There’s no shortage of supply chain content out there. The hard part is knowing which sources are worth your time. Between tariffs, freight market swings, labor challenges, and the rush to adopt AI, the people running supply chains need sources that are timely, credible, and actually useful.
Here, we share the logistics and supply chain blogs and publications our team reads to stay on top of the industry. We’ve been publishing lists like this since 2015, and we update this one regularly so it stays current. Every source below was actively publishing when we last reviewed the list in October 2026.
Quick answer: what are the best logistics and supply chain blogs?
The best logistics and supply chain blogs to follow in 2026 include Supply Chain Dive, FreightWaves, Logistics Management, DC Velocity, SupplyChainBrain, Supply Chain Management Review, Supply Chain 24/7, Inbound Logistics, CSCMP’s Supply Chain Xchange, Logistics Viewpoints, Supply Chain Shaman, The Loadstar, the Women In Trucking blog, and MIT CTL news.
Published by: Industry Dive (an Informa TechTarget publication) What it covers: Daily news briefs and analysis on logistics, operations, procurement, tariffs, and trade. Best for: Supply chain leaders who want fast, readable news without the fluff.
Published by: Peerless Media What it covers: A daily news hub covering logistics, warehousing, transportation, and technology, pulling from sister publications like Logistics Management and Supply Chain Management Review. Best for: Anyone who wants one feed that covers a lot of ground.
Published by: Keller International Publishing What it covers: News, contributed thought leadership, and podcasts on supply chain strategy, planning, and technology. Best for: Supply chain managers and senior leaders who like a mix of articles and audio.
Published by: FreightWaves What it covers: Freight market news across trucking, ocean, air, rail, and brokerage, plus earnings coverage of major carriers and 3PLs. Best for: Carriers, freight brokers, 3PLs, and anyone watching rates and capacity.
Published by: Peerless Media What it covers: News and analysis on freight transportation modes, rates, fuel prices, industrial real estate, and logistics policy. Best for: Shippers and transportation managers.
Published by: The Loadstar (UK) What it covers: Global freight news and commentary on ocean, air, freight forwarding, and rates. Some premium content requires a subscription. Best for: Forwarders, carriers, and international shippers.
Published by: Women In Trucking Association What it covers: News and profiles focused on women in the trucking industry, workforce trends, and recruiting. Best for: Fleets, carriers, and HR leaders working on recruiting and retention.
Published by: Agile Business Media What it covers: Warehousing and distribution center operations, transportation, logistics technology, labor, and case studies. Best for: Logistics and operations managers running facilities.
Published by: Inbound Logistics What it covers: Practical, shipper-focused guides and columns on transportation, 3PLs, technology, and supply chain practice. Best for: Shippers evaluating logistics partners and practices.
Published by: Peerless Media What it covers: Strategy and management content, including research and a daily briefing. Some magazine content is reserved for subscribers. Best for: Supply chain executives and senior managers.
Published by: Council of Supply Chain Management Professionals (CSCMP) What it covers: Practitioner, thought leader, and academic perspectives on supply chain strategy, operations, workforce, and sustainability. Formerly known as Supply Chain Quarterly. Best for: Supply chain professionals and CSCMP members.
Published by: MIT Center for Transportation & Logistics What it covers: Research news and expert commentary from one of the leading academic supply chain centers. Best for: Leaders who want data-driven, research-backed insight.
Published by: ARC Advisory Group What it covers: Analyst commentary on logistics and supply chain technology, including AI, visibility, cybersecurity, and warehouse automation. Best for: Teams evaluating supply chain software and automation.
Published by: Lora Cecere, founder of Supply Chain Insights What it covers: Long-form, opinionated commentary on supply chain planning, enterprise software, and leadership. Best for: Planning leaders and technology buyers who want a candid, independent view.
Our team works with supply chain, logistics, and manufacturing companies every day, and these are the sources we actually read. To make the list, a blog or publication had to meet four criteria:
Actively publishing. Every source on this list published new content in October 2026, when we last reviewed it.
Original insight. We looked for original reporting, analysis, or expert opinion, not just reposted press releases.
Useful for practitioners. The content helps people who run, buy for, or sell to supply chains do their jobs better.
Credible and independent. We favored established publications, associations, research centers, and respected analysts, and we don’t accept payment for placement on this list.
