Selling a Warehousing business

Warehousing buyers look past the P&L fast. They dig into your lease and building limits, how you staff and supervise the floor, whether every touch gets billed, and what happens in your worst peak week. If you can clearly explain how inventory moves on a normal Tuesday and how that turns into an accurate invoice and clean cash, buyers get to price sooner.

Get your valuation Back to industries

What's your warehousing business worth?

What buyers evaluate, and how to prepare

Can you walk me from what happens on the floor to what shows up on the invoice—and then to the bank statement?

Deal-critical

Financial Readiness

What buyers determine

They want proof your numbers match real warehouse activity and that cash collection is predictable. They also look for missed accessorials, untracked credits, and claims accruals that can swing EBITDA and change how the deal is structured.

How to prepare

Reconcile customer revenue to invoices for the last 12–24 months, including credits, disputes, and write-offs
List add-backs with receipts and a short explanation. Keep them conservative.
Upload monthly P&Ls, a balance sheet, and A/R aging, plus customer-level revenue and margin notes
Show 2–3 accounts where WMS (Warehouse Management System) activity lines up to invoice line items and deposits

Great answer

We can trace work-to-cash. For our top 10 accounts, WMS activity logs tie to invoice line items for storage, inbound/outbound, and accessorials, and we reconcile invoices to deposits monthly. A/R is current and supported by an aging report. Add-backs are documented with source files in the data room, so a lender can move quickly.

Good answer

Our P&Ls are clean, and we can explain pricing and invoices, but we have not reconciled WMS activity to billing by account.

Red flag

Billing is mostly storage plus in-and-out. The statements are close enough, and we know we’re profitable.

How Rejigg helps:Rejigg combines a secure data room with QuickBooks imports so you can show lender-ready financials and the activity-to-invoice proof buyers ask for.

Can the lease be transferred to a new owner, and what approvals are required?

Deal-critical

Lease Continuity

What buyers determine

They are underwriting whether the buyer can keep operating in the same building on workable terms. Assignment language, renewal runway, rent resets, and site rules like trailer parking and racking restrictions often drive retention risk and valuation.

How to prepare

Summarize term, renewal options, escalations, and any market reset language
Pull the assignment clause and outline the landlord consent steps and typical timing
List site constraints customers care about: yard spots, hours, outside storage, docks, trailer rules
Collect building records: repairs, known roof/slab/dock issues, and CAM history

Great answer

The lease is assignable with landlord consent, and we have the clause and approval steps summarized. There are 6 years of runway, including options, and we have a simple schedule of escalations and CAM history. We also listed the operating constraints, including yard capacity and outside storage rules, so diligence stays clean.

Good answer

We think it’s assignable, and the landlord is reasonable, but we have not pulled the exact clause or laid out renewal economics.

Red flag

I’m not sure if it’s assignable. We can deal with the lease later.

How Rejigg helps:Rejigg lets you share the lease, amendments, and a facility one-pager securely so assignment and renewal questions get answered early.

How full is the building in the way that matters—locations, docks, and people?

Deal-critical

Capacity & Fit

What buyers determine

They are trying to find the real constraint: pallet positions, staging space, dock appointments, door time, or labor coverage. A warehouse can look empty on a tour but still be capped by slotting, staging, or outbound throughput during peak.

How to prepare

Build a facility one-pager: square feet, clear height, pallet positions, racking type, doors, yard spots, constraints
Chart pallets-on-hand by month and note overflow periods and costs
Name the bottleneck and show how you manage it during busy weeks
Document permitting or sprinkler limits that affect re-racking or adding levels

Great answer

We are shipping-door-limited during peak, not square-foot-limited. We track pallets on hand by month and can show the weeks when staging and door time become the constraint, which is when we cap intake or add weekend shifts. The facility one-pager covers clear height, racking, pallet positions, doors, yard capacity, and sprinkler constraints that affect adding levels.

Good answer

We can describe the building and when it feels tight, but we have not pinned down whether the constraint is locations, docks, or labor.

Red flag

Utilization is about 50%, so we have tons of room to grow.

How Rejigg helps:Rejigg helps you present capacity the way warehouse buyers model it, including facility facts, constraints, and peak behavior.

What exactly are you getting paid for, and where do you leak labor?

