Fleet Executive March April 2015

MOTORTRUCK

MARCH APRIL 2015

CANADA’S BUSINESS MAGAZINE FOR FLEET OWNERS

Alternative fuels Why there’s still a case to be made

DIG THE DATA Tire management The research on low rolling resistance tires Information technology To cloud or not to cloud

Want to properly utilize your shop assets? The best strategies are hiding in the data

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March/April 2015

Volume 84, No. 02

contents 34

Cover Story 18 NUMBERS DON’T LIE

Want to properly utilize your shop assets?

There’s no way around it, you’ve got to dig the data. Lots and lots of data. Here’s how to get started.

Features 16 TO CLOUD OR NOT TO CLOUD Why that is no longer the question when it comes to information technology strategy.

22 ALTERNATIVE REALITIES There is a case to be made for alternative fuels – even in an era of lower gasoline and diesel costs.

26 RESISTANCE IS FUTILE

22

Research shows Low Rolling Resistance tires deliver on fuel savings.

Departments 4 WHAT’S ON 6 THE VIEW WITH LOU 8 MAIL BAG 9 THE BOTTOM LINE 11 THE HUMAN EDGE 13 RISKY BUSINESS 15 TAKING CARE OF BUSINESS 16 DATA DRIVEN 38 INSIDE THE NUMBERS

28 GREEN TO GOLD THE ELEPHANT IN THE ROOM You can’t ignore the impact of dropping diesel pricing, so why were attendees at the NTEA Green Truck Summit urged to stay the course on transitioning their fleets to cleaner-burning fuels?

29 FAST FORWARD ON FUEL EFFICIENCY What you can expect from Phase 2 of the US greenhouse gas regulations.

30 PAYBACK ACCEPTABLE Why C.A.T. is standing firm on its decision to go with CNG.

34 THE EXTRA MILE Subtle powertrain and aerodynamic enhancements are expected to deliver a fuel economy improvement of up to 3.5% on the 2016 Volvo VN.

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WHAT’S ON TRUCKNEWS.COM Brought to you by the editors of Truck News, Truck West and Fleet Executive

BLOGS

FEATURES

> R edefining the shipper-carrier relationship

It’s about the 4Cs: co-operation, collaboration, communication and commitment

HARRY RUDOLFS

How much should truckers make?

They’re not making enough Rudolfs argues and the companies that claim they pay well often come up short.

> L ife under IRP’s Full Reciprocity Plan

The proof of the pudding is in the eating. That’s how it is with the Full Reciprocity Plan, a new way to manage fleets under the International Registration Plan.

> R ising of the phoenix

A tired old business is being reborn, maybe not in flames but with a healthy injection of new people and ideas. How new ownership is giving KLS Earthworks a new lease on life.

Web TV:

Transportation Matters ROGER MCKNIGHT

Crude prices about to nosedive again?

That’s what McKnight believes.

Find out why.

RAY HAIGHT

Working smart Are you confusing working in your business with working on your business?

SHIPPER SAVVY Our Shipper-Carrier panel outlines the keys to a successful relationship RFQs – IS THERE A BETTER WAY? Carriers may not like them but reality is RFQs are here to stay. So is there a way to improve them?

TALKING SAFETY George Sutherland, Truck News’s Owner/ Operator of the Year discusses the one and only accident in his driving career BEST PRACTICES FOR TOP EMPLOYERS Angela Splinter, CEO of Trucking HR Canada, discusses what winning fleets are doing in their workplace to be a Top Employer

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THE VIEW WITH LOU

MOTORTRUCK

Stop the debate

is written and published for owners, managers and maintenance supervisors of those companies that operate, sell and service trucks, truck trailers and transit buses.

MARCH/APRIL 2015

VOL. 84 NO. 02 PUBLISHER & EDITORIAL DIRECTOR

Lou Smyrlis (416) 510-6881 lou@TransportationMedia.ca

Of course we need mandatory electronic logging devices. Let’s get on with it.

Lou Smyrlis

GEARED UP EDITOR

James Menzies (416) 510-6896 jmenzies@trucknews.com FEATURES EDITOR

Julia Kuzeljevich (416) 510-6880 julia@TransportationMedia.ca

MCILT, Editor • lou@transportationmedia.ca

CONTRIBUTING EDITOR

NO

doubt federal transport minister Lisa Raitt’s recent announcement that she is going to be pushing forward a mandate for electronic logging devices will rekindle the debate whether the industry actually needs such devices.

I say the time for debate on the issue has passed. Any further debate is pointless. Of course the industry needs electronic logging devices. The industry has needed them for some time.

As Louise Yako, president and CEO of the British Columbia Trucking Association, and one of the more reasonable voices in the industry, pointed out recently, an electronic logging device mandate is the “single most important opportunity to transform the trucking industry.”

Oh I can already hear the owner/operator associations crying out no way, it’s more Big Government looking over the driver’s shoulder. Yeah, okay. Yet their very own members constantly complain about the extremely long hours in trucking, many of them unpaid, much of them wastefully spent as waiting time thanks to shippers who don’t give a damn about keeping a trucker waiting and have no real reason to under the current system.

The end result: drivers fudge their logbooks in order to make the delivery in supposedly “legal” time. I’ve heard the owner/operator associations themselves repeatedly cry foul over carriers who pressure their drivers to fudge their logbooks in order to make a delivery.

All that happens under the current system of paper logs, which are far too easy to manipulate. If the system doesn’t work, if it leads to unsafe practices, if it leads to such exploitation of drivers and owner/operators, then why continue to defend it?

If we want to create an industry that cares about driver safety and protects them from practices that needlessly waste their time, why wouldn’t we look for a better alternative than the current system? It just doesn’t make sense. Unless the owner/operator associations, for purely political reasons, simply

6 FLEET EXECUTIVE ❙ March/April 2015

oppose anything the carrier organizations support.

Unless owner/operator associations have a fear of technology. Come to think of it, I recall two decades ago they weren’t too fond of satellite tracking either. Yet that didn’t turn out so bad, did it?

Electronic logging devices will not do away with every shady carrier who wants to exploit its drivers; they will not do away with every disrespectful shipper who doesn’t give a damn about disrespecting a driver’s hours of work; and no doubt it will spawn some technology savvy folks who will try to “game” the system by finding ways to tamper with the technology. But what they will do is make it much, much harder to cheat than is the case currently. They will provide carriers with a clear record to show shippers how wasteful shipping practices are affecting the efficiency of carrier operations, and they will do away with a lot of paperwork for drivers.

Think about it folks: in an era of smart phones, tablets and cloud computing some of us are still defending the need for paper records? Do you honestly think any politician in his right mind doesn’t know that the only real reason behind this defense is that paper records are much easier to tamper? How does that play in the court of public opinion when it comes to our industry’s commitment to road safety?

The US is expected to come out with its rules making electronic logging devices mandatory sometime this fall. I take my hat off to minister Raitt for making her position clear on this issue. She believes electronic logs are the way to go and will be making a push to ensure they become mandatory in Canada. She vowed to keep working to get it done.

As I’ve mentioned, the time to debate the need for mandatory electronic logging devices is long gone. Let’s focus our efforts on something productive. Harmonizing the electronic logging device mandates between Canada and the US is the approach that makes the most sense. That’s what our industry should spend its time promoting. FE

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MAIL BAG No answer yet to driver churn

Where’s the concern about excessive idling?

The driver shortage is still a myth. If it was true then driver wages would have skyrocketed by dimes per mile, not pennies per mile. Fleets suffer from driver churn because they have poor hiring practices. A warm body in a truck and hope the driver stays must be their theory. If fleets would work on retention and remove the revolving doors in their HR departments things would change. Until then it will be churn, churn, churn…

Regarding the story Daimler doubles goals with SuperTruck project posted on www.trucknews.com, it has been interesting reading about DTNA Freightliner SuperTruck, along with the other USDOE Supertuck programs. It has also been interesting reading about Wal-Mart’s WAVE truck and the recent news about Shell Lubricant’s supportive funding of AirFlow Truck Company’s innovative Starship truck.

But there must be some information that’s missing…….or it will be interesting seeing these bold, new, high efficiency trucks idling at truck stops for hours-of-service rest periods and burning fuel when they are not moving. Yes, I’m being a little tongueand cheek here because it sounds preposterous doesn’t it? But, really, where is the concern about reducing idling that there was a few years ago? If the concern is not about the economics (it still should be) shouldn’t there be concern for the drivers who have to breath the emissions when they are trying to rest?

Michael Gower

Attention shippers: It’s time for an UpGrade The Ontario Trucking Association’s Operation UpGrade survey of the best and worst shipper practice is a good idea. A number of years ago, a number of the large US carriers got together to tell Walmart that if they did not change how they treated drivers they would not haul their freight. Suddenly from 24 hrs waiting time we were down to 3-4. If we expect drivers to do the job we need to respect them.

John

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Joe Licari

To read and comment on news visit www.trucknews.com.

15-04-14 10:05 AM

BOTTOM LINE

Make some noise Content marketing strategies that build an audience

By Mike McCarron

N

ow that you’ve cleaned up your online profile and taken ownership of your personal brand, it’s time to make some noise in a very noisy world.

Perhaps more than what you’re selling, educated buyers want help and expertise. Having something compelling to say and then marketing those ideas is the best way to increase your credibility and build an audience that will listen to you.

It’s called content marketing. You’re on the receiving end every day. If you need examples, check out all those helpful tips and articles in your email box and social media designed to make you stop, click, read, and act.

Creating content is not as hard as you think. You don’t have to be blessed with the God-given talent of Mark Twain.

I’m living proof that you don’t have to have a creative bone in your body in order to find an audience and communicate what you know. You don’t need a column in a magazine to tell your story. You don’t even need to be a writer.