How to get more out of supply chain blogs
Subscribe to newsletters. Most of these publications offer free daily or weekly email newsletters, which is the easiest way to keep up.
Pick a few, not all. Choose one or two news sources and one or two specialty blogs that match your role.
Use them for content ideas. If you market a supply chain company, these sources show what your buyers are reading and worrying about right now.
Look for guest contribution opportunities. Many of these publications accept contributed articles from industry experts, which is a great way to build credibility and earn links back to your site.
Questions we’ve gotten about logistics and supply chain blogs
Q: What is the best free source for supply chain news? A: Supply Chain Dive, FreightWaves, and Supply Chain 24/7 are all free to read and publish daily, which makes them strong choices for staying current on supply chain news.
Q: Which blogs are best for freight and trucking news? A: FreightWaves and Logistics Management are two of the most widely read sources for freight market news. The Loadstar is a strong choice for global ocean and air freight.
Q: How often is this list updated? A: We review this list regularly and remove sources that stop publishing. Every blog on this list was actively publishing as of October 2026.
Q: How can my company’s blog get featured on lists like this? A: Publish consistently, focus on your buyers’ real questions, and share original insight instead of generic content. Contributing articles to industry publications and earning mentions from respected sources also helps your blog get noticed.
Want your blog to be one buyers read?
Fronetics works exclusively with supply chain, logistics, and manufacturing companies, and content marketing is at the heart of what we do. Learn more about our supply chain marketing services or get in touch to talk about building a blog your buyers actually want to read.
A freight RFP (request for proposal) is the formal process shippers use to choose carriers for contract freight. But the most important decision happens before the RFP is ever sent: who gets invited to bid. Shippers build that list from carriers they already know and trust. If your company isn’t on their radar beforehand, you’re unlikely to see the bid at all.
Many carriers put their energy into pricing and paperwork once an RFP arrives. That matters. But carriers that consistently win contract freight do much of their work earlier, making sure shippers know who they are.
What is a freight RFP?
A freight RFP, sometimes called a transportation RFP, is a structured bid process for contract freight. A shipper lists its lanes, volumes, service needs, and requirements, then invites carriers to submit rates and capabilities. Shippers typically run them once a year, though some run them more often or put specific lanes out to bid as needed.
Most freight RFPs follow a similar pattern:
Planning. The shipper reviews its network, current carriers, and performance.
Shortlisting. Procurement and transportation teams decide which carriers to invite.
Bidding. Invited carriers submit rates, capacity commitments, and company information.
Evaluation. The shipper scores each bid against its carrier selection criteria.
Award and onboarding. Lanes are awarded, often split across several carriers.
Step 2 is where many carriers are ruled in or out.
How shippers decide who to invite
Shippers usually invite carriers they already know: current partners, carriers they’ve met at trade shows, companies a colleague recommended, and names that keep coming up in their research. Procurement teams under time pressure rarely go looking for strangers.
So the question isn’t just “How do we write a better bid?” It’s “How do we make sure the shipper thinks of us when they build the list?”
Carrier selection criteria shippers use
Once you’re invited, your bid is scored. Criteria vary by shipper, but most evaluate some version of the following.
On-time pickup and delivery, tender acceptance, claims ratio
Capacity and coverage
Ability to cover the lanes consistently, including peak season
Safety and compliance
Safety scores, insurance coverage, regulatory record
Technology and visibility
Real-time tracking, EDI or API integration, reporting
Financial stability
Confidence the carrier will be around for the length of the contract
Relationship and fit
Responsiveness, account management, cultural fit
Rates usually carry the most weight. But when rates are close, which they often are, the other criteria decide the award. Your reputation, the proof you’ve published, and the relationships you’ve built tip the balance.
How to get on more freight RFP shortlists
Target the shippers you want before the bid cycle
Identify the shippers whose lanes and freight match your network, and find out when they typically run RFPs. Then reach them months ahead of that window. Account-based marketing coordinates outreach to the transportation managers, procurement leads, and supply chain executives involved, so your name is familiar to everyone at the table.
Make your executives known
Procurement teams are more likely to invite a carrier whose leaders they recognize. Executives who post regularly on LinkedIn about capacity, service, and the market build that recognition over time. Executive thought leadership is one of the most effective ways for a carrier to stand out from dozens of others with similar rates.
