With our care program, we always go the extra mile to help look after our customers and protect their investment by providing the best service, using the best parts. And for a short time, if you buy a selected N Series cab chassis or Ready-to-Work truck† you can add a 6-Year Essentials Service Agreement Package for the price of three years, e ectively halving your servicing costs. This covers all scheduled service work using Isuzu Genuine Parts and includes engine, transmission, brake, suspension, and electrical components.
With our care program, we always go the extra mile to help look after our customers and protect their investment by providing the best service, using the best parts. And for a short time, if you buy a selected N Series cab chassis or Ready-to-Work truck† you can add a 6-Year Essentials Service Agreement Package for the price of three years, e ectively halving your servicing costs. This covers all scheduled service work using Isuzu Genuine Parts and includes engine, transmission, brake, suspension, and electrical components.
Find out more at isuzu.com.au or see your nearest Isuzu Truck Dealer.
Find out more at isuzu.com.au or see your nearest Isuzu Truck Dealer. Take a load o with six years’ servicing for the price of three.
Lubrication, Service Parts and Braking to smarter
From our wide range of heavy duty Auto Electrical, OE Replacement Alternators and Starter Motors, Air
and efficiencies, we’re keeping you ahead of the curve. Our branches are located on the National Land Transport Network. We are working with you to have the parts where you need them, when you need them. We are as committed to your business as you are. *The
MEET THE TEAM
Australia’s leading truck magazine, Prime Mover, continues to invest more in its products and showcases a deep pool of editorial talent with a unique mix of experience and knowledge.
Christine Clancy | COO
With more than two decades of experience as a media professional, Christine has worked in newsrooms across Canada, Vietnam and Australia. She joined the Prime Creative Media team 12 years ago, and today oversees more than 43 titles, including a dozen print and digital transportation titles. She continues to lead a team that focuses on continuous improvement to deliver quality insights that helps the commercial road transport industry grow.
William Craske | Editor
Over the past two decades William has published widely on transport, logistics, politics, agriculture, cinema, music and sports. He has held senior positions in marketing and publicity for multinational businesses in the entertainment industry and is the author of two plays and a book on Australian lm history. Like many based in Melbourne he is in a prolonged transition of either returning or leaving.
Peter Shields | Senior Feature Writer
A seasoned transport industry professional, Peter has spent more than a decade in the media industry. Starting out as a heavy vehicle mechanic, he managed a fuel tanker eet and held a range of senior marketing and management positions in the oil and chemicals industry before becoming a nationally acclaimed transport journalist.
Peter White | Journalist
Since completing a Bachelor of Media and Communication degree at La Trobe University in 2021, Peter has obtained valuable newsroom experience, supplemented by direct industry exposure at Prime Creative Media. As the Editor of Trailer, Peter brings a fresh perspective to Prime Mover. He has a strong interest in commercial road transport and in furthering the magazine’s goal of growing the industry.
Sean Gustini | Journalist
Having completed a Bachelor of Arts majoring in Media and Communications at the University of Melbourne in 2024, Sean looks forward to bringing his passion for writing and journalism to the road freight and transport industries. He previously lived in the Philippines, Vietnam, Indonesia and Malaysia. In his downtime he enjoys playing the guitar and running.
Ashley Blachford | Business Development Manager
Handling placements for Prime Mover magazine, Ashley has a unique perspective on the world of truck building both domestically and internationally. Focused on delivering the best results for advertisers, Ashley works closely with the editorial team to ensure the best integration of brand messaging across both print and digital platforms.
CEO John Murphy john.murphy@primecreative.com.au
Editor William Craske william.craske@primecreative.com.au
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“We’ve had a real emphasis on finding the right person for the right role. People, after all, are intrinsic to our culture and values.”
TRUCK & TECH
42 Making the Earth Move
The civil construction industry faces some challenges similar to road transport, such as in the areas of emissions and skill shortages. Davison Earthmovers leads the way in addressing both.
46 Ore Struck
FLEET FOCUS
28 Breaking Away
Xpress Freight Management continues to shake up the segment as an overnight national bulk pallet carrier young in operating years but with a respected and experienced team at the helm.
34 Cream of the Crop
The name Fonterra comes from the Latin phrase fons de terra, meaning “spring from the land”. The major milk processor utilises Volvo trucks to transport its main raw material.
38 Timber Land
Forestry fleet, Cornwall Logging, is a second-generation Queensland company. A new PBS-approved MAN TGX has joined its serious mix of prime movers and is fast making an impression.
Dana have delivered a purpose-built 232-tonne Tri Drive for a B-quin launched by GLW Freight in South Australia.
William Craske Editor
”I build engines and attach wheels to them,” Enzo Ferrari famously once said. The latest Michael Mann lm about the titular historical gure foregoes the decade-spanning big budget biopic treatment choosing instead on a particularly turbulent year, 1957 to be exact, in which the legendary entrepreneur and founder of the iconic automobile marque risked forfeiting everything he had built. An ongoing rivalry with Maserati is at the epicentre of a crisis, in which his nances, family and racing cars are being pushed to the limit. His “terrible joy”, as he calls motor racing, gives context to the shadow of danger that follows around his genius.
Ferrari is as much a movie about process as it is the endeavours of ego. At one stage Enzo, seeking feedback on how the new car handles, is simply told “good” from Alfonso de Portago. But Ferrari, as he points out to the driver, thinks in terms of tangible things that matter — brake wear, steering, suspension, gear ratios. “This is not,” a question he explains of “‘How was lunch?’ ‘Good.’” Typical work in the trades, as philosopher Matthew Crawford has
Chariots of Fire
illustrated, requires more intellectual engagement with reality than the usual white-collar job. Ferrari’s cavalier persona and drama infused private life, notwithstanding, can’t mask this. In the world of mechanics and engineers, let’s call them industry practitioners, no one can fake it until they make it. The world of multi-tasking after all is one of distraction. It lacks for obsessive engagement. The movie time and again asks us to understand Enzo as a force of nature, whose ideas, for better or worse, cannot be contained even by the same laws that de ne it. In Cormac McCarthy’s penultimate novel, The Passenger, a character, in fondly recalling a Dodge, equipped with a souped-up Hemi, drolly nails down the concept: “It would pass everything but a llingstation,”
A project in the works since the mid-1990s, Ferrari, doesn’t so much demystify the eponymous gure but chip away the sheen of the statue’s marble casting. Enzo, after all, helped promote the myth of branding as much as anyone. A photo opportunity yields one memorable comic interlude when Enzo, sandwiched between a driver and the driver’s new model girlfriend, pulls her closer to him. While the movie does little to dispel the persistent rumours that he was a ladies’ man, the act here is funny because the prancing horse logo, which she is unintentionally covering up, comes rst. There’s also a touching scene with his illegitimate
son, the subject of major scandal in the movie and also his life, in which Ferrari pores over a blueprint of an engine. He explains to the child the necessity for a slippery intake manifold by asking the child to imagine he’s inside it so he can comprehend the critical movements of fuel and gases, sparked into rapid expansion. As Enzo adjusts the curvature in the design with a pencil, the child approves, saying it looks better.
“I have a secret to tell you,” his father explains. “In all life, when a thing works better, usually it is more beautiful to the eye.”
Even the Bishop of Modena during mass, wonders if Jesus had been alive at the time whether he would be a metal craftsman rather than a carpenter. An awesome and sobering crash later in the movie will give Enzo occasion to momentarily indulge his own sense of martyrdom. On the frontier, beyond the comfort of what is accepted, there’s a price to be paid. It’s almost as if Enzo wears dark glasses to cut down the glare of his expansive, terrible vision. In this case, the product of that vision, the engine, as the Bishop describes it, holds “inside a re to make power to speed us through the world.”
And perhaps, as we embark on a new era, worlds to come.
Upgraded with the Camera Monitor System the Volvo FH remains the original long-haul icon built for your comfort and safety for the longest stretches. Loaded with innovative features to boost your efficiency and available with electric or diesel engines. With a new infotainment system and a new premium sound system it turns driving into quality time. Contact your local dealer or visit volvotrucks.com.au
> Toll adds first Western Star X-Series trucks to fuel division
Toll’s fuel services division has added five new Western Star 47X units. The new trucks, which are part of a larger order of 15, have gone into the Rose Hill depot in Sydney where they will be based.
With a sloped bonnet and set back front axle, the Western Star 47X is powered by the Detroit DD13 engine running through a DT12 AMT. They are rated to 70-tonnes and will be moving single trailers and 19-metre pocket B-doubles.
Toll have opted for a day cab as the trucks won’t be required to cover long haul distances.
Lachlan Mavin, Toll Fuel & Gas National Business Fleet Manager said the vehicles have been purchased on a contract maintenance scheme.
“That’s a lot better for the business unit so they know their cents per kilometre and know when to book it in for maintenance,” he said. “It’s an easy transition.”
As part of the purchase plan, Toll allows that the vehicles will travel up to 200,000 kilometres annually.
These are the first of the new X-Series Western Stars to go into a Toll fleet. The shorter wheelbase of the Western Star 47X offers an advantageous turning circle especially for the Sydney metropolitan area where the vehicles
will operate in large part with some midregional destinations such as Bathurst and Canberra also likely involved in the network. That would task the new Detroit DD13 engine, which is rated up to 525 horsepower, with trips across the Blue Mountains.
“It’s given us the opportunity to put the new truck into the fuel segment with all those safety features which is something we haven’t had for a long time,” said Shane Miller, Penske Australia Fleet Sales Manager.
“The customers are chasing those safety features, and we can supply them in the current vehicles.”
State-of-the-art safety systems like Active Brake Assist 5, lane departure warning, adaptive cruise control, side guard assist, tailgate warning and brake hold mode are initialised by a mix of radar and high-definition camera technologies. Toll has also installed the Guardian technology from Seeing Eye Machines, MTData telematics and Toll’s own four camera safety system with a front facing camera, two on the sides and an internal camera in-cab.
“The safety features are really good and having the latest technology such as Blind Spot radar on the side meets our requirement,” said Mavin. “They are extremely comfortable, the cab interior, for instance, is well designed and all
the controls are easily accessible for the drivers.”
That also includes little details like the location of the cupholders according to Mavin.
“Feedback has been really good from the drivers,” he said. “In and out, there’s easy entry to the cab.”
Penske Australia Product Specialist Michael Di Ramio attended the Rose Hill site for a run through with Toll’s driver trainer upon delivery of the trucks. There are 20 prime movers operating from the Rose Hill site for Toll.
“The driver training has been excellent and the support from Penske Sydney has been really good,” said Mavin. Additional training with the trailers has taken place to ensure they’re working in combination with the trucks before they are deployed on their first assignments. These trucks also serve to expand Toll’s portfolio as it evaluates different vehicle combinations to find the ideal fit.
“We wanted to move along and build a relationship of aftersales support with the manufacturer,” said Mavin. “We reached out to Western Star and they had something that was suitable for fuel. Availability was a big factor and after we put the 47Xs together in a combination that worked and we were satisfied with that we placed an order.”
Western Star 47X tanker.
> Primary Connect names best carriers of the year
Primary Connect has announced the recipients of its annual transport awards. ACFS Port Logistics and Russell Transport were named Large Carrier of the Year and Small Carrier of the Year, respectively.
The fleets were recognised at the 11th annual Primary Connect Transport Safety Day last August. Over 190 transport
carriers, industry professionals, and leaders were in attendance.
Owned by Woolworths Group, Primary Connect began operations in 2003 and services many of the major food and beverage brands in Australia. The ‘business within a business’, delivers for more than 1,000 customers.
“We are thrilled to present the award to
ACFS Port Logistics for the first time, and to Russell Transport for the second time,” said Chris Brooks, Director of Primary Connect+ and Transport for Woolworths Group. “Recognising the efforts of these partners at our annual event is a privilege. Thank you to everyone who attended and helped us serve our customers across the country.”
> JATEC Transport unveils two new Scania prime movers
JATEC Transport has deployed its first Scania R 560s. The trucks will be used to service the company’s growing customer base.
All prime movers in the fleet are suited to handle the varying intrastate legs including its furthest trips to Orange and Newcastle. As it specialises in next day delivery/pickup, all trucks in the fleet need to be able to travel anywhere when required.
Both trucks come in a distinctive wrap provided by Fleetmark.
Aaron Barlow, JATEC Transport’s Fleet Manager had a hand in the design.
“Dad [Troy Barlow] designed the original JATEC Trucks to look like something he wanted to drive when he started growing the fleet,” said Barlow. “So, he gave me the opportunity to design the Scania’s to see how the next generation would design it. I actually used AI to help create the design, then with some help from Fleetmark, we were able to achieve the final product.”
Attracting and retaining good drivers remains a pain point for most road freight carriers at the moment. New, well-presented trucks are generally regarded as a failsafe measure for this ongoing challenge.
“When I tell people that I work for the family business, they always tell me they keep an eye out for JATEC trucks on the road,” said Barlow. “Now with this new design, you won’t be able to miss them.”
Keeping drivers safe and comfortable is a priority for the business and
factors into purchasing decisions. Standards are high and it shows.
JATEC Transport driver James Cauchi was recently recognised with the Road Freight NSW Professional Driver of the Year Award.
While there is no in-cab spec, per se, JATEC opts for the highest quality when providing comfort, accessibility, and safety systems for its drivers.
In addition to Apple CarPlay and Android Auto for the drivers to use, the trucks feature the OEM cab cooler that allows drivers to stay cool while waiting for loads without the engine running.
“They have all of the current safety features like blind spot alarms, assisted cruise control and my personal favourite, the truck won’t move unless the seatbelt is on,” Barlow told Prime Mover
The new Scanias are entirely suited to the application as they reach the right turntable height without having to run a low-profile tyre to stay within height regulations.
“The front axle airbags help us to manoeuvre the truck to access steep
driveways without damaging the vehicle as the majority of our work is metro,” said Barlow.
Adding a second OEM partner was a strategic decision that stems back to the COVID period of supply chain disruption and shortages.
“The market was extremely volatile, and relying on a single provider made JATEC feel vulnerable,” said Barlow.
“Back then, we decided to speak to a range of brands to diversify our fleet and ensure we have the flexibility and reliability needed to navigate any uncertain times in the future. Introducing Scania trucks has strengthened our operational resilience.”
The new Scania R 560s promise an 8 per cent better fuel economy than the fuel burn figures the fleet is currently achieving according to Barlow.
“JATEC Transport are big on fuel efficiency and our drivers are constantly in the top 5 per cent with efficient driving behaviour,” he said. “I am keen to see what can be achieved with the Scania trucks.”
The two new Scania R 560s.
Image: JATEC Transport.
efficiencies across the product range with solutions for different applications that can help reduce
The Mack MP8 engine is designed to maximise fuel efficiency
The Mack Anthem aerodynamic design is the perfect East Coast line-haul spec
New infotainment unit with standard rear camera improves visibility
> TNS bolsters PBS fleet, launches AB-triple
TNS Logistics has taken delivery of six new prime movers. Four of these are MAN TGX 26.580s and two are new Western Star 48Xs with the DD16 GHG21 driveline.
The new MAN units have been specified with spacious GM sleeper cabs on A-doubles pulling container skel combinations. TNS Logistics now has ten MAN prime movers in the growing fleet.
“They are proving to be an excellent fit,” said Jack Norton, TNS Logistics Co-Director. “They have shown great reliability, fuel efficiency, and overall performance, which has significantly contributed to the efficiency of our operations.”
Meanwhile the new Western Star X-Series vehicles have been delivered in two different transmissions. One features the latest Detroit DT12 AMT while the other features an Eaton Fuller manual transmission. Gains in productivity shown so far by the Western Stars have been pronounced. Fuel efficiency, for one metric, has been a standout.
“We are achieving an impressive 1.85 to 1.9 kilometres-per-litre from these units, even when operating at 80 to 85 tonnes,” Norton told Prime Mover. “This makes them the most efficient trucks in our Performance-Based Standards (PBS) fleet.”
Norton said the new X-Series embodies everything the business has come to love from Western Star.
“The toughness of an American truck with the comfort and efficiency of a Euro prime mover,” he said. “One thing that has stood out to me from day one in the short time I have had driving them is how smooth the Detroit auto is and just how good it is under load.”
Cabin comfort, part of the feedback on the Western Star 48X provided by its driver, was also singled out by Norton. “It’s comfortable and quiet,” he said. “The driver we have in it has stepped out of an 18-speed auto into this one, and his big point of feedback is the same as
mine — the superiority of the gearbox.”
The Western Stars are also PBSapproved with one pulling an A-double and the other transporting TNS Logistics’ first AB-triple. It’s an exciting development for the team after a lengthy process of planning and approvals. The AB-triple is based at the fleet’s new Toowoomba depot and has been live for just under two months. “During its first two weeks the AB-triple ran between Toowoomba and Emerald assisting with grain movements and has now got a full-time gig running to Northern NSW 24 hours a day,” said Norton.
The vehicles running out of Toowoomba are predominately servicing the company’s agricultural customers.
Containerised cotton, grain and timber are the main commodities. The yard covers over 65,000m2 at a shared facility with the main occupier being one of TNS Logistics’ customers.
TNS Logistics occupies approximately 15,000m2, more than ample space for its container storage and truck parking. The depot, according to Norton, is equipped with all the necessary amenities, including sufficient lighting, a weighbridge, driver amenities, and a wash bay.
“It’s an excellent starting point for our Toowoomba expedition,” he said. “The new depot in Toowoomba represents a significant milestone for our business. “It provides us with the infrastructure needed to double shift trucks servicing inland Queensland and the northwestern New South Wales region improving our service, ensuring we
meet and exceed our customers’ expectations. This new development allows us to enhance our operations and better serve our customers, reinforcing our commitment to growth in the region.”
The investment in PBS vehicles has been an instrumental factor in the business transitioning to a hub and spoke model in Brisbane. The allowance being the utilisation of equipment for maximum efficiencies.
“To be able to utilise high productivity vehicles on a 24/7 basis has helped us get to where we are today,” said Norton. “From a Toowoomba perspective it just makes sense — you can’t compete without having them.”
TNS Logistics operates a broad mix of A-doubles. The last five units delivered consisted of two from Midland Trailers and three from CIMC. The four new MANs are servicing customers in their respective regions, two in Brisbane and the other two in Toowoomba, predominantly servicing that same northwest New South Wales pocket. At night all of the units are retrieving containers in and out of the terminals at the Port of Brisbane.
