AUGUST 2020
A LEVEL RATE PLAYING FIELD?
What’s the true cost of transportation? page 60
HANGING IN THERE Largest for-hire carriers hold steady in 2019 after the prior year’s rapid ascent GOING PAPERLESS IN THE PANDEMIC Fleets develop touch-free P&D page 30
AUTONOMOUS ACCELERATION Driverless truck research picks up page 58
BUSINESS SOLUTIONS FOR TRUCKING PROFESSIONALS
BIG TRUCK WHEELS, KEEP ON TURNING Learn how to protect both steel, aluminum page 22
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AUGUST 2020 | VOL 177 | NO. 8
JOURNAL LEADING NEWS, TRUCKING MARKET CONDITIONS AND INDUSTRY ANALYSIS
32 The CCJ Top 250: Holding steady COVER STORY
Compared to 2018, a year that provided for-hire carriers with once-in-a-generation market conditions, 2019 may have felt like a ho-hum year to many fleet executives. Although the North American trucking industry saw little growth in 2019, many carriers were able to eke out modest gains. Cover design by Richard Street
FEATURES
58
6 News YRC Worldwide to get $700M COVID-19 bailout … TCA opens Best Fleets to Drive For nomination period …
Behind the wheel
Driverless technology has lost a lot of industry buzz to electrification and, more recently, the coronavirus, but trucking’s formerly “it” thing is still plodding along. But there are hurdles to get there. Autonomous systems are good at repetitive and predictable tasks but can struggle with construction zones and mechanical or software failures.
60
Managing rollercoaster rates
During the pandemic crisis, the volatility of rates has raised questions about the need for greater transparency into the costs and margins of freight transactions, particularly for third-party logistics providers.
55
CVSN mounts push to make telematics data available to fleets, repair shops … New marketplace adds depth, speed for buyers … ATRI: Large-sum jury awards against fleets increasing
Innovators: Halvor Lines
The Superior, Wisconsin-based trucking and logistics provider develops an electronic bill of lading to help keep its drivers safe and improve efficiency for multi-stop deliveries.
10 InBrief 14 InFocus: PPP loans COMMERCIAL CARRIER JOURNAL
| AUGUST 2020 1
DEPARTMENTS
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Carriers adjust to late-model engine oil drain intervals
New planning tools help small carriers Verizon Connect launches video system Panasonic debuts new Toughbook flagship Netradyne’s Driveri helps ALTL lower CSA score Analysis: Pandemic increasing driver distraction risks Samsara enhances intelligent camera vision
27 InBrief 28 Werner developing platform for drivers, carriers
DOE pledges to build Class 8 fuel-cell truck Hyliion developing carbonnegative electric powertrain NACFE: Growth in regional haul good for fleets, drivers
San Antonio plant
21
Volvo launches redesigned VAH auto hauler model Volvo deploys pilot eVNR in Southern California
28 29
CDL school using telematics to save costs Online tools help Fortune improve retention
30 InFocus: Paperless
22 InFocus:
ALSO IN THIS ISSUE
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Upfront Editor Jason Cannon’s column
72 Preventable or Not? Tractor-trailer driver John Doe was on a two-lane tree-lined road when he was distracted momentarily and hit a hefty limb, damaging his reefer. Was this a preventable accident?
66 Products Tires, driveshaft, impact wrench, more
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UPFRONT
Impaired driving just another part of 2020’s changing landscape BY JASON CANNON
I
f I had to describe 2020 to my grandparents, who passed several years ago, I’m not sure I could do it. Born, raised and retired in Alabama, they experienced economic depression, pandemics and civic upheaval in their lifetime, but not all in a span of six months. The world is changing, and it’s hard to keep up, even for non-retirees. When I was in elementary school, we had D.A.R.E. assemblies in the gym featuring a rotating lineup of speakers spinning tales of life gone astray thanks to drug abuse. Fast forward to driver’s ed in my junior year, and D.A.R.E. had been replaced by the dangers of drunk driving and the speaker replaced by an assistant baseball coach. Another 20-plus years later, and D.A.R.E. and Coach Wright have reached a crossroads, as “just saying no” to one thing has led to saying yes to others. Positive tests for marijuana use made up nearly 50% of the violations reported to the Federal Motor Carrier Safety Administration’s Drug and Alcohol Clearinghouse in its first five months. For non-truckers, the rules and regulations for purchasing and using marijuana can vary wildly from state to state, but it’s still illegal to drive impaired. The rules are far more black and white for commercial drivers (it’s illegal to use and carry under any circumstances), yet still more than 10,000 positive marijuana tests have cycled through the clearinghouse since it debuted in January. Drunk driving numbers are falling among all motorists, but incidents
of “drugged driving” (or driving while impaired) are increasing. In 2018, 75% of all drivers involved in a fatal crash tested positive for cannabis and multiple other substances in their system at the time of the crash, according to the Rocky Mountain High Intensity Drug Trafficking Area. More than 36,000 people died in highway crashes in 2018 (about the same as 2019), according to the National Highway Traffic Safety Administration, and almost 11,000 were due to impairment. FMCSA estimates 0.8% of commercial drivers have used drugs while on the road. After alcohol, marijuana is the drug most often linked to impaired driving, said Darrin Grondel, vice president of traffic safety and government relations for the Foundation for Advancing Alcohol Responsibility, speaking as part of the Truckload Carriers Association’s Virtual Safety and Security Meeting in late June. Carriers are required to remove drivers tagged with a drug and/or alcohol violation through the clearinghouse from safety-sensitive functions – which includes driving – until they have completed a return-to-duty (RTD) process. Through June 1, nearly 20,000 drivers have been cited with at least one clearinghouse violation, but more than 15,000 had not started the RTD process. Not all hazardous driving can be laid at the feet of alcohol and marijuana. Even prescribed drugs and over-the-counter medicines can cause basic motor skill impairments or trigger a positive test. Cannabidiol (CBD) has skyrocketed in popularity in recent years, largely as an all-natural wonder drug for sufferers of chronic pain, anxiety or sleeplessness, among many other things. However, it’s
only been approved for the doctor-prescribed seizure treatment Epidiolex. “There are no known benefits for taking CBD over-the-counter,” Grondel said, adding there’s also some ambiguity on potential legal implications for drivers. “CBD still contains THC, and if tested after recent use, it would come up positive. You cannot take the main ingredients out of the plant.” Most national studies on marijuana’s impact on driving focus on private vehicles and place little attention on commercial vehicle operators, so there is a lack of good data on CMV crashes. However, Grondel said, what isn’t up for debate is the misnomer that just because marijuana is now legal, it’s safe. “We’ve seen marijuana go from 3% to 5% concentration to 93% to 94% concentration in some oils,” he said, adding research indicates THC levels have increased up to 10 times in the last 30 years in marijuana flower. “Those concentrations have a deep impact on the level of impairment.” The U.S. Department of Transportation’s Rule 49 CFR Part 40 requires supervisors to attend two hours of training to recognize symptoms of alcohol and drug abuse. But there’s little formalized follow-up training, which Grondel said is key as the legalization of marijuana evolves along with the manners in which it can be consumed. D.A.R.E. never covered THC brownies or gummies, or the fact that the effects of marijuana are not universal, and neither do current DOT guidelines. The balance between what is legal and what is safe is delicate, and there are plenty of questions.
JASON CANNON is Editor of Commercial Carrier Journal. E-mail jasoncannon@randallreilly.com.
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LEADING NEWS, TRUCKING MARKET CONDITIONS AND INDUSTRY ANALYSIS
YRC Worldwide to get $700M COVID-19 bailout
Y
RC Worldwide (CCJ Top 250, No. 5) last month announced that the U.S. Treasury Department intends to loan the company $700 million as part of the CARES Act for COVID-19 pandemic assistance. That comes in exchange for a nearly 30% ownership stake of YRC Worldwide by the U.S. government. The Overland Park, Kansas-based company said it and its fleet subsidiaries Holland, New Penn, Reddaway and YRC Freight “have been significantly impacted by the COVID-19 pandemic.” YRC Worldwide plans to use the CARES Act loan to pay for deferred employee healthcare and pension costs and other contractual obligations, as well as to support capital investments. The Treasury Department will receive 29.6% fully diluted equity ownership in YRC Worldwide for the loan. The company will receive the $700 million in two portions: • The first portion of about $350
The Overland Park, Kansas-based company said it and its fleet subsidiaries “have been significantly impacted by the COVID-19 pandemic.”
million will be used to cover shortterm contractual obligations and certain other obligations, including pension and healthcare payments. The loan terms are the London Interbank Offered Rate (LIBOR) benchmark interest rate plus 3.5%, consisting of 1.5% cash and 2% payment in kind. This loan matures on Sept. 30, 2024.
• The second portion of about $350 million will be used for essential capital investment in trailers and tractors and is expected to carry an interest rate of LIBOR plus 3.5% in cash. This loan also matures on Sept. 30, 2024. YRC Worldwide has been plagued with debt and profitability issues since – CCJ Staff the recession in 2008-09.
TCA opens Best Fleets to Drive For nomination period
T
he Truckload Carriers Association is asking company drivers and owner-operators for submissions to the annual Best Fleets to Drive For contest and survey that evaluates and identifies carriers that provide exceptional workplace environments within the trucking industry. Nominations can be made through Sept. 6 at BestFleetsToDriveFor.com. By nominating a fleet, a driver is recognizing the things about the company’s culture that he/she likes, such as outstanding compensation, benefits, safety practices, training, Scan the QR code with your smartphone or visit ccjdigital.com/news/subscribe-tonewsletters to sign up for the CCJ Daily Report, a daily e-mail newsletter filled with news, analysis, blogs and market condition articles.
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equipment and more. If the company accepts the nomination and agrees to participate, the survey then digs deeper into its policies and practices, bringing to light the things it does that are innovative and/or successful. To be eligible, a fleet must operate 10 or more tractortrailers in the United States or Canada. TCA membership is not required. Participants will answer questions about their current human resources practices, both electronically and through phone interviews with senior management and a random sampling of their drivers. The Top 20 finishers will be identified as Best Fleets to Drive For. From this pool, companies will be divided into “small” and “large” categories, and an overall winner from each category will be selected. The two overall winners and the rest of the Top 20 will be recognized Jan. 23-26, 2021, during Truckload 2021 in Nashville, Tennessee. – CCJ Staff
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JOURNAL NEWS
CVSN mounts push to make telematics data available to fleets, repair shops
T
he Commercial Vehicle Solutions Network (CVSN) Right to Repair Coalition in late June said that the group had compiled enough signatures for an addendum to be included on the Massachusetts ballot in November that would require vehicle manufacturers to provide all repair providers and fleets with universal access to telematics information. Approved in 2013, the current Right to Repair law requires automobile and truck manufacturers to make available the same diagnostics and repair information to consumers and independent shops that once was exclusive to franchised dealerships. But the law excludes telematics. Marc Karon, CVSN’s Right to Repair chairman, said the new legislation is important because an increasing number of manufacturers are eliminating diagnostics access directly from the vehicle diagnostics port and now are moving that information over-the-air. “In the near future, the only access to vehicle diagnostics will be through telematics communication,” said Karon,
president for West Palm Beach, Floridabased Total Truck Parts. Karon said the addendum’s goal is to allow vehicle owners access to any data that is transmitted from the vehicle “and direct them to whomever they want to repair their vehicles.” “If the dealers or the OE need information from telematics, then it needs to be available to the vehicle owner and independent service shop,” he said. The original Right to Repair legislation and subsequent law was initiated in Massachusetts, and Jeff Volpe, CVSN marketing director, said that if the addendum passes this fall, “it should have a domino effect, and legislation should start to pass among the other states.” In early 2014, the Alliance of Automobile Manufacturers and the Association of Global Automakers agreed to voluntarily uphold Massachusetts’ Right to Repair Act across the country, unlocking – for a fee – access to manufacturers’ proprietary service websites and repair information. Karon said Right to Repair and access
The Right to Repair addendum would require vehicle manufacturers to provide all repair providers and fleets with universal access to telematics information.
to information has been a battle raging between dealers, the aftermarket and OEMs for several years, but he believes getting the addendum passed in Massachusetts is the best first step to reaching a widespread agreement. “It worked in 2013 on the original Right to Repair Act, and I believe that it will happen again,” he said. “Other states will surely follow if necessary. Also, it is difficult to imagine a vehicle manufacturer that would have to design different vehicles for different states.” – Jason Cannon
New marketplace adds depth, speed for buyers
A
new online used equipment marketplace, Equipment Experts, offers users comprehensive data from many dealers and additional information useful to buyers. The website, equipmentexperts. com, was launched July 1 by Commercial Carrier Journal’s publisher, Randall-Reilly. “Buyers gain access to the most robust equipment data on the web to make informed buying decisions, and sellers get the pay-for-performance pricing they have been asking for,” said Prescott Shibles, executive vice president for Randall-Reilly’s Equipment Division. “It’s a disruptive concept, and we’re 8
commercial carrier journal
excited by the reaction we’ve gotten from the market.” The service also includes used construction and agriculture equipment. Equipment Experts provides buyers with the most up-to-date and comprehensive data and tools, helping minimize research on multiple websites. The resources on equipmen- Equipment Experts serves trucking and other texperts.com include verified owner industries. reviews, articles from Randall-Reilly’s award-winning editors, equipment comparison tools and specifications. creating a low-touch process. They also The service benefits dealers by intebenefit from performance-based pricing grating their management systems for that is based on user engagement with – CCJ Staff customers, inventory and other dealers, the listings.
| august 2020
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Pandemics and Privacy (Digital)
W
e are living in crazy times, and COVID-19 has changed the way we live and work. It’s also raised some thorny privacy issues. It appears that the best way to contain the spread of COVID-19 is through: (i) extensive testing; (ii) use of personal protection equipment; and (iii) the ability to track individuals who have the virus or who have been in contact with those who have the virus. The last one gives me pause. Hong Kong, Singapore, Taiwan and South Korea have all employed this method with some success. However, in addition to using humans to trace the virus, they also employ surveillance technology. This is where my heartburn begins. Google has been sharing some of its information on the location and movement of its users to assist researchers and doctors as they combat the virus. Moreover, a team at Massachusetts Institute of Technology has developed a proximity tracking application for those who have been in contact with COVID-19 patients and Google and Apple have already developed apps to allow for voluntary contact tracing. I understand the public health issues but want to point out the privacy costs. The trucking industry has grappled with similar privacy issues with ELDs such as the concern that a device can track their location at any given time. However, ELDs and the potential tracing technology fall into different camps. The courts have long held that because the trucking industry is heavily regulated that drivers in that industry have a lower expectation of privacy than others and devices like ELDs do not violated a driver’s right of privacy. They are necessary to accomplish the overarching goal of making the roads safe. Using apps for contact tracing involves collecting data from cellphones, GPS, public transportation, credit card data, immigration data and other sources, such as is currently being done in South Korea. While all this information can be useful for COVID-19 control, I struggle with the additional implications. If an average quarantine is 14 days, I would assume this the relevant period of time I would need to be “tracked.” However, what happens to my information after the 14 days? It should be deleted, but we don’t know if it will be. Also, how does this impact an individual’s rights under the Fourth Amendment? Can the courts use data from cellphone providers and GPS records to issue warrants? The US Supreme Court has recently ruled on a couple of cases addressing digital privacy. In Carpenter v. United States, the defendant was allegedly involved in the robbery of a RadioShack store in Detroit in 2010. Prosecutors relied on 127 days’ worth of cellphone records that placed the defendant at 12,898 locations. The information included whether he had slept at home on given nights or attended church. In the opinion, Chief Justice Roberts wrote that such information was entitled to privacy protection and a warrant was required. However, the decision made exception for certain emergencies, namely, bomb threats and child abductions. Would a pandemic fall under this exception? While I agree with the Court’s decision, I also understand that some of this information may be necessary to prevent the spread of COVID-19 and save lives. However, safeguards to protect our privacy — and restrictions to ensure only necessary information is used for a specific timeframe — must be put in place. Instead of courts modifying existing doctrine, we need to be proactive. In other words, we need a digital bill of rights. Congress should pass such a bill defining how our digital rights and privacy are to be protected from infringement after this crisis, or any other crisis, is over.
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JOURNAL NEWS
INBRIEF 8/20 • The Heavy Vehicle Use Tax deadline is still Aug. 31 despite other tax deadlines being delayed due to COVID-19. All truck owners with a vehicle with a taxable gross weight of 55,000 pounds or more will need to file Form 2290 for 2020-21 by Aug. 31 to renew their proof of HVUT payment. • The Commercial Vehicle Safety Alliance’s annual Brake Safety Week is set for Aug. 23-29. Inspectors will be looking for critical out-of-service brake violations, along with other OOS violations, with an added emphasis on brake hoses and tubing. During last year’s Brake Safety Week, 13.5% of all trucks inspected were placed OOS for brake-related violations. • Trucking companies unable to comply with random drug and alcohol testing requirements due to COVID-19 are being given enforcement flexibility by the Federal Motor Carrier Safety Administration. Carriers must continue to select drivers at the required rate of 50% of their average number of drivers for drug testing and 10% for alcohol testing during the 2020 calendar year. If a test is unable to be completed or random dates can’t be scheduled, the carrier must keep written documentation. • Carriers contracted with the U.S. Department of Energy to haul securitysensitive radioactive materials received an extension of a waiver from the 30-minute break rule requirements. Under the terms of the waiver granted on June 30, 2015, exempted drivers can use 30 minutes or more of onduty attendance time to satisfy the 30-minute break requirement. The renewal is good through Sept. 29 when the revised hours of service rule will go into effect and make the waiver unnecessary. • The Specialized Carriers & Rigging Association received a five-year waiver extension from the 30-minute break for carriers and drivers handling oversize and overweight loads that require a government-issued permit. The exemption was granted by the Federal Motor Carrier Safety Administration in June 2015 and has been extended through June 18, 2025. • The governors of 15 states last month pledged to work collaboratively toward decarbonizing commercial vehicles. California, Colorado, Connecticut, Hawaii, Maine, Maryland, Massachusetts, New Jersey, New York, North Carolina, Oregon, Pennsylvania, Rhode Island, Vermont and Washington, along with the District of Columbia, issued the Multi-State Medium- and Heavy-Duty Zero Emission Vehicle Memorandum of Understanding that outlines a coordinated effort to expedite the deployment of zero-emissions medium- and heavy-duty vehicles. • The trucking industry in 2019 generated $791.7 billion in revenue and moved 11.84 billion tons of freight, according to the American Trucking Associations’ American Trucking Trends 2020 report. Trucking revenues accounted for 80.4% of the nation’s freight bill, with trucks moving 67.7% of surface freight between the United States and Canada and 83.1% of crossborder trade with Mexico. ATA also found that 7.95 million people were employed in trucking and worked mostly for small companies, with 91.3% of fleets operating six or fewer trucks and 97.4% operating 20 or fewer. • The Mexican assets of defunct Indianapolis-based Celadon were sold last month to Jaguar Transport for a $6.8 million bid in an online auction, with the purchase later adjusted down to $6.1 million. The assets include Celadon Mexicana, Leasing Servicios and Jaguar Logistics, and 75% of the outstanding shares of Servicios de Transportación Jaguar and Servicios Corporativos Jaguar. The company also acquired a terminal and equipment. • Navistar announced that Persio Lisboa was appointed president and CEO, replacing Troy Clarke, who had held the roles of president, CEO and board member since April 2013 and chairman since February 2017. Lisboa joined Navistar in 1988 and since March 2017 has served as executive vice president and COO. Clarke will continue with the company as executive chairman.
