The Company That’s Doing it Different

Article brought to you by eTruux

Despite the fast-paced world of logistics and its slim margins, eTruux is helping to build trust between shippers and carriers with its innovative platform. At the helm of this transformation is Shan Ravin, CEO of eTruux, whose vision of transparency has been instrumental in shaping the company’s trajectory.

In the November 5 episode of FreightWaves’ What the Truck?!? with Malcolm Harris, Ravin delved into how eTruux is navigating industry challenges and innovative strategies for the future.

eTruux began in 2013 as a TMS software company. By 2018, the company expanded its offerings to include ELD manufacturing. The turning point came in 2020, when COVID-19 highlighted inefficiencies in logistics.

“We realized most of our trucking companies were struggling,” Ravin said. “The problem at that time was most of the trucking companies were not able to take care of the shipments that were already there. Finding capacity was an issue,” he said.

Because eTruux already provided both TMS and ELD solutions, Ravin saw an opportunity to provide a comprehensive solution that combined these capabilities. This strategic integration became the cornerstone for what eTruux would evolve into: a seamless platform that enables greater operational transparency and efficiency across the logistics chain.

California’s Assembly Bill 5 (AB5) posed significant challenges to independent owner-operators by changing the way workers are classified. When AB5 was enacted, it forced many trucking companies to restructure.

“Owner operators didn’t have a way of handling this, and the trucking companies couldn’t keep them,” Ravin said. “Many of them relied on our platform and came under our wing.”

eTruux offered these operators a technological solution that ensured compliance while maintaining operational independence. The platform facilitated a connection between shippers and independent drivers, effectively sidestepping the hurdles introduced by AB5.

Another critical issue in logistics is pricing transparency, where carrier rates fluctuate significantly. eTruux addresses this through a pricing model focused not only on fairness but also on motivation.

In Ravin’s opinion, the market doesn’t have to be like that. He says that what’s paid to the trucker is often not a fair amount. “If the pricing is always based on getting a quote that will satisfy the shipper based on the load, then it’s not based on what is paid to the trucking company,” he said.

This approach challenges traditional practices where carriers often receive payments significantly disconnected from shippers’ rates. By ensuring drivers see the actual load payments, eTruux intends to give carriers the opportunity to pursue more fair pay. Etruux believes aligning compensation more directly has a positive impact on service quality and reliability.

“The industry could be streamlined to where we have a much more beautiful relationship between the shipper and the carrier, and that’s what we’re working to create,” Ravin said.

Technology is the backbone of eTruux’s platform, which is built to streamline operations from dispatch to delivery. Digital transformation has been key to eTruux’s success.

“No more pen and paper,” Ravin said. “We build a digital bridge starting from the customer to the trucker and all the way back.” The eTruux platform digitizes most processes, enhancing real-time communication and operational fluidity.

Through its integrations, eTruux makes for seamless transitions from order placement to delivery completion and minimizes the delays and errors typical in traditional operations.

With safety and reliability as top priorities, eTruux capitalizes on its real-time tracking capabilities. Once a load is booked on the platform, both shippers and carriers are kept informed on the shipment’s status. GPS tracking is widely available these days to know where the truck is, but not what the load status is. eTruux’s system lets the shipper know when the load is picked up and delivered, as well as who signed when picking up and delivering, all in real-time.

“Once the shipper enters the load to the system and a trucker accepts, everyone can have peace of mind,” Ravin said. The marriage between carrier GPS and shipper interface provides unprecedented transparency and eliminates uncertainties that used to be unavoidable.

Looking toward the future, eTruux is exploring autonomous vehicles as a potential evolution of service. Though Ravin maintains a firm belief in the invaluable role of human drivers, he says that logistics companies have to adapt to industry changes.

“When we’re short on drivers and trucks, the industry will adapt to autonomous trucks to fulfill shippers’ needs.”

While autonomous fleets are on the horizon, eTruux is committed to supporting drivers while positioning itself to lead the charge in embracing innovative solutions.

By offering an integrated platform that addresses contemporary and future challenges, eTruux hopes to strengthen the connection between shippers and carriers and, in doing so, foster an ecosystem of trust and mutual benefit.

Trade volatility hits Hapag-Lloyd profits

Hapag-Lloyd said nine-month profits fell as global trade disputes led to uneven demand and depressed freight rates.

While overall revenue for the German ocean carrier improved to $16.05 billion from $15.28 billion in the same period a year ago, group profit fell to $946 million from $1.83 billion.

“In the third quarter of 2025, the earnings improved compared with the second quarter but remained significantly below prior-year due to low freight rates and upward cost pressure,” the company (HLAG.DE) said in a release.

Lower group pre-tax (EBITDA) and operating (EBIT) earnings pushed margins down to 17% and 6%, respectively, from 24% and 13% a year ago.

Liner shipping revenue increased to $15.7 billion from $14.9 billion y/y on a 9% improvement in transport volumes to 10.2 million twenty foot equivalent units (TEUs) from 9.3 million TEUs, mainly on growth in east-west trades.

Hapag-Lloyd and Maersk (MAERSK-B.CO) inaugurated the Gemini alliance of joint services in 2025. The partnership helped grow the former’s Asia volume by 19.2%.

But the world’s fifth-largest container carrier said liner EBITDA and EBIT margins dropped to 15.5% and 4%. Maersk by comparison reported margins of 19.5% and 6.2% in the recent quarter. Network transition and start-up costs for Gemini, and congestion related costs in various parts of the world hit margins, the carrier said.

