Archive for the ‘Sourcing in China’ Category

Letter of Credit for Importers-2

Monday, December 3rd, 2012

A letter of credit is beneficial to the supplier because:
1.Forces clear written plans from buyers. Allows supplier to know exactly what is expected from them.
2.Guarantees payment if conditions are met. Less risk of a buyer “walking away” due to this formalized contract.
If importers can afford this payment method (the bank generally charges several hundred USD + a small % of value), it is most effective when paired with a reliable quality control plan. As mentioned above, the buyer may establish quality requirements. Many professional QC firms will provide a certificate for the bank that outlines the necessary quality issues before releasing payment.

While indeed a Letter of Credit protects you as a buyer, it is important to realize that risks are not completely mitigated with this payment method. For example, the factory can interpret it very literally. If some instructions or details (even obvious ones!) are missed by the buyer in the contract, a factory will still be paid even if the products are off. It is still as necessary as ever to stay vigilant with the factory in order to ensure that the Letter of Credit accomplishes its intended result.

Practical application of the Letter of Credit
It is not realistic that all of your suppliers will be willing to work under a L/C, especially on initial orders of custom goods and small orders. Initial production runs of new designs tend to have more problems than steady on-going orders. It’s seems like it is often hard for the good factories in China to hit a lead time, and impossible for the sloppy ones. If a L/C is in place and a deadline missed, the buyer has the right to cancel the order. Suppliers know this and try to avoid being pinned down by an L/C. If your order is small, the suppliers may not be willing to jump through all the hoops associated with setting up an L/C. But if your orders are large, steady and made up of “off the shelf” products, then you should certainly be exploring the use of a L/C as you buy from China.

This article was co-penned with Mike Bellamy of the China Sourcing Information Center. Check out the China Sourcing Information Center and their interview about the Letter of Credit from earlier this year.

Letter of Credit for Importers-1

Sunday, December 2nd, 2012

When importers voice their concerns, one frequent issue is how to structure the payment of their goods. Payment in advance is dangerous, as there is no guarantee of receiving their products, and if they do, no guarantee on quality. Payment after receiving the goods is exceedingly rare as most suppliers will not agree to such terms. One safer way to pay for a PO is through a Letter of Credit (L/C).

What is a Letter of Credit?
A letter of credit is a payment method using an intermediary bank. In this arrangement, the bank agrees to send payment from person A to person B if certain conditions are met. The buyer pays once conditions have been met and products have shipped. This kind of agreement can benefit both sides.

A letter of credit is beneficial for the buyer because:
1.It is much harder for a supplier to rip off the importer. Costs are established upfront, and fake suppliers can’t easily scam you out of cash. (Leads to more accurate price quotes)
2.The importer can stipulate that certain quality milestones be met before releasing payment. (Leads to more attention to quality)
3.There is a set date that the L/C will be terminated, so the supplier must meet these needs by this date. (Leads to more attention to timing)

How to enforce penalties

Wednesday, July 11th, 2012

Penalties should be reasonable, systematically applied, and anticipated by the supplier. In practice, penalties should be mentioned on purchase orders. They should also be written in the contract and/or in the letter of credit (if applicable). Then the buyer only needs to issue debit notes for each penalty, and deduct them from payments.
It is very important to make sure the supplier is aware of penalties, and takes them seriously (Chinese exporters seldom read contracts).

Avoid unreasonable penalties
Penalties should be legitimate, or the supplier will feel taken advantage of.

Danger No.1: not taking responsibility.
Let’s say the buyer was unusually slow in approving samples. Production started later, and shipment is delayed. Should the supplier pay full penalties? Would it be fair? Of course not. If you expect your suppliers to behave honestly with you, don’t infuriate them!

Danger No. 2: charging penalties that have no relationship with your true costs.
In that kind of incentive system, the buyer actually makes money on the mistakes of his suppliers. It is not legitimate. The penalties should correspond to the true cost imposed on the buyer’s organization.

How to become “Happy Buyers”?

Monday, July 9th, 2012

1. “Happy Buyers” are into building long term relationships

a) They happen to be genuinely looking for “win-win” situations because they want (and more importantly need) long term suppliers.
b) They focus on strengthening the relationship because they are aware that not having big purchase orders they need to leverage on the relationship – and with that objective in mind, they make sure that they visit their suppliers very often, because in China things do not get done by fax.

2. “Happy Buyers” approach price negotiation very professionally

a) They understand their suppliers’ cost structure (how much goes into labor, materials cost)
b) They track commodity prices that are involved in their products. So, when a supplier comes back saying “I need to increase the price” they can:
a) Assess if there is a valid reason behind the request
b) Estimate what would be the fair cost impact
c) Objectively decide if they should give in (in future orders… not for this one!)
All of which will positively help the long term relationship and both sides satisfaction.

How to get right China product sourcing?

Thursday, July 5th, 2012

1.Conduct a background check on your potential supplier. Make sure they really are the factory, and not just an intermediary entity.
2.Have a factory audit 
3.Make sure the factory is the right fit for you, particularly in terms of size.
4.Avoid paying 100% upfront and use a good OEM Agreement. 
5.Make sure your own company follows its buying procedures.
6.Define very clearly what you want from your Chinese factory and make sure that the factory understands what you want. 
7.Regularly perform quality control inspections, as appropriate. 
8.Stay with the same supplier as long as the relationship is good, rather than abandoning them to save a few pennies somewhere else.
9.Visit your factory on occasion to meet with their people face to face.
10.Contribute to your factory’s improving its operations.

Few Chinese factories adopt lean principles

Wednesday, June 20th, 2012

1. Ignorance of best practices
Over 95% of factory owners are not aware of the benefits they would gain from a lean transformation.
Actually, they don’t even believe it when I tell them. The batch-and-queue system, with tons of work-in-process inventory, seems to be the most efficient. That’s how their former employers, their friends, and their competitors do, after all.
Very few Chinese factory owners are engineers. And the State media aren’t going to recognize Japan’s superior know-how anytime soon. So this obstacle will not disappear quickly.

2. The whole supply chain would need to be restructured
Manufacturers are not focused on streamlining the flow in their supply chain. As I wrote before, they tend not to think in terms of systems. But there are two other factors at work:
Their export customers themselves encourage a batch-and-queue organization, because they often purchase full containers at a time. Their suppliers give low prices when materials are purchased in large quantities.

3. No interest in improving processes
In Toyota factories, processes are automated only when they are physically hard or dangerous for workers. The objective is to keep improving each process by using the operators’ brains. A robot has no brain, runs no pilot test, and makes no suggestion.
In contrast, Chinese factory owners usually think automation is a solution to reduce their costs and their quality problems. They automate their existing bad processes!

4. No respect for people
A lean transformation is only possible if people are respected. For example, productivity gains (thanks to increased throughput, more orders shipped, and more efficient processes) should not result in layoffs.
This is very, very far from current practices in China, as described below:
Short-term thinking on the owner’s side (his wife is often using the factory’s profits to invest in real estate). No investment in training, little investment in equipment. Short-term thinking on the employees’ side, and in particular the migrant workers who might not come back after Chinese New Year. Constant fear of losing one’s job in many factories.