Full Webinar Transcript
Thank you for the introduction. My name is Chris Bittleman, I’m the director of social integrations at Celigo. I’ve been Celigo coming up on 10 years now. And today I’m joined by Stephen Carrum. Stephen, I just want to say a quick hello and we’ll introduce what we’re talking about today. Yeah, thanks, Chris. My name is Steve Carrum. I am the director of partnerships and alliances here for Pasejet. Been with Pasejet for a little over three years now, but very excited to be here. Glad everybody’s been able to join. Yeah, and today’s session is going to be more of a discussion, fireside chat is both Steve and I’m in the industry for quite a few years, and we’re going to be talking about these topics, about order management and just the things we’re seeing in the shift and supply chain dynamics and some of the other sort of lessons learned. And certainly, we’re open to questions on these topics. But I think we’re just going to kind of keep it very loose and informal. But I’d say it’s more of a conversation here instead of us trying to sell you something. So that’s the main focus here. But we do have a 30-second commercial here, just so you kind of understand who we are and what we do. So Celigo has been around since 2005 and we offer a iPaaS, which is an integration platform as a service. So this provides the ability to be able to connect anything to anything. People ask me, what do I do? Well, I like to think we’re the plumbers of the internet. We’re connecting business systems. As you can see, a lot of the customer and well-known names that are on this list are across many different industries. And so we’ll be talking about some of their sort of use cases today. We do talk about– we have well over 28 00 NetSuite customers and we’re one the largest NetSuite partners. But we also integrate to a lot of other order management ERP systems, such as Dynamics 365, SAP ByDesign, Acumatica, etc., etc. And finally, the recognition we got most recently from G2 is we were on the best software for 2021 award and we were the highest ranked iPaaS solution. So we’re very proud of that and of our platform here. So Steven, why don’t you tell us about Pacejet? Yeah, thanks, Chris. So Pacejet for those who aren’t familiar, we are a cloud-based multi-carrier shipping platform. You can think of us as sort of the single point of connection for our customers to be able to connect to the variety of different carriers that they may work with and make sure that that shipping information is easily executed and then returned to the various business systems that they may use. If you think about Pacejet what we really do, there’s four key functions to our platform. It’s quoting, packing, shipping execution, and tracking. There’s a ton of things that we do in between those four main pillars, but those are the big pieces that we manage. And again, it’s really designed for customers who are shipping almost anything, almost anywhere, whether it’s a single box going out to a customer’s house or if we’re talking about multiple boxes going on multiple pallets that are going to be shipped out to, let’s say, a retail trading partners location or distributor warehouse. We’ve got connections to over 65 carriers and those are direct API connections to those providers. So those are real-time rates, real-time data being passed back and forth. We have integrations to just about 10 ERP currently. We integrate to a number of different systems, other ISPs as well, and with our relationship with Celigo can connect to a number of different systems in addition. But again, our focus is really on omnichannel shipping support, helping customers ship in a variety of different ways to a variety of different locations and customers and making sure that, ultimately, their information is getting to, one, their customer, but also into the business systems that they use on a day-to-day basis, which sort of brings us into our next topic which is order shipping management for omnichannel businesses. And so Chris and I are going to sort of talk a little bit about just the overall order to catch– order life cycle. I’ll speak to things from a shipping perspective but, Chris, do you want to open it up and just talk a bit about the order management side of things? Sure. Thanks, Steven. So I’ve been doing these type of integrations since the mid-’90s and through the dotcom era and certainly the changes I’ve seen over this time is kind of mind-blowing and if anything that COVID has done in the last year is accelerated the exponential growth to online. The common thing that we’ve had conversations with customers is a lot of them had storefronts and, of course, those got shut down. So now all the sudden they had to shift their order management to online and many, many times everyone is kind of talking about, “Wow, we had all these manual processes. We used to not get that many orders,” now they exploded especially if they were an essential business or service. I mean, we have one customer who was selling PPE and others that were selling food distribution and another type of thing that their sales went off the charts, so now they had a big problem of almost too many orders. So how do they do that? And so the growth we’ve seen in the different types of, say, omnichannel because everyone is selling on Amazon and eBay and Walmart and on and on and on. They need to be able