“Content” comes in many forms. The key is having a narrow, deep focus; keeping the selling to a minimum; and being a frequent and purposeful poster.

Once you know what you want to say, pick a content marketing strategy that you’re comfortable with. Here are some options.

RESEARCH White papers, webinars, e-books, surveys, and other original research are the Ferraris of content marketing.

They are valuable and authoritative but also time consuming and expensive to produce.

Great research can build your brand but it’s probably not the best place to start unless you have support and funding from your employer. Tom Sawyer wasn’t Mark Twain’s first book!

WRITTEN CONTENT A blog or an in-

Mike McCarron was one of the founding “M”s in MSM Transportation and currently works for Wheels Group in M&A. Follow him on Twitter @AceMcC.

dustry newsletter are great ways to make some noise. Define your audience—in one sentence, describe your ideal reader—and start jotting down what you’d like to tell him. Be helpful. Be instructive. What advice do you have to make his life easier?

You’re not writing a novel or masters thesis. If you’re going to give writing a whirl, be consistent, keep your posts short (a few hundred words, tops), and write the way you speak.

ONLINE CONVERSATIONS Industry chat rooms and social media sites are my favorite ways to exchange ideas. Conversations count as content, too.

Just like any other conversation you have, online chats are a two-way street. Be a good listener. Don’t be overbearing.

I learned that ending comments with a question is a simple way to keep a conversation going so you can really get to know your target.

SHARED CONTENT It’s cool to share a link to something (I like sharing industry-related news items from mainstream publications like Fortune). But mindlessly hitting the “share” button on content that has no value to your audience makes you look lazy and inconsiderate. It hurts your brand.

Sending links via social media to articles that can only be opened by others who have paid for a subscription is also not cool!

VISUAL CONTENT Even when your written content is the perfect length and full of great ideas, not everyone will read everything you have to say. They’re too busy and are sick of getting pestered.

Maybe that 400-word blog post looks like a wall of text on the screen and there’s nothing inviting about it.

People remember what they see. Charts, graphs, pictures, videos, and funky visuals will draw their attention to your content. Sometimes it’s better to show than to tell!

INSIDER CONTENT It’s hard to put a price tag on being perceived as an insider. Exclusive content from trade shows, conferences, and association board meetings is coveted and an excellent way to build your brand.

Being active among industry rainmakers is the only way this is going to happen. Just don’t let your zeal to share a scoop betray the trust of your colleagues and business partners. You’ll be on the outside in no time.

WACKY CONTENT Push the “wacky” envelope and you will get noticed. Ask Mark Cuban! Just make sure you’re noticed in a positive light. Stay away from taboo topics like sex, race, and politics.

The last piece of the personal branding puzzle is distribution.

It should be easy considering we all work in the distribution business. That’s for my next column. FE mmccarron@wheelsgroup March/April 2015 ❙ FLEET EXECUTIVE 9

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THE HUMAN EDGE

Training? Granted.

Do you want $10,000 to help train a truck driver? Government programs offer this support and more.

By Angela Splinter

AS

valuable as training programs will always be, the price tags are difficult to avoid. Trainers need to be paid. Curriculum needs to be developed. New skills need to be measured and tested.

Luckily, fleets have somewhere to turn when looking to cover the cost of such investments.

The Canada Job Grant is a perfect example. It offers a maximum contribution of $10,000 per participating employee under a model which has the employer, provincial government and federal government sharing equal amounts of the training costs.

The funds are not limited to drivers alone. Any occupation will qualify, and this creates opportunities for training everyone from mechanics to accounting staff and more. In some regions, small businesses may even be able to cover part of their share in the form of paid wages.

And there is no question that training investments are good for business.

A recent study by the Harvard Business Review – Why Top Young Managers are in a Nonstop Job Hunt – concluded that many rising stars are leaving jobs because they are not satisfied with the support that is available to develop their careers.

Employees see training investments as proof that they are valued and recognized for playing a key role in an employer’s future. So fleets with a strong training culture will have an advantage when looking to retain any of these shining stars, particularly as the competition for skilled labour continues to increase.

The interest in available training is especially important when reaching out to younger workers who have only recently entered the workforce. Trucking HR Canada’s own research – Today’s Youth, Tomorrow’s Leaders – surveyed young people who were considering careers in the trucking industry, and found that youth valued learning and development opportunities in addition to Angela Splinter is the traditional interest in compensation the CEO of Trucking and potential for career advancement.

HR Canada – a Without ongoing investments in mennational partnershiptoring, coaching and training, these prombased organization ising job candidates may look elsewhere. that is dedicated to They may even leave for other industries developing, sharing altogether. and promoting the But training investments are not simtrucking industry’s ply about meeting an employee’s goals. best practices in They also play a significant role in meethuman resources ing business objectives. and training. trucknews.com

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Many successful fleets incorporate training programs directly into their business planning processes. Investments in defensive driving, for example, can help a fleet control the costs associated with collisions. Training in anti-idling strategies and progressive shifting techniques can help to bring fuel bills under control.

Put another way, the Canada Jobs Grant provides funds that will make a direct difference to a fleet’s bottom line.

There are other funding opportunities, too. Trucking HR Canada’s Funds for Fleets guide offers details on options such as: • Apprenticeship Job Creation Tax Credit – A non-refundable tax credit equaling up to 10% of the salaries and wages paid to eligible apprentices.

• Skills Link – Up to $18,000 for work experiences offered to youth who face barriers to employment.

• Opportunities Fund for People with Disabilities – A wage subsidy for those who have disabilities.

• Provincial apprenticeship tax credits – These are available in B.C. and Manitoba.

Fleets don’t even need to explore the options on their own.

Trucking HR Canada can help to determine eligibility for these programs, complete all the related paperwork, and liaise with appropriate officials.

For more information, visit www.truckinghr.com or call 613-244-4800. FE March/April 2015 ❙ FLEET EXECUTIVE 11

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SOLUTIONS TO HELP CARRIERS TURN SAFETY INTO A PROFIT CENTRE

RISKY BUSINESS

Dealing with driver Turnover – PART II The importance of salary is exaggerated; a more holistic driver management strategy is required.

By Rick Geller

E

verything rides on your drivers – Carriers can no longer afford to have marginal, disinterested or disengaged drivers!

Yet study after study, year after year, has produced little evidence of successful application of strategies in the trucking industry that have produced lasting and meaningful impact on driver turnover.

Knowledge of successful strategies, without their application, suggests the trucking industry can tolerate the condition.

Indeed, in a 1996 study entitled, “Motor Carrier Effectiveness”, the majority of the top managers of 379 trucking companies said that driver turnover “made no difference” among major factors affecting company effectiveness!

In some form or another, that thought process pervades the industry to this day. How else do you explain ambivalence toward measuring driver turnover; reluctance to root out the causes of driver turnover in their company; eagerness to blame factors outside of their control; and reluctance to tackle the issues head-on?

Summing up driver issues: Rick Geller, CRM, serves on the board of directors for both the Truck Training Schools Association of Ontario (TTSAO) and the Professional Truck Driving Institute (PTDI). He is also the incoming chair of the Toronto Chapter of the Fleet Safety Council, as well as an executive committee member for both the Ontario and Toronto Regional Truck Driving Championships.

• Good pay – steady work – good equipment closely followed by: • Time at home – good benefits – company atmosphere suggests that carriers need to develop a more holistic approach to driver management and less of a “commodity” approach.

Adopting the “commodity” approach can be enticing. It distills the process of recruiting to previous over-road experience and violation/crash rates. These criteria can be adjusted, and frequently are, according to the perceived urgency of the need for drivers. Then it becomes all about wages. Driver turnover becomes less manageable and it’s easier to scapegoat the industry. After all, your company can only afford to pay so much. And if you do raise pay rates, there’s always a faster gun out there willing to pay more. trucknews.com

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But I believe that the importance of salary issues is exaggerated and that issues of respect and communication are more pressing when it comes to job commitment.

Informal interviews that I have done with drivers over the years suggest that perceived honesty, or rather dishonesty, on the part of the employer, plays a larger part in the driver’s decision to leave. I say “perceived” because over the years, this industry has trained drivers to be skeptical of company claims and assurances.

Rather than using the commodity approach to driver recruiting/retention, consider identifying the skills that your company needs to recruit to ensure its long-term success.

To address this issue, does your company have a written job description, including job requirements, for drivers? Have you committed, in writing, to: • Providing support for drivers, including support while on the road • Fair and friendly managers • Acceptable schedules • Driver appreciation and recognition • Dispatcher assignments and effectiveness • On-going refresher and remedial training

Have you identified non-driving expectations, such as amount of physical loading/unloading, non-driving work, treatment by/friendliness of customers, hours of service recording, time losses (border crossing or waiting at customers)?

Addressing these issues in writing helps keep everyone focused and reduces the opportunity for misunderstandings.

Equally important, have you taken the initiative to identify the culture and personality of your company? Every company has its own personality and the alignment between the company’s values and the driver’s personal values is critical to reducing turnover.

With the advent of personality profiling, this has become something that is more easily accomplished. Your company has a “core” of drivers who have worked there for some time.

Using these drivers to develop a personality profile for a driver who will succeed at your company can provide a benchmark personality profile to measure new applicants against.

The combination of the two aspects provides the opportunity to better recruit drivers who are going to fit your company and its needs. FE March/April 2015 ❙ FLEET EXECUTIVE 13

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TAKING CARE OF BUSINESS

Old habits die hard but…

You do need a new sales strategy to beat the competition

By Mark Borkowski

T

op-line growth is where it’s at for all companies. The fact is that it’s rare, precisely because it’s difficult. Astute managers armed with spreadsheets can financially engineer any enterprise using industry agnostic techniques. They can boost or reduce ratios and improve profits. Some results may endure, but many are often fleeting.

