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Daimler Press Release / March 1, 2017 Three digital solutions in one sweep: launch of Truck Data Center, Mercedes-Benz Uptime and FleetBoard Manager from March 2017 Truck Data Center: the brain of the connected truck Mercedes-Benz Uptime: significant increase in vehicle availability thanks to connectivity, extensively piloted since 2013 New FleetBoard Manager: useful information on the vehicle fleet available at any time from an app – simple, fast and free Stuttgart – The Truck Data Center launches on 1 March 2017, thereby allowing the introduction of new digital services from Mercedes-Benz Trucks: the revolutionary service product Mercedes-Benz Uptime and the new FleetBoard Manager app. Both services require installation of the Truck Data Center in the truck. Unveiled at the 2016 International Motor Show for Commercial Vehicles, the "Truck Data Center" connectivity module will in future form the brain of the connected truck across all brands at Daimler Trucks. It continuously monitors the status of the vehicle systems, in addition to sending and receiving data in real-time. From 1 March 2017, it will be available in all heavy-duty trucks from Mercedes-Benz. Mercedes-Benz Uptime represents the intelligent and, above all, predictive connectivity of vehicle, Mercedes-Benz Service and the customer's transport company. Fully automatic in-service diagnostics continuously monitor the status of the vehicle systems in real-time and allow the early detection of critical states. This makes it possible to prevent breakdowns and other unscheduled repairs while further optimising scheduled workshop visits. The service will be available both individually and in combination with all other Mercedes-Benz service contracts. The new FleetBoard Manager app will in future offer all Mercedes-Benz customers a simple, fast and free entry into connectivity. The app for smartphones provides useful, free information on the vehicle fleet, such as its capacity utilisation over the course of a week or the positions of individual vehicles, and also identifies potential cost-savings. Truck Data Center: the centrepiece of the connected truck Approximately the size of a DIN A5 sheet, the Truck Data Center connectivity module will in future be installed across all brands at Daimler Trucks on the basis of the internationally standardised electrics/electronics architecture. The module is installed as standard in the Mercedes-Benz Actros. It receives data from the truck's sensors, cameras, etc. and analyses this information for many different applications. As the interface for all connectivity services, it is also responsible for the truck's external communications: like a modern smartphone, the Truck Data Center communicates in real-time via Bluetooth, 3G signal or GPS with the infrastructure, other vehicles and other entities involved in the logistics process. Standardisation of the Truck Data Center is combined with maximum adaptability to regional customers' requirements by means of the software and apps: in future, the Truck Data Center will form the basis for existing connectivity solutions from Daimler Trucks as well as the telematics systems of FleetBoard and Detroit Connect. Mercedes-Benz Uptime: significant increase in vehicle availability thanks to connectivity Ahead of the launch, Mercedes-Benz Uptime was extensively piloted in a three-year trial in 1400 trucks in 16 fleets in Germany, Great Britain, Austria and Poland. Mercedes-Benz Uptime continuously monitors the status of the vehicle systems in real-time via the new Truck Data Center. Within a matter of seconds, the data are interpreted, critical states detected and specific action recommendations issued. If they signal a need for maintenance or repair, Mercedes-Benz Service immediately assists the customer with a tailor-made solution optimally matched to the current trip planning and vehicle condition. For the customer, this makes it significantly easier to plan workshop visits and vehicle availability. Prevention of breakdowns: When a truck is at an acute risk of breakdown, the Mercedes-Benz Customer Assistance Center (CAC) in Maastricht, Netherlands, is informed immediately. The CAC then phones the specified contact at the customer's company. The employees at the CAC inform the customer of the identified repair needs and the necessary actions in order to prevent a breakdown. If an immediate repair is required, the CAC will help to arrange a workshop appointment optimally matched to the customer's vehicle route and transport assignment. The CAC first checks that the required resources are available at the workshop so that the vehicle can be repaired without delay. This prevents a possible breakdown, the vehicle is quickly repaired and the transport assignment can be completed on schedule. Efficient repair and maintenance management: Identified at an early stage, maintenance and repair requirements are automatically reported to the Mercedes-Benz service partner selected by the customer. The personal customer adviser bundles the upcoming maintenance and repair needs and actively contacts the customer with a suggested date for the work. Real-time transparency on the condition of the vehicles allows the workshop to make ideal preparations for the customer's visit - ordering the required parts in good time, scheduling workshop capacity and writing out the repair job. Real-time support for customer’s service works: information and specific action recommendations for upcoming repairs that the customer can easily carry out for themselves are always made available to the customer in a timely manner via the Mercedes-Benz Uptime customer portal. The fleet manager or driver can intervene immediately to avoid unnecessary workshop visits and repair costs. Since the 2016 International Motor Show for Commercial Vehicles, Mercedes-Benz Uptime has been available for all new Actros, Arocs and Antos trucks in twelve European markets (Austria, Belgium, Czech Republic, France, Germany, Great Britain, Italy, Netherlands, Poland, Portugal, Spain, Switzerland). Further countries will be added in the course of time. From 1 March 2017, vehicles will be delivered to customers with the Mercedes-Benz Uptime service activated. The service requires installation of the Truck Data Center. New FleetBoard Manager: useful information on the vehicle fleet available at any time from an app – simple, fast and free From 20 March 2017, FleetBoard will offer Mercedes-Benz Trucks customers a simple, fast and free entry into connectivity. This is made possible by the new FleetBoard Manager. Use of the app requires installation of the Truck Data Center in the Mercedes-Benz Actros. The FleetBoard Manager provides customers with useful information on their fleet, such as the total number of kilometres driven in the past seven days as well as a comparison with the previous seven days. It also shows which vehicles have driven the longest and shortest total distances. This data enables customers to see exactly how fleet capacity has been used over the course of a week. Alongside the number of kilometres driven, it also shows the fleet's average fuel consumption. It also shows the vehicles with the highest and lowest fuel consumption. This gives customers an insight into the spread between mileage and fuel consumption between the vehicles. At fleet level, the app also shows the percentage of how economically the vehicles perform when on the road. The overview is shown in the form of a simple cluster of scores that is very straightforward to understand. FleetBoard uses these data to calculate the percentage saving in fuel that could be achieved across the whole fleet by targeted driver training – important information that can help to identify further potential cost-savings. The app also reveals how eco-friendly the fleet is, as well as the level of its CO2 emissions. This is where predictive driving plays an important role in highlighting ways in which to lastingly improve fuel consumption and CO2 emissions. The FleetBoard Manager also enables customers to see the positions of individual vehicles. Further features, such as the Mercedes-Benz Uptime lite-Widget, will gradually be added to the FleetBoard Manager by regular software updates. Mercedes-Benz Uptime lite will be available free of charge to all customers and provides information on necessary service operations on selected operating fluids and wear parts on the vehicle (e.g. oil level, bulbs, air filter, brake pads, etc.). This information provides an initial idea of how vehicle connectivity can facilitate the repair and maintenance management of a fleet. The FleetBoard Manager app will be available free of charge from 20 March 2017 for Android (Google Play Store) and iOS (App Store). .

