Stellar job by a Volvo Puller

A massive 74-wheel Volvo FM 460 6x4 puller took one year to reach Kerala from Maharashtra

Pullers make special machines as extreme heavy-duty trucks. Equipped with a highly powerful engine and a robust driveline they are quite different from the tractors found on a highway. Engineered to carry massive loads, called Over Dimensional Cargo (ODC) that weighs and measures far more than a conventional cargo would, pullers make awesome CVs. In India, pullers found are mostly of Volvo make. With a horsepower rating in excess of 400-500 hp, they are impressive to look at. A 6x4 Volvo FM puller belonging to Inland World Logistics recently ferried an ODC in the form of an aerospace horizontal autoclave from Nashik to the Vikram Sarabhai Space Centre (VSSC) in

Vattiyoorkavu, Kerala over a span of one year. Where a conventional truck would take no more than a week to travel the distance, which is about 1700 km, this machine, with 74 wheels and a massive 70-tonne cargo laden on it, took a good one year to complete the journey.

Reaching VSSC on July 20, 2020 after travelling approximately five-kilometers

a day, the Volvo FM 400 6x4 puller performed a stellar task, making a highlydependable machine for its fleet operator in the process. Said to be one of the 11 pullers that the company owns and operates, theVolvo FM 6x4 was chosen for the task because of its ability to ferry such an ODC reliably. Experiencing some downtime due to the Covid-19 situation, according to Shashi Sharma, General Manager, Inland World Logistics, the ODC convoy found its way to VSSC after much route planning and reconnaissance. This is typical of the movement of an ODC, informed Sharma. He explained further, “In this particular case, a survey was done before deciding to choose the road route over a sea route.” Handed the assignment to ferry an aerospace horizontal autoclave by a Ambarnath (Thane)-based firm, Dipesh Engineering Works, from its Nasik facility, which it had manufactured for VSSC, Inland World Logistics began its activity in June 2019. It informed Dipesh Engineering Works that the consignment ferried by ship would cost twice the amount that they would incur to transport it by road. “An agreement was reached to take the ODC by road thereafter,” said Sharma.

Once it was decided to transport the massive autoclave by road, Inland World Logistics carried out an in-depth route planning exercise. It took permission from the authorities of five states. A Volvo FM 400 6x4 puller was pressed into service. Its construction and maximum torque of 2000

Nm at 1400-1800 rpm (from a 12.8-litre six-cylinder in-line diesel engine) put it in good stead for the task. Revealed Sharma, “The terrain till the Tamil Nadu border was doable. It was the last 250 kilometres of the journey till Thiruvananthapuram that proved to be the toughest.” Glad that they completed the assignment in a year despite the Covid-19 situation, the logistics company put on the job its battery of people experienced to carry out such special assignments. A total of 32 staff members were put on the job, informed Sharma.

The 70-tonne ODC measuring 7.5 m in height and 6.65 m in width necessitated an amount of activity along the route like trimming the branches of trees alongside the road, finding an alternative to bridges if they could not take

the load, and to take the best and the most reliable route. As the puller convoy moved at a snail’s pace to cover fivekilometers per day, it blocked the entire road quite often. This was especially the case as it passed through cities, leaving no space for other vehicles to manoeuvre. With a staff of 32 people monitoring the movement of the vehicle and ODC, the convoy made a sight to behold. With traffic as well as other activities coming to a halt with the convoy in sight, the one year period for the team at Inland World logistics which executed the assignment was gruelling as well as exciting. Into the journey, and the logistics company replaced the original Volvo puller with an identical one. It was done so that the original puller could be sent for service.

Travelling across five states, the convoy was given police protection. The cops provided the convoy with a pilot car so that it would make a safe journey, devoid of any mishaps and without endangering the lives of other road users and pedestrians. Much time was spent in chopping tree branches and removing electricity lines. It was found that the overhead electricity lines would come in the way at many places. Before the convoy could move an inch, they had to be removed and refitted. Interestingly, the task of manoeuvring the behemoth was facilitated by the many axles that accounted for 32 wheels. Most of the wheels of the trailer could be steered in a certain direction and formation. Averred Sharma, “We used special ropes to carry the cargo safely. The puller did a stellar job of pulling the cargo over a diverse terrain.” He informed further that the drop deck (trailer) weighed 10-tonnes.

