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SOUTH AFRICA

Serco has built 56 Dryliner truck bodies – including 16 demountable units – for the Durban-based company, City Logistics, which is expanding its wideranging distribution fleet. City Logistics is a leading southern African logistics service provider to retailers with a specific emphasis on apparel and footwear. With more than 100,000 square metres of warehouse space and a fleet of over 1,200 vehicles, the company provides a complete management service to several blue-chip customers and southern African retailers. City Logistics has established a comprehensive distribution network in Southern Africa. Daily operations in distribution include deliveries to retail, industrial and automotive customers while the line-haul division operates on a 24-hour basis, providing an interdepot service for distribution and FTL deliveries for key customers. Serco CEO, Clinton Holcroft, said City Logistics had wanted high cube load bodies, so Dryliner units built with Protec steel facings and an injected foam were offered to provide a highly durable and lightweight panel construction. “We met the customer’s requirements with a combination of 8.25m and 8.8m high cube bodies, built at our Durban factory,” said Holcroft. “Five of the units were adapted to accommodate towing draw bar trailers and sixteen of the units were demountable bodies to enable efficient turnaround for loading and offloading.” City Logistics Director, Anthony Naicker, and Fleet Manager, Rodney Pillay, decided on Serco’s Protec panel construction which had been proven previously, to offer improved durability and hence a longer lifespan for the vehicle bodies, while also meeting the required volumetric capacity, said they were very pleased with the builds and looked forward to continue growing the partnership.

AUSTRIA

The Schwarzmüller Group achieved sales of €409 million in 2021, compared to €366 million euros in 2020 (up 13 per cent). The number of trailers the OEM produced increased from 8,800 in 2020 to 9,966 (up 12 per cent). “Despite the ongoing pandemic and volatile market conditions, we have managed to break through a barrier in terms of turnover,” said Schwarzmüller Group CEO, Roland Hartwig. For the current year, Schwarzmüller has budgeted for a turnover of €460 million. However, this forecast is subject to the proviso that the geopolitical events in Ukraine cannot yet be evaluated. The supply of material and components as well as the price situation are still viewed as tense and subject to major fluctuations. According to Hartwig, with these sales figures and after the minimal increase in sales in 2020, the first year of the pandemic, it was possible to return to a double-digit growth trajectory that the company has enjoyed for almost 10 years. In 2021, 13,555 orders were received, which was 68 per cent more than in 2020 (8,053 incoming orders). The starting point for this boom was the investment backlog after the first year of the pandemic, said Hartwig. In addition, there was a trend in investments being made ahead of schedule, prompted by the incentives in place in some EU countries.

BELGIUM

Tanker specialist, LAG Trailers, has designed an AdBlue discharge installation under its own approval. To reduce wear and tear and improve servicing requirements, the LAG AdBlue discharge equipment does not feature moving parts and can also be connected to an additive pump. Master Designer, Verstraten, said the business identified increasing demand for connecting additive pump to AdBlue dispensers. “In order for an Adblue pump to function optimally, an additive is indispensable,” he said. “This is certainly

City Logistics expands fleet with Serco.

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LAG Trailers designs AdBlue installation.

where our AdBlue installation comes in handy.” LAG Trailers will provide its own AdBlue tankers with this option as standard. The new unloading installation was designed entirely in-house at LAG Trailers in Bree, Belgium. The company produces and assembles the new parts entirely at its own production site in Limburg. the company also uses Belgian pumps of the brand Packo that lend themselves perfectly to pumping AdBlue. In other news, CIMC Intermodal Equipment NL is a new subsidiary company of LAG Group. “All types of container chassis from the well-known LAG portfolio will be assembled in the Netherlands, on the sites of the former BURG Factory of Road Transport,” LAG said in a statement. “‘Creating Intermodal Excellence’ is not just a slogan but a determined goal. LAG Trailers sees to this in every facet.”

EUROPE

TIP Trailer Services has taken delivery of 10 three-axle curtainsiders which were manufactured by Wielton and fitted with running gear, telematics and lighting from BPW Group. The ‘super-efficient trailers’ are available for rent from TIP. “Together we enable vehicle operators to literally experience transport efficiency for themselves,” TIP said in a a statement. “And thus prove that solutions from the BPW Group bring in a noticeably higher added value.” The handover took place between Ralf Merkelbach, Head of Key Account Management Large Fleets Europe at BPW and Thomas Eibelshäuser, Head of Vehicle Purchasing at TIP Trailer Services.

FINLAND

Ekeri appointed a new CEO in February 2022. Matti Laurila, who held the role for more than five years, welcomed Christian Sundqvist to the executive position on 14 February 2022. After completing his studies in industrial management at Novia in Vaasa in 2004, Sundqvist began his career at the metal and technology firm Componenta. “I started as a method engineer and then became production manager,” said Sundqvist. “The job assignments were very instructive; gaining insight into Volvo’s production system was especially interesting. Componenta was making parts for Volvo’s factory in Skövde at the time.” After a stint of four years at Componenta, Sundqvist accepted a CEO position at metalworking company, Keymet. “What I didn’t know back then was that the financial crisis was lurking just around the corner,” said Sundqvist. “The recession was a harsh trial, but we chose to go our own way. We bought a larger company and weathered the storm.” When Sundqvist left the Keymet business after 10 years of service, the workforce in that organised had grown from five to 25 employees. By May 2018, looking for change, Sundqvist joined boat manufacturer, Nautor’s Swan, in the capacity of production manager. “We didn’t have an HR manager, so my job was quite versatile initially,” said Sundqvist. “I got to be both production manager and HR manager simultaneously. After a while, I could transition into focusing solely on being the HR manager.” Multiple factors reportedly contributed to Sundqvist’s decision to apply for

EUROPE

the Ekeri CEO position. After 10 years as a business leader, the practicalities of the job felt familiar, while the manager position at Ekeri offered new challenges. “I’m driven by a desire to develop, to challenge myself and at the same time help others reach their potential,” said Sundqvist. “That’s what prompted me to accept this assignment.” The company’s values, structure, and good reputation were also reported to be crucial to his decision. “There’s a positive atmosphere at Ekeri, and the employees like it here,” said Sundqvist. “One of my top priorities is that Ekeri will continue to be an attractive workplace in the future.” Last year, Ekeri sold more transport solutions than ever before, and in previous years major investments were made in the expansion of production capacity. Sundqvist emphasises that the current situation offers excellent opportunities for steady and controlled growth. “In my assessment, Ekeri is far from done growing,” he said. “The acquisition of OF Ekeri has strengthened our market position further, but there are still possibilities for us to expand, especially on the Nordic markets.” Environmental awareness is also one of Ekeri’s key advantages according to Sundqvist. “Ekeri is a pioneer in sustainable development, and I believe sustainable business is becoming increasingly important,” he said. “Climate-smart solutions might eventually become a standard criterion for suppliers to major customers.” In other news, last year, Stranraer-based haulier J Richardson singled out an ‘old-timer’ Ekeri trailer for special praise, given its age and faultless service in the family-run firm for over 13 years. “And it was already six years old when we bought it,” said Director, Alan Richardson. “It’s a typical Ekeri trailer with the multiple side-opening doors but with a front-mounted fridge. Despite many years hard work, save for a couple of hinges, it has cost us nothing in terms of maintenance or repairs – it just keeps going and looks as good as the day it arrived.” According to Richardson, the Ekeri trailer comes into its own on multi drops, carrying mixed loads such as cheese and sundry items, for various supermarkets in Scotland and England. “We first got the trailer to help with return loads of 600kg bags and have used it regularly for multi-drops because the side opening doors allow us easy access to any part of the trailer for quick loading and delivery,” he said. “It has the flexibility of a curtainsider but with the strength and security of a refrigerated box van and, considering it’s pushing 20 years of age, it really has proved to be a remarkable asset.”

