Mechanical Equipment Sourcing China: 9 Decision Dimensions

There are nine measurable dimensions on every mechanical equipment purchase from China, and most buyers only score the first three. The other six are where the landed cost spikes, the after-sales chain breaks, or the equipment shows up at your customs gateway in a configuration that cannot legally clear.

This is a cross-industry framework. I have used it on used mini excavator orders into Almaty, new sprayer-tractor packages into Tashkent, dump-truck chassis into Bishkek, vertical turbine pump skids into Moscow, and three-phase induction motors into Karaganda. The product changes. The nine dimensions do not.

What follows is the scoring sheet I hand to clients before they send the first wire transfer, plus how the same dimensions play out across five very different equipment categories.

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Why a 9-dimension framework beats a product-specific checklist

Most online guides for mechanical equipment sourcing china are vertical. There is an excavator guide, a tractor guide, a pump guide. Each tells the buyer to look at engine hours, or PTO horsepower, or NPSH margin, and stops there.

That works for the person who buys the same product twice a year. It fails the buyer who is importing and exporting heavy machinery across categories — a contractor expanding into agriculture, a dealer adding mining haul trucks to an excavator yard, a factory replacing pumps and motors in the same maintenance shutdown.

The reason vertical guides fail at the cross-category buyer is simple. The catastrophic risks in any mechanical purchase from China are not in the product spec. They are in the eight things that surround the spec: site conditions, parts, after-sales, batch consistency, third-party inspection, transport constraints, HS code, and logistics share of landed cost.

A 9-dimension framework forces a buyer to score all eight surrounding risks before the price negotiation even starts. It also lets that buyer compare a tractor supplier in Shandong to a pump supplier in Zhejiang on the same scale, which is what a multi-product procurement team actually needs.

The framework below is what we use internally. I am sharing it because the cost of teaching it is lower than the cost of cleaning up the orders that skipped it.

The 9 dimensions, in order of how often they are missed

Each dimension below is scored from 1 to 5. Five means “verified with documents, photos, or a site visit, and the answer is fully acceptable.” One means “the supplier would not or could not answer, and I have no third-party confirmation.” A total score below 30 out of 45 is a reject in our practice. A score between 30 and 36 means we proceed but rewrite the contract terms to cover the weak dimensions. A score above 36 is what we call a clean order.

Dimension 1: Technical spec match — nameplate versus actual

The nameplate on a Chinese-built machine is the manufacturer’s claim. The actual delivered configuration is what the buyer pays for. These are often not the same thing.

On a 6-ton wheeled excavator order to Kostanay last quarter, the supplier’s spec sheet listed a Yanmar 4TNV98T engine. The machine that showed up at the yard had a Chinese-built equivalent with the same displacement and a casting that visually resembled the Yanmar. The buyer had paid for a Japanese engine. He received a domestic clone. The price differential was around $2,400 per unit, on a five-unit order.

This is not always fraud. Sometimes the spec sheet is generic across a model family and the buyer simply did not specify. Either way, dimension 1 is verified by three documents: the proforma invoice with the engine serial number written in, a pre-shipment photo of the engine nameplate, and a copy of the engine manufacturer’s certificate of origin where the engine is supposed to be imported. If any of those three is missing, dimension 1 scores 2 at most.

I have written separately on how to read a mini excavator engine plate and verify the engine where the brand-name claim is the central pricing variable. The same logic applies to a tractor where the supplier claims a Bosch hydraulic pump, or a pump skid where the supplier claims a Siemens motor.

Dimension 2: Site adaptation — altitude, temperature, voltage, frequency

A Chinese factory tests its product on a Chinese site. The Chinese site is, usually, between sea level and 800 meters, ambient temperature between minus 10 and plus 35 Celsius, on a 380-volt, 50-hertz grid.

A buyer in southern Kazakhstan has a 50-hertz grid and similar temperatures, and most of the time the equipment runs without adjustment. A buyer in eastern Kazakhstan above 1,500 meters needs derated diesel engines and rejetted carburetors on smaller equipment. A buyer in Bishkek at the foothills of the Tien Shan, or in any high-altitude mining application, needs turbocharged engines or factory-recalibrated naturally aspirated engines, and the supplier needs to know that before assembly.

A buyer in any Gulf country or in the southwestern deserts of Central Asia is on a 50-hertz grid but the ambient temperature in summer exceeds 45 Celsius. Electric motors need higher insulation class. Hydraulic systems need synthetic oil. Cooling fans need to be uprated.