If the nature of the ODC (weighing precisely 78 tonnes) made it unviable or costly to be transported by a ship, on the road, it posed some unique challenges as well. One of it was to ensure that at no point the cargo’s weight shifted in a manner where it would become dangerous to carry it. If the special ropes helped, the logistics company had to indulge in much prior planning post the route survey. Suffering a downtime in Andhra Pradesh for a month due to the Covid-19 situation (the lockdown that was imposed), the convoy and the team manning it had to take the necessary health precautions. The downtime due to Covid-19 situation also altered the dynamics of the entire assignment and had a negative influence on the earning ability of the logistics company. Said Sharma,“This consignment has not turned out to be profitable for us as we had to take care of the crew and make arrangements of a warehouse to keep the autoclave and the vehicle until the permission to restart the journey was had.” “We had to ensure the safety of our staff as well as the material,” he added.

Making news as the convoy made its journey through the arduous terrain in Kerala, a sense of joy overtook the team as they rolled into the VSSC premises at Vattiyoorkavu, Thiruvananthpuram. Their efforts over the last one year paid off. Work on installing the massive auto enclave is said to be in progress at VSSC. Once operational, it will add to the nation’s capabilities, mentioned a source in the known of the development on the condition of not revealing his name. He did not forget to praise the efforts of the Inland World Logistics team for the efforts they took to ferry the cargo in the Covid-19 situation and amid numerous challenges.

Amid the ‘unlockdown’ scenario, Daimler India Commercial Vehicles (DICV) has announced its entry into the used CV market with an intention to increase its reach further. A logical move by the Daimler Group company as the sale of new CVs sputters, the attention to used CV market is expected to draw new customers as well as keep the existing ones in the same family. A new step, according to Satyakam Arya, Managing Director & CEO, Daimler

India Commercial Vehicles, the move to participate in the used CV market through the ‘BharatBenz Exchange’ business vertical will also enable the CV maker to leveraging its growing customer base and nationwide dealer network other than supplementing its existing new vehicle sales. Offering a platform where customers can exchange their used vehicles of any brand for new or used BharatBenz vehicles, ‘BharatBenz Exchange’ is currently limited to the intermediate-, mediumand heavy-trucks range. A programme for buses would be announced soon. Open to exchange of other brands of intermediate-, mediumand heavy-duty trucks with BharatBenz trucks of their choice, DICV’s exchange business builds on the fact that over 100,000 BharatBenz trucks and over 3000 BharatBenz buses have been sold by it in India since its entry into the Indian market in 2008.

Stressing on high level of localisation (CVs made at the Oragadam plant carry

97 per cent local content by value) from the day it started operations in India, and chose a market-specific brand ‘BharatBenz’ for the respective market. Daimler has been driving the Indian operations through not just the supply of relevant and latest technology but also through relevant investments. Announcing that it has entered into an MoU with the Tamil Nadu Government in May 2020 to invest Rs.2,277 crore to expand the Oragadam plant, which would lead to the generation of another 400 jobs approximately (the current employee count is roughly 4000), DICV, according to Arya, saw phenomenal demand emerge for its BSVI CVs as BSVI emission norms came into force since April 2020. Stating that 2020 has been a tough year, he drew attention to the efforts taken by the CV maker to upgrade almost each and every product it was offering to BSVI level. Informing that his company has been offering 43 BSVI models, and is ready to adapt to the new market conditions as they emerge post the national lockdown, Arya mentioned that he is confident of the exchange initiative further boosting the sale of its BSVI vehicles.

Stressing on DICV’s ability to address the requirements of the Indian market by strategy thus, the exchange programme, according to Rajaram Krishnamurthy, Vice President Marketing & Sales, and Customer Service, DICV, banks on the used CV market being three times bigger than the new CV market. Keeping the customer at the centre, and ensuring that he gets AMC and warranty benefits, gets standardised resale value, and enables drivers to turn owners, the exchange

programme builds on the other two pillars of financiers and dealers. Said to provide those looking to exchange their CVs or buy new ones (only BharatBenz trucks would be offered), the exchange programme looks at carving a place for itself in a space that is highly unorganised, locally funded, not as transparent and often lacking in sound technical or legal framework.

