Never out of stock — in every store, every market you grow into.

Stockouts are one of the most expensive failures in retail. Studies put global lost sales from out-of-stocks in the hundreds of billions of dollars a year, and most shoppers switch brands or buy elsewhere rather than wait for a restock. The fix lives upstream in the middle mile: keep inventory flowing reliably into stores so the shelf is full when the customer arrives. Warp targets 98.2% on-time delivery so the sale is captured, not lost.

Store replenishment is the process of moving inventory from a distribution center, vendor, or cross-dock to the stores that need it, on the schedule each store needs it. It covers the freight network design, mode selection, appointment management, and execution metrics that decide whether stores stay in stock.

Stockouts happen when freight misses the store delivery window or the store cannot process what arrived in time. A modern replenishment network fixes both: appointment windows hit to the 2-hour slot, carton-level scan visibility so receiving stages the dock before the truck arrives, mode flex (pool, LTL, partial, dedicated, box truck) so each store gets the right vehicle, and forward-deployed inventory plus same-day surge capacity for promotions. The result is full shelves and the sale captured instead of lost to a competitor or to Amazon.

Book a strategy call. Warp maps your store footprint, designs the mode mix per store (pool for dense clusters, LTL for orphan stores, partial or dedicated for high-volume stores), integrates EDI and the retailer appointment systems, and onboards a typical multi-store retailer in 4 to 6 weeks. The program runs across 50+ cross-docks with carton-level scan visibility and a per-store scorecard, and it scales as you add stores.

Warp already operates 50+ cross-docks and a nationwide carrier network, so opening a new region does not mean rebuilding your freight. You extend the same program — same visibility, same scorecard, same EDI integration — into the new metros, and Warp flexes the mode mix to the new store density. Most retailers add a region without adding the headcount to manage it.

Warp runs bespoke store replenishment programs for multi-store retailers and omnichannel brands: hundreds of store stops a day across a footprint, mode-flexed per store, with carton-level scan visibility and 98.2% on-time delivery. It is a managed program designed around your stores and retailer scorecards, not an off-the-shelf LTL contract or a one-off quote.

Most retail networks were built for stable demand and loose delivery windows. Modern retail has tight 2-hour appointment windows, retailer scorecards (Walmart OTIF, Target VCP), and high SKU variability. Legacy LTL networks with terminal-based routing and limited visibility cannot keep up. The failure shows up as stockouts, backroom congestion, and missed merchandising windows.

On-time delivery to store appointment, scan capture rate at every node, dock-arrival accuracy, claim rate, and cost per stop. Sell-through and stockout rate are the downstream business metrics; the freight metrics are what you actually control. Warp targets 98.2% OTD across the network.

Warp runs replenishment across 50+ cross-docks across the United States with dynamic routing, carton-level scan visibility, and the ability to flex between pool, LTL, partial truckload, and dedicated as store volume changes. Most legacy providers are locked into terminal-based LTL or static pool schedules.

A typical multi-store retailer can be onboarded in 4-6 weeks: week 1-2 for network design and rate confirmation, week 3-4 for EDI and appointment-system integration, week 5-6 for parallel-running and cutover. Smaller footprints can move in 2-3 weeks.

Store replenishment is B2B; DTC is parcel. The two networks are distinct, but cross-dock infrastructure and visibility tooling can be shared, which is how omnichannel brands consolidate operating cost. Warp customers commonly run both on the same underlying footprint.

Pricing depends on mode mix. Pool is per-stop or per-pallet. LTL is class-based per CWT plus accessorials. Partial truckload is per linear foot. Dedicated is per route or per day. The cleanest commercial model bundles linehaul, dock handling, and standard appointment scheduling into a flat per-stop or per-pallet rate so you can compare landed cost across modes.

OTIF (On-Time, In-Full) is Walmart's vendor compliance framework. Walmart requires 95%+ OTIF on shipments to its DCs, with chargebacks of roughly 3% of cost-of-goods on misses. Hitting OTIF requires tight appointment management, MABD compliance, scan-level visibility, and exception handling that catches misses before they accumulate. A pool or cross-dock-led network beats terminal LTL on every one of those axes.

Target VCP (Vendor Compliance Program) is a tier-based scorecard rather than a single percentage threshold. Vendors are scored on routing-guide adherence, label accuracy, appointment compliance, and product condition, then placed in tiers that drive future order allocation. Unlike OTIF's flat chargeback, VCP penalties are per-violation plus the longer-term cost of falling tier. Both demand the same scan-visibility and appointment discipline.

MABD (Must Arrive By Date) is the latest acceptable arrival date on a retail PO. Hitting MABD is the table stakes for OTIF and most retailer scorecards. Missing MABD triggers chargebacks and inventory backups in the receiving DC. Carrier-defined timestamps are rejected, the retailer's appointment-system clock is the only one that counts.

When at least one of these is true: OTD dropped below 90%, claims exceed 1%, retailer scorecards (Walmart OTIF, Target VCP) are slipping, accessorial spend is climbing, or the store footprint is growing into regional clusters. Cross-dock-led wins on cost AND service for clusters with 6+ stops in a region and 10+ pallets/wk; terminal LTL still wins for orphan stores.