Factory audits should cover five dimensions: (1) quality management system — do they have documented procedures and follow them? (2) production capability — can their equipment achieve your tolerances? (3) social compliance — are working conditions acceptable? (4) financial health — are they stable enough to complete your order? (5) export experience — have they shipped similar products to your market? A one-day audit can assess all five with a proper checklist.
Payment terms follow a standard progression in China. Transaction 1: 30% deposit, 70% before shipment. Transaction 2-3: 30% deposit, 70% against B/L copy. After 1 year: possible 30% deposit, 70% 30 days after B/L date. L/C at sight is standard for large transactions. Never jump ahead in this progression — let the track record justify each step. Trust is earned through consistent performance.
English communication ability often correlates with export maturity but is not a substitute for it. A factory with poor English but good systems and a reliable trading partner can outperform a factory with fluent English but weak processes. Judge suppliers on their systems and track record, not on their language skills. The best factories invest in quality control, not just sales teams.
Quality control should not be a single inspection at the end. Build a multi-point QC plan: (1) raw material inspection before production starts, (2) first article inspection when the first unit comes off the line, (3) in-process inspection at 30% and 60% completion, (4) pre-shipment inspection when 80% is packed, (5) container loading supervision. Each step costs a fraction of catching defects at the destination.