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ATA Truck Tonnage Index falls 1.1% in September

WASHINGTON — The American Trucking Associations’ (ATA) advanced seasonally adjusted (SA) For-Hire Truck Tonnage Index decreased 1.1% in September after rising 0.2% in August. In September, the index equaled 113.9 (2015=100) compared with 115.2 in August, according to a news release. “After hitting a bottom in April, tonnage increased in three of the previous four months, gaining a total of 2.2% before September’s drop,” said ATA Chief Economist Bob Costello. “However, this freight market remains in flux, and the index contracted by 1.1% in September, which erased half of those gains,” he continued. “Additionally, the year-over-year decrease was the largest drop since November 2020 on a very difficult comparison — September 2022 — which was the previous cycle high. While it is likely a bottom has been hit in truck freight tonnage, there could still be choppy waters ahead as the freight market remains volatile.” August’s increase was unchanged from ATA’s Sept. 19 news release. Compared with September 2022, the SA index fell 4.1%, which was the seventh straight year-over-year decrease and the largest over that period. In August, the index was down 2.4% from a year earlier. The not-seasonally adjusted index, which represents the change in tonnage actually hauled by the fleets before any seasonal adjustment, equaled 112.5 in September, 6.8% below the August level (120.7). In calculating the index, 100 represents 2015. ATA’s For-Hire Truck Tonnage Index is dominated by contract freight as opposed to spot market freight. ATA calculates its tonnage index based on surveys from its membership. This is a preliminary figure and subject to change in the final report issued around the fifth of each month. The report includes month-to-month and year-over-year results, relevant economic comparisons and key financial indicators.

Joe Ohr steps into role as COO for NMFTA

ALEXANDRIA, Va. — The National Motor Freight Traffic Association (NMFTA) on Oct. 24 announced the appointment of Joe Ohr as the organization’s chief operating officer. Ohr has more than 20 years of experience in engineering product software, gained from roles at Omnitracs, Qualcomm and Eaton. “What NMFTA is being called upon to do with digitization, classification, and cybersecurity demands the sharpest and best deliverables,” said Debbie Ruane Sparks, executive director for NMFTA. “An individual who came from the trucking industry but also possessed extensive tech skills for the creation of elite software was a priority, and Joe Ohr is that expert.” The NMFTA is a nonprofit membership organization representing the interests of less-than-truckload (LTL) carriers. The association’s membership is comprised of motor carriers operating in interstate, intrastate and foreign commerce.

Schneider one of three winners of NSC’s 2023 Green Cross for Safety Awards

NEW ORLEANS — Schneider has been honored by the National Safety Council (NSC) with the Green Cross for Safety Award for 2023, which is presented to organizations that are working toward — and succeeding in — preventing injuries and saving lives. This year’s other winners are Walgreens and  APTIM. Presented during the 24th annual Green Cross Celebration, presented by U. S. Steel, these accolades recognize the best and brightest in three categories: safety advocacy, safety excellence, and safety innovation. Nine finalists for the three award categories were selected, reviewed and evaluated. Finalists for the Safety Advocate Award were Schneider, Argos and Flagman, Inc., and finalists for the Safety Excellence Award were Anne Arundel County Government Risk Management, Day & Zimmermann and Walgreens. Finalists for the Safety Innovation Award were APTIM, Clayton County Water Authority and SoCalGas. The 2023 winners are: Schneider (Safety Advocate Award, sponsored by First Student): Each year, drunk driving claims around 10,000 lives. The Driver Alcohol Detection System for Safety (DADSS) program was created to develop a first-of-its-kind technology holding the greatest potential to reverse this deadly trend. In 2021, Schneider became the first truckload carrier to conduct a pilot of this life-saving alcohol detection technology. Between Sep. 2021 and May 2022, the first Schneider trucks were fitted with the DADSS technology device, and drivers began testing the system. Through May 1, 2023, Schneider drove more than 206,634 miles, producing a total of 89,689 samples and 21,784 total sensor operation hours. Through testing, Schneider drivers were the first to identify and report problems with the device. Data generated allowed the device to be optimized and validated the device’s speed, accuracy and reliability. DADSS is now slated to become a feature in new cars once it has completed a performance protocol review. Walgreens (Safety Excellence Award, sponsored by UPS): Walgreens operates more than 8,000 drugstores. In 2017, the company began an in-depth analysis of workers’ compensation claims occurring within its retail locations and found about 40% of injuries were caused by slips, trips and falls occurring in its retail stockroom environments. The analysis identified an opportunity to collaborate cross-functionally, redefining its stockroom inventory controls and storage layouts. Walgreens launched the Safety Focused Stockroom program concentrating on safe storage planograms and the safe storage of merchandise without the use of a ladder. Year to date, Walgreens has successfully transformed more than 76% of its retail locations to ladder-less stockrooms. Workers’ compensation claims associated with slips, trips and falls within the stockroom have been reduced by 66% over the last six years. Walgreens continues to focus on improving its adoption of the program, showing its commitment to managing risks and increasing safety awareness for its team members. APTIM (Safety Innovation Award, sponsored by Amazon): APTIM is responsible for the repair and maintenance of more than 90,000 fuel infrastructure assets for the U.S. Department of Defense in dozens of remote locations. The group realized the potential for safety to be compromised due to gaps in safety planning, processes, communication and documentation. Its program team identified a suite of digital tools to integrate with its safety program needs. These tools have proved to provide an electronic means of group communication, real-time engagement, and seamless field interaction with its safety and engineering support teams. It ensures the safest measures are being implemented at the site, the regulatory documentation required by its customers is maintained, and field staff safety is increased. This digital innovation has resulted in an average of below .01 for all leading indicators that helped drive down incident rates for the past three years of this program. In addition to recognizing this year’s award recipients, the Green Cross Celebration helped raise approximately $720,000 for mission-critical initiatives, including safety research, education and advocacy. Held at Mardi Gras World, the event featured music and entertainment, all surrounded by the unique art and magic of Mardi Gras, as well as a live auction and an inspiring story of first aid saving a life at work.“NSC is proud to recognize these organizations for advocating, excelling, and innovating to keep workers safe,” said Lorraine Martin, president and CEO of NSC. “The commitment to safety amongst this year’s group is unparalleled, and it is a great honor to celebrate their efforts and accomplishments with them. Thank you, and congratulations to this year’s Green Cross for Safety award finalists and winners.”

