Solving the Profit Equation: How 3PLs Can Make Money with LTL Shipping

Running a 3PL without Less-than-Truckload (LTL) shipping is like trying to solve for profit without the missing variable. You can line up customer experience, operations and vendor management all you want, but without LTL in the equation, the math never works out.

For many 3PLs, LTL has a reputation for being too complex. Too many Carriers, too much variability, too many moving parts. It can feel easier to stick with full Truckload or Parcel and avoid the headache altogether. But here’s the truth: LTL is not a risk. It is an investment. It is the x-factor that balances the equation and turns a good 3PL into a complete one.

When you solve for LTL, you unlock opportunities in the four areas that matter most: customer experience, operations, profitability and vendor management.

Don’t Let Capacity Issues Lead to ‘Bad Blood’ with Customers

Last week, thousands of Taylor Swift fans were booted from online queues while trying to purchase pre-sale concert tickets from Ticketmaster when the site crashed due to overwhelming capacity issues. Making matters worse, the national ticket seller opted to cancel plans to open ticket sales to the public later in the week.

Finding Opportunity in Supply Chain Disruptions

With great challenges comes the opportunity for change and growth. It forces you to think outside the box and deploy new tactics to overcome disruptions. With no end in sight for the current challenges in the supply chain, you may want to take another look at implementing a technology solution that will help you conquer those issues. Technology can enhance your visibility and efficiency while helping to control your freight costs to more effectively manage your shipping needs.

Forecasting the Future of Freight

Wouldn’t it be nice if we could see what the future of freight and the supply chain will be in 2022? Industry experts predict that we will still see backlogs of shipments, labor shortages, capacity issues, rate increases, and lack of warehouse space at least within the first few months of the year. If only we had a way to determine how to navigate these issues or some type of crystal ball that we could use to help us predict where we will be six months or a year from now, we could more efficiently and effectively plan for the course ahead.