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Contract logistics providers · Sales process

Write the steps from the first RFI to go-live, and who owns each one.

A sales process for a contract logistics provider is the fixed set of steps between an RFI and a site running under contract: qualifying, the visit, the data, the design, the price, the contract and the transition. GullySales writes those steps down, with the question to ask and the record to keep at each.

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Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.

A logistics manager and client review a warehouse dispatch

What sales process means

A sales process is the fixed sequence of steps, such as enquiry, site visit, quote and order, that every deal is expected to pass through in the same order. GullySales writes this sequence down for your business and checks that every salesperson actually follows it.

Also for contract logistics providers

Sales and marketing for contract logistics providers, the overview.

Last updated 6 Oct 2026.

For contract logistics providers

Where it usually goes wrong, and what we would do.

  • “Sales hands the design to operations and never hears back”

    Operations disappears into a spreadsheet for weeks. The buyer asks sales for news and sales has none.

  • “The price is built on data nobody verified”

    A client's volumes are an estimate. If the assumptions are not written down and signed off, the contract carries the risk.

  • “Nobody owns the gap between award and go-live”

    The deal is won, sales moves on and the transition team starts without knowing what was promised on the visit.

What we do

What we deliver for contract logistics providers.

Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.

  1. A written process from RFI to go-live

    Each step named the way your team says it, with who owns it, what to ask and what to record.

    Result: A new bid manager runs a bid the way your best one does.

  2. A data request sheet

    SKU master, order profile, inbound and outbound volumes, peaks, returns, packaging, equipment and manpower the client already has.

    Result: The price is built on what the client actually sent.

  3. An assumptions register

    Every assumption behind a price, who supplied it and who on your side signed it off.

    Result: A dispute a year later is settled from the record.

  4. A bid review meeting

    Operations, finance and sales in one meeting before submission, deciding bid or no-bid, the price and the terms you will not move on.

    Result: Nobody sends a bid that operations has not seen.

  5. A clarification log

    Each question from the client or consultant, your answer, the date and the version of the proposal it changed.

    Result: The buyer never receives two different answers.

  6. A handover note to the transition team

    What was promised on the visit, the assumptions, the contacts and the dates, handed to the person who will run the first day.

    Result: The site starts with the commitments already known.

How the result is measured

  • Deals following the process
  • Time spent at each step
  • Drop-off rate by step

Recorded as a baseline before work starts, so every later report has an honest comparison.

Read the full sales process design and implementation page

Steps of a sale

Take a buyer from the first RFI to a site running in six steps.

RFI and qualifying
Log the RFI and ask for volumes, SKU count, location and the decision date. Record who sent it and decide whether to bid before anyone builds a response.
Site visit and data request
Walk the buyer through the site and then send the data request sheet. Record who attended, the questions raised and the data still missing.
Design and pricing
Operations designs the operation from the verified data and finance builds the price. Write each assumption down and have it signed off before the price moves.
Proposal and clarifications
Send the proposal with a cover note and name one contact. Log every clarification and the answer, and keep one version of the numbers.
Negotiation and contract
Settle the points that matter: minimum volume, escalation, liability, payment days and exit. Record who approved any concession and why.
Transition and go-live
Hand the deal to the transition lead with the full record. Record the go-live date, the first review and the contract anniversary for the next sale.

Who it is for

This is written for these contract logistics providers.

  • Dedicated warehousing for manufacturers
  • In-plant and line-side logistics for auto and engineering plants
  • Inbound milk-run and supplier pickup operators
  • FMCG and consumer durables distribution centres
  • Pharma and healthcare 3PLs with temperature-controlled storage
  • Retail and ecommerce replenishment operators
  • Spare parts and aftermarket logistics
  • Reverse logistics and returns processing

Not for

It is not the right fit if.

  • Your company wins by the managing director's relationships and will not hand a step to anyone else.
  • You have no operations head free to join a site visit, so the process would stop at the first step.
  • You quote on data the client has not verified and see no reason to ask.

How it works

How the sales process work runs

The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.

  1. 1

    Study current deal flow

    We trace how deals actually move today, comparing across reps and outcomes.

  2. 2

    Define the stages

    Clear stages and criteria are designed to match how deals genuinely progress and close.

  3. 3

    Configure the CRM

    The process is built into your CRM so it is enforced structurally, not just documented.

  4. 4

    Train the team

    Reps are trained on the new process and why each stage exists.

  5. 5

    Review adoption

    We check after rollout whether the process is being followed and adjust where it is not.

Where this fits

Three pieces of sales work, in this order.

This work sits inside sales process design, at stage 1, prospecting and lead generation. The audit comes before it, and sales management keeps it running.

  1. Step 1

    Sales audit

    Find where deals are being lost and what to fix first.

    Start here if you cannot say where orders are lost.

  2. Step 2 · you are here

    Sales process design

    One written way to sell, from first enquiry to repeat order.

    Start here if every salesperson sells differently.

  3. Step 3

    Sales management

    A target, a review routine and someone who owns the number.

    Start here if the team has targets and no routine.

Tell us what you need Your brief is read before we call. Scope, fee and term in writing.

FAQ

Questions owners ask before they call.

Not here? More answers, or ask on WhatsApp.

Tell us what you need
Who should lead the site visit, sales or operations?
Sales hosts and operations leads. The buyer's questions about racking, safety and handovers are for the site head, and a salesperson's guess is remembered. Record each unanswered question and send the answers in writing afterwards.
When do we give a price?
After you hold the client's data, not before. Share the pricing structure early if asked, and keep the numbers until the volumes are checked. A rate quoted to an unverified profile becomes the floor for the negotiation.
The buyer only wants the lowest rate per pallet position. What do we do?
Put your bid next to the real cost of the other options: handling charges, minimum volumes, damage terms and what is left out. Show total cost on the buyer's own volumes. If the buyer still buys only on rate, decide whether you want the work.
What must we write down from a site visit?
Who came, what they asked, what they saw, what they liked and any data they promised. Add the next step and its date. Without the note, a visit that lasted half a day leaves nothing for the next person to use.
How long is the contract?
The term is agreed in writing after we have spoken, along with the fee and the reporting. It is never a default twelve months, and renewal is decided on the numbers against the baseline recorded at the start.
How soon will we see results?
It depends on the trade, the channel and what is already in place. After we have read your brief and spoken to you, we say what we would expect to move first and how it will be measured against the baseline. Nothing here is guaranteed.
Who will actually do the work?
The person you speak to before anything starts. We work from one office in Nagarbhavi, Bengaluru, with no account managers in between.
What do you need from us?
Your brief, and a conversation. After that, access to whatever this work touches, such as your website, your accounts or your enquiry record, and time with the people who handle your enquiries.
What if we are not happy with the work?
Tell us and the plan changes. Everything is reported against the baseline, so a number that is not moving is visible to both sides. The term is in your written scope, and the refund and cancellation policy sets out the rest.

From the blog

Further reading for contract logistics providers.

All articles

More for contract logistics providers

Everything else we would do for you.

Closest to this: sales craft

Also for contract logistics providers

Or start from the overview: sales and marketing for contract logistics providers.

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