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Ex-UAW head Williams told officials to misappropriate funds Alexa St.-John, Automotive News / July 26, 2018 DETROIT -- Recently retired UAW President Dennis Williams has been implicated by a former union official in the ongoing federal corruption probe involving the misuse of joint training center funds with Detroit automakers. Williams, according to a Thursday report from The Detroit News, is the "high level" UAW official named in a plea agreement released Monday that was reached with Nancy Adams Johnson, former top administrative assistant to ex-UAW Vice President Norwood Jewell. Johnson, according to the deal, said the unnamed leader directed senior leaders to use automaker funds from the joint training centers as a way to reduce costs to the UAW's budget. Williams has not been charged in the investigation. He told Automotive News in May that he had not been indicted or inverviewed by federal prosecutors. Johnson's plea agreement states: "Sometime in 2014 or 2015, a high-level UAW official directed senior UAW officials to use money supplied by automobile manufacturing companies through joint UAW training centers to pay for travel, including travel solely for purported union business, as well as lavish meal and other entertainment costs of senior UAW officials and their friends, family and allies. "This directive was issued in order to reduce costs to the UAW budget from such expenditures because the UAW's budget was under pressure," the document states. These directives would come around the same time the UAW was facing significant financial pressure in 2014, when members approved the first increase in membership dues since 1967. Johnson pleaded guilty to one count of conspiring to violate the Labor Management Relations Act on Monday. "Today's conviction of yet another senior UAW official further exposes the dishonorable scheme between UAW officials and Fiat Chrysler executives to corrupt the collective bargaining process at the expense of rank and file union members," U.S. Attorney Matthew Schneider said in a statement Monday. "The conviction reveals that part of this scheme involved the wrongful use of UAW funds for extravagant meals, entertainment, golf, and travel for little, if any, union-business purpose." Ongoing investigation The UAW and Fiat Chrysler have been named "co-conspirators" in the scandal, in which prosecutors contend FCA employees and executives paid UAW representatives to influence union business in addition to siphoning money through the training center to make purchases. Williams denounced those involved in the scandal in his last formal address to members at the UAW's Constitutional Convention in Detroit last month. "To be clear: Those who misallocated or misused training center funds betrayed our trust," Williams told union members. "The UAW has zero tolerance for corruption, wrongdoing, at any level of this organization." With regard to Williams' possible involvement, UAW spokesperson Brian Rothenberg told Automotive News: "I can't comment on unsubstantiated allegations." Others involved Monica Morgan, widow of former UAW Vice President General Holiefeld, was sentenced to 18 months in prison Friday for her role in the scandal this month. In addition to Adams Johnson and Morgan, five others have been charged in the case, including: Alphons Iacobelli, a former FCA labor relations chief; Jerome Durden, a former FCA financial analyst; former FCA employee Michael Brown; ex-UAW associate director Virdell King; and UAW official Keith Mickens. Iacobelli is awaiting sentencing. Jewell has been implicated in the scandal but not formally named as a conspirator by investigators. Morgan, Iacobelli and Durden are also being sued by the UAW-Chrysler National Training Center to recover more than $4.4 million in damages. .

Reuters / July 26, 2018 FRANKFURT -- Daimler AG unveiled a new corporate structure on Thursday designed to give its trucks, mobility services and Mercedes-Benz car division greater scope to chase growth in an era when carmakers prepare to launch fleets of autonomous cars. The company said it would set up three legally independent entities -- Mercedes-Benz AG, Daimler Truck AG and Daimler Mobility AG, under the umbrella of Daimler AG. As part of the reorganization it has struck an agreement with labor representatives that includes a pledge to secure jobs and invest in German sites.

Typically for your truck, part no. 54MT314DP94 (94 being the length in inches). Measure your old cable housing for length.

E - 7 ( Non E-Tech ) Piston Number Piston Kit Cylinder Kit Overhaul Kit 240GC585 One-piece Pistons or 240GC590/5123M Two-piece Pistons Not Available - Must Replace All Six With Overhaul Kit Not Available - Must Replace All Six With Overhaul Kit 215SB198G 240GC2248BM 215SB230A 215SB218D Not Available 240GC590/591or 240GC2246AM Two-piece Pistons 215SB232A 215SB217D 215SB200G 240GC590/598/5122M or 240GC2250CM Two-piece Pistons 215SB231A 215SB219F 215SB208C E - 7 ( E-Tech ) 240GC590/598/5122M or 240GC2250CM Two-piece Pistons 215SB231A 215SB219F 215SB304A

PAI is good but of course OEM is best. When you called your local Mack brand dealer for a price on an engine overhaul kit, what was the figure? In any case, be sure to confirm your piston number.

