THE NATION'STOP TRUCK BOTTLENECKSAlso in this issue:PROTECTING WHAT YOU'VE BUILT · HIGHWAY FUNDING · REVERSE LOGISTICSTHE OFFICIAL MAGAZINE OF THE NATIONAL STAR ROUTE MAIL CONTRACTORS ASSOCIATIONstar carrierMARCH 2026
Chris PorterPresident & CMO(650) [email protected] THE BESTBENEFITS FOR TRUCKINGTo Keep Your Team in GEARHEALTH & WELFARE SOLUTIONSWith Flexible & Customizable Benefit PlansRebekah FehrBusiness Dev. Manager(210) [email protected] the road gets tough, FCE has the health and welfare coverage that keeps your crew rolling.At FCE, we offer tailored health and welfare plans that protect your most important asset: your people.With FCE by your side, your drivers can focus on the road, knowing their health is in good hands.WHAT WE OFFERContact Us To Learn MoreMajor MedicalHour BankFixed IndemnityAncillary BenefitsEmployee Assistance ProgramsFCE Mobile App & MoreRetirement OptionsTelemedicine
FEATURESDEPARTMENTS CONTENTSMARCH 2026 | Volume 77, No. 3star carrierON THE COVER12 Nation's Top Ten BottlenecksNewly released study results by the American Transportation Research Institute shows country's most congested areasBy atri07 Legislative RoundupBy Landon Stamper09 Protecting What You’ve BuiltBy Matt Ritter14 Repealing the Federal Excise Tax on New Truck EquipmentBy Jeffrey short and andrew fain15 Legal Corner: Reverse LogisticsThe key to parcel and e-commerce deliveriesBy Jonathan Todd17 Drivers’ Corner: Highway FundingA new Highway Reauthorization Bill could include new funding methods for the Highway Trust FundBy Cliff Abbott19 NSRMCA WebinarsBy Landon Stamper5 Executive Director’s Message by matthew ritter5 NSRMCA Staff20 CPI-W: CDS Contractor Index21 Upcoming Events21 Advertising Resource Index22 Used Truck Sales Summary23 NSRMCA Rewind: 1986MARCH 2026 3
star carrierStar Carrier is owned by the National Star Route Mail Contractors Association and is published monthly by Matthews Publishing Group.For additional copies, to order reprints of individual articles, or to become a subscriber to Star Carrier, please contact Lynn Watson at (202) 543-1661, or by email at [email protected]. For advertising inquiries, please contact the publisher at (501) 690-9393.Publisher: Jennifer [email protected] Director: Paul CurtisExecutive Editor: Matthew RitterManaging Editor: Landon StamperContributing & Guest Writers: Cliff Abbott, Steve Brawner, Dan Calabrese, Brian Cullen, June Allan Corrigan, Andrew Fain, Jack Roberts, Jeffrey Short, Seth Skydel, Michael Scanlon, Gary WollenhauptNational Star Route���� ����������� �����������Est 193 5NATIONAL STAR ROUTE MAIL CONTRACTORS ASSOCIATIONNSRMCA TEAMInterim Executive Director: Matthew [email protected] of Membership: Lynn [email protected] Carrier Managing Editor: Landon [email protected] of Finance & Administration: Diana [email protected] 1935, the National Star Route Mail Contractors Association (NSRMCA) has represented and advocated for the interests of transportation companies that contract with the United States Postal Service. These transportation companies are the backbone of the United States Postal Service’s surface transportation network, enabling efficient delivery to 161 million locations daily Monday through Saturday.National Star Route Mail Contractors Association8521 Leesburg Pike, Suite 350, Vienna, Virginia 22182202-543-1661 | www.nsrmca.orgstar carrierf r o m t h e d e s k o f t h eExecutive DirectorMARCH 2026 5NAVIGATING A CHANGING ENVIRONMENTAs we move through March, there is a noticeable shift happening across our industry. There is increased pressure, increased complexity, and in many cases, a growing sense of uncertainty. From day-to-day operations to broader changes in how business is conducted, this is not a static environment. It requires constant attention, adjustment, and a clear understanding of how decisions made at a higher level ultimately affect your business on the ground.Part of that pressure is coming from outside our industry. Ongoing conflict in the Middle East is creating volatility across global supply chains. While fuel prices are the most visible impact, the effects run deeper. Disruptions to key shipping routes are slowing the movement of goods, increasing transportation costs across the board, and creating inconsistencies in freight volumes. Delays at ports, shifting delivery timelines, and rising logistics costs are all contributing to a more unpredictable operating environment. These are the types of pressures that ripple through the system and eventually land on transportation providers.At the same time, there is growing discussion around the role of non-domiciled CDL drivers in the U.S. workforce. Any meaningful reduction in available drivers would further tighten an already constrained labor market. That means increased competition for qualified drivers, upward pressure on wages, and additional strain on operations. For many businesses, maintaining consistent service levels in that kind of environment becomes more challenging.Taken together, these dynamics are creating a more complex landscape—where cost pressures, labor availability, and shifting demand all have to be managed at once. That makes access to clear, practical information more important than ever.One of our primary focuses right now is ensuring that you have that information. Over the past several months, we have expanded our educational webinars and learning sessions to provide clarity around compliance, operations, and best practices. These sessions are designed to be practical and actionable—giving you tools and insight that can be applied directly to your business.At the same time, planning for the upcoming year is already underway. We are taking a thoughtful approach to how we structure our programs, meetings, and resources to better support you in a changing environment. Our goal is to continue building an association that delivers real value—through information, connection, and shared experience.Our role is