PACCAR reports record net earnings for third quarter of 2023

BELLEVUE, Wash. — PACCAR reported a record net income for the third quarter of 2023, according to a statement released Oct. 24. “PACCAR achieved record net income for the third quarter of 2023,” said. “PACCAR’s third-quarter results reflect excellent Truck, Parts and Other gross margins of 19.5% and strong PACCAR Parts profits,” said CEO Preston Feight. “PACCAR’s investments in innovative new DAF, Kenworth and Peterbilt trucks and enhanced manufacturing efficiency are benefiting truck owners’ operating performance and delivering strong financial results. PACCAR Parts’ excellent performance is the result of providing industry-leading technology that enhances customer uptime. PACCAR Financial Services achieved strong results due to its high-quality portfolio. I am very proud of our employees for producing the highest quality trucks and transportation solutions for our customers.” PACCAR achieved net income of $1.23 billion ($2.34 per diluted share) in the third quarter of this year, 60% higher than the $769 million ($1.47 per diluted share) earned in the same period last year. Third-quarter revenues were $8.70 billion, 23% higher than the $7.06 billion reported in the third quarter of 2022. PACCAR reported a net income of $3.18 billion ($6.07 per diluted share) for the first nine months of 2023, including a $446.4 million after-tax, non-recurring charge related to civil litigation in Europe, compared to $2.09 billion ($3.99 per diluted share) earned in the same period last year. Excluding the non-recurring charge, the company earned adjusted net income (non-GAAP)1 of $3.63 billion ($6.92 per diluted share) in the first nine months of 2023. Net sales and financial services revenues for the first nine months of 2023 were $26.05 billion, compared to $20.69 billion achieved last year. Highlights of PACCAR’s financial results for the third quarter of 2023 include: Net sales and revenues of $8.70 billion. Record net income of $1.23 billion. Truck, Parts and Other gross margins of 19.5%. Global truck deliveries of 50,100 units. PACCAR Parts revenues of $1.58 billion. PACCAR Parts pretax income of $412.3 million. PACCAR Financial Services pretax income of $133.8 million. Cash generated from operations of $1.34 billion. Stockholders’ equity of $16.0 billion. Highlights of PACCAR’s financial results for the first nine months of 2023 include: Net sales and revenues of $26.05 billion. Net income of $3.18 billion. PACCAR Parts pretax income of $1.27 billion PACCAR Financial Services pretax income of $427.3 million. Capital investments of $486.5 million and R&D expenses of $302.0 million. Cash generated from operations of $3.00 billion. “Customers are replacing older vehicles with the new fuel-efficient Kenworth and Peterbilt trucks,” said Mike Dozier, PACCAR executive vice president. “Infrastructure spending in the U.S. has been good for Kenworth and Peterbilt’s truck business. U.S. and Canada Class 8 truck industry retail sales in 2023 are estimated to be in a range of 295,000 to 315,000 vehicles. Class 8 truck industry retail sales for 2024 are expected to be in a range of 260,000 to 300,000 vehicles.” Peterbilt launches new Model 589 truck Peterbilt recently unveiled a new flagship Model 589 truck. The truck’s iconic design is complemented by advanced technologies that deliver high performance and maximum uptime. The Peterbilt 589 features a new robotically assembled 2.1-meter-wide cab, an aluminum hood, and modern, premium interior appointments. The truck also offers an array of state-of-the-art features, such as adaptive cruise control, automatic emergency braking, highway departure braking and side object detection. Customer demand for the new Peterbilt 589 is strong and production will begin in January 2024. “The Model 589 represents the essence of the Peterbilt brand in terms of styling and driver appeal,” said Jason Skoog, PACCAR vice president and Peterbilt general manager. “The enhanced performance, technology and comfort of the Model 589 will benefit truck owners’ operational performance.” PACCAR Parts achieves strong revenues and pretax profits PACCAR Parts achieved a pretax profit of $412.3 million in the third quarter of 2023, compared to $373.6 million earned in the third quarter of 2022. Third quarter 2023 revenues were $1.58 billion, compared to $1.47 billion achieved in the third quarter last year. PACCAR Parts achieved a pretax profit of $1.27 billion in the first nine months of 2023, which is 19% higher than the $1.07 billion reported in the first nine months of 2022. PACCAR Parts’ nine-month revenues were $4.80 billion, compared to $4.30 billion for the same period last year. “Third-quarter parts sales and profits benefited from industry-leading logistics operations in PACCAR’s 18 strategically located Parts Distribution Centers (PDCs),” saidLaura Bloch, PACCAR vice president and PACCAR Parts general manager. “PACCAR Parts’ technology solutions such as Managed Dealer Inventory and innovative programs such as Fleet Services increase customers’ vehicle uptime and financial performance.” PACCAR’s PDCs support more than 2,000 DAF, Kenworth and Peterbilt dealer sales, parts and service locations and more than 270 TRP stores. These independent, well-capitalized dealers provide excellent service to customers, complementing the premium quality of DAF, Kenworth and Peterbilt vehicles. PACCAR has begun construction of a new 240,000-square-foot PACCAR PDC to be opened in Massbach, Germany, in 2024. This PDC will improve parts delivery to dealers and customers in the region. PACCAR Parts’ 18 worldwide PDCs total 3.3 million square feet. Financial services companies achieve strong results PACCAR Financial Services (PFS) earned a pretax income of $133.8 million in the third quarter this year compared to $146.2 million in the third quarter of 2022. PFS achieved third-quarter 2023 revenues of $464.1 million compared to $371.9 million in the same period last year. For the first nine months of 2023, PFS earned pretax income of $427.3 million compared to $437.6 million last year. Nine-month revenues were $1.33 billion compared with $1.11 billion for the same period a year ago. “PFS achieved strong third-quarter results due to its high-quality portfolio. PFS is a leader in the market with its superior Kenworth, Peterbilt and DAF products, innovative technologies that provide seamless credit application and loan servicing processes, and its support of customers in all phases of the business cycle,” said Todd Hubbard, vice president. PFS has a portfolio of 225,000 trucks and trailers, with total assets of $19.56 billion. PacLease, a major full-service truck leasing company with a fleet of 43,000 vehicles, is included in this segment. “PACCAR’s strong balance sheet, complemented by its A+/A1 credit ratings, enables PFS to have excellent access to the commercial paper and medium-term note markets,” said Craig Gryniewicz, president of PACCAR Financial Corp. “PFS profitably supports the sale of PACCAR trucks in 26 countries on four continents.” PACCAR forms battery joint venture PACCAR, Cummins, Daimler Truck and EVE Energy are partnering to create state-of-the-art commercial vehicle battery cell production in the U.S.. The joint venture partners expect growing demand for zero-emissions vehicles throughout the decade. The planned battery factory will provide cost-effective scale and industry-leading battery cell technology, which will benefit commercial vehicle customers in North America. The total investment is expected to be in the range of $2 to $3 billion for the 21-gigawatt hour (GWh) factory. “PACCAR is committed to producing electric batteries to benefit customers’ operational and environmental goals,” said John Rich, PACCAR vice president and chief technology officer. PACCAR, Cummins, and Daimler Truck will each own 30% of the joint venture, which will focus on lithium-iron-phosphate (LFP) battery technology for commercial battery-electric trucks. EVE Energy will serve as the technology partner in the joint venture with 10% ownership and will contribute its industry-leading battery cell design and manufacturing expertise. The LFP battery cells produced by the joint venture will offer several advantages, including lower cost, longer life, enhanced safety and excellent performance. Capital investment and research and development PACCAR has invested $7.6 billion in new and expanded facilities, innovative products and new technologies during the past decade. Capital investments are estimated to be in a range of $650 to $675 million, and research and development expenses to be in a range of $410 to $420 million this year. “PACCAR is increasing its investment in fuel-efficient diesel and electric powertrain technologies, autonomous systems, connected vehicle services, and next-generation manufacturing and parts distribution capabilities,” said Harrie Schippers, president and chief financial officer. PACCAR estimates it will invest $675 to $725 million in capital projects and $470 to $520 million in research and development expenses in 2024.

