Supply chain leaders must be ready to implement big data in order to continuously improve.
This guest post comes to us from Adam Robinson, director of marketing for Cerasis, a top freight logistics company and truckload freight broker.
Supply chain leaders are enthralled with the idea of using big data, but they tend to fail to understand how to disseminate big data in their organization properly. True, they may know how to roll out big data in a single warehouse, or they may have heard their competitors used branded systems for implementing this new technology. However, the fundamental problem remains.
Supply chain leaders must be ready to implement big data and leverage it to improve their companies without any delay or inhibition. This may sound impossible and frightening, but they must only understand how big data always goes back to these two, simple principles of measurement: review and action.
Ask traditional questions, and let big data provide answers.
The most common complaint of newer companies using big data analytics capabilities tends to revolve around traditional questions of business strategy. Consider the following elements explains John Richardson of Inbound Logistics, that impact business strategy.
Increasing order efficiency.
Demand forecasts.
The quantity of each product.
Inventory location and management.
Raw material suppliers and logistics.
Transportation modes used in procurement and shipping.
Distribution of goods prior to purchase.
Demand fluctuations.
Each of these elements more traditionally handles by outsourcing analysis of processes to supply chain consultant. This is actually where the concept of third-party logistics providers involved. However, rapid growth and diversification of products are making shippers, manufacturers, and suppliers rethink their business strategy. In other words, consumers can get practically anything they want at a moment’s notice, and more consumers are expressing a willingness to wait for a product a few days if free shipping is a possibility. So, this need to adapt operations reflects the common concerns of traditional customers and supply chain entities. However, there is a distinction.
Previously, these entities only needed to focus on their local demographic for ensuring continued stability. But the rise of the internet has given consumers and everyone else the ability to access any product from any seller and any place on the globe. This is a traditional business strategy, and it is essential that the modern supply chain is willing to use big data all operations to create a more positive result than consumers, stakeholders or government organization ever needed before.
Performance measurement and management.
As explained in a previous blog post, continuous improvement in an organization can be achieved through the use of performance measurement tools via big data. Mostly, this reflects the skills and actual working capacity of employees. Since employees represent one of the largest expenses an organization may face.
Having the best staff members available can mean the difference between success or failure in a company. Furthermore, big data can help employees understand what they do and do not need to do in order to improve their performance scores. This will also help to prevent oversight from managers and keep all employees on track to complete their responsibilities as assigned.
Performance measurement does not have to be limited to the performance of employees either. It can be expanded to identify poorly performing machines, or it can be used to isolate inefficiencies in collaboration with suppliers or vendors. Ultimately, performance measurement is a metaphor for tracking any metric in the course of the supply chain, but it’s key to being effective is found in transferring the insights gleaned from big data into actionable results.
For example the operational efficiency of a given loading is directly related to how quickly pickers are able to fulfill orders and move them onto the dock. Obviously trucks can only be loaded so fast; what is the number of pickers appropriate for the current workload, or which route through the factory is adding an extra 20 minutes to each worker’s duties?
These questions illustrate that the most insignificant details can be driving forces of inefficiency in the supply chain. But they represent opportunities for continuous improvement. Changes in the design or layout of the warehouse or alterations to the truck schedule may require changing the duties of a certain worker at a moment’s notice. Essentially, the worker must be able to access continuous data measurements on all factors affecting his or her responsibilities.
Supply chain leaders need to focus on continuous improvement.
Continuous improvement is a complex notion. It is based on hundreds, if not hundreds of thousands, of individual metrics from various collection points and analyzed in real time. All of this reflects a very large volume of data. It can be digested and broken down into usable bits, much like the biological processes of the stomach making it essential to surviving the coming season.
This comparison is much more than a metaphor; it is the real issue being faced by supply chain entities and their leaders. Supply chain leaders must use big data to gather insight and create quantifiable measures of performance and functionality across their enterprises on a recurring, frequent and immediate basis.
The shortage of drivers paired with the continued growth of the trucking industry paves the way for driverless trucks.
This guest post comes to us from Rachel Everly, a writer for Cerasis, a top freight logistics company and truckload freight broker.
The trucking industry has been serving America for many decades, and even today it is the main method by which freight is transferred all over the country. Anyone who says the trucking industry is facing a decline or a reduced demand is way off the numbers. More large trucks are coming on U.S. roads, traveling more miles, and transporting more good than ever before.
We have seen more than 3% increases in the number of trucks, which translates to almost 11 million trucks. Also, trucks are still transporting 73% of almost all cargo weight moved in one year. With all these impressive numbers, surprisingly there is a shortage of drivers. That spells both trouble and opportunity for this industry.