to provide you with the insight needed to make the most informed decisions possible. Every business represented in this association is different, but the common thread is the need for reliable information and a clear understanding of the landscape you are operating in.That only works if you stay connected. Make sure you are keeping up with our communications—whether it’s emails, webinars, virtual sessions, or in-person meetings. Staying informed is one of the most important advantages you have.This remains a demanding industry. It requires resilience, discipline, and a willingness to adapt in real time. That is something this membership continues to demonstrate every day, and we are proud to serve the United States Postal Service!Our association will continue to stay focused on delivering value, sharing information, and supporting you in the work that you do.Carpe Viam,Matthew RitterInerim Executive DirectorNational Star Route Mail Contractors Association
H.R. 6642To amend title 49, United States Code, to authorize limited operation of commercial motor vehicles for eligible drivers under age 21 in interstate commerce, and for other purposes.https://www.congress.gov/bill/119th-congress/house-bill/6642Legislative Action: Referred to committee on 2/2Description: This bill would allow individuals between the ages of 18 and 21 to operate a commercial motor vehicle within a 150 air-mile radius of the normal work reporting location of the eligibile driver, provided the driver returns to their normal work location within 14 hours, is given at least 10 consecutive hours off duty, and they are working in the same state as their normal location.H.R. 7354 & S. 3775Stop Underrides Act 2.0https://www.congress.gov/bill/119th-congress/house-bill/7354https://www.congress.gov/bill/119th-congress/senate-bill/3775Legislative Action: Both referred to committee on 2/4Description: These bills would require enhanced underride protection on trailers, semitrailers, and single unit trucks, with the objective of more survivable truck crashes and to improve motor carrier, passenger motor vehicle, and vulnerable road user safety.H.R. 7539SAFE Acthttps://www.congress.gov/bill/119th-congress/house-bill/7539Legislative Action: Referred to committee on 2/12Description: This bill directs the Administrator of the Federal Motor Carrier Safety Administration to conduct a study on chameleon carriers in the United States and plan, develop, and test an advanced automation tool to help enforcement personnel detect chameleon carrier applications under the registration process of the Department of Transportation.PN852-1Jeffrey Brodsky,United States Postal Servicehttps://www.congress.gov/nomination/119th-congress/852/1Legislative Action: Referred to committee on 3/2Description: Jeffrey Brodsky, of Florida, is nominated to be a Governor of the United States Postal Service for a term expiring Dec. 8, 2029 to replace William Zollars, whose term expired.PN852-4William Gallo, United States Postal Servicehttps://www.congress.gov/nomination/119th-congress/852/4Legislative Action: Referred to committee on 3/2Description: William Gallo, of Florida, is nominated to be a Governor of the United States Postal Service for a term expiring Dec. 8, 2030 to replace Anton George Hajjar, whose term expired.PN852-10Robert Steffens, United States Postal Servicehttps://www.congress.gov/nomination/119th-congress/852/10Legislative Action: Referred to committee on 3/2Description: Robert Steffens, of Texas, is nominated to be a Governor of the United States Postal Service for a term expiring Dec. 8, 2032 to replace Robert Duncan, whose term expired.MARCH LEGISLATIVE ROUNDUPBy Landon StamperMARCH 2026 7
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Most business owners do not think about structure until they are forced to. When things are going well, structure feels like paperwork—something set up early, filed away, and rarely revisited. Revenue flows, employees show up, equipment runs, and property simply exists in the background.For many businesses, everything lives under one company because that is how it has always been done, and for a long time, that approach worked. The problem is that what works when risk is small can become dangerous as risk grows.I come from a third-generation business. My grandfather started the company at a time when access to capital was limited, professional advisors were expensive, and survival depended on simplicity and control. He built the business with one entity because it made sense for the environment he was operating in. One company owned the equipment, the property, and performed the work. That structure was not careless or unsophisticated; it was practical. It reduced administrative burden, kept costs low, and allowed him to focus on building something durable in an uncertain world.First-generation founders tend to think in terms of ownership, endurance, and control. Their instinct is to consolidate rather than separate. One entity means fewer legal bills, fewer accounting complications, and fewer distractions from the work that pays the bills. When a business is young, simplicity is often a strength. The issue is that simplicity does not scale the same way risk does.As a business grows, asset values increase, payroll expands, equipment fleets become more valuable, and contracts become more complex. The Protecting What You’ve BUILT STRUCTURING A BUSINESS TO SURVIVEBy Matt Rittercontinued on next page >>MARCH 2026 9
