Sound Familiar?
The Freight’s Moving Through You. The Cash Is Stuck Sixty Days Behind It.
Right now you’ve settled carriers on loads the shipper hasn’t paid you for yet. Warehouse staff and a lease due this week against contract invoices that won’t clear for two months. A national account on the table that needs more working capital than your cash can float. And a shipper who just stretched you from Net-30 to Net-60 because they can. None of that is a volume problem — the freight’s moving through you. It’s capital stuck between the service you delivered and the day the contract pays.
If every shipper invoice you’ve earned but haven’t collected were working instead of waiting — how many more lanes could you run at once?
Bobby’s Take
I talk to brokers and 3PLs every week who turn down accounts they could run, because their capital’s tied up in contract receivables they’ve already earned — carriers paid, service delivered, shipper sixty days out. That’s not a demand problem; it’s a financing problem, and it’s the most fixable one in the business. One file reaches the lenders who fund around contract receivables and Net-60 terms instead of balking at them, structures the A/R, the facility, and the working capital together, and brings it back in days. You keep the freight moving; we handle the capital. So picture next quarter with the receivables advanced the same week and the capital to onboard any account — what does this operation run that it can’t right now?
Bobby Friel, Founder, Basecamp Funding · 20+ years in banking and finance
The Real Problems
The Real Problems in Your Network — and What Solves Each One
| What it costs you | What solves it | Typical range | Speed | |
|---|---|---|---|---|
| Net-30/60/90 shipper terms | Service delivered, cash two months out — capital locked across every contract invoice. | Contract A/R / borrowing-base line | $250K–$5M | 1–2 days |
| Carrier settlements before payment | You pay carriers and staff weeks before the shipper pays you. | Working capital or line of credit | $250K–$5M | 1–2 days |
| Warehouse / facility equipment | Racking, conveyors, forklifts, and automation tie up cash. | Equipment financing (asset-secured) | $250K–$5M | Days |
| Outgrowing the facility | Leasing the distribution center — capped capacity, no equity. | Owner-occupied CRE | $250K–$20M+ | Weeks |
| Onboarding a national account | Setup, inventory, and labor before the first invoice clears. | Purchase order / contract financing | $250K–$5M | Days |
| Peak-season surge | Volume triples before the revenue lands — under-capacity or over-extend cash. | Revolving line of credit | $250K–$5M | Draw as needed |
| Shipper stretches your terms | A customer moves you Net-30 → Net-60 — your cash cycle just got longer. | A/R line | $250K–$5M | 1–2 days |
Larger lines available when revenue, cash flow, and story qualify. Own the trucks? That’s our Trucking hub — equipment and freight factoring for carriers and fleets.
Cargo, warehouse, and commercial insurance for your operation → InsuranceService365.com (29 states).
The Numbers That Matter
The Intermediary’s Cash, Stuck Behind the Shipper
$2.6T
U.S. business logistics costs reached this in 2024 — about 8.7% of GDP, the freight, warehousing, and inventory spend moving through carriers, brokers, and 3PLs.
CSCMP State of Logistics Report, 2025
Net 30–60
what shippers pay brokers and 3PLs, while carriers expect payment in 15 days or less — the intermediary fronts the gap for weeks.
Freight industry payment data, 2025
1,000+
U.S. freight brokers closed in a single year amid cash-flow pressure — the cost of fronting the gap without the right capital.
CSCMP State of Logistics Report
Capital Stacking
One File. The Whole Operation Funded.
Most logistics operators need more than one thing to take on a bigger account — contract A/R to free the receivables, facility and material-handling capacity to run the volume, and working capital to cover carrier settlements and labor until the shipper pays. A bank looks at each piece alone and prices the whole loan at the riskiest layer — usually the receivables it doesn’t understand. A marketplace structures each piece with the lender who underwrites it best, then stacks them into the number the account actually requires.
Funded into the full operation — not whittled down to whatever one bank felt safe approving.
How a $4M national-account onboarding gets funded
Need more than equipment alone? The remainder stacks — for the full structure, see commercial financing.
Operators We’ve Funded
Logistics Operators We’ve Funded
Representative scenarios — illustrative, anonymized figures, not specific client transactions.
Start Here
Find Your Structure in 60 Seconds
Move the slider for your estimated range, then answer three quick questions to lock it in. No documents to start. Soft-pull review — no score impact.
What Happens When You Start
Estimate Your Capital Range
Slide to your annual gross revenue. We size capital off your top line — not your credit score.
Estimated Capital Range
A conservative range based on 10-15% of annual revenue — many businesses qualify for more with strong receivables or assets behind them. Lenders return real term sheets once they see your file.