Publish proof shippers can check
Before inviting a new carrier, shippers look them up. Your website should make the scorecard answers easy to find: lanes and coverage, equipment, safety record, technology, and case studies with results. A website built for shippers answers their questions before they have to ask.
Show up in search and AI answers
Transportation teams increasingly ask Google or an AI assistant for carrier recommendations by lane, region, or vertical. SEO and AI search optimization help your company appear in those results. Pages that clearly describe your services, coverage, and specialties are more likely to be cited. For more on how this works, see our guide to AI search for logistics companies.
Meet shippers in person
Trade shows are still one of the best places to start relationships with shippers before bid season. The value comes from planning: booking meetings with target accounts in advance and following up quickly afterward. Our list of logistics trade shows is a good place to plan your year, and trade show marketing helps turn those conversations into invitations.
Tips for the freight bid itself
Once the RFP arrives, a few habits improve your odds:
Bid where you’re strong. Focus on lanes that fit your network instead of bidding on everything.
Answer every question completely. Incomplete responses are often scored lower or set aside.
Back up claims with data. On-time percentages and safety scores carry more weight than adjectives.
Be realistic about capacity. Over-committing can hurt the relationship and your score in future bids.
Follow up after the award. Whether you win or lose, ask for feedback. It shapes your next bid and keeps the relationship going.
Frequently asked questions
What is the difference between a freight RFP and a freight bid?
The terms are often used interchangeably. A freight RFP is the full request a shipper sends to carriers. The freight bid is the carrier’s response, including rates, capacity, and company information.
How often do shippers run transportation RFPs?
Most run a major RFP once a year. Some run them more often, or put individual lanes out to bid when their network or the market changes.
What are the most common carrier selection criteria?
Rates, service performance, capacity, safety and compliance, technology and visibility, financial stability, and relationship fit. When rates are close, the non-price criteria usually decide the award.
How can a carrier get invited to more freight RFPs?
Build relationships before bid season. Target the shippers you want, make your executives visible on LinkedIn, publish proof of performance on your website, show up in search and AI answers, and meet shippers at trade shows.
The most reliable way to grow a trucking company is to win more direct freight from shippers. Direct contracts carry better margins and steadier volume than broker loads, and they’re harder for a competitor to take. To earn them, carriers need a clear specialty, proof that they deliver, and a marketing program that keeps them in front of shippers long before the next bid.
After a long freight downturn, many established carriers are taking a hard look at where their revenue comes from. Broker freight kept trucks moving when the market was soft. But when too much of your business runs through intermediaries, you give up margin, you don’t control the relationship, and your growth depends on someone else’s book of business.
Here’s how to grow a trucking company by building a stronger base of direct shipper freight.
Why direct shipper freight matters for growth
Direct freight gives a carrier three things that broker freight rarely does:
Better margins. No intermediary takes a cut of the rate.
Predictable volume. Contract lanes let you plan capacity, hiring, and equipment.
A relationship you own. When a shipper knows your team, your service, and your safety record, you’re competing on value, not just price.
Brokers will always have a place in your mix. The goal is balance, so a rate swing or one lost broker relationship can’t knock your plan off course.
How to grow a trucking company in 7 steps
Step 1: Decide which shippers you want
Growth starts with focus. Look at where your network is already strong and decide which shippers fit it best. Consider:
Lane density. Which lanes do you run often enough to offer consistent capacity?
Verticals. Which industries do you already serve well? Food and beverage, building materials, retail, and manufacturing each have different service needs.
Equipment and services. Dedicated fleets, temperature control, flatbed, or final mile all point toward specific shipper profiles.
The result should be a short list of target accounts, not a vague goal of “more shippers.” A list of 50 to 100 well-matched companies is something your sales and marketing teams can actually work.
Step 2: Know who makes the freight decision
Freight decisions rarely sit with one person. At most shippers, several roles weigh in:
Transportation and logistics managers who handle day-to-day carrier performance
Procurement teams who run bids and negotiate rates
Directors and VPs of supply chain who set strategy and approve partners
Operations leaders who feel the pain when a load is late
Each of these people cares about something different. The transportation manager wants reliability. Procurement wants cost and risk control. The VP wants a partner who can grow with the business. Your marketing should speak to all of them. That’s the idea behind account-based marketing: coordinated outreach to every person who influences the decision at the accounts you want most.