operating company—the entity that employs people, runs equipment, and performs contracts—is where nearly all business risk lives. Accidents, claims, lawsuits, regulatory actions, and contract disputes all originate there. When that same entity also owns the trucks, the trailers, the yard, the building, and the land, decades of accumulated value are tied directly to the riskiest part of the business.THE IMPORTANCE OF STRUCTURERisk has a way of accumulating quietly; no one plans for the year that breaks them. Bankruptcy rarely happens because of one reckless decision. More often, it is the result of a series of pressures that compound faster than cash flow can keep up. A bad contract cycle, a prolonged downturn, a major accident, an unexpected lawsuit, or the failure of a key customer can push a business into distress. When everything is owned by the operating company, bankruptcy becomes an all-or-nothing event. The same entity that struggles to meet payroll or violates a loan covenant also owns the real estate and the equipment. When creditors line up, there is no separation between what caused the problem and what the owner spent a lifetime building.This is where structure matters. Separating operations, equipment, and real estate does not prevent hardship, but it changes how much is at stake when hardship arrives. In a properly structured business, the operating company performs the work and assumes operational risk, while separate entities own the equipment and the real estate and lease those assets back to operations. Each entity has a defined role and a defined risk profile. If operations struggle, the operating company absorbs the hit, while assets that were not directly responsible for the problem are not automatically pulled into the fallout.Bankruptcy looks very different when assets are separated. With a single entity, everything becomes part of the bankruptcy estate, and long-term assets can be liquidated to satisfy short-term problems. With separation, bankruptcy can often be isolated to the operating company. Equipment leases can be renegotiated or rejected, operations can be restructured, and real estate can remain outside the proceeding. This does not guarantee a good outcome, but it preserves options at a moment when leverage has disappeared. Options matter when decisions are being made under duress.This is why structure matters long before distress appears. Bankruptcy is not a planning tool; it is a last resort. But when it becomes necessary, having a structure that limits how far failure can spread can preserve options, protect long-term assets, and allow owners to regroup rather than start from zero.WHY SEPARATION WORKSThis approach is not about avoiding responsibility, nor is it a way to dodge obligations, ignore compliance, or shift losses onto others. Well-structured businesses still pay their debts, ensure their risks and follow the law. Separating entities simply recognizes that not every asset needs to be exposed to daily operational risk. Protecting long-term assets from unrelated operational failures is not unethical; it is prudent.Later generations of business owners tend to think about this earlier, not because the founder was wrong, but because the circumstances are different. Second- and third-generation owners inherit something first-generation founders did not have—existing equity. There is already something meaningful to lose. With that comes a responsibility not just to generate revenue, but to preserve value. The question shifts from how to build the business to how to keep one bad year from undoing decades of work.Another benefit of separation is financial clarity. When the operating company pays real rent and real equipment leases, profitability becomes more honest. Inefficiencies that once hid inside overhead become visible. Owners can see whether operations truly stand on their own, whether equipment is being used efficiently, and whether facilities still make sense for the business. That clarity often leads to better decisions long before risk ever materializes.Separate entities also introduce discipline. They force questions that are easy to avoid when everything sits under one roof. Can operations afford this expansion? Should capital be tied up in equipment right now, or preserved for flexibility? Are we growing in a way that strengthens the business, or simply increasing exposure? Structure creates friction, but that friction often prevents mistakes that optimism would otherwise allow.This strategy only works if the structure is respected. That means written leases, market-based pricing, separate bank accounts, clean books, and consistent corporate formalities. Paper entities without discipline do not provide protection and, in some cases, can make matters worse. This is not a shortcut. It is a long-term approach to managing risk.FINAL THOUGHTSEvery owner eventually learns that risk compounds during good years, not bad ones. It grows quietly when confidence is high and caution is low. When it finally shows up, it does not respect effort, history, or intention.Structure will not make a business successful, but it can keep success from being erased by a single bad chapter. Thinking about what truly needs to be exposed to operational risk—and what does not—is a decision best made before stress forces it.You can’t control when risk shows up, but you can decide in advance how much of your business it is allowed to touch. Thoughtful structure won’t prevent every problem, but it can mean the difference between surviving a bad year and losing everything you’ve spent a lifetime building. This perspective is offered from an ownership standpoint, not as legal or tax advice. Owners should seek guidance from qualified legal and accounting professionals before making structural decisions. continued from previous page >>10 Star Carrier | nsrmca.org
