CarrierDirect provides consulting and marketing services to carriers and third-party logistics companies. They analyze trends in the domestic transport and logistics market. In the first half of 2014, freight levels remained strong despite a difficult winter. Truckload and LTL carriers increased rates, while asset-light carriers expanded their service offerings. Third-party logistics companies pursued growth through acquisition and aimed to provide more complex supply chain solutions for shippers. CarrierDirect expects these trends to continue through the end of 2014 and beyond.
The document discusses increased freight volumes across all transportation modes including rail, trucking, air and shipping. This has led to tight capacity and higher rates. Shippers are seeking more visibility and closer partnerships with carriers to manage costs. Inventories are also down, leading to more frequent smaller shipments. The driver shortage continues to be a major problem exacerbated by higher volumes. Carriers are pursuing various strategies to attract more drivers including improving pay and conditions. Technology adoption is increasing but many small carriers lack resources for investment. Relationships between shippers and carriers need focus on continuous collaboration to drive efficiencies.
The document discusses how Polk uses large automotive datasets to analyze audiences and target vehicle marketing. It describes Polk's capabilities in measuring audiences, analyzing demographics and geography, and identifying conquest behaviors. The analysis shows opportunities for targeting younger, lower-income buyers and Hispanic consumers for the Impala, and customers who previously owned GM vehicles.
The document summarizes ArvinMeritor's announcement of plans to spin off its Light Vehicle Systems business into a new publicly traded company called Arvin Innovation. Some key points:
1) The spinoff will provide each business with greater strategic focus and ability to thrive in their respective markets.
2) Arvin Innovation will be a $2.2 billion global tier one automotive supplier with a strong management team and market positions.
3) The spinoff is expected to be completed within 12 months, subject to approvals, and will unlock shareholder value for both companies.
Gati Ltd is an Indian logistics and cargo company that has grown to over 3,500 employees and annual revenue of 745 crore rupees. It operates across India with over 4,000 vehicles and warehouses. The document summarizes a study on Gati's "Go To Market" strategy conducted with 149 customers in Indore, India. The study found that most customers were aware of Gati's services but only 51% were satisfied, with high costs, damages, and delays being issues. It suggests Gati lower prices, improve on-time performance, and focus on retaining existing customers to better implement its Go To Market strategy.
We are witnessing one of the most challenging transportation environments in history due to regulatory, demographic and macro-economic forces. Join Internet Truckstop CEO Scott Moscip as he examines various methods to utilize technology to overcome capacity constraints.
Oil-and-Gas-Transportation-Mistakes-and-How-to-Correct-ThemRoss Van Allen
The document discusses common mistakes that oil and gas companies make in transportation management that increase costs and hurt profitability. It identifies 5 key mistakes: 1) Limited use of transportation management software; 2) Decentralized transportation management; 3) Focusing only on over-the-road carriers; 4) Relying on a small carrier base; 5) Having no visibility or control over inbound freight. The document provides examples and explains how outsourcing transportation management to a third-party logistics provider can help correct these mistakes and lower transportation costs.
The trucking industry faced many challenges in recent years due to high fuel prices, the economic downturn, and overcapacity issues. While carriers struggled with low rates and high costs, some were able to survive due to cost cutting measures. The industry is now seeing a turnaround with improved freight volumes and more stable pricing. However, uncertainties around potential regulations, infrastructure changes, and economic conditions remain for the future of the trucking industry. Carriers will need to continue adapting to shifting market trends through diversification and prioritizing safety, service and efficiency.
The document discusses increased freight volumes across all transportation modes including rail, trucking, air and shipping. This has led to tight capacity and higher rates. Shippers are seeking more visibility and closer partnerships with carriers to manage costs. Inventories are also down, leading to more frequent smaller shipments. The driver shortage continues to be a major problem exacerbated by higher volumes. Carriers are pursuing various strategies to attract more drivers including improving pay and conditions. Technology adoption is increasing but many small carriers lack resources for investment. Relationships between shippers and carriers need focus on continuous collaboration to drive efficiencies.
The document discusses how Polk uses large automotive datasets to analyze audiences and target vehicle marketing. It describes Polk's capabilities in measuring audiences, analyzing demographics and geography, and identifying conquest behaviors. The analysis shows opportunities for targeting younger, lower-income buyers and Hispanic consumers for the Impala, and customers who previously owned GM vehicles.
The document summarizes ArvinMeritor's announcement of plans to spin off its Light Vehicle Systems business into a new publicly traded company called Arvin Innovation. Some key points:
1) The spinoff will provide each business with greater strategic focus and ability to thrive in their respective markets.
2) Arvin Innovation will be a $2.2 billion global tier one automotive supplier with a strong management team and market positions.
3) The spinoff is expected to be completed within 12 months, subject to approvals, and will unlock shareholder value for both companies.
Gati Ltd is an Indian logistics and cargo company that has grown to over 3,500 employees and annual revenue of 745 crore rupees. It operates across India with over 4,000 vehicles and warehouses. The document summarizes a study on Gati's "Go To Market" strategy conducted with 149 customers in Indore, India. The study found that most customers were aware of Gati's services but only 51% were satisfied, with high costs, damages, and delays being issues. It suggests Gati lower prices, improve on-time performance, and focus on retaining existing customers to better implement its Go To Market strategy.
We are witnessing one of the most challenging transportation environments in history due to regulatory, demographic and macro-economic forces. Join Internet Truckstop CEO Scott Moscip as he examines various methods to utilize technology to overcome capacity constraints.
Oil-and-Gas-Transportation-Mistakes-and-How-to-Correct-ThemRoss Van Allen
The document discusses common mistakes that oil and gas companies make in transportation management that increase costs and hurt profitability. It identifies 5 key mistakes: 1) Limited use of transportation management software; 2) Decentralized transportation management; 3) Focusing only on over-the-road carriers; 4) Relying on a small carrier base; 5) Having no visibility or control over inbound freight. The document provides examples and explains how outsourcing transportation management to a third-party logistics provider can help correct these mistakes and lower transportation costs.
The trucking industry faced many challenges in recent years due to high fuel prices, the economic downturn, and overcapacity issues. While carriers struggled with low rates and high costs, some were able to survive due to cost cutting measures. The industry is now seeing a turnaround with improved freight volumes and more stable pricing. However, uncertainties around potential regulations, infrastructure changes, and economic conditions remain for the future of the trucking industry. Carriers will need to continue adapting to shifting market trends through diversification and prioritizing safety, service and efficiency.
