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Descartes buys e-commerce inventory management platform for $40M

ocean containers stacked at a port

Supply chain software provider Descartes Systems Group announced it has acquired cloud-based inventory management company Finale Inventory. The deal includes an upfront payment of approximately $40 million and a potential post-acquisition earnout of up to $15 million.

California-based Finale Inventory helps e-commerce companies manage inventory levels across multiple sales and fulfillment channels. The company provides visibility to merchants, allowing them to better scale their operations and avoid inaccurate restocking. Its platform interfaces directly with users, providing them with end-to-end automation of key functions like shipping and accounting.

“Finale expands the depth of our ecommerce solution suite by addressing a critical inflection point for growing ecommerce sellers,” said Mikel Richardson, general manager of e-commerce solutions at Descartes, in a Monday news release. “As inventory complexity and risk of overselling increase, Finale provides the control and visibility merchants need to grow with confidence.”

Descartes (NASDAQ: DSGX) continues to expand its network through acquisition.

Earlier in the year, the Ontario, Canada- and Atlanta-based global supply chain SaaS provider acquired 3GTMS, a provider of cloud-based transportation management solutions, for approximately $115 million. That deal was aimed at expanding Descartes’ capabilities in optimizing domestic truckload, less-than-truckload and parcel shipments.

According to Descartes’ CEO, Ed Ryan, the acquisition of Finale complements the company’s other e-commerce investments focused on inventory, warehousing and shipping management.

“Together with Descartes Sellercloud, Finale furthers our mission to support ecommerce businesses through all phases of their growth, from a single product startup to a global, multi-channel enterprise,” Ryan said. “We’re thrilled to welcome Finale’s customers, partners and team of domain experts into the Descartes family.”

The acquisition was funded with cash on hand. An earnout of up to $15 million is tied to revenue-based targets and would be paid in fiscal years 2027 and 2028.

More FreightWaves articles by Todd Maiden:

UP-NS merger puts intermodal giants on the wrong side of the map

The proposed Union Pacific-Norfolk Southern merger leaves three major intermodal customers — J.B. Hunt, Schneider, and STG Logistics — in the awkward position of having their tents pitched in the wrong railroad camps.

J.B. Hunt, the largest domestic truckload intermodal operator, uses BNSF Railway in the west and relies primarily on Norfolk Southern (NYSE: NSC) in the east. Containers for third-ranked Schneider and number four STG Logistics ride Union Pacific (NYSE: UNP) and CSX (NASDAQ: CSX) trains.

This leaves the companies unable to tap the benefits of coast-to-coast single-line service should the merger receive regulatory approval. Rival and second-place Hub Group (NASDAQ: HUB) sits in the sweetspot, using UP and NS.

Intermodal analyst Larry Gross is among the industry observers who believe that J.B. Hunt ( NASDAQ: JBHT), Schneider (NYSE: SNDR), and STG ultimately will swap rail partners in the east. “I see it as inevitable because the one theoretical advantage of this merger is single-line haul,” Gross said.

J.B. Hunt and BNSF have a permanent partnership, which means that its option for single-line service would be to jump to CSX. CSX already handles some J.B. Hunt traffic, generally in lanes that are not served by NS.

Schneider, meanwhile, left BNSF for UP in 2023 and would be unlikely to return to BNSF, where it did not like playing second fiddle to J.B. Hunt. So it’s expected to shift to Norfolk Southern.

Intermodal train navigating switches A westbound CSX intermodal train carrying Schneider containers crosses under a bridge for Metra’s Rock Island District at Blue Island, Ill., on Aug. 21, 2024. (Photo: Trains/David Lassen)

Given the exclusive J.B. Hunt-BNSF relationship and higher intermodal volume in the west, it’s also likely that STG would shift carriers in the east, trading CSX for NS.

“It’s not like there’s a necessity — a requirement — that they shift, but I think it just probably makes sense,” Gross said. “But these things are not easy. 
We’re talking major dislocation here.”

Schneider executives, speaking on the company’s earnings call Thursday, said they are still weighing the potential impacts of Tuesday’s UP-NS merger announcement.

“We’re pro-competition and we’re pro-customer, and to the degree that any of this helps us achieve those, then that’s kind of where we’ll come down,” Chief Executive Mark Rourke said. “We don’t have enough information at this time to take an official position.”

J.B. Hunt declined to comment. STG representatives did not immediately respond to a request for comment.

“I would expect the long-term relationship BNSF and J.B. Hunt have maintained to carry over into any potential merged environment involving BNSF,” a former Class I railroad chief operating officer said. “BNSF has continued to demonstrate a willingness to invest in intermodal capacity for growth and I would expect BNSF to invest in markets of demand beyond current capabilities.”

STG Logistics, which has the fourth-largest domestic container fleet among intermodal marketing companies, uses Union Pacific in the west and CSX in the east. (Photo: STG)

Hub Group, in a statement released with its financial results late Thursday, said it backs the UP-NS merger.

