Specializing in the production of pharmaceutical intermediates, the enterprise was once plagued by over-reliance on a single supplier for core raw materials (a special solvent), facing problems such as sharp price fluctuations and unstable delivery cycles. In 2022, the shutdown of the upstream factory for maintenance caused raw material shortages, directly leading to the suspension of 3 production lines. To solve supply chain pain points, the enterprise launched a supply chain optimization project: On the upstream side, it integrated 12 high-quality global suppliers (covering Europe, America, Southeast Asia), established a hierarchical evaluation system, selected 3 core suppliers and 5 backup suppliers based on production capacity stability, quality compliance rate, and regulatory qualifications, and signed long-term framework agreements to lock in basic procurement volume. On the midstream side, it deployed an intelligent inventory management system, establishing a dynamic inventory early warning mechanism based on production plans, raw material consumption rates, and market supply-demand changes, setting safe inventory thresholds to avoid raw material overstock or shortages. It also set up two hazardous chemical storage centers in East China and South China to realize centralized raw material management and on-demand allocation. On the downstream side, it enhanced bargaining power through group procurement by integrating procurement needs of itself and 3 peer enterprises, reducing the procurement cost of core raw materials by 15%. Meanwhile, a price fluctuation early warning mechanism was established to hedge part of the raw material price risks through futures tools. After optimization, the enterprise’s raw material supply disruption rate dropped from 12% to 2%, and the delivery cycle was shortened by 30%. Even during the global chemical raw material price surge in 2023, it maintained production continuity and stable product prices, with core customer retention rate increasing to 95%.