Deal-critical

Billing & Accessorials

What buyers determine

They want to see that every billable touch becomes an invoice line item and that exceptions get captured. Missed accessorials and inconsistent credits are common EBITDA leaks in 3PL warehousing.

How to prepare

Break revenue into storage, handling, value-add, and accessorials using your invoice categories
Walk through 1–2 customers from inbound to outbound with WMS events next to invoices
Write down billing triggers, who audits them, and how credits get approved
Summarize disputes and credits by customer and note repeat causes

Great answer

We bill off defined events, and we can show the rules that trigger receiving, putaway, pick/pack, returns, labeling, and special handling. For two accounts, we have WMS activity and invoices side-by-side, so you can see the touches captured. We also keep a dispute and credit log that shows where issues happen and what we changed to stop repeats.

Good answer

We have rate sheets and a good grasp of accessorials, but we have not audited recently to confirm every touch is getting billed.

Red flag

We include most of that work, so customers don’t feel nickeled-and-dimed.

How Rejigg helps:Rejigg makes it simple to share rate sheets, sample invoices, and customer walk-throughs so buyers can validate billing discipline quickly.

What does throughput look like on a normal Tuesday and on your worst week?

Important

Peak Performance

What buyers determine

They underwrite the hardest weeks because that is when service slips, claims rise, and customers start shopping. They also look for a repeatable surge plan that works without the owner on the floor.

How to prepare

Summarize normal vs peak volumes: receipts/day, orders/day, lines/order, and peak multipliers
Document surge staffing: temps, cross-training, weekend coverage, and intake caps
Report peak service KPIs: on-time shipping, order accuracy, and backlog aging, if used
List the top peak failure points and the fixes you put in place

Great answer

In a normal week, we run 40 receipts/day and 300 orders/day at 3 lines/order. Peak weeks run about 2x, and we plan for it with temps, cross-trained leads, and clear intake caps. We track on-time shipping and order accuracy during peak months and can show the trend, plus the specific changes we made after last peak’s bottlenecks.

Good answer

We can explain peak volumes and staffing, but we do not have peak service metrics summarized in one place.

Red flag

Peak is chaos. Everyone just works longer, and we get through it.

How Rejigg helps:Rejigg helps you package peak-week metrics with your facility constraints so buyers can price service risk with facts.

How do warehousing customers usually leave, and what keeps yours from testing the market?

Important

Customer Stickiness

What buyers determine

They are looking for real switching costs like integrations, SOPs, packaging rules, and slotting changes. They also want to know how you recover after service issues, since churn often follows peak pain or a customer mix shift that breaks pricing.

How to prepare

Document switching costs per top customer: EDI/portal, SOPs, packaging, compliance, dedicated space or labor
Segment easy storage accounts vs higher-complexity accounts and explain the difference
Prepare examples of escalations, how fast you respond, and how you prevent repeat issues
List contract documents, notice periods, and rate review cadence for top accounts

Great answer

Most of our top accounts are operationally embedded. We run customer-specific SOPs, packaging rules, and system connections, and a move would mean re-slotting and re-onboarding. For each top account, we can explain what keeps them here and show how we handle escalations during peak to keep service steady.

Good answer

Customers stay because they like us, and we do good work. We have some integrations and SOPs, but they are not documented per account.

Red flag

They won’t leave. We’ve known them forever.

How Rejigg helps:Rejigg helps you show customer embeddedness and integration depth early so the right 3PL buyers lean in.

What does labor look like in practice—staffing plan, turnover, and supervision coverage?

Important

Labor Engine

What buyers determine

They are pricing whether margins hold up when wages rise, temps get scarce, or supervisors change. They also want to see training, safety habits, and floor supervision that keep accuracy and throughput steady.

How to prepare

Map staffing by shift and function with named leads for each area
Track turnover by role and document onboarding and forklift training
Explain temp usage: when you use temps, for what tasks, and who supervises them
List incentives and what behaviors they reward

Great answer

We can show staffing by shift and function with named leads covering receiving, picking, shipping, and inventory control. We track turnover by role and use a training path for forklift operators and team leads. Peak temps follow a defined plan with dedicated supervision. When labor costs moved, we have examples of repricing or process changes to protect margin.

Good answer

We have stable people and can explain shifts, but turnover and training are mostly informal.

