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Growth Minded – Inside Amazon RelayCon 2025 and the Small Carrier Surge

The room felt different. You could see it in the faces. These weren’t desperate carriers chasing survival — they were business owners plotting their next move. Amazon RelayCon 2025 wasn’t just another conference. It was a signal to the industry that small fleets aren’t giving up. In fact, many are gearing up.

I had the chance to attend RelayCon this year — both as a vendor and as a keen observer of what’s moving the needle for small carriers right now. And what I saw wasn’t a group stuck in market pessimism. It was the opposite.

From the moment the doors opened at the welcome reception — with people literally herding in together — the energy was undeniable. Carriers lined up to meet vendors, swap notes, and dig into what Amazon’s Relay program is really offering. And behind all the booths and breakout sessions was a simple message: if you’re operating smart, there’s room to grow.

The Rise of the Growth-Minded Small Fleet

Let’s get one thing straight: this wasn’t a room full of solo operators looking for a miracle. These were mostly 1–50 truck fleets, already moving decent volume — and looking for ways to do more. And the optimism wasn’t baseless.

Amazon revealed that freight volumes for Relay carriers are up 15%, even as the rest of the market struggles with rate compression and declining spot activity. That’s not a small number. That’s insulation. And insulation in this environment is currency.

What stood out most was the mindset shift. RelayCon wasn’t about complaints or freight recession talk. It was about tactical growth. The majority of attendees weren’t there to ask if they should scale — they came to find out how.

Education, Efficiency, and Deals That Make a Difference

Amazon didn’t hold back on the support. The event was structured to make sure every carrier left smarter than they came.

There were multiple breakout sessions including one on supplier development that encouraged carriers to explore certifications like MBE (Minority Business Enterprise) and Veteran-Owned business designations. For small fleets looking to go after contracts or deeper relationships, this was critical intel.

Then came the operations support. Amazon had a dedicated station for safety coaching, where carriers could get real-time insights into their safety scores, understand what’s hurting them, and develop a roadmap to improve. That kind of transparency is rare — and invaluable.

On top of that, Amazon showed how to leverage their “Deals and Discounts” portal — a perk most carriers underuse. From fuel and tires to insurance and services, vendors inside the Relay network offer deep discounts. For carriers managing narrow margins, that adds up fast.

Community Over Commodity

The tone of the event was also something worth highlighting. There was genuine appreciation for the carrier base — not just in words, but in action.

Amazon’s internal teams — from Relay operations to leadership — were extremely present and open. You could walk right up to them and get real answers. They wanted you to know that success within their system is possible — but it requires the right model, mindset, and execution.

A Model That Works — But Not for Everyone

Relay isn’t perfect. No network is. But for certain small fleets, especially those with a clean safety record, consistency in operations, and a commitment to growth, Relay offers something most brokered freight doesn’t: predictability.

Some carriers may benefit more from Amazon’s AFP program (Amazon Freight Partners) — a deeper, more embedded model with even more structure. But for most attendees at RelayCon, Relay itself was more than enough to build a strong business around.

A Standout Moment

As someone who runs multiple platforms dedicated to small carrier education, I’ve been to my share of industry events. But few moments felt as powerful as the welcome reception at RelayCon.

Seeing carriers line up at the door before the event even started, eager to connect with vendors and grab insights, was a reminder that hunger still exists in this industry — it just needs direction. That moment wasn’t about swag bags or free pens. It was about proximity to the right people and the right opportunities.

And the fact that some carriers showed up without ever having run a load for Amazon — just to learn more — says everything about the direction this market is headed.

What This Means for the Broader Market

This event didn’t change the market. But it highlighted a segment that’s thriving despite it.

Many folks think growth is off the table in 2025-26 RelayCon said otherwise.

Amazon is building a more supportive ecosystem than most brokerages even attempt. They’re educating, supporting, and creating pathways for carriers to stay compliant, stay profitable, and stay engaged.

And here’s the kicker: 8 out of 10 carriers present surveyed said they were focused on growth — not survival. That changes the narrative. Because while many in the freight world are sitting on the sidelines waiting for “the rebound,” these carriers are learning how to scale smart — right now.

Final Take

RelayCon 2025 proved something important — the right model, matched with the right carrier mindset, still wins.

This isn’t about Amazon being a silver bullet. It’s about recognizing the shift: small fleets are becoming sharper, more data-driven, and more growth-minded than ever before.

Events like this give them the blueprint. And from what I saw, they’re not just listening — they’re executing.

FAQs

Q: Is Amazon Relay a good fit for new authorities?

It can be, but Relay rewards stability and safety. If your authority is brand new, make sure your onboarding and compliance are tight. Otherwise, consider working with a more established partner until you’re ready.

Q: How do the Deals and Discounts program help?

Think fuel, maintenance, insurance, and tech — all offered at negotiated rates. If you’re not using this portal, you’re leaving money on the table.

Q: What’s the difference between Relay and the AFP program?

Relay is self-dispatched, flexible, and load-board driven. AFP is structured, full-time contract hauling. Both have pros and cons. Relay gives you independence; AFP gives you stability.

Q: Can I grow a multi-truck fleet inside the Relay program?

