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Imagine owning a 26-year transportation powerhouse that's built its reputation one successful delivery at a time. This isn't just another trucking company – you're looking at a full-service 4PL... Businesses Franchises Brokers Loading... 26 year highly profitable premier 4PL transportation company Malone, NY (Franklin County) Asking Price:$27,000,000 Cash Flow (SDE):$2,619,643 EBITDA:Not Disclosed Gross Revenue:$15,543,753 Real Estate:$17,350,000 Established:2000 26 year highly profitable premier 4PL transportation company Business Description 180,500 total square feet across 47 acres support this premier operation Imagine owning a 26-year transportation powerhouse that's built its reputation one successful delivery at a time. This isn't just another trucking company – you're looking at a full-service 4PL logistics platform that customers trust with their most critical shipments. What makes this opportunity special? You'll inherit established relationships with clients who rely on your expertise for food-grade and specialized freight – the kind of high-value cargo that commands premium rates. Your operations span the entire supply chain, from full truckload and LTL transportation to specialized warehousing and distribution. The strategic positioning is brilliant. Your main hub sits in Upstate New York right on the Canadian border, giving you a competitive edge in cross-border logistics. Plus, you have additional operations in Pennsylvania, Southern New York, and the Dallas-Fort Worth area – talk about geographic diversification. You'll love the business model. Instead of competing on price alone, you're positioned as the reliability-first solution. Your team works proactively with customers from day one, designing and operating resilient supply chains that keep their businesses running smoothly. This consultative approach creates sticky, long-term relationships that generate consistent revenue. With 26 years of proven performance, you're not buying a startup risk – you're acquiring a mature, profitable operation with established systems, experienced staff, and a customer base that values quality service. The foundation is solid; now imagine what you could build on top of it. This is your chance to step into a leadership role in an essential industry where relationships matter and expertise commands respect. Ad#:2524297 Attached Documents Teaser - 4PL Logistics C... Detailed Information Inventory: $285,000Included in asking price Furniture, Fixtures, & Equipment (FF&E): $4,183,441 Included in asking price Employees: 85 Full-time Facilities: Industrial Portfolio: Five owned industrial properties total 180,500 sq. ft. of building area across about 47 acres Dispatch Office: The owned 9,000-sq.-ft. dispatch office sits on eight acres near the Canadian border.Warehouse Footprint: Food-grade-audited warehouse space supports pick-and-pack, cross-docking, and fulfillment, with overflow space leased as needed and approximately 30,000 sq. ft. rented by a single customer.Garage Facility: The 12,000 sq. ft. 4-bay maintenance garage supports fleet maintenance, repair control, and parts inventory.Dallas-Fort Worth includes a contracted 14,000-pallet distribution center projected near $5.0M, while Greenville and refrigerated-service demand add near-term expansion paths.Roughly 40–50 power units and trailer assets, in-house garage support, and recurring $400K–$500K maintenance/replacement capex support contracted transportation uptime. Competition: Relationship-Led Growth: At least 80% of new work comes from existing customers, expansion requests, and referrals, with no dedicated outbound sales force. Account Expansion Access: On-site work provides the company with direct visibility into daily shipment, storage, and distribution needs, creating expansion opportunities within existing accounts. Contracted Capex: Customer proposals tie new infrastructure or equipment to amortization and multi-year terms, including five-year commitments for capex-backed projects. Market-Entry Diligence: New-market opportunities are priced after regulatory, safety, labor, toll, and local cost review before customer sites open. Pricing Control: Rates reflect service mix, volume, payment speed, and account history, with slow-paying or unprofitable work declined. Account-Led Growth: Prior satellite offices and hired salespeople across several markets underperformed, shifting growth toward existing-account expansion and trusted in-market leadership. Growth & Expansion: Dallas-Fort Worth distribution work includes a 14,000-pallet center projected to be worth $5.0M within two to three years, with Greenville planned in roughly 18 months.About $100,000 of refrigeration equipment and 20,000 sq. ft. cooler opportunities are scoped to support food-grade and produce-related expansion under multi-year terms.LTL, intermodal, and air freight remain softer service areas, creating account-level expansion opportunities through added capability depth. Support & Training: The owners are willing to negotiate a reasonable turnover period. They have a full management team in place in every department, so turnover is expected to be very smooth. Reason for Selling: Retirement Business Location Location: Malone, NY Real Estate: Owned Included in asking price Building SF: 180,500 Listing Statistics Saved This Listing Listing Last Updated Appeared in Search Listing Detail Views BizBuySell EDGE Know the True Market Value Before You Make an Offer Get valuation data to negotiate with confidence. Get a Valuation Report Business Listed By: Bryan Foreman Tallwood Company, LLC View My Listings Phone Number 629-206-4493 Voice only (no SMS) Ad#:2524297 The information in this listing has been provided by the business seller or representative stated above. BizBuySell has no stake in the sale of this business, has not independently verified any of the information about the business, and assumes no responsibility for its accuracy or completeness. Read BizBuySell's Terms of Use before responding to any ad. Learn how to avoid scams. 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Why we like it
- Earnings quality is grounded in sticky, contracted relationships where 80% of new work comes from existing customers, expansions, and referrals with zero outbound sales spend. Food-grade and specialized freight command premium rates, and the company actively declines slow-paying or unprofitable work, which signals disciplined margin management rather than chasing volume.
