Executive Summary

In its simplest form, transportation is getting your shipment from Point A to Point B within a certain
amount of time, using a set amount of space. The cost to transport finished goods from the plant
through the warehouse facilities and, finally, to the customer continues to be the largest single logistics
expense for most companies, averaging 63% of the company’s total logistics cost. Transportation
commerce is the business of buying and selling transportation services.

Unfortunately, most companies still rely on the outmoded National Motor Freight Classification (NMFC)
schema established in 1936. This method allocates the cost of using the space and/or weight resources
the carrier is supplying to the shipper.

The National Motor Freight Classification has outlived its key use (borrowed from the railroad’s Uniform
Freight Classification (UFC) of creating a “simplified” table of classes to which a rate can be assigned).
This clone is the basis for pricing transportation commerce for shipments from 150 lbs to less than
20,000 lbs., which are classified as Less-Than-Truckload (LTL). It is the authors’ opinion that this
approach for pricing and structuring LTL transportation commerce is based on a dogma that is an
accepted industry practice, but is actually archaic for today’s businesses.

However, the outmoded pricing schema is only one part of the problem. Industry experts suggest that
the industry is likely on the verge of shifting pricing power from the shipper to carriers among all modes
of transportation. The recession has forced a considerable rationalization of enterprises, assets and
cost structure, which leaves fewer, but considerably stronger major LTL carriers in the marketplace.
Currently, 85.5% of the total LTL market is controlled by the top 25 LTL carriers, with 98.5% controlled
by the top 50 LTL carriers. Typically, the shipper community, including third-party logistics providers
(3PLs) and other Logistics Service Providers (LSPs), is ill prepared to cope with this shift in the
economic strength and pricing power of its LTL carriers.

But more than just money is at stake when it comes to transportation. Customer service and a
company’s reputation, for example, are both greatly affected by the ability to get goods to the market
in a reliable, timely, and more efficient manner.

The University of Tennessee teamed with thought-leading practitioners from Transolve and Supply
Chain Visions to develop this white paper. The team felt strongly that the industry needed to challenge
conventional thinking in how companies approach transportation commerce if organizations are to be
successful in the future. Our attention is drawn to the LTL segment due to the complex, overbearing and
serious inefficiencies in common practice today. The Vested transportation™ principles outlined in the
last section of this white paper may be applied to all modes of transportation.

This paper is divided into four main parts.

1. We first set the stage that the industry is at potential tipping point – where some will hunker
down and try to preserve the old school ways, while others will take the leap to find alternative
ways to manage transportation commerce.

2
 2. Next we explain the dogma associated with the most widely-used LTL pricing methodology –
class-rate pricing. We do this in an effort to educate practitioners of the basics of transportation
pricing and show that class-rate pricing has outlived its purpose.

3. We then demonstrate that old-school class-rate pricing is flawed, providing real-world examples
of “dilemmas” – a perfect storm that is upon us now for both shippers and carriers.

4. We then introduce the concept of Vested Outsourcing: a break-through approach the authors
believe will transform how companies approach transportation commerce.

5. Lastly, we introduce the concept of Vested transportation™, where we strive to lay a roadmap
for companies to apply the Vested Outsourcing rules to the unique business needs of the
transportation industry. We provide examples how application of Vested concepts can create
substantial improvements in the area of transportation commerce with real benefits in terms
of pricing for the shipper and cost reduction for the carrier.

Call to Action

Vested transportation™ espouses transparency and fairness and is designed to solve today’s real
transportation problems – how to optimize overall transportation and reduce fuel consumption, producing
the very tangible benefit of reducing carbon emissions from the transportation process. Vested
transportation™ is based on the pioneering Vested Outsourcing work by Kate Vitasek, Karl Manrodt and
Mike Ledyard. We urge the transportation community to rise to the occasion to work together to optimize
transportation and quit playing a shell game, bickering over fuel surcharges and rate discounts where the
company with the most muscle wins.

Our Disclaimer

This white paper is an opinion paper. It is the collective writers’ best attempt to “unpack” the complexities
and old-school thinking that has driven the LTL segment of the transportation industry since 1936, and to
provide a fresh approach as to how companies should face today’s real transportation problem.

For those who have the time and desire, we highly encourage you to read Kate Vitasek, Karl Manrodt
and Mike Ledyard’s pioneering book on Vested Outsourcing entitled Vested Outsourcing: Five Rules that
Will Transform Outsourcing. We also conclude this white paper with a listing of additional resources that
can help you on your journey to improve how you approach buying and selling transportation services.
For this reason, we encourage you to review the citations found in this document to enhance your
understanding of LTL pricing. We are sure you will agree with us that there really is a better way for
companies to develop commercial agreements for transportation.

3
Part 1: The Tipping Point for Transportation Commerce
In its simplest form, transportation is getting your shipment from Point A to Point B within a certain
amount of time, using a set amount of space. The cost to transport finished goods from the plant
through the warehouse facilities and, finally, to the customer continues to be the largest single logistics
expense most companies face, averaging 63% of the company’s total logistics cost. But more than just
money is at stake when it comes to transportation. Customer service and a company’s reputation, for
example, are both greatly affected by the ability to get goods to the market in a reliable, timely, and
more efficient manner.

There are three key forces in the industry causing a great deal of tension in the entire transportation
community. We believe these forces can no longer be ignored, and, in fact, they are converging to
create a force that creates a tipping point in the industry that will result in a significant shift in the way
shippers and carriers approach transportation commerce. Each of these forces is addressed below.

Stricter Regulations

Today’s regulation-heavy government is posing

a challenge to the transportation industry MEASUREMENT AREAS
because it makes drivers harder to hire and On-Road Safety Performance (BASICs)
retain. The Comprehensive Safety Analysis  Unsafe Driving
2010 (CSA 2010) legislation by the Federal  Fatigued Driving (hours of service)
Motor Carrier Safety Administration (FMCSA)  Driver Fitness
is expected to come into effect in November  Controlled Substances / Alcohol
2010. Under the CSA 2010, a carrier’s safety  Vehicle Maintenance
fitness determination will be closely tied to the  Cargo-Related
driver’s condition and performance.  Crash Indicator

The FMCSA also introduced their Pre- Source: CSA 2010 W ebsite: csa2010.fmcsa.dot.gov

Employment Screening Program (PSP), which

will enable carriers to assess individual
operator’s crash and safety violation history as a precondition for employment using the BASIC scoring
method. The higher the BASIC score, the more difficult for a driver to find a job and the carrier to
maintain risk and liabilities associated with drivers. The lower-scoring “premium” driver pay scales are
now going up. We anticipate this legislation taking over 5% of the existing drivers out of the system.

Old School and Outmoded LTL Pricing Models

Less-Than-Truckload (LTL), is the primarily method used shipments from 150 lbs to just under
20,000 lbs and provides the most cost-effective method to transport your shipment. For many shippers
LTL charges can represent a good share of their transportation budget. However, LTL pricing is not
without problems. As stated in an article, “LTL Pricing Hurts Industry,” published in Traffic World

4
(now The Journal of Commerce), “complex rating, classification system breeds mistrust among
shippers, erodes profit margins for carriers.” The article further states that, “the base rates are out
of line with the cost of services.”

This approach is myopic and inefficient and breeds discontent between shippers and carriers,
promoting finger pointing and distrust between shippers and carriers (Mullen, 2010). In addition to issues
with classification and base rates, there are a number of federal and state regulations, fine print and
“gotchas” that can contribute to this mistrust and affect your cost, claims, and ability to deliver.

While any negative force in the industry should be mitigated, we believe pricing models are one
area where both shippers and carriers can come together and make significant advances that lead
to stronger collaboration. This paper devotes Part 2 to educating practitioners regarding the flaws
with the existing pricing approaches.

Shifting Balance of Power

If stricter regulations and old school pricing models were not enough, industry experts suggest we
are likely on the verge of shifting pricing power from the shipper to carriers. This may be good news
for the carriers, but it’s likely frightening for the shippers. The recession has forced a considerable
rationalization of enterprises, assets and cost structure which leaves fewer, but considerably stronger,
major LTL carriers in the marketplace. Currently, 85.5% of the total LTL market is controlled by the
top 25 LTL carriers, with 98.5% being controlled by the top 50 LTL carriers (SJ Consulting Group,
2010).

Typically, the shipper community, including third-party logistics providers (3PLs) and other Logistics
Service Providers (LSPs), are ill prepared to cope with this shift in the economic strength and pricing
power of their LTL carriers. Equipment and driver shortages are expected to further compound the
complexity and existing issues. Just in the last 18 months, industry experts have projected that trucking
capacity has decreased 24%.

This shifting balance of power will likely add fuel to the fire and further create discontent between
shippers and carriers.

