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单击此处编辑母版标题样式,编辑母版文本样式,第二级,第三级,第四级,第五级,2018/5/29,#,managing a lean supply chain,CASE STUDY on,JENNYS CYCLE COMPONENTS,Team Number,1234567890,ima,JCC,OEM,Tires,Wheels,Front Fork,Handlebars,Power,Steel Tubing,WEIDING &,CUT TUBING,DEGREASE &,WELD CLEAN,POWDER,COATING,FORK,ASSEMBLY,TIRE,BALANCING,TRANSPORT & QUEUE,DELIVERY,HANDLABAR MOUNTING,WHEEL,ASSEMBLY,1.Several-Tire Slowdown on Income,2.JIT Strategy,3.Special Order,4.Limited Profitability,5. Product Quality,？,1/ Why shall we use several-tier suppliers?,2/ Wh,at,about,JIT strategy,?,3/ Shall we accept the new orders?,1,1,Several Tires Supplier,JIT Strategy,Special Order,1/ OEM Advantages,2/ JCC Challenge,1/ Benefit,2/ Limitation,1/ Financial Impact,2/ Non-financial Impact,STATUS ANALYSIS,Q1,1/ Why shall we use several-tier suppliers?,STATUS ANALYSIS,01,02,03,04,Keep core competitiveness,Reduce Cost,Transfer risks to JCC,Increase efficiency,Focus on manufacturing process,Keep variety and innovation of product,Pay the loss of unpunctual delivery,OEM only controls the first-tier-JCC,Variable cost,Lower cost by the scale production,Fixed cost,Reduce inventory administration cost,We should continue to keep this method,1/ STATUS ANALYSIS,1.1 / Several-Tire Supplier,Benefits of several-tire-supplier,01,02,Affected by the upper and,lower Suppliers,An aexclusive contract,An error of any tire will affect JCC,JCC only has one customer-OEM,We should seizetheopportunity,1/ STATUS ANALYSIS,1.1 / Several-Tire Supplier,Challenge of several-tire supplier,Q2,2/ Wh,at,about,JIT strategy,?,1/ STATUS ANALYSIS,Less setup time,Strong supplier relationships,Obvious production priorities,Lower inventory cost and fixed cost,High efficiency,Zero inventory,Higher revenues based on the lower price and flexibility for satisfying incremental orders,No buffer inventory,Highly rely on the supply chain,Potential stock outs at suppliers,Potential overtime expenses from unanticipated orders,General Benefit,Limitation,JIT,JCC,Benefits that JCC cannot,All of these cannot be avoid by JCC!,Advantagesoutweighthedisadvantages,，,we should continue,1/ STATUS ANALYSIS,1.2 / JIT Strategy,Q3,3/ Shall we accept the new orders?,Financial Impact,Non-financial Impact,1/ STATUS ANALYSIS,Althoughtheprofitabilitystilldeclines,thepaceofdecreaseslowsdown.,NetProfitMargin,ReturnonAssets,Benchmark,1/STATUSANALYSIS,1.3/SpecialOrder,FinancialAspects,1.Profitability,AcceptingtheordercanturnthefallingtrendofJCCsoperatingcapacity,OperatingCapacity,InventoryTurnover,Benchmark,1/STATUSANALYSIS,1.3/SpecialOrder,FinancialAspects,2.OperatingCapacity,2014,2013,2012,Specialorder,Expandproductioncancontinuetokeepourgooddebtpayingability,Fromfinancialaspect,wesupposethatacceptingissensible,ShortTerm,Solvency-CurrentRatio,LongTerm,Solvency-DebttoAssetsRatio,1/STATUSANALYSIS,1.3/SpecialOrder,FinancialAspects,2.DebtPayingAbility,Long-termandstablecooperationwithOEM,EnhanceJCCsbargainpowerwithOEM,Anewopportunityofexpandingproductionandturningthedifficultbusinessdilemma,MitigateshareholdersconcernoverJCCsdecliningprofitability,Non,Financial,Fromnon-financial