Scania Group Press Release / March 2, 2017 . .

Mack brand Press Release / March 2, 2017 TransPremier expands 14 miles of the I-4 highway in Orlando, Florida with 65,000 tons of asphalt. .

UAE to get 1,085 refurbished MaxxPro MRAPs IHS Jane's Defence Weekly / March 1, 2017 The US Department of Defense announced on 28 February that it has awarded a USD440 million contract to Navistar Defense to "reset and upgrade" 1,085 surplus MaxxPro mine-resistant ambush protected vehicles (MRAPs) for the United Arab Emirates (UAE). The work is expected to be completed by 31 March 2019. The US Defense Security Cooperation Agency (DSCA) announced in September 2014 that the UAE had requested 3,360 [free] MaxxPro MRAPs in various configurations, 1,150 BAE Systems Caiman MRAPs, 44 Oshkosh MRAP All-Terrain Vehicles (M-ATVs), and 15 MRAP recovery vehicles of an unspecified type. The DSCA's Excess Defense Articles database states that 488 Caimans, 29 MaxxPros, and 15 MRAP recovery vehicles were subsequently delivered.

Your dealer is right, but you have to also weigh in the dramatically higher parts pricing level policy of the Volvo regime, as that is going to haunt you.

Have you contacted your Mack dealer? In the days of Mack Trucks, they would order you the correct book from Mack Service Publications.

Transport Topics / March 2, 2017 The business world could evolve in an orderly, incremental fashion over the next dozen or so years, or it could bound off unexpectedly in a way that startles and flummoxes most people. Navistar International Corp. Chairman and CEO Troy Clarke said here that he has a sneaking feeling it will be the latter option, and he urged a group of fleet maintenance directors to prepare for that possibility. “How do we claim a piece of the future, no matter what it is? I think the changes we see are not going to be small and incremental,” Clarke said in a March 1 speech to the Technology & Maintenance Council of American Trucking Associations. Navistar’s CEO since 2013, Clarke said he sees several freight transportation trends converging in North America and Europe and that companies that can master those changes should do better than those that don’t. More people are moving to cities or large metropolitan areas and insist upon a certain level of clean air, he said. Therefore, he anticipates the growth of heavily populated low or zero-emission zones that will need a lot of goods. Related to population growth, Clarke said in his 28-minute speech, highway congestion will continue to increase, wasting ever-larger chunks of people’s time. He cited some congestion figures from ATA. A third important trend is the expectation that electricity will remain plentiful with a stable price that might even dip a little. Combining these three thoughts, Clarke said it is quite possible that electric trucks will play a much bigger role in U.S. transportation. “Are we rapidly reaching an inflection point for electric trucks?” Clarke asked. By 2030, he said, we could see highly automated and efficient diesel-powered trucks making linehaul moves among major regional hubs. After freight is offloaded at a hub, it would be transferred to smaller hybrid-electric or pure electric trucks for final delivery. Much of this will be helped, he said, by expected improvements in lithium-ion batteries. Clarke warned about the dangers of entrenched success, saying it leads to protectiveness of the status quo and resistance to necessary change. Once there were great manufacturers of wind-powered cargo ships, steam engines and horse-drawn buggies, and what were the names of these great companies, he asked. “Nobody knows and nobody cares,” he said. While mainly looking forward to 2030, Clarke also looked back to 2004, noting the powerful force of disruption the world has seen. Some of the most important names then were BlackBerry, Motorola, Nokia and Ericsson. In contrast, he said, some firms that were not well-known or performing a different service then were Google, YouTube, Netflix and Facebook.

Overdrive / March 2, 2017 The 35th annual Shell Rotella SuperRigs competition will be held May 18-20 in Tulsa, Okla., with a theme of “Titans of Tulsa,” Shell announced. The event will be held at the Exchange Center at Expo Square, located near I-44, Highway 51 and Highway 244. The SuperRigs competition is open for active working trucks to compete for cash and prizes upwards of $25,000. Twelve drivers at the event will have their trucks selected to be featured in the 2018 Shell Rotella SuperRigs calendar. Judging will take place between 7:30 a.m. and 6 p.m. on Thursday and Friday, May 18 and 19, and between 7:30 and 10 a.m. on Saturday, May 20. Judging takes about 20 minutes and contestants do not need to be present to win. Trucks will be judged in four categories – Best of Show, Tractor, Tractor-Trailer Combo and Classic. In addition to the truck show, there will be the annual truck parade, along with a fireworks show and live entertainment, the Rotella Road Show, a barbecue pit and more.

