Cautious optimism rises as the trucking industry shows select signs of stabilization, but organizations must navigate several hurdles before declaring victory over the downturn.
Balaji Guntur is a vice president in the Global Transportation Practice of the management consultancy Kearney. Additionally, Guntur is a co-founder and chief executive officer of Hoptek, a Kearney company focused on the trucking industry with a suite of software-based products.
Sean Maharaj is a vice president in the Global Transportation Practice of the management consultancy Kearney. Additionally, Maharaj is a chief commercial officer of Kearney’s Hoptek.
The trucking industry has long been sensitive to economic fluctuations, and the past couple of years have seen a great deal of pain in the industry, with the recent folding of many fleets. Following 27 months of consistent rate declines, 2024 has finally seen a slight year-on-year increase of 0.2% in trucking rates. This modest rise has led some to speculate that the worst may be over, but this small uptick signals just a potential turning point. It is not yet an indication of full recovery. The industry won’t start to feel any true relief until it experiences one full quarter of positive gains, albeit accompanied by some turbulence.
The root cause of the industry’s ongoing struggles lie within the pandemic-driven imbalance between supply and demand. When demand surged during COVID-19, over 100,000 new trucking companies entered the market to capitalize on what was seen as a “hot” market. These new entrants purchased trucks at record-high prices, believing the pandemic-driven boom would last into the foreseeable future. But all good things end, and as demand tapered off in 2022, many were left with costly assets and loans they could no longer afford to maintain against a backdrop of rapidly falling rates. As a result, the trucking industry found itself awash in excess capacity, with rates plummeting accordingly.
Freight volumes are a key indicator of the industry’s health. After a steep decline in truck tonnage during spring 2023, there was a brief period of fragile stability, only for 2024 to kick off with another sharp downward spiral. The first half of 2024 was marked by volatile swings: a 4.3% rise from January to February, almost erased by a 3.2% drop through April. Then, a 3.6% rise in May was followed by a 1.6% drop in June. Despite the volatility, each dip has become seemingly less severe. If this pattern of incrementally higher lows continues, broader stabilization seems more likely, according to the data.
Spot rates for dry van shipping have fluctuated between $2.01 and $2.20 per mile, a stark contrast to the $3.28 peak of June 2022. Contract rates, which traditionally offer more stability, have similarly declined, hovering around $2.48 to $2.73 per mile. Today, anecdotal evidence suggests that contract rates have bottomed out and are on the rise, as more carriers voice concerns to shippers that low rates will no longer be tolerated or subsidized.
This persistent softness in rates has forced thousands of carriers out of the market. From December 2022 to March 2024, the Federal Motor Carrier Safety Administration reported a 7.6% reduction in carriers and a 10.7% reduction in brokers. The bankruptcy of Yellow, a major less-than-truckload (LTL) operator, sent shockwaves through the sector in August 2023. These ripples are still being felt today, as 10,000 carriers have ceased operation in the first half of 2024 alone.
However, there are more encouraging signs of life beyond the slight 0.2% year-on-year increase in shipping costs and the higher lows in month-to-month freight volume swings. For the first time since the pandemic, the number of revoked registrations has surpassed new ones, indicating that capacity is beginning to tighten up. In addition, the expiration or default of COVID-related loans could further bring about capacity reduction, serving as a market-clearing mechanism. While this is far from a full recovery, it does suggest that the industry is starting to balance out.
Looking ahead
The Cass Truckload Linehaul Index is a measure of the movement in linehaul rates. This index includes both spot and contract freight.
Cass Information Systems Inc.
The remainder of 2024 is expected to continue to be a transitional year for the trucking sector. The general sentiment in the market is that while we may have hit rock bottom, recovery will be gradual, uneven, and nonlinear. Many analysts are eyeing fall 2024 as the earliest sign of true improvement, though more cautious predictions push meaningful recovery into spring 2025.
