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Tata Trucks Press Release / May 17, 2016 .

Australian teams impress at Volvo VISTA world final Prime Mover Magazine / June 2, 2016 Bringing a half-year long global competition to a close, Finland’s ‘Harju’ team has won the final round of the Volvo International Service Training Award (VISTA) in Sweden this week. Challenging technicians and service personnel to demonstrate teamwork and problem-solving ability in a real life workshop environment, VISTA is considered one of the world’s most demanding and sophisticated competitions for heavy vehicle workshop personnel. It is the biggest competition of its kind in the world and has brought together more than 18,000 participants from 96 countries as part of the 2016 installment. “This is unbelievable – I’m extremely proud and happy for my team,” said Immo Harju, Team Leader of Team Harju, after a tense showdown held on the outskirts of Volvo’s hometown of Gothenburg. “VISTA is always a very hard competition. If you want to be successful, you must keep learning everyday. Even during the world final, we have been learning new things – so to win it again is amazing.” The final round also saw two Australian teams compete in Sweden’s west: ‘Team Barras’ from Townsville and the ‘Chullora Blues’ from Sydney had come out on top of a demanding qualifying contest that was held across the entire Australia Pacific region, starting last spring. The qualifying rounds saw them answer a suit of theory questions over three rounds held in September, November and February. After that, they went on to the regional semi-finals in April, where they qualified for the final round in Sweden, where the best 32 teams competed for the crown. According to Volvo, having two Australian teams advance to the final was especially rewarding to see, pointing out that the Award’s focus is not so much on competing, but on skill development and continuous improvement for the company’s global workforce. While neither Team Barras – comprising of Linda Casey, Mark Borm, Michael Stock and Sunil Pinto – or the Chullora Blues with Harikrishna Sayana, Pravin Bhogade, Pednekar Subhash and Aravind Dondapati made the top three, the skills developed during the contest far outweighed the final ranking, said Sayana. “We’re here to learn and prove that Australia can keep up with the best,” he told CRTNews. “Being under the top 32 out of almost 5,000 teams means we’ve already won.” Sayana also pointed out that the "Hollywood-like" welcome the local Volvo team gave the participants already made everyone feel like a winner, with both Australian teams "excited" to be able to travel to Sweden and experience first hand "what Volvo is all about" – a privilege often reserved for management and sales personnel. Agreed Claes Nilsson, President of Volvo Trucks: “VISTA is a competition that has only winners. The most important result is the competence development that the competition promotes,” he said. “The primary goal of VISTA is to develop and improve the participants’ knowhow, skills and ability to cooperate. This in turn leads to improved quality in the work carried out at workshops around the world. Ultimately this means that VISTA contributes to improved customer service and increased customer satisfaction.” Nilsson also said VISTA was a “way of showing how much we value the hard work carried out in our workshops the world over. It’s also a way for us to invest in the feature that our customers value the most – world-class service.”

RIA Novosti / June 1, 2016 May truck sales at Russian truckmaker Kamaz reached almost 2,600 units. The truckmaker’s solid May results are a continuation of its success this year. KamAZ saw its sales rise 30 percent in the January thru April period over the same 4-month period last year, with total sales of 6,470 trucks. KamAZ’s Russian domestic truck sales reached nearly 2,000 units in May, a 17.65 percent increase over the same month last year. Export sales for May totaled 600 trucks. The truckmaker is forecasting 2016 year global sales of 32,000 trucks, 25,000 units in Russia and 7,000 overseas. KamAZ ranks 11th among the world's heavy truck manufacturers, and is the eighth largest producer of diesel engines. .

Enterprise Flex-E-Rent - https://www.enterprise.co.uk/en/flex-e-rent.html .

Transport Engineer / June 3, 2016 Temperature controlled transport firm Dale Brothers UK has added 10 new DAF tractor units to its 65-strong fleet, again using Enterprise Flex-E-Rent to assist with the acquisition. The Shropshire-based operator says the flexibility associated with varying its fleet size according to demand is one of the reasons it continues to work with Enterprise Flex-E-Rent. Currently, more than 40 of Dale Brothers’ all-refrigerated fleet have been supplied by Enterprise Flex-E-Rent. Five of the new tractor units are standard DAF XF105 Space Cab variants predominantly for use on existing UK distribution contracts. However, for the first time, Dale Brothers has added a further five larger DAF XF106 Super Space Cab tractor units for new contracts running into Europe. “We upgraded the tractor unit specification for our drivers with the increase in our European work, as the journeys require them to be away from home for much longer periods,” comments Neyland Dale, director at Dale Brothers UK. “As we have come to expect from Enterprise Flex-E-Rent, sourcing tractors for this new 10 vehicle deal was straightforward,” he continues. “Not only was it very competitive, but also the deal gives us a fixed cost basis for running our fleet, with the option to off-hire and re-hire, if necessary.” Dale expects the new tractor units to cover in excess of 150,000km each per annum over an anticipated working life of three years. They will be pulling 13.6 metre single- and multi-temperature refrigerated trailers carrying salads, fruits, meats and frozen food from manufacturers to distributors across the UK and Europe. .

