Question 1

Why do European companies lose control of their purchasing in Asia over time?

Accepted Answer

Without physical presence in Asia, purchasing negotiations occur from a structurally weaker position. Suppliers prioritise clients who are present — those who can meet in person, respond immediately, and signal long-term commitment.

Question 2

How does physical presence improve purchasing negotiations in Asia?

Accepted Answer

Physical presence changes how the supplier perceives the relationship — from a remote buyer they can manage, to a serious operational structure they need to maintain.

Question 3

What is purchasing direction in Asia?

Accepted Answer

Purchasing direction means having an independent operational structure permanently present in Asia, negotiating on behalf of the European company — with the authority, credibility and context necessary to protect margins.

Question 4

When does purchasing direction become critical?

Accepted Answer

When market events create simultaneous pressure on the supply chain, when volume grows beyond what remote management can effectively control, or when new supplier relationships need to be established on the right terms.

Question 5

What is the difference between operational direction and sourcing?

Accepted Answer

Sourcing finds suppliers. Operational direction governs the entire supplier structure — who decides what, when, and with what information.

Question 6

How does MORESIS maintain independence from suppliers?

Accepted Answer

MORESIS operates exclusively on the client's side, free from factory commissions or agent conflicts. Independence is the foundation.

Question 7

What kind of companies work with MORESIS?

Accepted Answer

European companies — Spanish, French, German, Italian — that already purchase in Asia and recognise their current purchasing structure needs stronger direction to protect their margins effectively.

Question 8

How does MORESIS measure operational risk in Asia?

Accepted Answer

MORESIS translates technical problems into financial impact: supplier dependency into switching cost, poorly structured MOQs into cash lock, reactive quality control into hidden costs from rework and delays. Every operational risk is expressed in terms of its impact on EBITDA and margin stability.

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