Yes — and many have. The key is safety, compliance, and consistency. Amazon offers opportunities for scaling partners, but the bar is high.

Closing Thought

If this market has you second-guessing your next move, study what RelayCon just revealed: there’s still a path forward — but it’s only for those willing to run smarter, not just harder.

Barrs moves closer to top post at FMCSA

Derek Barrs

WASHINGTON — The U.S. Senate voted on Friday to advance the nomination of Derek Barrs to serve as the eighth administrator of the Federal Motor Carrier Safety Administration.

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Friday’s vote, which included several other Department of Transportation nominees including David Fink to head the Federal Railroad Administration, sets up a final confirmation vote in the Senate later this week.

Barrs, a former law enforcement official, was nominated for the position in March by President Trump after FMCSA Acting Administrator Adrienne Camire abruptly left the agency after less than two weeks.

Barrs had previously served as the Florida Highway Patrol’s lead representative within Commercial Vehicle Safety Alliance’s (CVSA) Enforcement and Industry Modernization Committee.

He was a member of the American Trucking Associations’ Law Enforcement Advisory Board, as well as a member of the Florida Trucking Association.

Editorial note: An earlier version of this article misstated the Senate’s vote on Friday.

Click for more FreightWaves articles by John Gallagher.

90 million sensors: Walmart’s bold move in logistics

Walmart is expanding its use of artificial intelligence and IoT technology with a large-scale rollout of Wiliot’s ambient IoT platform, marking one of the biggest deployments of item-level sensing in retail to date.

The retail giant is working with Wiliot to apply battery-free Bluetooth sensors, known as “Pixels,” across pallets, packages, and products throughout its network. The devices provide continuous, real-time data on inventory location, movement, and condition, data that’s integrated directly into Walmart’s AI-driven supply chain systems.

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The technology is already active in more than 500 Walmart locations, including stores and distribution centers. By 2026, the companies expect to expand it to over 4,600 Supercenters, Neighborhood Markets, and logistics hubs, with as many as 90 million sensors in use.

Walmart says the partnership aims to eliminate manual inventory tracking and scanning, two of the most time-consuming and error-prone parts of the retail supply chain. The real-time visibility provided by the sensors could help improve accuracy and efficiency across Walmart’s operations while allowing associates to focus more on customer service.

“Digitization of the supply chain means our associates and systems can make faster, more informed decisions,” said Greg Cathey, Walmart’s senior vice president of transformation and innovation, in a news release. “We’re building a more responsive network that adapts to what’s happening in stores and distribution centers in real time.”

Wiliot’s IOT sensor (Photo: PR Newswire)

Wiliot’s ambient IoT technology relies on energy-harvesting sensors that communicate wirelessly without the need for batteries. Each Pixel captures data such as temperature, motion, and location, creating a continuous flow of information from product to cloud. That data feeds Walmart’s AI models, which use it to detect anomalies, optimize replenishment, and identify inventory gaps automatically.

Tal Tamir, CEO of Wiliot, said “With Walmart, we are advancing supply chain performance at an unprecedented scale. This nationwide deployment adds a new layer of digitization to Walmart’s supply chain, empowering associates with real-time insights and automation that drive greater efficiency, accuracy, and responsiveness. It’s a testament to the power of ambient IoT and artificial intelligence to help retailers operate smarter, move faster, and deliver stronger outcomes for their business, their associates, and their customers.”

For Wiliot, the Walmart rollout marks a defining step in the adoption of ambient IoT at scale. While the technology has been tested in smaller pilots across retail and logistics, this deployment brings it into one of the world’s largest and most complex supply chains.

Industry analysts see Walmart’s move as a signal that item-level sensing and AI-driven automation are entering a new phase. If the system performs as expected, it could set a precedent for how retailers track goods, manage cold chains, and respond dynamically to supply chain disruptions.

With Wiliot’s technology in place, every item that moves through Walmart’s supply chain will effectively be able to communicate its status, creating what both companies describe as a “living, digital supply chain.”

How Small Carriers Can Break Out of the Load Board Cycle With Five Key Differentiator

Every small carrier says they’re “reliable.” Every one says they’re “family-owned.” And all of them promise they “treat customers like partners.” Those slogans look good on a website, but the truth is they don’t move the needle when you’re one of nearly 580,000 active U.S. carriers — and more than 91% of them run 10 trucks or less.

That’s the pool you’re swimming in. And in that pool, slogans don’t make you stand out. Differentiators do.

Shippers and brokers don’t choose carriers because they’re dependable — that’s the baseline expectation. They choose carriers who bring something extra to the table, something tangible that solves their pain points. If you want to move beyond surviving on the load boards, you need to stop selling fluff and start selling what actually matters.

Here are the five example differentiators every small carrier should think about building into their business — the ones that actually win freight.

1. Real-Time Shipment Visibility

“Where’s my load?” is the question every shipper hates asking. If you can answer it before they even pick up the phone, you’ve already separated yourself from half the market.

This isn’t just ELD pings. True visibility means:

  • Geofencing alerts when a truck leaves, when it’s 50 miles out, and when it arrives.
  • A shipper portal where they can see progress without bugging you.
  • Proactive updates when a delay happens — not excuses after the fact.

