Nine pieces of work between "we have a great product" and "we're on the shelf." Most suppliers need some of them. Nobody needs all nine at once.
Before anything is pitched, somebody has to decide what is being pitched, to whom, at what price, and against which competitor already sitting on that shelf.
Buyers do not argue with a forecast they can check. We build yours in the systems they already use, so the conversation is about the number, not about where it came from.
Item setup is where most first-time suppliers lose weeks. A dimension typed wrong or an image that fails spec does not bounce back with an explanation — it just sits.
Getting on the shelf is one problem. Staying on it, without tying up capital in inventory nobody ordered, is a different one.
Direct store delivery and shipping into a distribution centre are two different businesses. Choosing wrong is expensive and hard to unwind.
The supplier who shows up to every review already knowing the numbers is a different supplier from the one who finds out in the room.
The digital shelf has its own rules. An item that sells in store can sit unbought online because the content will not convert or nobody can find it.
Category direction moves faster than the modular cycle. Knowing where it is going decides what you bring to the next line review.
The line review is the meeting the whole year points at. The deck is the argument, and most decks bury it.
That is usually the first conversation, and it is free.
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