kscarbel2

No, the ramifications of losing the Ford contract in 2010* have long ago come and gone. *Ford began using their own 6.7 liter engine from April 2010, which was designed by Austria's AVL, a contract engineering company (like the UK's Ricardo) to the OEMs. https://www.avl.com/company

When Americans think of (Western) Europe, you imagine many small countries close together. You imagine a meshing of cultures. But that couldn't be further from the truth. The Germans, French, Swedes, ect. each have their own very unique cultural ways, and there's visible resentment for each other. Owing to our history, America is a country of people orignating from the world over. Europe isn't. The U.S. is extremely multi-cultural compared to the "old countries". At America's Cummins operations worldwide, you'll see employees from all over the world, owing to our country's diversity. However at the German truckmakers, you'll rarely see a nationality other than Germans, and the same goes for the Swedish truckmakers. Business in Europe is conducted much more aggressively than the US. The Swedes (Scania and Volvo) have an intense rivalry with each other first of all, and then with the Germans (Daimler and MAN) and the Italians (Iveco). It's no surprise that the U.S. concept and culture of heavy truck engineering is dramatically different from the European truckmakers, and again so different from the Japanese truckmakers. But it's just as true that the company culture, that catalyst for innovation, is tremendously different between Swedish and German truckmakers. The truckmaking unit of MAN isn't thrilled about having Volkswagen as a majority stake-holding master. But at least they're both German. Scania is a fiercely proud Swedish truckmaker. No Swede wants to be under the control of Germans. The very thought of Scania becoming a VW subsidiary has the country in an uproar. The catalyst for Scania's never-ending cutting edge heavy truck innovations has been its position as an independent truckmaker. The workforce at Scania is known for its deep passsion and enthusiasm, no different than the Mack family years ago. The Germans at VW have no more passion for Scania than Volvo had for the former Mack Trucks. VW will gut the company as Volvo has Mack. The business world is a cold and calculated place (particularly with Europeans), which is why governments at select moments need to step in as a matter of national interest. In the case of Mack Trucks, that did not occur. Why did MAN never enter the US market? In the 1970s, MAN observed Mercedes-Benz fail in the US truck market. Also, unlike Scania with its T-Series, MAN did not have any conventional truck models to send over. MAN did enter the US marine engine business. Like Scania's marine and industrial engines, they are quite good. http://www.man-mec.com/en/index.html

Please allow me to answer your question and expand upon it. As the year 2000 approached, Navistar wanted to have an exclusive engine for its heavy trucks, which certainly wasn’t a bad idea. Navistar and Cummins were discussing a 13-liter engine concept named the Dakota. Navistar would get the engine exclusively for a few years before it would become available to all truckmakers. However the talks came to an end in May 2001. Navistar then switched gears and announced later that same month they were negotiating a long-term supply agreement with Volvo for 12-13 liter engines. However just seven months later in December, Volvo broke off the talks saying that Navistar had failed to meet the terms of their agreement. Of course during this period, Navistar continued to purchase engines from Caterpillar, Cummins and Detroit Diesel. Fast forward to December 2004, Navistar signed an agreement with Germany’s MAN that would allow the U.S. truckmaker to produce MAN D20 and D26 engines for the U.S. market under license. You know them as the MaxxForce 11 and 13. In May 2005, Navistar purchased Brazilian diesel engine manufacturer MWM*. Navistar spent US$45 million expanding the MWM plant to facilitate production of MAN D20 and D26 engine blocks. MWM could produce the compacted-graphite iron** (CGI) blocks more cheaply than could be done in the United States. The blocks are cast at Tupy S.A., a Brazilian foundry in Sao Paulo, and then shipped to MWM’s Santo Amaro plant (also in Sao Paulo) for machining before heading to Navistar’s modern big-block engine plant in Huntsville, Alabama. Running 24/7, the MWM line can produce 36,000 MaxxForce 11 and 13 blocks annually. The MAN (MaxxForce) engines have been unfairly criticized. The Man D20 and D26 are proven high-performance engines, operating trouble-free around the globe. I’d also like to point out that MAN (and Scania) for Euro-5 (EPA2007) offered both EGR and SCR engines. Owing to different customer preferences, they gave their customers a choice. The Euro-5 EGR engines operated with high performance and reliability. However for Euro-6 (EPA2010), the Germans at MAN switched to SCR because they realized that EGR technology (at this moment) was unable to meet Euro-6 (EPA2010) with acceptable performance and reliability. But former Navistar CEO Dan Ustian arrogantly decided to ignore MAN’s advice to use SCR for EPA2010. Ustian and his whiz kids (e.g. Helmut Endres, Michael Cerilli, Ramin Younessi) all believed they could do what the Germans couldn’t. The rest is history. They spent a lot of money but failed to advance the limits of today’s EGR technology and create a durable and high-performing EPA2010 EGR engine. Admirable intentions, but Ustian should have realized two plus years earlier it was time to give up on Plan A (EGR) and switch to a Plan B (i.e. SCR). *MWM was founded in Brazil in1953 by Germany’s MWM gmbH (Motoren-Werke Mannheim – which was acquired by CAT in 2010) and Knorr-Bremse. MWM was purchased by Klöckner-Humboldt-Deutz AG (KHD) in 1985, and sold to Navistar International in 2005. http://www.nav-international.com.br/site.aspx/Home-En ** CGI has revolutionized the auto and truck industry. CGI engine blocks and cylinder heads provide 75 percent greater tensile strength, 45% greater stiffness and double the fatigue strength of conventional grey cast iron and aluminum. CGI allows engine designers to improve performance, fuel economy and durability while reducing engine weight, noise and emissions. CGI users now include Aston Martin, Audi, Caterpillar, Chrysler, DAF Trucks, Ford, General Electric Transportation Systems, General Motors, Hyundai, Jaguar, Jeep, Kia, Land Rover, MAN, Navistar, Porsche, PSA Peugeot-Citroën, Renault, Rolls-Royce, Scania, Toyota, Volkswagen, Volvo, VM Motori and Waukesha Engine.

These are not 12-volt trucks with 24-volt starting. They are 24-volt throughout, truck and trailer. During the 1970s and 1980s when Mack trucks were running across Europe, there was a mix of 12 and 24-volt. But now from the European brands to Russia, China and Japan, the heavy trucks are 24-volt. Of course 24-volt allows for much better starting, but it also allows for smaller size cable that a 12-volt system would require, reduced component weight and cost.

Although Americans are unaccustomed to it, most trucks worldwide have 24-volt electrical systems. Incidentally, the dash-mounted power outlets on these trucks are typically dual 12/24 volt for convenience.

