Shopify's Summer '26 Edition, announced June 17, 2026, made B2B net terms native: a wholesale buyer places an order now and pays later on Net 7 through Net 90, with ACH through Shopify Payments and automatic reconciliation in the admin. For most brands, that replaces a stack of bolt-on wholesale apps.
- Net terms (Net 7, 15, 30, 45, 60, 90, or due on fulfillment) are now native, assigned per company account, with invoices generated automatically.
- US buyers can pay by ACH Direct Debit through Shopify Payments, with bank-account vaulting and automatic payment matching and reconciliation in the admin.
- Dynamic payment terms let the terms vary by company, location, or order size through payment customization Functions, so credit becomes a per-account lever.
- Net terms move your cash, not your margin. You fund the buyer's inventory until they pay, so price the terms into the deal and watch your cash conversion cycle.
On June 17, 2026, Shopify announced its Summer '26 Edition, a bundle of more than 150 changes across themes, checkout, AI, and B2B. Buried in the B2B section is the one that actually rewires how a wholesale channel runs: net terms with automated invoicing, ACH, and reconciliation are now built into the platform. If you run any kind of wholesale program on Shopify, that single change can pull a third-party app, a spreadsheet, and a chunk of manual finance work out of your operation.
I want to be precise about what this is, because there is a related question that gets confused with it. Whether B2B is available on your plan at all is a separate story, the one I cover in B2B on all plans. This post is about the mechanics of the net-terms feature itself: how the terms work, how the money moves, what reconciliation looks like in the admin, and what it means that you no longer need a bolt-on app to do it. The plan question is "can I use this." This post is "here is exactly how it works and where it makes or loses you money."
For context on where it sits in the broader release, I ranked the full Summer '26 slate in the Summer '26 brands breakdown and stacked it against the year's other drops in the Editions, ranked. Net terms did not get the keynote spotlight. It should have, at least for the brands quietly running 20 or 30 percent of revenue through wholesale and stitching it together with apps.
I have lived this on both sides. As an early Shopify employee I watched B2B sit as a Plus-only afterthought for years. As a co-founder of a brand house that sold wholesale into real retail accounts, I have personally fronted inventory on Net 60 and waited, and chased, and eaten the late payments. So read this less as a feature recap and more as the operator's version: what is genuinely good here, what to watch, and how to run it so the channel adds cash instead of draining it.
What actually shipped
in the Summer '26
B2B drop.
Strip away the keynote language and the net-terms story is three connected pieces that used to live in separate tools and now live in one. First, native net terms with automated invoicing. Second, ACH payment through Shopify Payments with bank-account vaulting. Third, automatic payment matching and reconciliation in the admin. Together they take an order from "ship now, bill later" all the way through to "paid and reconciled" without a bolt-on.
None of this arrived in a vacuum. Shopify had already moved its foundational B2B feature set, companies, catalogs, net terms, self-serve ordering, ACH, and vaulted cards, onto every paid plan in April 2026, so Basic, Grow, Advanced, and Plus all carry the base wholesale toolkit. The Summer '26 work tightened the payment and invoicing layer on top of that. The result is that a brand on a mid-tier plan can now run a credible net-terms program natively, which two years ago was a Plus-and-an-app proposition.
| Piece | What it does | Notes |
|---|---|---|
Net terms | Buyer pays later on Net 7 to 90, or due on fulfillment | Assigned per company account |
Automated invoicing | Invoices generate and send on the term schedule | No manual invoice creation |
ACH Direct Debit | Pay from a US bank account via Shopify Payments | US only, bank account vaulted |
Reconciliation | Automatic payment matching in the admin | No manual matching of payments to orders |
Dynamic terms | Terms vary by company, location, or order size | Driven by payment customization Functions |
The thing to notice is that these were never the hard parts of B2B to imagine. Net 30 is not a novel concept. What was hard was running it cleanly inside the store you already operate, instead of in a parallel app with its own logins, its own invoice templates, and a finance person reconciling payments by hand at month end. That manual layer is exactly what Summer '26 removes, and that is where the real saving sits.
