Business Archives

CarriersEdge unveils 2025’s Best Fleets to Drive For

Dana Guthrie - January 28, 2025

NEWMARKET, Ontario — CarriersEdge is celebrating the 2025 Best Fleets to Drive For. “This year, the Best Fleets continued to invest in new and creative programs to enhance the workplace experience for drivers,” said Jane Jazrawy, CEO. “Despite what’s been a tough economy the past couple of years for fleets, the Best Fleets Top 20 and Hall of Fame members have continued to show that the well-being of their drivers remains a top priority.” The Road to Excellence “These North American for-hire trucking companies are being recognized for providing the best workplace experiences for their company drivers and independent contractors,” the company said in a media release. To be considered for the 2025 Best Fleets program, for-hire carriers operating 10 tractor-trailers or more were nominated by a company driver or owner-operator currently working with them. These nominated fleets were then evaluated across a range of categories, including driver compensation and benefits, HR strategies, operations, professional development and work/life balance. Driver surveys were also conducted to collect input from company drivers and independent contractors to measure their satisfaction working with the fleets. The results of the questionnaire and surveys were compiled and scored to help identify the top-performing companies. The fleets with the highest overall scores are recognized as Best Fleets to Drive For. Fleets receiving the distinction for 10 consecutive years (or seven consecutive years plus an overall winner award) are inducted into the Hall of Fame. 2025 Top 20 Best Fleets to Drive For America’s Service Line – Green Bay, Wis. American Central Transport – Kansas City, Mo. Brenny Specialized Inc. – St. Joseph, Minn. C.A.T. Inc. – Coteau-du-Lac, QC Challenger Motor Freight Inc. – Cambridge, ON Chief Carriers Inc. – Grand Island, NE Continental Express Inc. – Sidney, Ohio Crawford Trucking – Des Moines, Iowa Decker Truck Line Inc. – Fort Dodge, Iowa Fortigo Freight Services Inc. – Etobicoke, ON Fremont Contract Carriers, Inc. – Fremont, NE Ippolito Transportation – Burlington, ON K & J Trucking Inc. – Sioux Falls, SD Kriska Holdings Limited – Prescott, ON Leonard’s Express Inc. – Farmington, N.Y. PGT Trucking Inc. – Aliquippa, Pa. Thomas E. Keller Trucking Inc. – Defiance, Ohio TLD Logistics Services Inc. – Knoxville, Tenn. TransLand – Strafford, Mo. Wellington Motor Freight – Aberfoyle, ON 2025 Best Fleets to Drive For Hall of Fame Bison Transport Inc. – Winnipeg, MB Boyle Transportation, an Andlauer Healthcare Group Company – Billerica, Mass. Central Oregon Truck Company – a TFI International Company – Redmond, Ore. FTC Transportation Inc. – Oklahoma City, Okla. Garner Trucking, Inc. – Findlay, Ohio Grand Island Express – Grand Island, NE Halvor Lines, Inc. – Superior, Wis. Nussbaum Transportation Services Inc. – Hudson, Ill. Prime Inc. – Springfield, Mo. Transpro Freight Systems Limited – Milton, ON In addition to the Top 20 and Hall of Fame, CarriersEdge also named five Fleets to Watch (honorable mentions): Quality Carriers Inc. – Tampa, Fla. S&H Express Inc. – York, Pa. Steve’s Livestock Transport – Blumenort, MB USXL – Foristell, Mo. Williams Dedicated, LLC – Michigan City, Ind. From the Top 20, two overall winners will be unveiled, in large and small fleet categories, at the Best Fleets Education & Awards Conference, March 3-4 at the NASCAR Hall of Fame in Charlotte, N.C. CarriersEdge will also present the Stratosphere Award, which recognizes the top-scoring fleet in the Best Fleets Hall of Fame. In addition to announcing the overall program winners, the Best Fleets Education & Awards Conference will share full details of the data collected during this year’s edition of the program – stats, trends, and innovative programs from all the Top 20 and Hall of Fame fleets. The conference is sponsored by EpicVue, TruckRight, and Netradyne.

For-hire volumes still down despite positive indicators

Dana Guthrie - January 28, 2025

COLUMBUS, Ind. – The latest release of ACT’s For-Hire Trucking Index indicated slower growth in freight volumes outweighed the slight contraction in capacity in December. “Despite the economy continuing to exceed expectations, particularly consumer spending, for-hire volumes have yet to find meaningful purchase out of the trough,” Carter Vieth, research analyst. “While freight is growing broadly, two years of private fleet capacity additions have diminished for-hire carriers’ slice of the freight pie. Additionally, while the retail sector is healthy, interest rate sensitive sectors like manufacturing and construction are sluggish. Tighter financial conditions are likely to slow volumes in these sectors, despite support from hurricanes and wildfires.” Volume Index According to ACT, the Volume Index decreased 1.0 point in December to 51.0, seasonally adjusted (SA), from 52.0 in November. Capacity Index The Capacity Index was essentially flat, down 0.3 points m/m to 49.7 in December, from 50.0 in November. “Approaching three years of weak profitability, for-hire carriers aren’t in the position to add significant new capacity,” Vieth said. “Given the current volume and rate environment, we would anticipate for-hire capacity additions to remain at replacement levels, leaving the index at or around 50.” Supply-Demand Balance The Supply-Demand Balance grew at a slower rate in December, at 51.3 (SA), from 52.0 in November, as the slower growth in freight volumes outweighed the slight contraction in capacity. “Private fleet expansion, which is not captured in this indicator, has resulted in a longer period with the market close to balance than in past cycles,” Vieth said. “Consumers remain robust, and inflation is in relatively good shape for now. But sustained high interest rates could dampen demand in construction and industrials and may limit volume improvement in the near term. A slowdown in private fleet growth is likely and should lead to further improvement in the for-hire market balance.”

Diesel prices steady after huge spike earlier in January

Bruce Guthrie - January 28, 2025

After a huge spike last week, diesel prices fell back somewhat dropping from $3.715, which was an increase of more than 11 cents, to $3.659. All but two regions fell which contributed to the drop in price. In fact, New England rose by nearly two cents from $3.944 to $3.961 while the Central Atlantic region rose slightly from $3.976 to $3.995. The Midwest Region’s per gallon price fell the most from $3.648 to $3.568. The Gulf Coast was the a close second to the largest decline in price of all the regions plummeting from $3.455 to $3.378. Meanwhile, the Rocky Mountain region fell by more than five cents per gallon.

