Kevin chats with Joe Biancofiori, President of AMSCO Prep, to explore his journey from corporate life to running a fast-growing fulfillment and prep service. AMSCO Prep, initially launched in 2017, began as a small FBA prep business and has since expanded into direct-to-consumer (DTC) distribution and fulfillment. Joe shares how his entrepreneurial drive led him from packing boxes in his basement to managing multiple warehouses handling millions of units each year.

The conversation delves into how AMSCO Prep adapted to changing Amazon policies, the importance of selecting the right warehouse management system, and what brands should consider when choosing their first third-party logistics (3PL) provider. Joe’s story offers valuable lessons for e-commerce sellers and brands navigating today’s shifting fulfillment landscape.

From eBay Flips to Multi-Warehouse Operation

Joe’s entry into e-commerce started like many others—flipping household items on eBay. But when he discovered Amazon FBA in 2017, his career took a sharp turn. “I watched about 400 hours of videos about how to sell on Amazon and how to do e-commerce better,” Joe recalls. Within months, he quit a well-paying telecom job to sell full-time.

He started with a 600-square-foot basement, quickly scaling into multiple warehouses as demand grew. By focusing on prep services for other sellers, he built a steady pipeline of clients who relied on his team for packaging and shipping. “If we hire somebody, you’re gonna have a full-time job. I’m gonna pay like, you’re gonna get your 40 hours in that I promised you,” Joe explains, highlighting his commitment to stability for employees. Today, AMSCO Prep operates over 18,000 square feet, handling between two and three million units annually.

Adapting to an Evolving Fulfillment Landscape

As Amazon increased storage and FBA fees, Joe saw the writing on the wall: brands would need alternatives. This shift led AMSCO Prep into DTC fulfillment. By experimenting with their own accounts, they tested listings on platforms like Walmart, eBay, and Shopify. “We don’t have to pay their 72 or 73 cents FBA storage fees anymore… We found that we didn’t need the same volume to make the same net profit,” Joe explains.

Transitioning required new systems. Until 2023, AMSCO had run entirely on Google Docs and Sheets. But to handle DTC complexity, they needed a WMS. After evaluating several, ShipHero stood out. “When I went through ShipHero’s stuff, it was… built by somebody who works in a warehouse. It actually makes sense,” Joe says. With ShipHero, AMSCO scaled smoothly, signing clients that will soon push their outbound shipments into the tens of thousands each month.

Why Staying Small Works for AMSCO Prep

Unlike many 3PLs that chase massive square footage, AMSCO intentionally remains a boutique 3PL. Joe emphasizes that many emerging brands struggle to receive callbacks from larger providers. “We don’t need to be the big boy. There’s plenty of VC money out there. I just want to provide a good service to my clients and a solid job for my people,” Joe notes.

AMSCO limits its client base to around 40 accounts, ensuring every client has direct access to leadership. “My clients all have my cell phone number. They can call the owner directly,” he says. For Joe, that responsiveness is non-negotiable. He also stresses that brands should vet 3PLs carefully, even checking basics such as bathroom cleanliness and employee camaraderie during on-site visits. By blending operational discipline with a people-first approach, AMSCO Prep has carved out a strong niche in an increasingly crowded fulfillment market.

Key Takeaways from AMSCO Prep

• AMSCO Prep scaled from a basement startup to handling 2–3 million units annually.
• Rising Amazon fees pushed the company to expand into DTC fulfillment.
• Implementing ShipHero’s WMS enabled AMSCO to streamline multi-client operations.
• As a boutique 3PL, AMSCO can focus on serving emerging brands that are often overlooked by larger 3PLs.
• Direct owner access and fast response times differentiate their client service.
• Joe advises brands to vet 3PLs beyond marketing—look for clean facilities, stable teams, and proven processes.