Transport Partnership
U.S. ENVIRONMENTAL PROTECTION AGENCY
How to Develop a Green Freight Program:
A Comprehensive Guide and Resource Manual
-------
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Introduction
MESSAGE FROM SMARTWAY
MODULES
Module I: Drivers for Green Freight Initiatives
Module II: Build Program Foundation
Module III: Create Program
Module IV: Launch and Implement Program
Module V: Evaluate, Refine, Enhance, and Expand
APPENDICES
Appendix A: Brief History of SmartWay and Major Milestones
Appendix B: Resources
Appendix C: SmartWay Program Materials
Introduction
-------
Chris Grundler, Director,
Office of Transportation
and Air Quality (OTAQ),
U.S. EPA
Message from SmartWay
Freight transportation is critical to businesses,
consumers, and the world economy. The freight
sector moves vast volumes of goods, commodi-
ties, materials, and food, domestically and glob-
ally, and is a primary factor in economic growth
and development. But goods movement comes
with an impact on the planet's environment: it
contributes a significant portion of mobile source
air pollution emissions, and its contribution is
expected to grow significantly in coming years.
Globally, carbon dioxide (C02) emissions from freight transport are
growing more quickly than those from passenger vehicles. In particular,
heavy duty vehicles are expected to be the largest emitter of C02 from
all transportation modes by 2035.1
Freight transport is also responsible for a substantial fraction of other
pollutants such as black carbon, which has a disproportionate impact on
short-term global warming. For example, in 2000, approximately 19 per-
cent of global black carbon emissions came from transportation sources,
with the vast majority being diesel-fueled.2 Similarly, diesel trucks are
responsible for the largest fraction of nitrogen oxides emissions among
all transportation sources.3
1. Climate and Clean Air Coalition (2014). Green freight goes global: Moving toward a
global action plan. Retrieved from http://www.epa.gov/smartway/about/documents/
webinars/ccac-webinar012214.pdf. p. 12.
2. U.S. EPA (2012). Report to Congress on Black Carbon. Retrieved from http://www.epa.
gov/blackcarbon/2012report/fullreport.pdf. p. 102.
3. J. Borken-Kleefeld (2012). Pollutant emissions from the road transport sector—
global and regional technology perspectives. Retrieved from http://www.htap.org/
meetings/2012/2012_10/Presentations/Monday/Borken_TRA_issues1 .pdf.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Increasingly, freight shippers and carriers and their customers are
demanding tools and solutions to better measure and manage their
greenhouse gas and other emissions nationally and globally. Recognizing
the social, environmental, and economic impacts of goods movement,
the U.S. EPA collaborated with the U.S. freight transportation industry in
2004 to create the SmartWay Transport Partnership to help reduce trans-
portation sector emissions and energy use from goods movement.
The SmartWay Transport Partnership uses a market-based, public-private
collaboration framework to provide freight shippers, carriers, and logis-
tics companies with tools to benchmark and improve fuel-efficiency,
save money, and track progress, while earning public recognition for their
achievements. Since its launch, SmartWay has grown into an effective
bi-national partnership program operating in the United States and Cana-
da. Its principal elements include:
• Partnership Program, which assesses, benchmarks, and tracks the
emissions of carriers, shippers, and logistics companies; includes a
national program to foster the adoption of advanced technologies and
strategies; and develops carbon benchmarking and reporting tools to
empower Partners to optimize their freight-related carbon footprint.
• Technology Program, which features technology assessment,
SmartWay Tractor/Trailer designation, and SmartWay technology verifi-
cation. The information provided by this program helps freight carriers
ensure the performance and effectiveness of investments in fuel
savings and emission reduction technologies.
• Recognition, marketing, and outreach activities, which give Part-
ners visibility (SmartWay website, logo, awards), information and
education (webinars, fact sheets, e-update, website, workshops), and
brand marketing (public service announcements, media campaigns,
events).
Introduction
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• Financing, which provides innovative mechanisms to help freight
transportation companies invest in installing fuel-saving and emis-
sions-reducing technologies.
• Light duty vehicle labeling, which creates consumer demand for
and awareness of SmartWay-certified vehicles which are used in pref-
erential leasing and purchasing programs.
SmartWay also supports international green freight programs in other
countries and regions, working (and sharing information) with global,
regional, and multilateral initiatives to develop consistent performance
metrics and measurement tools across the global supply chain.
This course book is designed to provide information, best practices,
lessons learned, and guidance to enable nongovernmental organizations,
governmental agencies, and other entities to design, build, and imple-
ment their own green freight programs modeled on SmartWay. It shares
best practices and lessons learned from the U.S. EPA's more than 10
years of experience in developing and implementing SmartWay. It is our
sincere hope that others will benefit from this experience and use this
guidance to develop effective green freight programs, which will benefit
not only stakeholders in host countries' freight industry but the global
climate as well.
This course book is designed to be used in a group session or workshop
led by an instructor or as a guide for personal study. It is divided into
five "modules" that walk readers through the process of establishing
a green freight program from the beginning stages of market analysis
through program assessment and future improvement. Each module can
be used as a stand-alone reference document; the five modules can also
be taken as a whole to provide a comprehensive approach to establish-
ing a green freight program. In addition to the main content, the work-
book includes tips, examples of how the SmartWay program operates,
and group exercises designed to set participants on the path to creating
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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a successful green freight program. Times indicated for sections and
group exercises are guidelines. Feel free to take as much or as little time
as you need to cover the material.
Modules at a Glance
Module I: Drivers for Green Freight Initiatives
Suggested time: 2 hours
Learn about the systemic drivers that can lead to the establishment of
a green freight program, as well as the benefits of using a voluntary
program approach to address these challenges and encourage environ-
mental improvements in the freight industry.
Sections and Exercises
A. Local and Global Impacts of the Freight Industry
Group Exercise: Identify the Impacts of Freight
B. Current and Prospective Regulatory Drivers
Group Exercise: The Regulatory Context for Green Freight
C. Freight Customer Needs and Industry Challenges
Group Exercise: The Value of Green Freight
D. Creating Your Green Freight Program
Group Exercise: The Value of Using a Voluntary Approach
Suggested
Times
15 min.
15 min.
15 min.
15 min.
15 min.
15 min.
15 min.
15 min.
1-2
1-7
1-7
1-12
1-14
1-18
1-19
1-22
Introduction
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Module II: Build Program Foundation
Suggested time: 3 hours
Learn about key aspects of a green freight initiative's program framework
and considerations for the development of a green freight program.
Sections and Exercises
A. Assess State of Freight Industry, Technologies, and Practices
Group Exercise: Assess the Freight Industry in Your Country
B. Identify Leaders in Industry, NGOs, Government Agencies,
and Academia
Group Exercise: Brainstorm Stakeholders
C. Establish the Administrative Infrastructure of the Program
Group Exercise: Outline Program Administrative Structure
D. Develop Program Performance Goals
Group Exercise: Program Goal Setting
E. Establish Budget and Secure Funding
Group Exercise: Brainstorm Funding Sources
Suggested
Times
30 min.
15 min.
15 min.
15 min.
30 min.
15 min.
15 min.
15 min.
15 min.
15 min.
11-2
1-12
1-14
1-15
1-17
1-18
1-19
1-20
1-21
1-24
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Module III: Create Program
Suggested time: 5 hours
Learn about the design and development steps needed to launch and
sustain a successful green freight program.
Sections and Exercises
A. Partnership Program Design and Development
Group Exercise: Developing Program Goals
B. Partner Tools and Database
Group Exercise: Developing Partnership Agreements
C. Brand Development, Marketing, and Outreach
Group Exercise: Create a Brand Platform
Group Exercise: Partner Outreach and Support Tools
Group Exercise: Create a Targeted List of Conferences
and Events
Group Exercise: Identify Outreach and Partner Support
Tools for Your Program
D. Technology Verification and Labeling
Group Exercise: Technology Verification and Labeling
Suggested
Times
50 min.
20 min.
111-2
111-2
11-11
11-11
1-40
11-41
11-47
11-51
11-58
11-58
11-73
Introduction
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Module IV: Launch and Implement Program
Suggested time: 3 hours
Learn how to ensure the successful launch and initial implementation of
a green freight program.
„ .. ... . Suggested
Sections and Exercises °
Times
A. Launch Charter Partners 15 min. IV-2
Group Exercise: Identify Prospective Charter Partners 10 m in. IV-3
B. Recruit Partners 15 min. IV-3
Group Exercise: Evaluate Industry Resources 10 min. IV-5
C. Train Partner Account Managers (PAMs) 15 min. IV-6
Group Exercise: Create a PAM Framework 10 min. IV-9
D. Launch Database 15 min. IV-10
Group Exercise: Review an Example Partner Tool 15 m in. IV-11
E. Launch Program Tools 20 min. IV-11
Group Exercise: Download the SmartWay Truck Tool 15 min. IV-12
F. Launch Finance Program 10 min. IV-12
Group Exercise: Outline Your Finance Program 10 min. IV-12
G. Begin Marketing Activities and Hold Inaugural Launch Event 15 min. IV-13
Group Exercise: Create a Launch Event Guest List 5 m in. IV-14
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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ModuleV: Evaluate, Refine, Enhance, and Expand
Suggested time: 2 hours
Learn how to grow, enhance, and mature the program, to transition
beyond initial program implementation, and to ensure that it will con-
tinue to meet the needs of the freight industry as the marketplace and
needs change.
Sections and Exercises
A. Collect Partner Feedback
Group Exercise: Develop a Feedback Plan
B. Compile, Process, and Evaluate Data
Group Exercise: Examine an Example Benefits Calculation
C. Refine and Add New Elements to Enhance and Expand
Program
Group Exercise: SmartWay Partner Portal
Group Exercise: Program Expansion Areas
Suggested
Times
10 min.
10 min.
V-12
V-14
Introduction
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NOTICE
This document contains copyrighted material on pages 1-6, 1-15, II-5, III-59, 111-61, III-70.
Credited images are the property of their listed sources, who reserve all rights; the table
on page 11-10 is released under a Creative Commons Attribution-ShareAlike 3.0 Unported
license (http://creativecommons.Org/licenses/by-sa/3.0/).
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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MODULE i Drivers for Green Freight Initiatives
In this module, you will learn about the systemic drivers that can lead to the establishment
of a green freight program, as well as the benefits of using a voluntary market-based, public-
private partnership program approach to encourage environmental improvements in the
freight industry. Key concepts include the impacts of the freight industry, regulatory drivers,
customer demands, and challenges to freight sustainability efforts.
CONTENTS
A. Local and Global Impacts of the Freight Industry 1-2
B. Current and Prospective Regulatory Drivers 1-7
C. Freight Customer Needs and Industry Challenges 1-14
D. Creating Your Green Freight Program 1-19
Suggested time for this module: 2 hours
Module I: Drivers for Green Freight Initiatives
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Freight Industry Structure
and Participation Roles
Many freight organizations
and stakeholders work
together to move product
smoothly from point A to
point B. The main types
of freight organizations,
as defined by SmartWay's
Partnership criteria, are
described below:
own or lease
and operate their own
truck fleets, rail lines,
air vehicles, barges, or
marine cargo vessels to
transport goods.
rs contract out
their shipping, most
commonly directly with
carriers but also through
logistics providers.
• Logistics providers
provide bundled logis-
tics services—including
management of materi-
als, transportation, and/
or inventory; inbound and
outbound freight; and/or
warehousing—to carriers
and shippers.
pro-
vide pickup and delivery
for domestic and interna-
tional shipments.
rs buy and
sell freight transportation
services and usually work
on behalf of carriers or
shippers.
Local and Global Impacts of the Freight
Industry
There are many important reasons for establishing a green freight
program. The freight industry has far-reaching and complex environ-
mental, social, and economic impacts that accrue at the local level but
have global consequences. While the freight industry provides a critical
service to the world's growing population, it nonetheless accounts for
a significant portion of the total emissions of black carbon, greenhouse
gases (GHGs), and other pollutants from the transport sector. In certain
regions of the world, the freight sector's contribution of GHG emissions
can be inordinately high. For example, in India, only 5 percent of vehicles
are trucks, yet they consume 46 percent of transport fuel and generate
63 percent of carbon dioxide (C02) and 59 percent of particulate matter
emissions (which includes black carbon).1 As globalization and urban-
ization continue, developing economies grow and standards of living
continue to rise; fuel consumption and emissions associated with freight
movement will rise as well. By the year 2050, medium- and heavy-duty
freight trucks worldwide are projected to consume 1,240 billion liters of
fuel, a 138 percent increase over 2000 levels.2
By establishing a green freight program in your country, you can achieve
many benefits for your citizens. Some of the primary benefits are listed
below.
Energy and environmental impacts
• Reduce public health impacts from diesel emissions. Oxides of
nitrogen (NOX) and particulate matter (PM), including black carbon,
1. Green FreightAsia. Competitive Advantage Through Fuel Efficient and More
Sustainable Operations. Retrieved from http://cleanairinitiative.org/portal/sites/default/
files/documents/Freight_Paper-_UNCRD_FINAL_Aug2010.pdf.
2. Green FreightAsia. Competitive Advantage Through Fuel Efficient and More
Sustainable Operations. Retrieved from http://cleanairinitiative.org/portal/sites/default/
files/documents/Freight_Paper-_UNCRD_FINAL_Aug2010.pdf.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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are key pollutants that are produced by the diesel engines that are
the workhorses of the freight industry. Those emissions contribute
to serious public health problems, including premature mortality, and
contribute to the creation of tropospheric ozone. These pollutants
aggravate respiratory and cardiovascular diseases, which can result in
increased hospital admissions, emergency room visits, and school ab-
sences; lost work days; and restricted activity days. Additionally, since
2002, the U.S. Environmental Protection Agency (EPA) has classified
exposure to diesel exhaust as likely to be carcinogenic to humans.
• Lessen impacts on vulnerable populations. Children, the elder-
ly, and people with existing health conditions are disproportionately
affected by emissions generated by the freight industry because their
cardiovascular, respiratory, and immune systems are more vulnerable
to pollutants. In addition, freight yards, ports, borders, and other areas
of concentrated truck/rail activity are often near lower-income neigh-
borhoods, with their emissions disproportionately impacting these
communities.
• Reduce black carbon and GHG emissions that contribute to
climate change. The transportation sector consumes a significant
amount of diesel fuel, and the freight industry is a major component
of the transportation sector (though exact proportions vary from coun-
try to country). In terms of emissions, every liter of diesel consumed
creates 2.7 kilograms of C02—a major GHG—as well as black carbon,
another key contributor to climate change.
• Improve energy security. The freight industry is largely reliant on
petroleum-based fuels, which constitute up to 30 percent of oper-
ational costs in mature markets.3 A freight industry that uses less
fuel is also less vulnerable to fuel price increases, less vulnerable to
changes in fuel availability, and less reliant on imported fuels.
3. KPMG International (2011). Competing in the GlobalTruck Industry: Emerging Markets
Spotlight. Retrieved from http://www.kpmg.com/Global/en/lssuesAndlnsights/
ArticlesPublications/global-truck-industry/Documents/emerging-markets.pdf.
(jQj) Defining the Terms
What Is Black Carbon, and
How Does It Impact the
Environment?
Black carbon is a compo-
nent of PM that comes
from the incomplete com-
bustion of fossil fuels, bio-
fuels, and biomass. Older,
less efficient engines and
higher-sulfur diesel fuels are
significant sources of black
carbon. It is very effective
at absorbing light and also
reduces the reflectivity
of snow and ice, which
contributes to increased
temperatures and accelerat-
ed snowmelt.
Module I: Drivers for Green Freight Initiatives
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Social and economic impacts
• Lower transportation fuel costs. Fuel prices have a significant
impact on freight carrier profitability and competitiveness. They also
affect the cost of delivering products to shippers and, ultimately, to
consumers. In the United States, along with labor, fuel costs repre-
sent the highest portion of operating costs for truck freight transporta-
tion.4 In countries with lower labor costs that rely on fuel imports, fuel
costs may be responsible for up to two-thirds of total freight costs.6
So a green freight program that delivers improved freight operating
efficiency and reduced fuel consumption will have a direct economic
benefit to freight carriers, shippers, and the public.
• Mitigate infrastructure and congestion problems. The freight
industry demands space on roads for moving its products by truck.
Freight movement can exacerbate already congested roadways,
particularly in urban areas, increasing the costs associated with lost
productivity. For example, recent estimates put the daily cost of
traffic congestion at $55 million per day in the Philippines.6 More
efficient freight operations, such as reducing empty-miles, can both
help reduce congestion and minimize freight-related infrastructure
needs and pollution. Furthermore, as urban populations and vehicle
ownership grow (estimates suggest that people living in cities will
nearly double by 2050, reaching 6.3 billion globally; vehicle ownership
will increase at the same time, particularly in developing countries7),
4. American Transportation Research Institute (2010). An Analysis of the Operational
Costs of Trucking. Retrieved from http://www.atri-online.org/research/results/
ATRITRBOpCosts.pdf.
5. Green FreightAsia. Competitive Advantage Through Fuel Efficient and More
Sustainable Operations. Retrieved from http://cleanairinitiative.org/portal/sites/default/
files/documents/Freight_Paper-_UNCRD_FINAL_Aug2010.pdf.
6. Remo, M.V. (2013). Traffic costs P2.4B daily. Philippine Daily Enquirer. July 6. Retrieved
from http://business.inquirer.net/130649/traffic-costs-p2-4b-daily. (P2.4 billion at 0.023
U.S. dollars per Philippine peso.)
7 Shell Foundation (2012). Scaling Solutions for Sustainable Mobility.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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freight efficiency will become imperative to minimizing congestion
and transportation-related air pollution.
Improve roadway safety. All on-road traffic poses safety risks,
including accidents resulting in injuries and loss of life. As overall
traffic volumes increase, so do such accidents. Large, heavy-duty
trucks can be responsible for a significant and increasing proportion of
overall accidents and fatalities. For example, the figures below show
truck-related fatalities in the United States from 2009 to 2011. During
this time, the fatality incidence rate associated with truck accidents
increased in comparison to total fatalities for all vehicles.8 It is inter-
esting to note that individuals involved in large truck accidents are
much more likely to die (as opposed to just being injured) compared
to those involved in an average "All Vehicle" accident. For example,
in 2011 fatalities from large truck accidents accounted for about 10
percent of all of the total vehicle fatalities, but injuries from large
truck accidents only account for about 4 percent of all vehicle injury
accidents. To the extent that green freight programs improve routing,
reduce kilometers travelled, and reduce truck speeds, overall roadway
safety should also improve.
Figure 1.1 - Fatality Rates (per 100 Million Vehicle-Miles Traveled)
for Large Trucks and Buses, and All Vehicles, 2009-2011
2009
2010
2011
0.122
I
0.133
I
0.136
1.15
1.11
1.10
LargeTrucks and Buses | All Vehicles
Source: Federal Highway Administration, Highway Statistics 2010 and Highway Statistics
2011, Table VM-1; and National Highway Traffic Safety Administration, PARS and GES.
8. Federal Motor Carrier Safety Administration (2013). Commercial Motor Vehicle Facts
- March 2013. p. 2. Retrieved from www.fmcsa.dot.gov/safety/data-and-statistics/
commercial-motor-vehicle-facts-%E2%80%93-march-2013.
Module I: Drivers for Green Freight Initiatives
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Figure 1.2 - Injury Rates (per 100 Million Vehicle-Miles Traveled)
for Large Trucks and Buses, and All Vehicles, 2009-2011
Fuel Economy
ImprovementTechnologies
and Strategies
Aerodynamic retrofits
(e.g., cab, roof, and trailer
fairings; nosecones)
Rolling resistance
improvements (e.g.,
low-rolling-resistance
tires, single-wide tires,
tire pressure monitor-
ing, and automatic tire
inflation)
Idle reduction technolo-
gies and strategies (e.g.,
auxiliary power units,
auto engine start/stop,
truck stop electrification)
Improved engine/pow-
ertrain design (e.g.,
turbocharging, turbocom-
pounding, hybridization)
Lightweighting (e.g., alu-
minum wheels, engine,
and trailer)
Operational efficiency im-
provements (e.g., route/
network optimization,
packaging reductions,
driver training)
2009
2010
2011
3.15
3.57
3.80
75.0
75.5
75.3
Close-up of gap fairing technology
LargeTrucks and Buses | All Vehicles
Source: Federal Highway Administration, Highway Statistics 2010 and Highway Statistics
2011, Table VM-1; and National Highway Traffic Safety Administration, PARS and GES.
• Drives technological innovation.
Green freight programs can play a role
in spurring technological advances in
engine, tractor/trailer, and tire design,
as well as cleaner fuel standards.
Programs can also help bring those
innovations to market at a scale that
drives down costs. For example,
SmartWay has promoted the use of aerodynamic truck and trailer
treatments such as gap reducers, which have become increasingly
common on tractor-trailer rigs in the United States and can reduce
fuel consumption by 5 percent or more. In addition, the pervasive-
ness of computer- and GPS-based freight tracking systems allows for
significant improvements in operational efficiency, such as the reduc-
tion of empty back-hauls. As truck fleets in other countries continue
to take advantage of new efficiency technologies and logistics strat-
egies, their adoption will become easier and less costly elsewhere.
Freight carriers and shippers that do not adopt these measures soon
are likely to operate at a disadvantage relative to their competition.
• Local economic development. Freight efficiency keeps local capital
local and frees up financial resources for alternative uses. A green
freight program can also foster new local industries. Jobs associated
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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with installing and maintaining clean diesel technologies, for example,
can be created and sustained from the demand driven by a green
freight program.
GROUP EXERCISE:
Identify the Impacts of Freight
15 minutes
Create lists of environmental, social, economic, and other
impacts that the freight industry has in your country (include
both positive and negative impacts).
Current and Prospective Regulatory Drivers
Global trends in NOX and PM regulations
For years, many countries have been developing and implementing
regulations to address the significant health and environmental impacts
of diesel exhaust. A number of countries and regions have adopted
complementary sets of standards for exhaust emissions and clean diesel
fuel specifications. These include the European Union, Brazil, Canada,
China, and Mexico, among many others. The engine standards have
typically targeted new engine and vehicle manufacturers and are often
based upon U.S. or European Union requirements. They have become
progressively more stringent since the 1990s, with both NOX and PM
emissions levels falling by up to 99 percent from uncontrolled levels.
These standards are possible only when paired with regulations that
bring ultra-low-sulfur diesel fuel (50 to 15 parts per million [ppm] sulfur)
to market, enabling retrofit installations of or new equipment with PM
filters and diesel oxidation catalysts that can eliminate 99 percent of
carbonaceous PM and 90 percent NOX emissions reductions.
Low-Sulfur Fuel and Clean
Diesel Technologies
The level of sulfur in diesel
fuel can vary substantially
from region to region, and
even over time within a
given area due to differenc-
es in crude oil and refining
processes. Advanced clean
diesel technologies are only
possible with lower-sulfur
fuel, and even relatively
small increases in sulfur
levels can impair catalyst
and filter function. Thus,
adoption of advanced NOX
and PM emissions stan-
dards will require rigorous
monitoring and enforce-
ment of associated diesel
fuel sulfur standards.
Module I: Drivers for Green Freight Initiatives
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In addition to the associated health benefits and GHG reductions, reduc-
ing PM also reduces black carbon emissions. Black carbon is of particular
concern due to its very high global warming potential—by some esti-
mates 680 times higher than carbon dioxide's on a mass basis.9
The following table summarizes the historical emissions standards for
heavy on-road diesel engines in both the United States and the European
Union, clearly demonstrating the progressive tightening of NOX and PM
limits over time.
Figure 1.3 - Heavy-Duty Diesel Truck Emissions Standards,
EPA and EU (Engine DynamometerTesting overTransient Cycles)
EPA, Converted to g/kWh
Year
1994
1998
Year
2004: Option 1
2004: Option 2
Year
2007+
HC
1.74
1.74
NMHC
n/a
0.67
NMHC8
0.19
CO
20.79
20.79
CO
20.79
20.79
CO
20.79
NOX
6.71
5.36
NOX
3.22
3.35
NOxa-b
0.27
PM
0.13
0.13
PM
0.13
0.13
PM
0.013
EU, g/kWhc
Date, Stage
2000, Euro III
2005, Euro IV
2008, Euro V
2013, Euro VI
NMHC
0.78
0.55
0.55
0.16d
CO
5.45
4.00
4.00
4.00
NOX
5.00
3.50
2.00
0.46
PM
0.16
0.03
0.03
0.01
CO: carbon monoxide NMHC: nonmethane hydrocarbons
g/kWh: grams per kilowatt-hour NOx: nitrogen oxides
HC: hydrocarbons PM: particulate matter
a. Sales-weighted phase-in from 2007 (50%) to 2010 (100%).
b. Most engines from 2007 to 2009 meet the family emissions limit of -1.6-2 g/kWh NOX
c. Note that additional steady-state standards also applied to Euro Ill-Euro V.
d. For diesel engines, this is aTHC standard.
9. GWPioo, or 100-year global warming potential estimate. From Clean AirTask Force
(2009). The Carbon Dioxide Equivalent Benefits of Reducing Black Carbon Emissions
from U.S. Class 8 Trucks Using Particulate Filters: A Preliminary Analysis.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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The technologies used to meet the above NOX and PM strategies gen-
erally require additional energy and therefore decrease vehicle efficiency
to some degree. For example, diesel particulate filters can erode fuel
economy by 2 to 4 percent.10 If adopted alone, these technologies do not
offer cost savings or a market incentive for adoption. However, if vehicle
PM and NOX controls can be bundled with integrated fuel efficiency im-
provement strategies, fleet managers can effectively offset these costs
through greater overall fuel savings.
The Interdependence of Vehicle
Emissions and Fuel Standards
No significant air pollution reduction strategy can work without
reducing sulfur in fuels to near-zero levels. A pollutant itself, sulfur
interferes with and eventually disables technologies used to control
other air pollutants. More specifically, sulfur fouls conventional and
advanced technologies to control vehicle emissions, including CO,
PM, NOX, and hydrocarbons. Low-sulfur fuels are the key to reducing
emissions from existing vehicles and enabling advanced control tech-
nologies and fuel-efficient designs for new vehicles.
Sulfur is a naturally occurring component of crude oil and is found
in both gasoline and diesel. When those fuels are burned, sulfur is
emitted as sulfur dioxide or sulfate PM. Any reduction in fuel sulfur
immediately reduces these sulfur compounds; as sulfur levels decline
past a certain point, the benefits increase to include total pollutant
emissions.
Reduced-sulfur fuel (-150 ppm) makes existing vehicles cleaner,
decreasing emissions of CO, hydrocarbons, and N0xfrom catalyst-
equipped gasoline vehicles and PM emissions from diesels, with and
without oxidation catalysts. These benefits increase as vehicles are
designed to meet higher emissions standards and sulfur levels are
10. Cambridge Systematics (2010). NCHRP 25-25 (Task 59): Evaluate the Interactions
Between Transportation-Related Particulate Matter, Ozone, Air Toxics, Climate Change,
and Other Air Pollutant Control Strategies.
Module I: Drivers for Green Freight Initiatives
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The Interdependence of Vehicle
Emissions and Fuel Standards (continued)
reduced further. Low-sulfur fuel (~50 ppm) allows for advanced con-
trol technologies for diesel vehicles. Near-zero sulfur fuel (-10 ppm)
allows for the use of NOX absorbers, reducing NOX emissions to more
than 90 percent in both diesel and gasoline vehicles. This enables
more fuel-efficient engine designs that are incompatible with current
emissions control systems. Particulate filters achieve the maximum
efficiency with near-zero sulfur fuels, virtually eliminating PM emis-
sions altogether.
The technologies required to reduce sulfur to near-zero levels are in
use in many areas of the world. Current costs are reasonable and
the refining industry continues to make progress in developing more
active catalysts and novel processes for removing sulfur, reducing
costs even further.
Studies show the benefits of sulfur reduction far outweigh the costs,
even though required refinery investments continue to be signifi-
cant. EPA found that human health and environmental benefits due
to sulfur reduction were 10 times higher than the costs. (This study
assumed stricter emissions standards contingent on low-sulfur fuels.)
Furthermore, a European study showed that near-zero sulfur fuels
significantly reduce total fuel costs by increasing fuel economy. The
considerable potential for GHG emissions reductions adds further to
the health, environmental, and social benefits of sulfur reduction.
From: Blumburg, K., M.Walsh, and C. Pera (2003). Low-Sulfur Gasoline and
Diesel: The Key to Lower Vehicle Emissions. International Council on Clean
Transportation. Retrieved from http://www.theicct.org/sites/default/files/
publications/Low-Sulfur_ICCT_2003.pdf.
