Your merchandise program. Ready for the buying process.

Send the request, submission deadline, product specifications, quantities, destinations and mandatory vendor requirements. Our team reviews whether the opportunity fits before confirming participation. Include the evaluation criteria and a contact for clarification; submitting an invitation does not by itself reserve inventory or production capacity.

Include the recipient groups, product and decoration specifications, estimated annual volume, initial order, release schedule, destinations and required services. Ask each supplier to separate merchandise, setup, storage, packing and delivery costs. State who approves artwork, how exceptions are handled and which assumptions suppliers must identify.

Yes. Ask for the proposed quote and applicable terms early, and identify clauses your team needs to review. Resolve requested changes with the authorized contacts before paying or approving purchasing and production. Legal review time should be part of the schedule, not added after an arrival date has been announced.

Document the approved products, quantities, decoration, proofing, production milestones, packing and destinations. For ongoing work, add ordering responsibilities, inventory ownership, replenishment, reporting, fees, issue handling and exit arrangements. Clearly separate included services from optional work and identify the approvals needed before scope changes proceed.

That structure can be reviewed for a recurring account. A master agreement can establish common responsibilities while individual orders specify products, quantities, prices and delivery requirements. Confirm the document hierarchy and how an order becomes authorized; a forecast should not be treated as an approved purchase unless agreed.

Ask the proposal to distinguish supplier or decoration minimums for each order from any account-wide commitment. A recurring program should spell out the measurement period, included purchases, inventory obligations and consequences of lower demand. Do not assume a projected annual spend is a binding minimum—or that every program has the same requirements.

Provide the required references, billing entity and invoice-submission instructions during account setup. Ask us to confirm the agreed format before the first invoice is issued. When several departments share an order, specify whether you need line-level references, separate invoices or an allocation worksheet; those are different billing requests.

Send the questionnaire and explain the systems and data involved in your proposed program. We review the requested information and confirm what can be supplied. A merchandise order does not imply a particular security certification, single sign-on connection or system control. Requirements that are not available must be resolved before launch.

Address each asset separately in the agreement: purchased products, customer-supplied goods, original artwork, production files, packaging and store data. Specify who owns each item, when ownership changes and how it can be accessed or transferred. Permission to print a logo is not the same as transferring its ownership.

Share the service targets your organization needs so operations can assess them against the actual scope. Distinguish quote response, order processing, production, dispatch and carrier delivery. Any accepted commitment should include its starting event, business-day calendar, exclusions, measurement and escalation process. No universal service-level guarantee is assumed.

Yes—identify that requirement and the authorized approver in your order or program scope. Review the proposed replacement's style, fabric, fit, colors, sizing, decoration and price before accepting it. A substitution may also change sample requirements or timing, so agree those changes before production proceeds.

At kickoff, name a primary contact and backup on both teams. Document who can approve artwork, spending, substitutions and delivery changes, and where urgent issues should be reported. Include your order reference and required decision time in an escalation. Do not assume after-hours coverage unless it has been expressly agreed.

Set an exit plan before launch. It should cover open orders, outstanding charges, inventory counts, packing and transfer freight, usable artwork files, store ownership and data handling. Access and transfer rights depend on the agreement and the rights attached to each asset; automatic transfer of every production file should not be assumed.

Yes. Use one version-controlled proposal with a product shortlist, itemized costs, artwork references, fulfillment plan and responsibility table. Name the final approver for each decision so conflicting comments can be resolved. Production should begin from the accepted version, not from separate email threads containing different specifications.