For nearly 25 years, the American Transportation Research Institute (ATRI) has collected and processed truck GPS data in support of the U.S. Department of Transportation Freight Mobility Initiative. Utilizing an extensive database of freight truck GPS data, ATRI develops and monitors a series of key performance measures on the nation’s freight transportation system. Among its many GPS analyses, ATRI converts its truck GPS dataset into an ongoing truck bottleneck analysis that is used to quantify the impact of tra c congestion on truck-borne freight at over 325 specific locations. While other outside analyses may identify congested corridors, no dataset available today specifically identifies granular chokepoints in the nation’s truck freight transportation system.Measuring the performance of freight movement across our nation’s highways is critical to understanding where and at what level investments should be made. The information provided through this research empowers decision-making in both the private and public sectors by helping stakeholders better understand how congestion and delays constrain mobility on the U.S. highway transportation system. ATRI’s annual bottleneck list provides a clear roadmap for reducing supply chain impediments and guiding investment decisions as Congress directs its attention to the next transportation investment reauthorization bill.ATRI’s bottleneck analysis incorporates and synthesizes several unique components, including a massive database of truck GPS data at freight-significant locations throughout the U.S., and a speed/volume algorithm that quantifies the impact of congestion on truck-based freight. In addition, the annual reports provide a chronological repository of mobility profiles, allowing congestion changes to be assessed over time. This allows both transportation analysts and planners to conduct performance benchmarking and identify influential factors contributing to congestion and the requisite consequences on freight mobility.CATexas .............12Georgia.......... 9California...... 8Tennessee .... 8Illinois............ 6STATES WITH THE HIGHESTNUMBER OF TOP 100 BOTTLENECKS:THE NATION’S TOPTRUCK BOTTLENECKS 2026STATES WITH AT LEAST 1 TOP 100 BOTTLENECK:28AVERAGE PEAK HOUR TRUCK SPEED:33.2 mphTOP 100 BOTTLENECKS WITH AVERAGE TRUCK SPEEDS <45 MPH:DOWN 2.8% YEAR-OVER-YEARTXILTNGA75%BY THE NUMBERSHouston, TXI-45 at I-69/US 59 4 Houston, TX 8 I-10 at I-69/US 59Chicago, ILI-294 at I-290/I-88 1Nashville, TNI-24/I-40 at I-440 (East) 7Fort Lee, NJI-95 at SR 4 2Cincinnati, OH 9 I-71 at I-75Atlanta, GA 3 I-285 at I-85 (North)McDonough, GA 10 I-75Atlanta, GAI-75 at I-285 (North) 5Atlanta, GAI-20 at I-285 (West) 6 Scan formore detailed analysis from ATRI12 Star Carrier | nsrmca.org
MARCH 2026 13
Earlier this year the American Transportation Research Institute (ATRI) released a report analyzing the impacts of the federal excise tax (FET) on new heavy-duty trucks and trailers, and the benefits that might arise from a Truck FET repeal.Originally implemented in 1917 to fund World War I, the Truck FET today adds 12 percent to the cost of Class 8 heavy-duty trucks and trailers. This represents a significant burden for trucking companies, adding $20,000 to $25,000 to the price of a new Class 8 diesel powered tractor, and up to $50,000 for a zero-emission truck.Recognizing these substantial costs to the trucking industry, ATRI’s research advisory committee (RAC) selected a study of the costs and benefits of a Truck FET repeal as a top research priority in 2024. In the report, ATRI explores how repealing this tax could improve safety and environmental outcomes by accelerating the adoption of new, more advanced trucks.A copy of the full report can be found at www.TruckingResearch.org.Federal Excise Tax RevenueThe Truck FET is among the highest percentage-based taxes on a single product taxed by the U.S. government. That said, total revenue from the Truck FET is only 0.15 percent of federal income. It is a critical source of revenue to the Highway Trust Fund (HTF), however, bringing in more than 14 percent of revenue for this key federal funding mechanism for highways.The federal tax on motor fuels is the source of most HTF revenue. ATRI’s report illustrates how this existing tool, particularly the diesel fuel tax, could replace the revenue generated by the Truck FET. It found that an 11.2 cent per gallon diesel tax increase would cover the gap produced by a Truck FET repeal.Additionally, it was found that the Truck FET does not function well as a funding mechanism for the HTF. This is due to significant revenue volatility stemming from large year-to-year fluctuations in new truck sales, as well as the limited number of highway users that pay the tax in any given year.Key Benefits of a Truck FET RepealModern Class 8 trucks are safer and cleaner than their predecessors, thus accelerating the purchase of new trucks will have significant benefits. ATRI’s research showed the substantial environmental and safety benefits from repealing the Truck FET. Without the 12 percent tax, the overall price of new equipment will decrease, acting to increase annual sales and the number of new trucks operating on the road each year. With higher new truck sales, the overall fleet will begin to decrease in age.From an environmental perspective, ATRI found that as a Truck FET repeal increases demand for new vehicles, industry CO2 will decrease at an accelerated rate. Each year the industry adds newer, cleaner diesel vehicles to the fleet – that said, a Truck FET repeal was shown to increase this annual emissions reduction by 16.1%. This equated to a cumulative savings of nearly 66 million metric tons of CO2 across 10 years.Safety outcomes were also shown to improve from a Truck FET repeal. The accelerated replacement of old trucks added more Advanced Driver-Assistance Systems (ADAS) equipment to the industry annually, preventing nearly 750 crashes per year and saving nearly $13.5 billion in crash costs across 10 years.Jeffrey Short and Andrew Fain are with American Transportation Research Institute (ATRI).n e w s t u d y b y a t r iRepealing the Federal Excise TaxON NEW TRUCK EQUIPMENTBy Jeffrey Short and Andrew Fain | Guest Writers14 Star Carrier | nsrmca.org
