{"id":18369,"date":"2024-02-18T13:57:01","date_gmt":"2024-02-18T13:57:01","guid":{"rendered":"https:\/\/stg-khh4l5.elementor.cloud\/?post_type=customer-stories&p=18369"},"modified":"2026-03-23T14:03:50","modified_gmt":"2026-03-23T14:03:50","slug":"tapin-3pl","status":"publish","type":"customer-stories","link":"https:\/\/stg-khh4l5.elementor.cloud\/nz\/customer-stories\/tapin-3pl\/","title":{"rendered":"How Tap\u2019in 3PL Transformed Beverage Logistics"},"content":{"rendered":"

Meeting a growing market<\/h2>\n\n\n\n

Founded in 2012 by a logistics enthusiast who long dreamed of running his own operation, Tap\u2019in 3PL<\/a><\/strong> entered the industry with a bold mission: to disrupt traditional beverage distribution by offering more control and flexibility to brands.<\/p>\n\n\n\n

Unlike conventional wholesalers, Tap\u2019in offered a model that let drinks brands choose where and to whom their products were sold… empowering them to bypass the rigid wholesale<\/a> route and reach high-profile venues across London directly.<\/p>\n\n\n\n

The business quickly found traction in the competitive beverage logistics space, especially by championing independent brands with unique stories and high-quality products. But as volumes grew, so too did the complexity behind the scenes.<\/p>\n\n\n\n

Manual processes, paper-based orders, and lack of scalable systems meant the company\u2019s operational engine was under increasing strain… especially during peak periods.<\/p>\n\n\n\n

\u201cFrom a day-to-day perspective, working off manual entries and paper pick lists in busy periods became a nightmare. You\u2019re all hands to the pump, chasing paper, with no visibility or traceability.\u201d<\/p>– Chay, Operations Director<\/cite><\/blockquote><\/figure>\n\n\n\n

From mission to mismatch<\/h3>\n\n\n\n

While the Tap\u2019in value proposition was innovative, its internal processes didn\u2019t reflect the same agility. Their aspiration to be a best-in-class logistics partner was held back by operational bottlenecks.<\/p>\n\n\n\n

The company faced an urgent need: to modernise its warehouse operations in line with its mission to deliver premium service, cost transparency, and speed to its clients.<\/p>\n\n\n\n

In that moment, the transformation journey began.<\/p>\n\n\n\n

<\/div>\n\n\n\n
\"Temperature<\/figure>\n\n\n\n
<\/div>\n\n\n\n

Overcoming WMS Challenges Holding the Business Back<\/h2>\n\n\n\n

Manual systems, limited scale<\/h3>\n\n\n\n

Tap\u2019in\u2019s team worked hard to fulfil orders accurately and on time, but their tools were outdated. Every process from picking and packing to reporting and billing relied heavily on spreadsheets, manual entry, and disconnected workflows.<\/p>\n\n\n\n

Staff picked stock using printed sheets. Real-time stock visibility was non-existent. Warehouse scalability was limited. During peak periods, the business simply couldn\u2019t keep up.<\/p>\n\n\n\n

Billing chaos and client confusion<\/h3>\n\n\n\n

One of the most pressing challenges was the billing process<\/strong>. Clients frequently called to question invoices, which were often confusing and filled with fragmented charges. Each billing cycle created tension, not just in accounts but in the customer experience.<\/p>\n\n\n\n

\n

\u201cYou\u2019d get charged for A, B, C, D, E, F and G but clients didn\u2019t understand what they were paying for. That created queries, frustrations, and delayed payments.\u201d<\/p>– Chay, Operations Director<\/cite><\/blockquote><\/figure>\n<\/blockquote>\n\n\n\n

In total, the business was handling 10\u201315 billing queries per month<\/strong>, each requiring manual resolution.<\/p>\n\n\n\n

Inaccurate inventory tracking<\/h3>\n\n\n\n

The warehouse yard held up to 72,000 kegs<\/strong> at peak but without a digital WMS, stock counting was done manually. Any miscount could cause errors in dispatch, underutilised space, or service issues.<\/p>\n\n\n\n

Without visibility of what was in, what was out, and what was available in real time, scaling or planning ahead became guesswork.<\/p>\n\n\n\n

\n

\u201cYou never quite knew what was happening in the yard. Once things go in and out, the numbers go wrong quickly.\u201d<\/p>David, Warehouse Manager<\/cite><\/blockquote><\/figure>\n<\/blockquote>\n\n\n\n

Tap\u2019in needed a WMS that could turn their operational blind spots into measurable performance gains.<\/p>\n\n\n\n

<\/div>\n\n\n\n
\"Tap'in<\/figure>\n\n\n\n
<\/div>\n\n\n\n

Guiding tap\u2019in Toward WMS Transformation<\/h2>\n\n\n\n

Finding a true partner<\/h3>\n\n\n\n

Tap\u2019in explored options and selected Clarus WMS<\/strong>, drawn by its intuitive interface, configurable reports, and flexible partner approach.<\/p>\n\n\n\n

Where other providers offered rigid systems and slow customisations, Clarus presented a WMS platform built to adapt to Tap\u2019in\u2019s pace of innovation.<\/p>\n\n\n\n

\n

\u201cWith most WMS providers, you\u2019re told \u2018we can\u2019t do that\u2019. With Clarus, it\u2019s \u2018of course we can\u2019\u2014and they do it quickly.\u201d<\/p>\n<\/blockquote>\n\n\n\n

The Tap\u2019in operations team quickly got to grips with the system. Staff adapted within hours, no longer wandering the warehouse trying to locate stock. Clarus WMS took them directly to each pick location.<\/p>\n\n\n\n

\n

\u201cEveryone preferred it straight away. It was easy, intuitive, and gave them confidence.\u201d<\/p>\n<\/blockquote>\n\n\n\n

Simplifying the complex<\/h3>\n\n\n\n

One of the biggest breakthroughs came with a new pricing model<\/strong> \u201cPrice Per Distributed Litre\u201d (PPDL). Working with Clarus, Tap\u2019in created a billing structure that consolidated multiple fees into one transparent charge.<\/p>\n\n\n\n

Now, instead of complex invoices, clients receive a simple per-litre charge that aligns directly with their dispatch volume.<\/p>\n\n\n\n

\n

\u201cBefore, we had 10\u201315 billing queries a month. Now, it\u2019s 1 or 2. And we release invoices earlier on the 1st or 2nd of the month.\u201d<\/p>– Chay, Operations Director<\/cite><\/blockquote><\/figure>\n<\/blockquote>\n\n\n\n

The transformation wasn\u2019t just technical it changed how Tap\u2019in\u2019s team thought about logistics, billing, and performance reporting.<\/p>\n\n\n\n

<\/p>\n\n\n\n

<\/div>\n\n\n\n
\n