Carpocalypse descends on Detroit after nightmare day of earnings David Welch, Bloomberg / July 26, 2018 DETROIT -- It felt so 2009. First, General Motors and Fiat Chrysler Automobiles reported weak earnings, with both reining in profit forecasts for the year. That sparked sharp sell-offs of their stocks. Then it really got ugly. Ford Motor Co. took the stage and projected $11 billion in charges linked to a restructuring plan that will take as long as five years to play out. The already-struggling company that had touted plans to cut $25.5 billion in costs in the coming years left analysts wanting more detail and subjecting CEO Jim Hackett to harsh questioning. Not since the financial crisis and Carpocalypse have Detroit automakers had so much bad news in one day. To be clear, all of the companies are solidly profitable and nowhere near the edge of survival like they were in 2009. But what made the headlines all the more confounding was that the downbeat results and outlook came at a time when the U.S. auto market is solid, the economy is humming and China is buying more cars every month. “To have a quarter like this is striking,” said James Albertine, an auto equities analyst with Consumer Edge Research. “Every time they turn over a rock, they find more problems.” GM’s profit issues were mostly caused by external forces, namely President Donald Trump’s steel and aluminum tariffs and depressed currencies in Argentina and Brazil. Fiat Chrysler will have to sort out slumping sales in China under a new CEO after the death of Sergio Marchionne announced early Wednesday. And Ford’s problems stem from bloat and stale models. Ford’s China woes Ford missed estimates by posting adjusted profit of 27 cents a share, less than half what it earned on that basis a year earlier. The company said it will make between $1.30 and $1.50 a share instead of as much as $1.70. It lost a combined $467 million in Asia and Europe in the second quarter. In China -- still a reliable source of growth for many other major automakers -- Ford’s sales fell by 25 percent in the first half. Beijing’s retaliatory tariffs against the U.S. that include higher levies on cars will cost the company $200 million to $300 million this year, Chief Financial Officer Bob Shanks said. Ford’s problems in the market are manifold: models including the Focus and Escort cars are old and will be replaced late this year and into 2019. Its dealers aren’t making adequate profits, burdened by a glut of sedan inventory and not enough crossovers or SUVs. Cagey call The company has other deep structural issues. On its earnings call, analysts asked for more detail on the costly and protracted restructuring, and Hackett gave little clarity. The company also said that it will postpone an investor meeting that had been set for September, saying it would be rescheduled for when it had more specifics to share. That sparked a tense exchange with Morgan Stanley analyst Adam Jonas, who criticized Hackett and Shanks for the lack of communication. “I really do hope you can reconsider the communications strategy, because it’s just not good enough, Bob,” Jonas said. The stock sank below $10 a share in after-hours trading, a level it hasn’t closed at since 2012, when former CEO Alan Mulally was still restructuring the company. Jeep’s China struggles Fiat Chrysler isn’t in nearly the bind Ford is, but new CEO Mike Manley has plenty of problems, too. The much-heralded Jeep brand hasn’t caught on in China -- a key element of the growth strategy laid out only a matter of weeks ago. The redesigned Jeep Compass that’s been a hit in the U.S. has struggled going up against local Chinese brands that are on the ascent in the countries mass market segments. As a result, the company’s Asian operations lost 98 million euros ($115 million) in the second quarter. Its luxury brand Maserati also slumped as customers waited for a July duty reduction to take delivery of Levante SUVs. Fiat Chrysler’s U.S.-listed shares plunged 12 percent, their worst one-day drop since June 2016. Hard luck GM is telling more of a hard-luck story. Trump’s steel and aluminum tariffs have driven up metals prices and contributed to commodities adding $300 million to costs in the quarter and $500 million in the first half. The company had been expecting that sort of a headwind for the whole year. Instead, it’s now seeing about a $1 billion blow to annual earnings. Add in a $100 million hit from devalued Argentine peso and Brazilian real and GM had to lower its forecast for adjusted earnings to $6 a share. The company had been expecting to make as much as $6.50. GM has new pickups going on sale next month, though they won’t be available in substantial supply until the fourth quarter. And while the China market is getting tough, GM is growing luxury sales with Cadillac and its local Baojun brand is winning over the nation’s new middle class. Don’t want to hear it But investors may not be interested in hearing the company make its case for a while, said Morningstar Inc. analyst David Whiston. “It was a really bad day,” Whiston said. “There are a lot of factors beyond their control. In addition to all of that, we’re at the top of the auto cycle and investors just aren’t interested.” Indeed, Ford’s stock “will be in purgatory for some time,” Albertine said. In what was perhaps a sign of just how fed up Wall Street was by the end of the day, the first questioner on Ford’s Wednesday evening earnings call was Jonas, who asked whether Hackett expected to still be in the job once the company is ready to have its investor day. “Hell yes, I expect to be in front of everybody declaring where we’re going and what we want to get done,” Hackett responded. “There should be zero question around that.” .

Scania Group Press Release / July 25, 2018 When there is an accident involving a heavy vehicle, the most competent rescue teams are required. While Ålesund Fire Department in Norway has offered crews heavy vehicle rescue training since 2010, for the past six months, trainees have been practising using cab prototypes from Scania. “The ball started rolling in 2010 when four of us from the Ålesund Fire Department were on a course in Sweden to learn about rescue in connection with heavy vehicle accidents,” says firefighter Geir Egil Haug. He is also the training coordinator for heavy vehicle rescue at Ålesund Fire Department and plays a key role in connection with nationwide heavy vehicle rescue training. “Then we got in touch with Jimmy Säfström at Heavy Rescue Sweden, who is an important figure within this area internationally. We saw how they were working with complete cabs and how this made for top-quality training. Freeing trapped casualties from a cab is very demanding and requires understanding, competence and the correct tools. It’s about being prepared for the tasks we might have to take on.” “Previous to this, the challenge was getting hold of cabs to practise with. It’s difficult to get them, and we’ve often had to use cab shells without interiors.” Now, Ålesund Fire Department has been given access to prototype cabs manufactured by Scania: the best setup for training fire crews from across Norway. “It’s not just about heavy vehicle rescue and the challenges involved in this, but also about what equipment you need to make rescue operations as efficient as possible,” Haug says. It is not only Scania that has offered significant support when it comes to establishing good nationwide heavy vehicle rescue training in Norway. Haug, who has worked for Enger Transport in Ålesund in his spare time, says that the company has, on its own initiative, taken steps to ensure transport of cabs from Scania’s Swedish headquarters in Södertälje to Ålesund that is as reasonable as possible. Meanwhile Sunnmøre district, where Ålesund is situated, has its own oil company, Bunkers Oil, which has provided fuel for this transport. “This is cooperation in practice!” Haug says. .

MAN Truck & Bus Press Release / July 18, 2018 See some impressions of the ADAC Truck-Grand-Prix 2018 at the Nürburgring. .

The Dodge ProMaster, a rebadged Fiat Ducato, is a "lightweight". The Iveco Daily is the real deal. In every corner of the globe, I see Iveco Turbo Dailys getting the job done.

