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The article discusses the importance of driver retention among trucking companies and mentions topics such as the need for companies to create a positive first impression, suggested topics to be discussed during interviews with potential truckers, and the link between retention and profitability.

The article provides information on Federal Motor Carrier Safety Regulations 49 Code of Federal Regulations Section 392.3, or the ill or fatigued operator regulation, which aims to empower a trucker with the task of making safety decisions on the road concerning his current physical status.

The article discusses the factors which should be considered by trucking companies while using lease operators including inclusion of extra expenses while setting hauling rates, structuring of revenue paid to a lease operator and proper cooperation of dispatchers with each driver.

The article offers tips for carriers on how to keep good drivers in the company including finding out what pastime or hobby drivers enjoy in their time off and planning to fulfill their interest like arranging to see a hot air balloon event in Albuquerque, New Mexico's International Balloon Fiesta.

The article discusses how a truck business can set up good policies such as starting with the basics including food, clothing and shelter like having a coffee pot, soda machine and microwave.

The article offers tips on how to successfully navigate a trucking business including carefully screening applicants before hiring them.

The article offers helpful tips for enhancing the credibility of trucking industry leaders including admitting mistakes and dealing with the problems, having open communications with employees about solutions and maintaining an optimistic outlook while being honest with the staff.

The article discusses the trucking business and presents suggestions for it including importance of y training for successful operation, analyze training needs of the departments to be served and using the training analysis as part of an employee retention program.

The article suggests that micro and small trucking companies should find direct-ship customers to increase sales and lessen dependence on brokers for freight by doing some freight prospecting where prospective customers come to the business asking for its hauling rates.

In the article, the author offers suggestion on how an owner/manager of a small motor carrier can survive during tough times, like giving assurance to employees that they will keep their job.

The author discusses how owners of trucking fleets can realize an income stream from an unused warehouse by renting it out to shippers.

The author discusses factors that influence the self-capitalization success of a truck company or motor carrier owners such as revenue produced against costs, accounts receivables, and bankability.

The article shares tips on how trucking companies can present a professional image by cleaning and taking care of their building's exterior.

The article offers tips for fleet owners on how to monitor their earnings.

The article discusses the need for a truck to be sent out with a return plan, having a paying load on it when it returns so as not to risk profit or cash flow, and that it is also important to get the truck back within a reasonable distance of the office.

The article presents several tips on how trucking companies can prepare for growth.

The author reflects on the competition for freight, lanes and truckers in the U.S. trucking industry as of May 2013.

The article presents tips on enhancing the productivity of truck drivers who are tasked to deliver goods in a specific area such as hiring truckers from the place where the freight of best customers is usually delivered.

The author suggests ways for trucking companies to adapt to current news and information that may affect the business, like using a curated news search on the Internet.

The article offers a piece of advice for small trucking companies to generate profit from inbound freight.

The article discusses what to expect during the recruiting process for finding truckers and outlines questions that potential drivers will ask.

The article focuses on business strategies and management for the trucking industry. Topics include the development of effective business plans, proper monitoring of the total revenues and maintenance of financial records, and effective marketing and sales strategies. Also discussed is the need of monitoring the work efficiency of employees and contractors.

The article discusses the strategies for freight truckers to have a successful marketing or art of selling of the company. It is suggested to be consistent with the message to customers with repetition being the best means to make sure the world knows what the company is and what is being offered. It is stated that brand recognition is achieved when current and potential customers think of the firm and services it provides as one. Preplanned loads and lanes are notably the way to success.

The article presents quality leadership practices such as encouraging contributions from all team members and giving feedback that moves a team forward, in order to help navigate a trucking business in times of economic difficulty.

The author discusses how small or micro carriers can remain successful in their business by choosing to haul either what the majority of trucking companies do not want to haul or haul to areas considered to be objectionable.

The article cautions that many business owners put their businesses at risk because they think like an individual rather than part of a larger enterprise.