By leveraging rising digitisation in the post Covid-19 environment, DICV, through its used CV initiative is keen to provide certified vehicles. Banking on the premise that many operators are shifting to BSVI BharatBenz CVs because of the superior TCO benefits they offer, Arya explained that they will offer a one-stop-shop experience by involving not just the financier but also the dealer. Apart from providing the customer a peace of mind, the initiative will lower the risk to financier and an additional revenue earning potential to the dealer, he added. As part of the exchange programme, DICV is clearly looking at higher sales of spares and service offerings. Having exported no less than

30,000 CVs to 50 markets worldwide and far more spares to the Daimler Group’s manufacturing locations the world over, DICV, to drive its used vehicle programme, is not just banking on its ability to provide superior technology, but also the ability to provide warranty of up to eight years. “We were the first CV maker in India to provide an eight-year warranty on our vehicles,” quipped Arya.

Including refurbishment of vehicles and documentation as part of the one-stopshop strategy, DICV, with the exchange scheme, is looking forward to the announcement of the vehicle scrappage policy. This, it is of the opinion, will boost its efforts. Open to tieup with other companies if it would help to scale-up, the CV maker is expecting mediumduty vehicles to amount to the largest chunk of the transaction. Redrawing all its strategies by going back to the drawing board, DICV, according to Krishnamurthy, is taking into account the changing market dynamics due to factors like the steep escalation in fuel prices. Confident that the used CV market will will explode once the scrappage policy is announced, he averred that transporters are shifting to BharatBenz trucks after understanding the benefits they offer in view of the fluid business environment. Expecting a drop of 50 to 60 per cent, DICV, according to Arya, is contrary to the perception, working towards hiking production at Oragadam. “We are adding second shift to our operations,” he remarked. Witnessing a lot of contradictions in the Indian market, the CV maker, said Arya, is emphasising on safety and comfort. Finding it tough to come to terms with the fact that the Indian market is catching with the most advance markets in the area of vehicular emission technologies and lacking in safety technologies with the sale of BSVI compliant cowlchassis, he opined that his company would continue to value human life. Pointing at a 74 per cent drop in CV sales in March 2020, Arya mentioned that the supply chain and dealer network will have to be regigged. “It will take months to stabilise,” he concluded.

The road freight (transport) fraternity has been demanding the status of MSMEs for a long time. It is doing so with the hope that is would benefit them. However, the proposition does not look as simple as it made out to be. In a recent interaction with AITWA members, Vijay Kumar, Director, MSME Development Institute, MSME-New Delhi,

expressed that the change in the definitation of MSME means that a transport business investing around Rupees-one crore and having a turnover of around Rupeesfive crore will be called a micro-unit. A (transport) industry with an investment of Rs.10 crore and a turnover of Rs.50 crore will be called as a small scale industry, he mentioned. The one with an investment of Rs.50 crore and a turnover of up to Rs.250 crore will be called as a medium-scale enterprise, he added. Informing that the changes regarding MSMEs are part of the Rs.20 trillion financial package announced by the Government against the background of the pandemic, Kumar averred that the same will indirectly benefit the growth of industrial economy of India.

Drawing attention to the Udyog Aadhaar website (https://www. msmeregistration.org/), Kumar explained that transport businesses falling under the MSME segment should register as this would enable them to avail the advantages provided by the Government through ‘Udyog Aadhaar’ platform in a matter of few minutes. For registration, he informed, a valid ‘Aadhar’ identification and bank account number is required. Based on three categories A, B and C for manufacturing, and D, E, F for service segment, ‘Udyog Aadhaar’ said Kumar will enable many transport businesses to find ways to address their pain points. With the ‘D’ category defining the micro, ‘E’ category defining small and ‘F’ category defining medium, the ‘Udhyog Aadhaar’ initiative has been in force from July 01, 2020. It is in force as part of the new MSME definition announced by the Government.