The Cass Truckload Linehaul Index (see chart above) indicates that we’ve reached a floor in rates, but carriers are still struggling to find their footing. Frustrated by unsustainably low rates, many carriers are still turning down low-margin freight due to rising operational costs like fuel, labor, and maintenance, which has left them unable to maintain profitability or support operations at such thin margins. Inflation, fluctuating inventory levels, and construction activity will all influence how quickly demand recovers and whether carriers can emerge from this precarious situation.
While inflation is cooling and consumer demand is slowly picking up, the sector remains highly sensitive to external factors such as geopolitical tensions and broader economic health. Until demand recovers more robustly, trucking will remain in a state of flux.
Leveraging tech to fast-track recovery
The challenges facing the trucking industry also present an opportunity to innovate and transform. Digital transformation is increasingly being seen as a lifeline for carriers looking to weather the storm, while gaining a competitive advantage. The adoption of technology across various aspects of trucking—from logistics to operations—will play a critical role in reshaping the industry’s future.
One area where technology is making a significant impact is in route optimization and digital freight matching. With excess capacity still a significant issue, digital freight platforms are helping carriers fill trucks by matching them with third-party shippers, thus minimizing deadhead miles and improving asset utilization. This technology helps level the playing field, enabling operators to compete more effectively, while keeping drivers happy and improving the bottom line.
Artificial intelligence (AI)-powered route planning and dispatch tools are also gaining significant traction. These tools leverage existing data sets and systems to analyze and suggest, in real-time, the most optimal plan in the context of a driver’s trip. These optimal plans limit judgment (and, therefore, offer less room for error, bias, and waste), miscalculations, unnecessary mileage, and fuel consumption. Through optimization and real-time dispatch, carriers can reduce empty miles and lower operating costs to achieve higher levels of performance.
Finally, transportation management systems (TMS) are essential for fleet managers, and modernization of these systems is underway. These systems provide end-to-end visibility over operations, allowing companies to monitor shipments, improve communication with shippers, and respond more dynamically to market changes. AI-driven analytics allow carriers to forecast demand more accurately and adjust their operations more proactively. These tech-driven improvements could be game changers, especially for operators struggling to compete in a turbulent market.
Shippers’ role in recovery
Shippers, too, have a role to play in the industry’s recovery. By diversifying their carrier networks and embracing technology, they can build more resilient supply chains. The pandemic exposed vulnerabilities in relying too heavily on a small pool of carriers. Now, by leveraging digital freight matching and analytics, shippers can not only find the best-fit carrier(s) but also build a robust network of backup options—safeguarding against supply chain disruptions caused by the next geopolitical or global health crisis. Savvy shippers will continue to look to carriers for improved efficiency and the reduction of cost and complexity, and technology will continue to be the enabler.
Shippers today are praising an 11th-hour contract agreement that has averted the threat of a strike by dockworkers at East and Gulf coast ports that could have frozen container imports and exports as soon as January 16.
The agreement came late last night between the International Longshoremen’s Association (ILA) representing some 45,000 workers and the United States Maritime Alliance (USMX) that includes the operators of 14 port facilities up and down the coast.
Details of the new agreement on those issues have not yet been made public, but in the meantime, retailers and manufacturers are heaving sighs of relief that trade flows will continue.
“Providing certainty with a new contract and avoiding further disruptions is paramount to ensure retail goods arrive in a timely manner for consumers. The agreement will also pave the way for much-needed modernization efforts, which are essential for future growth at these ports and the overall resiliency of our nation’s supply chain,” Gold said.
The next step in the process is for both sides to ratify the tentative agreement, so negotiators have agreed to keep those details private in the meantime, according to identical statements released by the ILA and the USMX. In their joint statement, the groups called the six-year deal a “win-win,” saying: “This agreement protects current ILA jobs and establishes a framework for implementing technologies that will create more jobs while modernizing East and Gulf coasts ports – making them safer and more efficient, and creating the capacity they need to keep our supply chains strong. This is a win-win agreement that creates ILA jobs, supports American consumers and businesses, and keeps the American economy the key hub of the global marketplace.”