Given that Volvo Group is one big family, I was surprised to see the truckmaker isn't giving first offer to laid off U.S. Macungie plant employees willing to relocate to Tuve.

Goteborgs-Posten / June 2, 2016 Volvo Trucks will introduce a new night shift at its Tuve heavy truck assembly plant in Gothenberg where the truckmaker is headquartered. Production will increase by almost 50 percent, according to financial journal Dagens Industri. Swedish trade union IF Metall says Volvo Trucks will need to add 300 to 500 additional people to the plant’s roster. Today, 800 to 900 people are employed at Volvo’s Tuve truck plant. “We will begin negotiating with Volvo next week”, says Ove Holmström, IF Metall branch board member at Volvo in Gothenburg. Volvo has confirmed that that the production rate at Tuve will increase, but refuses to state how many new workers will be recruited.

Dagens Industri / June 2, 2016 Scania expects that the strong market in Europe will continue. CEO Henrik Henriksson estimates that the total market this year could be higher than rival Volvo's forecast of 290,000 heavy trucks. "We see no slowdown in customer coating. It gives us confidence, "he says.

International Trucks Press Release / June 2, 2016 .

Great video by an American truckmaker.

International Trucks Press Release / June 2, 2016 .

Commercial Carrier Journal (CCJ) / June 2, 2016 Prime Inc., the 16th largest carrier in the U.S., has agreed to pay more than $3 million to settle a discrimination-based lawsuit brought by the Equal Employment Opportunity Commission on behalf of more than 60 female truck drivers who claimed they were denied jobs at the company. Multiple requests made by CCJ to Prime asking for comment regarding the lawsuit went unreturned. The EEOC charges that a Prime policy stating that female drivers only be trained by female trainers effectively denied women driving jobs at the company based on their gender. The EEOC said this week Prime has agreed to pay $250,000 to resolve a discrimination claim brought by one of the female truckers. The carrier agreed last month, says the EEOC, to pay $2.8 million in lost wages and damages for 63 other women who said they were denied jobs. Prime’s adoption of the policy was seemingly well-intended — to prevent male trainers from sexually harassing female truck operators. Prime instituted the same-sex trainer policy in 2004 following a separate EEOC-brought lawsuit claiming the carrier had violated Title VII provisions. Prime’s not the only major U.S. carrier to run into sexual harassment issues regarding male trainers and female drivers. CRST International, though eventually absolved of liability, spent years tangled in an EEOC lawsuit surrounding sexual harassment claims. The Supreme Court just last month issued a decision on behalf of CRST, saying it was owed the millions of dollars in legal fees it spent defending itself against the EEOC suit. The court overseeing Prime’s suit, however, determined Prime’s same-sex trainer policy “forced female trainees to wait extended periods of time [to be trained….which resulted in most female trainers being denied employment,” according to an EEOC press release. The court permanently barred Prime from continuing with the policy in a May 27-issued order.