Recognised by millions of customers around the world and prestigious international awards Iveco Trucks Press Release / July 19, 2018 The Daily, crowned International Van of the Year 2018 for its sustainable Daily Blue Power family, celebrates its 40th Anniversary. First launched in 1978, the Daily revolutionised light commercial transport with its truck-derived chassis with rear traction and independent front suspension, which give it its unique versatility, reliability and efficiency. The Daily, now in its third generation, has constantly evolved over the past 40 years, always remaining true to its DNA while pushing the boundaries of innovation and integrating the evolving requirements of customers to become today’s champion of sustainability. Throughout the 40 years since its launch, the Daily has introduced numerous industry firsts and received recognition from industry experts, resulting in an impressive collection of international awards. The IVECO Daily is celebrating 40 years of pushing the boundaries of innovation, versatility and efficiency in light commercial vehicles. Since it was first launched in 1978, it has introduced ground-breaking innovations that have changed the industry: from the adoption of a truck-derived chassis with rear traction and independent front suspension, to the introduction of Common Rail technology in 1999 – a world first – or the advanced Electronic Stability Program (ESP) for regulating vehicle handling during steering and braking. Over the years since its launch, the Daily has constantly evolved to meet the changing needs of customers, always remaining true to its DNA. It has led the way with its efficient and environmentally friendly technologies, as these demands have become increasingly critical to the transport sector. To this date, it is ahead of the industry in sustainability with the unique concept of the Daily Blue Power: a vehicle family that frees transport operators from the constraints of the strictest environmental regulations and was awarded the title of “International Van of the Year 2018”. The more than 3 million Daily vehicles, manufactured on 3 continents, which are on the roads in 110 countries are testament to this family’s popularity and exceptional capacity for adapting to meet the specific needs of our customers across the world. Pierre Lahutte, IVECO Brand President, commented: “This year we are celebrating an important milestone in the life of the Daily – a family of vehicles that has been ahead of the industry right from its beginning, and 40 years on is spearheading the industry’s transition to sustainable transport. Throughout its long history, it has enjoyed enormous success with transport operators and industry experts alike, reaping numerous awards across the world. It is a vehicle family that has always looked to the future, and has known how to anticipate our customers’ needs while remaining true to its core values of versatility, reliability and efficiency – always the perfect partner for our customers’ business and environmental sustainability.” Today the Daily is a vehicle at the forefront of the industry, with a success built on its historical strengths that make up its DNA – starting from its unique chassis frame, which gives it the robustness and versatility it is known for. The load-bearing structure with ‘C’ shaped, special steel cross-members, is the best platform for bodybuilders to adapt for the most diverse missions – including special vehicles such as motorhomes, couriers, waste collection, tippers, cranes, public services, tow trucks, ambulances. It has gained recognition for its unique features, such as rear wheel drive and the 4x4 version. It offers the widest line-up in the industry ranging from 3.3 right up to 7.2 tonnes of gross vehicle weight, and from 7.3 m3 up to 19.6 m3 cargo volumes. Its advanced features use technology to push the boundaries of performance, raise comfort to a new level, deliver more connectivity and lower its Total Cost of Ownership, reflecting its Business Instinct and making it the perfect business partner. With the Blue Power Family, it leads the way in sustainability, anticipating the future with the most advanced diesel and alternative traction technologies: the Daily Euro 6 RDE 2020 Ready, the first LCV ready for 2020 Real Driving Emissions regulations; the Daily Hi-Matic Natural Power, the first CNG vehicle with an 8-speed automatic gearbox in the LCV industry; and the zero-emissions Daily Electric. This family offers the perfect solution for unlimited delivery in urban and suburban missions, opening round-the-clock access to city centres with the strictest noise and emissions abatement regulations. Forty years of industry firsts, setting new standards 1978: the first Daily is a 17 cubic metre van with 210 cm interior height – the first in the industry – powered by a 2.5 litre diesel engine. 1984: the family is extended with the arrival of the first Daily 4x4. 1985: the TurboDaily is the first light commercial vehicle to introduce turbodiesel technology. 1992: the first unit comes off the assembly line of the Valladolid Plant in Spain. 1996: the Daily offering is extended, now with a choice of two engines: the 2.5 litre turbodiesel and a new, more powerful 2.8 litre engine. 1998: the ECODaily is the first light commercial vehicle featuring a Compressed Natural Gas (CNG) engine. 1999: the second generation Daily reaches the market and is immediately crowned “Van of the Year 2000” – it is the first vehicle in the industry to introduce Common Rail technology. 2000: Production begins in Brazil, in addition to the manufacturing plant in Suzzara. 2004: the Daily family is extended again, with a more powerful offering featuring a 3.0 litre turbodiesel engine reaching up to 176 hp. The same year, production of the Daily begins also in China. 2006: New design and introduction of ESP (Electronic Stability Program), which regulates vehicle handling during steering and braking. 2009: the wide line-up extends further to include a 7 ton version. Also in 2009 the innovative Daily Electric is launched. 2010: the Daily reaches the milestone of 2 million units sold in the world. 2014: the third generation Daily is launched and immediately crowned “Van of the Year 2015”; it takes the markets by storm and goes on to collect numerous awards across the world. Its wide line-up includes the brand new Daily Hi-Matic, featuring IVECO’s class-exclusive 8-speed automatic transmission that immediately becomes a best seller. 2016: the Daily Euro 6 builds on this success and further raises the bar on performance with advanced features such as the intelligent EcoSwitch PRO system that automatically reduces torque when needed without driver intervention, reducing fuel consumption with no compromise to productivity. It also introduces a new level of connectivity with its revolutionary app, BUSINESS UP. 2017: the sustainable Daily Blue Power family enters the market with the unique offer of three technologies – electric, natural gas and the most advanced diesel technology on the market that meets 2020 Real Driving Emissions regulations three years ahead of time. It crowned “Van of the Year 2018”. Daily: 40 Years of award-winning success The Daily family has collected numerous prizes throughout its history, culminating in the rich awards cabinet of the latest generation: International Van of the Year 2015 (Europe) Best KEP Transporter 2015 (German Courier, Express and Parcel Delivery industry - Germany) Innovation Award for KEP Transporter 2015 – Daily Hi-Matic (German Courier, Express and Parcel Delivery industry - Germany) European Innovation Award 2016 – Daily Hi-Matic (European Caravanning industry) Best Commercial Vehicle 2016 (Chile) Best Commercial Vehicle up to 3.5 ton 2016 (Germany) Large Van of the Year 2017 (What Van? Awards – UK) National Transport Award 2017 (Spain) Sustainable Truck of the Year 2017 – Daily Electric (Italy) International Minibus of the Year 2017 – Daily Tourys (Europe) Sustainable Truck of the Year 2018 – Daily Hi-Matic Natural Power (Italy) International Van of the Year 2018 – Daily Blue Power (Europe) China Van of the Year 2018 – China Daily van (China) Van of the Year 2018 – Daily Blue Power (Danish Automotive Journalists Association) Best Utility Vehicle 2018, 3 categories: transporters up to 3.5 tons, over 3.5 tons, minibuses (ETM Verlag Readers’ Choice Awards - Germany) .

