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XPO | Xpo Union Thread.

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Fly-by-night said:
Well here's a list of reasons goes back 37 years just pick one:

***HERE"S A VERY LONG AND SAD LIST:***
LTL TRUCKING COMPANY BANKRUPTCIES & SHUTDOWNS
1980s
COMPANY HEADQUARTERS YEAR CEASED OPERATION NOTES
Admiral-Merchants Motor Freight Inc. St.Paul, MN. early 1980s only LTL operations closed
American Freight System Overland Park, KS. 1988 _
Bender & Loudon Motor Freight Akron, OH. 1989 _
Blue Line Express Nashua, NH. 1989 _
Boss-Linco Lines Inc. Buffalo, NY. 1982 _
Branch Motor Express New York, NY. 1984 _
Brigg’s Transportation St. Paul, MN. 1984 _
Brown Express Inc San Antonio, TX. 1988 subsidiary of U.S. Truck Lines
Campbell’s 66 Express Inc Springfield, MO. 1986 _
Central Transport Sterling Heights. MI. 1983 _
Central Truck Lines Inc. Tampa, FL. 1989 subsidiary of U.S. Truck Line since 1965
Chippewa Motor Freight Inc. Eau Claire. WI. 1980 _
Clairmont Transfer Co. Escanaba. MI. 1985 _
Cleveland, Columbus, & Cincinnati Highway Inc. Cleveland. OH. 1988 subsidiary of U.S. Truck Lines
Commercial-Lovelace Motor Freight Columbus, OH. 1985 _
Cooper-Jarrett Motor Freight Lines Inc. Orange, NJ. 1981 _
C.W. Transport Inc. Wisconsin Rapids, WI. 1988 _
Davidson Transfer & Storage Co. Baltimore, MD. 1983 _
Eazor Express Pittsburgh, PA. 1983 _
Gateway Transportation La Crosse, WI. 1983 subsidiary of Maislin Brothers
Glendenning Motorways Inc. St. Paul, MN. 1983 _
Gordon’s Transports Inc Memphis, TN. 1983 _
Gross Common Carriers Wisconsin Rapids, WI. late 1980s _
Hall’s Motor Transit Co. Mechanicsburg, PA. 1986 _
Hannibal-Quincy Truck Lines Inc. Quincy, IL. 1983 only LTL operations closed
Hemingway Transportation New Bedford, MA. 1982 _
Holmes Transportation Framingham, MA.? 1989 _
Horn’s Motor Express Inc. Chambersburg, PA. 1989 _
Illinois-California Express (ICX) Denver,. CO. 1984 _
IML Freight Inc Salt Lake City, UT. 1984 _
Intercity Transportation Easton, MA. 1980 _
Interstate Motor Freight System Grand Rapids, MI. 1984 _
Johnson Motor Lines Charlotte, NC. 1980 _
Jones Motor Co Inc Spring City, PA. 1981 only LTL operations closed
Lee Way Motor Freight Inc. Oklahoma City, OK. 1985 _
Maislin Brothers Transport Ltd. La Salle, Que,CAN 1983 _
Mason & Dixon Lines Inc Kingsport, TN. 1984 _
McLean Trucking Co. Winston-Salem, NC. 1986 subsidiary of Meridian Express
Milne Truck Lines Inc Salt Lake City, UT. 1987 subsidiary of Sun Carriers Inc.
Motor Freight Express System York, PA. 1982 _
Murphy Motor Freight Lines Inc. St. Paul, MN. 1987 _
Mushroom Transportation Philadelphia, PA. 1986 _
Oneida Motor Freight Inc. Carlstadt, NJ. 1985 _
Pilot Freight Carriers Inc. Winston-Salem, NC. 1989 _
Quinn Freight Lines Brocton, MA. 1983 subsidiary of Maislin Brothers
Richmond Cartage Inc. ? 1983 subsidiary of Maislin Brothers
Rimes Trucking Co. Chardon, OH. early80s _
Ringsby Truck Lines Inc. Denver, CO. 1984 _
Smith’s Transfer Corp. Staunton, VA. 1988 purchased 1987 by American Freight System
Spector-Red Ball Dallas, TX. 1982 _
Sterling Transit Company Inc. Montebello, CA. 1989 _
Suburban Motor Freight Inc. Columbus, OH. 1987 _
System 99 Oakland, CA. 1987 _
Taynton’s Freight System Inc. Wellsboro, PA. 1985 _
T.I.M.E.-D.C. Inc. Lubbock, TX. 1988 _
Tose-Fowler Inc. Bridgeport, PA. 1989 _
Transport Motor Express Inc. Ft. Wayne, IN. 1980 _
Tucker Freight Lines South Bend, IN. 1983 _
Wilson Freight Co. Cincinnati, OH. 1980 _
LTL TRUCKING COMPANY BANKRUPTCIES & SHUTDOWNS
1990s
COMPANY HEADQUARTERS YEAR CEASED OPERATION NOTES
AAA Trenton, NJ. 1990 _
Allegheny Freight Lines Winchester, VA. 1990 _
ANR Advance Transportation Co. Milwaukee, WI. 1998 _
Arrow Carrier Corp North Bergen, NJ. 1990 _
Atlanta Motor Lines Conley, GA. 1997 _