Volvo’s Euro Efficiency Concept Truck Now Boasts Hybrid Power Heavy Duty Trucking / March 2, 2017 Sweden’s Volvo Trucks has developed its first hybrid truck designed for long-haul applications— a concept vehicle based on its European-spec Volvo FH cabover tractor powered by Volvo’s own D13 Euro 6 emissions-compliant diesel engine. The diesel-electric hybrid powertrain combined with the Volvo Concept Truck’s other efficiency improvements yields a total reduction in fuel consumption and CO2 production of around 30%, according to the OEM. When first rolled out in May 2016, the Volvo Concept Truck featured extensive improvements in aerodynamics, rolling resistance and reduced weight. It was developed via a similar public-private initiative as the SuperTruck program that Volvo has participated in with the U.S. Department of Energy. The Volvo Concept Truck came about via the Swedish part of a bilateral research project involving the Swedish energy authority Energimyndigheten and the U.S. Department of Energy. Volvo Trucks said the Swedish concept’s hybrid powertrain works by recovering energy when driving downhill on slopes steeper than 1% or when braking. The recovered energy is stored in the vehicle's batteries and used to power the truck in electric mode on flat roads or low gradients. In addition, an enhanced version of Volvo Trucks' driver support system I-See has been developed specifically for the hybrid powertrain. It's used to analyze upcoming topography to calculate the most economical and efficient choice between the diesel engine and the electric motor-- as well as the optimal time to use the recovered energy. In long haul transportation, it is estimated that the hybrid powertrain will allow the combustion engine to be shut off for up to 30% of driving time, according to Volvo Trucks. The OEM estimated that will save between 5-10% cent in fuel, depending on the vehicle type, specifications and drive cycle. It also offers the ability to drive in full electric mode for up to 10 kilometers (just over 6 miles), so the truck can run with zero emissions and low noise for short stretches. "We strive to be at the forefront of electromobility and to constantly push the limits when it comes to reducing fuel consumption and emissions," said Volvo Trucks CEO. "Over the coming years, as society moves more and more towards renewable energy, we strongly believe that electromobility and hybrid technology will become increasingly important. The powertrain in our concept truck has been developed to improve transport efficiency and thereby help the industry towards sustainable transport. With the concept truck we will gain valuable knowledge and experience, which will help us develop the technology further." The Volvo Concept Truck is “a platform for verifying several new technologies for increasing transport efficiency," said Åke Othzén, chief project manager, Volvo Trucks. "Some of these developments have already been introduced to our trucks, and some will be introduced in the near future. The hybrid powertrain is partly based on knowledge and experience from Volvo Buses' hybrid and electric buses."

Meritor EX+L Air Disc Brakes Offered on International LT Heavy Duty Trucking / March 2, 2017 Meritor’s EX+L air disc brakes became available on International LT series trucks starting in February. The EX+L is designed to deliver better braking power that meets federal FMVSS 121 reduced stopping distance regulations. The brakes are also made for better in-line braking stability for safer, smoother stops and feature reduced brake fade resistance. "Demand for air disc brakes is growing among North America fleets that are increasingly concerned about safety and reliability, and our market-leading brake products address these issues," said T.J. Reed, general manager, front drivetrain for Meritor. "EX+ will offer Navistar's customers superior performance and easier serviceability." EX+ air disc brakes are engineered from the ELSA line of European air disc brakes. EX+L brakes feature a gear-synchronized twin piston design that transfers torque to both brakes simultaneously, resulting in better performance and uniform pad wear, according to Meritor. The entire assembly is designed for faster pad changes and quicker inspection time. A standard mechanical visual wear indicator gives fleets quick-check capability of remaining pad life without taking the vehicle out of service to remove the wheel.

U.S. authorities raid Caterpillar's Illinois facilities Reuters / March 2, 2017 Federal law enforcement officials conducting a criminal probe of heavy machinery manufacturer Caterpillar Inc searched three of its facilities on Thursday, prompting a sharp sell-off in the company's stock. A spokeswoman for the U.S. Attorney Office for the Central District of Illinois, Sharon Paul, confirmed that federal law enforcement officials conducted searches at locations in Peoria, East Peoria and Morton, Illinois, but did not say why agents raided the three facilities. Caterpillar, in a statement issued on Thursday afternoon, said it believed the search was part of an Internal Revenue Service investigation related to profits earned by a Swiss parts subsidiary, Caterpillar SARL, or CSARL. It said that "while the warrant is broadly drafted, we believe the execution of this search warrant is regarding, among other things, export filings that relate to the CSARL matter first disclosed in Caterpillar's Form 10-K filed on February 17, 2015, and updated in Caterpillar's most recent Form 10-K filed with the SEC on February 15, 2017." Agencies involved in the search included the IRS' Criminal Investigation Division, the U.S. Department of Commerce's Bureau of Industry and Security's Office of Export Enforcement, and the Federal Deposit Insurance Corp.'s Office of Inspector General, Paul said. Officials at the agencies could not be reached for comment. Caterpillar shares fell 4.3 percent to close at $94.36 on the New York Stock Exchange after trading as low as $92.84. IRS SEEKS $2 BLN; CATERPILLAR CONTESTS The apparent escalation of the government's tax dispute with Caterpillar comes as the Trump administration and leaders in Congress have said they want to launch a broad overhaul of the corporate tax code, lowering rates and designing the system to encourage companies to keep jobs and profits within the United States. Caterpillar has also had a prominent place in the Trump administration's effort to promote U.S. manufacturing. The company's outgoing chief executive, Douglas Oberhelman, met with President Donald Trump at the White House last week. Caterpillar is fighting an Internal Revenue Service demand that the company pay $2 billion in taxes and penalties for profits assigned to its Swiss parts distribution subsidiary, according to filings with the Securities and Exchange Commission. That subsidiary was also the subject of a 2014 Senate committee report that concluded Caterpillar shifted billions in profits abroad and had $2.4 billion in taxes deferred or avoided from 2012. "As a result of those licensing and servicing agreements, over the next thirteen years from 2000 to 2012, Caterpillar shifted to CSARL in Switzerland taxable income from its non-U.S. parts sales totaling more than $8 billion, and deferred or avoided paying U.S. taxes totaling about $2.4 billion," the report said. It said the arrangement resulted in Caterpillar paying an effective tax rate of only 4 percent to 6 percent. Caterpillar, in its 2016 annual report, said it is "vigorously contesting" the IRS demand. "We believe that the relevant transactions complied with applicable tax laws and did not violate judicial doctrines," it stated. The Senate committee report also criticized Caterpillar's accountants, PwC, saying that the firm's roles as auditor and tax consultant represented a conflict of interest. PwC on Thursday said it had no comment. In testimony before the Senate in 2014, PwC partner Thomas Quinn said the firm believed that its "tax advice and Caterpillar’s tax positions were correct under applicable tax laws. In sum, PwC’s provision of tax services to Caterpillar as our audit client was entirely appropriate." Caterpillar also disclosed in its annual report that it had received grand jury subpoenas from the U.S. District Court for the Central District of Illinois seeking documents and information related to the movement of cash among U.S. and non-U.S. subsidiaries, and the purchase and resale of replacement parts by Caterpillar Inc. and non-U.S. Caterpillar subsidiaries, including Caterpillar SARL. Caterpillar said it is cooperating with the investigation and did not believe it would have a material impact on its finances. PARTS BUSINESS; TAXES The facility in Morton, according to the company’s website, is responsible for receiving and shipping replacement parts to parts facilities and Caterpillar dealers worldwide. Caterpillar reported sales fell 18 percent in 2016 to $38.5 billion and since late 2015 it has shrunk its workforce by more than 16,000 employees and consolidated or closed 30 facilities. Caterpillar cut 12,300 jobs in 2016, including 7,700 in the United States. It said it was considering closing two more major production facilities, including one in Aurora, Illinois, and also announced it was moving its corporate headquarters from Peoria to Chicago this year. Last week in Missouri, U.S. Vice President Mike Pence toured Fabick CAT, a family-owned company that is one of the largest U.S. distributors of Caterpillar equipment. "You are the strength in the American economy, and you're going to lead an American comeback," he told workers there. Pence said the Trump administration wants to simplify the U.S. tax code. "I'll guarantee there isn't anyone here who can make sense of America's tax code, including me. There's an old joke that says the tax code is about 10 times the size of the Bible but with none of the good news," he said. "Our country's tax system these days penalizes success. It makes it far too hard for hardworking people and small businesses to achieve the American Dream."