J. meil 2015 economic outlook for truckingAaron Heine
The document provides an overview and outlook of the economics, transportation, and commercial vehicle markets. It summarizes key indicators showing slow but steady economic growth is expected to continue for the next 3-5 years. Transportation and freight growth is satisfactory in 2014 and expected to improve in 2015. Commercial vehicle production and sales remain high and stable historically. While the driver shortage is the top operational challenge for carriers, the document argues it is a sign of prosperity rather than an obstacle to profits, as carriers can take actions to improve driver retention.
The U.S. Truck Market In Crisis - PLG Consulting PLG Consulting
After an extended period of ample truckload capacity and weak carrier pricing power, U.S. shippers are now finding themselves in a tight market with rapidly rising rates. Major truck shippers are having trouble covering loads, paying higher spot rates and are facing increasing intermodal costs. View this presentation to learn why and what you can do about it or visit our website for the full webinar recording.
This presentation by the University of Piraeus discusses crisis management in the shipping industry. It notes that the current industry downturn is driven by high supply growth and may last until supply and demand are back in equilibrium in 2013 or beyond. Many shipping companies have no equity left due to declining asset values and insufficient charter rates to cover costs. The presentation examines options for companies including paying down debt, selling assets, and restructuring with banks. It also looks at sources of funding such as private equity and capital markets. In conclusion, it emphasizes the importance of maintaining cash flow during the difficult market conditions.
The document discusses trends in the freight transportation industry and what they may indicate about the economy. It finds that demand is increasing across truck, rail, and air freight while capacity is tightening. This is driving increased pricing power across all modes of freight. The document also notes that fracking is contributing to increased oil and gas production and rail and trucking companies are increasing capital expenditures to expand capacity.
This document provides an analysis of macroeconomic and transportation industry trends by Donald Broughton, Senior Transportation Analyst at Avondale Partners. It includes charts and commentary on topics like inflation, interest rates, tonnage growth across transportation modes, capacity constraints in trucking and rail, and the relationship between freight demand, pricing, and trucking company failures. The overall message is that while macroeconomic indicators appear weak, transportation data tells a different story of recovery and tightening capacity that supports continued improvement in freight rates.
The document discusses trends in the less-than-truckload (LTL) shipping industry. It notes that the industry saw a 26% decline in revenue since its 2006 peak. Major competitors in the industry are analyzed and discussed. The market share of unionized carriers has declined significantly since deregulation in the 1980s. Future trends discussed include further industry consolidation, growth of third-party logistics providers, and ongoing pricing pressure until meaningful capacity reductions occur or economic growth resumes.
Spirit Airlines operates an ultra-low cost carrier business model with very low base fares and high additional fees. While this model has led to high customer dissatisfaction ratings, it has driven strong financial performance for Spirit. The analysis shows that between 2011-2015, Spirit grew passenger sales significantly faster than Southwest Airlines and achieved higher operating profit margins and returns on assets. However, Spirit's heavy investments in expanding its fleet have increased debt levels and may pressure liquidity in the future. Overall, the analyst concludes that Spirit's market niche, profitability, and current liquidity are positives, but debt and leasing obligations pose uncertainty.
The document summarizes key trends in New York City's taxi and for-hire vehicle industries from 2014-2015 based on trip data collected by the NYC Taxi & Limousine Commission (TLC). It finds that while medallion taxis primarily operate in Manhattan, new services like Street Hail Liveries and app-based for-hire vehicles have increased transportation options in the outer boroughs. Peak travel times differ by service, with traditional for-hire vehicles busiest in the morning rush and newer services busiest in evenings and weekends. The TLC now collects electronic trip records from most vehicles, allowing unprecedented understanding of passenger movement.
The document summarizes Donald Broughton's presentation at the CCJ Spring Symposium on May 20, 2015. Some of the key points discussed include:
- Fracking has led to plentiful and low-priced oil and natural gas supplies that can potentially last a long time.
- Trucking volumes have been growing but are showing signs of decelerating, especially for long-haul freight. Intermodal volumes have also decelerated due to cheaper diesel and economic factors.
- Railroads face issues like falling volumes of coal and exports due to cheaper natural gas and a strong dollar. Intermodal cargo is shifting back to trucks as diesel prices drop.
- Broughton predicts the driver
Transforce has grown aggressively through over 30 acquisitions since 1998, becoming Canada's largest trucking carrier. The document recommends Transforce as a buy, with a target price of $15.75 based on its strong growth through acquisitions, improving returns, and further growth opportunities in Canada's fragmented trucking market. Management has been a key factor in Transforce's success through strategic acquisitions and operational improvements.
The document summarizes the performance of two investment strategies in April - Touch Tech and Refineries. Touch Tech added nearly 4% led by a short position in Amazon.com (AMZN) that profited 2.3%. Refineries added 3% with broad gains. The worst performers were Alternative Asset Managers and Shipping, each losing around 1.3%. Looking ahead, the author expects policies to reduce pollution in China to impact steel production and iron ore prices.
- The presentation summarizes Paragon Shipping's Q1 2013 earnings conference call. It discusses financial highlights such as revenues, EBITDA, and losses. It also provides an operational update and industry outlook.
- Paragon delivered its third Handysize newbuilding and completed a debt restructuring during Q1 2013. It transitioned to NASDAQ and has a contracted revenue backlog of $26.1 million.
- The drybulk market conditions remained challenging in Q1 2013 but signs of a recovery are expected in the future as the orderbook shrinks and demand growth continues. Paragon is well positioned to benefit from an improving market.
Royal Caribbean Cruises Ltd is the second largest cruise company operating about 43 ships carrying nearly 4 million passengers annually. The report discusses Royal Caribbean's business overview including key metrics, growth strategies, and industry analysis. Specifically, it notes Royal Caribbean's double-digit revenue and earnings growth targets, expanding loyalty programs, and opportunities from easing Cuba travel restrictions. Additionally, it analyzes the cruise industry and Royal Caribbean's position using Porter's Five Forces, finding competition disadvantages outweigh advantages with threats from the external environment and strong industry rivalry limiting growth potential.