aspect, we suppose that acceptingissensible,1/ STATUS ANALYSIS,1.3/ Special Order- Non-financialAspects,Yellow2014,White 2013,ROE,57.24%,85.31%,Return on assets,10.51%,14.63%,Equity multiplier,5.4467,5.8312,Assets,80,475,000,75,135,000,Long term liabilities,31,000,000,31,000,000,Current liabilities,34,700,000,31,250,000,Liabilities,65,700,000,62,250,000,Sales,111,000,000,113,100,000,Total assets turnover,1.3793,1.5053,Current assets,44,965,000,38,125,000,Assets,80,475,000,75,135,000,Long term assets,35,510,000,37,010,000,Cash and cash equivalents,15,000,000,13,900,000,Trade receivables, net,13,500,000,9,300,000,Others,6,765,000,7,725,000,Inventory,9,700,000,7,200,000,Net Income,8,454,225,10,988,825,Net profit margin on sales,7.62%,9.72%,Sales,111,000,000,113,100,0,00,Cost of goods sold,81,025,000,79,025,000,Freight-out,4,900,000,4,500,000,Other operating expenses,11,300,000,12,000,000,Provision for income taxes,4,220,775,5,486,175,Non-operating expenses interest,1,100,000,1,100,000,Cost & Expenses,102,545,775,102,111,175,Cost& Expenses,102,545,775,102,111,175,Inventory,9,700,000,7,200,000,1/ STATUS ANALYSIS,1.4/ FinancialAnalysis, DuPont Analysis,2,2,IMPROVEMENT,OEM,Tires,Wheels,Front Fork,Handlebars,Power,Steel Tubing,WEIDING &,CUT TUBING,DEGREASE &,WELD CLEAN,POWDER,COATING,FORK,ASSEMBLY,TIRE,BALANCING,TRANSPORT & QUEUE,DELIVERY,HANDLABAR MOUNTING,WHEEL,ASSEMBLY,JCC,Supplying,Delivering,Manufacturing,2.1QualityManagement,2.2SupplierEvolution System,2.3Transferprice,2.4Bargain,2.5JITInformationSharingPlatform,2.6Manufacturing Process Re-engineering,OEM,Tires,Wheels,Front Fork,Handlebars,Power,Steel Tubing,WEIDING &,CUT TUBING,DEGREASE &,WELD CLEAN,POWDER,COATING,FORK,ASSEMBLY,TIRE,BALANCING,TRANSPORT & QUEUE,DELIVERY,HANDLABAR MOUNTING,WHEEL,ASSEMBLY,JCC,2/IMPROVEMENT,OverviewofFurtherActions,Tires,Wheels,OEM,Front Fork,Handlebars,Power,Steel Tubing,JCC,Problem1:,Unbalanced wheel/tire combination,1/ TireSupplier:,Afford Testing machine,Bill$700/ Unqualified unit,2/ WheelManufacturers:,Balancetest,Currentsolutions,Testingmachinecost,Direct labor,Outcomes,3:00minBalanceTest,$2,000/min punishment,3/,Long-term Development:,Opentendering,Supplierevolution system,If not,Thiswould certainlysolve current,2/IMPROVEMENT,2.1/ Quality Management,Supply Chain,Entry Policy,Qual,ityControl,Process,Product,QualityEvaluation,Qual,ityControl,Feedback,Suppliers,JCC,D,B,C,A,2/IMPROVEMENT,2.1/ Supplier Management- Long-term,Supplying EvaluationSystem,Performances&,Reputation (50%),Service(30%),Financial Position (20%),After-sale service,Technical support time,Themaintechnical personnels,Thefinancial statements(nearlythree years),Bankcredit,Productquality(nearly2 years),Deliverytime,Supply price,Market positionandreputation,2/IMPROVEMENT,2.1/ Supplier Management- L,ong-,term,Supplying EvaluationSystem,Rank D,-,70,Rank C,-,70,x,80,Rank B,-,80,x,90,Rank A,-,90,Result of evaluation,grade suppliers,reward and punishment .,Thiswould certainlysolve current,2/IMPROVEMENT,2.1/ Supplier Management- Long-term,Supplying Evaluation,Sys,tem,Wheels,Front Fork,Handlebars,Power,Steel