Auto dealership funding & working capital to move more metal.

Yes — this is one of the most common dealership uses. Working capital funds auction units, trade-ins, and specialty inventory outside floorplan limits or curtailed lines.

Common uses include off-floorplan inventory, reconditioning, service-lane equipment, advertising and marketing, facility updates, and slow-season working capital.

Fixed ops drive gross and retention. Funding lifts, alignment equipment, detail bays, and recon staffing turns inventory faster and lifts CSI — which sells the next car too.

With a complete application, dealerships can get a decision in as little as 4 hours and funding as fast as same day. Apply directly to Logic Advance — no obligation.

Prepare a signed application and four recent, complete business bank statements. Additional records, identification, and ownership information may be requested.

The published programs start at $25,000 in monthly business revenue with operating history requirements. Independent dealers that meet the guidelines can apply; discuss your store’s situation with the team.

Yes. Floorplan financing is inventory-specific credit tied to units on the lot, with curtailments. A merchant cash advance is working capital based on future receivables, usable for anything the business needs. Many dealers use both.

Inventory that depreciates, thin margins, and cyclical demand make dealers look risky on a traditional scorecard. But those same lenders don't understand floorplan timing, auction cycles, or reconditioning economics. A funder who knows the car business evaluates you on how dealerships actually run.

Based on monthly revenue, time in business, cash flow consistency, and the purpose of the funds — not just a credit score. Higher, steadier revenue typically means better terms. The team will walk you through exactly how your offer was structured before you commit.

Myth one: it's only for desperate businesses — in reality, healthy dealers use it to bridge auction-to-retail timing. Myth two: the cost is hidden — a straight funder shows you the full picture upfront. Myth three: it hurts your credit — the review starts with your bank statements, not a hard pull.

Pledging equipment or other assets can unlock larger amounts or better terms than unsecured options. The tradeoff is risk to the asset. Weigh whether the improved terms justify it for your situation — and never pledge what you can't afford to lose.

An MCA provides working capital based on your future receivables, with repayment structured around your cash flow — often daily or weekly. Dealers commonly use it to bridge the gap between auction purchases and retail sales. Compare the total cost against your inventory turn timeline.

Traditional funding typically means slower decisions, heavier paperwork, and rigid criteria. Alternative funding prioritizes speed and cash-flow-based evaluation — decisions in hours, funding as fast as same day. The tradeoff can be cost; compare the total picture for your timeline.

Daily or weekly remittance for advances tied to cash flow; monthly payments for equipment and term structures. Match the repayment rhythm to how money actually moves through your dealership — auction weeks versus retail weeks.

After you apply, the Logic Advance team reviews your signed application and four recent, complete business bank statements alongside your monthly revenue, time in business, inventory plans, and cash flow. A complete application can receive a decision in as little as 4 hours. If an offer follows, you review the net amount, total obligation, and payment terms in writing before you commit, with funding as fast as same day and no obligation to accept.

Build the request from the full lot plan, not one auction bill. This page totals a $160,000 example from $120,000 in auction inventory beyond the floorplan cap, $25,000 for reconditioning, and $15,000 for marketing. If the dealership can contribute $60,000 without using essential operating cash, the remaining planning gap is $100,000 before financing fees or other costs.

The published starting guideline is $25,000 in monthly business revenue. Merchant cash advance and line-of-credit guidelines start at six months in business, while equipment and term-funding guidelines start at one year. Credit requirements and other conditions differ by product, and meeting a starting guideline does not guarantee approval.

Request the net amount your dealership will receive, the total payment or remittance obligation, all fees, the payment frequency, and the expected duration. Review any liens, guarantees, early-payment treatment, and reconciliation provisions, and remember that a factor rate on a merchant cash advance is not an APR when you compare offers side by side. Test the payment against your inventory turn timeline and monthly cash flow before you decide.

Keep auction receipts and reconditioning estimates organized and ready, and note which units the funding will buy and how quickly they should turn. For service-lane equipment, keep the vendor quote and any installation estimates available. Those details let the review match the request to the real inventory cost and timing instead of pausing for follow-up questions.

