How a reseller account actually works.

First, what an account is not

A reseller account is not a discount code for the prices already on the site. That is the most common misunderstanding and it is worth clearing before anything else.

Every price this business publishes sits on the pack pricing page: single vials, five packs and ten packs, across the whole catalogue. That includes the ten-vial rate, which is the deepest number we print, and it is open to anyone. No conversation, no account, no relationship, nothing to qualify for. Someone who has never sent a message pays the same ten-pack price as someone who has ordered every month for two years.

So if a pack covers what you move, you already have the number and an account adds nothing to it. What an account is actually for is the set of things a catalogue transaction structurally cannot do: volume above a pack, stock held against your run rate, sourcing outside the seventeen compounds on the shelf, and hearing about new stock before the site updates.

Allocation, which is the part people underestimate

Allocation means a quantity of a compound is held against your run rate rather than sitting in the general pool where it goes to whoever orders next.

It sounds like a small administrative thing and it is the single most valuable part of an account, because it changes what you are able to promise. Without it, your ability to fulfil an order depends on what happened to the shelf between your customer asking and you placing the order. With it, the answer to can you get me four of those this week is yes, and you know it is yes before you say it.

The failure it prevents is specific and expensive. A customer asks for something, you say yes, you go to reorder, it is gone, and you go back to that customer with a worse answer than if you had said no in the first place. That interaction does not just cost you the order. It costs the customer's confidence in every other thing you told them.

Allocation is set from what you actually move, which is why the first conversation asks for real volume rather than a target. A run rate you invented produces an allocation that is wrong in one direction or the other, and both are bad: too little and it does nothing, too much and you have committed to holding stock you do not turn over.

Stock and hold, or order against sale

This is the real decision and there is no universally right answer to it.

Holding stock means buying inventory before you have sold it. You get the better number, because volume moves the price and holding is what creates volume. More importantly you can promise same-day fulfilment to your own Metro Manila customers, because the vial is already on your shelf and not on ours. The cost is that your capital is committed and you carry the risk of holding the wrong compound if demand moves.

Ordering against a confirmed sale means you buy only when a customer has already committed. It ties up nothing and carries no stock risk. The cost is speed: you inherit our dispatch window on every single order, so you can never promise your customer anything faster than we can deliver to you, and you are one link further down a chain you do not control.

Most people start on the second and move to the first once their run rate is predictable enough to be worth betting on. That progression is the normal one and there is no pressure to skip it. You can also sit in both at once, holding your two or three reliable movers and ordering the long tail against confirmed sales, which is where most established accounts end up.

Reorder cadence

Once the account exists, a reorder is a message in the same thread with compounds and quantities. There is no portal, no purchase order, and no re-quoting from scratch every time.

If your terms are set and the order matches your usual shape, the reply is a confirmation and a dispatch time. If it is materially larger than usual it gets re-quoted, which normally moves in your favour rather than against you.

The cadence worth aiming for is a standing order sized to your month with a top-up route for a busy week, rather than reordering reactively each time something runs low. Reactive reordering is how accounts end up permanently one week behind their own demand: you order when you notice you are short, which is already after the point you needed it.

Lead times, told honestly

There are three cases and they have genuinely different answers.

In stock. Metro Manila is same day on weekday orders confirmed before the cutoff, and the rest of the country is one to three business days by courier. That is the whole of it, and it is the case most of the time because the stock is already in the country.

A catalogue compound temporarily out. You get the restock date we actually believe rather than the one that sounds better. An optimistic date is worse than a long one, because you will have repeated it to a customer.

Something outside the catalogue. The sourcing route is wider than the seventeen compounds on the shelf, so the answer is often yes. The window depends entirely on what it is, and you will get the real one before you commit anything. Nothing here is a same-day item unless it is already in Metro Manila cold storage, and a supplier who tells you otherwise is guessing.

When a compound runs out anyway

For an account running a standing order against a known cadence, the usual answer is that it does not, because that is what the allocation is for.

When something genuinely runs short, you get told before you run out rather than after you ask. That is the entire operational difference between a supplier relationship and a transaction, and it is the thing that is hardest to demonstrate on a website, because it only becomes visible on the day it matters.

The corollary is that we would rather tell you a compound is going to be tight in three weeks than let you find out by ordering. Advance notice you can plan around is worth more than an apology afterwards.

When a vial has a problem

Message us with the batch number and what happened. Every vial carries one.

That is the entire point of batch numbering: a specific vial can be traced rather than argued about. It converts a dispute about what probably happened into a lookup.

The route is the same whether the problem surfaces on your shelf or at your customer. We would rather deal with it directly than have you absorb it quietly and stop ordering, which is what usually happens when a reseller does not think there is a route. A supplier who never hears about problems does not have none. They have a customer who has stopped telling them.

What ships with a reseller order

The same complete kit that ships with everything else: bacteriostatic water, insulin syringes, alcohol prep pads, a reconstitution syringe and blank labels, scaled to the quantity.

There is no order size at which the consumables get dropped, which means you are selling a finished product rather than a component and neither you nor your customer is sourcing anything separately. What ships in the box has the full breakdown.

Whether an account is worth it at all

Often it is not yet, and you should expect to be told that rather than signed up.

If a ten pack covers what you move, the published tier is already our best number and an account is ceremony. The honest reply to that first message is that you should just buy the pack, and it is a better reply than opening an account that does nothing.

An account becomes worth it at one of two points: when your volume is genuinely above a pack, where our own supplier prices deeper and that gets passed through, or when running out is the thing that would cost you most, where allocation is worth more than any price movement. Full detail is on reseller supply.