Dimension 2 scores 5 when the buyer has put the altitude, ambient temperature range, voltage, frequency, and dust-load expectation in writing in the proforma, and the supplier has signed acknowledgment that the equipment is rated for those conditions. Most orders score 2 or 3 because nobody on either side raises it.

Dimension 3: Spare parts availability — the next two years

The single most predictable failure on Chinese mechanical equipment is parts. The machine works. The first scheduled service breaks down because a $40 sensor cannot be sourced in country and a $2,000 forwarding job for a single small box is the only path to replacing it.

I covered this in the spare parts strategy for China-built machinery but the scoring rule is: dimension 3 is a 5 only when the supplier has provided a written parts list with part numbers, declared in writing whether each part is OEM-only or available from a third-party supplier in country, and quoted lead time for the top 20 wear parts.

A 4 is acceptable if the parts list is provided but lead time is not. A 3 means the buyer has been told “we have parts” without documentation. Anything below 3 is a reject for industrial equipment that will run more than 1,000 hours per year.

For one-off equipment that will run less than 100 hours per year — a backup generator, a seasonal sprayer, a single workshop press — the buyer can score dimension 3 lower without rejecting the order. The framework is the same. The thresholds change.

Dimension 4: After-sales chain — who answers the phone in month 14

After-sales is dimension 4 because it is what dimension 3 turns into when something actually breaks. A parts list is paperwork. An after-sales chain is a person, in a time zone, who will pick up when the buyer’s mechanic calls.

The brutal version of this dimension is this question: in month 14, when the warranty has 10 months left, and a pressure switch fails on a Sunday in Aktobe, who does the buyer call?

The acceptable answers, in descending order of value: a local dealer or service partner in the destination country who carries inventory; a regional dealer in the wider region who can fly a technician within five days; a direct line at the factory in China with a named English-speaking or Russian-speaking service engineer; a generic sales contact who will route the request through internal channels with no guaranteed turnaround.

Dimension 4 scores 5 only at the top two answers. The “factory direct line” answer scores 3 because in practice that line goes silent during Chinese New Year, Golden Week, and any production crunch. The “generic sales contact” answer is a 1, and it is the most common answer on first-tier supplier RFQ replies.

Dimension 5: Batch consistency — five units now, fifty units next year

A dealer or distributor buying mechanical equipment is not buying one unit. They are buying the first five units of what they hope is a fifty-unit relationship. Dimension 5 is the question of whether the factory’s quality output is consistent across batches.

Two factory-level signals predict batch consistency. First, the factory keeps written batch records for each production run with serial numbers, inspection sign-offs, and reject counts. Second, the factory’s reject rate is openly reported in the audit and is in a believable range. A factory that claims a 0.1% reject rate is either world-class or lying. A factory that openly reports a 2 to 4% in-line reject rate is a factory that measures itself.

I have run pre-shipment inspections where the first three units of a five-unit order passed and the fourth unit had a hydraulic hose routed differently than the other four. Same part number. Same model. Different assembly worker on a different shift. That is a batch consistency problem and it cost the buyer a one-week delay while we waited for the factory to re-do the unit.

Dimension 5 scores 5 when the factory has been audited and the inspection report includes process control documentation, not just a clean ISO certificate. A clean ISO certificate alone scores 3. The remote quality control workflow we have written about for overseas buyers running QC on a Chinese supplier from a distance is the practical answer when the buyer cannot fly in.

Dimension 6: Third-party inspection — neutral eyes before payment

The supplier’s QC report is not third-party inspection. It is the supplier inspecting the supplier. Dimension 6 scores how rigorously the buyer has built an independent verification step into the workflow.

A 5 in dimension 6 means a third-party inspection firm — SGS, QIMA, Bureau Veritas, Intertek, or an independent Chinese inspector — has been booked at pre-shipment with a written scope of work that names the test instruments and the sampling plan. A 4 means the same has been booked but the scope is generic (“visual inspection plus operational check”). A 3 means the buyer is sending their own representative to the factory. A 2 means the buyer is relying on the supplier’s QC report alone. A 1 means there is no inspection plan at all and the buyer is paying on shipping documents only.

The cost of dimension 6 is typically $300 to $600 for a one-day inspection on a single equipment order. The cost of skipping it on a $80,000 order can be the entire $80,000. The arithmetic decides itself.