Tubing,Products,Products,Products,Products,Products,Qualified,Qualified,Qualified,Qualified,Qualified,Evaluation,Evaluation,Evaluation,Evaluation,Evaluation,Tires,Evaluation,OEM,JCC,Unqualified,NO,NO,NO,NO,NO,Unqualified,2/IMPROVEMENT,2.2/ Quality Management- Long-term,Total Quality Control,-3 Sigma,3 Sigma,Thos,e data beyond the line of 3 Sigmaareunqualified,and,needtobe eliminated.,6 SigmaModel,2/IMPROVEMENT,2.2/ Quality Management- Long-term,Takemeasurement,Define the problem,Analysethereason,Makingsolution,Makeconclusion,Adjustplanning,Controltheprocess,Check the result,PLAN,CHECK,ACTION,DO,2/IMPROVEMENT,2.2/ Quality Management- Long-term,PDCACirculation,Tires,Wheels,Front Fork,Handlebars,Power,Steel Tubing,JCC,2/IMPROVEMENT,2.3/ Transfer Price,Problem2:Missedscheduled deliveries due tothefilledorders,If the externalorders +JCC,s orderdoe,snt,excesshand,leba,rscapacity:,If orders from externalpartandJCCexcesshandlebarscapacitywithin1,00,0 un,its:,If orders from externalpartandJCCexcesshandlebarscapacitywithin2,000 units,Numbers,of orders excess handlebars capacity,Transfer Price,Lowest,price,Highest,price,0,80,125,01000,89.5,125,10002000,89.25,125,Transfer Price,External,Market,Price,$80+$0/33750,$80+($125-$80)*1000,33750,Transfer Price,$80+($125-$80)*2000,33750,Transfer Price,External,Market Price,External,Market Price,HANDLEBARS,UNIT,COST INFORMATION,2015 (Estimated),Selling,price to outside customers*,$135,Variable Cost*,80,Contribution,Margin,$,45,Based on the industry,average level,2/IMPROVEMENT,2.3/ Transfer Price,2/IMPROVEMENT,2.3/ Transfer Price,OEM,JCC,Problem3:,Price concessions of$200 per unit,Feasibility,Scale effectofonetypeproduct,easytobargain,Transferprice within reasonablerange,JCCS UNIT,COST INFORMATION,（,2015,）,Materials,Steel tubing,200.00,Front fork,650.00,Wheel set (front and rear),700.00,Tires,350.00,Handlebars,125.00,2,025.00,Direct labor,13.33,Overhead,112.50,Depreciation (Generally fixed in total),550.00,Total unit cost,2,700.83,190.00,600.00,700.00,350.00,120.00,1920.00,After bargaining:,Steel tu,bing,:,$190= 200 *( 1- 5.4%),Front fork:,$600= 650 *( 1- 5.4%),Outcomes,Range ofunit cost,Normally$15/ unit (0.56%),Bargain$65/unit(2.4%),2/IMPROVEMENT,2.4/ Bargain,JCC,Tires,Wheels,Front Fork,Handlebars,Power,Steel Tubing,OEM,EDI,Logistics flow,Electronic data,Overall EDI system,EDI,EDI,EDI,EDI,2/I,MPROVEMENT,2.5/ JIT Sharing System,OEM,JCC,SECOND TIRESUPPLIER,THIRD TIRE SUPPLIER,Logistics Company,JIT,InformationSharingPlatform,Three,types ofinformation,1. Estimated order numbers for each season,2/IMPROVEMENT,2.5/ JIT Sharing System,JCCS,Planned Order Schedule,Season 1/2/3/4,Type of frame geometries,Planned,Orders,Steel Tubing,Front Fork,Handlebar Type,Wheel Type,Tire Specifications,Sport bikes,3800,9375,9375,3800,3800,1500/2000/300,Cruising bikes,2775,2775,2775,1075/700/1000,Retro bikes,2800,2800,2800,1200/700/700,2/IMPROVEMENT,2.5/ JIT Sharing System,OEM,JCC,SECONDTIRESUPPLIER,THIRDTIRE SUPP,LIE,R,LogisticsCompany,2. Inventory Level for each products,3. OEMs Actual order number and delivery time,2/IMPROVEMENT,2.5/JITSharingSystem,Purchaseplan achieved,Planned purchase orders,for