The document provides an overview of the US cruise industry in 2013. It summarizes that the US cruise market was $22.1 billion in 2013, accounting for 58.79% of the global cruise market. It also outlines key metrics on passenger numbers, revenues, categories and prices, popular destinations, influencers, growth drivers and challenges for the industry.
Buying Transportation and 3rd Party Logistics Services-Part IIThomas Tanel
This executive briefing will help purchasing and supply professionals better understand their transportation and 3rd party logistics needs and develop sourcing strategies to fulfill those needs. Part II of two parts.
The session will focus on three topics. First, the terminology and economic basics of transportation and 3rd party logistics will be discussed. Next, alternate transportation/3rd party logistics strategies will be discussed. This topic will include a discussion of the advantages and disadvantages of private and for-hire alternatives. The final topic will identify and discuss alternative sourcing strategies when using for-hire transportation and 3rd party logistics services.
Get up-to-the minute insights, analysis and forecasts concerning the most important legislative and regulatory issues facing the trucking industry from an industry insider. You’ll learn about recent advocacy milestones and the road that lies ahead as the industry navigates through challenges caused by the new Hours-of-Service rule; problems and data inconsistencies in the Compliance, Safety, Accountability (CSA) program; implementation of new rules on electronic logging devices; and new obstacles that have suddenly appeared on the horizon in 2015. Mr. Osiecki will provide useful information you usually won’t find in the trade press.
Speaker: Dave Osiecki, Executive Vice President & Chief of National Advocacy, American Trucking Associations
The document summarizes regional mobility and public transportation in the Lowcountry region of South Carolina, which includes Beaufort, Colleton, Hampton, and Jasper Counties. It discusses:
1) The region's sparse population and large geographic area, challenges in providing public transportation, and opportunities for coordination between agencies.
2) Conditions that enabled greater consolidation and coordination of transportation services over time, including establishing a single transit service provider, pursuing multiple funding sources, and allowing for more spontaneous trips.
3) Plans from 2007 and 2012 to expand and improve coordinated transportation through consolidation of services, increased funding, and use of technology.
Truck rentals during May 2014 recovered by 4-5% on account of a) pass-on of the diesel price hike of Rs1.2/ltr in mid-May, b) peak wheat harvesting, c) 15-20% increase in summer fruit & vegetable arrivals, d) increase in election expenditure.
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AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
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J. meil 2015 economic outlook for truckingAaron Heine
The document provides an overview and outlook of the economics, transportation, and commercial vehicle markets. It summarizes key indicators showing slow but steady economic growth is expected to continue for the next 3-5 years. Transportation and freight growth is satisfactory in 2014 and expected to improve in 2015. Commercial vehicle production and sales remain high and stable historically. While the driver shortage is the top operational challenge for carriers, the document argues it is a sign of prosperity rather than an obstacle to profits, as carriers can take actions to improve driver retention.
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After an extended period of ample truckload capacity and weak carrier pricing power, U.S. shippers are now finding themselves in a tight market with rapidly rising rates. Major truck shippers are having trouble covering loads, paying higher spot rates and are facing increasing intermodal costs. View this presentation to learn why and what you can do about it or visit our website for the full webinar recording.
This presentation by the University of Piraeus discusses crisis management in the shipping industry. It notes that the current industry downturn is driven by high supply growth and may last until supply and demand are back in equilibrium in 2013 or beyond. Many shipping companies have no equity left due to declining asset values and insufficient charter rates to cover costs. The presentation examines options for companies including paying down debt, selling assets, and restructuring with banks. It also looks at sources of funding such as private equity and capital markets. In conclusion, it emphasizes the importance of maintaining cash flow during the difficult market conditions.
The document discusses trends in the freight transportation industry and what they may indicate about the economy. It finds that demand is increasing across truck, rail, and air freight while capacity is tightening. This is driving increased pricing power across all modes of freight. The document also notes that fracking is contributing to increased oil and gas production and rail and trucking companies are increasing capital expenditures to expand capacity.
This document provides an analysis of macroeconomic and transportation industry trends by Donald Broughton, Senior Transportation Analyst at Avondale Partners. It includes charts and commentary on topics like inflation, interest rates, tonnage growth across transportation modes, capacity constraints in trucking and rail, and the relationship between freight demand, pricing, and trucking company failures. The overall message is that while macroeconomic indicators appear weak, transportation data tells a different story of recovery and tightening capacity that supports continued improvement in freight rates.
The document discusses trends in the less-than-truckload (LTL) shipping industry. It notes that the industry saw a 26% decline in revenue since its 2006 peak. Major competitors in the industry are analyzed and discussed. The market share of unionized carriers has declined significantly since deregulation in the 1980s. Future trends discussed include further industry consolidation, growth of third-party logistics providers, and ongoing pricing pressure until meaningful capacity reductions occur or economic growth resumes.
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The document summarizes key trends in New York City's taxi and for-hire vehicle industries from 2014-2015 based on trip data collected by the NYC Taxi & Limousine Commission (TLC). It finds that while medallion taxis primarily operate in Manhattan, new services like Street Hail Liveries and app-based for-hire vehicles have increased transportation options in the outer boroughs. Peak travel times differ by service, with traditional for-hire vehicles busiest in the morning rush and newer services busiest in evenings and weekends. The TLC now collects electronic trip records from most vehicles, allowing unprecedented understanding of passenger movement.
The document summarizes Donald Broughton's presentation at the CCJ Spring Symposium on May 20, 2015. Some of the key points discussed include:
- Fracking has led to plentiful and low-priced oil and natural gas supplies that can potentially last a long time.
- Trucking volumes have been growing but are showing signs of decelerating, especially for long-haul freight. Intermodal volumes have also decelerated due to cheaper diesel and economic factors.
- Railroads face issues like falling volumes of coal and exports due to cheaper natural gas and a strong dollar. Intermodal cargo is shifting back to trucks as diesel prices drop.
- Broughton predicts the driver
Transforce has grown aggressively through over 30 acquisitions since 1998, becoming Canada's largest trucking carrier. The document recommends Transforce as a buy, with a target price of $15.75 based on its strong growth through acquisitions, improving returns, and further growth opportunities in Canada's fragmented trucking market. Management has been a key factor in Transforce's success through strategic acquisitions and operational improvements.