Successful trucking is more than owning a rig

It’d be pretty hard to find a driver willing accept a company driving position without even asking what the pay will be. In fact, most people would say that blindly taking any job without finding out the pay scale is not a wise move. However, professional drivers who decide to buy a rig and strike out as owner-operators do this every day. In most cases, the main focus is on the truck itself — the price, financing, accessories, specifications and so on, seeking the most truck for the least investment. How they’ll make money with that truck — including a backup plan if the first attempt doesn’t work out — is barely planned (if it’s planned at all). The truth is, buying a truck means starting a business. Revenue is the lifeblood of any business, and it should be the first consideration in starting up a new one. It’s part of any business plan. To successfully estimate revenues, truck owners must have an understanding of how freight rates work. Some owners choose to lease their equipment to a carrier, running within that carrier’s system in return for a set per-mile rate. Doing this allows them to take advantage of the carrier’s infrastructure. The carrier finds loads, does all the billing and collecting, maintains the appropriate safety records, and handles registration and permits. In many cases, the carrier provides the trailer, too. The truck owner drives (or hires a driver) and collects the money. However, it’s important to understand that even per-mile rates are based on current freight rates. For owner-operators who are compensated a percentage of the load revenue, freight rates directly impact the owner’s income. Those who depend on the spot market using load boards, brokers or both, might see the greatest impact from changing freight rates. That’s because the spot rate is the first to be impacted by market forces. While contract rates are locked in by an agreement between a customer and carrier, spot rates represent what the market will bear. Shippers or the brokers who represent them make loads available, usually for the lowest rate they think they’ll be able to get. Truckers then either accept the loads at the posted rates or try to negotiate for better. The biggest impact on those rates is usually the number of trucks competing for the available loads. Spot rates often temporarily rise over holiday weekends, such as Memorial Day or Labor Day, because the number of available trucks goes down as their owners park them for the holiday. Fewer trucks mean more competition between shippers to book them, driving rates up. Knowing the market served and how it operates is important to successfully running a trucking business. In addition to temporary rate fluctuations caused by holidays, weather events and other occurrences, there is an overall freight cycle that generally takes several years to complete. The latest cycle, impacted by COVID-19 pandemic shutdowns and government stimulus checks, is a classic example. The year 2019 was a solid year for trucking, but when COVID hit in 2020, many manufacturers shut down. In response, some carriers slowed or stopped hiring drivers, or even laid drivers off. As the economy started reopening, retailers needed to have products restocked and manufacturers needed to rebuild parts inventories. There was a boom in freight and there weren’t enough trucks to handle it all. Rates skyrocketed. In response to rising rates, carriers bought more trucks. Drivers quit company jobs to buy their own trucks, starting trucking businesses while rates were very favorable. New carrier registrations soared. The number of available trucks continued to climb — but so did inflation. Rumors of a coming recession cooled orders for more products, and the supply/demand pendulum swung the other way. Rates plummeted to their lowest level in years and have yet to recover. That’s where we are today. At some point, rates will begin rising and the cycle will start again. In the meantime, equipment costs have risen sharply, as have interest rates for those borrowing to finance equipment. Starting a new trucking business while rates are bottoming and costs are soaring isn’t a sound business strategy. Another thing that’s critical to a successful trucking business is understanding lane dynamics. Everyone wants to grab that load to Orlando with the really high rate — but freight coming out of Orlando usually doesn’t pay well. The options for an owner-operator might be to either sit for days waiting for a better rate or take a lower-paying load to get back to an area where rates are higher. Ideally, truck owners will settle on a lane that provides good rates out and back. Some load boards, such as the DAT board, allow drivers to look up average freight rates by city or area so they can plan out loads in advance. This way, they can avoid loads destined for areas where outbound rates are low, or at least make sure they earn enough on the inbound run to cover the low rate for the outbound segment. It’s also important to understand seasonality. A trucker with temperature-controlled equipment, for example, will do well to know when harvests occur in different regions of the country so loads can be accepted that position the equipment for the best rates. Flatbed truckers might study construction trends for loads of building materials and other products. Finally, knowing what rates will be profitable can’t be estimated unless the business owner knows the cost per mile of running the truck. Keeping records of all costs associated with the business, including the driver’s pay and benefits, and then dividing that by the total of miles driven provides an idea of per-mile costs. When considering rates, it’s important to factor in ALL necessary miles, including empty miles driven to get to the pickup point. A June 2023 study released by the American Trucking Research Institute (ATRI) calculated the industry average cost per mile in 2022 at $2.25. That amount may already have risen higher due to increased costs for insurance, parts and interest. Your own cost per mile may differ, depending on your route, fuel costs in your area, the cost of your equipment and other factors. However, it’s obvious that accepting a load at a rate lower than your operational cost is a recipe for failure.

Women In Trucking Association Announces Finalists for 2023 Influential Woman in Trucking Award

ARLINGTON, Va. — The Women In Trucking Association (WIT) announced its three finalists for the 2023 Influential Woman in Trucking award, which is sponsored by Daimler Truck North America (DTNA). This award was developed in 2010 to recognize female leaders and to attract and advance women in the trucking industry. The award highlights the achievements of female role models and trailblazers in the trucking industry. The 2023 Influential Woman in Trucking finalists are: Tori Blake, CFO and co-owner of Western Logistics Express (WLE) and WLX; Megan Ferguson, vice president of end-to-end delivery acceleration for Walmart; and Shelley Simpson, president of J.B. Hunt Transport Services Inc. TORI BLAKE Blake has made it her mission to mentor women in all facets of her business. In her role, she is responsible for financial management, talent acquisition, employee development and strategic visioning. WLX and WLE have been recognized as one of Kansas City’s fastest-growing companies each year Blakehas been on the team, as well as one of Kansas City’s best places to work. In addition, Blake was honored as the Kansas City Business Journal’s 2023 CFO of the year. At the start of her career, Blake was an auditor at Ernst & Young, one of the four largest accounting firms in the world. Over her 16-year career as an executive leader, she has led startup companies and has a true passion for entrepreneurial endeavors. Blake has a heart for serving others. She was instrumental in supporting Children’s Mercy Hospital in Kansas City through “Sunshine Taggie” blankets for patients, handmade by WLX/WLE employees. She has also served as chairwoman of her church board, has been a children’s church teacher for over a decade, and is serving as the church mission trip leader. Tori is also a coach of two youth sports teams, where she has the honor of coaching and guiding 25 young female athletes and leaders each year. MEGAN FERGUSON Ferguson has more than 15 years of experience at Walmart and Sam’s Club, with a deep background in transportation operations and strategy and merchandise operations. Shejoined Walmart in 2007 as a private fleet strategy intern and moved into the role of project manager of Walmart’s private fleet strategy upon obtaining a degree in supply chain management at Michigan State University. During her career at Walmart, Ferguson has filled transportation leadership roles in sourcing and procurement, inventory management and optimization as well as merchandise operations. In her current role, shebrings Walmart’s delivery strategy to life across the first, middle and last mile, always prioritizing the customer’s needs. Ferguson is a passionate mentor and leader to her teams. She co-leads Walmart’s Women of Supply Chain Council, in addition to hosting educational sessions and mentorship circles while continuing to grow herself as an active member of Walmart’s Women’s Officer Caucus. While her passions lie in advocating for women in the transportation and supply chain industries, her mentorship extends to all associates seeking guidance in managing relationships, peer collaborations, and various business topics. Ferguson prioritizes volunteering her time to train and participate in fireside chats and panel discussions to inspire other women to take on leadership roles. SHELLEY SIMPSON Simpson’s 29-year career at J.B. Hunt reflects the company’s continued progression as an innovative leader in the transportation and logistics industry. Since joining J.B. Hunt as an hourly customer service representative, she has held multiple positions in business segments across the company, including leading integrated capacity solutions, truckload, customer experience, highway services. Most recently, she served  as chief commercial officer and executive vice president of people and human resources. While leading the strategic direction of marketing, sales, customer experience, and external product development, Simpson also led the development of the company’s freight-matching technology platform J.B. Hunt 360°. As the company evolved the platform and its technology-driven services, Shelley was also responsible for commercializing them on a global scale as the leader of International Services. In 2021, she was named one of the Top 100 Women in Supply Chain by Supply Chain Digital, and she has been named one of the Top 100 HR Professionals by the National Diversity Council in 2022. She recently received the 2022 Woman of the Year in Innovation award from the Women’s Foundation of Arkansas and the Excellence in Free Enterprise Award from Economics Arkansas. There will be a panel discussion at the WIT Accelerate! Conference & Expo planned for Nov. 5-8, 2023, in Dallas. The winner will be announced after the panel discussion on Tues, Nov. 7 at 10:15 a.m. CST.