The breakthrough hints at broader supply chain trends, which will focus on the tension between operational efficiency and workforce job protection, not just at ports but across other sectors as well, according to a statement from Judah Levine, head of research at Freightos, a freight booking and payment platform. Port automation was the major sticking point leading up to this agreement, as the USMX pushed for technologies to make ports more efficient, while the ILA opposed automation or semi-automation that could threaten jobs.
"This is a six-year détente in the tech-versus-labor tug-of-war at U.S. ports," Levine said. “Automation remains a lightning rod—and likely one we’ll see in other industries—but this deal suggests a cautious path forward."
The nearly consecutive landfalls of Hurricanes Helene and Milton made two things clear: disasters are inevitable, and they’re increasing in frequency, scope, and severity. As logistics and supply chain leaders look toward 2025, disaster recovery planning should be top of mind—not only for safeguarding business operations but also for supporting affected communities in their recovery efforts. (For a look at lessons learned from 2024, please refer to the sidebar below.)
To ensure that they have a comprehensive plan in place, supply chain professionals should take a three-pronged approach that incorporates working with local emergency organizations, nonprofits, and internal partners.
Build relationships with local organizations
A critical first step in disaster readiness is identifying and establishing relationships with local emergency management organizations. Local emergency managers specialize in coordinating immediate disaster responses on the ground in their communities. While they’re well-versed in terms of supporting the continuity of critical infrastructure like hospitals, fire stations, and city services, they’re often less acquainted with the important connection between healthy supply chains and community resilience.
When local officials have a limited understanding of the critical role that distribution centers, manufacturing plants, or food suppliers play in disaster response, it can delay restoration of the flow of supplies to grocery stores, big box stores, and similar locations. For example, ensuring that debris on roads to a warehouse is cleared rapidly following a storm may not be high on the government’s priority list. However, doing so can help keep grocery stores stocked and supply chains intact, reducing the burden on the government to provide those resources.
With this in mind, invite local emergency management officials to tour your logistics facilities and explain the critical role your organization plays in maintaining the flow of goods within the broader community. This firsthand look will help them understand how your operations contribute to community resilience and support the local economy.
ALAN has been helping to connect nonprofits with logistics resources since 2005. Here supplies are packed up for transport and distribution to Hurricane Maria survivors in 2017.Photo courtesy of ALAN
Partner with nonprofits
There are many reasons why it makes sense for members of the logistics community to build partnerships with nonprofits before disasters hit. But one of the most important is this: Even the most well-organized of them usually experience logistics gaps. Many nonprofits lack a comprehensive understanding of how to create an effective logistics organization. Even if they do have logistics staff, they will often need additional logistics resources once a disaster hits to meet surging demand for services. However, after a disaster most nonprofits are usually operating at such a high capacity that they don’t have the time or bandwidth to onboard new logistics partners.
These logistics gaps—and the onboarding challenges that disasters create—are a key reason why the American Logistics Aid Network (ALAN) exists. The organization has spent 19 years connecting nonprofits with the logistics services and expertise they need with the help of a well-established network and preplanned resources. ALAN works to make it easy for logistics professionals to support disaster-stricken areas with everything from warehousing to transportation to material handling equipment.
Like all nonprofits, ALAN is able to carry out its work even more effectively when organizations reach out to ask, “How can we help?” long before a disaster occurs. The most effective disaster response is based on the preparation and strong relationships that have been built during quieter times.
Companies can offer their services ahead of time via ALAN’s webform (www.alanaid.org/volunteer/). ALAN then meets with each business to determine what services and equipment it can offer in tmes of need. When there is a request that matches a business’ profile, ALAN will reach out to see if the organization can assist.
By onboarding new partners when things are calm, ALAN can ensure that resources and logistics networks are primed, optimized, and ready for immediate action. This proactive approach makes sure that critical supplies and aid can reach those in need without delay. As a result, itprovides quicker support for affected residents and businesses alike and strengthens the resiliency of communities.