GERMANY

The President of JOST Asia, Waltraud Matzenberger, shares her professional journey and experience as a female leader in a male-dominated industry. Matzenberger commenced her career in the commercial vehicle industry at German automotive business, Neoplan, where she went from internal sales to management of the Austria branch. She has also worked with truck manufacturers Scania and MAN. In 2008, Matzenberger joined businesses involved in construction and renewable energy, and by 2015 turned to JOST. Drawn to JOST, an internationally active enterprise with a non-ownermanaged structure, Matzenberger was particularly impressed with CEO Lars Brorsen’s work. “I noticed that there are personalities working here who act down-to-earth, approach this with great skill, diligence and perseverance, and are proud to have created something great,” she said. “In addition to the technical task as Head of Trailer Europe and the post-merger integration of axle production, these were decisive points, that it is not only the product or the industry in which I find myself, but that I get along with the people. In January 2018, I received an offer from JOST to move to Shanghai as President Asia. As I am responsible in particular for China, India, Far East, Japan and Korea, I deal with very different markets, customers, employees and cultures. At the time, these were also the incentives why I decided to go to Asia as a manager. This also included getting to know and understand the special features of the very different Asian markets, defining and introducing new strategic directions and generating profitable growth for JOST. After more than three years, I haven’t regretted this decision and today I would do it the same way.” One of Matzenberger’s biggest professional challenges was managing

JOST President Asia, Waltraud Matzenberger.

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male employees who had previously worked at the same level when she was a relatively young female manager. “The older I have become, the more this has changed,” she said. “Another major professional challenge was the decision to go to Asia. On the one hand, the challenge is to generate profitable and healthy growth for JOST here in Asia. On the other hand – the second big challenge – how do I manage to understand and pick up people in these foreign cultures. Before I went to Asia I had an intercultural training and that helped me that I could at least begin to understand how employees and customers think and act. The last major professional challenge so far was and is dealing with Corona. In particular, our production plant in Wuhan was very affected by the eight-week lockdown.” Matzenberger admits the automotive industry is still a male-dominated world. “I often experienced this myself at a young age and it wasn’t always easy,” she said. “In my mid-thirties, my experiences had brought me to the point where I had developed my way of dealing with people. Consistency, reliability, actively approaching people, the ability to work in a team and the willingness to go over the red line – you could also say sometimes over the pain threshold – have helped me to find my role in this man’s world.” To convey important things, Matzenberger recommends thinking about how you want to convey it, stand up and say ‘this is my opinion now’. “It shouldn’t seem like your opinion is the only correct one but stand by what you say,” she said. “Stay completely authentic – the point is to show what you want to move in the company. Then you will find your way.”

GERMANY

Technology group, ZF, generated sales of €38.3 billion in 2021, a 17.5 per cent growth year-on-year. Despite a challenging business environment, ZF achieved its financial targets. The 2021 sales result exceeded the 2020 figure of €32.6 billion, and above that of 2019 (€36.5 billion), while adjusted EBIT margin came in at 5.0 per cent (2020: 3.2 per cent). Meanwhile, ZF continued its strategic orientation, focused on the future of mobility, and secured substantial new customer contracts in the three core areas of electric mobility, autonomous driving and software development. “Despite the arrival of strong headwinds during the course of the year, we have remained firmly on course and achieved the targets we set at the start of the year,” said ZF CEO, WolfHenning Scheider. “With their dedication, determination and team spirit, our workforce has played a decisive role in successfully tackling the challenges of these extraordinary times. We have adapted to the new normal and have become even more agile, flexible and digital.” The second half, in particular, demanded exceptionally high levels of flexibility in production and materials management as a result of interruptions in the global supply chain and last-minute changes in customer orders. All of this took place, of course, against the ongoing backdrop of the global pandemic. Scheider said that ZF has reached strategic milestones and laid further groundwork for the future. By way of example, he cited the successful start of the Electrified Powertrain Technology division, launched at the beginning of the year, the integration of the WABCO acquisition into the new Commercial Vehicle Solutions division and the cooperation with Microsoft for the creation of the ZF Cloud. The latter will digitalise, network, and provide access to all corporate data and processes worldwide. ZF has also continued structuring its product lineup to serve the electric and software-defined vehicles of the future. Indeed, the Group has already secured substantial contracts for these solutions from international manufacturers of cars and commercial vehicles, providing an excellent basis for further growth. ZF is also striving to be climate-neutral by 2040. To achieve this, the company is acting in many different areas. For example, via power purchase agreements (PPA) concluded in 2021 with producers of wind and solar energy, ZF plants in Germany will be supplied with up to 210 gigawatt hours of green electricity in each of the years 2022 to 2025. The agreed volumes, which correspond to the electricity consumption of 72,000 homes, will reduce CO2 emissions by 80,000 tons annually. “We are focused on definitive measures and are securing contracts to make an immediate and demonstrable contribution to climate protection,” said Scheider. Within the scope of its sustainability strategy, ZF was also the first automotive supplier in Germany to issue two green bonds totalling €1 billion for the first time in 2021. The basis for this is the Green Finance Framework, in which ZF has laid out its structures and criteria for sustainable financing. The income from the bonds flows into the Wind Power business unit and electric mobility. “Our green bonds enable us to expand our circle of investors and bring our financing into line with our sustainability goals and our ‘Next Generation Mobility’