FMCSA extends comment period on Safety Fitness Determination regulations

The Federal Motor Carrier Safety Administration (FMCSA) has extended the comment period for its advance notice of proposed rulemaking (ANPR) to revise the regulations prescribing the Safety Fitness Determination (SFD) process and other aspects of 88 FR 59489. The deadline for comments is now Nov. 29, 2023. The SFD, currently incorporated in 49 CFR 385.5, requires that motor carriers have adequate safety management controls in place that ensure acceptable compliance with standards related to safety risks including: Commercial driver’s license standard violations; Inadequate levels of financial responsibility; The use of unqualified drivers; Improper use and driving of motor vehicles; Unsafe vehicles operating on the highways; Failure to maintain accident registers and copies of accident reports; The use of fatigued drivers; Inadequate inspection, repair, and maintenance of vehicles; Transportation of hazardous materials, driving and parking rule violations; Violation of hazardous materials regulations; and Motor vehicle accidents and hazardous materials incidents. The factors to be considered in determining the safety fitness and assigning a safety rating include information from safety reviews, compliance reviews and any other data. The factors may include all or some of the following: Adequacy of safety management controls. The adequacy of controls may be questioned if their degree of formalization, automation, etc., is found to be substantially below the norm for similar carriers. Violations, accidents or incidents substantially above the norm for similar carriers will be strong evidence that management controls are either inadequate or not functioning properly. Frequency and severity of regulatory violations. Frequency and severity of driver/vehicle regulatory violations identified during roadside inspections of motor carrier operations in commerce and, if the motor carrier operates in the U.S., of operations in Canada and Mexico. Number and frequency of out-of-service driver/vehicle violations of motor carrier operations in commerce and, if the motor carrier operates in the U.S., of operations in Canada and Mexico. Increase or decrease in similar types of regulatory violations discovered during safety or compliance reviews. For motor carrier operations in commerce and (if the motor carrier operates in the United States) in Canada and Mexico: Frequency of accidents; hazardous materials incidents; accident rate per million miles; indicators of preventable accidents; and whether such accidents, hazardous materials incidents, and preventable accident indicators have increased or declined over time. Number and severity of violations of CMV and motor carrier safety rules, regulations, standards, and orders that are both issued by a State, Canada, or Mexico and compatible with Federal rules, regulations, standards, and orders. SFD regulations are nothing new, having first been enacted by the Federal Highway Administration (predecessor to the FMCSA) in 1988. In the decades since, regulations and requirements have been updated on a regular basis. According to the FMCSA website, “This ANPRM seeks input regarding new methodologies that would determine when a motor carrier is not fit to operate CMVs in or affecting interstate commerce. The intended effect of this action is to more effectively use FMCSA data and resources to identify unfit motor carriers and to remove them from the nation’s roadways.” To submit comments online, click here.

Ryder to acquire IFS Holdings, adding 15 operations in 9 states

MIAMI — Ryder System Inc. has entered into a definitive agreement in the third quarter to acquire all the outstanding equity of IFS Holdings LLC, also known as Impact Fulfillment Services (IFS). IFS specializes in contract packaging, contract manufacturing and warehousing for some of the largest and best-known consumer brands in the U.S., primarily in the consumer packaged goods (CPG), retail and health care industries. As part of the transaction, Ryder will acquire 15 operations across Florida, Georgia, Illinois, North Carolina, Ohio, Pennsylvania, Texas, Utah and California. The transaction is expected to add approximately $250 million in annual total revenue to Ryder’s supply chain solutions business segment and be accretive to shareholders. Ryder and IFS expect to complete the transaction in early November 2023, subject to the satisfaction of antitrust approvals and customary closing conditions. “The acquisition of IFS supports our strategy to accelerate growth in our supply chain business, providing Ryder with new capabilities that are complementary to our existing suite of services,” said Steve Sensing, president of supply chain solutions for Ryder. “Initially, the co-packaging and co-manufacturing services will roll into our CPG vertical; however, we see considerable opportunity to leverage these new capabilities across other industry verticals.” IFS has built a blue-chip customer base with its proven model for co-packing and co-manufacturing in both food and non-food products, including a specialty in blending and filling dry powder and viscous products. “Ryder already serves the top 10 U.S. food and beverage companies, and this acquisition will expand and strengthen our relationships with those customers while also attracting new customers in additional verticals, especially in retail, health, and beauty,” said Darin Cooprider, senior vice president of CPG for Ryder. “And IFS’ customer base will benefit from access to Ryder’s capabilities as a fully integrated port-to-door logistics provider.” Ryder will integrate the IFS facilities and operations into its supply chain solutions business, including nine multiclient and six dedicated customer operations, totaling just under 4 million square feet. To ensure a seamless experience for customers, Ryder plans to retain IFS’ workforce of approximately 1,000 full-time employees. IFS President Rob LeBaron will join Ryder as vice president of contract manufacturing and packaging. “As we considered the next step in our growth strategy, it became clear that joining Ryder would open doors in just about every industry vertical while allowing our marquee customer base to leverage Ryder’s comprehensive suite of services,” LeBaron said. Founded 25 years ago, IFS specializes in contract manufacturing, contract packaging and assembly, display engineering, product launches, multichannel programs and club store programs. “IFS was built on trust, saying what we do and then doing what we say,” said IFS Founder Todd Porterfeld, who plans to retire. “It’s the people who come to work every day determined to deliver on the promises we make that have led to our success. Thinking about the future, I want to ensure our employees are in a place where they can continue to grow and our customers are in the best possible hands. I believe Ryder is that place.” Blank Rome LLP is acting as Ryder’s legal counsel for the transaction. Wofford Advisors LLC and Paul Hastings LLP are representing IFS.  

