ショーンHe Yuxun著

中国からの調達は簡単な、費用運転されたアプローチからより精巧で、より戦略的な変化展開した。 最近の製品の回収が全面的な図に基づいて中国の輸出高に影響を与えなかったようではない間、私達が事例証拠の提案に他では出くわしたどんなに。

確実に最初の調達の興味は中国の悪名高い安価によって、指示する両方(労働のためのそれらのようなおよび土地または賃貸料)および間接誘発された(、助成金を支給された燃費のような政府の輸出刺激の無数の下でされて、VATの払い戻し、非課税や税減少を輸出しなさい)。

長年かけて練習は静的な、アイテム当たりの価格運転されたやり方からより洗練された物に展開した。 例えば、多くの米国のバイヤーは今縦または横に統合されたアプローチを、または両方を用いる。

前のシナリオでは、バイヤーは源ある特定の部分だけかまたは最初にと始めた部品、包装と同様、また源完成品今。 一部はプロダクトを準備ができた得ることまで棚に置かれること彼等のと完全貯える値段を行くかもしれない。

後のシナリオ、バイヤーでは直接価格の比較を落胆させ、こうして価格敏感な市場の競争力を高める方法として形態プロダクト束に源の単一プロダクトだけ、また同じようなか無料プロダクト。

高度のアプローチのもう一つの形態は付加価値調達である。 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