At Insight 2025, Trimble bets big on AI to fix trucking’s workflow bottlenecks

NEW ORLEANS — Trimble on Monday launched a lineup of new AI-powered products and integrations as the company kicked off its 2025 Insight Tech Conference, aiming to accelerate automation and connectivity across the transportation and logistics sector.

The conference, held Sunday through Tuesday, includes 1,260 attendees and features more than 200 information sessions and product demonstrations.

During an opening keynote, CEO Rob Painter and Michael Kornhauser, senior vice president of transportation and logistics, outlined a strategy centered on linking data, people and workflows through a unified, intelligent ecosystem.

“We choose the future where our connected ecosystem is that magic thing, growing and transforming the trajectory of our industries. We see our job as delivering confidence,” Painter said.

Trimble (NASDAQ: TRMB) is a provider of technology for trucking companies, freight brokerages and third-party logistics providers. The company also operates in industries such as construction and buildings, geospatial hardware and software, and resources and utilities.

Next-gen Trimble TMS debuts

The conference’s marquee announcement was the debut of Trimble TMS, a cloud-native, modular transportation management system designed for the “AI age.”

“This is the cornerstone of your connected future. Trimble TMS is not just an upgrade. It is the only Trimble-connected, cloud-first, AI-powered TMS,” Kornhauser said. “What makes it unique is it was built for the complex operations of enterprise transportation companies. Trimble TMS is designed to be a single intelligence center of our connected transportation ecosystem.”

At a media roundtable on Monday, Kornhauser emphasized that the new TMS is intentionally configurable — not customizable — a shift meant to reduce risks associated with bespoke software.

“Customers understand that customized software only they consume is risky for their business,” he said. “Our goal is to turn customizations into configurations and provide an extensible platform that can scale.”

Painter added that the new platform is designed to become a “system of intelligence” for fleets. “People get inspired by a system of intelligence — a single place to run your business — not just a system of record,” he said.

The new TMS embeds AI across seven modules — order, capacity, supply/demand, status, back office and control center — to automate order-to-cash functions and provide predictive insights, including seven-day network load forecasting.

The system can be deployed either as an end-to-end platform or integrated into existing Trimble TMS products.

AI agents automate the back office and breakdown response

Trimble also unveiled a suite of AI agents that automate time-consuming administrative tasks such as order entry, invoice processing and roadside breakdown management.

such as order entry, invoice processing and roadside breakdown management.

Order Intake Agent — Automatically extracts and enters data from emails, PDFs or EDI, eliminating manual review for up to 90% of standard orders.
Invoice Scanning Agent — Uses AI to scan PDFs and enter repair order data directly into TMT Fleet Maintenance.
Road Call Agent — Listens to a driver’s natural-language phone call and automatically opens a breakdown ticket through TMT Road Call.

Kornhauser said these agents remove “manual bottlenecks that slow down supply chain operations,” freeing teams to focus on higher-level work. At the roundtable, he noted that early customer pilots show AI not only saves time but improves accuracy. “AI can make fewer mistakes on data entry than a human would,” he said. “And it frees people to do exception monitoring rather than core groundwork.”

Painter added that customers are already seeing strong value: “With the solutions you buy from us today, we can deliver AI value right now — not hypothetical, not magic voodoo.”

New tools target driver turnover, procurement and fuel hauling inefficiencies

In a separate set of product announcements, Trimble expanded its connected ecosystem with new integrations intended to address chronic industry challenges such as driver retention, fragmented procurement and “no-load” fuel deliveries.

Trimble Fleet Hub emerged as a centerpiece — a browser-based communication platform that connects dispatchers to drivers more quickly.

“Our broader vision for Fleet Hub is to create a single fleet view where fleet manager and driver can stay connected in real time, anywhere, at any time,” Kornhauser said.

At the roundtable, he said Fleet Hub represents a “significant technology leap,” replacing dozens of one-off telematics integrations with a standardized, monitorable link. “In the past, customers told us the system was down before we knew it,” he said. “Now we can see connection issues in real time and communicate instantly — in milliseconds instead of minutes.”

Trimble also expanded its Freight Marketplace, giving shippers AI-powered carrier vetting capabilities and providing carriers direct access to shipper freight. Procter & Gamble has already moved loads through the system, Kornhauser said.

For fuel haulers, a new integration between Tandem Concepts and Trimble Fuel Dispatch TMS applies rack-level DTN validation before a driver is dispatched—reducing costly no-load scenarios and driver detention.

“For our fuel haulers, we’re moving beyond just managing trips,” Kornhauser said. “We’re accelerating the flow of fuel from the terminal to the tank.”