If a transport business would need to re-register itself as per the new set of definitions if it is holding a registration as per the old format, the benefit of doing so would qualify them to avail benefits akin to MSMEs in other fields with a similar turnover and investment. An interesting part of the change would be that a transport business with an investment of Rupees-six to Rupees-seven crore will now come under the smallscale and not under the medium-scale. This, in-turn, should empower it to avail of the benefits meant for small-scale enterprises. A big change is the positioning of the manufacturing and service sectors under the same category. The road freight (transport) segment coming under service sector. Stressing on the need to build facility centres for training the drivers and spotters, Kumar called for the need to refine the business model such that it is agile and robust.

The new definitation of MSME necessitating transport businesses under the micro and small industry-scale, a need is also emerging for the road freight (transport) fraternity to calculate the emerging challenges in terms of other mediums of

transport and an effort by the Government to bring down the freight rates. The need to refine the business model emerging as a key factor, especially in the wake of being internationally competitive, the micro and small-scale businesses could collectively invest in their own facility centres apart from those that impart training to drivers and helpers. The need for an all-round upgradation in efficiency being seen as the need of the hour to sustain and grow, the road freight (transport) fraternity could do with much work on the fleet side as well. They could not only get the drivers to drive more efficiently, they could also utilise the centres to impart service training for spare parts maintenance, for jigs and fixtures, etc.

Emphasising on building such centres even in areas that may not have transport services, Kumar averred that companies (10 to 15 of them) willing to do so would, under section 8, be provided with 80 per cent investment support with a upper limit of Rs.20 crore (by the Government on a no profit no loss basis). Built on a piece of land owned collectively by the companies, such centres could use the one time grant provided by the government to buy machines or equipment and hire employees, informed Kumar. Stating an example where the Government will provide a one time grant of Rs.18 crore if a group of transporters or their association was to come forward and build a facility centre for an investment of

Rs.20 crore, Kumar explained that such a centre would help address issues like driver shortage as well. He urged AITWA to start two or three such centres across the country on a pilot basis.

Floating an idea where the centre could service trucks as well, Kumar mentioned that hard-to-get spare parts could be made, saving time and resources. Stating that a facility centre could provide a means of skill development as well as provide employment to skilled people, Kumar remarked, “Such an initiative will definitely benefit the transport sector.” “It will also help the sector to grow,” he added. Of the opinion that such a centre would receive approved DPR from the MSME institute, Kumar expressed that the road freight (transport) fraternity should pay more attention to reduce wastage. “Reducing wastage would enable better profit margins,” he said. Highlighting manpower, time, fuel and machinery as the prime areas to reduce wastage, Kumar explained that at least 10 to 15 per cent waste could be easily reduced. He suggested that consultants be hired. Those that understand the ways of working of the road freight (transport) fraternity, he added.

Suggesting AITWA to pickup four to five transport businesses in the Delhi region for a pilot project, Kumar expressed that the learning from this project could be applied on a district, state and national level. Of the opinion that the Government will gain in terms of taxes if a transport business is profitable, Kumar averred that transporters could look at availing the benefit of the credit guarantee scheme under the MSME initiative. The scheme, he informed, provides loan of up to Rupees-two crore with credit guarantee. It is only applicable to those who have not applied for any loan previously or have not defaulted. Applicable for both the sectors -- manufacturing and service, the credit guarantee scheme is part of the Rupee-three lakh crore package announced by the finance ministry for the MSME sector. On the refusal of the bank to provide a loan, transporters could report to the MSME institutes in their locality.

Stating that the highlight of the scheme, apart from a collateral free loan, is the support of the government, Kumar mentioned that a website has been launched

by the government (https:// www.dcmsme.gov.in/) to create awareness. Suggesting transporters to visit this website once or twice a week to understand the manufacturing and service industry-related schemes, Kumar averred, “Transporters should also visit the ‘Samadhan’ website started by the government for MSMEs for payment recovery.” The website, he informed, has been designed and developed to help MSMEs recover money after lodging complaints in a time span of 45 days. Responding to Kumar’s suggestion, Mahendra Arya, President, AITWA, said that the transport sector is often not considered as eligible by most big complaints. “Whenever a transport company is ready to work with any big company, the one question that is asked is whether it is MSME registered,” he added.