“The announced transaction would further accelerate our long-term growth opportunity,” Hub said. “Specifically, a transcontinental network removes friction in gateways, reduces transit times, provides access to new markets, and increases competition with truck volume through new single-line service.”

About 30% of Hub’s intermodal business is transcontinental.

An eastbound Norfolk Southern stack train with a Union Pacific locomotive in the consist rolls through Cassandra, Pa., in April 2022. Hub Group’s green boxes are among those on board. (Photo: Trains/Bill Stephens)

UP CEO Jim Vena and NS CEO Mark George, speaking to the trade media on Tuesday, said they want to retain their existing intermodal customers.

“We want customers to have more choice. We want them to win. We want them to stay with us, whoever’s with us, and we want to grow with them,” Vena says. “And the best railroad, the best companies win.”

George echoed those sentiments.

“We love Hunt as a customer. We want to retain Hunt. We want to grow Hunt … We don’t know anything about their agreements with BNSF, but there’s just room to grow for all of those partners,” George said.

With a UMAX container on the first well car, a CSX intermodal train cruises north along the River Subdivision in the Hudson Valley of New York in October 2021. (Photo: Trains/Bill Stephens)

Another domestic intermodal wrinkle from the proposed merger: The UP-CSX UMAX joint container pool is unlikely to survive. “That’s definitely going to go away,” Gross said.

And that means that intermodal marketing companies that don’t have their own container fleets will lose a competitive option, said Gross.

If CSX ultimately merges with BNSF, it would potentially further reduce options for non-asset IMCs. BNSF is a BYOB railroad — as in bring your own box — while CSX Intermodal has its own fleet along with the UMAX containers. “If CSX ends up with BNSF, then I think CSX probably is out of the equipment provision business,” Gross said.

Rick LaGore, CEO of InTek Intermodal Logistics, says it’s too early to determine how a UP-NS merger would affect non-asset IMCs.

“At first glance, I see more upside on the carload side of the business. Intermodal is a bit messier due to existing alliances, shared assets, and the various railroads that asset IMCs rely on,” LaGore said.

As for the big truckload intermodal players, LaGore said “it’s not a given that STG or Schneider will have to make major moves, although for price and service reasons it will probably make sense over time.”

J.B. Hunt will have to make a decision sooner rather than later, LaGore contended, because UP will have visibility into J.B. Hunt’s business with NS as it works through the financials of the merger.

Intermodal marketing companies likely will want to keep their competitive options open despite the benefits of the larger single-line network a UP-NS combination would offer.

“On the partnership side, I still believe there will be handoffs within the UP–NS network that shippers and IMCs will want to maintain. In some markets, walking away from certain switches would make intermodal less competitive due to additional drayage,” LaGore said. “These connections may not be as smooth as within the merged network, but they’ll remain necessary because they work. And as long as price and service are there, shippers will expect them, and railroads will want the revenue.”

Ultimately, a transcon merger would lead to growth that would require an expansion of domestic container fleets.

“if business growth materializes, partnerships and boxes could proliferate throughout the network and no one will talk about the current box sharing programs. The bigger questions, for me anyway, are: Where do additional boxes come from and how they’re positioned to support demand is first in my mind. Who owns what pool is a secondary question,” LaGore said. “Who knows, maybe InTek starts owning boxes. All said, the box story will be written if intermodal were to double because of the merger. Personally, I’m skeptical that operational efficiencies alone will trigger that level of growth as I see more immediate benefits coming on the carload side.”

Subscribe to FreightWaves’ Rail e-newsletter and get the latest insights on rail freight right in your inbox.

Related coverage:

Hub Group is fully behind a potential UP-NS transcontinental railroad creation

Report: CSX talks with investment bank about merger options

Rail deal will open new markets for top US container port 

Activist investor may target CSX, citing slumping financial performance

Rail merger will bring ‘dismal service,’ ‘high rates’, says shippers group

A trade group representing 3,500 chemical, manufacturing, agriculture, and energy companies warned that past history shows that a proposed merger of Union Pacific and Norfolk Southern will push up shipping costs without improving service.  

“The Freight Rail Customer Alliance (FRCA) has long been opposed to continued consolidation in the rail industry based on past experiences resulting in increased rates, higher fees and unreliable service,” said FRCA President Emily Regis, in a release.

UP (NYSE: UNP) and NS (NYSE: NSC) on July 29 announced the $85 billion stock-and-cash deal to create a transcontinental system with more than 50,000 route-miles of track in 43 states. The carriers said the acquisition would improve service by cutting up to 48 hours from a loaded railcar’s total travel time from departure to arrival, know as dwell, while simplifying paperwork and creating a seamless journey for trains moving from coast to coast. 

The FRCA pointed out that since the Staggers Rail Act of 1980 deregulated freight railroads, the industry has shrunk from 40 Class I carriers to six, with four handling 90% of U.S. rail freight.

