Gary Frantz is a contributing editor for DC Velocity and its sister publication CSCMP's Supply Chain Quarterly, and a veteran communications executive with more than 30 years of experience in the transportation and logistics industries. He's served as communications director and strategic media relations counselor for companies including XPO Logistics, Con-way, Menlo Logistics, GT Nexus, Circle International Group, and Consolidated Freightways. Gary is currently principal of GNF Communications LLC, a consultancy providing freelance writing, editorial and media strategy services. He's a proud graduate of the Journalism program at California State University–Chico.
The U.S. trucking sector idled along in 2019 absorbing generally flat to declining volumes, a slowing industrial economy, and an uptick in carrier bankruptcies. As the industry rolls into 2020, demand remains relatively soft, there are still too many trucks chasing too little freight, and the pricing pendulum has swung back in the shipper's favor. Add to that new regulatory mandates, higher operating costs, and a stubborn shortage of qualified drivers, and truckers in 2020 will have to overcome some serious bumps in the road to success—and profits.
"It's going to be a tough first half of the year" for both less-than-truckload (LTL) and truckload operators, says Bob Costello, senior vice president and chief economist with the American Trucking Associations (ATA). "No matter how you look at volumes, they've slowed," he notes, adding that there is "simply too much capacity out there." Couple that with higher driver pay scales, skyrocketing insurance premiums, and increases in virtually every other operating-cost area, and 2020 promises to give fleets all they can handle, Costello says.
Jim Fields, chief operating officer for Pittsburgh, Pennsylvania-based LTL truck line Pitt Ohio, doesn't expect to see much in the way of tailwinds that will help push carriers along in 2020. All of which means "we will need to create a better working environment in which to be successful," he says.
His areas of focus are driving productivity and creating more efficiencies in Pitt Ohio's processes, better utilization of equipment by type and size, optimizing the network, and making sure Pitt Ohio has the right book of business. Fields also emphasizes staying close to customers and using technology more strategically "to make it more efficient for customers to see [and utilize] data we push to them, rather than to call us multiple times a day." It's about driving a value proposition that resonates with shippers and meeting needs for fast, reliable service that helps them shave cost from their supply chains. Some 90% of Pitt Ohio's shipments are delivered overnight.
The market also continues to suffer somewhat of a hangover from businesses that overbuilt inventory in 2019 to avoid trade risks, notes Darren Hawkins, chief executive officer of Overland Park, Kansas-based YRC Worldwide (YRCW), which operates national and regional LTL carriers and provides logistics services.
Overarching geopolitical concerns and a weak global manufacturing sector signal some continued risk, yet progress with China trade negotiations and the ratification and signing of the new USMCA (United States-Mexico-Canada Agreement) trade pact offer potential upside. "If inventories rebalance in the first half of 2020, ... shipment volumes will stabilize and benefit from what could be a better growth environment," Hawkins says. He adds that the YRCW carriers will continue to implement their fleet upgrade plan in 2020. Since 2015, the company has put into service "well over 5,000 new tractors and 12,000 trailers," he reports.
THE REALITY OF TRUCKING IN 2020—A MIXED BAG
The general sense that the market is soft and any meaningful uptick in freight volumes won't occur until the second half of the year is shared by a number of industry analysts as well.
"The economy in general is a mixed bag," notes Avery Vise, vice president of trucking for FTR Transportation Intelligence, a Bloomington, Indiana-based research firm. His research projects overall growth in freight volumes of less than 1% in 2020. In terms of hurdles to overcome, he cites the outbreak of the coronavirus in China as a "shock to the [global trade] system" as well as continuing pockets of weakness in industrial manufacturing and durable-goods orders.
Presenting at a recent industry conference, Vise outlined five themes he describes as "the reality of trucking" in 2020:
Freight volumes aren't growing, but they aren't collapsing.
Spot rates are down from 2017-18, but they aren't really that bad.
Insurance costs are soaring.
The ELD (electronic logging device) mandate certainly has been a challenge, especially for small carriers.
Trucking failures are, indeed, above trend.
But the number of new entrants is significant (Exhibit 1), and lost carriers do not equal lost capacity.
Not all industry players see a year of dark clouds on the horizon. Marty Freeman, executive vice president and chief operating officer of Thomasville, North Carolina-based Old Dominion Freight Line (ODFL), is "very optimistic" about 2020, citing the ratification of the USMCA pact, a partial trade agreement with China, and employment holding steady.
"We talk to our customers every day and ask them the same question [about the outlook for 2020]. We get [answers] anywhere from flat to 5% to 6% growth," he says. Shippers, in ongoing efforts to manage costs, also continue to seek providers who can service multiple supply chain needs under one roof, a "one-stop shop," notes Freeman. "That helps us become stickier with customers" by leveraging ODFL's core LTL services with its capabilities in truckload brokerage, expedited service, household moves, international forwarding, and port drayage.
"We're not the cheapest service provider in the LTL stable," Freeman admits. "Our value prop is on-time service with low claims at a fair price." It's a strategy that has delivered the best operating ratio in the LTL business for a decade.
