Comments on: How to control a Chinese supplier’s behavior? http://www.qualityinspection.org/control-chinese-supplier/ Advice and tips for successful quality control of consumer products made in China & Asia: sourcing strategies, quality control... Fri, 03 Feb 2012 11:24:00 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: textile news http://www.qualityinspection.org/control-chinese-supplier/comment-page-1/#comment-8838 textile news Mon, 26 Sep 2011 04:37:59 +0000 http://www.qualityinspection.org/?p=1495#comment-8838 <strong>Amazing site...</strong> I really liked your blog, thanks for sharing this useful information...... Amazing site…

I really liked your blog, thanks for sharing this useful information……

]]> By: Product inspections are also in the supplier’s interest! http://www.qualityinspection.org/control-chinese-supplier/comment-page-1/#comment-850 Product inspections are also in the supplier’s interest! Wed, 14 Apr 2010 04:57:57 +0000 http://www.qualityinspection.org/?p=1495#comment-850 [...] but also about the kind of people they are dealing with (and how easily the purchaser will control [...] [...] but also about the kind of people they are dealing with (and how easily the purchaser will control [...]

]]> By: Renaud http://www.qualityinspection.org/control-chinese-supplier/comment-page-1/#comment-627 Renaud Thu, 11 Mar 2010 02:42:47 +0000 http://www.qualityinspection.org/?p=1495#comment-627 @ Etienne: Thanks for the good suggestions. You are absolutely right, there has to be a "business fit", and it is the most fundamental elements to effectively control a supplier. Sometimes a background check with Glo-Bis is enough to see how big they are and how fast they grow. One of my friends told me about this dialog: The purchaser, very arrogant, says "So, we have represented more than 100,000 euros of business for you last year. What is your total turnover?" The supplier replies "60 million US dollars" The purchaser, unsure of herself: "Oh, then we are..." The supplier finishes the sentence: "Yes, a small customer. But it's fine, if we keep meetings short." @ Etienne: Thanks for the good suggestions. You are absolutely right, there has to be a “business fit”, and it is the most fundamental elements to effectively control a supplier. Sometimes a background check with Glo-Bis is enough to see how big they are and how fast they grow.
One of my friends told me about this dialog:
The purchaser, very arrogant, says “So, we have represented more than 100,000 euros of business for you last year. What is your total turnover?”
The supplier replies “60 million US dollars”
The purchaser, unsure of herself: “Oh, then we are…”
The supplier finishes the sentence: “Yes, a small customer. But it’s fine, if we keep meetings short.”

]]> By: Etienne Charlier http://www.qualityinspection.org/control-chinese-supplier/comment-page-1/#comment-625 Etienne Charlier Wed, 10 Mar 2010 17:06:57 +0000 http://www.qualityinspection.org/?p=1495#comment-625 Good post. In my experience some some of the key factors in keeping a supplier driven to your business are: knowing where you stand with the supplier and verifying your business attractiveness to the supplier at several points in time (amazing as sometimes the purchaser will believe his/her business always ought to be welcome, and also how they do not realize at which speed supplier grow and move on); being upfront and relatively transparent regarding business level and coming forecast; keeping communication channels opened (if business is low for awhile, inform supplier and let them know this is temporary); if volume is small, compensating it by bringing some learning or development potential to suppliers; being professional at any time. When we recommend suppliers to buyers, we always take into account a business fit factor, reflecting some of these aspects. Good post.

In my experience some some of the key factors in keeping a supplier driven to your business are: knowing where you stand with the supplier and verifying your business attractiveness to the supplier at several points in time (amazing as sometimes the purchaser will believe his/her business always ought to be welcome, and also how they do not realize at which speed supplier grow and move on); being upfront and relatively transparent regarding business level and coming forecast; keeping communication channels opened (if business is low for awhile, inform supplier and let them know this is temporary); if volume is small, compensating it by bringing some learning or development potential to suppliers; being professional at any time.

When we recommend suppliers to buyers, we always take into account a business fit factor, reflecting some of these aspects.

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