To stay square with the EPA, makers of big diesel engines have found new ways to curb the clouds of noxious diesel exhaust. But the low-emissions engines carry a high price.
It may be small comfort as you sit stalled behind an 18-wheeler in traffic, sucking soot down into your lungs from the clouds of diesel exhaust. But our air's actually getting cleaner all the time. Makers of big diesel engines have tinkered furiously with their products in the past few years to bring them into compliance with the first phase of the EPA's tough anti-pollution rules. And they've made real strides in getting the lead—or more precisely, the nitrogen oxide and particulates—out; nitrogen oxide alone is expected to be down a third from 1998 levels by the end of this year. Now they're gearing up to meet the next phase of the agency's aggressive timetable. With luck, Americans everywhere will be inhaling far fewer particulates and a lot less nitrogen oxide (NOx) by 2010.
But there's a price to pay for cleaning up this act. The new low-emissions engines introduced in October 2002 cost more than their predecessors—anywhere from $2,500 to $4,000 more per unit, according to Fleet Owner magazine. They also burn fuel more freely. And those are just the quantifiable concerns. What's really giving fleet operators the chills are the unknowns: Will the new engines need more frequent maintenance? Will they stand up to the day-in/day-out demands of real-world hauling conditions? Will they last as long as the older, non-compliant models?
The engine manufacturers themselves are unhappy about the uncertainties, but they point out that they've had to meet what they consider a tough set of standards in a very short time. The first phase of the EPA's rules, which called for lowering both NOx and particulates (soot), were originally set to take effect in 2004. But as part of a $1 billion 1998 settlement arising from an EPA "enforcement action" against engine makers for alleged testing irregularities, "several engine manufacturers had to sign a consent decree with the EPA to move the standards ahead to 2002," explains Bill Gouse, vice president of engineering at the American Trucking Associations (ATA), based in Alexandria, Va.
Moving up the deadline meant scaling down the testing. And that's what worries truckers."While we supported the 2004 standard," says Gouse,"we weren't able to test the product as we would have liked in time for the 2002 pull ahead, so there were a lot of concerns about the new engines." Adds Tom Freiwald, senior vice president of marketing for Detroit Diesel, "We worked closely with the EPA and we wanted the new engine introduction process to go as smoothly as possible. But the truck manufacturers and their customers would have preferred to test the technology before it was int roduced. They usually get two years to do this, and that didn't happen this time."
Not ready for prime time?
Given the time constraints for compliance, most manufacturers opted to outfit their engines with cooled exhaust gas recirculation (EGR) hardware to cut NOx emissions. Under this system, much of the exhaust stream is recirculated, cooled and then reintroduced into the combustion chamber, where it's burned off.
The fix was quick, as fixes go, but it's also somewhat experimental. Because this technology's largely unproven, many fleet owners fear that the engines' longevity may be compromised. "We'd like to stay on the same [engine] life cycle of about 800,000 miles," says Steve Duley, vice president of purchasing for Schneider National of Green Bay, Wis."Logic would tell you that with the new technology, the new engines won't last as long, but right now it's too early to tell."
Another concern has been the amount of maintenance the low-emissions engines will require,though the manufacturers downplay this one."The standard used to be oil changes at 15,000 to 25,000 miles, although changes with our engines were typically at 35,000 miles," says Tom Kieffer, executive director of marketing at Cummins, based in Columbus, Ind. "With the new engines, we recommend changing at 25,000 miles, which is still above standard."
But Gouse says that this one's too early to call."In some of the new engines,exhaust is cycled back into the oil,so the oil must do more work," he reports. "So we really don't know yet how this will play out."
Perhaps the truckers' biggest concern has been fuel economy. The EGR technology is said to cut fuel efficiency anywhere from 3 percent all the way to 15 percent, depending on who you talk to."This is the first time we've had a reduction in fuel economy from new engines," Gouse notes.
Freiwald of Detroit Diesel counters that the engine manufacturers are continually working to improve fuel economy, and the industry can expect improvements in this area in the future. "We have to be sensitive," he says. "The fuel economy issue hasn't been as bad as people had predicted, but it is a loss." In fact, Freiwald believes that as a whole,the en gines have perform ed mu ch bet ter than pred icted . "People who tried to get the standard delayed based their arguments on the worst-case scenario," he says. "The issues were unknown then," he says, "but most of them haven't come to fruition."
Rush delivery
Those assurances apparently weren't enough for fleet operators, however. Many hastily revised their spending plans last year and pre-bought trucks equipped with engines made prior to the October 2002 deadline. Ann Arbor, Mich. -based Con-Way Transportation Services, for instance, pre-bought all of its truck needs for 2003. Con- Way,which operates three regional less-than-truckload carriers that provide service across the United States, bought 400 new trucks before the October 2002 deadline kicked in, forestalling the need to purchase any trucks in 2003. "And we're not planning on buying any in 2004 either," says Doug Stotlar, COO and executive vice president for the company. "Our concern was that when technology changes this quickly, it's not given an adequate test period."
Schneider National, based in Green Bay, Wis., also prebought tractors. "There weren't any engines available for testing to help us make a decision about the technology," says Duley. "We did our best to help delay the standard, but that didn't work."
Schneider bought about a third more trucks than it normally would have for 2003 in advance of the new standard. Since that time, the company has also purchased 50 trucks with the new engines to begin testing their performance and will start adding some of the trucks to its fleet in the coming months.
This spike in demand disrupted operations not only for the engine manufacturers, but for the truck manufacturers as well. Many had to go from one or two shifts to three on short notice in order to meet the sudden demand for vehicles equipped with the pre-standard engines.
Yet most of the engine manufacturers insist they were able to weather the pre-buy storm as well as the ensuing sales drought. "There was about a two- to three-month drop-off," admits Kieffer of Cummins, "but it wasn't as significant as had been predicted. We're at or exceeding our plan for market size at this point in the year."
Too much, too soon?
Fleets won't be able to put off equipment purchases indefinitely, however; at some point, they'll have to make the switch. And when they do, they'll have to choose between two competing technologies. Two of the Big Three engine manufacturers—Cummins and Detroit Diesel—met the 2002 EPA standard by adding EGR technology to their new engines; the third, Caterpillar, took a different route, developing advanced combustion emission reduction technology (ACERT) . But because it has only recently been able to put its ACERT technology to work in its engines, Caterpillar has had to pay fines for its out-of-compliance engines in the interim.
Yet Caterpillar dismisses the fines, which averaged $3,000 per engine, as a small price to pay for the added development time."We knew we couldn't have the ACERT technology available in time for the 2002 deadline," says spokesman Carl Volz. "But the ACERT technology is revolutionary and will certify our engines in time for the next deadline."
That will come in 2007, when the final stages of the EPA's anti-pollution mandate start to kick in. The 2007 standards, which focus on further reducing NOx and particulates, have the fleet owners seriously worried. According to Stotlar, none of the engine manufacturers has yet been able to demonstrate a clearly delineated strategy for meeting the stand a rds even though they must be ready for testing the new technology by 2004.
At this point, the industry's best hope for meeting the NOx limits appears to be installing an aftertreatment device known as an adsorber. But that won't be cheap. Stotlar of Con-Way estimates the cost of installing NOx adsorbers on engines at anywhere from $4,000 to $15,000 apiece, and he predicts another large equipment pre-buy prior to 2007. "Those buying and using the engines will have to pass that cost along to the consumer," he says."We support clean air," adds Duley of Schneider."But these standards are too much to absorb, too quickly."
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.