The tech trap small carriers keep falling into

Many small motor carriers are making a big mistake when it comes to technology. They feel pressure to purchase software to keep up with their peers, without clearly defining how the tech solves their existing problems. 

Sound familiar? If you've ever fallen into this trap, Brad Forester, founder and managing partner of JBF Consulting, has plenty of tips to avoid it. He shares how carriers can prioritize tech investments and make sure they line up with business priorities—even on a small budget.

—Interview by Shefali Kapadia, edited by Bianca Prieto

What is the biggest mistake small motor carriers typically make when implementing technology?

The most common misstep is treating technology as the starting point instead of the solution to a clearly defined problem. Many smaller carriers adopt tools, such as a TMS, routing integration or AI functionality, because they feel pressure to keep up, but without aligning those tools to how the business actually operates. When that happens, the system may function as designed, but it doesn’t meaningfully improve performance. 

In most cases, the issue isn’t the technology, but rather the lack of clarity around workflows, decision-making and data consistency within the organization. Technology tends to amplify whatever is already in place, whether that’s efficient or not. For smaller organizations, there’s less margin for error. The better path is to first define what success looks like operationally, then implement tools that directly support those priorities. 

For small carriers with limited resources or small budgets, what kind of technology investment should they prioritize and why? 

Focus first on tools that bring consistency and visibility to day-to-day operations. Before exploring more advanced capabilities, it’s critical to have a reliable way to track loads, understand costs and measure service performance. For most carriers, that starts with a practical TMS or dispatch system that organizes workflows and captures usable data. That foundation makes everything else more effective. Without it, newer technologies struggle to deliver value because they lack the inputs needed to generate meaningful insights. 

There’s a lot of excitement around automation and AI, but those tools depend on clean data and defined processes. For smaller fleets, the goal should be establishing control and clarity in core operations first and then expanding into more advanced solutions once that baseline is in place. 

If a fleet exec is feeling overwhelmed by the technology options available to them, what advice would you give them? 

It’s easy to get lost in the volume of options, especially with so many solutions promising similar outcomes. The key is to step back and focus on business priorities before evaluating technology. 

Start by identifying the specific challenges you need to address and what success would look like if those issues were resolved. That creates a filter for evaluating which tools are actually relevant. From there, build a phased plan that aligns investment with impact, rather than trying to solve everything at once. When decisions are grounded in a clear strategy, the field of options narrows quickly. Without that foundation, it’s easy to invest in solutions that don’t move the business forward. 

In what ways do you see AI transforming the trucking industry?

AI is beginning to influence both the driver experience and operational decision-making. In the cab, there’s an opportunity to simplify how drivers interact with increasingly complex systems. Instead of managing multiple tools, AI can help streamline information and reduce distractions, allowing drivers to stay focused on the road. 

On the operations side, AI is being applied to areas like route planning, dispatch support and communication. It can help fleets make faster, more informed decisions while improving efficiency and reducing unnecessary miles. Adoption will take time, particularly given the human element involved, but the long-term value is in supporting better decisions and making day-to-day execution more efficient; not replacing people, but enhancing how they work. 

Inside Lane's Take

When it comes to tech, more doesn't mean better. Trucking leaders should start with clearly defined problems, then seek out solutions that specifically address those issues. And while AI has plenty of potential to make logistics operations more efficient, a strong foundation first is key.

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The Inside Lane is curated and written by Shefali Kapadia and edited by Bianca Prieto.