Yes. A second application is a new review based on the dealership at that time, including current revenue, inventory turn, and cash flow. Bring updated bank statements, the new inventory or equipment plan behind the request, and a list of any current funding, remaining balances, and payment schedules so the review starts with a complete picture.

Apply before the auction, not after it. A complete application can receive a decision in as little as 4 hours, with funding as fast as same day, but verification and bank processing still take the time they take. Bring the inventory plan behind the request: the units you expect to buy, your floorplan cap, and what the dealership can contribute, so the amount matches the sale in front of you.

Keep recon estimates per unit, parts and labor receipts, and the average days your shop takes to turn a car front-line ready. This page budgets $25,000 for reconditioning inside its $160,000 plan, and records like these show underwriting exactly what that money does. A recon budget tied to real units and real turnaround times reviews faster than a single rounded figure.

Fund the campaign ahead of the weekend it is meant to fill, sized to the inventory you will actually have ready to sell. This page's plan sets $15,000 for the month's marketing alongside its inventory and reconditioning budgets. Track which campaigns produced showroom traffic and sales, so the next request can point to results instead of repeating the full amount by habit.

Yes. Dealership funding on this page covers off-floorplan inventory, reconditioning, service-lane equipment, advertising, facility updates, and slow-season working capital, and fixed ops staffing is part of how the service lane turns inventory faster. Size the request across the whole month in front of you, the way the $160,000 example does, rather than funding inventory alone and leaving the lane that prepares it short.

Track inventory turn days, recon turnaround, gross per unit, and whether the payment schedule still fits the sales pace the funding assumed. Compare the month against the plan you submitted: the auction spend, the reconditioning budget, and the marketing that filled the weekend. Those records become the evidence behind a second request, and they show quickly if the amount or timing needs adjusting.

Build it from the costs that do not slow down: payroll, rent, and overhead that continue while traffic thins, minus the cash the dealership can safely contribute. Slow-season working capital is a listed use on this page precisely because winter months and model-year changeovers squeeze cash. Request the bridge your statements support, and keep the term matched to when traffic returns, not to the slowest week itself.

Yes, and name it in the plan before you apply. Slow-season working capital is a listed use on this page because winter months and model-year changeovers squeeze cash while payroll, rent, and overhead continue. A reserve that is named in the request survives the busy season; a reserve left as whatever happens to remain usually gets spent at the auction instead.

Start from what the changeover does to your lot: older units need sharper pricing or more recon to move, new arrivals compete for the same floor space and cash, and traffic can pause while buyers wait. Size the request to carry the aged units and the fixed costs through that window, and keep your auction receipts and recon estimates organized so the plan explains itself.

Tell the team quickly, because the request was sized against specific units at expected prices. Rising prices mean the same money buys fewer units or the gap grows. With a complete application, a decision can come in as little as 4 hours and funding as fast as same day, which is why applying ahead of the auction, not after it, protects your buying power.

Reconditioning is one of the core uses on this page, and estimates sometimes miss: a transmission issue or deferred maintenance can add real cost after the trade lands. Bring the updated recon estimate and explain the change. A unit that turns front-line ready sells; a unit that waits on recon money ties up cash and floor space at the same time.

Treat marketing as a recurring line in the plan, not a leftover. This page's example budget carries $15,000 of marketing inside a $160,000 plan because campaigns fill the showroom before the weekend they are meant to fill. Funding the spend ahead of the traffic, in smaller steady amounts, keeps your events and digital ads running when a quiet week might otherwise cut them first.

Review how the money actually moved: which units the inventory funding bought, how fast recon turned them, what the marketing produced in traffic, and whether the payment pattern fit the season's deposits. Bring your auction receipts and sales results. That honest review is what sizes the next request correctly, because it is built on your season's real numbers, not a guess.

Set two dates when the unit arrives: the date it should be reconditioned and front-line ready, and the date by which it should be sold. Base the second date on how similar units have actually turned on your lot, not on hope. This page budgets reconditioning beside inventory for a reason: every day a car waits on recon is a day already spent inside its selling window.

Keep the auction receipt, the recon invoices with their completion dates, the date the unit was listed and advertised, and the sale date, together per unit. That small file shows the full turn, purchase to sale, in days. Across a season, those files are also the evidence behind your next request, because they prove the funded inventory moved at the speed the plan promised.

