碩益科技股份有限公司 SOE Technology Inc.

For the finance department, this transformation was a liberation from the tedious processes of manual bookkeeping. Through the deep integration of BPM and SAP, the heavy burden of repetitive data entry was eliminated, achieving a precise and transparent integration of business and finance. Furthermore, the system incorporates an accurate rolling calculation mechanism for outsourced manufacturing costs, making the gross margin of each order clearly visible. SAP's intuitive reporting capabilities enable finance personnel to instantly generate internal and external reports from multiple dimensions. By grasping outsourced costs and order margins in real time, data has become the most solid backbone for decision-makers.

For the IT department, the most profound takeaway was undoubtedly "employee empowerment." Under the professional guidance of the soetek team, Chingis completed crucial data cleansing, system architecture conversion, and "weeding out the old," successfully enabling non-IT staff to design business forms on their own. This not only significantly bridged the IT development gap but, more importantly, allowed management to witness colleagues shift from initial resistance to independent thinking and proactive problem-solving. This kind of organizational growth—born from "teaching a man to fish"—is far more meaningful than mere system stability.

Today, Chingis Technology looks to the future standing on a solid digital foundation. Facing the wave of AI, the internal team is already actively exploring the possibilities of leveraging AI to enhance efficiency. They look forward to deepening their collaboration with soetek Technology, integrating AI thinking into existing systems to create further industry advantages. This partnership between soetek and Chingis is not merely about technology implementation; it is fundamentally a transformation of "people," composing a moving chapter of challenges, adaptation, and a magnificent turnaround.

Before implementing SAP ERP, Founder’s internal operations often faced disputes caused by inconsistent information.
For example, discrepancies in material counts between procurement and shop floor teams frequently led to chasing parts and interpersonal friction.
After implementation, material accuracy improved to 100%, and supply chain information became fully transparent and traceable, enabling more efficient cross-department collaboration.

At the same time, the impact on financial management has been even more significant.
In the past, financial reports required 14 to 21 days to complete; today, they can be generated in just three days.
This dramatic improvement has accelerated management decision-making and allows the leadership team to stay closely connected to the company’s real-time performance.
Chairwoman Lin shared a real-world example: “In the past, overseas clients often felt that our reasons for price adjustments were not convincing enough.
However, when their CFO saw the complete data pulled directly from our SAP system and we were able to clearly present the cost structure within just one hour, they immediately agreed to the adjustment.
This is efficiency—and it is the key to aligning with international standards.”

One of the most challenging tasks in this project was driving the full rollout of the barcode system.
From purchasing and inbound logistics to production and shipment, every step had to be supported by barcode labeling and scanning to ensure real-time data synchronization.
This required not only internal process transformation, but also close collaboration with suppliers.

Beyond system implementation, the soetek team supported Founder by guiding suppliers and even helping prepare barcode scanners.
system implementation, the soetek team supported Founder by guiding suppliers and even helping prepare barcode scanners.
While some team members initially felt the process was more cumbersome, continuous hands-on support and practical training ultimately enabled the entire supply chain to become digitally connected, truly achieving end-to-end automation.
Once an order is placed at the front end, backend processes become immediately traceable, with transparent and fast data flow—allowing people to focus on higher-value work.

soetek’s leadership emphasizes that its value lies not merely in providing software, but in “tailoring processes to each organization and accompanying companies as they grow.”
From early-stage assessments and cross-department integration to post-implementation operations and maintenance, soetek’s consulting team is involved throughout the entire journey, ensuring that the system can continuously evolve in line with business scale and international requirements.

“soetek is not simply a system vendor, but Founder’s most trusted partner.
We have accompanied them through their digital transformation and worked alongside them to build a truly intelligent factory.”

Through soetek’s professional implementation, Founder not only completed its digital upgrade, but also successfully integrated sustainability with intelligence, setting a benchmark for the manufacturing industry.
This is more than a successful case—it represents the path forward for manufacturers facing global challenges: driving efficiency through digital transformation and achieving sustainability through the circular economy.

Explaining why ANDARI chose soetek as its implementation partner, General Manager Wang shared that the key factor was service quality.
“soetek’s follow-up after meetings was exceptionally thorough.
Every issue was tracked and improved before the next meeting, which helped build trust early in the project,” she said. In her view, when investing a significant amount in a system implementation, the reliability of the partner is far more important than brand recognition.

Senior Manager Xu at soetek, further explained that the implementation process can be divided into three key phases.
The first is early-stage communication and requirement clarification, to define the scope of system replacement and core functionalities.
The second is the normalization of master data—restructuring item codes to ensure uniqueness and incorporating critical information such as suppliers and material characteristics, enabling more effective management and reporting in the future.
The third phase involves establishing standardized operational rules, such as setting different approval levels based on transaction amounts and integrating shipping labels with logistics providers.

It is also worth noting that ANDARI adopted a distinctive internal preparation strategy.
One year prior to the official implementation of SAP Business One, the company formed a cross-department seed team to rehearse system-based workflows.
“We started with paper-based simulations to help everyone get used to approval and sign-off processes,” Wang shared.
This “sandbox exercise” allowed the company to clearly map out its needs and communicate more precisely with consultants, ultimately completing the implementation in less than five months.

The benefits of implementing SAP Business One quickly became evident in ANDARI’s day-to-day operations.

First, the company was finally able to move beyond the long-standing challenge of operating two disconnected systems.
By integrating inventory, sales, and financial management into a single platform, inventory accuracy improved dramatically—from a previously chaotic state to over 95%.
Sales reports that once took two days to complete can now be generated on the same day.

