Unitrans upgrades Centre of Excellence to enhance services

Leading end-to-end supply chain solutions company Unitrans has unveiled its newly upgraded Centre of Excellence (COE), enhancing its supply chain services across Africa.

This milestone underscores the company’s commitment to advancing supply chain efficiency, innovation and overall service quality.

“The COE provides operational insights and real-time decision-making capability,” says Edwin Hewitt, Unitrans CEO. “We are excited to unveil this state-of-the-art facility that will drive value creation and operational excellence for our clients.”

In today’s data-driven world, modern supply chain relies heavily on vast amounts of data derived from various sources, including vehicle tracking technologies, fleet management systems, driver behaviour monitoring applications and other related services.

“It is not just about collecting data anymore, but actionable intelligence,” says Hewitt.

Taking immediate action

Strengthening operational efficiency is crucial for logistics service providers striving to stay ahead in a competitive landscape. Embracing data-driven technologies is a pivotal strategy for many companies that recognise that data nowadays fuels the engine of business operations.

Hewitt emphasises that the real game-changer lies in the ability to quickly implement changes that improve safety and reduce risk which are supplied from various sources. The COE’s technological infrastructure enables Unitrans to collate, analyse and convert vast amounts of data into easy-to-use dashboards, managing by exception.

“The information that feeds into the COE helps mitigate risks and enhances safety measures, ultimately contributing to increased efficiencies in our customers’ supply chains,” he explains. “It integrates risk mitigation and efficiency with sustainability goals, delivering significant benefits such as fleet optimisation, reduced downtime and heightened vehicle efficiency.”

The platform allows for immediate notifications through various sources which enables Unitrans teams to circumvent traffic congestion and similar obstacles where necessary.

The growing role of predictive analytics

Logistics service providers increasingly rely on predictive analytics to up their game and utilise historical and real-time data to anticipate potential issues before they occur directly, resulting in proactive problem-solving. The capability allows businesses to discern patterns and trends, identify potential risks and implement proactive strategies to alleviate operational challenges effectively.

For logistics companies, predictive analytics can transform risk management by foreseeing and addressing potential issues long before they escalate, thereby enhancing operational efficiencies and substantially reducing costs.

Hewitt suggests that with the advancement of predictive analytics and comprehensive data analysis, the industry could decrease operational risks significantly and eliminate them. This forward-thinking approach will refine operational processes, enhance safety standards, and foster a more sustainable and reliable supply chain ecosystem.

He says the value of ‘big’ data lies in its efficient utilisation rather than sheer volume. “While it is feasible to track the whereabouts of trucks continuously, it is insufficient to simply know where vehicles are at any given time. We need to assess if they adhere to schedules, arrive at correct destinations, their duration of idleness, and activities during downtime,” he explains.

“Predictive analysis enables monitoring data over periods like seven, 14, or 21 days, uncovering patterns to tailor solutions, rather than addressing incidents one by one, to prevent crises.”

Central database – a hub of information

Hewitt points out that the COE is not a control tower. It does not directly control, act, or prevent potential issues or optimisations within its domain. “Rather, it serves as a central database of large-scale information. Its functionality enables users to comprehend various technologies from control towers nationwide on a unified platform.”

Using the example of a new customer with a fleet of 50 trucks seeking to optimise daily utilisation, Hewitt says Unitrans would start by sending a team of experts, including industrial engineers, to analyse the client’s business. This would include determining all of the client’s delivery requirements, time windows for deliveries, and the expected arrival times of their trucks.

“Based on the findings, we can determine the exact needs of the operation, from how many drivers are required to devising the most optimal routes for an efficient operation. We can even anticipate future needs and plan accordingly,” he says.

The COE has already delivered significant value with noticeable improvements across the Unitrans fleet and for drivers. Unitrans has decreased on-road driver risk by 40% over the past five months alone.

Looking ahead

In the future, Unitrans will continue to develop the capabilities within the COE. “Innovation remains a key strategy for the business as we strive to deliver world-class, cost-effective solutions to our customers,” says Hewitt. “We are driven to innovate constantly - whether through supply chain design, technology, or people - leveraging our purpose-led business to deliver value for customers and other stakeholders.”

