Wednesday, January 18, 2012
TCP National Survey Shows Driver Shortage Continues - Source Trucking Today
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Billionaire Bridge Owner Sent to the Brig - Source Today's Trucking
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Diesel and Gas See Slight Gains, Crude Prices Rise 2% - Source Trucking Info
Diesel and Gas See Slight Gains, Crude Prices Rise 2%
U.S. diesel prices are up slightly from last week at less than 3 cents more per gallon, to $3.854. Gas prices for the nation are up by less than half a cent to $3.39. Both diesel and gas prices have risen slightly since the beginning of January, from $3.783 for diesel and $3.299 for gas.
The only drop in prices, for both diesel and gas, was in the Rocky Mountains, where diesel dropped 2 cents and gas prices dropped by less than a cent.
The highest diesel prices were seen in California, at $4.116; the lowest in the Midwest at $3.746. The national average is 44.7 cents per gallon higher than a year ago.
Light, sweet crude for February delivery went up 2% to $100.71 a barrel on the New York Mercantile Exchange. Brent crude on the ICE futures exchange recently traded up 10 cents, or 0.1% to $111.44 a barrel.
The rise in crude prices is attributed to the promise of an Iranian oil embargo in Europe and economic growth in China.
The world's second-largest crude consumer, China's economy grew 8.9% in the fourth quarter, which helped ease concerns about an oil demand slowdown. Although the figure was smaller than a year ago, it was higher than the expectations of analysts and remains well above rates in the U.S. and Europe.
U.S. diesel prices are up slightly from last week at less than 3 cents more per gallon, to $3.854. Gas prices for the nation are up by less than half a cent to $3.39. Both diesel and gas prices have risen slightly since the beginning of January, from $3.783 for diesel and $3.299 for gas.
The only drop in prices, for both diesel and gas, was in the Rocky Mountains, where diesel dropped 2 cents and gas prices dropped by less than a cent.
The highest diesel prices were seen in California, at $4.116; the lowest in the Midwest at $3.746. The national average is 44.7 cents per gallon higher than a year ago.
Light, sweet crude for February delivery went up 2% to $100.71 a barrel on the New York Mercantile Exchange. Brent crude on the ICE futures exchange recently traded up 10 cents, or 0.1% to $111.44 a barrel.
The rise in crude prices is attributed to the promise of an Iranian oil embargo in Europe and economic growth in China.
The world's second-largest crude consumer, China's economy grew 8.9% in the fourth quarter, which helped ease concerns about an oil demand slowdown. Although the figure was smaller than a year ago, it was higher than the expectations of analysts and remains well above rates in the U.S. and Europe.
Please feel free to comment to any of the posts on this blog. The intent is to start discussions on the subject content. If you have articles for post or comments about the blog in general please contact: Thank you Preferred Logistics----------- www.preferredlogistics.biz
Survey: Driver Pay Needs to be North of $60K-Source Trucking Info
Survey: Driver Pay Needs to be North of $60K
A survey of fleets shows that even though the number of unseated trucks is down slightly, more carriers are thinking that driver pay needs to be more than $60,000.
The recent 4th quarter 2011 Business Expectations Survey by Transport Capital Partners shows slight favorable moves since August. Almost 30% of the carriers indicate they have no unseated trucks, up slightly from last quarter. But this means 70% of the carriers are experiencing unseated trucks.
The number reporting unseated trucks in the 6-10% category rose from 10% to 18%, while the number reporting more than 10% unseated fell from 8% to less than 1%.
"Carriers are aggressively recruiting and are opening more training slots, while the lack of extension of unemployment benefits is potentially encouraging people to seek jobs and training," says Richard Mikes, TCP partner and study leader.
A larger number of small carriers (under $25 million in revenue) than large carriers reported zero unseated trucks (33% vs. 28%).
"An anomaly still exists with the 8.5% unemployment rate which has particularly impacted the construction industry, a historical driver source, but drivers are still scarce," said Lana Batts, TCP partner.
There has been a significant shift since May in the wage expectation of what the annual wage must be to attract and retain drivers, says TCP. According to the survey, 65% of the carriers now believe that wages must be more than $60,000, up from 49% in May.
In general, TCP found, smaller carriers see lower wage levels required than that of larger carriers… 28% of the larger carriers think wages must be at least over $70,000 compared with only 8% of the smaller carriers. "Should the larger carriers prevail in increasing wages, the rate of driver turnover and unseated trucks for smaller carriers will surely increase," says the survey report.
