• Fragmentation on both sides of the platform: the average carrier company in Europe or in the US owns 3 trucks, and the number of companies that use freight services at least one time a year is huge.
  • An inefficient market: the load factor in the logistics sector (the average load of trucks / capacity) is lower than 70%. Launching an UberPool service for trucks is one way to solve that.
  • A global problem/opportunity. And a growing problem, as the road logistics industry is expected to triple by 2050, especially driven by the growth in emerging markets who face a lack of sea/air/rail infrastructure.
  • For B2B companies, an instant service at the best price is not the primary driver. The primary driver is to be able to plan the delivery of goods at a defined price, and to be sure that the goods will safely arrive on time. I can wait for an Uber, but an industrial company cannot stop the production line because the missing parts were waiting for the end of the surge-pricing period before being shipped to maintain margins.
  • As recently confirmed by the founders of Palleter (a European Uber for trucks) in an insightful Medium post, truck drivers’ priority is to deliver goods on-time, not to increase capacity factors. It makes sense at the system level for drivers to pick up extra loads to generate extra revenues, but few drivers really want to do so because the risk of disturbing their operations (e.g. delaying delivery, requiring repacking of the truck) is higher than the reward.

Don’t get us wrong: there IS opportunity for “Uber for trucking” startups

How technology will affect the logistics value chain

Who is leading the transformation in logistics?