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Kriska announces leadership changes

MISSISSAUGA, Ontario, Canada — Kriska Transportation Group (KGT) has announced fundamental leadership changes that mark an important milestone in the company’s growth. “These changes reflect KTG’s ongoing commitment to leadership excellence and strategic growth as we continue to evolve and meet the needs of our customers, partners and employees,” the company said in a media release. According to the release Mark Seymour, who has served as both CEO and president since 2014, has stepped down as president role but will remain CEO. David Tumber has assumed the dual roles of president and COO. Tumbler, who has been with KTG since 2015 and has served as COO since 2020, will continue overseeing operations while leading the organization in its mission toward operational excellence and growth. Long-time CFO Pierre Carrier has begun transitioning from his active role as CFO to become a board advisor. Carrier has been with the company since 2002. Craig Sifton has moved into the role CFO, replacing Carrier. Sifton brings a wealth of experience and energy to the executive team and will play an integral role in driving KTG’s growth and continuous improvement. After nearly a decade of dedicated service, Sylvane Fournier Lacroix, director of financial reporting and financial systems will retire this fall. Reena Bienko has assumed this role, effective Sept. 3, 2024.  

Knowing your cost per mile can make or break a small trucking business

It’s not difficult to tell which small trucking business owners don’t have a handle on the economics of their business. They tend to explain things in generalities. For example, “It used to cost about $700 to fill up my truck, but now it’s $1,000.” They’ll talk about how many dollars they usually take home in a week, or how they used to get paid a certain amount to go to Albuquerque, but now it’s less. “About” is a word they use frequently. On the other hand, owners who truly manage their business understand that generalized data and statistics are meaningless. These business owners track their expenses by the mile, and they can tell you — to the penny —their actual cost of operations. Some total those expenses every month or maybe every quarter, adjusting their business plan as they go. Some calculate costs for each trip, but small sample sizes aren’t usually as meaningful. In short: The most successful trucking company owners are intimately familiar with their cost per mile. Most begin with tracking revenue. In most operations, rates for some loads are disappointing, while others might be a little more profitable. Knowing your revenue per mile helps you make better decisions. If you’ve been averaging a certain amount per mile and you’re offered a load that comes in lower, you can consider specific factors, such as how this load positions you to pick up the next load or how the timing fits with your need for home time. Track your fuel costs. Smart business managers know what their fuel cost is for every mile. They track miles driven and gallons of fuel purchased, and they incorporate fuel surcharge payments received. They have a gross cost per mile for fuel as well as a net cost after applying the fuel surcharge. They track expenditures for DEF, too. Fuel cost is likely to be the biggest expense an owner operator has, but there are other important items, too. Factor in costs of repairs, as well as the cost of downtime. Many truck owners have experienced the shock of a large repair bill — but at the end of the year, they can’t determine the actual impact that expense had on their business’s bottom line. But it takes time to be able to estimate repair costs for the coming year. If you know your maintenance costs were 12.5 cents per mile last year, you can multiply that by the number of miles you intend to drive to calculate approximately what you’ll spend in the coming year. If you know that you’ll have a major expense, like an engine overhaul, in the coming year, you can adjust your estimate to accommodate the cost. There is another cost of maintenance, too, that of lost business. If you know what your typical revenue is per day, you can calculate how much revenue you’ll lose each day your truck is in the shop for repairs. It’s usually better if you can schedule repairs during time you were planning to be off anyway … but things don’t always work out that way. It’s important to remember that trips to the maintenance facility involve TWO checks; the one you write for the repairs and the one you don’t get for hauling freight while the truck was in the shop. Tires are a maintenance item, but some owners calculate the cost separately. This is helpful when you need a true picture of what you’re spending on tires, recaps and repairs. Fixed costs can add up. Some fixed costs, like truck payments and insurance premiums, can look better or worse depending on the miles you drive. You may not be able to make your truck payment smaller — but you can reduce the cost per mile by simply driving more miles. Insurance payments, registration and tags, parking spot rent and other expenditures all fit in this category. Due to post-COVID inflation, interest rates have risen considerably. More of each month’s truck payment is devoted to interest payment than in the past. If you’re planning to purchase new equipment, the down payment required may be higher than it was in the past. But there’s another area where credit cost can eat up a budget: Revolving credit. Most credit cards have an adjustable rate of interest. The rate fluctuates depending on several factors, including the interest rate charged by the Federal Reserve to lenders. The average interest rate for credit cards is now in excess of 20%. On Sept. 18, the Federal Reserve cut its benchmark interest rate by a half-point, an unusually high drop. Unfortunately for those with existing debt, it won’t impact your interest rate very much, if at all. If you MUST use credit cards for business expenses (and many of you do), pay off the balances as quickly as possible. Know the terms from your credit card company, such as the period when balances are carried to the next month and interest is charged. You could get charged with a month’s interest even though you paid the balance long before the month ended. If you have several credit cards, consider implementing the “avalanche” method of debt reduction. By paying as much as you can to the card with the highest interest rate and making minimum payments on other cards, you’ll eliminate the largest interest expense sooner. Then you can work on the others. As you are calculating cost per mile for different items, it might be helpful to track interest expense separately. That helps you identify where you may need a consolidation loan or other action to reduce costs. Day-to-day expenses also eat into your profits. Don’t forget to track expenses for meals, lodging, tolls, broker fees and even miscellaneous items like shampoo, water bottles, etc. When it comes to daily expenses, the old adage that the first step to managing something is measuring it definitely applies. Ask for help if you need it. There are companies and organizations that offer assistance in tracking your expenses. Some offer forms or programs to assist you in keeping track. For example, the Owner-Operator Independent Drivers Association (OOIDA)v has a fill-in form that will do the calculations for you if you answer some questions. DAT and Truckstop, two websites known for load boards, offer a wealth of tools and advice — and a lot of it’s free. A quick internet search will turns up several sites that offer downloadable spreadsheets. If you’re managing your business properly, your take-home pay isn’t simply what’s left over after expenses. (You should know what your own pay costs per mile, too!)

