and gaining customers

At the level of brand promotion, relying on the advantages of industry platform resources, we will deeply explore opportunities for government enterprise industry cooperation, upgrade the brand promotion system, build a comprehensive and three-dimensional customer acquisition channel, and promote the accurate conversion of online traffic into actual orders.

6. Build strong team cohesion, work hard and strive for new achievements

At the level of organizational support, we will deepen organizational change and talent team building, optimize organizational structure, carry out full staff job matching evaluation, improve cadre evaluation mechanism, strengthen the three core abilities of responsibility and performance, compliance control, and lifelong learning, build a high-quality, strict style, strong execution, and daring backbone team, and gather strong collaborative efforts to tackle challenges.

Concentrate on tackling challenges, boost morale, and work hard to win the whole year:

At the end of the meeting, it was emphasized that the company has a stable development foundation, mature business system, and strong team strength, fully possessing the confidence and ability to win the annual battle. All cadres and employees should have a clear understanding of the market situation, quickly switch to a wartime state, align with annual goals, consolidate job responsibilities, strengthen collaborative linkage, make every effort to make up for shortcomings, strengths and weaknesses, break through difficulties, and expand increment, and strive to achieve all operational indicators for the whole year without compromise.

The war drum urges the thousand sails to compete, striving to be the first to embark on a new journey. All three ring clutch personnel will unite, accelerate and push forward under pressure, and write a new answer to the company's high-quality development with practical achievements!