Articles by 📦 Jeremy
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📦 Jeremy Bodenhamer 📦 shared thisGreat opportunities for anyone looking.📦 Jeremy Bodenhamer 📦 shared thisThis week I'm LASER focused on hiring three critical roles to keep up with fast growth: 1) Strategic Site Placement Lead, 2) Logistics Manager, 3) Logistics Shift Supervisor Strategic Site Placement Lead: This person would work directly with me and our GM of Field operations on where Vale shows up next across Seattle and beyond. https://lnkd.in/gG2XD8Dy Logistics Manager https://lnkd.in/gUbpV-XB Logisitcs Shift Supervisor https://lnkd.in/g4cfBGxS If you know someone please DM me or tag them. I didn't start Vale because I wanted to make more money. I started it because, after a health scare, I discovered matcha and felt a calling to make it accessible to everyone. Vale is growing because people genuinely love what we're building. Vale sources tencha and matcha directly from family tea farms in Japan. One of our growers visited Seattle last week, toured our production facility, and left us a handwritten note committing his next harvest to Vale and thanking us for our work to bring matcha to a broader audience and requested we bring one of our Vale Machines to Japan. Our drinks are created by a Michelin-trained chef. Our team includes veterans, first generation immigrants, engineers, students, and matcharistas, all working together to build something special in our hometown. We're planning to hire thousands of people across the Seattle region and nationally over the next five years. And if you haven't tried Vale yet, stop by one of our matcha bars and see what the line is about or grab some "At Home Matcha" at www.valematcha.com
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📦 Jeremy Bodenhamer 📦 posted thisThe Fulfillment Cost Stack (that most operators don't fully track): Layer 1: Shipping Cost What you pay carriers. This is the only layer most teams measure and usually only in part. Layer 2: Labor Cost Warehouse wages + benefits per unit shipped. Often hidden in "operations overhead." Layer 3: Real Estate Cost Rent or mortgage, utilities, insurance, allocated per unit. Rarely tracked at unit level. Layer 4: Technology Cost Software, integrations cost (both internal and external), maintenance. Often buried in IT budget. Layer 5: Error Cost Returns, reshipments, customer service. Almost never measured accurately. Layer 6: Opportunity Cost What you *could* have made if fulfillment was faster/cheaper/better. Invisible. Most operators measure Layer 1 (shipping cost) while ignoring Layers 2-6. The best operators track *total fulfillment cost* and know the per unit contribution and aim to improve the entire stack. That's where real margin expansion happens.
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📦 Jeremy Bodenhamer 📦 posted thisThe Freight Profitability Blindspot (Candy Distributor) When You're Charging $150 But It Costs You $600 Distribution company showed me their freight pricing. Some customers pay flat rates. Some pay actual cost. Some pay cost + markup. All perfectly logical. Until you look at the P&L. Customer A: Pays $150 flat rate for freight. Actual cost: $600 (3 pallets @ $200 each). Net freight position: -$450 per shipment. They're losing money on every box they ship to this customer. But they don't know it. Because their systems don't connect: - Sales quotes freight (flat rate in CRM) - Ops ships freight (actual cost in TMS/portal) - Finance pays freight (invoice 30 days later) - Nobody reconciles all three The VP's question: "Which customers are we making money on? Which are we losing on?" He didn't know. And his systems couldn't tell him. This isn't a small company problem. This is a $100M+ distributor with: - 6 distribution centers - Own truck fleet - Sophisticated warehouse automation - Professional IT team But freight profitability is invisible. Why this matters: - You can't fix pricing if you can't see the problem. - You can't negotiate better rates if you don't know which lanes are killing you. - You can't optimize carrier mix if you can't track quote vs. actual vs. invoice. Three-way reconciliation should be table stakes: - What did we quote the customer? - What did we actually spend? - What did the carrier invoice us? If you can't answer all three for every shipment, you're guessing. And guessing isn't a freight strategy. The fix isn't complicated. It's just unglamorous: 1. Connect your systems 2. Track the data 3. Measure variance Then make decisions based on what's actually happening. Not what you think is happening. Freight is too expensive to manage on assumptions. Treat it like the P&L line item it is.
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📦 Jeremy Bodenhamer 📦 posted thisOne of our customers went live in 6 weeks. Not a small operation. They ship 40,000+ orders a month across 3 DCs. How? They made one critical decision up front: "We're going to adopt the platform's best practices instead of trying to replicate our old process." Most implementations fail because customers want the new system to work exactly like the old one. If the old system was optimal, you wouldn't be replacing it. The operators who get results fast: 1. Trust the platform's workflow design (it's been tested with hundreds of customers) 2. Train their team on the new process, not build workarounds 3. Save customization for the 5% of their operation that's truly unique, not the 95% that's standard fulfillment logic Speed comes from adoption. Not adaptation.
