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Electric tractors likely have a future in our industry but are currently
facing real-world issues, including significant range limitations, excessive
vehicle weights, very high acquisition costs, higher-than-expected
operating costs, excessively long lead times for charging equipment, and
an underpowered electrical grid. Each of these issues will see improvement
over the course of time, but policymakers have decided to force an
accelerated timeline that doesn’t allow for the maturing of the technology.
It’s become a matter of partisan politics, which is now producing
unbalanced — even unreasonable — demands on our fleets.
Hydrogen-powered solutions also hold promise but are likewise seeing
significant early development challenges. I don’t want to be dramatic,
but the current path is leading us towards a financial and operational
wreck.
We need policymakers to retool the rules to fit technologies that actually
work today and allow future technologies to naturally mature. As for
the myriad of recent California rules, that is a can of worms that we don’t
have space to cover right now. Compliance with a rule should be achievable,
it should apply to all equally, and it should be easy to understand. I
believe they missed badly on this one.
One of the stories in this edition of Truckload Authority
touches on ways carriers can attract — and retain —
safe, reliable drivers. While many offer sign-on bonuses
or guaranteed weekly pay or home time to pull in new
hires, how can carriers work to reduce driver turnover?
After 31 years in this industry, I can safely say that I still have a lot
to learn. Driver hiring and retention is one area that few have mastered,
and a place where we all still have a lot to learn. I have seen a significant
number of strategies to attract and retain drivers deployed in one way
or another. Some strategies come across as very gimmicky, while others
are more innovative.
In the end, this is a “people business,” and each fleet needs to find
a way to provide meaningful personal connections with their drivers …
easier said than done. This involves creating a culture that goes beyond
words. Surprisingly to some, I believe that it involves setting high expectations
and holding people accountable to those expectations. It involves
providing well-maintained equipment, favorable working conditions,
consistent work opportunities, good benefits, and competitive pay. It involves
building relationships and having healthy lines of communication
to work through issues. It’s a balance of all of these efforts.
No fleet does all of these things perfectly, but if, as an industry, we
can focus on making progress related to each of these efforts, then we
have a shot at making the driving job more attractive than other options
that high-quality workers may have. I wish there was a silver bullet, but
it is a lot of hard work.
The American Transportation Research Institute
(ATRI) has selected five topics on which to focus in
2023, including expanding truck parking at public rest
areas, identifying barriers to entry for female truck
drivers, complete streets impact on freight mobility, the
diesel technician shortage, and the cost of driver detention.
Of these five, which two do you see as the most
critical to the trucking industry, and why?
I wish it was as simple as picking two priorities and saying that these
priorities will bring the greatest amount of benefit to the industry. Just
like a truck’s engine, every component performs a critical function. If any
component fails, then the entire engine can be compromised. As an industry
and as an association, we have to be prepared to make meaningful
progress across several fronts. If I were to pick critical areas, my list
On the topic of retaining quality drivers, Williams reminds carrier leadership that trucking is a
“people business,” noting that it’s important to have meaningful discussions with employees.
would certainly complement the areas you have mentioned — but might
look a little different. In fact, these may sound familiar! I would pick:
1. Improve the driving job and make it a more attractive job for all
high-quality workers.
2. Improve roadway safety through technology and by adopting effective
best practices focused on reducing accidents.
3. Improve motor carrier financial sustainability by educating carriers
on proper returns on investment and by advocating for favorable tax
policies and regulations.
4. Shape the industry’s environmental stewardship by educating policymakers
on the huge progress we have already made and then implementing
reasonable real-world solutions going forward.
5. Improve the industry’s image by highlighting the many things that
the truckload industry does to support communities and keep America’s
supply chain strong.
I know this is a bit of a repeat from what I said earlier, but these are
the things I would see as most critical. Within each of these five broader
areas, there are a number of more specific challenges captured in the
ATRI report that need to be addressed — including truck parking, barriers
for female drivers, diesel technician shortages, and driver detention,
just to name a few.
Finally, what thoughts would you like to share with
TCA members about the issues facing the trucking
industry?
The truckload industry is full of great people — smart people, who
want to make a difference. We need more of this industry’s leaders to
engage on these issues to help shape what this industry looks like for
the next generation. There is no questioning the essentiality and critical
nature of what we do for the economy. We just need to find more effective
ways to move the needle.
Thank you for your time, Mr. Chairman — and have a
wonderful summer.
TCA JULY/AUGUST 2023 www.Truckload.org | Truckload Authority 31