Deepening digital governance and the value of automated collaboration
By integrating its global distribution network, WT has demonstrated significant synergies in digital transformation. In 2025, we focused on deepening digital governance and continuously enhancing the depth of electronic data exchange with our customers. To further optimize operational efficiency, the Group introduced AI automatic recognition technology. This initiative upgraded the processing of customer order fields that previously required manual, line-by-line entry into an intelligent processing model. Additionally, we established a customer supply chain platform to strengthen efficiency and information transparency. Furthermore, on the supplier collaboration side, we implemented the integration of procurement information with suppliers, advancing automated invoice verification, automated entry and updating of contract prices, and systemized generation of required supplier reports. We have shifted information management from “passive inquiry” to “proactive management,” putting low-carbon services and green supply chain goals into practice.


Sales Operations


Continuously enhance EDI with customers
Implement AI automatic recognition functionality for customer orders
Establish a supply chain management platform to strengthen digital management and transparency




Procurement Operations


EDI integration with supplier procurement data
Automated supplier invoice verification
Automated entry and updating of contract prices
Automated generation of required supplier reports




 
Status of sales process system enhancements in 2025
The 2025 system optimization of the sales process focused on three core areas: continuously enhancing electronic data interchange (EDI) with customers, introducing AI-powered automatic recognition of customer orders, and building a customer supply chain platform.
Continuously enhancing electronic data interchange (EDI) with customers
Electronic data interchange with customers is an ongoing initiative. In 2025, we added 10 new partner customers, covering both sales operations and procurement operations. Including messages such as sales forecasts, customer order creation/revision, and delivery-date confirmations. Through mutually agreed electronic exchange protocols, we achieve automated information integration and reduce information gaps. WT operates on a B2B business model and continuously optimizes its transaction model to increase electronic data-based transactions. We have no B2C e-commerce or direct-to-consumer sales model; B2C revenue is zero.

Effectiveness of “Digital Data” exchange


Digital Order Processing


In 2025, established Electronic Data Interchange (EDI) connections with 10 additional customers for creating and modifying sales orders




Customer Delivery Date Confirmation


In 2025, implemented data exchange with 3 additional customers for real-time delivery confirmations




Shipping & Delivery Operations


In 2025, introduced Advance Shipping Notice (ASN) and billing operations for 2 additional customers, simplifying procedures and preventing manual errors and processing delays




Paperless Invoicing


In 2025, achieved 100% paperless invoice data exchange with 3 additional customers, reducing manual tasks for the accounting department




In terms of digital transaction order processing, the share of EDI integrated transactions rose from 29.3% to 37.9% in 2025, making it the mainstream channel for Group revenue and effectively reducing the resource consumption of paper documents going back and forth. Analyzing the degree of digitalization by region, Europe and North America led the way, with intra-regional digitalization rates both exceeding 50%; the Asian market also grew substantially from 27.2% to 36.6%. Given its vast business base, Asia will remain the most critical growth driver of the entire Group’s digital transformation going forward. Overall, digital transactions accounted for nearly 40% of Group revenue in 2025, reflecting WT’s maturity in automated operations.