A Better Way
A better way of managing transportation must be developed. There is no better time for
shippers and carriers to come together to address the real problem – how to optimize overall
transportation and reduce fuel consumption, producing the very tangible benefit of
reducing carbon emissions from the transportation process. Both shippers and carriers have
a vested interest into the success of the industry, and we challenge companies to get smart about
how they are buying and selling transportation.

5
Transportation commerce is at a crossroads. Shippers and carriers can choose to sit across the table,
using their power and influence to preserve margins, understanding there will be winners and there will
be losers. Or they can choose to work together to solve the real problem.

Part 2: Deciphering Transportation Pricing

Setting the Stage for Today’s Complexity

The history of transportation pricing can be traced back to the late 1800s with the Interstate
Commerce Act. The good news is that the industry has progressed steadily, and today there are
several pricing models shippers and carriers can use when developing commercial contract s (or
even spot buys) for transportation commerce. The bad news is that most LTL carriers are still using
the class-rate methodology, which uses the National Motor Freight Classification (NMFC) for pricing
transportation. In fact, class-rate pricing is the most popular approach with approximately 900 LTL
carriers using the methodology. All of the top 50 LTL carriers, which represent 98.5% of LTL
shipments, use class-rate pricing.

Earlier the authors made a claim that the class-rate pricing is old school and outmoded. This section
of the paper strives to explain the dogma and outdated principles associated with the class-rate
approach and to educate practitioners that this approach should be transitioned into more contemporary
pricing models.

In order to express our point-of-view, we will start by going back to the Interstate Commerce Act,
which was passed by Congress in 1887. This Act made the railroads the first industry subject to federal
regulation. Congress passed the Act largely in response to public demand that railroad operations
be regulated. The Act also established a five-member enforcement board known as the Interstate
Commerce Commission.

Until World War I, rail was the predominant transportation mode. During World War I, the railroads were
nationalized to transport military troops and supplies rapidly, which often resulted in the suspension of
other freight shipments. Motor carriers stepped in to cover the slack. The railroads returned to private
control in 1920; however, at that time trucks were widely accepted.

The 80th Congress yielded to the transportation lobby and passed the Reed-Bulwinkle amendment to
the Interstate Commerce Act over President Truman's veto on June 17, 1948. Under the Reed-Bulwinkle
Act now codified (as to motor carriers) as 49 U.S.C13703, motor carriers could collectively determine rates
and practices that apply to the transportation they provided by submitting agreements governing their
collective activities to the Interstate Commerce Commission (ICC) for approval. (The ICC was sunsetted
in December 1995.)

The Surface Transportation Board (STB) was created in the Interstate Commerce Commission Termination
Act of 1995 and is the successor agency to the ICC. The STB is an economic regulatory agency that
Congress charged with the fundamental mission of resolving railroad rate and service disputes and
reviewing proposed railroad mergers. The STB is decisionally independent, although it is administratively
affiliated with the Department of Transportation.

6
 Since 1948 the business of hauling goods has changed considerably as demonstrated in Figure 1. The
good news is that government legislation has kept up with the times. In January 2008, the STB removed
the anti-trust protection of the rate and classification bureaus (collective rates) in favor of welcoming
competition to the established base rates set forth by the rate bureaus and the Classification method of
the National Motor Freight Traffic Association, NMFC.

The 2008 ruling

specifically states:

…to the extent our decision facilitates

the entry of competitors to NCC
(National Classification Committee,
now the Commodity Classification
Standards Board, or CCSB)
that might devise different ways of Figure 1 – Trucks and capacity configurations have changed since
determining the transportation the NMFC was developed.
characteristics of commodities, we
believe it will increase the variety of
pricing options available to both
carriers and shippers.

The NMFC has outlived its key use. As stated in the current NMFC book (NMF 100-AJ):

National Motor Freight Classification NMF 100-AJ cancels National Motor Freight Classification NMF
100-AI in its entirety. Participating carriers and transportation companies as well as other provisions
previously listed and not brought forward herein are hereby cancelled.

Notice of General Application

This publication contains voluntary standards for the classification of commodities moving in interstate,
intrastate, and foreign commerce, including associated rules and packaging definitions, specifications
and requirements. It contains no rates or charges for transportation services nor does it suggest rates or
charges.

The provisions herein and in effective supplements are established for the accounts of participating
carriers and transportation companies to be used by them and their customers in whatever manner they
deem appropriate Participants are neither constrained nor compelled to use or abide by these
provisions, as they always have the free and unrestrained right of independent action.

Except as provided under “Participating Interstate Shippers,” carriers or other transportation companies
whose rates, charges, or terms of transportation – including packaging and bills of lading – are based
on, or reference, the NMFC, or any of its provisions must participate herein This publication has no
application for such carriers or transportation companies that do not participate (emphasis added).

7
We find it refreshing that even Congress can possess the insight to understand that the times have
changed and that old regulations needs to die. Unfortunately, a majority of carriers are stuck in the
1940s and continue to use the freight classification approach for pricing transportation. Yet competition
has introduced an interesting dynamic. Today, carriers compete by discounting their rates, often up
to 90%.

Deep and variable rate discounting has created confusion, distrust, and finger-pointing among shippers
and carriers, and makes it difficult for shippers to understand the real value of what they are purchasing.
In fact, for anyone less than an expert, it’s downright hard to determine just how much a shipment will
cost. To explain, we will go into detail on how to price a shipment using the class-rate methodology.

How Much Will That Shipment Cost?

The late Ray Bohman, noted LTL pricing expert, educator and author, told a story about a question
he was asked during one of his seminars. A younger woman noted, “Mr. Bohman, you really understand
transportation pricing.” To which Bohman replied, “I know a little.”

“Mr. Bohman, what one book can I read so I can know everything about transportation pricing?”

“If you find that book, I would sure like to read it,” said Bohman.

In order to compute the total cost for your shipment using class-rate LTL pricing, you will need the origin
address, the destination address (including zip code), freight classification and weight. These need to
be applied to the base rate year (you can use rates from 1995, 1998, 2007, etc.) you currently have with
your LTL carriers with the appropriate discount, fuel surcharge, minimums and any accessorials (such
as a notification charge).

You also need to understand your carrier’s pricing agreement, rules tariff and bill of lading terms and
conditions for any additional fees and situations that may cause you to lose your discount and/or claims
ability on your shipment. These are all combined to find the final cost of the shipment, which is also
referred to as total landed cost. An important point is that one or more of these variables may change
without notice to you, and can be “incorporated by reference” to your agreements. There are also
implications within each one of these variables which we will describe next. If you consider yourself an
expert in using the NMFC for pricing freight, feel free to skip to Part 3 of this white paper.

Freight Classification
Freight classification is the grouping of commodities with similar transportation characteristics into
categories or “classes.” Each commodity that can be shipped by truck is placed into a class with other
commodities with similar transportation characteristics, and each class is assigned a number, which
increases as transportability becomes more difficult.

There are 18 freight classes that start at class 50 (lowest insured value and rate per hundred pounds)
and go to class 500 (highest insured value and rate per hundred pounds).

8
The NMFC is a standard that provides a comparison of commodities moving in interstate, intrastate,
and foreign commerce Commodities are grouped into one of 18 classes – from a low of class 50 to
a high of class 500 – based on an evaluation of four transportation characteristics: density, stowability,
handling, and liability. Together, these characteristics establish a commodity’s “transportability.”

As a shipper, you will pay more per hundred pounds for a higher classification shipment and will typically
be offered a higher release valuation (insurance per hundred pounds) on the shipment. Some carriers
will cap the release valuation in their pricing tariffs (pricing agreement) and/or rules tariff.

To simplify freight classifications, it is common to see a freight classification system called Freight All
Kinds or FAK. An FAK is a group of freight classifications which will rate and be insured at a single
class. For example, FAK 50 could be used for actual freight class 50 through actual freight class 100.
Pricing for shipments within this FAK range will be rated and insured at class 50 or as specified in your
pricing agreement and/or carriers’ rules tariff. Interestingly, FAK applications were developed by carriers,
not by the NMFC.

Freight classification can vary within a commodity based on the weight per cubic foot, referred
to as the density. For example,
the freight classification for paper
clips can vary from class 60
to class 400, depending on the
density. The density must be
shown on the bill of lading at the
time of shipment. If it is not on
the bill of lading, the carrier has
the right to bill you at the lowest
density (Sub 1 or highest
applicable freight classification).

(NMFTA Dockets and Directives, 2010)

9
In the example below, the paper clip shipment may be subject to pricing at class 400. This is known
as the Inadvertent Clause in the NMFC under Item 170. Another application to change your freight
classification is listed in NMFC Item 171, also known as the bumping clause. If your shipment qualifies,
and it has item 170 and item 171 listed in the NMFC description, you can reduce your freight
classification under this provision by one class, for example, from class 85 to class 70. Qualification
is determined by a commodity with multiple density ratings, such as paper clips illustrated in Figure 2.

