China vs. Mexico vs. Vietnam Manufacturing in 2026: Where Should You Make Your Product?

If you are trying to decide whether to manufacture a product in China, Mexico, or Vietnam, the most tempting place to start is the unit price.

That is also one of the easiest ways to make the wrong decision.

A factory in China might quote $32. A supplier in Vietnam might quote $30. A Mexican manufacturer might come back at $38. On the surface, the answer looks obvious.

It rarely is.

The real manufacturing cost includes much more than the number at the bottom of a factory quotation. Freight, tooling, tariffs, duties, engineering support, minimum order quantities, inventory, quality control, payment terms, lead time, component availability, supplier responsiveness and the cost of solving problems all matter.

And there is another factor that is even harder to put into a spreadsheet:

How quickly can the factory turn an engineering problem into a production-ready solution?

For many engineered products, that question matters more than a few dollars of labor.

At Glick Group Global, we work with manufacturers and suppliers across multiple countries. One thing has become increasingly clear: China, Mexico and Vietnam should not always be viewed as competing answers to the same question.

In many cases, the best supply chain uses more than one of them.

A product might be engineered, tooled and launched in China, then transition to Mexico once the design and manufacturing process have stabilized. Another product may be ideally suited for Vietnam from the beginning. A heavy or bulky product destined primarily for North America may make far more sense in Mexico.

The right answer depends on the product, the maturity of the design, the supply chain around it and where your customers are located.

This guide explains how we think about that decision.

China vs. Mexico vs. Vietnam Manufacturing: The Short Answer

If you want the simplified version:

China is often the strongest choice for complex products, new product launches, tooling, electronics and products requiring frequent engineering iterations.

Mexico can be extremely attractive for established products sold primarily in North America, particularly when freight, inventory, responsiveness and proximity outweigh a higher factory unit cost.

Vietnam can be an excellent manufacturing location for mature, labor-intensive products and companies looking to diversify their Asian supply chain, but supplier capability varies significantly by product category.

For some companies, however, the best answer is:

Start in China. Stabilize the product. Then move production closer to the customer.

That strategy is becoming increasingly important.

China vs. Mexico vs. Vietnam at a Glance

Factor China Mexico Vietnam
Factory Pricing Excellent Moderate Excellent
Engineering Support Excellent Good Good
Tooling Capability Excellent Good Good
Electronics Ecosystem Excellent Growing Good
Component Availability Excellent Growing Moderate to Good
Speed of Prototyping Excellent Good Good
Ability to Handle Engineering Changes Excellent Good Moderate to Good
U.S. Proximity Poor Excellent Poor
Ocean Freight Exposure High Low High
Inventory Requirements Higher Lower Higher
Labor-Intensive Assembly Excellent Good Excellent
Complex New Product Launches Excellent Good Good
Heavy / Bulky Products for U.S. Market Moderate Excellent Moderate
Mature Consumer Products Excellent Excellent Excellent
Supply Chain Diversification Moderate Excellent Excellent

These are generalizations, not rules.

The right Chinese factory can dramatically outperform the wrong Mexican factory. A sophisticated Vietnamese supplier may be better than either. Supplier capability ultimately matters more than the flag hanging outside the building.

That is why country selection should come after understanding the manufacturing process, not before it.

Why China Is Still So Difficult to Replace

For years, companies have been told that manufacturing is leaving China.

That description misses what is actually happening on the ground.

China’s advantage was once primarily associated with inexpensive labor. For many product categories, that hasn’t been the main advantage for a long time.

The bigger advantage is manufacturing density.

Take a moderately complex electronic product.

The final assembly factory may need:

  • Injection-molded plastic components

  • Die-cast aluminum parts

  • CNC machining

  • Sheet metal

  • PCB assemblies

  • Cable harnesses

  • LCD displays

  • Connectors

  • Fasteners

  • Silicone components

  • Printed packaging

  • Labels

  • Adhesives

  • Custom foam

  • Batteries

  • Motors

  • Power supplies

  • Testing fixtures

In a mature Chinese manufacturing region, many of those capabilities can exist within the same industrial ecosystem.

That matters.

If a connector changes during development, an alternate supplier may be available quickly. If a plastic housing needs another prototype, the toolmaker and molding supplier may already work together. If a PCB needs a revision, engineering resources can react quickly.

A lower labor rate somewhere else does not automatically compensate for that infrastructure.

