Input on starting new fleet

Discussion in 'Ask An Owner Operator' started by Memphis, Dec 2, 2013.

  1. Memphis

    Memphis Bobtail Member

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    Hi all! First post! Just some background, I had another company that I sold for mid-low 8 figures and am looking into getting into various businesses. I am really attracted to the trucking business because it seems that it might scale really well.

    I have spent many hours reading these forums and it seems the general consensus is that if you run your business properly, you can make money, barring what the occasional naysayer may say (which is true in any business, really -- "glory days are gone", "not like it used to be", etc).

    From doing a lot of modeling, reading industry research whitepapers, etc, it seems that the business might be really good long term, especially if LNG pumps become more prevalent, which would greatly reduce fuel cost at current rates (albeit with a larger capital cost on your initial purchase).

    Here's what I came up with:

    Average revenue per loaded mile: $1.85 to $2.00
    Expect 10-15% deadhead miles
    Avg revenue per actual mile: 1.57 to 1.80
    Fuel cost per mile: 0.65
    Truck cost per mile (leasing, maintenance, depreciation, whatever): 0.25 to 0.30
    Misc cost per mile: (tires, incidentals, phone calls, etc): 0.10 to 0.15
    Driver cost per mile: 0.40 to 0.50

    It is my understanding that your avg revenue per mile goes up once you build more direct relationships and have more trucks to be able to service your regular suppliers and brokers promptly and reliably (i.e., there is an economy of scale to get higher rates). So once you have about 50 trucks and some good business development guys, you could expect more like $2.00 to $2.20 per loaded mile, or $1.70 to $1.98 per actual mile. I assume your costs would go by somewhat with volume pricing as well.

    This puts total costs at 1.00 to 1.20 before driver, and 1.40 to 1.70 after driver.

    So, with a small fleet, you can expect an adjusted gross (before admin costs) of -0.13 to 0.40 per mile (avg of 0.135), and with a larger fleet, you can expect something like 0.00 to 0.58 per mile (avg of 0.29).

    At 2,300 miles per week, this is adjusted gross profit of $1,345 to $2,890 per truck per month depending on your fleet size.

    Your back office costs would probably be something like $40,000 per month if you wanted to be fairly hands off and hire all the right people from the beginning -- this would cover rent and salary for a manager, two dispatchers, a secretary, a senior driver/trainer, an IT manager, a biz dev manager, and some kind of marketing/sales budget to go for the direct loads.

    So, basically, it seems the profit is really really good once you get a lot of trucks. You need 10 to 20 trucks to break even, but once you have 100+ you are making great money, maybe around $150k per month assuming $60k in back office costs and $2,100 per truck net.

    My question... is something wrong about my assumptions? If not, what gives? Why isn't everyone doing this?
     
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  3. 8thnote

    8thnote Road Train Member

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    One thing that you did not factor in is the huge liability. Just one at-fault fatality accident could put a large trucking company out of business. That being said, I would be all over it if I had a previous business that I could sell for 8 figures.
     
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  4. rollin coal

    rollin coal Road Train Member

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    Your assumptions do not consider the human element. This industry seems to have more than it's fair share of screw-ups and thieves.
     
    Wings2Wheels and Cetane+ Thank this.
  5. G/MAN

    G/MAN Road Train Member

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    Depending on the amount of cash you plan on investing, you might be better off buying an established trucking company rather than starting from scratch. If you start from scratch, you will need to hire someone with experience to guide you during the learning process. This is not a very forgiving business. You can still earn decent money, but as you may already be aware, the cost of entry can be high. With a number of trucks, you will need someone to head safety to make sure the company and drivers are compliant. Poor CSA scores can kill your business. Most of the largest carriers built their businesses through strategic acquisitions. If your business is typical, you will have some trucks that will be idle at any given time and that is a cost that is difficult to estimate without some historical data. One thing you failed to mention was the type of freight you plan on hauling. Rates will differ from one type of freight to another. There will also be deadhead miles and the associated costs. I would expect at least 10% deadhead. The more specialized your business the more deadhead miles you are likely to have. Even though there is money to be made in this business, it is easy to lose your shirt if you don't know what you are doing. With enough money, you can over come a lot of mistakes.
     
  6. 123456

    123456 Road Train Member

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    Good Luck

    Keep Us Posted.
     
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  7. Memphis

    Memphis Bobtail Member

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    Thanks all. Still investigating, but probably going to move forward. I wonder what an established carrier would cost as an EBITDA multiple. I assume a smallish one would be 2-3x. As far as modeling, I factored in dead miles into the modeling at 10-15%. And the freight, I just did industry averages based on white papers, reports, and general chatter on forums as to what people average realistically, which seems about $1.85 to $2.20.