Unified ecosystem strategy takes center stage

Across multiple releases, Trimble emphasized a future built around connected data, AI automation and flexible module-based deployments.

Painter said the shift to a cloud-hosted environment is essential to unlocking fleet data and scaling connected workflows — especially as global freight is expected to triple by 2050. “These are higher-order problems that Trimble’s transportation solutions are uniquely designed to address,” he said.

During the roundtable, both leaders said market pressures are accelerating the need for automation, especially as carriers face tight margins. “You sell technology to fleets with value — and the ROI today is very present,” Kornhauser said. “Our tools help carriers grow their business without growing headcount.” 

Both executives stressed that AI is not replacing people but elevating them. “Our job is to remove the manual tasks, reduce the mistake-prone tasks and free workers to do higher-level work,” Kornhauser said.

FedEx network restructure boosts agility amid shifting trade landscape

A front close-up a large FedEx freighter aircraft as it flies low for a landing.

FedEx’s broad organizational and network redesign the past two years increased the integrated logistics provider’s adaptability, which is paying dividends by delivering added customer value in the face of shifting trade, regulatory and structural industry changes, top executives said.

Another theme that emerged from an in-person event for Wall Street analysts in New York last week is management’s focus on high-quality B2B business as the primary driver of revenue growth. 

As the largest customs broker in the United States, FedEx (NYSE: FDX) has been able to ramp up service for an influx of e-commerce customers looking help paying customs duties and formally filing entries after the Trump administration’s rapid cancellation this year of duty-free treatment for low-value B2C parcel shipments, CEO Raj Subramaniam said at the Baird Industrial Conference last week. 

FedEx is also moving quickly to leverage its vast shipping data to deploy applications that simplify cross-border trade execution, as companies rethink production footprints and supply chain patterns. Towards that end, the company is using its voluminous historical trade data and generative artificial intelligence to predict classification codes.

“We’re helping our customers from a demand perspective, realigning supply chains and sourcing, and from a technology perspective, helping them to clear customs in a more complex world,” he said.

FedEx previously reported that the termination of benefits for direct-to-consumer shipments cut first-quarter operating income by about $150 million, but Subramaniam said the overall impact on the company will be limited because 70% of international exports move through B2B channels.

FedEx’s ability to quickly interpret regulatory and policy changes in Washington and elsewhere, powered by a large trade compliance and legal department, enables the company to quickly pivot services on behalf of shippers, officials explained. U.S. importers are also dealing with huge import bills associated tariffs imposed on China, the European Union, Mexico, Canada and other trade partners this year.

FedEx in 2023 launched a wholesale transformation campaign to eliminate excess capacity and improve profitability in response to slower parcel growth and investor expectations. Operating companies are no longer operating independently, but in coordinated fashion under one corporate structure. The company is in the process of integrating the legacy Express and Ground networks in the U.S. after completing a similar consolidation in Canada. The Network 2.0 plan is to combine about 650 Express and 650 Ground locations into 850-to-900 combined locations. FedEx is about 25% done with the network integration and expects to complete the job by the end of May, management said during a separate event hosted for Wall Street analysts.

The international version of the network streamlining, called Tricolor, is designed to better reallocate parcels and freight by segmenting aircraft utilization, based shipment urgency, and coordinating air and less-than-truckload networks.

The increased flexibility from Tricolor helped grow U.S. outbound airfreight by 22%, or $40 million, and boost volumes on the Singapore-to-U.S. trade lane, year over year in the first quarter, CFO John Dietrich said. The international network overhaul is proving to be especially useful as FedEx copes with the reduction in capacity from the government’s temporary grounding of MD-11 freighters following the fatal crash of a UPS cargo jet earlier this month. Dietrich outlined several ways in which FedEx has been able to replace the lost capacity

Executive Chairman Brad Martin, along with Subramaniam and Dietrich, told analysts at a hosted event that high-tech freight, especially to support the proliferation of data centers, and healthcare logistics are key focus areas for modest revenue gains, which together with a more cost-efficient network, will pump up profitability.

Management’s framing of FedEx’s in the historical context of a B2B network with high exposure to the industrial economy, suggests that e-commerce is not considered the path to growth, TD Cowen analyst Jason Seidel said in a research note.

“We expect FedEx to remain selective in B2C/e-commerce business and would not be surprised to see declining contribution to overall mix over time,” he wrote. 

FedEx is well prepared for the peak shipping season now underway and expects a modest improvement in year over year and sequential growth in profit, at $4.05 per share versus the $3.83 mentioned in the first-quarter earnings report on Sept. 18, he added.

The company is also ramping up to deliver heavier-weight packages for Amazon under a limited partnership agreed to earlier this year, said Dietrich. During the first-quarter earnings call, management said the onboarding of Amazon business will be complete sometime in December. 

