John Gentle is on a mission. NITL's executive of the year wants to persuade shippers that the rules have changed in the trucking business and that shippers who don't get the message are looking for trouble.
Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
John Gentle understands better than most the problems shippers face in finding good, reliable trucking services. Gentle has spent a long career in transportation, retiring last year as transportation affairs leader for Owens Corning. For several years, he chaired the highway transportation committee for the National Industrial Transportation League (NITL). His service to the league— and to the industry—was recognized last fall when the league selected Gentle for its annual executive of the year award.
Gentle continues to be active in the transportation industry. He now runs a private consulting practice, John A. Gentle & Associates, and is also a member of the DC VELOCITY Editorial Advisory Board. Well known in transportation circles for his forthright, indeed blunt, assessments of the problems facing the industry, Gentle is especially forceful in arguing that shippers who expect to develop successful transportation programs had best learn that the world has changed—and that the buyers'market that dominated the first two decades after deregulation is history. Shippers who don't understand those changes and alter their own ways of doing business, he warns, may put their companies in peril.
"In the '80s and '90s, you could get a new carrier every week," he says. "Everybody was buying market share. It was a great time for shippers." But the last decade has brought about a dramatic shift, he contends, and carriers are far more savvy today about who they do business with and how. "Technology has helped in both optimizing business operations and driving out waste," Gentle explains. "Carriers are more conscious of unprofitable shippers, deadhead miles and detention. A carrier will look at a particular shipper and say, 'There's a claim every time. I cannot afford to do business with them.'"
It's all about trust
But what really matters today is willingness to collaborate. At heart, Gentle contends, carrier and shipper relationships are built on integrity. "You have to talk to people and understand if they have what it takes in terms of honesty and integrity.... If your partner is unscrupulous or cannot do the basics, it is not going to work. If you cannot trust your business partner, you've got nothing."
He believes that many shippers and carriers—but hardly all—have gotten the message. "I think today that shippers and carriers are starting to make holistic decisions about their business partners," Gentle says. John Gentle is on a mission. NITL's executive of the year wants to persuade shippers that the rules have changed in the trucking business and that shippers who don't get the message are looking for trouble. Carriers evaluate customers not only based on rate, but on shipper behaviors that can affect such things as claims rates and driver recruitment and retention.
"We have to make the decision to do business based on a new set of guidelines, not just the best rate," he argues. "We all went through micromanaging, when we did a whole bunch of bids."
He argues that the complexities of developing efficient networks require nothing less of carriers and shippers than real collaboration. Furthermore, the truckers have a stronger hand than they have had in the past. "Carriers are looking for partners who are not going to change truckers every day. That's the kiss of death: It takes them so long to figure out a network and to configure it to work optimally."
He adds, "If you want to build networks and programs, you have to find partners. Carriers really look for that. Shippers who are not so willing to do that will not find carriers. You'll call a carrier for capacity and if business is good, you'll be told they're not sure if there will be trucks today."
Knowledge is power
Successful carrier and shipper relationships are also built on a clear understanding of each other's expectations. Gentle suggests shippers invite potential carriers to see their plant or DC operations and learn the nature of the freight.
He also insists that the collaborative effort cannot stop at the management level, but must extend to operations at the dock. With a driver shortage that is expected only to grow worse, treating drivers appropriately is essential. "You want the driver to know what experience he is going to have when he gets there. You want to send a message that you are really concerned that the driver has a good experience," Gentle says. If he does, he is more likely to want to come back. That makes it easier for the carrier to recruit. But if the driver has a bad experience, he'll tell all his friends, and no one will want to go there."
Gentle emphasizes that finding good carriers requires an ongoing effort. It is not a matter of negotiating and signing a contract and then expecting things to go smoothly. "Finding a carrier is a long process," he says. "It is not something you accomplish in a day or a week." In fact, he sees it as sort of a perpetual process.
Shippers should also keep in mind that occasionally, things just don't work out, Gentle adds. "There are a lot of reasons people fall out of love," he says. It might be that a carrier loses a significant amount of business in a shipper or consignee geography, changing the economics in a way that makes existing terms unprofitable, for example. Gentle urges taking that as part and parcel of the business process."Don't get upset about it. Stuff happens and you have to roll with the punches."
Talk, and talk some more
Gentle is also a strong advocate of regular meetings between carrier and shipper management— and he sees the willingness of carrier management to participate as a good leading indicator of how successful a collaborative effort is likely to be. "If I say, 'Let's talk,' and they blow me off, how well do you think that will work out?" he asks.
Carrier councils are crucial to developing carrier willingness to make a greater investment in a shipper, Gentle believes. "Invite carriers in and talk to them for a day and a half, look at what values you want to create for the company and the carriers. Solve some of the problems you are having. Look at how to increase my productivity as well as the carrier's. It cannot be, 'I'm just going to beat you up and tell you what you are doing wrong.' Ask them in and tell them it will be a great investment for your company and mine. People do want to make an investment. They want to make sure you are successful." The payoff in that sort of mutually beneficial relationship comes at the dock. "When you need a truck, 99 times out of 100, you will get a truck," Gentle says.
