That's not a criticism. It's a structural reality — they have pricing analysts whose entire job is that contract, and you have a logistics manager with eleven other responsibilities. My job is to close that gap.
You'll get value from this if you recognize your company here:
If you're a large shipper with a dedicated transportation procurement team and a TMS analyst on staff, you probably don't need me. I'll tell you that on the first call.
I take apart your existing carrier agreements line by line — base rates, discounts, FAK arrangements, class and density treatment, minimum charges, and the full accessorial schedule. Then I show you which terms are genuinely market, which are legacy, and which exist because nobody pushed back.
Parcel agreements are engineered to be difficult to compare. Dimensional divisors, zone-based earned discount tiers, surcharge tables that change annually, and incentive structures that quietly reset. I read them the way the carrier's pricing team does.
Most shippers negotiate freight once every few years. Carriers negotiate every day. I close that experience gap — building your bid package, identifying your real leverage, modeling what the carrier can concede without escalation, and preparing your team for the specific pressure tactics they'll encounter.
Misclassified commodities and inadequate packaging quietly cost more than most rate concessions are worth. A full audit of what you ship and how it's packaged frequently finds compliance exposure, reclassification opportunity, and damage reduction in the same pass.
Whether your freight is riding in the right mode at all. LTL against volume LTL, partial truckload, consolidation opportunities, intermodal where lane density supports it. I've carried responsibility across LTL, parcel, brokerage, intermodal, drayage, flatbed, reefer, dedicated, air cargo, and warehousing, so the recommendation isn't limited to the modes I happen to know.
Rates are the beginning, not the end. Service failures, claims exposure, and accessorial disputes quietly erode whatever you negotiated. I'll build the scorecard and review cadence that keeps the savings in place after I'm gone.
Thirty minutes. You describe the situation, I tell you whether there's real money on the table. If there isn't, I'll say so.
I review your agreements, invoice data, and shipping profile, then come back with specific findings and a quantified opportunity — not a general recommendation to explore optimization.
Depending on what we find: negotiation support, a full bid, network redesign, or training your team to hold the ground going forward.
Optional ongoing review so the gains don't erode over the next two renewal cycles.
Defined projects are quoted as fixed fees, not hourly. You should know what this costs before it starts.
For freight cost reduction work, I'll take a share of what I save you instead of a fee. The structure is a percentage of verified first-year savings, measured against a documented baseline over twelve months, with the methodology agreed in writing before I start.
Most clients who doubt there's money in their freight agreements choose this. Most of them are surprised.
Available for rate structure reviews · classification & accessorial audits · freight bill recovery| Engagement | Fee |
|---|---|
| Discovery call — 30 minutes | No charge |
| Executive Assessment — half day | $1,500 |
| Full-Day Strategic Assessment | $3,000 |
| Two-Day Operational Review | $5,500 |
| Five-Day Supply Chain Assessment | $13,500 |
| Ongoing advisory & fractional leadership | Scoped to engagement |
| Performance-based / gainshare | % of verified savings |
Work outside agreed scope is billed at $375/hour. Travel and lodging billed at cost. Terms are 50% on engagement, 50% on completion, Net 15. On-site work carries a half-day minimum.
Thirty minutes, no charge, no pitch. If there's nothing there, I'll tell you.
Keith Street · 706-424-4311 · keith@keithstreetadvisory.com