USPS
USPS is one of the carriers in ShipNetwork's network, alongside UPS, FedEx, DHL eCommerce, DHL Express, Asendia, Veho, Ontrac, and APC. Every package is routed across that network on cost, speed, and destination rather than defaulted to a single carrier, which matters most on lightweight parcels where a few ounces change the answer. Your customers keep getting their orders. You stop paying to guess.
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Why growing brands stop managing carriers themselves
For a brand shipping small, light parcels, shipping cost is not a line item. It is the business model. A change of a few percent on cost per order moves contribution margin more than almost anything else the team can control, and it is the hardest thing for a single shipper to influence.
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Rate leverage is a volume problem, and you cannot solve it alone
Carrier pricing is built around aggregate volume. A brand negotiating on its own is negotiating with its own annual numbers, which are rarely large enough to change the terms. Growing quickly does not fix this, it just makes the gap more expensive.
On small parcels, the thresholds are where the money is
Weight breaks, size limits, and dimensional weight rules mean the difference between a cheap parcel and an expensive one is sometimes an ounce, or a half inch of box. Brands lose real margin to packaging decisions made in year one and never revisited.
Surcharges accumulate where you cannot see them
Fuel, residential delivery, delivery area, and additional handling attach unevenly by address and by week. Founders shipping a few hundred small orders a day usually know their base rate and almost never know their true landed cost per order.
Peak surcharges arrive exactly when volume is highest
Peak pricing lands in the months your order count is largest, which means the increase compounds against your busiest weeks. If Q4 is a third of your year, that is a margin event, not a rate change.
Delivery failures become a customer service problem
Lightweight parcels move through more touches, and every no scan, misdelivery, or slow week turns into an email your team answers. Chasing that is unbudgeted labor for the smallest team in the company.
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Brands That Have Scaled with ShipNetwork
Still Have Questions?
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Yes. USPS is one of the carriers in ShipNetwork's network, alongside UPS, FedEx, DHL eCommerce, DHL Express, Asendia, Veho, Ontrac, and APC. Orders are routed across that network based on cost, speed, and destination for each package.
It depends on weight, dimensions, and destination, which is exactly why the comparison should be run per order rather than standardized. ShipNetwork's proprietary shipping technology evaluates the carriers available for each package and routes it on the optimal path
No. ShipNetwork ships your orders through its own carrier network and its 50M+ packages in buying power, which is where the rate leverage comes from.
ShipNetwork offers 1-day fulfillment and 1-2 day ground delivery to 98% of the U.S. from a nationwide warehouse network. Distributing inventory is what shortens the trip, for both speed and cost.
Yes. Custom packaging is part of the standard setup. Your dedicated team will also look at whether right sizing changes your cost per order, since dimensions price light parcels as much as weight does.
ShipNetwork's SLAs are built to hold through peak and promotional spikes, which is when small parcel networks are most congested. How a 3PL performs in Q4 is the question worth asking every provider you evaluate.
Receiving, storage, inventory management, picking, packing, kitting, carrier selection, shipping, and returns, plus the labor and space they require.