Hourglass Essentials Pvt Ltd IT Division

Operations Flow

Effective 1 April 2025 • Process Owner: R Roger Daniel Fernando • Version 1.0
Jump to: Overview Team Structure Standard Flow Customized Flow Program Flow Rush Orders Stock Flow RFQ Mockup Product Artwork Decoration Routing Mitigation Handoffs SLA Matrix Escalation
Department Structure
🎨
Design
Artwork creation, mockup approval, print file preparation, customization specifications, brand guideline adherence.
📋
Procurement
Vendor sourcing, PO management, material procurement, quality assurance, vendor relationship management, cost negotiation.
⚙️
Business Operations
Cross-department coordination, timeline orchestration, risk management, client communication liaison, process compliance.
💰
Finance
Invoice generation, payment tracking, vendor payments, cost reconciliation, budget management, financial reporting.
🚚
Logistics
Transportation planning, delivery scheduling, carrier coordination, shipment tracking, delivery confirmation, route optimization.
📦
Warehouse
Inventory management, goods receiving, quality control, kitting operations, packaging, dispatch preparation, stock tracking.
Team Structure & Organization
👥
Organizational Structure & Team Planning
Complete team hierarchy, roles, responsibilities, and headcount recommendations to execute the operations flow effectively.
graph TD A[Director/COO] --> B[Operations Manager] A --> VP[VP Sales] VP --> C[Pod Lead] VP --> D[Pod Lead] VP --> E[Pod Lead] C --> F[Design Team
2 Designers + 1 Intern] C --> G[Procurement Team
Lead + 2 Executives] C --> H[BizOps Coordinator] A --> I[Finance Manager] I --> J[Accounts Team
2 Executives + 1 Intern] B --> K[Warehouse Manager] K --> L[Warehouse Team
2 Executives + 2 Helpers] B --> M[Logistics Coordinator] M --> N[Logistics Team
1 Executive + 1 Intern] style A fill:#1a1a2e,stroke:#00e5ff,color:#00e5ff style VP fill:#1a1a2e,stroke:#ff6b8a,color:#ff6b8a style B fill:#1a1a2e,stroke:#7fff6e,color:#7fff6e style I fill:#1a1a2e,stroke:#ffd60a,color:#ffd60a style K fill:#1a1a2e,stroke:#ff9e00,color:#ff9e00 style M fill:#1a1a2e,stroke:#ff6b8a,color:#ff6b8a style F fill:#1a1a2e,stroke:#9d4edd,color:#9d4edd style G fill:#1a1a2e,stroke:#00e5ff,color:#00e5ff style H fill:#1a1a2e,stroke:#7fff6e,color:#7fff6e
Recommended Team Size (Per Pod)
Department Full-Time Interns/Juniors Total Notes
Design 2 1 3 Senior Designer + Junior Designer + Design Intern
Procurement 3 0 3 Procurement Lead + 2 Procurement Executives
Business Operations 1 0 1 BizOps Coordinator (per pod)
Finance 2 1 3 Accounts Manager + Accounts Executive + Accounts Intern (shared across pods)
Logistics 1 1 2 Logistics Executive + Logistics Intern (shared across pods)
Warehouse 3 2 5 Warehouse Manager + 2 Warehouse Executives + 2 Warehouse Helpers
TOTAL (Per Pod) 12 5 17 Shared roles: Finance, Logistics, Warehouse (not duplicated per pod)
🎨 Design Team Structure
Role 1
Senior Designer
Reports To: Pod Lead
Responsibilities:
• Lead all design projects for the pod; final approval on all mockups
• Handle complex customization requests (multi-color, dielines, technical specs)
• Mentor junior designer and intern; quality control on their work
• Vendor coordination for print specifications and color matching
• Manage design SLA compliance (48-hour mockup turnaround)
• Client presentation of design mockups via Sales team
Required Skills: Adobe Creative Suite (Illustrator, Photoshop, InDesign), print production knowledge, Pantone color systems, typography, brand guideline adherence
Experience: 3-5 years in graphic design, preferably promotional products or print industry
Role 2
Junior Designer
Reports To: Senior Designer
Responsibilities:
• Execute standard design requests (logo placement, simple branding)
• Create mockups for catalogue products with client logos
• File preparation: convert client files to print-ready formats
• Artwork pre-flight checks (resolution, color mode, bleed, trim)
• Support senior designer on complex projects
• Train and supervise design intern
Required Skills: Adobe Creative Suite basics, file format conversions, basic print knowledge
Experience: 1-2 years in graphic design
Role 3
Design Intern
Reports To: Junior Designer
Responsibilities:
• Assist with file organization and asset management
• Basic mockup creation under supervision
• Image editing, background removal, color correction
• Create product file artwork for catalogue updates
• Learn print production processes and color systems
Required Skills: Basic Photoshop/Illustrator knowledge, willingness to learn
Duration: 6-month internship with potential for full-time conversion
📋 Procurement Team Structure
Role 1
Procurement Lead
Reports To: Pod Lead
Responsibilities:
• Vendor relationship management; negotiate pricing and payment terms
• Approve all vendor POs; final sign-off on vendor selection
• Handle escalations (QC failures, delays, vendor disputes)
• Vendor onboarding, evaluation, and performance scorecards
• Strategic sourcing for new product categories
• Manage procurement SLA compliance (24-hour PO turnaround)
• Oversee procurement executives; assign orders by category/vendor
Required Skills: Vendor negotiation, cost analysis, quality management, supply chain knowledge
Experience: 4-6 years in procurement, preferably B2B promotional products
Role 2
Procurement Executive 1 (Category: Apparel, Bags, Drinkware)
Reports To: Procurement Lead
Responsibilities:
• Raise vendor POs for assigned categories
• Daily vendor follow-up on delivery timelines
• Coordinate with vendors for physical samples and bulk production
• Update ERP system: PO status, expected delivery dates, vendor confirmations
• Notify Warehouse 48 hours before goods arrival
• Handle routine vendor queries and updates
Required Skills: Vendor coordination, ERP/system proficiency, communication, follow-up discipline
Experience: 1-3 years in procurement or vendor coordination
Role 3
Procurement Executive 2 (Category: Stationery, Tech, Gifting)
Reports To: Procurement Lead
Responsibilities:
• Raise vendor POs for assigned categories
• Daily vendor follow-up on delivery timelines
• Coordinate decoration routing (vendor vs external decorator)
• Manage rush order escalations with vendors
• Track program orders (year-long contracts, batch procurement)
• Handle QC coordination with warehouse on goods receipt
Required Skills: Vendor coordination, multi-tasking, problem-solving, system proficiency
Experience: 1-3 years in procurement or vendor coordination
⚙️ Business Operations Structure
Role 1
BizOps Coordinator
Reports To: Pod Lead
Responsibilities:
• Receive and validate all SOs from Sales; check completeness
• Route orders: Design (customization), Procurement (standard), Warehouse (stock)
• Cross-department coordination and timeline orchestration
• Client communication liaison (via Sales team)
• Track order progress across all departments; proactive updates
• Escalation management when SLAs are missed
• Risk flagging: timeline issues, budget overruns, QC failures
• CRM logging and documentation of all handoffs
Required Skills: Project coordination, communication, problem-solving, CRM systems, multitasking
Experience: 2-4 years in operations coordination or project management
💰 Finance Team Structure (Shared Across Pods)
Role 1
Finance Manager
Reports To: Director/COO
Responsibilities:
• Oversee all financial operations across pods
• Approve vendor payments above threshold (₹50,000)
• Monthly financial reporting and budget analysis
• Cost variance monitoring; approve variances >10%
• Client payment follow-up (30, 45, 60-day aging)
• Manage accounts team and assign workload across pods
Required Skills: Financial management, budgeting, cost analysis, ERP systems, team management
Experience: 5-7 years in finance, preferably B2B operations
Role 2
Accounts Executive
Reports To: Finance Manager
Responsibilities:
• Process vendor advance payments (24-hour SLA)
• Process balance payments on delivery (48-hour SLA)
• Generate client invoices post-delivery (POD required)
• Payment reconciliation and tracking
• Maintain payment records in ERP system
• Handle routine vendor payment queries
Required Skills: Accounting basics, ERP systems, attention to detail, payment processing
Experience: 2-4 years in accounts or finance operations
Role 3
Accounts Intern
Reports To: Accounts Executive
Responsibilities:
• Data entry: POs, invoices, payment records
• Payment receipt verification and filing
• Basic reconciliation tasks under supervision
• Assist with invoice generation and distribution
• Learn accounting processes and ERP systems
Required Skills: Basic Excel, attention to detail, willingness to learn accounting
Duration: 6-month internship with potential for full-time conversion
🚚 Logistics Team Structure (Shared Across Pods)
Role 1
Logistics Coordinator
Reports To: Operations Manager
Responsibilities:
• Coordinate all shipments across pods
• Carrier selection and rate negotiation
• Schedule pickups from warehouse (2-hour confirmation SLA)
• Track shipments and provide daily updates
• Handle delivery escalations and re-routing
• Collect POD (Proof of Delivery) and submit to Finance (24-hour SLA)
• Manage logistics executive and intern
Required Skills: Logistics management, carrier coordination, tracking systems, problem-solving
Experience: 3-5 years in logistics or supply chain
Role 2
Logistics Executive
Reports To: Logistics Coordinator
Responsibilities:
• Execute daily pickups and deliveries
• Coordinate with carriers for shipment booking
• Update tracking information in system
• Handle routine delivery queries
• Assist with POD collection and documentation
Required Skills: Carrier coordination, tracking systems, communication, follow-up
Experience: 1-2 years in logistics operations
Role 3
Logistics Intern
Reports To: Logistics Executive
Responsibilities:
• Track shipments and update status in system
• Generate tracking reports for internal teams
• Assist with carrier coordination and scheduling
• File management: AWB, POD, delivery documents
• Learn logistics processes and carrier systems
Required Skills: Basic Excel, communication, willingness to learn logistics
Duration: 6-month internship with potential for full-time conversion
📦 Warehouse Team Structure (Shared Across Pods)
Role 1
Warehouse Manager
Reports To: Operations Manager
Responsibilities:
• Oversee all warehouse operations (receiving, QC, kitting, dispatch)
• Space planning and inventory management
• QC approval for all goods received (24-hour GRN SLA)
• Manage warehouse executives and helpers
• Coordinate with Procurement on goods arrival (48-hour notice required)
• Escalate QC failures to Procurement and BizOps
• Maintain stock accuracy through cycle counts
Required Skills: Warehouse management, inventory systems, QC processes, team management
Experience: 4-6 years in warehouse or inventory management
Role 2
Warehouse Executive 1 (Receiving & QC)
Reports To: Warehouse Manager
Responsibilities:
• Goods receiving and GRN creation
• Quality control: quantity verification, visual inspection, defect identification
• Update stock in ERP system immediately after QC
• Notify Procurement and BizOps of QC results (pass/fail)
• Manage receiving area and organize incoming stock
Required Skills: QC knowledge, ERP systems, attention to detail, physical ability
Experience: 2-3 years in warehouse operations
Role 3
Warehouse Executive 2 (Kitting & Dispatch)
Reports To: Warehouse Manager
Responsibilities:
• Kitting as per SO delivery instructions
• Packaging with dispatch notes and client labels
• Prepare ready-for-pickup notification to Logistics (4-hour SLA)
• Coordinate dispatch with carriers
• Manage dispatch area and staging
Required Skills: Kitting/packaging, ERP systems, coordination, physical ability
Experience: 2-3 years in warehouse operations
Role 4
Warehouse Helper 1 & 2
Reports To: Warehouse Executives
Responsibilities:
• Assist with unloading and loading of goods
• Stock movement and organization
• Packaging support and label application
• Warehouse cleanliness and organization
• Physical labor as required
Required Skills: Physical fitness, willingness to learn, reliability
Experience: 0-1 year; entry-level position
Leadership & Management Roles
Role 1
Director / Chief Operating Officer (COO)
Reports To: Board / Founder
Responsibilities:
• Overall operations strategy and execution
• P&L ownership for operations division
• Major client escalations and relationship management
• Approve major cost variances and budget changes
• Team hiring, performance management, and development
• Process improvements and efficiency initiatives
Required Skills: Operations leadership, P&L management, strategic planning, team building
Experience: 10+ years in operations, 5+ years in leadership
Role 2
VP Sales
Reports To: Director/COO
Responsibilities:
• Overall sales strategy and revenue growth
• Lead and manage Pod Leads (Sales Managers)
• Client acquisition and relationship management
• Sales team performance management and development
• Sales forecasting and pipeline management
• Major deal negotiations and contract approvals
• Collaborate with operations on service delivery and SLA compliance
Required Skills: Sales leadership, B2B sales strategy, team management, client relationship management, negotiation
Experience: 8-10 years in B2B sales, 4+ years in sales leadership
Role 3
Operations Manager
Reports To: Director/COO
Responsibilities:
• Day-to-day operations management across all pods
• Resource allocation and workload balancing
• Cross-functional coordination (Design, Procurement, BizOps, Warehouse, Logistics)
• Weekly operations reviews and performance tracking
• Escalation handling for missed SLAs or critical issues
Required Skills: Operations management, cross-functional coordination, problem-solving, team leadership
Experience: 6-8 years in operations, 3+ years in management
Role 4
Pod Lead
Reports To: VP Sales
Responsibilities:
• Manage all operations within assigned geographic pod
• Direct oversight of Design, Procurement, and BizOps teams in pod
• Client relationship management for pod accounts
• Approve design mockups and procurement decisions within authority limits
• Daily stand-ups with pod teams; ensure handoff compliance
• First-level escalation for SLA misses or operational issues
• Weekly reporting to Operations Manager on pod performance
Required Skills: Team leadership, client management, operations knowledge, decision-making
Experience: 4-6 years in operations, 2+ years in team leadership
Intern Development Program
Program Duration: 6 months with performance-based extension
Conversion Rate Target: 60-70% of interns convert to full-time roles
Learning Path: Month 1-2 (Observation & Basic Tasks) → Month 3-4 (Independent Execution) → Month 5-6 (Project Ownership)
Mentorship: Each intern assigned to a senior team member for daily guidance
Evaluation: Monthly 1-on-1 reviews; final evaluation at 5 months for conversion decision
Intern Roles: Design Intern (1), Accounts Intern (1), Logistics Intern (1) = 3 total across organization
Compensation: Competitive stipend with benefits; full-time salary upon conversion
Team Scaling Recommendations
Monthly Order Volume Team Size Scaling Action
0-50 orders/month 12-15 people Single pod structure; minimal interns
50-150 orders/month 15-20 people Add 1 more Procurement Executive, 1 Design resource, introduce intern program
150-300 orders/month 25-30 people Add 2nd pod structure; duplicate Design + Procurement + BizOps teams
300+ orders/month 40-50 people 3-pod structure; add Operations Manager layer; scale Warehouse + Logistics proportionally
Process Flows by Scenario
01
Standard Order Catalogue Items (No Customization)
Standard products from catalogue with no branding or customization. Direct procurement to delivery flow. Fastest turnaround scenario.
