“真话不全说，假话全不说。”
Zhēn huà bù quán shuō, jiǎ huà quán bù shuō.
Don’t tell the whole truth, but never tell a lie.
Speaking is not just an instinct; it is also a skill. Knowing what to say, what not to say, and how much information to share requires judgment. One careless sentence can sometimes create problems that are difficult to undo.
In China-related sourcing and procurement, there is a communication style often described as “打太极” (dǎ tàijí). Literally, it refers to Tai Chi, but in conversation it means responding flexibly rather than confronting a question directly. You may avoid giving a definite answer, redirect the conversation, ask a question in return, or simply leave some things unsaid.
Some people see this style as being evasive or dishonest. In practice, it does not necessarily have anything to do with dishonesty. It is often about protecting both sides, maintaining a workable relationship, and avoiding unnecessary confrontation while keeping important information under control.
Of course, this should not be understood as “this is how all Chinese people communicate.” People and companies differ greatly. However, after years of dealing with Chinese suppliers and procurement negotiations, I have found that understanding this communication pattern can be useful when working with suppliers in China.
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01 | Many Procurement Problems Start with One Honest Sentence
Many procurement professionals are straightforward by nature. That is a good quality. In business, suppliers need to know that they can trust what you say. But being straightforward also requires judgment.
Over the years, I gradually realized something important: the most valuable asset a procurement professional has is not simply the ability to negotiate prices. It is information.
You know the market price. You know how many suppliers are competing. You know how tight the internal budget is. You know whether the project is urgent or whether there is still time. Once that information leaves your mouth, however, it becomes a negotiating tool for the other side.
For example, a supplier may ask:
“你们今年这个品类，预算大概放在什么位置？”
“Where is your approximate budget for this category this year?”
It sounds like casual conversation. But if you give them a specific number, that number can become an anchor for the entire negotiation.
I once experienced this myself. A long-time supplier came to visit. After we finished discussing business, he was drinking tea and casually asked:
“你们今年这个品类，预算大概放在什么位置？”
“Roughly where is your budget for this category this year?”
At the time, I was relaxed and simply gave him the number.
About a month later, the quotation arrived.
That was when I realized I had made a mistake.
The number had become his anchor. During the following rounds of negotiation, he kept bringing the discussion back toward that figure.
I negotiated hard and eventually got the price down. But looking back, I realized that what I had negotiated away was not necessarily his margin—it was the advantage I had given away by revealing my own information.
The order was eventually signed. I was not unhappy because the price was too high. I was unhappy because I had given away useful information too easily.
02 | Supplier Small Talk Often Has a Purpose
Sales representatives at Chinese suppliers can be extremely skilled at conversation. They usually will not sit down and immediately ask, “What is your maximum budget?” That would be too obvious.
Instead, they may ask:
“你们这个料一个月大概走多少量？”
“Roughly how much of this material do you use each month?”
“你们这次是几家在比？”
“How many suppliers are you comparing this time?”
“你们新来的那个总监，做事风格怎么样？”
“What is your new director’s working style like?”
“你们下一个项目是几月启动？”
“When will your next project start?”
These questions may sound like ordinary small talk. But when you put the answers together, they can provide a surprisingly complete picture of the customer’s purchasing situation.
The volume tells them how much business may be available. The number of competing suppliers tells them how aggressive the quotation needs to be. Information about a new manager may tell them whether the decision-making structure is changing. The project schedule tells them how much time they have to prepare materials.
Each answer becomes a parameter.
This is not necessarily because the supplier is trying to deceive you. They are doing their job. As procurement professionals, we need to do ours as well.
The dinner table is another place where people can easily reveal too much.
For example, someone might casually tell a supplier:
“你放心，明年这个料还是你们的。”
“Don’t worry. You’ll still get this business next year.”
The buyer may forget saying it the next morning.
The supplier may remember it for an entire year.
When the buyer conducts a new supplier comparison the following year, the supplier may come back and say:
“你当时不是说这个项目还是我们的嘛？”
“Didn’t you say at the time that this business would still be ours?”
That is why casual conversation is still part of business communication. A relaxed atmosphere does not make your words disappear.
03 | How to Respond When Suppliers Ask Questions That Put You on the Spot
Here are several situations I have actually encountered.
Supplier:
“这个价你们能接受吗？”
“Can you accept this price?”
A straightforward answer might be:
“有点高，你再降三个点我就定。”
“It’s a little high. If you reduce it by another three percent, I’ll place the order.”
The problem is that you have just revealed your psychological price ceiling.
A more controlled response would be:
“我先核算一下，明天给你准信。”
“Let me review the numbers first. I’ll give you a definite answer tomorrow.”
The difference is simple: you are taking control of the timing instead of allowing the supplier to force an immediate decision.
Supplier:
“我们这次是不是有希望？”
“Do we have a good chance of getting this order?”
Instead of saying:
“你们希望挺大的，再努努力。”
“You have a pretty good chance. Just try a little harder.”
You could say:
“几家都还在评，方案你按你的节奏做扎实。”
“We’re still evaluating several suppliers. Make sure your proposal is solid.”
You are not making a promise, but you are still giving the supplier a clear direction.
Supplier:
“你们下个月还有多少量？”
“How much volume will you need next month?”
Instead of:
“大概两千件。”
“Around 2,000 units.”
You could say:
“量跟着项目走，你先把你那边的产能和排期告诉我。”
“The volume depends on the project. First, tell me about your production capacity and schedule.”
You have turned the question around.
