On August 20, HELI-Yufeng officially launched the “LTC End-to-End Management Improvement” project, aimed at establishing a closed-loop operational system spanning market, sales, planning, design, delivery, acceptance, and payment collection. Chairman Li Daoliang, General Manager Xiang Weifeng, Party Branch Secretary Yuan Zheng, senior company leaders, and project team members attended the kick-off meeting.

At the meeting, Mr. Xiang delivered the opening address. He noted that the physical integration of the “Three Divisions and One Institute” has been largely completed, and the focus is now shifting to role clarification and talent development. The company has entered a critical stage of aligning business processes with organizational execution. He emphasized that, guided by the Group’s vision of “Top Five Globally, Century-long Heli” and the spirit of “One Team, One Lifetime, Do One Thing Well,” the company will achieve alignment and synergy through confidence in the industry and trust in the team.

Mr. Xiang highlighted that despite a slowdown in macroeconomic growth, the intelligent logistics industry continues to grow at over 20% annually. In a highly competitive market where “big fish eat small fish,” management must hold themselves to higher standards:

1. Maintain strong learning capabilities — leverage external expertise, challenge conventional thinking, and broaden self-awareness and global perspective.

2. Strengthen execution — lead by example while building teams capable of tackling challenges effectively.

3. Uphold empathy — understand issues from cross-departmental and customer perspectives to enhance collaboration.

4. Maintain a long-term pragmatic approach — orient all work toward customer and market value, fostering business and team growth, and developing practical solutions and optimized processes.

He emphasized that through in-depth collaboration with expert mentors, the company will explore and refine management methods tailored to its own development, balancing organizational capability with technological solutions, and creating a replicable and scalable system. These initiatives will drive the company toward its goal of becoming a leading domestic and world-class intelligent logistics equipment supplier and integrator, meeting the trust and expectations of the Group and leadership.

During the meeting, Xu Hui, Deputy General Manager of the Planning Management Center, elaborated on the background and necessity of the LTC project. He explained that the improvement covers both the LTO and OTC stages, spanning the full process from lead management, opportunity and contract management, project delivery, acceptance handover, to project closure, involving market, sales, technical, manufacturing, delivery, R&D, planning, supply chain, finance, and legal departments. The fundamental objective of the LTC project is to break conventional thinking and departmental boundaries, shifting the company from experience-driven to data-driven operations. Following initial research and current-state analysis, the project will proceed in stages:

1. Ensure alignment between top-level design and strategic execution, clarifying objectives and responsibilities.

2. Advance process optimization and standardization, establishing institutionalized and replicable management mechanisms.

3. Strengthen full lifecycle project management to enhance planning and control. To support orderly implementation, the LTC core project team was established, and members were officially appointed with clear responsibilities.

In his closing remarks, Mr. Li described the LTC end-to-end management kick-off as a “key battle” for process reengineering, mindset innovation, and cultural integration. He stressed the need to overcome the siloed mentality of the “Three Divisions and One Institute,” connecting efforts and building a business closed-loop from “lead to cash” to enhance organizational collaboration and operational efficiency. Li outlined five clear expectations:

1. Challenge conventional thinking and embrace reform — break down barriers between roles, departments, and companies, and optimize processes collaboratively.

2. Consider the link between individual and organization — a stable organizational foundation enables personal growth and the establishment of incentive mechanisms.

3. Participate deeply and communicate openly — understand subsequent processes and customer needs, proactively provide support and solutions, even beyond one’s formal responsibilities.

4. Focus on long-term value — process reengineering and management improvements take time, but gradual optimization will significantly boost organizational efficiency and long-term benefits.

5. Act proactively and take ownership — everyone must step forward and take responsibility to collectively achieve the Group’s “15th Five-Year Plan” objectives for intelligent logistics.

The LTC end-to-end management improvement project is not only a business transformation but also a comprehensive test of collaborative capability, innovation, and organizational execution. Mr. Li emphasized that everyone should understand why the project is undertaken and how to execute it, maintain focus on long-term value, maximize the contribution of each role, and fully leverage the integrated advantages of the new platform to gain market advantage.

The kick-off meeting has set a clear direction and path for the LTC end-to-end management improvement project. Its successful implementation will not only reshape processes and enhance efficiency but also transform organizational culture and management practices. With each initiative rolled out, the company will gradually build an agile, collaborative operational system, leveraging new platform integration to develop replicable and scalable management experience, providing a solid foundation for high-quality development.