This case explores how Wensli, a leading Chinese silk manufacturer, transformed its traditional supply chain by integrating digital and intelligent technologies to pioneer a flexible manufacturing model. Historically, the silk industry relied on a make-to-stock (MTS) model with rigid, linear workflows—plan, produce, then sell. Wensli disrupted this system by adopting a make-to-order (MTO) approach with small-batch, quick-turnaround (SBQT) production, greatly enhancing flexibility. Wensli's transformation reflects a broader push among traditional industries to modernize supply chains.

The case traces Wensli's evolution from a contract manufacturer of low-value-added silk and fabrics to a brand-driven enterprise with original design capabilities. Facing industry decline and shrinking business, Wensli pivoted strategically—investing in design, developing cultural and creative silk products, building its own brand, and raising visibility through global events. As consumer demand grew more personalized, Wensli recognized the limits of traditional production, prompting a series of strategic reforms. The case details transformation across sales, design, and production. Together, these changes enabled Wensli to shift from a push-based to a pull-based supply chain, laying the foundation for its SBQT model. As a case study for supply chain management courses, it highlights how Wensli managed supplier relationships in procurement and planning, aligned internal processes, and optimized coordination between production and sales from a holistic operational perspective.

The case concludes with the strategic choice facing Chairman Li Jianhua: whether to grow Wensli as (1) an equipment and technology supplier or (2) a comprehensive platform operator—a decision that would shape the company's future trajectory.