Red flag

People come and go. We hire whoever shows up.

How Rejigg helps:Rejigg’s Owner’s Guide checklists help you document staffing, training, and role ownership so the operation transfers cleanly.

What’s your inventory accuracy, and what is your claims and chargebacks history?

Important

Accuracy & Claims

What buyers determine

They want confidence that inventory records match what is on the rack and that disputes do not turn into withheld cash. Claims levels vary by customer type and handling complexity, so buyers focus on your controls, root-cause work, and whether trends are improving.

How to prepare

Document cycle count cadence, adjustment approvals, and discrepancy investigation steps
Summarize claims and chargebacks by month or quarter and call out the biggest events
Write down the dispute workflow, evidence standards, and credit rules
Show process changes and the before-and-after trend

Great answer

We run a formal cycle count program with clear controls around adjustments, including who approves and how we investigate. We can share claims and chargebacks by quarter, highlight the few larger events, and show the fixes we put in place. Disputes follow a standard workflow with scan logs and photos when needed, plus consistent credit rules.

Good answer

We cycle count, and claims feel normal, but we have not packaged trends and root causes in a buyer-ready format.

Red flag

We don’t really track claims. Stuff happens.

How Rejigg helps:Rejigg’s data room helps you share cycle count SOPs, claims logs, and dispute documentation securely during diligence.

Which relationships and exceptions are ‘in your phone,’ and who runs them when you’re not here?

Important

Owner Dependence

What buyers determine

They are testing whether the warehouse can run after close without the owner solving every fire drill. The more the owner controls exceptions, pricing calls, and key relationships, the more buyers tend to push for longer transitions, holdbacks, or earnouts.

How to prepare

List common exceptions and assign a clear owner for each one
Add a second point of contact on top accounts before you go to market
Write simple escalation and approval playbooks for claims, credits, and repricing
Document a week where you are not on the floor and show who made key decisions

Great answer

Day-to-day exceptions are off my phone. Ops leads handle appointments and floor priorities, inventory control handles discrepancies, and billing and customer service own disputes with a clear escalation path. Top accounts have two contacts, and we have approval limits for credits and accessorial decisions. I can be out for a week, and the operation keeps its normal cadence.

Good answer

The team runs the floor, but I still handle escalations and pricing exceptions for key accounts.

Red flag

Customers only talk to me. Nobody else can handle it.

How Rejigg helps:Rejigg’s process guidance helps you assign exception ownership so buyers can picture the business running on day one.

How do you win new work in your market, and what does the first month look like?

Good to have

Growth & Sales

What buyers determine

They want repeatable deal flow and onboarding that does not wreck service or margin. In warehousing, the risk often shows up after go-live, when actual touch counts and special handling are higher than the original SOW.

How to prepare

List lead sources and summarize recent wins and losses with reasons
Write your onboarding checklist and typical timeline from slotting to go-live
Define re-rate triggers when real touches differ from the SOW
Track pipeline and conversion for the last 12 months in a simple spreadsheet

Great answer

Most new work comes from a few reliable channels, like forwarders and local manufacturers, plus occasional RFPs (Request for Proposals). We can show 12–18 months of wins and why we won. Onboarding follows a checklist: slotting plan, SOPs, label and pack rules, system setup, and floor training, followed by a short stabilization period. If touches differ from the SOW, we have a re-rate trigger and examples where we adjusted pricing and kept the account.

Good answer

We get customers from referrals and can describe onboarding, but it is not documented, and repricing happens case-by-case.

Red flag

We don’t sell. Customers show up when we have space.

How Rejigg helps:Rejigg helps you manage buyer outreach and offers while clearly documenting onboarding and pricing controls for growth-minded acquirers.

Straight from buyer evaluations

“Long-term clients, extra services like assembly and labeling on top of standard storage, and a facility running five days a week with room to add shifts. That kind of built-in growth potential is exactly what I was looking for.”

Throughput UpsideBuyer evaluating a fulfillment-focused warehouse operation

“The racking layout was smart, ceiling height was great, and they had dock doors to spare. When I ran the numbers, they were only using about 70 percent of their space. That means I can grow revenue without signing a new lease.”