Federal Reserve cuts key rate by sizable half-point for the first time in 4 years, signaling end to its inflation fight

WASHINGTON  — The Federal Reserve on Wednesday cut its benchmark interest rate by an unusually large half-point, a dramatic shift after more than two years of high rates that helped tame inflation but also made borrowing painfully expensive for American consumers. The rate cut, the Fed’s first in more than four years, reflects its new focus on bolstering the job market, which has shown clear signs of slowing. Coming just weeks before the presidential election, the Fed’s move also has the potential to scramble the economic landscape just as Americans prepare to vote. The central bank’s action lowered its key rate to roughly 4.8%, down from a two-decade high of 5.3%, where it had stood for 14 months as it struggled to curb the worst inflation streak in four decades. Inflation has tumbled from a peak of 9.1% in mid-2022 to a three-year low of 2.5% in August, not far above the Fed’s 2% target. The Fed’s policymakers also signaled that they expect to cut their key rate by an additional half-point in their final two meetings this year, in November and December. And they envision four more rate cuts in 2025 and two in 2026.

Rolling into the record books: 28 PFG drivers selected for IFDA’s Truck Driver Hall of Fame

RICHMOND, Va. — Twenty-eight of Performance Food Group Company’s  truck drivers have been honored for their outstanding records of service and safety by being inducted into the 2024 International Foodservice Distributors Association (IFDA) Truck Driver Hall of Fame. IFDA’s hall of fame program recognizes the top drivers in the foodservice industry. “Our delivery drivers are the heartbeat of our company and exemplify the values of hard work, reliability and excellence,” said Jeff Williamson, senior vice president, Operations at PFG. “Their tireless service ensures we consistently meet the needs of our customers across North America, delivering essential goods safely and on time. Their induction into the IFDA’s Truck Driver Hall of Fame not only honors their personal achievements but also highlights the critical role our drivers play in PFG’s continued success.” The PFG drivers inducted into the 2024 IFDA Truck Driver Hall of Fame include: Glenn Anderson, 25 years of service. Daryl Bedell, 44 years of service. Mark Branco, 26 years of service. Steven Davis, 26 years of service. Robert Dewey, 29 years of service. Jeffrey Fiscus, 26 years of service. Dudley Flannagan, 49 years of service. Mike Gales III, 32 years of service. Richard Gassaway, 35 years of service. Robert Heckman, 25 years of service. John Holmes, 30 years of service. David Howard, 28 years of service. Ed Huttleston, 30 years of service. James Lombardo, 36 years of service. Randy McBride, 26 years of service. Marvin Mcguire, 30 years of service. James Milton, 29 years of service. Tommy Mitchell, 25 years of service. Greg Nishinaka, 30 years of service. Robert Pingeton, 31 years of service. Edward Roberts, 26 years of service. Elijah Robinson, 26 years of service. Glenn Savoie, 35 years of service. Mark Schoeberlein, 25 years of service. Steve Shepard, 26 years of service. Rufus Spires, 26 years of service. Brian Voller, 26 years of service. Robert Wessling, 34 years of service. According to a press release, to be eligible for consideration for IFDA’s Truck Driver Hall of Fame, drivers must have at least 25 years of employment with an IFDA member company and have no moving violations or chargeable accidents within the last five years. “The professional drivers selected for the IFDA Hall of Fame represent the best of the best,” said Mark S. Allen, president and CEO of IFDA. “Hall of Fame induction permanently acknowledges the talents and hard work of these drivers, who are supporting our member companies as they safely and efficiently deliver food and supplies to professional kitchens nationwide.” All PFG drivers are required to complete a defensive driver training program to enhance safe driving habits and hazard perception. The training focuses on areas such as reduced involvement in potential collisions and decreased self-induced driving stress. The 2024 IFDA Truck Driver Hall of Fame class will be honored at an invite-only banquet at IFDA’s Solutions Conference Sept. 22-25 in Kansas City, MO.

Jessica Green promoted to vice president of sales supplier performance for Corcentric’s PFAC division

WILMINGTON, Del. —  Corcentric, a leading global provider of best-in-class procurement and finance solutions, announced that Jessica Green has been promoted to vice president of Sales Supplier Performance of its Private Fleet and Carrier (PFAC) division. “Jessica brings a wealth of fleet solutions experience and knowledge to this important leadership role within our PFAC business,” said Bill McCouch, senior vice president of Procurement Services. “She will work closely with the entire team to execute upon a shared vision that supports our procurement sales efforts and drives continued results.” In her new role, Green will serve as the primary liaison between the PFAC Sales organization and supply base. According to a company media release, Green has been with Corcentric for more than 10 years, most recently serving as director of Fleet Solutions Marketing, where she coordinated and produced materials representing all lines of business. She has also served as director of Products and Services for the Supply Management division. Prior to joining Corcentric, she held management positions with Interlink Companies and Adknowledge. Green holds a Bachelor of Science in Speech Communications from Southern Illinois University.  

