1Purpose
In order to standardize the equipment procurement process, ensure the achievement of procurement needs, optimize the resource structure , improve the supplier layout, and establish a supplier relationship with market competitiveness, this "Equipment Procurement Management Specification" (hereinafter referred to as "this Specification") is specially formulated.
2 Scope of application
This specification applies to the relevant procurement of equipment of Nongfu Spring Co., Ltd. and its affiliated subsidiaries and branches (hereinafter referred to as the "Company") , including but not limited to: production line equipment, process systems, production line auxiliary equipment and public auxiliary equipment, public works, IT and other fixed assets procurement. Other types of equipment and installation engineering procurement business shall be implemented accordingly.
3. Glossary
noun
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definition
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Fixed assets
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Refers to physical assets held for the purpose of producing products, providing services, leasing or operating management, with a unit value of ≥ 2,000 yuan and a useful life of more than one year ( including renovation and refurbishment expenses in accordance with the company's regulations), with a unit value of ≥ 2,000 yuan and a useful life of more than one year, such as printers, fax machines, cameras, air conditioners, etc., "Fixed Asset Management System".
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Year frame equipment
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Refers to general equipment that is purchased repeatedly and supplied with stable quality , has clear product technical requirements, and is suitable for entering into a framework agreement .
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Project Equipment
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It means that different equipment or projects need to be matched according to different projects.
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Procurement cycle
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Refers to the time span from when a supplier receives an order or contract to when the corresponding equipment is delivered to the shipping location.
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SRM System
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Company procurement management system.
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Financial expense control system
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Refers to the company's budget control and payment application management information system.
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Formal Acceptance
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Due to company reasons, acceptance cannot be carried out as per the terms of the contract, but a formal acceptance action is initiated as acceptance fee needs to be paid according to the terms of the contract.
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4. Roles / Job Responsibilities
Role /Position
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Responsibilities
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Procurement Center
Equipment Procurement and Support Department
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Coordinate scientific classification management of categories and hierarchical management of suppliers of corresponding categories, and output research and analysis of the supply market, sourcing strategies and supply management strategies;
Responsible for developing matching suppliers and building a supply resource library (optimizing supplier structure and improving layout);
Responsible for the docking of procurement needs, and coordinating and integrating the needs with the demand/user departments and technical management departments;
Organize relevant departments to conduct on-site and case inspections and project team interviews with suppliers (participate in the interviews with the candidate teams of the installation project shortlisted units as needed, but do not participate in the scoring);
Responsible for submitting the list of suppliers to be invited; responsible for writing inquiry documents to initiate business processes , participate in bid evaluation , and review bid determination plans ;
Responsible for compiling, updating and signing standard template contracts; reviewing factory non-standard contracts according to the "Nongfu Spring Authority Allocation Manual - Subscription & Price Inquiry & Bidding & Contract Approval Authority Table" (hereinafter referred to as the "Authority Table" ) ;
Responsible for maintaining supplier relationships, organizing relevant departments to conduct supplier performance evaluations , and implementing circular application of results ;
Responsible for submitting applications for suppliers at various business stages ( SRM system access, regularization, freezing, elimination and unfreezing); urging suppliers to update their qualification information in a timely manner, and responsible for reviewing whether the key qualifications of suppliers are within the validity period.
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Procurement Center
Price Management Department
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Responsible for market analysis of product segments, research and judgment of material price trends, leading the formulation of product procurement/pricing strategies and following up on their implementation;
Responsible for purchasing price inquiries, review of quotation information, leading the bid evaluation meeting and submitting the bid determination plan;
Responsible for the statistical analysis of procurement costs and the establishment of a price database, and the establishment of a quantitative management mechanism for procurement costs;
Review factory purchase prices according to authority.
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Procurement Center
Import and Export Execution Department
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Responsible for the execution of business contracts for imported equipment, customs declaration, other import formalities, cargo tracking, etc.;
Responsible for the full life cycle management of procurement import and export related service suppliers.
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Head of Purchasing Center
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Responsible for the approval of relevant nodes in the supplier life cycle (admission, regularization, freezing, elimination and unfreezing), as well as the approval of related rewards and penalties;
Approve and approve pricing or bidding plans, contracts and expenditures;
Approve standard contract templates and approve contracts according to authority.
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Demand Department /Proposal Department :
Factory/User Unit , etc.
