Check Call: What a shipper wants, what a shipper needs
While sharp rates may still earn attention, they're no longer the long-term differentiator. What shippers value most is a partner they can trust to deliver consistently and communicate clearly along the way.
As partnerships develop, priorities do begin to shift. Shippers still expect reliable service, but once that foundation is in place, competitive pricing becomes more important. Even then, poor communication and operational mistakes are what truly erode trust. Nearly half of the respondents reported walking away from a provider due to inconsistent service or missed pickups and deliveries. In other words, it's not the cost of the shipment that breaks the relationship—it's the experience surrounding it.
One of the most telling insights from the report is how deeply back-office performance impacts shipper satisfaction. While many providers focus on trucks, lanes, and rates, shippers are just as impacted by what happens behind the scenes. Thirty-eight percent said chasing paperwork was among their top frustrations when working with freight providers, and a majority admitted they aren't fully confident in their own internal processes. That lack of internal certainty makes clean, accurate documentation and proactive communication even more important from their partners.
Even issues like invoicing and collections shape perception. Shippers overwhelmingly prefer to be contacted via email for payment reminders, and they're quick to grow frustrated with unprofessional tone, unclear outreach, or follow-ups from unknown third parties. The message is clear: freight providers that communicate in a consistent, respectful, and brand-aligned way are more likely to maintain trust and get paid on time.
And when it comes to factoring, there's good news for brokers and carriers. Despite the occasional concern that factoring may create an impression of financial instability, most shippers either don't understand how it works or don't think about it at all. What they do notice is whether you hit delivery windows, keep your paperwork in order, and make their job easier.
Ultimately, the report confirms what many providers already suspected: performance and professionalism matter more than price. For brokers and carriers willing to invest in operational clarity and better communication, there's a real opportunity to differentiate in 2025—not just by quoting competitively, but by delivering a consistently smooth experience from end to end.
Read the full report here.
Get the full edition sent to your inbox every Tuesday by subscribing below.
The post Check Call: What a shipper wants, what a shipper needs appeared first on FreightWaves.
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
3 days ago
- Yahoo
Are Pakistan and Mexico Becoming Denim's Top Sourcing Destinations?
Uncertainty loomed over Kingpins New York last week, as a noticeably quieter show floor mirrored the mood of a denim industry. Typically buzzing with brands, retailers and denim heads from across the globe, this season's edition felt noticeably quieter than in previous years. While industry leaders still showed up, many openly admitted that Kingpins New York is 'not what it used to be.' More from Sourcing Journal Denim Mills Say Clients Are Taking a More Measured Approach to Seasonal Sourcing Arvind Limited Puts Denim Innovation on Display at Kingpins New York AGI Denim's New Concept Delivers Superior Chip-off Effects One of the key factors behind the dampened energy is the ongoing trade war, ignited by U.S. President Donald Trump earlier this year. With tariffs shifting unpredictably and trade relationships in flux, mills are being forced to rethink sourcing and production strategies from the ground up, often without a clear sense of when, where or how steeply new duties will hit. Adding fuel to the fire, this climate of uncertainty has left suppliers scrambling to contain rising costs, manage logistical disruptions and maintain confidence in long-term planning. Amid these mounting pressures, Martin Balaam, CEO and co-founder of Pimberly—a software company helping retail navigate the digital landscape with product information management (PIM) solutions—noted that both Pakistan and Mexico are starting to 'emerge as strong contenders' as mills seek agility and competitive costs. 'Pakistan would be seen as a credible low cost supplier, especially as it already has proven itself for many larger denim brands as a great alternative with good vertical integration and innovation, and is emerging as a country that takes sustainability seriously. For many, this would be just about re-allocating production volumes rather than setting up new suppliers and logistics, so an easy win,' Balaam told Sourcing Journal. 'Meanwhile, Mexico will be seen as a good agile supplier as its near shore and easy logistics would make it friendly for speed-to-market.' Talks at Kingpins painted a picture that closely mirrored Balaam's outlook. Karachi, Pakistan-based vertical denim manufacturer Soorty revealed plans to ramp up production, a move made possible by its diversified supply chain, even amid the ongoing global trade war. 'These are undoubtedly challenging times…brands are unsure what's coming next, and to support them, they need supply chains that can handle pressure and pivot quickly,' said Muhammad Ali, vice president of marketing and sales at Soorty. 