The Zero Waste movement, originating in the 1980s, has gained significant momentum in the building sector, driven by stricter regulations on carbon emission. Zero Waste is transforming the way we approach waste management with an increasing number of companies embracing environmentally conscious practices and the growing preference of tenants for living and working in buildings with green features.
In a bid to create a circular economy, where over 90% of post-consumer items avoid landfills, the focus is on recycling, reusing, composting, and converting organic material into renewable energy. The real estate industry is taking note, with construction and demolition waste accounting for 25-45% of U.S. landfill waste.
The Center for Zero Waste Design (CFZW) has played an important role, providing a comprehensive 150+ page report on waste management strategies. As waste practices evolve globally, Zero Waste finds more traction in Europe and Scandinavia. Cities like San Francisco and Washington, D.C. are setting ambitious waste diversion targets, signaling a policy shift towards mandatory compliance.
In the quest for sustainability, Zero Waste is set to captivate building owners and office tenants. Technology is aiding progress tracking, and with ongoing advances, we can expect innovative tools to for a transformative journey towards a greener, more sustainable future.
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
A recent study for the European Union reveals China’s remarkable lead in research on clean-energy technologies, surpassing the EU and reshaping the dynamics of innovation.
In 2021, China led in peer-reviewed publications covering areas like solar and wind power, lithium batteries, heat pumps, and carbon-capture technology, marking a reversal from 2010 when the EU led in most of these sectors.
The study highlights China’s growing role as a global leader in science and innovation, posing both challenges and opportunities for the EU’s green-tech ambitions. Despite the EU’s efforts to reduce dependencies, the study suggests that gaps in research and innovation could impact the region’s ability to diversify its sources.
Interestingly, the EU is set to unveil new rules aimed at scrutinizing and potentially blocking foreign investments in sensitive industries. The study underscores the EU’s significant import reliance on China, reaching 22% in 2022, with implications for trade diversification. Chinese inputs are particularly integral to EU industries such as basic metals, chemicals, electronics, and electrical equipment.
However, the report also highlights reciprocal trade dependencies, as China’s electronics sector relies on almost 5% of its total output value from EU inputs, similar to the EU’s reliance on Chinese inputs in its overall industrial sector.
Will these measures reshape the landscape of global collaboration in the clean-energy sector?
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
When it comes to international trade and sourcing products from China, making sure they comply with the agreed-upon specifications and quality standards is really important. One key part of checking quality is doing a Pre-shipment Inspection (PSI), standing out as the final check for buyers. This guide explains why PSI matters and offers clear steps for a successful inspection, ensuring a smooth sourcing process.
All inspections are essential in the quality control process, but the Pre-shipment Inspection, commonly referred to as the “PSI,” holds a unique position. By thoroughly examining goods before they leave the manufacturer’s facility, PSI helps reduce the risk of receiving defective or non-compliant products.
The objective of the PSI is to validate that the goods you have ordered have been manufactured in strict accordance with the specifications you provided to the factory.
What sets the PSI apart is its timing – it occurs when the product is fully completed and packed. In essence, what you see during the PSI is precisely what you receive; there is no room for last-minute changes by the factory.
This inspection serves as the buyer’s last line of defense, ensuring that any quality issues are identified before the goods are shipped. Discovering such issues post-PSI can result in major complications for all parties involved.
The Quality Assurance process follows the principle that “prevention is better than cure.” Success is best achieved through collaborative efforts between buyers and sellers. Factories have a vested interest in ensuring a flawless PSI because it guarantees client satisfaction, on-time shipment, and eliminates additional costs related to reworking products. Ideally, all shipments should pass the PSI, indicating that the quality control process has been diligently managed from start to finish.
How to Perform a PSI
Executing a PSI effectively involves careful planning and coordination. Here’s a step-by-step guide to follow the PSI process:
1. Review Specifications:
Confirm product specifications at the time of order placement.
Develop a Product Specification Sheet (PSS) and Inspection Specification Sheet (ISS) based on your needs and product requirements.
Ensure the factory acknowledges and understands these specifications by obtaining their signatures.
2. Scheduling:
Coordinate with the factory to determine a suitable inspection date.
Align inspection dates with the shipping schedule and your QC department’s convenience.
Confirm the inspection date with the factory and notify your QC department accordingly.
3. Documents and Tools:
Equip the QC inspector with necessary tools and documents, including:
Product Specification Sheet
Inspection Specification Sheet
QC Inspection Checklist
Drawings
Purchase Order (PO) sent to the factory
Packing labels
Carton labels
Any other relevant documents or tools required for inspection.
