The Barrett Blog

A product can be physically present in a warehouse and still be unavailable when a customer wants to purchase it. That frustrating contradiction often traces back to inventory accuracy. When warehouse records fail to reflect the precise location or quantity of merchandise, even a well-stocked facility can struggle to fulfill orders reliably. Products may be physically present but incorrectly assigned to storage locations, recorded under inaccurate quantities, or overlooked during routine inventory movements. These discrepancies can create unnecessary delays as warehouse associates investigate missing items, reconcile conflicting records, or search for merchandise that should have been readily accessible. For ecommerce and retail brands, inventory control deserves far more attention than it typically receives during the search for a third-party logistics provider. The Hidden Work Behind Every Accurate Order Inventory accuracy depends on thousands of seemingly ordinary activities: receiving merchandise correctly, assigning storage locations, recording movements, and routinely verifying that physical inventory matches system records. Bill Johnson, Vice President of Operations at Barrett Distribution Centers, considers inventory control and cycle counting among the most underestimated aspects of warehouse management. He explains that accurate records help ensure products can be “located, found and sold when needed to be.” Without that discipline, inventory discrepancies can lead to delayed shipments, unnecessary investigations, and missed sales opportunities. Accuracy Is Built Through Consistency Achieving reliable inventory records requires sustained attention, particularly in facilities handling thousands of SKUs and frequent inventory movements. James Rapoza, Barrett's Vice President of Business Process Optimization, describes how the company has strengthened location-level accuracy through disciplined warehouse practices, improved location maintenance, and technologies such as inventory-monitoring drones. According to Rapoza, some Barrett facilities have achieved 99.9% location-level inventory accuracy , reflecting the combined contributions of warehouse associates, inventory control teams, and process improvement specialists. Technology supports those efforts, but consistent execution remains indispensable. Inventory Visibility Protects More Than Products When a customer places an order, they expect the advertised merchandise to be available and ready to ship. They rarely consider the cycle counts, inventory adjustments, or location verification that make that promise possible. For brands selecting a 3PL, understanding how a provider maintains inventory accuracy deserves the same level of scrutiny as its shipping capabilities, warehouse capacity, and technology infrastructure. A fulfillment partner should be able to show how it tracks inventory, how often it conducts cycle counts, and what procedures it uses to identify and resolve discrepancies before they disrupt customer orders. A dependable inventory control program helps preserve the connection between what a brand believes it has available and what its fulfillment operation can actually deliver. Inventory only delivers its full value when you can confidently locate it, sell it, and fulfill the orders your customers are counting on. Looking for a 3PL that takes the time to understand your business? Start a conversation with Barrett Distribution Centers.