Why it matters:

Shippers are accountable to their customers too. If you can keep them in the loop automatically, you’re not just moving freight — you’re reducing their stress.

How to start:

Many ELD providers already offer tracking integrations. Platforms like Project44 or Tyve make it easier than ever to give your shippers professional visibility tools.

Pitch it as:

“You’ll never have to call me to ask where your load is. I’ll make sure you know before you need to ask.”

2. Specialized Services That Others Avoid

Most carriers want easy dock-to-dock freight. That leaves a big opportunity for those willing to take the loads others turn down:

  • Liftgate and tailgate deliveries
  • Inside deliveries (white glove)
  • Tight urban deliveries
  • Residential or small business drops

Why it matters:

Shippers always have “problem freight” — the kind that keeps getting rejected because it’s inconvenient. The carrier who solves it becomes indispensable. Think of the low volume lanes that big shippers end up having to see on the spot market.

Example:

A small fleet running liftgates and trained on inside deliveries can dominate a niche in retail or healthcare distribution. That’s the type of capacity brokers beg for.

Pitch it as:

“We specialize in the loads most carriers walk away from. That’s where we create value.”

3. Multi-Stop Efficiency

Multi-stop loads make most drivers groan. More stops mean more potential headaches. But for shippers, consolidation saves big money — and if you can do it well, you’ll stand out.

Why it matters:

A shipper who can put five stops on one truck instead of hiring five separate carriers saves thousands. If you’re the carrier who can handle that complexity without delays or missed appointments, you’re a long-term partner, not a one-off vendor.

How to start:

  • Use routing software to sequence stops efficiently.
  • Train drivers on how to check bills and load/unload in order.
  • Set SOPs so everyone knows how to document proof of delivery across multiple locations.

Pitch it as:

“We’ve got systems in place to run multi-stop freight smoothly. No missed signatures, no lost time.”

4. Safety and Compliance as a Value-Add

Plenty of small carriers think compliance is just paperwork. But shippers see it differently. A clean compliance record lowers their risk. A poor record puts their freight and reputation at risk.

Why it matters:

Insurance companies, brokers, and direct shippers all watch CSA scores. A strong safety culture isn’t just about avoiding fines — it’s a selling point.

How to start:

  • Track your CSA scores and promote them.
  • Train drivers on pre-trip inspections and safety procedures.
  • Show prospects your safety files during a pitch.

Pitch it as:

“Working with us lowers your risk. Our inspection history proves it.”

5. Expedited & Guaranteed Service Windows

This one sets you apart fast. Most carriers “try their best” to deliver on time. Few make a clear commitment. If you can build an expedited service guarantee into your model, you instantly rise above the pack.

Examples of service commitments:

  • Loads tendered by 3 PM within 400 miles deliver next day, guaranteed.
  • Emergency weekend coverage for urgent freight.
  • Recovery service for failed loads when another carrier drops the ball.

Why it matters:

Shippers live in a just-in-time world. If you’re the carrier who can step in and guarantee speed and reliability on short notice, you’re worth a premium.

How to start:

  • Define a service radius you can reliably cover.
  • Put your policy in writing and share it with your customers.
  • Price expedited service properly — urgency is valuable.

Pitch it as:

“Anything tendered before 3 PM within 400 miles — you’ll have it next day, guaranteed.”

Why Differentiators Beat Fluff

“Family owned.” “Dependable.” “Trusted.” All of that is fine for branding, but it doesn’t solve a shipper’s problem. The only way to stand out in a market flooded with small carriers is to prove you can do what others won’t or can’t.

Differentiators aren’t just features — they’re problem solvers. And in this market, solving problems is how you get out of the load board cycle and onto preferred shipper lists.

FAQs – What Small Carriers Ask About Differentiators

Q: Won’t offering these services cost me more in time and money?

A: Yes — and that’s the point. Differentiators aren’t free. But they create margin. Tailgate service, expedited delivery, and multi-stop efficiency all justify higher rates. They turn you from a commodity into a premium option.

Q: What if I don’t have the money for tech like visibility platforms?

A: Start small. Most ELD providers offer basic visibility features at no extra cost. You don’t need enterprise-level tools to provide proactive updates.

Q: Do shippers actually care about compliance records?

A: Absolutely. Safety scores and inspection records are part of every broker and shipper’s carrier selection process. If yours are strong, highlight them.

Q: How do I know which differentiator to start with?

A: Look at your existing freight. Look at loads that you have already ran that may have stretched you a little outside of your comfort zone. Start where demand is already visible.

Final Word

The trucking industry is crowded, and most small carriers blend together. The ones who break out aren’t the ones with shinier slogans — they’re the ones with five clear differentiators that shippers value.

Real-time visibility. Specialized service. Multi-stop efficiency. Safety and compliance as a value-add. Expedited delivery guarantees.

If you can check those boxes, you’re not “just another truck.” You’re the carrier shippers call first. And that’s the difference between surviving and scaling.