Facility CapacityBuyer reviewing a warehouse facility's physical layout

“What stood out was the mix of services. Storage fees, handling charges, cross-docking, and a small trucking operation all under one roof. Multiple ways to make money in a single facility makes the business more resilient than anything else I looked at.”

Service Line DiversityBuyer analyzing a multi-service warehouse operation

“Their top ten clients have been shipping through that facility for over five years, and the operations manager runs the floor without the owner showing up. That combination of loyal customers and a solid team running things is rare at this size.”

Customer RetentionBuyer evaluating customer retention and management team

“They had pricing agreements with built-in annual increases for every customer, and billing was clean with everyone paying on time. In warehousing, that kind of pricing discipline tells me the owner built a real business, not just rented out space.”

Pricing DisciplineBuyer reviewing contract terms and billing practices

How buyers value this type of business

Where you land in that range depends on how much of your revenue is under contract, how much space you're using versus what's available, and whether the business runs without you on the floor.

3x–8x

annual profit

Depending on contracts, facility utilization, and team

What drives a premium

Customer agreements with built-in annual increases
When customers sign storage agreements that go up a little each year, buyers see growing revenue they can count on.
Room to grow without a new lease
A warehouse running at 60 to 75 percent capacity means there's room to take on more clients and revenue without adding major costs.
Extra services beyond basic storage
Assembly, labeling, repackaging, and cross-docking generate better profit per square foot than just storing boxes.
An operations manager who runs the floor
When someone on your team manages daily operations, labor, and customer issues, buyers see a business that can run without you.

Common add-backs

Rent you pay yourself if you own the building through a separate entityPersonal vehicles or non-operational equipment running through the businessOne-time costs for build-out, racking installation, or moving to a new facilityFamily members on payroll who won't stay after the sale

What the process looks like

5–8 months from listing to closemedian 201 days across closed deals

1
Listing
The day your business goes live on Rejigg.
2
First messageMedian: 4 days later
A buyer requests a conversation by sending a first pitch.
3
First callMedian: 7 days later
Your first completed call with a buyer to answer questions about your business.
4
Letter of intentMedian: 59 days later
A buyer submits an LOI and you choose to accept, decline, or negotiate.
5
Deal closeMedian: 89 days later
Assuming all is well in due diligence, you close the deal.

See the data behind this timeline in the 2026 Insight Report

Typical buyer types

Regional logistics operators looking to add locations or capacityInvestors building a group of warehouse and fulfillment operationsFirst-time buyers with supply chain or operations experience looking for stable cash flowCompanies in freight, trucking, or delivery looking to add warehousing to their services

Common questions about selling a Warehousing business

What is a warehousing or 3PL business typically worth?

Most warehousing and 3PL businesses trade on an EBITDA multiple (or SDE for smaller owner-run sites). Buyers usually pay up for long lease runway, clean customer mix, strong accessorial capture, stable labor, and low claims and chargebacks. Value can move down if the building limits growth, racking and equipment are near end-of-life, or invoicing and credits are messy. To sanity-check a range, use Rejigg’s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> to see how margin and risk factors affect value.

Can a buyer use an SBA loan to buy a warehousing business?

Often, yes, especially for smaller warehouse operators with steady cash flow, clean books, and a lease a buyer can assume or replace quickly. SBA deals get harder when add-backs are thinly documented, A/R is messy, customer concentration is high, or the lease is short or non-assignable. Lenders also care about working capital because payroll goes out before many customers pay. You can estimate buyer payments with Rejigg’s <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a> before you launch a process.

How long does it take to sell a warehousing business?

Many warehouse deals close in 3–8 months once you are truly “ready to market.” Timelines slip most often on landlord consent, customer approvals, or deeper diligence around claims, inventory accuracy, and billing disputes. Sellers who share a facility one-pager, customer mix and rate logic, and peak-week metrics up front usually move faster because buyers can underwrite sooner. Rejigg helps by centralizing documents and deal tracking. Use this checklist: <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">preparation guide</a>.

Do I need a broker to sell my warehouse business?

No. A broker can help, but many charge 5–10% and still rely on you for facility details, customer nuance, and operations answers. If you can run a disciplined process, you can do it yourself with strong confidentiality controls and a clean data room. Rejigg supports a broker-free sale by vetting buyers, collecting digital NDAs before sharing sensitive info, and giving you secure document sharing, plus messaging and offer comparison. Start here: <a href="/owners/owners-guide/find-your-dream-buyer" style="color: #1d4d05; font-weight: 600;">finding buyers guide</a>.