The document summarizes the performance of two investment strategies in April - Touch Tech and Refineries. Touch Tech added nearly 4% led by a short position in Amazon.com (AMZN) that profited 2.3%. Refineries added 3% with broad gains. The worst performers were Alternative Asset Managers and Shipping, each losing around 1.3%. Looking ahead, the author expects policies to reduce pollution in China to impact steel production and iron ore prices.
- The presentation summarizes Paragon Shipping's Q1 2013 earnings conference call. It discusses financial highlights such as revenues, EBITDA, and losses. It also provides an operational update and industry outlook.
- Paragon delivered its third Handysize newbuilding and completed a debt restructuring during Q1 2013. It transitioned to NASDAQ and has a contracted revenue backlog of $26.1 million.
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This executive briefing will help purchasing and supply professionals better understand their transportation and 3rd party logistics needs and develop sourcing strategies to fulfill those needs. Part II of two parts.
The session will focus on three topics. First, the terminology and economic basics of transportation and 3rd party logistics will be discussed. Next, alternate transportation/3rd party logistics strategies will be discussed. This topic will include a discussion of the advantages and disadvantages of private and for-hire alternatives. The final topic will identify and discuss alternative sourcing strategies when using for-hire transportation and 3rd party logistics services.
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The document summarizes regional mobility and public transportation in the Lowcountry region of South Carolina, which includes Beaufort, Colleton, Hampton, and Jasper Counties. It discusses:
1) The region's sparse population and large geographic area, challenges in providing public transportation, and opportunities for coordination between agencies.
2) Conditions that enabled greater consolidation and coordination of transportation services over time, including establishing a single transit service provider, pursuing multiple funding sources, and allowing for more spontaneous trips.
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Carrier direct 2h14 outlook for the transport and logistics market
1. All rights reserved by CarrierDirect, LLC, 2014
Outlook for the Domestic Transport
and Logistics Market in 2H14 and Beyond
July 2014
@CarrierDirect
CarrierDirect
Listen To Recording
2. Legal Disclaimer
2All rights reserved by CarrierDirect, LLC, 2014
CarrierDirect and its affiliates are in the business of providing, among other things, consulting and marketing services to carriers
and third-party logistics companies. In their role they are entrusted with information, some of which may be confidential and
proprietary, regarding market strategies and operations, technology and route-to-market tactics. All information provided herein
is based upon public information shared in publicly disclosed documents, industry events and company-sponsored
presentations. CarrierDirect may be currently, may have in the past or may in the future provide services to certain of the
companies referenced in this presentation.
For more information, contact us at www.carrierdirect.co.
3. What We’re About At CarrierDirect
3All rights reserved by CarrierDirect, LLC, 2014
Bringing fresh perspectives to the
transportation and logistics industry.
4. The 2014 Freight Market Outlook
4
What The Industry Looks Like Halfway Through 2014
Key Trends On The Horizon For 2H14 and Beyond
Strategic Priorities Leadership Should Have On Their Agendas
All rights reserved by CarrierDirect, LLC, 2014
5. How The Industry Looks From A Few Different Angles
5All rights reserved by CarrierDirect, LLC, 2014
Truckload Asset-Light
Less-than-
Truckload
Third-Party
Logistics
US
Economy
6. Q1 Was A Frozen Nightmare, But Prospects Of Life For The Rest of The Year
6All rights reserved by CarrierDirect, LLC, 2014
Seasonally Adjusted US GDP from Q2 2010 – 2014
Source: Bureau of Economic Analysis, 6/25/14 Q1 14 Revised Estimate
ATA Monthly Truck Tonnage Index (2007 – Present)
%ChangeinRealGDP(SeasonallyAdjusted)
3.9
2.8 2.8
-1.3
3.2
1.4
4.9
3.7
1.2
2.8
0.1
1.1
2.5
4.1
2.6
-2.9
3.5
2.7
3
-4
-3
-2
-1
0
1
2
3
4
5
6
Q2-2010
Q3-2010
Q4-2010
Q1-2011
Q2-2011
Q3-2011
Q4-2011
Q1-2012
Q2-2012
Q3-2012
Q4-2012
Q1-2013
Q2-2013
Q3-2013
Q4-2013
Q1-2014
Q2-2014(Est)
Q3-2014(Est)
Q4-2014(Est)
The aftermath of one of
the most brutal winters
in recent memory
Moderate estimates for
remainder of 2014
TL
Asset-
Light
LTL 3PLEconomy
95
100
105
110
115
120
125
130
135
Source: American Trucking Associations, Transport Topics
2007 2008 2009 2010 2011 2012 2013 2014
TruckTonnageIndex(2000=100)
Continued strong freight levels
keeping trucking companies busy
2009 starting to
seem like just
a bad dream
7. Freight Stocks Continued To Be A Mixed Bag Of Investment Quality
7All rights reserved by CarrierDirect, LLC, 2014
Source: Yahoo Finance
ODFL (LTL)
ABFS (LTL)
SAIA (LTL)
HTLD (TL)
SWFT (TL)
ECHO (3PL)
XPO (3PL)
RRTS (AL)
YRCW (LTL)
CHRW (3PL)
CGI (TL)
WERN (TL)
S&P
0
50
100
150
200
250
Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14
StockIndex(7/1/2013=100)
TL
Asset-
Light
LTL 3PLEconomy
8. Key Themes On Everyone’s Minds In The Truckload Market
8All rights reserved by CarrierDirect, LLC, 2014
TL
Asset-
Light
LTL 3PLEconomy
Driver recruitment and retention is still the biggest issue, as thousands of seats go unfilled due to
prospective drivers being kept out of the industry by new government regulation, increased company
scrutiny and the allure of comparable “blue collar” jobs with better lifestyles
1
High levels of uncertainty around how FMCSA changes will affect the “day-to-day” of trucking operations,
leaving many small trucking companies worried if they’ll still be able to compete as more regulation rolls out
2
Trucking companies (and LTL guys, too) making decision to allocate assets to dedicated lanes as
they’re able to grab more revenue per mile from long-term commitments with customers
3
A lot of opportunity to convert loads to intermodal, but not able to do as much as there should be
due to rail line congestion, not having enough equipment and allocating assets towards bulk markets
