Notes from the Field April 2026

中文叙事版（中性语气）
该客户是一家总部位于加拿大的公司，专注于宠物便便袋的研发与制造。其产品结构相对简单，但市场需求量大。中国制造基地位于江苏省盐城市，工厂具备工程、订单管理、采购、生产、品质及交付等完整职能。整体业务模式为加拿大总部接单并下达生产需求，中国工厂完成生产后交付总部。公司产品约99%销往欧美市场，其余约1%为中国本土销售。

尽管总部接单能力较强，但工厂自身产能不足，难以保障订单准时交付。由于产能受限，约30%至50%的订单需通过外协工厂完成。该工厂成立已逾15年，员工多为当地务工人员，整体受教育程度和管理意识相对有限，管理体系以经验驱动为主，缺乏系统化与标准化。

CMC对工厂进行了全面诊断，识别出在供应链、生产及质量管理方面的多项差距。问题根源集中在流程缺失、岗位职责不清、管理方法落后以及绩效指标缺乏挑战性等方面。在与客户充分沟通并达成共识后，CMC设计并实施了一套覆盖全工序的综合改善方案。

改善重点包括：通过提升生产效率来降低制造成本；推进质量管理标准化并降低废品率；同时完善供应链全流程管理，涵盖仓储优化、库存准确率提升、呆滞物料管理、PMC职能搭建以及物料齐套率和到料及时率改善。具体实施措施集中在组织结构与职责权限重新定义、制度与流程建设、空间规划、基础数据体系搭建、生产模式调整（引入自动化设备及产线）、管控方法和工具导入与辅导、薪酬结构与KPI设计及执行，以及可视化管理的推进。

整个改善项目历时12个月。项目完成后，为企业实现年度综合节约约2,210万元人民币。主要成果包括：库存周转天数由38.5天降至14天；呆滞物料库存减少约120万元人民币；仓库和采购各节省一名人力资源，年度节约约10.8万元人民币；合理的空间规划避免了新增仓库租赁需求，年度节约约10万元人民币；通过供应商管理优化，采购成本降低约10%，年度节约约150万元人民币。

此外，工厂在半年内实现准时交付率100%，整体产能提升至少30%，外包订单持续回收并保持100%的交付达成率，带来年度新增产值约5,300万元人民币。包装线效率提升30%，年度节约约25万元人民币；废品率降低50%，年度节约约300万元人民币；通过KPI设定及加班工时管控，年度管理成本进一步节约约20万元人民币。中文叙事版（中性语气）
该客户是一家总部位于加拿大的公司，专注于宠物便便袋的研发与制造。其产品结构相对简单，但市场需求量大。中国制造基地位于江苏省盐城市，工厂具备工程、订单管理、采购、生产、品质及交付等完整职能。整体业务模式为加拿大总部接单并下达生产需求，中国工厂完成生产后交付总部。公司产品约99%销往欧美市场，其余约1%为中国本土销售。

尽管总部接单能力较强，但工厂自身产能不足，难以保障订单准时交付。由于产能受限，约30%至50%的订单需通过外协工厂完成。该工厂成立已逾15年，员工多为当地务工人员，整体受教育程度和管理意识相对有限，管理体系以经验驱动为主，缺乏系统化与标准化。

CMC对工厂进行了全面诊断，识别出在供应链、生产及质量管理方面的多项差距。问题根源集中在流程缺失、岗位职责不清、管理方法落后以及绩效指标缺乏挑战性等方面。在与客户充分沟通并达成共识后，CMC设计并实施了一套覆盖全工序的综合改善方案。

改善重点包括：通过提升生产效率来降低制造成本；推进质量管理标准化并降低废品率；同时完善供应链全流程管理，涵盖仓储优化、库存准确率提升、呆滞物料管理、PMC职能搭建以及物料齐套率和到料及时率改善。具体实施措施集中在组织结构与职责权限重新定义、制度与流程建设、空间规划、基础数据体系搭建、生产模式调整（引入自动化设备及产线）、管控方法和工具导入与辅导、薪酬结构与KPI设计及执行，以及可视化管理的推进。

整个改善项目历时12个月。项目完成后，为企业实现年度综合节约约2,210万元人民币。主要成果包括：库存周转天数由38.5天降至14天；呆滞物料库存减少约120万元人民币；仓库和采购各节省一名人力资源，年度节约约10.8万元人民币；合理的空间规划避免了新增仓库租赁需求，年度节约约10万元人民币；通过供应商管理优化，采购成本降低约10%，年度节约约150万元人民币。

此外，工厂在半年内实现准时交付率100%，整体产能提升至少30%，外包订单持续回收并保持100%的交付达成率，带来年度新增产值约5,300万元人民币。包装线效率提升30%，年度节约约25万元人民币；废品率降低50%，年度节约约300万元人民币；通过KPI设定及加班工时管控，年度管理成本进一步节约约20万元人民币。

The client is a Canada‑based company specializing in the development and manufacturing of pet waste bags. Although the product portfolio is relatively simple, market demand is high. The company’s manufacturing facility is located in Yancheng, Jiangsu Province, China, and includes engineering, order management, procurement, production, quality, and delivery functions. Orders are received by the Canadian headquarters and then placed with the China factory for production. Approximately 99% of products are shipped to Europe and North America, with the remaining 1% sold domestically in China.

While the headquarters demonstrates strong order intake capability, the factory’s production capacity has been insufficient to meet delivery commitments. As a result, approximately 30% to 50% of orders have historically been outsourced to external manufacturers. The factory has been in operation for over 15 years, with a workforce largely composed of local migrant labor. Management capability has remained relatively low, relying heavily on experience rather than standardized systems and modern practices.

Following a comprehensive diagnostic assessment, CMC identified significant gaps across supply chain, production, and quality management. Key issues included the absence of standardized processes, unclear roles and responsibilities, outdated management approaches, and operational KPIs that lacked competitiveness. In alignment with the client, CMC designed and implemented a comprehensive improvement program covering all production processes.

The program focused on improving overall production efficiency to reduce manufacturing costs, standardizing quality management and reducing scrap rates, and strengthening end‑to‑end supply chain management. This included warehouse optimization, inventory accuracy improvements, slow‑moving material control, establishment of the PMC function, improvements in material readiness, and on‑time material delivery. Implementation measures covered organizational restructuring, role and authority definition, process and system design, layout optimization, foundational data development, production model transformation through automation, management tools deployment and coaching and compensation system design, and the introduction of visual management.

The 12‑month improvement project delivered total annual savings of approximately RMB 22.1 million. Key results included reducing inventory turnover days from 38.5 to 14 days; reducing obsolete inventory by RMB 1.2 million; saving one warehouse position and one procurement position, resulting in annual labor savings of approximately RMB 108,000;eliminating the need for additional warehouse rental through optimized space planning, saving approximately RMB 100,000 annually; and achieving a 10% reduction in procurement costs through improved supplier management, generating annual savings of approximately RMB 1.5 million.

In addition, the factory achieved 100% on‑time delivery within six months, increased overall capacity by at least 30%, and successfully recovered outsourced orders while sustaining full delivery performance. These improvements supported annual revenue growth of approximately RMB 53 million. Packaging line productivity improved by 30%, delivering annual savings of approximately RMB 250,000; scrap rates were reduced by 50%, generating annual savings of approximately RMB 3 million; and KPI enforcement combined with overtime control reduced management costs by approximately RMB 200,000 annually.