QUICK ANSWER Razor Group, an Amazon aggregator with more than 200 brands, needed its imports from China, Vietnam and India automated: system integration, custom data feeds and costs it could calculate in advance. Platton built a rate card covering 34 origin ports and about 200 supplier locations, 29 API data endpoints and direct delivery to Amazon fulfillment centers. The result: around 1,000 shipments moved in two quarters with zero email exchange, an average of $300 saved per shipment on ocean freight, origin lead time cut by 8 days, and stock appearing on Amazon about two weeks sooner.
Platton serves a dynamic range of growing businesses, from rising mid-market players to enterprise leaders like Razor Group.; Razor Group is the other pole, an aggregator moving close to a thousand shipments with more than $1 billion in financing behind it. Their 2025 ask was automation, not a better rate: system integration, custom shipping data endpoints, and costs they could predict across three origin countries. Here is what got built and what it returned.
The client: Razor Group, 200+ brands and $1B+ in financing
Razor Group acquires and scales e-commerce brands, selling through Amazon, Walmart, Target and other channels. The company runs more than 200 brands and over 40,000 products, acquired Perch in 2024, merged with Infinite Commerce in 2025, and is headquartered in Berlin and Boston. With Platton, Razor imports from more than 200 suppliers across China, Vietnam and India.
Razor Group at a glance
| Headquarters | Berlin and Boston |
|---|---|
| Business | E-commerce aggregator: acquires, integrates and scales online brands |
| Scale | 200+ brands, 40,000+ products, $1B+ in equity and debt financing |
| Key deals | Acquired Perch (2024), merged with Infinite Commerce (2025) |
| Sales channels | Amazon, Walmart, Target and other marketplaces |
| Import origins | 200+ suppliers in China, Vietnam and India |
In 2025 Razor put its weight behind supply chain automation and went looking for a forwarder whose systems could keep up, not just its vessels. The legacy forwarders it had used ran on outdated systems and operations that could not move high volume predictably.
An ask most forwarders could not quote, let alone run
Where the legacy setup was leaking
- Pricing changed frequently, and the final invoice arrived with added fees. At Razor's volume, every dollar that appears at the end of a shipment becomes a thousand-dollar bill eating the margin.
- Data pulled by API from steamship lines and assorted forwarders showed statuses per leg but not the gaps between legs, from the supplier's warehouse to the container's in-gate at the origin port to final delivery. Without the gaps visible, stock at Amazon could not be managed properly.
- Hundreds of suppliers, origin forwarders, destination agents and the customs broker to keep aligned, with no single party owning the whole picture.
- LCL shipments that could have shared a container were paid separately.
- Cargo bound for Amazon passed through consolidation, storage and distribution in the US that it did not need; most of it could have gone straight to the fulfillment center.
The task list from the first discovery call
On paper, the ask read like this:
1. Automate the chain for more than 200 suppliers across China, India and Vietnam, each with its own pickup location and cargo specifications.
2. Build custom APIs for every leg, with data endpoints running from the supplier's door to final delivery and pushing into Razor's own system.
3. Make cost calculation stable and predictable for any shipment scenario in advance, with contract rates that do not move by the end of transportation.
4. Cut fulfillment costs in the US across hundreds of shipments, with stable delivery rates to every Amazon fulfillment center for any volume, weight, dimension and shipping mode, calculated automatically, without a manual quote.
After the first discovery call, the task sounded impossible. None of it was something Razor's previous forwarders had offered.
What Platton built in one quarter
Razor's management and Platton worked through the business case together, then Platton took on the whole list, one point of contact for every moving piece. What the legacy vendors treated as impossible was built in a single quarter.
A rate card covering 34 ports and 200 supplier locations
Pricing came first: a stable rate card from all 34 ports Razor uses across China, Vietnam and India, and roughly 200 supplier locations. On top of it sits a calculator developed specifically for Razor's cases: any shipping scenario, cargo mode or cargo specification, priced automatically from the start of the cargo journey, with no outreach and no Platton employee in the loop.
Contract rates locked before the cargo moves
Ocean space is secured through contract rate agreements signed ahead of the season, so the price agreed at booking is the price on the final invoice. In peak weeks that also means the FCL space is already Razor's while the spot market bids for what is left. The savings landed in the results table below; the part Razor's finance team cares about more is that the number stops moving.
29 data endpoints wired into Razor's system
Visibility was the second build. Platton created 29 custom data endpoints covering the full cycle: the supplier's cargo ready date, every leg of shipping at origin, and cargo movement at destination, connected by API between the Platton platform and Razor's own system, with live updates. An endpoint here is a specific fact Razor's system can ask for at any moment, like whether supplier 141's cargo has in-gated at the origin port. Routine email communication disappeared; the data arrives before anyone thinks to ask for it.
Bookings that flow both ways with no inbox in between
The flow works in reverse too. Booking confirmations, cargo details and documents push automatically from Razor's system into Platton's API, which is how hundreds of shipments get assigned in a single day, up to 100 sets of cargo details and documents daily, with zero email exchange. A small team runs the whole portfolio and reads data points instead of writing messages.
Several suppliers, one container
Where separate LCL bookings used to run side by side, cargo from multiple suppliers now ships under the same FCL container through buyers consolidation, cutting the cost per unit. That difference lands directly in each brand's unit cost.
Containers that skip the US warehouse
Most Amazon-bound cargo never needed a US warehouse stop. Platton set up direct delivery to Amazon fulfillment centers on contract rates with the carriers, removing consolidation, storage and distribution charges at destination and putting stock on Amazon about two weeks sooner.
Razor's numbers after two quarters with Platton
Razor Group results with Platton
| Metric | Result |
|---|---|
| Ocean freight cost | About $300 saved per shipment on average, from the predictable calculation model and contract rates |
| Shipments moved | Around 1,000 across the third and fourth quarters, with zero email exchange |
| Origin lead time | 8 days shorter on average |
| Stock on Amazon | Appears about 2 weeks sooner via direct fulfillment center delivery |
| Destination charges | US consolidation, storage and distribution fees removed for Amazon-bound cargo |
| Cargo assignment | Up to 100 sets of cargo details and documents sent per day, automatically |
| Quoting | Every leg priced in advance from the rate card; zero manual quote requests |
| Container use | Multiple suppliers combined under one FCL container, lowering cost per unit |
The 8-day cut came out of the data, not a hunch. The endpoint reports showed the gap between each supplier's cargo ready date and pickup was the biggest bottleneck at origin, and supplier automation closed it.
What one quarter of build says about forwarder systems
Most forwarders just sell space on a vessel. The systems around that space, quoting by email, statuses on request, a different desk for each leg, are exactly what Razor was trying to automate away, and no volume discount fixes an operating model. What the legacy vendors treated as impossible took one quarter because Platton's operation is set up for imports into the US and already runs on the platform Razor needed to plug into.
The scale is the headline here, but the approach is not reserved for it. The same rate card logic, the same visibility and the same direct-delivery setup work whether you move ten containers a year or a thousand.
Seeing yourself in this case study? Reach out to Platton to analyze your supply chain.
Related import guides
How a US truck parts importer cut import logistics costs by 23%: the small-importer version of the same single-team model.
What is an import freight forwarder: the model behind both case studies and where it departs from a standard forwarder.
How to choose a freight forwarder: the questions that separate a systems-capable forwarder from a booking desk.