4
9. It’s So Glamorous, Why Don’t More People Want To Drive Trucks?
9All rights reserved by CarrierDirect, LLC, 2014
TL
Asset-
Light
LTL 3PLEconomy
Sleeping in their cab at
night, often having to go
for days without showering
Driving for hours in a cramped cab,
many get a dog for companionship
Truck stops are a source
for fuel, showering and
relaxing after long hauls
And a spot to meet with other people
who live on the road (where they talk
about which Brokers or Shippers
they like or hate to work with)
State Of the Driver: By The Numbers
Source: Bureau of Labor Statistics, YRCW, The National
Transportation Institute, Transport Topics, HealtheSignals
*Note: For Heavy and Tractor-Trailer Drivers in the US
Number of Drivers* +1.7M
Drivers That Are Male 94.6%
Average Pay (Dry Van) $48K
Over The Age of 45 56%
Suffers From Pre-Hyper 87%
Tension or Hypertension
Obese / Morbidly Obese 75%
Driver Life Expectancy Early 60’s
Drivers Needed Over 96,178
Next 10 Years
10. With Huge Fragmentation, Widespread Changes In TL Takes Years To Realize
10All rights reserved by CarrierDirect, LLC, 2014
Carrier
2013
Revenue*
Share
of Market
$3,052M
$2,320M
$1,642M
1,622M
$1,606M
0.99%
0.75%
0.53%
0.53%
0.52%
Source: Journal of Commerce, Company 10K Reports, Internal Estimates
Change
from 2012
+1.5%
+1.3%
(2.46%)
+3.8%
(4.4%)
Carrier
2013
Revenue*
Share
of Market
$1,480M
$1,478M
$1,152M
$1,071M
$1,008M
0.48%
0.48%
0.37%
0.35%
0.33%
Change
from 2012
(9.2%)
7.7%
7.6%
0.8%
0.9%
$291,186M 94.67%Every Other TL Carrier
*Includes non-Truckload revenue in figures (approximate total)
TL
Asset-
Light
LTL 3PLEconomy
11. Linehaul Rates In the Truckload Market Continue On A Steady Incline
11All rights reserved by CarrierDirect, LLC, 2014
TL
Asset-
Light
LTL 3PLEconomy
Nationwide Broker Spot Linehaul TL Rates
(July 2013 – July 2014)
Source: DAT, DW
Nationwide Shipper Contract Linehaul TL Rates
(June 2013 – June 2014)
Source: DAT, DW
Van FB Reefer Intermodal
$0.65
$0.85
$1.05
$1.25
$1.45
$1.65
$1.85
$2.05
$2.25
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
2013 2014
$0.65
$0.85
$1.05
$1.25
$1.45
$1.65
$1.85
$2.05
$2.25
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Van FB Reefer
2013 2014
Steady increases in rates as
capacity continues to be tight
Truckers continuing to go back to
shippers / 3PLs multiple times per
year to renegotiate rate agreements
12. LTL Carriers Feeling Good With More Freight In Networks and Pricing Power
12All rights reserved by CarrierDirect, LLC, 2014
TL
Asset-
Light
LTL 3PLEconomy
The new challenge: how to deal with the problem of having too much freight in their networks and the
right way to “purge” the bad freight strategically that won’t backfire when freight levels ease
1
LTL carriers being affected by the good and bad spillover from the truckload market: huge challenge in
finding Linehaul drivers (P&D not so much a problem), but also getting the potential benefit from the freight
spillage that moves from truckload to LTL (but again, see trend #1)
2
Tech is the next big initiative for LTL carriers who see the writing on the wall that the better they know
their network the better they’ll be able to generate profit (if management makes the right decisions with it)
3
13. New Leaders In Market And Consolidation May Pave Way For Change in LTL
13All rights reserved by CarrierDirect, LLC, 2014
Carrier
2013
Revenue*
Share
of Market
$5,095M
$3,466M
$3,127M
2,502M
$2,126M
14.47%
9.85%
8.88%
7.11%
6.04%
Source: Journal of Commerce, Company 10K Reports, Internal Estimates
Change
from 2012
+1.7%
+2.2%
(1.9%)
+5.2%
+9.5%
Carrier
2013
Revenue*
Share
of Market
$1,835M
$1,730M
$1,721M
$1,298M
$1,139M
5.21%
4.91%
4.89%
3.69%
3.24%
Change
from 2012
+4.8%
+5.4%
+3.1%
+3.8%
+3.7%
$11,161M 31.71%Every Other LTL Carrier
*Includes ancillary business unit revenue in some cases
TL
Asset-
Light
LTL 3PLEconomy
14. LTL Carriers Getting Good Freight From Third-Party Logistics Companies
14All rights reserved by CarrierDirect, LLC, 2014
Source: CD LTL Benchmarking For 3PLs – 2014
Inbound % of Total
TX 15.36%
CA 14.49%
FL 4.89%
IL 4.73%
OH 4.20%
IN 3.39%
PA 3.37%
NY 3.30%
MI 3.12%
AZ 3.06%
6.2%
14.3%
23.8%
4.0%
16.9%
6.8% 7.2%
5.7%
4.0%
0.8%
3.3% 3.3%
0.0% 0.3% 0.4%
2.4%
0.5% 0.1% 0.0%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
CL
50
CL
55
CL
60
CL
65
CL
70
CL
77.5
CL
85
CL
92.5
CL
100
CL
110
CL
125
CL
150
CL
160
CL
175
CL
200
CL
250
CL
300
CL
400
CL
500
37.95%
20.38%
17.13% 16.47%
8.07%
0.00%
10.00%
20.00%
30.00%
40.00%
0 - 499
lbs.
500 - 999
lbs.
1,000 -
1,999 lbs.
2,000 -
4,999 lbs.
5,000 -
9,999 lbs.
41.43%
22.92%
14.72%
8.94%
11.99%
< 500 Miles 501 - 1,000 Miles
1,001 - 1,500 Miles 1,501 Miles - 2,000 Miles
+2,001 Miles
TL
Asset-
Light
LTL 3PLEconomy
Outbound % of Total
CA 19.91%
TX 12.54%
IL 6.44%
MI 5.01%
OH 4.79%
NJ 4.58%
IN 3.89%
PA 3.64%
GA 3.59%
TN 3.19%
Top 10 OB / IB States
% of Total Weight By Weight Break
33.4%
22.8%
20.1%
16.3%
4.5%
1.6% 1.3%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Revenue To Carrier (Includes FSC) Length of Haul
Average
$209.26
Average
944 mi.
Average
1,529 lbs.