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Responsible for project establishment and project procurement according to the "Authority Table" , responsible for the preparation of demand documents (including procurement quantity, requirements, construction period (delivery period) requirements, etc.);
Participate in supplier recommendations; attend supplier site and performance case inspections as needed ;
Responsible for placing orders within the framework contract; responsible for receiving and executing RMB contracts , responsible for contract milestone execution management; responsible for organizing and executing procurement projects within the scope of authority; assisting in the execution of imported equipment procurement contracts;
Responsible for the installation and commissioning of equipment after it arrives at the factory, equipment acceptance, application and payment of contract money;
Responsible for supplier performance evaluation.
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Technical department :
Engineering Equipment Center/Equipment Technology Department/Aseptic Process Technology Department/Quality Assurance Department/Safety and Environmental Protection Department/ Information Department/ Infrastructure Department/R&D Department
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According to the "Authorization Table" and departmental business division, be responsible for the formulation of technical standardization and functional module standardization and update them according to the cycle; determine the qualification standards for suppliers of each category;
Participate in supplier recommendation; participate in supplier site and performance case inspections, and issue a "Supplier Inspection Report" ; lead the interview scoring conclusions of project managers of installation engineering suppliers, including providing scoring details in advance;
Review the list of suppliers to be invited;
Responsible for reviewing the technical proposals submitted by the factory;
Responsible for the preparation of technical documents for the corresponding product categories , technical clarification and answering of questions; responsible for issuing supplier technical evaluation, bid presentation /interview evaluation results; participate in bid evaluation and signing of bid determination plan ;
Participate in the revision of special clauses of template contracts and the review of contracts for related categories;
Responsible for project execution progress, quality and safety management ( coordinated formulation of quality exception plans );
Participate in supplier performance evaluation.
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Financial Center
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Prepare project budget; be responsible for preparing the bill of quantities and bid price for electromechanical purification project installation (> 2 million), and provide the signed and approved bid price;
Assist in assessing the financial risk of suppliers;
Participate in the bidding evaluation meeting for electromechanical installation and purification engineering projects, and sign the bidding plan;
Assist in reviewing standard contract templates and non-standard contract terms;
Responsible for the confirmation and management of supplier bids and performance bonds;
Pay the contract amount according to the contract nodes and be responsible for the execution of penalty deductions for suppliers.
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Legal Department
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Assist in reviewing standard contract templates, assist in reviewing non-standard contract terms, and answer legal questions during the procurement process;
Assist in handling contract disputes, conflicts, arbitration, litigation, etc.
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Audit and Inspection Center
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Regulatory requirements, bidding plans, bidding materials, winning bid results, contracts and contract execution materials filing documents, if any abnormality triggers an audit (files can be viewed through system authorization or reported by email);
Supervise and review the implementation of procurement management regulations and improve procurement risk management;
Supervise the supplier's entire life cycle management process, conduct spot checks on the supplier's execution performance, and overwrite the original evaluation data based on the spot check results.
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5 Equipment procurement process
Activity No.
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Activity Name
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Executive Role
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Event Description
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01 |
Demand Purchase
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Demand Department / Proposal Department
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Responsible for project procurement according to the "Authorization Table" , providing project approval completion information and budget, and ensuring the completeness of procurement information and process.
Provide a signed and approved Equipment Purchase Request Form or complete asset purchase through the financial expense control system . The request form includes the project name, delivery address, delivery contact, budget amount, delivery date requirements, company name and complete technical requirements (including but not limited to technical requirements, process standards, acceptance standards, bill of quantities, drawings, etc.).
Supplier recommendation and brand positioning.
If a designated supplier is required due to project reasons, instruments, equipment or materials below 500,000 yuan shall be approved by the general manager of the center where the purchasing department is located , and instruments, equipment or materials above 500,000 yuan shall be approved by the general manager of the company ; if it is a designated supplier for engineering or service, it shall be approved by the general manager of the center where the purchasing department is located . For details , please refer to the "Supplier Lifecycle Management Specifications".
Relevant requirements and technical standards must be submitted to the corresponding technical authorities for review.
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02 |
Technical solution review
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Technical department
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Responsible for framework equipment, compiling and compiling standard equipment specifications, equipment lists, user needs (including technical requirements, process standards), providing estimated purchase quantities for the year or a period of time; providing technical selection/allocation principles for framework equipment; supplier recommendations and brand positioning .
Responsible for reviewing the technical proposals and technical standards submitted by the demand departments .