The nonprofit Unity in Disasters needed 30 pallets of food transported to Jackson, Miss., to help Hurricane Ida survivors in 2021. ALAN was on hand to coordinate a response.Photo courtesy of ALAN
A culture of safety, preparedness
While community preparedness is crucial, building a strong culture of personal and corporate readiness within your organization is equally important. A preparedness culture can safeguard employees and ensure operations can resume as quickly as possible after a disaster.
In light of this, encourage your personnel to identify safe locations for shelter or evacuation, assemble emergency supply kits, and follow advice from local officials during a crisis. This responsibility typically falls to a corporate safety officer, but for smaller organizations, supervisors or administrative staff may have to coordinate the efforts.
Just as important, consider taking a page from the book of the many logistics companies that have already begun offering training sessions to help employees prepare for various disaster scenarios. Some of these training sessions are as simple as start-of-shift conversations about shelter-in-place locations or evacuation routes. Other organizations do full-scale exercises. There are lots of resources companies can pull from to develop these training sessions, including businesses that specialize in corporate crisis training. The Association of Continuity Professionals has resources, as does the Federal Emergency Management Agency (FEMA), via their Ready Business website.
Some businesses even partner with local first responders to conduct walkthroughs of their facilities, ensuring firefighters and paramedics are familiar with the layout. These partnerships provide vital information that enables emergency crews to navigate facilities more effectively in a crisis, further safeguarding employees and reducing potential downtime.
Strengthening community resilience
When disasters strike, logistics and supply chain organizations have the ability to be game changers in the best possible way, strengthening community resilience.
By building relationships with local emergency management and nonprofit organizations, they can contribute to considerably more efficient and coordinated disaster response. Likewise, sharing their supply chain resources with nonprofits ensures help will arrive faster and allows each donated dollar to go farther. And by doing what they can to protect themselves and restore the ability to deliver food, water, and medical supplies to disaster survivors, they can make the difference between stability and prolonged hardship.
Working collaboratively, logistics and supply chain organizations can help communities withstand and recover from the worst, enabling a faster, stronger return to normalcy.
Learning from 2024
By looking back on the logistics challenges of the 2024 hurricane season and reflecting on the responses to Hurricanes Helene and Milton, we can gain valuable lessons for the future.
North Carolina faced severe infrastructure damage, including to roads, bridges, and utilities. Prioritizing road and rail rebuilding became paramount in order to reestablish connections between cities and manufacturing hubs.
Similarly, pharmaceutical facilities in affected areas needed clean water sources restored to resume production. When two separate IV fluid suppliers’ facilities—one in North Carolina and one in Florida—could not gain access to clean water due to hurricane damage, hospitals across the country experienced shortages. This disruption highlighted the importance of immediate utility restoration for critical industries.
Effective disaster preparedness must include insight into each community’s unique infrastructure and supply chain risk factors. It comes as no surprise that logistics organizations with strong ties to a community are especially qualified to help other business and government professionals understand these dynamics, which help to effectively allocate and position recovery resources.
For an island measuring a little less than 14,000 square miles (or about the size of Belgium), Taiwan plays a crucial role in global supply chains, making geopolitical concerns associated with it of keen interest to most major corporations.
Taiwan has essentially acted as an independent nation since 1949, when the nationalist government under Chiang Kai-shek retreated to the island following the communist takeover of mainland China. Yet China has made no secret of the fact that it wants to bring Taiwan back under its authority—ambitions that were brought to the fore in October when China launched military drills that simulated an attack on the island.
If China were to invade Taiwan, it could have serious political and social consequences that would ripple around the globe. And it would be particularly devastating to our supply chains, says consultant Ashray Lavsi, a principal at the global procurement and supply chain consultancy Efficio. He specializes in solving complex supply chain, operations, and procurement problems, with a special focus on resilience. Prior to joining Efficio’s London office in 2017, he worked at XPO Logistics in the U.S. and the Netherlands.
