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Freight Companies are not Expecting a Robust Peak Shipping Season Come Fall 2023

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Freight Companies are not Expecting a Robust Peak Shipping Season Come Fall 2023

For cargo carriers, the last quarter of the year is typically the strongest. Yet, the last quarter of 2022 was anything but with overstocked retailers canceling orders and carriers dialing back freight volume expectations. In early 2022 tight capacity and increasing shipping prices yielded significant profits to the larger logistics and transport sector. But consumer spending ended up shifting to services and retailers have been left with excess inventories. 

This year, Switzerland-based Kuehne + Nagel International is not expecting a rosier panorama. Freight operators are already preparing for a weak shipping season come fall. Fall is usually the season when companies begin pushing goods through supply chains in preparation for the end-of-year holidays. Kuehne + Nagel operates ocean container lines, airfreight companies, as well as middlemen. In a good year, the midsummer surge is a revenue driver with manufacturers and retailers prepping for back-to-school and the previously mentioned end-of-year. So far this year large merchants have continued to cut back excess inventories and this does not appear to be letting up. 

Compared with the second quarter of 2022, Kuehne + Nagel’s net turnover plummeted by 43% over the same period. A decline in airfreight and ocean demand cut profits by more than half and Kuehne + Nagel unit costs were slashed from the first to second quarter by 14%. A rival to Kuehne + Nagel, DSV A/S, is in a similar predicament with their air and sea division having posted significantly lower volumes compared to a year ago. They have reduced their full-time workforce by 1,900 during the first quarter of this year and logistics employment overall continues to be trimmed. 

The Logistics Managers’ Index, established in 2016, tracks logistics metrics (inventory, warehousing, and transportation) coupled with the responses of 100 + professionals on the direction and movement of key logistics metrics. They then release a corresponding monthly report and June 2023 marked the lowest point in the history (6.5 years) of the index.

While ocean shipping volumes remain suppressed for DVS and others, if consumer demand improves airfreight could pick up. The DVS earnings outlook had improved slightly as significant worsening is not expected. But all of this does not bode well for 2023. 


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Freight Brokers Fortify Carrier Relationships through Tai’s Integration with MyCarrierPackets

Tai’s partnership with MyCarrierPackets empowers freight brokers to add verifiable carrier solutions to their network

Tai TMS (Tai), a fully integrated, broker platform for freight management and transportation, today announced an integration partnership with MyCarrierPackets, a carrier onboarding service provider. Brokers can now turn to Tai’s integration with MyCarrierPackets as a way to strengthen carrier networks and relationships.

Once brokers identify key carriers, the integration begins syncing five years worth of carrier data from MyCarrierPackets. By leveraging this data, agents no longer need to directly contact carriers to obtain required documentation. With carrier syncs taking place every four minutes, documentation uploads, factoring/payment setup, preferred regions & shipment types, and contact information are all up-to-date and automatically translated from MyCarrierPackets into Tai.

Brokers looking to work with new carriers can send a carrier invitation within Tai. From there, the integration creates a new carrier profile. This new carrier profile will remain in a disabled status until the packet and insurance information is provided and vetted by MyCarrierPackets. Once the required information is confirmed, the system will activate the carrier for the broker and allow them to begin sharing job details.

While disruptions such as double-brokering scams and capacity fluctuations continue to hit supply chains across the country, Tai’s integrations with carrier security and onboarding platforms, like MyCarrierPackets, protects brokers from uncertainty.


TAI and Tai Software Partnership Enhancing Rate Accuracy for Freight Brokers 

Tai Software (Tai), a fully integrated, broker platform for freight management and transportation, today announced a customer update in their integration partnership with, a dynamic pricing infrastructure that optimizes and enriches historical and real-time market data to predict buy and sell prices.

For GLS, a logistics and brokerage company out of California, partnering with Tai and has ensured the seamless flow of transactional data and empowered their brokers to fully automate their rate accuracy experience within existing systems. Instead of having to manage loads across multiple pages, GLS leverages Tai and to streamline all rate data into a single-page view allowing brokers to make informed and quick decisions. analyzes historical pricing information in relation to real-time market conditions to determine a spot rate that is two-to-three times more accurate than traditional pricing methods. Intelligently priced rates are accessible within Tai and become an instant component within load execution workflows. By fully automating the buy rate and sell price process, and Tai save brokers time while mitigating risk. Brokers can leverage automated and accurate rates to improve operational efficiency while closing more deals, issuing more quotes and increasing their volume per rep.

