August edition

TABLE OF CONTENTS

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TABLEOFCONTENTS

NEWS INDUSTRY NEWS

8

TRUCKING LIFE EVERYBODY SELLS..GET USED TO IT

15

HEALTH 23 DAYS…16 HOURS….14 MINUTES…34 SECONDS…

20

FEATURED ARE YOU COVERED

22

INSIDE NETWORK

25

GENERAL

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RECRUITMENT

27

SADAKNAMA

36

TECHNOLOGY

38

BOLLYWOOD

39

THE BLIND SPOT

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EDITOR’S LETTER

JAGROOP BAL

Are you ready to roll your electronic logs, if not then this is the right time to start . The way USA Senate is pushing the Bill, the electronic days are looking closer. Let’s start caring about now before it is too late. I wrote an article 2 years ago, I stressed about e-logs and I was confident that North America will be like Europe. The drivers have to use e-logs.

Now by Jan 30, 2015.

The proposed rulemaking would significantly reduce the paperwork burden associated with hours-of-service recordkeeping truck and bus drivers - the largest in the federal government following tax-related filings - and improve the quality of logbook data.

There were big objections to the rule making in last few years like Respect driver privacy, Protect drivers from harassment, Increase efficiency for law enforcement personnel and inspectors who review driver logbooks.

This rule will ultimately reduce hours-ofservice violations by making it more difficult for drivers to misrepresent their time on logbooks and avoid detection by FMCSA and law enforcement personnel.

US safety board is blaming that Canadian companies are violating US HOS rules. The Canadian safety bodies are not commenting on anything about the US mandatory regulations on Electronic logs. But most of Canadian Trucking business is dependent

All rights reserved. Reproduction of pictures, articles, or artwork in whole or in part without permission is strictly prohibited. Copyright © 2012 Mirage Media Inc. IMPORTANT NOTICE No warranties or representations are made on behalf of the advertisers or promotions in this magazine. If any person chooses to take any service, promotion, or respond to any advertisements, they do so strictly at their own risk, and no liability whatsoever attaches to the publishers, contributors, servants, or agents of this magazine. The advertiser agrees to protect the publisher against legal action based upon libelous or inaccurate statements, unauthorized use of photos, or any other material in connection with the advertisers or content in the Inside Trucking Magazine. Canadian Publications Mail Agreement No.42491513

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on the US business. Canadian companies are getting more money per mile by going to US so Canadian has to follow the US rules.

The Canadian will not be allowed in states if the ELB becomes the law. Implementation of electronic logs is a huge investment for a medium size company. The carriers have to struggle through for these huge investments.

As per FMCSA the proposed rulemaking would significantly reduce the paperwork burden associated with hours-of-service recordkeeping for interstate truck and bus drivers - the largest in the federal government following tax-related filings - and improve the quality of logbook data.

If FMCSA is trying to implement new rules of e-logs then there must be universal rules across north America. It will be easy for the drivers to understand. The rules in each state and country change like speed limits on the roads. Why not all 3 countries can sit together and make something, which is easy to understand. Good luck drivers now you have to learn technology to be a professional and become a professional driver.

Have a safe trip!

JAGROOP BAL Editor

Jagroop Bal - Editor In Chief

EDITORIAL

Baljinder Tamber - Marketing Patt. B - Sales Meira K - Copy Editor Lakhwinder Sandhu - Legal Advisor

Contributing Writers Brian Lutz, David Brown Jerry Popowicz, Glenn Caldwell, Ray Haight Steve Wallace, Harinder Hundal, Dr. Preet Randhawa, Mandeep Gill, Chelsea Howard, Prabhjot Chahal, Gurjot Singh Eugene Paul

DESIGN Mirage Media Inc. Publication#: 42491513

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NEWS

Ryder Recognized as an Inbound Logistics Green Supply Chain Partner

Ryder System, Inc. (NYSE: R), a leader in commercial transportation and supply chain management solutions, today announced that for the sixth consecutive year, it has been named an Inbound Logistics Green Supply Chain Partner. Inbound Logistics editors have selected 75 companies that demonstrate a deep commitment to green initiatives and supply chain sustainability for the magazine’s annual “Green 75” issue.

“Supply chain sustainability has always been top of mind for Inbound Logistics readers,” said Inbound Logistics Editor, Felecia Stratton. “The 75 Green Supply Chain Partners is a very select group, and we found Ryder to be one of those companies that is truly ‘walking the walk’ when it comes to supply chain sustainability. The G75 list represents 75 visionaries who have demonstrated a long-standing history of driving efficiencies in their customers’ operations and an internal commitment to be as lean and green as possible. Inbound Logistics is proud to honor Ryder among this important group of industry-changing leaders.”

Ryder engages with customers to help them “green” their supply chains by focusing on carbon reduction in three critical areas: network design, facilities and building use, and transportation. By designing a supply chain network with the reduction of the carbon footprint as one of our primary focuses, Ryder advises customers on factors

such as the location of distribution centers, miles to be traveled, amount of inventory, and size and number of facilities included in the network. For the use of buildings and facilities, Ryder offers lighting efficiencies, cutting-edge energy technologies, alternative use of by-products, and other strategies to reduce waste and carbon emissions. In transportation, customers are not only able to take advantage of Ryder’s engineering expertise optimizing shipments, routes, and modes, but can also tap into Ryder’s industry leading natural gas vehicle program.

“This latest recognition reinforces Ryder’s ongoing commitment to assist companies that seek alternatives to reduce fuel costs, carbon output, and meet their environmental objectives,” said Ryder President of Global Supply Chain Solutions, John Williford.

“Ryder is combining its leadership in natural gas, telematics, and sustainability to make it as easy as possible for customers to implement sustainable fleet and supply chain solutions that also enable them to realize meaningful cost-savings and efficiencies.”

Ryder is the market leader in natural gas vehicle and maintenance solutions for the commercial transportation industry.

Businesses can tap into Ryder’s extensive knowledge of natural gas vehicle operations, expanding maintenance network, and its highly trained and experienced technicians, to ensure the safe operation, maintenance,

and fueling of natural gas vehicles. Ryder’s leasing and rental business model enables businesses to “test” the new technology with less risk of downtime, as well as insulate themselves from the unknown residual risk.

Ryder’s alternative fuels sales team can also help businesses determine which vehicle configurations work best for their specific applications.

In addition to making natural gas vehicles available for rent or lease, Ryder’s “Flex-toGreen Lease” solution is designed to ease the transition to a greener fleet. Businesses that opt for Ryder’s Flex-to-Green Lease start out with a diesel-powered vehicle and then have the option to convert to a natural gas vehicle at any time following the first full year of the lease. Flex-to-Green customers enjoy all the maintenance and service benefits of a standard Ryder Full Service Lease, which includes substitute vehicles during unexpected downtime.

Ryder’s natural gas fleet includes over 500 compressed and liquefied natural gas vehicles operating more than 20 million miles, and serving over 40 customers in California, New York, Texas, Arizona, Michigan, Utah, Georgia, and Louisiana. The company also operates two Liquefied to Compressed Natural Gas (LCNG) fuel stations at its maintenance facilities in Orange and Fontana, California.

FMCSA Announces Enhancements to SMS Website The Federal Motor Carrier Safety Administration (FMCSA) announces a package of enhancements to the Safety Measurement System (SMS) website. SMS is an automated system that quantifies the on-road safety performance of commercial truck and bus companies that is used to identify and prioritize high-risk carriers for enforcement interventions, including increased roadside inspections and compliance reviews. The enhancements provide clearer descriptions and easier, more intuitive navigation features.

The enhancements were derived from feedback solicited from motor carriers, law enforcement personnel, industry representatives and other stakeholders who were given an opportunity to critique various website enhancement proposals. The changes to the SMS website do not alter the SMS methodology or affect a carrier’s safety rating, which is subject to 49 CFR part 385, Safety Fitness Procedures. The enhancements are a continuation of FMCSA’s efforts, first announced in April 2010, to provide the motor carrier industry and other safety stakeholders with more comprehensive, informative, and regularly updated safety performance data.

FMCSA will implement the SMS website enhancements by August 4, 2014. To assist users in adapting to the SMS website enhancements, FMCSA will hold three educational webinars, with two on August 20, 2014 (10:00-11:30 a.m. and 2:00-3:30 p.m.), and a third to be held on August 21, 2014 (2:00-3:30 p.m.). Webinar participants will be able to ask questions and receive real-time responses. Additionally during the webinars, FMCSA staff will discuss and answer questions on the Agency’s new adjudicated citations policy, which takes effect August 23, 2014.

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9

NEWS

ATA Tells Congress Trucking Invests At Least $7.5 Billion in Safety

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American Trucking Associations testified to Congress that the industry invests more than $7.5 billion in preventing crashes on the nation’s highways.

“The trucking industry places safety at the top of its priority list,” ATA Executive Vice President Dave Osiecki told the Senate Commerce Committee’s subcommittee on surface transportation and merchant marine infrastructure, safety and security.

“Our industry spends more than $7.5 billion each year on safety, and that investment is making a difference,” Osiecki said. “Over the past decade the number of large trucks involved in fatal crashes has dropped 17% - even with the industry operating an additional 2.7 million trucks and driving an additional 54 billion miles. More trucks, billions more miles, fewer crashes.”

Those investments include safety training, safety-related bonuses and incentives for drivers, active safety technologies like collision mitigation, active braking and video monitoring and electronic logging devices. Trucking’s investments, Osiecki said, are only part of the solution - calling on the federal government to do more to address highway safety by addressing the primary causes of crashes.