FedEx previously reported first-quarter revenue of $22.2 billion, up 3% year over year and $550 million ahead of expectations, and adjusted operating income of $1.3 billion, up 7% from the prior year. 

FedEx’s stock price was down 1.5% to $263.43 in late day trading on Monday as investors seem to be watching for macroeconomic improvements that could boost shipping demand. The stock is down 6.4% for the year. 

Write to Eric Kulisch at ekulisch@freightwaves.com.

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

FedEx plugs transport hole caused by MD-11 groundings

Judge Oks Yellow Corp.’s final liquidation plan

a Yellow daycab pulling Yellow and YRC trailers at a facility

This story has been updated to show MFN has appealed Monday’s ruling.

A federal bankruptcy court in Delaware cleared the path for the final liquidation of defunct Yellow Corp.’s estate on Monday. The plan outlines the distribution of as much as $700 million to remaining creditors, including former employees. The Monday order, however, could be challenged on appeal by Yellow’s largest equity holder, MFN Partners.

Boston hedge fund MFN amassed a 42.5% equity stake in the former less-than-truckload carrier in the days leading up to its July 30, 2023 shutdown. The firm bet that proceeds raised from the sale of Yellow’s 325 terminals and other assets would more than cover its debts.

MFN and its affiliate, Mobile Street, objected to the proposed bankruptcy plan, arguing that the governing committee, which was composed of creditors with inherent conflicts of interest, would inevitably prioritize their own financial outcomes. MFN also put forward a scenario asserting recoveries to unsecured creditors would be higher in a Chapter 7 liquidation.

Despite their opposition, a single voting class of creditors recently approved the plan.

(The plan’s liquidating trust board of managers includes Central States Pension Funds and New York State Teamsters Pension and Health Funds.)

Judge Craig Goldblatt overruled MFN’s objections on Monday and entered an order to confirm the final Chapter 11 plan. He said that he doesn’t believe the plan was “proposed in bad faith” and that by his calculations, creditors wouldn’t see greater recoveries in a Chapter 7.

He ruled that the agreement “contains standard and appropriate protections regarding interested party transactions and other conflicts of interest.” He also noted that converting the bankruptcy would allow other claimants to come forward and that incremental administrative and legal costs would outweigh any benefit of conversion. (The estate had incurred $235 million in legal and professional fees through the end of September.)

Goldblatt acknowledged that some assumptions in the analysis provided by the debtors’ liquidation expert – which projects a high-teen percentage recovery for unsecured creditors – were “problematic.” However, he does not believe “that creditors here would be better served by a conversion of this case to a Chapter 7.”

He also said that the value of the estate’s distributable value has declined from a high end of $900 million a year ago to $700 million currently, warning that extending the process “has a way of consuming value.” (Goldblatt clarified that some of this decline was likely due to lower-than-anticipated asset sale values, not solely to accumulating fees.)

“I believe the introduction of a Chapter 7 trustee into a case with $600 million of cash sitting in the bank and several high stakes matters in which one could very reasonably persuade oneself that continuing the litigation would make sense, would ultimately yield an ongoing cash burn for a long period of time,” Goldblatt said.

The exact timeline for creditor recoveries is uncertain. Potential factors affecting the schedule include MFN’s ability to challenge the Monday ruling, ongoing litigation regarding claims from Central States and the Teamsters, and the recent reinstatement of Yellow’s breach-of-contract lawsuit against the Teamsters.

Employee claims for PTO and sick time are classified as priority by the plan and will be paid.

The estate has sold nearly $2.4 billion in real estate and realized $176 million in net proceeds from fleet sales. These proceeds have been used to satisfy approximately $1.2 billion in secured debt, $213 million in bankruptcy financing, and various other claims and expenses.

MFN filed a notice appealing the court’s decision on Tuesday.

More FreightWaves articles by Todd Maiden:

How Cleo’s AI tackles integration errors in supply chains

Integration errors have become one of the quietest but most consequential threats to operational continuity. A single misrouted message, authentication failure, or API timeout can stall inbound freight orders, break TMS workflows, derail warehouse labor planning, and trigger cascading SLA violations that chip away at margin. 

For many organizations, these errors aren’t rare edge cases; they’re weekly, sometimes daily, disruptions that demand technical expertise that most supply chain teams simply don’t have.

Cleo believes that shouldn’t be the norm. The company’s newly launched AI-powered Intelligent Error Resolution capability represents a fundamental rethinking of what exception management should look like in a modern, data-driven supply chain. 