SciSafe doubles down on cold chain with expansion in New Jersey

In East Brunswick, New Jersey, SciSafe has quietly turned a corner. What began as a modest operation with “two freezers and a dream,” in the words of founder and CEO Garrie Richardson, has evolved into a new flagship biorepository facility poised to reshape cold-chain logistics in the biopharma industry. 

Rather than simply growing in size, SciSafe is moving to something more fundamental: that the infrastructure supporting life sciences must not only expand, but become smarter, faster, and more deeply integrated with the needs of tomorrow’s therapies.

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“This facility marks a major milestone for the incredible team that’s been with us through the years,” said Richardson, “We started with two freezers and a dream, and today we’re supporting cutting-edge oncology research and much more, with a level of care and service that sets us apart. Our people made this possible.”

The new facility is located strategically adjacent to the I-95 corridor and within reach of major airports. The facility is engineered for efficiency with over 500 cryogenic freezers (-196 to -150 degrees C),  more than 1,500 ultra-low (-80 degrees C) temperature freezers and more than 15,000 pallet positions. 

It allows SciSafe to provide same-day cold chain fulfillment, an increasingly critical capability as the pace of biological research accelerates and therapeutic modalities such as cell and gene therapies demand ultra-precise handling of sensitive samples. 

Supporting the physical capacity is a digital architecture: a new warehouse management system and client portal afford customers real-time visibility into inventory and guarantee accurate, reliable retrieval whenever material is needed.

This expansion is also a response to a shifting reality in biomedical research. As therapies become more personalized, the bar for regulatory compliance tightens, and global collaboration demands ever more rigorous supply chains, the logistics behind the science must keep pace. SciSafe’s move reflects that imperative: it is not enough to build cold storage; one must orchestrate an ecosystem capable of predictive responsiveness, error mitigation, and seamless scalability.

The opening is more than a local victory or press milestone. It is a bellwether for how biorepository services must evolve. A cold chain is no longer a static storage system; it is a living, monitored, intricately managed process that bridges research, regulatory demand, and clinical application. 

SciSafe’s story is one that is echoed through the cold chain. Mid-size firms in the life sciences are increasingly becoming the backbone behind laboratory breakthroughs, enabling small innovators and academic centers to scale without bearing the full burden of infrastructure

Trucking industry facing ‘horrible’ rates, tariffs, Werner CEO says

SAN ANTONIO — At the WEX OTR Summit, Derek Leathers, chairman and CEO of Werner Enterprises, warned of tight capacity and higher operating costs in the trucking industry.

“We’re at a tipping point,” Leathers told attendees. “Capacity is leaving the market little by little. The industry needs significant rate increases to sustain itself. This isn’t just about survival — it’s about making sure trucking can continue to deliver America’s goods safely and reliably in the years ahead.”

WEX (NYSE: WEX), a global commerce platform that simplifies the business of running a business, held its summit Wednesday through Friday in San Antonio, Texas.

The event brought together over 150 leaders from the over-the-road trucking industry for two days of insight, innovation and collaboration.

With the theme of “The Road Ahead,” this year’s summit features keynotes, and strategic discussions on the trends shaping transportation, including fuel management, fraud protection, payments technology and more.

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The second day of the conference featured a keynote address from Leathers, who cited weak rates, new tariffs, driver shortages and cargo theft as key risks — even as nearshoring fuels U.S.–Mexico trade growth.

Leathers, whose company is one of the largest U.S. trucking and logistics providers, noted that freight rates have been challenging in recent years, leaving many small carriers unable to reinvest in equipment or operations.

Omaha-based Werner Enterprises (NASDAQ: WERN) was founded in 1956 and has around 8,000 trucks and over 24,000 trailers. The company provides service across North America.

“What’s going on in the freight environment right now? Obviously, rates have been depressed, and although it is stable, they are stably horrible for the most part over the last several years, well below people’s operating costs in many cases. At a minimum, not a reinvestable rate level,” Leathers said.

With Class 8 truck orders at historic lows and OEMs scaling back production, he predicted it could take years to rebuild manufacturing capacity, leading to higher truck prices “at the time we can least afford for them to be more expensive.”

 Tim Hampton, left, general manager and senior vice president of WEX over-the-road and WEX Capital, and Derek Leathers, the chairman and CEO of Werner, during the presentation, “State of the Road: Navigating the Economy and Opportunities Ahead” on Thursday. (Photo: McLendon Photography)

Tariffs squeeze supply chains

Tariffs were another key focus of his address. Leathers cautioned that only about half of the tariff impact has reached consumers so far, with the rest absorbed by suppliers and retailers — a strain he expects will increasingly filter through the supply chain. 

He also raised concerns over new tariffs on trucks made in Mexico, despite USMCA’s trade protections, arguing they will further inflate equipment costs.

“On the truck side, two thirds of all or three fourths of all truck makers actually exist and make their trucks in Mexico. If I had been betting on this stage a year ago, I would have lost that bet because I would have said that USMCA would supersede and that there would be no additional tariffs on trucks from our neighbors. Clearly that is not the case as we stand here today,” Leathers said.

Leathers also highlighted the industry’s growing safety and compliance challenges, including renewed enforcement of English-language proficiency rules for CDL holders and the scrutiny of B-1 visa drivers operating cross-border routes. 