Another crucial part of a successful transportation program, Gentle adds, is communication within the company to make sure that management throughout the shipper's firm understands just how important transportation is to the overall business success. That means not just senior management, he says, but everyone involved in moving a company's product."You have to try to explain how decisions they make affect the company overall. If you just talk about the warehouse, that's not right. They have to understand their role in the big picture. I think all around, people have to understand how their actions affect the business. Once they understand that, they can rally behind the concept." Ensuring that the message resonates requires a commitment, he adds. "Sometimes it takes a few calls and visits to the plant."
But getting that message across is crucial, he contends. "Especially today, a lot of carriers are inclined to walk away from someone with a challenging dock or receiving area compared to someone who wants to work to solve problems," he says. "The issue is your willingness to work. If you are not willing, you are not a player for the 2000s."
Warehouse automation orders declined by 3% in 2024, according to a February report from market research firm Interact Analysis. The company said the decline was due to economic, political, and market-specific challenges, including persistently high interest rates in many regions and the residual effects of an oversupply of warehouses built during the Covid-19 pandemic.
The research also found that increasing competition from Chinese vendors is expected to drive down prices and slow revenue growth over the report’s forecast period to 2030.
Global macro-economic factors such as high interest rates, political uncertainty around elections, and the Chinese real estate crisis have “significantly impacted sales cycles, slowing the pace of orders,” according to the report.
Despite the decline, analysts said growth is expected to pick up from 2025, which they said they anticipate will mark a year of slow recovery for the sector. Pre-pandemic growth levels are expected to return in 2026, with long-term expansion projected at a compound annual growth rate (CAGR) of 8% between 2024 and 2030.
The analysis also found two market segments that are bucking the trend: durable manufacturing and food & beverage industries continued to spend on automation during the downturn. Warehouse automation revenues in food & beverage, in particular, were bolstered by cold-chain automation, as well as by large-scale projects from consumer-packaged goods (CPG) manufacturers. The sectors registered the highest growth in warehouse automation revenues between 2022 and 2024, with increases of 11% (durable manufacturing) and 10% (food & beverage), according to the research.
The Swedish supply chain software company Kodiak Hub is expanding into the U.S. market, backed by a $6 million venture capital boost for its supplier relationship management (SRM) platform.
The Stockholm-based company says its move could help U.S. companies build resilient, sustainable supply chains amid growing pressure from regulatory changes, emerging tariffs, and increasing demands for supply chain transparency.
According to the company, its platform gives procurement teams a 360-degree view of supplier risk, resiliency, and performance, helping them to make smarter decisions faster. Kodiak Hub says its artificial intelligence (AI) based tech has helped users to reduce supplier onboarding times by 80%, improve supplier engagement by 90%, achieve 7-10% cost savings on total spend, and save approximately 10 hours per week by automating certain SRM tasks.
The Swedish venture capital firm Oxx had a similar message when it announced in November that it would back Kodiak Hub with new funding. Oxx says that Kodiak Hub is a better tool for chief procurement officers (CPOs) and strategic sourcing managers than existing software platforms like Excel sheets, enterprise resource planning (ERP) systems, or Procure-to-Pay suites.
“As demand for transparency and fair-trade practices grows, organizations must strengthen their supply chains to protect their reputation, profitability, and long-term trust,” Malin Schmidt, founder & CEO of Kodiak Hub, said in a release. “By embedding AI-driven insights directly into procurement workflows, our platform helps procurement teams anticipate these risks and unlock major opportunities for growth.”
Here's our monthly roundup of some of the charitable works and donations by companies in the material handling and logistics space.
For the sixth consecutive year, dedicated contract carriage and freight management services provider Transervice Logistics Inc. collected books, CDs, DVDs, and magazines for Book Fairies, a nonprofit book donation organization in the New York Tri-State area. Transervice employees broke their own in-house record last year by donating 13 boxes of print and video assets to children in under-resourced communities on Long Island and the five boroughs of New York City.
Logistics real estate investment and development firm Dermody Properties has recognized eight community organizations in markets where it operates with its 2024 Annual Thanksgiving Capstone awards. The organizations, which included food banks and disaster relief agencies, received a combined $85,000 in awards ranging from $5,000 to $25,000.
Prime Inc. truck driver Dee Sova has donated $5,000 to Harmony House, an organization that provides shelter and support services to domestic violence survivors in Springfield, Missouri. The donation follows Sova's selection as the 2024 recipient of the Trucking Cares Foundation's John Lex Premier Achievement Award, which was accompanied by a $5,000 check to be given in her name to a charity of her choice.
