Transportation and supply chains have always involved uncertainty, but in recent years, volatility has become a constant, affecting nearly every aspect of operations. Freight demand shifts. The economy goes up and down. Fuel prices fluctuate. Interest rates change. Equipment availability tightens. Regulations evolve. Weather and global events disrupt supply chains. Driver availability changes.

Many of the factors that have the greatest impact on transportation operations are beyond a company’s control, and that is unlikely to change. What fleets and shippers can control is how they prepare, how they structure their operations and how quickly they can respond when conditions change.

Companies that focus on the areas they can control, including capacity, costs, uptime, fleet age, visibility and network design, are better positioned to manage the areas they cannot. The right mix of transportation solutions can help companies operate more efficiently, make better financial decisions and respond faster when the market shifts.

This article is part of �ʱ�Բ����’s “Control What You Can Control” series that explores how leasing, rental, used trucks and logistics solutions each help fleets and shippers gain more control over different parts of their operations.

Building Flexibility Into Fleet and Logistics Strategy

One of the most effective ways to gain more control in an unpredictable environment is to build flexibility. Different equipment and logistics solutions each play a role in giving fleets and shippers more control over different parts of their operations.

Full-service leasing helps companies control maintenance, uptime, fleet age and monthly transportation budgets through pre-set payment terms, access to late-model equipment, and a lease that includes maintenance, roadside assistance and replacement vehicles.

Rental trucks and trailers help companies control capacity by allowing them to add or reduce equipment based on demand, seasonality or new business opportunities without long-term commitments. They can also help companies scale up quickly if demand fluctuates suddenly.

Used trucks help companies control long-term fleet costs, equipment availability and replacement timing by providing a lower-cost way to own and operate equipment.

Logistics services can help companies optimize their networks as well as individual routes, improve contingency planning, increase visibility and boost customer service.

Each of these solutions addresses a different area of the business, but together they give companies more control over costs, capacity, risk and performance to help carriers and shippers manage uncertainty, improve flexibility and put more of the business under the company’s control.

Control Costs, Capacity and Risk

In addition to improving operational flexibility, the right fleet strategy can also help companies better manage financial performance and risk. Transportation is often one of the largest operating expenses for many companies, and decisions about whether to own, lease, rent or outsource logistics can significantly impact total cost of ownership, cash flow and balance sheet management.

For example, leasing can help stabilize monthly costs and reduce exposure to large repair expenses, while rentals can help companies avoid investing capital in equipment that may only be needed temporarily. Purchasing pre-owned equipment can lower acquisition costs and reduce overall capital exposure, and logistics services can help reduce transportation and warehousing costs through network optimization and improved visibility.

When used strategically, these solutions allow companies to align transportation resources with actual demand, improve utilization and reduce financial and operational risk.

Solutions To Increase Control

By combining leasing, rental, used equipment and logistics services into a coordinated strategy, companies can put more of their operations under their control, improving cost management, service performance and the ability to adapt when conditions change.

Penske provides a range of transportation solutions that help companies gain more control over different parts of their operations. These include full-service truck leasing, commercial truck rentals, used truck sales and logistics services such as dedicated contract carriage, freight brokerage and warehousing.

In the following articles, we take a closer look at how each of these solutions helps fleets and shippers control costs, capacity, risk and performance in different ways. Read more in the “Control What You Can Control” series here:

• Control Your Fleet Strategy With Used Trucks

Penske Logistics Launches Supply Chain Insight

Penske Logistics has launched , a new platform designed to provide customers with a real-time view of their supply chain operations across transportation and warehousing.

In many supply chain operations today, critical information is spread across multiple systems. Transportation, warehousing and third-party data often exist in separate environments, making it difficult to see what is happening across the full network and act quickly when conditions change.

Supply Chain Insight addresses that challenge by bringing these data sources together into a single platform. By connecting data across systems, the platform provides a more complete, real-time view of loads, orders, inventory and performance.

That connected view changes how teams operate.

Instead of piecing together information from multiple sources, organizations can trace the full journey of shipments, understand where delays may occur and evaluate the impact across downstream operations. With access to the same data, operations teams and their customers are better aligned and able to make decisions more quickly.

The platform also shifts the focus from simply tracking shipments to understanding overall performance. With more than 85 key performance indicators available, users can monitor trends, evaluate results and identify opportunities for improvement.

“Our customers increasingly need greater visibility and more flexible ways to view their operations,” said Mike Medeiros, executive vice president of operations at Penske Logistics. “No two operations run the same, and the way teams use data should reflect that. With Supply Chain Insight, our customers can define the metrics that matter most to their business, set performance thresholds and focus on areas that can drive increased efficiency and results.”

Supply Chain Insight integrates data not only across transportation and warehousing systems, but also from external partners. This broader visibility provides a more complete understanding of how goods move through the supply chain, beyond a single system or provider.

Built on a cloud-native architecture using Microsoft Azure with Snowflake as the core data platform, Supply Chain Insight is designed to support complex, large-scale operations while maintaining strong performance, security and reliability.

“Our goal with the launch and development of Supply Chain Insight is to help our customers accelerate supply chain performance,” said Jeff Jackson, president of Penske Logistics. “This new platform provides customers with an unprecedented and unified view across their highly complex transportation and warehousing operations. It connects data that is often split across separate systems, giving teams a clearer picture of what’s happening across their supply chain. We plan to continue developing this platform, integrate with other systems and drive further enhancements using AI going forward.”

With the launch of Supply Chain Insight, Penske Logistics is giving customers a more connected, real-time understanding of their operations, helping teams spend less time piecing together information and more time acting on it.

Periodic maintenance and new construction keep the nation’s roadways strong. New speed limits, traffic patterns and rights of way, as well as worker and vehicle movement in construction areas can all impact work zone safety.

, April 20-24, highlights ways motorists and professional truck drivers can work together to keep work zone workers safe.

The Federal Highway Administration (FHWA) has joined with the American Association of State Highway and Transportation Officials (AASHTO) and the American Traffic Safety Services Association (ATSSA) to coordinate and sponsor the awareness campaign.

This year’s theme is “Safe Actions, Save Lives.”

Before taking the wheel, the FHWA encourages drivers to keep the following in mind when entering a work zone.

Work zones present challenges for truck drivers. Narrowed lanes, sudden stops, traffic pattern shifts, and uneven road surfaces can lead to crashes and fatalities. Plan your route, reduce speed, stay alert, and do your part while traveling through work zones.

Large blind spots, long stopping distances, and size constraints make maneuvering large trucks and buses in work zones particularly challenging. Passenger vehicle drivers should be mindful that CMV drivers need to take extra precautions when driving through these areas.

Pay close attention to road workers and flaggers – give them extra room, always slow down when approaching them, and be prepared to stop if necessary.

Research your routes and check for upcoming work zones. Make sure you are aware of road work before embarking on your route and when possible, use detours to avoid having to pass through these areas.Reduce speed while traveling through work zones, paying close attention to signs and signals.

Be aware of passenger vehicle drivers around you, who may not be aware of commercial vehicle driving challenges, including large blind spots and longer stopping distances.

When approaching lane closures, move into the open lane as soon as possible – pay close attention to vehicles around you that could be in your blind spot.

Rear-end crashes are common in work zones. Obey all speeds, avoid distractions, and maintain extra space between your vehicle and the one in front of you at all times.

For more information on work zone safety, visit the FHWA website.

By “Move Ahead” Staff

Ice storms, heavy snow and torrential rains are just a few of the weather events that can shut down highways, close ports and disrupt the supply chain. Even just one severe storm can create a ripple effect that leads to missed delivery windows and freight backlogs, followed by a surge in demand once conditions improve. Preparation, flexibility and the right partners can help shippers and fleets minimize the risk of service disruptions to keep freight moving.

Weather’s Grip on Freight

Snow, ice and freezing rain remain among the most challenging weather issues for trucking. Mountain passes close regularly during storms, and the Federal Motor Carrier Safety Administration requires drivers to exercise extreme caution in hazardous conditions, often forcing drivers to park equipment until road conditions improve.

Heavy rain and flooding also create a challenge. High water levels can make roads impassable, while flooding can damage cargo and equipment. Hurricanes and tropical storms pose an even larger threat along the Atlantic and Gulf coasts, where port closures, evacuations and widespread power outages can shut down freight movement.

High winds can restrict movement on bridges and exposed highways, particularly for empty or lightly loaded trailers. Wildfires can also close major freight corridors, reducing visibility and affecting both safety and routing. In some areas of the country, extreme heat poses the greatest risk, leading to increased tire failures and engine overheating.

The Cost of Weather Delays

The financial impact of weather disruptions is significant. According to the National Oceanic and Atmospheric Administration, the U.S. sustained 403 weather and climate disasters from 1980 to 2024 where overall damages/costs reached or exceeded $1 billion. The Federal Highway Administration has reported that weather contributes to a substantial share of congestion and truck delay in major metropolitan areas.

For carriers, delays translate into higher fuel consumption, overtime costs and insurance claims. For shippers, they mean lost sales, production delays and dissatisfied customers. Retailers are especially vulnerable during peak seasons. A storm that delays imports or blocks a regional distribution center can affect an entire holiday sales cycle.

Preparing for an Unstable Operating Environment

For those in the supply chain, the question isn’t whether the weather will create disruptions, but how to be prepared when it does. Penske offers several solutions that can help fleets and shippers increase their resilience and respond quickly when weather disrupts operations.

Leased Trucks and Trailers: Full-service leasing gives fleets access to late-model equipment, data-driven preventive maintenance, 24/7 roadside support, fuel programs, winterization and replacement vehicles. Regular monthly costs support more accurate budgeting and improve financial planning. .