Trucking’s peak season off to a ‘muted start,’ say analysts

The peak season for trucking this year is off to a “muted start,” according to the Cass Freight Index released Oct. 18. The good news for shippers is that they are likely to experience favorable rates through the holiday season. That news is not good, however, for the truckers who haul that freight. Cass reported a 1.7% increase in the number of available shipments in September compared to August shipment numbers. Compared with September 2022, however, shipment numbers fell 6.3%. On the expenditures side, shippers spent less — just a 0.2% drop in September compared to August, but 25.4% less than in September 2022. That’s representative of a large drop in freight rates. “With both the shipments component of the Cass Freight Index and the Cass Truckload Linehaul Index rising sequentially this month, the freight cycle is at least starting to flatten out, with smaller year over year declines,” said Tim Denoyer, vice president and senior analyst at ACT Research, who writes the report for Cass. “We continue to expect the freight cycle to turn once capacity tightens, but early signs of 2024 equipment production suggest that may be a while.” One issue, Denoyer noted, is the continued growth of private trucking fleets. When rates were reaching record levels in 2021, some manufacturers expanded their private fleets to protect their shipping costs against the rising freight market. Since the backlog for ordered trucks was up to a year, the expansion continued as trucks were delivered even as rates declined. Manufacturers that haul their own freight aren’t putting those loads out for carriers. Some of those private fleets, depending on their authority type, take backhauls from the market, further reducing available loads for carriers. “With the U.S. recession consensus of the first half of 2023 giving way to robust growth, and expectations for an improved freight cycle scuttled by private fleet growth, we’re still left in a fairly strong economy,” Denoyer said. Unfortunately, that strong economy still isn’t filtering down to trucking, as rates remained stagnant for another month in September. The reason? There simply aren’t enough loads to keep all the available trucks running. New truck production continues to be strong, with over 22,000 trucks delivered in the U.S. in September, the eighth consecutive month in which sales have exceeded 20,000. Another reason is that freight levels have not fully rebounded, despite the strong economy. Once the stimulus money the government poured into the economy during the COVID-19 pandemic began to run out, consumer spending slowed, with retailers and manufacturers adjusting their inventory levels downward (destocking) to compensate. This can be seen in the Loads per Truck numbers posted on the DAT Freight and Analytics Trendlines page. DAT is the nation’s largest load board, with postings of over 448 million loads and trucks annually. Note that the loads posted on the board aren’t always hauled by trucks posted there, because carriers do not have to post available trucks on the board to get loads. While some do post truck availability on the board and hope for offers, most simply find a load they want and deal with the broker or shipper, without posting their truck at all. Comparing the number of available loads to trucks does, however, provide an indication of the overall supply/demand balance in the industry. When load numbers (demand) fall and/or truck (supply) numbers rise, rates fall because there is more competition for available freight. According to DAT, the van load to truck ratio fell by 1.7% from August and by 21.3% from September of 2022. DAT reported there were 2.78 loads posted on its board for each truck posted in September. A year ago in September 2022, that number was 3.54, and it was 6.32 in September 2021, when rates were much better. Van spot rates averaged out to $2.11 per mile in September, about three cents higher than the August average. In comparison, average van contract rates rose to $2.58 per mile. The temperature-controlled (reefer) ratio was a little better at 3.43 loads per posted truck, but that too was down from 6.33 in September 2022 and 13.5 in September 2021. National average reefer spot rates rose by two cents per mile to $2.52 from August rates. Contract rates rose for the third consecutive month to $3.00 per mile average. The flatbed segment seems to be better yet, with 6.94 loads posted for each truck posted, compared to 13.3 in September 2022 and 47.9 back in September 2021. National average flatbed spot rates ended their five-month slide, rising a penny to $2.51 per mile. Contract rates, which have fallen steadily since November of last year, fell another penny to $3.12 per mile. The news may be getting better for the flatbed segment of the industry, according to a recent report from the U.S. Census Bureau. The report stated that new orders for manufactured goods rose by $6.7 billion in August, higher than market expectations. Since manufacturing accounts for about 60% of flatbed demand, the news bodes well for a rise in available flatbed loads in the near future. The recently released “Holiday Report” from Motive, which uses the number of visits by trucks equipped with Motive communications or telemetrics products to retail warehouses to predict economic trends, began with a “big picture.” “In 2023, we’ve experienced reduced consumer demand and an oversupply of capacity, which have shrunk and restrained the market. It’s expected that the trend will continue into Q4 and early 2024, so carriers should adjust their plans accordingly,” wrote Hamish Woodrow, head of strategic analytics for Motive. The Motive release predicts the current contraction of the trucking market will continue into next year and warns that operational efficiency will be the key to carriers having “a happy new year.” The strength of the economy is a positive, but there are still too many available trucks — and more are on the way. Experts claim trucking is poised to begin its next upcycle, but when that will happen is anyone’s guess.

Mack Trucks chides UAW for ‘unreasonable economic demands’ amid strike

GREENSBORO, N.C. — Executives at Mack Trucks said on Friday, Oct. 20, that the United Auto Workers Union (UAW) is ignoring three months of good faith bargaining by submitting unreasonable economic demands for their workers. Union workers at Mack Trucks went on strike Monday, Oct. 9, after voting down a tentative five-year contract agreement that negotiators had reached with the company. According to a news release issued by Mack Trucks, the company “advised the union that (it) looks forward to returning to the bargaining table on Monday, Oct. 23, and hopes the UAW leadership makes more realistic proposals.” “Unfortunately, the new UAW economic demands are completely unrealistic,” said Mack President Stephen Roy. “We’ve already shown that we’re prepared to provide our employees with significantly improved wages, but we are not prepared to jeopardize the company.” Union President Shawn Fain said in a letter to Mack parent company Volvo Trucks that 73% of workers voted against the deal in results counted on on Oct. 8. The UAW represents Mack workers in Pennsylvania, Maryland and Florida. Union leaders had reached a tentative agreement on the deal on Oct. 1. UAW Locals 171, 677, 1247, 2301, and 2420 in UAW Region 8 and Region 9 represent workers at Mack Trucks in Macungie and Middletown, Pennsylvania; Hagerstown and Baltimore, Maryland; and Jacksonville, Florida. The deal negotiators had reached with Mack two weeks ago included a 19% pay raise over the life of the contract with 10% upon ratification. There also was a $3,500 ratification bonus, no increase in weekly health care contributions, increased annual lump sum payments for retirees and a $1,000 annual 401(k) lump sum to offset health care costs for employees who don’t get health insurance after retirement. Fain said in his letter to Volvo Trucks’ head of labor relations that employees working early on Oct. 9 would exit the factories after performing tasks needed to prevent damage to company equipment. Fain wrote that UAW members and workers across the country are seeking their fair share in wages and benefits. The company and union are still apart on work schedules, health and safety, pensions, health care, prescription drug coverage, overtime and other issues, he wrote. The contract may have been sunk by high expectations Fain has set in bargaining with Detroit’s three automakers. In those talks, the UAW has asked for 36% raises over four years, while Ford has offered 23% and the other two firms are at 20%. “I’m inspired to see UAW members at Mack Trucks holding out for a better deal, and ready to stand up and walk off the job to win it,” Fain said in a prepared statement. “The members have the final say, and it’s their solidarity and organization that will win a fair contract at Mack.” Mack Trucks President Stephen Roy said in an Oct. 8 statement that the company is “surprised and disappointed” that the union chose to strike. The union, he wrote, called the tentative agreement a record for the heavy truck industry. “We trust that other stakeholders also appreciate that our market, business and competitive set are very different from those of the passenger car makers,” the statement said. Mack, he wrote, is part of the only heavy truck manufacturing group that assembles all of its vehicles and engines for North America in the U.S., competing against trucks built in lower-cost countries. The company is committed to collective bargaining and is confident both sides will reach a deal that delivers competitive wages and benefits while safeguarding the company’s future, the statement said. The Associated Press contributed to this report.