Employees of dedicated contract carrier Lily Transportation donated dog food and supplies to a local animal shelter at a holiday event held at the company's Fort Worth, Texas, location. The event, which benefited City of Saginaw (Texas) Animal Services, was coordinated by "Lily Paws," a dedicated committee within Lily Transportation that focuses on improving the lives of shelter dogs nationwide.
Freight transportation conglomerate Averitt has continued its support of military service members by participating in the "10,000 for the Troops" card collection program organized by radio station New Country 96.3 KSCS in Dallas/Fort Worth. In 2024, Averitt associates collected and shipped more than 18,000 holiday cards to troops overseas. Contributions included cards from 17 different Averitt facilities, primarily in Texas, along with 4,000 cards from the company's corporate office in Cookeville, Tennessee.
Electric vehicle (EV) sales have seen slow and steady growth, as the vehicles continue to gain converts among consumers and delivery fleet operators alike. But a consistent frustration for drivers has been pulling up to a charging station only to find that the charger has been intentionally broken or disabled.
To address that threat, the EV charging solution provider ChargePoint has launched two products to combat charger vandalism.
The first is a cut-resistant charging cable that's designed to deter theft. The cable, which incorporates what the manufacturer calls "novel cut-resistant materials," is substantially more difficult for would-be vandals to cut but is still flexible enough for drivers to maneuver comfortably, the California firm said. ChargePoint intends to make its cut-resistant cables available for all of its commercial and fleet charging stations, and, starting in the middle of the year, will license the cable design to other charging station manufacturers as part of an industrywide effort to combat cable theft and vandalism.
The second product, ChargePoint Protect, is an alarm system that detects charging cable tampering in real time and literally sounds the alarm using the charger's existing speakers, screens, and lighting system. It also sends SMS or email messages to ChargePoint customers notifying them that the system's alarm has been triggered.
ChargePoint says it expects these two new solutions, when combined, will benefit charging station owners by reducing station repair costs associated with vandalism and EV drivers by ensuring they can trust charging stations to work when and where they need them.
New Jersey is home to the most congested freight bottleneck in the country for the seventh straight year, according to research from the American Transportation Research Institute (ATRI), released today.
ATRI’s annual list of the Top 100 Truck Bottlenecks aims to highlight the nation’s most congested highways and help local, state, and federal governments target funding to areas most in need of relief. The data show ways to reduce chokepoints, lower emissions, and drive economic growth, according to the researchers.
The 2025 Top Truck Bottleneck List measures the level of truck-involved congestion at more than 325 locations on the national highway system. The analysis is based on an extensive database of freight truck GPS data and uses several customized software applications and analysis methods, along with terabytes of data from trucking operations, to produce a congestion impact ranking for each location. The bottleneck locations detailed in the latest ATRI list represent the top 100 congested locations, although ATRI continuously monitors more than 325 freight-critical locations, the group said.
For the seventh straight year, the intersection of I-95 and State Route 4 near the George Washington Bridge in Fort Lee, New Jersey, is the top freight bottleneck in the country. The remaining top 10 bottlenecks include: Chicago, I-294 at I-290/I-88; Houston, I-45 at I-69/US 59; Atlanta, I-285 at I-85 (North); Nashville: I-24/I-40 at I-440 (East); Atlanta: I-75 at I-285 (North); Los Angeles, SR 60 at SR 57; Cincinnati, I-71 at I-75; Houston, I-10 at I-45; and Atlanta, I-20 at I-285 (West).
ATRI’s analysis, which utilized data from 2024, found that traffic conditions continue to deteriorate from recent years, partly due to work zones resulting from increased infrastructure investment. Average rush hour truck speeds were 34.2 miles per hour (MPH), down 3% from the previous year. Among the top 10 locations, average rush hour truck speeds were 29.7 MPH.
In addition to squandering time and money, these delays also waste fuel—with trucks burning an estimated 6.4 billion gallons of diesel fuel and producing more than 65 million metric tons of additional carbon emissions while stuck in traffic jams, according to ATRI.
On a positive note, ATRI said its analysis helps quantify the value of infrastructure investment, pointing to improvements at Chicago’s Jane Byrne Interchange as an example. Once the number one truck bottleneck in the country for three years in a row, the recently constructed interchange saw rush hour truck speeds improve by nearly 25% after construction was completed, according to the report.
“Delays inflicted on truckers by congestion are the equivalent of 436,000 drivers sitting idle for an entire year,” ATRI President and COO Rebecca Brewster said in a statement announcing the findings. “These metrics are getting worse, but the good news is that states do not need to accept the status quo. Illinois was once home to the top bottleneck in the country, but following a sustained effort to expand capacity, the Jane Byrne Interchange in Chicago no longer ranks in the top 10. This data gives policymakers a road map to reduce chokepoints, lower emissions, and drive economic growth.”