Bee Line Motor Freight Co. Omaha, NE. 1996 _
Be-Mac Transport Co St. Louis, MO. 1992 subsidiary of U.S. Truck Lines
Birmingham Nashville Express Nashville, TN. 1996 only LTL operations closed
Bowman Transportation Gadsden, AL/Atlanta, GA. 1990 _
Brown Transport Corp. Atlanta, GA/Charlotte, NC. 1990 Thurston Motor Lines bought 1987
Central Storage & Transfer Co. Harrisburg, PA. 1991 _
Charlton Brothers Hagerstown, MD. 1996 _
Churchill Truck Lines Inc Chillicothe, MO. 1994 _
Coles Express Inc. Bangor, ME. 1997 shut down, subsidiary of Roadway
Commercial Motor Freight Inc. of IN Indianapolis, IN. 1983 _
Edson Express Casper, WY/Denver, CO. 1991 _
Fore-Way Express Inc. Wausau, WI. 1996 _
Friedman Express Wilkes-Barre, PA. 1993 _
Holmes Freight Lines Omaha, NE. 1998 _
Hover Trucking Co. South Bend, IN. 1996 _
Hyman Freightways Inc. St. Paul, MN. 1997 _
Ideal Truck Lines Norton, KS. 1996 _
Inter-City Truck Lines Mississauga, Ont,CAN 1993 _
Interlink Freight Systems Toronto, Ont,CAN 1997 ex CP Express & Transport
Jones Truck Lines Inc. Springdale, AR. 1991 subsidiary of Sun Carriers Inc.
Merchants Fast Motor Lines Inc Abilene, TX. 1997 _
Middlewest Freightways Inc. St. Louis, MO. 1992 acquired by Be-Mac 1992
Motorways Ltd Toronto, Ont,CAN 1993 subsidiary of Federal Industries
Nationsway Transport Services Commerce City, CO. 1999 _
North Penn Transfer Lansdale, PA. 1992 _
Penn Yan Express Penn Yan, NY. 1990 subsidiary of Consolidated Freightways
P.I.E. Nationwide Inc Jacksonville, FL. 1990 subsidiary of Olympia Holding Co.
Preston Trucking Inc. Preston, MD. 1999 _
Spartan Express Inc. Greer, SC. 1997 shut down, subsidiary of Roadway
Standard Trucking Co. Charlotte, NC. 1993 subsidiary of Sun Carriers Inc
St. Johnsbury Trucking Co Inc. St. Johnsbury, VT. 1993 subsidiary of Sun Carriers Inc.
Transcon Lines Los Angeles, CA. 1990 subsidiary of Olympia Holding Co.
Riss & Co. Inc Kansas City, MO. 1990 _
Willig Freight Lines San Francisco, CA. 1995 _
LTL TRUCKING COMPANY BANKRUPTCIES & SHUTDOWNS
2000s
COMPANY HEADQUARTERS YEAR CEASED OPERATION NOTES
A-P-A Transport Corp North Bergen, NJ. 2002 _
Alterman Transport Lines Opa Locka, FL. 2003 _
Alvan Motor Freight Kalamazoo, MI. June 2008_
American Freightways Harrison, AR. Acquired by FedEx in 2002_
Consolidated Freightways Corp. Vancouver, WA. 2002 _
Crescent Truck Lines Haywood, CA. 2003 _
Crouse Cartage Co. Carroll, IA. 2000 _
Guaranteed Overnite Delivery Newark, NJ. 2004 LTL closed/Remainder closed Dec. 2010.
H&W Motor Express Dubuque, IA. 2002 _
Jevic Transportation Delanco, NJ. June 2008_
K&R Express Systems Burr Ridge, IL. 2004 _
MidStates Fon Du Lac, WI. July 2009_
Motor Cargo Salt Lake City, UT. Acquired by UPS 2006
Nussbaum Trucking Normal, IL. 2002 only LTL operations closed
Overnite Transportation Richmond, VA. Acquired by UPS 2006
Parker Motor Freight Grand Rapids, MI. 2004 _
Rudolf Express Bourbonais, IL. 2002 _
USF Bestway, Dugan, Holland, Reddaway and New Penn became a part of YRC Inc. in 2005. The names haven't changed as of yet, but don't operate as before YRC ownership. USF Bestway became Reddaway in 2007 and USF Dugan was eliminated also in 2007.
USF Red Star Newark, NJ. 2004 _
Viking Freight San Jose, CA. Acquired by FedEx in 1997 and became FedEx West in 2002.
Yellow Freight Overland Park, KS and Roadway Express Akron, OH. Merged together in 2003 eliminating the Yellow and Roadway name which became YRC Inc. which that name was eliminated in February 2012 in favor of YRC Freight.
LTL TRUCKING COMPANY BANKRUPTCIES & SHUTDOWNS
2010s SO FAR....
Brandt Truck Lines Bloomington, IL. March 22nd 2011.
NYCE or New York Carolina Express Greensboro, NC. has now closed their doors on Nov. 2nd 2012. making this company the latest in another LTL company gone forever.

