The company held its first-quarter economic performance analysis meeting.

On April 24, the company held its first-quarter economic performance analysis meeting in the multimedia conference room. The meeting was chaired by Xiong Jianmin, Deputy Secretary of the company's Party Committee and Deputy General Manager. Attendees included company leaders, heads of various units, deputy general managers in charge of sales from each business division, business managers, the business manager from the Import-Export Department, and cost administrators from all business divisions.

At the meeting, the Finance Department reported on the execution of the first-quarter financial budget, including order volumes, sales performance, customer profitability, and the next steps planned for managing sales, costs, and working capital. Members of the company's leadership team then shared their insights and suggestions, drawing from their respective areas of responsibility.

In his keynote speech, General Manager Meng Xiangjun praised the achievements of all units during the first quarter and outlined the following six key requirements for the next phase of work:

First, stay confident and stick firmly to this year's goals while accelerating progress. The Powder Business Division must seize market opportunities by operating at full capacity, ensuring robust sales and prioritizing rapid shipment execution. Meanwhile, the Alloy and Cutting Tools divisions need to accelerate their progress, ramp up production capacity, and stay on track to meet targets. It’s crucial to swiftly implement the IPD system transformation, drive incremental performance improvements, and align roles across all positions—especially by developing a detailed action plan for the next eight months to catch up on previously missed milestones and close the gap.

Second, seize the opportunities and go all out to secure orders. 。 First, ensure that equipment and technological upgrades are fully leveraged to capitalize on the strengths of our entire industry chain and the advantages of these upgrades. Second, swiftly advance the reform of our marketing system, shifting from a reactive to a proactive approach, while firmly targeting key A-level opportunities—and staying true to our unique path. Third, strengthen market planning and build a robust customer base. Make effective use of the learning outcomes from the IPD system training, ensuring that knowledge is directly applied in practice. Focus intensely on marketing efforts to quickly reestablish the company’s brand identity in the marketplace. Finally, expand our customer base. Identify and target the right clients, grow our customer network, and ramp up direct sales—especially by prioritizing direct outreach to leading companies within the industry.

Third, we’ll turn the blade inward and cut costs—no excuses. 。 First, unit auxiliary material costs are on the rise—so we must address the underlying issues effectively. It’s crucial to cultivate a strong cost-conscious mindset and a proactive approach to cost reduction. By mastering efficient work methods and practical skills, we can explore every possible avenue to cut costs across areas such as unit auxiliary materials, spare parts, outsourced manufacturing, equipment maintenance, and even investment-driven technological upgrades, equipment procurement, and tender-based purchasing processes. Second, direct labor costs are increasing—let’s carefully analyze the reasons behind this trend. After all, sustained competitiveness depends on continuously improving per capita income while keeping unit processing costs steadily low. Moreover, rigorous cost-performance evaluations should clearly assign accountability, because saving money often proves faster and more effective than simply chasing revenue growth.

Fourth, we must make a firm commitment and work vigorously to adjust the product structure. 。 From the perspectives of market analysis and financial analysis, the company’s product structure adjustment has shown limited improvement, indicating that the efforts so far have not been sufficient. All business units must enhance their management practices, clearly define their goals and strategic direction, and implement specific, actionable, and robust measures—assigning responsibilities to individuals and establishing targeted policies. By leveraging core products and distinctive, high-value offerings, the company should strive to boost gross margins and overall profitability. Product line managers and heads of business divisions are encouraged to focus on core products and high-margin items, aligning with the IPD matrix. Meanwhile, product line managers, R&D managers, and sales managers must proactively devise innovative solutions and consistently meet monthly progress targets—never giving up simply because challenges arise.

Fifth, strictly control risks and accelerate the turnover of working capital. 。 First, control the growth of overdue items. Introduce performance evaluation measures, clearly define criteria, and ensure thorough implementation. Second, manage inventory effectively. Keep inventory levels as low as possible by prioritizing front-end stock management. In production and operations, adhere to the "Four Essentials" business principle: organize production only when orders are in place; maintain marginal output aligned with scale; focus on selling profitable products; and ensure cash flow through steady revenue generation. Finally, accelerate material turnover. For stagnant or slow-moving materials, make timely decisions and take appropriate action to address them promptly.

Sixth, focus on results, ensuring high-standard and efficient execution of all work plans. 。 Whether it’s the key annual tasks outlined at the annual work conference, or initiatives discussed in office meetings, coordination sessions, regular business reviews, or quality meetings—everything must be implemented precisely according to the established plan. At the same time, simply "doing" something doesn’t necessarily mean it’s done well. Instead, we need to think critically, fully grasp the requirements, foster open communication, and ensure that the final outcomes meet the intended objectives.