EUROPE

strategy,” said ZF Chief Financial Officer, Konstantin Sauer. The business is also focused on change via reskilling and upskilling. In 2021, ZF created around 3,600 additional jobs worldwide, mainly in the fields of electric mobility, autonomous driving and software development. The company also expanded its range of options for further training and qualification. These include the ‘E-Cademy’, a wide-ranging training initiative addressing electric mobility. The aim of the E-Cademy is to support the workforce through the technology transition. Among other things, it will enable them to gain specific qualifications for new jobs within the ZF Group. To-date, 13,000 employees have already taken part in the various learning programs. The second phase of qualification begins midway through this year. “The E-Cademy gives the ZF workforce the chance to help shape the future of mobility here with us, even if they began their career in another field,” said Scheider. To prepare the German ZF locations for the long-term future and to meet the changing needs of the industry, the first so-called ‘target agreements’ were concluded last year. They have been developed within the “Collective Transformation Agreement” (Tarifvertrag Transformation) signed with the employee representatives in July 2020. At year-end, on December 31, 2021, ZF employed 157,549 people worldwide (2020: 153,522). Also, the ZF Chairman of the Executive Board will not renew his contract, which expires in January 2023, at his own request. Wolf-Henning Scheider informed the Supervisory Board at its last meeting that he did not wish to extend his contract, which expires in January 2023. After more than three decades in the automotive industry and reaching the age of 60, he had decided to end his active

WE KEEP YOUR FLEET GOING WITH TIP

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time in the industry at the end of the year, to pursue other challenges. “Wolf-Henning Scheider has contributed decisively over the past four years, to ZF’s development into a leading supplier of cuttingedge electronic and mechatronic systems in its business fields,” said ZF Chairman of the Supervisory Board, Dr Heinrich Hiesinger.

GERMANY

Equipment specialist, SAF-Holland, increased group sales by 29.9 per cent from €960 million to €1,247 billion. The supplier of truck and trailer components recently posted its financial results for 2021 which clearly demonstrates an increase in demand for SAF-Holland products. “We look back on a successful 2021,” said SAF-Holland SE CEO, Alexander Geis. “We have slightly exceeded or achieved our targets for group sales and adjusted EBIT margin, which we raised last November. And this despite of the ongoing Covid-19 pandemic, strained supply chains and massive cost increases for steel, energy and freight. Without the strong cost inflation, we would have achieved a higher margin.” The business, according to Geis, is also well positioned financially. “Our equity ratio was a very solid 36.6 per cent as of December 31, 2021. The leverage ratio – the ratio of net financial debt to EBITDA – was 1.58, compared to 2.40 a year ago. Our solid financial profile allows us to take advantage of opportunities that may arise in the market.” Adjusted EBIT improved overproportionately by 58.4 per cent to €93.1 million (previous year €58.8 million) despite strongly increased cost for steel, freight and energy. This corresponds to an adjusted EBIT margin of 7.5 per cent (previous year 6.1%). The significantly lower selling and administrative expenses ratio had a particularly positive effect on the margin. In the EMEA region, sales improved by 32.9 per cent to €734.6 million in 2021 (previous year €552.9 million), mainly based on strong OE business. Adjusted for FX effects, sales grew by 33.8 per cent. “High steel prices and high freight and energy costs had a disproportionate negative impact on the cost of sales ratio, while the share of selling expenses declined significantly,” said SAF-Holland. “In total, this led to an adjusted EBIT of €67.2 million (previous year €52.7 million). The adjusted EBIT margin of 9.2 per cent was almost maintained at the previous year’s level of 9.5 per cent despite the cost burdens.” In the Americas region, 2021 sales increased by 20.9 per cent to €401.8 million (previous year €332.3 million) due to strong aftermarket and truck OE business. Adjusted for FX effects, sales improved by 25.0 per cent. “Cost increases for steel as well as higher freight and energy costs also burdened the Americas region,” said SAF-Holland. “Adjusted EBIT of €24.0 million was 78.3 per cent higher than in 2020 (€13.5 million). The adjusted EBIT margin improved significantly from 4.1 per cent to 6.0 per cent. The Asia-Pacific (APAC) region achieved sales of €110.2 million in 2021 (previous year €74.3 million), an increase of 48.3 per cent. Adjusted for FX effects, sales increased by 47.9 per cent year-on-year. “The main reasons for this significant increase in sales were the strong growth in OE business in India and the improved demand situation in Australia,” said SAF-Holland. “The aftermarket business also made a positive contribution to sales growth. “Compared to the strong increase in sales, cost of sales have risen only disproportionately. The lower selling and administrative expenses ratio also had a positive margin effect. The adjusted EBIT improved from €-7.3 million to a positive €1.9 million. The adjusted EBIT margin was 1.7 per cent (previous year -9.9% per cent).

POLAND

Trans Polonia Capital Group has strengthened its partnership of five years with semi-trailer manufacturer, Kässbohrer. In February, Trans Polonia added eight Kässbohrer bitumen tankers to its fleet. Trans Polonia Group is a specialised service provider of liquid fuels, and Liquified Petroleum Gas (LPG), liquid chemicals, liquid bitumen and liquid food products. The company operates across Europe leading its operational management from the Polish office in Tczew as well as offices in Holland, France, Germany and Spain. Trans Polonia Group CEO, Dariusz Cegielski and Kässbohrer Poland Country Manager, Jakub Dolaniecki, recently commented on this partnership. “Since 2017 we have been bringing Kässbohrer K.STS bitumen tankers into our fleet,” said Cegielski. “Recently, a further eight K.STS vehicles have strengthened our fleet. These vehicles are well equipped for the challenges of bitumen transport, and, thanks to their low tare weight, they enable lower fuel consumption and ensure efficiency.” Dolaniecki said: “Within Europe’s widest product range, we are offering the most reliable, robust and high-quality tanker and silo vehicles in 10 product groups with more than 100 different

EUROPE

Trans Polonia acquires eight Kässbohrer tankers.

vehicles. The sectors covered by our range include, food, raw materials, dangerous good transportation such as fuel and bitumen as well as construction transportation. “With our heritage full of ‘Enginuity’, we are offering the lightest bitumen tanker K.STS with the tare weight of only 6.250kg and with tank diameter of 2,000mm, our bitumen tanker enables lower fuel consumption and offers operational efficiency. “To meet the versatile working conditions, the vehicle can be equipped with fully pneumatic or remote controls, various insulation, and heating options and many more. “Our tank vehicles are manufactured to highest quality standards. With this regard, in 2013 Kässbohrer established The Academy for Welding Technologies to train competent certified welders by theoretical and practical training to continuously improve the quality of craftsmanship and to guarantee to manufacturing excellence at international norms. Upon completion of the program, welders are awarded with TÜV and DEKRA certifications. “Moreover, as Kässbohrer, we find the most competent after sales points for serving our bitumen tankers. We have a competent authorised tank, silo and low-bed service in Poland named CELTECH and we are ready to offer TDT inspections, full preparation, repairs and maintenance services to our customers from this point as well. “As Kässbohrer, we are determined

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to continue to meet the needs of our valuable customer Trans Polonia Group with our award-winning vehicles and growing after-sales services network.”