Longshoremen at key US ports threatening to strike over automation and pay

Determined to thwart the automating of their jobs, about 45,000 dockworkers along the U.S. East and Gulf Coasts are threatening to strike on Oct. 1, a move that would shut down ports that handle about half the nation’s cargo from ships. The International Longshoremen’s Union is demanding significantly higher wages and a total ban on the automation of cranes, gates and container movements that are used in the loading or loading of freight at 36 U.S. ports. Whenever and however the dispute is resolved, it’s likely to affect how freight moves in and out of the U.S. for years to come. If a strike were resolved within a few weeks, consumers probably wouldn’t notice any major shortages of retail goods. But a strike that persists for more than a month would likely cause a shortage of some consumer products, although most holiday retail goods have already arrived from overseas. A prolonged strike would almost certainly hurt the U.S. economy. Even a brief strike would cause disruptions. Heavier vehicular traffic would be likely at key points around the country as cargo was diverted to West Coast ports, where workers belong to a different union not involved in the strike. And once the longshoremen’s union eventually returned to work, a ship backlog would likely result. For every day of a port strike, experts say it takes four to six days to clear it up. “I think everyone’s a bit nervous about it,” said Mia Ginter, director of North America ocean shipping for C.H. Robinson, a logistics firm. “The rhetoric this time with the ILA is at a level we haven’t seen before.” The longshoremen’s union and the United States Maritime Alliance, which represents the ports, haven’t met to negotiate since June, when the union said it suspended national talks to first complete local port agreements. No further national contract talks have been scheduled. Harold Daggett, the union president, warned earlier this month that the longshoremen stood ready to strike once their contract expires on Sept. 30. “We are very far apart,” Daggett said. “Mark my words, we’ll shut them down Oct. 1 if we don’t get the kind of wages we deserve.” Top-scale port workers now earn a base pay of $39 an hour, or just over $81,000 a year. But with overtime and other benefits, some can make in excess of $200,000 annually. Neither the union nor the ports would discuss pay levels. But a 2019-2020 report by the Waterfront Commission, which oversees New York Harbor, said about a third of the longshoremen based there made $200,000 or more. Daggett contends, though, that higher-paid longshoremen work up to 100 hours a week, most of it overtime, and sacrifice much of their family time in doing so. The Maritime Alliance has said it’s committed to resuming talks and avoiding the first national longshoremen’s strike since 1977. It has accused the union of having already decided in advance to walk off the job. “We need to sit down and negotiate a new agreement that avoids an unnecessary and costly strike that will be detrimental to both sides,” the alliance said in a statement. In the case of a short-lived strike, industry experts say consumers wouldn’t likely notice shortages of store goods during the holiday shopping season. Most retailers had goods transported ahead of the usual pre-holiday shipping season, and they’re already stored in warehouses. “It would be an inconvenience, but it’s not going to be ‘Santa’s not showing up,’ ” said Jonathan Chappell, senior managing director of transportation at Evercore ISI, an investment research firm. Imports to ports are up 10% this year over 2023 on the East Coast and 20% on the West Coast, indicating that some freight was shipped in anticipation of a strike, said Ben Nolan, a transportation analyst with Stifel. The longshoreman’s union, Nolan suggested, commands some leverage going into a presidential election, with memories still fresh of jammed ports and clogged supply chains that followed the pandemic recession. Unions also have drawn support this year from political candidates who have been courting the labor vote. “If ever there was a time that labor can get what they want,” Nolan said, “it’s right now.” If a strike were to extend beyond a month or so, spot shortages of goods could develop. Some manufacturers could run short of parts, notably in the auto and pharmaceutical industries, which generally don’t stock large parts inventories. Exports of autos and other goods that move through the East Coast also could be affected. Most analysts don’t expect President Joe Biden to intervene, as he and Congress did to head off a railroad strike in 2022, at least not before the Nov. 5 presidential election. Robinson, of the logistics firm C.H. Robinson, noted that the administration cannot legally impose a contract on the dockworkers before a strike. But if a strike were deemed to endanger national health or safety, Ginter said, Biden could, under the Taft-Hartley Act, seek a court order for an 80-day cooling-off period. This would suspend the strike. Analysts say the union’s initial demands included a 77% pay raise over the course of a six-year contract. Daggett, the union president, said sizable pay raises would make up for the inflation spike of the past few years. And he said it would give workers a share of the billions the companies have earned, especially during the pandemic. Copenhagen-based Maersk, among the world’s largest container shipping companies, made more than $50 billion in profits over the past four years. Earnings, though, dropped substantially in 2023 as pandemic-era consumer demand eased and brought sky-high freight rates back down. Daggett said the union members expect to be waging their biggest fight — against the automation of job functions at ports — well into the future. “We do not believe that robotics should take over a human being’s job,” he said. “Especially a human being that’s historically performed that job.” As an example, he pointed to a gate that automatically processes trucks without union labor at the port in Mobile, Alabama. The gate has been in place since 2008. The Maritime Alliance has said it offered, as part of a new contract, to keep current provisions that bar fully automated terminals and block the use of semi-automated equipment without an agreement from both sides on protecting human jobs. Experts say it’s not altogether clear whether automation would lead to layoffs. A 2022 study by the Economic Roundtable of Los Angeles that was funded by the West Coast dockworkers union found that automation cost 572 jobs each year in 2020 and 2021 at partially automated terminals at the ports of Long Beach and Los Angeles. But another study that same year by a professor at the University of California, Berkeley, that was commissioned by port operators and shippers concluded that between 2015, when Los Angeles-area ports adopted some automation, and 2021, paid hours for port union members grew 11.2%. At the huge Port of Rotterdam, one of the world’s most automated ports, union workers pushed for early-retirement packages and work-time reductions as a means to preserve jobs. And in the end, mechanization didn’t cause significant job losses, a researcher from Erasmus University in the Netherlands found. U.S. ports trail their counterparts in Asia and Europe in the use of automation. Analysts note that most U.S. ports take longer to unload container ships than do those in Asia and Europe and suggest that without more automation, they could become even less competitive. Shippers might send more cargo to Mexican or Canadian ports and then on to the U.S. by rail or truck, said Eleftherios Iakovou, associate director of supply chain resilience at Texas A&M University. He suggested that the two sides discuss the use of automation to augment the functions of human workers rather than to displace them. Any final reckoning over automation, though, remains a long way off. For shippers to abandon U.S. ports, Mexican ports would have to become more efficient at the same time that U.S. ports became “prohibitively inefficient,” said Stifel’s Nolan. “I do think there’s some validity to it, but it’s not a this-decade kind of issue,” he said. In the meantime, if there is a strike, analysts say West Coast ports could pick up at least some additional freight that might be diverted from Eastern ports, especially from Asia. But they couldn’t handle it all. Neither could the U.S. rail system. “The East Coast has grown a lot,” Nolan said. “There’s just no way to get around it.”

Empowering the next generation: Transervice awards scholarships to support employees’ children’s education

LAKE SUCCESS, N.Y. – Transervice Logistics Inc. has announced the recipients of the 2024 Transervice Scholarship Awards for the Fall term. According to a company press release, the $2500 scholarships to children of its employees recognize outstanding students who have demonstrated exceptional academic achievement, dedication to their fields of study and significant community involvement. In addition, applicants were required to submit a compelling essay explaining why they deserved the scholarship. “At Transervice, we deeply value our culture, family, and giving back to our employees,” said Kari Beeson, vice president of Human Resources. “This commitment is what inspired us to develop the Transervice Scholarship Program, supporting the growth and future success of our team members and their families.” This year’s scholarship recipients include: Carly Pherigo, a Marine Science Major attending the University of South Florida. She is the daughter of Jerod Pherigo, a Mechanic at LG&E. Josephine Starin, majoring in Elementary/Middle School Education at the University of Wisconsin-Whitewater. She is the daughter of Clint Starin, RDO at Berkeley. Maya Markowski, a Biochemistry Major at Binghamton University.  She is the daughter of Marek Markowski, a Driver at Montgomery. Evelyn Klumker, majoring in Biology at Lehigh University. She is the daughter of Eric Klumker, a Driver at Mountain. For more information about the Transervice Annual College Scholarship Program, contact Kari Beeson at [email protected].  

