First Glimpse of Autonomous Trucks in Arkansas: Uber Freight

When people find out I write about trucking, they most commonly ask about autonomous technology. Is it really real? How soon before we will see it on the highway next to us?

Well, in short, it's already here. Otto, a newly acquired division of Uber Freight (yes, that Uber), went ahead and delivered the country's first commercial cargo load (of Budweiser) using driverless technology a few weeks ago. You can watch their promo video about it below.

That same Uber Freight just joined the Arkansas Trucking Association, which has prompted the group to officially discuss the prospect and agree to push it up their legislative priority list. This is a big step for the association's board, filled with executives at "traditional" trucking companies.

Ultimately, much of the industry agrees: "It's not a matter of if but when." The real challenge, as my story reports, will be convincing the rest of us that we're okay with it.


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Robotic trucking assessed for state

Division of Uber joins association

By Emma N. Hurt

Arkansas Democrat-Gazette

Uber Freight joined the Arkansas Trucking Association on Thursday -- less than a month after Uber successfully delivered the nation's first commercial cargo load using driverless technology.

The association now has ramped up its discussion of how unmanned commercial vehicles might make their way to Arkansas.

"As an industry we're really curious about how they perceive us and our future," said Shannon Newton, president of the association. "I think it offers us some insight and some access into what's going on."

She said she was "excited" about Uber joining the association and what it might mean for trucking in Arkansas. Uber has applied to 10 state trucking associations around the country but could not be reached for comment.

Uber Freight consists of two arms: a freight brokerage segment matching carriers to cargo; and Otto, an autonomous vehicle technology firm that Uber acquired in August.

In late October, Otto successfully delivered the nation's first commercial cargo load on 120 miles of Colorado highway with the driver seated in the back for most of the trip. He took the wheel to navigate on and off the highway and on smaller streets.

The National Highway Traffic Safety Administration has adopted six levels of vehicle automation, ranging from total human driver control at level 0 to driverless vehicles at level 5. Many vehicles already are at level 1, in which cruise control, lane-centering or automatic deceleration/acceleration can sometimes assist the driver.

Otto's vehicle, like Google's self-driving car, is at level 2, in which the driver can give up control under certain conditions and rely heavily on the vehicle at times. Level 3 is complete automation in some driving scenarios, but the driver must be ready to take control if the automated system requests it. Level 4 means a system functioning at the same total performance of a human driver, but only in certain environments under certain conditions.

"I think it's the future, to some degree," said Doug Voss, associate professor of logistics at the University of Central Arkansas and member of the Arkansas Trucking Association's board. He said the general consensus among the board members who approved Uber's application to join the association is "soon there are going to be automated trucks on the road. The technology will be there before people are ready for it."

Voss said the technology should be completely ready within the next 5-10 years, though public opinion and the regulatory environment likely wouldn't allow for large-scale implementation for another 20-30 years.

"They already have it now," the board's chairman, Butch Rice, said of the technology.

"Their software is so much more advanced than all the other processes necessary to get there," added Rice, chief executive officer and president of Stallion Transportation Group in Beebe. "Having to sell that to the public is going to be their biggest hurdle."

"The savings and the potential benefits of the technology are pretty astounding really," Voss said of the potential fuel savings and the opportunity to make trucks safer with tools such as vehicle-to-vehicle communication. "Safety for us is always the top priority we consider."

One of those technologies -- platooning -- is when multiple trucks are electronically linked so they can follow closely behind one another safely. It saves fuel by reducing aerodynamic drag, and can also allow drivers to take turns sleeping. In 2015 the National Renewable Energy Laboratory found that a team of two platooned vehicles can reduce fuel use by up to 6.4 percent.

Vehicle-to-vehicle communication consists of wireless transmission of information between vehicles on the road about things like speed, position and traffic information.

While a handful of states have passed legislation allowing for regulation of this kind of autonomous vehicle technology, Arkansas has not. However, Uber Freight's application has given the association more of a reason to discuss it seriously.

Newton said Uber Freight is interested in exploring the use of its technology with Arkansas companies.

"In order to have that conversation, we need to shuffle it up the priority list within our organizational topics," she said. "We're going to have this opportunity now. They're going to come in and want us to at least entertain legislation that would be advancing automation and autonomous vehicles, in-cab technology, etc. We need to decide, are we agreeable to that?