“This demonstrated market power is a continuing concern as the railroads have lost market share to trucks over the past 20-plus years due to their dismal service and high rates, but the railroads keep increasing their profits and reducing their operating ratios,” said   FRCA spokesperson Ann Warner, in the release. “This growth in and exploitation of railroad market power has also included forcing shippers into contracts that not only fall outside the Surface Transportation Board’s (STB) regulatory jurisdiction but also lack protection from poor service and increased fees.  Any efficiencies achieved under so-called Precision Scheduled Railroading (PSR) have NOT been passed through to shippers – only retained by the railroads and their shareholders to Wall Street’s applause.”

The adjudicatory authority of the STB, which will either accept or reject the UP-NS deal, covers published tariff rates and not confidential contracts between railroads and shippers. 

As far as service is concerned, unlike shippers who move goods by the carload, the FRCA observed that it is unclear how the STB’s tougher merger rules would benefit its larger shippers who move bulk freight such as coal or grain in trains dedicated to a single commodity, known as unit trains.

Regis stated that “particularly important to FRCA members is that a transcontinental merger provides enhanced competition for those who ship via unit train, typically point-to-point, and can utilize only a single rail carrier.”

About half of the 1.5 billion tons of freight shipped annually on U.S. rail are bulk commodities. 

“In the end, shippers, particularly captive shippers, need guaranteed competitive solutions that are workable, effective, and enforced by the STB. Even if this imperative can be achieved in a transcontinental merger, there are concerns about how long it would take for the improvements to be successfully implemented and whether the integration problems and service meltdowns of past mergers can be avoided,” Regis said.

Werner said that the “FRCA looks forward to participating in the review and comment period once a formal merger application(s) has been filed.”

Subscribe to FreightWaves’ Rail e-newsletter and get the latest insights on rail freight right in your inbox.

Related coverage:

UP-NS merger puts intermodal giants on the wrong side of the map

Hub Group is fully behind a potential UP-NS transcontinental railroad creation

Report: CSX talks with investment bank about merger options

Rail deal will open new markets for top US container port 

All Nippon Airways finalizes takeover of Nippon Cargo Airlines

A Nippon Cargo Airlines jumbo jet freighter with its nose cone open at an airport, loading containers.

All Nippon Airways has finally acquired Nippon Cargo Airlines, the company announced late Sunday, ending a two year saga and creating the world’s 14th largest airline group by tonnage transported. 

ANA postponed completing the deal eight times because of delays in regulatory reviews. Chinese competition authorities approved the deal, with conditions, in early July. The Japan Fair Trade Commission approved the transaction in January.

The acquisition will help All Nippon Airways, which operates six Boeing 767 freighter aircraft and two Boeing 777 freighters, in addition to managing cargo carried by the company’s passenger aircraft, expand its international air cargo network and related products to better support shippers. In 2023, ANA had nine 767 cargo jets in the fleet. 

Nippon Cargo Airlines operates eight Boeing 747-8s. It also owns seven 747-400, five of which are on lease to Atlas Air to fly on its behalf and two of which are flown by ASL Airlines.

Japanese ocean and transport company Nippon Yusen Kabushiki Kaisha, also known as NYK Line, agreed in March 2023 to sell NCA to ANA, saying it faced challenges making the investments necessary to maintain the fleet as operating margins contracted.

The companies took much longer than expected to finalize the deal because of difficulty receiving all approvals from nations where the companies operate, according to a high-level source with one of the companies. After initial delays, executives anticipated deal closure to happen in February 2024.

Earlier this year, ANA said it expected to complete the transaction on May 1. 

“The strategic integration of NCA’s freighter network and specialized cargo expertise with the ANA Group’s existing infrastructure will greatly improve our capability to serve our customers’ needs,” said Koji Shibata, president and CEO of ANA Holdings. “We are committed to leveraging this expanded capacity and combined knowledge to deliver exceptional value in our cargo transport solutions globally.”

The final transfer of NCA shares to ANA occurred on Friday. Financial terms were not disclosed.

ANA international cargo revenue for the fiscal year first quarter ended June 30 slipped 2% to $286.2 million despite a 2.5% increase in traffic volume. Demand fell for shipments from China to North America, but ANA offset the decline with more shipments from the rest of Asia to North America. 

Click here for more FreightWaves/American Shipper stories by Eric Kulisch.

Amazon launches dedicated cargo service to Colombia with 21 Air

BNSF earnings gain on lower costs

BNSF Railway reported pre-tax earnings increased 11.5% in the second quarter to $2 billion from $1.8 billion,and 8.6% to $3.8 billion from $3.5 billion in the first six months of 2025 compared to 2024.

Operating revenues for the Fort Worth-based subsidiary of holding company Berkshire Hathaway increased slightly in both the second quarter and the first six months, to $5.73 billion from $5.71 billion and $11.4 billion from $11.3 billion y/y as lower operating costs offset weaker revenue per car, to $3.7 billion from $3.9 billion, and $7.5 billion from $7.8 billion.