True, predictable, profitable revenue growth, however, requires business engineering. It is a long term process which is iterative and adaptable. It challenges cherished assumptions about ideal customers, profitable products, marketing & sales staffing and resources, and target markets. And it must be increasingly integrated with corporate strategy, as trends such as additive manufacturing (3D printing) and “the internet of things” shape the landscape upon which revenue will be grown in the near future.

At its core, though, the process of predictable revenue growth is built on a model that aligns sales & marketing with buying behaviors.

This discussion is founded on extensive research and statistics – two of which are foundational.

• 93% of all B2B buying originates with an internet search • buyers are 70% of the way through their buying journey before they’ll speak to a sales rep.

“Yes, but…” is the reflexive rejoinder many business executives offer at this point in the conversation. “My service is different”; “nobody shops for this online”; “this isn’t like buying a pair of sneakers”; and “that’s not the way this industry works” are all common rationale offered by ‘traditional’ businesses.

What’s required is a synthesized, strategic approach that too often is inadequately defined as one of the tactical elements.

The objective is to replicate the traditional sales rep interaction with prospects that are determined to avoid it.

Attract — Buyers today avoid cold calls. They research solutions to their challenges and select possible suppliers from among those who provide insight. Simply put your company’s expertise must be found when 93% of buyers search. And you must be found on the first page or two of results. That used Mark Borkowski to be a simple “SEO” (search engine optiis the president of Mercantile Mergers mization) challenge – but today is a very & Acquisitions complex process built around volumes of Corp. Mercantile is a mid-market M&A thought leadership content.

Convert — Simply being found, getbrokerage for the past 32 years. ting clicked, and being appreciated isn’t trucknews.com

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enough. Website traffic is a “vanity” metric with limited business relevance. What’s critical is to quickly engage visitors with thoughtful and helpful information, and to offer more in depth information in exchange for a quick registration form.

Nurture — Today’s buying journey is long and convoluted.

Prospects don’t want to speak to a rep. In fact they often don’t even search for a product, and don’t know if they want to buy something. They search for help, ideas and solutions – products and services are incidental until much later. So early prospects are all inherently ‘unqualified’ and both prospect and sales reps will be left unfulfilled by premature contact. Instead you need to begin a very deliberate and personalized program to automatically nurture prospects into leads.

Close — Along the way prospects become leads and later leads identify themselves as potential customers. For most B2B transactions that final step still requires a sales rep – and a great sales rep still distinguishes them from the average.

This is a largely internet driven and digital process. That means that many of the tools and tactics will have familiar names, and often evoke strong emotion among traditional sales and executive teams who are skeptical that prospects in their industry use those tools, or who have been bitterly disappointed by the lack of measurable results from previous investment in such approaches.

The payoff for today’s analytical managers is substantial and extends beyond top line growth. These approaches solve the traditional budgeting dilemma facing executives who instinctively understand that a large percentage of marketing spending is wasted, but who are unable to identify which portion to eliminate.

Suddenly every activity can be evaluated against intermediate goals, and directly tied to resultant revenue – both immediate, and eventually, lifetime. And pipeline, close rates and revenue can be predicted. A clear correlation between certain activities and the resulting revenue informs growth planning and substantially limits the uncertainty and risk of investment.

As buyers increasingly control their buying process and rely on the internet and digital resources to educate themselves and research options, the traditional PR, marketing and sales organizational structure and resource allocation must be realigned.

That shift requires resource adjustments, and the rich analytics which digital tools generate provide management with the business intelligence to optimize resource allocation.

Your company is great. It’s time to get full credit and benefit! FE mark@mercantilema.com | www.mercantilemergersacquisitions.com March/April 2015 ❙ FLEET EXECUTIVE 15

15-04-14 9:24 AM

DATA DRIVEN

TO CLOUD or NOT TO CLOUD? Is no longer the question

By Sharon Hagi

T

he move to cloud computing, commonly referred to as ‘the cloud,’ is a fundamental shift in the Information Technology (IT) landscape, on par with the move from mainframes to client-server architectures in the 1980s or the explosion of the World Wide Web in the ’90s. This is the biggest transformation this industry has seen in the last 20 to 25 years.

As with these previous IT shifts, security is a concern and there’s no shortage of information available on the topic but the following will help explain the benefits of the cloud, the data security risks, and how to address them. Despite lingering misrepresentations about cloud and security, this model is proving itself as the computing model for the future—secure, transformative and empowering.

Cloud technology is fundamentally based on the concept of running computing workloads over the Internet, on hardware that is owned, hosted, and managed either internally or by a third party. Servers are rented in data centres in a pay-peruse basis and the provider supplies the labour and the computing support to run it. Clouds are typically ‘multi-tenant’ computing environments, meaning that many customers share the cloud’s resources simultaneously. They are often referred to as Infrastructure as a Service. If that service doesn’t suit an organization’s needs, there is the option of a cloud service on a private and dedicated infrastructure.

Other cloud services include Platform as a Service which provides a cloud-based environment with everything required to support the complete lifecycle of building and delivering webbased (cloud) applications. And finally, Software as a Service cloud-based applications that run on remote computers “in the cloud” that are owned and operated by others and that connect to users’ computers via the Internet and, usually, a web browser.

While cloud computing began as a change in how technology could be consumed, its ultimate value will be in creating new business models. It has never been easier or faster

16 FLEET EXECUTIVE ❙ March/April 2015

9 Data.indd 16

to create, deliver and scale an idea that can dramatically change the landscape of an industry.

Cloud services can be economical, flexible and allow for experimentation. Large cloud providers buy and manage more hardware than other businesses and pass economies of scale to their customers. Additionally, renting instead of buying infrastructure transforms a large capital investment into an operational expense. Cloud is flexible in that when IT resources are rented there is a greater ability to increase or reduce capacity on demand. Acquiring ‘burst capacity’ on a shortterm basis lets organizations handle usage peaks without long-term investment. The previous two benefits together make it easier and less expensive to experiment. When combined with Platform as a Service, it’s possible to build new applications for a fraction of the traditional cost.

These benefits explain why many organizations are making the change to cloud computing, but all organizations need to consider three things before making that decision: Security: A common concern organizations have about the cloud as data is a core asset of business and it needs to be protected. Data breaches can put an organization’s brand and operations at risk, and could cause financial loss. When developing your cloud security strategy, make sure it aligns with your overall IT security strategy and is an integrated component of your environment.

Control: While you have more control over resources by owning and managing them on the premises, moving to the cloud requires embracing a different philosophy, in which control is traded for simplicity and standardization.

Terms and Conditions: Many organizations have seen their operational processes become tied to a specific application or platform and moving it may seem to be too expensive. Sometimes contractual commitments to vendors may restrict your ability to re-platform. Either way, open standards for cloud hardware and software services can prevent being locked into a single provider’s ecosystem. trucknews.com

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HE PO AL WE TH RE Y DB FL Y EE T

Protecting data in the cloud means guarding against classes of ment – part traditional IT, part private cloud, and part public threats, including: theft, alteration, and loss. A full discussion cloud – but all based on open standards. of this topic would literally fill several books, but below are To invent new business models in the cloud, organizations just a few methods that keep cloud safe. are deconstructing processes, applications, and services – into Access control protects against all three threats, and is con- individual pieces that can be assembled and reassembled rapceptually simple: don’t let unauthorized people access data. idly in new and innovative ways.

You should already have an Identity and Access Management The best advice is to start by talking to a qualified service solution to user names and passwords, but consider additional provider with a strong background, proven services and excapabilities to secure cloud environments. For example, data pert knowledge in cloud computing and examine all of protection solutions can locate the source of incoming con- your options. FE nections to your databases. Did an employee log in from the office, then immediately try to log in again from Moscow? These solutions can reject the second attempt, even if the correct username and password are provided.

Redundancy is the only real protection against data loss. Access control can protect data against malicious deletion, but not against hardware failures so keeping a second copy either outside of the cloud, or in a second cloud data centre, is always recommended.

Taking advantage of a second cloud data centre for backups is a perfect example of beneficial cloud economics, and cloud providers have object storage available at a lower cost that is perfect for backups.

Lastly encryption, which generally plays a strong role in security, but encryption is not a silver bullet and in cloud it is a particularly interesting challenge. Solutions today are not trivial to implement and manage so there should be greater focus on access control, monitoring and incident response capabilities. Definitely take advantage of the security that is easily accessible, like Hyper Text Transfer Protocol to encrypt sensitive network traffic, but the methods above will serve to better secure your data.

HOST A DRIVER/STAFF WELLNESS DAY There is much more information regarding security as it relates to higher level services such as those provided by web applications, automation systems or business process management software not mentioned here. But the data-security information should be a start to help you with your decision to move to the cloud, and open the door to the new model of IT outsourcing economics and flexibility.

We’re not suggesting you throw away the money you’ve invested in systems and software. In fact you will Sharon is global likely adopt… or are alstrategist and senior offering manager ready adopting… a hyresponsible for manbrid IT environment as aging IBM’s key Brought to you by strategies, capabiliothers are doing. By hyties and offerings for brid, we mean that it is IBM Cloud Security Services world-wide. an integrated environ-

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COVER STORY

DIGTHE DATA

By John G. Smith

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trucknews.com

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first it seems odd to hear Michael Bushby refer to his “customers”. He oversees 1,400 diverse pieces of equipment as division manager – fleet and operational services for the municipality of London, Ontario. It’s a captive fleet by every measure. But he applies the label to users ranging from the local animal control office to Tourism London, joint water boards, police and fire services that use everything from tractor-trailers to heavy construction equipment under his watch.