What are tariffs and how do they work?

The Associated Press - January 28, 2025

WASHINGTON (AP) — Tariffs are in the news at the moment. Here’s what they are and what you need to know about them: Tariffs are a tax on imports Tariffs are typically charged as a percentage of the price a buyer pays a foreign seller. In the United States, tariffs are collected by Customs and Border Protection agents at 328 ports of entry across the country. U.S. tariff rates vary: They are generally 2.5% on passenger cars, for instance, and 6% on golf shoes. Tariffs can be lower for countries with which the United States has trade agreements. For example, most goods can move among the United States, Mexico and Canada tariff-free because of Trump’s US-Mexico-Canada trade agreement. Mainstream economists are generally skeptical of tariffs, considering them a mostly inefficient way for governments to raise money and promote prosperity. There’s much misinformation about who actually pays tariffs President Donald Trump, a proponent of tariffs, insists that they are paid for by foreign countries. In fact, its is importers — American companies — that pay tariffs, and the money goes to the U.S. Treasury. Those companies, in turn, typically pass their higher costs on to their customers in the form of higher prices. That’s why economists say consumers usually end up footing the bill for tariffs. Still, tariffs can hurt foreign countries by making their products pricier and harder to sell abroad. Foreign companies might have to cut prices — and sacrifice profits — to offset the tariffs and try to maintain their market share in the United States. Yang Zhou, an economist at Shanghai’s Fudan University, concluded in a study that Trump’s tariffs on Chinese goods inflicted more than three times as much damage to the Chinese economy as they did to the U.S. economy. What has Trump said about tariffs? Trump has said tariffs will create more factory jobs, shrink the federal deficit, lower food prices and allow the government to subsidize childcare. “Tariffs are the greatest thing ever invented,’’ Trump said at a rally in Flint, Michigan, during his presidential campaign. As president, Trump imposed tariffs with a flourish — targeting imported solar panels, steel, aluminum and pretty much everything from China. “Tariff Man,” he called himself. Trump has promised even more and higher tariffs in his second term. The United States in recent years has gradually retreated from its post-World War II role of promoting global free trade and lower tariffs. That shift has been a response to the loss of U.S. manufacturing jobs, widely attributed to unfettered tree trade and an increasingly powerful China. Tariffs are intended mainly to protect domestic industries By raising the price of imports, tariffs can protect home-grown manufacturers. They may also serve to punish foreign countries for committing unfair trade practices, like subsidizing their exporters or dumping products at unfairly low prices. Before the federal income tax was established in 1913, tariffs were a major revenue driver for the government. From 1790 to 1860, tariffs accounted for 90% of federal revenue, according to Douglas Irwin, a Dartmouth College economist who has studied the history of trade policy. Tariffs fell out of favor as global trade grew after World War II. The government needed vastly bigger revenue streams to finance its operations. In the fiscal year that ended Sept. 30, the government collected around $80 billion in tariffs and fees. That’s a trifle next to the $2.5 trillion that comes from individual income taxes and the $1.7 trillion from Social Security and Medicare taxes. Still, Trump wants to enact a budget policy that resembles what was in place in the 19th century. Tariffs can also be used to pressure other countries on issues that may or may not be related to trade. In 2019, for example, Trump used the threat of tariffs as leverage to persuade Mexico to crack down on waves of Central American migrants crossing Mexican territory on their way to the United States. Trump even sees tariffs as a way to prevent wars. “I can do it with a phone call,’’ he said at an August rally in North Carolina. If another country tries to start a war, he said he’d issue a threat: “We’re going to charge you 100% tariffs. And all of a sudden, the president or prime minister or dictator or whoever the hell is running the country says to me, ‘Sir, we won’t go to war.’ ” Economists generally consider tariffs self-defeating Tariffs raise costs for companies and consumers that rely on imports. They’re also likely to provoke retaliation. The European Union, for example, punched back against Trump’s tariffs on steel and aluminum by taxing U.S. products, from bourbon to Harley-Davidson motorcycles. Likewise, China responded to Trump’s trade war by slapping tariffs on American goods, including soybeans and pork in a calculated drive to hurt his supporters in farm country. A study by economists at the Massachusetts Institute of Technology, the University of Zurich, Harvard and the World Bank concluded that Trump’s tariffs failed to restore jobs to the American heartland. The tariffs “neither raised nor lowered U.S. employment’’ where they were supposed to protect jobs, the study found. Despite Trump’s 2018 taxes on imported steel, for example, the number of jobs at U.S. steel plants barely budged: They remained right around 140,000. By comparison, Walmart alone employs 1.6 million people in the United States. Worse, the retaliatory taxes imposed by China and other nations on U.S. goods had “negative employment impacts,’’ especially for farmers, the study found. These retaliatory tariffs were only partly offset by billions in government aid that Trump doled out to farmers. The Trump tariffs also damaged companies that relied on targeted imports. If Trump’s trade war fizzled as policy, though, it succeeded as politics. The study found that support for Trump and Republican congressional candidates rose in areas most exposed to the import tariffs — the industrial Midwest and manufacturing-heavy Southern states like North Carolina and Tennessee.