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03 |
Matching supplier resources
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Equipment Support Department
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Conduct demand analysis based on demand /purchase, and match corresponding categories and supplier resources;
Original categories: In principle, all formal suppliers are invited to participate. If formal suppliers are not invited, they are required to respond or explain the reasons.
If there are no formal suppliers or the number of formal suppliers is less than 3 , potential suppliers may be invited to expand the scope of inquiry.
New / reserve categories: The equipment supporting department shall establish new categories in the SRM system and conduct supplier sourcing development with the technical department before the project starts . Report the overall situation of the categories to the person in charge of the procurement center .
Supplier management (supplier development, inspection, admission, regularization, freezing, elimination and performance management) is provided in Article 7 of this specification .
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04 |
Price comparison /bidding
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Equipment Support Department /Price Management Department/Technical Management Department
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For details, please refer to the "Procurement and Tendering Management Specifications".
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05 |
Signing a contract
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Equipment Support Department
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The contract is signed based on the approval results. The contract template should use the company's standard contract template that has been reviewed and issued by the joint review, and be submitted for approval in accordance with the "Authority Table" ;
The contract must be stamped by both parties or faxed; a scanned copy with a stamp is invalid;
For details, please refer to "Equipment Support Department Contract Signing SOP "
The time limit for signing the contract cannot affect the normal progress of the project (in principle, the contract should be signed within one month after the bid is determined).
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06 |
Enforcement of Contracts
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Factory /User
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Framework equipment, purchase and place orders according to the framework agreement and demand:
For orders without an executor at the headquarters , the Equipment Support Department will place the order and be responsible for its execution; the payment request, follow-up and delivery will be completed by the Equipment Support Engineer ; the arrival and acceptance of the equipment will be the responsibility of the user; the Equipment Support Engineer will pay the relevant amount based on the "Arrival Receipt" and equipment acceptance certificate provided by the user .
Factory orders are placed by the factory and the factory is responsible for order execution, including payment request, follow-up, arrival ( the "Arrival Receipt" must be signed after the equipment arrives ), and equipment acceptance.
Project equipment:
The factory /user department is responsible for the execution of the RMB contract, including payment request, follow-up, arrival ( the "Arrival Receipt" must be signed after the equipment arrives ), and equipment acceptance.
Foreign currency contracts and their related RMB contracts are executed by the Purchasing Import and Export Department , including: payment request, shipment of trial materials, tracking, equipment shipment arrangement and connection, insurance, customs declaration, commodity inspection, domestic inland transportation arrangement, arrival, until the contract is closed.
During the execution of the contract, if there are additions or deletions, the user unit will review the changes and prices. The price management department will review the prices after review by the technical department, and the equipment supporting department will be responsible for negotiating and signing a supplementary agreement until the contract is closed .
During the contract execution process, the contract executor should actively track the execution progress and urge the supplier to make rectifications through regular meetings (with written minutes) and official letters if there are any abnormalities in the execution .
For changes in acceptance conditions and abnormal contract handling , the contract executor shall organize the user department, technical department and supplier to negotiate and form a specific plan, and refer to the contract acceptance approval process to upgrade one level (such as the original acceptance approval is submitted to the general manager of the factory, the approval is submitted to the general manager of the base) for review and approval to form the final external handling plan and execute it .
The Abnormal Equipment Support Department is responsible for business processing of major contracts .
The acceptance of the contract shall be organized in accordance with the "Equipment Installation, Commissioning and Acceptance Procedures" of the Engineering Equipment Center .
During the execution of the contract, if due to our company's fault 1) acceptance cannot be completed within the time specified in the contract ; 2) the project is changed or cancelled , etc., it will be handled in accordance with Article 6 of the "Procurement Contract Execution Management Regulations" .
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07 |
Collect supplier performance reviews
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Procurement Equipment Support Department / Audit and Inspection Center
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The contract executor shall upload the scoring results of supplier performance evaluation at the contract milestone acceptance node in the SRM system , attaching the contract acceptance materials and the "Supplier Performance Scoring Form " .
The Equipment Support Department is responsible for collecting contract performance evaluations, which are evaluated by the demand /user department , technical supervisory department and corresponding responsible departments; the Equipment Support Department summarizes the results according to established rules and submits them to the Audit and Inspection Center .
If the audit and inspection center conducts random checks, the results of the random checks will cover the original performance evaluation data.
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6Equipment supply positioning management
6.1 Based on the company's key categories, high-growth categories, IOR (Impact , Opportunity and Risk ) and expenditure factors, the equipment category is divided into four major supply positioning.
