Vape Cartridge promo bundle walkthrough guide

Lead times, freight and landed cost

A vape cartridge programme only works when three numbers agree: your shelf price, your reorder cycle and your defect tolerance. Change one and the plan moves. We build assortments around those three and we say so up front rather than after the invoice.

If you dropship, we can label cartons to your format and omit our documentation from the outer box. It is a small operational detail that decides whether your customer sees a supplier or a partner.

We ship from Shenzhen and Guangzhou: air express for samples and part loads, sea freight for volume. Typical production lead time is 15 working days after artwork approval, plus transit. We quote both routes so you can see the trade-off instead of guessing at it.

Where defects actually come from

We photograph the packing station during production for volume orders. It is a small thing, but it settles most arguments about what was actually in the carton before it was sealed.

Leak complaints almost always trace back to one of three things: an over-torqued centre post, a seal that sat in a hot container, or a fill volume pushed past the design limit. We cap fill volume slightly below maximum for exactly that reason.

What happens when something goes wrong

Returns are handled as data, not as complaints. Every reported failure is logged by mode and by batch, and the pattern is reviewed monthly with the factory.

Reorders are the real test of a supplier. If the second shipment does not match the first, the relationship is over regardless of price, so we treat the reorder as the actual deliverable.

• Document pack prepared per destination market
• Cartons drop-tested and pallet-counted for clean freight
• Reference sample retained from every batch
• Batch codes traceable from carton back to production date
• Mixed SKU cartons to spread first-order risk
• Specification locked in writing before production starts

Choosing the core line

A practical starting order for convenience store chains is 200 units across two or three SKUs, not 200 units of one. That spreads the risk, gives your staff something to compare, and still hits the first price break.

Most convenience store chains arrive with a spreadsheet and leave with too many SKUs. The fix is not a bigger catalogue, it is a narrower core. We normally propose three tiers: a volume line that carries the shelf, a step-up line that lifts basket value, and one trial SKU that tells you what to order next season.

Specification summary

None of this is complicated. It is just written down, which is more than most buyers get before they wire a deposit.

Frequently asked

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