B2B wholesale fulfillment & distribution 3PL

We handle the physical operation
behind B2B wholesale distribution.

Cases and pallets. Retailer purchase orders, routing instructions, labels, freight, EDI, returns, and kitting. That work has to happen every day. We take responsibility for it.

Discuss Your Wholesale Operation See what we handle
Receiving Pallet & case storage Case picking Retailer shipments Labeling Routing Freight coordination EDI Returns Kitting

The problem

Logistics turns into a second business.

Inventory arrives. Someone has to receive it, count it, and put it somewhere. Orders have to be picked. Wholesale customers send requirements. Retailers send routing instructions. Labels change. Freight has to be booked. EDI documents have to move. Returns come back. Someone has to keep track of all of it.

At first companies handle this themselves. Then volume grows, and the operation starts competing with the business for space, labor, time, and management attention.

Your logistics operation should support growth, not become another business your team has to run.

  • Received
  • Counted
  • Stored
  • Located
  • Picked
  • Packed
  • Labeled
  • Routed
  • Shipped
  • Tracked
  • Returned
  • Reconciled

What we handle

One operation, not a vendor for every step.

Receiving, storage, fulfillment, retailer requirements, freight, EDI, returns, and value-added work run inside the same operation. Fewer handoffs, and one place to go when something needs attention.

Stretch-wrapped pallets staged on the warehouse floor in front of open dock doors with trailers backed in.

01

Receiving, storage, and staging

We take inbound inventory into the operation, process incoming goods against your requirements, and prepare stock for storage and fulfillment. Palletized and case-level inventory is stored inside the same building that fulfills it.

The value is not the square footage. It is that your inventory sits where the work gets done.

  • Inbound receiving and processing
  • Pallet and case storage
  • Inventory visibility through receiving, storage, fulfillment, and returns
  • Outbound staging and loading
A warehouse worker in a hi-vis vest lifting a plain corrugated case from a rack pick face onto a pallet.

02

Case picking and wholesale fulfillment

Wholesale orders move in cases and cartons, not single consumer units. Case-level fulfillment is ordinary work here, not an exception someone has to work around.

We prepare orders to your requirements and do the physical work of moving inventory from storage into outbound shipments — unit, case, pallet, or a mix of all three.

  • Case picking
  • Pick-and-pack fulfillment
  • Pallet build and wrap
  • Mixed order profiles
A labeling station: a worker applying a blank label to a corrugated carton beside a thermal printer, label roll, tape gun, and clipboard.

03

Retailer requirements

Retail and wholesale accounts each arrive with their own paperwork. Purchase orders, carton labels, routing instructions, delivery windows, and EDI documents. We work to the requirements that apply to each account.

Freight is coordinated as part of the same operation — we book and manage the moves rather than handing the problem back to you.

  • Retailer shipment preparation
  • Carton, shipping, and retailer-specific labeling
  • Routing requirements
  • EDI support
  • Freight coordination, inbound and outbound
Two workers at a kitting bench assembling components from parts bins into corrugated cartons.

04

Value-added work and returns

We combine products, packaging, inserts, and components into prepared kits to your specification. Assembly work that would otherwise tie up your own floor and your own people happens here instead.

Returned inventory is handled inside the same operation that shipped it, so it does not become a separate process to manage.

  • Kitting and assembly
  • Poly bagging, inserts, and repack
  • Returned inventory handling

Specialization

Wholesale is the operating model, not an add-on.

Wholesale fulfillment requires more than putting products in boxes. A single B2B order can carry cases and pallets, a purchase order, retailer-specific labels, routing instructions, EDI documents, freight coordination, delivery requirements, and chargeback risk.

Pallets staged and moved to the dock.
Cases run, get staged, and go out.

Wholesale-first, not parcel-first

Here, wholesale is the specialization. At a provider built around parcel ecommerce, wholesale is often the exception that has to be handled around the edges of the main operation.

One accountable operation

Receiving, storage, fulfillment, routing, freight, EDI, returns, and value-added work sit together. The alternative is coordinating a warehouse, a freight broker, an EDI vendor, and your own staff separately for a single order.

Practical flexibility, with process

Scale has real advantages. So does a partner that still has room to understand how your operation actually runs. Flexibility here means controlled adaptability, not the absence of standards.

Direct communication

Your team should not have to chase its 3PL for answers, or work through layers of support to resolve an exception. Communication is part of logistics performance, not a courtesy on top of it.

Fit

Built for growing product businesses.

Small and midsize companies selling physical products through wholesale, distribution, retail, and other B2B channels — usually at the point where logistics has outgrown an informal setup.

Manufacturers

Good at manufacturing, uninterested in running a distribution function. Keep manufacturing focused on manufacturing. We run the operation downstream of it.

Importers

Inventory arrives in volume and has to be stored, organized, and distributed to multiple B2B customers. We move it into an operation built to do that.

Growing product brands

Adding wholesale or retail changes what fulfillment has to do. Retailer orders, case fulfillment, labeling, routing, EDI, and freight tend to arrive together.

