NASSTRAC’s Carrier of the Year Awards recognize those providers that have demonstrated excellence in transportation. Here’s a look at this year’s winners.
The supply chain disruptions caused by the coronavirus outbreak have only emphasized what most supply chain professionals have long known to be true: having a strong relationship with a highly skilled transportation provider can save a shipper in times of trouble.
Every year CSCMP’s sister organization, NASSTRAC (National Shippers Strategic Transportation Council), recognizes those transportation providers that have excelled at creating such partnerships with its Carrier of the Year awards. The goal of the program is to help shippers identify carriers that are the “best of the best” in terms of performance and value. As such, the program aligns well with the association’s focus on helping its members navigate the current challenges in transportation and create strategic partnerships with providers.
When it was founded in 1952, NASSTRAC was designed as a shippers association for transportation and logistics professionals who manage freight across all modes. The association, however, has two types of members: 1) regular members, which include shippers, receivers, shipper associations, and third-party providers, and 2) associate members, which include suppliers of transportation services, warehousing, or technology services and providers of other logistics-related products and services.
Regular members of NASSTRAC who are qualified buyers of transportation services receive ballots for the Carrier of the Year awards each year and grade candidates on a quantitative scale in five key areas: customer service, operational excellence, pricing, business relationship, and leadership/technology. To win, a carrier must be a member of NASSTRAC and/or CSCMP.
For this reason, Gail Rutkowski, executive director of NASSTRAC, also sees the awards as a way to recognize its carrier members.“Our motor carrier members have been great supporters of NASSTRAC, working with our members to continue to provide good service at fair prices,” she says. “We feel it is important to celebrate those supporters who day-in and day-out work with our members to keep our supply chains moving.”
This year’s winners are:
National Less-Than-Truckload (LTL) Coverage: YRC Worldwide Inc.
“Many of the winners this year are repeat winners,” Rutkowski says. “Year after year, they continue to work with our members and with us on challenges and on providing solutions.”
What makes a winning transportation provider? To answer this question, Supply Chain Quarterly's Managing Editor Diane Rand spoke with: Derek Leathers, president and chief executive officer, at Werner Enterprises; Pat Martin, vice president of corporate sales and strategic planning, at Estes Express Lines; Geoffrey Muessig, executive vice president and chief marketing officer, at Pitt Ohio; and Mike Gamel, chief executive officer, at Mexpress Transportation.
(National LTL Coverage winner YRC Worldwide Inc. was unable to participate by press time.)
National Truckload winner:Werner Enterprises
Represented by Derek Leathers, President and Chief Executive Officer
What attributes or aspects of your business do you feel led to Werner Enterprises being named Carrier of the Year?
The dedication of our professional drivers and office associates is what sets us apart and makes us an industry leader. I often tell our drivers and associates that average is for other people, and when I look around Werner, average is nowhere to be found. Our innovation in transportation and our ability to provide global transportation solutions definitely gives us an edge.
What does winning this award represent to your company?
Customer service and satisfaction are always at the forefront of our strategic planning. To receive an award that is shipper-selected based on our excellence in performance and results is very impactful. It validates that our innovation in transportation technology and focus on customer service are producing results that are in alignment with customer expectations.
What are some of the challenges that the national truckload sector is facing, and how is your company responding to these challenges?
Of course, the COVID-19 crisis is the main challenge everyone is facing right now. We have been responding to natural disasters as an industry for as long as the industry has been around, but not to this magnitude. Keeping our drivers safe and ensuring they have the necessities they need while out on the road is our top priority. Every decision we make and every action that we implement will be done by being logical, rational, and above all, compassionate.
How do you plan to weather the COVID-19 pandemic and the economic repercussions?
Werner has had a pandemic plan since 2009 when the H1N1 outbreak occurred. We were well-prepared throughout our network. Werner has always been financially stable; we accomplish this by having a diversified portfolio and keeping debt very low. Because of this, we are well-positioned to weather these uncertain times.
What are some of the biggest accomplishments that your company has achieved in the past year?
