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“ The combination of a prolonged downturn and sudden enforcement could create a system shock.”
Jeffrey Tucker
“ Support for higher industry standards will level the playing field for rule-abiding operators by eliminating carriers that cut corners and operate illegally.”
Ken Kellaway
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and added uncertainty. A major consequence has been the oversupply of transportation assets, especially chassis and other intermodal equipment, as fleet expansions outpaced demand.
With modest growth expected in 2026, the industry is shifting focus from anticipating a rebound to strategically recalibrating— optimizing assets, managing costs and building resilience amid ongoing volatility. Strategic investments must be designed to deliver greater value to customers— enhancing operations to support evolving supply chain needs, attracting top-tier talent and deploying advanced technologies that maximize efficiency, reliability and service quality.
In today’ s uncertain economic climate, offering smarter tools and flexible solutions that improve operational resilience will help customers navigate volatility. Specific pricing initiatives can make it more economical for trucking companies and beneficial cargo owners to maintain larger chassis fleets that can be leveraged during surges in port activity. Artificial intelligence can be used to analyze thousands of vendor invoices monthly, ensuring optimal quality, cost-efficiency and service.
Investing to modernize chassis fleets will reinforce commitment to reliable, high-performance equipment. Developing new solutions that meet evolving customer needs, adapt to market shifts, and drive cost efficiencies will
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keep partners competitive— even in challenging economic conditions.
As we plan for 2026, TRAC is energized by the opportunities ahead and grateful to our customers, employees and partners for their continued support as we work together to shape the future of intermodal growth.
Tucker Company Worldwide
Jeffrey Tucker
President & CEO www. tuckerco. com
Our greatest capacity crises, COVID aside, have each been triggered by a regulatory jolt. President George W. Bush’ s 2003 tax credit was followed by new hours-ofservice rules in 2004, then the electronic logging device mandate in 2017 – 2018. We may be approaching another one.
In 2025, compliance professionals focused on fraud, security and the last“ wild west” of global supply chains: ground transport operations. Airlines, air-cargo operators, global forwarders, carriers and 3PLs all faced scrutiny for gaps in freight oversight. For life science shippers, US GDP certification rolled out
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in the spring, followed by TAPA’ s Tier 1 TSR for high-value goods.
Transport providers routinely broker freight to outside parties, yet little attention had been paid to which party actually moved the freight or whether it was qualified and controlled. In highvalue cargo,“ asset-based” has never guaranteed“ appropriate, safe or secure.” These new standards are shrinking the pool of compliant entities.
Regulatory shifts in the driver workforce could amplify impact. Efforts to remove non-domiciled commercial drivers’ license holders could cut 6 % of drivers, and English language proficiency tests at roadside inspections— backed by USDOT enforcement including withheld funds— could further reduce capacity.
All this is unfolding as the trucking market contracts after three and a half years of freight recession— the longest since deregulation. The combination of a prolonged downturn and sudden enforcement could create a system shock, pushing out weaker or noncompliant capacity just as equilibrium nears, potentially driving higher rates and renewed demand.
Add in a global supply chain adjusting to a new tariff-driven world order, and the outlook is clear: 2025 may have brought volatility and correction, but 2026 and beyond could test the industry’ s resilience yet again.
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