iD Commerce + Logistics

A fulfillment and logistics provider with subscription commerce experience.

A fulfillment and logistics provider with subscription commerce experience.

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About Jameson Morris

Jameson Morris is an entrepreneur and pioneer of Subscription Commerce. As a self proclaimed 'subscription box serial entrepreneur,’ Jameson has founded multiple successful subscription businesses, such as Conscious Box, Escape Monthly and Yogi Surprise.

2 Responses

  1. Patrick Pylypuik

    $3,000.00 per month minimum commitment is being optimistic. Ask them to show you a single client they have integrated with CrateJoy before you proceed.

  2. M

    We were a client of iD Commerce for two years. But it felt like a lifetime.

    Our relationship can be accurately described by both a breathtaking level of incompetence and stupidity and an absolute lack of care, a lethal cocktail which, when combined, harmed our company, our employees, our margin, but mainly, our customers, during the course of our time as a client.

    The main culprit of this abuse can be pointed to Scott McCarthy, the “head” of “customer service” – though I’m not sure he knows what that means. In some ways I am shocked that this guy has not been fired yet. But then, everyone at iD Commerce, from the CEO on down, suffers from the Dunning-Kruger effect: they are too stupid and incompetent to realize how stupid and incompetent they are.

    Our first account manager was Brandon Jones, a douche-bro if there ever was one. He, like the rest, was too lazy to care. He eventually left, or was fired, but it really doesn’t matter at this point.

    Then, Jamie Scott took over our account. She seemed nice, but could not care less about our account. Lazy and worthless, just like the rest of them. It would take her weeks to accomplish even the simplest task, like finding a tracking number or locating a return. Our weekly calls consisted of asking her: “Oh, did you do those five things we have been asking you to do for two weeks?” “No, but I will do it today!” Cut to next week, “Oh, did you do those five things we have been asking you to do for three weeks?” Working with her was like the Groundhog Day version of a Kafka novel: I would wake up every morning to a parallel universe where expecting someone to do a job for which you pay them is an imposition. Just call me Gregor.

    Again, this is a fulfillment warehouse, it is literally their job to pick, pack, and ship orders, but unfortunately, this task proved far too herculean for their tiny brains. It would take days to ship even a single order. Then, get this, they could not even reliably scan in tracking information! One time, management actually had to go down to the warehouse floor and specifically tell a worker that she had to scan packages before they went out! This is an extraordinarily basic part of the job, and they could not handle it.

    They also refused to staff our account with warehouse employees during peak times – a common task in the 3PL industry, especially for subscription box companies as orders spike and fall throughout the month – a clientele to whom they supposedly cater. They would only put one person on our account to ship 2,000 orders. It did not matter that our ship deadline was the 1st of the month, or that they received the inventory 10 days in advance, no, it would still take them two weeks to pick, pack, and ship our orders, and another 10 days to get tracking information, which, of course, was useless at that time as all packages has already been delivered. Except all of the ones they lost.

    Then came the customer phone calls and emails. Someone ordered a size 2 shirt in white, it was sent in black. Another person ordered a size 4 shirt, she was sent a size 14. We had to re-ship all of those orders. And if the inventory was lost? Good luck getting them to reimburse you. It would take months to negotiate a reimbursement for even their most blatant mistakes, much less inventory losses.

    Nothing, and I mean nothing, was their fault. Ever. I will give Scott credit for one thing: he knows how to avoid taking responsibility. They should change his title to “chief buck passer”.

    And god forbid the carrier makes a mistake. There was absolutely no recourse. It was hard enough to get iD Commerce to take responsibility for their every day failures, but if blame could be, even sort of, kind of, conceivably pushed off to another party? Forget about it. They would not even call the carrier or try to resolve the issue. We lost tens of thousands of dollars over the years to their miss-labeled, lost packages that they said were a “carrier issue” and washed their hands of it.

    You must be asking yourself at this point, why would we stay with such an awful company? Well, the switching costs are massive, which is what they count on. It’s not just the cost of moving to a new facility, it is the three months of searching, traveling, and evaluating new facilities, then another two months and legal fees to negotiate a contract, then another two or three months to move and implement a program at a new warehouse. This is not even to mention the two or three weeks of downtime during the move, in which you cannot ship anything at all. Thus, iD Commerce, like many sub-par 3PL’s, count on the fact that clients will not leave because it is too hard and too expensive.

    In the end though, they left us no choice. Despite our willingness to try to work with them to fix these issues, our account was deemed “too small” for them to care and we were pushed out. Which should have been shocking, but at that point the word ‘shocking’ seemed far too quaint.

    Of course, leaving iD Commerce without incident was never going to happen. It took weeks for them to pack our inventory and put together a final bill without any mathematical errors. However, once the final bill was paid and our inventory collected, I thought the torment was finally over. I was wrong. They lost thousands of dollars of packaging supplies; packaging supplies that we needed urgently at our new facility to ship orders on time. They tried to blame my new 3PL for this loss because they have an absolute inability to believe in their own breathtaking stupidity.

    The entire 3PL industry is wracked with stories like this, but because there is no ‘Yelp for warehouses’, none of them are ever told. Only kept in the nightmares of small business owners everywhere. Well, that stops today. If you run a business that ships things to people, stay as far away from the disaster as humanly possible. Unless, of course, you happen to like dystopian horror.

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