Global trends in fuel efficiency standards and CO2
emissions
While adoption of emissions and fuels standards targeting NOX and
PM has become widespread, many countries have not made as much
progress in regulating heavy-duty diesel vehicle fuel efficiency and
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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C02 emissions. The very broad size and weight range associated with
heavy-duty trucks, as well as the wide variety of their applications, have
made reasonable, equitable fuel efficiency standards for heavy trucks
more difficult to develop than standards for light-duty vehicles. Even
after efficiency and emissions standards are adopted for new vehicles,
their full impact can take years or decades to be seen. Because of the
extreme durability and longevity of heavy diesel trucks, fleet turnover is
generally a slow process.
In the United States, in 2011, EPA and the National Highway Traffic Safety
Administration (NHTSA) jointly adopted fuel economy and C02 emissions
rate standards for heavy trucks and buses to be phased in from 2014
through 2018. In addition to improving energy security and addressing
climate change concerns, these regulations will have the added benefit
of significantly reducing fuel costs for vehicle owners and operators in
the long run. These agencies also developed separate standards for com-
bination tractors, heavy-duty pickup trucks and vans, and vocational vehi-
cles (e.g., service trucks and buses) in order to account for their unique
uses and constraints. Of these standards, those for combination tractors
are directly relevant to freight carriers. Differentiated standards were
adopted for nine sub-categories of combination tractors based on weight
class, cab type, and roof height. The final standards will achieve a 9 to
23 percent reduction in emissions and fuel consumption from affected
tractors over the 2010 baselines. (Note that these standards only apply
to heavy-duty tractors, not trailers.) The following table presents the new
U.S. standards for combination tractors, expressed in C02 emissions as
well as fuel consumption rates."
11. ICCT (2013). US: Heavy-duty: Fuel consumption and GHG. Retrieved from http://
transportpol icy. net/index.php?title=US:_Heavy-duty:_Fuel_Consumption_and_
GHG#CO2_and_Fuel_Consumption_Standards.
Module I: Drivers for Green Freight Initiatives
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Figure 1.4- Final (MY 2017) Combination Tractor Standards
PA CO2 Emissions NHTSA Fuel Consumption
g/ton-mile
Mid
Roof
High
Roof
gal/1,000 ton-mile
Low
Roof
Mid
Roof
High
Roof
115
10.2
11.3
89
8.4
73
72
6.5
7.1
Other countries have also begun to adopt heavy-duty fuel economy
regulations. Canadian fuel economy targets take effect in 2014 and are
closely aligned with U.S. standards. Japan adopted the first fuel econ-
omy standards for heavy vehicles with a gross vehicle weight greater
than 3.5 tonnes in 2005 (phased in through 2015) based on kilometer
per liter targets, resulting in a 12 percent reduction in fuel consumption.
The Japanese regulatory targets also incorporate incentive mechanisms
such as progressive taxes based on vehicle weight and engine size.
China began the adoption of fuel consumption limits in 2012. China's
Phase I standards apply to vehicles greater than 3.5 tonnes. Separate
standards apply to straight trucks, tractors, and buses, and vary by gross
vehicle weight. China is currently developing more aggressive (Stage II)
standards.
GROUP EXERCISE:
The Regulatory Context for Green Freight
15 minutes
Discuss regulations and regulatory trends related to the
freight industry in your country. Do the current emissions and
fuel standards permit advanced emissions controls? If not,
how can a green freight program help accelerate the advance-
ment of those standards?
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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The Challenge of Legacy Vehicles
The 2007 U.S. heavy-duty truck emissions standards (fully phased
in by 2010) required emissions reductions relative to earlier truck en-
gines, resulting in NOX and PM reductions of more than 90 percent.
In time, these standards will result in dramatic emissions reductions
for the United States' heavy-duty fleet as a whole. However, diesel
trucks are remarkably durable. In 2011, more than 43 percent of all
combination trucks were still on the road after 20 years of service,
even though annual mileage accumulation rates decrease with vehi-
cle age.
Because of the slow turnover of the heavy-diesel truck fleet, it can
take decades to see the full benefit of adopting emissions standards
for new engines. The figure below clearly demonstrates this fea-
ture of the heavy truck fleet, showing the fraction of NOX, PM (with
particles 10 micrometers or smaller in diameter), and total mileage at-
tributable to pre-2010 model year long-haul diesel trucks in the United
States. Over the period shown, the mileage fraction associated with
these older trucks drops dramatically (from roughly 90 to 20 percent).
However, due to their much higher emissions rates, these older vehi-
cles are still responsible for the majority of emissions in 2020 (about
50 percent of NOX and about 85 percent of PM). This disproportionate
relationship between truck age and the fraction of emissions high-
lights the need for programs to address the emissions associated
with the in-use ("legacy") fleet through green freight programs and
other strategies.
Figure 1.5 - Fraction of NOX, PM10, and Total Mileage
Attributable to Pre-2010Trucks
2010
2012
2018
2014 2016
Calendar Year
Source: Generated by default national inputs from the MOVES2010b model.
2020
Module I: Drivers for Green Freight Initiatives
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Freight Customer Needs and Industry
Challenges
Growing customer demand for global carbon accounting
and reporting
In addition to complying with regulations targeting PM, NOX, and fuel
economy, more and more the freight industry is being asked to define
its contribution to their customer's carbon footprints and climate risk.
Reporting C02 emissions ("carbon reporting") is becoming common-
place for various industry sectors around the globe, often driven by
customer interest in product and service sustainability. As a result, cor-
porate customers, shareholders, lenders, and insurers are increasingly
demanding greener freight options to complement their overall corporate
social responsibility (CSR) initiatives. CSR initiatives often include carbon
reporting goals through nonprofit organizations like the Carbon Disclo-
sure Project, which provides a platform for organizations to report their
carbon performance. These organizations assist corporations seeking to
understand the sources of their GHG emissions and decrease emissions
through both operations and supply chain management include a freight
transportation component. Overall, indirect emissions, of which transpor-
tation is a major contributor, can represent as much as 86 percent of a
company's total emissions.12
In order to fulfill the reporting requirements of their sustainability initia-
tives, freight customers need to quantify the environmental impact of
their freight. The 2012 CDP Supply Chain Report indicates that 39 per-
cent of reporting Supply Chain member companies will begin deselect-
ing suppliers that do not adopt good carbon-management practices. So,
as awareness of climate change issues continues to increase worldwide
12. Mathews, H S., C.T Hendrickson, and C.L.Weber (2008). The importance of carbon
footprint estimation boundaries. Environmental Science and Technology 42: 5839-5842.
As cited in Carbon Disclosure Project (2012). CDP Supply Chain Report 2012: A New
Era: Supplier Management in the Low-Carbon Economy.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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GHG Protocol Emissions Scope
When business and organizations report their GHG emissions for
the Greenhouse Gas Reporting Protocol, they account for both their
direct emissions (Scope 1 emissions) and indirect emissions (Scope
2 and 3 emissions). Scope 1 emissions are direct emissions from
company-owned or company-controlled sources. Scope 2 emissions
are indirect emissions from the generation of purchased energy,
and Scope 3 emissions are all indirect emissions that occur in the
company's value chain. When an organization hires a freight transport
company to move its products, those transport emissions contribute
to that organization's Scope 3 emissions.
Figure 1.6 - Overview of GHG Protocol Scopes
and Emissions Across the Value Chain
^^^H ^^^H ^^^9
Scop. 2
Scoft 1
World Resources Institute
among investors and consumers, reducing supply chain carbon emis-
sions through efficient freight choices is becoming an economic
imperative.13
13. Carbon Disclosure Project (2012). CDP Supply Chain Report 2012: A New Era: Supplier
Management in the Low-Carbon Economy.
Module I: Drivers for Green Freight Initiatives
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(JQJ) Defining the Terms
What Is "Corporate Social
Responsibility"?
Corporations worldwide are
increasingly making public
commitments to reduce
their impact on the environ-
ment and improve relation-
ships with the communities
in which they operate.
For many companies, a
significant part of these
corporate social responsibil-
ity commitments involves
increasing efficiency (which
reduces costs) and reducing
emissions of their fleets
and those of their suppliers.
Hundreds of multinational
corporations have joined
SmartWay and have publicly
committed to cleaner, more
efficient freight operations.
Many of today's multinational firms and global suppliers are also inter-
ested in green freight programs in particular, especially if they build in
standardized carbon reporting requirements. Companies like Walmart
and IKEA that have global operations need to coordinate freight logistics
in multiple countries to get products delivered from factory to customer
in the most fuel-efficient manner possible. Not only are they seeking
to reduce costs, but they are driving the demand for tools to accurately
measure and reduce their carbon footprint throughout their entire supply
and delivery chains worldwide.
Customers, clients, and shareholders are increasingly demanding trans-
parency, accountability, and disclosure. Supply chain sustainability efforts
create real business value through new products and services, premium
pricing opportunities, and enhanced corporate reputations. Because
carbon is a leading indicator of operational efficiency, addressing car-
bon reduces operating costs, improves a company's ability to compete
globally, and reduces climate and supply chain risk. For example, the
Carbon Disclosure Project findings from 2013 reported that 90 percent of
members report business risks from climate change and 73 percent of
members report cost savings from emissions reduction activities.
Making carbon footprint information publicly available, as the Carbon Dis-
closure Project and the Global Reporting Initiative do, can inspire a gen-
eral movement toward sustainable operations. However, market-based
green freight programs can do more by strongly incentivizing continual
carbon performance improvements among their participants.
Additionally, many corporations are responding to internal and external
pressures to adopt CSR goals and initiatives. Driven by a recognition of
corporations' influence on such global issues as human rights, labor prac-
tices, climate change, economic development, and poverty, more and
more stakeholders (e.g., shareholders, employees, customers, nonprofit
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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and advocacy organizations, local communities) are holding corporations
accountable for their actions, meeting best practices, and submitting to
third-party inspections and oversight. Participating in a green freight pro-
gram responds to CSR concerns and can be a centerpiece in a corpora-
tion's efforts to become a more responsible corporate citizen.
Emerging need for common data points
For any marketplace, the absence of common standards, benchmarks,
and comparable data points makes it difficult for buyers and sellers to
compare products and services. In the freight sector, the lack of this
type of information—emissions, fuel economy, environmental perfor-
mance per ton-mile, etc.—hampers progress in bringing cleaner and
more efficient practices and technologies to scale.
When freight customers have access to carrier efficiency and carbon
emissions data, they can choose the carriers with the lowest environ-
mental impacts and account for the carbon impacts of their supply chain
options more accurately. In addition, when freight carriers have reliable
information on industry efficiency benchmarks, they will be incentivized
to identify and adopt cost-effective technologies and operational practic-
es to lower their fuel consumption and emissions rates, better enabling
them to compete and to become preferred providers for clients.
In most countries, neither freight carriers nor their customers have
traditionally had harmonized industry standards on how to quantify,
benchmark, and report fuel or carbon efficiency. This means that com-
panies that buy transportation services often have no way of choosing
"greener" transportation options, while local transportation companies
are not incentivized to invest in those options, since the lack of trans-
parency means that those investments and their benefits are not easily
recognized.
Module I: Drivers for Green Freight Initiatives
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GROUP EXERCISE:
The Value of Green Freight
15 minutes
Develop a list of challenges, benefits, and justifications that
effectively communicate why your country would benefit
from a green freight program.
How SmartWay Did It
After Identifying Market Failures and Limitations of a
Traditional Regulatory Approach, EPA and Industry
Collaborate to Create SmartWay
Over time, thanks to new fuel economy standards aimed at new
engines, the U.S. freight vehicle fleet will become substantially more
fuel-efficient. However, the new standards will not affect vehicles
manufactured before 2014. They will remain active in the freight fleet
for years to come.
To address this challenge, before SmartWay was launched in the Unit-
ed States, EPA identified a number of market failures that had been
blocking efforts by shipping and logistics companies to improve the
environmental performance of their legacy fleets. There was a notable
lack of available fuel efficiency and emissions performance data for
truck fleets and rail lines, and shippers had no reliable or credible way
to benchmark the performance of their chosen carriers. In addition,
there was little reliable information from credible, neutral third parties
on the performance of new and available technologies, which in turn
created confusion and skepticism toward how they would function in
the real world and whether they were worth investing in.
Carriers also experienced significant disincentives from making im-
provements. Since the industry was predominantly made up of small
trucking companies operating on small profit margins, most were un-
willing or could not afford to invest in new technology. Even if these
small companies could cover the capital outlay of a new investment
with expected fuel savings, they could not afford any breakdowns or
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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How SmartWay Did It (continued)
failures from new, unproven equipment or risk failure to honor
delivery commitments. Larger fleets that could afford to make im-
provements had limited incentive to do so as long as fuel costs were
relatively low. Without these parties installing new technologies, the
legacy fleet—difficult to control through regulations—would contin-
ue to operate inefficiently for years, until those vehicles were finally
replaced.
EPA also realized that businesses would not buy into a regulatory
solution that they felt was being imposed on them, but they could
help EPA achieve fuel savings and emissions reduction goals through
partnership and collaboration. The SmartWay program design there-
fore incorporated market incentives into a new public-private partner-
ship model, creating a strong business case and mutual wins for all
freight stakeholders: freight shippers, carriers, and logistics providers.
This has led to a strong partnership where industry and EPA both
benefit from reduced emissions, fuel usage, and operational costs.
Creating Your Green Freight Program
In creating a successful green freight program, a country follows one of
three paths:
• Develop regulations
• Establish a voluntary partnership program
• Use both regulatory and voluntary approaches
Experience has shown that creating a program that uses both regulatory
and voluntary approaches is likely to be the most effective. While regula-
tory approaches usually target new vehicles, partnership approaches are
often the preferred method for addressing in-use vehicles (also known
as "legacy fleet"). Nonetheless, establishing a green freight partnership
program does not preclude deploying regulatory strategies or grant/
Module I: Drivers for Green Freight Initiatives
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mm Further Information
Examples of SmartWay
Partnership Agreements
can be found in Appendix C.
subsidy approaches, nor is the reverse true. Both approaches to reducing
emissions from the freight sector can be successful and work in tan-
dem. This course book focuses on developing a market-based, voluntary
partnership program that complements ongoing regulatory efforts.
What is a voluntary partnership program?
In essence, a voluntary partnership program is a structured relationship
between a government agency and multiple private sector entities to ad-
dress a public policy challenge. Such challenges can include air pollution
resulting from economic activity, energy security, or other issues not ful-
ly addressed by private sector markets. Voluntary partnership programs
are a popular policy tool in the United States and are increasingly popular
in other countries. They are deployed in lieu of or as a complement to
regulatory programs to achieve environmental goals. They can be effec-
tive tools because they can spark action without legislation, regulations,
or civil penalties.
In a voluntary program, participants, or partners, commit to benchmark-
ing, monitoring, and sharing or reporting information as well as taking
specific verifiable actions beyond "business as usual." In exchange, the
government agency commits to helping to remove market and other
barriers, providing a reliable source of performance data and technical
support, furnishing public recognition, and supplying other market incen-
tives. Typically, participation in a voluntary program is codified in either
a memorandum of understanding or a partnership agreement. Both
documents are legally binding agreements that either party can termi-
nate at any time, if the terms are violated, without fear of fines or other
penalties.
Voluntary partnership programs can easily be used to provide grants or
subsidies for equipment retrofits, engine rebuilds/early retirement (scrap-
page), and alternative/clean fuel adoption to reduce emissions. Examples
of such programs include EPA's National Clean Diesel Program and the
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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California Air Resources Board's Carl Moyer Program. In addition, vol-
untary programs such as SmartWay (United States and Canada), Green
Freight Europe, Objectif C02 (France), Green Freight Asia, andTransporte
Limpio (Mexico) can be successful in collecting standardized, reliable
activity and fuel consumption data from freight carriers and making them
available to their customers (shippers). Brazil, Chile, Japan, South Korea,
and Australia are developing or considering developing similar programs.
Successful participants in partnership programs will often find them-
selves "ahead of the curve" in terms of meeting vehicle, fuel, and
operational efficiency targets if and when performance standards are
adopted. Conversely, the data and knowledge obtained during the course
of a well-run partnership program, such as voluntarily submitted data on
partner actions, facilities, and resources, can be used to inform success-
ful regulatory programs and more effective environmental policies down
the line.
Successful voluntary green freight programs share several core
elements:
• Standardized data collection and performance benchmarking tools
and processes that are organized by a neutral party, who can ensure
protection of sensitive data as well as data consistency, integrity, and
verification.
• Enhanced collaboration among stakeholders (shippers, carriers, and
logistics service providers) to share best practices and jointly scale up
green freight efforts.
• Streamlined and consistent methods for measuring and reporting
fuel, C02, and other emissions.
• Active participation of the private sector in developing green freight
policies and programs that are consistent with each other and with
those of other global green freight programs.
Did You Know?
Voluntary Programs Can
Help Shape National
Standards
EPA and NHTSA drew from
the SmartWay experience
to identify technologies and
operational approaches that
fleet owners, drivers, and
freight customers could
incorporate to meet the
new national fuel economy
standards for heavy-duty
vehicles. These agencies
coordinated their efforts
to develop harmonized
C02 emissions standards
(EPA) and fuel consumption
standards (NHTSA). The
standards recognize the
diversity of the heavy truck
fleet, differentiating stan-
dards for tractor rigs, which
typically haul freight, and
vocational (work) trucks. The
first phase of the standards
will be implemented for
2014-2018, with subse-
quent standards (Phase 2)
currently under evaluation.
NHTSA and EPA believe
that operational measures
promoted by SmartWay
can also complement the
final standards and provide
benefits for the existing
heavy-duty fleet.
Module I: Drivers for Green Freight Initiatives
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mm Further Information
For more information about
program branding, outreach,
and recognition events, see
Module III, Section B.
• Consistent branding, strong initiatives for outreach and marketing
to core stakeholder groups, high-profile recognition events, and, if
possible, leveraged financial support.
GROUP EXERCISE:
The Value of Using a Voluntary Approach
15 minutes
Discuss the benefits of using a voluntary partnership program
approach to create a green freight program in your country.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Notes
Module I: Drivers for Green Freight Initiatives
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Notes
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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MODULEii Build Program Foundation
In this module, you will learn about key aspects of a green freight program framework
and considerations for the development of a green freight initiative. Key concepts include
pre-program industry assessment, administrative infrastructure, program evaluation
methodology, and funding issues.
CONTENTS
A. Assess State of Freight Industry, Technologies, and Practices 11-2
B. Identify Leaders in Industry, NGOs, Government Agencies, and Academia 11-14
C. Establish Administrative Infrastructure for the Program 11-17
D. Develop Program Performance Goals 11-19
E. Establish Budget and Secure Funding 11-21
Suggested time for this module: 3 hours
Module II: Build Program Foundation
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Assess State of Freight Industry, Technologies,
and Practices
Operating conditions vary greatly from country to country within the
freight sector, and the business strategies and incentives that work for
companies in one country may not necessarily work in another. In order
to design and implement a green freight program that effectively meets
the needs of your country's freight sector, invest some time and resourc-
es to better understand how your freight shippers and carriers operate.
Before you begin to outline a program framework, identify stakeholders,
or conduct outreach to prospective partners, identify current and poten-
tial issues that face the freight industry in your country. By examining
freight industry practices and technologies, you can identify the best
places to allocate initial resources and plan for potential expansion areas.
Below are some of the significant factors to consider when designing
your green freight program.
Cost of operations vanes significantly from country to country. Because
a significant portion of freight industry capital is invested in commer-
cial vehicles, freight companies pay close attention to the total cost of
ownership of a vehicle. In emerging markets where the freight industry
is relatively young and expanding, the purchase price of a vehicle plays
a more significant role than in mature markets such as Western Europe,
where vehicle service and repair costs are higher. For these reasons, it
is crucial to design your program incentives and requirements to account
for freight carrier economic considerations.
Projected growth of your country's freight sector may have a significant
impact on the design of your program. In established markets such as
Western Europe and North America, the size of the freight industry and
number of shippers and carriers are relatively stable. However, in emerg-
ing markets, most notably in China and India, demand for commercial
freight movement continues to grow rapidly, with international and
domestic vehicle manufacturers increasing production to accommodate
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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demand and increase market share. A rapidly expanding fleet may offer
opportunities for introducing advanced fuel efficiency and low emissions
technologies through regulation of domestic original equipment manu-
facturers (OEMs). Domestic OEMs hold the dominant share of the new
vehicle purchase markets in China and India (98 and 91 percent, respec-
tively), facilitating direct regulation in these counties.
The rapidly growing freight truck market in these regions also presents
an opportunity for regulatory agencies interested in introducing new
emissions and fuel quality standards. Early introduction of these mea-
sures is critical for rapidly expanding vehicle fleets, since these vehicles
may be in service for decades to come. The adoption of green freight
programs can also complement and accelerate regulatory efforts aimed
at developing and implementing integrated vehicle emissions and fuel
standards in developing economies.
In the United States and Canada, the freight industry has consolidated
to the point where a relatively small number of major carriers have a
disproportionately large market share. However, new freight carriers and
commercial vehicle manufacturers continue to grow in countries with
still-developing freight industries. Additionally, the market penetration of
advanced vehicle technology is often lower in countries with emerging
freight markets, where carrier fleets often rely heavily on used, older
vehicles, often imported from abroad. These older fleets offer significant
opportunities for retrofitting advanced efficiency and pollution control
technologies on the in-use fleet when paired with improved fuel quality
standards. You should consider the industry growth rate, the mix of new
and used vehicles, and the technology profile of the carrier fleets when
developing an engagement strategy for equipment manufacturers, retro-
fit providers, and the carriers themselves.
Prevalence ofadded-value services in the freight industry, such as the
after-market sales for spare parts, vehicle rentals, the used vehicle mar-
ket, and fleet management services, is another important consideration
mm Further Information
For more information about
legacy fleets, see Module I,
Section B.
Module II: Build Program Foundation
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for program development. These services can play a major role in the
provision of green freight technologies and create additional opportuni-
ties for collaboration. Recognizing which services are significant in your
region will enable you to allocate your resources accordingly. For exam-
ple, fleet management services such as third- and fourth-party logistics
providers offer additional opportunities to improve freight efficiency in
certain markets. These companies can also provide crucial support for
your program by identifying and encouraging smaller freight carriers to
participate and by helping educate their carriers about technology and
operational strategies. In China, commercial vehicle customers have be-
come increasingly interested in fleet management and logistics services,
but their presence is restricted to international business hubs like Beijing
and Shanghai.1 In India, 80 percent of truck operators own less than 10
trucks each, and a large number of those transport goods with a single
truck.2 In industries with low market consolidation, logistics services may
have less of a role.
1. KPMG International (2011). Competing in the GlobalTruck Industry: Emerging Markets
Spotlight. Retrieved from http://www.kpmg.com/Global/en/lssuesAndlnsights/
ArticlesPublications/global-truck-industry/Documents/emerging-markets.pdf.
2. KPMG International (2011). Competing in the GlobalTruck Industry: Emerging Markets
Spotlight. Retrieved from http://www.kpmg.com/Global/en/lssuesAndlnsights/
ArticlesPublications/global-truck-industry/Documents/emerging-markets.pdf.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Figure 2.1 - Characteristics of Different Market
Elements in the Emerging Truck Markets
MARKET
STRUCTURE &
DEVELOPMENT
COMPETITIVE
ENVIRONMENT
MARKET
CHARACTERISTICS
GLOBALIZATION
STRATEGIES
EMERGING MARKETS
•
k
k
*
k
J 1
ft •
4 ft
J k
k _k
1
ft
ft
•
ft
k k
ft
k
• •
>
Role of domestic manufacturers in the
commercial vehicle market
Impact of market cyclicality on domestic truck
market sales and production
D&gfee of market consolidation
Competitive abilities of domestic vs. foreign truck
I manufacturers
Customer demand for more sophisticated
I commercial vehicles
Influence of Tota I Cost of Ownership on truck
customer's purchase decision
Demand for added-value services (e.g. car
maintenance, repair services)
Importance of fleet management solutions
and telematics services
Interest of gtobal OEMs entering the domestic
market
Competitive abilities of emerging OEMs to
| succeed on ihe global truck market
1 very taw/weak | low/weak 4 high/strong • very high/strong
KPMG International
Compile baseline industry statistics
Once you have a general understanding of the freight industry, tech-
nologies, and practices in your country, continue by collecting baseline
industry statistics. These statistics will directly inform the goals that you
set for your green freight program and will give you the foundation to
quantify the success of your program over time.
The primary measures you need to collect are those that directly influ-
ence fuel use and emissions in the freight sector. These are listed below,
in rough order of importance.
• Number and size of shippers and carriers: The number and size
of shippers and carriers in the freight sector are the most significant
factors influencing fuel use and emissions, indicating the overall scale
of the industry. Knowing the total number of shippers and carriers
operating in your area will also help you establish participation goals
(e.g., 100 carriers in year 1, 250 in year 2). In addition, understanding
the size distribution of your freight industry is critical to prioritizing
recruiting and long-term outreach goals.
lartWayDid It
In its initial program launch
phase, SmartWay focused
its recruitment efforts on
the largest truck carriers
in the United States.
While SmartWay currently
includes roughly 2,500
carrier Partners (out of
the 1.2 million trucking
companies operating in the
United States), these com-
panies operate 8 percent
of all freight trucks in the
country.
Module II: Build Program Foundation
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Freight activity levels: Historical freight activity levels enable you to
project future year-to-year growth. Growth can be measured in a va-
riety of ways, among them total revenue or profit, distance travelled,
tonnage hauled, or containers shipped. Specifying growth in terms
closely correlated to fuel use and emissions, such as distance or
tonne-kilometers, will be most meaningful. Emerging markets often
demonstrate high activity growth levels. For example, in China road
freight traffic grew from 784 million tonne-kilometers hauled in 2004
to more than four billion in 2010 (roughly 5005 percent); in that same
period, India's road freight traffic rose from 646 million to just over
one billion tonne-kilometers hauled (about 50 percent).
Figure 2.2 -Yearly Growth in Freight Traffic In China
million tons km 2000
1,995,017 2,720,150 2,949,810 3,180,294 3,526,808 5,809,407 6,255,422 7,082,616
Source: National Bureau of Statistics of China, BRICS Joint Statistical Publication 2011
Figure 2.3 -Yearly Growth in Freight Traffic in India
Traffic in
million tons km
Total Traffic
1,057,847 1,071,248 1,250,180 1,347,474
1,445,293
1,547,511
1,690,422
Source: Datamonitor, Freight Transport in India, 2011
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Figure 2.4-Yearly Growth in Freight Traffic in Russia
Traffic in
million tons km 2000
1,557,834 1,998,201 2,059,689 2,159,606 2,310,037 2,300,068
2,068,204
2,215,360
Source: Federal State Statistics Service of the Russian Federation
Identifying which shippers are responsible for the greatest share of
freight movement will also help you preferentially recruit shipping
companies with the greatest influence over potential carrier partners.
The types of freight most commonly transported will vary from region
to region depending upon economic and other factors. For example, in
the United States, petrochemical, agricultural, and food/beverage carriers
are responsible for particularly large fractions of the total ton-kilometers
hauled. Other countries, such as China, may have a much greater propor-
tion of manufactured goods movement.
• Predominant operation types and transportation modes: Differ-
ent freight operation types and transportation modes can have their
own operating considerations and distinct environmental impacts,
which may require different program incentives. For example, if a
region has a large container port, it will most likely have significant
drayage activity. Drayage fleets often consist of older, higher-polluting
vehicles that can be cost-effectively retrofit for NOX and PM control
(where low-sulfur fuels have been adopted), but may not benefit
significantly from many fuel economy improvements such as aero-
dynamic retrofits.3 On the other hand, containerized freight may also
3. Dray fleets commonly operate in urban areas at relatively low speeds, while
aerodynamic retrofits are most effective at highway speeds. In addition, dray
companies generally do not maintain control over the trailers they haul, and therefore
can only apply aerodynamic treatments to their tractors.
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EPA's National Clean
Diesel Campaign Reduces
Emissions
EPA's National Clean Diesel
Campaign (NCDC) pro-
motes clean air strategies
by working with manufac-
turers, fleet operators, air
quality professionals, envi-
ronmental and community
organizations, and state and
local officials throughout
the United States to reduce
diesel emissions. The
program promotes a wide
range of emissions reduc-
tion strategies and admin-
isters programs to channel
funding through competi-
tive grants to projects that
support NCDC's mission.
be transported via intermodal rail carriers, which are generally much
more efficient at goods movement than trucks on a tonne-kilometer
basis. In this case, rail carriers will be motivated to participate in your
program if they are rewarded for their fuel efficiency relative to truck
freight. Therefore the relative prominence of the various carrier oper-
ation types and modes in your region will determine which technolo-
gies, strategies, and incentives are appropriate for your program.