"Shippers and brokers are reporting that trucks have been harder to secure, and while rates have risen, carriers still tell us that ROI is not adequate nor keeping pace with costs," Batts notes.
Mikes and Batts note that the stronger than expected end to 2011 brings ongoing challenges in 2012 to keep up and secure adequate rates to cover costs, with balance being the keyword for 2012: balancing trucks with loads, balancing rates with costs, balancing the scarce supply of drivers to man the trucks, and balancing the replacement of an aging fleet with adequate returns on newer more expensive trucks.
A survey of fleets shows that even though the number of unseated trucks is down slightly, more carriers are thinking that driver pay needs to be more than $60,000.
The recent 4th quarter 2011 Business Expectations Survey by Transport Capital Partners shows slight favorable moves since August. Almost 30% of the carriers indicate they have no unseated trucks, up slightly from last quarter. But this means 70% of the carriers are experiencing unseated trucks.
The number reporting unseated trucks in the 6-10% category rose from 10% to 18%, while the number reporting more than 10% unseated fell from 8% to less than 1%.
"Carriers are aggressively recruiting and are opening more training slots, while the lack of extension of unemployment benefits is potentially encouraging people to seek jobs and training," says Richard Mikes, TCP partner and study leader.
A larger number of small carriers (under $25 million in revenue) than large carriers reported zero unseated trucks (33% vs. 28%).
"An anomaly still exists with the 8.5% unemployment rate which has particularly impacted the construction industry, a historical driver source, but drivers are still scarce," said Lana Batts, TCP partner.
There has been a significant shift since May in the wage expectation of what the annual wage must be to attract and retain drivers, says TCP. According to the survey, 65% of the carriers now believe that wages must be more than $60,000, up from 49% in May.
In general, TCP found, smaller carriers see lower wage levels required than that of larger carriers… 28% of the larger carriers think wages must be at least over $70,000 compared with only 8% of the smaller carriers. "Should the larger carriers prevail in increasing wages, the rate of driver turnover and unseated trucks for smaller carriers will surely increase," says the survey report.
"Shippers and brokers are reporting that trucks have been harder to secure, and while rates have risen, carriers still tell us that ROI is not adequate nor keeping pace with costs," Batts notes.
Mikes and Batts note that the stronger than expected end to 2011 brings ongoing challenges in 2012 to keep up and secure adequate rates to cover costs, with balance being the keyword for 2012: balancing trucks with loads, balancing rates with costs, balancing the scarce supply of drivers to man the trucks, and balancing the replacement of an aging fleet with adequate returns on newer more expensive trucks.
Please feel free to comment to any of the posts on this blog. The intent is to start discussions on the subject content. If you have articles for post or comments about the blog in general please contact: Thank you Preferred Logistics----------- www.preferredlogistics.biz
23 traits of good leaders -Source Career Builder
23 traits of good leaders
Leadership is one of those nebulous terms -- you hear it all the time but it has various definitions. The traits that make up a good leader can vary depending on the organization, team, manager and work environment.
Leadership can also vary in style -- are you someone who dictates the group and doesn't listen to anyone else's opinion? Or do you lead with a more bureaucratic or democratic style?
"Every leader has a particular style of leadership that is innate. However, the behaviors, attitudes or methods of delivery that are effective for one staff member may in fact be counterproductive for another," says Michael Burke, account supervisor, MSR Communications, a public relations firm. "Great leaders are aware of their own style and make the effort to learn how their style actually comes across to their team. They learn to flex their leadership style to individual team members so that they communicate and behave in ways that motivate and inspire."
Here is what five leadership professionals consider to be traits that make up a good leader:
Rachael Fisher-Layne, vice president of media relations, JCPR, a public relations agency
1. Honesty. Always do the honest thing. It makes employees feel like they know where they stand with you at all times.
2. Focus. Know where you're going and have a strong stated mission to lead people on. If you're not sure, how can your people be sure? You have to have strong focus and stay the course.
3. Passion. Whatever it is, you must have passion for what you're doing. Live, breathe, eat and sleep your mission.
4. Respect. Not playing favorites with people and treating all people -- no matter what station in life, what class or what rank in the org chart -- the same.
5. Excellent persuasion abilities. People have to believe in you and your credibility. Image is everything and the belief people have in you, your product, your mission, your facts or your reputation are key to being a great leader. You have to persuade people of this -- it doesn't just happen.
