This is a question we receive quite often, especially from early-stage and emerging brands. The assumption usually is that we operate with strict quantity-based minimums. In reality, that’s not how we work.
We do not have minimums in terms of quantities. In fact, the smallest order we have ever executed was just 11 pieces for a bridal collection. What matters to us is not the number of units, but the overall viability of the purchase order.
At Hula Global, we take an account-level view rather than a per-product or per-SKU view. Our operations are structured around a Minimum Order Value (MOV), not a Minimum Order Quantity. For any purchase order to be viable for us, the total order value needs to be $25,000 USD or above. This figure represents our approximate break-even point. Any order below this threshold simply does not make economic sense for us to execute.
To put this into perspective, consider the example of the 11-piece bridal order mentioned above. While the quantity was extremely small, each piece was priced at $3,310 USD FOB Delhi, which brought the total purchase order value to $36,410 USD. Even with a low unit count, the order met and exceeded our MOV, making it viable for both parties.
This is why small MOQs, in the conventional sense, are less preferred. The effort, expertise, and operational involvement required to manage a purchase order remain largely the same regardless of whether the order is for 11 pieces or 10,000 pieces. Sourcing, quality control, vendor coordination, production management, and logistics all require dedicated resources. If the total order value does not meet our break-even point, the economics simply do not work.
So while we are flexible on quantities and open to working on very small runs, the $25,000 USD MOV is non-negotiable in most cases. It ensures that we can deliver the level of service, quality, and reliability that brands expect when working with a full-package sourcing partner like Hula Global.
In short, we don’t reject orders because the quantity is small, we evaluate whether the order value justifies the operational effort involved. That distinction is important and often misunderstood.
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