If they want your information, you first request information from them.
Supplier:
“最低什么价你能签？”
“What is the lowest price you can sign at?”
Do not immediately reveal your bottom line.
A safer response is:
“你先报你的，我这边是好几家一起评。”
“Give me your quotation first. We’re evaluating several suppliers.”
Your bottom price is one of your most important pieces of information. Once you reveal it, the supplier can build its negotiation strategy around it.
Supplier:
“你们是不是也找了别家？”
“Are you also talking to other suppliers?”
Instead of saying:
“找了，你们的报价偏中上。”
“Yes. Your quotation is relatively high compared with the others.”
You could say:
“这个品类的规矩你知道，正常走流程。”
“You know how this category works. We’re following our normal procurement process.”
This does not mean you need to be mysterious. It simply means you do not need to voluntarily disclose information that can weaken your negotiating position.
Supplier:
“账期能不能再放长一点？”
“Can you extend the payment terms?”
A common answer would be:
“我帮你问问财务。”
“I’ll ask our finance department.”
A more strategic response would be:
“账期是公司统一政策，我这边没有权限动。不过，如果你能在价格上给一点空间，我可以拿这个去替你争取。”
“Payment terms are based on company policy, so I don’t have the authority to change them directly. However, if you can give us some additional room on price, I can use that as a basis to discuss it internally.”
The key is the second half.
You have turned something you cannot directly change into a condition that can potentially be exchanged for another concession.
04 | Three Boundaries You Should Never Cross
I want to make one thing clear.
“打太极” does not mean lying.
You can say:
“这个我现在还不确定。”
“I’m not sure about that yet.”
Or:
“我先确认一下。”
“Let me confirm that first.”
Or:
“我考虑一下再回复你。”
“Let me think about it and get back to you.”
These are perfectly legitimate business responses.
What you should not do is invent a number or make a promise that you cannot keep.
There is another important boundary:
打太极不是拖。
“Using this communication style does not mean delaying.”
If you tell a supplier, “I’ll give you an answer tomorrow,” then give them an answer tomorrow—even if the answer is simply:
“现在还定不了，我确认后再回复你。”
“We still can’t make a final decision yet. I’ll get back to you after I confirm internally.”
Keeping someone informed is different from leaving them waiting.
And finally:
打太极不是不担责任。
“It does not mean avoiding responsibility.”
If a supplier has a quality problem, you still need to address it. If compensation is justified, you need to negotiate it. A good relationship should never become an excuse for ignoring quality or contractual responsibilities.
05 | In Procurement, Asking Questions Can Be More Powerful Than Answering Them
One of the most useful habits I have developed is to turn questions around.
If the supplier asks:
“你们的目标价是多少？”
“What is your target price?”
You can ask about their cost structure.
If they ask:
“你们一个月能下多少量？”
“How much volume can you order per month?”
You can ask:
“你们目前的产能和排期怎么样？”
“How is your current production capacity and schedule?”
If they ask:
“你们什么时候能定？”
“When can you make a decision?”
You can ask:
“你们的最终方案什么时候可以出来？”
“When can you finalize your proposal?”
An experienced procurement professional once told me:
“谈判桌上，问问题的人比回答问题的人占优势。”
“At the negotiation table, the person asking the questions often has the advantage.”
The person answering questions is giving away information.
The person asking questions is using the other side’s answers to make better decisions.
06 | But Don’t Use “打太极” Too Much Internally
This is where things can easily go wrong.
Using this communication style with suppliers can be part of professional negotiation.
Using it excessively with your own colleagues can become a problem.
If someone internally asks:
“现在进展怎么样？”
“What’s the current status?”
and you always answer:
“还在谈。”
“We’re still negotiating.”
or:
“快好了。”
“Almost done.”
without giving any concrete information, eventually nobody knows what is actually happening.
Internal communication is different.
Inside the company, people need certainty.
If you can do something, say so.
If you cannot, say so.
If you do not have the answer yet, give a specific deadline.
For example:
“现在还定不了，我明天下午三点前给你明确回复。”
“We cannot make a final decision yet. I’ll give you a clear answer by 3 p.m. tomorrow.”
A definite deadline is often more useful than a premature answer.
One more practical point: be careful with sensitive information in internal group chats.
Prices, supplier names, alternative suppliers, and negotiation conditions can easily be forwarded or captured in screenshots. When possible, use formal systems and appropriate internal processes.
It is not about distrusting colleagues.
It is about understanding how information can travel.
Conclusion | Knowing When Not to Speak Is Also a Procurement Skill
When I was younger, I watched people practice Tai Chi and thought it looked soft and lacked power.
Later, someone explained it differently.
Tai Chi is not about having no strength. It is about not using force first.
Procurement communication works in much the same way.
It is not about refusing to speak.
It is about not showing all your cards too early.
It is not about being dishonest.
It is about knowing what to say, when to say it, who needs to know it, and how much information should be shared.
If I could go back to that afternoon when the long-time supplier asked about our budget, I would probably smile and say:
“这个数我这边也还在等通知。您那边今年的产能怎么样？先给我交个底。”
“That number is still being finalized on our side. How is your production capacity looking this year? Give me some visibility on your side first.”
Same supplier. Same cup of tea. Same casual conversation.
But this time, I would not be the first person to reveal my hand.
话说到八分，留两分给自己。
Say what needs to be said, but leave something for yourself.
Over the years, I have gradually realized that maturity in procurement is not simply about knowing how to speak.
It is also about knowing when to stop speaking.