Satish Jindel, founder and president of Warrendale, Pennsylvania-based SJ Consulting Group, also is relatively optimistic. He forecasts LTL carriers, despite a soft market, securing rate increases in the 3% to 4% range, while truckload carriers can expect rate hikes from flat to 2.5%.
He cautions fleets to be prudent about truck investments, even those intended as replacements, to avoid worsening the current oversupply situation. "You have to realize that when you add trucks to replace, you are adding to overall market capacity. Used trucks do not go into a landfill," he says. "They stay on the road and go to smaller carriers who could not afford to pay the $150,000 cost of a new truck."
Jindel also suggests that LTL carriers need to get away from a mindset he calls "put down the ducky," a colorful description for a practice where operators are "too much in love with running around town with a tractor and 53-foot trailer carrying a lot of air and empty trailer space at higher cost." He points out that LTL carriers who emphasize deploying more straight trucks and tractors pulling 28-foot "pup" trailers in city operations are "some of the most profitable carriers" because they are "better at utilizing the smaller equipment."
REGULATION REDUX
Major new regulatory mandates that went into effect in the past 15 months also impact the industry and its prospects going forward.
The implementation of electronic logging devices and rollout of a nationwide driver drug-testing clearinghouse meant fleets in many cases had to purchase and install new ELD equipment in trucks, and update testing policies and procedures. In both cases, operating, societal, and safety benefits resulted as fleets got up to speed.
Old Dominion's Freeman notes his company started its ELD implementation in January 2019 and conducted a "full-court press" throughout the year, completing the changeover to new technology, processes, and procedures, including new tablet computers in trucks, by November. He looks for "good things" from ELDs in terms of more comprehensive and timely data on driver and truck performance, which can be utilized to improve safety and operating efficiency.
YRC Worldwide was "fully compliant with the transition from AOBRDs (automated on-board recording devices) to ELDs long before the deadline," says Hawkins, adding that the two-year window afforded by the Federal Motor Carrier Safety Administration (FMCSA) gave carriers sufficient time for a smooth transition. "Among other opportunities, we utilized peer-to-peer training with our drivers to make sure they were prepared," he says.
Hawkins notes as well the positive impact from the launch of the federal Drug and Alcohol Clearinghouse, citing it as an example of the industry working in concert with the FMCSA to advance safety. "The best way to approach safety is as an investment," Hawkins says. "The power of partnership [between government, fleets, and shippers] is ... another avenue for us to collectively advance safety."
FTR's Vise adds that in his view, the impact of the new clearinghouse (which launched on Jan. 6) on available qualified truck drivers could be significant over time. "In the past, if you failed the test, you'd just go to another carrier. Now, [that test result] goes into the clearinghouse. We didn't have the data before on how many drivers were failing the pre-employment test. The other factor [that will potentially affect driver supply] is those who know they'll test positive and just leave the business."
There's also potential for improving driver quality of life and productivity, as ELDs have equipped fleets with tools to more precisely and quickly measure detention and wait times a driver must deal with at shipper docks. "Days of giving [the shipper] two hours of free time at the dock ... should be [coming to an end]," says SJ Consulting's Jindel, adding that excessive detention by shippers is a waste that reduces the driver's earning power and inhibits productivity and utilization.
DRIVER SHORTAGE—IT'S HOW YOU DEFINE IT
A shortage of qualified truck drivers also remains high on the list of concerns for shippers and carriers alike. That's particularly true in the truckload market, where 60% annual turnover is considered a victory.
Old Dominion's strategy has been to grow its own when it comes to drivers. Since it launched its in-house driver-training program in 1988, the company has graduated 5,900 CDL (commercial driver's license)-qualified drivers from its schools, notes Freeman, adding that 55% of those graduates are still with the company today.
Donald Broughton, principal and managing partner of Clayton, Missouri-based Broughton Capital, a transportation market research and analysis firm, thinks the driver shortage suffers from a gross misconception. He says whether or not there is a shortage "depends on how you define [it]," citing three determining factors: how much you're willing to pay in wages and benefits; how stringent your requirements are for safety performance, reliability, and other employee quality criteria; and how much you're willing to invest to take care of your employees and provide good quality of life (i.e., get them home regularly).
On one end of the spectrum are the higher-compensated driving jobs with dedicated and private truckload fleets, as well as parcel carriers like UPS, where, Broughton quips, driver turnover is mostly a function of "death or retirement." In the middle is the LTL market, where the latest ATA figures peg driver turnover at about 9%. On the other end of the spectrum are the long-haul full truckload irregular-route driving jobs, where "someone is paid $45,000 a year and you get them home [maybe] every two weeks," he says, adding that in this corner of the trucking world, "you'll never get enough people."
Broughton also lauds the launch of the new Drug and Alcohol Clearinghouse as an overwhelming positive for the industry and public. "That you used to be able to fail a drug test at one company and then go to another was absurd," he says. The new clearinghouse "was long overdue" and "a commonsense mandate that makes the world safer for all of us."
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.