Dimension 7: Export packing and dimension limits

This is the dimension that breaks first-time buyers more often than any other. The supplier quotes a tractor with a cab that is 3.2 meters tall and a width of 2.6 meters. The buyer’s preferred shipping mode is a 40-foot high-cube container. The tractor fits, with 15 centimeters to spare on each side, only if the cab is removed for transit and reinstalled at destination.

If the buyer has not discussed packing with the supplier, what arrives at the loading port is a fully assembled tractor that will not fit in any container. The choice is then a breakbulk shipment at five times the freight cost, an out-of-gauge flat rack with permits, or a delay while the supplier disassembles and re-packs.

Dimension 7 also covers the cargo securing. Was the equipment lashed to the container floor with chains rated for the equipment weight? Were silica gel packs included for sea freight? Was the engine drained of fluids if required by the destination port’s regulations? Was the battery disconnected per IATA rules if any air component is involved?

A 5 in dimension 7 means the buyer has a written packing list with dimensions, weights, lashing diagram, and a confirmation of the chosen shipping mode. The Incoterms decision — covered in our Incoterms guide for Central Asia buyers importing from China — interacts with dimension 7 directly, because under EXW or FOB the buyer owns the consequence of any packing decision the supplier made unilaterally.

Dimension 8: HS code and certification at destination

The HS code is a 10-digit number that determines the import duty, the value-added tax rate, the certification regime the equipment must clear, and in some jurisdictions the inspection regime the customs broker must follow.

The supplier’s commercial invoice will carry a Chinese HS code. The buyer’s customs declaration at destination will use the destination country’s HS code. These two numbers are usually similar in the first six digits and can diverge in the last four.

A wheel loader, for example, is HS 8429.52 in most jurisdictions. A small skid-steer loader on the same invoice could be classified as 8429.51 with a different duty rate, or in some destinations as a tractor under 8701 if the loader has an interchangeable bucket. The difference between 8429 and 8701 is the difference between a 5% duty and a 0% duty in some EAEU contexts.

The certification at destination is the bigger trap. Equipment imported into EAEU countries — Kazakhstan, Russia, Belarus, Kyrgyzstan, Armenia — must carry valid EAC certification for the specific technical regulations that apply. We have documented EAC certification for Chinese machinery in EAEU markets in detail. The short version is that ТР ЕАЭС 010/2011 covers machinery safety, ТР ЕАЭС 020/2011 covers electromagnetic compatibility, and ТР ЕАЭС 004/2011 covers low-voltage equipment. Each technical regulation requires its own conformity assessment. A “EAC certificate” without a specified regulation is not a real certificate.

Dimension 8 scores 5 when the HS code at destination has been pre-classified by the buyer’s customs broker, the certification regime is documented, and the supplier has either produced the required certificates or accepted a contract term that withholds final payment until they do.

Dimension 9: Logistics share of landed cost — the 12% rule

The ninth dimension is a financial one. What share of the landed cost is the equipment itself, and what share is freight, insurance, certification, customs duties, and inland delivery?

A healthy ratio for heavy machinery from China to Central Asia is 12 to 18% logistics share, depending on Incoterms and origin port. A ratio below 10% suggests the buyer has not budgeted for inland delivery or final-mile handling and is going to be surprised on arrival. A ratio above 22% suggests the buyer has picked an inefficient route — air freight on a part that should ship by sea, or a port pairing that requires expensive trans-shipment.

For a worked example with current 2026 freight rates, the China to Central Asia rail freight guide breaks down the typical landed cost composition for a $50,000 equipment unit. The rail option through Khorgos or Altynkol is now competitive with sea-plus-truck for landlocked Central Asia, which it was not three years ago.

Dimension 9 scores 5 when the buyer has a written landed cost sheet with each cost line itemized, and the equipment-to-logistics ratio is in the healthy range or has been explicitly justified.

How the 9 dimensions interact

The dimensions are not independent. A weak score in dimension 4 (after-sales) makes dimension 3 (parts) more important, because the only path to parts is then through the factory directly. A weak score in dimension 7 (packing) usually drags down dimension 9 (logistics cost), because re-packing or out-of-gauge shipping inflates freight.

