Pick a category and buyer network first
Wholesale is not simply buying more units at a lower price. You must move larger quantities, hold stock, finance delivery, and often offer terms to retailers. Choose a product category where you can access legitimate suppliers and reach a defined buyer group: kiosks, salons, hardware shops, restaurants, boutiques, or institutional buyers.
Interview potential retailers before placing an order. Ask which brands they reorder, minimum quantities, delivery days, payment terms, and how often they switch suppliers. Confirm whether they are dissatisfied with availability, price changes, delivery, or product authenticity. A product that is popular among consumers may not be viable for wholesale if retailers already have exclusive supply or weak margins.
Verify suppliers and the route to market
Request company details, invoices, product documentation, minimum order, delivery cost, lead time, credit policy, damaged-goods process, and return terms. Confirm the supplier independently and trace the goods through each transaction. If products require certification, import documentation, or special storage, verify those details with the responsible authority and supplier before taking stock.
Plan how goods will reach your buyers. Compare warehouse rent, vehicle or courier costs, loading, insurance, packaging, and last-mile delivery. A price that looks competitive at the supplier’s warehouse may not work after transport to rural retailers or multiple small orders.
Calculate margin and cash conversion, not just markup
For each product, calculate landed cost including purchase price, tax or import charges where applicable, transport, storage, damage, payment fees, and staff. Decide the wholesale price and minimum order that leave enough to operate. Do not compare your margin to a supplier’s suggested retail price without confirming that shops can actually sell at that price.
Map cash timing: when you pay supplier, when stock arrives, when retailers order, and when they pay. If retailers request 30-day credit but your supplier requires cash, calculate how much working capital is needed to fund that gap. Set account limits and due dates in writing. Credit is a sales tool only when it is collected.
Build a stock and order system
Assign a product code and record brand, pack size, batch or expiry where relevant, supplier, cost, selling unit, available stock, and reorder point. Make clear whether prices are per carton, dozen, pack, or piece. Retailers should not discover that the quote assumed a different unit after a delivery arrives.
Forecast using actual orders and seasonality. Separate fast-moving stock from slow lines and review ageing inventory. Do not reorder a slow product because the supplier offers a discount unless the lower cost outweighs the risk of cash being trapped. For products with expiry dates, monitor lots and rotate stock under suitable procedures.
Serve retailers as a reliable supply partner
Create a quote that shows products, pack quantities, unit price, delivery date, delivery charge, quote validity, and payment terms. Confirm substitutions before dispatch. Send a delivery note and obtain acknowledgement of quantity. If a product is short, notify the buyer before the truck leaves rather than correcting the invoice after a dispute.
Keep a record of which customers reorder and why others stop. A retailer may value a smaller minimum order, accurate delivery window, or consistent invoice more than a slight price reduction. Ask about stock performance and returns without pressuring a shop to carry more than it can sell.
A KobStore page can display selected products, wholesale pack details, and a contact route for retailers seeking a quote. It does not fulfil bulk orders, verify supplier authenticity, or provide trade credit. Confirm stock, price, delivery, and terms before accepting a purchase order.
Wholesale scales through trusted supply and disciplined cash conversion. Start with one category, a small number of buyers, and documented orders. Add products only when repeat purchases, margins, and payment behaviour show that expansion can be financed safely.
Agree a practical minimum order with each retailer
Small shops may not have room or cash for a full carton of every line. Ask retailers how often they can reorder, whether mixed cases are useful, and what delivery day works for their cash cycle. A smaller order can build a relationship if delivery cost is still covered; it may be unprofitable if each stop consumes an hour and the basket is tiny. Test the route before promising frequent drops.
Give customers a restock reminder only when they have requested it or agreed to receive one. Keep a note of which items they bought and avoid sending an irrelevant full catalogue every week. A short message naming the product, pack size, price date, and order cutoff is easier for a shopkeeper to act on.
Sources and verification: Kenya Business Registration Service; Kenya Revenue Authority eTIMS guidance; check applicable standards, import, and tax rules for the chosen products.
