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Ford seeks European profitability with shift to crossovers, vans Nick Gibbs, Automotive News / July 27, 2018 Ford is redirecting spending in Europe away from cars to focus on more profitable crossovers and commercial vans to help return its operations in the region to profit. Hit by Brexit and a big consumer switch to crossovers, Ford’s European operations swung to a $73 million pretax loss in the second half from an $88 million profit last year. Announcing the results on Wednesday, CEO Jim Hackett said: “We're extremely dissatisfied with our performance in Europe.” Ford now expects a full-year loss in Europe after earning $234 million in the region last year. CFO Bob Shanks said the bulk of Ford’s European vehicle range was unprofitable. “The low-performing part of our portfolio represents a majority of our volume, revenue and capital deployed in the region,” he said. This consisted “principally of cars and multi-activity vehicles [minivans] such as C-Max,” he said. Ford’s Transit van, Kuga crossover and Ranger pickup and “selected imports” are selling profitably in Europe, Shanks said, without naming the imported vehicles. They are likely to include the Edge midsize crossover and the Mustang sports car. Shanks said the vehicles represented more than 200 percent of Ford’s profits in Europe, despite accounting for less than half of its volume and revenue. Europe needs reboot Jim Farley, Ford’s head of global markets, said commercial vans are earning 13 percent profit margins for the automaker in Europe. Ford is shifting its focus to concentrate on vans and crossovers to hit its long-term target of a 6 percent margin in the region, Farley said. “Clearly we have to redesign Europe, centering the operations on our profitable LCV business,” he said. SUVs were also part of that plan. Capital allocation plans now align with the SUV and the LCV business opportunities, Farley said. Ford is making the right move, said Ian Fletcher, principal analyst at IHS Markit. “Ford cannot afford to just tinker. They have undertaken restructuring in the past and they’re still moaning about the lack of profitability in the region. They have to take a big step or they will be in the same situation down the line.” Ford has attempted to boost margins on its Focus compact and Fiesta subcompact cars by offering different variants designed to increase its selling price, including an Active crossover-inspired version and an upscale Vignale-badged model. The tactic isn’t paying off. “New products are delivering incremental profit but lower than planned,” Ford indicated in its second-quarter regulatory filing. Margins were being “compressed” by a “weaker channel mix, lower net pricing and exchange headwinds,” the company said. Brexit hit Ford has been hit by exchange headwinds mainly from the UK, its largest market in Europe, after the British pound lost value following the country’s decision to leave the EU. The pound’s fall explains the “majority of our deterioration” in profit in Europe, Farley said. “In 2016 we made $1.2 billion in Europe and most of it was in the UK. Brexit and the continued weak sterling has been a fundamental headwind for our European business,” Farley said. He acknowledged that Ford has been slow to expand in the crossover segment in Europe. “One of our underlying issues is that we are behind on the shift to utilities and now our portfolio under-indexes on this highly profitable and growing segment,” he said on Wednesday’s earnings call. Ford currently sells three crossovers in Europe: the small EcoSport, compact Kuga and midsize Edge. Kuga and EcoSport sales in Europe reached a record in the second quarter, Ford said. Ford described its Kuga as “aging” in its filing and said new launches will increase its product mix by 2020, indicating new models are coming soon. A Fiesta-based replacement for the EcoSport is due in 2020, analyst firm LMC Automotive predicts. Products under threat Ford singled out the C-Max compact minivan on its investor call as under-performing in Europe, indicating it could stop production of the car in the region. Sales of the C-Max slid 18 percent in the first half to 31,888, figures from JATO Dynamics show. Also under threat is the Mondeo midsize car, which is a version of the U.S. Ford Fusion. Ford has said it would phase out U.S. sedan sales, including the Fusion, by 2020. The related S-Max and Galaxy large minivans could also be dropped. Alongside redirecting r&d spending away from cars and toward vans and SUVs, Ford said it also planned to continue to “aggressively” cut costs and get new products to market quicker in Europe. The company said in June it would close its Blanquefort gearbox plant in Bordeaux, southwest France, if no buyer was found. Partnering up On Wednesday’s call CEO Shanks said Ford also will rely more heavily on partnerships to turn Europe around. “It's important to recognize that partnerships, which are a part of our fitness toolkit, are already an integral part of our European operations and going forward we expect them to play an even greater role,” Shanks said. Ford has a long-term partnership with PSA Group on engines. In June it signed an agreement with Volkswagen Group for a potential an alliance on commercial vehicles, as well as other, non-specified projects. .

Along with the Vought F4U Corsair and Focke Wulf TA 152, the Hawker Sea Fury (pictured in the link) ranks in my top five of piston engined fighters of all time.

Ford fell to $9.84 today, a new 52-week low for the company. I read today's close was the lowest in five years.