Act on the plan you made when the car arrived: review its price against current auction values, refresh its placement and marketing, or move it through a different channel, but decide within days, not at the end of the month. A passed deadline is information, not failure. It tells you what that model, price band, or recon delay really does on your lot, so the next buy avoids it.

Holding costs are part of why this page lists slow-season working capital among core dealership uses: payroll, rent, and overhead keep running while a unit waits. Name expected holding time inside the plan rather than discovering it later. If one slow unit is the exception, the reserve absorbs it; if slow units become the pattern, the buying plan, not the funding, is what needs to change first.

Faster turns support a larger or more frequent request, because your records show funded units converting back into cash inside their windows. Slower turns argue for a smaller request aimed at the models that did move, with recon capacity fixed first. Bring the per-unit files to the conversation. A request sized from real turn data is easier to review than one sized from the season you hoped for.

Check its full file: how long recon took, how many days it sat ready before selling, what the marketing produced, and whether the final margin survived the holding time. If a similar unit cleared its deadline with room to spare, buy with confidence. If it only sold after price cuts, either pay less at auction for the next one or leave that model to a lot whose turn it fits.

Because a unit bought in January still needs reconditioning, photographs, and listing time before it can sell, and those weeks come out of your best early-year selling days. A November purchase in this page's $160,000 plan is front-line ready when January shoppers arrive, with its $25,000 recon share already spent and its $15,000 marketing share still held for the push.

In purchase order, with a finish date per unit, booked before the holiday weeks scatter your crew. Recon is the step that turns a funded unit into a sellable one, so schedule it like one: the $25,000 recon share of this page's plan is spent against named units and dates, not a general hope.

The share this page already names: $15,000 of the $160,000 plan is marketing, and its job is the January push, when the units it promotes are ready to be seen. Spending it in November on unfinished cars advertises a lot that cannot deliver yet; holding it makes the first selling weeks louder.

Start from the units your own records show turning fastest, priced against the plan's $120,000 inventory share, and let slower, speculative units wait for a later buy. A January lot built from your proven sellers is easier to fund, easier to market, and easier to explain in a review than a lot built on hopes.

Its auction cost, its recon list and finish date, its listing date, and the marketing spent on it, kept in the per-unit file this page teaches. Those records show each unit's real holding cost from day one, and they make the next funding conversation, which can return a decision in as little as 4 hours, a matter of opening files.

It makes the conversation about performance instead of preparation. You bring units already listed, early sales already recorded, and a plan already working, against guidelines of $25,000 in monthly revenue and four recent, complete bank statements. That record is stronger than any promise about what a stocked lot might do.

Because a unit waiting on recon earns nothing, and December's quieter selling weeks are the cheapest time to finish it. This page's plan gives reconditioning its own $25,000 line inside a $160,000 budget, and clearing the backlog in December means that money is standing on the front line in January instead of sitting in the service lane.

The oldest units first — the ones that have waited longest and carry the most days of cost already. Work down the list by waiting time, giving each unit its estimate, finished date, and selling deadline as it enters the lane, so the backlog shrinks in the order that frees the most stuck money soonest.

Its recon estimate, its finished date, and its selling deadline. Those three turn a parked unit into a managed one, and they keep the plan honest against this page's budget — $120,000 of inventory, $25,000 of reconditioning, and $15,000 of marketing, with a $100,000 gap after a $60,000 contribution.

Every finished unit is photographed, priced, and on the front line when the first January shoppers arrive, instead of reaching the lot mid-month. Marketing money then sells cars that exist, and the selling deadlines set in December give each weekend a target — a different start from a lot still waiting on its own service lane.

The gap between its purchase date and its finished date, set beside the recon estimate it carried. Auction receipts and recon estimates are the records this page already asks dealers to keep organized, and a unit whose gap keeps growing is the first candidate for the December list — and the first question in the next funding conversation.

Enough to finish every unit the marketing will advertise. On this page's plan recon claims $25,000 of the $160,000 before the $15,000 marketing line is spent, because advertising a unit that is not front-line ready spends money to disappoint a shopper; sequence the money around the turn, and marketing becomes the last step, not the first.