Where is there a shortage of drivers?
The U.S trucking industry is facing a severe driver shortage. One estimate shows that around 48,000 drivers are required to move about 70% of freight.
To improve safety, in December 2015, the U.S. Department of Transportation’s Federal Motor Carrier Safety Administration (FMCSA) announced that driver hours will be recorded via Electronic Logging Devices by 2017. This becomes mandatory by December 18, 2017. This was introduced because the existing systems of time-logging are purposely made very complicated, thus not allowing one to check how many hours is a driver on the road.
This is being introduced to ensure that driver safety is not compromised, keeping fatigued drivers off the road. According to calculations, this will save 26 lives a year and prevent 562 injuries every year. Not just this, the ELD will save companies the hassle of paperwork, eventually leading the trucking industry to save somewhere around $1 billion due to reduced paperwork and time-savings.
However, this means reduced hours per driver, thus increasing the need for more drivers. Small trucking companies will be hit the hardest, but overall the industry will be in a better position thanks to this rule. It is estimated that this new rule would cost the industry $1.8 billion, but cost savings from reduced accidents and paperwork amount in excess of $3 billion.
The way to driverless trucks
Humans are amazing creatures, but we are prone to human errors. Human errors account for the majority of the road accidents. Plus with the new rule in, companies will need more drivers, adding to costs. Uber has been actively working on getting driverless trucks on the roads, with a project already started in Singapore, and now has turned its eyes on the trucking industry.
Uber has recently acquired the start-up Otto. Otto has made great inroads into driverless trucks. Otto currently has 6 working self-driving trucks, with plans to expand to 15. This year Otto is continuously running tests; trucks are hauling random items from the company’s garage to test how the vehicles respond to hauling weight.
The company is confident that soon they will be moving all kinds of goods for shippers. They have already started forging relationships with big names in the trucking industry. The self-driving trucks have shown that they can easily operate on highways, maneuvering off the open interstate is still a work in progress.
The following infographic outlines some of the benefits of driverless trucks:
Fronetics is conducting a survey to determine the benefits and challenges of social media for companies in these industries.
Two years ago, Fronetics surveyed a number of individuals working in the logistics and supply chain industries, including those employed by manufacturing, warehousing, and transportation companies. The survey’s goal was to find out how these companies were using social media, and if they were realizing any benefits or encountering any challenges by participating.
Interestingly, 100% of respondents reported having used social media for 5 years or less. Despite this relatively short implementation period, the majority (68%) said that their companies had already realized benefits from participation — primarily increased engagement with customers, increased market intelligence, and increased business intelligence.
As things go in the technology space these days, social media looks quite different than it did two years ago. What’s more, companies in these industries have, presumably, been using these tools for longer. Have a better understanding of social platforms and more opportunities for businesses impacted the benefit to users?
Fronentics is conducting a new survey to find out. We invite individuals working in the warehousing, manufacturing, and transportation industries — or those in other supply chain and logistics fields — to participate.
The survey takes about 3 minutes to complete. Responses will be reported in aggregate, and no identifiable information (individual or company) will be shared.
We look forward to hearing about your experience with social media!
Fronetics Strategic Advisors is a leading management consulting firm focused on the logistics and supply chain industries. Our industry and functional expertise enables us to fully support and guide our clients as they address critical business issues, take advantages of opportunities, and grow their company. Our clients rely on us to create and execute marketing strategies, capture value from their customer and channel strategies, identify opportunities for increased revenue, create and execute new organizational models, and lead transformational organizational change.
It’s difficult to accurately predict what Amazon will be doing fifteen years from now, but whatever they are doing, it will mostly likely continue to shape consumer expectations and impact the surrounding business and consumer markets in ways we had not thought of beforehand. Read the full article.
There is a common misconception that the majority of goods we purchase arrive via plane, or are transported via road. The reality is that 90% of everything we buy comes by ship — and it’s not likely that this number is going to decrease any time soon. Read the full article.
While many of us may be familiar with recent advancements in home automation, like the Nest thermostat, the real impacts of the Internet of Things (IoT) will be in supply chain management. Recent reports by Cisco, IDC and Gartner all claim that a significant increase in the number of devices making up IoT will have a profound impact on how future supply chains will operate. Read the full article.
Cathy Morris, senior vice president and chief strategy officer for Arrow Electronics, Inc., talks women in the supply chain and offers up career advice. Read the full article.