Darcy Eikenberg, a leadership and workplace coach, Red Cape Revolution
1. Confidence. If you don't believe in yourself, no one will. I hear leaders worrying that if they show too much confidence, others will think them arrogant. The reality is people want to know what you know for sure -- and what you don't. Having the confidence to say "I don't know" is a powerful skill.
2. Clarity. The only way you can get confidence is by becoming really, really clear about who you are and what is most important to you. New leaders fail when they try to become all things to all people, or try to do too much out of their area of excellence. Clarity helps you say "yes" to the right things -- and "no" to others.
3. Care. The strongest, most effective leaders I've met care not just about the business, but about the people in it and the people impacted by it. Plus, they show they care through their words and actions, even proving how they care for themselves and their family by taking unplugged vacations and continuing their own professional development. Care shouldn't be a four-letter word in our workplace today -- and the best leaders know it.
Tom Armour, co-founder, High Return Selection, a recruitment firm
1. Integrity. They are people who are respected and worth listening to. I find in general due to all of the economic difficulties, employees prioritize and seek leaders and organizations that are honest and meet their commitments.
2. Compassion. Too many leaders these days manage with the balance sheet, often times at the expense of their employees and long-term customer relationships. Talented people want to work for leaders and organizations that truly care about their employees and the communities in which they operate.
3. Shared vision and actions. People produce real business gains and smart people need to understand what is needed and be part of the solution.
4. Engagement. Great business leaders are able to get all members of their teams engaged. They do this by offering them challenge, seeking their ideas and contributions and providing them with recognition for their contributions
5. Celebration. In today's work environment, people are working very long hours and they need to take some time to celebrate their successes in order to recharge their batteries. Those leaders who fail to do this create burnout environment overtime.
Mike Sprouse, CMO, Epic Media Group, and author of "The Greatness Gap"
1. Humility. True leaders have confidence but realize the point at which it becomes hubris.
2. Empowering. True leaders make their associates feel emboldened and powerful, not diminished and powerless.
3. Collaborative. True leaders solicit input and feedback from those around them so that everyone feels part of the process.
4. Communicative. True leaders share their vision or strategy often with those around them.
5. Fearlessness. True leaders are not afraid to take risks OR make mistakes. True leaders make mistakes born from risk.
Nancy Clark, author of "18 Holes for Leadership"
1. Genuine. You need to be clear on what your values are and must be consistent in applying them. As part of that, you need to have the courage to hold true to them. You must not lose sight of reality. Lost values may be one of the biggest causes of downfalls.
2. Self-awareness. You need to be clear on what your strengths are and what complementary strengths you need from others. This includes understanding others and learning how best to utilize their strengths. Many unsophisticated leaders think everyone should be like them; that too can cause their downfall. They surround themselves with people like them. "Group think" can blindside them and cause failure.
3. Leverage team strengths. Part of awareness is don't expect people to change. If you think you can change someone, think again. This doesn't mean you can't help them grow and develop. But don't expect to change anyone (even yourself) behaviorally. We are who we are. Your job as a leader is to understand each person's strengths and place them in positions where they can flourish and grow. If you are good at that, you have a huge part of the equation for success.
4. Leadership transitions. Going from individual contributor to supervisor is only the first of many transitions along the leadership pipeline. You need to understand the business model, how it applies to your current position, what you need to do to provide the greatest value, and how to leverage your strengths at this level. This requires building competencies and focusing on the right things. No one ever tells you that there are many levels and many adjustments you need to make along the way.
5. Supportive. You need to foster a positive environment that allows your team to flourish. Also by aligning the reward and recognition systems that best match your teams profile and deliver results.
Rachel Farrell researches and writes about job search strategy, career management, hiring trends and workplace issues for CareerBuilder. Follow @Careerbuilder on Twitter.
Leadership can also vary in style -- are you someone who dictates the group and doesn't listen to anyone else's opinion? Or do you lead with a more bureaucratic or democratic style?
"Every leader has a particular style of leadership that is innate. However, the behaviors, attitudes or methods of delivery that are effective for one staff member may in fact be counterproductive for another," says Michael Burke, account supervisor, MSR Communications, a public relations firm. "Great leaders are aware of their own style and make the effort to learn how their style actually comes across to their team. They learn to flex their leadership style to individual team members so that they communicate and behave in ways that motivate and inspire."