Sean Kilcarr / Fleet Owner / June 2, 2016 I know, I know; I’ve been walking the information technology (IT) beat for a while now (go here, here, and here to see what I mean) but as trucking continues to become a more data-driven and “digitized” enterprise, the issue of “cyber defense” is only going to become more critical. [You only need read this story to understand just the kinds of damage hacking can create for a motor carrier.] And by the look of things, the business world as a whole – trucking included – needs to beef up its cyber defenses to a far greater degree. According to a recent survey of 200 IT professionals conducted by research firm IDG Connect on behalf of security software firm PC Pitstop, some 46% said their organizations experienced malware attacks that severely affected their operations – despite 88% them spending over $100,000 a year on data security, with 39% spending over $500,000 annually. That suggests that the security hardware and software defenses businesses are investing in often fail to prevent malicious software viruses or “malware” from executing on their systems, noted Bob Johnson, IDG’s principal analyst, in a statement. “Ransomware, distributed denial of service (DDoS) attacks and advanced persistent threats (APTs) like phishing and ‘zero-day’ attacks are all increasing in volume and intensity,” he explained. “U.S. companies need to evaluate their current data security infrastructure to determine how and where the risk of their business being disrupted by these attacks can best be minimized.” "The security problem is getting consistently worse, the consequences are getting consistently larger, and the frequency is growing,” added Rob Cheng, CEO at PC Pitstop. “It’s time to consider a new architecture—the existing model isn’t working.” IDG’s poll also found that few of the organizations participating in the survey rely on a single data security product as a foundation for their cyber defenses. Most supplement endpoint security solutions – typically those from Microsoft (57%), McAfee (51%) and Symantec (46%) – with additional network appliances (82%), email appliances (56%) and DDoS protection solutions (55%). Data security incidents inevitably prompt IT decision makers to re-evaluate their existing defenses, IDG’s Johnson noted. Indeed, IDG found that 91% of U.S. organizations would consider implementing a “white list” security solution, even one that blocks the occasional good file or results in a false positive, as long as that solution could be proved to deliver superior protection against rogue files containing malware. Something to think about as trucking – as well as the rest of the business world – is poised to become only more and more digitized down the road.

Heavy Duty Trucking / June 1, 2016 Sen. Cory Gardner (R-Colo.) introduced Senate Concurrent Resolution 40 (S.Con.Res.40), expressing opposition toward increasing the 12% Federal Excise Tax (FET) on heavy trucks and truck bodies, according to the NTEA. In 2015, House Representatives Reid Ribble (R-Wis.) and Tim Walz (D-Minn.) introduced companion legislation, H.Con.Res.33. Although concurrent resolutions do not have the force of law, they can make a strong statement. “NTEA commends the Senate on the introduction of this legislation,” said Steve Carey, NTEA executive director. “FET is a complicated tax which deters the purchase of the cleanest, safest, and most fuel-efficient trucks. It is a volatile, undependable funding mechanism for the U.S. highway system, and preventing further increases to this tax is critical.” FET is imposed on the first retail sale of heavy-duty trucks, trailers, semitrailer chassis and bodies, and tractors — trucks with a gross vehicle weight rating (GVWR) of more than 33,000 pounds; tractors with a GVWR of more than 19,500 pounds and gross combined weight of 33,000 pounds or less when paired with a trailer or semitrailer; and trailers with a GVWR of more than 26,000 pounds. The funds derived from it are deposited in the Highway Trust Fund. The 12% FET, the highest federal ad valorem excise tax (based on the value of real estate or personal property), was first levied to help finance World War I. S.Con.Res.40 and H.Con.Res.33 help to educate members of Congress about FET-related problems and explain why it should not be increased.

Absolutely great people at Estes Express Lines. Old school boys and tactics are hard to find nowadays.

