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.
Third-party logistics (3PL) providers’ share of large real estate leases across the U.S. rose significantly through the third quarter of 2024 compared to the same time last year, as more retailers and wholesalers have been outsourcing their warehouse and distribution operations to 3PLs, according to a report from real estate firm CBRE.
Specifically, 3PLs’ share of bulk industrial leasing activity—covering leases of 100,000 square feet or more—rose to 34.1% through Q3 of this year from 30.6% through Q3 last year. By raw numbers, 3PLs have accounted for 498 bulk leases so far this year, up by 9% from the 457 at this time last year.
By category, 3PLs’ share of 34.1% ranked above other occupier types such as: general retail and wholesale (26.6), food and beverage (9.0), automobiles, tires, and parts (7.9), manufacturing (6.2), building materials and construction (5.6), e-commerce only (5.6), medical (2.7), and undisclosed (2.3).
On a quarterly basis, bulk leasing by 3PLs has steadily increased this year, reversing the steadily decreasing trend of 2023. CBRE pointed to three main reasons for that resurgence:
Import Flexibility. Labor disruptions, extreme weather patterns, and geopolitical uncertainty have led many companies to diversify their import locations. Using 3PLs allows for more inventory flexibility, a key component to retailer success in times of uncertainty.
Capital Allocation/Preservation. Warehousing and distribution of goods is expensive, draining capital resources for transportation costs, rent, or labor. But outsourcing to 3PLs provides companies with more flexibility to increase or decrease their inventories without any risk of signing their own lease commitments. And using a 3PL also allows companies to switch supply chain costs from capital to operational expenses.
Focus on Core Competency. Outsourcing their logistics operations to 3PLs allows companies to focus on core business competencies that drive revenue, such as product development, sales, and customer service.
Looking into the future, these same trends will continue to drive 3PL warehouse demand, CBRE said. Economic, geopolitical and supply chain uncertainty will remain prevalent in the coming quarters but will not diminish the need to effectively manage inventory levels.
That result came from the company’s “GEP Global Supply Chain Volatility Index,” an indicator tracking demand conditions, shortages, transportation costs, inventories, and backlogs based on a monthly survey of 27,000 businesses. The October index number was -0.39, which was up only slightly from its level of -0.43 in September.
Researchers found a steep rise in slack across North American supply chains due to declining factory activity in the U.S. In fact, purchasing managers at U.S. manufacturers made their strongest cutbacks to buying volumes in nearly a year and a half, indicating that factories in the world's largest economy are preparing for lower production volumes, GEP said.
Elsewhere, suppliers feeding Asia also reported spare capacity in October, albeit to a lesser degree than seen in Western markets. Europe's industrial plight remained a key feature of the data in October, as vendor capacity was significantly underutilized, reflecting a continuation of subdued demand in key manufacturing hubs across the continent.
"We're in a buyers' market. October is the fourth straight month that suppliers worldwide reported spare capacity, with notable contractions in factory demand across North America and Europe, underscoring the challenging outlook for Western manufacturers," Todd Bremer, vice president, GEP, said in a release. "President-elect Trump inherits U.S. manufacturers with plenty of spare capacity while in contrast, China's modest rebound and strong expansion in India demonstrate greater resilience in Asia."
2024 was expected to be a bounce-back year for the logistics industry. We had the pandemic in the rearview mirror, and the economy was proving to be more resilient than expected, defying those prognosticators who believed a recession was imminent.
While most of the economy managed to stabilize in 2024, the logistics industry continued to see disruption and changes in international trade. World events conspired to drive much of the narrative surrounding the flow of goods worldwide. Additionally, a diminished reliance on China as a source for goods reduced some of the international trade flow from that manufacturing hub. Some of this trade diverted to other Asian nations, while nearshoring efforts brought some production back to North America, particularly Mexico.
Meanwhile trucking in the United States continued its 2-year recession, highlighted by weaker demand and excess capacity. Both contributed to a slow year, especially for truckload carriers that comprise about 90% of over-the-road shipments.
Labor issues were also front and center in 2024, as ports and rail companies dealt with threats of strikes, which resulted in new contracts and increased costs. Labor—and often a lack of it—continues to be an ongoing concern in the logistics industry.