The average freight rate was $1,397 per TEU, down 4.8% from $1,467 the year prior on volume that was 6.1% higher. By comparison, global volume improved by 3.7% in the third quarter.

Hapag-Lloyd narrowed its full-year EBITDA forecast range to $3.1 billion-$3.6 billion, and EBIT to $600 million-$1.1 billion.

Find more articles by Stuart Chirls here.

Related coverage:

Rare October as container volumes, China recovery diverge

Houthi Red Sea stand down: ‘Seismic’ impact on shipping

Ocean rates tested by capacity conundrum

Container imports off 17.6% at leading US port

Two aftermarket truck parts suppliers combining into one

Two leading suppliers of aftermarket parts for trucks are combining, with two aftermarket truck parts suppliers combining into one, with FleetPride and TruckPro joining forces.

The combined company will be branded under the FleetPride name. In its late October announcement of the deal, the company said the combined parts supplier will “deliver enhanced value to its customers through greater parts availability, deeper technical expertise, best-in-class service and an enhanced ecommerce experience.”

A spokeswoman for FleetPride described the two businesses as “very similar and complementary.” “Our branch and store locations serve B2B and B2C customers while our service locations offer heavy duty truck service and maintenance to customers for their trucks,” she said.

FleetPride’s debt burden gone

The merger between the two companies comes several months after debt rating agency Moody’s cut the corporate family grade for FleetPride by one notch, to Caa1. It also kept the outlook on the company at negative and in its report criticized company management.

Moody’s said of FleetPride that “despite efforts to improve operating results, the company will continue to operate with very high leverage, low interest coverage and weak liquidity attributed to ongoing negative free cash flow.”

It also said FleetPride faced “looming debt maturities that if not addressed timely will result in an untenable capital structure.”

But that is no longer an issue. The debt that concerned Moody’s has been repaid, according to Moody’s announcement that it was withdrawing its rating on the company.

S&P Global Ratings made the same move. But the B- rating on one series of outstanding debt at FleetPride was higher than the Caa1 Corporate Family Rating at Moody’s. S&P Global had a stable outlook on the company, stronger than the negative outlook at Moody’s.

The B- rating at S&P Global is six ratings below the dividing line between investment grade and non-investment grade debt. The Caa1 rating is seven notches below that cut line.

In the late October announcement of the transaction, no sales price or a figure on the combined value of the new entity was provided. Both companies were owned by private equity: FleetPride by American Securities and TruckPro by Platinum Equity.

FleetPride CEO to head up new firm

The president of the combined company will be Tom Greco, the former Advance Auto Parts (NYSE: AAP) CEO who joined FleetPride as CEO in July. In a prepared statement announcing the deal, the combined companies also said Chuck Broadus, who is currently TruckPro president and CEO, will continue to head up that company as it looks to integrate the two now combined firms.

“Chuck will work closely with Tom and support the integration efforts over the coming months,” the prepared statement said.

Headquarters for the combined company will be in Irving, Texas, where FleetPride is based now. There will be a satellite office in suburban Memphis, which is where TruckPro is based.

Mark Lovett is the managing director of American Securities and will be chair of the board of the combined companies. He echoed the FleetPride spokeswoman on the strengths of the deal.

“By combining two high-performing businesses with complementary strengths, we’re building a platform with the scale, technology and talent to lead the industry and deliver sustainable growth for customers, team members and suppliers alike,” he said.

His counterpart of Platinum Equity, Louis Samson, said of the combination, “We’ve long thought these businesses were destined to come together and have been developing this opportunity since we first acquired TruckPro.” In the 2019 transaction, Platinum Equity bought TruckPro from Harvest Partners, also a private equity firm.

The combined FleetPride will have more than 450 locations, 110 service centers and six distribution centers: California, Connecticut, Georgia, Tennessee, Texas and Illinois.

More articles by John Kingston

Truck parts supplier FleetPride holds on to speculative debt ratings

RXO faces a rate squeeze: what it means for the 3PL

Beautiful women, open doors and drivers: trucking cybersecurity risks proliferate

3PL Systems and Shiplify bring new transparency to LTL accessorials

In less-than-truckload (LTL) shipping, even seasoned brokers struggle to quote shipments accurately. The issue rarely lies with the base rate; it’s the hidden accessorial charges that disrupt margins and relationships. Residential deliveries, liftgate requirements, and limited-access locations often go unnoticed until after booking, resulting in rebills, disputes, and frustration for both brokers and shippers.

Despite the growing sophistication of transportation management systems (TMS), identifying accessorials in advance has remained largely manual. Brokers often rely on experience, map lookups, or incomplete shipper information to estimate whether a delivery might require special equipment or access restrictions. That guesswork has long made LTL quoting one of the most error-prone areas of freight management.

The Complexity of Accessorials

“LTL pricing is notoriously messy,” said Cameron Robertson, CEO of 3PL Systems, “A lot of people don’t realize what accessorials are needed for that location or load. They run the rate and get a price, and then they get a rebill and are left wondering where the additional charge came from.”

That uncertainty stems from inconsistency across carriers. “Limited access delivery is one of the biggest problem areas,” explained North Winship, President of Shiplify. “Each carrier defines it differently. What one considers limited access, another might not. Liftgate charges are another common surprise. Without visibility up front, it’s easy for these costs to slip through.”

Technology Steps In

Automation tools are beginning to change that. Shiplify’s integration with 3PL Systems’ BrokerWare TMS has embedded accessorial intelligence into the quoting process. Instead of generating a quote first and adding accessorials later, the software now identifies and applies potential fees automatically, before the rate is finalized.