Celadon under criminal investigation over financial statements James Jaillet, Commercial Carrier Journal (CCJ) / July 25, 2018 The Celadon Group said this month it is facing a criminal investigation into discrepancies within its required earnings filings. Last year, the company’s stock was delisted from the New York Stock Exchange last year over improper reporting of financial statements. The Indianapolis-based fleet giant, which operates upwards of 5,500 trucks, was already under investigation by the Securities and Exchange Commission over misreported income in its earnings reports for fiscal 2014, 2015 and 2016. The company issued a notice to shareholders in April saying it over-reported its income in those years “by a range of…$200-$250 million” during the three years ended June 30, 2016. The company said in April it would reissue corrected earnings reports for those years and 2017 in an attempt to have its stock relisted on the NYSE. However, the company’s stock still has not be relisted, and the updated financial reports are not listed on its website or in its SEC filings. In a press release issued July 3, the company said it “is aware of investigations” by the SEC and “the Criminal Division of the United States Department of Justice into events and circumstances related to the previously announced restatement.” The errors in its financial filings are due to the sale of used equipment by a Celadon subsidiary, Quality Companies. “Undisclosed arrangements…overstated the values of equipment traded” in those sales, Celadon said then. The sales reported by the company were actually equipment leases. Read more on the company’s April notice at this link. The company restructured its leadership following a $10 million loss posted in the second quarter of 2017. It also said it was restructuring its debt and ending its independent contractor program. It also discontinued the Quality Companies business unit. Celadon in its July 3 release said its earnings this year are better than the same time last year, noting a 20 percent increase in average revenue per mile — in line with the current record-high rates environment. The company didn’t provide any other details on its finances in the release, nor has it posted earnings reports for any quarters since 2017’s second quarter. “Over the past year, with our new senior management team we have disposed of non-core business units, dramatically improved our operating metrics and made significant progress toward issuing restated financial statements,” said Celadon CEO Paul Svindland. “Our customers, vendors, and financing sources have been highly supportive, in large part due to improved customer service and the ability to deliver substantial asset based and logistics solutions in a market environment of tight capacity.” .

Fleet Owner / July 24, 2018 Jacobs Vehicle Systems, a manufacturer of diesel and natural gas engine retarding systems and valve actuation mechanisms, has signed a long-term supply agreement with Hino Motors, which will last through 2025. With this long-term supply agreement, Jacobs and Hino continue their long-standing relationship which began in the early 1990s when engine brakes were first installed on 13-liter Hino E13C engines. Since that time, Jacobs has continued to deliver braking technologies as seen on the A09 and A05 engine platforms. “Jacobs is excited about extending our nearly 30-year relationship with Hino through 2025. Over the years, our engine brakes have aided Hino in providing its customers with improved safety, productivity, and drivability while reducing their total cost of ownership,” said Steve Ernest, vice president of engineering and business development for Jacobs Vehicle Systems. This contract allows Jacobs and Hino to expand their working relationship and bring new technologies to the market. .

Transport Topics / July 25, 2018 Despite some potential clouds on the horizon from higher tariffs, optimism about the overall economy founded on strong numbers in housing, construction and growth in e-commerce are boosting sales of medium-duty trucks and pushing the sector out of decade long doldrums. Through the first five months of this year, the latest data available as of press time, retail sales of Classes 5-7 trucks in the United States were running about 7% ahead of the same period in 2017, according to WardsAuto.com. While high single-digit growth numbers may not sound like much, after slogging through a decade of fits and starts since the 2007-2009 recession, the sales figures give medium-duty manufacturers and suppliers optimism for the future. Meanwhile, one industry analyst estimates that North American sales for those three weight classes will close out the year at about 259,000 units, up from 248,000 units in 2017. For perspective, the last high-water mark for those weight classes was 2006, when truck makers reported retail sales of 262,000 units. “So, we are getting close to being back at pre-recession levels, but not quite there yet,” he said. The economy, in general, has somewhat “lifted the tide for all boats,” but in medium-duty, the continued growth of e-commerce is shifting more emphasis to the supply chain, specifically on the final-mile distributors, said Joe Gallick, senior vice president of national account sales for NationaLease. “Medium-duty trucks fulfill that mode better than Class 8.” NationaLease operates about 32,000 light and medium-duty vehicles throughout its network of 150 member-leasing companies, Gallick said. The economy “is certainly the main driver,” said John Blodgett, vice president of sales and marketing with MacKay & Co., another market research firm. There is good business and consumer confidence to spend money, “and that drives demand,” he said. Construction employment increased by 13,000 jobs in June and by 282,000 jobs over the past year, reaching a 10-year high, according to an analysis of government data by the Associated General Contractors of America. Association officials said many construction firms appear to be more willing to hire amid lower tax rates and a more favorable business environment. Kary Schaefer, general manager of Freightliner and Detroit product marketing and strategy, said that housing and the general economy, which are typical drivers for medium-duty sales, are enabling what she called “modest” growth. “Additional growth drivers are coming from last-mile deliveries and strong leasing business, which should remain positive as long as consumer and business confidence stays strong,” Schaefer added. Freightliner and Detroit are brands of Daimler Trucks North America. One issue, however, that might dampen the generally rosy outlook for the medium-duty market would be higher tariffs on steel and aluminum and the trade wars that may ensue. Meanwhile, the new darling of the economic drivers is online sales. E-commerce is playing a larger role in the economy, industry executives said. The expectations are that it will continue to grow. In May, the U.S. Department of Commerce estimated that retail e-commerce sales for the first quarter were $123.7 billion, an increase of 3.9% from the fourth quarter of 2017 and 16.4% from the first quarter of 2017. Projections of e-commerce’s effect on the medium-duty sector vary depending on the source, but they all point to the fact that it now plays a major part in the nation’s economic growth and that medium-duty weight classes are playing a role, especially in those last-mile deliveries. “It is difficult to break out those numbers but that’s a big part of our business,” said Brian Tabel, executive director of marketing with Isuzu Commercial Truck of America. As more companies become that last-mile distributor, “it will become more popular,” Tabel said. “They need medium-duty trucks to do that.” One industry analyst agreed that final-mile delivery will only accelerate. The question is, how quickly? Because it appears younger people are doing much of the e-commerce business, the change will be gradual. “It’s evolutionary, not revolutionary,” he said. “Nevertheless, if we see a dramatic shift in the last-mile [distribution], it carries the potential to change the composition of the equipment picture,” Tam said. The increase in e-commerce is not the only factor helping sales of medium-duty trucks. Some of it is the equipment itself, executives said. The almost universal use of automatic and automated transmissions make today’s medium-duty trucks much easier to drive. Class 6 and lighter trucks don’t require drivers with CDLs. These qualities broaden the pool for available drivers, NationaLease’s Gallick noted. Further, medium-duty trucks will continue to evolve safety features, said Kurt Swihart, marketing director with Kenworth Trucks, noting this will add to their appeal. “Demand for disc brakes, roll stability, collision avoidance systems, lane departure and other safety-related technologies has grown,” Swihart said. “In the next few years, we expect to see growth of collision avoidance systems through enhanced radar and camera technologies.” As for the tariff situation, “I think we are just starting to see [the effects],” said MacKay’s Blodgett, noting not all countries are impacted. “We don’t have all those road maps at individual industry levels,” he added. “In total, when you impact a portion of the market, even those who do not currently source from China (or other targeted countries) will see prices increase, if not now then on future purchases,” he said. Isuzu’s Tabel said the only effect the truck manufacturer has seen so far is from body companies. “A lot of body companies have [raised] prices, and that’s where we’ve seen it.” Ultimately, “we don’t know how that’s going to impact industry,” Tabel said. “Will it be component based? Vehicle based?” .

