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In mid-April 2026, Fushun Petrochemical concluded a three-year initiative to establish an innovative, full-lifecycle collaborative management system for strategic material suppliers. This move drove a transformation in procurement—shifting from a "transactional" to a "partnership" model and from "cost-driven" to "value co-creation"—thereby leveraging modern management practices to fuel high-quality corporate development and ensure the autonomy and controllability of the industrial chain. These innovative practices yielded remarkable results: over the past three years, procurement cost savings consistently exceeded 11%, inventory turnover efficiency improved by 78%, and the localization rate for key materials surged from under 8% to 31%, breaking multiple foreign technological monopolies.
Intelligent control breaks bottlenecks; localization efforts yield results. The company pioneered a "Technology-Supply-Cost" integrated 3D model for identifying strategic materials, classifying over 6,000 items and pinpointing 32 "Class A" materials—critical items subject to supply chain bottlenecks—for prioritized management. Simultaneously, it established an early-warning system featuring 28 risk indicators across five dimensions (including supplier capabilities, market conditions, and logistics), enabling real-time monitoring and proactive intervention, thus shifting supply chain risk management from "reactive firefighting" to "proactive defense." To address challenges in connecting with domestic suppliers, the company built a development network integrating industry associations, professional exhibitions, and research institutions, linking universities and research institutes to create a seamless "Industry-Academia-Research-Application" chain. It innovatively implemented a "Capital + Technology + Order" cultivation model, providing high-quality domestic suppliers with R&D subsidies, technical guidance, and long-term order guarantees to accelerate breakthroughs in the localization of key materials.
Dynamic control strengthens collaboration; strategic reserves boost resilience. Fushun Petrochemical established a "QCDTS" five-dimensional quantitative evaluation system, objectively scoring suppliers based on Quality, Cost, Delivery, Technology, and Service, while implementing annual dynamic classification and differentiated management. By prioritizing resource allocation for Class A strategic partners and mandating rectification or removal for non-compliant suppliers, the company incentivized suppliers to improve quality and efficiency while optimizing supply chain resource allocation. A mandatory "1+2+3" three-tier reserve standard is enforced for Class A strategic materials, ensuring each item is backed by one core supplier, two backup suppliers, and three potential suppliers, alongside the completion of full-scale reserve facilities and pre-certification. An emergency switching mechanism has been established to significantly enhance supply resilience, extending the supply assurance period for Class A materials from 15 to 45 days. A three-level coordination mechanism—comprising quarterly high-level meetings, monthly operational alignment, and weekly technical communication—has been innovated to shift the relationship between supply and demand parties from simple transactions to deep collaboration. Joint R&D efforts explore a "technology-based equity participation plus order guarantee" model to share risks and benefits, thereby accelerating technological iteration and the commercialization of innovations.
Digital intelligence empowers process optimization, while green leadership drives corporate responsibility. Leveraging the "Yunmengze" intelligent procurement platform, Fushun Petrochemical has digitized and standardized the entire procurement lifecycle, covering demand submission, tendering, contract fulfillment, and performance evaluation. By utilizing the platform's intelligent price comparison and data-driven decision-making capabilities, the company has reduced procurement cycles by 25.7%, ensuring process transparency and compliance while making procurement more efficient and open. A dedicated intellectual property team was formed to conduct patent-circumventing design and joint technical breakthroughs, effectively overcoming foreign technological barriers. Furthermore, criteria regarding environmental protection, safety, and employee rights have been integrated into supplier qualification reviews, spearheading the green and low-carbon transformation of the entire industry chain.