Rental Trucks and Trailers: When weather damages equipment or creates sudden demand surges, rental trucks and trailers provide fast access to capacity without long-term commitment. Penske's network of more than 2,000 commercial rental locations and one of the newest and largest rental fleets in the industry means equipment is available when and where it is needed. .

Used Trucks: Used trucks give fleets a cost-effective way to add or replace equipment quickly. With no lengthy build slots or new-model lead times, used trucks can be deployed rapidly to restore capacity after a weather event. Learn more.

Logistics Services: Penske Logistics helps shippers identify alternative routes, access multiple transportation modes, and scale capacity up or down as conditions change. �ʱ�Բ����’s technology integrates real-time weather data into routing systems, helping drivers get ahead of delays. Penske also works with customers to identify potential risks and create contingency plans to support faster decision-making and recovery. .

Equipment Repair: Severe weather significantly increases the risk of collisions and damage, and de-icing chemicals can accelerate corrosion of vehicle panels and components. Penske Collision Repair has 65 locations across the country and can help fleets address collision damage, structural issues, and weather-related wear from snow, ice and road salt. .

honored its top supply chain management carriers during a recent ceremony at the Team Penske race headquarters in Mooresville, North Carolina. These honorees qualified via a company enterprise scorecard that is paired with customer, operations and sourcing feedback.

Here are the 2025 Penske Logistics Supply Chain Management Carrier Award recipients:

• Less-Than-Truckload U.S. National Carrier: R+L Carriers
• Less-Than-Truckload U.S. Regional Carrier: Pitt-Ohio Transportation Group
• Less-Than-Truckload Canadian Carrier: Speedy Transport
• Truckload U.S. National Carrier: Landstar
• Truckload U.S. Regional Carrier: Universal Transport II
• Truckload Canada: Lion Force, Inc.
• Brokerage Provider: Kirsch Transportation Services, Inc.
• Flatbed Transporter: Freedom Trans Dedicated
• Liquid Bulk Transporter: Andrews Logistics
• Mexico Cross-Border Carrier: Select Dedicated Solutions
• Intermodal Provider: Cornerstone Systems, Inc.
• Carrier of the Year: Landstar

Tracy Urbanski, Penske Logistics senior vice president of operations, supply chain management, said: “Congratulations to our 2025 award recipients. They have proven to be elite members of our carrier network. Our customer’s freight needs are in great hands with these carriers.”

With more than $6.3 billion in freight under management, Penske Logistics currently utilizes a trucking carrier network of nearly 16,000 companies. Please about joining �ʱ�Բ����’s professional carrier network.

By "Move Ahead" Staff

The freight and logistics industries are operating in a prolonged period of uncertainty that has included an extended freight recession, economic volatility, regulatory shifts and rising costs.

The American Transportation Research Institute’s most recent report on fleet costs, , showed that non-fuel operating costs hit their highest level ever, rising 3.6% $1.779 per mile.

At the same time, carriers have been under intense pricing pressure, leaving them with even thinner margins. The ability to control costs has become a competitive differentiator. Fleets with predictable, well-managed cost structures are better able to handle shifts in demand, economic volatility and increased operating expenses, but cost control doesn’t hinge on a single decision or department. It is shaped by several factors across the operation.

Equipment Strategies Shape Total Cost of Ownership

Medium- and heavy-duty trucks and trailers are significant capital investments, and the right equipment acquisition strategies play an important part in fleets’ overall costs. ACT Research reported in its that many fleets entered 2026 with aging equipment and extended trade cycles, due in part to higher equipment prices and financing costs.

While upfront equipment costs are the most obvious expense, other equipment costs go beyond the initial purchase price. Maintenance, repairs, tires and downtime all contribute to the total cost of ownership. Delaying new equipment too long can ultimately increase costs due to decreased fuel efficiency and unplanned downtime. Breakdowns are especially costly, not only in repair expenses, but also in lost revenue, missed deliveries and reduced asset utilization.

Labor and Insurance Costs Remain High

Labor and insurance costs make up a significant part of a fleet’s total budget. While driver availability has improved in some segments, wages, benefits, recruiting, training and retention costs remain high. The National Transportation Institute estimates that replacing a driver costs .

Insurance premiums have risen sharply in recent years amid higher labor and equipment costs, larger settlements and a rise in nuclear verdicts. Equipment can contribute to both cost areas. Late-model equipment offers more comfort and safety features, which can directly impact driver satisfaction and highway safety.

It Is a Competitive Freight Market

The trucking industry is highly fragmented, with more than 99 percent of carriers operating fleets with 100 trucks or fewer. According to the American Trucking Associations’ American Trucking Trends report, there are roughly 580,000 authorized interstate motor carriers. A fragmented market drives competition, especially on freight rates. The report noted that excess capacity and softer consumer spending have kept rates under pressure. Shippers also face cost pressures and frequently prioritize price, leaving carriers with limited ability to pass along the higher operating costs they’re experiencing.

Cost Control as a Foundation for Resilience

Effective cost control is about building flexibility and resilience, not simply cutting expenses. Companies that actively manage their total cost of ownership, asset utilization and network efficiency are better equipped to respond to demand volatility, capital constraints and shifts in the market. Cost discipline also frees capital for other areas, including safety programs, emissions reduction, digital tools and network optimization that improve efficiency over time.

Different approaches to equipment acquisition, capacity sourcing and logistics management can each serve as levers to balance risk, maintain cash flow, and improve performance.

Work With Penske

Penske can work with fleets and shippers to control costs and increase operational flexibility. Solutions include:

: Full-service leasing guarantees predictable costs and supports more accurate budgeting while giving fleets access to late-model equipment, a data-driven preventive maintenance program, 24/7 roadside support, and replacement equipment, which improves service.

Fleets that can scale assets up or down, align equipment to specific use cases and avoid unnecessary capital expenses can respond to the market faster. Rental trucks and trailers give companies quick access to equipment right when they need it.

Used Trucks: As new equipment prices rise and higher interest rates compound costs, used trucks offer a lower-cost way to expand or refresh a fleet while stretching capital further. They also enable fleets to add capacity, test new routes or applications, and adjust equipment sizes without committing to large upfront investments or long depreciation cycles.

: Third-party logistics providers (3PLs) can help shippers identify opportunities to increase efficiency through network design expertise, real-time visibility, access to multiple transportation modes and dedicated capacity. 3PLs can also help shippers respond quickly to market needs and scale up or down as demand changes.

Market swings, capacity shifts, geopolitical disruptions and rising customer expectations are all increasing demand for resilient, scalable and cost-efficient transportation networks. Today’s operating environment requires networks that can adapt quickly without compromising service levels or performance.

“Businesses increasingly see their networks as drivers of agility, scalability and innovation — and, ultimately, as enablers of competitive advantage, customer satisfaction and long-term success,” according to .

Disruptions and economic uncertainties still weigh heavily on the sector, and “in today’s volatile environment, resilience is no longer optional,” the report noted.

When transportation networks lack flexibility, even small disruptions, such as weather delays, supplier issues or demand spikes, can result in missed deliveries, expensive expedited transportation costs and unhappy customers.

Why Flexibility Matters More Than Ever

Several major industry forces are pushing fleets and shippers to rethink how they structure their networks:

Persistent volatility in freight and logistics:

Volatility has become the new normal in freight markets. Flexible networks help shippers better match capacity to demand, avoiding both underutilized assets and costly last-minute capacity searches.

Economic uncertainty:

The State of Logistics notes that evolving trade policies and other macroeconomic factors are clouding the outlook. “Adaptability and strategic investment will be crucial as the industry navigates an unpredictable environment,” the report states.

Operating pressures for carriers:

The trucking industry continues to navigate a prolonged freight recession, compressed margins and intense competitive pressures. Flexible asset strategies help carriers stay resilient and agile as freight demand fluctuates.

Regulatory and technology shifts:

Environmental regulations, zero-emission targets, and rapid advancements in safety and onboard technology are reshaping equipment lifecycles. Flexible asset strategies allow companies to integrate new technologies and remain compliant without long-term capital commitments.

Labor constraints and operational complexity:

Shippers face two challenges: higher labor costs and difficulty recruiting and retaining qualified drivers, technicians and warehouse staff. At the same time, networks are growing more complex as businesses manage higher SKUs, shorter fulfillment windows, and elevated customer service expectations. These challenges strain capacity and demand more flexible solutions.

What a Flexible Transportation Network Looks Like

Flexible network strategies combine owned, leased and rental assets with scalable third-party logistics support, allowing shippers to adjust capacity and resources as needs evolve. This approach provides access to reliable capacity and late-model equipment without long-term capital commitments. It also aligns labor, assets and service expectations with fluctuating demand, enabling reliable performance amid uncertainty.

A flexible transportation network could incorporate:

• Variable asset commitments with short-, medium- and long-term strategies that adapt to changing needs
• Access to surge or seasonal capacity without permanent capital investment
• Modern, well-maintained equipment that maximizes uptime and safety
• Data-driven network optimization that improves routing and reduces miles
• Dedicated contract carriage or managed transportation for consistent service levels and flexible capacity
• Scalable warehousing and fulfillment capabilities to accommodate SKU growth, compressed delivery windows and multi-node distribution strategies
• Integrated maintenance solutions that reduce downtime

Solutions That Evolve With the Market

Learn more about how �ʱ�Բ����’s suite of , , used-truck sales and allow operators to structure transportation that meets today’s business needs and adapt for the future.

In 2026, supply chains won’t just support business operations – they will determine which companies lead and which fall behind. Shippers are raising expectations, demanding continuous improvement, technology that delivers measurable advantages and insights that drive immediate action.

Leaders will move beyond transactional relationships to build adaptable, trust-based partnerships that create shared value and thrive amid disruptions. This shift is fundamentally reshaping the logistics landscape.