J.B. Hunt Transport Services reports third quarter earnings

LOWELL, Ark. — J.B. Hunt Transport Services has announced its third quarter of 2023 United States Generally Accepted Accounting Principles (U.S. GAAP) net earnings, which totaled $187.4 million, or diluted earnings per share of $1.80, versus third quarter 2022 net earnings of $269.4 million, or $2.57 per diluted share. Total operating revenue for the current quarter was $3.16 billion, a decrease of 18% compared with $3.84 billion for the third quarter of 2022, according to a news release. The current quarter’s total operating revenue, excluding fuel surcharge revenue, decreased by 15% versus the comparable quarter of 2022. This decrease was primarily driven by a 14% and 22% decrease in Intermodal (JBI) and Truckload (JBT) revenue per load (excluding fuel surcharge revenue) respectively, a 38% decrease in volume in Integrated Capacity Solutions, a 20% decrease in stops in Final Miles Services (FMS), and a 1% decline in average revenue producing trucks in Dedicated Contract Services, partially offset by a 1% increase in JBI volumes and a 6% increase in JBT loads versus the prior-year period. Operating income for the current quarter decreased 33% to $241.7 million versus $362.2 million for the third quarter of 2022. Operating income decreased primarily due to lower revenue across all business segments, higher equipment-related costs, and higher insurance and claims expenses compared to the third quarter of 2022. In addition, the third quarter of 2023 included an $8 million net loss from the sale of equipment compared to a negligible net gain in the prior year quarter. On a consolidated basis, operating income as a percentage of consolidated gross revenue decreased year-over-year as a result of higher professional driver and non-driver wages and benefits and equipment-related and maintenance expenses as a percentage of gross revenue. These items were partially offset by lower rail and truck-purchased transportation costs as a percentage of gross revenue. Net interest expense for the current quarter decreased modestly compared to the third quarter of 2022 due primarily to the interest component of a discrete income tax benefit recognized in the current quarter, partially offset by a higher average debt balance and higher interest rates. The effective income tax rate in the current quarter was 18.2% versus 22.7% in the third quarter of 2022. The decrease was due to the recording of a discrete benefit recognized in the current quarter. We expect our 2023 annual tax rate to be between 22.0% and 23.0%. At Sept. 30, the company had a total of $1.4 billion outstanding on various debt instruments compared to total debt of $1.2 billion at Sept. 30 and $1.3 billion at Dec. 31, 2022, the news release noted. The company’s net capital expenditures for the nine months ended Sept. 30 approximated $1.3 billion compared to $1.0 billion for the same period in 2022. On Sept. 30, the company had cash and cash equivalents of approximately $75 million. In the third quarter of 2023, the company purchased approximately 267,000 shares of our common stock for approximately $51 million. On Sept. 30, the company had approximately $416 million remaining under its share repurchase authorization. Actual shares outstanding on Sept. 30 approximated 103.1 million.

Penkse’s Sarah Smith named Women In Trucking Association’s vice chair

ARLINGTON, Va. – The Women In Trucking Association (WIT) has announced a newly-appointed vice chair, Sarah Smith of Penske Transportation Solutions. In addition to this volunteer role, Smith is also the senior vice president of human resources for Penske, where she leads teams that are responsible for corporate and field human resources and diversity and inclusion, according to a news release. “We are extremely pleased to have Sarah in this leadership role as she brings a depth of experience that will be invaluable to the association,” said Jennifer Hedrick, president and CEO of WIT. In her new role, Smith will join forces with WIT’s officers, board of directors and staff to further the association’s mission of encouraging women to join the transportation industry, minimizing the obstacles they will face and showcasing their accomplishments in the industry.  “It’s an honor to hold a leadership position on the Women In Trucking Board of Directors,” Smith said. “Women In Trucking is the leading organization supporting women in transportation and encouraging more to join our strong industry. To contribute to that mission is professionally and personally rewarding to me. I believe that there is a tremendous opportunity for women in trucking and that my association with WIT demonstrates Penske’s commitment to diversity and inclusion for our association. I look forward to the impactful work that lies ahead.” Throughout her career, Smith has held several roles within Penske, including the director of labor relations position. Smith has also held a position as an attorney at a private practice.

FleetDrive 360 names Michael Nalepka new CEO

ATLANTA — FleetDrive 360 has named a new CEO of the company, Michael Nalepka. With nearly 20 years of experience, Nalepka has held roles in leadership and executive for transportation technology companies and is also a shareholder of 11 patents, of which nine are related to fleet driver safety, transportation management software, telematics and video-telematics, according to a news release.  “I recognized FleetDrive 360 as a smart, innovative solution as soon as they came on the market,” Nalepka said. “The team is terrific. It is with great excitement for the future that I am taking on the CEO position. The team has built a tremendous safety solution, and I see my background and experience as a perfect fit with what is in place to accelerate advancement and growth at an even faster pace.” Before taking on his current role, Nalepka was the founder and CEO of VideoProtects, a trucking video safety solution, the founder and general manager of Trimble’s Video Intelligence, vice president of sales at TMW-Trimble and senior program director at Procon Analytics for IOT, connected car and video solutions. “Michael stood out among an excellent slate of candidates,” said Kevin Thompson, founder and acting CEO of FleetDrive 360. “As a founder of FleetDrive 360, I feel fortunate to have someone of Mike’s caliber to step in as CEO.” With his passion, visionary approach, and experience in leveraging cutting-edge technology solutions, Michael is the ideal CEO to lead FleetDrive 360 as we continue our growth by offering fleets the innovative, all-encompassing solution for DOT and FMCSA compliance solutions.”