JOURNAL NEWS
ATRI: Large-sum jury awards against fleets increasing
L
arge verdicts against trucking fleets are increasing dramatically, both in number and in size of awards, and have exploded by a factor of 11 in the last six years. According to data compiled by the American Transportation Research Institute (ATRI), which created a trucking litigation database detailing information on 600 cases between 2006 and 2019, there were 26 cases with judgments in excess of $1 million during the first five years of the data. In the last five years, there were nearly 300. Rob Moseley, founding partner with Moseley Marcinak Law Group, said the issue is more than about plaintiffs and attorneys chasing big bucks, noting sizable jury verdicts have “had a stifling impact on motor carriers and industry stakeholders.” Clay Porter, partner at Porter Rennie Woodard and Kendall, said the frequency in excessive awards, “while not surprising, tells us that the trial system has gotten completely off-track. Foundational changes are needed in the way we determine noneconomic and punitive damages.” All respondents to ATRI’s Litigation Impact Survey reported that insurers have had to increase premiums as a result of large jury verdicts. One motor carrier reported an increase in a single year’s insurance rates of more than 100%. “One respondent specified that ‘low-risk’ motor carriers are experiencing 8% to 10% increases in insurance costs, while new ventures and average-to-marginal carriers are experiencing a 35% to 40% annual increase — a trend that has occurred for three consecutive years,” ATRI’s report stated. Root causes ATRI concluded that two primary factors affect the size of an award verdict: crash characteristics and litigation factors. Crash characteristics, according to ATRI, include injuries sustained, the number of cars involved and the number of deaths. Litigation factors include the presence of expert witnesses. When an expert witness is called in favor of the defense and not for the plaintiff, ATRI found a sizable decrease in the average size of the verdict, cutting the resulting mean verdict from $3.1 million to $2.7 million. Children also play a large role in the size of the verdict. If a child was involved in the crash and related litigation, the verdict increased 1,687% — from $2.3 million to $42.3 million. Accidents that included hours of service or log book violations, a poor driving history, driving under the influence 12
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ATRI found that from 2010 to 2018, the size of verdict awards grew 51.7% annually, while inflation grew 1.7% and healthcare costs grew 2.9%.
of controlled substances, fleeing the scene or health-related issues saw a 100% verdict rate in favor of the plaintiff. Distracted driving and fatigue result in a greater than 90% win rate for the plaintiff. Average damages also vary by the type of crash in which the truck was involved. ATRI found that spins and rollovers were the most expensive crash type by far, with an average verdict of almost $15 million — more than twice the average verdict of standard collisions, the next highest crash type. Lawyers push back The Academy of Truck Accident Attorneys (ATAA) balked at many of ATRI’s findings, namely the notion that the trucking industry as a whole has been victimized by large jury verdicts. “The real problem is that insurance minimum limits haven’t been updated in over 40 years,” said ATAA co-founder Michael Leizerman. “Taxpayers end up paying for the lifetime care of trucking victims when at-fault motor carriers should pay. Large truck companies don’t have to pay the few $10 million-plus verdicts — they have insurance to cover this. But the trucking companies with only minimum insurance can’t pay for the harm they cause.” ATAA’s education chair Andy Young pointed to ATRI’s findings that fleets with a basic safety violation lose cases 100% of the time as evidence that trucking’s bad actors are the ones suffering most. “When trucking companies do what they’re supposed to do, everyone gets where they’re going alive, and there is no need for litigation,” he said. “But when trucking companies fail to follow FMCSA guidelines, regulations and just plain common sense, people get hurt or killed. Time and time again, the only way trucking companies change their ways is through the fear of a major verdict.” – Jason Cannon
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JOURNAL NEWS
in focus: PPP LOANS
Trucking secures $12B in PPP loans BY JASON CANNON AND JAMES JAILLET
T
he Paycheck Protection Program (PPP) provided hundreds of billions of dollars for cash-starved businesses during the COVID-19 pandemic, and with many customers idled by government-mandated shutdowns, tens of thousands of trucking companies were among those standing in line for a handout. The U.S. Small Business Administration (SBA) last month said it had approved 4.9 million loans through the end of June totaling more than $521 billion as part of the $2 trillion CARES Act signed into law last spring. Local and long-haul trucking companies snagged roughly $12 billion, more than 2% of all the PPP cash handed out by banks across the United States. According to data compiled
by CCJ from SBA listings, upwards of 100,000 trucking companies received funds ranging from loans of less than $10 to some in excess of $5 million. More than 60% of fleets responding to a CCJ survey last month that measured the coronavirus’ impact on motor carriers said they had applied for PPP funds, with some carriers noting the money was vital for post-pandemic survival. Likewise, in a recent survey of owner-operators and very small fleets (those with nine trucks or fewer) conducted by CCJ sister publication Overdrive, more than half said they had applied for PPP loans. The number of loans awarded and the size of those loans show the toll that the coronavirus-spurred downturn had on carriers’ cash flow.
Among the companies receiving $150,000 or more, General freight companies received up to $7.4 billion Local carriers received up to $4 billion Long-haul truckload carriers received up to $3 billion Local specialized carriers received up to $1.6 billion Long-haul specialized fleets received up to $870.7 million LTL carriers received up to $411.9 million
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Mike Kucharski, co-owner and vice president of JKC Trucking, the largest refrigerated trucking fleet in the Chicago Metro area, said that without the more than $2 million loan that JKC received via the PPP, his company would have endured layoffs en masse, as the majority of its customer base of bars and restaurants were crippled by stay-at-home orders. “[The loan] was a Band-Aid, but it was a great Band-Aid,” Kucharski said. “Without that money, we would have to cut pay [and] cut drivers a long time ago.” Nearly 11,000 trucking companies (10,872), as categorized by SBA’s North American Industry Classification System, received PPP loans for amounts greater than $150,000, according to disclosure documents released by the U.S. Treasury Department and SBA last month. Among the companies receiving $150,000 or more, general freight companies collectively snagged between $3.1 billion and $7.4 billion. Long-haul truckload carriers received between $1.3 billion and $3 billion, leaving between $176.7 million and $411.9 million for less-than-truckload (LTL) carriers and between $1.68 billion and $4 billion for local carriers. Long-haul specialized fleets altogether received between $371.75 million and $870.7 million, while local specialized carriers received between $658.25 million and $1.6 billion. With the SBA-backed loan in-hand, JKC managed to keep all its employees and diversified its business model to add more flexibility. “Before COVID, we had too much freight,” Kucharski said, noting the
JOURNAL NEWS
“[The loan] was a Band-Aid, but it was a great Band-Aid. Without that money, we would have to cut pay [and] cut drivers a long time ago.” – Mike Kucharski, co-owner and vice president of JKC Trucking company specialized in LTL before adding more truckload business during the pandemic. “We started picking up product where we could to keep the wheels rolling. In the trucking business, there’s a lot of fixed cost. We have to fill that big gap.” Kucharski used the money for payroll, a condition that should allow the loan to be forgiven. However, administrators continuously amend the rules governing the PPP, and financial institutions have a hard time explaining the evolving conditions to loan holders. “Even if it doesn’t get forgiven, I think the interest rate they’re going to charge us is a pretty good deal,” Kucharski said. “It’s a win-win scenario for us either way.” Loans of more than $150,000 represent nearly 75% of total PPP dollars approved, but only a fraction of the number of actual loans. According to SBA, about 87% of all loans totaled less than $150,000. More than 91,000 trucking companies raked in just more than $2.1 billion in loans under $150,000. Texas led the way with $219 million, with California ($180 million) in second. Illinois (more than $164 million) rounded out the Top 3. John Ganiev, owner of Philadelphiabased Dream Transportation, secured a $50,000 loan when the market receded, and the 200-truck dry van and reefer fleet with mostly owner-operators used the funds to cover payroll after drivers and office staff went home. Ganiev said he is trying to put the remaining funds to work to “generate more money” by hiring more people and investing in equipment and technology to “get back on my feet.” Pennsylvania trucking companies
such as Dream Transportation that received amounts under $150,000 soaked up $76.4 million of the state’s PPP funding. While Ganiev said he doesn’t think the PPP loan is a longterm solution, he is grateful that “it got me out of the hole. I’ve got better cash flow now, and everything is going good.”
Ganiev said he was told by a friend who is an SBA officer that his company may not be required to pay back the loan, adding his friend told him to take the money, use it and, if/when the first payment comes due, pay off the full amount. — CCJ Senior Editor Aaron Huff contributed to this report.
TRUCKING’S SLICE OF PPP LOANS ■ Top 10 state recipients
Alabama ...................$36,128,855.18 Alaska .........................$2,498,563.32 Arizona .....................$20,634,969.37 Arkansas ...................$26,674,265.66 California............$180,582,938.63 Colorado ...................$27,541,009.51 Connecticut ..............$16,361,051.51 Delaware ....................$4,113,284.74 Florida ................$151,634,065.59 Georgia...............$101,679,137.73 Hawaii ........................$3,515,493.73 Idaho ........................$18,813,514.36 Illinois ................$164,271,046.03 Indiana .....................$59,463,455.91 Iowa..........................$54,876,329.49 Kansas ......................$30,983,302.40 Kentucky...................$30,060,762.39
Louisiana ..................$31,012,812.81 Maine .......................$10,939,572.04 Maryland ..................$25,335,491.73 Massachusetts ..........$29,751,306.03 Michigan...................$57,719,743.81 Minnesota ................$59,882,208.22 Mississippi ................$38,533,974.37 Missouri................$60,442,212.24 Montana .....................$8,741,026.74 Nebraska...................$35,060,843.52 Nevada .....................$11,966,284.37 New Hampshire ..........$9,094,498.84 New Jersey ...........$66,410,882.11 New Mexico ................$7,582,688.12 New York ..............$86,851,327.33 North Carolina ..........$54,477,922.91 North Dakota ............$10,779,711.87
totals include only recipients who received less than $150,000 in loans
Ohio ..........................$43,351,691.55 Oklahoma .................$20,465,151.69 Oregon........................$9,533,576.41 Pennsylvania ........$76,496,716.93 Rhode Island...............$3,495,128.25 South Carolina ..........$24,894,760.57 South Dakota ............$17,554,546.62 Tennessee .................$48,208,250.52 Texas ..................$219,198,130.15 Utah..........................$24,437,592.65 Vermont......................$4,129,759.75 Virginia .....................$38,398,945.00 Washington ..............$37,723,607.38 West Virginia.............$11,615,360.38 Wisconsin .............$63,809,230.16 Wyoming ..................$14,477,010.69
Total: $2,192,204,011.31 commercial carrier journal
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PRODUCT REVIEWS, OEM & SUPPLIER NEWS AND EQUIPMENT MANAGEMENT TRENDS
Black gold rush Many carriers playing catch-up with late-model engine oil drain intervals
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xtending oil drain intervals has been a hot topic for a number of years as fleets look to stretch more bang from their advanced engine fluid buck, but extending intervals doesn’t necessarily mean exceeding OEM recommendations. When the current generation CK-4 and FA-4 oils were released in late 2016, many engine OEMs boosted oil drain intervals for model-year 2017 and newer engines by as much as 15,000 miles under certain conditions and duty cycles. For large carriers – often emboldened by a more direct relationship with their OEM, which can give them certain advantages in maintenance practices – the longer OEM intervals probably added an extra margin of security, as many of them already were extending oil drains well beyond OEM recommendations. “At the other end of the spectrum, although it is hard to believe, there are still people changing oil at extremely short intervals as low as 15,000 miles,” said Jami Melani, field engineering/ heavy-duty technical services manager
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commercial carrier journal
for BP/Castrol. Several factors have led engine OEMs to sign off on extended drain intervals. Modern engines generate less soot, and ultra-low sulfur diesel fuel has lowered acid levels in oil, helping improve the oil’s ability to protect metal parts. “It’s a little milder environment in the crankcase these days,” said Stede Granger, technical services manager for Shell Lubricants. “Changing your oil When the current generation CK-4 and FA-4 oils were doesn’t hurt the truck a bit, released in late 2016, many engine OEMs boosted oil drain intervals for model-year 2017 and newer but draining at 20,000 miles engines. these days is really probably overkill.” “For someone operating a number of Paul Cigala, applications engineer units in an over-the-road fleet, this is an for Exxon Mobil Commercial Vehicle area that if not understood and adapted Lubricants, said smaller carriers tend to can eat into the fleet’s already razorto be more conservative and hesitant to thin margin,” he said. change cyclical maintenance intervals, In terms of what is being “left on the even when the OEM says it’s acceptable table,” James Booth, commercial sector to do so. manager for Chevron Delo, said atten“To them, oil is a cheap option, and tion is naturally drawn to the number they’re willing to change it out early,” Cigala said. “[An oil change interval] ei- of unnecessary drain intervals over the ther fits into their service intervals, their fleet’s trade-in cycle or the truck’s life, but “often more significant in magnitude inspections … it fits into something. is the downtime and lost productivity Hard to teach an old dog new tricks.” – for both truck and driver – taking a Melani said the philosophy that “oil is truck to a maintenance facility, and the cheap, just change it” was somewhat of time for the oil service to be conducted.” a misnomer, because the added expense Granger said other maintenance items of changing oil too early is multiplied by on the truck often factor into a fleet’s the carrier’s truck count.
| august 2020
chosen oil drain interval, “because they want to optimize what they do on the truck when they bring it in,” he said. “It’s a balance of bringing the truck in too much and not bringing the truck in enough.” Cigala said fleets that want to take advantage of longer OEM-endorsed oil drain intervals may have to build other service intervals into the schedule so other maintenance items don’t fall behind. “Having an A service and a B service and even a C service can kind of help fleets out to keep hitting those marks,” he said. “Nobody wants to bring a truck in just to do an oil drain.” Cigala recommended fleets partner with a good oil supplier “that understands used oil analysis,” he said. “Walking through a used oil analysis report and showing them data gives them a little more peace of mind.” Darryl Purificati, OEM technical liaison for Petro-Canada Lubricants, said by working collaboratively with technical experts, fleet owners and operators can introduce a used oil analysis program to monitor the condition and quality of their fleet’s engine oil throughout drain intervals, alleviating some of the discomfort that can come with a fundamental change in maintenance. He said fleets draining much sooner than the OEM-recommended interval don’t have to close that gap all at once. “The used oil analysis program provides the crucial evidence that allows intervals to be extended without comprising engine protection,” Purificati said. “This is a gradual process, and we work closely with our customers to support them in adjusting their maintenance schedule and safely extending their drain intervals to optimize their fleet performance.” Booth said fleets already using an oil analysis program can review those results with their lubricant supplier to understand the reserve performance that exists when they drain early. “If they don’t use oil analysis, see whether the lubricant supplier can help set up a program,” he said. For the most cautious of fleets, Booth suggested a trial of extended drains on a small number of trucks – he recommended a minimum of three – “and based on results, expand to the rest of the fleet,” he said. – Jason Cannon
DOE pledges to build Class 8 industry-ready fuel-cell truck
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new $100 million hydrogen funding effort from the U.S. Department of Energy includes plans for building an industry-ready heavy-duty fuel-cell truck. On its website, IPHE states that its goals are to Daniel Simmons, “foster international cooperation on hydrogen assistant secretary and fuel cell R&D, common codes and standards, for DOE’s Office of and information sharing on infrastructure development.” Energy Efficiency and Renewable Energy, made the announcement in late June during an online forum held by The International Partnership for Hydrogen and Fuel Cells in the Economy (IPHE). “We will set a five-year goal to prove our ability to have a fully competitive heavy-duty fuel-cell truck that can meet the demands of the durability, cost and performance requirements of the trucking industry,” Simmons said. Simmons did not mention any OEMs or industry partners that may help build the truck. The other part of DOE’s latest hydrogen investment includes funding electrolyzer research and development. Electrolyzers use electricity to create hydrogen and oxygen through a process called electrolysis. Besides being a renewable means of production, electrolysis has a shot at bringing down the cost of the fuel, according to DOE and others, including fuel-cell truck manufacturer Nikola. The average cost of hydrogen, according to the California Fuel Cell Partnership, is $5.60 per gasoline gallon equivalent. Simmons said costly hydrogen infrastructure challenges are a barrier to fuel-cell adoption and that DOE will aim to “diversify the hydrogen supply by lowering the cost of hydrogen production from electrolysis.” Currently, the majority of hydrogen produced in the United States is extracted from natural gas, which is considered a fossil fuel. “Last year, the U.S. was the largest producer of oil and liquid natural gas, and we currently produce about 10 million tons of hydrogen a year almost exclusively from natural gas,” Simmons said. DOE’s goal of proving-out hydrogen technology in heavy-duty trucking as well as nurturing fuel production are two parts of its three-prong plan to stimulate the hydrogen industry, Simmons said. In its third part, DOE plans to increase hydrogen demand by “developing new uses for it, such as with steel production, backup power at large data centers, blending hydrogen into natural gas pipelines,” Simmons said. This past January, DOE announced up to $64 million for new funding for its initiative “to encourage market expansion and increase the scale of hydrogen production, storage and transport,” Simmons said. – Tom Quimby commercial carrier journal
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Hyliion’s carbon-negative electric powertrain has 1,300-mile range
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and benefit shareholders by improving With the push for zero-emissions yliion has launched an electric the bottom line.” trucking growing, particularly with carbon-negative Class 8 powBattery-electric vehicle manufacturCalifornia requiring phased-in sales ertrain with a range of over 1,300 ers often boast of low energy costs in of zero-emissions commercial trucks miles — a system that doesn’t require a terms of refueling, but Hyliion reports and vans, Hyliion believes it has plenty charging infrastructure. that its powertrain “produces electricThe Texas-based company known for to offer to fleets up against CARB and ity at roughly 30% less than the average tough-minded agencies in other states its Class 8 diesel and compressed natugrid cost, which yields a seven-year that often embrace California’s strict ral gas hybrid powertrains is powering cost-of-ownership unmatched by any emissions regulations. the electric motors of its Hypertruck diesel, battery-electric or hyElectric Range Extender (ERX) drogen fuel-cell Class 8 truck with a battery pack that’s under development.” charged by an onboard natural Hyliion said that compared gas generator. to diesel, its Hypertruck’s RNG When fueled with renewable fuel costs are up to 35% less exnatural gas (RNG), Hyperpensive on a miles-per-dieseltruck achieves a carbon score equivalent gallon of fuel. below zero. The California Though RNG is considAir Resources Board (CARB) ered a carbon-negative fuel, reported in 2018 that RNG’s it will produce emissions carbon intensity (CI) score was Hyliion’s Hypertruck Electric Range Extender has a battery pack that’s charged by an onboard natural gas generator. during combustion. In cities as low as -303.30 (based on where zero emissions may be an adjusted estimated energy required, Hypertruck can run solely “Our practical solution addresses efficiency ratio), while electric scored on battery power for up to 25 miles the most important needs of today’s between +25 and +38.95. The reason? or more, depending on battery pack fl eets — cost savings, lower emissions RNG is produced from methane, which selection. and a fueling infrastructure that can CARB considers to be more hazardous Acceleration is impressive, with a support long-haul transportation,” said to the ozone layer than CO2 and NOx. 0-to-60 time of 20 seconds fully loaded Thomas Healy, chief executive officer RNG production captures methane that otherwise would have entered the and founder for Hyliion. “We’re already at 80,000 pounds. Hypertruck also is lighter than any long-haul diesel or seeing robust interest in the Hyperatmosphere. RNG’s use as a transfully electric Class 8 truck, and refueltruck ERX from fleets like Agility who portation fuel has increased 577% ing takes about 10 minutes or less. are looking for electric solutions that over the past five years, according to Continuing Hyliion’s longstanding can be seamlessly integrated.” Natural Gas Vehicles for America. partnership with Dana Inc., the HyperAgility has confirmed a preorder of It is derived from sewage and plant up to 1,000 trucks and has agreed to in- truck ERX will feature Dana’s electric and animal matter, particularly cow vest in a private offering of securities to motor, inverter and axle technologies, manure, and in California, methane be issued by Tortoise Acquisition Corp. and Dana plans to provide its manufacreduction is mandated. Hydrogen can turing capabilities to support Hyliion in in connection with Hyliion’s business be produced from RNG. achieving full volume production of its Hyliion’s current advantage rests with combination. powertrain systems. “The Hyliion technology is so gamea much larger fueling infrastructure: Initial Hypertruck ERX fleet demchanging that all companies, especially 700-plus natural gas stations across onstration vehicles already have been those with consumer-facing brands, the United States versus 43 stations for allocated to customers for delivery in will be forced to adapt,” said Tarek hydrogen, 42 of which reside in Cali2021, with volume shipments schedSultan, vice chairman and CEO for fornia, according to the U.S. Departuled in 2022. A truck can be reserved ment of Energy’s Alternative Fuels Data Agility. “It’s a triple win — protect the for $5,000. environment, keep customers happy Center. – Tom Quimby 18
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| august 2020
INBRIEF • Volvo Group said it would reduce its global white-collar workforce by more than 4,100 positions during the second half of 2020 in response to COVID-19. Around 15% of the global positions are consultants, and roughly 1,250 of the positions are in Sweden. Volvo said the need for staff reductions would have been higher without various governmental support packages enabling short-term layoffs and other similar measures.
