Whew! Sorry i was offline and didn't see this whole thing sooner! I have been down in Nashville at the TEANA (The Expedite Association of North America) annual conference. It went extremely well. I am the current president and I was running from sun up to sun down, so sorry for my absence.
I don't have a magic formula but.....
I look at the year to date average revenue per week by vehicle size.
I look at the 4 week average revenue per week by vehicle size.
(some of you may have seen my wonderful graphs)
I look at the amount of freight being brokered out to other carriers.
I look at the number of "turn downs" that we are unable to cover for our customers.
I look at industry and economic data and projections for the upcoming quarters. As well we talk with our customers on an ongoing basis to get their feel for things and what they see coming down the pipeline.
July starts with a holiday and the shut down period. If we have 20 less units during that period it would have little net effect on the fleet. We still have to broker plenty of freight out during slower periods as we do not have a vehicle on every corner.
Bottom line is I manage the company on a near term and long term basis. I can not manage it based on a 2-3 week period and will never attempt too. The same being true i would not add 5 trucks anticipating a busy 2 weeks.
I have not changed anything about how I view the fleet, recruiting, revenue per unit, customer data, and how we adjust accordingly. It has worked this far for all of us. Sitting units cost everyone, including me. I designed it that way for a reason.
FYI - I will now board a plane with no wifi service