Step 3: Turn your specialty into a clear message
“Great service, reliable capacity, on-time delivery” describes almost every carrier’s website. Shippers can’t tell you apart if your message sounds like everyone else’s.
Find what’s actually different about your company. It might be:
A region or set of lanes where you have unmatched density
Expertise in a demanding vertical
Technology that gives shippers real-time visibility
A safety record or driver retention rate well above the industry norm
Pick one or two, and say them the same way everywhere: on your website, in sales decks, on LinkedIn, and at trade shows.
Step 4: Prove it with data and stories
Shippers are cautious about moving freight to a new carrier. Proof lowers that risk. Make it easy for them to find:
Case studies showing how you solved a real shipper’s problem
Quotes from shipper customers, with their permission
This proof belongs on your website, where shippers go to check you out. A website built for shippers makes your coverage, capabilities, and track record easy to see, and gives visitors a simple way to request a quote.
Step 5: Make your leaders familiar names
Shippers buy from people they trust. When your executives regularly share useful views on capacity, service, and the freight market, they become familiar to the people who make freight decisions.
LinkedIn is the most effective place to do this. Consistent executive thought leadership from your CEO, VP of sales, or head of operations builds credibility that a cold call can’t. When your sales team does reach out, the shipper already knows who you are.
Step 6: Show up where shippers research carriers
Shippers increasingly start their research with a search engine or an AI assistant. They ask questions like “dedicated carriers for food and beverage in the Southeast” or “how to evaluate a truckload carrier.” If your company doesn’t appear in those answers, you aren’t on the list.
SEO and AI search optimization help your website and content show up in Google results and in the answers tools like ChatGPT and Google’s AI Overviews give. Content that answers shippers’ real questions does double duty: it helps you get found, and it shows your expertise.
Step 7: Build a pipeline that doesn’t depend on a few reps
Many carriers grow through a handful of salespeople and their personal relationships. That works until a top rep leaves and takes the pipeline with them.
A lead generation program builds a steady flow of shipper opportunities that belongs to the company. Pair it with trade show outreach before, during, and after the events where shippers meet carriers, and your team has more conversations to work with every quarter.
How long does it take to grow direct shipper freight?
Targeted outreach and trade show follow-up can start conversations within a few months. Brand building, SEO, and executive thought leadership take longer, usually 6 to 12 months, but they compound. Carriers that start now are the ones shippers remember when the market turns and capacity tightens.
Frequently asked questions
What is the fastest way to grow a trucking company?
Focus on direct shipper freight in lanes and verticals where you’re already strong. Target a short list of well-matched shippers, prove your reliability with data, and keep your company in front of every person involved in the freight decision.
Should carriers stop working with freight brokers?
No. Brokers help fill capacity and smooth out volume. The goal is a healthier mix, so your growth doesn’t depend on intermediaries.
How do shippers find new carriers?
Through referrals, freight RFPs, trade shows, LinkedIn, and online research, including AI search tools. Carriers who are visible across those channels make the shortlist more often.
What marketing works best for established trucking companies?
Account-based marketing, executive thought leadership on LinkedIn, a website that proves your capabilities, and SEO that helps shippers find you. Together, they build a pipeline that doesn’t rely on cold calls.
The FMCSA is not certifying ELD vendors’ products, which means carriers must ensure devices meet the organization’s technical specifications.
On December 18, new electronic logging device (ELD) regulations went into effect for commercial vehicle fleets across the U.S. The ELD mandate has caused major waves in the transportation industry. But it has the potential to rock supply chains and manufacturers around the globe — and not just because of anticipated transportation disruptions and increases in costs.
ELD manufacturers must comply with technical specifications outlined by the Federal Motor Carrier Safety Administration (FMCSA). They must also register their devices with the FMCSA. Motor carriers might assume that selecting a device that vendors are promoting as “FMCSA certified” would be a simple solution. Amazingly, however, that certification may not be worth the paper it’s printed on.
When does “certified” not mean “verified?”
Last year the FMCSA directed carriers to a site where they could find a list of registered ELDs. The problem with this is that the devices on this list are self-certified by the manufacturer. There’s no guarantee that they actually meet FMCSA guidelines.
To appear on the FMCSA’s list, ELD manufacturers must submit certain documents, including malfunction and diagnostics and product serial numbers. However, to gauge if their product is compliant, manufacturers must conduct their own tests. And the FMSCA is not vetting documentation of the testing.