Stating that no company can deny participation in a tender process if a transport business is registered as a MSME, Kumar explained that micro and small transport companies will specifically benefit as they do not have to pay fees or any earnest amount. Informing that the tender form is free, Kumar averred, “If it qualifies as L1, an order is placed.” Expressing that large industries are depending on smaller industries, he remarked that if the MSME registered smaller company’s price is higher (than a bigger company achieving L1 level), the company placing the order will call the smaller company and give it 15 per cent of the total tender outlay. Drawing attention to the issue of payment faced by smaller transport businesses, Arya mentioned that a transporter has to give 90 per cent of the amount after he or she hires a vehicle. The remaining 10 per cent is given after delivering the goods, he added.

Informing that the transporter’s job is technically over after the delivery is done, Mahendra Arya highlighted that the same is however not true. The transporter bill is entertained only after the hardcopy is attached to the bill with the stamp and signatures of the receiving company, he added. Explaining that bill submission is considered from the day it has been accepted and this process takes about 20 to 25 days, causing payment delays, Arya pointed out that the transport of goods is done under Section 10 or Section 11 of the new Carriage Act. He quipped that under section 10, the goods owner (consigner or consignee) provides the insurance and not the transporter. Under section 11, Arya stated, the transporter takes the entire responsibility and pays the charges. Ironically, despite an understanding towards Section 11, many consignors (consignee) do not pay for the insurance, resulting in driver safety risks, Arya revealed.

Sending a subrogation letter to the insurance company and asking them to take legal action against the transport company, many goods owners simply refuse to pay. Insurance companies often bargain and perform out of court settlements with the transport companies, as a result, said Arya. Informing that transport companies are compelled to pay all penalties despite not being responsible for the act, Arya remarked, “A solution is needed to address this pain point.” Kumar suggested that this issue should be raised by the transport companies at the government level. Emphasising on zero wastage once again, he spoke about the need to achieve high vehicle utilisation levels. Of the opinion that drivers should not have to be idle or practice dangerous procedures to save fuel, Kumar reiterated the need to establish facility centres.

The speed of digitisation of public transport is made even more important by Covid-19. It is undoubtedly driven by the need to protect people involved in running the public transport as well as the people using it for travel against the virus. Highlighting this very issue, M Ramachandran, Former Secretary, Ministry of Urban Development, Government of India, stressed on the opportunity to increase efficiency and lower the cost of operations. Stating that there was a need to provide passengers with a new experience, he mentioned that digitisation of public transport has been boosted by the introduction of FASTag.

“Nearly 450 toll plaza have dedicated FASTag lanes, and over 17 million prospects have been issued last month,” he added. Drawing attention to the 17 million prospects having carried out four billion transactions amounting to Rs.65 crores per day, bringing the logistics cost down in the process, Ramachandran expressed that 22 per cent of the national highways with a length of over 150,000 kilometres carry roughly 40 per cent of the traffic, making them a primary mode of transportation in India.

Speaking at a webinar organised by the Busworld Academy in partnership with UNCRD Japan and UN-Habitat on digitisation of public transport, he averred that the

National Highways Authority of India(NHAI) should leverage digitisation to increase the pace of its projects and to better monitor them by using IoT. He stated that the NHAI should use monitoring devices like drones, radar, vehicle network surveillance, GPS devices among others while highlighting the organisation’s feat to be the first fully digital transactions agency. Drawing attention to how digitisation of public transport would support the sustainable development of society, Ramachandran explained that Intelligent Transport Systems (ITS) are capable of playing a key role in digitisation of urban mobility public transport mediums. He drew attention

to location information and communication technologies that could make travelling safe, energy-efficient, seamless and comfortable. Highlighting the need to offer passengers with an Estimated Time of Arrival (EST) to attract more passengers and increase the overall efficiency of the operation, Ramachandran said that ITS, which led to the provision of 18000 modern buses in 170 cities in India, could be utilised for the same.

transport sector in the form of quality, efficiency and lower operational costs, Ramachandran averred that it will also open up new revenue streams and ensure a superior experience to the customers. Citing the need to employ new mobility concepts and technologies like driverless vehicles, he said that a lot more is needed to be done by the country’s state transport undertakings, by private bus operators and city administrations. Sharing information about his company’s work on four fronts, Connectivity, Autonomous, Shared Services and Electric (CASE), KarlAlexander Seidel, CEO and Head of Daimler Buses India, mentioned that they are offering Busconnect system as standard on their BSVI buses.