What documents do buyers request in warehouse due diligence?

Buyers usually ask for 3 years of financials (monthly P&Ls and balance sheets), A/R aging, a customer list with services and revenue, rate sheets and SOWs, sample invoices, and the lease with all amendments. Expect an equipment list (owned vs leased), insurance and claims history, and operational KPIs like inventory accuracy, cycle counts, and peak throughput. Warehousing buyers also want facility specs, such as clear height, dock doors, and yard capacity, plus any audits or certifications. Use this checklist: <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence checklist</a>.

How do buyers think about working capital in a warehousing deal?

Working capital matters because warehousing is payroll-heavy and collections-driven. Buyers look at A/R aging, billing cycles, and whether credits, disputes, and chargebacks routinely delay cash. Many deals set a normalized working capital target so the buyer does not inherit an A/R shortfall at closing. The exact target depends on your customer terms and seasonality, so it is worth modeling a few months of history. Rejigg’s tools let you compare working capital terms across offers. Learn more: <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">deal negotiation guide</a>.

What deal structures are common for warehousing acquisitions (earnouts, seller financing)?

It’s common to see structure in warehousing deals because lease transfer, customer retention, and post-close claims can swing results. Seller notes are frequent, and some buyers add an earnout tied to keeping specific accounts or hitting service and revenue targets. Holdbacks for claims, chargebacks, or inventory disputes also show up, especially when documentation is thin. When you can prove billing discipline, stable service through peak, and clean claims history, buyers usually ask for less structure. Rejigg’s deal dashboard helps you compare price versus terms in one place.

What happens if my warehouse lease is non-assignable?

A non-assignable lease can still be workable, but it puts the landlord in control of your timeline. The buyer may need a brand-new lease, and that can introduce rent changes, buildout requirements, or delays that make customers nervous. Buyers often respond with a lower price, more contingencies, or a longer closing schedule while they secure site control. Pull the lease clause early and map the landlord process before you go to market. Rejigg lets you share lease documents securely after an NDA through <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>.

How do warehouse owners handle inventory valuation (racking, forklifts, and equipment) in a sale?

Most deals are priced mainly on cash flow, with equipment and racking treated as part of the operating package unless the parties carve something out. Buyers still care about condition because old forklifts, failing dock gear, or damaged racking often means near-term capex and downtime. Provide an equipment list with age, condition, and maintenance records, plus any leases and transfer terms. Racking value varies a lot based on layout, capacity, and whether it fits the buyer’s customer profiles. Keep it organized in a data room using <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>.

How should I think about customer contracts and termination notice periods in warehousing?

Many warehousing relationships run on SOWs, rate sheets, and SOPs, with termination notice periods that can be short. Buyers focus on how quickly a customer can leave, how often rates reset, and whether there are minimums like pallet position commitments, labor minimums, or monthly storage minimums. If contracts are light, you can still reduce perceived churn risk by showing operational embeddedness, including EDI connections, customer-specific packaging rules, and strong peak performance. Rejigg’s data room helps you organize SOWs, rate sheets, and SOPs cleanly.

Do I need a non-compete to sell a warehousing business?

Most of the time, yes. Buyers want a reasonable non-compete and non-solicit because the value is tied to customer trust and local relationships, and a competing warehouse across town can pull accounts fast. The scope usually matches your geography and service type, and the length varies by deal size and your transition role. If you stay on temporarily, the agreement often spells out what you can do during that period. Rejigg keeps drafts and terms organized. See <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">deal negotiation guide</a>.

How do taxes work when selling a warehouse business (asset sale vs stock sale)?

Many smaller warehousing deals are asset sales because buyers want to avoid unknown liabilities and pick up only what they need to operate. Your tax outcome depends on how the purchase price is allocated across equipment, leasehold items, and goodwill, and whether depreciation recapture applies. Stock sales can happen, but they are less common in small private transactions and may require cleaner legal and tax history. Have your CPA model both early because the same headline price can net very different proceeds. Start with <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">preparation guide</a>.