• Vehicle characteristics: Vehicle/engine size, fuel type, and age
distribution all have a significant influence on the emissions levels and
potential reductions associated with freight carriers.
In general, larger, older diesel engines will have higher PM and NOX
emissions than newer and/or smaller diesels.4 On the other hand,
engines relying on gasoline or gaseous fuels (e.g., CNG, LNG, or LPG)
will have lower PM and NOX emissions, although they are likely to be
less fuel-efficient than comparable diesel engines. Emerging markets
often have a greater proportion of lighter trucks such as urban delivery
vehicles than heavier, long-haul tractor-trailer rigs (partly due to the
higher capital cost of heavier trucks). However, many of these trucks
are obtained through the used vehicle market and are therefore older
and higher-polluting.
EPA's National Clean Diesel Program systematically targets older,
higher-polluting diesel engines for retrofits or accelerated retirement.
Identifying the predominant vehicle characteristics in your region can
help you determine the technologies and retrofits to emphasize in the
initial stages of your green freight program.
4. Older diesel engines typically have higher emissions later in life due to deterioration
(which increases PM but not necessarily NOx), and due to the introduction of tighter
emissions standards over time. Fuel economy can deteriorate over time as well, but
can be mitigated through regular engine maintenance.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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• Emissions and fuel efficiency standards: Technological innovations
play a major role in the reduction of freight carrier emissions, but
imposing environmental standards may increase direct costs to man-
ufacturers and, in the absence of any fuel savings, vehicle operators.
(Of course, these standards also deliver significant benefits to public
health and the environment and frequently spur technological innova-
tion that can benefit society in other ways.) Generally, these stan-
dards are more stringent in mature markets than emerging markets.
The United States, Japan, and Western Europe lead the way in limit-
ing commercial vehicle emissions. In 2001, in the United States, EPA
signed emissions standards for heavy-duty highway engines model
year 2007 and later for PM (0.01 grams per brake horsepower-hour, or
g/bhp-hr), NOX (0.20 g/bhp-hr), and non-methane hydrocarbons (0.14
g/bhp-hr). However, standards are not limited to mature markets:
environmental demands in emerging markets are rising in China,
India, and Russia, particularly in large metropolitan areas.6 Combining
information regarding vehicle age distributions with the phase-in of
emissions and fuel economy standards will help you identify which
portions of the carrier fleet are particularly high-emitting and/or have
relatively poor fuel economy.
• Fuel quality: Many advanced emissions control technologies can
only function with clean fuel such as ultra-low-sulfur diesel fuel—
typically less than 50 parts per million (ppm) sulfur, although precise
definitions vary by region. Many areas, including the United States,
Western Europe, and Japan, have transitioned to ultra-low-sulfur
fuels. In 2006, the United States implemented a diesel sulfur stan-
dard of 15 ppm. While emerging market countries have begun to
reduce their fuels' sulfur content, they have not yet reached ultra-low
sulfur levels: China and India have both set maximum sulfur levels for
diesel at 350 ppm, and China has further targets set to take place in
5. For detailed summary of heavy-diesel engine exhaust emissions standards see:
http://transportpol icy. net/index.php?title=Category:Heavy-duty_Vehicles.
Module II: Build Program Foundation
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the coming years (50 ppm by 2014, 10 ppm by 2017).6 Green freight
programs can generate market demand for the adoption of the ag-
gressive fuel quality standards needed to enable the use of advanced
emissions control technologies, as discussed above.
Figure 2.5 - On-Road Diesel Sulfur Levels (ppm)
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
10
50 10
*Brazil, India, and China have sub-national regulations requiring higher-quality fuels in key
cities and regions. These tables show nationwide regulations only.
Source: http://transportpolicy.net/index.php?title=Global_Comparison:_Fuels
• Penetration of technology and fuel efficiency retrofits: The
availability and prevalence of technology and fuel efficiency retrofits
vary depending on the relative cost of fuel as well as your freight
industry's stage of market development. Areas with higher fuel prices
may be more interested in fuel efficiency retrofits and may have
higher investment in efficiency and pollution control technologies.
Areas with lower fuel prices would be less concerned with investing
in efficiency technologies that will bring them relatively modest cost
savings. Similarly, PM and NOX retrofits will likely have very low adop-
tion rates in the absence of other market incentives, such as packag-
ing fuel saving technologies with emissions reduction technologies.
Determining the market penetration levels for retrofit technologies is
difficult, but they may be estimated by obtaining sales figures from
regional manufacturers and installers.
6. ICCT (2014). China: Fuels: Diesel and gasoline. Retrieved from http://transportpolicy.
net/index.php?title=China:_Fuels:_Diesel_and_Gasoline.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Resources for collecting industry statistics
In gathering data on your region's freight industry, take some time to
examine various data sources, including the following:
• Trade associations. National trade associations may track some of
the information you need, such as the number of shippers and carri-
ers, their respective sizes, and overarching trends in freight activity.
For example, in the United States the American Trucking Associa-
tion generates reports such as the Trucking Activity Report, Annual
Trucking Trends, and the U.S. Freight Transportation Forecast to 2024,
which summarize industry-wide activity by operation type and growth
trends and identify the largest carriers and shippers by revenue.
• Vehicle registries. Vehicle registries maintained by government
agencies may track information about vehicle characteristics such as
weight classification, fuel type, and age distribution. Identify local,
regional, or national organizations that register and/or certify motor
vehicles for more information.
• Government sources. Government sources are also sources of lo-
cal, regional, or national regulatory information such as emissions and
fuel standards or fleet composition and characteristics. Your govern-
mental office of environmental affairs or transportation will likely have
publicly available information on those regulations.
• Academic institutions. Universities around the world have per-
formed numerous studies of environmental and other impacts related
to freight industry operation, obtaining emissions and activity data,
and evaluating air quality impacts and control strategy options. For
example, Tsinghua University in Beijing has collected and evaluated
in-use NOX and PM emissions rates for diesel vehicles operating over
typical routes in both Beijing and Shenzen. Locally collected opera-
tions and emissions data and benefit assessments are particularly
useful for evaluating site-specific costs and benefits for your green
freight program.
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EPA's MOVES
Emissions Model
EPA recently released its
mobile source emissions
model, MOVES2010b,
which reflects several
significant updates from
its predecessor, MOBILE6.
MOVES is a new modeling
platform built to support
analysis at multiple scales,
from detailed "project-
level" assessments to
emissions inventories at
the regional or national
level for greenhouse gases,
so-called "criteria" air
pollutants, and air toxics.
To support multiple scale
analysis, MOVES has ad-
opted a "modal" emissions
approach, which provides
more flexibility in predict-
ing emissions for different
driving patterns and allows
assessment of emissions
impacts due to changes in
vehicle acceleration as well
as vehicle speed. Using
a modal approach also
enables a much broader
assessment of vehicle
emissions from multiple
data sources, including
inspection/maintenance
programs, remote sensing
data, portable emissions
measurement systems, and
traditional laboratory data.
• Emissions and other models. EPA's MOVES emissions model
contains a vast amount of information regarding the heavy-duty truck
fleet in the United States, including vehicle counts, age distributions,
and average mileage accumulation rates. Many other regions have
developed similar modeling systems, including Canada, the European
Union, Mexico, and China, which may help characterize heavy-trucks
and their associated activity in these countries. However, be aware
that these sources generally do not break out the freight portion of
the heavy-duty vehicle fleet, so their data may not adequately repre-
sent the characteristics of your green freight program carriers.
• Online data sources. Some data sources may provide information
on a broader scale about emissions and fuel standards. For exam-
ple, the International Council on Clean Transportation and DieselNet
maintain Web pages that have information on emissions standards,
fuel efficiency, and greenhouse gas standards for light- and heavy-
duty vehicles in various countries and regions. This information can be
found at TransportPolicy.net and DieselNet.com.
• Private data services. Private sources may provide information
that is not publicly available or free. For example, IMS Automotive
(Polk) and Datamonitor have generated reports with information on
the number of U.S. shippers and carriers, vehicle characteristics, and
freight activity levels, commodity types, and modes.
GROUP EXERCISE:
Assess the Freight Industry in Your Country
15 minutes
Conduct a mini industry assessment by making a short list
of known freight issues, challenges, opportunities, and green
freight technologies/practices. Indicate which are most rele-
vant for your region.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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ow SmartWay Did It
In the program's earliest stages, before adoption of the SmartWay
name and brand, EPA developed a detailed profile of the on-road
freight industry in the United States. The assessment included base-
line emissions projections as well as estimated emissions reduction
benefits associated with various fuel efficiency technology penetra-
tion scenarios. For example, potential benefits were projected out to
2020 for 13 distinct technologies (e.g., tractor and trailer aerodynamic
improvements, idle reduction systems), accounting for the amount
of technology penetration in the baseline fleet. Next, considering the
emissions and fuel reduction opportunities, the potential cost savings,
and the financial and staff resources available for the program, EPA
set an ambitious goal of achieving 18 million tonnes of carbon dioxide
(C02) equivalent in reductions between 2002 and 2010. The following
figure presents the progress toward this goal through 2013.
Figure 2.6 - SmartWay Partner Savings:
2007 to 2013 Performance Trends
2.2
__
2007 2008
Source: EPA SmartWay
2010 2011
2012 2013
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mm Further Information
For more about charter
partners, see Module III,
Section A.
Identify Leaders in Industry, NGOs,
Government Agencies, and Academia
Recruit charter partners/advisors to develop initiative
As you begin to plan your green freight program, include and engage
people and organizations of all types who are part of the industry. By
seeking their involvement in these early stages, you will realize two
important benefits:
• Your program will be stronger, since a wide variety of stakeholders
will contribute a broad set of perspectives and provide valuable feed-
back on your initial plans.
• By getting involved on the ground floor, your stakeholders will be
more inclined to participate in and advocate for the program. They will
be well positioned to serve as charter partners, advisory board mem-
bers, and allies as the program gets up and running.
Consider tapping into these groups:
• Large shipping companies, preferably international, with a substantial
presence in your country (e.g., retailers, manufacturers, consumer
goods and commodity providers)
• Large truck, rail, marine, and air freight carriers
• Major logistics companies
• Original equipment/vehicle manufacturers
• Technology vendors (e.g., of emissions control and fuel
economy retrofits)
• Trade associations (e.g. trucking industry, retailers)
• Business organizations
• Environmental/air quality, public health, economic development, and
labor nonprofit organizations
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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• Government transportation, environmental, and economic develop-
ment agencies, including local and state agencies with jurisdiction
over local air quality regulations
• Professors and researchers at leading colleges, universities, and
research centers
GROUP EXERCISE:
Brainstorm Stakeholders
15 minutes
Develop a list of stakeholders, associations, and key players.
Create an organizational map showing responsibilities and
interrelationships.
tow SmartWay Did It
In its early stages, SmartWay identified stakeholder group categories
before engaging specific stakeholders, as shown below.
Stakeholder Groups Type of Partners Who Participated
Direct members
NGOs
Business groups
State and local
Shippers
Carriers
Manufacturers
American Trucking Associations
California Trucking Association
Association of American Railroads
National Association of Truck Stop Owners
International Brotherhood of Teamsters
National Motor Freight Traffic Association
Texas Trucking Association
Environmental Defense Fund
American Lung Association
Business for Social Responsibility
Global Environmental Management Initiative
Ceres
World Resources Institute
Regional air quality coalitions
State air offices
Local environmental leadership organizations
State and local trucking associations
How SmartWay Did It
In 2003, SmartWay held
a workshop with two
groups: one representing
businesses that shipped
goods and had environ-
mental interests (Business
for Social Responsibility)
and one representing
trucking companies that
typically owned and oper-
ated large Class 8 line haul
trucks (American Trucking
Associations).
SmartWay requested input
on what the industry was
currently doing and how
government might help
encourage shippers and
carriers to improve fuel
economy and reduce emis-
sions from moving goods,
by using cleaner, more
efficient technologies.
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Organize committees and assign responsibilities
As with any new initiative, it is helpful to have a large, specialized team
working together so that no one group or person shoulders too many
tasks and responsibilities. To this end, develop an organizational frame-
work that shows how your stakeholders can be best organized to aid
your program. Create committees that are assigned specific responsibili-
ties, such as:
• Oversight/steering committee. Charge this committee with help-
ing you establish and review overarching program goals and measure
progress toward meeting them. Members of this committee could in-
clude high-level government officials, program funders, leading trade
and business associations, and a select number of charter partners.
Ask this committee to convene routinely before launch and annually
after launch to ensure that the program is meeting realistic and mean-
ingful goals and to help develop new ideas and directions.
• Technology committee. Charge this committee with identifying
technological needs and solutions to meet the goals established
by the oversight committee. Members could include transportation
technology engineers from national laboratories; universities; re-
searchers from private industry who are working on emissions control
strategies, clean fuels, logistics software, aerodynamic technology
improvements, etc.; expert operators and drivers; and engine and ve-
hicle manufacturers. Ask this committee to help you assess currently
available, sustainable freight technologies and to identify technology
needs will help your program reach its goals faster.
• Outreach committee. Charge this committee with supporting your
program by helping to market and promote it to prospective partners,
stakeholders, and the public. Members could include vice presidents
of public relations from trucking associations, directors of communi-
cations of large shipper and carrier companies, and reporters and ed-
itors from trade (and general, if possible) media. Ask this committee
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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to help you develop a strategic communications plan to promote
participation in the program and to foster support among the industry
and public in general. The communications plan should also identify
external resources that your program can leverage to reach audiences
faster and more effectively.
Establish the Administrative Infrastructure for
the Program
Your program's administrative structure will need to be set up within a
government agency, such as the environmental ministry. The structure
should be clear and simple. As with any initiative, your structure will
reflect your program's goals and human and financial resources. To get
started, map out an administrative infrastructure that includes the follow-
ing elements:
• Program lead/manager. This person will be responsible for the
overall development of the program and provide team leadership. All
staff will report to this person.
• Recruiting. This team will focus on bringing new companies into the
program as partners, affiliates, allies, etc.
• Stakeholder engagement. This team will establish strategic part-
nerships with stakeholders including nongovernmental organizations,
state and federal agencies, and research institutes.
• Tools and technologies. This team will focus on developing tools to
measure partner performance and communicating technical informa-
tion to shippers and carriers. It will also be responsible for identifying,
evaluating, and/or certifying technologies for carrier use.
• Marketing and outreach. This team will oversee all external com-
munications to support the program, including brand building, recruit-
ing, and partnership recognition.
Module II: Build Program Foundation
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• Evaluation and assessment. This team will focus on establishing
metrics for overall program performance and maintain a dashboard
to assess the program's progress against its overall goals. The team
will also be in charge of ensuring the quality of the data reported by
partners and developing and communicating best practices for partner
data collection and reporting.
How SmartWay Did It
The SmartWay Organization Chart
Program Management
Program Support and
Communications
• Stakeholder Engagement
• Marketing and Outreach
• Brand Management
PartnerTools
and Data
• Partner Retention
•Tool Development
• Partner Data Collection
• Program Evaluation
Technology
Assessment
•Technology
Verification
(and Conference
Program Support
•Graphics and
Document Production
•Administrative,
Software and IT Supporl
GROUP EXERCISE:
Outline Program Administrative Structure
15 minutes
Draft an organizational chart that reflects your vision of an
ideal administrative structure for your program. Indicate roles,
responsibilities, and functions for each level in the hierarchy.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Consider overlaying this structure with sector-based expertise (truck,
port, rail, air, etc.). One way to visualize this is to create a matrix—as in
the example below, which assigns responsibilities as well as sectors to
team members.
Marketing and
Outreach
Recruiting
Stakeholder
Engagement
Tools and
Technologies
Evaluation and
Assessment
Truck
Rail
Intermodal
Marine
Air
Develop Program Performance Goals
Establishing clear, easily understood, and readily verifiable performance
goals will be key to encouraging funding sources and other stakeholders
to support your green freight program. While you may set multiple goals
covering an array of different dimensions of your program, your public
outreach and recruiting efforts should focus on a single measure, regular-
ly evaluating and reporting on progress toward meeting this goal.
Depending upon regional industry, government, and public priorities,
goals could include the following.
• Primary goals:
Annual mass emissions reduction—e.g., x million metric tons of
C02 reduced per year
» Fuel savings reduction—millions of gallons of fuel saved and/or
fuel cost savings target
Module II: Build Program Foundation
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Efficiency performance improvement—
y percent improvement per year in a performance metric such
as grams C02 per tonne-kilometer (this particular goal could be
established at the program level or at the partner level)
z percent improvement for program participants relative to re-
gional or national fleet average performance levels (comparison
relative to the baseline fleet will demonstrate more substantial
improvements than simple annual improvements at the partner
level)
Secondary goals:
» Partnership participation targets (e.g., 100 carrier and 20 shipper
partners in year 1, 500 carriers and 100 shippers by year 5)
Technology penetration targets (e.g., 10,000 retrofits with certified
aerodynamic/idle reduction kits by year 4)
GROUP EXERCISE:
Program Goal Setting
15 minutes
Make a list of performance goals for your green freight pro-
gram for the first year, then the first five years. Indicate steps
you would need to take to reach those goals and how you
would measure success in meeting them. Examples include:
• Achieve x percent reduction in fuel use in /years
• Save $x annually in fuel costs
• Meet emissions reduction targets of x tons per year
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Establish Budget and Secure Funding
Considerations for setting a budget
Your program may have limited funding in its first year or two, so it will
be very important to plan your allocation of these limited funds carefully
for maximum benefit. Consider creating seven distinct budgetary "bins"
to better manage and track your program spending and anticipate future
funding needs.
• Marketing and communications. Expect your program's general
marketing costs to include creating initial marketing materials and car-
rying out basic outreach and marketing campaigns. Expenses in this
category may be higher in the program's early years as you develop
basic marketing and communications materials. In later years, these
expenses may decrease.
• Recruiting and partner management. This includes the cost of
retaining partner account managers (PAMs) and recruiters as well as
travel to events, development of marketing materials for recruiting
and partner management, and IT support for partner management
tool and database development and maintenance.
• Market research. Market research is important for identifying the
characteristics of audience segments, prospective partners, pene-
tration of various technologies, etc. This is another expense category
that you can expect to be higher in the early years.
• Financing. The amount of funding allocated to grants will largely
determine the size of funding in this bin. If you create a revolving
loan or straight loan program, this line item may remain constant. As
your program matures, you may identify other areas where funding is
needed, and your financing program will expand.
• Technology verification and testing. A technology verification
and testing program will evaluate the performance of vehicles,
How SmartWay Does It
SmartWay has used
contractors in the past
for recruiting and Partner
management as a way to
manage staffing needs and
costs.
mm Further Information
For more about Partner
recruiting, see Module III,
Section B.
Module II: Build Program Foundation
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(HJ) Further Information
For more about program
expansion, see Module V,
Section C.
technologies, and equipment in reducing greenhouse gases and other
air pollutants based on information and data submitted by manufactur-
ers. If you start a verification program, expect to test a large number
of technologies in the initial years and fewer later on. Technology
verification and testing programs also require funding, the amount of
which will dictate the extent of verification and testing the program
can provide.
• Expansion projects. Once your program is up and running, you may
choose to expand it to other areas of the industry, such as drayage
and ports, or related initiatives such as anti-idling infrastructure devel-
opment.
• General operating costs. The program will always require some
general administrative and operations activity. As the program be-
comes better established, the need for those efforts and the cost
associated with them will stabilize.
How SmartWay Did It
Budget Allocation, Years 1-4
Recruiting and Partner Management
Marketing and Communications
Technology Verification and Testing
Special Programs/Expansion
General Operating Costs
Yearl Year 2 Year 2 Year 4
10%
10%
50%
None
30%
30%
20%
20%
20%
10%
40%
20%
30%
None
10%
40%
20%
15%
20%
5%
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Strategies for securing funding
Every green freight program is funded through a mix of sources that
depend on many outside factors, including interest from national and re-
gional government agencies in transportation and freight-related issues,
available capital, the role and influence of the nongovernmental organiza-
tions, and program capacity. To secure funding for your program:
• Do your research. Investigate all reasonable sources of funding,
both in the public and private sector. Possible sources include public
sector agencies in your country that oversee transportation, envi-
ronmental, public health, climate change, economic development,
labor, and public infrastructure spending as well as private family and
corporate foundations. Also research international and bilateral orga-
nizations such as the World Bank and the International Development
Bank.
• Frame your program and its benefits in clear monetary—and
other—terms. If your program is successful, how much money may
be saved? How many jobs may be created? What are the projected
emissions reductions and fuel savings? What other economic, health,
and environmental benefits may accrue to participating companies,
the public, the nation? Funders and investors are going to want to
know what their return on investment will be.
• Involve all of your stakeholders. Funding for your program can
come from many sources. Be open to thinking creatively about
matching funds, dedicated funding (money earmarked for a sin-
gle purpose), seed funding, one-time grants, loans, etc., and how
these sources together can provide adequate money to launch your
program.
• Build creative cost structures. Consider establishing annual
membership fees for partner participation, logo usage, and tool
access to contribute funds for the program. (If you consider charging
fees, be sure to understand the implications as fees may dissuade
Module II: Build Program Foundation
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participation.) Many programs also use in-kind contributions and
sponsorships to raise money to sustain efforts. For example, a green
freight program could have partner governmental organizations host
its website or dedicate staff as an in-kind contribution. Sponsorships
from equipment manufacturers, partner companies, or stakeholder
associations for conferences and events could also serve as a reve-
nue stream and/or a means to underwrite dedicated program activi-
ties or products (a newsletter, for example).
GROUP EXERCISE:
Brainstorm Funding Sources
15 minutes
Develop a list of potential funding sources and identify strate-
gies to use when approaching them for financial support.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Notes
Module II: Build Program Foundation
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Notes
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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MODULE 111 Create Program
In this module, you will learn about how to design, develop, launch, and sustain a successful
green freight program. Key concepts include partnership program design, tools, marketing,
and technologies.
CONTENTS
A. Partnership Program Design and Development Ill-2
B. Partner Tools and Database 111-11
C. Brand Development, Marketing, and Outreach III-40
D. Technology Verification and Labeling Ill-58
Suggested time for this module: 5 hours
Module III: Create Program
-------
(®J) Defining the Terms
What is the difference
between a "goal" and a
"strategy? "
Goals and strategies (or ob-
jectives) are very different.
Goals are mission-oriented
statements that provide
direction for your program.
Strategies, or objectives,
are specific steps to attain
those goals whose impacts
you can measure.
' SmartWay Does It
SmartWay's goal is to "re-
duce transportation-related
emissions by creating in-
centives to improve freight
supply chain energy and
environmental efficiency."
SmartWay's strategies
include recruiting Partners
into the program, having
Partners quantify and
report their baseline envi-
ronmental performance,
helping Partners achieve
efficiencies and improve
environmental perfor-
mance, etc.
Partnership Program Design and Development
Develop program goals
Establishing program goals are fundamental to creating an effective
program. They will shape your program for years to come, so it is import-
ant to take time up front to carefully think through what your program's
goals should be. A good first step is to consider the impact you would
like your program to have on your country's freight industry over the next
five to 10 years. These goals might include improving the average fuel
economy of trucks, saving x gallons of fuel or barrels of oil, encouraging
the broad adoption of cleaner engines and equipment, and reducing
nitrogen oxides (NOX), particulate matter (PM), black carbon, and carbon
dioxide (C02) emissions from the freight sector.
To begin defining your goals, compare your aspirations with the freight
industry drivers and conditions that you identified in Modules I and II.
Remember that your goals will need to address the needs of the freight
industry in your country, which will come with unique challenges and
opportunities.
Once you have outlined your program's broad goals, identify some
strategies that will help you achieve them. These will form the basis for
the year-to-year metrics that your program will rely on to measure its
success.
GROUP EXERCISE:
Developing Program Goals
20 minutes
Brainstorm possible program goals and strategies that could
help you reach your goals.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Define your program's value proposition
To encourage companies to participate in your program, you will need
to define and be able to articulate your program's value proposition. If
companies do not understand how the program can add value to their
operations, they will not be inclined to invest effort and resources into
becoming partners.
To help you articulate your program's value proposition, engage your
charter partners (see below) and other industry stakeholders. Ask them
to help identify how your program can provide added value to industry
players, perhaps by increasing access to reliable performance bench-
marking information and data, providing financial support, stimulating
the creation and adoption of new technologies, or something else. They
know what types of assistance and support freight companies need and
how that assistance and support should be offered so that it is accepted
by those who need it. Sometimes green freight programs can provide
companies with a means to surmount barriers (regulatory, informational,
or otherwise) that prevent action. Recall the structure and unique de-
mands of your country's freight industry as you develop a value proposi-
tion that will help convince companies to participate in your green freight
program.
As your program grows and the freight industry evolves, your program's
value proposition should also grow and evolve. SmartWay continues to
collect information from its Partners, using feedback loops to regularly
measure and evaluate the current costs and benefits of participation.
That way, as Partner needs and the marketplace change, the program
can adjust.
Identify charter partners
Charter partners serve as "anchors" to the program. Because they
are industry leaders, their participation and endorsement can generate
additional publicity for the program in its initial stages of development,
(ffl) Defining the Terms
What is a "value
proposition?"
A value proposition is a sim-
ple statement that explains
what you are offering to a
partner (or any customer)
in terms they understand.
It answers the fundamental
question of any customer
seeking goods or services,
"What's in it for me?"
How SmartWay Does It
Before SmartWay officially
launched, EPA recruited 15
Charter Partners, all nation-
al leaders in the freight in-
dustry: Canon, Coca-Cola,
CSXTransportation, FedEx
Express, HEB,The Home
Depot, IKEA, Interface,
Nike, Norm Thompson
Outfitters, Roadway Ex-
press, Schneider National,
Swift Transportation, UPS,
and Yellow Transportation.
When SmartWay start-
ed to develop its truck
performance evaluation
tool, SmartWay solicit-
ed feedback from these
Charter Partners and used
it to guide the design and
development process.
Their input was instrumen-
tal in the program's early
successes.
Module III: Create Program
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leading the way for others in their sector. Feedback from charter part-
ners can inform the program design and development process to ensure
that the program will be successful. They can also provide an industry
perspective on realistic goals for partners and insights into appropriate
incentives for prospective partners. Their feedback will be crucial to
developing a program that deals with the specific challenges and unique
needs faced by the freight industry in your country.
To identify the best organizations to serve as your charter partners, look
for "industry leaders" in the freight sector. These might be companies or
organizations that are already implementing fuel or freight efficiency and
emissions reduction strategies, the largest shippers or carriers by freight
tonnage, those most concerned with their environmental reputation, or
those that meet some other criterion. Aim to recruit a diverse group, rep-
resenting the major freight sectors in your country (such as retail, food
and beverage, and manufacturing); focus on companies that contribute
significantly to the total annual ton-miles of freight in the industry. Ideally,
your charter partners will represent a balance between shippers, carriers,
and third-party logistics providers.
Identify initial program staffing needs, roles, and training
requirements
Adequate and appropriate staffing for the program is very important. Your
staffing needs will certainly change over time as the program grows—
but for now, in this early stage, separate staff into four program areas:
• Program management
• Partner management and recruiting
• Technical support and development of new initiatives
• Marketing, branding, and education
During the initial development phase of the program, your staffing needs
will be relatively small. To start, your program may only need to staff two
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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or three full-time equivalents (FTEs). Seek out program management
staff who have experience in voluntary program design and implemen-
tation and understand the national freight industry. They will serve as
consistent core staff throughout the program.
Once your program has transitioned past its initial development stage,
add partner account managers (PAMs) and recruiters. PAMs will serve
as the face of your program to partners; you will need approximately one
FTE per 60 partners, though this may vary over time. For instance, in
2014 EPA had one PAM for every 200 Partners in the SmartWay pro-
gram. When evaluating candidates to be PAMs, look for the following
attributes:
• Experience as an account manager (preferred) or in customer
assistance
• Strong quantitative, Excel, and database experience, and organization-
al skills to help partners with partnership responsibilities
• Strong interpersonal, communication, and relationship-building skills
Staff with knowledge of the trucking industry (including specific shipper
sectors) and fuel-saving technologies are also desirable, but keep in mind
that this specialized knowledge may require some additional training.
For recruiters, plan on assigning one FTE per 100-150 active recruits
(depending on the size of prospects and the amount of travel needed).
When evaluating potential recruitment staff, look for the following attri-
butes:
• Experience with the freight industry
• Experience identifying ideas and presenting them to decision-makers
• Strong interpersonal communication, sales, and marketing skills
• Strong presentation and networking skills
Make use of computer-
based tools and tech-
nologies, such as sales
tracking systems and
computer-based training,
to maximize both recruiting
results and employee effec-
tiveness.