Highlighting the benefits of the Busconnect system like fleet management, passenger management, reports, fleet tracking alerts and the ability for passengers to select the route they want to travel, Seidel informed that they are working on bringing the best and the latest technology and practices to India that they have developed in Germany. Pointing at other Busconnect functions like geofencing and entertainment, and how it could enhance customer experience for bus operators, he informed that various angles to aid further mobility development in the public transport space in India were being looked at. Pointing at electric vehicles, Seidel said that his company was closely following the developments in the area of charging infrastructure, development costs and components localisation. “We are looking at everything as a general project management practice when it comes to public transport in cities and how to enable cities to build a robust infrastructure,” he added.

Hinting at Daimler’s ability to enter the electric public transport space as soon as it identifies an opportunity and feels that the market is on the verge of exploding, Seidel expressed the need to integrate ITS systems seamlessly to ensure better efficiency and enhance passenger safety and convenience. “ITS systems currently exist as standalone systems,” he said. Highlighting the need to have technologies that ensure seamless integration such that the passengers benefit, the operators benefit,

and the stakeholders also benefit, Seidel explained that it was also necessary to look at environment protection and energy conservation. “Connectivity and automation in the case of public transport and involving buses should also lead to a sustainable environment,” he quipped. Stressing on ‘Avoid-ShiftImprove’ framework, Stefanie Holzwarth, Urban Mobility, Urban Basic Services Section, Urban Practices Branch, UN-Habitat, averred that digitalisation of public transport should be achieved such that it elevates convenience and safety.

Of the opinion that the digitisation exercise should make public transport more attractive to passengers, Holzwarth stated that the UN-Habitat is focusing on reducing the need for motorised travel through transport demand management and by promoting urban public transport in its most efficient form possible. Drawing attention to electric mobility, she added, “Digitisation can have a revolutionary impact on public transport.” Giving the example of Dar es Salaam, Tanzania, where the public transport was transformed into a modern and successful Bus Rapid Transit (BRT) systems, Holzwarth stated that UN-Habitat has been identifying high demand commuter mass transit routes and corridors and finding ways to up their efficiency and sustainably with the commuter at the core. She also pointed at the centred public transport planning authority of Nairobi in terms of para-transit mapping and a BRT plan (Matatu routes).

Digitisation for safe and convenient public transport

Informing about UNHabitat’s work in the area of understanding as well as helping transform public transport systems, Holzwarth drew attention to how smart bicycles in Hyderabad were offering first and lastmile connectivity to metro commuters. Highlighting its digital nature, she said that the main objective of digitisation should be to achieve a safe and convenient public transport that encourages private vehicle users to leave their vehicle behind. Stressing on apps. as facilitators of digitisation of public transport, Holzwarth mentioned that efforts should be made to leverage emerging technologies and gadgets like smart watches, smart glasses, etc., to make public transport and activities related to its use not only convenient but attractive to commuters. Hinting at a need for public transport bodies to partner with their passengers through digital tech platforms to enable a

personalised experience with the means of need-based navigation (customer-oriented services), just in time services, etc., Holzwarth highlighted the drastic change in the Covid-19 environment where physical tickets are becoming redundant.

Emphasising on developments such as contactless services and electronic ticketing, she remarked that integrated public services and integrated ticketing will no longer be an option. Of the opinion that this would reduce travel time, boarding and unboarding time, enhance reliability, and encourage private vehicle owners to take to public transport, Holzwarth said, “Digitisation efforts do not leave out particular society groups such as the elderly and poor.” Pointing at changing governance, costs, and new staff profiles, could pose a threat to traditional operators, she advocated the avoidance of stand-alone sectoral solutions. Of the opinion that different digital modes should be promoted -- like ‘onestop-shop’ platform or MaaS, Holzwarth said support should be given to homegrown local solutions and local startups. “Emphasis should be on facilitating multi-stakeholder partnerships where the government can encourage open access to data collected by companies and public entities,” she added.