Item Number Description Class

Stationary Group: Subject to item 178850
179000 Fasteners, Clips, Clasps or Holders, paper or letter file, metal, etc. Cancel;
item 179180 Fasterners or clips, paper or letter file, plastic, etc. Cancel;
179005 item 179180, Stationary viz
179180 Fasteners, Clips, Clasps or Holders, paper or letter file
Pens, ink, NOI;
Stationary, NOI, see note, item 179181;
Stationary sets, see note, item 179182;
In boxes, subject to Items 170 and 171 and having a density in pounds per cubic foot of:
Sub 1 Less than 1 …………………………………………………………………………………………… 400
Sub 2 1 but less than 2 …………………………………………………………………………………….. 300
Sub 3 2 but less than 4 …………………………………………………………………………………….. 250
Sub 4 4 but less than 6 …………………………………………………………………………………….. 150
Sub 5 6 but less than 8 …………………………………………………………………………………….. 125
Sub 6 8 but less than 10 .…………………………………………………………………………………… 100
Sub 7 10 but less than 12 ...……………………………………………………………………………….. 92.5
Sub 8 12 but less than 15 ...……………………………………………………………………………….. 85
Sub 9 15 but less than 22.5 ...……………………………………………………………………………… 70
Sub 10 22.5 but less than 30 …………………………………………………………………………………….. 65
Sub 11 30 or greater …...…………………………………………………………………………………….. 60
179181 Note - not involved
179182 Note - not involved

Figure 2 – NMFC Classification for Paperclips (National Classification Committee

Docket 2006-2 (Section II), review matter N)

Freight classifications are maintained by the Commodity Classification Standards Board or CCSB.
The CCSB is a part of the National Motor Freight Traffic Association (NMFTA). Currently, there are
six people that control all of the freight classifications as well as all work for the NMFTA. The purpose
of the CCSB is to amend the classification of commodities, commodity descriptions, classes, rules,
packaging definitions, specifications or requirements, bill of lading formats, terms and conditions, and
any other provisions contained in the NMFC.

The CCSB meets three times a year, or more if needed, in Alexandria, Virginia. You can purchase the
NMFC (currently the NMF 100-AJ) Book 2010 for $239 on NMFTA’s website, or subscribe to Class-It,
a web-based application, for $288 per year to find the freight classification for your commodities.

10
Base Rates
Carriers use base rates to apply a cost per hundred pounds to any of the 18 freight classifications.
As later described, independent base rates, also known as independent action, are developed by each
carrier, and are determined by the individual carrier’s own efficiencies, which may result in higher or
lower savings passed along to shippers. These independent base rates will vary from carrier to carrier.
Another option is to use a standardized base rate such as CzarLite™ by Southern Motor Carriers
Association, also known as SMC3, or MARS PC Rating System by Middlewest Rate Bureau (MARS™).

Additionally, there are a host of private base rates offered by transportation consultants and
Transportation Management Systems (TMS). You may subscribe to base rates developed in prior
years, for example 2005 CzarLite™. Typically, a base rate is subject to a general rate increase (GRI)
which usually happens once per year, but some years may have zero or two or more general rate
increases. The GRIs accommodate changes in lane balance and economic conditions.

The standardized base rates, formerly called bureau rates or jointly-determined rates, are calculated
by averaging costs among a sampling of carriers for each possible lane or zip code pair. As mentioned
above, in January 2008 the Surface Transportation Board eliminated anti-trust immunity of jointly-
determined rates published by the rate bureaus. This ruling encourages competition to the rate and
classification bureaus. 2007 was the last year of jointly-determined rates. Typically, carriers pay a fee
to subscribe to standardized base rates and shippers typically pay a fee to use these base rates.

One advantage of independent rates is carriers have tuned or adjusted the rates to their own
efficiencies, which can result in higher savings passed along to shippers. The disadvantage is it is
nearly impossible to compare rates from carrier to carrier unless you have access to systems and
have the time to rate shop each shipment.

Today’s technical advances in Transportation Management Systems allow for rate shopping to be easily
integrated into a company’s supply chain process.

TMS technology was once prohibitively expensive; however, with web-based systems in use today,
even the smallest shipper can take advantage of savings through rate shopping. TMS systems also
provide a “total landed cost” of the shipment, accounting for accessorials and rules tariff conditions
which affect pricing. These conditions are not easily determined without the use of a system.

TMS systems include larger stand-alone packages, such as Manhattan Associates, and web-based
systems, such as Banyan Technology. Another alternative is to capture pricing information through
an on-line quote delivered on most carriers’ websites.

The advantages of bureau rates or third-party rates are that all of your carriers’ pricing is on the
same playing field. The rates for all carriers subscribed to the base rate are the same. It is easier
for shippers to determine the better price without rate shopping each shipment, sometimes at the
expense of higher prices.

11
 Figure 3 – An example of a carrier’s base From Zip Code 30310 to Zip Code 38110 by weight break and freight
classification. Freight classification is the left column; weight breaks are the top column. This carrier has added
weight breaks of 20,000 lbs, 30,000 lbs., and 40,000 lbs. Over 20,000 are typically considered a full truckload.

All base rates are typically broken down into the cost per hundred pounds by weight break and
freight classification for each origin and destination pair. The cost per hundred pounds can vary greatly
/
depending on what base rate and freight class you use. The cost per hundred pounds typically is lower
as the weight break is higher. Also, the cost per hundred pounds is higher for higher freight
classifications.

Most LTL class-rate scales have six weight breaks that provide for lower rates per 100 pounds as the
weight of the shipment increases. They are shown below (Bohman, 2006):

Weight Break Tariff

Symbol
0–500 lbs. L5C
500–999 lbs. M5C
1,000–1,999 lbs. M1M
2,000–4,999 lbs. M2M
5,000–9,999 lbs. M5M
10,000–19,999 lbs. M10M

12
Carriers’ discount base rates and these discounts fluctuate greatly. We have recently seen some
discounts in the 20% range and as high as the low 90% range. The discount varies from carrier
to carrier and can vary depending on the origin and destination, regardless of the base rate.

Base rates can be subject to up to three minimum charges. Bohman has the best explanation we’ve
seen describing minimums:

Every class rated LTL shipment you make is not only subject to a standard minimum charge, but may be
subject to as many as three minimums. Between every two points moving under for-hire LTL general
commodity motor carrier class rates, a per-shipment minimum charge applies. As the distance of an LTL
shipment increases, the minimum charge increases just as the LTL rates do.

However, don't overlook the fact that many LTL carriers maintain as many as two other minimum
charges that may come into play. One is called a single shipment minimum charge or “SSMC.” This
charge, higher than the normal per shipment minimum charge, applies when the carrier picks up a single
shipment weight under 500 pounds, unaccompanied by any other shipment. Obviously, to avoid such
charges, you should tender a carrier at least two or more shipments any time your carrier makes a pick-
up, if you have them, or eliminate this provision in the carrier’s rules or pricing tariff.

Another minimum charge that can come into play is called an “absolute minimum charge.” This is the
charge below which a carrier simply will not go. For example, the current absolute minimum for a carrier
is $99.00; however, to congested cities such as Manhattan (zip 100-104, 111-114, and 116) that
absolute minimum is $187.00. In a few states, particularly in the West, this carrier has an absolute
minimum below $99.00. These absolute minimums are not usually found in a carrier's class rate tables
but in a carrier's rules tariff. Keep in mind that most carriers add their fuel surcharge and accessorials to
these minimums (Bohman, 2008).

Your freight cost is computed by identifying the base rate per hundred pounds for the freight
classification of the shipment (for the origin and destination pair), then applying the appropriate discount,
and multiplying that discounted rate per hundred pounds by the actual weight of the shipment divided by
100.

13
An important point to remember is a condition called Weight Alterations or As-Weights. This is a
provision in the base rate known as the alternation clause. The alternation clause provides that a carrier
must charge a customer the lowest possible rate. At certain weight breaks, it becomes less expensive
to go to the next higher weight group to get a lower charge. Carriers do not obtain any additional revenue
for approximately 7% of shipments meeting these criteria, as shown in Figure 4.

Figure 4 – Weight Alterations Chart

© 2008 Transolve, Inc.

14
But There’s More! Fuel Surcharges
No doubt fuel is a very frightening aspect of transportation – so here is how it works now. Fuel charges
change on a weekly basis with most LTL carriers and can vary as much as 25% from carrier to carrier.