China is particularly strong when:

  • The product is still evolving

  • There are multiple manufacturing processes

  • Electronics are involved

  • Tooling is significant

  • Production requires custom fixtures

  • The BOM has many components

  • Cosmetic quality is important

  • Production volumes may scale rapidly

  • Engineering changes are likely

  • Speed to market matters

That last item is frequently underestimated.

Saving $2 per unit means very little if it adds three months to a product launch.

The Hidden Value of Chinese Engineering

When companies compare manufacturing countries, they often compare wage rates.

We think that is the wrong comparison.

The more useful question is:

How much engineering capability comes with the factory?

On complex products, manufacturing engineering is a major part of the value a supplier provides.

A strong manufacturer may help with:

  • Design for manufacturing

  • Tolerance analysis

  • Material selection

  • Tooling strategy

  • Mold-flow issues

  • Assembly sequencing

  • Fixture design

  • PCB integration

  • Cable routing

  • Surface finishing

  • Packaging

  • Reliability testing

  • Cost reduction

  • Automation

  • Supplier coordination

China has built an enormous base of engineers, toolmakers, technicians and factory managers who know how to industrialize products.

That experience is difficult to move overnight.

And it leads to an interesting supply-chain model that we are seeing more often.

The New Model: Engineer in China, Manufacture Somewhere Else

One of the most interesting changes in global manufacturing is the expansion of Chinese manufacturers outside China.

Factories and manufacturing groups are establishing or expanding operations in places such as Mexico, Thailand and other Southeast Asian countries.

But moving a factory is easier than moving an entire engineering ecosystem.

In many cases, the experienced engineering resources, supplier relationships, tooling knowledge and program management remain centered in China.

That creates an increasingly useful manufacturing strategy:

Phase 1: Develop and launch in China.

The engineering team supports DFM, tooling, prototypes, pilot builds, testing and early production.

Phase 2: Stabilize the product.

Engineering changes decrease. Tooling has been validated. Work instructions exist. Fixtures are complete. The supply chain is defined. Quality problems have been solved.

Phase 3: Transfer production.

The mature manufacturing process can now be moved to Mexico, Thailand, Vietnam or another regional location where the economics may make more sense.

This can be far less risky than forcing a brand-new product into a manufacturing location simply because the spreadsheet says labor is cheaper there.

A manufacturing transfer is dramatically easier when you know exactly what you are transferring.

When Manufacturing in Mexico Makes Sense

Mexico has an advantage that neither China nor Vietnam can replicate for companies serving the United States:

Geography.

For the right product, proximity changes the economics of the entire supply chain.

A higher factory price can be offset by:

  • Lower transportation cost

  • Shorter transit times

  • Smaller replenishment quantities

  • Less inventory in transit

  • Faster reaction to demand

  • Easier factory visits

  • Reduced working capital

  • Faster engineering communication

  • Lower warehousing requirements

  • Reduced risk of ocean freight disruption

This becomes especially important for large products.

Imagine comparing manufacturing locations for an item that sells for $150 but occupies a large amount of container space.

Saving $8 in factory labor means very little if importing the product adds $12 of freight.

The same logic applies to products with volatile demand.

If a company importing from Asia needs to maintain several months of inventory while a Mexican supplier can replenish much more frequently, the working-capital savings can become substantial.

Mexico tends to become particularly interesting for:

  • Furniture

  • Large assemblies

  • Metal fabrication

  • Machined components

  • Automotive-related products

  • Industrial equipment

  • Bulky consumer products

  • Products with relatively high freight-to-value ratios

  • Products requiring frequent replenishment

  • Products primarily sold in the United States or Canada

  • Mature products with stable manufacturing processes

The important word is mature.

Mexico can absolutely launch new products. But if a company’s established engineering and tooling resources are already in China, transferring a stable program may carry less risk than asking an entirely new supply base to develop the product from zero.

Made in Mexico Does Not Automatically Mean What You Think It Means

There is an important mistake companies need to avoid.

Moving final assembly to Mexico does not automatically mean a product receives every possible trade benefit associated with Mexican manufacturing.

Country of origin can depend on the product’s tariff classification, materials, manufacturing processes, regional content and applicable trade rules.

Suppose a product contains:

  • Chinese PCB assembly

  • Chinese motors

  • Chinese aluminum extrusions

  • Chinese molded parts

and those components are shipped to Mexico for relatively simple final assembly.

