What should a weekly production update contain?
A weekly production update should compare planned and actual output by SKU, separate work awaiting approval, explain blockers, reference supporting evidence and assign actions with owners and deadlines before the next update. Agree this reporting format with Cambridge China Bridge.
Compare output against an agreed plan
Put the order reference, reporting period, cut-off time and time zone at the top. For each SKU, identify the product variant, specification revision and counting unit. Show planned and actual output for the period, cumulative completed output and remaining order quantity. Keep the agreed baseline visible when the factory proposes a revised plan.
Define what counts as completed. Separate assembly, checked goods, packed goods, rejected goods and work awaiting rework. Avoid counting the same goods again as they move between stages. Explain each shortfall by SKU; excess output on another product does not resolve it. Mark unavailable figures as unconfirmed and name who will verify them.
Make pending approvals actionable
List each pending decision separately: the affected SKU or batch, what needs approval, the exact drawing, sample or document revision, the decision owner and the reply deadline. State which work is held and what can continue. Include the consequence of a late decision, such as delaying packaging or preventing a production start.
Record decisions against the submitted revision and carry unresolved requests into the next update. Ask for explicit written approval rather than treating silence as agreement. For proposed material or component changes, use the factory substitution guide to handle the decision; the weekly update should show its status and production impact.
Explain blockers and the recovery plan
Describe the blocker, when it was identified, the affected products and the production stage it prevents. Distinguish a confirmed problem from a risk or an unverified explanation. Record the current cause assessment, the person resolving it and any dependency on the buyer, factory or another supplier.
Show the recovery action, its target date and the evidence needed to support the revised completion forecast. Keep factory completion separate from dispatch and arrival forecasts. Escalate a blocker when waiting for the next update would prevent action. Use the factory delay guide when the issue needs a wider recovery discussion.
Reference evidence that can be checked
Give each supporting file a reference that matches the relevant output row, approval request or blocker. Record its capture date, source, SKU or batch and what it demonstrates. Useful evidence includes production records, identifiable batch photographs, packing records and inspection reports. Keep original files accessible in the agreed shared folder.
Label factory-reported information separately from checks made by Cambridge China Bridge staff in China or an inspector. Photographs can show a production stage without establishing the total quantity or quality of the batch. Use the inspection report guide for interpreting inspection findings; summarise the result and reference the report here.
Finish with actions due before the next update
Maintain an action list with the affected SKU or issue, the required action, a named owner, a due date with time zone and the expected completion evidence. Include buyer decisions as well as factory tasks. Carry forward overdue actions with an explanation and revised commitment; retain the previous deadline so slippage remains visible.
State the next reporting cut-off and the checks expected by then. Close an action only when its agreed completion evidence is available and reviewed. For quality problems, follow the corrective action closure guide. A promise to finish rework should remain open until the agreed checks support closure.
Frequently asked questions
Should production output be reported by SKU?
Yes. Identify the variant and counting unit, then show planned and actual output, cumulative completion and remaining quantity. An order total can hide a shortage on a particular product.
Does packed stock count as ready to ship?
Report packing separately from inspection acceptance and shipment release. State any outstanding checks, approvals or documents before describing goods as ready for dispatch.
What if the factory cannot confirm its output?
Mark the quantity as unconfirmed. Name the person checking it, the records they will use and when confirmation is due. Keep estimates separate from verified output.
Should urgent problems wait for the weekly update?
Raise them when action is needed. Record the alert, decision and resulting action in the next update so the weekly report remains a complete account of progress.