Shippers and Third- and Fourth-Party Logistics (3PL/4PL) providers must adapt accordingly. The new focus is clear: achieve holistic supply chain visibility, deploy integrated solutions that unite planning with execution and optimization and leverage advanced analytics for proactive problem solving.

In addition, collaborative partnerships that drive continuous innovation have become the foundation of competitive advantage. According to the, today’s partnerships are built on performance. Shippers turn to 3PLs for their ability to provide adaptability, innovation and resilience in a volatile operating environment.

Knowing all the challenges that shippers face and the vital importance of a strong supply chain, Penske Logistics has transitioned from our freight management (FM) solutions terminology to supply chain management (SCM). The change better reflects the solutions our teams provide and highlights the nature of the end-to-end logistics operations in 2026.

Tracy Urbanski, senior vice president of operations at Penske Logistics, offers her perspective on what shippers and providers need to prioritize in 2026 and how �ʱ�Բ����’s comprehensive SCM approach meets customers where they are on their supply chain journey.

Q: What is the difference between freight management and supply chain management?

A: Freight management can be viewed as tactical transportation execution, moving shipments from one location to another by 3PLs or freight brokers. While FM is an important part of our service offering, this narrow view does not address today’s complexities that we navigate with our customers.

Supply chain management delivers strategic end-to-end orchestration, ensuring that products move from their origins to their destinations on time, in full and in the most cost-effective manner. We act as an extension of our customers’ teams to drive performance, intelligent insights and continuous improvement across the supply chain.

As supply chains grow more complex and customer expectations increase, shippers need a partner who can implement integrated solutions. This shift aligns with the increasing demands from consumers.

Q: What will drive supply chain success in 2026?

A: Supply chain success in 2026 hinges on multiple priorities: enhanced service levels, cost optimization, customer satisfaction, modernized technology and continuous improvement. One way to accelerate success is through strategic partnerships that enable businesses to differentiate and improve their operations.

The most effective relationships between a shipper and a are built on shared values, collaboration, trust and accountability, creating the foundation for agile, high-impact supply chains that deliver measurable cost savings.

Priorities could include:

• A 3PL or 4PL partner that aligns with business values and long-term objectives
• Implementing ongoing improvements that maintain or improve costs and best-in-class performance standards
• Leveraging technology platforms that enable proactive intervention before disruptions occur
• Ensuring that the supply chain is viewed as a strategic differentiator that separates an organization from its competitors

Q: What are the top pain points for shippers and providers?

A: According to the 2026 Third-Party Logistics Study, 81% of shippers cite supply chain disruptions and complexity as the number one driver of a strategic partnership with a 3PL provider, followed by cost optimization and digital transformation.

These concerns will continue to keep leadership teams up at night. Evolution and complexity are inevitable - that’s not a bad thing, but it means leaders must embrace change and focus on doing the right things. Success requires building a culture of continuous improvement that adapts to supply chain demands and changes – finding vulnerabilities and establishing responsive plans that minimize disruptions before they spiral out of control helps keep these risks at bay.

Cost optimization is critical. Leaders should focus on eliminating waste by refining processes, utilizing strategic partnerships and implementing data-driven frameworks that help to enable savings identification across the supply chain.

For technology, leaders should prioritize investments in real-time visibility platforms that provide usable and intelligible data and automation tools that reduce errors and manual work. Integrated communication tools connecting all stakeholders across the supply chain, and highlighting insights to optimize routing, inventory, and demand forecasting are also key enablers for any shipper or third party. These key investments work together to create a supply chain that delivers real, impactful improvements and ROI.

Q: How does �ʱ�Բ����’s approach overcome these challenges?

A: Our comprehensive SCM solutions go beyond freight management to deliver strategic oversight. Penske experts manage your supply chain as an extension of your team with proactive engagement and insights that identify issues before they occur. We tailor flexible solutions that fit where you are on your supply chain journey.

We help eliminate waste across the entire supply chain and integrate data-driven strategies to improve KPIs and deliver measurable ROI. Operational excellence and efficiency gains ensure that costs are aligned.

Our advanced enables real-time visibility and control with integrated capabilities that connect systems and data sources. When you have the right information through data and analytics, smarter decisions can be made faster.

A Partner for 2026 and Beyond

Penske builds long-term partnerships that drive mutual growth and innovation. We handle supply chain solutions so you can focus on your core business, delivering improved performance, better bottom-line results, sustainable competitive advantages and delighted customers.

Whether you need tactical support or complete supply chain transformation in 2026, we can deliver measurable results. and explore our comprehensive SCM solutions.

Visibility is one of the most persistent challenges in the supply chain. Even with modern transportation systems, teams often still rely on manual status checks, emails and follow-ups to understand where things stand. At scale, those small gaps add up quickly, slowing decisions and increasing operational friction.

As supply chains grow more complex, the ability to validate information quickly and consistently becomes just as important as the data itself. When updates lag or require repeated outreach, teams lose time they could otherwise spend addressing higher value work.

Reducing Manual Work at Scale

To help address these challenges, Penske Logistics has implemented an agentic AI platform from Augment, designed to improve visibility speed and efficiency across the supply chain. The platform is being applied in areas where manual processes have traditionally slowed follow-up and decision-making.

In the program’s initial phase, the platform is being used to validate the status of an estimated 600,000 loads. By automating routine checks and supporting more consistent follow-up with carrier dispatchers, the approach is expected to reduce time spent on repetitive tasks while improving the quality and timeliness of information available to operating teams.

“We’re well underway with executing our AI strategy, and our partnership with Augment is one of many AI-related and tech-enabled supply chain initiatives we are implementing to enhance the experience for our customers,” said Jeff Jackson, president of Penske Logistics. “AI at this scale is about giving customers more convenience, certainty and clarity in an increasingly complex and dynamic operating environment.”

Supporting Operations Across the Supply Chain

Rather than focusing on a single segment of the network, the platform supports efficiencies across inbound operations, middle-mile movements and final delivery. This end-to-end view helps teams see issues sooner, respond more quickly and coordinate actions more effectively across different stages of the supply chain.

As the system continues to scale, additional efficiencies are expected as workflows become more streamlined and insights more readily available. The goal is not automation for its own sake, but practical improvements that help teams focus on what matters most.

Applying AI where it delivers real value

AI has the potential to create meaningful operational improvements when it is applied thoughtfully and grounded in real-world workflows. By focusing on visibility, follow-up, and consistency at scale, the approach reflects a broader effort to use technology in ways that support people, processes and performance across the supply chain.

Read full Augment press release here.

Change is constant, and what worked yesterday might not work tomorrow, especially as the environment supply chains operate in evolves. As businesses’ needs shift, existing solutions and partners may no longer be the right fit. Recognizing when it’s time to make a change can minimize inefficiencies, lost revenue and operational bottlenecks.

There are a number of market forces influencing the way business leaders shape their transportation and supply chain strategies today, and top among them are tariffs, the regulatory environment and the economy. Success depends on staying close to a combination of triggers, understanding how they intersect, and proactively positioning your fleet and logistics strategy to adapt before the market forces your hand.

Here are nine indicators that the status quo is no longer working.

1. Growth and Scalability Constraints

As volumes increase, transportation and logistics providers need to be able to flex accordingly. Capacity constraints, on-time and in-full performance problems, limited flexibility during peak seasons or inconsistent service levels can be red flags that current providers are unable to adapt to changing needs.

When teams spend excessive time manually routing shipments, transferring inventory between locations or patching together temporary solutions, it signals the overall design is no longer working or that . Ideally, providers should have the carrier relationships, technology, capacity and network to flex up or down in response to demand.

2. Network Inefficiencies and Imbalances

Mergers and acquisitions often create redundancy or imbalance across a logistics network. Overlapping routes, underutilized facilities and duplicated resources lead to higher costs and wasted capacity.

“We recently worked with a customer that had seven different divisions that were all operating separately. One of the things we saw was that they had trucks passing each other,” said Amy Ilyes, vice president of logistics engineering at Penske Logistics. "A lot of times, they'll have a duplication of facilities, so they need to do some type of rationalization."

Trucks regularly passing each other, trailers that are half-full, poor driver utilization and redundant resources are all . Optimizing the network for balance and synergy can uncover cost savings and service improvements.

3. Lack of Data Integrity and Poor Visibility

Data and visibility have become table stakes in today’s operating environment. Shippers need real-time, detailed insights into inventory, freight, including estimated arrival times or delays, and their overall transportation spend. Data allows all stakeholders to make proactive, data-driven decisions that improve efficiency, performance and customer experience.

When data is fragmented across solutions, such as transportation management, warehouse management, enterprise resource planning and order management systems, reporting can be inconsistent. More importantly, costs such as detention, expedite fees or non-productive labor time, can be difficult to track. Unified, clean and trusted data is essential to driving performance, ensuring customer service and controlling costs.

4. Equipment Needs No Longer Match Operations

As fleets grow, shift routes or face tighter cost pressures, long-standing equipment strategies can fall out of sync with operational needs. Increases in over-the-road failures, decreased fuel economy, slipping safety scores, higher capital costs or trouble can indicate the current procurement approach is no longer delivering the uptime, reliability or flexibility needed.

5. Declining Inventory Accuracy

Inaccurate or incomplete inventory data can lead to stockouts and fulfillment errors. Tier-one warehouse management systems can achieve above 99% inventory accuracy by tracking products at both the site and individual location level, ensuring that shippers always know exactly what they have and where it is located.

Good inventory data can also help shippers determine the best locations to ship from. “One of the first things we do when working with a customer is map shipping data. We had a situation where a customer didn’t realize they were routinely shipping from Florida to the Pacific Northwest,” Ilyes said.