"We've got to be ready to talk about that and decide whether our members are willing to engage on those issues," she said. And in talking to board members, she said she believed they were.

Voss said that over his year and a half on the board, this was the first time he had heard a conversation about the topic.

"The issue is so new that I don't even necessarily think that the state knows how to attack it yet," he said. What exactly the association will work on has yet to be determined, but the conversation has started.

"We'd prefer to have a seat at the table rather than sitting on the side," Rice said about the new technology. "I think that's the biggest part of it for us."

Business on 11/12/2016

From Tontitown to Monterrey: Arkansan Trucks in Mexico

Have you ever wondered how your things get between here and Mexico? If not, that's probably thanks to transportation and logistics companies getting the job done. However, it's not simple, and it's very important...$376.6 billion annually important. Many Arkansas trucking companies have made this a part of their business portfolio, but one in particular has prioritized it.

Between a trucking conference in Oklahoma and my second earnings season, I have been a little caught up in my beat. But even though the story ran a few weeks ago, I thought I would still share it.


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P.A.M. prides itself on Mexico inroads

By Emma N. Hurt

Arkansas Democrat-Gazette

Many Arkansas trucking companies include service in and out of Mexico in their portfolios, but P.A.M. Transportation Services Inc. in Tontitown has worked to make it a featured specialty.

In 2015, 5.5 million truck movements transported $376.6 billion worth of goods across the U.S.-Mexico border, and since 1995, U.S. exports to Mexico have grown 355 percent. It's an important market for both countries, though that doesn't mean it's easy.

"I've heard U.S. carriers say, 'We're going to expand to Mexico.' And I think to myself, 'How are you doing that? What's your plan?'" said Dan Cushman, president and chief executive officer of P.A.M. "Because, yeah, it's a great opportunity, but I've got to tell you, if you don't cross all your t's and dot all your i's you're going to get in trouble. I've seen carriers start a Mexican service and all of a sudden you're out because you didn't fully commit."

 SPECIAL TO THE DEMOCRAT-GAZETTE  P.A.M. Transportation trucks cross the Mexico border at Laredo, Texas.

SPECIAL TO THE DEMOCRAT-GAZETTE

P.A.M. Transportation trucks cross the Mexico border at Laredo, Texas.

Besides the language barrier, the traffic laws and regulations differ vastly between the two countries. For example, Mexico has no hours-of-service equivalent on the books.

Another layer of complexity involves the U.S. Customs and Border Protection's Customs-Trade Partnership Against Terrorism program. The certification, now standard for carriers working in and out of the U.S., classifies compliant companies as low-risk, which generally speeds up border crossings. Companies must pass regular facility and equipment inspections to maintain membership.

As a result of these circumstances, most carriers' preferred modus operandi -- known as through trailer service -- entails switching a trailer between up to three different tractors and drivers: an American trucking company drives to a gateway such as Laredo, Texas, and passes off the trailer to a shuttle carrier that takes it across the border, where it is finally switched to a Mexican partner carrier that completes the delivery. Then the trailer is loaded up with new cargo and sent back to the U.S. the same way.

"In my opinion, it's a better and safer model," said Billy Cartright, senior vice president of operations at USA Truck in Van Buren. USA Truck does about 20 percent of its business in and out of Mexico using the through trailer service model.

"The Mexican drivers have done it; they know how to do it. I don't need to intervene in that," Cartright said. "It's better to leave it at that than try to educate my fleet of 2,000 drivers."

Another component of the decision is safety, Cartright said. "The safety of our drivers is important, so we feel more comfortable operating with our partners down there who know how to do it right."

Since Cushman's arrival at P.A.M. in 2009, he has prioritized expansions in Mexico, now about 45 percent of total business. P.A.M. de Mexico has an office based in Monterrey, Mexico, with 16 employees handling everything from customer service and collections to sales. They also manage 45 partner carriers and conduct annual quality control reviews of those partners.

Fernando Gonzalez, vice president of P.A.M. de Mexico, runs the office and explained that his job encompasses all components of P.A.M.'s business in the country.

"We average 750 trailers inside Mexico at a time, so one of the main responsibilities is to make sure that those trailers run in and out quickly," Gonzalez said.

This means checking on customers, handling any safety or security issues, dealing with any border problems and staying aware of new Mexican regulations.