Jonathan Todd is Vice Chair of the Transportation & Logistics Practice Group at Benesch. He may be reached at 216-363-4658 or by email at [email protected] staggering rise of parcel and e-commerce volumes has increased the need for effective reverse logistics programs, and more importantly, quality services to execute on those programs. We live in a world where what happens after a customer opens a carton is equally as important as what happens before the click to complete the sale. This article explores the key differences between forward and reverse logistics as well as the legal challenges to service delivery.FORWARD VS. REVERSE LOGISTICSThe strategic and operational challenges of reverse and forward logistics models can be very different. Forward logistics operations are built on speed of throughput and minimization of transit related loss or damage. These remain important but receive less focus in reverse logistics models. There, the objective is to maximize convenience to the consumer and efficient disposition of the returned product while minimizing total cost. The reverse logistics element of a supply chain is both a value add from the perspective of driving sales but also a labor-intensive loss mitigation measure designed to maximize the salvage and monetization of product.SERVICE AND PRODUCT VARIANCEWhile the forward supply chain may involve pick and pack, kitting, light assembly, or related services from logistics providers, reverse logistics can take on a character of production, quality control, and decision-making that is equally if not more impactful. Any customer may at any time choose to make a retail return subject to retailer policies. That returned product is of any possible quantity and condition, in a potentially wide array of packaging, and may or may not be suitable for resale. The product is received at residence or local store front and then consolidated with others at a company owned or third-party facility. It must be examined and then refurbished, repackaged, reracked, retagged, as necessary. It is only then routed to its immediate disposition, whether returned to the retail market, placed on a secondary market, donated to charity, or disposed.UNIQUE CONTRACTUAL CONSIDERATIONS FOR REVERSE LOGISTICSThe approach to reverse logistics contracting can be complex due to the “production” character in addition to traditional transportation and logistics risk. For example, returned product may include personally identifiable information from initial purchasers which must be managed in compliance with global data protection and privacy laws. All product that is handled must be checked for conformance with shelving standards just as if it had come directly from production. This can include close examination of electronic infrastructure and functionality or even chemical testing for contaminants. Even the destruction of product carries risk. For those retailers with valuable intellectual property, product intended for disposal will have resale value in the domestic market or a grey market. Product bearing owned or licensed trademark, copyright, and patent, and other proprietary rights must be carefully managed to ensure obliteration of the intellectual property, destruction of the product, or sale through channels that do not cause diminution of the portfolio.PROVIDERS AND RETAILER RISK VS. REWARDReverse logistics service providers are familiar with basic limitations of legal liability typically applied under the Carmack Amendment (49 USC 14706) such as $100 per parcel. However, the range of services for reverse logistics also raises the potential for negligent performance of those non-transportation services and for breach of strict contractual provisions, key performance indicators, and service level agreements. These risks can be managed and executed with close attention, but the spectrum of commercial and legal risk is unique. Fortunately, risks and the value of service apply equally to providers and their customers. Increases in customer satisfaction, in inventory accuracy, and in the quality of products routed through the reverse logistics system, can convert the returns process which was once begrudged by both retailer and customer into a true value add that squarely aligns with brand equity. Reverse LogisticsBy Jonathan ToddMARCH 2026 15LEGAL CORNER
5,000READERS STRONGA lot of people talk a big game.Matthews Publishing and the National Star Route Mail Contractors Association DELIVER. We said we were going to improve the overall design, photography, editorial content, and distribution of Star Carrier…WE'RE PROUD TO SAY WE'VE HELD UP OUR END OF THE BARGAIN!Now it's your turn.ADVERTISE TODAY in Star Carrier! It's the ONLY publication in the entire country owned by NSRMCA and dedicated to mail contractor executives, logistics brokers, and USPS. It's sure to provide you with the biggest bang for your buck. All of our readers who see your ad are either current customers, prospective customers, or people who would refer you to potential customers. Plus, all proceeds from every edition go directly to NSRMCA — to help elevate your voice on the issues that matter most.SO, WHY WAIT?ADVERTISE IN YOUR COMPLETELY REDESIGNED STAR CARRIER TODAY!For more information, contact the publisher by e-mail at [email protected] or call 501-690-9393AUGUST 2025 1the official magazine of the national star route mail contractors associationStar CarrierAUGUST 2025SEC. DUFFY’SPRO-TRUCKER PACKAGEAlso in this issue:NSRMCA MEETS WITH NEW PMGAMERICA IS DISTRACTEDNEW EMISSIONS ENVIRONMENTtheStar Carrierofficial magazine of the national star route mail contractors associationJULY 2025JOYRIDELOGISTICS’Adis DananAlso in this issue:USPS RATE HIKESA DRUG IS A DRUGEMISSIONS UPDATEtheStar Carrier official magazine of the national star route mail contractors associationJUNE 2025COMMERCEDEPARTMENTInvestigates Truck ImportsAlso in this issue:FMCSA's ENGLISH PROFICIENCY POLICYMEMBER PROFILE: Jill Farris, Foreman Bros., Inc.NSRMCA LEGISLATIVE UPDATE