to have that sort of visibility and so the shift we’ve been seeing is just the communication and that sort of real-time inventory visibility. And, of course, Steve will talk about the shipping rates and just be able to get that information out to everyone who wants to know where their package– what is the status and stuff. So we’ve had a lot of different conversations we haven’t had before or like, say, the shift. And I think it’s kind of the new normal now is just that online presence that everyone has is just growing and growing exponentially. What about from your side of the food chain here? Yeah, I would absolutely agree from a Pacejet side of things. Last year right when COVID hit, there were a couple of things that we noticed. One was depending on the customer and depending on the systems that they already had set up pre-COVID the folks who had an online storefront or an e-commerce platform, they had connected systems in place, whether it be a cloud ERP, whether it be that e-commerce platform, but they had the channels necessary to communicate to their different trading partners, to their different order management platforms and shipping platforms. If they had that set up, they saw exponential growth in their shipping volume. We’ve got a customer who ships out home office supplies. Their volume went up 300% in the matter of a week, and you saw that across our customer bases. Those customers who were ready and who had the systems in place to be able to manage really the scale of orders that was going to be coming in, their volume exploded. And it was important from our perspective to make sure that we are working with them so that if they’re getting their orders into their ERP, if their orders jump up 300%, we’re able to effectively manage that change in terms of shipping volume, not be the bottleneck for them to get those orders out the door. But then, like you said, Chris, get the information back into the ERP make sure that we can get that information back to their various systems so that they’ve got tracking information, what items have gone into each box. And they’re able to relay that information to their customers. And that’s really on kind of the B to C side of things. But we also have seen a shift as well on the B-to-B end where customers who are selling to other businesses are also shifting in the direction of e-commerce or virtual selling. Everybody’s had to do it because of last year. But we’ve definitely seen a big increase. And I think we’ve seen people think it’s a little bit more effective than it was previously. But again, on the shipping end, it’s incredibly important for us to be able to make sure that our customers are able to scale as their volume increases. And like I said, those folks that were ready, who had the different business systems in place to be able to manage that volume, saw an absolute explosion of growth where the others were sort of left scrambling to make sure that they could still get the orders into their different systems to be able to communicate effectively with their customers. Yeah. Absolutely. The other thing you just brought up a point obscene, is because of the shift to online sales and everything else, and now that everything’s starting to open up, what’s changed also over even just the last few years is sort of this seamless user experience that people want. So if somebody goes into a store, does a point of sale at a storefront, takes something home, they want to be able to return that over the web store and get it back to the warehouse, or be able to have the visibility, or we’ll be talking a little bit more about the shipping side of things here in a moment. But just that visibility of the inventory, and costs, and everything else, to be able to have that at their fingertips, to know that they just received a shipment at the warehouse that just got stocked in the shippable location. Now, you’re available. Inventory is available and be able to push that out to the website. And boom. They’re available. So it is just a phenomenal that how quickly everyone wants that sort of unified user experience to be able to do anything on any device. And now, as they literally walk in, go on the website, walk in the stores saying, “Yeah. I just ordered this.” And expect for that item to be ready for them to take home. Yeah. That’s sort of the Amazon effect on orders and shipping. Everyone wants all information at their fingertips at all times. And they want whatever they’re ordering to get to them for free. It is the expectation. Yeah. Speaking of shipping, let’s kind of talk a little about that because Steve was mentioning that that shift for being online and getting orders instead of going to the store, they expect that. And again, the Amazon effect of two days shipping, everyone offering that free shipping experience or even same-day shipping, which kind of blows my mind. I don’t know if you want to talk a little about that, Steve, with what you’re seeing or how that’s even accomplished because it’s still– we get to see behind the scenes and the magic of what happens. And when you click that buy button off the web store and how it can actually arrive the next day, it’s kind of phenomenal. Yeah. Well, and that’s the thing, is everyone’s trying to replicate the scale of Amazon and trying to replicate as best as possible that same kind of offering to their customers when in