4. On-site Factory Inspection:
The QC inspector conducts a comprehensive on-site inspection following the ISS requirements, including:
Using the QC Inspection Checklist as a step-by-step guide.
Ensuring random sampling for quality verification.
Recording all on-site data in a report form.
Capturing clear product photos, including the details.
Maintaining open communication with the sourcing team.
If necessary, select production samples randomly for quality verification and certification.
5. Inspection Results:
Complete the PSI report and send it to the buyer before packing and transportation.
Include dimension sheets, photos, material certificates, factory QC pass certificates, and any other necessary documents to provide a comprehensive report, as required by the PO or the buyer.
In many cases, factories in China offer self-inspection services. However, it’s crucial to work with factories that have a well-established quality assurance system in place. Even if you have a longstanding relationship with a factory, conducting a thorough third-party PSI remains essential to ensure that your goods conform to your specifications and expectations.
Mastering the Pre-shipment Inspection is a critical skill for successful China sourcing. By following the steps detailed above and maintaining a proactive approach to quality control, you can protect your business from potential quality problems and shipping delays.
This article is inspired by the expertise of Iris Zhou, a highly accomplished professional with a Master’s degree in Logistics Engineering from Beijing Jiaotong University.
For more information, please contact:
Karlheinz ZUERL – CEO of GTEC(German Technology & Engineering Cooperation)
“The most important investment you can make is in yourself. Very few people get anything like their potential horsepower translated into the actual horsepower of their output in life. Potential exceeds realization for many people … The best asset is your own self. You can become to an enormous degree the person you want to be.”— Warren Buffett
An easy way to understand this is by looking at your to-do list. If you are seeing some items from previous weeks, congrats! You are a procrastinator…
If you are delaying important but cumbersome tasks and focusing on more enjoyable easier tasks, let’s put it like this, you are not lazy but only restricting your potential!
The thing is, labeling yourself as a procrastinator is mentally tiring. Once you accept, it goes all the way to your daily tasks. Everything starts to look like a chore.
Although I have never called myself a procrastinator, I tend to push the limits of deadlines for almost every task by doing almost nothing tangible initially.
So, I have some advice!
Mentally prepare yourself for your tasks! Coming up with a conceptual framework is half of the job at hand, whatever it is.
If you have five minutes to cut down a tree, use your first three minutes to sharpen your axe!
I came across a word of wisdom from an ancient Jewish King, Solomon. He stated: “If the ax is dull and its edge unsharpened, more strength is needed…” (Ecclesiastes 10:10a)
It’s the famous quote from Abraham Lincoln, “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”
So, if you are going through a period of exhaustion:
Layoffs
Work Stress
Parenting
Relational Issues
Toxic People
All of the Above
Realize that you need to take time to regain strength and energy by renewing yourself physically, emotionally, mentally and spiritually. It’s important. Not just for yourself, but for everyone who depends on you to be at your best.
How to get back to making an impact?
Here are five tips:
1. Set Expectations Early On
2. Set Priorities and Stick To Them
3. Be Proactive
4. Don’t bite off more than you can chew
5. Build your toolbox
If you are a private person want to know more, visit our website https://gtec.asia/profit-growth-academy/partnership-program/ and ask for “MENTORING”
or if you are a company and need support by our experts in industry, please visit our website https://gtec.asia/experts-in-industry/
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
GTEC-CEO Karlheinz Zuerl: „Methoden, die in Europa als kriminell gelten, sind in China üblich.“
Karlheinz Zuerl, CEO der German Technology & Engineering Corporation (GTEC)
(PresseBox) (Peking/Berlin, 07.09.2023) „Europäische Firmen agieren oftmals mit einer gehörigen Portion Blauäugigkeit in China“, sagt der Asien-Experte Karlheinz Zuerl, CEO der German Technology & Engineering Corporation (GTEC). Vom Personalwesen bis zum Qualitätsmanagement wendeten die Unternehmen in der Regel die in Europa üblichen Verfahren an, ohne dem völlig anderen sozialen Umfeld und den kulturellen Unterschieden ausreichend Rechnung zu tragen, hat Zuerl festgestellt, dessen Firma laut Angaben regelmäßig für „Feuerwehraufgaben“ in China gerufen wird.