Cliff Abbott is a retired 40-year transportation industry veteran. He resides with his wife Thresa in northcentral Alabama.Owning and operating a commercial motor vehicle (CMV) can be an expensive proposition. A part of the expense of ownership is paying the various fees and taxes that fund the road and bridge infrastructure those vehicles are driven on.The current Highway Authorization bill, the “Infrastructure Improvement and Jobs Act,” expires September 30, the end of the U.S. government’s fiscal year. Advocates want revised funding methods in the new highway bill. Many highways, including the Interstate Highway system, are the result of a partnership between federal, state and local jurisdictions. While local jurisdictions like counties and cities often fund the construction of their own roads and bridges, federal money is often provided in the form of grants for various purposes. In the U.S., the Highway Trust Fund (HTF) is used to fund federal projects. The fund, however, often falls short of the amounts needed for repairs and new construction. It has to be supplemented with fees from the general fund.The HTF was established in 1956 when the Interstate Highway system was in its infancy. It is divided into two parts, the Highway Account, which funds road construction and safety programs, and the Mass Transit Account, funding public transportation infrastructure. The federal government uses a per-gallon fuel tax that has not increased since 1993. As construction costs have increased, revenues haven’t kept up due to inflation and improved vehicle fuel mileage. There is also the issue of taxing alternative fuels like natural gas and hydrogen that aren’t sold through the traditional fuel distribution system.States generally fund their portions of highway costs with fuel taxes but some also use tolling, especially to build new roads. States also dedicated revenues from sales taxes and fees for registration, driver licensing. Local jurisdictions like counties might fund construction through sales taxes, property taxes or other methods.Gallons-based User Fee, typically a per-gallon tax. Fuel consumption often relates to weight, so users of heavier vehicles pay more. Users can decrease their tax by improving mileage. Con – hybrid or electric vehicles pay less or none. In the U.S. this is the most efficient system, with the greatest percentage of money collected going to the highway fund.Federal Excise Taxes can also go towards the fund, as does the Heavy Vehicle Use Tax, but neither are based on actual use of the vehicle, tires, equipment, etc. Tolling remains the most popular alternative to fuel taxes or is sometimes used to collect additional funds. Modern tolling methods using RFID readers, license plate readers and other technology is more efficient than the use of human toll collectors, but the task is frequently delegated to private companies. The process is far less efficient than the collection of fuel taxes. Politically, it is much easier to sell tolls to the public when they are used to fund construction of new roads or bridges rather than to pay for upkeep of existing roads. Mileage-based user fees put more funding responsibility on the heaviest users and can be rated to increase fees according to vehicle weight or fuel types. Collection of the fees however, could require major changes. One collection method that has been tried used RFID technology so that fuel pumps “read” vehicle odometer readings, which were compared with previous readings in the database, adding the per-mile fee to the sales price of the fuel. Another relied on owners to report vehicle mileage when renewing their registration, paying mileage fees annually. While both methods showed promise, collection and forwarding of funds was inefficient. As a new highway bill becomes reality, users know that they’ll be paying for it. The question is how the cash will be collected. Changes on the HorizonA new Highway Reauthorization Bill could include new funding methods for the Highway Trust FundBy Cliff AbbottMARCH 2026 17DRIVERS' CORNER
Vendor Access & Cost Reduction OpportunitiesConnect with trusted industry suppliers and service providers offering exclusive member discounts, cost-saving programs, and resources that help your business operate more efficiently.EducationAttend workshops and conferences help you stay updated on industry trends and advance your business.Contact UsFor more information, please contact our teamPhone (202) 543-1661Headquarters8521 Leesburg Pike, Suite #350, Vienna, Virginia 22182Who is NSRMCA?Founded in 1935, The National Star Route Mail ContractorsAssociation (NSRMCA) is the trade association for the United States Postal Service transportation contractors and the surface transportation network - a $5.5 billion industry! Our mission is to represent the diverse interests of postal contractors and support them in the rapidly-moving world of mail transportation. NSRMCA is the driving force behind the United States Postal Service’s surface transportation network, enabling efficient delivery to 167 million locations in the USPS network every day!NSRMCA is the premier driving organization that gathershundreds of influential contractors, business leaders, and policy makers from across the nation. Join NSRMCA and drive the future of the U.S. Mail transportation!NSRMCA MEMBERS MAKE UP OVER$6.1 BILLIONOF THE USPS’S SURFACE TRANSPORTATIONPeer to Peer Networking Build relationships with other contractors across the country to exchange ideas, share solutions, and strengthen your credibility within the mail transportation industry.NSRMCA MEMBERS DELIVER TO OVER167 MILLIONUSPS LOCATIONS EVERY DAY!Educate. Network. Advocate. www.nsrmca.orgTop 5 Reasons To Join NSRMCA?Advocacy & RepresentationBe part of a collective voice that constructively engages with policymakers to support a reliable, efficient, and sustainable U.S. Mail transportation network.USPS Leadership Engagment & Workshops Participate in direct discussions with USPS Logistics and Surface Transportation leadership to stay informed on policy changes, network operations, and future contracting opportunities.
