PRODUCTION & DELIVERY PLANNING
The following information outlines how production is coordinated and how participating chapter orders move through manufacturing, transportation, and delivery.
PRODUCTION COORDINATION
Production for the Assistance League Teddy Bear Program begins once combined participating chapter orders reach the factory minimum production quantity of 1,200 bears.
This coordinated approach allows multiple chapters to participate while maintaining consistent quality, production efficiency, and delivery planning.
PLANNING AHEAD
Chapters are encouraged to place orders as soon as their internal budgeting and approval processes allow.
Early participation helps establish production schedules, improve delivery planning, and provide greater visibility into overall program demand.
MANUFACTURING
The bear design, prototype approval, testing, and product development process have already been completed.
Once production begins, manufacturing typically requires approximately 45 days.
INTERNATIONAL TRANSPORTATION
Following production, bears are prepared for export and transported to the United States for customs processing and final distribution.
Transportation schedules may vary based on shipping availability and international freight conditions.
CUSTOMS & DISTRIBUTION
After customs clearance, shipments are prepared for final transportation and delivery to participating chapters.
Distribution planning is coordinated to ensure efficient delivery and order management.
ESTIMATED PROCESS OVERVIEW
Chapter Orders → Combined orders reach 1,200 units
Production Begins → Approximately 45 days manufacturing
Transportation & Customs → Import processing and distribution preparation
Chapter Delivery → Final delivery scheduling and shipment
IMPORTANT NOTE
Actual delivery schedules may vary based on production scheduling, transportation availability, customs processing requirements, and other factors outside of The Bear Mill’s control.
Questions regarding production planning or anticipated delivery schedules are always welcome.