DDC Group taps Michael Campese as top shipping and logistics executive

Dana Guthrie - January 27, 2025

EVERGREEN, Colo. — The DDC Group is appointing Michael Campese as the chief business officer of its shipping, logistics and travel business unit. “We are delighted to welcome Michael Campese to The DDC Group team,” said Nimesh Akhauri, CEO. “Michael’s proven track record in driving business growth and his deep understanding of the shipping and logistics sector make him the ideal leader to spearhead our efforts in this business unit. We are confident that under his leadership, DDC will continue to set new benchmarks in service delivery and ingenuity.” According to a company media release, this strategic appointment underscores DDC’s unwavering commitment to innovation and excellence in delivering transformative solutions to the global shipping and logistics industry. Distinguished Leader Campese brings over 30 years of distinguished leadership experience in business strategy, operations and logistics. Known for his ability to bridge the gap between customer experience and business performance, he is set to lead the business unit with a resolute focus on delivering unparalleled value to clients while propelling operational efficiency and spearheading technological advancement, according to the release. In his role as CBO, Campese will oversee the unit’s global operations, client engagement strategies, and the development of cutting-edge solutions tailored to the dynamic needs of the shipping and logistics industry. He will also collaborate with stakeholders across DDC to ensure seamless integration of services and alignment with the company’s overarching vision for growth and excellence. Campese’s appointment comes at a pivotal time for The DDC Group as the company continues to evolve in anticipation of market needs, according to the release. With his leadership and information technology domain knowledge, the business unit aims to enhance its suite of services, leverage advanced technologies, and deepen partnerships with industry stakeholders to support clients in navigating the complexities of a rapidly evolving marketplace. “I am honored to join The DDC Group and lead the Shipping, Logistics, and Travel business unit,” Campese said. “This industry is undergoing significant transformation, and I look forward to working with the talented team at DDC to deliver sophisticated solutions that empower our clients to thrive in this dynamic environment.” Hands-on Experience Campese’s hands-on experience in optimizing operations within the supply chain industry provides him with a unique perspective on business process transformations, the release noted. Specifically, transforming strategies to yield improved visibility and communication while delivering measurable results and improved customer satisfaction. “The DDC Group is globally recognized for its expertise in transportation and logistics, among other sectors, providing outcome-based, business process management solutions that deliver high caliber performance metrics, including record-high accuracy rates, rapid processing speeds and measurable profitability improvements,” the release said. “With the addition of Campese to its leadership team, the company is well-positioned to reinforce its reputation as one of the most trusted partners in freight.”

FTR’s Shippers Conditions Index improves in November

Dana Guthrie - January 27, 2025

BLOOMINGTON, Ind. — The FTR’s Shippers Conditions Index improved by a point in November to a reading of 2.3, indicating a modestly favorable market for shippers. “The freight market has entered a transitional phase in which shippers should no longer expect consistently favorable conditions as has been the case over the past two years,” said Avery Vise, FTR’s vice president of trucking. “During that period, the SCI was negative only twice, and in both cases a spike in diesel prices was the key factor. As we enter 2025, shippers should expect a more balanced market but not one that is especially tough, at least not by the standards of years like 2021 and 2018. We still forecast SCI readings close to neutral over the next couple of years with only a marginally negative bias.” Improvements Mostly Due to Fuel Costs According to an FTR media release, lower fuel costs and marginal loosening of capacity resulted in better market conditions in November. This offset less favorable freight rates and volume. The outlook for shippers’ conditions has improved slightly but remains close to neutral, and swings in fuel costs could yield both positive and negative outliers.

EEOC sues FedEx for disability discrimination

Dana Guthrie - January 27, 2025

NEW YORK – The U.S. Equal Employment Opportunity Commission (EEOC) has filed a lawsuit against FedEx Express for allegedly violating federal law when it failed to accommodate several dispatchers’ requests to continue working from home and demanded the dispatchers’ immediate return to its downtown Manhattan office, effectively forcing at least one into retirement. “Allowing an employee to work at home can be a reasonable accommodation where the person’s disability prevents them from successfully performing the job on-site and the job, or parts of the job, can be performed at home without causing significant difficulty or expense,” said Kimberly A. Cruz, EEOC Regional Attorney. “Before denying such accommodation requests, companies must sincerely evaluate whether the accommodations can be made, whether they would require significant difficulty or expense, and/or whether alternative accommodations exist.” 30-year Employee Denied Accommodation According to the EEOC’s lawsuit, a successful 30-year career dispatcher for FedEx requested to continue teleworking as an accommodation for her disabilities which, among other limitations, substantially limited the employee’s ability to walk. The employee, and other disabled dispatchers, previously performed dispatcher duties remotely for nearly three years, from approximately April 2020 until February 2023. FedEx denied continued telework based on an alleged operational need to have all its dispatchers work in the office and failed to engage with its disabled dispatchers to find alternative accommodations, according to the suit. Violation of ADA Such alleged conduct violated the Americans with Disabilities Act (ADA), which prohibits an employer from failing to reasonably accommodate an employee’s qualifying disability, absent undue hardship. The EEOC filed suit in U.S. District Court for the Southern District of New York (EEOC v. Federal Express Corporation d/b/a FedEx Express, Civil Action No. 1:25-cv-00454) after first attempting to reach a pre-litigation settlement through its conciliation process. The EEOC seeks relief designed to remedy and prevent discrimination based on disability. “The COVID-19 pandemic taught us many things, including that remote work can benefit employers without creating much of a detriment,” said Andres F. Puerta, a trial attorney in the EEOC’s New York District Office There is no reason an employee who is successfully working remotely as an accommodation for a disability should be denied continued accommodation where no undue hardship exists.” For more information on disability discrimination, please visit https://www.eeoc.gov/disability-discrimination.

Great Dane strengthens executive team with key appointment

Dana Guthrie - January 27, 2025

SAVANNAH, Ga. — Great Dane is appointing Robert P. France as executive vice president and chief human resources officer. “Rob has a wealth of experience growing businesses that place people at the center of an organization’s strategy. He’s a passionate and authentic leader and I’m excited about the new dimension he brings to Great Dane,” said Rick Mullininx, president and COO. “We want to continue to attract and retain the best and brightest talent and Rob will help build a strategy that meets the needs of our growing business while supporting the family culture that makes Great Dane a place where people are proud to work.” According to a company press release, France will partner with Great Dane’s leadership to shape a talent strategy that supports the company’s growing business while strengthening the company’s core values and family-focused culture. New Role Will Provide Guidance for Shaping Talent Strategy Before joining Great Dane, France worked in leadership roles at Corning Incorporated for twenty-three years. He served as senior vice president and chief human resources officer where he was responsible for leading the global human resources function across five businesses, with employees in 44 countries, including more than seventy global manufacturing plants. During his tenure, he helped grow Corning’s global workforce from 25,000 to 63,000 employees, the fastest and most successful expansion in the company’s 170-year history. In addition to his experience at Corning, France previously held human resources leadership positions with global manufacturing companies Appleton Papers, Harley-Davidson, Pepsi-Cola, and Smithfield Foods. “Great Dane has a 125-year history of innovation and I’m looking forward to helping create the next chapter of the company’s story,” France said. “Great Dane’s belief that the employee is the center of everything and its commitment to growth through greatness is what drew me to the company. I believe I can help Great Dane achieve something very special in its next phase.” France earned his bachelor’s degree from Elizabethtown College and a master’s degree in industrial and labor relations from the Indiana University of Pennsylvania (IUP).

