2. The organizational structure of Ande has been adjusted many times with the needs of business since its development. At the beginning of the company's establishment, the organizational structure was "seven departments and one room" (general manager's office, customer service department, warehousing department, distribution department, operation department, finance department, etc. ). With the development of the company's business and the continuous expansion of the human resources team, it was adjusted to "three departments and one room" (operation department, warehousing department, finance department and general manager's office) in May of the same year, and "two departments and one project team" (finance department, operation management department and IT project team) in August of the same year. 200 1, the organizational structure of the company was adjusted to-four departments and six districts (finance department, management department, IT department, business operation department, South China, East China, Central China, Northwest China, Southwest China and Northeast China). From the end of 2000, when he took over the warehousing business of Midea's original household appliances division and Midea's air conditioning division, Ande began to set up outlets all over the country and tried regional management, but the regional management at this time could not be regarded as real regional management. In 2002, the company leaders realized that opening up the external business market was a necessary supplement to Ande's existing business and the company's future profit target, so they set up the marketing department and set up special marketing personnel. At the same time, cancel the area and set up an inspection team according to the company's business risk avoidance needs, that is, a four-part structure (management department, marketing department, operation department, finance department and inspection team). Since 2003, the organizational structure of the company has been adjusted again, and the marketing function of the headquarters has been delegated to the regional branches, which indicates that Ande has promoted its operation to another height, and the branches have implemented integrated marketing operations. In 2004, while the business developed steadily, the company strengthened management and invested in time. In July, the company canceled the regional platform and set up the marketing department to develop and manage the national market in a unified way. By 2006, the existing organizational structure was formally formed.
The only constant is change. In order to keep the company's development in line with the ever-changing external environment and realize the strategic goal of continuous improvement, Andrew is constantly reforming his own operation process, management methods and information system.