Enterprise business development for logistics and warehousing technology
Selling logistics, inventory, and warehousing technology means reaching the supply chain and operations leaders under constant pressure to move faster, cut cost, and see their inventory in real time. Our senior team engineers credible, executive-level conversations inside shippers, 3PLs, distributors, and manufacturers, uncovers the real initiative and its timing, and turns access into qualified pipeline.
Our senior-led model combines targeted account research, direct executive engagement, market intelligence, and deal orchestration. It is built for complex, high-value sales where the buying window may take months, or years, to emerge.
Supply chain leaders are buried in operations. They don't take cold pitches.
Supply chain buyers are stretched thin and pitched constantly.
- Who decides: VPs of supply chain, logistics, and distribution, warehouse and operations leaders, and the IT owners behind WMS and TMS
- What they need: a real conversation about fulfillment, inventory accuracy, transportation cost, and the operational stakes behind a buying decision
- What it takes: senior operators who can hold that conversation, not a junior rep working from a script
We monitor the accounts and market segments that matter to your business
Six ways we find and develop enterprise supply chain technology opportunities other programs never reach.
Supply chain and operations leaders
We reach VPs of supply chain, logistics, and distribution, warehouse and fulfillment leaders, and the IT owners inside shippers, 3PLs, and distributors evaluating technology, and uncover the initiative, decision dynamics, and timing before your team engages.
Peak, growth, and network triggers
We find the accounts where a new facility, a peak-season failure, a network redesign, or a growth mandate has made new logistics or warehousing technology urgent, before it becomes an RFP.
Displacement and renewals
We find incumbent WMS, TMS, and inventory platform renewal timing and map the steps to be in the next deal, positioned to displace an entrenched vendor instead of locked out.
Stalled and dormant accounts
We revive no-decision and stalled supply chain technology opportunities, learn the real reason they went quiet, and rebuild the path to a decision.
Market intelligence and industry shifts
We track the market intelligence and industry shifts that reshape your selling landscape, from regulation and consolidation to new categories and buyer priorities, so your team sees what is changing before it reaches the pipeline.
Technographic intelligence
Technographic data lets us laser-focus on the right challenges, reading the vendor changes, announcements, and acquisitions that reshape each account and open a window to engage.
The intelligence that actually moves a logistics deal
Our work surfaces what dashboards cannot:
- How operations really evaluates technology
- The integration, uptime, and peak-season risk concerns that stall deals
- The incumbent and integrator frustrations no one admits on a demo call
- The politics between supply chain, operations, and IT
This is the difference between booking a demo and understanding how operations actually buys.
What your team receives
When an opportunity is ready for sales engagement, your team gets an analyst-grade report: the account landscape, background, signals, recommended actions, and a journalistic record of the conversations, so you know exactly what was said.
- Account-level intelligence
- Stakeholder and incumbent context
- Documented buyer conversations
- Clear next steps and prepared introductions
- Timing, obstacles, and a real-time read on the supply chain landscape around this account
We stay close to the account through long buying cycles and changes on either side of the relationship.
Led by MariAnne Vanella, Founder & CEO. MariAnne created the Framework of Access™ and has built executive-access programs for global technology companies including HP, SAP, Hitachi, and Nokia. Meet MariAnne →
We partner with you. We are industry-informed, plugged in, and have behind-the-curtain access that makes the difference, including the project management office. The PMO sees every initiative, timeline, and vendor decision before it goes public, and we know the PMO. We don’t throw a report over the wall and walk away. We stay in it with you, and our engagements last 7 to 10 years on average, some longer.
Logistics and warehousing sales, answered
Who do you reach inside supply chain buying organizations?
The people who actually decide: VPs of supply chain, logistics, and distribution, warehouse and operations leaders, chief supply chain officers, and the IT and procurement stakeholders on the buying committee.
What kinds of logistics and warehousing technology do you sell for?
We work across the supply chain landscape: warehouse management (WMS), transportation management (TMS), inventory optimization, supply chain visibility, order and fulfillment, and warehouse automation and robotics, adapting the conversation to each buyer's world.
