{"id":2711,"date":"2026-08-17T19:05:00","date_gmt":"2026-08-17T19:05:00","guid":{"rendered":"https:\/\/emarticon.de\/?page_id=2711"},"modified":"2026-08-21T15:29:48","modified_gmt":"2026-08-21T15:29:48","slug":"china-strategie","status":"publish","type":"page","link":"https:\/\/emarticon.de\/en\/impulse\/china-strategie\/","title":{"rendered":"China Strategy"},"content":{"rendered":"

Published on August 17, 2026<\/p>\n<\/div>

\n

We talk about tariffs all the time.
\nI believe the real race is already happening elsewhere.<\/p>\n

It's no longer just about products.
\n<\/b>It's about knowledge. More precisely: about access to knowledge.<\/b><\/p>\n

This is precisely where the rules of the game for European purchasing are changing.<\/p>\n

China has significantly restricted the transfer of sensitive technologies and know-how abroad through new regulations. Companies will only be allowed to share this knowledge under strict government guidelines.<\/p>\n

For me, this is far more than just another trade barrier.<\/p>\n

It marks the end of a strategy that many European companies relied on for decades. For a long time, the roles were clearly defined: Europe brought technologies and manufacturing expertise to China. Those who wanted to produce there had to share their know-how. China used this knowledge, consistently developed it further, and today is among the innovation leaders in areas such as battery technology, electromobility, and artificial intelligence.<\/p>\n

And it is precisely now that the direction of knowledge transfer is changing.<\/p>\n

Access to this technological know-how is becoming more difficult. This affects not only individual companies, but also the competitiveness of entire industries.<\/p>\n

Therefore, I am observing a trend in many procurement projects that is increasingly worrying me.<\/p>\n

Purchasing decisions are still often defined primarily by prices, savings, and terms. This remains important \u2013 but it's no longer sufficient. The crucial question today is no longer:
\n\u201e"Where can we buy our groceries more cheaply?"\u201c<\/p>\n

Rather:<\/em><\/p>\n<\/div>\n<\/div><\/div><\/div><\/div><\/div>

\u201e"How do we secure long-term access to technology, innovation and know-how?"\u201c<\/h3><\/div><\/div><\/div>

In my view, this fundamentally changes the role of purchasing.<\/p>\n

Purchasing is evolving from a classic cost function to a strategic future function.<\/b> He is increasingly playing a key role in deciding which technologies will be available to a company in the long term, how resilient the supply chain is, and how independently a company can position itself in critical areas.<\/p>\n

This also changes the requirements for supplier evaluation.<\/p>\n<\/div><\/div><\/div>

<\/span>
<\/div><\/div><\/div><\/div><\/div>

In addition to price, quality and delivery capability, new criteria are gaining importance:<\/h3><\/div>