reality, they just don’t have the resources to be able to offer that service. And so customers or our customers a variety of different shippers can offer free shipping to their customers for a certain period of time, but in reality, it’s probably not sustainable. And so what’s really become important and what we’ve seen from shippers is the ability to provide accurate estimates of cost upfront at the point of purchase and make sure that that cost is consistent when it’s time to actually ship the order out. It’s one thing to provide a quote on the front end, but if you’re getting hit with a 50% increase on the actual shipping costs on the back end, and our customer has to eat that cost, it’s a huge impact, especially as you start to scale up orders. If you ship 100, 200, 300 packages a day and you’re getting a 50% hit every time from your quoted cost to actual shipment charge from the carrier, it’s not sustainable. And so it’s incredibly important for our customers and for shippers now to be able to offer accurate rates upfront at the point of purchase and have that consistency through to the back end so that once it’s shipped, you’ve got the same cost there. But to Chris’s point– the same-day shipping, the ability for customers to flow orders through and get accurate information to the point of shipment in a day’s time– it’s not an easy task. You need to make sure that you’ve got connections from your e-commerce site to your ERP, from your ERP to your shipping platform, and then you need to make sure that those orders are prioritized and able to be shipped out in a fast enough manner that if it’s getting out of the order is placed at 6:00 AM or 8:00 AM, it’s got to be shipped out by noon with UPS. The truck has to be there. It has to be picked up in order for that to arrive in a timely manner. Yeah, good point, because I don’t think some people realize or maybe they’re so overwhelmed by what data is required to actually accomplish that because what are the common integrations? We’re starting and what we’ve been doing for years is– even though you may buy an item and it has a certain size and weight, a lot of warehouses may have a device that can actually– the packaging or whatever it may have– you need to know the length, width and the height of that, what box it’s going to go into, and the end weight because that’s the only way you’re going to be able to calculate shipping and rates. And so if that information doesn’t reside as part of the item profile or within your ERP or house management system you’re just guessing, right? You’re exactly right because what we see a lot is our customers end up using Pacejet as that tool. We either add fields to the ERP or we end up using item data inside of Pacejet, then saying, “All right, what’s the total volume of these items? What are the boxes that they fit into? And then how do we rate chop that against the different carrier accounts that our customers have?” And so if you don’t have that information, you’re either going off of weight alone or ship-from-ship-to and then some rough guesstimate of the total weight of the shipment, which, if you really have it honed in, it can be close. But it’s never going to be as accurate as having full dimensions, full weights, and accurate estimates on packaging up at the point of purchase. Yeah. And, you know, that kind of leads us to– that’s B to C, but, this shift to B to B, as we were talking about before– you need even more data. And we were talking about this earlier, Steve, that in order to be able to be a supplier for a big-box warehouse, be at Home Depot, Wal-Mart, even Amazon, they need information about that pallet. What is the size? And they have certain labeling requirements and all this information again needs to reside somewhere. And again, I’ve been doing supply chain for a long time. And EDI, believe it or not, it’s been around for almost 40 years and it’s still utilized by almost all the large, big box stores to exchange these different documents. So this use case I’m showing here, if you’re a supplier, you’re going to get a purchase order from Amazon because they’re buying products from you and turns in a sales order. So they’re going to want to know that shipping confirmation, that ASN, has to have certain information. So I don’t know Steve if you want to kind of talk a little bit about that, at least from your viewpoint and I get into an EDI side. Yeah. From Pacejet perspective and really from the shipping side of things, it is our entire responsibility and the only thing that our customers want us to do, really the only thing that any shipper should want their shipping platform to do is, be able to obviously help them get the shipment out the door. But at this point in the shipping world, just printing a carrier label is, for the most part, not enough. You need to have full package information. And I mentioned this a little bit earlier. But whether we’re talking about one box going out to one location, or if we’re talking about 20 boxes that are packed onto two pallets, and you need to not only have pallet labels showing what is on that pallet, but you need to have box labels showing what is in each box that is packed onto each pallet. It’s incredibly important to be able to support that kind of information, especially when we talk about shipments going to, let’s say, a Walmart warehouse or any trading partner, Bed Bath & Beyond warehouse. You have to have that packaging structure, accurate package contents, and that information needs to be passed into your ERP in this case, on this slide we’re using NetSuite as an example. We typically interact with the item fulfillment there. But whatever if it’s NetSuite, if it’s Acumatica, whatever ERP it is, you have to be able to pass back accurate shipment data, accurate packaging information, in order to generate that ASN and not get dinged by your trading partner, or by – let’s say – an Amazon for not providing accurate information in a timely manner. Yeah. And I kind of want to air a little bit of dirty laundry here because what Steven’s talking about is what’s called the package of content, which is exactly what he said. You have a package or a box, has a size, and weight, and length, and dimensions. And what is inside and the quantity inside, most of the ERPs we see, including NetSuite, doesn’t have native functionality to actually store that data. So we often have to do extensions or in this case of NetSuite, add a custom record as part of the item fulfillment to store that. And so like Pacejet will then import that data into that custom record. So at least now we have a way– we the data movers, the iPaaS’s of the world can then create what’s called advanced shipping notice, or ASN, or EDI world in an 856 has to have that information as part of that generation of that. And one thing I guess you kind of led to, there’s a bunch of acronyms out there, but UCC128 is a unique number that is generated, crazy algorithm to be able to generate that and that needs to be stored. So that is a unique number that can be scanned. So when they receive it at their warehouse, they can just scan it in and they need to have that already in their system. So that’s sort of what we do as a system integrator as we can then take that information from whatever ERP or NetSuite, convert it into the format and send it off to the FTP server that we’re going to send it out. Or if they have a web service, that’s great. But again, we’re just translating the data. But it starts all the way back here at the beginning in the warehouse when somebody actually weighing and measuring and putting stuff in a box. Yeah, absolutely. And going to your comments on the UCC128 and kind of the overall bonus being put on the shipper to determine that kind of information and make sure that it is compliant, that is definitely one of the big shifts that we are seeing is just the trading partner is putting the responsibility on the shipper. And we’re starting to see– previously, I would say when I first started at Pacejet we saw a lot of customers who were much larger, had some of these systems in place and had some of the internal knowledge to be able to manage some of these processes and know the requirements in-house. But now we’re seeing smaller customers, folks who are just getting started in the EDI or in the trading partner world who are having to manage these expectations, manage the different documents and the different information that’s required. And it’s a sort of a dangerous road to walk because you can get hit with fees, you can get hit with penalties, you can maybe get delisted from a trading partner platform. But, Chris, you’re absolutely right. The ERPs themselves in a lot of cases don’t have the native data to support things like– we call it multi-level packaging. So boxes on pallets. And so it’s really important that shippers work with partners who know what is needed from an EDI perspective so that you can get the right things set up. You can get your GS1 labels from a shipping perspective, you can get the correct ASN data back, you won’t get hit with a fee, you won’t get delisted. But then you’re also able to, from a shipping perspective, get the correct items out the door in a timely enough manner so that you’re meeting the requirements for– again, I know we’ve said Amazon probably 10 times already, but they’re the ones who are really driving this push. But that two-day requirement, that same-day shipping requirement. It is incredibly important for shippers to hit this, hit those different marks, so that they can stay a part of those programs and may feed those different sales channels. Yeah, and that leads sort of to our next subject is as far as this shift, because previous to COVID, a lot of people just depended on fulfillment services from Amazon or Wal-Mart to be able to fulfill it. But because Amazon was only trying to handle essential goods, they actually did push a lot of responsibilities back to the vendors or suppliers. And yeah, we saw a lot of shift, going from FBA to MFN. Now everyone’s kind of scrambling around. Well, how do I generate my GS1 label, or how do I get that to my 3PL or whoever the shipper might be or from doing dropship? I mean, it certainly changed the dynamics significantly to do that and still expect that two-day Prime. Or if you’re now doing solo fulfill Prime, heaven forbid you to miss that window because yeah, the fees are– Severe. Yeah, if you get delisted– severe. Yeah, we’ve been doing some crazy integrations, Steve. The shipping templates that you have to have out on Amazon because you can change from either being two-day, three-day to being Prime. They’re expecting us to be able to constantly monitor their inventory and then when it hits a certain level, we’ll actually go out in