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.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Inclusive procurement practices can fuel economic growth and create jobs worldwide through increased partnerships with small and diverse suppliers, according to a study from the Illinois firm Supplier.io.
The firm’s “2024 Supplier Diversity Economic Impact Report” found that $168 billion spent directly with those suppliers generated a total economic impact of $303 billion. That analysis can help supplier diversity managers and chief procurement officers implement programs that grow diversity spend, improve supply chain competitiveness, and increase brand value, the firm said.
The companies featured in Supplier.io’s report collectively supported more than 710,000 direct jobs and contributed $60 billion in direct wages through their investments in small and diverse suppliers. According to the analysis, those purchases created a ripple effect, supporting over 1.4 million jobs and driving $105 billion in total income when factoring in direct, indirect, and induced economic impacts.
“At Supplier.io, we believe that empowering businesses with advanced supplier intelligence not only enhances their operational resilience but also significantly mitigates risks,” Aylin Basom, CEO of Supplier.io, said in a release. “Our platform provides critical insights that drive efficiency and innovation, enabling companies to find and invest in small and diverse suppliers. This approach helps build stronger, more reliable supply chains.”
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
Specifically, the two sides remain at odds over provisions related to the deployment of semi-automated technologies like rail-mounted gantry cranes, according to an analysis by the Kansas-based 3PL Noatum Logistics. The ILA has strongly opposed further automation, arguing it threatens dockworker protections, while the USMX contends that automation enhances productivity and can create long-term opportunities for labor.
In fact, U.S. importers are already taking action to prevent the impact of such a strike, “pulling forward” their container shipments by rushing imports to earlier dates on the calendar, according to analysis by supply chain visibility provider Project44. That strategy can help companies to build enough safety stock to dampen the damage of events like the strike and like the steep tariffs being threatened by the incoming Trump administration.
Likewise, some ocean carriers have already instituted January surcharges in pre-emption of possible labor action, which could support inbound ocean rates if a strike occurs, according to freight market analysts with TD Cowen. In the meantime, the outcome of the new negotiations are seen with “significant uncertainty,” due to the contentious history of the discussion and to the timing of the talks that overlap with a transition between two White House regimes, analysts said.
That percentage is even greater than the 13.21% of total retail sales that were returned. Measured in dollars, returns (including both legitimate and fraudulent) last year reached $685 billion out of the $5.19 trillion in total retail sales.
“It’s clear why retailers want to limit bad actors that exhibit fraudulent and abusive returns behavior, but the reality is that they are finding stricter returns policies are not reducing the returns fraud they face,” Michael Osborne, CEO of Appriss Retail, said in a release.
Specifically, the report lists the leading types of returns fraud and abuse reported by retailers in 2024, including findings that:
60% of retailers surveyed reported incidents of “wardrobing,” or the act of consumers buying an item, using the merchandise, and then returning it.
55% cited cases of returning an item obtained through fraudulent or stolen tender, such as stolen credit cards, counterfeit bills, gift cards obtained through fraudulent means or fraudulent checks.
48% of retailers faced occurrences of returning stolen merchandise.
Together, those statistics show that the problem remains prevalent despite growing efforts by retailers to curb retail returns fraud through stricter returns policies, while still offering a sufficiently open returns policy to keep customers loyal, they said.
“Returns are a significant cost for retailers, and the rise of online shopping could increase this trend,” Kevin Mahoney, managing director, retail, Deloitte Consulting LLP, said. “As retailers implement policies to address this issue, they should avoid negatively affecting customer loyalty and retention. Effective policies should reduce losses for the retailer while minimally impacting the customer experience. This approach can be crucial for long-term success.”