    I ran startup costs as well. Leasing trucks seems to cost about 30c per mile, and as a new company, would require maybe $10,000 down per truck. With a year of operating capital as reserves, it might cost about $1mil all in to budget for 50 trucks within 24 months from what I can tell.

    Human factor is for sure an issue. I have a lot of business experience, and IMO the most important part to grow with scale is to implement solid operating systems and business processes from the very beginning that cover everything you could possibly think of, and spend the time and money to develop the IT systems to support this.. basically corporatize things. You have to factor for loss, theft, etc, etc. This costs more money and time at the beginning but in my previous business ventures was the difference between success and failure.

    I'm not sure about the liability risk, fatalities, safety standards, etc. You bring up a great point that has to be researched!
     
  8. Cbake84

    Cbake84 Light Load Member

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    when you do get your business started, Every time a driver comes in for hometime (assuming you will probably have guys out for 3 weeks?) pull the fuel mileage off the trucks. if you have figured you specd the trucks for 6.5 mpg and a driver comes in with a overall 7. Lets say that saved you 800 in fuel cost. If you split that with the driver, you will hopefully have a fleet of drivers that care about driving your trucks well, getting good fuel mileage. That will allow you and your drivers to be more profitable. just my 2 cents
     
  9. vanapagan

    vanapagan Light Load Member

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    I think you should look into finding a niche market where you can differentiate yourself from the incumbent competition. Look for underserved rail regions that are heavily dependent upon trucking like the NYC metro area where I am from. Being a one stop shop for the peculiarities of the market for odd sized, over-sized, hazmat loads that need to get to a port, over a bridge, or to an airport via an trucker unfriendly city like NYC is where you can set yourself apart and fill a much needed service, even if you are just providing a driver who functions like a local port pilot for an inbound or outbound truck. The "pilot" model would probably be an easier model to start up from scratch since you just need personnel and support logistics without spending vast sums on lots of rolling stock.

    It took me nearly 3 months to get cleared to drive in the Aircraft Operations Area of one of the NYC metro airports with multiple overlapping authorities each with their own background check procedures even though they send everything eventually to the TSA. Mega-carriers don't want to get involved in that hassle to deliver/pick up a load plane side and then get it out of NYC with all the tolls, permits, restrictions, extra insurance, etc.. Not to mention the investment they need in their staff with their turnover rates. The mega carriers would be happy to pay you to pick up one of the load and drop it at their depot outside of NYC. I am sure this is similar to many other large city areas and airports so the template could be repeated from city to city. I know Brinks is trying to do this but with their bureaucracy and mindset I don't see them succeeding in that space.
     
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  10. Victor_V

    Victor_V Road Train Member

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    Might make sense to view the presentation HTLD (Heartland Express) provided after Nov. 11, 2013 acquisition of Gordon trucking. Gordon operating profit 6.5%. These are both big operations (mega carriers), still their numbers bear perusing. As size goes up, operating costs do, too.

    HTLD operating profit on each of 2845 trucks: $775/week
    Gordon operating profit on each of 2000 trucks: $220 week
    (Obviously HTLD runs tighter ship. Both run mainly short to medium haul.)

    Slide presentation: http://www.heartlandexpress.com/uploadedFiles/Investor/Investor Slides 11.11.13.pdf
    Press release: http://www.heartlandexpress.com/uploadedFiles/Investor/Gordon Transportation Release.pdf

    On the other hand, I pull for a Haz outfit, vans and tankers. All loads originate in Indy and return to Indy, some triangles, some long runs NY, NM. Under 100 trucks. Older trucks, all KW T800, 1 mechanic to every 4 trucks or so, 24-hour shop except weekends. It's a moneymaker. Single owner, turn-key operation by a top-flight mostly one-deep, very experienced management layer that report to a general manager who basically calls the shots for the owner.
     
    Last edited: Dec 2, 2013
  11. G/MAN

    G/MAN Road Train Member

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    Trucking has not been doing extremely well since the crash in 2008. Things have improved, but not yet back to 100%. There have been many casualties. I could not say what you would pay for an existing entity, but there could be advantages, such as an established company with a track record and experienced personnel. You might even find a company that is financially strapped and the owner doesn't have the cash reserves to do well or even keep the doors open. About 2 years ago one larger carrier went into bankruptcy, Arrow Trucking. It was quite a mess and is still ongoing. At one point a white knight might have been able to come in and save the company at a significant discount. I believe that they had over 1,000 trucks at the time. There are smaller carriers around if you have the time and patience. My guess is that you could find a carrier that has 100-300 trucks and the owner would like to get out of the business and retire or do something different.

    Your greatest challenge, other than learning the business, will be recruiting and retaining qualified drivers who will take care of your equipment. This industry has a high turnover. If you have been able to build a business to the point of selling out for 8 figures, I am sure you will find a way to make it work for you.
     
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