Analysis of global and regional EDI transaction share, 2024–2025


 
2024


 
2025







29.3%
 


37.9%
 


Global




52.7%
 


58.4%
 


Europe




49.6%
 


51.3%
 


North America




27.2%
 


36.6%
 


Asia






Changes in customer order sources, 2024–2025


 
2024


 
2025







0.00%
 


12.1%
 


AI Input




48.6%
 


49.8%
 


EDI




51.4%
 


38.0%
 


Manual Input





Introducing AI automatic recognition for customer orders
As AI technolog y matures, leveraging AI tools to enhance organizational efficiency has become an important direction of development. Starting in 2025, WT applied AI tools to customer order processing, transforming order fields that previously required manual line-by-line entry into a highly efficient “AI automatic recognition and entry, with human review” workflow. A comparison of 2024 and 2025 shows that the manual order-entry rate fell from 51.4% to 38.0%, while the newly introduced AI order-entry rate grew rapidly to 12.1%, successfully replacing part of the tedious paperwork process. The use of this technology not only strengthens data accuracy but also allows staff to focus on higher-value tasks. We will continue to expand its scope of application in the future to optimize overall operational efficiency.
Building a supply chain management platform to strengthen digital management and transparency 
Beyond basic data exchange, we began building a supply chain management platform in 2025, creating far-reaching ESG value for customers and end partners. In terms of digital governance, the platform provides real-time information inquiry, enabling partners to monitor order, inventory, and shipment status at any time, thereby improving supply chain transparency and the speed of decision-making responses. In terms of environmental sustainability, through supply-demand matching calculations and real-time sharing, we can jointly optimize inventory turnover with customers, reduce the risk of misjudgment and resource waste caused by information gaps, and implement green supply chain management at the source, achieving the strategic goal of mutual coexistence and shared prosperity.
 
Status of procurement process system improvements in 2025


EDI Integration with Supplier Data


Integrated digital workflows for 3 new suppliers in 2025
EDI order integration replaces emails, ensuring data synchronization and reducing transmission errors




Automated Invoice Verification


Automated invoice verification for 44 suppliers, covering 95% of total invoice volume
Cuts manual checking time and communication costs, allowing staff to focus on exception handling




Automated Contract Price Updates


Automated procurement pricing for 21 suppliers using RPA/VBA (continually growing)
Reduces manual maintenance, ensures real-time price accuracy, and lowers communication costs




Automated Supplier Reports


Automated report generation for 4 suppliers (continually growing)
Uses pre-verification mechanisms to provide accurate sales/inventory reports, reducing manual work and errors




EDI integration of procurement information with suppliers
Integrating procurement information with suppliers is an ongoing initiative. By 2025, system integration had been completed with 39 suppliers, accounting for 31.5%. As the number of agency product lines grows and in response to supplier requirements, this initiative will continue going forward.
Automated supplier invoice verification
Invoice verification is a required step once goods receipt is completed at the warehouse. In the past, it was performed manually by procurement assistants and accounting staff to ensure the accuracy of payments. Starting in 2025, WT introduced an automated system-based invoice verification process. By 2025, automated invoice verification had been completed for 44 suppliers, covering 95% of total invoice volume. The same model will continue to be applied to new suppliers in the future.
Automated entry and updating of contract prices
Real-time maintenance of contract price data is extremely important, especially for suppliers with frequent price changes. In 2024, our digital optimization initiatives expanded into this area, with automated updates completed for 2 suppliers. Building on this, in 2025, we further introduced Robotic Process Automation (RPA) tools combined with VBA format conversion to assist our staff. By the end of 2025, automated contract-price updates had been successfully implemented for 21 suppliers.
Automated generation of reports required by suppliers
Regularly providing sales and inventory data to suppliers is a core responsibility of a distributor. Because each supplier has different requirements for report formats and data content, procurement assistants must create customized reports for each one. To improve efficiency and reduce manual errors, beginning in 2025, WT gradually moved to have the system automatically generate the reports required by each supplier, with data validation performed before output to ensure the accuracy of the data submitted to suppliers. In 2025, the report automation coverage rate reached 6.5% of the total annual purchase amount, and this initiative will continue to expand moving forward.
 
Demonstrating year-over-year improvement in digital transactions and information exchange.
With over than tens of thousands of 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 recent years. Currently 66% of the group revenue , 30% of our customers and 95% of procurement are handled through digital transaction models. Demonstrating the Company’s continued efforts in driving digital transformation and increasing participation in digital transactions.


Electronics sales procedures


Sales Forecast
Price information
PO creation/modification
Schedule commitment
Shipping notice
Invoice information




Electronic procurement procedures


Project design registration
Price inquiry
PO creation/modification
Vendor shipping notice/invoice information
Shipment arrival information
Payment




2021Y～2025Y % of e-transactions in revenue from customers, % of e-transactions of customers and % of e-transactions in purchase from vendors





 
2021
2022
2023
2024
2025




% of e-transactions in revenue from customers
20%
30%
45%
64%
66%


% of e-transactions in customers
–
–
17%
28%
30%


% of e-transactions in purchase from vendors
30%
40%
90%
95%
95%




Note: The customer ratio has been tracked since 2023 and is based on customers with annual transactions over US$10 million.