60 seconds · No obligation · Estimate only
What an operator hears every week
“If you’re turning down accounts because your cash is stuck in shipper receivables, you don’t have a volume problem. You have a financing problem.”
Bobby Friel · Founder, Basecamp Funding
Why Us
Why Logistics Operators Fund With Us Instead of Their Bank
The Real Cost
Where Could Your Operation Be Right Now?
It never shows up on a term sheet — but every week the capital isn’t in place, it compounds. If capital set the pace instead of capping it — where would this operation be a year from now?
Structure Your Capital Plan →Tax Strategy
Section 179 + 100% Bonus Depreciation on Your Facility & Equipment
If last year was strong and you’re about to write a check to the IRS — stop. Acquire qualifying equipment with as little as 10% down, finance the rest, and write off the full purchase price in year one. Section 179 covers it up to the annual cap; 100% bonus depreciation — made permanent in 2025, with no cap and no income limit — carries the rest.
At the top bracket, a first-year deduction that size can produce tax savings that exceed the total interest cost of financing the equipment — and several times the cash you put down. For an established business with strong cash flow, that’s the difference between funding the IRS and funding your own growth. Your CPA models the exact numbers for your bracket and structure.
Worked scenario · top bracket · illustrative
You put down $100K. The first-year write-off can return more than three times that in tax savings — and you keep the equipment.
Scales with your numbers
Illustrative only. Actual savings depend on your tax bracket, entity type, state conformity, and CPA guidance. Section 179 and bonus depreciation are elections your CPA makes for your situation; above the Section 179 cap, 100% bonus depreciation carries the balance.
Terms reflect credit, revenue, time in business, and each lender. Every file is unique — see what the desk structures for yours in the 60-second qualifier.
Bobby’s Take
“I’ve watched operators write huge checks to the IRS when they could’ve put the automation in the building, written off the full price, and taken the bigger account the same year. That’s not tax planning — that’s leaving capital in federal coffers that belonged in your throughput.”
Bobby Friel · Founder
Avoid These
5 Funding Mistakes That Cost Logistics Operators the Most
Carrying operating costs on cards until the shipper pays quietly eats your margin. A line of credit built for it costs a fraction.
Net-60 on delivered service is capital you can’t deploy. A borrowing-base or A/R line releases most of it for a modest fee and keeps the next account moving.
Vendor financing on racking and material-handling equipment often runs above competitive rates — compare before you sign.
Years of rent build no equity. When the lease comes up, owner-occupied CRE can put the building on your balance sheet.
Taking a national account with sixty days of capital means scrambling on day 61. Fund the full ramp.
Put It to Work
Use Your Capital For
01Contract receivablesSee howLess“How much of your cash is sitting in delivered service the shipper hasn’t paid for yet?”
A borrowing-base or A/R line that advances most of it and recycles it into the next account.
Structure this02Carrier settlements & payrollSee howLess“What covers carrier pay and warehouse labor this week when the shipper pays in sixty days?”
Working capital or a line of credit to bridge the gap.
Structure this03Warehouse & material-handling equipmentSee howLess“What throughput could you add if the racking, conveyors, and forklifts were funded?”
Equipment financing, asset-secured, Section 179 deductible year one.
Structure this04The distribution centerSee howLess“When the lease comes up, are you signing it again — or buying the building this time?”
Owner-occupied CRE; equity in the facility you operate from.
Structure this05Onboarding a national accountSee howLess“What’s the account you’d bid if setup and inventory capital weren’t the ceiling?”
PO / contract financing for the launch, funded around the Net-60 cycle.
Structure this06Peak seasonSee howLess“What’s the Q4 surge worth if you had the capital to staff and stock for it?”
A revolving line to ramp before the revenue lands.
Structure this07Staff & operationsSee howLess“What could you take on if a second facility were staffed before the revenue arrives?”
Working capital for ops, dispatch, and warehouse labor.
Structure this08The bigger networkSee howLess“What account would you bid if onboarding capital weren’t the ceiling?”
A stacked structure sized to the contract.
Structure this09Technology — TMS / WMSSee howLess“What would transportation and warehouse management software return if it were funded today?”
Equipment or working capital for TMS, WMS, and visibility tools.
Structure this10Coverage capacitySee howLess“Is your working capital strong enough to carry the cargo and liability coverage a bigger account requires?”
Working capital behind the coverage the account demands. (We fund the working capital; insurance through InsuranceService365.com.)
Structure this11Slow seasonSee howLess“What carries the operation through the slow months so you keep your team?”
