Supply Chain
Margin-focused buyers — speak in business terms or get shut out fast.
Core Mindset
They care about:
They do NOT care about:
Your positioning:
"We help identify where payment processing costs are impacting margin and whether the structure is optimized for your transaction profile."
- → Wholesalers
- → Distributors
- → Manufacturers
- → Import/export businesses
- → Logistics companies
- → Parts suppliers
- → B2B e-commerce operations
- → Warehouse operations
- → Supply depots
- → Equipment distributors
Best Roles
"Hi—I'm trying to find who oversees payment processing costs or merchant services for your company. Would that sit under finance or operations?"
"Would card acceptance and transaction fee oversight be centralized through finance?"
"We work with supply chain and distribution businesses to review how payment processing costs are structured—especially where transaction mix, card type, or invoicing methods impact margins."
You must sound like you understand operations.
"Hi [Name], I'll keep this brief. We work with distributors and supply chain businesses to analyze payment processing costs—particularly where high-ticket invoices, corporate cards, and card-not-present transactions affect margins. In many cases, the issue isn't the rate—it's how transactions are structured and categorized. We review one statement and provide a clear breakdown of whether costs are optimized or if anything is being overpaid. Would that be worth a quick review?"
Text / Follow-Up
"Hi [Name], it's [Agent]—we help distributors and supply chain businesses review processing fees to ensure transaction costs aren't impacting margins unnecessarily. If you'd like, send a recent statement and I'll provide a quick breakdown—no obligation."
Email Template
Subject:
Quick question about transaction costs
Hi [Name], I work with supply chain and distribution businesses to review payment processing costs—particularly where high-ticket transactions, corporate cards, and invoicing methods impact margins. In many cases, the challenge is not the base rate, but how costs are applied across different transaction types. We provide a simple statement review and summarize whether the current structure appears optimized or if there are areas worth addressing. If that would be useful, I'd be happy to take a look. Best, [Name]
Key cost drivers in supply chain — your reps need to know these cold.
"Most supply chain businesses are paying more because of how transactions are processed—not because of their rate."
Most reps won't explain this. Most competitors won't either. Knowing it positions you as a specialist immediately.
What is Level 1 data?
The basic information sent with every card transaction:
- →Cardholder name
- →Card number
- →Transaction amount
- →Transaction date
Most businesses only send Level 1 — and pay higher interchange rates because of it.
What is Level 2 data?
Additional fields sent with the transaction — typically for corporate and purchasing cards:
- →Sales tax amount
- →Customer code / PO number
- →Merchant postal code
✓ Qualifies the transaction for lower interchange rates on corporate / government cards
What is Level 3 data?
Detailed line-item data — typically required for large B2B or government transactions:
- →Item description and quantity
- →Unit of measure
- →Product code
- →Ship-to / ship-from postal codes
- →Discount amount per line item
- →Freight / duty amounts
✓ Qualifies for the lowest interchange tiers available on B2B corporate and purchasing cards
Why this matters for supply chain businesses
Supply chain companies frequently accept:
These cards carry significantly higher interchange rates at Level 1. Passing Level 2 or Level 3 data can reduce the effective cost on those transactions materially.
Most businesses don't know they're eligible — or that their processor supports it.
The question that opens doors
"Are you currently using Level 2 or Level 3 data for your transactions?"
Most prospects will say no — or won't know what it means. That's your opening.
"That's common—but even a smaller percentage of high-ticket transactions can still impact margins more than expected."
"That's exactly where we see higher costs—invoice and card-not-present transactions often carry higher fees."
"That's usually the case—the opportunity we find is more in structure than the rate itself."
"Some businesses do—but even then, it can affect competitiveness and customer experience if costs are higher than necessary."
"Perfect—that's exactly who we usually work with. Would it make sense to connect with them?"
Power Line
USE SPARINGLY"In supply chain businesses, processing costs don't show up as a big problem—they show up as margin erosion."
Training Warning
These buyers will shut you down fast if you sound unprepared. Your reps must:
- ✓ Avoid casual language
- ✓ Avoid hype
- ✓ Never say 'we'll save you tons'
- ✓ Speak in business terms
- ✓ Understand basic finance language
- ✓ Be concise
The Simple Frame
1
Disarm
"not switching you"
2
Align
"margin + cost control"
3
Educate
"structure > rate"
4
Close
"review one statement"
Supply chain companies don't think "Are my fees high?"
They think "Where is margin leaking?"
👉 Your job is to connect those two ideas.
Simple Close
"If I can show you where transaction costs are impacting your margins—and confirm whether your structure is optimized—would it be worth reviewing one statement?"