Instead of treating integration failures as opaque technical problems that must be triaged by IT, the system presents a guided, human-readable path that anyone, from a warehouse planner to a customer success manager, can follow to identify an issue, understand what caused it, and resolve it immediately.

Dylan Lee, Senior Director Product Marketing at Cleo, said, “Before Intelligent Error Resolution existed, customers were largely stuck in one of two worlds. In outsourced integration environments, they had to depend entirely on a vendor to diagnose and fix issues, often enduring days-long delays with little understanding of what went wrong. In fully self-service environments, teams had full ownership—but also full responsibility. They were handed logs, error codes, and long technical descriptions that forced them into a needle-in-a-haystack hunt just to find the root cause.”

Cleo’s goal was to rethink that model entirely. Intelligent Error Resolution brings together AI-driven detection, categorization, and user guidance so that anyone, not just a developer, can troubleshoot and resolve an issue. Errors are automatically grouped, contextualized, and summarized in plain language. 

The system highlights what happened, why it happened, who or what system was impacted, and what steps will fix the problem. In Cleo’s early pilot, the platform was able to automatically consolidate 96% of incoming errors into meaningful clusters, dramatically speeding up internal support workflows and validating that the approach worked.

(Photo: Cleo)

The stakes, Lee notes, are far greater than a technical inconvenience. A seemingly minor inbound connection error can trigger partner phone calls within minutes. An unaddressed failure to accept an inbound order can cause a shipper to miss a retailer’s SLA and rack up hundreds of dollars in EDI chargebacks, fees that easily scale into the tens of thousands for large distributors. 

Supply chain, exceptions aren’t just disruptions; they’re direct hits to revenue and margin. Many companies carry reserves for SLA violations, but those reserves were built for a more predictable era. In today’s environment, agility isn’t optional, and issues must be resolved before they become business problems.

That’s where Cleo sees the biggest shift: transforming integration troubleshooting from an isolated technical workflow into a shared operational responsibility. Because Intelligent Error Resolution translates errors into clear, actionable guidance, supply chain operators can intervene without escalating to IT. And because the system correlates recurring patterns, it helps teams move from reactive firefighting to preventative operations, surfacing the deeper process flaws that produce repeat failures.

Early customers have already seen that shift play out. In Cleo’s pilot program, the company saw 100 percent adoption from day one, something Lee says has never happened with a new capability before. Large distribution customers reported that the new dashboard made it dramatically easier to identify issues and collaborate with internal support teams. Senior leadership teams began noticing that resolution times were shrinking, tech escalations were dropping, and operations teams were becoming more self-sufficient.

Amid the wave of AI-powered tools flooding the supply chain market, Cleo’s differentiation lies not in the hype but in the practical grounding of the capability. The company incubated the technology in collaboration with its support teams, refining it against real customer issues rather than theoretical models. The focus is on enabling real supply chain operators, not data scientists, to solve problems faster, stay ahead of SLA risks, and minimize business disruption.

As supply chains become more interconnected and digital ecosystems grow more complex, the question isn’t whether integration errors will happen, but how organizations will respond. Cleo’s bet is that in the near future, they won’t just be managed, they’ll be anticipated, understood, and increasingly resolved before the business ever feels the impact.

CMA CGM profit collapses on ocean ‘slowdown’

CMA CGM on Monday said group net income fell 72.6% to $749 million from $2.73 billion on revenue down 11.3% to $14.042 billion from $15.834 billion in the year-ago quarter.

The privately-held company headquartered in Marseilles said results were “significantly impacted” by geopolitics and trade tensions centered in the United States with a corresponding “slowdown in maritime activity”. 

Earnings before interest, depreciation, taxes and amortization (EBITDA, or operating earnings) totaled $2.995 billion, a decline of 40.5% from $4.964 billion.

The world’s third-largest container carrier noted improvement from the second quarter when trade between China and the U.S. came to a virtual standstill amid a heightening of the trans-Pacific tariff war. Red Sea disruptions continue to pose operational challenges, the company said in an earnings release.  

The French operator has been the only global liner to continue operating scheduled services through the Red Sea and Suez Canal since Yemen’s Houthi militia began attacking merchant shipping in 2024. It recently said it was expanding those services following a ceasefire in the Gaza war.

Maritime revenue was $9 billion, 17.4% lower from a year ago. EBITDA came to $2.2 billion, a drop of 48.8% while EBITDA margin was 24.9%, off 15.3%.

Average revenue per twenty foot equivalent unit slid 19.2% to $1,452 compared to the same period in 2024 as volume of 6.2 million TEUs was up 2.3% y/y and 3.4% from Q2. 

The company highlighted that in the quarter it ordered six 1,700-TEU ships with India shipyards and pledged to hire 1,500 Indian crew by the end of 2026, in support of the Modi government. It also said it was registering 10 24,000-TEU vessels — the largest in operation — in France.