Despite this year’s significant developments for the business, Norton is tempering expectations around growth in the short-term.
“In the next 18 months, we don’t anticipate significant growth in size,” he said. “Our primary focus is on slow and steady development, aiming to perfect our operations and ensure our customers receive the best possible experience when using TNS.”
Western Star 48X AB-triple.
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> Supagas deploys units from massive Isuzu order
Leading national suppliers of liquid petroleum gas (LPG) Supagas have ordered 49 new trucks from Isuzu. As the trucks come off the line, they are being spread across the company’s 46 depots around Australia.
Supagas offers a range of products and services from industrial, residential, and medical gas uses, down to the 8.5-kilogram swap bottles for the backyard barbeque.
The fleet consists of 650 pieces of equipment. There are 230 rigid trucks, 14 prime movers and nearly 200 utilities.
As with other fleets of comparable size, Supagas plans for a renewal term of eight years on its vehicles, ensuring that excellent value remains for eventual resale after retirement.
This is part of their fleet management strategy and specifically, in calculating total cost of ownership (TCO) or wholeof-life cost. It includes all associated expenses from purchase of the vehicle through to ongoing maintenance, predicated downtime and end-ofworking-life value.
Under National Fleet Manager Michael Greenep’s direction, the plan is to purchase new trucks and replace existing trucks that have reached the eight-year mark with Isuzu models up to a GVM 26,000 kg.
This includes NNR 45-150, NQR 87-190 and FSR 120/140-240 models that will be used for LPG delivery, small tanker, and industrial supply.
Supagas also delivers heater gas, welding and forklift gas to transport yards, gas for food production, oxygen for the medical sector and private customers, and CO ₂ for beer.
Delivery of the order is, at present, ongoing with the first of the 49 Isuzu trucks in the order first received this time last year.
Three NNRs are currently in service delivering heater cylinders for cafes in Sydney, customised with a specially designed tail lift for handling gas bottles.
A 600-litre tanker of the same NNR model is now visiting clients in Melbourne supplying specialty and medical gas.
For Supagas, Isuzu’s 4.5-tonne GVM model – specified with two-pedal Automated Manual Transmission –provides an easy training ground for standard car-licence holders and new drivers with the view to ‘grow their own’ pool of drivers.
Greenep said the calculated switch from their previous truck supplier was due to Isuzu’s six-year warranty and sixyear roadside assistance package, in combination with a lower TCO per truck.
“The price of the trucks is very competitive, but we look at the total package, the whole cost of the truck,” he said. “In all aspects Isuzu was more than competitive and they have a good understanding of what we need compared with other equipment manufacturers.”
Greenep also has a close eye on the support that’s provided behind each vehicle, taking into consideration location and expected time off the road for maintenance.
“We’re Australia-wide, so the last thing I want is to receive a call at nine in the evening about a service problem in Perth,” he said.
“One of the most important things for us is after the sale. We’re looking for that personalised care and service which Isuzu and their dealerships provide, which we can’t get from some of their market competitors.
“Simply put, we have a depot in Griffith — there’s an Isuzu dealer in Griffith. We have a depot in Nowra — there’s an Isuzu dealer in Nowra.
“We’re very happy with the product and very happy with the level of backup service and care.”
Supagas has opted for an Isuzu Total Service Agreement for all new trucks, paid monthly, to further streamline their maintenance and cash flow.
As a dangerous goods supplier, Supagas has a good reason to be heavily invested in driver and general road safety — with the decision to have full OEM support backing operations tying into this.
Each vehicle in the fleet is fitted with a 100km speed limiter, inward-and outward-facing cameras, yellow safety steps and grab handles, puddle lights, and a telematics system that takes care of route planning, among other safety measures.
“At the end of the day we want our drivers to return home,” said Greenep.
“We believe everyone has the right to go home safely and running Isuzu trucks contributes to that.”
Image: Arkajon.
Michael Greenep, Supagas National Fleet Manager.
RENAULT MASTER
enjoy the freedom of fewer interruptions and increased productivity with a 100L fuel tank and long service intervals. visit your dealer today.
> Major truck rest area for northwestern NSW underway
Foundation and pavement work have started on the Newell Highway’s newest heavy vehicle rest area. The rest area will also be the largest of its kind in northwestern New South Wales.
This project will be delivered as part of the $261 million Newell Highway Heavy Duty Pavement Upgrades project which is jointly funded by the Australian and NSW governments.
The Australian Government is contributing $205.7 million, with the remaining $55 million being funded by the New South Wales Government.
This project is part of the Australian Government’s $1.5 billion total investment in the Newell Highway.
The new rest area will feature 18 heavy vehicle parking spaces up to 48.5 metres long providing for short- and long-term parking; 10 light vehicle and caravan parking spaces for shortterm parking; toilet facilities, including disabled access; picnic shelter and solar lighting.
Located about 12 kilometres north of Narrabri, the new rest area is a key part of the Newell Highway Heavy Duty Pavement Upgrade project that is currently being delivered and involves major upgrades to 20 kilometres of road between Narrabri and Moree.
The rest area is expected to be completed by early 2026.
“A well-functioning freight network is vital for economic prosperity, ensuring industries can thrive, supply chains remain resilient, and communities are connected,” said Federal Infrastructure, Transport, Regional Development and Local Government Minister Catherine King.
“The Australian Government is committed to ensuring the wellbeing of the freight sector and the people who work in it. Part of this is ensuring that drivers have safe and appropriate rest areas.”
NSW Regional Transport and Roads Minister Jenny Aitchison, who visited the site said comprehensive feedback provided by the industry had enabled the NSW Labor Government to deliver more facilities like this one which would support wellbeing and fatigue management of heavy vehicle drivers throughout NSW.
“I was impressed with the scope of the works in tailoring around the needs of heavy vehicle drivers, as well as catering for light vehicles and other road users to manage fatigue on the Newell,” she said. “It was also pleasing to see how the layout of this rest area
will deliver a much safer alignment for the road.
“Driver fatigue contributed to at least 20 per cent of heavy vehicle fatal crashes in regional NSW in the five years to December 2023.”
For the Newell Highway, fatigue is the highest contributing factor accounting for nearly 44 per cent of all heavy vehicle fatal crashes.
“For too long there has been a shortage of rest areas in north-western NSW.”
The Newell Highway provides a major interstate connection between Queensland, NSW and Victoria, and is vital for freight movements, connecting local communities and supporting tourism.
The area is also busy with activity for the new Inland Rail project.
“Currently, outside of Narrabri, motorists and heavy vehicle drivers face lengthy detours for rest areas with toilets – either having to travel 31 kilometres south to the Bohena Rest Area or 52 kilometres north to the Tookey Creek Rest Area,” said State Member for Barwon, Roy Butler.
“Once completed, this rest area will provide drivers with more options, which will enhance safety, reduce maintenance costs.”
The Newell Highway outside of Narrabri.
Save money, build smarter and drive safer with Geotab’s telematics technology
Australia’s construction industry is facing a labour crunch and supply chain issues, which means builders need to be more cost conscious than ever before. Your vehicles are an obvious place to start. Geotab’s innovative open platform for fleet management helps project managers track assets, increase equipment uptime and lower operating costs seamlessly. Here are three reasons why Geotab’s telematics technology might be the right fit for your construction project:
Track and locate equipment, while ensuring maximum utilization
It’s hard to control costs without visibility over your equipment. There’s a lot going on at a construction site at any one time, but devices such as our GO9 RUGGED can collect data from any vehicle. From fuel consumption to engine hours, our telematics technology connects directly to the vehicle’s computer and efficiently tracks every piece of equipment to ensure it is well-utilised and costed for. And by tracking it, you will always know where it is, which means you won’t have to lease additional equipment because you can’t find it when you need it. Moreover, our real-time equipment tracking can switch between cellular and satellite networks, meaning that costs are tracked and nothing gets lost, even on remote work sites.
Enjoy Fuel Tax Credit Rebates with our data automation
Fuel Tax Credit Rebates can offer substantial savings for construction businesses, especially if they use a lot of fuel. But those savings could be far less if an accountant has to spend valuable hours collecting and untangling the data in order to get the payment processed. Geotab’s solutions can make the process much easier. Our telematics technology can accurately measure on and off-road usage, which is essential data used to claim fuel tax credit rebates. Calculating usage is a different process for construction sites, as it focuses on engine hours instead of distance travelled. GO9 RUGGED can track data on fuel usage and economy, and can also track fuel usage while trucks (such as a cement truck) are stationary and idling.
Access everything seamlessly on our single platform
Geotab offers the greatest possible flexibility for construction projects. Our devices can be attached easily to any vehicle – regardless of manufacturer – and they can send the data to the same platform. Installation is simple, which means it is possible to attach a device to contractor and subcontractor vehicles, giving you visibility over the whole project, and enabling you to track fuel efficiency, fuel burn, RPM, battery oil, engine health and other key indicators. Furthermore, through the multi-streaming function, subcontractors can be granted access to a database for a fixed duration. When the contract ends, their visibility to the site will cease, and the contractor can reassign it to someone else.
Our devices are built tough, to withstand conditions on work sites. Our GO9 RUGGED device is ideal for heavy equipment, construction, utilities, powered assets and trucks. It’s also IP68 and IP69K rated with impact, water and humidity resistant housing.
Begin your journey with Geotab today, into a future where every trip is safe, and every operation is efficient. With our GO9 RUGGED, you can track valuable assets, increase equipment uptime and lower operating costs.
> Viva Energy appoints new Geelong Refinery GM
Viva Energy has announced a new General Manager for its Geelong Refinery. Chemical engineer Bill Patterson, who has more than 20 years of experience in the energy industry was appointed to the role. He returns to the Geelong Refinery where he has previously held various positions and started his career. Patterson worked for Shell and later Viva Energy in roles that have taken him from Australia to Oman and Singapore.
More recently Patterson held the position of CEO of Liberty Rural, Viva Energy’s growing regional and rural fuel business. He will support Dale Cooper, who is overseeing delivery of a slate of development projects worth hundreds of millions of dollars at the refinery over the next 18 months.
These projects – including three 30-million-litre diesel storage tanks, the Ultra Low Sulphur Gasoline plant, a renewable hydrogen refuelling station and a refinery turnaround planned for 2025 – represent a significant investment in the refinery’s future, allowing it to produce cleaner fuels and contribute to Australia’s energy security.
“I’m excited to be back at the refinery where I began my career back in 2001,” Patterson said. “And it is pleasing to know that Dale will be here to oversee delivery of these critical projects that represent a huge investment in Geelong’s economy and the future of the refinery, positioning the facility as a key player in the energy transition.”
Patterson said that as a young person he was attracted to the refinery because it was big, complicated and played an important role in Victoria’s energy system.
“Like so many others, I found it was a great place to work while I learnt new skills, and I hope that it will continue to provide opportunities to other generations for years to come,” he said. “I am very proud of what we do at the refinery in Geelong, producing fuels and other vital products which are supplied to every state in the country. We play a big
role in Australia’s energy security — our ability to turn raw materials into highquality products means we are providing resilience to the nation’s fuel supply chains while keeping value-add and skilled jobs onshore.”
With the support of the Federal Government, Viva Energy is investing in Australia’s strategic storage capacity and cleaner fuels production. Looking to the
wife and three children. He recognises the importance of the refinery’s role in the Geelong community, especially its northern suburb neighbours.
“We are committed to running the refinery safely and want to be a good neighbour to the people and businesses in the north of Geelong” he said. “We are keen to have a positive impact on the community and will continue to actively
future, Patterson said this will cement Geelong’s important role in the energy transition.
“The energy transition presents important opportunities for Geelong,” he said. “Our refinery in Corio is at the centre of our plans for the Viva Energy Hub, giving us the jump on emerging prospects.
“Construction of our renewable hydrogen refuelling station is already well advanced and we are committed to electrification of key parts of the refinery to reduce our emissions.
“We are working with Cleanaway to investigate the potential for reprocessing waste plastics through the refinery, that could see the production of lower carbon fuels, recycled food-grade plastic and a reduction in the amount of waste going to landfill. The future is genuinely exciting.”
Patterson has family roots in the Geelong region, where he lives with his
work with local community organisations at a grass roots level.”
While Patterson has family connections with the Geelong region, as a child he lived in Canberra, Melbourne, Perth, Papua New Guinea, Nhulunbuy, Brisbane and later in Geelong, where his parents worked at Geelong Grammar School.
Patterson studied engineering at Melbourne University and got vacation work at what was then known as “Shell Refinery”, where he worked on the refinery’s firefighting and flare systems.
He joined the Geelong Refinery as a chemical engineer in 2001 and has worked for Shell and later Viva Energy, including stints in Sydney, Melbourne, Oman and Singapore. He moved back to Geelong from Singapore in 2020 so he could be close to family and the regional lifestyle they missed.
Dale Cooper has been the Executive General Manager of the Geelong Refinery since 2020.
Bill Patterson, Geelong Refinery General Manager.
Image: Viva Energy.
> Mining giant lands 300-tonne rated Mack Titan
Mining logistics powerhouse MLG has taken delivery of a 685hp Mack Titan.
The 300-tonne rated truck is the 80,000th built in Wacol and will join MLG’s bulk haulage fleet.
The MLG fleet consists of over 140 trucks, with more than 50 per cent represented by Mack working at sites across Western Australia and the Northern Territory. The trucks, which operate anywhere between 50-150 kilometres at weights of 200-300 tonnes, predominantly deliver ore
from open pit to operating plants.
The company took delivery of its first Mack, a 170-tonne-rated Titan, from Truck Centre WA in 2014 and that truck is still working in the MLG fleet.
“We specialise in a key set of services, but a large part of what we do is bulk haulage,” said Murray Leahy, Managing Director MLG.
“Uptime, efficiency and productivity are critical to our operations, and the Mack brand has played a key part in keeping our wheels turning over the
> New Ops Manager joins Monaro Fuel Haulage
Monaro Fuel Haulage, an eastern seaboard linehaul specialist, has appointed a new Operations Manager.
Joel Toey was announced in the role last month by Arron Johnson, Group General Manager at parent Emerald Carrying Company.
“Joel brings a wealth of experience and a proven track record in the industry, and we are confident that his leadership will drive our company to new heights,” Johnson said in a social media statement.
“With Joel’s strategic vision and dedication, we are poised for continued growth and innovation in the fuel haulage sector. His commitment to operational efficiency, culture, safety, and customer satisfaction aligns perfectly with our core values.”
Monaro Fuel Haulage was acquired by Emerald Carrying Company in 2016.
Formerly the Head of Fuel Operations at United Petroleum, where he has also
last decade.
“That we can depend upon Australianmade products to service our customers 24/7 in the dirt, dust, heat, and flies is a testament to the local knowledge, skill and dedication of the engineers at Wacol.”
The partnership with MLG, according to Darren Cowan, Acting Vice President, Mack Trucks Australia, exemplifies the application excellence achievable through local manufacturing.
“Engineering trucks that are 100 per cent customisable ensures that every Mack truck is completely fit for task — in this case, tackling the challenges of operating high GCM roadtrains in remote parts of Australia,” he said.
Volvo Group’s production facility in Wacol has been a proud player in Australia’s transport industry for 52 years employing over 700 staff and engaging with around 120 local suppliers.
“The culture of Volvo Group is one of pride and passion — we couldn’t pass up the opportunity to acknowledge our engineers and technicians for their contribution in achieving this incredible milestone,” said Martin Merrick, President and CEO of Volvo Group Australia. “World class manufacturing is alive and well here in Australia and I’m extremely proud to see this Mack Titan delivered to such a valued business partner.”
served previously as Logistics Manager and before that in Human Resources, Toey was thankful for the opportunity.
“I’m excited to join the Monaro Fuel Haulage team and contribute to our shared goals,” he said on LinkedIn. “I look forward to working with everyone and driving our company forward together.”
Monaro currently operates around 40 fuel haulage trucks between Sydney, Melbourne and Adelaide.
Thumbs up from the team at MLG.
Image: Mack Trucks Australia.
> Isuzu signals new supply chain direction
Isuzu Australia Limited (IAL) has announced the recent promotion of an highly experienced industry veteran.
Daniel Ciantar was appointed by IAL to the position of Head of Supply Chain in July.
IAL’s Supply Chain Department evolved from existing structures two years ago — to boost efficiency and manage the dual challenges of exponential growth across the business and ensuring sustainability, with new models set to arrive over the coming 12 months. Ciantar brings nearly 30 years of vehicle experience, including the past 16 years with IAL in a range of roles from customer facing positions through to operational management and most recently as National Truck Logistics Manager.
The new role not only sees Ciantar managing the incoming logistics of vehicles and parts, but also the wholesale delivery of trucks to dealers across Australia and the supply of parts to New Zealand and through a number of South Pacific Island nations.
IAL Chief of Sales and Aftersales, Ben Lasry, said the key appointment comes at a critical time for Isuzu as the brand continues to flourish.
“Isuzu has led truck sales in Australia for 35-straight years and the past three years has seen incredible growth where we’ve worked hard to be in a position to be able to meet our customer’s demands,” Lasry said. “Daniel has been and will continue to be at the forefront of this in his management of everything from truck build scheduling, through to import and delivery to our dealer network and simply getting trucks on the road and into the hands of Australian businesses.”
The Head of Supply Chain role extends to the parts side of the Isuzu business as well.
“It is a future-focused position in terms of planning for the arrival of our all-new model range, which will see a major increase in demand when it comes to our broader sales and aftersales requirements,” Lasry said. “Daniel’s invaluable experience in many customer-facing roles means he understands their needs and is fully committed to ensuring that all efforts are made to meet demand.”
Ciantar will not only work closely with Isuzu Motors Limited in Japan, but also the vast range of suppliers providing OEM-approved parts and componentry.
Ciantar is looking forward to the challenges of the new role.
“I’ve been on a sensational journey with Isuzu Australia over many years now and I’m excited to get my teeth into this role with expanded responsibility within the business,” he said. “I bring an understanding of the customer’s needs and how important they are to our business and that of the dealer network.
“It is communicating on all levels from the factory in Japan, through to shipping companies, the dealers, body builders and then those that get to use the finished product — the customer.
