On June 25, Guizhou Tire’s digital transformation deployment meeting was officially held. At the meeting, it was announced that the company’s digital transformation committee and digital transformation development office would be established, and a chief digital officer (CDO) would be hired to coordinate related work and comprehensively promote the implementation of the digital strategy.
This digital transformation is positioned as the largest management change in the company’s 68 years of existence. The core goal is to complete the intelligent reconstruction of the full-link business process and seize the leading position in the intelligent track of the global tire industry.
This meeting clarified the top-level organizational structure of digital transformation: the Digital Transformation Committee established after review is the highest decision-making body for the transformation work. The chairman of the company serves as the committee director, the general manager serves as the deputy director, and the chief digital officer comprehensively coordinates the entire process of transformation. The committee members cover finance, enterprise management, process and digital center and heads of each business sector; synchronization
The Digital Intelligence Transformation and Development Office established as the executive agency undertakes core tasks such as strategic planning implementation, business process reengineering, and management system upgrades. The person in charge of each business segment is the first person responsible for the transformation of the respective segment. He will comprehensively identify business pain points and intelligent needs, prepare an exclusive construction plan for the segment, and designate digital contacts within the segment to ensure smooth cross-department collaboration.
At the meeting, the chief digital officer systematically disclosed the five-year implementation path and five core tasks of digital transformation: first, to build a process-based organization within 2 years and achieve business process maturity level five; second, to build new business capabilities required for the “15th Five-Year Plan” and achieve digitalization within 3 to 5 years
There are five levels of capability maturity; the third is to promote the smart factory maturity level to reach 4.0 within 2 years and move towards the leading smart factory; the fourth is to create a new corporate culture that is customer-centric and relies on processes, data and AI operations; the fifth is to build a new era talent echelon with digital thinking.
The relevant person in charge emphasized that digital intelligence transformation is by no means a single software project, but a systematic operation project with standards, evaluation, management, and continuous iteration. All implementation tasks will be included in the annual assessment to ensure that all requirements are implemented.
The relevant person in charge of the company pointed out at the meeting that the current competition in the global tire industry has shifted from “scale-driven” to “intelligence-driven”. The digital layout of leading companies continues to accelerate, overseas green trade barriers continue to rise, and domestic supply-side reforms have entered deep water. Digital and intelligent transformation is a must-answer question related to the survival of enterprises, not a multiple-choice question.
Although the company has been awarded the title of global “Lighthouse Factory” before, there are still problems such as gaps in informatization coverage, low data quality, and breakpoints in some business nodes. Only by seizing the development opportunities of artificial intelligence and data elements, and through efficiency improvement, cost reduction, compliance control and energy efficiency optimization, can we stabilize domestic and foreign market shares and gain an advantage in the new round of industry competition.
This meeting clarified three rigid yardsticks for testing the effectiveness of transformation: whether business flow efficiency has been significantly improved, whether costs have been significantly reduced, and whether AI technology has been widely and deeply applied across the entire value chain.
According to reports, this transformation will cover the entire chain from R&D, procurement, production, sales to service, and process reengineering will be carried out in all links. The company will break down traditional departmental barriers and implement a flat, hive-style agile organizational structure to make the organization closer to the market and customer needs.
The meeting also put forward three rigid requirements for all managers: first, they must unify their thinking, improve their position, and personally grasp and promote digital intelligence transformation as the “top leader” project; second, all employees must participate and actively embrace it, and business departments must become the absolute protagonists of the transformation and proactively explore AI application scenarios; third, they must have the courage to take on responsibilities, overcome difficulties, remove “intermediate obstacles” in transformation with practical actions, fully support the work of relevant teams, and achieve the set goals without compromise.
Starting from the global “lighthouse factory”, Guizhou Tire is taking this digital transformation and deployment conference as a starting point, anchoring the strategic goal of “digital intelligence and precious wheels” to initiate profound changes inward, and steadily moving towards the goal of setting a new benchmark for intelligence in the global tire industry.