In this annual issue, we bring a year-end perspective to these topics and more. Our issue is designed to complement CSCMP’s 35th Annual State of Logistics Report, which was released in June, and includes updates that were presented at the CSCMP EDGE conference held in October. In addition to this overview of the market, we have engaged top industry experts to dig into the status of key logistics sectors.
Hopefully as we move into 2025, logistics markets will build on an improving economy and strong consumer demand, while stabilizing those parts of the industry that could use some adrenaline, such as trucking. By this time next year, we hope to see a full recovery as the market fulfills its promise to deliver the needs of our very connected world.
Supply chains are subjected to constant change, and the most recent five years have forced supply chain professionals to navigate unprecedented issues, adapt to shifting demand patterns, and deal with unanticipated volatility and, to some extent, “black swan” events.
As a result, change management has become an essential capability to help improve supply chain operations, support collaboration both internally and with external partners, deploy new technology, and adapt to sometimes continually changing market pressures. Recognizing this importance, the 2025 Annual Third-Party Logistics Study (www.3PLStudy.com) took an in-depth look at change management. The majority of respondents to the study’s global survey—61% of shippers and 73% of 3PLs—reported that the need for supply chain change management is either critical or significant.
Shippers says that the biggest drivers of change in their supply chain organizations are customer demands, economic factors, and technological advancements.
2025 Annual Third-Party Logistics Study
Figure 1 above focuses on several factors that were identified as likely drivers of change in supply chains. Among shippers, the biggest drivers of change in their supply chain organizations included customer demands, economic factors, and technological advancements. Other factors included supplier considerations, societal shifts, and labor restraints. 3PL responses were similar to shippers’ except 3PLs ranked labor restraints as the fourth most important driver of change.
The study also asked respondents to identify areas in need of change. The most-identified area was supply chain visibility, cited by 69% of shippers and 68% of 3PLs. Technology, planning, and relationships also ranked highly.
Respondents also reported varying degrees of receptivity to change. About one-fourth of shippers and 3PLs said they are extremely receptive to change, while 45% of shippers and 53% of 3PLs said their organizations are moderately receptive to change.
AI underscores need for change management
Most supply chain professionals agree that the need to embrace change is likely to continue to increase. Technology is advancing rapidly, and artificial intelligence (AI) and machine learning are creating new opportunities to increase efficiency, improve decision-making, and optimize operations within the supply chain.
Among the many pertinent messages that received attention at the 2024 CSCMP EDGE Supply Chain Conference and Exhibition was that nearly every aspect of the supply chain will be involved with or impacted by AI. Example areas where significant improvements and results may be achieved include demand forecasting, inventory management, warehouse operations, predictive equipment maintenance, supplier relationship management, and more. As a result, AI may bring change to nearly every aspect of supply chain management and every level of employee.
This year’s 3PL study also focused on the growing role of AI in supply chains. Shippers and 3PLs are aligned on the top use cases for AI, with supply and demand forecasting and transportation and route optimization ranking at the top. Order management also ranked highly for both groups, while 3PLs see a slightly higher use case for warehouse automation than do shippers.
Both groups are also aligned on their view of AI as a tool that can automate data analysis, identify patterns, solve problems, and automate repetitive and mundane tasks. The hope is that AI will help companies better use their data to make improved and informed decisions. AI can process data and identify patterns and repetitive operational issues faster than a human can, which can improve forecasting, uncover inefficiencies, optimize processes, make predictions, and increase resiliency. Machine learning, a subset of AI, is expected to be especially useful for solving complex logistics problems by refining its predictions and recommendations over time to create more efficient operations.
Shippers and 3PLs agree that the greatest return on investment from AI will come from service-level improvements—cited by 40% of shippers and 37% of 3PLs—as well as data accuracy, cited by 34% of shippers and 39% of 3PLs.