Bloomberg / February 23, 2014 Scania minority owners expressed doubts about backing Volkswagen’s 6.7 billion-euro ($9.2 billion) bid for the rest of the truckmaker, with some suggesting the offer may be too low and others saying the Swedish company should retain its relative independence. “Scania’s prerequisites to maintain its leading position are better as a listed company than as a subsidiary in a larger group,” Caroline af Ugglas, head of equities and ownership at pension provider Skandia, said in an e-mailed response. “Skandia doesn’t intend to accept the offer.” VW only plans to pursue the bid if it can secure 90 percent of the shares in Scania, which the German automaker needs under Swedish law to pursue a squeeze-out and delist the Soedertaelje-based company. VW, Europe’s largest automaker, currently controls 62.6 percent of the share capital. VW’s goal is to deepen cooperation between Scania, its own commercial vehicles unit and MAN, which it also controls, in areas such as drivetrains, chassis, cabins and electronics. Such moves have faced resistance from Scania’s minority holders who argue doing so is a disadvantage for the manufacturer, which is more profitable than MAN. VW is offering 200 kronor per share, 36 percent higher than the Feb. 21 closing price of 147.50 kronor for the company’s B stock. The shares have gained 7.4 percent in the last 12 months, valuing the Swedish truckmaker at 116.8 billion kronor ($17.9 billion). “This must be evaluated in light of the duty we have for our pensioners and it is not obvious that that is the stock market price plus a few percent,” said Mats A. Andersson, head of the AP4 pension fund, which owns Scania shares. “We must now take a look at the offer and consider it and make an evaluation based on what a long-term owner finds is good.” Profit Boost By more closely integrating its truck operations, VW said yesterday that it can eventually achieve annual operating profit synergies of 650 million euros. To get there, VW needs to buy out Scania’s other investors, some of whom this month asked for an independent auditor to examine whether ownership of the company by VW and MAN poses a conflict of interest. “There is a lot of frustration regarding how VW has treated their minority shareholders,” Carl Rosen, head of the Swedish Shareholders’ Association, said in an interview after VW announced the bid. “We think it is positive that they make this offer.” Investors have objected to Scania’s plan to cut its dividend and the abolition of a board-nominating committee. The board of directors proposed last month reducing the dividend by 16 percent to 4 kronor a share from 4.75 kronor. Operating Margin Scania’s 2013 operating profit rose 2 percent to 8.46 billion kronor. In the first nine months of 2013, Scania’s profit margin was 9.4 percent, while MAN’s was just 0.4 percent. MAN has yet to release full-year results. “Alecta will evaluate the bid carefully, from all aspects,” Johan Andersson, a spokesman for the occupational pension company that is Scania’s fifth-largest shareholder with 2 percent of the capital, said in an e-mailed response. Goldman Sachs Group Inc. and Rothschild are VW’s financial advisers on the Scania offer, according to a statement on VW’s website. Roschier Advokatbyraa AB and Clifford Chance LLP are serving as legal advisers. VW currently controls 62.6 percent of Scania’s share capital via its direct holding and a stake owned by MAN. The German automaker started buying stock in the Swedish manufacturer in 2000 and acquired majority voting control in March 2008. MAN Holding The automaker already has a domination agreement with MAN, which means the two can legally work more closely. That leaves Scania as the last of the three units preventing VW from fulfilling its goal of creating a heavy truck division that can better compete with global leaders Daimler and Volvo. VW has accumulated a 75 percent stake in MAN since 2006, when it first purchased a holding to thwart the German truckmaker’s effort to take over Scania. As part of an agreement with MAN to take full control, VW is required by law to offer to buy out the German truckmaker’s remaining owners. VW is facing lawsuits from dozens of MAN investors who want a higher price for their shares. VW is proposing purchasing the truckmaker’s remaining stock for 80.89 euros a share. The stock closed Feb. 21 at 93.35 euros. Investors who don’t accept the cash will receive an annual dividend of 3.07 euros per share. VW Chief Financial Officer Hans Dieter Poetsch said Feb. 21 that Scania will keep its headquarter in Sweden and remain an independent brand within the group. Poetsch pointed to the success of sports-car maker Porsche, which will meet a target for 200,000 deliveries three years earlier than planned, as an example of how a marque can thrive after being bought by VW. “If you look at Porsche, the brand developed extremely positively after the takeover,” he said. “We want to improve the performance of our businesses” and not cut them down.

Bloomberg / February 21, 2014 FRANKFURT -- Volkswagen appointed former Daimler executive Andreas Renschler to its management board to deepen cooperation at its commercial vehicles operations. The 25-year Daimler veteran, who was a contender to eventually succeed Dieter Zetsche as CEO, will start at Volkswagen on Feb. 1, 2015, the company said Friday in a statement. Renschler resigned unexpectedly on Jan. 28 as operations chief at Daimler’s Mercedes-Benz unit a year after being asked to swap out of his job as the company’s trucks chief. “We are very pleased we have been able to recruit Mr. Renschler to join our company,” VW Chairman Ferdinand Piech said in the statement. “We have found the ideal successor” to replace current trucks chief Leif Oestling, who will retire. VW has struggled to forge closer ties between truckmaking affiliates Scania AB and MAN SE as well as increase cooperation with its own commercial-vehicles business. The German manufacturer, which took full control of Munich-based MAN last year, today said it is offering to pay 6.7 billion euros ($9.2 billion) to buy the rest of Sweden’s Scania to increase integration and squeeze out more costs. Renschler spent almost a decade running Daimler’s truck unit, the world’s biggest by revenue. His efforts included restructuring projects in the U.S., Japan and Brazil as well as adding production in China and India. Piech, who said Oestling was key in recruiting Renschler, signaled an interest in the 55-year-old executive, when he told Stuttgarter Zeitung on Jan. 30 that “the best lure the best.” Savings goals Oestling, 68, will retire after his contract expires next year. The former Scania CEO has sought savings through joint projects in purchasing, development, information technology, logistics, finance and legal affairs. Volkswagen has risen to become the world’s second-largest automaker by cutting costs and boosting profit by standardizing parts and technology across its car brands, which include Audi, Skoda and Porsche. VW is now working to adapt that strategy to its commercial-vehicle operations in an effort that began more than seven years ago. With the takeover of Scania, Volkswagen expects to eventually save 850 million euros at its trucks unit, up from an earlier target of 200 million euros. Yet because of longer product cycles in the commercial-vehicles business, it could take 15 years to achieve these goals, the company said. Daimler plans Daimler’s heavy-vehicle division includes the Freightliner and Western Star truck brands in North America, Fuso in Japan and Mercedes-Benz in Europe and Brazil. Renschler outlined an efficiency program in mid-2012 while still trucks chief at Daimler. The plan targeted a 1.6 billion-euro improvement in profit by 2014 by reducing costs and improving sales. Under his leadership, Daimler set up a truck joint venture in China with Beiqi Foton Motor Co. and created the Bharat Benz brand in India to pursue growth in emerging markets with vehicles targeted for local needs. Last year, the Daimler unit reported a profit margin of 5.2 percent. In the first nine months of 2013, Scania’s margin was 9.4 percent, while MAN’s was just 0.4 percent.