Cummins Inc. Celebrates Production of Two Millionth Engine at Jamestown Engine Plant Cummins Press Release / July 26, 2018 Two of the company's valued customers, Navistar and Penske Truck Leasing, are the recipients of the two millionth engine. Today Cummins Inc. (NYSE:CMI) announced the production of the two millionth engine at its Jamestown Engine Plant (JEP) in Jamestown, New York. JEP remains one of the company’s largest manufacturing facilities; it accounted for 14.7 percent of Cummins total engine production in 2017. Cummins acquired the more than one million-square-foot facility in 1974, using it initially to manufacture engine components. Since building their first engine in 1981, production in recent years typically exceeds 100,000 engines annually. Jamestown is home to the production of Cummins heavy-duty engine technologies including the X15, ISX12, X12, ISM11 diesel engines and ISX12N natural gas engine as well as historically the ISX15 diesel engine and ISX12 G natural gas engine. "We credit much of our success to the hard-working employees that commit themselves every day to provide products and services that meet or exceed our customers’ expectations," said Anna Dibble, Cummins JEP Plant Manager. "They work to provide this company with quality products that we feel proud to stand behind. They are also committed to improving where they live, JEP annually contributes $1 million back to the community through charitable donations." JEP employees are committed to an environment where the key values of integrity, diversity & inclusion, caring, excellence and teamwork encourage employees to work together to power a more prosperous world. With 1,700 employees working in the facility, JEP has grown about 20 percent since 2012 and is the largest private employer in Chautauqua County, New York. International trade has been the single most important contributor to Cummins growth and hiring for nearly two decades. Half the company’s business is outside of the U.S. Because of its global presence and ability to export, Cummins suppliers, which are primarily small and medium-sized businesses, are also growing. "Jamestown Engine Plant plays an important role in our company's ability to produce a broad range of engines for different customers around the world serving a wide variety of markets," said Brett Merritt, Cummins Vice-President On-Highway Engine Business. "From the first engine built at the plant in 1981 to our innovative technologies today, which have reduced emissions by 98 percent, JEP provides engines that offer solutions that represent the strength of our company and the power, reliability and durability customers have come to expect with a Cummins heavy-duty engine. We will continue to invest in innovations in our diesel and natural gas products, and JEP will be important to Cummins, our customers and our OEM partners for many decades to come.” Two of our valued customers, Navistar and Penske Truck Leasing, are the recipients of Cummins two millionth engine. "Navistar and Cummins have a strong history of working together to serve our customers," said Michael Cancelliere, President, Truck and Parts, Navistar. "Navistar is excited that Cummins’ two millionth engine is going to one of our mutual customers in our International® LT Series truck. We look forward to continuing our partnership with Cummins to bring value to our customers." .

Close-ups of the China market JH62X (4 pages). http://www.360che.com/news/180720/98563.html

Here we can compare the styling of global market H62X and the China market JH62X from the Jiangling-Ford heavy truck joint venture. Featuring a European standard 2.5-meter-wide cab, flat floor design, and Euro-6 capable 12.7-liter Ford Ecotorq engine rated up to 500 horsepower, paired with the superb ZF Traxon transmission, the truck is ready for sale in the European Union (EU), North America and all other global markets. Interestingly, Ford Trucks plans to introduce its own proprietary AMT heavy truck transmission for the new Cargo by 2020. High definition photos here - https://iepieleaks.nl/first-photos-of-new-heavy-ford-truck/ .

Commercial Carrier Journal (CCJ) / July 26, 2018 Cummins on Thursday announced the production of its two millionth engine at its Jamestown Engine Plant (JEP) in Jamestown, New York – a facility which accounted for 14.7 percent of Cummins total engine production in 2017. Cummins acquired the more than one million-square-foot facility in 1974, using it initially to manufacture engine components. Since building their first engine in 1981, production in recent years typically exceeds 100,000 engines annually. Jamestown is home to the production of Cummins heavy-duty engine technologies including the X15, ISX12, X12, ISM11 diesel engines and ISX12N natural gas engine as well as historically the ISX15 diesel engine and ISX12 G natural gas engine. “We credit much of our success to the hard-working employees that commit themselves every day to provide products and services that meet or exceed our customers’ expectations,” says Anna Dibble, Cummins JEP Plant Manager. “They work to provide this company with quality products that we feel proud to stand behind. They are also committed to improving where they live, JEP annually contributes $1 million back to the community through charitable donations.” With 1,700 employees working in the facility, JEP has grown about 20 percent since 2012 and is the largest private employer in Chautauqua County. “Jamestown Engine Plant plays an important role in our company’s ability to produce a broad range of engines for different customers around the world serving a wide variety of markets,” says Cummins Vice President of On-Highway Engine Business Brett Merritt. The milestone engine was spec’d in an International LT Series truck for Penske Truck Leasing.

Just as the price of lumber has skyrocketed over the summer under the excuse that there's a truck shortage, when in fact there is no shortage of trucks. It's tight at times, but certainly no shortage. Yet another scam to increase revenues.

