Logistics Business Brokers & Advisory
Florida’s logistics sector represents a $78.32 billion infrastructure engine. Discover the proprietary valuation metrics, structural transaction risks, sub-sector EBITDA multiples, and strategic exit blueprints required to execute institutional-grade M&A transactions in the Florida market.
Table of Contents
Executive Summary – The Florida Logistics M&A Market
Florida is no longer merely a regional transit point or a seasonal consumption market. The state has cemented its position as a primary gateway for Latin American nearshoring and a permanent, high-volume hub for global supply chains. The Florida freight and logistics market, valued at $78.32 billion in 2025, is projected to reach $97.10 billion by 2030, representing a robust 4.45% Compound Annual Growth Rate (CAGR).
For business owners preparing an exit, and for private equity sponsors seeking platform investments, understanding the specific valuation drivers, operational benchmarks, and infrastructure bottlenecks within Florida is critical. In the first half of 2026, the Transportation & Logistics (T&L) M&A market saw strategic acquirers chasing defensibility over mere volume. Acquirers are paying premium multiples, pushing median TEV/EBITDA (Total Enterprise Value to Earnings Before Interest, Taxes, Depreciation, and Amortization) up to 12.19x for highly specialized assets, for contracted revenue, cross-border infrastructure exposure, and technology integration that cannot be easily replicated.
Expert Tip: The Flight to Quality “We’re no longer seeing buyers chase volume; they’re chasing defensibility,” notes industry analysis from leading transportation investment bankers in 2026. Owners who have invested in scalable capabilities, such as automated freight matching or secured port access, are entering a seller’s market, despite broader deal flow normalization across the middle market.
Essential Florida & National Logistics Statistics
- M&A Buyer Composition: Strategic buyers dominate at 79.2% of transaction volume, while Financial buyers (Private Equity (PE) platform investors) have increased their share to 20.8%, up significantly as they hunt for scalable platforms.
- Industrial Real Estate: South Florida’s vacancy rate sits at a constrained 5.8% with asking rents at $18.64 per square foot, driving up the value of operational businesses holding favorable long-term leases.
- Valuation Benchmarks: Median TEV/EBITDA for premium T&L assets reached 12.19x, while median TEV/Revenue rose to 1.93x.
This Knowledge Center, designed by Florida’s premier transportation business broker team, serves as the definitive, publication-quality baseline for logistics business valuation, M&A mechanics, and market realities.
Macroeconomic & Infrastructure Drivers of Florida Supply Chain Acquisitions
Acquirers do not simply buy historical cash flow; they underwrite future risk, operational velocity, and geographic defensibility. In 2026, specific infrastructure developments heavily influence how specialized M&A advisors price, market, and transition supply chain enterprises across Florida.
The I-4 Corridor Industrial Real Estate Squeeze
The 132-mile stretch of Interstate 4 connecting the Tampa Bay Metropolitan Area to Orlando and the Space Coast has transformed into the primary distribution spine of the Southeastern United States. As consumer migration pushes Florida’s permanent population beyond 23.4 million, localized e-commerce fulfillment demands absolute proximity to this consumption center.
Consequently, industrial land parcels hugging I-4 have encountered severe development constraints. In 2026, vacancy rates for class-A warehouse facilities in sub-markets like Lakeland, Plant City, and Davenport sit tightly constrained, pushing industrial triple-net (NNN) asking rents to historic peaks.
For an enterprise preparing to sell a warehouse business or distribution operation, this real estate scarcity alters the valuation architecture. Acquirers executing institutional roll-ups routinely assign a structural premium to companies holding long-term, transferable leases with below-market rates along this I-4 corridor logistics bottleneck. The lease itself acts as an intangible asset that boosts the ultimate transaction multiple.
According to technical studies published by the FDOT’s Transportation Data and Analytics (TDA) Office, commercial vehicle traffic delays along the I-4 corridor have risen substantially, making sophisticated route optimization and localized multi-site facilities critical components of business value.
Interactive Technical Asset – I-4 Freight Bottleneck Explorer
To analyze how transit delays and localized freight bottlenecks impact operating margins, utilize the interactive simulator below.
