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<blockquote data-quote="bacha29" data-source="post: 2221206" data-attributes="member: 58386"><p>Spot on X32. I was a Day 1 single work area contractor for 23 years going back to the days of RPS and life with Roadway was not easy but it was tolerable. Early on I spotted the transition to ISP and got out ahead of my state going to it. Here are facts that are very hard to dispute.</p><p> 1. The business model does NOT exists for the purpose of creating equity for contractors. It exists for the sole purpose of acquiring trucking and labor</p><p> at the lowest possible cost for the sole purpose of maximizing company returns.</p><p></p><p> 2. By it's own admission not one single term or condition set forth in it's unilaterally drafted and implemented contract is considered binding upon itself, </p><p> </p><p> meaning it can amend and or reinterpret those terms any time any place for any reason. This in turn renders your proprietary rights meaningless.</p><p> Also you invest money in the venture but that investment has no representation no voice when it comes to deciding whatever direction that company</p><p> decides to go in.</p><p></p><p> 3. The only real power contractors had at one time was their sheer numbers and given that single route contractors had a limited amount of money </p><p> invested it was fairly easy to walk away. That power is gone now leaving fewer contractors many heavily leveraged leaving them with fewer options and</p><p> more subjugated to the absolute will and power of that company. And as many are beginning to experience more downward pressure on settlements.</p><p> </p><p> 4. Your success is entirely dependent on your ability to procure drivers who are physically able and psychologically willing to deliver you top of the scale</p><p> performance for bottom of the scale money and willing to do it on a continuous daily basis for an extended period of time. The ease of that task varies </p><p> widely nationwide</p><p></p><p> 5. Supplementals are not a pathways to growth. They are simply non contracted routes. And X loves them . Why? What would be the incentive for the</p><p> company to take a non contracted route and convert it into a contracted route when the desired result is already being realized for $ 30,000 a year</p><p> less?</p><p></p><p> 6..Going forward the only thing that is known for certain is that X will continue to do whatever is solely in it's best interest. Not yours. Your best hope is that</p><p> you will somehow find a way to adapt and the disparity between the value you they demand and the value they offer in return is certain to grow even</p><p> wider.</p><p></p><p> 7.. When it comes to command and control you are an employee. When it comes to the divestiture or risk, liability and variable costs you are a contractor.</p><p> They have always to this point had it both ways and for the foreseeable future will continue to do so.</p></blockquote><p></p>
[QUOTE="bacha29, post: 2221206, member: 58386"] Spot on X32. I was a Day 1 single work area contractor for 23 years going back to the days of RPS and life with Roadway was not easy but it was tolerable. Early on I spotted the transition to ISP and got out ahead of my state going to it. Here are facts that are very hard to dispute. 1. The business model does NOT exists for the purpose of creating equity for contractors. It exists for the sole purpose of acquiring trucking and labor at the lowest possible cost for the sole purpose of maximizing company returns. 2. By it's own admission not one single term or condition set forth in it's unilaterally drafted and implemented contract is considered binding upon itself, meaning it can amend and or reinterpret those terms any time any place for any reason. This in turn renders your proprietary rights meaningless. Also you invest money in the venture but that investment has no representation no voice when it comes to deciding whatever direction that company decides to go in. 3. The only real power contractors had at one time was their sheer numbers and given that single route contractors had a limited amount of money invested it was fairly easy to walk away. That power is gone now leaving fewer contractors many heavily leveraged leaving them with fewer options and more subjugated to the absolute will and power of that company. And as many are beginning to experience more downward pressure on settlements. 4. Your success is entirely dependent on your ability to procure drivers who are physically able and psychologically willing to deliver you top of the scale performance for bottom of the scale money and willing to do it on a continuous daily basis for an extended period of time. The ease of that task varies widely nationwide 5. Supplementals are not a pathways to growth. They are simply non contracted routes. And X loves them . Why? What would be the incentive for the company to take a non contracted route and convert it into a contracted route when the desired result is already being realized for $ 30,000 a year less? 6..Going forward the only thing that is known for certain is that X will continue to do whatever is solely in it's best interest. Not yours. Your best hope is that you will somehow find a way to adapt and the disparity between the value you they demand and the value they offer in return is certain to grow even wider. 7.. When it comes to command and control you are an employee. When it comes to the divestiture or risk, liability and variable costs you are a contractor. They have always to this point had it both ways and for the foreseeable future will continue to do so. [/QUOTE]
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