24 American Journal of Transportation American Journal of Transportation ajot.com The truck driver shortage limits opportunities for carrier expansion By Debra Phillips, AJOT The trucking industry is showing signs of recov- ery following a historically long freight recession. In June 2026, spot rates increased 43% year-over-year, and contract rates increased by 13%. While tight- ening capacity appears to be leading to a more bal- anced supply-demand market, trucking companies face challenges regarding quickly adding capacity. High operating costs have put pressure on already slim profit margins, making new invest- ments in additional capacity challenging at a time when strict Environmental Protection Agency (EPA) deadlines for reduced emissions affect the availabil- ity and cost of new equipment. However, one factor that significantly impacts carriers’ ability to handle greater freight demand is not a new problem, but a persistent one: the shortage of professional truck drivers. “Without drivers, everything grinds to a halt,” said Andrew Owens, CEO and manager of A & M Transport. “That makes the driver shortage a supply chain and logistics issue.” According to reports created by the American Transportation Research Institute (ATRI), the driver shortage is one of the issues of greatest concern to carriers. The American Trucking Associations (ATA) has identified a shortage of 82,000 qualified drivers in 2026. Driver demographics create the need for new sources of drivers, while some chronic issues that lead to driver frustration and dissatisfaction must also be considered when finding lasting solutions to the truck driver shortage. Demographics Show a Gap Between Retiring Drivers and New Entrants The average age of a truck driver in the US is 47, compared to 42 for the rest of the US labor force. Carriers and the ATA are working to address this issue by focusing on ways to attract drivers from a broader range of demographic backgrounds. Attracting more women drivers, providing a career pathway for veterans, and offering a second chance to individuals who have been justice-in- volved are active strategies to build a more diverse and extended pipeline of professional drivers to replace those nearing retirement age. Women Drivers are Underrepresented While women now make up about 13.7% of US professional truck drivers (up 88% since 2010), they still represent a small share of the workforce. How- ever, the number has increased by 50% in recent years due to active efforts to recruit and retain drivers. ATRI’s research identified some of the barriers that prevent more women from seeking jobs as pro- fessional truck drivers, including workplace cultures where harassment and discrimination are common. A network of support for women drivers can help them find ways to complete Commercial Driver’s License (CDL) training, despite scheduling chal- lenges due to childcare or other responsibilities. An issue that ATRI has identified as a concern to all driv- ers, male or female, is access to restroom facilities. Steps Toward Improvement Carriers, individually and as part of industry associations, are actively working to eliminate ste- reotypes and outdated assumptions about who can be a truck driver. As with many industries, trucking companies that promote diversity attract customers, partners, and talented employees from many sectors of the population. According to industry analysts, to attract more women drivers, companies should implement zero-tolerance policies regarding discrimination and harassment, as well as offer safe reporting mecha- nisms for victims. Mentorship and training programs pairing expe- rienced women drivers or staff with new hires to provide guidance and support have also been a suc- cessful strategy in retaining women drivers. “Female-friendly” truck stops would improve the quality of the work experience for women driv- ers, allowing them to attend to basic needs in a safe environment. For carriers, the benefits are many because women drivers tend to be committed and stable employees. While compensation matters, they weigh life-work balance issues before making a job change. Some flexibility in scheduling can retain female drivers, rather than a small increase in pay from another carrier. Veterans Have the Skills That Benefit Trucking Industry Returning veterans are often challenged as they look for meaningful employment following an end to their deployment. In 2026, the U.S. Department of Transportation (DOT) launched the Freedom Haulers campaign, a unique interagency effort led by the DOT, Department of Veterans Affairs, the Department of Labor, and the Department of Defense, designed to attract more veterans to truck driving jobs. The campaign extends the Federal Motor Car- rier Safety Administration (FMCSA) Military Skills Test Waiver, allowing veterans with heavy-equip- ment military experience to obtain a CDL without taking a driving test. Veterans