“Driver error causes most crashes. More specifically, driver mistakes and driver misbehaviors - by both professional drivers and passenger vehicle drivers,” he said.

“In fact, car drivers contribute significantly to truck crash numbers. If the regulatory, enforcement and safety program lens is focused properly on the most common mistakes and misbehaviors by all involved in the safety equation, big safety gains are possible.”

Osiecki cited reducing speed, electronic logging and stability control rules along with aggressive on-road enforcement of driver behavior as areas the government should be focused on to improve safety.

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Carriers Ranking Shippers Based on Driver ‘Friendliness’ Carriers are most swayed by how shippers affect them financially and operationally and most of the time that is rooted in how customers impact driver productivity, according to a survey conducted by 3PL provider, Transplace, of its own preferred-shipper program.

How shippers treat drivers goes a long way in determining whether a carrier will assign them “preferred shipper” status, which could become a huge benefit for companies as the driver supply tightens and capacity shrinks in the coming years, the survey suggests.

As reported by Fleet Owner, the survey says that along with providing market-competitive rates, fair fuel surcharges and acceptable payment terms, carriers are beginning to rank shippers on how positively they impact driver productivity and on how ‘driver-friendly’ they are.

Transplace told Fleet Owner the study was conducted to gain insight into best practices for achieving preferred status with carrier partners. It drew on data from over 75 motor carriers.

“Shippers are looking for ways to improve their transportation operations, and a significant way to do so is by aligning efforts with their carrier partners to improve efficiency and overall benefits to all parties,” said Ben Cubitt, Transplace’s senior vice president, consulting & engineering.

Cubitt said how shippers affect driver productivity “continues to be a

focus for carriers and one of the most critical factors in shipper freight profiles or practices.”

Nearly all respondents indicated that providing market-competitive rates and fair fuel surcharges are “critical” or “important” factors.

Payment terms and average length of time until payment was also concern, with 63% of the carriers ranking it a “major factor.”

However, a whopping 97% of carriers consider dwell time as an “important” or “critical” factor in determining the preference status of a shipper with in-transit delay the second-most important. The ability to use drop trailers, shipper load count and type of freight were also seen as key elements.

Carriers ranked driver-friendly behaviour from shippers the highest based on those that enhanced driver productivity, such as onsite parking and making available bathrooms for drivers. Regular updates on loading and unloading status and a guard shack for drivers to receive instructions also ranked high.

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NEWS

NAVISTAR

ANNOUNCES CHANGES IN CORPORATE CONTROLLER’S OFFICE Samara Strycker to join Navistar, replacing Richard Tarapchak as Senior Vice President and Corporate Controller Navistar International Corporation announced that Samara Strycker will join the company on August 4 as Senior Vice President and Corporate Controller. Strycker will replace Richard Tarapchak, who is leaving Navistar to pursue other career opportunities after a distinguished 22-year career at the company.

Strycker joins Navistar from GE Healthcare where she most recently

served as Americas Regional Controller. Samara joined GE Healthcare in 2008 as Global Assistant Controller following a 15-year career at PricewaterhouseCoopers, LLP. She is a graduate of Syracuse University and a certified public accountant.

Tarapchak joined Navistar in 1992 as an associate in the Financial Management Development program and progressed through a number of Finance & Accounting roles of increasing responsibility at the company. Tarapchak served as Corporate Controller and Principal Accounting Officer for Navistar since 2010.

“Rich has been a valuable asset to Navistar and the Finance & Accounting organization for more than 20 years, and we wish him well in his future endeavors,” said Walter Borst, executive vice president and chief financial officer. “At the same time, we’re proud to add Samara to the team. She is a technically skilled, highly collaborative financial executive who will contribute a wealth of experience and knowledge to Navistar.”

COMING SOON

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Using Essential Performance Indicators (“EPIs”), Motor Carriers can quickly determine how they StakUp to their peers and accepted industry standards. Using this valuable data, companies can focus their efforts on the most relevant business strategies and activities.

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FMCSA Issues Another Fraud Scheme Warning The Federal Motor Carrier Safety Administration is once again advising carriers to be on alert for a new fraud scheme making its way through the trucking industry.

Like previous rounds of fraud, the scheme comes in the form of a bogus letter which attempts to get banking, financial and operational information from companies. The letter, which follows a similar template that the DOT has issued dozens of warnings about over the last few years — claims to have been sent on behalf of ‘Equifax,’ a credit reporting agency. The latest letters are signed by a“Thad Brown.”

FMCSA is redistributing a memo it circulated in 2013 as a reminder to carrier service providers and third-party administrators on dealing with fraudulent marketing campaigns.

“The use of a private entity or company to assist a motor carrier with compliance is certainly an option for motor carrier officials and new entrant applicants. However, the use of a service provider is NOT required by FMCSA. The U.S. government does not endorse private businesses,” the memo states.

According to the FMCSA memo, commonly encountered marketing techniques that are confusing or misleading include the following schemes: •A caller or written solicitation has a name very similar to USDOT/ FMCSA but is not, in fact, a U.S. government agency.

•A caller conveys urgency for a carrier to provide credit card or other payment information immediately by telephone or suffer immediate consequence. FMCSA officials and representatives do not ask for credit card numbers by telephone.

•A caller or solicitation states they are “endorsed” by FMCSA. U.S. government agencies do not endorse any businesses or third-party service providers. Motor carrier third-party service providers often provide valuable services but are NOT required by FMCSA. FMCSA provides support free of charge.

•Vague responses from a caller when asked if they are an employee or authorized representative of FMCSA. The memo also states to beware of any correspondence suggesting or demanding payments via PayPal, which the FMCSA does not use.

Fraudulent letters are also being used more often to commit cargo crime.

Fictitious pickups involve goods pilfered using fake identifications and sham businesses set up to divert and steal cargo.

Fraudulent pickups are typically defined as the taking of funds instead of cargo; an example would be the theft of cash advances used for such essential expenditures as diesel fuel. Both are fraud and are becoming more commonplace, states the article.

Data Analytic and Reporting Drivers HOS (Finesse HOS) IFTA (Finesse IFTA) Cloud Dispatch MTO/DOT Audit Consulting C-TPAT, CSA, PIP, FAST Authorities and Permit Performance Monitoring

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TRANSFORCE SIGNS AGREEMENT TO ACQUIRE CONTRANS GROUP INC TransForce Inc. , a North American leader in the transportation and logistics industry, and Contrans Group Inc. , a diverse provider of specialized transportation services, today announced that they have entered into a Support Agreement for the acquisition by TransForce, for $14.60 in cash per share, of all of the issued and outstanding Class A subordinate voting shares and Class B multiple voting shares of Contrans by way of a friendly, Board-approved take-over bid (the “Offer”). The total equity purchase price is approximately $495 million.

The Support Agreement provides that if all conditions of the Offer have been satisfied or are waived by TransForce, Contrans will declare a special dividend of $0.40 per share in respect of the recent sale of its Waste Transportation segment. Together with the $14.60 per share Offer price, the total consideration of $15.00 represents a premium of approximately 16.7% to the 52-week volume weighted average trading price of Contrans’ Class A shares on the Toronto Stock Exchange and a premium of approximately 5.1% to the volume weighted average trading price of Contrans’ Class A shares for the ten trading days ended July 24, 2014. The special dividend will be paid to Contrans shareholders of record immediately prior to TransForce taking-up and paying for tendered shares under the Offer. As a result, Contrans shareholders who tender their shares to the Offer will receive the special dividend, if paid.

The Board of Directors of Contrans, after consultation with its financial and legal advisors, has unanimously approved entering into the Support Agreement and unanimously recommends that Contrans shareholders tender their shares to the Offer. Cormark Securities Inc., the financial advisor to Contrans, has provided a fairness opinion to the effect that, as of the date of the opinion and subject to the limitations and qualifications therein, the consideration 14

of $14.60 in cash per share to be received by Contrans shareholders is fair, from a financial point of view, to the Contrans shareholders.

All of Contrans’ directors and executive officers, holding in the aggregate 100% of Contrans’ Class B shares and approximately 14.1% of its Class A shares, have entered into “soft” lock-up agreements with TransForce, pursuant to which they have agreed to tender all of their Contrans shares to the Offer.

“I have admired the progress of Contrans for some time. Contrans has a culture similar to that of TransForce, strategically acquiring companies that add value for its shareholders.

Contrans has a history of profitability, is financially sound and has seen steady growth over the years. From transportation

facilities located mostly in Canada, Contrans offers customers a wide array of specialized services. This acquisition provides exciting potential for TransForce, adding strong resources, an excellent client base, and importantly, very strong management,” said Alain Bédard, Chairman, President and Chief Executive Officer of TransForce.

“TransForce has a significant market presence that will benefit our operations and possesses many of the same values that have allowed Contrans to operate successfully. I believe the entrepreneurial culture of Contrans will fit in well with TransForce. I am proud of Contrans’ management’s accomplishments over the past 25 years and look forward to seeing the team continue to flourish as part of the TransForce organization,” said Stan Dunford, Chairman and Chief Executive Officer of Contrans.

The Offer is not subject to any financing condition. TransForce has entered into a commitment letter with National Bank of Canada and Royal Bank of Canada to ensure that the required funds will be available to make full payment to complete the Contrans acquisition pursuant to the Offer.

The Support Agreement contains customary deal protection provisions in favour of TransForce for a transaction of this kind.

