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Travel standards are printed in policy books, but finance rejects expenses verbally at reimbursement. Rules must enter applications and block at submission—not after the fact.
Sample quotes live in chat, bulk orders on another sheet, reorders ask about process again. Without a central product library, quotes cannot be reused and every lead time and cost feels like the first time. A data center is not a file share—it is a version orders can reference.
Rename the company or switch accounts without syncing invoice headers and payables—and you pay wrong and bill wrong at once. Legal entity and bank changes are one master-data event.
Once work leaves the plant, planning becomes WeChat expediting. The first layer of multi-plant coordination is not advanced APS—it is bringing outsourced work orders, dates, receiving QC, and WIP quantities back to one plan table. Invisible outsourcing is a black hole in planning.
More reports don’t mean better decisions—management still runs on chat. A cockpit isn’t every chart on a wall; it’s a few metrics that trigger action, one definition, drill-down to owners.
Night exceptions ping a director's personal WeChat—when they go offline, escalation stops. Paths must live in the system: level, SLA, handoff; WeChat is alert only.
Book-to-physical gaps rarely need fancier counting—they need discipline on issue-before-document and receive-before-post. Fix movement rules before cycle counts matter.
When returns enter the door and mix with good stock, inventory becomes untrustworthy immediately. After-sales, defective, and refurbish items need separate locations, statuses, and owners—or reverse logistics drags down forward delivery.
One-item-one-code sounds complete, but SMEs often stall on labeling cost and floor habits. Control batches first: same batch, same process, in/out records—then traceability has a usable grip before serial numbers.