Surface Transportation 2025 Annual Review & Outlook
Executive Commentary |
|
|
|
|
be held to ocean common carrier and shipper agreement / contract terms .
The impact on motor carriers and other service providers is that there is now a requirement for operational clarity and performance in contracts with billing and billed parties .
Door-to-door and seaport-toseaport services should be straightforward as it relates to addressing service and cost responsibilities .
However , when transportation includes inland transportation to and from rail ramps or inland ports , where wheeled or grounded services may vary , responsibilities for last-mile services and costs must be clearly defined and executed accordingly . Potential service failures by transportation intermediaries must be addressed up front to help avoid uncertainty and additional costs . Clarity in responsibilities
|
contained in service contracts , accurate bills of lading and clear shipping instructions will be essential to ensure transparency for the parties involved .
With proper planning and clearly written service agreements , providers should succeed in meeting last- and first-mile service challenges .
CPKC
|
|
Keith Creel
President and CEO www . cpkcr . com
Revitalizing growth in the domestic intermodal sector hinges on delivering reliable , truck-competitive service that
|
“ Revitalizing growth in the domestic intermodal sector hinges on delivering reliable , truck-competitive service that consistently meets evolving customer needs .”
Keith Creel
|
consistently meets evolving customer needs . Strategic infrastructure investments , such as upgrading key transit routes and expanding capacities across crucial border gateways , are essential .
Emphasizing customer-centric approaches , reducing delays and integrating advanced technologies such as temperature-controlled containers ensure diverse and sustainable service offerings . By consistently exceeding trucking capabilities and fostering innovation , the intermodal sector can achieve superior service standards , driving growth and establishing a robust , competitive landscape poised for future advancements .
CPKC ’ s strategy emphasizes customer-centric service , reduced border delays and sustainable alternatives to trucking , fostering a robust , competitive intermodal landscape poised for growth .
|
DAT Freight & Analytics
Dr . Chris Caplice
Chief Scientist www . dat . com
It ’ s been a good time to be a shipper .
Since spring 2022 , average long-haul dry van contract rates have fallen by 23 %, and spot rates have decreased by 36 %. Most shippers had a primary carrier acceptance ratio north of 95 % in 2024 , and annual truckload RFPs have reliably produced significant yearover-year savings for almost three years . But all signs point to a swing to carriers in 2025 . Markets move in cycles . You know it . I know it . But for transportation executives , the big issue this year will be convincing their CFOs and chief procurement officers that the gravy train is over .
Most C-suite types aren ’ t experts in the ups and downs of truckload freight . Indeed , after years of savings , they may think you can run a bid and have a pricing advantage over carriers anytime . It was especially true after 2024 , when transportation executives , certain the market would tighten early last year , were caught “ crying wolf ” after their RFPs produced another round of year-over-year savings . I was one of them .
The US truckload market is a complex , nonlinear system in which hundreds of thousands of players constantly interact . Yet the business cycle has been readily observable , if not totally predictable , for a long time . If your C-suite doesn ’ t believe you , introduce them to a truckload pricing analysis for the decade or so before the pandemic . Benchmarking rates against the broader market is a better performance measure than year-over-year comps . In 2025 , truckload capacity will likely tighten , and rates will rise in ways that look similar to pre-pandemic times . It ’ s still good to be a shipper . But this year will be more about finding savings opportunities in a hardening market — and clearly communicating it to your financial and procurement leaders .
“ For transportation executives , the big issue this year will be convincing their CFOs and chief procurement officers that the gravy train is over .”
Dr . Chris Caplice
“ Since the pandemic , DCLI has increased the size of our 53-foot chassis fleet by more than 40 %,.”
Lee Newitt
DCLI
Lee Newitt
CEO www . dcli . com
As the largest supplier of 53-foot domestic chassis in the US supply chain , DCLI has a clear , vested interest in supporting the growth of domestic intermodal as a transportation option for shippers . While our customers in this space will be the primary influencers of future growth , we are ready to support them when it comes .
Despite slowed growth in the intermodal market in recent years , we have continued to invest and prepare for the future . Since the pandemic , DCLI has increased the size of our 53-foot chassis fleet by more than 40 %, bringing our total DCL53 fleet size to over 150,000 units . We have the capacity on hand to enable customer growth .
We recently completed the conversion of that entire fleet to radial tires to ensure safe and efficient operation when our chassis are used . The more than $ 125 million we have
76 Journal of Commerce | January 6 , 2025 www . joc . com