Familie statt Firma im Vordergrund bei Entscheidungen
GTEC-Chef Karlheinz Zuerl gibt ein Beispiel: „Der bei uns in Europa negative Begriff der Vetternwirtschaft stellt in China den Regelfall dar. Wer eine gute Position bekommt, ist seiner Familie verpflichtet, so viele Verwandte wie möglich ebenfalls mit einem Job zu versorgen. Wie gut das gelingt, entscheidet darüber, ob man der Held seiner Familie ist oder das schwarze Schaf.“ Daher sei es kulturell begründet, urteilt der Asien-Experten, wenn „Mitarbeitende auf praktisch allen Hierarchieebenen ihren familiären Status vor die Belange des Arbeitgebers“ stellten.
Karlheinz Zuerl verdeutlicht: „Die dabei eingesetzten Methoden würden wir in Europa häufig als kriminell bezeichnen, aber in China gehören sie zum Alltag.“ So seien Kreuz-Einstellungen zahlreicher miteinander befreundeter Familien in China die Regel. Das hat nach Erfahrungen des Asien-Experte zur Folge, dass viele unternehmerische Entscheidungen weniger an den betrieblichen Belangen als vielmehr entlang familiärer Verkettungen gefällt würden.
Häufig falsche Einschätzungen westlicher Manager
Karlheinz Zuerl spricht aus der Erfahrung dutzender von Beratungsmandaten seines Unternehmens für europäische Unternehmen: „Viele westliche Manager leiten in China einen Familienbetrieb und wissen es nicht einmal.“
Die interkulturellen Missverständnisse machen allerdings bei der „Familienwirtschaft“ nicht Halt, stellt der GTEC-CEO klar. So kommt es nach seiner Erfahrung auch beim Qualitätsmanagement häufig zu völlig falschen Einschätzungen westlicher Führungskräfte bezüglich der Anforderungen und Erwartungen in chinesischen Produktionsstätten.
Karlheinz Zuerl erklärt: „In China herrscht beim Einkauf eine Zero-Fehlertoleranz, das heißt, es dürfen null Fehler beim Kunden ankommen. Aber bei der Fertigung wird es selbst bei glasklaren Vorgaben nicht immer so genau genommen. Angesichts dieser Situation sind viel häufigere und viel strengere Qualitätskontrollen als in Europa notwendig, um den Kundenansprüchen zu genügen.“
Fehler werden aus der Ferne zu spät erkannt
Der Asien-Experte weiß aus seinen Erfahrungen, dass Qualität in der Fertigung nicht nur in China nur mit einer stetigen Präsenz vor Ort zu erreichen ist. „Entweder entsendet man Führungskräfte, die einige Jahre Erfahrung mit der dortigen Kultur besitzen sollten, oder man findet einen vertrauenswürdigen Repräsentanten vor Ort, der allerdings in keine familiären Bande eingebunden sein darf“, sagt Karlheinz Zuerl. Er weiß: „Genau daran scheitern viele Unternehmen, weil sie in der Firmenzentrale im Westen zu spät erkennen, was in der Ferne tatsächlich passiert.“ Das Berichtswesen aus China verschleiert in vielen Fällen die wahre Situation über Monate und gelegentlich sogar Jahre hinweg, hat der GTEC-Chef im Rahmen von Beratungsprojekten festgestellt, bei denen es darum ging, die Scherben zusammenzukehren und das betroffene Unternehmen wieder auf Wachstumskurs zu bringen.
„Die in Deutschland häufig anzutreffende Mentalität, den Finger in die Wunde zu legen und die Probleme anzupacken, ist in China wenig verbreitet“, erklärt Karlheinz Zuerl. Er führt aus: „Vielmehr ist es Teil der dortigen Kultur, Unschönes zu verstecken und die Situation rosig zu malen. Daher gilt es bei Berichten aus chinesischen Niederlassungen vor allem zwischen den Zeilen zu lesen, was in der Regel nur mit einem tiefgehenden Verständnis über die dortigen Gepflogenheiten gelingt.“
GTEC (https://gtec.asia) hilft westlichen Unternehmen, Herausforderungen in Asien zu bewältigen. Der Schwerpunkt liegt dabei auf der Geschäftsentwicklung, dem Auf- und Ausbau von Niederlassungen und Produktionsstätten, sowie Sanierungs- und Turnaround-Maßnahmen, um Firmen in kritischen Phasen wieder in die Gewinnzone zu bringen. Unter der Leitung von CEO Karlheinz Zuerl ist ein Team von Beratern, Experten und Interim Managern aktiv, das im Bedarfsfall beim Kunden vor Ort zum Einsatz kommt. Der Chef selbst steht für Aufgaben als Interim General Manager und für Executive Consulting zur Verfügung. Auf der Referenzliste von GTEC stehen Konzerne wie bspw. Atreus, BMW, Bosch, General Motors und Siemens, große Mittelständler wie Hella, Schaeffler, Valeo und ZF sowie kleinere Mittelständler, die wenig bekannt sind, aber umso erfolgreicher in Asien agieren.
