Use directories and introductions to build a shortlist, not to prove that a business is trustworthy. Before placing an order or appointing a distributor, independently check the company’s legal identity, the contact’s authority, its role and operating capacity, relevant product credentials, references, and payment details. The right registry and licence checks depend on the country and product.
Start with the country, product and business role
“India” and “Africa” are not single regulatory markets. Before searching, specify the destination country, product category, intended order size and whether you need a manufacturer, processor, exporter, importer or local distributor. These details determine which official register, sector authority, certificates and market channels are relevant.
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Keep the roles distinct. A supplier may make or export a product; a distributor is expected to move it through a defined market or sales channel. A trading intermediary may do neither and may only arrange introductions. Ask each candidate to state its role, then verify that claim.
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Where to find candidates
For Indian suppliers
Use India’s Trade Connect platform and its Source from India feature to discover eligible exporters and review product and business profiles. The Government of India describes Trade Connect as a source of trade information, services, market intelligence and institutional support. Platform features and eligibility can change, so check the live platform before relying on it.
For products within its remit, search the Agricultural and Processed Food Products Export Development Authority (APEDA) Exporter’s Directory. Its search page offers filters such as state, exporter type and product. It is not a directory for every Indian industry.
For applicable export sectors, the Export Inspection Council of India (EIC) describes inspection, certification, laboratory testing and certificate-verification services. These are ways to check relevant product and export requirements, not endorsements of every business that appears in a directory.
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For African suppliers and distributors
Choose the specific country first. Identify that country’s competent business registry and the relevant sector licensing or export authority; there is no single pan-African directory that establishes a company’s legal status across all jurisdictions.
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1Repair Windows errors before they cause bigger problems2Scan for outdated or missing drivers - takes under a minute3Clear out junk files and repair common Windows errorsBuild a shortlist through sector contacts, trade promotion and market-access channels, and targeted searches. For distributors, an introduction or meeting is only a lead: assess territory coverage, relevant channel relationships, product experience, sales or service capability, distribution capacity and access to the actual decision-maker.
If your team lacks local capacity, or the potential loss is significant, consider engaging a local due-diligence provider for defined tasks such as registry and ownership checks, site visits, document review, capacity assessment or reference checks. Specify what you expect the provider to verify; treat its claims about a candidate as claims until checked.
Verify each candidate before you commit
- Match the legal identity. Request the exact registered entity name, registration number, business address, applicable tax identifier and names of directors or authorized representatives. Check them against the competent official registry or authority in the relevant country. A similar trading name or polished company profile is not a substitute for a match.
- Confirm the contact and authority independently. Verify the person’s role and ability to negotiate or sign for the company. Contact the firm through details you obtain independently, rather than relying only on the phone number, email address or website in an unsolicited offer.
- Establish what the business actually does. Ask whether it is the producer, processor, exporter, distributor or an intermediary. Request evidence relevant to that role, such as facility, equipment, storage, capacity, quality-control processes and shipment capability. Check that the evidence fits your product and order rather than assuming that a large-looking operation can fulfil your specific requirements.
- Check product and regulatory fit. Match the legal entity and facility named on permits or certificates to the company you are considering. Confirm certificates with their issuer and establish which country- and commodity-specific export requirements apply. In India, the National Government Services Portal points users to ICEGATE for exporter/importer licence-status checks; login is required. For applicable Indian products, the EIC describes services including inspection, laboratory testing, export certificates, health certificates and certificates of origin. The responsible authority and checks elsewhere vary by country and product.
- Check the track record. Ask for independent buyer references and, where appropriate, evidence of previous shipments or export documentation. Contact references using independently checked details. A document or reference supplied by the candidate is a starting point, not independent confirmation.
- Assess delivery and documentation. Agree what product specifications, quality controls, delivery milestones and shipment documents are required. For a material order, consider whether a facility visit or independent inspection is proportionate to the risks and the evidence already available.
- Record what remains unverified. Note gaps rather than quietly treating them as resolved. Use them to decide whether you need more checks, a smaller initial order or different payment and contract terms. Verification reduces uncertainty; it cannot guarantee future performance.
Check the payment and contract before sending a deposit
Even a credible supplier can become a payment risk if the contract, beneficiary and bank instructions do not align. Before paying, make sure the named beneficiary is consistent with the contracting entity and independently confirm any new or changed bank details using a trusted contact channel. Do not treat a last-minute change in payment instructions as routine.
- Approve a sample or written product specification before production or shipment, where appropriate.
- Put quality standards, inspection expectations, delivery terms and required documents in the agreement.
- Confirm the contracting party, payment beneficiary and signatory authority.
- Keep the first financial exposure proportionate to the order risk and the evidence you have verified.
These checks are not a substitute for legal, customs or product-compliance advice specific to the transaction. Requirements differ by country, product and route.
Compare candidates on the right criteria
Use a consistent scorecard so that a polished presentation or low quote does not outweigh more important evidence. Weight each factor according to the product’s risk, order value and destination-market requirements.
| What to assess | Supplier or exporter | Distributor |
|---|---|---|
| Identity and authority | Registered entity, responsible contact and signing authority | Registered entity, responsible contact and access to the decision-maker |
| Role and fit | Producer, processor or exporter role; product and sector fit | Territory coverage, sector experience and relevant channel relationships |
| Ability to deliver | Relevant facility, capacity, quality processes, shipment and documentation capability | Distribution capacity, sales or service capability and market reach |
| Evidence and history | Applicable permits or certificates, issuer checks, references and relevant shipment evidence | Independent references and evidence of relevant channel or market performance |
| Transaction fit | Specifications, inspection, delivery, documents, contract party and payment alignment | Proposed territory and channel scope, responsibilities, performance expectations and decision authority |
A distributor’s introduction or market-access promise is not proof of coverage or sales capability. Ask what territory and channels it can actually serve, what resources it will commit, and who will be accountable for delivery.
Use an evidence-based go/no-go decision
Proceed only when the evidence is adequate for the exposure you are taking. If you cannot match the legal entity, verify the contact, validate a material certificate or reconcile the payment beneficiary, pause and resolve the gap before committing. Where checks remain incomplete but the opportunity is still worth exploring, limit the first exposure and define the remaining verification steps in writing.
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