Nearshoring strengthens U.S.–Mexico trade

Looking at broader trends, he pointed to nearshoring as a lasting shift that will deepen U.S.–Mexico trade ties. Werner already moves more than 300 cross-border loads daily, a number he expects to grow as U.S. companies boost investment in Mexico.

“Mexico is the only neighboring country or even nearshoring option that actually has good demographics,” Leathers said. “Very few places in the world do and Mexico actually does have as many people coming into the population. as they’re losing from the population and that’s true for the next 10 to 20 years.”

Cargo theft and supply chain security

Beyond the macroeconomic headwinds, Leathers also addressed rising cargo theft, calling it a “terrifying” trend fueled by organized crime. He urged shippers and carriers to strengthen vetting and technology safeguards to protect supply chains.

“Cargo theft has continued to rise. I think when you see a population that feels underdressed, that’s when risky behavior seems to always increase over time,” Leathers said.

“I think this is an area where not having proper vetting of every single man or woman on the road makes a difference. We know factually speaking from the FBI and others, there are in fact many criminal organizations outside the United States that are heavily involved in this work. There are organizations inside the U.S. as well, but the numbers are staggering.”

Trucking leaders say data will drive sustainable freight

Executives from FedEx, J.B. Hunt, and NFI Industries said the trucking industry’s path to sustainability hinges on efficiency and data-driven reporting, as customers and regulators press for greater transparency.

Speaking at the “Driving Green with Data: Executive Insights on Sustainability and Reporting” panel on Thursday, FedEx Express executive Mickey Black highlighted the company’s pledge to reach carbon neutrality by 2040. 

“That commitment gave the entire organization a clear mandate,” Black said.

J.B. Hunt’s Jared Mounce outlined the carrier’s 32% greenhouse gas intensity reduction target by 2034, stressing that intensity goals better reflect efficiency as freight volumes grow.

NFI’s Alexa Branco emphasized the importance of tracking fuel consumption, idling, and emissions intensity to prove ROI and prepare for stricter reporting.

Panelists agreed shippers increasingly require emissions reporting in contracts, some now demanding lane- or package-level detail.

Sarah Booth, director, Sawatch Labs; Alexa Branco, director of sustainability, NFI Industries; Mickey Black, managing director global vehicles and surface fuel, FedEX; Jerrod Mounce, vice-president of energy & sustainability, J.B. Hunt at the WEX OTR Summit in San Antonio, Texas on Thursday. (Photo: McLendon Photography)

FedEx relocates freighter aircraft to support intra-Asia trade growth

Containers get loaded in the side door of a FedEx cargo jet using a mechanical lift.

FedEx Corp. has expanded its intra-Asia air network with two new routes, adding additional capacity and transportation options for regional shippers as it redeploys aircraft to areas of high demand in response to tariff-impacted volume declines from Asia to the United States.

The move comes on the heels of a similar decision by rival UPS to increase flight frequencies and reposition larger freighters on certain routes within Asia.

FedEx (NYSE: FDX) reduced freighter activity out of Asia to the United States by 25% in the fiscal quarter ended Aug. 30 because the high tariffs imposed this year by the U.S. government sapped direct-to-consumer retail demand, executives said on the company’s earnings call last month. The company reported a $150 million profit hit from reduced revenue out of China due to the elimination of duty-free de minimis treatment for low-value e-commerce shipments, which are now subject to double-digit import fees.

On Tuesday, FedEx announced the introduction of a weekly flight connecting Incheon International Airport in Seoul, South Korea, with Hanoi, Vietnam. From Hanoi, the flight will go to FedEx’s Asia-Pacific hub in Guangzhou, China — a transshipment point for flights across Asia and to Europe. The new flight will reduce transit times by one day for shipments from northern Vietnam to Asian and European destinations.

The express carrier has also launched a direct flight between Seoul and Taiwan, operating seven times per week, on a key trade lane for high-tech and e-commerce products. The new service supports customers such as CJ Olive Young, a leading health and beauty retailer in South Korea, that aim to reach new international markets, FedEx said. (FedEx is also providing end-to-end logistics support for Olive Young’s recent expansion into the United States, selling directly to consumers on its e-commerce platform.)

The Vietnam route uses a Boeing 767 freighter while the Taiwan route mainly uses MD11s and a Boeing 777 on Sundays, spokesman Jonathan Lyons said.

“Asia’s trade landscape is evolving rapidly,” said Kawal Preet, president of FedEx Asia Pacific, in a news release. “We’re responding by strategically investing in our network to create stronger connections for businesses within the region and unlocking new pathways for growth, driven by the need to adapt to diversifying supply chains, rising regional economies, and an e-commerce landscape being reset by changing customer behaviors and market dynamics.”

FedEx said the new air freight lanes meet growing demand in a region experiencing strong e-commerce trade growth ahead of the peak holiday shopping season and shifting trade flows. High-value technology exports from Southeast Asia are also on the rise. Intra-Asia trade accounted for nearly 60% of Asia’s total exports, according to a United Nations report, and the ASEAN countries have emerged as China’s largest trade partner, with bilateral trade reaching $963 billion in 2024, Chinese government figures show. 