Outside experts and consul-
tants with specific expertise
in database development
and marketing may be an
efficient way to provide
specialized skills at key,
formative points in your
program's development.
Module III: Create Program
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How SmartWay Does It
SmartWay developed a
training manual that it
provides to all PAMs and
recruiters. If you would like
to use the manual as a ref-
erence, contact SmartWay.
In addition to PAMs and recruiters, you will need technical staff to act as
database and Web programmers and administrators. Later on, once your
program has reached the expansion phase, you will need to hire new
staff to support the development of new initiatives. Look for the follow-
ing qualities in new initiatives staff:
• An entrepreneurial mindset
• Ability to write and interpret technical reports and convey technical
knowledge
• Ability to identify trends and understand the technology adoption life
cycle
• Industry sector-specific knowledge (financial, ports, borders/
international freight)
All elements of your program will require some marketing, so build your
staff with people who have some marketing, brand management, and
communications expertise. While outside experts and consultants can
provide specialized program management and communications services,
your program will need in-house staff who can manage and coordinate
all outgoing and internal communications. This enables you to operate all
components of your program cohesively, with a consistent message that
serves your original goals.
Overall, as your program reaches the expansion phase, it may grow to
as many as 10 to 20 FTEs working on program management, recruiting,
marketing and education, partner management, technical support, and
the development of new initiatives.
During the growth phase of the program, staff will need training to
acquire new skills and become acquainted with program goals, require-
ments, and tools. Consider developing a manual that outlines respon-
sibilities for PAMs and recruiters as program needs expand. You should
also document and train staff in the basic instructions on how to use
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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the program tools including partner reporting tools and the customer
relations database, the timeline of events for new partners, and how to
provide technical and marketing assistance to partners.
Define partner categories and their responsibilities and
benefits
Consider the organizations you want to partner with in your program.
How do they fit into the program framework? How can partner participa-
tion contribute to the goals of the program? In the initial phases of the
program, consider developing partner categories that include the sectors
that are responsible for the most ton-miles of freight or have the largest
vehicle fleets in your country. By focusing initial recruiting efforts on the
largest carriers and shippers in your country, you can make the best use
of limited financial and staff resources. Other reasons for focusing on
large carrier fleets include:
• Larger fleets buy or lease trucks more often and in larger quantities,
and can typically afford to purchase good quality.
• Larger fleets are typically industry leaders and can coordinate with
medium-sized fleets through trucking associations.
• Larger fleets resell trucks to smaller fleets and independent drivers.
Independent drivers also sometimes work on a contract basis for
large fleets.
• Larger fleets have national visibility and likely serve key shippers.
Partner categories of interest will include:
• Shippers: Any company that ships or receives items delivered by
truck or rail transport.
• Truck carriers: Public for-hire fleets, truck owner operators, and
private fleets.
• Rail carriers: Any domestic freight rail carrier.
In SmartWay, Partners
in all categories (except
Partner Affiliates) complete
the Partner Tools annually,
using the most reliable,
quality-assured data
available.
Module III: Create Program
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• Logistics providers: Companies that provide freight services to
shippers through for-hire carriers.
• Partner affiliates: Trade associations, professional groups, environ-
mental organizations, and other nonprofits that support the goals of
the partnership.
Shipper companies will be a key facet of your green freight program.
Shippers, particularly large international companies with high public
and consumer visibility, are increasingly under pressure to benchmark,
report, and reduce their supply chain's carbon footprint and other emis-
sions. They are also looking for new opportunities to reduce operational
costs. Because of this, they strive for efficient, sustainable operations
throughout their supply chain. The new performance assessment tools
developed for your green freight program will give shippers a reliable,
consistent means of comparing carrier performance and optimizing carri-
er and mode selection, perhaps for the first time.
Under your green freight program, participating truck and rail carriers will
be incentivized to improve their overall performance efficiency to com-
pete effectively for shipper business. Carriers wanting to improve their
performance will retrofit legacy fleets or specify new equipment with
verified technologies, which will further drive technological innovation
and adoption across the industry as a whole.
Third-party logistics providers play key role as freight brokers in ship-
per-carrier relationships. These companies can help all parties achieve
efficiency goals by sharing information, identifying efficiency improve-
ment opportunities, and recruiting new carriers from their vast network
of service providers.
Partner affiliate status gives nonprofit associations and other organi-
zations committed to freight sustainability a way to contribute to your
program. Affiliates can include trade and professional associations,
academic institutions, nongovernmental organizations, truck and trailer
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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dealerships, engine and vehicle manufacturers, vehicle leasing compa-
nies, and truck stops and travel plazas, among others. Affiliates commit
to some or all of the following:
• Press and promotional events
• Educational workshops (where they can learn about the program and
associated technologies)
• Partner support (helping partners with tools, marketing, etc.)
• Recruiting (bringing members and contacts on board)
• Discounts (e.g., discounted conference registration fees)
• Other (the affiliate can carry out and suggest more activities to help
grow the partnership)
You can easily create additional partner categories, with specific partici-
pation criteria and goals, to include other modes of freight transportation
as your program expands.
Define finance program structure
An optional element of your overall program is a finance program that
helps partners overcome such barriers as high upfront costs to purchas-
ing and installing emissions reduction technologies. A strong finance
program can greatly contribute to the success of your green freight pro-
gram. The majority of companies within the freight industry operate on
a narrow margin, and many (particularly smaller companies) have neither
the available capital nor the ability to risk investments in energy efficien-
cy that may or may not provide a strong financial return.
A green freight financing program would typically include the following
elements:
Funding. At the core of a program's financing program is capital that
you can distribute to partners through loans, grants, revolving loan funds,
For suggestions on program
expansion opportunities,
see Module V, Section C.
Module III: Create Program
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mart Way Does It
The SmartWay Finance
Program awards nonprofit
organizations and local
governments competitive
grants. They use them to
establish national, regional,
state, or local financing
programs to help vehicle/
equipment owners (with a
focus on small businesses)
finance the purchase of
eligible vehicle replace-
ments, idle reduction tech-
nologies, and emissions
control retrofits. Eligible
activities vary from grantee
to grantee, depending on
regional need. Financing
approaches include grants
or rebates, revolving loan
funds, and subsidies.
or rebates. But whether your finance program uses public or private
funding largely depends on the financial resources available to you. While
SmartWay received public funding through EPA to provide grantees with
funds to establish loan programs, consider all avenues for gaining access
to capital, including public-private partnerships.
Structure. Once you have identified your funding source(s), consider
whether to disperse funds in the form of a grant or rebate, subsidy, or
loan. Loans can be structured through a revolving loan fund or a standard
loan fund.
Eligibility requirements. Who or what is eligible for financial assis-
tance? Determine eligibility criteria, such as company size (in terms of
revenue or fleet), region, or particular technologies or vehicles.
Loan terms and consequences. Outline the necessary terms for loans
and grants, as well as consequences for defaulting or not fulfilling the
terms of the financial agreement.
Even if you are unable to provide a sizeable finance program, compile
resources and information on other funding options that partners might
consider. Investigate opportunities in the private sector and seek out
regional or local public organizations or development banks that might
provide funding, talk to them about your program and its goals, and se-
cure their involvement and assistance so that your freight stakeholders
have access to the capital they need to make improvements that support
your program's goals.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Partner Tools and Database
Define terms for partner agreements
While participation in your program will be voluntary by definition, use a
formal partnership agreement to establish commitments between the
program's participants and the administering agency. The agreement
clearly defines the requirements for partners to remain in good standing
in the program, including data submittal requirements and deadlines as
well as potential audit requirements. The agreement also specifies the
administering agency's responsibilities, such as what partner information
will and will not be made public. In addition, the agreement clearly lays
out the terms under which the partner and/or the administering agency
may terminate the agreement.
Confer with your agency's legal department, as well as with Charter
Partners, very early in the program development process in order to
draft partnership agreements. Agreements, while crucial to establishing
a clearly communicated binding relationship with partners, and relation-
ships between government agencies and private sector partners, may be
influenced by county-specific factors, such as regulatory constraints and
legal protocols.
GROUP EXERCISE:
Developing Partnership Agreements
10 minutes
Discuss legal and other constraints to public-private agree-
ments in your host country.
SmartWay has developed
agreements for each
Partner type. SmartWay
Partnership Agreements
are included in the tools
submitted annually by
Partners and must be
completed along with the
annual data submittals.
See samples of the Smart
Way Partner Agreements
in Appendix B.
Module III: Create Program
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Determine a basis for performance metrics
Providing partners with tools to evaluate and report their performance
through operational changes and technology improvements will strength-
en the value proposition of your green freight program. The performance
data that partners provide must be easy to obtain, reliable, and demon-
strative of their performance. Various performance metrics can be used,
including estimating gram per kilometer, gram per ton-kilometer, and/
or gram per volume-kilometer emissions rates, or relative "emissions
scores" for the different carriers in the program. The emissions of inter-
est will include C02 and possibly NOX and PM.1
Performance metrics should:
• Easily tie into the value proposition for partners, including measures
of year-to-year progress (for example, allowing them to estimate aver-
age fuel economy improvement)
• Be calculated from reliable data sources that are readily available to
partners (e.g., reporting based on fuel receipts, mileage records, bills
of lading for payload)
• Help aggregate partner totals/results to measure overall program ben-
efits that can be easily communicated to the public and policy makers
(e.g., mass emissions reductions, fuel cost savings)
In addition, consider choosing performance metrics that are consistent
with the data collection and calculation methods of other existing pro-
grams, such as SmartWay and Green Freight Europe. This will help global
shippers consistently calculate carrier performance and determine their
composite emissions footprint across all of their operations worldwide.
The adoption of standardized performance metrics is also consistent
with the global trend toward integrative carbon accounting (e.g., as
promoted by organizations such as the Carbon Disclosure Project). Since
1. Other potential pollutants of interest include black carbon, methane, and nitrous oxide.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Emissions of Interest for Green Freight Programs
enters the atmosphere through the burning
of fossil fuels (oil, natural gas, and coal), solid waste, and trees and
wood products, and also as a result of other chemical reactions (e.g.,
manufacture of cement).
)xA and more specifically nitrogen dioxide (N02),
form quickly from emissions from cars, trucks and buses, power
plants, and off-road equipment. In addition to contributing to the
formation of ground-level ozone and fine particle pollution, N02 and
other nitrous oxides are linked with adverse effects on the respiratory
system.
is a complex mixture of extremely small par-
ticles and liquid droplets. PM has a number of components, including
acids, organic chemicals, metals, and soil or dust particles, including
black carbon. Depending on their size, particles can get deep into the
lungs and even the bloodstream; accordingly, particle size is direct-
ly linked to its potential for causing health problems. Fine particles
(under 2.5 micrometers in diameter) also contribute to reduced visi-
bility (haze) and can cause lake and stream acidification, change the
nutrient balance in coastal waters and large river basins, and affect
the diversity of ecosystems, among other issues. Black carbon is a
primary component of PM that comes from the incomplete combus-
tion of fossil fuels, biofuels, and biomass.
shippers who adopt comprehensive supply chain carbon accounting will
seek programs that use similar performance metrics and methodologies,
your green freight program will obtain more support and participation if
you model your performance benchmarking and reporting metrics, tools,
and methods after existing programs.
Activity-based performance metrics that allow you to estimate actual
emissions footprints require a significant amount of quality-assured data
from partners. As an alternative, a new program may choose to charac-
terize carrier performance more qualitatively. For example, for the first
Module III: Create Program
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few years of its operation, SmartWay calculated a relative emissions
score for each carrier accounting for technology-based information, such
as the number of aerodynamic retrofits or idle reduction technologies
adopted by the carrier fleets. Discrete "Shipper Index Factors" repre-
senting poor, good, better, and best performance (e.g., 0/0.75/1.00/1.25)
were then calculated for each shipper in the program based upon their
carriers' SmartWay scores. While this approach does not allow shippers
to estimate the actual emissions impacts associated with their carrier
selections, it does give them a sense of their performance relative to
peers. (EPA has since transitioned to a carrier-specific system based on
gram-per-mile and gram-per-ton-mile performance metrics.)Transporte
Limpio in Mexico uses a similar scoring system.
The approach described above can be a useful stepping stone toward a
program fully based on mass emissions benefits. Another option is to
adopt a "SmartWay 1.0"-type system. In SmartWay's initial phase, carri-
ers received performance scores based on their reported use of a fixed
set of verified technologies and strategies, with assumed efficiency and
emissions benefits. This approach can help carriers become familiar with
new technologies and strategies, and it minimizes the complexity of the
emissions benefit calculations. However, adopting a new data reporting
system can be challenging for partners who have become accustomed
to the earlier system requirements. Therefore transitioning to a new sys-
tem can be disruptive and may cause your program to lose momentum if
not planned carefully.
The following table compares the primary features and limitations of
the SmartWay 1.0 and 2.0 systems, clearly indicating the progression in
accuracy and applicability associated with SmartWay 2.0.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Figure 3.1 - Progression of SmartWay
SmartWay 1.
Estimated emissions results based on esti-
mated savings from specific technologies
SmartWay 2.0
Calculated emissions results based on opera-
tions (e.g., total fuel use, miles, tons)
Results = index value
(e.g., good, better, best)
Results = performance metric
(e.g., grams per tonne-kilometer)
Simulates a hypothetical fleet
Uses a fleet's actual inputs
Large number of data inputs
(every technology and strategy)
Fewer data inputs
(miles, fuel use, payload)
Multiple input checks
Develop program evaluation methodology
While partner tools will give your partners the ability to estimate their
individual emissions footprints, consider developing a methodology
to quantify the benefits of the whole program, including the collective
impacts of all program partners. The collective impacts—your program's
total emissions reductions—will likely be made up of three elements:
carrier partners' emissions reductions, additional emissions reductions
by shipper partners, and emissions reductions attributed to verified
equipment sold to and installed by non-partners.
Calculating carrier emissions reductions. SmartWay aims to drive
improvements in the environmental performance beyond what would
have occurred without the program. To measure its impact, these efforts
are best evaluated by comparing the emissions performance of partners
and the industry as a whole. To quantify carrier partners' reductions, use
the same performance metrics used by the partner tools to generate
consistent numbers and units, and thus base the benefit calculations
(emissions reductions) on grams per kilometer or grams per tonne-
kilometer performance.2
2. In the absence of specific activity data, assessment of program benefits will be limited
to evaluation of relative improvements. This section assumes that your program will
collect partner-specific activity information allowing for the calculation of actual mass
emissions reductions and fuel saved, as in the SmartWay 2.0 system.
Module III: Create Program
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The methodology for benefits from carrier activity compares SmartWay
partner activities and emissions with the national trucking industry over-
all as represented in the EPA MOVES (Motor Vehicle Emission Simulator)
national model.3The MOVES model estimates emissions for mobile
sources in the U.S. and covers a broad range of pollutants. The advan-
tage of comparing SmartWay partner performance to the MOVES model
results is that the emissions savings benefits of EPA's heavy-duty fuel
economy and fuels standards regulations are already incorporated in the
MOVES model.4Thus, the benefits of these emissions reductions would
not be counted as SmartWay program reductions, particularly because
MOVES is periodically being updated with new emissions data and the
impacts of new regulations.
To calculate the total emissions reductions from the SmartWay program,
the SmartWay carrier partner data is compared to a National Reference
dataset generated by MOVES. The National Reference dataset is normal-
ized to the same scale as SmartWay to enable comparisons between
the two datasets. For the national dataset, the SmartWay mileage totals
for each class are applied and allocated among model years within each
class according to each model year's proportion of the total mileage
within class in the MOVES estimates. The MOVES-estimated fuel con-
sumption for each model year is scaled to the miles derived in the previ-
ous step. This yields national average fuel consumption (and hence, C02
emissions) estimates that can be directly compared to SmartWay carrier
partners' emissions and fuel consumption. The difference between the
emissions of the SmartWay and the National Reference groups rep-
resents the emissions reduced by SmartWay.
3. EPA's Office of Transportation and Air Quality has developed the MOtor Vehicle
Emission Simulator (MOVES). This emission modeling system estimates emissions for
mobile sources covering a broad range of pollutants and allows multiple scale analysis.
4. MOVES2014 is the latest version of MOVES and includes the benefits of EPA Tier 3
emissions regulations as well the impacts of other EPA rulemakings promulgated since
the last MOVES release, in addition to new emissions data, and new features that
users have requested. MOVES2014 also includes the capability to model on-road and
nonroad mobile sources within the MOVES platform.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Adjusting for benefits due to overall fleet fuel economy variation.
While the average fuel economy of heavy-duty diesel trucks has re-
mained relatively constant over many years, several countries including
the United States, Canada, and China are getting ready to implement
greenhouse gas (GHG) and fuel economy standards for new vehicles.
Once these more efficient vehicles begin to penetrate the freight
vehicle market, the emissions reductions partners obtain by replacing
older vehicles not subject to the standards with new ones meeting the
standards would not be attributable to the program—but rather to these
new rules. Therefore, program benefit calculations will have to adjust
future year performance metrics to account for the penetration of such
new emissions standards into the fleet. This adjustment would require
introducing specific vehicle model year information into the calculation
methodology.6
Calculation of shipper savings. Shipper partners can reduce their
carbon footprints in two ways: first by using carriers participating in the
program (particularly by choosing higher-performing carriers and/or en-
couraging existing carriers to improve performance) and second through
strategies designed to remove distance, weight, and/or volume from
their freight supply chain, resulting in emissions reductions. The first type
of emissions benefit is included in the two equations above. The second
is calculated by summing the GHG reductions from all shipper strate-
gies and modal shifts. Independent confirmation of these benefits may
require special audit requirements to verify shipper partner activities.
Calculation of savings due to technology sales. If your program ver-
ifies and promotes the adoption of specific fuel efficiency technologies,
such as idle reduction or aerodynamic retrofits, your program may be
The SmartWay 2.0 Shipper
Tools allow Shipper Part-
ners to estimate emissions
reductions from strate-
gies they implement to
remove distance, weight,
and/or volume from their
freight practices, including
practices such as modal
shifts (e.g., from truck to
rail shifts).
5. There will continue to be a large legacy fleet of vehicles built prior to the new fuel
economy standards taking effect for many years after such rules are implemented.
Therefore your program can claim full credit for any emissions benefits from
improvements to the performance of those older vehicles. In addition, any vehicles
designed to exceed these standards could also be included in benefit calculation.
Module III: Create Program
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able to claim additional emissions reductions beyond those attributable
to program participants. Specifically, carriers that do not participate in the
program will also likely purchase these products, and the resulting emis-
sions reductions produced by non-partners using these products can be
ascribed to the program, if they can be quantified. For each product, you
can estimate the emissions benefits on industry-average usage levels.
To calculate the benefits of sales outside of the program, first determine
the number of devices used by program partners and subtract their ben-
efits from the total. If your program does not collect specific technology
information from its participants, you can survey a representative sample
of partners to estimate the total usage of verified devices throughout the
program.
Develop partner tools
One of the most valuable components of a green freight program is a
standardized system of data collection, reporting, and calculation tools.
The tools allow each partner to enter its annual freight-related activity
information in a user-friendly format. SmartWay developed its Partner
Tools using Excel spreadsheet forms, although your own tools might also
be Web-based or developed using some other electronic platform.
When developing your partner tools, strive to meet the following
objectives:
• Ensure that the platform is accessible, user-friendly, and familiar to
your partners
• Tailor partner data entry requirements to readily available, reliable
industry data sources
• Minimize data entry burden where possible, while balancing program
needs for quality, verifiable data
• Integrate data quality checks into the tools themselves
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Partner tools fall into two general categories: carrier tools and shipper
tools. Carrier tools collect fleet and activity information for individual
freight carriers, such as a truck or rail company, and calculate associated
performance metrics for each carrier fleet. Shipper tools use the outputs
of the various carrier tools in order to calculate the emissions footprints
for each shipper company.
Tools for logistics companies are a hybrid of these two tool types. Like
shipper tools, they use the outputs of the other carrier tools to deter-
mine the performance of their selected carriers. Like tools for other
carriers, though, they then calculate an overall weighted average perfor-
mance for the logistics company as a whole, which can then be used in
the shipper tool along with other carrier mode information. The following
summarizes the way these types of tools can be used in a green freight
program.
Potential Sources for Carrier Data
A variety of data will be needed to complete the performance eval-
uation tools for your green freight program. These data should be as
reliable and verifiable as possible. The data sources available to freight
carriers will vary significantly, depending upon regulatory reporting
requirements, contractual arrangements, and access to data systems,
among other factors. Below is a partial list of common sources that
U.S. truck carriers use for the mileage, fuel, and payload data they
enter in the SmartWay Truck Tool.
Total miles
Fleet-wide GPS reporting
software
Odometer readings
Fuel
Electronic or paper fuel receipt
Driver log books
Maintenance records
Driver log books
Standard mileage routes
Electronic or paper expenditure
data
Module III: Create Program
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Potential Sources for Carrier Data (continued)
Average pay load
Driver log books expenditure
data
Fleetwide tracking software
Centralized database with bill
of lading weight information
Bills of lading by representative
sample
Data sources will be different for other carrier modes.
Figure 3.2 - SmartWay Integrated Process
Smart Way C«irncf i
do A r i k>.vJ their tool
OUTPUT:
Tool calculate* the
performance of
HChflnl
• Truck tool
[-*» Rail tool
• Barge toot
• Multi-modal tool
SnwrtWay
Carrier
Ptrformtnc*
file & generated
and included In
Shipper and
<
OUTPUT:
Toot calculates
emissions and % of
SBWrWayCSfrfef!
Natural Resources Canada
1. Carriers get their tools by email, download, or logging onto a Web
page. They enter their detailed fleet and activity information, validate
their data, correct any errors, save the results, and send them to their
PAMs.The tools automatically calculate the performance metrics for
the carriers' associated fleets.
2. PAMs review the carrier tools, identify and resolve any anomalous
data in consultation with the partner, and upload the approved carrier
data into the program database.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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3. Carrier performance information is grouped into pre-determined cate-
gories within the database for comparison purposes. For example, it
would not be reasonable to compare the efficiency of a truckload dry
van fleet with a heavy-haul fleet. The SmartWay program established
its performance categories for truck carriers in consultation with in-
dustry experts, based on a combination of operation and body types,
as shown in the figure below.
Figure 3.3 - SmartWay Carrier Categories: 2013 Data Year
LTL
PD
Rail
4. The program database generates a file containing the carrier perfor-
mance information.
5. Logistics and shipper companies upload the carrier performance
information into their tools and specify which carriers they use and
the activity levels associated with each. The tools then calculate the
companies' emissions footprint and the percentage of their carriers
that are in the program. As with the carrier tools, logistics and shipper
companies check and correct any flagged inputs and send their com-
pleted tools to their PAMs for approval.
6. The PAMs review the logistics and shipper tools, make corrections
as needed, and upload the approved tools into the program database.
Depending on program goals or strategies, the program may even set
Module III: Create Program
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predefined performance levels that companies may meet to qualify
for a superior performance designation6 or other award.
Carrier performance can be reported to logistics and shipper companies
in a variety of ways, such as a relative score (e.g., "1-5"), an aggregated
performance "bin" (e.g., "900-1,100 g/km"), or carrier-specific metrics
(e.g., 1,087 g/km). SmartWay uses performance bins, representing a
compromise between the specificity and precision desired by shippers
and the privacy often desired by carriers. The figure below provides an
example of the different performance bin levels that might be presented
to shipper and logistic companies under this approach.
Figure 3.4- SmartWay Fleet Performance Map
CO 2
g/ton-mile
g/mile
NOx
Establish a number of ranking performance bins that is granular enough
to provide shippers with reasonably precision in their carrier evaluations,
but not so numerous as to become difficult to manage or result in very
low numbers of carriers per bin. The exact number of ranking bins and
the associated bin cutoff values is not critical. That said, it is important
for your carrier performance rankings to meaningfully reflect quantitative,
6. EPA originally provided SmartWay logo access only to Partners that met a performance
threshold.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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accurate measures of their emissions impacts—qualitative relative rank-
ings such as a "gold/silver/bronze" scheme will not be adequate to allow
for harmonization with global green freight programs.
The format and data entry requirements for carrier tools vary depending
upon the freight mode. Separate tools may be developed for the follow-
ing carrier modes:
• Truck
• Logistics
• Rail
• Marine7
• Air
• Multimodal
If the vast majority of program partners will likely be truck carriers, then
develop and launch the truck tool first. Logistics companies are increas-
ingly common, and the tool for these partners could be developed next.8
The priority for developing tools for other modes will depend upon your
country's local freight industry characteristics.
Carrier companies transporting freight via multiple modes (e.g., truck and
rail over the course of a delivery) are referred to as multimodal carriers.
The SmartWayTool for multimodal carriers is effectively a shell that con-
tains multiple tools, including those for truck, logistics, and rail carriers;
multimodal SmartWay Partners complete each embedded carrier tool
individually and then provide "composite fleet" information regarding
how the different modes are used within their company.
The outputs from certain
carrier tools may be used as
inputs for other tools. For
example, the performance
calculations from the truck
tool could be imported into
the logistics tool for use,
while logistics tool outputs
are subsequently imported
into the shipper tool. Make
sure to schedule tool due
dates carefully to account
for such interdependencies.
7 Different tools may be developed for barges/inland marine freight and ocean-going
freight. This may need more detailed explanation or graphics.
8. While logistics companies hire carriers to move freight, they are hired directly by
shippers. As such, logistics companies are treated as "carriers" in this discussion.
Module III: Create Program
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Today's carrier fleet operations can be complex, and determining which
tool a given partner should use may not be straightforward. Therefore
you should develop clear guidance to help partners identify the appropri-
ate tools to use. An example "decision tree" is provided below, including
the guidance for SmartWay Partners.
Figure 3.5 - SmartWay Decision Tree
YES
You contract out shipment of 95% or more
of your freight to outside companies
You are eligible to be a
Shipper partner
You operate your own managed fleet
(owned or leased) with less than 5% of
your freight contracted with outside
companies.
You are eligible to be a
Truck Carrier Partner
You contract out more than 5% of your
freight, i.e., you are a 3PL, broker, freight
forwarder, or non-asset-based carrier.
YES
You are eligible to be a
Logistics Company
Partner
You operate your own managed fleet and
move 5% or more of your freight with a
third-party provider, or move more than
10% of your freight via rail.
You are eligible to be a
Multimodal Carrier
Partner
You move 95% or more of your freight
with rail and less than 5% with any other
mode of transport.
YES
You are eligible to be a
Rail Carrier Partner
The carrier tools collect a wide variety of information. Although tools
differ from category to category, the tools have many data requirements
in common:
• Partner name and contact information
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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• Fleet characteristics such as operation and truck body types (e.g., 90
percent truckload/dry van, 10 percent drayage)
• Activity levels (distance travelled and tonnage hauled)
• Fuel types and volumes consumed
• Vehicle/engine size
• Engine age
• NOx/PM controls
An example input screen for operation categories is shown in the figure
below for the SmartWay Truck Tool.
Figure 3.6 - SmartWay Truck Tool Input Screen
For each fleet, entw the percentage of total m*l« dhrveti that falfettQeath operation (dtegory, Penceot^ges. must sum to 1QO percent for «adi fleet.
When fcwhed. iriri t Ihtt "But* typi's" Lib .ibuw or u'leii the M-X1 hullon jt Ihe bullijiu n1 thn screen.
I: ABC T.ucUrg, 1m.- fty Vn Rut
*AKT*
Emissions calculations
will vary depending upon
selection of a "preferred
calculation metric" by the
user—e.g., grams per kilo-
meter or grams per ton-kilo-
meter may be chosen. Base
your emissions calculations
on the metric with the
greatest accuracy/reliabil-
ity. For example, carriers
with relatively light weight
shipments should rely on
grams-per-mile metrics,
while carriers with heavi-
er payloads should base
their emissions estimates
on grams-per-tonne-mile
metrics.
Significant amounts of information will also be unique to each carrier
mode and tool. Key factors that are specific to each mode of the Smart-
Way tools are listed below.
• Truck Tool—number of tractors by class, number of trailers, road type/
speed, idle hours
• Rail Tool—railroad class, engine tier level, railcar types and miles,
gross/revenue/non-revenue tonne-kilometers
• Barge—propulsion and auxiliary engine info, barge/vessel types, un-
derway vs. maneuvering activity
Example input screens for activity, average payload, and trailer use are
shown in the figures below from the SmartWay Truck Tool.