I actually knew Mr. Barry when he was sales manager at Mack Truck's massive Baltimore factory branch*. The legendary Ed Parker was branch manager. Quite a Mack man. * https://www.bigmacktrucks.com/topic/43698-the-factory-branches-of-mack-trucks-inc/

The Baltimore Sun / July 16, 2018 Alfred Wald Barry Jr., a World War II veteran who was a former sales manager for Mack and Brockway trucks, died Friday in his sleep at Stella Maris Hospice. The Timonium resident was 94. He was the son of Alfred W. Barry Sr., an executive for General Tire Co., and Aida Kunkeli Barry, a homemaker. He was born in Buffalo, N.Y., and was raised in Philadelphia and on Park Avenue in Manhattan. Mr. Barry was the great-nephew of Lillian Wald, a suffragette who founded the Henry Street Settlement House in New York City in 1893 and was one of the founding members of the NAACP. Growing up, he spent summers at a cabin his father had built in Barryville, N.Y., just north of the historic John A. Roebling aqueduct and suspension bridge, an 1849 structure that spans the Delaware River. “We used to go there as children growing up, and I remember the sounds the planks made as we drove over the bridge. The bridge is now only opened to foot traffic,” said a son, Alfred W. Barry III of Homeland. After graduating from the Collegiate School in New York City, Mr. Barry began his college studies at the Johns Hopkins University. At the conclusion of his sophomore year, he enlisted in the Army with numerous other Hopkins students and Phi Gamma Delta fraternity brothers. The enlistment site was a store that is now the Charles Village Schnapp Shop at 29th and North Calvert streets. “His eyesight was so bad that he memorized the eye chart to be able to enlist,” his son said. Mr. Barry served in Army ordnance in the Aleutian Islands until his discharge in 1946. His decorations included the World War II Victory Medal, American Campaign Medal and Good Conduct Medal. He returned to Hopkins and in 1948 obtained a bachelor’s degree in economics. Also in 1948, he married Dolores Keating, a kindergarten teacher he had met at Hopkins when she was a graduate student. The couple first lived on Kentucky Avenue before moving to a Victorian house on Boxhill Lane in Roland Park. After leaving Hopkins, Mr. Barry began a career with Mack Trucks Inc. that ultimately spanned more than 40 years. He started at its Baltimore factory sales branch, which was then located on East 25th Street [actually 1210-28 E. 20th St ]. In 1956, the company purchased Brockway Motor Co., which also manufactured trucks, and it became a division of Mack. When Mack Trucks sold the Baltimore factory branch to Ed Parker and he relocated to Nursery Road in Linthicum Heights, Mr. Barry designed the building and oversaw its construction. At the time of his retirement in the early 1990s, he was sales manager. In the 1960s, Mr. Barry started a business servicing trucks and trailers for the old Norfolk, Baltimore and Carolina Line [NBC Line which utilzed retired WW2 Navy LSTs between Baltimore and Norfolk] at Caroline and Lancaster streets in Fells Point, until the city condemned the property for the proposed extension of the Jones Falls Expressway to join with Interstate 95 — a project that was never completed. He had also been a member of the Maryland Motor Truck Association and had represented the organization’s legislative activities in Annapolis. .

Marchionne knew of 'serious illness' for a year Alexa St.-John, Automotive News / July 26, 2018 Sergio Marchionne received treatment for a "serious illness" for more than a year before his death on Wednesday, University Hospital Zurich said Thursday. Prior to the hospital's statement on Marchionne's health, the father of the former Fiat Chrysler Automobiles CEO's partner told Italian newspaper Corriere della Sera that Marchionne "was sick for a year" in a report published Wednesday. Pier Luigi Battezzato, the father of Manuela Battezzato, told the paper Marchionne knew his health was declining for much longer than originally reported, but never "spared himself." Battezzato said Marchionne stopped smoking a year ago after having been a notorious lifelong smoker. "A year ago he had quit smoking, it seemed that his health was improving. He never stopped," Battezzato said. "It was clear to everyone that he was not doing well. His physique had dried out and he was tired and breathed with a lot of effort. Yet he was always on the move, traveling from one part of the world to another. He has always worked and has never given up in the face of his commitments." Marchionne, who died at 66 on Wednesday, reportedly fell ill from complications following an operation. He recently underwent surgery for what was originally said to be his shoulder. Italian business website Lettera43 reported Marchionne suffered an embolism while undergoing the operation in Switzerland. "I spoke to Sergio shortly before he was operated on and he was quiet," Battezzato told Corriere della Sera. "He had even set up a meeting that was to take place these days. Then we got together for the holidays, there was a plan to bring the whole family together." Though Marchionne was scheduled to retire in April 2019, he was replaced as CEO of FCA by Mike Manley on Saturday. Marchionne had an extensive career and was well-admired by fellow executives, international political figures and labor leaders in the industry as a transformative and influential figure. Marchionne captivated the industry, especially through his innovation and entrepreneurial mindset. Marchionne's most noteworthy accomplishment was saving Chrysler from bankruptcy in 2009 and combining it with Fiat to create the global automaker it is today. Marchionne and Manuela Battezzato were partners for almost a decade, the report said. In addition to Manuela, Marchionne is survived by two adult sons from a former marriage. "Sergio's intervention was supposed to be simple," Battezzato told Corriere della Sera . "The worst has happened. I don't know, sometimes I think that if they hadn't gone to Switzerland maybe it would have been different." Battezzato said his daughter would come back home to Alpignano following Marchionne's funeral. "One could write a book about [Marchionne]. It cannot be reduced to a few words," Battezzato said. "He did extraordinary things, but he was a simple person. There was nothing mundane about him. His life was all about work and family."

