Effective supply chain management is crucial for industrial security, operational stability, enhancing corporate competitiveness, and preventing integrity risks. Recently, Inner Mongolia Energy Group convened its 2026 Supply Chain Management Work Conference, outlining a clear path for the high-quality development of its supply chain operations. During the meeting, six subsidiary units delivered exemplary exchange speeches. Focusing on objectives such as cost reduction, efficiency improvement, and risk prevention, these units have actively pursued measures including centralized upgrades to procurement models, refined control of inventory turnover, value extraction from retired materials, and the establishment and certification of compliance frameworks, translating practical initiatives into tangible developmental benefits.

Jinshan Thermal Power Company has concentrated on the goals of strengthening management, enhancing efficiency, and preventing risks, using refined management as a key tool to continuously improve its supply chain management level. Regarding material control, the company has persistently sought benefits from existing assets. In 2025, the premium rate for three batches of retired material disposals reached 52.6%. Inventory management exceeded annual targets, with Phase I and Phase II inventories both achieving double-digit percentage reductions compared to the start of the year, exceeding the inventory reduction plan completion rate by over 150%. Standardization of warehouse construction was simultaneously advanced, achieving zonal material storage, clear identification, and unobstructed pathways. In compliance building, the company maintained a 100% contract review rate and handled over 20 litigation cases in 2025. Regarding its institutional system, the company actively implemented group requirements, researched and formulated multiple detailed management rules, and established rectification logs to address issues identified in specialized material inspections and comprehensive contract management reviews, achieving a 100% completion rate for rectifications. Moving forward, Jinshan Thermal Power Company will continue to optimize its procurement models, reduce inventory costs, deepen compliance management, and fully build a new supply chain management paradigm characterized by "compliance for all personnel, throughout the entire process, and across all areas."

Xilin Thermal Power Company has taken compliance control as its baseline and cost reduction/efficiency gains as its objective, comprehensively promoting the quality enhancement and upgrading of its supply chain management. Adhering to the "must-procure-through-proper-channels" requirement, the company innovatively employed diverse models such as joint plant-and-mine procurement and thorough online sourcing to efficiently complete key tasks like contract signing and procurement execution. In 2025, the company finalized 309 engineering and service contracts, achieving a cost-saving rate of 16.6%, and completed 617 materials contracts with a cost-saving rate of 8.55%. By rigorously managing the entire process of material receipt, issuance, and storage, the company experienced no quality issues or contract performance disputes throughout the year, achieving a win-win situation of compliant operation and improved profitability. In inventory management, the company strictly implemented the group's inventory reduction requirements. Through precise control of material demand, coordinated efforts in inventory balancing, and accelerated disposal of idle materials, it achieved a 10.35% reduction in inventory for 2025, effectively revitalizing存量assets. Furthermore, the company concurrently advanced warehouse environment improvements and refined process control, completing tasks such as warehouse repairs, storage area cleanup, and material categorization and organization. It implemented the management standard of ensuring consistency between accounts, cards, and physical goods, and continuously propelled warehouse management to new levels by standardizing material coding, strengthening acceptance procedures, and optimizing inbound and outbound management mechanisms.

The Xing'an Center of the New Energy Company has positioned supply chain management as a key engine for driving high-quality development. Facing the challenges of a tight schedule and heavy workload for the Tuquan Independent New Energy Storage Power Station project, it adopted a "centralized office" model, organizing collaborative efforts among procurement, technical, and design personnel, which significantly saved time costs for project advancement. Addressing the pain point of long production cycles for core equipment in energy storage projects, the Xing'an Center deployed a combined strategy of "dedicated personnel stationed at factories + leadership-driven expediting + specialized coordination," completing the signing of 22 technical agreements and locking in production capacity within 20 days. Senior managers made multiple visits to manufacturers to expedite equipment delivery, effectively accelerating production progress. They also conducted numerous specialized coordination meetings jointly with design units, construction units, and suppliers to properly resolve technical data provision issues, ensuring the supply and installation of key equipment like energy storage systems and main transformers. From their establishment, the Xing'an Center and its projects have issued multiple management regulations, providing an institutional guarantee for compliance management. Leveraging ERP and related digital systems, they achieved fully digitalized closed-loop control over the entire process of contract signing, service confirmation, and fund disbursement. By introducing methods such as legal consultation and audit supervision, they reasonably circumvented operational risks, safeguarding the company's steady development.