When errors, miscounts, utilization gaps, lost inventory or inter-warehouse transfers increase, it signals that inventory practices, stocking levels or the overall network design no longer match operational needs.

6. Operational Misalignment and Inefficiencies

As order profiles evolve, for example, shifting from full-pallet to mixed-case orders, the labor model, warehouse layout and process flow must evolve too. A warehouse initially designed for pallet picking may become inefficient or overwhelmed when case picking increases, due to the additional travel, touches and complexity.

Providers with engineered labor standards, such as the MOST (Maynard Operation Sequence Technique) method, can continuously evaluate productivity by measuring travel distance, lift height, weight and task difficulty for each pick. When productivity increasingly relies on manual interventions or workarounds to compensate for outdated processes, system limitations or new order profiles, it signals deeper design issues.

Similarly, large swings in labor demand, chronic overtime or bottlenecks on high-volume days indicate that the operation no longer matches the work it is being asked to perform. Sustainable efficiency requires ongoing reengineering, proactive slotting and tight alignment between operational execution and business requirements.

7. Increased Safety or Risk Incidents

A rise in accidents, compliance violations or safety-related downtime can indicate that a provider’s risk management framework is no longer sufficient. Providers that prioritize training, a safety culture and proactive compliance monitoring help organizations mitigate exposure, protect their employees and maintain their reputation.

8. Rising Costs Without Service Improvements

An increase in expenses without corresponding improvements in service, capacity or technology can indicate inefficiencies. While transportation costs naturally fluctuate with market conditions, cost growth should be matched by measurable benefits.

If rates rise but service quality, innovation or key performance indicators remain static, it suggests that the provider is no longer delivering adequate return on investment. Strong partners continually collaborate with customers to identify optimization opportunities, reduce total landed costs, and improve productivity, rather than simply passing on rate increases.

9. Changing Market and Regulatory Conditions

External forces, such as geopolitical issues, new regulatory requirements and shifting economic conditions, continue to reshape the transportation and supply chain landscape. For instance, the 25% tariff on imported medium- and heavy-duty vehicles and related parts, effective November 1, 2025, will significantly affect the cost of new assets and may alter long-term fleet planning. When macroeconomic situations change, organizations must reassess their supply chain structures and organizational goals to remain agile and cost competitive.

Partnering for the Future

When these indicators emerge, it may be time to review operations. While there isn't a one-size-fits-all solution for every situation, Penske offers a wide range of services, including logistics, brokerage, warehousing, leased equipment, rental trucks and used equipment, to help shippers and transportation providers find the solutions that can keep pace with their shifting needs.

“The right solutions depend on the symptom,” Ilyes said.

If you're seeing early warning signs of misalignment, now is the right time to reassess. Organizations that act early gain a strategic advantage. �ʱ�Բ����’s team of engineers, supply chain specialists and transportation experts are here to help with network design, warehousing performance, data visibility, fleet growth and more.

Interested in learning more? See additional strategies below:

Each December, National Wreaths Across America Day unites millions of volunteers to honor our nation’s veterans. Penske was proud to participate again this year, supporting remembrance ceremonies and wreath-laying events at military cemeteries, memorials and historic sites across the country.

Associates and their families joined local wreath-laying ceremonies nationwide, including events at Arlington National Cemetery in Arlington, Virginia; Fort Indiantown Gap National Cemetery in Annville, Pennsylvania; Jefferson Barracks National Cemetery in St. Louis, Missouri; Raleigh National Cemetery in Raleigh, North Carolina; and historic sites in Chester, Virginia.

In St. Louis, Penske associate Kimberlee Sexton placed a wreath at her father’s gravesite at Jefferson Barracks National Cemetery — a personal tribute that reflected the day’s deeper meaning.

Additionally, , a Penske Company, played an essential role by providing two trucks and two drivers to deliver wreaths to Arlington, Virginia, and Raleigh, North Carolina, helping ensure thousands of wreaths reached their destination.

, a nonprofit organization founded in 1992, began with a single act of gratitude and has grown into a nationwide movement dedicated to remembering fallen heroes, honoring those who serve and teaching future generations the value of freedom.

This year, Penske associates once again demonstrated pride, unity and gratitude, reinforcing our ongoing commitment to service, supporting veterans and making a meaningful difference within the communities we proudly call home.

The U.S. freight industry is complex, and seasonal shifts in demand affect everything from available capacity to freight pricing. During peak seasons, regional imbalances can occur, spot rates can increase, and heavier traffic at warehouses and distribution centers can lead to longer dwell times and higher detention costs.

Additionally, trailers and containers may become harder to source.

Even if fleets and shippers aren’t working with goods tied to a peak season, the season can still impact their operations by making it harder to find capacity, drivers and storage space. Being aware of seasons, including when they overlap, can help carriers and shippers alike anticipate volatility and plan strategically.

Retail Season

Consumer demand influences several freight surges, with back-to-school and holiday shopping being among the top drivers of retail sales. The retail peak typically begins in July and lasts through late October, as retailers stock inventory ahead of major shopping dates. Demand can carry on into November and December. The National Retail Federation estimated that consumers spent $128.2 billion on back-to-school shopping, while Halloween spending was expected to reach a record $13.1 billion this year. The U.S. Census Bureau estimates that consumers will spend $994.1 billion on holiday spending from Nov. 1 through Dec. 31.

Produce and Harvest Season

From spring into early summer, the agricultural industry can dominate regional markets, especially as crops from California, Florida, the Southwest and the Southeast move from the field to the market. The traditional produce season runs from April through July, but the exact timing varies by crop and region. The planting season can also create a spike, driving up capacity demand as seed, fertilizer and farm equipment ship in the spring.

Holidays

While the peak retail seasons coincide with popular holidays, including Halloween, Thanksgiving, Christmas and Hanukkah, others can still lead to an increase in freight. During the summer months, Memorial Day and the Fourth of July can increase demand for backyard grills, outdoor furniture and yard supplies. Easter increases demand for candy, toys, clothing, decorations and groceries.

Construction Season

When the ground thaws, construction projects begin across the country, ranging from road and bridge construction to housing starts and commercial developments. That means steel, lumber, pipe, roofing and other products start moving. Construction typically occurs from March to October, but these periods may be longer in specific regions.

Niche Peaks

Beyond the well-known surges, several smaller surge periods can affect capacity, especially in specific regions. Cold and flu season can increase demand for healthcare-related goods. In the spring, beverage and bottling companies increase production ahead of summer surge periods. A similar ramp-up occurs in the packaging industry in late summer, when corrugated box and pallet producers increase production to prepare for the upcoming retail holiday season. In the Pacific Northwest, fall brings a logging rush with timber and pulp being hauled from September through November.

Plan for Peak

Strategic planning can help fleets and shippers be proactive rather than reactive when peak seasons hit, ensuring capacity is available and helping control costs. Penske has several solutions to help manage peak season needs, including , , and .

Learn more about peak season solutions:

Why Used Trucks Are a Smart Strategy for Peak Demand

Ten professional truck drivers were recently inducted into Penske Logistics’ 2024 and 2025 Diamond Class.

Inductees have achieved 20 consecutive years of preventable incident- and injury-free driving: a feat attained by less than 1% of Penske drivers, signifying the highest level of safety recognition at the company.

Created to acknowledge and celebrate safety milestones, this accolade is part of Penske Logistics’ Premier Driver Recognition Program. In addition to the Diamond Class, the program recognizes drivers with five, 10 and 15 years of incident- and injury-free driving.

Diamond Class inductees – with their families and supervisors – were invited to a two-day celebration in Pennsylvania to commemorate this accomplishment. They received a sightseeing tour of Philadelphia before departing to Reading, Pennsylvania, for an evening recognition dinner attended by Penske leadership – including Penske Logistics President Jeff Jackson.

“It is with tremendous honor and respect that we induct these Driver Wall of Fame classes,” said Jackson. “Our professional drivers are paramount to our company’s success. They serve as the industry’s gold standard for safety.”

Honorees received awards while posing for photos with Jackson, Safety and Loss Prevention Vice President Aaron Henderson and Senior Vice President of DCC Operations Pete Bayer.

2025 Diamond Class Driver awards

“You are fantastic examples of what safety looks like,” said Bayer. “Our Diamond Class drivers are committed to being the best, every day, and I am incredibly proud to be your teammate.”

Many inductees credit the organization’s commitment to safety for their long-standing success.

“I take it day by day,” said Delio Garcia, professional truck driver. “We live in a fast-paced society, but I make sure to prioritize coming home safely.”

Professional Truck Driver Mike Larmeu echoes this mindset – reaffirming that safety is at the core of Penske Logistics operations.

“It’s important to never get complacent behind the wheel,” said Larmeu.

To further commemorate this achievement, Diamond Class drivers had their name inscribed on the Driver Wall Hall of Fame displayed at company headquarters.

Penske Logistics Driver Wall of Fame located at company headquarters.

Honorees attended a special ceremony at the wall and took pride in seeing their names added - a reflection of their hard work, commitment to safety and dedication to excellence.

Diamond Class Driver Gallery 

2024 Diamond Driver Class

• Tim Cote – Pontiac, Michigan
• Susan Fabian – Hogansville, Georgia
• Darrall Headrick – North Richland Hills, Texas
• Mike Larmeu – Hammond, Louisiana

2025 Diamond Driver Class

• Delio Garcia – London, Ontario, Canada
• Will Lawrie – Cave Creek, Arizona
• Juan Sixtos – Stockton, California
• Tom Spence – Newark, Delaware
• Keith Tyler – Swartz Creek, Michigan

The annual Top Companies list highlights organizations that provide a culture where associates feel valued and respected, and receive quality benefits, continued training and opportunities for development.