Port of Savannah’s Ocean Terminal receives 4 new electric ship-to-shore cranes

Bruce Guthrie - January 27, 2025

SAVANNAH, Ga. — The Port of Savannah announced it has received four new electric ship-to-shore cranes on January 25, bringing Ocean Terminal’s fleet to eight Super Post Panamax cranes, all designed by Finland-based, Konecranes. Once all cranes are commissioned and berth construction is completed, the eight ship-to-shore cranes at Ocean Terminal will have the capability to service two vessels simultaneously, a release stated. “The completion of this project in 2028 will enable Ocean Terminal to accommodate the largest vessels serving the U.S. East Coast,” said Ed McCarthy, Chief Operating Officer of Georgia Ports. “Our goal is to ensure customers have the future berth capacity for their larger vessels’ first port of calls with the fastest U.S. inland connectivity to compete in world markets.” “We want our ocean carrier customers to see us as the port they can bring their ships and make up valuable time in their sailing schedule using our big ship berths. Our crane productivity and 24-hour rail transit to inland markets is industry-leading,” added Susan Gardner, Vice President of Operations at Georgia Ports. Ocean Terminal, while still open and operating, is currently in a renovation phase. The GPA board approved a $29 million exit ramp from the terminal enabling direct to local highways which will allow trucks direct highway transit to Atlanta without any traffic lights until entering Atlanta. The ramp project is 60% complete and is designed with the local community in mind to keep container trucks off local neighborhood roads.

AIT Worldwide Logistics executives appointed to new leadership roles

Bruce Guthrie - January 27, 2025

ITASCA, Ill. — AIT Worldwide Logistics has made a couple of changes. The company that describes itself as a global supply chain solutions leader, has named Ray Fennelly to the position of chief development officer (CDO) and Ann Nemphos to chief information officer (CIO). This executive management reorganization improves the alignment of the company’s top leadership with its five-year growth strategy. Fennelly, a veteran of both the company and the logistics industry, started with AIT 30 years ago and has held numerous leadership roles in that time, most recently serving as CIO. He has been intimately involved with the company’s acquisitions for the past 13 years, but in the newly created CDO position, he will focus more completely on acquisition activities including, working closely with AIT’s financial partner to identify and carefully vet potential targets, overseeing the M&A transaction process, and providing support for the integration of acquired companies. His long-term goals include expanding AIT’s market presence by shaping its growth trajectory. He continues to oversee the company’s global compliance, marketing and sustainability teams while reporting directly to Chairman and CEO, Vaughn Moore according to a recent media release. “Ray has been an integral part of the leadership team, guiding our technology groups to implement transformational initiatives for more than a decade,” said Moore. “I have absolute confidence in his ability to boost AIT’s success as he dedicates his focus to driving the organization’s strategic growth initiatives.” Nemphos is also a tenured executive, having amassed decades of experience leading information technology teams at a variety of multinational corporations. As CIO, she will continue to evolve the structure and focus of AIT’s information technology groups to further support organizational growth. She will also guide her team to enable the company’s strategic roadmap while delivering quality technology solutions that benefit AIT’s teammates and customers. Nemphos reports to Fennelly, as she has since being hired as chief technology officer in 2024. “In the span of just eight short months, Ann’s leadership of our technology teams has made a tremendously positive impact that will be felt well into the future,” said Fennelly. “Her incisive, straightforward approach has been an excellent cultural fit since her first day with the company. By ramping up quickly in her role to take full control of leading AIT’s technology groups, Ann has added flexibility to the C-team, allowing me to turn my attention towards acquisitions and business development.”

Gerald Hofmann named president of Odyssey’s marine logistics arm

Dana Guthrie - January 26, 2025

CHARLOTTE, N.C. — Odyssey Logistics is appointing Gerald Hofmann as president of the company’s Integrated Marine Logistics division. “Gerald is an accomplished leader with a strong history of domestic and international supply chain experience and his global background makes him uniquely suited to lead Odyssey’s Integrated Marine Logistics division,” said Michael Ziomek, COO. “It’s a pleasure to welcome Gerald to our team, and we look forward to strengthening our presence and services across key shipping lanes under his leadership.” Experienced Leader According to a company press release, with more than 30 years of experience driving growth across global supply chains, Hofmann will lead Odyssey’s multimodal logistics operations across Alaska, Hawaii, Guam, and Puerto Rico including its licensed non-vessel operating common carrier services. Hofmann’s leadership of Odyssey’s presence across important Jones Act lanes positions the company for broad growth while supporting seamless operations across critical U.S. and international shipping routes. Expanded Presence As Odyssey expands its market presence, the company’s Integrated Marine Logistics division plays an integral role in the company’s end-to-end multimodal logistics solutions. With the addition of Hofmann, Odyssey enhances its expertise in domestic and international shipping, supporting seamless operations across key trade routes. “With multimodal logistics becoming increasingly complex, the importance of working with a trusted partner like Odyssey that not only is deeply experienced in the space but also continues to adapt and innovate is more important than ever,” Hofmann said.. “I am immensely proud to join this team and look forward to building on its industry-leading success.” Prior to joining Odyssey, Hofmann held senior leadership roles at iDC Logistics, Yusen Logistics and Panalpina. He holds an MBA in Global Supply Chain Management from École des Ponts Business School in Paris. Hofmann succeeds Jason Totah. Totah leaves Odyssey with a 35-year legacy, having developed the division into a successful cornerstone of Odyssey’s business. “We are grateful to Jason for his valuable contributions to Odyssey’s business, and his years of dedicated service have positioned the division solidly for continued growth,” said Hans Stig Moller, CEO of Odyssey.