We were very honored to have been the recipient of 10 customer awards in 2019. In addition to being recognized by our customers, we also received many industry awards including the SmartWay Excellence and High Performer Awards from the Environmental Protection Agency for the third consecutive year. Werner also earned two 2019 Quest for Quality Awards from Logistics Management in the truckload and van line carriers and third-party logistics (3PL) service providers categories. Other significant awards we earned were Top Company for Women by the Women in Trucking Association and several Military Friendly awards from VIQTORY. We were also extraordinarily proud to have been able to assist the State of Nebraska in its efforts to source and deliver critical medical supplies for hospitals and public health agencies across the state in the fight against COVID-19.
Represented by Geoffrey Muessig, Executive Vice President and Chief Marketing Officer.
What attributes or aspects of your business do you feel led to your being named Carrier of the Year?
Pitt Ohio provides reliable and dependable service within and between the Midwest and the Northeast regional LTL markets.
What does winning this award represent to your company?
We at Pitt Ohio appreciate the fact that the NASSTRAC award is based on widespread support from shippers in many industries.
What are the challenges that the LTL sector is currently facing, and how is your company planning to respond to these challenges?
Rising operating costs in the form of increased labor, benefits, equipment, and tolls are a challenge for all LTL carriers across the nation.
What are your plans for the upcoming year?
Pitt Ohio has enhanced our service offering by providing shippers with next-day service lanes to the Greater Toronto area, western New York, and parts of New England.
What are some of the biggest accomplishments that your company has achieved in the past year?
Pitt Ohio is focused on lowering our costs. To this end, we are digitizing our administrative functions by working with our customers to transition from paper bills of ladings to digital bills of lading.
Represented by Pat Martin, Vice President of Corporate Sales and Strategic Planning
What attributes or aspects of your business do you feel led to Estes Express Lines being named Carrier of the Year?
As the largest privately held trucking company in America, we have the size, scale, and flexibility that customers are looking for. We are also passionate about our customers, willing to “think outside the box” to get things done, and always try to do the right thing.
What does winning the Carrier of the Year award represent to your company?
Being recognized by NAASTRAC is really an honor. We are humbled to be named Carrier of the Year and will continue to do everything we can to live up to the faith and trust that the shipping community has put in us.
What challenges are LTL companies facing, and how is your company responding to these challenges?
Estes is made up of six regions and has a vast nationwide network. This means our success isn’t just dependent on a single person or team. Every day, we are relying on many different people, across many different locations, to make the right choices. And because of this, our biggest challenge is often fitting the right people to the right positions. This isn’t an easy task with a network as large as ours, but we’re in the people business. For us, that means we are committed to creating an environment where our employees feel valued for their contributions and want to come to work.
How do you plan to weather the COVID-19 pandemic and the economic repercussions?
All businesses are facing a challenge today with COVID-19, but we are very fortunate (and humbled) to have so many loyal customers who continue to put their trust in us during these uncertain times. We are lucky to be privately held and debt-free, so we are in a great position to weather the storm. As the economy begins to open up, we will all have a better understanding of the “new normal.” Then it will be back to the business of rolling up our sleeves and growing our company like we’ve always done.
What are some of the biggest accomplishments that your company has achieved in the past year?
Customers rewarding us with business is always our greatest accomplishment. This only happens when we deliver a quality product to the market. In fact, our commitment to quality is what’s driven us to spend the past year enhancing many of our tools and systems to provide an even more efficient, user-friendly experience for our customers. And it’s always fun to watch the people of Estes step up and grow, too.
Specialty LTL winner:Mexpress Transportation Inc.
Represented by Mike Gamel, Chief Executive Officer
What attributes or aspects of your business do you feel led to your being named Carrier of the Year?
We feel that Mexpress Transportation has been named Specialized Carrier of the Year for the fourth time because we continue to provide a service to the logistic marketplace that no one else provides. Our service is unique in that we provide a “borderless” LTL and full truckload (FTL) road feeder service to and from Mexico that fills the void between your regular truck service and air freight. Mexpress has been providing a “borderless” road feeder service between the U.S. and Mexico for 22 years, and we are still seen as a new service. We are way ahead of our time!
What does winning the Carrier of the Year award represent to your company?
I have been a member of NASSTRAC since its inception. I attribute most of our success in this industry to what we’ve learned through our association with NASSTRAC as well as the friendship and unwavering support of NASSTRAC members through the good times as well as the bad times.
