Multi-Branch Trade Supply Payments: A Sample Scenario
A five-branch trade supply group discovered identical contractor business cost different amounts at different counters.
- Client
- Wexler Trade Supply
- Client type
- Multi-branch trade supply distributor
- Company size
- 120–300 employees
- Locations
- 5 branches
- Processing volume
- $4.1M / month
Executive summary
This is a hypothetical example created to illustrate how this service could work for a business with these needs. It is not a description of an actual client engagement. The company is invented and every figure below is an illustrative assumption, not a measured result. Assume the following scenario. Wexler runs five branches that had drifted onto three processors and four pricing models. Identical contractor business was costing meaningfully different amounts depending on which counter it crossed, and nobody at the group level could see it.
Line-item data reaching the networks on every commercial card transaction.
Qualification reported monthly.
AR out of the standalone terminal.
Client profile
- Industry
- HVAC, Plumbing & Electrical Supply
- Locations
- 5 branches
- Monthly volume
- $4.1M / month
- Average ticket
- $1,850
The challenge
Five branches, three processors, no consolidated view of cost to collect.
- Commercial card volume downgrading to non-qualified.
- Required Level 3 fields absent from the transaction record.
- No visibility into cost to collect by customer.
Why the previous setup was failing
- • Payments keyed into a standalone virtual terminal.
- • Tiered pricing obscuring qualification.
- • No line-item data reaching the card networks.
- • A virtual terminal cannot transmit Level 3 line-item data.
- • Tiered pricing hid downgrades inside a qualification bucket.
- • No single owner was accountable for payment cost.
Our assessment
- Twelve months of statements normalized to one baseline.
- Transaction-level downgrade analysis by card type.
- Field mapping of ERP data against Level 3 requirements.
The recommended solution
- Move to interchange-plus so qualification is visible.
- Integrate payments with the ERP.
- Monitor qualification monthly.
Implementation Process
- 1
Week 1 — Statement review
Three months of statements plus a sample invoice, normalized to a single interchange-plus baseline so every line is comparable.
- 2
Week 2 — Downgrade analysis
Transaction-level review identifying which card types downgraded and which required data fields were missing.
- 3
Weeks 3–4 — Connector and field mapping
Payment connector installed against the existing ERP; invoice fields mapped to the Level 2 and Level 3 requirements.
- 4
Week 5 — Test transactions
Live test transactions confirmed qualification per card type before any production volume moved.
- 5
Week 6 — Cutover
Cutover between billing cycles, with the previous setup kept available for rollback for one full cycle.
- 6
Weeks 7–10 — Verification
First full month compared against projection; qualification reported by card type and customer.
Technology and integrations
Integration changes
- • ERP payment connector installed.
- • Line items, freight and tax mapped to Level 3 fields.
- • PO and customer reference populated from the order.
Processing changes
- • Tiered pricing replaced with interchange-plus.
- • Qualification reported by card type.
Obstacles and resolutions
Freight billed separately, missing from the transaction.
Freight would move onto the invoice as a line item.
AR staff accustomed to the virtual terminal.
Integrated flow would be piloted with a fallback available for one cycle.
Measurable results
Illustrative only — modeled at 50 to 85 basis points across the group, concentrated at the two branches on legacy tiered pricing.
Operational improvements
- • Payments taken against the invoice rather than re-keyed.
- • Settlement written back to the ledger daily.
Reporting improvements
- • Qualification rate by card type.
- • Cost to collect by customer.
Funding improvements
- • Consistent settlement timing.
- • Deposits reconciled to invoices automatically.
Customer experience improvements
- • Customers pay against an invoice rather than reading a card over the phone.
Before and after
| Measure | Before | After |
|---|---|---|
| Commercial card qualification | Non-qualified on most volume | Level 3 where card and data support it |
| Pricing | Tiered | Interchange-plus |
| AR workflow | Keyed into a standalone terminal | Taken against the invoice in the ERP |
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Frequently asked questions
Are these results guaranteed?+
No. This engagement is demonstration content built on realistic scenarios. Actual outcomes depend on your volume, mix, software, and current pricing — which is exactly what a review establishes.
How long did the Wexler Trade Supply engagement take?+
The implementation ran across 6 phases; most comparable environments cut over in 7 to 14 business days once scope is agreed.
Do we have to change software to see similar results?+
Usually not. Most of this work happens in merchant structure, pricing, data capture, and integration configuration around software you already run.
Can we see a version of this analysis for our business?+
Yes. A payment review returns the same structure — assessment, recommendation, projected impact — against your own statements.
Want this analysis for your business?
Send us your current setup and we'll return a written assessment covering cost, integrations, reporting, and funding.
Related solutions and references
The pages that explain the payment methods, integrations and account structure behind this engagement.
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