ZedDoesEcom

Multi 7-figure apparel ecom operator. Supply chain and payments infrastructure. Since 2017.

Defect rates, shipping lines, chargeback ratios.

[ZedDoesEcom @ecomzed]

I run an apparel brand doing 400k/mo, all branded dropship, all China supply.

This account covers the half nobody posts about: defect rates, shipping lines, chargeback ratios. The infrastructure that quietly decides whether you keep any of the money.

Two numbers most operators at scale can't produce on demand: their current chargeback ratio, and what percentage of their orders took more than 14 days to arrive.

Everyone knows their average delivery time. Almost nobody knows their tail. The tail is where the disputes come from.

If that's your bottleneck, DMs are open.

[ZedDoesEcom @ecomzed]

Ask your supplier which shipping lines they actually use. Not "express." The names.

Most can't answer, because they're buying retail freight and adding margin. You're paying for a relationship that doesn't exist.

The ones who can answer get prioritised when capacity tightens. That matters exactly once a year, in Q4, when everyone's cargo is competing for the same space and the people without relationships get bumped.

Your Q4 delivery times are decided in September by who your supplier knows, not in November by how much you pay for express.

[ZedDoesEcom @ecomzed]

A ban is survivable. A reserve is the one that kills people.

Ban: you stop processing, you go find another provider, painful but you're alive.

Reserve: they keep taking your orders and hold a percentage of every sale for 90 or 180 days. Your ad spend keeps leaving the account daily. Your supplier still wants paying on the same terms. The revenue looks normal on your dashboard and the cash isn't there.

For a dropship business running thin margin and fast turns, that's a solvency event inside two weeks. Not a bad quarter. A solvency event.

Most operators have never asked their processor what would trigger one on their account. Ask before you need to know.

[ZedDoesEcom @ecomzed]

Everyone knows their average delivery time. Almost nobody knows the tail.

Your supplier quotes 8-12 days. Your average comes in at 11 and you file it away as fine.

The problem is the 6% that took 19, 24, 31 days. Those orders generate the "item not received" disputes, and disputes are counted against your ratio the month the transaction was captured, not the month the customer complained. So a bad shipping week in November lands on your December ratio.

Go pull your last 1,000 orders and sort by delivery time descending. Look at the worst 5%. That number, not your average, is what your processor is actually reacting to.

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