Fleet Owner / June 2, 2016 Cannibalizing old equipment, focusing on fuel economy, crafting customized equipment specs and even buying breakfast for drivers helps keep this $2 billion-plus LTL carrier in the black. William “Billy” Hupp will tell you that despite all the latest and greatest technologies now being deployed in the trucking business – everything from telematics to load dimensioning systems – many “old-school” business tactics continue to help motor carriers succeed in the ever-more challenging business of hauling freight. “A lot of things are out of our control in this business; the only good thing is that our competition has the same challenges we do,” Hupp, COO and executive VP of LTL carrier Estes Express Lines, explained during a speech at the ALK Technology Summit in Philadelphia last week. For example, he said the freight “costing process” in the LTL industry is increasingly becoming a “zero-sum game” where accuracy regarding the proffered price of a shipment “is critical” to helping motor carriers remain profitable. “We use systems that calculate 72 different freight dimensions; in seven seconds or less we can calculate the cube and weight of a shipment with this technology,” he said. “That encourages us to get the ‘wrong’ shipments off our trucks.” Yet Hupp was quick to note that despite the capabilities offered by such technologies, good solid “old school” principles are still needed to make them work effectively. For example, Hupp told Fleet Owner that he got his start at Estes – a company founded by his grandfather, W.W. Estes, in 1931 – working in a maintenance shop with Robey “Rob” W. Estes Jr. who became the carrier’s president in 1987 and who remains in that position today. “I’ve had one boss my entire life since we started working together in the shop as kids,” Hupp (at right) explained. He credits that “start at the bottom” work experience at Estes for keeping him grounded and willing to listen to ideas aimed at saving money or making money – or both – for the fleet. For instance, a few years back, one of Estes’ older tractors – the fleet currently operates 6,819 power units and some 25,707 trailers – got damaged in a minor fender bender and needed a new hood. One of Estes’ technicians went online and found a perfect replacement for $1,500 – a replacement that turned out to be a hood from an Estes tractor the company has sold off. As a result of that experience, Estes now operates two informal “chop shops” that convert older tractors destined to be cycled out of the fleet into either a ready supply replacement parts or ones that can be sold for good money. “Engine blocks are particularly valuable,” Hupp said. Finding positive ways to boost performance is another tactic Estes uses, sometimes with unexpected results, as Hupp’s son – a now working as a manager for Estes’ Norfolk, VA, terminal – found out. In this case, he said the company wanted managers to reduce the number of “bring backs,” when freight must be returned to a terminal due to a missed delivery window or other reasons. Hupp noted his son decided to offer all the drivers at the Norfolk terminal free breakfast if they could reduce “bring backs.” They did one better: they completely eliminated them. “They helped each other out, working as a team to make sure everyone’s freight got delivered for the day,” Hupp said. “My son said, ‘Wow this could get expensive for me,’ so we worked it over to a free breakfast once a week.” Fuel economy is another big focus at Estes and for good reason: its fleet burns an average of 82 million gallons of diesel per year. “At $2.50 a gallon, that’s a $250 million a year expense; but at $4 a gallon, it becomes a $328 million annual expense,” he pointed out. Thus everything from the latest in aerodynamics – such as the use of trailer skirts – to the scoring of driver fuel performance metrics via telematics is deployed to reduce fuel consumption as much as possible. And it’s working. Four years ago, Estes’ fleet averaged 6 mpg; today, that average is 7.1 mpg. “That 15% fuel economy improvement allows us to be more competitive,” Hupp explained. Home-grown equipment specifications help, too, Hupp added, in order to boost the freight hauling efficiency of Estes’ trailers as high as possible. “We’ve put a lot of time and effort into customizing our equipment, creating captive beam trailers built with ‘Webb walls’ to replace steel walls,” he said, “That allows us to create a second deck in the trailer, reduce trailer weight, and make it easier for forklifts to load and unload our trailers.” That “home grown” mentality also applies to technology, as Hupp said that there are “few ‘off-the-shelf’ products” to support LTL operations. “Technology is an arduous challenge; there’s a never ending need for it,” he explained. “We make large investments in IT [information technology] and we have to do it. And it’s made all the more challenging because of our inability to stop, rebuild a system, and start again.” Yet marrying old-school business principles to the technology-heavy needs of freight seems to be paying off for Estes as it has gone from $100 million in revenue back in 1991 to topping $1 billion in 2004 to $2.28 billion last year. “We remain family-owned and we plow a lot of that money back into the company,” Hupp stressed. “And LTL service is still our bread and butter, our ‘mother ship.’ It still pays the bills.” .

Mack Partners with JWF Industries on Lakota 6x6 Vehicle System Trailer/Body Builders / June 2, 2016 Mack Defense has formed a partnership with JWF Defense Systems, LLC, a wholly owned division of JWF Industries, Inc. of Johnstown, Pennsylvania, for the assembly of the Mack Defense Lakota 6x6 vehicle system. In addition to assembly, the partnership includes the manufacture of the vehicle’s armored hull. The versatile Lakota 6x6 combines exceptional capabilities with numerous configurations, offering end users a highly adaptable vehicle designed to meet the needs of a variety of missions. “We look forward to working with JWF Defense Systems on the assembly of these vehicle solutions along with production of their armored hulls,” said Ryan Werling, president of Mack Defense. “JWF Defense has a long tradition of supporting the U.S. Department of Defense, and we are excited to have them as part of our team. In addition to the partnership for the Lakota, we also believe there is an opportunity for JWF to participate in the assembly of other armored vehicle programs that we are pursuing around the globe.” The Mack Defense Lakota 6x6 vehicle system, which features a U.S.-built [Volvo] engine and transmission, is capable of a maximum on-road speed of 62 mph with a range of up to 1,400 miles. Available in five configurations, the Lakota 6x6 can transport up to 12 personnel. The vehicle is serviceable across the Volvo Group support network, which features locations around the world. The Lakota 6x6 offers a unique design and fully armored hull, and given its lighter weight allows for better maneuverability while demonstrating superior off-road mobility and multi-mission capabilities. “The Lakota 6x6 delivers the capabilities of an 8x8, but at a fraction of the cost,” Werling said. “The Lakota 6x6 is a compelling offer for any customer. The Lakota’s capabilities were tested and showcased in multiple locations throughout the U.S., including California, North Carolina, Pennsylvania and Michigan. Not only did the Lakota meet our performance expectations, but it exceeded them in many areas.”