“We work as a private business in terms of how we manage it,” he says.

This means digging into the data. Lots of it. Every work order, payroll entry and parts request is loaded into the city’s JD Edwards software platform. Details ranging from costs per kilometer to door rates and service requests are extracted, plotted and analyzed. “You can dice it and slice it a number of ways,” he says. “We’re always looking at actual maintenance costs of every unit within every rate group.” This makes it possible to better utilize every asset, right down to planning the tasks that 40 licensed technicians perform in the service bays.

Working in the public sector, he knows that budget discus-

around a municipal golf course. And in the case of equipment used by tightly scheduled water crews, there is an overriding rule of “no comebacks”. No breakdowns, either. “We consider them almost a failure of our system,” he says. These needs were combined with the data to determine that it was best to have maintenance teams “touch” the vehicles five times a year, through everything from preventive maintenance inspections to oil changes, washes and comprehensive annual inspections.

No sitting still

The trick is to find every moment of available time.

“When it comes to utilizing the workforce effectively, you don’t want to have people sitting around,” says Dan Capshaw, a partner in Shiftwork Solutions, which studies, designs and implements shift schedules. “The idle time is probably one of the most expensive labour costs. You’re paying your higher wages plus benefits, and you’ve got people that are not producing.” The schedules can be refined by exploring historical workload patterns by the time of day, as well as the typical

Do you want to properly utilize your shop assets?

The best strategies are hiding in the data. sions will review the way any municipal assets are utilized. It was also one of the focuses of a recent audit by PriceWaterhouseCoopers Canada, which introduced 19 recommendations involving vehicle utilization, the processes and technologies used to report costs, the control of parts, accountability, work orders and automation.

“We’re trying to move some of the decision making at a supervisor level to be more analytical,” he says as one example, noting how he wants maintenance teams to consider the costs of parts and labour before simply diving into a task. “We want there to be some decision making where the rubber hits the road.”

But numbers can still be misleading. In the words of author Mark Twain, there are lies, damned lies and statistics.

“You have to be a little bit careful in your analysis,” Bushby admits. An underutilized asset could skew the data and lead to a poor decision. An unusually high cost per kilometre, for example, might be traced to a vehicle that is confined to working trucknews.com

10 Feature.indd 19

completion time for different tasks. Preventive maintenance activities can be shifted to times when there is more available capacity. It might also make sense to send some work to outside shops. Even those that have higher door rates.

“We always look to where we can maximize the warranties,” Bushby says, noting why he leaves some work to dealerships. Maintenance involving springs, suspensions, hydraulics, body repairs and glass work are all outsourced to nearby shops which have the specialized equipment and can complete the repairs more quickly, leaving in-house teams for other work.

Travel distances are part of the calculations as well. Work on some specialty equipment is conducted in the city’s shops simply because the related dealerships are too many hours away.

It isn’t the only way that time outside a service bay needs to be considered.

“Look at when you get notified of the work, however it comes in, and how long it takes to respond, and how long March/April 2015 ❙ FLEET EXECUTIVE 19

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COVER STORY

“DOWNTIME IS PROBABLY THE MOST MISUNDERSTOOD ASPECT OF A FLEET’S OPERATION BECAUSE IT IMPACTS EVERY AREA OF THE OPERATION. AND PART OF THE CHALLENGE IS THAT NOT EVERYONE AGREES WHEN DOWNTIME STARTS.” it takes for them to actually do the work,” Capshaw says. “Most organizations don’t focus very much on asset utilization. They focus on day to day performance factors … the cost to complete a repair. For asset utilization, what you’re looking at is, what’s your potential capacity and how much of that capacity are you able to utilize or actually using? And what can you do to improve? It’s a different bit of analysis.”

Decisiv, which promotes itself as service relationship management experts, stresses that many fleets pay little attention to the downtime associated with service and repair events. Most of the related gains are found not by refining the time a technician spends turning a wrench, says Michael Riemer, vice president – product and channel marketing. “That’s just a small part of it. Unless you’re waiting on a part, which in today’s world is never more than 24 hours away for the most part, that’s a pretty defined process.”

The real gains are made by exploring the time before and after technicians are completing the repairs.

“Most people don’t really understand downtime very well, and they don’t understand why it’s important and how it impacts them,” he says. “Downtime is probably the most misunderstood aspect of a fleet’s operation because it impacts every area of the operation. And part of the challenge is that not everyone agrees when downtime starts.” For example, does downtime begin when the truck does not have a driver behind the wheel, or when the vehicle is towed to a maintenance yard?

“Downtime doesn’t start when the technician starts working on it,” Riemer says. At that point, the fleet is already well into the repair process. But the arbitrary point in time should be identified in an automated way, whether this involves such things as Hours of Service records, a dispatch system, or telematics which show when the truck stopped working. The specific point doesn’t matter. “As long as it’s the same,” he says.

Then it’s possible to find the underlying challenges.

Other problems emerge if the operations team cannot see exactly when work is completed. “If Operations doesn’t trust the repair process is being done in a reliable way, those same assets tend to sit because they don’t get into the next planning cycle,” Riemer says. If a dispatcher isn’t informed about the changing status, the vehicle is still listed as out of service.

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The understanding can improve by refining the level of data that is collected. For example, something like an increase in equipment rentals can suggest everything from a seasonal surge in business to unanticipated breakdowns and delays in a shop. “Not all trucking companies treat rentals the same way, and they certainly don’t always capture whether it’s for a breakdown or for a capacity increase,” Riemer says.

When it comes to exploring the time on specific repairs, he stresses the value of using detailed Vehicle Maintenance Reporting Standards (VMRS) codes rather than leaving people to describe what they think they did.

“To really understand where the problems are in your repair process, you have to know why was it there, what was wrong, what was done. All of that can be described in the VMRS code.

Then you can start dissecting things,” he says. While it might be helpful to know that the average repair takes a day, it might turn out that 95% of the repairs are completed in half a day. The remaining 5% which typically take more than 10 days to complete should receive most of the attention. “Without having the right level of coding, you can’t peel back the onion very far to understand where your problems are,” he says.

As valuable as any of the data can be, everyone involved in the process also needs to access everything in a timely fashion.

“A lot of it is about communication and collaboration,” Riemer says. “It’s amazing to me how many companies still put things on a spreadsheet, onto a shared drive, and expect people to find it, and they update it a couple of times a day.

There’s so much manual process.”

Then there’s the matter of knowing which data can offer the right insight. The real question may not involve an average cost per kilometre, but instead the trucks which require the most resources. Begin with an idea of the information that’s desired, and then collect the data which can provide the answers.

“A lot of it boils down to picking a few things that you think are most important,” Riemer says.

Don’t forget the human element, either. “Shift schedules affect the work force’s lives, so you need to have a schedule that works well for that,” Capshaw says. “If you can’t recruit and retain people to work on a schedule that you implement, then the schedule doesn’t work.” FE

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FEATURE

Alternative Realities There is a case to be made for alternative fuels -even in an era of lower gasoline and diesel costs

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e

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he business case for alternative fuels or hybrid vehicles is most obvious when the cost of diesel or gasoline takes an unexpected jump. But some fleets continue to embrace the power of everything from natural gas to propane, hydraulics and batteries against today’s backdrop of cheap crude oil.

Purolator even remains committed to hybrid vehicles that are no longer on the market.

The courier giant’s 3,500 Class 4 trucks include 556 parallel hybrid vehicles retrofitted by Azure Dynamics, which has since filed for bankruptcy. But the hybrids still require less fuel than their all-gasoline counterparts, and the reduced emissions support a corporate sustainability program. “We haven’t lost a vehicle,” says Serge Viola, director – assets management. Maintenance teams have kept everything on the road by rebuilding available parts, sourcing others, and ordering replacement batteries. The fleet is also testing two other hybrid designs and has a long-term goal of using electric vehicles within 100 kilometres of a downtown core.

“One of our values is corporate stewardship around sustainability,” Viola says. “But anything we do today has to have a solid business case.”

The original business case for the hybrids emerged when provincial rebates ensured a payback on the investments within three to four years. Today, the costs would be recovered in five or six years after accounting for such things as fuel savings and reduced maintenance requirements for everything from transmissions to brakes, he says. In a fleet which keeps vehicles on the road for 12 years, it still makes sense.

The vehicles are not for every operation. “The biggest thing is putting the vehicle on the correct route,” Viola explains, referring to the need for multiple stops. “If you put this thing on a longer run ... you’re not seeing the savings.” After introducing a telematics system earlier this year, Purolator even found that a few of its own routes were better addressed with gasoline power. But hybrids continue to be a viable option on trips where enough power can be captured through regenerative braking.

As for other alternative fuels? Purolator is exploring natural gas on longer routes, but has no plans to return to the propane that it used in the 1980s, largely because much of the original fueling infrastructure has disappeared, Viola says.

Propane power United Parcel Service’s Canadian fleet has taken a different approach, running more than 1/3 of its Class 6 vehicles on propane.

By John G. Smith

Propane still offers a price advantage when compared to diesel, says Mike Britt, director of maintenance and engineering – international operations ground fleet. It is about four times cheaper when equivalent volumes are considered. The benefits do not end there, either. The cleaner emissions and lighter smells are appreciated by those who work inside the facilities where the trucks are parked overnight.

In the U.S., the fleet is also experimenting with electric vehicles that draw power from hydrogen fuel cells.

“We think that chemistry, that technology, is expandable into Canada, Britt says. Hydrogenics, a Canadian-based company, will be one of two fuel cell suppliers. And in the midst of it all, UPS quadrupled its investment in natural gas trucks last year to hedge against high diesel prices and the cost of equipment designed to meet 2010 emission standards.

