By Barath A. R.
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23 September 2026
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8 min read
A corporate merchandise sample is the last point at which a mistake is cheap. The Bangalore sequence is short and fixed: you send artwork and Pantone codes, digital mockups come back in about 48 hours, a physical sample reaches your office in about five days, and bulk production runs seven days after you green-light it — roughly ten days from artwork approval to delivery. Almost everything you might be unhappy about three weeks later is visible in that one sample: the logo colour against the fabric, the weight of the cotton, the fit of a medium, the way a print sits on a curved bottle. This guide covers what you are approving at each stage, what to look at on apparel versus hard goods, who should sign off, and what a late change costs.
These are two different approvals and conflating them is the most common way an order goes wrong. A mockup is your logo placed on a product photograph. It comes back within about 48 hours of you sending artwork, and it settles questions of layout only: where the logo sits, how large it is, whether it is chest-left or centred, whether the back carries anything. It cannot tell you what the colour will look like printed onto fabric rather than rendered on a screen. A physical sample is the actual item, produced the way the bulk run will be, delivered to your office in about five days. That is the one that answers colour, texture, weight and fit.
Treat the mockup as a layout review and the sample as a quality review, and do not let a good-looking mockup shorten the second step. Ask for both in writing when you brief the order:
Work backwards from the date the merchandise has to be in someone's hands, not forwards from today. The published Bangalore timeline is ten days from artwork approval to delivery, seven of which is the production run. The sample sits before that clock starts, which is what surprises people: the ten days begin when you approve what came back, not when you sent the artwork. A realistic calendar:
If the merchandise is for an event, push that date earlier again. Delivery to a venue inside Bengaluru happens on the morning of the event, but anything going to a venue elsewhere in India is dispatched two to three days ahead, and an international conference is shipped seven to ten days ahead. Those days come off your sample window, not off production.
Apparel is where the complaints come from, because it is the only merchandise category people have to wear in public. Take the sample out of the courier bag and go through it in this order, before you look at the logo at all.
One apparel-specific caveat: the sample answers quality, not quantity. Size ratio is a separate decision and a separate mistake, and it needs data collected from your own team rather than a default curve applied by the supplier. Sizes run XS to 5XL, so there is no reason to guess.
Hard goods fail differently. Nobody complains that a bottle does not fit; they complain that the logo came off in the dishwasher or that the lid leaked into a laptop bag. The checks are quicker but less forgiving.
The person who raised the purchase order is usually not the person who will be blamed for the result. Get the sample in front of whoever owns the brand — marketing, or the founder in a smaller company — and whoever will actually hand the items out. Two approvals, not four; a sample circulated to a committee comes back with contradictory notes and loses you a week. Then put the approval in an email rather than a conversation, and make it specific: the item, the blank or brand being used, the decoration method, the print positions and sizes, the Pantone codes, the quantity and, for apparel, the size split. That email is what you point at if the bulk delivery differs. If something is conditional — approved subject to the logo moving up two centimetres — say so there rather than mentioning it verbally.
Before sign-off, a change costs you days. After it, it can cost you the order. Once the production run has started, a change of fabric, colour or print position means the run restarts, putting you back at the beginning of the seven-day production window — and if the event date has not moved, the only way to recover that time is a rush order, which carries a surcharge in the range of ten to fifteen per cent. Rushing is possible; the fastest turnaround on record here is six days, for an emergency conference order. But paying a surcharge to fix something a sample would have caught is the most avoidable line in a merchandise budget.
Two cases. The first is a repeat order of something you have already run: same blank, same supplier, same artwork, same decoration method. Ask for a mockup confirming the positions, keep a piece from the previous run as your reference, and go. The second is an order below the sampling threshold — under fifty units, where items are sourced from the open market at higher per-unit pricing, a dedicated sample stops making economic sense. Everything else gets one. At a hundred-unit minimum per design, with a cotton tee and a single-colour logo starting around ₹180 a piece at that quantity, the order you would be approving blind is worth many times what the sample costs you in time.
WRITTEN BY
Founder & CEO at OfficeSmart (Erevu Ventures Private Limited). A decade building B2B procurement for Bangalore corporates.
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