In favour of promoting interoperability through the development of technical standards for communication and devices, through the development of municipal capacities in view of collecting, maintaining and analysing data as well as managing integrated transport systems and infrastructure, Holzworth stressed on the need to protect the environment. Alok Sethi, General Manager, Transportation Technology Solution (DIMTS), expressed that the implementation of ITS in Delhi’s public bus transport system has changed the face of it. He informed that his company conceptualised the scheme by including private stage carriage buses as well. “Under this scheme, 657 bus routes of Delhi were grouped into 17 clusters. Each cluster serviced by both, Delhi Transport Corporation and a private operator,” he added.

Providing an overview of the current situation in Delhi where the ITS-backed public transport service comprising buses is referred to as a cluster bus or orange bus service, Sethi, explained that there is an incentive based scheme attached. It measures against performance benchmarks, he revealed. Highlighting how ITS has helped Mysore’s public transport to increase ridership by 15 per cent, Sethi stated that GPS based automatic vehicle location system has been deployed. “The system monitors the entire fleet,” he added. Stressing on leveraging ITS in public transport such that it acts as a guiding arm, Sethi said that there is a need to train personnels like managers, drivers, conductors, schedulers, route designers, etc. to understand how it worked and how they could leverage it to their advantage. Urging public transport personnels to divide the use of ITS into sections such as planning, design, implementation and evaluation, Sethi revealed that they would soon release a manual. The manual would help public transport organisations to ramp up as well as increase their efficiency

Drawing attention to how innovative use of ITS can help digitise, implement new systems such as electronic ticketing and contactless travel, Dr. Kulwant Sigh, Advisor, Busworld Academy, expressed that real-time tracking of bus, of passenger occupancy information, of EST are some of the features that will define the public transport of the future. A future that would not be devoid of unprecedented challenges, he concluded.

When Volvo Trucks first entered India, its prime focus was on the long-haul truck segment, albeit at the top end of it. With its FH, FM and even a few examples of FL tractor-trailer units, the company managed to secure a footing. Setting the wheels of transformation in progress in the Indian trucking industry in the process, Volvo found takers among a few big fleets and Government PSUs -- oil marketing companies especially. Mustering the confidence to set up a local assembly operation at Bangalore, the Swedish truck maker found a bigger calling in the mining sector. Coming to hold a market share of almost 90 per cent in the heavy-duty mining trucks segment that are used to carry especially overburden, the company has found itself in the highway long-haul segment once again. It’s almost 20 years later and with a huge change in infrastructure when compared to 1996. Delhivery, a leading e-commerce and B2B logistics player in India has found use for the FM 4x2 tractor-trailer combination in its fleet.

Established in 2011, Delhivery is claimed to have a fleet size of over 15000 vehicles. As one of the leading e-commerce and B2B logistics players, its fleet is known to clock the highest mileage in the country with 24 automated sorting centres, over 85 fulfilment centres, 70 hubs, over 3000 direct delivery centres,

over 5000 partner centres and a staff of over 40000 people. With a modern infrastructure, engineering and technology capabilities to boast of, the company has taken to some 11 Volvo FM 4x2 tractor-trailer combinations in its growing fleet. The arrangement between it and Volvo Trucks is said to be such that a total of 25 Volvo FM 4x2 tractor-trailers combinations will eventually make it to the Delhivery fleet. Operating on two routes at present -- between

Delhi NCR and Bangalore, and between Dehi NCR and Gauhati, the Volvo FM 4x2 tractor-trailers are made up of 43 feet closedbody trailers.

Running e-commerce and B2B long-hauls for Delhivery, the Volvo FM trucks are expected to deliver on lower TCO (inturn higher productivity) and faster turnaround. Known for their technology, reliability and efficiency, the Volvo trucks are also expected to deliver the kind of efficiency and unleash the kind of revenue earning potential that is found in Europe. Utilising trailers that offer higher capacity of roughly 93 cu. m., the entire equation is claimed to be based on the ability of the vehicles to run 20 hours a day and 300,0000 kms in a year. With many trucks from Delhivery known to do about 20,000 kms in a month, this target does not seem quite out of place

for the Volvo trucks to achieve. The only variable in this is the infrastructure, disruptions and unprecedented developments.