“The IAL approach is that systems and experience combined with communication all work together for the best outcome of the customer.
“My experience will help underpin this approach, but it really is about ensuring the outstanding team we have in place continues to keep the customer front of mind.”
Ciantar said Isuzu has around a 95 per cent fill rate.
“This means we can ship just about anything required from our 15,000m² facility in Melbourne across the country and throughout the region immediately,” he said. “Again, it is the knowledge of the IAL team and relationships with the network that ensure the right levels of on-hand stock, which in turn delivers on the needs of the customer.”
Established in 2018, the expansive IAL Distribution Facility was built with the new generation of Isuzu Trucks models in mind, with new model parts able to be housed out of the Melbournebased facility.
“We expect this part of the business to increase in a big way, especially with future alternate drivetrain models, including EV, on the horizon,” added Ciantar. “There is no doubt that the landscape in the industry is changing rapidly, but Isuzu has worked diligently to ensure the business, the dealers and our customers are best served through this fast-moving environment.”
Daniel Ciantar, Head of Supply Chain.
Image: Isuzu.
> Isuzu launches first models with Cummins engine
Isuzu Motors Limited has introduced new models to the F-Series mediumduty truck line up equipped with a 6.7-litre new inline six-cylinder diesel DB6A engine. The engine was jointly developed with Cummins Inc. One of the key features of the new truck is it boasts a gross vehicle weight that exceeds 15 tonnes with variants of 16 tonnes, 20 tonnes and 22 tonnes. Isuzu and Cummins signed the Isuzu Cummins Powertrain Partnership in May 2019 to realise the efficient
development of next-generation powertrains. The newly developed DB6A engine is the first to be incorporated into the F Series mediumduty truck as a result.
The addition of these models to this GVW class completes the new FORWARD lineup, as it is known in Japan, which was fully revamped in March of last year, to meet the diverse needs of Isuzu’s customers.
The DB6A engine delivers ample power with a maximum output of 220kW and
> Volvo announces record deal with Lannutti Group
An Italian transport and logistics company has signed an order of 1,500 Volvo FH Aero trucks. The long haul trucks purchased by Lannutti Group make it one of the biggest deals ever ordered from Volvo Trucks. With its headquarters in Italy, Lannutti Group operates a fleet of over 2,500 trucks on a 24/7 basis in eight European countries. Every truck will be equipped with Volvo’s new Camera Monitor System — a new feature that replaces regular mirrors, improving aerodynamics and safety. The deal is part of an ambitious fleet renewal program.
“The fleet renewal principle for us at Lannutti Group is to prioritise low emission vehicles while offering a high level of comfort and safety to our drivers, protecting them and all the other road users,” said Valter
Lannutti, CEO at Lannutti Group.
maximum torque of 1,081Nm. It is significantly lighter than conventional six-cylinder engines.
The chassis frame has been redesigned to unify the basic structure of the platform with that of overseas models. Furthermore, the wheelbase has been modified to optimise the distribution of weight across the front and rear axle to achieve high loading capacity.
Exclusive bumper headlamps accentuate a more dynamic cab design. Isuzu’s proprietary PREISM connected solution service, which supports the operation of Isuzu commercial vehicles, will be available for models equipped with the DB6A engine.
“Our strong partnership is crucial to our ability to grow together and meet the needs of our customers by leveraging the strengths and scale of both companies,” said Jennifer Rumsey, Chair and CEO of Cummins. “This is an important milestone for both Cummins and Isuzu as we enter the Japanese onhighway market for the first time in our 105-year history.”
The majority of the trucks ordered by Lannutti will be powered by HVO (Hydrotreated Vegetable Oil), a fuel that can be produced from waste products, reducing CO₂ emissions by up to 90 per cent.
“This deal makes me so proud as it shows the trust and commitment that Lannutti has with Volvo Trucks as a long-lasting business partner,” said Roger Alm, President Volvo Trucks.
Japanese Isuzu F-Series.
Roger Alm with Valter Lanutti.
Image: Isuzu Motors.
Image: Volvo Trucks.
> UPS acquires Mexican company to capitalise on manufacturing boom
UPS has entered into an agreement to acquire Estafeta, a leading Mexican express delivery company. This acquisition is a key part of UPS’s ‘Better and Bolder’ strategy, aimed at becoming the world’s premium international small package and logistics provider.
Aside from anticipating global supply chain shifts, the deal is expected to help businesses take advantage of the manufacturing boom in Mexico.
“Global supply chains are shifting, Mexico’s role in global trade is growing, and Mexican SMB and manufacturing sectors are looking for reliable access to the US market,” said Carol Tomé, UPS Chief Executive Officer.
“There is no better way to capitalise on these trends than by combining the size and scale of UPS with Estafeta.
“As the shift to nearshoring continues, our combined business will give customers in Mexico unprecedented access to global markets with seamless service and greater efficiency.”
The acquisition is an evolution of a commercial agreement established between the two companies in 2020.
When the two companies are combined, customers can rely on UPS’s integrated solutions that link small package, healthcare logistics and end-to-end supply chain solutions, creating a differentiated ‘One UPS’ advantage.
“We’re excited to combine Estafeta’s proud, 45-year logistics legacy, and our expertise with that of UPS, a company that shares our values of service excellence, investing in people and community engagement,” said President and CEO of Estafeta Jens P. Grimm. “[The] announcement is a testament to the hard work and dedication of our people and the trust of all our customers, vendors and suppliers across Mexico.
“This is the right time to accelerate our growth, and UPS will help connect our customers to new, global opportunities, and strengthen the connection of Mexico’s growing economy to the rest of the world.”
The acquisition is targeted to close by the end of this year, subject to customary closing conditions and regulatory approvals. The value and terms of the transaction are not being disclosed at this time.
A UPS linehaul truck in California.
A pair of 14-pallet Isuzu FVL 240-300s.
Images: Arkajon.
Xpress Freight Management continues to shake up the segment as an overnight national bulk pallet carrier young in operating years but with a respected and experienced team at the helm.
Time’s arrow ies in one direction and fast. More than four years on from its inception, Xpress Freight Management (XFM), is enjoying an exponential rise to prominence. In doing so it has garnered an honour’s role of key clients on a national level. For a COVID baby, the business is showing no developmental issues, as it puts into practice, with corporate virtuosity, its motto ‘anytime, anywhere.’ In its quest for perfecting the right model, XFM is thrusting ahead on the back of double-digit growth every year and a seismic managerial reorganisation made necessary during this period of promising incubation. Serious talent has been recruited, in some cases outside the industry, across key areas of the executive. There’s strong representation, not surprisingly, from Border Express where Managing Director Les Sharp worked previously.
“The senior management team have been handpicked,” he says. “We’ve had a real emphasis on nding the right person for the right role. People, after all, are intrinsic to our culture and values.”
One of those people is Michael Beech, who is the General Manager overseeing day-to-day Operations at a national level. Michael formerly worked at Border Express for seven years where he held the role as Operations Manager for Victoria. He also worked at StarTrack when it was formerly known as Discount Freight Express, with Greg Maytom, XFM Board Member.
“I’ve had three dealings working with Greg Maytom along the way and now two with Les,” says Michael. “We’ve got guys who have lots of experience in organising these sorts of things. If you look at the experience of someone like Greg who has probably bought and sold more trucks in his life than most of us have driven past on the road, when it comes to looking at how those things work, he’s got a different mind for it.”
With 35 years of experience in the express freight business, it’s important to note
where Greg ts in the scheme of things at XFM. He is a consultant, having retired a few years back, who was brought in a year ago to help facilitate the recent internal restructure.
“It reminds me of when I started at Multigroup in the late ‘80s and its got so many of the same traits that StarTrack had when it was developing into a powerhouse,” he says. “There’s lots of good people in this business. It makes a big difference.”
It’s been incumbent upon Greg to support Les in getting the right people in the
sophisticated around standards according to Greg. He helped, as an outcome, roll out a new style guide for the company’s national branding. Every site within the business – there are ve of them – as well as vehicle and staff member has got a standard to uphold.
“It’s pretty important the style guide is rigid and is only changed by Les or the marketing director which I might say have been very good at adhering to that,” says Greg. The current eet makeup has made it a necessary priority with the percentile ratio of subcontractors to company-owned
right places.
“The growing pains can be quite dif cult to manage when you’ve got a pretty lean structure behind you,” says Greg, who was behind XFM bifurcating the sole General Manager role, occupied by Greg Harding, who can now concentrate on Linehaul and Infrastructure, while dealing directly with many of the key suppliers for their equipment speci cations.
“Service levels at the business were always good,” he says.
Challenges are par for the course, particularly for an emerging business that is growing as fast as XFM is. One has been the process of becoming more
trucks approximately 90-10. That will change in the next two years as XFM looks to bring in another 50 trucks from Isuzu, the supplier of choice for new trucks going forward. There are a handful of other trucks that were purchased second hand when the company rst started in 2020.
“They will eventually be phased out and replaced by Isuzus,” says Greg. “Our plan is to be a dedicated Isuzu eet for the rigid vehicles.”
Originally conceived as a full load freight broker by Les, the business was asked if it could provide LTL freight in the early days and soon found itself pivoting to ful l what was a growing need from initial
A forklift driver waits on a truck in Melbourne.
customers. Outside of Sydney and Perth where it had its rst depots it worked with agents in South Australia and Queensland. Head of ce is in Arndell Park, a commercial hub of Sydney. There are 116 employees nationwide. The eet consists of nearly 140 full time rigid and linehaul vehicles. They are currently trading at $84 million per annum and that’s before a string of big commercial accounts commence in the second half of 2024.
“The short-term goal is to grow the footprint and put a stamp on the market which I think we are achieving,” says Les. “There’s been a vision to become a Tier 1 carrier of palletised freight. We have continued to service signi cant global brands from a range of industries and that’s testament to our service and people.”
As it stands, XFM retains a customer
portfolio across a diverse range of industry sectors which is helping it to become a market force.
“We’re starting to move high-end products around Australia,” says Les. “Having that agility to do things that are outside the square is making us an attractive proposition.”
Fleet expansion is ongoing. Thanks to a recent arrangement with Isuzu, XFM has become a national eet purchaser. Those same pricing and speci cations can then be extended to subcontractors.
“A subbie truck will come off the assembly line at Austruck Bodies and it will be stickered with the livery and mandatory design criteria the same as the company trucks,” says Greg. “That’s very important for us.”
The aim of the business is to have a 50-50 split of company owned vehicles
and subcontractors by 2027. In short, it compels having to acquire another 40 or 50 trucks over the next two years.
“Being more of a hybrid split gives us certain strengths,” says Les, who is wary of the pitfalls that come with the eet being too weighted to one side by subcontractors. “It was my decision to go down this road.”
Every Isuzu truck is on a repair and maintenance contract. The Isuzu F-Series FVL 240-300 Auto LWB are being used with 14-pallet Austruck bodies. These are also tted with 2-tonne tailgates and bungy restraint systems making them a very durable and exible vehicle to use according to Michael.
“A typical day for one of these vehicles would see them in and out of our depots two or more times with both deliveries and pickups on for each journey,” he
Two of the 27 trucks in Melbourne average up to 77 cycles daily.
says. “They are used for multi-stop pick and delivery activity in the larger industrial areas.”
There is also a number of the FRR110-260 LWB with 10-pallet Austruck bodies. These are also tted with 2-tonne tailgates and bungy restraint systems.
“A typical day for one of these vehicles sees them cover the areas that the bigger vehicles can’t service,” explains Michael. “They complete deliveries in and around shopping areas as well as deliveries to private residences.”
XFM have also placed orders for a number of N Series light trucks with the intention to use these for areas in the inner suburbs where parking is at a premium and height clearance becomes a bigger issue.
With a good pricing model in place the other major gateway the eet needed to get through, according to Greg, was cab
chassis availability and the build criteria from Austruck. So far, they have been able to meet all of those requirements.
“In my view it’s common knowledge Isuzu is probably the best Japanese truck out there,” says Greg. “They’ve always been a great truck. It was about having a terri c brand within our eet. We’re starting to move some pretty high-end products around Australia and some very wellknown brands. We wanted to make sure we had a great brand and a great truck, a great relationship that was backed by sales support and service across Australia.”
Michael had his rst experience in the new trucks when he was tasked with moving the units around the yard in preparation for a photoshoot. It’s been a long time since he has had to drive a 14-pallet truck with any regularity.
“I was absolutely blown away by the
features. They’re effectively a luxury car from the inside,” he says. “Gone are the days of the pop-up roof vent. That was as close as you had to an air conditioner. These things have got heated mirrors and multiple seat movements, absolutely everything in them is electronic. They are pushbutton auto. They’re freakishly easy to drive.”
All eet allocators at XFM are localised. After the short pick up runs in the morning, drivers will return to base for bulk deliveries.
Most of the rigid eet is cycled through those multiple times, sometimes as many as three and four depending on how close the run is within proximity to the depot. That equates to around 50-plus pallets a day in each one of those vehicles. Fleet optimisation is naturally a huge factor. In Melbourne the daily eet composition
Michael Beech, Les Sharp, Mark Connor, Greg Maytom.
“Having that agility to do things that are outside the square is making us an attractive proposition.”
Les Sharp XFM Managing Director
Les Sharp, XFM Managing Director.
averages to approximately 27 trucks. They will complete 77 cycles in and out of the depot. Each driver is making three trips in and out. In Sydney there is similar eet sizing in the high 20s. Brisbane has around 15 trucks working on the same three cycles. In Perth there are 12 rigids. In Adelaide there are eight depending on the day of the week.
“It has more of a boom or bust cycle depending on linehaul transits,” explains Michael. “Perth is similar. But you can comfortably say that in a week we would have in excess of 800 rigid movements in and out of our yards nationally.”
The linehaul segment is also a combination of company-owned equipment and subbies.
In this application they have introduced their rst high productivity vehicles having recently added a B-triple to the Perthbound leg. On an average night XFM will complete 35 linehaul loads with these typically broken down into 12 direct loads and 23 depot loads.
Each state manager is responsible for
their region with operational managers reporting to them. On top of that there’s a national compliance manager, admin, payroll, HR, commercial teams.
“The management team is evenly spread so if anything goes wrong in any of our major ports you’ve got someone close by,” notes Michael.
One of the founders of the company Steve Stork, is an Indigenous Australian, making it perhaps the biggest existing national road express eet with indigenous ownership at the top level. Close friends since early childhood, Les and Steve embarked on this venture with a dream of starting a business together.
Commercial Director Matt Price was the rst major staff appointment back in September 2020. According to Les, who worked with him for ve years prior, Matt brings valuable insights and stability to the organisation.
“Matt upholds the same values and vision,” says Les. “He was a signi cant gain when he joined XFM especially in setting the tone for its leadership and direction in
the commercial space.”
Matt, along with Steve, is one of the owners of XFM.
Last year XFM completed its rst major acquisition when it purchased Jags Transport in South Australia.
“Every day here is revolution rather than evolution,” says Michael. “We’re running a business that’s grown so fast in the last 12 months. It is very fast paced.”
Indeed, a business that is operating and looking to grow at this scale is forever adding new layers and support levels to the structures in place. In the meantime, XFM is also looking to expand its refrigerated network.
Maturation, of this sort, can be only diminished by the eeting containment that comes when harnessing such forward momentum across a business that is demanding continual improvement.
“Managing growth, is a lovely problem to have,” says Les. “Fundamentally, we want to be an easy carrier to deal with. In that sense we’re a boutique organisation that helps our customers reduce their costs.”
The new Isuzus come with two-tonne tailgates.
CRE
The name Fonterra comes from the Latin phrase fons de terra, meaning “spring from the land”. The major milk processor utilises Volvo trucks to transport its main raw material.
Fonterra is a New Zealand dairy co-operative owned by thousands of farming families. It has grown to become New Zealand’s largest company and is responsible for approximately 30 per cent of the world’s dairy exports.
In Australia Fonterra collects milk from local dairy farmers which goes to its eight manufacturing sites across Victoria and Tasmania where it is processed into various dairy foods. Fonterra operates a eet of 50 milk collection trucks in Australia based on the Volvo FM model. It was the rst milk tanker eet in Australia to adopt the truck and dog trailer combination. Currently, about half of the eet consists of truck and
dog trailer units, with the remainder comprising of single and B-double trailer combinations.
Recently, Fonterra invested $10million in new ow metering systems and the replacement of all of the pump modules. The milk pumps are all driven off the trucks’ PTO. The next stage of development will likely involve electri cation of the pumps to save fuel, reduce emissions and minimise noise during nighttime bulk milk collections as the trucks’ engines won’t need to operate at high idle speeds to run the pumps.
The pumps are from Byford Equipment and the milk metering electronics provided by Smarta Industrial utilise
telemetry to enable connectivity between the trucks and the bases and are capable of scheduling routes and informing drivers the order of the farms to pick up from. The system facilitates the schedule routes to be downloaded to each truck automatically when a driver logs on. Every time a farm collection takes place the information is relayed to the base and the milk factories are advised as to what is being delivered back to them and payments to the farmers are also calculated by the system based on the bulk milk collections.
Bulk liquid transport has some unique challenges whether the load be milk, wine or fuel and in the past the milk industry was over-represented in
AM
the number of vehicle rollovers, due mainly to the load shifting effect of liquid sloshing around within the tanker’s compartments. Fonterra’s sustained focus on safety along with the tment of Electronic Stability Control and Electronic Braking Systems, has signi cantly enhanced the safe operation of its tankers. Additionally, the comprehensive training provided to all drivers further ensures the highest standards of safety are maintained. The strength and integrity of the Volvo cabins is also a factor in the decision process as the Volvo FM cab met or exceeded the ECE29 standard for rollover integrity, but there is an additional test colloquially referred to as the “Swedish rollover test” used by a number of European manufacturers including Volvo. To achieve the ECE29 rating manufacturers can use a new cab
for each phase of the test. The more comprehensive “Swedish” method uses just the one cab which is heavily impacted from various directions and at the conclusion the driver’s door is still required to be capable of being opened.
OF THE CROP
Cameron Nicholls is the National Fleet and Equipment Manager for Fonterra in Australia and brings a strong background in engineering to the role. Cameron gained further experience in logistics at one of the big two supermarket chains
Volvo FM tanker truck and dog.
Images: Volvo Trucks.