Penske is a gold level partner of WIT, supporting WIT’s mission to empower women, celebrate their achievements, and address the challenges they face within the trucking industry. �ʱ�Բ����’s support for WIT includes sponsorship of its annual conference and the courtesy transport of WIT’s educational trailer.

magazine, a leading supply chain publication, has recognized with two gold Quest for Quality Awards.

The company’s transportation management services have been honored. Penske Logistics were category leaders in the areas of order fulfillment and transportation distribution. The other award category was in value-added services, where Penske ranked the highest in order fulfillment.

“There’s little doubt that technology implementation and innovation are key factors enabling 3PLs to remain resilient and grow,” noted magazine contributing editor Karen Theurmer. “Many companies are turning to automation, AI, and IoT to enhance operational efficiency and streamline service offerings—especially for shippers looking to leverage 3PLs to grow their e-commerce.”

Customers can count on Penske Logistics to accelerate their supply chain performance by providing comprehensive transportation and logistics solutions.

By “Move Ahead” Staff

The 2026 Annual Third-Party Logistics Study marks a significant milestone, celebrating its 30^th anniversary as a historic chronicler of the U.S. supply chain.

Dr. John Langley, the study’s creator and a supply chain professor and emeritus professor at the , along with sponsors and , will commemorate this edition by highlighting the most effective ways that the supply chain can collaborate and the emerging technologies that make them run.

The study is available for download at no cost at .

The publication centers its efforts on three special sections: How the relationships between shippers and 3PLs might evolve from transactional to strategic, successful strategic partnerships, and emerging technologies within the supply chain.

Each year, the research provides a deeper dive into the current state of the 3PL market and tackles contemporary issues like the supply chain’s response to rising tariffs and the crucial role of supply chain talent.

Highlights from the 2026 3PL Study:

• Relationships between shippers and 3PLs are moving away from being transactional to more strategic in nature. Shippers note that supply chain disruptions (81%), cost optimization through collaboration (76%) and digital transformation (57%) are among the top drivers for strategic partnerships. On the 3PL side, key considerations are demand for end-to-end visibility (61%), customized/value-added services (61%) and cost optimization via collaboration (56%).
• Contracts and other financial benefits drive strategic partnerships. Service level agreements are the most common way to connect shippers and 3PLs. Other elements that shippers employ include guaranteed volume/capacity (67%), flexible terminations (62%) and contract extensions (57%). For 3PLs, there are continuous improvement targets (72%), guaranteed volume/capacity (61%) and contract extensions (56%). It is interesting to note that a little over half of all shippers explained that they do not rebid business at the end of contracts.

• How the latest and greatest technology can improve the shipper’s supply chain. The great majority of shippers (90%) regard technological capabilities among the most critical elements of selecting a 3PL. The majority of shippers (80%) and 3PLs (81%) are deploying advanced analytics at some level. Artificial intelligence and machine learning are utilized by shippers at a 67% rate and at 73% for 3PLs. Barriers to deployment of next generation tech includes funding, unclear business cases, inadequate talent, trust of that technology, risk aversion and scalability.

According to Dr. Langley: “the 3PL industry has grown and transformed significantly over the past 30 years. Both shippers and providers and managers of supply chain services have responded forcefully to the continually changing and challenging business and supply chain environments.”

“In 30 years of the 3PL study, we’ve tracked countless industry shifts, but this year holds something unique,” said Shanton Wilcox, senior vice president of supply chain consulting at NTT DATA. “For the first time, we see an overlap with a significant and ubiquitous business condition in the global tariffs, coinciding with material advancements in enabling technology, namely AI. This situation provides the motivation and capability for organizations to address the volatility and dynamic nature of this business challenge.”

“We would like to congratulate Dr. Langley for three decades of 3PL Study excellence,” stated Stacy Schlachter, Penske Logistics senior vice president of sales. “This year’s report does a great job of delving deeper into the relationships between shippers and their 3PLs, what translates to the most effective collaborations, and what new technologies matter most to shippers.”

By “Move Ahead” Staff

As winter weather comes calling, drivers in certain regions of the country are bound to have snow and ice buildup on their vehicles. Not only can that snow and ice dislodge during transit, damaging vehicles or injuring drivers, it can also mean drivers may face state fines.

While not every state has regulations addressing snow and ice, several do, and staying current on them is the responsibility of both carriers and drivers.

New Jersey has one of the stricter laws concerning snow and ice, requiring drivers to completely clear their vehicles of snow and ice before taking to the roadways. Commercial vehicles violating the law face fines of up to $1,500. A portion of the fines will be used to finance the installation of more roadside snow-removal equipment. New Jersey has said it will not ticket professional drivers who can demonstrate they are traveling to a snow-removal station.

Drivers in Pennsylvania also must remove snow and ice from their vehicles before hitting the highways. They face severe fines of up to $1,500 if snow or ice they failed to clear from their vehicle causes injury or death to another person. Connecticut has a similar law, and in the state of New York, it's illegal to drive with snow or ice obstructing your view.

Those in the trucking industry are well aware of the safety issues that surround snow and ice removal. What’s more, drivers cannot be required to climb on top of their rigs to remove snow without violating worker-safety provisions.

Drivers have reported using truck washes to loosen and remove snow and ice. Herbert Mayo, vice president of risk control for Lockton Companies, a national insurance broker, advises drivers to wait until later in the day to try to clear vehicles, if possible, as the sun will warm the trailer and the ice will slide off more easily.

“Don’t forget [the] buildup of ice and snow behind the tires on the mud flaps/wheel wells. This can be just as dangerous, as it is typically a large ball. It forms from the spray and is more frequent than ice on the roof,” Mayo said.

Laws in other parts of the country don’t require drivers to clear snow from the top of their rigs, but drivers still need to ensure good visibility and, if possible, remove as much ice as they can.

In Alaska, snow and ice may not obscure windshield visibility, and law enforcement officers in Georgia, Iowa, Michigan and Nebraska may issue citations if a vehicle is considered a danger.

In New Hampshire, officers may issue citations under negligence for snow and ice falling from a vehicle, and officers in Washington, D.C., may stop a motorist for traveling with accumulated snow and ice.

In Massachusetts, the Massachusetts Turnpike Authority can prohibit vehicles from using the roadway if debris, including snow or ice, could fall from the vehicle and “endanger individuals or property.” In addition, Massachusetts Turnpike Police have the authority to fine drivers for failing to clear vehicles.

For more information, visit . Snow and ice removal laws for specific states can be found by searching the Department of Transportation websites for each state.

By “Move Ahead” Staff

Originally published on January 3, 2012. Updated in October 2025.

Motor carriers, private fleets and shippers are navigating an increasingly complex operating landscape. Economic pressures, shifting demand patterns and evolving trade policies are shaping the need for transportation and warehouse capacity, and the ability to adapt to capacity fluctuations is crucial to maintaining operations.

Factors Influencing Capacity Fluctuations

Several interconnected factors influence the supply and demand for freight as well as capacity.

The Economy

Economic growth typically leads to increased demand for goods, driving up the need for transportation services and warehousing space. However, economic slowdowns or inflationary pressures can reduce consumer spending and business expansion, cooling demand for goods and slowing business growth.

Consumer Confidence

Economic optimism directly impacts consumer spending, and confident consumers are more likely to spend money on everything from clothing to cars. Consumer confidence also affects spending on services, travel and entertainment. A shift in consumer sentiment, whether positive or negative, can lead to fluctuations in freight demand.

Housing and Construction

Housing starts, existing home sales and construction are significant drivers of freight demand. On the housing side, there is an ongoing need for raw materials for new construction, as well as products for home renovations, upgrades and moving. Infrastructure improvements, such as highway and bridge construction, also fuel demand for freight.

Manufacturing

Manufacturing levels and factory output influence the amount of inbound and outbound freight at production facilities. Manufacturing can also impact the overall economy, with the National Association of Manufacturers estimating that for every $1.00 spent in manufacturing, there is a total impact of $2.64 to the overall economy.

Seasonal Surges

Trucking has a variety of peak seasons. Historically, the most notable peak typically occurs in the fall as retailers stock up for the holiday shopping season. Even though seasonal surges may be brief, they can strain capacity.

Weather Events

Severe weather events, such as hurricanes or snowstorms, can disrupt expected freight flows and create sudden spikes in demand. Consumers may rush to stock up on groceries or other essentials ahead of an event, and emergency supplies or reconstruction materials can also increase the need for trucking services.

Global Trade

Geopolitical disruptions, trade agreements, tariffs and customs regulations can impact the flow of goods, which directly influences the demand for trucking and warehousing.

Trucking Trends

Freight rates play a crucial role in influencing trucking capacity. When rates are high, new carriers may enter the market, adding capacity. As rates fall, financial pressures may increase, causing some carriers to leave the market, reducing capacity.

Solutions To Address Capacity Fluctuations

Given the significant number of variables that influence both the supply of and demand for capacity, fleets need to remain agile, especially in an uncertain operating environment.

There are several tools and strategies to help businesses prepare for capacity fluctuations:

​Flexible Leases

provide a flexible way for fleets to replace equipment and adjust capacity without committing to long-term investments in purchased vehicles. This enables businesses to scale their operations up or down in response to demand fluctuations without the capital expenses associated with purchasing new assets.

Short-Term Access

can provide even more flexibility, allowing fleets to increase capacity for days, weeks or months. If longer-term needs arise, the switch to leasing becomes a welcome option.

Owned Capacity

The can offer a cost-effective alternative to new equipment for fleets that prefer to own their assets. Adding used trucks allows fleet operators to meet increased demand quickly. New equipment can come with extensive lead times, but used trucks are often readily available.

Logistics Solutions

help businesses optimize their supply chain and ensure that they have access to the right amount of transportation and warehousing capacity when they need it. Some, like Penske, also have tools to improve efficiency, increase visibility and enable data-driven decision-making.

