Engagement shapes are real. Client names are kept confidential.
Fast-growth customization brand, Netherlands
A new-generation Dutch furniture brand built on rapid growth and end-customer customization. We supervise the Turkish production pipeline for their core SKUs, managing supplier coordination, sample iteration for new customization variants, quality control, and freight to their Netherlands distribution point. The challenge: customization-heavy SKUs need a production-and-QC discipline that catalogue-style suppliers don't naturally have. We added that layer.
Trade wholesale group, United Kingdom & Ireland
A multi-entity wholesale group serving smaller retailers and direct-to-consumer channels across the UK and Ireland. We supervise the full export pipeline from Turkey for their bed components and wholesale furniture lines — including specialized components like patented ottoman frames and gas-lift mechanisms — managing production scheduling, certification documentation for the UK market, and consolidated freight planning across two destination countries.
Mid-size wholesaler with a timeless catalogue, Germany
A German mid-sized wholesaler with a broad, timeless-design catalogue that distributes to multiple downstream furniture retailers. We run the Turkish production-to-Germany export cycle for selected categories, with the operating discipline that a German wholesale environment expects: precise lead times, documentation hygiene, and consistent quality across long catalogue runs.
Boutique high-quality producer, Belgium
A Belgian furniture house focused on bespoke, high-quality work. We supervise the sourcing and supply of components and finished pieces from Turkey, with quality bars set at the level a boutique client base demands. Lower volume than the wholesale cases — higher precision.
WHAT THESE HAVE IN COMMON
Different end markets, different price tiers, different SKU profiles. The common thread: each client outsourced the Turkey-side process supervision to SPMex instead of building it in-house. Cross-border problems aren't just costly many of them are difficult, slow, or sometimes impossible to unwind once they've occurred. The cost of getting it wrong, in both money and in unrecoverable time, outweighs the cost of getting it managed.