Fonterra’s Gippsland facility in Darnum.
and a leading cold storage specialist. He also worked with another Victorian milk supplier during the rise of PBS tankers. Since joining Fonterra in 2018, Cameron has overseen not only the tanker eet but also ancillary equipment such as forklifts and passenger vehicles.
Another important aspect of the Volvo FM cab is its three-step entry to the cab, compared to the typical four steps used by other trucks, reducing the risk of trips and falls. Given the frequency which drivers are getting in and out of cabs, particularly on farms, Cameron calculated that eliminating one step results in around 250,000 fewer steps annually, signi cantly
enhancing driver safety.
“We prefer a cabover design because our drivers often pull out of farm driveways onto main roads, often in darkness and foggy weather, and having the driver as far forward as possible without sticking truck out onto road provides better vision and hence safety,” says Cameron.
Commenting on the 25-year relationship between Fonterra and the CMV Volvo Dealership Group Cameron is impressed by the combination of Volvo hardware and CMV expertise.
“CMV’s Ian Vagg has been around for a long time and his knowledge is a lynchpin to the relationship,” Cameron says. “CMV has spent a lot of time
developing trucks suitable for farm milk collection, both prime mover or rigid. We’ve tried other brands and they just don’t stand up to it. The Volvo does because of all the little modi cations. Anyone out there doing third party dairy collection are probably using Volvo.”
As part of the servicing and maintenance arrangements three or four CMV technicians are based at each of the Fonterra workshops located at milk factory sites and work in harmony with Fonterra staff.
“Essentially we’re all the same people trying to do the same thing, we’ve just got different company names on our payslips,” says Cameron. “It works
Cameron Nicholls, Fonterra National Fleet & Equipment Manager.
really well. I deal with a lot of suppliers and none of them are like CMV in my experience. They’re quite big but everybody feels like they’re part of a family. CMV, far more than anyone else, just feels everyone’s invested and it’s the best culture of any company I’ve ever worked for or with.”
This arrangement extends beyond routine servicing and repairs and the relationship at management level delivers bene ts for both parties.
“It’s really enjoyable working with people that you can just have straight conversations with,” says Cam. “With CMV, I deal mostly with Rohan Cook and Matt Smith on the contracts
side. They’ll come to me and say I’m spending too much money on something, and because we are constantly evolving, they come up with different ways of doing things.”
Each Fonterra tanker travels between 300 and 600 kilometres each shift, totalling around 220,000 kilometres each year. The work is seasonal with signi cantly larger volumes during spring, with Tasmania showing the largest difference between seasons.
A quarter of the truck eet is renewed each year, with trailers serving 12 to 15 years between replacements. The Volvo trucks are likely to have covered close to one million kilometres at their time
of replacement, and the economics show that it is a prudent point in time to pass them over to their next owners and introduce brand new Volvo’s into the eet.
Cameron expects the Australian operation will soon move to a sustainable fuel source.
“The interesting thing I have found during my time at Fonterra is how sustainability has become a major focus,” Cameron says. “Often, I get more questions about environmental impact and sustainability than I do about nancials. Another massive change is that safety isn’t a headline now, it’s just the way we live.”
The three step entry into the Volvo FM cab is considered safer reducing steps required of drivers signficantly.
Each tanker travels up 220,000km each year.
CMV Volvo’s Rakesh Prasad with Cam Nicholls.
TIMBER LAND
Forestry eet, Cornwall Logging, is a second-generation Queensland company. A new PBS-approved MAN TGX has joined its serious mix of prime movers and is fast making an impression.
Based in Maryborough, Cornwall Logging is an agroforestryadjacent transport business primarily working in the southeast corner of Queensland. Logging runs in the family. Managing Director Rafe Cornwall’s father and grandfather were both in the industry. It’s fair to say Rafe was born into it. The embryonic stages of the business can be traced back to Fraser Island before it became a fully- edged commercial road timber hauler on the mainland. The decisive moment in which a company-de ning phase of growth occurred was in 1994 with the signing of a contract that required signi cant investment in people and equipment. Some 12 trucks were added. That was around the time Rafe had purchased the family business from his father.
“It progressed down the line,” he says. “I bought it off dad when he retired, and I’ve continued on.”
There are, at last count, 22 prime movers in the eet. These come in a variety of applications from B-double logtrucks, to mini-Bs, single trailers, and two Pumpa-built spread tri-axle tipper bins with walking oors. It’s in this application a new MAN TGX nds itself. The combination allows for a GCM of 49.5 tonnes under Performance-Based Standards.
Previously Rafe invested in mini-Bs for the same task. While payload capacity was 33 tonnes unloading, as he explains, was far
less ef cient.
“That’s why I went down the track of Pumpas for the last two trailers,” he says. “Whereas these new units are on a 49-foot trailer, you open the back doors, you unload and you’re almost carrying 30 tonnes anyway.”
In contrast to the mini-B, there’s crucially one less axle on the road.
“Turnaround times are far better and you’re nearly achieving the same payload,” Rafe adds. “It works well in that combination.”
Cornwall Logging hauls from every pine sawmill in a condensed 75km area.
As one of the regular contractors for HQPlantations the work is consistent day in, day out. The trucks in the eet operate ve days a week with the occasional Saturday thrown in. The routes are invariably the same, it’s the application that changes.
“We have contracts with HQP for logs and Laminex for the residues,” says Rafe. “So we haul logs into these mills and haul the residues out.”
Cornwall Logging moves between two of the big facilities owned by Laminex. One is a large MBF factory while the other is a particle board facility in Gympie. The eet delivers to other sites as well, but these are, for the main part, the most frequented destinations.
“The majority of the woodchip freight goes to those two mills,” says Rafe.
“We also regularly haul out of a mill at Caboolture and transport sawdust up to
Images: Penske Australia.
New MAN TGX prime mover with PUMPA spread tri-axle tipper.
Maryborough where we are based.”
Some of the sawmills have dropped in productivity of late. Rafe puts this down to a lull, at present, in residential construction. Everything from a business perspective is still humming along — the new MAN TGX is no exception.
This prime mover attends sawmills in Gympie and Caboolture, and occasionally can be seen leaving the Port of Brisbane. These port trips accumulate the kilometres much faster.
“The MAN is a very versatile unit, especially for our purposes,” says Rafe. “You can send it pretty much anywhere
and achieve a fairly decent payload.”
Rafe anticipates the new MAN TGX, which he has had for just over half a year will cover around 200,000kms by the end of it. The driver, Russell Smith, is already singing its praises.
“The driver is rapt with it. He loves it. It’s a beautiful truck to drive,” says Rafe. “It’s comfortable. It pulls well and it’s got great vision.”
Having clear lines of sight in forestryrelated transport is a must. The pine plantations surrounding the Sunshine Coast are not known for clear depths of eld. Manoeuvring into sawmills can
bring with it other challenges, especially for the bigger trucks. The MAN TGX features exterior mirrors designed to help enhance the visibility around the A-pillar. An aerodynamic sunblind also absorbs the sun, an ideal function given the harsh morning daylight common to Queensland.
“The vision is always great,” says Rafe. “It sits up nice and high and everything is in its place within the interior.”
An intuitive dash layout, for one, accommodates the gear shift control on the right-hand stalk switch which can greatly simplify selecting driving programs
The PUMPA tri-axle bin has a walking floor.
PJ’s Custom Spray Painting and Truck Mechanical were commissioned for the metallic pearl black cabin and completed the row of roof spotlights and accessory lighting.
and gears. The repositioning of the gear shift control opens up the interior by providing more space between the seats. One of the big innovations for operators is the MAN SmartSelect. The push/turn control knob with a comfortable thumbball support and integrated touchpad, encourages precise inputs even under rough driving conditions like those often experienced in a logging application.
MAN SmartSelect is equally suited for low light conditions. It can be identi ed with just a quick glance as it is equipped with its own lighting.
The GM cab interior, speci ed in this instance by Cornwall Logging, allows for full standing height.
“The feedback from the driver is uniformly positive. He says it’s the best truck he has ever driven, and he’s driven quite a few,” says Rafe. “To make that comment it must be good overall. He’s been around the traps.”
The MAN powertrain, the result of a 100-year journey of innovation and progress, has certainly come a long way since it unveiled its rst 40hp dieselpowered truck in Nuremberg a century ago. This MAN TGX 26.540 runs on an electronically controlled common rail
injection system. The 12.4-litre Euro 5 equivalent engine can achieve 397kW at 1,900rpm. It offers operators up to 2500Nm of torque.
Fuel burn gures, furthermore, are good and run consistent with the other late model Euro cabovers currently in the eet.
“A lot of that has to do with the drivers, too,” adds Rafe. The driver was in a Volvo FH prior to the MAN.
“They’re nice to drive as well but he believes the MAN TGX is better,” says Rafe. “Longevity-wise we will see. So far, so good. It hasn’t had any issues to date but it’s only eight months old.”
The uniform eet, with its unmistakable sable trucks, has a propensity for clean presentation. PJ’s Custom Spray Painting and Truck Mechanical were commissioned for the metallic pearl black cabin and also completed the row of roof spotlights, stack and accessory lighting.
The chassis, tanks and guards were all painted in house at Penske Australia in Brisbane. The signwriting was created by Tony Gibbs. Rafe opted for a JOST Ball Race turntable.
This is the rst MAN truck Rafe has purchased although he does have an existing relationship with Penske Brisbane
having always carried Western Stars in the eet including a new 48X sporting a Detroit DD16 engine.
Rafe, who doesn’t do as much driving as he once did, piloted the MAN when it was rst delivered. It was only, he admits, in bobtail.
“It was nice to drive. I found everything in the right place,” he says. “Again, it was comfortable. Driving these things bobtail is not the same as with a load on. But in terms of white noise, it’s very quiet. That’s something you will notice as the day wears on.”
The biggest issue in the current operating environment is turnaround times for truck orders. Some other brands are out to 18 months. “Transport always has its challenges,” says Rafe. “I guess the biggest thing over the last couple of years is sourcing equipment when you want it.” He acknowledges it’s a challenge industry wide.
“I’m not the only one who has had to deal with that,” he says. “It’s made it very hard to plan your business when the equipment isn’t available when you want it.”
Rafe adds, “That for me has been the biggest challenge.”
MAN TGX on the outskirts of Maryborough.
MAKING THE EARTH
The civil construction industry faces some challenges similar to road transport, such as in the areas of emissions and skill shortages. Davison Earthmovers leads the way in addressing both.
From its base in Adelaide, Davison Earthmovers has been involved in construction projects requiring commercial earthmoving such as excavation, demolition and major facilities such as car parks, hospitals and schools, distribution centres and sporting venues. The compliance requirements of these types of work are generally signi cantly greater than for the typical residential subdivisions. Paul Davison began working for his father’s company 34 years ago,
commencing as a labourer while he studied surveying. This ‘from the ground up’ experience equipped him well for the industry and he has been running the company in co-ordination with a general manager for the past 17 years and ultimately took on full ownership in 2022.
Paul is enthusiastic about the technology that has revolutionised earthmoving over the past couple of decades which has resulted in signi cant improvements in ef ciency. Davison Earthmovers was
one of the rst companies in Adelaide to implement machine control technology some 17 or 18 years ago, and the satellite-based guidance systems are now tted to six excavators and four graders which can utilise the technology to achieve a grading accuracy of just 5mm.
“We’re working more ef ciently and accurately so we are not burning as much fuel to do that type of work,” says Paul.
This commitment to the latest technologies has led to the recent
The new field service vehicle features a chassis mounted purpose-built module.
Larger trucks such as semi-trailer tippers and heavy equipment oats are subcontracted as required.
“We’re almost at the point where we should be looking at doing that work ourselves,” says Paul. “But we are very conscious of value for money and costs within our business, and we don’t use them enough to make the level of return on investment we expect. We have some really good subbies who do a great job for us.”
For now, the size of company-owned trucks is adequately met by the Hino range and the retained resale value of Hino trucks is important. Davison Earthmovers has its own well-equipped workshop but now with 90-odd pieces of plant and vehicles some servicing is outsourced to Adelaide dealers such as CMV Hino for trucks and Cavpower for Caterpillar machinery.
Fuel saving was a contributing factor to the decision to order a Hino HybridElectric as the company secures a lot
currently being undertaken is on government projects. Other clients are mainly builders, and in turn their clients are private investors, development rms, and even transport companies.
“The average job used to be ve to ten thousand dollars when I rst started, now they average over one million dollars,” says Paul. “There are a lot of contracts that are now a little bit too small for us to handle.”
Davison Earthmoving has built an enviable reputation within the industry over many years, as much for the culture within the business for looking after its personnel.
MOVE
purchase of an Hino Hybrid truck to operate as the eld service vehicle and is tted with a chassis mounted purposebuilt module for the task. The Hybrid joins another 12 Hino trucks in the eet including water trucks, and dual axle 10-tonne tippers and single axle 8-tonne tippers. As Hino has now emerged as the brand of choice, other truck brands will be progressively changed over to Hino. There are also around 20 Toyota HiLux utilities.
“For the site foremen we have moved to dual cab Toyota HiLux utes with purpose built canopies on the back,” says Paul. “We choose Hino and Toyota because of reliability.”
of government construction contracts which often include obligatory reporting on emissions and the steps being taken to reduce them.
“I guess with a hybrid we’re not getting a huge fuel saving but with the amount we pay for fuel each month, any saving is a good thing,” says Paul. “But for me, morally, it’s more about reduced emissions. We burn a lot of diesel and create a lot of emissions through the work that we do in our industry and we are very conscious of that.”
Outside of the energy sector the earthmoving and construction industry is one of the country’s main sources of emissions. Around half of the work
“The philosophy carried over from my father involves not losing control of your business by not micro managing but keeping a nger on the pulse,” says Paul. “We look for quality not quantity for our works and we try to look after our clients like we look after our personnel, where, as much as we can, we treat them like family. We don’t have any ambition to be the biggest, so growth is not a core part of our business. Sure, we need to make a certain pro t level to be sustainable moving forward so we can look after our people, replace our plant and machinery in a timely fashion. Most of our plant and machinery and vehicles are up to date and not that old because we replace as regularly as we can which means we are continually getting the next generation technology of emission controls.”
Not dissimilar to the transport industry, civil construction is faced with a shortage of skilled people. Paul has been on the Board of the Civil Contractors Federation (CCF) in South Australia for 13 years and is its Immediate Past President. As President, Paul helped establish an apprenticeship program in civil construction and created a group
Images: Hino Australia.
training organisation which helped nd people willing and suited to the various roles. His own company currently employs ve apprentices, with another to join shortly.
“It is hands down the best decision I ever made,” Paul says with justi able pride. “For years in our industry most of the people we were getting already had another career before they came to us. Now we have a pathway from high school and they actually earn an apprenticeship salary and start a lifelong career in civil construction if they want it.”
Although the scheme has only been operating for four years, three graduate are now fully employed by Paul’s company. The apprenticeship involves learning the basic skills the industry requires, for them to be a general construction hand to how to operate various pieces of plant. Following the three-year apprenticeship graduates
can go on to obtain a Certi cate IV in civil construction and move on to site supervisor roles.
“What the civil industry is doing is going to take a long time and we still
have people coming into the industry through labour hire and other pathways with limited experience, but my hope is that businesses will get together and make sure they are putting these people
Paul Davison, Owner Davison Earthmovers.
Hino 300-Series Hybrid Electric.
through apprenticeships,” says Paul. “They may not hold on to them, and some may go to other businesses, but what you create is a skilled labour pool. My philosophy is if you treat employees well enough they won’t leave.”
The new Hino Hybrid Electric is just the rst step in Davison Earthmover’s road to decarbonisation and Paul makes an effort to stay abreast of the latest developments. Earthmoving equipment faces the challenge of mostly working on green eld sites where the electricity is yet to be connected and Paul sees the folly of using a portable diesel generator powering an electric earthmoving machine.
“I’m keeping an eye on a number of different areas in the trucking industry which are going down the battery plugin path using removable batteries. I think full electric in Australia is going to be a bit of a problem for some time due to the size of our country and the way we do business,” he says. “Some of the
equipment manufacturers are looking at a plug and play scenario like some of the trucking companies are with a removable exchange battery. I struggle to see how it will work because of the battery size, but instead of having an onsite fuel truck with 2,000 litres of diesel it will carry exchange batteries instead.”
Fully electric machinery being built at the moment lasts about six hours between charges, according to Paul, yet it needs to last about eight or ten hours. “Batteries need more power and to
be smaller,” he adds. “A battery for an electric 30-tonne excavator is about half the size of a car.”
Paul intends on travelling to Munich, Germany in 2025 to visit the Bauma exhibition, the largest of its type in the world.
“I’ve been three times previously and I’ll be there with the purpose of seeing where the plant and machinery and truck technology is going, so I know where I’m going to be investing my dollar in the future,” he says.
NatRoad member
ORE STRUCK
Dana have delivered a purpose-built 232-tonne Tri Drive for GLW Freight in South Australia.
In the South Australian outback, ironore mines rely on heavy vehicles to transport minerals in temperatures that can reach 50° celsius. At night in the desert, they drop to near zero. That’s about as severe and polarising as working conditions can get for trucks in operation 24/7.
GLW Freight, not more than four months ago, introduced a B-quin into this challenging environment, partnering with Dana, who supplied a 232-tonne rated triaxle set to deliver iron ore to the head.
For the task, GLW Freight has added 12 new Kenworth prime movers including ten new C509s and two T909s, the rst of which arrived in late May and immediately began pulling the B-quin combination.
Initially, the only feasible way at the
time, to run a quin roadtrain to the spec requested by the mine, was to go with SISU Diffs which were going to be cost prohibitive not to mention too heavy to yield the ef ciencies warranted from the application.
Looking for a solution, GLW Freight General Manager Peter Walker, approached Carl Van Niekerk at CJD Trucks.
“I went to Carl and told him I wanted to buy these trucks, but I needed a 232-tonne rating,” recalls Peter. “Carl was quick to point out that it hadn’t been done before.”
From that point Dana were brought in. Talks began in earnest last September. Jock Pickford, Dana Business Development Manager wasted little time in assessing the spec.
“With most engineers they will nd a reason not to change things. These guys were the opposite,” says Peter. “Right from the get-go they were committed. They had been waiting, it turns out, for someone to ask them.”