The Offer is expected to commence on or about August 21, 2014. TransForce will mail a take-over bid circular and related documents, and Contrans will mail a directors’ circular, to Contrans shareholders in accordance with the Support Agreement and applicable laws. The Offer will be open for acceptance for a period of not less than 35 days and will be conditional upon, among other things, there being validly deposited or tendered and not withdrawn, a number of Contrans shares that represents at least 662/3% of the outstanding Class A shares and at least 662/3% of the outstanding Class B shares, and at least a majority of the outstanding Class A shares, the votes of which would be included in any minority approval of a subsequent acquisition transaction by TransForce, pursuant to applicable securities regulations.

The Offer will be subject to certain customary conditions, including receipt of relevant regulatory approvals and the absence of any material adverse changes with respect to Contrans. Once the minimum acceptance level for the Offer is achieved, TransForce intends to take steps available to it under applicable law to acquire all other outstanding shares of Contrans.

Following successful completion of the Offer, TransForce intends to nominate Stan Dunford, Chairman and Chief Executive Officer of Contrans, for election to the TransForce Board of Directors at the next annual meeting of TransForce’s shareholders, expected to be held in April 2015.

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TRUCKING LIFE

Everybody Sells…

Get Used To It…

Everything in this business starts and ends with the customer, so I felt it appropriate that we begin Principal GWallace 3 Management Solutions with the sales aspect of trucking. Sales have always been about relationships.

Thirty years ago the relationship typically was held between the Account Executive and the Traffic s I have mentioned countless times in Manager of the account. the past, the landscape of the North American transport industry has evolved dramatically The relationship was locked and often was over the past 30+ years. Fundamental more reliant on favours and gifts than on changes in how business is conducted are price and service. If the Traffic Manager simply a part of everyday life in the trucking left, the company would put the business biz….. So, now that we have established that at risk and would work diligently to retain change is inevitable and in most cases, for the the business by trying to ‘buy’ the loyalty better, we should look at some of the changes of the new Traffic Manager. If the Account that we have had to deal with and how to Executive left, the company would also put maximize results in the modern trucking the business at risk as sales people generally industry. would be able to solicit their clients away with them to whatever new company they

BY STEVE WALLACE

A

INSIDETRUCKING.CA

were with. Bringing a ‘Book of Business’ with you to your new company was fairly common place. The only partnerships that existed were between the Account Executive and the Traffic Manager. No loyalty existed between the client and the trucking companies and most clients were transient in nature…if their Rep left…..they would follow.

Two significant things happened that changed the landscape in this industry in the mid to late 1980’s. Deregulation hit the Canadian Trucking industry in 1985 and a recession hit in the fall of 1988. While deregulation increases competition in the marketplace and drove down rates considerably, it also put most transport companies into serious cost cutting mode. As a result, many sales budgets were slashed and as a result, many of the sales perks (i.e. booze, sporting events and other ‘discretionary spending’) were reduced or eliminated all together. The recession also forced many businesses to re-evaluate their expenditures.

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Traffic departments were forced to justify their spending and provide competitive quotes to prove their worth. Relationships were replaced by the competition and the trucking industry went through the very first pricing/market correction in its history.

Weak and uncompetitive companies failed and the old paradigm of the sales/customer relationship disappeared and the dark days of discounted pricing and rate reductions became the norm.

The transport industry did an extremely poor job in retaining customers during the late 80’s and early 90’s. As there was very little to differentiate one company from the next, the only thing an Account Executive could offer was discounted pricing. Competitors slashed each other’s pricing to the point where even more companies went out of business. It became an industry driven by attrition, where only companies with very deep pockets were able to maintain sort of financial stability (although barely). Customers became transient and would move from carrier to carrier based on price. As a result, Sales people also moved around a fair bit as carriers tried to secure market share. There was little to no loyalty in the market place. The transportation industry was in bad shape as a whole. Now it seems a little farfetched that the industry responsible for ensuring that we had groceries in stores raw materials for manufacturing would ever be in any real trouble….. however, the reality was that the industry was not prepared for what happened….and too stubborn to change. At least without a push…

The irony to this little piece of history was that it was the smaller, more nimble companies that helped change the course of how we did business. They realized that the best way to retain customers wasn’t by dropping their pants on rates….it was by differentiating themselves in the marketplace. The best way to do differentiate themselves in the market was through their people. For years every industry claimed that, ‘Our people are our most valuable asset’, however, only a few practiced this mantra. Companies such as Manitoulin, Dynamex and Muskoka Transport actually practiced it (you will note that all three of the carriers mentioned have grown dramatically in the past 30 16

years). Their philosophy was simple…create as many points of contact with the client as possible. Build the relationship from within the company with the client. Simply put… the more interaction the better.

Now the simple act of having multiple points of contact with the client as opposed to a single point is not new by any stretch.

However, the focus for those who did it right was to build relationships with people who were in the decision making process and to make their experience with the company as favorable and positive as possible. The days of the single point of contact were slowly fading away and business partnerships were formed. Again, the term ‘Partnerships’ was not a new one, but the concept itself was uncommon in trucking. As a result, the evolution away from the ‘old ways’ was slow and arduous. Some of the larger LTL carriers still have not evolved.

Which brings us to today….relationships and partnerships are certainly t h e buzz

on simply the customer’s request. A strategy would be mapped out, the customer would be satisfied….and then operationally the program would fail. This failure would always start a war between departments as Operations would claim that Sales oversold and Sales would claim that Operations could not execute. The customer would become unhappy and the account would be at risk before any traction could be obtained…..how many of us have told this exact story??

A coordinated sales effort involves all departments to systematically determine what a customer needs (as opposed to what he asks for) and what we can execute. The customer is only interested in a solution, so the specific ask, may not be what is required to solve the problem. A coordinated effort between all parties involved will ensure a strategy is put into place that is both executable and solves the customer’s problems. This process also shows the client the level of detail you are prepared to go through prior to ever touching their product. It also ensures that the launch will be seamless and instills confidence that the client made the proper decision when it chose you.

2)Solutions Based Approach words that the industry likes to through around when discussing the sales process and its ultimate goal with the client. But how many actually are successful in this process….and what makes them successful?? Quite frankly, there are several steps involved to developing a successful sales strategy, but at the risk of oversimplifying I will reduce it to 3 stages.

1)Coordinated Sales Effort

Always remember that you are the expert.

The client may not always know what they want, but they will always know what they need….a solution to their problems.

Never commit to a proposal made by the customer without doing your ‘due diligence’.

The client is only interested in successful commitments and absolutely no interest in broken promises. It is always proper to tell a customer that you cannot do something, provided you give them acceptable options (i.e. ‘we can’t do this, but we can do that’).

The solutions is key and if that means you have to get everyone from the president to the floor cleaner to find the proper solution…. then do it. A solutions based approach will always look like a customized fit for the client. The reality is that you present an offering that you can execute fairly easily and not one that falls outside of your core competencies.

In the past it would not be uncommon for the sales team to put together a plan based INSIDETRUCKING.CA

3) Train your Staff to be Customer Focused This is typically were most companies fail. They talk the talk, but fail to educate their staff and provide adequate training to execute the philosophy properly. First and foremost, there is no such thing as a ‘bad customer’ if the following criteria is met. If the customer is paying the invoices in a timely fashion and the business is profitable (profitability should be determined well before anyone becomes a customer), then they are a good customer. Bad customers only exist if they do not pay their invoices on time or their business is not profitable….that’s it. As a result, all clients should be given the respect and courtesy they deserve. It takes months and often years to secure some accounts, but your reputation can be damaged in seconds by and unpleasant phone call, or a bad attitude. Now, I understand that we all have different personalities and that some of your best employees may not necessarily be ‘people persons’, I myself have been reminded on several occasions that I am not as warm and fuzzy as I would have hoped. However, when in the presence of a client, I am attentive, pleasant….almost charming.

Expectations should not change employee to employee.

Treat the client in a manner that you want to be treated. If a customer is upset…take it….offer a solution, and if necessary, escalate. Always remember, that when a customer is upset and is calling you….in all likelihood, we screwed up. If you have employees who are incapable of empathizing with the client on any level, they should never be put in a position of talking to the customer. The customer may not always be right….but they are always the customer. Confrontational people have no business having direct interaction with your businesses lifeblood. Doing so is not only detrimental, it is outright stupid.

The goal here is to create as many positive contacts with the client as possible. The more positive experiences that a client has the more likely they are to forgive the occasional service failure or problem. Drivers are part of your sales team as well. By far they have the most interaction with the client of anyone in your organization. Positive experiences with the driving staff can go a long way to securing business long term.

Conversely, negative experiences with the driving force can be the kiss of death to an account and you may not even be aware that the account is been put in jeopardy.

Here is the secret….all the buzz words like ‘partner’, really amount to nothing. The goal of any one in transportation is to become an extension of the customers business. When the relationship is such that you become indispensible…. when they ask your opinion on how to deal with a situation related to your expertise….when they know your employees and speak to them on a first name and a personal level…..you have a bond that extends beyond the client/vendor construct and move into model that truly is a partnership.

NEWS

Kenworth T680 Advantage Road Tour Excites Truck Operators with Fuel-Saving Ideas

Fleet and truck operators learned more about bolstering fuel economy as the Kenworth T680 Advantage Road Tour recently opened with its first dealerhosted events at Worldwide Equipment (Lexington, Ky.), Truck Enterprises (Harrisonburg, Va.), and Kenworth of Pennsylvania (Dunmore, Pa). The tour runs through September in the United States and Canada.

