Q3–Q4 2026 · Capacity · Integrations · Markets
What we plan to land between the close of Q3 and the end of the year. The intent is not to promise exact precision — timelines shift when market, customer or operational signals appear — but to share direction. If your programme depends on any of these deliveries, we talk first to align the calendar.
For the close of 2026 we keep the base workshop capacity at forty thousand pieces per month in sewing and fifteen thousand pieces per month in decoration. Peak season from October to December — Buen Fin, end-of-year Hot Sale, corporate anniversaries, fiscal year-end — forces us to run at full capacity between weeks forty-four and fifty-one. When a customer requires large runs in that window, we plan with four to six weeks' notice.
In Q3 we expanded laser engraving capacity with an additional unit, allowing us to handle premium runs of metallic and acrylic pieces. In Q4 we add a second DTF line for short runs with full-colour personalisation. Operator learning curves are monitored with internal audit over the first hundred runs; when performance drops below standard we reassign the lot to a more experienced operator.
We release in Q3 the public SDK with three blocks: REST API for quotes, orders, status and invoices; webhooks for order events — created, approved, in production, shipped, delivered, invoiced — with HMAC SHA-256 signing; SSO with SAML 2.0 and OpenID Connect for corporate customers with Active Directory or Okta, Azure AD, Google Workspace. Documentation is in Spanish and English with examples in curl, Python and Node.js.
For enterprise customers running on Slack, Teams, Notion or Linear, we deliver native connectors that post order status to the customer's channel without the lead having to open the portal. The connector is configured in under an hour once the customer shares their endpoint. When the customer requires SAP, Oracle, NetSuite or QuickBooks integration we build against their calendar.
We maintain continuous updates against the applicable NOMs: NOM-004-SCFI-2006 on textile labelling, NOM-141-SSA1-SCFI-2012 on beverage kits, NOM-024-SCFI-2013 and NOM-003-SCFI-2014 on electrical items. In Q4 we kick off the follow-up audit for OEKO-TEX Standard 100 with the partner sewing workshops. The audit is run by an accredited body and the result is shared with clients that require it.
For the close of 2026 we keep GOTS active for the organic line and GRS for the recycled polyester line. Custody chain is documented lot by lot with the textile supplier certificate. When the customer requires the certificate for their ESG report, we deliver within forty-eight business hours of the formal request.
We add to the catalogue the sustainable apparel line with GOTS cotton and GRS polyester in t-shirts, sweatshirts, tote bags and caps. The line is available for runs of more than one hundred pieces on standard lead times. For smaller runs the offer is quoted by volume. We also add the travel accessories line — backpack, toiletry bag, packing cube — with recycled materials and auditable factory closure.
For customer verticals we strengthen operations with boutique hotels in Riviera Maya, Los Cabos and the greater CDMX area; corporates in regulated sectors — banking, fintech, IMMEX manufacturing, medical devices — and public sector agencies in multi-site programmes. The value proposition per vertical is published in the corresponding site section.
For the close of 2026 we keep direct operational coverage in CDMX, Monterrey, Guadalajara, Querétaro and Mérida. For deliveries to secondary plazas — Tijuana, León, Cancún, Veracruz, Cuernavaca, Puebla, Toluca, Chihuahua, Hermosillo — we work with national logistics operators with agreed SLA and real-time tracking. Lead time in secondary plazas is two to four additional business days.
For export we maintain operation with clients in the United States, Canada and Central America. Exports to Europe require compliance with EU market directives — labelling, toy safety, chemical substance restrictions — confirmed against current regulation at the time of each shipment.
The workshop team stands at fifteen direct employees at the close of Q3 and is projected at eighteen by the close of Q4, with focus on operations and customer service. The way of working combines in-person work at the plant for operations, sewing and quality, with remote work for design, commercial and administrative. Customer communication is by email, operations chat and the customer portal.
For customers with an annual programme we assign a single commercial lead and a single production lead. That person picks up the phone or replies to email within two business hours. When the lead is on vacation or out sick, a substitute is assigned in writing at the start of the programme. Communication never falls through.
The roadmap adjusts when clear signals appear. If peak season ends with higher acceleration than expected and capacity falls short, we open a second shift at the plant for the critical weeks. If the IMMEX market slows in Q4 due to the year-end tariff review, we reassign capacity to verticals that stay active. If an applicable NOM is updated, we adjust compliance in under thirty days.
When a customer asks for a delivery that is outside planned capacity, we say so before committing. We would rather decline than accept and fail. When a customer asks for a piece that requires new capacity, we evaluate the investment against their programme and decide whether to fold it into next year's roadmap.
If your programme depends on any of the roadmap's deliveries — capacity, integrations, certifications, product lines, verticals — let's talk. We deliver a calendar aligned with your dates and a mitigation plan if anything moves.
The roadmap is a statement of intent, not a commitment to a timeline. Timelines can adjust based on market, customer or operational signals. Operating figures are estimates and are confirmed at the start of each programme. Corp-Merch.MX is a Mexican workshop for corporate merch; we operate independently.