By using technology and collaborating with their carriers, shippers can mitigate the impact of economic and regulatory trends that are driving up truckers' costs.
AS A CONVERGENCE of economic, regulatory, and technology trends alters the playing field, the trucking industry is undergoing a period of significant change. These trends will give rise to new challenges and opportunities, and it will be important for shippers to understand them as they seek ways to control transportation costs—often by working with trucking companies on mutually beneficial initiatives.
Economic trends
Truckload volume is once again experiencing stable growth, after suffering a nearly 25-percent drop during the recession of 2008-2009, according to figures from the American Trucking Associations. The accompanying shakeout in the industry—including a record number of carrier bankruptcies—led overall capacity in the truckload sector to fall by approximately 15 percent during the recession. By 2011 truckload had regained much of its footing, and volumes grew a healthy 6 percent in 2012.
However, the lessons learned by motor carriers in all segments during the recession, when many of the weaker players fell out, have caused big industry players to take steps to help themselves weather future economic storms. These carriers are initiating major cost-control and efficiency-improvement programs, and they are seeking to improve profitability by reducing empty mileage.
Fuel and labor together represent two-thirds of a motor carrier's expenses, so trends in those areas are key indicators of operating costs. In the last decade, fuel costs have fluctuated significantly, leading to major rate increases and forcing truckers and shippers to seek alternatives to the status quo.
However, the last two years have been less volatile in regard to fuel price changes. As shown in Figure 1, diesel fuel prices are experiencing their longest period of stability in over a decade. Between mid-2011 and mid-2013, diesel prices have ranged between US $3.72 and $4.12 per gallon, a 40-cent variance. Compare that to the prior two-year period, when prices almost doubled, and to the five-year period prior to the price crash in late 2009, which saw prices nearly triple.
Few in the industry believe that the last two years of fuel price stability will continue indefinitely, so truckers and shippers are undertaking efforts to mitigate high diesel prices. One approach is the expanded use of liquefied natural gas (LNG). Natural gas operations can reduce per-mile trucking costs by 20 percent or more, and the incremental cost of natural gas vehicles can pay for itself relatively quickly. To fully capitalize on this opportunity, however, it will be essential to expand the LNG fueling infrastructure.
Labor costs and availability could potentially be less predictable than fuel costs in the years ahead. The trucking work force, largely made up of middle-aged "baby boomers," is facing a growing driver shortage as older drivers retire and the occupation becomes less attractive to younger people. This is putting upward pressure on driver salaries and making driver recruiting more difficult.
Regulatory trends
As part of the Federal Motor Carrier Safety Administration's Compliance, Safety, and Accountability (CSA) program, the agency has promulgated a series of new rules aimed at increasing trucking safety. The most significant of these rules involves drivers' hours of service. As of July 1, 2013, the new rule reduces a driver's average maximum allowable hours of work per week by 15 percent, from 82 to 70 hours. This is designed to reduce fatigue among drivers, but it will also limit the available supply of trucking capacity, unless companies aggressively recruit new drivers. Given how difficult it is now to attract and retain new drivers, it's likely that the reduction in hours will compound ongoing capacity challenges.
Federal regulators are also in the process of developing rules requiring electronic onboard recorders (EOBRs) in all trucks as a means of monitoring the safety of motor carrier operations. While some operators see this as an additional burden, many fleets are already adopting EOBRs as well as a broader range of telematics tools to increase fleet safety and efficiency.
Technology trends
The impact of technology on the trucking industry extends well beyond what is being required by federal regulators. Improved telematics and mobile communication devices provide trucking companies with dramatically improved visibility into the location and productivity of their trucks, enabling fleet managers to increase efficiency in a targeted way.
Route and load optimization software is helping companies deliver more loaded tons per vehicle mile, which significantly reduces empty trips. The combination of telematics devices and back-office optimization systems helps trucking companies better manage their work forces and integrate their operations with those of their partners in the supply chain.
Implications for shippers
On balance, the economic, regulatory, and technological trends discussed here almost certainly will put upward pressure on freight costs. The driver shortage and further restrictions on drivers' work hours will likely increase labor rates and potentially limit available capacity. In response, some trucking companies are diversifying more into intermodal operations, which can help them keep costs under control and hedge against a labor shortage or fuel cost increases.
In this environment, shippers would be well served to continue to better integrate their supply chain with their logistics and transportation service providers. They can do this most effectively by gathering and making use of all available real-time data, which will allow them to identify and take advantage of the most efficient and economical choices at any given time. Shippers also may benefit from using software that forecasts and tracks shipments to match their loads to operators' available capacity, such as the excess capacity that's often available on backhaul routes. While it will not be easy for some companies to undertake some of these initiatives, it is an effort well worth making.
Trucking is indeed facing pressures that can drive up costs, but the innovations and technological advances that are becoming more widely available can enable shippers to maintain economical transportation options.
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.”