Fuel surcharges first became a hot topic in the

transportation industry in the mid-1970s when the U.S.
Department of Energy (DOE) created the National
Retail Average to compensate carriers for the volatile
fuel prices of the OPEC oil crisis era. It operates the
same way today as it did back then: Each Monday, a
representative group of approximately 350 retail diesel
outlets, including truck stops and service stations,
report their retail diesel prices, which the DOE uses to
issue the national average diesel price for that week. It
became, by default, the baseline for the weekly fuel
surcharge rates billed by the carrier.

Under this scenario, if fuel prices increase during the

week, the shipper wins and the carrier loses.
If fuel prices fall during the week, the carrier wins and
the shipper is the loser.

Your fuel surcharge is a percentage of the shipment

charges expressed as a percentage of the total freight
cost. We have seen these percentages range from 0%
to 44% of the total shipment charge. The less your
freight charge, the less the fuel cost portion. The higher
Figure 5 - Weekly regional and national average
your freight class, the higher the freight cost, the more
prices for diesel (U.S. Department of Energy)
you pay for fuel as determined as a percentage of the
shipment cost (Mullen, 2010).

There is a large disparity among shippers’ interpretation of fuel surcharges. According to a reader
survey conducted by Logistics Management, most shippers’ views of fuel surcharges are greatly
misinterpreted. In July 2010 the average fuel surcharge was 20% to 22%, and, according to the survey,
a majority of shippers thought they were paying less for fuel.

Act Now! Accessorials

Accessorials are additional services or non-standard general deliveries. Examples of accessorials
include notification fees, residential pickup, residential delivery, single shipment charges, trade-show
deliveries, congested areas and additional insurance, to name a few. The most common accessorials
are computed as a percentage of your freight, or freight and fuel charge, as a flat rate added to the final
price, or as an hourly charge.

15
 Many shippers are unaware of
additional accessorial charges stated
in the carrier’s rules tariff, which are
“incorporated by reference” on the bill of
lading and/or in the pricing agreement
you have with your carrier. A typical
rules tariff can run between 30 pages to
over 200 pages per carrier and are
subject-to-change with no notice to the
shipper. Alternatively, a shipper may
require the carrier to utilize a common
3
rules tariff, such as the SMC 190 Rules
Tariff, or write their own rules tariff in
conjunction with the carrier.

Examples of rules tariff accessorial

charges can include linear foot rules
exceeding 750 cubic feet, excessive
length, non-stackable commodities and additional handling for conditions such as heat, cold, fragile,
non-magnetic, radiation and “no tipping”, among many others.

So How Much Will It Really Cost? Putting It All Together

Now that we have all inputs into computing the total landed cost, the formula to compute the cost is to:

1. Find the base rate per hundred pounds for the origin/destination zip code pair, freight
classification and weight break for the base rate indicated in your pricing agreement (Note:
Make sure you are using the correct base rates as they can change!).

2. Divide the total shipment weight by 100.

3. Multiply the rate per hundred pounds with the result obtained in Step 2.

4. Apply the discount if the minimum charge does not apply. If this charge is less than the
minimum charge, then the minimum charge should be used.

5. Add fuel surcharge.

6. Add accessorials, if any.

7. Add any charges applicable to the shipment from the NMFC rules, the carrier’s rules tariff,
and/or your pricing agreement with the carrier.

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In his article “Understanding LTL carrier class rates,” Bohman notes seven things to keep in mind
regarding rates:

1. For the most part, rates vary from carrier to carrier.

2. Every class rated LTL shipment you make is not only subject to a standard minimum charge
but may be subject to as many as three minimums.

3. As the weight of LTL shipments go up, rates per 100 pounds go down as your shipments
reach certain weight thresholds.

4. Class rates are not uniform for any given distance.

5. LTL class rates do not increase uniformly as distances increase.

6. Class rate tables covering shipments weighing 20,000 pounds or more are considered
to be truckload shipments.

7. As the weight of your LTL shipment approaches the lowest weight in the next heaviest weight
group, it will be rated at the rate and lowest weight in that weight group, whichever benefits
the shipper.

It is necessary for the shipper to understand all of the above information, in particular the base rates
to use, the NMFC rules, the carrier’s rules tariff, the bill of lading terms and conditions, and existing
fuel charges in effect at the time of shipment. Specialists who understand the nuances of the NMFC
are few. The average shipper is not capable of negotiating as well as the carrier who has years o f
experience in the rules, classes and exceptions. A whole industry of professionals has grown up to
support the shipper, including consultants, auditors, and attorneys . All extract a portion of the value
of the transport system.

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Part 3: The “Dilemmas” of Class-Rate Pricing
In this section, we would like to focus on some real-world examples of how we’ve seen the above
complexity result in unpleasant surprises and frustration. We refer to these as dilemmas.

Freight Classification Dilemmas

Situation: Mixed shipments rated at highest classification.

According to NMFC Item 640, if there is a mix of classes in one shipment, the highest class prevails for
pricing. For example, if individual packages within a shipment are freight class 100, class 85 and class
50, then a wooden pallet is used which is class 70, and then the entire shipment (every package) and
the pallet will be rated at class 100. Experts refer to this as Rated Same or Lower.

We had an interesting problem with Rated Same or Lower for one company. This company, who had all
class 50 freight, had their classification of the entire shipment increased to class 70, which is the
classification of a pallet. When the carrier came to pick up the shipment, we asked for the pallet back.
Needless to say, after a few phone calls and exchange of words, the entire shipment was tendered at
class 50. If we did not notice this, the client would have had a double digit percentage increase in price.

The opposite problem also impacts pricing. One company had all class 92.5 freight (computers). The
company had 10 LTL shipments, each of which was on a wooden pallet. Each pallet weighed
approximately 50 pounds, totaling 500 pounds among the 10 LTL shipments. The total pallet portion of
all shipments would have cost the shipper the difference between class 92.5 and class 70 (pallet
classification) for 500 pounds, which would have resulted in a higher total cost. To remedy this issue, we
recommend listing the pallet weight separately on the bill of lading if the freight class is class 77.5 or
higher.

Situation: CCSB changes freight classification, resulting in a higher price.

Freight classification changes have, in many instances, caught entire industries off-guard.

There is one recent classification change that has a footwear industry in an uproar. In January 2010,
the classification for footwear was changed by a CCSB ruling from class 100 to class 150, effectively
increasing the cost of transportation for 2 billion pairs of shoes annually up to 50%. Analysts estimate
the effect of this increase would result in a 20% increase in the price of shoes.

Nate Herman, senior director of international trade for the American Apparel and Footwear Association,
noted “the footwear group claimed it wasn’t aware of the earlier proceeding until it was too late to submit
its own data” (Watson, 201). The American Apparel and Footwear Association and Footwear Distributors
and Retailers Association challenged the decision, only to be turned down in June 2010. A subsequent
lawsuit was filed by a Wisconsin Senator, seeking an antitrust investigation into the commodity
classification process and pricing (Cassidy, 2010).

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One of the most notorious cases involved candy canes. The classification change involved the
differences in freight class for straight candy canes versus bent candy canes. This dispute went
before Congress!

At the time of this writing, the CCSB is seeking a classification change on apparel, which analysts predict
may result in a 50% to 300% increase in the transportation cost of apparel.

Remember the NMFC is NOT written in stone. Ask your carrier for a more user-friendly rate structure
that ensures you ship more with this carrier.

Situation: Shipper uses incorrect freight classification.

The shipper is required to list the contents and the freight classification on the bill of lading. If the carrier
notes a discrepancy with the freight classification, the carrier has 180 days from the date of shipment
to bill you for the difference, along with a charge for the carrier to re-evaluate the freight classification.
This is explained in the Negotiated Rate Act of 1993.

If you use a higher class that increases your charges, few carriers will notify you. If, however, you use
a lower class that leads to a lesser charge, you will be notified of the additional charges. If you use a
freight bill auditor, ask them about this.

Bill of Lading Dilemmas

The bill of lading is the default written document in transportation and has been in use more than
70 years (Barrett, 2009). The BOL is copyrighted and owned by the NMFTA, and is:

1. A receipt for the goods received in apparent good condition, except as may be specifically
noted on the BOL.

2. A contract of carriage to move the goods, which have been duly marked, to the consignee
and destination as indicated on the BOL.

3. A title document for the goods. A BOL may be negotiable or non-negotiable, depending
on the terms of sale.

If you want to create your own customized bills of lading, you are allowed to do so under the provisions
of NMFC Item (Rule) 360 – Bills of Lading, Freight Bills and Statements of Charges, Sec1 (h), Note 2.
This rule also sets forth what information must be shown on such bills of lading and the order in which
it must be shown.

Item 362, application of bills of lading states: “unless the shipper and carrier have an effective prior
written agreement to use another bill of lading, all motor carriage performed by carriers participating in
this tariff shall be subject to the bill of lading terms and conditions of the Uniform Straight Bill of Lading
shown in the NMFC.” For carriers that are not party to the NMFC, the shipper and carrier may use any
bill of lading or document that fulfills the purposes stated above.