6.2 In principle , the supply positioning of equipment categories is determined based on the three-level categories, but specific equipment items in each three-level category can be individually confirmed for supply positioning based on the supply positioning definition.
6.3 The supply positioning classification will be adjusted according to the procurement amount and supply risk of the previous year and matched with the corresponding management strategy .
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Supply Positioning
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definition
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Category
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Key Products
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The purchase amount of this category ranked in the top 20% of the equipment purchase amount in the previous year and the number of formal suppliers is less than 3. The purchase amount is large, but the supply risk is high, and there are no alternatives or suppliers defined by the company as strategic cooperation.
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Small bottle water production line, 2-5L production line , aseptic line, preform machine, cap machine, aroma machine, membrane filtration equipment , etc.
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Bottleneck products
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The equipment or chemical materials of this category ranked in the bottom 80% of the equipment procurement amount in the previous year and are the exclusive supply or have high replacement costs . Low procurement amount, high procurement risk.
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19L barrel making line, UV sterilizer, quartz sand, etc.
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Leverage Products
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The purchase amount of this category ranks in the top 20% of the equipment purchase amount in the previous year , and the number of formal suppliers is ≥ 3. Equipment with large purchase amount, low supply risk, many alternative supplier resources, and low replacement cost.
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Mechanical and electrical installation, purification engineering, conveying equipment, freezers, testing equipment, air compressors, chillers, high and low voltage cabinets, cables, etc.
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Conventional products
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The purchase amount of this category ranked in the bottom 80% of the equipment purchase amount in the previous year . It has small purchase amount, low supply risk, many supplier alternatives, and low replacement cost.
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Filter element, filter, activated carbon, etc.
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6.4 Supply Positioning Management Strategy
Supply Positioning
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Management strategies
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Pricing strategy
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Performance evaluation and incentives
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Key Products
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Focus on price and cost, while also focusing on risk reduction;
Through supplier development, equipment substitution and process optimization, the equipment in this category is made closer to leverage products;
Establish friendly communication methods at all levels between the two parties and increase the frequency of communication, and establish the principle of mutual trust and mutual benefit between the two parties;
Form strategic suppliers, improve our company's position in their companies, enhance stickiness and reduce risks.
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Ask for price comparison
bargain
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Pay attention to supplier performance results, provide support to good or qualified suppliers, and move them up to the next level;
For excellent suppliers, we may consider turning them into strategic suppliers;
Excellent suppliers can be given preferential business conditions, exclusive contract terms, honorary awards, etc.
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Bottleneck products
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Focus on whether the risk can be reduced, while also considering price or cost;
Through supplier development, equipment substitution and process route optimization, the equipment of this category is made closer to conventional products;
Conduct analysis during the product design phase to improve standardization;
Establish communication methods at all levels between the two parties and increase the frequency of communication, and establish the principles of mutual trust and mutual benefit between the two parties.
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Ask for price comparison
bargain
Signing framework
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For excellent suppliers, we may consider turning them into strategic suppliers;
The supplier's profit can be appropriately increased;
Simplify the payment process to ensure timely payment and increase supplier trust.
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Leverage Products
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Pay attention to price and cost, reduce procurement costs through analysis and control, understand supplier costs and establish cost models;
Maintain supplier activity, regularly introduce competitive suppliers, and maintain full market competition;
There are ≥ 3 formal suppliers .
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Ask for price comparison
Signing framework
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Pay attention to supplier performance evaluation results, eliminate unqualified suppliers in a timely manner, and increase supply quotas or allocation ratios for excellent suppliers;
Provide support to good or qualified suppliers and move them to the next level.
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Conventional products
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The focus is on reducing administrative costs, streamlining processes, and reducing pricing and order processing costs;
Ensure stable supply quality and stable supply;
Try to shorten the purchasing cycle and reduce inventory;
Fully consider the regional characteristics of suppliers and delegate management to factories.
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Ask for price comparison
Signing framework
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Performance appraisal results are used in supplier life cycle management.
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7 Supplier Management Strategies
7.1 Supplier Development
7.1.1 Supplier Development Conditions
New categories: There are no corresponding category resources in the existing supplier database , which need to be supplemented and reserved;
Supplementary resources: If there are less than three suppliers in the existing supplier pool , additional supplier resources will be added to enhance competitiveness;
Introducing competition: Introducing new suppliers and strengthening the market competition awareness of existing suppliers;
Resource replacement: Develop, fill in and iterate suppliers based on the category supplier elimination mechanism.