Unbeknown to Peter at the time Dana Australia had been eager for such an opportunity to arise. Matthew James, Dana Engineering Manager recalls having a conversation with the team at PACCAR at the Bayswater plant.
“I sat with our sales team and the Kenworth sales engineering team, and they cheekily asked ‘when is Dana going to give us more than 220-tonne’?”
Matthew says. “I said, ‘you bring me a route that is public highway that has good grades with a good operator that’s on a normal duty cycle I’ll do what you want.”
GLW Freight’s B-quin.
It was only a matter of weeks before the order placement by GLW Freight became known.
“It didn’t take long to nd me the perfect application to manage the risk on pushing the product further and that’s really what we’ve balanced,” says Matthew. “It’s always a balance between what we can trade off. To go heavier we’ve got to be more conservative somewhere at least at the start, to learn as we go and this GLW application was the right one.”
The T78-590 is a tridem version of Dana’s popular 52-590 axle set. It’s the heaviest GCM application axle that Dana builds and sells from its Keysborough facility. The double reduction axle bene ts from the many ratio-sets that are available across the standard product range and integrates an innovative full time pump introduced for the 170, 190 and 590 models into the local market in 2019. The
pump is positioned on the forward twoaxles on the tri-drives.
“ The pump is designed to ensure constant oil supply to keep the drivehead internal components lubricated and cool,” adds Matthew.
Dana T78-590 users are very demanding in the weights that they haul often generating a lot more heat in the axles. Typically, these customers look after their trucks very well notes Matthew.
“Because of where they’re operating and who their customers are and what they’re doing they have to,” he says. “From a reliability standpoint we get really good performance out of our big T78-590s.”
The new Kenworth T909 is based at the Peculiar Knob mine site, situated a good 900 kilometres north of Adelaide. These trucks were designed to operate at the new ‘Peak Iron’ site at the Buzzard mine in the rst quarter next year.
The national eet contains over 40 trucks with eight offroad highway trucks that are 350-tonne rated with the 12 new units equipped with the Dana differentials set for delivery in the coming months for on-road use.
“It’s a big expansion for us getting another dozen prime movers,” says Peter. “These trucks are massive and represent a signi cant investment on our part.”
The Kenworth T909 undertakes six loads every 24 hours. That equates, across the entire eet, to 13,200km a day. Despite having been in circulation only a short time, the initial signs on the unit are encouraging. When the oil on the diffs is changed there’s no alarming smells or signs of premature wear.
“With an old oil you can detect a noxious scent that’s burnt — there’s none of that,” says Peter. “It smells clean and unused. That’s one bene t so far.”
Images: Dana Australia.
Matthew James, Dana Engineering Manager.
The weight reduced by using the Dana T78-590 is another. In terms of fuel saving the vehicle in the application has improved discernibly from 0.66 to 0.85, a saving of up to 30 litres per trip.
“It doesn’t sound like a lot but when you’re running a dozen of these trucks with the number of kilometres we’re doing every day some 13,000kms, you do the maths,” he says. “The truck is signi cantly lighter than the previous unit and the tare weight plays a huge piece in that equation.”
Perhaps the biggest gain when compared with the previous brand of diffs can be found in the cost of operation. GLW’s productivity time ultimately comes with a servicing schedule. The new Dana product limits time the trucks spend in the shed. “The heavily reduced labour component in that servicing is a couple of hours each service,” says Peter. “We’re major servicing every 12 days for those trucks. That’s where we make a lot of our gains as a business.”
Waiting for parts out of Adelaide, which is nearly nine hours from the GLW Freight workshop represents a major productivity loss. Being so remote is a challenge in itself.
“Our workshop is in the middle of nowhere — you would never nd it,” says
Peter. “We need a product that’s going to be reliable out there and we know that the Dana diffs are going to do from service to service what it’s meant to do.”
Another metric that is set to be vastly improved is the speed of operation. Peter suggests the new combination is outperforming the other trucks by about 45 minutes per shift.
“It also gives us top end road speeds as well,” he says. “So, we can actually travel faster than a SISU diff. They do three loads a shift so they’re probably 15 minutes a load faster.”
Even though the product is unique to Australia, which is something of a test bed for Dana globally, Dana product support has been exceptional. With a carrying capacity of 232-tonnes, the Dana T78-590 is the axle set of choice in these severe applications. By a long way.
“Certainly, when I’ve shown pictures of these trucks to our product managers over in North America, our applications team and product team in the US, their jaws drop,” says Matthew. “We’re a long way clear of the next heaviest user.”
Dana have even considered the need for upgrading older trucks to the full time pump version to take advantage of the bene ts.
“If you’ve got a 170 or 190 or a 590
drivehead axle truck and you want to replace the driveheads, we can sell you replacement driveheads with the pump,” he explains. “And they will bolt up exactly the same way as your old unpumped version.”
One of the most dif cult concerns of this kind of undertaking, according to Matthew, with a customer such as GLW or any eet trying to push the envelope on weights, is to quantify how demanding a given application will be.
“Out west, the T78-590 was really developed looking at 220 tonne GCM and that lines up with Western Australia/ PBS super quads,” he says. “But not all routes are created equal, not all operators run equally. At this load, for the most part, they’re pretty good and there’s a lot of really good operators. But if it’s a 50 per cent loaded duty cycle which is almost standard for these days because they generally run as tippers then you’re only really differentiating on the route that they’re running. How much is sealed? How much is unsealed? How many cattle grates are on the unsealed road to the point we have to drill down further on the times.”
Combinations like these are sometimes geofenced to certain speeds; and sometimes they’re not. Add to this the extra consideration of public road versus private road routes.
“Sometimes, when it comes to the top end heavy applications, it’s literally a matter of looking at the route and looking at all the elevation changes to make sure we’re not going to supply a product that can’t do the job,” adds Matthew.
The Dana engineering team went through all of the elevation passages, topographical climbs and deceleration points on the route with Peter and his team. That made an impression.
“Dana is receptive to your ideas and proactive in implementing them. By that I mean it wasn’t a case of lling out a few forms and hoping for the best,” says Peter. “They actually do a thorough job. In terms of package support, their aftersales is also exemplary.”
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THE STORM WEATH
Queensland produce carrier, Granite Belt Fruit Freighters has celebrated its 50th anniversary with a new prime mover.
The year 1974 got off to an eventful start for those in the southeastern part of Queensland. Brisbane was hit by the worst oods in its history. A monsoonal trough caused by Cyclone Wanda brought about three continual weeks of heavy rain in January ultimately eventuating in the Brisbane River breaking its banks. The disaster area spread as far as Ipswich and Beenleigh.
Based in Stanthorpe, near the New South Wales border, Granite Belt Fruit Freighters were, as it happens, outside the danger zone but as a edgling transport operator it was forced to run the gauntlet of detours caused by the disrupted road network. For the ensuing ve decades the business has withstood not only the inclement vagaries of nature but fast changing economic climates, too.
“Before the drought in 2018 we were up around the 16-truck mark,” says Glen Abraham, Co-Owner. “That drought hurt the district a lot and it forced us to sell off half our eet.”
What may have been a crisis for another business was looked upon as a great opportunity to downsize recalls Glen.
“We restructured from that moment and bounced back to where we are now,” he says.
Over recent years the sweet spot for the eet in terms of units has been between six to a dozen trucks.
“That has uctuated the last decade,”
Glen notes. “We hover around 12 to which it stands at this day.”
Granite Belt Fruit Freighters now operate several B-doubles but they weren’t always a prominent exponent in the application. That has changed in recent years as the business sought adaptations, culminating at rst in the wake of the Global Financial Crisis, before having to navigate the impairments effected by a sustained and costly drought.
“We have progressed more into B-doubles now by making a few changes and tweaking our operations here and there to run things more ef ciently,” says Glen.
Being in Stanthorpe on the New England Highway, the family-owned fruit and veg runners move produce from their own farm district in-season between December and May. Stanthorpe, among other attributes, is one of the few areas in the Sunshine State to have recorded snowfall. It’s been a freezing cold winter, according to Glen, although it hasn’t snowed — yet.
“The temperate conditions are ideal for growing apples, wine grapes and vegetables in the summer months,” he says. Granite also grows capsicums, tomatoes, and leafy vegetables.
Moving produce from Stanthorpe to Brisbane was the origin point of the business and as it progressed it added an offseason return leg to and from Sydney. The transport business was founded by Abraham’s father Dudley and John McClure in 1974. Prior to that a small
4-tonne V8 Dodge truck was employed to cart produce to markets including those of neighbouring farms. There was a Labor Cooperative in the region run by John who Dudley fell into partnership with. One of their rst business decisions was to invest in a bigger truck to service the growing demand. They purchased a 1418 Mercedes-Benz for $1250 with a 38-foot McGrath attop trailer.
A transport division was soon born. Dudley was 32 years of age.
In fact, the rst load they moved to the Brisbane Market was required to undertake a major detour around what was then the direct route which was submerged under water.
“Blunder Road was completely cut off,” recalls Dudley. “My brother-in-law, who had done a bit of truck driving came with me as I didn’t even have a trailer licence at that stage.”
The following year the business, to offset the quieter winter months, started delivering to Sydney. It was 15 hours driving time for Dudley in those days.
The rst big truck was a L-Series Ford Louisville with a 903 V8 Cummins. That was purchased around 1978. Soon Ford LTLs were added to the eet.
“Then we progressed to International,” recalls Dudley. “We purchased a couple of them. There was an Eagle and then a couple of T-Lines and an S-Line.”
During that period an old Flintstone Mack was purchased. The plan was to extensively refurbish the vehicle.
ERING
“It got banged up, so I went down to Port Macquarie where I sourced a rustedout cab which I xed up,” Dudley says.
“Eventually the truck got brought to grief up near Caloundra. That was the end of that pet project.”
The Kenworth brand was introduced in the late ‘90s. Dudley was dealing with Kevin Hurley from Brown and Hurley, who, for a long time, kept a comprehensive list of all the trucks sold to Granite Belt Fruit Freighters over the years. There have been a few.
“Since we started getting the rst
Kenworths we’ve stuck with them for the last 20 years,” Dudley says.
To commemorate the milestone of its 50th anniversary, Granite Belt Fruit Freighters last June welcomed a new Kenworth T610SAR into its eet. The truck is powered by a 580hp Cummins X15 running through an 18-speed Eaton RoadRanger.
The new truck is already working linehaul Brisbane-Sydney pulling a refrigerated B-double.
“The T610SAR ticks all the boxes for us. It’s a bonneted truck with plenty of
room inside it,” says Glen. “They still come in under your length speci cations and you can have all the horsepower you require. They’re just a good all-round truck for us and driver comfort is good.”
On an average week the truck will travel to Sydney three times. That amounts to just under 4,000km. They will look to get up to 230,000kms a year out of this vehicle, eventually.
In total, Granite Belt Fruit Freighters have 12 Kenworths in the eet and two 12-pallet Hino rigids.
“For new purchases the T610 is what we
Rodney, Joyce, Dudley and Glen Abraham.
Image: Brown and Hurley.
look to order,” Glen says. “They have the durability. We know they’re going to last. We’ve got some T610s that have done 1.4 million kilometres and there’s not a rattle in them — they’re still going strong.”
Glen admits that they generally keep their trucks longer than most.
“Powered with the Cummins engine, they’ve got that driveline sorted out,” he said. “They’re a resilient truck.”
Granite Belt Fruit Freighters were one of the rst eets in Queensland to receive a T610 Aero when it was rst launched to market.
“We’ve tried a few different brands but always fell back to Kenworth,” says Glen. “We haven’t found a need to move away from it, not counting a couple of secondhand trucks purchased at a good price over the years.”
In 2005 Dudley bought out the stake John McClure had in Granite Belt Fruit Freighters. Both his sons, Glen and Rodney were keen on trucking, eager to join the family business when they left school.
“I made them get an apprenticeship,” recalls Dudley. “Rodney did cold chain working on refrigerated trucks at Thermo King in Brisbane while Glen did a diesel apprenticeship with the local diesel mechanic is Stanthorpe.”
By the time Dudley had assumed control of the operation his sons were ready to join him. They both now effectively run the business.
On top of the regular run of deliveries made into markets concentrated around Brisbane and Sydney, Granite Belt Fruit Freighters also services the big supermarket chains.
In the offseason they will transport tomatoes and capsicums, as they are now, from as far north as Bowen. They often load out of Gatton, where they cart spuds for Nolan’s Transport or in Brisbane at places freight is transhipped from trucks that have originated in the major produce regions of North Queensland. It’s Granite’s job then to forward the freight on to Sydney.
“We bring whatever we can out of Sydney
coming home,” says Glen. “There was more opportunity to keep the trucks active by going to Sydney.”
The B-double work to Sydney, during the latest phase of the business, has subsequently paid off. There’s no doubt escalating fuel prices, driver shortages and the uctuations prone to global nancial markets can be a bridge too far for the smaller eets. The strong secondhand truck markets, like the one now synonymous with supply shortages during COVID, have had an allure. They’ve certainly served a purpose when the eet has outgrown demand.
“We’ve had some close calls nancially over the 50 years where we’ve had to sell off different things at various times to keep going,” admits Dudley. “But you ride through all the storms. We’ve always seemed to come through.”
Playing to their strengths has been a big part of the company’s enduring story. Part of that is in having a strong identity and in not trying to be something they are not.
“We’ve always done the right thing by the prime contractors,” says Dudley. “We’ve had good relationships with our bigger customers. Other than our local work, we’ve never tried to commission prime work. We’ve always looked to subcontract out of someone.”
Dudley knows, rsthand, the risk of growing too big, too fast. He naturally urges caution.
“You see it all the time when a eet grows quick. It doesn’t matter what assets you’ve got,” he says. “You’ve got to make sure cash ows all the time. We’ve been able to do that.”
He adds, “We’ve kept things steady and ridden the highs and lows.”
The 50th anniversary Kenworth T610SAR.
Image: Granite Belt Fruit Freighters.
CHILL FACTOR
Home of the new Tasman Logistics Services cold chain hub in Queensland.
Tasman Logistics Services has launched a new business segment.
The division known as Cold Chain Solutions, a new segment launched by Tasman Logistics Services, will specialise in understanding speci c cold chain requirements and developing customised plans for chilled products from warehouse to store shelf.
With a focus on high-volume clients and non-standard handling requirements, the customer portfolio will support a diverse range of brands, providing specialised handling services for meats, small goods, fresh produce, seafood, and pharmaceuticals.
Just last month Tasman Logistics Services secured a lease agreement in Queensland’s cold chain hub, Lytton Rd, Morningside. The company anticipates its operational footprint will be established by October and be fully operational by December 2024.
“Our new Queensland warehousing hub puts us right in the heart of the cold chain action,” says Ivan Vanis, Tasman Logistics Services Chief Executive Of cer.
“Cold Chain Solutions is projected to become an end-to-end transport and warehousing solution, adding real value to the supply chain for chilled and frozen products.”
As a market segment, cold chain logistics is thriving under favourable conditions. The market size, at present, is estimated at a staggering $8 billion in Australia alone.
Tasman Logistics Services has also appointed Stan Bearder as Head of Cold Chain Solutions. He has two decades of
senior executive experience including ve years as Chief Operating Of cer at the New Jersey-based Thomas Foods International.
“Stan excels in managing organisations, crystallising big visions, harnessing technology and data-driven insights to elevate customer experiences, and consistently delivering top-notch products and services for sustained growth,” says Ivan.
Stan’s background in technology consulting, enterprise software, and successful leadership of a $680 million food organisation and high-growth biotech start-ups in the United States is considered a major advantage.
“Unlike the larger competitors in cold chain, who focus heavily on automation, Tasman will focus on customers who require the speci c handling of products and reliable distribution,” explains Stan. “We see a gap in the market, a niche that we can service.”
According to the company, the evolving trends in the current marketplace present a unique opportunity to cater to certain brands who require a specialised handling of products. By entering into the cold chain, Tasman has positioned
itself to embrace new partnerships, technologies, and industry best practices, according to Ivan.
“We are not just entering the cold chain market – we are rede ning it,” he says.
In addition to unlocking new warehousing and transport service possibilities with this venture, Cold Chain Solutions is looking to strategically bridge the gap where automation falls short in managing specialised stock. An initial capacity of 4000 pallets during the rst phase of the rollout will increase signi cantly, as part of an expansion plan, growing to 9000 pallets with four loading docks by the end of the quarter.
“A blueprint once the second stage is completed will be used for the national rollout which includes a purpose-built warehouse in Melbourne by June 2025 with Sydney, Adelaide and Perth to follow,” says Ivan.
He is also con dent that this latest revenue stream will propel the company towards its goal of achieving $1 billion in sustainable revenue by FY2027.
“Tasman Logistics Services Cold Chain Solutions will span the entire spectrum of services to safeguard temperature-
Craig Morris, Founder Executive Director, Tasman Logistics Services, Ivan Vanis, CEO and Managing Director, Tasman Logistics Services, Stan Bearder, Head of Cold Chain Solutions, Tasman Logistics Services.
sensitive products, ensuring quality, ef cacy, safety, and value,” he says. The company currently boasts a eet of over 240 prime movers including a partnership it inaugurated with PACCAR earlier in the year which includes supply of both DAF and Kenworth brands.
A whole new tech team joined the company in Q2 and is playing an integral role in capturing the breadth of eet and travel data produced within the organisation. The new venture comes at a prudent time in the company’s 22year history. The Lytton Rd warehouse in Morningside is strategically located being approximately six kilometres east of the Brisbane CBD, eight kilometres west of the Port of Brisbane and nine kilometres southwest of the Brisbane Airport precinct. It connects to the Gateway Motorway and Port of Brisbane Motorway in the east. Through the Gateway Motorway, the property has access to the arterial network of the Bruce Highway to the north and the Logan, Ipswich and Paci c Motorways to the south. In addition to its prime exposure, the site offers B-double access, incorporate temperature-controlled rooms with 24/7 operations. No new vehicles have been procured
to service the segment as yet. Tasman Logistics Services are considering using a 3PL provider that works solely and directly for it.
To enhance its operational ef ciency, Tasman Logistic Services is presently in the process of obtaining the necessary accreditations.
“We are in the process of applying for accreditations to fast-track our operational capacity and manage the entire suite of chilled and frozen products,” says Stan.