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📦 Jeremy Bodenhamer 📦 posted thisHere's the cost most operators don't see: "Connector tax." To run a modern fulfillment operation, you typically need: - ERP (NetSuite, SAP, Acumatica, etc.) - WMS (could be separate or ERP-native) - Shipping software (for label generation and carrier connections) - Audit tool (to catch billing errors) - Analytics platform (to see what's actually happening) - iPaaS or middleware (to make everything talk to each other) Each connection: - Costs money (connector fees, API usage, maintenance) - Adds latency (data isn't real-time) - Creates failure points (when one breaks, everything downstream breaks) - Requires dedicated resources to manage This is the hidden cost of "best of breed" architecture. You may save money buying cheaper point solutions. But you pay it back in integration cost, downtime, and the headcount to manage it all. Are you optimizing for purchase price or total cost of ownership?
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📦 Jeremy Bodenhamer 📦 posted thisThe Wave Release Bottleneck - When One Person's Lunch Break Stops the Warehouse Operations manager told me something wild yesterday: "If Sarah goes to lunch, the warehouse stops." Not hyperbole. Actual operations reality. Here's why: - They tried to automate wave release in their WMS. It failed. Had to revert to manual. - Now one person manually releases waves throughout the day. - She's at lunch? No wave release. Picking stops. Packers wait. Shipping falls behind. Their solution: - Train more people to release waves. - Now three people know how to do it. Redundancy problem solved, right? Wrong. What they actually created: - Three people who can do a task that should be automated - Increased training overhead (every new hire needs "wave release certification") - Process that still requires human intervention 4-5 times per day - Same-day shipping SLA that depends on someone remembering to click a button This is the "hire our way out of a systems problem" trap. The pattern: - System can't automate something it should - Hire person to do it manually - Manual process becomes critical path - Hire backup person for redundancy - Manual process is now "how we've always done it" - Suggesting automation feels riskier than continuing manual work Three signs you're stuck in this loop: 1. You have "backup people" trained to do tasks a system should handle 2. Vacation schedules require operational coordination 3. "What if [person] isn't here?" is a real concern during planning The fix isn't more people. It's better systems. If your warehouse throughput depends on one person remembering to click a button, you don't have a capacity problem. You have an architecture problem. Automate the critical path. Let people focus on exceptions — not executing the routine.
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📦 Jeremy Bodenhamer 📦 posted thisWhere fulfillment infrastructure is headed (next 3 years): 1. Unified platforms replace tech stacks WMS + TMS + audit + analytics in one system becomes standard. The "best of breed" era ends. 2. Autonomy moves from prediction to action Systems won't just tell you what's wrong. They'll fix it automatically with human oversight and approval workflows. 3. Real-time becomes expected Batch processing and overnight syncs die. If it's not real-time, it's broken. 4. Service models evolve Software + expert guidance becomes the standard engagement model. Pure software-only plays struggle. 5. Mid-market eats enterprise $50-500M companies get enterprise-grade capability at 1/10th the cost and 1/5th the timeline. The companies defining these shifts — not just following them — are building 10-year defensible positions. Fulfillment infrastructure is entering its growth phase.
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📦 Jeremy Bodenhamer 📦 posted thisQuick tactic for ops leaders: If you're running multiple DCs, track "cost per unit shipped by fulfillment location" not just total shipping cost. DC #1 might show $4.20/unit DC #2 might show $5.80/unit If you're routing orders purely on "closest to customer," you might be optimizing for delivery speed but hurting unit economics. Factors to consider: - Labor cost per unit by location - Space utilization - Carrier performance by regional lane - Inventory carrying cost by DC Most ERPs don't give you this view. So operators make routing decisions without the full cost picture. Better data = better decisions = better margins.
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📦 Jeremy Bodenhamer 📦 posted this1. Operators are done with "integration projects." They want systems that just work, out of the box. 2. Multi-DC is now table stakes. If the system can't intelligently route orders across locations, it's not viable for mid-market. 3. The "AI" conversation shifted from hype to "show me what it does on Tuesday." 4. Service matters more than ever. Software alone doesn't change outcomes. Engaged vendors do. 5. Customers want to own their operation, not outsource it. Which is why 3PL networks aren't taking share from owned DCs like everyone predicted.
📦 Jeremy Bodenhamer 📦 replied to a comment
1mo
Jordan Grenadier Murphy Nailed it!
📦 Jeremy Bodenhamer 📦 replied to a comment
4mo
Serhii Kniaziev The customer in this example ships 40K+ orders a month across 3 DCs. Not small.
What you're describing isn't a size problem. It's a sales discipline problem. When sales sells customizations to win deals, the platform isn't the issue. The go-to-market is.
The fix isn't more workarounds. It's selling the platform's strengths instead of promising to be something it's not.
