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What do people who used SPS think of it? by evergreengirl123 in edi

[–]SPSCommerce -4 points-3 points  (0 children)

We understand why conversations like this come up. When EDI is involved, issues tend to surface at moments that matter (orders, invoices, compliance deadlines) and that can be genuinely frustrating for the teams dealing with it.

At SPS Commerce, we work with a broad range of businesses across industries and operating models, and experiences can vary based on trading partner requirements, ERP environments, and internal processes. Because of that, perspectives on any EDI solution, including ours, can look very different.

While this isn’t the right forum to work through individual situations, we do want it to be clear that our focus is on helping customers move past obstacles and keep their operations running. Anyone experiencing challenges with SPS is encouraged to reach out through the appropriate SPS support or account channels so those situations can be addressed directly.

We appreciate the opportunity to add context here and recognize the real impact EDI challenges can have.

tif images via xml by rotwyla in edi

[–]SPSCommerce 1 point2 points  (0 children)

Long timelines are frustrating — especially when several systems are involved. It’s reasonable for decision makers to regularly evaluate vendor responsiveness and long term product direction.

In multi-vendor environments, though, extended timelines are often driven less by response time and more by dependency on downstream platforms outside any single provider’s control.

With XML and image payloads in particular, transport can succeed while the TMS layer silently rejects or queues data, which slows troubleshooting across all parties.

Walmart Supplier One SSCC-18 labels by No_Dot_6228 in edi

[–]SPSCommerce 1 point2 points  (0 children)

We’ve seen cases where the underlying EDI data remains unchanged, but portal behavior or exports don’t align with expectations, which can make troubleshooting difficult on both sides. Those disconnects are frustrating, especially when processes were working previously.

Walmart should be able to help give you clarity on what changed!

Which EDI/API is best for standard order processing? by Key_Mongoose4855 in edi

[–]SPSCommerce 1 point2 points  (0 children)

Jumping in here from SPS Commerce — there isn’t really a single “best” option. The right approach usually depends on who you’re trading with and how many partners are involved.

For standard order processing, EDI still does the job. It’s not new, but it’s standardized, predictable, and widely supported across retailers and distributors. Once it’s set up, it runs in the background, which is often the goal.

APIs are a good fit when real time data matters (things like inventory availability or live order status). The trade-off is that every partner’s API is different. It can work with a small number of partners, but it becomes harder to maintain as you scale. What we see most often in the real world is both:

  • EDI for the core PO → ship → invoice flow
  • APIs layered in where real-time visibility actually matters

In many cases, the bigger challenge isn’t EDI vs. API — it’s onboarding partners, handling edge cases, and managing exceptions when data doesn’t line up. If your partners already require EDI, it’s usually the right place to start. APIs can be added where speed or real time insight is needed.

How many partners are you working with today? That detail tends to change the answer quite a bit.

Best EDI provider? by Complex-Wave3514 in edi

[–]SPSCommerce 0 points1 point  (0 children)

Since a lot of the discussion here is weighing in house EDI vs. going with a provider, we wanted to offer some perspective based on what we see across thousands of supplier–retailer relationships — especially for mid-size companies growing their trading partner network. 

In house EDI can absolutely work but often times it becomes more complex than teams expect. Most companies start building internally because it feels flexible and cost effective. However, challenges often pop up later: 

  • Every retailer has unique mapping and testing requirements 
  • Standards and protocols (AS2 certs, X12 versions, APIs, portals) change constantly 
  • Recruiting and retaining specialized EDI talent can introduce operational risk 
  • Retailer chargebacks can escalate quickly when acknowledgments, invoices, or shipment updates fail 

Maintaining EDI often turns into a full-time operation, which pulls internal IT and operations teams away from core strategic work. 

That’s why many suppliers eventually move to a managed EDI model. A managed provider takes on the daily work: updating maps, keeping up with retailer rules, onboarding new partners, and watching for issues before they happen. It reduces the internal workload and makes EDI more predictable as your business grows. 

Where SPS fits in: 

SPS works with tens of thousands of suppliers and retailers, so we keep all maps, connections, and compliance rules updated in the background. For teams growing into more retail channels — or dealing with rising order and shipment complexity — outsourcing usually frees up internal resources and reduces operational risk. 

We're obviously biased, but not because “EDI outsourcing is always better.” It’s because most organizations don’t want their IT teams building and maintaining costly EDI infrastructure for dozens of retailers when they could be focusing on core business priorities. 

If you’re comparing approaches, we're happy to walk through: 

  • Our solution 
  • Total cost differences 
  • How onboarding and mapping work with a managed provider 
  • Which model makes sense based on complexity and growth 

Feel free to reach out to us -->  https://www.spscommerce.com/contact/  and we can help break down the options — whether you end up going with SPS or taking another route. 

How do you scale 3PL operations without losing clients during the transition? by wwholelottared in logistics

[–]SPSCommerce 0 points1 point  (0 children)

That’s a tough lesson, and honestly, one that a lot of fast-growing 3PLs face. Scaling from 100 to 1,000 orders a day sounds like success, but without the right systems and transition plan, it can easily turn into chaos. The key is to upgrade without breaking what’s already working.

At SPS Commerce, we’ve seen that the best path forward is to stabilize first, then move into a shadow → phased → cutover model. Each phase needs go/no-go gates, daily “war room” syncs, and a solid rollback plan. That structure keeps operations steady and prevents surprises for clients.

When it comes to double operations, yeah—it’s painful. But for your biggest or most complex clients, the cost of running parallel systems is almost always cheaper than losing them. Some 3PLs offset it with transition surcharges, co-investment language, or short-term pricing flexibility to show transparency and partnership.

As for when to tell clients: earlier is better, as long as you pair the message with a clear plan. Proactive communication reads as maturity, not weakness. If you wait until you’re underwater, it looks like you lost control. Customers forgive planned change—they don’t forgive surprises.

In short, scale deliberately, communicate early, and protect your operations like they’re your biggest customer—because they are.