UPS (NYSE: UPS) recently added flights between Shenzhen, China, and Sydney, Australia, and upsized aircraft flying between Hanoi and Shenzhen. Earlier this summer, UPS volumes on the China-U.S. trade corridor dropped 35%, the company reported.

FedEx also unveiled earlier this week a new air freight route between Dublin and Indianapolis that is targeted at supporting healthcare and medical device companies. Early last month, it began its first dedicated cargo flight to Saudi Arabia from the U.S. and Europe.

DHL Express has also seen volumes from China and Hong Kong to the United States fall about 30% year over year, FreightWaves previously reported.

Write to Eric Kulisch at ekulisch@freightwaves.com.

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

FedEx debuts air freight service connecting Dublin and Indianapolis

UPS boosts intra-Asia air capacity as US volumes wane

DHL surges customs agent hiring as new tariffs confuse importers

SCOTUS grants review on broker liability case; fate of 2nd unclear

(This article has been updated to add comments from C.H. Robinson)

The U.S. Supreme Court will take up the issue of broker liability.

In a Friday announcement, the court said it had granted certiorari in the case of Montgomery vs. Caribe II. 

However, in the list of the five cases it accepted, with no rejections reported, it did not mention a parallel case involving broker liability, Cox vs. Total Quality Logistics, where the giant 3PL had requested certiorari. 

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Both Montgomery and Cox involve the same fundamental question: under the safety exception of the Federal Aviation Administration Authorization Act (F4A), can a broker be considered akin to a motor vehicle?

The two cases came to the Supreme Court from opposite directions. 

“This is extraordinarily good news for the freight brokerage industry which, more than anything else, needs certainty in order to serve the public,” Marc Blubaugh, head of the transportation practice at the Benesch law firm, said in an email to FreightWaves. Benesch has represented the Transportation Intermediaries Association in various filings connected to the broker liability issue.

In the Montgomery case, first filed in the Southern District of Illinois and then later heard in the Seventh Circuit Court of Appeals, broker C.H. Robinson was ruled to have been protected by the safety exception from negligent hiring claims. C.H. Robinson (NASDAQ: CHRW) had hired Caribe Transport II, whose truck had been involved in an accident in Illinois that injured plaintiff Shawn Montgomery.

But in Cox vs. TQL, coming first out of the Southern District of Ohio and then the Sixth Circuit Court of Appeals, the appellate level reversed the lower court finding and found that TQL was not protected by the safety exception, and that TQL fell under the umbrella of that part of the law that says the exception is “with respect to motor vehicles.” 

What the Sixth Circuit said in Cox

In the Cox case, the widower of Greta Cox argued that TQL should be held negligent in the hiring of the driver that crashed into Greta Cox’ car in Oklahoma.

In language that if ultimately upheld could pose serious issues for the brokerage community, the Sixth Circuit said in the Cox case in July that “the exception… focuses on the connection between the state law and motor vehicles, and not necessarily on the connection between the regulated entity and motor vehicles. Requiring that the regulated entity directly own or operate motor vehicles would impose an additional limitation beyond what the text of the exception requires.”

The Cox vs. TQL case was on the court’s schedule for review at a conference Monday, along with Montgomery.. With no word on the case yet, but with the Court taking up the broker liability issue solely through Montgomery–at least for now–it suggests the Cox case was very much on the court’s mind when it finally accepted the issue after punting on it three previous times in the past three years.

But even as the industry awaits to see whether there will be a Supreme Court review of Cox,  it isn’t a big leap to assume the court was at least looking at the case in deciding to grant certiorari in the Montgomery case. The reason: outside of Cox, the only other significant case that came out of the circuits on the question of broker liability in recent years where a brokerage was ruled to be not protected by the safety exception was Miller vs. C.H. Robinson, a Ninth Circuit decision. The court already passed on reviewing that decision in 2022.

Blubaugh said in a TIA filing in connection with the Cox case, he had urged the Supreme Court to grant certioriari in Cox but also to “consolidate it, group it, or otherwise link it with the petition in Montgomery.  “

“The Court may very well still take that approach since the two petitions obviously raise the same core legal issue, albeit from different procedural postures and with subtle distinctions in the respective petitioners’ arguments,” he said. “(But) the Court could of course simply treat Montgomery as the effective ‘stand in’ for Cox (while not expressly stating so) and, as a result, could in theory deny cert in Cox.  Regardless of the procedural treatment of Cox, the granting of cert in Montgomery is most certainly cause for celebration.”

C.H. Robinson was a defendant in the original Montgomery case, before the district and appellate courts removed them through its application of F4A. But it is still watching closely.

““We welcome the Supreme Court’s decision to hear the Montgomery case.” the company said in a statement provided to FreightWaves. “For years, we’ve maintained that federal law protects brokers from a patchwork of state-level liability claims that threaten the efficiency of interstate commerce. The Court’s decision to take up this issue validates the importance of that position and opens the door to long-overdue clarity.”

Previous rejections

Since the 2022 Miller rejection, the Supreme Court rejected certiorari requests on two other cases where a combination of lower or appellate courts had found various 3PLs protected by the safety exception. The core of those rulings was that brokers were not what Congress was thinking about in 1994 when the F4A said the safety exception was “with respect to motor vehicles.”

