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.
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.
That clash has come as retailers have been hustling to adjust to pandemic swings like a renewed focus on e-commerce, then swiftly reimagining store experiences as foot traffic returned. But even as the dust settles from those changes, retailers are now facing renewed questions about how best to define their omnichannel strategy in a world where customers have increasing power and information.
The answer may come from a five-part strategy using integrated components to fortify omnichannel retail, EY said. The approach can unlock value and customer trust through great experiences, but only when implemented cohesively, not individually, EY warns.
The steps include:
1. Functional integration: Is your operating model and data infrastructure siloed between e-commerce and physical stores, or have you developed a cohesive unit centered around delivering seamless customer experience?
2. Customer insights: With consumer centricity at the heart of operations, are you analyzing all touch points to build a holistic view of preferences, behaviors, and buying patterns?
3. Next-generation inventory: Given the right customer insights, how are you utilizing advanced analytics to ensure inventory is optimized to meet demand precisely where and when it’s needed?
4. Distribution partnerships: Having ensured your customers find what they want where they want it, how are your distribution strategies adapting to deliver these choices to them swiftly and efficiently?
5. Real estate strategy: How is your real estate strategy interconnected with insights, inventory and distribution to enhance experience and maximize your footprint?
When approached cohesively, these efforts all build toward one overarching differentiator for retailers: a better customer experience that reaches from brand engagement and order placement through delivery and return, the EY study said. Amid continued volatility and an economy driven by complex customer demands, the retailers best set up to win are those that are striving to gain real-time visibility into stock levels, offer flexible fulfillment options and modernize merchandising through personalized and dynamic customer experiences.
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.