Ecommerce brands should consider outsourcing fulfillment to a third-party logistics provider (3PL) when order volume, inventory complexity, or operational demands begin to exceed their internal capabilities . A 3PL can provide the warehouse space, technology, labor, and transportation expertise needed to support growth without requiring brands to build their own fulfillment infrastructure. For growing businesses, the decision often comes down to whether managing fulfillment internally is still the most efficient use of time and resources. Key Takeaways Increasing order volume can make in-house fulfillment difficult to manage. Inventory inaccuracies and shipping delays may signal operational limitations. A 3PL provides access to established warehouse infrastructure and fulfillment technology. Outsourcing can help brands expand into new sales channels and geographic markets. Barrett Distribution supports B2B and B2C fulfillment through its national warehouse network. What Are the Signs It's Time to Outsource Fulfillment? One of the clearest signs is when fulfillment operations begin interfering with business growth. As order volumes increase, brands may struggle with limited warehouse space, labor availability, inventory organization, and shipping demands. Common warning signs include delayed order processing, frequent inventory discrepancies, difficulty handling seasonal peaks, and increasing operational costs. When these challenges become consistent, working with a 3PL may provide a more scalable solution. How Does a 3PL Help Ecommerce Brands Scale? A 3PL manages fulfillment operations on behalf of a brand, including warehousing, inventory management, picking, packing, and shipping coordination. Instead of investing in additional facilities and building warehouse teams internally, brands can use an established logistics provider's infrastructure and expertise. Barrett offers omnichannel fulfillment, warehouse management technology, transportation services, and value-added capabilities to support businesses with evolving distribution requirements. Can Outsourcing Fulfillment Improve Shipping Efficiency? Outsourcing can help brands improve shipping efficiency through strategic warehouse placement, established processes, and transportation management. Warehouse location is especially important for businesses serving customers across multiple regions. Barrett's distribution network includes facilities in Massachusetts, New Jersey, New York, Maryland, Virginia, Tennessee, Texas, and California, providing options for brands evaluating regional or national fulfillment strategies. The ideal distribution model depends on customer geography, order volume, and inventory requirements. What If an Ecommerce Brand Also Sells to Retailers? Brands expanding from direct-to-consumer ecommerce into wholesale or retail distribution often face additional fulfillment requirements. Retail orders may involve specific labeling, packaging, palletization, shipping documentation, and compliance procedures. Barrett supports both B2C and B2B fulfillment, including retail compliance services such as pre-ticketing, labeling, and advance shipping notice management. This allows brands to coordinate multiple sales channels through a logistics partner with omnichannel experience. What Should Brands Consider Before Switching to a 3PL? Choosing a fulfillment partner involves more than comparing warehouse rates. Brands should evaluate technology compatibility, inventory visibility, service requirements, geographic coverage, transportation capabilities, and onboarding processes. A successful transition also requires accurate product data, clearly defined operating procedures, system testing, and coordination between the brand and its logistics provider. Barrett uses a structured onboarding approach that includes operational discovery, technology planning, testing, go-live preparation, and post-launch support. Frequently Asked Questions At what order volume should an ecommerce brand use a 3PL? There is no universal order-volume threshold. The right time depends on fulfillment complexity, warehouse costs, staffing, shipping requirements, and growth expectations. Is outsourcing fulfillment cheaper than doing it in-house? It can be, but savings depend on order volume, storage needs, transportation expenses, and service requirements. Brands should compare total fulfillment costs rather than storage or pick-and-pack rates alone. Can a 3PL handle both ecommerce and retail orders?  Yes. Omnichannel 3PL providers like Barrett support direct-to-consumer fulfillment alongside B2B and retail distribution. How long does it take to transition to a 3PL? Implementation timelines vary based on inventory complexity, integrations, operational requirements, and facility readiness. A structured onboarding process helps establish expectations before launch. Does Barrett Distribution offer ecommerce fulfillment? Yes. Barrett provides ecommerce fulfillment, warehousing, inventory management, transportation services, and omnichannel distribution solutions. Looking for a 3PL that takes the time to understand your business? Start a conversation with Barrett Distribution Centers.

Every order tells a story. Some reveal which products are gaining momentum, others expose seasonal purchasing habits, and a sudden shift in demand may signal an opportunity that a brand has yet to fully recognize. Inside a fulfillment center, those patterns carry enormous significance. They influence staffing decisions, inventory placement, transportation planning, and the ability to deliver on customer expectations. Yet collecting information and putting it to meaningful use are two very different disciplines. At Barrett Distribution Centers, data analytics plays an important role in connecting the daily realities of warehouse operations with the broader ambitions of the brands they serve. Turning Information Into Better Decisions Consider the planning required before a busy sales period. A brand anticipates increased demand, but the warehouse must translate that expectation into practical decisions about labor, inventory, and order processing. Jordan Johnsen of Barrett's data analytics team identifies forecasting as one of the most valuable applications of operational data. “The better labor plan we have, the better we're going to make sure we have the right people in the right place to get that product out the door.” Historical order patterns, anticipated promotions, and seasonal fluctuations help inform those preparations. Barrett also monitors employee productivity to better understand how work progresses throughout the facility. Together, these insights allow teams to approach fulfillment with greater precision, allocating resources according to the demands of the operation rather than relying exclusively on assumptions. The Numbers Can Strengthen the Partnership Data also has a less obvious application: improving communication between a brand and its fulfillment provider. Disagreements about performance, capacity, or costs can become difficult to resolve when each party approaches the conversation with different assumptions. Johnsen believes shared information creates a more productive foundation. “If two smart people get together and we're looking at the same data, we're going to come to somewhat the same conclusions.” His perspective reflects a commitment to transparency, including the willingness to examine information that may reveal shortcomings.  A meaningful business review should accomplish more than celebrate favorable metrics. Examining unexpected results, identifying their causes, and agreeing on a course of action can strengthen the relationship between a brand and its 3PL.