Federal Agents Search Caterpillar Locations The Wall Street Journal / March 2, 2017 Federal agents on Thursday searched three Caterpillar Inc. facilities near the construction- and mining-equipment giant's Illinois headquarters, according to the company and a law-enforcement official. The search appeared to escalate an investigation into tax issues related to Caterpillar's parts business and financial transactions involving one of the company's subsidiaries in Switzerland, a person familiar with the situation said. Caterpillar has previously said it received subpoenas from a federal grand jury seeking information related to the Swiss subsidiary, known as Caterpillar SARL. The company has said that it was cooperating with the investigation, which is being overseen by the U.S. attorney's office for the Central District of Illinois. A spokeswoman for the attorney's office on Thursday said agents from the Internal Revenue Service, the Federal Deposit Insurance Corp. and the U.S. Department of Commerce searched facilities in Peoria, East Peoria and Morton. No arrests were made, the spokeswoman said. The search included Caterpillar's Peoria headquarters, according to people familiar with the matter. "Law enforcement is present in various Peoria-area Caterpillar facilities executing a search warrant," a Caterpillar spokeswoman said. "Caterpillar is cooperating. She wouldn't comment further. An IRS spokesman said agents "were on site on official business," but declined to comment further. Caterpillar shares fell about 5% to $93.66 in midday trading. The Securities and Exchange Commission also began investigating Caterpillar's Swiss subsidiary in 2014, after a U.S. Senate subcommittee described the unit as part of a strategy by Caterpillar to reduce its U.S. tax exposure on sales of replacement parts outside of the U.S. Caterpillar said the SEC notified the company in late 2015 that it had concluded its investigation without recommending a penalty. A report by the Senate Permanent Subcommittee on Investigations found that Caterpillar's U.S. operations had bought parts from suppliers and resold them to independent dealers overseas. Profits from the sales were assigned to the Caterpillar Swiss subsidiary, effectively eliminating Caterpillar's U.S. operations from the transactions and lowering the company's U.S. taxes, according to the report.

The Financial Times / March 2, 2017 Caterpillar shares suffered their biggest one-day drop in eight months after law enforcement authorities searched the company’s headquarters and two other facilities in Illinois as part of a tax investigation. Shares of the heavy machinery maker fell 4.3 per cent on Thursday after the company and law enforcement officials confirmed that agents of the Internal Revenue Service, the US Commerce Department Office of Export Enforcement and the Federal Deposit Insurance Corporation had conducted searches at three Caterpillar facilities. Caterpillar said in a statement that a search and seizure warrant was executed, and documents and electronic information collected, apparently in connection with a long-running tax investigation into financial transactions involving CSARL, a Caterpillar subsidiary in Switzerland. Caterpillar said it was “co-operating with law enforcement”. Last month the company said in its 2016 10-K filing that it had received a grand jury subpoena from the US district court for the Central District of Illinois on January 8 2015. “The subpoena requests documents and information from the company relating to, among other things, financial information concerning US and non-US Caterpillar subsidiaries (including undistributed profits of non-US subsidiaries and the movement of cash among US and non-US subsidiaries). “The company is co-operating with this investigation,” Caterpillar said. “We currently believe that this matter will not have a material adverse effect on the company’s consolidated results of operations, financial position or liquidity.” Caterpillar said the warrant executed on Thursday was broadly drafted but “we believe the execution of this search warrant is regarding, among other things, export filings that relate to the CSARL matter” first disclosed in a 10-K filing in 2015 and later updated in the most recent 10-K filing. The US Senate permanent subcommittee on investigations said in a 2014 report that Caterpillar had adopted “a tax strategy that shifted billions of dollars in profits away from the United States and into Switzerland, where Caterpillar had negotiated an effective corporate tax rate of 4 to 6 per cent”. According to the report, Caterpillar bought parts and resold them to dealers overseas, assigning the profits to the Swiss subsidiary and lowering its US taxes. Caterpillar, hit by a prolonged slump in global demand caused by weak commodity prices that have hurt its customers, has been one of the companies singled out by industrial analysts as likely to benefit from any infrastructure spending boost from President Donald Trump. Doug Oberhelman, Caterpillar’s departing chairman, met Mr Trump last week at the White House where the president joked about his fondness for Caterpillar bulldozers.