Net earnings climbed to $1.5 billion from $1.2 billion y/y in the quarter, and to $2.7 billion from $2.4 billion in the first six months of the year.

Freight volumes edge higher by 1.4% and 2.7% in the second quarter and first half, respectively, y/y. Average revenue per car declined 1.4% in the second quarter and 2.6% y/y, on lower fuel surcharge revenue and unfavorable business mix, partially offset by core pricing gains. 

Coal volumes improved by 13.7% and 7.3% for the quarter and half, respectively, while consumer products was up by 0.6% and 4.5%. Agricultural and energy carloads were 0.6% better in the quarter but by just 0.1% for the half. Shipments of industrial products fell by 0.6% and 0.1%, respectively.

The company did not comment on the proposed acquisition of Norfolk Southern (NYSE: NSC) by western rival Union Pacific (NYSE: UNP). Berkshire Hathaway earlier denied reports that it was assessing a possible merger with CSX (NASDAQ: CSX).

Borderlands Mexico: Latin America poised for global trade growth, experts say

Borderlands Mexico is a weekly rundown of developments in the world of United States-Mexico cross-border trucking and trade. This week: Latin America poised for global trade growth, experts say; DSV begins construction of logistics hub in Texas; and COIM USA acquires acreage at TexAmericas Center.

Latin America poised for global trade growth, experts say

The resilience of Mexico’s economy, along with the growth of other Latin American countries, will continue to attract foreign investments in the second half of 2025 and beyond, trade experts said.

“First and foremost, things that investors are watching right now is the extraordinary resilience of Latin American economies,” Ernesto Revilla, managing director and chief economist for Latin America at Citi, said during a webinar titled “Overlooked trends that could transform Latin America and the Caribbean.”

“In fact, we are about to increase the forecast for Mexico this year because the economy has been a little bit more resilient than expected. Brazil has been extraordinarily resilient with super high nominal and real rates.”

The webinar held on Thursday was hosted by the Atlantic Council, a Washington, D.C.-based think tank focused on transatlantic trade.

In addition to Revilla, the panel included William Maloney, chief economist for Latin America and the Caribbean World Bank Group; Luz Maria de la Mora, director of the international trade division at the United Nations Conference on Trade and Development; and Ana Paula Vescovi, chief economist and partner at Santander Brazil.

The panel was moderated by Jason Marczak, vice president and senior director of the Adrienne Arsht Latin America Center at the Atlantic Council.

Revilla said economists are bullish on Latin America’s biggest economies.

“Nobody’s forecasting a recession just yet, and [Mexico’s] economy is still expected to span 2.2%,” Revilla said. “And Argentina, even if it’s slowing down at the margin, is still very resilient and forecasters have increased the growth forecast. So for the second half of the year, you still have to go with the traditional high frequency activity indicators.”

Countries in Latin America and the Caribbean have an opportunity to grow their economies through the global transition to low carbon energies, de la Mora said.

“There’s a global transition today to a low carbon economy, and this has placed Latin America in the spotlight,” de la Mora said.

“Almost every country in South America, in addition to Mexico, is home to some of the world’s most critical minerals. For example, lithium, copper, manganese, nickel, graphite, and a few rare earths. These are essential components for electric vehicles, electric batteries, renewable energy, and obviously the digital technologies that we all use all the time, our devices, the smartphones, laptops.”

De la Mora said a surge in demand for the critical minerals has resulted in foreign direct investment coming into Latin America and the Caribbean.

“We recently published a report called the state of commodity dependence 2025. We identified that in almost one quarter, 23% of the foreign direct investment that Latin America received in 2024 was directed to investment in critical mineral projects,” de la Mora said.

Maloney said that Latin America and the Caribbean have historically been some of “the slowest growing regions of the world,” but is changing through education and technology.

“This goes back to our reaction to the second industrial revolution, when we were not able to identify, adopt, and implement the latest technologies in our key sectors, and we weren’t able to enter into new sectors,” Maloney said. “As a result, we didn’t have the takeoff that a lot of our contemporaries in the 1900s had, namely Sweden, Denmark, Germany, France, all of which had similar levels of income to, for instance, Uruguay and Chile and Argentina.”

Maloney recently co-authored a report titled “Reclaiming the Lost Century of Growth: Building Learning Economies in Latin America and the Caribbean.” Other co-authors of the report include Xavier Cirera and Maria Marta Ferreyra.

Education and adapting emerging technologies will help Latin America and the Caribbean speed up economic growth, Maloney said.

“We need to attack this fundamental inability to learn how to learn about the new technological opportunities that are offered in the region,” he said.

DSV begins construction of logistics hub in Texas

Logistics giant DSV has begun construction of a 900,000-square-foot distribution center in Laredo, Texas, according to a news release.