Ford lowers 2018 profit forecast as Q2 net falls 48% Michael Martinez, Automotive News / July 25, 2018 DETROIT -- Ford Motor Co. lowered its full-year forecast due to challenges overseas and said CEO Jim Hackett's global restructuring efforts could result in charges totaling $11 billion over the next three to five years. CFO Bob Shanks said the weaker guidance was not related to the Trump administration's tariffs on steel and aluminum, which General Motors cited earlier in the day when cutting its own outlook. Ford did, however, take a tariff hit in the quarter and expects a bigger impact later this year. Ford said trouble in Europe and Asia will trim adjusted earnings to $1.30-$1.50 a share in 2018, from prior guidance of $1.45-$1.70 per share. In a statement, the company said it expects a loss in Europe due to higher costs, and a “significant loss” in Asia due to lower pricing and an unfavorable mix in China. In the second quarter, Ford's net income fell 48 percent to $1.1 billion. Executives blamed the drop on challenges in China and a supplier fire that crippled U.S. production of highly profitable F-series pickups for more than a week in May. Revenue fell 2 percent to $38.9 billion compared with the second quarter of 2017. Ford's earnings before interest and taxes dropped 40 percent to $1.7 billion. "It was obviously a very tough quarter for us," Shanks told reporters. Ford's North American profit dropped 25 percent to $1.8 billion. It attributed the decline to a fire at a Michigan magnesium plant that made parts for the F series and a settlement over faulty Takata airbags. Ford's earnings fell in each of its global regions other than the one that comprises Africa and the Middle East. Shanks said Ford took a $145 million hit in the quarter related to tariffs and expects that Ford will lose $500 million-$600 million on tariff-related charges this year. But he said the issue was not affecting earnings guidance because the company will be able to absorb the costs in North America. Ford shares sank earlier Wednesday to their lowest level in nearly six years before its earnings were reported, but recovered most of their losses and closed the day off less than 1 percent at $10.52. In after hours trading, the shares fell 2.4 percent as of 4:31 pm ET. Restructuring charges Shanks declined to say if the $11 billion in restructuring charges would result in Ford pulling out of any global markets but suggested that, by offering a concrete number, Ford already had a sense of what exactly it planned to do. A Morgan Stanley analyst report in March estimated that Ford would need to take charges of $4 billion to $12 billion to achieve the kind of cost cuts Hackett is targeting. Ford said it has postponed its upcoming investor day, scheduled for Sept. 26, and will set a new date “when more specifics can be shared on global redesign and restructuring.” Ford’s profit margin for the quarter was 2.7 percent, down from 5.1 percent a year earlier. Its North American margin declined to 7.4 percent from 9.5 percent in the second quarter of 2017. The company lost $394 million in its Asia Pacific region, versus a $167 million profit a year earlier. Its European region swung to a loss of $73 million, and South American losses grew 1 percent to $178 million. It made $49 million in the Middle East & Africa after losing the same amount a year earlier. Ford said its mobility unit lost $181 million in the second quarter, nearly triple its outflow a year ago. The unit is in a stage with heavy investment and little revenue to offset that. Ford Motor Credit made $645 million, a 4.2 percent increase. Ford’s net income equaled 27 cents per share, 4 cents less than the consensus estimate on Wall Street of 31 cents.

Johnson is right. It's a hypocritical situation. We constantly criticize the Chinese government for giving select industry financial support......and then we do the same thing. Low soy bean prices this season is not going to break the farmers. A cyclical industry, it's not the first season that prices were low. Always been the nature of the business. When prices are high, you don't hear a peep.

Top Republicans rip Trump’s farm-aid plan as ‘welfare,’ ‘Soviet type of economy’ Market Watch / July 25, 2018 Republican senators from agricultural states were quick to condemn President Donald Trump’s plan to offer farmers $12 billion in emergency aid to offset the impact of the administration’s escalating trade war with China. A number of top lawmakers said the plan does little to solve the overall problem — the Trump administration’s own trade policies — and goes against free-market principles. “You have a terrible policy that sends farmers to the poorhouse, and then you put them on welfare, and we borrow the money from other countries. It’s hard to believe there isn’t an outright revolt right now in Congress over what is happening.” Sen. Bob Corker, R-Tenn In a statement, Tennessee Republican Sen. Bob Corker called Trump’s trade policy “incoherent” and that the administration was “offering welfare to farmers to solve a problem they themselves created.” Corker later told Bloomberg News that it was “a terrible policy” that should have Congress revolting. Sen. Ben Sasse, R-Neb., said in a statement: “This trade war is cutting the legs out from under farmers and the White House’s ‘plan’ is to spend $12 billion on gold crutches. . . .America’s farmers don’t want to be paid to lose — they want to win by feeding the world.” Responding to a speech Trump made Tuesday in Kansas City, Mo., in which he claimed farmers would benefit from his tariffs, Sen. Chuck Grassley, R-Iowa, said: “The president’s going to have to say more than ‘I like the farmers and I support the farmers,’” Bloomberg News reported. Sen. Ron Johnson, R-Wisc., said Trump’s bailout plan was downright un-American. “This is becoming more and more like a Soviet type of economy here. Commissars deciding who should be granted waivers. Commissars in the administration trying to figure out how they’re going to sprinkle around benefits,” he said.

Five Scania P 490 6×6 fire trucks has been ordered by Fraport Greece, which will improve their airports fire safety. Scania Group Press Release / July 24, 2018 Scania rescue and firefighting vehicles go to airports Fraport Greece, which operates 14 regional airports in Greece, has ordered ten new Scania fire trucks with Rosenbauer superstructures. The investment will significantly improve the regions’ airport fire safety capabilities. The rescue and firefighting vehicles are being delivered to the airports on the islands of Corfu, Kefalonia, Kos, Mykonos, Mytilini, Rhodes, Samos, Santorini, Thessaloniki and Zakynthos. Together these airports annually handle more than 20 million arriving and departing passengers. State-of-the-art Scania trucks deliver highest safety standards The Scania P 490 6×6 is equipped for a 7,000-litre supply and a 860-litre foam tank. The extinguishing performance is 6,000 litres per minute at 10 bar. The delivery also includes training and new personal protective equipment. “With the addition of the new state-of-the-art fire trucks we are delivering on our commitment to the highest possible standards at the 14 airports we operate, for both passengers and employees,” says Fraport Greece Chief Executive Officer Alexander Zinell. .

