Catalog · sourcing · pricing
One catalog. Every supplier inside it. One price change, every store.
Your Master catalog is an owned copy, not a shared pool. One listing per garment with every supplier's offer folded in, priced live from the supplier on your own account. Curate it, deploy it to every store in one action, and when a supplier moves cost, every store in the network follows in seconds.
A supplier price change across a franchise network of 1,000 locations: seconds.
| Rule | Setting | Readout |
|---|---|---|
| Markup | 60% | = 37.5% margin |
| 2XL and up | +$2.50 | size surcharge |
| Floor | cost | never sells under |
| Lock mode | HQ holds cost · location holds margin | per store |
The Master catalog
One listing per garment. Every supplier's offer inside it.
The same polo carries one supplier's offer, another supplier's offer, and yours. The buyer sees one product. The system knows who can supply it, at what cost, on which account, and routes the blanks to the right one when the order lands. Prices are never cached. They come live from the supplier at the moment of pricing, on your own account, so the number on the store is the number you'll actually pay.
It's your copy. You add products, remove them, rename them, restrict them. Another network's catalog decisions never touch yours, and yours never touch theirs.
Sourcing rules HQ sets once
- Supplier whitelist: who appears in the catalog at all
- Supplier blacklist: who never appears, on any store
- Restricted brands enforced per supplier, per brand, per store
- Which account the PO raises on: the location's own, always
- Which fulfillment route a technique takes when the location can't produce it
What a location keeps
- Its own supplier account numbers on every purchase order
- Its own rebates and terms, because the PO carries its account
- The ability to add its own products inside HQ's rules
- Its own margin, where the lock mode says so
- The supplier relationship. It's their account, so they call the rep, same as today
Curated catalogs
Q4 becomes a campaign, not a project.
A curated catalog is a slice of the Master: the holiday gift set, the spring spirit wear, the breast cancer awareness store, the twelve products a franchise concept is allowed to sell. Build it once at HQ. Deploy it to every store in the network in one action. Pull it back in one action when the season ends. The location doesn't rebuild anything. The store just has the right products on the right date.
Price lists
Markup or margin. Say which one you mean.
Half the pricing arguments in this industry are two people using the same word for different math. A price list takes either. Set 60 percent markup and the price list reads back 37.5 percent margin, so the location owner and the HQ finance person are looking at the same number. Size surcharges on 2XL and up. Quantity tiers. Floors that never sell under cost, no matter what a location types into a store.
Lock modes decide who controls what. HQ can hold cost and let locations set their own margin. HQ can hold the retail price and let nobody touch it. A location can run its own price list on a store where the agreement allows. Per account, per store, written down.
One price list, one button. Every store in the network re-prices in seconds and the margin floor holds on every line while it runs.
Worth: a week of somebody opening stores one at a timeFloors are enforced by the price list, not by a memo. The store won't take the price.
Worth: the margin that leaked without anyone noticingPrices come live from the supplier on your account. What the store shows is what you pay.
Worth: quoting on today's cost, not last quarter'sRestricted brands are enforced at the catalog, per store type. It can't be listed where it isn't allowed.
Worth: one fewer call from the supplier's compliance deskWhat a franchise executive said
"That's a USP for sure."Vendor partnerships lead, franchise system, about 200 locations, watching a price change reach every store
He'd watched locations sell on stale prices for years because nobody had time to open hundreds of stores after a cost increase. The downside is real, though: when HQ controls the price list, HQ owns the decision. A cost increase HQ doesn't pass through is HQ's margin call. Some networks want that. Some don't. The lock modes exist so you can pick.
Suppliers on the buyer's account
We never sit between you and your supplier.
Blanks are ordered on the location's own account. Purchase orders raise at order time, on that account, so net terms, rebates and buying-group attribution never move. We don't want an account with your supplier. We want every location to use its own, and HQ to see the volume roll up. That turns a rebate claim from a reconstruction into a record.
Bring your supplier list and a cost increase from last year.
We'll load the catalog, run the price change across a live network on the call, and you can time it.