As manual processes continue to dominate the industry, Tai has continued to facilitate relationships with industry leaders such as With direct integrations to carriers, load boards, automation and capacity tools Tai provides unmatched speed and scalability for brokers looking to drive their business forward.

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Highway Joins Forces with Tai to Deliver Targeted Carrier and Capacity Solutions for Brokers

Tai TMS (Tai), a fully integrated, broker-friendly platform for freight management and transportation, today announced an integration partnership with Highway, the only provider of carrier identity management. .

With the integration, Tai now empowers brokers to leverage Highway’s carrier identity engine and carrier onboarding process. This combination of Highway’s sourcing, onboarding and monitoring with Tai’s single point-of-truth platform, provides brokers with the insights, identity alerts, double brokering protection and efficiencies that help them stand apart from their competitors.

Highway removes friction and inconsistency associated with brokers using multiple sites to vet a carrier by replacing the effort with a proprietary Identity Engine. The engine produces a unique digital thumbprint and single sign-on experience that can be used to connect carriers with brokers in a secured verified way right into the broker’s own digital experience. Tai correlates these customized carrier classification datasets into a single pageview for improved accessibility and more informed decision making.

With integrations to carrier verification tools such as Highway brokers are able to trust Tai to secure their networks and deliver capacity. As an end-to-end tool, Tai delivers unparalleled success to their brokers, positioning themselves as the leader in forward-thinking TMS solutions.

Brokers remain resilient despite continued freight market softening in the third quarter

Brokers Remain Resilient Despite Continued Freight Market Softening in the Third Quarter

A slight rebound of the broader economy in the third quarter failed to translate to strength for the freight market. Brokers nevertheless managed to grow their business quarter over quarter and year over year, a trend that continued from the second quarter and is expected to carry into the fourth quarter, according to the latest data from the Transportation Intermediaries Association’s 3PL Market Report, Third Quarter 2022.

“There’s no doubt the third quarter proved to be a weaker environment for freight,” said TIA President and CEO Anne Reinke. “But we’re seeing relative stability among our members, who outperformed the broader market for total shipment volume. Their expertise and efficiencies in a tough marketplace have carried them through and the data points to a lasting resilience among brokers post-pandemic.”

Third-quarter real gross domestic product rose 2.9 percent, but key contributors to that gain, including weaker goods imports and increased consumer spending, didn’t lift the portion of the economy linked to freight. Imports count as a negative in the calculation of GDP, but they are important to the freight economy. Meanwhile, the rise in consumption occurred in services while spending on goods eased slightly. Increased pricing power among shippers led to a decrease in invoice amount per load for the second consecutive quarter. Brokers’ services have been fueled by high consumer spending and a constrained supply chain environment over the last two years. We anticipate this strength in the marketplace continuing into the fourth quarter as capacity constraints continue to loosen.

TIA’s 3PL Market Report is released on a quarterly basis and uses data collected from 35 participating TIA members to analyze shifts in broker activity, which is largely dominated by the truckload sector. FTR Transportation Intelligence prepared this quarter’s report.

Additional Takeaways and Trends Include:

  • Consumer spending remained stronger than expected for the quarter given inflation-led price increases, but that spending has been mostly in services. The personal savings rate recently fell to a nearly record-breaking level — a strong indicator that consumer spending is about to drop off in the coming quarters, which will negatively impact the freight economy.
  • Intermodal, which makes up about 15 percent of all brokerage activity, experienced quarter-over-quarter and year-over-year declines in volume owing to a combination of subpar rail service and labor uncertainties at West Coast ports. Ocean shipments are instead going through East Coast and Gulf Coast ports where they’re more often transferred to trucks than rail. Long-term, the segment is proving less reliable for freight networks than other segments.
  • The glut of small carrier failures first noted in the second quarter of 2022 carried into this quarter. Yet, the number of new for-hire trucking companies remains strong, a trend that points in part to technology advancements enabling intermediaries to work more efficiently with small operators using digital freight platforms.
  • The automotive sector remains a bright spot for freight as real inventories of motor vehicles and parts are still about 21 percent below Q419. Unless vehicle sales weaken substantially, auto manufacturers likely would maintain production levels and that benefits the freight market.
big tech brokers

Nearly 60% of Freight Brokers still use Paper Checks but most think Digitalization would Improve Operations

Denim, the leading financial enablement platform for the freight and logistics industry, has released its inaugural Freight Broker Pulse Report in partnership with Ascend2. With insights from 168 freight brokers, the report highlights the importance of time efficiency in operations and how the industry benefits from digitalization.