A practical pattern: when a buyer cannot get above 30 out of 45 on a particular supplier, the lowest two dimensions are almost always 4 (after-sales) and 6 (third-party inspection). These two are also the two cheapest to fix. Asking the supplier to introduce a local service partner and adding a $500 inspection line item can lift the total score by 6 points.

The framework therefore doubles as a negotiation tool. The buyer can show the supplier the score sheet, identify the two weakest dimensions, and ask for concrete fixes. A supplier who responds with concrete fixes is a supplier who wants the long-term relationship. A supplier who responds with reassurance is a supplier who wants the wire transfer.

Comparison table: how the 9 dimensions score across five categories

The same 9-dimension framework, applied across five common mechanical equipment categories that we have sourced in 2025 and 2026, produces this typical pattern of where the buyer’s attention should concentrate.

Dimension	Used mini excavator	New tractor	Dump truck chassis	Industrial pump	Three-phase motor
1 Spec match (nameplate vs actual)	Critical — engine swap risk	Moderate — PTO hp claim	High — chassis rating versus axle load	Moderate — material grade	Moderate — insulation class
2 Site adaptation	Moderate — hyd oil grade	Critical — altitude derating	High — gradient and altitude	Moderate — fluid compatibility	Critical — voltage and frequency
3 Spare parts	Critical — proprietary parts	High — dealer network	Moderate — common parts	High — seal kits	Moderate — bearing standard
4 After-sales	High — used unit warranty	Critical — seasonal use	High — fleet uptime	Moderate — long service interval	Low — replacement, not repair
5 Batch consistency	Low — single unit	Moderate — small batches	High — fleet purchase	High — multi-skid orders	Critical — large batches
6 Third-party inspection	Critical — used condition	High — pre-shipment	High — chassis weld integrity	Critical — pressure test	High — Hi-pot test
7 Export packing	Critical — oversize	Moderate — cab removable	Critical — oversize and weight	High — protect flanges	Low — palletizable
8 HS code and certification	High — TR EAEU 010	High — agricultural CoC	Critical — vehicle homologation	High — TR EAEU 032 if pressure	High — TR EAEU 004 / 020
9 Logistics share	High — used market sensitivity	High — bulky cab	Critical — RoRo versus container	Moderate — skid mounted	Low — high value density

A buyer reading the column for their own product category sees immediately which dimensions matter most. A buyer comparing two columns — say, moving from used excavators into industrial pumps — sees how the risk profile shifts and where to redirect attention.

Five worked cases across five equipment categories

The framework is abstract until you apply it. Here are five orders we ran in the last 12 months, each in a different mechanical equipment category, each with the full 9-dimension score we used at the wire-transfer decision point.

Case 1: Mini excavator, Almaty, scored 32 of 45

A construction contractor in Almaty asked us in March to source three units of a 3.5-ton used Japanese-brand mini excavator, year of manufacture 2018 to 2020, from a Chinese yard.

The supplier we shortlisted scored as follows. Dimension 1: 4 (engine serials matched and we verified the engine plate ourselves). Dimension 2: 5 (no altitude issue, standard 50hz spec). Dimension 3: 3 (parts list provided but lead times not confirmed). Dimension 4: 2 (factory-direct only, no service partner in Kazakhstan). Dimension 5: 3 (used units, batch consistency does not apply in the usual sense). Dimension 6: 5 (we booked a pre-shipment inspection through an independent inspector). Dimension 7: 4 (three units in a 40-foot container required cab tilting on one unit). Dimension 8: 3 (HS 8429.52 confirmed, EAC certification incomplete on one unit). Dimension 9: 3 (logistics share was 17% which is acceptable but the inland leg from Almaty to the site added another 4%).

Total: 32 out of 45. We proceeded. We added two contract terms: a 10% balance withholding until the EAC certification gap on the third unit was closed, and a parts-availability letter from the supplier covering 18 months. The order delivered, the EAC paperwork closed at delivery plus three weeks, and the contractor placed a follow-up order in May.

Case 2: 80-horsepower tractor, Tashkent, scored 28 of 45 and rejected

An agricultural cooperative in the Fergana Valley wanted to import 12 units of an 80-hp wheeled tractor with a front-end loader package and a three-point hitch.

The shortlisted supplier scored 28 out of 45. The weak dimensions were dimension 4 (no service network in Uzbekistan and the supplier could not name a regional partner), dimension 5 (the supplier could not provide batch consistency documentation for a 12-unit run), and dimension 9 (the supplier’s quote was inland-delivery-included to Almaty but not to Tashkent, and the additional 600 km on Uzbek roads added 9% to the landed cost that the buyer had not budgeted).