SPAIN

Logista, has acquired 70 per cent of Speedlink Worldwide Express, a specialist in express deliveries to and from Belgium and the Netherlands. Founded in 1995 by Dennis Scheltema, Speedlink has been the exclusive agent of Nacex – A Logista company – for the Benelux region since 2006. The company, based in Hoofddorp, near Schiphol Airport, has around 30 employees and serves growth sectors. Speedlink has developed a unique business model, based on an asset-light structure, specialising in time-critical transport services for healthcare, high-tech, automotive and e-commerce sectors. This acquisition enables the international expansion of Nacex’s services to Benelux, while strengthening Logista’s position in medical/healthcare distribution, and expanding its portfolio of services outside the Iberian Peninsula. Speedlink offers its premium express delivery services mainly in Spain, Portugal, Germany and the UK. The reached agreement contemplates the acquisition of the remaining 30 per cent of the business in the next three years. It also provides for Scheltema’s continuity at the head of the company, leading the development of growth opportunities, with Nacex’s support. The transaction will be paid with cash, with a maximum amount of 18.5 million euros for the acquisition of the 70 per cent of the company, based on the achieved objectives. “I am pleased to announce the acquisition of Speedlink, a long-standing partner of Nacex with whom we share a similar culture based on the service we provide to our customers,” said Logista CEO, Íñigo Meirás. “With this transaction, we are expanding our service portfolio, while also laying the foundations for Nacex’s international development.” In other news, Logista reported a net profit of 14 per cent according to Q1 2022 financial results. Despite the impact of the sixth wave of the pandemic, and in line with the previous year’s results, the reported numbers show growth in the group’s main income statement due to the Group’s activity and high performance. Economic sales have grown by 2.6 per cent to 299 million euros in the first quarter of the fiscal year, due to improvements in tobacco distribution, transport and pharmaceutical distribution in Iberia, as well as in the distribution of convenience products in Iberia and Italy. Logista also noted a double-digit increase recorded in the economic sales of the distribution of convenience products in Italy. Adjusted operating profit (Adjusted EBIT) amounted to 75 million euros, an increase of 8.5 per cent compared to the previous year. In this first quarter, capital gains of 6.0 million euros were generated, compared to 1.0 million euros in the same period of the previous year. These capital gains come from the sale of two warehouses in Spain. Operating profit also increased by 19.9 per cent to 68 million euros. Logista’s financial results amount to €4 million, compared to €8 million in the first quarter of FY2021. In this previous period, it included, in addition to the remuneration obtained from the higher cash flow, the collection of interest generated by the excess payments on account of corporate income tax in Spain in 2017 and 2018. The effective tax rate remained virtually stable at 26.8% in the first three months of financial year 2022. Net profit increased 14.1 per cent to 51 million euros.

UK

Manufacturer and supplier of pizza cheese and frozen chicken products, CK Foods, has taken delivery of a new Schmitz Cargobull trailer. The new S.KO Cool Smart refrigerated trailer will be used to transport chilled and frozen food across the UK. The new reefer will operate in conjunction with two Volvo FH tractor units and joins a fleet of eight 26-tonne rigid trucks and three trailers. It comes equipped with Schmitz Cargobull’s TrailerConnect telematics system which provides a comprehensive overview of the trailer and its load throughout every journey. Buyer at CK Foods, Huzaifah Bhamji, said: “In my opinion, the quality of Schmitz Cargobull’s trailers is just unbeaten – they are the best in the industry. On top of that, I can’t fault the Schmitz Cargobull team. They’ve been flexible to my business needs and their communication is excellent.” Mounted with a Carrier Transicold refrigeration unit, the S.KO Cool Smart features a new air distribution system that enables efficient, uniform temperature control inside the body. Constructed with Schmitz Cargobull’s shatter-proof and patented Ferroplast technology, the semi-trailer’s panels won’t absorb moisture, resulting in an energy-efficient, hygienic and age-resistant asset. It is also built on a galvanised and bolted Modulos chassis, which reduces weight without compromising on strength. “Our business is growing and we needed a trailer that would be up

EUROPE

to the job and able to meet our busy schedule,” said Bhamji. “The trailer’s high payload is an added bonus as it has reduced the number of trips my drivers have to take, which in turn reduces our costs.” The S.KO Cool Smart has been supplied on a full-service contract from Schmitz Cargobull and is expected to be in operation for between five and seven days a week for 10 years. CK Foods was established 21 years ago and specialises in chilled and frozen cheese and chicken product distribution to wholesalers and retailers throughout the UK. It has two manufacturing sites, one in Hull and the other in Bradford.

UK

Palletline Logistics has announced its acquisition of the pallet distribution and warehousing elements of Ningbo Palletised Distribution. Under its new ownership, the business will operate as Ningbo Wrexham and Ningbo London which between them employ 120 staff and operate 70 vehicles. Established in 1994 by Chris Stockton, the company transferred the skills it had accumulated while supplying and delivering nationwide contract furniture and branched out into the distribution sector – a strategic decision that allowed the company to widen its range of services. The company has also been a member of Palletline since 2015. The company’s core activities include palletised distribution, walking floor bulk distribution, storage and warehousing, pick and pack, contract furniture sales and commercial property. It is the ninth acquisition undertaken by Palletline Logistics, which is part of the palletised freight distribution network Palletline, since it was formed in 2015 with the objective of maintaining optimum levels of service. “We are delighted to add Ningbo Wrexham and Ningbo London to the Palletline Logistics portfolio,” said Palletline Logistics Managing

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Director, Paul Elson. “The acquisition will provide us with a platform for growth in London and Wales and not only ensure sustainability for the business and its employees, but also our ability to continue to provide high levels of service to Ningbo’s customers.” Chris Stockton, Managing Director of Ningbo Palletised Distribution also said: “Having spent the past 25 years growing and diversifying the business, I am delighted that Palletline Logistics will be taking over the pallet distribution and warehousing parts of the Ningbo business. “The deal allows me to focus on walking floor bulk haulage, online contract furniture sales and commercial property rentals, and I’ve retained 40 employees to support and develop those sectors. “I thoroughly enjoyed my time as a Palletline shareholder member and I am confident that the Logistics team will continue to value and support our employees and our highly-regarded customer base.” Palletline, established in 1992, operates 87 depots providing cost-effective pallet distribution to businesses across the UK and Europe.

US

In February, Great Dane unveiled a brand change, one that represents the company’s focus on end-to-end solutions for the transportation industry, and a horizon defined by digital connectivity. To complement the company’s strategic foundation, a new visual identity is being launched to support future communications—including the iconic Great Dane logo. “Our new strategic direction builds on our strengths, while maximising our growth potential to ensure we are ready for an increasingly digital future,” said Great Dane President, Dean Engelage. “Great Dane’s bold, new brand design reflects our vision to seamlessly connect products, data, and services for a complete transportation solution. “And we’re putting the people responsible for the transportation of goods at the heart of our brand.” This new strategy highlights the vital connections found within the Great Dane ecosystem, with a future-focus on trailer and truck body innovations, telematics, and enhanced aftermarket services. “By dedicating our resources to people, products, and data-driven services today, together, we are able to deliver on the promises of a digital tomorrow,” said Brandie Fuller, Great Dane’s VP of Commercial Excellence. “That is what this brand evolution is all about. It is what Great Dane is all about.” Great Dane will continue to meet the demands of an evolving industry through its collective experience, highperformance products, connectivity, and custom solutions. To honour the heritage of the company, the emblems on the back of Great Dane trailers and truck bodies will remain as part of the visual identity. Great Dane’s story encompasses 120plus years of connections. The company is reloading innovation with new ways of thinking beyond the trailer, through connectivity within an integrated Great Dane ecosystem.