Ex-UAW head Williams told officials to misappropriate funds Alexa St.-John, Automotive News / July 26, 2018 DETROIT -- Recently retired UAW President Dennis Williams has been implicated by a former union official in the ongoing federal corruption probe involving the misuse of joint training center funds with Detroit automakers. Williams, according to a Thursday report from The Detroit News, is the "high level" UAW official named in a plea agreement released Monday that was reached with Nancy Adams Johnson, former top administrative assistant to ex-UAW Vice President Norwood Jewell. Johnson, according to the deal, said the unnamed leader directed senior leaders to use automaker funds from the joint training centers as a way to reduce costs to the UAW's budget. Williams has not been charged in the investigation. He told Automotive News in May that he had not been indicted or inverviewed by federal prosecutors. Johnson's plea agreement states: "Sometime in 2014 or 2015, a high-level UAW official directed senior UAW officials to use money supplied by automobile manufacturing companies through joint UAW training centers to pay for travel, including travel solely for purported union business, as well as lavish meal and other entertainment costs of senior UAW officials and their friends, family and allies. "This directive was issued in order to reduce costs to the UAW budget from such expenditures because the UAW's budget was under pressure," the document states. These directives would come around the same time the UAW was facing significant financial pressure in 2014, when members approved the first increase in membership dues since 1967. Johnson pleaded guilty to one count of conspiring to violate the Labor Management Relations Act on Monday. "Today's conviction of yet another senior UAW official further exposes the dishonorable scheme between UAW officials and Fiat Chrysler executives to corrupt the collective bargaining process at the expense of rank and file union members," U.S. Attorney Matthew Schneider said in a statement Monday. "The conviction reveals that part of this scheme involved the wrongful use of UAW funds for extravagant meals, entertainment, golf, and travel for little, if any, union-business purpose." Ongoing investigation The UAW and Fiat Chrysler have been named "co-conspirators" in the scandal, in which prosecutors contend FCA employees and executives paid UAW representatives to influence union business in addition to siphoning money through the training center to make purchases. Williams denounced those involved in the scandal in his last formal address to members at the UAW's Constitutional Convention in Detroit last month. "To be clear: Those who misallocated or misused training center funds betrayed our trust," Williams told union members. "The UAW has zero tolerance for corruption, wrongdoing, at any level of this organization." With regard to Williams' possible involvement, UAW spokesperson Brian Rothenberg told Automotive News: "I can't comment on unsubstantiated allegations." Others involved Monica Morgan, widow of former UAW Vice President General Holiefeld, was sentenced to 18 months in prison Friday for her role in the scandal this month. In addition to Adams Johnson and Morgan, five others have been charged in the case, including: Alphons Iacobelli, a former FCA labor relations chief; Jerome Durden, a former FCA financial analyst; former FCA employee Michael Brown; ex-UAW associate director Virdell King; and UAW official Keith Mickens. Iacobelli is awaiting sentencing. Jewell has been implicated in the scandal but not formally named as a conspirator by investigators. Morgan, Iacobelli and Durden are also being sued by the UAW-Chrysler National Training Center to recover more than $4.4 million in damages. .

Reuters / July 26, 2018 FRANKFURT -- Daimler AG unveiled a new corporate structure on Thursday designed to give its trucks, mobility services and Mercedes-Benz car division greater scope to chase growth in an era when carmakers prepare to launch fleets of autonomous cars. The company said it would set up three legally independent entities -- Mercedes-Benz AG, Daimler Truck AG and Daimler Mobility AG, under the umbrella of Daimler AG. As part of the reorganization it has struck an agreement with labor representatives that includes a pledge to secure jobs and invest in German sites.

Typically for your truck, part no. 54MT314DP94 (94 being the length in inches). Measure your old cable housing for length.

E - 7 ( Non E-Tech ) Piston Number Piston Kit Cylinder Kit Overhaul Kit 240GC585 One-piece Pistons or 240GC590/5123M Two-piece Pistons Not Available - Must Replace All Six With Overhaul Kit Not Available - Must Replace All Six With Overhaul Kit 215SB198G 240GC2248BM 215SB230A 215SB218D Not Available 240GC590/591or 240GC2246AM Two-piece Pistons 215SB232A 215SB217D 215SB200G 240GC590/598/5122M or 240GC2250CM Two-piece Pistons 215SB231A 215SB219F 215SB208C E - 7 ( E-Tech ) 240GC590/598/5122M or 240GC2250CM Two-piece Pistons 215SB231A 215SB219F 215SB304A

PAI is good but of course OEM is best. When you called your local Mack brand dealer for a price on an engine overhaul kit, what was the figure? In any case, be sure to confirm your piston number.