ZM Trucks announces first North American manufacturing plant

Dana Guthrie - January 25, 2025

Fontana, Calif. — ZM Trucks is establishing its first North American manufacturing plant in Fontana, Calif. “Our new Fontana facility reflects ZO Motors’ commitment to the U.S. market and sustainable innovation,” said Joost de Vries, CEO of ZO Motors. “This expansion allows us to deliver zero-emission solutions that lower total cost of ownership and drive long-term value for our customers.” According to a press release, the milestone also marks the relocation of the company’s regional headquarters to the Fontana facility. The move solidifies its commitment to advancing sustainable transportation solutions in the United States. The facility spans 9.67 acres with a 210,000-square-foot factory floor. It is located about 49 miles from downtown Los Angeles. Cornerstone of U.S. Operations “The manufacturing plant will serve as the cornerstone of ZO Motors’ U.S. operations through its subsidiary, ZM Trucks, supporting the production of a diverse portfolio of zero-emission products,” the release said. “Initially, this will include electric commercial trucks, terminal tractors, and airport ground service equipment under the ZM Trucks brand. The state-of-the-art facility is expected to begin production in the first half of 2025.” ZO Motors has already announced its manufacturing plant in Cambodia, which will be instrumental in supplying the Asian Pacific markets. The Fontana plant underscores the company’s strategic commitment to scaling its operations in regional markets and grow its global footprint. “The new regional headquarters and manufacturing facility in Fontana are expected to create significant job opportunities in the region while reinforcing ZO Motors’ mission to lead the transition to cleaner, more sustainable transportation solutions,” the release said.

Navigating the Fair Labor Standards Act in trucking, Part 1: Minimum wage and overtime

Brad Klepper - January 24, 2025

The trucking industry, known for its complexity, finds itself entwined with various federal and state labor laws that dictate how drivers are compensated and treated. One influential piece of federal legislation in this arena is the Fair Labor Standards Act (FLSA). This month, I want to illuminate the nuances of the FLSA as they pertain to commercial truck drivers, addressing key questions and exploring the implications of state-specific regulations. Can drivers legally be paid by the mile? The short answer is yes, commercial truck drivers can be legally paid by the mile. The FLSA does not prohibit per-mile compensation. Whether it is mileage pay, percentage pay or another form of payment, employers must ensure that the total workweek’s earnings do not fall below the federal minimum wage when divided by the number of hours worked over the course of the workweek. What is the current minimum wage? The current federal minimum wage is $7.25 an hour; however, 30 states, the District of Columbia, Guam, Puerto Rico and the U.S. Virgin Islands all require higher minimum wages. An article from Paycor discusses many increases at the state level that went into effect Jan. 1, 2025. In the event state and federal laws differ, generally the law that has a higher standard for the law’s intent prevails. In other words, if a person is employed in a state with a higher minimum wage than the federal requirement, the state minimum wage will prevail. How do you calculate a driver’s hours worked? For a driver considered to be an employee and keeping logs, time logged on-duty or driving is obviously considered work time. However, in Montoya v. CRST Expedited Inc., 1st Cir., No. 21-1125 (Dec. 12, 2023), both the district court and the appellate court determined time in the sleeper berth in excess of eight hours in one day is compensable under FLSA. Off-duty time logged when a driver must be “on-call” may also be considered compensable. The linked document above references the Field Operations Handbook (FOH) saying, “consistent with the waiting time regulations at sections 785.12-.16, waiting or layover time will be considered noncompensable off-duty time if the driver ‘is completely relieved of all duties and responsibilities, is permitted to leave the truck or temporary station to go anywhere, knows in advance that work will not resume until a specified time, and the period of layover is of sufficient length to be used effectively for the employee’s own purposes.’ FOH 31b09(c)(1).” Do drivers work over 40 hours weekly without overtime compensation? Under the FLSA, most employees are entitled to overtime pay for hours worked over 40 in a workweek. However, commercial truck drivers often fall under exemptions to this rule due to The Motor Carrier Exemption. The Motor Carrier Act exemption applies to drivers, mechanics and loaders whose duties affect the safety of operations in interstate commerce. This means that many drivers are not entitled to overtime pay under federal law. It’s important to note that this exemption does not apply universally and depends on specific job duties and employer classifications as seen in the fact sheet linked above. Are candidates in driver orientation entitled to FLSA protections? The language commonly used in trucking can be at odds with the language used by the Department of Labor (DOL). Depending on what’s included, “orientation” can be a bit of a misnomer. The DOL typically considers “orientation” to happen post-hire, but many companies are, in fact, offering a “training” to vet candidates ahead of making an offer of employment — but calling it “orientation.” This can lead to some confusion between carriers, candidates and the DOL. According to the DOL’s FLSA advisor, if this training meets the following requirements, it may be unpaid: The training, even though it includes actual operation of the facilities of the employer, is similar to that which would be given in a vocational school; The training is for the benefit of the trainees or students; The trainees or students do not displace regular employees, but work under close supervision; The employer that provides the training receives no immediate advantage from the activities of the trainees or students and, on occasion, his operations may even be impeded; The trainees or students are not necessarily entitled to a job at the conclusion of the training period; and The employer and the trainees or students understand that the trainees or students are not entitled to wages for the time spent in training. Ensuring minimum wage compliance with pay deductions When a company wants to deduct from a driver’s pay, it must ensure that such deductions do not reduce the driver’s earnings below the federal minimum wage. Many employers offer bonuses, to be paid only if certain criteria are met, but there are occasions in which an employer may legally reduce regular wages — but again, those deductions must be made thoughtfully to avoid reducing weekly earnings below minimum wage. Conclusion Understanding the intricacies of the FLSA and related state laws is crucial for commercial truck drivers and their employers. By ensuring compliance with these regulations, employers can foster fair labor practices while minimizing the risk of legal repercussions. Drivers, on the other hand, can better advocate for their rights and ensure they receive fair compensation for their labor. Next month, I’ll go into more detail on deductions and current differences in state laws, which are always evolving.