Module III: Create Program
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Figure 3.7 - SmartWay Truck Tool Activity Screen
fjCfctl fhf'A&F button', la ithmtrfy ycxir datj iputt".. (Afltt '^iMifynu your dJU •.txirn.'t, th* bullori wti read "Ulit": yi*i moy i*fcct tdt" in nu
rh.»nij« *•. nratotf.) In ths "fly Trurfc Ci»t" enfcmnK. «ntnr your data for iwrh mark rU&i (only HW.P rUw. (HiKtMl nn HIP "Pt^w MraM Vr.ir ft fH
K*wti appe* befcw). The "Ovwal fleet" (oh
*MhcatH thtt4d«A ipeed
, | ftweifliF tomitflJ Idle Itouri prr Injr t-
Figure 3.8 - SmartWay Truck Tool Payload Screen
Thn wntthept wfl assist ymi m pstimating thp .1
R)fnrm,ktkmt u-«*g It
bokrn, \P»P< t "OK" to tramltv t
Ple«ic Indtcdte your daU courtc
•w|c capacity volume of your lfc»pt. Frst provide1 ddU *oune
-------
Figure 3.9 - SmartWay Truck Tool Trailer Use Screen
I h« form r-> cjp<.rn,nect to help you rtpteinwio your average paylciad, In berjtn, select an dtlooitiwi method for determining HIP amount eacri body
type contnbuhtt to your uve-rdll trunk ddss total, four dlliXdlkwi rneU.oi.1s jte provided In order of preference, with the moit preferred nietliod
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and prnvklf 4 dr1«|i?d d*?wilption 0| cflrh.
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Step 1: Getting started
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Once SmartWay Partners input the carrier fleet and activity, the tools
automatically calculate mass emissions and the corresponding perfor-
mance metrics for each fleet. C02 emissions for all tools are calculated
from fuel consumption estimates and carbon fuel factors for each fuel
type (diesel, gasoline, natural gas, etc.). Emissions calculations for NOX
and PM use emissions factors that vary by mode.
The emissions factors used in the SmartWay Truck Tool are expressed
in grams per mile (and grams per hour for idling emissions), which are
derived from EPA's latest MOVES emissions model. The MOVES model
outputs account for a variety of factors, including fuel type (diesel and
gasoline), vehicle class, engine age, driving cycle type (e.g., urban or
rural), and average speed. Adjustment factors are applied to estimate
emissions for alternative fuels such as natural gas and propane. Alterna-
tive emissions modeling approaches may be needed for trucks operating
outside the United States and Canada to account for different emissions
standards and/or fuel specifications.
Technical documentation
for all SmartWay tools can
be downloaded from the
SmartWay website, http://
www.epa.gov/smartway.
User guides for the tools,
explaining all required and
optional inputs, are avail-
able upon request. Contact
SmartWay for more infor-
mation.
Module III: Create Program
-------
Work with charter partners
and key stakeholders to
identify readily available,
reliable data sources for key
tool inputs. Fuel consump-
tion, distance travelled, and
payloads are particularly
important. We also rec-
ommend that all tools be
peer-reviewed and signed
off on by academics/stake-
holders.
EPA developed the NOX and PM emissions factors used in the Smart-
Way Rail Tool. They are expressed in grams per gallon of fuel and vary by
engine size and age (i.e., emissions standard or "tier level"). SmartWay's
Tools provide its Partners with standard reports allowing them to review
their fleets' mass emissions and performance metrics. The figure below
presents the performance metrics for an example truck fleet.
Figure 3.10 - Sample Truck Fleet Performance Metrics
^-SmartVttny
-x-
~
_71__ I
„,_
— -
_l
_,.
—_ __
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Logistics and shipper tool development. Unlike the carrier tools
described above, the logistics and shipper tools do not require fuel
consumption estimates, since this information likely resides with the
carriers. The logistics and shipper tools require users to identify all of the
carriers they have used during the reporting year, specifying their mode
and their program status (e.g., SmartWay truck carriers, non-SmartWay
rail carriers). In addition, these partners must assign mileage and/or
ton-mileage estimates to each carrier identified. The tools then combine
this activity information with carrier-specific performance metrics in order
to calculate mass emissions for the shipper and logistics companies.
For example, total ton-mileage estimates for a given carrier would be
multiplied by the carrier's corresponding gram per ton-mile values from
the carrier performance file to estimate the mass emissions associated
with that carrier's use over the year. The figure below shows an example
activity input screen for the SmartWay ShipperTool.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Figure 3.11 - SmartWay Shipper Tool Activity Screen
In addition to calculating emissions footprints, the SmartWay Shipper
Tool calculates a "% SmartWay Value" based on the fraction of total
distance traveled, tonnage hauled, or C02 emitted by SmartWay Part-
ners. This value can be used as the basis for performance benchmark-
ing, award and recognition ratings, or even program logo qualification.
Because shippers' key role in program is to influence the market, this is
a key gauge of their success. The figure below shows the screen in the
ShipperTool where users select the basis for their % SmartWay Value.
Module III: Create Program
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Figure 3.12 - SmartWay ShipperTool "% SmartWay" Screen
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-
As discussed previously, by designing your partner tools to collect
activity data and report carbon performance metrics in a manner consis-
tent with existing green freight programs such as SmartWay and Green
Freight Europe, you will facilitate the efforts of shippers involved in global
carbon accounting.
Tool validation. Ensuring the accuracy of partner performance data
is a cornerstone of green freight programs. The SmartWay carrier and
shipper tools both include validation checks to identify likely carrier
calculation and/or data entry errors. Certain inputs are compared against
industry average values, such as payload, annual distance traveled per
vehicle, and vehicle efficiency. If a SmartWay Partner's values differ from
the average by more than some pre-determined amount (e.g., more than
two standard deviations) then the tool warns the user. In this case, the
user can either change their input value or provide an explanation for the
unusual value. The figure below presents an example from the Smart-
Way ShipperTool highlighting warnings of differing severity (yellow and
red), including one missing value.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Figure 3.13 -SmartWay ShipperTool Warning Screen
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Develop the partner management database
The partner management database stores the information collected from
program tools, performs necessary calculations to determine program
benefits, results, benchmarking, carrier ranking, and other calculations
necessary for the program to function. It also serves as a customer rela-
tionship management tool, allowing PAMs to manage their partners and
their annual submissions.
The server hosting the database can be located at your agency or a con-
tractor, or maintained by a third party. However, rigorous security mea-
sures and regular data backups should be adopted as standard operating
procedure.
The process that partners follow in order to submit their data should be
designed to be easy and straightforward in order to minimize reporting
burdens. SmartWay's data submission process consists of several steps,
relying on the database for overall coordination:
SmartWay's overall Partner
management database
system consists of an
Oracle database server,
a ColdFusion application
server, and an SMTP
server.
Module III: Create Program
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1. Tools are updated for the new reporting year and posted on the
SmartWay website.
2. PAMs use the database to generate and send emails to inform the
Partners that the tools are ready to be downloaded. Each email in-
cludes a link to the SmartWay website, so the Partner just selects the
link in order to download the tool.
3. Using the downloaded tool, the Partner fills out contact, fleet char-
acterization, and fleet activity information as discussed above. The
Partner can also provide optional information about themselves for
posting on the SmartWay website as well as suggestions for program
improvements.
4. After entering and validating data, the Partner clicks the "Create
Submission File" button, which generates an XML file containing the
entered data.
5. The Partner then emails the XML file to their PAM or a central email
address. (A more automated submission process that will avoid the
need to email the file is under consideration.)
6. The PAM uploads the XML file into the database.The database up-
load function validates and stores the information in the file.
7. Truck submissions have an automated evaluation function that
provides guidance to the PAM on whether the submission must
be reviewed, should be reviewed, or can be accepted without any
review. Truck submissions are the most numerous and most compli-
cated. Other submission types may be automated in the future. (Such
automated reviews may not be necessary for smaller programs or
programs that are just getting underway.)
8. Once the PAM has validated and approved the submission, it be-
comes available for inclusion in the calculation of program benefits,
the carrier performance file, and the Partner list on the SmartWay
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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website. The RAM also has the option of checking a box that causes
an automated email to be sent to the Partner informing them their
submission was approved. The automated email includes a link to an
EPA Web page where the Partner can view, download, or print their
registration document, which was designed to be printed and framed.
In the future these emails will also include a link allowing qualified
Partners to obtain the logo files for use on their vehicles and packag-
ing. (Again, such high levels of automation are most appropriate for
large, mature green freight programs.)
9. Reporting deadlines are spread out throughout the calendar year in
order to allow the outputs of certain tools to be included as inputs in
others (as discussed above), as well as to distribute the PAM work-
load more evenly.
10. Toward the end of each reporting period, PAMs generate and send
automated emails to Partners who have not yet submitted data.
All emails generated by the database are recorded in a history log.
PAMs can also manually add communication records for phone calls,
in-person meetings, and emails generated outside the database.
These records then provide a visual record of all communications and
interactions with the Partner.
11. At the end of each reporting period, carriers have their approved and
binned emissions estimates included in the carrier performance file.
Binning is performed by a database administrator using restricted
functions; it groups each carrier's emissions estimates into a bin, as
discussed above. The estimate that is then published is the bin mid-
point—not individual emissions estimates, which are considered to
be business sensitive information.
12. The carrier performance file is used in the ShipperTool, the Logistics
Tool, and the MultimodalTool. A Partner using one of those tools
chooses carriers (who are SmartWay Partners) from the file. The Part-
ner enters information on their non-SmartWay carriers as well.
Module III: Create Program
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'ow SmartWay Does It
In 2013, SmartWay
published guidance for
Partners on best practices
associated with freight
data quality assurance
measures. This report,
Driving Data Integrity in
Transportation Supply
Chains, provides descrip-
tions of best practices as
well as case studies of
Partners who use them.
The report is available at
the SmartWay website,
http://www.epa. gov/
smartway.
13. At the end of each calendar year, the program benefits are calculat-
ed by the database using the activity data and emissions estimates
submitted and approved by the program Partners.
14. On the last day of each month, an automated database routine is run
that counts and saves the number of Partners in the program. This
historical record can be used to track and manage the Partner base.
Provide "best data QA/QC practices"
To a large degree, the success of your program will depend on how well
your participating partners measure and document their fleet characteris-
tics and activity. Thus, it is critical that your partners enter their data into
the tools accurately and completely. Only then will you be able to reliably
estimate program benefits and will your partners be able to accurately
assess the benefits of their investments in emissions reduction technol-
ogies and strategies.
Encourage your partners to perform data quality checks at a number of
points in the data collection and reporting process. The charts below
illustrate the general steps SmartWay's carriers and shippers use to cap-
ture and report their data, starting from goods movement through the
completion of the SmartWay reporting tool.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Figure 3.14 - Best Practices Example of
Carrier SmartWay Data Flows
ITrip- and Fleet-
Specific Carrier Data
Action Taken:
Data Check
••••••••••^
^^
• •/•MM«
••^^x
••••••••••^
••••••••••^
Company Database/Data
Management System
Action Taken: Review
of Reporting Tool
8
Completed Reporting
Tool Submitted to EPA
SmartWay
Carrier Tool
I Action Taken:
Data Check
Action Taken:
Post-Processing
Module III: Create Program
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Figure 3.15 - Best Practices Example of
Shipper SmartWay Data Flows
ITrip- and Fleet-
Specific Carrier Data
Action Taken:
Data Check
3 Company Database/Data
Management System
«ZOEZ£»**^ ^
Action Taken: Review
of Reporting Tool
8
Completed Reporting
Tool Submitted to EPA
SmartWay
Shipper Tool
I Action Taken:
Data Check
Action Taken:
Post-Processing
As seen in the figures above, partners should conduct their first QA/QC
checks at the point where their disaggregated, trip-specific information
is collected and uploaded into their company data management system.
For example, truck carriers should compare their fuel receipt records for
individual rigs with fuel consumption data from the rigs' electronic con-
trol modules (ECMs) to identify potential discrepancies.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Partners should perform a second set of data checks when preparing
their data for entry into your partner tools. At this stage, data are ag-
gregated across routes and trips to calculate total distance travelled,
ton-mileage hauled, and average payloads, among other factors. An ex-
ample data quality check at this stage would include matching total esti-
mated fuel consumption for the fleet against total fuel sales tax records.
Once the data have been entered into the tools, partners should com-
pare the inputs, emissions, and performance results with those from
prior years. The SmartWay Tools offer users a year-to-year comparison
function in order to help identify significant discrepancies across years
for QA/QC purposes.
Finally, once partners have submitted their data and uploaded those
data into the program database, PAMs should perform additional QA/
QC checks of their own. In many cases, these checks are redundant
with many of the reasonableness checks performed by the partners. For
example, the SmartWay program database performs automated QA/QC
checks for each tool upload, highlighting any out of range flags contained
within the tool, as well as year-over-year consistency checks. In this way,
any discrepancies that SmartWay Partners may have missed or not ad-
equately explained can be identified and addressed jointly by the PAMs
and Partners before finalizing data submittals.
The best time to establish best practices for compiling and entering part-
ner data is before partners join the program. To develop your own best
practices, consider visiting a cross-section of freight companies to learn
more about the specifics of how they collect their freight data and their
processes for quality checking it.
Case studies of SmartWay Partners using best practices
SmartWay is fortunate to have many Partners who employ state-of-the-
art best practices when it comes to data quality assurance measures.
Module III: Create Program
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For example:
• AD Transport Express, Inc., based in Canton, Michigan, has been
a SmartWay Carrier Partner since 2006, and demonstrates a strong
commitment to data quality. AD Transport regularly checks satel-
lite-reported vehicle miles traveled (VMT) and fuel data against IFTA9
reports. It verifies satellite miles reported against truck odometer
readings; in some situations, it also checks the satellite-recorded VMT
against its own dynamic mileage software.
• Swift Transportation is a SmartWay Charter Partner and has been
a SmartWay Carrier Partner since 2004. All of Swift's trucks have
satellite systems that continuously log all operational and trip-related
information (e.g., Global Positioning System [GPS] position, empty
and revenue miles traveled, ECM parameters). This information is
electronically transmitted daily to more than 1,500 staff for review.
Drivers have goals and scorecards for miles per gallon (MPG) and idle
time that are reviewed daily. Discrepancies in the data are rare, but
when they occur, issues are identified and fixed quickly. For example,
if the driver gets a low MPG daily score (e.g., 3.5 MPG recorded),
the truck is brought into the shop for a diagnosis. The technicians are
well trained to uncover problems from faulty sensors in the ECM that
logged erroneous values.
• Sharp Electronics Corporation, based out of Mahwah, New Jersey,
has been a SmartWay Shipper Partner since 2004. Sharp has a strong
environmental sustainability commitment, is ISO 14001 certified, and
requires all of its carriers to participate in SmartWay. Sharp uses a
comprehensive enterprise resource planning (ERP) system to store
all of its business process data. Customers' orders are submitted
directly into this system, processed, and transmitted directly to the
9. The International Fuel Tax Agreement (IFTA) is an agreement between the United
States and Canada that enables motor carriers operating in more than one jurisdiction
to report fuel use.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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transportation management system, where they are optimized,
routed, and assigned to carriers. The shipment information is then
electronically submitted to the warehouse management system for
shipment and returns shipment-specific information back to the ERP
system. To ensure that the data are accurate, the ERP system checks
the returned shipment data against the original order data and creates
an exception report when there are discrepancies. These errors are in-
vestigated to determine the nature of the problem, its root cause, and
the countermeasures that will ensure data integrity. Sharp employees
also perform manual verification checks on the data throughout the
year, which further ensures that SmartWay-related data are accurate.
Through these many controls, Sharp can confidently and efficiently
analyze these data and identify, plan, and execute strategies that
reduce GHGs and strengthen its bottom line.
• IKEA Distribution Services, Inc., Westampton, New Jersey, is a
SmartWay Charter Partner and was designated a SmartWay Champi-
on in 2011. IKEA also won a SmartWay Excellence Award in 2012. In
2000, IKEA developed its IWAY program: a code of conduct cover-
ing areas such as environment, health and safety, and wages and
working conditions. All carriers that work with IKEA agree to comply
with IWAY and take part in onsite IWAY audits every 24 months.
Additionally, any carrier that wishes to do business with IKEA in the
United States or Canada must participate in SmartWay. As part of the
IWAY audits, each IKEA carrier must confirm that it is up to date on
its SmartWay reporting tool submissions, and it must also walk IKEA
staff through its SmartWay reporting tool.
As with all voluntary programs, participants may be tempted to over-
state their fleet or company performance. By increasing their estimated
vehicle efficiency level, freight carriers would increase their chances of
being hired by logistics and shipper companies looking to reduce their
emissions footprint. Alternatively, logistics and shipper companies might
overestimate the miles and/or ton-miles assigned to carriers participating
Module III: Create Program
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in the program in order to improve their chances of qualifying for a pro-
gram logo or other recognition. Reliance on government and third-party
audits of participants' data will reduce the risk of such behavior.
(jEJ) Defining the Terms
What is a brand?
A brand refers to the look,
design, graphics, language,
and facts that identify
and describe a product,
program, or organization.
As articulated by Fast
Company magazine nearly
20 years ago, "The brand is
a promise of the value you'll
receive."
What is a logo?
A logo is a graphic symbol
or design used to signify
a product, program, or
organization. Your logo is
part of your program brand
and contributes to program
recognition.
Brand Development, Marketing, and Outreach
Branding and marketing
Branding and marketing are pivotal to the success of your program.
Branding defines a positive and memorable image of your program to
your stakeholders and the public, leading to increased and sustained
partner participation. Marketing broadcasts your program and its key
messages, accomplishments and outcomes, and opportunities for part-
ner participation. Take time before the program is launched to develop a
comprehensive branding and marketing plan to use as a roadmap for the
next several years.
To create such a plan, you will need a few basic communications building
blocks. Follow the steps below to ensure that your program has these
elements in place to create an effective branding and marketing plan.
1. Develop a program brand, including logo and logo use criteria
Establishing and presenting a consistent brand is important for mar-
keting and outreach. Your brand identity represents your program and
conveys its attributes, values, purpose, and strengths. You can use your
brand to:
• Unify your program under one easily recognizable symbol
• Provide a focal point and shorthand for referencing your program
• Distinguish your program from others
• Communicate your program offerings
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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To develop a brand, ask yourself the following questions about your
program:
• What is your program's mission?
• What are your program's core services? Core values?
• How is your program different from others and unique in the market-
place?
• Who is your target audience?
• What are the benefits and features of your program's products and
services from the partner perspective? From your perspective?
• How do you want your stakeholders and target audience members
to view your program? What qualities do you want them to associate
with your program?
Your answers to these questions are important, and they will change
over time as your program evolves. Continually ask your team and your
stakeholders these and related questions so you can maintain, discard,
and add elements to your brand as the program matures.
GROUP EXERCISE:
Create a Brand Platform
30 minutes
Consider the questions listed above and discuss them with
your group. Document your answers in a short one- to two-
page document, which will become the basis for your brand
platform. Consider it to be a living document that can change
over time. Share it internally so that everyone has a common
reference point for your program's mission, unique attributes,
and features. It will serve your program in the long run by
promoting clear and consistent messaging and reducing
confusion.
Because defining your
brand and developing a
brand strategy can be com
plex, consider getting help
from outside consultants.
Module III: Create Program
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This is SmartWay's
Program logo:
>SmartWay
Transport Partnership
This is SmartWay's
Partner logo:
>SmartWay
Transport Partner
Note the similarities in
design, color, and "feel."
You can tell that they are
part of the same "family
and brand.
Brand building blocks. Your program's brand is reflected visually via its
logo and design elements as well as through the text in marketing ma-
terials. The basic building blocks of a brand include a program logo, color
palette, dedicated fonts, and photos, all of which are used and incorpo-
rated into all program materials, including outreach and media materials.
Program logo. Your program logo helps define your brand and will be
used on all materials, electronic and print. Use it consistently to quickly
build a recognizable brand. The logo should reflect your brand identity,
incorporating the colors and look and feel you want associated with your
brand.
Consider trademark registration for your program and partner logo
domestically and internationally. This will provide you with the ability to
prevent its use by unauthorized parties and better control the way that
your brand is used worldwide. The Madrid Protocol10 provides a centrally
administered system of obtaining "bundled" trademark registrations in
different jurisdictions.
Palette. Your color palette should define the specific colors that are
used in the program logo and across all program materials. The palette
should also include complementary or "accent" colors for other ma-
terials. Use caution when selecting a palette. Different cultures have
different associations with colors. For example, in the United States, red,
white, and blue together are considered patriotic, while green is often
associated with the environment and money. Red is associated with
heat, danger, and stopping, while yellow is associated with caution and
the sun. Pick colors that make sense for your cultural and programmatic
contexts.
10. For more information about the Madrid system, including how to file an application,
visit the World Intellectual Property Organization website at http://www.wipo.int/
madrid/en.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Fonts. Adopt a standard set of widely available yet distinctive fonts
to use in printed and electronic materials, including presentations and
brochures. Use them consistently throughout all materials, with certain
fonts assigned to headings, subheads, body text, website text, etc.
Photos. Photos can reinforce a program's identity and overall brand.
Ideally, use photos with colors that are part of or complement the palette
(see above) and images that complement your brand.
Once you have established the core building blocks of your brand (pro-
gram logo, palette, fonts, photos), find a qualified graphic design artist or
expert to help develop a partner logo, logo use guidelines, and internal
style guide.
tow SmartWay Did It
Sm»rtW*y' Transport Partmrehp:
Broin) Oara Inugrity M TrmprttliCNI Su«*Y O»»3
For its SmartWay® Transport Partnership: Driving Data Integrity in
Transportation Supply Chains Data Integrity report, SmartWay select-
ed as its dominant cover photo an image of an aerodynamic truck in
motion, playing off the report title text ("Driving") while incorporating
squares in stacked columns, metaphorically suggesting datasets.
Module III: Create Program
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mart Way Does It
SmartWay logo "do's and
don'ts" include:
SmartWay logos must
be used in their entirety.
The graphic may not be
altered.
The only SmartWay
logo files approved for
use can be obtained by
contacting EPA.
Logos must be applied
on a white background.
Logos must be legible at
all times.
The full logo guidelines
can be found at http://
www.epa.gov/smartway/
forpartners/index.htm.
Partner logo. A program's partner logo is different from, but built
upon, a program logo. It uses the same colors and overall style, often
incorporating the program logo in some capacity. For your green freight
program, the partner logo will identify partners as responsible corporate
citizens and environmental stewards. It could be awarded based on
performance, or based on commitment and participation (reserving other
program elements like awards to indicate performance). Examples of
potential performance criteria to evaluate partner eligibility for logo use
may include:
• Submit partner tools on time
• Achieve a certain performance level
• Meet percent usage of carrier requirements (for shippers and
logistics)
• Meet applicable engine requirements
• Sign a logo use agreement
• Not in violation of the logo use agreement within the past three years
Partner logo use guidelines. Partner logo use guidelines will dic-
tate how and when to use the Partner logo in corporate marketing and
outreach materials. One effective format is a list of "do's and don'ts" for
logo usage.
In addition to these guidelines, provide some direction for how partners
should discuss their participation in the program in their own marketing
materials and how partners become eligible to use the logo. Re-evaluate
the logo eligibility requirements periodically and ramp them up when
necessary to keep partners motivated to achieve program goals from
year to year. Detail the process for dealing with logo use violations within
the guidelines as well.
Style guide. A style guide explains your program's brand—the look,
design, graphics, language, and facts that identify and describe your
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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program—and helps present a consistent identity that is crucial to main-
taining the program's credibility and boosting the public's recognition and
value of your program's brand. Having a style guide at hand will help to
ensure that all involved are in step with your program's graphic and style
standards.
2. Develop marketing materials and outreach tools
Marketing materials should be program-branded and must include the
program logo. Additionally, always provide an easy way for readers to
request more information about the program. Including your website
address is a great idea if your stakeholders use the Web.
Partner affiliates, or other
organizations that are
dedicated to promoting the
program and have large
networks, can significantly
magnify your message and
outreach efforts. Seek them
out and explore opportuni-
ties to create and release
"co-branded" publicity and
marketing materials in order
to tap their networks.
Your initial suite of marketing materials should include the following
pieces:
• A basic program brochure that briefly describes your program and
its mission and provides a "call to action" to your audience. The call to
action might ask companies to join the program, associations to sup-
port the program, and the public to recognize and support partners—
or it might be something else, depending on your program structure.
• A program website that serves as a repository for all program
information. It should include information on partners, program news,
funding opportunities, official program materials (including partner
tools), technical reports, links to external resources, and general back-
ground information. The website should reflect your program's brand
(logo, colors, tone).
• A letter to your stakeholders announcing your program and inviting
their participation and support as the program launches.
• Background information, perhaps in the form of a technical report,
articles, or papers that provide the foundation and justification for the
program.
mart Way Did It
Looking for
supply-chain effici
^SmartWay
Transport Partnership
Any way you fhtp h,
mow it tho SmartWay.
SmartWay created branded
pull-up banners to draw
attention to its program at
conferences and events.
The banners, such as
this one, are designed
using the colors of the
SmartWay logo or comple-
mentary colors along with
minimal text.
Module III: Create Program
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If you and your partners
and program stakeholders
have access to high-speed
Internet connections,
consider using webinar
technology. Webinars allow
up to hundreds of people to
attend, view, and participate
in presentations remotely
and in real time. Webinars
can also be recorded and ar-
chived for future reference
and repeat broadcasting as
necessary.
How SmartWay Does It
The SmartWay website (http://www.epa.
gov/smartway) is a key resource for
Partners, prospective Partners, program
staff, and of course all program stake-
holders and the general public. It serves
as a central and universally accessible
repository of program information for all
of SmartWay's current initiatives and informational resources. EPA
staff update the website every week with announcements and all
types of new content.
The website resides within the U.S. EPA's website, so it fits within
EPA's overall Web design, navigation, and structure. When planning
your program's website, start by determining who will host it and
work within any design and operational boundaries they present.
Potential hosts include government agencies, advocacy organizations,
and trade associations. (If your green freight program is independent-
ly operated, its website may also be independent.) If you elect to
have your program website hosted by another organization, you will
lose some control over how it functions but often gain additional cred-
ibility and cross-promotional benefits that come from being associat-
ed with your host.
The SmartWay website organizes content into six categories:
About Join For Partners
News & Events What's New Stay Connected
Combined, these categories organize all of SmartWay's programmat-
ic information and resources. In addition, the home page features
quick links and widgets that show recent news and events, feature
frequently asked questions, list upcoming webinars and events, and
highlight outstanding SmartWay Partners. Important Partner and re-
cruiting resources are prominently listed in order to ensure that they
are easily found by visitors to the website.
As you consider your program's website structure and design, peruse
the SmartWay website and the websites of other green freight
programs to get ideas of what type of information can be housed on
your website and how to organize it. However, keep in mind that web-
sites are a work in progress! They can and should be analyzed and
refreshed regularly to be as responsive to visitors' needs as possible.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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3. Develop a media outreach strategy
Your program's marketing strategy should include media outreach, and
planning should begin once your brand is finalized. Effective media
outreach can result in increased program awareness and visibility, which
in turn can support efforts to recruit new partners and provide positive
recognition to existing partners. Your media outreach strategy should be
multi-faceted, targeting traditional media and social media, and incorpo-
rating public service announcements and paid advertising, if possible.
GROUP EXERCISE:
Partner Outreach and Support Tools
10 minutes
Discuss what types of outreach and partner support tools
your program might need to develop first.
How SmartWay Does It
Over the years, SmartWay has developed a wide range of outreach
materials:
• Media outreach materials
(press releases, messaging
documents, etc.)
Conference and trade show
display tools
Brochures
Recruiting video
Infographics
Fact sheets
Accomplishments reports
Point of purchase materials
Branded window clings,
magnets, pens, and other
giveaways
Public service announcements
and paid advertisements
Posters
• Web tools (banners, etc.)
Direct mail campaign materials
Partner case studies
PowerPoint presentations
Technical documents and reports
Most of these materials are available on SmartWay's website:
http://www.epa.gov/smartway.
Module III: Create Program
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Traditional media
Contact trade journals and
request a copy of their
editorial calendars. These
calendars will show both
the deadlines for submitting
articles and the themes of
different issues. Consult the
themes and tailor articles
on your program around the
themes to boost the chanc-
es of your article being
published.
' SmartWay Does It
SmartWay has written and
published articles in sever-
al trade journals, including
Dairy Foods and STORES
magazines. These articles
are 1,200 words long. They
were written to appeal to
the food and beverage and
retail sectors around the
theme of the benefits of
partnering with SmartWay.
Newspapers, magazines, and trade publications constitute traditional
media. One of the best ways to leverage traditional media is via trade
publications focused on the freight industry and associated shippers.
Trade publications often need content or articles authored by program
experts, especially if the article topic coincides with themes selected for
certain issues.