US

France-based contract logistics provider, ID Logistics, has agreed to acquire 100 per cent of US-based Kane Logistics. “The acquisition of Kane Logistics represents one of the most important external growth operations in the history of the company,” said ID Logistics Chair and CEO, Eric Hémar. “After starting in 2001 with a few large retail customers that we were able to quickly support internationally, the company shifted to e-commerce and retail preparation in 2013 with the acquisition of CEPL. “It then strengthened its presence in Europe with the recent acquisition of GVT in Benelux. Today [14 February 2022], with the acquisition of Kane Logistics, we are opening up new prospects in North America, where we are enhancing our know-how, in particular with consumer package goods customers, and welcoming experienced and dynamic managers to our team.” Kane Logistics, founded by the Kane family in 1930, is a value-added warehousing and contract logistics operation. The business was acquired by Harkness Capital Partners in 2019 with the goal of building the company’s platform and accelerating growth. Over the past three years, Kane Logistics has deeply transformed itself to become a leading player in contract logistics, notably with bluechip consumer packaged goods and food and beverage manufacturers and distribution specialists. By adding value-added services to traditional logistics services, and strengthening its overall team, Kane Logistics has grown its revenue by 20-plus per cent annually since 2019 to reach $235 million USD by 2021. Kane Logistics now operates 20 hubs across the country (especially in Pennsylvania, Georgia, Ohio, Illinois and California) representing 725,000 square metres. This shift was led by an experienced management team with deep operating experience, including at leading contract logistics companies such as Ryder, and Jacobson Companies (the US-based logistics business acquired in 2014 by Norbert Dentressangle). The Kane team will continue with the company

NORTH AMERICA

post the closing of the investment with a continued focus on providing worldclass customer service and growing its customer base. “I believe very strongly that the cultural fit between the two organisations is close to perfect,” said Kane Logistics Lead Director and CEO, Tony Tegnelia. “ID Logistics is the ideal next partner to move the company forward, to serve our customers, and to help maintain our growth trajectory. “Their cultural values are a mirror of our values, and they also have a very strongly committed management team.” Ted Dardani, Partner at Harkness Capital and Kane Board member said: “The combination of ID Logistics and Kane Logistics creates a strong opportunity for continued future growth. The Kane team has done a great job in further building the business over the past few years. We benefited from and appreciated the leadership and long heritage of the Kane family in creating a company dedicated to serving its customers. The next chapter for ID and Kane should be equally exciting.”

US

El Paso is the name of the new US location of the international transport and logistics service provider Gebrüder Weiss.

Gebrüder Weiss USA Country Manager, Mark McCullough.

NORTH AMERICA

The border city, located in the state of Texas, is to become a future hub for full load transports between Mexico and the US. This is the logistics provider’s response to the growing flow of goods between the two countries and the resulting high demand for transport capacity. “Mexico’s position as a production location for the US automotive, steel, and textile industries is becoming increasingly important,” said Gebrüder Weiss USA Country Manager, Mark McCullough. “With our new location in El Paso, we can now offer our customers cross-border transport services with a focus on full loads.” With a population of around 700,000, El Paso is the sixth largest city in Texas and a major border crossing point for goods traveling between Mexico and the United States. Its largest industries include textiles, automotive, biomedical and electronics. The city is conveniently located for traffic-related purposes, on Interstate 10, which runs from the west to the east coast of the United States. Some of the largest hubs in the United States – including Chicago, the Dallas/Fort-Worth metropolitan area and Los Angeles – are just a short flight away from El Paso airport. Gebrüder Weiss has been active in the US with its own national company since 2017. From this date, the logistics provider has established itself stably on the market and continuously expanded its network. A total of eight locations now offer transport and logistics services for air & sea, land transport and warehouse logistics: Chicago (head office), Atlanta, Boston, Dallas, El Paso, Los Angeles, New York and San Francisco.

US

Wabash has released its Q4 and fullyear 2021 results. For the fourth quarter 2021 net sales were $479.3 million USD as supply chain challenges persisted. Operating loss was $(18.6) million USD. On a non-GAAP basis, adjusting for a non-cash impairment of trade names and trademarks, operating income was $9.7 million USD or 2.0 per cent of net sales. Net loss was $(25.3) million USD, or $(0.51) per diluted share. Adjusting for debt transactions costs and non-cash impairment of trade names and trademarks, fourth quarter net income was $3.7 million USD, or $0.07 per share on a non-GAAP basis. For the full year 2021, revenue totalled $1.8 billion USD with operating income of $33.5 million USD. On a non-GAAP adjusted basis, operating income was $60.0 million USD or 3.3 per cent of sales. Net income was $1.2 million USD or earnings per diluted share of $0.02. On a non-GAAP adjusted basis, net income was $29.1 million USD or earnings per diluted share of $0.56. Operating EBITDA, a non-GAAP measure that excludes the effects of certain items, for the fourth quarter of 2021 was $22.8 million USD, or 4.8 per cent of net sales, and full year operating EBITDA was $117.0 million USD, or 6.5 per cent of net sales. Total Company backlog as of 31 December 2021 was approximately $2.5 billion USD as new order activity continued to outpace shipments during the fourth quarter. Backlog rose 31 per cent compared to September 2021 and was 70 per cent above December 2020. “After two years of accomplishments in our re-organisation, new customer acquisition, and strategic growth as One Wabash, the culmination of our efforts is how we go to market with a powerful brand strategy designed to carry all of our legacy brands into the future,” said Wabash President and CEO, Brent yeagy. “Last quarter we communicated the modification of our corporate name to Wabash and today we’re excited to follow on to announce the streamlining of our product brand architecture to further leverage the Wabash brand name. Moving to Wabash-branded offerings while retiring legacy product brand names will serve as the external manifestation of our One Wabash structure.” As for the business’ outlook, Wabash has issued guidance of approx. $2.3 billion USD in sales for the full year ending 31 December 2022. “As our guidance suggests, we remain optimistic about 2022 as our One Wabash organisation has executed meaningful cost recovery within our order backlog, which grew to another record level during the fourth quarter,” said Yeagy. “While our financial outlook assumes no improvement in supply chain conditions, other known changes including hiring activity and the initiation of passthrough pricing on commodities ensure a new level of margin stability and EPS certainty for Wabash in 2022. “Longer-term we remain focused on bringing new products and technologies to market, building out adjacent revenue streams and growing beyond the equipment cycle.” The OEM shipped 45,365 new trailers, 16,560 new truck bodies and 95 used trailers for the 12 months ended 31 December 2021. Wabash also confirmed it will no longer go to market as Wabash National or with certain trade or brand names

