What your dispatcher is paid to do
Loads booked and gross rate per mile can both climb while the account gets worse. Only one number moves when the desk is actually working for you.
Written for fleets of three to twenty-five trucks. No industry averages standing in for your own figures, and nothing here needs you to buy anything to be useful.
Loads booked and gross rate per mile can both climb while the account gets worse. Only one number moves when the desk is actually working for you.
It is not the logo. It is what a driver, a broker and a shipper each find when they check you out before calling.
A surcharge quoted against a national average is not the same as one quoted against your truck.
By the time the quote arrives, everything that determines it already happened.
The paperwork is not the hard part. The ninety days before anyone will give you freight is.
When a detention claim fails, ask whether it failed on entitlement or on evidence. They are different problems, with different fixes.
Drivers check whether you look real before they call. It is worth seeing what they find before they do.
The question is never whether there is freight. It is whether you can fund six weeks of a truck that has not been paid yet.
You do everything right, deliver on time, and the money is gone — because the party who hired you was never the party holding it.
Every market has a rhythm. Running as though every week is the same is how a good year still ends badly.
Your current drivers know other drivers. Asking them once, at hiring, is not a program.
Deferring a service does not save money. It moves the cost somewhere less convenient and adds interest.
When a new driver leaves inside ninety days, the first three weeks are where to look — and the causes you control are not the pay.
It is not one score, recent violations count for more than old ones, and much of what hurts a small carrier is fixable in the yard.
Your empty miles are decided when you accept the load before them, which is the only point at which you can do anything about it.
Margin and cash are different things, and a growing fleet runs out of the second one first.
A cost per mile you can negotiate against has four parts. Fuel is only the loudest of them.
Five checks, in order, before you accept a load from someone you have not hauled for — and what each one actually tells you.
The gap between an application landing and someone answering it is where a small fleet can lose the hire — and it is the one part of recruiting fully in your control.
Revenue tells you how busy you were. These tell you whether it was worth it.
The rate is the number you look at. The terms around it decide what you actually get paid.
A carrier website can describe the company, or it can make it easy to start a conversation. Only one of those produces work.
Fixed costs, fuel, deadhead, dispatch fee — your breakeven and target rate per mile, live as you type. Free, no signup.
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