Here is what five leadership professionals consider to be traits that make up a good leader:
Rachael Fisher-Layne, vice president of media relations, JCPR, a public relations agency
1. Honesty. Always do the honest thing. It makes employees feel like they know where they stand with you at all times.
2. Focus. Know where you're going and have a strong stated mission to lead people on. If you're not sure, how can your people be sure? You have to have strong focus and stay the course.
3. Passion. Whatever it is, you must have passion for what you're doing. Live, breathe, eat and sleep your mission.
4. Respect. Not playing favorites with people and treating all people -- no matter what station in life, what class or what rank in the org chart -- the same.
5. Excellent persuasion abilities. People have to believe in you and your credibility. Image is everything and the belief people have in you, your product, your mission, your facts or your reputation are key to being a great leader. You have to persuade people of this -- it doesn't just happen.
Darcy Eikenberg, a leadership and workplace coach, Red Cape Revolution
1. Confidence. If you don't believe in yourself, no one will. I hear leaders worrying that if they show too much confidence, others will think them arrogant. The reality is people want to know what you know for sure -- and what you don't. Having the confidence to say "I don't know" is a powerful skill.
2. Clarity. The only way you can get confidence is by becoming really, really clear about who you are and what is most important to you. New leaders fail when they try to become all things to all people, or try to do too much out of their area of excellence. Clarity helps you say "yes" to the right things -- and "no" to others.
3. Care. The strongest, most effective leaders I've met care not just about the business, but about the people in it and the people impacted by it. Plus, they show they care through their words and actions, even proving how they care for themselves and their family by taking unplugged vacations and continuing their own professional development. Care shouldn't be a four-letter word in our workplace today -- and the best leaders know it.
Tom Armour, co-founder, High Return Selection, a recruitment firm
1. Integrity. They are people who are respected and worth listening to. I find in general due to all of the economic difficulties, employees prioritize and seek leaders and organizations that are honest and meet their commitments.
2. Compassion. Too many leaders these days manage with the balance sheet, often times at the expense of their employees and long-term customer relationships. Talented people want to work for leaders and organizations that truly care about their employees and the communities in which they operate.
3. Shared vision and actions. People produce real business gains and smart people need to understand what is needed and be part of the solution.
4. Engagement. Great business leaders are able to get all members of their teams engaged. They do this by offering them challenge, seeking their ideas and contributions and providing them with recognition for their contributions
5. Celebration. In today's work environment, people are working very long hours and they need to take some time to celebrate their successes in order to recharge their batteries. Those leaders who fail to do this create burnout environment overtime.
Mike Sprouse, CMO, Epic Media Group, and author of "The Greatness Gap"
1. Humility. True leaders have confidence but realize the point at which it becomes hubris.
2. Empowering. True leaders make their associates feel emboldened and powerful, not diminished and powerless.
3. Collaborative. True leaders solicit input and feedback from those around them so that everyone feels part of the process.
4. Communicative. True leaders share their vision or strategy often with those around them.
5. Fearlessness. True leaders are not afraid to take risks OR make mistakes. True leaders make mistakes born from risk.
Nancy Clark, author of "18 Holes for Leadership"
1. Genuine. You need to be clear on what your values are and must be consistent in applying them. As part of that, you need to have the courage to hold true to them. You must not lose sight of reality. Lost values may be one of the biggest causes of downfalls.
2. Self-awareness. You need to be clear on what your strengths are and what complementary strengths you need from others. This includes understanding others and learning how best to utilize their strengths. Many unsophisticated leaders think everyone should be like them; that too can cause their downfall. They surround themselves with people like them. "Group think" can blindside them and cause failure.
3. Leverage team strengths. Part of awareness is don't expect people to change. If you think you can change someone, think again. This doesn't mean you can't help them grow and develop. But don't expect to change anyone (even yourself) behaviorally. We are who we are. Your job as a leader is to understand each person's strengths and place them in positions where they can flourish and grow. If you are good at that, you have a huge part of the equation for success.
4. Leadership transitions. Going from individual contributor to supervisor is only the first of many transitions along the leadership pipeline. You need to understand the business model, how it applies to your current position, what you need to do to provide the greatest value, and how to leverage your strengths at this level. This requires building competencies and focusing on the right things. No one ever tells you that there are many levels and many adjustments you need to make along the way.
5. Supportive. You need to foster a positive environment that allows your team to flourish. Also by aligning the reward and recognition systems that best match your teams profile and deliver results.