Those two cases were Ye vs. GlobalTranz, certiorari denied in 2024, and Gauthier vs. TQL, certiorari denied earlier this year. 

In both the Montgomery and Gauthier cases, although 3PLs C.H. Robinson and TQL were victorious at the circuit court level, they supported their defeated plaintiffs in asking the court to review the lower court rulings. That’s a sign of just how important the brokerage community thinks the issue of broker liability is and how much it wants the Supreme Court to settle conflicting circuit court precedents.

The need for a safety exception is that the F4A was written to preclude state action that could impact a transportation “price, route or service.” It was created to stop a tide of state laws and legal actions that its backers more than 30 years ago believed were undercutting the broad deregulation movement that impacted transportation sectors such as trucking and aviation starting in the late 1970’s and into the 1980’s. 

But the safety exception was included for what its name suggests: the ability of a state to still pursue various types of legal actions against transportation companies acting in an unsafe manner, even if those legal actions might at minimum have a tangential impact on a “price, route or service.”

More articles by John Kingston

Echo Global keeps Moody’s B3 rating in tough market

California guts key Advanced Clean Fleet Rules; what’s next?

ATBS: how a driver can make it in a tough trucking market 

The Monthly Manufacturing Numbers Are In – What a 49.1 PMI Means for Small Carriers in the Months Ahead

A PMI under 50? That’s not just an economist’s signal — that’s a real-world indicator for anyone pulling freight. The September 2025 ISM Manufacturing PMI came in at 49.1, signaling the 7th straight month of contraction in U.S. manufacturing. And while some might brush it off as a Wall Street problem, if you’re a small carrier or an owner-operator, this number hits you at the docks.

So, let’s break it down plainly. What does a 49.1 really mean? What kind of freight is softening? Where can we still find strength? And most importantly — how can you plan ahead?

This article is about trying to see what’s coming around the curve — not swerving at the last minute. 

First, What Is PMI and Why Does It Matter?

PMI stands for Purchasing Managers Index. It’s a monthly survey of over 300 manufacturing firms that measures things like:

  • New orders
  • Production levels
  • Supplier deliveries
  • Inventories
  • Employment

A score over 50 means growth. Under 50? Contraction. That 49.1 means things are shrinking, but not collapsing. And when the manufacturing sector contracts, less raw material is moved in, and fewer finished goods are moved out. That’s less freight — especially for those running dry vans and flatbeds.

(Source: Institute for Supply Chain Management.)

What’s the Freight Forecast Based on the PMI?

Here’s where it gets real. According to the latest ISM report, new orders and backlogs are both down, meaning shippers aren’t just producing less — they’re not even planning for more. That’s a freight double-whammy.

  • Downstream Shippers: Think auto parts, construction materials, or manufacturing components — expect tighter volumes.
  • Upstream Shippers: If you’re running food-grade, reefer, or final-mile loads — you’re more insulated, but don’t get too comfortable.
  • Flatbed? Buckle up. Construction spending is still up, but heavy equipment and materials may slow if manufacturing slumps persist.

This is where smart carriers can at least be better educated on what drives the market in the future.

Why a 49.1 PMI Could Be a Green Light — For the Right Carrier

Here’s the kicker — even though the market is slowing, there’s room for smart, well-positioned carriers to grow.

Let’s use real-world logic:

So if you’ve built a reputation, have your systems in place, and know your lanes — you can offer consistent service and leverage your key differentiators.

3 Ways to Use This PMI Data to Your Advantage

1. Get Forward Thinking

National freight might slow, but there are still options — especially around industrial hubs (think green mile). Consider how to reposition equipment closer to where freight is dense even when the national tape goes red.

2. Build Direct Shipper Relationships (or At The Very Least, A Few Good Brokers) — Now

This isn’t the time to be overly reliant on random brokers or spot boards. Shippers are open to building relationships with carriers who:

  • Show up and initiate a conversation about business
  • Offer transparent pricing
  • Communicate clearly

Start with smaller manufacturers in your region. Even 1–2 loads a week locked in directly gives you a starting point.

3. Work Your Margins

A weak PMI means potential freight volume compression. Your profit gets squeezed between rising costs and flat rates due to lowered overall demand for trucks. So:

  • Use a profitability tracker
  • Know your cost per mile, cost per hour, revenue per mile, revenue per hour, and cost per day
  • Refuse loads that don’t meet your breakeven + margin goals

Don’t just chase revenue — protect your margin.

So… What About When PMI Turns Around?

Good question.

History shows that when PMI rises above 50 and stays, freight volumes tick up within 1–2 quarters. That means now is the time to:

  • Build operational strength
  • Clean up compliance and maintenance
  • Lay groundwork with shippers, do not wait……

That way when freight rebounds, you’re not scrambling to get ready — you’re already in motion.

FAQ – Small Carrier Questions About PMI & Freight

Q: If PMI is low, should I stop trying to grow?
A: Not necessarily. If you’re underutilizing capacity, growing strategically (like adding a power-only contract or hiring your first dispatcher) could give you an edge. But be cautious about adding fixed costs unless you have margin room.

