Gross margin from 34% to 42% in eighteen months.
Sector
Gen Z fast-fashion e-commerce
Scale
AUD $15M category
Countries
India, China, Bangladesh, Vietnam
Period
18 months
Where it started.
The women's private label category was the platform's largest revenue line and its margin was structurally low. Product was bought through intermediaries at speed, with more than 150 new styles required every week and minimum order quantities of only 300 to 600 units per style.
The work, in order.
- Mapped the true landed cost of the top-selling styles and identified where the intermediary margin sat.
- Built a direct supplier base of more than 30 factories across India, China, Bangladesh and Vietnam.
- Negotiated MOQs down to 300–600 units per style so range width did not have to be bought with cash.
- Rebuilt the critical path so the sampling and approval calendar could hold 150+ launches a week.
- Set a fixed intake margin target per price tier and refused styles that could not reach it.
- Ran the full lifecycle from tech pack to delivery, holding sampling, quality and production to one standard.
Gross margin
Direct factories
New styles per week
Units MOQ
On-time launch rate
Why this matters to you.
Margin moved because the supply chain got shorter, not because the product got cheaper. The same mechanism works at a fraction of the scale, and low MOQs are more available than most Australian founders are told.
This engagement was carried out as an employee of the business described, not as Prox client work. Prox is a new practice, and client case studies will be added as engagements complete.