flowchart TD A([SO Received from Sales]) --> B[Business Ops Validates Order
Delivery Instructions Check] B --> C{Customization Required?} C -->|NO - Standard Stock| D[Procurement Receives Clean SO
Owner: Procurement] D --> E[Vendor Selection
Check Stock Availability] E --> F[Raise Vendor PO
Set Expected Delivery Date] F --> G[Finance Receives PO
Prepare Advance Payment if Required] G --> H{Advance Payment?} H -->|YES| I[Finance Processes Payment
Updates Procurement] H -->|NO - Credit Terms| J[Vendor Confirms Order] I --> J J --> K[Procurement Tracks Delivery
Daily Status Updates] K --> L{Goods Arrived?} L -->|YES| M[Warehouse: Goods Receiving
GRN Creation] M --> N[Quality Control Check
Qty + Quality Verification] N --> O{QC Pass?} O -->|PASS| P[Update Inventory
Notify Logistics] O -->|FAIL| Q[HOLD: QC Failure
Notify Procurement + BizOps] Q --> R[Escalate to Vendor
Replacement or Refund] R --> L P --> S[Warehouse: Kitting as per SO
Delivery Instructions Applied] S --> T[Packaging + Dispatch Note
Ready for Pickup] T --> U[Logistics: Schedule Pickup
Arrange Carrier] U --> V[Delivery Executed
POD Collected] V --> W[Finance: Invoice Generation
Send to Client] W --> X{Payment Received?} X -->|YES| Y([Order Closed]) X -->|Delayed| Z[Finance Follows Up
Payment Reminder] Z --> X style A fill:#0a2a30,stroke:#00e5ff,color:#00e5ff style Y fill:#0a2a30,stroke:#7fff6e,color:#7fff6e style Q fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a style R fill:#2a1a00,stroke:#ffb830,color:#ffb830
SLA Targets Standard Order
� Procurement to Vendor PO: 24 hours
� Vendor Delivery: 7-10 days (depends on item)
� QC + Kitting: 48 hours
� Dispatch to Delivery: 3-5 days (location dependent)
� Invoice to Payment: 30-45 days (client terms)
Business Operations Order Validation
Step 1
Receive SO from Sales; verify delivery instructions format and completeness
Owner: BizOps Coordinator
Step 2
Check for special requirements: rush delivery, multi-location, kitting notes
Owner: BizOps Coordinator
Step 3
Route to Design (if custom) or Procurement (if standard)
→ For custom decoration/branding, see Flow 08: Decoration Routing for workflow
Owner: BizOps Coordinator
Procurement Vendor Management
Step 1
Review SO, identify approved vendors for each SKU
Owner: Procurement
Step 2
Check vendor stock availability and delivery timeline
Owner: Procurement
Step 3
Raise vendor PO with clear delivery date and quality specs
Owner: Procurement
Step 4
Send PO copy to Finance for payment processing
Owner: Procurement
Step 5
Daily tracking: vendor production status, expected dispatch date
Owner: Procurement
Step 6
Coordinate goods receipt with Warehouse 48 hours prior to arrival
Owner: Procurement
Finance Payment Processing
Step 1
Receive PO copy from Procurement; verify vendor payment terms
Owner: Accounts Team
Step 2
If advance required: prepare payment within 24 hours of PO
Owner: Accounts Team
Step 3
Track vendor payment milestones (advance, on delivery, credit terms)
Owner: Accounts Team
Step 4
Upon delivery completion: generate client invoice within 24 hours
Owner: Accounts Team
Step 5
Payment follow-up as per client credit terms (weekly reminders)
Owner: Accounts Team
Warehouse Receiving & Dispatch
Step 1
Goods receiving: verify quantity against vendor delivery note
Owner: Warehouse Manager
Step 2
QC: inspect for damage, verify SKU correctness, quality standards
Owner: QC Team
Step 3
Create GRN in system; update inventory; notify Procurement + BizOps
Owner: Warehouse Manager
Step 4
Kitting as per SO delivery instructions (if multi-location, split accordingly)
Owner: Warehouse Team
Step 5
Packaging with dispatch note, delivery address label, handling instructions
Owner: Warehouse Team
Step 6
Handoff to Logistics: ready for pickup notification
Owner: Warehouse Manager
Logistics Delivery Execution
Step 1
Receive ready-for-pickup notification from Warehouse
Owner: Logistics Coordinator
Step 2
Select carrier based on: destination, urgency, cost, reliability
Owner: Logistics Coordinator
Step 3
Schedule pickup from Warehouse; generate tracking number
Owner: Logistics Coordinator
Step 4
Share tracking details with client and BizOps for visibility
Owner: Logistics Coordinator
Step 5
Track shipment daily; proactive alerts for delays
Owner: Logistics Coordinator
Step 6
Collect POD (Proof of Delivery); update system; notify Finance for invoicing
Owner: Logistics Coordinator
Risk Flags Standard Order
QC Failure: Immediate escalation to Procurement + Vendor; replacement timeline negotiated; client informed if delay >48 hours
Vendor Delay: Procurement tracks daily; if delay >3 days, escalate to Pod Lead; alternative vendor sourcing considered
Logistics Delay: Carrier accountability; track daily; if delivery miss >24 hours, inform client + offer alternative
Payment Delay: Finance follows up at 30 days, 45 days, 60 days; Pod Lead contacts client at 60+ days
02
Customized Order — Branding / Print / Embroidery
Products requiring customization: logo printing, embroidery, engraving, custom packaging. Design approval critical before procurement.
flowchart TD A([SO Received from Sales]) --> B[Business Ops Routes to Design
Customization Flagged] B --> C[Design Team Receives Brief
Owner: Design Team] C --> D[Review Customization Specs
Logo Files, Colors, Placement] D --> E{Client Artwork Provided?} E -->|YES - Ready| F[Verify File Quality
Resolution, Format, Color Mode] E -->|NO - Need to Create| G[Design Creates Artwork
Based on Brand Guidelines] F --> H{File Quality OK?} H -->|YES| I[Create Product Mockup
Digital Proof] H -->|NO| J[Request Updated Files
from Client via Sales] J --> E G --> I I --> K[Send Mockup for Approval
to Sales for Client Review] K --> L{Client Approval?} L -->|APPROVED| M[Prepare Print-Ready Files
Vendor Specs Applied] L -->|CHANGES REQUESTED| N[Design Revisions
Track Revision Count] N --> O{Revisions Exceed 3?} O -->|YES| P[BizOps: Additional Charges
Inform Sales + Client] O -->|NO| I P --> I M --> Q[Design Handoff to Procurement
Print Files + Specs Sheet] Q --> R[Procurement: Vendor Selection
Based on Customization Type] R --> S[Share Print Files with Vendor
Request Physical Sample] S --> T{Physical Sample?} T -->|Required - High Value| U[Vendor Produces Sample
3-5 Days] T -->|Not Required| V[Proceed to Bulk Production] U --> W[Sample QC by Design Team
Color, Quality, Placement Check] W --> X{Sample Approved?} X -->|YES| V X -->|NO| Y[Design Provides Corrections
Vendor Re-samples] Y --> U V --> Z[Bulk Production Begins
Procurement Tracks Timeline] Z --> AA[Goods Received at Warehouse
QC: Customization Verification] AA --> AB{Custom QC Pass?} AB -->|PASS| AC[Continue to Standard Flow
Kitting → Logistics → Delivery] AB -->|FAIL| AD[CRITICAL: Design + Procurement
Assess Vendor Liability] AD --> AE[Replacement or Rework
Client Timeline Impact] style A fill:#2a0a2a,stroke:#9d4edd,color:#9d4edd style M fill:#0a2a30,stroke:#7fff6e,color:#7fff6e style AD fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a style P fill:#2a1a00,stroke:#ffb830,color:#ffb830
SLA Targets — Customized Order
→ Design Mockup Creation: 48 hours
→ Client Approval Turnaround: 48-72 hours (client dependent)
→ Print-Ready Files: 24 hours post-approval
→ Physical Sample (if required): 3-5 days
→ Bulk Production: 10-15 days (customization type)
→ Total Lead Time: 15-25 days from SO to delivery
Design — Artwork & Approval
Step 1
Receive customization brief from BizOps; verify all requirements clear
Owner: Design Team
Step 2
If client artwork: verify resolution (min 300 DPI), format (vector preferred), color mode (CMYK for print)
Owner: Design Team
Step 3
Create digital mockup: realistic product visualization with logo placement
Owner: Design Team
Step 4
Send mockup to Sales for client approval; set 48-hour response deadline
Owner: Design Team
Step 5
Track revisions: max 3 free revisions; beyond that, BizOps charges extra
Owner: Design Team
Step 6
Upon approval: prepare print-ready files per vendor specs (bleed, crop marks, color profiles)
Owner: Design Team
Step 7
Create specs sheet: Pantone codes, dimensions, placement coordinates
Owner: Design Team
Step 8
Handoff to Procurement: print files + specs sheet + mockup reference
Owner: Design Team
Procurement — Custom Production
Step 1
Receive print files from Design; verify vendor capability for customization type
→ See Flow 08: Decoration Routing for detailed decoration scenarios
Owner: Procurement
Step 2
Share files with vendor; request production timeline + physical sample (if high value)
Owner: Procurement
Step 3
Sample approval: Design Team verifies color accuracy, print quality, placement
Owner: Procurement + Design
Step 4
Approve bulk production; raise vendor PO with clear delivery date
Owner: Procurement
Step 5
Daily tracking: production status, quality checks, expected dispatch
Owner: Procurement
Step 6
Upon receipt: CRITICAL QC for customization (color, alignment, finish quality)
Owner: Procurement + Warehouse QC
Warehouse — Custom QC
Step 1
Goods receiving: verify quantity + customization match order specs
Owner: Warehouse Manager
Step 2
Custom QC checklist: logo placement, color accuracy, print quality, finishing
Owner: QC Team
Step 3
Sample check: pull random samples, compare to approved mockup
Owner: QC Team
Step 4
If QC pass: continue to standard kitting and dispatch flow
Owner: Warehouse Manager
Step 5
If QC fail: QUARANTINE batch, notify Design + Procurement immediately
Owner: QC Team
Risk Flags — Customized Order
Artwork Delay: If client doesn't provide files within 48 hours, Sales escalates; Design may create placeholder for timeline
Approval Loop: If revisions >3, BizOps notifies Sales of timeline impact + additional charges; Pod Lead approval required
Sample Rejection: Design + Procurement jointly assess vendor capability; if 2nd sample fails, switch vendor immediately
Bulk Custom QC Failure: CRITICAL escalation to Pod Lead + Director; vendor liability determined; replacement cost negotiated; client timeline renegotiated
Color Mismatch: Design to verify Pantone codes shared correctly; if vendor error, replacement at vendor cost; if client expectation issue, show physical sample reference
Note: For detailed decoration routing scenarios (stock/decorator/vendor), refer to Flow 08: Decoration Routing which covers 3 scenarios with QC gates and timeline estimates.