19
Although shippers are not required to print the terms and conditions shown on the back of the Uniform
Straight Bill of Lading on their own customized BOLs, the NMFC rules state that those bills of lading
"shall be deemed to be an acceptance of such terms and conditions as provided in the Uniform Straight
Bill of Lading."

Situation: Incorrect weight used in the bill of lading.

Most carriers have a weight and inspection (WI) department and will allow a slight variance in weight.
If, however, you exceed this limit, they will bill the higher weight charges and add a penalty.

Situation: Changes to NMFC and/or carrier’s rules tariff, incorporated by reference in the bill
of lading, result in pricing changes and/or liability changes.

Most pricing agreements will state that the “current rules tariff in effect at the time of shipment” prevail
or will utilize the NMFC rules as indicated in the bill of lading. This is also referred to as incorporated
by reference. If not monitored, these changes may impact your pricing and claims ability.

NMFC Rules Dilemmas

When class-rate pricing is used, the shipper and carrier are subject to numerous rules contained within
the NMFC. The carrier’s rules tariff may override these rules as specified.

Situation: Shipper denied damage claim for non-compliance with NMFC packaging requirements
(Rule 222).

In 2009, the CCSB published strict requirements for packaging of which few shippers are aware.
Subject 18 of the October 2009 docket of the CCSB – CCSB DOCKET 2009-3 – was a proposal to
amend Item (Rule) 222 of the NMFC by requiring shippers using numbered packages published in
the NMFC to certify, for the first time ever, that they’re complying with the specifications of a particular
numbered package.

Also approved by the CCSB as

part of Subject 18 was a change in
wording on the rectangular box
manufacturer’s certificate required
to be printed on fiberboard boxes
packaged in accordance with NMFC
numbered packages.

The current certificate is headed with the

title “PACKAGE CERTIFICATE.” That
wording must now be changed to read
“BOX CERTIFICATE.” There are possible
consequences for non-compliance.

If you fail to print, stamp, or affix a sticker on one or both of these two rectangular certificates on
your fiberboard box and damage occurs while the product is in transit, you may be denied any claims.

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A claim history with the carriers of 1% is considered normal; you should know which carriers have
the best industry averages but, better yet, just track how the carrier does with YOUR shipments.

Pricing Agreement Dilemmas

The pricing agreement, which is a separate addendum to your motor carrier contract, specifies the
pricing between you and your carrier. Base rates, discounts, minimum charges, and fuel surcharges
are, at a minimum, specified on the pricing agreement. The pricing agreement should note addresses
and states to which the agreement applies, the effective date as well as the time period upon which
you and your carrier agree.

Situation: Pricing agreement canceled.

Most pricing agreements will have a 30-day out clause for the carrier and the shipper the carrier can
deny discounts on a canceled pricing agreement, but may not cancel service.

Situation: Pricing agreement expired.

Most pricing agreements will state that if you do not use the carrier within a certain number of
days of the effective date of the pricing agreement, the pricing agreement is void. Another situation
that happens quite often is shippers not realizing that their pricing agreement has expired. In the above
two cases, what you thought you would pay will probably be increased by at least 70% due to loss
of discount.

Situation: Carrier uses other carrier(s) to complete delivery of the shipment.

This situation, called inter-line, will result in a significantly reduced discount due to carriers having
to share the revenue for this shipment. This is typically on a carrier’s pricing agreement. Unfortunately,
unless you know on a shipment-by-shipment basis if the carrier covers the entire lane and state, you
will not know another carrier was used until you receive the bill. Interline discounts will ALWAYS be less
(cost more) than direct shipments.

Carrier Rules Tariff Dilemmas

Carrier’s rules tariffs, which are typically maintained on the carrier’s website, may change with no notice
to the shipper. Some of these changes can affect pricing and liability (claims), sometimes significantly.

Situation: Maximum weight or size exceeded.

We have seen carrier’s rules tariffs indicating loss of discount for weights over a certain threshold. LTL
carriers’ discounts typically apply to shipments up to and including 19,999 pounds. If you exceed this
weight, you lose your discount.

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Claims Dilemmas

Situation: Claim paid at a lower maximum liability amount than expected.

A release value amount would look like the example below. Typically, this is contained within the carrier’s
rules tariff and incorporated by reference into your bill of lading terms and conditions (Item 360 NMFC).
Be careful with Freight All Kinds – the release values are always lower than full standard broad value
guidelines described below. For example, if you have a FAK 70 in place for classes 50 to 150 and have
a shipment at class 150, with maximum liability per pound of $5.50 per pound, your shipment before
the FAK rates would be insured at the class 150 rate or $41.04 per pound. Some carriers also specify
a maximum liability per pound on their pricing agreements, which supersedes the published liabilities
in effect.

LIABILITY FOR COMMODITIES OR ARTICLES SUBJECT TO EXCEPTION RATINGS

(See note 6)
Carriers liability for loss, damage, or destruction to any shipment or part thereof for which the
charges are determined by class exception ratings or freight of all kinds class exceptions is
limited to the: (1) actual invoice value of the commodities or articles lost, damaged or destroyed;
(2) limited liability provisions of the bill of lading; or, (3) applicable limited liability provisions of
the NMFC, whichever is less, subject to the maximums by exception class as shown below,
unless Excess Declared Value Coverage is requested and the additional charges are paid.

*MAXIMUM *MAXIMUM
CLASS CLASS
LIABILITY LIABILITY
50 $0.99 100 $15.00
55 $1.98 110 $15.25
60 $2.53 125 $15.81
65 $4.90 150 $16.10
70 $5.50 175 $17.15
77.5 $7.25 200 $18.10
85 $10.25 250 & up $20.00
92.5 $12.25

*Maximum liability per pound per package.

Source: Carrier Rules Tariff

Figure 6 - Example of Maximum Liability per Pound per Package

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Getting with the Times
In January 2008, the Surface Transportation Board removed anti-trust immunity from the freight
classification and rate bureaus to collectively set freight classification and LTL rates, which both determine
your final cost. Today, with the STB ruling, new pricing methodologies are available to shippers and
carriers. Unfortunately, most practitioners purchasing transportation services don’t understand their
alternatives, therefore, they go along with the carrier’s desire to use the outmoded class-rate methodology.

We would like to shed some light on the other methodologies:

 Independent Action – rates set by the individual carrier for specific customers, specific freight,
and/or specific lanes Independent action, also known as independent rates, takes into account
the carriers’ strengths and weaknesses.

 Exception Rating – from time to time carriers may depart from descriptions, ratings, rules, or
packaging requirements in the NMFC Such departures are called exceptions to the classification
and are commonly referred to as exception ratings. This is rarely used, but is typically considered if
your freight characteristics deviate significantly from that described in the NMFC (Bohman, 1984).

 Commodity Column Rates – these rates are somewhat of a cross between a point-to-point
commodity rate (described below) and a general commodity rate (class-rate). Generally, such rates
are a fixed percentage below class rates, such as 90% of class, applicable from a named point
of origin on named commodities to all points in one or more named states served by the carrier.

 Point-to-Point Rates – a specific rate for specific lanes, which can be state to state, zip code
to zip code, city to city, etc.

 Density Pricing – pricing based on the pounds per cubic foot.

 Cube Based Pricing – pricing based on the amount of space the shipment occupies. Pricing
adjusts for distance, night time deliveries, weight, value, day of week shipped, payment terms,
fuel, and lanes.

 Pallet Rates – a set rate for commodities fitting a specific size pallet. Rates are capped
by height, weight or both. Carriers and shippers can add or delete specifications to their
specific situation.

 Truckload Rates – fills the capacity, in either dimensions or weight, of the equipment.

 Truckload Stop-Off– sometimes referred to as milk runs, this is a set number of shipments
per trailer in a specific delivery order several deliveries and pickups can occur in one trip.

23
  Pool Distribution – consolidating several shipments to one destination, then delivering
the individual shipments to the final destination.

 Spot Quote – one-time price effective for one move on a specific date.

While these are all viable options, we would like to focus the rest of this paper on an approach we call
Vested transportation™, which is discussed in detail in Sections 4 and 5.

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Part 4: Vested Outsourcing – A Better Way
We want to focus the rest of this paper on a better way to approach transportation commerce, one
which is geared around a concept known as Vested Outsourcing. Pioneered by supply-chain innovator
and lead researcher Kate Vitasek, Vested Outsourcing was developed on a combined research project
with the University of Tennessee and the United States Air Force, which outsources 50 percent of its
entire procurement budget on procured services. The goal of Vested Outsourcing is to create a long-
term “partnership” based on mutual benefits, and working collaboratively to achieve benefits that may
not be realized in traditional outsourcing relationships.

In the book Vested Outsourcing, Ms. Vitasek describes five rules that transform outsourcing to create
a win/win business relationship:

Rule 1: Focus on Outcomes, not Transactions. In typical outsource arrangements, costs are
typically based on the lowest cost per transaction. Vested Outsourcing shifts to a performance-
based approach. Instead of paying an outsource provider for unit transactions for various services,
the company and service provider agree on desired outcomes.

Rule 2: Focus on the “What,” Not the “How.” Companies typically outsource when in-house
operations are either too expensive, ineffective or both. Using this rule, performance partnerships
let each firm do what it does best.

25
 Rule 3: Agree on Clearly-Defined and Measurable Outcomes. Ideally, no more than five high-level
metrics should be set to measure performance. This part is crucial to the relationship – getting
it wrong can result in an ailment described as measurement minutiae.

Rule 4: Optimize Pricing Model Incentives for Cost/Service Trade-offs. Incentives are incorporated
based on balancing risk and reward for the organizations. For example, a transportation service
provider should not be penalized for the rising costs of fuel. Additionally, the service provider should
deliver solutions, not just activities.

Rule 5: Governance Structure Should Provide Insight, Not Merely Oversight. A properly designed
governance structure should establish good insight, not provide layers of supervisory oversight.

Ms. Vitasek also notes that typical outsourcing arrangements are conceived with fundamental flaws
in the business model, the relationship, and the contract structure, resulting in what she calls a
perverse incentive.

Vested Outsourcing, however, is not for everyone. If transportation is your core competency, do not
outsource. Vested Outsourcing is also not appropriate for all LTL carriers you may use. There is room
for transaction-based contracts for non-strategic shipper-carrier relationships.

So how is a performance partnership or strategic alliance achieved in transportation? We are pleased

to tell you there IS a better way, which we outline next in Part 5.

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Part 5: Vested transportation™
The goal of any credible transportation program is to optimize the delicate balance of cost, service,
and ease of use. This is easier said than done. Optimization is really a prudent combination of
acceptable rates, mutually fair terms, and measurable and efficient service level – all of which must
conform to the organization's unique business rules and system constraints and with minimal
administrative burdens. When viewed in this light, it eliminates any possibility of short-cut solutions

We have coined the phrase Vested transportation™ to refer to the combination of the five rules of
Vested Outsourcing in transportation.

Vested transportation™ is a fresh approach to a typically adversarial win/lose or lose/win relationship

between shippers and carriers. “The concept espouses transparency and fairness, and the
transportation community should rise to the occasion to work together to optimize transportation and quit
playing a shell game and bickering over fuel service charges and rate discounts where the company with
the most muscle or political clout wins” (Mullen, 2010). Vested transportation™ allows the free exchange
of information and ideas for the betterment of both parties.

Vested transportation™ in Action

Many carriers are set-up to have a hostile relationship between sales and operations, as most sales
personnel are compensated on total revenue, not profitability. In one situation, a shipper moved a
significant amount of business away from this carrier because their operating ratio (operating ratio
measures expenses as a percentage of revenue) was 160, representing a 60% loss to the carrier. The
approach was to analyze existing carriers, identify their strengths and most efficient lanes, and then
match-up with the company’s existing distribution pattern. At conclusion, this company had achieved
savings while in turn assuring the carriers maintained an acceptable operating ratio. The result? The
carrier thanked the client!

A second example is a shipper located in Texas who retained its freight audit and payment company
to re-negotiate rates with carriers. Unfortunately, the freight audit and payment company took a win-lose
approach and was able to reduce costs among the seven carriers this shipper used. However, because
of the heavy increase in operating ratio, ultimately four out of the seven carriers refused to continue
accepting shipments from this shipper. The shipper then re-aligned the routings with the same seven
carriers and was able to regain profitable operating ratios for the carriers, while reducing the shipper’s
transportation costs by 27%.

Moving to a Vested transportation™ approach to manage LTL pricing will only be possible by fully
understanding how the current system works. The pricing of transportation services involves multiple
components, and its history can be traced back to the late 1800s.

27
Changing the Game

Now you may be asking – what can I do as a shipper to impact these costs? How do I better align rates
with key metrics that are important to the shipper and the carrier?

The most common reason for less-than successful relationships between shippers and carriers
is that often shippers will expertly analyze and negotiate several of the key pricing factors but ignore,
underestimate or make erroneous assumptions regarding some of the remaining factors. The shippers
will then be punished over time for the oversights with leakage in their planned savings. This leads
to mistrust and is evidenced in exceptions, exclusions, incorporated by reference, accessorial charges,
changes to rules tariffs, and general rate increases described above, to name a few.

To us, “devise different ways of determining the transportation characteristics of commodities”

specified by the Surface Transportation Board in its historic January 2008 ruling, is a welcome invitation
to change. As mentioned above, 98.5% of the LTL market is controlled by the top 50 LTL carriers (SJ
Consulting Group, 2010). For the most part, these carriers are playing the discounting game with most
other LTL carriers following suit. Additionally, as capacity is currently shrinking and the availability of
qualified drivers diminishing, those LTL carriers are paving the way for rate increases.

In the article “LTL Breaks Out,” the author notes:

Shippers need only remember back to the economic recovery of 2002 following the 9/11 attacks to
recall tightened LTL capacity. The bankruptcy of the $3 billion LTL giant Consolidated Freightways
on Labor Day of 2002 created stress on the overall system, which then resulted in a period from
2002 through 2006 of carrier pricing power unheard of since deregulation in 1980. Carriers routinely
sought and received annual rate increases in the 6-percent to 8-percent average range, depending
on geographic lane (Schulz, 2010).

At closer inspection, these “average” pricing increases can wallop an uneducated shipper. Take, for
consideration, the detailed GRI analysis in Figure 8. This general rate increase was published at an
average of 5.9%. If you are unlucky enough be subject to this GRI and have shipments going to Zip
Code 37734, the actual increase is 51.7%!

LTL carriers are announcing GRIs prior to the 4Q busy season. ABF, for example, said in a statement it
was raising its general tariff rates 5.9% on October 1, 2010. The impact on customers will vary
depending on lane and types of shipment. A host of other LTL carriers also raised rates, contractual and
non-contractual.

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 Figure 7 - General Rate Increase Analysis Detail

Most shippers’ relationships with their carriers are on a transaction-by-transaction basis. Strong-arming
your carrier into better pricing is NOT the key to collaboration and Vested transportation™.

Vested transportation™ is not for all carriers and shippers. Most industries follow the supply and demand
curve – why not LTL? Due to competitive environments, a shipper has to work in the environment of
competitors, not just to cater to their LTL carrier’s needs. A shipper may lose business to competitors
if this is the case

As we mentioned, a Vested transportation™ relationship is not suitable for all LTL carriers a shipper
might use. In fact, it is desirable and has real win-win for a select few that both parties wish to build a
strategic, long-term relationship around. It is clear that there is also room for transaction-based contracts
for non-strategic shipper-carrier relationships. You could infer that a Vested transportation™ approach is
good for all shipper-carrier (LTL) relationships, when it is likely not so.

A handful of carriers and shippers have developed a one-size-fits-all approach to Vested

transportation™, which is a good start. However, Vested transportation™ customizes this approach to
deliver value for all.

So how do you start vesting with your LTL carriers? Let’s first lay the groundwork.

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Vested transportation™ Rules

Earlier we reviewed five rules critical for favorable outcomes in a Vested Outsourcing transaction
Let’s examine those rules now in the context of Vested transportation™.

Rule 1: Focus on Outcomes, not Transactions. The price of the shipment is not directly related to
costs. In a vested relationship, if a carrier has excess capacity in any given lane, i.e., 16 scheduled
trailers moving outbound, and only two are full and 14 are empty, why not obtain a better rate for
that lane on that day for those 14 empty trailers? Most carriers have no way of knowing months in
advance that these conditions will surface. The term of the standard pricing agreement is one year,
yet these market conditions can change hourly. Conversely, a carrier may have changes in anchor
clients, market conditions, the economy, weather and other unforeseeable circumstances that
would equate to a loss to the carrier. In this situation, the carrier “eats” the difference, mostly
because of the length of term of the standard pricing agreement. If those conditions sustain over a
month, the carrier may elect to activate the 30-day right of cancelation on most pricing agreements
rather than continue to operate at a loss. Another common situation are two identical shipments
which may be priced differently due to pricing concessions or FAKs, different base rate years,
exclusions for lanes, and varying discount structures, etc. Is this way of thinking appropriate?

Rule 2: Focus on the “What,” Not the “How.” A carrier is not often given the opportunity to make
changes that would reduce its own costs and present savings back to the shipper. For one
company, after years of inefficiently using a pool distribution point in Pittsburgh, PA, their carrier had
suggested a different pool distribution point in Carteret, New Jersey. This new pool distribution
reduced transit time 1–2 days, reduced the carrier’s costs and resulted in a 12% savings to the
shipper.

Rule 3: Agree on Clearly-Defined and Measurable Outcomes. According to a study by

Peedeman Media Research Group, the most important carrier’s features, in descending order
of importance, are:

 Reliability

 Pricing

 Transit Time

 Customer Service

 Low Incidence of Damaged Goods

 Tracking Visibility

 Promised Delivery Dates

 Reputation of Provider

 Customs Brokerage

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 We suggest you pick no more than five attributes to measure and review the results regularly with
your carrier. A good Transportation Management System can accurately measure many of these
attributes. The carrier must agree to provide timely, consistent and accurate data, which itself
should be a key term of a vested contract.

Rule 4: Optimize Pricing Model Incentives for Cost/Service Trade-offs. The existing and rigid
pricing systems largely used today do not foster incentives. For example, we know through rigorous
analysis of carrier operations that certain days of week pickup and delivery volumes are lower. As a
carrier, why not incentivize a shipper to pre-arrange for pickup on one of those days?

Rule 5: Governance Structure Should Provide Insight, Not Merely Oversight. Formerly, rate bureaus
and the freight classification system influenced class-rate LTL pricing. Collectively, set rates do not
take into account each carrier’s unique balance of costs and profitability, which result in complicated
pricing agreements with various discounts taking into account the carrier’s unique strengths and
weaknesses. Combined with the freight classification system, carriers have to determine ways
around these artificial layers of complexity and bureaucracy, such as in the case of Freight All Kinds
(FAK), to more align pricing with their costs.

Vested transportation™ suggests the basics be taken into consideration for insight: the price you pay,
the service you get, and ease of use. We suggest using a Motor Carrier Contract as governance to align
the outcomes (Rule #3) specific to the relationship between the shipper and carrier.

So How Do I Begin Vested transportation™?

Traditionally, transportation contract negotiation has been a win-lose situation, either by the shipper
paying inflated rates or the carrier operating the account at a loss. By sharing information and collaborating
with your carrier, you can achieve improved service and competitive rates while the carrier maintains
a profitable account.

Perverse Incentives

In the book Vested Outsourcing, Vitasek describes perverse incentives as “an incentive that is intended
to promote a desirable effect, but instead creates and nurtures a negative and unintended outcome”
(Vitasek, 2010).

In his article “Parcel Pricing’s Rock Weight Breaks,” Colin Barrett has a question from a reader
describing a perverse incentive that is as applicable to density LTL pricing as it is for parcel pricing. The
question asked concerns a major parcel carrier offering a substantial discount once a parcel goes over
the 20 pound limit. As the carrier would not offer any discount below 20 pounds, Mr. Barrett suggests
that the reader add rocks to each parcel to increase the billed weight to 20 pounds, thereby, achieving
the higher discount.

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In Bohman’s book, A Comprehensive Guide to Freight Classification, he dedicates an entire chapter to
increasing the weight/density of your shipment in order to get a better price. Some of his ideas include:

1. Reducing its actual physical size with a commensurate reduction in the size of the outer
shipping container.

2. Reducing the size (dimensions) of the product’s display packaging with a commensurate
reduction in the size of the outer shipping container.

3. Reducing the size (dimensions) of the outer shipping container.

4. Packing more of the same articles in the same shipping container, thereby increasing the gross
shipping weight.

5. Using a heavier shipping container, thereby increasing the gross shipping weight.

6. Unitizing several packages having different densities.

Our analysis of LTL density pricing shows with LTL pricing there can be a significant revenue loss in
specific lanes to the carrier with density in the 15 to 22.4 pounds per cubic foot (Class 70 density is 15
pounds per cubic foot. The next lower class 65 is 22.5 pounds per cubic foot.).

Figure 8 – Class 70 Origin 30310 (GA) to 38110 (TN), 500 lbs.

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The Ailments

In Vested Outsourcing, there are 10 key ailments that prohibit or restrict the capacity to vest with your
outsource providers. These 10 ailments are:

Ailment 1: Penny Wise and Pound Foolish

Ailment 2: The Outsourcing Paradox

Ailment 3: Activity Trap

Ailment 4: The Junkyard Dog Factor

Ailment 5: The Honeymoon Effect

Ailment 6: Sandbagging

Ailment 7: The Zero-Sum Game

Ailment 8: Driving Blind Disease

Ailment 9: Measurement Minutiae

Ailment 10: The Power of Not Doing

We have selected a few of the ailments to discuss, along with some examples we have experienced.

Ailment 4: The Junkyard Dog Factor

Unfortunately the class-rate LTL system is deeply ingrained in the industry. We also have noted
resistance from shippers who are unwilling to partner with their carriers. “I don’t care if the carriers make
money or not” is a comment we have heard mostly from logistics finance folks. Some carriers we have
approached are of the “that’s the way it has always been done” approach or commented “where would
we begin?” We need to reiterate that there are options. However, those options will take some work and
thoughtfulness on both sides.

Ailment 6: Sandbagging
It is clearly in the shipper’s best interest to assign carriers to lanes in their network where they have the
best internal cost structure, so they can provide the optimal price. Sounds reasonable enough. So why
is the traditional RFP/bidding process often not an effective process to arriving at the best price? In the
world of purchasing, most commodities are priced to reflect economies of scale. That is, the more you
buy, the cheaper the price per unit because you are defraying the fixed costs when purchasing in large
quantities. Transportation pricing doesn’t quite work that way.

During the bidding process, rarely will carriers disclose their true valuations of each. Lane Carriers
typically artificially increase their bids based on uncertainty of information provided in order to
compensate for possible losses. The trick to optimizing one’s transportation cost is to really understand
the economics that drive your carriers.

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Ailment 7: The Zero-Sum Game
Haggling over price, also referred to as positional bargaining, may give you the best price, but it breaks
down trust and relationships. Your success in many ways is relying on your carrier’s ability to perform –
getting your goods where they need to go when they need to be there. This adversarial, zero-sum
exercise is focused on claiming, rather than creating, value. In his article “Building Relationships and the
Bottom Line: The Circle of Value Approach to Negotiation,” author Bruce Patton describes some basic
steps to what he calls a “circle of value,” which achieves both goals of the most attractive deal, while
maintaining a good relationship:

1. Explore options without commitments (or threats).

2. Use interests and standards of legitimacy to explore ways to create and distribute value.

3. Avoid becoming the voice of authority (Patton, 2004)

“We Have Empty Trucks” – Finding the Pony

In the book Vested Outsourcing, Vitasek describes “The Pony”: “[The Pony] represents something
the outsourcing company wants but was not able to get on its own or with existing service providers.”
Vitasek also shares a memorable story about “The Pony”:

It [The Pony] also represents what Ronald Regan used to portray as the optimistic approach.
Reagan used to tell a story about a man who came upon a young boy excitedly digging through
a large pile of manure “What are you doing, son?” the man asked. “Well, sir,” the boy answered
happily, “with all of this manure, there must be a Pony in here somewhere!” (Vitasek, 2010).

By focusing on long-term relationships, carriers would be more willing to drive innovation into the
transaction, such as equipment changes. Some other ideas include:

 Eliminating class-based LTL pricing.

There are a few other options out there, but
one of our favorites for efficiency, greening
and cost-reduction is space-based pricing,
also known as cube-based pricing. This
allows the carrier to price by the space
occupied, which should be the most
important measure in load factor. In the LTL
industry, most equipment will “cube out” well
before the weight limit of the equipment. “It
is almost universally agreed that the space
occupied by merchandise should be the
predominating factor in the fixing of a Equipment available to maximize space in the trailer.
classification and also the value of the article Source: Con-way website, accessed 9/4/10.
should have some weight” (1897 ICC Annual
report, emphasis added).

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 A carrier for one of our clients mentioned
that they would give a 4% better discount
to our client if they would know the
dimensions of the shipment in advance
for pickup. This carrier makes regular
pickups from the client and plays a shell
game with equipment – sometimes
it is not enough, other times it is too
much. Either situation creates an
additional expense for the carrier.
This collaboration assures the carrier
Carrier double-stacking shipments with a load bar provides proper equipment, which in turn
to optimize space. helps the carrier maximize final mile
pickup, delivery and line-haul equipment
and cube.

Cube-based pricing provides a real incentive to the shipper to reduce packaging and shipment
size, which in turn fosters a reduced carbon footprint for each shipment.

