1．In August, BBAC once again lowered its annual production. This reduction has brought tremendous pressure to our inventory management and cash flow to the control of fluctuating materials and surplus materials of EOP models.In the face of many pressures and challenges, all members of the operation and management team of the BU1 work together to see challenges as opportunities for self-training and pressure as the driving force for self-growth. They use all possible resources and opportunities to formulate various response plans, and strive to minimize the negative impact of BBAC production adjustment under the premise of ensuring production and supply. 

2.On August 16, the relevant leaders of the purchasing department of BBAC went to our airport logistics base to guide the work. We fully affirmed our on-site management and put forward some suggestions for improvement. In particular, the equipment and facilities of our Constant temperature and humidity warehouse and the control of environmental temperature and humidity are fully affirmed, and valuable suggestions are also put forward on how to improve the efficiency of thermal insulation and humidity storage without increasing management costs. For these suggestions, we immediately formulated an improvement plan and submitted it to BBAC for review.

The management of Constant temperature and humidity warehouse is an important part of the management of our airport logistics base, and the only criterion for our improvement is: to ensure the first-class product quality of BBAC with our first-class equipment and facilities and first-class management services.

   The visit and guidance of the leaders of the purchasing department of BBAC is not only a test of our work, but also a test of our management team. The results proved that the young management team of our career has lived up to expectations, withstood the test, and won the trust and honor for us with professionalism.

3.In such fierce market competition,BU4 developing team completed the annual development and business plan in August, and is expected to complete the fourfold business plan target this year. The development performance of the four departments shows that the goal is never to be achieved, and the goal is to be exceeded. As long as the team has a dedicated fighting spirit, the goals will be surpassed one by one.

   At the same time, the KPI assessment of them will be 4 times. The development team's KPI assessment is not capped, which will further stimulate the team's fighting spirit and everyone will be more united, work hard, and surpass higher goals.

4.

From August 12th to 14th, the company's management team participated in the three-day training of DMTP "E+ Manager" on "Becoming an Effective Manager" and "Creating Peak Performance" at the airport logistics base. The teacher systematically sorted out the management wisdom of the management master Drucker, emphasized the goal of starting with the end to lead the management concept, and advocated the entrepreneurial spirit of creating customers and continuous innovation based on integrity. Through three days of learning, we have the opportunity to discuss the problems existing in our real work in depth, and find effective solutions based on the theories learned.

   This method of managing the team to learn together can improve the cognitive level of the team at the same time, promote effective communication of the team, and then improve the efficiency and efficiency of communication.

   During the training, the instructor talked about not selling "VUCA" anxiety, but we are indeed in a "VUCA" era, and challenges are everywhere. We can not be anxious, but we must have a sense of crisis, improve our ability to deal with crises and meet every challenge with the spirit of "pessimistic optimism".