Regularly tracking your relationship with your suppliers and their performance toward your expectations is critical to ensure the success of your business. One mechanism for tracking this is the supplier scorecard — in essence, a report card for your supplier. Supplier scorecards, when used effectively, can help maintain a healthy supply chain and will benefit both parties. If not used effectively, supplier scorecards can damage the supplier relationship and hurt both businesses. Read the full article.
The pet food industry is a market that boasts $21.57 billion dollars in sales in the United States (2013). According to Trade Group, with 95.6 million cats and 83.3 million dogs owned in the United States, it is no wonder that there is such a large market for the food that the self-proclaimed “pet parents” feed them. However, it isn’t all good news for aspiring entrants, as they must first understand the supply chain that dictates this growing industry. Read the full article.
Uber, the on-demand driver-for-hire mobile service, has come to stand for disruption. The company has not only transformed the taxi industry, it has changed everything. Uber, Aaron Levie notes, is a “lesson in building for how the world *should* work instead of optimizing for how the world *does* work.” NY-based start-up Transfix is doing just this. With the launch of the company’s new app, Transfix is poised to disrupt the trucking industry. Read the full article.
“Man or woman, the Supply Chain of the future depends upon the perfect mix of talent. And, as we know, Supply Chain talent is experiencing a shortage.” Read the full article.
Looking at the manufacturing, supply chain, logistics, transportation, distribution and freight industries, there are a few companies that have emerged as leaders — companies that exemplify the business value of creating and executing digital, social media, and content marketing strategies. Cerasis, a freight logistics company, is one of them. Read the full article.
On October 1st the 735-foot cargo ship El Faro issued a distress call, and then vanished in the eye of Hurricane Joaquin. The search for the ship, captain, and crew has thrust the shipping industry into the spotlight.
There is a common misconception that the majority of goods we purchase arrive via plane, or are transported via road. The reality is that 90% of everything we buy comes by ship – and it’s not likely that this number is going to decrease any time soon.
The race for efficiency and cost advantage is competitive. The Globe held the record for largest carrying capacity for just 53 days, and then had to relinquish the title to The Oscar. The Oscar has a capacity of 19,224 TEUs, 124 more TEUs than The Globe.
Congestion
The increase in the size and volume of ships is putting pressure on ports. At least 7 out of the 10 busiest US ports by container volume are grappling with regular congestion. Early this year, congestion crippled West Coast ports grinding activities to a halt. Although operations have resumed, it won’t be smooth sailing going forward. It is projected that congestion will only get worse as ships continue to grow in size and volume. A 2013 Department of Transportation study projects that between 2010 and 2040 the volume of the US’s container trade with Northeast Asia—which accounts for the majority of the US’s overall container trade— will more than triple.
In a recent Wall Street Journal article, Frank Layo, retail strategist at consulting firm Kurt Salmon, points to the economic costs of the congestion. He forecasts that the cumulative costs of shipping delays could reach $7 billion this year and climb as high as $37 billion in 2016. Additionally, he expects some retailers to divert shipments from Asia to more-expensive routes to avoid congested West Coast ports. This could impact consumers in the form of stock-outs and price increases.
Loss
According to a recent survey by the World Shipping Council, an average of 1,679 containers are lost overboard every year. The loss of these containers cause significant economic losses for carriers and their customers, have the potential for harming the environment and marine life, and are a hazard to those on the water (floating containers pose an off-shore danger).
The majority of time ships don’t lose their entire load overboard. Rather, a number of containers are lost. But what happens when an entire load is lost, or even worse, when an entire ship is lost?
AGCS experts believe that the industry should prepare for a loss of $1 billon or more in the future. Captain Rahul Khanna, Global Head of Marine Risk Consulting, AGCS, believes that a $2 billion container ship loss scenario is not out of the realm of possibility.
El Faro is not a megaship. Nonetheless, El Faro and her crew of 33 play a significant role in the global economy. As Hurricane Joaquin moves out of the Bahamas we can hope that El Faro, her captain, crew, and cargo will be found – safe.
Editor’s note: This post was originally published in August 2015 and has been updated for 2026 with current guidance on platforms, content, and measurement for transportation and logistics companies.
When we first wrote this post, many transportation and logistics companies were still deciding whether social media was worth their time. That question has been answered. Shippers, procurement teams, and drivers all use social platforms to size up who they want to work with, often long before they fill out a quote form or submit an application.
Here, we walk you through how transportation and logistics companies can use social media to build credibility, generate leads, and recruit talent, and how to get started without a big team.
Quick answer: how should transportation and logistics companies use social media?
Focus on LinkedIn first, post consistently, and lead with proof: on-time performance, customer stories, your people, and practical industry insight. Use social to stay visible to shippers during their research phase, support driver and staff recruiting, and give your sales team content to share. Measure success in inquiries, applications, and engagement from target accounts, not follower counts.
