When I joined this company, the MES project had already started. I wasn’t new to MES — in fact, I’ve led several MES implementation projects before. So I came in with experience, clarity, and the intention to support what was already in motion.
But I also came in with an assumption:
That the vendor would operate with the same level of professionalism I was used to.
That assumption turned out to be my blind spot.
Why I Chose to Help First
From the start, I did my part to build the relationship.
I even offered to help translate the MES system from Chinese to English — not because it was required, but because I wanted smoother communication for both sides. I believed small efforts could lead to long-term collaboration.
I didn’t expect special treatment — I just expected professionalism.
But things didn’t go as hoped.
Training was dismissed as “already completed,” even though the only trained staff had already left. System updates were done directly on the production server, without going through a test environment — and they caused downtime. There was no formal release process, no structured documentation, and sometimes not even an explanation when things went wrong.
Then came the pressure to sign off, even though some promised functions were clearly not delivered.
That’s when I realized:
I wasn’t wrong to trust — but I was wrong to assume accountability would come automatically.
What I Learned About MES Vendor Management
- Professionalism should never be assumed — verify it early through actions, not promises.
- Goodwill isn’t a shortcut to good process — process must be formalized.
- Helping doesn’t guarantee respect — make sure boundaries are clear.
- A signed contract isn’t protection unless someone enforces it — and that someone may have to be you.
- Kindness is good — but it only works when matched with firmness.
Final Thought
I didn’t come in unprepared. I trusted my experience — and that’s still valid.
What I misjudged was the assumption that every vendor plays by the same rules of professionalism.
This experience didn’t make me less capable — it made me more alert.
So if you’re leading an MES project — whether for the first time or the fifth — let this remind you:
“Trust your expertise, but don’t hand out trust too easily.
Start with clarity. Set expectations. And verify everything — especially when things seem quiet.”