We recommended rejection. The cooperative pushed back, asked us to negotiate the missing pieces, and we tried. The supplier was unwilling to commit to a service partner in writing and was unable to produce batch records from previous runs. We rejected the order and the cooperative paused the program. Six months later, the same cooperative sourced through a different supplier in Henan with a documented service relationship with a Tashkent dealer. The lesson was not that Chinese tractors are bad. The lesson was that this particular Chinese supplier was not a 12-unit relationship-grade supplier.

Case 3: Dump truck chassis, Bishkek, scored 37 of 45

A logistics operator in Bishkek wanted five 8×4 dump truck chassis, payload 25 tons, with Cummins engines and ZF transmissions.

The supplier scored 37. The strongest dimensions were 1 (verified engine and transmission serials), 6 (independent inspection on the chassis welds, especially at the frame rail to crossmember joints), and 9 (logistics share was 13% on a per-unit basis once we consolidated five units into a single deep-water shipment to Bandar Abbas with onward transit by truck through Iran into Kyrgyzstan).

The weakest dimension was 8 (vehicle homologation in Kyrgyzstan requires both EAC certification and a separate national approval, and the supplier was producing units to EAC spec but not to Kyrgyz national spec). We worked with a homologation agent in Bishkek to add the local certification at a cost of $1,800 per chassis. Order delivered, all five units passed homologation, and the buyer placed a 12-unit follow-up six months later.

Case 4: Vertical turbine pump skid, Moscow, scored 35 of 45

A water utility in the Moscow region needed three vertical turbine pump skids for a wellfield expansion. Flow rate 280 cubic meters per hour, head 95 meters, electric motor driven at 380V 50Hz.

The supplier scored 35. Strong on dimension 1 (material grade and impeller machining traceable to mill certificates), strong on dimension 6 (hydraulic performance test witnessed remotely by video with the buyer’s engineer on the call), strong on dimension 2 (motors rated for the standard EAEU 380V 50Hz grid). Weak on dimension 8 because the pump skid as a pressure-containing assembly required ТР ЕАЭС 032/2013 certification, which the supplier was unfamiliar with. We engaged a Russian certification body, ran the conformity assessment as a separate workstream, and added a contract milestone tied to the certificate being in hand before final payment. Project delivered on time.

Case 5: 75-kilowatt three-phase induction motors, Karaganda, scored 39 of 45

A mining operator in Karaganda wanted 40 units of a 75-kW three-phase induction motor, IE3 efficiency class, IP55 enclosure, for a conveyor system rebuild.

This was a high-batch low-customization order, exactly the kind where dimension 5 (batch consistency) and dimension 6 (third-party inspection on a sample) matter most. The supplier in Wenzhou had documented batch records, an IEC 60034-compliant test protocol, and serial-numbered Hi-pot test reports for every motor.

Dimension 8 was straightforward — ТР ЕАЭС 004/2011 and 020/2011 covered the motors as low-voltage electrical equipment. Dimension 9 was strong because motors palletize efficiently and 40 units consolidated into a single 40-foot high-cube. The order scored 39 of 45, the highest of the five cases here. The buyer placed a follow-up 30-unit order in the same quarter.

How to use this framework on your next order

Before you talk to a supplier, score the dimensions you can score from the RFQ documents alone. Dimensions 1, 7, 8, and 9 can usually be partially scored from a proforma invoice and a freight quote. That gives you a baseline of around 20 of 45.

After your first call or factory visit, score dimensions 2, 4, and 5. These need supplier responses. Expect this round to lift the score by 6 to 9 points if the supplier is responsive.

Before payment, score dimensions 3 and 6 through documentation and a booked inspection. These are the highest-leverage dimensions because they are the cheapest to fix and they protect the entire downstream relationship.

A buyer who has done this work arrives at the wire-transfer decision with a written score sheet, not a feeling. That is the difference between a buyer who survives their third order and a buyer who quits Chinese sourcing after their second one.

Frequently asked questions

How long does it take to score a supplier on all 9 dimensions?