Q: I haul flatbed — what’s the outlook if manufacturing stays soft?
A: Construction and energy projects still drive flatbed demand. Don’t rely on just steel coil or long-haul mill freight. Might need to look into other more insulated options. 

Q: Will diesel prices fall if manufacturing stays low?
A: Not guaranteed. Global factors like OPEC and weather events move fuel prices. Even if demand dips, supply issues can still cause spikes.

Q: Where can I find PMI data myself?
A: Head to www.ismworld.org each month. Their reports are free and usually drop the first business day of the month.

Final Word — Read the Market, Don’t React to It

The small carrier who studies PMI, monitors market conditions, and plans accordingly will always outperform the one who reacts late.

A 49.1 PMI means freight demand is still tight — but not dead.

You can still win in this market:

  • With discipline
  • With strategy
  • With carrier-shipping relationships
  • And with margin-based decision-making

If you’re just watching the rate on the board, you’re limiting yourself. It’s time to start reading the indicators that tell you where the rates is going.

But, 49.1 is very close to 50. So something to keep an eye on.

Industry Expert Calls for Holistic Approach to Driver Mental Health and Wellness

Monica Rinaldi, Product Manager of Medical Innovations and Strategy at Travelers Insurance, sat down with FreightWaves’ Thomas Wasson on the August 25th episode of What the Truck?!? to discuss the wellness and mental health in trucking and what trucking companies can do to improve support for drivers.

Truck drivers face many challenges to their health and wellness, but there are measures that carriers and other organizations can take to enhance their overall wellbeing.

Truck driving is a demanding occupation that often has a negative effect on mental health due to long hours, overnight shifts, sleep disruptions, and constant stress. “Then you add in isolation, tight delivery windows, a lack of routine,” Rinaldi said. “It can really take a toll.” 

The physical and mental burden is especially taxing to long-haul truckers, who endure conditions that can wear down both mind and body, according to Rinaldi.

Even if they find ways to manage physical health, Rinaldi says, social isolation is another significant challenge for truck drivers.

“You miss birthdays, holidays, all the small things that connect you to your family, even to your community,” Rinaldi said. “While technology can let the drivers check in with home, it’s really no substitute for an in-person connection.” 

In fact, studies show that a lack of social interaction can lead to feelings of loneliness and even depression.

“Access to mental health care is a huge issue,” Rinaldi said. “Many drivers, independents, don’t have access to health care. And even for those who are full-time employees, just getting back to home base to see a provider can be a challenge,” she said. 

Regulatory constraints across state lines further complicate the availability of many virtual mental health services, unfortunately.

The impact of physical health conditions, exacerbated by the nature of the job, also contributes to mental health problems. The sedentary lifestyle of truck drivers can lead to poor nutrition, lack of exercise, obesity, high blood pressure, and diabetes.

“It’s all very interconnected,” Rinaldi said. “And then to make matters worse, you’ve got the job itself. You have high stakes, stress. It’s exhausting.” 

Physical stressors, coupled with mental challenges, create a vicious cycle that can degrade a driver’s quality of life and safety on the road.

According to Rinaldi, the way forward for the trucking industry is to adopt a more holistic approach to driver wellness by integrating mental health into overall driver safety strategies. This includes wellness campaigns and robust employee assistance programs. 

“We need to take a more proactive driver-centered approach and make sure that mental health is treated as part of the overall driver safety,” Rinaldi said.

Training for fleet managers to recognize red flags and early signs of mental health struggles can be pivotal. There are many benefits of integrating mental health initiatives into corporate strategies. 

“Mental wellness can help lead to better performance, fewer incidents, and longer careers,” Rinaldi said. This approach, according to Rinaldi, not only supports driver wellbeing but also helps improve driver retention, a significant business advantage in a competitive industry.

Stigma around mental health, especially in a traditionally male-dominated industry like trucking, is another pervasive barrier to mental health support. 

“Many drivers, especially men, don’t want to admit that they’re struggling,” Rinaldi said. “A lot of them are worried it’s going to affect their job.” Overcoming this  barrier is critical to encouraging drivers to seek the mental health support they need.

A proactive industry-wide response is key to fostering an environment where mental health is prioritized and stigma is diminished. Programs that facilitate open discussions, provide education, and promote mental health resources can make a significant difference. 

“Giving these drivers tools to manage stress is good for them, but it’s also a smart business move,” Rinaldi said. Driver well-being is just one part of a strategy of sustainable business practices.

Enhancing driver mental health care requires comprehensive approaches combining industry support, policy change, and cultural shifts to break down barriers and promote well-rounded health. As the trucking industry evolves, implementing robust mental health and wellness initiatives will not only improve the lives of drivers but also enhance safety, efficiency, and productivity on the road.

To learn more about these initiatives and accessing resources, read this Travelers Institute white paper on Investing in Mental Well-Being. The Travelers Institute offers a wealth of information aimed at equipping both drivers and companies with the knowledge needed to create a healthier, more sustainable industry.

Through focused efforts on all fronts, the trucking industry can pave the way for a future where driver wellness is an inherent part of operational success and culture.

Click here to learn more about Travelers Insurance.