According to the report, freight brokers spend too much time on broker operations, including invoicing, collections, and payments. Over half of respondents (52%) report that their organization spends 25% or more of their time working on broker operations, which totals 480 hours a year based on the average 40-hour work week. Considering this significant time investment — 78% agree that their business would be more successful if they spent less time on broker operations.

The report also highlights the need for digitalization in the freight industry. Nearly 60% of those surveyed still pay carriers and shippers with paper checks, despite over two-thirds (68%) saying eliminating paper checks would improve their business operations.

Additional findings from Denim’s report include:

  • 84% of freight brokers are optimistic for 2023

  • 74% of enterprise freight brokers (average $2 million in monthly revenue) are prioritizing improving overall efficiency in the year ahead.

  • Rising gas prices was the top challenge (63%) of freight brokers in 2022

  • Over half (58%) of freight brokers use invoice factoring to finance freight and receivables.

  • 97% of freight brokers agree that building trust with carriers and shippers improves business.

The Freight Broker Pulse Report follows the announcement of the company’s rebrand and $126 million Series B funding round, which will enable Denim to continue scaling its team and fueling product expansion efforts to meet the growing needs of freight brokers.

About Denim

Denim is a financial enablement platform for the logistics industry that offers an ecosystem of intelligent financial products, operations tools, and time-saving automation. Its proprietary technology enables freight brokers to simplify their financing operations and easily access the working capital they need to grow in the competitive, $2 trillion logistics market. Denim automates invoicing, collections, and payments — ultimately reducing daily payments and collections tasks by 75%. A remote-first company, Denim has been named a Best Place To Work by Built In and Best Workplace for Innovators by Fast Company.

About Ascend2

Organizations partner with Ascend2 to produce high-quality original research studies, supplement their marketing content, build thought leadership, create media coverage, generate leads, and engage prospects to drive demand. Ascend2 performs research for Oracle, Brightcove, Act-On, The Pedowitz Group, HubSpot, and more. Our clients’ research is regularly featured by MarketingProfs, Insider Intelligence, Forbes, Media Post, Search Engine Land, Marketing Land, Convince & Convert, and more.

freight brokers

Three ways freight brokers can seize the endless opportunities in today’s market

If you’re a freight broker or prospective freight broker, you should be seeing green right now, recognizing a deep well of market opportunity not only in 2022, but looking out over the next 5-10 years, too. The supply and demand imbalance is abundantly evident, and shippers increasingly are leveraging brokerages and 3PLs to manage their freight and shifting away from working directly with motor carriers.

That means billions — likely hundreds of billions, even — of dollars in transportation spending moving toward freight brokerages in the coming years.

To illustrate this point: Just over the past two years, the amount of truckload freight in North America moved through brokerages has jumped from about 10-12% on average annually to nearly 20% last year. That trend is here to stay, along with continually climbing freight demand, meaning the percentage equates to more and more loads.

In early February, the White House’s port envoy, John Porcari, said he sees the current freight volumes as a floor for the coming years — not a ceiling. If he’s right, the brokerage market likely will become one of the fastest growing sectors of the entire U.S. economy.

However, haste makes waste, and now’s the time for freight brokerages and 3PLs to be positioning themselves to take on new customers, build their carrier base, and figure out how to scale their operations to meet this demand and capitalize on the sea of opportunities they’re adrift in.

Without the right digital tools, particularly a robust TMS platform that can scale with your operation, integrate with your shippers’ tools, and seamlessly find capacity across freight modes, brokers will be leaving ripe profits on the table for their competitors to scoop up.

From finding customers and retaining staff in a highly competitive landscape, to offering new services, expanding modes, and maintaining a network of truckers — the modern freight broker simply can’t and won’t survive with just a rates sheet, some Excel files, and a well-worn iPhone.

Here’s why:

Meeting the demands of the modern marketplace.

In today’s brokerage market, no two days are alike, and customer needs change by the minute. Also, with the brokerage market bulging, logistics providers need the ability to add new customers efficiently and cost effectively. Technology has long been viewed as optional, not compulsory, on those fronts.

That’s no longer the case.

To acquire, support, and onboard new customers, manual procedures simply no longer work. Bringing on new customers manually can bog down operations, and it skips vital support in today’s market — properly integrating systems with shipper customers and other third-parties, like motor carriers.