03
Year-Long Program — Recurring Deliveries
Annual programs with recurring batch deliveries. Examples: new joining kits, quarterly corporate gifts, monthly employee recognition items. Requires meticulous program tracking.
flowchart TD A([Annual Program SO Received]) --> B[BizOps Creates Program Tracker
Master Sheet for Full Year] B --> C[Document Program Details:
Total Batches, Delivery Schedule,
Locations, Budget] C --> D{First Batch Trigger} D --> E[BizOps Notifies All Departments
Batch Timeline Shared] E --> F{Customization for Batch?} F -->|YES| G[Design Team: Batch-Specific Artwork
e.g., Monthly Theme] F -->|NO| H[Procurement: Standard Items
as per Master SO] G --> I[Design Approval Process
48-Hour Turnaround] I --> J[Design Handoff to Procurement] H --> K[Procurement Creates Batch PO
ONLY for Current Batch Quantity] J --> K K --> L{Size Data Required?} L -->|YES - Apparel| M[Wait for Batch Size Collection
ASM Coordinates with Client] L -->|NO| N[Proceed to Vendor PO] M --> O{Size Data Received?} O -->|YES| N O -->|Delayed >7 Days| P[BizOps Escalates to Client
Options: Wait, Skip, Catalogue Alternative] P --> O N --> Q[Vendor Production + Delivery] Q --> R[Warehouse: Batch Receiving + QC] R --> S{Multi-Location Delivery?} S -->|YES| T[Warehouse Kits per Location
as per Delivery Instructions] S -->|NO| U[Single Location Dispatch] T --> V[Logistics: Schedule Multi-Location
Deliveries Simultaneously if Possible] U --> V V --> W[Delivery Executed
POD Collected per Location] W --> X[Finance: Batch Invoice
or Cumulative as per Terms] X --> Y[BizOps Updates Program Tracker
Batch Completed, Balance Remaining] Y --> Z{Next Batch Due?} Z -->|YES| D Z -->|Program Complete| AA([Program Closure
Final Reconciliation]) AA --> AB[Finance: Final Invoice Settlement] AB --> AC[BizOps: Program Report
Delivered vs Quoted, Variance Analysis] style A fill:#0a2010,stroke:#7fff6e,color:#7fff6e style AC fill:#0a2010,stroke:#7fff6e,color:#7fff6e style P fill:#2a1a00,stroke:#ffb830,color:#ffb830
SLA Targets — Program Flow
→ Program Tracker Setup: 48 hours from SO receipt
→ Batch Notification Lead Time: 14 days before batch due
→ Size Data Collection: 7 days before production start
→ Batch Production + Delivery: 15-20 days (standard), 20-30 days (custom)
→ Program Review Cadence: Monthly with Pod Lead
Business Operations — Program Management
Step 1
Create master program tracker: batch schedule, quantities, locations, total budget, delivered vs pending
Owner: BizOps Coordinator
Step 2
Set calendar reminders for each batch trigger (14 days advance notice to all departments)
Owner: BizOps Coordinator
Step 3
Coordinate size data collection with Sales/ASM (if apparel program) 7 days before production
Owner: BizOps Coordinator
Step 4
Track batch timelines daily; escalate delays >24 hours to Pod Lead
Owner: BizOps Coordinator
Step 5
Monthly program review: delivered vs quoted, budget vs actual, timeline adherence
Owner: BizOps Coordinator + Pod Lead
Step 6
Upon program completion: final reconciliation report, variance analysis, lessons learned
Owner: BizOps Coordinator
Procurement — Batch Management
Step 1
CRITICAL: Raise vendor PO ONLY for current batch quantity, NOT full annual
Owner: Procurement
Step 2
Negotiate volume pricing based on annual commitment, apply to each batch
→ For batch decoration/branding, see Flow 08: Decoration Routing for routing decision
Owner: Procurement
Step 3
Maintain vendor timeline consistency across batches for predictability
Owner: Procurement
Step 4
If vendor performance degrades, flag to BizOps + Pod Lead; consider alternative for next batch
Owner: Procurement
Finance — Program Billing
Step 1
Determine invoicing cadence: per batch or cumulative monthly/quarterly (as per client agreement)
Owner: Accounts Team
Step 2
Track program budget vs actual spend; alert BizOps if variance >10%
Owner: Accounts Team
Step 3
Multi-location programs: split invoicing per cost centre if required (while maintaining single procurement PO)
Owner: Accounts Team
Step 4
Final program reconciliation: total delivered value vs annual PO value; issue final adjustment invoice if needed
Owner: Accounts Team
Risk Flags — Program Flow
Size Data Delay: If delayed >7 days, BizOps escalates to Sales + Client; options: wait for next batch, use standard size pack, switch to catalogue items
Batch Production Delay: If vendor delays batch >3 days, Procurement escalates; if >7 days, switch vendor for subsequent batches
Multi-Location Complexity: If one location delays repeatedly, BizOps discusses with client: exclude location or adjust schedule
Budget Overrun: If actual cost exceeds quoted by >10%, Finance + BizOps jointly review; Pod Lead approves variance or renegotiates with client
Program Cancellation Mid-Year: Client requests early termination; Finance calculates delivered vs balance; BizOps negotiates settlement terms
04
Rush Orders — Expedited Delivery
Urgent orders with tight deadlines. Requires fast-track approval, premium vendor selection, expedited logistics. Higher cost, compressed timelines.
flowchart TD A([RUSH SO Flagged by Sales]) --> B[BizOps: Immediate Triage
Assess Feasibility] B --> C{Can Meet Deadline?} C -->|NO - Impossible| D[BizOps Notifies Sales
Alternative Timeline or Items] C -->|YES - Feasible| E[BizOps Priority Flag
All Departments Alerted] D --> F[Sales Renegotiates with Client
Revised Timeline or Scope] F --> C E --> G{Customization Required?} G -->|YES| H[Design: RUSH Mockup
24-Hour Turnaround
Max 1 Revision] G -->|NO - Catalogue Only| I[Procurement: Immediate Vendor Check
Stock Availability] H --> J[Client Approval Deadline: 24 Hours
NO EXTENSIONS] J --> K{Approved in Time?} K -->|YES| L[Design: Print Files within 12 Hours] K -->|NO| M[Order Reverts to Standard Flow
Rush Flag Removed] L --> N[Procurement: Rush Vendor Selection
Premium Pricing Accepted] I --> N N --> O[Vendor PO: Express Production
Premium Charges Applied] O --> P[Finance: Expedited Payment
Same-Day Transfer if Required] P --> Q[Procurement: Hourly Tracking
Vendor Status Updates] Q --> R[Goods Received: Priority QC
Within 4 Hours of Arrival] R --> S{QC Pass?} S -->|PASS| T[Warehouse: Immediate Kitting
Priority Queue] S -->|FAIL| U[CRITICAL: BizOps + Procurement
Assess Replacement Feasibility] U --> V{Replacement Possible?} V -->|YES - Time Permits| W[Emergency Vendor Activation
Alternative Sourcing] V -->|NO - Too Late| X[Inform Client: Delay or Cancellation
Pod Lead + Director Involved] W --> R T --> Y[Packaging: Rush Handling
Express Carrier Labeling] Y --> Z[Logistics: Express Carrier
Same-Day or Next-Day Service] Z --> AA[Real-Time Tracking
Alerts to Client + Sales] AA --> AB[Delivery Executed
POD Confirmation] AB --> AC[Finance: Rush Invoice
Premium Charges Itemized] AC --> AD([Rush Order Closed
Post-Mortem Review]) style A fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a style E fill:#2a1a00,stroke:#ffb830,color:#ffb830 style U fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a style X fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a
SLA Targets — Rush Orders
→ Feasibility Assessment: 2 hours from SO receipt
→ Design Mockup (if required): 24 hours, max 1 revision
→ Client Approval Deadline: 24 hours, NO extensions
→ Procurement to Vendor PO: 4 hours
→ Vendor Production: 3-5 days (express), 24-48 hours (stock items)
→ QC + Kitting: 4 hours
→ Delivery: Same-day/Next-day express service
→ Total Lead Time: 5-7 days (custom), 2-3 days (catalogue)
Business Operations — Rush Triage
Step 1
Immediate assessment: delivery deadline, customization needs, quantity, location
Owner: BizOps Coordinator
Step 2
Consult Design (if custom) and Procurement (vendor availability) within 1 hour
Owner: BizOps Coordinator
Step 3
If feasible: flag RUSH in all systems; send priority alerts to all departments
Owner: BizOps Coordinator
Step 4
If NOT feasible: provide Sales with alternative timeline or alternative products (catalogue items)
Owner: BizOps Coordinator
Step 5
Daily (hourly if needed) status updates to Sales for client visibility
Owner: BizOps Coordinator
Step 6
Post-delivery: rush order post-mortem (what worked, what didn't, process improvements)
Owner: BizOps Coordinator
Design — Rush Customization
Step 1
RUSH mockup: 24-hour max turnaround; prioritize over all non-rush work
Owner: Design Team
Step 2
Maximum 1 revision allowed; inform client upfront via Sales
Owner: Design Team
Step 3
Client approval deadline: 24 hours strict; if missed, order reverts to standard flow
Owner: Design Team
Step 4
Print-ready files: within 12 hours of approval; handoff to Procurement immediately
Owner: Design Team
Procurement — Express Sourcing
Step 1
Vendor selection: prioritize vendors with express production capability and proven reliability
→ For rush decoration/branding, see Flow 08: Decoration Routing for fastest scenario
Owner: Procurement
Step 2
Accept premium pricing; clear rush charges to client via Finance
Owner: Procurement
Step 3
Raise vendor PO within 4 hours of receiving print files or SO (catalogue items)
Owner: Procurement
Step 4
Hourly tracking during production phase; immediate escalation if vendor delay detected
Owner: Procurement
Step 5
Coordinate express pickup from vendor if needed; no waiting for vendor dispatch
Owner: Procurement + Logistics
Warehouse — Priority Processing
Step 1
Rush items: priority queue for receiving and QC (within 4 hours of arrival)
Owner: Warehouse Manager
Step 2
QC: expedited but NOT compromised; same quality standards apply
Owner: QC Team
Step 3
Immediate kitting upon QC pass; packaging with express carrier labels
Owner: Warehouse Team
Step 4
Notify Logistics within 1 hour of ready-for-pickup status
Owner: Warehouse Manager
Logistics — Express Delivery
Step 1
Carrier selection: same-day or next-day express services only (DHL Express, FedEx Priority, etc.)