Amazon and automatically change those shipping templates so they don’t overcommit themselves if you will. Because they can’t. Say they run out of stock in their warehouse but they have a supplier or somebody who can dropship. But it’s going to be now three-day or standard shipping as opposed to Prime. So we have to instantly change that. And so that’s kind of what I was talking about earlier, is this instant dynamics of changing the supply chain based on just inventory and movements and everything else. And just pictures. Even though it looks complicated, it simplifies a lot of what it has to go on because there are so many moving parts and having that visibility has just been sort of mind-boggling [laughter]. And so– Yeah. Absolutely there’s a lot of balls in the air because even on the shipping end it’s not just what is the correct service level who we should be shipping this out with. And you think, “Well, it’s going UPS”, or, “Yeah, it’s going UPS ground or next day air.” But is it on the correct account number? Is it on our shipper’s account number, is it on the trading partners’ account number? Is it on their customer’s account number? And how to kind of juggle what is shipping with what carrier, on what account, on what service level? If you don’t have systems in place or if you don’t have some form to be able to manage that and organize that, it can be mind-numbing. Yeah. Even the classic slow boat from China. I mean, folks still need to be allowed that visibility of knowing when that cargo is going to hit the dock and get to the warehouse so it could be sold. Because yeah, we see a lot of people either pre-selling, and they need to know exactly what is that time and that change if the estimated delivery– or if a boat gets stuck in the Suez Canal that might disrupt the supply chain significantly. So we’ve seen even that impact kind of ripple through the supply chain. There was actually one point I also wanted to kind of bring up too about TS1 labels or EDI because people have a misconception that these are the same. I mean, their standards– yeah. So there are international standards boards that kind of provide guidelines on what these things should look like, but every one of them’s different. I mean, Walmart’s different from Target, right? Yeah. Oh yeah, it’s a huge difference in not only the labels, but if you need trading partner compliant packing slips, everyone follows a different format. And so you run into right out of the gate managing the different formats for the different trading partners that a shipper might be working with, but then also maintaining that. Τhere are regular changes to templates, there are changes to the data that’s required. So while it is, quote-unquote, “A standard process”, it’s really far from it. Yeah. And same thing on the EDI side because other people say, “Well, it’s a EDI 850, it’s a purchase order.” Well, yeah, but every vendor’s a little bit different [laughter]. I mean, I try and equate it to the EDI 850 ISO standard document probably has, I think, about 4,000 that could be possibly in that message, but most of those messages actually only have maybe 80 to 120 different lines associated with the header information, and the order, and the shipper, and the items, and details and some of the other requirements and agreements. But each vendor can do whatever usage of those different fields in their own manner. So we have to constantly adjust to whatever the requirements are and they do change. And so, yeah, it’s a lot of work to [laughter] get these things integrated and working together. But everyone’s a little bit different. And the US uses what’s called the next 12 EDI, and Europe and a lot of other Asian countries use EDIfact which is a UN specification for EDI. So even there depends on the country. And we haven’t even talked about some of the challenges with shipping around in Europe. I’ve been having conversations with a lot of European customers because of Brexit now, UK inventory has to be separated because, obviously, now there’s a totally different agreement between tax and shipping from the UK versus the rest of the EU, which sort of has an agreement. So it’s complicated because it’s sort of a mess that you have to sort of wade through that unless you– our recommendations is certainly– we’re working with a consultant who knows those regulations and what is required to be able to meet your financial needs but also, as far as be able to comply with your customers. For example, Amazon. If you’re shipping out of Amazon in Europe, you within 24 hours have to ship out an invoice to that customer with the proper VAT charges associated with that. But for Amazon, they don’t easily tell you which warehouse they actually ship from because now they’re shipping pan-EU instead of a single marketplace. So even though you ordered something in Germany, the stock is in Poland. So they’ll ship it from there. And then there’s completely different VAT charges associated with that. So, yeah, it gets complicated really, really fast. And we all have to sort of just– as I say, it’s always Amazon, right? They’re sort of driving the bus here, but– Oh, yeah. Yeah. The flexibility you need to have in your supply chain is certainly huge. Absolutely. All right. I don’t know if there is any kind of closing thoughts you had, Steven, here because I think that was our last slide before we start