For articles in trade journals, determine which type of publication you
want to target (e.g., general freight, consumer-focused, major sector)
and review the publication's basic information. Note whether the pub-
lication is print media, online, or both; what its total circulation is; and
whether it accepts outside-authored articles. Next review the editorial
calendar to determine if there's an issue that coincides with your subject
matter. Finally, propose the article to the appropriate journal contact via
email and a phone call.
Social media
For many programs and organizations, social media is another avenue for
reaching a wider audience. However, before developing a social media
presence, determine which platform (if any) makes the most sense
for your program. In the United States, many programs focus on the
following three platforms:
Facebook. Facebook has global presence and is known for its
casual, friendly content. To use Facebook, create a Facebook page
and remain committed to updating it frequently with program- and
industry-related articles, images, videos, etc. Be sure to interact
with the people who "like" your page and make sure your page
is well-branded by incorporating your program's logo and other
components.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Twitter. Many companies and organizations use this microblog
site to keep their "followers" up to date on current news and events.
"Follow" fellow Twitter users in your industry or related fields, and
others may follow you in return. Be sure to retweet when a partner or
stakeholder tweets relevant news, and be sure to respond to people's
questions and comments. UsingTwitter as a social media marketing
tool revolves around dialog and communication, so be sure to interact
as much as possible.
• H- Linkedln. Popular with professionals, Linkedln is probably the
most business-oriented social media platform. Programs and users
can establish "Linkedln Groups" that other users join to share infor-
mation and network. It's important to consider whether you will have
enough users to make it worthwhile.
When using social media, make sure you offer valuable and timely
information that your audience will find useful and interesting. Keep your
audience engaged by using images, videos, and infographics in addition
to text-based content. Your partners and affiliates can also support your
green freight program by publicizing participation on their social media
platforms, which enables you to engage with their audiences.
Social media is constantly evolving. If your program commits to social
media marketing, keep apprised of the latest trends and newest social
media platforms.
Public service announcements (PSAs) and paid ads
Advertising isn't just for consumer goods and services—placing PSAs or
paid ads also generates interest and buzz around programs and ideas.
• PSA campaigns. While PSA placement is often free, the design and
implementation of a PSA campaign is not. If not planned correctly, it
can be a costly venture with little payback. PSA campaigns should be
strategic and targeted, with a defined mission and objective. When
done well, they can provide valuable media coverage resulting in mil-
lions of impressions and millions of dollars of donated ad space. For
an example of a SmartWay PSA campaign, see Appendix B.
y) Defining the Terms
What is a PS A?
PSA stands for "public
service announcement." A
PSA is an ad that serves the
public good and is therefore
placed by media outlets at a
discount or for free.
How SmartWay Did It
In 2004, SmartWay
launched its iconic
"Product on Wheels"
PSA campaign to increase
program awareness and
participation. Featuring
yellow objects with catchy
taglines, the campaign
was highly successful. As
a follow-up, in mid-2013
SmartWay launched anoth-
er PSA campaign focusing
on companies reducing
their respective carbon
footprints. As of July 2013,
the PSA has been placed
five times with a donated
value of nearly $300,000.
Module III: Create Program
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mm Further Information
For an example of a paid
SmartWay advertisement,
see Appendix B.
Don't be fooled by big
events with large numbers
of attendees. Sometimes
smaller, more targeted
events create better oppor-
tunities for your program.
Combine your media
outreach and conference
efforts by attending events
sponsored by trade associa-
tions in whose journals you
have published articles. Be
sure to have copies of arti-
cles available for conference
attendees.
• Paid advertising. If budget allows, consider paid advertising as
a piece of your marketing strategy. Like PSAs, paid ad campaigns
require careful thought and planning. However, paid ads also allow for
some flexibility not available with PSAs. When you are paying for ad
space, you can select the publications, the duration, and the size of
your ad to fit your budget. In contrast, publications cannot guarantee
they will run PSAs, as they only place PSAs when there is ad space
that hasn't been filled.
4. Identify events and forums to leverage for visibility
Conferences, events, and forums are another strategy for marketing your
program. While not all events will be appropriate or effective venues for
your program, attending, exhibiting, and/or presenting at appropriate
shows can produce results: increased awareness of the program, new
recruits, opportunities to engage stakeholders, etc.
When choosing events to attend, consider the audience that will be at-
tending, available booth display and speaking opportunities, and whether
current partners will be there to provide program support in the form of
testimonials and endorsements. Review your marketing and recruiting
goals and strategies when choosing events. Are you interested in recruit-
ing from a specific industry sector? If so, be sure to include industry-
sponsored trade shows and conferences in your list of possibilities.
Smaller shows with opportunities for a significant program presence
can be more successful in establishing new relationships and recruiting
new partners. Staff and publicity can get lost in the crowds at the largest
events, especially when your program is in its beginning phases and has
not established industry name recognition. When SmartWay was first
launched, smaller events offered the best opportunities to meet with
prospects.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Conferences and trade shows also offer great networking and presen-
tation opportunities. Try to get a speaking slot on the agenda. Consider
hosting a workshop or panel session for program partners and stakehold-
ers. Workshops often serve as good venues to collect valuable feedback
about program and partner needs and program direction. They can also
serve as invaluable events to network. Additionally, program-sponsored
workshops are an extra that make partners feel valued and more invest-
ed in the program. Conferences are also an opportunity for senior offi-
cials to publicize the program through keynote speeches and high-level
public talks, so investigate speaking opportunities at related events.
Sponsoring relevant conferences can also increase your visibility and
provide excellent recruiting opportunities. By taking an active role in
the organization of industry events, you can provide your partners with
increased opportunities to network and build their knowledge of green
freight technologies and opportunities. As your program grows, consider
expanding your awards ceremony into a dedicated program conference.
GROUP EXERCISE:
Create a Targeted List of Conferences and Events
10 minutes
Identify potential conferences and trade shows for your
program to attend. List the shows by industry sector and by
priority.
Module III: Create Program
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5. Create strong public recognition opportunities
To create a compelling value proposition for partners to join a program
and change behavior by adopting environmentally friendly practices,
voluntary programs rely heavily on conferring positive public recognition
to partners who achieve program goals. Green freight programs can use
this approach to great effect.
You can use several different types of strategies to create public recogni-
tion for your partners. For example:
• Positive media coverage. Most companies appreciate the value
of receiving positive media coverage without having to pay for it. As
a respected, objective voice on the environment and freight, your
green freight program can issue press releases praising partners for
committing to or reaching goals. You can also acknowledge partners in
PSAs.
• Logo usage. Your program can build value into its brand and give
access to logo usage only to partners who meet certain criteria (e.g.,
reporting regularly, agreeing to certain terms). Or you may elect to
create a multi-tiered logo for varying levels of performance.
• Awards. Many voluntary programs hold high-profile annual awards
ceremonies where partners are publicly recognized for their achieve-
ments. Sometimes new partners are inducted into the program
during the ceremony. Often, high-level industry or government repre-
sentatives are invited to attend and speak to raise the profile of the
event. To leverage the most visibility for the award winners, consider
developing and placing a PSA showcasing winners.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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How SmartWay Does It
SmartWay offers many opportunities to confer public recognition on
its Partners. One of its most effective means is the highly coveted
annual SmartWay Excellence Awards. These recognize exceptional
achievement among SmartWay Partners. The most recent award
winners were chosen because of their environmental performance
as demonstrated by Partner data submissions with the SmartWay
freight assessment and carbon tracking tools. SmartWay also judged
applicants for shipper and logistics awards using other additional
leadership criteria.
SmartWay starts preparing for its awards program in late spring, and
an awards event is then held in the fall of each year. SmartWay holds
its annual event in conjunction with a major industry event to max-
imize attendance and increase media coverage. In 2013, SmartWay
held its award event at the Council of Supply Chain Management
Professionals' Annual Global Conference in Denver, Colorado. At the
conclusion of the awards ceremony, SmartWay develops outreach
materials that highlight winners, such as this PSA shown below.
Figure 3.16 - 2013 SmartWay Award PSA
High Praise
for Going the
SmartWay.
Congratulations
to the 2013 SmartWay
Excellence Award Winners
^SmartWay
Transport Partnership
Module III: Create Program
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How SmartWay Does It (continued)
The award categories Smartway has established are listed below.
SmartWay shipper semi-finalists are top-
performing Partners in good standing. EPA identifies a pool of
top-performing candidates for consideration based on environmental
performance, use of SmartWay carriers to move their freight, and
freight mileage with "large" and "medium/small" mileage categories.
Shipper semi-finalists are invited to provide EPA with supplemental,
qualitative documentation that demonstrates leadership actions that
support SmartWay's environmental goals. Final shipper awardees are
selected from the pool of semi-finalists based on the supplemental
information they provide.
SmartWay logistics semi-finalists are top-
performing Partners in good standing. EPA identifies a pool of
top-performing candidates for consideration based on environmental
performance, use of SmartWay carriers to move their freight, and
freight mileage with "large" and "medium/small" mileage categories.
Logistics semi-finalists are invited to provide EPA with supplemental,
qualitative documentation that demonstrates leadership actions that
support SmartWay's environmental goals. Final logistics awardees are
selected from the pool of semi-finalists identified by EPA based on
the supplemental information they provide.
SmartWay carrier awardees are recognized for top
environmental performance. EPA identifies Partners in good stand-
ing that are leaders in freight efficiency based on their SmartWay
data within their fleet type and size categories. Large and medium/
small carriers are selected based on their performance within 14 fleet
categories.
Award criteria are developed and refined every year and made avail-
able to Partners so that they can compete. Find a list of SmartWay's
awards criteria in Appendix B.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Develop other partner support tools and information
In addition to performance metric and emissions footprint calculation
tools, your program may need a variety of other tools and resources to
support partners. These could include financial and emissions benefits
calculators, driver training modules, and other information designed to
help your partners make informed decisions regarding their green freight
investments and management strategies.
Finance and benefit calculators. Truck technologies and strate-
gies that save fuel or use fuel more efficiently can pay for themselves
through cost savings. They also help reduce GHGs emissions and other
air pollution. A financial calculator can be designed to help truck owners
compare the costs and estimate the fuel savings associated with various
efficiency technologies.
In the past, SmartWay provided an online Excel calculator for owners
of single trucks as well as multiple-truck fleets. It allowed truck owners
and operators to compare the equipment costs and estimate or project
fuel savings across various technologies by entering different values for
fuel consumption, fuel cost, and information regarding financing terms
(e.g., loan period and interest rate). The spreadsheet uses these inputs
to calculate the total cost of the investment and expected monetary
savings before and after loan repayment. Partners developing their
emissions and fuel reduction strategies find this information very useful,
and providing them with such easy-to-use calculators encourages their
participation in program-sponsored loan programs.
These tools can also be modified to incorporate emissions reduction
levels. For example, certain strategies such as PM retrofits will incur
a small net cost to vehicle operators due to increased energy require-
ments. For these strategies, a subsidy or grant program can help make
retrofits more financially attractive, and a benefit calculator can estimate
its cost-effectiveness, in commonly expressed terms such as dollars per
ton of emissions reduction. Such cost-effectiveness estimates provide
Module III: Create Program
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A Canadian study estimates
that many fleets could
achieve a 10 percent fuel
economy improvement
through driver training and
monitoring. A study for
the European Commission
estimates that an annual
one-day driver-training
course can improve truck
fuel efficiency by 5 percent.
Private services claim fuel
consumption benefits as
high as 25 percent.
Source: http://www.
fieldtechnologies.com/fleets-
investing-in-green-t ruck-driver-
train ing-will-reduce-fuel-costs/.
an excellent metric for comparing the relative value of different control
strategy options and help loan program administrators allocate limited
funds in the most effective way.
Driver training. Partners can also implement operational changes to
improve freight efficiency and lower fuel consumption. For example,
driver training programs that increase driver skills, knowledge, and
performance can help trucking companies save fuel and reduce GHG
emissions. A driver training program that improves fuel economy by 5
percent could save over $3,000 in fuel costs and eliminate 8 metric tons
of GHG emissions per truck each year.
Even highly experienced truck drivers can boost their skills and enhance
driving performance through driver training programs. Training that tar-
gets fuel efficiency can help drivers recognize and change driving habits
that waste fuel. For example, driving 105 kilometers per hour instead of
90 can use up to 20 percent more fuel, idling a typical heavy-duty engine
burns about 3 liters of fuel per hour, and driving with the engine rpm too
high can waste several liters of fuel each hour. Other common habits
that reduce fuel economy are frequent or improper shifting, too-rapid ac-
celeration, too-frequent stops and starts from failing to anticipate traffic
flow, and taking circuitous routes.
Driver training can generate larger efficiency gains for vehicles in urban
service, where shifting practices have more influence on fuel economy.
For a typical long-haul truck, the initial cost of training and the purchase
of related equipment such as an electronic engine monitor and record-
er could be recouped within two years from fuel cost savings. Trucking
companies can realize even greater fuel and maintenance savings by
using technologies that limit truck idling and highway speed.
Your program can encourage trucking firms to implement driver train-
ing programs to reduce fuel costs and teach drivers fuel-saving tech-
niques through employers, vocational schools, and for-profit training
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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organizations. Electronic engine monitors can be installed to review driv-
ers' operating patterns and benchmark individual performance over time.
Partners can also create successful incentive programs that are simple
to administer, such as combining training with rewards for enhanced
driver performance.
You can model your driving training program on existing curricula like
those developed by Natural Resources Canada and used by the Canadian
and U.S. SmartWay programs. You can also contact your national or local
trucking organizations for more details on improving driver performance
and establishing driver incentive programs and truck dealers or equip-
ment vendors for information on engine monitors and related fuel-saving
devices.
Other information resources. Shippers and freight carriers may
need additional information on a variety of topics, such as technical and
educational background documents on fuel efficiency and emissions
control strategies, financing opportunities, logo use requirements, and
award terms. Consider developing a "Partner Resources" page on your
program website to provide access to relevant information. The following
provides a partial list of SmartWay Partner resources.
• Program overview (an introduction to SmartWay)
• Partner and affiliate lists
• Technical publications regarding control strategies
• Glossary
• Calendar of upcoming events/webinars
• Excellence Award winners
• Logo use guidelines
• Partner profiles
• Marketing resources
• Verified technologies lists
How SmartWay Did It
The SmartDriver for High-
way Trucking e-learning
program was developed
by SmartWay and the Nat-
ural Resources Canada's
FleetSmart Program. The
training program provides
specialized training pack-
ages that educate drivers
on fleet energy manage-
ment to promote energy
efficiency. The training is
available online for free
for all Canadian and U.S.
SmartWay Partners at Nat-
ural Resources Canada's
FleetSmart website, http://
fleetsmart.nrcan.gc.ca.
Module III: Create Program
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• International program summaries
• Partner case studies
• Best practices guidance documents
• Partner trends, indicators, and statistics
GROUP EXERCISE:
Identify Outreach and Partner Support Tools for
Your Program
20 minutes
Develop a list of outreach and partner support tools that your
prospective program will need. Discuss options and prioritize
the list to determine where financial resources should be
allocated.
Technology Verification and Labeling
Your program partners can adopt a variety of technology strategies to
lower their fuel consumption and reduce costs and emissions. To help
your partners identify reliable, cost-effective technologies for their fleets
and freight operations, develop test protocols, collect test data, and
verify the performance of vehicles, technologies, and equipment that
have the potential to reduce GHGs and other air pollutants from freight
transport. Performance testing and verification will help establish which
technologies and strategies are most appropriate for different truck types
and usage patterns.
Energy consumption basics
Fuel use by freight trucks varies substantially depending on vehicle size
and weight. As a general rule, Class 8 tractor-trailer rigs tend to have
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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lower fuel economy (roughly 4 to 7.5 mpg) than lighter vehicles. For com-
parison, Class 4 diesel trucks (typical city delivery vans) average between
7 and 12 mpg.11 A vehicle's operation-cycle (e.g., frequency of starts and
stops, acceleration requirements, average speed, percent of time at idle)
also has a direct impact on fuel consumption and GHG emissions.The
frequent acceleration and braking common in urban operations result
in particularly poor fuel economy. Operation at very high speeds and
extended idle time also decrease fuel economy for freight trucks.
Energy consumption patterns for a typical Class 8 truck are presented
below. These values help identify the primary energy requirements for
conventional diesel truck operation as well as opportunities for reducing
fuel consumption.
Figure 3.17 - Initial Focus: Areas of Most Opportunity
TOTAL ENERGY USE
400 kWh <-6.6 mpg)
Aerodynamic
Losses
2 Ml
John Woodrooffe
About one-third of the energy requirements for operating fully loaded
Class 8 trucks at highway speed come from aerodynamic drag and tire
rolling resistance. In contrast, trucks operating at slower urban speeds
11. National Research Council (2010). Technologies and Approaches to Reducing the Fuel
Consumption of Medium- and Heavy-Duty Vehicles.
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may encounter negligible aerodynamic drag (less than 1 percent) and
rolling resistance levels only about half that of the Class 8 truck example
(about 5 percent).
Different GHG reduction strategies are appropriate for addressing the dif-
ferent types of energy loss. Technologies currently being explored for the
heavy diesel truck market fall into five categories: engine power systems
and transmissions, drag reduction (including aerodynamic and rolling
resistance), weight reduction, accessory and "hotel" loads, and idle re-
duction. In addition, technologies from one category can have synergistic
effects (both positive and negative) when employed together.
Due in part to their relatively high unit costs, some of the GHG reduction
strategies under consideration for heavy trucks (such as hybridization) are
only available through new vehicle manufacture and purchase, although
certain aerodynamic improvements, low-rolling-resistance tires, idle
reduction, and auxiliary power strategies are ideal for retrofit. The effec-
tiveness of different efficiency strategies also will vary with vehicle age
due to the fact that vehicles may change operators and duty-cycles after
a number of years. For example, Class 8 trucks in the United States com-
monly spend the first few years of their life in long-haul service, which
entails higher-speed operation (and greater mileage accumulation) than
other service types.12 After this time, these trucks are often moved into
lower mileage, regional or urban/short-haul applications. These different
service types and operation modes obtain substantially different benefits
from different efficiency technologies. For example, aerodynamic and
rolling resistance strategies obtain their maximum benefit at highway
speeds, while hybrid technologies are best suited for lower-speed urban
drive cycles.
12. Lutsey (2008). Institute of Transportation Studies, University of California, Davis.
Prioritizing Climate Change Mitigation Alternatives: Comparing Transportation
Technologies to Options in Other Sectors. Retrieved from http://www.its.ucdavis.edu/
research/publications/publication-detail/?pub_id=1175.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Technology overview
Your program partners may choose from a variety of green freight tech-
nologies to provide fuel savings and/or emissions reductions, including:
• Idle reduction technologies
• Aerodynamic technologies
• Low-rolling-resistance tires
• Tire pressure monitoring
• Auto-tire inflation
• Low-viscosity lubricants
• Weight reduction
• Extended trailer capacity
• Emissions retrofit technologies
Examples of aerodynamic technologies installed on a tractor-trailer
Idle reduction technologies. Idle reduction technologies allow engine
operators to refrain from long-duration idling of the main engine by using
an alternative technology. An idle reduction technology is generally de-
fined as the installation of a technology or device that:
• Is installed on a vehicle (e.g., bus, truck, locomotive, automobile,
marine vessel) or equipment at a location.
• Reduces unnecessary main engine idling of the vehicle or equipment.
• Is designed to provide services (e.g., heat, air conditioning, and/or
Each year, long-duration
idling of truck and locomo-
tive engines in the United
States consumes over a
billion gallons of diesel fuel
and emits 11 million tons of
C02, 200,000 tons of NOX,
and 5,000 tons of PM. Also,
idling can increase engine
maintenance costs, shorten
engine life, harm driver
health, and raise noise
levels.
For a list of retrofit
technologies approved
by EPA and the California
Air Resources Board,
visit EPAs National Clean
Diesel Campaign website
at http://www.epa.gov/
cleandiesel/.
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SmartWay has verified
dozens of technologies
that have the potential
to reduce greenhouse
gases and other pollutants
from freight transport. For
details, visit the SmartWay
website at http://www.epa
gov/smartway/forpartners/
technology.htm.
electricity) to the vehicle or equipment that would otherwise require
the operation of the main engine while the vehicle or equipment is
temporarily parked or remains stationary.
Many truck drivers run their engines to stay warm or cool in their trucks
while resting after long hauls. While driver comfort is essential to job
performance, long-duration idling is costly to the driver or fleet owner
and harmful to the environment. The amount of idling varies widely
among trucks by season, type of operation, and driver practices. A typical
long-haul combination truck can idle between 1,600 and 2,400 hours per
year, which would use about 900 and 1,400 gallons of fuel, respective-
ly. Saving fuel annually through idle reduction by installing an auxiliary
power unit, for example, would remove about 9 to 14 metric tons of C02,
reduce NOX and PM emissions, and save between $3,600 and $5,500 in
fuel costs.
Common idle reduction technologies include truck stop electrification,
auxiliary power units and generator sets, direct fired heaters, battery air
conditioning systems, and automatic shut-down/startup systems. Behav-
ioral approaches can also result in significant idle reduction though driver
training, monitoring, and incentives.
Aerodynamic technologies. Wind resistance (or "aerodynamic drag")
increases the amount of fuel required to move trucks over the road, with
resistance increasingly rapidly as vehicles approach highway speeds.
Aerodynamic technologies minimize drag and improve air flow over the
entire tractor-trailer. Aerodynamic technologies can be included with
newly manufactured tractors and trailers or retrofit onto existing equip-
ment. Specific technologies include:
• Gap fairings that reduce turbulence between the tractor and trailer.
• Side skirts and undertrays that minimize wind resistance under the
trailer.
• Rear fairings, air tabs, and boat tails that reduce turbulence at the rear
of the trailer.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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In highway-type operation, fairings can reduce fuel use by 5 percent or
more when used with aerodynamic tractors on long-haul Class 8 trucks.
This approach also reduces NOX emissions, saves up to 800 gallons of
fuel, and eliminates over 9 metric tons of GHG emissions per year.
The following are example categories of aerodynamic technologies:
• Trailer gap reducer and trailer side skirts (used in combination with
one another); trailer boat tail and trailer side skirts (used in combina-
tion with one another)
• Advanced trailer end fairing
• Advanced trailer skirts
Rolling resistance improvements. Tire rolling resistance accounts for
nearly 13 percent of combination truck energy use. Most combination
trucks have non-low-rolling-resistance dual tire assemblies on the drive
and trailer axles, with two sets of wheels and tires at each end of an
axle. This configuration increases rolling resistance compared to low-
rolling-resistance options.
A variety of tire options can improve truck fuel efficiency. One promis-
ing strategy is to use low-rolling-resistance tires—either single wide or
energy-efficient dual tires. In addition to lower rolling resistance, a single
wide tire and wheel is lighter than two standard tires and wheels. Total
weight savings for a typical combination truck using single wide-base
tires on its drive and trailer axles range from 800 to 1,000 pounds. The
weight savings would reduce fuel consumption, or increase cargo capac-
ity for trucks that are weight-limited. Single wide tires have lower rolling
resistance and aerodynamic drag and generate slightly less pass-by
noise than dual tires. Another benefit to using single wide-base tires is
that fewer tires need to be replaced. There are three types of wheels (in
order of decreasing weight): steel, low-weight steel, and aluminum. The
less weight the rim holds, the better fuel economy the truck will get.
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Recent tests of low-rolling-resistance tires indicate a potential fuel econ-
omy improvement of 2 to 5 percent compared to conventional dual tires.
By using low-rolling-resistance tires, a combination long-haul truck could
save over 500 gallons of fuel per year and cut emissions of C02 (the
most common GHG) by more than 5 metric tons annually. Most impor-
tantly, these environmental benefits can often be achieved while cutting
costs.
Maintaining proper tire inflation can also improve truck fuel economy.
When not properly inflated, tires flex more under load. This produces
heat and increases rolling resistance, which wastes fuel. Truck tires
inflated 10 pounds per square inch (psi) below recommended air pres-
sure levels can reduce truck fuel economy between 0.5 percent and 1
percent. Heat and stress from improper inflation soften and deflect tire
components, causing faster and more uneven wear, which shortens the
life of the tire. Underinflated tires also have more frequent punctures,
increasing the risk of tire failures that could lead to costly road service
and loss of revenue.
Despite the importance of proper tire inflation pressure, a recent sur-
vey of combination trucks found that less than half the tires surveyed in
the United States were within 5 percent of the recommended inflation
pressure. Another industry survey indicates that only 8 percent of truck
drivers check tire pressure with a tire gage before each trip. One reason
fleets may find it difficult to keep tires properly inflated is that truck tires
can lose up to 2 psi each month, even if the rim seal and valve stems are
tight.
One way to prevent tire underinflation is for fleets to have tire mainte-
nance management systems in place to ensure that drivers and equip-
ment maintenance personnel check tire pressure at frequent intervals
and fill tires that are under-inflated. This can be made easier by the use
of electronic tire pressure monitoring systems that signal to drivers and
maintenance personnel when a tire becomes underinflated.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Automatic tire inflation (ATI) systems monitor and continually adjust the
level of pressurized air in tires, maintaining proper tire inflation automati-
cally while the truck is in motion. One ATI system uses the vehicle's own
air-brake compressor to supply air to all the tires. Once an ATI system is
installed, it should not require any special attention from the drivers. This
eliminates the need to check tire pressure manually, which saves time
and labor while ensuring consistent and proper tire inflation.
Using ATI systems can not only extend tire life but save truck fleets mon-
ey by reducing the risk of expensive tire failure caused by under-inflation.
Installing an ATI system on a truck's drive and trailer axles costs up to
$800. For a typical long-haul combination truck, annual fuel savings could
reach 100 gallons, saving $346 in fuel costs and eliminating a metric ton
of GHG emissions. Annual tire maintenance costs can also decrease. The
cost of installing an ATI system in a long-haul truck is generally recouped
in just over two years through fuel and maintenance cost savings.
Low-viscosity lubricants. Lubricants reduce friction and wear of crit-
ical vehicle systems including the engine, transmission, and drive train.
Without lubricants, the moving parts inside these systems would grind
together, causing heat, stress, and wear. Conventional mineral oil lubri-
cants may have too high viscosity (internal friction that resists sliding and
inhibits flow) to effectively slip between and lubricate the moving parts
of these systems, particularly in newer truck components that are de-
signed with close tolerances and tight fits. Conventional lubricants may
also be heavy, making it harder for pumps, gears, and shafts to move.
These effects create energy losses and friction losses and waste fuel.
Low-viscosity lubricants are less resistant to flow than conventional lubri-
cants, a property that helps reduce friction and energy losses. Manufac-
turers generally offer low-viscosity blends as "fuel economy" lubricants,
since the fuel-saving potential of these products is significant. A U.S.
national trucking association reports that synthetic transmission and axle
lubricants can improve fuel economy by 0.5 percent in the summer and
Module III: Create Program
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2 percent in the winter (viscosity is temperature-dependent). A paper
published by a professional engineering society found that synthetic
engine and transmission lubricants could improve fuel economy by 5
percent, with greater gains at lower speeds. Another paper from this
same organization reports that synthetic gear lubricants can improve fuel
economy by about 3 percent. European research demonstrates a 3 to 5
percent gain in truck fuel economy using low-friction engine lubricants
and a 1 to 4 percent gain using low-friction transmission lubricants.
Synthetic and semi-synthetic lubricants typically cost more than conven-
tional mineral oil lubricants. Truck service stations suggest that semi-
synthetic oils cost about 50 percent more than conventional mineral oils.
However, for most trucks, the fuel cost savings generally outweigh the
higher cost. Furthermore synthetic lubricants may extend the interval
between lubricant changes, further reducing costs of truck fleets.
The combined effect of low-viscosity synthetic engine oils and drive train
lubricants can improve fuel economy by at least 3 percent, saving nearly
485 gallons of fuel per year for a typical combination truck. Even with the
higher cost of the synthetic oil, truck owners can save more than $1,680
in fuels per year. Additional cost savings may be possible due to reduced
wear and maintenance. Switching to low-viscosity lubricants will reduce
GHG emissions by 4.93 metric tons per year for each truck.
Weight reduction. Truck fuel consumption increases with the weight
of the vehicle. Many truck components are typically made of heavier ma-
terial, such as steel. Heavier trucks require more fuel to accelerate and to
climb hills and may reduce the amount of cargo that can be carried.
Every 10 percent drop in truck weight reduces fuel use between 5 and
10 percent. Generally, an empty truck makes up about one-third of the
total weight of the truck. Using aluminum, metal alloys, metal matrix
composites, and other lightweight components where appropriate can
reduce empty truck weight (known as "tare weight"), thus enabling
more payload, improving fuel efficiency, and reducing GHG emissions.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Most truck manufacturers offer lightweight tractor models that are 1,000
or more pounds lighter than comparable models.