Also, to adequately serve customers and compete in today’s brokerage market — but especially tomorrow’s market — the ability to scale quickly, to find capacity at a reasonable price with some level of automation, and to search across freight modes to keep shippers’ freight moving, brokers need the right tools. Those that have them will serve their shippers and attract new customers. Those that don’t will erode their own ability to compete.

Attracting and retaining the right employees.

Every business in every industry is trying to navigate the pressing issue of finding, hiring, and keeping the right people so their business can run effectively and continue to serve customers.

It’s increasingly difficult to retain employees if you’re not giving them the right tools and technology to do their jobs. For those trying to retain talent with a cumbersome, outdated, ineffective tech stack, you’re creating pressure for your employees to leave and find an organization that invests in those areas.

Also, people want to feel the rewards of the job they do, and part of that is supporting customers in a way they feel is effective and that they’re happy with. All stakeholders benefit from providing the best support and service, especially your employees.

Making scalable technology core to brokerage.

The technology access issue that’s plagued medium-sized and small brokerages has mostly vanished. As has the time it takes to set up new platforms and integrate them into your current operations.

What took months of painful and frustrating setup now takes weeks, if not days. Also, the upfront cost of platforms has become accessible to brokerages of all sizes, as has their ongoing total cost of ownership.

Adopting platforms like modern transportation management systems is no longer just about return on investment or streamlining processes. It’s not simply part of your business — it’s now core to your business.

The dollar cost is obviously an important part of this equation. But thinking of technology and digital solutions as integral, and core components of your business, you reframe the cost as a revenue opportunity. You realize what it means for your business, your personnel, and your customers to be flexible and to grow, to build new revenue opportunities, and to remain a viable competitor in this booming market.

Paul Brady is the CEO of 3Gtms.

freight broker tai group

The Importance of Freight Broker Bonds for your Business

Opening a freight brokerage can be a great way to accelerate your earnings. Freight brokers play an important role within the transportation industry by connecting shippers with transportation companies for trucks required to deliver their goods. While some shippers have contracts with specific trucking carriers, others rely on freight brokers for added flexibility, greater speed of delivery, and lower costs.

Freight brokers are required to comply with the Federal Motor Carrier Safety Administration’s regulations for licensing. There are a few different types of operating authority licenses that freight brokers need to operate within the US, depending on the type of cargo they broker. All of the different types of freight broker operating authority require brokers to meet certain requirements, including being bonded with a freight broker surety bond. Here is some information about freight broker bonds so that you can get started with your business and ensure that it successfully operates.

What Is a Freight Broker Surety Bond?

Also known as a BMC-84 bond, a freight broker surety bond is a type of guarantee issued by a surety company that the principal holder will perform the work as promised. It is not insurance since the principal broker is not protected from liability by the bond. Instead, a BMC-84 bond is required by the government before a broker can become licensed. It is meant to protect the companies that rely on the broker and contract with it for services and to ensure that the broker will comply with the applicable regulations and laws while operating.

If a freight broker fails to fulfill its contractual obligations, a claim can be filed against the bond. However, the surety company is not responsible for paying the claim. Instead, the freight broker must pay claims filed against its bond. The surety company only steps in when the freight broker fails to pay its claim. If a freight broker has unpaid claims, it could lose its surety and its ability to continue operating.

A broker that fails to pay a carrier what the carrier is owed might have a claim filed against its bond. The carrier’s claim will be in the amount the broker owes for the services the carrier provided for the shipper the broker connected the carrier to for the transportation of freight. An unpaid claim against the surety could result in the surety terminating the bond and the loss of the broker’s license. It can also make it more difficult for the broker to secure a new freight broker bond, forcing the broker out of business.

Why Are Freight Broker Bonds Necessary?

The Federal Motor Carrier Safety Administration requires brokers to secure operating authority licenses and to renew them annually to continue operating within the US. One of the requirements for securing and renewing an operating authority license is to secure and maintain a surety bond for freight brokers.

The governmental requirement for brokers to be bonded is meant to protect the companies that depend on them. This is why surety bonds for freight brokers protect the parties with which the brokers contract instead of the brokers themselves. If you do not secure and maintain a BMC-84 freight broker bond, you will not be able to operate your freight brokerage since you will not be able to secure or renew your operating authority.

Which Parties Are Involved in a Freight Broker Surety Bond?

The three parties that are involved in a freight broker bond include the following:

• Principal – The freight broker seeking the bond to secure or maintain its operating authority license

• Obligee – The governmental agency requiring the bond, which is the FMCSA

• Surety – The surety company issuing the surety bond

How a Freight Broker Bond Works

A freight broker must find a surety company to issue a bond so that the broker can secure an operating authority license from the FMCSA. The surety company will go through an underwriting process before agreeing to issue the bond. It will review the broker’s credit and financial history, ensure that the broker has sufficient working capital to cover the maximum bond amount and check its history for past problems.