“This property serves to solidify DSV’s position at the U.S.-Mexico border and reinforces its commitment to cross-border logistics and warehousing solutions,” the company said in a statement.

The hub will be located on 49 acres in Port Grande, a 1,990-acre master-planned industrial park along Interstate 35. It will include 853,000-square-feet of warehousing space, 40-foot clearances, 85 dock doors, four ramp doors, pallet racking and floor storage.

The facility represents a relocation and expansion of DSV’s existing operations in Laredo’s existing. It will support a variety of industries, including consumer products, technology, and industrial equipment.

Construction is scheduled to finish by mid-2026.

Denmark-based DSV was founded in 1976. The company offers air, ocean and road freight solutions, along with contract logistic services in over 80 countries.

COIM USA acquires acreage at TexAmericas Center

COIM USA, a leading specialty chemical manufacturer, announced the acquisition of a 20-acre site at the TexAmericas Center in New Boston, Texas.

The acquisition includes existing logistics infrastructure, as well as a renewable polyol product line, consisting of materials made principally from rapidly-renewable cashew nutshell liquid, according to a news release. 

“This acquisition represents a significant milestone in COIM USA’s long-term growth strategy,” Michelangelo Cavallo, president of COIM USA, said in a statement. “The New Boston location broadens our geographic reach, expands our sustainable portfolio, and enhances COIM USA’s ability to serve customers with greater speed, efficiency, and resiliency.” 

The TexAmericas Center is a mixed-use industrial park located in the northeast corner of Texas, about 20 miles west of Texarkana, and 180 miles east of Dallas. The center is located near Texas’ borders with Arkansas, Louisiana and Oklahoma.

The center has about 12,000 acres of development-ready land and 3.5 million square feet of commercial and industrial space for commercial tenants.

“This investment is not only a win for COIM USA, but also another step forward for TexAmericas Center as a hub for green industries,” Eric Voyles, executive vice president and chief economic development officer at TexAmericas Center. “Texarkana has a proud legacy as a manufacturing center, but we’re greener than you might think. Projects like this move us closer to becoming a recognized Eco-Industrial Park.”

COIM USA, based in West Deptford, New Jersey, is a specialty chemical manufacturer. The company is part of the COIM Group, an Italy-based producer of polyesters and polyols.

Best Trucking Bookkeeping Services

Let’s set the record straight—bookkeeping is not some behind-the-scenes admin task you push off until tax season. In trucking, your books are your compass. Without clean, organized, and trucking-specific financials, you’re not just driving blind—you’re making decisions that could sink your business. I’ve seen too many good carriers fall apart not because of bad freight, but because they didn’t know their numbers.

Here’s the hard truth: if you’re running a trucking company and you don’t know your cost per mile, your fixed versus variable expenses, or how much profit you’re making per truck—then it’s only a matter of time before the wheels fall off. And most of the time, the problem starts with your bookkeeping partner.

Too many so-called “professionals” will take your money and give you QuickBooks spreadsheets that don’t even break out fuel, tolls, or truck payments the right way. They don’t understand that running authority is different from being leased on. They can’t tell a 2290 from a 941, and when it comes to IFTA—they’re lost.

That’s why choosing the right trucking bookkeeping service is non-negotiable. You don’t just need someone who does books. You need someone who understands the business of trucking inside and out—and builds your finances like your business depends on it. Because it does.

Why Most Bookkeeping Services Fail Trucking Businesses

Let’s be blunt—most traditional bookkeeping services are built for restaurants, salons, or local retail. Not for a cash-heavy, regulation-strangled, asset-dependent industry like trucking.

Your average bookkeeper doesn’t understand mileage-based cost structures. They don’t know how to categorize fuel card advances. They can’t explain what line haul revenue is versus FSC. And when you ask them for a clean P&L broken down by unit, they act like you’re asking for a rocket launch.

The result? You get monthly reports that look nice but mean nothing. Your truck payments get coded as “loan liability” but don’t show up on your operating costs. Your maintenance gets lumped in with personal expenses. And when tax season rolls around, you’re stuck scrambling, paying too much, or worse—getting flagged in an audit.

You need more than a paper pusher. You need a strategic partner.

What Real Trucking Bookkeeping Looks Like

A true trucking-focused bookkeeping service should give you financial clarity—not just compliance. They should hand you reports that tell you:

  • How much each truck is actually making or losing
  • Your true cost per mile, including fixed and variable
  • Cash flow forecasts so you’re not blindsided by insurance or IRP
  • Proper fuel and maintenance tracking to inform your trade-in cycles
  • Up-to-date IFTA calculations and mileage logs
  • Accurate P&Ls that show freight revenue, fuel surcharge, accessorials, and deductions

And most importantly, they should help you understand what the numbers mean. It’s not about dumping spreadsheets in your inbox—it’s about showing you which loads, lanes, and customers are actually profitable. It’s about helping you answer questions like:

  • Can I afford to add another truck?
  • Should I refinance this equipment or hold off?
  • Am I running too much deadhead in certain markets?
  • Where can I trim overhead without cutting into operations?

