2026 PATH LOGISTICS CUSTOMER EXPERIENCE BENCHMARK
What Got You Here Won’t Get You There
2025 was the logistics industry's best NPS year in five years, and it didn't happen by accident.
Fourteen of eighteen tracked metrics improved, after nine of eighteen declined in 2024. Customers also changed what they ask for. Ease used to be the question. Now the question is whether the service is worth the price.
This year's data shows the industry met that moment.
One number still moved the wrong way, and it is one that weighs heavily on loyalty. Customer Service Issue Resolution declined for the second year running while almost everything around it improved. Logistics also has a 40% median annual churn rate. This benchmark points to two levers that move it: fix issue resolution, and keep building on value. We've done better. We're not done.
2025 IN NUMBERSYou Met the New Bar
52% NPS
A five-year high, up from a much softer 2024.
Promoters are up
At a five-year high, as customers found more to like.
Detractors are down
At a five-year low, the smallest share of unhappy customers yet.
14 of 18 Metrics Improved
A sharp reversal from 2024, when nine of eighteen tracked metrics moved the wrong way.
What Customers Reward Has Shifted
Offers Better Value overtook Easy to Do Business as the strongest independent predictor of loyalty.
40% Median Churn Rate
The second-highest of any B2B category measured, and the number this benchmark points toward closing.
It would be easy to read a strong NPS year as mission accomplished. This year that is half right. NPS climbed to 52%, its highest level in five years, and it did not climb alone. Fourteen of the eighteen metrics in this benchmark improved, after nine of eighteen declined in 2024.
This looks earned. The reason sits underneath the score. What customers reward has shifted from ease to value, and the shift showed up across the whole group. Customers used to ask whether working with you was easy. Now they ask whether it is worth the price. That is a harder question, and this year the industry answered it well.
THE GAPA Question of Scale
One metric is still moving the wrong way:
t is one of the ones that carry the most weight on loyalty. Customer Service Issue Resolution declined for the second year running. It is one of only four metrics in the benchmark that got worse in 2025. The industry fixed almost everything else. This is the piece still catching up.
The context matters: this doesn’t read as a capability problem. It reads as a capacity problem.
The volume of issues needing resolution has grown about sevenfold in five years while the issue rate held steady.
The industry isn't creating more problems. It's fielding far more of them, at a scale the resolution process hasn't yet been rebuilt to match.
The bar customers raised on value, the industry cleared. The bar issue resolution needs to clear next is a scale problem, not a will problem, which is exactly why it's solvable.
TWO LEVERSThe Two Levers That Move Churn
Logistics has a 40% median annual churn rate. Two levers in this benchmark have a direct line to it.
Customer Service Issue Resolution
It carries more weight on loyalty than almost anything else tracked here, and it is the one now declining. Fixing it is the biggest single gain available in 2026.
Offers Better Value
Customers who rate this highly are three times less likely to raise price as a concern. Neither lever is a marketing problem. Both are operating problems, and industry research puts the cost of keeping a customer at five to twenty-five times less than winning a new one.
THE BREAKTHROUGH2025 showed the industry can move the numbers that matter when everyone works on the same problem. Fourteen of eighteen metrics improved in a single year, after nine declined the year before. That is not incremental progress. It is evidence the industry can keep pace with what customers expect.
The next problem is already named, and it is a smaller one. Close the gap on issue resolution, keep building on value, and churn moves next. This is not a new mandate. It is the next stage of the one already underway. We've done better. We're not done.
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