Vape Juice ISO: walkthrough

Lead times, freight and landed cost

A vape juice 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.

We ship from Shenzhen and Guangzhou: air express for samples and part loads, sea freight for volume. Typical production lead time is 12 working days after artwork approval, plus transit. We quote both routes so you can see the trade-off instead of guessing at it.

For repeat buyers we hold a shipping schedule rather than shipping on request. A fixed weekly cut-off means your reorder lands before the shelf empties instead of after.

Batch consistency and why it matters

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.

Cosmetic grading is written down, not argued about. Minor scuffs inside the tolerance band are accepted; anything that would make a customer put the unit back on the shelf is rejected. Your staff should never have to explain a finish defect to a paying customer.

After-sales, replacements and reorders

We keep the specification sheet for every order on file. Two years later, when a customer asks whether a pod is compatible, the answer is a lookup rather than a guess.

The replacement policy is deliberately simple: report within seven days of delivery with photos and the batch code, and we replace or credit at the next shipment. We do not argue about a defect we can see in a photograph.

• Seven-day defect reporting with replace-or-credit
• Document pack prepared per destination market
• Batch codes traceable from carton back to production date
• Artwork proof plus physical dummy for custom packaging
• Standing reorder schedule with a fixed cut-off
• Private label files archived for future rebrands

Building an assortment that actually turns

A practical starting order for B2B buyers 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 B2B buyers 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

We would rather lose an order at quotation stage than explain a mismatch after delivery, which is why the specification conversation comes before the price conversation.

Frequently asked

Related reading

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