ASMLHead of UIR China

1. Develop clear and practical standards and processes for issue responsibility, including rider service management and rider appeals. Continuously promote online and automated solutions to reduce order and customer losses caused by delivery issues, and improve the accuracy and efficiency of problem handling. 制定科学判责标准及流程规范，包含骑手服务管控、骑手申诉等能力建设，并持续推动线上化、自动化的解决方案落地。一方面，降低因为交付异常导致的订单损失、客户损失的发生概率；一方面，提高异常问题处理的准确度和效率 2. Take responsibility for fulfillment-related service quality indicators, solve or reduce the top incoming issues. Responsible for fulfillment-related service quality metrics, solving or reducing the top incoming issues. Optimize fulfillment service processes, such as designing the return process for undeliverable orders by riders, and moving the handling of delivery disputes among users, merchants, and riders online and towards automation.对履约相关的万服指标负责，解决或降低进线top问题。优化履约服务流程，如骑手无法送达返还流程设计、用户/商家/骑手交付矛盾处理线上化、自动化等 3. Create execution standards, process mechanisms, and product operation tools for experience management. Make sure frontline teams can easily understand and follow them, and reduce CPO (cost per order) by improving service experience.输出体验管控相关的执行标准、流程机制、产品运营工具。确保需前线落地的内容可理解、可执行，通过提升体验的方式来降低CPO 4. Based on cultural differences and common features of service delivery in different countries, set up service standards and rules for riders, merchants, and users. Design suitable solutions and build connections with B-end, C-end, and customer service teams to improve the overall service experience.基于各国文化差异性和服务交付流程的共性，建立骑手/商家/用户服务标准及约束，设计适配方案，与B端C端、客服等部门建立联动机制，改善服务体验 5. Work with internal and external resources to support rider equipment asset management, usage checks, and new equipment development in different countries and regions. Ensure riders can work smoothly and help build a positive brand image for keeta.联动内外部资源，负责支持不同国家和地区的骑手装备资产管理、使用检核、新装备开发。一方面确保骑手正常工作，一方面对keeta的品牌价值产生正向作用

Head of D-End Operations: 1. Responsible for D-end operations management, particularly in fulfillment and delivery management under crowd-sourcing and franchise models, providing professional guidance and support. 2. Develop and execute fulfillment and delivery strategies to ensure service quality and efficiency. 3. Lead new business development from 0 to 1, driving the growth of D-end business. 4. Coordinate cross-departmental resources to optimize fulfillment processes and enhance operational efficiency. 5. Manage and develop the team, promoting effective collaboration and achievement of performance goals. D端负责人： 1.负责D端运营管理，特别是众包、加盟模式下的履约配送管理，提供专业指导与支持； 2.制定并执行履约配送战略，确保服务质量和效率； 3.负责从0到1的新业务开拓，推动D端业务发展； 4.协调跨部门资源，优化履约流程，提升运营效能； 5.管理并培养团队，推动团队高效协作与绩效达成。 Key Strategist for D-End Operations: 1. Responsible for formulating fulfillment and delivery strategies for the D-end, managing riders and delivery teams to ensure smooth operations. 2. Provide data analysis support to optimize delivery processes and efficiency. 3. Participate in the development and implementation of new businesses to enhance business competitiveness. 4. Support team efforts and collaborate to promote cross-departmental cooperation. D端策略运营骨干： 1.负责D端履约配送策略制定，管理骑手及配送团队，确保运营顺畅； 2.提供数据分析支持，优化配送流程与效率； 3.参与新业务的开拓和落地，提升业务竞争力； 4.支持团队工作，协作推动跨部门合作。

岗位职责： 1.优化销售业务流程，为业务策略落地提供产品化解决方案； 2.持续关注行业对标，搭建与业务策略匹配的销售组织，提升整体的销售效率，并为业务优化设计合理的人效模型； 3.负责不断完善销售管理政策及业务操作规范，促使和辅助销售团队工作的标准化； 4.对业务策略全盘项目进行统筹跟进，并直接管理重要核心项目保障落地。 5.负责重要项目的业务推进，制定推进策略，推动项目的实施和落地检核，拿到结果。 Job Responsibilities: 1.Optimize the sales business process, provide productized solutions for the landing of business strategy; 2.Continue to pay attention to the industry benchmarking, build a sales organization to match with the business strategy, improve the overall sales efficiency, and optimize the design of the business of the reasonable human efficiency model; 3. Is responsible for continuously improving the sales management policies and business practices, to promote and assist in the Standardize the work of the sales team; 4.The business strategy of the whole project to coordinate and follow up, and direct management of important core projects to ensure the landing. 5.Responsible for the business promotion of important projects, develop promotion strategies, promote the implementation of the project and landing check, get the results.

1.Safety Strategy Architecture Develop the O2O safety governance blueprint for Brazil, building an intelligent risk management system that covers all delivery scenarios (prevention-response-disposal). Lead the localization innovation of safety products, driving the implementation of core technological modules such as biometric authentication, real-time risk mapping, and public-private safety collaborations. Establish a safety and health index system (TRUST Index) to drive multi-threaded collaboration across product, operations, and government affairs. 2.Ecosystem Protection Plan Build a rider safety empowerment system: from risk prevention to real-time intervention and event management, providing full-cycle protection. Create a joint defense mechanism for high-risk areas: collaborate with the Ministry of Transportation and Federal Police to establish a digital safety corridor. Design a merchant safety credit model: use data sharing to reduce systemic risks in offline transactions. 3.Crisis Management Leadership Establish a 24/7 intelligent emergency command center, ensuring rapid response and closure of major events within minutes. Build and nurture a localized security operations team, creating a ground support network across 12 key cities.