The dealership was a greenfield operation. There was no legacy data to migrate and no existing system to lean on, but also no room for a slow start: the full ERP had to be running before the first vehicle was ever sold.

• Three unrelated brands, one system. GWM passenger cars and pickups, Kinglong and Kingwin commercial buses, and NWH agricultural tractors, spanning 25-plus models, all had to run through one platform rather than three disconnected ones.
• Four business motions on one backbone. Walk-in retail, corporate and government fleet deals, parts counter and inventory, and workshop after-sales each work very differently, yet all had to share a single source of truth for stock, customers, and accounting.
• Large, structured master data. Over 11,000 OEM parts per brand had to be catalogued across brand-specific hierarchies and linked to the right vehicle models, so parts ordering, warranty, and service work would reconcile cleanly.
• Genuinely complex after-sales. Ten distinct repair types (including warranty, insurance, goodwill, service contracts, OEM recall, and internal), each with its own billing route, account treatment, and approval flow, plus warranty claims and outsourced sublet work.
• Built to grow from day one. The design had to carry the business from a single showroom and workshop to more locations across Syria, expansion into Africa, and a sub-dealer network, without a rebuild at each step.