'That said, we're the only company with cross-manufacturing in Bangladesh, in addition to our own government-approved factories there. So, If there's an issue in Bangladesh, Pakistan can step in and [vice versa].' Beyond cross-manufacturing, Ali noted that its global presence gives Soorty 'an edge' over competitors. 'We have a design studio in New York, designers in Barcelona, communications in Amsterdam, a new design office in the United Kingdom, developers in Turkey and our sales office in Pakistan,' he added. 'Having such a wide footprint gives suppliers confidence that we can deliver—even when the ship is on fire. That's why we're beyond optimistic about the future of our business.' Meanwhile, roughly 8,000 miles away in Mexico, business is also on an upswing. That's according to Stephanie Poon, Twin Dragon's director of marketing and merchandising, who noted that Mexico has become a 'preferred region' for some of the company's customers. 'We're very optimistic about business,' Poon said. 'One of our key advantages is having mills in Mexico, China and Vietnam and operations in L.A., which gives our customers multiple sourcing options. Right now, Mexico is emerging as a preferred region for many, and that flexibility sets us apart from mills limited to just one location.' Turkish denim mill Isko is less optimistic about business. According to Onur Çınar, marketing executive at the Turkish denim mill, navigating constantly shifting tariffs has been challenging, but the company remains 'cautiously optimistic,' relying on expanded sustainability initiatives to try and stay ahead of the market. 'The textile market isn't doing so well globally, which is a big concern,' Çınar said. 'But we're maintaining an optimistic outlook by focusing on more sustainable products. This means using higher percentages of recycled yarns and fabrics. It's better for the environment and helps us stay competitive in the industry. That's [not to say that] sustainability hasn't always been our top priority, we just believe our customers value that commitment, even in challenging times [like this], so we're [really leaning into it].' While Mexico and Pakistan may be gaining momentum, Balaam echoed Ali's sentiment, adding that that maintaining a diverse supply chain is ultimately key to staying competitive. 'Pakistan and Mexico may indeed become the next denim powerhouses…but success will hinge not just on where jeans are made, but how,' Balaam said. 'In reality, major brands will want a diverse supply chain, and we expect there will be a mix of nearshoring, low-cost sourcing and sustainable production hubs. And it's not all about tariffs. Over the past couple of years, logistical disruptions to shipping have also weighed heavily on buyers' minds, so that's something denim mills will also need to consider if they want to stay ahead.'
Forbes
4 days ago
- Forbes
The Big Lesson From The Sydney Sweeney American Eagle Backlash
The fact that a denim ad is the most controversial moment of the week speaks volumes about the current tensions in society. Unless you've been hiding under a rock, you'll have seen the Sydney Sweeney and American Eagle's 'great jeans' campaign and subsequent backlash. How could a jeans advert warrant such criticism? And what is the bigger lesson brands and agencies can learn from the controversy? The campaign has been dominating headlines, but it's important to understand the wider business context. American Eagle has faced a challenging Q1 with weakening business performance due to tariffs, product misses and steep discounting. The brand has withdrawn its guidance for 2025, citing an adjusted operating loss of $68 million. In recent years, American Eagle has collaborated with the likes of Addison Rae, Coco Gauff and Yara Shahidi to win over Gen-Z and unlock new growth. The Sydney Sweeney was an attempt to further boost cultural relevance with Gen-Z. In an interview with WWD, Chief Marketing Officer Craig Brommers said, 'I think this is potentially one of the biggest gets in American Eagle history'. The campaign with Sydney Sweeney is reportedly the company's most expensive campaign to date. It was a big bet from the brand. However, the 'great jeans' advert has received some serious backlash online. Firstly, for promoting sexual imagery while attempting to raise awareness for a domestic violence charity. Commentators were quick to criticize the campaign for appealing to the male gaze. One comment on Instagram reads: 'If your goal was to sell women's jeans to men, great job'. But the main controversy is related to the campaign messaging. On the surface, the adverts seem innocuous. The campaign tagline uses a double entendre, a form of wordplay that combines "jeans" and "genes." You can imagine the idea being blurted out during a meeting or workshop. But the campaign has been accused and criticized for promoting white supremacy and phrases coded in the language of eugenics. The video features Sweeney saying, 'Genes are passed down from parents to offspring, often determining traits like hair color, personality, and even eye color. My genes are blue.' Concluding with the slogan: 'Sydney Sweeney has great jeans'. One TikTok commentator wrote: 'It's giving 