Adam Sanders’ Post

3PL folks --» i'm curious to know what you think of RXO Chief Strategy Officer Jared Weisfeld opinion one of the latest FreightWaves article : ''A trend that Weisfeld believes will continue to gain traction is the influence of truck brokerage in the freight market. “If you look at 3PL/brokerage penetration as a percentage of the for-hire truckload market, we estimate about a year ago it was around a low 20%,” he told Wasson, up from close to 10% a decade ago. “If you’re a shipper and can get better access to technology, incredible service, more flexibility — we think that penetration can increase to 40-50% over the long-term, as a percentage of the $400 billion for-hire truckload market.'' leave your 2-cents in the comment section 👇

Exciting News! After over 25 years in the logistics industry, I've stumbled upon something that has ignited my passion like never before! 🙌 Mastering Negotiation: Learning to negotiate better has been an exhilarating journey. It's incredible how it can transform outcomes! Collaboration: Working closely with incredible minds like Erica Misse Beckford, BJ Smith, T Landy, Divinity Cox, Edy Agee, Johnny Jackson, and Lida Hakobyan 🎬 in our masterclass meetings has been nothing short of geeking out with real data and creating a HUMAN CALCULATOR for LineHaul, Stop pay, accessorials, and the real truck size. #LOVEnumbers and #spotbidquoting Personal Growth: My voice in this industry has evolved significantly over the past year. Special credit goes to Dale Dupree and The Sales Rebellion for this transformation. Our community is growing stronger each day, with 3-5 new faces joining us daily. They're all getting empowered with the framework for bidding freight. And behind the scenes, we're building something that will humanize how we approach customers, quoting shipments and carrier negotiations. I just celebrated my 48th birthday this past Monday, and I'm thrilled to be inching closer to the big 5-0! After losing someone so very close to me just a few months ago, and then be able to smile - it is a short of a miracle. There is light at end of the tunnel.... the party must go on! In the comments, you'll find a link to join our community. We're going live every day for the next 11 business days as we wrap up our 30-day challenge. Don't miss out on this journey of growth and transformation! 🎉👏 #Logistics #Sales #Transformation #CommunityBuilding

We're still hitting triple digit attendance on our internal SME Roundtables💯 What does that tell me? Our sellers are hungry to sell more effectively and diversify their book of business. Doesn't matter if they joined us 6 months ago or 6 years ago, we're always pushing ourselves to improve. Weston Verner and Will Lawson, who have both been with us over 6 years, came on to talk #Expedited freight. Combined they ran 2,300 expedited loads in 2023 and are both on pace to beat that volume this year. Absolute pros and didn't leave any stone unturned when discussing expedited opportunities and best practices when servicing customers. YTD Nolan Transportation Group (NTG) has successfully completed 44,000 expedited loads for our customers. Our just-in-time network is second to none! If you're in pinch, we got you. #freightbrokerage #logistics #sales #porttoporch

🚛 Calling all fellow brokers! 🚛 Nothing beats the satisfaction of working with an understanding carrier! Recently, one of my carriers faced rejection at the shipper, but instead of frustration, they took a proactive approach. The call I received was music to my ears as the carrier said, "I understand that I didn't meet the requirements. What can I do, or have my drivers do, to ensure it doesn't happen again?" 🎵 It's moments like these that truly highlight the strength of our partnerships. Here's to collaboration, continuous improvement, and a seamless supply chain! 💼🌐 #Logistics #Collaboration #SupplyChainExcellence #smallwins

Tuesday Tea Time..... Carrier Sourcing..... Have you ever had that new lane from a customer and thought, welp, now I have to find capacity? Sometimes in the bidding and growth process, you don't already have the right capacity for a lane. Sometimes, you need to go find it. Many brokers separate out pricing and operations. The pricing person/team is just using data or worse, his or her gut, to make those decisions independent of the ops side of the equation. Just throw a number and if we win, we'll figure it out. Others take a look at internal data, at who has what capacity where and what prices need to be achieved to either win the business and not lose on the back side, or to strategically move internal or external assets into place. Sometime, we think we have a plan, a solution if you will, and someone else in the organization throws a wrench in there. Good news, if you're working with a quality team, they WILL figure it out. I was told long ago, there is a truck for every load. I still believe that. I also believe there is no bad freight. Only bad plans and prices. So while the current market conditions do not favor the asset side of the business in all markets, those who can build and maintain the best relationships will be able to persevere. #carriers #freighbroker #logistics

J.B. Hunt 3Q results show "the revenue decline was led by steep retreats in revenue per load at J.B. Hunt’s intermodal and truckload segments, where declining pricing offset slight increases in shipping volumes*." Is your business capitalizing on way lower rates, greater capacity and faster service? Why not? Shippers are achieving upwards of 15-20% rate improvements while improving service levels and finally resolving issues exacerbated over the past couple years. Maybe we can help. *From this week's Wall Street Journal Logistics Report

Getting rid of GF doesn't make sense to me. That would leave NAST as simply one of 18,000 truck brokers in the US and truck brokerage is a highly commoditized and price driven business. GF has much greater potential to generate profit than NAST in the sense that on a single transaction, one can have multiple bites of the apple. Origin charges; PO and vendor management fees; global transportation; customs brokerage; distribution and delivery. In this scenario, NAST is simply a service provider to GF for the pick-up, dray and delivery. It would be interesting to compare GF's current results to their pre-pandemic numbers. I have a hunch that the comparison would be quite favorable. In my humble opinion, CHRW should start playing offense by supporting GF with strategic acquisitions and further investment in the lucrative warehouse and distribution space. In addition, since GF has less than 5% of the global market, they should add sales hunters across the network to gain a bigger piece of that pie. And please, no comparisons to UTi. They were a grossly mis-managed and underperforming company on their last legs. That's certainly not the case with CHR GF.

Good example of financial risks and the importance of risk segmentation and performance management over logistics suppliers: “Davis suggests shippers segment their freight because not all lanes are created equal. A strategic approach, for example, is to make a data-driven decision on which lanes should be put out to bid, discerning where it benefits a shipper to award freight directly and where freight would be better off in the spot market. “We always advise keeping a carrier scorecard and regularly evaluating service,” Davis added.” https://lnkd.in/g7GYmkCp

While Peak may seem like an ideal time for carriers to make money, it's actually very risky for them, and frequently goes awry. Carriers are faced with many projection based challenges: - Maximizing capacity usage - Setting prices based on volume projections - Selling their services in at a competitive enough rate win and cover their costs A few weeks ago, James Malley, founder at Paccurate, and I sat down to discuss the challenges and opportunities facing the logistics industry, and how Onrout and Paccurate address them. In this clip, we talk through some of the benefits and costs of carrier operations during Peak and how a dynamic pricing model is beneficial to better maximizing capacity usage and cost management. What do you think? Is Peak always a win for carriers or does it come with a lot of potential pitfalls?

Excess capacity, an M&A scramble and a muted peak season are all hallmarks of today's difficult freight market. In his latest post, FourKites' VP of Carrier Operations and Strategy Jason Eversole walks through proven strategies for building resilience and navigating the chaos with confidence. Read the full article below: https://lnkd.in/gDcyjjdQ #freight #shipping #industry #economy #business