As the first overseas investment M & a project in the basic building materials business sector of China Building Materials Group, Tunisia CJO Company anchored the goal of "100-day integration to achieve good results", focused on building a "three-group linkage" synergy mechanism, established the main direction of "three breakthroughs", deepened the overseas practice of "three fine management", and realized the smooth transition of M & a operation. It has achieved good business performance and handed in a high-quality development answer sheet of "Chinese management + Tunisian characteristics".
01 "Three Groups Linkage" Coordinated Guarantee, Smooth and Efficient
Project Mergers and Acquisitions First, the transition group coordinates the overall situation. The transitional management committee of Tunisia CJO Company was established, the cross-cultural communication mechanism was established, and the phased integration work schedule was formulated to ensure zero interruption of operation during the business handover period.
Second, the project team focuses on promoting. Complete asset inventory and ownership confirmation, achieve 100% consistency between accounts and facts, stabilize the staff team through strengthening communication, and achieve zero turnover. Work out Chinese-French bilingual safety operation rules and carry out safety training for all staff to ensure that the situation of safe production remains stable during the transition period. To formulate five core management systems in line with local laws and regulations, and build a standardized management process system.
Third, the promotion group continues to optimize. A special quality improvement plan was formulated to strictly control the content of free calcium oxide, and the qualified rate of cement was significantly higher than before. By optimizing the process parameters and strengthening the inspection of equipment, the temporary shutdown of cement mill electricity decreased by 60% compared with the same period last year, and the production was running continuously, stably and efficiently.
02 "Three Breakthroughs" Concentrated Efforts, Comprehensive Renewal of
Business Philosophy First, Management Innovation and Breakthrough. On the premise of absorbing and drawing lessons from the characteristics of local operation and management in Tunisia, and combining with the actual situation in the initial stage of project merger and acquisition, a suitable bilingual operation and management system has been established, which realizes the seamless connection of management mode.
The second is to seek breakthroughs in green efficiency. In view of the characteristics of resources in North Africa, innovative application of alternative fuel technologies such as olive residue and waste spinning can reduce the consumption of petroleum coke, effectively save production costs, and significantly improve economic benefits while achieving environmental benefits.
Third, the market seeks breakthroughs in income generation. Through the establishment of market dynamic monitoring mechanism, deepening strategic cooperation with local distributors, timely adjustment of product structure and marketing strategy, the market share has been steadily expanded.
03 The popularization and application of "three fine management" has achieved initial results
in overseas practice, and the optimization of "two increases and three decreases" indicators has been implemented. "Three fine management" has achieved remarkable results in lean operation and fine management. In terms of improving quality and efficiency, through the optimization of kiln system and adjustment of process parameters, the waste heat power generation per ton of clinker was increased by 5%, and the energy utilization efficiency was significantly improved; the implementation of combustion system transformation and thermal system optimization further reduced the standard coal consumption of clinker. In terms of cost reduction and cost control, direct negotiation with suppliers was carried out to optimize procurement channels, which reduced the purchase price of olive residue by 20%; the "532" inventory control mode was implemented, which reduced nearly a quarter of the spare parts inventory; the fund plan management was strengthened, the account structure was optimized, and the efficiency of fund use was improved to achieve considerable benefits.
In the future, Tunisia CJO will continue to deepen its localized operation, promote technological innovation and green development, constantly improve the quality and efficiency of its operation, contribute to further promoting the friendship between China and Tunisia, promote high-quality co-construction of "the Belt and Road" with its own high-quality development, and make greater contributions to the international strategic landing.
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