The company operates in a wide variety of transport and logistics sectors, including petrochemical, mining, food and agriculture, people transport, and industrial and it has more than 5,000 vehicles in operation that have travelled upwards of 292 million kilometres. It has a wide-ranging footprint in Sub-Saharan countries, including South Africa, Namibia, Botswana, Lesotho, Eswatini, Mozambique, Zambia, Malawi, Tanzania, Mauritius, and Madagascar.

TotalEnergies: The globally integrated energy company

TotalEnergies is a broad energy company that produces and markets energies on a global scale: oil and biofuels, natural gas and green gases, renewables and electricity.

Our 105,000 employees are committed to energy that is ever more affordable, clean, reliable and accessible to as many people as possible.

Active in more than 130 countries, TotalEnergies puts sustainable development in all its dimensions at the heart of its projects and operations to contribute to the well-being of people. TotalEnergies provides quality fuel and lubricant solution for businesses.

Whilst offering TotalEnergies card solutions which is a prepaid card that you can use to plan and manage your spend on fuel, lubricants, gas and other products and services at all TotalEnergies service stations countrywide.

TotalEnergies expert teams develop on- site and off site solutions to produce solar and wind electricity to help reduce energy cost and environmental impact.

We are present across the entire energy value chain to fast track the deployment of solar technology for any size of industrial project: building’s roof solarization, floating PV for large water reservoirs ( which also reduces evaporation), large solar farms and even a solar hybrid to add on to your existing hydro carbon power generation.

TotalEnergies has already solarized 2700 of its service station as well as blending facilities such as TUAS in Singapore and Dubai. TotalEnergies is recognized as the leader in the New and Renewable Energies segment when compared to other major energy companies as highlighted in the Bloomberg report.

Our Rubia Engine oil is trusted by many manufactures and its tailor made for construction and mining equipment

What’s Africa’s state of trade?

Africa’s share of global trade remains disproportionately small, hovering around 2%-3%. Countries on the continent trade more with the rest of the world than they do among themselves. Africa needs to improve its share of trade to boost growth and reduce poverty.

Despite the continent’s immense resources and untapped potential, Africa’s share of global trade remains small. It is estimated, for instance, that Africa could annually be generating US$21.9 billion more from exports to the world. This limits the continent’s economic growth and ability to lift millions out of poverty.

Trade among African nations is also low, at about 16% of the continent’s total trade volume. This is much lower than intra-regional trade levels in Europe (68%) and Asia (59%).

These statistics have serious implications. Enhancing Africa’s trade within the region and globally could spark development, create jobs and reduce poverty.

A host of challenges get in the way of Africa’s trade potential. The continent faces infrastructural deficiencies, cumbersome trade regulations, and inadequate logistical support. These barriers inflate business costs and deter trade within the continent and with the rest of the world.

International trade is a powerful tool for economic growth and consumer welfare. It allows nations to use their comparative advantages, tap into larger markets, and benefit from economies of scale. It promotes the spread of knowledge and technology across borders, stimulating innovation and productivity. By fostering cultural exchange and interdependence among nations, trade also contributes to peace and stability.

To get the full benefits of trade, countries and regions need sound policies and institutional frameworks that ease global market integration and simplify trade.

What’s Aid for Trade, and how does it work?

Aid for Trade is an initiative that is being spearheaded by the World Trade Organisation. Launched in 2005, it’s aimed at helping developing countries, particularly the least developed ones, to increase trade. The initiative has enhanced the infrastructure and trade capacity of recipient countries, increasing export performance. But there are still challenges around integrating countries into global markets.

The initiative’s projects target trade-related challenges in five main areas:

• • trade policy and regulations: frameworks to enable smooth international trade operations
  
• • trade infrastructure: aid for developing roads, ports, communications and energy systems
  
• • productive capacity: ability to produce goods and services competitively for the global market
  
• • trade-related adjustment: support to manage the impacts of trade reforms and integration into the global economy, such as lower tariffs and fewer preferences.
  

A staggering US$647.4 billion was disbursed under the initiative to 146 developing countries from 2006 to 2022. In 2022, disbursements from the initiative to developing countries reached US$51.1 billion, benefiting 178,141 projects. It’s been seen to lower trade costs, increase trade volumes and create jobs in the countries involved.

Like traditional aid, the beneficiary countries receive demand-driven funding from donors to finance their priority projects. But these must be trade-related, and the package includes technical assistance and technical cooperation. Also, unlike traditional aid, funds allocated may not always translate into direct financial inflows that support a recipient’s broader development goals.

Has it worked for Africa?