Vendor Access & Cost Reduction OpportunitiesConnect with trusted industry suppliers and service providers offering exclusive member discounts, cost-saving programs, and resources that help your business operate more efficiently.EducationAttend workshops and conferences help you stay updated on industry trends and advance your business.Contact UsFor more information, please contact our teamPhone (202) 543-1661Headquarters8521 Leesburg Pike, Suite #350, Vienna, Virginia 22182Who is NSRMCA?Founded in 1935, The National Star Route Mail ContractorsAssociation (NSRMCA) is the trade association for the United States Postal Service transportation contractors and the surface transportation network - a $5.5 billion industry! Our mission is to represent the diverse interests of postal contractors and support them in the rapidly-moving world of mail transportation. NSRMCA is the driving force behind the United States Postal Service’s surface transportation network, enabling efficient delivery to 167 million locations in the USPS network every day!NSRMCA is the premier driving organization that gathershundreds of influential contractors, business leaders, and policy makers from across the nation. Join NSRMCA and drive the future of the U.S. Mail transportation!NSRMCA MEMBERS MAKE UP OVER$6.1 BILLIONOF THE USPS’S SURFACE TRANSPORTATIONPeer to Peer Networking Build relationships with other contractors across the country to exchange ideas, share solutions, and strengthen your credibility within the mail transportation industry.NSRMCA MEMBERS DELIVER TO OVER167 MILLIONUSPS LOCATIONS EVERY DAY!Educate. Network. Advocate. www.nsrmca.orgTop 5 Reasons To Join NSRMCA?Advocacy & RepresentationBe part of a collective voice that constructively engages with policymakers to support a reliable, efficient, and sustainable U.S. Mail transportation network.USPS Leadership Engagment & Workshops Participate in direct discussions with USPS Logistics and Surface Transportation leadership to stay informed on policy changes, network operations, and future contracting opportunities. WEBINARS03FRIDAYUSPS Operations Systems Committee (OSC) MeetingThe USPS Operations Systems Committee (OSC) is dedicated to supporting members in navigating the complexities of United States Postal Service (USPS) software functions and operational systems. Our mission is to provide a collaborative platform where members can share insights, discuss challenges, exchange best practices, and plan for upcoming changes.1 pm EST06MONDAYMonday Morning Virtual Coffee MeetingThis an informal, public, and weekly opportunity to connect with NSRMCA Interim Executive Director Matt Ritter (and potentially other NSRMCA leadership) at the beginning of the week to discuss industry and NSRMCA developments. Feel free to bring your cup of coffee and breakfast and come and go as you please. This meeting will last roughly 1 hour.11 am EST07TUESDAYFourKites WebinarNSRMCA will be hosting a webinar in conjunction with FourKites. Cliff Van Rickley, Principal Customer Success Manager, and Vicky Ramaswamy, VP Network Growth, will be presenting from FourKites. This webinar is free and for members only, lasting roughly 1 hour. Some topics to be discussed are:◦ What USPS considers to be a compliant stop◦ USPS + FourKites: current strategy to achieve 85% compliance across the network◦ What suppliers can do to increase compliance◦ Where / when to get help from FourKites1 pm ESTAPRIL 2026m e e t i n g s s c h e d u l eNSRMCARegister on our website:nsrmca.org/events joinus!MARCH 2026 19
Month & Year RebasedAugust 2021 268.3September 2021 269.0October 2021 271.5November 2021 273.0December 2021 273.9January 2022 276.3February 2022 279.0March 2022 283.1April 2022 284.6May 2022 288.0June 2022 292.5July 2022 292.2August 2022 291.6September 2022 291.8October 2022 293.0November 2022 292.5December 2022 291.1January 2023 293.5Month & Year RebasedFebruary 2023 295.0March 2023 296.0April 2023 297.7May 2023 299.3June 2023 299.4July 2023 299.8August 2023 301.6September 2023 302.3October 2023 302.1November 2023 301.2December 2023 300.7January 2024 302.2February 2024 304.3March 2024 306.5April 2024 307.8May 2024 308.2June 2024 308.1July 2024 308.5Month & Year RebasedAugust 2024 308.6September 2024 309.0October 2024 309.4November 2024 309.0December 2024 309.2January 2025 311.2February 2025 312.5March 2025 313.3April 2025 314.2May 2025 314.8June 2025 315.9July 2025 316.3August 2025 317.3September 2025 318.1October 2025 UnavailableNovember 2025 317.4December 2025 317.0January 2026 317.9• The CPI-W is a monthly measure of the average change over time in prices paid by urban wage earners/clerical workers for a market basket of consumer goods and services.• These calculations are based on the spending patterns.• The CPI-W can be used to request an adjustment to your contract to accommodate increased costs. Line items 1B, 5, and 17 are adjustable by the CPI-W.A contractor may simply make a request to the Postal Service to incorporate the latest CPI adjustment and it will do the calculations. There may be times when the comparison period reflects a downward CPI, and if you ask the Postal Service to incorporate the CPI adjustment you could be faced with a downward adjustment, resulting in reduced compensation. The CPI does not always go up, so it is best to do the math prior to applying for the adjustment.Source: U.S. Bureau of Labor Statistics, www.ssa.gov/oact/STATS/cpiw.htmlcontractor INDEX \"20 Star Carrier | nsrmca.org