Those moves come after chairman and chief executive Rodolphe Saade, whose family controls CMA CGM, in March appeared in the Oval Office with President Donald Trump to announce $20 billion worth of investments to back a revival of the U.S. shipping sector.

Describing a “cautious” outlook, the company said, “The increase in volumes occurred amid significant disruptions in trade between China and the United States during the period, marked by stop-and-go episodes, and demonstrates the Group’s ability to redeploy its assets to capture demand where it arises. The breadth and diversification of CMA CGM’s maritime operations, with a strong presence across all major global trade lanes, enable the Group to adapt agilely to changes in the market environment and in demand.

“In an uncertain environment, the CMA CGM Group remains cautious while maintaining agile and efficient management of its operations and strict cost control to preserve its competitiveness.” 

Find more articles by Stuart Chirls here.

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Trucking exodus: A new threat to US ocean logistics

Trade volatility hits Hapag-Lloyd profits

Rare October as container volumes, China recovery diverge

Likely 1st AB5 trucking enforcement action in California snags 3 companies

An enforcement action in California against three companies–one a carrier and two that hired it–appears to be the first time the state’s independent contractor law AB5 and its successor have resulted in penalties against trucking.

The California Labor Commissioner’s Office said in a prepared statement released in late October that it had cited the companies for misclassification of independent contractors and other labor law violations.

The trio is carrier Mega Nice Trucking, Ryder Last Mile (NYSE: R), and Costco Wholesale Corp (NASDAQ: COST). Ryder Last Mile is under the company’s Supply Chain Solutions segment. 

According to the release, Mega Nice was a subcontractor for Ryder Last Mile and Costco. 

In the statement, Labor Commissioner Lilia García-Brower said the Labor Commissioner’s Office (LCO) found that Costco and Ryder Last Mile “exercised both direct and indirect control over the delivery drivers. They scheduled deliveries, mandated uniforms, enforced specific protocols, and closely monitored driver performance. These actions establish a joint employer relationship with Mega Nice Trucking and make Costco and Ryder Last Mile equally liable for the misclassification and resulting wage theft.”

The investigation was carried out by the Labor Department’s Bureau of Field Enforcement (BOFE).

Not mentioned but confirmed

AB5 is not mentioned by the Labor Commissioner in its formal statement, nor is AB2257, which replaced AB5 with a series of amendments. 

But in response to questions sent to the department by FreightWaves, the Labor Commission said AB5 had been used in reaching its conclusion. 

“The LCO reviews all misclassification cases under the ABC test in AB5, unless a legal exemption applies,” a commission spokeswoman said in the email. “In this case, AB5 was used, and Mega Nice was found to be an employer under both the ABC test and the Borello standard.”

The Borello standard is another method of determining whether a worker is truly independent or effectively an employee. It was the legal standard generally used by courts and regulators in California prior to the adoption of AB5 in 2019. It is also a standard used in many other states.

The Borello test, while considered strict, still is generally seen as being more lenient than AB5 in answering the question of whether a worker is truly independent.

AB5’s core regulation to determine if a worker is effectively an employee  is the ABC test. 

The ABC test

Under AB5, an employer, in order to prove a worker is an independent contractor, must be able to prove that he or she: 

  • Is free from the control and direction of the hiring entity in connection with the performance of the work, both under the contract for the performance of the work and in fact;
  • Performs work that is outside the usual course of the hiring entity’s business
  • Is customarily engaged in an independently established trade, occupation, or business of the same nature as that involved in the work performed.

While AB5 went into effect for the rest of the state at the start of 2020, it was kept at bay in trucking by litigation that resulted in an injunction in place until mid-2022. That injunction disappeared after the Supreme Court declined to hear an appeal from CTA after the injunction was overturned by a Ninth Circuit appellate court in April 2021. The injunction had remained in place after that while the CTA appealed to the Supreme Court. 

The Supreme Court rejection of the CTA appeal paved the way for the law’s implementation against trucking.

Since then, the trucking industry has been waiting on both market reaction to AB5 or any combination of regulatory or legal action powered by AB5. If there have been regulatory actions, the regulators or legal beagles using AB5 in litigation have done a pretty good job of keeping themselves hidden.

But with the action against the three companies, that search for tangible evidence of an impact may have come to an end.

No earlier actions on a webpage

As for whether this is the first AB5-related action hitting California trucking, the Division of Labor Standards Enforcement webpage lists years’ worth of enforcement actions it has taken against various companies. That agency has always been seen as the one most likely to enforce misclassification questions under AB5/AB2257.