Bloomberg / February 21, 2014 FRANKFURT -- Volkswagen AG is bidding 6.7 billion euros ($9.2 billion) for the rest of truckmaker Scania AB to deepen cooperation with its other commercial-vehicles units after being blocked previously in those efforts by the Swedish company's minority shareholders. VW, which already controls a majority of Scania's capital and 89.2 percent of the voting rights, is offering 200 kronor ($30.6) per share, 36 percent higher than today's closing price of 147.50 kronor for the company's B stock. VW is looking to jump start a stalled seven-year effort to more closely align Scania, its own commercial-vehicles business and Munich-based truckmaker MAN SE, which VW also controls. VW will target annual operating profit synergies of 650 million euros from joint projects between the three. VW has faced resistance from Scania's other investors, who this month asked for an independent auditor to examine whether ownership of the company by VW and MAN poses a conflict of interest. "It definitely makes sense to invest this money to remove the last hurdles for closer cooperation and reap the planned cost synergies," said Frank Schwope, a Hanover, Germany-based analyst with NordLB. VW has the financial leeway to pay for the transaction. The company's net liquidity at the end of 2013 surged 60 percent to 16.7 billion euros after raising 3.7 billion euros selling bonds convertible to preferred shares. VW plans to raise an additional 2 billion euros in funding by selling new preferred shares as well as issuing hybrid capital. Squeeze-out Scania's shares have climbed 7.4 percent in the last 12 months, valuing the Swedish truckmaker at 116.8 billion kronor. VW said the offer is contingent on VW gaining ownership of 90 percent of the total shares in Scania, which it needs under Swedish law to pursue a squeeze-out. VW intends to delist Scania should it succeed with its plans, the automaker said. "Scania is a core element of the integrated commercial vehicles group that we intend to accomplish under the umbrella of the Volkswagen group," CEO Martin Winterkorn said in a statement. "Our offer is designed to create a sustainable and clear ownership structure for Scania." VW today said it hired former Daimler AG trucks chief Andreas Renschler, tasking him with deepening integration after taking over from current commercial-vehicles boss Leif Oestling, 68, when he retires next year. Renschler will assume his new post on Feb. 1, 2015. Global competition VW controls 62.6 percent of Scania's capital via its direct holding and a stake owned by MAN. The German automaker started buying stock in the Swedish manufacturer in 2000 and acquired majority voting control in March 2008. The automaker already has a domination agreement with MAN, which means the two can legally work more closely. That leaves Scania as the last of the three units preventing VW from fulfilling its goal of creating a heavy truck division that can better compete with global leaders Daimler AG and Volvo AB. The 650 million euros in improved annual operating profit will take as long as 15 years to achieve because of the lengthy development cycles in the commercial vehicles industry and will come on top of 200 million euros in yearly savings to be achieved by the end of 2014, VW said. "The plan to fully integrate Scania into the Volkswagen group follows a compelling industrial logic," said Oestling, who previously was Scania's CEO. "It will significantly improve the capabilities, efficiency and flexibility of the commercial vehicles group." Profit gain Volkswagen has accumulated a 75 percent stake in MAN since 2006, when it first purchased a holding to thwart the German truckmaker's effort to take over Scania. As part of an agreement with MAN to take full control, VW is required by law to offer to buy out the German truckmaker's remaining owners. VW is facing lawsuits from dozens of MAN investors who want a higher price for their shares. VW today reported a 1.5 percent gain in profit last year as record sales at its luxury Audi and Porsche brands offset spending on developing new models and expanding production. Earnings before interest and taxes rose to 11.7 billion euros from 11.5 billion euros in 2012, and matching the average of 21 analyst estimates compiled by Bloomberg. The maker of VW, Skoda and Bentley vehicles forecast its operating margin in 2014 to be in a range from 5.5 percent to 6.5 percent. The compares to 5.9 percent last year. Revenue is expected to "move within a range of 3 percent" from 2013. Scania's 2013 operating profit rose 2 percent to 8.46 billion kronor, the company said on Jan. 29. The board of directors proposed reducing the dividend to 4 kronor a share from 4.75 kronor.

The first T200 Mack multi-speed transmissions (9- and 10-speeds) came out in late 1984. Thru 1985, it gave us problems. We should have delayed the launch one more year. But we resolved the issues and, as many know, the multi-speed Mack T200 transmissions (1st generation) and T300s (2nd generation) matured into a great product. Volvo is still building the T300s today. All Mack factory-remanufactured T2090s are upgraded to the latest T300 internal design configuration. It's a great transmission. When you buy Mack Reman, you get a great product with all the latest upgrades, and a great warranty. You and I both have no idea if that transmission has ever been into. But given the age of the vehicle, and your desire for a trouble-free transmission you can depend on, I would go with a Mack factory-remanufactured unit rather than investing time and money in that old unit. All Mack components are remanufactured at a world class facility in Middletown, Pennsylvania (east of Harrisburg), and Volvo's parts distribution facility in Australia should keep them in stock.

Truck News / January 1, 2014 MONTREAL, Quebec. -- Keep your eyes peeled for a black Volvo cabover with “GLOBETROTTER” printed above the windshield deflector and a moose bumper bolted to the grille. Transport Robert is running two of them under a Transport Canada waiver for the next two years in a test of the robustness of their 24-volt electrical systems. This is a Volvo project. Volvo brought two 2013 Volvo Globetrotter European tractors across the pond in the spring of 2013 and modified them in its North American headquarters in Greensboro, N.C. for the Canada trials. Robert is leasing the vehicles, acting primarily as the operator and keeper of maintenance and repair records. Volvo wants to learn more about the durability of the Globetrotter’s 24-volt electrical system in different duty cycles, driving styles, living styles and cold climate operation. “Utilizing the Volvo FH (Front High cab) was the quickest way to put a 24V system into operation in North America,” a Volvo official told Truck News. “We will run them for two years and prepare a report for every repair or maintenance task. We keep any parts that have to be replaced. Then they will be sent back to Sweden for a component analysis,” adds Yves Maurais, technical director, asset management, purchasing and conformity, Transport Robert. Perhaps it seems unnecessary that a vehicle type as well seasoned as the Volvo FH, which was introduced in 1993, should need more testing for life in North America. But, Maurais explains, “The trucks in Europe do not pull the same weights, nor are they driven as fast. The trailers are shorter. Volvo wants to make sure the system is sturdy enough for North America.” Volvo adds, “We hope to learn how the electrical system behaves and reacts ... North American applications are different and often require higher hotel loads – using electrical accessories while the truck is parked.” Robert will be running the tractors in heavy electrical demand situations such as B-trains, long combination vehicles and heavy hauling; ie., over-dimensional loads. “It is basically an endurance test,” Maurais says. North American transport trucks have 12-volt systems, but there are advantages to 24-volt systems. “Advantages include enhanced startability, reduced cost and size of wiring due to higher currents and some opportunities to reduce the weight of the starter motor, alternator and window motors,” Volvo says. “The 24-volt system has plenty of power for accessories and stronger electronic signals. With the amount of electronics involved in today’s trucks, the 24-volt system is better suited to handle all the requirements,” Maurais says. Although Volvo’s main focus is on the performance of the 24V electrical system and driver and carrier feedback, Robert most certainly has an eye on the fuel consumption of the Globetrotter. In September 2013, Project Innovation Transport (PIT) compared the fuel consumption of the Globetrotter with a Volvo 2014 VNL 670 and a 2009 Volvo VNL 630 tractor. Robert is driving all three Volvo types and comparing them. The test results are confidential, but according to Maurais, some Volvos can get up to 10 mpg, with an apples and oranges caveat that European and North American Volvos are set up to optimize fuel consumption at different speeds. The Globetrotters have 460-hp engines, 1,696 lb.-ft. of torque, I-Shift transmissions and a 2.57 rear axle ratio. They are outfitted with Michelin XZA2 295/80 R22.5 tires on the steer axles; because of the forward location of the engine, the axles are rated for 12,200 lbs. The drive axle tires are the Michelin XDA 2+ 295/80 R 22.5. The wheelbase is 182 inches. The sleeper has a 30-inch bunk. The Greensboro modifications include installing a 12-volt converter between the tractor and the trailer, a 90-watt solar panel on the roof, an electrical A/C & heating unit to eliminate idling and modifying the fifth wheel height to 47 inches. As well, the Globetrotters have lane departure, anti-collision and automatic windshield wiper systems. Robert also opted for an aluminum moose bumper, which Volvo installed at its plant in Sweden. It takes five minutes to remove. Volvo is making no confessions about whether it is preparing to introduce 24-volt tractors to the North American market. “This project is part of our normal evaluation of possible solutions for our products,” Volvo says.” So are 24-volt transport trucks the future in North America? “It’s too soon to say, but there are some advantages,” Volvo adds. Maurais comments that 12-volt transport trucks are behind the curve compared to construction vehicles, for example. He also reveals an interest in the cabover. “The ride is different and we will collect data and comments from our drivers. I don’t think there is a formal plan to introduce European trucks in North America any time soon, but we never know.”