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
GTEC-CEO Karlheinz Zuerl: „In China gilt Künstliche Intelligenz als ein Schlüssel zur nationalen Entwicklung und internationalen Wettbewerbsfähigkeit. Die meisten chinesischen Fertigungsunternehmen streben autonome Produktionsanlagen mit KI als Herzstück an.“
Peking/Berlin, x. Oktober 2023 – „Während viele Bürobeschäftigte in europäischen Firmen mit KI-Tools wie ChatGPT und Google Bard experimentieren, hält Künstliche Intelligenz in chinesischen Unternehmen auf breiter Front Einzug“, hat der Asien-Experte Karlheinz Zuerl, CEO der German Technology & Engineering Corporation (GTEC), festgestellt. „In Europa sucht vor allem die mittleren Managementebene die Vorteile von KI für sich zu nutzen, aber in China ist Künstliche Intelligenz beim Topmanagement angekommen. Ein Großteil der chinesischen Firmen folgt einem von der Unternehmensspitze vorgegebenen KI-Fahrplan“, berichtet Zuerl, dessen Firma das China-Geschäft für viele westliche Unternehmen auf- und ausbaut oder bei Bedarf saniert.
Topmanagement in China: In KI investieren oder untergehen
GTEC-Chef Karlheinz Zuerl weiß aus Gesprächen mit vielen chinesischen Unternehmenslenkern: „Das Topmanagement in China geht in weiten Teilen davon aus, dass KI, Big Data, Robotik und andere Aspekte der digitalen Transformation ihr Geschäft fundamental beeinträchtigen werden. Viele haben schlichtweg Angst davor, dass ihr Unternehmen binnen weniger Jahre vom Markt verschwinden könnte, wenn sie nicht massiv in die neuen Technologien und allen voran in Automation und Künstliche Intelligenz investieren.“
Europäische Unternehmen, die mit Zweigniederlassungen in China aktiv sind, sollten sich dieser „chinesischen Angst vor den Folgen von KI“ bewusst sein, mahnt Asien-Experte Karlheinz Zuerl, und stellt klar: „Vor den Folgen des Nicht-Einsatzes, nicht der Anwendung“. Nach Analyse des Fachmanns gelten die unübersehbaren Erfolge beim Robotereinsatz in der Produktion dem chinesischen Management als Blaupause für KI-Anwendungen.
Karlheinz Zuerl sagt: „Automatisierung ist das große Thema in China. In immer mehr Fabriken werden menschliche Arbeitskräfte durch Industrieroboter ersetzt oder ergänzt, um die Produktionskosten zu senken, die Qualität zu erhöhen und die Produktionsmengen zu steigern. KI stellt in diesem Zusammenhang eine wichtigen Schritt auf dem Weg zu autonomen Produktionsanlagen dar.“
KI wird in China derzeit fast flächendeckend eingeführt
Der Asien-Experte umreißt das Thema: „Im Reich der Mitte wird Künstliche Intelligenz nicht nur als technologische Errungenschaft verstanden, sondern als Schlüssel zur nationalen Entwicklung und internationalen Wettbewerbsfähigkeit. Daher wird KI in China derzeit fast flächendeckend über beinahe alle Sektoren hinweg eingeführt, von der Fertigung und den Finanzsektor über Logistik und E-Commerce bis hin zum Gesundheitswesen und der öffentlichen Verwaltung. China will die KI-Nation Nummer eins auf der Welt werden.“
Schrittweises Vorgehen empfohlen
Ausländischen Firmen empfiehlt der CEO der German Technology & Engineering Corporation ein schrittweises Vorgehen bei der KI-Einführung in China. So sollten europäische Unternehmen zunächst ihre eigene firmenweite KI-Strategie entwickeln. Erst im zweiten Schritt ist nach Zuerls Einschätzung eine Implementierung in China angebracht – allerdings mit den dort verfügbaren KI-Tools. „Die in Europa verwendeten KI-Algorithmen aus amerikanischer Entwicklung bewähren sich in China nicht“, warnt Karlheinz Zuerl davor, ChatGPT und andere US-geprägte sogenannte Large Language Models (LLM) nach China zu bringen. Am wichtigste KI-Modelle in China nennt der Asien-Experte ERNIE (Enhanced Representation through kNowledge Integration) von Baidu, AliNLP von Alibaba und NeuraLM von Tencent.
