This seemingly technical chart actually marks a core shift in Qing Dao Jin Tian Hai Rong Industry And Trade Co.LTD’s recent efforts toward operational stability: a transition from human-dependent control to structural governance, and from experience-based decision-making to a responsive mechanism. In this mid-sized manufacturing enterprise focused on cross-border trade, Liu Yiting not only spearheaded the construction of this system, but also redefined the underlying logic of “enterprise operations.”

Her industry is undergoing significant upheaval. From 2022 to 2024, the global supply chain experienced repeated ruptures and restructurings. Regional protectionism, logistics congestion, and raw material price fluctuations surged one after another. For Chinese trade companies, the traditional advantage of “low-cost, large-volume” is diminishing, while “flexible organizational capability” has yet to fully form. Against this backdrop, the question of how companies can enhance internal controllability without relying on external capital injections or large IT systems has become an urgent issue across the industry.

Qing Dao Jin Tian Hai Rong Industry And Trade Co.LTD’s approach: build its own responsive logic. Liu Yiting’s team conducted a comprehensive analysis of internal processes, mapping key nodes such as order fulfillment, supply forecasting, customer linkage, and financial pressure control into interconnected data points with trigger conditions. Once an anomaly arises, the collaborative mechanism across departments is automatically activated—without relying on the traditional command chain of “people shouting and coordinating.” This model has no glamorous name; internally, it is simply called “Node-Aware Management,” yet its effects are tangible.

In 2023, the company successfully predicted and restructured three orders previously at risk of fulfillment failure, compressing average delivery deviation in the key markets of Malaysia and Russia to within 24 hours. More importantly, the company achieved this without introducing any high-cost external systems. This accomplishment drew industry-wide attention, with some provincial enterprises even attempting to develop their own responsive mechanisms based on this logic.

Liu Yiting’s contribution goes beyond “doing well”; it lies in being “teachable and replicable.” As the company’s General Manager, she demonstrates a keen sensitivity to the boundary between process intervention and strategic advancement. The “Data Hub–Organizational Endpoint Linkage Logic” she proposed has become the foundation for the company’s medium- and long-term management framework. And this framework is not just conceptual—it has been implemented at operational levels such as inventory dynamic allocation, customer-tiered responses, and anomaly correction strategies.

“She doesn’t rely on plans to control, but on structural early warning,” remarked a third-party auditor who had previously worked with the company. This kind of structural thinking is rare among managers, especially in mid-sized enterprises where experiential management still dominates. The alignment between Liu Yiting’s deep understanding of “system resilience” and her practical capabilities is the core competitive strength of her personal leadership.

If her model answers how an enterprise can “respond to risks,” then the data mechanisms and standardized indicator systems she has driven in recent years aim to answer how an enterprise can “perceive risks.” Under her leadership, the company has built data modules centered on “signal-based intervention,” covering key metrics such as customer churn rate, transportation anomaly rate, and inventory freeze cycles. These data points are not used for post-event audits, but serve as real-time input variables for operational adjustments.

It is worth noting that her logic does not idolize “technology as a cure-all.” She has repeatedly emphasized internally: “We don’t analyze data for data’s sake, but to inform decisions that lead to action.” Based on this principle, the company has not blindly pursued system complexity, but instead adopted an extremely lightweight tabular mechanism to replace most lengthy automated workflows. This choice stands out as particularly rational in today’s tech-driven era.

Her rationality is also reflected in her external communications. When asked whether she would consider commercializing or promoting the internal system, she replied: “If the industry truly understands the logic, they won’t need us to provide a system.” This restraint positions her more as a practitioner of industrial methodology than a systems vendor.

From an outside perspective, such a systems-oriented manager is often mistaken for a “technical General Manager.” However, during the actual interview, her speech was not frequent. More often, she opened her analysis with counter-questions, used diagrams to support her viewpoints, and explained issues with “pathways” rather than “outcomes.” She showed little interest in describing “what I did,” and instead repeatedly emphasized “enterprises must develop the ability to judge for themselves.”

It is precisely this strategic management philosophy—centered on cultivating “judgment”—that enabled Qing Dao Jin Tian Hai Rong Industry And Trade Co.LTD to maintain stability in its core operations over the past three years amidst global market uncertainty. The company’s order fulfillment rate rose from 89% in 2022 to 93% in 2023, and exceeded 95% in 2024. Customer retention also grew positively for three consecutive years, making the company a “high-stability supplier” for several partners.

At the end of 2024, Liu Yiting was awarded the “2024 Strategic Leadership Pioneer Award” by Qing Dao Jin Tian Hai Rong Industry And Trade Co.LTD. This honor not only recognizes her past achievements but also reflects her deep contributions to organizational development and system resilience as a company leader.

At the conclusion of the interview, Liu Yiting carefully put away the “Response Node Diagram” without emphasizing its value. She simply said: “We’re still testing its limits—when the system will issue a warning before a human does.” What she has built is not a singular result, but an organizational growth logic worth studying and validating.