How is this different from an SDR or lead-gen agency?
Supply chain leaders are buried in operations and ignore generic outreach. We open with their world: fulfillment rates, carrier costs, inventory accuracy, and peak readiness. That earns a conversation with the people who run the floor and own the budget.
Can you find companies actively evaluating a WMS, TMS, or inventory solution?
Yes. WMS and TMS evaluations follow new distribution centers, rising freight costs, peak-season failures, acquisitions, and new supply chain leadership. We track those signals and confirm with operations and IT leaders when a change can actually happen.
Do you help displace an incumbent WMS or TMS?
Yes. Warehouse and transportation systems are deeply embedded, so we look for the openings: contract renewals, failed peak seasons, new facilities the incumbent cannot support, and integration pain. We find those accounts and the operators ready to push for change.
Do you use software or people?
Both. Our AI stack watches facility expansions, freight trends, leadership changes, and platform renewals. Our senior operators then talk fulfillment and inventory accuracy with the supply chain leaders who decide. 100% US-based, no offshore, no scripts.
Who is this built for?
WMS, TMS, inventory, visibility, and warehouse automation companies selling to shippers, 3PLs, retailers, and manufacturers, where complex operations and timing make senior access decisive. It pairs with our Framework of Access and Deal Orchestration to turn access into closed revenue.
Do you provide outsourced business development or lead generation for logistics and supply chain technology companies?
Yes. We are a senior-led, outsourced business development partner for WMS, TMS, inventory, and supply chain technology companies, not a junior SDR or lead-gen shop. We build qualified pipeline by reaching supply chain, operations, and IT leaders directly and developing real opportunities.
How do you sell WMS and TMS software to supply chain leaders?
We speak operations. Supply chain and warehouse leaders care about fulfillment, inventory accuracy, transportation cost, and uptime, so we hold that conversation, confirm the real initiative, and navigate the operations, IT, and finance stakeholders involved.
How long is the supply chain technology sales cycle, and how do you shorten it?
Deals stall around integration risk, peak season, and competing operational priorities. We shorten the path by learning when a buyer can actually make a change, entering before the evaluation, and keeping the opportunity moving through busy seasons and leadership changes.
Do you understand peak season and operational timing?
Yes. We know most operations will not change a WMS or TMS in the middle of peak, so we plan outreach and timing around the operational calendar and position your solution for the windows when change is possible.
This is what your team actually receives
Every engagement produces an analyst-grade Account Intelligence Brief. Below is a redacted sample, and you are only seeing a fraction of one.
Meridian Logistics is evaluating a WMS and TMS replacement across multiple distribution centers. Peak-season failures and labor-cost pressure have made this a board priority, and the new VP of Supply Chain owns it.
The economic buyer is the COO. The real owner of the pain is the Director of Warehouse Operations. The decision is gated by IT integration, and procurement has flagged an incumbent contract.
A peak-season fulfillment failure has pushed this to the top of the agenda, and the incumbent contract renews in under two quarters, opening a displacement window before the RFP is written.
The incumbent is entrenched but rigid; prior rollouts stalled on integration and floor adoption, which is where the last two attempts died.
“80% of our large deals that closed over this year started with you.”
Telecom technology client
We engineer access in adjacent enterprise markets
The Framework of Access works the same way across verticals. Explore ERP, operational technology, and the Persistent Market Scan.
Are we a fit?
We go deep on a small number of enterprise relationships, which makes us a strong fit for some companies and the wrong choice for others. We would rather tell you which, early.
- ✓You sell an enterprise platform
- ✓Your sales cycle runs six months or longer
- ✓Your deals are high-ACV and multi-stakeholder
- ✗Smaller SaaS platforms
- ✗Single-user or self-serve tech
- ✗Transactional, low-complexity models
Reach the supply chain buyers your competitors can't
A brief, no-pressure conversation about the Framework of Access and what senior-led business development would open up in the logistics and warehousing market.
Senior-led B2B business development and opportunity creation for enterprise technology. Founded 2001.