Gonzalez explained that through trailer service has become an "industry standard," as opposed to a U.S. company adding an in-house Mexican carrier to handle its business.

Notably, J.B. Hunt experimented with this model with Hunt de Mexico in the early 1990s, though today they use the through trailer service model favored by most competitors. The company had no comment for this story.

According to Cushman, creating a Mexican entity tends not to work because customers develop trust in certain Mexican carriers and are often unwilling to take a risk on new ones. His board of directors periodically floats the idea of buying a Mexican carrier and establishing their own, which he always cautions against. When visiting prospective customers, he said, "Nine out of 10 times they will ask who we use for our Mexican carriers," and then that customer makes clear they only do business with a certain carrier.

Carriers with Mexican entities then have to approach the competitor the customer prefers to keep the business. Those other Mexican carriers, however, "know you will be trying to sell [the customer] on your own services the whole time," Cushman said.

Beyond that, it is difficult to get insurance coverage for a Mexican entity, said Sean McNally, vice president of public affairs and press secretary of the American Trucking Associations.

Even though ABF Freight and ABF Logistics make less than 5 percent of their revenue in and out of Mexico, Kathy Fieweger, chief marketing officer for Fort Smith-based ArcBest Corp., called it "very" important to their portfolio. "It's about capabilities and full-scale supply-chain services," she said.

Cartright at USA Truck called it a "critical" part of their offerings. "It's another feather in our cap to say that we can provide this solution."

"Our Mexico service operations differentiates us," Cushman said. A reputation for being able to manage that process lends P.A.M. "instant credibility," he explained, because others know how complicated it can get.

"I look at Mexico as a brotherly country," he said of doing business there. "They're an extension of who we are and what we are. And when I go to Mexico, I believe that that's how they view me. It's such a great partnership."

 

The J.B. Hunt Story

J.B. Hunt Transport is the Fortune 500 trucking company based in Lowell, Arkansas that comprises a large part of my beat coverage. Its late founder is being inducted into the Supply Chain Hall of Fame tomorrow (alongside Henry Ford and Malcolm McLean) for his industry-changing deal with the Santa Fe Railway Company, which made intermodal transportation work for the first time.

I heard from his widow and business partner Johnelle Hunt for the occasion, as well as many others from the company and industry about how intermodal happened, and why it's such a big deal. It's a long story, but trust me, a lot shorter than I could have written, given all that people wanted to say on the subject.

Over the few hours I spent interviewing Mrs. Hunt, 84, I learned a great deal about her husband, the early days of trucking in NW Arkansas and that she has an admitted weakness for shoes (as her husband had one for cowboy hats). We also realized that in fact, one could argue she helped create my job, since the paper has a reporter covering each of the three Fortune 500 companies and their industries here: Walmart, Tyson Foods and J.B. Hunt.

One thing was clear from our conversation: she's a tough businesswoman. Though she is reportedly worth over $2 billion, when J.B. suddenly died she came out of retirement in her mid 70s to take over his real estate development company, Hunt Ventures. (At the time he was involved in close to 90 projects.)

We spoke in the penthouse office he had designed, which remains much as he left it, featuring panoramic views, much memorabilia and "J.B. Hunt" embedded in the marble floors. I was, therefore, surprised when she said she's thinking about moving. When I asked why, she replied, "Well, we have about 16,000 square feet here, and we don't need this much space. I can rent that out for a lot!"


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J.B. Hunt to be bestowed hall of fame seat

Widow recalls speedbumps, triumphs of trucking firm

By Emma N. Hurt

Arkansas Democrat-Gazette

September 25, 2016

Johnnie Bryan Hunt was a truck driver in Little Rock when he suggested to his wife, Johnelle, that he quit to start a new business in Stuttgart. Tired of being home alone, she made him promise one thing: "that we will never own another truck."

She tells the story with a laugh because years later, in 1969, Johnnie Hunt bought five tractors and seven trailers. J.B. Hunt Transport Services Inc., the company it has become, last year boasted $6.2 billion in revenue, making it the fourth-largest for-hire trucking company in the country. Forbes currently ranks Johnelle Hunt as the fifth-wealthiest self-made woman in the U.S.

One of the reasons for the growth was J.B. Hunt's partnership with the Santa Fe Railway Company in 1989, the first successful venture in intermodal transportation between the rival industries. The idea was to share freight between the modes to maximize the long-haul efficiency of rails with the short-haul capabilities of trucks.