Alternative strategies always need to find a balance between corporate commitments to sustainability and budgets alike, Britt says. “You have to make the two intersect. We’re not going to go broke going green.”

In the case of propane, the business model has been supported by the chance to draw fuel from tanks parked at larger corporate facilities. When drivers venture outside a package car’s 290-kilometre operating range, they simply pull into public refueling stations to add just enough fuel to get home. Unlike natural gas, there is no need to invest $250,000 in modifying a maintenance facility’s air handling equipment, either.

Each 22-foot Class 6 chassis offers plenty of room for propane tanks, although Britt says smaller vehicles like Daimler’s Sprinter and Ford’s Econoline are not retrofitted as easily. Some routes also require the 400-kilometre range made possible with diesel power, although the fleet is also testing dual-fuel tractors that will run on diesel and propane alike.

The propane technology has evolved, too. UPS now uses a liquefied form of the fuel rather than a propane vapour. This doesn’t make sense in Arizona or Nevada, where soaring temperatures have been known to atomize the fuel, but it performs well in moderate Canadian climes.

“If you are running a 3-8-litre engine, you’ve got to consider propane, and when payload and range are important to you, propane is probably going to be in your final use of choices,” says Tucker Perkins, chief business development officer with the Propane Education and Research Council. “If you drive [40,000 kilometres] or more a year, and you keep your vehicle five years or more, and have the ability to even centrally fuel them or fuel them in places around your distribution centre, you’re a prime candidate.”

Fleets that are considering the fuel would be well advised to include propane suppliers in early discussions, he adds.

March/April 2015 ❙ FLEET EXECUTIVE 23

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FEATURE

MISSION GREEN: Massachusetts Energy and Environmental Affairs Sec. Rick Sullivan, Massachusetts Clean Energy Center (MassCEC) CEO Alicia Barton, XL Hybrid’s Justin Ashton and Canadian Linen GM Anthony Coulter stand next to an electric Chevy Express 2500 cargo van fitted with XL Hybrids’ post-transmission parallel hybrid powertrain. The picture was taken during the Canada Wind Energy Association (CanWEA) conference to promote the Commonwealth’s growing clean energy sector as part of a four-day trade mission to Canada led by Governor Deval Patrick.

Many suppliers see fleet fuel sales as a way to offset otherwise seasonal business cycles, and are willing to offer fixed prices or skid-mounted dispensers to secure a deal.

Toronto the Green The City of Toronto’s vehicle choices reflect a Consolidated Green Fleet Plan with targets to reduce Greenhouse Gases and other emissions generated by about 5,500 vehicles.

Today the fleet includes everything from plug-in electric vehicles to hybrids, garbage trucks with hydraulic launch assist, aerial hybrid trucks, and electric ice resurfacers. In all, more than 600 vehicles would be considered green.

“It’s not a one-size-fits-all scenario,” says Lloyd Brierley, director of fleet services. “What might work in one area may not work in another.”

“Many of the alternative fuels tested and used by city fleets were unsustainable due to cost and lack of infrastructure, as in the case of hydrogen, or the actual cost of the fuels as in the case of biodiesel,” Toronto’s Green Plan notes. “[We] will now strive to invest only in those that are operationally required, and those that are sustainable and economically viable.”

The entire vehicle lifecycle also needs to be considered when choosing any alternative to gasoline or diesel, Brierley says. Looking at electric vehicles? Factor in the cost of disposing the battery.

Nearby support makes a difference, too. A major urban centre like Toronto is more likely to have dealers who are prepared to work with alternative fuels, he says. The same may 24 FLEET EXECUTIVE ❙ March/April 2015

11 Alt Fuel.indd 24

not be true in rural Saskatchewan. “At a certain point, you need to do the evaluation of where does it become cost-effective to have your own fuel infrastructure.”

Clean linen Canadian Linen is now experimenting with a handful of propane, Compressed Natural Gas (CNG) and hybrid vehicles as it looks to find the alternatives that will best fit its business model. The most recent addition was a hydraulic hybrid walk-in van, which recaptures the power generated while braking in the stop-andgo traffic of Toronto.

“We see it as our responsibility to kind of pilot new technologies as one of the bigger players in the industry,” says company spokesman Ben Saukko. “We have a strong commitment to environmental sustainability and reducing our carbon footprint.”

It has a commitment to making sound business decisions as well. “You can’t go out and recklessly spend money,” says Banny Allison – fleet services manager. “We still have to run a business.”

But there are clearly savings to be found. The fleet’s Excel hybrids used in Toronto and Montreal tend to use 16-18% less fuel than their gasoline-powered counterparts -- depending on the driver, says Allison. This made a big difference during the high fuel prices of 2014. And the higher prices will likely return during the lives of these vehicles, since the step vans will be on the road for close to a decade and cargo vans will be in service for up to seven years.

Canadian Linen doesn’t expect to find one solution to meet every need. Electric vehicles may work for shorter trips, but would lack the range and power needed to deliver laundry between a production facility and service centre. Hybrids offer advantages during stop-and-go city routes. Rural trips might require CNG or propane. This year the fleet is in discussions with Fortis BC to run 20 CNG trucks in Vancouver. Its AmeriPride business is using everything from propane in California to 10 electric vehicles in Los Angeles, and a CNG tractor in Oklahoma.

“We know pretty much on any given day how many kilometres we will travel,” Allison says. “We can plan for that fuel to work on that route.”

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FEATURE

Resistance is futile

Trailer with Michelin X One tires

Research shows Low Rolling Resistance tires deliver on fuel savings

By Steve Sturgess

S

ummarizing the history of low rolling resistance tires, panel moderator at the spring meeting of the Technology and Maintenance Council (of the American Trucking Associations) Peggy Fisher of Tire Stamp said that when they appeared in the 1980s, the tires were 3-4% more expensive than the then current technology tires. This cost differential became even greater when tread life was taken into account as the lower rolling resistance tires offered 15% less tread and 30% less tread life. And back then, fuel was $1.40 a gallon, so they made little sense.

Fuel used by tires According to Michelin’s field engineer Phil Arnold, tires account for one-third of the fuel burn of a highway truck running on five axles at speeds of 65 mph or less. The tires carry the load and deflect, and it takes energy to deflect the casing and tread, he explained. It is lost to heat. A radial tire flexes under load as the sidewall allows the tire to distort to a flat contact patch at the road. More energy is consumed in the direct interaction between the tread rubber and the road surface.

Tire are exposed to the airstream, too, so there is an aerodynamic drag factor as well. It’s not huge, said Arnold, but there is some.

Within the tire, the energy consumed breaks down into the: tread area: 65-70%; sidewall 15%; and bead 15-20%. So rubber compounding is one area where improvements can be made, 26 FLEET EXECUTIVE ❙ March/April 2015

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he said. The more elastic the rubber the better, because it gives back more of the energy when it resumes its shape. Tread design is also important: rib is best for fuel economy, heavy lug is worst. Casing architecture is also important. Ultra-low profile single tires are a part of the fuel economy answer as there are only two sidewalls instead of the four with a dual pair.

Driving the acceptance of low rolling resistance tires today are fuel costs. But there’s also the need for freight efficiencies, plus environmental concerns by the shipping community and trucking companies. And there is also the regulatory and legislative landscape, noted Arnold.

The EPA’s SmartWay Partnership is voluntary, Arnold pointed out. But the California Air Resources Board (CARB) mandates low rolling resistance tires for any 2011 or newer tractor and trailer operating in California.

CARB regulations mean all fleets must use low rolling resistance tires when operating in California. SmartWay certifies the tires that can be used. Older tractors can run out the remaining tread but these tires must be replaced with low rolling resistance-approved designs. Trailers have till 2017. And the trailer rule only applies to dry van and reefers 53 feet long or longer.

Other imposts are from the 2014 EPA/NHTSA mandated greenhouse gas regulation: it affects the OEMs so they use fuelreducing technologies. Arnold said to expect more in 2018.

Real-world evaluation Dustin Stricker, maintenance manager for R E West Transportation runs 130 tractors and 600 trailers, averaging 115,000 miles per year. His tractors have been on wide-base singles for six years and now all trailers are similarly equipped, so 100% of the fleet is wide-base, At the TMC panel, he said he has measured a 3.1% difference in fuel economy, using widebase tires from two different suppliers. He said that the reason for two suppliers is that the second brand entered the fleet on new tractors purchased.

He performed the testing on-road between Lebanon and Knoxville, Tenn. The Type 4 test required the trailer be switched midway.

Testing shows one brand of wide base 3.1% better than the other.

Madhura Rajapakshe, a tire-testing specialist from Smithers Rapra, a rubber and plastics consultancy, presented on the correlation between testing on a rolling drum and real-world results like Stricker’s.

According to Rajapakshe, rolling resistance coefficients that rank tires against each other can be a reliable guide to real-world performance. In a case study comparing lab-based rolling resistance testing, he got a very close correlation between Stricker’s fleet real world testing. In-lab testing predicted a 3.2% difference, very close to the measured 3.1%.

In closing the panel discussion, Peggy Fisher presented the results of an ATA survey of fleets running low rolling resistance tires.

Results: There were 51 fleet respondents, mostly line-haul and regional-haul operations running Classes 7 and 8 trucks.

Of these, 85% ran low rolling resistance tires.

In the steer position, tire mileage of the LRR tires 37 trucknews.com

15-04-14 11:31 AM

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GREEN to GOLD

STAY THE COURSE

By James Menzies

and now averages 35 cents per gallon (before it’s compressed and delivered), meaning there is still a significant savings compared to diesel, Yborra said.

“There’s still a lot of room to build and to still give you great value as a fleet manager,” he said, noting natural gas offers a three-to-one price advantage today as a raw commodity, but far from the six-to-one ratio it enjoyed about a year ago.

