Enter the DSSLR team password to review the proposed replenishment route, pilot structure and next-call agenda prepared by Makea.
This link is intended for the DSSLR team. If you do not have the current password, ask the colleague who shared this page or contact your Makea point of contact.
This is the working follow-up to the DSSLR and Makea discovery conversation. It turns the production challenge into a reviewable plan: what should be prioritised, how supplier and material options should be assessed, what the first pilot needs to prove, and which decisions belong in the next working session. It is not a generic factory list or a finished production commitment. The recommendations remain subject to DSSLR’s exact technical briefs, commercial guardrails, sample approvals and required dates.
A practical view of the 54 live products across 29 unique style names currently in scope, including how DSSLR and Makea can prioritise the styles that need attention first. The plan keeps the focus on limited runs, approximately 250 units per style, and the quality standards expected from a luxury performance brand.
The proposed approach starts with China and assesses product fit, material capability, minimums, sampling, freight, duties, timing and quality risk together. It is designed to compare the true landed outcome—not to select a supplier because the first unit quote looks cheaper in isolation.
A three-stage path covers scoping, sampling and the first controlled production run. It also sets out the inputs needed from both teams: priority products, available tech packs and BOMs, target cost guardrails, dates that cannot move, quality tolerances and the measures that will define a successful pilot.
Inside, DSSLR can pressure-test the assumptions, confirm which products and variants should move first, and identify missing information before supplier outreach or sampling begins. The aim is to leave the next conversation with a prioritised, supplier-ready brief and a clear critical path—not another loose chain of files, messages and unresolved production questions.