Sean Kelly

Blog Post written by Ohad Azgad, CEO of Cinch Logistics leaders must control costs while maintaining service quality, but hidden freight charges often erode profits due to poor visibility. Cinch analyzed over 7,000 line-item charges from 30+ freight forwarders, brokers, and carriers in FMCG and manufacturing, uncovering three major cost drivers: The Frequency-Impact Paradox Frequent charges like fuel surcharges appear in 14.4% of invoices but contribute just 4.2% of hidden costs. In contrast, customs duties—though present in only 5.8% of invoices—account for 52% of hidden costs. Identifying these patterns helps logistics teams focus on impactful cost reductions. Inconsistent Invoice Terminology Charge names like “Fuel Surcharge” vs. “Bunker Adjustment Factor” vary between carriers, reducing cost visibility and negotiation leverage. Standardizing terminology improves tracking, clarity, and vendor negotiations. Hidden Budget Risks: Customs, Duties & On-Carriage Fees Customs duties account for 46% of hidden costs, while on-carriage fees add 26%, despite appearing in only 4.3% of invoices. These charges are often underestimated during quoting, leading to budget overruns. Proactive management prevents unexpected expenses.   Strategies to Optimize Freight Costs Real-Time Data Analytics: Platforms like Cinch provide charge visibility during quoting, improving cost forecasting and negotiation leverage. Standardized Terminology: Consistent charge names enhance cost…

At Manifest 2026, Scott Luton shared a cup of coffee with Max Garland, Senior Reporter at Supply Chain Dive, an Informa TechTarget publication, for a boots-on-the-ground perspective from one of the industry’s most plugged-in observers. Garland covers freight, logistics, retail fulfillment, and parcel delivery: the parts of the supply chain where strategy meets reality. And after a bruising 2025, he sees an industry that’s not just reacting anymore. It’s recalibrating.   From Plan B to Plan D If 2025 had a theme, Garland says it was contingency planning. “Last year was when a lot of companies were putting together those Plan B’s, Plan C’s, and Plan D’s,” he explained, pointing to tariff upheaval and shifting trade policy that forced leaders into constant reaction mode. Companies prioritized flexibility: diversifying sourcing, adjusting procurement strategies, and preparing for fires wherever they might spark. In 2026, that flexibility remains. But the tone has shifted. Now companies are “firming up their plans, fine-tuning, making sure those back-up plans are cost-effective as well.” It’s no longer just about avoiding disruption; it’s about operating efficiently within it. In other words, supply chain leaders aren’t just jumping over candlesticks anymore (like Jack from the old nursery rhyme). They’re…