Your product assortment is growing. New collections are arriving, inventory requirements are shifting, and customer expectations show no signs of slowing down. Yet behind the scenes, the warehouse responsible for fulfilling those orders may still be operating with storage systems designed for a much simpler business. For brands evaluating a third-party logistics provider, warehouse adaptability deserves serious consideration. The way inventory is organized, accessed, and moved can influence everything from order fulfillment to the ease of introducing new products. At Barrett Distribution Centers' 550,000-square-foot facility in Forney, Texas, that adaptability is taking shape through a combination of Pallite PIX modular storage and Locus Robotics . A recent walkthrough with Kevin Lawton from The New Warehouse offered a closer look at how these technologies work together. Your Products Change. Your Warehouse Should Be Able to Adapt. Imagine launching a new collection with products that vary considerably in size. Smaller accessories might fit neatly into compact storage locations, while handbags, jackets, and other bulkier merchandise require additional room. A rigid warehouse layout can make those changes cumbersome. Barrett's Forney facility uses Pallite PIX storage units with 28 individual locations per standard configuration. Their modular design allows shelves to be removed or repositioned, creating larger compartments when the inventory demands it. 

When people picture a third-party logistics operation, the warehouse usually comes to mind first. Forklifts maneuver between towering racks, associates prepare orders, and packages make their way toward waiting trucks. It's a familiar image, and an important one. Yet some of the most consequential work in fulfillment happens far from the warehouse floor. Behind every successful distribution operation is a network of professionals coordinating customer relationships, analyzing data, managing technology, planning transportation, and anticipating the needs of the brands they serve. Their contributions may be less visible, but they are woven into nearly every order that leaves the building. The Work You Don't Always See Consider everything that happens before an order reaches a warehouse associate. Technology teams help maintain the connections between ecommerce platforms, inventory systems, and fulfillment operations. Transportation specialists examine shipping options and distribution costs. Finance and commercial teams develop pricing structures that reflect the realities of each customer's business. Meanwhile, customer support professionals manage the steady exchange of information that keeps brands informed and their operations aligned. At Barrett Distribution Centers, these functions work alongside warehouse teams to support a fulfillment experience that extends well beyond picking, packing, and shipping. Each department brings a different perspective, and their coordination becomes particularly valuable when a brand introduces new products, expands into retail, or encounters unexpected demand. Relationships Require People, Not Just Processes For Adam Robertson , Barrett's Vice President of Customer Experience, supporting customers begins with establishing genuine accountability.  “When a customer reaches out to us, they only need to reach out once and they know we will own the issue.” That principle guides Barrett's One Call Resolution approach, which has been introduced to more than 200 employees. Customer service, however, reaches beyond the individuals answering emails or participating in meetings. A request may require input from inventory specialists, technology professionals, warehouse leadership, or other departments before a solution can be implemented. Through that collaboration, customers gain access to the collective expertise of the organization rather than relying on a single point of contact to have every answer. A Fulfillment Partnership Takes an Entire Team As brands grow, the demands placed on their distribution partners become increasingly sophisticated. New retail relationships introduce unfamiliar requirements, changing order patterns call for thoughtful planning, and evolving technology creates opportunities for greater visibility. Meeting those demands requires people who understand how individual decisions influence the larger operation. The associates working inside a distribution center remain essential to Barrett's success. Alongside them, office-based professionals contribute the analysis, communication, coordination, and judgment that allow fulfillment operations to function cohesively. Their work rarely appears in an unboxing video or a photograph of a busy warehouse. Customers experience its impact nonetheless, through clear communication, informed decisions, and dependable execution. A warehouse moves the products. The people throughout the organization help move the business forward. Looking for a 3PL that takes the time to understand your business? Start a conversation with Barrett Distribution Centers.

A competitive fulfillment quote can be persuasive, particularly when rising expenses are putting pressure on margins. But the true cost of a third-party logistics partnership rarely becomes apparent during the proposal stage. It reveals itself through everyday execution, unexpected charges, retailer requirements, and the provider's ability to accommodate a growing business. Choosing a 3PL based primarily on price can deliver immediate savings while introducing considerably greater expenses down the road. When Lower Rates Come With Hidden Costs Comparing fulfillment proposals requires more scrutiny than examining storage and handling rates. Pricing structures vary, and seemingly minor differences can accumulate as order volumes increase or distribution requirements evolve. Dan Klenkar of Barrett Distribution Centers cautions brands against making price the deciding factor. “Anyone who typically chooses to pick the lowest cost provider is gonna be making a change before they know it because they didn't dig into all the details.” A warehouse may offer attractive rates but lack experience with complex retailer requirements. Another provider might quote inexpensive storage while introducing additional charges for specialized handling or seasonal fluctuations. Once inventory has been transferred and operations are underway, discovering those limitations becomes considerably more expensive. Look Beyond the Warehouse Invoice Fulfillment costs extend across the entire supply chain, from inbound transportation and inventory storage to order processing and final delivery. Klenkar emphasizes the importance of evaluating “the entire supply chain from source to delivery” rather than concentrating on one expense. Consider a warehouse with exceptionally low storage rates but a location that increases transportation distances. The initial savings may gradually disappear into higher shipping costs. Equally important is pricing transparency. Klenkar identifies clear expectations as a cornerstone of effective 3PL relationships, advocating for

