Recruitment discussions usually focus on net wages. Less visible are idle vehicles, rejected loads, recruitment and training costs, and the dispatcher’s time spent continually rebuilding the plan.
A company may have enough trucks on paper, but its real capacity is determined by the number of reliable crews. Vehicle utilisation should therefore be tracked alongside absence and staff turnover.
Not every load should be accepted. If covering it means moving a driver away from a better lane or buying expensive temporary capacity, that cost must be reflected in the price.
Model scenario: a truck with fixed costs of €145 per working day sits for six days while a replacement driver is found. That is €870 before recruitment time or rejected work is counted, so a €150 monthly wage difference is not the decisive figure.
Official source: IRU — Driver shortage
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