Streamlining logistics: CH Robinson introduces new tech for carrier payments

Dana Guthrie - January 24, 2025

EDEN PRAIRIE, Minn. — C.H. Robinson is announcing the launch of C.H. Robinson Financial, an innovative suite of digital payment solutions aimed to increase the speed of cash flow for carriers. “We recognize that timely payments have long been a challenge for the carrier community, and we’re proud to introduce this new solution, setting a new standard of speed and efficiency unmatched by any other freight provider,” said Cody Griggs, vice president of digital brokerage. “Along with Triumph’s proven expertise in delivering innovative payment and financial solutions, this digital advancement is poised to be a game changer for the trucking industry. It marks a significant leap forward in fostering financial stability and streamlining operations for carriers.” Partnership with Triumph Financial According to a company press release, through its strategic relationship with Triumph Financial Inc. carriers within C.H. Robinson’s 450,000+ contract carrier network now have access to a new factoring solution designed first for C.H. Robinson. Additionally, through Triumph’s LoadPay, a digital bank account, carriers are able to receive payment on approved invoices within minutes without a transfer fee— transforming what once took days or weeks into near-instant payments. “This industry leading solution redefines payment efficiency for carriers, streamlining processes and helping to drive operational excellence.” the release said. “Backed by Triumph Financial’s leading digital payment solutions and C.H. Robinson’s unmatched scale, it delivers immediate impact and unprecedented access to these terms.” Cash Flow Challenges Carriers often face cash flow challenges due to 30- to 90-day payment terms, leaving them waiting weeks for funds needed to cover essential expenses like fuel, maintenance, and payroll. In today’s market, fast and reliable payments are critical as carriers are looking for ways to remain competitive amid inflationary and market pressures. This new digital suite of services streamlines payment processes, enhances cash flow, reduces time-consuming administrative burdens, and helps carriers focus on what is most important – growing their business and maximizing their available time hauling freight. Solution Benefits Benefits under the new C.H. Robinson Financial solution set include: Immediate Cash Flow: Factoring is a solution that accelerates invoice payments, helping suppliers improve their cash flow. Factoring powered by Delta, a new service offering from Triumph designed first for C.H. Robinson, gives carriers immediate access to funds, 24/7, for unpaid invoices. This service enhances carriers’ financial liquidity by providing faster payments and reducing administrative burdens. Carriers will have the benefit of getting approved invoices for C.H. Robinson loads and other freight providers paid within a day, while Factoring manages payment collection directly from customers. Time Savings: Through a LoadPay digital bank account, carriers can receive payments almost instantly once their invoices are approved. Unlike traditional bank accounts, LoadPay ensures that payments are transferred to carriers’ accounts within minutes, even on weekends and holidays. This ensures quicker payment —no more waiting days or weeks for money — but also reduces the time spent on back-office payment processes. Flexibility and Security: Instant access to funds with your LoadPay digital bank account, which also includes a debit card and detailed invoice and payment tracking for full transparency across the payment lifecycle. “Triumph is thrilled to combine our technology and expertise with C.H. Robinson to deliver industry leading financial solutions to market,” said Erik Bahr, chief revenue officer at Triumph Financial. “This collaboration empowers C.H. Robinson to provide their carriers with an unmatched experience, further strengthening their industry leadership.”

Peterbilt names new leaders to drive company’s future growth

Dana Guthrie - January 24, 2025

DENTON, Texas — Peterbilt is naming two new leaders to the drive the company’s growth and raise sales. Jake Montero has been named Peterbilt general manager and PACCAR vice president. Before his current role, Montero served for two years as Peterbilt assistant general manager, sales and marketing. Montero has been with PACCAR for 19 years and has held positions of increasing responsibility. “I am excited to lead Peterbilt during this pivotal time in the trucking industry with increased opportunities to leverage advanced technology and innovation to deliver first-class vehicle solutions to our customers,” Montero said. According to a company press release, Montero holds a Bachelor of Science degree in Mechanical Engineering from Washington State University and a Master of Business Administration degree from Seattle University. He also completed the Stanford Executive Program from Stanford University in 2024. Montero will be based in Denton, Texas at the Peterbilt Motors Company headquarters. Erik Johnson has been named Peterbilt assistant general manager of sales and marketing. Johnson has been with PACCAR for 19 years. During this time, he has held positions of increasing responsibility, most recently as Peterbilt’s Denton manufacturing facility plant manager. Johnson earned his Bachelor of Science degree in Mechanical Engineering from the University of Washington and his Master of Science degree in Mechanical Engineering from the University of Washington.

Stericycle to pay $9.5 million for environmental violations

Dana Guthrie - January 24, 2025

WASHINGTON – Stericycle will pay $9.5 million as part of a settlement related to environmental violations in the operation of its former hazardous waste management business. “Stericycle repeatedly failed to ensure the proper transport, management, and storage of hazardous waste – a job that they were paid to do and entrusted to perform on behalf of customers nationwide,” said Cecil Rodrigues, acting assistant administrator for EPA’s Office of Enforcement and Compliance Assurance. “EPA is committed to ensuring companies comply with the law and to protecting communities from the potential risks associated with the mismanagement of hazardous wastes.” Systemic Operation Problems According to a joint press release, the Environmental Protection Agency (EPA) and the Department of Justice (DOJ) announced a settlement agreement with Stericycle for systemic, nationwide violations of the Resource Conservation and Recovery Act (RCRA) from May 5, 2014, through April 6, 2020. The settlement resolves Stericycle’s failures to properly manage hazardous waste, accurately maintain required manifest records when transporting hazardous waste, and timely submit information for thousands of manifests to EPA’s electronic manifest database, the e-Manifest system. The proposed stipulation and order of settlement agreed to by Stericycle requires payment of a $9.5 million civil penalty. It is one of the largest civil penalties ever paid for RCRA violations. The settlement is subject to approval by the U.S. District Court for the Southern District of New York. “Today, we hold Stericycle responsible for flouting hazardous waste management requirements while operating a nationwide hazardous waste business and risking significant potential harm to human health and the environment,” said attorney for the United States Matthew Podolsky of the Southern District of New York. “This penalty should put other waste management firms on notice that we will hold them accountable when they shirk their legal responsibilities and put the public and environment in harm’s way.” Ceasing Operations Stericycle is a waste management company that operated a nationwide hazardous waste transportation, storage, treatment and disposal business until it sold the vast majority of the business on April 6, 2020. Stericycle operated 13 RCRA-permitted hazardous waste treatment, storage and disposal facilities (TSDFs) and 44 waste transfer facilities. On April 6, 2020, Stericycle completed the sale of its “Stericycle Environmental Solutions” hazardous waste business and, since that date, has largely ceased managing hazardous waste in the United States. However, Stericycle remains accountable for its systemic RCRA violations prior to that sale. Routine Violations Between May 5, 2014, and the date of sale, Stericycle routinely violated RCRA requirements related to tracking and transportation of hazardous waste, as alleged in detail in the complaint. Stericycle routinely lost track of hazardous waste while transporting it, sent hazardous waste to disposal facilities that were not the ones its customers had chosen, or delivered hazardous waste shipments without the required manifests. It also failed to comply with requirements for resolving and reporting discrepancies between hazardous waste identified on a shipping manifest and the hazardous waste received by Stericycle at its facilities for disposal, and it failed to timely return signed manifests to generators and timely submit them electronically to the EPA. Additionally, Stericycle violated RCRA by storing hazardous waste in transfer facilities when not authorized to do so, either because the storage period was longer than the 10 days permitted by RCRA regulations or because overall transportation times for the hazardous waste shipment exceeded those constituting “the normal course of transportation” under RCRA regulations. All of this conduct violated RCRA hazardous waste regulations critical to preventing substantial risks to human health and the environment. E-Manifest Violations The hazardous waste manifest is the key to tracking who generated the waste, the kind of waste being shipped and any potential dangers the hazardous characteristics of the waste pose and where and how the waste is disposed. This information is critical for ensuring that hazardous waste is handled properly and safely, and in the case of an emergency, giving first responders the information needed to handle leaks or spills that may occur during transport or in the event of an accident. The EPA’s e-Manifest system is the database for all hazardous waste shipments in the United States that are generated, transported and disposed of in the United States. The system’s requirements ensure that our nation’s hazardous waste data is transparent, easily accessible, and publicly available. Complete and on-time submissions to the e-Manifest system by companies like Stericycle are required by RCRA and essential to maintaining awareness of the hazardous waste activities in our communities and on our highways and rail systems. WM acquired Stericycle in November 2024.