Overdrive versus direct drive is an old debate. Big fleets like Wal-Mart and Schneider National spec direct drive exclusively. The trade-off here is fuel economy versus drivetrain reliability. I feel direct drive wins at low GCWs, and overdrive wins at higher GCWs. Many tests have been conducted with fleets, and it was hard to find a difference between overdrive and direct drive because so many other variables play into the equation. It's no surprise that the routes driven and the drivers were found to be larger variables than overdrive versus direct drive.

The only real difference between the Volvo D16 and Mack-badged MP10 is the color of the paint. Again using EGR coolers as an example, you can see they are exactly the same (page 10). Hence, these Volvo and Mack service bulletins are exactly the same, just a different brand name in the upper left corner. Volvo did change the color pictures of the green Volvo engine to black and white for the Mack-labeled bulletin (page 5), so that they wouldn't have to take a second set of photographs (Of course the superior Volvo brands rates color while Mack gets B&W). http://www.volvotrucksemedia.com/ProductDetail.aspx?ProductId=9087&GroupId=-1 Click on "View File" https://www.macktrucksemedia.com/ProductDetail.aspx?ProductId=9086&GroupId=-1 Click on "View File"

Transport Topics / February 20, 2014 Navistar International Corp. announced Feb. 20 that it will consolidate its midrange engine manufacturing operations, which it said will eliminate 280 jobs and save the company about $22 million annually. Under the consolidation, which it called “an important next step in its turnaround efforts,” Navistar will move its midrange engine production from Huntsville, Ala., to Melrose Park, Ill. The company said the moves will be complete this summer and that it will continue to build its 13-liter engine at its Huntsville big-bore engine plant.* “As we have stated previously, we have too much excess engine-manufacturing capacity in North America, and we must take action to reduce our costs and improve the business,” Navistar Chief Operating Officer Jack Allen said. “The consolidation will further lower the company’s breakeven point, strengthen our competitiveness in the marketplace and help position Navistar for a return to profitability,” he said in a statement. “Ending production at a facility is a difficult decision because of its impact on the many great people who’ve been part of our company,” Allen said. “We understand that these decisions have an impact on our employees and the community, and we will treat our people with dignity and respect throughout this process.” *Navistar produces MAN 10.5-liter D20 and 12.4-liter D26 engines under license as the Maxxforce 11 and 13.

Although this is merely a concept design at this point, a working "test bed", there's a lot of cutting edge technology being put to the test here. First, you have a trailer taking advantage of carbon fibre technology. By doing so, they reduced the weight of a 53 foot trailer by 4000 pounds. That's a meaningful increase in load capacity. Then you have a battery-powered electric motor drive system that is recharged by a diesel-powered micro-turbine. Electric motors, known for their high torque, would be ideally suited for heavy trucks. Today's lithium-ion batteries, while impressive, will soon be replaced by newer technology resulting in smaller and lighter battery packs offering higher capacity. That next battery technology leap will make electric cars and trucks viable. And finally, we have the micro-turbine from California's Capstone Turbine Corporation* which keeps the battery pack charged, while sipping minimal amounts of diesel fuel. *http://www.capstoneturbine.com/prodsol/products/

My friend, there is nothing wrong with the Mack Maxitorque T2090. I don't know what age your truck is, but a Mack factory-remanufactured T2090 is upgraded to T300 (2nd generation) components. You won't have any problems with this transmission, and you'll appreciate the deep first gear for low-speed maneuvering. http://www.macktrucks.com/assets/mack/product_specs/t3091361308.pdf

Joann Muller / Forbes / February 19, 2014 President Obama painted an ideal scenario Tuesday as he announced his plan to push tough new fuel efficiency standards on everything from heavy-duty pickups to 18-wheeled semi trucks. “Improving gas mileage for these trucks is going to drive down our oil imports even further,” Obama said. “That reduces carbon pollution even more, cuts down on businesses’ fuel costs, which should pay off in lower prices for consumers. So it’s not just a win-win, it’s a win-win-win. We got three wins.” I’m always suspicious when someone tells me everybody wins. And judging by the reaction of independent truck drivers who are already getting squeezed by the cost of regulations enacted a few years ago, they’re afraid they’ll be the big losers. “Each year for the past 10, more and more truckers are squeezed out of the option to buy new equipment because of ever increasing prices due to government requirements that are long on promises but way short on performance,” said Todd Spencer, executive vice president of the Owner-Operator Independent Drivers Association, a trade group of small business trucking companies and professional drivers. “We’re not talking about some 60-watt light bulbs here where poor performance or premature failure is a minor inconvenience. Large trucks are vital tools, essential to our economy and our way of life, and most trucker operators are small-business people just getting by.” OOIDA, which represents 150,000 owner-operators, leased operators and company drivers, says the standards will keep driving up the price of new trucks, forcing truck owners to hold on to older equipment longer and put off buying new trucks and trailers as long as they can. I doubt that’s the outcome Obama is looking for. But the president is committed to finding a way to push his climate change agenda, even without the help of Congress. On Tuesday he asked his administration to draft the new efficiency standards for medium- and heavy-duty trucks by March 2015, with the goal of enacting them a year later. The new rules, governing fuel economy for trucks built after 2018, would follow the first phase of mpg improvements for heavy-duty vehicles in model years 2014 through 2018. According to the EPA, the 2014-2018 standards will add approximately $6,200 to the price of a new truck. The administration has not yet released how much the second round will tack on. But the EPA says an operator of a new semi truck could pay for the technology upgrades required under the current law in under a year and realize net savings of $73,000 through reduced fuel costs over the truck’s useful life. And it argues that savings would flow through to American families, since lower transportation costs can ultimately lower the costs of groceries and other products. Again, I’m skeptical. Show me the money. The American Truck Dealers, a division of the National Automobile Dealers Association, estimates that EPA mandates from 2004 through 2010 added $21,000 to the price of new trucks. Similar efficiency standards for passenger cars and light trucks have already added thousands of dollars to the price of new vehicles. That trend will only continue under the latest rules, which require average fleet fuel economy to reach the equivalent of 54.5 miles per gallon by 2025. There’s no argument the fuel savings is substantial. Since 2008, the unadjusted average test fuel economy of new passenger cars and light trucks sold in the U.S. has increased by about 4 mpg, thanks not only to new regulations but also to consumer demand for better mileage in the face of higher gas prices. Who doesn’t want to save money on fuel and reduce the country’s dependence on foreign oil? Elissa Maurer, a spokeswoman for Navistar, says fuel economy is always top of mind for its customers, which is why Navistar and other truck and engine manufacturers are cooperating with the Environmental Protection Agency and the Transportation Department to draft the next set of standards. Possible solutions include greater efficiency for engines and powertrains, improved aerodynamics, weight reductions, improved rolling resistance for tires, hybrids, automatic engine shutdown and accessory improvements for fans, auxiliary power units and air conditioning. Many of these fuel-saving technologies are not yet in production, and somebody has to pay for them. Jeremy Anwyl, president of consulting firm Marketec Systems, warns that if the tougher standards outpace technology development, costs could skyrocket. “Push the number up suddenly and the costs associated with the increase shoot up,” he said. “But a measured set of increases over a reasonable timeframe can be managed fairly easily.” The Obama Administration would be wise to take it slow when it comes to racheting up fuel efficiency standards or risk triggering unwanted economic consequences.

