Staff shortage in the TSL industry – crisis or challenge?
Carriers have been facing the growing problem of staff shortages for several years. There’s a shortage not only of professional drivers but also of skilled freight forwarders, logisticians, and operational staff. Last year’s IRU research revealed over 420,000 unfilled trucking positions. This phenomenon coincided with a market recovery and increased demand for transport orders in Europe. This raises the question: is the industry facing a crisis or a growth-propelling challenge?
Unfilled positions cost money
The shortage of workers has become one of the biggest long-term problems for companies in the road transport industry. Experienced drivers are retiring, and there are so few young replacements that they are unable to fill the gaps. Each unfilled position generates real costs resulting from vehicle downtime, underutilization of the fleet’s full potential, limited ability to accept new orders, and the need to incur ongoing financial obligations, such as leasing payments.
Importantly, the problem of staff shortages doesn’t end with drivers. It’s increasingly difficult to find and retain freight forwarders and logisticians – qualified employees who can independently manage orders, respond accurately to crisis situations, and work effectively under time pressure. Companies that recruit or train such specialists are preventing them from leaving for competitors. The ongoing employee market is intensifying wage pressure. Salaries in the TSL sector are rising, further increasing costs.
Is it possible to fill the gap without increasing employment?
Carriers are gradually coming to terms with the predictions that the number of professional drivers or high-class freight forwarders seeking employment will significantly decline in the coming years. Instead of focusing on the often ineffective and costly recruitment of new employees and offering salaries above their potential, they are increasingly willing to invest in retaining existing employees and improving their productivity through the use of advanced technologies.
Organization, flexibility and transparency retain drivers
The path to professional driver loyalty isn’t just about high pay (contrary to appearances), but above all, about work comfort. Drivers expect predictability and a sense of security from their employers, which in practice means clearly planned routes, efficient communication with the forwarder and dispatcher, and specific guidelines for emergency situations on the road.
A flexible management approach also influences driver satisfaction and productivity. Drivers are more willing and productive when their needs are met, to the extent possible, for example, regarding route length, destinations served, or frequency of returns to base. Assigning a driver to a vehicle has become an archaic trend, as it neither allows for the full utilization of the fleet’s potential nor fosters employee loyalty.
Employees are also impressed by the transparency in salary planning, bonuses, and incentive programs. Drivers should see a clear connection between the time, location, and style of work and the amount of their pay. Clear payment rules foster positive employer perceptions and motivate safe, economical, and punctual driving.
More orders per forwarder
Modern TMS and telematics systems, already standard among transport companies, allow for the automation of repetitive processes, significantly reducing the burden on freight forwarding. A freight forwarder who doesn’t have to manually plan and optimize routes, manage settlements with contractors, monitor driver hours, or analyze various data is able to handle a larger number of transport orders efficiently and accurately. Investing in retaining a single, effective freight forwarder and equipping them with advanced tools can bring a company far more benefits than hiring several new specialists.
Staff shortages – crisis or challenge?
The staffing shortage in the TSL industry is undoubtedly one of the biggest challenges of recent years. For companies that don’t change their ways, it could spell a real crisis and a barrier to growth. At the same time, a growing body of data shows that with proper work organization and the use of specialized technologies, this problem can become a development challenge.
In conditions of permanent staff shortages, carriers that invest in the loyalty and efficiency of current employees gain an advantage.
Sources:
https://tlp.org.pl/wp-content/uploads/2025/01/transport_drogowy_w_polsce_2024_2025-1.pdf?utm_source
https://www.manpowergroup.pl/wp-content/uploads/2021/05/Raport-Logistyka-w-Polsce.pdf