each season,Inventory management system,for each products,Actual purchase orders,JIT Delivery-in-time,Safetyinventory,Purchaseorderachieved,Customersatisfaction,InformationSynchronization,2/IMPROVEMENT,2.5/JITSharingSystem,Benefitsofsuch solution,:,Time,Efficiency,Cost,(Inventory+Equipment),Missedschedule,u,npunctualdelivery,Mistakes,Limitation of JIT,No buffer inventory,Highly rely on the supply chain,Potential stock outs at suppliers,Flexibility for satisfying incremental orders,Solve,Solve,Solve,Get,This would certainlysolvecurrent,2/IMPROVEMENT,2.5/JITSharingSystem,Investment in PPE,Failure in currentyears.,Inefficiency,！,Working Overtime,Financial:,Bepaid at 150%,Directlabor/unit,$0.74,Netincome,15.56%,Non-financial:,Workload+ Pressure,Improvementofproductline,Capacity,?,TwoStage:,1/ReduceTIREBALANCINGTIME,2/Combine STEP4 andSTEP 5,2014,30,000 units,2015,33,750 units,This would certainlysolvecurrent,2/IMPROVEMENT,2.5/JITSharingSystem,ThreeApproaches,CUTTUBING,0:30,WEIDING SETUP TIME,0:15,WEIDING PROCESSTIME,3:15,WELD CLEAN UP,2:00,DEGREASE& POWDERCOAT PREP,0:30,POWDERCOATINGPRECESS TIME,3:00,FORKASSEMBLYPROCESS TIME,1:45,TIRE BALANCINGPROCESS TIME,3:00,HANDLABARMOUNTINGPROCESSTIME-1:30,TRANSPORTTOLOADINGQUEUE,FORJIT JISDELIVERY,WHEELASSEMBLYPROCESS TIME,2:15,01,02,03,04,05,06,07,08,CUTTUBING,0:30,WEIDING SETUP TIME,0:15,WEIDING PROCESSTIME,3:15,TIRE BALANCINGPROCESS TIME,3:00,FORKASSEMBLYPROCESS TIME,& WHEELASSEMBLYPROCESS TIME,2:15,2/IMPROVEMENT,2.6/Manufacturing ProcessRe-engineering,Step,P,rocess,Time （minutes）,1,Cut and assemble the tubes.,4:00,2,Clean up the welds, degrease, and prepare for powder coat.,2:30,3,Perform powder coating.,3:00,4,Assemble the fork.,1:45,5,Balance the tires.,3:00,6,Attach the wheels/tires.,2:15,7,Mount the handlebars.,1:30,8,Load the frames for transport.,OUTCOMES:,Processing Time: 4:45min,Minimizedthe decreasingprofits,2/IMPROVEMENT,2.6/Manufacturing ProcessRe-engineering,2.delivering,Overall EDI:,2.2JIT Information SharingPlatform,3.manufacturing,2.3ProductLine Reorganization,1.SupplyChain,1/ Quality Problem,2/ Missed Schedule,2/ Increasing Inventory,1/ Unpunctual Delivery,2.1-1 Supplier Evaluation System,2.1-2 Total Quality Control (TQC),Six Sigma + PDCA Circulation,2.1-3 Transfer Price,Otherissues:,Appendix:CostControl,IncreasedCost,2/ Declining profitability,1/ Limited productivity,Recommendation,Problems,Sources,Tire/Wheel,Handlebar,Second-tireSupplier,SteelTubing, FrontFrock,Capacity,2/IMPROVEMENT,3,3,The Unit Cost Situation,Financial Factors Improvements,Financial Statements,F I NA LRESULT,Balanced Score Card,JCCS UNIT,COST INFORMATION,（,2015,）,Materials,2014,2015 After Improvement,Steel tubing,200.00,190.00,Front fork,650.00,600.00,Wheel set (front and rear),700.00,700.00,Tires,350.00,350.00,Handlebars,125.00,120.00,2,025.00,1960.00,Direct labor,13.33,9.78,Overhead,112.50,112.50,Depreciation (Generally fixed in total),550.00,488.89,Total unit cost,2,700.83,2571.17, $10, $50,$5,$3.55,$129.66,The unit cost wouldreduce, indicating alower cost ofgoodssoldanda higher profit.,3/ FINAL RESULT,3.1 /UnitCostInformation,2015before,improvement,The