On August 12, Harbin Electric International (HEI) held a kickoff meeting for its SAP system development project, making comprehensive arrangements for the project’s rollout and implementation. Li Mo, Vice Chairman and General Manager of HEI, attended the meeting and outlined requirements for the project’s implementation. Han Lili, Chief Accountant of HEI, moderated the meeting and delivered remarks. Deputy General Managers Jin Changfan and Zhang Yang also attended.

The meeting stressed the need to strengthen an organization-wide perspective and foster greater coordination. The project team should take overall responsibility for project planning and coordination, while closely managing the pace of implementation, development standards, and project schedule. Each business department should assign key users to engage proactively and work closely with the project team throughout the implementation. The IT department should strengthen technical support and coordinate with the system vendor to ensure stable system interfaces and data transmission. The implementation team should gain a thorough understanding of business requirements, adhere strictly to project milestones, and maintain rigorous quality control. All departments should enhance communication and work together to resolve key challenges and bottlenecks. Strict quality standards must be maintained to ensure a smooth and seamless transition. Particular emphasis should be placed on master data quality, thoroughly organizing, cleansing, and validating data to build a solid foundation for system operations. The transition between the new and existing systems should be carefully planned, with comprehensive testing and validation conducted to ensure business continuity and stability throughout the transition. Training and user enablement should also be strengthened to ensure the system delivers tangible results after implementation. Guided by the principle that “the value of system development lies in its application,” Tiered training for key users and frontline employees should be provided to help them adapt to new ways of working and ensure the new system and processes are fully implemented and adopted in day-to-day operations. This will prevent the system from becoming disconnected from actual business needs and ensure that it is put to practical and effective use, ultimately translating the benefits of digitalization into greater management efficiency.

The meeting called for stronger cross-functional coordination and collaboration. The project team should take the lead in overall coordination, facilitating collaboration and alignment between the implementation vendor and internal departments and units. Business departments should take a proactive role and become deeply engaged in the implementation, completing all assigned tasks to a high standard and ensuring end-to-end connectivity of financial and business data, as well as efficient and seamless business processes at every stage. Strict controls should be maintained over both quality and timeliness, guided by the principle of “quality first, with timeliness equally prioritized.” Implementation should proceed strictly in line with the project schedule, with close attention paid to critical stages and strong emphasis placed on system usability. The project should leverage digital tools to genuinely improve efficiency and strengthen decision-making support, ensuring that the system is successfully implemented and delivers tangible value to business operations and growth.

The meeting was attended by the heads of the company’s various departments.