The 10 trucks from fleets in NACFE’s regional-haul demonstration drove 58,000 miles and recorded 237 deliveries while achieving a cumulative 8.3 mpg.
NACFE: Growth in regional haul good for fleets, drivers
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he North American Council for Freight Efficiency (NACFE) in late June released its in-depth report on Run on Less Regional, a fuel-economy demonstration that showed how Class 8 tractors – both diesel and compressed natural gas (CNG) – and trailers can use a variety of technologies to achieve the best fuel economy possible in a variety of regional-haul applications. After careful analysis of key data from the three-week event, the NACFE team reached the following conclusions: • High efficiency requires a commitment from both fleet leadership and drivers. The 10 fleets in Run on Less Regional averaged 8.3 mpg with the nine diesels at 8.7 mpg. • Big data and connectivity can be used to further optimize tractor operations for each route. Many technologies exist to improve the efficiency for these regional routes. Understanding each in-depth will help in making choices to save fuel, money and emissions. • Fleet managers must understand and act on the variety of duty cycles so they can specify vehicles properly and coach drivers in efficient driving techniques. NACFE suggests seven duty cycles for regional haul: shuttle, dedicated, dedicated fast turn, hub and spoke, city, diminishing load and milk runs.
• The expansion of regional haul will help attract and retain drivers, as they get home on a more regular basis. More regional haul opens many more potential people to truck driving jobs. • Because of its return-to-base operation, regional haul is ideal for alternative-fuel vehicles, especially battery-electric trucks. Infrastructure to charge electric or alternativefuel trucks is a critical barrier to deployment. Having confidence in the location of the infrastructure to support these vehicles is important to deciding to move forward with electric trucks. The 10 trucks from participating fleets – C&S Wholesale Grocers, Hirschbach, Hogan Transportation, J.B. Hunt, Meijer, PepsiCo, Ploger Transportation, Schneider, Southeastern Freight Lines and UPS – drove 58,000 miles and recorded 237 deliveries while achieving a cumulative 8.3 mpg. This is a 38% improvement over the average Class 8 regional-haul operation, which NACFE estimates to be 6.0 mpg. NACFE said that if all regional-haul fleets were to operate at this fuel efficiency, the industry would save more than $9 billion in fuel over the course of a year and 30.6 million tons of CO2. – CCJ Staff
• Daimler Trucks North America expanded its Extended Next program as an option for all levels of active Extended Engine Coverage. Extended Next previously only was available to customers who purchased specific levels of Extended Engine Coverage. • Hyliion, a manufacturer of electric powertrains for Class 8 trucks, announced its plans to merge with Tortoise Acquisition Corp., an acquisition company that focuses on the energy sector and “decarbonizing commercial transportation in North America,” said Hyliion, adding that the merger will help drive corporate expansion and further development for its electric powertrains. • Three Love’s Travel Stops on California State Route 99 now feature electric vehicle charging stations from EV Connect and Trillium, Love’s alternative fuel business unit. The three locations in Ripon, Madera and Tulare are along California’s portion of the nearly 4,000-mile West Coast Electric Highway aimed at providing charging stations every 25 to 30 miles. • Kenworth introduced a new air brake package for its K370 cabover equipped with a 23,000-lb. rear axle for enhanced road capacity. Combined with the K370’s standard 12,000-lb. front axle, the new axle offering increases the K370’s gross combination weight rating to 35,000 pounds. The package features the Dana S23-172 or S23-172E rear axle, 1710 drivelines, 22.5-inch tires, 16.5- by 7-inch brakes, cast drums, hubs and slacks. • Kenworth now offers Wabco’s OnGuardActive advanced driver assistance system as an option for the T880 and W990 to help drivers mitigate or avoid rear-end collisions. • Nikola Corp. announced that its Nikola World exhibition is set for Dec. 3-5 in Phoenix and that it now is taking preorders for its Badger electric pickup.
commercial carrier journal
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INBRIEF • Kenworth rolled out an extended TruckTech+ Remote Diagnostics subscription coverage option for customers who forego an extended engine warranty plan for their new Kenworth Class 8 models with Paccar MX or Cummins engines. Buyers can order an extended subscription to cover up to 36 months after the initial basic two-year warranty plan concludes. • Fleet Advantage, a provider of fleet business analytics, equipment financing and lifecycle cost management, launched its Safety First Program to help fleets upgrade into newer fuel-efficient trucks with advanced safety features. Fleet Advantage will purchase 2017 and older model tractors and lease them back for an interim period while the company transitions to newer trucks. • KLLM (CCJ Top 250, No. 42) , a Richland, Mississippi-based temperature-controlled logistics provider, added 610 domestic intermodal refrigerated containers equipped with Carrier Transicold’s new Vector 1550 systems designed with a slim profile for added cargo capacity. • Double Coin/CMA, a tire manufacturer and marketer, announced a strategic partnership with the Independent Tire Dealer Group (ITDG), which represents over 780 independent tire and automobile service locations across North America. • Aim Transportation Solutions released Aim Navigator, an app designed in-house to allow customers to navigate managing their fleets more easily through their smartphone. Aim Navigator’s initial features include mDVIR (Mobile Driver Vehicle Inspection Reports), Where’s My Load? and Integrated Dashboard, with more functionality planned. • Vipar Heavy Duty expanded its PartSphere B2B suite with CxCommerce, a digital commerce offering designed to streamline and accelerate product orders and information sharing between distributors and customers. • Dana Inc. added online calculators to its DanaAftermarket.com e-commerce platform to help service professionals determine critical values. Calculators include cubic inches/liters, driveline operating angle, driveshaft safe operating rpm, engine displacement, engine rpm, fuel savings, gear ratio, horsepower and torque, rod ratio, tire height, torsional analysis and transmission ratio rpm. • Dana Inc. opened a 32,000-square-foot facility in Slidell, Louisiana, for gearbox repair, service and assembly. • PurePower Technologies added 23 new light-duty turbo part numbers. The company now offers 30 part numbers.
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| august 2020
Navistar breaks ground on new San Antonio plant
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avistar held a virtual groundbreaking ceremony in late June to celebrate the construction of its new manufacturing facility in San Antonio. Located near Interstate 35 off U.S. Highway 281, the new 900,000-squareNavistar’s new manufacturing facility in San foot plant will have the Antonio will have the capacity to produce Class 6-8 vehicles. capacity to produce Class 6-8 vehicles. Vehicle production at the facility is scheduled to begin in early 2022, bringing more than 600 jobs to the San Antonio area. “This groundbreaking ceremony marks a milestone for us in the development of our new state-of-the-art manufacturing facility,” said Troy A. Clarke, Navistar chairman, president and chief executive officer. “We’re confident this – CCJ Staff facility will reinforce Navistar’s gains in the marketplace.”
Volvo launches redesigned VAH auto hauler model
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olvo Trucks unveiled its new Volvo Auto Hauler (VAH), completing the design overhaul of the entire Volvo Trucks North America portfolio. The updated VAH features deep-drop front axles, a low-height Volvo Air Ride rear Volvo’s VAH Auto Hauler features an suspension and reduced-height updated Volvo Active Driver Assist collisioncab options to help create a avoidance system with radar and automatic lower overall roof height for braking technology. larger passenger vehicles. The VAH now is available to order in three variations offered through Fontaine Modification: • The VAH 300 day dab offers an 11-vehicle capacity and a tight turning radius with a 113.6-inch BBC. It is available with a 94.5- or a 97.5-inch roof height. • The VAH 400 sleeper includes a 42-inch interior cab height. Along with maximum payload capacity, agility and driver amenities, the 400 offers a 145.6-inch BBC and can be ordered with a 97.5- or a 102.5-inch roof height. • The VAH 600 sleeper offers a cab height of 61 inches, a 36-inch-wide mattress, ample storage space and refrigerator capacity. It has a 164.1-inch BBC – CCJ Staff and is available with a 97.5- or a 102.5-inch roof height.
Volvo Trucks demonstrations go virtual
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s conditions related to COVID-19 persist, Volvo Trucks North America is offering existing and potential customers the opportunity to participate in live video walk-arounds of pilot trucks, providing a high-definition look at the design and engineering details of specific models. The Volvo Trucks Customer Center in Dublin, Virginia, now is offering live virtual presentations of new Volvo Trucks models via videoconference due to physical distancing and travel restrictions. Customers are provided with a firsthand look at truck details and the opportunity to provide input, even making requests or changes to their specifications. While product experts present features and advantages of the truck, live images are shared from a high-definition webcam showcasing the truck’s exterior and interior, as well as providing
close-up undercarriage, powertrain and suspension views that are difficult to see in person. “This has been incredibly beneficial in allowing customers to have an in-depth and up-close discussion of how they can use our trucks and services to benefit their business, even when they aren’t able to physically be here,” said Rob Simpson, director for the Volvo Trucks Customer Center. “We also found that the camera’s small size and high definition let the customer get a close look at components and installations that are not easily accessible. So even with live customer visits, we will still use this technology to help them see more of our trucks.” The Volvo Trucks Customer Center currently is open at a limited capacity for in-person vehicle reviews. Volvo Trucks is encouraging customers to contact their dealer sales representative to request their own virtual experience
The Volvo Trucks Customer Center in Dublin, Virginia, now is offering live virtual presentations of new Volvo Trucks models via videoconference.
or a hybrid presentation, which includes both online and on-site socially distanced attendance. “As states are relaxing their restrictions on group gatherings, we know there will be more customers and prospects wanting to visit the Volvo Trucks Customer Center,” Simpson said. “For now, the use of virtual digital technology allows us to stay connected safely and show new trucks as they come off the factory line.” – CCJ Staff
Volvo deploys pilot eVNR in Southern California
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olvo Trucks North America (VTNA) in late June deployed its first pilot VNR Electric truck in Southern California as part of the Volvo LIGHTS (Low Impact Green Heavy Transport Solutions) project, a collaboration with the South Coast Air Quality Management District (SCAQMD) and 13 other organizations. The eVNR will operate at Volvo’s TEC Equipment dealership in Fontana, California, transporting parts locally. The pilot program is a “step toward our plans to commercialize these zeroemissions trucks in North America this fall,” said Peter Voorhoeve, VTNA president. “The all-electric Volvo VNR will become the ideal truck model for shortand regional-haul applications such as urban distribution and drayage.” Starting in 2021, Southern California
businesses will be able to lease eVNR trucks from TEC. As part of the project, two local fleet operators, NFI Industries and Dependable Supply Chain Services, will begin demonstrating the pilot eVNRs for full operations in their regional routes this summer. The Volvo LIGHTS project was made possible by an award to SCAQMD of $44.8 million from the California Air Resources Board as part of California Climate Investments, a statewide initiative that puts billions of cap-and-trade dollars to work reducing greenhouse gas emissions and improving public health and the environment. As a result, SCAQMD contributed $4 million from the Clean Fuels Fund and awarded a $45.6 million contract to the Volvo Group to design and implement
The all-electric Volvo VNR will be used by TEC Equipment for local parts distribution in Southern California.
the project. Volvo and its partners have promised a minimum $45.7 million matching contribution to increase the total project value to over $91 million. The Volvo LIGHTS team also includes partnerships with Rio Hondo College and San Bernardino Valley College to create electric-vehicle repair and service technician programs. The colleges already have begun introducing the curriculum in their classrooms and enrolling stu– CCJ Staff dents for the fall.
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in focus: WHEEL MAINTENANCE
Keep them spinning for safety, extended lifecycle BY JASON CANNON
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or weight-sensitive applications and fleets looking to squeeze more pennies from fuel economy, aluminum wheels can be an easy and flashy way to meet lowercost-of-ownership goals. They also can be somewhat easier to maintain when compared to their heavier steel counterparts. “The standard of care is relatively the same [between steel and aluminum],” said Brandon Uzarek, Accuride field engineer. “The only difference is when it comes to the finish of the wheel. After several years, steel wheels will have to be refinished. Uncoated aluminum wheels will oxidize and require regular polishing to maintain their shine.” Steel wheels require less surface maintenance but can experience paint cracking and peeling, while aluminum wheels are more resistant to corrosion. “We found that preparing a wheel with a higher-gloss-level polish and smooth finish without machine lines can make it easier to clean and maintain,” said Bob Caldwell, division manager for American Racing ATX Semi Truck Wheels. “Aluminum wheels also reduce the possibility of salt and dirt lying in machine lines, causing advanced corrosion.” Maximizing the life of a wheel’s original finish starts with regular washing and using mild detergents and soft bristles, said Matt Brest, senior sales engineer for Maxion Commercial Vehicle and Military Wheels. Heavy acids sometimes used in truck washes, and salts used to keep roads clean in winter, can cause aluminum wheels to become dull, gray and pitted. Brest said the coating of steel wheels can become compromised due to harsh 22
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environments, resulting in a dull finish and rust or blistering. There are a number of steel wheel refinishing products on the market, which Dave Walters, Alcoa Wheels’ manager of warranty and field service, said is a complex and fairly exact science. “Refinishing steel wheels are a major issue in the industry,” he said. With powder coat finishes, wheel refinisher must follow industry guidelines such as TMC RP 240 steel wheel and rim refinishing guidelines, RP 256 inspection criteria for steel and aluminum corrosion pitting and the council’s TMC Radial Tire and Disc Wheel Service Manual. Steel wheels must have all the paint and rust removed from the surface without removing or changing the steel’s material properties, Uzarek said, and the wheel must be coated quickly before rust forms on the surface. “The new coating will not last as long as the OEM coating due to the surface finish left by the paint removal process,” he said. Uzarek said fleets can refinish their own wheels in-house. “If outsourcing is a better option, check to make sure the process has a good inspection, does not damage the structure of the wheel and puts no more than 3.5 mils of paint on mounting surfaces,” he said. The aluminum wheel refinishing process is similar, Brest said. Once the aluminum wheel has been cleaned and determined to be in good serviceable condition, the first step is to sand the entire wheel lightly to remove oxidation and pitting. Next, further smooth the wheel surface with polish compound and flap wheels. Finally, a cotton buff is used to brighten the whole surface and
| august 2020
Maximizing the life of a wheel’s original finish starts with regular washing and using mild detergents and soft bristles. Fleets can refinish their own wheels in-house or outsource the work.
return the wheel to its original mirrorlike finish. Since the refinishing process removes some amount of metal, it is important to make several final checks, Brest said. “Like steel, this final inspection must ensure that the wheel size, manufacturer name, DOT stamp and date code are all legible per federal standards,” he said. “Finally, a car wax may be applied to the finished wheel to help extend the life of its shiny appearance.” Uzarek said pre-trip inspections on all types of wheels should look for missing valve caps, broken studs, rust streaks from bolt holes, cracks in the washers of hub-piloted wheels, variations in the number of stud threads, wheels/drums not seated properly on the hub, cracks or damage on any wheel component, excessive pitting or corrosion that has reduced material thickness and the recommended tire pressure. Regardless of wheel type, fleets should examine all mounting hardware, Walters said. “The studs are stretched every time wheels are torqued up,” he said. “They act as a spring in the system, so making sure they are not stretched beyond their yield point is critical. Studs can be checked with a tread gauge. The nuts are critical, especially on a hub pilot wheel system, because they have at least two pieces of a nut body and a washer base.”
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MAKING THE LATEST TECHNOLOGY DEVELOPMENTS WORK FOR YOUR FLEET BY AARON HUFF
Combating rate volatility New planning tools help small carriers BY AARON HUFF
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reight markets have been volatile during COVID19, making load and route planning decisions more complex. Besides rates fluctuating, shippers and receivers have been shortening business hours, shifting appointment times and operating docks with reduced staff. Using technology for route planning and to match assets with loads has become more critical, and technology is giving carriers of all sizes a way to adapt more quickly. Optimization for all N&G Trucking, an Atlanta-based truckload carrier with dry van, refrigerated and flatbed operations, started using Optym’s cloud-based transportation management software (TMS) system before the coronavirus pandemic hit. “I’ve always been in trucking and have always tried to use technology to my advantage,” said Bogdan Bota, fleet manager for the seven-truck company. Bota was using multiple websites to pre-plan loads, from the company’s TMS to load boards to its electronic logging device (ELD) system. Each had a separate web portal, but Optym’s Axele system has pre-built integrations to the DAT load board and the ELD system N&G uses from Samsara. “That was what convinced me to use [Axele],” Bota said. Optym developed Axele to fit the needs and budgets of truckload carriers with between five and 50 trucks. The company has developed software for some of the largest less-thantruckload (LTL) trucking companies and airlines to optimize planning and scheduling. “Ultimately, with this product, the only way we are going to gain success is if we truly deliver a product that is going to drive additional incremental revenue to a carrier,” said Vic
INTERESTED IN TRUCKING TECHNOLOGY? Go to ccjdigital.com/news/subscribe-to-newsletters to subscribe to the CCJ Technology Weekly e-mail newsletter. 24
commercial carrier journal
| august 2020
Optym’s Axele platform brings predictive analytics for load planning to small and medium-sized truckload carriers.
Keller, Optym’s chief executive. Bota sees load recommendations in the Axele TMS from the DAT load board based on the fleet’s preferences for length of haul, timing, equipment, distance, deadhead miles and more. The recommendations are plotted visually on a map for each truck to show the connections that will optimize revenue per day for the first load and the next load in the destination area, and so forth. “It helps a lot with figuring out which [load] gives us the best profit,” said Bota, who currently plans only two or three loads in advance. “We’ve seen a lot of craziness going on in the industry,” he said. “You don’t want to go too far ahead.” The time savings from using the Axele TMS have been the most important return on investment, Bota said. “I don’t have to spend an hour looking for loads, entering the load and making sure the driver has enough hours and all that,” he said. Rate confirmations with customers are managed within the system, and with the “press of a button,” the system creates an order and sends the details – addresses, purchase order numbers and appointment times – to drivers via a mobile app. It also sends a shipment tracking link to the customer with the estimated time of arrival (ETA). Bota estimates he is saving at least 30% to 40% in time with the TMS. He has used the time savings to grow the fleet by finding another two owner-operators that are “getting ready to lease to us.”
technology
Verizon Connect launches video system
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Optym’s RouteMax software is used by LTL carriers to optimize pickup-and-delivery routes.
Optym currently is offering Axele to carriers as a 30-day free trial. During this period, a carrier can use features normally reserved for the premium service. Route planning Optym spent three years developing Axele based on experience in the LTL sector with a TMS system for linehaul and a pickup-and-delivery route planning system. The company’s LTL clients include Saia (CCJ Top 250, No. 21) and Estes Express Lines (No. 12). During the health pandemic, LTL carriers have been using features in the RouteMax route planning system to adjust the time windows for pickups and deliveries based on customers’ changing business hours. The optimization software adjusts routes and sequences to ensure that drivers arrive at the right time, said Raguram Venkatesan, Optym’s director of trucking solutions. As drivers complete morning deliveries, the software positions the assets to end up at strategic locations and times to begin the pickup routes to minimize costs, Venkatesan said. Another way carriers are using RouteMax to increase efficiency is by marking delivery locations with a geofence to give the customer an automatic alert when a driver arrives so that the customer is on hand to receive the freight. “Intelligent scheduling and routing used to be a luxury before, but it is going to become a mandatory feature in light of COVID-19,” Venkatesan said.
erizon Connect, a provider of transportation telematics offerings, launched an extension of its Integrated Video for Reveal product for fleet customers. The option uses artifiOn-demand video via Verizon Connect’s cial intelligence and Integrated Video for Reveal offering allows machine learning via operations managers to request dashcam video remotely. a smart dashcam to capture and automatically classify harsh driving events, providing video analysis that can be used to help keep drivers safe, protect them against false claims in the event of an incident, and coach and reward them. Additional features include a speed overlay that video analysts in the back office can use to see the vehicle’s speed in the video frame to help determine whether speed was a factor. Also, an on-demand video allows operations managers to request video from the dashcam – CCJ Staff remotely.
