Since the beginning of the year,facing the multi-point spread of the domestic pandemic,tight supply of chips and other impacts,BAIC Group has actively implemented the major decisions and arrangements of the Central Committee of C.P.C and the State Council and the work requirements of Beijing Municipal Party Committee and Municipal Government. It has achieved steady performance growth,and its main indicators have operated steadily. In the first quarter, its output value in Beijing exceeded the planned output value by 10%. On April 22,Beijing Daily made a special report on this.
With a "good start", BAIC Group strives to "run with acceleration". Since the beginning of 2022, facing the multi-point spread of the domestic pandemic, tight supply of chips and other impacts, BAIC Group has actively implemented the major decisions and arrangements of the Central Committee of C.P.C and the State Council and the work requirements of Beijing Municipal Party Committee and Municipal Government. In the first quarter, it achieved steady performance growth, and its main indicators operated steadily, and its output value in Beijing exceeded the planned output value by 10%.
It was inseparable from the strong leadership of Beijing Municipal Party Committee and Municipal Government to achieve a "good start" in the first quarter. Since the first quarter, BAIC has made careful deployment and implemented it rapidly throughout the system. While taking strict measures to prevent and control the pandemic, all the staff have worked hard to overcome difficulties, grasp supply and ensure production and sales. They have spared no effort to support the steady development of economy and society in Beijing, and practiced the responsibilities and duties of economic pillar enterprises in the capital.
01 For Guaranteed Supply, They Went Retrograde.
At the beginning of 2022, the COVID-19 pandemic spread in many places in China. The impact on auto enterprises brought by the COVID-19 pandemic was the delay of spare parts supply. If the supply is not steady, it will be difficult to carry out production. Faced with the difficulties, BAIC Group's guaranteed supply system took actions. With the efficient overall support of Beijing and local government departments, it went retrograde and started a war for guaranteed spare parts supply.
"Never let a piece of goods stay in the risk area, and it must be delivered to customers on time!" Zhongdu Logistics of BAIC Rocar made a military order and quickly took actions. They established a commando team of Party members and a guaranteed supply project team, refined the division of labor and maneuvered. To solve problems as quickly as possible and improve the efficiency of logistics, they organized the business operation team to work all day long on site, and coordinated all kinds of resources on site. Through the application of digital platform, they established a transportation resource pool of "drivers + vehicle sources" to quickly identify risks and solve problems. They used the temporary transit warehouses and sites to solve the storage problem of off-line finished vehicles and emergency pick-up parts. The parts logistics department of BAIR CCS even directly set up a pandemic prevention and control closed-cycle management point at an inspection station for those going to Beijing. They confirmed and registered the information of people entering and leaving at the entrance to the distribution center to ensure that the track of people in the distribution center can be traced. Meanwhile, they arranged special personnel to check the pandemic prevention seals of vehicles to ensure that the whole process of transportation was carried out in a closed cycle.
Hainachuan, a parts platform company of BAIC Group, quickly went through the information channels with the Group, customers, local government departments, suppliers and member enterprises, established information connections at the first time, grasped complete information at the first time, and quickly took response measures at the first time… By real-time rolling update and sharing of information and full exploration of superior resources of different regions and different subjects in the supply chain, they collected and summarized the resources. Meanwhile, they also set up a mobile logistics team consisting of 20 logistics vehicles and 40 drivers, which quickly put mobile resources into weak links according to risk point identification and early warning to promote efficient problem solving.
Not only the logistics and parts manufacturers but also the complete vehicle manufacturers and guaranteed supply departs of BAIC Group worked selflessly. In BAIC Foton, BAIC Bluepark, BAIC Off-Road, Beijing Benz, Beijing Hyundai …the employees of the logistics and procurement departments were equipped with 48-hour nucleic acid detection reports every day. They were on standby for business trips at any time. On days when they were not on business trips, they kept a close eye on the logistics dynamics of guaranteed supply almost 24 hours a day. They were still actively interacting with suppliers and continuously updating the information of parts supply in the guaranteed supply group of WeChat in their cell phones at three or four o'clock in the morning.
"When you encounter difficulties, you must never “lie flat on the spot”. As long as you “run”, there must be the possibility of breaking the situation and making a breakthrough." This is the thinking of BAIC guaranteed supply personnel, and it is also their retrograde attitude.
02 For Steady Production They Stick to the "Battlefield".
"With the vigor of striving for the first, we will make a passionate career.
To speed up the pace of high-quality development of BAIC and create products with higher quality and more in line with demands of users, employees of BAIC's production system persisted in fighting on the battlefield without smoke. On the one hand, they planned and balanced factors such as marketing demand, model priority, purchasing resources, material rhythm and base production schedule, locked in plans, strongly pulled resources, and met the demand to the maximum extent. On the other hand, they tracked key models, aligned the production factors of each base, and further sped up the delivery rhythm ... With people as the responsibility subject and day as the timing unit, this battle of BAIC citizens was busy and ceaseless.
At BAIC Foton
Each value chain worked hard and rushed towards the goal. An incentive mechanism for management optimization was developed in Ollin Division, key points of production efficiency improvement were sorted out, and responsible persons were designated to improve the production efficiency. Times Division promoted the implementation of modular supply of parts, they promoted the sub-packaging operation of 73 kinds of parts, greatly improving the production efficiency ...