GM outlook darkens as profits fall on steel costs Michael Wayland, Automotive News / July 25, 2018 DETROIT -- General Motors lowered its earnings forecast for the year following a second-quarter profit decline due indirectly to the Trump administration's tariffs on steel and aluminum. Although GM sources around 90 percent of its steel and most of its aluminum domestically, the 25 percent tariff on steel and 10 percent tariff on aluminum are still expected to have a significant impact on the automaker's costs. GM expects the cost increases to have a $1 billion impact on its business operations this year, up from an earlier estimate of about $500 million. The automaker on Wednesday said earnings before interest and taxes dropped 13 percent to $3.2 billion compared with a year earlier. Net income from continuing operations, which exclude the sale of its European operations last year, fell 2.8 percent to $2.39 billion. Revenue for the second quarter fell less than 1 percent to $36.8 billion. GM CFO Chuck Stevens said the automaker’s North American operations absorbed most of the cost increases for steel and aluminum. “We’ve got some work to do the rest of the year there,” he said. GM lowered its guidance on free cash flow for the year from the mid-$5 billion range to $4 billion and its earnings per share -- a key estimate for Wall Street -- to about $6 from the $6.30-$6.60 range. GM also lowered its North American profit margin expectations to 9-10 percent from 10 percent. Other factors impacting the automaker’s earnings for the second quarter included foreign currency devaluation -- particularly in South America -- and lower production of its full-size pickups due to plant changeover for GM’s next-gen Chevrolet Silverado and GMC Sierra. The 2019 full-size pickups, Stevens said, are being shipped to dealers with first deliveries to customers expected in August -- on track with the company’s previously announced launch plans. GM shares fell 5 percent in pre-market trading. Regions: North American earnings declined from $3.5 billion to $2.7 billion in the second quarter. Earnings for the company's international operations also declined, to $143 million from $317 million a year earlier. Finance: GM Financial reported earnings of $536 million, up from $357 million a year earlier. Forty-five percent of GM’s U.S. sales in the quarter were financed through GM Financial. Operating profit margin: Profit margin for the quarter was 8.7 percent, including a 9.4 percent margin for North America. Expectations: GM beat Wall Street’s expectations for a 13th consecutive quarter. The company reported earnings per share of $1.81, above analysts' forecasts of $1.78 -- a key metric for how Wall Street judges the company.

