The trucking industry’s reaction to artificial intelligence (AI) today looks a lot like its reaction to the internet in the late 1990s. Skeptical. Dismissive. Convinced it can wait. The companies that waited back then didn’t disappear overnight. They just slowly became less competitive.

AI will follow the same path for the ditherers. Only faster.

C.H. Robinson just delivered a strong year in one of the ugliest freight markets in recent memory. Many have credited its investment in artificial intelligence. That’s not wrong, but it misses the real lesson.

This isn’t a story about technology replacing people or algorithms beating the freight cycle. C.H. Robinson operated in the same crappy market as everyone else. It invested during the downturn and used AI to reduce mistakes, inconsistency, and delays in everyday decisions.

It’s a playbook carriers can use as well.

AI reduced mistakes

C.H. Robinson didn’t use AI to uncover hidden demand. It used it to eliminate small, repetitive errors that quietly drain margin. At MSM Transportation, we used to call them the mosquitoes on the elephant’s butt. One doesn’t matter. Thousands will kill the beast. 

Pricing freight consistently. Responding to customers faster. Managing exceptions before they turn into service failures. None of this is glamorous. But in a down market, margin doesn’t vanish all at once. It leaks out, decision by decision.

Carriers face the same reality. Profitability can hinge on a dispatcher’s gut feel or an outdated rate. I’ve never met a carrier that wouldn’t benefit from better decision discipline. Not because people are careless, but because humans are inconsistent under pressure.

Mistakes matter

FedEx founder Fred Smith described the cost of mistakes with the 1-10-100 rule. Fix a mistake immediately and it costs a dollar. Let it move downstream and it costs $10. Let the customer see it and it costs $100.

The numbers are illustrative. The multiplier is the point.

AI’s real value is preventing small errors from becoming expensive ones. Catching problems early and responding faster isn’t about speed for speed’s sake. It’s about protecting margin, especially when freight is cheap.

Carriers often assume they lose business on price.

In reality, they lose more from sleeping at the wheel. Customers remember who responds quickly, who confirms cleanly, and who fixes problems before they escalate.

Even basic automation beats “leave a message, we’ll get back to you.” Faster decisions mean fewer missed loads and better utilization, which matter more than squeezing an extra dollar out of a rate.

Where automation actually works

What often gets lost in the AI conversation is where it works best. Automation thrives in simple, repetitive environments. Dense lanes, predictable freight, and standardized rules.

AI works best as a co-pilot, handling routine flying so humans can take control when conditions get rough.

Think about the epic weather we had in January and early February. Trucks were at a premium. Spot rates spiked. The moment freight becomes irregular or has special requirements, good judgment and creative problem-solving matter more to customers than any model.

The smartest operators aren’t trying to automate everything, just the repeatable work. Dispatchers, planners, and operations teams are already overloaded. Asking them to also be real-time analysts and pricing experts on dozens or hundreds of lanes is a recipe for burnout. Automating repetitive tasks lets them focus on delivering the service customers expect.

Start operational, not visionary

C.H. Robinson’s goal wasn’t “AI transformation.” They started with operational problems. Pricing inconsistency. Slow workflows. Human bottlenecks.

Carriers should do the same. The best starting points are not moonshots. They’re mundane. Automated lane pricing guidance. Predictive service-failure alerts. Booking automation. Each one reduces the number of bad decisions made every week. Over time, that discipline adds up.

The bottom line

C.H. Robinson’s automation success isn’t about replacing people or outsmarting the market. It’s about building systems that make fewer mistakes and respond faster when conditions are brutal.

The last upcycle rewarded almost everyone. The next one will not. Carriers that wait will not fail overnight, but they will slowly price, service, and respond themselves out of the market.