profits would stop the downwardtrend,3/ FINAL RESULT,3.2 /FinancialFactors-Profitability,2014,2013,2012,Special order,ShortTerm,Solvency-Current Ratio,LongTerm,Solvency-Debt to Assets Ratio,2015,Creditorswouldbe satisfied with the results,3/ FINAL RESULT,3.2 /FinancialFactors-Debt Paying Ability,JCCS INCOME STATEMENT,（,Years,Ended Dec. 31,）,2014(In,millions),2015(In millions),Sales,111,118.1,Cost of goods sold,81,86.7,Gross margin,29.9,31.4,Operating expenses:,Freight-out,4.9,5.9,Research and development,2.8,2.8,General and administrative,8.5,8.5,Total operating expenses,16.2,17.2,Operating income,13.8,14.2,Non-operating expenses interest,1.1,1.1,Income before taxes,12.7,13.1,Provision for income taxes,4.2,4.3,Net income,8.4,8.8, 4.7%, 6.1%, 4.8%,3/ FINAL RESULT,3.3 /FinancialStatements,JCCs Statement of Financial Position,（,Years Ended December,31,）,Increase,(Decrease),ASSETS,2014 (In Millions),2015 (In Millions),Percentage%,Current Assets,Cash and cash equivalents,15,25,67%,Trade receivables, net,13.5,18.4,36%,Inventory,9.7,2.0,-79%,Prepaid expenses,0.5,0.5,7%,Deferred tax assets,6.3,6.7,6%,Total current assets,44.9,52.6,17%,Property and Equipment,Land and buildings,12,12,0%,Property and equipment,57.5,57.5,0%,Less: Accumulate depreciation,39,55.5,42%,Goodwill,5,5,0%,Total Assets,80.4,71.6,-11%,LIBILITIES AND OWNERS EQUITY,Current Liabilities,Accounts payable,9,7.3,-19%,Accrued expenses,25,16.6,-34%,Income taxes payable,0.7,0.74,6%,Total current liabilities,34.7,24.7,-29%,Notes payable,31,31,0%,Total Liabilities,65.7,55.7,-15%,Shareholders Equity,Common stock,1,1,0%,Retained earnings,13.7,15.9,15%,Total Shareholders Equity,14.8,17.1,14%,3/ FINAL RESULT,3.3 /FinancialStatements,JCCs Statement of Financial Position,（,Years Ended December,31,）,Increase,(Decrease),ASSETS,2014 (In Millions),2015 (In Millions),Percentage%,Current Assets,Cash and cash equivalents,15,25,67%,Trade receivables, net,13.5,18.4,36%,Inventory,9.7,2.0,-79%,2014 (In Millions),2015 (In Millions),Percentage%,Shareholders Equity,Common stock,1,1,0%,Retained earnings,13.7,15.9,15%,Total Shareholders Equity,14.8,17.1,14%,In conclusion,the financial results aresatisfying,3/ FINAL RESULT,3.3 /FinancialStatements,4/Financial Perspective,1/Learning& Growth,3/CustomerPerspective,2/Internalprocess,3/ FINAL RESULT,3.4 /BalancedScoreCard,1/,Learning & Growth,Strategic Objective,Measurements,2014,2015,L1:New product,R&D cost,2,800,2800,L,2,:Improve workers skills,Hours of training / month,4,5,L3:,Employee Satisfaction,bonus per extra working hours ($),10,10.5,2/,Internal process,Strategic Objective,Measurements,2014,2015,P,1,:Reduce Inventory,Inventory as a % of sales,8.7%,1.7%,P,2,:Delivery On-time,Times of missed schedule,15,7,Total Penalty of missed schedule ($),300,000,100,000,P,3,:Increase Productivity,Capacity,30,000,33750,P,4,:Product Quality,Numbers of defects of the year,1,000,800,3/ FINAL RESULT,3.4 /BalancedScoreCard,4/,Financial,Strategic Objective,Measurements,2014,2015,F1: Considerable Profitability,Sales (In millions),111,118,Net Profit (In millions),8.4,8.8,F2:,L,iquidity,Inventory Turnover,11.44,59,F3: Good,market value,Dividend yield ratio,81.64%,80.02%,3/,Customer,Strategic Objective,Measurements,2014,2015,C1:Market Share,% of Market Share,0.9%,1.0%,C2:Customer Satisfaction,Customers compliant times all year,15,8,C3:Increasing orders,Order numbers,30,000,33750,3/ FINAL RESULT,3.4 /BalancedScoreCard,The non-financial measurementswould also indicatea bettercondition,4/Financial Perspective,1/Learning& Growth,3/CustomerPerspective,2/Internalprocess,3/ FINAL RESULT,3.4 /BalancedScoreCard,9,、静,夜,夜四,无,无邻,，,，荒,居,居旧,业,业贫,。,。12,月,月-2212,月,月-22,Saturday,December31,2022,10,、,雨,雨,中,中,黄,黄,叶,叶,树,树,，,，,灯,灯,下,下,白,白,头,头,人,人,。,。,。,。11:44:3211:44:3211:44,12/31/202211:44:32AM,11,、以我,独,独沈久,，,，愧君,相,相见频,。,。12月-2211:44:3211:44,Dec-2231-Dec-22,12,、故人江海,别,别，几度隔,山,山川。11:44:3211:44:3211:44,Saturday,December 31, 2022,13,、乍见翻,疑,疑梦，相,悲,悲各问年,。,。12月-2212月-2211:44:3211:44:32,December31,2022,14,、,他,他,乡,乡,生,生,白,白,发,发,，,，,旧,旧,国,国,见,见,青,青,山,山,。,。,。,。31,十,十,二,二,月,月202211:44:32,上,上,午,午11:44:3212,月,月-22,15,、比,不,不了,得,得就,不,不比,，,，得,不,不到,的,的就,不,不要,。,。十二,月,月2211:44,上,上午12,月,月-2211:44,December31,2022,16,、行动出,成,成果，工,作,作出财富,。,。2022/12/31 11:44:3211:44:32,31 December2022,17,、做前,，,，能够,环,环视四,周,周；做,时,时，你,只,只能或,者,者最好,沿,沿着以,脚,脚为起,点,点的射,线,线向前,。,。11:44:32,上,上午11:44,上,上午11:44:3212月-22,9,、没有失败,，,，只有暂时,停,停止成功！,。,。12月-2212月-22,Saturday,December 31, 2022,10,、,很,很,多,多,事,事,情,情,努,努,力,力,了,了,未,未,必,必,有,有,结,结,果,果,，,，,但,但,是,是,不,不,努,努,力,力,却,却,什,什,么,么,改,改,变,变,也,也,没,没,有,有,。,。,。,。11:44:3211:44:3211:44,12/31/202211:44:32AM,11,、成,功,功就,是,是日,复,复一,日,日那,一,一点,点,点小,小,小努,力,力的,积,积累,。,。12,月,月-2211:44:3211:44,Dec-2231-Dec-22,12,、世间,成,成事，,不,不求其,绝,绝对圆,满,满，留,一,一份不,足,足，可,得,得无限,完,完美。,。,。11:44:3211:44:3211:44,Saturday,December31, 2022,13,、不知香,积,积寺，数,里,里入云峰,。,。12月-2212月-2211:44:3211:44:32,December31,2022,14,、意志,坚,坚强的,人,人能把,世,世界放,在,在手中,像,像泥块,一,一样任,意,意揉捏,。,。31,十,十二月202211:44:32,上,上午11:44:3212月-22,15,、楚塞三湘,接,接，荆门九,派,派通。十二月 2211:44,上,上午12月-2211:44,December 31, 2022,16,、少,年,年十,五,五二,十,十时,，,，步,行,行夺,得,得胡,马,马骑,。,。2022/12/3111:44:3211:44:32,31December2022,17,、空山,新,新雨后,，,，天气,晚,晚来秋,。,。11:44:32,上,上午11:44,上,上午11:44:3212月-22,9,、杨柳散,和,和风，青,山,山澹吾虑,。,。12月-2212月-22,Saturday, December 31, 2022,10,、阅读一,切,切好书如,同,同和过去,最,最杰出的,人,人谈话。11:44:3211:44:3211:44,12/31/2022 11:44:32AM,11,、越,是,是没,有,有本,领,领的,就,就越,加,加自,命,命不,凡,凡。12,月,月-2211:44:3211:44,Dec-2231-Dec-22,12,、,越,越,是,是,无,无,能,能,的,的,人,人,，,，,越,越,喜,喜,欢,欢,挑,挑,剔,剔,别,别,人,人,的,的,错,错,儿,儿,。,。11:44:3211:44:3211:44,Saturday,December31,2022,13,、知,人,人者,智,智，,自,自知,者,者明,。,。胜,人,人者,有,有力,，,，自,胜,胜者,强,强。12,月,月-2212,月,月-2211:44:3211:44:32,December31,2022,14,、意志坚,强,强的人能,把,把世界放,在,在手中像,泥,泥块一样,任,任意揉捏,。,。31 十,二,二月 202211:44:32,上,上午11:44:3212月-22,15,、,最,最,具,具,挑,挑,战,战,性,性,的,的,挑,挑,战,战,莫,莫,过,过,于,于,提,提,升,升,自,自,我,我,。,。,。,。十,二,二,月,月2211:44,上,上,午,午12,月,月-2211:44,December31,2022,16,、业余生活,要,要有意义，,不,不要越轨。2022/12/3111:44:3211:44:32,31 December 2022,17,、一,个,个人,即,即使,已,已登,上,上顶,峰,峰，,也,也仍,要,要自,强,强不,息,息。11:44:32,上,上,午,午11:44,上,上午11:44:3212,月,月-22,MOMODA POWERPOINT,Lorem ipsum dolor sit amet, consectetur adipiscing elit. Fusce id urna blandit, eleifend nulla ac, fringilla purus. Nulla iaculis tempor felis ut cursus.,感谢,您,您的,下,下载,观,观看,专家,告,告诉,
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