7.1.2 Supplier Development Principles
Have the willingness to cooperate, commit to and abide by the company's "Supplier Code of Conduct" and meet the qualifications. Special industries must meet the industry qualification requirements;
For equipment of industry nature, you can refer to industry reports and select suppliers with leading experience in the industry;
Mechanical and electrical installation and purification engineering must meet the "Preliminary Qualification Standards for Mechanical and Electrical Installation and Purification Engineering Suppliers";
Channel agents of instruments and equipment need to verify their channel level, agent qualifications or certificates, and first-level agents or distributors authorized by the manufacturer are preferred, and the number of authorized agents reported for projects should be restricted or reduced;
If there are already suppliers in the official supplier database , the comprehensive strength of the newly developed supplier cannot be lower than that of the existing qualified suppliers;
If it is a new product category, the newly developed supplier must be one of the leading suppliers in the industry or a supplier of the same level.
7.1.3 Supplier Development
The Equipment Support Department organizes technical supervisors and relevant departments to sort out and determine the qualification access standards for suppliers of each category. The qualification standards are published on the homepage of the SRM system and updated regularly in accordance with regulatory requirements.
The Equipment Support Department is responsible for guiding suppliers to complete SRM system registration independently and reviewing supplier qualifications and related documents:
The supplier 's registration documents are authentic, legal, and valid, with no bad records that violate red lines ;
Provide social security information to prove that the supplier's business contact person is a legal employee of the supplier ;
Meet the requirements of 7.1.2 ;
Those who meet the above conditions will be reviewed by the Equipment Support Department and approved by the head of the Procurement Center to become "potential suppliers".
Supplier development work is carried out by the Equipment Support Department as a daily task.
7.1.4 Supplier review and regularization
Supplier development inspection is organized by the Equipment Support Department . The corresponding demand and technical management departments must participate, and other departments can participate as needed. After the inspection, a "Supplier Inspection Report" and "Supplier Strength Rating Sheet" must be issued within 7 working days .
in principle:
Supplier strength is evaluated based on business factors accounting for 20% and technology accounting for 80% .
Supplier strength score: suppliers with scores above 70 will be introduced, and suppliers with scores below 70 will not be introduced. For suppliers that cannot be introduced, the Equipment Support Department will inform the supplier of the non-conformity items in writing or by email , and the supplier can be inspected and evaluated again after rectification.
For electromechanical installation projects, purification projects and other required projects, in addition to completing document review, performance cases and on-site inspections, additional project team interviews will be conducted (the "Project Manager Interview Scoring Standards" are provided by the Engineering Equipment Center) and a project manager resource pool will be established.
The new supplier is formally introduced after the Equipment Support Department initiates the formal approval and approval by the technical department, the general manager of the center where it is located , and the person in charge of the procurement center .
Newly introduced suppliers will be reviewed and evaluated during or after the project they undertake. Only those with qualified evaluation results can undertake the company's projects.
For specific operating standards, please refer to the "Equipment Supplier Inspection and Development SOP".
7.1.5 Daily management of suppliers
For the defined strategic suppliers, the Equipment Support Department will organize strategic partnership cooperation to consolidate the depth of cooperation between the two parties.
For the electronic information management of formal suppliers, we regularly organize supplier qualification reviews and timely update the supplier's basic information; we work with relevant departments to timely identify supplier cooperation risks, including financial risks, litigation risks, etc., through supplier financial statements, third-party information platforms and other channels.
In principle, for formal suppliers, a routine audit and evaluation must be conducted every two years, and the audit method is the same as the supplier "regularization" audit; if the annual supplier performance evaluation is good or above, and the supply risk is low after comprehensive evaluation, one cycle of routine audit can be exempted, but an audit and evaluation must be carried out every four years.
7.2 Supplier Performance Management
Evaluate supplier performance by project, year (1-2 years), project repurchase and other needs, and output the Supplier Performance Rating Sheet. Supplier performance is evaluated from the dimensions of quality, delivery time, safety, service, etc.
Suppliers are graded and managed according to the scoring results of the Supplier Performance Scoring Form ( see the following table ):
Supplier Performance
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90 points or above
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90~80 points (inclusive)
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80~70 points (inclusive)
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Below 70 points
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Grading
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excellent
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good
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qualified
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Failure
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7.3 Application of performance results grading
Excellent suppliers can enjoy conditions such as inquiry and bidding, priority in winning bids or preferential bid ratios ;
For suppliers with good performance and qualifications, we need to strengthen guidance to encourage them to become excellent suppliers ;
Qualified suppliers can be invited to participate in subsequent projects;
Unqualified suppliers will be classified as suppliers to be frozen.
