As an independent distributor, I am frequently asked by manufacturers about our quality control (QC) and anti-counterfeiting certifications, and rightfully so, because these are and should be sticking points. But beyond asking about certifications, it's important to understand the certification processes, the operational guidelines required, and, most importantly, what companies do beyond the certifications.
My company, Smith & Associates, has been active in the stringent anti-counterfeiting quality standards-setting and certification processes for independent distributors in the semiconductor and electronics industry for 28 years. We encourage pushing the quality envelope and adhere to inspection process guidelines as daily routines, which are supplemented with rigorously detailed inspections by state-of-the-art laboratory testing.
What does all that mean from my desk at Smith? For me, quality certifications are not just a routine that my company follows on an annual basis -- they are meaningful every day I am involved in QC and anti-counterfeiting. But we see the certification standards as a starting point. The QC findings of every order that passes across my desk are reviewed and discussed with our clients' engineers, purchasing managers, buyers, QC team, and so forth.
It really does take a village: From vendor audit and ongoing ratings in our internal database to detailed reviews of the quality inspection reports on the results of tests for the parts requested (x-ray, decapsulation results, solvent resistance, die analysis, part marking tests, XRF analysis, solderability, specific functionality testing, customized tests, etc.) -- I rely on our vendor rating system and our commodity managers' expert knowledge to keep abreast of the latest issues on certain parts. On occasion, I even work with customers to help vet other vendors for them.
If we can't help our customers find parts, I still feel it's my duty to make sure you buy parts only from reliable sources so we can close doors to counterfeiters. After all, relationships and quality make a difference.
Being a diligent sourcing partner is critical in today's marketplace, and going the extra mile to audit vendors to ensure they are selling legitimate, quality products is essential. Starting with certification standards, and adding the most stringent and careful QC processes and procedures, we can dramatically reduce counterfeit parts in the supply chain.
These standards have gone a long toward improving the overall reputation of independent distributors. As a whole, independents have recognized that some of their peers are not the most stringent when it comes to sourcing components. Companies that go through the processes described above make it clear to customers they are serious about maintaining quality in the supply chian.
I have marked that sometime, there is desperate need for some obsolete parts by DSCC Columbus. They must have these parts to support legacy systems. They have to get these parts and they are enticed to purchase counterfeit parts.
I totally agree . When the situation is desparate , when a critical system is down and when somebody's neck on the block, such buying decisions are bound to be taken .
Only thing that can be done is after the emergency situation is taken care of, a detailed inspection and quality check should be carried out and if possible the parts bought in emewrgency situation should be replaced by the parts from authentic sources as early as possible
That's an extensive list of test procedures to execute. So will all the lots undergo this testing or only based on the supplier type. In general do you work with any suppliers other than big oem chip companies?
That's a great question. Each part we purchase does go through an inspection process in house, but no- we don't decap and xray every part that passes through. But if you want us to, we certainly can.
We do have a vendor rating system we use in house, which helps us identify the vendors for which we use our regular inspection process. If we feel the need, we can xray or decap in house for those vendors that we either don't have a long relationship with, if there's a part that's been flagged in the system as suspect in the past, or honestly- if we just think it needs to be done. We have 28 years of experience behind the metrics that make up our rating system, so we stand by those results. As I said though, we also take it to the next level and use our market and/or commodity knowledge in deciding if parts need extra testing. And of course, if there are any flags at all during the initial inspection process, we can always pull it and do more thorough testing on it.
We do have a large supplier base, so it's imperative that we have a screening process for our vendors. "Know thy vendor" is one of the rules here at Smith that we all abide by. We are only as good as the products we sell.
After the trouble we have had, we now do not ship anything from China that is not traceable without going to a 3rd party test lab. For a small Company like us, our internal QC was lacking. The days of using my Orafec machine and acetone are history.... We use AAA Labs as they have a test facility right in China. It is not cost effective of course but pricing parts a bit higher to ensure complete quality out weighs everything else.
PPICONE: You certainly have a good point here. I also feel that you cannot only focus on the budget. It should be both and wait till the time comes. It cetainly a plus factor in the long run.
From time to time you hear a story about the gov't buying a bad part and it having disastrous effects on their side.
We would certainly be willing to try to help in situations when there is a legacy product involved. In my experience, those are some of the high dollar items that are easy to duplicate, thus the plethora of bad parts in the market. Again, with a known vendor, stringent testing procedures and an open relationship with said vendor, a lot of these situations can be avoided.
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As semiconductor penetration increases, it is worthwhile to stop and recognize that not all industrial clients may have the same familiarity with electronics industry best-practices.
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Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.
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