Mid-market companies often discover that a China-relatedproblem becomes urgent only after money, tooling, inventory, or customer commitments are already at risk. The practical steps below are intended to help management identify the right counterparty, preserve leverage, and decide when
local counsel or other specialists should become involved.
Act before accepting or reselling the goods
Defect claims become harder when the buyer continues using,modifying, or reselling the goods without documenting the problem. Immediately segregate affected inventory where possible and preserve representative samples.
Follow the inspection and notice provisions
Review the contract for inspection deadlines, acceptancecriteria, notice requirements, and remedies. Send a detailed notice identifying the purchase order, quantities, defects, test results, and requested remedy.
Avoid vague statements such as “quality is unacceptable.”
Build an evidence package
Use photographs, videos, independent inspection reports,customer complaints, test data, batch numbers, and shipping records. Maintain chain of custody for samples. If the defect is technical, engage an expert who can distinguish manufacturing defects from design, storage, shipping, or misuse.
Choose the remedy strategically
Possible remedies include replacement, rework, refund, pricereduction, credit, expedited production, or damages. The commercially best result may be a structured corrective plan rather than immediate litigation, especially when replacement supply is time-sensitive.
Prevent repeat failures
Revise specifications, golden samples, inspection rights,change-control procedures, and acceptance testing. Many disputes arise because the contract says little about measurable quality standards or allows the supplier to change materials or subcontractors without approval.
Practical next step