物资质量问题发生率降低19%，识别关键环节风险点35项并全部落实管控，完成11家重点供应商质量审 核，构建覆盖五类物资的精准管控矩阵……成绩背后，是胜利石油工程公司以"本质化安全源于质量"为 核心理念，构建全链条物资质量管理体系的切实行动，推动物资质量管控从"规范执行"向"体系赋能"升 级，为高质量发展筑牢物资质量防线。 针对供应商管理难点，该公司同步建立"三商"履约规范与技术规格书管理办法，构建起"核心制度+配套 办法"的完善体系。"以前履约质量、职责界定存在一定的模糊地带，现在有章可循、有标可依，问题发 生率明显下降。"采购事业一部徐涛说。 五级管控明责： 从统一标准到分类施策 "过去物资质量管控多依赖统一标准，对涉及人身安全的关键物资缺乏差异化措施。"在物资管理中心质 量安全部经理杨文峰看来，这一局面被精准的"五级管控"矩阵彻底改变。 今年以来，物资管理中心组织专业力量开展物资分类专项研讨，将生产建设物资精细拆分为"39类人身 安全物资、32类生产关键物资、62类重点管控物资、78类重要关注物资及一般到货验收物资"，形成"一 类物料一个安全等级"的精准管控模式。 与此同时，他们制定《物资质量五级管控体系 ...

Core Insights - The article discusses the transformation of material management practices within the company, highlighting the shift from isolated operations to a collaborative approach through a shared mechanism [1][5]. Group 1: Shared Mechanism Breakthrough - The traditional material management faced challenges with "information silos," leading to inefficiencies in demand matching and problem resolution, which previously took at least one week for coding requests [1]. - The new "1+5+X" shared mechanism has significantly improved efficiency, allowing for same-day problem resolution and avoiding repetitive issues through enhanced communication [1]. - In the first three quarters of the year, the shared mechanism resolved 18 supply-demand matching issues for oil and chemical materials, achieving "zero distance in demand matching and zero delay in business processing" [1]. Group 2: Closed-loop Control Efficiency - A special support team was formed to conduct thorough on-site inspections of 15 specialized operating units, creating a problem ledger for each unit [2]. - The material management center initiated a "look-back" special supervision to address recurring issues, achieving a 100% problem rectification rate among the 15 units [2]. - Training sessions for 31 participants resulted in over 95% mastery of core knowledge points, enhancing compliance and precision in material management [2]. Group 3: Targeted Empowerment - The material management center established a "lecturer team" to provide tailored training addressing specific operational challenges faced by the Yellow River Drilling Company [3]. - Customized training has led to a significant increase in understanding of core regulations, with 42 practical issues resolved through a combination of theory, case studies, and Q&A sessions [3]. - The center aims to further enhance the efficiency and quality of material supply management by integrating smart management upgrades and digital tools [3]. Group 4: Performance Metrics - The material management center has conducted 13 on-site training sessions, reaching over 210 grassroots personnel, and improved the accuracy of material demand planning by 30% [4]. - The procurement process cycle has been shortened by 5 days compared to the previous year, showcasing the effectiveness of the implemented strategies [4].