As market business continues to expand and project scale gradually increases, the original offline ledger and multi-department independent docking model has revealed obvious shortcomings: business processes are fragmented and fragmented, cross-departmental information transmission lags behind, various operational data are difficult to centrally aggregate, and project node management lacks standardized mechanisms, which not only raises internal communication costs but also hinders proactive risk management, making it difficult to support the needs of large-scale enterprise development. To address these pain points, the project team comprehensively reviewed the company's core business chain, restructured end-to-end standardized operational processes, broke down information barriers across all business links, established a unified management mechanism for node tracking, document archiving, and data aggregation, clarified the responsibilities and timeliness requirements for each position, and implemented supporting process training and regular optimization mechanisms. After the project was launched and launched, cross-departmental collaboration efficiency improved significantly, full business processes were traceable and verifiable, project delivery standardization was significantly enhanced, forming an operational management system suited to long-term enterprise development and capable of rapid replication and promotion, laying a solid management foundation for steady business expansion in subsequent operations.