“The location will help us facilitate future expansion and growth. The scalability and potential for future development in the Lytton Rd location will give us access to new markets, talent pools, and partnerships that will contribute to the long-term success and sustainability of our growing portfolio.”
Morningside is historically an industrial suburb bene ting from its proximity to the city’s wharfs and bulk terminals. The area has an abundance of food manufactures and distribution service providers along with residential dwellings.
Lytton Road is a bitumen sealed, part two lane, part four lane roadway with concrete channelling and footpaths.
There is direct access to prime warehousing and major infrastructure projects.
“Our strategic positioning in Brisbane complements our current presence at the Port of Brisbane, enhancing our logistical capabilities,” says Ivan. “By entering into the cold chain market, we are actively preparing for cold chain exports, with a speci c focus on Indonesia and Southeast Asia to expand our market reach.”
The Asia-Paci c region, particularly Indonesia is seeing a rapid rise in cold chain services as a response to increasing demand in online food delivery services and packaged food products, agricultural commodities, and pharmaceutical products among the country’s urban consumers.
As the biggest archipelago in the world, Indonesia is also one of the world’s largest producers and suppliers of sheries products. Indonesians consume more than 40 kilograms of sh per capita per year, making it one of the most sh-dependent nations in the world. In the e-commerce segment, essential items like groceries and frozen seafood dominate, indicating that these are the main growth drivers for the cold chain industry in the country.
The country’s cold chain industry, however, is still considered largely underdeveloped. It is estimated more than 10 million tonnes of food are lost in the supply chain as a result.
The business segment will also play a new role in supporting Southeast Asia and the Middle East by supporting cold storage of food supplies, particularly meats managing beef exports to the Philippines with an onus on exporting chicken, lamb and goat to the Middle East.
“We are only at the beginning of our vision for a comprehensive end-toend cold chain solution,” says Ivan.
“Our focus is currently on meeting the national demand in Australia, Southeast Asia and the Middle East, as we work in implementing our operations.”
The new site provides B-double access.
CLEANING UP
Alana Kennedy has been a key contributor at Wash It Australia for the best part of a decade. In that time, she has watched the business go from strength to strength.
Wash It Australia has carved out a healthy niche inside the transport industry in this country. The national business offers a mobile truck wash for customers in every state. Expansion is steady. Like all histories, the story of Wash It Australia is one of people. From Founder and Managing Director Ben Hennock, who believed in a vision and demanded much of himself, resulting in the rapid expansion of the business today; and Alana Kennedy, whose own growth journey within the business very much parallels that of Wash It Australia’s. Her role as National Account Manager involves maintaining relationships across clientele and developing new business. November 2015 remains a major watershed in her life. That was when her own truck washing business, then based in Melbourne, was acquired by Wash It Australia. At the time she was raising two young children with little help. It was tough. Running a small business on top of that was simply too much. Ben, who saw the potential in it, purchased the company. Recognising the importance of family-work life balance he kept Alana on part time.
“That’s where it all began and I’ve been working three days for him since when the business was initially acquired,” she recalls. “Now I don’t have to pay the bills which is great.”
While her tasks haven’t changed a great deal the workload certainly has. Industry too. Back then Alana collated data for accounts which would then be entered as invoices manually. Some customers were still paying by bank cheque. Corporate governance and legislation like the Modern Slavery Act, which came into force 1 January 2019,
for one example, have also brought administrative and human relations considerations to the commercial environment.
“The business has come a long way,” she says. “I’ve taken a leaf out of the book of Ben. He helped me grow my con dence. I’m far from a natural salesperson. But you believe in what you’re doing and build relationships. Those are good foundations. I was always big on building relationships.”
Project management also plays a crucial part in Alana’s role. Bringing in new business requires that she closely work with operations managers in the relevant state.
“We’ll go to site and note the where’s and how’s,” she says. “That is where we’re going to wash and how we’re going to wash in addition to all the ner details.”
One of Alana’s biggest achievements, according to her, is the Tier 1 customer accounts she has helped secure. This is partly an outcome of the company’s ability to consistently generate innovative sustainability ideas aimed at reducing its environmental footprint while promoting eco-friendly practices.
Wash It offers multiple collection methods to suit most situations, where it collects and removes all truck wash water from the premise to be disposed of safely at no additional cost.
“Innovations for truck washing solutions have signi cantly evolved over time showcasing remarkable advancements in the industry,” says Alana. “This puts us in good stead when tendering for jobs especially with the many requirements that now govern compliance and sustainable practices.”
Many of the big supermarket chains use portal systems in place for tenders that
detail their requirements. These also fall under Alana’s remit. To date they remain one of her proudest achievements.
“Having the ability to work with the big supermarket chains and companies like FedEx and StarTrack is a big deal,” she says. “There’s been some humungous achievements since I started. It’s crazy to consider where we are at now.”
The business has grown, she estimates, more than four times from what it was when she started out in 2014.
They now wash 6,000 pieces of equipment every week including locomotives for SCT.
There are plans in place to add remote depots in Townsville, Cairns and Canberra by 2025.
“From a price point we offer an exceptional service,” says Alana. “We’re in every state. With a nationwide leg it gives us an advantage over many of our competitors.”
Tailoring solutions for customer needs remains at once a strong selling point and priority. Word-of-mouth because of this remains strong
“We’ve been known within the business for such a long time now that we’re good fun to work with,” adds Alana.
“We can always nd a solution.”
Her role has provided innumerable opportunities to learn new aspects of the business and grow herself.
Wash It Australia also can boast a metric not many other national businesses can. Women currently occupy 40 per cent of the positions in senior management. While at ground level the women involved as drivers and washers sits around 8 per cent but that is on the rise, too.
“Back when I rst started, I used to walk into rooms of just men,” says Alana.
“Now there are so many more women
around the industry. There’s de nitely been a shift in women being more prevalent in transport.”
To wit, a lunch celebrating International Women’s Day for many of the senior staff was put on last March.
Wash It Australia is an active participant in raising awareness and donations for several charitable causes. In October, Wash It will donate $1 from every truck it washes to the National Breast Cancer Foundation. The company also sponsors Chaz Mostert, James Courtney leading drivers in the V8 Supercars and International GT racing champion Liam Talbot, who will help raise money by colouring their hair pink.
“Every week he is seemingly doing something different, lending support for another worthwhile cause, shaving his hair,” Alana says of Ben. “We call him ‘the hurricane’ because he comes in at a million miles an hour and when he leaves, you’ll be in another direction. It’s exciting to work for someone so young and fun. He’s always happy to lend an ear and help everyone.”
Following COVID, Alana was one of thousands of Melbournians who moved north to Queensland. She is now based on the Gold Coast.
“I can sort of work from anywhere as long as I’m not too far away from an airport,” she says. “Every day is a different day. We’re still very much a family-run business. We all really work together and help each other.”
Her own personal philosophy can equally apply to business.
“Anything can be resolved as long as the communication channel is open,” she says. “It works both ways. If something needs to be xed you need to know about it. You can rectify most things as long as people are transparent.”
Image: Prime Creative Media.
Wash It Founder Ben Hennock with National Account Manager Alana Kennedy.
AUTHORITY PORT
Secon Logistics has designed a new handling solution for a specialty division within the business that eliminates waste, and enables a streamlined integrated o er.
Well known for its integrated logistics solutions, Secon Logistics, also maintains a successful bulk division, transporting plastic resin that is extruded and pumped into storage silos. Specialised auxiliary equipment such as pneumatic tippers are used for unloading. Secon Logistics builds the trailers on site at its workshop in Melbourne. Key accounts, excited with this continuous improvement, are now expanding with Secon nationally. That vertical integration of the bulk
division within Secon Logistics has gone to another level of late with the introduction of a new automated machine. After much investigation and research, the team found what they were after overseas last year. In looking to improve ef ciencies, reduce manual labour and increase safety, the Secon team ventured as far as Italy where they eventually found equipment that met all of their criteria. With support of customers and customer-engagement, Secon committed to two machines. One features a robot arm and conveyer belt
that will destack pallets according to Daniel Considine, Secon Logistics CEO. “It goes through a rotary valve inside the warehouse, punches through a pipe that goes outside the warehouse and shoots the material into a 20-foot lined container as bulk product,” he says. “We then take that bulk product on the back of our pneumatic pump trailers and go to the customer site and pump it into silo.” Another machine was purchased to augment production. Fully automatic, this machine can convert a full container of 25kg bags into bulk inside an hour.
A Secon Volvo FM is loaded with a container.
That machine should be operational late Q3. Instead of relying on a robot arm to destack the pallets, the full pallet is placed on the conveyer belt before it is processed. In short, all of the contents go into the machine that thereafter strips out all the bags the product passes through, and it converts it to bulk.
The warehouse is adjacent to Secon’s container park in Truganina. A reach stacker will be eventually used to arrange the containers before they are transported.
“The warehouse has all the 25kg bags in the racks,” explains Daniel. “They will pick to order. We can ow it down the supply line all the way through to the customer silo.”
By eliminating labour, capacity opens up.
“It brings our cost base much lower for our customers to be able to procure 25 kilo bags overseas and ts nicely into their business models,” says Daniel. “Whereas prior to this, the labour to convert 25kg bags into bulk was just too expensive.”
Secon Logistics now picks up import containers from the Port of Melbourne and before those containers are destuffed and the product is warehoused and picked, they can convert it back to a sea bulk shipping container. That container is subsequently taken to the customer. From port logistics to the warehousing, the workshop and the last mile, the
entire process ultimately utilises every facet of the business across its varying business units.
“It unlocks every part of our business and the nal distribution asset being the bulk pneumatic tipper,” says Daniel. “It all starts at the port and gets to the end customer. How it gets there is the transfers and transactions that we put in and the expertise that converts that material.”
Secon Logistics is the only company in
Australia that currently owns one of these machines. Naturally, they have been keen to keep it under wraps for the past 12 months as considerable input and design has gone into the design of the machine and associated processes.
“We know our competitors would be interested in what we are doing.” says Daniel. “We have kept this low pro le until now”.
The bene ts of the new machines have been so substantial that Secon Logistics ordered another ten pneumatic tippers. The rst ve have already been delivered and are presently being tted out with another ve units incoming.
Secon recently established a presence in Western Australia following its move to Brisbane in January having entered the Sydney market last year. All parts for the pneumatic tippers are procured by Secon and put together in the workshop so the intellectual property (IP) is protected.
“That’s on the back of Silk Logistics purchasing Secon last year. They’ve been great for us to leverage off their national footprint to be able to deliver the Secon bulk national solution,” says Daniel.
“Rather than Silk taking over the brand of Secon they’re enhancing the brand of Secon and strengthening it across the country.”
The new automated machine with robot arm and conveyer belt.
Images: Secon Logistics.
RISEREGIONAL
Telematics is helping to accelerate economic growth across Asia Paci c according to David Brown, Geotab APAC, Associate Vice President.
The Asia-Paci c (APAC) region is considered the world’s economic growth engine, powered by a growing consumer class, a strong manufacturing base and an accelerating innovation sector. Much of that growth has been powered by technology. David Brown, Geotab APAC Associate Vice President cites a recent report from the World Economic Forum, that found Southeast Asia represented a potential USD$1 trillion growth opportunity.
“Often, my own corner of the tech industry - vehicle telematics - is thought of as niche, a sub-category of the Internet of Things,” he says. “Perhaps interesting only to eet managers who handle large numbers of vehicles. It’s so much bigger.” Telematics, at its core, nonetheless, is about retrieving data generated by vehicles, and uploading it to the cloud where it can be analysed. It’s no surprise that eet managers have more interest than most. Telematics, however, helps to underpin new technologies that are not only reshaping the way we live but also improving the consumer experience according to David.
“It’s having a bigger impact than you
think,” he says, before pointing out three examples, all of which have either transformed the Asian economic landscape in the last decade, or which are expected to change it dramatically over the next.
The rst is the transformation of the rideshare industry.
“It wasn’t so long ago that arriving in a new city would mean taking a chance on a metered cab in unfamiliar surrounds,” says David. “Now, you can be sure that you’ll get the fastest route from the airport to the hotel, with an agreed upon price, and most likely in a well-maintained car. Telematics helps to underpin all of this, delivering a better, safer service to customers in the process.”
While telematics solutions help providers track their cars, maximise fuel ef ciency and conduct predictive maintenance, they also monitor driver behaviour, both through cameras, which are integrated into many solutions – and by monitoring the vehicle itself for sudden braking, speeding, idling and other worrying driver behaviour. This not only ensures a safer ride but helps to better maintain the resale value of the vehicle.
“Having visibility over a eet and its costs has helped to make the rideshare leasing model nancially possible,” says David.
“This model means that drivers don’t need to own their own car. It usually means customers get a nicer car too.”
That might sound like a minor perk on a short ride, but newer cars are safer and more fuel ef cient. It’s also a nicer working environment, which means more drivers are willing to do the job.
“One additional perk will be delivered to customers from the telematics device itself,” says David. “The next generation of devices will enable rideshare devices to offer in-car wi- to customers.”
As last mile logistics surges ahead largely on the back of e-commerce, it’s actually telematics often powering deliveries to the front door of homes and businesses.
It wasn’t so long ago that groceries and other essentials required a trip to the store. E-commerce has made shopping more convenient than ever, and few regions have adopted it with as much gusto as APAC observes David.
“E-commerce is another area where telematics has proven essential. In many APAC markets, home grown heroes battle
Geotab can help geofence mobile assets.
Images: Geotab.
for market share against Chinese and US competitors,” he notes. “For this reason e-commerce is a ercely competitive industry where margins matter. Businesses need technological solutions to drive ef ciency at every stage of the supply chain. Managing costs and driving ef ciency is exactly what telematics solutions do.”
In many cases, the cost of last mile delivery has been one of the toughest nuts to crack. But telematics helps to address exactly this problem, enabling service providers to better track their costs – such as fuel and maintenance – and reduce them, while also enabling the most ef cient possible delivery. Telematics is also helping to accelerate the transition to electric vehicles. The case for making the switch, David claims, has only grown in strength as the argument for climate controls has grown in urgency.
“That’s particularly true in Asia, which is a key driver of carbon emissions and will be among the most affected regions,” he says. “China is the undisputed leader of EV
deployment, both building and selling more EVs than any other country. According to the International Energy Agency, electric cars sales in China could hit 10 million in 2024, accounting for about 45 per cent of all car sales in the country. One key component of China’s success was operational support for taxis and bus services to adopt EVs.”
The region is investing heavily in an electric future. In many cases, moreover, other markets in the region might repeat China’s approach, treating public transport as the low hanging fruit. Busses, for example, adhere to set paths and can be recharged at the depot. This means that range anxiety isn’t such a problem, and the transition can start before the charging infrastructure is built out, which, as David notes, seems to be the biggest problem to solve in many markets.
“But even if eets act as ywheels for EV adoption, they must make the transition in the most cost-ef cient way, and that’s usually a data intensive exercise,” he says. “A large part of the decision is guring
out which vehicles to retire and replace with EV stock and calculating the possible savings.” He adds, “Fleet managers also need to gure out which locally available vehicles will do the job.”
Telematics helps with all three issues. Although these examples are among many use cases, they help demonstrate how telematics can act as a useful catalyst for economic change.
Many of the region’s organisations are really only scratching the surface of what telematics can offer. Of course, vehicle telematics can generate data on just about anything that involves a car or truck. That means there are applications in urban planning, waste management, traf c management and many other areas.
“A number of our customers have been using the technology for these purposes,” says David. “So next time you book a car to take you to the airport or order groceries through an app, remember that telematics solutions are crucial to delivering those services, and possibly many others in the future.”
“But even if eets act as ywheels for EV adoption, they must make the transition in the most coste cient way, and that’s usually a data intensive exercise,”
David Brown Geotab Associate Vice President
David Brown, Geotab Associate Vice President.
distinguished by its short, sloped bonnet which contributes to its key dimension of Australia’s shortest bumper to back of cab (BBC) conventional truck at 111.6 inches (2,835mm). In addition to the tested 6x4 prime mover, the 47X is also available in 8x4 and 10x4 con gurations which will suit the sectors such as agitators and PBS tippers. Engine availability includes the 9-litre Cummins ISL from 260hp and the Detroit Diesel Gen 5 DD13 rated up to 525hp and transmissions range from the ubiquitous Eaton Fuller 18-speed manual, the Detroit DT12 automated manual transmission, and in the 47X, an Allison full automatic is available.
The comprehensive nose-to-tail engineering approach starts with the tilting hood. The X-Series hoods are manufactured from a moulded resin material and are lighter and stronger than used on previous Western Star models. An innovative dampening system helps isolate the hood from the chassis and contributes to keeping the hood vibration-free. A pair of gas struts assist in making tilting of the hood an one-handed operation without any strain even for lightweight operators. The external hood catches are located behind the stainless-steel air inlet covers keeping the aerodynamics as smooth as possible. To keep the costs of accidental damage down the hood is made in three replaceable sections. The air lter assembly is located under the hood on top of the engine which delivers improved aerodynamics and saves 27kgs when compared to the external air cleaners of previous Western Stars. The chassis frame rails splay outwards at the front which provides a low mounting of the engine, and the engine and radiator share a cradle that permits a close gap between fan blades and radiator core because the components move in sync. The DD13 models are cooled by a 1,400 square inch alloy radiator, with the DD16 cooled by a larger 1,600 square inch version. Access for daily checks and maintenance servicing is enhanced and
subtle features such as being able to re ll the washer bottle from ground level are appreciated.
Typically, demonstrator trucks intended for assessments by customers and industry media are spec’d to the maximum with plenty of fancy accessories, the highest rated engines available and automated transmissions. Therefore, it’s refreshing that the 47X day cab demonstrator provided to us for this occasion is equipped with the 18-speed Eaton-Fuller Road Ranger
spec truck rides remarkably well. As the eight-wheeler is aimed at metro applications, this one is tted with a large rear window in the back wall of the cab, as are all day cabs in the X-Series. There is also the option for a threewindow con guration on day cabs to provide even more rear visibility. The next drive of around 100 kilometres is in the impressively appointed cab of a 48X tipper and dog PBS combination which is equipped with a Shephard alloy tipping body and quad axle trailer with
manual transmission. It only takes a few kilometres for this driver to familiarise himself with the box after not having shifted an 18-speed manual for around six years. Not exactly like riding a bike, but at least there was no embarrassment created by excessive gear grinding and the direct shift lever ensures we are able to engage every gear we want to. Powered by a DD13 with 525hp and 1,850 lb/ft, at a gross of 40 tonnes, the 47X handles anything we encounter on the road with ease.