Heavy Duty Trucking / June 2, 2016 [Volvo Group US market shell company] Mack Defense has announced a partnership with JWF Defense Systems for the assembly of the Renault Trucks Defense VAB MK 3, remarketed as the Mack Defense Lakota 6x6 vehicle system. In addition to assembly, the partnership includes manufacturing the vehicle’s armored hull. The Lakota is designed to meet the specifications a variety of configurations and offers the military a highly adaptable vehicle to meet the needs of a mission. “JWF Defense has a long tradition* of supporting the U.S. Department of Defense, and we are excited to have them as part of our team,” said Ryan Werling, president of Mack Defense. “In addition to the partnership for the Lakota, we also believe there is an opportunity for JWF to participate in the assembly of other armored vehicle programs that we are pursuing around the globe.” The Lakota 6x6 system is capable of a maximum on-road speed of 62 miles per hour with a range of up to 1,400 miles. It is available in five configurations and can transport up to 12 personnel. The vehicle is designed to be fully armored and lighter weight for better maneuverability, off-road mobility and multi-mission capabilities. “The Lakota’s capabilities were tested and showcased in multiple locations throughout the U.S., including California, North Carolina, Pennsylvania and Michigan,” said Werling. “Not only did the Lakota meet our performance expectations, but it exceeded them in many areas.” * “JWF Defense does NOT have a long tradition of supporting our Department of Defense. It was only established in 2007. It’s a small player in the US defense industry. Renault Trucks Defense VAB MK 3 website - http://www.renault-trucks-defense.eu/Defense/VAB/VAB-Mk-3 Renault Trucks Defense VAB MK 3 Brochure - http://www.renault-trucks-defense.eu/content/download/2574/13497/version/1/file/Fiche-VAB-MK3-ENG-LD.pdf. .

Schneider Acquires Watkins & Shepard and Lodeso to Expand Services Transport Topics / June 2, 2016 Truckload carrier Schneider announced the acquisition of less-than-truckload specialist Watkins & Shepard Trucking and final-mile delivery carrier Lodeso Inc. on June 2 to capitalize on trucking opportunities related to fast-growing e-commerce. Schneider, which didn’t disclose terms of the deals, had not made an acquisition since 2005, although the Green Bay, Wisconsin-based carrier has built out its intermodal and bulk networks to complement truckload and related logistics services. Watkins & Shepard, based in Helena, Montana, is headed by former American Trucking Associations Chairman Ray Kuntz. The company, founded in 1974, has 20 terminals and 1,300 drivers. Michigan-based Lodeso operates with nearly 600 agents. The moves by the company that ranks No. 7 on the Transport Topics Top 100 list of the largest U.S. and Canadian for-hire carriers, along with the Big G Express June 1 purchase of Ike Transportation, injected new activity into the industry’s merger and acquisition market. Schneider’s action also could be a sign of much stronger future carrier interest in the final-mile delivery of large products such as appliances and furniture, an analyst said. Chief Operating Officer Mark Rourke told TT that Schneider’s moves represent an opportunity to capitalize on the rapid acceleration of e-commerce and omnichannel retailing by moving overdimensional high-value freight right to consumers. “There is an unmet need for delivery of items like furniture, exercise equipment or gun cases that do not go well into the parcel guys’ networks,” Rourke said. Both UPS Inc. and FedEx Corp. in recent months have announced their intention to surcharge or restrict those overdimensional shipments. Watkins & Shepard is “the gold standard in the carpet and furniture segments,” Rourke said. The Helena-based carrier was listed at No. 27 among LTL carriers in the for-hire TT100, with revenue from that business of $162.1 million. The Montana carrier also offers truckload and logistics services. That LTL revenue would add about 4% to Schneider’s $3.9 billion total. Rourke said the moves also offered the advantages of technology that is already in place, to link Watkins & Shepard and Lodeso. In addition, he said the acquisitions enabled Schneider to acquire a network that already has been built out, including facilities at major import centers and regional manufacturers to support e-commerce in the furniture sector. “It makes a lot of sense that Schneider wants to be in that market. Final-mile is the part of the trucking landscape that almost no one of scale does,” said Jason Seidl, a Cowen & Co. analyst, saying that only No. 14 XPO Logistics and No. 3 J.B. Hunt Transport Services Inc. are in that market now. “You are seeing a much more focused and professional approach to heavyweight home delivery now. Think about it: When a consumer goes to order a refrigerator, who usually shows up? It’s two guys in an unmarked truck with dirty T-shirts.” Seidl told TT that, given the fast growth of e-commerce, he expects there will be several more acquisitions of final-mile carriers over the next year to 18 months. Kuntz, the Watkins & Shepard CEO, said his company has been working with Lodeso for about 10 years, and over the past 18 months, they have been offering customers a combined one-bill rate for shipping. He said the arrangement allows for delivery of rugs, furniture and other large goods to any home in America. “We’re the first mile, and they’re the final mile,” said Kuntz, adding that 70% of his company’s revenue comes from LTL work and the 30% in truckload is usually for backhauls. Kuntz said e-commerce has been one of his main efforts for the past three or four years. Kuntz, who turns 60 this year, also said he has committed to remain with the company for at least three years. “Schneider is very excited about the creation of a world-class e-commerce provider. We open up the whole world of e-commerce logistics — or at least all of the lower 48 states,” Kuntz said. “The ability to provide differentiated experiences for retailers, manufacturers and consumers is a primary area of strategic growth for Schneider,” said CEO Chris Lofgren. “We will continue to make significant investments to capture the full potential the combined companies now have to connect the first mile to the final mile.”

