ب [شون] [ه] [يوإكسون]

قد تطوّر [سورسنغ] من الصين من [ستريغت-فورورد], [كست-دريفن] مقاربة أن أكثر مفصّلة وتشكيلات استراتيجيّة. بينما الأخيرة منتوج إستدعاءات لم يبدووا أن يتلقّى صدمت تصديرات صينيّة يؤسّس على أرقام إجماليّة, ولكن قد تصادف نحن قصصيّة بيّنة يقترح ال خلاف ذلك.

دون شكّ الأوّليّة [سورسنغ] أطلقت فائدة كان بالصين [لوو كست] شهيرة, على حدّ سواء يوجّه (مثل أنّ لعمل وأرض أو إيجار) وغيرمباشر (يرجع تحت ربوة من حكومة تصدير دافع, مثل يساعد [فول كست], صدقت حوض مبلغ معاد, [نون-تإكسأيشن] [أند/ور] [تإكس ردوكأيشن]).

على السنون قد تطوّر التمرين عمليّ من ساكن إستاتيكي, [بر يتم] [بريس-دريفن] [مودوس وبرندي] إلى أكثر راقي أحد. مثلا, كثير [أوس] يستخدم مشتريات الآن عموديّا أو جانبيّا يضمّ مقاربة, أو كلا.

في السيناريو سابقة, أراد مشترية مصدر ليس فحسب جزء مؤكّدة أو عنصر أنّ هم كانوا قد بدأوا مع في البداية, هم أرادوا الآن أيضا مصدر ال [فينيشد برودوكت] [أس ولّ س] ه يعبّئ. بعض يمكن ذهبت لغاية يحصل المنتوج يتأهّب أن يكون نضّدت, كاملة مع هم [إين-ستور] سعر بطاقات.

في السيناريو متأخّرة, شكّل مشترية ليس فحسب مصدر منتوجات وحيد, غير أنّ أيضا مماثلة أو منتوجات مديحية أن منتوج حزمات كطريق أن يثبّط [ديركت بريس] مقارنة ولذلك حسنت وضع تنافسيّتهم في سوق [بريس-سنستيف].

آخر شكل من مقاربة متقدّمة [سورسنغ] [فلو-دّد]. In this approach, a buyer would also gain support from Chinese suppliers (often those with strong capabilities) such value-added services as new product R&D, design and prototyping.

In strategic sourcing, a buyer would employ one or more of the following tactics that don’t seem to be directly related to what they are currently doing: 

- Sourcing other non-related products from the same area for logistic concerns 
- Sourcing new products to meet a potential demand upon foreseeing a trend 
- Seeking alternative suppliers as backup to and/or to keep the primary supplier competitive 
- Engaging in sourcing activities just to get a gauge on the marketplace 
- Sourcing to change existing business model. For example, a US military supplier is required to make their products domestically. But they decided to resort to sourcing from China to expand their otherwise rather minor commercial operation. This would enable them to turn their military side of the operation into a temporary ‘loss leader’ and thus better compete and win greater market share in that sector. Eventually they would be able to reap the resulted economy of scale and become profitable again in that operation.

Did the recent massive product recalls in the US hurt Chinese exports?

At the macro level, other than a tarnished ‘Made in China’ label in the media, it seems ‘business as usual’ for Chinese exports, which had enjoyed a 34% growth as of the end of October ‘07.

Bear in mind, however, that much of this growth came from non-consumer products, such as steel.

But at a micro level, however, we have come across anecdotal evidence suggesting the otherwise. For example, from talking to members in our network, we found that some companies are now more eager to locate alternative sources outside China, for example, in India and Vietnam.

One other anecdote involves a US-based manufacturer who suddenly saw a spike in inquiries and orders following the recalls. Incidentally, a recent New York Times story about this year being a wooden toy maker’s best year ever seemed to echo this as well.

Yet another situation involves a leading North America-based personal health product company which encountered much tightened registration requirements in their sample sourcing efforts. Just for comparison: Before the recalls hit the news we had helped them source and launch a major product line with 6 months. But since the fiasco, the import approval process alone has already taken them 4 months and it is still far from getting done…

Shawn He Yuxun, MeetChinaBiz