1930s Germany.' The main critique centres on the meaning of having 'great genes'. Does it suggest the existence of less good or inferior genes? Context is important here. Sydney Sweeney is a white woman with blonde hair and blue eyes. Critics have argued that the campaign reinforces and normalizes the notion that certain genetic attributes are more desirable than others. Eugenics was a central pillar of ideology and policy in Nazi Germany. Separately from this campaign, for the first time in decades, we're witnessing eugenicist thinking from fringe to mainstream headlines. Serving as the backdrop to the American Eagle campaign. Some view the campaign as symbolic of a cultural and ideological shift back towards commentators have suggested that the backlash might have been prevented if more diverse voices were included in the creative process. The problem is that diverse voices don't always translate to an equal share of influence. Challenging the consensus requires building a culture that welcomes dissent. Besides, a number of TikTok creators have pointed out that the American Eagle Executive team are all white when almost 40% of the U.S. population identifies as people of color. There also appears to be no representation of Millennials or Gen-Z on the leadership team. The very demographics the brand is hoping to connect with. Others are celebrating the campaign for being 'anti-woke'. A return to normality, where brands and celebrities don't have to be apologetic for existing or being white. Many marketers have argued that people are reading too much into a simple brand advertisement featuring a trending celebrity to sell jeans. The internet and social media have democratized the share of voice. However, more voices create greater levels of scrutiny, resulting in countless critiques and campaign teardowns, oftentimes distant from the original creator's intentions and ambitions. It feels like marketers and brands are stuck in a lose-lose situation. Brands are bound to be criticized by one group or the other. Where such an argument falls short is in the real world. Brands are not just logos; they are vehicles for communicating implicit and explicit meaning. Unlike broadcast media and one-way communication models, it's the audience, not the CMO, who decides how a message is received, remixed and interpreted. Advertising doesn't exist in a vacuum. Campaigns are created, transmitted and translated within the context of culture. Power has shifted from boardrooms to creators. Under such conditions, it's mission-critical to understand the cultural backdrop in which your brand is operating. Marketers need both perspective and foresight on how messages will be received in the context of the wider cultural conversation, rather than as a standalone communication. Advertising is subliminal. Brands appeal to our subconscious emotions, intuitions and sometimes insecurities. The traditional advertising playbook rejects us as we are but embraces us if we buy the brand. Denim brands, like fragrance and luxury care brands, have historically used sexual appeal and aspiration to sell products. However, societal expectations, norms and aspirations have changed since the 20th century. A change yet to be reflected in the marketing and advertising industry. The American Eagle and Sydney Sweeney controversy will eventually blow over, but only to give way to the next consumer backlash. There is a bigger lesson to be learned from the controversy: marketers no longer control the narrative. A brand is no longer what brands tell people, but what people tell brands.
Yahoo
5 days ago
- Yahoo
Closer, Faster, Smarter: How Nearshoring Is Reshaping the Future of U.S. Denim
'I don't know the detriments of not producing domestically. It is the only reason the brand exists,' said Carrie Eddmenson, the brand creator of Nashville-based Imogene + Willie. 'Made in the USA' is deeply woven into Imogene + Willie's DNA, shaping its design choices, guiding its merchandising, and serving as the narrative thread that continues to resonate with consumers. However, co-founders Carrie and Matt Eddmenson originally launched the brand 16 years ago as a means of survival. More from Sourcing Journal Download SJ Denim's "Made in America" Issue Why Central America is Central to Hansae's Multi-Country Manufacturing Strategy MarkWest Denim Enters the Western Market with Saddle-Tested Jeans 'We came from the world of domestic manufacturing, and we were victims, I would say, of the demise of manufacturing and production stateside,' she explained. 'We started the company to at least do our part to rebirth that culture.' The men's and women's label is one of the few remaining denim-focused brands committed to large-scale U.S. manufacturing—a group that continues to shrink due to cost, demand and limited access to domestic suppliers. Increasingly, brands are looking for other resources in the Western hemisphere. At Kingpins New York, representatives from brands and mills discussed the benefits and challenges of domestic, the complexity of the denim supply chain and the necessity of adaptive strategies—even if that means crossing borders. Artistic Milliners' vision for nearshoring in the Americas is becoming a reality. Since 2020, the company has established SFI and Star Fades Studio in California and the SFI factory in Guatemala. In June, the Pakistani vertical denim manufacturer opened AM Mexico, a denim production facility in Parras, Mexico. Clients are encouraged to source fabrics from regional mill partners like Cone Denim—which is just 200 yards away—so that fabrics can stay local and product development can be sped up. As a multi-country and multi-category company, Melissa Balasa-Flottman, VP of global innovation and design, said Artistic Milliners can help most U.S. brands find the right nearshoring solution. 