Over the past two years, one of the most persistent problems in European road freight has not been price volatility, nor the driver shortage, nor capacity fragmentation – it has been the silent spread of what logistics managers now call “grey capacity.” This refers to transport orders being executed by subcontractors the shipper never selected, approved, or sometimes even knew existed. And the trend is accelerating across Germany, Poland, Benelux, and the Czech Republic.
The mechanics behind it are simple: a carrier accepts a load, but instead of executing it with its own fleet, it resells the order to a smaller haulier at a lower rate. In theory, this helps maintain service continuity in peak periods. In practice, it often means reduced control, weaker compliance, and inconsistent service. RoadFreightCompany sees this pattern across several European corridors, especially on lanes where demand spikes unpredictably or where drivers are in short supply.
There are several structural reasons behind the rise of grey capacity. Consolidation among mid-size carriers has not kept pace with demand, which forces even reputable companies to rely on subcontracting layers during peak loads. At the same time, EU regulations on driver working time have reduced operational flexibility. Many carriers accept more orders than they can fulfil internally, betting on their ability to subcontract later. When execution is tight and margins thin, reselling becomes a survival mechanism rather than a strategic choice.
For shippers, the consequences are subtle at first but costly over time. Service quality becomes harder to predict because the subcontractor may not follow the same operational standards or communication routines. Tracking visibility becomes fragmented when several TMS systems are involved, complicating ETA accuracy. Liability for damages or delays is also more difficult to trace when the original contracting party is not the executing party. RoadFreightCompany has seen cases where a simple subcontracting chain grew into a chain of four companies – none of which the client had ever heard of.
The problem is not limited to small carriers. Even large operators are increasingly using subcontractors to fill gaps in their networks. This is a direct result of two trends: pressure on lead-time performance and competition driven by low margins. When the focus shifts to “keeping the truck moving at all costs,” compliance standards weaken. The shipper still receives a truck on time, but the operational risk grows quietly behind the scenes.
There is also a technological dimension. Digital freight platforms and spot-market systems make subcontracting faster and easier, but not necessarily more transparent. Orders can be reassigned multiple times within minutes, with little documentation of the chain behind the accepting party. What used to require phone calls now happens through automated bidding mechanisms, leaving shippers with less visibility into who actually arrives at their docks.
Mitigating the risk of grey capacity requires a shift from purely transactional procurement to controlled capacity partnerships. RoadFreightCompany focuses on stable, long-term carrier networks with strict onboarding procedures, verified fleet data, and real-time compliance checks. This approach reduces the likelihood of unapproved subcontracting and gives clients consistent operational behaviour, even during peak periods. Shippers who treat capacity as a strategic asset, not a commodity, experience fewer disruptions and more predictable service.
Grey capacity is not going away – but the companies that recognize it early and build structures to control it will outperform those who rely solely on price-driven tenders. In 2026, the competitive advantage will belong to logistics partners who provide not just transport, but verified and accountable transport.
And that is precisely where RoadFreight Company sees its role: ensuring that the truck arriving at your facility is the truck you actually contracted.