Panasonic debuts new Toughbook flagship
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anasonic released a new Toughbook A3 10.1-inch tablet as its flagship to lead customers through the transition from Windows and previous generations of Android devices. Features include an outdoor viewable LCD screen with 800 Panasonic’s Toughbook A3 is built for enterprise customers nits of brightness and a rain and has Google’s “Android mode designed to know the difEnterprise Recommended” seal ference between a finger and a of approval. raindrop hitting the screen. The A3 is built to withstand a 6-foot drop on plywood and a 5-foot drop on concrete. Two user-replaceable hot-swap batteries allow for two full shifts of battery life for workers. Configuration options include a barcode reader and additional USB slots. For wireless connectivity, the Toughbook A3 has near-field communications, Wi-Fi, Bluetooth and 4G LTE cellular. The platform has five user-defined buttons along the frame to scan barcodes, take pictures and perform other functions. – Aaron Huff commercial carrier journal
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technology
Netradyne’s Driveri helps ALTL decrease CSA score 42%
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LTL, a transportation and logistics provider located in Hudsonville, Michigan, was facing pressure to install new fleet safety technology, specifically in-cab cameras, from its captive insurance group with 63 members. “We had a really high CSA (score), so we employed a speeding technology, but we found it to be inaccurate and full of false positives,” said Ryan Merwin, safety manager for the 109-truck fleet. After looking at several providers, the company chose Netradyne’s Driveri scorecard and platform to engage its 100 drivers, said Claren Lau, president for ALTL. Netradyne’s system also solved the problem the fleet had experienced with the speeding technology. With Driveri’s vision-based The Netradyne Driveri system uses edge computing and AI to detect and alert artificial intelligence (AI), “we have the actual drivers to risky behaviors such as distracted driving. proof with the image of the speed-limit sign Seeing results and the recorded truck speed, so it mitigates this issue,” MerALTL saw its CSA score decrease 42% during the six months win said. after completing the rollout. Netradyne’s Driveri system has a GreenZone score. At the Driver reaction beginning, the fleet’s average score was in the mid-600s (out ALTL surveyed its drivers to gauge their appetite for an in-cab safety camera, and 85% said they were on board. The company of 1,000). Through coaching and engagement, ALTL has increased the score to 830, with a goal to continue improving. rolled out Driveri, starting with drivers who were repeat of“When we see a driver that’s doing something they shouldn’t fenders with consecutive incidents. be doing behind the wheel, it’s an immediate phone call,” “We had a driver with severe following-distance alerts,” Merwin said. “Our distracted-driving Merwin said. “His Driveri score was alerts have gone down to next to nothing. 550 (out of 1,000), which is pretty bad. I You don’t know what you don’t know, so brought him in to the office to show him I think this tool proactively will prevent some videos. It made me uncomfortable a lot of accidents that could have taken watching the videos. I was hitting the place.” brake pedal under my desk. Within two The technology keeps Merwin connectweeks, he jumped that score from 550 to ed to manage risk at all times of the day. 750, and he has stayed in that range. “I can be watching TV on a Saturday “We had another driver that received night, receive an alert on my phone, see a following-distance video alert from what type of distracted driving is going me, and he thought it was unwarranted,” on (texting, calling, reaching), and it gives Merwin continued. “Then he showed Netradyne’s mobile app shows drivers me the opportunity to mitigate a bad the video to his wife, and she agreed that how their performance compares to the fleet’s goal. accident,” he said. “I can call that driver his driving was too risky. He is totally on immediately to avoid a potential accident. board now.” After six months, ALTL completed the Driveri rollout to the Usually, they only need to receive that call once, and they get it. So far, we’ve had great cooperation with that.” entire fleet. Merwin said ALTL also schedules regular meetings with driv“It has not affected our turnover, aside from terminating a ers and other meetings with a core group of drivers and trainers. driver for poor performance,” Lau said. “Now the entire fleet The company also instituted driver bonuses: 75% on safety and is on board, and we’ve been having a lot of fun with it. We’ve compliance, and 25% for on-time deliveries. developed a positive company culture around this.” – Aaron Huff 26
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technology
INBRIEF
Analysis: Pandemic increasing driver distraction risks
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ew analysis by Truce Software of 120,000 unique vehicles shows that driver distraction has been climbing sharply during COVID-19. The data shows a 20% increase in the number of text messages sent to drivers that correlates to the time the pandemic Truce Software’s app can started in March, said Joe Boyle, chief executive for be paired with a small Truce. “beacon” device attached in the cab that permits the Drivers didn’t actually receive these text messages app to “take control” only while driving, however. Truce’s technology blocked when the device is inside a them, and its data therefore shows the number of company vehicle. texts, phone calls, app notifications and mobile phone use that would have occurred if its technology had not prevented it. As the pandemic progressed, the number of inbound and outbound phone calls for commercial fleet drivers decreased, and so did the number of app notifications and drivers’ use of nonessential apps by 10%. Overall, Truce’s analysis found that all types of fleets in transportation, government, field service, etc., had an average increase in texts, calls and app usage per 100 miles driven by 26.4% in the number of inbound texts, 30.8% in the number of inbound calls and 26.5% in the number of times drivers attempted to access an app on their device while driving. Fleets that use Truce’s technology can enforce safety policies for mobile device use according to context. An app resides on drivers’ personal or corporate mobile devices to restrict them from using their personal device when behind the wheel of a company vehicle, but it can be configured to give full access to all functions and – Aaron Huff apps when a driver is not in motion or is in a personal vehicle.
Samsara enhances intelligent camera vision
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amsara recently added more driver safety options for commercial and private fleets that use its mobile platform and Samsara AI Dash Cams: • Tailgating Detection automatically detects Samsara’s AI Dash Cam now when drivers are following other vehicles too can detect tailgating and closely at high speeds and auto-uploads these distracted driving and send incidents to the fleet management dashboard instant alerts to drivers and fleet managers. for video-based coaching. • Distracted Driving Detection gives visibility to the prevalence of distracted driving behaviors and events. • Preventative In-Cab Alerts are given to drivers when tailgating or distracted driving is detected to help adjust risky behavior. • Configurable Safety Score customizes how driver and fleet Safety Scores are calculated by assigning specific weights to harsh events, speeding severity, defensive driving and more. • Enhanced Safety Report compiles more detailed data on speeding severity and behavior trends across a fleet. – Aaron Huff
• Navistar announced a strategic partnership with Samsara to provide the truck maker’s embedded telematics data through Samsara’s ELD and telematics platforms. Navistar’s data includes GPS location, odometer, speed, engine hours and fuel level. The integration also brings Samsara’s fault code data into Navistar’s OnCommand Connection, a remote diagnostics and predictive maintenance service that relays vehicle health information via the International 360 device embedded in the truck maker’s medium- and heavy-duty models. • Lytx, a supplier of video telematics technology, added map-based search features for users to locate specific video clips quickly. Video Browse, a feature in Lytx’s Fleet Tracking Service, adds telematics data and links to video to the Fleet Tracking map to help fleet managers access video while monitoring vehicle productivity, maintenance and compliance or checking on a customer complaint. Map Search allows clients to locate video using an address or point of interest and timeframe to make it easier to respond to claims, verify service or pinpoint an incident. • Trimble launched a Hardware-as-a-Service offering designed to simplify the purchase process for its mobile fleet management platform. The service bundles the company’s hardware and software into four packages for fleets to upgrade their mobile technology without an upfront capital investment while gaining access to Trimble’s technology, 4G LTE connectivity, Android-powered user experience and professional services. • Archerhub, an asset-based digital freight broker, debuted its ALVUS (Archerhub Logistics Value Utilization Solution) Carrier TMS that features artificial intelligence-enabled technology designed to help its network of carriers automate back-office accounting and management operations. ALVUS’ cloud-based collaborative dispatch management platform also is designed to unite stakeholders to collectively execute the best dispatch option possible. • Vnomics, which provides its proprietary True Fuel technology that combines real-time driver coaching with fuel efficiency data, announced a partnership with Platform Science, a developer of a platform for on-vehicle mobile applications. Through the collaboration, Platform Science will make True Fuel available to fleets through its open platform.
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technology
INBRIEF • Transplace, a provider of logistics technology and services, acquired ScanData Systems, a provider of parcel transportation management offerings. ScanData’s multi-carrier parcel shipping system is designed to streamline and optimize carrier selection, booking, label printing, tracking, invoice reconciliation and business intelligence reporting at scale. Transplace said the acquisition will enhance its abilities to meet its shippers’ growing e-commerce and direct-to-consumer needs. • Loadsmart, a digital freight brokerage, partnered with Opendock, a dock scheduling system for shippers and carriers, to provide automated appointment scheduling at more than 1,800 warehouses that use Opendock. The integration allows Loadsmart’s Smart Scheduling technology to select and book the best appointment by using artificial intelligence to analyze travel time. If a driver’s ETA changes en route, Loadsmart can reschedule the appointment automatically. • Espyr, a behavioral health company with offerings designed to maximize human and organizational potential, partnered with Transflo to develop a mobile app for its Fit to Pass year-round coaching program that reinforces healthy lifestyles for drivers and assists them in passing their medical recertification exams. Ninety days prior to a driver’s exam, Espyr’s Fit to Pass program intensifies to help them pass the test. • Drivewyze added Iowa “rest area open” and “rest area closed” alerts to its Safety Notifications service, which is free to PreClear weigh station bypass subscribers. The alerts will appear when a trucker is 25 and 5 miles from the location. A total of 22 Iowa locations with more than 500 parking spots along I-80, I-35 and I-29 are in the Drivewyze system. • The E-ZPass Interagency Group announced that Florida’s Turnpike Enterprise and the State Road and Tollway Authority of Georgia joined the E-ZPass network. Florida’s Orlando area Central Florida Expressway Authority previously joined and became interoperable with E-ZPass. • Arizona’s DOT expanded its use of technology that screens moving trucks for weight and identifying information. The system now is being used at all the state’s commercial ports of entry.
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Werner developing proprietary platform for drivers, carriers
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uring the past year, Werner Enterprises (CCJ Top 250, No. 11) has been working on its new enterprise-wide Edge software platform to take advantage of the latest technologies. Portions of the Edge platform are being rolled out now to enhance the experience of customers, drivers and the motor carriers it does business with as a freight logistics company. Portions of the Edge platform are being rolled Some of the new driver solutions will run on a rugout now to enhance the gedized Samsung Tab Active 2 tablet that connects experience of Werner’s to the Omaha, Nebraska-based fleet’s new telematics customers, drivers and platform that Werner has customized to meet its needs. collaborative motor carriers. Another major area of focus is the development of a new carrier-focused platform to give third-party carriers full visibility of shipments and “provide a lot more support,” said Andy Damkroger, Werner’s associate vice president of logistics strategy. Reducing transactional friction with independent owner-operators and small fleets of 10 trucks or less is a key plank in Werner’s Edge strategy. “It’s about meeting the carriers where they are, on their terms,” Damkroger said. “We are a driver-centric company and intimately understand a driver’s needs and burdens, – Aaron Huff so this is consistent with our philosophy, values and business goals.”
CDL school using telematics to save costs
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mith & Solomon, a truck driver training and education company founded in the 1950s, has eight locations throughout New Jersey, Pennsylvania Truck driver training school Smith & Solomon and Delaware. has benefited by using Its driver training routes go across state lines, Azuga’s fleet management making it necessary for the company to report system. interstate mileage for IFTA tax purposes. It also has common fleet challenges of maintaining equipment and tracking vehicle locations. In January 2018, Smith & Solomon began using Azuga’s telematics system to get monthly tax reporting on mileage for each vehicle. The reporting saves the company up to eight hours per month. The company also gets diagnostic trouble code alerts from Azuga to monitor the condition of trucks and schedule preventive maintenance. Chris Barbayanni, fleet director for Smith & Solomon, uses Azuga’s geofencing capabilities to set a perimeter around the company’s central repair shop. The alerts tell him when a vehicle in need of repairs is within proximity of the shop, allowing him to notify the on-duty mechanic that the truck is on its way. Barbayanni also can call a driver in a nearby vehicle to remind him or her to bring the vehicle in for maintenance. Going forward, the company is exploring areas to expand its use of Azuga products, such as using a dashcam for safety, insurance protection and equipment surveillance. – Aaron Huff
| august 2020
technology
Online tools help Fortune Transportation improve retention
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ike many fleets, Fortune Transportation is always looking for technology to improve efficiency while keeping an eye on safety. The Windom, Minnesota-based refrigerated carrier recently shared its experiences with deploying technology that made a difference in both of these areas for its 150 trucks. Past safety achievements for Fortune Transportation include the American Trucking Associations’ 2017 President’s Award for Safety in the under 25-million mile category. “We’re especially proud of that,” said Leland Krumrey, driver services manager. “We were recognized as the best of the best. For those of us in the trucking industry, it’s like winning an Oscar.” Krumrey has been with the company for 22 years, 14 as a driver. “We continually look to improve,” he said. “In 2018, we wanted to automate and electronically file driver information and be more efficient. So I researched companies that might be able to help us and found TruckRight. It was a good move to engage with them. It’s been a great success.”
Driver onboarding TruckRight helps trucking companies streamline human resources paperwork and worked with Fortune Transportation to deploy tools such as an engaging website and social media presence for driver recruiting. With TruckRight, Fortune Transportation also deployed online training services through its Ignite E-learning platform, which uses CarriersEdge driver training courses. After revamping Fortune Transportation’s website, TruckRight helped the company streamline the review process for driver applicants and increase its applicant pool to help it make better hiring decisions, while simultaneously decreasing the workload for screening. “Our recruiter used to spend a lot of time on the phone with applicants walking them through the application process, and that was inefficient,” Krumrey said. “TruckRight worked with us to improve the application process for drivers, and we now review everything online. We can get back to drivers in a very short amount of time if there is a match with our company, and the hiring process can begin. Plus, we can do things remotely, which has really helped us during COVID-19. Our recruiter can work from home.” Fortune Transportation asks new drivers to take three online courses from CarriersEdge for preorientation: Whistleblower Protection for Drivers, Food Safety and Compliance, Safety, Accountability (CSA). The platform tracks how drivers do, and if they have any troubles, fleet administrators work with drivers one-on-one during formal classroom orientation. According to Krumrey, in-house orientation normally
Windom, Minnesota-based refrigerated carrier Fortune Transportation has deployed various technologies to improve efficiency and safety.
takes up to three days depending on the size of the group. Once on the road, drivers have quarterly online courses that are designed to help with conditions they may be encountering. “Online courses work well for us, and drivers can take the class when it’s most convenient for them,” he said. “If we have a driver who we feel needs some extra training – they may have been involved in a fender-bender, for example – we can pick from a library of online courses offered by CarriersEdge. It’s been very helpful.” Fortune Transportation has seen results in its CSA scores. It is 98% better than its peer group for unsafe driving, 89% better in hours of service and 87% better in vehicle maintenance and inspections. “We think it’s been the combination of our ability to hire the right drivers, our strong commitment to safety and a family atmosphere that recognizes the accomplishments of our drivers,” Krumrey said. Driver appreciation The company has several driver appreciation days each year. The owner, Perry Olson, often has a fish fry, and drivers receive plaques, patches, gift cards and duffel bags at different safe driving milestones, starting at 250,000 miles. A carved wooden truck plaque is given to drivers who reach one million safe miles, and an annual driver event recognizes all driver accomplishments. To date, Fortune Transportation has seen 101 drivers receive the million-mile plaque, while three drivers have gone on to reach four million safe miles with the company. “These numbers say a lot about the quality of our drivers and their dedication to the company,” said Krumrey. “Our drivers, our commitment to safety and our dedication to quality customer service are what’s got us to our 40-year anniversary. And I’m confident it will get us to the next 40.” – Aaron Huff commercial carrier journal
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technology
in focus: PAPERLESS PROOF-OF-DELIVERY
Carriers sign, seal, deliver freight without contact BY AARON HUFF
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efore COVID-19, few could have imagined that paper documents would become a health hazard. They were merely a payroll and billing inconvenience for drivers and office clerks. When social distancing became the norm, new technology quickly emerged to digitally exchange bills of lading (BOLs) and capture signatures for proofof-delivery (POD) documents to keep drivers safe and for office staff working remotely. Contactless transactions Speeding the flow of POD documents already had been simplified with mobile apps that drivers use to capture images remotely. What has changed during the pandemic is that more shippers now are sending digital documents to carriers before drivers pick up loads. Carriers receive electronic BOLs (eBOLs) via email — typically as PDF attachments or as direct feeds into their transportation management software systems using electronic data interchange (EDI), said Larry Kerr, president for EBE Technologies, which provides workflow-based systems for transportation companies. EBE’s Ships document management and workflow automation platform has an eBOL module. When carriers receive an eBOL from shippers, the Ships software sends it to drivers before they make a pickup. The eBOL goes to EBE’s Connect Mobile Capture app or to any third-party app that drivers and carriers use, Kerr said. When drivers arrive for a delivery, the app gives them the option to email the 30
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eBOL to the consignee to sign electronically through an integration with the fleet’s dispatch software. EBE uses an electronic signature application from SignEasy, which gives the signee the option to sign an electronic POD (ePOD) using a mouse or finger. The integration validates that a delivery has taken place using location data from a telematics platform or a “stop code” from the dispatch system. The signee gets a confirmation email as soon as the document is signed and sent to the dispatch system, Kerr said. When the eBOL is in transit to the office, the Ships platform can use optical character recognition to extract information to automate data entry and validate information such as addresses, BOL numbers and notations for over, short or damaged freight. Expanding the footprint During COVID-19, Transflo has expanded its traditional paperless offerings to help more shippers and consignees, said Doug Schrier, vice president of product and innovation. However, creating a digital process for all shippers and receivers is a complex undertakTransflo’s ing, since each company contactless uses different software option allows systems and has unique drivers to receive processes for loading and eBOLs and unloading. signed To solve this challenge, ePODs from shippers and Transflo started with its receivers. more than one million drivers already using its Transflo Mobile+ app and truck stop scanning network at more than 3,000 locations. Rather than develop a standard
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process for shippers and receivers, Transflo is gathering their individual requirements to create an integrated eBOL and ePOD process. When a driver breaks a geofence at a location, the app walks EBE the driver through the Technologies unique workflow of uses a secure the shipper or receiver application from to check in and receive SignEasy an eBOL or send one to capture for signature. The a signature on a POD email or phone numdocument. ber associated with the account is preloaded. “Nothing has to happen beyond the normal workflow of marking something completed and shipped,” Schrier said. Transflo has another option for shippers or receivers that do not have an integrated process. A shipper can upload a PDF document or send an eBOL to Transflo through EDI. When the document is received, Transflo sends the eBOL to the driver through Transflo Mobile+ with a notification. When delivering the load, the driver can ask for an email or a phone number to send an eBOL for signature. Should a detention event occur, motor carriers can use the eBOL or ePOD for documentation. The driver and receiver can write annotations in a field within the document to record start and stop times, which the receiver can acknowledge, Schrier said. Before carriers receive a completed ePOD, Transflo can use optical character recognition to validate document types and extract data. If exceptions occur, employees at Transflo’s operations center in Louisville, Kentucky, can validate or fix data manually and feed information directly into its customers’ systems, Schrier said.
Honoring essential workers of the highway Each year, the Truckload Carriers Association, Overdrive magazine, and Truckers News recognize professional truck drivers. Show your support for up to five drivers with a history of providing reliable, safe transportation of the nation’s goods. It’s an excellent way to pay tribute to professional drivers, deemed essential workers, who continue to shine as “Knights of the Highway” during the COVID-19 pandemic. The winning owner-operator and company driver will be announced at TCA’s annual meeting, Truckload 2021: Nashville, Jan. 23-26.