Carpocalypse descends on Detroit after nightmare day of earnings David Welch, Bloomberg / July 26, 2018 DETROIT -- It felt so 2009. First, General Motors and Fiat Chrysler Automobiles reported weak earnings, with both reining in profit forecasts for the year. That sparked sharp sell-offs of their stocks. Then it really got ugly. Ford Motor Co. took the stage and projected $11 billion in charges linked to a restructuring plan that will take as long as five years to play out. The already-struggling company that had touted plans to cut $25.5 billion in costs in the coming years left analysts wanting more detail and subjecting CEO Jim Hackett to harsh questioning. Not since the financial crisis and Carpocalypse have Detroit automakers had so much bad news in one day. To be clear, all of the companies are solidly profitable and nowhere near the edge of survival like they were in 2009. But what made the headlines all the more confounding was that the downbeat results and outlook came at a time when the U.S. auto market is solid, the economy is humming and China is buying more cars every month. “To have a quarter like this is striking,” said James Albertine, an auto equities analyst with Consumer Edge Research. “Every time they turn over a rock, they find more problems.” GM’s profit issues were mostly caused by external forces, namely President Donald Trump’s steel and aluminum tariffs and depressed currencies in Argentina and Brazil. Fiat Chrysler will have to sort out slumping sales in China under a new CEO after the death of Sergio Marchionne announced early Wednesday. And Ford’s problems stem from bloat and stale models. Ford’s China woes Ford missed estimates by posting adjusted profit of 27 cents a share, less than half what it earned on that basis a year earlier. The company said it will make between $1.30 and $1.50 a share instead of as much as $1.70. It lost a combined $467 million in Asia and Europe in the second quarter. In China -- still a reliable source of growth for many other major automakers -- Ford’s sales fell by 25 percent in the first half. Beijing’s retaliatory tariffs against the U.S. that include higher levies on cars will cost the company $200 million to $300 million this year, Chief Financial Officer Bob Shanks said. Ford’s problems in the market are manifold: models including the Focus and Escort cars are old and will be replaced late this year and into 2019. Its dealers aren’t making adequate profits, burdened by a glut of sedan inventory and not enough crossovers or SUVs. Cagey call The company has other deep structural issues. On its earnings call, analysts asked for more detail on the costly and protracted restructuring, and Hackett gave little clarity. The company also said that it will postpone an investor meeting that had been set for September, saying it would be rescheduled for when it had more specifics to share. That sparked a tense exchange with Morgan Stanley analyst Adam Jonas, who criticized Hackett and Shanks for the lack of communication. “I really do hope you can reconsider the communications strategy, because it’s just not good enough, Bob,” Jonas said. The stock sank below $10 a share in after-hours trading, a level it hasn’t closed at since 2012, when former CEO Alan Mulally was still restructuring the company. Jeep’s China struggles Fiat Chrysler isn’t in nearly the bind Ford is, but new CEO Mike Manley has plenty of problems, too. The much-heralded Jeep brand hasn’t caught on in China -- a key element of the growth strategy laid out only a matter of weeks ago. The redesigned Jeep Compass that’s been a hit in the U.S. has struggled going up against local Chinese brands that are on the ascent in the countries mass market segments. As a result, the company’s Asian operations lost 98 million euros ($115 million) in the second quarter. Its luxury brand Maserati also slumped as customers waited for a July duty reduction to take delivery of Levante SUVs. Fiat Chrysler’s U.S.-listed shares plunged 12 percent, their worst one-day drop since June 2016. Hard luck GM is telling more of a hard-luck story. Trump’s steel and aluminum tariffs have driven up metals prices and contributed to commodities adding $300 million to costs in the quarter and $500 million in the first half. The company had been expecting that sort of a headwind for the whole year. Instead, it’s now seeing about a $1 billion blow to annual earnings. Add in a $100 million hit from devalued Argentine peso and Brazilian real and GM had to lower its forecast for adjusted earnings to $6 a share. The company had been expecting to make as much as $6.50. GM has new pickups going on sale next month, though they won’t be available in substantial supply until the fourth quarter. And while the China market is getting tough, GM is growing luxury sales with Cadillac and its local Baojun brand is winning over the nation’s new middle class. Don’t want to hear it But investors may not be interested in hearing the company make its case for a while, said Morningstar Inc. analyst David Whiston. “It was a really bad day,” Whiston said. “There are a lot of factors beyond their control. In addition to all of that, we’re at the top of the auto cycle and investors just aren’t interested.” Indeed, Ford’s stock “will be in purgatory for some time,” Albertine said. In what was perhaps a sign of just how fed up Wall Street was by the end of the day, the first questioner on Ford’s Wednesday evening earnings call was Jonas, who asked whether Hackett expected to still be in the job once the company is ready to have its investor day. “Hell yes, I expect to be in front of everybody declaring where we’re going and what we want to get done,” Hackett responded. “There should be zero question around that.” .

Scania Group Press Release / July 25, 2018 When there is an accident involving a heavy vehicle, the most competent rescue teams are required. While Ålesund Fire Department in Norway has offered crews heavy vehicle rescue training since 2010, for the past six months, trainees have been practising using cab prototypes from Scania. “The ball started rolling in 2010 when four of us from the Ålesund Fire Department were on a course in Sweden to learn about rescue in connection with heavy vehicle accidents,” says firefighter Geir Egil Haug. He is also the training coordinator for heavy vehicle rescue at Ålesund Fire Department and plays a key role in connection with nationwide heavy vehicle rescue training. “Then we got in touch with Jimmy Säfström at Heavy Rescue Sweden, who is an important figure within this area internationally. We saw how they were working with complete cabs and how this made for top-quality training. Freeing trapped casualties from a cab is very demanding and requires understanding, competence and the correct tools. It’s about being prepared for the tasks we might have to take on.” “Previous to this, the challenge was getting hold of cabs to practise with. It’s difficult to get them, and we’ve often had to use cab shells without interiors.” Now, Ålesund Fire Department has been given access to prototype cabs manufactured by Scania: the best setup for training fire crews from across Norway. “It’s not just about heavy vehicle rescue and the challenges involved in this, but also about what equipment you need to make rescue operations as efficient as possible,” Haug says. It is not only Scania that has offered significant support when it comes to establishing good nationwide heavy vehicle rescue training in Norway. Haug, who has worked for Enger Transport in Ålesund in his spare time, says that the company has, on its own initiative, taken steps to ensure transport of cabs from Scania’s Swedish headquarters in Södertälje to Ålesund that is as reasonable as possible. Meanwhile Sunnmøre district, where Ålesund is situated, has its own oil company, Bunkers Oil, which has provided fuel for this transport. “This is cooperation in practice!” Haug says. .

