Trucking business funding & working capital for your next business move.

Factoring advances cash against specific invoices and typically involves fees, reserves, and sometimes recourse. A merchant cash advance is structured around your overall receivables. Compare total cost and collection terms side by side.

Eligibility depends on operating history, revenue, and the complete review — not just fleet size. Single-truck operations with documented revenue should discuss their situation with the team.

Slow-paying brokers are exactly the timing gap working capital is designed to bridge. Provide settlements and explain your average days-to-pay when you apply.

Equipment financing may cover a tractor purchase; working capital can help with the down payment, insurance, and compliance costs around the acquisition. Confirm requirements before signing.

The published programs require operating history and monthly revenue. A brand-new authority without that history should not assume it qualifies.

With a complete application, carriers can get a decision in as little as 4 hours and transportation working capital as fast as same day. Apply directly to Logic Advance — no obligation.

Prepare a signed application and four recent, complete business bank statements. Settlements, authority documents, and ownership information may also be requested.

Credit is just one piece of the review — not the full story. Many programs in the trucking industry look beyond credit scores and weigh operating history, monthly revenue, cash flow, and collateral. If you've had credit challenges, be prepared to demonstrate steady business activity, consistent deposits, and the need behind your request. Bring recent settlement statements, bank records, and clear documentation of existing contracts or revenue streams.

Day cabs, sleepers, box trucks, straight trucks, vocational trucks, and specialty units — new or used, single units or full fleets. Both purchase and lease structures are available depending on your operation and the program. Provide the spec sheet or dealer quote when you apply so the team can match the right structure to the equipment.

Equipment leasing lets you run a truck or trailer for fixed payments without buying it outright. Operating leases typically mean shorter terms and lower payments; capital leases work more like a purchase paid over time. Leasing usually involves less paperwork than traditional financing and keeps your cash free for fuel, payroll, and maintenance. Compare the total cost of leasing versus buying — including buyout terms — before you sign.

Section 179 lets businesses deduct the cost of qualifying equipment in the year it's placed in service. Vehicles under 6,000 lbs face a lower annual deduction cap (around $12,400), while heavier commercial vehicles between 6,000 and 14,000 lbs may qualify for a much larger deduction. Most working trucks clear the 6,000 lb threshold easily. Tax rules change — consult your tax professional before making a purchase decision based on deductions.

Yes. That timing gap is one of the most common reasons carriers use working capital. Fuel and driver pay are due now, while broker and shipper payments arrive weeks later. Size the request to your real weekly operating costs, not to a guess.

Yes. Engine, transmission, and other major repairs are a common purpose because a parked truck earns nothing. Share the shop estimate and the expected time out of service when you apply so the request matches the real cost.

Premiums are a large, predictable cost, and annual or semi-annual premium bills can strain cash flow in a single month. Include upcoming premium due dates in your request so the funding covers the bill without squeezing fuel and payroll.

Both can work. New equipment usually means a higher price with warranty coverage, while used equipment costs less up front but may need more maintenance sooner. Compare the total cost — payment, insurance, and expected repairs — against the revenue the truck will run.

Yes. Adding a second or third truck brings costs before it brings revenue — the down payment, insurance, permits, and the first weeks of fuel and driver pay. Funding can bridge that start-up stretch if your current operation shows steady revenue and clean records.

Tell the team early rather than letting a payment surprise you. Keep settlement records current, track which brokers pay slowly, and build a small reserve into your request so one late payment does not cascade into missed bills.

Yes. Everyday running costs do not wait for broker payments, and working capital can cover tolls, tires, and scheduled maintenance while settlements are pending. Build the request from your actual monthly costs per truck, keep settlement records current, and size the amount to the gap, not the best month.

A fuel spike raises the cost of every load before rates adjust. Funding can keep tanks full and trucks moving while you renegotiate rates or add surcharges. Track fuel cost per mile, keep recent statements and settlements ready, and compare any offer against your normal monthly revenue.

Prepare a signed application and four recent, complete business bank statements, plus recent settlements and a summary of your lanes and average days-to-pay. List current funding, balances, and payment schedules. A complete application can receive a decision in as little as 4 hours, with funding available as fast as same day.

Yes. Hiring brings costs before the new driver generates revenue — recruiting, onboarding, insurance, and the first weeks of pay. Funding can bridge that stretch when your current operation shows steady revenue and clean records. Bring the hiring plan and the lanes the driver will run.

