This interview was conducted during RelayCon 2025. It has been edited and condensed for length.
At RelayCon 2025, four Amazon leaders shared their vision for the future of transportation. Here’s a look at their discussion about industry trends, middle mile operations, and what these changes mean for carriers.
Meet the panel
- Maneesh Jyoti leads the team building Relay’s technology. With both his father and grandfather having been owner-operators, he brings deep understanding of carriers’ needs to his role as VP of Relay Product and Tech.
- Jeff Helbling oversees Amazon Shipping globally, bringing over a decade of experience in building customer-focused logistics solutions. His team works to create opportunities for carriers across Amazon’s transportation network.
- Joanne Rzeppa leads North America Transportation, overseeing sort centers and yard management. Since 2008, she’s helped build Amazon’s transportation network from the ground up, with a focus on carrier success.
- Ari Silkey heads Amazon Freight, bringing both entrepreneurial and transportation expertise to the role. Before co-founding Relay in 2016, he built and sold two GPS companies, giving him unique insight into transportation technology.
How has the shipping industry changed over the last 5 years? How has Amazon responded?
Jeff Helbling: The transformation has been remarkable. First, we’ve seen trucking volume grow at an unprecedented rate, largely driven by the continued explosion of ecommerce – and COVID-19 acted as a major accelerant to this trend.
But it’s not just about volume. Customer expectations have fundamentally shifted, particularly around delivery speed and reliability. They want their packages faster, and they want delivery times they can count on.
Amazon hasn’t just adapted to these changes – we’ve led them. We’ve made massive investments in inventory regionalization and expanded our sub-same day delivery facilities. At the same time, we’ve focused on cost-to-serve to better meet customer needs and keep them coming back to Amazon.
In my division, Amazon Shipping, we’re now delivering parcels from 3P warehouses directly to end customers for major brands. We inbound into our fulfillment centers, sort centers, and delivery stations, then deliver these packages alongside Amazon orders.
But none of this would be possible without middle mile – without carriers making it happen every day.
“What’s particularly exciting is how we’re now externalizing our logistics services. The infrastructure we built to support Amazon.com’s ecommerce is being made available to third-party companies – across freight, air, and shipping.”
Ari Silkey: Jeff makes an excellent point. What we’ve seen is nothing short of a revolution in how businesses think about supply chain. It’s no longer a back-office function – it’s a boardroom priority. COVID-19 fundamentally changed shopping patterns, and companies’ survival now depends on supply chain excellence.
We’ve also seen the challenges. Truck rates have remained low since the COVID highs, and many carriers – from large fleets to owner-operators – have struggled to stay afloat. Yet despite these industry headwinds, third-party shippers still need reliable, safe carriers to move their goods. They’ve had to adapt by working with multiple brokers to find capacity and spread their risk.
This is where Amazon’s strategy comes together beautifully. Just as Jeff mentioned Amazon Shipping bringing small parcel shippers into our network, Amazon Freight is doing the same with enterprise and large shippers.
How has transportation changed from the carrier side?
Maneesh Jyoti: Building on what Ari and Jeff have shared, I want to emphasize that we can’t win more external shipper business without a consistently safe and secure network.
We’ve seen an increasing number of fraudulent companies across the freight industry, and we’ve responded aggressively. Over the past two years, we’ve introduced driver ID, fleet ID, and carrier ID. We have zero tolerance for fraud or theft.
“By removing bad actors, we create more opportunities for high-performing carriers who play by the rules.”
Joanne Rzeppa: Let me add a customer-centric perspective to this discussion. Our customers – including our own families – demand timely delivery, and that requires our facilities to operate with maximum efficiency.
We’ve continually raised the performance bar to meet customer expectations. We’ve evolved from 2-day delivery to sub-same day delivery across the country. The time between “add to cart” and “package delivered” keeps shrinking.
We’ve invested billions in growing our network of facilities, including our recent massive investment in rural sites to expand fast delivery to more customers.
And importantly, as our network grows and carriers’ fleets move more packages, we’ve invested heavily in raising the support bar for them and their drivers whenever they need assistance across ROC and disputes.
What do you see on the horizon for the trucking & supply chain industry?
Joanne Rzeppa: The future is automation, but not in the way many might think. We’re looking at automation that makes experiences easier for everyone – carriers, shippers, and internal associates alike.
