Some companies 𝘩𝘢𝘷𝘦 carrier scorecards. Far fewer are 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘶𝘴𝘪𝘯𝘨 them to drive better outcomes.

𝐓𝐡𝐞 𝐩𝐫𝐨𝐛𝐥𝐞𝐦 𝐮𝐬𝐮𝐚𝐥𝐥𝐲 𝐢𝐬𝐧’𝐭 𝐭𝐡𝐞 𝐝𝐚𝐭𝐚. It’s alignment across the different organizations within the business.

If the chosen KPIs and weightings don’t reflect what the business truly cares about, the scorecard is just 𝐚𝐧𝐨𝐭𝐡𝐞𝐫 𝐮𝐬𝐞𝐥𝐞𝐬𝐬 𝐫𝐞𝐩𝐨𝐫𝐭; noise instead of 𝐚𝐜𝐭𝐢𝐨𝐧𝐚𝐛𝐥𝐞 𝐢𝐧𝐬𝐢𝐠𝐡𝐭𝐬.

For example, a business that manufactures fragile, high-value freight may assign a higher weighting to freight damage than a distributor that ships low-cost consumables.

Carrier scorecards work best when they’re built around intent. I custom-build my client's scorecards asking questions such as:

💡 What matters most to this business?
💡 What, within their logistics network, causes the most headaches?
💡 What carrier attributes are most valuable to this business?

You use a carrier scorecard to drive the desired behaviors out of your carriers, rewarding those that score higher and. . . you know what happens to the ones that don't perform.

When scorecards are designed that way, they stop being a reporting exercise and start driving real decisions, lane by lane, carrier by carrier.

As I always say, 𝒖𝒔𝒊𝒏𝒈 𝒇𝒂𝒄𝒕𝒔 𝒂𝒏𝒅 𝒅𝒂𝒕𝒂 𝒕𝒐 𝒎𝒂𝒌𝒆 𝒈𝒐𝒐𝒅 𝒃𝒖𝒔𝒊𝒏𝒆𝒔𝒔 𝒅𝒆𝒄𝒊𝒔𝒊𝒐𝒏𝒔.