In logistics, problems rarely arrive at convenient moments. A shipment requires clarification, an order needs attention, or a customer discovers an inconsistency that cannot afford to linger. What follows often reveals more about a third-party logistics provider than months of uninterrupted fulfillment. The characterization is not necessarily whether something goes wrong. Even experienced operations encounter unexpected circumstances. What separates a dependable fulfillment partner from a frustrating one is the willingness to assume responsibility when an issue surfaces. At Barrett Distribution Centers, that philosophy has a name: One Call Resolution. Accountability Should Not Require a Follow-Up Few experiences erode confidence faster than repeatedly explaining the same problem to different people. An initial inquiry becomes another email, another conversation, and eventually another responsibility competing for the customer's attention. For brands entrusting their inventory and customer relationships to a 3PL, those exchanges carry consequences beyond inconvenience. Every unresolved concern consumes time that could otherwise be devoted to merchandising, product development, or pursuing the next opportunity. Adam Robertson , Barrett's Vice President of Customer Experience, describes a fundamentally different expectation. “When a customer reaches out to us, they only need to reach out once and they know we will own the issue.” The concept does not promise that every situation will be resolved immediately. Some matters require investigation, coordination, or additional communication. Instead, One Call Resolution establishes something more enduring: once Barrett receives a concern, the responsibility for pursuing a resolution belongs to Barrett. Customers should participate in resolving important issues without having to become the people managing the resolution itself. Service Is a Company-Wide Responsibility Although customer experience is frequently associated with account managers and support representatives, fulfillment performance depends on people throughout the organization. A warehouse associate identifying an inventory discrepancy, a supervisor responding to an unexpected request, or a technology specialist investigating an integration concern can all influence the quality of a customer's experience. Recognizing that interconnected responsibility, Barrett has trained more than 200 employees in its One Call Resolution philosophy, extending the principle beyond customer-facing positions. Robertson emphasizes the importance of making customers feel that Barrett is “not only responsive, but we're extremely accountable.” Responsiveness initiates the conversation. Accountability determines what happens afterward. A prompt acknowledgment has limited value when the underlying concern remains unresolved. Meaningful service requires someone to carry the issue forward, coordinate the necessary resources, and remain engaged until there is a satisfactory outcome. Listening Is Only Valuable When Something Changes An organization can sincerely welcome customer feedback and still fail to act on it. Surveys may produce impressive reports, while recurring frustrations quietly persist. Barrett approaches feedback as an ongoing responsibility rather than an occasional measurement exercise. According to Robertson, the company conducts customer surveys twice annually and reviews the findings across its management and operational teams. Critical feedback becomes a documented case that remains open until the identified concern has been addressed.  If a customer requests improved reporting, for example, that feedback is not simply recorded as an observation. It becomes an item requiring follow-through. This approach reflects a broader understanding of customer relationships. Expectations change as brands introduce products, expand distribution channels, and encounter new demands. A fulfillment partner must be prepared to listen carefully and respond constructively as those needs develop. The Relationship Is Tested When Something Goes Wrong Reliable fulfillment will always depend on accuracy, consistency, and sound execution. Yet the strength of a partnership also emerges in less predictable circumstances, particularly when a customer needs assistance and cannot afford to spend the day searching for answers. For brands evaluating a 3PL, service deserves the same scrutiny as warehouse capacity, technology, and pricing. An impressive distribution network matters, but so does knowing that the people responsible for your operation will remain accountable when circumstances become complicated. Ultimately, the measure of customer service is not how confidently a company promises support. It is how consistently that promise translates into action. A good 3PL answers your call. A great fulfillment partner makes sure you do not have to keep calling about the same problem. Looking for a 3PL that takes the time to understand your business? Start a conversation with Barrett Distribution Centers.