The Minimum Data You Need Before Talking to 3PLs

Talking to 3PLs too early is one of the most common—and most expensive—mistakes brands make.

Not because conversations are bad, but because unclear inputs force providers to guess. And when 3PLs guess, proposals become inconsistent, pricing drifts, and decisions get harder instead of easier.

The goal isn’t to show up with a perfect data room.

It’s to show up with just enough structure for a productive conversation.

This is the minimum data you need before engaging 3PLs seriously.

Why “Just Getting Quotes” Rarely Works

Many brands start with a simple ask:

“Can you give us pricing?”

But pricing is an output, not an input.

Without baseline fulfillment data, two things happen:

1. Each 3PL fills in gaps differently
2. You end up comparing assumptions, not solutions

That’s how brands end up choosing partners that look right on paper but struggle in practice.

The Minimum Data Set 3PLs Actually Need

1. How Orders Ship Today

You don’t need a process map—but you do need a clear narrative.

At minimum:

1. Where orders ship from
2. How orders are picked, packed, and labeled
3. Any manual steps, workarounds, or constraints

This helps 3PLs understand operational complexity, not just volume.

If you can’t explain today’s flow, providers can’t design tomorrow’s.

2. SKU Count (and What Those SKUs Represent)

SKU count is one of the most misunderstood inputs.

You should know:

1. Total active SKUs
2. Whether SKUs are individual units, kits, or bundles
3. Any special handling requirements

This directly impacts:

1. Labor assumptions
2. Slotting strategy
3. Pick methodology

Without it, pricing variance is inevitable.

3. Recent Order History

You don’t need years of data—but you do need something grounded in reality.

Minimum expectation:

1. Recent monthly order volume
2. A sense of peaks vs. baseline
3. Order type mix (single-item vs. multi-item)

This allows providers to size labor, space, and systems appropriately.

4. A Realistic Growth Estimate

Growth projections don’t need to be perfect—but they need to exist.

3PLs are looking for:

1. Expected order growth over the next 12 months
2. Known events that could spike volume (launches, channels, promotions)

This informs:

1. Capacity planning
2. Contract flexibility
3. Long-term fit

No estimate = conservative assumptions or padded pricing.

5. A Clear Definition of “Better”

This is where many conversations quietly break down.

You should be able to answer:

1. Is “better” lower cost, faster delivery, improved accuracy—or a tradeoff?
2. What matters most in the next 12 months?
3. What are you willing to be flexible on?

Without this, proposals optimize for different outcomes—and comparison becomes subjective.

6. Internal Alignment on Timing and Budget

3PLs don’t need a final number. They do need boundaries.

Minimum clarity:

1. When you want to make a decision
2. When operations would realistically transition
3. A rough budget range or cost sensitivity

This prevents wasted cycles on proposals that were never viable.

The Checklist That Tells You If You’re Ready

Before talking to 3PLs, ask yourself yes or no:

Fulfillment RFP Readiness: The Basics

Operations

☐ We can explain how orders ship today

☐ We know how many SKUs we sell

Data

☐ We have recent order history

☐ We can estimate growth for the next year

Expectations

☐ We know what “better” looks like (cost, speed, service)

☐ We know what we’re flexible on

Decision

☐ We have internal agreement on timing

☐ We have a rough budget range

How to read this:

1. 5 or fewer Yes: Gather basics before starting conversations
2. 6+ Yes: You’re ready to engage and compare providers
   

Why This Level of Prep Changes Everything

When brands bring structured basics:

1. 3PLs scope accurately
2. Proposals become comparable
3. Decisions move faster with less risk

Most importantly, the partnership starts aligned, not patched together later.

Next Step: Structure Before You Engage

You don’t need a perfect RFP to talk to 3PLs.

You do need enough clarity to avoid guesswork.

Next step: structure your inputs so providers can assess fit—before pricing and promises enter the conversation.

That’s how better fulfillment decisions are made.