Managing jewelry production across continents is no longer unusual. For most brands in the U.S. and Europe, working with suppliers in Thailand or elsewhere in Asia is standard practice. The challenge isn’t so much distance or time zones; senior teams have been dealing with those for years. The real risk lies in what happens between approvals, execution, and delivery when production is managed remotely.

Based on more than 15 years of working inside factories and alongside international brand teams, here are five practical lessons that consistently make the difference between smooth production and costly surprises.

1. Lock timelines early — and confirm every checkpoint in writing

Production timelines often fail not because they were unrealistic, but because they were never fully confirmed. Meetings may end with verbal alignment, but once production starts, assumptions creep in.

Critical checkpoints — sample approvals, casting sign-off, stone setting, plating, final QC — should be agreed upfront and confirmed in writing. A short recap email or shared tracker after each meeting is often more valuable than the meeting itself. It creates accountability and prevents “I thought we agreed…” moments later on.

If a milestone isn’t written down and acknowledged by both sides, it shouldn’t be treated as fixed.

2. Standardize reporting to eliminate guesswork

Inconsistent updates are one of the biggest time-wasters in remote production. Photos without dates, specs without references, or progress updates without quantities checked tend to generate more follow-up questions than clarity.

Senior teams benefit most from standardized reporting. The format matters less than the consistency. A good weekly update clearly shows:

• what was checked

• against which spec

• when it was checked

• how many units were reviewed

• and whether it passed or failed

Operational discipline is key. When reporting is consistent, issues are spotted earlier and decisions are made faster.

3. Build relationships; remote doesn’t mean transactional

One of the most underestimated aspects of Asian manufacturing is how relationship-driven it remains, particularly in Thailand. Remote doesn’t mean distant, and transactional doesn’t mean efficient.

Suppliers who feel trusted and respected are more likely to flag risks early, suggest improvements, and push internally to meet deadlines. Short check-ins that aren’t purely about problems, continuity in who manages the relationship, and basic cultural awareness all contribute to smoother production.

Strong relationships don’t replace structure, but they reduce friction long before problems arise.

Suppliers appreciate it if you make the effort to visit them and - very importantly in Thailand - share a meal with them. Even if it’s only once a year.

4. Define quality expectations before production begins

Many quality issues surface at final inspection, but their root cause almost always lies earlier. Relying solely on final QC is risky, especially when production runs are large or complex. Your definition of quality may not be theirs (and vice versa).

Clear expectations around inline QC and final QC should be set before production starts. That includes agreeing on:

• when checks happen

• what tolerances are acceptable

• who signs off at each stage

• and how issues are escalated

When expectations are clearly defined, most quality problems become manageable adjustments rather than last-minute crises. Quality is set at the beginning, not at the end.

5. Have a trusted local point of contact

Factories are production partners, but they cannot also be neutral overseers. When issues arise, brands benefit from having someone on the ground who represents their interests.

A trusted local contact can follow up in person, verify what’s happening on the production floor, and translate both language and expectations. Small misalignments that might take weeks to resolve remotely can often be clarified in a single visit.

Local oversight is good risk management and prevents minor issues from turning into delays, rework, or strained supplier relationships.

I’ve seen remote production work extremely well and I’ve seen where it breaks down. If you’re producing in Thailand or Asia and want a reliable, on-the-ground partner to help keep quality, timelines, and communication aligned, you’re welcome to reach out.