Distributors & wholesalers

Fulfillment is already central to the business, but internal infrastructure is getting expensive to scale. Add capacity without adding another warehouse to manage.

It is usually time to talk when

  • Warehouse space is filling up
  • Hiring and supervising warehouse labor has become a distraction
  • Wholesale volume is climbing
  • A new retail account brought requirements the current setup cannot meet
  • The current warehouse cannot support EDI or routing
  • Your current 3PL was built for parcel ecommerce
  • It takes several vendors to execute one order
  • You want to expand without building more warehouse infrastructure
  • The founder is still involved in fulfillment
  • Operational complexity is growing faster than internal expertise

How we operate

Professional capability, without the rigidity.

Flexible, with a process behind it

Growing businesses change. Order profiles change. We work to accommodate real operational requirements instead of forcing every account into an identical structure — while still running to clear process and clear expectations.

Communication is part of the job

You should know what is happening, what needs attention, what changed, and what the next step is. We treat responsiveness as an operating requirement, not a personality trait.

Complexity should move away from you

A 3PL should reduce operational burden rather than relocate it. If handing work over creates a new coordination job for your team, it has not worked.

Transition

It starts with documenting the operation, not moving inventory.

Most of the risk in changing providers comes from requirements nobody wrote down. So that is the first thing we do.

  1. 1

    Review the operation

    Products, inventory profile, current facility, order types, wholesale and retail accounts, freight, systems, and where the operational pain actually sits.

  2. 2

    Identify what is complex

    Case and pallet mixes, retailer requirements, labeling, routing, EDI, kitting, returns, and seasonal volume. The parts that need expertise, not just space.

  3. 3

    Define scope and responsibilities

    What we take on, what stays with you, and exactly where the handoffs sit. Service limitations and special requirements get discussed before they become problems.

  4. 4

    Plan the physical transition

    Inventory moves once the requirements and recurring workflows are documented and both sides know who owns what.

The first conversation

What we will ask you.

A useful first conversation is specific. These are the questions that determine whether we are a fit — worth thinking about before you get in touch.

Inventory

  • How does inventory arrive?
  • How is it packaged?
  • How much is typically on hand?
  • How many SKUs are involved?

Orders

  • What order types do you fulfill?
  • Case, pallet, unit, or mixed?
  • What is typical volume?
  • How seasonal is demand?

Wholesale

  • Which customers or retailers do you ship to?
  • What routing requirements apply?
  • What labeling is required?
  • Is EDI involved?

Freight

  • How does freight move today?
  • Who coordinates it?
  • What modes are used?

Current operation

  • Where is inventory stored now?
  • Who performs fulfillment?
  • What is working?
  • What is causing problems?

The decision

  • Why are you considering a change now?
  • What would a good logistics relationship look like?
  • What concerns you about outsourcing?

Questions

Straight answers.

What is APXST Logistics?

A third-party logistics provider specializing in B2B wholesale fulfillment and distribution, based in Houston, Texas.

Do you only provide warehousing?

No. Storage is one part of a broader operation that includes receiving, inventory management, fulfillment, retailer shipments, labeling, routing, freight coordination, EDI, returns, and kitting.

Do you handle ecommerce fulfillment?

Our focus is B2B wholesale fulfillment and distribution. That is the operating model we are built around, and it is where we are most useful.

We have complicated retailer requirements.

That is a reason to talk, not a reason to hesitate. Routing, labeling, EDI, case picking, and freight coordination are part of the type of operation we are built to support. Bring the requirements to the conversation and we will work through them.

Are we too small?

Fit depends on the whole operating profile — storage, volume, order types, handling requirements, and which services are involved. That is what the first conversation is for.

Do you publish minimum order volumes?

No. We would rather discuss fit against your actual operation than apply a universal published minimum that may not mean anything for your order profile.

Will a smaller provider handle us as we grow?

We are built around growing businesses, so future requirements should be part of the evaluation from the start. Capacity gets discussed against your inventory, order profile, handling requirements, and growth plans rather than promised in the abstract.

Will we still know what is happening?

Outsourcing the physical work should reduce how much logistics you have to manage without reducing what you understand about it. You should know what shipped, what needs attention, and what changed.

Switching warehouses sounds painful.

It is a real risk, which is why a transition starts with documenting the operation rather than moving inventory. We review the inventory profile, order requirements, retailer requirements, freight, EDI, returns, and recurring workflows before anything physically moves.

Can companies outside Houston work with APXST?

The operation is based in Houston. Fit is determined by logistics requirements — where inventory comes from, where it needs to go, and what has to happen in between — rather than by where your company is headquartered.

Houston, Texas

Discuss your wholesale operation.

Tell us what you sell, how it moves, and what is causing problems. If we are a fit, we will say so. If we are not, we will say that too.

  • Operation
    10854 Kinghurst Dr
    Houston, TX 77099
  • Category B2B wholesale fulfillment & distribution 3PL

They grow the business. We keep the product moving.

Anything already in play?