Digital optimization not only improves operational efficiency but also reflects our dedication to delivering low-carbon solutions. 
Continually enhancing digital transactions and information exchange 
WT serves over 25,000 customers and suppliers. By adopting a digital transaction and data exchange operating model, the company significantly enhances employee efficiency across sales and procurement operations. This includes functions such as sales forecasting, customer order creation/modification, delivery schedule responses, and other related processes. These operations are integrated through mutually agreed-upon electronic data interchange (EDI) protocols. In addition, various automation tools are implemented to support manual tasks, aiming to streamline processes and improve overall management efficiency.


Sales Operations

01 Sales Forecasting
02 Pricing Information
03 Customer Order Creation/Modification
04 Delivery Schedule Response
05 Shipping Notification
06 Invoice Information



Procurement Operations

01 Project Design Registration
02 Quotation
03 Purchase Order Creation/Modification
04 Supplier Shipping Notification / Invoice Information
05 Receipt Data
06 Payment



Current status of sales process system enhancements in 2024




Customer Orders Received Through Digital
• Customer sales order creation/modification is conducted through Electronic Data Interchange (EDI) integrated with the document approval system. Upon authorization and verification, delivery schedules are instantly updated in the order system.

• In 2024, seven new corporate clients were onboarded to the digital transaction process.


Customer Delivery Date Response 
• In 2024, four new customers began exchanging delivery schedules through digital channels.

• Approximately 6.2% of customers can now access delivery information directly via the website.


Shipment and Related Operations 
• Certain customer operations require access to their online platforms. Robotic Process Automation (RPA) has been gradually adopted to streamline repetitive tasks such as Advanced Shipping Notice (ASN) creation, minimizing manual effort and reducing delays and errors.

• As of 2024, over 89,902 tasks have been completed for 10 customers, with the number steadily increasing.


Paperless Invoicing
• Integrated with third-party platforms for direct data exchange, reducing the need for manual input.

• Achieved 100% paperless processing.

• Ongoing process optimization is carried out based on individual customer requirements.






Customer order digitalization outcomes




4.38%

 

2022




5.36%

 

2023




9.58%

 

2024






Digitalization results of RMB invoice processing for reconciliation and payment requests




3.71%

 

2022




77.92%

 

2023




100%

 

2024





Software-assisted automated custom reports to streamline operations and enhance management
In recent years, beyond focusing on enhancing the systemization of supply chain management, the company has also introduced customized automation support modules. Using Excel VBA tools, employees can efficiently convert data into tailored reports, significantly improving work efficiency and value. This practice has become a routine part of daily operations. These tools have been increasingly applied across various functions, including sales, procurement, and other operational areas, contributing to continual improvements in reporting and workflow efficiency year after year.



Number of Improvements via Sales Automation Support Modules
 



162

2022



238

2023



130

2024




Number of Improvements via Procurement Automation Support Modules
 



45

2022



123

2023



53

2024




Number of Improvements via Other Automation Support Modules
 



5

2022



22

2023



7

2024





Plans are in place to begin adopting AI to assist with rapid data identification and extraction.

Current status of procurement process system improvements in 2024 




Scope Expansion of Procurement Process Applications


• Rolled out to all business units across the group to strengthen procurement management operations.


Customized Format Automation with Software Support
• Introduced automated modules for customized formats using Excel VBA tools to accelerate the conversion of procurement order changes and delivery date requests into customer-specific formats.


Digital Procurement Transactions


• Continued expansion of B2B/EDI transactions with customers and original suppliers, enabling electronic handling of sales order changes and related processes, with systemized, rapid submission to original suppliers.


Automation of Price Maintenance Operations


• Deployed RPA (Robotic Process Automation) to assist in maintaining procurement pricing information efficiently.



Integrating software automation into procurement systems for enhanced efficiency 
The procurement process and order management system enhancements implemented in 2023 have demonstrated significant operational results by 2024. Procurement orders and delivery schedule adjustment requests generated from the process are now integrated with automated support modules using VBA tools to handle customized formatting. This has substantially reduced the number of manual tasks and the time required for order processing. 
 




Customization Rate of Procurement Order Format
 



95%

2023



95%

2024





Customization Rate of Delivery Schedule Management Format
 



99%

2023



95%

2024




Note: The customization rate of delivery schedule management formats declined in 2024 due to the integration of Future Electronics into the system.

