Motor carriers have been handed a truckload of troubles in recent years: labor woes, skyrocketing costs and ever-more restrictive regulations among them. The good news is there are ways shippers can help.
Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
They are the nomads of the american highway, spending long days on the road and long nights in their rigs. They don't know where tomorrow will take them until they've delivered a load and their dispatcher or broker has sent them on to the next job. Their pay depends entirely on how far they drive, but new restrictions regularly appear to slow them down or take them off the road for a while. They must share the highways with automobile drivers who clearly have no clue what it's like to maneuver a rig that's maxed out with 80,000 pounds of cargo.And,far too often,they're treated as nuisances by the very customers who count on them to pick up and deliver products.
It's no wonder then that the life of a truckload driver is one that many abandon quickly. Even those who stick with it switch companies frequently in hopes of earning a few cents more per mile or finding a more comfortable sleeper cab.
For the companies that hire those drivers, high employee turnover is as much a part of the job as pot holes or blown-out tires. During times of full employment, it's not uncommon for annual turnover to surpass 100 percent. In the last couple of years, high unemployment has helped ease the driver shortage. But now, new and tougher driver licensing rules, related to the crackdown on terrorism, could drain the pool of potential drivers once again. And in the meantime, other problems have cropped up: Shipments have sagged in a feeble economy. Insurance costs—liability insurance costs, in particular—have skyrocketed, as have state and local taxes. And if that weren't enough, Environmental Protection Agency rules mandating cleanerburning engines have kicked in. The new engines, truckers say, are more expensive and less efficient than older engines and are unproven to boot.
But, may be worst of all, diesel fuel prices, a major part of any truckload carrier's costs, have hit record highs in recent years. In mid-May, prices hovered around $1.44 a gallon, according to the Department of Energy, with little relief insight. That's up nearly 50 cents a gallon from levels reported just four years ago. Fifty cents doesn't sound like much unti l you consider that an 18-wheeler can burn up a gallon of diesel fuel in seven miles. According to Bill Graves, the new president and CEO of the American Trucking Associations, "On average, for every 10-cent increase in the price of diesel fuel, 1,000 motor carriers will fail, and this figure only includes fleets with five trucks or more."
It's no wonder, then, that thousands of truckload carriers go under every year. And though many of those casualties have been small operations, the cumulative effect has been a semi-sized hole in the national truckload capacity.
Payback time?
That's not a loss shippers can afford. They're heavily dependent on truckload (TL) haulers. In this country, truckers bring just about everything to everybody - from cantaloupes to basketballs. When it comes to for-hire carriers operating in the United States, truckload carriers account for the bulk of the capacity.
Shippers need truckers—but more specifically, shippers need truckers in decent financial shape, operating efficiently and making good use of their assets. Though the relationship isn't always so direct , truckers' costs ultimately dictate the rates shippers pay. Taking steps to help truckers improve asset utilization and turn a respectable profit doesn't even have to cost shippers a thing. It can be as simple as helping trucks get in and out quickly and making sure everybody knows who's responsible for loading or unloading.
Yet at too many docks, shippers and receivers have let the truckers down, failing to make even the feeblest attempts to improve drivers' lives and carriers' profits. The efficiency of dock operations varies by industry, by carrier, by business and even by site, reports Martin Labbe, president and CEO of consulting firm Martin Labbe Associates. "Some … address the issues," he says, "and some could care less."
Frustrated truckers are trying to get the word out, educating their customers on the fine points of dock etiquette. One carrier that has been especially active in working with customers in an attempt to improve dock efficiency has been Schneider National, the nation's largest truckload carrier.
Wayne Lubner, vice president of driver relations for Schneider, agrees with Labbe that dock conditions vary widely. As he diplomatically puts it, "I would tell you that there are still a lot of individual differences between DCs. Some companies have done an outstanding job, with good turn times and safety practices and access [for drivers] to facilities like bathrooms."
But others just haven't caught on, he concedes. In many cases,he says, drivers report that "[t]urn times, safety practices and facilities are poor."
The problems aren't limited to time on the dock. For many drivers, a bigger problem is time wasted waiting just to get to the dock. At some sites, delays routinely stretch as long as six hours. That problem is sadly familiar to truckers like Schneider, Lubner says. "At one extreme, the driver gets in and out in the prescribed time and the driver is able to plan his time," he comments. "In the other 20 percent, you may get in on time, but there's no clear expectation of when he's going to get out. It creates havoc and service degradation for the next place we send the driver."
Delays that may be tolerable in a slow economy, he says, will quickly become intolerable when demand picks up. And when national TL capacity hits the inevitable crunch, giving carriers the upper hand, it's a sure bet that truckers will remember which shippers have treated them well … and which haven't.
They'll even have the data to back up their hunches. Schneider, like other major carriers with sophisticated management systems, can pinpoint which facilities and which customers create delays. In fact, Lubner admits that the carrier has 50 to 75 customers it keeps an eye on—customers that take five to six hours to turn around a truck.
Those customers, he says, risk being shut out when the economy finally begins its upward march. At some point, carriers' phone and T1 lines will be jammed with pleas from desperate shippers seeking someone to haul their freight. Those shippers that have made no attempt to become anyone's preferred customers are bound to be disappointed. Says Lubner, "They will have to understand that they'll fall to the bottom of the shipping order."
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.