On March 15, 2024, at 5 pm on Friday, the sales hotline of juenergy new energy rang. At the other end of the phone, it was the purchasing director of a European AGV manufacturer. One of their battery suppliers suddenly stopped production, causing the whole production line to face the risk of supply interruption. Customers need 200 sets of 48V/60Ah battery pack and require delivery within 15 days-normally, the delivery cycle of such customized orders is 6-8 weeks.

The emergency response mechanism of gathering energy and new energy will be started within 30 minutes after receiving the call.

Demand decoding: Lock the solution within 1 hour. The technical team quickly retrieved the historical project files of this voltage capacity specification to confirm the inventory of cell, the version of the BMS software and the status of the box mold. The sales team has a video conference with the customer to confirm the communication protocol, interface location and authentication requirements. One hour later, a quick customization solution based on the existing platform is submitted to the customer-no need to open a new mold, just adjust the software parameters and cable length, and the delivery cycle can be compressed to 12 days.

Resource Mobilization: Production is scheduled to go online within 24 hours. The supply chain team urgently locked cell of the inventory and coordinated the logistics from the warehouse allotting to the production line. The production team adjusted production schedule to postpone some standard orders and free up production capacity for emergency orders. The quality team prepared test tooling in advance, make sure that it is tested immediately after being offline and out immediately after being tested. Within 24 hours, the first batch of samples entered the trial production process.

Process transparency: Daily report to eliminate anxiety. What customers are most worried about is not the delivery delay, but "not knowing the progress". Juanneng new energy has established a dedicated project group, sending production progress photos and videos at 9 a.m. every day-the sub-inspection was completed on cell. Module welding, PACK integration, and testing are in progress. Customers are far away from Germany, but they can "supervise the cloud" in real time, greatly relieving anxiety.

On-time delivery: the shipment is completed on the 11th day. The actual delivery is 4 days ahead of the commitment. 200 sets of battery pack were transported to Europe in 4 batches by air. The first 50 sets arrived at the customer's factory on the 13th day, and the production line resumed operation. The remaining 150 sets arrived on the 15th day, and the delivery of the customer's order was not affected.

Resume after the event: from "fire fighting" to "fire prevention". After the order was completed, the gathering energy new energy was not celebrated, but resumed-why did the customers fall into a crisis of supply interruption? How to prevent similar situations? The team recommends that customers establish a "dual-source supply" mechanism to gather energy and new energy sources as backup suppliers for early certification. Half a year later, the customer encountered the shortage of main supply capacity again, and the standby plan for gathering energy and new energy was activated within 48 hours to avoid the second crisis.

This kind of "24-hour commitment" is not marketing speech, but the embodiment of organizational ability. Energy gathering new energy the emergency response mechanism covers five links: demand decoding, resource mobilization, process transparency, on-time delivery and post-event resumption. Each link has a clear SOP and responsible person. Speed is not an excuse to sacrifice quality, but the result of compressing redundant and parallel jobs in a standardized process.

When a customer asks "Why do you choose jueng", the answer is often not "you are the cheapest" or "you are the most skilled", but "you didn't let me down in that emergency". Trust is built at these critical moments.