Customer factory inspections are a very important barrier in foreign trade orders-especially industrial buyers in Europe, North America, Japan and South Korea. The results of factory inspections almost directly determine the ownership of the order. However, many factories regard factory inspections as "surprise cleaning."What really determines success or failure are the three things: the data system, on-site movement and accompanying speaking skills, and it all happens before the customer arrives. This article gives a preparation list that starts four weeks in advance.
1. Customers come to inspect the factory, what exactly are they inspected?
If you think a factory inspection is complex or simple, you will suffer losses. There are three things that buyers check for factory inspections: whether your production capacity and quality system can be stable in delivery (capability), whether your management and records are truly sustainable (compliance), and whether there are supply chain risks in working with you. Corresponding to the site, customers will look at equipment and production capacity matching, process inspection records, warehousing and logistics, employee management and safety, and-what many factories ignore--Is what you said consistent with what you wrote in the record?。The system documents are beautifully written but cannot be matched on the spot, which is more serious than the rudimentary documents.
2. Four weeks in advance: review the list of information first
| information | common problems | responsible persons |
|---|---|---|
| Business license, industry qualification certificate | The certificate expires, and the business scope does not match the export product | general manager office |
| Quality system documents (ISO, etc.) | The manual version is old, and the internal audit management records are missing | quality department |
| Process inspection records in recent 12 months | The records are replaced and the handwriting is the same. It is obvious that it is replaced at a glance. | quality department |
| Equipment list and maintenance records | Critical equipment does not match the production capacity reported to the customer | production department |
| Employee training and induction records | Unlicensed special operation positions and missing training sign-in | Ministry of Personnel |
| Customer Complaint and Corrective Action Records | Only complaints are not processed in a closed loop | Business Department + Quality Department |
The principle of passing the list is "reality first": the missing records must be filled through a real process, and the current situation and improvement plans must be frankly explained for those that are too late to make up. Experienced buyer auditors are used to seeing supplemented documents and will instead ask questions; an improvement plan that acknowledges its shortcomings but is logically complete can win trust more than a perfect fake document.
3. One week in advance: press the line for rectification on site
The customer spends two or three hours in the factory, and the impression comes from a moving thread. Do three things a week in advance:Plan the tour route--From the incoming material area to processing, assembly, inspection, packaging, and warehouse, the sequence is consistent with the real production process. There must be legitimate reasons (such as safety isolation) to avoid messy areas rather than using cloth.Rectification visible items--Channel marking, area identification, equipment status cards, and work-in-process placement are the parts that auditors can scan at a glance; workshop lighting and floor cost less and the appearance is significantly improved.Preview it once--Let the insider walk through the moving line completely from the customer's perspective, prepare one or two sentences of explanation for each stop point, and control the entire process within two hours.
4. On the same day: Three needs and three don't's for accompanying the reception
- The lecture should be given by someone who understands production,When answering technical and management questions, let the production director and the quality person take the lead, and the salesperson is responsible for the process and business. Buyers most dislike having to "go back and confirm" every question.
- Give complete records rather than selected ones,The auditor requires that the entire copy be given directly to the random inspection records and read whatever they can find. Selected records cannot withstand cross-reference.
- Answer "I don't know" to "check this way,"If you can't answer questions on the spot, you can take the customer to the corresponding link on the spot to verify or record them and respond within the promised time limit. It is much safer than making up an answer casually.
- Don't snatch words and over-package them,When customers point out problems, they should first record, recognize, and promise for improvement, and don't rush to explain them; describing small problems as characteristics will only attract deeper suspicion.
- Don't crowd you all the way,If two or three people are enough to accompany them, a group of people following them will be like supervising customers, and it will be easy to make mistakes in rushing answers.
- Don't promise things on the spot that you can't do,The rectification suggestions made by the auditor are recorded and evaluated and then replied in writing. The decision on the spot is often not fulfilled.
5. 24 hours after the meeting: follow-up is more effective than on-site
Within 24 hours after the factory inspection, send a follow-up email: Thank you for being present, list the rectification measures and completion time limit item by item according to the questions raised by the customer, and attach the supplementary documents requested by the customer at the meeting. Most factories wait for the results after completing factory inspections,This organized follow-up email itself is a bonus--It proves that the "management system" you call is really working. The rectification commitments will be responded to in writing on schedule until the customer confirms the closure. At this point, the factory inspection is truly completed.
common problems
1. 1. The customer will come to inspect the factory next week. What should I do if I don't have time to prepare?
Three things should be prioritized: the authenticity and traceability of the data (it is better to give less than leave), visible items on the on-site moving line (marking, marking, and placement of work-in-process products), and the division of labor in reception (who will answer technical questions). Decide first). It is better to make these three points solid than to paint walls and lay the ground.
2. 2. The factory is small and has no formal system certification. How can it pass the factory inspection?
Small factories win by "true records + simple and clear management": inspection records for key processes, warehousing ledgers for warehousing, and processing records for substandard products. Paper products are also okay, and authenticity and continuity are the system. Many buyers accept a simplified system for small suppliers but have zero tolerance for false records.
3. 3. The questions raised by the customer during the factory inspection were not answered well on the spot. Is there still hope?
Saved. The formal replies one by one in the follow-up email after the meeting are an opportunity to turn the tables: if the answer is wrong, the correct information will be given, and if the answer is not answered, the verified answers and basis will be given. Buyers often comment on "not answering well on the spot but replying strictly afterwards" than "answering casually on the spot but not afterwards."
--Qihang AI Foreign Trade Research Institute·Let China Intelligent Manufacturing Set sail to the sea| Foreign trade customer consultation: 180-0327-6609