How native net terms
actually work,
account by account.
Native net terms attach to the company account, not the order. You set a term, Net 7, 15, 30, 45, 60, 90, or due on fulfillment, on a given wholesale company, and every buyer who orders under that company sees and uses the term that applies to their contract. A small new account might start on due-on-fulfillment, a trusted reorder account might sit on Net 30, and a key retail partner might have negotiated Net 60. The term travels with the relationship.
When a buyer checks out under a term, the order ships against an invoice rather than an upfront charge. The invoice generates automatically and the balance comes due on the schedule you set. This is the part that quietly matters: the invoice is no longer a PDF someone builds in accounting software and emails over. It is generated by the same system that took the order, which means the order, the invoice, and the eventual payment all share one record. That is what makes the reconciliation in the next section possible.
One important boundary. Deposits and partial payments, collecting a percentage upfront and the rest on terms, remain a Plus-only capability. So the full "Net 60 with a 25 percent deposit" structure is a Plus feature, while the straight Net 30, 60, or 90 flow without a deposit runs on every paid plan. If your wholesale program leans on deposits to de-risk large first orders, that is one of the lines where the plan tier still matters, which ties back to the plan-availability question in the all-plans post.
"Net terms attach to the relationship, not the order. That is the whole design. You are extending credit to a company, and the platform finally treats it that way."
For a brand that has run wholesale the old way, the upgrade is less about a new capability and more about consolidation. The term, the invoice, the payment, and the reconciliation used to be four systems. Now they are one. The fewer hand-offs between order and cash, the fewer places a payment falls through, and the less of your finance team's month gets eaten by matching deposits to accounts.
ACH, vaulting, and
the reconciliation
that does the work.
The payment side is where this stops being a checkout feature and starts being a cash-flow feature. US buyers can now pay net-terms invoices by ACH Direct Debit through Shopify Payments. At checkout, the buyer's bank account is vaulted, securely stored so it does not have to be re-entered, and the payment matches and reconciles automatically in your admin. The order, the invoice, and the bank payment all reconcile against one record, with no human matching a wire to an account at month end.
Vaulting is what makes it work. Once a buyer's bank account is stored, your team can debit it directly from the admin as orders come due, or you can automate it entirely. A Shopify Flow workflow that starts on the "payment schedule is due" trigger and runs the "charge vaulted payment for B2B order" action will debit the account the moment the term matures, with no one touching it. For a brand with dozens of net-terms accounts, that is the difference between a finance hire spending a week a month chasing payments and a workflow doing it silently.
ACH also changes the unit economics of getting paid. Card fees on a large wholesale invoice are punishing, which is part of why wholesale historically ran on checks and wires. ACH is materially cheaper to process than cards, so moving net-terms payments onto it protects the already-thin wholesale margin instead of handing a few points back to a card network on every reorder.
ACH is cheap, but not free of risk. A failed ACH debit carries a $4 fee from Shopify, and if a buyer's bank rules a dispute valid, the chargeback costs $15 plus the reversed payment. These are small per event, but they compound on accounts that habitually run thin on funds. Treat repeated ACH failures as a credit signal, not just a billing nuisance.
The reconciliation piece deserves its own line because it is the least glamorous and most valuable part. In the old world, the most expensive thing about net terms was not the credit risk, it was the bookkeeping: a person matching incoming payments to open invoices, flagging shortfalls, chasing the gaps. Automatic matching in the admin removes that labor. Your cash position on the wholesale channel becomes something you can read at a glance instead of reconstructing from a spreadsheet, which is the same clarity I push for in a real profitability teardown.
Dynamic payment terms
turn credit into a
lever you set.