Africa has been the second biggest beneficiary of the Aid for Trade initiative after Asia. Under the initiative, countries on the continent received a total of US$233.18 billion from 2006 to 2022. This accounted for 36% of the total disbursements extended to all developing countries. It covered infrastructure, capacity building, policy and adjustment costs.

Geographical and logistical challenges often inflate trade costs in Africa. That’s why the initiative mostly funds projects like port facilities, trade corridors and telecommunications infrastructure across the continent.

In our recent analysis, we examined the initiative’s impact on trade costs. We found that the initiative’s trade cost reduction effects were higher among African countries with relatively good infrastructure networks.

What are Africa’s key success stories?

Aid for Trade projects have improved transport networks, customs procedures and trade-related institutions.

The success stories from Africa include:

• • The Busia One-Stop Border Post Project between Uganda and Kenya. The project was launched in 2010 with funding from the World Bank’s East African Trade and Transport Project. It aimed to reduce the average border crossing time by 30%. The project has since cut the average time it takes to cross from Busia (Uganda) to Busia (Kenya) by 80%. The customs processing time in Busia, Kenya, is now down by 98%, while that of Busia, Uganda, has dropped by 69%.
  
• • The Chirundu Border Post in Zimbabwe. This pilot project was launched in 2005 with funding and technical assistance from the Japan International Co-operation Agency and the World Bank. The upgrade has enabled faster movement of people, vehicles and goods between Zimbabwe and Zambia.
  
• • The East Africa Trade and Transport Facilitation Project. Launched in 2006, it aimed to improve traffic flow on the corridor linking Mombasa seaport in Kenya to Kampala (Uganda), Kigali (Rwanda), the DRC and South Sudan. It was funded by the World Bank at US$260 million, and supported by the African Development Bank, the EU, Japan, and the UK, according to an article in the Coversation. The project has reduced transit times from Mombasa to Kampala from 15 to 5 days and cut average waiting times at Mombasa port from 19 to 13 days.
  

These projects are all supported by multilateral agencies and bilateral sources of Aid for Trade funding. Their success shows the initiative can lower trade barriers and enhance economic efficiency across the continent.

What remains to be done?

Africa still faces capacity constraints. It has limited funds for research and development, low capability to negotiate trade issues, and challenges in meeting multilateral trading commitments. Market access difficulties, such as restrictive rules of origin, also continue to undermine the Aid for Trade gains. Weak institutional frameworks, infrastructure deficiencies and widespread corruption still inflate the region’s trading costs. Matters are also complicated by poor regional coordination, varying regulations and conflicting standards across borders.

What’s needed are:

• • institutional capacity
  
• • transparency
  
• • accountability in aid administration
  
• • robust monitoring and evaluation mechanisms.
  

The Aid for Trade projects should also match the developmental priorities of recipient countries.

Countries need to develop policies that create a favourable business environment. This means reducing bureaucracy, enhancing judicial independence, and protecting investor rights.

Finally, countries should commit to regional cooperation to boost intra-African trade. This includes harmonising customs regulations and standardising trade documentation. It also means investing in continent-wide infrastructure projects that link local markets to major trade hubs.

Bedassa Tadesse, Professor of Economics, University of Minnesota Duluth

UD Trucks heightens its Ultimate Women Program

UD Trucks Southern Africa (UDTSA) announced theexpansion of its steadily growing “Ultimate Women Program”, in partnership with Commercial Transport Academy (CTA).

Owing to the success and enduring impact of the program in the last two years, the CTA’s first-ever Bus Driver Development Program has been established - a joint venture between the CTA, Southern African Bus Operators Association (SABOA), Clarendon Transport Underwriting Managers (CTU) and UDTSA.

There are approximately 30 female trainees that will benefit directly from this life-changing initiative and in efforts to intensify the training process, UDTSA proudly sponsored a new Croner Bus PKE 280 65-Seater to CTA.

The UDTSA “Ultimate Women Program” was successfully launched in 2022 with its primary objective to drive gender transformation initiatives in the transport industry - to which UDTSA sponsored two new Kuzer light-medium duty trucks. After gaining extensive experience in the year-long program, CTA was able to support all beneficiaries to secure employment as professional truck drivers, attesting to the continued commitment of UDTSA and CTA to cultivating meaningful change and transformation through empowerment of women in the transport industry.

