Three answers: 1. Power units can be purchased out right or leased from a financial institution- depending on the needs, financial strength and tax strategies of the carrier. 2. Additional tractors can be added by increasing the company's owner-operator (O/O) presence. However, when adding O/Os companies need to be mindful of the negative influence O/Os have on the laden mile performance of company trucks. O/Os, being astute business men/women, run the highest laden mile lanes while leaving behind (for company trucks) the lower revenue/higher circuitry loads. 3. Finally, increases in 'effective' power unit counts can be obtained by use of day/night runs. To maximize the utilization of their existing fleets, carriers should first fill all of their multi-shift opportunities before acquiring additional equipment.

From a cost perspective, the status on parked fleets should be updated frequently so that the costs & timing associated with placing equipment layers back in service will always be current. Some companies may scavenge parts from idled equipment to maintain active equipment and thereby postpone purchasing replacement parts. This is acceptable provided the carrier updates the maintenance status of the equipment being scavenged and understands that scavenging forces additional labor cost (double handling - parts removed & replaced twice). Also, if your company has multiple locations keep in mind the global picture regarding parked equipment. What's parked at one terminal may be newer or less costly to operate than active equipment at other terminals. Always look for equipment rotation opportunities to keep operating costs as low as possible.

Many trucking companies have postponed capital expenditures to protect cash flow and survive the recession. As a result, most industry vendors have been forced to reduce the costs of their products and services in attempts to boost sales and survive the recession. That provides an excellent buying opportunity.List all of the capital expenditures under consideration and prioritize them in order of which will add the highest and/or quickest ROI to your organization. These will include a wide spectrum of items ranging from facility repair to employee training to new tractors to investments in technology.As revenues start to creep up, immediately begin negotiations with those vendors that represent your highest priority ROIs. The earlier in the upcoming economic recovery you are able to lock in your pricing, the larger your savings will be.

Staff reductions and wage cuts have been part of most trucking companies' arsenal of cost cutting initiatives employed to survive the recession. When implemented in a recessionary economy, although not well received, these reductions are generally accepted as necessary. During a recession, an employee's number one concern is simply keeping his/her job.However, as the economy recovers, job markets tighten up. Demand for talented, experienced salaried employees in the trucking industry will increase dramatically as both you and your competitors seek to fill positions made vacant during the recession.In order to keep and recruit high caliber employees, you should be prepared to take several actions. The first is to revisit the wage cuts made to your salaried & clerical staff. If revenue allows, reinstate their previous salaries. Announce the reinstatement is a big way - with a company wide conference call thanking everyone for their efforts and understanding, and letting them know you very much appreciate their patience and sacrifices.Next, take an objective look at your wage and benefit structure in relation to that of your competitors. If you are serious about recruiting and retaining the best in the business - and if you truly want to succeed you should be - be prepared to place and keep your company in the top 20 percentile of the industry's wage and benefit bracket.Finally, keep in mind that the short term savings associated with lower wage and benefit costs are far outweighed by the cost of high turnover and the negative financial impact of low-caliber employees managing your business. When revenue returns, invest in your people. Hire the best, pay them well, invest in their training and make them feel part of the company family. In return, they'll work harder, smarter and deliver significantly improved results.

Bidding on too much freight too early could result in trucking companies committing all of their equipment prior to the anticipated economic recovery and the significant rate increases that will follow.
If survival absolutely dictates that you must bid most or all of you capacity now; bid strategically. For example, if you have a piece of business that is about to expire, consider approaching that customer before the business is put up for bid and offering them a 6 month extension at current pricing.If you have several opportunities to bid on, bid most aggressively on those with the shortest durations. Incorporate into your bid strategy a goal of having as much open capacity as possible in 2010; particularly in the second half of the year.Finally, attempt to negotiate a 'truck tonnage escalator', along with the CPI in your bids for new business. These escalators would kick in when freight levels exceed a certain ceiling and automatically raise your rates.