TIA sounds the alarm: 2024 State of Fraud in the Industry report published

Alexandria, Va. — The Transportation Intermediaries Association (TIA) – the only organization exclusively representing transportation intermediaries of all disciplines doing business in domestic and international commerce – released its State of Fraud in the Industry Report today revealing the extent of the threat, the financial impact on businesses and the critical steps the industry must take to protect itself from fraud schemes. “We are an industry under siege right now and we are not getting the support from government and law enforcement authorities to help us combat this scourge on the supply chain,” said Anne Reinke, president & CEO of TIA. “When people think of fraud in the supply chain, they only see what is happening to a business, they are not seeing the trickle-down effect to consumers and economy. Fraud is a multimillion-dollar problem that needs to be addressed today.” According to a media release, the report shows an industry under siege with little help from authorities. It also provides a detailed examination of the current state of fraud in the industry, offering insights into the most common types of fraud, the regions and commodities most affected and the strategies companies are employing to mitigate these risks. Based on a survey of 200 TIA members representing the diversity of the industry, the report highlights the most prevalent fraud types, the financial impact on businesses and the widespread nature of these incidents. Key Findings: Primary Target of Fraud: Truckload freight is overwhelmingly the primary target of fraud, with 98% of respondents identifying it as the most vulnerable mode. This is a crucial insight, as it highlights where companies should focus their preventive efforts. Multiple Fraud Types: Eight types of fraud were highlighted in the survey: spoofing, unlawful brokerage scams, fictitious pickups, phishing, identity theft, email/virus, inbound phone calls and text messages. This diversity in fraud experiences underscores the complexity of the challenges faced by the industry. Impact on Businesses: The average gross cost of fraud reported by respondents was $402,344.47, with an approximate per-load cost of $40,760.17. The rise in fraud is not just a financial burden—it also increases the cost of goods, affecting the entire supply chain and ultimately impacting consumers. Fraud Prevention Efforts: Nearly 1 in 5 respondents indicated that they spend an entire day each quarter on fraud prevention, while 16% reported spending more than 4 hours a day, and 34% said they dedicate more than 2 hours a day to these efforts. Even those who spend less than 2 hours a day on fraud prevention make up a significant portion, with 30% of respondents indicating this level of commitment. This considerable time investment in monitoring, verifying, and responding to fraudulent activities diverts attention from other essential business operations, affecting overall productivity and increasing operational costs. High-Risk Areas: Specific states, particularly California, Texas, Illinois, Georgia and Florida, are identified as having the highest incidents of theft. These areas are key logistics and transport hubs, making them prime targets for criminals. Targeted Commodities: The most commonly stolen goods are electronics, solar panels and household goods, which are targeted due to their high value and ease of resale.  

AI takes the lead: Motive launches innovative security solution for customers in Mexico

MEXICO CITY— Motive, the AI-powered Integrated Operations Platform, has announced the launch of its security solution to customers in Mexico. The battle against cargo theft is one of the top priorities for those in the trucking industry. High rates of theft drive up costs in the industry and, in turn, will drive prices even higher for consumers who are already fighting skyrocketing costs in nearly every area. In addition to traditional cargo theft, cyber theft is also on the rise and making a negative impact in the trucking industry. Specifically designed to solve the unique needs of businesses in Mexico, the new AI-powered security solution helps fleet operators reduce instances of theft, recover stolen goods faster, and improve driver safety. According to a company press release, Motive’s new capabilities provide security for vehicles and cargo through a single integrated platform to detect, prevent, and respond to threats and suspicious activity. The new capabilities verify authorized drivers, immobilize the vehicle when theft is detected, alert dispatchers of emergencies, capture live video feeds, and record footage 360-degrees around the vehicle. Now organizations with the highest security standards can rely on Motive’s best-in-class AI-powered security solution to keep their vehicles, drivers, and cargo safer and more secure than ever before. “While Mexico’s economy is experiencing massive growth, security risks are at an all time high,” said Motive General Manager, Mexico Omar Camacho. “A transport vehicle is stolen every 38 minutes and cargo theft rates are climbing, with 86% of incidents involving violence last year. Motive’s new AI-powered security offering gives organizations driving Mexico’s economic success exactly what they need to tackle these challenges and better protect their drivers and cargo.” According to the release, the products within Motive’s security solution work together to empower customers to reduce theft and improve recovery. Products include: Strengthen risk detection capabilities with real-time alerts: Get real-time alerts when drivers enter or leave geofenced high-risk zones with Motive’s advanced GPS system. Motive’s AI Dashcam, live streaming and Follow Mode capabilities enable dispatchers to assess risk by delivering a live stream of what’s happening on the road from the Fleet Dashboard. Available to all customers now. Improve incident response with Motive Panic Button: Available to all customers later this year, the Panic Button enables drivers to discreetly alert dispatchers to emergencies and request assistance. Respond to suspicious behavior with the Motive Engine Immobilizer featuring superior connectivity: Prevent unauthorized use of vehicles by remotely prohibiting engine starts. Featuring LTE and 2G fallback options for enhanced connectivity in remote locations, fleet managers can thwart attempted thefts and accelerate recovery. Available to all customers now. Improve cargo visibility and combat fraudulent claims with Motive’s AI-powered cameras: Motive’s AI Omnicam, the first ever AI-enabled camera built for side, rear, passenger, and cargo monitoring, paired with Motive’s market-leading AI Dashcam, captures and transmits a full 360° view of cargo and vehicles, including trailer interior and vehicle surroundings. Recorded video footage also helps customers investigate and combat potentially fraudulent claims and resolve disputes over transportation and handling of valuable cargo and goods. Available to all customers now. Strengthen cargo monitoring with Motive Door Sensors: Identify cargo theft with door sensors that detect and alert fleet managers of any movement and enable status spot checks en route. Precise logs of trailer opening and closing help dispute resolutions and theft investigations. Available to all customers this fall. Identify unauthorized vehicle use by automatically associating drivers with vehicles with Motive AI: Automatically identify unauthorized vehicle use and potential theft with the Motive Driver Identification Reader or Face Match, powered by the AI Dashcam’s driver-facing camera. If an unauthorized driver is recognized, fleet managers are immediately alerted to take swift action. Available to all customers now. Prevent theft and accelerate recovery of trailers and cargo with Motive Asset Gateway Mini: With automatic driver, vehicle, and asset pairing and continuous, live visibility into asset location and telematics, dispatchers can easily verify that cargo is on the right route and traveling with an authorized vehicle. Covert installation avoids detection so customers can reduce equipment theft and recover stolen goods faster. Available to all customers now. According to the release, Motive’s new security capabilities enter the market as Mexico continues to establish itself as a global manufacturing powerhouse and top importer to the United States. In May 2024, 675K trucks crossed the U.S. Mexico border, bringing $352.5B in goods, representing a nearly 40% increase year-over-year and all-time records for Mexico-to-U.S. imports, according to recent Motive data. Mexico imported more goods than Canada by truck for the last 22 months consecutively and Chinese imports are down 19.9% year-over-year since May 2022. The new security solution is the latest milestone in Motive’s aggressive growth plans in the country, according to the release. The company recently opened an office in Mexico City, where General Manager Omar Camacho is building a team to deliver exceptional support and service to customers across the region, including Mexitrans Mexicana de Transporte, Global Track, Betos Trucking SA de CV, and Transcabo.

