We use cookies to analyze site traffic and improve your experience. By accepting, you consent to our use of analytics cookies. Learn more
DTC Brand · 8 months (ongoing program)
A direct-to-consumer furniture brand selling in the US, UK, and Germany was sourcing from six factories across Vietnam, India, and China. With no internal QC team and inconsistent quality across suppliers, their return rate had reached 11% — driven by finish defects, assembly hardware mismatches, and dimensional inconsistencies between production runs. Each return cost an average of $180 in reverse logistics and replacement shipping, totaling over $400,000 annually.
Tetra designed a continuous quality program spanning all six suppliers across three countries. The program included initial factory audits to baseline each supplier's capability, followed by ongoing pre-shipment inspections with standardized checklists for finish quality, hardware verification, and dimensional accuracy. Tetra developed vendor scorecards tracking defect rates, corrective action response times, and inspection pass rates over time. Quarterly review meetings with the brand's sourcing team used scorecard data to drive supplier improvement or consolidation decisions.
58%
Return Rate Reduction
Return rate dropped from 11% to 4.6% within eight months as the worst defect categories were systematically eliminated.
$230,000
Annual Savings
Reduced return-related costs by $230,000 annually through fewer replacements, lower reverse logistics spend, and improved first-shipment quality.
6 → 4 factories
Supplier Consolidation
Vendor scorecard data identified two consistently underperforming factories, enabling the brand to consolidate to four higher-performing suppliers.
“Tetra gave us visibility into our supply chain that we never had before. The vendor scorecards turned quality from a guessing game into a data-driven process, and we saved more than twice what we spent on the program.”
— DTC Brand
Get a free quote for your next inspection and start protecting your supply chain.