Coleman said. “There’s always a new level of excitement among customers and our staff when Kenworth introduces a new truck configuration, especially when it offers significant fuel efficiency improvements.”

The tour then traveled 300 miles north to Dunmore, Pa. “Among customers who visited our Dunmore dealership during

better fuel economy performance they’re already getting with their standardequipped T680s.”

The new Kenworth T680 Advantage is Kenworth’s most fuel-efficient truck. It begins with the optimized powertrain combination of the 2014 PACCAR MX-13 engine and the Eaton Fuller Advantage™ 10-speed automated transmission, and incorporates fuel-economy drive axles (such as the new Dana AdvanTEK) and special factory-installed aerodynamic package. As a result, the T680 Advantage with 76-inch sleeper offers up to a 5 percent fuel economy improvement* compared to last year’s T680 76-inch sleeper with 2013 PACCAR MX-13 engine, Eaton UltraShift® PLUS LAS 10-speed transmission, and Dana DSP40 6x4.

“Seeing

the

new

Kenworth

T680

The tour’s first stop at Worldwide Equipment’s dealership in Lexington featured a cookout and drew customers to learn more about the T680 Advantage’s optimized powertrain combination of the PACCAR MX-13 engine and the Eaton Fuller Advantage 10-speed automated transmission. Visitors also viewed the double-expanding, 53-foot tour trailer with an interactive, selfguided exhibit, where they learned more about the T680 Advantage, new Kenworth T880 vocational truck, and 12.9-liter PACCAR MX-13 engine, and Kenworth history.

Kyle Coleman, marketing coordinator for Truck Enterprises, said customers were impressed with the T680 Advantage during its next stop at Truck Enterprises - Harrisonburg, which featured a barbecue and attracted customers and guests.

“This tour gave us a chance to showcase the innovations and strengths of the new Kenworth T680 Advantage truck,” 18

the road tour’s stop, we had some folks from a local food distributorship that just took delivery of two Kenworth T680s stop by,” said Bill Burns, corporate new truck sales manager for Kenworth of Pennsylvania. “They believe the Kenworth T680 Advantage could improve on the half mile per gallon

Advantage and hearing the reaction from our customers has really energized us,” Burns added. “Truck operators are looking for ways to gain maximum fuel economy out of their equipment and the T680 Advantage certainly delivers.”

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23 Days….

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T

hat’s all it took for a number of Trucking Industry Executives, Staff, O/O’s and Drivers to walk around the world (25,000 miles) as an industry.

The industry started on this journey on July 1 at 12:01AM. Healthy Trucker (a division of NAL Insurance) partnered with Transportation Media to bring the very first Healthy Fleet Challenge to our industry.

This challenge was set up to bring more awareness to getting up and walking more. It’s no secret that our industry struggles with good health. The Healthy Fleet Challenge was a fun way to encourage trucking company executives, O/O’s, Drivers and Staff to do something about the sedentary lifestyle many of us live.

In just over 3 short weeks of the challenge, more than 30 teams were made up of over 300 participants measured their steps with a FitBit Device (wearable technology) or Moves Application (which converts an iPhone or Android phone into a pedometer). They walked, ran, skipped and worked out to more than 50,000,000 steps and burning more than 2,300,000 calories as an industry. If this was set up as a weight loss challenge, this many calories could be an equivalent to losing up to 657 pounds!

Although the initial goal of the challenge was to walk 25,000 miles as an industry (once around the world), everyone we spoke to feels they have too much momentum going at their company to stop now and wants the challenge to continue. Even though the only prize offered were bragging rights, it’s incredible to see what a little competition has done for moral at many of the companies that have participated.

Every fleet that we spoke to felt the challenge added value to their wellness goals. Sheldon Hayes, Manager, Safety, Compliance and Recruiting at C.A.T. told us “We continually look for ways to promote healthy choices for our C.A.T. team members and were very excited to be able to participate. The response we had to our communication about the Challenge was tremendous, with a total of 29 people having stepped up within a week.”

“One of the many great things about the Challenge is how easy it was to join” suggested Haye’s. “The website has helped bring our people together by having fun monitoring each other’s steps, and engaging in lots of good-natured competition for bragging rights.”

Teams were ranked by using the last 7 day’s step average and individuals and were also ranked on a daily basis as to who took the most steps on any given day at their respective companies as well as how they ranked with all individuals in the challenge.

“There is far too much interest from all participants to quit now” reports Aaron Lindsay, Healthy Trucker’s Marketing Manager. “We will keep the website open and continue to invite other teams to sign up to hold their own internal step challenges.”

Healthy Trucker is currently working on the next Challenge that will begin September 1st and the leaderboard will be an even bigger event.

In the meantime, fleets and allied trades are invited to continue to build their teams and hold their own internal challenges. To sign your team up to the challenge, visit www.healthyfleet.com.

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HEALTH

BYGLENNCALDWELL Glenn Caldwell is the Vice-President of Sales for NAL Insurance Inc. of London ON. For over 25 years, Glenn has worked closely with many fleets across the country to ensure their Owner/Operators have the protection they need to Keep Rollin’.

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EDUCATION FEATURED

ARE YOU COVERED?

Over the past number of years I have offered advice on how Owner Operators can make themselves more profitable and hopefully some of you have listened and derived benefit from my writings. What I want to explain in this article is how to protect the small business that you have worked so hard to build. As with most small businesses, the owner is also the company’s only employee and if something should happen to that person the entire company is at risk, along with any personal assets that might be owned or co-owned by them, why would personnel assets be on the line? This is an easy question to answer but could end up being a hard pill to swallow if you ever find yourself in this situation after an accident. If you have a bank loan on your truck, chances are the financial institution you used, asked for (or demanded) a personal guarantee as a prerequisite for the loan. By signing that document you gave the bank the authority to force you to sell any personal assets that you might own to satisfy the balance of the loan should you default for any reason.

22

Have an accident with inadequate insurance?

Doesn’t matter, make the payments - pay the loan. Got sick? Had a Heart Attack?

Doesn’t matter, make the payments - pay the loan. You can see where I’m going with this. I know these scenarios are not pleasant topics, but I felt the need to get them on paper - because I have seen it happen (too many times). One of my favourite Owner Operators when I was running a carrier had a minor heart attack but was still going to be out of commission for at least 6 months, this guy was a great operator, clean equipment, worked hard, everyone liked him and then bang he had a heart attack. I remember going up to the hospital and seeing him, which is where I learned that he had no insurance for such an event and no nest egg at all. He and his wife had a house with a mortgage and a small amount of money in RRSP’s, that’s it!

Of course you can find a driver and put them in your truck while you’re convalescing but I must tell you that this is a risky path to take, you better be sure the person knows their stuff and doesn’t cause more problems

than they solve. The other thing to consider is that you might be able to make your truck payment, but of course any income that you might have used to satisfy your needs at home will now go directly to the driver, so what now? The correct thing to do, as usual, is to do your homework and make sure that you have all (or most) of these scenarios covered with insurance. I have seen how things should work when the proper insurance is purchased and problems happen and I’ve seen the other side.

One crucial product to have is WSIB/WCB Alternative Insurance; this product is a nobrainer for Carriers that contract with Owner Operators. This type of coverage provides long-term protection for On and Off the Job Injuries (unlike WSIB, which only covers On the Job situations), and is usually packaged with comprehensive Out of Province Medical Insurance (to cover Emergency Medical Expenses when travelling across the border).

This Insurance should be a mandatory requirement at Carriers. Further, The sales INSIDETRUCKING.CA

BYRAYHAIGHT CEO at Transrep Inc. Executive Consultant at NAL Insurance President at Haight Consulting Group Inc.

rep should make sure each Owner Operator is aware of the scenarios listed above, as well as other possibilities, for instance, the negative effect on cashflow in the event of an accident (Deductible Buydown Coverage), the impact of a Cancer Diagnosis (Critical Illness and Sickness Coverage), or the getting stuck on some lonely highway in the middle of the night (Truckside Emergency Road Service). I hate to sound like a commercial, but I wouldn’t write it if I didn’t believe in it. Proper insurance protection is a necessary component of any sound business; unfortunately too many Owner Operators lack proper coverage and only find that out after it’s too late.

Coverage or Critical Illness Protection. His comment was “all insurance companies are jokes, they will gladly take your money, but when it comes time to claim they throw up as many road blocks as possible”. Luckily, the fleet he drove for made the coverage mandatory. Further, after the NAL rep got a chance to meet him one on one, he decided to increase his Critical Illness protection to $50,000. It decision turned out to be very timely, because 13 months later he was diagnosed with colon cancer. Luckily, they caught the cancer in time; he has since recovered fully, but did admit that if it wasn’t for the $50,000 Critical Illness settlement he may have lost everything.

too many drivers have similar opinions. The reality is that equity in a depreciable asset is certainly not the foundation of a solid financial plan, especially in a distressed situation. Unfortunately, within 12 months, this driver was tarping down his load fell from the deck and broke his arm and collarbone.

The results, Due to the nature of the injury, he required two surgeries and was off for an entire year. The truck was long gone (sold for less than half what he thought it was worth), and a house in foreclosure proceedings. This could have all been avoided with a little perplanning, food for thought (and motivation to get you financial house in order).

To reinforce my point, here are a couple real world scenarios that NAL Insurance Company has passed on to me, one with a good outcome, and one with a not-so-good outcome. The first one deals with a 47-yearold driver from the Windsor area. During a driver meeting, this gentleman was vehement that he didn’t need WSIB Alternative

This brings me to the not-so-good story.