NORTH AMERICA

that it acquired over the last 16 years, including Benson, Brenner, Bulk Tank, Supreme, Transcraft and Walker. The company and its industry-leading van trailers, platform trailers, tank trailers, truck bodies, process systems, and parts and services will be rebranded and marketed as Wabash. “The decision to rebrand the company and our family of brands was a strategic choice that will help the company in its long-term growth strategy,” said Yeagy. “There is a momentous transition happening in transportation, logistics, and distribution as the industry adapts to a compilation of forces. At Wabash, we see a different future reality than our competition, and we’ve chosen to go down a substantially different path to re-shape the industry and pull that future forward for our customers. This rebrand reflects our own transformation and unites our legacy brands as ‛One Wabash’—the visionary leader in transportation, logistics and distribution that is making sweeping changes to prepare our customers for a very different world.” The rebrand comes after nearly four years of organisational change that includes rallying the organisation around a new purpose of Changing How the World Reaches You™; leveraging the Wabash Management System to scale excellence; reorganising into a customer-centric operating model; and aligning the company’s financial reporting structure with the new organisational design and go-to-market strategy. In addition to the rebrand, Wabash is also introducing the brand name for its proprietary molded structural composite used in refrigerated transportation: EcoNex Technology. EcoNex Technology, formerly referred to as MSC Technology, is one of the most environmentally conscious materials in the transportation market, designed to advance sustainability throughout the transportation,

The Speaking Trailer.

From now on, Schwarzmüller vehicles are even more intelligent than before. By using SWIT Schwarzmüller intelligent telematics, you will continuously get information on each of your trailers directly to your SWIT portal. In fact, Schwarzmüller trailers have learned to speak! schwarzmueller.com/en/services/telematics

NORTH AMERICA/ OCEANIA

Amaggi orders 300 Rodotrains from Librelato.

logistics and distribution industry. This technology has already been recognised in the industry with several awards for advancing sustainability in commercial transportation.

BRAZIL

Librelato, has agreed to supply 300 premium dumper Rodotrains to Amaggi, an agribusiness with a logistics arm. The order is expected to be delivered in June 2022. Last year, Amaggi produced approx. 1.3 million tonnes of grain and fibre, including soy, corn and cotton. It sold about 17.8 million tonnes of grain and fibre worldwide. Amaggi also has a commercial relationship base of about 6,000 rural producers in Brazil. “Being the choice of a giant like Amaggi further reinforces our commitment to the quality, safety and profitability of our customers,” said Librelato Commercial & Marketing Diretor, Silvio Campos. “It is a driving force for us to always innovate and deliver the best solution to the market.” Agribusiness, according to Campos, is a great business driver for Librelato. “The renovation of equipment in the field is driving sales and the agricultural area is already responsible for 65 per cent of our commercial agreements in Brazil,” he said. The dusting Rodotrains will reportedly be used to transport Amaggi grains and will be part of a logistics operation that will cover mainly the states of Mato Grosso, Rondônia and Pará. Librelato’s premium tilting Rodotrem model was developed with ultrastrength steel and coupling by fifth wheel and brings as a great differential the tilting angle of 40 degrees, which brings great productivity to unloading operations. “Special steel is highly resistant to abrasion and impact on the cargo box lining, and has up to three times the service life compared to traditional steel,” the OEM said in a statement. “In this way, it is possible to achieve a reduction in fuel consumption, delivering better performance and profitability for the customer. In addition, it has a modular box, which allows you to recover the equipment in the event of an accident, with lower cost and more agility.” “The tipping trailer has been increasingly sought after by Brazilian agribusiness,” said Campos. “Precisely because the implement is made of lighter and more resistant steel and is fully enclosed, the loading and unloading operation became faster. The tipper also has the advantage of reducing grain loss during transport, avoiding waste, which results in better cost-benefit for the carrier and the customer, optimising the results of the entire logistics chain.”

AUSTRALIA

Several industry bodies are investigating dynamic loads on the couplings on heavy high productivity freight vehicles and PerformanceBased Standards (PBS) combination vehicles. The safety of couplings project is funded by the Australian Federal Government through the National Heavy Vehicle Regulator’s (NHVR) Heavy Vehicle Safety Initiative, and will fill a gap in knowledge and provide evidence to update relevant Standards and Rules. The ARTSA Institute, Australian Trucking Association (ATA), Truck Industry Council (TIC) and Heavy Vehicle Industry Australia (HVIA) are leading this investigation. “The current Australian Design Rules cover heavy coupling requirements but they do not provide any guidance beyond a road train Gross Combination Mass (GCM) of just 125

OCEANIA

tonnes,” said ARTSA Institute Chair, Martin Toomey. “As increasingly higher productivity vehicle combinations enter the Australian heavy vehicle fleet, evidence-based guidance is required to support engineers, regulators and fleet managers, so that couplings can be safely specified, inspected and maintained.” HVIA CEO, Todd Hacking, said: “Coupling failure on high productivity vehicles has the potential to lead to death and injuries, major traffic disruption and reduced public confidence in heavy vehicle safety. It is important for regulators and industry to be confident in the relevance and integrity of the Standards that guide the safe selection of components.” TIC CEO, Dr Tony McMullan said: “Australia has always pushed truck equipment to its limits, doing what no one else does anywhere in the world. Couplings are a prime example with quad trailer Road Trains exceeding 150 tonne GCM. This project will help define coupling safety factors and requirements for multi trailer configurations around the world.” NHVR CEO Sal Petroccitto said the joint investigation will help accelerate the introduction of new safety technologies to support safe and securely loaded heavy vehicles. “The NHVR is proud to support this project that will help mitigate the safety risks posed by non-compliant couplings and enhance the safety of vehicles operating under higher productivity schemes,” he said. The project will conduct investigations of coupling dynamic forces using on road testing and follow-up laboratory testing to confirm the strength of the couplings. Couplings to be validated in the project include fifth wheel and automatic pin couplings used in heavy combination road trains including the various innovative quad road train combination types. Because of the complexity of the project, Wayne Baker has been appointed project manager as he has significant subject matter expertise and extensive industry experience. A working group from ARTSA-I, TIC, ATA and HVIA has been formed to provide project guidance. The project is expected to be completed by June 2023.