Brokerage Services

offer flexible solutions to manage capacity in real time. For shippers, brokers provide immediate access to an extensive network of vetted carriers to fill short-term or unexpected gaps in a shipper’s capacity. Brokerage can also be a valuable tool for fleets that need to access freight.

• Learn how to manage capacity fluctuations with used trucks

was honored by with two supply chain awards for driving innovation and efficiency with exemplary and solutions.

“We sincerely appreciate the recognition of our team and its work by our longstanding customers at Whirlpool,” stated Jeff Jackson, Penske Logistics president. “I am very proud of our associates for their continued commitment to accelerating supply chain performance for our customers.”

�ʱ�Բ����’s distribution center management solutions earned the 2024 Whirlpool Supply Chain Supplier Award for Digital Transformation for successfully implementing a new warehouse management system (WMS) in a pilot program now expected to be replicated across the wider supply chain network.

Similarly, the company’s freight management solutions earned the 2024 Whirlpool Supply Chain Supplier Award for Customer Service by supporting inbound and outbound manufacturing processes as well as finished goods related to supplier management and trucking carrier management deliveries.

Whirlpool noted that Penske has implemented industry-leading standards of service while innovating customer service capabilities.

By "Move Ahead" Staff

In September, Penske will recognize the tremendous contributions of our professional truck drivers through National Trucking Week, celebrated in Canada Sept. 7-13, and National Truck Driver Appreciation Week, observed in the U.S. Sept. 14-20.

More than 10,000 drivers support our , and (truckload services) teams.

Their impact is felt far beyond our roadways and loading docks. As critical players in our global supply chains, these drivers are responsible for most of the products we rely on daily—from vehicle components to groceries and crucial supplies.

“Your ability to provide timely, safe and reliable logistics services to our customers does not go unnoticed,” says Pete Bayer, senior vice president of operations. “We can count on you to deliver the excellent performance that accelerates our customer supply chains each and every day.”

Watch the full video message from Bayer; Mike Medeiros, executive vice president of operations; and Penske Logistics President Jeff Jackson below.

Click here to watch with and here for

Drivers, we thank you—our supply chain starts with you!

The trucking and freight transportation industries have experienced several years of low rates, excess capacity and challenging headwinds. While the freight market is beginning to stabilize, uncertainty remains. Throughout 2026, shippers and carriers will need to rely on strategic planning, disciplined asset management and flexible operations to succeed in this evolving landscape.

Here are seven strategies to help as you plan for 2026:

1. Focus on Operational Efficiency

Carrier profitability remains under pressure, and shippers are not immune to tightening margins. Both parties can benefit from driving network optimization, which improves asset utilization and reduces empty miles. Artificial intelligence, routing software, load optimization tools and predictive analytics can help increase efficiency, control costs and improve service.

In �ʱ�Բ����’s 2025 Transportation Leaders Survey: A Road to AI Adoption, which surveyed more than 250 transportation and logistics leaders, 93% agreed that AI will improve resiliency and agility, better positioning organizations for future growth. Additionally, 70% are already using AI solutions. Respondents reported that AI has improved fleet planning (36%), route optimization (35%), operational efficiencies (34%) and driver safety (32%).

2. Prioritize Carrier Partnerships

The freight market in 2026 is expected to continue its slow path toward balance, which will mean capacity tightens. Shippers should prioritize strengthening relationships with their core carriers to ensure consistent service and competitive pricing. Moving beyond transactional arrangements and toward strategic partnerships can help shippers ensure they have access to reliable capacity, even in a shifting market.

Forming relationships can also uncover opportunities for cost savings and improved service. “In a world that seems to have more and more disruptions, there is no substitute for a long-term strategy of being fair and equitable with your trading partners,” said Andy Moses, senior vice president of sales and solutions for Penske Logistics. “Savvy shippers and those who plan to succeed in any operating environment have figured out how to collaborate with their carriers.”

3. Be Strategic With Equipment Investments and Maintenance

According to ACT Research’s , fleets will enter next year with deferred equipment replacement needs and aging assets. However, due to inflation, putting additional pressure on capital decisions. Fleets may want to monitor their miles per gallon and maintenance costs to help them decide when to invest in new equipment. For fleets ready to replace equipment, there are several options available to help them control costs, including leasing and renting, as well as adding used equipment.

If fleets are holding onto their assets longer, maintenance becomes more important. A strong focus on (PM) can help control costs, reduce downtime and extend the life of parts and components. , and full-service leases, which include maintenance, can help fleets control costs and gain more predictability over maintenance expenses.

4. Monitor Freight Rates and Trends

5. Seek Out Financially Stable Partners

6. Remain Flexible

7. Keep an Eye on Sustainability and Funding Opportunities

Major shifts in federal regulatory policy have created a complex landscape for fleets as they navigate the transition to sustainable technologies. While regulatory requirements may shift, the adoption of battery-electric vehicles continues to increase, and shippers face growing pressure from customers, regulators and investors to decarbonize supply chains.

The found that, despite federal-level uncertainty, more than $13.5 billion in funding remains available through state and local programs to support zero-emission and near-zero-emission projects. Adding EV infrastructure can be a lengthy process, so fleets should continue planning ahead to meet future sustainability goals.

Let Penske Help

At Penske, we offer integrated, flexible solutions that help shippers and carriers successfully navigate the challenges of freight and capacity planning in 2026 and beyond. Whether you need late-model equipment, scalable transportation solutions or support with sustainability initiatives, we are here to help:

Comprehensive Fleet Solutions: provides flexible, cost-effective, full-service leasing and fleet maintenance programs that keep fleets modern, safe and efficient. is also available for fleets that need short-term capacity or want to test markets before making a longer commitment. Both include proactive maintenance, a nationwide support network and 24/7 roadside assistance to maximize uptime and minimize service disruptions.

Owned Assets: offers access to a wide inventory of used commercial trucks for fleets that want to own equipment outright. All equipment includes detailed condition reports, and most units have had a single owner, Penske itself, so they are backed by a strong maintenance history and come with a five-year maintenance report. Pricing is transparent and there are flexible bidding options through the online auction platform. Penske also provides dealer-specific benefits, including wholesale pricing and equipment protection plans.

Reliable, Scalable Capacity: offers transportation solutions backed by strong fleet support from Penske Truck Leasing to provide stable, scalable capacity. Solutions include dedicated fleets, freight management and freight brokerage, as well as distribution center management and lead logistics allowing customers to adapt to shifts in market demands.

Advanced Fleet Benchmarking: With �ʱ�Բ����’s all customers can access the AI-driven Comparative Insights feature, . The Catalyst AI enables fleets to compare their performance internally and against similar external operations. This AI tool goes beyond basic reporting to create customized performance benchmarks tailored to the equipment, usage patterns and operating environments of individual fleets. Catalyst AI can provide insights into the performance of specific assets or certain regions.

Forecasting and Network Optimization: �ʱ�Բ����’s provides real-time supply chain visibility, predictive analytics and proactive monitoring to help shippers optimize their operations. By leveraging ClearChain, shippers can track shipments in real time, quickly identify potential disruptions and make data-driven decisions to enhance efficiency and reduce costs. The technology also offers customized reporting and performance insights, enabling shippers to streamline processes, improve customer service and maintain greater control over their supply chains.

Sustainable Solutions: Many of our business lines offer sustainable options. Penske Truck Rental offers electric vehicles for rent and Penske Truck Leasing, which was recently recognized by the U.S. EPA SmartWay program, offers a range of sustainable solutions for customers, including electric vehicle leasing, charging infrastructure support, and natural gas and renewable diesel. Penske Logistics has been investing in , including equipment technology, maintenance, renewable diesel and sustainable logistics facilities.

Additionally, , a joint venture formed by Penske Transportation Solutions and ForeFront Power, leverages �ʱ�Բ����’s extensive fleet management experience and ForeFront Power’s expertise in renewable energy development. Penske Energy works with fleets to identify applications and routes where battery electric vehicles will work today and to design and source charging infrastructure.

Financial Strength and Industry Expertise: Penske offers the financial stability, scale and technology investments needed to support complex, nationwide transportation networks. To tap into our resources as you plan for the year ahead, contact us today.

is the recipient of a 2025 Manufacturing Innovation Award from . The award was handed out at Toyota’s supplier conference, in recognition of �ʱ�Բ����’s . Penske received this honor for attaining high marks in ingenuity, efficiency and cost savings for Toyota.

Jeff Jackson, Penske Logistics president: “We thank Toyota North America for their recognition of our hard-working associates, who are dedicated to accelerating the supply chain performance of our valued customers each and every day.”

Penske Logistics supports Toyota’s plant operations in Alabama, Indiana, and Ontario, Canada.

By "Move Ahead" Staff

Supply chains often face threats of disruption, from labor shortages to shifts in consumer demand and changes in available capacity. Climate-related challenges and geopolitical tensions, combined with shifting trade regulations, are also introducing potential disruptions by increasing transit times, capacity constraints and rate volatility.

“While uncertainty is still a prevalent phenomenon, one thing remains certain: volatility is here to stay. The key will be to ensure supply chains become more agile and robust,” according to .

An Economist Impact survey found that 55% of executives expect major disruptions in 2025. Supply chains need to adapt and endure, which increasingly means they need to be resilient and ready for the unexpected. This growing awareness is pushing many businesses to reevaluate how they plan, source and operate across their networks.

As conditions grow more complex, smart planning and flexible strategies are essential. Here are several strategies manufacturers, distributors, retailers, and fleets can use to future-proof their supply chains.