The exclusive bus handover ceremony was hosted at UDTSA Head office in Rosslyn, Pretoria. Among the key stakeholders who graced the event were the local media stakeholders, representatives of the new trainee group, Anesu Mawire, International Development Specialist, United States Agency for International Development (USAid), Jr Choeu, JR Choeu Express, Eric Motshwane, SABOA, Olivia Kumalo, Operations Manager, Hollard Trucking, Quinton Roos, Managing Director, Trucklogix, Nicci Scott, founder of Commercial Transport Academy, Filip Van den Heede, Managing Director, UD Trucks Southern Africa, and Janet Frost, Human Resources Director, UD Trucks Southern Africa.

Nicci Scott, Founder of Commercial Transport Academy weighs in on the newly developed program:“We are pleased to have partnered with UDTSA in advancing the shared vision of increasing representation of female drivers in the transport industry and paving a way for an equitable society.

The program grew in leaps and bounds since its inception and we cannot thank UDTSA enough for the unwavering support and the lasting impact this has had in the lives of these young women. With the renewed focus on training bus drivers, we pledge to continue to work closely with all the key stakeholders that we have partnered with to ensure successful completion of the program”.

During the Bus Driver Development Program, the participants will undergo extensive training for a period of 12 month which will cover technical modules such as vehicle operation and control, defensive driving techniques, traffic laws and regulations as well as route navigation or planning. Furthermore, the program will also have a strong theoretical component, covering critical modules such as stress management, professionalism, and effective passenger communication.

“Our meaningful partnership with CTA has been nothing short of transformative in our constant endeavor to empowering women in our industry and leaving a lasting imprint on societies within which we operate. Having been able to further expand the program to training bus drivers, highlights the success of this worthy cause and our dedication to making Better Life for people, the planet, and the logistics sector.

We wish the new candidates a fruitful journey in the next coming months, and we are confident that they will go on to making a difference for a brighter future, concludes Filip Van den Heede, Managing Director UD Trucks Southern Africa.

UDTSA’s progressive steps in being a catalyst on the transformation agenda and investing in initiatives that contribute meaningfully to South Africa’s socio-economic transformation were recognized by naamsa (The Automotive Business Council) in October 2023 for spearheading Women and Youth Empowerment, and Most Improved BBBEE OEM.

The naamsa awards are hailed as the most coveted awards in the automotive industry for recognizing best-performing brands across the entire automotive value chain across various segments and categories.

Lisanda Mcetywa

Should Government subsidise minibus taxi owners?

Millions of South Africans rely on minibus taxis to get around. Without these vehicles, people wouldn’t be able to get to work, school or simply visit friends and family.

Data from Statistics South Africa’s Quarterly Labour Force surveys suggest that there are around 250,000 minibus taxi drivers in the country; there are likely about the same number of minibus taxis.

Statistics South Africa’s National Household Travel Survey, meanwhile, indicates that 60% of households report taxis as their main mode of transport and a Living Conditions Survey showed that 79% of households reported spending money on taxi fares.

The Travel Survey in 2020 also shows that households’ most common complaint about public transport centred on the cost of taxis: they were too expensive. As an example, someone living in Khayelitsha, and working an eight-hour day at the minimum wage in central Cape Town, 27km away, would earn R184 a day and pay R48 for a return trip on a taxi – 26% of their gross earnings.

Rising petrol costs, because of the war in Ukraine and trade disruptions, have amplified calls by taxi associations, the Competition Commission and others for the state to increase

subsidies to minibus taxis. The only direct subsidies paid to minibus taxi owners is the scrapping allowance, which they receive if they scrap old taxis. Taxi operators complain that this is unfair, and that taxis should be subsidised like buses and trains.

I am an associate professor in economics who has studied the taxi industry and transport costs for 12 years. I’ve taken hundreds of taxis over this time, partly to set up the site Taximap, which helps taxi commuters find taxis. But I do not believe that minibus taxi operators should receive new operating or capital subsidies. That’s because minibus taxi owners already benefit from two implicit but extremely valuable subsidies.

Labour laws

The first is that most taxi owners do not abide by labour laws when employing drivers. That substantially reduces owners’ operating costs. The second is that while taxi associations seem to be de facto cartels, the state does not enforce competition law in the taxi industry. The industry’s prices and profits would be lower if laws were enforced.

My analysis shows that 70% of taxi drivers earned less than the national minimum wage and 75% work more than the legal maximum of 55 hours per week.