Sergio Marchionne, turnaround virtuoso who built Fiat Chrysler, dies at 66 Lindsay Chappell, Automotive News / July 25, 2018 Sergio Marchionne, the man in black and self-proclaimed fixer who plucked Chrysler from the ashes of bankruptcy in 2009 and hitched it to Fiat to create a money-making global automaker, has died, according to a statement from Fiat Chrysler Chairman John Elkann. He was 66. "Unfortunately, what we feared has come to pass. Sergio Marchionne, man and friend, is gone," Elkann said in the statement issued by Exor, the holding company for the controlling Agnelli family. Marchionne became gravely ill after what the company has called shoulder surgery, forcing him to be replaced as CEO of Fiat Chrysler Automobiles on July 21. The company appointed Mike Manley, 54, head of the automaker's Jeep and Ram brands, as Marchionne's successor. Manley is expected to make public comments to analysts Wednesday after FCA releases second-quarter earnings. "I believe that the best way to honor his memory is to build on the legacy he left us, continuing to develop the human values of responsibility and openness of which he was the most ardent champion," Elkann said. "My family and I will be forever grateful for what he has done. Our thoughts are with Manuela, and his sons Alessio and Tyler. I would ask again everyone to respect the privacy of Sergio’s family." Marchionne was already beginning to wind down a remarkable career -- he telegraphed well in advance that he planned to retire as CEO of Fiat Chrysler Automobiles in April 2019, after the conclusion of the company's 2014-18 business plan. It was an improbable career that saw a young Italian immigrant in Canada go to college, become an accountant and, years later, arrive seemingly out of nowhere in European corporate circles to first save Fiat Group and later use Chrysler's strengths in light trucks to forge the combined Italian-American company into a true global automaker. Concerns over Marchionne's medical condition rippled through the company for weeks. Corporate directors called a meeting in Italy on July 21 to determine his successor. Marchionne, a workaholic who often slept on a sofa aboard a plane as he traveled regularly to steer Fiat Chrysler, was a heavy smoker and espresso drinker until quitting both about a year ago. In his last public appearance, on June 26, Marchionne, appeared fatigued and out of breath as he presented a Jeep Wrangler to Italy’s paramilitary police, the Carabinieri, at a ceremony in Rome. Marchionne captivated the global auto industry over the last decade with his candid assessments, tireless competitive spirit, remarkable transparency and multiple roles: chairman and CEO of Fiat Chrysler Automobiles, chairman and CEO of Ferrari, chairman of Maserati, and chairman of CNH Industrial, a European producer of trucks, buses, tractors and construction vehicles. Professional roots in accounting Marchionne was born in postwar Italy, where both his grandfather and uncle were killed in the fighting. He lived in Italy until emigrating with his family to Toronto at age 14. He studied philosophy and other subjects at Canadian colleges and received master of business administration and law degrees before becoming an accountant and rising through management ranks at several Canadian businesses. He was recognized as an accountant, tax specialist, attorney and business strategist. But it was in the automotive world where Marchionne rose to larger-than-life fame, regularly crisscrossing the globe, brandishing multiple cellular devices at a time and dressing almost constantly in black -- a life practice he said he adopted to save several seconds of decision-making every morning. While he was perhaps the most provocative executive to steer Chrysler since Lee Iacocca retired in the early 1990s, Marchionne preferred a tiny office in a wing of FCA's vast technical center in a Detroit suburb, where he could regularly confab with engineers, marketing executives and product planners. Marchionne did what many pundits said was improbable: He resuscitated not just one failing automaker but two. He returned America's perennial underdog and No. 3 automaker, Chrysler, to profitability by uniting it through a complex merger with Fiat -- an Italian company that seemed incapable of penetrating the U.S. market. "What I found was ... a company that had been run by a foreign entity for a long period of time, that had taken all of its wares on the way out," Marchionne said of his early days steering Chrysler in an address at the Brookings Institution in May 2014. "In 2006-2007, it had been flipped over to financially competent — but industrially incompetent — private equity investors who had run it for a period of time and then run into a brick wall in a crisis. What we ended up looking at [when Fiat arrived] was empty cupboards in terms of technology and product. And so we started from scratch." Fiat was also on the brink of death in June 2004 when Marchionne was recruited by the company's controlling Agnelli family to sort things out. Fiat suffered a loss of approximately $2.5 billion on its core auto operations the same year. Many analysts expected it to simply exit the auto business. The turnaround Marchionne, who had moved to Europe at the time, had gained the Agnellis' notice by pulling storied old Swiss quality-assurance firm SGS back from near-collapse as CEO. Given control of Fiat, he negotiated an over $2 billion payment by General Motors to settle past contractual obligations with Fiat. He closed inefficient factories and restructured debt. Then he focused on expanding Fiat's product line, investing 10 billion euros to develop 20 new models in four years. The turnaround made Fiat a cash-rich player by the end of the decade, just as the economic crash of 2008 hit the United States and battered the auto industry. Marchionne in 2009 led Fiat to acquire a 20 percent stake in Chrysler, with a UAW pension trust owning 55 percent, and the U.S. and Canadian governments controlling minority stakes. More important, as Marchionne took control of the Detroit automaker, the government-managed arrangement allowed Chrysler to quickly emerge from bankruptcy with $6.6 billion in high-interest government financing. Marchionne's strategy for returning Chrysler to profitability was to invest in new products, with Fiat and Chrysler sharing vehicles, engines and factories. His first priority was to get the company healthy enough again to enter the private capital markets and shed its high-interest government debt. By May 2011, he could count that as the first of many goals he would accomplish. Ram was spun off from the large Dodge division. Younger Chrysler executives replaced veterans and were handed ambitious sales and financial targets but with autonomy to reach them. The Jeep lineup was nourished and expanded globally. Chrysler's American roots -- "Imported from Detroit" -- were played up in advertising that drew plaudits from dealers, employees and many consumers. FROM OUR ARCHIVES: Does FCA have the right strategy to survive the post-Marchionne era? Within months of taking control of Chrysler, Marchionne met with dealers in Las Vegas. He made the first of what he called "a promise for a promise" that called for Fiat Chrysler to invest in and improve products if dealers agreed to invest in stores and embrace best operating practices with customers. By 2014, Fiat had gained full ownership of Chrysler, but Marchionne's original plan to expand products and restore profits at Fiat Chrysler was thwarted by changing consumer preferences. The outlook for new, small fuel-efficient cars in 2009 and 2010 -- inspiring Marchionne's hopes to sell Fiats in America again -- began to wane, overtaken by rising pickup, SUV and crossover sales as the American economy recovered and new-vehicle demand rose to new highs. Blunt tongue For all his brilliance, iconoclast drive and opportunistic ways, Marchionne's sometimes blunt tongue also tainted the company's performance and outlook at times. In 2011, when he complained about the U.S. government's "shyster" interest rates on FCA's bailout loans, Marchionne was forced to apologize the next day. He once described the former Jeep Commander "unfit for human consumption" while some of the large SUVs remained for sale in dealership showrooms. He openly defied federal safety regulators by vigorously defending Fiat Chrysler's approach to safety issues on older Jeep SUVs. And in the final days of the Obama administration, when the EPA alleged that FCA had undeclared emissions software on EcoDiesel-equipped Ram pickups and Jeep Grand Cherokee SUVs, Marchionne angrily protested. His steadfast denials likely factored into delayed certification of the 2017 Ram 1500 EcoDiesel and difficulty winning approval for other profitable light trucks equipped with the engine. And in 2015, Marchionne clashed with UAW leaders over Fiat Chrysler's widespread hiring of lower-paid U.S. factory workers and a proposal to scrap a controversial two-tier wage scale by phasing out the top wage rate as longtime union employees retired. Still, both sides of the FCA house largely prospered under Marchionne. In May, Marchionne told FCA shareholders that he expects the company to deliver adjusted earnings before interest and taxes of between $15 billion and $18.7 billion [13 billion and 16 billion euros] in 2022, up from $7.7 billion [6.6 billion euros] in 2017. The company's new five-year business plan, he said, will see operating margins rise to between 9 and 11 percent, compared with 6.3 percent last year. Strategic vision Marchionne surprised the auto industry three years ago by laying out a thought-provoking vision for the global business in a presentation called "Confessions of a Capital Junkie." Marchionne complained that the auto industry generates a low return on capital in large part because each automaker incurs the same high expenses of investing in r&d and capital costs to develop the same products and technologies and achieve the same results. The New York Times called him "Detroit's chief instigator" and an obsessive "automotive Cassandra" after Marchionne warned of disastrous consequences if automakers continued with unbridled spending. "It is absolutely clear that the amount of capital waste that's going on in this industry is something that certainly requires remedy," Marchionne said in an April 2015 earnings conference call that stunned Wall Street analysts. "A remedy in our view is through consolidation." "It's fundamentally immoral to allow for that waste to continue unchecked," Marchionne later told The Times. In calling for more industry consolidation, Marchionne even proposed a merger or acquisition with FCA. The appeal was roundly rebuffed by his two chief domestic competitors, Ford Motor Co. and General Motors, and prompted him to refocus FCA inward, to "get our own house in order." He moved boldly. Predicting that U.S. consumer demand had permanently shifted away from cars in favor of light trucks, he recast FCA's product and manufacturing portfolio to answer the challenge, killing the slow-selling Dodge Dart and Chrysler 200 sedans to make room for more domestically produced Jeep and Ram vehicles. Though he was criticized frequently for failing to follow industry trends, Marchionne preferred instead a slower, less-expensive approach of partnering with others to satisfy needs for electrification and autonomous driving. FCA partnered with Waymo to bring early-stage autonomous driving to the Pacifica hybrid minivan, for example. Fiat Chrysler's newly released five-year plan will see the company invest $10.5 billion to develop new electric and hybrid vehicles. Yet, as Marchionne prepared to cede control of the global automaker he largely built from discarded scraps, he remained focused on two goals: freeing FCA from its burden of having more debt on its books than cash, and using Jeep and Alfa Romeo to drive global profitability to levels that would rival or surpass those of larger global automakers. .

I agree. From the standpoint of making money, Paccar stock never impressed me.