This means the true carrier-specific cost of a shipment is seen immediately, allowing more accurate quotes and reduce rebills. “Brokers no longer have to toggle between screens or manually research locations,” Winship said. “If you can trust the data up front, you eliminate time spent on verification and reduce billing disputes.”

Robertson added that consistency is the biggest gain. “It’s not just about speed. When every quote applies accessorials the same way, brokers protect their margins and deliver more predictable pricing for customers.”

Streamlining the Broker Experience

For users, the process is designed to be seamless. The integration runs quietly in the background, analyzing addresses and flagging accessorials without requiring extra input. “Customers have responded positively because it just works,” Robertson said. “They don’t have to change their workflow or jump between systems. The automation handles the complexity for them.”

The industry is moving towards more end-to-end visibility and automation. As brokers take on more shipments across more carriers, efficiency and accuracy in quoting become critical to competitiveness.

The Next Phase of Automation

Both Winship and Robertson see this as one part of a larger movement to automate the LTL lifecycle. Winship sees potential in expanding accessorial intelligence even further. “We’re building out more location-specific datasets, things like appointments, lumpers, and guard shacks, that can help carriers, brokers, and shippers make better decisions. The more we understand about where accessorials occur, the more predictable LTL becomes.”

A Step Toward Predictability

Automation can’t eliminate every variable in LTL shipping, but it can make quoting far more transparent. By surfacing hidden fees early, brokers reduce the risk of margin erosion and build greater trust with both carriers and customers.

As Winship summed it up: “When brokers can see all the costs up front, they’re not just quoting freight, they’re creating confidence in every transaction.”

Trucking’s Two-Front War: Capacity Contracts And Costs Explode

In the November 4 episode of Loaded and Rolling, Michael “Mike” Precia, president and chief strategy officer at Fleetworthy, sat down with host Thomas Wasson to paint a vivid picture of the current challenges facing the trucking industry. According to Precia, there are two primary adversaries confronting fleets today: shrinking truckload capacity and climbing operational costs. Handling these pressures is difficult even for the best fleets.

The trucking industry has been burdened by rising costs in various sectors, including tolls and insurance premiums. “The cost of tolling has nearly doubled in the last few years, and some fleets have seen insurance premiums rise by as much as forty-three percent in just five years,” Precia said. Fleets face unavoidable expenses across the country, and the surging costs of tolling and insurance are emblematic of the broader financial pressures on the market. Many fleets are forced to seek cost-effective solutions wherever possible.

Partnerships play a crucial role in tackling these financial difficulties, according to Precia. Partnering with companies like Fleetworthy offers fleets the technology and support needed to manage costs efficiently.

Fleets have long trusted Bestpass for toll management, Drivewyze for weigh station bypass, and Fleetworthy for compliance management. Now, these strengths are united under the Fleetworthy name to deliver a full suite of solutions that drive fleet readiness.

“The benefit of Bestpass by Fleetworthy is we have the largest tolling network in the United States,” said Precia. “While tolls themselves might increase, you need to work and partner with a vendor that can help you avoid toll violations that can make that rising cost even more expensive to your carrier.”

As operational costs rise, trucking companies must adapt by leveraging technology. This approach not only aids in cost reduction but enhances safety and compliance. Drivewyze, another key component of Fleetworthy’s offerings, addresses weigh station stops and lineups with the nation’s largest weigh station bypass coverage. That means significant savings in fuel, time and improved driver experience.

“Drivewyze is partnered with all the major ELD providers in the industry,” Precia said. This integration, he says, allows clear notifications for bypasses on the device already in the cab and reduces the need for abrupt lane changes. That, in turn, lowers the risk of accidents while staying fully compliant.

This integration represents a larger trend within the industry toward using technology to streamline operations and reduce unnecessary costs.

Compliance remains a pivotal aspect of maintaining profitability and safety within the trucking industry. “There’s a difference between compliance and safety, but they’re highly dependent on one another,” Precia said.

Due to factors such as nuclear verdicts and increased risks on the road, insurance has also become an increasingly escalating cost burden for the trucking industry. The sharp increase means fleets need to adopt robust safety and compliance measures to mitigate risk and manage insurance costs effectively.

Fleets that prioritize compliance are more likely to enjoy lower insurance premiums and fewer costly accidents, which ultimately boosts the bottom line. “Compliance has a very tight connection to the safety in the cab for the driver, so the things that you do on the compliance side are going to lead to more successful roadside inspections,” Precia said. “That’s what happens when you’re doing all the things on the front end to make sure that you’re delivering a safe drive and route for the driver.”

Fleetworthy’s solutions aim to provide fleets with the tools needed to improve their compliance standings. From electronic Driver Qualification (DQ) files to consistent monitoring of the FMCSA and DOT regulations, these solutions help fleets stay ahead of compliance requirements.

“We say the quicker you can start building a culture of safety compliance, the better,” Precia said. A solid compliance record can significantly improve a fleet’s insurance profile and risk management, which can be a deciding factor in verdicts.

“You need to show a history of following the regulations and you have to have solutions and systems in place so that if you get audited you can show that you take compliance very seriously,” Precia said. “That’s where Fleetworthy comes in. It helps to partner with people to do the day-to-day blocking and tackling so that when accidents do happen, you can demonstrate that it’s not because you don’t take compliance and safety seriously.”

