CASE STUDIES
Selected logistics projects showing how customer requirements are translated into practical warehouse operations, project implementation and operational control in Thailand.
Automotive Spare Parts
A new automotive aftermarket warehouse was planned and implemented in Thailand while the existing operation continued to support dealer spare-parts requirements. Project preparation began in June 2025, followed by a one-month formal warehouse transition completed in August 2025 without interrupting dealer spare-parts supply.
In 2025, a Chinese automotive brand operating in Thailand needed to establish a new automotive aftermarket spare-parts warehouse operation in Thailand. The project was not a simple inventory move: a complete warehouse operating system had to be rebuilt at a new site, including site and warehouse planning, equipment and infrastructure, the location system, WMS and customer-system integration, operations-team setup, employee training and inventory migration. At the same time, the existing warehouse had to continue serving the dealer network. New-warehouse implementation and day-to-day spare-parts supply therefore had to run in parallel, and the formal transition could not interrupt the customer’s normal aftermarket business.
Complete the old-to-new warehouse transition within a one-month formal transition period while maintaining normal dealer orders and spare-parts supply.
Plan the new warehouse for the transition-stage business scale while maintaining conditions for future customer growth.
Build an automotive aftermarket spare-parts operations management team with China–Thailand team coordination to combine customer-business understanding with local Thailand execution.
Deploy racking, forklifts, PDA devices, warehouse network and site identification within the limited project period.
Configure WMS and complete customer-system data integration so inventory, orders and warehouse operations could run after formal transition.
The existing warehouse continued processing daily orders while the new warehouse was built and inventory was migrated. The migration pace had to follow dealer spare-parts supply requirements; the warehouse could not be stopped simply to improve migration efficiency.
Site, equipment, locations, systems, recruitment, training and inventory migration were interdependent and had to be planned backward from, and progress together toward, the same Go-live milestone.
Physical inventory, storage locations and system inventory status had to be controlled together to reduce post-migration inventory differences and location risk.
WMS, PDA, locations, people and on-site SOPs all had to reach an operable state before formal transition.
Planned the new warehouse around SKU structure, inventory scale, product dimensions and order profile, including receiving, storage, picking, staging, outbound and exception areas while maintaining conditions for future expansion.
Established classified storage locations based on product dimensions, weight, inventory depth and turnover, aligned with location codes, site signage and WMS location logic.
Configured racking, forklifts and material-handling equipment, PDA devices, warehouse network, and operational and location signage in parallel with warehouse planning.
Configured WMS and tested inventory, order and related business-data interfaces. WMS, barcode and RF/PDA supported control of receiving, put-away, inventory, picking, verification and outbound processes.
Established operations management, local recruitment and role training through a China–Thailand collaborative operating model, translating the customer’s automotive aftermarket requirements into Thailand-executable SOPs, role responsibilities and daily management mechanisms.
Confirmed readiness of site, equipment, systems, locations, people, inventory and order processes around the go-live milestone.
The entire transition was implemented around business continuity. During inventory migration, the existing warehouse continued to handle necessary orders while the new warehouse progressively took over inventory and order flows according to plan, ensuring physical inventory, system inventory and site operations were transitioned in coordination.
The project delivered more than a change of warehouse address: within a limited implementation period it established a complete automotive aftermarket spare-parts warehouse operation capable of operating independently. As the customer’s business developed, project scale grew from approximately 6,000 m² at formal transition to approximately 9,000 m² currently; these figures describe different project stages and do not imply that the expansion occurred within the one-month transition period.
Translated the customer’s automotive aftermarket logistics requirements into executable warehouse, system, people and operating arrangements in Thailand, reducing implementation complexity and coordination risk.
Maintained dealer spare-parts supply during migration through the transition plan, inventory controls and system coordination.
Established a local warehouse operating base that progressed from approximately 6,000 m² at formal transition to the current project scale of approximately 9,000 m².