Lavsi spoke recently with David Maloney, Supply Chain Xchange’s group editorial director, about what might happen if China moves to annex Taiwan—what shortages would likely arise, the impact on shipping lanes and ocean freight costs, and what managers should be doing now to prepare for potential disruptions ahead.
It’s no secret that China has ambitions on Taiwan. If China were to attempt to seize control of Taiwan, how would that affect the world’s supply chains?
There would be wide-ranging disruptions around the world. The United States does a lot of trade with both China and Taiwan. For example, the U.S. imports about $470 billion worth of goods from China, while China imports about $124 billion from the U.S. Meanwhile, Taiwan is the No. 9 trading partner for the U.S. So all of this trade could come to a halt, depending on the level of conflict. Supplies would likely be disrupted, and trade routes could be affected, resulting in delays and higher shipping costs.
Furthermore, there would likely be disruptions to trade not just between the U.S. and China, but also across the board. It could very well be that the NATO members get involved, that South Korea gets involved, that Japan gets involved, the Philippines get involved, so it could very quickly spiral into widespread disruptions.
We’ve seen big changes in the way businesses in Hong Kong operate since Britain handed control of Hong Kong over to China nearly 30 years ago. If China were to succeed in bringing Taiwan under its authority, would we see a similar outcome?
Indeed, I would expect so. I read recently that since around 2020, foreign direct investment in Hong Kong has dropped by nearly 50%, from $105 million to $54 million. The drop was primarily because of increased regulatory oversight. There are now a lot of restrictions on freedom of speech as well as tighter control over business operations. Something similar could very well happen in Taiwan if China were to succeed in taking over the island.
As you mentioned, the United States conducts a lot of trade with both Taiwan and China, and both countries have become strategic supply chain partners. Beyond the diplomatic considerations, what would a military or economic conflict mean for the United States?
There is a lot of trade in goods like agricultural products, aircraft, electronic components, and machinery, and our access to all of those items could be cut off. On top of that, China controls 70% of the world’s rare earth minerals [which are crucial for the production of a wide variety of electronic devices]. So any conflict in the region would almost certainly result in many disruptions, particularly in critical sectors like technology and electronics—disruptions that would lead to shortages and increased costs.
Trade routes would also be affected, resulting in delays and higher shipping costs. U.S. companies would need to seek out alternative suppliers for critical materials or components they currently source in China, if they haven’t already. And if they haven’t lined up alternative suppliers, any hostilities could result in a complete halt in production.
What effect would such a move have on the global economy?
It’s been quite a few years since economies have just been localized. Any disruption now has widespread ripple effects across the world. As we discussed, any conflict between the United States and China naturally pulls in countries like Japan, South Korea, the Philippines, and the NATO countries, and it can very quickly spiral out.
Look at the semiconductor, or chip, shortages. If you recall, back in 2021, those shortages led to almost a half-trillion-dollar loss for the automakers, who lost out on sales of 7.7 million vehicles because they couldn’t meet demand. We could see a repeat of that situation—maybe even on a larger scale.
I found this statistic interesting—we often talk about the semiconductor shortages during the pandemic, but if you look at true production numbers, the actual production of chips went up from 2020, to 2021, to 2022. The shortage was driven not by a drop in production, but rather, by a surge in demand for PCs from people working from home. That demand has since dwindled, but we’d still face a major semiconductor shortage if much of the production were halted. So that’s going to be a very big change, a very big disruption.
Of course, the United States, along with a number of other countries, has taken steps to reduce its exposure to risk by bringing some semiconductor production back to its own shores. But it will take time to get those operations up and running, and their output would still be just a drop in the bucket compared to what’s needed. So what would a takeover of Taiwan mean for the overall semiconductor flow?
It essentially stops, right? Let me paint a picture that illustrates the importance of the Taiwanese semiconductor industry to global manufacturing. Semiconductors go into everything from cars to military equipment to computers to data centers to microwaves—they are in everything around us. Taiwan produces 60% of the world’s semiconductors and more than 90% of the advanced chips. Just let that sink in: More than 90% of all the advanced chips produced worldwide come from Taiwan, primarily from a big fabrication company called TSMC.