By taking advantage of comprehensive fleet management solutions, fleets can safeguard against unexpected expenses and improve overall efficiency.

Fleetworthy, through its triad of service lines, including tolling solutions, weigh station bypass technology, and compliance support, strives to provide fleets with the tools necessary for optimizing their operations.

Looking ahead, Precia noted that Fleetworthy is watching AI very closely.

“Our plan is to use AI in a responsible way,” Precia said. “The best way for us to utilize AI is when we can connect data sources and pieces of data and deliver more actionable information to our customers.”

Due to the nature of safety and compliance, that data has to be accurate and reliable. “We will be able to help fleets make decisions that are more proactive in mitigating future risk,” Precia said. “We have a three legged stool approach: we know and work closely with our technology, our people, and our data.”

The trucking industry’s battle on the fronts of capacity contracts and rising costs is daunting, but not insurmountable. Through strategic partnerships and a steadfast commitment to safety and compliance, fleet operators can navigate these challenges successfully. As fleets optimize operations and stay focused on compliance, they can not only protect their operations today but build a resilient foundation for tomorrow.

Click here to learn more about Fleetworthy.

European Union moves to revoke duty-free status for parcel imports

A man at a podium, left, and a woman at podium, right, speak at an EU ministerial forum with a blue EU background.

European Union ministers on Thursday voted to eliminate duty-free status for small parcel imports, joining the United States in upending a popular mechanism for e-commerce platforms to directly ship orders across borders to households at low cost.

The agreement would eliminate the 150 euro customs threshold, equivalent to $174, below which shipments are exempt for paying duties in 2028, dependent on the successful completion of a centralized EU customs data hub that would replace fragmented national systems for processing trade flows. The online portal would be able to calculate and transmit customs debt owed on a per-item basis for packages entering the European Union.

Officials will now work on a temporary way to collect duties on low-value goods as soon as possible in 2026, according to the EU announcement.

The U.S. threshold for charging customs duties was $800 per individual shipment.

“We ensure that duties are paid from the first euro, creating a level playing field for European businesses and limiting the influx of low-cost goods,” said Stephanie Lose, Denmark’s minister for economic affairs.

The agreement on de minimis follows a European Council decision in June to collect a flat e-commerce handling fee of 2 euros, starting in November 2026, aimed at addressing the influx of inexpensive imports from Alibaba, Shein, Temu and other platforms in China.

The so-called de minimis rule has been under fire in the U.S. and Europe for giving foreign sellers an unfair advantage over domestic producers and traditional bulk imports of retail goods. European officials have also raised environmental concerns from extra packaging and vehicle emissions used to transport individual shipments instead of consolidated ones designed for store distribution. U.S. authorities have also criticized the trade-facilitation program as enabling the smuggling of illegal drugs and counterfeit products because e-commerce shipments can bypass regular customs checks.

The European Union received 4.6 billion parcel imports in 2024. According to estimates, up to 65% of small parcels entering the region are undervalued to avoid import duties and 91% of all e-commerce shipments valued below 150 euros came from China last year. Collecting duties on these shipments is expected to bring in $1.2 billion per year in customs revenue.

Although parcels valued below 150 euros are exempt from customs duties they are still subject to value-added tax and customs declarations in the EU.

Airfreight demand from China and Hong Kong to the U.S. has declined since May, when the Trump administration banned favorable customs treatment for small-dollar shipments. But e-commerce volumes from China to European countries have surged this year. In August, the U.S. government revoked the de minimis exemption for shipments from all countries.

Large online sellers have responded to the new rules by shifting much of their inbound inventory to ocean containers and fulfilling e-commerce orders from U.S. warehouses.

Write to Eric Kulisch at ekulisch@freightwaves.com.

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

De minimis light? Retailers explore postal shipping in new tariff age

October freight shipments plunge, Cass data shows

a maroon tractor pulling a blue ocean container on a highway

Freight shipments fell sharply in October but higher rates kept total freight spend in check, according to a monthly report from Cass Information Systems.

Cass’ multimodal shipments index fell 4.3% from September (down 2.1% seasonally adjusted) to the worst October reading since 2009. The dataset was off 7.8% year over year, an acceleration from a 5.4% y/y decline in September.

October 2025	y/y	2-year	m/m	m/m (SA)
Shipments	-7.8%	-10.0%	-4.3%	-2.1%
Expenditures	-0.2%	-6.1%	-3.9%	-2.1%
TL Linehaul Index	3.0%	0.7%	1.1%	NM

Table: Cass Information Systems (SA – seasonally adjusted)

The Thursday report said shippers are continuing to consolidate smaller loads into full truckloads to counter rising less-than-truckload pricing, despite overall soft demand. October’s weakness was shared by LTL carrier management teams during third-quarter calls. Some acknowledged the modal shift while also pinning the lower volumes on continued softness in the industrial and housing markets.

The Cass report flagged the potential for a 10% y/y decline in shipments during November if typical seasonal trends occur. That would be the largest y/y decline since August 2023. It said the “demand air pockets are likely to continue,” noting a pending Supreme Court ruling on tariffs would influence the cost of consumer goods and, consequently, future freight demand.

SONAR: Contract Load Accepted Volume Index for 2025 (blue shaded area), 2024 (green line) and 2023 (pink line). The index measures accepted load volumes moving under contractual agreements. It excludes all rejected tenders. The index remains well below prior-year levels. To learn more about SONAR, click here.

The volume weakness weighed on Cass’ freight expenditures index, which measures total freight spend, including fuel. The index fell 3.9% from September (down 2.1% seasonally adjusted) and was off 0.2% compared to last year.