Upcoming EventsAugust 9-1220262026 NSRMCA National ConventionGaylord National Resort & Convention Ctr201 Waterfront StreetOxon Hill, Maryland 20745Register at: tinyurl.com/2xtruuwcstar carrierAdvertising Resource Index10 Roads Express .................................................................. 8AssuredPartners / Stafford Financial Group .............................. 4FCE Benefits ........................................... INSIDE FRONT COVERGreat West Casualty Company.............................. BACK COVERNSRMCA Membership ......................................................... 18Rush Enterprises................................................................... 11Star Carrier................................................................... 16, 21Ten Four Truck Insurance ......................................................... 6This edition of NSRMCA’s Star Carrier was made possible by the support of these corporate advertisers. These generous companies support the trucking industry by enabling NSRMCA to provide this publication to its members, prospective members, elected officials, regulatory agents, and the business community at large. They deserve your consideration and patronage when making your corporate purchasing decisions. Please visit nsrmca.org to see the digital version of Star Carrier with live links to advertisers’ websites. 2026 National Postal ForumPhoenix Convention Center100 N Third StreetPhoenix, AZ 85004Register now at NPF.org. NSRMCA Meeting Details ForthcomingMay 3–62026AUGUST 9-11, 2026 GAYLORD NATIONAL ,JOIN US!For details on registration, please scan QR codeMARCH 2026 21
MAR-25Class 3 Class 4 Class 5 Class 6 Class 7 Class 8Units 274 229 229 831 364 10,190Avg. Price $19,187 $13,985 $18,301 $33,175 $23,124 $40,253Avg. Miles 125,036 141,534 160,398 186,177 219,814 469,657Avg. Age 7.2 9.2 9.9 7.9 12.3 7.9APR-25Class 3 Class 4 Class 5 Class 6 Class 7 Class 8Units 300 237 252 1,146 411 7,836Avg. Price $18,273 $15,099 $17,208 $31,447 $23,445 $45,105Avg. Miles 124,839 145,675 152,849 182,402 211,234 444,448Avg. Age 7.7 10.1 10.1 7.6 11.3 7.4MAY-25Class3 Class4 Class5 Class6 Class7 Class8Units 331 216 227 1,036 485 9,535Avg.Price $17,711 $18,509 $19,914 $30,747 $25,164 $39,110Avg.Miles 122,029 135,860 143,428 184,711 220,216 471,510Avg.Age 7.5 9.8 9.7 8.0 11.3 8.6JUN-25Class 3 Class 4 Class 5 Class 6 Class 7 Class 8Units 329 215 212 916 408 8,371Avg Price $19,224 $20,620 $19,128 $30,799 $22,450 $44,700Avg Miles 113,808 134,678 156,045 188,100 203,671 445,160Avg Age 7.4 9.3 10.1 8.1 11.7 7.7JUL-25Class 3 Class 4 Class 5 Class 6 Class 7 Class 8Units 334 190 231 659 354 6,885Avg Price $18,605 $16,645 $27,912 $32,077 $21,458 $45,669Avg Miles 130,199 136,765 167,046 191,083 219,588 462,730Avg Age 7.1 9.7 9.7 8.5 11.1 7.7AUG-25CLASS 3 CLASS 4 CLASS 5 CLASS 6 CLASS 7 CLASS 8Units 283 242 212 833 486 7,489Average Price $17,312 $15,334 $18,744 $27,413 $24,101 $42,452Average Miles 119,006 140,777 152,928 203,815 207,072 451,490Average Age 7.9 9.4 9.6 8.3 10.7 7.7SEP-25Class 3 Class 4 Class 5 Class 6 Class 7 Class 8Units 344 244 239 1,000 342 8,394Average Price $18,891 $19,661 $18,685 $29,522 $18,495 $41,113Average Miles 111,484 121,886 149,923 184,782 206,569 460,922Average Age 7.8 8.8 9.9 7.8 12.6 8.1OCT-25Class 3 Class 4 Class 5 Class 6 Class 7 Class 8Units 297 183 285 1,233 450 9,082 Average Price $17,972 $17,950 $15,826 $29,129 $18,824 $37,684 Average Miles 119,393 151,117 153,182 184,490 210,797 467,831 Average Age 8.0 9.8 9.5 8.0 11.6 8.0NOV-25Class 3 Class 4 Class 5 Class 6 Class 7 Class 8Units 213 165 170 889 374 7,017 Average Price $19,152 $14,160 $29,079 $28,405 $18,900 $39,303 Average Miles 115,181 164,911 131,279 182,762 226,748 456,421 Average Age 7.5 10.7 8.7 7.9 11.7 8.1DEC-25Class3 Class4 Class5 Class6 Class7 Class8Units 198 180 161 913 399 8,215AveragePrice $18,639 $16,577 $18,927 $32,242 $27,538 $39,669AverageMiles 123,014 142,533 131,887 174,531 187,147 458,981AvereageAge 8.4 10.1 9.4 7.6 10.3 8.0JAN-26Class 3 Class 4 Class 5 Class 6 Class 7 Class 8Units 233 162 190 819 454 5,807 Average Price $18,408 $16,609 $16,831 $30,182 $27,242 $42,105 Average Miles 135,412 148,833 155,155 179,585 191,446 458,329 Average Age 9.0 9.7 10.2 8.1 10.0 7.3SALES SUMMARYNSRMCA & ACT Research PresentMetrics are a nationally representative sample of remarketers surveyed by ACT Research for analysis and evaluation purposes.Used TruckFor a fuller picture of the used truck market, see ACT Research’s \"State of the Industry: Used Truck Classes 3-8” report | actresearch.net22 Star Carrier | nsrmca.org
NSRMCA Rewind1986NSRMCA Rewind | 1986USPS realigned its regions 40 years ago with the goal of bringing more balance into each region. Colorado, El Paso (Texas), Kentucky, New Jersey, North Carolina, South Carolina and Wyoming all moved to a different region. An article inside the magazine said “the Association is working on a plan to realign the states omto its regional representative structure.” Another article mentioned that NSRMCA was working with the National Museum of American History to provide Star Route memorbilia to the museum’s Hall of Postal History.MARCH 2026 23
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