A search through the archives back to mid-2022, when AB5 became reality for the Golden State’s trucking sector, reveals no enforcement actions against trucking taken by the agency.

Queries sent by FreightWaves to observers of the California regulatory landscape for trucking elicited several responses along the line of “there may have been some actions.” But nobody was able to cite any actual examples.

As for the market, SONAR’s Outbound Tender Rejection Index between July 2022 when the legal injunctions against AB5 in trucking were removed and the present shows the national OTRI–a measure of capacity–recently running lower out of Ontario, California, a key warehouse center that serves as a way station for much of the freight coming off the ports of Long Beach and Los Angeles, than the national rate. The two haven’t always been in sync during that time, but they have never diverged all that far.

That the state’s OTRI out of a key logistics center is generally aligned with the national rate is undercutting the narrative that AB5/AB2257 is seriously disrupting trucking in the state.

A statement supplied to FreightWaves by the California Trucking Association also was less apocalyptic than what is heard in other quarters. 

“While some owner-operators chose to leave the State of California, others have adjusted their business practices to conform with the law,” a spokesman said. “Because employee mandates were previously found preempted by federal law, the State was required to make compliance options available for owner-operators wishing to remain independent.” 

One of those options is the business-to-business exception, a test that is considered difficult to comply with.

As one market observer noted, the recent action taken by the Labor Commissioner’s Office (LCO) does not mean it was the first time the state had looked to the AB5/AB2257 statute for guidance in a case of potential misclassification. Instead, it’s just likely the first time that it resulted in action. 

While AB5 was viewed as displacing the Borello standard in determining whether a worker is an employee rather than an independent contractor, sources close to the investigation suggested the use of Borello in the recent enforcement action may be tied to the fact that AB5 only has been in effect in trucking for a few years, and the statute of limitations would have drawn in use of the Borello test for the period in question.

The documentation provided by the Commission about its enforcement action said there were 58 drivers who are covered under the penalties assessed against the three companies.  

The usual charges in IC actions

Those documents spell out the various violations found by the state and their penalties. The infractions are the sorts of charges that are often seen in independent contractor litigation or enforcement action: minimum wage violations (because if a worker is an employee and not an independent contractor, they are under minimum wage requirements); violation of overtime, rest period and meal period rules; and failure to provide sick leave payment. 

The combination of penalties assessed plus interest totals $868,127.76. Of that, about $663,000 is expected to be paid to employees.

California’s action is not a settlement with the three companies. Sources said the three are expected to appeal and the LCO spokeswoman said the case remains “in litigation.”

According to state documents, the appeals process is not in state or federal courts, though presumably an unhappy company could turn to those venues at some points. Rather, they are with the state’s Labor Commissioner. 

An email sent to the various attorneys for the three companies identified in LCO documents had not been responded to by publication time. 

The battle against AB5 was mounted at first by the CTA. After the Supreme Court denied certiorari and kicked the case back to the district court, the CTA was joined as a plaintiff by the Owner Operator Independent Drivers Association

But after the same lower court that implemented the 2020 injunction against AB5 in trucking rejected the arguments of CTA and OOIDA for a new injunction, the CTA threw in the towel, leaving OOIDA to fight on alone. 

But in July, an appellate court for the 9th Circuit denied a request by OOIDA for an en banc hearing, bringing to an apparent close the saga of the anti-AB5 fight that began in the waning days of late 2019.

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Looted barge returns: Brooklyn Bridge’s unexpected journey

A U.S.-flag barge that was looted after it ran aground in the Bahamas is on the way back to its home port in Jacksonville, Fla.

Trailer Bridge on Sunday said that the Brooklyn Bridge, which operates in Jones Act service between the United States and Puerto Rico, was underway after a second inspection by divers confirmed no damage and regulatory approval to sail. 

“We are profoundly grateful to the U.S. Coast Guard, the U.S. Navy and others who took quick action to help ensure our safety and establish a presence of Bahamian police to secure the barge and what was left of the cargo,” said Trailer Bridge Chief Executive Mitch Luciano, in a statement. 

The company said that the barge loaded with containerized cargo including food, household goods, electronics and medical equipment encountered severe winds enroute to Puerto Rico Nov. 11. A tow wire failed and the vessel ran aground off the coast of the Bahamas.

A since-deleted photo posted by Trailer Bridge showed looters plundering the barge before law enforcement could secure the area. The incident eventually reached Bahamas Prime Minister Philip Davis and U.S. Ambassador Herschel Walker.

Trailer Bridge, Tote Maritime and Crowley Maritime all serve the weekly U.S.-Puerto Rico Jones Act trade.

“Our team continues to work around the clock to support customers impacted by the service disruption while maintaining the service of our entire fleet of vessels,” said Luciano. 

