Managing translation and interpreting services for large-scale international events presents significant challenges, particularly in implementing an integrated management model that synergizes both modalities. Research in this area, especially practice-oriented case studies, remains limited. This paper addresses this gap by conducting an in-depth case study of the translation management for the 6th World Buddhist Forum, a major event involving 80 professional translators and interpreters, 8 languages, and 389 manuscripts. Drawing on participant observation and interviews, the study analyzes the project's entire lifecycle, which was structured into five distinct phases: translator training, team mobilization, remote translation, on-site services, and post-event knowledge consolidation. The findings reveal a unique management model that inherits and develops the traditional Buddhist scripture "translation forum" (yichang). This legacy was manifested in its collaborative ethos, clear division of labor, and the strategic embedding of the translation team within the event's core organizational structure rather than as an external vendor. Furthermore, the project implemented a human-centered management approach rooted in the Buddhist principles of wisdom and compassion, fostering strong team cohesion and motivation. A robust emphasis on systematic knowledge management—through pre-forum training, the creation of a dynamic knowledge base, and post-forum debriefing—ensured quality, consistency, and long-term capacity building. This study aims to transcend its specific religious context to offer a universal framework for language service management. It demonstrates how integrating "value-driven" leadership with "task-driven" efficiency can resolve common bottlenecks—such as resource constraints and siloed workflows—in large-scale international events. The proposed model offers actionable implications for organizers of large-scale international events seeking to balance operational rigor with humanistic care.