Su Liang, a Sales Management Specialist at the Foreign Trade Sales Company, coordinated resources from multiple parties and optimized production plans. While ensuring the delivery of the company's other orders, he promoted the on-time delivery of the 20,000-meter painted plate order for the American customer CUMIC, winning high recognition from the customer and fully demonstrating the service strength of the company's sales department.

On November 27, 2025, the American customer CUMIC signed a procurement contract with the company for 20,000 meters of painted plates, with the products designated for shipment to Tianjin Port and the latest shipping date at the end of February. At that time, the company was carrying out annual equipment maintenance, resulting in tight production capacity of the painting production line. Initially, the order was scheduled to be ready on February 15, barely meeting the shipping deadline.

Before December 10, CUMIC failed to issue a formal production scheduling instruction due to capital turnover issues, causing the order progress to stall. The customer's downstream project was under tight schedule, and delayed delivery would incur high liquidated damages. Meanwhile, the market demand for the company's painted plates was strong, with 60,000 meters of new orders received. According to conventional production scheduling, the readiness time of the CUMIC order would be postponed to March 10, far exceeding the latest shipping date. This not only posed a risk of order cancellation but also would damage the company's reputation in the international market. On December 11, Sales Manager Gao Guohang reported that the customer's capital problem had been resolved and production scheduling needed to be initiated immediately, with the core demand being on-time delivery. As the key contact person for the order, Su Liang quickly linked up with the production department, project managers of newly received orders, production scheduling specialists and other personnel, and launched an emergency consultation mechanism to promote problem-solving.

Faced with the challenge of allocating production resources for a total of 80,000 meters of painted plates involving 6 contracts, Su Liang gave full play to his professional coordination ability, carried out tackling work supported by precise technical scheduling, sorted out the delivery priority of each order, the negotiable flexibility of customers and the production capacity limit of the production line to provide a basis for resource allocation. He also took the lead in calculating the production tempo, optimizing the plate layout plan and compressing the process connection time, improving the output efficiency per unit time without increasing additional production capacity. At the same time, he communicated openly with customers of newly received orders, explained the situation and provided solutions, winning short-term delivery flexibility for some orders and freeing up production space for the CUMIC order.

After multiple rounds of cross-departmental collaboration and technical optimization, Su Liang successfully completed the integration and allocation of resources without affecting the on-time delivery of other contracts, raised the production scheduling priority of the CUMIC order, and determined the goods readiness time as February 20, which precisely matched the latest shipping deadline.

In this tackling work, the Foreign Trade Sales Company actively helped CUMIC avoid the risk of liquidated damages, ensured the progress of downstream projects, and won high recognition from the customer. The customer clearly stated that it would continue to deepen cooperation with Yingkou Medium Plate, becoming a stable partner of the company in the international market. Su Liang's efficient coordination and precise scheduling not only secured important orders but also reflected the company's resource allocation and service capabilities under complex working conditions. With a meticulous attitude to safeguard customer interests, he laid a foundation for the company to explore the international market and consolidate its competitive advantages, interpreted the service tenet of "Exceeding Expectations to Meet Customer Needs", and became a benchmark for Service Stars.