Even if the price spread had narrowed, Yborra said natural gas offers more stable, predictable pricing and the fuelling infrastructure continues to be developed.

In 2014, 18,000 new natural gas vehicles were deployed in the US, with 8,700 of them of the Class 7/8 variety. Yborra said the ISX12 G enjoyed its first full year of availability in 2014 but he admitted sales of that engine were somewhat disappointing.

Since business has been so brisk for trucking companies, Yborra said many deferred their natural gas vehicle purchases in the interest of getting trucks onto the road more quickly.

“We’re going to see the trajectory take back off like a hockey stick,” he said of natural gas vehicle sales. “The savings differential will come back.”

Representing the Electric Drive Transportation Association, vice-president Genevieve Cullen said there has also been growth in electric-drive vehicles. Battery costs have been halved in the past seven years, she noted, providing a stronger business case for electric-drive commercial vehicles. She pointed to UPS and Coca-Cola as private sector leaders in the segment.

“We’re a small part of the medium-duty and heavy-duty market, but the technology is advancing,” she said. “The market is growing because purchasers are understanding the benefits of electric-drive and there is a policy push for cleaner, more efficient technologies. This is a segment of the market that’s poised to grow.”

Jennifer Weaver, OEM outreach and education specialist with the National Biodiesel Board, said there has also been an increase in biodiesel uptake. The organization is projecting a market of four billion gallons per year by 2022, up from about 1.75 billion gallons today. That would replace 10% of the onroad diesel that’s consumed today, she noted. More than 90% of medium- and heavy-duty truck models now support the use of B20 biodiesel.

Tucker Perkins, chief business development officer with the Propane Education and Research Council said about 12,000 propane-powered vehicles were sold last year, down from 14,000 in 2013.

“The economic equation is still intact but fleet managers have less pressure on them to show (fuel) savings,” Perkins said of the impact of lower diesel prices.

Propane has seen growth in the medium- and heavy-duty vehicle segments. A propane/diesel duel-fuel solution is now available in Class 8 trucks that has shown fuel savings of 1520 cents per mile, Tucker said. “We’ll continue to see this technology moving forward,” he added. FE

Low diesel prices are not sustainable; alternative fuels are still a smart bet

A

ttendees at the NTEA Green Truck Summit were urged to “stay the course” and to remain committed to greening their fleets through the use of alternative fuels and other technologies, despite lower diesel prices.

Stephe Yborra, director of market development, NGVAmerica, noted today’s oil prices are not sustainable and that diesel will once again climb. But for now falling diesel prices are “the elephant in the room” he said, noting it has “affected everybody.” Yborra said there’s a game of political chicken taking place among oil-producing nations, with many continuing to produce oil even with the price per barrel at unsustainable levels.

The average peak cost of diesel in the US in 2014 was $4.02 per gallon, which dropped to $2.83 where it’s expected to remain for most of this year before climbing to about $3.24 per gallon in 2016, Yborra said.

“We know it’s going to go back up, we just don’t know how quickly or how far it’s going to go back up,” he added.

He urged fleet managers to continue transitioning their fleets to cleaner-burning fuels. Natural gas production has increased

28 FLEET EXECUTIVE ❙ March/April 2015

13 Green.indd 28

trucknews.com

15-04-14 10:22 AM

Fast forward on fuel efficiency What you can expect from Phase 2 of the US greenhouse gas regs

LEASING

By James Menzies

BY

the time Phase 2 of the joint US EPA/NHTSA fuel economy standards for heavy trucks is implemented, a typical tractor-trailer should be 40% more fuel efficient than a 2010 baseline model.

About half of this gain will have been achieved through the first phase, still underway through model year 2018 vehicles.

Getting there was relatively easy, since it involved the adoption of technologies already widely used in the industry, according to Glen Kedzie, vice-president, energy and environmental affairs counsel with the American Trucking Associations. He was speaking on the topic of rules and regulations and their effect on fleet operating costs at the second annual Performance Innovation Transport (PIT) Conference earlier this year.

As Phase 2 is implemented, trailers will for the first time be regulated and some more advanced engine technologies such as waste heat recovery will need to be employed to meet the more aggressive targets, Kedzie explained. He added there is some urgency to rolling out the second phase, since the sun is setting on US President Barrack Obama’s second term and he wants these improvements to be counted among his environmental achievements. “He wants this regulation completed under his tenure,” Kedzie said. “He wants this as part of his climate change legacy.”

The Phase 2 changes were first announced in June 2013 as part of the president’s Climate Action Plan. Proposed rulemaking is expected this May. The ATA has formed an advisory committee to put forth recommendations on what the new rules should look like. As in the previous round, there will be separate standards for engines and vehicles, Kedzie said, but this time around trailers will also be affected. “It’s a done deal – trailers will be regulated for the first time,” he confirmed.

New rules are expected to be implemented as early as on model year 2018 trailers, meaning the changes could be seen as soon as January 2017. Trailer side skirts and automatic tire inflation systems could eventually become requirements. On the vehicle side, expect to see technologies such as waste heat recovery, the electrification of underhood components, lightweighting, hybridization and further aerodynamics come into play.

33

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GREEN to GOLD

NO REGRETS

Fleets continue to see benefits of alternative fuels, despite cheaper diesel

By James Menzies

R

egret was not a word heard from fleets at this year’s Green Truck Summit, even though cheaper diesel has cut into the cost savings projected by many early adopters of alternative fuel technologies.

Chuck Diehl, fleet manager, Smith Dairy Trucking in Orrville, Ohio, backed his company’s decision to transition to compressed natural gas (CNG), though he acknowledged there were lessons learned along the way. The first of those lessons was that not all natural gas is the same, and that Utica Shale gas is wetter than most. “We’ve experienced a lot of water,” he said.

While SAE J1616 regulates the water content in CNG, onroad engines require less than the seven pounds of water per million cubic square feet the standard allows, Diehl pointed out. The company had to install two dryers at its fuelling station and on some days has seen water content as high as 35 lbs per million cubic square feet.

Even so, Smith Dairy’s decision to install a public-access fuelling station proved popular, with outside demand exceeding expectations. “Within six months the public volume outgrew our private volume,” Diehl said. “And the public volume has consistently outpaced our private volume ever since.”

The fuelling site’s location near an industrial park has prov-

en ideal to attract CNG-fuelled vehicles from around the area, Diehl indicated.

The other surprise Diehl shared during his presentation was that there’s strong demand for used CNG-fuelled trucks. Smith Dairy first deployed trucks with the 9L Cummins-Westport engine and will soon begin taking delivery of trucks with the ISX12 G. However, in the meantime, it has been buying used CNG trucks. “I’m here to tell you that yes, there is value in used CNG trucks,” he declared. “We’re putting them into service. You might be happy with the purchasing power you have with a used CNG truck.”

Tony Eiermann, North American fleet asset manager, CocaCola Refreshments, was similarly upbeat about his company’s hybrid-electric vehicle fleet, even if interest in hybrids has seemingly cooled. Coke has 738 hybrid-electric delivery vehicles deployed. Eiermann likes them because they carry their infrastructure with them. “Hybrids are great for us because you can deploy them everywhere,” he said, noting natural gas and fully-electric vehicles can only be deployed where the fuelling infrastructure exists.

In addition to hybrids, Coca-Cola also uses natural gas in some regions and has six Navistar eStar all-electric trucks, including one in Canada. It also finds propane to be well-suited to Canada.

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v

Whatever the alternative fuels strategy you choose, Eiermann said it’s important to train drivers if you expect to see the full benefits. Coke has developed an eco-driving program for drivers that trains them on the techniques required by each of the alternative fuels in the fleet. “It made a huge difference,” he added.

If hybrids are Coke’s thing, all-electric vehicles are Pepsi’s.

Coca-Cola boasts North America’s largest fleet of hybrid-electric trucks while Pepsi claims to have the biggest all-electric commercial fleet. However, in Canada it had to pull out its only electric vehicle because of challenges related to cold weather.

Steve Hanson, director of engineering with PepsiCo, said his organization implemented a formal alternative fuels strategy between 2008 and 2011. “We started with the vision, we wanted to be the most fuelefficient fleet,” he explained.

“We’ve taken millions of gallons of fuel out every year through this process.”

In addition to all-electric vehicles, PepsiCo also uses natural gas, last year running 20 million miles on the fuel. The company is currently transitioning from the 9L to the 12L natural gas engine.

“The key to making an alternative fuels strategy work is to communicate your agenda to front-line workers including drivers,” Hanson said. “You’ve got go manage to the front line.

“Over-communicate. Engage drivers and technicians…there’s a big payoff in the end if you do it right.”

For the City of Fort Wayne, Ind., biodiesel has been the answer to reducing fuel costs and emissions. Larry Campbell, director of fleet management, said the city began running B20 biodiesel in 2003 because it was an alternative fuel that could be quickly implemented. Today, all 480 of the city’s dieselfuelled vehicles are running B20, including emergency vehicles such as fire trucks.

While there were some initial problems in cold weather related to glycerin and bacteria accumulating in the storage tanks, the city was able to overcome this by ensuring its tanks were clean and allowing new fuel to settle for a couple hours before fuelling vehicles with it. “For some reason it would stir up the glycerin,” he said of bulk fuel deliveries.

Campbell also said it’s important to work with reputable biodiesel suppliers.

Utility company Florida Power & Light is also running B20 biodiesel across its fleet of bucket trucks. These trucks also have hybrid systems on-board to electrify the aerial lift, air-conditioning and other power requirements. Claude Masters, manager, vehicle acquisition and fuel with the utility company, refers to this approach of combining biodiesel and electrification as “technology stacking.”