THE WINNERS WILL RECEIVE $25,000 EACH. RUNNERS-UP WILL RECEIVE $2,500 EACH. To nominate a driver between Aug. 1 and Aug. 31, visit
truckload.org/DOY
Entrants do not have to drive for a fleet that is a TCA member. The entry form has been significantly shortened.
Sponsored by:
HOLDING STEADY North America’s largest for-hire carriers rode the wave of success well into 2019, but overall industry growth began to stall BY JEFF CRISSEY
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ompared to 2018, a year that provided for-hire carriers with once-in-a-generation market conditions, 2019 may have felt like a ho-hum year to many fleet executives. Although the North American trucking industry saw little growth in 2019, many carriers were able to eke out modest gains. After posting a whopping 9.9% revenue gain in 2018, fleets in this year’s CCJ Top 250 still managed to turn in an increase of 3.7% last year. (Note: these figures include revenue data from carriers that self-reported or publicly provided information for consecutive years.) Take out the combined revenues and $6.7 billion gain posted by package giants UPS and FedEx, however, and the overall CCJ Top 250 revenue growth in 2019 comes in at just 1.3%. Only two of the nine industry segment groups tracked in the CCJ Top 250 posted revenue declines from 2018 to 2019: Motor vehicles (-0.3%) and Intermodal (-8.1%). The General freight industry segment – a group that makes up nearly half the carriers in the 2020 CCJ Top 250 – managed only a 0.1% revenue gain. The Tank/bulk commodities segment led all groups with a 10.8% revenue increase thanks to increased demands for chemical, food and dry bulk goods. Other top performers include Dedicated contract carriage (+8.6%) and Packages/ small shipments (+7.5%). Standouts include Heniff Transportation (CCJ Top 250, No. 67), whose revenue rose 88% after a string of recent acquisitions in the tank/bulk segment; Wilson Logistics (No. 98), which posted a 29% increase after last year’s acquisition of Market Transport; and PS Logistics (No. 36), a Birmingham,
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Alabama-based carrier that turned in a 21% increase after a consolidation run in the flatbed segment. Other carriers with notable revenue gains include Cardinal Logistics (No. 37, 21% increase), Hirschbach Motor Lines (No. 64, 21% increase) and Cliff Viessman (No. 156, 20% increase). Fleets not looking to grow While revenue numbers for the CCJ Top 250 reflect a carrier’s performance in the previous fiscal year, other data points – including straight truck, tractor, trailer and driver counts – are reported annually in June and early July. Power unit counts at the 237 fleets that appeared in both the 2019 and 2020 CCJ Top 250 rankings rose 2.1% in the last year, from 691,422 to 706,009. Excluding equipment counts from UPS and FedEx, however, the remaining 235 fleets only accounted for growth of 0.2%. Driver counts in the last year tell a different story. Overall, carriers that appeared in both the 2019 and 2020 CCJ Top 250 rankings increased their driver totals by 1.9%. Without gains by UPS and FedEx, however, driver numbers actually fell by 1.7%, from 515,709 to 507,008. It’s likely the majority of the decline in driver totals occurred in the second quarter of 2020 as business conditions during the COVID-19 pandemic prompted layoffs. According to a CCJ survey of fleet executives in May 2020, 28% of respondents indicated that they had been forced to decrease driver workforce as a result of the coronavirus. The U.S. Department of Labor reported total employment in the for-hire trucking industry fell 88,000 in April 2020 to its lowest total since 2014.
CCJ TOP 250 BREAKDOWN BY SEGMENT Segment
Dedicated contract carriage Flatbed/specialized/heavy haul General freight Household goods Intermodal Motor vehicles Packages/small shipments Refrigerated Tank/bulk commodities
Carriers
% of total
Power units
18 28 115 5 9 7 4 22 42
7.2% 11.2% 46.0% 2.0% 3.6% 2.8% 1.6% 8.8% 16.8%
37,955 36,129 261,804 12,759 20,655 8,206 263,675 32,869 37,520
% of total
Estimated revenue change 2018 to 2019**
Revenue per power unit*
Revenue per driver*
5.3% 5.1% 36.8% 1.8% 2.9% 1.1% 37.1% 4.6% 5.3%
8.6% 2.5% 0.1% 0.4% -8.1% -0.3% 7.5% 1.7% 10.8%
$238,721 $240,257 $286,834 $274,660 $196,919 $281,156 $356,138 $279,086 $237,977
$219,477 $243,084 $259,251 $299,082 $199,251 $318,988 $244,868 $251,174 $238,751
* Excludes outlying operations that likely would skew a segment’s figures for various reasons, such as an unusual scope or operating profile or the inclusion of revenues beyond either North America or transportation by truck. ** Based on companies that self-reported revenue data for both 2018 and 2019.
Bankruptcies slow, acquisitions on the rise This year’s CCJ Top 250 ranking only lost two carriers to bankruptcy, but they had a big impact. Most notable was Celadon (formerly No. 41), the Indianapolis-based carrier with 3,300 power units that closed its doors in December 2019. While the company was able to sell its Taylor Express business unit, most of its assets were gobbled up by other carriers or disposed of in the used truck market. More recently, Comcar Industries (formerly No. 98) – a heavyweight in the Tank/bulk commodities segment – announced it was filing for Chapter 11 bankruptcy last May and selling its five trucking business units. Notable Comcar divestitures include selling flatbed fleet CT Transportation to PS Logistics; liquid chemical hauler CTL Transportation to CCJ Top 250 newcomer Service Transport (No. 221); and dry van fleet MCT Transportation to White Willow Holdings, which incidentally purchased Celadon’s Taylor Express. Roadrunner Transportation Systems staved off bankruptcy, but the company slid down the rankings from No. 31 to No. 47 as it sold several subsidiaries in the intermodal, flatbed and dry van markets and continued its restructuring
efforts in the less-than-truckload market. Carriers in the CCJ Top 250 have been busy on the acquisition front in the last year. The biggest transactions include Heniff Transportation’s acquisition of Superior Bulk Logistics (formerly No. 99), a move that sent the Oak Brook, Illinois-based company soaring up 37 spots in this year’s ranking. Shortly after last year’s ranking was published, Heartland Express (No. 39) jumped 10 spots when it acquired Millis Transfer (formerly No. 129) for $150 million. NFI (No. 24) moved up four spots in this year’s ranking thanks in part to the acquisition of G&P Trucking, a subsidiary of Southeastern Freight Lines (No. 31). Canadian carrier C.A.T. (No. 105) acquired fellow Canadian firm Penner International (formerly No. 249). Three other acquisitions in the Tank/bulk commodities segment to note are A&R Logistics’ (No. 102) acquisition of First Choice Logistics, a 125-truck bulk fleet based in Chicago, TransWood Carriers’ (No. 113) acquisition of 150-truck fleet Kane Transport based in Minnesota, and Bulkmatic’s (No. 172) purchase of Indiana-based Paris Transport.
Go to CCJTop250.com for more detailed information! The 2020 CCJ Top 250 rankings are comprised from a large data set used to calculate the annual list, including revenues and counts on power units, trailers, drivers and other company information. You can view the detailed information at CCJTop250.com and sort by primary segment type to get a closer look at a
carrier’s performance relative to its peers. You also can view carriers by rank in several other categories. In the pages that follow, you will see where the trucking companies rank and learn more about some of the fleets in the CCJ Top 250 as chosen by our editors.
Turn the page for the CCJ Top 250® foldout
commercial carrier journal
| august 2020 33
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sponsored by
1-25
For detailed and sortable rankings, visit www.ccjtop250.com. 2020
Company
2019 Rank
1
UPS/United Parcel Service Inc. Atlanta, GA
1
2
FedEx Corp. Memphis, TN
2
3
J.B. Hunt Transport Inc. Lowell, AR
3
4
Knight-Swift Holdings Phoenix, AZ
4
5
YRC Worldwide Inc. Overland Park, KS
5
6
XPO Logistics Inc. Greenwich, CT
6
7
Schneider Green Bay, WI
7
8
TFI International St.-Laurent, QC
10
9
Landstar System Inc. Jacksonville, FL
8
10
Old Dominion Freight Line Inc. Thomasville, NC
9
11
Werner Enterprises Inc. Omaha, NE
11
12
Estes Express Lines Richmond, VA
12
13
Ryder Supply Chain Solutions Miami, FL
14
14
Prime Inc. Springfield, MO
13
15
U.S. Xpress Enterprises Inc. Chattanooga, TN
15
16
Kenan Advantage Group N. Canton, OH
17
17
ArcBest Corp. Ft. Smith, AR
16
18
R+L Carriers Wilmington, OH
21
19
Penske Logistics Reading, PA
20
20
CRST International Inc. Cedar Rapids, IA
18
21
Saia Inc. Johns Creek, GA
24
22
Daseke Addison, TX
19
23
Evans Network of Cos. Schuylkill Haven, PA
25
24
NFI Camden, NJ
28
25
UniGroup Fenton, MO
26
35
commercial carrier journal
| august 2020
24 NFI
ACQUIRING ASSETS amden, New JerseyStraight trucks: 6 based NFI is a Tractors: 4,400 privately-held fully Drivers: 4,900 integrated third-party supply 2020 Revenue: $2.14 billion chain solutions provider with customers around the globe. It operates about 50 million square feet of warehouse and distribution space, and its company-owned fleet consists of more than 4,400 tractors and 12,500 trailers. Last year, NFI completed its acquisition of SCR, an intermodal-focused brokerage company based in Seattle, as part of an effort to enhance its suite of end-to-end supply chain offerings and expand both its nonasset intermodal services and refrigerated capabilities. The carrier also acquired Columbia, South Carolina-based G&P Trucking Co., a logistics provider specializing in assetbased transportation, port drayage and nonasset brokerage offerings in the Southeast. NFI in 2019 added 400 tractors and 700 drivers, hauled in $100 million in additional revenue versus the prior year and jumped four spots in the Top 250. Ranked as a top brokerage provider, the company has over 40,000 partner carriers and moves more than 300,000 shipments annually. Recognized by the U.S. Environmental Protection Agency as a 2019 SmartWay High Performer, NFI received its first electric truck in August 2019 and a month later became one of the first companies to deploy Freightliner’s batteryelectric eCascadia in its Southern California operations. NFI has installed electric charging stations within its operations in Chino, California. NFI last year was recognized on the Inc. 5000 list of the fastest-growing private companies, ranking No. 4,001, and was named a Top Company for Women to Work for in Transportation and a Top Workplace in multiple states, among other accolades.
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sponsored by
26-50 For detailed and sortable rankings, visit www.ccjtop250.com.
2020
Company
2019 Rank
26
C.R. England Inc. Salt Lake City, UT
23
27
Hub Group Oak Brook, IL
22
28
Averitt Express Cookeville, TN
27
29
Crete Carrier Corp. Lincoln, NE
29
30
Universal Logistics Holdings Inc. Warren, MI
36
31
Southeastern Freight Lines Lexington, SC
30
32
Ruan Des Moines, IA
32
33
Forward Air Corp./FAF Inc. Greeneville, TN
34
34
Quality Distribution Inc. Tampa, FL
33
35
Central Transport International Inc. Warren, MI
39
36
PS Logistics Birmingham, AL
45
37
Cardinal Logistics Management Corp. Concord, NC
40
38
Covenant Transportation Group Inc. Chattanooga, TN
35
39
Heartland Express Inc. N. Liberty, IA
49
40
Stevens Transport Inc. Dallas, TX
38
41
DHL Express Americas Plantation, FL
44
42
KLLM Transport Services LLC Richland, MS
37
43
SIRVA Inc. Westmont, IL
42
44
Marten Transport Ltd. Mondovi, WI
50
45
Anderson Trucking Service Inc. St. Cloud, MN
47
46
Pitt Ohio Express LLC Pittsburgh, PA
43
47
Roadrunner Transportation Systems Inc. Downers Grove, IL
31
48
Western Express Inc. Nashville, TN
46
49
AAA Cooper Transportation Dothan, AL
48
50
FirstFleet Inc. Murfreesboro, TN
51
36
commercial carrier journal
| august 2020
39 HEARTLAND EXPRESS INC.
HEARTLAND GROWTH ast year was one of rebirth Tractors: 4,000 and reinvestment for irreguDrivers: 4,000 lar route truckload company 2020 Revenue: $597 million Heartland Express. The North Liberty, Iowa-based carrier celebrated the grand opening of a terminal in Frederick, Colorado, and the reopening of terminals in Rancho Cucamonga, California, and Tacoma, Washington, and also spent up to an estimated $50 million on terminalrelated capital projects during 2019. Last August, Heartland Express executed its eighth acquisition, and its third in the last six years, acquiring dry van truckload carrier Millis Transfer for roughly $150 million. The Hawkeye State hauler added nearly 1,000 tractors and drivers last year. In bringing onboard the Black River Falls, Wisconsin-based fleet, Heartland inherited terminals in Georgia, New York, North Carolina, Ohio, Texas, Virginia, Illinois and Wisconsin, and also added five driving schools and diversified its customer base. Postacquisition, Heartland’s consolidated customer list reached about 500, with no single customer representing greater than 8% of the company’s revenue. Late last year, the carrier was honored with a SmartWay Excellence Award from the U.S. Environmental Protection Agency for its efforts in operating a late-model tractor fleet. At the end of last year, the average age of the fleet’s equipment was 1.8 years for its tractors and 3.6 years for its trailers. Heartland’s tractor fleet is equipped with aerodynamic technologies and idle management controls. Route engineering and speed regulations, paired with maintenance efficiency practices, add to the sustainability of Heartland’s carbon footprint. The carrier last year was recognized as a FedEx Express Core Carrier of the Year, honored with the FedEx Express Platinum Award (with a 99.93% on-time delivery rate) and named Lowe’s One-Way Store Carrier of the Year, among other honors.
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sponsored by
51-75
For detailed and sortable rankings, visit www.ccjtop250.com. 2020
Company
2019 Rank
51
Mercer Transportation Co. Inc. Louisville, KY
53
52
TMC Transportation/Annett Holdings Inc. Des Moines, IA
54
53
Black Horse Carriers Inc. Carol Stream, IL
60
54
United Road Services Inc. Plymouth, MI
55
55
Bison Transport Inc. Winnipeg, MB
56
56
Cowan Systems LLC Baltimore, MD
57
57
Bennett International Group McDonough, GA
61
58
Dayton Freight Lines Inc. Dayton, OH
59
59
P.A.M. Transportation Services Inc. Tontitown, AR
58
60
USA Truck Inc. Van Buren, AR
63
61
Roehl Transport Inc. Marshfield, WI
64
62
Atlas Van Lines Inc. Evansville, IN
52
63
Trimac Transportation Calgary, AB
66
64
Hirschbach Motor Lines Inc. Dubuque, IA
65
65
Eagle Express Lines Inc. S. Holland, IL
73
66
Hogan Transports Inc. St. Louis, MO
67
67
Heniff Transportation Systems Oak Brook, IL
104
68
RoadOne IntermodaLogistics Randolph, MA
68
69
CEVA Logistics Americas Houston, TX
76
70
U.S. 1 Industries Valparaiso, IN
70
71
Wheaton Van Lines Inc. Indianapolis, IN
71
72
Salmon Cos. N. Little Rock, AR
72
73
Dart Transit Co. Eagan, MN
62
74
MVT Services LLC/Mesilla Valley Transportation Las Cruces, NM
77
75
IMC Cos. Memphis, TN
74
53 BLACK HORSE CARRIERS INC.
THE CAVALRY RIDES lack Horse Carriers can trace Straight trucks: 284 its origins back to the 1880s Tractors: 1,958 in Des Plaines, Illinois, as a Drivers: 3,108 hauler of furniture, farm equipment 2020 Revenue: $561 million and nursery products using horses and wagons. That business was purchased in 1925 by Conrad Niedert and ultimately was folded into the family’s existing trucking operation, Niedert Motor Service. After deregulation in the early 1980s, the company was renamed Black Horse Carriers for the insignia of the U.S. Army’s 11th Armored Cavalry and 7th Cavalry Regiments. It then was sold several times, ultimately winding up as part of Penske. The Niedert family restarted the Carol Stream, Illinois-based business in 1998 with the singular focus of providing dedicated transportation and private fleet replacement services, and the company has continued its rapid growth, said Dave Anderson, vice president of sales and marketing. Anderson has attributed the fleet’s growth to its customers and drivers. In addition to the grocery segment, Black Horse Carriers has benefited from the automotive business, where it hauls aftermarket parts from distribution centers to dealerships for several major passenger car OEMs. As a dedicated transportation provider operating late-model equipment driven by company drivers, Black Horse Carriers enjoys a low driver turnover rate. Drivers are home almost every night, and the fleet has few sleepers, Anderson said. The company uses slip-seat operations and relays wherever possible on longer runs.
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commercial carrier journal
| august 2020 37
sponsored by
76-100 For detailed and sortable rankings, visit www.ccjtop250.com.
2020
Company
2019 Rank
77 PALADIN CAPITAL INC.
76
JHT Holdings Inc. Pleasant Prairie, WI
93
77
Paladin Capital Inc. Nashville, TN
106
78
Jack Cooper Transport Co. Inc. Kansas City, MO
69
79
Maverick USA Inc. Little Rock, AR
75
80
A. Duie Pyle Inc. W. Chester, PA
82
Kaplan Trucking Co./Horizon Freight System Inc. Cleveland, OH
EMPLOYEE OWNERS
81
78
82
Challenger Motor Freight Inc. Cambridge, ON
79
83
Central Freight Lines Inc. Waco, TX
84
84
Melton Truck Lines Inc. Tulsa, OK
85
85
Lynden Cos. Anchorage, AK
83
86
Mr. Bult’s Inc. Burnham, IL
92
87
Foodliner/Quest Liner Inc. Dubuque, IA
88
88
Transport Investments Inc. Pittsburgh, PA
80
89
ContainerPort Group Inc. Cleveland, OH
90
90
TransAm Trucking Inc. Olathe, KS
95
91
The Dana Cos. Avenel, NJ
94
92
Acme Truck Line Inc. Gretna, LA
81
93
Paschall Truck Lines Inc. Murray, KY
96
94
Martin Transportation Systems Inc. Byron Center, MI
105
95
United Vision Logistics Holding Corp. Lafayette, LA
91
96
Stan Koch & Sons Trucking Inc. Minneapolis, MN
100
97
Groendyke Transport Inc. Enid, OK
101
98
Wilson Logistics Springfield, MO
109
99
Hansen & Adkins Auto Transport Los Alamitos, CA
103
100
Trans-System Inc. Spokane, WA
102
aladin Capital is a proStraight trucks: 14 vider of business acquiTractors: 1,748 sition and ownership Drivers: 1,879 transfer via an Employee Stock 2020 Revenue: $300 million Ownership Plan (ESOP) model. The Nashville, Tennessee-based company provides ownership and retirement benefits to the employees of the seller’s company while providing private business owners a meaningful exit strategy that preserves their business legacy and protects their employees, who pay nothing for their shares. Paladin has more than 2,000 active shareholders and specializes in several industries, including transportation and logistics, where its holdings include Volunteer Express Inc., Robert Bearden Inc., Dolphin Line Inc., Wildhorse Fleet Services LLC, Transportation Solutions LLC, CLM Freight Lines and Product Distribution Services. A huge key to Paladin’s big leap in this year’s Top 250 from No. 106 to No. 77 was its work with Birmingham, Alabamabased SNL Distribution Services Corp., which ranked No. 193 on last year’s list. Paladin previously administrated about 1,000 trucks and just over 1,000 drivers. The company now works with more than 1,700 trucks and 1,800-plus drivers. Companies that work with Paladin set up an ESOP trust that buys all the stock for the company. The ESOP trust then will make annual contributions of stock to individual employee accounts through a compensation allocation formula. Paladin’s ESOP is a retirement trust. The shares of the trust vest for each shareholder after five years with the ESOP. The shares cannot be withdrawn until the normal retirement age of 65, but withdrawals from the ESOP must be taken at age 70.5. Within Paladin’s ESOP, accounts for withdrawal trigger automatically at death or when a shareholder is placed on total disability. Upon reaching 10 years of service in the plan, the shareholder is given the opportunity to diversify up to 25%. At 10 years in the plan and age 60, the shareholder receives another opportunity to diversify up to 50% of the portfolio.