Forgive me, but it sounds like you're trying to go around your elbow to get to your arm. Why not replace your tired T2090 with a Mack remanufactured T2090? That way, you know what you've got (including the latest updates), plus ease of installation (no changes to your current mounting configuration) and the generous warranty. I assume you have an EM6-300R (R = reduced rpm for multi-speed transmissions)

Automotive World / February 18, 2014 Nissan is reasserting its intention to become a key player in Europe’s light commercial vehicle sector with the launch of the all-new NT500 medium truck. - All new mid-range truck with robust design - Completely new cab with spacious, comfortable and high quality interior - New engines, transmissions and final drive ratios - GVWs covering 3.5t up to 7.5t - Five wheelbase lengths - Competitive cost of ownership with best-in-class running costs - 36 month warranty period and easy maintenance program - Production has begun at Nissan’s Avila plant in Spain The new NT500 tops Nissan's light commercial vehicle line-up and promises high levels of driver comfort and effective cost of ownership from a versatile and durable chassis cab. It offers a wide variety of wheelbases with gross vehicle weights (GVW) starting at 3.5 and rising to 7.5 metric tons (7,716lb to 16,535lb) and it’s available with two different engines, three transmissions and three model grades. With a modern truck design offering perfect ergonomics, driving comfort and cabin visibility, the NT500 has low running costs and a warranty period of 36 months. Replacing Nissan's “Atleon” model, the NT500′s service maintenance period has been extended from 30,000 to 40,000 kilometers with service-free wheel bearings. With an advanced and functional interior including numerous storage locations, the NT500 has the roomiest cabin in the 3.5 ton segment. Innovations include a multifunctional display, the advanced NissanConnect navigation system, cruise control and Hill Start Assistance. Euro-6 (near EPA2010) ZD30 diesel engines using SCR include a single-turbocharged model rated at 150hp and 350N.m or torque, and a twin-turbocharged model rated at 177hp and 540N.m or torque. Six-speed manual and AMT transmissions are available. The robust new chassis is designed to support straightforward and flawless body mounting. A reinforced frame option is available. FYI: Although Nissan sold its UD (Nissan Diesel) commercial truck unit to Volvo Group in 2007, the company remained in the light end of the commercial truck business under the Nissan brand. The NT500 is the big brother to the NT400 which is sold as the Atlas in Japan and Cabstar in global markets. The Nissan NT500 is also sold to Volvo Group who markets it as the Renault “Gamme D” (D Range). .

The turbocharged engine you are speaking of (1975 vintage) would be a 477 (ETZ477), rated at 210 horsepower (Scania-Vabis DS8). This fire apparatus is a model R487F ? Once again, when spec'd appropriately for the application intended, it was a superb engine. Dependable and economical, it was a popular powerplant in its market segment. Incidentally, Scania-Vabis (now simply known as Scania) was one of the first engine makers to furnish a centrifigal oil filter on their engines. The Mack-Scania relationship goes far back. (http://www.bigmacktrucks.com/index.php?/topic/34624-mack-scania-cooperation/) .

A 475 would be a non-turbocharged (normally aspirated) Scania-Vabis D8 rated at 140 horsepower. For it's intended purpose, it was a great engine. But that's an engine from the 1960s. .