The most strategically interesting piece is the one that sounds the most technical: dynamic payment terms. Instead of one flat credit policy for every wholesale account, you can make the terms a buyer sees vary by company, location, or order size, driven by Shopify's payment customization Functions. Pay-now on small orders, Net 30 on mid-size orders, Net 60 on the largest, all set by rules you define rather than by a person remembering which account gets which deal.
This matters because credit terms are a real commercial lever, not just a billing setting. Every day you extend on terms is a day you fund the buyer's inventory. Offering Net 60 to a brand-new account you have not vetted is how wholesale programs get burned. Offering it to a proven reorder account is how you win the shelf and lock in the relationship. Dynamic terms let you encode that judgment into the system instead of relying on a sales rep's memory, and they let you tighten terms on risky segments without a blanket policy change.
If you have read anything I have written on the Scripts sunset, the Functions architecture here will be familiar: this is the same shift from legacy customization to the Functions model running across the platform. Payment customization is just one more place where the logic that used to require an app or a script now runs natively. The practical upshot for a wholesale operator is that your terms policy can be as fine-grained as your risk tolerance, without a developer rebuilding it every quarter.
Used well, dynamic terms are how you grow the channel without growing the risk in lockstep. You can be generous with the accounts that have earned it and conservative with the ones that have not, automatically, at the moment of checkout. That is a far better position than the binary most brands live in, where they either offer everyone the same generous terms or make every account negotiate from scratch.
The wholesale store
under the net terms:
companies and catalogs.
Net terms do not float in space. They sit on top of a B2B store structure, and if that structure is wrong, the terms are the least of your problems. Before you assign a single Net 30, you set up three things: company profiles, catalogs and price lists, and quantity rules. Those three are what turn a regular Shopify store into one that can sell to a retail buyer the way a retail buyer actually buys.
Start with the company profile. A company is the business buying from you, and under it you create locations, which can be individual branches, warehouses, franchises, or purchasing departments. Buyers get added as customers and connected to the locations they are allowed to order for. The reason this matters is that pricing, payment terms, addresses, tax handling, and checkout settings can all differ by location. A regional chain with twelve stores is one company with twelve locations, each potentially on its own terms, not twelve separate customer records you have to keep in sync by hand. On every paid plan you can run up to 50 locations per company.
Next, the catalog. A catalog is a defined set of products, prices, and publishing rules, and you assign different catalogs to different companies. One account sees a flat 30 percent off your full line. Another sees fixed per-SKU wholesale pricing. A third only sees a subset of the range, because you do not want every wholesale buyer seeing your full assortment. This is where your wholesale price list lives, and it is completely separate from your DTC pricing, so the buyer logged into a company account sees their negotiated prices while a retail shopper on the same store sees retail. One important plan boundary: Basic, Grow, and Advanced cap you at three active pricing catalogs, which covers most setups (say, distributors, dealers, and key accounts), while Plus removes the cap entirely.
| Building block | What it controls | Plan limit |
|---|---|---|
Company profile The business buying from you | Groups buyers, locations, terms, and tax under one account | All paid plans |
Locations Branches under a company | Per-location pricing, terms, addresses, contacts | Up to 50 per company |
Catalogs & price lists What each account sees and pays | Wholesale pricing and product visibility per company | 3 active on non-Plus, unlimited on Plus |
Quantity rules Minimums, maximums, increments | Enforces order minimums and case-pack increments at the cart | All paid plans |
Net terms Sits on top of all of it | Pay-later schedule assigned per company | All paid plans (deposits Plus only) |
Then quantity rules, which are quietly the feature that makes wholesale feel like wholesale. Inside a catalog you set minimum order quantities, maximum quantities, and order increments per product. A buyer who has to order in cases of 12 gets that enforced at the cart. A product with a 50-unit minimum will not let someone check out with 30. These rules run automatically, without a sales rep policing every order, which is exactly the kind of manual gatekeeping that used to make a wholesale channel expensive to operate. Pair quantity rules with volume pricing and the buyer also sees the price break for ordering deeper, so the system nudges bigger orders on its own.
