A provider switch can have different causes: a missing service, unclear responsibilities or a scope that no longer fits. Start with the problem the switch should solve. PROWERB combines procurement, finishing, warehousing, shipping, campaigns, end-customer support and shops. Assess against your current workflow whether you need that chain together or only a part of it.
Describe one current problem and the improvement you want. If only a specialist service is missing, an additional partner may suffice. If responsibilities are unclear, first assess better handover rules in the existing setup. A combined operator such as PROWERB is an option when several required stages need bringing together. Compare the benefit with migration effort, contract terms and access to your data after the contract ends.
The matrix lists checks, not blanket characteristics of every provider. Scope, interfaces, price and approvals must be stated in the specific offer.
| Starting point | Check first | Relevant comparison |
|---|---|---|
| Warehouse works, specialist service missing | Bounded extra service rather than a complete switch | Compare 3PL and PROWERB against the exception order |
| Creative work stays with agency | Agree operations and approvals | Consider agency and PROWERB together |
| Internal capacity fluctuates | Check avoidable costs and a campaign-only scope | Calculate in-house and outsourcing using your own figures |
| Amazon account and goods are disconnected | Clarify data and responsibilities | Compare agency plus warehouse with a shared operation |
More than 2 million shipments a year leave the warehouses, split across more than a thousand campaigns and ongoing operations. Three examples show how differently that looks:
Brands that run promotional products, POS material, promotions or events and currently coordinate two or three providers for it. The typical switch is from an agency that hands off logistics — or from a 3PL that doesn't cover finishing, kitting & assembly and end-customer contact.
For larger fulfillment takeovers, seven phases lead from master data and contracts through systems and stock transfer to go-live. Around 14 weeks is a possible planning framework, depending on assortment, data quality, interfaces, stock availability and approvals. Individual campaigns and digital projects receive their own project plan.
No. The MEP platform connects existing online shops, ERP and WMS systems. In practice the spectrum ranges from direct interface integration through order-file exchange via SFTP to direct import from a sweepstakes app.
Yes. Some customers use the full operation from shop to end-customer support, others only fulfillment in ongoing operations or only campaign handling. The scope follows the need, not the service catalog.
Three fixed levels: key account management as the strategic point of contact, a campaign team steering promotions and campaigns, operational account management for fulfillment, IT and dispatching.
Describe the service gap, current workflow and desired outcome. We compare the scope you need; parts that work can remain with your existing partner.
