From: "Saved by Internet Explorer 11" Subject: Importer or team leader Date: Wed, 9 Nov 2016 08:53:35 -0800 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----=_NextPart_000_0000_01D23A66.C1D28440" X-MimeOLE: Produced By Microsoft MimeOLE V6.1.7601.17609 This is a multi-part message in MIME format. ------=_NextPart_000_0000_01D23A66.C1D28440 Content-Type: text/html; charset="utf-8" Content-Transfer-Encoding: quoted-printable Content-Location: http://www.globalsources.com/NEWS/SIC-importer-or-team-leader.HTM =EF=BB=BF
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Path: Sourcing News & = Advice=20 >> Smart=20 Sourcing >> Importer or team=20 leader
By Jacob Yount
When=20 you source, manufacture and buy from an offshore supplier, are you = simply an=20 importer doing a task or will it be more advantageous to view yourself = as a team=20 leader?
So=20 basically, I send in my payment and then they=E2=80=99ll manufacture the = order and then=20 once it=E2=80=99s complete, I=E2=80=99ll send my balance and = that=E2=80=99s all it takes,=20 right?
Consider=20 in your China sourcing endeavors, the amount of tasks and requirements = that are=20 intertwined with a successful project.
=E2=80=A2=20 Administration
=E2=80=A2 = Sign-offs
=E2=80=A2 = Communication and=20 Accessibility
=E2=80=A2 = Logistics
=E2=80=A2 = Project management.=20 Establishing directives and goals and then assuring BOTH sides, supplier = and=20 importer are hitting their goals.
How=20 many of these tasks are solely the responsibility of the importer? Is = there=20 anything on that list that=E2=80=99s only the supplier=E2=80=99s = responsibility?
In=20 China manufacturing, the entire relationship between buyer and supplier = is=20 frequently disconnected.
The=20 importer wants to order with the ease of buying locally and assumes the = supplier=20 =E2=80=9Cshould know what to do=E2=80=9D and that everything is = handled.
The=20 supplier, due to capability and deep cultural characteristics, operates = from a=20 to-do list=20 mentality and wants see how much they can proceed on bare minimum = investment=20 (whether thought, energy or resources).
All=20 this leads to nasty scenarios of delays, poor interaction and ultimately = substandard manufactured goods.
To=20 some extent, the buck stops with the importer
A=20 safer and more comprehensive view is to see the supplier working FOR you = in the=20 sense of a leader (importer) and production team (supplier). This is = instead of=20 the traditional buyer / supplier view.
When=20 importers start seeing their supplier first and foremost as the = production=20 department, then it becomes clearer to the importer what tasks should be = delegated to the supplier, what tasks should be spearheaded by the = buying side=20 and what tasks are ongoing between both sides.
Establish=20 realistic parameters and delegate the appropriate tasks.
At=20 the risk of stating the obvious, the supplier is primarily responsible = for safe=20 and quality manufacturing. Therefore you want avoid bogging them down = with=20 secondary tasks that=E2=80=99s going to remove their focus from the main = thing.
The=20 supplier is an extension of your production department, not your = administration=20 dept or your =E2=80=9Creminder squad.=E2=80=9D
If=20 the supplier is responsible for safe and quality product, then = it=E2=80=99s your=20 responsibility to assure the standard is set and both sides are crystal = clear on=20 the required specifications.
From=20 the beginning of a project, establish expectations
So=20 often when dealing with China, even the best suppliers suffer from the = bare=20 minimum mentality (laid out above), so what you want to do is realize = this and=20 inspire the supplier to see your vision.
List=20 your expectations to your supplier from the beginning. Even after = you=E2=80=99ve gone=20 over these from the beginning, the supplier probably will not get it and = adapt=20 the first time, or the second time, or the=E2=80=A6.
Working=20 with China requires a lot of what I call =E2=80=9Cshampoo = instructions=E2=80=9D. Rinse and Repeat. If you think = you can tell=20 your supplier or employee or teammate something 1 time and they got it = or they=20 will self research, then you=E2=80=99re going to be = disappointed.
A=20 team is only as good as its leader. You have to consider, when = contracting a=20 vendor to manufacture your orders, the supplier becomes an extension of = your=20 company. So many importers and distributors discuss on their website how = they=20 have this intricate network of global suppliers. But when they contact = this=20 supposedly pre-establish =E2=80=9Cnetwork=E2=80=9D, they treat it solely = as an us and them=20 mentality. But wait, wait, I thought this was your global = network?
What=20 healthy organization has leaders that do not communicate and update the = team? If=20 you want your supplier to communicate with you, you have to communicate = with=20 them. Show=20 them via example and via direct firm request how you expect to be=20 updated.
You=20 won=E2=80=99t find a thriving organization that thinks every other = department is=20 supposed to handle something (without proof that they have agreed or are = capable=20 of handling).
An=20 importer motivates their supplier. Keep in mind that the sales contact you frequently = speak with; they=20 ain=E2=80=99t making a lot of money. The factory workers make less.What = incentive have=20 you given for them to serve you any better?
You=20 establish a loyalty with your contact by clarity in instruction, = non-combative=20 communication, guidance and repeat business.
If=20 you=E2=80=99re an importer that=E2=80=99s having trouble with suppliers, = then you=E2=80=99re a team=20 leader that=E2=80=99s having trouble leading.
Want=20
to learn more sourcing best practices?
Join the Global Sources Summit that combines conferences =
and=20
networking, co-located with our Hong Kong trade shows. The event will be =
held=20
April 17-19, 2017, and is geared toward online and Amazon=20
sellers.
Jacob=20 Yount lived in China from 2001 to 2012, during which time he started = JLmade. He=20 is now based out of North Carolina in the US and his home office is = still in=20 Suzhou, China; manufacturing and exporting branded merchandise, = promotional=20 products and retail gifts for distributors worldwide. Contact Jacob at = This=20 email address is being protected from spambots. You need JavaScript = enabled to=20 view it. = , or find him on his blog.=20
Read more Sourcing=20 News & Advice