Reviewers look at the whole operation: operating history, monthly revenue, settlements, and cash flow. A dealer quote and spec sheet help explain the equipment request, and published programs range from $6,000 to $500,000 depending on revenue and product. Confirm requirements before placing a deposit, because meeting a guideline does not guarantee approval.

Yes. Many carriers return as they add trucks, drivers, and lanes, because each stage brings new costs ahead of new revenue. A record of steady settlements and payments handled as agreed strengthens each new review, whether the next step is a repair reserve, another tractor, or added working capital.

After you apply, the review works from your complete file: the application of about 12 questions, a signed application, four recent, complete business bank statements, and recent settlements with a summary of your lanes and average days-to-pay. A complete application can receive a decision in as little as 4 hours. If an offer follows, compare the net amount, total obligation, all fees, payment frequency, and expected duration before you sign, and approved funding can arrive as fast as same day.

Request the planning gap, not a round number. This page works the example: an $18,000 engine overhaul quote, $2,500 in towing and downtime, and a $9,500 operating reserve total $30,000. If your operation can contribute $8,000 without using essential operating cash, the remaining gap is $22,000 before financing fees or other costs. Share the shop estimate and the expected time out of service so the request matches the real repair.

The published guidelines start at $25,000 in monthly business revenue, with funding amounts from $6,000 to $500,000 depending on revenue and the product. Merchant cash advance and line of credit guidelines start at six months in business, while equipment and term funding guidelines start at one year. Credit requirements and additional conditions differ by product, and meeting a minimum does not guarantee approval.

Check the complete offer, not just the advance rate. Confirm the net amount your operation will receive, the total payment or remittance obligation, all fees, payment frequency, and expected duration, noting that daily or weekly cycles are common in trucking. Review liens, guarantees, early-payment treatment, and any reconciliation provisions, and remember that a factor rate on a merchant cash advance is not APR.

Yes. Peak season rewards carriers whose trucks, drivers, and cash are ready before freight volume jumps. Use the weeks ahead of the peak to handle scheduled maintenance, set aside a reserve for fuel and tolls, and line up driver capacity, while settlements from earlier loads are still arriving. Build the request from your real weekly operating costs and current settlements, so the operation enters the peak ready to accept loads instead of turning them down.

Apply again when the next stage of the operation is in front of you: another truck, a new driver, or a repair reserve before a busy stretch. A record of steady settlements and payments handled as agreed strengthens the new review. Bring a signed application, four recent, complete business bank statements, and current settlements, and apply before the cost is urgent so the timing works for you, not against you.

Hold enough to cover the weeks when settlements have not yet landed: fuel, driver pay, insurance, and at least one meaningful repair. The example on this page holds a $9,500 operating reserve inside a $30,000 plan. Your figure should come from your own weekly costs and your brokers' real days-to-pay, not from a guess.

Yes. Fuel and payroll are due every week whether freight is strong or slow, while a repair arrives unannounced and cannot wait. Planning the two separately, with a named reserve for repairs, stops one breakdown from consuming the money that keeps every other truck moving.

Send recent settlements that show your lanes, your average days-to-pay, and the pattern of money actually arriving, alongside the signed application and four recent, complete business bank statements. Settlements let the review judge the operation on its real payment cycle instead of on a single month's deposits.

Insurance is one of the fixed costs a working capital plan can be built around, because the due date is known long in advance. List the premium, its date, and your other obligations in the request so the payment schedule can be tested against it. The written offer confirms what a specific agreement covers.

Price the downtime as well as the repair: the quote, towing, and the revenue the truck would have produced, the way this page adds $2,500 of towing and downtime to an $18,000 overhaul. Then check driver reassignment and load coverage, so one truck in the shop does not become a week of missed commitments.

Compare the full repair quote and expected downtime against the down payment and launch costs of a replacement unit, including insurance, permits, and compliance before its first settlement. The repair-or-replace checklist on this page walks through that comparison. Fund the choice the numbers support, not the one made under roadside pressure.

A fleet total can hide one unit that loses money behind two that earn. Tracking fuel, repairs, insurance, and settlements truck by truck shows which unit a funding request should protect, and which unit needs a repair, a different lane, or a replacement decision first.

Settlements tied to that unit, its fuel and toll spending, its repair history, and its insurance cost. Matched against the same weeks, those records show what the truck contributes after its own costs, which is the figure a payment has to fit.

Yes, when the plan names which truck the money serves. Funding the repair that returns a working unit to service is a different request from covering a unit with no work waiting. The records behind each truck let the review tell the two apart.

Take that truck's settlements across a normal month, subtract its fuel, insurance, and routine repair costs, and check what remains against its share of the payment. Use a slow month, not the best run the truck ever had.