“We can use things like biodiesel and electric vehicles in the same platform,” he said. “A lot of people lose sight of that and they get into this all-or-nothing proposition when they start talking about alternative fuels.” FE

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GREEN to GOLD

PAYBACK REMAINS ACCEPTABLE

C.A.T. stands by decision to go with CNG, despite falling diesel prices

By James Menzies

H

aving advised his company to invest heavily in 100 natural gas-powered trucks just months before oil and diesel prices experienced their precipitous decline, Hugo Brouillette opted not to wear a tie to the PIT Conference Feb. 26.

The vice-president of asset management for C.A.T. said he didn’t want to invite any additional choking hazards into his life, beyond what already existed back at the office.

But with all joking aside, when addressing the PIT audience, Brouillette still seemed comfortable with the decision. The trucks are still on order and should be in service by August, once the fuelling network connecting Montreal, Que. to Laredo, Texas is completed. The public-access fuelling stations are being built by Gain Clean Fuel in: Coteau du Lac, Que.; Mississauga, Ont.; Scranton, Penn.; Charlotte, N.C.; and Laredo, Texas.

Despite the rapidly shrinking spread between the price of natural gas and diesel, Brouillette stands by the decision. Not only is diesel expected to once again spike in price - eventually - but the company also has had its fill of reliability problems associated with the latest emissions systems on today’s diesel-powered trucks.

32 FLEET EXECUTIVE ❙ March/April 2015

13 Green.indd 32

When it first looked at CNG , only an 88 diesel gallon equivalent tank package was available, making it impractical for linehaul. Now, the company can get 165 DGE tanks while maintaining the payload it requires for its US-bound loads, providing it with an acceptable range of 600 miles. The tanks add about $50,000 to the cost of the trucks, some of which the company is hoping to recover in the form of provincial incentives.

“The reason we chose CNG was because of the low cost (of CNG), there’s less technology on the engine and it’s easy to use for the driver,” he said.

It’s a big commitment. With 350 trucks in the fleet, C.A.T. is effectively changing over more than a quarter of its fleet to CNG. In doing so, it will lower its carbon footprint by 17%, Brouillette said.

Louis Mellet, director of business development with Ryder System, said low diesel prices are the “800-lb gorilla in the room,” but added in the right application, natural gas can still deliver an acceptable payback - even with oil prices at $65 per barrel with incentives, or $75 per barrel without. That’s based on a tandem axle day cab running 100,000 miles per year with a 123 DGE tank package.

Mellet said the ISX12 G engine is proving to be very reliable as long as it’s kept within its approved GVWR limit of 80,000 lbs.

“Everybody is very comfortable with the 12L and its performance,” he said.

Many fleets are continuing to add natural gas trucks to diversify their asset portfolio and protect against a sudden rise in diesel prices, he added.

With 500 natural gas vehicles on the road accumulating 30 million miles, Ryder has learned a few lessons along the way.

Mellet said one of those lessons is to hone in on and work with a limited number of fuelling providers. And if your volumes will allow, ask for dedicated lanes at public fuelling stations so your trucks don’t end up having to queue up behind other vehicles, extending fuelling times.

“You have to have the ability to leverage your size and scale onto one or two vendors if you have a big fleet,” Mellet said. He also suggested working with fuelling partners that will ensure back-up storage on-site and quality fuel.

“It’s really critical if you’re thinking about this, that you really think through who you’re going to partner with and leverage your scale onto one or two partners,” he advised. “We foresee lanes that will be dedicated to customers, that will not be directly affected by outside traffic.”

While lower diesel prices have curtailed interest in natural gas, technology continues to improve - especially related to the tanks. Ryder has worked with a partner to take 800 lbs out of a standard tank package over the last year.

For now, without the availability of a 15-litre engine capable of gross weights in excess of 80,000 lbs, Mellet acknowledged Canadian fleets are facing some headwinds. However, he said it’s still a good fit for fleets such as C.A.T., which run primarily north-south hauling lighter payloads. FE trucknews.com

15-04-14 10:22 AM

28 The lawmakers and industry are both calling for the required changes to deliver an 18-month payback as a result of the improved fuel economy that should be achieved.

“That’s what fleets are saying they want and what the agencies’ messages are. We’ll have to wait to see,” Kedzie noted.

It remains to be seen how the new standards will be phased in. While the industry awaits a formal rule, the ATA has some suggestions on how it should be rolled out.

“We’ve been doing a lot of data-gathering,” Kedzie said.

“We want decisions to be based on industry data, not unverified data from industry groups.”

The association has also been emphasizing the need for harmonization with the US and Canada, though Canada, with its broader array of acceptable configurations and heavier payloads, may find it trickier than in the past to rubberstamp whatever rule the US comes out with.

The new rules could see a greater emphasis from the OEMs on selling their most fuel-efficient vehicles, which will earn them credits that can be applied towards the sale of non-conforming models. So while that longnose cowboy truck may still be on offer, the manufacturer will have to offset each one of those it sells by earning credits on the sale of its more efficient models.

“The manufacturers are going to try to get efficient equip-

ment out there as early as they can, so they can stockpile these credits,” Kedzie predicted.

The ATA has several concerns and messages it is pushing to lawmakers: • That fleets can continue to spec’ out the equipment they need to perform their work • That frequent ‘Lookbacks’ on the early stages of implementation are conducted before the next stages are commenced. Is it working? What was the cost? What were the paybacks?

• That the technologies employed are market-ready • That changes are implemented in a logical manner • That trailer manufacturers - especially smaller ones - aren’t crippled by costly testing requirements, the cost of which will be passed on to fleets

Kedzie concluded the ATA is also urging the rulemakers to take a measured approach and to not hastily foist unproven technologies onto the industry. “We don’t mind buying technologies that are proven,” he said. “Not everything has to be captured under Phase 2. There will likely be more rounds in the future. The success of the rule can only go as far as proven technologies can take us.” FE

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Y

GEARED UP

T 2016 Volvo VN

34 FLEET EXECUTIVE ❙ March/April 2015

14 Geared.indd 34

trucknews.com

15-04-14 10:35 AM

Y

ou’ll have to take a good hard look at the front end of a 2016 model year Volvo VNL to notice the subtle design enhancements built into the new models. However, where you’ll really notice the improvements without much effort at all is on your fuel statements and bottom line, where an expected 3.5% fuel economy gain is expected to show up.

Based on US fuel prices of $4 per gallon and averaging 7.5 mpg over 100,000 miles, Volvo says these enhancements can reduce fuel costs by about US$2,000 per year.

Bank on a few hundred more if you’re gassing up in Canada.

Of the enhancements that are expected to give you a fuel economy boost, some can be found on the exterior and others under the hood. The 2016 VNL will feature a new bumper design that extends closer to the ground, to deflect more air underneath the steer axle. A patented wing-shaped piece has been added to the lower rear portion of the bumper, also to direct air underneath the truck and away from obstructions.

And the bumper end caps have been redesigned to guide more air around the vehicle rather than underneath it. Volvo will continue to offer its back-of-cab-mounted trim tab, which directs air directly onto the top of the trailer for improved flow along the length of the vehicle. New flared chassis fairings offer improved aerodynamics on trucks with short wheelbases by kicking the air away from the wheels and down to the trailer skirts.

The VN 670 has been given a standard roof update that more closely mirrors that of Volvo’s fuel economy leader, the VN780. Volvo has updated its chassis packaging by, for example, offering a 50-gallon fuel tank on the right-hand side in place of the previous 75-gallon tank used for long-haul applications. This provides more flexibility for installing APUs and other equipment along the frame rail.

Underneath the hood, the cooling fan has received a more efficient blade design and a better-designed electronic viscous clutch for improved cold start disengagement. The redesigned fan is expected to add a 0.7% fuel economy improvement,

said Jason Spence, manager of product marketing with Volvo.

Volvo has also relocated the heat exchanger on its I-Shift, bringing it from the radiator to the side of the transmission itself. Spence said this allows Volvo to get the oil up to its ideal operating viscosity more quickly and to more effectively hold it there within a tighter temperature range. It also reduces the amount of tubing required. This should add a 0.3% fuel economy improvement.

Yes, fuel economy gains are now being measured in tenths of a percentage point, but they all add up.

Every Volvo VN will see some or all of the updates described above. The underhood changes will be applied across the board while the aerodynamic enhancements will be given to the models that require them. The VN670 has the most to gain and will receive the full complement of upgrades. Some of these advances, noted Spence, were inspired by Volvo’s DoE Supertruck experience.

Also new for 2016 is adaptive gearing, an extension of Volvo’s popular XE (exceptional efficiency) powertrain package.

The XE package downspeeds the engine through a combination of specifications including the D11, D13 or D16 engine coupled with the I-Shift transmission with 0.78:1 ratio, fast rear axle ratios and low-profile tires. Every 100 rpm of downspeeding translates to a 1.5% fuel economy improvement.

Volvo’s new adaptive gearing option is ideal for fleets that go out loaded and return empty and don’t exceed a GVW of 80,000 lbs. It’s especially effective at higher speeds of 65-70 mph, Volvo claims. This option will have limited appeal in Canada because of our heavier payloads and lower speed limits, but it will still have its place. Bulk, end-dump, tanker and flatdeck applications are the best suited for adaptive gearing, explained John Moore, product marketing manager with Volvo.

“It’s application-specific,” he said. “We get better numbers when making specific drivetrains for specific applications rather than doing one size fits all.”

Adaptive gearing effectively provides the operator with two drivelines in one. Load-sensors on the suspension detect when the truck is heavily loaded and instruct the I-Shift to lock out

The Extra Mile Subtle powertrain and aerodynamic enhancements are expected to deliver a fuel economy improvement of up to 3.5% on the 2016 Volvo VN

By James Menzies

March/April 2015 ❙ FLEET EXECUTIVE 35

14 Geared.indd 35

15-04-14 11:40 AM

GEARED UP

ProStar+ 15L

Volvo D13 engine with the integrated I-Shift

“

12th gear, allowing the transmission to run in direct drive 11th gear for improved fuel economy with no parasitic losses.