After a two-hour sit down with a NAL rep, an Owner Operator from rural Ontario made the unfortunate decision to “pass” on valuable Disability coverage. His premise was “I own my truck out right, no loan. If something happens, I’ll just sell my truck and live on the proceeds until I recover”. Unfortunately,

Safe Trucking Rjh

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Ryder Helps Customers “Keep it Cool” with New Refrigerated Truck Warranty Free 12-Month Warranty on Qualified Used Refrigerated Trucks, Offer Good through September Ryder System, Inc. a leader in commercial fleet management and supply chain management solutions, announced the launch of its new “Keep It Cool” promotion in the United States and Canada. The promotion is available through September 1, 2014 and offers a free 12-month warranty, underwritten

by Premium 2000+™, on qualified used refrigerated trucks. The new Ryder warranty offering covers both the truck engine and the refrigeration unit.

“We designed this special warranty to give buyers added piece of mind when making a decision to purchase a used refrigerated vehicle,” said Ryder Vice President of Asset Management and Vehicle Sales, Eugene Tangney. “Our customers need reliable vehicles to keep their businesses running and this

promotion reinforces our commitment to provide them with the best quality, dependable used vehicles in the industry.”

Used refrigerated trucks from Ryder have become a trusted option for companies that transport temperaturesensitive and perishable cargo for many years. Ryder’s food and beverage industry expertise also extends beyond vehicles, to a full range of supply chain solutions that thousands of companies rely on in order to deliver great customer service, compete more effectively and focus on their core business. With Ryder as a trusted partner, businesses can tap into Ryder’s industry expertise, national network of maintenance facilities with expert refrigeration technicians, and warehousing space, along with the latest

CIO 100 Awards Recognizes Daimler Trucks North America for Achievement in Information Technology Daimler Trucks North America (DTNA) has been recognized by the CIO 100 Awards for excellence in information technology for its Detroit™ Virtual Technician™ onboard diagnostic system.

The CIO 100 Awards honor the top 100 companies in the world that are using IT in innovative ways to deliver competitive advantage, optimize business processes, enable growth and improve customer relationships.

Virtual Technician is the industry’s first real-time, factoryinstalled remote diagnostic system. Its proprietary technology reduces downtime and decreases maintenance costs by providing a technical snapshot of the engine’s status as soon as 24

in tracking technologies and best-inclass safety processes.

Ryder’s used vehicle inventory includes commercial and heavy-duty vehicles including tractors, trailers, straight trucks, panel and cube vans, refrigerated trucks, and stake trucks. Each vehicle is Ryder Road Ready™ certified and comes with a 30-day warranty and complete vehicle maintenance history. Ryder is one of the largest retailers of used vehicles in North America, selling more than 17,000 vehicles a year from over 59 used vehicle sales centers across North America, including seven in Canada.

fault codes are triggered. More than 70,000 Freightliner trucks featuring Detroit engines are equipped with the sophisticated system.

“We are pleased that DTNA and Virtual Technician have been recognized by the CIO 100 Awards for its pioneering technology and industry leadership,” said Dieter Haban, chief information officer for Daimler Trucks North America.

“Virtual Technician was developed to immediately benefit our customers’ uptime, and has served as the cornerstone for our achievements in telematics.”

Virtual Technician is part of the Detroit Connect suite of integrated telematics solutions. Introduced in 2013, Detroit Connect also includes Visibility fleet software and is the industry’s first integrated OEM telematics solution for commercial drivers and fleet operators.

“For 27 years now, the CIO 100 awards have honored the innovative use of technology to deliver genuine business value,” said Maryfran Johnson, Editor in Chief of CIO magazine & events. “Our 2014 winners are an outstanding example of the transformative power of IT to drive everything from revenue growth to competitive advantage.”

Executives from the winning companies will be recognized at the 2014 CIO 100 Symposium & Awards Ceremony, on Aug. 19, 2014, at the Terranea Resort in Rancho Palos Verdes, Calif.

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TEHNOLOGY

Volvo Trucks Introduces Innovative Approach to Fleet Management Services by Telogis For-hire and private fleets can eliminate paper logs and more easily manage and meet federal, state and local mandates with hours-of-service, Driver Vehicle Inspection Reports (DVIR) and more with Telogis Compliance. Coupled with Compliance is Telogis Navigation that delivers truckspecific, real-time road conditions and community-based navigation updates that help to maximize uptime and improve ontime arrivals.

Volvo Trucks is complementing its Remote Diagnostics connected vehicle platform with the introduction of fleet management services provided by Telogis, a leading provider of cloud-based location intelligence software.

Volvo’s integrated connected vehicle hardware, standard on new Volvopowered Volvo trucks, allows motor carriers to utilize Telogis’ best-in-class Fleet, Compliance and Navigation applications, while eliminating hardware purchases and installation costs traditionally associated with fleet management systems. Actionable information delivered through the Telogis platform helps motor carriers control costs, increase safety and hours-of-service compliance, improve customer service and enhance operations.

“We’re pleased to collaborate with Telogis to deliver tremendous value to motor carriers seeking flexibility and the robust information needed to fine-tune their operations,” said Göran Nyberg, president, Volvo Trucks North American Sales & Marketing. “Leveraging the connectivity of our vehicles to facilitate fleet management services represents a breakthrough for fleet managers, who are no longer captive to hardware. As part of our long-term strategic focus, we’ll look toward further integration of our vehicles with best-in-class fleet management solutions.”

Volvo Trucks and Telogis will offer three fleet management packages, all of which are currently available for order. Telogis Fleet for Volvo Trucks, Telogis Compliance and Navigation for Volvo Trucks and a bundled option that provides the full suite of services offered in the Fleet and Compliance and Navigation packages. Telogis services are enhanced by the addition of Volvo-specific vehicle data, providing fleet managers and operators with an inside look at driver/ vehicle performance and history. The services will be available during the third quarter of 2014 for the more than 60,000 Volvo trucks already equipped with Volvo’s connected vehicle hardware.

Telogis Compliance and Navigation for Volvo Trucks

Telogis Fleet for Volvo Trucks Through hardware that is built into all new Volvo-powered Volvo trucks, customers can activate Telogis services over the air, delivering a reliable, scalable and comprehensive fleet management solution.

Fleets gain insights to help improve operations, asset utilization and driver safety. Customers also benefit from viewing their entire fleet of vehicles and assets on one dashboard for all trucks in their fleet.

“With increasingly complex compliance regulations and the need to more effectively manage safety, productivity and costs – telematics, compliance and navigation software are no longer a ‘nice to have’ – it’s now a ‘have to have,’ ” said Susan Heystee, executive vice president, worldwide sales at Telogis. “The ability to easily access mission-critical tools and information from the Telogis platform will transform the way Volvo customers do business.”

The standard hardware on all Volvopowered Volvo Trucks built for the U.S. and Canada also enables Volvo’s Remote Diagnostics, which provides proactive diagnostics and repair planning assistance.

Remote Diagnostics has demonstrated a marked improvement in repair accuracy and efficiency, reducing the average diagnostic time at a service location by up to 70 percent and lowering the average time of repair by more than 20 percent. The service also helps improve parts availability and provides technicians at the repairing dealer with easyto-read repair instructions before the truck arrives for service. Remote Diagnostics also facilitates service case communication and documentation among Volvo Action Service, dealers and customers through ASIST, Volvo’s web-based service management tool.

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SAFETY & COMPLIANCE

ATRI Releases Study Evaluating the Impact of CMV Enforcement Disparities on Carrier Safety Performance The American Transportation Research Institute (ATRI), the trucking industry’s not-for-profit research organization, released its newest study, Evaluating the Impact of Commercial Motor Vehicle Enforcement Disparities on Carrier Safety Performance. According to Steve Niswander, Vice President, Safety Policy & Regulatory Relations of Groendyke Transportation and ATRI Research Advisory Committee (RAC) Chairman, “This assessment was ranked as the number one research issue for the industry during our annual RAC meeting in 2013 and its impact on the industry should be significant.”

This landmark analysis documents the necessity for some flexibility in developing enforcement strategies specific to a state’s needs, but also confirms that state enforcement disparities create uneven safety playing fields for carriers that have different operating patterns and mileage exposure in the lower 48 states.

Furthermore, the different priorities and violation issuance rates across states dramatically undermine the uniformity of

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CSA – a supposedly standardized safety assessment program. By simply crossing into an adjoining state, carrier BASIC scores can change markedly. For example, ATRI’s model calculated one carrier’s Hours-of-Service percentile decreasing by 4.2 points, but their Vehicle Maintenance percentile increasing by 12.2 points if state violation rates were normalized. Finally, based on two nationally recognized violation lists most closely associated with future crash risk, ATRI’s research documents considerable variability in state emphasis on those violations that generate the greatest safety benefit.

ATRI’s research findings generate from four specific tasks: * State Data Metrics Compendium which compares and contrasts several dozen safety and operational metrics for the lower 48 states. *Relating Violations to Crash Risk Analysis reveals that while certain violations have a stronger relationship to crash risk, these violations may not be equitably emphasized across states.

* State Enforcement Objective Case Studies evaluate the impact of six specific state enforcement priorities on actual safety outcomes. *Carrier Case Studies quantify the impact of state enforcement disparities on specific motor carrier safety measures within the Safety Measurement System (SMS), based on an ATRI-developed model that assesses the impact that standardizing state enforcement activities would have on SMS scores across seven carriers.

