中国の活気づく経済では、製造者の広いネットワークは質および競争の産業部品および装置作り出して上がっている。 中国の調達は差益を高めるか、比較優位を作成するか、または維持する西部の企業のための機会である。
しかし実施に多くの挑戦がある。 最も大きい1つは変更を内部的に経営することである。 それを起こらせる必要な変更のリストはここにある。

ますます西部の会社のリーダーは中国からの調達の商品を始め、低い生産費を利用することにする。 しかし私達は強い変更管理部品なしでこれらの中国の調達の率先の多数を見る: 彼らは通常従業員を説明し、訓練し、示し、中国の製造者に移るように確信させるのに必要とされる時間および努力を過少見積りする。

変更は全く徹底的である: 、質購入して、工学、兵站学、デザイン課は「従来の」製造者との関係のまわりで仕事を組織した。 中国の新しい製造者とのこの従来の供給基準量「遠い調達」との「ローカル調達」からの転位は劇的にそれらが働かせる方法に影響を与える:

初めに、 デザイン課 プロダクトの次世代の設計の新しい技術的で、経済的な抑制を統合しなければならない。 3つの主要な主義は次のとおりである:
1. 中国でsourcedときに高い付加価値の部分および小組立部品は最もよい費用の利点を持って来る物である。
2. 中国の工程は異なっている: 自動生産はいくつかの手動ステップと取替えられる。 それは資本投資およびコストの増加の生産の柔軟性を削減するが、許容は自動化されたプロセスのためにない。
3. 重大な知的財産が付いている部分は中国国外で保たれる。

2番目に、 技術部 used to rely on their traditional suppliers’ superior engineering capabilities, expertise and capacity to innovate. Switching to a supplier which expertise is not as good means:
1. More work: New technical validations and support to the new Chinese suppliers
2. Due diligence: Thorough checks of all safety standards

Thirdly, in the Logistics Department, employees will have to start setting-up new flows coming from China and adapt to a new set of principles. Long transport time by containers may be a new constraint. Factory logistics teams deal with hundreds of issues a day, and new constraints are never welcome. For example, daily deliveries in returnable boxes are not an option when the producing factory is 10,000 kilometers away. The delivery cycle is obviously too long and the investment in boxes would be too large. But if this is the preferred delivery method, the Logistics Department will have to change its habits and adapt to new objectives.

Also, the Quality Department must re-examine its approach of supplier’s quality:
The Quality of the purchased parts used to be sub-contracted to the suppliers: Quality objectives are included in the purchasing contracts and defective parts are sent back to where they come from. The buyers have nothing to do with the quality management of their suppliers. This approach does not work with far sourcing. Waiting for the parts to be delivered to check their quality would be too risky and costly. It takes time and resources, but buyers have no choice but to retake control of the quality management.

"You get what you inspect, not what you expect".

As an example, Shanghai General Motors has developed an army of Advanced Supplier Quality (ASQs) engineers, traveling 4 days a week to their suppliers’ factories. Their role is to directly and constantly manage quality improvement plans.
However, for a Western company without a dedicated organization established locally, managing supplier’s Quality on a regular basis can become problematic: Many of our customers come to us initially to solve Quality problems. Outsourced in-factory quality control and pre-delivery inspections is a common solution.

Finally, directly on the battle front, in the Purchasing Department, the buyers must also adapt their negotiation style and attitude.
One cannot go aggressive on price reduction targets to Chinese suppliers without giving anything in return. It is not only because of the Chinese business culture (you have to become good friends before signing a deal). If the outcome of the negotiation is not a win-win deal, the Chinese supplier might start finding ways to cut his production costs and regain his margin: Swap raw material to cheaper ones or sub-contract to another company. An unprofitable deal for the supplier usually damages the quality of the parts.

If confrontation seldom works, a supportive attitude towards a Chinese supplier generally pays off. Give practical advices, deliver simple trainings, and show your support where it is needed: Suppliers will keep a positive attitude and this will bring mutual benefits.

This is the founding concept of Supplier Development: A Supplier Development project usually starts when the owner of a Chinese company accepts the active support of his potential client over a period of time and engages his company in the implementation of all the best practices brought to him and his staff. In return, the buyer creates a tailor-made production facility for its parts, and a loyal supplier. After 6 months of weekly visits and workshops with the different departments, the Chinese factory dramatically improves and the production starts. This is certainly a large time and effort investment, but it pays off in sustainable cost advantage. Success stories such as BOSCH’s or VALEO’s tend to prove this is a good way to do Industrial Sourcing in China.

All these changes will be effective only if they happen concomitantly and as the China sourcing project makes progress. Such a challenge must be addressed by a company-wide Change Management project.