For a single-unit order, the full scoring workflow takes about 8 to 12 business days from RFQ to final score. Dimensions 1, 7, 8, and 9 are answered in the first 48 hours from the proforma and freight quote. Dimensions 2, 4, and 5 need one or two rounds of supplier communication and typically resolve within five business days. Dimension 6 requires booking an inspection which adds another 5 to 7 business days. Dimension 3 documentation can be requested in parallel. For a multi-unit fleet order, expect to add another week for batch documentation review under dimension 5.

What is the minimum acceptable total score before placing an order?

In our practice, 30 out of 45 is the floor. Below 30 the supplier is rejected. Between 30 and 36 the supplier is acceptable only with compensating contract terms — typically a payment withholding clause tied to the weak dimensions, plus a third-party inspection. Above 36 the supplier is a clean order and no special contract terms are required beyond standard pre-shipment inspection. Above 40 is rare and indicates a supplier that has already built export-grade processes, often because they have been exporting for at least five years.

Can the same framework be used for new and used equipment?

Yes, with two adjustments. For used equipment, dimension 5 (batch consistency) is largely irrelevant because each unit is its own batch, so the maximum score becomes 40 out of 40. Dimension 1 (spec match) becomes more critical because the actual configuration may have drifted from the original nameplate due to repairs or modifications. Dimension 6 (third-party inspection) is even more important because a used unit’s true condition can only be verified by physical inspection.

How does this framework apply to import and export heavy machinery beyond what is listed in the comparison table?

The framework is product-agnostic. The 9 dimensions apply to any mechanical equipment that has technical specifications, requires installation or commissioning, consumes spare parts over its operating life, and is physically transported. We have applied the same framework to printing presses, plastic injection machines, food processing lines, woodworking machinery, and packaging equipment. The weights of the dimensions shift by category — for printing presses, dimensions 4 and 5 dominate because uptime is the business case — but the framework itself transfers.

Who should do the scoring — the buyer or a sourcing agent?

Either can do it, but the buyer should own the score even if an agent collects the inputs. The reason is that the buyer is the one who lives with the equipment for 10 years. The scoring forces the buyer to decide which dimensions matter most to their business, and a buyer who outsources that decision to an agent inherits the agent’s biases. Our practice when working as the agent is to do the data collection on all 9 dimensions and present the evidence to the buyer for scoring, rather than scoring on the buyer’s behalf.

What if the supplier refuses to participate in scoring?

That is a data point. A supplier who refuses to discuss parts availability, certification, or batch records is a supplier who has chosen not to be a long-term partner. Some are simply traders without access to the manufacturer’s information, which is its own warning. Others are factories that have made a decision to operate at the spot-buyer end of the market. Neither is wrong for them. Both are wrong for a buyer who needs the after-sales chain to function in month 14. A refusal at the scoring stage is faster and cheaper than discovering the same gap after the wire transfer.

How does this framework compare to a generic supplier audit?

A supplier audit verifies that the factory exists, has the equipment to make what it claims, and follows documented processes. That maps to dimensions 5 and partly 6. The other seven dimensions — spec match on the specific unit, site adaptation for the specific destination, parts and after-sales for the specific buyer, packing and HS code and logistics — are order-specific, not factory-specific. A factory can pass an audit and still produce an order that scores 25 of 45 on this framework. That is why we run both, and we run the 9-dimension scoring on every order, not just on new suppliers.

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The 9-dimension framework is not the only way to evaluate mechanical equipment sourcing china decisions. It is the way we evaluate them because the dimensions are measurable, the weights are transparent, and the score is auditable. A buyer who has used it on three orders develops an intuition for which dimensions to push hardest on a given product. That intuition is what separates a buyer who treats China as a one-time transaction from a buyer who treats it as a sourcing channel for the next decade.

If you are about to place a first order for any category of mechanical equipment from China, the cost of running this scoring framework is roughly one business week and a few hundred dollars in inspection fees. The cost of skipping it can be the equipment unit price, the lost season, and the rebuilt supplier relationship. The arithmetic is straightforward.

When you are ready to apply this framework to your specific category — whether that is excavators, agricultural machinery, trucks, pumps, motors, or any other mechanical equipment — our team in China can run the data collection on all 9 dimensions and present the evidence in a score sheet you can use for your final decision. If you would rather hand the whole job over, our mechanical equipment sourcing service covers it end to end — supplier vetting, on-site inspection and door-to-door shipping.

Part of our complete guide to working with a China sourcing agent — how we vet factories, price transparently, run QC and ship from China.