You cannot simply assume the result receives the same treatment as a product with a substantially regionalized North American supply chain.

This should be evaluated before moving manufacturing.

Trade policy can also change.

Before committing to a major manufacturing transfer, companies should understand:

  1. HTS classification

  2. Current applicable duty rates

  3. Applicable tariffs

  4. Country-of-origin requirements

  5. Rules of origin

  6. Regional content requirements where applicable

  7. Whether imported components change the economics

  8. Customs documentation requirements

The manufacturing strategy and trade strategy need to be developed together.

When Manufacturing in Vietnam Makes Sense

Vietnam has become one of the most discussed alternatives to China, and for good reason.

It can offer highly competitive manufacturing economics, particularly for mature products with significant labor content.

Vietnam can be attractive for:

  • Furniture

  • Textiles

  • Sewn products

  • Footwear

  • Consumer goods

  • Electronics assembly

  • Plastics

  • Wood products

  • Labor-intensive assembly

  • Products with stable designs

  • China-plus-one sourcing strategies

But there is an important distinction between:

a product that can be assembled in Vietnam

and

a product with a complete Vietnamese supply chain.

Those are not necessarily the same thing.

A factory may perform final assembly in Vietnam while still purchasing certain components, tooling or manufacturing inputs from China.

That does not automatically make Vietnam a poor choice. In fact, it can be an excellent strategy.

But companies should understand the full supply chain before comparing costs.

If components travel from China to Vietnam before the finished product travels to the United States, the logistics and inventory picture may be different from what the initial factory quotation suggests.

Again, the unit price is only one piece of the answer.

The $32 Product That Actually Costs $43

Here is a simplified example of why we focus on total landed cost instead of factory price.

Assume a U.S. company needs 25,000 units per year of an electromechanical consumer product.

The product contains:

  • Injection-molded plastic housings

  • A formed metal structure

  • A PCB assembly

  • Cable harnesses

  • Several purchased electronic components

  • Custom packaging

  • Final assembly

  • Functional testing

The company receives these hypothetical quotes:

Manufacturing Location Quoted Factory Cost
Vietnam $31.80
China $32.40
Mexico $37.90

If the decision stops here, Vietnam wins and Mexico isn’t even close.

But let’s keep going.

Illustrative Total Cost Comparison

Cost Category China Vietnam Mexico
Factory Unit Cost $32.40 $31.80 $37.90
Packaging $1.25 $1.30 $1.15
International / Cross-Border Logistics $2.15 $2.55 $0.95
Illustrative Duty / Trade Cost Allowance* $4.20 $2.10 $0.60
Inspection / Quality Control $0.55 $0.75 $0.40
Inventory / Working Capital $1.20 $1.35 $0.45
Supplier Management / Engineering $0.65 $0.85 $0.50
Quality / Warranty Allowance $0.65 $0.80 $0.55
Estimated True Cost $43.05 $41.50 $42.50

These figures are purely illustrative. Actual duties, tariffs and trade treatment depend on the product, HTS classification, origin and current trade regulations.

Something interesting happened.

The initial factory-price spread between Vietnam and Mexico was $6.10 per unit.

After considering the broader supply-chain economics, the difference fell to $1.00 per unit.

At 25,000 units, that is still $25,000 per year. It matters.

But it changes the decision.

If Mexico allows the company to hold significantly less inventory, react faster to demand and replenish product more frequently, that $1 difference may be worth paying.

Now consider China.

China is $1.55 per unit more expensive than Vietnam in this example, or approximately $38,750 per year.

That sounds meaningful until an engineering problem enters the equation.

If stronger tooling and engineering support prevents one major tooling revision, catches a design problem before production or gets the product to market six weeks earlier, the apparent $38,750 savings could disappear very quickly.

This is why sourcing decisions cannot be made entirely in Excel.

Execution has a cost too.

What Is True Landed Cost?

True landed cost is the total cost required to manufacture a product and get it into the location where it can be sold or used.

Depending on the product, that can include:

Factory price

plus

Packaging

plus

Freight

plus

Insurance

plus

Duties

plus

Tariffs

plus

Customs and brokerage

plus

Inspections

plus

Domestic transportation

plus

Warehousing

plus

Quality costs

plus

inventory carrying costs

plus

supplier management costs

plus

financing costs

equals

TRUE LANDED COST

A factory quote tells you what the factory charges.

