Area 01
Customs and trade compliance
Who files, on whose authority, and what happens the week a classification is challenged. Tariff volatility has made this the fastest-moving line in a landed cost and the one most shippers cannot evidence.
Logistics, freight and 3PL
A rate request is a price comparison with your name on it
Freight forwarding, 3PL, warehousing, customs brokerage. The enquiry arrives asking for a number, your operations team spends an afternoon building one, and the shipper puts it in a column next to two others. RampFunnels builds the thing that arrives before the rate request does.
Not open yet. Ours scores your own funnel, and it is the fastest way to judge one of these from the other side.
What it costs them
Four places a shipper loses money without seeing a rate change.
- Customs exposure
- Carrier concentration
- Inventory position
- Landed cost
Where the work comes from
Every route into your business ends with a request for a price
Relationships, a directory listing, somebody dialling. Three sources, and two of them deliver a shipper already holding a spreadsheet with three columns in it.
The qualification step is the quotation. Somebody prices a lane, checks capacity, and sends a number back inside a day, for a shipper who has not said what their current arrangement costs them or why they are looking. Much of that work goes on enquiries that were collecting a third quote to keep an incumbent honest.
94% of buying groups rank their preferred supplier before they make contact, and buy from that favourite 77 to 80% of the time (6sense, 2025 Buyer Experience Report, n above 4,000). By the time an RFQ lands in your inbox, the ranking already happened somewhere you were not present.
Today
A lane, a volume, and how soon you can price it.
Three forwarders get the same email. The cheapest number wins.
Instead
A figure for what their supply chain is leaking.
Customs exposure, carrier concentration, stock in the wrong place.
Rate is the only axis a shipper can compare without help. Give them a second axis and the comparison stops being arithmetic.
What we would build
A diagnostic that ends in a number they owe, not a number you charge
Working name: the Landed Cost and Supply Chain Risk Audit. A diagnostic assessment with a calculator on the end of it, which is the pairing this sector has almost none of.
Area 02
Carrier concentration
How much of their volume sits with one carrier on one trade lane, and what the fallback actually is. Most shippers answer this from memory and are wrong by a wide margin.
Area 03
Inventory positioning
Where stock sits against where demand lands, how often it moves twice, and what they pay in expedited freight to correct it.
Area 04
Total landed cost
Freight, duty, handling, demurrage, insurance, finance on stock in transit. The rate is one line of it and usually not the biggest.
Sophisticated versions of this exist for shippers large enough to have a supply chain director. At the tier you sell to, the September 2026 census behind this site found nothing running at all. That is the whole opportunity and it is also the reason to be careful: nobody has proved the wording for you.
What the shipper gets
A figure their finance director will ask them to explain
The audit returns a leakage estimate built from figures the respondent enters: their volumes, their lanes, their expedited freight last quarter. The report states whose numbers they are. We do not supply an industry average and call it theirs.
Underneath the figure is the ranking that makes it useful: which of the four areas is costing the most, and what order to fix them in. A shipper with nearly all of a lane on one carrier has a different first move from one sitting on stock in the wrong warehouse.
The routing
A high leakage figure and a live tender reach a calendar. Everyone else gets a sequence about the area they scored worst on.
That is the part that decides whether this earns anything. A customs-heavy shipper and an inventory-heavy one get different emails, because they answered different things, and neither gets the one about warehousing you sent to the whole list last March.
On the peer comparison: it is real once a few hundred shippers have answered, and not before. Until then the score stands against a model your commercial director signed, which is a defensible thing to publish and an honest one to describe.
Your traffic
Both of your channels currently ask a stranger for a price
Outbound
An email asking a shipper for 30 minutes competes with every other forwarder’s. One asking what their expedited freight cost last quarter does not.
SEO
Search in this sector is dominated by rate and route queries, which arrive ready to compare and ready to leave.
Packages
Three packages, fixed scope, nothing open ended
One instrument, the funnel around it, or the programme with the responses read every month.
The third one matters more here than in most sectors, because the peer comparison only becomes worth anything once somebody is reading what comes back.
Prices are not published yet because they are not final. When they are, they go on the pricing page as numbers, not a form.
What is in each packageQuestions
What forwarders and 3PLs ask first
Most of them cannot, which is the opening rather than the obstacle. The audit does not ask for a figure, it asks a dozen things they do know: how many carriers, how often stock moves twice, who files the entry. The figure comes out of the scoring, and being handed a number you could not produce yourself is the reason people finish it.
Your turn
Stop quoting into a spreadsheet you cannot see
Ours scores your funnel on the four things that decide whether traffic converts, and the report names the one costing you the most leads.
Not open yet. When it opens, the score and the report are yours whether or not we ever speak.