If all drivers earning below the minimum wage were paid the minimum wage but worked the same number of hours as they did before, the estimated taxi driver yearly wage bill would increase by about 30-40%. So, ignoring labour laws substantially reduces the cost of operating taxis.

Train and bus companies, meanwhile, are almost all formal. They are required to pay their drivers and other employees’ wages that are determined in bargaining councils are two and a half times the national minimum wage.

Bus drivers may also work only the maximum number of hours permitted by law before qualifying for overtime pay. They’re also entitled to paid leave and various conditions of service that do not exist in the taxi industry.

Taxi associations are groupings of independent business owners that get together and fix one price for each route that they control, which all members must charge. This is the textbook definition of a cartel and is illegal under the Competition Act

The Competition Commission’s recent market enquiry into land-based passenger transport acknowledged the Department of Transport’s concern that taxi associations fixed prices. Yet in the report’s findings about price setting, price fixing was not even mentioned. Instead the commission suggested that taxis should receive more subsidies. This failure to apply competition law is a very important implicit subsidy.

Taxi associations maintain and grow their power for two reasons. First, they enforce each taxi owner charging the same price. Second, they actively work to prevent the entry onto routes of non-association members, who in a freer market would enter to take advantage of the high profits and eventually drive down profits and prices – to the benefit of taxi users.

The threat of, and actual, violence is the main way in which associations prevent entry. But they also work with public officials, who in many cases have decided that taxi associations should have the final say on who can get a license for the route they control.

Taxi owner profits

Given these two valuable implicit subsidies it shouldn’t be surprising that owning a taxi is generally extremely lucrative. The City of Cape Town conducted its own surveys of taxis from 12 associations 15 years ago, finding that annual profits were around R70,000 a year ($9000 in 2012), when vehicle values were probably around R100,000- R200,000 ($12000-$24000 in 2012), according to an article in the Conversation. This represents a 30-70% annual rate of return on capital invested.

Taxi associations often charge extremely high joining fees. The Competition Commission’s report mentions fees from R10,000

to more than R200,000. When I talked to taxi drivers in Cape Town

during my journeys, many were desperate to become owners despite these high fees. Why would someone want to pay such a large amount of money to be able to operate an apparently unprofitable business? The obvious answer is that many taxi owners actually make large profits.

Transport planners, policy makers, taxi representatives and commentators ignore or deny this. They often argue that there is an “oversupply” of taxis. They then conclude that taxis operate at very low profit levels and should be subsidised. But subsidising taxi owners who belong to associations that resemble cartels is likely to lead to higher profits for owners, with little benefit to taxi users.

Minibus taxi operators provide a valuable service to many people in South Africa, which the state has been unable to provide.

They receive little direct subsidy but two very substantial implicit subsidies. Instead of the state further subsidising taxi owners, policy makers should be thinking creatively about ways to enhance competition, reduce violence and enforce existing regulations.

Andrew Kerr, Associate Professor, University of Cape Town

Technological trends in Logistics Software: Artificial Intelligence, Cloud and Connectivity

Technology is ever-evolving, and the software industry is no exception. The German logistics software provider Soloplan, with a base in Johannesburg, South Africa, is set to unveil several product innovations in 2024.

Artificial intelligence (AI) continues to be a significant trend in technology. Soloplan’s CarLo® logistics and haulage software has integrated AI for several years, aiding dispatchers in route planning and optimizing resource allocation. For example, the system intelligently suggests suitable trucks for a route based on their proximity to the load. Soloplan has been at the forefront of technological advancements, even before the recent surge in AI interest with tools like ChatGPT.

In 2024, Soloplan will introduce the CarLo Assistant, a smart tool designed to answer technical questions in text form. Acting as a low-code platform, the AI enables users to create workflows through simple text commands. For instance, users can describe desired process automations, and the Assistant will convert these commands into system implementations. This feature saves time and costs, eliminating the need for service personnel to make system adjustments. The user-friendly chat window interface makes it easy to operate.

Cloud technology is another significant trend. Soloplan’s new CarLo Cloud Services offers external order entry and track-and-trace tools accessible via web browsers, enhancing convenience for haulage and transport company customers.

Connectivity is becoming increasingly important. Soloplan’s CarLo software is designed to integrate seamlessly with other systems via APIs. The CarLo® Connect functionality will enable multiple CarLo users within the same company or different companies to communicate directly, exchanging text messages, documents, orders, invoices, and more. This feature promises to significantly enhance operational efficiency.