“ATRI’s study unequivocally quantifies what we know is a serious defect in the CSA scoring system – that carrier safety performance as represented by BASIC scores can be dramatically impacted by the states in which a carrier operates based on nothing more than the states’ varying enforcement priorities. Until these disparities are rectified, peer-based comparisons within CSA’s scoring system will continue to be flawed and of little value as a tool for monitoring carrier and driver safety performance unless accounted for properly,” commented Brett Sant

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Freightliner Trucks Adds to Natural Gas Product Options Freightliner Trucks announced that the Cummins Westport ISX12 G heavy-duty natural gas engine will be available as a factory-installed option for the Freightliner 114SD severe duty truck model in 2015.

The 114SD-ISX12 G combination will be ideal for the demanding jobs that the 114SD is designed for, such as mixer, crane and sewer vac. The 12-liter ISX12 G heavy-duty natural gas engine features ratings of up to 400 hp and 1,450-lb-ft torque, and operates on compressed natural gas (CNG) or liquefied natural gas (LNG).

Factory-installed back-of-cab mounted CNG tanks are available in 60 and 75 diesel gallon equivalent (DGE) configurations The 114SD has been available with natural gas with the 9-liter Cummins Westport ISL G engine since 2011. With the upcoming availability of the ISX12 G, fleets can get the horsepower and torque ratings they need to meet the toughest of applications

“The 114SD, when paired with the Cummins Westport ISX12 G heavy-duty natural gas engine, will provide our vocational customers with another green option for their toughest jobs,” said Mary Aufdemberg, director of product marketing for Freightliner Trucks. “Our entire natural gas product line – from the 114SD to the M2 112 and Cascadia 113 – is not only environmentallyfriendly, but durable, productive and powerful.”

Built on Freightliner’s severe duty platform and designed for a variety of applications, the versatile 114SD features a chassis engineered for ease of body upfit and is available with a wide range of vocational rear suspensions and frame options up to 4.4 million RBM. A heavy-duty frame, steel reinforced aluminum cab and flexible specs make the 114SD ideal for the toughest jobs.

Freightliner’s commitment to green technologies is part of parent company Daimler AG’s global “Shaping Future Transportation” initiative. Launched in 2007, the initiative is focused on reducing criteria pollutants, carbon dioxide and fuel consumption through the utilization of clean, efficient drive systems including clean diesel and alternative fuels. Since 2008, Freightliner Trucks has sold more 3,500 natural gas-powered trucks and tractors.

Kenworth Class 8 Trucks Available for Order with Spicer AdvanTEK 40 Tandem Axle Kenworth has added Dana’s Spicer® AdvanTEK® 40 tandem axle for new Class 8 pickup and delivery, regional haul and linehaul trucks equipped with the Kenworth AG380 or AG400L suspension. ”The Spicer AdvanTEK 40 tandem axle is an excellent, fuel-efficient addition for new Kenworth Class 8 trucks,” said Kurt Swihart, Kenworth marketing director. “The AdvanTEK 40 axle is featured as a key part of the special Kenworth T680 Advantage configuration designed to help Kenworth customers maximize fuel efficiency.

maintenance U-tube breather; wheel differential locks; innovative lube flow enhancements; and the SelecTTrac™ solution for widebased single-tire configurations.

” The Spicer AdvanTEK 40 axle incorporates leading design solutions, such as innovative gearing, which can help increase fuel economy, improve reliability, reduce vehicle weight, and decrease total ownership costs, according to Dana. The axle was developed with some of the industry’s fastest axle ratios to handle higher torque and lower engine RPM at cruise speed. Axle ratios of 2.26, 2.39, 2.53, 2.64 and 2.79 are available on Kenworth Class 8 trucks, including the T680 and T880.

The innovative and patented technologies offered on AdvanTEK 40 include a flow-through lubrication system for the inter-axle differential; high-efficiency, on-demand lubrication pump; no

New Features Now Available for Freightliner Vocational Trucks Freightliner Trucks has introduced several new options for its medium duty (M2) and severe duty (SD) truck models.

“We are dedicated to providing our vocational customers with a breadth of options that contribute to durability and benefit on-the-job performance,” said Mary Aufdemberg, director of product marketing for Freightliner Trucks.

to benefit fuel economy and performance.

The new options include: • Hood Mounted Mirrors for the 108SD and 114SD: Ideal for plow applications, the new bell-shaped, hood-mounted mirrors are available heated or non-heated, and feature a tripod-style mirror base.

• Watson & Chalin Lift Axle Suspensions are now available on all Freightliner severe duty (SD) truck models. Designed for use with single tires, the Watson & Chalin Lift Axle Suspensions offer proven durability and exceptional maneuverability, and can quickly change ride height.

• A new rock guard for 108SD and 114SD: Designed for the harsh environments found in severe duty applications such as dump, plow and mixer, the rock guard protects the exposed region of the radiator between the grille and bumper.

• Hendrickson AeroClad 12-inch Logger Style Bumper: Available for the 122SD, the lightweight chrome bumper has cutouts for a center tow, driving lights and fog lights.

• Remote start/stop for the M2 106, M2 112, 108SD and 114SD with manual transmissions

Kenworth T680 and T880 Now Available with Bendix SmarTire System The Kenworth T680 and Kenworth T880 are now available with the fuel-saving SmarTire® Tire Pressure Monitoring System (TPMS) by Bendix CVS as an option when specifying these models.

The factory-installed Bendix system uses wheel-mounted sensors in each tire to monitor the tire’s pressure and temperature. Sensors are located on the steer and drive axle wheels. If tire pressure becomes too low, or tire temperature becomes too high, the system sends a signal to the driver via the dash display. Operating at recommended tire pressure is important for optimal tire life and fuel economy.

“Fleets and truck operators are becoming more proactive in addressing tire inflation as they strive to maximize each truck’s fuel efficiency,” said Kurt Swihart, Kenworth marketing director. “Now, with the Bendix system for the T680 and T880, they can take advantage of an easier, very efficient and time-saving way to regularly monitor tire pressure and temperature and gain enhanced tire life. The result can be less downtime and more money in their pocket.”

According to Bendix, a tire that is under-inflated by as little as 10 percent can result in a 1.5 percent drop in fuel economy, which may increase fuel spending by up to $1,000 per year for a single truck.

Under-inflation by 20 percent results in a 30 percent reduction in tire life. A tire failure on the road due to improper tire inflation can also rack up large roadside assistance charges, depending on when and where they occur.

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PUNJABI

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Auh bUMbeI jF afsfm ivc hI iPrdf huMdf hY [ AusdI ibrqI afpxI mMijSl nfl iek sur ho jfNdI hY [ mfl Auqfrnf hY, shI slfmq phuMcxf hY [ rfh ivc ikMny bYrIar,ikMny drKq, ikMny pul, ikMny hfdidaF

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nfl Ausdf vfh pYNdf hY [ iksy nUM AuWcf, iksy nUM nIvF boldf, rfqF jfgdf, Auh TIk afpxI mMijSl qy jf puWjdf hY [ mfl surwiKaq, ijvyN mF afpxy bwcy nUM iksy vI bfhr dI blf qo bcf ky rwKdI hY [ ies dI kI grMtI hY—ik rfh ivc koeI cor—zfkUM nhI pvygf ? koeI durGtnf nhI hovygI ? kdy gwzI KSrfb nhIN hovygI……? mMijSl qy phuMcx dI KusSI [ shI slfmq BfVf imlx df cfa [ Auh Tyky nUM vg qurdf hY [ pAUaf, mdIaf pINdf hY , rwj ky ijAUxf cfhuMdf kdy KrmsqI vI krn lgdf hY [ sfAU aKvfAudyN lok Aus koloN kMnI kqrf ky lMGdy hn [ ijvyN sSrfbI zrfeIvr afdmI nhIN koeI sfnH hovy [……

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lokF ny ikhf [ --‘ qwkVI vwty lY lE qy dukfndfrI kro……’ ivsSnUM jI ny asSIdvfd idwqf qy Auh bfxIey bx gey [……’ sfD ny kuJ sfh ilaf [ iPr boilaf—‘iPr kuJ hor lok afey…puwCx ‘qy boly……’jI, kursI qy bih ky kMMm kridafN rotI imly’…--jfE hr mihkmy ivc munsSI lwg jfE……’ ivsSnUM jI ny hukm idwqf qy Auh bfbU bx gey……ijhnF nUM qusIN pVy ilKy klrk kihMdy E……’ sfD inMmf ijhf muskrfieaf –‘iPr kuJ lok afey……Auh boly jI kursI vI imly, kMm vI nf krnf pey [‘…mMg tyZI sI, ivsSnUM jI kuJ pl socdy rhy. iPr ikhf…jfE aiDafpk bx jfE……QozIaf gwzIaf ivc vI iliKaf huMdf hY……pYsf kmfAux nUM zfktrI—aYsS krn nUM mstrI, gflHF Kfx nUM zrYvrI qy kMzktrI [’ sfD iPr iphlfN vFg hwisaf—“kuJ lok bfhr rolf pf rhy sn [ivsSnUM jI nrfjS hoey, nfrdmunI nUM bulfieaf puiCaf—sSor ikAu hY ? nfrdmunI ny dwisaf, kuwJ lok pihlf afAuxf cfhuMdy sn ,mYN ikhf vfrI afeI qf jfieA [ pr hux vfrI af geI qfN kihMdy ny asIN aMdr nhIN jfxf [……ivsSnUM afp afvy sfzy pfs……[ -- ivsSnUM jI AuT bYTy [ mn aMdr KSPf vI hoey [ pr AUh bfhr af gey [mhfrfj dy lMmy kys ipwCy suwty hoey sn [ mohxf rUp sI…nYx nksS sfP sn [……’bfhr bYTy lokF ny iek dUsry nUM kUhxIaF mfr ky awKF hI iesSfry kIqy [ lONzf qfN vDIaY [‘ koeI boilaf…… ivsSnUM jI ny sux ilaf [ qfV ilaf, ieh Bwdr lok nhIN…sSfied cor-Aucwky hox [ inrfdrI vI brdfsSq nf kr sky [ kRoiDq ho ky AuhnfN imwtI dI muwT BrI qt clfvI mfrI [ Auh sfrI ipRQvI qy iKwlr geI [ nflS hI srfp idwqf…’jfE cugdy iPro…[‘ --qy Auh sfry lok zrfeIvr bx gey…[ ivsSnUM jI dI iKlfrI rojSI QF-QF qy cugdy iPrdy hn [ kdy dysS dy ies kony, kdy Aus kony,……afK ky sfD cuwp jo igaf qy ivafh vfly GrON afeI cfh pI ky,--‘cMgf Bgqf’ kih ky cilaf igaf [ sfD dI suxfeI imwQ-kQf bfry jdoN vI socdf hfN, qF jfpdf hY, ijvyN swc-muwc hI asIN QF-QF dI cog iPrdy, ivsSnUM df srfp hI Bog rhy hF [

