金螳螂擁有全球范圍內(nèi)420多家最優(yōu)的供應(yīng)鏈合作伙伴，能為客戶提供品質(zhì)可靠、綠色健康、性價比最高的材料，同時安排專業(yè)的產(chǎn)品經(jīng)理駐廠負(fù)責(zé)材料檢測和工序把控。

金螳螂成立了專門的材料公司，大力整合石材、木飾面、金屬等材料源頭直購的能力，減少采購中間環(huán)節(jié)，進(jìn)一步降低采購成本、保證材料品質(zhì)。值得關(guān)注的是，針對深加工材料管理，金螳螂創(chuàng)新性地借鑒了高科技和高端制造企業(yè)的管理經(jīng)驗，直接管理到工廠末端生產(chǎn)線，實現(xiàn)對深加工產(chǎn)品的質(zhì)量把控、產(chǎn)能預(yù)警和資源協(xié)調(diào)，確保品質(zhì)穩(wěn)定、按期生產(chǎn)。

在勞務(wù)資源方面，為應(yīng)對建筑工人日益短缺、成本持續(xù)上漲的問題，金螳螂基于多年以來積攢的勞務(wù)資源，大力推行專項班組，由專項班組在各個專業(yè)工種中做專、做精。同時，金螳螂積極響應(yīng)國家“十四五”建筑業(yè)發(fā)展規(guī)劃，逐步打造產(chǎn)業(yè)化工人隊伍，實行施工工人的公司化、專業(yè)化管理，實現(xiàn)工人資源整合和技術(shù)升級，解決工人存在流動性大、缺少社會福利保障、職業(yè)發(fā)展通道受阻等社會問題。

With over 50,000 laborers and rich resources of 420 high-quality suppliers worldwide, Gold Mantis conducts real-time pre-control, analysis, and scheduling of teams and suppliers based on their capacity using the supply chain 20/80 management system to ensure timely and effective matching of resources and provide comprehensive support for project frontline. Gold Mantis has established a specialized material company, vigorously integrating the capabilities of direct sourcing from the origins of stone, wood veneer, metal, and other materials to remove the intermediaries in procurement to drive down costs and maintain material quality. It should be noted that for the management of deep-processing materials, Gold Mantis innovatively draws on the advanced expertise of high-tech and high-end manufacturing enterprises and performs factory end-of-line management directly to implement quality control, capacity warning, and resource coordination of deep-processed products to guarantee consistent quality and on-schedule production. In labor resources, to tackle the challenges of a growing shortage of construction workers and escalating costs, Gold Mantis has been vigorously deploying specialized teams with years of accumulated labor resources to focus on specialized and refined jobs. Meanwhile, Gold Mantis actively responds to the national "14th Five-Year Plan" for developing the construction industry, gradually builds an industrialized workforce, and implements the corporate professional management of construction workers, integrating worker resources, and upgrading technology to solve the social problems such as high labor turnover, inadequate social welfare security, and career development obstacles.