AUSTRALIA

Toll Global Express CEO, Christine Holgate, has announced a DHL executive is set to join the team later this year. Accomplished leader, Ken Allen, is expected to retire from DHL later this year and then take up a position at Toll Global Express. “Ken has had many successes, but he is renowned for leading the global transformation of DHL Express, with revenues of €15 billion,” said Holgate. “When Ken took the helm, the business had lost €2.2 billion. Within three years he had returned them to profitability and after 10 years, profits were €2 billion, transforming them into one of the world’s greatest businesses, with customers and employees at the heart. “Ken will also be very vested in our future success, as he has chosen to personally become a shareholder. “I am looking forward to introducing Ken to many of our customers and employees when he arrives.” Allen, a former DHL Express CEO, was reported to be instrumental in ensuring the company’s success following several key business merges. Back in 2002, Deutsche Post acquired DHL with the aim of becoming a global logistics player. While DHL has always been an international express business, Deutsche Post brought a new strategy that aimed to make the company a global ‘one-stop shop’ for logistics, requiring further expansion into domestic markets. For the US market, this involved acquiring Airborne Express, which was the country’s third-largest player in domestic package delivery at that time. However most of the Airborne Express management team left shortly after, taking their skills and knowledge with them. This is where Allen stepped in, according to DHL, transforming the company’s staff, strategy and bottom line. “Serving as CEO of DHL Express from 2008 to 2018, he played a crucial role in the company’s turnaround,” said DHL. Allen is expected to head up a new eCommerce Solutions division for DHL in the meantime.

Christine Holgate.

STAYING TRUE TO THE MIS

SION

US-BASED OEM, TALBERT MANUFACTURING, CELEBRATES MORE THAN 80 YEARS IN THE HEAVY HAULAGE TRAILER INDUSTRY.

ANorth American leader in specialised heavy-haul solutions, marks more than 80 years in business. Austin Talbert started the company in 1938 as a heavy haul, crane rental and construction equipment business in Lyons, Illinois. He quickly became known as a pioneer in heavy-haul trailer safety with his invention of the industry’s first gooseneck model with removable rear suspension. Since then, the Talbert name has become synonymous with multiple other industry innovations, including removable goosenecks and beam deck units. Troy Geisler.

“We’ve been in this business for a long time,” said Andrew Tanner, Talbert Manufacturing President. “But we’ve always stayed true to that same mission Austin Talbert had in 1938 when he set out to change the heavy-haul industry: To design and build safety, quality and durability into every last detail of our trailers.”

Talbert offers a comprehensive approach to trailer design, bringing in representatives from each department during client consultations. This allows the entire organisation to understand each customer’s needs and how every part of the design and manufacturing processes will contribute to solving clients’ challenges, including bridge laws as well as over height and overweight issues.

Talbert offers a wide variety of base model trailers, such as 10- to 30-tonne tag-a-longs, hydraulic tails, oilfield, heavy hauls and traveling axles.

In addition to a wide variety of custom units Talbert has been counted on by the US Army to build M872A4 flatbed trailers that have been designed to adhere to climate around the world.

The company has also built thousands of custom units and prides itself not only on the relationships that it has nurtured along the way, but also on the trailers’ durability and longevity; 92 percent of the Talbert Trailers built since 1985 are still on the road today.

“We have never been a take-it-or-leave-it manufacturer,” said Tanner. “If our

customers have a need, we listen and then we fulfill it. It’s how Austin Talbert made Talbert Manufacturing what it is today.”

Talbert designs and builds its trailers at its facility in Rensselaer, Indiana — the same facility Austin Talbert purchased in 1957 when he sold his crane rental and heavy-haul divisions to focus solely on trailer manufacturing. This is when Talbert Construction Equipment Company became Talbert Manufacturing. Austin Talbert passed away in 2010 at the age of 97.

Calculating true capacity – Between the road and the load

Long before a single load is booked or any wheels turn, someone – usually a fleet manager – needs to determine exactly what is going to separate the road and the load.

There’s a lot riding on this decision, according to Talbert Manufacturing Vice President of Sales & Marketing, Troy Geisler, because, as much as some would like to think otherwise, a trailer is never just a trailer. It can be manufactured to many different specifications, with multiple raw material options, dozens of load and geographical considerations, various top speed requirements and hundreds of possible axle configurations coming into play. And it all comes down to one objective – the ideal trailer for an operation’s specific loads.

“To select the right trailer, the one that will require the least amount of maintenance, provide the greatest lifespan and deliver the highest possible return on investment, it is vital to understand the most important factor of all – capacity.” he said.

“There are five contributors to capacity ratings. They apply to any kind of open trailer, from flat and step decks to low beds, and each can be varied to meet a carrier’s specifications.

“It begins, of course, with the materials used to build the trailer, specifically their sizes and weights. From there, capacity encompasses the overall weight that a trailer can carry, the area of the deck in which it can carry that weight, the speed at which the trailer will generally travel and the safety factor.

“To make an apples-to-apples comparison, consider one 50-tonne low bed alongside another 50-tonne low bed. Because, just as a trailer is never just a trailer, not all 50-tonne low beds are created equal.”

There are reported to be more than 50 manufacturers of low bed heavy-haul trailers in North America, and they apply several methods of rating the capacity of their trailers. Since there is no industry-set or government-mandated system, it’s up to every buyer to be in tune with the method each manufacturer uses before making a purchase decision.

“A key difference between manufacturers’ ratings comes in load concentration, or the length of the deck that can handle the rated weight,” said Geisler.

Austin Talbert.

“Obviously, a 26’, 50-tonne low bed can haul 50 tonnes. But how much of the deck those 50 tonnes occupy is just as important as the weight itself. Whereas one trailer might need the entire length of the deck to be rated at 50 tonnes, another can be rated for 50 tonnes in a 16’ span, and another can handle that same weight in half the deck length. For example, a 26’, 50-tonne low bed might be rated for the trailer’s entire span with equal weight distribution. In that case, the trailer would need to be hauling materials that run the entire length of the trailer, such as long steel poles, lumber or concrete culvert sections. However, if the payload is a 100,000-pound excavator that’s only 13’ long, a trailer rated for the entire deck length, or even for 16’, won’t be right for the load. Even though the load is only 50 tonnes, that trailer will be overloaded because the weight will not span the entire length of the deck; making it too concentrated for the area the excavator covers. For a trailer that’s rated at full deck length or

16’ to safely handle the excavator, it would likely need to be rated at 55 or 60 tonnes.

“So again, using the 13’, 100,000-pound excavator as the payload, the ideal trailer will be one rated at half the deck length. Trailers rated for half the deck length can carry a specified load in just that, half the length of the deck. These ratings give a more realistic indication of the concentrated loads the trailer will be able to handle safely and without structural failure.

“In addition, manufacturers who build trailers with half-deck ratings often do so with a two-point rigid load base specifically for the tire spacing, or hot spots, of large equipment and heavy machinery.”

Also, how a load is distributed over the deck and the axles can be just as important as the overall weight rating. However, even though the trailers will be operating in the United States, the states are not very united when it comes to axle weight laws and regulations.

“All across the country, the laws and regulations related to weight change from state to state,” said Geisler. “Companies operating in Indiana deal with one set of laws and regulations, but when they cross the border into Ohio they run into entirely different set of regulations. Pennsylvania has yet another distinct collection of rules of the road and so on along the truck’s route.