- The moat is real estate plus reputation plus regulatory positioning. Twenty-six years operating a food-grade-audited warehouse network on the Canadian border creates switching costs, and the consultative supply-chain design work embeds the company into customer operations in ways a pure carrier cannot replicate.
- Logistics for food-grade and essential freight is genuinely recession-resistant demand: people still eat and businesses still move critical inventory in a downturn. Cross-border positioning on the Canadian line and multi-market geographic diversification across NY, PA, and Texas reduce single-region concentration risk.
- For an operator, the biggest lever is already identified and de-risked: the business admits LTL, intermodal, and air freight are soft, and that a full management team runs every department. That means an owner can grow through existing-account capability depth rather than rebuilding the machine, while the seller offers a negotiable transition period.
How to improve it
- Reprice the deal by separating operations from real estate. At $17.35M of the $27M ask tied to property against $2.62M cash flow, negotiate to either finance the real estate separately via a sale-leaseback or push for seller financing on the operating multiple, since paying 10.31x blended for a trucking-heavy business is aggressive without that split.
- Systematize the account-expansion engine that already drives 80% of growth. Build a simple quarterly business review cadence with top accounts to surface storage, distribution, and freight needs before customers ask, turning the passive on-site visibility advantage into a repeatable expansion pipeline.
- Execute the identified refrigerated and produce expansion under multi-year terms. The scoped $100K refrigeration package and 20,000 sq ft cooler opportunity attach to food-grade demand the company already serves, and tying the capex to amortized multi-year customer commitments protects the downside.
- Add capability depth in the soft service lines: LTL, intermodal, and air freight. These are flagged as underdeveloped within existing accounts, so layering them in captures incremental wallet share from customers who already trust the operation rather than requiring net-new customer acquisition.
- Tighten fleet and maintenance capex efficiency. With $400K to $500K recurring annual maintenance and replacement capex on 40 to 50 power units and in-house garage support, audit utilization and replacement cycles to determine whether asset productivity can improve free cash flow after the property is carved out.
- Stand up the Dallas-Fort Worth 14,000-pallet distribution center projected at $5.0M and the Greenville site on the stated 18-month timeline. These are the clearest near-term revenue adds, and executing them methodically with contracted amortization protects cash flow while scaling the Texas footprint.
Diligence notes
- Break out the real estate economics precisely. Confirm the $17.35M property valuation with independent appraisals across all five industrial sites, verify no mortgages or liens, and model what the operating business actually earns after a fair-market lease payment, since roughly two-thirds of the ask is bricks and mortar.
- Scrutinize customer concentration and contract terms. One customer rents approximately 30,000 sq ft of warehouse space, and 80% of new work comes from existing accounts, so obtain revenue by customer, contract lengths, renewal history, and any pending expiration or churn risk on the largest relationships.
- Validate the cash flow figure and normalize it. The $2,619,643 SDE needs full add-back detail, owner compensation, and confirmation that the $400K to $500K recurring maintenance capex is properly reflected, because heavy fleet businesses often show cash flow that overstates true owner earnings after equipment replacement.
- Assess management team depth and retention. The thesis relies on a full management team in every department surviving the transition, so review key employee tenure, compensation, non-competes, and retention risk, and confirm whether the retiring owners hold any customer or operational relationships that walk out the door.
- Verify the growth projections are contracted, not speculative. The $5.0M Dallas-Fort Worth center and Greenville expansion are described as projected and planned, so demand signed customer commitments, capex amortization terms, and realistic timelines before assigning any value to these in the purchase price.
- Confirm food-grade audit status, regulatory compliance, and cross-border operating authority. FMCSA safety scores, food-grade warehouse certifications, and any customs or bonded-carrier requirements for Canadian cross-border freight are core to the moat and must be current, clean, and transferable.