Deregulation of the trucking industry in the form of the Motor Carrier Act of 1980 caused increased competition in the Less than a TruckLoad (LTL) industry. Non-union carriers quickly began taking advantage of their lower labor costs to gain market share. Most of the companies ABOVE were union carriers who were unable to compete, though a few were non-union carriers. The trend seems destined to continue until the LTL market is entirely composed of low cost non-union carriers.
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First not all of those (but most) were union companies, also at that time 95% of Ltl companies were union, so it would stand to reason that more union companies than non union would be affected by deregulation.
 
Fly-by-night said:
guess you didn't read the whole thing the last paragraph states that:
Most of the companies ABOVE were union carriers who were unable to compete, though a few were non-union carriers
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They were partly unable to compete because they were up against companies that were under pricing them . Where do you think that cost cutting came from ? It even says it in the article....just saying.
 
sucker666 said:
They were partly unable to compete because they were up against companies that were under pricing them . Where do you think that cost cutting came from ? It even says it in the article....just saying.
Click to expand...

Yes, there were obviously some pricing "wars" that were going on but that's been happening since the early 80's. Once the market was opened up, customers were looking for better service at the best rate possible. If you were a company that went out of business after 1990, why? Most failed to adjust their business model (like CF) and wanted to keep doing the same thing even though the industry changed and the customers were demanding different services. If they failed to adjust, that cannot be blamed on pricing.
 
Fly-by-night said:
guess you didn't read the whole thing the last paragraph states that:
Most of the companies ABOVE were union carriers who were unable to compete, though a few were non-union carriers
Click to expand...