A revolving line for seasonal gaps.
Structure this12Debt consolidationSee howLess“What would your monthly cash position look like if the high-cost advances and equipment loans were one payment?”
Consolidate now; once payment history is built, the lender’s rate-review can improve terms — get funded now, optimize later.
Structure thisFunding by the Size of the Need
Funded at Every Stage
One application, multiple lenders — and a prepared file funds in days, whether the need is $250K or $20M+.
How It Works
From Qualifier to Funded in Five Steps
No paperwork avalanche. No bank lobby. No guessing.
Qualify
A few questions about the business, right here. No documents to start.
Application
A soft credit pull and a quick document review to pre-underwrite the file.
Matched to the Right Lenders
The specialist lenders who fund your business - the right lender on each piece.
One Advisor, Real Term Sheets
Your advisor brings back real term sheets, not estimates, and walks the structure.
Structured & Funded
Accept the structure that fits, sign digitally - funded in days, not months.
For the application, have ready
Under two years in business, or the returns show a loss? We can structure on bank statements alone.
Full Transparency
What Kills Your Qualification — and What Doesn’t
Most lenders won’t tell you this up front. We will.
By Sector
Funding by Logistics Sector
Every sector — tailored options.
Contract-receivable underwriting, or asset-secured facility and equipment — funded around how the cash actually moves.
Recommended Products
The Products Logistics Operators Fund With
Matched to how the cash actually moves — and stacked into the full number when one isn’t enough.
Working Capital
Carrier settlements, labor, and the lease before the shipper pays.
Invoice Factoring
Advance your contract receivables instead of waiting Net-60.
Purchase Order Financing
Fund the setup and inventory to onboard a contract before the first invoice clears.
Business Line of Credit
Draw for peak season, repay as contract invoices clear.
Equipment Financing
Racking, conveyors, forklifts, sortation, and automation.
Commercial Real Estate
Buy the distribution center instead of leasing it.
FAQs
Logistics Financing — Questions Operators Ask
Monthly revenue, time in business, and cash-flow stability are the primary drivers. Credit is one factor — many lenders here use revenue-first underwriting, so strong performance can offset a less-than-perfect profile.
Yes. This hub is built for the intermediary and facility side: brokers, 3PLs, forwarders, and warehouses. Capital is structured around your contract receivables and operating cycle, not truck collateral. (If you own the trucks, see our Trucking hub.)
A borrowing-base or A/R line typically advances against your shipper invoices within a day or two, so cash you’d wait Net-60 for funds the next account now.
Working capital or a line of credit bridges the gap between the costs you front and the invoice that clears in 60 days.
Yes. Equipment financing covers racking, conveyors, forklifts, and automation ($250K–$5M, asset-secured, Section 179 available); owner-occupied CRE lets you buy the distribution center instead of leasing.
Yes. PO / contract financing covers inventory, labor, and setup for a large contract before the first invoice clears.
A revolving line of credit is usually the most flexible — draw to ramp, repay as the season’s invoices clear.
No. A soft-pull review has zero impact on your FICO. A hard pull only happens if you choose to move forward with a specific lender’s offer.
The Operator’s Guide
Logistics Financing, the Way the Cash Actually Moves
Why banks misread a logistics operation
Here’s what banks don’t understand about a logistics operation: your money is always in the network. In service delivered but not yet paid. In a contract invoice sitting on Net-60. In carrier settlements and payroll that went out before the shipper paid. That’s not bad management — that’s logistics. The lenders here fund around the cash-conversion cycle, not against it.
Every week I talk to brokers and 3PLs turning down accounts because the capital’s stuck in receivables. That’s a financing problem, and it’s fixable — usually with one application and the right structure.
Every sector, funded around the cash cycle
Freight brokerage, 3PL and fulfillment, warehousing and distribution, cold storage, freight forwarding, customs brokerage, drayage and intermodal, cross-dock, LTL consolidation, e-commerce fulfillment, supply-chain management — every intermediary and facility operation, funded around how the cash actually moves. A borrowing-base line that advances contract receivables. Equipment financing for racking, conveyors, and automation. Owner-occupied CRE so you own the distribution center instead of renting it. The capital matched to the operation, then stacked into the full number. (Own the trucks yourself? That’s the Trucking hub — equipment and freight factoring built for carriers.)
If you’re staring at an account you can’t onboard, if the warehouse is bursting and the automation would double throughput, if a shipper just stretched you to Net-60 and carrier settlements are due — start the review. A few minutes, soft-pull, no score impact. Most operators hear back within hours.