Freight continues it's epic collapse, with the Cass Shipment Index giving off some of the most significant warning signs about the state of the goods economy.

The Cass Shipment Index, the benchmark freight index, has dropped to October 2009 levels, the height of the Great… pic.twitter.com/7Th3lCtWMM
— Craig Fuller 🛩🚛🚂⚓️ (@FreightAlley) November 14, 2025

With volumes off 7.8% y/y in October but expenditures down just 0.2%, the report said actual freight rates were likely 8.2% higher y/y in the month (flat with September when seasonally adjusted). (However, Cass is assessing the impact of a changing freight mix toward TL and has paused releasing its inferred rate data.)

The TL linehaul index, which tracks rates excluding fuel and accessorial surcharges, increased 1.1% sequentially and 3% y/y. The dataset has logged y/y increases in every month this year.

“Some of the recent increase may be temporary, and as pre-tariff activity fades, truckload spot trends have softened in early November,” the report said.

Truck capacity continues to contract as carrier bankruptcies mount and operating margins at even the best-in-class fleets are at “generational lows,” forcing them to dial down equipment investment, Cass said. While also noting unit count declines at private fleets, it said much of 2026 hinges on “the affordability reductions that tariffs are beginning to impose on U.S. consumers.”

SONAR: Outbound Tender Reject Index for *2025 (blue shaded area), 2024 (green line) and 2023 (pink line)*. A proxy for truck capacity, the Outbound Tender Reject Index shows the number of loads being rejected by carriers. *Current tender rejections are not signaling a recovery.*

Data used in the indexes comes from freight bills paid by Cass (NASDAQ: CASS), a provider of payment management solutions. Cass processes $36 billion in freight payables annually on behalf of customers.

More FreightWaves articles by Todd Maiden:

What Makes an Ethical Dispatch Service

The industry has a serious love/hate relationship between motor carriers and brokers. That relationship can be even more volatile with dispatch services in between the brokers and the carriers. The reality is that in today’s market, carriers are looking for every edge they can find to get the best rates possible to secure the future of their companies. At between 3-10% of a truck’s revenue, small carriers find value in having a contract dispatch service not only finding loads to keep them rolling, but also to provide vital back-office support to ensure continuous cash flow. Since dispatch services are unregulated, and fall outside the purview and jurisdiction of the Federal Motor Carrier Safety Administration (FMCSA), there is a significant risk to a motor carrier who works with a dispatch service. This piece serves to break down a “good” or “ethical” dispatch service verses a “bad” one, and the value that a proper dispatch service brings to the industry.

Risk of Using a Dispatch Service

Dispatch services operate by representing carriers to freight brokers for the purpose of booking loads and providing support to the carrier in a variety of back-office functions. In order to do this, a carrier must trust the dispatcher with critical company information like their FMCSA authority certificate, a voided check, a notice of assignment (NOA) from the factoring company, and a certificate of insurance (COI). These documents allow anyone to successfully book loads in a carrier’s name. Depending on the additional services provided, a dispatcher may be given access to a carrier’s email, invoicing software, portal access for insurance, and a host of other sensitive, password protected data points that, in the wrong hands, can be used to cause havoc in the carrier’s name. Information access is the greatest risk, but it’s not the only one.

A dispatcher is the public face of a motor carrier. Their demeanor, integrity, and ability to communicate speaks volumes toward the reputation of a carrier. A good dispatcher can, in the worst of situations, serve as a willing conduit for information and support for brokers when things go bad. Clear and effective communication between a dispatcher (on the carrier’s behalf) and a broker could be the difference between a broker-imposed industry sanction (like a Highway or Watchdog report) and a successful, mutually beneficial solution to any problem that makes both the carrier and broker look like heroes. Misrepresentation of carrier’s capabilities and intentions by the dispatcher damages the carrier to an extreme point and can cause the carrier to lose business.

Carriers rely on dispatch services to ensure that the carrier is running “legal”. In this context, we are referring to hours of service (HOS) compliance, among other compliance items. A dispatcher can put a carrier in such an awkward position that the carrier will be forced to violate HOS regulations in order to meet service expectations. A dispatcher is also in a position to overload a carrier if they are not careful. Today, many carriers seek to consolidate freight in order to achieve positive margins. Overcommitting freight weight or freight value can cost a motor carrier a fortune in fines and claims.

Dispatch services essentially operate as fleet managers for small carriers. They have virtual control of business and operations so that the carrier can focus on driving. This requires trust and assurances that the dispatch service has the skill and capability to meet stated responsibilities and have the ability to shoulder liability of mistakes that are made. Too often, bad dispatch services will disappear or brush off liability issues to the detriment of the motor carriers they serve.

What Dispatch Services Can and Cannot Do

In 2023, FMCSA issued guidance to the industry regarding the organizations referred to as “Dispatch Services”. There is no statutory definition of such services, but the guidance offered is designed to prevent such services from infringing on brokerage activity. FMCSA guidance attempted to delineate if a dispatch service requires a broker authority or not. It is from this delineation that we can classify a dispatch service as ethical.

There are 9 criteria under which a dispatch service is not required to have a broker authority. Each is followed by a clarifying example to illustrate the guidance:

“The dispatch service has a written legal contractual relationship with a motor carrier that clearly reflects the motor carrier is appointing the dispatch service as a licensed agent for the motor carrier. This is often a long-term contractual relationship. The written legal contract should specify the insurance and liability responsibilities of the dispatch service and motor carrier.”