The status of suppliers in the SRM system is divided into four categories: registered, potential, formal, and eliminated . Equipment supporting engineers maintain the status of suppliers in accordance with the Supplier Lifecycle Management Specifications .
7.4 Supplier elimination
If any of the following situations (but not limited to) occur, it is considered as touching the management "red line" and will be listed as "supplier to be eliminated":
A. The supplier's qualifications are falsely reported, the supplier does not comply with regulations, and the production conditions are seriously inconsistent with the declared materials during routine inspections and unannounced inspections;
B. Involving dishonesty, breach of contract, violation of regulations, collusion, bidding rigging, bribery and other violations of fair competition;
C. Violating the confidentiality agreement, leaking the company's business secrets, and causing losses to the company;
D. Deliberately concealing project problems, resulting in serious quality or safety accidents;
E. Serious violation of national laws and regulations.
The "suppliers to be eliminated" are submitted by the Equipment Procurement Support Department , approved by the head of the Procurement Center , and transferred to "eliminated suppliers" and permanently banned from use. If the above situation occurs, the supplier's affiliates or companies under the same actual controller are also included .
Supplier rating application and other matters shall be implemented in accordance with the "Supplier Lifecycle Management Specifications" .
8 Others
All positions should strictly implement the relevant management systems and the standards of this document. The Audit and Inspection Center and the Procurement Center will conduct audits from time to time. If there are any violations, they will be punished according to the "Employee Reward and Punishment Management Measures" and the "Code of Conduct for Procurement and Business-Related Personnel" .
9 Supplementary Provisions
9.1 This specification shall be formally implemented from the date of approval and issuance, and the original "Equipment Procurement Management Specification" (document number NF03-PC(20B0)-03 ) shall be abolished at the same time. If this specification is inconsistent with the previous various systems and documents, this specification shall prevail. This specification is updated once a year.
9.2 The Procurement Center reserves the right to interpret this specification.
10 Related Attachments
Attachment No.
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Attachment Name
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Custody Department
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1 |
"Preliminary Qualification Standards for Mechanical and Electrical Installation and Purification Engineering Suppliers"
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Engineering Equipment Center
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2 |
Supplier Inspection Report
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Procurement Center
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3 |
Supplier Strength Rating Sheet
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Procurement Center
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4 |
Equipment Purchase Request Form
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Technical department
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5 |
《Arrival Receipt》
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Technical department
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6 |
Project Manager Interview Scoring Criteria
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Engineering Equipment Center /Purchasing Center
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7 |
Supplier Performance Rating Sheet
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Procurement Center
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Note: The latest version is used.
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1 1 Related documents
Serial number
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Document number
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File name
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Department
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1 | NF01-QX(21A5)-10 |
"Nongfu Spring Authority Allocation Manual - Subscription & Price Inquiry and Bidding & Contract Approval Authority Table"
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Procurement Center
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2 | NFS/03-PC-04 |
Procurement Management Measures
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Procurement Center
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3 | NF02-SC(22A0)-13 |
Supplier Lifecycle Management Specification
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Procurement Center
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4 | NF02-SC(22A0)-16 |
Procurement and Bidding Management Specifications
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Procurement Center
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5 | NF02-CE(22A1)-01 |
Equipment Installation, Commissioning and Acceptance Procedures
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Engineering Equipment Center
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6 | NF02-SC(21A0)-09 |
Provisions on the Execution and Management of Procurement Contracts
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Procurement Center
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7 | NF03-PC(2021A0)-39 |
《 Equipment Support Department Contract SOP 》
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Procurement Center
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8 | NF02-SC(22A0)-12 |
Supplier Code of Conduct
|
Procurement Center
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9 | NF03-PC(2022A0)-41 |
《Investigation and Development SOP for Equipment Suppliers》
|
Procurement Center
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10 | NF01-HR(22B2)-29 |
Employee Reward and Punishment Management Measures
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Human Resources Center
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11 | NF02-SC(22A1)-11 |
Code of Conduct for Procurement and Business-Related Personnel
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Procurement Center
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12 | NF02-PO(21A4)-05 |
Spare Parts Management Measures
|
Procurement Center
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13 | NF01-CF(23A1)-10 |
Fixed Asset Management System
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Financial Center
|
Note: The current version shall prevail.
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