The Wall Street Journal / June 2, 2016 Acquisitions will push business-to-business trucking company into home-delivery market amid growth in online retail sales Schneider National Inc., one of the largest business-to-business trucking companies in the U.S., said Thursday it has acquired two operators that will push the company into the growing field of delivering furniture and oversize goods to homes. Schneider said the acquisitions were driven by the growing willingness of consumers to buy big-ticket items online, a trend that is pressuring traditional retailers that operate brick-and-mortar stores and reshaping distribution patterns and putting a bigger premium on home-delivery. The Green Bay, Wis.-based company said it had acquired Lodeso Inc. and Watkins & Shepard Trucking Inc. for undisclosed sums. Lodeso helps retailers arrange “white glove” service for difficult-to-delivery items that require extra care or installation, like refrigerators or sofas. Watkins & Shepard is a Montana-based operator of less-than-truckload, or LTL, service, in which orders from multiple customers are combined on each truck, and was one of Lodeso’s strategic partners. The acquisitions come as more logistics and freight companies are moving to serve the fast-growing market for online furniture sales. They bring Schneider into direct competition with XPO Logistics Inc., which has acquired both last-mile and LTL businesses in recent years, is the largest player in the arena with $693 million in revenue in 2015, according to Satish Jindel, president of SJ Consulting Group Inc. J.B. Hunt Transport Services Inc. is also one of the largest last-mile carrier for oversize goods, counting $200 million in revenue from that business last year, Mr. Jindel said. The market for such deliveries grew 8% last year to $6.8 billion, excluding private fleet deliveries, and is likely to accelerate with growth of 10% or more in 2016, he said. Mark Rourke, Schneider’s chief operating officer, said the transportation of furniture and oversize items is the fastest-growing segment with the greater opportunity in the e-commerce market, for Schneider. “As we talked to our customers and looked to where the market is growing, what we heard was there are pain points—product categories that don’t run through the parcel network for home delivery,” he said. “We felt that was an underserved need.” Experts say oversize items have become an attractive niche because it is a growing and profitable business where products can’t efficiently move through the home-delivery networks of well-established parcel carriers FedEx Corp. and United Parcel Service Inc. Both of those carriers recently raised their prices for handling bulky items. “FedEx and UPS are quick to tell you that they love the depth to which e-commerce is expanding—that more and more of the population buys more and more online. But they struggle with the breadth,” said Donald Broughton, an analyst at Avondale Partners LLC. “People order everything from refrigerators to microwave ovens to bicycles and trampolines to aboveground swimming pools and barbecue grills, and those packages don’t fit through their sortation systems.” Last-mile home delivery is a departure from Schneider’s core business as the second largest truckload carrier in the U.S., meaning each of its trucks haul freight for single customers, often on long distances to distribution centers. Privately-held Schneider, which closed the deal on Wednesday, will gain 800 drivers for a total of 1,300 employees, and new customers including online home goods retailer Wayfair Inc. and Home Depot Inc. Mr. Rourke said the company, which counted about $4 billion in overall annual revenue before the acquisitions, hopes to package its truckload services with the new last-mile operations together for retailers. Between the 20 distribution centers operated by Watkins & Shepard around the country and other carriers working on Lodeso’s delivery network, Schneider will be able to cover most ZIP Codes in the U.S. The executive added that the last mile business will be “one of our top two or three growth drivers” and that the company expects to expand the new operation in scale and geography.

