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· Reducing loading and unloading delays;
Five Carrier A · Maximizing travel on Interstates and other freeways;
Innovative Operational Practices · Maximizing day driving to avoid driver fatigue;
· Commercial software for PM scheduling and records · Avoiding adverse weather and slick roads;
· Computerized maps and route directions provided to · Use of onboard computers; and
drivers for trips · Use of mobile communication systems.
· Division operational managers also responsible for safety
· Speed-limits trucks to 65 mph and monitors fuel use Carrier B takes advantage of its size and also employs
· "Aggressive" enforcement of detention fees for delays brokers to minimize its empty backhaul (deadhead) rate. In
2009, the company attained a 10% deadhead rate, which the
SM considered to be a major accomplishment. A realistic
goal for more companies is 15% to 20%, in the SM's view.
driver hours and compliance, which in turn improves plan-
ning and dispatching.
Trucks are equipped with a variety of advanced equip-
ment, including EOBRs, fuel consumption monitoring, satel-
Carrier A speed-limits its trucks to 65 mph and tracks
lite tracking, and mobile communications. EOBRs reduce
driver and trip fuel economy. Lowering speeds and monitor-
the "guess work" in HOS compliance monitoring and sched-
ing fuel consumption has increased its average fuel economy
ule planning. The SM estimated the daily driver time savings
from 5 to 7 mpg. This is primarily an economy initiative, but
from EOBR use to be 30 min--time that can translate into
it also has safety benefits. Similarly, the company's trucks
more rest and safer travel. Fuel economy monitoring pro-
have automatic tire pressure monitoring and inflation. The
duces direct cost savings and also reveals driver habits and
main motivation is fuel savings, but it reduces tire wear and
degree of compliance with company guidelines.
associated tire failures.
The company's website advertises that many dedicated
To reduce loading and unloading delays, the company nego-
routes are available for experienced company drivers. These
tiates an agreement with each shipper and receiver regard-
are run by a separate division of the company. For drivers, the
ing acceptable load and unload times. Typically, on-schedule
advantages of dedicated runs include a stable income and pre-
trucks must be turned around within 2 hours of their arrival at
dictable home times. Dedicated routes also promote safety
the customer yard. Detention fees are charged for delays of
through workrest schedule regularity and through driver
more than 2 hours, with the money going directly to contract
familiarity with roadways and traffic patterns. Team driving
drivers. Carrier A's safety director believed that "aggressive"
is also supported within the company, both for its more
enforcement of these agreements was essential for reducing
efficient use of equipment and for its acknowledged safety
excessive delays and their negative safety consequences.
advantages.
CASE STUDY B: LARGE TRUCKLOAD CARRIER
CASE STUDY C: LARGE TRUCKLOAD CARRIER
Carrier B is a large refrigerated trucking company, hauling
Carrier C is a large, diversified carrier with primarily truckload
temperature-sensitive freight such as fresh produce, meat,
operations but also with intermodal and logistics services. The
dairy products, beverages, and chemicals. The company has
company's truckload business is itself diverse, including long-
national operations of several types. The SM respondent and
haul, regional, expedited, dedicated, and bulk operations. The
interviewee worked in the company's truckload operation. In
SM interviewee is a corporate senior vice president who over-
addition to various specific risk avoidance practices, Carrier
sees safety, security, and driver training. The interviewee is
B employs a comprehensive safety management system in its
active in national trucking and safety organizations and in
operations. This analytic system, provided under contract by
2010 was awarded a Distinguished Safety Leadership Award
a safety consulting firm, tracks about "3,000 data points"
relating to drivers, equipment, locations, and various other
operational risk factors. For example, the system looks at
each freight "lane" (standard route; e.g., Chicago to New Five Carrier B
York) to assess its efficiency and safety relative to other Innovative Operational Practices
lanes. Subpar performance by any company division or ter-
· Quantitative safety management system evaluates multi-
minal is diagnosed quantitatively and brought to manage- ple risk factors and exposures.
ment's attention. Analysis of company truck crash rate by · Uses brokers and other methods to reduce deadhead rate
time-of-day has indicated a 15% to 20% higher rate during to 10%
the early morning hours between 2:00 a.m. and 6:00 a.m. · EOBR use estimated to save drivers 30 min per day
· Teams used when possible for both efficiency and safety
In the project survey, the SM rated the following opera- · Dedicated routes available to some drivers
tional practices as having the greatest benefits to safety:
