At the time when Chongqing Heavy-Duty Truck Group was established at the end of last year, the Group owned 13 subsidiaries and subsidiaries. Excluding the Group Company's headquarters (formerly Sichuan Automobile Manufacturing Factory) and Chongqing Cummins Engine Co., Ltd. remaining profitable, the remaining companies suffered losses, and the total annual loss of the Group reached 36.5 million yuan. The leaders of the group companies are reviewing the situation and are determined to exert the advantages of reorganization and restructuring, deepen the internal reforms of enterprises, and achieve the goal of turning deficits as soon as possible.
--- In the production organization, the company gives full play to the group's advantages and implements high-volume, low-cost strategies. According to the company's new operating mechanism, adjustments have been made from the configuration of production workers and managers to equipment capabilities, technical preparation, technological level, and network-assisted management. Strengthen the unified command, strengthen the on-site management, improve the production management level of the group, greatly increase the production capacity, and further strengthen the cooperation between the subsidiaries and the headquarters.
--- Actively seize the opportunities in the development of the western region, and in accordance with the marketing policy of "adjust prices, cash transactions, continue to clear debts, and revitalize existing stocks," the group has made every effort to promote sales. Continue to meticulously sell the sales network; implement price adjustments such as spreads, parity, and link prices; increase the cash ratio, increase the amount of underpayments, and invigorate inventory; strengthen the construction of marketing teams; coordinate the vehicle and engine, transmission, steering gear, and axle assembly As well as the common development of other assembly parts and components markets, a new situation of marketing work was created, and the sales of complete vehicles of the Group Company set a record. At the same time, efforts were made to increase the development of new products and complete the technical upgrading of the M20C cab; the development of a 10 ton front axle and front axle was implemented to meet the needs of oilfield special vehicles; the original 400 models were consolidated and strengthened. The development of special vehicles and military vehicles. Chongqing Qijiang Gear Factory, Chongqing Cummins Engine Co., Ltd., Kafu Company, and Chongqing Hongyan Automobile Spring Factory also continued to maintain the advantages of parts and components.
--- Deepen enterprise reform. To establish a market economy concept as the main line of work, deepen the reform of cadre personnel, labor, and distribution systems, adhere to the "three-pronged assessment system," and middle-level cadres and marketing staff implement open recruitment, constantly improve the economic responsibility system, and actively explore effective distribution forms. Fully mobilized the initiative of employees. Strengthen financial management, implement the working principle of â€œprice reduction procurement, bank-enterprise cooperation, standardized payment, and liquidation of accountsâ€, strengthen company cost control, persist in carrying out double-increasing activities, increase audit supervision, and establish a unified company fund management system. , strengthen fund management. These work laid a solid foundation for the company to turn losses into profits. (Electrical and Mechanical Daily)
At the end of last year, Chongqing Heavy-Heavy Motors Group Co., Ltd. was reorganized and established. In the face of the Groupâ€™s annual loss of more than RMB 36.5 million, the groupâ€™s advantages were utilized, a low-cost strategy was implemented, and the economic efficiency was significantly improved. In May, sales revenue increased compared to the same period of last year. 26% achieve profitability.