Fleet Owner / February 10, 2014 There’s a remarkably rapid shift away from spec’ing manual gearboxes under way in the medium-duty truck market. The reason is due to how the intersection of human and electronic logic can significantly cut costs for fleet owners. To be sure, fewer and fewer Americans today ever learn to “drive stick.” The upshot is fleets that field medium-duty trucks fitted with automatic or automated manual transmissions (AMTs) are finding it far easier to recruit quality employees as drivers. It’s also less expensive to train these new hires when there’s no manual shifting involved. What’s more, the latest generations of truck-specific automatic and automated transmissions boast sophisticated built-in electronics that boost a truck’s fuel economy and other performance factors that may shrink the initial purchase advantage of manual gearboxes. Viewed from a marketing perspective, the big question is not how much more ground the manual transmission will lose to either ‘smart’ alternative. Rather, it’s how the slugfest for dominance in the medium-duty ring between Allison with its automatic transmissions and Eaton with its AMTs will play out. Sandeep Kar, global director of Commercial Vehicle Research at research and consulting firm Frost & Sullivan, expects “further growth in both automatics and AMTs at the expense of manuals” over the next several years. According to Kar, research indicates that, per 2010 new-truck orders, automatics were more popular in Class 6 trucks than AMTs with the reverse true for Class 7 vehicles. And in both GVW classes, each of those types of transmissions will gain several percentage points by 2017—further cutting into the market share held by manual gearboxes. “The biggest thing driving the shift away from manuals is fuel economy,” he contends. “Non-manual units were once seen as less fuel-efficient, but over the past 10 years technology has changed that. “The shortage of skilled drivers has also had an impact on the market,” he continues. “That includes widening the pool of applicants who are not familiar with manuals” as well as the recognition that “a manual’s impact on fuel economy is only as good as the driver using it.” Kar also points out that the “price-premium gap” between the three transmission types has narrowed in recent years. That gives fleets impetus to look more closely at the lifecycle costs of switching to an AMT or automatic. “Certainly, in such Class 6-7 applications as P&D and regional hauling with a high degree of city driving, not having to shift gears is a bigger draw for drivers,” he remarks. “And as truck OEMs bring to market more integrated power­trains, they will include AMTs in those packages.” Clear shiftIn 2013, about 85% of the OEM’s Class 6-7 vehicles were ordered with an automatic or automated transmission, advises Grant Hummel, medium-duty product manager for Freightliner Trucks. By comparison, he says that back in 2008, about 75% of these were ordered with those transmission choices. “Freightliner sees a future trend towards automated/automatic gearboxes given that driving is not the primary responsibility of the average Class 6-7 vehicle driver—[their role is] to operate the piece of equipment on the back of the vehicle or to deliver whatever product they are hauling,” remarks Hummel. “Fleets are finding that it is much easier to recruit qualified employees through vehicles that are easy to drive. And vehicles equipped with automatic/automated transmissions require considerably less training than those having a manual gearbox.” “About two-thirds of Kenworth’s medium-duty truck lineup is utilizing an automatic or automated transmission today,” states Doug Powell, medium-duty marketing manager. “The trend five years ago was similar to today, but it has grown about 10% [away from manuals] during that timeframe. About 10 years ago, the majority was clearly in manual transmissions. For 2014, I expect the trend to continue to grow a few percentage points [towards automatics and AMTs].” “Approximately 75% of Peterbilt [medium-duty] vehicles were equipped with automatic or automated transmissions in 2013,” says Wesley Slavin, segment manager for medium-duty marketing. “For Peterbilt, the market for automated and automatic transmissions has been relatively steady,” he continues. “They are a good fit for certain market segments and Peterbilt and its dealer network work with customers in those segments to educate them on the advantages.” “Automatic transmissions remain, and are projected to continue to be, popular in the medium-duty market,” advises Elissa Maurer, Navistar’s manager of external communications. “This is related to the cost difference between transmission options and the ease of driver operation.” However, Maurer points out that “while more than 75% of our medium-duty trucks in 2013 were spec’d with automatic transmissions, the trend will continue towards automated [manual] transmissions as price differentials drop.” According to Allison Transmission, its North American market share for Class 6-7 trucks currently stands at 67%—with the other 33% attributed to a combination of AMTs and manuals. It should be noted that Eaton Corp. considers market share information on its AMTs in Class 6-7 trucks as “confidential.” Not surprisingly, OEMs of Class 6-7 trucks are, for lack of a better term, “transmission-neutral,” as they must enable their medium-duty customers to spec automatics or AMTs—not to mention manual boxes, too. Buyer’s choiceTruck makers and their dealers can and do advise their customers on spec decisions based on individual vehicle applications and duty cycles. But in the medium-duty realm, they refrain from endorsing one transmission technology over another. That is unlikely to change—at least until one or more OEMs introduce proprietary powertrains for Class 6-7 trucks that include AMTs. “We currently offer Eaton Fuller automated transmissions and Allison automatic transmissions,” says Peterbilt’s Slavin. “Additionally, we offer the Eaton Fuller Electric Hybrid transmission, which is an automated unit, on select truck models. Automated and automatic transmissions can be spec’d in Peter­bilt’s Models 210, 220, 330, 337, 348 and 382.” As Slavin sees it, “depending on application, automated and automatic transmissions offer a variety of benefits. P&D and other stop-and-go applications can enjoy significant advantages through lower service requirements, greater reliability, longer component life and improved fuel efficiency. “There’s also the ease-of-operation factor to consider,” he continues. “That gives companies a much wider driver pool from which to recruit. Most operators are going to be familiar with the automotive feel of an automated or automatic transmission, so they can easily transition from their personal vehicle into the work truck.” Slavin also advises that “since the acquisition cost [for either an AMT or automatic] can be higher vs. a manual transmission, we make sure customers know the lifetime return on investment [ROI] and how these types of transmissions can help them operationally.” He says the OEM and its dealers accomplish that by “analyzing how automated and automatic transmissions may benefit the customer’s bottom line and operations. “Customers can cut costs through fuel savings, improved driver recruitment and retention, and service and replacement of drivetrain components,” Slavin explains. “Additionally, because the transmissions are often easier to operate, drivers can enjoy greater productivity.” “Freightliner Trucks offers a full range of Allison automatic transmissions and Eaton UltraShift/UltraShift Plus transmissions for the M2 106 product, our predominant Class 6-7 vehicle,” says Freightliner’s Hummel. “We have little to no application restrictions for these transmission offerings,” he continues. “Allison and Eaton are able to provide coverage for the vast majority of applications in the market today, through variations of these offerings. Ease of useUltimately, medium-duty truck buyers need to buy the product that is best-suited for their application,” says Hummel. “While ease of driving and optimized shift schedules for fuel economy and performance are certainly strengths of automatic/automated transmissions, there will continue to be demand for manual transmissions in this market, just as there is in the Class 8 on-highway and vocational segments.” “We offer automated and automatic transmissions in our entire medium-duty conventional lineup,” says Kenworth’s Powell. “We see every application utilizing these transmissions today. “Units offered include Allison automatics and Eaton Fuller UltraShift [AMT] models as well as the Eaton Fuller automated hybrid unit,” he continues. “For the Kenworth K270 Class 6 and K370 Class 7 cabovers, we offer only Allison automatics.” According to Powell, driver retention and ease of use are the key drivers for selecting automatic and automated units. “These transmissions drive more like a car and attention can be placed on driving, instead of shifting gears with a manual,” he remarks. “A majority of medium-duty drivers are not typical truck drivers,” says Powell. “If the truck is easy to operate and does not require a CDL, then it will attract more potential drivers. These transmissions also provide a nice residual when the truck is sold. [it’s clear] the trend will continue to swing towards the automatic/automated gearboxes.” “International Trucks currently offers Eaton manual and AMT as well as Allison automatic transmission options for the medium-duty market,” says Navistar’s Maurer. She advises that DuraStar and WorkStar trucks can be spec’d with all three types of transmissions and that the TerraStar model comes with an Allison 1000 Series. “Allison is exclusive on TerraStar and also dominates the utility and municipal markets in DuraStar and WorkStar vehicles,” Maurer notes. As Maurer sees it, “manual transmissions are best suited for fleets with professional drivers as they offer more efficient power transfer. Manuals also offer better fuel economy, but that is dependent on the experience of the driver.” She notes that Navistar finds automatics are more popular in lease/rental applications “where drivers tend to be inexperienced rental customers. Though automatics can be less fuel efficient, by eliminating driver errors, automatics can result in better fuel economy depending on the application. “Automated transmissions,” Maurer contends, “provide the advantages of automatics and manuals—more efficient power transfer and automatic shifting of gears. “The biggest features on [non-manual] transmissions are the electronic shift controls, which allow mounting flexibility and various power take-off options for the control and power of body-mounted equipment,” she notes. “Customers looking to buy a new truck should consider the intended application and factor in driver experience and fuel economy to determine the best transmission option for them,” Maurer advises. Allison Transmission and Eaton, of course, have their own thoughts to offer on which transmission option a fleet moving away from manuals should select—automatic or AMT. According to Lou Gilbert, Allison’s director of North America marketing, when selecting a medium-duty transmission, “consideration should always be given to overall lifecycle value. That’s made up of driver-skill requirements, training and retention; transmission durability; maintenance costs and uptime; fuel economy; vehicle productivity, and resale value.” He adds that the “medium-duty market acceptance of the Allison products enforce the proven value delivered through each of these variables.” Allison’s Gilbert notes that the market is moving away from manuals within Class 4-5 and Class 6-7 especially for lease/rental, P&D, school bus and various service and landscaping applications. “Because very few automobile models are being offered with a manual transmission, many of the newer [truck] drivers are younger and do not possess manual-shifting skills,” remarks Bill Gross, Eaton’s emerging products sales manager. “This is especially so in the Class 6 market, where a driver may not be required to hold a CDL. “Because the commercial-vehicle industry in the U.S. continues to struggle to find drivers with the requisite skills to effectively drive a manual,” he continues, “Eaton believes automated manual transmissions have grown in popularity.” Duty cyclesGross points out Eaton’s approach is “to find ways to develop solutions for our customers to allow them to manage power more effectively, including automated manual transmissions.” According to Gilbert, the “Allison 1000 and 2000 Series product families are the primary models in the Class 4-5 and Class 6-7 space. The Allison 3000 Series also applies to some Class 7 vehicles. “Fully automatic transmissions are the primary architecture in these truck classes due to reliability, durability and driver ease,” he contends. “Additionally, the 1000, 2000 and 3000 Series deliver the fuel efficiency and shift quality these medium-duty customers demand.” Gilbert describes the common key features of Allisons as “full-power shifts which improve drivability and fuel usage, a torque converter that provides improved driver satisfaction, improved launch capability and overall smooth vehicle operation, and outstanding software and calibration features that target improved fuel economy. These features are designed to target specific operational characteristics—duty cycles—of medium-duty truck applications.” He says these duty cycles are characterized by “the components of acceleration, deceleration, cruise and stop. Duty cycles vary by how much time is spent in each of these components. Class 4-5 and Class 6-7 duty cycles spend the majority of their time accelerating and decelerating due to the stop-and-go requirements and city operation and Allison designs features into its transmissions that target each duty cycle component to improve fuel use.” Medium-duty spec’ing trends “include equipping trucks with fully automatic transmissions to retain, recruit and satisfy drivers, especially as the availability of qualified manual-transmission drivers continues to decline,” says Allison’s Gilbert. What’s more, he contends that “the automated manual transmission’s ‘power interrupts’ and inconsistent drivability are not appealing to this market. The attributes of the Allison transmission provide the most value to the medium-duty market. “Reducing engine horsepower and torque is also an expected trend,” he continues, “as fleets continue to look for ways to cost-reduce their vehicles and maintain productivity. Allison’s full-power shifts and torque converter will always provide superior acceleration compared to any other transmission architecture.” Gilbert adds that “when a fleet manager chooses to purchase an engine with a little lower horsepower/torque rating, the Allison transmission is the obvious choice to ensure vehicle productivity.” “For the Class 6-7 commercial vehicle market, we developed a model called the Eaton Fuller UltraShift HV Series,” advises Eaton’s Gross. “The HV has been available since 2006 and is a five- or six-speed transmission with the sixth speed being overdrive rated up to 660 lbs.-ft. torque. “The HV is approved for various vocations in this market space and is sold today through Daimler Truck North America, Kenworth, Navistar and Peterbilt dealerships,” he continues. “It has standard PTO openings as well as optional ‘park pawl’ models.” Service pointsAccording to Gross, the HV Series advantages include being “an automated [manual] transmission that performs its work in ‘automatic fashion’ and that has shown fuel improvement over torque-converted [automatic] transmissions at various fleets. “In addition,” he continues, “the HV has no lube filters, so there are no lube filters to change, and its factory-fill Roadranger lube has a 500,000-mi. change interval, making it virtually ‘lubed for life.’” Gross says the transmission also comes standard with PTO openings. “That means a dealer stock order can be ordered in confidence for added sales flexibility without knowing who may purchase the truck. This PTO standard feature is also important for the ‘second’ owner, who may want a PTO depending on its use.” He also points out that the HV Series “can be serviced by any local dealership, which can provide quicker uptime for the customer, and the transmissions are backed by our Roadranger support—the most trusted name in commercial vehicles. We believe our leadership, our products’ added value and our service support sets us apart in the marketplace today.”

