This is the supplier profile page of VIP TRADERS, where buyers can explore products, connect directly with the supplier for pricing inquiries.
India
2.7
50 inquiries
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Business Description
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Trade Capabilities
Business Terms
Preferred Payment Term:
L/C
Preferred Trade Term:
FOB
Port Of Loading:
Any port of india
Accepted Currency:
USD
Trade Ability
Annual Revenue Amount:
Not specified
Numbers Of Employees:
Not specified
Avg Response Time:
-
VIP TRADERS accepts USD payments, which simplifies international transactions for buyers using US dollars. Terms are set at FOB, meaning the buyer is responsible for shipping costs once goods leave India — this can reduce costs but requires clear logistics planning. The use of L/C as transaction terms adds a layer of security for buyers, as it ensures payment only happens after goods are shipped and verified. However, the lack of details on team size, revenue, compliance, and response time makes it harder to assess their reliability or operational capacity.
Products / Services Offered
VIP TRADERS eliminates the need for buyers to source chilli powder or dried red chilli from multiple suppliers by offering a single, focused range in agriculture and food & beverage. This simplifies procurement and reduces lead times. Buyers can trust that the products are consistently available and clearly defined, avoiding confusion over product types or specifications.
Supplier Verified
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Verify account email
While VIP TRADERS has verified their account email and phone number, the lack of verification on their work email and business documents raises red flags. Most reliable suppliers confirm all key contact and document details to build trust with buyers. This gap could mean slower response times or higher risk when negotiating large orders.
Export Countries
Bahrain
Canada
Malaysia
Mexico
Saudi Arabia
Turkey
Middle East
50%
North America
33%
Southeast Asia
17%
VIP TRADERS eliminates geographic concentration in Asia and the Middle East, with a balanced 50% presence in the Middle East (3 of 6 countries), 33% in North America (2 of 6), and 17% in Southeast Asia (1 of 6). This distribution replaces a potential over-reliance on any single region with a diversified, multi-regional approach across three key markets. The even spread across regions suggests a strategic effort to balance risk and market access without overcommitting to one area.
