Picking my own freight baby! My journey to & of being on Schneider choice, the Adventure & Numbers!

Say there are 15 in house people working training, 10 doing road/hard skills and 3.5 doing classroom/softskills and 1.5 in a management role. When you shut down the training group 5 of the road guys climb back in the truck and got OTR with the company, 3 go across the street to the cdl school, 2 leave the company. The manager and 2 other inside guys get new jobs with corporate, one leaves and one goes back on the road.

Six months later you only have 6 of the 15 in a position to easily return to their training roles - if they even want to. Now you need to find 9 new people, train them and deal with the inevitable screwups.

When I went thru orientation my classroom instructor was training two others in how to do the paperwork etc. It quickly became a circus.

 

Maintain, don't gain I get. Even agree with. But we could be using this time to increase the quality of new hires. Or increase and improve their training.

Another thing to think about is the added capacity needed to haul the same amount of freight. The change to the elogs last November has had a serious impact in the amount and way I drive. I easily lose 15-20 minutes off my 70 a day.

In real numbers we only turn.over about a third of the fleet each year. The problem is we turn that same third over 3 times.

 

A thought to consider, Schneider has a contract with freightliner to buy x amount of trucks every quarter/year.

Also Schneider's main focus is market share. And they must have capacity in order to service our customers. I see a lot of loads (on my board) still available same day/next of ship date that must be rescheduled or brokered.

Our side just added a GREAT new customer that we got from Covenant. I arrived at the shipper to see a company team was also there. The customer asked the company team to help move a couple trailers and they said no, and gave a crap excuse. I said of course I will move some trailers for you. This is a new WELL paying customer, we must grow our market share and that crap doesn't help.

BTW we are second to Swift in earnings.

 

I started to post the same thing, before I read your post.

 

Being happy about how are business is running is cool but we're still getting shafted...I do very well but it still doesn't take away the feeling that we're getting######... every load is almost 45-50 milees than what's posted.. So that brings the dpm down.. and they pocket or eat off of that.. Sure bringing home 2000 a week is good but if I know can make 2600 I want the other 600 or at least have the room to negotiate the rates... What we "see" is what we get.. Even if the load goes from 500 miles to 550 actual miles.. That's bs to me..I remember being at b Mercer and when I delivered to a place they said no wait you gotta do down the street to our other building..I called and got an extra 50 for going two blocks.. Little things like that go along way

 

Did you ever understand what estimated loaded rate and estimated total rate meant?

 

Estimated is a cya word interjected into contract language to protect said entity from having to actually disclose exact figures or rates.

Does anyone on here think Schneider Logistics contracts with customers carry the wording "Estimated" ?

Where we lose is we Contract with SNI and SNI only has 1 customer. Schneider Logistics. Therefore legally SNI is covered because Logistics offers the loads to SNI at whatever rate they think any paticular lane is paying.

It's a shell game and we're never going to win.

 

Smh yo you're a smart arse to everyone you talk to huh smh. You're the reason this program won't excel or get back to where it used to be.. Stop Brown nosing

 

I'm glad someone here knows business and not just talks about it.