The collaboration I am looking for
I am looking for a supply chain we can turn into a business together, not a funding proposal alone.
I focus on supply-chain-based ventures in which I am actively involved in operations. I do not offer passive financial investment or passive stakes in established companies.
The best fit is a team with product, technology, production or supply-chain capabilities but gaps in positioning, commercialization, brand building, channels or long-term operations.
The supply-chain team leads development, production, delivery, quality and cost. I contribute market research, product definition, the business model, brand, website and content, overseas market entry, channels and project management.
What makes a good fit
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A clear product or technical advantage
A real problem solved through performance, materials, process, cost or application—not only a highly interchangeable commodity.
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A foundation for reliable delivery
Samples or small batches can be produced, with reasonable clarity on quality, cost, lead time, capacity and compliance.
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Demand that can be tested
Defined use cases, representative customers or initial orders are helpful. Before sales, there should still be concrete demand evidence beyond an idea.
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Understandable economics
Cost, gross margin, channel expense, after-sales responsibility and scaling potential can be assessed, with willingness to share relevant information honestly.
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A team suited to long-term work
Accountable people who execute and can face uncertainty in product iteration, market testing and operations together.
Priority areas
New materials, new technologies, industrial products, high-performance components, smart hardware and consumer products with cross-border potential.
I am particularly interested in advantages built through products, supply chains and commercialization, rather than dependence on large amounts of traffic or established distribution.
Staged investment and validation
I prefer to test in stages before committing substantial capital.
Market demand, samples, small-batch delivery, channels and initial customer types come first. Additional capital and resources depend on what those tests show.
Possible investment areas include:
- Product development, samples and tooling.
- Testing, certification and compliance.
- Initial inventory and supply-chain setup.
- Brand, website and content assets.
- Market validation and channels.
- Team and day-to-day operations.
Capital, legal entity, equity or revenue-sharing arrangements are discussed for each project based on its stage, supply-chain contribution, both parties’ input and potential.
What to prepare
Contact me by email or WeChat if you have a reasonably developed product, technology or supply-chain capability.
Alongside a business plan, useful materials include:
Product introduction, strengths, applications, samples or catalog, production and development capabilities, cost range, MOQ, lead time, quality standards, certification, current customers or orders, and preferred collaboration.
Priority goes to projects with a real supply-chain foundation, openness about key information and an intention to build a lasting business.