Find more articles by Stuart Chirls here.

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Trade volatility hits Hapag-Lloyd profits

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Borderlands Mexico: Nearshoring spurs C.H. Robinson expansion in Texas

Borderlands Mexico is a weekly rundown of developments in the world of United States-Mexico cross-border trucking and trade. This week: Nearshoring spurs C.H. Robinson expansion in Texas; Safran invests $115M to expand aerospace operations in Querétaro; and $80M logistics campus takes shape in Tucson.

Nearshoring spurs C.H. Robinson expansion in Texas

C.H. Robinson is expanding its U.S.–Mexico border footprint with an additional 450,000 square feet of warehousing and cross-docking capacity in El Paso, Texas.

The brokerage giant said the investment strengthens its position as one of North America’s largest cross-border logistics providers as nearshoring accelerates and shippers demand more resilient supply chains.

“We continue to see El Paso emerge as a vital gateway for not just high-tech freight, but also automotive, medical devices, and healthcare products,” Jay Cornmesser, vice president for Mexico cross-border services at C.H. Robinson, said in a news release.

C.H. Robinson (NASDAQ: CHRW) is headquartered in Eden Prairie, Minnesota, with more than 300 offices and over 15,000 employees in North America, Europe, Asia, and South America. The logistics provider manages 37 million shipments annually and has 35 years of operations in Mexico.

The company’s latest move along the border comes as cross-border trade continues to grow. Mexico was the top U.S. trade partner for the second consecutive year in 2024, totaling a record-breaking $840 billion.

So far this year, U.S.-Mexico trade has jumped 21% to $507 billion, outpacing 2024 levels, according to the Census Bureau.

Increased manufacturing in Mexico is driving rising freight volumes through key gateways Ciudad Juárez, directly across the border from El Paso, Cornmesser said.

“Juárez, located just across the border, has a substantial maquiladora manufacturing base. Our expansion in El Paso is a direct response to the evolving needs of our customers in today’s dynamic trade landscape,” he added.

The El Paso expansion complements the company’s continued growth in Laredo, Texas, and its broader strategy to build a scalable border network amid shifting global trade patterns. In 2023, C.H. Robinson opened a 400,000-square-foot cross-border facility in Laredo.

In September, C.H. Robinson launched a U.S.-Mexico freight consolidation service aimed at trimming shippers’ costs by up to 40%.

C.H. Robinson isn’t the only logistics company expanding its operation on the border. Last week, Kuehne+Nagel announced a 217,431-square-foot facility in El Paso, next to its existing site to support growing U.S.-Mexico trade flows.

Safran invests $115M to expand aerospace operations in Querétaro

The Safran Group announced an investment of more than $115 million to expand three aerospace manufacturing and maintenance facilities in Querétaro, Mexico, according to Mexico Business News.

The investment will create 238 specialized jobs and strengthen the region’s growing aviation cluster, officials said. 

Safran S.A., a French multinational corporation in aerospace, defense, and security, was founded in Paris in 1896.

$80M logistics campus takes shape in Tucson

Lincoln Property Co. has completed the first phase of its I-10 International Logistics Campus in Tucson, Arizona, according to a news release.

The $80 million phase I includes two Class A warehouse buildings totaling 373,811 square feet on a 79-acre site near Tucson International Airport and the I-10/Valencia interchange.

 At full build-out, the campus will exceed 1 million square feet, designed for e-commerce, logistics and manufacturing users. 

Features include cold-capable infrastructure, 32-foot clear heights and Foreign Trade Zone benefits, offering access to more than 46 million consumers within a 500-mile radius.

Truckload’s value in critical lane is on the rise despite weak demand

Chart of the Week:  Truckload spot and contract rates, Intermodal contract rates – Los Angeles to Chicago SONARSpot Contract Rates, IMCRPM.LAXCHI

Long-term contract rates (purple) from Los Angeles to Chicago have increased nearly 32% over the past two years, according to SONAR’s invoice data. In contrast, the same dataset shows a 10% decline in intermodal rates (orange) over that period. Truckload spot rates (green) on this lane have become increasingly volatile but have also risen overall. The widening gap between truckload and intermodal pricing suggests that shippers continue to place a high value on truckload service, even as the cheaper intermodal option gains share.

The Los Angeles–Chicago lane is a vital artery in domestic supply chain networks. It is one of the most heavily trafficked transcontinental lanes in the country, fed by goods arriving from Asia through the Southern California ports of Los Angeles and Long Beach.

Over the past 30 years, many companies have built warehouses in this region to stage freight before moving it deeper into the country for fulfillment. Both BNSF and Union Pacific operate major railheads here, giving importers relatively easy access to move goods inland by rail.