„Für internationale tätige Unternehmen besteht eine große Herausforderung darin, KI-Systeme aus unterschiedlichen Herkunftsregionen unter einen Hut zu bringen“, umreißt Karlheinz Zuerl einen Aspekt, den nach seiner Erfahrung „noch kaum jemand aus dem Management auf dem Radar hat“.
GTEC (https://gtec.asia) hilft westlichen Unternehmen, Herausforderungen in Asien zu bewältigen. Der Schwerpunkt liegt dabei auf der Geschäftsentwicklung, dem Auf- und Ausbau von Niederlassungen und Produktionsstätten, sowie Sanierungs- und Turnaround-Maßnahmen, um Firmen in kritischen Phasen wieder in die Gewinnzone zu bringen.
Unter der Leitung von CEO Karlheinz Zuerl ist ein Team von Beratern, Experten und Interim Managern aktiv, das im Bedarfsfall beim Kunden vor Ort zum Einsatz kommt.
Der Chef selbst steht für Aufgaben als Interim General Manager und für Executive Consulting zur Verfügung. Auf der Referenzliste von GTEC stehen Konzerne wie bspw. Atreus, BMW, Bosch, General Motors und Siemens, große Mittelständler wie Hella, Schaeffler, Valeo und ZF sowie kleinere Mittelständler, die wenig bekannt sind, aber umso erfolgreicher in Asien agieren.
Karlheinz Zuerl gehört zu den profiliertesten Beratern und Interim Manager für Turnaround und Geschäftsentwicklung in Asien. Er lebt und arbeitet seit über 15 Jahren in China und Asien kennt daher die Gepflogenheiten in den Ländern wie kaum ein anderer deutsche Manager.
Asien-Experte Karlheinz Zuerl, ist Mitglied bei der UNO-Denkfabrik Diplomatic Council, DDIM und United Interim, sowie Mitautor von „Personalwesen in Krisenzeiten (DC Verlag), Autor der Fachbücher „Management in China“ (DC Verlag), „Effective Cost Cutting in Asia“ und „Erfolgreich in China“ (beides Springer Verlag), sowie zahlreichen weiteren Ratgeber-Ebooks (siehe https://www.gtec-shop.de/)
Weitere Informationen:
GTEC German Technology & Engineering Cooperation
The Business of the 21st Century! Mieten anstatt Einstellen!
The ongoing debate between American-made and China-bought products has captured the attention of importers, especially recent political tensions, trade wars, and tariffs. But should they buy directly from China or invest in American-made products?
We’ll explore this issue by looking into an interesting analysis about the differences in costs of American Made vs. Bought in China by Westrom, a company that delivers parts and products from China to US buyers.
Previous comparisons between US-made and China-bought products often focused on limited factors like first costs, shipping costs, lead time, etc.. However, for a thorough cost analysis, Westrom highlights a broader range of key components, including those mentioned below:
Direct & Indirect Materials
Production Scheduling
Capital Asset Costs
Finished Goods Inventory Holding
Raw Materials Holding
Supply Chain Responsiveness
Obsolescence and Trading Position
By taking these aspects into account, you can make a more informed decision about where to source your products.
Why Choose American Made?
American-made products offer several compelling advantages:
Simplicity: They require less management and are less labor-intensive, which is particularly beneficial for businesses that can’t handle the complexities of outsourcing.
Control: Keeping your supply chain closer to home allows for better control over quality, logistics, and intellectual property.
Cost Savings: Reduced logistics costs, lower tariffs, and shorter lead times can lead to significant cost savings, which also minimizes the need for large inventories.
Why Consider China Direct Buying?
However, there’s a strong case for China direct buying:
Cost Efficiency: For many products, buying directly from China can be considerably more cost-efficient.
Lower Capital Requirements: China’s lower labor costs are sometimes offset by lower productivity. Still, this is balanced by significantly reduced capital expenditures (CAPEX) in China, which can be up to 46 times less than in the USA.
In conclusion, Westrom’s case study points out that there’s no universal solution when deciding whether to buy direct from China or bring your supply chain home. It depends on your specific circumstances and the factors that matter most to your business. Careful consideration of these variables is essential for making the right choice in today’s global market.