Lighter-weight alternative materials can cost more. Therefore, use of
lighter-weight truck options is more common in freight applications that
are weight-sensitive, like heavy goods and refrigerated foods. However,
virtually any truck fleet could employ weight-saving strategies.
Trimming 3,000 pounds from a heavy truck (about 4 percent of its loaded
weight) with lighter-weight components could save 240 gallons of fuel
each year. Saving this much fuel would eliminate between 2 metric tons
of GHG emissions per year. Trucks that employ more weight-saving op-
tions would save more. In addition, in weight-sensitive applications, light-
weight components can allow more cargo and increased productivity.
Extended trailer capacity. The amount of cargo that a typical combina-
tion truck can carry is limited by its trailer capacity. A typical combination
truck consists of a three-axle tractor pulling a two-axle, 53-foot trailer,
with the capacity to carry approximately 3,800 cubic feet and 45,000
pounds of cargo.
Longer combination vehicles (LCVs) are combination trucks with multiple
trailers and/or longer trailers than those used with a standard five-axle
combination truck. The extra capacity that LCVs provide enables truck
fleets to haul the same amount of cargo with fewer trips. LCVs have
slightly lower fuel economy, as measured in miles per gallon, than typical
combination trucks. However, because LCVs carry more cargo per trip,
they require less fuel per ton-kilometer. LCVs generally have much better
ton-kilometer fuel economy than other combination trucks. Since only
part of a truck's fuel consumption is used to overcome mass, the percent
increase in LCV ton-kilometers exceeds the percent increase in LCV fuel
consumption. Increased productivity cuts fuel consumption and reduces
GHG and air pollutant emissions.
Module III: Create Program
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In the United States, federal and state laws specify truck size and weight
limits; similar restrictions may be in place in your region. Additional fac-
tors may influence the more widespread use of LCVs. LCVs have inher-
ent stability and control limitations because of their length and number
of trailers. Therefore, it is important that only experienced drivers under
safe conditions operate LCVs. Widespread use of LCVs could have an
adverse affect on bridges and other transportation infrastructure.
LCVs are more fuel-efficient, on a ton-kilometer basis, than typical com-
bination trucks. For example, a "Rocky Mountain Double" configuration
consumes 13 percent less fuel per ton-kilometer of freight than a typical
combination truck. This saves over $8,000 in fuel costs per year. "Turn-
pike Doubles andTriples" reduce fuel use per ton-mile by 21 percent,
saving over $13,000 in annual fuel costs.
Emissions retrofit technologies. Retrofit technologies, such as diesel
oxidation catalysts (DOCs) and diesel particulate filters (DPFs), reduce
PM emissions significantly, but they can vary greatly in terms of scope,
cost, and potential impact to fuel use and emissions reduction.
DOCs are exhaust after-treatment devices that reduce emissions from
diesel engines. Typically packaged with the engine muffler, DOCs are
widely used as a retrofit technology because they require little or no
maintenance, although low-sulfur diesel fuel is required for proper opera-
tion. DOCs consist of a precious-metal-coated flow-through honeycomb
substrate contained in a stainless steel housing. As hot diesel exhaust
flows through the substrate, the precious metal coating causes a catalyt-
ic reaction that breaks down pollutants. Engine manufacturers have used
DOCs in a variety of applications for many years.
In many older diesel engines, crankcase emissions, also known as
"blow-by," are released directly from the engine into the atmosphere
through a vent or the "road draft tube." Closed crankcase ventilation
(CCV) systems capture the oil in blow-by gas, return it to the crankcase,
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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then redirect these gaseous emissions back to the intake system for
combustion instead of emitting them into the air. CCV systems can help
keep engine compartments and components clean and reduce oil usage.
Emissions will be further reduced if the CCV is paired with a DOC or
DPR
DPFs (also known as PM traps) are exhaust after-treatment devices that
significantly reduce emissions from diesel-fueled vehicles and equip-
ment. DPFs typically use a porous ceramic or cordierite substrate or me-
tallic filter to physically trap PM and remove it from the exhaust stream.
DPFs can be installed on existing vehicles and must be used in conjunc-
tion with ultra-low-sulfur diesel, which has a sulfur content of less than
15 parts per million. DPFs may require special mounting or brackets as
they are typically heavier than a conventional muffler or DOC. In addition,
an electronic backpressure monitoring and driver notification system
must be used with a DPF
While some of the technologies discussed above result in a net cost to
truck owners and operators (e.g., the NOX and PM emissions reduction
strategies), investment in a technology package with advanced fuel
efficiency features can more than offset any extra capital and operating
costs. For this reason, green freight programs may find it most effective
to promote the adoption of integrated "upgrade kits" that include both
NOX and PM controls as well as fuel economy improvement strategies.
A detailed example of cost-effective technology packaging for a U.S.
tractor-trailer rig is shown in the figure below.
Module III: Create Program
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Figure 3.18 - SmartWay Strategies: Cost vs. Fuel Savings
Trailer Side Fairing?
Sifx-u.ua
Trailer Boat Tail
SJ.OCC-SI.WO
SavrlSX,
Trailer Mounted Gap Reducers
$700 SI,100
Smart Way Approved
Tractor Cap
e Tires
H.SOOTraOer
5 J.ooo Tracu*
2010 Engine
$9,000 Hirt Mwfcl ft*
CKilatiH - more Own 2007
corr,0h jnl ffnglnc
8SK l«i PM than 2WMMY
85* leu NO. than 20WMY
Dii-u-l Enhawt Fluid
$.01 CPM
•urnlpllon, DEF
Idle Reduction
Equipment (APU'l)
S6.WQ Sli.OOO
5»V«B%
Fuel Tank Side Fairings
41.70C SZ.1QO
Smut IK
Tractor U8S4 iuel savings)
A*dl1toMl CoHlfXf TfiKl^r: $10,0X5 -
>00
Aero Mirror & Bumper
As an alternative to defining
your own performance stan-
dards and labeling criteria,
your program may choose
to adopt existing technology
verification lists developed
in other countries, such as
SmartWay, the California
Air Resources Board, or the
European Vehicle Emission
Reduction Technology Asso-
ciation.
(••I Further Information
A link to the licensing terms
for tractor/trailer labels is in-
cluded in Appendix C under
the For Partners heading.
Cascade Sierra Solutions
Define performance standards and identify labeling criteria
To provide for accurate and effective testing and verification of technol-
ogies designed to reduce fuel use and associated emissions, develop a
rigorous set of performance standards for each technology so that you
can determine which technology adheres to the standards and qualifies
for verification or certification certified under your program. All standards
should be clear and uniform so that manufacturers can follow them
throughout the testing protocol. Setting specific performance standards
(for fuel efficiency or emissions rates) will require a balanced consider-
ation of a variety of factors, including technological feasibility, costs, and
benefits.
To ensure brand integrity and quality, make sure that all parties who
want to display the program label that designates a piece of equipment
or tractor/trailer as verified by your program apply and display the label in
accordance to a detailed licensing agreement.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Develop testing protocols
The goal of a technology test program is to create a standard test
process that compares the emissions and fuel efficiency of applicable
heavy-duty vehicles under representative operating conditions. So, when
developing testing protocols, collaborate with the transportation industry
so that the protocol effectively measures the benefits of the technology
in question as it is applied to the various heavy-duty vehicle configura-
tions and applications on the road. For example, certain technologies are
not applicable to single-unit truck configurations.
Without an objective, stand-alone test protocol, it is difficult to develop
a common understanding of how to assess criteria air pollutants, GHGs,
and fuel efficiency of heavy-duty vehicles, including advanced vehicle
designs and components. Having this information will help your program
establish performance-based eligibility criteria for the next generation of
trucks and quantify the benefits of hybrid vehicles.
Develop verification process
The testing protocols discussed above are a critical component of a
larger, overall technology verification process. This process will evalu-
ate the performance of vehicles, technologies, and equipment that are
intended to reduce GHGs and other air pollutants when submitted by
manufacturers. The verification process should include a thorough review
of the technologies and/or strategies as well as test data from prescribed
test protocols to establish credible performance and ensure efficiency
improvement.
Consider the following measures before establishing your verification
process:
• Manufacturer representative involvement. The applicant for
verification must be a manufacturer representative with detailed
knowledge of the technology, its manufacture, in-use operation,
How SmartWay Does It
To facilitate the devel-
opment of more spe-
cific testing protocols,
SmartWay developed the
SmartWay Truck Emissions
Test Protocol as a starting
point for discussion among
stakeholders. This working
draft is a first step toward
a performance-based
specification that would be
technology-neutral, able to
quantify a broad range of
heavy vehicle configura-
tions and applications, and
able to measure techni-
cal innovations as they
emerge. The draft protocol
is highly detailed, defining
test track and dynamom-
eter requirements, other
test equipment specifica-
tions, drive cycle develop-
ment, vehicle payload and
test weight, among many
other elements.
Jj) Further Information
A link to examples of more
specific testing protocols
available through SmartWay
can be found in Appendix C.
Module III: Create Program
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Further Information
A sample verification appli-
cation and a link to other
SmartWay verification-
related resources can be
found in Appendix C.
performance, durability, and prior testing. The manufacturer represen-
tative is responsible for attesting that information is correct and that
the technology will be manufactured, be installed, and perform as
described.
• Regulatory requirements. Some technologies may not merit veri-
fication as the product may have other regulatory requirements (e.g.,
emissions standards) that supersede verification.
• Availability. The technology submitted for verification must be com-
mercially available for installation. Do not verify products still in the
research and development stage.
• Health effects and safety. Address concerns with health effects or
safety prior to review of a technology for verification.
The verification process can be summarized as follows:
1. Apply for verification. To begin the verification process, manufac-
turers first complete and submit an application.
2. Application acceptance. Once the manufacturer has addressed any
follow-up questions from program administrators, the application is
accepted.
3. Verification test protocols. Test protocols are specific to the tech-
nology being tested and can vary depending on the intended applica-
tion of that technology.
4. Testing. For aerodynamic and tires technologies, the manufacturer
follows the verification protocols and submits the test results for re-
view. For idle technologies, the manufacturer submits product infor-
mation and test results for review.
5. Test information and results. Once testing is complete, the appli-
cant submits the test results in formats described by your program.
The program administrator reviews the data to determine if the tech-
nology qualifies for verification.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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6. Notice of verification letter. If the technology qualifies, the manu-
facturer receives a verification letter.
7. Verified technologies list. The verified technology is added to a list.
The list describes the technology and other information contained in
the verification letter so that potential program partners (and others)
may determine if they wish to purchase the technology.
8. Verified technologies and changes. Products sold as verified
technologies must be produced and installed as described by your
program. If a manufacturer changes a verified technology or imple-
ments changes relative to information provided to your program,
the manufacturer must update the documentation with the verifica-
tion program. If your program determines the changes may impact
performance or the changed technology may not be represented by
the original verification, your program may require further testing or
conclude that the changed product requires a separate verification.
GROUP EXERCISE:
Technology Verification and Labeling
20 minutes
Review your program's technology verification and labeling
criteria and compare them with program design details to
ensure that partnership elements and evaluation criteria are
aligned.
Module III: Create Program
-------
Notes
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
MODULE iv Launch and Implement Program
In this module, you will learn how to ensure the successful launch and initial implementation
of your green freight program. Key concepts include the launch of the charter partner
program tools, partner recruitment, staff training, and the inaugural launch event.
CONTENTS
A. Launch Charter Partners IV-2
B. Recruit Partners IV-3
C. Train Partner Account Managers (PAMs) IV-6
D. Launch Database IV-10
E. Launch Program Tools IV-11
F. Launch Finance Program IV-12
G. Begin Marketing Activities and Hold Inaugural Launch Event IV-13
Suggested time for this module: 3 hours
Module IV: Launch and Implement Program
-------
Launch Charter Partners
Reach out to your primary contacts at your charter partner companies.
Let them know that you are now ready to launch your program and that
you would like to publicly announce their participation as charter part-
ners, a special status conferred to a select group who helped create
the program. Plan to announce charter partners at a special recognition
event where they receive a certificate from a high-ranking official thank-
ing them for their contributions or participate in a ceremonial partnership
agreement signing. Be sure to invite the media and prepare partners to
provide quotes and interviews for subsequent stories.
Figure 4.1 - SmartWay Charter Partner Plaque
The U.S. Environmental Protection Agency
recognizes
IKEA North America
for your invaluable contributions to the development
and support of the SmartWay Transport Partnership
as a
Charter Partner
l-'ebruary 9, 2004
Once the charter partners are officially announced, you establish a pilot
period, giving them some time in the spotlight, or start recruiting more
partners into your program immediately.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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GROUP EXERCISE:
Identify Prospective Charter Partners
10 minutes
Brainstorm a list of prospective charter partners to recruit. As a
group, prioritize a list of prospects and determine where to allocate
initial recruiting resources.
Recruit Partners
Recruiting new partners is important, but recruiting the right partners
is extremely important. At this stage, look for companies that will be
committed to your program's goals, have a positive public and industry
reputation, and are willing to work with you to improve and test-drive
new program elements as they are unveiled.
Before you begin, identify your prospective partners and create effec-
tive communication materials that are targeted to their interests. Use
staff with experience in marketing to lead your recruiting efforts. Deploy
the following professional sales techniques to increase your chances of
success:
• Leverage current relationships
• Use industry resources
• Develop new strategic relationships
• Attend conferences and events
• Hold face-to-face meetings
• Use cold calls and direct mailings
•») Further Information
For more information on
communications materials
and marketing, see
Module III, Section C.
Module IV: Launch and Implement Program
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y Does It
In the United States, EPA
Regional offices typically
have strong relationships
with local and regional
companies. SmartWay fre-
quently confers with these
offices to identify potential
Partners, present Smart-
Way at local and regional
events, and connect with
local and third-party organi-
zations to help spread the
word about the program.
Leverage current relationships
Ask charter partners, industry experts, and companies participating
in other programs if they know of potential partners or (if not charter
partners) if they themselves would be interested in joining the program.
If you want to target multinational companies, check with U.S. or Cana-
dian SmartWay staff to see if they are already SmartWay Partners in the
United States or Canada.
Use industry resources
Consult industry trade publications or popular lists, such as the "most
sustainable companies" list,1 to identify environmental leaders as poten-
tial partners.
How SmartWay Does It
Every year, SmartWay
checks the annual "Top
100" list created by
Transport Topics (a key
freight industry publication)
to identify large companies
that have not yet joined
SmartWay.
Develop new strategic relationships
Get to know state and national trucking associations, proactive shippers,
federal agency regional offices, and environmentally oriented associa-
tions. Their contacts, members, and stakeholders are likely to find your
program relevant and aligned with their strategic goals and should be
good prospects for recruiting. For example, groups working to increase
efficiency and reduce GHGs interface with a large number of companies
that might be interested in your program.
Attend conferences, expos,
and events
Attend relevant events, such as
trade shows and shipper and carrier
conferences, to raise visibility of your
program across the freight sector.
Before you go:
SmartWay's multimedia presentation
and marketing materials are on display
at an industry conference.
1. Corporate Knights' List of Most Sustainable Companies is found at
http://global100.org/global-100-index/.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
• Be sure to understand audience and attendees.
• Have visually appealing program materials on hand to display and
distribute.
• Schedule time to network with other attendees and exhibitors.
Face-to-face meetings
When budgets allow, face-to-face meetings can be used as an effective
recruiting technique. Whether held at an event, as a follow-up to a phone
call, or through a third-party contact introduction, an opportunity to meet
with a prospect face to face should not be missed!
Use cold calls and direct mailings
If you have or can secure contact information of industry group mem-
bers, you can call them directly (make a cold call) and/or send direct mail-
ings. To get the best results, make sure the membership organization
endorses your program, try to have the mailing co-signed or co-branded
by the membership's organizations highest executive, send a mailing
before making a call, and be sure to include information on the benefits
of the program tailored for the recipient. Place follow-up calls shortly
after your mailing is scheduled to arrive, and reference the letter early on
in the phone conversation. In general, direct mail campaigns are much
more successful when endorsed by a membership organization (via
signed letter) and follow-up calls are made to members.
GROUP EXERCISE:
Evaluate Industry Resources
10 minutes
Generate a list of organizations and industry resources that might
provide information on prospective partners for your green freight
program.
One face-to-face meeting
with a prospect that shows
serious interest can be
more fruitful than 10 cold
phone calls to the same
prospect. Casual face-to-
face meetings at industry
shows can help prospects
become seriously interest-
ed, and subsequent calls
can formally bring them on
board.
During the recruiting
process, reach out to the
appropriate person (e.g.,
decision-making authority,
"champion") within an orga-
nization. This will save you
both time and effort.
Partners and potential
partners are businesses.
Don't waste their time with
continuous calls and mail-
ings if initial efforts are not
productive.
Further Information
See Appendix C for an
example of a co-branded
letter.
Module IV: Launch and Implement Program
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(ffj) Defining the Terms
What is a "RAM"?
This acronym is often used
in place of "partner account
manager," a staff member
responsible for day-to-day
communications with
partners.
•H Further Information
For more about PAMs, see
Module III, Section A.
Train Partner Account Managers
Partner account managers (PAMs) can add a personal, customer-ser-
vice component to your program and help partners answer questions,
complete data requests, and generally stay on track to meet their goals.
PAMs can also help collect anecdotal information, such as case studies,
quotes, and different types of data, which can be important to communi-
cations efforts as well as future program development. Think of PAMs as
being personal program consultants who perform the following tasks:
SmartWay RAM welcomes a new Partner to the partnership.
1. Provide general assistance with paperwork and reporting
As the administrative liaison to partners, PAMs provide general assis-
tance with the processing of program paperwork and data as soon as
partners join. Their first responsibility is to make a "welcome aboard"
call, where they:
• Provide a welcome kit to new partners
• Explain program, goals, and objectives
• Clearly explain deadlines and other data submission requirements
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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• Offer marketing materials to partners to publicize their participation
• Offer general assistance to partners and discuss ways to achieve
partner goals
PAMs can also explain how to correctly follow logo use guidelines and
use program tools.
2. Support the program helpline and email mailbox
PAMs field many questions and inquiries from new and prospective
partners, industry associations, the media, and even the public, especial-
ly during the early phases of program implementation. An efficient way
to handle this workload is to set up a dedicated phone line and email
mailbox through which your stakeholders can contact knowledgeable
staff and get their questions answered. Before setting up a helpline, cre-
ate training resources, such as lists of frequently asked questions, fact
sheets, and even suggested scripts with common language and terms,
that your staff can use to represent the program and all of its elements.
Once you have these resources in place, hold an orientation for staff and
train them in how to support a helpline and email mailbox. During the
orientation, set a schedule for them to either be available to answer the
phone line or check messages left on the helpline's voicemail. Set up a
system for cataloging queries and recording responses. This record can
eventually serve as a basis for creating consistent language to commonly
asked questions. You can even log questions and answers into a list of
"commonly asked questions," which can become a dynamic document
that lives on the program's website. Similarly, set up a schedule for staff
to check the email mailbox (e.g., daily, or twice a day—morning and after-
noon) and record questions and answers.
To set up the helpline and the mailbox, contact your phone and Internet
service providers. They will set up a toll-free number and a dedicated
email address for you (you might even be able to choose a phone num-
ber and e-mail address that are easy to remember).
Module IV: Launch and Implement Program
-------
SmartWay set up both a
phone line, 734-214-4767,
and an email address,
smartway_transport@epa
gov for those with ques-
tions about the program.
Staff strive to respond to
all queries within seven
days of receipt.
Once PAMs are prepared to answer questions and you have the phone
number and email account set up, include the phone number and the
email address on all outgoing outreach materials so that your target au-
dience know how best to contact you. Include the number and email ad-
dress on business cards, email signature blocks, brochures, posters, fact
sheets, case studies, and any other public communications materials.
3. Assist partners in program implementation
Although partner recruitment is key to the success of the program and
requires significant program resources, continuous engagement will help
ensure that partners actually implement the program. A few engagement
strategies include the following:
• Take advantage of momentum when partners first join, when their
interest and enthusiasm for the program is high.
• Work with partners to set personalized long- and short-term goals
and milestones; communicate often to ensure that they are working
toward them.
• Constantly resell the program to partners through all communications.
4. Cultivate relationships with partners
PAMs serve as the primary point of contact for partners, and thus they
are well positioned to cultivate strong relationships with them. These
relationships can last years and become an invaluable component of the
partner's program experience.
5. Provide marketing assistance
PAMs can help partners leverage opportunities to market their partici-
pation in the program. They can help develop press releases, generate
case studies or profiles, offer suggestions on how to best use the logo,
and help write articles and internal memos. PAMs should be considered
important program brand ambassadors.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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6. Add value by collecting feedback from partners
As the primary contact for partners, PAMs are well positioned to receive
feedback from Partners and get a sense of what partners might want or
need from the program. PAMs can then help improve the partner partic-
ipation process and provide feedback on tools, webinars, services, and
other materials that might increase the value of the program to partners.
Assigning PAMs
Once PAMs are trained and thoroughly understand their roles and re-
sponsibilities, assign them to partners. You can base assignments on a
variety of factors, such as industry or region.
At the start of the program, PAMs will need to allocate more time to
each of their partners, so the number of partners they serve should be
kept to a small number. Later, once program elements are more auto-
mated, PAMs can manage dozens—if not hundreds—of partners at the
same time.
GROUP EXERCISE:
Create a RAM Framework
10 minutes
Create a framework that shows how PAMs will be assigned (e.g., by
industry, region) and designate categories. Identify possible PAMs
for each category based on their area of expertise.
Module IV: Launch and Implement Program
-------
wjj) Further Information
For more information about
database design, use
and responsibilities, see
Module III, Section
For more information about
program tool beta testing,
see Module III, Section B.
Launch Database
The database is central to the efficient operation of the program, serv-
ing as the repository for partner fleet and performance data over time,
as a platform for data quality review and program benefit assessment,
as a potential hub for electronic communications between the program
and partners, and also for maintaining prospect contacts. It is therefore
essential to launch the database successfully before the first partner tool
is submitted. This will ensure effective monitoring of partner submittals,
prospect marketing efforts, questions, and problems as they arise.
After designing and beta-testing your relational database, confirm that
it is ready to upload, approve, and process partner tools. Also confirm
that the program application is ready to interface with the database (e.g.,
the database may automatically export information regarding approved
tools for partner list updates). Next, make sure the PAMs and database
administrators are fully trained on database use and their responsibilities.
Ensure that regular data backups are performed to minimize potential
data loss in case of system outages or other problems. Also perform
regular data validation checks to confirm that there are no "orphaned"
or bad records. Finally, maintain adequate security procedures to avoid
unauthorized data modification.
Figure 4.2 - SmartWay Database Homepage
SmartwaY Database: EPA Home Last Updated March 24th, 2014
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How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
GROUP EXERCISE:
Review an Example PartnerTool
15 minutes
Upload a completed sample of the SmartWay Truck Tool and walk
through the review and tool approval process as a group.
Launch Program Tools
Depending on the complexity of their fleets, partners may spend a
significant amount of time collecting and inputting data into their tool(s).
Therefore it is critical that the tools function properly and are easy to
work with as soon as they are delivered. After full beta-testing with
selected stakeholders, the tools must be obtained by all partners. To
distribute tools and associated documentation, post the electronic files
on the program website for download, email file packages to the part-
ners, or (for Web-based tools) provide links to the correct online forms.
Partners must receive clear instructions on how to open and save their
tools via easy-to-understand user guides and FAQs. If online support
documentation and videos are included within the tools themselves, test
and confirm the associated links before launching.
Once the tools have been distributed to the partners, the assigned PAMs
must confirm receipt and ensure clear communications lines for any
partner questions. Finally, make sure PAMs are in contact with the tool
developers in order to troubleshoot and address any problems; quick
responses to difficulties with the tools are imperative to maintain confi-
dence in the program and meet submission deadlines.
•w Further Information
For examples of SmartWay
user guides and FAQs, see
Appendix C under the For
Partners heading.
Module IV: Launch and Implement Program
-------
GROUP EXERCISE:
Download the SmartWay Truck Tool
15 minutes
As a group, download the SmartWay Truck Tool from the website and
review the process of filling out and completing the tool.
(JQJ) Further Information
For more information about
the importance of a green
freight financing program,
see Module III, Section A.
' SmartWay Does It
SmartWay held its
inaugural kickoff event
on February 9, 2004, at a
high-profile industry event,
the American Trucking
Associations' Annual Lead-
ership Meeting in Washing-
ton, D.C. SmartWay invited
its highest-level official, the
EPA Administrator, to at-
tend and demonstrate the
agency's commitment to
the program. SmartWay's
15 Charter Partners also
attended, in addition to
many other stakeholders.
Launch Finance Program
Subject to resources and policy considerations, a finance component can
be an important aspect of a program because many companies lack ade-
quate capital to invest in innovative green freight technologies. A finance
program gives companies additional incentive to pursue a green freight
initiative by removing a significant barrier to participation.
Launch your finance program and larger green freight program togeth-
er. This will maximize the impact of the marketing activities and launch
event to generate positive press coverage.
GROUP EXERCISE:
Outline Your Finance Program
10 minutes
Identify your preferred finance program structure and administra-
tion (i.e., your agency or a third party). Discuss its minimum capital
requirements, and possible funding sources, for its initial launch.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
Begin Marketing Activities and Hold Inaugural
Launch Event
Hold a high-visibility launch event to signify the "kickoff" of the program.
This event will provide positive press and many recruiting benefits. For
maximum impact, invite high-level administrators, stakeholders, and
industry leaders to attend.
SmartWay's Charter Partners attended the program's launch event in 2004.
The kickoff event can include several components:
• Recognition of charter partners
• Demonstration of the partner tools and program website
• Multimedia press conference
• Technology demonstrations and/or vehicle displays
• Photo opportunities
Be sure that all of the program elements, such as the launch of the
program website and social media tools, are ready before the day of the
event so that they can be formally unveiled at the event for maximum
impact.
Save all clippings, press
articles, announcements,
etc., as a record of program
marketing and exposure.
Well organized, this
compendium can serve to
generate models for future
content and ideas for future
outreach.
Module IV: Launch and Implement Program
-------
GROUP EXERCISE:
Create a Launch Event Guest List
5 minutes
Identify organizations and representatives, including VIP guests,
charter partners, and media, to invite to the launch. Create a guest
list, and assign people to extend invitations to those on the list.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
Notes
Module IV: Launch and Implement Program
-------
Notes
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
MODULEV Evaluate, Refine, Enhance, and Expand
In this module, you will learn how to transition beyond initial program implementation to
ensure that your program will continue to meet the needs of the freight industry into the
future. Key concepts include collecting partner feedback, evaluating data, and refining,
enhancing, and expanding your program.
CONTENTS
A. Collect Partner Feedback V-2
B. Compiling, Processing, and Evaluating Data V-7
C. Refine and Add New Elements to Enhance and Expand Program V-8
Suggested time for this module: 2 hours
Module V: Evaluate, Refine, Enhance, and Expand
-------
^
rt Way Does It
Academic experts in the
United States have coop-
erated with SmartWay to
help evaluate program ben-
efits and opportunities for
improvements. For exam-
ple, researchers at MIT's
Center for Transportation
and Logistics conducted
a quantitative evaluation
of how different policies
could impact SmartWay
program participation rates
and environmental bene-
fits, including changes in
program support resources
or focusing recruitment
and retention on larger
carriers. Miami University
of Ohio and Colorado State
University interviewed
shippers and carriers in de-
tail, identifying companies'
motivation to participate in
voluntary green freight pro-
grams such as SmartWay
and how these companies
adopt technologies and
operational strategies to
improve overall sustainabil-
ity of supply chains.
Collect Partner Feedback
Partners in your green freight program can provide ideas and feedback
that can shape your program's future course. They will also have valuable
insights, based on firsthand experience, into whether your program is
delivering on its promises and is ultimately sustainable. Handled with
care, they can serve as excellent resources to help you make mid-course
corrections, fine-tune your tools, help you make realistic plans, and help
you set achievable goals.
When to collect feedback
There will be many opportunities to collect partner feedback throughout
the planning and implementation of your green freight program:
• During initial program development meetings with stakeholders,
charter partners can provide feedback on program design, methods,
procedures, and partner resources.
• When developing and introducing new tools, or making significant up-
dates to existing tools, partners can provide feedback on their design
and usability.
• As your program grows and welcomes partners, new recruits can
provide feedback on recruiting approaches, messages, and materials
that succeeded in capturing their attention and bringing them into the
program.
