What logistics partners look for in a carrier

There are motor carriers that 3PLs value and actively keep in their networks. And then there are the brokers and shippers that carriers avoid when assigning loads. How can you make sure your fleet stays in the first group?

We spoke with Peter Perrella, vice president of operations at Fuel Transport, to learn what defines a strong carrier partnership and what raises red flags. Perrella also shared his take on current market conditions and what to expect in the months ahead.

— Interview by Shefali Kapadia, edited by Bianca Prieto

What key characteristics do you look for when contracting or partnering with a carrier? And what's a red flag?

When partnering with a carrier, our focus is on what will set both parties up for success. We evaluate factors such as fleet size, types of equipment, number of drivers, and strengths and limitations in specific geographic regions. From there, we align their capabilities with our business needs and help fill any gaps to optimize efficiency and support a long-term partnership at a controlled cost. 

Safety is always a top priority at Fuel, so any safety concern is a red flag. Before partnering, we carefully review carriers’ records, including DOT inspections and overall on-road performance. A poor safety rating not only indicates potential on-road risk but also reflects how a carrier manages its internal operations. We aim to work with organizations that operate responsibly, take their business seriously and align with our culture and operational standards.

What's one thing you wish carriers, particularly small businesses, knew about working with logistics partners? 

One key insight is understanding the role we play in supporting their operations. Our goal is to identify gaps in their network and help fill them, improving overall efficiency and reliability. The more we can manage alongside them, the more we can treat their fleet as an extension of our own, ensuring smooth operations and helping them succeed as if they were part of Fuel. 

With Fuel operating a hybrid non-asset/asset model, what do you see as the main advantages of that kind of setup?

The main advantage is that, as an asset-based carrier, we have firsthand experience managing a fleet—overseeing drivers, controlling costs, maintaining equipment and ensuring safety. That perspective allows us to understand and support our partner carriers, share best practices and improve operations across the network. Rather than taking a purely transactional, per-load approach, we focus on the carriers themselves: their fleets, operations and long-term success. 

Which aspect of logistics is hardest to manage right now and why?

Every part of logistics has its challenges, from over-the-road truckload to intermodal or bulk. But the biggest challenge across the industry is inconsistency—whether it’s fluctuations in volume, client demand or external factors like the economy, trade or tariffs. When production starts and stops, or trade regulations shift unexpectedly, it can create real disruption. Interestingly, the more volume we feed into our systems and TMS, the more efficient we become, which helps us adapt and stay competitive even in a constantly changing market.  

What's one big prediction you have for the trucking industry in 2026? 

I expect we’ll start seeing more alignment across North American trucking and transportation in 2026. By the third or fourth quarter, I think we’ll have greater clarity on what the industry’s priorities are, shaped by regulatory changes and broader economic factors. There are still some unknowns, of course, but I’m optimistic that these developments will help carriers and logistics providers plan better, manage capacity more efficiently and work together more effectively. 

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