BY BALDEV SINGH

INSIDETRUCKING.CA

14% of Trucks Will Be Alt Fuel by 2035; Autonomous Vehicles a Reality Worldwide sales of alternative fuel vehicles will reach 14 percent of total sales of medium and heavy duty vehicles by 2035, while the number of global sales of vehicles with autonomous capability will grow from zero currently to 94.7 million, according to a new report from Navigant Research.

Medium and heavy duty vehicles (MHDVs) running on alternative fuel represent less than 5 percent of the total vehicle market today, and the vast majority of these use conventional internal combustion engines (ICE) powered by either gasoline or diesel.

Navigant says that is changing as less expensive alternatives to petroleum-based fuels, such as natural gas, liquefied petroleum gas (LPG – also known as propane or autogas), and electricity make inroads in the market.

“Attractive business cases for medium and heavy duty alternative fuel vehicles are emerging across varying segments of the market,” says Scott Shepard, research analyst with Navigant Research. “Natural gas has a significant advantage over most alternative fuels, in that low fuel costs and advances in infrastructure for both liquefied natural gas and fast-fill compressed natural gas make the fuel competitive in all market segments, including heavy duty long-haul trucking.”

related Navigant report.

“Combinations of advanced driver assistance features that can enable semi-autonomous driving are now being brought to market for the first time,” says David Alexander, senior research analyst with Navigant Research.

“The cost reductions brought about by increasing volumes and technological advances make the installation of the multiple sensors necessary for such capability feasible.”

While diesel will remain the primary fuel choice of MHDVs throughout the forecast period, the percentage of MHDVs powered by diesel is expected to fall from more than 79 percent in 2014 to 76 percent in 2035.

Meanwhile, although significant challenges remain for bringing autonomous, or selfdriving, vehicles to market, the competition among vehicle makers to offer autonomous features in cars and trucks is strong, says a

While more testing is still needed to ensure robustness, the biggest practical hurdles before rollout to the public are not technological but relate to liability, regulation, and legislation, according to the report.

GENERAL

U.S. Department of Transportation Proposes New Regulation to Protect Motorcoach and Large Bus Passengers in Rollover Crashes The U.S. Department of Transportation’s National Highway Traffic Safety Administration (NHTSA) proposed a new federal motor vehicle safety standard to protect motorcoach and other large bus passengers in rollover crashes. The proposal aims to improve the structural design of large buses to ensure that passengers are better protected in a deadly vehicle rollover by ensuring that the space around them remains sufficiently intact and the emergency exits remain operable.

“The consequences for passengers in rollover crashes are severe,” said U.S. Transportation Secretary Anthony Foxx. “I want passengers to know that when this Department sees opportunities to make their travel safer so that they can more confidently visit their families or get to work, we are going to do just that and we believe this proposal is a step in that direction.”

Today’s proposed standard would establish

performance requirements that each new motorcoach and large bus must meet when subjected to a dynamic test in which the bus is tipped over from a raised platform onto a hard level surface. The proposed standard would: *Require space around occupant seating positions to be maintained to afford occupants a survivable space in a crash; *Require the seats, overhead luggage racks, and window glazing to remain attached to their mountings during and after the test; and *Require emergency exits to remain closed during the rollover test and operable after the test.

Both the proposed test procedure and performance requirements are closely modeled after the European regulations for large buses. In a separate rulemaking action to improve safety even further, the Department is planning on finalizing requirements later this year for stability control technologies in these vehicles, which would help prevent

rollovers from occurring.

“The traveling public deserves safer service and peace of mind when they board a motorcoach or large bus,” said NHTSA Acting Administrator David Friedman. “Stronger large bus structures, combined with seat belt use will help keep passengers secured and protected in the event of a crash.”

“Approximately 700 million trips are taken on commercial buses each year. Raising the standard for a motorcoach’s durability, in the event of a crash, is critical to saving the lives of the passengers inside,” said FMCSA Administrator Anne Ferro. “In addition to taking critical steps to improve the structural design of buses, we are committed to further increasing motorcoach safety through stricter oversight, in-depth investigations into highrisk companies, and by ensuring that drivers are properly licensed and medically fit for the job.”

ENTERTAINMENT

BOLLYWOOD

MASALA

hux ‘durgf rfxI isµG’ bxygI kYtrInf bflIvuWz dI bfrbI zOl kYtrInf kYP hux jldI hI sujfey Gosæ dI iPlm ‘c lyzI ikrdfr inBfa skdI hY» mIzIaf irport muqfbk sujfey Gosæ dI aglI iPlm ‘durgf rfxI isµG’ ‘c kYtrInf kYP kµm kr skdI hY» ieh iPlm iek jfpfnI QRIlr iPlm qoN pRBfivq hY» s¨qrF qoN pqf lWgf hY ik sujfey ny kYtrInf kYP nfl ies bfry gWlbfq sæur¨ kr idWqI hY» sujfey ny iPlm leI kµm vI sæur¨ kr idWqf hY» hflFik iPlm agly sfl hI

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irlIjæ hovygI» kYtrInf ƒ ikqfb dI iek kfpI pVHn leI Byj idWqI geI hY» kYtrInf ies vfrI kuJ vWKrf krnf cfhuµdI sI» Aus ƒ ieh khfxI aqy afpxf ikrdfr psµd afieaf hY» hflFik kYtrInf ny ies bfry ‘c puWCx ‘qy hux qWk koeI vI jvfb nhIN afieaf hY» pRozksæn hfAUs dy sI. eI. E. qnuj mgr ny dWisaf hY ik sujfey iPlm ‘qy kµm kr rhy hn pr hux qWk koeI vI lyzI dI cox nhIN kIqI geI hY»

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ENTERTAINMENT

icqrFrdf ƒ psµd nhIN gihxy pfAuxf hfl hI ‘c sµpn hoey ieµzIaf kocr vIk 2014 ‘c vI sæRIrfj ijAUlrjæ leI rYNp ‘qy kYtvfk krdI njær afeI aiBnyqrI icqrFgdf isµG df kihxf hY ik inWjI jiæµdgI ‘c Aus ƒ gihxy pfAuxf bhuq jiæafdf psµd nhIN hY» iPlm ‘hjæfroN Kuafiesæy aYsI’ nfl msæh¨r hoeI aiBnyqrI icqrFgdf ny dWisaf, ‘’inWjI jiæµdgI ‘c mYƒ gihxy pfAuxf jF rWKxf Eny psµd nhIN hn pr jdoN QoVf sWjx df mOkf afAuNdf hY qF K¨bs¨rq gihxy hmysæf kµm afAuNdy hn»’’ iPlm ‘c vI icqrFgdf PYsæn qoN jiæafdf afpxy ikrdfr ‘qy iDafn idµdI hY» Aus ny ikhf, ‘’iemfndfrI nfl dWsF qF iPlmF ‘c PYsæn qoN ikDry vWD ikrdfr ‘qy iDafn dyxf huµdf hY» hF qusIN afpxy ikrdfr ƒ ikqy nf ikqy QoVHf stfeIilsæ bxfAuxf cfhuµdy ho pr ieh Audo hI Auicq huµdf hY jdoN cirWqr dI mµg hovy»’’ jiækrXog hY ik icqrFgdf ny ‘hjæfroN Kuafiesæy aYsI’, ‘Xy sflI jiæµdgI’, buafey’, ‘ienkfr’ aqy ‘afeI mI aOr mYN’ vrgIaF iPlmF ‘c kµm kIqf hY»

kµgnf ƒ quWky nfl imlI sI pihlI iPlm bflIvuWz adfkfrf kµgnf rxfEq ƒ AunHF dI pihlI iPlm ‘gYNgstr’ dy kfrn keI aYvfrz imly hn aqy kµgnf ny afpxI pihlI hI iPlm nfl drsækF aqy smIiKaf nfl afpxy aiBnY df lohf muµnvfieaf »kµgnf ny dWisaf ik idlcsp gWl ieh hY ik anurfg bsu dI ieh iPlm AunHF ƒ quWky nfl iml geI sI» kµgnf ny AunHF aPvfhF ƒ glq dWisaf ijs ‘c ikhf igaf sI ik iPlmkfr anurfg bsu ny AunHF ƒ iek kOPI sæfp ‘c dyiKaf aqy AunHF dy sfhmxy iPlm df pRsqfv rWiKaf» AunHF ny iPlmF ‘c afAux dy afpxy qjribaF ƒ anupm Kyr dy tI. vI. sæoa ‘c sFJf kIqf»ihmfcl pRdysæ dI rihx vflI kµgnf ny tI. vI. sæoa ‘id anupm Kyr sæoa kuC BI ho skqf hY’ ‘c ikhf jdoN gYNgstr iPlm leI myrf afzIsæn hoieaf sI, qF mhysæ BWt ny ikhf sI ik ieh lVkI qF bhuq CotI hY, musæikl nfl 17-18 sfl dI sfƒ aglI iPlm leI iek mjæb¨q mihlf cfhIdI sI, jo GWt qoN GWt 28-29 sfl dI hovy» 40

