Are you evaluating your customers ?

In the fast-paced world of Electronics Manufacturing Services (EMS), the pressure to win new business can be all-consuming. An RFQ lands in your inbox, and the immediate instinct is to dive into the Bill of Materials (BOM), get pricing from suppliers, calculate your assembly costs, and submit a competitive quote as quickly as possible.

This is a reactive approach, and it often leads to low-margin contracts, misaligned expectations, and painful, unprofitable partnerships.

At its core, a world-class EMS provider is not just a “job shop” that assembles parts. They are a strategic manufacturing partner, deeply integrated into their customer’s success. To achieve that level of partnership, the relationship must begin with a deep, mutual understanding—long before the first purchase order is issued.

Winning a contract is a short-term victory. Building a profitable, sustainable partnership requires a different mindset. It requires you to qualify the customer as much as they are qualifying you.

Here are three critical questions, and the detailed reasoning behind them, that every EMS provider must ask a potential new customer to separate a true strategic partner from a purely transactional, price-shopping client.

Question 1: “Beyond this initial product, what does your three-year technology and product roadmap look like?”

At first glance, this question might seem overly forward, but it is the single most effective way to gauge the long-term potential of a new business relationship. The customer’s response will immediately tell you which of two categories they fall into.

• The Transactional Customer: Their response will be vague or non-committal. They might say, “Let’s just focus on getting this product launched first,” or “We’re not really looking that far ahead.” This is a major red flag. It signals that they view manufacturing as a simple commodity. They are likely shopping for the lowest possible price on this specific project and will do the same for the next one. This path leads to constant price pressure and zero loyalty.
• The Strategic Partner: They will welcome the question. They will speak with excitement about their vision for the next generation of their products. They might discuss upcoming shifts in technology (e.g., moving to a new processor family), plans for miniaturization, or new features that will require more complex PCBs.

Why This Question is Crucial:
A customer’s roadmap is a blueprint for your own strategic planning. If you know they are moving towards more complex, high-density boards, you can proactively invest in advanced inspection capabilities (like 3D AOI or AXI). If you know their future products require specific certifications (like medical or aerospace), you can begin that qualification process now. By aligning your capabilities with their future needs, you transform from a replaceable vendor into an indispensable part of their success.

Question 2: “What is your definition of a successful partnership with an EMS provider, and how, specifically, will you measure that success?”

This question cuts through the jargon and forces the customer to define their core values. The metrics they choose to measure success are a direct window into their priorities.

You are listening for what comes first.

• Is their immediate answer about hitting a target Price-Per-Unit (PPU)? If so, you know that cost will be the primary driver of the relationship, and every future conversation will likely revolve around price reductions.
• Or, do they talk about a broader set of Key Performance Indicators (KPIs)? A mature and desirable customer will speak in terms of:
  • On-Time Delivery (OTD): “Success for us is a partner who can reliably hit our delivery dates, every time.”
  • Quality & Yield: “We need a partner who can consistently deliver a First Pass Yield (FPY) of 99% or higher.”
  • Engineering Collaboration: “We are looking for a partner who can provide Design for Manufacturability (DFM) feedback to help us reduce costs and improve reliability.”
  • Supply Chain Resilience: “A successful partner is one who works with us to mitigate supply chain risks and can provide visibility into potential disruptions.”

Why This Question is Crucial:
You cannot be a successful partner to a customer whose definition of success does not align with your core strengths. If you have built your factory around high-reliability, rigorous process control, and strong engineering support, you will be perpetually frustrated by a customer who only values the lowest possible cost. This question ensures that your definition of “value” matches theirs, setting the foundation for a healthy, mutually beneficial relationship.

Question 3: “Can you walk us through your supply chain strategy, particularly for critical and long-lead-time components?”

In today’s volatile market, this may be the most important question of all. A product is only as manufacturable as its most constrained component. A customer’s approach to their supply chain reveals their operational maturity, their attitude toward risk, and their willingness to collaborate.

Listen carefully to their response.

• A high-risk, low-maturity customer will give a dismissive answer: “That’s why we’re hiring you. It’s your job to get the parts.” This is a signal that they intend to transfer 100% of the supply chain risk and inventory liability onto you. This is a dangerous and often unprofitable position for an EMS provider.
• A true partner will have a thoughtful and collaborative response:
  • “We have already qualified several alternate components for our key ICs.”
  • “We are willing to co-invest in strategic or Last-Time-Buys for critical components.”
  • “Our engineering team can work with yours to design-out constrained parts if necessary.”

Why This Question is Crucial:
The supply chain is a shared battlefield. A customer who understands this and is willing to work collaboratively on solutions is a partner you can build a future with. A customer who views the supply chain as “your problem” is setting you up for failure. This question clarifies the terms of engagement and ensures that the immense risks of supply chain management are shared equitably.

Conclusion: From Vendor to Partner

By asking these three strategic questions upfront, you fundamentally change the dynamic of the sales process. You elevate the conversation from a simple transaction about price to a strategic discussion about partnership, risk, and long-term value.

This approach may mean you walk away from some opportunities where the customer is clearly a poor fit. That is a good thing. It frees up your time, energy, and resources to focus on winning the right business—the kind of business that leads to sustainable growth and true, lasting partnerships.