Our project consulting team applied the BMS-REAF methodology to restructure the enterprise’s internal organizational framework, aligning it with the future needs of platform-based industrial chain development.

Redefined the relationship models across the industrial chain to effectively manage suppliers, authorized factories, dealers, service stations, and regional service centers, flattening the supply and distribution chain.

From an industrial chain perspective, improved working capital and asset turnover; transitioned traditional sales outlets into service-oriented hubs, and established regional service centers, shared warehousing, and shared technical service platforms.

Provided shared charging and battery services through regional service centers, developed multiple sharing models, launched an integrated “rental + sales” model, and established long-term mechanisms for introducing and supporting external third-party services.

Phase 1
• Achieved product intelligence
• Enabled the four stages—procurement, production, distribution, and sales—to be executed through both physical and digital channels.
• Realized fundamental business digital transformation

Phase 2

• Strengthened the business capabilities developed in Phase 1.
• Realized digital transformation of product repair and maintenance.
• Initiated the construction of regional service support centers.

Phase 3
• Rolled out leasing and sharing of smart products.
• Deployed shared battery and smart charging cabinet services in key markets; established regional service support centers;
• Empowered service stations through an online-to-offline (O2O) approach, enabling rapid replication of the service station model and expansion of overall operations.

Phase 4
• Integrated external supporting services, including insurance, finance, and health.
• Collaborated with government authorities to meet regulatory compliance requirements.

Phase 5
• Transitioned to a community-driven operational model.