On that day, the on duty phone of a procurement service station of the Joint Logistics Support Force suddenly rang: a certain unit was temporarily assigned a training task and urgently needed to purchase a batch of specialized materials. If the procurement is completed according to the regular process, it will take at least one month. Preparing for war cannot afford to wait, time is the strength of combat. Activate the emergency procurement green channel! "The party committee of the station immediately decided to" handle special matters ". But the first thing the emergency procurement team does is not to go to the market or find sources of goods, but to open up the "Emergency Procurement Rights and Responsibilities List" and study which links can be merged and promoted, which permissions must be approved level by level, and which red lines must not be crossed. 48 hours later, the relevant materials were purchased and delivered to the department on time, with the entire process being legal and compliant. The leader of the department exclaimed 'really fast', but the procurement personnel knew in their hearts: fast is because they set the rules at the forefront. The reporter learned that with the accelerating pace of military training and preparation, and the increasing frequency of emergency troop movements, the staff of the station often face a "dilemma": on one hand, there is an urgent need for combat readiness that "time waits for no one", and on the other hand, there is a work discipline that "red lines cannot be touched", and sometimes they do not know how to handle it. The party committee of the station has a clear attitude towards this: no matter how urgent the task is, we cannot undermine the system, and "special cases should be handled in accordance with laws and regulations". They clarify the boundaries between regular procurement and emergency procurement, and form a "positive list" and a "negative list" for emergency procurement. The 'positive list' clearly states that urgent supplies such as emergency preparedness, training support, and disaster relief can be procured through the emergency procurement green channel; The 'negative list' draws a red line, strictly prohibits unauthorized designation of suppliers, simplifies core regulatory processes, and prohibits retroactive handling of key procedures. For items listed on the "positive list", establish an efficient mechanism of "demand submission for review, process compliance for evaluation, and reasonable price for supply". While optimizing non core processes, establish strict regulatory rules and add legal "traffic lights" to the approval "fast lane". Not long ago, the station selected suppliers for an emergency equipment procurement task. As we are about to enter the evaluation stage, a dedicated disciplinary inspector has discovered that some of the qualification certification materials of a supplier have expired and were being reissued at the time. The procurement team quickly activated the backup mechanism to replace this supplier and plug the loopholes from the source. Someone at the review site muttered to themselves: The emergency procurement time is tight, can we relax the policy grasp and supplement the materials later? The person in charge of the station has a firm attitude: "Regulations are regulations. If we loosen them today, big problems may arise tomorrow." After reviewing, a procurement staff member deeply felt: "Previously, I thought 'special handling' was a green light and smooth passage; now I understand that no matter what we do or how urgent the matter is, we must strictly abide by the bottom line of laws and regulations." "Special handling" has improved approval efficiency, but how can we ensure the quality of emergency procurement? The practice of the party committee of the station is to use the "two evaluations and one verification" mechanism, which means that on the basis of having only one evaluation group for regular procurement, an additional evaluation group is added, and two groups of experts conduct independent evaluations "back-to-back" without meeting or communicating with each other, and the results are comprehensively verified. This move is equivalent to adding a 'safety lock' to the 'special affairs special handling', leaving no room for those who want to make 'personal connections' to exploit. "A leader of the station explained that in order to strengthen the supervision of emergency procurement, they have also implemented a dual track mechanism of' procurement execution+disciplinary supervision ', assigning dedicated disciplinary supervisors to follow up throughout the process; Establish a comprehensive archive for the entire emergency procurement process, ensuring that each order is documented and traceable throughout the entire process; Strengthen post event tracking and effectiveness, conduct a comprehensive review and evaluation of material quality and performance one by one. In short, emergency procurement is strictly managed and controlled from start to finish, leaving no risk blind spots. Tighten the institutional cage, allowing the "special handling" to not only accelerate, but also maintain the bottom line of integrity. Recently, the station has been tasked with conducting emergency procurement of field food. After strict screening, they finally selected high-quality suppliers from more than 10 bidding companies, effectively balancing efficiency and strict supervision. (New Society)