 
Providing customers with comprehensive services

 
 
 
 

Customer satisfaction rate of 89% by 2025


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 2025, a total of approximately 160 Customer Satisfaction questionnaires were sent to important customers and new customers (revenue coverage rate exceeded 80.33%). 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 50% were Highly satisfied, 39% were satisfied, and the overall satisfaction rate was 89%. Compared with 47% “Highly Satisfied” and 42% “Satisfied” in 2024, the overall satisfaction level remained the same, while the percentage of “Highly Satisfied” slightly increased in 2025.

Customer satisfaction survey results by dimension %

The Price & Cost dimension remains the area with which customers are relatively less satisfied.
The main reason is that WT Group represents products from vendors with consistent product lines and long-term supply capabilities. In terms of pricing structure, these products differ from price-oriented standardized offerings. The Group does not position pure price competition as its primary business direction; instead, it focuses on mid- to high-end applications, project-based collaboration, and the provision of value-added services to build long-term partnerships.
Through a comprehensive product portfolio strategy, localized services, and coordination mechanisms with vendors, WT assists customers in securing competitive pricing and flexible solutions, thereby balancing cost effectiveness and product quality, reducing operational risks arising from short-term price fluctuations, and promoting long-term sustainable cooperation.
In addition, WT will continue to track and improve other issues related to lower satisfaction levels and customer concerns, incorporating customer feedback into its operating policies on an ongoing basis to ensure service quality.


Compared 2024Y & 2025Y the satisfied result for the five dimensions as below:




 
Highly Satisfied
Satisfied
Neither Satisfied nor dissatisfied
Dissatisfied
Highly Dissatisfied





Customer satisfaction survey

50%
39%
9%
2%
0%





Compared 2024Y & 2025Y the satisfied result for the five dimensions as below:





Year
Product
Logistics＆Delivery
Price&Cost
Service
Overall rating




2025
92%
92%
77%
92%
91%


2024
93%
91%
72%
94%
94%






Customer satisfaction survey results by dimension %


 
Highly Satisfied


 
Satisfied


 
Neither Satisfied nor dissatisfied


 
Dissatisfied


 
Highly Dissatisfied







 48.0% 
 


 43.0% 
 


 8.0% 
 


 1.0% 
 


 0.0% 
 


Product




 56.0% 
 


 36.0% 
 


 7.0% 
 


 1.0% 
 


 1.0% 
 


Logistics＆Delivery




 33.0% 
 


 44.0% 
 


 19.0% 
 


 3.0% 
 


 0.0% 
 


Price & Cost




 59.0% 
 


 33.0% 
 


 6.0% 
 


 2.0% 
 


 0.0% 
 


Service




 55.0% 
 


 36.0% 
 


 8.0% 
 


 1.0% 
 


 0.0% 
 


Overall rating





WT began conducting customer satisfaction surveys in 2024. In response to evolving customer needs and increasingly diverse transaction models, the Company will continue to maintain stable service quality while making the improvement of customer satisfaction a core KPI. The target is to increase customer satisfaction to over 90% by 2030. Through data-driven analysis of customer feedback, process optimization, and service upgrade mechanisms, the Company aims to systematically enhance the customer experience and build high customer loyalty as well as long-term partnerships.
WT has established a customer complaint handling mechanism. Customer requests regarding products and services are received by the responsible units, which analyze the root causes and carry out subsequent tracking, handling, and corrective actions. In addition to responding to customers with the final resolution, the Company also strengthens internal communication, awareness, and training to prevent similar incidents from recurring.
Customer complaint possible situations include: logistics delivery, customer relationship service, and product quality


Customer request
↓
Business Unit Or Operation
↓
Cause analysis
Possible situations
↓

Logistics delivery
Customer service
Vendor product quality

↓
Solving problem
↓
Review and improvement