 Increasing load factor. LTL load factor is

the ability of the carrier to maximize the
cargo space in a trailer. The higher the
load factor, the more profitable the load.
The unfortunate reality is many carriers
use weight to determine load factor, when
the single most limiting factor is the
amount of space available per LTL trailer.
Rarely LTL carrier’s equipment can have a
total weight allowed of 48,000 pounds per
schedule, but most have load factors in the
low to mid 30,000 pound weight. These
LTL carriers will cube out first, or in other
words, use all the space available before Nested pallets reduce overall pallet height by 2”
hitting weight of 48,000 pounds. Why is and reduce the amount of space needed to transit
this common practice? Because carriers versus traditional wooden pallets.
typically price based on classification and
weight, not by the amount of space your shipment takes. Another unfortunate and unintended
consequence is that there are many trailers on the road with wasted capacity. The Safe and
Efficient Transportation Act (SETA) of 2010, currently in the U.S. House and Senate, proposes
to increase the truckload weight limit by 38%. Help your carrier understand how much space
you will use so they send the right equipment. Remember, the carrier is not just picking up your
freight but most likely combining freight with several customers. The more information the
carrier has on the aspects of the shipment, the better.

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  Optimizing packaging. Another way to
help carriers is to save material, labor,
and, hence, shipping costs by optimizing
your carton selection and palletizing as
much freight as possible. This will also
improve handling and can avoid
expensive damages. Optimal packaging
creates more dense shipments, taking
fewer cubic feet on the trailer.

Loading & unloading by shippers may help offset

the pickup and delivery costs by assisting the
carrier cost and time to load the trailer. There are some rules and regulations about contract labor for the
purposes of loading and unloading freight. These laborers are referred to as lumpers and are regulated
in part by 49 USC 14103.

 Increasing the Number of Shipments. By tendering more shipments for each pickup, several
variables are considerably lowered and the cost reduced for the carrier. This is evidenced by some
carriers charging extra for “single shipment.”

 Using Pool Distribution. Shippers with significant

volume and carriers have worked together to create
“pool distribution” points, where shipments are
“pooled” together to a carrier’s distribution center or
pool point, then shipped out from the pool point to the
final destination. This method can help the carrier and
shipper avoid expensive line haul and break-bulk
costs. LTL carriers collect freight from various shippers
and consolidate that freight to fill trailers for travel to
common destinations. An LTL motor carrier transports
shipments that typically occupy only 5% to 10% of
trailer capacity. As a result, LTL carriers collect and
consolidate freight from various shippers to increase
trailer utilization (load factor). Supporting these
operations is a system of terminals, tractors, trailers,
dockworkers, and drivers, collectively called the line
haul network. The break-bulk is a facility used to
consolidate pickups and to unload trailers for local
delivery from other terminals or break bulks.

 Reducing Deadheading/Backhaul. According to the American Trucking Association, empty

miles (trucks with no cargo) account for anywhere from 21% to 29% of the total reporting miles,
representing a significant loss for the carriers. Do distribution trends affect your cost? Most definitely!

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 Understanding Peak vs. Non-Peak Pickup and Delivery Times. Similar to the airline industry, carriers
have peak and non-peak times. One example we have seen involves night delivery in New York City.
Manhattan sees more than 110,000 curbside deliveries a day, and shifting even a portion of them
to off-peak hours has an impact on daytime congestion. New York City will expand a program that
encourages off-peak deliveries in Manhattan to help clear traffic jams that cost the city more than
$13 billion a year. Delivering between 7pm and 6am has reduced congestion and improved productivity
for truckers and retailers.

 Other “Ponies” with This Solution Include:

 Drivers found they could make deliveries on-time and be much more fuel-efficient.

 Receivers didn't spend hours waiting for deliveries each day.

 Trucks reached their first stop 75 percent more quickly, allowing stops 50 percent more quickly.

 Time spent unloading and loading trucks was reduced from about 90 to 30 minutes.

 Delivering off-peak also cut-down on parking tickets.

 Invoicing. It costs carriers a pretty sizable sum to invoice shippers. One carrier noted: “our cost
per bill for the administrative side scheduled at about $6.95 right now…we are including labor
to bill and collect the invoice.” Why not negotiate a better discount for quicker payment terms and
self-invoicing? When you self-invoice, you are essentially billing yourself. Costs can be determined
before orders are made and shipments are sent.

Auditing transportation invoices is most often done by a third-party auditing service. These auditors compare
the charges on your carrier invoices with standard rates and policies and the volumes and rates outlined in
your company's carrier contracts, identifying billing discrepancies, and then making requests to the carrier to
recover funds or obtain credits on your behalf. The process is reactive rather than proactive. There will always
be those discrepancies that, for one reason or another, go unchallenged or remain unresolved.

Self-invoicing, or self-billing, is becoming more common now as new technology is giving companies
the ability to increase supply chain visibility and more accurately map their logistics charges.

Getting Started
So how do you approach your transportation service providers to start a vested relationship? Some key
questions to ask yourself are:

 What is the desired outcome?

 Who will be impacted?

 What is the Pony?

 What is the outsourcing business model that will best capture the Pony?

 How can the contract be structured to support the business model in order to prevent
perverse incentives?

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Conclusion
The transportation industry is faced with challenges like never before. Stricter regulations, old-school
and outmoded transportation pricing approaches, and a shifting in the balance of power from the
shipper to the carrier community are converging, creating the perfect storm for a paradigm shift in how
companies approach transportation commerce. We believe these forces can no longer be ignored.
Shippers and carriers must come together and address the real problem of how to optimize overall
transportation and reduce fuel consumption, producing the very tangible benefit of reducing
carbon emissions from the transportation process.

We need to look no further than international modes of ocean and airfreight, which have long utilized a
cube/weight calculation, as they were designed to serve the needs of craft with limited capacities. With
modern warehouse and transport management systems, the dimensions and weight are already known.
The origin, destination, service requirements, and value are also known. The carrier could use a cube-
based scale to quote a rate that would reflect the revenue they wish to earn in a particular lane of
movement. A tariff that reflected dimensions and cube would provide the carrier with valuable planning
information for terminal cross-docks and long haul load equipment selection.

Furthermore, computers can store other shipper choices in service levels, release value for insurance
and even delivery-date windows to take advantage of cost-saving efficiencies in a day of weekly
variations the carrier might share with them. Add to this the ability for systems to communicate with
each other in load-tendering, tracking, invoicing, and settlement and you have the ingredients for a
transportation transaction without paper, auditors, and the NMFC.

Transportation commerce is at a crossroads. Shippers and carriers can choose to sit across the
table, using their power and influence to preserve margins, and understanding there wil l be winners
and there will be losers. Or they can choose to work together to solve the real problem. We urge the
transportation community to rise to the occasion to work together to optimize transportation .

We believe application of the Vested Outsourcing pioneering concepts to the unique needs of the
transportation community has the power to be a game-changer. Vested transportation™ espouses
transparency and fairness; the transportation community should quit playing a shell game and cease
bickering over fuel surcharges and rate discounts where the company with the most muscle wins.
Instead, the transportation community should rise to the occasion, working together to optimize
transportation.

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About the Authors
Peter D. Moore is a Program Faculty member for the University of
Tennessee’s Vested Outsourcing Executive Education course. Peter Moore
has over 30 years of experience in Consumer Packaged Goods, regulated
products, industrial manufacturing, third party logistics services, and
consulting. Pete is a PhD candidate (ABD) in Organizational Management
with a specialization in the skills needed to operate complex organizations.
Pete can be contacted at pmoore20@utk.edu.

Hank Mullen is a 42-year transportation industry veteran, actively providing

transportation solutions to shippers and carriers alike. Hank has substantial
expertise in the transportation industry and is a pioneer in cube-based pricing.
He is a prolific author, writing on the subject of surface transportation pricing
and regulations for Logistics Management, Inbounds Logistics, WERC,
American Shipper, DC Velocity, and PARCEL magazines. Hank currently
leads the Transportation Solutions team at Transolve. He can be reached
at hmullen@transolve.us.

Lynnette Guess has managed numerous transportation optimization

projects. Lynnette has helped to develop and refine the cube-based pricing
model and helps bridge process with people and technology to bring
companies’ transportation programs to the next level. Lynnette has co-written
numerous transportation articles and currently serves as Director of
Operations for Transolve, Inc. She can be reached at lguess@transolve.us.

Alan Van Boven is an innovator in conceptual architecture and design of

technology solutions for freight transport. Alan currently coaches enterprises
in strategy creation and execution for the Supply Chain Management
marketplace. He is an experienced executive in business and product
strategy, business development, technology innovation, organization
development and mergers and acquisitions. His current focus is on carbon
and spend management in transportation, where real economic benefits can
be achieved via technology-enabled innovation in optimization and
collaboration processes. Alan can be reached at alan@scvisions.com.

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© Vested Outsourcing 2010

978-0-9845939-1-0

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