The bond functions similarly to a person’s credit score. If a broker has a history of multiple claims or past unpaid claims, the surety company might deny the application for the BMC-84 bond. If it does agree to move forward with issuing the bond, the freight broker bond cost will be much higher than if the company had instead established a good operating record.

The principal must pay a percentage of the maximum bond amount upfront to secure the bond. This cost might range from 1% of the total bonded amount for freight brokers with good credit and reputations to 15% for those with poor credit or with marks on their records.

Freight broker bonds expire, but they can be renewed. Since a freight broker must also renew its operating authority annually with the FMCSA, it must maintain its surety bond and renew it if it is getting ready to expire. A surety company can also terminate a bond when the principal has unpaid claims and refuse to renew it.

While freight broker bonds are not insurance and do not protect your business, they are a necessary part of operating a freight brokerage in the US. You cannot secure or renew your operating authority to broker freight between shippers and carriers within the US without having a valid freight broker surety bond.

Since your history with your bond could potentially harm your business reputation and your ability to continue operating, it is critical for your company to establish a good record and to meet its obligations if any claims are filed against your surety. Establishing a good history by complying with the law and meeting your contractual obligations can help your business to be more successful.


Logistics Providers Have a Higher Calling than Freight’s ‘Middleman’

Since the domestic onset of the COVID-19 pandemic last March, logistics providers and freight brokers have had to deal with two extremes in the market — and in short succession.

In the initial economic fallout in the first few months of the pandemic, freight volumes sank, and so did per-mile rates. There simply weren’t enough loads to go around for all of us who make a living moving freight, and the slowdown happened so fast, we were all left searching for answers.

At least I know here at Circle Logistics, we weren’t immune to that sudden freight vacuum.

But then as the recovery gained steam, freight volumes hit a warp speed, seemingly making up for lost time last spring and due to consumers spending money on hard goods rather than services or entertainment.

Behind that pendulum swing, logistics providers this year have faced a tall task in keeping up with the demands of their shippers. There’s been a dearth of transportation capacity, and 3PLs have often had to book loads at a loss to make sure we take care of our shippers.

Between freight volumes slamming the brakes in spring of 2020 and then mashing the throttle this year, I’m sure we as an industry will glean many lessons from the trials we’ve weathered.

But there’s a fundamental lesson staring us in the face right now: We have to pivot our industry away from transactional deals and work to create real, trusted relationships with each other.

This involves all of us — shippers, brokers, and carriers. We’re at a precipice in the logistics industry, and it’s incumbent upon all of us to heed the requirements of this new world. That starts with ditching the old ways and forging a path in which mutually beneficial relationships rule, and in which we utilize those relationships to help manage the current crisis and any future events that occur.

For freight brokers and 3PLs, first and foremost, this starts with shedding the label of a freight  industry “middleman.” That might have been true of yesteryear’s freight broker. You know the type — the guy at a desk working a big landline phone with four or five different lines connected into it. But it absolutely cannot be true of a modern logistics provider.

We need to be viewed as a valued, trusted source of market information and trucking capacity by our shipper customers. And we must be viewed as a business partner of our carriers — a sales team working to find loads that fit their lanes and rates, a dispatcher trying to get them backhauls, and someone who they’d turn to for a load over taking a chance on a random broker from a loadboard, even if it pays a little better.

By building these relationships on both sides, you can ward off the situation where shippers try to pit 3PLs and brokers against each other in negotiations. Or the situation where you try to squeeze a carrier for a few pennies a mile on a one-and-done load and then find you need their service a few weeks or months later for a different load.

Will every freight transaction be this way? Of course not. Logistics providers still have to turn to loadboards to find carriers, and carriers will still have to utilize some one-time deals to reposition or simply keep the wheels turning.

Also, shippers’ procurement managers will still mostly be working to find transportation services at the best cost for their company. They still have a boss to answer to, too.

But what I hope has become a stark realization during these turbulent times is that we’re all in this business together, for better or worse. Shippers need their freight hauled. Carriers need loads to move to keep their operations afloat and their bills paid. And freight brokers and 3PLs, more than ever, are the conduit to bridge those two parties’ needs.