Cost control has also been significantly enhanced.
In the past, gross margins for each order had to be calculated manually, and managers often needed to reconfirm procurement costs during approval.
Today, complete cost information is built directly into the system, allowing managers to instantly view profitability when reviewing orders and to set control rules that prevent approval if margins fall below predefined thresholds.

Standardized, system-driven processes have also brought a qualitative shift in internal collaboration.
Beyond greater transparency and smoother cross-department coordination, teams are now able to make decisions and communicate based on data.
This provides a stronger foundation for performance management and goal setting.
At the same time, standardized workflows enable new employees to get up to speed more quickly, reducing reliance on informal knowledge transfer from senior staff.

For General Manager Wang, this successful digital transformation represents more than a technical upgrade—it reflects ANDARI’s deeper corporate culture.
“For over thirty years of representing international brands, we have always been learning new things.
If the goal is to make the organization better, there is no reason not to learn a new system,” she shared.

Looking ahead, ANDARI is focusing on three core pillars—sustainability, functionality, and design—as it plans to develop its own branded product lines and even expand into the pet market.
By transitioning from manual operations to a data-driven approach, ANDARI has not only resolved its system integration challenges, but also established a digital foundation that continues to evolve.
This solid base will support a more stable and confident path toward future brand diversification.

The food and beverage industry is generally resistant to digitalization.
However, as market competition intensifies and the group continues to expand, 5 STARLIMIT POT made the bold decision to invest in digital transformation in order to improve efficiency and move toward internationalization.
The existing ERP system was no longer able to support increasingly complex operational requirements, and report reconciliation relied heavily on manual effort, making real-time data integration difficult.

As a result, 5 STARLIMIT POT implemented SAP S/4HANA Cloud ERP, integrating finance, procurement, inventory, sales, and production processes.
Leveraging the flexibility and scalability of cloud deployment, the system now provides a solid foundation to support the group’s future growth.

Xu, Vice President of Finance at 5 STARLIMIT POT, noted that in order to accelerate transformation at the core of operations and integrate information and cash flows, 5 STARLIMIT POT partnered with soetek to implement SAP S/4HANA Cloud ERP in phases.
The first phase focused on deploying the FI/CO modules, with an emphasis on financial process integration and data accuracy.

General Manager Ke acknowledged that previous system implementation attempts had failed, and identified three key factors behind the success of this rollout.
First, having clear objectives with a strong focus on financial data.
Second, an internal technical team capable of handling system integrations.
Third, soetek’s ability to approach the project from the customer’s perspective and quickly resolve issues.

Ke explained that in the past, delays in operational data meant that strategic and marketing decisions often relied on intuition.
After implementing SAP S/4HANA Cloud ERP, operational efficiency improved significantly.
soetek successfully integrated sales and financial data from 63 stores, strengthening internal controls.
Millions of transactions are now automatically uploaded each day, achieving 100% data accuracy and enabling more flexible and precise operational and marketing strategies.

Xu further added that the new system has greatly reduced duplicate work.
Monthly financial closing has been brought forward from the 21st to the 10th of each month, saving more than two hours of manual processing time per day.
Accounting entries are now generated automatically, effectively reducing the burden of manual data entry and calculations.

5 STARLIMIT POT aims to surpass 101 stores across Taiwan and drive its brand toward international markets, positioning itself as a globally recognized restaurant brand representing Taiwan.
Looking ahead, the group will continue to deepen its application of SAP Cloud ERP, advancing data governance and technology-driven management to further optimize operational processes.

To address supply chain challenges, the next phase will focus on improving the accuracy of ingredient ordering and warehouse management.
By integrating SAP S/4HANA, 5 STARLIMIT POT plans to establish a central command center that enables real-time visibility into ingredient pricing and supply-demand dynamics.
Through AI-driven analysis of store sales data, the group will intelligently optimize ordering processes and comprehensively enhance operational efficiency.

Throughout the SAP implementation journey, soetek gained a deep understanding of 5 STARLIMIT POT’s business processes and practical needs, designing tailored solutions accordingly.
In response to the complexity and redundancy of legacy systems commonly found in the food and beverage industry, soetek provided professional recommendations and carried out system validation, user training, and testing.
This enabled the successful integration of 5 STARLIMIT POT’s self-developed POS system data into SAP S/4HANA Cloud ERP.
The soetek team also provided patient, end-to-end guidance on the new system, ensuring a smooth cloud migration and clear, tangible transformation results.

To support long-term growth over the next five to ten years and ensure stable system operations, Better Milk implemented SAP S/4HANA.
Throughout the process, soetek’s consultants developed a deep understanding of the dairy industry’s unique characteristics, guided cross-departmental participation in process optimization, and—through rapid response and end-to-end support—helped the team overcome challenges and successfully go live.

Leveraging its extensive experience, soetek accompanied Better Milk throughout the entire SAP S/4HANA implementation journey.
From process analysis and data standardization to cross-department collaboration, soetek helped establish a robust core that integrates orders, finance, and logistics.
The impact of soetek’s professional optimization was immediate:
Financial reconciliation was reduced from two days to just three hours, significantly accelerating monthly closing.
Order automation achieved zero manual data entry errors.
Manual decision-making in logistics shipments was reduced from 60% to 20%.
Beyond system go-live, soetek helped Better Milk build a scalable digital operating architecture designed for sustainable growth—enabling transparent data to truly become the driving force behind decision-making and transformation.

Better Milk stated that its collaboration with soetek marks a significant milestone in the company’s digital transformation journey.
Looking ahead, Better Milk will continue to deepen its use of SAP data applications, building a single core database that spans from the farm to the consumer.
This will enable precise integration of data related to cow health, production volumes, manufacturing, logistics, and sales—further improving operational efficiency, strengthening decision-making capabilities, and continuously advancing transparency and sustainability across the dairy industry.