The company has won the bid for the general contracting project of the coating production line for the Xiamen Jinlong Longhai project.
Release time:
2018-08-12 09:53
The Xiamen Jinlong Longhai project is a long-planned initiative by Xiamen Jinlong Automobile Group Co., Ltd. to continuously consolidate its leading position in the bus market. Once completed, it will reach an annual production scale of 20,000 large and medium-sized buses and 5,000 Koster vehicles. The painting production line is a flow production line with a high level of automation, utilizing robotic spraying, achieving automation, intelligence, and informatization in bus production. It is one of the most advanced large-scale painting production lines both domestically and internationally. In the initial phase of the project, the process equipment is planned to adopt a design-first and then subcontracting model. If this model is continued, it will not reflect the core advantages of the Ninth Institute.
After fully collecting information, the Operations and Production Department timely organized planning for the Jinlong Longhai project. Based on a careful analysis of the current state of the project, owner pain points, general contractor capabilities, and relationships between construction and usage parties, they found a breakthrough point. They started from understanding customer needs and guiding customer demands to create value for customers, formulating a three-step marketing strategy: first, change the existing contracting model; second, establish mutual trust at a high level; third, present technology perfectly.
To achieve a change in the contracting model, on November 26, 2017, they introduced the EPC general contracting operation mode for painting workshop process equipment to the owner's project team. They guided the owner through various aspects such as implementation node diagrams, key tasks, existing domestic supplier levels, comparisons between two models, and the value brought to users through thorough communication. Marketing personnel visited Xiamen multiple times to engage with all stakeholders in the project, continuously reinforcing the EPC general contracting concept for process equipment. After more than two months of relentless effort, they finally achieved a change in the contracting model. Key figures like Chairman Wang Lizhi and General Manager Liu Shixin made several trips to Fuzhou and Xiamen to communicate fully with leaders from Fuzhou Automotive and Xiamen Automotive, alleviating the owner's concerns regarding technology, resources, and costs, laying a solid foundation for project undertaking. To ensure perfect technical presentation during the bidding phase, the bidding team delved deeply from process layout to detailed equipment plans and conducted detailed technical exchanges with the owner four times.
After more than six months of hard work and with support from various departments within the company, the Operations and Production Department successfully piloted a consultant-style marketing model for major clients. The company won the bid for this project, achieving a significant breakthrough in the industry as it is the largest contracting contract in China's bus sector. Winning the bid is only half of the success; to fulfill the Ninth Institute's commitments and establish benchmark projects in the future requires continuous efforts from the project team and support from all departments to build the Ninth Institute brand and practice its core values.
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