Supply Chain Management
Moving Towards A Sustainable Supply Chain
Suppliers are key partners in Wistron’s operational and sustainability efforts. We regard the supply chain not only as an integral part of business operations but also as a critical driver for achieving our sustainability goals. Accordingly, Wistron has designated sustainable and responsible procurement as one of its Six Sustainability Strategies, fully integrating it into procurement decision-making and management processes. Guided by risk management, competitive advantage, and cost optimization, we systematically steer suppliers to continuously enhance their performance across environmental, social, and governance (ESG) dimensions in accordance with the ISO 20400 sustainable procurement principles and the Responsible Business Alliance (RBA) Code of Conduct. Since 2024, Wistron has embedded the aforementioned international standards and sustainability principles into its procurement policies and strategies. Centered on the six core subjects of social responsibility—organizational governance, human rights, labor practices, fair operating practices, consumer issues, and environmental protection—Wistron promotes the implementation of its sustainability goals through a systematic supplier management process and cross-functional collaboration. From 2025, Wistron has actively promoted the adoption of UL2799 Zero Waste to Landfill (ZWTL) practices among suppliers. This initiative reduces waste generation, enhances recycling and reuse, and minimizes the environmental impacts of incineration or landfill disposal, thereby improving the overall environmental performance and sustainability resilience of the supply chain.
Supply Chain Management Framework and Overview
Sustainable Supply Chain Strategy
Wistron values collaboration and mutual growth with its suppliers. Building on its Sustainable Procurement Policy and in response to customer expectations, Wistron has developed a comprehensive sustainable supply chain strategy. This strategy focuses on optimizing the core competitiveness of strategic suppliers, deepening regional strategic collaboration, and strengthening supply chain resilience. By implementing these strategies, Wistron enhances suppliers’ competitiveness in terms of technology, resources, and market adaptability. Regional cooperation further increases the supply chain’s agility and efficiency, ultimately enabling the establishment of a more stable, flexible, and resilient sustainable supply chain system in an increasingly dynamic global market environment.
Sustainable Supply Chain Management Organization
To ensure the comprehensiveness and effectiveness of sustainable supply chain management, Wistron designates the Board of Directors as the highest decision-making body for sustainable supply chain governance. The Board regularly oversees the progress and outcomes of various sustainability initiatives to ensure that all decisions and actions align with the Company’s long-term development goals. Through its functional committee—ESG and Information Security Committee—the Board reviews the work of the Sustainable supply base(pillar) twice a year to ensure the proper implementation of all sustainable supply chain management systems. In addition, the ESG Executive Committee tracks the execution progress and performance outcomes of each sustainable supply chain project on a monthly basis.
Wistron Value Chain
Wistron is a leading company in the global ICT (Information and Communications Technology) industry, with a long-standing focus on the design, manufacturing, and assembly of electronic products. Positioned centrally within the overall industry value chain, Wistron connects upstream suppliers of diverse components and critical materials with downstream international brands and end customers, establishing a highly integrated and stable framework for industry cooperation.
By continuously monitoring market trends and customer technology requirements, Wistron effectively integrates upstream and downstream resources, promotes cross-domain and cross-process collaboration, and further enhances overall supply chain efficiency, while strengthening product R&D, manufacturing flexibility, and market responsiveness.
Supply Chain Overview
As a key supplier of information technology products to the global market, Taiwan plays a vital role in the ICT industry. Rooted in Taiwan with a global outlook, Wistron leverages its strong technical capabilities to provide customers with comprehensive hardware and software solutions, along with one-stop system integration services. Wistron’s main suppliers fall into four major categories: electronic parts, mechanical parts, maintenance repair operation (MRO), and logistics suppliers. In 2025, Wistron engaged in transactions with 1,617 suppliers. To enhance management efficiency and strengthen collaboration with key partners, suppliers are categorized into tiers, enabling more focused and in-depth supplier management.
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2025 Supplier Distribution by County/Region
| Total Number of Suppliers | Proportion of Purchase Amount (%) | |
|---|---|---|
| Taiwan | 513 | 58.54 |
| China | 859 | 31.96 |
| Asia Pacific | 134 | 4.39 |
| Americas | 73 | 3.42 |
| Europe | 22 | 0.19 |
| Others | 16 | 1.50 |
| Total | 1,617 | 100 |
With ongoing supply chain restructuring and adjustments to Wistron’s manufacturing sites, the supply chain has been reconfigured to ensure greater flexibility, reduce risks, and enhance supply chain stability. Tier 1 suppliers are those who have conducted more than six transactions per year and accounted for over 90% of the annual transaction amount. In 2025, there were 421 tier 1 suppliers. Based on transaction share and strategic importance, 232 of these were further identified as significant tier 1 suppliers (Note 1).
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2025 Tier 1 Suppliers by Category
| Total Number of Suppliers | Proportion of Purchase Amount (%) | |
|---|---|---|
| Electronic parts | 168 | 59.06 |
| Mechanical parts | 200 | 35.76 |
| Maintenance repair operation | 39 | 2.92 |
| Logistics | 14 | 2.26 |
| Total | 421 | 100 |
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2025 Suppliers by Classification, Significance and Risks
| Total Number of Suppliers | Proportion of Purchase Amount (%) | |
|---|---|---|
| Tier 1 suppliers | 421 | 95.40 |
| Significant tier 1 suppliers | 232 | 88.56 |
| High risk suppliers | 12 | - |
| Non-tier 1 suppliers | 90 | - |
| Significant non-tier 1 suppliers | 51 | - |
To gradually reduce overall supply chain risks, we expanded our management scope to include non-tier 1 suppliers, identifying 90 such suppliers. Among them, 51 were further defined as significant non-tier 1 suppliers (Note2) and incorporated into our risk control measures to ensure stable supply chain operations.
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Note 1 : Significant tier 1 suppliers : Including critical suppliers - high proportion of turnover (top 80% of annual transaction amount); ability of technology pioneering; the only source of supply is irreplaceable; high-risk suppliers - SAQ score below 80.
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Note 2 : Significant non-tier 1 suppliers : 1. Agency transaction with SAQ score below 80 (Potentially high-risk suppliers) 2. The upstream supplier of the customer's designated trading supplier.