Class 8 tractor backlog increases to more than 161k units

COLUMBUS, Ind. — With the 2024 order season opening in September, the Class 8 tractor backlog increased by 8,700 units from August to 161,300 units, and the backlog-to-build ratio increased to 5.5 months, as published in ACT Research’s latest State of the Industry: North American Classes 5-8 report. According to Kenny Vieth, ACT’s president and senior analyst, “Order season for 2024 kicks off with mixed conditions across the various Classes 5-8 vehicle end-markets. Considerable pent-up demand remains in many vocational markets. Addressing that pent-up demand has become more challenging as the UAW strike impacts medium duty and heavy duty vehicle production. But Class 8 tractor demand looks markedly softer, consistent with weak freight markets and rates.” Class 8 began the order season with net orders of 36,974 units in September (36,9000 seasonally adjusted), Vieth noted. Orders were down 31% year-over-year. While September marked a good start in filling 2024 orderboards, the follow-through over the next few months will ultimately be more telling for 2024 demand levels, he said. “Current weak freight fundamentals and … pent-up tractor market demand make the case for caution,” Vieth said. “Along with better-than-expected economic conditions, expectations were for spot rates to rise toward the end of this year, which certainly hasn’t yet materialized. That is due, at least in part, to the quirk of private fleets continuing to add capacity even in the face of low rates, following significant service disruptions during the pandemic. In conjunction, ‘labor hoarding’ is occurring among larger fleets and, anecdotally, those fleets are being as creative as possible to maximize driver pay even as they drive less, contributing to the bounce along the bottom.”

Trucking insurance firm Cover Whale introduces AI-powered chatbot

NEW YORK — Cover Whale Insurance Solutions, which caters to the trucking industry, has unveiled its new artificial intelligence (AI) chatbot. Dubbed B.O.B., the bot “is an embodiment of expert knowledge and agility,” a news release stated. “B.O.B. streamlines communication with agents and policyholders, crucially improving response times and supporting Cover Whale’s rapid growth. B.O.B., which is an acronym for “bundle of bots,” represents a collective of A.I. models trained to leverage Cover Whale’s extensive knowledge base.” Cover Whale officials say B.O.B. is programmed to handle a spectrum of queries that originated from Cover Whale’s expanding base of commercial trucking insurance constituents, which also includes insurance agents and their independent-trucker and fleet-owner clients. Distinguished by accuracy and dynamism, B.O.B. handles inquiries, including claims processing, quoting and binding status, loss runs and underwriting guidelines, along with other inbound questions and the conversations that follow. “B.O.B. is built to outpace the industry-standard wait time with an impressive two-minute response threshold, all the while maintaining the voice of Cover Whale’s brand,” according to the news release. “B.O.B. is also enabled with optical character recognition to read inbound communications with embedded images.” B.O.B. is designed to expand its knowledge and proficiency as it processes and gains insights from thousands of agent and policyholder interactions over time. “Our commitment to superior customer experience has been foundational since Cover Whale’s inception,” stated Saira Taneja, chief experience officer at Cover Whale. “B.O.B.’s launch marks an important milestone on the continual journey of improving service quality and responsiveness.” In alignment with its AI-focused agenda, Cover Whale recently appointed Darien Acosta as the industry’s inaugural chief AI officer, helming the company’s AI advancement and integration. “Embracing our AI-first ethos, B.O.B. represents a leap forward in our goal to transform the landscape of commercial trucking insurtech,”Acosta said.

Convoy ceasing operations, CEO reports

SEATTLE — Seattle-based trucking software company Convoy is shutting down. In a memo to employees sent on the morning of Thursday, Oct. 19, Convoy CEO Dan Lewis detailed the decision to cease operations. “As you’re all aware, over the past few days we’ve been taking actions to minimize disruptions to shippers and carriers by ensuring that all in-transit shipments get to their proper destinations,” Lewis wrote. “Thank you to everyone who stayed focused and got it done. As usual, you guys do amazing work. With that action nearing completion, Convoy will be closing down its current core business operations. Some of our team will continue on to handle this windup transition and potential future strategic options (all whom have already been spoken with), today is your last day at the company.” Lewis said he had hoped “this day would never come,” adding that “We spent over 4 months exhausting all viable strategic options for the business. However, none of the options ultimately materialized into anything sufficient to keep the company going in its then current form. So, what happened? In short, we are in the middle of a massive freight recession and a contraction in the capital markets. This combination ultimately crushed our progress at the same time that it was crushing our logical strategic acquirer — it was the perfect storm.” Convoy currently employs 500 workers, down from a peak of about 1,500. The company had raised raised $260 million at a $3.8 billion valuation just 18 months ago, but those who were laid off reportedly didn’t receive any severance packages. In his memo, Lewis said that Convoy’s tech centric approach to trucking created “real benefits.” “It also created the conditions for a truly scalable technology platform and business model that would have yielded real financial gains when market conditions improve,” he wrote. “But in the end, market forces were too strong for us to withstand on our own.” Lewis said the company “moved all business levers possible. But we were running up the down escalator…. and it kept speeding up. So despite your excellent work on our product and service innovation, extensive revenue driving efforts, and the painful and sweeping cost cuts you have had to endure, it was still not enough to get us into the financial position necessary to withstand the increasing pressures of the industry, without the need for outside funding.” Lewis added that “Alongside this unprecedented freight market collapse, the dramatic monetary tightening we’ve seen over the last 18 months has dramatically dampened investment appetite and shrunk flows into unprofitable late stage private companies. Add to that, amidst these freight and financial conditions, M&A activity has shrunk substantially and most of logical strategic acquirers of Convoy are also suffering from the freight market collapse, making the deal doing that much harder. The perfect storm.” Lewis said that the company explored all viable strategic options for the company over the past several months, but “the result sult is where we are today. Convoy is closing the doors on its current core business operations and exploring and evaluating strategic options for what might come next.” Lewis went on to praise his company’s workers. “The work you’ve all done will leave its mark on the freight industry forever,” he said. “This industry needs to modernize. Shippers want it, carriers want it, and the market wants it. We still believe that this will be the future for this industry. As I just shared on our call, I think the world of you. Over the past few months I experienced some of the highest highs and lowest lows in business, but throughout it I remained motivated because of the incredible people at Convoy who gave me inspiration every day. You guys rock.”

Love’s Travel Stops opens new Arizona store, adding 113 truck parking spots

OKLAHOMA CITY — Love’s Travel Stops has opened a new travel stop in Nogales, Arizona, located just off Interstate 19. The location adds 75 jobs and 113 truck parking spaces to Santa Cruz County, according to a news release. “We’re pleased to announce that Love’s will now be providing another clean place and friendly faces at a 16th location in Arizona,” said Shane Wharton, president of Love’s. “The opening will provide customers in the southwestern part of the US another place to stop for convenient amenities, fresh food options, and clean restrooms, along with parking and truck care for professional drivers.”   The travel stop is open 24/7 and will offer bean-to-cup gourmet coffee, brand-name snacks, and the company’s Mobile to Go Zone with the latest technologies. Also included in the location is: More than 14,000 square feet. McDonald’s and Subway. 113 truck parking spaces.  65 car parking spaces.  Speedco (opening in December). Eight diesel bays. Eight showers. Laundry facilities. CAT scale.    In honor of the grand opening of its new location, Love’s is donating $1,000 to the Community Food Bank of Southern Arizona and $1,000 to the Boys & Girls Club of Santa Cruz County Inc.