You are not quoting my article so your whole statement is incorrect. Here is the article I submitted. Notice the spicific years. These years were not mostly union companies. This article is quoting 2008 and after.

“Company by company, truck by truck, motor carrier bankruptcies threaten to sap freight capacity from an already tight truckload shipping market in the U.S. as freight demand rises.

As operating costs such as driver pay rise and federal regulations cut into productivity, hundreds of trucking companies are shutting their doors each quarter. Although most of these companies are small, collectively they are as large as a multi-billion-dollar motor carrier.

In the first quarter of 2014, for instance, 390 carriers with 10,650 tractors shut down, according to Avondale Partners, which has tracked trucking bankruptcies since 1990. In the 2013 fourth quarter, 335 carriers with 7,775 trucks went broke. Their combined fleet was bigger than that of Werner Enterprises, the third-largest U.S. truckload carrier, which operates 7,035 tractors.

And although last year’s 970 carrier bankruptcies were still far below the 3,065 trucking failures Avondale Partners reported for 2008, the number is steadily climbing from a low of less than 500 bankruptcies in 2012. Those 970 carriers operated more than 21,000 trucks. In comparison, the 13 public, large truckload carriers tracked by JOC.com operate about 60,000 tractors.

Even 1,000 carriers would represent only a small percentage of the active carrier base available to shippers, brokers and logistics operators, estimated to be above 150,000 companies. But as the wheels come off smaller carriers, shippers will have a harder time avoiding rate hikes.

Two carriers that participated in a small business panel at the SMC3 Jumpstart 2014 convention in Atlanta this January have filed for bankruptcy protection from creditors: New Century Transportation of New Jersey and Drug Transport/DTI Logistics of Georgia. New Century — the largest trucking company to declare bankruptcy in recent years — was shut down in June.

Drug Transport/DTI Logistics filed for Chapter 11 reorganization protection early this month, an indication it plans to rebuild.

Increasingly, smaller carriers have difficulty competing with larger competitors with greater scale and capability to absorb rising costs. “We have to work hard to identify customers that require the specialized level of service we can provide,” said Rick Lockwood, Jr., president of DTI, at the SMC3 event. “Our persona has to be a little bit different than our larger competitors.”

That includes making pickups at customer docks as late as midnight, he said. “In some cases, we’re really delivering same-day service within our small geographic footprint.”

Lenders, however, are getting tougher with marginal trucking companies. New Century, for example, shut down when an unnamed lender “unexpectedly declined” to fund ongoing operations. It tried to get alternative financing or sell the company, but to no avail.

Drug Transport/DTI Logistics entered receivership in early August after the company’s primary lender, Branch Banking and Trust, demanded payment of more than $7 million, according to a report in the Atlanta Business Chronicle. According to its bankruptcy filing, Drug Transport/DTI Logistics has about $1 million to $10 million in assets and up to $50 million in liabilities.

Unlike New Century, most of the trucking companies that fail are anonymous truckload operators, getting little or no mention in the media outside, perhaps, local newspapers. That’s because most carriers operate fewer than 10 trucks. On average, the 390 carriers that Avondale says went bankrupt in the first quarter had about 27 trucks each. These bankruptcies represent a steady trickle of truck capacity leaving the industry below most shippers’ line-of-sight.

In fact, the Avondale bankruptcy number is likely to under-represent the total loss of truck capacity to shippers each quarter, as owner-operators frustrated by rising costs may simply park their trucks and hang up their keys without filing for bankruptcy protection.

Donald Broughton, chief market analyst at Avondale Partners, blames tougher truck safety regulations in part for the rising bankruptcy numbers. At the CCJ Summer Symposium in June, the analyst said many of the truckers closing their doors were ordered by federal authorities to install electronic logging devices to better enforce hours of service rules. Those companies saw truck utilization drop, as drivers with fewer miles made less money and quit, and the carriers had to hire new drivers — at higher wages — to seat empty trucks, Broughton told CCJ.