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commercial carrier journal
| august 2020 38
THE TOP 250 FLEETS ARE EXEMPLARY COMPANIES. TOGETHER THEY DRIVE PROGRESS ACROSS OUR NATION.
sponsored by
101-125 For detailed and sortable rankings, visit www.ccjtop250.com.
2020
Company
2019 Rank
101
May Trucking Co. Salem, OR
107
102
A&R Logistics Inc. Morris, IL
114
103
PGT Trucking Inc. Aliquippa, PA
112
104
Carter Express Inc. Anderson, IN
111
105
C.A.T. Inc. Coteau-du-Lac, QC
136
106
Premier Transportation Forest Park, GA
87
107
Midwest Logistics Systems LTD Celina, OH
108
108
John Christner Trucking LLC Sapulpa, OK
113
109
Smith Transport Inc. Roaring Spring, PA
123
110
K.L. Breeden & Sons LLC Terrell, TX
120
111
Cassens Transport Co. Edwardsville, IL
97
112
Paper Transport Inc. De Pere, WI
121
113
TransWood Carriers Inc. Omaha, NE
130
114
Dupre’ Logistics LLC Lafayette, LA
122
115
Venture Logistics Inc. Indianapolis, IN
146
116
Oak Harbor Freight Lines Inc. Auburn, WA
128
117
J&R Schugel Trucking Inc. New Ulm, MN
119
118
Oakley Trucking N. Little Rock, AR
134
119
Day & Ross Transportation Group Hartland, NB
143
120
Artur Express Inc. Hazelwood, MO
154
121
C&K Trucking LLC Chicago Ridge, IL
118
122
National Retail Systems Inc. N. Bergen, NJ
127
123
New Legend Inc. Phoenix, AZ
116
124
Dependable Supply Chain Services Los Angeles, CA
125
125
Venture Express Inc. La Vergne, TN
133
40
commercial carrier journal
| august 2020
105 C.A.T. INC.
ROARING TO LIFE anadian hauler C.A.T. Inc. Tractors: 970 has been on a steady growth Drivers: 1,049 path since Daniel Goyette 2019 Revenue: $190 million founded the company in 1978. But back in 2017, C.A.T. Inc. still was relatively small – at least in comparison to Top 250 fleet sizes – with 178 tractors and 262 drivers. That changed overnight in October 2017 when the Coteau-duLac, Quebec-based carrier acquired fellow Canadian truckload carrier and former Top 250 entrant SLH Transport, effectively tripling the size of its operation and vaulting C.A.T. to the upper ranks of the listing. The company more recently acquired former Top 250 entrant Penner International, which ranked No. 249 in 2019. SLH, previously owned by Sears Canada, had filed for protection in June 2017. “We have been looking for an opportunity like this,” Goyette said at the time. “The purchase of the assets of SLH fits our model well and gives us an enormous boost in capacity and coverage for North American markets.” C.A.T. now has 970 tractors and more than a thousand drivers at its disposal and turned in $190 million in revenue last year. While the company’s bread-and-butter is its truckload operation, it has diversified over the years and today offers less-than-truckload, temperature-controlled, flatbed and intermodal services across Canada and the United States. C.A.T. has earned numerous awards in its 40-plus-year history but is quite proud to have been named among Canada’s Best Managed Companies for business performance and commitment to innovation. C.A.T. always has been creative in creating new business opportunities. In 1984, the young company began truckload service between Canada and Mexico. In 2015, it established an intermodal division based in Columbus, Ohio, to oversee door-to-door delivery of dry and temperature-controlled containers using its own drayage fleet and rail providers in Canada and the United States.
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126-150 For detailed and sortable rankings, visit www.ccjtop250.com.
2020
Company
2019 Rank
126
Navajo Express Inc. Denver, CO
115
127
Brown Integrated Logistics Inc. Lithonia, GA
126
128
TransX Ltd. Winnipeg, MB
86
129
The Decker Cos. Ft. Dodge, IA
140
130
K&B Transportation Inc. S. Sioux City, NE
132
131
Beelman Truck Co. E. St. Louis, IL
124
132
Ozark Motor Lines Inc. Memphis, TN
137
133
National Carriers Irving, TX
138
134
Williams Brothers Trucking Inc. Hazlehurst, GA
141
135
JBS Carriers Inc. Greeley, CO
139
136
B&W Cartage Co. Taylor, MI
117
137
American Eagle Logistics LLC Lafayette, LA
144
138
American Bulk Commodities Boardman, OH
145
139
Star Fleet Trucking Inc. Middlebury, IN
142
140
R.E. Garrison Trucking Inc. Cullman, AL
164
141
Spee Dee Delivery Service Inc. St. Cloud, MN
147
142
Action Enterprise Holdings LLC Birmingham, AL
131
143
McElroy Truck Lines Inc. Cuba, AL
151
144
Benore Logistic Systems Inc. Erie, MI
135
145
CalArk Inc. Mabelvale, AR
156
146
Big G Express Inc. Shelbyville, TN
177
147
Eagle Transport Corp. Rocky Mount, NC
157
148
Ward Transport & Logistics Corp. Altoona, PA
153
149
Blackhawk Transport Beloit, WI
160
150
Fraley and Schilling Inc. Rushville, IN
161
42
commercial carrier journal
| august 2020
149 BLACKHAWK TRANSPORT
COMING A LONG WAY orn in 1990 with one Mack truck Straight trucks: 40 and three flatbed trailers, Beloit, Tractors: 572 Wisconsin-based Blackhawk Drivers: 632 Transport has come a long way. The com2020 Revenue: $129 million pany, now with a fleet of more than 500 trucks and 600-plus drivers, continues to see its revenues surge. Mike Holloway, Blackhawk president and chief executive officer, has attributed most of that explosive growth to the company’s migration to fully serve the dedicated contract carriage market. In 2012, the company was about 60% dedicated with fewer than 100 trucks. Holloway also has lauded founders Dianne and the late Ken Hendrickson for their willingness to invest in the company in the lean years. “Our first contract was for five trucks,” he said last year. “That contract is 150 trucks today.” Blackhawk’s specialty has been taking over private fleets, and its customer base is heavily diversified. Building products make up about 15% of the company’s freight. Moving and storage and consumer products account for 20% each, and retail for 15%. The food and beverage, industrial and automotive segments round out the remaining 30% of Blackhawk’s book of business. Blackhawk also offers warehousing and freight management services, with growth in those businesses expected to outpace the growth of the company’s fleet services in the years ahead. A company that moves in to take over another company’s freight movement can be seen as somewhat of a highway mercenary, but Blackhawk in years past has posted a retention rate in excess of 90% among drivers it assumes in the transaction, Holloway said. Competitive benefits are offered to its employees, and the company fosters a family-like atmosphere.
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151-175
For detailed and sortable rankings, visit www.ccjtop250.com.
2020
Company
2019 Rank
151
Transportation Services Inc. Romulus, MI
152
152
Aim Integrated Logistics Girard, OH
159
153
Tankstar USA Inc. Milwaukee, WI
155
154
Leonard’s Express Farmington, NY
214
155
Freymiller Inc. Oklahoma City, OK
179
156
Cliff Viessman Inc. Gary, SD
191
157
McClymonds Supply & Transit Co. Inc. Portersville, PA
171
158
Danny Herman Trucking Inc. Mountain City, TN
167
159
Milan Express Milan, TN
206
160
Jordan Carriers Natchez, MS
NR
161
Tri-National Inc. Earth City, MO
148
162
Venezia Inc. Royersford, PA
172
163
Wayne Transports Rosemount, MN
163
164
M&M Transport Services Inc. Putnam, CT
149
165
Pride Transport Inc. Salt Lake City, UT
168
166
Cypress Truck Lines Inc. Jacksonville, FL
175
167
West Side Transport Inc. Cedar Rapids, IA
166
168
Halvor Lines Inc. Superior, WI
186
169
Beemac Inc. Ambridge, PA
NR
170
Gypsum Express Ltd. Baldwinsville, NY
173
171
Lily Transportation Corp. Needham, MA
165
172
Bulkmatic LLC Griffith, IN
189
173
A.D. Transport Express Inc. Canton, MI
174
174
Martin Transport Inc. Kilgore, TX
169
175
Admiral Merchants Motor Freight Inc. Minneapolis, MN
162
44
commercial carrier journal
| august 2020
156 CLIFF VIESSMAN INC.
SWEETER THAN EVER liff Viessman Inc. is on a tear. Tractors: 559 Last year, no carrier that apDrivers: 729 peared in the prior two year’s Top 2020 Revenue: $115 million 250 rankings made a bigger jump up the list, previously moving up 54 spots to No. 191 thanks in large part to a 28.4% increase in year-over-year revenue. In the tank/bulk commodities segment, the food-grade liquid bulk hauler moved up 12 spots in the 41-member category. The growth spurt continues this year, as the Gary, South Dakota-based fleet looks toward the dry bulk market and leapfrogs from No. 191 to No. 156. Cliff Viessman also continues to grow its equipment and employee count and now has more than 550 trucks and 700-plus drivers, initially attributable to its 2018 acquisition of Johnsrud Transport, a Des Moines, Iowa-based liquid bulk hauler. Cliff Viessman also owns Wahpeton, North Dakota-based Jacobson Transport, a general bulk commodities carrier serving the Midwest. Cliff Viessman got its start in 1961 when Virgil Viessman started a business operating two milk trucks in Worthington, Minnesota. Virgil’s son, Cliff, took over the business in 1965, and by the mid-1970s, the company was operating 35 milk trucks. In the 1980s, Cliff Viessman grew to 55 trucks and began hauling liquid corn sweetener and wet feed in the Midwest. By the turn of the century, the company had terminals in Minnesota, the Dakotas and Ohio as its customer base continued to grow. In addition to corn sweetener, today it hauls liquid sugar, food-grade oils and dairy products from six terminals, as well as dry food-grade products using a number of pneumatic trailers. Cliff Viessman also has added a fleet of auger trailers and live-bottom trailers to serve customers in the poultry and livestock industries. It also has a refrigerated division with two terminals dedicated to temperaturecontrolled freight serving the central United States.
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#ATAmce20
American Trucking Associations’ 2020 Management Conference & Exhibition (MCE) will be the ďŹ rst major opportunity for trucking industry leaders to meet in-person with colleagues from across the nation, as the country begins to eye economic recovery. We have put together a dynamic program designed to spark conversations and discussions to help each other and the industry move forward from crisis to recovery. The interactive exhibit hall will showcase the latest products and services available to help trucking companies solve their biggest challenges. Learn more about this premier event and check out the schedule online at mce.trucking.org.
NEW: Register Now & Pay Later!
Registrants can delay their registration fee payment until September 1, 2020.
REGISTER AT:
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sponsored by
176-200 For detailed and sortable rankings, visit www.ccjtop250.com.
2020
Company
2019 Rank
199 FREMONT CONTRACT CARRIERS
176
United Petroleum Transports Inc. Oklahoma City, OK
170
177
Indian River Transport Co. Winter Haven, FL
178
178
WEL Cos. Inc. De Pere, WI
184
179
Midland Transport Dieppe, NB
183
180
The Suddath Cos. Jacksonville, FL
176
181
Wiley Sanders Truck Lines Inc. Troy, AL
180
182
Cargo Transporters Inc. Claremont, NC
182
183
Oakley Transport Inc. Lake Wales, FL
185
184
Carroll Fulmer Logistics Corp. Groveland, FL
194
185
Miller Truck Lines Inc. Stroud, OK
221
186
Combined Transport Inc. Central Point, OR
158
DON’T FORGET DRIVERS
187
Dillon Transport Inc. Burr Ridge, IL
190
188
Sharkey Transportation Inc. Quincy, IL
192
189
NAPA Transportation Inc. Mechanicsburg, PA
NR
190
W.W. Transport Inc. W. Burlington, IA
197
191
Buddy Moore Trucking Inc. Birmingham, AL
212
192
Midwest Transport Inc. Robinson, IL
188
193
Schuster Co. Le Mars, IA
199
194
Western Dairy Transport LLC Cabool, MO
198
195
Slay Transportation Co. Inc. St. Louis, MO
207
196
Hartt Transportation Systems Inc. Bangor, ME
200
197
Outwest Express LLC El Paso, TX
203
198
Hilco Transport Greensboro, NC
NR
199
Fremont Contract Carriers Fremont, NE
220
200
Saddle Creek Transportation Inc. Lakeland, FL
150
remont Contract Carriers might Straight trucks: 1 not be the biggest fleet in the Top Tractors: 464 250, but few can challenge the Drivers: 459 company when it comes to driver satisfac2020 Revenue: $102 million tion. The Fremont, Nebraska-based carrier in years past has been a fixture in the Truckload Carrier Association’s Best Fleets to Drive For contest, having been recognized as a Top 20 fleet for its driver retention accomplishments nine times, including a run of eight consecutive years from 2011 to 2018. The company returned to the list in 2020 and has been named the overall winner three times. From a comprehensive incentive program to a system that automates maintenance scheduling, FCC strives to improve its drivers’ daily lives. Last year, the company rolled out a mentor program to help drivers adjust to life behind the wheel and build peer relationships throughout the company’s driver ranks. It also listens to what drivers have to say. FCC developed a program to follow up with drivers and gather feedback at the 10-, 30- and 90-day marks after orientation. But rather than have driver managers conduct the interviews, it has employees in customer service and other departments call, hoping that drivers will be more likely to engage in an open and honest discussion about their early experience with the fleet. As a result of its driver-centric philosophy, FCC enjoys one of the lowest turnover rates in the truckload industry. FCC boasts more than 450 tractors and has 450-plus drivers, with revenues in excess of $100 million.
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| august 2020
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201-225 For detailed and sortable rankings, visit www.ccjtop250.com.
2020
Company
2019 Rank
221 SERVICE TRANSPORT CO.
201
PI&I Motor Express Inc. Sharon, PA
205
202
Bay & Bay Transfer Co. Inc. Eagan, MN
209
203
Warren Transport Waterloo, IA
NR
204
Midwest Motor Express Bismarck, ND
195
205
Andy Transport St.-Laurent, QC
238
206
Salem Carriers Inc. Winston-Salem, NC
181
207
Heyl Truck Lines Inc. Akron, IA
208
208
Florida Rock & Tank Lines Jacksonville, FL
196
209
Nussbaum Transportation Services Inc. Hudson, IL
216
DRIVING GROWTH
210
Titan Transfer Inc. Shelbyville, TN
217
211
Coastal Transport Co. Inc. San Antonio, TX
211
212
D.M. Bowman Inc. Williamsport, MD
219
213
TLD Logistics Services Inc. Knoxville, TN
210
214
Load One Transportation & Logistics Taylor, MI
215
215
Transystems LLC Great Falls, MT
213
216
Raven Transport Co. Inc. Jacksonville, FL
202
217
Earl L. Henderson Trucking Co. Inc. Caseyville, IL
235
218
Watsontown Trucking Co. Milton, PA
226
219
Poly Trucking Inc. Grand Prairie, TX
224
220
Transervice Logistics Inc. Lake Success, NY
218
221
Service Transport Co. Houston, TX
NR
222
JNJ Express Memphis, TN
NR
223
G&D Integrated Morton, IL
223
224
J&M Tank Lines Inc. Birmingham, AL
225
225
N&M Transfer Co. Inc. Neenah, WI
231
ew to the Top 250, Service Tractors: 496 Transport Co. (STC) in Houston Drivers: 401 credits its impressive growth 2020 Revenue: $63.2 million to a reduction in driver turnover and a company-first acquisition. The bulk carrier saw revenue growth of 13.3% from 2018 to 2019 along with a 65% uptick in its tractor count and a 60% increase in drivers. Big changes paved the way for success, including a substantial compensation package implemented in 2018 that STC President Wade Harrison said has helped reduce turnover by over 40% and led to a reduction in downtime for trucks waiting to be filled. Determined to increase growth while maintaining its current staffing levels and base customers, STC and its parent company, Adams Resources and Energy, worked together for expansion opportunities and found one in their own backyard. In June 2019, STC acquired Houstonbased bulk carrier E.H. Transport, its first acquisition since the company’s founding in 1965. That successful merger led to another more recent one this past June when STC acquired Florida-based liquid chemical carrier CTL Transportation from Comcar Industries, which filed for Chapter 11 bankruptcy in May. STC gained 140 drivers, 330 trailers and five new operating locations. STC transports both liquid and dry products in bulk and also offers tank-washing services, and the recent merger has the company feeling somewhat positive in its 12-month outlook, though it expects to keep riding the COVID-19 rollercoaster awhile. Drivers are in a feast-or-famine mode, as the company continues to fight for consistent opportunities to keep them on the road. STC has eased up on hiring so that it can help keep its current drivers busy enough to earn a living.
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| august 2020
N
sponsored by
226-250 For detailed and sortable rankings, visit www.ccjtop250.com.
2020
Company
2019 Rank
226
Royal Express Laredo, TX
NR
227
Ergon Trucking Jackson, MS
NR
228
L&B Transport LLC Baton Rouge, LA
228
229
CDN Logistics Inc. Northlake, IL
232
230
Daily Express Carlisle, PA
237
231
Quality Drive-Away Inc. Goshen, IN
89
232
Don Hummer Trucking Corp. Cedar Rapids, IA
NR
233
Long Haul Trucking Albertville, MN
229
234
Dedicated Logistics Inc. Oakdale, MN
230
235
Modern Transportation Services Sewickley, PA
233
236
Rush Trucking Inc. Wayne, MI
242
237
Lessors Inc. Eagan, MN
234
238
Kivi Bros. Trucking Duluth, MN
NR
239
Charger Logistics Griffith, IN
NR
240
Andrews Logistics Southlake, TX
NR
241
McLeod Express LLC Decatur, IL
NR
242
Sweet Express LLC Grand Rapids, MI
NR
243
Tutle & Tutle Trucking Inc. Cleburne, TX
204
244
Metropolitan Trucking Inc. Bloomsburg, PA
239
245
Penn Tank Lines Inc. Chester Springs, PA
240
246
Andrus Transportation Services St. George, UT
241
247
Taylor Truck Line Inc. Northfield, MN
243
248
Online Transport Inc. Greenfield, IN
244
249
E.L. Hollingsworth & Co. Flint, MI
245
250
Southwestern Motor Transport Inc. San Antonio, TX
250
50
commercial carrier journal
| august 2020
232 DON HUMMER TRUCKING CORP.
SLOW AND STEADY low and steady growth in valueTractors: 375 minded services buoyed by office Drivers: 375 and technology investments earned Don Hummer Trucking Corp. its first spot on the Top 250. For the past five years, the Iowa-based carrier has experienced 11% annual revenue growth through mostly dry van transportation, along with growing movement of temperature-controlled loads. Tractor and driver counts both grew 7.1% from 2018 to 2019. The company’s growth over the last several years has been focused on how to best deliver value for its employees, customers and business partners, according to company president Chris Hummer, whose father, Don, founded the company in 1975. Progress largely stems from continual investment in infrastructure, which included moving the company’s longtime headquarters from Oxford, Iowa, to a newly renovated facility in Cedar Rapids. Also, Don Hummer added facilities in the Omaha and Kansas City metropolitan areas through its May 2018 acquisition of Nebraska-based carrier Harris Quality. That merger allowed for growth in the company’s temperaturecontrolled service offerings. Prior investments in technology are credited for a quick transition at the start of the pandemic in mid-March. Applicable nondriving staff made the switch to work-from-home status in just three days, allowing for a seamless transition. Office staff and drivers adjusted quickly to working in more restricted, socially distanced and virtual settings. The outlook for next year is somewhat mired by COVID-19 and the presidential election, but Don Hummer will look for growth in its temperature-controlled and truckload services due to growing customer demand. The company’s value-added services also include dedicated fleets, specialized equipment and on-site staffing.