Median
CL 70
Class Allocation of 3PL Freight
(Actual Class – No FAKs)
Shipments to LTL Carriers From 3PLs (<10K lbs., Actual Class, 60 Days)
15. Asset-Light Continues To Be A Market Many Want To Get Into
15All rights reserved by CarrierDirect, LLC, 2014
TL
Asset-
Light
LTL 3PLEconomy
More asset-light carriers entering the market each quarter, bringing a new level of competition to the
marketplace for carriers that rely on contractual partnerships / interline agreements to haul freight
1
The asset-light carriers who disregard service and play on price alone are being abandoned by shippers
and brokerages as frustration grows from unreliable transit times and congestion because of opting for
slower intermodal linehaul (e.g. not using expedited rail options or OTR)
2
Established asset-light carriers (e.g. RRTS) putting their efforts into diversifying their solutions and
branching into full-fledged logistics solutions vs. standard consolidation networks
3
16. Roadrunner Remains An Interesting Case Study In Asset-Light Evolution
16All rights reserved by CarrierDirect, LLC, 2014
TL
Asset-
Light
LTL 3PLEconomy
Brands Under the RRTS Umbrella as of July 2014
Source: RRTS 2013 Annual Report, www.rrts.com
Company Snapshot As of FY13 End
Total Revenue: $1.36B
− Truckload: $658M
− LTL: $559M
− TMS: $154M
EBITDA: $101.7M
Net Income: $49M
Employees: 2,756
LTL Delivery Agents: 200
LTL Service Centers: 45
Truckload Fleet: 3,500
TL Terminals: 27
Linehaul Cost per Mile (No FSC): $1.24
Brokerage Agents: 96
17. 3PLs Entrench Themselves Deeper In Industry, Get Bigger and Better
17All rights reserved by CarrierDirect, LLC, 2014
TL
Asset-
Light
LTL 3PLEconomy
M&A has continued in the logistics space as small, mid-sized and large logistics companies are
gobbled up by market-share-hungry 3PLs looking to scale quickly by organic / inorganic means
1
Interesting mix of events where “strategic” 3PLs work to become more like brokerages and
“transactional” 3PLs look to tackle more complex supply chain problems for shippers
2
The brokerage market is getting much more difficult to get into (not because of the bond increase), but
because of Truckload and LTL carriers reducing the number of 3PLs they do business with
3
18. M&A Continues At A Rapid Pace In The Logistics Sector
18All rights reserved by CarrierDirect, LLC, 2014
Source: Company Filings, Internal CD Analysis, CapIQ
Date Target
Announced Buyer Transaction Notes
5/13/2014 One Stop Logistics Echo Global Logistics acquires One Stop Logistics, a leading LTL brokerage based in California for
Echo Global $37.3 million, representing an 8.7x EBITDAmultiple
3/31/2014 Access America Transport Coyote and Access America complete their merger for a combined revenue of $2+ billion, helping to
Coyote Logistics diversifyCoyote's service offerings and strengthen its presence in the LTL arena
3/14/2014 Unitrans International Corporation Roadrunner acquires Unitrans International, a leading provider of international logistics, for $55 million;
Roadrunner Transportation Unitrans generated a TTM total revenue of $84 million at the time of acquisition
2/26/2014 Comcar Logistics Echo Global Logistics acquires Comcar Logistics, a non-asset based truckload brokerage based in
Echo Global Jacksonville, FL; Comcar has approximately$15 million in TTM revenue at the time of acquisition
2/24/2014 Rich Logistics / Everett Transportation Roadrunner acquires Rich Logistics and Everett Transportation for a total transaction value of $48 million
Roadrunner Transportation to strengthen Roadrunner's truckload capacityto/from Mexico; TTM revenue from Rich was $113 million
1/6/2014 Pacer International Pacer, the 3rd largest intermodal provider in America, agrees to be acquired byXPO for an Enterprise
XPO Logistics Value of $296 million; Pacer generated a TTM total revenue of $1.0 billion at the time of announcement
12/10/2013 Landstar SCS XPO Logistics purchased Landstar's SupplyChain Solutions group for $87M at a 7.5X EBITDAmultiple
XPO Logistics
7/12/2013 3PD XPO Logistics purchased 3PD, a last mile delivery3PL for $365 million
XPO Logistics
3/19/2013 Open Mile Echo Global acquired Open Mile, an East Coast TL brokerage for $2M
Echo Global Logistics
Echo and Coyote acquisitions increase the
already well-established dominance of
Chicago’s brokerage market
As XPO integrates its numerous
acquisitions the industry holds
its breath to see what’s next
TL
Asset-
Light
LTL 3PLEconomy
19. The Top Brokerages Continue to Get Bigger And Offer More Services
19
Single-Mode Multi-Mode Complex Multi-Mode
$250M
$1B
$500M
$10B
GrossRevenue(AsReportedasRun-RateEstimates)
$750M
Solutions Brokerage Can Competitively Offer CustomersSource: Transport Topics, CD Estimates
All rights reserved by CarrierDirect, LLC, 2014
TL
Asset-
Light
LTL 3PLEconomy
20. Private Companies Continue to Play Big Roles In The Brokerage Space
20All rights reserved by CarrierDirect, LLC, 2014
Modes They’re
Growing Into
Sales
How They’re
Changing the
3PL Market
Parcel (1 of 2 authorized
UPS domestic resellers)
Less-than-Truckload
Dry Van / Flatbed
International Air / Ocean
Franchises
Proprietary TMS
Fastest growth trajectory
of any 3PL in the LTL
reselling space
Expansive, well-trained
franchise network
Unique service portfolio
Dry Van Truckload
Reefer Truckload
Intermodal
Heavy Haul / Flatbed
Less-than-Truckload
W2 Employees
Proprietary TMS
Service-oriented
commitment to customer
is “raising the bar”
Truckload tech years
beyond their competition
Perfection of the
“buy / sell” model
Less-than-Truckload
Dry Van / Flatbed
Intermodal
W2 Employees
Proprietary TMS
“Systematized” the LTL
process better than any
other 3PL; will do the
same for Truckload
Largely quiet outside of
TL, with enormous goals
for growth in the mode
“Claim to Fame”
Brokerage Modes
Technology
TL
Asset-
Light
LTL 3PLEconomy
21. Brokerages Continue To Favor W2 / Franchises Over Sales Agent Programs
21All rights reserved by CarrierDirect, LLC, 2014
TL
Asset-
Light
LTL 3PLEconomy
Brokerage
Sales Channels
To Reach
Market
W2 Employees
Dedicated sales force calling on
small / mid-sized customers over
the phone and visiting larger
customers in person
Franchises
Businesses with exclusive,
legally bindings agreements to
sell the company’s logistics
services
Sales Agents
1099 group with non-exclusive
or (less frequently) exclusive
sales agreements with
Brokerage to resell their services
Sales Channel
Inside Sales
- Base Salary or Draw
- Share of Gross Profit
Outside Sales
- Base Salary or Draw
- Share of Gross Profit
Franchise pays royalty to
Franchisor each month
Fees for any operational
support from Corporate
Share of Gross Profit for
each transaction
Penalties or fees for support
expenses from Corporate or
for bad debt expense on
Agent’s Gross Revenue
Compensation Structure
+ Ultimate control over sales,
pricing programs and handling
channel conflict with carriers
+ Early investment pays off with
higher returns per employee
+ Franchise responsible for
operations and cash collection
+ Cash infusion from each new
franchise in the system