No. A high-mileage unit needs a larger repair reserve and a harder repair-versus-replace check, because the next failure is closer. A newer unit usually needs less reserve and more protection for fuel and payroll. The plan should match the truck's age and history.

Compare each truck's settlements with the costs you assigned to it: fuel, repairs, insurance, and its share of the payment. If one unit missed its plan, adjust early, while the difference is still a scheduling problem instead of a cash problem.

Draw the next eight to twelve weeks, mark when each settlement is expected, and list the fuel, payroll, insurance, and repair costs due in the same weeks. The weeks where costs arrive before settlements are the gap a request has to cover, and that picture is far more useful than a monthly average.

Treat the strong week as a chance to rebuild the reserve, not as spare cash. Settlements bunching together usually means a thin week follows, and holding part of the strong week back is what keeps the thin week from borrowing against the next load.

Name it in advance and assign it a source: the operating reserve, a settlement arriving the week before, or a smaller scheduled cost. A week with no settlement is normal in trucking; it only becomes a problem when nobody planned which money carries it.

You can raise the timing when you review the written offer, and your settlement calendar is the evidence for the conversation. Show which weeks reliably carry settlements and which run thin, and ask how the schedule and any adjustment process would treat each kind of week before you sign.

Cover enough history to show your normal pattern, including a slow stretch and a strong one. Recent settlements beside your bank statements let the review see how many days your brokers actually take to pay, rather than the terms printed on an agreement.

Refresh it whenever a broker changes payment timing, a truck goes down, or a new lane starts. A monthly redraw is a good rhythm for most carriers, because the calendar only protects the operation while it still matches how freight is really moving.

Name the cold-weather items directly: batteries, tires, winter fluids, added maintenance, and the reserve for a week when weather stops a truck entirely. Reviewers fund named costs more readily than a general winter cushion, and the page's repair example shows the shape: parts and work priced first, downtime and reserve priced beside them.

Match holiday volume to the trucks and drivers you actually have, and price the reserve for the settlements those loads will not produce until 30 to 45 days later. Extra freight that exhausts drivers and defers maintenance can cost more in January repairs than it earned in December revenue.

Before the rush, when the work can be scheduled and the truck returns to a full calendar of paying loads. A repair done in the rush competes with the season's best freight, and a repair deferred past it risks a breakdown that takes the truck out of that freight entirely.

A full quarter of settlements, including the holiday weeks and at least one slow stretch, so the review sees the pattern rather than a peak. Settlements beside four complete bank statements show how many days your brokers actually took to pay when volume was highest.

Build the holiday week into the settlement calendar before it arrives and hold the operating reserve for it: on this page's example, $9,500 of the $30,000 plan exists for exactly the weeks when costs continue and settlements pause. Naming the week in advance turns a payroll scare into a scheduled draw on money already set aside.

Yes, when the substitute keeps a truck earning through the regular driver's time off and the cost is named in the request. A parked truck still carries insurance and payments, so a substitute driver during the holiday weeks is often the cheapest way to protect the settlements January depends on.

Assign them before they land: the December costs they already cover, named and dated, and the part of the winter plan they do not cover, which is the honest size of any request. A settlement absorbed into general cash in a short week disappears; a settlement assigned on paper becomes the first line of the December plan.

Plan fuel from the loads already booked, not from November's pace. December usually runs strong early and thin around the holidays, so hold the fuel line against the booked miles week by week, and keep the operating reserve — $9,500 in this page's example — for the weeks when settlements pause but tanks still empty.

Yes, and early December is the time to book it: the repair is already priced in this page's budget as an $18,000 overhaul with $2,500 of towing and downtime beside it. A scheduled repair in a planned slow week costs the budgeted figure; the same failure in the middle of a paying run costs the figure plus the load it strands.

Ask for the actual payment date, in writing, for every load delivered in those weeks: which office processes it, which days that office closes, and the first business day payments resume. A settlement expected on a closed day is a dated gap, and dated gaps are what the December plan is built to cover.

Because a December file can show the whole year the way it actually ran: the strong months, the slow ones, and the holiday rush just completed. Four recent, complete statements carry the most recent part of that record, and a carrier who can explain the year's pattern asks for a request sized to evidence instead of to the best month.

Enough to cover the fixed weeks January always brings: fuel and driver pay for the loads booked, insurance dates, and one meaningful repair. This page's example holds a $9,500 operating reserve inside a $30,000 plan; your figure comes from your own weekly costs, counted before January's thinner settlements set it for you.