Consolidated Chassis Management (CCM) CEO, Paul Nazzaro, explains how fleet modernisation and data-driven operations are helping carriers reduce costs, improve utilisation, and navigate the complex freight landscape.
Efficiency across intermodal transport is frequently determined by how effectively equipment, infrastructure and information work together. With freight networks under pressure to control operating costs, improve asset utilisation and respond more effectively to changing demand, attention is turning towards the systems and operating models that support the movement of goods.
Equipment availability remains an important part of that equation. Empty movements, underutilised assets, storage requirements and maintenance can all introduce additional costs into a logistics network, while congestion at terminals and depots can affect the speed and predictability of freight movements. The challenge is therefore not simply having sufficient equipment, but ensuring it is available in the right place and at the right time.
Shared equipment models, fleet modernisation, interoperability and greater visibility are becoming increasingly relevant to this discussion. Together, they raise wider questions about how assets should be provisioned and managed, and how operators can improve utilisation without adding unnecessary cost or complexity.
Editor Bethany Kellock spoke with Paul Nazzaro, CEO of Consolidated Chassis Management, about these challenges, the changing approach to chassis management and what could define the next phase of efficiency across the intermodal industry.
Please introduce yourself and CCM.
I’m Paul Nazzaro, CEO of Consolidated Chassis Management. CCM is the nation’s largest independent manager of intermodal chassis pools, providing scalable, shared equipment solutions across major U.S. ports and inland hubs. Our mission is to deliver efficiency, reliability, and cost savings to motor carriers through modern equipment, interoperable pools, and a technology-enabled platform that keeps freight moving.
Since taking the helm 18 months ago, it has been an exciting time at CCM, transforming the company from an extension of ocean carriers into an organization driven by supply-demand dynamics. We’ve focused on modernizing the fleet, expanding into high-growth regions, and strengthening our executive team to support a mission of delivering top-tier intermodal equipment.
Over the last 18 months, we have hit some key milestones. We rolled out our 12,000th refurbished chassis for the South Atlantic Chassis Pool (SACP) ahead of schedule and also upgraded “red” chassis feature anti-lock brakes, LED lighting, and radial tires, improving safety and fuel efficiency. CCM has also expanded regionally by deploying hundreds of premium chassis in high-demand areas like Tampa Bay to support e-commerce and new fulfillment centers. The appointment of Tim DeMichiel as COO is also a huge milestone for us, as well as promoting Deborah Langdon to Chief Human Resources Officer. We have also added key hires across sales, legal, operations, and marketing. We have also been focusing on our sustainability initiatives. We’ve achieved this by doubling down on eco-friendly practices, including tire retreading which reduces carbon footprint substantially and using environmentally conscious paints during refurbishment.
What financial and operational impact can fleet modernisation and shared chassis models deliver?
Radial tires alone can reduce fuel consumption by roughly 7–10%, translating into meaningful cost savings, especially at scale. When paired with a modern fleet, which is now fully under four years old, we also reduce maintenance costs and downtime.
Operators capture the full benefit when modern equipment is coupled with an efficient operating model, such as a shared pool. Fragmented net leased, private or older fleets don’t allow carriers to maximize these gains.
Shifting away from private fleets or net leasing eliminates hidden costs, including capital tied up in underutilised assets, storage expenses, and internal maintenance burdens.
Operationally, it introduces flexibility. Financially, it converts fixed costs into variable ones, which is critical in today’s environment of fuel volatility and labor constraints. Coupled with usage-based, pay-as-you-go models, operators can align costs with activity, scale with demand, and avoid inefficiencies from idle equipment.
Empty miles, depot congestion and storage constraints remain persistent challenges. How can interoperability address them?
Interoperable chassis pools are key. By allowing carriers to pick up and drop off equipment at multiple locations, we significantly reduce “deadhead” miles which are non-revenue-generating trips to reposition chassis. Centralised pool networks bring equipment closer to demand, cutting fuel consumption and storage, saving time, and improving driver productivity.
Shared pool models reduce the need for dedicated storage, easing congestion at individual depots. Better network design, improved equipment availability, and modern fleets that require less maintenance all contribute to reduced dwell times and higher throughput.
What are the biggest barriers to wider adoption, and how important is real time insight in overcoming them?
The main barriers are legacy operating models and capital constraints. Many operators remain tied to older net leases or private fleets. Transitioning to a shared system also requires coordination across stakeholders. That said, rising cost pressures are pushing more operators to recognise that modernisation is no longer optional.
Real-time insight is essential. In a shared environment, knowing where equipment is, how it’s being used, and when it’s available directly impacts efficiency and service levels. While progress has been made, further improvement in data integration and standardisation is needed to make insights universally actionable.
How has your experience in the ocean carrier sector influenced your leadership at CCM, particularly through recent market volatility?
My 30-years in the ocean carrier sector gave me a customer-centric perspective, understanding how chassis shortages disrupt supply chains. It also provided hands-on experience managing a 50,000-unit fleet, which translates directly to CCM’s nearly 45,000-unit fleet. My background informs CCM’s customer-first strategy, industry collaboration, and focus on operational fluidity through equipment interoperability.
Despite high tariffs, inflation, and geopolitical uncertainty, our refurbishment program has provided strong ROI. We focus on regional demand by placing assets where they are needed instead of chasing macro trends. Interoperable pools like SACP 3.0 optimize utilization and deliver cost-efficient solutions for carriers.
Looking ahead, what will define the next phase of efficiency for the intermodal industry?
Interoperability, modernisation, and data driven decision making will shape the future.
Shared pool models with high quality equipment, intelligent network design, and real time visibility will outperform fragmented systems. The focus will remain on maximizing utilization while minimizing waste, whether fuel, time, or capital.
The intermodal industry is at an inflection point. Rising fuel costs, labor constraints, and shifting freight patterns demand efficient, flexible, and predictable solutions. Modern, interoperable, and sustainable chassis solutions can help carriers reduce costs, improve fluidity, and support long term growth.
The next stage of intermodal efficiency is not dependent on one equipment upgrade or one operating model. Modernisation, interoperability and visibility have to work together if carriers are to reduce unnecessary movements and make better use of the assets already within the network.
The pressures are familiar. Fuel costs remain significant, labour is constrained, freight patterns change and capital tied up in underutilised equipment represents a cost that operators increasingly need to examine. Shared pools offer an alternative by bringing equipment closer to demand and allowing costs to align more closely with actual activity.
The wider challenge will be moving beyond legacy operating models. As Nazzaro acknowledges, coordination between stakeholders remains necessary, while data integration and standardisation still need improvement before real time information becomes universally actionable.
What is changing is the economic case for doing so. With operators increasingly focused on utilisation, predictability and cost, chassis management is becoming part of a wider conversation about how intermodal networks can operate more efficiently.
As Nazzaro puts it, the industry is at an inflection point. The next phase will be defined by how effectively it can maximise utilisation while minimising waste in fuel, time and capital.