There must be a contract between the carrier and dispatcher. That contract needs to spell out the full scope of services and arrangements, including the liabilities each side takes on as part of that relationship.

“The dispatch service complies with all state licensing requirements, if applicable.”

There are very few, if any, states that define a dispatch service in a licensing sense. Ethical services should at the very least be a registered corporate entity with the applicable Secretary of State office, and have a Department of Treasury Employer Identification Number (EIN) to demonstrate legitimacy as a business entity.

“The dispatch service goes through a broker to arrange for the transportation of shipments for the motor carrier and does not seek or solicit shippers for freight.”

This restricts the dispatcher’s activities to presenting motor carriers for spot or contract lanes advertised by freight brokers. The critical point of this guidance is that dispatchers are not permitted to solicit freight from shippers in any way.

“The dispatch service does not provide billing or accept compensation from the broker, third-party logistics company, or factoring company, but instead receives compensation from the motor carrier(s) based on the pre-determined written legal contractual agreement.”

Dispatchers are only paid by motor carriers. Compensation on behalf of the broker, shipper, or other entity is forbidden. That is not to say that a dispatcher cannot be paid by the carrier through other means. Factoring companies often offer carriers the ability to pay dispatchers for the carrier, but that is a specific service the carrier must request from the factoring company.

“The dispatch service is not an intermediary or involved in the financial transaction between a broker and motor carrier.”

This means the dispatcher cannot handle the carrier’s money from shippers or brokers. This would require the dispatcher to hold a form of trust or bond. The broker pays the carrier (or factoring company per Notice of Assignment). The dispatcher may negotiate rates, and even file invoices on the carrier’s behalf, but never handles monies.

“The dispatch service is an IRS 1099 recipient from the motor carrier, or a W2 employee of the motor carrier as specified in the legal written contract agreement.”

This is usually addressed in the contract, and most often is a 1099 role.

“The dispatch service discloses that they are a dispatch service operating under an agreement with a specific motor carrier, and the shipment is arranged for that motor carrier only.”

This is the “Dispatch Transparency” requirement. Dispatchers are not allowed to act as the carrier. They must disclose that they are a dispatcher. This is best done with a disclaimer in the dispatcher’s email signature block.

“The dispatch service does not subsequently assign or arrange for the load to be carried/moved by another motor carrier.”

FMCSA concedes that it is not financially feasible for a dispatcher to only represent a single carrier only. Knowing that dispatchers may represent multiple carriers at any given time, the dispatch service is not permitted to utilize a load booked for “Carrier A”, and have “Carrier B” haul the freight. If Carrier A is not able to meet a load obligation (breakdown, delays, etc), the dispatcher can offer to the broker Carrier B as a recovery option. If the broker agrees to such a change, a new rate confirmation must be issued formally assigning the load to Carrier B. The dispatcher cannot “do the broker a favor” and quietly substitute carriers. There is a formal process for this rooted in legal liabilities and an ethical dispatch service will follow that process to the letter. To do otherwise would put the dispatch service in a position of illegal brokerage.

“A dispatch service does not provide their “services” for a motor carrier unless that motor carrier specifically appointed the dispatch service as their agent in accordance with the aforementioned requirements.”

Some dispatch contracts have a formal Letter of Appointment for the carrier to sign that designates the service as being able to perform dispatch functions on the carrier’s behalf. Some will use a Limited Power of Attorney for the same purpose. A dispatcher must be willing to provide this document to the broker, if requested.

Despite these recommendations, FMCSA does admit that they are not enforceable by the agency. These guidelines, however, help carriers and brokers determine if the dispatcher is operating in the industry’s best interests.

How to Select an Ethical Dispatch Service

From the day that a motor carrier applies for a DOT number, they are inundated with solicitations for dispatch support, among other services, usually from foreign entities. Carriers need to be cautious about who they choose to do business with. The best dispatchers rarely advertise. A carrier can get tips on ethical dispatchers from other carriers. Probing social media seems to be the easiest way to find a dispatcher, but a carrier should not just agree to work with the first person who reaches out to them. Vetting of dispatch services is critical.

Vetting should include an interview between the dispatcher and carrier. Carriers should seek to know the experience level of the dispatcher. Does the dispatcher offer references? Does the dispatcher offer a draft agreement for the carrier to review? Does the dispatcher have any other industry experience (former driver, warehousing, broker, etc). Does the dispatcher have a website or a private email domain? Is the dispatcher registered as a legal entity with their Secretary of State’s office and is in good standing? Are there any reviews about the dispatcher, good or bad? Does the dispatcher have a process for vetting brokers?

Additionally, a good dispatcher will vet a carrier in the same interview. If the dispatcher is not taking a critical interest in the carrier’s business or does not ask questions regarding the carrier’s expectations or needs, move on to the next interview.

Summary –

A “bad” dispatcher is a drain on a motor carrier, where a “good” dispatcher can add real value. Even FMCSA acknowledges that dispatch services, properly run, can be an integral part of the transportation network. However dispatch services are not for every carrier. A carrier must determine for themselves if a dispatch service is a necessary component to their business. After all it is an additional cost (anywhere from 3-10% depending on equipment and scope of service provided) and does the addition of a dispatcher bring additional value enough to cover that cost?

If you need assistance in evaluating a dispatch service, contact the Freight Fraud Task Force on LinkedIn or from our website at https://freightfraudtaskforce.com.