Nearshoring Trade Realignment & Port Infrastructure Injection
The traditional reliance on extended transpacific maritime lanes has structurally pivoted toward regionalization and American nearshoring. As manufacturing capacity scales across Mexico, Central and South America, the trade lanes of the Atlantic and Gulf of Mexico have absorbed substantial volume increases. Florida’s deepwater ports are the direct beneficiary of Latin American nearshoring, transitioning the state from a terminating consumption market into an outbound freight origin.
Data points from the Florida Ports Council’s Seaport Mission Plan underscore this institutional shift:
- JAXPORT (Jacksonville): Successfully scaled its containerized throughput to 1.39 million TEUs (Twenty-foot Equivalent Units), driven by channel deepening to 47 feet and expanded lines with Central American carriers.
- PortMiami: Routinely exceeds 1.12 million TEUs annually, anchored by its direct post-Panamax rail access and comprehensive cold chain customs facilities.
- Port Everglades: Reached a record containerized volume of 1.17 million TEUs, prioritizing roll-on/roll-off (Ro-Ro) short-sea shipping lanes.
For M&A, this means drayage firms, container freight stations, and freight forwarding and customs brokerage firms operating within these PortMiami and JAXPORT infrastructure matrices command premium interest. This trend is corroborated by the U.S. Bureau of Transportation Statistics, which tracks surging cross-border and port-level domestic freight tonnage.
The Valuation Architecture – Financial Mechanics & Multiples
Determining a defensible transportation company valuation requires moving away from generic industry averages. The market values an asset-light, technology-enabled brokerage completely differently than an asset-heavy carrier burdened by severe capital expenditure (CapEx) replacement cycles. Middle-market transactions ($5 million to $50 million in enterprise value) execute on highly specific multiples anchored to normalized financial baselines.
Core Accounting Definitions & Mathematical Foundations
To establish an institutional-grade valuation frame, companies must accurately deconstruct their income statements according to the following formulas:
- EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization): The standard metric for operational cash flow, stripping out capital structure and tax environments to allow buyers to compare operational efficiency apples-to-apples.
- Adjusted EBITDA: The actual number used to calculate your purchase price. It adds back owner replacement salaries, personal expenses run through the business, non-recurring legal/tech expenses, and applies fair-market real estate rent adjustments. See our guide on adjusted EBITDA.
- SDE (Seller’s Discretionary Earnings): Used primarily for “Main Street” businesses (typically under $1M to $2M in profit). SDE assumes the buyer will act as an owner-operator. Understand the critical differences between SDE vs EBITDA.
- TEV (Total Enterprise Value): The total value of the company, calculated as Equity Value plus Total Debt minus Cash.
- NWC (Net Working Capital): Current Assets (excluding Cash) minus Current Liabilities (excluding Debt). See working capital peg.
While standard bookkeeping focuses on minimizing tax liability, an M&A valuation focuses on maximizing normalized earnings power. Sellers must collaborate with an experienced supply chain business broker to conduct a thorough Quality of Earnings (QoE) analysis before launching a market process.
Comprehensive Sub-Sector Valuation Matrix
Note: These are middle-market metrics ($5M–$50M+ TEV). Main Street operations (under $5M revenue) will trade lower, typically on SDE multiples.
Interactive Technical Asset – Logistics Business Valuation Calculator
Logistics Business Valuation Calculator
Granular Valuation Deconstructions – The 15 Core Sub-Sectors
To maximize clarity for buyers, sellers, and advisors evaluating topical authority, this section independently deconstructs the valuation mechanics, operational profiles, and specific transaction risks across fifteen target supply chain sub-sectors in Florida.
1. Trucking Companies (Asset-Heavy Motor Carriers)
Asset-heavy motor carriers specializing in Full Truckload (FTL) or Less-than-Truckload (LTL) freight represent the most capital-intensive segment of transportation M&A. When institutional buyers evaluate an owner’s directive to sell trucking company assets, the enterprise multiple is directly tethered to the fleet appraisal and CapEx burden.
If the average age of the rolling stock exceeds 4.5 to 5.0 years, a rigorous deferred CapEx deduction is applied to the enterprise value. Buyers calculate the imminent capital required to modernize tractors to meet safety and emissions standards, deducting that liability from the cash proceeds delivered at closing. Valuation premiums (trading closer to 5.0x) are awarded to carriers that possess dedicated regional route density, a high percentage of drop-trailer programs, and direct MSAs with mega-cap shippers that bypass volatile spot markets.
