What I Do
I help small and medium-sized machinery manufacturers in DACH build full product cost transparency, bring cost down to should-cost level, and integrate Chinese suppliers into their own sourcing, so their products stay price-competitive without giving up on quality. Same cost base as the competition. Level playing field. Because this is cost reduction, not revenue growth, every euro saved stays in your pocket.
How I Do It
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0 Getting Started
A short scoping conversation to align on goals, data access, and what success looks like. From there, I drive the whole transition end-to-end: negotiation, quality assurance, logistics, ramp-up.
1 Full Cost Transparency 5%
Before anything else, I need complete visibility into your current bill of materials (BOM) cost structure. Understand who your suppliers are, where they're located, and how the cost of the assemblies they supply breaks down (material, labor, depreciation, logistics, packaging, and the margin applied). Compare this to the should-cost for each BOM item. The first target is simple: bring today's cost to should-cost level, not more, not less. No China involved yet.
2 Current Sourcing Improvement 4%
Assessing whether (and how much) cost could improve further through Chinese sourcing. I use a Pareto (80/20) analysis to focus first on the highest-cost items, and I always look at total cost of ownership, not just at the direct product cost (DPC): a lower unit price that gets absorbed by logistics, import duties, or inventory carrying cost isn't a real saving.
3 Source From a China-Owned Supplier Based in Europe 7%
I identify and propose Chinese-owned suppliers already operating inside Europe and help you select the best fit. Once selected, they start as a logistics hub, so you see the cost benefit with minimal disruption to how you operate today.
4a Move Production to the Supplier's European Site 5%
As trust is established and the quality is proven, that same relationship evolves: the production moves to their European site, giving you a Chinese cost structure without leaving Europe. Where it makes sense, I drive supplier consolidation and vertical integration, so you pay one margin, to one supplier, not a margin on top of a margin.
4b Full Sourcing From China 3%
Where it makes sense, sourcing and production move fully to China. Rather than the coastal tier-1 cities many companies default to, I target tier 2/3 cities, where hourly labor rates sit below RMB 40 (~CHF 4) and vertical integration can go furthest, consolidating suppliers and production directly at the source.
5 Establish Your Own Production in China 6%
The final stage: building on the know-how and supplier relationships from steps 1–4, I help you set up your own production site in China and build your own supply chain there directly. You are no longer directly dependent on an external Chinese supplier.
Why Work With Me
Many years of on-the-ground experience in Chinese supply chains means I know how to separate reliable suppliers from the rest, negotiate fair terms, and manage quality across the transition, not just find the cheapest quote. On top of that, I speak fluent Mandarin and have an in-depth cultural understanding both of China and the DACH region.
China's manufacturing base has moved far beyond cheap labor: world-class infrastructure, rigorous quality control, and real technological depth. Knowing which suppliers actually meet that bar is exactly where my experience pays off.
My Non-Negotiables
- I promise, I deliver.
- Product stability: no redesign without a confirmed cost-impact assessment.
- One team, one goal: no politics.
- Challenge each other, challenge the requirements: sometimes "good enough" actually is good enough.
- I make sure your project team members understand the why: not just the what.
- Your engineers leave with real cost intuition: what are the cost drivers, and what is the cost of a given feature.
- Never a single point of failure: risk and mitigation actions get defined upfront, so a supply disruption never catches you off guard.
Time on the Ground
- 1 day/week on-site: working directly with R&D, Production, Purchasing, and Logistics.
- 1 day/week for prep: reserved for preparation and data analysis.
- Monthly updates: progress reports to top management.
- ~6 months: typical project duration, depending on product size.
Let's Talk
Curious how much cost is sitting in your current supply chain? Get in touch for a free, no-obligation assessment.
Email Me