In celebration of its 30th anniversary, Soloplan will release CarLo 3.0, featuring even more innovations. The transport industry can look forward to exciting new developments.

For more information and a free on-site presentation of CarLo logistics software, please contact us via email at info@soloplan.com, by phone at +27 87 183 1460, or through our LIVE chat at www.soloplan.com.

Hydrogen: Fuel of the future?

Hydrogen engine vehicle sales take off in trucks, off-road and gensets. Can they replace diesel as the number one fuel for long distance haulage?

After years of discussion and development, 2024 is set to be the year that the hydrogen engine market really takes off. In 2024, India will move firmly into pole position due to its drive for energy independence.

There were no new hydrogen internal combustion engine (H2 ICE) trucks registered in 2023 (excluding test vehicles). We forecast sales of 40 hydrogen engine trucks (new vehicles) in 2024. Most of these sales will be in India, led by Ashok Leyland and followed by Cummins through its partnership with Tata Motors.

From there, we see a fast-growing market with hundreds of sales in 2025 and thousands in the following years, reaching a forecast 10,121 in 2030. However, with over 20 million trucks expected to be sold worldwide in 2030, H2 ICE will still only account for 0.05% of the total.

Off-Road

The off-road market, which also stood at zero in 2023 (JCB has already built many H2 ICE vehicles but not sold them for commercial use), is forecast to grow to 23 vehicles in 2024, led by loaders from JCB. Sales of hydrogen ICE telehandlers are also anticipated in the coming years, with the total off-road market projected to reach 2,720 H2 ICE vehicles in 2030. However, once again this figure must be compared with the millions of (mostly diesel) off-road vehicles sold each year.

The order Deutz received from China for gensets, plus the possibility of other orders in this area, will also add to the sales of hydrogen ICE off-road vehicles during the next few years.

Market Drivers

Sales, mainly of H2 ICE trucks, off-road machinery/vehicles and gensets are driven by the need to avoid reliance on foreign energy (in India) and for environmental reasons – climate change and local pollution (in Europe, the US and elsewhere). In addition, hydrogen engines are somewhat similar to diesel engines, and can be produced by companies with the expertise and production facilities for diesel.

Given these reasons, there will always be national or local governments, or large companies willing to take a chance on a new technology, but early sales don’t necessarily mean that a mass market will follow.

In our experience, conducting modelling and interviews with experts for the last seven years, increasing sales of a new technology from 1%-2% to 5%-10% will only happen when the new technology is less expensive or clearly better in some way than the prevalent technology, or when existing technology is being legislated against in some way. The path to mass market H2 ICE looks very challenging given that the total cost of ownership of H2 ICE vehicles is more expensive than diesel and BEV vehicles, does not offer greater utility or more advantages vs diesel, and the existing diesel is not currently being phased out (especially in off-road). In addition, the infrastructure for hydrogen is not in place at present.

Diesel will be phased out earlier on-road than off-road, but in most on-road applications BEV will simply beat H2 ICE on cost, and perhaps infrastructure. Long-haul trucking is more of an open question as that is very difficult for BEV which means H2 ICE may be able to compete.

The no 1 reason why we think H2 ICE will be a niche application is that it will (in total cost of ownership) be too expensive. The high cost of hydrogen as a fuel, even after 2030, is the key problem here.

The second big reason is the lack of infrastructure (at least for now). It may make sense to use hydrogen vehicles near to existing sources of hydrogen – such as industrial facilities, ports and solar and wind farms that are creating hydrogen with spare electricity through electrolysis. In such cases, infrastructure costs and the costs of hydrogen transport may be reduced, allowing hydrogen vehicles to be competitive.

Engineering Challenges

On a positive note, the engineering challenges that H2 ICE engines and vehicles face are being solved. Much progress has been made by companies such as JCB and Cummins on challenges relating to spark plugs, embrittlement and so on. Injector lifetime, given the lack of lubrication, is still very poor but many companies are confident that they will improve it.

So if the issues around cost and infrastructure could be solved, hydrogen would have a bright future in commercial vehicles.

These findings are from our new H2 ICE report, which has H2 ICE vehicle forecasts to 2040 by region, vehicle/equipment type, and power/size. Direct injection vs port fuel is also shown. The report compares our forecasts for H2 ICE with those of fuel cell, battery electric, hybrid and non-electrified vehicles (mainly diesel). In addition, the report forecasts the price of hydrogen and has a sample total cost of ownership for Hydrogen ICE and how this compares to other powertrains.