While we are waiting for the next X-Series combination to arrive back at Penske’s Brisbane HQ, we take a 47X 8x4 cab chassis for a short run. Despite having no ballast on board, the agi-
the loaded combination grossing 62.5 tonnes. Powered by a DD16 rated up to 600hp and 2,050 lb/ft driving through its 12-speed DD12 AMT, the 48X is ideal for this type of combination. The 48X cab is mounted 100mm higher than the other two models which assists with cooling air ow in deference to Australia’s typically higher ambient heat. The X-Series cabs are manufactured from steel reinforced alloy and the galvanised steel doors are mounted on forged steel hinges and incorporate triple seals worthy of a submarine. There is a solid feel and a reassuring ‘clunk’ when closing the doors, which have a wide 70 degree opening angle. Details like the grip-coated grab handles and a new
The one piece windscreen is 28 per cent larger than the models the X-Series replaces.
step design providing one-inch wider treads with a pattern designed to shed mud and enhance foothold grip help make access to the X-Series cabs safe. The trio of X-Series models have plenty of cab options and if you’re spending a lot of time on the road the 72-inch Stratosphere sleeper can be your home away from home.
The dash is a wrap-around design with plenty of space for round gauges and the numerous illuminated rocker switches for various functions have a solid and quality feel when used and their locations can be swapped around to suit individual drivers’ needs. Even the day cabs have plenty of storage options, with the sleepers providing even more storage room. Touch screen dashes similar to those available in other Daimler Truck brands can now be optioned as well. Standard seating is from Isri with an integral seat belt for the driver. There’s also the option of a Rolltek seat with its integrated curtain airbag. The HVAC system has also received the engineers’ attention and has ve face level outlets, four on the oor and two side window outlets to facilitate demisting. The blower fan has ten speeds so it’s easy to dial in the most comfortable level of air ow and temperature.
The one piece windscreen is 28 per cent larger than the models the X-Series
replaces and provides the driver with cinemascope vision very similar to what is available in cabover trucks. The external mirrors have slim bracket pro les to enhance forward vision particularly at intersections and are noticeably free of vibration which is also reduced by the use of additional internal reinforcement in the doors. The mirror mounts have a breakaway mechanism to reduce damage should the mirror inadvertently come into contact with a solid object.
The familiar multi-function steering wheel is essentially the same as found in
other Daimler trucks and the three stage Jake brake operates using the automated transmission selector wand located on the righthand side of steering column. The DT12 automated transmission is packaged with the Detroit Assurance Safety System which includes Active Brake Assist 5, Lane Departure Warning, Adaptive Cruise Control, Electronic Stability Control and automatic lights and wipers. Side Guard Assist is also available as an option. The Active Brake Assist uses a combination of camera and radar to detect the distance and speed of objects in the truck’s path. Operating as low as 8 km/hr the system recognises pedestrians and will fully brake the truck to a stop if the driver isn’t reacting to the audio and visual warnings.
Standard with the Detroit engines is the Virtual Technician. This remote diagnostic system is even capable of having the right parts on hand when a fault is detected and the truck has to visit a dealer.
With a heritage rooted in the uncompromising American vocational markets Western Star may share a lot of its DNA with Freightliner but, importantly, has numerous speci c differences which will make it worthy of consideration in a range of suitable local applications.
Western Star 48X with galvanised steel doors mounted on forged steel hinges that incorporate triple seals.
The 48X cab is mounted 100mm higher than the other two models.
MOBILITY
Unlike a standard wash bay, We are able to setup a temporary washbay onsite! This cuts costs and time down considerably by eliminating lengthy trips to offsite washbays. We also utilise a road legal Yard Tug, This allows our team to move trailers around your yard without setting foot on the ground!
ENVIROMENTLY FRIENDLY
With multiple collection methods to suit most situations, We are able to collect and remove all truck wash water from the premise to be disposed of safely. All of this is done at no additional cost!
SCALABILITY
As Australia’s leading mobile washing supplier, We are in position to service fleets sizes from 15 to 15,000! Wash It Australia is proudly the preffered supplier for Australia’s largest transport company & Australia’s largest supply chain solutions
EXPERTSCALL INTHE
NTI works closely with associations and transport operators. An intimate understanding of their operations and pain points helps them to know what really matters when they have an incident.
Australia’s critical supply chain supports over 2 million Australians and contributes to more than $40 billion a year to the nation’s GDP. NTI is the largest specialist insurance provider for the sector.
Through internal expertise, an accredited service provider network, longstanding relationships with dealers and OEMs, and scalable digital solutions, NTI offers claims services all the while managing claims costs, volume and ef ciencies making for critical market differentiation.
Feedback from customers and brokers is consistent. Lauded for providing customers with direct access to claims management, that unhindered, single line of contact NTI offers ultimately sets it apart. In the present in ationary environment, NTI understands the importance of cost containment for its customers.
“As a large buyer of heavy vehicle parts and our subsequent relationships with manufacturers and their respective dealer networks, we can return this bene t to customers, resulting in a better claims cost and keeping premiums down,” says Kerrie Challenor, NTI Chief People & Claims Of cer. “This, coupled with our internal expertise means NTI is best placed to offer a superior outcome for customers and get them back on the road faster than our competitors.”
NTI’s authorised repair network expedites the process so that work commences straight away through an accredited repairer without an assessment. This can, in most cases, signi cantly reduce time off the road. All repairers use original equipment manufacturer (OEM) parts; all authorised repairs come with a lifetime guarantee.
The NTI repair network includes Premium, Local, Light Vehicle and a
recently introduced Trailer Repairers, with a national footprint.
An onshore 24/7 service centre provided by NTI will take the call, help lodge the claim, arrange whatever support services are required, arrange a tow by a capable, experienced heavy recovery tow provider, who is part of the NTI tow network, to one of its authorised network repairers, who, in turn, will start stripping down the vehicle immediately saving days of delays. If the customer has their own preferred repairer NTI will defer to them. It is important that the vehicle, Kerrie notes, is towed by a properly equipped tow operator, as the wrong equipment or experience can cause signi cantly more damage.
“Advising NTI immediately makes the process seamless,” she says. “Allowing NTI to speak directly to the driver at time of claims lodgement certainly assists in speeding up the process.”
Once the Service Centre receives the
Kerrie Challenor, NTI Chief People & Claims Officer.
call, NTI will take control of the claim and keep the claimant informed of its progress.
There are many advantages to having experts assist the process from knowing the right questions to ask at the time of lodgement and knowing what service providers to engage based on NTI experience for example, saving time and cost. Should there be any challenges with hard-to- nd parts, once the vehicle has begun the repair process, this is where the NTI team often comes into its own according to Kerrie.
“With the relationships we have with OEMs we are able to do some pretty special things to get parts for our customers that are simply not available to anyone else,” she explains. “Another way our experts lead the market is in dealing with a serious incident such as a dangerous goods spill.”
NTI will work closely with the Environmental Protection Authority (EPA) or other government authorities in every state to ensure the site is cleaned up in the most cost effective and environmentally effective way.
“As a real example, if you have spilt glue into a drain at a port you want
NTI’s Incident response team of experts managing the clean up,” adds Kerrie.
“Environmental concerns are heightened over recent years, and we have upskilled our incident response team and repair managers to understand how to manage a spill ef ciently and effectively controlling costs whilst supporting the desired outcomes of the local EPA.”
NTI boasts a strong in-house talent pool, with deep expertise across the Heavy Motor, Mobile Plant and Equipment, and Cargo sectors. Many of the in-house repair managers have backgrounds in the heavy vehicle industry.
“They know how to repair trucks in a safe and cost-effective way,” says Kerrie. “Potential issues can be quickly identi ed. Many of our parts team, are former employees of OEMs in parts roles so they understand what they are talking about, and repairers nd it easier to talk to someone who has intimate knowledge and experience working with heavy vehicle parts.”
Since 2020, the wider industry has undergone several seismic changes. Lead times on new equipment, for one example, are almost double in some cases. Sourcing parts is sometimes
harder than pre-COVID, often having an impact on the repair cycle time.
Some urgent matters, however, have remained the same. For transport operators, any time a truck is sitting idle means lost revenue, which adds to the pressure to get it back on the road.
“Our aim is to get our customers back on road as fast as we can and if they ring our NTI Accident Assist number to lodge their claim and use an authorised repairer, independent research says we get them back on the road nine days faster than our competitors,” says Kerrie. “We have systems and relationships that are designed to help the customer get back on the road as quickly as possible, and we leverage our industry relationships where needed to ensure that we get the best possible outcome for the customer.”
In this way being a premium service provider adds real value to the customer experience.
“It is the immediate attention, the support we offer, the speed with which we respond, the expertise we demonstrate, the expert relationships we have,” says Kerrie. “All combined that is where we best add value.”
A recent NTI hosted truck rollover day in Adelaide.
Images: NTI.
EDUCATED
DECISIONS
Decarbonisation and improved operational e ciency using telematics are subjects very close to Teletrac Navman’s Shannon Kyle.
Shannon Kyle has more than 20 years’ experience in compliancerelated transport roles including stints at Linfox and Metcash. Passionate about enhancing compliance and safety in the Australian transport industry, Shannon has been providing expert advice across the construction, transport and logistics industries on behalf of Teletrac Navman since 2017.
Prime Mover: The typical focus of transport telematics is around safety, compliance and operational ef ciencies. Can telematics also be utilised in the decarbonisation process?
Shannon Kyle: The rst thing we need to do as an industry is realise it’s not going away and we need to start reporting our CO² emissions because
our customers are going to start asking for that information soon, if they aren’t already. The rst step in measuring the current carbon footprint is being able to accurately measure distance travelled and fuel used by heavy vehicles and translating that into CO² reporting. I’m really keen on this because by measuring and reporting on what we currently do, moving forward we can demonstrate
Shannon Kyle speaking at the recent Road Freight NSW annual conference.
the improvements we make, and also make educated decisions when we start looking at mixed energy eets.
PM: What data is needed to do those CO² calculations?
SK: It’s essentially what everyone’s already got if they’ve got tracking. You’re looking at the distance travelled by the vehicle, and if it can be linked into the actual CAN engine controller and getting fuel burn, that’s obviously the more accurate version. But you can still enter a manufacturer’s speci cations or an indicative litres-per-kilometre gure and simply do the calculations which will give a good indication of where you are at and how much CO² is being released per trip. Then we can start identifying the areas which need improvement.
PM: Is this taking telematics to the next level?
SK: At Teletrac Navman our purpose is to simplify the complex so our customers can transform the way they work. A safe and compliant operation delivers a streamlined and ef cient one through digitising work processes for the drivers and sustainability is becoming more and more part of our conversations.
PM: Teletrac Navman was involved in the TS24 annual transport survey of 500 operators globally. What were some of the results in relation to questions about mandatory CO² reporting?
SK: Sixty per cent of responders in Australia and New Zealand did not expect a mandate from a carbon management point of view, whereas in the USA almost 50 per cent of operators surveyed believed there would be some form of mandate in the future. The survey also produced some interesting statistics about how the industry is currently looking at alternative fuels. Over 60 per cent in the UK and the USA see a future with some alternative fuel mix in the eet, yet in Australia and New Zealand only around 38 per cent
of those surveyed considered alternative fuels to be a factor in their future.
PM: Even with the developments of EVs, internal combustion engines will likely be dominant for several years yet. What sort of contributions to lowering their emissions can telematics provide?
SK: Telematics can be used in ensuring we are measuring the progress and monitoring it. It might simply be through a bit of eco driving that we can demonstrate a signi cant reduction in CO² across a eet. The data can help change driver behaviour. There is still a disconnect between the comparative prices of the vehicles, and by using tools like this it can help in the making of informed decisions when and where a change is needed. I believe a lot of EVs are probably purchased now using a big chunk out of the companies’ marketing budgets because the equivalent diesel ICE vehicle would be a lot less expensive.
PM: As things progress and eets have a mix of perhaps electric, fuel cell and internal combustion engines powered by alternative fuels, will telematics still have an important place?
SK: Telematics can certainly contribute in the stepping-up of the decision-making process and which paths an operator is going to tread in the transition to decarbonisation. Not so much here yet, but certainly in Europe and the United States, we’ve got a tool speci cally developed for electric vehicles which is about looking at the current duty cycles of vehicles in a eet and then picking a vehicle type and a battery size and doing an analysis about whether all of those duty cycles will be met by that type of vehicle. Customising infrastructure has been a big challenge in the UK and has been something which has caught a number of people out. The Teletrac Navman Electric Vehicle Evaluator (EVE) tool looks at changing the vehicle type or even battery size and seeing what results you end up with. It will also assist in planning the infrastructure of
the site by looking at capacity and load requirements and ensuring they are catered for.
PM: Can you provide an example?
SK: Identifying whether or not a mix of trickle or fast chargers is required. What we have found in Europe is in a lot of cases people just thought ‘I’ll put in all fast chargers, that’s going to be the best way of achieving what I need’ and later found they had overly invested in the infrastructure. By using these telematics tools to actually plan the transition to electric ensures eets are not going to overcapitalise on equipment that’s not going to be fully utilised.
PM: Can the grid supply be taken into account?
SK: We can look at the maximum load demand and we look at the number and types of chargers at any particular time of day and what sort of load that will put on the electricity grid.
PM: What other bene ts can be realised by involving telematics in the move to decarbonisation?
SK: Simplify the reporting is the key one. It won’t surprise anyone that some major supply chains and major multinationals will soon start wanting to see the amount of CO² involved to get a product onto the shelf, so every leg of the journey, not just that last leg and not just the linehaul leg, will be measured. Transport companies that can calculate and show the results for the freight which moves through their business are going to be a step ahead and will have an advantage similar to those who were smart enough to get into compliance programs like TruckSafe 20 years ago. Those who got in there early are now bedded in, and this will be no different. If you already have any sort of telematics solution you’ve got the distance travelled and you can capture some fuel data and with that you can provide CO² emission reporting to your customers right now.
MOVE ON UP
The Australian road transport industry provides opportunities for people to develop professionally without having to encounter ‘glass ceilings’.
Operating a modern road transport business requires infrastructure and equipment and, crucially, the right people to ful l the various roles to deliver safe and ef cient results.
Cahill Transport is an excellent example of this and as the business continues to undergo solid growth, opportunities arise for people to grow along with the company.
Brigette Green’s career didn’t commence in the transport industry, instead she worked in accounting and was studying that subject part time at TAFE. Brigette came to work at Cahill’s Transport a decade ago to ll a temporary position while another employee was on maternity leave, and she hasn’t left. “I guess I was fortunate as the business grew quite quickly and there were roles open and available to me as I continued to learn more and develop within the business,” says Brigette.
Her career progress at Cahill Transport has included being a line allocator, then a transport manager for ve years and in 2024 Brigette was appointed New South Wales State Manager, based at Cahill Transport’s facility in Western Sydney. Brigette has ve managers directly reporting to her, with around 90 employees in total. Daily the Sydney depot sees around 40 to 50 trucks arrive and depart, with transport activities ranging from interstate linehaul, local transport and container work including an unpacking service.
The availability of experienced drivers
is a universal challenge for transport in Australia.
“We’re de nitely seeing some improvement in that area recently as opposed to the last few years, but it’s still quite challenging,” says Brigette. “It’s also vital to ensure we are always being safe and compliant as everything is forever changing. In this business we’ve got a good team who are able to get a grip on that, by making sure we are in uencing our drivers to take a committed part in the compliance space.”
The friendly competition of Cahill Transport’s driver-of-month and driverof-the-year programs has also proved to be bene cial as a motivational exercise for company drivers.
“It’s really good because it’s not just a vote for someone, we’ve got actual data which gives us those results and that really drives positive change as well,” says Brigette.
Newly recruited drivers go through an on-boarding induction process which has been developed by the Cahill Transport HR department.
“As a new driver starts and the initial induction is completed we do a buddy system, with an experienced, capable driver to ensure that they’re not just getting in and hoping for the best,” says Brigette. “They know our paperwork requirements and we’re making sure they understand our eet equipment and the transmitting devices in the trucks, as well as understanding our customers’ expectations.”
Cahill Transport has a reputation for operating a modern eet and for adopting and implementing new and proven technologies such as Electronic Work Diaries.
“We use EWDs for our local drivers as well,” says Brigette. “To monitor fatigue locally the business made the decision that everyone would be using EWDs depending upon what they were doing that day. The visibility from it, even for a driver who is learning to understand what they are able to do, has been very bene cial. The fact that it’s all live as well as opposed to waiting for the logbook sheets to come in is also a plus.”
Although she in relatively new to her new role, Brigette has acquired a quiet con dence about what she is doing.
“There’s not been any one thing that’s been daunting or too challenging on an ongoing basis,” she says. “It would depend upon the day. Is it one of my divisions that’s not doing so well on that day, and can we focus on it more tomorrow? Is it a people thing? Has someone resigned and do we need to ll that role? Has someone put their hand up and they want to progress further, and we can provide more training?”
Operating trucks in and around the Sydney metropolitan area in recent years is a challenge in itself as the greater city region at times seems to be one big construction site with ever increasing traf c congestion so operational exibility has become increasingly important.
“I would suggest Sydney metro is likely
worse in some respects, particularly should there be an accident or incident on one of the main roads,” says Brigette. “However, out of Sydney into destinations such as Newcastle or Melbourne it’s much better. Locally it de nitely feels worse, but not necessarily every day. Should there be an accident or incident you know that day is not going to be as planned. You need to rework everything, whereas I don’t feel that ve years ago that was the case. Now we are just so dependent on the main roads and, in some cases, those are the only roads trucks can travel on.”
Brigette remains unfazed by such day-today challenges.
“I’m enjoying the exposure to all the different functions within my role,” she says. “Previously I didn’t have much warehouse exposure, so I’m enjoying that. Being given the opportunity to be able to continue to grow personally and professionally in different roles within the business has been really good. Operationally, when I was quite young, I could get from A to B without much dif culty, but I understand now the cost of getting from A to B and how we can do it better.”