Kentucky Republican Sen. Rand Paul marched to the House side of the Capitol Thursday morning, knocked on a locked door and demanded to see a copy of the House's bill to repeal and replace the Affordable Care Act, which he believed was being kept under lock and key. Aides in the room told the senator that there was no bill to see. "This should be an open and transparent process," Paul said. "This is being presented as if it were a national secret, as if this was a plot to invade another country, as if this were national security. That's wrong." Paul decided to visit the House Thursday afternoon after reports surfaced that House Republicans on the Energy and Commerce Committee were being granted an opportunity to review the current draft of the Obamacare repeal legislation and ask questions behind closed doors. Opposed to the House legislation's principles, Paul said he wanted to see the bill himself. "I'm not allowed to read the working product so I can comment on it?" he asked. .

Trump promises 12-carrier Navy Associated Press / March 2, 2017 President Donald Trump promised Thursday to grow the Navy's aircraft carrier force to 12 in a short speech aboard the Gerald R. Ford which is expected to join the fleet this spring. The Navy, which has been required by law to have 11 carriers, has been operating with ten for several years – with Congress' approval – but will be back to 11 when the Ford is delivered. Enlarging the fleet to 12 can take years and would depend on funding and the ability of Newport News Shipbuilding to ramp up to take on another carrier. The shipyard is the sole builder of all U.S. carriers. In a 15-minute speech that mostly lauded the Navy and the shipyard's workforce, Trump reiterated his plans to increase the Navy's fleet and was urging Congress to end cap on defense spending, known as sequestration, but he did not specify how he would finance the larger force without increasing the national debt. "By eliminating the sequester and the uncertainty it creates, we will make it easier for the Navy to plan for the future and thus to control cost and get the best deals for the taxpayers, which of course are important" Trump said. "Right? If we don’t make a good deal I’m not doing my job... The same ship for less money. The same airplane for less money. That’s what we’re doing." The $12.9 billion Ford, which is the first of a new class of larger carriers, is billions over budget and years behind schedule. The shipyard and Navy have said they anticipate future Ford-class carriers will be less expensive. The next is the John F. Kennedy which is 25 percent complete and scheduled to be delivered in 2022. When asked about the prospect of ramping up carrier production, shipyard spokeswoman Christie Millers said in an email, "We look forward to working with the new administration, the Navy and our supplier base of 5,000 companies in 50 states across the nation to continue building the most effective and affordable warships. We are focused on reducing costs in all of our shipbuilding programs." U.S. Rep. Bobby Scott, a Newport News Democrat whose district includes the shipyard, did not attend Trump's speech. Scott said in a statement that he welcomed the president's push for increased shipbuilding but was critical of the lack of details. "So far, all I’ve heard is that he intends to cut taxes, raise defense spending, and propose draconian cuts to non-defense discretionary spending. That means deep cuts to programs that support education, rebuild our infrastructure, ensure clean air and water, and protect workplace safety and public health," Scott wrote. "I hope that in the next days and weeks the President and his administration will provide more concrete details on his proposals.” Trump, who favors a 350-ship Navy noted in his speech that today's 270-plus ship fleet is the smallest since the end of World War I. At that time the fleet was about 245 ships. But Trump over promised on how large the fleet might become. "Don’t worry, it’ll soon be the largest it’s been," he told the cheering crowd. "Think about it." The Navy's largest fleet was in World War II when the U.S. had several thousand of ships. "We will give you the tools you need to prevent wars and, if required, to fight war and only do one thing. Do you know what that is?" Trump asked the assembled sailors. "Win. Win" The Navy's fleet, including the Ford, can "project American powers in distant lands," Trump said. "Hopefully it’s power we don’t have to use. But if we do they’re in big big trouble." .

Well, I can tell you the 14QK373 was designed for the MH Ultra-Liner steer axle. Apparently, Volvo is superceding the old numbers to anything that will physically fit, never mind that it's not valved appropriately for the application. In the days of the former Mack Trucks, an R-700 never called for a 14QK373. And 14QK2133M2, that's a metric number ("M") introduced with the MH/RWI/CH. When you called the great folks at Watts Mack (provider of the BMT website) at 1-888-304-6225 to buy a pair of shocks, what did they say?

If your Mack brand dealer's price is acceptable, why don't you just buy them? Why do you need the part number?

Owner/Driver / March 2, 2017 The Scania R730s owned by Elio Palermo and Tony Roussos are almost identical. Is 730hp overkill? We don't think so! Melbourne asphalt carriers, Elio Palermo and Tony Roussos, both love the power of a V8 engine. Until recently Elio satisfied his V8 obsession by driving his 1988 Mack Super-Liner II. He is glad his friend Tony convinced him to add a 2016 Scania R730 to his small fleet. "I never test drove it," says Elio, who lives in Wallan, Victoria. "I just went with my gut feeling, and seeing how good they’ve been performing in the game." When Elio ordered his R730 from Scania Dandenong, he knew Tony was waiting for his own new R730 to arrive. Trusting his friend’s experience with the brand, Elio requested the same specifications as the truck Tony had ordered. That’s why the two Downer subcontractors, who operate separate businesses, have almost identical rigs. Both R730s pull new Trout River live-floor trailers and cart asphalt for Downer. They are painted the same shade of silver, which complements the Hardox steel trailers. But the rigs are not entirely identical. Elio’s prime mover has his business name, ‘Bluemack’, written on the side and ‘Majestic Mover’ written above the doors. Tony has his name on the doors, griffins painted on the sides and ‘King of the Road’ above the front windscreen. "It is king of the road," says Tony whose business Suarez Nominees is based in Clayton. "I’ve come up against nothing that can pass it at this stage." Both Scanias cart sand and stone into Downer’s Bayswater and Summerton plants. And they carry asphalt to road construction sites throughout Melbourne and as far as Gippsland and Shepparton, Victoria. Elio admits 730hp is ‘overkill’ for this kind of work: "I just thought I’d go out there and get the biggest on the market." Tony agrees the V8 has more power than he needs, but says he bought the new R730 to reward himself for 20 years of hard work. .

