From the first idea to the next reorder.

A typical project moves through discovery and quote, product and artwork approval, payment or approved purchasing terms, product commitment, production, quality review and pickup or shipping. Stores, fulfillment and complex programs add setup and testing steps before launch.

Do not count from the first inquiry. The production clock depends on the project and generally requires the written order, required payment or approved terms, final artwork or proof approval and product availability to be in place. Confirm the project-specific start date in writing.

Allow more time than for a repeat order because product selection, sizing, artwork, samples, approvals and internal purchasing all occur before production. Share the required in-hand date first so LS Custom can work backward and identify the decision deadlines.

A ship date is when the order leaves the production or fulfillment point. An in-hand date is when you need it at the final destination. Transit, carrier schedules, receiving hours and event or hotel rules sit between those dates.

Yes. Share the product concept, quantity, artwork status, destinations and proposed in-hand date before announcing it. Feasibility should be confirmed against current product availability, production capacity and transit rather than assumed from a generic turnaround.

Provide the exact product or acceptable alternatives, quantities and sizes, decoration, print-ready artwork status, destination, required in-hand date and whether partial delivery is useful. Rush feasibility is project-specific and may change with product stock or approval timing.

Potentially. Identify which units or locations are truly time-critical. Split production or shipping can add handling or freight and is only useful when the product and production sequence support it.

Physical samples add sourcing, shipping, review and decision time before bulk production. If a sample is mandatory, put its approval deadline into the launch schedule instead of treating it as an informal extra step.

Supplier closures, carrier schedules, factory calendars and seasonal volume can reduce available working days. For fixed events or holidays, plan from the in-hand date backward and add contingency rather than relying on ordinary-week timing.

A delayed approval can move product commitment or production later and may make the original delivery plan infeasible. Ask for an updated schedule immediately after a missed approval milestone rather than assuming the same in-hand date still applies.

For larger or deadline-driven work, the project plan can identify decision dates for product selection, roster or sizing, artwork, samples, approvals, payment or PO requirements, production and delivery. Confirm which milestones LS Custom owns and which your team owns.

Typically confirm the exact product, colors, quantities and sizes, decoration approach, artwork, delivery plan and commercial approval. Projects with personalization, kits or multiple locations also need the relevant roster and packing data finalized.

Ask before product commitment or production. Changes may affect availability, pricing and schedule, and once goods are ordered or production begins some changes may no longer be possible without added cost.

The project team should identify the affected product, sizes or quantities, schedule impact and available alternatives. A substitution should not be treated as approved until the buyer reviews the relevant fit, color, decoration, cost and timing differences.

Preapprove acceptable substitute products or colors, identify which quantity is essential for the event, set a final decision deadline and decide whether partial delivery is useful. A contingency plan should be specific enough to act on quickly.

Yes, when the project supports it. Define phases, quantities, destinations and approval rules up front so staging is part of the production and freight plan rather than an emergency change.

Limit access to the new artwork and project information, define approved contacts, use clear file naming and approval controls, and coordinate production and delivery dates around the embargo. Any special confidentiality requirements should be documented before files are shared.

Potentially. Provide every destination, quantity and required in-hand date during planning. The team can then determine whether one production run with staged shipping or separate production phases is more appropriate.

Be ready to confirm objectives, audiences, products or sourcing criteria, artwork ownership, quantities, sizing, destinations, deadline, budget, approvers, purchasing requirements and the person responsible for each next decision.

Require the written confirmation to identify the exact product, quantity, decoration, approval assumptions, destination and in-hand or ship date. A generic statement that rush service is available is not the same as confirming your specific order.