I am walking through this because brands skip it. They get excited about native net terms, turn them on, and then realize the buyer can order a single unit at wholesale pricing with no minimum, which is not a wholesale program, it is a discount leak. Get the company profiles, the catalog, and the quantity rules right first. The terms are the last layer, not the first.
One store for both,
or a separate store
for wholesale.
This is the question I get asked first by every DTC brand adding a wholesale arm, and the answer for most of them is: one store. Run B2B and DTC blended, from a single admin, with shared inventory and one product catalog, and let the B2B pricing, terms, and minimums apply only to logged-in company accounts. The 2026 B2B feature set was built for exactly this. For a brand that already sells DTC and is bolting wholesale onto the side, a blended store is almost always the right starting point.
The reason to default to blended is operational simplicity. You manage one inventory pool, one set of products, one fulfillment workflow, one analytics view. A wholesale order and a retail order draw from the same stock, so you are not reconciling two inventory counts or splitting your buying across two backends. The buyer logs in, sees their catalog and terms, and checks out, while a retail shopper on the same domain never sees any of it. The complexity is hidden behind the login, not duplicated across two stores.
"Start blended. Split only when the requirements stop being shared in a meaningful way. Most brands never reach that point, and the ones that do, know it."
A dedicated, separate B2B store earns its keep when the operating model genuinely diverges. The clearest triggers: you need distinct inventory for wholesale versus retail, different staff running the two operations, a fully gated experience where buyers cannot see anything without logging in, or a B2B brand presentation that is meaningfully different from your consumer storefront. If a retailer should never stumble onto your consumer site and your wholesale team is a separate function with its own P&L, a dedicated store stops the two from stepping on each other. But that is a real divergence, not a default.
| Dimension | Blended (one store) | Dedicated (separate) |
|---|---|---|
Best for | DTC brand adding a wholesale channel | Distinct B2B business or operation |
Inventory | One shared pool, one count | Separate inventory per channel |
Admin | Single admin, one workflow | Two admins to manage |
Buyer experience | B2B pricing and terms behind login | Fully gated, B2B-only storefront |
Team | Same staff run both | Separate B2B staff |
When to choose | Default for most brands | When the models genuinely diverge |
The mistake I see is brands reaching for a separate store too early, usually because it feels cleaner to "keep wholesale separate." Then they are running two stores, two inventory counts, and two of every integration, for a wholesale channel doing 15 percent of revenue. That is a lot of operational overhead to carry for a tidy mental model. Blend first. If and when wholesale grows into a business with its own logic, separate inventory, and its own team, the split will be obvious and you will have the revenue to justify the second store. This is the same staging logic I use when I help a brand choose its tech stack by revenue stage: do not buy the complexity until the channel earns it.
Net terms are credit.
Here is how to set
them without bleeding.
Here is the thing the feature announcement does not say out loud: when you offer net terms, you are extending credit. You are lending the buyer the cost of their inventory for 30, 60, or 90 days. Every dollar of net-terms revenue is a dollar of receivable, and a receivable is only as good as the buyer's ability and willingness to pay it. The software makes offering terms one click. The judgment about who deserves them is still entirely on you.
The way I have run this, and the way I coach brands to run it, is a simple progression. A brand-new account starts on due-on-fulfillment or pay-now, full stop. They have no track record with you, and a first wholesale order is the single most likely place to get burned. After they have ordered and paid cleanly a few times, you move them to Net 30. A proven reorder account with real volume can graduate to Net 60. A key strategic partner you genuinely want to lock in might get Net 90, with eyes open, priced accordingly. Terms are something an account earns, not something you hand out to close the first deal.
Dynamic payment terms are what let you encode that progression into the store instead of trusting a sales rep's memory. You can set the default for unvetted accounts to pay-now and reserve longer terms for the companies that have earned them, automatically, at checkout. You can also use order size as a guardrail: small orders pay now, only larger orders unlock terms, so you are not financing a string of tiny reorders. That is a far better position than the binary most brands fall into, where they either offer everyone generous terms or make every account negotiate from scratch.