Engineering News / March 1, 2017 General Motors on Tuesday said it plans to sell its majority ownership stake in General Motors East Africa to its Japanese partner Isuzu Motors Ltd, as the US carmaker continues to streamline by exiting non-core operations. Isuzu will acquire GM's 57.7% stake in the unit in Kenya, which produces commercial trucks under the Isuzu brand and sells imported Chevrolet-brand vehicles. More than 90% of the vehicles sold are Isuzu brand models. The Kenyan vehicle market is small, with total sales of about 30 000 vehicles a year. Divesting the stake in the Kenyan unit is "a natural next step for this business," and is consistent with the automaker's broader goal of refocusing capital on more profitable markets, a GM spokesman said. Isuzu said the unit will become a subsidiary of the Japanese vehicle maker, and will focus on expanding sales and improving after-sales services, the latter of which is a key focus for emerging markets under its mid-term business plan through 2018. Isuzu also markets commercial and light commercial vehicles in South Africa and Saudi Arabia. Sales in the Middle East and Africa region account for around 20% of annual global vehicle sales. Isuzu expects sales to eventually improve in the region following a slide since last year as falling oil prices have squeezed demand in the Middle East. Under CEO Mary Barra, GM is steadily overhauling and pruning operations outside the United States and China, shrinking sales volume while pushing to improve return on invested capital and profitability. GM is in talks to sell its European operations to French automaker Peugeot SA, and has shuttered or scaled back operations in Russia, Australia, Indonesia and Thailand. "We will continue to be ruthless in our decisions to not pursue lines of business or markets or opportunities that we don't think can make a compelling return for us down the road, so more to come," GM President Dan Ammann told investors at a conference in January.

First UK new generation Scania Scania Group Press Release / March 1 2017 The UK’s first order for a new generation Scania was placed by a company who didn’t even own a truck eight years ago. Today the Suffolk-based hazardous cargo and fertilizer transport specialists has a fleet of 37 vehicles and a staff of 60. In 2004, joint owners David Crawford and James Mainwaring formed Kersey Freight. They started out as a freight haulier, transporting up to 140 loads a week to France, Germany and Italy. In the same year, 10 new countries were accepted into the European Union which led to more competition and lower prices. A decision was made to turn their back on Europe and focus on the UK market. This was a turning point for Kersey Freight and contributed towards to the success they’re experiencing today. Now they specialise in hazardous cargo and fertiliser transport, with a fleet of 37 trucks and 60 members of staff. The expansion of Kersey Freight has been rapid over the past few years. Joint founder, David Crawford, credits this to the relationship with their local Scania dealer. The haulier began their relationship with Scania after being identified as a new and emerging company. This loyalty has paid off. In the last three years, Kersey Freight has bought 22 Scania trucks, all sold by TruckEast Stowmarket. Their new flagship truck and the first new generation Scania in the UK is a Scania S 580 V8 mid-lift tractor unit. And it’s going down very well with driver Geraint Richards. “He joined us in 2010 and loves it, especially the cab layout and extra space he has. So far he’s been getting 29.4 litres/100 km which we’re pleased with.” Buying their first new generation Scania wasn’t a difficult decision. “We believe in the product. Scania trucks are well built, reliable and hard working tools. You know you’re buying quality with all the testing and the amount of money Scania has spent in the process.” . .