Bookkeeping should help you run your business better—not just file taxes.

Top Trucking Bookkeeping Services That Actually Get It

Let’s walk through the players who are actually worth your time and money. These aren’t generalists. These are firms that live and breathe trucking. They understand compliance. They understand cost-per-mile. And most importantly—they know what it’s like to operate a small fleet in today’s market.

1. TruckersBookkeeping.com

Best for: Owner-Operators and small fleets just getting started
Why it works: TruckersBookkeeping.com is purpose-built for trucking. They don’t try to be everything to everyone—they focus on helping drivers and small carriers stay financially organized and DOT compliant. From day one, they’re collecting your settlement statements, your ELD reports, and your fuel receipts.

They know how to build a chart of accounts that works for trucking. Not something they copied from a bakery or dry cleaner. Their team is proactive, communicative, and familiar with the common traps most small carriers fall into—like mixing personal and business expenses or misclassifying truck leases.

Standout Features:

  • Monthly cost-per-mile analysis
  • Driver pay tracking
  • Full IFTA and 2290 support
  • DOT compliance tie-in
  • Fixed and variable cost breakdowns

Who it’s for: If you’re in year 1–3 of your business and need structure, this is a solid place to start. Simple, clean, trucking-focused.

2. Rigbooks

Best for: Carriers with multiple trucks who want to manage loads and books in one place
Why it works: Rigbooks isn’t just bookkeeping—it’s a simple TMS (transportation management system) with built-in accounting features that are trucking-specific. If you’re looking for a way to log your loads, calculate profitability, track expenses, and generate reports without jumping between five systems, Rigbooks brings it all under one roof.

What sets them apart is how seamlessly they track cost-per-load and cost-per-mile in real time. You can see what a particular customer is really worth to your business—not just what the gross rate says.

Standout Features:

  • Per-load profitability tracking
  • Integrated fuel and expense logging
  • Clean, no-frills interface
  • Great for owner-operators adding trucks

Who it’s for: If you’ve got 2–10 trucks and want more control over your numbers and dispatching without a full-blown TMS, Rigbooks bridges the gap.

3. Equinox Owner-Operator Solutions

Best for: Owner-operators and S-corp carriers who want financial strategy

Why it works: Equinox combines bookkeeping with tax strategy and business consulting—all tailored to the trucking industry. They’re one of the few firms that will actually walk you through S-corp setups, per diem optimization, and how to pay yourself properly.

They’re built around educating the driver. That means explaining deductions, breaking down reports, and helping you structure your entity in a way that supports long-term growth and protects you during audits.

Standout Features:

  • S-corp optimization and payroll
  • Tax coaching and entity structuring
  • Bookkeeping reports built for trucking
  • Monthly consultations

Who it’s for: If you’re a serious owner-operator looking to maximize take-home pay while staying audit-proof, Equinox gives you both numbers and strategy.

4. ATBS (American Truck Business Services)

Best for: Leased-on owner-operators who want plug-and-play support
Why it works: ATBS has been in the trucking bookkeeping game for over 25 years. They’ve served tens of thousands of owner-operators and understand the unique needs of leased drivers. If you’re running under someone else’s authority, but still want visibility and tax prep support, ATBS gives you structure without the learning curve.

They provide monthly reports, tax preparation, business coaching, and even retirement planning services—all trucking-specific.

Standout Features:

  • Customized profit plans
  • Real-time bookkeeping dashboard
  • Quarterly tax estimates and filing
  • Dedicated tax advisor

Who it’s for: Perfect if you’re leased on, focused on staying organized, and want a full-service partner that doesn’t require you to babysit the process.

5. SmartHop with Bookkeeping Add-On

Best for: Tech-savvy fleets using dispatch automation
Why it works: If you’re already dispatching through SmartHop or using their fuel card, their bookkeeping add-on integrates your load data, fuel expenses, and settlement info into clean reports. While it’s not as hands-on as a full bookkeeping firm, it’s a great fit for tech-forward carriers who want automation and insight.

Standout Features:

  • Built-in fuel and load data sync
  • Real-time margin tracking
  • Integrated TMS + financial dashboard

Who it’s for: Fleets who want to scale using automation tools but still need visibility into their numbers.

Red Flags to Watch Out For

If you’re shopping around, don’t get fooled by polished websites or flat rates. Here’s what to avoid:

  • Generic firms with no trucking experience
     If they don’t know what IFTA is or how to categorize lumper fees, they’re not ready for your business.
  • Delayed reporting
     If your P&L takes two months to arrive, you’re already behind the curve. Monthly reports should land fast and be actionable.
  • No cost-per-mile tracking
     If they can’t show you what each mile is costing you, they’re just filling out forms—not helping you run a smarter business.
  • No audit support
     A good bookkeeping service helps you prepare and defend. Ask upfront how they handle audits and lender documentation.
  • They only care during tax season
     If they ghost you nine months out of the year, they’re not invested in your success.