A failed ACH debit is not just a $4 fee, it is information. An account that bounces a debit is an account running thin on funds the moment its invoice came due. One failure is noise. A pattern of failures is a buyer you should be tightening, not extending. The automatic reconciliation gives you this signal cleanly, so use it. The accounts that pay on the first debit, every time, are the ones who earn longer terms and bigger limits. The ones who do not are telling you something. Watch your aging, not just your order volume.
Concentration is the other risk nobody flags. If one retail account is 40 percent of your wholesale receivables and they stretch from Net 60 to Net 90 in practice, that is not a billing inconvenience, it is a balance-sheet exposure. A single late payer at that size can swing your cash position for the quarter. Spread the risk, cap the exposure to any one account, and treat your biggest wholesale partner as a credit risk to manage, not just a relationship to protect. The brands that get wholesale badly wrong almost always do it by over-concentrating terms in one or two accounts they were afraid to push.
None of this means be stingy. Net terms win shelf space and lock in reorders, and a brand that refuses all terms will lose accounts to one that offers them. The point is to be deliberate. Extend terms as a reward for proven payment behavior, price the carry into the deal, watch the aging report, and let the failures tell you when to pull back. Run it that way and net terms are a growth lever. Run it on vibes and they are a slow leak you will not notice until the cash is gone.
What this quietly
pulls out of your
app stack.
Here is the part that should make you open your app billing. For years, running net terms on Shopify meant a bolt-on wholesale or B2B app, often a net-terms or trade-credit app on top of that, and frequently a separate invoicing tool. Each one carried a monthly fee, a data sync that occasionally broke, and a place for orders to fall out of step with payments. The Summer '26 native stack collapses most of that into the platform.
I am not telling you to rip every app out tomorrow. There are still real reasons to keep one: complex credit scoring, deep ERP or accounting sync, trade-financing where a third party fronts the cash, or a wholesale workflow your team has built years of muscle memory around. But the default case, "let trusted accounts buy on Net 30 and pay by ACH," no longer needs anything bolted on. For a lot of brands, that is one to three apps and a few hundred dollars a month coming off the stack.
The honest framing is that this is less a feature launch and more a margin recovery. The native stack does not let you do something you could not do before. It lets you do the same thing without paying a stack of intermediaries and without the manual labor that ate your finance team's month. When you are choosing your tech stack by revenue stage, this is the kind of consolidation that quietly improves the contribution margin on a channel that was probably under-measured to begin with.
Net terms move
your cash, not
your margin.
Now the part the feature announcements skip. Net terms are a cash-flow instrument, and the easiest way to get hurt is to treat them as free growth. When you offer Net 60, you are funding the buyer's inventory for sixty days. The order shows up as revenue, but the cash does not arrive for two months, and in between you have already paid for the goods, the freight, and the warehouse. The channel can be growing on paper while it drains the bank.
So the discipline is the same one I push on every contribution-margin conversation: price the terms into the deal. A buyer asking for Net 60 instead of Net 30 is asking you to carry their inventory for an extra month, and that carry has a cost. Either the wholesale price reflects it, or the terms are tighter, or the relationship is valuable enough that you eat it deliberately, with eyes open. What you cannot do is hand out generous terms because the software made it one click and then wonder why a growing channel is starving the rest of the business.
The new tooling actually helps here, if you use it that way. ACH lowers the cost of collecting. Dynamic terms let you reserve your most generous credit for the accounts that have earned it. Automatic reconciliation gives you a live read on what is actually outstanding. Use those together and you can run a bigger net-terms book with less risk, because you can see it clearly and collect it cheaply. The brands that get burned are the ones that turn on terms for everyone and never look at the cash conversion cycle underneath.