2. Freight Brokerage Firms
Operating as pure matchmakers of capacity and freight, asset-light freight brokerage businesses command elevated cash-flow multiples due to minimal capital requirements and high Return on Invested Capital (ROIC). When owners prepare to sell freight brokerage enterprises, buyers look relentlessly at shipper retention metrics and gross margins.
A traditional brokerage reliant on manual phone tracking faces a severe valuation discount, typically trading at 5.5x to 6.5x EBITDA. Conversely, platforms utilizing AI-powered route optimization and automated digital freight matching command multiples of 8.5x to 10.0x. Buyers heavily scrutinize customer lists; if a single shipper accounts for more than 20% of net margin, a customer concentration issues discount is applied to protect against account flight.
3. Third-Party Logistics (3PL) Providers
A professional 3PL valuation is driven by the depth of integration into the customer’s supply chain. Unlike transactional brokerages, high-value 3PL platforms control the customer lifecycle through multi-year Master Service Agreements (MSAs) embedding the provider’s technology directly into the shipper’s Enterprise Resource Planning (ERP) operational framework.
Buyers assign maximum enterprise value (up to 12.19x in premium 2026 transactions) to 3PLs demonstrating multi-service capabilities (blending brokerage, managed transportation, and value-add technology). Research from Florida International University’s Ryder Center for Supply Chain Management highlights that tech-enabled visibility is the primary differentiator for shippers choosing 3PL partners, which directly translates to M&A premiums.
4. Warehousing Businesses
Warehousing valuations in Florida have decoupled from traditional commercial real estate calculations and are evaluated heavily on throughput efficiency, cubic utilization, and inventory turn velocity. When founders look to sell a warehouse business, the structure of the facility’s real estate control dictates the transaction design.
If the operating company (OpCo) owns the underlying real estate (PropCo), the deal is bifurcated to isolate business cash flow from the real estate asset. Buyers scrutinize racking configurations, fire suppression ratings (ESFR), and slotting optimization. If the warehousing business operates out of leased facilities, the assignability and remaining term of those NNN leases or owned real estate are thoroughly audited during legal due diligence.
5. Distribution Companies
Distribution businesses combine inventory management with freight execution, making their working capital profiles uniquely complex. An advisor valuing a firm to sell distribution company assets must carefully isolate product resale margins from true logistics service margins.
Valuation drivers include exclusive regional distribution rights, inventory turn ratios, and cross-docking capabilities. Buyers analyze the defensibility of supplier contracts; if exclusive rights are non-transferable upon a change of control, enterprise value drops significantly.
6. Fulfillment Centers
Fulfillment centers operate at the high-velocity edge of e-commerce, specializing in pick-pack-and-ship workflows for direct-to-consumer (D2C) brands. Valuations (typically 6.0x – 9.0x EBITDA) are driven by seamless API integration with major e-commerce platforms (Shopify, Amazon, WooCommerce) and the accuracy of their Warehouse Management Systems (WMS).
Buyers measure order accuracy rates, returns processing (reverse logistics), and labor scalability. Facilities utilizing advanced warehouse automation (Autonomous Mobile Robots – AMRs) command structural valuation premiums over purely manual operations reliant on highly volatile seasonal temp labor.
7. Cold Storage Facilities
The cold chain and refrigerated storage sector represents the highest-margin, highest-barrier-to-entry segment of industrial infrastructure. Valued at 7.5x to 12.0x EBITDA, these businesses are heavily insulated from standard economic cycles due to their critical role in food supply chains and pharmaceutical preservation.
Buyers analyze blast-freezing capabilities, temperature zoning flexibility, and energy efficiency. Given that refrigeration requires immense electrical power, facilities possessing redundant backup generation and modern, energy-efficient compressors command absolute premiums from institutional buyers and specialized REITs.
8. Courier & Last-Mile Delivery Companies
Last-mile delivery businesses operate the regional terminal networks and sprinter/box-truck fleets executing final residential or B2B delivery. In Florida, last-mile valuations are highly dependent on contract structures.
Businesses operating as Amazon Delivery Service Partners (DSPs) or FedEx Ground routes trade on predictability but face capped margins and high contract termination risks (yielding multiples of 3.0x to 4.5x EBITDA). Independent courier networks with diversified B2B clients (e.g., medical specimen transport, high-value auto parts, legal document delivery) command superior multiples of 4.5x to 6.0x because they possess true pricing power and client ownership.