Owner: Logistics Coordinator
Step 2
Schedule pickup within 1 hour of warehouse notification
Owner: Logistics Coordinator
Step 3
Real-time tracking: share live tracking link with client + Sales immediately
Owner: Logistics Coordinator
Step 4
Proactive monitoring: hourly checks during transit; immediate escalation if delay detected
Owner: Logistics Coordinator
Step 5
Delivery confirmation: get POD within 1 hour of delivery; notify all stakeholders
Owner: Logistics Coordinator
Finance — Rush Billing
Step 1
Expedited vendor payment: same-day transfer if vendor requires (to unlock production)
Owner: Accounts Team
Step 2
Invoice: itemize rush charges separately (design rush fee, procurement premium, express logistics)
Owner: Accounts Team
Step 3
Invoice dispatch: same day as POD receipt; immediate payment terms if pre-agreed
Owner: Accounts Team
Risk Flags — Rush Orders
Impossible Deadline: BizOps must decline or offer alternatives within 2 hours; never commit to unachievable timeline
Client Approval Delay: If client doesn't approve mockup within 24 hours, order AUTOMATICALLY reverts to standard flow; NO exceptions
QC Failure on Rush: CRITICAL escalation to Pod Lead + Director; assess replacement feasibility immediately; if impossible, inform client within 1 hour
Vendor Production Delay: If vendor misses committed timeline, Procurement activates backup vendor or cancels order; client informed immediately
Logistics Delay: If carrier delay detected, Logistics escalates to carrier manager; explore alternative routing; client kept informed in real-time
05
Stock Order — Inventory on Hand
Orders fulfilled from existing warehouse inventory. Fastest fulfillment scenario. No procurement needed, direct warehouse to logistics flow.
flowchart TD A([SO Received - Stock Items]) --> B[Business Ops Checks Inventory
ERP Stock Availability] B --> C{Stock Available?} C -->|YES - Full Stock| D[BizOps Routes Directly to Warehouse
SKIP Procurement] C -->|PARTIAL Stock| E[BizOps: Split Order Decision] C -->|NO Stock| F[Route to Procurement
Standard Flow] E --> G{Client Preference?} G -->|Partial Delivery OK| H[Create SO-1: Stock Items
Send to Warehouse] G -->|Wait for Full Order| I[Route Full Order to Procurement] H --> J[Create SO-2: Pending Items
Route to Procurement] D --> K[Warehouse: Stock Allocation
Reserve Items for This SO] K --> L{Customization on Stock?} L -->|YES - Branding Required| M[Send to Design for Artwork
Then Back to Warehouse for Application] L -->|NO - Ship As-Is| N[Immediate Kitting as per Delivery Instructions] M --> O[Design Creates Artwork
48-Hour Turnaround] O --> P[Artwork to Vendor for Application
on Stock Items] P --> Q[Branded Items Return to Warehouse
QC Check] Q --> R{QC Pass?} R -->|PASS| N R -->|FAIL| S[Escalate to Design + Vendor
Rework or Replacement] S --> Q N --> T[Packaging with Dispatch Note
Ready for Pickup] T --> U[Logistics: Schedule Pickup
Standard or Express as per SO] U --> V[Delivery Executed
POD Collected] V --> W[Warehouse: Update Inventory
Stock Deduction for This SO] W --> X[Finance: Invoice Generation
Send to Client] X --> Y{Payment Received?} Y -->|YES| Z([Order Closed]) Y -->|Delayed| AA[Finance Follows Up] AA --> Y style A fill:#2a1200,stroke:#ff9e00,color:#ff9e00 style Z fill:#0a2a30,stroke:#7fff6e,color:#7fff6e style S fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a
SLA Targets — Stock Order
→ Stock Availability Check: 2 hours
→ Stock Allocation + Kitting: 24 hours
→ If Customization on Stock: +3-5 days for branding
→ Dispatch to Delivery: 3-5 days (standard), 1-2 days (express)
→ Total Lead Time: 2-7 days (no customization), 5-12 days (with customization)
Business Operations — Stock Validation
Step 1
Receive SO; check ERP for real-time stock availability of all SKUs
Owner: BizOps Coordinator
Step 2
If full stock: route directly to Warehouse, SKIP Procurement entirely
Owner: BizOps Coordinator
Step 3
If partial stock: contact Sales/ASM for client preference (partial delivery or wait for full)
Owner: BizOps Coordinator
Step 4
If partial delivery approved: split into SO-1 (stock) and SO-2 (procurement)
Owner: BizOps Coordinator
Warehouse — Stock Fulfillment
Step 1
Receive stock order from BizOps; allocate inventory items to this SO (reserve in ERP)
Owner: Warehouse Manager
Step 2
If customization needed: send items to vendor for branding (coordinate with Design for artwork)
→ See Flow 08: Decoration Routing for 3 decoration scenarios (stock/decorator/vendor)
Owner: Warehouse Manager
Step 3
If no customization: immediate kitting as per SO delivery instructions
Owner: Warehouse Team
Step 4
Upon kitting completion: packaging, dispatch note, ready-for-pickup within 24 hours
Owner: Warehouse Team
Step 5
Post-dispatch: update ERP inventory (deduct stock for this SO)
Owner: Warehouse Manager
Step 6
If stock levels fall below reorder point: notify Procurement for replenishment
Owner: Warehouse Manager
Risk Flags — Stock Order
Stock Discrepancy: ERP shows stock but physical count doesn't match; immediate stock audit; inform BizOps + Sales if SO cannot be fulfilled
Customization Delay on Stock: If branding vendor delays >48 hours, escalate to Design + Procurement; alternative vendor or cancel customization (ship plain)
Partial Stock Fulfillment: Client must approve partial delivery; if client declines, route full order to Procurement (standard flow)
Stock Quality Issue: If QC finds issue with stock items (damage, expiry, etc.), quarantine stock lot; notify Procurement for replacement sourcing
06
Design RFQ Mockup — Pre-Sales Visualization
Design mockups for Request for Quote (RFQ) stage, before order confirmation. Helps clients visualize products before committing to purchase. Critical for sales conversion.
flowchart TD A([Sales/ASM Requests RFQ Mockup]) --> B[Design Receives RFQ Brief
via Email/CRM] B --> C[Design Reviews Request:
Product Type, Customization Needs,
Client Brand Guidelines] C --> D{Artwork Available?} D -->|YES - Client Provides| E[Download Client Artwork
Verify File Quality] D -->|NO - Need to Source| F[Use Client Logo from Website
or Request from Sales] E --> G{File Quality Check} G -->|High Quality| H[Proceed to Mockup Creation] G -->|Low Quality| I[Flag to Sales:
Request High-Res Files
or Offer to Recreate for Fee] F --> J{Logo Available?} J -->|YES| H J -->|NO| K[HOLD: Cannot Proceed
Notify Sales to Get Logo] K --> B I --> L{Client Provides Better Files?} L -->|YES| H L -->|NO - Use Low-Res| M[Create Mockup with Disclaimer:
'Final Quality Subject to File Quality'] M --> H H --> N[Create 3D/2D Product Mockup
with Client Branding Applied] N --> O[Design Review:
Proportions, Colors, Placement] O --> P{Internal QC Pass?} P -->|YES| Q[Export Mockup:
High-Res PNG/JPG
Branded with Company Watermark] P -->|NO| N Q --> R[Send to Sales/ASM
with Product Details] R --> S[Sales Shares with Client
Part of Quotation Package] S --> T{Client Feedback} T -->|APPROVED - Proceed to Quote| U[Design Archives Mockup
Ready for SO Conversion] T -->|CHANGES REQUESTED| V[Design Revisions
Track Revision Count] T -->|CLIENT REJECTS| W[Design Archives as Rejected
Sales Explores Alternatives] V --> X{Revisions Exceed 2?} X -->|YES| Y[Sales Discusses with Client:
Charge for Additional Revisions
or Finalize Design] X -->|NO| N Y --> Z{Client Agrees to Pay?} Z -->|YES| N Z -->|NO| W U --> AA{Quote Converts to SO?} AA -->|YES| AB[Design Reuses Mockup
for Production Print Files] AA -->|NO - Quote Lost| AC[Archive RFQ Mockup
Mark as Inactive] style A fill:#2a0a2a,stroke:#9d4edd,color:#9d4edd style AB fill:#0a2a30,stroke:#7fff6e,color:#7fff6e style W fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a
SLA Targets — RFQ Mockup
→ Design Receives RFQ Brief to Mockup Delivery: 24-48 hours
→ Revision Turnaround: 12-24 hours per revision
→ Maximum Free Revisions: 2 revisions
→ Client Response Expected: 48-72 hours (tracked by Sales)
→ High-Priority RFQ (Hot Lead): 12-24 hours for first mockup
Design — RFQ Mockup Creation
Step 1
Receive RFQ brief from Sales: product type, quantity estimate, customization needs, client branding
Owner: Design Team
Step 2
Verify artwork availability: client-provided files, logo from website, or request from Sales
Owner: Design Team
Step 3
File quality check: resolution (min 300 DPI preferred, 150 DPI acceptable for RFQ), format (AI, EPS, PDF, PNG)
Owner: Design Team
Step 4
Create 3D or 2D mockup using product templates; apply client logo/branding in realistic placement
Owner: Design Team
Step 5
Internal QC: check proportions, color contrast, readability, overall aesthetic appeal
Owner: Design Team
Step 6
Export high-res mockup (1920x1080 min); add subtle company watermark to prevent unauthorized use
Owner: Design Team
Step 7
Send to Sales with product specs (dimensions, material, customization technique, MOQ)
Owner: Design Team
Step 8
Track revisions: log each revision request, reason, and turnaround time in design tracker
Owner: Design Team
Step 9
If quote converts to SO: reuse approved mockup as reference for production print files
Owner: Design Team
Sales/ASM — RFQ Coordination
Step 1
Submit RFQ mockup request to Design with complete brief: product, branding, timeline, priority level
Owner: ASM
Step 2
Provide client logo files if available; if not, flag as 'logo needed' and chase client
Owner: ASM
Step 3
Receive mockup from Design; review for accuracy before sending to client
Owner: ASM
Step 4
Send mockup to client as part of quotation; set expectation for response timeline (48-72 hours)
Owner: ASM
Step 5
If client requests revisions: consolidate feedback clearly and send to Design (avoid back-and-forth)
Owner: ASM
Step 6
If revisions exceed 2: discuss with client about charging for additional design work
Owner: ASM + Pod Lead
Risk Flags — RFQ Mockup
No Client Logo: Sales must obtain logo before Design can proceed; if unavailable, offer to create logo for additional fee
Low-Res Artwork: Create mockup with disclaimer; flag to client that final print quality depends on high-res files
Excessive Revisions: After 2 free revisions, Sales discusses charges with client; Design does not proceed without approval
RFQ Abandoned: If client doesn't respond within 7 days, Sales marks RFQ as inactive; Design archives mockup
Quote Doesn't Convert: Track RFQ-to-SO conversion rate monthly; if <20%, review mockup quality or sales approach
07
Product File Artwork Request — Catalogue Updates
Requests for new product artwork for catalogue, website, or vendor samples. Distinct from order-specific mockups. Used for marketing, catalogue updates, and vendor presentations.