What to Do Next

Here’s the move—don’t wait until Q4 or tax season to clean up your books. If you’re serious about running your business like a business, start now.

Step 1: Evaluate your current setup
 Can you see a current P&L? Do you know your cost per mile? Are your business and personal finances separate? If not, you’ve got gaps.

Step 2: Pick a service that fits your operation
 Don’t just go with the cheapest. Go with the one that fits your fleet size, growth goals, and knowledge level. A good bookkeeper should educate you—not keep you in the dark.

Step 3: Build a rhythm
 You should be looking at financials monthly. If you’re not, that’s the first thing to fix. Set a recurring meeting to go over the books and make strategic decisions.

Final Word

Bookkeeping is not optional—it’s foundational. You can’t grow your fleet, bid confidently on lanes, or prepare for lending opportunities if you don’t know your numbers inside and out.

The right trucking bookkeeping partner gives you more than clean records. They give you clarity. They help you stop guessing. They help you scale.

So stop flying blind. Stop waiting for tax season to find out whether you’re profitable. Get proactive. Get specific. And partner with someone who actually knows what it takes to keep a trucking business running profitably—not just legally.

Because in this industry, good data isn’t a luxury—it’s your survival plan.

FAQS

1. Why do trucking companies need specialized bookkeeping services, as opposed to general accounting? Trucking companies face unique financial challenges and regulatory requirements, such as fluctuating fuel costs, per diem deductions, equipment depreciation, and complex tax compliance like IFTA. Specialized trucking bookkeeping services understand these nuances, ensuring accurate record-keeping, maximizing deductions, and providing insights tailored to the transportation industry that general accounting services might miss.

2. What specific financial tasks can trucking bookkeeping services help me with? Trucking bookkeeping services typically handle a wide range of tasks, including managing accounts receivable and payable, processing payroll for drivers, tracking fuel and maintenance expenses, preparing IFTA (International Fuel Tax Agreement) reports, managing asset depreciation, reconciling bank statements, and generating financial reports like profit & loss statements. They can also assist with tax preparation and ensure compliance with various trucking regulations.

3. How can professional bookkeeping services help me stay compliant with IFTA and other trucking regulations? Professional trucking bookkeeping services are well-versed in IFTA requirements, which involve tracking mileage and fuel purchases across multiple jurisdictions. They use specialized software and processes to accurately calculate and prepare your quarterly IFTA reports, reducing the risk of errors, penalties, and audits. They also stay updated on other industry-specific regulations (like HVUT or DOT compliance) to ensure your business remains in good standing.

Truckstop Unveils Private Loads: streamlining freight matching for Brokers and Carriers

Truckstop.com announced Wednesday the launch of Truckstop Private Loads, a new feature allowing freight brokers to efficiently engage their pre-vetted carrier networks with the same trust and security available on the company’s public load board. The solution addresses growing market challenges by centralizing load management and strengthening broker-carrier relationships.

“We understand the daily pressures brokers face to find trusted capacity quickly and the frustration and lost time carriers experience switching between public and private loads,” said Scott Moscrip, founder and CEO of Truckstop.com, in a press release. “By bringing private and public loads together, we’re not just adding a feature; we’re delivering a critical solution that enhances trust, boosts efficiency, and drives profitability for everyone in the freight ecosystem, right when they need it most.”

For freight brokers, the platform provides a high-reach channel to connect with pre-vetted carriers who are already actively seeking freight. The system allows brokers to seamlessly waterfall these loads to Truckstop’s public load board of verified carriers when necessary, expanding their network to ensure load coverage.

Carriers benefit from the consolidation of private and public loads in one location, eliminating the inefficiencies of juggling emails, phone calls, and multiple load boards. This centralization allows carriers to quickly identify, compare, and secure desirable loads while strengthening their relationships with brokers.

The feature arrives as the freight industry confronts challenges, including market volatility, intense competition, and fraud threats. Truckstop notes that Private Loads addresses these issues by creating a more secure environment where brokers can build stronger relationships with trusted carriers.

Sun Country to operate 20 Amazon cargo jets by peak season

A two-toned blue Amazon Prime Air cargo jets takes off into a blue sky as seen from below.

Cargo flight hours at Sun Country Airlines were slightly lower than expected during the second quarter because of extra procedures needed to commission additional freighters supplied by Amazon, but all the aircraft will be available to haul packages in time for peak shipping season, executives said Friday.

Minneapolis-based Sun Country (NASDAQ: SNCY) grew its cargo fleet by three aircraft during the quarter, driving up cargo revenue by 37% year over year to $35 million, according to earnings reported Thursday.

Five of eight Boeing 737-800 converted freighters transferred by Amazon (NASDAQ: AMZN) from previous contractor Atlas Air are now in service with Sun Country. The company plans for the remaining three aircraft to enter service by the end of August, but the timeline could slip to late September if there are further delays integrating new aircraft into the operating fleet, management said during an earnings presentation.