MAN Truck & Bus Press Release / July 18, 2018 See some impressions of the ADAC Truck-Grand-Prix 2018 at the Nürburgring. .

The Dodge ProMaster, a rebadged Fiat Ducato, is a "lightweight". The Iveco Daily is the real deal. In every corner of the globe, I see Iveco Turbo Dailys getting the job done.

Recognised by millions of customers around the world and prestigious international awards Iveco Trucks Press Release / July 19, 2018 The Daily, crowned International Van of the Year 2018 for its sustainable Daily Blue Power family, celebrates its 40th Anniversary. First launched in 1978, the Daily revolutionised light commercial transport with its truck-derived chassis with rear traction and independent front suspension, which give it its unique versatility, reliability and efficiency. The Daily, now in its third generation, has constantly evolved over the past 40 years, always remaining true to its DNA while pushing the boundaries of innovation and integrating the evolving requirements of customers to become today’s champion of sustainability. Throughout the 40 years since its launch, the Daily has introduced numerous industry firsts and received recognition from industry experts, resulting in an impressive collection of international awards. The IVECO Daily is celebrating 40 years of pushing the boundaries of innovation, versatility and efficiency in light commercial vehicles. Since it was first launched in 1978, it has introduced ground-breaking innovations that have changed the industry: from the adoption of a truck-derived chassis with rear traction and independent front suspension, to the introduction of Common Rail technology in 1999 – a world first – or the advanced Electronic Stability Program (ESP) for regulating vehicle handling during steering and braking. Over the years since its launch, the Daily has constantly evolved to meet the changing needs of customers, always remaining true to its DNA. It has led the way with its efficient and environmentally friendly technologies, as these demands have become increasingly critical to the transport sector. To this date, it is ahead of the industry in sustainability with the unique concept of the Daily Blue Power: a vehicle family that frees transport operators from the constraints of the strictest environmental regulations and was awarded the title of “International Van of the Year 2018”. The more than 3 million Daily vehicles, manufactured on 3 continents, which are on the roads in 110 countries are testament to this family’s popularity and exceptional capacity for adapting to meet the specific needs of our customers across the world. Pierre Lahutte, IVECO Brand President, commented: “This year we are celebrating an important milestone in the life of the Daily – a family of vehicles that has been ahead of the industry right from its beginning, and 40 years on is spearheading the industry’s transition to sustainable transport. Throughout its long history, it has enjoyed enormous success with transport operators and industry experts alike, reaping numerous awards across the world. It is a vehicle family that has always looked to the future, and has known how to anticipate our customers’ needs while remaining true to its core values of versatility, reliability and efficiency – always the perfect partner for our customers’ business and environmental sustainability.” Today the Daily is a vehicle at the forefront of the industry, with a success built on its historical strengths that make up its DNA – starting from its unique chassis frame, which gives it the robustness and versatility it is known for. The load-bearing structure with ‘C’ shaped, special steel cross-members, is the best platform for bodybuilders to adapt for the most diverse missions – including special vehicles such as motorhomes, couriers, waste collection, tippers, cranes, public services, tow trucks, ambulances. It has gained recognition for its unique features, such as rear wheel drive and the 4x4 version. It offers the widest line-up in the industry ranging from 3.3 right up to 7.2 tonnes of gross vehicle weight, and from 7.3 m3 up to 19.6 m3 cargo volumes. Its advanced features use technology to push the boundaries of performance, raise comfort to a new level, deliver more connectivity and lower its Total Cost of Ownership, reflecting its Business Instinct and making it the perfect business partner. With the Blue Power Family, it leads the way in sustainability, anticipating the future with the most advanced diesel and alternative traction technologies: the Daily Euro 6 RDE 2020 Ready, the first LCV ready for 2020 Real Driving Emissions regulations; the Daily Hi-Matic Natural Power, the first CNG vehicle with an 8-speed automatic gearbox in the LCV industry; and the zero-emissions Daily Electric. This family offers the perfect solution for unlimited delivery in urban and suburban missions, opening round-the-clock access to city centres with the strictest noise and emissions abatement regulations. Forty years of industry firsts, setting new standards 1978: the first Daily is a 17 cubic metre van with 210 cm interior height – the first in the industry – powered by a 2.5 litre diesel engine. 1984: the family is extended with the arrival of the first Daily 4x4. 1985: the TurboDaily is the first light commercial vehicle to introduce turbodiesel technology. 1992: the first unit comes off the assembly line of the Valladolid Plant in Spain. 1996: the Daily offering is extended, now with a choice of two engines: the 2.5 litre turbodiesel and a new, more powerful 2.8 litre engine. 1998: the ECODaily is the first light commercial vehicle featuring a Compressed Natural Gas (CNG) engine. 1999: the second generation Daily reaches the market and is immediately crowned “Van of the Year 2000” – it is the first vehicle in the industry to introduce Common Rail technology. 2000: Production begins in Brazil, in addition to the manufacturing plant in Suzzara. 2004: the Daily family is extended again, with a more powerful offering featuring a 3.0 litre turbodiesel engine reaching up to 176 hp. The same year, production of the Daily begins also in China. 2006: New design and introduction of ESP (Electronic Stability Program), which regulates vehicle handling during steering and braking. 2009: the wide line-up extends further to include a 7 ton version. Also in 2009 the innovative Daily Electric is launched. 2010: the Daily reaches the milestone of 2 million units sold in the world. 2014: the third generation Daily is launched and immediately crowned “Van of the Year 2015”; it takes the markets by storm and goes on to collect numerous awards across the world. Its wide line-up includes the brand new Daily Hi-Matic, featuring IVECO’s class-exclusive 8-speed automatic transmission that immediately becomes a best seller. 2016: the Daily Euro 6 builds on this success and further raises the bar on performance with advanced features such as the intelligent EcoSwitch PRO system that automatically reduces torque when needed without driver intervention, reducing fuel consumption with no compromise to productivity. It also introduces a new level of connectivity with its revolutionary app, BUSINESS UP. 2017: the sustainable Daily Blue Power family enters the market with the unique offer of three technologies – electric, natural gas and the most advanced diesel technology on the market that meets 2020 Real Driving Emissions regulations three years ahead of time. It crowned “Van of the Year 2018”. Daily: 40 Years of award-winning success The Daily family has collected numerous prizes throughout its history, culminating in the rich awards cabinet of the latest generation: International Van of the Year 2015 (Europe) Best KEP Transporter 2015 (German Courier, Express and Parcel Delivery industry - Germany) Innovation Award for KEP Transporter 2015 – Daily Hi-Matic (German Courier, Express and Parcel Delivery industry - Germany) European Innovation Award 2016 – Daily Hi-Matic (European Caravanning industry) Best Commercial Vehicle 2016 (Chile) Best Commercial Vehicle up to 3.5 ton 2016 (Germany) Large Van of the Year 2017 (What Van? Awards – UK) National Transport Award 2017 (Spain) Sustainable Truck of the Year 2017 – Daily Electric (Italy) International Minibus of the Year 2017 – Daily Tourys (Europe) Sustainable Truck of the Year 2018 – Daily Hi-Matic Natural Power (Italy) International Van of the Year 2018 – Daily Blue Power (Europe) China Van of the Year 2018 – China Daily van (China) Van of the Year 2018 – Daily Blue Power (Danish Automotive Journalists Association) Best Utility Vehicle 2018, 3 categories: transporters up to 3.5 tons, over 3.5 tons, minibuses (ETM Verlag Readers’ Choice Awards - Germany) .