The Summer '26 net-terms stack is genuinely good, and it is good in the unglamorous way that compounds: fewer apps, less manual finance work, cheaper collection, and a wholesale channel you can finally read inside the store you already run. The mistake would be to treat it as a green light to extend credit freely. Treat it instead as the tooling that lets you run a disciplined net-terms program at scale, where the terms are priced, the risky accounts are tightened automatically, and the cash is reconciled on its own. Wholesale built that way adds cash. Wholesale built on "the software made it easy" drains it. The platform finally gave you the controls. The judgment is still yours.
What brands ask me
about Shopify B2B
net terms.
Net terms are Shopify's native way to let a wholesale buyer place an order now and pay later, on Net 7, 15, 30, 45, 60, or 90, or due on fulfillment. You assign a term per company account, the order ships against an invoice, and the balance comes due on the schedule. As of the Summer '26 Edition the whole flow is built in, including ACH and reconciliation, so you do not need a bolt-on wholesale app to run it. The plan question is covered in the all-plans post.
Yes. B2B buyers with a United States bank account can pay by ACH Direct Debit through Shopify Payments. The buyer's bank account is vaulted at checkout, payments are matched and reconciled automatically in the admin, and once the account is stored your team can debit it from the admin as orders come due or automate it with a Shopify Flow workflow. ACH is US-only and carries a $4 failed-debit fee and a $15 chargeback fee.
Dynamic payment terms let the terms a buyer sees vary by company, location, or order size instead of being one flat rule for every wholesale account. You can set pay-now for small orders, Net 30 for mid-size orders, and Net 60 for the largest, driven by Shopify's payment customization Functions. It turns credit terms into a lever you set deliberately by account rather than a single policy you apply to everyone. The Functions shift is the same one behind the Scripts sunset.
For core net terms, invoicing, ACH, and reconciliation, most brands no longer do. Shopify moved its foundational B2B feature set onto all paid plans in April 2026 and made native net terms, invoicing, and ACH part of the platform in the Summer '26 Edition. You may still want an app for edge cases like complex credit scoring, ERP sync, or trade-financing, but the default channel can now run on native Shopify. The full release context is in the Summer '26 brands breakdown.
Yes, and for most DTC brands adding a wholesale arm it is the right call. A blended store runs both audiences from one admin, with shared inventory and one product catalog, while B2B pricing, net terms, and minimums apply only to logged-in company accounts through B2B catalogs and price lists. Split into a dedicated B2B store only when the operating model genuinely diverges: separate inventory, separate staff, a gated catalog, or a fully distinct B2B experience. Start blended, split only when the requirements stop being shared.
They can be, but net terms move your cash, not your margin. Offering Net 30 or Net 60 means you fund the buyer's inventory until they pay, so the channel only works if the wholesale margin covers that carrying cost and the buyer actually pays on time. Price the terms into the deal, use ACH to cut payment friction, and watch your cash conversion cycle, not just the top-line order value. The margin math is in the contribution-margin post.
Building or fixing a wholesale channel on Shopify?
I co-founded a brand house that ran wholesale at nine-figure scale, and I was an early Shopify employee who watched B2B grow up from a Plus afterthought. I know where net-terms programs make money and where they quietly bleed it. If you are standing one up or cleaning one up, that is the view I bring.
Start a conversation See the case studies →A note on sources: the Summer '26 Edition was announced June 17, 2026, with native B2B net terms, invoicing, ACH, and reconciliation among 150+ changes, per Shopify Editions and contemporaneous coverage. The native net-terms options (Net 7 to 90, due on fulfillment) and per-company assignment are from Shopify's payment terms documentation. ACH Direct Debit, bank-account vaulting, automatic reconciliation, the Shopify Flow "charge vaulted payment" automation, and the $4 failed-debit and $15 chargeback fees are from Shopify's ACH and vaulting Help Center pages. The April 2026 move of foundational B2B onto all paid plans, and deposits remaining Plus-only, are from Shopify's plan and B2B documentation. The read on running net terms profitably is mine, from co-founding a brand house that sold wholesale at scale and from years as an early Shopify employee.