August 22–23: Specialized Training Workshop on Tendering and Procurement for Shenma Co., Ltd. Held at Hydrochemical Company Wang Bing, General Manager of Shenma Shares (at the level of a Group Deputy Chief Engineer) and Deputy Secretary of the Party Committee, delivered the opening address.

Members of the Shenma Shares leadership team attended.

More than 200 participants, including heads of relevant departments at Shenma Co., Ltd. and representatives from the nylon and salt‑chemical business units, as well as procurement and bidding personnel, attended the training.

The training program has invited industry expert Wang Shenghui to serve as the instructor. Mr. Wang holds the title of Senior Engineer, is a Level 5 Certified Purchasing Manager with the Chartered Institute of Procurement & Supply (CIPS) in the United Kingdom, and is a nationally recognized practitioner‑oriented expert in tendering and procurement. He brings 15 years of experience in procurement on the client side, more than 10 years of managerial experience in government information‑technology administration, and 16 years of expertise as a bid‑evaluation expert. He has also contributed to the authorship of several key publications, including the “Work Guide for Government Procurement Evaluation Experts,” the “Practical Guide for Government Procurement Agencies,” and “Professional Practices in Construction Project Tendering and Procurement.”

Wang Shenghui delivered a presentation titled “Interpretation of New Policies on State-Owned Enterprise Procurement, Principal Responsibilities of Procuring Entities, and Practical Procurement Operations,” covering five key areas: “Understanding the Policy Landscape: Essentials of the Legal Framework for State-Owned Enterprise Procurement”; “Strengthening Internal Capabilities: A Three-Step Approach to Building Procurement Competence”; “Mastering the Procedures: State-Owned Enterprise Procurement Processes and Workflow”; “Meeting Audit and Inspection Requirements: National and Sector-Specific Regulatory Obligations”; and “Managing Risks: Risk Prevention and Control Throughout the Entire Procurement Process.”

During his presentation, Wang Shenghui drew on years of experience in tendering and procurement management to cross‑reference policy provisions with real‑world cases. Covering everything from system development and personnel management to handling irregularities and mitigating risks, he systematically broke down each standard step and provided a detailed walkthrough of the relevant procedures. At key junctures, he cited cases he had personally handled—whether dissecting challenges arising from document deficiencies that sparked disputes or reviewing procurement gaps exposed during audits and inspections—using concrete examples to clarify principles and ensure that participants could both understand the material and apply it effectively.

Wang Bing emphasized that Shenma Shares is currently at a critical juncture—climbing uphill and overcoming obstacles, tackling tough challenges—and that it is essential to carry out tendering and procurement work effectively. To do, This is of great significance for enterprises in managing risks, reducing costs, improving efficiency, and enhancing competitiveness, and it sets forth requirements for the participants in terms of responsibility, professionalism, and discipline. First, we must recognize the weight of our roles and shoulder our responsibilities. In light of the severe challenges facing the industry, we should devote ourselves wholeheartedly, take initiative, and approach our work with a sense of ownership—treating official duties as personal matters. We must handle every procurement task with diligence, rigorously control entry points, and safeguard the proper use of funds. Second, we must cultivate solid expertise and make professionalism an integral part of who we are. In recent years, laws and regulations have been updated, oversight has tightened, and evaluation criteria have become more detailed. We must continuously acquire new knowledge, study emerging rules, and adapt to changing circumstances, truly becoming well‑versed and seasoned professionals on the procurement front. Third, we must strictly adhere to disciplinary red lines and translate rules into concrete actions. It is imperative to strictly adhere to work discipline, ensuring that every stage of a procurement project—from case initiation to acceptance—follows established procedures and is fully documented, with end-to-end traceability and standardized, orderly operations. We must uphold closed-loop management, integrating the “Four Zeros, Seven Requirements, and Nine Degrees” management framework throughout the entire procurement process to achieve zero delays, zero excuses, zero rework, and zero bureaucratic wrangling. All tasks should be tracked with progress updates, feedback, concrete outcomes, and formal reporting, thereby establishing a robust mechanism that ensures every matter receives a response and every issue is duly resolved, ultimately enhancing the quality and efficiency of the enterprise’s production and operations through standardized procurement management.