Diesel prices continue to dip

The streak continues. For the ninth consecutive week, diesel prices fall, though this week’s drop wasn’t as drastic as the 7-cent decline of a week ago. The national average fell by three cents from 3.555 to $3.526 per gallon. The New England region fell sharply from $3.871 to $3.818 leading a decline of all east coach regions including approximate three cent drops from the East Coast as well as the Central Atlantic and Lower Atlantic. The latter two fell by three cents each. The Central Atlantic dropped from $3.847 to $3.810. The East Coast fell from $3.619 to $3.585. The Lower Atlantic also fell by three cents from $3.508 to $3.479 The Midwest fell by more than four cents from $3.528 to $3.481. The Rocky Mountain region bucked the trend going up in price per gallon from $3.567 to $3.588

Thousands of motor carriers close in first half of 2024

The abrupt closure of Illinois-based trucking company Midwest Transport Inc. which left over 480 drivers suddenly out of work, left many questioning the position of the trucking industry. The closure is just the latest in a string of companies that have shuttered its doors over the past two years. Analyzing data from the Federal Motor Carriers Association (FMCSA), TruckInfo.net found a net contraction of nearly 10,000 motor carriers in the first half of 2024 alone. The freight market is typically a leading indicator of the general economy Research by the Bureau of Transportation Statistics shows that dips in the freight market typically precede dips in the general economy. While the industry hopes for a recovery, historical trends suggest this is likely the new normal After peaking in May 2022, the freight market for long-distance trucking steadily declined for 12 months before flatlining the past year. Many in the industry are hoping the market “recovers” to 2022 levels but based on historical metrics, it seems unlikely. More closures are likely on the way Despite 33,000 fewer motor carriers operating since the 2022 peak, the industry still has over 64,000 more carriers than before the pre-COVID boom. With the market flatlining, there’s likely still excess capacity to shed. The South has been most impacted in terms of closures The South has been hit hardest by these closures, with Louisiana, Mississippi, Georgia and Alabama all experiencing contractions of over 5% in the first half of 2024. While Southern states saw the biggest contractions, only five states – Idaho, Oregon, New Hampshire, Vermont and Indiana – experienced any expansion in motor carriers during the same period.

Mack Trucks and Richard Childress Racing: A match made for the road and track

GREENSBORO, N.C. —  Mack Trucks and Richard Childress Racing (RCR) have announced a long-term partnership under which Mack will be designated as the “Official Long-Haul Truck of Richard Childress Racing.” “The Mack Anthem has repeatedly proven its dependability and quality for the last eight years serving as the Official Hauler of NASCAR,” said David Galbraith, vice president of marketing and global brand for Mack Trucks. “With superior uptime performance coupled with excellent efficiency, it only makes sense that RCR has entrusted Mack to haul its critical technology and equipment. We’re extremely proud to announce our partnership, providing us the opportunity to share the capabilities of Mack products and the excitement of the NASCAR season with customers and fans.” As part of the agreement, Mack will provide a fleet of customized Mack Anthem 70-inch Stand-Up Sleeper models dedicated to meeting the needs of RCR during the grueling NASCAR season. According to a media release, RCR is one of the largest and most storied organizations in NASCAR competition, accumulating 16 championships and more than 200 victories across NASCAR’s top three series. During the NASCAR season, Mack Anthem models will haul RCR race cars, including those driven by current team drivers Austin Dillon, Kyle Busch, Jesse Love and Austin Hill. In addition to providing transportation solutions, the partnership allows Mack to offer customers memorable experiences at various race events across the United States during the NASCAR season. Customers will have the opportunity to meet NASCAR Cup Series drivers, tour customized Anthem trucks and join RCR victory lane celebrations. “Richard Childress Racing is looking forward to the future with Mack Trucks, which will help ensure our success during the racing season by providing us with an integral transportation solution,” said Torrey Galida, Richard Childress Racing president. “Our partnership was made possible by our full confidence in Mack Trucks, whose values of excellence and innovation matches ours.” According to the release, a combination of efficiency, comfort and connectivity, the Anthem model is built for business and designed for drivers. Each of RCR’s custom-spec’d Anthem models is powered by a 13-liter Mack MP 8 engine with 505 horsepower and 1,860 lb.-ft. of torque. The Anthem models are equipped with Mack Command Steer, Mack’s highly advanced active steering system. An electric motor added to the hydraulic steering system applies additional torque as needed, reducing driver effort by up to 85 percent. A return to zero capability automatically returns the steering wheel to the center position, also helping improve driver productivity. Another feature is Mack GuardDog Connect, a proactive diagnostic and repair planning solution that protects and maximizes customers’ uptime. GuardDog Connect proactively monitors a truck’s critical fault codes that could lead to unplanned downtime. Under the partnership, the Anthems will dutifully transport RCR equipment and technology with the distinctive power, presence and unparalleled highway uptime of a Mack truck, according to the release.