Kirk Thompson, then president and current chairman of the J.B. Hunt board, called it "one of the best decisions in the history of J.B. Hunt Transport." Johnelle Hunt dubbed it "our golden goose."

The foresight and willingness to take an expensive risk earned Johnnie Hunt a spot in the Council of Supply Chain Management Professionals' inaugural Supply Chain Hall of Fame class. The criteria for admission? Supply chain professionals who have "changed the world we live in," said Brian Hancock, a member of the council's board and chairman of the hall of fame development committee.

He will be inducted alongside Henry Ford, the founder of Ford Motor Co., and Malcom McLean, the developer of the modern shipping container and a friend of Johnnie Hunt.

Though Johnnie Hunt died in 2006, Johnelle Hunt and their two children will attend the the council's annual conference in Florida to accept the award on his behalf Tuesday.

"J.B. Hunt said, 'I'm willing to forgo my driver, truck and trailer and share that with the railroad, because I think it's more valuable for the U.S. economy and my customers,'" said John Kent, director of the supply chain management research center at the Walton College of Business at the University of Arkansas in Fayetteville. "It was really risky for anyone in a trucking company to go out on that limb and disrupt the trucking business. Most of us humans won't do it, but for entrepreneurs, it's part of being an entrepreneur."

"Sometimes I would say, well he never did go to school and learn that you can't do it," Johnelle Hunt said of her husband's entrepreneurialism. Johnnie Hunt, one of seven children raised during the Great Depression in Cleburne County, started school at age 4 but dropped out in seventh grade. The 10-year-old had to go to work cutting timber at his uncle's sawmill.

Soon, he met Johnelle, a 16-year-old from Heber Springs. By age 21, Johnnie Hunt was trying to design a way to package and distribute wood shavings for poultry litter.

"I'm in high school, and he has me typing letters to manufacturers," Johnelle Hunt recalled.

She continued as his partner in business and life until his death and afterward. The Arkansas Business Hall of Fame inducted them as a couple in 2001. At the company she was very involved, collecting debt, keeping the books and paying bills. When Johnnie Hunt died suddenly, she came out of retirement to take the helm of his real estate development company, Hunt Ventures.

In the beginning, though, he drove trucks out of Texarkana and Little Rock while she stayed with their children. When he came home, he would "sit at the table and draw and draw and draw," trying to design the machine to package the wood shavings, she said.

"He always was thinking. His education was driving those trucks all those years, because he had so much time alone."

While driving through Stuttgart, he noticed people burning rice hulls and decided to find a way to sell that byproduct instead. No one had ever managed to find a way to pack them because rice hulls are difficult to compress. Johnnie Hunt eventually did, and the family moved to Stuttgart where, in 1961, they founded J.B. Hunt Co.

Their first year in business they lost $19,000. Ignoring advice to close up shop, the Hunts kept going.

"We never lost any money in the rice hull business after that. We got up the next day, and we just kept working," Johnelle Hunt said.

Eight years later, at the advice of Hudson Foods founder Red Hudson, Johnnie Hunt made that first purchase of tractors and trailers to haul poultry to the West Coast. After a bank loan, the Hunts were officially back in the trucking business, and they moved to Northwest Arkansas.

They did not sell the rice hull business until 1983, when the company went public. It remains in operation today, still using the same machines Johnnie Hunt designed and patented.

"The first 10 years of the trucking company were really a struggle," Johnelle Hunt said. "Everything we touched didn't turn to gold, and everything we did didn't work, but we always tried to make it work. When you know the path you're going down is not working, though, you have to know when to stop."

"With any innovative company, there will always be things you try that don't work. That's just par for the course with being innovative. The key is to find out how to maintain a degree of resilience that allows you to keep on moving," said Terry Esper, associate professor in the department of supply chain management at the Walton College.

Johnelle Hunt agreed, saying resilience and lack of fear of failure were key to her late husband's success.

"We knew if it all failed we could go back to where we were and be happy," she said. "I think that's the secret -- don't be afraid. Because if you're afraid of losing, you'll never make it."

When the trucking industry deregulated in 1980, Johnnie Hunt and others were able to take advantage of the free market. When the company went public in 1983 "millionaires were made in one trading day," his son Bryan wrote in a letter marking his father's retirement from the company in 2005.