+ Good economic structure for
Franchisor and Franchisee
- Brands have “worn out” model
(i.e. difficult recruitment)
- Difficult to direct agents
towards strategic goals and
resolve channel conflict with
carriers
Highlights Of Channel
Most
Favored
Most
Favored
Least
Favored
22. The 2014 Freight Market Outlook
22
What The Industry Looks Like Halfway Through 2014
Key Trends On The Horizon For 2H14 and Beyond
Strategic Priorities Leadership Should Have On Their Agendas
All rights reserved by CarrierDirect, LLC, 2014
23. Even Bigger and Better Collaboration Between Shippers / 3PLs / Carriers
23All rights reserved by CarrierDirect, LLC, 2014
Strategic Value Curve for 3PL / Carrier Partnerships
Source: BG, Menlo Worldwide Logistics
What’s Ahead In Carrier / 3PL Collaboration
The 3PLs who treated carriers poorly when the
pendulum was in their favor are now getting
crushed as it swung back towards carriers
Best-in-class 3PLs understand that carrier
services aren’t a commodity and are finding
ways to improve collaboration, such as:
− Gain share programs on new opportunities
− “Open book” agreements with target
profitability for carrier and 3PLs
− Tackling shipper opportunities with
combined sales and technology efforts
The 3PLs who don’t adopt this kind of
partnership will fail in the next 3-5 years
*Take the 23rd Annual Trends and Issues survey to share your
perspectives on the industry
With the pendulum swinging back in favor of carriers, there will need to be more strategic conversations
and collaboration between 3PLs and carriers to make the relationship work for all parties
24. Technology Will (Eventually) Come To Truckload and LTL Carriers
24All rights reserved by CarrierDirect, LLC, 2014
Technology In Transportation
Outdated systems that are more
“reactive” than “proactive”
Poor costing, pricing and tracking
technology
Outdated, unintuitive user
interfaces that requires too many
“super users” to navigate
A lot of data being captured, but
lacking analytical tools to use to
make proper mgmt decisions
Today
Truckload Technology
Smart pricing and costing models
that can aid in making smarter
management decisions on how
and where to position assets
More smartphone-enabled
technology to provide for dynamic,
real-time load information sharing
*Driverless trucks in +15 years, but some
degree of computer-aided trucking sooner
LTL
Stronger data capturing ability
(e.g. dimensioners) and costing
models to price services more
accurately
Improved route-optimization and
tracking software to improve P&D
density
Dynamic pricing of services based
on network and market conditions
(more on this to come)
What’s Ahead
The carriers who don’t invest in these technologies will be pushed all the “bad freight” that they
aren’t able to properly price and make the right management decisions on how to handle in their networks
The carriers who invest in technology are going to be leagues ahead of those who are slow to adapt to
available, cheap technologies which would allow them to provide better services to their customers
25. “Pushed” Into 3PLs and Shipper Systems
We’re Standing On The Edge Of Big Pricing Changes For LTL Sector
25All rights reserved by CarrierDirect, LLC, 2014
Web Services
Connections
Dimensional
Pricing
Dynamic
Pricing
Real-Time
Information
Gathering
Pay for space taken up in trailer
vs. confusing class-based system
FedEx/UPS goes first, then the industry
Pricing based on needs of carrier’s network
Ability to set future discounts to guide freight
shipments to days that are typically light
Driver / sales rep pricing using
handheld “dimensioners”
LH planning before freight hits dock
Output From Carriers’ Operating System
Getting Paid For What’s
Moved vs. Hoping For Best
Ability to Standardize / Tier
Pricing For Different 3PLs
Immediate Change Of Freight
Mix vs. Long Tariff Changes
Source: CD Internal Perspective
It’s been talked about since de-regulation, but we are truly on the cusp of some pretty significant changes
in the LTL industry that will let carriers better manage their businesses and run more efficient networks
26. Carriers Will Start Using 3PLs As An Extension Of Their Sales Channel
26All rights reserved by CarrierDirect, LLC, 2014
A smaller handful of 3PLs will start to be considered a legitimate extension of the carrier’s sales force (and
not thought of as a competitor) that can be used to extend the reach of the carrier without the sales costs
Carrier
Head of Sales
National Account ManagersRegional Key Account ManagersValue-Added Resellers
Carrier 3PL
Whose Employee
A small sub-set of 3PLs that meet
the carrier’s rules of engagement
Tiered pricing that is well thought
out by the carrier to meet goals
Offer business to carriers that is
“scaled” and meets needs of
carrier’s network
Deployed in local markets across
different regions in carrier’s
footprint
Tasked with directives to build out
local sales presence targeting
specific kinds of accounts
(of a size or growth potential)
Located at carrier’s headquarters
Works closely with pricing and
operations teams to build account
and implement new initiatives
Focus on large accounts that
span multiple-regions with
centralized decision-making
27. The Biggest Carriers May Become The Biggest 3PLs
27All rights reserved by CarrierDirect, LLC, 2014
Asset Non-Asset
Company trucks
Consolidation /
Service Centers
Ability To Move
Quickly As Needed
Manage KPIs Closely
Sub-Contracted or
Brokered Assets
Outsource To Others
Are Experts / Do For
Less Money
More Services To
Offer Shippers
Requires next-generation technology and extremely
progressive thinking / leadership to make the model work properly
Blending the Best of Asset-Based And Non-Asset Models
What Carriers Must Do To Become 3PLs
Large, asset-based have barely tapped into
the potential of offering true logistics services
Growth has come from having established
brands with shipper, not any remarkable
logistics services (for the most part)
The next wave of growth from carriers offering
3PL services will be from adopting practices
and ideas that have made some 3PLs so
successful (technology, brokerage tactics,
thinking of the whole vs. the trucks)
Breaking through to the next level of logistics
services is going to require extremely
progressive thinking and leadership
A handful of carriers have made good progress in building out logistics divisions, but their growth has
largely been due to being established brands; getting to the next level is going to take a new game plan
28. New Entrants To The Industry Are Coming Who Want To Solve Sexy Problems
28All rights reserved by CarrierDirect, LLC, 2014
Companies Bridging the Physical / Digital World Divide
“Uber of Freight”
The Web Services Hub For Freight
What These Outsiders Are Doing And Why
Enticed by the unique and big problems that are
pervasive across the freight industry
Successful entrants partner with people that
have been in the industry for a long time
(see Cargomatic with Kessler + Parker)
Preferring to focus on technology solutions that
bridge asset-based world with digital world vs.