It does not necessarily tell you what the product costs.

That distinction can completely change a sourcing decision.

Companies comparing international manufacturing options can also use Glick Group Global’s Landed Cost Calculator to model these costs before selecting a supplier.

10 Factors We Consider Before Choosing a Manufacturing Country

1. Product Complexity

The more complex the product, the more important the surrounding supplier ecosystem becomes.

A simple sewn product and a connected electromechanical device should not use the same sourcing strategy.

Complexity generally increases the value of engineering support.

2. Product Maturity

Is the design truly complete?

Not “almost complete.”

Not “we should only have a couple more changes.”

Complete.

If significant engineering changes are still expected, selecting a supplier primarily because of production cost can be premature.

The best prototype supplier, launch supplier and mature-production supplier do not necessarily need to be the same company.

They do not even need to be in the same country.

3. Tooling Requirements

Tooling is one of China’s biggest strengths.

For products requiring:

  • Injection molds

  • Die-casting tools

  • Stamping dies

  • Extrusion dies

  • Assembly fixtures

  • Test fixtures

  • CNC fixtures

the tooling supplier matters almost as much as the production supplier.

Cheap tooling that requires constant repair isn’t cheap.

Neither is a mold that produces parts requiring excessive secondary operations.

4. Component Ecosystem

Look beyond the final factory.

Ask where the factory purchases its:

  • Electronics

  • Motors

  • Bearings

  • Fasteners

  • Displays

  • Batteries

  • Connectors

  • Raw materials

  • Castings

  • Extrusions

  • Packaging

A factory’s location is only one node in the supply chain.

Understanding its suppliers tells you far more.

5. Freight-to-Value Ratio

This is one of the simplest ways to identify products that may be candidates for nearshoring.

A $1,500 electronic device can absorb substantially more transportation cost than a $40 piece of furniture occupying half a pallet.

If logistics represent a high percentage of landed cost, proximity becomes increasingly valuable.

6. Order Volume and MOQ

A factory offering a fantastic unit price at 50,000 pieces may be a terrible supplier if you need 5,000.

Companies frequently focus so heavily on unit price that they ignore the cash tied up in inventory.

Suppose Supplier A is $1 cheaper but requires purchasing an additional 20,000 units.

You haven’t necessarily saved $20,000.

You may have simply exchanged operating cash for inventory.

MOQ should therefore be treated as a financial variable, not merely a sourcing requirement.

7. Lead Time

Lead time affects:

  • Inventory

  • Forecast accuracy

  • Cash flow

  • Warehousing

  • Stockout risk

  • Customer responsiveness

Companies should calculate not only manufacturing lead time but total replenishment lead time.

A 30-day production cycle followed by a long international logistics cycle is very different from a 30-day production cycle followed by regional truck freight.

8. Engineering Change Frequency

A mature product may run for years with almost no engineering involvement.

A new product may have three engineering changes before lunch.

Those products need different factories.

If the design is changing frequently, ask:

  • Who reviews the drawings?

  • Who owns DFM?

  • Who designs tooling?

  • Who can modify tooling?

  • How quickly can prototypes be produced?

  • Does the supplier have English-speaking engineers?

  • Can the supplier make design recommendations?

  • Who coordinates sub-suppliers?

These questions often reveal more than the quotation.

9. Quality Requirements

Quality cannot be reduced to whether a factory has a particular certification.

You need to understand how quality actually operates.

That means looking at:

  • Incoming inspection

  • In-process controls

  • Final inspection

  • Gauge control

  • Testing

  • Traceability

  • Nonconforming material

  • Corrective actions

  • Supplier quality

  • Production records

  • Process controls

  • Sample approval

The correct quality system depends on the product.

10. Supply Chain Risk

No manufacturing location is risk-free.

China carries geopolitical and trade exposure.

Vietnam can carry supplier-capacity and upstream-dependency concerns.

Mexico can face security, infrastructure, labor and cross-border issues depending on region and industry.

A better question than “Which country is safest?” is:

Where are our risks, and which ones can we control?

China + Mexico May Be Better Than China vs. Mexico

This deserves emphasis.

For many North American companies, the future supply chain may not be:

China OR Mexico.

It may be:

China AND Mexico.

China can provide:

  • Engineering

  • Tooling

  • Component sourcing

  • Early production

  • Process development

Mexico can eventually provide:

  • Regional assembly

  • Shorter replenishment

  • Lower logistics exposure

  • Reduced inventory

  • Closer customer proximity

Companies may eventually regionalize additional components as volume increases.