Once the truck is unloaded, 12th gear in overdrive is given back to the driver for greater speed and improved efficiency while running empty or lightly loaded. This becomes a racy truck, especially when the I-Shift’s Performance Mode is activated. Adaptive gearing will be offered with the D11 and D13 engines with I-Shift transmission.

Adaptive gearing works best at speeds of 64 mph or greater.

Of course, customers looking for greater fuel economy savings could simply slow down, an observation that wasn’t lost on Volvo’s Spence. But he pointed out many states have speed limits of 70-plus mph and Volvo doesn’t want to preclude itself from selling trucks to those operators who like to run the limit.

“Every truck running down this interstate is running close to the (70 mph) speed limit,” he said as we drove down I-81 pulling an empty flatdeck at, well, 70 mph, with an engine speed of just 1,151 rpm. “We design trucks to run 60-65 mph and we spec’ them that way but the reality is trucks run faster than that and we understand that. We want to make sure we can still make efficient trucks that are running faster and we also want to make trucks that are designed to meet operational needs. A lot of guys that buy our trucks run out heavy and come back empty and we’re making trucks that are adaptive to those situations so they get the best fuel economy in all their operations.”

I also got to pull a loaded flatdeck grossing 63,500 lbs along the same route to experience the locked-out 12th gear. The performance wasn’t lacking in any way, even when deprived of top gear.

Heavy payloads exceeding a GVW of 80,000 lbs, slow road speeds and mountainous terrain will rule out XE-Adaptive Gearing from consideration by many Canadian customers, who in most cases will be better served by the XE 16, rated up to 143,000 lbs. Basically, whatever your operation entails, Volvo seems ready with an off-the-shelf powertrain specification that will work for you right out of the box. It’s the versatility of the I-Shift transmission and its integration with the engine and other downstream components that allows this, and 36 FLEET EXECUTIVE ❙ March/April 2015

14 Geared.indd 36

We design trucks to run 60-65 mph and we spec’ them that way but the reality is trucks run faster than that

”

Volvo is taking full advantage of the opportunities this integration affords. They’re effectively changing how vehicles are spec’d and taking a lot of the guesswork out of the equation.

A new weapon in Volvo’s arsenal is a recently completed on- and off-road track outside its New River Valley truck plant.

Here, customers and prospective customers who don’t hold a CDL can put new VN and VHD trucks through their paces.

The paved portion is a good place to experience the full range of capabilities offered in the I-Shift transmission. For example you can get on the throttle coming out of the turn and quickly reach highway speeds before then channeling the full braking power of the engine brake by pressing down on the control stalk for several seconds. This prompts the I-Shift to drop a gear and apply full engine braking, which will virtually bring the truck to a stop while saving the service brakes.

It’s also a great place to test the “idle drive” feature. Idle drive comes into play when you want to roll forward at a controlled pace without working the foot pedals. Say you’re in a traffic jam and traffic has slowed to a crawl. You can depress the minus button on the cruise lever for three seconds to enable idle drive and then adjust your speed and gears up and down using the plus and minus buttons on the shifter. This feature works at speeds of up to 7 mph and from first gear through sixth. trucknews.com

15-04-14 10:35 AM

Every time I drive a truck with IShift I find something new to like about it. So do others, apparently. Volvo says 92% of its trucks are now being ordered with Volvo power and 74.7% with the now-standard I-Shift. Before the I-Shift was standardized in early 2013, it had a take rate of about 45%.

In addition to a paved 1.1-mile track, the new Customer Experience Track also provides an off-road playground for the VHD vocational truck. Here, you’ll find two 27% grades, a variety of rough, undulating surfaces and various other impediments that will give you pause before proceeding. The I-Shift destroyed this course. It wasn’t even difficult. The control the I-Shift gives the driver and the resulting confidence it instills will

put to rest any notions about this being a purely linehaul product. It’s unnerving to look down a 27% grade, but the IShift immediately takes control for a slow and methodical descent. Stopping halfway up that same 27% grade seems like a bad idea, but I-Shift thinks nothing of it. I realize it’s improper to credit an inanimate object with ‘thinking,’ but the

‘I’ in I-Shift stands for ‘intelligence’ and it’s obvious why.

Volvo’s latest innovation – XE-Adaptive Gearing – will likely be a niche specification within the Canadian marketplace, but the majority of the improvements built into the 2016 model year VN will be enjoyed by all customers. The new trucks are available now. FE

26 outperformed the non-LRR tires by 10%.

For drive tires the LRRs were better, with wide-base better yet.

Trailer tires were just the opposite with non-LRR tires giving 175,000 miles, LRR 170,000 miles and wide-base singles 166,000 miles to the same tread depth.

On fuel use, the LRR tires were 1.9% better and the singles 2.2%. Interestingly, 67% of the survey’s fleets use automatic tire inflation on the trailers.

Fisher then referenced a TMC 2002 study of 38,000 tires on trucks, trailers and buses that found just 44% are within +/- 5 psi of their targeted tire pressure. Further, 22% were found to be underinflated 20 psi or more. And 4% had a flat tire.

In closing, Fisher offered five ways to minimize tire costs and improve fuel mileage: 1: Keep tires inflated for minimum fuel use and maximum tread life; 2: Use technology to help inflate to correct inflate. ATIS and TPMS have an ROI in 12 months; 3: Low rolling resistance and wide-base tires will save but they have to be correctly inflated; 4: Proper alignment can save 2% of fuel use; 5: Control speed: 65 mph down to 55 will save 22% in mpg with only an 18% increase in travel time. Savings in increase tread mileage are 16%. FE

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INSIDE THE NUMBERS

PRICE PRESSURE

CANADIAN SHIPPER FREIGHT VOLUME PROJECTIONS FOR 2015

2%

2%

2% 37% 42% 13% 2%

Up Down Down Down About 10- 5-10% the 5-10% more same 20% than 20%

Up 1020%

Up more than 20%

CANADIAN SHIPPER PERCEPTIONS ON CAPACITY BY MODE (SCALE OF 1 TO 10)

With freight volumes holding steady and shipper concerns about available capacity mounting across most modes, this should create significant upward pressure on pricing.

In the past it has also led to modal shifts when pricing got too high for shippers who had options with their freight. For example, back in 2008 when transportation pricing hit a peak, one half of Canadian shippers were shifting at least some of their freight to an alternative mode. The drop in energy pricing, however, is easing current pricing pressure for Canadian commercial transportation and keeping mode shifting levels relatively low for a growing economy.

6.06

4.77

5.57

5.46

5.32

4.80

Truckload

LTL

Rail

Intermodal

Marine

Air

PERCENTAGE OF CANADIAN SHIPPERS EXPECTING RATE INCREASES BY MODE

62% Truckload

64%

20%

41%

39%

31%

Rail

Intermodal

Marine

Air

LTL

CANADIAN SHIPPER VIEWS ON LEVEL OF COMPETITIVE ACTIVITY BETWEEN MODES

9% Well above normal levels

15%

52%

7%

2%

15%

Above normal levels

Around normal levels

Below normal levels

Well below normal levels

No opinion

Sc help

PERCENTAGE OF SHIPPERS REPORTING HIGHER RATES & SURCHARGES AFFECTED MODAL SELECTIONS

34%

39%

44%

50%

40%

38%

44%

43%

37%

39%

2005 2005 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 38 FLEET EXECUTIVE â?™ March/April 2015

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trucknews.com

15-04-14 10:37 AM

TWO MILLION MICHELIN X ONE TIRES. HELPING THOUSANDS OF CUSTOMERS IMPROVE THEIR BOTTOM LINE. ®

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©2015 Michelin North America, Inc. All Rights Reserved. The Michelin Man is a registered trademark of Michelin North America, Inc. (C13161 - 04/15)

In 2010, we surpassed one million MICHELIN X One tires purchased by fleet customers. And just four years later, demand is high with more than two million X One tires working hard for customers across North America. In fact, MICHELIN X One tires have: ®

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• Saved more than 570 million liters of fuel* • Added several million tons of extra freight Scan to see how we’re helping customers across North America.

As the pioneer in wide base single tire technology, Michelin has introduced tires and retreads to fit every application. Today, we continue to innovate with our new Advanced Casing Technology, designed to resist irregular wear. It’s now available on the new MICHELIN X One Line Energy T—our next generation line haul trailer tire for fuel efficiency, mileage and durability. More proof that we are committed to improving your bottom line. To learn more, visit michelintruck.com. ®

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TM

*Based on industry standard rolling resistance testing of comparable tires and retreads. Actual results may vary, and may be impacted by many factors, to include road conditions, weather and environment, driver performance, etc.

15 Inside the #.indd 39

15-04-14 10:37 AM

STOP AND GO NEVER STOPS YOU. Traffic is unreliable. You aren’t. You always find a way to deliver your best, no matter what. So do we. Shell Rotella T6 Full Synthetic engine oil is our best oil yet, with improved protection in extreme temperatures. It gives you the engine cleanliness and wear protection you’ve come to expect from Shell Rotella. And up to 1.5% in fuel economy savings.* In fact, we never settle for anything less than the best performance. Sound like someone you know?

Learn more at www.shell.ca/rotella ®

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THE ENGINE OIL THAT WORKS AS HARD AS YOU.

*As demonstrated in 2009 on-the-road field testing in medium duty trucks, highway cycles, compared to Shell Rotella® T Triple Protection®15W-40.

15 Inside the #.indd 40

15-04-14 10:37 AM