I can imagine a North American market conventional using a variant of the current cab (revised interior, additional cab lengths), or the upcoming full-width cab. It's all a matter of design goals and aesthetics. ------------------------------------------------------------------------------------------ The original Freightliner Business Class conventional (1991-2001) utilized the Mercedes-Benz LN2 COE cab (redesignated LK in 1988). The stunning Freightliner Argosy II COE shares the same cab as the Century Class, Columbia and Coronado (the Argosy variant is 305mm wider). The Mack MS Mid-Liner COE shared the same cab used on the Mack CS Mid-Liner conventional, and Renault’s C, CBH, CLM, CLR and GBC series conventional cab models. The DAF XT conventional is based on the DAF XF105. Scania's T-Series utililzed the company's Bertone-designed 4-Series COE cab. The global market Volvo NH conventional was based on the FH/FM COE cab. The NH was full-width like the FH COE, while the North American market VN was a narrowed variant. And of course the impressive Iveco "Powerstar" conventional utilizes the Stralis COE cab.

Bill Ford has the boys in Stuttgart rather upset. It's rumored that Daimer Truck & Bus head Wolfgang Bernhard threw his gold pen across the room. This all because Orkun Group was, and I emphasize the word "was", a Mercedes-Benz fleet account. But now, Orkun is switching to Fords.

You can click on "Distributors And Dealers", and see if they have a service point near you to do your job. http://www.scaniausa.com/