Celadon under criminal investigation over financial statements James Jaillet, Commercial Carrier Journal (CCJ) / July 25, 2018 The Celadon Group said this month it is facing a criminal investigation into discrepancies within its required earnings filings. Last year, the company’s stock was delisted from the New York Stock Exchange last year over improper reporting of financial statements. The Indianapolis-based fleet giant, which operates upwards of 5,500 trucks, was already under investigation by the Securities and Exchange Commission over misreported income in its earnings reports for fiscal 2014, 2015 and 2016. The company issued a notice to shareholders in April saying it over-reported its income in those years “by a range of…$200-$250 million” during the three years ended June 30, 2016. The company said in April it would reissue corrected earnings reports for those years and 2017 in an attempt to have its stock relisted on the NYSE. However, the company’s stock still has not be relisted, and the updated financial reports are not listed on its website or in its SEC filings. In a press release issued July 3, the company said it “is aware of investigations” by the SEC and “the Criminal Division of the United States Department of Justice into events and circumstances related to the previously announced restatement.” The errors in its financial filings are due to the sale of used equipment by a Celadon subsidiary, Quality Companies. “Undisclosed arrangements…overstated the values of equipment traded” in those sales, Celadon said then. The sales reported by the company were actually equipment leases. Read more on the company’s April notice at this link. The company restructured its leadership following a $10 million loss posted in the second quarter of 2017. It also said it was restructuring its debt and ending its independent contractor program. It also discontinued the Quality Companies business unit. Celadon in its July 3 release said its earnings this year are better than the same time last year, noting a 20 percent increase in average revenue per mile — in line with the current record-high rates environment. The company didn’t provide any other details on its finances in the release, nor has it posted earnings reports for any quarters since 2017’s second quarter. “Over the past year, with our new senior management team we have disposed of non-core business units, dramatically improved our operating metrics and made significant progress toward issuing restated financial statements,” said Celadon CEO Paul Svindland. “Our customers, vendors, and financing sources have been highly supportive, in large part due to improved customer service and the ability to deliver substantial asset based and logistics solutions in a market environment of tight capacity.” .