That transition does not need to happen overnight.

In fact, trying to move every component at once can add unnecessary risk.

A staged supply-chain migration can be much more effective.

China + Vietnam Can Work the Same Way

The same concept applies to Vietnam.

A company may source certain components or tooling from China while conducting assembly in Vietnam.

Over time, additional suppliers can be localized.

The important thing is understanding what problem the company is actually trying to solve.

If the objective is simply:

“Get out of China.”

that isn’t much of a sourcing strategy.

A better objective might be:

Reduce geographic concentration while maintaining quality, cost and launch speed.

Or:

Develop a second production location capable of supplying 40% of North American demand.

Those are measurable objectives.

Should You Move Manufacturing Out of China?

Not automatically.

Companies should first determine why they want to move.

Common reasons include:

  • Tariff exposure

  • Customer requirements

  • Geographic diversification

  • Freight cost

  • Lead time

  • Political risk

  • Business continuity

  • Supplier performance

  • Cost

  • ESG requirements

  • Regionalization

Once the reason is clear, the alternatives can be evaluated objectively.

Moving a well-performing supply chain simply because everyone else is discussing nearshoring can create more problems than it solves.

On the other hand, relying on a single supplier in a single country for a strategically important product can create unnecessary risk.

There is no universal answer.

When We Would Choose China

China would remain high on our list when:

  • The product is complex

  • The product is still being engineered

  • Tooling is significant

  • Electronics are involved

  • Multiple custom components are required

  • Volumes may grow quickly

  • Speed to market is critical

  • The supplier ecosystem is concentrated in China

  • Significant DFM support is required

For many new products, China remains incredibly difficult to beat on the combination of speed, cost, capability and manufacturing expertise.

When We Would Choose Mexico

Mexico becomes particularly compelling when:

  • The primary customer base is North America

  • The product is heavy

  • The product is bulky

  • Freight represents significant cost

  • Demand changes quickly

  • Short replenishment times matter

  • Inventory reduction is valuable

  • Frequent factory access is useful

  • The manufacturing process is mature

  • A strong regional supplier exists

Mexico can also be an excellent second manufacturing location for a product originally developed elsewhere.

When We Would Choose Vietnam

Vietnam deserves serious consideration when:

  • Labor content is significant

  • The product design is mature

  • The category has an established Vietnamese supply base

  • The company wants Asian supply-chain diversification

  • Production volumes justify the transition

  • Component availability has been validated

  • The business understands which inputs still come from outside Vietnam

For the right category and supplier, Vietnam can be extremely competitive.

The Biggest Sourcing Mistake: Choosing a Country Before Choosing a Strategy

We regularly see companies begin a sourcing project with instructions like:

“Find us a factory in Mexico.”

The first question should be:

Why Mexico?

Sometimes there is a great answer.

Sometimes there isn’t.

Perhaps Mexico really is the right choice.

But maybe the product should launch in China and transfer to Mexico two years later.

Maybe Vietnam has the strongest supplier base.

Maybe the existing Chinese supplier simply needs better negotiation.

Maybe the problem isn’t geography at all.

Perhaps the real problem is:

  • A poorly structured BOM

  • Excessive part count

  • Over-specified materials

  • Bad payment terms

  • Poor tooling

  • High scrap

  • Too much packaging

  • Inefficient assembly

  • The wrong Incoterm

  • Excessive MOQ

  • A supplier making too much margin

  • The wrong manufacturing process

Moving a bad manufacturing strategy to another country still leaves you with a bad manufacturing strategy.

Your Cheapest Supplier May Not Be Your Best Value

We distinguish between price and value.

The lowest-price supplier may require:

  • Higher MOQ

  • Longer payment terms

  • More inspections

  • More engineering management

  • More inventory

  • More rework

  • Higher freight

  • More safety stock

  • Longer lead times

Meanwhile, a supplier that appears 5% more expensive may produce a lower overall cost to the business.

The objective of strategic sourcing should not be:

Find the cheapest factory.

It should be:

Build the highest-value supply chain.

Those are very different objectives.

Frequently Asked Questions About China, Mexico and Vietnam Manufacturing

Is Mexico cheaper than China for manufacturing?

Sometimes, but not necessarily at the factory level.