Right-Size Your Fleet

How fleets acquire, maintain and divest equipment directly affects their operational and financial performance, and fleet optimization begins with understanding how to match assets to operational needs. By analyzing historical, real-time and forecasted data, companies can determine the right mix and size of equipment needed.

Private fleets often rely on a blended strategy of leases, rentals and owned equipment to meet shifting capacity demands, lifecycle planning and evolving technology requirements. According to the , 34% of fleets use a combination of ownership and leasing of heavy-duty equipment. Slightly more, 38%, own most of their equipment, and 28% lease all or most of their heavy-duty units.

Optimize Networks and Routes

An optimized supply chain network provides stability during disruptions and allows companies to scale as opportunities arise. We use advanced modeling tools to design the ideal logistics networks based on shippers’ priorities and operations.

Network design considers several factors, including various port, warehouse and supplier configurations, to identify ideal sourcing and storage locations and eliminate inefficiencies, reducing costs and improving delivery times.

At a tactical level, network design also identifies opportunities to cut costs and improve service levels. Examples include consolidating shipments and optimizing routes based on the time of day, traffic patterns and real-time weather or traffic disruptions.

The State of Logistics Report found that network design is shifting from a three-year effort to a more continuous exercise, aimed at keeping pace with the rate of change and volatility, and helping to future proof supply chains and your businesses against disruption.

Increase Visibility of Inventory

Transparency enables agility, and real-time visibility allows shippers to identify risks early and make proactive adjustments, such as rerouting freight, sourcing from another warehouse or moving up a shipment. Visibility also supports smarter inventory management, helping companies determine optimal reorder points and the most strategic sourcing locations.

Supply chain visibility, real-time tracking and reliable data are essential for companies focused on keeping inventory levels low. When various links in the supply chain are connected, technology can combine data on inventory with supplier lead times and anticipated demand to improve decision-making, making a just-in-time approach possible. Improved visibility is a powerful way to future proof freight flows and inventory strategies.

Use AI To Future Proof Operations

Trucking and supply chain operations are generating significant amounts of data from vehicles, engines, telematics devices, routing software and more. Artificial intelligence and machine learning can process massive amounts of data quickly to identify patterns and uncover correlations that humans might miss, enabling smarter and faster decisions. Fleets can use the information to enhance truck efficiency and get a comprehensive picture of their operations. AI is also being used to improve efficiency in warehouses and the yard, and to automate supply chain management tasks.

We use AI in several applications. Fleets can use to improve miles-per-gallon and utilization. Our logistics company, Penske Logistics, utilizes AI-enabled yard management tools to automate trailer check-ins and check-outs, thereby increasing visibility into trailer locations and statuses, and streamlining yard operations while reducing manual errors. Other examples include network and route optimization, warehouse automation and more.

The State of Logistics Report noted that AI is no longer an emerging trend and AI-driven innovations are tools to enhance efficiency and resilience.“ As adoption accelerates, companies that embrace AI-driven efficiencies today will be best positioned to lead the next era of freight transportation,” researchers wrote. AI-enabled tools are quickly becoming must-haves for companies working to future-proof their supply chain.

Diversify Key Suppliers

Overreliance on a single supplier or geographic region can leave businesses vulnerable. To reduce risk, many companies are reevaluating supplier locations and adding new sources of supply for critical components and materials. According to the State of Logistics Report, 36% of shippers are embracing friendshoring, 32%, are creating parallel supply chains and 29% are expanding into neutral markets.

These sourcing strategies help ensure products are available as needed, without overstocking, but they also require adaptable logistics support. Penske helps businesses stay agile with a nationwide network of transportation options, making it easier to shift resources as supplier networks evolve.

Secure Capacity With Confidence

Shippers and transportation providers can access capacity in several ways, both for long-term needs and short-term capacity surges. Fleets with in-house transportation can secure rental trucks and short-term leases to meet short-term spikes in demand. Utilizing long-term leases or purchasing used trucks can support sustained demand.

Companies can also turn to logistics providers to access capacity through for-hire or dedicated fleets, or on the spot market via freight brokerage. As a broker, we have access to a large pool of Penske-qualified carriers, which enables us to find the best rates and value. Our carrier sourcing solutions have saved millions of dollars in transportation costs by reducing rates and offering better carrier selection. In addition, we have the processes in place to add new carriers in 30-45 minutes.

Tap Into Trailers

Trailers offer a scalable solution to meet shifting transportation capacity or storage needswithout the commitment and cost associated with adding trucks or leasing warehouse space. They can be added to an existing fleet to increase capacity, create trailer pools or serve as temporary warehousing solutions. Incorporating trailers into your fleet strategy is another way to add agility and future proof freight handling.

Create a Contingency Plan

Having a plan in place before it’s needed allows companies to pivot quickly if something unexpected occurs. Contingency planning is often associated with adverse events, such as extreme weather or global disruption, but it can also be helpful when new opportunities arise. Plans should evaluate solutions related to transportation, warehousing and fulfillment.

Developing alternative routes, maintaining backup suppliers and leveraging technology to simulate “what-if” scenarios are critical elements of preparedness. Being ready to act fast ensures companies aren’t losing market share as demands shift or disruptions occur.

Stay Prepared With Penske

Future proofing your supply chain starts with the right partner. We bring decades of experience, nationwide infrastructure, and advanced fleet and supply chain technology to help businesses stay agile, flexible and prepared.

In addition to full-service short- and long-term truck leases at , we have more than 85,000 commercial rental vehicles available through , including high-roof cargo vans, straight trucks with liftgates, Class 8 tractors, and dry van, flatbed and refrigerated trailers.

For companies looking to expand or refresh their fleet with greater control, offers well-maintained vehicles backed by strong maintenance records and transparent pricing.

Additionally, provides transportation and warehousing solutions across the supply chain, including dedicated transportation, transportation management, distribution center management and supply chain management.

We are also investing heavily in technology to increase visibility, break down silos and improves decision-making.

From planning and capacity to technology and visibility, we help you future proof your supply chain every step of the way.

What's Next?

Regardless of where you begin, each part of your transportation strategy helps to build a more flexible and resilient supply chain. From acquiring the right vehicles to optimizing your logistics network, our business lines offer targeted solutions to help you stay ahead. Explore how each one supports your future proofing strategy:

• Learn More About Future Proofing With Used Trucks

Every day, more than 6,500 warehouse professionals across North and South America power Penske Logistics and its customers. This week, Penske is proud to recognize the dedication and impact of these essential team members during Warehouse Associate Appreciation Week, June 8–14.

From bustling distribution centers in the United States and Canada to operations across Mexico and Brazil, �ʱ�Բ����’s warehouse associates are the heartbeat of its logistics network. They help ensure that everything from automotive parts and household appliances to food, pharmaceuticals and more flows efficiently through the supply chain.

“You not only deliver exceptional results and service to �ʱ�Բ����’s customers — you keep the world moving forward,” said Jeff Jackson, president of Penske Logistics, in a video message to associates. “Our global supply chain starts with you.”

Across 156 facilities, �ʱ�Բ����’s warehouse teams work behind the scenes, but their impact is far-reaching. Their efforts help keep store shelves stocked, businesses operating smoothly and communities supplied with what they need most. Whether navigating daily operations, meeting seasonal demand or rising to unforeseen challenges, �ʱ�Բ����’s warehouse associates exemplify precision, professionalism and a relentless drive for excellence.

“This week is all about celebrating you and your trade,” said Pete Bayer, senior vice president of distribution center management operations. “You are a crucial part of the Penske Logistics organization, and we want you to know how important you are.”

To �ʱ�Բ����’s warehouse professionals: THANK YOU for the work you do to move the world forward.

Click to view the video with with or with .

By: Caitlin Stibitz

The Council of Supply Chain Management Professionals (CSCMP) has released the findings of the Penske Logistics-sponsored 2025 State of Logistics Report. The longstanding report indicates that businesses continue to navigate through a fog of supply chain and economic uncertainty. What is true today may not be true tomorrow in this rapidly changing landscape.

Created annually for CSCMP by consulting firm Kearney, this publication offers to the industry a close-up of the American economy through the lens of the logistics sector. The report further suggests ongoing fragile business optimism driven by fluctuating demand, emerging technological disruptions, and a renewed need for resilience and agility.

Notable trends and statistics include:

• U.S. business logistics costs are $2.58 trillion, which amounts to 8.8% of the national GDP. Last year, the numbers were $2.45 trillion and 8.8% respectively.

• The logistics industry in 2024 saw a return to pre-pandemic patterns in some areas, but was also marked by flat business volumes, excess truck capacity and rising operational costs.

• E-commerce continues to move along at a brisk pace, with global online retail sales nearing $6.3 trillion, resulting in more efficient last-mile delivery, increasingly agile warehousing, and a stronger demand for air freight.

• Geopolitical tensions, combined with proposed and enacted tariffs, and shifting trade regulations around the world, have combined to increase transit times, capacity constraints, rate volatility in ocean freight (leading to longer home package delivery times and delays), and a greater reliance from third-party logistics providers to deliver end-to-end support.

• Mexico overtook China as the United States’ largest trading partner in 2024. Transactions between the U.S. and Mexico topped at a record $840 billion, a 6% year-over-year improvement.

• Technology investment continues to be an essential component of the modern supply chain. Data analytics, artificial intelligence as well as robotics and automation are among the headliners supply chain leaders are working on.

Mark Baxa, CSCMP president and CEO stated: “This year’s State of Logistics Report helps supply chain professionals cut through that fog with insight, data, and direction. It highlights not only the challenges of disrupted trade flows, evolving customer expectations, and constrained capacity, but also the resilience and innovation reshaping the logistics landscape.”