Manager Magazine / March 1, 2017 "We are developing for everyone, for MAN, for Scania, and for Navistar." Mm.de: Mr. Renschler, Daimler has just called Martin Daum to the new Truckchef . They have done the job for almost nine years. Would you have liked to have him back? Andreas Renschler: No, why are you asking? Mm.de: You want to become "Global Champion" with Volkswagen Truck & Bus. The return to Daimler would probably have been the fastest way to the top. Renschler: We have already reached that point in my time. I consciously left Daimler in 2014. Mm.de: At Daimler you had a different, much more concrete goal issued: "Beat Volvo!" The Swedes were then the best in the industry. Are there now the term "Global Champion" and a few catchphrases like innovation, employee satisfaction and profitability? Are you thus enlightened by the fighting spirit of the organization? Renschler: Sure, yes. Global Champion means that we want to be the best and not necessarily the greatest; And it also means that we want to be the most profitable truck manufacturer. This is set, which is very challenging and still a good way. Keep in mind: At Volkswagen, we started working together in the truck area just a year ago. Mm.de: Daimler needed 20 years. Renschler: At Daimler the truck brands Mercedes-Benz, Freightliner and Fuso were completely separated for a long time. Eckhard Cordes started working as a Truckchef in 2002 or 2003, in fact, to work really well. In my time we have developed this with a matrix organization. With us, everything will be faster. Mm.de: Their brands Scania and MAN were a long time spinning enemy, now the Navistar rehabilitation case from the USA comes to it. You are only involved in the Americans. You can not go through it. These are not exactly the ideal conditions for building a champion. Renschler: Sure, that's a challenge. This starts with the fact that we have two brands with Scania and MAN, both of which are strong in Europe. Scania has done a great job for many years. They have been banned over the years, "we do not need anyone!" Mm.de: Do not say now, "Renschler, what do you really want? We are the best!"? Renschler: Then I say: "True, today and only in Europe!" On the whole, Scania does not have the potential to become a global champion and quickly launch the innovations that we all need in the future. The Swedes know that. At MAN, we have a brand that had to pass through a deep valley. But the Munichers are also self-confident. "Americans are pragmatic. American truckers are even more pragmatic." Mm.de: These companies have consistently blocked joint projects. Then comes Andreas Renschler, and two years later everybody loves? Renschler: They do not have to love each other at once. But a large part of the organization begins to think of the whole. A new engine, for example, costs several hundred million euros, and that is just the development. Because it makes a difference, whether I develop this engine for a brand or three times. These are the arguments with which you convince the teams and make global engineering from MAN and Scania engineering. Mm.de: Now MAN and Scania are working on a common drive train ... Renschler: ... and thus cover well 60 percent of the costs of a truck, not to forget. Volkswagen has been looking for the synergies for a long time in the passenger car themes: the same mirrors, sheet metal, headlights, seatposts, etc. This only brings small money to Trucks. This will not take you too far. Mm.de: You have now taken a step forward. But does the enthusiasm of the self-confident Scania and MAN engineers really come as a surprise when they have to help the new American partners at Navistar ? Renschler: Why do you say "must"? The strategic alliance brings benefits for all. We can no longer think of brands. No matter who took the lead in one component; "We are developing the engine, but we are developing it for everyone, for MAN, for Scania, and now for Navistar." Mm.de: Volkswagen holds a 16.6 percent interest in Navistar. You can not determine anything. You must first convince the American developers that your engines are better than the US-provider Cummins used by Navistar. Renschler: This is not difficult. Navistar has invested a lot in its products in recent years despite the financial problems. They did well. But money was missing for future-proof engine technology. Mm.de: Purchasing suppliers does not have to be the worse solution. Renschler: In this case already. A separate engine is becoming increasingly important in our business, because of the lucrative service and spare parts business. This is missing from Navistar. The Americans need their own engine and they want it too. With Navistar such conversations are naturally easier than initially with MAN and Scania. They come by themselves and say: "Please, give us the engines". It was similar with "Rio" ... Mm.de: ... the digitalisation system for your trucks ... Renschler: ... we briefly discussed this in the morning with a visit to the Navistar headquarters, and it was said "look". In the evening the board members came back and expressed very clear interest. Americans are pragmatic. American truckers are even more pragmatic. "The results are still not good. That's true." Mm.de: You have just received the approval for the participation, after a waiting period of five months. What now has top priority? Renschler: We are starting immediately with our purchasing joint venture. Navistar wants to come through the partnership until 2021 to $ 200 million savings annually, purchasing is the fastest and easiest way. But we also go directly on the drive train. Mm.de: If Navistar wants to improve the result by the cooperation by 200 million dollars: how much is then for Volkswagen Truck & Bus in it? Renschler: I can not say that yet. Let us start with the fact that the cooperation between MAN and Scania will bring synergies of up to one billion euros per year by 2025. Mm.de: Mr. Renschler, you will be sitting together with your Chief Financial Officer Matthias Gründler in the Board of Directors of Navistar. You should also send someone to the management. Navistar is a redevelopment. Renschler: The renovation is almost completed. Board chief Troy Clarke has saved massively. Navistar has the lowest overhead costs of the entire industry. Mm.de: The company still does not earn money. Renschler: The results are still not good. That's true. But Navistar has a positive Ebitda. Mm.de: The pre-tax result remains red. Renschler: In 2010, Navistar had set the wrong technology before a tightening of the exhaust gas directives. Now they have to buy tens of thousands of affected trucks. These repurchases impacted the result. Mm.de: Navistars Dieselgate, so to speak; Only less scandalous, ... Renschler: ... maybe; But in any case a misdiagnosis of the company - at that time. Mm.de: Navistar CEO Troy Clarke has been running the company for four years. He has not succeeded in rehabilitating. Will you act as a major shareholder? Renschler: Sure, Troy Clarke did a good job for Navistar. He's been brought in as a firefighter. Others have laid the fire. The reduction in costs has already brought a lot. In 2012, Navistar has written nearly three billion dollars of loss. You can not turn this kind of society in a short time. "Our priority is clearly in Asia" Mm.de: Last year, Navistar lost 20 percent sales. This is not just proof of a turnaround. Renschler: The US market was difficult for all of us last year. In the truck sector you are much more dependent on the market than in the car business. In both North and South America, demand in 2016 has declined significantly. But it is slowly getting up again. The Navistar customers have also registered the Volkswagen participation and see that better technology will soon be available. We will gradually reinforce this confidence. Mm.de: Does this mean, in summary, that you completely do without management support from Germany and Sweden? Renschler: No, the subject will be up at some point. If appropriate positions become vacant, Matthias Gründler and I will address this in the board. We will then see if we have someone for the task. But we are not under pressure. We trust the current management a lot. Mm.de: Navistar may be another small step on the way to becoming a global truck company. But originally you wanted to take over truck manufacturers completely, in the USA and in Asia. This is no longer possible for the Group because of the billions of the bill. When can you really become Global Champion, the number one truck world? Renschler: We have to adapt to the conditions: if a path is blocked, one has to find another, smart way. Also for our goal, we did not make a specific date. We want to create it in the next decade; And of course rather sooner than later. Mm.de: And where do you stand with Volkswagen Truck & Bus? Renschler: Let's make it simple and take only the profitability. At the front is probably Paccar; And we are currently ranked third or fourth. Mm.de: In the first half of the year, you had an operating revenue of about 7 percent. Renschler: We are on a good path. In the medium term, we aim to achieve an operating return of 9 percent on average. Mm.de: They must improve above all internationally. How do you want to finance this? A stock exchange appears to be not really attractive because of the then impending depreciation. And if it were, the group would probably need more money than Truck & Bus GmbH. Renschler: You do not always have to buy entire companies, we have shown this with Navistar. And there are other financing options than selling shares. We need to expand our global business intelligently. In Brazil, we are building trucks that are ideally suited for export. We sell these trucks to South Africa, Nigeria and Mexico, for example. And there are many other possibilities. Mm.de: This alone is not enough to really globalize the Group. Renschler: Right, our priority is clearly in Asia. This is by far the largest market, and foreign truck builders have so far played no real role. Mm.de: You already have a partner there. MAN holds 25.1 percent of the Chinese truck manufacturer Sinotruk. Renschler: This partnership has existed for what seems like forever, with few ups and lots of downs. Of course, we are thinking about how we can better establish ourselves in China. For example, we could also underpin an extended partnership by sending some people into management. Mm.de: Volkswagen Group already has a truck joint venture in China. Would a second truck joint venture be an option there? Renschler: That too would be a model. Mm.de: Maybe with FAW? The company is associated with Volkswagen, especially with Audi. Renschler: They are strong in the truck business, no question.

Why is the U.S. Army (i.e. U.S. taxpayer) paying US$440 million to upgrade 1,085 mine-resistant armored vehicles for............the United Arab Emirates (UAE) ?

