Your stock, positioned, where your customers already are.
eBrands operates a fulfillment network of 15 warehouses across four regions, fed by 165 factories and connected to every channel we sell on. You ship your inventory once. From there it sits in-market, close to the customer, ready to move the moment an order lands — with no warehouse contracts, no local entity and no minimum volumes on your side.
Selling in a market is easy. Being physically present in one is not.
A brand can list in a new country in an afternoon. Getting the goods there is the part that stalls. Warehouse contracts come with minimum volumes, long notice periods and a setup cost you commit to before you know whether the market works. So most brands do one of two things, and both cost them: ship every order across the border from home, or sign a local 3PL in each country and inherit four systems that never agree.
We define what mattShoppers compare delivery estimates before they compare products. A brand shipping from outside the market quotes a week while the local competitor quotes two days — and no amount of paid traffic closes that gap.ers, what moves, and what scales
Warehouse agreements are signed on forecast, not on demand. That first commitment is the one brands regret most, because it locks in cost against a market that has not been tested yet.
Four providers means four portals and four spreadsheets. Nobody can answer "how many units do we own, and where" without an hour of reconciliation — and by then it has changed.
15 warehouses. Four regions. One inventory position.
The network is built around the markets our brands actually sell into, weighted towards North America and Europe because that is where the demand sits. Every location is already contracted, integrated and receiving goods — so joining the network means sending stock, not signing a lease.
Upstream, 165 factories feed the network across Asia and Europe — the production end of the same chain, covered on our supply chain and import page.
Five ways to fulfill an order, running side by side.
Most providers have one model and fit every brand into it. We run five in parallel, because the right answer changes by channel, by market and sometimes by SKU.
Stock held inside Amazon's own fulfillment centres in North America, Canada, the UK and the EU, so listings carry Prime delivery promises. We manage the inbound side in depth on our Amazon operations page.
Contracted warehouses across the US, UK and Germany handling direct-to-consumer orders, marketplace orders we fulfill ourselves, and wholesale outbound. This is where stock lives when it needs to serve more than one channel at once.
Inventory positioned inside a marketplace's own logistics programme — Walmart being the clearest example — so the listing inherits that platform's delivery service level rather than ours.
Dedicated capacity for the work that has to happen before goods are sellable: labelling, bundling, repacking to channel spec, and quality inspection on arrival. Getting this wrong is the most common reason a shipment is refused at a fulfillment centre.
Units still being manufactured are tracked as a distinct inventory state, not as a gap in the data. Knowing what is coming and when turns replenishment from a guess into a calculation.
A typical brand runs several of these at once. Because all five report into one system, that mix reads as a single inventory position rather than five disconnected ones.
One brand, one stock pool, every channel drawing from it.
What it looks like when one operator runs the whole footprint.
These are warehouses we contract, integrate and receive into every week, on behalf of the brands we already operate. That distinction matters when you are choosing where to put your stock, because a network that exists on paper behaves very differently from one that is already running. Everything below is drawn from the same system we use to run it.
Every unit, wherever it is, on one screen.
A network this distributed is only an advantage if you can see across it. Every location reports into Apollo Intelligence, our commerce data platform, so stock is one number rather than a reconciliation exercise: units on hand by SKU, warehouse, country and region, days of stock in each location, and stock value per position.
That view is what makes the network operational rather than decorative. It is how a stockout gets caught while there is still lead time to fix it, and how a unit gets rebalanced from a slow location to a fast one before it becomes dead stock.
Most logistics providers stop at the warehouse door.
A network of warehouses is a useful thing to rent. It is a different thing when the operator holding your stock is also the legal seller of the goods, the importer bringing them across the border, and the team running the channel that generated the order.
Worth understanding before comparing us to a 3PL: the warehouse network on this page is one layer of a single operating model. The same operator carries the VAT registrations, the customs entries, the marketplace accounts and the consumer-facing liability.
Common questions about global fulfillment
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