9. Maritime & Port Services
Marine transport and port drayage encompass the specialized stevedoring, chassis leasing, container maintenance, and marine terminal support operations lining Florida’s deepwater coastlines. These enterprises possess intense geographic moats due to the scarcity of port-adjacent land and the complexity of securing long-term port authority operating agreements.
Valuations (4.0x – 6.5x) are exceptionally strong, driven by long-term strategic contracts with international steamship lines. Buyers focus heavily on safety compliance metrics, TWIC card penetration among drivers, and heavy equipment replacement cycles.
10. Freight Forwarders
Freight forwarders operate as international travel agents for cargo, arranging multimodal transport across global oceans and airways. This is a highly specialized asset-light sub-sector where valuation is driven by the strength of international agent networks and proprietary trade lane allocations.
Buyers look for NVOCC (Non-Vessel Operating Common Carrier) status and lane volume consistency. Forwarders possessing specialized vertical expertise—such as project cargo transport for heavy industrial machinery or international perishable forwarding, command premium multiples.
11. Customs Brokerage Firms
Customs brokerages provide the highly technical legal and clearing compliance required to transition freight through U.S. Ports of Entry. A customs brokerage’s valuation (6.5x – 8.5x) is anchored almost entirely to its intellectual capital, regulatory clean record, and client retention longevity.
Buyers value corporate customs broker license continuity; transactions must be carefully structured to ensure a licensed individual remains designated as the qualifying broker post-closing. These businesses are highly prized by larger freight forwarders executing bolt-on transactions to internalize customs clearance workflows.
12. Supply Chain Consulting Companies
Supply chain consulting firms provide pure intellectual capital, advising enterprise clients on network design, procurement strategies, and software selections. Valued on net utilization rates, project backlogs, and billable hour metrics, these firms typically trade at 4.5x to 6.5x EBITDA.
Because consulting firms are highly dependent on the founders’ personal relationships, transactions almost universally require extensive transitional earn-outs to ensure client retention, unless the firm has productized its knowledge into repeatable software methodologies.
13. Transportation Technology (TransTech) Businesses
SaaS or tech-enabled platforms building the TMS, WMS, visibility tools, and electronic logging device (ELD) architectures that power logistics command software-grade multiples. These are calculated on Annual Recurring Revenue (ARR) and Net Revenue Retention (NRR) rather than standard EBITDA.
Valuations range from 3.0x to 8.0x+ ARR. Strategic and financial buyers look closely at source code ownership, technical debt pipelines, API integration architectures, and churn rates.
14. Air Cargo & Intermodal Logistics
This sub-sector encompasses airport-adjacent air freight forwarders, domestic rail-intermodal marketers (IMCs), and cross-dock facilities linking railheads to highway carriers. Valuations are tied to direct air carrier allocation blocks and long-term volume tier agreements with major Class I railroads (e.g., CSX). Buyers prioritize facilities located within airport customs secure zones (FTZs – Foreign Trade Zones) or multi-modal rail hubs like the Central Florida Intermodal Logistics Center.
15. Moving & Storage Companies
Moving and storage businesses balance consumer household goods transport with commercial office relocations and long-term container storage. Valuations are bifurcated: seasonal local moving models trade at lower multiples due to high labor volatility, while specialized corporate relocation, final-mile white-glove, or military storage platforms command higher multiples due to predictable, recurring warehouse storage revenues. Favorable warehouse ownership significantly improves the final enterprise multiple.
Operational Benchmarks, Due Diligence Filters & Transaction Risks
When an institutional buyer or private equity sponsor issues a Letter of Intent (LOI) to acquire a Florida logistics firm, the transaction moves into the due diligence phase. This intensive audit is designed to uncover hidden risks, operational gaps, and financial discrepancies. A failure to mitigate these risks prior to going to market will result in price re-trading or a collapsed deal.
Technical Deconstruction of Key Operational Risks
1. The Independent Contractor (1099) Regulatory Threat
The most existential legal threat in logistics M&A today is independent contractor classification. The Department of Labor and the IRS heavily scrutinize the owner-operator (1099) model utilized by many drayage and trucking firms.
If dispatchers exercise excessive control over schedules, enforce forced dispatch, or if trucks are leased directly from the company under non-compliant terms, the buyer faces massive retroactive exposure for back wages, payroll taxes, and misclassified workers’ compensation. Guidance from the Florida Trucking Association and specialized transportation attorneys is vital for structuring lease agreements properly prior to a sale. If a buyer’s legal team determines drivers are misclassified, it will kill the transaction entirely.
