Business model
Each of these is something AIC already does. Which one suits depends on what you make, where you want it sold, and how much of the work you would rather keep.
Forms of cooperation
These are capabilities, not offers. The commercial basis of any one of them — territory, term, volumes, pricing and the rest — is settled in correspondence with a named counterparty, not on a web page.
AIC takes a principal's range into its own market on its own account — importing, clearing, warehousing, selling and supporting it through the technical sales team. The principal deals with one company rather than a list of buyers.
Where a principal would rather supply an end user directly, AIC finds and qualifies the buyer, handles the technical conversation and the documentation, and the shipment moves between principal and customer.
AIC manufactures to a principal's formulation in its own plant — mixing, milling, filling and packing — so a product can be made close to the market it is sold in instead of shipped to it.
AIC produces and packs under the partner's brand and artwork, in the partner's pack sizes, for a partner who wants a product line without building the plant to make it.
A technology owner licenses a process or a formulation for local production, or the two companies put manufacturing capacity in place together. Both are discussed case by case.
The arrangement runs in both directions: AIC takes a partner's range into its markets and supplies its own manufactured products into the partner's. The relationship is a trade rather than an appointment.
More than one at a time
A relationship often uses two or three of these together — a distribution arrangement that later adds local toll manufacturing, or an indenting relationship that becomes reciprocal once AIC has something the partner wants in their own market.
Which combination makes sense is the first thing worth discussing, and it depends on facts about your business that are not ours to guess at.
See the territories AIC covers