At least 33 US cities used water testing 'cheats' over lead concerns The Guardian / June 2, 2016 At least 33 cities across 17 US states have used water testing “cheats” that potentially conceal dangerous levels of lead, a Guardian investigation launched in the wake of the toxic water crisis in Flint, Michigan, has found. Of these cities, 21 used the same water testing methods that prompted criminal charges against three government employees in Flint over their role in one of the worst public health disasters in US history. The crisis that gripped Flint is an extreme case where a cost-cutting decision to divert the city’s water supply to a polluted river was compounded by a poor testing regime and delays by environmental officials to respond to the health emergency. The Guardian’s investigation demonstrates that similar testing regimes were in place in cities including Chicago, Boston, Philadelphia, Detroit and Milwaukee. Thousands of documents detailing water testing practices over the past decade reveal: Despite warnings of regulators and experts, water departments in at least 33 cities used testing methods over the past decade that could underestimate lead found in drinking water. Officials in two major cities – Philadelphia and Chicago – asked employees to test water safety in their own homes. Two states – Michigan and New Hampshire – advised water departments to give themselves extra time to complete tests so that if lead contamination exceeded federal limits, officials could re-sample and remove results with high lead levels. Some cities denied knowledge of the locations of lead pipes, failed to sample the required number of homes with lead plumbing or refused to release lead pipe maps, claiming it was a security risk. The disaster in Flint, sparked when authorities failed to treat drinking water for lead, prompted criminal charges against three government employees: Mike Glasgow, Stephen Busch and Mike Prysby. Marc Edwards, the scientist who first uncovered the crisis in Flint, described water testing in some of America’s largest cities is an “outrage”. “They make lead in water low when collecting samples for EPA compliance, even as it poisons kids who drink the water,” Edwards, a Virginia Tech scientist, said. “Clearly, the cheating and lax enforcement are needlessly harming children all over the United States. “If they cannot be trusted to protect little kids from lead in drinking water, what on Earth can they be trusted with? Who amongst us is safe?” For 25 years, the Environmental Protection Agency has required water utilities to test a small pool of households for lead contamination at least every three years. Typically, city water departments ask residents to collect these water samples. But the way residents are instructed to sample their water, as well as which households are chosen for testing, can profoundly impact how much lead is detected. Testing methods that can avoid detecting lead include asking testers to run faucets before the test period, known as “pre-flushing”; to remove faucet filters called “aerators”; and to slowly fill sample bottles. The EPA reiterated in February that these lead-reducing methods go against its guidelines, and the Flint charges show they may now be criminal acts. The arrest warrant for Glasgow, Busch and Prysby states that the men “did properly manipulate the collection of water samples by directing residents to ‘pre-flush’ their taps by running the water for five minutes the night before drawing a water sample and/or did fail to collect required sampled included in the tier 1 category of service lines.” The tactic of pre-flushing, which helps clear lead from home plumbing prior to a test, is rampant across many large cities. In their most recent test cycles, Philadelphia; Milwaukee, Wisconsin; and Buffalo, New York, tested water for lead in this way. The EPA has warned since 2008 that pre-flushing is problematic and go against the “intent” of regulations designed to detect lead. Nevertheless, the federal agency failed to properly police state agencies who included the method in sample instructions for years, including at the Maine and Rhode Island departments of health. Further distortion is achieved through the removal of “aerators” – the small metal filters at the tip of faucets. These filters can collect lead particles and add to lead detected in tests. The EPA has warned against this practice since 2006, when it became clear that a lead poisoning case in Durham, North Carolina, was missed by the water department at least partly because it routinely removed the filters. Philadelphia, a city accused of having the worst water testing in the US, asks testers to pre-flush their pipes, remove aerators and slowly pour water into a sample bottle. The EPA has warned against all these testing methods, which could “mask the added contribution of lead at the tap”. Documents show some authorities have also removed high-risk homes from testing or sought to obscure their dangerous lead levels. In Michigan, a department of environmental quality (MDEQ) official told the director of a town water department in a Detroit suburb called Howell to “bump this one out”, referring to a sample with high lead levels, by taking additional samples. “I would suggest at least five more samples,” Adam Rosenthal, an official at the MDEQ drinking water office wrote in an email in 2008. New Hampshire offered similar advice to water system officials in that state, advising water departments to test early so any high results could be re-tested. “If your water system samples early in their compliance period, then time remains for you to collect a second set of samples,” reads advice from New Hampshire’s department of environmental services to local water systems. “This may result in a 90th percentile below action levels.” Thousands of Flint’s children are expected to suffer developmental problems as a result of the lead contamination. Hundreds of thousands of bottles of water have been distributed to the city by the national guard, deployed in January. Barack Obama called Flint’s lead contamination a “man-made disaster” and a symptom of urban neglect suffered by poor, largely black communities across the US. Since the crisis in Flint prompted a federal state of emergency, the city, state and its new water supplier, Detroit, phased out water testing distortions. But other cities have failed to do so – against the advice of EPA guidelines.. In the nine years since the EPA last updated lead regulations, a substantial body of peer-reviewed science has shown no level of lead is safe for humans. Tiny amounts are associated with impaired development and behavioral problems in children, and exposure is linked to a propensity to commit violent crimes. Also in that time, peer-reviewed studies by EPA scientists and academics showed how testing methods that flout guidelines miss lead contamination. Some of these studies even stemmed from previous lead contamination crises, such as in Washington DC in 2001. “What on earth can you do when the environmental policemen at EPA have condoned open cheating on the water lead rule for more than a decade now?” said Edwards, the author of several studies. In a statement, the EPA did not respond to the widespread testing distortions but said it is currently working on “long-term revisions” to its lead and copper rule, expected in 2017. “During our review, EPA has been evaluating critical issues related to increasing public health protections under the rule while maintaining an approach that can be feasibly implemented by the states and drinking water utilities,” the regulator said. “As we develop the proposed revisions to the rule, we are also focusing on enhanced oversight of the states, including implementation of the existing rule. In EPA’s recent letter to the states, we make clear that approaches are not to include aerator removal or allow pre-stagnation flushing prior to collection of samples by residents.” The crisis in water testing could be even more widespread than evidence unearthed by the Guardian shows. Several large cities sell water onto almost 400 adjacent cities and towns. Many of these locations also test their own water as part of EPA recommendations. As part of its investigation in the wake of the Flint disaster, the Guardian sought water testing documents from 81 of the largest cities in states east of the Mississippi River. Eastern states are considered to have a high risk of lead contamination due to their aging infrastructure. Forty-three cities provided information, and 33 of these used distortions in their water testing in the past decade. Several cities do correctly follow EPA guidelines on testing, according to documents provided to the Guardian, including: Cincinnati, Ohio; Jacksonville, Florida; Louisville, Kentucky; and Mobile, Alabama. Several said they intend to change protocols when they next test, including Mount Pleasant, South Carolina; Buffalo, New York; Worcester and Boston, Massachusetts; Lewiston, Maine; and the Rhode Island and Maine health departments. Chicago stopped aerator removal and pre-flushing by 2012. In response to the Guardian’s investigation, many water departments said the EPA had not issued clear guidance on the issue in the past. Some said they had never received a previous EPA memo regarding testing protocols, or that the practices are not illegal.