Rachel Farrell researches and writes about job search strategy, career management, hiring trends and workplace issues for CareerBuilder. Follow @Careerbuilder on Twitter.
Please feel free to comment to any of the posts on this blog. The intent is to start discussions on the subject content. If you have articles for post or comments about the blog in general please contact: Thank you Preferred Logistics----------- www.preferredlogistics.biz
Tuesday, January 17, 2012
Retail Container Traffic Flat in January, Expected to Resume in Spring - Source HDT
Retail Container Traffic Flat in January, Expected to Resume in Spring
Now that the holiday shopping season is over, import cargo volume at the nation's major retail container ports is expected to be nearly flat in January compared to January 2011. However, significant year-over-year increases are expected for the spring, according to the monthly Global Port Tracker report.
January 2012 is forecast at 1.21 million Twenty-foot Equivalent Units (TEU), which is up one-tenth of 1% from last year. February, typically he slowest month of the year, is forecast at 1.06 million TEU, which is down 3.3% from 2011. March is forecast to be up 10.5% from last year, April up 3.8% and May up 0.9%.
The total for 2011 was estimated 14.86 million TEU, up 0.7 percent from 2010's 14.75 million TEU.
"We're headed into the slow season for cargo shipments, but forecasts indicate that retailers will be stocking up this spring in anticipation of a moderate recovery as the year progresses," says Jonathan Gold, National Retail Federation vice president for supply chain and customs policy. "Cargo volume doesn't translate directly into sales volume, but when retailers import more it's because they expect to sell more."
Please feel free to comment to any of the posts on this blog. The intent is to start discussions on the subject content. If you have articles for post or comments about the blog in general please contact: Thank you Preferred Logistics----------- www.preferredlogistics.biz
Saturday, January 14, 2012
November Shippers Conditions Index Favors Truckers - Source Trucking Info
November Shippers Conditions Index Favors Truckers
FTR Associates' Shippers Conditions Index for November dropped 2.5 points from the previous month to a reading of -6.1 reflecting the seasonal tightening of shipping capacity.
The SCI sums up all market influences that affect shippers. A reading above zero reflects favorable conditions for shippers, while readings below zero favor transportation service providers.
FTR reported in its January Shippers Update that the trucking industry is currently in a stable phase with firm rates and modestly tight capacity. This is expected to continue throughout much of 2012. Because the revised Federal Hours of Service regulations have issued, the acute trucking capacity shortage that had been expected to hit in 2012 has been postponed until 2013
"The final Hours of Service regulations recently issued by the FMCSA were not as onerous as originally feared," says Larry Gross, senior consultant for FTR. "The enforcement date of mid-2013 provides plenty of time for the inevitable court challenges to proceed without imposing additional uncertainty costs on shippers and carriers. Nevertheless, unless there are further changes in this or other new regulations, or a major economic slowdown between now and the middle of next year, we still project a major capacity shortage in trucking for next summer."
Please feel free to comment to any of the posts on this blog. The intent is to start discussions on the subject content. If you have articles for post or comments about the blog in general please contact: Thank you Preferred Logistics----------- www.preferredlogistics.biz
FTR Associates' Shippers Conditions Index for November dropped 2.5 points from the previous month to a reading of -6.1 reflecting the seasonal tightening of shipping capacity.
The SCI sums up all market influences that affect shippers. A reading above zero reflects favorable conditions for shippers, while readings below zero favor transportation service providers.
FTR reported in its January Shippers Update that the trucking industry is currently in a stable phase with firm rates and modestly tight capacity. This is expected to continue throughout much of 2012. Because the revised Federal Hours of Service regulations have issued, the acute trucking capacity shortage that had been expected to hit in 2012 has been postponed until 2013
"The final Hours of Service regulations recently issued by the FMCSA were not as onerous as originally feared," says Larry Gross, senior consultant for FTR. "The enforcement date of mid-2013 provides plenty of time for the inevitable court challenges to proceed without imposing additional uncertainty costs on shippers and carriers. Nevertheless, unless there are further changes in this or other new regulations, or a major economic slowdown between now and the middle of next year, we still project a major capacity shortage in trucking for next summer."
Please feel free to comment to any of the posts on this blog. The intent is to start discussions on the subject content. If you have articles for post or comments about the blog in general please contact: Thank you Preferred Logistics----------- www.preferredlogistics.biz
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