Recruiting and retaining truck drivers is the biggest challenge facing truckload carriers and the leading check on over-the-road truck capacity. More trucking companies are thinking about expansion, but higher vehicle costs and the lack of available drivers are substantial roadblocks, according to GE Capital Transportation Finance.

And when large trucking companies such as U.S. Xpress Enterprises raise driver pay by as much as 13 percent, how can smaller competitors keep pace?

Contact William B. Cassidy at [email protected] and follow him on Twitter: @wbcassidy_joc.”
 
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sucker666 said:
They were partly unable to compete because they were up against companies that were under pricing them . Where do you think that cost cutting came from ? It even says it in the article....just saying.
Click to expand...
and tell us again how long have you worked for a company that prospered from the dereg. of the trucking industry. ie CCX/Con-way
 
joes bar and grill said:
First not all of those (but most) were union companies, also at that time 95% of Ltl companies were union, so it would stand to reason that more union companies than non union would be affected by deregulation.
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True, but it also show the failure of the unions to be more flexible in there contracts to help the companies stay open. Look how flexible they are now and YRC is a prime example. Back in the day the teamsters had no concern about any of the non-union carriers because they through they were invincible. Then after labor day 2002 there attitude changed and if I remember right it took them less than a week to start talking to drivers were I work, FedEx Freight.
The only reason all those union carriers stayed in business was because of govt regulation.
 
SAC75 said:
You are not quoting my article so your whole statement is incorrect. Here is the article I submitted. Notice the spicific years. These years were not mostly union companies. This article is quoting 2008 and after.

“Company by company, truck by truck, motor carrier bankruptcies threaten to sap freight capacity from an already tight truckload shipping market in the U.S. as freight demand rises.

As operating costs such as driver pay rise and federal regulations cut into productivity, hundreds of trucking companies are shutting their doors each quarter. Although most of these companies are small, collectively they are as large as a multi-billion-dollar motor carrier.

In the first quarter of 2014, for instance, 390 carriers with 10,650 tractors shut down, according to Avondale Partners, which has tracked trucking bankruptcies since 1990. In the 2013 fourth quarter, 335 carriers with 7,775 trucks went broke. Their combined fleet was bigger than that of Werner Enterprises, the third-largest U.S. truckload carrier, which operates 7,035 tractors.

And although last year’s 970 carrier bankruptcies were still far below the 3,065 trucking failures Avondale Partners reported for 2008, the number is steadily climbing from a low of less than 500 bankruptcies in 2012. Those 970 carriers operated more than 21,000 trucks. In comparison, the 13 public, large truckload carriers tracked by JOC.com operate about 60,000 tractors.

Even 1,000 carriers would represent only a small percentage of the active carrier base available to shippers, brokers and logistics operators, estimated to be above 150,000 companies. But as the wheels come off smaller carriers, shippers will have a harder time avoiding rate hikes.

Two carriers that participated in a small business panel at the SMC3 Jumpstart 2014 convention in Atlanta this January have filed for bankruptcy protection from creditors: New Century Transportation of New Jersey and Drug Transport/DTI Logistics of Georgia. New Century — the largest trucking company to declare bankruptcy in recent years — was shut down in June.

Drug Transport/DTI Logistics filed for Chapter 11 reorganization protection early this month, an indication it plans to rebuild.

Increasingly, smaller carriers have difficulty competing with larger competitors with greater scale and capability to absorb rising costs. “We have to work hard to identify customers that require the specialized level of service we can provide,” said Rick Lockwood, Jr., president of DTI, at the SMC3 event. “Our persona has to be a little bit different than our larger competitors.”

That includes making pickups at customer docks as late as midnight, he said. “In some cases, we’re really delivering same-day service within our small geographic footprint.”

Lenders, however, are getting tougher with marginal trucking companies. New Century, for example, shut down when an unnamed lender “unexpectedly declined” to fund ongoing operations. It tried to get alternative financing or sell the company, but to no avail.

