Every brand you acquire arrives with its own prep vendor, its own paperwork habits, and its own way of losing cartons. ProShip3PL is the consolidation move: the whole portfolio operates from one Medley, FL floor, with each brand kept as a separated account — its own receiving records, prep instructions, reports and invoices — so operations centralize while accounting stays surgical.
Aggregators optimize brands after buying them — listings, pricing, supply terms. But the logistics layer usually escapes the integration plan: brand four preps in Ohio, brand seven in a founder's garage arrangement that expired with the founder, brand nine at a vendor nobody has spoken to since closing. Ten brands, seven vendors, zero shared standards.
Agencies inherit a different flavor of the same mess. Each managed client has their own prep arrangement, so the agency's promises about turnaround rest on vendors it doesn't control — and when a client asks what they're actually paying for at the warehouse, the answer is someone else's opaque invoice.
Consolidation solves the operational half: one dock, one turnaround standard, one contact who can see every account. But naive consolidation creates a new problem — a blended operation where nobody can say what brand three's logistics actually cost. That number matters to an aggregator's P&L discipline and to an agency's client trust.
So the architecture here is deliberate: shared floor, separated everything else. Every intake, prep job, and outbound shipment is tagged to its brand from the first scan, and invoices follow those tags. The broader service stack underneath — storage, replenishment, returns — is the same one described on our 3PL for FBA sellers page, multiplied across accounts.
| Portfolio concern | How the separated-account model handles it |
|---|---|
| Cost per brand | Every invoice line carries a brand tag — allocation is built in, not reconstructed |
| Prep standards | Portfolio defaults, overridden per brand file where categories demand it |
| Acquisition intake | Manifest-based migration with counted, photographed receiving |
| Agency clients | Itemized per-client invoices, ready for pass-through with your fee |
| Future divestiture | A brand's records and stock detach cleanly — they were never blended |
Each brand onboards with its own SKU file, prep instructions and reporting lane — the umbrella gets the overview, the brands stay distinct.
Inventory pulled from outgoing vendors, counted against manifests, discrepancies documented — the full sequence on our switching prep centers page.
FNSKU labeling, bagging, bundling and case packing per each brand's file, on the same 24–48 hour turnaround whether the brand is your biggest or your newest.
Each brand's reorder triggers run independently — a slow brand's stock never queues behind a fast one. Mechanics on our replenishment page.
Removal orders graded and recovered brand by brand — see returns processing — so recovered value lands on the right P&L.
Itemized per-unit invoices per brand or per client — forward them, mark them up, or absorb them, with nothing to untangle first.
Brand list, current vendors, volumes and category quirks on the table — the migration order falls out of the risk profile.
SKU files, prep instructions and reporting lanes set up per brand before any freight moves — costs nothing, saves days.
Each brand tops up FBA from its old vendor, transfers reserve stock here, and resumes replenishment once counts confirm.
The portfolio runs on one turnaround standard, and the next acquisition onboards into a machine that already exists.
Vendor relationships often die with the founder's handshake. We run the extraction: manifest built from whatever records exist, freight arranged, every carton counted and photographed on arrival here.
That's a structural flaw, not a spreadsheet skill issue. With brand-tagged operations, allocation happens at the moment of work — the invoice arrives already split.
Consolidate them on a schedule you control. Brands migrate in waves, each one topping up FBA first so nothing goes dark, until the whole portfolio answers to one dock.
Show them. Per-client itemized invoices name every unit and every service, so your markup sits on top of numbers a client can audit — trust that renews the retainer.
Each brand runs as its own account under your umbrella: separate receiving records, its own SKU list, its own standing prep instructions, its own reporting and its own invoice line-of-sight. Physically the work shares one floor and one dock in Medley — which is why the portfolio gets one contact and one turnaround standard — but nothing in the paperwork ever blends two brands together.
Yes, and for a portfolio operator that separation is the product. Receiving confirmations, damage reports, prep counts and shipment records are all tagged to the brand they belong to, and invoicing follows the same lines. When your finance team allocates logistics cost per brand for a board deck — or a future divestiture — the numbers are already split, not reconstructed from a blended bill.
As a project with a receiving manifest, not a leap of faith. The outgoing vendor ships or we arrange pickup; every carton is counted against the manifest on arrival, condition-checked, and discrepancies documented with photos — useful when the old relationship ended badly. Stock is racked under the acquired brand's new account and FBA replenishment resumes before the dust settles. The playbook lives on our switching prep centers page.
That's how our agency relationships are built. Each client's work is invoiced on its own, itemized per unit and per service, so you can forward it with your management fee on top — or absorb it into your bundle, your call. No blended portfolio bill your bookkeeper has to dissect, and no client ever seeing another client's volumes in the paperwork.
Yes — one named contact who knows the whole portfolio, which is precisely what you lose when ten brands sit at seven vendors. Escalations, standing-instruction changes and new-brand onboarding all route through a person who can see every account at once and walk the floor where all of it physically sits.
They almost always must — a supplement brand and a toy brand don't prep alike. You set portfolio-wide defaults (say, photo documentation on every intake) and each brand's file overrides where needed: bagging rules, expiration-date labeling, insert policies, case-pack formats. The floor works from the brand file in front of them, so instructions never cross-contaminate.
The account setup is the fast part: SKU list, prep requirements and standing instructions land in a day or two. The pacing item is physically moving the inventory, which depends on the outgoing vendor's cooperation and freight time. Because there are no setup fees and no minimums, opening the account the week the LOI signs costs nothing — so the operational side is ready the moment the deal closes.
Yes — the sequencing exists for exactly that. Push a final FBA replenishment from the old vendor before the transfer so Amazon holds buffer stock, move the reserve inventory to us, and we resume replenishment the moment goods are counted in. The listing never depends on the truck; done in this order, the buy box never notices the move.
Clean separation, in reverse. Because the brand always operated as its own account, its inventory, records and history detach without surgery: we hand the buyer's team the receiving history and stock counts, ship the goods wherever the deal says, and the rest of your portfolio never feels the transaction. Separation on day one is what makes exit day boring.
Send the portfolio shape through the form: how many brands, combined monthly units, categories involved, and how many migrations you expect this year. You'll get per-unit pricing within one business day — same rates applied per brand, invoiced per brand. No setup fees per account, so adding brand number nine costs the same as brand number one: nothing until units move.
Send the shape of your operation — brand count, combined monthly volume, categories, and any migrations on the horizon. Within one business day you'll have a per-unit rate sheet and a proposed consolidation order, wave by wave.
