Logistic Support

Taking school service center as carrier, it integrates the resources from three graduate schools to build flexible and efficient work mechanism, socialized operation mode, as well as digital management platform, and constructs logistics service system matched with internationalized school and research-based university to provide high-standard facilities, high-level management and high-quality services.

  • Work mechanism
  • Decision-making: University Town Joint Meeting
  • Coordination: Logistics Joint Meeting
  • Supervision: Logistics Service Supervision Committee 

Public Service Supervision Team
Cafeteria Service Team
Business Service Supervision Team

  • Implementation: School Service Center for University Town

In 2014, we clarified the work mechanism, with service platforms and digital systems having been successfully and effectively operated. Firstly, we continuously promoted the construction of campus service department and kicked off the electronic service hall for the filing process of registration and graduation, with the aim of providing one-stop digital services. We also standardized property management, enhanced contract management and contract performance evaluation. Meanwhile, we held activities such as the first Dormitory Culture Festival, Property Communication Meeting and Christmas Party, etc., and the dormitory management database began to take shape. Efforts were also made to strengthen the supervision and guidance for canteens and shops by establishing a dedicated team for improving the service quality of canteens and shops. Moreover, a service hotline of the call center was founded to improve campus service. Secondly, we carried out work to adjust and standardize the management of the Sports Center by optimizing management structure and personnel deployment and establishing Administration Department, Gymnasium Department, Stadium Department, Swimming Pool Department, and Outdoor Playground Department, etc. Based on the exploration of effective operation mode for Sports Center, we saw a substantial rise of operational benefits with the organization of events and functions.  Service capabilities were also been elevated due to a classification of the market and the enhancement of service level. The Sports Centre received a total of 81,000 teachers/students (man-times) and 46,000 citizens (man-times) in 2014.  Furthermore, we made efforts to sort out and standardize state-owned assets management to ensure preservation and appreciation of the assets.

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