Europe’s Truck Driver Shortage: What’s Driving It — and How Logistics Leaders Are Responding

The wheels of commerce are turning — but who’s left to drive?

That’s the growing concern echoing across Europe’s logistics sector. With over 6 million people employed in transport across the EU, a critical question is emerging: where will the next generation of drivers come from?

This isn’t a forecast — it’s a full-blown crisis. In 2023, Europe faced a shortfall of over 233,000 professional truck drivers, according to the International Road Transport Union (IRU). Without decisive intervention, that number could balloon to 745,000 by 2028.

While digitization and automation offer long-term promise, the core issue remains: the workforce is aging, recruitment is falling short, and the appeal of the job is on the decline.

Why the Shortage Is So Severe

Demographics are working against the sector. The average European truck driver is 47 years old, and 30% are over 55 — a retirement cliff is looming. At the same time, only 5% of drivers are under 25, and a mere 4% are women (IRU 2023 Driver Shortage Report).

This isn’t just a problem of recruitment — it’s a structural workforce imbalance, worsened by:

• High licensing costs (often more than three times the minimum monthly wage in many countries)
• Poor working conditions, including long hours, low job status, and limited amenities
• Administrative burdens from increasing regulation
• Lack of national image campaigns that position driving as a skilled, respected profession

According to Eurostat, the sector is more male-dominated and older than nearly any other in Europe. Countries like Estonia and Poland are already seeing the impact, with local operators forced to decline shipments or raise prices due to staffing shortages.

The Business Impact Is Growing

More than half of European trucking companies report they cannot expand due to driver shortages; 48% are experiencing lower productivity, and 39% are seeing revenue decline. And while economic slowdowns have temporarily masked the problem, the IRU warns that when demand returns, the labor bottleneck will snap back — harder.

As one industry executive in the whitepaper puts it: “Companies that haven’t modernized their operations will feel it most.”

Toward a New Model: Rebuilding Respect and Resilience

This crisis demands more than quick fixes or wage increases. It requires a full rethinking of how we recruit, train, and retain drivers.

Key areas to address:

• Modernize training and onboarding: Young professionals want clarity, structure, and a sense of growth.
• Improve working conditions: Safer rest stops, access to healthy meals, and upgraded vehicle fleets matter.
• Support mental and physical well-being: Long-haul driving is grueling work that needs better support.
• Promote gender inclusion: Tackle safety concerns and lack of facilities that disproportionately affect women.
• Lower entry barriers: Subsidize or finance licensing and make immigration rules more practical.

According to IRU data, over 70% of transport companies are already responding by covering training costs, offering higher wages, and upgrading fleets. That’s a start — but not a strategy.

Digital Tools: A Lever for Change

In this environment, digital freight exchanges are more than operational tools — they’re strategic enablers. These platforms help carriers:

• Reduce empty miles (currently accounting for 23% of truck journeys in Europe)
• Match loads to available capacity in real time
• Quickly respond to changes in demand, cancellations, or gaps in fleet availability

The result? Higher vehicle utilization, more productive drivers, and fewer unnecessary kilometers.

Further, open logistics networks go beyond short-term load matching. They enable long-term, stable partnerships between shippers and carriers — building trust and predictability in a volatile market.

As highlighted in a recent Transport Intelligence report, agility and collaboration across the supply chain are increasingly cited as the top drivers of competitive advantage in European logistics.

Building for the Long Haul: What Every Logistics Player Should Prioritize

This is no longer about getting through a temporary staffing crunch. It’s about building a supply chain that can stand up to the next disruption — and the one after that.

Here’s where to start:

1. Invest in training and development: Confidence reduces turnover.
2. Prioritize transparency and fair pay: It builds loyalty.
3. Build strong connections between drivers and office staff: A human approach matters.
4. Offer 24/7 support for drivers on the road: Safety and assistance reduce stress.
5. Use telematics and fleet technology wisely: Prevent breakdowns and streamline planning.
6. Bridge language barriers: Use multilingual support and smart translation tools.
7. Adopt freight exchanges and digital platforms: Less downtime, fewer empty miles, better job satisfaction.

Companies that act now to integrate people-centric processes with smart technology will lead the next phase of growth.

Elien Bogaert is the Director of Carrier Growth at Alpega. If you’re looking for practical insights and data-backed solutions to the European driver shortage, click here to get the full whitepaper: “The Driver Shortage is Real.”