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HAGG Company takes another step forward in its IT management—Hangchi holds the SRM project kickoff meeting.

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2019.07.25

On July 23, HAGG Corporation held the SRM Information Management Launch Conference in the multi-functional hall, marking another significant step forward in the company's journey toward integrated information management.

The SRM system is a Supplier Relationship Management Information System. At its core, SRM encompasses four key areas: supplier classification and selection, strategic relationship development, supplier negotiation, and supplier performance evaluation. Typically, the functions of an SRM system include supplier sourcing approval, price comparison and bidding management, as well as order execution process management—such as inventory visualization and reconciliation. Implementing this system can help enhance operational efficiency, reduce business costs, and effectively manage corporate risks.

Weng Xiaowei, Project Manager of Shanghai Jiuhui Information Technology Co., Ltd., outlined the background and objectives of the SRM project implementation at the kickoff meeting; meanwhile, Wu Shichao, the project leader, shared the requirements and key considerations for successfully executing the project.

Hangchi Deputy General Manager Deng Lin, as the SRM project leader, outlined two key requirements for the SRM project team: First, align your mindset and adopt a long-term perspective—implementing this project is not only essential for the company's growth but also crucial for achieving a win-win situation and shared benefits between Hangchi and its suppliers. Second, leverage the power of the team: The Hangchi SRM project team must clearly and thoroughly communicate to suppliers the significant advantages this initiative will bring, thereby motivating suppliers to actively support and collaborate on the successful implementation of the Hangchi SRM project.

At the meeting, Yang Shuiyu, General Manager and Party Secretary of the company, emphasized that implementing the SRM project is a crucial initiative for enhancing the enterprise's supplier management capabilities. He urged all members of the SRM project team to recognize the significance of this project in driving the company's overall development. To this end, General Manager Yang outlined two key requirements: First, since SRM represents a completely new concept, team members must remain open-minded and respectful of input from the implementation partners, actively embracing the SRM philosophy while steadily advancing the project, refining it along the way, and ultimately achieving its full integration into business processes. Second, Deputy General Manager Deng Lin was tasked with better leading and motivating the SRM project team, ensuring the smooth launch and successful operation of the SRM initiative.