The Minimum Information a 3PL Needs to Evaluate Fit

One of the biggest misconceptions about fulfillment RFPs is that more information automatically leads to better outcomes.

First-time brands often respond to uncertainty by adding:

1. More tabs
2. More fields
3. More detailed forecasts

Ironically, this usually makes proposals less comparable, not more.

3PLs don’t need everything.

They need the right things—clearly defined, consistently framed, and grounded in how your business actually behaves.

This post breaks down the minimum information a fulfillment provider needs to evaluate fit with confidence.

“Minimum” Doesn’t Mean “Incomplete”

Before diving in, it’s important to clarify what “minimum” really means.

This isn’t about cutting corners or hiding complexity. It’s about signal quality.

A short RFP with clear, well-structured inputs is far more useful than a long one filled with assumptions, edge cases, and false precision.

When brands focus on the essentials, providers can:

1. Model accurately
2. Ask better follow-up questions
3. Price risk appropriately

That’s how good partnerships start.

1. Order Volume Ranges, Not False Precision

3PLs don’t expect you to predict the future. They do need to understand variability.

At a minimum, providers need:

1. Average daily order volume
2. Peak daily or weekly volume
3. A sense of how often spikes occur

What matters more than exact numbers is:

1. How wide the range is
2. What triggers changes (promos, launches, seasonality)

If volume doubles during peak, say so. If growth is lumpy, not linear, that’s valuable information—not a weakness.

2. Channel Mix and Order Behavior

Two brands with the same order count can behave completely differently operationally.

At a minimum, clarify:

1. DTC vs wholesale split
2. Subscription vs one-time orders
3. Any channels with unique SLAs or workflows

This context helps 3PLs evaluate:

1. Pick paths
2. Labor profiles
3. Systems requirements

Without it, pricing comparisons become meaningless.

3. SKU Characteristics (Not Just SKU Count)

SKU count alone is a poor proxy for complexity.

What providers actually need to know:

1. Typical units per order
2. Size and weight distribution
3. Fragile, hazmat, or regulated items
4. Kitting, inserts, or bundling logic

This information drives:

1. Slotting strategy
2. Pick methods
3. Packaging labor

A small SKU catalog can still be operationally complex. A large catalog can be simple. The difference lives here.

4. Service-Level Expectations

Many RFPs skip this entirely—or bury it in assumptions.

At a minimum, clarify:

1. Expected order cutoff times
2. Same-day vs next-day fulfillment requirements
3. Peak-season expectations
4. Any non-standard handling needs

Providers can design solutions around high service levels—but only if they’re visible early.

5. Growth Direction and Uncertainty

You don’t need a perfect growth model. You do need honesty.

Helpful signals include:

1. Expected growth range (flat, moderate, aggressive)
2. New channels or geographies on the horizon
3. Product launches that change order profiles

3PLs are used to uncertainty. What they struggle with is surprise.

Clarity about what might change is often more valuable than confidence about what won’t.

6. Constraints You Already Know About

Every business has constraints. Naming them builds trust.

Examples:

1. Margin pressure
2. Carrier limitations
3. Packaging requirements
4. Technology dependencies

When constraints are acknowledged early, providers can assess whether they’re manageable—or deal-breaking.

Why This Information Is Enough

With these inputs, a 3PL can:

1. Assess operational fit
2. Identify risk areas
3. Model realistic pricing scenarios
4. Decide whether to engage seriously

Anything beyond this should be additive—not foundational.

If providers need more detail, they’ll ask. That’s a feature of a healthy process, not a failure of preparation.

Less Information, Better Outcomes

The goal of an RFP isn’t to answer every question upfront.

It’s to create enough clarity for the right questions to emerge.

When brands focus on minimum viable clarity instead of maximum detail, RFPs move faster, proposals improve, and relationships start on firmer ground.