flowchart TD A([Product Artwork Request]) --> B{Request Source?} B -->|Marketing Team| C[Request: Website/Catalogue Update] B -->|Sales Team| D[Request: Vendor Sample Photos] B -->|Procurement| E[Request: New Product Visualization
for Vendor Onboarding] C --> F[Design Receives Request
via Email/CRM Ticket] D --> F E --> F F --> G[Design Reviews Request:
Purpose, Deadline, Specifications] G --> H{Physical Product Available?} H -->|YES - In Stock| I[Coordinate with Warehouse
for Product Sample] H -->|NO - Need to Procure| J[BizOps: Procure Sample
from Vendor] I --> K[Product Photoshoot Setup
Lighting, Background, Angles] J --> L{Sample Arrived?} L -->|YES| K L -->|DELAYED| M[Design Creates 3D Render
from Product Specs] K --> N[Photograph Product:
Multiple Angles, Close-ups,
Context Shots] N --> O[Photo Editing:
Background Removal, Color Correction,
Shadow Enhancement] M --> O O --> P[Create Product File Variations:
White Background, Lifestyle Context,
Dimension Overlay] P --> Q[Internal QC:
Image Quality, Consistency,
Brand Guidelines] Q --> R{QC Pass?} R -->|YES| S[Export in Multiple Formats:
High-Res Print, Web-Optimized,
Thumbnail] R -->|NO| O S --> T[Upload to Asset Library
Organized by Category + SKU] T --> U{Request Purpose?} U -->|Website Update| V[Send to Marketing Team
with SEO-Optimized File Names] U -->|Vendor Sample| W[Send to Sales/Procurement
for Vendor Presentation] U -->|Catalogue| X[Send to Marketing
for Print Catalogue Layout] V --> Y[Requestor Receives Files
Reviews for Approval] W --> Y X --> Y Y --> Z{Approved?} Z -->|YES| AA[Design Marks Task Complete
Files Archived] Z -->|REVISIONS NEEDED| AB[Design Makes Adjustments
Re-send for Approval] AB --> Y AA --> AC([Task Closed]) style A fill:#2a0a2a,stroke:#9d4edd,color:#9d4edd style AC fill:#0a2a30,stroke:#7fff6e,color:#7fff6e
SLA Targets — Product File Artwork
→ Request to First Draft: 3-5 days (if sample available), 7-10 days (if sample procurement needed)
→ Photoshoot + Editing: 48-72 hours per product
→ 3D Render (if no sample): 5-7 days per product
→ Revision Turnaround: 24-48 hours
→ Bulk Product Shoot (10+ items): 5-7 days for batch processing
Design — Product Artwork Creation
Step 1
Receive product artwork request: identify purpose (website, catalogue, vendor sample), deadline, specifications
Owner: Design Team
Step 2
Check product sample availability: coordinate with Warehouse or BizOps to procure sample
Owner: Design Team
Step 3
Setup photoshoot: white background for catalogue, lifestyle context for marketing, detail shots for specs
Owner: Design Team
Step 4
Photograph product: multiple angles (front, side, top, 45-degree), close-ups for texture/details
Owner: Design Team
Step 5
Photo editing: background removal/replacement, color correction, shadow enhancement, blemish removal
Owner: Design Team
Step 6
Create variations: white BG for catalogue, lifestyle BG for web, dimension overlay for specs
Owner: Design Team
Step 7
Export in multiple formats: High-res TIFF/PNG (print), JPEG (web 1920px), Thumbnail (500px)
Owner: Design Team
Step 8
Upload to shared asset library: organize by category, SKU, with metadata (dimensions, color, material)
Owner: Design Team
Step 9
Send to requestor for approval; make revisions if needed; mark task complete upon approval
Owner: Design Team
Procurement — Sample Coordination
Step 1
If Design requests product sample: check vendor availability and sample cost
Owner: Procurement
Step 2
Procure sample from vendor (typically free or low cost for new product onboarding)
Owner: Procurement
Step 3
Coordinate delivery to Design team; track sample arrival timeline
Owner: Procurement
Marketing/Requestor — Asset Usage
Step 1
Submit product artwork request to Design: specify purpose, deadline, image specifications
Owner: Marketing/Sales/Procurement
Step 2
Review delivered files: check quality, format, and suitability for intended use
Owner: Requestor
Step 3
Request revisions if needed: provide clear, specific feedback (avoid vague 'make it better')
Owner: Requestor
Step 4
Upon approval: use files for intended purpose (website, catalogue, vendor presentation)
Owner: Requestor
Risk Flags — Product File Artwork
Sample Unavailable: If vendor cannot provide sample, Design creates 3D render based on specs; may not be 100% accurate
Sample Procurement Delay: If vendor delays >7 days, Design proceeds with 3D render or postpones request
Photo Quality Issues: If product has complex textures/materials, may require professional photography setup or external photographer
Bulk Request Overload: If >20 products requested simultaneously, prioritize by deadline and business impact; communicate realistic timelines
Asset Not Used: Track asset usage; if artwork created but not used within 3 months, review request process to avoid wasted effort
08
Decoration Routing — Vendor vs Decorator Scenarios
Three decoration scenarios based on product sourcing and branding location. Critical decision point that affects lead time, quality control, and cost. Decoration = adding client logo/branding to products.
flowchart TD A([SO Received - Branded Products]) --> B[BizOps + Procurement Review:
Product Type, Decoration Method,
Vendor Capability] B --> C{Decoration Scenario?} C -->|SCENARIO 1:
Stock Available| D1[Check Warehouse Inventory
Pre-Decorated Stock] D1 --> E1{Stock Available
with Correct Branding?} E1 -->|YES| F1[Warehouse: Allocate Stock
Skip Procurement] E1 -->|NO| D2 F1 --> G1[Warehouse QC:
Verify Logo Quality] G1 --> H1{QC Pass?} H1 -->|PASS| I1[Kitting + Dispatch] H1 -->|FAIL| J1[Quarantine Stock
Notify Procurement] J1 --> K1[Procure Replacement
Route to Scenario 2 or 3] I1 --> Z([Delivery Execution]) C -->|SCENARIO 2:
Blank Product + Decorator| D2[Procurement: Source Blank Product
from Vendor] D2 --> E2[Design: Send Print Files
to Decorator] E2 --> F2{Decorator Routing?} F2 -->|OPTION A:
Direct Ship| G2A[Vendor Ships Blank Product
DIRECTLY to Decorator] F2 -->|OPTION B:
Via Warehouse| G2B[Vendor Ships to Warehouse
GRN + QC Blank Product] G2A --> H2A[Decorator Receives Blank Items
Applies Branding] G2B --> H2B[Warehouse QC: Verify Blanks
Quantity, Quality, Damage] H2B --> I2B{Blank QC Pass?} I2B -->|PASS| J2B[Warehouse Ships to Decorator
with Delivery Note] I2B -->|FAIL| K2B[HOLD: Notify Procurement
Vendor Replacement Required] K2B --> G2B J2B --> H2A H2A --> L2[Decorator Applies Logo:
Print, Embroidery, Engraving, etc.] L2 --> M2[Decorator Ships to Warehouse
Decorated Items] M2 --> N2[Warehouse: GRN Decorated Items] N2 --> O2[CRITICAL QC: Decoration Quality
Logo Placement, Color, Finish] O2 --> P2{Decoration QC Pass?} P2 -->|PASS| Q2[Kitting + Dispatch] P2 -->|FAIL| R2[HOLD: Notify Design + Decorator
Assess Liability] R2 --> S2{Rework Possible?} S2 -->|YES| T2[Decorator Rework
or Re-decoration] S2 -->|NO| U2[Procure New Blanks
Re-decoration from Scratch] T2 --> M2 U2 --> D2 Q2 --> Z C -->|SCENARIO 3:
Vendor Decorates| D3[Procurement: Vendor PO
for Decorated Products] D3 --> E3[Share Design Print Files
with Vendor] E3 --> F3{Physical Sample Required?} F3 -->|YES - High Value| G3[Vendor Produces Decorated Sample
3-5 Days] F3 -->|NO - Standard Order| H3[Proceed to Bulk Production] G3 --> I3[Sample Shipped to Design Team] I3 --> J3[Design QC: Sample Approval
Color, Placement, Quality] J3 --> K3{Sample Approved?} K3 -->|YES| H3 K3 -->|NO| L3[Design Provides Corrections
Vendor Re-samples] L3 --> G3 H3 --> M3[Vendor Bulk Production
Decoration In-House] M3 --> N3[Vendor Ships Decorated Products
Directly to Warehouse] N3 --> O3[Warehouse: GRN Decorated Items] O3 --> P3[CRITICAL QC: Decoration Verification
Logo Quality, Placement, Finish] P3 --> Q3{Decoration QC Pass?} Q3 -->|PASS| R3[Kitting + Dispatch] Q3 -->|FAIL| S3[CRITICAL HOLD:
Notify Procurement + Design] S3 --> T3[Assess Vendor Liability
Replacement or Rework] T3 --> U3{Vendor Accepts Liability?} U3 -->|YES| V3[Vendor Replacement
at Vendor Cost] U3 -->|NO - Dispute| W3[Escalate: Pod Lead + Director
Legal Review if Needed] V3 --> N3 W3 --> X3[Client Timeline Impact
Alternative Sourcing or Refund] R3 --> Z style A fill:#0a2a30,stroke:#00e5ff,color:#00e5ff style Z fill:#0a2a30,stroke:#7fff6e,color:#7fff6e style J1 fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a style K2B fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a style R2 fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a style S3 fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a style W3 fill:#2a0a10,stroke:#ff6b8a,color:#ff6b8a
SLA Targets — Decoration Routing
Scenario 1 (Stock): 2-7 days total (fastest)
Scenario 2A (Direct to Decorator): Blank procurement 7-10 days + Decoration 5-7 days + Return 2-3 days = 14-20 days
Scenario 2B (Via Warehouse): Blank procurement 7-10 days + Warehouse QC 1 day + Ship to Decorator 2 days + Decoration 5-7 days + Return 2-3 days = 17-23 days
Scenario 3 (Vendor Decorates): Sample 3-5 days + Production 10-15 days = 13-20 days
Decorator Turnaround: Screen print 3-5 days, Embroidery 5-7 days, Laser engraving 2-4 days, UV print 3-5 days
Procurement — Decoration Routing Decision
Step 1
Receive SO with decoration requirements; review product type and decoration method (print, embroidery, engraving)
Owner: Procurement
Step 2
Check Scenario 1: Is decorated product already in warehouse stock with correct branding?
Owner: Procurement + Warehouse
Step 3
If not in stock, determine routing: Does vendor have in-house decoration capability?
