Press interview / Le Petit Journal /
Sourcing in Vietnam is an operating decision, not simply a search for a lower quoted price.
In an interview with Le Petit Journal, Mickaël Driol discusses industrial sourcing and the CCIFV Sourcing Committee, which he co-chairs with Guillaume Rondan. The conversation connects supplier capability, local execution and peer exchange with the practical choices facing international companies.
A French-language digital newspaper serving French expatriates and French-speaking communities worldwide, with local editions including Ho Chi Minh City.
The original publication
Mickaël Driol, co-chair du Comité Sourcing CCIFV : les enjeux du sourcing au Vietnam
- Publisher
- Le Petit Journal, Ho Chi Minh City edition
- Journalist
- Gaïa Beard
- Published
- 22 May 2026
- Language
- French
- Format
- Interview with Mickaël Driol
Mekong Partners perspective
From a sourcing opportunity to a dependable supply arrangement.
The useful starting point is the product and process requirement. Define specifications, tolerances, order patterns, testing responsibilities and the consequences of a missed delivery before comparing supplier proposals. A seemingly attractive offer can become difficult to execute when assumptions remain implicit.
Qualification should then distinguish demonstrated capability from promised capability. Review production arrangements, subcontracting, quality records and corrective-action practices with appropriately qualified specialists. Agree what will be checked, by whom and at which stage of a pilot. A successful sample is one input, not a substitute for a repeatable process.
Commercial and operating terms need to work together. Lead times, minimum orders, tooling ownership, change approval, escalation and payment milestones should reflect how the relationship will actually run. Where legal, technical or regulatory judgments are required, bring the relevant specialists into the review.
Three questions for the next supplier review.
What must be true before a pilot starts?
Set evidence-based gates: agreed specifications, identified production responsibility, a testing plan and clear ownership of any unresolved issue. Document exceptions so that the pilot does not quietly become a full-scale commitment.
How will changes be controlled?
Confirm who may approve a material, process or subcontractor change. Agree how the buyer will be notified, how updated evidence will be reviewed and what happens when a change affects cost, performance or delivery.
What happens when performance slips?
Define escalation contacts, corrective-action timing and the evidence needed to close an issue. Consider inventory, alternative supply and customer communication as part of a proportionate continuity plan.
Put the questions into a working plan.
Discuss the product scope, current supplier stage and the decision your team needs to make. Mekong Partners can help frame the commercial and operating review, with specialist validation where appropriate.