doing Q&A. Yeah, I think we could open up to some questions. Yeah. can give everybody a couple of minutes if there are some. Yeah. And there’s lots of resources, at least from this legal side. We do have some different e-books and on-demand webinars we’ve done in the past, as far as either selling in Europe or using a 3PL or omnichannel. We’ve done lots of webinars around Amazon and how to sort of navigate the waters there if you are an Amazon seller, so– and eBay and some of the major marketplaces, too. So certainly check out some of the links. And then I don’t know. Steve, you want to say anything on the Yeah, we’ve got plenty of resources. I don’t know if you can see here we’ve got the e-book on the top, tackling the top five shipping challenges. And we’ve got also an e-book on growing e-commerce shipping. There’s plenty of other resources on our blog. We’ve got a ton of different content collateral centered around– and again, all Pacejet does is we are kind of the “packing and shipping engine” that our customers use. And so if you think about things, sending orders out of the warehouse, getting the correct data back to the ERP or back to a different system, we’ve got tons of resources to be able to show that. And it actually looks like we do have some questions here. Yeah, I was going to say we had four come in since we kicked off the QA session. So this one’s geared towards Pacejet. So, Steven, maybe you can answer this. We have someone that would like to hear more about the box size calculations. And they said, “How does Pacejet calculate which items can be boxed together and how the package dimension is calculated?” Yeah. So what our customers will typically do with Pacejet is they’ve got their items, whether it’s stored– it’s typically stored in ERP. You’ve got dimensions for those items. Some of our customers have dimensions for all of their items. Some start with none and they just want to go with weight-based rating while they pop in their dimensions for maybe 30, 40 thousand SKUs or 100,000 SKUs. But at the end of the day, what Pacejet will do is if you have dimension and weight information for your items, you can also store, let’s say, class commodity information for your items. Pacejet is going to take that information into account when you run a rate shop function integrated with the ERP or with whatever business system you use, and we’re going to take total volume of your items that are included in the order. So whether it’s one SKU, whether it’s five SKUs, different quantities, we’ll be able to take that total volume, and we’re going to cross-reference that with any standard container sizes that you have set up in Pacejet. So as a part of the Pacejet implementation, we’ll set up your box and pallet sizes, any of the standard ones that you have in the warehouse. That is a constantly growing and evolving list that our customers can manage themselves. But we will basically say, “What’s the smallest box or boxes that this item or items are going to fit into?” and then as soon as we find– well, we’ll start with the smallest. If it’s too big– if the volume is too large for those boxes, we run up the list and ultimately determine what is the smallest package or set of packages that these items will fit into. And so you’ve got your dimensions. You’ve got your weights. We can store commodity information to actually update the class of, let’s say, a pallet for LTL rating purposes. So that’s typically how we work, and there’s a lot of adjustments that can be made to that. But if anybody wants to go into more detail on a specific use case, I’m happy to the sidebar or get some additional information to you. Wonderful. Thanks, Stephen. We have another one too, “Do you handle Amazon’s API requirement?” Yes. I guess that’s a Celigo question, so I’m not sure what the requirement might be. I mean, Amazon throttles significantly as far as the information we can pull at a certain rate, but Celigo has what we call an integration app. So it’s a pre-configured connector that has the common data flows you would expect for orders and shipments and products and pricing, and such, and even Amazon settlements. So Amazon provides APIs, but they also have different services that– you can request reports. For example, if you want an inventory report from their FBA marketplace, you have to sort of submit a report request and wait for it to show up and then pull down that request. And it’s a giant CSV file which we can then parse out. And then it’s either your inventory adjustments or your snapshot. So there is a lot of visibility that we can pull down from Amazon through their various APIs or async services that we can then get that into your ERP. Thank you, Chris. We actually have one more for you too, Chris, that just came in a little bit ago, “There are a lot of customers that require custom shipping documents. Is Celigo capable to handle those requirements?” No. Again, we depend on the warehouse and Pacejet and others that can handle that, even the printing of the label, as we talked about before, because it is more of a warehouse function. Again, we’re the plumbers. We’re moving data back and forth. So as long as that information resides at a location or we can populate the data into the correct form or template that you may have, certainly that’s where we can provide help. But no, we don’t produce those kind of documents. But