Loaded container volumes on this lane have grown significantly—up roughly 20% over the past two years—as importers pulled goods into the country earlier than usual due to geopolitical tensions and tariff concerns. This “pull forward” has given them ample time to move freight more cheaply across the country. During the same period, demand for long-haul truckload service out of this region has fallen nearly 30%.

Yet truckload prices in this lane have not fallen, which is somewhat counterintuitive. Typically, lower demand leads to lower rates.

Two main forces explain this anomaly. First, capacity is leaving the market. Weak demand and an oversupply of trucks have made conditions too competitive for many carriers to remain profitable. As capacity exits, gaps in coverage appear, helping explain the rising volatility in spot rates. Too much capacity doesn’t guarantee it’s in the right place at the right time.

Second, the freight that does move by truck has limited substitutability with intermodal service. This may be freight from smaller shippers who lack rail relationships, or freight with elevated urgency, since intermodal transit times tend to be slightly longer and less predictable. 

So, even though fewer truckload shipments are moving out of Los Angeles, the value of that service continues to increase. If demand—or urgency—returns to the market, this lane will be among the first to react.

About the Chart of the Week

The FreightWaves Chart of the Week is a chart selection from SONAR that provides an interesting data point to describe the state of the freight markets. A chart is chosen from thousands of potential charts on SONAR to help participants visualize the freight market in real time. Each week a Market Expert will post a chart, along with commentary, live on the front page. After that, the Chart of the Week will be archived on FreightWaves.com for future reference.

SONAR aggregates data from hundreds of sources, presenting the data in charts and maps and providing commentary on what freight market experts want to know about the industry in real time.

About the Chart of the Week

The FreightWaves Chart of the Week is a chart selection from SONAR that provides an interesting data point to describe the state of the freight markets. A chart is chosen from thousands of potential charts on SONAR to help participants visualize the freight market in real time. Each week a Market Expert will post a chart, along with commentary, live on the front page. After that, the Chart of the Week will be archived on FreightWaves.com for future reference.

SONAR aggregates data from hundreds of sources, presenting the data in charts and maps and providing commentary on what freight market experts want to know about the industry in real time.

California CDL fight signals national enforcement scrutiny

truck driver getting into truck

Whether the facts behind the cancellation of 17,000 non-domiciled California CDL holders align with California Governor Gavin Newsom or U.S. Department of Transportation Secretary Sean Duffy, industry observers caution motor carriers to pay attention to what the new restrictions will mean for carrier liability and freight capacity.

“The public back-and-forth between Governor Newsom and Secretary Duffy is a distraction from the reality that the DOT’s evolving enforcement and regulatory initiatives to address safety and security on the nation’s roadways will have a meaningful impact on both the public transit and commercial transportation industries,” Greg Reed, a partner at law firm Hanson Bridgett LLP specializing in regulatory analysis, told FreightWaves.

Newsom’s office earlier this week accused Duffy of “spreading easily disproved falsehoods” in a press release issued by DOT claiming that California had illegally issued 17,000 non-domiciled commercial driver’s licenses.

Newsome insisted that the licenses were issued legally, but had to be withdrawn only because they no longer align with new non-domiciled CDL restrictions put in place by DOT in September.

Duffy countered in a social media post that Newsome was “blatantly lying to the American people,” asserting that DOT “is reprimanding California for violating FMCSA’s original rules. “My emergency rule came as a consequence in part for California’s total disregard of those federal laws,” Duffy said.

Reed argues, however, that “this is not a California issue; it is the product of having a CDL licensing regime implemented by fifty different state driver licensing agencies, each influenced by state politics and operating under prior federal guidance that paid too little attention to transportation safety and security.

“Transportation companies, both public transit agencies and those in the commercial freight industry, need to be proactive to ensure that these regulatory and enforcement changes do not impact operations or expose them to unnecessary liability,” when hiring drivers who carry a non-domiciled CDL.

TD Cowen analyst Jason Seidl sees more CDL cancellations down the road. “We would not be surprised to see DOT issue similar revocations in other states that are known to be violators,” Seidl stated in a research note. “Most likely targets would be [Illinois] and [Washington] as our FMCSA analysis shows these states saw the largest surge in CDLs.”

Seidl also pointed out that 17,000 CDLs represents over 9% of California’s for-hire carrier base. “Moreover, this represents just under half the total increase in CDLs between 2019 and 2025 which FMCSA data pegs at [approximately 38,000]. This represents a substantial capacity impact in California and exit of these drivers would likely firm outbound rates barring additional legal contestation.”

Click for more FreightWaves articles by John Gallagher.