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About the
C
ommercial Carrier Journal has ranked the top forhire trucking companies since the late 1960s. The Top 250 is the most comprehensive ranking of active carriers. Our ranking takes into account not only the revenues posted by a trucking company but also its fleet size and employment base. Rankings based strictly on revenues often capture activities that have only an indirect relationship to transportation. Blending revenue, equipment and drivers also allows for a reasonable way to capture carriers that decline to disclose revenue. The Top 250 ranking treats all carriers under one umbrella as a single entity. Carriers with significant ownership by an individual, family or company but not organized under a single management team are treated separately. Also, carriers that went out of business or were acquired by other companies in 2019 aren’t listed. Instead, only active carriers are displayed. For a detailed explanation of the Top 250 ranking methodology, see “Ranking Methodology” to the right. The print version of the Top 250 information also provides some additional information on the carriers we highlight, including revenues, power units and drivers. For a more comprehensive breakdown, go to CCJTop250.com. The Top 250 begins with data provided by RandallReilly’s RigDig Business Intelligence (www.rigdig.com/bi) based on data supplied by carriers to the Federal Motor Carrier Safety Administration on their required Form MCS150 filings. Because this data can be – although rarely is – as much as a couple of years old and because the MCS-150 does not include information on revenues, all carriers included in the ranking were given an opportunity to review FMCSA data for freshness and to supply information not included on the form. In some cases, CCJ supplements its data with other official sources, such as reports filed with the U.S. Securities and Exchange Commission. If a carrier declines to verify or update the data that we provide it for review, we presume the publicly available data 52
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| august 2020
is valid and use it for ranking purposes. Carriers are never allowed to opt out of the ranking. Ranking methodology CCJ’s ranking of companies is a blended scale based on a combination of revenue, total power units and number of drivers rather than a ranking simply by revenue. Companies considered for inclusion in the Top 250 were ranked from high to low by revenue, power units (weighted based on the type of power unit as discussed below) and drivers and assigned a rank in each category. The numerical rank stored in each of the three fields was added together (revenue rank + vehicle rank + driver rank) to provide a rank sum. This sum then was ordered to provide the overall ranking assigned to each carrier, with the lowest sum receiving the highest rank. A number of carriers failed to report actual 2019 revenue. In order to be included in the blended ranking, they were assigned – for blended ranking purposes only – a calculated revenue figure determined by multiplying the carrier’s total number of power units by the average of the bottom 50 percent of revenue per power unit performers for the companies in that carrier’s primary segment. Calculated revenue is discounted by using the average of the bottom 50 percent of performers so that carriers failing to report revenue are not given an undue advantage in the ranking. Calculated revenue almost always will differ from actual revenue, of course, but the effect on the blended ranking likely is slight. The power unit ranking, which represents an investment as much as a physical-count measure of trucking assets, takes into account the difference between tractors and trucks. The assumption is that a for-hire carrier with 1,000 tractors has a greater investment in equipment than one with 1,000 straight trucks. For the purpose of the blended rank only, a truck was weighted at half the value of a tractor.
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INNOVATORS
HALVOR LINES Superior, Wisconsin
Bonnie Ramsay, chief information officer for Halvor Lines, helped develop a contactless proof-of-delivery process to protect the fleet’s drivers.
MODERN TOUCH Halvor Lines goes paperless to help drivers BY AARON HUFF
W
hile on vacation this spring, Bonnie Ramsay was visualizing and connecting the dots of a contactless proof-of-delivery process in her mind. Be the bill of lading. Be the truck driver. Be the receiver. Ramsay, chief information officer for Halvor Lines (CCJ Top 250, No. 168), had left Superior, Wisconsin, March 5 to spend a week on a beach vacation with her husband. The coronavirus pandemic was in the early stages, and she became very concerned about the company’s 600 drivers. “We had better come up with a way so that drivers don’t have to touch things — pens, paper, and maybe not even go into the building,” she was thinking. Ramsay sketched out the plans for an electronic bill of lading (eBOL) and discussed them with Chris Bode, Halvor Lines’ in-house developer, as soon as she returned March 18. The two promptly scheduled a conference call with three of Halvor’s technology vendors. Ramsay had been discussing the potential disruptions of COVID-19 with colleagues since early February. “This is a scary thing,” she said. “What are we going to do if we have to send everybody home?” In mid-February, she led the decision by Halvor Lines to purchase extra hardware and supplies to be able to send up to 50% of the office staff home if necessary. “I hope I am wrong about this,” she told co-workers. It turns out she was right and during the vacation remained in constant contact with Halvor Lines’ systems engineer, who was setting up remote workstations. By the time she returned, 35% of the office staff was working from home. Signatures at every stop When the COVID-19 pandemic hit, Ramsay saw that drivers were at risk when
picking up paper BOL documents at shipper facilities and handing them to receivers to sign within close proximity. Drivers already were using a mobile app to capture and transmit pictures of signed BOLs to Halvor Lines’ back-office systems for use in payroll and invoicing. The eBOL would give drivers a new option to email documents to receivers to electronically sign at a safe distance. Ramsay knew the eBOL could be developed using the cloud-based document management systems the company already used. Besides using the mobile driver app, Halvor Lines also employs third-party applications for document management and electronic signature capture. The vendors of each product began working on assigned tasks while Ramsay and Bode created functionality for the eBOL to support multi-stop deliveries. Halvor Lines has flatbed, dry van, refrigerated and deck van operations. Multi-stop deliveries are common for its deck van shipments when drivers unload ATVs at dealerships. For each stop, drivers need instant visibility of the status of a signed eBOL after sending the document to the receiver. Without a signature, the driver has not completed the freight transaction and cannot leave. For the multi-stop deliveries and other functions to work properly, Halvor Lines needed its systems to automatically index and record the status of documents,
The fleet develops an electronic bill of lading to help keep its drivers safe and improve efficiency for multi-stop deliveries.
commercial carrier journal
| august 2020 55
INNOVATORS starting at the moment a driver scans a paper BOL when picking up a load. The eBOL uses custom code that Bode developed to index documents automatically by type after drivers capture them with the mobile app. The indexing process also matches documents to load numbers and other metadata. Halvor Lines developed a web screen for the mobile driver app to display information about the driver’s trip and provide a menu of functions. When drivers arrive for a pickup, they enter their load number in the form and take a picture of the load documents. As part of building the mobile form, Halvor Lines added metadata to retrieve the correct eBOL from its document management system for each delivery stop. Drivers use the menu to select the correct stop and the image of the eBOL they want to send to a receiver to sign. Next, they enter the name and email address of the signer. Without the automated indexing and mobile form, drivers may not have the right document and information at their fingertips to send to the receiver to get a signature, she said. Ready for prime time Developing the eBOL with its vendor partners took several weeks. When completed, Halvor Lines tested the technology by rolling it out to individual drivers starting May 15. The strategy was to gain traction with a group of drivers before announcing it to the entire fleet. Halvor Lines made a fleetwide announcement July 2 that the eBOL was available to drivers as an option. To help with the rollout, the company made a how-to training video that was sent to Halvor Lines developed a web screen for the mobile driver app to provide a menu of functions.
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drivers through its learning management system from CarriersEdge that drivers can access through a separate mobile app on their tablets. Halvor Lines uses a mobile driver app from Transflo on company-owned tablets. The images captured by drivers are sent to the document management system it uses from EBE Technologies. This system generates a PDF file from the captured image, which is linked to an electronic signature app from SignEasy through an application programming interface. When drivers enter the signer’s email address, the PDF file is emailed to the signer through the SignEasy app, which walks the receiver through the signing process step-by-step. The receiver can sign by drawing or choosing a font and use a free-form text field to add notes to the BOL. Once the eBOL is signed, the Transflo mobile app sends the document back to Halvor Lines’ electronic filing cabinet, where it is picked up by EBE for use in the company’s payroll and billing system. The custom code retrieves the signed eBOL and updates the Transflo app to show the transaction has been completed, giving drivers an instant confirmation. Geofencing is one of the future options that Halvor Lines is considering adding to the eBOL. When a driver arrives at a receiver, the eBOL could recognize the location and send the document automatically to the email address of the signer on file. Another near-term possibility is offering the eBOL to partner carriers of Halvor Lines’ logistics division. Many already use the Transflo mobile app for capturing proof-of-delivery documents, Ramsay said. At the moment, Halvor Lines has not talked to shippers about the eBOL, but Ramsay sees this as an opportunity for customers to send BOLs to the carrier electronically. The system could index
| august 2020
Halvor Lines has flatbed, dry van, refrigerated and deck van operations. Multi-stop deliveries are common for its deck van shipments.
them and automate the flow of documents to receivers. Taking care of drivers Ramsay gives credit to her co-workers at Halvor Lines and the company’s culture, which she describes as “like none other” as far as people treating each other with respect. The culture starts at the top with Chief Executive John Vinje and President Ryan Fraley. Halvor Lines has been named a Best Fleet to Drive For by the Truckload Carriers Association seven years in a row. The eBOL is one of several technologies that give drivers added conveniences. For example, drivers can use the SignEasy app on their tablets whenever they need to request a signature. An owner-operator recently used it to sign closing documents for a house. Drivers also can access tractor permits, contact various departments and view the fleet’s fuel network by using the app, which gives drivers a ranking of prices, by location, to help owner-operators take advantage of fuel discounts. Ramsay said her only motivation for developing the eBOL was to help driver co-workers, but the company also has been able to gain efficiencies by getting a signed eBOL into its back-office systems immediately when drivers complete a delivery. “If just one driver does not get sick because of utilizing this new tool, I’ve done my job,” she said. “I care for them so much and am so concerned for them out there right now.”
EQUIPMENT: DRIVERLESS TRUCKS
BEHIND THE WHEEL Tech firms forging ahead with driverless truck platforms BY JASON CANNON
D
riverless technology has lost a lot of industry buzz to electrification and, more recently, the coronavirus, but trucking’s formerly “it” thing is still plodding along. Waymo Via – the self-driving subsidiary of Google parent Alphabet Inc. – notes the lack of attention doesn’t reflect the amount of effort being poured into getting the driver out of a truck. Waymo kicked off its self-driving truck program in 2017 and two years later launched a local hotshot delivery partnership with AutoNation, picking up spare car parts and delivering to repair shops in the Phoenix area in the company’s driverless-enabled Chrysler Pacifica vans. This year, the company partnered with UPS Stores in the area to pick up packages and deliver them to a UPS sorting facility. Lauren Barriere, Waymo’s head of new business development, said the company’s two early shipper partners have been drawn to the service because the Waymo delivery vehicles “can be ordered on demand” in an industry where the efficiency of assets is problematic. The average industry asset utilization rate is about 50%, with about three hours of dwell time added for many pickups 58
commercial carrier journal
and deliveries, compounded by up to 33% of miles that are driven empty. Charlie Jatt, Waymo’s trucking commercial lead, said that as the driverless platform matures, the company’s intent isn’t to serve as a liaison between shippers and receivers. Its preference is to become the technology solution for all parties concerned, with a long-term business model that calls for providing “driver as a service.” Waymo is forging ahead in a driverless segment that in the last two years has lost two one-time major players: Uber and Starsky Robotics. Both companies have shuttered their autonomous truck operations. However, Waymo’s approach to the segment is somewhat different. At least initially, Uber and Starsky were playing simultaneously the role of fleet and technology startup. Waymo rather seeks to partner with OEMs and Tier 1 suppliers to have its driverless technology integrated onto the truck and to work with fleets to provide software services such as support for mapping and remote fleet assistance. Jatt said Waymo has been working closely with OEMs, fleets and shipping customers “to develop a business model to enable an already thriving industry rather than disrupt it.”
| august 2020
Waymo kicked off its self-driving truck program in 2017 and two years later launched a local hotshot delivery partnership with AutoNation, picking up spare car parts in its driverlessenabled Chrysler Pacifica vans.
“We want to be a technology provider,” he said. “Not a truck manufacturer. Not a truck fleet. We don’t even want to own and operate the truck assets ourselves.” Waymo’s technology stack has been in development for more than a decade in the company’s passenger car program. A “big percentage of that, we’re able to use on trucking,” said Boris Sofman, Waymo’s trucking engineering lead. The company’s technology suite uses a combination of cameras, lidar and radar that has been validated by Waymo’s car program but customized and tweaked to facilitate the unique challenges presented by a 40-ton articulated 75-foot-long vehicle. The Waymo autonomous platform has driven more than 20 million miles on public roads and 15 billion miles in simulation, but it has driven exactly zero real-world miles without a person in the vehicle. “All testing happens with drivers in the truck, but we are building toward [full autonomous] technology,” said Vijaysai Patnaik, Waymo’s trucking product lead, who helped found the company’s trucking division in 2017.
EQUIPMENT: DRIVERLESS TRUCKS
This year and next, TuSimple will operate autonomous tractor-trailers on lanes between Arizona and Texas in partnership with four fleets.
“We will remove the human from the cab when it is safe to do so.” Waymo plans to focus its testing for the rest of this year on shipping corridors in Texas, New Mexico, Arizona and California, having already mapped highways between Phoenix, Dallas, El Paso and Houston, Jatt said. About 70% of all U.S. freight moves on trucks in about 400 million Class 8 shipments annually, and Waymo is anxious to get in on the trucking segment and tap the 3.7 million trucks on U.S. highways. Waymo’s deployment model calls for driverless trucks to be used in two potential scenarios: A point-to-point operation between partner facilities close to freeways where an automated truck simply goes to a depot, picks up the load and takes it to its destination, “fully automating its whole journey,” Sofman said; and between transfer hubs where an automated truck could be mixed with traditional trucks and drivers, allowing pickups and handoffs to be made between the two. But there are hurdles to get there. Autonomous systems are good at repetitive and predictable tasks but can struggle with things “like construction zones or mechanical or software failures,” Patnaik said. “The fundamentals of autonomous driving, and the challenges you have to solve, we feel coming out of the driverless service in Phoenix, we have a really good
compass of what it will take to deploy driverless trucks,” Sofman added. The passenger car segment is significantly further ahead than its trucking counterpart in the amount of autonomous support spec’d on a vehicle, especially when it comes to redundancy in the event of a system failure. Waymo in late June was named the exclusive global SAE Level 4 autonomy partner for Volvo Car Group. Through the strategic partnership, the companies will work together to integrate the Waymo Driver into an all-new mobility-focused electric vehicle platform for ride-hailing services. “If you go to an OEM, you cannot buy a (Class 8) truck that has all the safety features necessary to go [fully autonomous] driving without a human in the cab,” Patnaik said. “On the trucking side, the industry is a little bit less mature. [Redundancy] is a key technology enabler that needs to be in place before we can have trucks without anyone inside them.” Tech lands major partners Three for-hire carriers and a private fleet have partnered with autonomous truck developer TuSimple to test the company’s self-driving technologies in real-world operations over the next four years. As part of a plan to build out a geographical network of lanes nationwide, UPS, U.S. Xpress, Penske Truck Leasing and private fleet McLane plan this year
to deploy TuSimple’s autonomous truck technology, a system that retrofits onto existing trucks. This year, the four carriers will operate on highways between Phoenix, Tucson, El Paso, Dallas, Houston and San Antonio. That testing network builds on a $95 million round of funding that TuSimple received last February to expand its testing fleet in Arizona and then into Texas. Testing on those lanes will take place through next year, TuSimple said. Then, in 2022-23, the companies plan to expand the autonomous network with a lane running between Los Angeles and Jacksonville, Florida. Next, in 2023-24, TuSimple intends to expand its network nationwide. TuSimple said the goal is to make its Level 4 autonomous system commercially viable by 2024. The company also is launching TuSimple Connect, an autonomous operations monitoring system intended to ensure safe operations and allow shipper customers to track their freight in real time. “Our ultimate goal is to have a nationwide transportation network consisting of mapped routes connecting hundreds of terminals to enable efficient low-cost long-haul autonomous freight operations,” said Cheng Lu, president for TuSimple. “By launching the [network] with our strategic partners, we will be able to quickly scale operations and expand autonomous shipping lanes to provide users access to autonomous capacity anywhere and 24/7 on-demand.” Navistar International Corp. last month announced it had taken a minority stake in TuSimple as part of an investment by the truck maker into TuSimple’s self-driving technology and after two years of an ongoing technical relationship between the two companies. Navistar said the goal is to work with TuSimple to co-develop a Level 4 autonomous truck to enter production by 2024.
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| august 2020 59
TECHNOLOGY: RATE MANAGEMENT
MANAGING ROLLERCOASTER RATES
What happens when a free market and a pandemic collide? BY AARON HUFF
F
reight rates began to plummet in March following stateissued lockdown orders aimed at containing the spread of COVID-19, and the downward trend continued through April to hit a fiveyear low before rebounding in May. Automotive, retail and energy shipments were among the hardest-hit sectors, but new pockets of demand surfaced in health care, pharmaceuticals and other essential goods. During the pandemic crisis, the volatility of rates has raised questions about the need for greater transparency into the costs and margins of freight transactions, particularly for third-party logistics providers (3PLs). All parties in freight transactions have access to the same historical market 60
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data for rates, but this data is compiled from averages and lacks the transparency of what actually goes into a rate for a specific contract or spot-market transaction. In the free market, the lack of cost transparency is a competitive advantage for any party in a rate negotiation. Companies on any side of a rate negotiation want to protect this information, especially since they work to create a lower cost structure than their competitors. In interviews with shippers, 3PLs and carriers, the parties shared a common agreement on the difficulty of providing transparency of rate and cost structures, as their variables change too frequently and are too different to be a reliable source of predictable data for making decisions. Rate transparency already is
| august 2020
commonplace in dedicated contracts between shippers and carriers in the form of cost-plus or gain-sharing models. Rate transparency in the spot market is a different challenge, since each transaction has a unique type of freight and variable attributes such as the number of stops, dwell times and lead time, said Alex Steurer, director of operations for ReedTMS Logistics, an asset-based 3PL based in Tampa, Florida. The asset side of the business, Reed Transport, has about 100 trucks and 500 trailers. “There is no common mold,” Steurer said. “Every lane and customer is different. There are so many variables that impact costing.” In today’s freight market, large shippers typically negotiate contracts directly with large and mid-size carriers and
TECHNOLOGY: RATE MANAGEMENT
“There is no common mold. Every lane and customer is different. There are so many variables that impact costing.” – Alex Steurer, director of operations, ReedTMS Logistics With so much competition, “it is really difficult to make a statement that any one person or group can really control the market,” Steurer said.
The market swings
During the turmoil of 2020, a number of shippers, carriers and 3PLs say they have not only survived but also used it as an opportunity to come out ahead.
move a smaller percentage of their loads in the spot market, often using 3PLs for spot loads to leverage their relationships with small carriers and owner-operators. Ultimately, it is the shippers and carriers that dictate rates in both the contract and spot markets based on the lanes and types of freight, Steurer said. In addition to supply and demand, the freight market constantly is evolving due to competition in the highly fragmented transportation and logistics industry. Of the approximately 560,000 carriers registered with the Federal Motor Carrier Safety Administration, 89% operate no more than 10 trucks. Of the more than 19,000 FMCSA-registered 3PLs, the largest firm has no more than a 4.7% market share in North America, according to Armstrong & Associates.