The problem with this is fairly obvious. Without mandatory testing from a neutral, third-party source, devices are subject to only the rigor of their own manufacturer’s testing. They may not follow the FMCSA’s test specifications. And, of course, less-than-honorable manufacturers could use the lack of oversight to their advantage.
Consequences, however, will fall entirely on the shoulders of the operators and their carriers using non-compliant ELDs.
Compliant today, not tomorrow
Motor carriers purchase these systems under good faith that they will meet the FMCSA’s performance requirements once in use. But the possibility is looming that some ELDs may be noncompliant. Then what?
Carriers have eight days from the time an ELD is determined to be noncompliant to replace it with a compliant one. While drivers can temporarily use paper logs, this obviously isn’t a real solution, and will leave carriers scrambling to get their ducks in a row.
Due diligence
Before selecting an ELD vendor, carriers need to understand the details of compliance and hold vendors to those standards.
Carriers should push vendors for specific information about compliance with FMCSA test specifications. Or they should seek vendors who have opted to use third-party testing companies, such as PIT Group, to independently verify ELDs meet FMCSA standards. Either way, carriers should test and verify the ELDs they have chosen for their fleets on their own to ensure compliance as soon as possible.
The coming months are bound to see many headaches from the confusion caused by FMCSA-certified (but not regulated) ELD devices. Carriers need to be aware of this now, so they can properly prepare for any issues that may arise.
Throughout the course of the 2016 election and now the Trump Administration, many Americans have expressed dissatisfaction with the Paris Climate Agreement. True to campaign promises, the new Administration has started the process of removing the U.S. from the agreement, which has major implications for supply chains and shippers around the globe. While the Trump Administration’s impact on supply chains has been discussed previously on Cerasis’ blog, the president’s decision to leave the agreement has shocked the industry, and you need to understand why and what is really going to happen over the next four years.
What Is the Current State of the U.S. in the Paris Climate Agreement?
This may come as a shock, but the Paris Climate Agreement has only been in force since November 4, 2016. As a result, the U.S. has not yet enacted changes under the agreement. The only measure that would have fallen under the Agreement’s terms is the continuation of Customs and Border Protection’s (CBP) rules for maritime statutes.
Lawmakers would have likely passed new legislation to increase environmental scrutiny of supply chains and shippers over the next few years. Moreover, the U.S. would have sent monies to Convention of Countries within the Agreement to help fund eco-conscious goals. The Administration’s actions indicate such changes are not likely to occur, but they could still happen. But, how?
What Is the Timeline for Withdrawal?
The full text of the Paris Climate Agreement is available online through the United Nations Framework Convention on Climate Change (UNFCCC). Article 28 defines the process through which a member of the original Convention may withdraw from the Agreement, and it is a surprise to many to learn that the new Administration cannot simply flip a switch.
Article 28 states that any country wishing to withdrawal may only do so after three years have passed since the agreement went into force. Since the enforcement date was November 4, 2016, a country cannot submit a notification of withdrawal until November 4, 2019. Now, there is another side of the withdrawal.
To prevent countries from withdrawing due to political changes and safeguard the longevity of the planet, any withdrawal still requires a one-year term from the date of notification. In other words, the Administration cannot effectively withdraw from the agreement until at least November 4, 2020.
The 2020 Presidential Election is scheduled for November 3, 2020. This means that if President Trump follows through with submitting a notification of withdrawal in 2019, actual withdrawal will not occur until the day after the 2020 election. Therefore, the question becomes, “How would a notification of withdrawal play out during the election? And if so, will it help or hurt his chances or re-election?”
The precedent for polarization during the previous election cycle indicates President Trump will proceed with plans to withdraw the U.S. from the Agreement when the time comes. The June announcement is merely a call to action to prepare for withdrawal over the next few years. So, what does that mean to both domestic and international supply chains?
The Impact of Withdrawal on Supply Chains.
There are only three countries on the planet, counting the U.S. intention to withdraw, that are not part of the agreement now. This means that every foreign-originating business transaction with U.S. manufacturers, distributors or other partners, except for Syria and Nicaragua, will be at risk. The governments of other countries may look unfavorably at working with U.S. companies due to the new Administration’s plans.