2. Navigating FMCSA Compliance and DOT Audits
In asset-heavy deals, safety is a financial metric. Poor Federal Motor Carrier Safety Administration (FMCSA) safety audits and elevated CSA (Compliance, Safety, Accountability) scores will drastically inflate the buyer’s post-close commercial auto liability insurance premiums. During due diligence, acquirers pull FMCSA compliance records. A history of Hours of Service (HOS) violations, high driver out-of-service rates, or conditional safety ratings triggers severe indemnification clauses where seller funds are held in escrow for years post-close.
3. Customer Concentration Risk Penalties
If a single customer accounts for more than 20% to 25% of gross revenue, the business carries severe customer concentration risk. Buyers view this as a flight risk; if that key account leaves post-closing, the debt service on the acquisition loan may fail. Brokers typically see a 0.5x to 1.5x deduction on the EBITDA multiple when high concentration is present. The remedy is a deliberate, 18-to-24-month strategy to diversify the shipper base before initiating a sale process.
4. Calculating the Working Capital Peg
A major point of friction at the closing table is the working capital peg. M&A transactions are structured on a “cash-free, debt-free” basis. Buyers require the seller to leave enough normal net working capital in the business to fund daily operations on day one. Because freight billing cycles (often 30 to 60 days) create highly variable receivables, failing to negotiate the target peg accurately can result in a massive cash reduction for the seller at closing.
The Step-by-Step Logistics Exit Blueprint
Selling a logistics enterprise is a rigorous, 6-to-11-month chronological process. Success requires executing each phase in strict order, governed by a professional logistics business brokers advisory team.
Deal Structuring Legalities – Asset Sales, Stock Sales & Earn-Out Formulations
The legal architecture of a transaction dictates the post-close risk profile for the buyer and the net cash proceeds for the seller.
Asset Purchase Agreements (APA) vs. Stock Purchase Agreements (SPA)
In the transportation sector, over 80% of middle-market motor carrier transactions are structured as Asset Sales due to historical liability risks.
- Asset Sale Architecture: The buyer forms a new legal entity and purchases specific assets (equipment, customer lists, goodwill), explicitly leaving behind the historical corporate shell. The buyer receives a “stepped-up” tax basis to re-depreciate the assets. For the seller, this carries complex tax implications, specifically depreciation recapture, taxing previously depreciated trucks at ordinary income rates rather than lower capital gains rates.
- Stock Sale Architecture: The buyer purchases the actual equity of the corporate entity, taking over the entire operation including all historical liabilities (e.g., historical nuclear verdicts, past wage-and-hour violations). Sellers strongly prefer stock sales because proceeds are generally taxed at lower long-term capital gains rates. Buyers will only accept a stock sale if the seller provides extensive Reps & Warranties Insurance (RWI) or agrees to significant indemnification caps.
Structuring Earn-Outs in Volatile Freight Cycles
When the buyer and seller cannot agree on a valuation multiple, often because the seller believes the market will rebound and the buyer demands protection against a downturn, they bridge the gap with an earn-out. An earn-out structures a percentage of the purchase price as a future payment contingent upon the business hitting defined financial targets post-close.
Expert Structuring Tip for Sellers Never agree to an earn-out calculated on post-close Net Income or EBITDA. Once the buyer takes operational control, they can allocate corporate overhead, hire expensive executives, or change accounting methods, artificially depressing bottom-line metrics and wiping out your earn-out. Insist that all earn-out metrics anchor exclusively to Gross Profit Margins or Shipper Revenue Retention Levels.
Buyer Archetypes – Strategic vs. Financial
Understanding who is buying dictates how you market the business. The 2026 M&A landscape is dominated by two primary profiles:
- Strategic Acquirers (79.2% of market): These are competing logistics companies. They buy to acquire geographic expansion (e.g., access to Florida ports), new service lines, or sheer capacity. Strategics often pay the highest multiples because they can immediately realize post-close “synergies” (eliminating redundant software, consolidating back-office staff).
- Financial Buyers / Private Equity (20.8% of market): PE firms raise capital from institutional investors to buy, optimize, and eventually resell businesses. They execute “Roll-up Strategies”, buying a large “platform” 3PL or carrier, and then acquiring smaller “bolt-on” companies to aggressively scale revenue. Financial buyers care deeply about management bench strength, as they are financial engineers, not dispatchers.