Georgia Ports welcomes Wallenius Wilhelmsen’s new Brunswick hub facility

Bruce Guthrie - January 24, 2025

BRUNSWICK, Ga., — The Georgia Ports has a new occupant. A recent media release reported that Wallenius Wilhelmsen executives hosted the official opening of their newest global facility this week with customers, business partners, government leaders and employees. According to the release the new facility represents a southeast U.S. hub for the Oslo-based carrier who has consolidated Southeast port calls in Brunswick. The consolidation represents a move from an 85 acre Equipment Processing Center site in Pooler, Georgia and port calls in Ocean Terminal, Savannah to the new, customized 300 acre Brunswick facility. “This is a world-class facility and I am very impressed by what we have managed to achieve together with our partner GPA,” said Lasse Kristoffersen, President and CEO of Wallenius Wilhelmsen at the ribbon-cutting ceremony. “Wallenius Wilhelmsen is one of the largest RoRo carriers in the world and we want to thank Lasse Kristoffersen, John Felitto and Mike Derby for their decision to invest their future business model in Brunswick. This new facility will be an economic development engine for Glynn County, the Peach State and the Southeast. We wanted to build a facility designed for WW to suit their long-term growth needs,” said Griff Lynch. Holding a football on stage as a metaphor, he said “One of the most critical plays in football is the handoff. We’re making the handoff today to you on this special day and wish you and your customers success in the years ahead.” Wallenius Wilhelmsen COO for Logistics Services John Felitto added “Georgia Ports has been an integral partner who listens and is easy to work with,” citing an example of a 53’ wide road design necessary for the oversized RoRo equipment the facility will handle. The new facility creates a strategic U.S. hub for the export and import of autos that has scalability, agility along with an Equipment Processing Center (EPC) onsite for heavy equipment export and import. “Every heavy machinery customer would like to have finish to order (FTO) activities close to the port to reduce costs, improve delivery velocity to customers and access to global markets.  At Colonel’s Island, they’re able to perform last mile manufacturing activities inside the port with all the processing and buildings on the terminal to perform their FTO customization work,” commented Flavio Batista, Georgia Ports’ Chief Commercial Officer. Strategic vision Wallenius Wilhelmsen’s strategic vision for Brunswick is to consolidate the company’s South Atlantic operations, creating a hub, to foster continued growth in the region. The business model is to develop the company’s end-to-end services that connect ocean transportation, terminal handling, processing and inland transportation, creating sustainable logistics. Sustainable design The Brunswick terminal will be able to accommodate all the vessels in the Wallenius Wilhelmsen fleet, including the Shaper class vessels and the Tirranna wind-propulsion vessel. The new cargo handling equipment will also be sustainable, like EV trucks and forklifts. Currently, there are 29 chargers on the terminal for yard vehicles, shuttle vans and trucks. The plan is to improve several of the level 2 chargers to level 3. 42 EV forklifts are on order to replace aging and diesel forklifts, amongst other equipment. Wallenius Wilhelmsen employs 518 people in Georgia and 3713 in the US.

Bridgestone LaVergne plant to cease operations as part of company-wide restructuring

Dana Guthrie - January 24, 2025

NASHVILLE, Tenn. — Bridgestone Americas (Bridgestone) is ceasing operations at its Truck and Bus Radial Tire Plant in LaVergne, Tennessee, effective July 31. “Decisions like this are not easy because of the impact it has on our teammates and their families, and at the same time we are optimizing our business footprint for the future,” said Scott Damon, CEO, Bridgestone West and group president, Bridgestone Americas. “We are confident that this decision will strengthen our core business, enabling us to operate more efficiently.” According to a company press release, the decision to cease operations in LaVergne is part of the company’s strategic initiatives to optimize its business footprint, strengthen its competitiveness and enhance the quality of the company’s U.S. operations. Bridgestone remains committed to contributing to society, economy, and mobility of people and goods across the U.S. Serving Society with Superior Quality Under the mission of “Serving Society with Superior Quality,” Bridgestone has been actively contributing to the U.S. society and the economy since its merger with Firestone in 1988. This includes investments in new tire plants, such as those in Warren County, Tenn. and Aiken County, S.C. established in the 1990s and 2010s. The company has been updating and optimizing its U.S. business footprint, including its headquarters and other offices. Improvements have also been made at the technology center in Akron, Ohio, Bandag retreading sites, and a sales and service network of 2,200 equity retail stores, all while contributing to local communities. “While adapting to the challenges of the business environment as Bridgestone continues to strengthen its core premium tire business and sustainably create social and customer value, further optimization of its business footprint and costs become increasingly essential,” the release said. “Therefore, the decision to close the LaVergne plant has been made. The closing of the LaVergne plant impacts approximately 700 hourly and staff teammates.” Stage Two Rebuilding Bridgestone will also implement business footprint and cost optimization measures in other areas, as part of its strategic initiatives. These include plant capacity and workforce reductions at the Des Moines, Iowa, agriculture tire plant, as well as workforce reductions in the company’s U.S. corporate, sales and operations. Bridgestone will work with all appropriate regulatory agencies and unions. “By continuously optimizing the business footprint and costs, Bridgestone is strengthening its competitiveness and focusing on value creation,” the release said. “This approach further enhances the company’s commitment to contribute to the U.S. society, the economy and mobility of people and goods throughout the nation in the long term.” Additionally, the company is undertaking business rebuilding activities in its Latin America operations, which include cost optimization efforts along with reductions in workforce and production capacity at its facilities and business operations in Argentina and Brazil. “These strategic initiatives of the business footprint and cost optimization are part of the “business rebuilding 2nd stage” from 2024 to 2025 outlined in the Mid Term Business Plan (2024-2026),” the release said.