At Beijing Benz
M260 engine was put into production in January. The improvement time of M254 1.5L engine equipment utilization was shortened by 1/2. On February 28, 4 million engines rolled off the production lines. M254 2.0L engine project was carried out synchronously and orderly. "Hawkeye Action" was pre-posed to simultaneously achieve the quality inspection of parts in the supply chain ... Through continuous and flexible scheduling of personnel, shifts, machinery and equipment, Beijing Benz completed seemingly impossible tasks.
At BAIC Off-road
For die trial of new products, the auto interior and exterior decoration team developed a work plan with the fastest support response, the shortest business trip time and the least number of business trips. In one area, it is mainly developed on the spot, while in another area, it is steadily promoted by video conference and daily newspaper, trying every means to ensure e smooth birth of guaranteed new products.
At Bluepark Zhenjiang base.
While achieving a higher production tempo, the production morning meeting, the project morning meeting, the material pulling meeting, the quality special pulling meeting and other work were efficiently promoted. By guaranteeing weekly supply with daily supply and guaranteeing monthly supply with weekly supply, guaranteed projects moved forward with a fast speed. A dozen manufacturing engineers from Beijing also stationed here for a long time. They worked hard in every corner of the plant, kept a close eye on the nodes, and provided production and technical support of ARCFOX even without eating and sleeping.
At Zhuzhou Production Base
On March 17, the first batch of 15 Rubik internal test vehicles were delivered to internal "customers". On March 22 -23, an internal product appraisal meeting was organized, and feedback on driving and riding was collected during lunch hours. On March 29, the 59th internal test car was delivered ... Rubik Project Team raced against time. They sped up the collection of feedback from internal employees and customers, and made every effort to improve the experience.
Recently, Leoni harness and Hella Lamp of Hainachuan quickly launched emergency plans. They organized front-line employees to pull production in an orderly manner according to the requirements of local pandemic prevention policies. Inalfa Shanghai Plant organized employees to enter the site overnight to guarantee supply and urgently allocate and arrange guaranteed resources. 108 employees ate and lived in the plant to ensure orderly production. The personnel stationed in Cangzhou Hanyi Plant set up a supply guarantee commando to ensure customer supply ceaselessly.
"The braver one will win when people come into unavoidable confrontation. Winning is the only evaluation criterion." In the "battlefield" of production, BAIC citizens constantly strive for production and operation with "acceleration".
03 For the Promotion of Marketing, They Took Root in the Front Line.
"We should grasp the production with one hand and the market with the other hand. We should lay a solid foundation and strive for the initiative to achieve the goals and tasks of the whole year." The requirements put forward by Beijing municipal leaders during the investigation pointed out the direction and set goals for BAIC Group's work throughout the year.
BAIC quickly implemented it throughout the system to adhered to market orientation, seize opportunities, strive for self-reliance and self-improvement, and speed up the transformation of development train of thought. It comprehensively deployed the marketing plan, ceaselessly went to different places for in-depth communication and connection, and carefully guarded every vehicle use link of every vehicle owner... BAIC citizens are deeply rooted in the front line of the market and practice their original mission with actions.
At BAIC Bluepark
To enhance users' exclusive sense of charging, the construction of the first batch of 24 super charging stations of ARCFOX Motor in 2022 has been initiated. The after-sales service department worked overtime to complete the construction of 4 super charging stations. In addition, there are 3 stations to be built and 3 stations whose project approval hasn’t completed. Not only that, for the product experience promotion points that the market pays attention to, ARCFOX has established a collaborative response mechanism to provide technical support for users at the first time, greatly improving the efficiency of experience improvement, and achieving the goal of "locking within 8 hours, providing feedback within 24 hours, and finishing the development of permanent measures within 72 hours".
At BAIC Off-road
A number of club activities are actively carried out, and based on culture, entertainment, communication and other contents. It has concentrated its offensive in many places across the country. Through careful and interesting activity design and unique content organization, it has enhanced the stickiness of various vehicle owner groups and built a solid foundation for products.
At BAIC Marketing Corporation
The customer service team went deep into a number of WeChat groups built by vehicle owners, and listened to customers' voices. Related business responsible persons formed an after-sales experience "expert group" to join the WeChat groups to quickly and accurately answer the confusions of vehicle owners. The "400 Customer Service Center" implements the responsibility system of the first question, ensuring that a customer's appeal is tracked and processed by one person until it is closed, so as to avoid the omission caused by information transfer.
At BAIC Foton
Auhawk Aumark Division broadens sales channels by dealer recommendation, development manager visit and other means. The overseas business department goes deep into the market to provide customers with personalized product solutions, with 24-hour guarantee from the service team, to improve vehicle attendance and operator satisfaction.
At BAIC Rocar
According to the deployment, each brand operation department and distributor convey the task indicators and work objectives to all employees of their own departments and the front line of distribution services in the way of "assigning goals to people and breaking them down into each day”. The front-line salespersons " send the vehicle to the customer’s home, pick him/her up by special car, watch the vehicle by video, and deliver the vehicle home". The after-sales maintenance team set up a critical group against machine maintenance to guide customers to enter in a peak-staggered and orderly manner and ensure efficient service…"Customer-centered" is the consistent service concept of BAIC Rocar citizens. It is also their way to solve problems.
"The effectiveness of reform and development will ultimately be interpreted by real business results." BAIC citizens think so, and do so.
For long journey, what we can do is to work hard. Dreams come true only through hard work. In this connecting year of the "14th Five-Year Plan", BAIC citizens forge ahead, work hard, and constantly create a new situation in the Group's work with a new attitude of struggle. They make every effort to achieve high-quality development during the "14th Five-Year Plan" period, and meet the successful holding of the 20th National Congress of the Communist Party of China with outstanding achievements.
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