From Sample to Rollout: Running a Wholesale Lamp Programme

From Sample to Rollout: Running a Wholesale Lamp Programme

Most lighting programmes fail at a predictable point: after the sample has been approved and before the second order has arrived. The causes are procedural rather than commercial, and each of them can be closed with a document.

The six gates

A programme that passes these six points in order rarely fails after the third order:

GateDeliverableWho signs
SpecificationDrawing, materials, tolerancesBuyer and factory
Golden sampleSigned, dated reference unitBoth parties, retained by both
ComplianceCertificate listing the modelBuyer, checked in the directory
PackagingStructural drawing and drop test resultBuyer
First productionInspection report before shipmentBuyer or agent
RolloutReorder terms, lead time, parts commitmentBoth

The golden sample is the whole thing

Without a signed reference unit held by both parties, every subsequent quality discussion is a matter of opinion. With one, a defect conversation takes a single photograph, and the factory corrects the process rather than the argument.

Sign off packaging before production

Artwork and structure are approved late in almost every programme, and late approval is what pushes a shipment past a vessel cut-off. Approve packaging at the same time as the product, with a printed mock-up in hand.

Agree the reorder terms in advance

Reorder minimum, lead time, price validity and spare-part availability should be settled while everyone is enthusiastic, not after a successful first season when the buyer has no alternative supplier.

Review at 90 days

Ninety days after the first shipment, compare defect rate, damage rate, sell-through and the two or three support questions that keep arriving. That review is where the second order is designed, and it costs an hour.

Bring the factory into it. Manufacturers respond to numbers far better than to adjectives, and a defect rate expressed as a percentage of units against an agreed threshold turns a complaint into a process correction. Programmes that review together at 90 days typically fix the problem on the second order instead of the fourth.

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