Then Michael Haverty from the Santa Fe Railway Co. approached Johnnie Hunt with a new idea. Haverty had written a thesis in business school about how a railroad and a trucking company should team up to provide door-to-door deliveries, but when he first promoted the idea, people said, "this guy doesn't understand that railroad companies and trucking companies hate each other," Haverty recalled.

At that time, as today, the two industries competed intensely for freight. Haverty was confident in the logic of the idea that capitalized on the two industries' strengths.

After visiting them in Lowell in 1988, he invited Johnnie Hunt and then-President Kirk Thompson to see how it could work by riding a passenger car on a freight train from Chicago to Kansas City.

"We got down to Galesburg, Ill., and J.B. walked over to me and said, 'Haverty, we've got a deal.' I said, 'What's the deal?' He said, 'I don't know, but we're going to do it,'" Haverty recalled.

The deal began with a handshake in October 1989, and they signed the official contract in June 1991.

"We were both determined it was going to work, and we told our people to make sure that it did work," Haverty said.

Despite the overhead cost of new containers and equipment to enable the transitions from tractor to rail, "After a year of business there was $30 million worth of revenue. Today, BNSF [Railway] makes $1 billion annually from that handshake," Haverty said.

Last year, J.B. Hunt Transport made about $3.7 billion in revenue from its intermodal segment, comprising about 1.8 million loads and about 60 percent of its total business.

"This deal changed the entire landscape of long-haul freight transportation in America," Thompson said. "Many truckers and truck lines scoffed at this new operation and said we would fail. Thinking outside the box ultimately led to one of the best decisions in the history of J.B. Hunt Transport."

Haverty also faced skepticism from his peers, though it quickly faded. He was inducted to the National Railroad Hall of Fame, which is housed in Galesburg, due to its history as the site of that handshake in 1989.

"There's not anybody in the trucking or rail industries, as far as intermodalism is concerned, more deserving of a hall of fame [than J.B. Hunt]," said Haverty. "He was an entrepreneurial individual. His gut told him when things would work."

"It's interesting," explained Matthew Waller, dean of the Walton College and founding chair of the supply chain management department. "If you look at companies historically, when they focus on delivering value to customers, they wind up doing these things that seem counterintuitive."

According to Bryan Hunt, chief operating officer at the time, when he questioned why the company should turn over freight to their railroad competitor, his father responded, "The customer wants the best for the least, and that's what the railroad and us can do."

The deal would have macroeconomic effects, too. Kent explained that in 1980 about 18 percent of the U.S. economy was attributed to inventory and transportation costs.

In 2015, that number was down to 8.5 percent, he said. "A significant portion of that is because we've put trailers on the railroad."

J.B. Hunt's commitment to entrepreneurialism and prioritization of customers seem to remain at the company today.

"The thing that I know for sure about J.B. Hunt is that they really pride themselves on being innovative," said Esper. "It's not just because they think of these ideas; it's because they have a culture that encourages them."

President and Chief Executive Officer John Roberts said the company is "extremely fortunate to have had Mr. Hunt as our founder. His entrepreneurial legacy lives on at our company and continues to motivate us to achieve greatness."

Esper said students with work experience at the company "are much more attuned to the issues out there and are looking at those issues in a much more innovative way."

Esper is an officer at the council and has been involved with the group for 20 years.

"This honor is something we should be particularly proud of in Arkansas," he said. "There was an entire field to choose from, and his contributions were deemed worth recognizing in its inaugural class."

"I think it's a representation of the kind of people we produce here in Arkansas."

Johnelle Hunt said that while she and her husband thought about quitting, they never thought about moving from Arkansas.

When they used to do investor "road shows" to present the company to potential shareholders, "The first thing he would say, is 'We are from Lowell, Ark. -- the center of the universe,'" Johnelle Hunt recalled. "And Lowell wasn't even on the map yet."

SundayMonday Business on 09/25/2016

Print Headline: J.B. Hunt to be bestowed hall of fame seat

Arkansans in Chicago

Recently, my beat led me to two North Little Rock natives who founded a startup in Chicago. Their service matches people with pickup trucks and vans to people and businesses that need bulky things "schlepped," on the customer's timeline with reasonable prices. Meet Schlep: the thing you wish you had the last time you moved.