Institute a comprehensive safety plan to help ensure fleet safety — Part 5

After taking a hiatus last month to explore the ramifications of the proposed rescheduling of marijuana, we’re back with the fifth — and final — installment of a series designed to help motor carriers create and implement an effective safety plan. If you missed Parts 1-4, click here for to access previous Ask the Attorney columns. In those first four installments, we talked through each team’s role in onboarding and continuing to develop safe drivers. Now we come to an all-important question: How can we know what is working and where we should invest our efforts? Here’s a breakdown that may help. Recruiting What does success look like for a recruiter in hiring safe drivers? The point at which you pay a bonus will tell the recruiter what to value. You may want recruiters to bring as many interested and basically qualified people as possible and let the orientation team worry about safety-mindedness — or you may want the recruiters to invest more time upfront to bring in safety-minded (but fewer) candidates, spending less money on travel/hotels and time with the wrong people. You must determine what setup is right for you. If you do want to hold recruiters accountable for the success of the driver, it is important to measure how many of their individual recruits succeed in orientation and the reasons their recruits fail orientation. How can you help improve the recruiter’s conversation around that topic, either disqualifying the candidate in advance of coming or setting better expectations for the candidate ahead of coming? Is the recruiter ensuring the driver completes anything in advance? New hire paperwork? Advance safety training? Drug screens? Physicals? If these are encouraged rather than required, what percentage of the recruiter’s candidates are actually completing the recommended pre-orientation steps? What can they do to improve completion? Orientation and Road Training To avoid bias (or even the appearance of bias) in who you determine is or is not a safe fit throughout the orientation process, you can implement assessments with well-defined right and wrong answers. Well-planned assessments both mitigate biases and create useful measurements — and measurements create the opportunity to evaluate correlations. Correlations allow you to hypothesize what changes could be made to improve the effectiveness of your safety training and, as such, both assemble a safer fleet and expand your pool of candidates. For example, you might create a points system with pass/fail scores on your road test, similar to that of a driver’s examination. On the form you would note what infractions were made and how many negative points were accumulated for those infractions. This reduces any concerns of possible bias during the examination, and it also creates a measurable metric you can use to compare against CDL schools attended, previous experience driving, etc. Using this information, you may be able to have conversations with specific CDL schools about what portions of your road test their alums are failing. You could also consider what additional training you may want to offer/require based on an applicant’s previous driving experience. You may want to update pre-orientation materials you offer based on trends you see in previous driving experience, or even require folks with less experience come a day early for additional instruction. You may want to stop hiring from certain CDL schools altogether if they’re unwilling to update their programs to improve their alums success in your orientation. Similarly, an assessment at time of upgrade from road trainer to a truck would provide an excellent review of the road trainer’s work as well, along with giving you the ability to see what topics road trainers may need to cover in more detail during road training. Or, perhaps, you might find an opportunity to consider adjusting training in orientation to cover the topic in more detail (or maybe insight into who should be removed from your road trainer program). Orientation supervisors and road trainers should be very well trained in and given a voice in these assessments. The more say people have in a process, the more likely they are to follow it. Schedule a regular review, perhaps quarterly or biannually, to review your assessments with those facilitating them and discuss updates. At your discretion, share the trending results you see from the assessments and ask their suggestions on what can be adjusted in training so more people with the right attitude can learn the skills to be safe. Perhaps they’ll have ideas on other items to measure. First Year and Beyond In Part 3 of this series, I asked a few questions to get your mental wheels spinning about what to measure in your fleet and how to structure your training and coaching around those measurements. Who is having what kind of accidents — and when and why? Are poor directions taking them down bad roads? Can you train drivers to better evaluate directions and look ahead to be sure they make sense? Or who to call and how to maneuver if they wind up in an unsafe area? Are drivers having accidents at a specific customer location? Is the freight, traffic, warehouse employee attitudes or limited space creating tight space or requiring snap decisions? Can you set alerts to coach or send a video training to a driver when he/she is assigned a load to that customer and then measure any reduction in accidents at that location? It’s important to tell people the “why” and “what’s in it for them” to get their buy-in, so I encourage you to share the metrics you measure and how completing the training and giving feedback will help them succeed. You certainly do not want to defame a customer to your fleet, but you can professionally share with your drivers that you have seen a location requires a higher level of preparedness to avoid accidents. What’s Worth Measuring? When determining if something is worth measuring, always ask yourself these questions: What are the possible results of this measurement? What else could be affecting that result? What action(s) can we take to minimize a negative result and/or improve a positive result? For example, say you decide to measure what day most people fail in your orientation. Is it more likely people are failing because there is something inherently unlucky about Mondays, or is it that your road tests are on Mondays? I’m going to guess it’s because of your road test. You’re not going to stop having class on Monday to reduce failures. It might seem interesting to know what day most people fail, but it’s not actionable — and it’s likely not any root cause to a negative or positive result. On the other hand, it might be worth moving road tests from Monday to Tuesday to see if fewer people fail. Perhaps traveling and getting in late Sunday, then taking the road test when drivers are tired and have anxious first day jitters on Monday is not the best situation to assess. It’s all in how you ask the question and what you’re willing to change based on the answer. Anything you measure but are unwilling to change is a waste of time. What about Operations and Maintenance? Operations and maintenance are also key partners in safety. It is important to share with these teams the information you’re gathering, how you intend to improve, and — again — what is in it for them. How can safer drivers make their lives easier? What training would their departments like to see drivers go through? Driver managers and other drivers are the most influential in how your drivers behave in their daily lives. You’ll certainly want to get operations and your trusted, tenured drivers (namely your road trainers and mentors) on board. Give them a voice with anything you plan for your current fleet before you launch. You may not make the changes they want to see, but you can listen and respond with how you decided on a solution and that you’re open to changing course and continuing to hear their suggestions if you do not see the positive impact you expect. Closing Remarks This concludes my lengthy series on building a comprehensive safety plan throughout your company. Each team’s impact on safety could be a series of its own right, but I hope these got some internal conversations going that will turn into productive action on each team. If not, at least you all now have another team you can point fingers at for safety infractions! Click below to read the first four installments in this series: Part 1 Part 2 Part 3 Part 4 Disclaimer: The contents of this article are intended to convey general information only and not to provide legal advice or opinions. The contents of this article should not be construed as, and should not be relied upon for, legal or tax advice in any particular circumstance or fact situation. The information presented here may not reflect the most current legal developments. No action should be taken in reliance on the information contained in this article, and we disclaim all liability in respect to actions taken or not taken based on any or all of the contents of this site to the fullest extent permitted by law. An attorney should be contacted for advice on specific legal issues.

