UPS: driver shortage needs flexibility, bigger trucks and growth pathways

Driver shortage is putting growing pressure on operators in Europe. IRU member UPS takes special care to get the drivers it needs. But it’s aware of the evolving challenges. We spoke with Chelsea Allison, Vice President Human Resources at UPS Europe, Middle East and Africa, to understand how the company is responding.

UPS has a different operating model than many long-haul operators, using a hub-and-spoke system that optimises logistics.

Light commercial vehicles – UPS calls them “package cars” – collect volume from different origins (the outer edge of the spokes) and bring them to a local sorting facility. Volume from multiple regional spokes is sorted and consolidated onto heavy-duty vehicles or cargo planes and brought to the hub, where the volume is sorted according to destination. A heavy-duty vehicle in express parcel operations rarely exceeds four hours, delivering its volume to a hub and returning home.

“The advantage of our system is that our drivers don’t do long distances and get to sleep at home,” Chelsea Allison told us. “This is why it’s more attractive to most young drivers.”

Thanks to this approach, the average driver age at UPS is 42–48, below the European average of around 50.

But this does not fully eliminate the challenge.

Heavy-duty drivers often work at night, five days a week, to move goods during the nighttime and bridge the distance between distribution centres. That schedule does not always match what younger workers are looking for. “People increasingly have lifestyle careers and want to work only three or four days a week, while UPS has fixed working days.”

In response, UPS is focusing on efficiency, internal career development and attracting more women.

Bigger trucks

One key area in driving efficiency is the use of longer and heavier vehicles, such as ecocombis. They reduce the number of trucks and drivers needed on certain routes. Ecocombis also cut fuel use and CO₂ emissions.

“As soon as we have three regular trucks driving between distribution centres, we can easily switch to two ecocombis,” said Chelsea Allison. “With an increased shortage of drivers, the need for ecocombis has never been greater.”

UPS already uses these combinations in Germany, the Nordics and Spain as well as on some routes between the Netherlands and Germany and Germany and the Nordics. Wider acceptance across Europe would help operators such as UPS manage capacity more efficiently.

From within

UPS has a strong “promotion from within” culture. Its “Warehouse to Wheel” programme allows employees to start in entry-level roles and move into driving positions over time.

“For example, an employee who joins UPS to work night shifts and load trucks can grow to become a driver,” said Chelsea Allison. “The advantage is that they are already familiar with UPS procedures and rules.”

UPS uses dedicated training centres, including in the UK and Germany.

“These ‘Integrad’ centres prepare drivers for real-world operations and make drivers aware of road safety, vehicle technology, ergonomics, package handling, and safe working practices,” said Chelsea Allison. “We also offer in-house training for Code-95 [a mandatory EU qualification and CPC required for all professional truck drivers].”

UPS often pays for C-licence training, but costs can be high.

Moving from a B-licence to a C1-licence through a fast-track process costs around EUR 4,000. When drivers are fully released from work, it takes up to one and a half months to obtain a licence. If they train in the evening, it takes up to three-quarters of a year. That’s if there are no delays at exam centres.

Technology is also changing the profession. UPS invests in automation and driver-assistance tools to make work easier and safer. But this has a dual effect: older drivers may require additional investment in training, while younger drivers may see modern tools as attractive.

“The goal is to have zero accidents,” said Chelsea Allison. “UPS has a very strong safety culture.”

More women

Attracting more women is another focus. Many roles have predictable schedules and no multi-day travel. UPS uses testimonials from women drivers through its “Tractors for Females” initiative.

“We do targeted campaigns about women in logistics and foster mentorship programmes to support women in transport careers,” said Chelsea Allison. “We are seeing progress, with the percentage of female drivers going up by a few percentage points year after year.”

The shortage of drivers requires practical action from both companies and policymakers.

Lowering the minimum age to drive a truck from 21 to 18 was a step forward, helping young people enter the sector before they choose another career. The recent update to the EU Driving Licence Directive was a step forward in this respect.

Other steps forward would be to allow wider use of ecocombis on (intra-) European roads, more support for company training, and simpler licensing processes.

The challenge is complex. But for UPS, the direction is clear: make operations more efficient, develop internal talent, and give more people a pathway into driving.