Drug Transport/DTI Logistics entered receivership in early August after the company’s primary lender, Branch Banking and Trust, demanded payment of more than $7 million, according to a report in the Atlanta Business Chronicle. According to its bankruptcy filing, Drug Transport/DTI Logistics has about $1 million to $10 million in assets and up to $50 million in liabilities.

Unlike New Century, most of the trucking companies that fail are anonymous truckload operators, getting little or no mention in the media outside, perhaps, local newspapers. That’s because most carriers operate fewer than 10 trucks. On average, the 390 carriers that Avondale says went bankrupt in the first quarter had about 27 trucks each. These bankruptcies represent a steady trickle of truck capacity leaving the industry below most shippers’ line-of-sight.

In fact, the Avondale bankruptcy number is likely to under-represent the total loss of truck capacity to shippers each quarter, as owner-operators frustrated by rising costs may simply park their trucks and hang up their keys without filing for bankruptcy protection.

Donald Broughton, chief market analyst at Avondale Partners, blames tougher truck safety regulations in part for the rising bankruptcy numbers. At the CCJ Summer Symposium in June, the analyst said many of the truckers closing their doors were ordered by federal authorities to install electronic logging devices to better enforce hours of service rules. Those companies saw truck utilization drop, as drivers with fewer miles made less money and quit, and the carriers had to hire new drivers — at higher wages — to seat empty trucks, Broughton told CCJ.

Recruiting and retaining truck drivers is the biggest challenge facing truckload carriers and the leading check on over-the-road truck capacity. More trucking companies are thinking about expansion, but higher vehicle costs and the lack of available drivers are substantial roadblocks, according to GE Capital Transportation Finance.

And when large trucking companies such as U.S. Xpress Enterprises raise driver pay by as much as 13 percent, how can smaller competitors keep pace?

Contact William B. Cassidy at [email protected] and follow him on Twitter: @wbcassidy_joc.”
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Yes you are right. I just was talking about LTL carriers were your talks about truckload too different worlds. It's my fault I took you statement the wrong way and I do apologize.
With the increase of the regs small manufacturing companies the have there own private fleet are and have been going with 3PL companies like Penske, Ryder, and even XPO to move there goods.
I will say the word on the street in they expect to loss around 10% more driver after 18 Dec 2017 when the E-log mandate goes into effect.
 
RoadHouse said:
Yes, there were obviously some pricing "wars" that were going on but that's been happening since the early 80's. Once the market was opened up, customers were looking for better service at the best rate possible. If you were a company that went out of business after 1990, why? Most failed to adjust their business model (like CF) and wanted to keep doing the same thing even though the industry changed and the customers were demanding different services. If they failed to adjust, that cannot be blamed on pricing.
Click to expand...
That what union do blame everyone but themselves and there work rules made it hard for the companies to adjust to what the market was doing
 
The unions are a necessary institution. Even if you don't like them, they're a big part of the reason you make what you do. Those "overpaid" Teamster companies are your HR's competition. Otherwise, you could be making what a Werner driver makes. If that's what the job pays, you can bitch about how much you work alllll you want. That's what the job pays because the companies said so.

Driver turnover never scared a company, either. A lot of non-unions have figured out how to make a driver cheaper to replace than to keep.

Just something to think about.
 
LTLAnonymous said:
The unions are a necessary institution. Even if you don't like them, they're a big part of the reason you make what you do. Those "overpaid" Teamster companies are your HR's competition. Otherwise, you could be making what a Werner driver makes. If that's what the job pays, you can bitch about how much you work alllll you want. That's what the job pays because the companies said so.

Driver turnover never scared a company, either. A lot of non-unions have figured out how to make a driver cheaper to replace than to keep.

Just something to think about.
Click to expand...
Companies have learned to live with that high turnover for years in the long haul business.
 