What makes a warehouse business ‘bankable’ to lenders?

Lenders want steady, provable cash flow, clean financial statements, and customer concentration they can live with. In warehousing, they also look closely at lease runway and transferability since a forced move can wipe out value. Most lenders will ask how you capture accessorials, how stable labor is, and whether claims, chargebacks, or disputes are controlled and accrued correctly. If you can show clean monthly financials, A/R aging, and a clear lease summary, financing usually gets easier. Rejigg’s QuickBooks integration and data room reduce the manual work.

How should I prepare for quality-of-earnings (QoE) in a warehousing deal?

QoE teams test whether earnings reflect the real work performed on the floor. In warehousing, they dig into accessorial capture, credits and claims accruals, labor normalization (including temps), and customer-level margins where touches can outpace revenue. Preparation usually means reconciling invoices to deposits, documenting add-backs with proof, and explaining volatility like peak season, a large claim, or a big onboarding. If you can show two or three accounts end-to-end from WMS activity to invoice, diligence gets smoother. Organize it under <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence</a>.

What is a typical transition period after selling a warehouse business?

Many transitions run 4–12 weeks, but it depends on customer complexity and how involved the owner is in exceptions. Buyers usually want joint calls with top accounts, introductions to the floor leadership, and a clean handoff of billing quirks, slotting rules, and peak playbooks. If the owner controls pricing exceptions, disputes, or landlord relationships, buyers may ask for a longer part-time advisory period. Set clear boundaries so the handoff does not drift. Rejigg includes a transition checklist here: <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transition planning guide</a>.

How do I keep a sale confidential so customers and employees don’t panic?

Confidentiality matters in warehousing because customers can move inventory quickly, and employees can leave if they hear rumors. Most sellers use blind outreach, staged disclosures, and NDAs before sharing customer names, lease terms, or detailed facility constraints. It also helps to limit who on your team knows until you have a credible buyer in diligence. Rejigg supports this workflow by vetting buyers, collecting digital NDAs, and letting you control document access by buyer and stage. Start here: <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>.

What should I do if I have customer disputes or withheld payments in A/R?

Package it clearly and show your process. Buyers want to know which customers dispute, what they dispute, how often it happens, and whether you resolve it fast. A simple log with date, amount, reason (counts, damage, missed accessorials), status, and root cause goes a long way. Separate true operational misses from customers who routinely short-pay. If the issue ties to receiving discipline or inventory accuracy, document what changed on the floor and whether the trend improved. Rejigg’s data room lets you share this under an NDA and keep questions organized.

Is now a good time to sell a warehousing business?

It depends on how clean your story is right now. Stable margins, a lease with runway, predictable billing, and a peak season that does not create churn or major claims usually translate into better terms. A lease renewal window, rent reset risk, or a major customer profile change can push you to sell sooner, or it can be worth fixing pricing and operations first. You can get a quick value range with the <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a>, then run a controlled process on <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>.

How do I sell my warehousing business?

What is my warehousing business worth?

Most warehousing businesses sell for 3 to 8 times annual profit. The biggest factors are how much space you're using, how loyal your customers are, whether you have agreements in place, and whether the operation runs without you on the floor. Try <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>'s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> for a starting estimate.

How long does it take to sell a warehousing business?

Do I need a broker to sell my warehousing business?

No. Brokers typically charge 5 to 10 percent of the sale price. <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> handles buyer vetting, secure document sharing, and direct messaging between you and qualified buyers. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Schedule a free consultation</a> to see how the process works for warehouse businesses.

What do buyers look for in a warehousing business?

How does customer concentration affect the sale of a warehousing business?

Should I include real estate when selling my warehouse business?

That depends on your goals. Including the property can increase the total deal value, but it narrows the pool of buyers who can afford it. Many owners sell the operating business separately and lease the building to the new owner, which gives you ongoing rental income. Either approach works — just be clear about what's included before you start talking to buyers. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Talk to Rejigg</a> about structuring the deal.

Will my warehouse clients stay after I sell?

In most successful deals, yes. Buyers want your clients because they represent revenue and facility utilization. The key is a smooth transition: introduce your operations team to major clients before closing, and review your contracts for any language about ownership changes. Clients who've been shipping through your facility for years are typically loyal to the operation and service level, not to any one person.

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