are eligible for this waiver for up to two years after leaving active duty in the Armed Forces. A total of 34 states now offer the Even Exchange Program, which allows veterans to bypass both writ- ten and skills tests. Legislation also supports efforts to place veterans in truck-driving jobs. The Veteran’s Transition to Trucking Act has been passed, designed to reduce the bureaucracy and red tape for veterans using VA education ben- efits in company-sponsored apprenticeships. This LABOR DAY 2026 LABOR DAY 2026 (SHORTAGE – continued on page 30) million rail improvement project funded through the State of Illinois’ Rebuild Illinois program. The proj- ect will construct a new rail loop and make other improvements that will increase rail capacity, reduce switching time, and improve overall efficiency at the terminal,” Donovan said. “We also recently received an $11.3 million MARAD Port Infrastructure Devel- opment Program award for our KRPD #2 South Dock project in Red Bud, with an additional $5 million state match. This project will significantly expand our ability to handle additional commodities and sup- port future industrial development at the terminal. We are also evaluating opportunities for additional liquid bulk infrastructure and other improvements that would complement this expansion at KRPD #2.” “Another major development has been the inte- gration of the former Southwest Regional Port District into KRPD. This expands our footprint and gives us additional opportunities to invest in and develop port infrastructure along the Mississippi River system. We see this as an important step toward creating a stron- ger, more coordinated port district and positioning these facilities for long-term growth.” In addition, Donovan said, KRPD continues to pursue improvements throughout the district, includ- ing $200,000 in Community Project Funding from Congressman Mike Bost for rehabilitation of the Kel- logg Dock rail infrastructure, improvements at the Evansville Terminal, and a feasibility study examin- ing a potential pipeline connection that would serve Scott Air Force Base and MidAmerica St. Louis Air- port. Senator Tammy Duckworth recently advanced $2 million in congressionally directed spending to move the pipeline project into Phase I. America’s Central Port America’s Central Port District serves a 200-square-mile region with its headquarters located within a 1,200-acre rail- and river-served industrial park in Granite City, Illinois. The Port is one of the largest freight hubs in the Midwest. Dennis Wilmsmeyer, ACP’s executive director, detailed a long list of improvements happening at the facility: C & 7th Street Road repaving & rail crossing upgrades, a pump station rehab, a ware- house dock modification, truck staging and calling lot development, railroad grade crossing improve- ment, the Granite City harbor dock extension, and the Granite City harbor terminal improvements. “America’s Central Port District continues to attract new tenants and users to the Port and has been especially successful in teeing up expansion opportunities with existing tenants. Two sizeable tenant expansions are currently in the works and are expected to be announced in the next few months,” Wilmsmeyer said. “Construction continues at the Port with the recent completion of a new 80,000- bushel grain bin at the Madison Harbor, complete rehabilitation of the Port’s Main Lead Track for Norfolk Southern access to the Granite City Harbor, including an adjacent storage track, complete reha- bilitation of C Street and a portion of W 7th Street with full-depth concrete to support truck access to our warehouses, warehouse dock rehabilitation, electri- cal improvements to an existing 55,000-square-foot building, office and restroom renovations in our warehouses, to name a few of our larger projects. The Port continues to invest its resources, as well as federal and state grant funds, in order to upgrade its assets and make the facilities more efficient.” America’s Central Port’s Master Plan was com- pleted in 2025 and contained 60 waterside and land- side projects totaling $356 million. Of those 60, ten are in the planning and design phase, and four have been completed - the Madison Harbor Terminal Improvements (#3 in the master plan), West 7th and C Street Reconstruction (#23), Building 203 Rede- velopment - Phase II (#29), and Mid-Coast Rail Yard Track Expansion (#43). Jefferson County (MO) Port Authority The JCPA covers the entire eastern border of Jeffer- son County, MO, south of St. Louis. JCPA promotes its ability to capitalize on Missouri’s transportation infra- structure while marketing its main port development in Herculaneum. The initial port project in Jefferson County is ambitious. It includes a planned Contain- er-On-Vessel (COV) development with a multimodal (DRIVE – continued from page 23) (DRIVE – continued on page 31)
View this content as a flipbook by clicking here.