Your First Winter as an Owner-Operator — How to Stay Rolling When the Cold Hits Hard

The first real winter as an owner-operator feels a lot like your first year running your own business — the weather just exposes what you didn’t prepare for. Cold doesn’t care how motivated you are, how nice your truck is, or how solid your dispatcher sounds on the phone. When the temps fall below freezing, everything that’s weak — your maintenance plan, your fuel habits, your finances — starts to show.

Every experienced driver can tell you their first-winter story. The gelled fuel in Nebraska. The air line that froze at a Petro in Pennsylvania. The load that sat for 36 hours because ice and snow buried the shipper’s lot. But what separates the driver who barely survives winter from the one who uses winter to get ahead comes down to preparation — and not just the checklist kind.

This is your practical guide to getting through winter 2025 as a new owner-operator — built around real-world lessons, not pulled out of thin air.

1. Build a Cold-Weather Maintenance Plan — Not a Reaction List

Some new operators wait until something breaks to “winterize.” By then, it’s already costing you.
Start by scheduling a winter-specific service interval, not just your next PM. Here’s how that looks in practice:

Battery load testing: Don’t trust voltage alone. Have them load-tested. Cold batteries lose 30-40% of cranking power when temps hit 0°F. Replace before it fails.
Alternator output test: A weak alternator won’t keep up with electric heaters, APU draw, or defrosters running full tilt.
Air-dryer cartridge replacement: Moisture in your air system turns to ice. Replace the cartridge before you get the first freeze warning. It’s a $60 part that can save a $600 road call.
Inspect coolant concentration: Make sure it’s a 50/50 mix or appropriate for your region. Weak coolant can mean frozen hoses — and cracked blocks.
Fuel/Water Seperator: Keep an eye on this and check daily. When you need to drain it, drain it. Don’t let the water build up here.

If you lease to a carrier, confirm whether they cover road calls under maintenance programs. If not, budget one yourself — $500 minimum for emergency breakdowns just in case.

2. Fuel Strategy — Beyond “Don’t Run Below Half a Tank”

Winter fuel management isn’t just about avoiding gel. It’s about protecting your injectors, your idle hours, and your wallet.

Buy regional winter-blend fuel. When you fuel in Minnesota, you’re getting a higher kerosene mix designed for freezing temps. If you fill up in Tennessee before heading north, you may want to plan differently if it is a major temp difference.
Keep anti-gel additives on hand — but don’t overdo it. Over-treating can thin fuel and hurt lubrication. Use manufacturer-recommended doses (Power Service, Howes, or OEM-specific).
Never rely on the same station chain. During winter, price isn’t the only variable — quality and blend consistency matter. Rotate between reliable stops in cold regions.
Fuel filter discipline: Replace your primary and secondary filters every 15-20k miles in winter. Contaminated fuel thickens faster and plugs filters before it gels.

And here’s something most rookies never think about: idle hours. Every extra hour you idle below freezing racks up wear and fuel waste. If you have an APU, check its fuel draw and battery health now.

3. Electrical and Visibility — Where Safety Meets Sanity

Winter electrical issues account for more downtime than engine failures. Cold metal shrinks, vibration increases, and resistance spikes. Here’s what to check before the first freeze:

Inspect all grounds. Corrosion builds where wires meet frame points. Clean and tighten. Use a wire brush to get the buildup off.
Upgrade to LED work lights if you haven’t. They pull less power and cut through fog and snow glare better.
Replace wiper blades — not when they fall apart. And keep an extra set in the cab.
De-ice the windshield before starting wipers. Running them on ice strips the rubber instantly.
Carry two gallons of washer fluid in the cab — not on the catwalk. It freezes back there.
Cabin heater filter: Check and clean it. Restricted airflow means defroster fogs up faster, not less.

If you’ve never had your windshield freeze inside the cab, you haven’t been north in January yet. Keep a microfiber towel handy for interior moisture buildup.

4. Tires, Chains, and Traction Strategy

Most new owner-operators misunderstand tire prep. It’s not just about chains — it’s about pressure, tread, and timing.

Tire pressure: Cold air drops PSI about 1 lb for every 10°F drop. That means your 100 PSI summer setup could be at 85 PSI when temps hit single digits — increasing wear and decreasing traction.
Tread depth: Drive tires should have at least 6/32″ in winter regions. Anything less, and your braking distance doubles on ice.
Chain law prep: If this applies to you, keep chains organized and pre-fitted. Don’t wait until a scale stop. Practice installing them in dry weather — once.
Air hose treatment: Spray quick-connects with silicone lubricant to prevent freeze-lock.

And don’t forget about your trailer tires. Frozen brakes from moisture buildup cause some of the costliest roadside delays in winter. Drain your air tanks weekly, minimum.

5. Freight Planning — The Business Side of Winter

Winter prep isn’t just mechanical — it’s financial and strategic. You’re going to lose days to weather. The key is planning those losses so they don’t knock you out of business.

Rate Adjustments and Routing

Freight slows after the holidays, and winter storms add unpredictability. Use the “blue to blue” strategy — not national averages — to choose where to run.

Example:

Chicago to Minneapolis might pay $2.75/mi in November but drops to $2.15/mi in February — and you’re idling in -15°F.
Dallas to Atlanta may pay less per mile but keeps your truck moving daily.

Know your breakeven. Know when to park instead of chase.

