Real Projects Β· Measurable Results Β· Proven Methodology
Implemented Activity-Based Costing (ABC) methodology to precisely identify cost structure across regions and business lines. Broke the "one-size-fits-all" pricing model to achieve differentiated precision pricing.
Using "parcel" as the core cost driver, layered allocation of HQ overhead, routing costs, and last-mile delivery costs. Built a 3D cost matrix by region Γ business Γ product, improving pricing accuracy to 95%.
Built a unified B-F dashboard covering 10+ subsidiaries, connecting TMS order system with finance system. Real-time profit center visibility with reporting cycle reduced from 7 days to 2 hours.
Built profit view by customer Γ route Γ settlement type, auto-generating P&L for each profit center. Management now sees real-time profitability of every business unit.
With over 1B RMB annual revenue, this company lacked real-time financial visibility across warehouses and customers. Built a complete financial accounting and management analysis system from scratch.
Established 3-level profit centers by warehouse Γ customer Γ product, standardized cost allocation rules, built monthly business review mechanism with early-warning KPIs, achieving T+1 data visibility.
Processing over 3B RMB in annual freight, this platform had a 6.8% effective tax rate with unclear visibility into potential savings. Full-chain tax health check identified 3 major optimization opportunities.
Identified broken VAT deduction chain in driver-outsourcing model, restructured contracts; leveraged individual driver invoice policies while ensuring full compliance with China's "Four Flows" requirements.
At 300M RMB annual revenue in Series A stage, financial statements didn't meet institutional investor logic. Valuation severely undervalued. Restructured top-level finance architecture successfully closed 50M RMB Series A.
Restated revenue recognition policies per accounting standards, restructured variable consideration and performance obligation models, stripped non-recurring items to reveal true profitability, prepared institutional-grade DD data room.
Serving 8 major clients simultaneously with no unified budget management system. Project cost allocation was chaotic, overruns only discovered after the fact, annual profit targets frequently missed.
Re-defined standard cost per project using activity-based costing, built closed-loop "Budget-Execute-Warn-Review" control mechanism, producing monthly profit forecasts per project, shifting overrun risk from reactive to proactive prevention.
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