Fleet managers, according to Geisler, need to be aware of, and plan for, variances between states and regions where their trailers will be used.

“It’s important to have the proper trailer configuration to make the load distribution work for a fleet’s particular area of operation,” he said. “Manufacturers bear some responsibility, too, and should work with buyers to define not just the best trailer for the cargo those buyers will be carrying, but also the best axle configurations for maximising the load in every one of the states they’ll be hauling through. Clearly, it’s impossible to max out a trailer’s capacity in every state, but the goal of most interstate heavy-haul carriers is to get a trailer as close to the maximum as possible across all the states where the carrier intends to operate.”

Geisler said there are many ways to achieve the best possible weight distribution over the axles. It may be as simple as adding a fourth flip axle or as complicated as adding two or three axles and spreading them apart to make sure they can each accept an equal amount of weight from the payload. And there are other possibilities in between depending on the specific state’s regulations and the nature of the load.

“For example, carriers can vary gooseneck lengths in the front to achieve the proper steer weight and drive axle weight,” he said. “Carriers also can alter the distances between axles and axle groups to hit max weights and remain in compliance with various state laws. With an East Coast trailer, for example, they can add shims to a rigid spread bar or, if the trailer has a nitro version of a spreader bar, use hydraulics to vary the weight distribution. Yet another way is to move the load closer to one end or the other to properly distribute weight over the axles. And, finally, a carrier can use a jeep dolly to add extra axles, thereby lowering the per-axle weight distribution.”

Another capacity determinant, according to Geisler, is speed.

“While some manufacturers rate their trailers at 55mph, others rate them at 65 mph. The slower a rig travels, the less added weight or stress is placed on the trailer. That’s due to the fact that, while road dynamics such as potholes, railroad tracks and so on still come into play, the impact on the trailer decreases along with the speed. However, sometimes a 55 mph rating is not as realistic for a carrier as

a 65 mph rating. The key is to purchase trailers that will perform at a fleet’s normal operating speeds.

A trailer’s safety rating also comes into play when discussing capacity. Without understanding the safety rating, it’s difficult for a carrier to get a clear, comprehensive picture of true capacity.

“A safety rating is an indicator of how much stress a trailer can safely handle,” said Geisler. “It encompasses the strength of the raw materials and components that a manufacturer has put into the trailer’s design and construction, how the beams and cross members are configured and so on.

“A widely accepted average magnification of payload weight on a trailer due to road dynamics is 1.8 to 1 ratio. When a driver is rolling down the road, the truck is hitting chuckholes, bouncing over bumps and crossing railroad tracks along the way.

On average, the stress placed on a 50-tonne-rated trailer by a 50-tonne load when the rig hits those bumps, chucks and tracks equals 1.8 times 50 tonnes, or 90 tonnes.

“It’s important to keep in mind that the 1.8 multiplier is only an average. On any given haul, the stress placed on the trailer can go above that level multiple times. If no cushion is built in to the trailer to handle those spikes in stress, there will be more potential for long-term, progressive structural damage.

“Since there is no universally prescribed level for safety ratings, they vary from manufacturer to manufacturer. They range from a safety factor of 1.8 to 1, which allows for no margin, to an industry high of 2.5 to 1, which is considered an ample cushion for even the most extreme road dynamics a trailer might encounter.

“Not only does the safety rating tell a carrier how strong his trailer is, it’s also a very good indicator of potential life. The greater the difference between the static design safety factor, be it 2.5 to 1, 2 to 1 or some other factor, and the dynamic 1.8 average multiplier, the longer one can expect a trailer’s useful life expectancy to be.

“Most trailer manufacturers do not like to advertise safety ratings, often for good reason.

To understand why, it’s helpful first to comprehend what a safety rating is not. A safety rating should never be used to determine how much weight can be added over the capacity rating and still keep the load, the driver and other drivers safe. In other words, a 2.5 to 1 safety rating on a 50-tonne low bed should not be used to justify loading a trailer with 125 tonnes of cargo. Just as the deck rating indicates, that trailer can safely handle a 50-ton payload under dynamic conditions.”

Also, safety factors are strongly related to the quality of the components incorporated into the trailer, and that gets down to the nitty-gritty of the steel and the deck material.

“Manufacturers have several options when choosing steel,” said Geisler. “For the most capacity and smallest impact on the trailer weight, some manufacturers use a T1 material with 100,000 psi minimum yield. T1 not only has maximum strength versus ductility, but also equates to a lighter, stronger trailer frame over other materials.

“A trailer’s decking is continually exposed to the elements, making durable decking with a long wear life also crucial. Apitong decking provides a tougher, longer lasting wood in comparison to other varieties, such as oak or pine. Tightly woven and incredibly dense, apitong is less susceptible to chipping and cracking and provides some amount of traction in comparison to a smooth metal surface.”

Sometimes trailer owners or operators

don’t completely understand the capacity rating and mistakenly put more weight on the trailer than it is built to handle, or more weight in a concentrated area than it can handle.

“Overloading a trailer once is not likely to make it break,” said Geisler. “Overloading it twice probably won’t either. But do it consistently over time and eventually it will likely fail. When a trailer breaks, the manufacturer hears about it. But often the complaint will be that a 50-tonne trailer broke when it was hauling less than a full payload. For example, a 50-tonne trailer might break when it’s only hauling a 40-tonne payload. The reason is not in that 40-tonne load, but the number of times the trailer previously was overloaded and by how much each overload exceeded the yield strength of the trailer’s load-bearing beams and cross members.

“Yield strength refers to the amount of stress that the steel can withstand and still return to its original shape when unloaded. The first time a trailer is overloaded, the steel will return to something close to the shape it was in when it came off of the manufacturing line, but not exactly to that original shape. Each time it’s overloaded, the steel will return to something less than the shape it was in the time before. Eventually, the steel, and therefore the trailer, will break.

“So in our example, even though the trailer only carried a 40-tonne payload, it is likely that it had been overloaded to some extent at one or more points in its past. That’s when the damage was done, and that is what ultimately caused the failure. The steel got weaker and weaker and, on the day the trailer failed, it happened to be rolling with 40 tonnes on the deck.”

It can be tempting to look at a trailer’s capacity rating and stop there. But for a true sense of how much a trailer can handle and how it will hold up under the stresses of a specific operation, with its individualised loads, geographies, weights and other variables, fleet managers need to consider everything that goes into that rating.

“Purchasing the right trailers for updating a fleet can be complicated and, clearly, the decision is an important one but there is help available,” said Geisler. “Many manufacturers have sales people who know capacity from top to bottom and can help fleet managers select exactly the right trailer with the optimal combination of load concentration, load distribution, speed and safety rating for specific applications and load types. And having that knowledge about each specification will help ensure an investment that leads to a long, smooth ride.”

www.talbertmfg.com