So the complexity and the precision required to make advanced semiconductors, combined with the limited number of companies around the world, make Taiwan’s position unmatched. The second-largest producer after TSMC is South Korean-based Samsung, which produces 18%, so that’s the gap that we are talking about.
As you rightly said, there are efforts by governments across the world to reduce their reliance on Taiwan. For example, TSMC is building three fabrication facilities in Arizona—the third with funding from the U.S. government. The first plant is set to go live next year and the third by 2030. But even once all three plants are up and running, the production volumes won’t be close to what TSMC produces in Taiwan. It’s going to take years to reduce our reliance on production in Taiwan. If that supply is cut off, the ripple effect will be tremendous.
Setting aside the historical and political claims China has made on Taiwan, is Taiwan’s dominance in the semiconductor industry a main reason why China has set its sights on it?
It could be. China has been investing heavily in chip production—for instance, today, most, if not all, of the chips in the latest Huawei phones are locally produced in China. But China is still quite a few years behind TSMC. So that’s definitely going to be one of the big factors, right? One article that I found very interesting declared that chips are the new oil. If you control chip production, you control the global market.
Let’s talk about the implications for shipping lanes. If you take a look at the map, you realize that the Taiwan Strait is a very important shipping lane for containerized goods coming out of both China and Taiwan. If China were to institute a military blockade, how would that affect the world’s container flows?
That flow would be affected tremendously. The Taiwan Strait plays a crucial role in global shipping, particularly for goods moving between Asia and the rest of the world. It is one of the busiest shipping lanes, and any blockage would severely disrupt global container flows.
Now let me put that into perspective. Fifty percent of the world’s containerships pass through the Taiwan Strait—50%. That’s a huge number. By comparison, the Suez Canal handles about 20% of global trade. Or to use another measure: 88% of the world’s largest ships by tonnage passed through the Taiwan Strait in 2022.
I’ve been reading up on this in the past few months and it seems that a military blockage is a very likely scenario—one that would cripple Taiwan’s economy without a full-scale invasion. So instead of a mounting a full-on attack, China might just block the strait, which would lead to delays in the delivery of goods, affecting global supply chains and causing shortages across Asia and the U.S.
Given the escalating tensions between China and Taiwan, should shippers and manufacturers be preparing today for a potential conflict?
Businesses have to begin preparing today. If businesses were to say, “Okay, I’m going to wait until the conflict breaks out, and then figure out what I’ll do,” it will be too late. You’re done. Your production comes to halt. You can no longer satisfy your customer requirements. So proactive measures are an absolute requirement.
What should they do to prepare?
I would urge manufacturers and shippers to take what’s essentially a two-pronged approach.
First, you need to segment and identify your critical components, based on how crucial they are to your production operations and the risk associated with their sources, where they’re coming from. After you segment them, you list your top-priority items—the critical components that you absolutely cannot do without. You then split your supply chain into two, so that you have a much more redundant supply chain built for those critical items and then a second supply chain for everything else.
To build redundancy, you establish multiple suppliers and diversify them geographically. You also build in stringent contingency measures, which could include strategic stockpiling, nearshoring, and friendshoring, which is where you store inventory with an ally or in a friend consortium, as well as buying alternative components wherever possible. So all of those measures need to be put in place for the components that you’ve identified as absolutely critical for your production.
What is the second prong?
The second prong is the need to manage increased costs. There’s no getting away from higher costs, right? If you’re holding more inventory, you have higher inventory carrying costs. And if you’re diversifying your supply base, that means you don’t have as much leverage [with individual suppliers]. You’re also going to be managing multiple supply chains, which requires an increase in human capital because you’ll need more people to manage the more complex supply chains that you’re putting in place.