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📦 Jeremy Bodenhamer 📦 reacted on this📦 Jeremy Bodenhamer 📦 reacted on thisYesterday I attended a Research Update on Pediatric Cancer at the Seattle Children's hospital. This is one of the nation's top pediatric research centers and it was super inspiring to hear the great work Drs. Loh, Staehla, and Heczey are doing in pediatric oncology. The last few years our Bainbridge Island commuter group known as Roll Call has hosted a "Green Party" on the Island and has raised tens of thousands of dollars to help support cancer research. Thank you to all of our supporters this year who helped us raise $30,000 for the Pediatric Cancer at the Seattle Children's hospital.
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📦 Jeremy Bodenhamer 📦 reacted on this📦 Jeremy Bodenhamer 📦 reacted on thisToday we announced Vale Farms on Whidbey Island. We have strong conviction that the Pacific Northwest can become a region known for tea, much like Napa Valley became known for wine. The world has fallen in love with matcha and there’s not enough. Serendipitously tea has been growing in the PNW since the late 1980's. Whidbey Island’s maritime climate, acidic soils and agricultural history made the property a compelling location for Vale to cultivate tea at greater scale. There’s an idea I love about the song of the nightingale. One begins singing, another hears the melody and joins, and eventually one song becomes a chorus. That’s our hope for Vale Farms. We’re not simply trying to build one great tea farm. We want to help demonstrate what this region might become and inspire others to grow tea and produce matcha here, in the Pacific Northwest. Seattle Times Wrote a fantastic Article: WA envisioned as Napa Valley of tea, with new large matcha farm (link in comments)
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📦 Jeremy Bodenhamer 📦 liked this📦 Jeremy Bodenhamer 📦 liked thisThis week we were in Santa Monica with our partners Bryant Park Consulting, presenting to the NetSuite Products West team. We spent time aligning on priorities for the year ahead, sharing updates, and trading ideas on how we can better support customers together. A lot of energy and the kind of conversations you just don’t get over email. Great week getting in-person time with partners and teams and building on the work we’re already doing together.
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📦 Jeremy Bodenhamer 📦 liked this📦 Jeremy Bodenhamer 📦 liked thisGreat WMS discussion day at the LIDD Supply Chain Consultants office with Team Gillan. Huge thank you to Jake Murphy, Ben VanderBeek, Angie Sabourin, ing, P. Eng, and Evan Trimble for hosting us, and thank you Hans Gillan, Ross Zapalac, Thomas Walthour, Matt Wisner, CPIM, CSCP, Reginald Traywick and team for giving us your time. Special shoutout to Shady Rays Polarized Sunglasses for the excellent swag and case study! Always fun to be able to talk through the joint LIDD Supply Chain Consultants & ShipHawk customers that everyone loves. Also a thank you to Autumn Rexford and Justin Driffill for braving LA traffic again to support these conversations. #netsuite #wms #fulfillment
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📦 Jeremy Bodenhamer 📦 reacted on this📦 Jeremy Bodenhamer 📦 reacted on thisIn 2022 I had a health scare and stepped away from running a public company. Shortly after my wife encouraged me to try matcha. I went deep down the matcha rabbit hole and have spent the last few years building an automated Self Serve Matcha Bar and an awesome company called Vale Concepts. Thanks to GeekWire for sitting down w/ me and talking about Vale and where we're headed. We're going to have 1 Million of these machines by 2040. It's going to be awesome! Join us: https://lnkd.in/g9D_4GFa GeekWire: Coffee town meets its matcha https://lnkd.in/gTD2sueT
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📦 Jeremy Bodenhamer 📦 reacted on thisSam Brown stepping up in front of a big crowd and getting excellent feedback. Great work!📦 Jeremy Bodenhamer 📦 reacted on thisA big thank you to the NetSuite team for the partnership and collaboration. It was a privilege to present to a packed room at Sales Kickoff and share how we're helping businesses streamline warehouse, shipping, and fulfillment operations. Excited for what's ahead in 2026!
Publications
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Five Trends Changing the Supply Chain Landscape as We Know It
Supply & Demand Chain Executive
Honors & Awards
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#192 on the 2018 Inc 500
Inc.
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8 Up-and-Coming Businesses Capitalizing on a Forward-Thinking Business Model
Entrepreneur
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2018 Pros to Know
Supply & Demand Chain Executive
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#12 on the 2017 Inc 500
Inc. Magazine
https://www.inc.com/profile/shiphawk
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The 50 Most Creative CEOs To Watch
Insights Success
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20 Most Promising E-Commerce Solution Providers of 2016
CIOReview
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Red Herring North America Top 100 Short-list
Red Herring North America
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TiE50 Top Startup Award
TiE50
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Big Kahuna Award
Siemer Silicon Beach Summit
Grand prize for the start-up that demonstrates the most potential to achieve unusually rapid scale and success.
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Sand Dollar Award
Siemer Silicon Beach Summit
Online, mobile, local and social commerce award.
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People's Choice Award - Startup MVP
Pitch San Francisco
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Audience Choice Award
TechCrunch Disrupt
Organizations
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Young Presidents Organization
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- Present
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