Reputation Matters: Why Reducing Wait-Times Makes Good Business Sense

“It is what it is.” That was the response from a large retailer when I pointed out their distribution center’s terrible reputation for driver wait-times. And it wasn’t just hearsay—clear data showed they averaged 7–9 hours for unloading, with some wait-times stretching over 12 hours. The person even admitted, “We have so much freight that carriers and drivers have to work with us, so fixing our wait-time issue isn’t really a priority.” On top of that, their procedure for paying detention fees was so riddled with bureaucracy, I wouldn’t have been surprised if they’d asked for a DNA sample from the driver.

Reputation in this industry is critical. Shippers with this “not-my-problem” attitude risk alienating reliable carriers and drivers, leaving themselves stuck with subpar options. More importantly, they’re missing out on significant cost savings. Poor wait-time performance often stems from avoidable issues like bad warehouse setups, resource mismanagement, or lack of staff training—inefficiencies that waste time and money.

What Is Driver Wait-Time?

Driver wait-time refers to the period a truck driver spends waiting at a shipper or receiver’s facility before loading or unloading begins or is completed. This time is usually beyond the driver’s control and often goes unpaid unless detention pay agreements are in place. Typically, detention starts after two hours, but shippers often add layers of bureaucracy (paperwork, notifications, etc.) to delay or avoid payment.

Why Does It Matter?

1. Increased Transportation Costs
   Prolonged wait-times lead to detention fees and higher freight rates. As shippers gain poor reputations, carriers factor delays into pricing. Inefficiencies also drive up operational costs for shippers, creating a ripple effect.

2. Reduced Driver Retention
   Excessive wait-times frustrate drivers, leading to higher turnover. This compounds the industry’s driver shortage, reducing capacity and making it harder for shippers to secure reliable transportation.

3. Damaged Relationships with Carriers
   Carriers avoid shippers with reputations for long delays, resulting in fewer bids and less access to quality carriers. Building a “shipper of choice” reputation improves loyalty, service quality, and pricing.

4. Supply Chain Disruptions and Lost Business
   Delays create cascading effects. For example, a shipper taking six hours to load (four hours longer than scheduled) causes the driver to miss delivery windows. This disrupts customer schedules, generates dissatisfaction, and ultimately results in lost business.

Things to Address and Audit to Battle Excessive Wait-time

1. Clear Communication
   Inform carriers of appointment systems, check-in procedures, and potential docking challenges (e.g., tight spaces, odd angles, limited road access).

2. Warehouse Process Reviews
   Collaborate with staff to identify and resolve inefficiencies that lead to loading/unloading delays.

3. Fair Detention Pay Agreements
   Ensure drivers are compensated for wait-time without unnecessary hurdles, which helps mitigate frustration and turnover.

4. Appointment Scheduling vs. Capacity
   Track the number of pallets received or shipped daily/weekly and schedule appointments based on realistic warehouse capacities.

5. Buyer Awareness
   Help buyers understand how much freight they can realistically order relative to available space and resources.

6. Resource Management
   Monitor personnel, equipment (e.g., forklifts, pallet jacks), and space usage to avoid overlapping tasks or bottlenecks.

7. Warehouse Setup Optimization
   Configure the warehouse to allow for the efficient movement of goods, staff, and equipment.

8. Product-Specific Timing
   Track how long it takes to load/unload specific products and schedule appointments accordingly.

To Sum it All Up

Driver wait-time isn’t just a carrier or driver problem—it’s a critical issue that impacts costs, relationships, and supply chain performance. Shippers who address inefficiencies in their operations can save money, build better carrier partnerships, and reduce disruptions. The solution lies in transparency, process improvement, and fair practices.