In an 18-month span which has seen both ends of the spectrum — carriers unable find loads at sustainable rates and shippers unable to find capacity — the new calling for freight brokers has been laid bare: We must work to build the relationships that keep goods moving and keep the supply chain chugging. Anything less is a step in the wrong direction.


Proven Ways to Grow your Freight Brokerage Business

A quick look at the current shipping industry will show you that there is no shortage of freight brokerage businesses. Numerous companies offer their services all around the world, with various degrees of quality and cost. So, among all that competition, is there a way for you to grow your freight brokerage business? The short answer is yes, there is. But, like with most things in freight shipping, it is not going to be easy.

Understanding the ongoing changes in the freight industry

Growing your freight brokerage business is a multilayer process that we will elaborate on in the following passage. But before we do, it is important to give you a perspective of what the current shipping industry is like. Even before COVID-19 hit, the shipping industry as a whole was experiencing some significant changes. So, while we will go over the most notable aspects, keep in mind that these are just some broad strokes. Technological advancements, both in logistics and in shipping capabilities, came as quite a surprise.

Developments in AI allow for a much greater sense of efficiency and safety, which is why future freight companies won’t be able to stay competitive without it. Eco-friendliness is also a significant concern as fossil fuels tend to be the least-favorite choice among the current companies. We are still far from relying solely on renewable energy sources, but energy development is going in an eco-friendly direction. The final point to keep in mind is that modern customers’ demands are higher than ever. Due to offers like overnight shipping, customers have grown to expect a high degree of service. So, if you are going to stay competitive, you need to ensure top efficiency.

Grow your freight brokerage business – step by step

Seeing how big the freight shipping industry is and how many emerging technologies there are, you shouldn’t try to tackle all of it. The safest way to grow your freight brokerage business is to outline a particular aspect of freight shipping and excel at it.

Step 1: Identify your target audience

Who your target audience depends on numerous factors. Your location, which services you have available, which industries are predominant in your area, etc. If you wish to grow your freight brokerage company, your primary job is to first outline your target audience. The clearer you can pinpoint to whom you can cater your freight brokerage service, the better. Seeing that finding new customers will likely be an ongoing task, we suggest that you outline the “Ideal customer”. That way, your employees can more easily identify potential customers.

Step 2: Outline their needs and requirements

The second step you need to take is to clearly outline the needs of your target audience. You will likely have an idea of what they need. But you won’t have the complete picture until you start doing research and asking questions. Most agents will be more than happy to outline their needs and whether the current provides are satisfactory. Some might even give you ideas on which services are most lacking and where you can easily get ahead of your competition.

Step 3: Improve your technology so that it can facilitate the needs of your customers

Once you understand the needs of your audience, you need to alter your company so that it can best fulfill them. By this, we mean implementing new technologies that allow for more efficiency. Apart from logistics technologies, you can look into CRM solutions and communication technologies to help your customers more expediently.

Step 4: Tackle marketing with due care

One of the common mistakes people make in the freight industry is not tackling marketing with enough vigor. Believing that having a simple website or running a social media profile is enough for a serious company is something you ought to avoid. To draw in and keep your audience, you need to run an active website. This not only means tackling your SEO and posting the necessary blogs. But also managing your social media and ensuring that you have the proper brand recognition. Good freight brokers know that projecting an idea of efficiency and stability is essential to drawing in new customers. And the only way to make that possible is to adapt your online presence to your needs and ensure that your marketing is on point.

Step 5: Set up performance metrics and keep track of your endeavors

Finally, to ensure that your effort produces results, you need to set up performance metrics. Besides measuring how many new customers you get each month, you also need to track how effective your marketing is. Even in B2B marketing, you need to invest substantial funds to develop an online presence. So, do yourself a favor and ensure that your investments are paying off. By setting up clear performance metrics, you can see how your business decisions impact your revenue and whether you need to make any alterations.

Final thoughts

The main point to keep in mind to grow your freight brokerage business is to stay within your niche. The better you can outline what your target audience needs, the easier it will be to make cost-effective business decisions. If you manage to become the top local freight brokerage business within an area, we are sure that you will have no problem spreading your business out to other areas. But, it is essential to develop a healthy base and a firm understanding of what your customers need. Modern industry requirements don’t allow you to spread yourself too thin. Doing so is not only ineffective but is likely to cause you substantial loss in revenue. And seeing how fierce the competition is, it has become more important than ever to excel within a relatively small niche.


Ryan Smith has worked as a shipping manager and a logistics consultant for over 20 years. He now focuses on writing helpful articles for and other relocation and shipping companies, as well as providing consultation for large-scale logistics planning.