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Jilin Petrochemical Materials Procurement Company regards quality management of materials for transformation and upgrading projects as one of the core tasks in procurement. Focusing on the three key aspects of \"pre-event warning, in-process control, and post-event closure,\" it systematically establishes a comprehensive quality management system to provide solid support for project construction. Strictly enforce the \"pre-event warning mechanism\" to establish a solid defense at the source. The company focuses on the requirements of transformation and upgrading projects, particularly the characteristics of materials used in key projects, and proactively carries out systematic assessments of quality risks. Through a thorough analysis, 9 types of potential risks were identified, including technical standards, supplier performance, and process supervision; targeted preventive measures were developed for each of them. To strengthen control at the source, a total of 85 quality reminder letters were sent to suppliers and collaborating parties to clarify quality requirements and technical specifications in advance, thereby ensuring that all parties fulfill their responsibilities. Special emphasis was placed on strengthening the supervision of the entire manufacturing process for key equipment; monitoring was carried out on 1,219 sets of equipment in 152 orders, and 368 quality issues were identified on-site, all of which were rectified. During the supervision of a certain heat exchanger, the supervisors promptly identified the serious issue of the manufacturer failing to carry out welding operations in accordance with the specified procedures. They took immediate actions such as halting work, holding discussions with the manufacturer, and having the work redone, thereby ensuring the quality of the equipment and meeting the project deadline. Strictly control the \"in-process handling stage\" to mitigate process risks. During the material supply and utilization phase, the company established a rapid response and coordinated handling mechanism, worked closely with the project team, and efficiently coordinated with equipment manufacturers to promptly resolve 18 on-site quality issues. In response to an emergency failure in a key piece of equipment for a certain project, technical experts and the manufacturer were quickly mobilized to form a dedicated team; on-site diagnosis, component replacement, and restoration of functionality were completed within 4 days, ensuring that critical deadlines were met. This experience also led to the optimization of the acceptance standards for similar equipment. Regarding the quality issues with some suppliers, serious negotiations were conducted to reach compensation solutions such as extending the warranty period, providing free inspections, and supplying replacement equipment ； For suppliers that affect project progress, strict management measures are implemented, including suspending their trading rights and holding them accountable for any breaches of contract, thereby ensuring the seriousness of the supply chain. Strictly enforce the \"post-event closure process\" to promote quality improvement. Incoming inspection is the final barrier to prevent substandard products from entering. The company, in collaboration with the warehousing management department and by leveraging professional testing capabilities, has increased the frequency of random inspections on the physical and chemical properties of key materials such as cables. During the inspection of the goods upon delivery for the project, 14 batches of defective cable products were identified, involving a total value of 154,000 yuan. Measures such as replacement, return of the products, or financial penalties were strictly implemented to eliminate potential safety hazards at the source. At the same time, the process for reporting quality issues is being improved; procurement staff are required to fill out the \"Material Quality Information Feedback Form\" and the corrective action notice, to ensure that issues can be traced and that their resolution is properly documented. By establishing and dynamically managing the \"Material Quality Sampling Record Book,\" since 2025, 30 batches of substandard products have been identified during the inspection of project materials; 26 cases of return or replacement were handled, and 25 suppliers were prompted to make corrections, thus creating a positive quality management cycle of \"inspection – feedback – correction – improvement.\" (Zhang Xiaojun, Zhang Minqun)