Fleet Owner / July 24, 2018 Jacobs Vehicle Systems, a manufacturer of diesel and natural gas engine retarding systems and valve actuation mechanisms, has signed a long-term supply agreement with Hino Motors, which will last through 2025. With this long-term supply agreement, Jacobs and Hino continue their long-standing relationship which began in the early 1990s when engine brakes were first installed on 13-liter Hino E13C engines. Since that time, Jacobs has continued to deliver braking technologies as seen on the A09 and A05 engine platforms. “Jacobs is excited about extending our nearly 30-year relationship with Hino through 2025. Over the years, our engine brakes have aided Hino in providing its customers with improved safety, productivity, and drivability while reducing their total cost of ownership,” said Steve Ernest, vice president of engineering and business development for Jacobs Vehicle Systems. This contract allows Jacobs and Hino to expand their working relationship and bring new technologies to the market. .

Transport Topics / July 25, 2018 Despite some potential clouds on the horizon from higher tariffs, optimism about the overall economy founded on strong numbers in housing, construction and growth in e-commerce are boosting sales of medium-duty trucks and pushing the sector out of decade long doldrums. Through the first five months of this year, the latest data available as of press time, retail sales of Classes 5-7 trucks in the United States were running about 7% ahead of the same period in 2017, according to WardsAuto.com. While high single-digit growth numbers may not sound like much, after slogging through a decade of fits and starts since the 2007-2009 recession, the sales figures give medium-duty manufacturers and suppliers optimism for the future. Meanwhile, one industry analyst estimates that North American sales for those three weight classes will close out the year at about 259,000 units, up from 248,000 units in 2017. For perspective, the last high-water mark for those weight classes was 2006, when truck makers reported retail sales of 262,000 units. “So, we are getting close to being back at pre-recession levels, but not quite there yet,” he said. The economy, in general, has somewhat “lifted the tide for all boats,” but in medium-duty, the continued growth of e-commerce is shifting more emphasis to the supply chain, specifically on the final-mile distributors, said Joe Gallick, senior vice president of national account sales for NationaLease. “Medium-duty trucks fulfill that mode better than Class 8.” NationaLease operates about 32,000 light and medium-duty vehicles throughout its network of 150 member-leasing companies, Gallick said. The economy “is certainly the main driver,” said John Blodgett, vice president of sales and marketing with MacKay & Co., another market research firm. There is good business and consumer confidence to spend money, “and that drives demand,” he said. Construction employment increased by 13,000 jobs in June and by 282,000 jobs over the past year, reaching a 10-year high, according to an analysis of government data by the Associated General Contractors of America. Association officials said many construction firms appear to be more willing to hire amid lower tax rates and a more favorable business environment. Kary Schaefer, general manager of Freightliner and Detroit product marketing and strategy, said that housing and the general economy, which are typical drivers for medium-duty sales, are enabling what she called “modest” growth. “Additional growth drivers are coming from last-mile deliveries and strong leasing business, which should remain positive as long as consumer and business confidence stays strong,” Schaefer added. Freightliner and Detroit are brands of Daimler Trucks North America. One issue, however, that might dampen the generally rosy outlook for the medium-duty market would be higher tariffs on steel and aluminum and the trade wars that may ensue. Meanwhile, the new darling of the economic drivers is online sales. E-commerce is playing a larger role in the economy, industry executives said. The expectations are that it will continue to grow. In May, the U.S. Department of Commerce estimated that retail e-commerce sales for the first quarter were $123.7 billion, an increase of 3.9% from the fourth quarter of 2017 and 16.4% from the first quarter of 2017. Projections of e-commerce’s effect on the medium-duty sector vary depending on the source, but they all point to the fact that it now plays a major part in the nation’s economic growth and that medium-duty weight classes are playing a role, especially in those last-mile deliveries. “It is difficult to break out those numbers but that’s a big part of our business,” said Brian Tabel, executive director of marketing with Isuzu Commercial Truck of America. As more companies become that last-mile distributor, “it will become more popular,” Tabel said. “They need medium-duty trucks to do that.” One industry analyst agreed that final-mile delivery will only accelerate. The question is, how quickly? Because it appears younger people are doing much of the e-commerce business, the change will be gradual. “It’s evolutionary, not revolutionary,” he said. “Nevertheless, if we see a dramatic shift in the last-mile [distribution], it carries the potential to change the composition of the equipment picture,” Tam said. The increase in e-commerce is not the only factor helping sales of medium-duty trucks. Some of it is the equipment itself, executives said. The almost universal use of automatic and automated transmissions make today’s medium-duty trucks much easier to drive. Class 6 and lighter trucks don’t require drivers with CDLs. These qualities broaden the pool for available drivers, NationaLease’s Gallick noted. Further, medium-duty trucks will continue to evolve safety features, said Kurt Swihart, marketing director with Kenworth Trucks, noting this will add to their appeal. “Demand for disc brakes, roll stability, collision avoidance systems, lane departure and other safety-related technologies has grown,” Swihart said. “In the next few years, we expect to see growth of collision avoidance systems through enhanced radar and camera technologies.” As for the tariff situation, “I think we are just starting to see [the effects],” said MacKay’s Blodgett, noting not all countries are impacted. “We don’t have all those road maps at individual industry levels,” he added. “In total, when you impact a portion of the market, even those who do not currently source from China (or other targeted countries) will see prices increase, if not now then on future purchases,” he said. Isuzu’s Tabel said the only effect the truck manufacturer has seen so far is from body companies. “A lot of body companies have [raised] prices, and that’s where we’ve seen it.” Ultimately, “we don’t know how that’s going to impact industry,” Tabel said. “Will it be component based? Vehicle based?” .