Multiple big-business empires, ranging from Facebook to Goldman Sachs, have condemned the move to withdraw. According to BBC News, part of their rationale is simple. The changes the Agreement dictates reflect existing concerns and actions that many U.S. businesses, including shippers, have already undertaken. Even ExxonMobil, a company whose previous CEO holds the title of Secretary of State, urged the new Administration to remain in the Agreement.
These major companies have already invested time and money in energy-efficienct, eco-conscious programs, and many of their business-to-business partners have followed the same pattern. With the overwhelming majority of the world’s countries committing to this cause, there will be an opening of the “floodgates for businesses, scientists and engineers to unleash high-tech, low-carbon” technologies. As a result, the U.S. could fall further behind the global engineering and science goal, which helps all businesses succeed. In other words, domestic companies may have a more difficult time finding the labor or technologies needed to maintain profitability in the interim.
Is There a Much Darker Side to Withdrawal?
Without getting into a discussion on the science behind global warming, it is important to note things that have happened that may continue if global warming continues. For example, sea levels had risen 2.6 inches from 1993 to 2014, reports the National Oceanic and Atmospheric Administration (NOAA). If left unchecked, numerous ports, businesses, cities and whole seaboards could be lost in the next few decades. To ensure stability and growth along long-term goals, this is a risk that must be mitigated immediately.
The rising sea level is a fact in the heavily disputed conversation about global climate change.
For shippers and supply chains, the risk of not doing anything is too great. Thus, the new Administration means well, but withdrawing from the Agreement is not a change that will impact businesses before 2020. Furthermore, the backlash from the public toward companies that abandon eco-conscious goals could be severe. Shippers could face higher tariffs and additional troubles in shipping goods domestically or abroad.
It is in your company’s best interest to pursue energy-efficiency goals, including working with well-known partners, like Cerasis, to help you reduce waste, eliminate redundancy and continue making healthy profits throughout the future, regardless of who sits in the Oval Office.
Startups and transportation juggernauts alike are entering the race toward the self-driving truck, but no two strategies look alike.
There will come a time in the not-so-distant future when — instead of using a CB radio to communicate with a freight driver — you will use a line of code. A recent study conducted by the White House concluded that at least 80% of trucking jobs will be lost to automated technology.
Companies such as Otto (Uber’s robot division), along with start-ups Starsky Robotics, Embark, and Drive.ai are championing the cause of self-driving trucks. These companies are hoping to capitalize on an industry that needs revitalization. With a shortage of about 75,000 jobs and a turnover rate that tops 90%, the current climate is ripe for change.
Self-driving doesn’t mean driverless
Trucking is a $700+ billion industry, with about a third of the costs going to driver compensation. It stands to reason that there is serious incentive to get this technology rolling out onto the highways, removing the need for drivers. However, so far, most plans don’t seem to involve going cold turkey.
Both Otto and Embark will have the automated system take over for the driver when the truck is up and running on the highway. Then once the truck exits, the driver returns to the controls. The benefit of this system is the ease of which the automated driver can navigate highways, as opposed to local roads. Additionally, this system will put less stress on the driver, who can rest while the truck is on the highway.
Starsky Robotics, while not looking to do away with drivers, wants to remove them from the trucks. Starsky’s trucks will be completely autonomous on the highway. Upon exiting, the job will be turned over to trained experts that remotely guide the trucks to their final destinations. Starsky believes by bringing the drivers off the road, and into offices, freights will run more efficiently and on time, while not putting undo stress onto drivers.
While the competition focuses on long-haul trucking, Drive.ai has begun testing automated freight services on around-town delivery vehicles, which it feels is an easier way to introduce its technology. The company says it is developing software to control trucks using a small computer that “learns” how to drive, rather than using complex computers programmed with every conceivable move the vehicle could make.
Bumps in the road
While testing is underway for many of these technologies, not every course has proved smooth sailing. Most notably, Waymo, Google’s self-driving car project, has filed a lawsuit against Uber, accusing the company of using trade secrets taken by Anthony Levandowski, after he left Waymo to found Otto.
Currently, it’s unclear which company will emerge as the leader in the race to automated trucking. What is apparent, though, is there’s no putting the genie back in the bottle.
Automation technology is only becoming more prevalent. With the trucking industry in its current state, it’s only a matter of time before self-driving trucks become the norm.