Let me give you some concrete examples. Imagine support systems that can detect and address issues before they become problems. Picture yards where automated systems enhance safety for everyone on the ground. It’s about augmenting human capabilities, not replacing them.
“Increased adoption of safety technology means more volume from external shippers, which translates directly into more work opportunities for carriers.”
Maneesh Jyoti: We’re already seeing this evolution in safety technology. The rise of in-cab safety tech and AI assistance isn’t just coming – it’s here.
Take Tractor Driver Assist, for example. This technology helps keep trucks in their lanes and prevents side-swipe collisions. Add to that automatic braking systems and AI-powered driver coaching, and we’re looking at a fundamental shift in road safety.
Ari Silkey: I’d like to add another significant trend we’re seeing: the reshoring or nearshoring of production.
“Companies are increasingly moving their manufacturing closer to home, which is expected to drive up domestic shipment volumes significantly. This presents a massive opportunity for carriers who are prepared to handle increased domestic freight.”
Jeff Helbling: Building on what Joanne mentioned about AI, we’re seeing the emergence of a reinforcing loop. AI technology is improving efficiency and providing faster access to real-time information.
Think about more accurate placement of goods to reduce transit time to customers. Inventory positioned strategically closer to demand points, simultaneously reducing transit times, costs, and environmental impact.
“We’re seeing shipper customers optimize for either speed or cost – and the industry needs to solve for both.”
How do these trends specifically impact Amazon’s middle mile operations?
Jeff Helbling: This is where it gets exciting. As shippers search for dependable capacity, they’re naturally gravitating toward reliable partners for their shipments. Amazon’s offering to shippers will incorporate AI to streamline their supply chains, which will increase the shipment volume flowing through the Relay network.
Our network’s inherent flexibility in balancing speed and cost makes our offering particularly attractive to shippers. Both Amazon Freight and Amazon Shipping are perfectly positioned to capture this demand and create growth opportunities for high-performing, safety-conscious Relay carriers.
Maneesh Jyoti: We’ve already been preparing for this future through programs like safety rewards. If you use dashcams and haul safely, you’ll earn up to 4 cents per mile.
Plus, our trailer pool continues to evolve. We’re implementing advanced sensor technology that provides real-time data on cargo conditions, weight distribution, and trailer health.
Joanne Rzeppa: Let me paint a picture of what this means at the facility level. We’re talking about faster check-ins and check-outs through automated gates, AI-powered ROC tools that accelerate issue resolution for carriers and drivers.
Imagine automated overrides eliminating the need to file dispute tickets – no more waiting! We’re also focusing on yard safety automation to increase daily efficiency.
And we’re developing more sophisticated disruption management systems – both proactive approaches and faster ROC response times when issues do occur.
What should carriers do to set themselves up for success?
Ari Silkey: Let me be very clear about this. Both Jeff’s organization and mine are laser-focused on one thing: building a service that customers absolutely love.
So my ask is straightforward, but crucial: Help us increase both the variety and volume of work available by focusing on consistency. This means consistency in performance through on-time delivery, load acceptance, and following load directions – with safety being the foundation of everything we do.
“When you deliver consistently and reliably, you’re not just completing a load – you’re making Amazon the preferred choice for shippers. Every successful delivery strengthens our collective reputation.”
And here’s a bonus opportunity I want everyone to be aware of: we’ve expanded our offerings to include inbound LTL and multi-modal transportation. For carriers in this room, that means ensuring you have certifications for port and rail yards. These certifications will be your ticket to accessing this additional work.
Maneesh Jyoti: My ask builds directly on what Ari just said, but focuses specifically on safety. Safety can’t be just a checkbox or an afterthought. It needs to be woven into the fabric of your operation. I’m asking you to prioritize safety with your drivers and staff every single day. Build a safety culture that becomes part of your company’s DNA.
And embrace technology that supports safety. Invest in in-truck safety tech. Implement systems that automate safe behavior on the road.
“Remember: keeping our roads and communities safe isn’t just good ethics – it’s good business.”
Joanne Rzeppa: My ask might surprise you in its simplicity, but it’s absolutely vital: Keep the feedback coming.
I personally make a point listen into calls held with carriers, including office hours, along with in-person meetings like roundtables, and read through their feedback. Our entire team reviews and analyzes carrier interactions with ROC and every survey response we receive.
When carriers participate in surveys, join roundtables, and attend events like RelayCon, they’re not just showing up – they’re actively shaping our roadmap and future plans.
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