RXO finalizes acquisition of Coyote Logistics

CHARLOTTE, N.C.—  RXO has completed its acquisition of Coyote Logistics from UPS for a purchase price of $1.025 billion. According to a media release, the completion of the acquisition now places RXO as the third-largest provider of brokered transportation in North America. “We’re thrilled to welcome Coyote’s employees, customers and carriers to RXO,” said Drew Wilkerson, chief executive officer of RXO. “This acquisition enables us to provide customers with even more capacity. Our larger scale will provide carriers with access to more freight. As we work to integrate Coyote’s people and technology into our business, we remain focused on providing the best service, most comprehensive set of solutions, continuous innovation and deep relationships for our customers.” The acquisition enhances RXO’s market position, diversifies and expands its customer base and broadens its carrier network. For customers, RXO now offers increased network density and additional power lanes. For carriers, RXO offers access to more customers with opportunities to reduce deadhead miles, according to the release. Coyote Logistics was founded in 2006 and acquired by UPS in 2015. Goldman Sachs & Co. LLC served as financial advisor to RXO, and Paul, Weiss, Rifkind, Wharton & Garrison LLP served as its legal advisor.

Platform Science acquires Trimble’s global transportation telematics

WESTMINSTER, Colo. and SAN DIEGO, Calif. — Trimble and Platform Science have announced a partnership through a definitive agreement for Platform Science to acquire Trimble’s global transportation telematics business units. “We believe combining our global transportation telematics portfolio with Platform Science’s will further advance fleet mobility and provide our customers with a broader portfolio of solutions to solve industry problems,” said Rob Painter, president and CEO of Trimble. “Increased collaboration between the new Platform Science business and Trimble’s remaining transportation businesses will enhance our ability to provide positive outcomes for our global customers of commercial mapping, transportation management, freight procurement and visibility solutions. This deal will result in significant synergies along with tremendous opportunities for employees to continue to grow in a more-competitive business.” According to a joint press release, as part of the agreement, Trimble will become a shareholder in Platform Science’s expanded business. The proposed transaction aims to enhance driver experience, fleet safety, efficiency and compliance by combining two cutting-edge in-cab commercial vehicle ecosystems, which will give customers access to more applications and offerings. Upon closing of the proposed transaction, Trimble’s global transportation telematics customers will continue to receive benefits of Trimble solutions, with the added flexibility of the Virtual Vehicle platform from Platform Science. Virtual Vehicle-enabled fleets will receive access to the Virtual Vehicle Marketplace, offering hundreds of new and expanded applications, software and solution providers focused on innovating and improving drivers’ quality of life and fleet performance. Platform Science customers will enjoy the added choice of Trimble’s remaining portfolio of transportation solutions which will be available on the Virtual Vehicle platform, according to the release. “This partnership marks the inflection point for a true platform approach to transportation technology. Now, powered by OEM-native software services, we will deliver unprecedented choice,” said Jack Kennedy, co-founder and CEO of Platform Science. “We are confident choice will expand exponentially as existing providers and new developers now see the opportunity to reach vehicles everywhere with high quality OEM data delivered in a consistent, reliable way. This finally empowers developers to easily address the endemic inefficiencies that have plagued transportation across vehicles globally.”  Transaction Details Upon the closing of the proposed transaction, Trimble will have a 32.5 percent stake in the newly expanded global Platform Science business and will receive a Platform Science board seat. Trimble joins C.R. England, Cummins, Daimler Truck, PACCAR, Prologis, RyderVentures, and Schneider as a key strategic investor in Platform Science along with financial investors 8VC, Activant Capital, BDT & MSD Partners, Softbank, and NewRoad Capital Partners. Trimble’s global telematics business units are reported within Trimble’s Transportation & Logistics reporting segment. On a trailing twelve-month basis, the businesses generated approximately $300 million of revenue and approximately $30 million of operating profit. Annualized recurring revenue (ARR) for the businesses was approximately $200 million in the second quarter of 2024. The divestiture is expected to be accretive to Trimble’s organic revenue growth rate, organic ARR growth rate, gross margin and operating profit margin. Trimble’s other core transportation business units — Enterprise, Maps, Vusion and Transporeon — are not included in the proposed transaction and will remain part of Trimble’s Transportation & Logistics segment, with a continued focus on priority growth areas following completion of the proposed transaction. Trimble’s ownership in Platform Science is expected to be accounted for under the cost method of accounting. The proposed transaction is expected to close in the first half of 2025, subject to customary closing conditions and regulatory approvals and any delayed closings that may be required in certain foreign jurisdictions.

Bhatt steps down as FHWA administrator; White named as acting administrator

WASHINGTON — Effective Sept. 10, Shailen Bhatt stepped down as administrator of the Federal Highway Administration (FHWA). He was confirmed by the Senate for the role on Dec. 8, 2022, and was the first person of Indian descent to lead the agency. “I have proudly served as the 21st administrator for the past couple of years at the Federal Highway Administration and it’s just been the honor of my career to lead the people of this agency, who are making a critical difference for this nation at a critical time,” Bhatt said in a video posted to X by the FHWA Sept. 10. According to a post on Bhatt’s LinkedIn profile, he will be joining AtkinsRéalis as senior vice president and COO for the U.S. and Latin America for the company’s Minerals & Metals division. With Bhatt’s departure, Kristin White, who is currently the FHWA’s deputy administrator, will serve as acting director of the agency.

