# Factory Logistics Improvement: A Case Study Analysis of Companies in Northern Thailand, 2022-2024
## 4 Results and Case Study  
The involvement of 30 diverse factories revealed a varied industrial landscape, with the food and beverage sector emerging as the most prominent, comprising approximately 26.7% of the sample. This sector encompasses a wide range of enterprises, from egg and dried fruit production to frozen foods and dairy processing. The logistics industry follows, representing 20% of the sample, highlighting the critical role of infrastructure and supply chain management in the region's economy. Retail and wholesale businesses, along with manufacturing operations, each account for about 16.7% of the sample. The retail and wholesale segment primarily focuses on consumer goods and construction materials, while manufacturing activities span a diverse range from plastic products to concrete and asphalt production. The remaining portion of the sample is composed of agriculture-related enterprises and miscellaneous businesses, including specialized sectors such as medical equipment sales and waste management. The projects predominantly focus on warehouse and inventory management (38.8%) and transportation optimization (27.8%) with a strong emphasis on core logistics functions. The remaining projects address other logistics administration management elements, e.g., information systems and data management, market expansion and customer service, demand forecasting and planning, and sustainability initiatives. The collective implementation of these initiatives has resulted in substantial cost savings, exceeding USD 1.8 million. This figure underscores the considerable financial benefits that can be achieved through targeted logistics optimization strategies. Concurrently, the projects have led to a marked enhancement in overall logistics performance, with an average improvement of 22.3% (see Table 3). \begin{table}
\begin{tabular}{c c c c c c c c} \hline \hline
**No.** & **Size** & **Industry/Product** & **Project Focus** & **Cost Impact (\%)** & **Time Impact (\%)** & **Reliability Impact (\%)** & **Cost Saving/yr. (THB)** & **Other Benefits** \\ \hline
1 & S &
\begin{tabular}{c} Waste \\ Management \\ \end{tabular} & Transportation (ILPI8) & \(-\)15.03\% & & & 165,300 & \\ \hline
2 & S & Food Processing & Customer service and support (ILPI2) & \(-\)23.79\% & +13.57\% & &
\begin{tabular}{c} Sales \\ increase: \\ THB \\ \end{tabular} \\ \hline
3 & S & Food Processing & Sales forecasting (ILPI1) & & +16.3\% & &
\begin{tabular}{c} Sales \\ increase: \\ THB \\ \end{tabular} \\ \hline
4 & S & Honey Products &
\begin{tabular}{c} Logistics \\ communication \\ and order \\ processing (ILPI3) \\ \end{tabular} & \(-\)2.08\% & \(-\)17.62\% & & 116,465 & \\ \hline
5 & S & Beverages & \
\begin{tabular}{c} Sales forecasting \\ (ILPI1) and inventory \\ management (ILPI7) \\ \end{tabular} & & & &
\begin{tabular}{c} Sales \\ increase: \\ THB \\ \end{tabular} \\ \hline
6 & S & Export &
\begin{tabular}{c} Logistics \\ communication \\ and order \\ processing (ILPI3) \\ \end{tabular} & \(-\)32.39\% & & 251,480 & \\ \hline
7 & S & Automotive & Transportation (ILPI8) & \(-\)25.37\% & & 108,000 & \\ \hline
8 & S & Cold Storage & Transportation (ILPI8) & \(-\)20.78\% & & 245,548 & \\ \hline
9 & S & Handicrafts &
\begin{tabular}{c} Inventory \\ management (ILPI7) \\ \end{tabular} & \(-\)21.00\% & \(-\)13.80\% & 717,449 & \\ \hline
10 & S & Beverages &
\begin{tabular}{c} Warehouse \\ management (ILPI6) \\ \end{tabular} & \(-\)55.03\% & \(-\)10.30\% & 336,800 & \\ \hline
11 & S & Food Processing &
\begin{tabular}{c} Inventory \\ management (ILPI7) \\ \end{tabular} & \(-\)32.00\% & & 1,382,400 & \\ \hline
12 & S & Baby Products &
\begin{tabular}{c} Inventory \\ management (ILPI7) \\ \end{tabular} & \(-\)54.50\% & & 621,120 & \\ \hline \hline \end{tabular}
\end{table} 
Table 3: Summarized results of 30 factories in the case study.