Many U.S. buyers come to Vietnam because they see it as similar to China 25–30 years ago. The market offers strong potential and opportunities. However, doing Business in Vietnam is not the same as in China. To succeed, buyers need to understand the people, the way factories work, and how to develop reliable partners.
People in Business in Vietnam
People are at the center of business. When working with local factories, it is easier if you have someone who understands local culture and language. This makes talks, problem-solving, and negotiations smoother.
In China, discounts often come from personal networks. In contrast, in Vietnam, better terms usually come through supplier support, such as smaller MOQ, extended payment, or help with production.
Many local factories prefer working through agents instead of direct buyers. The reason is simple: agents qualify projects and train factory staff, who are often young and not experienced. Because agents understand both business and projects, they guide factories to deliver better results.
Sometimes, working with Chinese teams in Vietnam is slow. If issues occur, the entire process can be delayed. Therefore, building a supply chain in Vietnam that works independently from Chinese networks is important.
Vietnamese-owned factories are often not comfortable working directly with Chinese buyers. Yet, they are more open when a U.S. buyer visits with a trusted Vietnamese local. This shows the value of developing strong local partners.
Another key point is that the number of capable suppliers is limited. If buyers ask for too many quotes without clear commitment, factories may stop responding. Unlike in China, suppliers in Vietnam do not welcome endless price checking.
Product and Supplier Development in Vietnam
Only a small number of factories in Vietnam have the full ability to produce for the U.S. market. Buyers should be careful when choosing small suppliers. Many of them lack experience, finance, or production capacity. Always verify their background with reliable tools and information.
Potential suppliers can still grow into good partners, but this takes time. They need training and support in both product and business. With the right help, they can become trusted vendors in the long term.
At the same time, many Chinese factory owners have moved to Vietnam. They bring networks, experience with U.S. buyers, and strong product development skills. Some also set up trading and service companies to support U.S. buyers. This gives them an advantage, because they understand both international standards and Vietnam’s factory reality. By contrast, many Vietnamese-owned factories have modern facilities but lack strong business and product development teams.
When it comes to samples, many Vietnamese factories ask buyers to pay. They often do not have the financial strength to provide free samples. On the other hand, Chinese companies in Vietnam usually have more capital. They are willing to cover sample costs themselves to win the order.
Conclusion: Building Trust for Business in Vietnam
Vietnam is full of opportunities, but the way to succeed is different from China. Business in Vietnam depends on people, trust, and local support. Buyers should choose suppliers carefully, work with local partners, and invest time in development. With the right approach, U.S. buyers can build a strong and reliable supply chain in Vietnam.