Given the potential benefits of AI, shippers will increasingly be looking for 3PLs that offer AI solutions that they can use to achieve reliable results and gain a competitive advantage. Nearly three-quarters of shippers said 3PLs’ use of AI would influence their choice of a 3PL partner. On a more granular basis, 13% of shippers reported that they are very likely to switch 3PL providers based on their AI capabilities, 29% said they are likely, and 32% said they are somewhat likely to switch 3PL providers based on their AI capabilities. As demand for AI-based solutions increases, 3PL offerings will evolve, further exacerbating the change that supply chain organizations are experiencing.
Realizing benefits from change management
While the ability to manage change is critical to survival, so too is the ability to determine when change may be needed. To determine whether they need to change, companies should start by assessing their current state and opportunities for improvement. Next, they need to identify the desired state and benefits of change. To help drive success, the change management strategy should create a vision, identify solutions, and develop a plan for change.
For successful change to occur, stakeholders must work together to operate as a systematic supply chain rather than working as individuals with departmental goals that may not align. It is also critical to gain support for the change initiative among those who may be involved. Educating stakeholders about the need for change, creating a clear vision of what the change will accomplish, and outlining the benefits can help build support.
Many companies have found that using a structured change management process can reduce resistance to change, improve communication, and increase the likelihood of success. In the study, 58% of shippers and 76% of 3PLs reported using a change management framework. The two most frequently cited frameworks used by both shippers and 3PLs were the McKinsey 7-S (which identifies seven factors that influence an organization’s ability to change) and the ADKAR change management model (awareness, desire, knowledge, ability, and reinforcement). Use of an in-house proprietary system was cited by 36% of shippers and 29% of 3PLs.
The good news for those in supply chain is that key stakeholders are dedicated to minimizing disruptions, enhancing agility, and ensuring long-term success. In this year’s study, 89% of shippers reported that they are committed to the success of the broader, end-to-end (E2E) supply chain. It is clear that shippers sense a deep commitment to the broader concept of supply chain management and recognize the need to align themselves with multiple supply chain participants to create value for their end-user customers and consumers. What’s more, 64% of shippers reported that their 3PLs share this commitment to the E2E concept, and 69% indicated that some of their 3PLs are involved with their change management processes. Also encouraging is that 77% of shippers agree that their 3PLs are enthusiastic about joint efforts relating to change management.
In the complex and ever-evolving world of supply chains, change is inevitable. With effective change management practices in place, shippers and 3PLs can navigate these changes with greater confidence and turn them into opportunities for growth and improvement.
The federal Transportation Security Administration (TSA) yesterday proposed a rule that would mandate some surface transportation owners and operators, including those running pipelines and railroads, to meet certain cyber risk management and reporting requirements.
The new rule would require:
Owner/operators of pipelines and/or railroads that have a higher cybersecurity risk profiles to establish and maintain a comprehensive cyber risk management program;
Owner/operators that are currently required to report significant physical security concerns to TSA to also report cybersecurity incidents to the Cybersecurity and Infrastructure Security Agency; and
Higher-risk pipeline owner/operators to designate a physical security coordinator and report significant physical security concerns to TSA.
"TSA has collaborated closely with its industry partners to increase the cybersecurity resilience of the nation's critical transportation infrastructure," TSA Administrator David Pekoske said in a release. "The requirements in the proposed rule seek to build on this collaborative effort and further strengthen the cybersecurity posture of surface transportation stakeholders. We look forward to industry and public input on this proposed regulation."
The notice came a week after a White House representative warned the trucking freight industry that the People’s Republic of China (PRC) has remained the most active and persistent cyber threat to the U.S. government, private sector, and critical infrastructure networks. The briefing came from a member of the administration’s Office of the National Cyber Director, in an address to attendees at the National Motor Freight Traffic Association (NMFTA)’s Cybersecurity Conference.
“In January, the National Cyber Director testified in front of Congress along with colleagues from CISA, NSA, and the FBI about this threat from the PRC, dubbed Volt Typhoon,” speaker Stephen Viña said in his remarks. “Volt Typhoon conducted cyber operations focused not on financial gain, espionage, or state secrets but on developing deep access to our critical infrastructure. This includes the energy sector transportation systems, among many others. A prolonged interruption to these critical services could disrupt our ability to mobilize in the event of a national emergency or conflict and can create panic among our citizens. Ultimately, if trucking stops, America stops.”