Photo by Special to the Democrat-Gazette

John Godwin (left) and Hunter Riley, childhood friends from North Little Rock, have started a company in Chicago that pairs people with pickups and other large vehicles with customers needing items moved.


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Boyhood chums find market ready for Uberlike mover

By Emma Hurt

Arkansas Democrat-Gazette

When Hunter Riley decided to help his brother out by hauling art from his North Little Rock gallery to Chicago in his pickup, he didn't anticipate it would lead to an entirely different career path.

While there, someone heard Riley had a pickup and asked for help moving a credenza. Something soon became clear to Riley and his childhood friend John Goodwin, a fellow Arkansan working in advertising in Chicago at the time.

Growing up on Topf Road in North Little Rock, the two childhood neighbors always had a friend with a pickup. Not so for many people in places like the Windy City, they realized.

So they founded Schlep to match people with large vehicles and brawn to customers who had bulky items too big to be easily moved but too small to justify hiring a moving service.

"You're going to call on anyone with a truck and an extra set of muscles if you have something heavy to lift across town," said Riley, who has a background in international development and nonprofit and startup consulting. "We really formed a vision around that ... anyone with a pickup truck, a cargo van or SUV could utilize them in a way to make extra money."

"We consider ourselves part of the 'gig economy,' the idea that anyone can plug in through our platform and our marketplace, the vision that individuals with these resources could make extra money." Short-term rental company Airbnb and ride-sharing service Uber are examples of this kind of marketplace, providing platforms for part-time income to independent contractors.

Schleppers, as the movers/drivers are called, go through three levels of vetting before they can claim jobs: personality, professionalism and full background checks.

"The screening process is the most important part and the reason we've grown in such a particular way," Riley said. "It really boils down to 'are you comfortable with this person? Would you be comfortable with them in your home?'

"We're offering an independent contractor network for people to make extra money with the neighborliness from Arkansas, the idea that the person delivering your things is someone you'd want to have a conversation with," Riley said.

The company's tagline, "Your Neighbor with a Truck," encapsulates this.

"We're just two Arkansas boys bringing Arkansas values to a Chicago-based company," Riley said.

Once the pair started digging into the issue, it became clear that there were individual and business needs for this service. Event planners, interior designers and furniture stores previously had to rely on expensive and large moving companies and courier services often unable to handle quick turnarounds.

"We still Schlep for consumers who have a one-off need like for a move, but we primarily plan to make ourselves part of the local logistical business, insert ourselves into this ecosystem," Riley said.

"Prior to using Schlep, we would contract out our Chicago-area moves to different providers. This was costly and not scalable," said Schlep customer Michael Stone of Interior Define, a Chicago furniture store. "Partnering with Schlep provides us with the security and efficiency to handle any type of move and has really made a huge impact on our business in Chicago."

"Everyone wants to associate our business as the Lyft or Uber of," Riley said. "But we never saw that as the end-all, be-all of the company. We've adopted a hybrid model."

Independent contractors range from people with seasonal jobs and students to Crossfit instructors. These "Schleppers" get first dibs on jobs posted on the Schlep app, planned generally a week in advance, unlike the instantaneous Uber or Lyft. However, also unlike the popular ride-sharing services, Schlep has six full-time employees who do deliveries, promote and work events, and train independent contractors. Full-timers are relied on if no one is able to take a job.

All contractors are paid per move. Each delivery's price is determined based on how far something has to go and how many "obstacles" are involved, like a staircase or elevator. Riley estimates a typical Schlep is a sectional sofa moving about four miles with one obstacle, which costs about $75-$80.

"Honestly, I think it's one of the best workplace environments, because we [Schleppers] create it," said Josue Barrera, who has replaced two part-time jobs with a job with Schlep on his own schedule. "Yes, the standard set by Schlep is high in regard to quality, but I'm practically working for myself. I'm my own boss.

"I think of Schlep as a broker providing customer leads. I just show up and do the easy part -- lift couches, etc."

Since their first Schlep delivery on Sept. 1, 2014, the company raised investment capital and has now set a goal of $1 million. They currently handle hundreds of jobs per month.

"It is a great idea -- simple and beneficial for the community, especially on short notice," said Aaron Wolf, a part-time contractor and full-time outfitter and wilderness guide. "People love it."