UPI / March 1, 2017 Navistar Defense received a $440 million contract from the U.S. Army to reset and upgrade 1,085 mine-resistant armored vehicles for the United Arab Emirates (UAE). The company will perform services on MaxxPro Mine Resistant Ambush Protected vehicles, or MRAPs, in addition to delivering specified sets, kits, packages and technical publications to the country. The contract was procured under the U.S. foreign military sales program. Work will be performed in West Point, Mo., and is expected to be finished by the end of March 2019. Navistar received $46 million at the time of the contract award. The U.S. Army Contracting Command is the contracting activity. The MaxxPro MRAP is designed to protect operators from blasts caused by improvised explosive devices, or IEDs, and other ground-level threats. Navistar says the vehicle's V-shaped hull provides improved survivability, and is designed to deflect IED blasts away from the vehicle. In addition to IED attacks, the vehicle is also designed to withstand ballistic arms fire and mine blasts. .

Trump: Infrastructure Plan Will Ride on Public Funds, Too Heavy Duty Trucking / March 1, 2017 In his address to a joint session of Congress on Feb. 28, President Trump called for a $1-trillion infusion of public and private investment to repair and expand the nation’s infrastructure. He devoted just about one minute of his hour-long speech to promoting that initiative, but it was the first time the president indicated that public— not just private— financing would be needed to fund his infrastructure proposal. Invoking President Dwight Eisenhower, who championed the building of the Interstate Highway System in the 1950s, Trump said “the time has come for a new program of national rebuilding. America has spent approximately $6 trillion in the Middle East -- all the while our infrastructure at home is crumbling. With this $6 trillion, we could have rebuilt our country twice, and maybe even three times if we had people who had the ability to negotiate.” Trump said he will be “asking Congress to approve legislation that produces a $1-trillion investment in infrastructure of the United States -- financed through both public and private capital -- creating millions of new jobs.” What remains to be heard is exactly how the administration expects to pay for the lavish infrastructure outlay promised by the president. Before moving onto other issues, Trump noted further only that his infrastructure proposal will be “guided by two core principles: buy American and hire American.” Despite the lack of details given, the American Trucking Associations was pleased for the attention paid to infrastructure in this major policy speech by the new president. “ATA was pleased to hear President Trump again sound the call to address our nation’s need to improve our transportation infrastructure,” said ATA President and CEO Chris Spear in a statement to HDT. “Trucks move 70% of our nation’s goods – more than half of our GDP – on a system of highways and bridges that is now on life support,” he continued. Spear added that the trucking lobby is “eager to work with the administration and Congress on solutions to funding this bold and long overdue goal.” The Intelligent Transportation Society of America also appreciated the mention of infrastructure by the president. “ITS America looks forward to working with the White House, Congress and others to find intelligent technological solutions to repair and rebuild our extensive transportation system,” the group’s President and CEO Regina Hopper said in a statement issued right after the speech. “Transportation drives our economy and makes America competitive around the world,” she said. “It connects communities, increases job opportunities, and it is essential to addressing equity, poverty, unemployment and access to education and health care.” Hopper added that “safer highways and roads are urgently needed. In 2016, more than 40,000 people died in accidents on our nation’s highways and roads. Intelligent transportation solutions will go a long way to saving lives and preventing injuries.” Rep. Bill Shuster (R-PA), chairman of the House Transportation and Infrastructure Committee, also released a statement soon after the address. “President Trump made infrastructure a priority before the election, and his address tonight reaffirmed his commitment to building a 21stcentury infrastructure,” Shuster contended. “Renewing the American spirit starts with creating jobs and economic opportunity,” he continued. “Our infrastructure is what ties all of these things together. The Committee looks forward to working with the president and the secretary of transportation to improve our infrastructure and strengthen our economy.” The president along with Republican and Democratic leaders as well as stakeholders large and small may all be on the same page when it comes to the crying need to fix and grow the nation’s infrastructure, but the devil in passing any such plan will be in the details. And as there are still none to pore over let alone influence, where Trump’s proposal may ultimately end up remains anyone’s guess.

Trump illustrates need for $1 trillion infrastructure package with advice from a ‘friend in trucking’ Overdrive / March 1, 2017 In an address to a joint session of Congress on Tuesday, President Donald Trump asked legislators to produce and pass a $1 trillion spending package meant to “launch a national rebuilding” of the country’s infrastructure, Trump said, including funds for rebuilding U.S. highways. “[President Eisenhower] initiated the last truly great national infrastructure program, the building of the Interstate highway system. The time has come for a new program of national rebuilding,” Trump said. “Crumbling infrastructure will be replaced with new roads, bridges, tunnels, airports and railways, gleaming across our very, very beautiful land.” Trump’s call for infrastructure investment came a day after he mentioned in a speech to the National Governors Association recently consulting with “a friend who is in the trucking business.” “He said, my trucks are destroyed going from New York to Los Angeles. They’re destroyed,” Trump said Monday. “He always prided himself on buying the best equipment. He said, the roads are so bad that, by the time we make the journey from New York to Los Angeles or back, he said the equipment is just beat to hell. I said, when has it been like that before? He said, it’s never — he’s been in the business for 40 years — he said it’s never been like that.” Tuesday’s address was Trump’s first to Congress since his inauguration as president. In most years, the speech would be referred to as the annual State of the Union address. However, presidential tradition dictates the speech only be dubbed the State of the Union if the president has been in office for a full year. Trump in his address lamented U.S. spending abroad, “all while our infrastructure at home crumbled,” he said. “America has spent $6 trillion in the Middle East. With this $6 trillion, we could have rebuilt our country twice, and maybe even three times,” he said, referring to money spent on wars in Afghanistan and Iraq and subsequent reconstruction efforts in those countries. However, unlike wartime spending in the Middle East, Trump’s infrastructure funding premise relies on enticing private investors to help reach the $1 trillion target. Trump said the investment would be split between “both public and private capital.” Privately funded infrastructure projects could mean more tolls on U.S. roadways, especially near urban centers, where traffic volume makes it easier for private companies to recoup their investment and earn profits. Talk of big spending on infrastructure was revived by Trump this week after mentioning it little in the first six weeks of his presidency. Trump promised during his campaign a $1 trillion investment into the country’s transportation infrastructure if elected. In a speech to the National Governors Association on Monday, Trump circled the issue, telling the country’s governors “it’s not like we have a choice” on infrastructure spending. “It’s not like, oh gee, let’s hold it off. Our highways, our bridges are unsafe,” he said.