I don't like unions, however the previous statement is correct. That are a necessary evil! Watch how the XPO management sweats bullets when the subject arises. Unions are a business just like the one you work for. Making money! PERIOD
 
Hader said:
I don't like unions, however the previous statement is correct. That are a necessary evil! Watch how the XPO management sweats bullets when the subject arises. Unions are a business just like the one you work for. Making money! PERIOD
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I've said this before but I'll reiterate I am not anti union just anti Teamsters. I am strictly speaking about union leadership not the rank and file working guy. If there were a better union to join I might take a look at it. The IBT have proven themselves to be for anything but their members. Before they signed the MOU that cut pay they should have started with work regulations to see if giving management more flexibility with drivers could help them be more profitable. When the pension funds started looking dire they should have been the first to step up and see if there was an option viable through combining funds to make sure no member would be in jeopardy of losing all their retirement. Instead they look to govt bailouts. The biggest thing that troubles me about the Teamsters, when they are totally mismanaged and out negotiated the rank and file do not replace the leadership they just keep voting in the same guys leaving no accountability for their mismanagement. On top of all that, they are a bunch of big blowhards always looking for a photo op but coming up short when it really matters (at the table). On the other hand they do have great insurance but that is because govt exemptions (i.e. Taft-hartley act) not due to negotiating prowess.
 
Hader said:
I don't like unions, however the previous statement is correct. That are a necessary evil! Watch how the XPO management sweats bullets when the subject arises. Unions are a business just like the one you work for. Making money! PERIOD
Click to expand...

They WERE a necessary evil before open market competition and federal laws that protect workers. Non-union companies do not adjust their compensation packages based on the union because that is not comparing apples to apples. They are looking at the other non-union carries who are keeping the pay rates moving up. When there are not enough drivers available on the market, XPO, ODFL, FDX, etc are all competing against each other. A CDL holder with a clean driving record and no major issues can choose which company aligns better with their needs. Longer runs, night runs, no dock time, etc.....
No union is needed for these opportunities.
 
RoadHouse said:
They WERE a necessary evil before open market competition and federal laws that protect workers. Non-union companies do not adjust their compensation packages based on the union because that is not comparing apples to apples. They are looking at the other non-union carries who are keeping the pay rates moving up. When there are not enough drivers available on the market, XPO, ODFL, FDX, etc are all competing against each other. A CDL holder with a clean driving record and no major issues can choose which company aligns better with their needs. Longer runs, night runs, no dock time, etc.....
No union is needed for these opportunities.
Click to expand...
That's why we're getting paid less than drivers were prior to deregulation, and why real wages are a fraction of what they used to be. Some of that FAIR FREE MARKET COMPETITION! WOOHOO! Lolol neat story.
 
Ups package will be approaching $ 40 an hour in the coming years with fully paid benefits and pension. They made no more than us years ago and they just kept gaining... we kept losing and the majority of them do not hold a class 3 license or hazmat endorsement . I don’t care how much harder you claim they work . We work hard also. Unacceptable that this industry has stagnated so long and we struggle to get to $30hr with crappy benefits and no retirement. No excuse for it.
 
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LTLAnonymous said:
That's why we're getting paid less than drivers were prior to deregulation, and why real wages are a fraction of what they used to be. Some of that FAIR FREE MARKET COMPETITION! WOOHOO! Lolol neat story.
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Ha..."nice story?" You did not refute any of the facts above. And yes, those are facts that we have seen in multiple markets. I do know that when my family was behind the wheel before deregulation, they were NOT making 80-90K which is easy to hit when running PM LH and getting some dock hours.
XPO looks to OD when reviewing compensation, not YRC or ABF. I've seen enough pocket picking by OD in particular because they are smart about recruiting....longer miles and no dock time in particular. The only thing that a non-union company worries about when it comes to the union is the restrictive work regs which if not negotiated would hurt their freight flow and hub operations. My friends at Holland can attest to that.

Sucker666, you're right. However UPS is a little different animal since they have their own contract. They also have very deep pockets thanks to the package side that YRC and ABF do not. Yes, they work hard but I agree, we work just as hard or harder. I didn't say anything about how hard anybody does or does not work.
 
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