 
Procurement price maintenance automation – enhancing efficiency and management
Real-time maintenance of procurement pricing data is a critical element of effective supply chain management. In 2024, the company expanded its digital optimization efforts into this area. While existing systems already support bulk updates by staff, Robotic Process Automation (RPA) tools were introduced to assist in routine operations. Currently, automated processes account for approximately 20% of procurement price maintenance activities. Broader implementation is planned for 2025, aiming to further improve operational efficiency and reduce manual workloads.
 
Demonstrating year-on-year improvement in digital transactions and information exchange. 
With over than 10,000 customers and vendors, WT has introduced an operating model featuring electronic transactions and data exchange to significantly improve employee’s efficiency with digital sales and procurement procedures and with mutually agreed electronic exchange protocols that allow data interfacing. The following table shows the numbers of e-transactions with customers and vendors and their shares in revenue or purchase amounts in the past three years.  Currently, 64% of the group’s revenue and 95% of procurement are handled through digital transaction models.


Electronics sales procedures

01 Sales Forecast
02 Price information 
03 PO creation/modification 
04 Shipment date reply  
05 Shipping notice 
06  Invoice information 



Electronic procurement procedures

01 Project design registration 
02 Price inquiry 
03 PO creation/modification 
04 Vendor shipping notice/invoice information 
05 Shipment arrival information 
06 Payment







% of e-transactions in revenue from customers




20%

2021



30%

2022



45%

2023



64%

2024






% of e-transactions in purchase from vendors




30%

2021



40%

2022



90%

2023



95%

2024




 
 
Providing customers with comprehensive services
 

Customer satisfaction in 2024 reached 89%.

WT’s sales representatives regularly communicate with customers about sales orders, shipment dates and other transactions related matters. There is also a customer complaint mechanism in place for customers to provide feedback about service quality, product shipment quality, or other abnormal events. In order to ensure the overall customer service quality, in 2024, a total of approximately 70 Customer Satisfaction questionnaires were sent to important customers and new customers (revenue coverage rate exceeded 65%). Customer opinions were collected through questionnaires, which will serve as an important basis for WT to continuously improve service quality. The survey results of the five major dimensions showed that 47% were very satisfied, 42% were satisfied, and the overall satisfaction rate was 89%.




Customer satisfaction survey results by dimension %


◼ Highly Satisfied 47%
◼ Satisfied 42%
◼ Neither Satisfied nor dissatisfied 11%
◼ Dissatisfied 0%
◼ Highly Dissatisfied 0%


 
The satisfied result for the five dimensions as below:： 




Product
Logistics＆Delivery
Price&Cost
Service
Overall rating


93%
91%
72%
94%
94%





Apart from the Price & Cost dimension, satisfaction in all other aspects exceeded 90%. Although satisfaction in the Price & Cost category was only 72%, when including responses classified as “acceptable”, the combined positive feedback reached 99.6%, with only 0.4% expressing actual dissatisfaction. Due to original suppliers’ pricing strategies, there is limited flexibility to influence changes in pricing.
The chart below shows satisfaction results across different dimensions:
In response to dimensions with lower satisfaction and topics of customer concern, we have followed up and implemented corrective actions. Feedback provided by customers has also been incorporated into our operational policies to drive continuous improvement and ensure service quality.
 

Customer Satisfaction Survey Results by Dimension %


 
Highly Satisfied

 
Satisfied

 
Neither Satisfied nor dissatisfied

 
Dissatisfied

 
Highly Dissatisfied





45.15%


48.13%


6.72%


Product




52.24%


38.81%


8.96%


Logistics＆Delivery




29.48%


42.91%


27.24%


0.37%


Price & Cost




53.73%


40.30%


5.60%


0.37%


Service




52.24%


41.79%


5.97%


Overall rating


 
WT has already a customer complaint procedure in place to collect customer feedback about products and services. The complaints are filed to the competent units to analyze the cause, and keep track of improvements. Not only a reply will be given to customers about how the complaint is eventually handled, but internal publicity or training will be strengthened to prevent similar incidents from recurrence.  
Customer complaint possible situations include: logistics delivery, customer relationship service, and product quality 
 

Customer request 
⬇
 Business Unit Or Operation
⬇
Cause analysis 
⬇
Solving problem 
⬇
Review and improvement