01
Supplier identity risk
Separate the contracting entity, payment recipient, factory of record and any affiliated or outside-processing sites.
Evidence route
Verified names, addresses, payment controls and declared production route
Procurement control
China sourcing risk management, from supplier identity to shipment release.
Sourcing risk changes as a project moves from supplier discovery to technical release, production and logistics. PartVerity maps each risk to a control point, an evidence owner and an escalation decision rather than relying on one late inspection.
Control premise
Decision question: which failure modes remain open, who owns them and what evidence is required before the next commitment?
Decision framework
Control risk at the point it is created
The lowest-cost control is usually early clarity. Once tooling, material or production is committed, unresolved requirements become slower and more expensive to correct.
02
Requirement risk
Resolve drawing conflicts, revision status, material, finish, inspection and packaging before supplier release.
Evidence route
Controlled clarification log and accepted requirement baseline
03
Capability and subcontract risk
Confirm that critical operations and measurements have credible owners and that outsourced steps are visible.
Evidence route
Process map, capability evidence and approved outside processors
04
Schedule and capacity risk
Build milestones around material, tooling, first-off review, finishing, inspection and export rather than a single ship date.
Evidence route
Milestone plan, exception reporting and recovery ownership
05
Quality escape risk
Connect critical characteristics to inspection method, sampling or full verification and a documented release decision.
Evidence route
Inspection plan, results, NCR status and release record
06
Commercial and logistics risk
Clarify tooling ownership, payment gates, change costs, Incoterms, packaging and responsibility at handover points.
Evidence route
Accepted commercial scope, packing standard and shipment documentation
Visible decision logic
Risk-control map across the project
A control is useful only when it occurs before the exposure it is meant to reduce.
| Project point | Primary control | Do not advance when |
|---|---|---|
| Before RFQ comparison | Normalize scope, exclusions and technical assumptions | Quotes are not based on the same requirement set |
| Before supplier nomination | Identity, process fit, quality behaviour and capacity review | Factory of record or critical process route is unclear |
| Before order release | Close DFM, revision, material, inspection and commercial terms | Open assumptions can affect fit, function, ownership or price |
| Before repeat production | Approve samples or first-article evidence where specified | Deviation or correction status remains unresolved |
| Before shipment | Review inspection evidence, NCR disposition, packaging and documents | Acceptance criteria are unmet or evidence is incomplete |
| After delivery | Record performance and feed lessons into future approval scope | Recurring issues remain uncontained or unassigned |
Escalation triggers that deserve an explicit stop
Undeclared change of factory, process, material or outside processor.
Pressure to release payment or shipment before required evidence.
Conflicting revisions or verbal acceptance replacing controlled records.
Recurring defects without containment, root-cause analysis or ownership.
Connected control cluster