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ibpfsæf hux lV rhI hY nvyN qrIky dI lVfeI! afm qOr ‘q ybflIvuWz isqfiraF d ynWKry qy AunHF dy Krcy crcfvF ‘c rihµdy hn» inrmfqf ienHF qoN pRysæfn rihµdy hn» aijhIaF hI kuJ iæskfieqF hfl hI ‘c ibpfsæf bs¨ sbµDI afeIaF hn» ikhf jf irhf hYik Auh nf isrP afpxIaF iPlmF d yinrmfqfvF qoN Kud PIs lYNdI hY, sgoN afpxy stfeIilµg qy hor stfP ƒ Krcf vI AunHF ƒ cuWkx leI kihµdI hY» keI vfr isqfr yaijhy ivvfd qoN bcx leI Kud Krc AuTfAux lWgdy hn pr ibpfsæf n ymIzIaf ‘c ibafn jfrI krkysfP kr idWqf hYik AunHF dystfP df Krc vI pRoizAUsr dI jiæµmyvfrI hY» AunHF df kihxf hYik AunHF df stfP AunHF dI jiæµmyvfrI hYpr pRoizAUsr iPlm nfl juVy lokF ƒ ijs qrHF nfl PIs idµd yhn, AuNJ hI aYktr ƒ sµvfrx vfly dI vI PIs Aus ƒ dyxI cfhIdI hY» nf isrP sæ¨itµg dOrfn, sgoN iPlm dI pRomosæn dOrfn vI»ibpfsæf ny sfP kr idWqf h Yik ieh koeI nvIN gWl nhIN hY» asl ‘c klfkfrF dy stfP dI PIs iPlm kµtrYkt df ihWsf huµdI hYqy AunHF ƒ AuhI rkm idWqI jFdI hY, ijs ‘qy inrmfqf pihlF hI afpxI sihmqI jqf cuWk yhuµdy hn»afpxI afAux vflI iPlm ‘qmfsæf’ ‘c ieWkTy kµm kr rhy ieh dovyN ‘aYks lvrs’ hn, AuNJ hI aYktr ƒsµvfrx vflydI vI PIs Aus ƒdyxI cfhIdI hY» nf isrP sæ¨itµg dOrfn, sgoN iPlm dI pRomosæn dOrfn vI»ibpfsæf nysfP kr idWqf hYik ieh koeI nvIN gWl nhIN hY» asl ‘c klfkfrF dy stfP dI PIs iPlm kµtrYkt df ihWsf huµdI hYqy AunHF ƒ AuhI rkm idWqI jFdI hY, ijs ‘qy inrmfqf pihlF hI afpxI sihmqI jqf cuWk yhuµdy hn»

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Cummins ETHOS 2.8L Engine Demonstrates 50 to 80 Percent Reduction in Carbon Dioxide Emissions Cummins Inc. announced the development of an engine and powertrain that reduce carbon dioxide (CO2) emissions by as much as 80 percent compared with a baseline gasoline-powered mediumduty truck. The work was jointly funded by Cummins in partnership with the California Energy Commission (CEC).

CO2 is the primary greenhouse gas (GHG) emitted through human activities, accounting for the vast majority of GHG emissions in the United States.

More than 1,000 miles and 1,500 hours have been accumulated on the ETHOS 2.8L engine over the past two-and-a-half years, demonstrating that this technology is capable of far exceeding the 50 percent CO2 emissions reductions outlined in the project’s goals. A final on-road validation testing phase has been underway in the Sacramento, California, area since June and continuing into this month, and is being managed by Cummins Pacific, the exclusive California and Hawaii distributor forCummins Inc. “The Cummins ETHOS engine, developed through a research partnership with CEC, clearly demonstrates that by combining innovative engine design and combustion approaches with lowcarbon alternative fuels, we can determine a path to significant reductions in greenhouse gas emissions,” said Wayne Eckerle, Cummins Vice President - Research and Technology.

“Cummins produces industry-leading emissions-controls technologies and products, and we continue to explore new ways to make our company stronger and our customers more successful, while reducing our environmental footprint. We are very appreciative of the CEC’s funding participation in this important effort.”

The Cummins ETHOS 2.8L is designed specifically to use E-85, a clean-burning blend of 85 percent ethanol and 15 percent gasoline.

To take full advantage of the favorable combustion attributes and potential of E-85, the engine operates at diesel-like cylinder pressures and incorporates advanced spark-ignition technology. It delivers the power (up to 250 hp) and peak torque (up to 450 lb-ft) of gasoline and diesel engines nearly twice its 2.8-liter displacement.

The Cummins ETHOS 2.8L engine also incorporates an integrated stop-start system, which further reduces fuel consumption and emissions. In stop-start mode, the engine shuts down after the vehicle comes to a complete stop and the brake pedal remains depressed. As the driver’s foot is lifted from the brake, the system automatically starts the engine to seamlessly allow acceleration from the stop.

Cummins-integrated specific system controls, along with a robust starter, smart alternator and sensors, are all designed to handle the additional stop-start duty cycle and maintain reliable operation over the life of the engine. Cummins also worked closely with Allison Transmission® to integrate the 2000 Series transmission for smooth and efficient stop-start operation. The transmission is equipped with hydraulic circulation features to ensure smooth operation and quick vehicle launch during stop-start driving.

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T

he purpose of an electronic log is to record states, events and conditions used for heavy transportation in place of paper-based logbooks.

Some uncertainty lies with old school drivers and the ability to adapt to this new technology comfortably. We have quite high expectations of drivers. The local enforcement body evaluating drivers tend to look for superior accounting skills when assessing logbooks as well as expertise as a mechanic when gauging mechanical faults.

Company owners expect to see a complete trip report with perfect calculations.

Knowledge of the English language is expected as well as comprehension of the rules and regulations of the transportation industry. Driver education is a crucial feature, hence the need for adequate training sessions. During the time when HOS and logs were not implemented into the trucking system, an essential question was raised: “How will the drivers learn all these rules?”

Over time, the rules and regulations were developed for each driver to possess and utilize logbooks in order to operate a truck.

When I ask drivers their opinion regarding the EOBR’s, many say the expectation of this to be enforced will be years from now, while others relay their aim to drive only within Canada. My findings have shown a mixed approach expressed by many drivers. My findings led me to spend two hours educating a driver on EBOR. At the end of the training session he was slightly frustrated, yet is one of the 46

most experienced and safest drivers in the company.

The trucking industry has not yet recovered fully from the recession and changing regulations are not assisting in stabilizing the industry. Numerous trucking companies have expressed they are dissatisfied with existing truck operators and are struggling to recruit quality drivers.

This hiring situation may provide further difficulties when the EROB regulation is completely implemented. Based on my trucking management and safety consultant experience within the Greater Toronto Area, medium-sized companies that are constantly seeking quality drivers have had to deal with pushing drivers to deal with regular customers. The demand for drivers continues to increase which creates pressure for existing drivers to meet this demand.

Electronic logs have increasingly become a prevalent subject within the trucking industry. What will average size fleets do to survive in the industry? I believe rates will increase for everyone employed within a trucking business including drivers, owners, shippers, and consignees. Electronic logs have the ability to make driver’s lives easier as dispatch will refrain from pushing drivers, which in turn can eliminate risk.

The Dispatch Planners will play a vital role to ensure deliveries are completed in a timely manner. Companies large and small will likely have to hire employees to fill the position of Dispatch Planner. The duties of this role can include switches at different

stops, adjust sleeping hours and making drivers comply with these changes. Carriers want to ensure their drivers reach the destination, particularly when a consignee is waiting for the product to arrive.

Needless to say, implementing Electronic logs into the trucking industry will be an expensive transformation. The industry will require 10-15% more drivers for maximum efficiency across all operations. Built-in EOBR recorders will likely be the norm for installation by truck manufacturers. The question remains: Where will this increase in drivers come from? Hiring quality drivers will not only be a monetary cost, but will require time from owners to hire the appropriate individuals.

With EOBR’s implemented, we will likely see safer roads in the foreseeable future.

If there is more flexibility in the initial introduction to the driver’s privacy with regards to electronic logs, I believe they will accept this change in a positive manner. I am sure some drivers will be sceptical that they are being constantly monitored, termed as “driver harassment”. As time passes, the industry could willingly accept the changes as they witness first-hand the benefits of electronic logs.

As a consultant, I deal with road safety and expect that EOBR’s will make roads safer, drivers more efficient, instil discipline among dispatchers and overall more profitable for the trucking industry.

INSIDETRUCKING.CA

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