One way to manage costs could be by implementing strategic sourcing programs across the board that are aimed at mitigating some of the expenses. By taking these steps, manufacturers can safeguard their operations against potential disruptions and ensure continuity.
A lot of U.S. companies have been nearshoring to Mexico, which has now become the United States’ leading trade partner. Is that a simple solution for companies looking to reduce their reliance on Asia?
It is one of the solutions. But you won’t be able to replace your Asian supply base immediately—as with semiconductors, it may take a few years to build out that capacity.
So you need to start stockpiling essential components now—particularly if you won’t be able to find alternatives. You want to make sure that you’re holding the right amount of inventory of the components that you absolutely need. So nearshoring is an option, but you need to be careful what you move to Mexico.
Is that because moving production to Mexico will raise your costs compared to sourcing in Asia?
Yes, production costs will be higher compared to a place like Vietnam, where wages are currently lower than in Mexico. It might reduce the logistics cost, but I think there’s still a net increase overall because you’ll have higher expenses for things like regulatory compliance. Plus you’ll have the one-time cost of setting up the facilities.
Ideally, you’ll never have to face these problems we’ve been talking about, but it’s always better to be prepared.
Editor’s note:This article first appeared in the November 2024 issue of our sister publication DC Velocity.
As we look toward 2025, the logistics and transportation industry stands on the cusp of transformation. At the Council of Supply Chain Management Professionals (CSCMP), we’re committed to helping industry leaders navigate these changes with insight and strategy. Here are six trends that we believe will form the competitive landscape of tomorrow.
1. Digital transformation and data integration: Technology continues to reshape every facet of logistics. Advanced analytics, artificial intelligence, and machine learning are becoming increasingly integrated into supply chain operations, driving efficiency, reducing costs, and enabling proactive decision-making.
For companies to succeed, they must invest in technologies that enhance data accuracy and facilitate seamless information sharing. Those that do so will be able to better anticipate disruptions, optimize routes, and improve customer satisfaction.
2. Sustainability: As the global community continues to prioritize environmental responsibility, the logistics sector faces growing pressure to reduce its carbon footprint. The adoption of electric vehicles, alternative fuels, and optimized routes can reduce emissions significantly, and many organizations are setting ambitious targets to lower their environmental impact.
3. Supply chain resilience and flexibility: The capacity to pivot quickly in response to disruptions, whether due to natural disasters, geopolitical tensions, or global pandemics, is no longer a luxury but a necessity. Companies are increasingly adopting flexible supply chain models and focusing on diversification to mitigate risk.
4. Nearshoring and reshoring: Bringing manufacturing closer to home—either by relocating it back to the country of origin (reshoring) or moving it to neighboring regions (nearshoring)—not only enhances supply chain agility but also reduces transportation costs, lowers emissions, and lessens exposure to global disruptions. Companies that embrace these approaches can strengthen their competitive positioning, helping them respond more effectively to fluctuations in demand while maintaining cost efficiency and meeting sustainability goals.
5. Workforce development: The logistics industry is facing a talent shortage, particularly in skilled labor and technology-focused roles. As we advance into a more digitalized landscape, we need a workforce proficient in tech and adaptable to change. Organizations must focus on upskilling and reskilling programs to equip their teams with the necessary knowledge.
6. E-commerce and last-mile solutions: E-commerce growth shows no signs of slowing, and with it comes the challenge of meeting rising consumer expectations for fast, reliable, and sustainable delivery. Last-mile logistics remains one of the most complex and costly segments of the supply chain. Innovative solutions, such as urban microfulfillment centers, autonomous delivery vehicles, and drone deliveries, are paving the way for more efficient last-mile solutions.
Looking Ahead
The future of global logistics and transportation holds both challenges and opportunities. At CSCMP, we are committed to supporting our members through these changes, fostering collaboration and sharing insights to navigate the path forward.
The landscape of 2025 may be unpredictable, but with strategic foresight and a commitment to adaptability, we can shape a prosperous future for logistics and transportation. Together, let’s continue to lead the way forward.
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.