30 American Journal of Transportation American Journal of Transportation ajot.com Act would allow interstate carriers to get a single VA approval for nationwide apprenticeship programs, making it easier for companies to hire veterans. Justice Involved Workers Provide New Drivers and Second Chances Another innovative approach to attract drivers is the Justice Involved Program, which has been viewed as highly effective. The program, a partnership with the NYC Mayor’s Office of Criminal Justice (MOC) and Emerge Career, targets formerly incarcerated individuals deemed low risk for trucking jobs. The program offers CDL training, vocational education, coaching, and support services such as housing, mental health care, and childcare to help participants prepare for trucking careers. Indus- try representatives say the program has exceeded expectations, with more than 380 justice-involved New Yorkers enrolling. Similar programs are being implemented nation- wide. In North Carolina, the program provides work training and on-the-job training, with participants who complete the program being hired. The Justice Involved Program has shown that structured, supportive, industry-aligned training can attract formerly incarcerated individuals to truck- ing careers. Not only does this Program attract new potential truck drivers, but it offers a second chance for the justice-involved to enter the workplace. Attracting drivers is only one aspect of the driver shortage. The freight recession resulted in 28,000 truck drivers being displaced in 2026. Federal regu- lations eliminated another 180,000 drivers, with the majority choosing not to return to the industry. Regardless of freight demand, large carriers routinely experience 90-95 percent annual turnover, meaning most drivers must be replaced every 12-18 months. This high rate of churn can be attributed to many factors. However, recent research by ATRI identified two issues that concern drivers and ulti- mately affect career decisions. These are excessive detention and delays and a lack of truck parking. Excessive Detention and Delays Contribute to Driver Shortage Every hour that a truck is idling due to deten- tion and delays is a financial drain on carriers, as well as a key point of frustration for drivers, many of whom are paid by the mile. Research done by ATRI in 2024 found that 39.3 percent of all deliv- eries involved detention, which is defined as wait times exceeding the standard two-hour time window at shipper and receiver facilities. These delays are even more difficult for drivers when shippers or receivers do not allow them inside or provide access to restrooms or food. The FMCSA has also documented average dwell times of 3.4 hours. Owens views part of the solution to the prob- lem as communication with shippers about the issue. He said, “This is an example of the 80-20 rule. Most shippers attempt to keep schedules on track, while the ones who do not cause hardships for carriers and drivers.” There are also technology solutions. Dock scheduling software can help shippers ensure appointment windows are aligned with demand, and programs for process optimization support a shift to drop-and-hook models and can be used to gener- ate digital bills of lading. Technology can also help shippers scale warehouse staffing and dock equip- ment capacity to match peak volumes. Carriers can use automated tracking through required electronic logging devices, and other mobile tools can be used to timestamp facility entry and exit. Sending automated pre-arrival updates and alerts before free-time periods expire is another way to keep schedules on track. With capacity beginning to tighten, carriers now have greater leverage to choose to do business with what Owens calls “shippers of choice.” He notes that carriers can actively decline loads or effectively “fire” shippers that routinely cause excessive detention. Carriers can also negotiate and enforce struc- tured hourly detention pay while documenting delays to support payment claims. Lack of Truck Parking is a Safety Concern and Causes Driver Frustration Another issue of concern to drivers is a lack of truck parking. If a driver’s hours are running out, time spent searching for parking in safe places can cause frustration and add to the physical demands of truck driving. Government agencies, industry groups, and private companies are working to address the lack of truck parking with federal funding grants, legis- lation like the Truck Parking Safety Improvement Act, expansion of public rest areas, and private-sec- tor tools to help drivers find and reserve safe spaces. Truck Drivers Keep the Economy Moving Even During Difficult Times During the early days of the COVID-19 pan- demic, Owens notes that drivers were viewed as heroes. Despite concerns for personal safety, they consistently showed up for work, delivering life-saving medicine to medical facilities and neces- sities like food and water to consumers. Owens recommends that all stakeholders remember those times and recognize the contribu- tion that truck drivers make every day. They are not just parts of the supply chain, but people whose commitment is critical to the nation’s economy and the welfare of citizens. (SHORTAGE – continued from page 24) logistics segments in which COSCO SHIPPING North America has invested—for example, does this expansion include warehousing and trucking (dray- age, chassis, intermodal, etc.) services? Does the movement of perishables (temperature-controlled logistics) also fall under this initiative? Houghtalin: Over the years, COSCO SHIP- PING North America has established a stable and diversified presence across the region and devel- oped into an integrated end-to-end supply chain service provider, building on the strength of its ocean shipping network. Leveraging COSCO SHIPPING’s global shipping resources and inte- grated supply chain platform, the Company pro- vides comprehensive logistics solutions across the United States, Canada, Mexico, and Panama. Its services span ocean freight, inland transportation, customs brokerage, warehousing, e-commerce