The freight market has evolved at a quickened pace during the pandemic. One of the main contributing factors has been fluctuation in demand combined with the unpredictability of the marketplace, Steurer said. Foodservice providers supplied additional capacity when local governments forced restaurants, convention centers, hotels and other venues to close. They put a large portion of their private fleets into the for-hire market. As market rates slid, the impact on carrier revenues and profitability was more dramatic than on the margins of 3PLs, said John Elliott, chief executive officer for Load One, an expedited transportation and logistics provider based in Taylor, Michigan. Load One has a 400-plus truck fleet and a 3PL freight management business, ARC Supply Chain Solutions. Rates swung the most during the early stages of the outbreak, which Elliott attributes to some parties “not playing nice.” In general, when the market swings the opposite direction in favor of carriers, the margins of 3PLs tend to shrink. During the course of the coronavirus pandemic, 3PLs have seen revenues decrease and costs increase by paying more to carriers in detention and
other accessorial charges, said Brandon Arnold, vice president for Intelligent Logistics, a 3PL based in Austin, Texas. Shippers and receivers have been short-staffed at docks, and their shipping volumes have been erratic, which has caused an increase in detention, Arnold said. While the market has been bad for carriers, it has not been much better for 3PLs, said Anshu Prasad, CEO for Leaf Logistics, a New York City-based company that developed a freight contracting platform used by buyers (shippers and 3PLs) and sellers (carriers) to secure future transportation capacity, rates and services. Before founding Leaf, Prasad led the Global Analytics practice of consulting firm A.T. Kearney for 20 years and conducted freight bids for large shippers. “I’m not sure brokers are feasting right now,” he said. Motor carriers may have experiences that cause them to think otherwise, but in times of crisis, “the market is really inefficient and super-complicated to really price correctly, fairly and transparently,” Prasad said. During COVID-19, market conditions have yet to see a freefall like that of the Great Depression, which prompted Congress to pass the Motor Carrier Act of 1935. The law established the Interstate Commerce Commission (ICC) to grant and regulate operating authorities to carriers for specific lanes, rates and freight types. Congress dissolved the ICC with
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TECHNOLOGY: RATE MANAGEMENT the Motor Carrier Act of 1980, and the transportation and logistics industry has been a free market driven by supply and demand ever since.
The quest for transparency Shippers, 3PLs and carriers have access to the same data to track and monitor trends in both contract and spot-freight markets. The information gives all parties a baseline for rate negotiations and strategic planning. However, the ubiquity of data and technology has not eroded the value of trust in relationships that can enable all parties to achieve mutually beneficial outcomes. During a crisis, shippers and 3PLs know they could jeopardize their capacity on a short- and long-term basis if their rates go below what carriers need to be profitable, said Gail Rutkowski, executive director for NASSTRAC, a shippers association for transportation and logistics professionals who manage freight across all modes. The association also has 3PL and carrier members.
Because shippers tend to work directly with larger carriers to negotiate freight contracts, their market perspective is different than 3PLs that source most of their capacity from small carriers and owner-operators in the spot market, Rutkowski said. Medium and large carriers have a “pretty good feel” for their cost structures, said Jim Ward, president and chief executive for D.M. Bowman, a fullservice trucking and logistics provider based in Williamsport, Maryland. “We are equipped to make good decisions about what rates work for our fleets and what doesn’t,” Ward said. Small carriers, by contrast, typically have a group of trusted 3PLs that become “fund managers” by using market insights and their experience to help smaller haulers maximize the yield on their time and assets, Prasad said. Motor carriers that have a logistics division also benefit from the same type of market insights. The rate negotiations between D.M. Bowman and shippers are driven by carriers’ costs, but the company benefits from having a 3PL division
During economic downturns, the relationships that D.M. Bowman has with shipper and 3PL customers are “strengthened through the value proposition you offer each other,” said Jim Ward, the fleet’s president.
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to keep a pulse on market conditions and rates to identify opportunities for the fleet, Ward said.
TECHNOLOGY: RATE MANAGEMENT
The freight market constantly is evolving due to competition in the highly fragmented transportation and logistics industry.
Most carriers that do business with Intelligent Logistics are small fleets, Arnold said. Trust is an important factor, since many small fleets may not have a clear understanding of their costs, he said. Hard-earned relationships built on trust can be strained in a volatile market such as the current one. “There is a tendency for [carriers] to chase dollars without considering the impact on long-term relationships with shippers and brokers to retain their business,” Arnold said. On the other hand, he added, “at this point, everyone is trying to keep their head above water, and there is probably a lot more forgiveness for carriers that need to go do that.” Steurer emphasized the importance of focusing on the entire value equation in rate negotiations with carriers. The equation includes efficiency, utilization, visibility and relationships. Those that approach a 3PL as a trusted partner can benefit by combining head-hauls with backhauls and triangulating moves to achieve higher profitability and more predictable freight patterns, he said. Rutkowski agreed that the cost factors used to determine freight rates make it difficult, if not impossible, for a shipper or 3PL to secure enough capacity in contract and spot markets to dictate rates like a commodity. Supply and demand in the freight market also change constantly, with or without a pandemic. Add up these factors, and
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TECHNOLOGY: RATE MANAGEMENT it becomes nearly impossible to develop long-term predictable models for pricing, said John Janson, senior director of supply chain for SanMar Corp., a shipper of custom apparel and accessories. “The cycles of good times and bad are getting closer together, making the prediction of rates more difficult,” Janson said. “In addition, no one knows what the new normal is going to be when we come out of the virus situation.” For 3PLs, establishing a preset margin for loads is not a solution for rate transparency. A fixed margin, such as a percentage of load revenue, may not be enough to cover a 3PL’s costs for billing
and insuring a local freight move, Elliott said. A fixed percentage might work better for long-distance freight moves with higher revenue, he said, adding that a fixed margin also is implausible since 3PLs may take losses on some loads while making higher margins on others and look at customer profitability on an overall average basis.
Strengthening relationships
A number of shippers, carriers and 3PLs said they have not only survived the turmoil of 2020 but also used it as an opportunity to come out ahead. Anshu Prasad, CEO for Leaf Logistics, said Based on a recent survey of his analysis shows NASSTRAC members, Rutkowski that freight brokers found that nearly all were commitare not faring much better than carriers ted to paying their freight bills on in the current volatile time and honoring commitments market. with carriers for lanes and rates.
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John Elliott, CEO for expedite carrier Load One, said a fixed margin for 3PLs is implausible since they often take losses on some loads but make a higher margin on others while looking at customers on an overall average basis for profitability.
“I’m not going to say all are doing that, but good shippers know that to maintain capacity, they need to stand by their commitments, and a lot have,” she said. As a shipper, SanMar has focused on working directly with carriers, “knowing that we may slightly overpay sometime and may benefit from the rate at other times,” Janson said. “With our most strategic carriers, we are talking about a long-term contract that would allow for a rate to move up and down based on a percentage of spot activity.” As a motor carrier, D.M. Bowman has “worked tirelessly to maintain our network and provide necessary capacity to service essential customers,” Ward
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said, adding that this has required his company to increase its volume of spotmarket freight to reposition assets and support those customers. Mid-size and large carriers generally have contracts with shippers to stabilize their businesses, but small carriers have been hit hardest during the pandemic, Prasad said. Carriers of all sizes have been working to find solutions with shippers and 3PLs that decrease freight volatility and increase predictability, he said. By analyzing shipping patterns, Leaf Logistics builds “flex dedicated” arrangements with freight that shippers previously moved in the spot market, Prasad said. A shipper may have 30% of its freight in the spot market, but further analysis may determine that only 10% of that volume comes from spot loads. “The other 90% has a pattern,” he said. “Flex dedicated” arrangements are short-term deals that secure capacity for shippers and 3PLs to save money and increase service over traditional spotmarket transactions. As a 3PL, Intelligent Logistics has chosen to take less risk and focus on shoring up its existing lanes with carriers. “[Carriers] don’t want volatility, either,” Arnold said. “They want consistency to keep their trucks moving and drivers in the seat.” Reflecting on times when market conditions were as bad if not worse than present times, Ward is convinced the free market works best for everyone. During the downturns after 9/11 and the 2007-09 recession, the relationships D.M. Bowman had with shipper and 3PL customers were “strengthened through the value proposition you offer each other,” he said. “Being able to work together to continue to take waste and cost out of the system, in good or bad times, is what makes a strategic partnership.”
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Cordless impact wrench Final-mile driveshafts
Dana’s Spicer driveshafts now are available as drop-in replacements for medium-duty final-mile applications. The driveshafts are designed, engineered and manufactured to provide the performance, reliability and durability of original equipment (OE) products. Features include Spicer Compact 2020 universal joints with a maintenance-free triple-lip seal and a serviceable snap ring, Spicer center bearings that are interchangeable with OE components, and a Dana proprietary swage tube design built to provide added strength at critical speeds with clearances calibrated to OE standards. Dana Inc., www.spicerparts.com, 800-621-8084
Headphone and headset devices
Snap-on’s CT9075 18-Volt ½-Inch-Drive High-Output Cordless Impact Wrench is designed for heavy-duty applications and is engineered to provide 900-ft.-lb. of tightening torque and 1,200 ft.-lb. of breakaway torque. A digital microprocessorcontrolled switch controls three forward and reverse settings that are independent of each other to provide the ability to use the impact in full power in one direction and in partial power in another without using the selector switch. A built-in brake can stop the anvil quickly to prevent throwing fasteners and sockets, while the brushless motor prevents tool-slowing buildup. The CT9075 weighs 8.7 pounds with the battery, and its bright 100-lumen LED headlight illuminates dimly-lit work environments. The kit includes two of the company’s MonsterLithium batteries and a charger with a built-in USB port. Snap-on, www.snapon.com, 877-762-7664
In-frame toolbox
Rand McNally’s latest ClearDryve headphone and headset devices for professional drivers are wireless stereo headphones that convert into mono headsets by removing one ear cup for added flexibility. The three latest models are ClearDryve 220, a two-in-one wireless headphones/headset with a pliable boom microphone and plush over-the-ear cups for an acoustic seal; ClearDryve 210, a twoin-one wireless headphones/headset with a pliable boom microphone and soft on-ear cups for a lighter fit; and ClearDryve 100, a headset with a soft on-ear cup and a cushioned head pad that converts into headphones with the purchase of a second ear cup. The wireless devices are designed to block and/or eliminate more than 90% to 95% of ambient sound and to provide clear sound and added comfort. Rand McNally, www.randmcnally.com/ cleardryve, 877-446-4863
Minimizer’s In-Frame Poly Tool Box is designed for mounting behind the cab to accommodate limited space outside the frame and under the hood due to increased environmental regulations. The box fits on 27- to 28.5-inch frames and is engineered to provide clearance for the driveshaft built into the bottom of the box. It comes in black and is built to not rust, crack, break or need paint. The box can hold traditional tools and up to two Group 30 or Group 31 batteries. Minimizer, www.minimizer.com, 800-248-3855
Retread line Bridgestone’s Bandag MaxTread line features Bandag retreads as a standalone single-unit tire offering rather than a traditional tire cap and casing. The line includes fitments for light-truck, waste, longhaul, severe-service and pickupand-delivery applications and is suited for small to midsize fleets that may be in the beginning stages of adopting a retreading program, as well as fleets that need a single replacement tire while on the road. The MaxTread line includes: drive position, BDM, BDLT, BDV, DR5.3 and DR4.3; trailer position, TR4.1 and Eclipse; and all-position, BRM. Bridgestone Americas, www.bandag.com, 844-748-7323
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PRODUCTS
Two-position sealed connectors
Regional tire line
BFGoodrich’s Route Control S and Route Control D Regional Tires are designed for wetweather conditions in less-than-truckload and last-mile applications. Features include added retreadability, advanced compounding suited for high-scrub environments and an enhanced sidewall that helps resist curb impact and withstand shocks. Route Control S (steer/all-position) is engineered for long tread life and even wear. Optimized microsiping technology fights the onset of irregular wear, while zigzag flow-through grooves help with water evacuation and grip. It is available in sizes 11R22.5, 11R24.5, 275/80R22.5 and 285/75R24.5, with size 255/70R22.5 (Load Range H) arriving in the third quarter. It also is available in urban size 245/70R19.5, with size 225/70R19.5 arriving in the third quarter. Route Control D (drive) is designed for added traction with a long-wearing tread and has an open-shoulder directional tread pattern. It is available in sizes 11R22.5 and11R24.5 (Load Range H) and 275/80R22.5 (Load Range G). It also is available in urban size 245/70R19.5, with size 225/70R19.5 arriving in the third quarter (Load Range H). BFGoodrich Commercial Truck Tires, www.bfgoodrichtrucktires.com, 877-496-4243
TE Connectivity’s SuperSeal Pro Two-Position Sealed Connectors for inline applications are lightweight and suitable for a variety of wire-to-wire and wire-to-device commercial vehicle applications such as sensors, lights, gauges, actuators, switches, solenoids and various chassis wiring setups. The connectors are designed to offer 17A-currentcarrying capacity and vibration resistance, improved terminal retention and proper positioning, enhanced seal retention, improved flammability protection and easier assembly because of their preassembled color-coded options. TE Connectivity, www.te.com/ict, 800-522-6752
LED indicator light
VCC’s CL Series is an ultra-rugged steady LED indicator light designed with a prominent bezel and a robust bright nickel-plated brass housing to handle high-vibration environments. It is suitable for frontpanel installation for signaling, automation and control, main power, maintenance and warning indication. The light is assembled to allow waterproof mounting in heavy-duty applications and is available with ultra-bright (daylight-readable) lighting in an operating voltage of 2V to 60V, 120VAC and 240VAC. It is offered in four single colors – red, yellow, green and blue – and in red/green bi-color. VCC, www.vcclite.com, 800-522-5546
Composite tubing for fifth wheels
Polygon’s PolySlide Composite Tubing for pneumatic and hydraulic cylinders is designed to replace metallic material in a variety of cylinder applications such as fifth-wheel actuation. Supplied as a cylinder tube ready for customer assembly or as a fully engineered cylinder assembly, the tubing is made of continuous filament-wound glass fiber and polymer resins that combine together to form a high-strength component that exhibits dimensional stability, is noncorroding and is nonconductive. A translucent version also is available. Polygon Composites Technology, www.polygoncomposites.com, 800-918-9261
Handwashing station
National Fleet Products’ Handwashing Station is designed to allow water or hand sanitizer to be dispensed virtually anywhere, with application-specific hardware that enables the unit to be mounted to a wide variety of vehicles. The portable vehicle-mounted black or translucent tank comes in 6.5and 10-gallon sizes and is made of rugged, durable virgin polypropylene with an additive that makes it resistant to UV rays. An integrated removable soap dispenser serves as the cap to the filling port, and a separate cap also is available. The spring-toggle water spigot is built for easy operation, and because it automatically stops water flow when no longer depressed, it helps eliminate recontamination because there is no need to touch it again once hands are clean. The spigot is recessed and side-mounted to help protect it from damage. The vehicle-mounted unit is available with frame- and body-mounting hardware that is compatible with virtually any type of heavy-, medium- and light-duty truck, as well as work trucks, box vans, agriculture and construction equipment, trailers and more. National Fleet Products, www.nationalfleetproducts.com, 763-762-3451 commercial carrier journal
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PRODUCTS
Final-mile drive, steer tires Cooper Tire’s Roadmaster RM257 drive and RM170+ steer tires are both 19.5-inch tires suited for the final-mile pickup-and-delivery segment and are designed for improved handling and longer wear. The RM257 features an aggressive tread and a ThreePeak Mountain Snowflake certification
for enhanced grip and performance. The open-shoulder tire has three tread blocks in the center and 3D siping that facilitate better grip in wet weather conditions, while staggered shoulder pockets and chevron grooves help provide added bite and performance in snow and mud. Lateral tie bars help stabilize the tread blocks to enhance even wear and promote better handling, while the compound’s formula helps the tire resist cutting and chipping. The Roadmaster RM257 tire comes in size 225/70R with Load Range F and G 18/32nds of tread depth, and 245/70R with Load Range G and H and 19/32nds of tread depth. The Roadmaster RM170+ is designed for added durability and improved handling and wear through enhanced compounding to provide more miles to removal and a softer ride. The steer tire also can serve as an all-position tire in applications where deepbiting traction isn’t required. It has a wide footprint that facilitates longer, more even tread wear, and its V-shaped tread groove helps with traction and stone rejection, while sipes on the outer tread help with wet weather grip. It comes in size 225/70R with Load Range F and G and 15/32nds of tread depth, and 245/70R with Load Range G and H and 16/32nds of tread depth. The tire also will be available to fit 265/70R, 285/70R and 10R22.5 sizes. Cooper Tire and Rubber Co., www.coopertire.com, 800-854-6288
PPE lineup
Rolling Strong’s online store now offers personal protective equipment (PPE) for fleets and drivers to help combat COVID-19. Included are masks, gloves, hand sanitizer and disposable thermometers, all provided at volume-based discounts. Rolling Strong, www.rollingstrong.com, 913-551-0105
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AD INDEX American Trucking Associations . . . . . . . . . . . . . . . . . . . . . . . . . . . . mce .trucking .org . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Ancra Cargo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ancracargo .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Automann . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . automann .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Bestpass . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . getbestpass .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 CCJ Innovation Nomination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ccjinnovators .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Direct Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . directequipmentsupply .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Drivers Legal Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . driverslegalplan .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10, 11 E-Zee Oil Kaddee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ezeeoilchange .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Equipment Experts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . equipmentexperts .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 FleetPride . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . fleetpride .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Fleetworthy Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . fleetworthy .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Howes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . howesproducts .com/HOF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Instructional Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . instructiontech .net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 Isuzu Truck . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . isuzucv .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 LKQ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . lkqheavytruck .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Mack . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . macktrucks .com/fairvalue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IFC Napa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . napatruckservice .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IBC New Tech International . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . seallube .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Overdrive Small Fleet Champ-Pilot . . . . . . . . . . . . . . . . . . . . . . . . . . one9fuelnetwork .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Pedigree Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . pedigreetechnologies .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Penske . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . gopenske .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Peterbilt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . peterbilt .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .BC PrePass . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . prepass .com/CCJ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 ProMiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . promiles .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 R&L Fleet Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . rlfleet .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 RigDig . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . rigdigbi .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Shell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . shell .us/transport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34, 39 St . Christopher . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . truckersfund .org . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 TBS Factoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . tbsfactoring .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 TCA DOY Congratulations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . truckersnews .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 TruckPro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . truckpro .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Wheel-Check . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . wheel-check .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
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GET AHEAD OF YOUR TRAINING PLAN PREVENTABLE or NOT? Oak tree, you’re in Doe’s way
O
n the sunny fateful day of his accident, tractor-trailer driver John Doe had stopped for a monumentally satisfying Giant Cheesedog & Fries Super Lunch at Tubb’s Truck Stop (“Burp!”). Now he was southbound on two-lane two-way Porker Pike with a reefer load of Mrs. Peachy’s Pies in tow. In the mood for a belated dessert, Doe fished a lemon-yellow gummy bear from his bulging bag of road rations. For that brief moment in time, all was well. Posted at 35 mph, Porker Pike was a tree-lined rural road running smack-dab through the State Game Lands near Greensboro, North Carolina. It also was a heavily-traveled truck route, hosting a steady stream of tall trailers, so Doe made sure to stick to the speed limit. Just as he glanced down to grab his CB mic and respond to another trucker’s “Breaker, breaker” … “BOOM!” “CRACK!” Great jumpin’ horny toads, what just happened? Immediately, Doe activated Tractor-trailer driver his right-turn signal, pulled John Doe was on off the road and popped a two-lane treeout of the cab for a looksee. Egad! Part of a giant lined road when oak branch now decorated he was distracted the top of Doe’s 13-foot momentarily and hit a 6-inch reefer, and ... oh no! The right front corner was hefty limb, damaging mangled, big time! his reefer. Was this a Claiming that he had no preventable accident? control over Mother Nature lowering a limb, Doe contested the preventableaccident warning letter from his safety director. Asked to resolve the issue, the National Safety Council’s (NSC) Accident Review Committee upheld the “preventable” ruling. NSC decided that Doe must have drifted carelessly off the edge of the road to hit the hefty limb. After all, none of the other tall rigs constantly traveling the busy road had run into it, even at night.
Tailor Your Fleet’s Training Schedule Plan out and schedule your online training year ahead of time. You can tailor it to new hires, old timers, job titles, locations or any other group you plan. You can even have post-infraction assignments ready to go. See how easy Sentix® Pro makes training.
PLAN YOUR TRAINING AT INSTRUCTIONTECH.NET
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DELIVERS DAY AFTER DAY
Peterbilt’s distinctive Model 579 combines class-leading performance and unparalleled comfort. The 579 Day Cab is available with the fuel-efficient, dependable PACCAR Powertrain in a wide range of applications. It features a shorter wheelbase for greater maneuverability. The 579 is equipped with numerous driver assistance safety systems including lane departure warning, collision mitigation and object detection. Inside, the 579’s spacious cab surrounds the driver in comfort while providing amenities that improve productivity. The Peterbilt 579 delivers day after day. Powered by
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CLASS PAYS
