Show the relationships that produce margin
Break revenue and gross profit down by customer, trade lane and service. A large account that dominates bookings can also dominate the buyer's risk. Explain where referrals come from and who manages those relationships.
Document your own role in quoting, routing and solving exceptions. If customers call only you, the transition plan needs more than a brief introduction. Show who can keep work moving in your absence.
Review authority, agreements and systems
List carrier arrangements, customer contracts and operating systems. Have your attorney identify which approvals, authorities or third party consents apply to the transaction. Do not assume a buyer inherits them by buying your assets.
Separate company owned equipment from leased items and contractor resources. Explain whether the buyer is purchasing a service platform, vehicles, a warehouse operation or a combination.
Connect cash flow to the proposed terms
Carrier payments and customer collections may run on different schedules. Provide a receivables aging and a monthly view of the cash needed to handle bookings. Define who retains old invoices and outstanding payables.
A buyer needs a workable cash position after closing. That requirement can change an offer even when the advertised price stays the same.
Prepare for the first valuation conversation
Bring a customer revenue breakdown, current receivables and recent financial statements. Explain whether carrier arrangements and account relationships depend on you personally.
For your freight forwarding business, review earnings documentation, lease transfer planning and state closing tasks. Then request an introduction to discuss your particular company.