To support Delhivery’s efforts to build a vital link in a global supply chain, according to Sahil Barua, the company’s chief executive office and co-founder, the Volvo trucks in the Delhivery fleet are expected to help achieve greater efficiency levels.

Confident of the interchangeable containers helping it to become the next link in a global supply chain, Delhivery, said Barua, is hopeful of the tractor-trailer revolutionising the logistic

industry. Hoping that the Volvo FM 4x2 tractor-trailer combinations will outpace the current range of tractor-trailer combinations available in the country, Delhivery is counting on a significant change in its logistics capabilities by adopting powerful, technologically superior and costlier trucks. “By delivering efficiency and productivity which is more than double compared to the current range of tractors in India, we are looking at a significant progress,” averred Barua.

Of the opinion that the Volvo tractor-trailer combination will enable Delhivery to forward its business ambitions of reducing the delivery times for its customers, Vinod Aggarwal,

Managing Director & CEO, VE Commercial Vehicles Ltd., which distributes and services Volvo Trucks in India, averred that the Volvo trucks are reliable, driverfriendly and capable of leading to a superior man-machine performance. Drawing attention to the Ministry of Road Transport and Highways (MORTH) change of regulation allowing trailer interchangeability, Aggarwal expressed that he is banking on a significant jump in productivity with the use of Volvo trucks. “At least that of 20 per cent,” he added. Per-Erik Lindstrom, Senior Vice President - Volvo Trucks International, said that countries like China changed from rigid trucks to high performance and higher capacity tractortrailer concepts in-line with infrastructure development, and India is on the same path.

Operating in over 2300 cities and across over 17,500 pin codes, Delhivery, with its fleet covering a distance of over 500,000 kms every day, is looking at the Volvo tractor-trailer combination. It is looking at significant cost savings over the last nine months by inducting the 11 FM 4x2 vehicles in its fleet. Currently doing 20,000 kms a month on an average, Delhivery is looking at clocking more distance with the improvement in infrastructure and the economic environment post the Covid-19 pandemic. Seeking advantage of changes like the ETC lanes at toll, which cut down-time wastage at thousands of toll booths along Indian highways and other roads, Delhivery is betting high on the Volvo trailer combination.

To deploy a total of 26 Volvo

trucks, and in connection with the winds of change blowing in the e-commerce space in India, Delhivery is looking at each Volvo truck being driven for no less than 20 hours a day with a set of drivers onboard. Powered by 380 hp, 12.8 litres in-line six-cylinder Volvo D13A380 diesel engine and an ‘I-Shift’ AMT transmission, for Volvo trucks this should be no tough feat though much would depend on the infrastructure, driver training and motivation, and an ability to such trucks with service costs expected to be higher than the other tractortrailers out there. The big highlight of the Volvo trucks is their ability to let the driver concentrate on what he should be concentrating on in the first place. Thus offering him with a comfortable, spacious, ergonomically well-sorted workplace, the Volvo FM trucks are expected to drive a considerable transformation at Delhivery as far as its fleet is concerned. Not that it is not modern, but the inclusion of these Volvo trucks is going to change it forever.

Laced with telematics, the BSVI Volvo trucks are expected to let Delhivery chart strong growth amid a shifting market environment in India with the presence of Covid-19 virus. Drawing attention towards the recent GSR No. 414 (E) of MoRTH on roadtrains and an amendment of Rule 93 with regard to the standardisation of motor vehicle dimensions in-line with the international standards,

Aggarwal mentioned that Volvo trucks will support Delhivery in their goal, setting in the process a fine example of safety, comfort and higher productivity. Expecting a significant shift to larger tractor-trailers in the express trucking space in India, Barua mentioned that fewer vehicles will move more cargo, saving in the process fuel consumption, occupy less road space and emit less. Stating that his company is driving a big change in the country’s logistics space by investing in modern infrastructure (it is building India’s largest trucking terminals at key locations in Delhi, Mumbai and Bangalore), Barua mentioned that it is bringing in more partner fleets.