The article offers suggestions on how a small or micro-carrier can survive in the trucking industry which include staying flexible, working with one's shippers, brokers and customers and choosing them wisely, and not getting greedy.

The article discusses the need for all eligible voting truckers to participate in all local, state, and national elections in order to choose the best candidates who will represent the interests of the U.S. trucking industry in the government.

The article discusses the challenge of finding competitive freight prices for small carriers. It notes the advantage that large truckers have in terms of purchasing capacity and volume over smaller carriers. The article suggests that small carriers can become more competitive in their rates by identifying the cost issues of their shipper, and demonstrating value-added services that can help reduce operational problems for clients.

The article discusses fuel charges for truckers to cover their fuel costs. The fuel charge was established in the 1970s by the Interstate Commerce Commission (ICC) to reimburse trucking companies for some of the losses brought about by sudden fluctuations in fuel costs. For current fuel prices, the author recommend a fuel cost adjustment policy (FuelCAP) rather than a fuel surcharge, that is said to be more equitable for trucker and shipper so rates include the real cost of fuel.

The author urges truckers to make rules and regulations that they may not agree with work to their advantage by following rules that shippers impose on trucking operators and making sure to be financially compensated for increased costs resulting from the new rules.

The article presents insights with regards to freight hauling for truckers. Capacity is described to by an area-by-area, freight-lane-by-freight-lane issue where some areas will have more loads while others will have fewer loads. Rates are suggested to be based on the information on one's established lane and the truck-to-load ratio for both the loading area and the delivery area.

The article presents an incentive and advancement program to help reduce trucker driver turnover, provide comprehensive training, and develop a self-driven career. A career ladder composed of student, trainee, apprentice, journeyman, master trucker, and master trucker trainee that considers driving hours, experience, and a skills and knowledge test is suggested. With declining interest in the trucker career, carriers training their own is cited to lead to reduced turnover and insurance costs.

The article focuses on the importance of applying the possible scenarios needed by trucking company owners to predict what the business environment will bring in the future. It says that trucking company owners need to stay on top of all the possible scenarios that might happen. It mentions the list of information which will help owners achieve their goals including awareness on acquisitions and moving operations, actions involving shippers, and locavores.

The article discusses how small carriers can retain their current owner-operator fleets in the U.S. It highlights the need to consider the issue of money in planning for lease. It suggests not to contract with a trucker whose revenue requirements exceed to the affordable payments. The need to understand the level of revenue and the average monthly fixed costs is also emphasized.

The article offers information on the things to consider when negotiating or bargaining in business. It suggests the need to prepare the information concerning the revenue needs and the market conditions. It recommends the need to develop an offer that consumer can understand. It also emphasizes the need to understand that cross-cultural and regional negotiations are different from local negotiations.

The article focuses on per-mile rate, which may work for a truck travelling 3,000 miles (mi) a week. It says that the rate can increase 20-30 cents if a truck travels 2,200-mi. a week. It mentions that the $1.27/mi. is responsible for operational costs including driver's pay for fuel and repairs and tires. It adds that carriers are responsible for knowing what they need to profit and their costs.

The article focuses on the use of electronic logs and electronic on-board recorder (EOBR) by carriers to have a driver efficiency report in maintaining their drivers' hours of service (HOs). An electronic log allow a driver or a dispatcher to create what scenarios to see how a load needs to be run to stay legal and give the trucker needed rest. The report provides statistics to show customers how much time is wasted, and how dock delays create problems for on-time pickups or deliveries.

The article focuses on the steps needed to see whether expansion is right for a carrier. It says that the first step is to look at the expansion need in regards to the condition of a shipper base in adding trucks. It mentions that a trucking operator needs to research the sustainability of the freight hauling opportunity by considering customer expectations and the frequency of the loads. It adds that an operator must have a hauling contract which creates a profit on every trip his trucks made.