Korhan Acar, Kearney partner and lead author for the State of Logistics Report, shared: “As the fog thickens, the logistics industry must move beyond short-term fixes and fundamentally rethink resilience—not as a luxury, but as a strategic imperative embedded in networks, technology, and decision-making. In a world defined by disruption, resilience is what ensures continuity, enabling agility and long-term durability. And as AI and automation drive down the cost of building resilient supply chains, the greater risk now lies in standing still.”

Andy Moses, senior vice president of solutions and sales strategy, Penske Logistics remarked: “There is a great deal of quality content in this year’s State of Logistics Report. Each day, we are helping our customers find resiliency in their supply chains, as we leverage best-in-class technology and amass capacity on a flexible basis as needed.”

By “Move Ahead” Staff

The survey for the 30th annual is now live. If you are a supply chain professional, we welcome your input. to take part. It closes on July 31. The study will be released and available at no cost, at this year’s Council of Supply Chain Management Professionals where will be the exclusive Premier Sponsor.

This year’s main topics are:

• The shift from transactional to strategic 3PL partnerships

• 3PL engagement: Partnership models and the model structures

• Emerging technologies: The top solutions currently in use and a look ahead

The study will also provide continuing the conversation updates and allow for further context on current industry trends. The publication is a collaboration between Penske Logistics, NTT DATA and .

The speakers for the 2026 3PL Study are Dr. Langley, supply chain professor at Penn State University; Alex Darby, director of supply chain consulting at ; and , senior vice president of sales for Penske Logistics.

By “Move Ahead” Staff

Maintaining the nation’s roadways requires periodic maintenance and even new construction.

New speed limits, traffic patterns and rights of way, as well as worker and vehicle movement, can all impact work zone safety.

, April 21-25, shines a spotlight on ways motorists and professional truck drivers can work together to keep work zone workers safe.

The Federal Highway Administration (FHWA) has joined with the American Association of State Highway and Transportation Officials (AASHTO) and the American Traffic Safety Services Association (ATSSA) to coordinate and sponsor the awareness campaign.

This year’s theme is “Respect the zone so we all get home.”

Before taking the wheel, the FHWA encourages drivers to keep the following in mind when entering a work zone.

Sharing the Road

Work zones present challenges for truck drivers – narrowed lanes, sudden stops, traffic pattern shifts, and uneven road surfaces can lead to crashes and fatalities if they are not prepared and alert. Plan your route, reduce speed, stay alert, and do your part while traveling through work zones.

Large blind spots, long stopping distances, and size constraints make maneuvering large trucks and buses in work zones particularly challenging. Passenger vehicles should be mindful that CMV drivers need to take extra precautions when driving through these areas.

Pay close attention to road workers and flaggers – give them extra room, always slow when approaching them, and be prepared to stop if necessary.

How to Drive Safely Through Work Zones

There are plenty of resources available to research your routes and check for upcoming work zones. Make sure you know of any road work before embarking on your route and when possible, use detours to avoid having to pass through these areas.

Reduce speed while traveling through work zones, paying close attention to signs and signals.

Be aware of passenger vehicle drivers around you, who may not be aware of commercial vehicle driving challenges, including large blind spots and longer stopping distances.

When approaching lane closures, move into the open lane as soon as possible – pay close attention to vehicles around you that could be in your blind spot.

Rear-end crashes are common in work zones. Obey all speeds, avoid distractions, and maintain extra space between your vehicle and the one in front of you at all times.

For more information on work zone safety, visit the FHWA website.

By “Move Ahead” Staff

Penske has recently become aware that criminals are using its name, branding, false but realistic-looking websites, look-alike email addresses, social media accounts, and even creating online job listings on various employment websites as a part of employment recruiting scams.

Recruitment scams start with an email or text message sent to a candidate outlining a job they believe the individual may be interested in with a promise of a high salary and remote work.

While the individuals may have never applied for a career opportunity with Penske, scammers attempt to legitimize their fraudulent job offer by using �ʱ�Բ����’s name, logo, and names of associates from the recruiting and HR team in correspondence.

Be Careful on LinkedIn and Other Social Platforms

Recruiting scams are increasingly circulating online via email, social media, and through websites as noted by the

Much of the recent recruiting scam activity is taking place on LinkedIn with false, yet very realistic, recruiter or copycat recruiter profiles. While LinkedIn has taken steps to verify accounts, the verification badge is not foolproof and has been subverted by several scammers or not used at all.

Job seekers on LinkedIn and other social media platforms should be very careful about disclosing their personal information. These scams may appear very professional and legitimate. However, they are neither legitimate nor affiliated with Penske in any way. Job seekers should be on alert for online scams when job hunting online.

Prospective applicants should carefully research the legitimacy of any unsolicited recruiting communications that appear to come from Penske or any other employer to help stop fraud and avoid falling victim to such online scams.

Penske Career Applicants:

• Must apply to jobs online via our websites for consideration (i.e. www.gopenske.com, )
• Must interview with a Penske representative before the extension of any job offer
• Job offers from Penske will always be verbally extended, with a formal offer letter sent, and outlined pre-employment screening requirements outlined (i.e. background screening, clinical services, etc.)
• Please note: All legitimate email addresses from Penske Transportation Solutions, , or representatives will end in: penske.com and not in any other form.
• Be Suspicious If:
  • You haven't applied for a job with Penske but received an unsolicited offer of employment
  • You receive any unsolicited employment offers and/or unsolicited employment contracts from Penske
  • There are misspellings or poor grammar in the communication
  • Anything that seems even slightly out of place on the website, paperwork or letterhead
  • You receive employment offers or communications from non-������com email addresses (e.g.: yahoo.com, gmail.com, hotmail.com, aol.com, etc.)
  • You receive requests for sensitive personal information such as Social Security Numbers, account numbers, or requests to access accounts or transfer any funds or to make or receive payments to or from a third party of any kind
  • Any organization that emails you a copy of a check and tells you to print it out and deposit it.

Penske Never:

• Sends unsolicited job offers or employment contracts of any kind
• Requires any fees, payments, checks, or access to any of your financial, banking, or any other types of accounts
• Would send a candidate a check, with a request to have that check deposited before an official start date.

Helpful Resources

As mentioned above, The Federal Trade Commission provides consumers with free tips and information on how to avoid being scammed online and what to do if you feel you have been scammed.

You may view those tips and information via the . If you have been scammed online, you may also report the crime through the Federal Bureau of Investigation's .

Questions? We're Here to Help.

If you ever have any questions regarding the authenticity of any communication sent purportedly by or on behalf of Penske's Human Resources Department or members of its recruiting team, please contact us at 1-855-297-3675.

By "Move Ahead" Staff

Any situation that competes with a driver’s attention on the road can be a distraction to safe driving.

April has been designated as Distracted Driving Awareness Month to educate drivers about distractions and how to practice good distracted-driving safety habits.

We have assembled tips from Federal Motor Carrier Safety Administration (FMCSA) to help keep motorists, movers and professional drivers safe when sharing the road.

In the coming weeks. more do-it-yourself movers will begin to share the road with professional truck drivers and motorists.

Additional vehicles on the roadway are among the many distractions all drivers face and challenge their ability to remain safe when behind the wheel.

Examples of distractions to safe driving include talking or texting on your phone, eating and drinking, talking to people in your vehicle, adjusting the stereo, entertainment or navigation system.

AAA suggests drivers adjust things like seats, mirrors and climate controls before starting your journey. Avoid the temptation to reach for possessions that may roll around by storing them away.

Eat meals or snacks before you start your trip. If you decide to eat while driving, avoid messy foods that can take your attention away from driving.

If pets and children need your attention, pull over safely and resist the temptation to reach into the back seat, which can cause you to lose control.

For professional truck drivers, distractions can come from inside and outside their truck cabs.

While passing buildings or billboards, drivers could become distracted and suffer a momentary lack of focus.

Penske offers these tips:

• Turn off all unnecessary devices.
• Plan ahead.
• Don't multitask
• Keep your eyes on the road.
• Drive defensively

By taking steps to minimize driving distractions, no matter how small, you can help ensure your safety and the safety of other drivers on the road.

By Move Ahead Staff

During a recent awards ceremony, celebrated its 2024 Freight Management Carrier award recipients. The award is based on: A Penske Logistics enterprise scorecard combined with customer, operations and sourcing feedback. The 14 honorees were chosen from among �ʱ�Բ����’s base of trucking carriers within its freight management operations.

“We have been navigating a challenging freight environment on behalf of our customer base, and thankfully these award winners have been the best-of-the-best in helping us weather the storm,” stated Tracy Urbanski, senior vice president of operations for freight management, Penske Logistics. “A hearty congratulations go out to our worthy recipients.”

These are the 2024 Penske Logistics Freight Management Carrier Award winners:

• Brokerage Provider: Total Quality Logistics

• Flatbed Transporter - National: TMC Transportation

• Flatbed Transporter – Regional: Freedom Trans Dedicated

• Intermodal Carrier: Knichel Logistics

• Less-Than-Truckload U.S. National Carrier: Estes Express Lines

• Less-Than-Truckload U.S. Regional Carrier: Pitt Ohio

• Less-Than-Truckload Canadian Carrier: Trans-Frt. McNamara

• Liquid Bulk Transporter: Venezia Liquid Tank Lines

• Truckload Canada: Lion Force Transport

• Truckload U.S. National Carrier: Landstar

• Truckload U.S. Regional Carrier: MVT Services

• Refrigerated Provider: Roadtex

• Mexico Cross-Border Carrier: Select Dedicated Solutions

• Penske Carrier of the Year: Lion Force Transport

Penske Logistics has more than $6.7 billion in freight under management. Penske provides freight management and brokerage solutions to help manage transportation networks, and handle seasonal needs, capacity surges and challenging lanes. about joining �ʱ�Բ����’s professional carrier network.

By "Move Ahead" Staff