Double Nickel launches Virtual Recruiter tool for hiring

Linda Garner-Bunch - January 23, 2025

BROOKLYN, N.Y. — Double Nickel, a technology company focused on driver recruiting solutions, has announced the launch of its Virtual Recruiter, which the company says is a first-of-its-kind tool designed to transform the CDL driver hiring process. According to a media release, the Virtual Recruiter leverages advanced automation and AI to engage, qualify and schedule drivers seamlessly, enabling fleets to reduce hiring costs and increase productivity. “Recruiting teams often spend up to half of their week attempting to contact drivers, yet more than half of leads are never reached,” said Francisco Lopez Roualdes, CEO of Double Nickel. “Our Virtual Recruiter tackles these challenges head-on, ensuring faster, more effective engagement with applicants.” According to Double Nickel, key features of the Virtual Recruiter tool include: Instant engagement: Drivers are automatically called when they express interest in a job. AI-powered screening: The system efficiently screens applicants to verify qualifications and job fit. Seamless scheduling: The Virtual Recruiter coordinates interview times with recruiters, eliminating manual effort. Comprehensive reporting: Users have access to real-time insights into engagement metrics and hiring funnel performance. “With this tool, clients have been able to increase contact rates by 1.5-2x, without the need to spend hours working the phones,” Roualdes said. “Additionally, drivers now can get their questions addressed within seconds of applying and can select a time to talk to their prospective employer — versus waiting for the recruiter to give them a call.” Roualdes says the trucking industry faces significant challenges in hiring qualified drivers, from high turnover rates to time-consuming recruitment processes. Double Nickel’s Virtual Recruiter eliminates inefficiencies by automating the most labor-intensive tasks, allowing fleets to get in touch with over 80% of applicants, maximize lead conversion (thereby saving on costs) and save up to four hours a day per recruiter in “attempting contact” efforts, he said. The Virtual Recruiter has already provided impressive results for clients, Roualdes said, noting that one fleet reported a contact rate of 100% and a significant improvement in interview scheduling. “(I am) absolutely stunned by the results so far and the quality of the conversations with prospective candidates, thanks to my 24/7/365 Virtual Recruiter assistant,” said Brad Hackett, director of recruiting and safety for Jett Express Inc.

FMCSA task force slams truck leasing practices

Bruce Guthrie - January 23, 2025

To lease, or not to lease? It’s a question often voiced by would-be owner-operators. What’s the answer? The Federal Motor Carriers Safety Association’s Truck Leasing Task Force says “not.” In a report released Jan. 17, the FMCSA stated in its conclusion, “inequitable leasing agreements and terms in the motor carrier industry,” 119 with noted differences between truck leases and auto financing that may create significant financial risks for drivers. Those financial risks may in turn lead to potential safety risks by not “properly incentiviz[ing] the safe operation of vehicles.” The report was prepared for the Department of Transportation’s Truck Leasing Task Force (TLTF), which the Consumer Financial Protection Bureau (CFPB) serves as a technical advisor. The findings of this report are primarily based on contract text from truck lease-purchase agreements combined with experiences shared by truck drivers working under such agreements, which were received through a request for information (RFI) issued by the TLTF, supplemented with industry research where relevant. The truck leases supplied through the RFI differ from conventional financing agreements for automobiles and other light vehicles in significant ways, including: 1. Potentially confusing earnings and expenses projections: The information provided to drivers about predicted earnings and expenses may be confusing or potentially misleading. 2. Absence of comprehensible financial disclosures: Drivers may sign leases without ever being informed of basic financial information about the cost of financing, such as annual percentage rate (APR) equivalents or finance charges. 3. Broad default provisions: Default provisions in truck leases may be triggered for reasons beyond missed payments, insurance lapses, or imperiling the collateral, at any time, and in some cases for no reason at all. 4. Expansive remedy provisions: Most auto finance remedy provisions allow for repossession and acceleration of payments due upon default, but truck leases may define “damages” as large sums of money unrelated to actual losses realized by the finance company. 5. Use of escrow accounts and personal guarantees: The use of sizable escrow accounts and personal guarantees may enable the truck financing company to ensure payout for damages assessed in default. 6. Ease of inducing driver to relinquish truck: If driving the truck fails to generate revenue that exceeds the costs of the lease and operation of the vehicle, drivers may opt to relinquish the trucks rather than wait for repossession. RFI responses also suggest the threat of significant costs imposed under contracts signed by drivers may disincentivize the safe operation of vehicles in the following ways: 1. Driver compliance with the hours of service regulations and laws governing speed and safety: Drivers may be pressured to haul loads in violation of laws governing speed and safety by motor carriers affiliated with their finance company. 2. Pressure to operate unsafe equipment: Drivers may be pressured to haul loads even when they have deemed the equipment to be unsafe. 3. Timely repair and maintenance: Drivers may be pressured to choose between making expensive repairs needed to maintain a safe vehicle and the imperative to continue hauling loads. The Owner-Operator Independent Driver Association (OOIDA) issued its response to the report which it states, “unequivocally calls for an end to predatory truck lease-purchase agreements. During several meetings hosted by the Federal Motor Carrier Safety Administration, the Task Force characterized these programs as fraudulent and oppressive, concluding that they are irredeemable and should be banned. OOIDA agrees and has voiced similar concerns for decades.”