Family connections have always been important at Cahill Transport as it moves to encompass its fourth generation of the Cahill family. Two of Brigette’s sisters also work within the Cahill business in Sydney. Chanelle is a transport manager and Katelynn is the operations manager for the Tip Top bakery sector.
“I started here rst, and I really enjoyed having something different every day with achievable goals,” adds Brigette. Her enthusiasm for the job and the wider industry remains strong. There’s always more to learn; it hardly being a stagnant business given, as she points out, things are forever changing.
“I enjoy that and I think it’s a good industry to get into,” says Brigette. “In our industry there are a lot of women in leadership roles and the mentorship, and the camaraderie is great. You don’t get that everywhere.”
Brigette Green, Cahill Transport NSW Manager. Image:
of the blocks, Australia has nonetheless begun its steady transition away from combustible energy sources and is making initial strides towards a carbon neutral future across a range of industries.
comes to this emerging technology within the Australian market.
The final form that this technology takes continues to evolve, however, as the findings indicate, the product deployed must be directly relevant to the operating needs, infrastructure, and regulations for customers in their given markets.
The Isuzu Future of Trucking Report 2024: very useful information
Reading into this broader transition, this report seeks to canvas operator appetite for zero tailpipe emissions (zero emissions) future as well as perceptions, positive or otherwise, around the use of commercial electric vehicles (EV) in the Australian market.
Zero Emission Strategies
Encouragingly, here in Australia 91 per cent of businesses surveyed in the The Future of Trucking Report are considering adopting some form of zero–emission strategy for their vehicle fleet.
cent from South Australia and 10 per cent from Western Australia. Equally, there was a broad range of eet size and truck Gross Vehicle Mass owners surveyed.
Of those considering, 10 per cent were actively considering now, 40 per cent indicated this would commence within 2 years and a further 41 per cent noted this would be within 10 years.
High Level Insights: Safety and Technology
IAdoption
of Zero Emissions Strategy for Vehicle Fleet
suzu Australia Limited (IAL) recently published a comprehensive report showcasing results from their second comprehensive survey of over 1,300 Australian stakeholders across the trucking and road transport sector. This has been released as The Future of Trucking: The Way Forward 2024, and while you may expect me to be biased, I believe this report reveals some signi cant trends and changes in sentiment across our important industry. Questions were asked in categories of Business Sentiment, Procurement, Safety and Technology, Electric Vehicles and Truck Maintenance. This article is far too brief to unpack all categories, and since I am a Product Manager, I thought it would be valuable to share with you some key Safety and Technology insights gleaned from the survey respondents.
91% Considering Zero Emission Strategy
The importance of safety in trucking and especially proven ‘useful’ safety features that we have all become accustomed to using in our cars, has risen in prominence over the past few years. It was maybe only 10-15 years ago that a good safety suite found on the majority of trucks was limited to Anti-lock Braking System (ABS), pre-tensioner seat-belts, and a driver’s airbag on some smaller models, combined with a simple cruise control. Early attempts by truck manufacturers to introduce features that were then common in passenger cars to the truck range as an extra-cost ‘safety pack’ were not entirely successful, with low acceptance rate. This led to a general consensus that ‘safety doesn’t sell’, unless included in the base vehicle.
Times have clearly changed, with larger eets and government purchasers placing many active safety features in their list of mandatory requirements in tenders and other procurement documentation.
Broad Selection of Respondents
Survey respondents totalling 1,300 spanned several industries, with the largest portions from Construction (23 per cent), Transport, postal and warehousing (21 per cent), Manufacturing (11 per cent) and Retail Trade (10 per cent). Geographic representation was roughly equivalent to the population spread across Australia, with 36 per cent from New South Wales, 27 per cent from Victoria, 14 per cent from Queensland, 7 per
For example, from the Future of Trucking 2024 survey, the Top 3 Active Safety Features currently used are:
1. Adaptive Cruise Control (ACC), with 44 per cent of users;
2. Autonomous Emergency Braking (AEB), with 43 per cent of users; and,
3. Blind Spot Monitoring (BSM) and Electronic Stability Control (ESC), both at 41 per cent.
Equally informative is the knowledge that each of the top 3 Active Safety
Features being considered in the next ve years, with an equal prominence of 52 per cent are:
1. Lane Keep Assist (LKA);
2. Blind Spot Monitoring (BSM); and 3. Electronic Stability Control (ESC)
While some of these features (AEB and ESC) are already mandatory or soon to be mandatory for all truck models sold from early 2025, it is worth noting that others (like LKA and ACC) are not currently on the development schedule for new Australian Design Rules (ADRs). Customer demand and manufacturer development schedules will therefore be the primary driver of safety system product planning for systems that are not regulation driven. Accordingly, survey reports like The Future of Trucking 2024 are essential to inform Product Managers at the various truck manufacturers.
The nal key takeaway around active safety features is that their importance is stronger with Government and Large Fleets, re ecting their heightened occupational health and safety responsibilities.
When we look at non-safety speci c technology, the Top 3 systems currently in use are:
1. Forward & Rear facing cameras (51 per cent);
2. Driver Communication Systems (45 per cent); and,
3. Telematics Vehicle Tracking (40 per cent).
Looking ahead towards the next ve years, the Top 3 Technology features under consideration are:
1. Telematics Vehicle Performance and Predictive Maintenance (55 per cent);
2. Fleet Management Systems (54 per cent); and,
3. Automated Crash Noti cations (53 per cent).
implementing a zero–emission strategy right now, the medium– and longer–term outlook points to a collective desire to support a move towards a net zero future.
The absence to date of any clear Australian legislative / regulatory incentives or broad national charging infrastructure investment, could explain the collective lack of urgency in this space.
The overall sentiment towards reducing emissions, however, remains extremely positive.
Adoption of Zero Emissions Strategy for Vehicle Fleet
Australian has commenced. With the cost of fuel being the number one challenge for business fleets, businesses are expressing a keen appetite for new electric technology to help create operational savings across their fleet.
31 per cent of all businesses indicated that electric trucks would be a primary solution for their vehicle fleet in the next 10–15 years.
In terms of industries looking towards an electric vehicle future, the transport, postal and warehousing sector had the highest rate of implied future adoption at 41 per cent.
The public administration and safety sector had the lowest adoption at 15 per cent.
and beyond. The level of change and integration is substantial, with new electronic architecture, connectivity and systems that are a giant leap ahead when compared with a similar size truck from the early 21st century. The extensive use of technologies that will enhance safety, ef ciency and productivity, while reducing risk to the operator will be unparalleled.
Primary Fleet Solution in 10 – 15 Years
Internal Combustion
Most will recognise the founder of Microsoft, Bill Gates. He once said, “We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten. Don’t let yourself be lulled into inaction.”
While that comment was aimed mainly at the information technology space, and we could argue that in the ‘old’ commercial vehicle world things have moved a bit slower, these are wise words to take heed of when looking ahead. We have de nitely entered the information-rich age for transport and trucking, so while this year’s truck model may look pretty similar to the same model from 2022, you can bet that the Model Year 2034 trucks will be a huge advancement that will be barely recognisable.
The top 3 lists above clearly indicate that the eld of telematics will play an even more important role into the near future than most other technologies. Fleet owners want to receive useful data about their eet, so they can manage it better. On that basis, on the subject of the Top 3 bene ts of Telematics systems, the Survey Said:
1. Improved Driver Safety (57 per cent);
2. Monitoring Driver Behaviour (54 per cent); and
3. Increasing Ef ciency (53 per cent).
No surprises there! Transport operators and businesses that use trucks are
always looking to reduce risk and cost. A good telematics product will help them achieve both goals. The type of data that is available through modern transport systems and vehicles is far more comprehensive today compared with even ve years ago. Notably, the improvements that are possible in vehicle uptime facilitated by telematics on-board the vehicle, using data from on-board networks to check condition of key systems and any fault code generation, are of great interest to many transport eet operators today, and in the near future.
I have the advantage of seeing what the next generation of Isuzu trucks will offer in the next 12-18 months
I am pleased to advise that you can get more insight into the IAL Future of Trucking 2024 Report by downloading it for free from the following link: https://www.isuzu.com.au/news/ future-of-trucking/
On top of downloading and reading the report at your leisure, I will also be presenting some further insights gleaned from the report at ARTSA’s Future Transport Conference, scheduled for 14 November 2024 in Port Melbourne, Victoria. There will be an excellent roster of speakers and sessions sure to pique the interest of many of you in our industry. Happy trucking!
Guest Author: Simon Humphries, Product Manager, Medium & Heavy Duty Trucks, Chief Engineer, Isuzu Australia Limited (IAL). ARTSA Executive member.
Electric Vehicles
Isuzu’s Future of Trucking 2024 Report breaks down the adoption of alternative powertrain vehicles in the short- and medium-term.
TONY MCMULLAN
In this column last month I detailed why a range of low and zero emission technologies would be required by the road freight transport industry in Australia to meet the ambitious legislated targets to reduce the nations CO2 emissions and reach net zero by 2050. There is simply no silver bullet to signi cantly reduce CO2 emissions in this hard to abate sector, hence the requirement for a range of solutions.
I detailed some of the Truck Industry Council’s (TIC) proposed technologies/ measures, these include, but are not limited to:
• Battery electric trucks, particularly for city/metro/urban freight tasks.
• Hybrid trucks for a broad range of tasks from metro to regional haul.
• Freight consolidation. For example, some half of existing articulated freight movements on the Hume and Paci c highways are semi-trailers. Moving freight from semi-trailers to B-doubles saves on average 30per cent in CO2 emissions.
• Low carbon fuels. A mandated R20 diesel fuel (a 20 per cent renewable diesel blend) run across the entire truck eet would result in an approximate 18 per cent reduction in CO2 emissions across the existing eet.
• Intermodal shift. For example, moving some container movements from seaport to distribution centres via rail and not truck, would reduce not
What is an eTrailer and can they reduce CO2 emissions?
only CO2 emissions, but ease traf c congestion and have improved road safety outcomes.
• Social change. Consumers ordering goods online and ‘ticking the box’ for next day delivery drives up CO2 emissions. Accepting a longer delivery timeline allows for freight to be consolidated and moved more ef ciently, reducing the carbon emissions of the delivery process.
I did not add hydrogen fuel cell trucks to the list. Such trucks are a longer term possibility. Requiring the cost of the truck and the fuel to reduce signi cantly in order to make this technology commercially viable for the road freight sector. Trials are underway overseas and in Australia and these will highlight the possibilities of this technology. Yet another potential technological solution for truck/trailer combinations are eTrailers. An eTrailer can take a number of forms, however the version that TIC would advocate for is a trailer that is tted with an electric drive axle and an onboard battery that is capable of self-propelling the trailer, or at least partially propelling the trailer. The technology deployed in this type of eTrailer is essentially the same as that used in a battery electric truck. However, unlike battery electric trucks, eTrailers currently very much remain in an experimental/trial phase. There are a number of reasons for this, including, a lack of Australian and international regulations de ning what an eTrailer is, how it could/should operate, what level of connectivity is required between the truck and eTrailer, noting that the truck must communicate to the eTrailer to tell it to start and stop and when in motion, how fast the eTrailer should be travelling.
There are potential safety issues that also need to be addressed, such as battery and electrical system safety. While the electronic communication systems need to be robust and inherently protected from potential cyber-attack. Another drawback for eTrailers is their increased weight. Just like a battery electric truck, eTrailers will be by design, quite a lot heavier than a conventional trailer (due to the battery and electric drive motor/ system), hence an eTrailer will not be able to carry the same payload as a conventional trailer, unless additional axle mass concessions are granted for eTrailers. The real showstopper for eTrailers currently is that the Australian road rules do not have a category for powered trailers, hence eTrailers are not legal for use on Australian roads.
While the above highlights the main obstacles for eTrailer deployment and use currently, this should not be taken as an exhaustive list — there may be some other bugs to iron out.
Above are obstacles that must be overcome before eTrailers become a practical reality in Australia. TIC believes that due to the number of regularity issues and challenges that currently beset eTrailers, their viable deployment and widespread use before 2030 is unlikely. However, there is the potential for selfpowered eTrailers to reduce CO2 emission within the transport sector and TIC believes that on-road eTrailer trials should be conducted to explore the possibilities of this technology. TIC calls upon State and Federal Governments, in conjunction with the NHVR and the NTC, to support such trials.
Tony McMullan CEO, Truck Industry Council
The Victorian Transport Association (VTA) has long championed the cause of road safety, advocating tirelessly for the interests and well-being of freight operators across Victoria. Our recent regional forums have underscored the critical importance of engaging directly with regional Victorian freight operators. These forums, part of our popular Regional Road Safety initiative, have returned with renewed vigour, bringing together a diverse array of transport industry stakeholders. This year’s theme, “Safety On Our Roads: Reducing The Risk Around Heavy Vehicles,” is particularly pertinent, re ecting our commitment to addressing the multifaceted challenges facing the freight and logistics industry.
The July Forums in Portland, Wodonga and Sale, saw signi cant participation from key partners, including WorkSafe Victoria, the Transport Accident Commission, the Victorian Department of Transport and Planning, National Heavy Vehicle Regulator, and Victoria Police. Their insights and expertise were invaluable, providing a comprehensive overview of the current landscape and the pressing issues at hand.
Road safety remains at the forefront of our agenda. The transportation of goods across vast distances is fraught with inherent risks, and the safety of heavy vehicle operations is paramount. The forums facilitated vital discussions on best practices, emerging technologies, and
VTA brings safety message to regional Victoria
regulatory updates designed to enhance road safety. With presentations from the Transport Accident Commission, we were able to delve into the latest statistics and strategies aimed at reducing road incidents involving heavy vehicles. The involvement of Victoria Police further highlighted the importance of enforcement and compliance, ensuring that operators understand and adhere to the laws designed to keep our roads safe.
In today’s digital age, cyber security has emerged as a critical concern for the freight industry. The forums included signi cant contributions from Gallagher and WHG Telematics, shedding light on the growing threat of cyber-attacks and the measures that can be taken to safeguard vital data. The transport sector, with its reliance on digital systems for logistics and operations, is particularly vulnerable. Understanding these risks and implementing robust cyber security protocols is essential to protect both business interests and customer data.
The issue of load restraint is another crucial area that was comprehensively addressed. Proper load restraint is not only a legal requirement but a fundamental aspect of safe transport operations. Incorrectly restrained loads can lead to accidents, posing severe risks to drivers and other road users. The forums provided practical demonstrations and updated guidelines to ensure that freight operators are wellequipped to secure their loads effectively. Fatigue management continues to be a signi cant challenge within the industry. Long hours on the road can lead to driver fatigue, a major factor in many road accidents involving heavy vehicles. Our forums emphasised the importance of effective fatigue management strategies. Presentations from the National Heavy Vehicle Regulator offered insights into current regulations and best practices for
ensuring drivers are adequately rested and alert. By promoting a culture of safety and responsibility, we aim to reduce the incidence of fatigue-related accidents. Enforcement and compliance were recurring themes throughout the forums. Ensuring that all operators adhere to the stringent regulations governing the industry is crucial for maintaining safety standards. WorkSafe Victoria’s involvement provided valuable perspectives on workplace safety and the importance of compliance with occupational health and safety laws. The collaborative efforts of the National Heavy Vehicle Regulator and Victoria Police further reinforced the message that enforcement is a key component of road safety.
The VTA’s Regional Road Safety Forums have once again proven to be an indispensable platform for dialogue and learning. By bringing together a wide range of stakeholders, we addressed the critical issues facing the freight and logistics industry comprehensively. The insights gained from these forums are instrumental in shaping our policies and initiatives, ensuring that we continue to advocate effectively for the safety and wellbeing of Victorian freight operators. Engaging with regional operators is particularly important as it ensures that the unique challenges faced by these communities are acknowledged and addressed. As we move forward, the VTA remains committed to fostering a culture of safety, resilience, and compliance within the industry. Our continued collaboration with key partners and stakeholders will be pivotal in achieving these goals, ultimately leading to safer roads and a more secure and ef cient freight industry for all Victorians.
Peter Anderson CEO, VTA
STUART ST CLAIR
PETER ANDERSON
Context is King
Figures compiled by the Truck Industry Council show although new truck sales during July of 3,020 units were almost 1,200 units less than during the previous month of June, a comparison with July 2023’s total result across all weight categories shows an increase of 288 units, equivalent to a 10.5 per cent improvement.
The year-to-date (YTD) accrual at the end of July of 22,919 trucks, was 1,294 less than at the same point last year (-5.3 per cent) but the relatively stronger July result assisted in improving the YTD de cit from -7.6 per cent at the end of June. July’s results were bolstered by the inclusion for the rst time of truck and van sales from the LDV brand which is distributed by ATECO, and Peugeot vans, the Australian distribution of which moved to Inchcape at the end of July.
The Light Duty category continued to recover from this year’s slow start with 1,147 units during July, an increase of 83 on July 2023 (+7.8 per cent). This took the category’s YTD to 8,240, which although 1,602 units less than at the same time last year (-16.2 per cent) exhibited an improvement over the YTD at the end of June which stood at -19.2 per cent.
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commercial vehicles are back to investing in new trucks and vans for the more usual reasons such as eet replacement and increased demand for transport services.
Medium Duty truck sales of 622 units showed an additional 59 trucks for the month compared with July 2023 (+10.5 per cent) and moved the YTD accrual to 4,659, a steady growth of 2.8 per cent (+125 units).
The Heavy Duty category result of 1,251 units for July was a strong 13.2 per cent (+146 units) compared with July 2023’s number and pushed the YTD past the 10,000 mark with 10,020, which was 183 more than at the end of July last year (+1.9 per cent).
The large van sector continued on its upward trajectory for the year so far, and not just due to the addition of the LDV (220 units) and Peugeot (7 units) results in the monthly total. July’s total of 877 units was 428 more than during July 2023. The YTD for the category of 5,053 units shows a very impressive growth of 50.3 per cent on last year (+1,690 units).
It’s been 12 months since the cessation of the instant asset tax write off scheme which provided the industry with a once in a generation level of assistance. Any arti cial effects upon the market due to the Federal Government’s, at the time, very necessary incentive program, have long been absorbed. Purchasers of
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