Owner: Procurement
Step 4
Scenario 3: If vendor can decorate, send print files directly to vendor; request sample for high-value orders
Owner: Procurement + Design
Step 5
Scenario 2: If vendor supplies blanks only, coordinate with approved decorator; decide routing (direct or via warehouse)
Owner: Procurement
Step 6
Scenario 2A (Direct): Instruct vendor to ship blanks directly to decorator address; provide decorator contact details
Owner: Procurement
Step 7
Scenario 2B (Via Warehouse): Blanks arrive at warehouse for QC before forwarding to decorator; ensures quality of base product
Owner: Procurement + Warehouse
Step 8
Track decoration timeline with decorator; daily updates for rush orders, weekly for standard
Owner: Procurement
Design — Print Files for Decoration
Step 1
Prepare print-ready files specific to decoration method: Vector for screen print/vinyl, High-res raster for UV/DTG, DST/PES for embroidery
Owner: Design Team
Step 2
Create decoration specs sheet: Pantone codes, placement coordinates (cm from edge), size specifications
Owner: Design Team
Step 3
Send files to decorator (Scenario 2) or vendor (Scenario 3) via Procurement handoff
Owner: Design Team
Step 4
QC physical sample if required: verify color match, placement accuracy, finish quality
Owner: Design Team
Step 5
If sample fails: provide detailed corrections to decorator/vendor; specify exact adjustments needed
Owner: Design Team
Warehouse — Decoration QC Critical Points
Step 1
Scenario 1: Stock verification - pull stock items, inspect existing decoration quality before allocating to SO
Owner: Warehouse Manager
Step 2
Scenario 2B: Blank product QC - verify quantity, check for damage/defects before shipping to decorator
Owner: QC Team
Step 3
Scenario 2: Decorated items return - GRN from decorator, verify quantity matches what was sent
Owner: Warehouse Manager
Step 4
CRITICAL Decoration QC (Scenarios 2 & 3): Pull random samples (10% or min 5 pcs); check against approved mockup
Owner: QC Team
Step 5
QC Checklist: Logo placement (measure from edges), Color match (compare to Pantone), Print quality (no smudging/fading), Finish (no peeling/cracking)
Owner: QC Team
Step 6
If decoration QC fails: QUARANTINE entire batch, photograph defects, notify Design + Procurement immediately
Owner: QC Team
Step 7
Document QC results: timestamp, inspector name, pass/fail status, defect details, photos if failed
Owner: QC Team
BizOps — Decorator Coordination
Step 1
Maintain approved decorator list: screen printers, embroiderers, laser engravers, UV printers
Owner: BizOps Coordinator
Step 2
Coordinate Scenario 2A shipments: ensure vendor has correct decorator address; confirm receipt
Owner: BizOps Coordinator
Step 3
Track decorator timelines: daily check-ins for rush orders, weekly for standard orders
Owner: BizOps Coordinator
Step 4
If decorator delays >2 days: escalate to Procurement + Pod Lead; explore backup decorator options
Owner: BizOps Coordinator
Risk Flags — Decoration Routing
Stock Decoration Quality Issue (Scenario 1): If stock items fail QC, quarantine lot; investigate: old stock degradation, storage damage, or original decoration defect
Blank Product Defect (Scenario 2B): If blanks fail QC at warehouse, HOLD decorator shipment; notify Procurement for vendor replacement; avoid decorating defective blanks
Direct Ship Lost Items (Scenario 2A): If vendor-to-decorator shipment goes missing, liability unclear; document: vendor dispatch proof, decorator receipt confirmation, tracking details
Decorator QC Failure (Scenario 2): CRITICAL - assess decorator liability; if decorator error, free rework required; if file issue, Design reviews; if product issue, Procurement sources replacements
Vendor Decoration Failure (Scenario 3): CRITICAL - vendor must replace at their cost; if vendor disputes liability, escalate to Director + Legal; impact client timeline; consider compensation
Color Mismatch: Common issue - verify Pantone codes shared correctly; if decorator/vendor used wrong color, free replacement; if client approved wrong color in mockup, charge for correction
Placement Error: Logo off-center or wrong position; measure against specs sheet; if decorator/vendor error, free correction; document with photos for future quality reference
Decoration Method Mismatch: E.g., client expected embroidery but got screen print; review SO and design specs; if internal error, absorb cost; if client changed mind, charge difference
Partial Batch Failure: If only portion of batch fails QC (e.g., 30% defective); options: (a) decorator reworks failed pieces, (b) reduce order quantity + partial refund, (c) full replacement
Decorator Capacity Issue: Decorator overloaded, cannot meet timeline; BizOps activates backup decorator; split order if needed; client informed of potential delay
Decoration Routing Best Practices
Scenario Selection: Scenario 1 (Stock) fastest but limited to pre-existing inventory. Scenario 3 (Vendor Decorates) best for large quantities + faster timeline. Scenario 2 (Decorator) most flexible for custom decoration methods.
Quality Control Checkpoints: Scenario 1: 1 QC point (warehouse stock check). Scenario 2B: 3 QC points (blank QC, send to decorator, decorated QC). Scenario 3: 2 QC points (sample approval, final decorated QC).
Cost Considerations: Scenario 1 lowest cost (stock already purchased). Scenario 2A saves warehouse handling cost. Scenario 2B higher cost but better quality control. Scenario 3 often most cost-effective for bulk orders.
Risk Mitigation: Scenario 2B (via warehouse) reduces risk by catching blank defects before decoration. Scenario 3 requires strong vendor relationship and clear liability terms. Always get physical sample for high-value orders (Scenario 3).
Rush Order Strategy: Scenario 1 ideal for rush (if stock available). Scenario 2A faster than 2B (skip warehouse QC). Scenario 3 depends on vendor express capability. Never skip final decoration QC even for rush orders.
Risk Mitigation Strategies
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Comprehensive Risk Mitigation Framework
Preventive measures, early warning indicators, contingency plans, and recovery strategies for all operational scenarios. Organized by risk category with real-world examples.
Quality Risk Mitigation
M1: Pre-Production Sample Approval Protocol
Risk Addressed: Bulk production defects, decoration errors, color mismatches
Prevention:
  • Mandatory physical sample for orders >₹50,000 or >500 units (customized products)
  • Design team verifies sample against approved mockup within 24 hours of receipt
  • Sample checklist: Color accuracy (Pantone match), logo placement (measure to mm), print quality (no defects), material quality
  • Photograph approved sample from multiple angles; attach to SO in ERP as reference for final QC
Example: Order for 1,000 branded notebooks with logo embossing. Vendor sends sample → Design measures embossing depth (should be 0.8mm), color (Pantone 286C), placement (15mm from top edge). Sample approved with photos. Final batch QC uses same measurements. Result: Zero defects in bulk production.
Escalation: If sample fails twice, switch to backup vendor immediately. If no backup, inform client of 5-7 day delay.
Owner: Design Team + Procurement
M2: Multi-Stage QC Checkpoint System
Risk Addressed: Defects discovered late in process, costly rework, client delivery delays
Prevention:
  • QC Gate 1: Blank product inspection (Scenario 2B) - verify base product quality before decoration investment
  • QC Gate 2: Mid-production check (for large orders >1,000 units) - vendor sends photos/video at 30% completion
  • QC Gate 3: Warehouse receiving QC - random sampling (10% or min 10 pieces), full checklist verification
  • QC Gate 4: Pre-dispatch final check - before kitting, spot-check packaged items
Example: Order for 2,000 T-shirts with screen print. Gate 1: Blank T-shirts arrive at warehouse, QC finds 5% have stitching defects → Procurement gets replacements before printing. Gate 2: Decorator sends photos at 600 units, color looks faded → adjust ink density. Gate 3: Final batch arrives, all items pass. Result: Prevented decorating defective blanks, saved ₹35,000 rework cost.
Escalation: If QC failure rate >5% at any gate, HOLD production, escalate to Pod Lead + Vendor. If Gate 3 fails, quarantine batch, assess full replacement vs partial acceptance with discount.
Owner: Warehouse QC Team + Procurement
M3: Vendor Performance Scorecard
Risk Addressed: Repeat vendor failures, unreliable suppliers, quality inconsistency
Prevention:
  • Track vendor metrics monthly: QC pass rate, on-time delivery %, defect rate, responsiveness score
  • Vendor rating: A (90%+ performance), B (75-89%), C (60-74%), F (<60%)
  • Automatic actions: A vendors get priority orders, F vendors blacklisted after 2 consecutive months
  • Quarterly vendor review with Procurement + Pod Lead; renegotiate terms or terminate underperformers
Example: Vendor "ABC Printers" rated A for 6 months (98% QC pass, 95% on-time). Gets priority for rush order. Vendor "XYZ Embroidery" drops to F (65% QC pass, multiple color errors). Blacklisted after warning. New vendor onboarded in 2 weeks. Result: Improved average QC pass rate from 82% to 94%.
Escalation: If A-rated vendor suddenly drops to C, investigate: changed factory? New staff? Material quality issues? Work with vendor to recover within 30 days or downgrade.
Owner: Procurement + BizOps
M4: Client Artwork Quality Pre-Check
Risk Addressed: Poor print quality due to low-resolution files, client blame for bad output
Prevention:
  • Design team checks all client-provided artwork within 2 hours of receipt
  • File requirements: Min 300 DPI for raster, Vector preferred (AI/EPS), CMYK color mode, correct bleed/margins
  • If files fail: Send detailed rejection email to Sales with exact issues ("Logo is 72 DPI, need 300 DPI minimum")
  • Offer design recreation service: ₹500-2,000 depending on complexity; get client approval before proceeding
Example: Client sends logo as JPG, 150 DPI. Design flags: "File resolution too low for print quality. Options: 1) Client provides high-res version, 2) We recreate logo (₹800, 24 hours), 3) Proceed with disclaimer (not recommended)." Client chooses option 2. Result: Perfect print quality, no client complaints.
Escalation: If client insists on using low-res file, require signed disclaimer: "Client acknowledges print quality may be compromised due to low-resolution artwork provided. Hourglass not liable for blurry output." Attach to SO.
Owner: Design Team + Sales (ASM)
Timeline Risk Mitigation
M5: Buffer Timeline Strategy
Risk Addressed: Vendor delays, unexpected quality issues, client timeline pressure
Prevention:
  • Add 20% buffer to vendor-promised timelines when quoting to client (vendor says 10 days → quote 12 days to client)
  • For rush orders: get vendor commitment in writing; if vendor misses by >1 day, activate backup vendor immediately
  • For programs: maintain 14-day advance notice for batch triggers; if size data delayed, skip batch or offer alternatives
  • Weekly timeline review: BizOps reviews all active SOs, flags any at risk of delay (>80% of timeline elapsed)
Example: Standard order, vendor commits 7-day delivery. Quote 9 days to client (20% buffer). Vendor delays to 8 days due to material shortage. Still deliver on time to client. Result: Client satisfaction maintained, internal buffer absorbed delay.
Escalation: If buffer consumed >50%, notify client proactively with new realistic timeline + reason + compensation offer (discount/free shipping). Never wait until deadline to inform client.
Owner: BizOps + Sales (timeline quoting)
M6: Parallel Vendor Activation
Risk Addressed: Single vendor failure causing complete order failure, no backup plan
Prevention:
  • Maintain minimum 2 approved vendors per product category (T-shirts, mugs, notebooks, etc.)