again, we can add attachments and other things. And most of the ERPs do have different custom forms and other things you may need to include in a shipment, but most of the time– I don’t know, Steve, if you have anything to add to that as far as any of that? Yeah, there’s a lot of different tools out there for customers to be able to manage certain things. And Pacejet’s going to generate a– will generate a set of documents. We can create some custom documents, but then we can also work with– a lot of our customers will either manage certain things through Pacejet, or they’ll work with other label-specific programs to either generate their own. Or, let’s say, if they’ve got 40 or 50 different templates, we actually have integration to be able to push that information out, print it out alongside. If it’s a packing list printed outside alongside a label. If it’s a UCC 128 label GS1 label that is custom created, that will print out alongside all of your additional shipping documents. But like Chris said, “Sometimes there’s programs inside the ERP. Sometimes Pacejet can manage those.” Sometimes our customers use other external systems. There’s a lot of options to be able to manage it. If you want to talk through those specific options, it’ll really depend on how many documents you need, but happy to talk through it and make some recommendations. Yeah. The bill lading, is that handled by URP or Pacejet? That’s handled by Pacejet. If you think about your shipping documents, Pacejet’s will generate your parcel LTL. 3PL broker shipments will generate your domestic international shipments and then to a certain extent will generate things like a 128 label. If a customer needs a custom packing slip, we’ll take a look at adjusting those depending on the information that’s needed. There are sometimes where requirements will get past what we can do and then we’ll go to some of those partners, but again, it is sort of a moving target and very flexible depending on what a customer needs. Yeah. Well, one thing you didn’t mention– I mean, you talked about it, but common carriers like the UPS and FedEx of that. How do you guys integrate with those systems as far as that goes? Connections in terms of how we integrate with a UPS or a FedEx or regional parcel carriers? Yeah. Those are all direct API connections, and so those are annual certifications that come through. I think FedEx sends us a 200-page document– actually, I take that back. I think it’s like 2,000 pages. But we do an annual certification every year with our carriers, again, it’s sitting at 65 right now. I think it’s 20 parcel carriers. About the top 25 freight carriers in the US, as well as 14 or 15 different brokers and a lot of regional parcel carriers as well. But those are real-time API, integrated connections to those providers so that the rates that are coming back are real-time based on our customers negotiating accounts or the different accounts they will set up. And then that allows us to certify not just UPS ground, but all the different service levels that are available as well. Awesome. Okay. Thank you, guys. Yeah, thanks for answering that question and going into detail there. We got another question here for Stephen. How does a patient accommodate the consolidation of items from an order to obtain the best possible rates in the fewest boxes? So that sort of goes back to the auto packing question, and there are a couple different things that we can do there. The auto pack is going to take either– let’s say you have 15 items in an order, we’re going to find out what is the fewest boxes that fit into our standard auto pack or predictive packing tool. We’ve actually rolled out some new functionality. Think of it like strategic shipment planning. If you’ve got multiple orders that are going to be going to a certain destination, we can sort of combine those and consolidate those. That can either be done on the fly or you can do it inside of Pacejet manually, but if you think about the Pacejet auto packing or predictive packing tool, the standard function for that is to say, “What are all the items in the order? What are the fewest box or boxes that these items fit into?” So that’s pretty well out-of-the-box auto packing functionality, but that can be adjusted if needed. Thank you, Stephen. It looks like those are all the questions we’ve had come in so far. If anyone else does have a question, feel free to still send it over or even email Steve or Chris here with questions you may have to follow up. And there’s also our contact info there on that screen there. So Chris, Steve, I’ll let you guys go and close things out if you have anything else to say. I think the only thing I’ve got is just thank you, everybody. I appreciate the feedback, appreciate the questions. Chris, thanks for joining me here today. I think this was a good time. I enjoyed talking to you. Yeah, likewise. I mean, in preparing for this presentation and just actually during this conversation, we had some different things that we brought up and it’s been a lot of fun kind of collaborating and sharing our experiences here. So hopefully everyone got a little bit– learned something today. Wonderful. Thank you, guys. Just to remind everyone, we will be sending out the recording at the end of the session, including the resource links that were on the last slide there. So we ought to look out for a follow-up.