TrueTMS updates offer ‘all-in-one’ order management system

MELBOURNE, Fla. — With recent developments in its technology, TrueTMS now offers the trucking industry’s first “all-in-one” order management system, according to a Sept. 13 press release. The latest additions for TrueLiquid, an extension of the flagship TrueTMS platform for tanker fleets, deliver breakthrough forecasting, sourcing and optimization capabilities. “The process starts with accurately forecasting demand and inventory levels for generating bulk liquid commodity orders. It then continues with optimized load planning and routing that minimize deadhead miles and maximizes revenue per mile and hour,” the press release notes. Instead of running multiple applications within and outside a traditional TMS, the modern TrueTMS platform gives fleets a single streamlined platform that synergizes functions and visibility across departments. TrueTMS promises customers that, with the updates, truckload and tanker fleets will experience time savings of 15% to 25% in the critical quote-to-cash order lifecycle. The most recent updates for TrueTMS and TrueLiquid include the following: TrueCast: A fully integrated forecasting model for TrueLiquid has been developed. The model uses historical or live tank level readings and considers trailer compartments and capacities to determine optimal delivery times and quantities. By accurately forecasting customer demand, bulk liquid transporters and fuel haulers can consolidate order volumes to maximize delivery efficiencies, according to TrueTMS. TrueSource: Created especially for fuel haulers, TrueSource is a powerful sourcing extension for TrueLiquid. TrueSource automatically reviews daily pricing and total transportation costs associated with an order to find the lowest-cost commodity from suppliers to fulfill that order. Dynamic Planning:This built-in feature saves time and empowers users to focus on exceptions rather than mundane planning tasks, the press release says. It provides users with a “first pass” scheduling option and a queue of orders that don’t fit the initial plan to review. Geotab Integration: TrueTMS and TrueLiquid are now fully integrated with Geotab, a global provider of ELD, telematics, and connected transportation solutions. The integrated TrueTMS platform enables fleets to automate work and improve decision-making for all areas in the order-to-cash lifecycle. “With these recent updates, we expect TrueFleet and TrueLiquid to become the industry’s benchmark for streamlined order creation, optimized dispatch planning, and delivery,” said George Thellman, director of business development and strategic relations at TrueTMS. “By combining automation with a straightforward, highly customizable platform, we opened the door for smaller fleets to access game-changing technology and scale their operations for growth at a rate they never thought was possible,” he said.

JJ Keller earns 2024 Great Place To Work certification

NEENAH, Wis. — J. J. Keller & Associates, Inc. has been certified by Great Place To Work for the 8th year. “Great Place To Work Certification is a highly coveted achievement that requires consistent and intentional dedication to the overall employee experience,” says Sarah Lewis-Kulin, the vice president of global recognition at Great Place To Work. “By successfully earning this recognition, it is evident that J. J. Keller stands out as one of the top companies to work for, providing a great workplace environment for its associates.” According to a company press release, the prestigious award is based entirely on what current associates say about their experience working at J. J. Keller. This year, 85% of the company’s associates said it’s a Great Place To Work – 28 points higher than the average U.S. company. Great Place To Work is the global authority on workplace culture, employee experience, and the leadership behaviors proven to deliver market-leading revenue, employee retention and increased innovation. “We are so honored to once again be Great Place To Work-Certified because being a great workplace for our associates is one of our strategic priorities,” said Rustin Keller, president and CEO of J. J. Keller. “The expertise and knowledge we offer to our customers is that of our team of dedicated associates at J. J. Keller. We aim to hire and keep highly talented minds in safety and regulatory compliance. We celebrate and thank them for all they do and for this incredible recognition.” The release also noted that associates ranked J. J. Keller most highly for being a physically safe place to work; being treated fairly regardless of race, sexual orientation or gender; how the company contributes to the community; the facilities’ work environment; and being able to take time off when they feel it’s necessary. According to Great Place To Work research, job seekers are 4.5 times more likely to find a great boss at a Certified great workplace. Additionally, employees at Certified workplaces are 93% more likely to look forward to coming to work, and are twice as likely to be paid fairly, earn a fair share of the company’s profits and have a fair chance at promotion.

UPS acquires cold-chain logistics provider Frigo-Trans

ATLANTA, Ga. — UPS has announced its agreement to acquire Frigo-Trans, and its sister company BPL, (together “Frigo-Trans”) industry-leading, complex healthcare logistics providers based in Germany. “The fast-paced innovation in the pharmaceutical industry is creating the need to have more integrated cold and frozen supply chains,” said Kate Gutmann, UPS executive vice president and president of international, healthcare and supply chain solutions. “Frigo-Trans will help deepen our portfolio of solutions for our customers and accelerate our journey to become the number one complex healthcare logistics provider in the world addressing their needs.” According to a company press release, once completed, the acquisition will enhance UPS’s end-to-end capabilities throughout Europe for UPS Healthcare customers who increasingly require temperature-sensitive and time-critical logistics. Frigo-Trans’ network includes temperature-controlled warehousing that covers six temperature zones from cryopreservation (-196°C) to ambient (+15° to +25°C); a Pan-European cold chain transportation solution and temperature-controlled and time-critical freight forwarding capabilities. The transaction is expected to close in the first quarter of 2025, subject to customary regulatory reviews and approvals. The value and terms of the transaction are not being disclosed at this time.

Averitt expands its horizons with the opening of a new facility in Tyler

COOKEVILLE, Tenn. — Averitt has announced the opening of a new service center in Tyler, Texas, strategically located near Interstate 20. “Our new Tyler facility is a major step forward in our ability to serve customers across East Texas and beyond,” said Bryan Walters, service center director for the Tyler location. “With improved infrastructure and increased capacity, we’re positioned to meet the growing needs of our customers, delivering the high-quality service they expect from Averitt.”  According to a company media release, the facility, covering 20,500 square feet with 33 dock doors, significantly increases Averitt’s capacity, enabling faster and more efficient freight handling for customers in one of Texas’ fastest-growing markets.  The new center is designed to streamline operations with expanded dock space, two on-site fuel islands, and secure parking. “These upgrades enable Averitt to provide more reliable, timely service to customers, while also enhancing the work environment for associates through modern amenities such as break areas and new restrooms and showers,” the company said. “This facility also marks the debut of Averitt’s newly redesigned signage, featuring a streamlined Averitt logo and updated color scheme that matches Averitt’s fleet of equipment, associates’ uniforms, and reflects the modern evolution of its brand.”