Aircraft utilization increased 9.5% during the quarter. That was lower than expected because the timing of aircraft deliveries was slightly thrown off by extra steps necessary to absorb the used 737-800s into the fleet. CEO Jude Bricker said on the first-quarter call on May 5 that Sun Country was experiencing some difficulties getting parts for maintenance checks, reconciling incomplete maintenance records, and fulfilling other regulatory requirements necessary to add aircraft to the operating certificate.

Bringing aircraft into a certificated airline’s fleet involves many steps to meet safety, regulatory and operational requirements, as well as company standards. The process includes reviewing the maintenance history; conducting thorough inspections of the engines, systems and airframe; updating operational manuals; training pilots, technicians and ground personnel; customization; and obtaining approval from civil aviation authorities. 

“We’re taking airplanes, doing work to get them ready for service. They’re entering service later than we expected, and by virtue of that happening, the fleet isn’t as committed [to a full Amazon schedule] because we want to make sure we’re executing well. And so it’s just taking a little bit longer to get the terminal velocity on that fleet,” Bricker said Friday.

The fourth quarter is traditionally the busiest season for online retailers and parcel carriers, including Amazon. 

Sun Country has been supporting Amazon’s parcel distribution network with a dozen 737-800 freighters since 2020. By September, the airline will have 20 aircraft in its cargo fleet. Chargeable hours to Amazon will be up 40% to 50% in the third quarter, said Bill Trousdale, the interim chief financial officer. 

The company, which also operates scheduled passenger service to leisure destinations and group charter flights, has repeatedly said that the additional aircraft along with rate increases in the Amazon contract, will double cargo revenue to about $215 million per year.

Sun Country enjoys an annual rate escalator in its existing contract and the contract for the eight new aircraft, which is kicking in now, starts at a higher rate. 

The airline has temporarily reduced scheduled passenger flights this year to ensure there are adequate pilots and resources for a smooth expansion of the Amazon business. It offset the lag in expected cargo flights during the quarter with increased charter business.

Overall, Sun Country’s hybrid business model delivered a twelfth consecutive profitable quarter, with adjusted earnings per share of 14 cents and record second-quarter revenue of $264 million, beating estimates. Adjusted operating income was $18 million, with a margin of 6.8%.

Click here for more FreightWaves/American Shipper stories by Eric Kulisch.

Write to Eric Kulisch at ekulisch@freightwaves.com.

Sun Country faces slight delays integrating additional Amazon cargo jets

US container ports warn against Trump budget cuts

Pier 300 Port of Los Angeles

WASHINGTON — Executives from the largest US container and energy ports that had been set to receive close to $330 million this year for maintaining key infrastructure are warning Congress not to accept the Trump administration’s plan to cancel the money.

In a letter sent Thursday to lawmakers responsible for appropriating the Harbor Maintenance Trust Fund (HMTF), the American Association of Port Authorities (AAPA) and 22 port directors asked that they restore requirements agreed to by Congress in 2020 – but which the administration has stripped from its FY25 and FY26 budgets – that allow “donor” ports, which typically include large container ports, along with ports that specialize in energy cargo, to receive a more equitable share of the trust fund as well as to be able to use it for projects other than harbor maintenance.

Donor and energy ports historically have contributed considerably more to the HMTF than they get back in project revenue. 

In FY24, approximately $332 million was awarded to such ports to carry out “expanded use” projects across the country.

“Unfortunately, the Administration opted to ignore Congressional intent … when making spending allocations of HMTF funding” for FY25, the letter stated. “Donor and energy ports, which were expecting to receive nearly $330 million … ultimately received no funding for this program. Similarly, the FY26 budget request includes no funding” to carry out the new funding provisions approved by Congress, the letter states.

“Ports need consistent and predictable funding to plan and execute the billions in additional expanded-use projects in their pipelines,” the port directors assert. “These projects are critical to supporting a robust and resilient supply chain infrastructure as well as our economic, energy, and national security.”

During a water resources budget hearing in June, U.S. Senator Patty Murray, D-Wash., called it “troubling” that the Trump administration believes it’s not the federal government’s responsibility to provide the funding “even though that is one of the explicit purposes Congress passed into law,” she said. “That is really unacceptable.”

At the hearing, Murray asked Lee Forsgren, acting assistant secretary for the U.S. Army’s civil works division, which is responsible for overseeing the HMTF, if he would commit to ensure donor ports receive their full share from the fund.

“I will commit to working to ensure that the [HMTF] is used to the maximum extent it possibly can,” Forsgren responded. “We understand the [HMTF] is the backbone of the commercial navigation system for our ports and that system has to be able to be functional across all of the nation’s ports. 

“But I will say,” he added, “there needs to be a primary focus on the principal federal responsibility which is the mainline channels.”

Click for more FreightWaves articles by John Gallagher.