China often remains extremely competitive on manufacturing cost, especially for engineered products with established supply chains. Mexico may become more competitive after accounting for freight, inventory, lead time, logistics and proximity to the United States.

The correct comparison is total landed cost, not hourly labor or factory price.

Is Vietnam cheaper than China for manufacturing?

Vietnam can have lower manufacturing costs for certain labor-intensive products, but the answer varies by industry.

Companies should also determine whether the factory purchases components, materials or tooling from China. A lower assembly price does not always mean a lower total supply-chain cost.

What is the best country for manufacturing?

There is no single best country.

China is particularly strong in complex manufacturing, engineering, tooling and electronics. Mexico offers major proximity advantages for North American companies. Vietnam can be highly competitive for labor-intensive and mature products.

The best location depends on the product and business model.

Is manufacturing moving out of China?

Manufacturing is becoming more geographically distributed, but that does not mean China’s manufacturing ecosystem is simply being replaced.

A more useful way to think about the trend is regionalization.

Companies are adding production capacity in Mexico, Vietnam, Thailand and other countries while continuing to use Chinese engineering, tooling, components and manufacturing capabilities.

Should a startup manufacture in China?

For many hardware startups, China can still be an excellent choice because new products frequently require rapid iteration, tooling changes and close coordination between multiple suppliers.

Once the product becomes mature and volumes become predictable, other manufacturing locations can be evaluated.

Should I manufacture my product in Mexico?

Mexico should be strongly considered when the product is primarily sold in North America, particularly for heavy or bulky products or businesses where shorter replenishment cycles create meaningful value.

Country-of-origin and trade treatment should be verified before assuming that manufacturing in Mexico automatically creates specific tariff benefits.

How do I calculate landed manufacturing cost?

Add all costs necessary to bring the product into sellable inventory, including factory price, packaging, freight, duties, tariffs, insurance, brokerage, inspections, domestic transportation and other relevant fees.

For a more complete business analysis, also consider inventory carrying cost, working capital, quality, supplier management and warranty exposure.

How do I find a manufacturer in China, Mexico or Vietnam?

Finding a factory is relatively easy.

Finding the right factory is the difficult part.

Supplier selection should evaluate:

  • Relevant manufacturing processes

  • Equipment

  • Engineering capability

  • Capacity

  • Quality systems

  • Customer references

  • Financial stability

  • Tooling capability

  • Sub-supplier network

  • Export experience

  • Communication

  • Pricing

  • Lead time

  • MOQ

  • Payment terms

  • Production controls

A factory should be evaluated against the specific product rather than a generic supplier checklist.

The Bottom Line

China, Mexico and Vietnam are all excellent manufacturing locations.

They are excellent for different reasons.

China remains exceptionally strong when engineering, tooling, component availability, speed and manufacturing complexity matter.

Mexico’s proximity to the U.S. can dramatically improve logistics, inventory and supply-chain responsiveness.

Vietnam can provide attractive economics and diversification for the right product categories.

But the most important change in global sourcing may be moving away from the idea that a product must belong to one country forever.

The best country for product development may not be the best country for mature production.

The best country for tooling may not be the best country for assembly.

The cheapest factory may not produce the lowest landed cost.

And the best supply chain at 5,000 units per year may look completely different at 100,000 units.

That is why we recommend building a manufacturing strategy around the product rather than forcing the product into a predetermined country.

Are You Getting the Best Manufacturing Deal?

If you already have a manufacturer, factory quotation or existing supply chain, Glick Group Global can help determine whether you are actually getting the best value.

We can review:

  • Current factory pricing

  • BOM and component costs

  • Tooling

  • Manufacturing processes

  • Supplier margins

  • MOQ

  • Payment terms

  • Freight

  • Duties and tariffs

  • Landed cost

  • Quality requirements

  • Alternative suppliers

  • Alternative manufacturing countries

  • Cost-down opportunities

  • China-to-Mexico or China-to-Vietnam transfer strategies

Send us your current BOM, drawings and supplier quotation.

We’ll help evaluate whether the manufacturing strategy makes sense, where the biggest opportunities may exist, and whether China, Mexico, Vietnam or a combination of locations offers the best value for your product.

Sometimes the answer is finding a new factory.

Sometimes it is moving countries.

And sometimes the best opportunity is negotiating a much better deal with the supplier you already have.

Talk with Glick Group Global about your manufacturing and sourcing strategy.