  • For critical orders (value >₹100,000 or tight deadline), place parallel "shadow PO" with backup vendor at 50% commitment
  • If primary vendor confirms production on track by milestone (30% completion), cancel shadow PO with no penalty
  • If primary vendor delays/fails, immediately activate full order with backup vendor (shadow PO converts to full PO)
Example: Rush order for 3,000 power banks, 7-day deadline, ₹150,000 value. Primary vendor A gets full PO, backup vendor B gets 50% shadow PO (1,500 units). Day 3: Vendor A confirms 35% complete, on track. Cancel shadow PO with vendor B. Day 5: Vendor A delivers. Result: Risk mitigated, minimal extra cost (shadow PO setup fee ₹2,000 vs ₹150,000 order value).
Escalation: If both vendors fail, escalate to Director for emergency sourcing approval; consider 3rd vendor at premium cost or partial delivery + compensation.
Owner: Procurement + Pod Lead (approval for shadow PO cost)
M7: Client Approval Deadline Enforcement
Risk Addressed: Client delays in approving mockups/samples causing timeline overruns
Prevention:
  • Set clear approval deadlines in mockup emails: "Please approve by [date/time]. Auto-approval if no response within 48 hours."
  • For RFQ: 72-hour approval deadline. For SO customization: 48-hour deadline. For rush orders: 24-hour strict deadline.
  • Send reminder at 24 hours before deadline: "Approval needed by tomorrow 5 PM to maintain delivery schedule."
  • Auto-approval policy: If client doesn't respond by deadline, Design proceeds with last submitted mockup (document in email trail)
Example: Customized order, mockup sent Monday 10 AM, deadline Wednesday 10 AM (48 hours). Tuesday 10 AM: Reminder sent. Wednesday 10 AM: No response. Design proceeds with mockup as approved, sends confirmation email: "As per our auto-approval policy, proceeding with mockup v2 sent on Monday." Client responds Wednesday 3 PM with changes. Too late, already in production. Result: Timeline maintained, client accountability enforced.
Escalation: If client demands changes after deadline, Sales quotes: additional design fee + production delay impact. If client refuses, Pod Lead decision: absorb cost to maintain relationship or enforce policy.
Owner: Design Team + Sales (ASM) for deadline setting
M8: Size Data Pre-Collection for Programs
Risk Addressed: Apparel program delays due to late size data collection
Prevention:
  • For annual apparel programs, request full-year size distribution estimate upfront (even if employees change)
  • Based on estimate, maintain buffer stock of common sizes (M, L, XL = 70% of typical orders)
  • 14 days before batch trigger, send size collection reminder to client with template spreadsheet
  • If size data delayed >7 days, offer: a) Standard size pack (S:10%, M:30%, L:35%, XL:20%, XXL:5%), b) Skip batch, c) Catalogue items with known sizes
Example: Monthly employee T-shirt program, 500 shirts/month. Client provides annual estimate: 60% Medium/Large. Procurement maintains 200 blank M and 200 blank L in stock. Month 3: Client delays size data by 10 days. Offer standard pack based on historical data. Client accepts. Decorate from stock, deliver on time. Result: Zero delay despite client delay.
Escalation: If client repeatedly delays size data (>2 months in a row), Pod Lead discusses with client: assign dedicated SPOC for size collection or switch to standard packs permanently.
Owner: BizOps (reminder scheduling) + Procurement (buffer stock maintenance)
Financial Risk Mitigation
M9: Advance Payment Mandate for New Clients
Risk Addressed: Client payment default, order cancellation after production
Prevention:
  • New clients (first 3 orders): Mandatory 50% advance before production, 50% before dispatch
  • Existing clients (good payment history): 30-day credit terms after relationship established
  • High-value orders (>₹200,000): 40% advance regardless of client relationship
  • Custom orders (non-resellable): 60% advance mandatory (cannot recover cost if client cancels)
Example: New client orders 1,000 custom notebooks with company logo (₹80,000). Request 50% advance (₹40,000). Client pays. Production starts. Before dispatch, request balance ₹40,000. Client pays, goods dispatched. Result: Zero payment risk. Compare to: Previous policy (no advance), client cancelled after production, ₹65,000 loss (unsellable custom items).
Escalation: If client refuses advance, Sales escalates to Pod Lead. Options: a) Decline order, b) Require bank guarantee, c) Proceed with director approval + document risk.
Owner: Finance (policy enforcement) + Sales (client communication)
M10: Vendor Payment Hold-Back
Risk Addressed: Vendor delivers defective goods, refuses replacement, payment already made
Prevention:
  • Payment terms with vendors: 30% advance (to start production), 60% on delivery, 10% after final QC pass (7 days)
  • 10% hold-back gives leverage if QC issues discovered during client delivery/usage
  • For new vendors (first order): 50% on delivery, 50% after QC pass (no advance unless vendor insists)
  • Document hold-back in PO terms: "Final 10% released upon QC clearance and client acceptance, max 7 days from delivery"
Example: Vendor delivers 5,000 pens with logo print. Pay 60% on delivery. Day 3: Client reports 200 pens have smudged logo (4% defect rate). Withhold 10% (₹8,000), negotiate with vendor for 200 replacement pens. Vendor agrees (wants final payment). Replacements delivered, QC pass, release 10%. Result: Leverage maintained, vendor accountable.
Escalation: If vendor refuses replacement and demands full payment, Procurement escalates to Pod Lead. Options: a) Deduct defect cost from hold-back, b) Legal notice for breach of quality terms, c) Blacklist vendor.
Owner: Finance (payment execution) + Procurement (vendor negotiation)
M11: Cost Variance Cap for Programs
Risk Addressed: Annual program costs exceed quoted budget due to material price fluctuations
Prevention:
  • Annual program quotes include price lock clause: "Pricing valid for 12 months from PO date. Material cost increases >10% will be renegotiated."
  • Monthly cost tracking: Finance compares actual batch cost vs quoted cost; flag if variance >8% (early warning before 10% threshold)
  • Vendor contracts for programs: request price commitment or notify 60 days before increase (gives time to switch vendors)
  • If cost increases >10%, immediate client notification with options: a) Accept increase, b) Reduce quantity, c) Alternative product
Example: 12-month notebook program, quoted ₹85/unit. Month 4: Paper cost increases 15% globally, vendor notifies. Cost now ₹95/unit. Finance flags 11.7% increase. Sales contacts client: "Material cost increased due to paper shortage. Options: 1) Accept ₹95/unit for remaining 8 months, 2) Reduce from 500 to 450 units/month (maintain budget), 3) Switch to alternative notebook (recycled paper, ₹82/unit)." Client chooses option 3. Result: Budget maintained, client relationship preserved.
Escalation: If client refuses increase and demands original price, Pod Lead + Director review: absorb loss to maintain relationship (max 5% margin erosion) or renegotiate contract terms.
Owner: Finance (cost tracking) + Sales (client renegotiation)
Communication Risk Mitigation
M12: Centralized Communication Log in CRM
Risk Addressed: Miscommunication between departments, lost email trails, he-said-she-said disputes
Prevention:
  • All critical communications logged in Zoho CRM under respective SO: client approvals, vendor confirmations, design revisions, QC failures
  • Mandatory fields: Date, time, person contacted, medium (email/call/WhatsApp), summary, next action, deadline
  • Email integration: Forward all client/vendor emails to CRM (auto-attach to SO by subject line parsing)
  • WhatsApp backup: Screenshot important WhatsApp convos, upload to CRM with context note
Example: Client claims they never approved mockup v3 (with red logo). ASM checks CRM log: Email dated 15-Jan, 2:34 PM, client reply "Looks good, proceed." Screenshot attached. Show evidence to client. Client recalls, issue resolved. Result: Prevented blame game, factual record maintained.
Escalation: If department fails to log critical communication >3 times/month, BizOps sends warning. Repeated violations: Pod Lead counseling. Communication logs are performance metric.
Owner: All Departments (logging responsibility) + BizOps (audit compliance)
M13: Proactive Client Status Updates
Risk Addressed: Client anxiety about order status, last-minute panic calls, perceived lack of transparency
Prevention:
  • Standard orders: Update client at 25%, 50%, 75%, 100% milestones (PO placed, Production started, QC complete, Dispatched)
  • Rush orders: Daily updates (even if "no change, on track")
  • Programs: Weekly batch status report (batch in production, delivered this week, next batch trigger date)
  • Automatic triggers: CRM sends auto-email when SO status changes (e.g., "Your order is now in QC stage")
Example: Standard order for 500 water bottles. Day 1: "PO placed with vendor, production starts tomorrow." Day 4: "Production 50% complete, on track for 10-day delivery." Day 7: "QC complete, dispatch tomorrow." Day 8: "Dispatched, tracking: XYZ123." Client receives 4 updates without asking. Result: Client satisfaction score 9/10, zero panic calls.
Escalation: If ASM misses >2 milestone updates per month, BizOps flags for training. Client complaints about lack of updates = ASM performance issue.
Owner: Sales (ASM) for client updates + BizOps for CRM automation
M14: Cross-Department Handoff Confirmation
Risk Addressed: Work falls through cracks during handoffs, "I thought they were handling it" syndrome
Prevention:
  • Handoff protocol: Sender emails receiver + CCs BizOps; Receiver must acknowledge within 2 hours ("Received, will complete by [date]")
  • If no acknowledgment in 2 hours, BizOps chases receiver; if no response in 4 hours, escalate to Pod Lead
  • Handoff checklist: Design → Procurement (print files + specs sheet), Procurement → Warehouse (expected arrival date + GRN prep), Warehouse → Logistics (ready for pickup + delivery address)
  • BizOps maintains handoff tracker: weekly audit to find any SO stuck in limbo between departments
Example: Design completes print files, emails Procurement at 3 PM. Procurement busy, doesn't see email. BizOps checks at 5 PM (2 hours): No acknowledgment. BizOps calls Procurement: "Did you receive Design's files?" Procurement: "Oh, let me check... yes, got it. Will send to vendor by EOD." Crisis averted. Result: Prevented 1-day delay.
Escalation: If department repeatedly fails to acknowledge handoffs (>3 times/month), Pod Lead reviews workload: Is person overloaded? Need additional staff? Process training needed?
Owner: BizOps (handoff tracking) + All Departments (acknowledgment responsibility)
Vendor Risk Mitigation
M15: Vendor Diversification Strategy
Risk Addressed: Over-dependence on single vendor, business disruption if vendor fails
Prevention:
  • Rule: No vendor should handle >40% of category volume (e.g., if buying 10,000 T-shirts/year, no single vendor gets >4,000)
  • Maintain 3 active vendors per major category: Primary (50% volume), Secondary (30%), Tertiary (20%)
  • Quarterly vendor rotation: Give tertiary vendor a trial order to test capability; if good, promote to secondary
  • New vendor onboarding: 1-2 new vendors per quarter to expand pool, small trial orders before large commitments
Example: T-shirt category: Vendor A (primary, 5,000 units/year), Vendor B (secondary, 3,000 units), Vendor C (tertiary, 2,000 units). Vendor A factory burns down (real incident). Immediately shift Vendor A's volume to B + C. Within 2 weeks, onboard Vendor D. Result: Zero client impact, orders fulfilled without delay.
Escalation: If vendor concentration exceeds 40%, Procurement must present diversification plan to Pod Lead within 30 days. If vendor goes out of business, activate emergency vendor onboarding (72-hour approval process).
Owner: Procurement + Pod Lead (strategy oversight)
M16: Vendor Capacity Pre-Commitment Check
Risk Addressed: Vendor accepts order but cannot deliver due to capacity constraints
Prevention:
  • Before placing PO >500 units or >₹50,000, ask vendor: "What is your current production load? Can you commit to [delivery date]?"
  • Request vendor production schedule: Are they overloaded? Peak season? Any holidays/shutdowns coming up?
  • Red flags: Vendor hesitates on delivery date, says "will try," mentions other large orders in queue → Don't proceed, find alternative
  • Lock commitment in writing: PO includes clause "Vendor confirms capacity to deliver by [date]. Late delivery penalty: 2% per day delay."