What challenges is the industry facing today, and how is your company planning to respond to these challenges?
As near shoring becomes more prevalent and with the passage of the new USMCA [United States-Mexico-Canada Agreement], trade with Mexico has increased in both directions. Just in time [deliveries] and keeping down inventory of both raw materials and finished goods has intensified. With our set schedules and committed transit times, clients from around the world have moved air freight into the U.S. and turned the shipments [over] to Mexpress at our various drop stations for immediate departure and overnight or second-morning service to Mexico. We are now seeing a big increase in freight from the U.S. to the manufacturers in Mexico, but the U.S. customer doesn’t understand the logistics between Mexico and the United States. We are here to help them from A to Z.
How do you plan to weather the COVID-19 pandemic and the economic repercussions?
Our focus has been on the health and safety of our team as well as on strengthening our infrastructure. The COVID-19 epidemic put in the forefront how much of the raw material and finished goods that Canada, the U.S., and Mexico depend on come from Asia (in particular China). Companies that were contemplating moving their production back to a USMCA country have sped up the evaluation process—not only in an effort to meet the United States’ new country of origin rules but also because they now realize the importance of manufacturing in the region. The changes in the supply chain taking place is good for Mexpress because we link the United States, Canada, and Mexico with our unique LTL and FTL road feeder service.
What are some of the biggest accomplishments that your company has achieved in the past year?
Besides winning this coveted award from NASSTRAC, we feel our biggest accomplishment is the team of experts that Mexpress has put together within the company to assist companies or clients with any logistics issue to or from Mexico even though it may not be in our service matrix.
Just 29% of supply chain organizations have the competitive characteristics they’ll need for future readiness, according to a Gartner survey released Tuesday. The survey focused on how organizations are preparing for future challenges and to keep their supply chains competitive.
Gartner surveyed 579 supply chain practitioners to determine the capabilities needed to manage the “future drivers of influence” on supply chains, which include artificial intelligence (AI) achievement and the ability to navigate new trade policies. According to the survey, the five competitive characteristics are: agility, resilience, regionalization, integrated ecosystems, and integrated enterprise strategy.
The survey analysis identified “leaders” among the respondents as supply chain organizations that have already developed at least three of the five competitive characteristics necessary to address the top five drivers of supply chain’s future.
Less than a third have met that threshold.
“Leaders shared a commitment to preparation through long-term, deliberate strategies, while non-leaders were more often focused on short-term priorities,” Pierfrancesco Manenti, vice president analyst in Gartner’s Supply Chain practice, said in a statement announcing the survey results.
“Most leaders have yet to invest in the most advanced technologies (e.g. real-time visibility, digital supply chain twin), but plan to do so in the next three-to-five years,” Manenti also said in the statement. “Leaders see technology as an enabler to their overall business strategies, while non-leaders more often invest in technology first, without having fully established their foundational capabilities.”
As part of the survey, respondents were asked to identify the future drivers of influence on supply chain performance over the next three to five years. The top five drivers are: achievement capability of AI (74%); the amount of new ESG regulations and trade policies being released (67%); geopolitical fight/transition for power (65%); control over data (62%); and talent scarcity (59%).
The analysis also identified four unique profiles of supply chain organizations, based on what their leaders deem as the most crucial capabilities for empowering their organizations over the next three to five years.
First, 54% of retailers are looking for ways to increase their financial recovery from returns. That’s because the cost to return a purchase averages 27% of the purchase price, which erases as much as 50% of the sales margin. But consumers have their own interests in mind: 76% of shoppers admit they’ve embellished or exaggerated the return reason to avoid a fee, a 39% increase from 2023 to 204.
Second, return experiences matter to consumers. A whopping 80% of shoppers stopped shopping at a retailer because of changes to the return policy—a 34% increase YoY.
Third, returns fraud and abuse is top-of-mind-for retailers, with wardrobing rising 38% in 2024. In fact, over two thirds (69%) of shoppers admit to wardrobing, which is the practice of buying an item for a specific reason or event and returning it after use. Shoppers also practice bracketing, or purchasing an item in a variety of colors or sizes and then returning all the unwanted options.
Fourth, returns come with a steep cost in terms of sustainability, with returns amounting to 8.4 billion pounds of landfill waste in 2023 alone.