Comprehensive M&A Question Matrix (FAQ & PAA Deep Dive)
Owner & Seller Strategy Queries
What is my fleet actually worth right now if the spot market is down?
Your fleet value is split into two components: the liquidation value of the physical assets (fair market value of tractors/trailers) and the enterprise value of the operating company based on cash flow. Carriers with contracted dedicated lanes retain strong cash-flow multiples, independent of spot market volatility.
Will a buyer pay book value for my trucks?
No. Buyers do not value asset-heavy companies based on net book value. They evaluate equipment based on Independent Third-Party Appraisals (orderly liquidation value) and model the future CapEx required to maintain the fleet.
How does my customer concentration affect my multiple?
If a single customer accounts for more than 20% of your gross margin, your valuation multiple will typically face a compression of 0.5x to 1.5x EBITDA. Buyers will also structure a larger portion of the transaction value into deferred seller notes or contingent earn-outs to protect against account flight.
Should I sell the real estate with the warehouse business, or lease it back to the buyer?
Retaining the real estate and executing a long-term triple-net (NNN) lease back to the buyer is often the most effective wealth-preservation strategy, providing steady, long-term passive rental income while allowing the buyer to acquire the operating business without tying up capital in commercial real estate.
What is the standard earn-out period for a freight brokerage?
The standard earn-out period ranges between 12 and 36 months, designed to ensure key broker relationships and core shipper accounts transition smoothly to the new ownership team.
Buyer & Investor Due Diligence Queries
What is the average driver turnover rate for a mid-market carrier?
The national average for large truckload fleets hovers between 70% and 90% annually. If a target carrier demonstrates a verified driver turnover rate under 35%, it signals excellent culture and route consistency, justifying a premium valuation multiple.
Are the owner-operators strictly compliant with current worker classification regulations?
Buyers explicitly audit how independent contractors interact with dispatchers. If the target company controls schedules, enforces forced dispatch, or owns the equipment via direct leasebacks, the buyer faces severe retroactive worker misclassification exposure.
How much CapEx is required to transition an acquired fleet to meet upcoming emission standards?
Due diligence teams model the fleet’s age against federal and state environmental rules. If a fleet relies on tractors older than 5 years, buyers calculate the immediate capital needed to modernize equipment, subtracting that liability from the closing enterprise value.
Does the target company have direct port access or preferred drayage agreements at Florida terminals?
Firms holding interchange agreements with major steamship lines, terminal safety access permits, and adjacent chassis yards possess a defensible geographic moat, making them highly prized strategic targets.
Specialized Advisory Queries (CPA, Legal, Banking, PE)
What add-backs are legitimate in normalizing EBITDA for a family-owned trucking company?
Legitimate add-backs include above-market owner compensation, personal fuel cards, personal vehicle leases run through the business, one-time legal fees, pre-sale QoE costs, and non-recurring tech implementation expenses.
How is the working capital peg calculated considering highly variable accounts receivable?
The peg is typically calculated by taking an unweighted 12-month rolling average of net working capital. Advisors must ensure that seasonal inventory or freight volume spikes are normalized to prevent a lopsided target at closing.
What is the loan-to-value (LTV) ratio of commercial rolling stock for acquisition loans?
Commercial banks typically advance 70% to 80% against the appraised fair market value of modern tractors and trailers, with the remaining capital structured via buyer equity and seller financing.
What is the debt service coverage ratio (DSCR) required by senior lenders for logistics acquisitions?
Lenders look for a minimum DSCR of 1.25x under a stressed scenario, ensuring the company’s normalized cash flow can comfortably cover principal and interest payments throughout changing freight cycles.
Can this business serve as a platform acquisition, or is it strictly a bolt-on?
To qualify as a platform for private equity, an enterprise generally needs a robust middle management team, a scalable cloud-native TMS architecture, diversified shipper accounts, and an adjusted EBITDA exceeding $3 million to $5 million.
Ready to Secure a Premium Logistics & Supply Chain Exit?
Selling a transportation, 3PL, or supply chain business requires navigating complex cash flow normalizations, fleet capital expenditures, and intense due diligence. Partner with elite M&A advisors to protect your confidentiality and extract maximum enterprise value from strategic buyers and private equity platforms.
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