Why social media matters for logistics companies now
B2B buyers do most of their homework on their own. In the 6sense 2025 B2B Buyer Experience Report, buyers made first contact with sellers about 61% of the way through their buying journey, and they initiated 79% of engagements. By the time a shipper calls you, they have usually already formed an opinion.
Social media is one of the places that opinion forms. A shipper comparing three carriers will look at your LinkedIn page, scan recent posts, and check whether your team looks active and credible. A quiet or outdated page raises doubts. A steady stream of useful, human content builds trust before the first conversation. For more on how buyers research vendors today, see how B2B buyers use social media, peers, and AI to research vendors. Much of this research happens before a shipper decides which carriers to invite to a freight RFP.
Which platforms to focus on
You don’t need to be everywhere. Pick the platforms where your buyers and future hires already spend time.
LinkedIn: Your top priority for reaching shippers, procurement leaders, and supply chain decision makers. Use it for your company page, thought leadership, and employee posts. For a deeper playbook, see our guide to LinkedIn marketing for logistics and transportation companies.
YouTube: Good for facility tours, equipment walkthroughs, safety content, and customer stories. Videos also show up in Google search results.
Facebook and Instagram: Strongest for driver and warehouse recruiting and for community and culture content.
Industry communities: Groups and forums where logistics professionals trade advice can be valuable if your team takes part in a helpful, non-salesy way.
What to post: content that works in transportation and logistics
The best-performing logistics content does one of two things: it proves you are reliable, or it helps your audience do their jobs better.
Customer results. Short case stories about a capacity crunch you solved, a project you delivered on a tight deadline, or cost savings for a shipper.
Your people. Driver milestones, safety awards, employee spotlights, and behind-the-scenes looks at your dispatch or warehouse teams. Logistics is a people business, and showing your team builds trust.
Operational proof. New equipment, facility expansions, certifications, technology upgrades, and service area growth.
Market insight. Quick takes on capacity, rates, regulations, peak season planning, or tariffs, written for the shipper’s point of view.
Recruiting content. Pay, home time, equipment, and culture, shown through real driver voices rather than stock photos.
Helpful how-tos. Packaging tips, freight class explainers, and shipping checklists that answer the questions your sales team hears every week.
How to get started without a big team
Set a realistic cadence. Two to three LinkedIn posts a week, done consistently, beats a burst of daily posting that fades after a month.
Build a simple content calendar. Rotate through the content types above so your feed stays balanced between proof, people, and insight.
Turn your employees into amplifiers. Posts from people usually reach further than posts from company pages. Make it easy for sales reps and leaders to share company content or post their own perspectives.
Repurpose what you already have. One customer story can become a LinkedIn post, a short video, a blog post, and a sales email.
Respond quickly. Comments and messages are often from prospects or candidates. Treat them like any other lead. Speed matters: research on lead response time shows the first company to respond often wins.
How to measure social media success
Follower counts are easy to track but rarely tell you much. Focus on numbers tied to business outcomes:
Website visits from social to service and quote pages
Quote requests and inquiries that mention social
Driver and job applications from social channels
Engagement from people at target accounts
Profile views and connection requests on your sales team’s LinkedIn accounts
Review these monthly and shift your content toward what drives action.
Common mistakes to avoid
Only posting about yourself. A feed of nothing but company announcements is easy to scroll past. Balance promotion with useful insight.
Posting in bursts. Inconsistent activity signals a company that is stretched thin.
Using stock imagery. Real photos of your trucks, facilities, and people perform better and build more trust.
Ignoring comments. Social is a two-way channel. Unanswered questions hurt credibility.
What is the best social media platform for logistics companies?
LinkedIn is the best platform for reaching shippers and supply chain decision makers. Facebook and Instagram are often more effective for recruiting drivers and warehouse staff.
How often should a logistics company post on social media?
Two to three times a week on LinkedIn is a good starting point. Consistency matters more than volume.
Can social media generate leads for a trucking or freight company?
Yes. Social media builds awareness and trust during a shipper’s research phase, drives traffic to quote pages, and gives sales teams a reason to start conversations. It works best paired with a strong website and fast lead follow-up.
How can trucking companies use social media to recruit drivers?
Share real driver stories, pay and home-time details, equipment photos, and culture content. Run targeted ads on Facebook and Instagram, and make it easy to apply from mobile.
Should a logistics company outsource social media?
If your team lacks the time or expertise to post consistently and measure results, an agency that understands transportation and logistics can build the strategy, create content, and track what drives leads.
Need help with social media for your logistics company?
