PERSONA • Operations

Finance controller — financial control

What they actually order when the choice is driven by document accuracy: timelines, AMD budget and risks.

Who the Finance controller is and what they decide

The finance controller treats merch as a documented operation: invoices, 20% VAT and export papers. In this role the merch order usually travels through the finance team, so the first conversation quickly turns into one about deadlines, budget and delivery.

The recurring tasks behind the Finance controller’s merch orders:

  • Finance controller: the compressed-timeline plan
  • Finance controller: the uniform size matrix
  • Finance controller: stock replenishment

Decision criteria and risks

The Finance controller judges every choice along two axes: documentation completeness and payment terms. The engine of the role is document accuracy, so the quote has to read cleanly along exactly that axis.

The risk the Finance controller guards against most is this: The hardest case is a mixed invoice: when an export order is combined with a local one, value must be split by the conditions of the day. That is why, before any run, we supply a physical sample and a written specification with Pantone references.

A scenario from the Armenian market

When the books close after seasonal merchandise deliveries, the controller checks export paperwork and keeps the 20% VAT line separate before the period is locked.

The items this role orders most often: branded notebooks, pens and desk mats. Planning range: 700–2800 AMD per unit (excluding 20% VAT), run size 40–200 pcs. The final price is fixed by brief and follows print method, quantity and delivery routing.

How we work with the Finance controller

The workflow follows Armenian B2B practice: a short written brief, a priced product mix within two working days, a sample or print proof, then production and delivery. The Finance controller gets one point of contact, one invoice and committed dates.

Operations teams grade merch by durability and buffer stock, because a reorder stalls the work. Delivery runs 24–48 hours in Yerevan, 3–5 working days to the regions via HayPost or 1–2 days via SPS Express, and internationally through FedEx, DHL or Onex. Paperwork for the Finance controller is issued under the Armenian tax regime, and for shipments beyond the EAEU we prepare the export documents the run needs.

Tax documents
invoices are issued to the legal entity named in the order
Payment
small orders via ArCa or Idram, larger programmes by bank transfer
Regional delivery
Gyumri, Vanadzor, Dilijan via HayPost in 3–5 working days or SPS Express in 1–2
Minimums
print from 50 pieces, embroidery from 100, lanyards and pens from 200

Independent supplier. merch.am is an independent B2B corporate-merch production and fulfilment partner for the Armenian market. The roles, companies and venues named here are illustrative examples of how that decision role works — they do not imply partnership, sponsorship or official status. All figures are in AMD and exclude 20% VAT, and are planning ranges rather than quotations; confirm every programme against a written brief before ordering.

Frequently asked questions

What is the minimum run for branded notebooks

Printed items start at 50 pieces, embroidery at 100, lanyards and pens at 200. The Finance controller order covers branded notebooks and pens, runs 40–200 pcs at 700–2800 AMD per unit excluding 20% VAT. The screening criteria are documentation completeness and payment terms.

What lead time should the Finance controller plan for

Standard production is 4–8 working days, rush 3–5 after artwork, plus delivery: 24–48 hours in Yerevan and 3–5 days to the regions. With international supply the Finance controller should also budget customs time.

How do you guarantee documentation completeness

For a Finance controller order we supply a sample before the run, lock colours against Pantone references and fix the specification in writing. After the print proof is approved, changes are possible only in writing and within production capacity.

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