The report also showcases leading suppliers, pros and cons of each supplier, and technical, market and legislative arguments to provide a complete picture of the market.

Jamie Fox, Principal Analyst. Fox has over 15 years experience in market intelligence covering components for commercial vehicles including electric vehicles. He holds a BSc in Physics and Astronomy and an MSc in Nanoscale Science and Technology. Jamie is based in Chile.

Ford Celebrates 100 Years in SA: Landmark PHEV Investment

Ford Motor Company is celebrating its proud 100-year legacy in South Africa with the announcement of a R5.2 billion (US$272 million) investment in its local operations for production of the first-ever Ford Ranger Plug-in Hybrid Electric Vehicle (PHEV).

Ford is also marking this historic milestone with the reveal of an expanded product range that will soon be available to its South African customers. The line-up comprises the all-electric Mustang Mach-E, the exciting seventh-generation Mustang range (which will include the most powerful naturally aspirated Mustang ever – the Mustang Dark Horse), the all-new Territory five-seater SUV, and the next-generation Tourneo and Transit Custom.

“This is a momentous occasion as we celebrate Ford’s Centenary in South Africa,” said Elena Ford, Chief Dealer Engagement officer, Ford Motor Company. “From humble beginnings that established Ford in South Africa in November 1923, our team and facilities here have grown into a world-class operation that delivers the highest-quality vehicles to our customers in South Africa and around the world.

In keeping with the 100th anniversary celebration theme, Ford and its project partners are creating 100 maths and science laboratories for primary schools around the country, building 100 early childhood development (ECD) centres, and funding 100 youth scholarships to promote learning in the fields of science, technology, engineering and maths.

Investment for Ranger Plug-in Hybrid

Ford Motor Company is investing R5.2 billion (US$272 million) in the Silverton Assembly Plant for production of the first-ever Ranger Plug-in Hybrid, commencing in late 2024.

The investment for the plug-in hybrid version of the Ranger incorporates a new battery pack assembly plant that is being constructed within the Silverton plant for the PHEV system. Ford’s Chassis Plant in the Tshwane Automotive Special Economic Zone (TASEZ) is also being upgraded to accommodate the unique chassis configuration for this model, including changes to the robots, welding equipment, control systems, conveyors and skids.

Furthermore, the vehicle assembly operations are being adapted to accommodate the Ranger Plug-in Hybrid, specifically on the Trim, Chassis and Final (TCF) line. This includes changes to the handling equipment, turnover fixtures, charging systems, leak detection and testing equipment, as well as a new repair area.

“The additional investment in the Silverton Assembly Plant for the Ranger Plug-in Hybrid takes our total manufacturing investment in South Africa over the past 14 years to around $1.72 billion, or nearly R33 billion,” says Andrea Cavallaro, Operations director, Ford International Markets Group. “It signals our commitment to the country, our employees and our extensive supplier network.”

Ford currently employs approximately 5,200 people in South Africa. The local operations support around 60,000 jobs in the total value chain amongst supplier companies and contributes more than 1 percent to South Africa’s GDP.

The Silverton Assembly Plant has an installed capacity to produce 720 vehicles per day over three shifts, or 200,000 vehicles per year.

“As with the current Ranger models, the new Ranger Plug-in Hybrid will be exported to Europe as part of our commitment to offer a wide range of powertrain options for customers in this important mid-size pickup segment,” Cavallaro says. “For the first time in about two decades the Silverton plant will also be supplying vehicles to Australia and New Zealand, as it will be the source market for the Ranger Plug-in Hybrid for these countries.”

The Ranger Plug-in Hybrid will deliver more torque than any other Ranger, thanks to a 2.3-litre Ford EcoBoost turbo petrol engine paired with an electric motor and rechargeable battery system. It can be driven in pure electric mode for more than 45 kilometres without using a drop of fuel or producing tailpipe emissions, helping customers save at the pump and reduce their environmental impact.

It will provide all the towing and payload capability you’d expect of Ranger, along with Pro Power Onboard for the first time, enabling customers to power their tools and appliances on a worksite or remote campsite by plugging them into power outlets embedded in both the cargo bed and the cabin.

Dudu Nxele