Daimler optimistic after strong January truck ordersFleet Owner / February 18, 2014 One month does not make a trend, but exceptionally strong new truck orders in January are "very encouraging," according to David Hames, GM of marketing and strategy for Daimler Trucks North America. Preliminary Class 6 through 8 order numbers for the first month were the highest recorded since 2006, not just for DTNA, but across the board, he said at a press briefing. "Some of the things that need to happen [in the economy] are starting to line up for the first time and we're very optimistic, though we know how fragile the recovery has been," Hames said. A return to huge sales peaks like those seen in 2006 aren't likely as fleets are exhibiting prudent discipline with capacity expansion, according to Hames. "We're seeing more purchases based on business requirements. not the speculative truck purchases of past." While the sales recovery is welcome, "if this [January order] trend continues, it could present capacity issues [for suppliers] going forward," Hames said. Asked about the source of the orders, Hames characterized them as "broad based and strong." The January orders were not coming from DTNA's top 25 accounts, but rather were dealer based, representing a return to the market for smaller fleets, according to Mark Lampert, Sr. VP of marketing and sales. "The mega fleets already have the newest equipment out on the road," Lampert said. "Smaller fleets and vocational operations have been out of the market for a while. But those who made it through the downturn are now coming back to the market."

Transport Topics / February 19, 2014 Daimler Trucks North America, which achieved nearly a 40% market share in 2013, expressed optimism about the coming year following a strong January. David Hames, general manager of marketing and strategy, said orders during the first month of 2014 totaled 13,343 — the highest since 2006. “The U.S. economy is set to accelerate, and we’re optimistic,” Hames said. He and other executives met with reporters here Feb. 18 during a presentation to spotlight the Freightliner brand. Portland, Ore.-based DTNA garnered 38.2% of heavy-duty market share last year, the company said. Hames cited the popularity of the Freightliner Cascadia Evolution model, which is providing greater fuel efficiency, and said the company’s Detroit DD15 engine is in high demand. “Our testing shows 5% to 7% fuel economy improvement,” Hames said of the Cascadia. The vehicle has been in production for 11 months. During its test phase, the company learned from drivers that refueling had changed because they were able to drive longer distances. “They were getting that much more fuel economy out of it,” Hames told Transport Topics. “That’s how orders rose for January.”

UPDATED: Obama says next stage truck fuel efficiency standards will “save thousands” Fleet Owner / February 18, 2014 President Obama today directed the Environmental Protection Agency (EPA) and the National Highway Traffic Safety Administration (NHTSA) to come up with new “next stage” fuel efficiency for heavy- and medium-duty trucks by March 2105, calling such standards the key to “saving thousands of dollars every year” in reduced fuel costs for trucking companies larger and small. “This is not just a ‘win-win’ but a ‘win-win-win’ – three wins – in terms of driving down oil imports for our nation, reducing carbon pollution, and saving money for both businesses and consumers,” the President said in a speech at Safeway grocery chain distribution center in Upper Marlboro, MD. “In 2011 we set new fuel efficiency standards for trucks and in my state of the union speech three weeks ago I said we’d build up on that,” President Obama noted. “The goal off these new fuel economy standards is to take us into the next decade like cars … so trucks use less oil, save money, and reduce pollution.” The new “post-2018” standards will go beyond mandates crafted by EPA and NHTSA back in 2011 that are being applied to model year 2014-2018 light, medium, and heavy-duty trucks. A fact sheet released by the administration ahead of the President’s speech explained that the two agencies are expected to issue Notice of Proposed Rulemaking (NPRM) for the new “next-stage” fuel efficiency and greenhouse gas (GHG) standards by March 2015, with a final rule to be issued by March 2016. The administration added that EPA and NHTSA will also work closely with stakeholders, both large and small, to explore further opportunities for fuel consumption and emissions reductions beyond the model year 2018 time frame, as well as with the California Air Resources Board (CARB) with the goal of ensuring that the next phase of standards allow manufacturers to continue to build a single national fleet. The American Trucking Associations (ATA) is reacting positively yet cautiously to the President’s latest effort to mandate fuel economy improvements for heavy- and medium-duty trucks. “Fuel is one of our industry’s largest expenses, so it makes sense that as an industry we would support proposals to use less of it,” noted Bill Graves, ATA’s president and CEO, in a statement. “However, we should make sure that new rules don’t conflict with safety or other environmental regulations, nor should they force specific types of technology onto the market before they are fully tested and ready.” “Trucking is a very diverse industry,” stressed ATA Chairman Phil Byrd, president of Bulldog Hiway Express. “As such, whatever standards the administration sets should reflect that diversity and whatever tests are devised should accurately reflect what drivers face on the roads every day.” By contrast, the Consumer Federation of America (CFA) believes that fuel efficiency improvements for big trucks could save the average American household $250 dollars per year in the cost of consumer goods and services. “We know that the fuel costs associated with shipping goods cross country heavily impact the price of everything from a carton of milk to a pair of shoes. Achievable standards that cut fuel use by nearly 5% would put $29.5 billion dollars back into the pockets of Americans,” said Mark Cooper, CFA’s director of research; a figure drawn from the group’s recent report Paying the Freight: The Consumer Benefits of Increasing the Fuel Economy of Medium and Heavy-Duty Trucks. “Consumers also pay the cost of commercial transportation fuel in the price of the goods and services they buy,” Cooper added. “As such, reducing the energy consumption of big truck fleets will have a positive impact on household expenditures.” The Heavy Duty Fuel Efficiency Leadership Group (HDFELG), an informal collection of fleets and other industry participants formed back in 2010, is also endorsing the President’s “next-stage” fuel efficiency rule plan. “Finalizing new fuel efficiency standards for medium and heavy duty trucks will be an important milestone that should result in significant benefits to our economy, the trucking industry and the environment,” noted Douglas Stotlar, president and CEO of Con-way Inc. and HDFELG member. “This collaborative approach will result in realistic, achievable goals and an effective regulatory framework to improve fuel efficiency and reduce greenhouse gas emissions.” Dick Giromini, president and CEO of trailer-maker Wabash National Corp., added that for the first time, fuel efficiency and greenhouse gas emissions rules will likely cover the “trailer” part of tractor-trailers, setting standards designed to ensure that trailers contribute to better fuel efficiency and cuts in greenhouse gas emissions. “We look forward to working with the EPA and the Department of Transportation, as well as our customers and industry partners, to achieve new standards that result in greater fuel efficiency and environmental benefits in the years ahead,” he said. President Obama noted in his remarks that this latest effort to further improve heavy and medium-duty truck fuel efficiency is due to the “important economic role” performed by such vehicles. “While heavy duty trucks account for just 4% of the vehicles on our highways – though I know when you are out there driving it feels like far more – they are responsible for 20% of our [vehicle] carbon pollution and 20% of one road fuel consumption,” he said. “Yet trucks carry over 70% of our nation’s freight – from flat screen TVs and diapers to fresh produce. So every mile per gallon better they get, that means thousands of savings every year for truckers and consumers.”

