Realsy came into the Amazon engagement as a sophisticated operator. They were already selling through UNFI, Target, Jewel Osco, and DoorDash. They had a real supply chain: a date farm in Mexico, customs clearance, two 3PL partners, a tech stack that included Cin7, Extensiv, and CartRover. These were not founders figuring out their first product. They had been navigating retail distribution at scale.
None of that prepared them for Amazon FBA.
Within the first months of the engagement, 4 pallets shipped to Amazon's fulfillment network went missing. A subsequent send had 2 of 4 pallets correctly received and 2 in an unknown state. Amazon received 95 units on a shipment where they sent 171. These weren't edge cases. They were the pattern.
Why wholesale operations don't transfer
Wholesale distribution runs on EDI. You send a PO acknowledgment, an advance ship notice, an invoice. The retailer has a receiving process and a chargeback structure. It's transactional, documented, and largely rule-based. When something goes wrong, there's a deduction system and a dispute process that operates on a timeline measured in weeks.
Amazon FBA is different in almost every way that matters operationally.
FBA receiving happens inside Amazon's FC network, which has no direct communication channel for problems. When inventory goes missing, you don't call a dock manager. You file a case in Seller Central, provide the shipment ID and the receiving discrepancy documentation, and wait. Recovery requires intensive case management, often across multiple exchanges. A wholesale receiver who misses pallets sends a shortage notice. Amazon's system might not surface the discrepancy at all until you go looking for it.
The five infrastructure gaps that catch CPG brands off guard:
FBA shipment planning. Wholesale shipments go to distribution centers that process your product as part of a normal flow. FBA shipments are created in Seller Central with specific carton-level packing requirements, label specifications, and quantity limits per shipment. If you send outside those parameters, Amazon can reject the shipment, create receiving discrepancies, or charge prep fees. Realsy's first several shipments ran into receiving failures partly because the FBA prep workflow wasn't established before the first send went out.
IDQ management. Item Data Quality is Amazon's measure of catalog completeness. Realsy's IDQ score was at 88 percent when their Amazon rep flagged it. The 90 percent threshold is the catalog quality compliance floor. Below it, listing visibility can be affected. Wholesale brands often have strong product data in their own systems and in retail portals, but Amazon's catalog has different required attributes. Nobody tells you about IDQ until Amazon does, usually after it's already a problem.
SIPP awareness. Subscribe and Save In-Store Pickup. Amazon auto-enrolled several Realsy ASINs in SIPP without explicit consent. SIPP has specific packaging and shipping requirements. When products enrolled without preparation, the shipping requirements caused packaging damage. Realsy was receiving complaints about damaged product before the team connected the dots back to SIPP. Disenrolling all ASINs from SIPP resolved it. But the path from "we have damaged product complaints" to "it's an SIPP auto-enrollment issue" is not obvious without Amazon-specific experience.
Demand planning for FBA versus wholesale. Wholesale demand planning is driven by retailer POs. You know what Target is ordering because they told you. FBA demand planning is probabilistic. You're forecasting consumer pull-through and ensuring you have stock at Amazon's fulfillment centers before the demand arrives. The planning cycle is different, the lead time assumptions are different, and the consequence of being wrong is different. Running out of stock at a retailer triggers a chargeback. Running out of stock on FBA means you disappear from search results and lose organic rank.
Account health monitoring. Wholesale account health is measured by fill rates, on-time delivery, and EDI compliance. Amazon account health is measured by metrics you may never have heard of if you came from a wholesale background: order defect rate, late shipment rate, policy violation flags, and listing suppression events. Realsy had zero account health infrastructure when the engagement started. No one was monitoring the dashboard.
What actually happened with the missing pallets
When 4 pallets went missing inside Amazon's FC network, the recovery process required going back to first principles. The team had to consolidate all fragmented and misallocated inventory to one FC via transfer request, remove that inventory back to a warehouse to verify what physically existed versus what Amazon's system showed, and file cases documenting every confirmed discrepancy.
This process took weeks. Not because the team was slow, but because Amazon's FC network doesn't offer a faster path. There is no escalation line for "we can't find our inventory." There's case management.
A wholesale operator in this situation would call their rep. Amazon doesn't work that way.
The real preparation requirement
Getting a CPG brand ready for Amazon FBA before the first shipment goes out requires building all five infrastructure pieces first.
You need FBA prep SOPs that specify carton requirements, label placement, product preparation for each ASIN, and how shipment plans are created in Seller Central.
You need catalog quality documentation so that your IDQ score starts at or above 90 percent before traffic is driven to the listing.
You need to audit every ASIN for SIPP enrollment and disenroll proactively.
You need a demand planning process calibrated to FBA lead times and safety stock assumptions, separate from whatever model drives wholesale replenishment.
You need someone checking account health metrics weekly.
None of this is difficult. All of it is specific to Amazon. And almost none of it is knowledge a sophisticated wholesale operator brings with them, because there's no reason they would have encountered it before.