In the coming weeks, we will continue exploring this important issue, uncovering more details and tips to assist importers in making the right decision. Stay tuned for more insights.
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
“After years of ‘Made in China,’ supply chains consider alternatives”
Let’s take a closer look at factors to consider when evaluating the possibility of shifting your supply chain away from China:
When to consider moving your supply chain
Tariffs and Cost-Efficiency: Evaluate whether tariffs are currently impacting or are expected to affect your product significantly. Additionally, if other countries offer lower labor costs and evidence suggests that the product can be produced at an equivalent quality level for less, it’s worth considering a move.
Shorter, Competitive Supply Chains: If shorter, more competitive supply chains, like those in the USA or Mexico, this can be a strong motivation to relocate your supply chain.
When not to move your supply chain
Your product relies on a complex, highly specialized supply chain.
Moving your supply chain would be a lengthy, capital-intensive endeavor without guaranteed long-term cost benefits.
Quality standards and expectations are not met.
Overall costs increase due to lower productivity in alternative countries.
You still rely on raw materials and resources imported from China.
Tariffs could potentially affect your chosen alternative.
China remains the best sourcing choice for your products.
While the allure of China sourcing alternatives is strong, careful consideration and thorough analysis are essential before taking the leap.
I would love to know your thoughts in the comments below. 👇🤝
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
In a rapidly changing global trade landscape, importers are faced with a pressing question: Should they continue to source their products from China, or is it time to explore alternatives? The uncertainty brought about by tariffs, trade wars, rising labor costs, and the persistent impact of COVID-19 has sparked this crucial debate.
Some prominent players in the industry, like Nike and Adidas, have already diversified their sourcing, venturing into countries such as Vietnam, Bangladesh, Thailand, India, and Pakistan, particularly for goods like footwear, garments, and electronics.
But are the concerns about tariffs, trade wars, labor costs, and the pandemic justified? That remains uncertain, and the answer might vary for different products.
So, what are your options? Depending on your product and industry, you could: ✅ Keep Production in China. ✅ Balance Supply Chain Management: Keeping some supply chain aspects in China outsourcing other components to optimize price, quality, and tariff. ✅ Relocate Production: Move the entire production out of China. ✅ Re-shore: Bring production back to the USA.
▶️ The next part will provide valuable insights about factors to consider when moving the supply chain from China to alternative sources.
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
Direct sourcing from China opens doors to incredible possibilities, but the key to success lies in your quality specifications. Here are some pro tips to make sure your orders match your expectations.
Clear quality specifications reshape your China sourcing experience
When it comes to ensuring quality conformity, we rely on two crucial documents: The Product Specification Sheet (PSS) and The Inspection Specification Sheet (ISS).
These power-packed papers each have their role to play at various stages of our sourcing program. Always keep in mind, quality assurance begins even before placing the order.
The PSS is your go-to guide, detailing every technical requirement of your desired product. It helps suppliers provide accurate price quotes and sets the quality standards for your order.
The PSS isn’t just about technical details – it’s about communication. Suppliers understand your needs accurately, resulting in precise quotes and streamlined processes.
Imagine suppliers struggling with scattered info, resulting in inaccurate quotes and mismatched products.
The PSS bridges the gap, ensuring suppliers understand your needs, resulting in precise quotes and avoiding unwelcome surprises.
The ISS, on the other hand, is your quality assurance roadmap, ensuring your products meet the right standards. It outlines how, when, and to what level your products should be inspected, from production stages to pre-shipment checks.
No more back-and-forth confusion – just efficient collaboration.
How It Works
You control the process: PSS and ISS need written approval from you and the factory. Remember this, a well-structured PSS and ISS set you up for success from the start.
With these specifications in place, you can wave goodbye to worries about incorrect merchandise and welcome a smoother process.
🗣 Share your tip below on how to master quality specifications & let’s discuss!
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
In order to give you a better service GTEC uses cookies. Please agree to our use of cookies.
Functional
Always active
The technical storage or access is strictly necessary for the legitimate purpose of enabling the use of a specific service explicitly requested by the subscriber or user, or for the sole purpose of carrying out the transmission of a communication over an electronic communications network.
Preferences
The technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user.
Statistics
The technical storage or access that is used exclusively for statistical purposes.The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you.
Marketing
The technical storage or access is required to create user profiles to send advertising, or to track the user on a website or across several websites for similar marketing purposes.