Wall Street Journal / February 18, 2014 Cummins and Peterbilt announced today that the latest version of their SuperTruck demonstration tractor-trailer achieved 10.7 mpg last month under real-world driving conditions. Developing a truck that could meet or exceed 10 mpg when fully loaded was considered unlikely, if not impossible, just a few years back, with most trucks averaging between 5.5 and 6.5 mpg. However, with advances in engines, aerodynamics and more, SuperTruck has proven that 10 mpg is attainable. SuperTruck averaged a 75 percent increase in fuel economy, a 43 percent reduction in greenhouse gas (GHG) emissions and an 86 percent gain in freight efficiency in 24-hour, head-to-head testing against a 2009 baseline truck -- all significant improvements. The Cummins-Peterbilt SuperTruck was on display today for President Barack Obama's announcement of firm deadlines for the next generation of national fuel-efficiency and GHG emissions standards for heavy-duty commercial vehicles. The goal of the SuperTruck program, initiated by the U.S. Department of Energy (DOE), is to improve long-haul Class 8 vehicle freight efficiency. The program focuses on advanced and highly efficient engine systems and vehicle technologies that meet prevailing emissions and Class 8 tractor-trailer vehicle safety and regulatory requirements. In addition to the benefits of reduced fuel consumption and petroleum usage, the improvements in engine system efficiency will deliver a significant reduction in GHG emissions. Cummins has partnered with Peterbilt Motors Co. for the SuperTruck project. The project objectives have included development and demonstration of a highly efficient and clean diesel engine, an advanced waste heat recovery system, an aerodynamic tractor and trailer combination and a lithium ion battery-auxiliary power unit, to reduce engine idling. The Cummins-Peterbilt SuperTruck uses the Peterbilt Model 579, with best-in-class aerodynamic efficiency. The engine, based on Cummins industry-leading ISX15, converts exhaust heat into power delivered to the crankshaft, and has electronic control software that uses route information to optimize fuel use. The SuperTruck also includes chassis refinements, improvements in the aerodynamics and other significant advances in the engine. Lightweighting throughout the tractor-trailer also enables increased freight efficiency. Eaton, also part of the Cummins-Peterbilt SuperTruck project team, is developing a next-generation automated transmission (AMT) that improves fuel efficiency in heavy trucks. Eaton's contribution includes the design, development and prototyping of an advanced transmission that facilitates reduced engine-operating speeds. Cummins and Eaton jointly designed shift schedules and other features to yield further improved fuel efficiency. This demonstration of the Cummins-Peterbilt SuperTruck has exceeded DOE goals for freight efficiency -- a key trucking metric based on payload weight and fuel efficiency expressed in ton-miles per gallon. The SuperTruck achieved an 86 percent improvement in freight efficiency and a 75 percent fuel economy improvement over a 24-hour test cycle in December 2013. The program goal was a 68 percent freight-efficiency increase over a 2009 vintage baseline vehicle of the same weight traveling along the same route. "We are honored that the Cummins-Peterbilt SuperTruck has been chosen to be on display for President Obama's announcement," said Wayne Eckerle, Cummins Vice President - Research and Technology. "The SuperTruck clearly demonstrates the technologies that can deliver significant fuel-efficiency improvements over the next decade and beyond as we continue to develop for cost and performance attributes that will make them strong commercial successes." Landon Sproull, Peterbilt Chief Engineer, agreed. "The work we're doing on SuperTruck is very much in keeping with Peterbilt's global reputation for industry-leading design, innovative engineering and fuel-efficient solutions," he said. "I think it's been a terrific opportunity for us to look into the future and demonstrate what's possible." "Eaton's collaboration with Cummins and Peterbilt on the SuperTruck program reflects our commitment to develop highly integrated and optimized powertrains to help reduce fuel consumption and emissions," said Thomas Stover, Chief Technology Officer - Eaton Vehicle Group. "The critical need to increase the fuel efficiency will require the role of the transmission to grow significantly within the sphere of powertrain optimization, and as a leader in power management solutions, Eaton is at the forefront of innovation in this important area." The Class 8 Peterbilt Model 579, powered by a Cummins ISX15 engine, achieved 10.7 mpg during testing last month between Denton, Texas, and Vernon, Texas. The 312-mile route was the same one used two years ago, when the first version of the Cummins-Peterbilt SuperTruck averaged just under 10 mpg. The testing in both instances was conducted on a round-trip basis, to negate any wind advantage that might have been gained by traveling one way, and each tractor-trailer had a combined gross weight of 65,000 lb running at 64 mph. A longer, 500-mile route between Denton and Memphis, Texas, was also used to demonstrate the vehicle's fuel-efficiency improvement over a 24-hour test cycle. The increase in fuel economy for the Cummins-Peterbilt SuperTruck would save about $27,000 annually per truck based on today's diesel fuel prices for a long-haul truck traveling 120,000 miles (193,121 km) per year. It would also translate into a more than 43 percent reduction in annual GHG emissions per truck. The potential savings in fuel and GHGs are enormous, given that there are about 2 million registered tractor-trailers on U.S. roads today, according to the American Trucking Association. Cummins is a prime contractor leading one of four teams under the DOE's SuperTruck project, one of several initiatives that are part of the 21st Century Truck Partnership. The partnership is a public-private initiative to further stimulate innovation in the trucking industry through sponsoring by government agencies, companies, national laboratories and universities. Cummins, Peterbilt and their program partners will have invested $38.8 million in private funds over the four-year life of the SuperTruck program when it draws to a close later this year. The project received critical support in matching grants from the DOE's Vehicle Technologies Program. More info: http://www.hybridcars.com/cummins-peterbilt-supertruck-posts-10-7-mpg/ .