As driver recruitment stalls and freight capacity tightens, a growing number of U.S. transport firms are turning to third-party logistics providers to avoid service failures and meet demand. But the dependency may be masking deeper structural risks.
Labor Strain Fuels Outsourcing Surge
According to Tech.co’s 2025 Logistics Report, among U.S. companies hit by driver shortages, just 8% say they manage all freight operations in-house. The vast majority, 67%, rely on third-party carriers at least some of the time to fill gaps. With nearly 7 in 10 respondents (69%) acknowledging that the driver shortfall is affecting their ability to meet demand, the shift to external partners is less about strategic agility and more about survival.
Further compounding the issue, 63% of freight operators report no progress, or worsening conditions, in driver recruitment and retention over the past year. Only 11% have seen any real improvement, underscoring the entrenched nature of the crisis. For many, this means leaning harder on outsourced carriers, even as the availability of third-party capacity grows tighter across key corridors.
The Hidden Trade-Offs of Contingency Logistics
While third-party providers have helped many freight businesses sidestep delivery failures, the data suggests this reliance is far from risk-free. Of those affected by driver shortages, 51% say the disruption has at least occasionally hindered their ability to meet customer expectations. Just 13% of respondents say their service levels have been unaffected.
The operational fallout is wide-ranging. Service delays and delivery failures top the list of concerns at 24%, followed closely by increased labor costs (23%) and missed growth opportunities (18%). Freight companies also flagged reduced supply chain flexibility (14%) and reputational damage (9%) as downstream effects of the driver gap. Safety and compliance risks, while less common, still pose a threat for 7% of respondents.
These pressures aren’t siloed. Once a company is impacted by driver shortages, cascading concerns often follow, what the report calls a “pressure multiplier” effect. In essence, a labor shortage doesn’t just strain capacity; it undermines growth, service reliability, and even the resilience of logistics operations.
Avoiding a False Sense of Security
The industry’s embrace of cost-saving technologies offers real value, but it also risks masking deeper vulnerabilities. Digital tools can optimize current workflows, but they cannot replace the foundational need for a stable, qualified driver workforce. As more logistics firms lean on software rather than structural reform, the danger is complacency. Operational resilience won’t come from automation alone, it will require hard choices on labor models, investment in talent, and a shift in industry culture that addresses why so few are stepping behind the wheel.