'Everyone needs the ability to test, react and learn from their customers,' she said. Cone has large customers that it services out of both hemispheres with factories in Mexico and China, and both have advantages and disadvantages. The company collaborates closely with clients to identify and implement the best solutions for their specific needs. For instance, Steve Maggard, Cone Denim president, said the needle and laundry cost is lower in Asia, but there's less flexibility and purchasing decisions must be made further in advance. A client may produce 50-60 percent of a long-running, stable program in Asia and respond to what's selling with a smaller percentage of orders from Mexico. It helps neutralize risk. By servicing a portion of orders from Cone's Mexican facilities, clients pay more, but because of the flexibility and the ability to change silhouette, sizing, wash and act on trends closer to market—they have fewer empty shelves. 'Mexico is not the cheapest. China is not the cheapest,' Maggard said. 'For us to be viable and have people willing to pay a little bit higher price, we have to adjust our minimums. We have to be less stringent on and more flexible on the types of orders we're going to take and the amount of style changes that we're willing to make in order to service our customers' Smaller brands, however, often lack the comfort or experience to operate across multiple countries. Though some of the processes—like navigating customs and understanding government protocols—involve trial and error, Maggard said Cone's expertise allows it to anticipate pitfalls and manage the complexities on behalf of its customers. To reduce risk for its customers, the mill has implemented third-party audits such as the Higg Index, Oritain, and Bluesign. According to Maggard, these well-recognized certifications simplify the onboarding process for brands by minimizing the due diligence required when integrating Cone's supply chain. Maintaining a global footprint is a smart business strategy, especially in a time of economic uncertainty worldwide. Unstable governments, massive fluctuations in currency and infrastructure such as strikes at ports are all factors to consider for choosing a sourcing destination, he added. Cone's goal is to maintain a flexible supply chain so that it can pivot and offer options to our customers to avoid a 'catastrophic failure.' Additional partnerships with factories in Cambodia, Sri Lanka, Bangladesh and Egypt support this effort. Even when they're owned by the same company, transitioning to factories in different regions comes with special considerations. The dye formula may be same, but there are differences in water hardness and minerals. One plant may pull water from a lake, another from a well. Duplications may require some adjustments in the laundry, but Maggard said Cone's technical team has built up expertise on what to anticipate and achieve the desired styles and shades. Facing reality While Eddmenson names control, partnership, flexibility, negotiation and constant connection to suppliers as key benefits of domestic production, she strongly believes in the strength of Imogene + Willie's story. 'The heart of the product is most important. The customer understanding the product is most important, the customer feeling good in the product is most important,' she said. Challenges persist, but over the years, Imogene + Willie has found it increasingly manageable to produce in the U.S., especially as meeting fabric and factory minimums became easier with growth. 'But we also, admittedly, probably live in a bubble when it comes to that,' Eddmenson said, adding that there's a deeply rooted determination in the U.S. to make things work against the odds. However, the brand is not blind to current challenges facing the denim industry, particularly the lack of sources for U.S.-made denim textiles. 'We probably need to pay attention more to lead times and trends, but we just haven't built the business that way,' Eddmenson said, adding that a lot of the considerations mass brands must contend with each season is foreign to Imogene + Willie. 'We're opening our minds and our hearts to new regions for fabric,' she said. At the end of this complex supply chain is a customer that still wants cheap jeans. Regardless of how authentic the story is or the efforts made to produce jeans in the U.S. or nearby countries, Maryellen Ryan, a consultant with over 30 years in the apparel industry, says the average mass-market consumer still won't be willing to pay the premium 'They're not going to pay what we would need to charge,' Ryan said, adding that consumers need to be educated on the value of the garment. 'I would love to see production come back to the States…but unfortunately it boils down to price,' she said.
