As China accelerates its pursuit of high-level scientific self-reliance, university technology commercialization is undergoing a quiet but significant shift—from broad administrative coordination toward fine-grained process governance. Yet current management routines largely frame transfer as a single transaction, neglecting the varied institutional needs across idea generation, incubation, and value capture. Using the innovation value chain lens, this study disaggregates transfer management into three sequential stages and maps four core elements: property rights arrangements, evaluation mechanisms, platform functions, and supply-demand structures. It then traces how state asset regulation, evaluation misalignment, and platform shortages create bottlenecks at each stage. Four targeted measures follow: delisting scientific assets from general state portfolios to ease conversion anxiety, rebuilding appraisal systems to redirect incentives, constructing proof-of-concept platforms to bridge the maturation gap. Together, these steps provide practical institutional guidance for university technology transfer management.