“As returns have become an integral part of the shopper experience, retailers must balance meeting sky-high expectations with rising costs, environmental impact, and fraudulent behaviors,” Amena Ali, CEO of Optoro, said in the firm’s “2024 Returns Unwrapped” report. “By understanding shoppers’ behaviors and preferences around returns, retailers can create returns experiences that embrace their needs while driving deeper loyalty and protecting their bottom line.”
Facing an evolving supply chain landscape in 2025, companies are being forced to rethink their distribution strategies to cope with challenges like rising cost pressures, persistent labor shortages, and the complexities of managing SKU proliferation.
1. Optimize labor productivity and costs. Forward-thinking businesses are leveraging technology to get more done with fewer resources through approaches like slotting optimization, automation and robotics, and inventory visibility.
2. Maximize capacity with smart solutions. With e-commerce volumes rising, facilities need to handle more SKUs and orders without expanding their physical footprint. That can be achieved through high-density storage and dynamic throughput.
3. Streamline returns management. Returns are a growing challenge, thanks to the continued growth of e-commerce and the consumer practice of bracketing. Businesses can handle that with smarter reverse logistics processes like automated returns processing and reverse logistics visibility.
4. Accelerate order fulfillment with robotics. Robotic solutions are transforming the way orders are fulfilled, helping businesses meet customer expectations faster and more accurately than ever before by using autonomous mobile robots (AMRs and robotic picking.
5. Enhance end-of-line packaging. The final step in the supply chain is often the most visible to customers. So optimizing packaging processes can reduce costs, improve efficiency, and support sustainability goals through automated packaging systems and sustainability initiatives.
Geopolitical rivalries, alliances, and aspirations are rewiring the global economy—and the imposition of new tariffs on foreign imports by the U.S. will accelerate that process, according to an analysis by Boston Consulting Group (BCG).
Without a broad increase in tariffs, world trade in goods will keep growing at an average of 2.9% annually for the next eight years, the firm forecasts in its report, “Great Powers, Geopolitics, and the Future of Trade.” But the routes goods travel will change markedly as North America reduces its dependence on China and China builds up its links with the Global South, which is cementing its power in the global trade map.
“Global trade is set to top $29 trillion by 2033, but the routes these goods will travel is changing at a remarkable pace,” Aparna Bharadwaj, managing director and partner at BCG, said in a release. “Trade lanes were already shifting from historical patterns and looming US tariffs will accelerate this. Navigating these new dynamics will be critical for any global business.”
To understand those changes, BCG modeled the direct impact of the 60/25/20 scenario (60% tariff on Chinese goods, a 25% on goods from Canada and Mexico, and a 20% on imports from all other countries). The results show that the tariffs would add $640 billion to the cost of importing goods from the top ten U.S. import nations, based on 2023 levels, unless alternative sources or suppliers are found.
In terms of product categories imported by the U.S., the greatest impact would be on imported auto parts and automotive vehicles, which would primarily affect trade with Mexico, the EU, and Japan. Consumer electronics, electrical machinery, and fashion goods would be most affected by higher tariffs on Chinese goods. Specifically, the report forecasts that a 60% tariff rate would add $61 billion to cost of importing consumer electronics products from China into the U.S.
That strategy is described by RILA President Brian Dodge in a document titled “2025 Retail Public Policy Agenda,” which begins by describing leading retailers as “dynamic and multifaceted businesses that begin on Main Street and stretch across the world to bring high value and affordable consumer goods to American families.”
RILA says its policy priorities support that membership in four ways:
Investing in people. Retail is for everyone; the place for a first job, 2nd chance, third act, or a side hustle – the retail workforce represents the American workforce.
Ensuring a safe, sustainable future. RILA is working with lawmakers to help shape policies that protect our customers and meet expectations regarding environmental concerns.
Leading in the community. Retail is more than a store; we are an integral part of the fabric of our communities.
“As Congress and the Trump administration move forward to adopt policies that reduce regulatory burdens, create economic growth, and bring value to American families, understanding how such policies will impact retailers and the communities we serve is imperative,” Dodge said. “RILA and its member companies look forward to collaborating with policymakers to provide industry-specific insights and data to help shape any policies under consideration.”