fulfillment, and final-mile delivery. In the United States, the Company operates an asset-based truck- ing network from key logistics hubs, including Los Angeles/Long Beach, Houston, Dallas-Fort Worth, Chicago, Charleston, Savannah, and Atlanta. The network provides port and rail drayage services with coverage extending into key inland markets, along with bonded and 24/7 transportation capa- bilities to meet diverse customer needs. The Com- pany also operates more than 700,000 square feet of non-bonded warehouse space across key U.S. logistics hubs, including Charleston, Savannah, Chicago, Fort Worth, Houston, and Tuscaloosa. Its warehousing services include distribution, general cargo handling, transloading, and fulfillment, sup- ported by both in-house capabilities and established local partners. For cross-border e-commerce cus- tomers, particularly those handling medium- and large-sized products, the Company provides inte- grated logistics solutions supported by an estab- lished overseas warehouse network. The network connects major ports in China and Southeast Asia with key US gateway markets, including Los Ange- les/Long Beach, New York, Houston, Chicago, and Savannah. As both a Non-Vessel Operating Common Carrier (NVOCC) and freight forwarder, COSCO SHIPPING North America leverages its network of offices, trucking operations, warehouse facilities, and local service partners, together with close cooperation with all six Class I railroads and leading intermodal providers, to connect major ports and inland markets across the United States, Canada, Mexico, and Panama. Supported by digital logistics systems and a professional, multilingual team, COSCO SHIP- PING North America provides efficient, transpar- ent, and reliable supply chain solutions to customers across industries including retail, building materials, healthcare, and chemical raw materials. AJOT: It was mentioned earlier that COSCO was also investing in supply chain operations in Central America and, in April, COSCO announced a chassis investment project in Honduras. Could you give us an overview of the Honduras investment and how it fits into the overall supply chain? Are there any other countries or regions that have similar non-ocean supply chain investments, and are more investments planned for the future? Houghtalin: The Honduras chassis project is an example of how COSCO SHIPPING North Amer- ica is expanding beyond ocean transportation to strengthen inland logistics and end-to-end supply chain capabilities across Central America. In April 2026, the Company delivered 30 chassis units to Puerto Cortés, Honduras, through its North America Supply Chain Operations Platform. The investment is intended to address a shortage of chassis equip- ment in the local market, improve the efficiency of cargo movement between the port and inland destinations, and strengthen COSCO SHIPPING’s trucking and integrated supply chain capabilities in Honduras. More broadly, the project supports the Company’s strategy of building localized logistics capabilities across the region. It is designed to work alongside existing feeder services and local distribu- tion networks, improving service stability, respon- siveness, and end-to-end execution. The Company is also expanding its integrated warehousing and distribution capabilities. On June 1, 2026, the joint venture warehouse between COSCO SHIPPING and WESTERN POST officially commenced oper- ations, strengthening the Company’s cross-border e-commerce fulfillment capabilities by integrating ocean freight, warehousing, order fulfillment, and last-mile delivery. Located approximately eight miles from the Port of Savannah, the facility pro- vides integrated services for B2B and B2C custom- ers and further strengthens COSCO SHIPPING’s ability to provide end-to-end supply chain solutions beyond ocean transportation. Eric Thomas, Executive Director, CORBA “Location, location, location… The Ports of Cincinnati and Northern Ken- tucky (PCNK) is ideally sit- uated in the heartland of the U.S. PCNK is within a one- day drive of 55 percent of the population of the U.S., and 45 percent or more of the country’s manufacturers. The region is connected to these by major interstate con- nections via I-71, I-74, and I-75, the Ohio River, and regional airports, including CVG, which is fast becoming a leading freight airport in the country. These, obvi- ously, create great opportunities for the region. Some challenges relative to “port” operations include lim- ited property along the Ohio River for further port development activities, and declining demand for coal due to shuttering power plants.” Thomas acknowledges the wide range of fac- tors that have hindered the development of Contain- er-on-Barge (COB) service, but he still sees merit in it. “With all the pressure on the supply chains, such as highway and rail congestion, and truck driver shortages, the prospect of seeing some freight move to a COB solution is still within reason,” Thomas said. “I believe we will still need to see technologi- cal advancements, however, to address the concerns for speed of delivery. Also, COB solutions will be quite regional in nature. COB solutions, obviously, will only develop in areas where there are naviga- ble, barge-served waterways.” Thomas said agricultural goods, including grains and fertilizers, along with other bulk commodities, including aggregates, metal-related goods, and chem- icals, continue to be bright spots for transportation on inland river systems, including the Ohio River. But, like other Ohio River users, Thomas sees infrastruc- ture improvements as a critical priority. “The Ohio River is a part of an interconnected inland river system. A weakness anywhere in the system has an effect on the entire system,” he said. “Aging locks and dams exist throughout, and CORBA remains focused on a systemwide approach to strategic investments that ensures optimization and efficiency throughout the entire system.” (SUPERHIGHWAY – continued from page 20) (INVESTS – continued from page 28)
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