International Trucks Press Release / July 23, 2018 It’s our steadfast commitment to leading the industry in uptime and a fresh way of looking at engine design. With a new team and fresh ideas we set out to deliver the ultimate 12.4-liter engine. .

Cummins Press Release / July 23, 2018 The Cummins X15™ engine is off to an exceptional start since it went into full production last year, expanding the company’s industry leading market share for Class 8 heavy duty engines and winning praise for its durability and fuel economy. The engine has won design awards, been embraced by truck makers and last month Cummins introduced a version for commercial marine segments. “Cummins has always been a technology leader, helping us to meet new emission standards whether we’re operating in California or across the nation,” said John Savage, Executive Vice President of Savage Services, a transportation, logistics and materials handling corporation that participated in the early testing of the X15. “When it comes to reliability, Cummins is progressive. They don’t sit back on their laurels.” KEY QUALITIES The X15 is today the best-selling engine for Class 8 trucks, the large trucks commonly seen on interstate highways in the U.S. Cummins supplied more diesel engines for that class than any other engine maker in 2017. Thanks largely to the X15, the company saw its market share increase from 35 percent in 2016 to 38 percent in 2017, according to WardsAuto.com. Available in performance and efficiency configurations, the engine’s popularity stems from three key attributes: reliability, lower maintenance costs and fuel economy. Reliability was enhanced by a design that simplified some systems, backed by more than 10 million miles of testing. Total cost of ownership has been reduced by as much as 40 percent compared to a 2010 ISX15 engine. And the fuel economy numbers are particularly striking. Compared to corresponding 2016 models, the X15 Efficiency Series has seen a 2 to 3 percent gain in fuel economy for the 400 to 450 horsepower (hp) range and up to a 12 percent increase for 485 to 500 hp ratings. Measured against comparable 2012 engines, it gets as much as a 20 percent bump in fuel economy. That saves operators money and also translates into greenhouse gas (GHG) savings at a time many heavy duty fleets are trying to do their part to achieve climate-related goals. The X15 Efficiency Series reduces GHGs beyond the U.S. environmental standards established in 2017. NEW DEVELOPMENTS In just the past few months the engine has seen several new developments: • In May, Cummins and Navistar announced the X15 was being paired with the Endurant transmission in Navistar’s International LoneStar and LT Series trucks. The first product of the new Eaton Cummins joint venture, Endurant weighs up to 105 pounds less than comparable automated manual transmissions, enabling smoother shifting and improved fuel economy. • In June, Cummins announced a version of the X15 that uses the engine platform proven in heavy duty truck markets for marine segments. Designed to withstand long, continuous duty operation, the marine version meets Environmental Protection Agency Tier 3 and International Maritime Organization Tier II emissions standards. It utilizes the latest Cummins fuel system product to achieve an efficient fuel burn for clean emissions and optimized fuel economy. A FAMILIAR TUNE It looks like Cummins will stay atop the heavy duty market for a while. When the X15 was first introduced in July of 2016, it was unveiled along with the company’s new X12™ engine, the lightest heavy-duty engine in North America going into full production this year for vocational and coach duty. The X12 was named to Heavy-Duty Trucking magazine’s 2018 Top 20 Products list for its innovation. That’s the same honor the X15 won in 2017.

Evan Lockridge, Heavy Duty Trucking (HDT) / July 24, 2018 The parent company of truck makers Peterbilt, Kenworth, and DAF reported on July 24 a 50% rise in profit and forecast the strong truck sales market will continue into 2019. Paccar Inc. earned net income of $559.6 million, or $1.59 per share, 50% higher than the $373 million, or $1.06 per share, earned in the same period last year. Second quarter net sales and financial services revenues were a record $5.81 billion, 23% higher than the $4.70 billion achieved in the second quarter of 2017. “Paccar’s financial results reflect strong global truck demand, increasing Paccar truck production and market share, and robust global aftermarket parts sales,” said Ron Armstrong, CEO. “The positive economic and freight growth in North America and Europe are good indicators that 2019 will be another strong truck market.” According to Paccar, Class 8 truck industry retail sales for the U.S. and Canada have increased by 32% year-to-date and are expected to be in a range of 265,000 to 285,000 vehicles in 2018. “U.S. and Canada Class 8 truck industry orders surged by 111% in the first six months of 2018 compared to the same period last year,” said Gary Moore, Paccar executive vice president. “The growing economy and record levels of freight tonnage have resulted in excellent demand for Kenworth and Peterbilt vehicles.” DAF, based in The Netherlands, achieved a record 16.5% market share in the European above-16-tonne segment in the first half of 2018. European truck industry registrations in the above-16-tonne market are estimated to be in a range of 300,000 to 320,000 vehicles in 2018, which would be the third highest in history, according to the company. Kenworth, Peterbilt, and DAF delivered a record 46,400 trucks in the second quarter of 2018, 18% higher than in the same period last year. “Truck deliveries increased in North America, Europe, Australia, and Brazil in the second quarter, reflecting strong customer demand for the industry-leading Kenworth, Peterbilt and DAF trucks,” said Darrin Siver, Paccar senior vice president.

Navistar adding Dana's drive axles to medium-duty trucks Trailer-Body Builders / July 24, 2018 Dana Incorporated’s Spicer single drive axles will be standard equipment on International MV Series medium-duty trucks and IC Bus CE Series and RE Series models, the company said. The standard-product position is effective immediately and includes Dana Spicer S110, S130, S140, S170 and S190 models, as well as the 060 Series. “Our medium-duty trucks and buses are known for their workhorse qualities, delivering consistent performance and maximum productivity,” said David McKean, chief procurement officer for Navistar, whose subsidiaries and brands produce International commercial trucks. “Spicer axles were chosen to support these applications due to their steadfast reliability and Dana’s dedication to deliver technologies that drive greater overall efficiency.” Spicer single drive axles offer advanced design features that reduce installation and lifecycle costs, including lighter weight over competitive models; high-capacity gearing and bearing system for durability and reliability with higher horsepower/torque engines; GenTech extra-quiet gearing for diminished noise, vibration, and harshness (NVH); and a wide ratio range to cover a variety of straight truck applications. “We continue to collaborate with Navistar to provide innovative solutions to meet rigorous efficiency benchmarks and improve total cost of ownership,” said Mark Wallace, executive vice president of Dana and president of Dana Commercial Vehicle Driveline Technologies. “Our Spicer single axles are designed to optimize performance and increase profitability. “We are confident they will deliver for our joint end-user customers and are honored that Navistar has chosen Dana axles for this exclusive position.”