Soar Transportation Group announces merger plans with Network Transport

SALT LAKE CITY — Soar Transportation Group is merging its asset-based trucking company with Tennessee-based Network Transport, a non-asset logistics company, according to a news release. The network features operating divisions across multiple transportation industry service verticals, including intermodal drayage, flatbed and bulk. Marc Kramer, who has overseen Soar Transportation Group’s executive management team since 2014, will serve as chairman of the combined company. The CEO managing the day-to-day operations of the merged company will be Jon Isaacson, a transportation industry veteran with more than 25 years of executive leadership experience in the trucking industry. “The merger of the two companies will allow the combined operation to leverage its highly efficient asset base while cross-selling commercial solutions across both the asset and logistics divisions,” Kramer said. “Before launching the merger, we took a step back to assess how best to serve our customers, strengthen our overall operation, improve our profitability, and foster accelerated growth both now and into the future. We listened to feedback from our customers and employees and believe the timing is right to merge the two companies in our efforts to position the company for continued success.” Kramer said that his company’s employees who are selling the non-asset services available through Network noted the value of also offering asset-based solutions. “The key point for our Network Team is how having asset-based solutions can accelerate revenue growth by serving our current customers and converting new customers with additional offerings,” Kramer added. “With our fleet on the trucking side, we have been in situations where we use third-party brokers to move our tractors. Being able to consistently leverage Network’s services on that front will drive greater utility and efficiency within our asset-based fleet.” Isaacson began his career 35 years ago working at the terminal management level within Swift, including holding the responsibility of overseeing the 19 terminals that comprised Swift’s Eastern Network at that time. In 2000, Isaacson was tapped by Swift founder Jerry Moyes as CEO of Central Refrigerated, where he guided a turnaround, enabling Central to grow from 1,200 to 2,200 tractors during his tenure. “Jon is a seasoned executive who is known for his ability to build strong teams and forge long-standing relationships with customers,” Kramer said. “He has an approach to business that is highlighted by a sense of integrity and recognition, and that is the type of culture we want to build and refine. “We’re in good hands with Jon as our CEO. He has been involved with successfully leading both small trucking businesses and much larger operations while continuing to develop a great reputation in the industry.” According to the news release, Isaacson “has benefited from the experience he gained while working on multiple acquisitions and integrating new carriers into the overall operation at Swift. In 2014, Isaacson displayed his entrepreneurial skills and used his extensive knowledge of the industry while launching KoldTrans Refrigerated, Inc., in partnership with Kevin Knight. KoldTrans went from a trucking start-up to become a strong-performing operation which was acquired by Knight-Swift as part of its merger in 2018.” Isaacson became part of the management team at Knight-Swift following the merger of two of the largest companies in the trucking industry. As vice president of dedicated operations, Isaacson had oversight for Knight-Swift’s dedicated refrigerated operation nationwide as well as the company’s western region dry-van dedicated business. “Looking back at my career, I feel both honored and grateful to have worked with two of the true icons in this industry in, Jerry Moyes and Kevin Knight,” Isaacson said. “The opportunities and experiences, along with what I have learned over my 35 years in the industry, will no doubt serve me well in my new position with the Soar Transportation Group. I am thrilled to have been chosen to serve as CEO of the combined company. As I look at where things stand today with the opportunities we have in the current market and on the horizon, I see our combined company well positioned with lots of open runway. I believe we will be able to effectively leverage our asset base and drive accelerated growth for both the trucking and logistics divisions.” Isaacson further stated, “We have incredible service offerings across our merged company that will benefit both our current and future customers. We already know in this market there are shippers that, if you don’t have an asset base, they won’t even let you play ball. Our combined company has a strong asset base that we will continue to grow, and we have a logistics network that is well-established across a number of industry verticals. At the end of the day, it still comes down to providing value and consistently delivering a high level of service for our customers. We are committed to making that happen each and every day, and we will be working hard to draw upon our collective experience and expertise resident in both companies to provide creative solutions for our customers as we seek to differentiate our company. I’m energized and excited for the franchise that I am confident we will build through this merger.”

J. J. Keller introduces new drug, alcohol training service

NEENAH, Wis. — A carrier’s drug and alcohol testing program involves one of the most complex regulatory areas with some of the greatest potential for serious risks. The person on the front line of these risks — and required to be on staff by the Department of Transportation — is the Designated Employer Representative (DER).To help carriers ensure their DER is running an effective, compliant drug and alcohol testing program, J. J. Keller & Associates Inc. has introduced the DOT Drug and Alcohol Training Service for DERs, a news release stated.This hands-on, consultant-led program trains a carrier’s company-appointed DER to be qualified to perform their duties as required by the DOT federal regulations found in 49 CFR Part 40 for drug and alcohol testing.“Carriers frequently, and usually unknowingly, put their business at risk by not meeting all of the drug and alcohol testing requirements,” said Sean Nebert, director of Transport Consulting Services at J. J. Keller. “This is often the result of a DER being improperly trained to fully understand the regulatory requirements and their role in complying with them.”J. J. Keller’s new training service covers: Drug and alcohol regulations. Testing applicability. DER responsibilities. Drug and Alcohol Clearinghouse tasks. Testing procedures. Reasonable suspicion training. FMCSA test types. Drug and alcohol program elements. Recordkeeping. Example DER scenarios. “Unlike typical online training programs, this in-person training is customized based on a carrier’s driver population, current drug and alcohol program, past violations, and other criteria,” added Nebert. “Plus, our consultants can answer specific questions throughout the training pertaining to the carrier’s needs and make sure that all of the training is understood.” According to Nebert, the ultimate goal of this service is to help protect carriers and their DERs from litigation risks and audit exposure while making roadways safer.

Mobley named CMO at All My Sons Moving and Storage

DALLAS — All My Sons Moving and Storage (AMS) on Oct. 18 announced the appointment of Katharine Mobley as chief marketing officer (CMO), effective immediately. With more than 25 years of experience in strategic marketing and global leadership roles, Mobley will be accountable for driving customer acquisition, revenue growth and brand expansion. “We couldn’t be more excited to welcome Katharine to AMS and have her join our leadership team as CMO,” said Robert Peterson, chief executive officer of All My Sons. “As a passionate leader with a proven track record of exponential growth in marketing, strategy, and brand transformations, Katharine is sure to take our brand to new heights. Her wealth of experience as a visionary leader makes her a valuable addition to the All My Sons team.” Previously, Mobley led global marketing at First Advantage. Prior to her role at First Advantage, she served as CMO at several hyper-growth companies and managed a range of household brands at agencies such as Millard Brown, Allison Worldwide (formerly Allison+Partners) and BBDO. Mobley’s expertise includes digital marketing, customer relationship management, market research and omnichannel marketing. As CMO for All My Son, Mobley will be responsible for overseeing all aspects of the company’s marketing strategies, brand positioning, user acquisition, and customer engagement initiatives. According to a company statement, she will play a pivotal role in shaping the brand’s direction and growth strategy as AMS positions itself for future growth. She expressed her enthusiasm for joining the company, saying, “I’m thrilled to join All My Sons at this pivotal moment of growth and expansion, and I look forward to leveraging my experience to create meaningful connections with our employees, partners, and customers.” Mobley holds a Bachelor of Arts in Business Administration and Marketing from the University of Georgia’s Terry College of Business.