Emergency Fund Rule of Thumb

Set aside at least 5% of every settlement through March as a winter reserve. That covers:

Tow bills (avg. $800 – $1,200 for freeze-related recoveries)
Hotel costs if you’re down overnight
Lost revenue when weather cancels dispatch

Scheduling Smarter

If you’re leased on, communicate early with your dispatch or broker. Ask direct:

“If I’m delayed by 24 hours for weather, does this contract include detention or truck-ordered-not-used protection?”

Many first-year owner-operators skip that conversation until they lose a full day waiting at a frozen warehouse.

6. Cargo and Equipment Winterization

If you haul reefer freight or temperature-sensitive goods, this section is non-negotiable.

Reefer Pre-Trip: It’s another engine. Make sure to get back there and make all of your pre departure checks, including oil and coolant.
Fuel for Reefers: Don’t assume your reefer tank burns clean diesel all winter. Use additive-approved blends to prevent gelling there, too.
Dry-van precautions: Condensation kills freight. Install vented air flow or use desiccant packs for high-humidity cargo.

For flatbed operators:

Keep anti-slip mats on hand and dry in case you need to hop on the deck — they freeze to the deck otherwise, so be sure to stow away if you aren’t using.
Store tarps indoors overnight if at all possible before arriving at a pick; frozen tarps rip easily. Not always practical but if you are heading into extremes, this is a tip that can help when you can.

7. Cold-Weather Survival Kit — Not Just for Emergencies

Every rookie driver throws a few items in a duffel bag and calls it a “survival kit.” Here’s what a real one looks like:

Core Essentials:

Thermal coveralls or bibs
Insulated gloves + nitrile liners
Chemical hand warmers (cheap but effective)
Waterproof boots with traction soles
Blanket or sleeping bag rated -20°F
Flashlight + spare batteries
Non-perishable food and protein (cans, energy bars, jerky)
3 gallons of bottled water
Spare DEF jugs (DEF freezes at 12°F)
Small propane heater or electric blanket (if APU fails)

Bonus Tip: Keep one set of “dry clothes” sealed in a plastic bag. There’s nothing worse than climbing into the bunk soaked after chaining up in freezing rain.

8. Communication and Contingency Systems

When cell coverage drops or weather locks you in, information becomes your lifeline.

Weather apps: Use multiple — MyRadar, Weather Channel, and NOAA. Double-verify forecasts.
CB radio: Old-school, but when LTE fails in Wyoming, it’s the only thing that still works.
Emergency contacts: Keep carrier safety and roadside numbers written on paper in case your phone dies.
Satellite messaging (Garmin InReach or Apple Messages): Worth it if you run remote lanes.

Some new operators underestimate how quickly conditions change in high-plains states, especially if they have never ran them. The forecast you saw at 6 a.m. means nothing at 4 p.m.

9. Mental Prep — The Part Nobody Talks About

Winter fatigue is different. The days are shorter, rest areas fill faster, and the stress of chaining up or crawling over black ice wears you down. Here’s how to manage it like a pro:

Slow your schedule. Add one buffer day per week for weather delays.
Hydrate. You’ll dehydrate faster in dry, cold air.
Stay moving. Get out and stretch every 3–4 hours. Cold stiffness leads to back injuries, and other soft tissue stuff..
Plan parking early. By 5 p.m., northern truck stops are full. Don’t gamble on “just one more hour.”

Remember: your first winter isn’t just about making money — it’s about surviving to see your second.

10. When to Park

Sometimes the best move is no move. If DOT closures hit your route or winds exceed 40 mph on mountain passes, shut it down.
Know where to check:

511 apps by state for road conditions
FMCSA Emergency Declarations for exemptions or closures
Truck-specific social media groups for real-time updates

The cost of a parked truck for 24 hours is cheaper than a jackknife recovery, an insurance claim, or worse. DO NOT PUSH IT!

Final Thought

Your first winter as an owner-operator will test everything — your truck, your planning, and your patience. But it also builds your identity as a business owner. Winter doesn’t care about ambition, but it respects preparation.

When the temperatures drop this year, think of it like another phase of your business — not an obstacle. Schedule your winter PMs like you schedule loads. Run your fuel plan like a budget, not a guess. Protect your time like freight.

Because once you survive your first winter — not lucky, but ready — you’ll join the ranks of drivers who don’t just chase freight. They master the seasons.

Latest US railfreight in the red

Freight traffic on U.S. railroads totaled 493,493 carloads and intermodal units for the week Nov. 8, down 4.9 percent compared with the year-ago period.

Commodities came to 224,651 carloads, up 0.1% y/y, while intermodal containers and trailers totaled 268,842 units, a decline of 8.7%.

Just four of 10 carload commodities gained for the week, led by nonmetallic minerals, 12.9%; miscellaneous goods, 8.4%; grain, 3.4% and chemicals, 1.7%.

Decliners were led by motor vehicles and parts, 9.4%, forest products, 7.1% and metallic ores and metals, 6.6%.

For the first 45 weeks of 2025, U.S. railroads saw cumulative volume of 10,004,661 carloads, up 1.8% y/y, and 12,211,278 intermodal units, 2.5% higher.

Despite recent import weakness, American ports expect full-year container volumes to near 2024’s record.

Total combined rail traffic was 22,215,939 carloads and intermodal units, up 2.2%.

North American rail volume was mixed for the week on nine reporting U.S., Canadian and Mexican railroads at 327,995 carloads, down 0.8% y/y, and 351,272 intermodal units, up 0.5%. Total combined weekly traffic was 679,267 carloads and intermodal units, lower by 0.1%. Volume for the first 45 weeks of 2025 was 30,593,085 carloads and intermodal units, up 1.9% y/y.

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