Your TMS says it shipped. Your WMS says it's still on the floor.

RevOps consulting for 3PLs — those who are accountable for the freight and for the building it sits in.

Who this is for

Built for 3PLs running two operations that have to agree.

You do everything a broker does, and then you hold the freight. Inbound from the point of origin, storage while it waits, pick and pack on the way out, and the returns that come back. A broker's day ends when the load delivers. Yours doesn't — you still have the inventory, the count, and a client who wants to know what is on the floor right now.

Asset-based or asset-light, both work here. Some of you own the buildings; some lease a few strategic ones and broker most of the volume. What matters to us is not what you own. It is that you are running two systems of record and answering to clients who each think their inventory is the only inventory in there.

The moment things stop scaling is usually not a truck problem. It is the third client in the same building. Or the first client who wants their own portal view. Or the month somebody works out that storage was under-billed for a quarter, because the count in the WMS and the count on the invoice were never the same number.

If you only store — no freight coordination at all — the same fix applies in a smaller form, and the WMS-to-billing half is usually where it pays for itself. Worth a conversation either way; we will tell you honestly how much of this is relevant to you.

Most of what we rebuild lives in HubSpot, designed around the TMS and the WMS rather than pretending either isn't there. If you are not on HubSpot and not considering it, say so early and we will tell you whether we can still be useful.

The usual situation

Two systems of record. Neither one is wrong.

This is the real difference between a 3PL and a broker. A broker has one system that is certain and three that guess. You have two that are both certain, and they do not agree with each other.

TMS Says the load shipped
WMS Says the pallet is still there
CRM/Client Portal Shows whichever synced last
Billing Has to reconcile it, per client

Both systems are telling the truth about their own half of the job. Nobody owns the sentence that connects them, so a person does — usually at month end, usually against an invoice deadline.

What it actually costs

Where a 3PL loses money, not just time.

Storage and handling billed from memory. Storage accrues per pallet per period; handling accrues per unit in and out. If those counts live in the WMS and the invoice gets built somewhere else, you are billing an estimate. Under-billing is the usual direction, and nobody notices for a quarter.
Receiving errors that poison everything downstream. An ASN that doesn't match what actually came off the truck creates a discrepancy the WMS carries until somebody counts it by hand. Every report built on that number inherits the error.
A portal per client, maintained by a person. Each client wants to see their inventory and only their inventory. When that view is assembled rather than served, somebody's week is spent being a reporting layer.
Returns with no system at all. Reverse logistics is usually the flow nobody designed. It runs on email, a spreadsheet, and a corner of the building everyone calls the returns area.

None of this is a WMS failure or a TMS failure. Both are doing the job they were bought for. What is missing is the layer that makes them agree — and billing that trusts it.

Five to ten hours a week of reconciliation across a team is $20,000 to $60,000 a year in labor. For a 3PL, that is the smaller number. The bigger one is the storage and handling you performed and never invoiced.

And if the instinct is to tidy up before bringing anyone in: that tidying is the work. Messy is where we start, not a reason to wait. The sequence is the same on every engagement — see how our process works.

Tell us where the two systems stop agreeing.

Thirty minutes. Describe the reconciliation your team does between the floor and the freight — or the invoice nobody fully trusts — and we will tell you what we would look at first. If an Orientation makes sense we will scope one, and if something simpler would fix it we will say that instead.

Schedule a Call

We map how a load actually moves through your operation today
We name which systems conflict, and what that is costing you
We describe what an Orientation would cover for you specifically
We tell you if we are not a good fit, and refer you to someone who could be

How we help

Map it, design it, build it — across the freight and the floor.

The same three phases as every engagement, pointed at both halves of your operation, because the gap between them is where the work is.

01 Operational Reality Where you are now
02 Orientation Discovery & audit
03 Cartography Mapping & design
04 Exploration Build & implement
05 Connected Operations Where you end up

Orientation

We follow a load end to end and a pallet end to end, because those are two different journeys through the same company — receiving, put-away, the count somebody reconciles by hand, the status a client calls to ask about. Four weeks, ending in a findings document and a full audit of your portal.

Cartography

Quick wins first, then the design: how the WMS and the TMS reconcile, how storage and handling reach an invoice, and how each client sees just their own inventory. Approved pieces get built as we go, so you finish this phase holding working product. Around fourteen weeks.

Exploration

We build out the rest with your team — pipelines, routing, exception handling, the billing logic — then train them and hand over SOPs detailed enough that a new warehouse lead can't break it. Around six weeks.