Flexibility, faster cost-out, and the new logistics playbook for 2026
Approaching the end of the first quarter of 2026, we’ve seen some major shifts in the logistics market. On March 16, the finalized non-domiciled CDL ruling takes effect, which could further tighten capacity. The Supreme Court also struck down the administration’s tariffs on February 20, which could result in major refunds for some shippers—and precipitate an import surge.
But even as change occurs rapidly, so does the potential for logistics professionals to understand and reimagine their networks. Bob Daymon, Senior Vice President of Customer Strategy and Growth at Uber Freight, has been in the logistics industry for three decades, leading enterprise transportation teams and advising Fortune 500 shippers on network strategy and procurement. “Each year,” he says, “the speed and accuracy of data improves.”
The problem, however, is that internal decision-making processes are still moving too slowly. “By the time you get a decision through, it's already changed,” he adds. Bob and his team work with some of the largest global shippers to drive service and cost performance across their networks. We sat down with Bob to understand the emerging patterns his team is seeing across networks—and what recommendations they have for shippers over the next 12-18 months.
1. Prioritize continuous cost removal
Shippers are under intense pressure to reduce costs, even as service expectations like OTIF remain unchanged. That means continuous cost removal should be a mainstay of any organization—and speed matters most. No longer can teams wait 6-12 months for impact. They need levers that move costs in 45-60 days.
Instead of making sweeping strategic network improvements, leaders can use micro adjustments to achieve faster, more efficient cost savings. In practice, this can look like targeting specific regions, modes, or lanes where costs and service have drifted. These small shifts, combined with more macro decisions, can make cost savings continuous.
2. Make flexibility and agility as core KPIs
While shippers now have access to real-time data, many are struggling to act on it. For Bob, this bottleneck comes down to internal processes. Traditionally, when a shipper sees service degradation or rate non-compliance, it triggers a 30-day service review. But in today’s market, delays in decision-making are liabilities. “These decisions should take hours, not months,” says Bob. “Internal silos between operations and procurement often mean that implementing any change still takes weeks. By the time handoffs are complete, the market has already moved.”
To drive operations forward, even in uncertainty, shippers should establish flexibility and agility as core performance benchmarks. This starts by auditing internal processes to identify how long it actually takes to make decisions and see where handoffs add value or delay. Once bottlenecks are identified, shippers can start building agility playbooks to speed up common decisions like carrier swaps, lane-specific mode changes, and targeted surcharges.
3. Proactively prepare for market conditions
Shippers don’t need to predict every turn in the market. But when internal decision-making is fast enough, they can respond proactively to indicators and get ahead of anticipated shifts the same way they might respond to a weather forecast.
This year, access to capacity will be a growing concern for logistics teams. "Carrier exits, bankruptcies, and insurance costs are increasing. Combined with the ruling on non-domiciled CDLs, the market is tightening, and it’s likely going to put additional pressure on rates," says Bob. Building better relationships to become a “shipper of choice” is a proven way to respond to tightening capacity. By prioritizing open, responsive communication, having predictable processes and reasonable dwell times, shippers can move away from transactional relationships to true partnerships that can withstand challenging market conditions.
4. Use a layered network approach
Across our customer networks, data shows that average haul lengths are shortening, and shipment sizes are becoming smaller. Higher interest rates and tighter working capital have B2B buyers managing inventory more carefully. For shippers, meeting these demands means rethinking network design strategies and incorporating LTL and other shared-capacity modes.
But for lasting change, these shifts require more than just a one-time network redesign. Shippers need partners and platforms that can orchestrate the different layers of their network into one, integrated system, rather than a patchwork of separate decisions.
Strategic layer: Establishing annual bid events, core carrier selection, and high-level mode mix.
Tactical layer: Executing quarterly or monthly lane adjustments based on volume shifts and performance data.
Operational layer: Managing real-time decisions around spot coverage, re-routing, mode shifts, and service recovery.
With a connected, layered network, shippers can easily flex between FTL, LTL, intermodal, and spot as conditions change—without losing control of cost or service.
Moving faster in 2026
The story of 2026 isn’t just market softening, regulatory change, or tariff reversals. It’s the widening gap between what the market is doing in real time and how quickly organizations can respond.
The logistics leaders who outperform this year won’t necessarily be the ones who predict the market perfectly. They’ll be the ones who remove cost continuously, build agility into their operations, deepen carrier partnerships, and orchestrate their networks for flexibility.
In a year defined by rapid shifts, the new playbook is simple: move faster than the market moves against you.
Uber Freight brings together industry expertise, technology, and multimodal capacity at scale to help shippers turn insight into action and maintain flexibility throughout the year.
Looking to uplevel your transportation management in 2026? Our teams have the resources you need: Connect with an Uber Freight representative today.