Asia supply chain strategy.
Diversification away from China-concentration. Factory development in Vietnam, Taiwan, Korea, Thailand, and Mexico. Tariff response and cost-structure repositioning. Mill-level upstream relationships.
What the work covers.
Diversification is a factory-by-factory exercise. The plan is only as good as the relationships that make it real, and those take years to build and days to lose. This is the part of the work that cannot be done from a slide deck.
- Diversification planning away from China concentration, with the factories to make it real
- Factory development and qualification in Vietnam, Taiwan, Korea, Thailand, and Mexico
- Tariff response and cost-structure repositioning
- Sourcing audits and supply chain validation
- Direct-to-mill relationships for technical fabrics
- Programme rescues when a sourcing plan has stalled
Six countries. Three and a half decades.
The footprint is not a list of capabilities. It is a list of relationships, built one factory at a time, mostly in person, over a long enough period that every new tariff cycle is a familiar one.
Dozens of factory relationships across the Pearl River Delta, Yangtze, and inland regions. The thread that runs through everything else.
The first serious diversification market, and the one where direct mill access for technical fabrics matters most.
Hardware, technical components, and the precision engineering tier. Small-batch and dependable.
Premium technical fabrics, finishing, and the work that justifies a higher landed cost.
Stable, long-running production for technical sport and lifestyle. Quietly reliable.
When the math demands it. Lead-time-critical programmes for North American brands.
Typical engagements
Diversification plan and factory qualification.
Where the categories should move, in what order, and to which factories. Qualification visits, sampling, costing, and the transition plan that keeps the current season shipping while the next one moves.
Best for: brands with China concentration and a tariff clockSourcing audit and supply chain validation.
A factory-level review of who actually makes the product, on what terms, with what risk. Written for a deal team or a board, in the language of landed cost and lead time.
Best for: diligence, acquisitions, and new leadershipTariff response and cost repositioning.
The cost structure re-run honestly: duty, freight, minimums, and the inventory a longer or shorter lead time carries. Then the sourcing moves that change the number rather than the spreadsheet.
Best for: specific decisions on a known clock“With their help, we were able to navigate the complex areas of manufacturing and design in Asia for many years. A successful team to have on your side.”
“A heartfelt thank you to Richard Amodio and his team for their vast knowledge of all resources in Asia and the world. With their help we were able to navigate the somewhat difficult areas of manufacturing and design, and its transition into the vast Asian zone for many years. A friend and successful team to have on your side.”
“Rich has been my most valued partner and counsellor. No other firm operating in Asia offers more experience, insight, and leadership for Western companies.”
“I have been a friend, customer and colleague of Rich Amodio and CenterEdge Consulting for most of ten years in my various sourcing and supply chain roles. Rich has been my most valued partner and counsellor and I know of no other firm operating in Asia supporting western companies that offers more experience, insight and leadership. My recommendation could not be more unequivocal.”