Packaging Distributor ACH Migration: A Sample Scenario
A packaging distributor used an early-pay discount to move standing accounts onto autopay, then optimized what was left.
- Client
- Linden Packaging Group
- Client type
- Packaging and paper distributor
- Company size
- 40–90 employees
- Locations
- 1 distribution center
- Processing volume
- $2.2M / 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. Linden ships predictable repeat orders to accounts that rarely change. That predictability was being collected manually every cycle. An early-pay discount moved most standing accounts onto autopay, and the card volume that remained was optimized rather than argued with.
Line-item data reaching the networks on every commercial card transaction.
Qualification reported monthly.
AR out of the standalone terminal.
Client profile
- Industry
- Packaging & Paper Distribution
- Locations
- 1 distribution center
- Monthly volume
- $2.2M / month
- Average ticket
- $2,750
The challenge
Predictable recurring volume collected by hand every cycle.
- 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
Savings in this scenario would come from a combination of rail migration on standing accounts and Level 3 on the card volume that remained.
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 |
Related services
Line-by-line statement work that removes real cost — not marketing math.
Learn morePayments wired into the systems that already run your business.
Learn moreA written, line-by-line analysis of what you actually pay for.
Learn moreRelated integrations
Related industries
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 Linden Packaging Group 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.
Ready to see what your setup could look like?
Book a working session focused on work like the Linden Packaging Group example. Clear recommendations, no obligation.
- • 150+ software platforms reviewed
- • 1,500+ merchant environments evaluated
- • Under 24-hour average response time
- • 7–14 business day onboarding