What specific conduct issues are forwarders and carriers being accused of?

While the article excerpt does not detail specific practices, GSA president Mark Chadwick indicated that members were experiencing frustration related to contract negotiations and operational decisions. The reference to 'behaving badly' suggests carriers and forwarders are leveraging supply chain disruptions to impose unfavorable terms on shippers rather than working collaboratively during constrained capacity periods.

How significant is the GSA's grievance given the scale of its membership?

The GSA represents approximately 25 major shippers with approximately $5 billion in combined annual logistics spend. This scale suggests the concerns are not isolated complaints but reflect broader patterns affecting multinational corporations with substantial procurement power, making the complaint noteworthy for industry-wide implications.

What should shippers do to protect themselves from unfavorable carrier and forwarder practices?

Shippers should consider: (1) negotiating more comprehensive service level agreements with explicit performance and conduct standards; (2) diversifying their carrier and forwarder networks to reduce dependency on single providers; (3) participating in shipper coalitions like GSA to amplify negotiating leverage; and (4) exploring technology platforms that reduce intermediaries and provide price transparency.

Is this conduct issue temporary or structural?

While triggered by recent supply chain disruptions, the underlying issue appears structural—relating to how power imbalances in the freight industry enable service providers to extract advantage during tight capacity. This suggests the concerns will persist even as disruptions ease unless industry practices or contractual frameworks evolve.

What regulatory or industry developments might result from this?

Heightened scrutiny from shipper coalitions may encourage industry bodies to develop conduct standards, or accelerate shipper adoption of alternative logistics models such as digital freight marketplaces or direct carrier relationships that bypass traditional forwarder intermediaries.

Procurement

Moderate

Forwarders and Carriers 'Behaving Badly' as GSA Raises Conduct Concerns

Jun 5, 2026

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The Global Shippers Association (GSA), which represents approximately 25 major shippers controlling around $5 billion in annual logistics spending, has raised serious concerns about how freight forwarders and carriers are exercising their market power during periods of supply chain disruption. According to GSA president Mark Chadwick, recent global supply chain challenges have exposed problematic behavior patterns among logistics service providers, with shippers increasingly frustrated by unfavorable contract terms and operational practices. This development signals a broader structural issue in the freight industry where power asymmetries between service providers and shippers have become more pronounced.

When supply chains face disruption—whether from port congestion, capacity constraints, or demand volatility—carriers and forwarders have demonstrated willingness to leverage scarcity to impose unfavorable terms rather than collaborating on mutually beneficial solutions. For procurement and supply chain teams, this underscores the need for more robust contractual frameworks, diversified carrier networks, and stronger negotiating positions through industry associations. The significance of GSA's public stance cannot be understated; a coalition representing $5 billion in annual spend raising conduct concerns indicates this is not isolated friction but a systemic pattern affecting major multinational corporations.

This may accelerate conversations around shipper consortiums, alternative logistics models, and technology-driven freight marketplaces that can better balance negotiating power.

#freight-forwarders

#carrier-conduct

#shipper-relations

#contract-negotiations

#supply-chain-disruption

#global-shippers-association

#logistics-spending

#power-imbalance

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What This Means for Your Supply Chain

Simulation Suggestion

this month

What if carrier surcharges increase by 15% during peak season capacity constraints?

Model the impact of freight forwarders and carriers imposing unilateral surcharges during periods of tight capacity or supply chain disruption. Assume surcharges apply to ocean and air freight lanes during peak demand periods. Measure impact on landed cost of goods, procurement budget variance, and pressure to shift sourcing or consolidation strategies.

Run this scenario

Simulation Suggestion

strategic

What if service level agreements with forwarders become less enforceable?

Simulate the scenario where carriers and forwarders reduce adherence to negotiated service levels (transit times, handling standards, documentation timeliness) during disruptions, leveraging power imbalances to avoid penalties. Model impact on on-time delivery performance, customer satisfaction, and need for increased safety stock.

Run this scenario

Simulation Suggestion

this month

What if shippers must diversify to 3+ carriers per trade lane to negotiate better terms?

Model the operational and financial impact of fragmenting shipment volumes across multiple carriers and forwarders to reduce dependency and improve negotiating leverage. Measure impact on consolidated shipment sizes, freight rates through loss of volume economies, administrative complexity, and potential for better contract terms.

Run this scenario

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