Four lines.
One firm.

Western OEM spare parts pricing carries a 20–40% distributor markup that has nothing to do with manufacturing cost. Our spare parts program replaces that overhead with a structured Asian sourcing matrix — one Polynexus engineer, three to four qualified Chinese fabricators per part category, ongoing PO management.

Each part category begins with a benchmarking pass: current US spend, current vendor pricing, current lead time, current quality footprint. We run a 3–4 vendor bake-off with a small pilot order, validate at the plant, and only then scale. Categories that don't survive validation get returned to the existing US supply chain — we never push parts that aren't production-ready.

Programs are priced as a low monthly retainer plus a transparent markup on goods. Clients can model our economics down to the last screw.

Plant audits are our front door. Most clients begin with a single fixed-scope audit on a vendor they've already identified or one we recommend. The deliverable is a structured engineering report — capacity, equipment list, quality systems, environmental compliance, financial stability indicators — that gives the client a basis to commit, walk away, or negotiate.

Supplier development engagements extend the audit into a 6–12 month uplift program: closing capability gaps, installing measurement systems, qualifying additional product lines. We work as the client's representative inside the vendor's plant — not the vendor's broker.

Pre-shipment inspection is the simplest version of the same service: we walk the equipment or the lot before the container is sealed and certify it against the purchase order spec. PSI catches problems while they're still on Chinese soil and still the vendor's responsibility.