Riley and Goodwin hope to expand the company nationwide.

"The ultimate vision is to really define the Schlep niche," Riley said. "We think this is a niche that doesn't yet have a solution. It's too often defaulted to people doing it themselves or having to spend way more money than they should."

SundayMonday Business on 08/14/2016

Print Headline: Boyhood chums find market ready for Uberlike mover

Rite of Passage for any Business Reporter?

...the first quarterly earnings story! Mine is about trucks and trains.

For those unaware, I recently moved to Fayetteville, AR to start a job covering transportation for the business desk of the Arkansas Democrat-Gazette. Needless to say, it's been a bit different than Southeast Asia. However, this paper has proven a great, stable place to start out a career as a business reporter, full of smart people willing to answer my many questions.

(Don't think I'm a total fish out of water though; NW Arkansas has a solid contingent of Lao and Thai immigrants. There's even a Hmong food truck!)

While I know you are all about to sign up for an ADG subscription, here's a preview:


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J.B. Hunt's earnings up 1.5%

Net income of 92¢ per share misses analysts’ average by 5¢

By Emma N. Hurt

Arkansas Democrat-Gazette

This article was published 07/19/16 at 5:45 a.m.

J.B. Hunt Transport Services Inc. reported Monday its second-quarter net income was up from last year, but for the second year in a row, the company missed analysts' earnings predictions for the period.

A net income of $105 million, or 92 cents per share, was a 1.5 percent increase for the Lowell-based company, from $103.4 million or 88 cents per share, for the same quarter of 2015. The company posted $1.62 billion in revenue, up about 5 percent from last year's $1.54 billion.

The average of 25 analysts polled by Yahoo Finance had predicted 97 cents per share for the second quarter. Revenue matched the average of 19 analysts' estimates.

The company lowered its expected earnings for 2016 to 7 percent, from a previous 9-12 percent projection, citing higher rail costs and "customer rate behavior." Shares dropped more than 4.5 percent in trading on the Nasdaq exchange Monday, after the release.

"I think basically the messaging is the pricing environment has become more competitive. Specifically there are probably customers pushing back on pricing because there are other transportation options. The greatest competition is coming from other trucking companies," explained Brad Delco, a transportation analyst for Stephens Inc. in Little Rock.

J.B. Hunt's intermodal revenue increased by 3 percent, from $904.9 million in 2015 to $933 million this year, rebounding to close to its 2014 levels of $930.7 million. The company explained that last year's issues with West Coast ports have continued to be mitigated, pointing to continued load growth in both its eastern and transcontinental networks.

J.B. Hunt is the largest intermodal truckload carrier in the United States, meaning shipping of freight containers using multiple modes of transportation.

The intermodal segment's operating income was down 11 percent to $105.6 million from $118.6 million in 2015, reportedly due to rail purchased transportation, equipment costs, insurance and claims, and driver recruiting and retention. Intermodal operating income now represents 60 percent of the company's total, down from 68 percent in 2015.

"Usually rail is a cheaper mode of shipping than truck, but because of a loose capacity in the trucking market, pricing has gone down so much that it is encroaching upon some of the intermodal demands," Delco said. In addition, rail companies have raised their prices to make up for a decline in coal output, traditionally a significant portion of rail freight.

J.B. Hunt's trucking division maintained about the same revenue as the previous year, posting a 1 percent increase with the total remaining around $98 million. Its operating income decreased by 9 percent to $8.9 million, due to "lower rates per loaded mile, increased driver hiring costs, higher independent contractor cost and increased tractor maintenance costs." The division also spent about $700,000 on streamlining and technology redevelopment.

The company's brokerage segment posted the most striking increase in revenue and operating income. Revenue was up 17 percent to $204 million, in part due to a 62 percent volume increase offset by lower fuel prices and change in freight mix.

Lower fuel costs have both hurt and helped the company. Its fuel-surcharge revenue accounts for less than 10 percent of its total revenue and fell 27 percent to $131.7 million. However, its fuel expenses decreased 16 percent to about $71.5 million.

The brokerage division's operating income increased 122 percent to $10.9 million, following last year's promise that the $4.4 million cost of streamlining and technology redevelopment in the second quarter of 2015 would pay off over the following two years.

Business on 07/19/2016

Print Headline: J.B. Hunt's earnings up 1.5%