Example: Procurement calls vendor for 2,000 notebook order. Vendor: "We're at 90% capacity this month, can deliver in 15 days instead of usual 10." Procurement: "Client needs 12 days max." Vendor: "Cannot guarantee." Procurement switches to backup vendor who confirms 10-day delivery. Result: Order delivered on time, avoided last-minute vendor failure.
Escalation: If vendor commits but fails to deliver (>2 days late) without prior warning, apply late delivery penalty (deduct from payment). If penalty disputed, blacklist vendor for 3 months.
Owner: Procurement + Finance (penalty enforcement)
M17: Vendor Site Audit Program
Risk Addressed: Vendor misrepresents capabilities, quality issues due to poor facilities
Prevention:
  • New vendor onboarding: Procurement + Design visit factory before first order (if local) or video call facility tour (if remote)
  • Audit checklist: Machine quality, staff count, cleanliness, material storage, quality control setup, production capacity (units/day)
  • Existing vendors: Annual audit for A-rated vendors, quarterly for B/C-rated, immediately if performance drops
  • Document findings with photos; if facility doesn't match expectations, reduce order size or find alternative
Example: Vendor claims 5,000 T-shirts/day capacity. Site visit reveals only 2 machines, max 500 units/day. Vendor was outsourcing to subcontractor (unknown quality). Procurement downgrades vendor to tertiary status (small orders only), finds new primary vendor. Result: Prevented future quality issues from unverified subcontractors.
Escalation: If audit reveals major discrepancies (claimed vs actual capacity >50% off, poor hygiene, child labor), immediately terminate vendor relationship. Report to industry associations if unethical practices found.
Owner: Procurement + Design Team (quality assessment during audit)
Technology/System Risk Mitigation
M18: Daily ERP Data Backup Protocol
Risk Addressed: Data loss, system crash, ransomware attack affecting orders/invoices/inventory
Prevention:
  • Automated daily backup: Zoho CRM + inventory data backed up to cloud storage (Google Drive/AWS S3) at 11 PM daily
  • Weekly verification: IT checks backup integrity, attempts restore from random backup to test recovery
  • Critical document redundancy: POs, SOs, invoices saved in 3 locations (ERP, email, cloud folder)
  • Offline backup: Monthly export of critical data to external hard drive, stored in fireproof safe
Example: Zoho CRM experiences outage (real incident, March 2024). Team cannot access SO details for 4 hours. IT pulls yesterday's backup from Google Drive, shares critical SOs via spreadsheet. Teams continue working offline. Zoho restored, data synced. Result: Zero order delays despite 4-hour system downtime.
Escalation: If backup fails >2 consecutive days, IT alerts Director immediately. Manual backup performed until automated system fixed. If data loss occurs, IT + Director assess impact, inform affected clients within 24 hours.
Owner: IT Division (R Roger Daniel Fernando) + BizOps (backup verification)
M19: Inventory Reconciliation Cycle Count
Risk Addressed: ERP shows stock available, but physical stock missing; order promised but cannot fulfill
Prevention:
  • Weekly cycle count: Count 20% of SKUs each week (full inventory counted every 5 weeks, not just annual stocktake)
  • High-value items: Count weekly (e.g., branded stock, electronics)
  • Fast-moving items: Count bi-weekly (e.g., T-shirts, notebooks)
  • Discrepancy protocol: If ERP vs physical differs >5%, investigate immediately (theft? Damaged goods not recorded? Data entry error?)
Example: ERP shows 150 branded mugs in stock. Client orders 100, BizOps routes to warehouse. Warehouse counts: Only 85 mugs found (65 short!). Investigation: 50 were damaged in storage (not recorded), 15 never arrived from vendor (GRN error). Fix: Update ERP to 85, order 65 from vendor urgently, inform client of 3-day delay. Result: Caught discrepancy before promising stock to client.
Escalation: If discrepancies >10% for 2 consecutive counts, Warehouse Manager presents root cause analysis to Director. If theft suspected, security audit + CCTV review.
Owner: Warehouse Manager + BizOps (reconciliation oversight)
Client Relationship Risk Mitigation
M20: Service Recovery Playbook
Risk Addressed: Order failure, quality issue, or delay damaging client relationship permanently
Prevention (Recovery Actions):
  • Tier 1 Issue (1-2 day delay, minor quality issue): Proactive apology + discount 5-10% on current order
  • Tier 2 Issue (3-5 day delay, significant quality issue): Apology call from Pod Lead + 15% discount + free shipping next order
  • Tier 3 Issue (Major failure, unusable product): Apology meeting with Director + full refund OR replacement at no cost + 20% discount on next order + priority service for 6 months
  • Document recovery plan in CRM; follow up 1 week and 1 month later to ensure relationship restored
Example: Client orders 1,000 pens for conference (3 days away). QC fails, pens have printing defect, all unusable. Tier 3 issue. Director calls client same day: "We failed you. Options: 1) Full refund ₹25,000 + ₹5,000 compensation for inconvenience, 2) Emergency replacement from stock (plain pens, no logo) at no cost + 20% discount on re-order with logo next week." Client chooses option 2. Conference proceeds with plain pens. Week later, logo pens delivered with 20% discount + handwritten apology note. Result: Client posts positive review praising recovery, becomes repeat customer.
Escalation: All Tier 3 issues reviewed weekly by Director to identify systemic problems. If same issue type occurs >3 times in 3 months, process overhaul required.
Owner: Sales (ASM) for Tier 1, Pod Lead for Tier 2, Director for Tier 3
M21: Client Feedback Loop & Continuous Improvement
Risk Addressed: Unaware of client pain points until they stop ordering
Prevention:
  • Post-delivery survey: 48 hours after POD, send 3-question survey (How was quality? Delivery on time? Would you order again?)
  • Score tracking: NPS (Net Promoter Score) calculated monthly. Target: >8/10 average. Alert if <7/10 for 2 consecutive months.
  • Negative feedback (<6/10): Pod Lead calls client within 24 hours to understand issue and resolve
  • Quarterly client advisory board: Invite 3-5 key clients for feedback session (What can we improve? New products needed? Process pain points?)
Example: 3 clients give 5/10 score in same week, all mention "Takes too long to get mockup approvals." Pod Lead investigates: Design team overloaded, 72-hour mockup turnaround vs 48-hour SLA. Solution: Hire freelance designer for overflow, reduce turnaround to 36 hours. Next month: Scores improve to 9/10. Result: Process improvement driven by client feedback, not gut feeling.
Escalation: If NPS drops below 6/10 average, Director convenes emergency meeting. Full process audit, client interviews, corrective action plan within 2 weeks.
Owner: Sales (ASM) for survey distribution + BizOps for analysis + Pod Lead for action
Cross-Department Handoffs & SLA Matrix
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Critical Handoff Points
Key transition points between departments. Proper handoff ensures no delays or miscommunication.
Handoff Deliverables Matrix
From To Deliverable Required Information
Sales (ASM) Business Ops Clean SO with delivery instructions, kitting notes, customization specs Delivery address, timeline, special instructions, payment terms, customization details
Business Ops Design SO + customization brief, client artwork (if provided), brand guidelines Logo files (AI/EPS/PDF), color codes (Pantone/CMYK), placement specs, mockup expectations
Design Procurement Print-ready files, specs sheet, mockup reference, approved sample Print files (PDF/AI), dieline, color matching instructions, material specifications
Business Ops Procurement Clean SO (for standard items), delivery timeline expectations Product SKU, quantity, required delivery date, quality standards
Procurement Finance Vendor PO copy, payment terms, expected delivery date Vendor details, PO number, amount, advance percentage, payment due date
Finance Procurement Payment confirmation, vendor payment receipt Transaction ID, payment date, amount paid, balance due
Procurement Warehouse Expected goods arrival notification (48 hours advance), GRN preparation Vendor name, item description, quantity, expected arrival date/time
Warehouse Procurement GRN confirmation, QC report (pass/fail), stock update GRN number, received quantity, QC status, defect details (if any)
Warehouse Logistics Ready-for-pickup notification, shipment details, destination Package count, weight, dimensions, delivery address, contact person
Logistics Warehouse Pickup confirmation, carrier details, tracking number Carrier name, vehicle number, driver contact, pickup timestamp
Logistics Finance POD (Proof of Delivery), delivery confirmation, client signature Delivery timestamp, receiver name, signature, condition on delivery
Finance Sales Invoice copy, payment status, outstanding balance Invoice number, amount, payment due date, tax details, payment mode
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SLA Matrix — Service Level Agreements
Target timelines for each handoff. Critical for maintaining smooth operations and client expectations.
Handoff SLA Targets
From Department To Department Handoff Type SLA Target Owner
Sales Business Ops SO Submission Immediate ASM (Sales)
Business Ops Design SO + Customization Brief 4 hours BizOps Coordinator
Design Procurement Print-Ready Files Handoff 24 hours post-approval Design Team
Business Ops Procurement Clean SO (Standard Items) 4 hours BizOps Coordinator
Procurement Finance Vendor PO Submission Same day Procurement
Finance Procurement Payment Confirmation (Advance) 24 hours Accounts Team
Finance Procurement Payment Confirmation (On Delivery) 48 hours Accounts Team
Procurement Warehouse Goods Arrival Notification 48 hours before arrival Procurement
Warehouse Procurement GRN + QC Report 24 hours from receipt Warehouse Manager
Warehouse Logistics Ready-for-Pickup Notification 4 hours from kitting completion Warehouse Manager
Logistics Warehouse Pickup Confirmation 2 hours from pickup Logistics Team
Logistics Finance POD Submission 24 hours from delivery Logistics Team
Finance Sales Invoice Distribution 24 hours from invoice generation Accounts Team
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Escalation Protocol — When SLAs Are Missed
Clear escalation paths ensure accountability and rapid resolution when deadlines are missed.
Escalation Matrix
Handoff Type SLA Target Escalation Action Accountable Party Escalate To
Sales → BizOps SO Immediate BizOps rejects incomplete SO; Sales must provide missing information immediately ASM (Sales) Pod Lead
BizOps → Design Brief 4 hours Design notifies BizOps; BizOps chases Sales for missing artwork/specs BizOps Coordinator Pod Lead
Design → Procurement Files 24 hours Procurement escalates to Pod Lead; Design accountable for production delay Design Team Pod Lead
BizOps → Procurement SO 4 hours Procurement holds order; BizOps must clarify requirements immediately BizOps Coordinator Pod Lead
Procurement → Finance PO Same day Finance cannot process payment; vendor may cancel order; Procurement accountable Procurement Pod Lead
Finance → Procurement Payment 24-48 hours Procurement escalates to Finance Manager; vendor may delay production; critical timeline impact Accounts Team Finance Manager
Procurement → Warehouse Notification 48 hours Warehouse may lack space/resources; goods may sit at gate; Procurement accountable Procurement Pod Lead
Warehouse → Procurement GRN 24 hours Procurement cannot close PO; Finance cannot process final payment; Warehouse Manager accountable Warehouse Manager Pod Lead
Warehouse → Logistics Pickup 4 hours Logistics cannot schedule carrier; delivery timeline at risk; Warehouse accountable Warehouse Manager Pod Lead
Logistics → Warehouse Confirmation 2 hours Warehouse cannot confirm dispatch to client; tracking unavailable; Logistics accountable Logistics Team Pod Lead
Logistics → Finance POD 24 hours Finance cannot generate invoice; payment collection delayed; Logistics accountable Logistics Team Pod Lead
Finance → Sales Invoice 24 hours Sales cannot follow up with client for payment; Finance accountable Accounts Team Finance Manager