在中國興旺的經濟，供應商一個寬廣的網絡導致質量和競爭工業零件和設備上升。 源頭在中國是機會為了西部工業公司能增加邊際，創造或者維護競爭優勢。
但有許多挑戰在實施。 最大你是內部處理變動。 這變動名單根本做它發生。

越來越西部公司領導決定開始源頭物品從中國和利用它的低生產成本。 但我們看許多這些中國源頭主動性，不用一個強的變動管理零件： 他們通常低估需要的時間和努力解釋，訓練，展示和說服雇員轉移到中國供應商。

變動的確是猛烈的： 購買，質量，工程學，後勤學，設計科在與他們的「傳統」供應商的聯繫附近組織了他們的工作。 轉移從「地方源頭」與這傳統供應來源「遠的源頭」與新的供應商在中國將顯著影響他們運作的方式：

首先， 設計科 在設計必須集成新的技術和經濟限制下一代產品。 3項主要原則是：
1. 當在中國， sourced部分以高淨增值和組作是帶來最佳的費用好處的那个。
2. 生產過程在中國是不同的： 自動生產被一定數量的手工步替換。 它減少資本投資和費用，增量生產靈活性，但容忍不是像為一個自動化的過程一樣。
3. Parts with critical Intellectual Property shall be kept outside China.

Secondly, the Engineering Department 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.