The first year of eCommerce is rarely as simple as it looks from the outside.

Founders launch with energy, ambition and strong product ideas, but fulfilment is often treated as a secondary concern. Many early decisions are made quickly, based on assumptions or advice designed for much larger businesses.

Most first-year fulfilment problems are not caused by growth. They are caused by shortcuts, unrealistic expectations and systems that do not fit the stage of the business.

Unrealistic Expectations Around Speed and Cost

Early-stage brands often expect fulfilment to be both extremely fast and extremely cheap.

This expectation usually comes from watching established brands with mature operations, large volumes and optimised carrier contracts. In reality, early volumes rarely support the same speed or cost structures.

Chasing unrealistic targets in year one often leads to rushed decisions, hidden costs and compromises on accuracy. When mistakes start appearing, teams scramble to fix symptoms rather than addressing the root cause.

In the first year, consistency matters more than headline speed.

Underestimating Fulfilment’s Impact on Customer Experience

Many startups view fulfilment as a back-end process.

In practice, it is one of the most visible parts of the customer journey. Late deliveries, missing items and unclear tracking quickly undermine trust, even if the product itself is strong.

Early fulfilment mistakes are often repeated without being challenged. Over time, they become accepted as normal, quietly damaging customer retention and brand perception.

Customer experience is shaped just as much by delivery and communication as it is by marketing.

Overbuilding or Ignoring Processes Entirely

Early-stage businesses tend to fall into one of two extremes.

Some overbuild processes far too early, introducing complexity that slows teams down and creates friction before it is needed. Others avoid process altogether, relying on memory, spreadsheets and manual fixes.

Both approaches create problems. Overbuilt systems restrict flexibility, while no structure at all leads to inconsistency and errors.

In year one, fulfilment processes should be light, clear and adaptable.

Choosing Partners or Systems That Do Not Scale

Many early fulfilment decisions are made based on what works right now, without considering what happens when order volumes increase.

Some partners struggle to adapt as complexity grows. Others push systems designed for large operations onto small brands, creating unnecessary cost and rigidity.

When fulfilment cannot scale naturally, brands are forced into disruptive changes just as momentum builds. This is often more expensive and stressful than choosing flexibility from the start.

The best early decisions are the ones that leave room to grow.

Why Flexibility and Accuracy Matter More Than Optimisation

In the first year, optimisation is often overvalued.

Chasing perfect pick rates, automation or complex reporting too early can distract from what actually matters. Getting orders right, communicating clearly and adapting quickly to change.

Flexible fulfilment allows startups to learn. Accurate fulfilment builds trust. Optimisation can come later, once patterns are established and volumes justify it.

Strong foundations are built on control, not complexity.

Avoiding Costly Habits Early

The biggest risk for early-stage brands is not making mistakes. It is allowing those mistakes to become habits.

Fulfilment decisions made in the first year shape operations long after growth begins. Addressing assumptions early reduces friction later and creates space to scale with confidence.

The brands that succeed are not the ones that optimise fastest. They are the ones that build fulfilment in a way that supports learning, flexibility and accuracy from day one.

Key takeaways

• Most first-year fulfilment problems come from assumptions, not growth
• Speed and cost expectations are often unrealistic early on
• Fulfilment has a direct impact on customer experience
• Overbuilt or ignored processes both create risk
• Flexibility and accuracy matter more than optimisation in year one

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