doing a “typical” brokerage play
When they do go into brokerage, they are doing
some pretty amazing things (see Coyote’s MIT
squad or Echo’s team of tech rockstars)
Few tech entrants are focusing on making
trucking companies more efficient (hint,
hint…tech people looking for a problem to solve)
Over-Dimensional
Freight Capacity
Advanced TL & IM Pricing
Freight Exchange
The freight industry is getting more attractive to outsiders, and they’re beginning to get their hands dirty
on applying new technologies being used in other industries to the challenges of transportation
Electronic Log Books / Fleet Management
29. Entrance of Exchanges Could Be Trouble for Low-Value Brokers
29All rights reserved by CarrierDirect, LLC, 2014
Logistics companies who provide little value to shippers are at risk of being replaced by tech startups,
though those who establish relationships and provide value-added services are less likely to be affected
“Need an armoire moved on a
no-name carrier? No problem.”
“I don’t know anything
about this carrier, but
here’s your rate. Good
luck!”
“Based on your needs,
I recommend using CWF.
Good? Great. I’ll get this
done for you.”
“We’ll handle all
your freight from our
facilities. We’ll take care
of everything.”
…High Risk …Little Short-Term Risk …Very Little Risk
Legend
Future tech startups will take the form
of “marketplaces” or “exchanges” who
efficiently pair shippers with carriers
Companies who only provide rates to
shippers without a “hook” will be replaced
by these tech companies
3PLs who offer higher value services are
less likely to be affected
Some value-add services to protect a
3PL from obsolescence include:
− Multiple service options
(e.g. TL, LTL, International, Parcel)
− Warehousing services
− High-degree of carrier knowledge
and ability to meet a customer’s
needs on any given shipment
Value-Added
Transportation
Services
High-Value Logistics
Non-Commercial
Freight Moves
Transactional Rate
Reselling
30. The 2014 Freight Market Outlook
30
What The Industry Looks Like Halfway Through 2014
Key Trends On The Horizon For 2H14 and Beyond
Strategic Priorities Leadership Should Have On Their Agendas
All rights reserved by CarrierDirect, LLC, 2014
31. Strategic Initiatives That Should Be On Asset and Non-Asset Agendas
31All rights reserved by CarrierDirect, LLC, 2014
Non-AssetAsset-Based
32. Initiatives For Asset-Based Companies In the Years Ahead
32All rights reserved by CarrierDirect, LLC, 2014
Non-
Asset
Asset-
Based
Now that the pendulum has swung back to carriers, it’s important that they take this
opportunity to invest for what the future holds to prepare for inevitable market shifts
Get Your Logistics
Division To The Next Level
Keep Investing In Technology
(Build For The Future)
Align With The Right Customers
And Build Collaboration Roadmaps
1 2 3
If you’ve launched a logistics division
that’s had some success, know that
it’s just the beginning
Getting to the next level to compete
with incumbents is going to take an
entirely new level of thinking and
talent to catch up to where industry
leaders are today
Always remember to think about the
big picture of your company vs. asset
utilization metrics
On the trucking and logistics
segments, continuously invest into
your technology to make it smarter,
faster and stronger
Create technology that is ready for the
web-enabled world and can share
information and service information in
a dynamic environment
Look to what’s come before you: learn
from e-commerce giants and the
technology needed to operate in high
shipment laden businesses
Take the opportunity to purge “bad
freight” from your system and push to
others who aren’t as sophisticated
Align with your customers on what
works well for your network, where
you can meet them halfway and what
is non-negotiable
Build collaboration roadmaps on how
your partnership can work well for
both companies (remember: you
never get anything you don’t ask for)
33. How Non-Asset Companies Can Better Compete In This Environment
33All rights reserved by CarrierDirect, LLC, 2014
Non-Asset companies should be dedicated to build advanced technology platforms,
creating high-value services and finding ways to maximize yield on customer business
Build For A
Multi-Modal Future
Focus On Your Core
Carrier Relationships
Become Better
Buyers of Freight
1
2
3
Develop core competencies to be able to do well in environments that require
spot market savviness or dedicated/contract pricing relationships
Create a S.W.A.T. team of people (and technology) that knows pricing and are
able to develop deep relationships with carriers across various modes
Be brutally understanding of what you can offer carriers, what you can’t and
how it compares to others in the marketplace
Develop deep relationships with core carriers where there is mutual trust
Take “scaled” business to carriers vs. making promises of things to come
Realize that being exceptional at one mode is great, but know that your
competitors are building the ability to function exceptionally well by offering
true multi-modal solutions
Begin laying the groundwork early to build teams of people and technology
that will enable for multi-modal sales and operations
Points To Focus On
Non-
Asset
Asset-
Based
34. CarrierDirect
All rights reserved by CarrierDirect, LLC, 2014 34
CarrierDirect, LLC
105 West Adams, Suite 3010
Chicago, IL 60603
@CarrierDirect
CarrierDirect
Listen to Stifel Call
www.carrierdirect.co
Joel Clum
President
(312) 725-6712
joel@carrierdirect.co
JoelClum