• After the first few years of program implementation, seasoned part-
ners can provide feedback on the pace and scope of the program's
evolution and key turning points.
• At any time, third-party stakeholders such as equipment and technol-
ogy manufacturers, trade associations, experts, and academics can
provide feedback on the program's impact on the industry, environ-
ment, and economy from their unique perspective.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
What to ask when collecting feedback
The questions you ask when collecting partner feedback will depend
on the development stage your program is in and the feedback that
you seek. Below are a few examples of questions you could pose to
partners.
Evaluating partner engagement:
• Do you read the program tool user guides?
• Do you read the program technical documents?
• Do you regularly visit the program website?
• Do you read the e-updates and attend webinars?
Value and success of tools and resources:
• How do you rate the program tool?
• How do you rate the program user guide?
• How do you rate the program technical document?
• How do you rate the program website?
• How do you rate the program support materials?
Level of program comprehension (on a scale of 1 to 10, 10 meaning
"strongly agree"):
• I understand the goals of the program.
• I understand how to participate in the program.
• I know how to find information on the program website.
• I understand the program tools.
• I understand the program logo guidelines.
• I understand the program award criteria.
Module V: Evaluate, Refine, Enhance, and Expand
-------
How SmartWay Does It
To collect Partner feedback on an ongoing basis, SmartWay em-
beds questions in the Partner Tool that Partners submit annually. In
addition, SmartWay hosts webinars and partner listening sessions to
communicate directly with Partners, and PAMs solicit direct feedback
during their Partner interactions.
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"strongly agree"):
• The program provides good customer service.
• My business sees strong value in its participation in the program.
• I enjoy participating in the program.
In addition to ranking program components, consider posing some
open-ended questions. Responses can provide more direct, specific
feedback. Below are a few open-ended questions to consider posing to
partners:
• What do you like about the program?
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
• What don't you like about the program?
• What does the program do well?
• What does the program do poorly?
• What keeps you in the program?
• How can the program provide added value to your business?
• What would you like to see changed in the program?
• What could the program do to enhance your experience?
How to collect feedback
You can collect feedback using a variety of tools and techniques. Some
common ones include the following:
• Online or paper surveys. Surveys are well suited to collecting
both quantitative and qualitative information from a large number of
people. Surveys can ask respondents a handful or large numbers of
questions, in multiple choice or fill-in-the-blank open-ended response
formats. Today, many organizations take advantage of free, online
survey tools such as Survey Monkey, which allow you to program
questions in minutes, provide a link for sharing via email, and create
basic reports with graphics from the responses.
• One-on-one interviews. Interviews are more labor-intensive and
time-consuming than surveys, but they offer significant advantages.
They can yield great amounts of qualitative information from re-
spondents' opinions and offer an opportunity to dig deeper and pose
follow-up questions to probe for more meaningful responses than are
available from a multiple choice survey.
• Focus group discussions. Focus groups collect qualitative informa-
tion and feedback from a group of participants with a common expe-
rience or background. They provide more opportunity than surveys to
learn from participants but go into less depth than one-on-one inter-
views. Focus groups are often used to test out program messages,
To collect feedback on best
practices for collecting and
quality-assuring freight
data for SmartWay tools,
SmartWay staff visited 13
program Partners. During
these visits, SmartWay
staff interviewed key Part-
ner personnel involved in
data collection and review
to clarify how their data
management and quali-
ty assurance measures
ensure data validity. The in-
terviews provided valuable
insights that in turn shaped
SmartWay's guidance to all
Partners.
Module V: Evaluate, Refine, Enhance, and Expand
-------
marketing campaigns, and publication materials with target audiences
before they are finalized to see whether they are understood and
effective.
• Stakeholder meetings. Meetings and workshops provide an ex-
cellent venue for collecting feedback. They can be used as forums to
present program information to a wide audience and collect feedback
through informal interactions with attendees, completing evaluation
forms from workshop participants, and listening to questions and
comments from panelists or members of the audience.
The nature of feedback
As you collect feedback from partners, stakeholders, and other audienc-
es, keep in mind that many of them will offer suggestions and com-
mentary that may be unrealistic for your program to incorporate, based
on resource constraints or your organization's strategic priorities and
mission. Do not lose sight of your program's goals and mission as you
consider feedback.
GROUP EXERCISE:
Develop a Feedback Plan
15 minutes
Choose a significant phase of your program for which you want to
collect feedback. Think of five questions you would like to ask part-
ners and develop a plan with the tools and techniques best suited to
provide you with the feedback you seek.
If time permits, gather to discuss and identify how your green
freight program goals fit with your agency's mission and identify
feedback mechanisms and questions that will show how your pro-
gram is helping to fulfill your agency's goals and mission.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Compiling, Processing, and Evaluating Data
Ideally, you will take stock of your program often, regularly identifying
opportunities for refinement and improvement. On the other hand, major
programmatic changes such as moving from a "1.0"- to a "2.0"-type
system should be infrequent to promote continuity and predictability for
your partners. Use partner feedback to assess support for your program
and the potential for improved recruitment and expansion. Each year,
evaluate your partners' reported performance data to estimate overall
program benefits.
Over time, your database of partner performance information can be-
come a tremendous resource, not only for evaluating your program but
also for assessing the state of the freight industry as a whole. Detailed
activity profile information by carrier mode and operation type can be
used by academics and other stakeholders to identify opportunities for
system-wide efficiency improvements such as mode shifts or enhanced
logistics. In addition, regulatory agencies may benefit from these data
when developing future fuel efficiency and emission control standards,
as well as potential strategies targeting in-use freight vehicles. For
example, in the United States, EPA used the cost and effectiveness
data developed for SmartWay designated tractors and trailers, as well
as various retrofit options, and collaborated with stakeholders to inform
the development of the Phase I (model year 2014-2018) heavy-duty truck
fuel economy standards.
(jm) Further Information
To learn more about col-
lecting performance data
from partners and evaluat
ing program benefits, see
Module III, Section
GROUP EXERCISE:
Examine an Example Benefits Calculation
15 minutes
Walk through an example annual benefits calculation. Review select-
ed SmartWay Trends, Indicators, and Partner Statistics (TIPS) pages
(found at http://www.epa.gov/smartway/tips/index.htm) to under-
stand the range of possible data evaluations.
Module V: Evaluate, Refine, Enhance, and Expand
-------
Since its establishment,
SmartWay has expanded
to include logistics, rail,
multimodal, and barge
Partners, a drayage truck
initiative, and a technology
verification and desig-
nation program for both
retrofit technologies as
well as SmartWay-certified
OEM tractor and trailer
packages.
Refine and Add New Elements to
Enhance Program
Ideas for mature green freight programs
Recruit smaller carriers. Typically small, independent freight carriers
and owner-operators far outnumber large companies, which operate
hundreds or even thousands of trucks. These small "owner-operators"
often own between one and a dozen trucks, have very limited financial
resources, and may find it difficult to commit the time and effort required
to collect and input operational information. For these reasons, early
owner-operator participation rates likely could be improved upon for
your program. In order to expand your mature green freight program to
incentivize small freight carriers to join, you will need to develop special
incentives and allowances to meet their needs and address their chal-
lenges. For example, providing low-/no-interest loans or subsidies for
fuel efficiency technology and emission control retrofits for these carriers
can be particularly effective, given these carriers' low capital reserves
and limited access to credit. In addition, you may consider developing
"streamlined" versions of your program's truck carrier data reporting
tools or a "short form" to minimize the data collection and entry burden
for these carriers. For example, your program could use industry aver-
ages in lieu of carrier-specific information on vehicle speed distributions,
idle hours, and other factors for program participants with five or fewer
vehicles. You might also be able to persuade some of the large logistics
partners in your program to actively recruit small carriers, assisting with
distribution and quality assurance of the streamlined tools.1
Incorporate shipper operational strategies. Most of the technology
and operational strategies for reduced fuel consumption and emissions
described in previous modules must be implemented by freight carriers
1. While simplifying the data requirements in this way may increase the uncertainty
associated with emissions and fuel use reductions, it could be stipulated (as part of
their agreement with the logistics companies) that these carriers may be subject to
third-party audits for data validation at some point in the future.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
(e.g., aerodynamic and idle retrofits, driver training, diesel particulate
filters). However, shippers also have a variety of strategies available to
them that could generate substantial benefits:
• Network optimization—commonly involves relocation of distribution
centers or other network configuration changes.
• Route optimization—uses software in conjunction with real-time
location data (i.e., GPS) to optimize for fuel consumption (vs. other
possibilities such as time minimization).
• Load optimization—uses software, usually as part of an overall trans-
portation management system, to ensure that trailers, pallets, and
containers are holding the maximum amount of goods while adhering
to specific requirements (company and government) regarding prod-
uct placement within the trailer and overall weight. This strategy helps
ensure that a trailer that might normally "cube out" can carry more
freight and thus lead to fewer trips.
• Use of intermodal options—depending on commodity type and
available transportation infrastructure, modes with better performance
metrics may be adopted by shippers (e.g., rail or barge).
• Packaging reduction—includes making changes in product packaging
by using different and/or reusable materials, reconfiguring products
to decrease empty space in shipping packages, or eliminating unnec-
essary materials to reduce weight. With lower weight and/or volume,
more total freight can often be carried in the same load.
• Idle reduction—unlike the truck-based measures described in earlier
modules, shipper idle reduction strategies involve various "no idle"
policies implemented at locations controlled by the shipper.
Enhanced versions of shipper performance tools can be developed to
allow shipper partners to calculate the emission reductions associat-
ed with one or more of these strategies. However, be sure to provide
clear guidance on how partners should develop their inputs for these
Module V: Evaluate, Refine, Enhance, and Expand
-------
calculations. Additional quality assurance measures including third-party
validation audits may also be required to ensure the accuracy of the
estimated benefits.
SmartWay RAM helps a shipper partner calculate its emission reductions.
Develop additional Web-based program tools. SmartWay has relied
upon Excel-based reporting tools since its inception. These tools are easy
to distribute (via email or through website download) and are readily
compatible with most users' computer operating systems. However, the
data entered in these tools could also be provided using standard online
forms through a Web portal. In a Web-based application, partners would
log in, enter their data, have their data validated and their emissions es-
timated, and have reporting options available as with Excel. This system
is better than one relying on the exchange of Excel files in many ways:
partners cannot lose files, version control is handled automatically and
universally, etc. However, exchange of business-sensitive information
over the Web will likely require additional security measures, such as the
management of user IDs and passwords and data submittal verification.
Development of Web-based reporting forms will also require a different
programming skill set (e.g., Java instead of VBA).
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
How SmartWay Does It
SmartWay has developed a tool to help port drayage carriers measure
particulate matter (PM), oxides of nitrogen (NOX), and carbon dioxide
(C02); identify strategies for reducing harmful diesel emissions; and
track emissions performance on an annual basis.
To become SmartWay Partners, drayage carriers commit to tracking
and reporting their emissions on an annual basis. They also agree to
have their emissions performance ranked and posted to the Smart-
Way website.
SmartWay shipper and logistics Partners assess the emissions per-
formance of their carriers, including drayage carriers, and SmartWay's
performance rankings are an important factor used when selecting
dray carriers at ports throughout the United States.
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Consider developing other electronic tools to help your partners, such as
calculators to estimate the costs, financing, and payback period associ-
ated with investments in various efficiency improvement options. Online
Web portals could also be developed to provide direct access to key
documents (e.g., program registration documents and logo graphics), as
well as industry performance data. SmartWay is considering developing
Module V: Evaluate, Refine, Enhance, and Expand
-------
a Partner Portal that will allow carrier and shipper partners to query the
program database to obtain year-over-year comparisons of their own
performance as well as comparisons with partner averages at different
levels of industry disaggregation (e.g., industry-wide or specific retail or
wholesale sector for shippers). Access to this type of performance data
will provide partners with previously unobtainable, uniquely added value
that helps them to optimize performance.
GROUP EXERCISE:
SmartWay Partner Portal
10 minutes
View the SmartWay Partner Portal. Walk through examples demon-
strating year-to-year comparison as well as inter-partner compari-
sons. (You may need to use dummy data to protect confidentiality.)
Create tools for other freight modes and sources. Truck carriers,
shippers, and logistics providers usually control the majority of the
freight-related emissions and fuel consumption in a region, and they
provide the foundation for any green freight program. However, rail/inter-
modal, inland marine (barge), ocean-going marine, and air freight carriers
can also have significant impacts. These additional freight modes have
quite different operating characteristics, fuel use, and emission rates
than truck freight. They require special consideration in order to bring
them into your program. For example, ocean-going container vessels
track and measure their freight activity in units of volume (TEUs) or
nautical miles rather than kilometers or ton-kilometers. For this reason,
reporting tools for container vessel fleets must be designed to collect
volume-based activity information. In addition, equivalencies must be
established between the different modal activity metrics to allow for
inter-mode comparisons—e.g., converting between tonne-kilometers
and volume-kilometers and vice versa. Without such equivalency fac-
tors, shippers will not be able to consistently evaluate the different
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
components of their supply chain footprint. So, expanding beyond the
truck mode will require detailed input from experts in these other modes
as well as shippers that commonly use multiple freight modes. Also
reference other green freight programs such as SmartWay, Green Freight
Europe, and the Clean Cargo Working Group to help you integrate other
freight modes in a way that can ultimately be harmonized with these
other programs.
Marine ports, intermodal railyards, borders, and their associated drayage
carriers also offer substantial opportunities for efficiency improvements
and emission reductions through green freight programs. These loca-
tions frequently maintain very accurate, detailed information regarding
freight throughput and other operating practices that may facilitate the
required data collection and reporting. In addition, such facilities are of-
ten associated with specific sets of dominant shippers that can be easily
identified and called upon to encourage drayage company participation in
the program.
Expand to include other pollutants. SmartWay focuses on diesel
engines and the reduction of fuel use, C02, NOX, and PM emissions.
However, green freight programs may provide additional benefits such
as reduction in other GHG and climate-changing emissions including
black carbon, methane, and N20. Estimating the emission levels for
these pollutants should be relatively straightforward, based on the fuel
consumption and PM emission estimates already developed for your
program. Refrigerants associated with air conditioning equipment and
trailer refrigeration units (such as MFCs) are also powerful GHGs, and
refrigerant emissions could also be estimated for your program partici-
pants. Quantification of these emissions could incentivize the adoption
of low-GHG alternatives.
Move toward a standardized, integrated global freight supply chain
carbon accounting system. The freight industry is a global industry,
increasingly driven by shippers with global multimodal supply chains.
(jm) Further Information
For more information on
Green Freight Europe,
please visit http://www.
greenfreighteurope.eu/.
For more information on
the Clean Cargo Working
Group, please visit http://
www.bsr.org/en/our-work/
working-groups/clean-cargo
Module V: Evaluate, Refine, Enhance, and Expand
-------
These shippers need a single, internally consistent global accounting sys-
tem and database for estimating and reporting their transportation car-
bon footprint across all components of their supply chain. As your green
freight program develops, shippers will benefit from a continual move-
ment toward performance measurement and data-sharing protocols that
are consistent with those used by the global leaders in green freight,
including SmartWay (United States/Canada), Green Freight Europe,
Green Freight Asia, and BSR Clean Cargo Working Group. Establishing
harmonized tools, methods and metrics, and data-sharing arrangements
with these programs and other programs in your region will benefit your
shipper partners and foster long-term commitment to your program and
ultimately to ongoing emission reductions.
GROUP EXERCISE:
Program Expansion Areas
10 minutes
Brainstorm areas for future program expansion in your country. Ex-
plore modes, sectors, pollutants, and any regional needs or opportu-
nities that need to be addressed.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
Notes
Module V: Evaluate, Refine, Enhance, and Expand
-------
Notes
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
APPENDIXA Brief History of SmartWay and Major Milestones
The SmartWay Transport Partnership is a public-private partnership developed by the U.S.
Environmental Protection Agency (EPA) and the U.S. transportation industry to encourage
the conservation of fuel and reduce greenhouse gas and other emissions.
The initial idea for SmartWay took hold in 2001 as part of EPA's Office of Transportation and Air Quali-
ty's initiatives. In December of that year, EPA released Industry Options for Improving Ground Freight
Fuel Efficiency, a report which identified current freight industry energy use, environmental impacts,
and trends. At that time, ground freight accounted for significant transportation energy use and
emissions and was expected to grow more rapidly than all transportation sectors except air travel. In
January 2002, EPA held a larger roundtable event to discuss the concept of launching a public-private
partnership with industry stakeholders and gather stakeholder input. EPA subsequently established
a Ground FreightTransportation Initiative to take advantage of opportunities to improve efficiency
and reduce emissions in the freight sector by promoting a voluntary program approach to work with
industry. The ultimate goal of the initiative was an improved freight handling and delivery system that
would be cleaner and more cost-effective.
EPA began working closely with the American Trucking Associations (the leading freight industry
group in the United States), Business for Social Responsibility (a nonprofit environmental advisory
group), major freight companies, and other stakeholders who became known as SmartWay's Charter
Partners. The Charter Partners worked with EPA for about two years to design a freight program that
had a strong business case for industry. EPA officially launched SmartWay on February 9, 2004, at the
American Trucking Associations' Leadership Meeting.
Appendix A: Brief History of SmartWay and Major Milestones
-------
Over the next two years, EPA focused on recruiting and outreach and
added SmartWay Logistics Partner and Affiliate categories. By the end of
2006, nearly 500 Partners had joined SmartWay, and EPA began to tran-
sition into an expansion and refinement stage. SmartWay program ad-
ministrators started to consider how to sustain program growth, improve
the partnership, and ensure that Partners successfully meet their goals.
They launched and eventually completed some long-term projects, such
as the technology verification program, the SmartWay Upgrade Kit, and
SmartWay's vehicle labeling program.
Starting in 2006, EPA also identified the need for innovative financing
options that would enable companies to invest in fuel efficiency tech-
nologies. At this time, EPA began to work with federal grant programs,
states, local energy offices, and private financial institutions to create
innovative financing strategies such as low-interest loans, tax credits,
and grant programs. SmartWay compiled information regarding different
costs, financing, and loan opportunities for clean technologies into an
online portal, the SmartWay Finance Center.
The expansion of the SmartWay brand and the development of a second
generation of program tools and methods (SmartWay 2.0) continue to
this day. Since 2008, SmartWay has supported international expansion
efforts, including a formal agreement with Natural Resources Cana-
da to integrate SmartWay throughout Canada. EPA also continues to
develop programs that provide value to SmartWay Partners, such as the
Heavy-Duty Fuel Economy Test Program.
Today the SmartWay Transport Partnership program serves the mutual
goals of freight carriers, shippers, and EPA: cost savings, fuel efficiency,
and environmental stewardship.
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
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Smart Way's Major Milestones
Initial discussions for design
and development
Industry Options for Im-
proving Ground Freight Fuel
Efficiency is released
• Charter Partners help plan
program design and features
• First Partnership tools, agree-
ments, and outreach materials
are launched
• Partnership grows to 300
Partners
• Long-term projects, such
as the SmartWay Upgrade
Kit and SmartWay Truck, are
launched
• Technology Verification Pro-
gram launched
• Supply chain concepts are
introduced
• SmartWay Tractors and Trailers
and Certified Vehicles are
launched
• SmartWay Finance Center
opens
• Stakeholders and champions
identified
• Charter Partners join
• Initial Partnership takes form
• SmartWay is officially
launched
• First 100 Partners join
• New Partner categories, Affil-
iates and Logistics Providers,
are added
• Program grows to 500 Part-
ners, more focus on Partner
management results
• First annual SmartWay Excel-
lence Awards is held
• SmartWay Light-Duty Desig-
nation and "Grow and Go" are
launched
• SmartWay 2.0 development
begins
• Package Labeling pilot
program and consumer
awareness marketing efforts
established
• SmartWay begins internation-
al activities with International
Summit
Appendix A: Brief History of SmartWay and Major Milestones
-------
Smart Way's Major Milestones
Enhanced technology verifica-
tion program is developed
Heavy-Duty Fuel Economy
Test Program is established
• SmartWay Drayage Program
is introduced
• U.S. Freight Sustainability
Summit held
• Version 2.0 Shipper and
Logistics Tools and multimodal
"suite" are made available
for Partners and intermodal
carriers, respectively
• Draft Inland MarineTool is
developed for barge carriers
• SmartWay publishes guidance
on best practices to quality-
assure freight-related data
SmartWay refines its market-
ing materials
Supply chain carbon account-
ing tools are developed
• SmartWay surpasses the
3,000 Partner mark
• Version 2.0 Rail Tool made
available for rail carriers
• SmartWay unveils online
driver training program to U.S.
and Canadian Partners
• SmartWay adopted by Canada
SmartWay celebrates its 10-
year anniversary!
EPA lends SmartWay best
practices and lessons learned
to the Climate and Clean Air
Coalition to develop a Global
Green Freight Action Plan
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
APPENDIX B Resources
Websites
Green freight organizations:
• SmartWay homepage: http://epa.gov/smartway
• SmartWay Canada: http://www.smartway.nrcan.gc.ca
• Transporte Limpio (Mexico): http://www.transportelimpio.gob.mx
• EcoStation (Australia): http://www.ecostation.com.au
• GreenFreight Europe: http://www.greenfreighteurope.eu
• Objectif C02 (France): http://www.objectifco2.fr/
• Green Distribution Partnership (Japan): http://www.greenpartnership.jp
• Clean Air Asia: http://www.greenfreightandlogistics.org
• Green Freight China: http://cleanairinitiative.org/portal/projects/GreenFreightChinaProgram
• Green & Smart Transport Partnership (Korea): http://cleanairinitiative.org/portal/sites/default/files/
presentations/PM-2-korea_2_-_GreenSmart_Partnership_CGFI.pdf
Relevant associations and stakeholder groups:
• ATA Trucks Deliver a CleanerTomorrow: http://www.trucking.org/cleaner_tomorrow.aspx
• Cascade Sierra Solutions: http://www.cascadesierrasolutions.org
• EPA National Clean Diesel Campaign: http://epa.gov/diesel
• EPA Clean Diesel Collaborates: http://epa.gov/cleandiesel/collaboratives.htm
• International Council on Clean Transportation: http://theicct.org
Appendix B: Resources
-------
• American Council for an Energy Efficient Economy:
http://www.aceee.org/sector/transportation
• DieselNet: http://www.dieselnet.com/
• Consignment Carbon: http://www.consignmentcarbon.org/index.php
• Climate and Clean Air Coalition Heavy Duty Diesel Vehicles and En-
gines Initiative: http://www.unep.org/ccac/lnitiatives/HeavyDutyDiesel
VehiclesandEngines/tabid/130319/language/en-US/Default.aspx
• Green Freight Asia: http://greenfreightasia.org/
Other resources:
• NRCan and SmartWay's SmartDriver E-learning:
http://fleetsmartlearning.nrcan.gc.ca/Saba/Web/Main
• EPA Heavy-Duty Regulations and Standards:
http://www.epa.gov/otaq/climate/regs-heavy-duty.htm
• NHTSA Fuel Economy:
http://www.nhtsa.gov/fuel-economy
• CARB Heavy-Duty Greenhouse Gas Regulation:
http://www.arb.ca.gov/cc/hdghg/hdghg.htm
• Greenhouse Gas Equivalencies Calculator:
http://epa.gov/cleanenergy/energy-resources/calculator.html
• Detailed EPA emissions standards document:
http://epa.gov/oms/highway-diesel/regs/diesel-engine-standards.htm
• SmartWay Verified Technologies list:
http://www.epa.gov/smartway/forpartners/technology.htm
• National Clean Diesel Verified Technologies list:
http://www.epa.gov/cleandiesel/verification/verif-list.htm
• California Air Resources Board Verified Technologies list:
http://www.arb.ca.gov/diesel/verdev/vt/cvt.htm
• National Academy of Sciences technology overview:
http://www.nap.edu/catalog.php?record_id= 12845
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
Region-specific articles and other resources
Asia:
• Design of Green Freight China Program: Review of Freight Logistics
Solutions: http://cleanairinitiative.0rg/portal/sites/default/files/2c._
GFCP_-_Review_of_Green_Freight_Logistics_Solutions_-_May2011 .pdf
• "Evaluating Impact of Green FreightTechnologies" (Clean Air Asia):
http://www.baq2012.org/assets/Uploads/BAQ2012Sudhir-Gota.pdf
• Best Practices in Green Freight for an Environmentally Sustainable
Road Freight Sector in Asia: http://cleanairinitiative.org/portal/sites/
default/files/BGP-EST5A_Green_Freight_Best_Practices_-_CAI-Asia_
Dec2011.pdf
Africa:
• "Towards Sustainable Transport Under SSATP DP2: Building Support
for an Environmentally SustainableTransport Forum in Africa":
http://www.ssatp.org/sites/ssatp/files/publications/HTML/
Conferences/Addis12/Tuesday/04_Sustainable%20Transport%20
Forum_FR-EN/01-Sustainable-Transport-Forum_EN.pdf
• "Green Supply Chains—the Best of Planet and Profit (South Africa)":
http://www.enviropaedia.com/topic/default.php?topic_id=349
• Green Economy Accord (South Africa): http://sustainabledevelopment.
un.org/index. php?page=view&type=400&nr=676&menu=494
Latin America:
• "The Clean Air Institute: Reducing Emissions from Transport" (Clean
Air Initiative for Latin America and the Caribbean): http://www.unep.
org/ccac/Portals/50162/docs/Diesel_Presentations/JOANNE_GREEN_
CLEAN_AIR_INSTITUTE.pdf
Appendix B: Resources
-------
Europe:
• "Dow Engaged in Sustainable Transportation at Launch Ceremony for
Green Freight Europe": http://www.dow.com/news/press-releases/
article/?id=5683
International logistics:
• "DHL Green Solutions for Air, Ocean and Road Freight": http://www.
dhl.com/en/about_us/green_solutions/air_ocean_road_f reight.html
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
APPENDIXc SmartWay Program Materials
About SmartWay
• Current list of SmartWay Partners
http://epa.gov/smartway/about/partnerlists.htm
• SmartWayTrends, Indicators, and Partner Statistics (TIPS)
http://epa.gov/smartway/tips/index.htm
TIPS (Trends, Indicators, and Partner Statistics) is a source of leading freight movement industry
indicators and quick facts about current SmartWay Partner performance metrics.
• SmartWay Outreach Materials
http://epa.gov/smartway/about/outreach.htm
Fact sheets, case studies, Partner profiles, public service announcements, and other resources to
help Partners and other stakeholders spread the word about the program.
Join
• SmartWay Affiliate and Community Resources
http://epa.gov/smartway/forsupporters/index.htm
Resources for organizations that encourage members or customers to participate in SmartWay.
Has links to the Affiliate Agreement and Affiliate logo use guidelines.
• Business Case for Being a SmartWay Shipper Partner
http://epa.gov/smartway/forshippers/documents/420f12073a.pdf
Short description of the benefits of enrolling in SmartWay
Appendix C: SmartWay Program Materials
-------
• SmartWay for Countries
http://epa.gov/smartway/forcountries/index.htm
Information and resources for countries interested in setting up a
green freight program, organized by region.
For Partners
• Tools and Resources for Partners
http://epa.gov/smartway/forpartners/index.htm
Provides partner tool, example tools, users guides, and other resourc-
es organized by partner type.
• Carrier Performance Rankings
http://epa.gov/smartway/forpartners/performance.htm
Microsoft Excel files containing the latest SmartWay Partners fleet
ranking categories and emission rates.
• Data Quality Assurance and Quality Control
http://epa.gov/smartway/forpartners/data-quality.htm
Publications and resources to help SmartWay Partners achieve and
maintain high levels of data quality.
• SmartWayTechnology Program
http://epa.gov/smartway/forpartners/technology.htm
Resources and information on SmartWay Verified Technologies.
• SmartWay Excellence Awards
http://epa.gov/smartway/about/sw-awards.htm
A list of criteria, winners, and resources pertaining to SmartWay's
annual Partner recognition event.
• 2074 SmartWay Excellence Awards Criteria
http://epa.gov/smartway/about/documents/awards/420f14012.pdf
How to Develop a Green Freight Program: A Comprehensive Guide and Resource Manual
-------
News and Events
• SmartWay News and Events
http://epa.gov/smartway/about/news.htm
The latest news about SmartWay. Visitors can sign up to receive
e-Updates by email and view event announcements (including webi-
nar schedules and past presentations), media coverage, press releas-
es, and an archive of old news items.
SmartWay Samples
• Partnership Overview
• Program Highlights
• Carrier Partnership Agreement
• Shipper Partnership Agreement
• Logistics Partnership Agreement
• Overview of Shipper Strategies
• Overview of Carrier Strategies
• EPA Diesel Technology Verification Application
• Co-Branded Letter
• SmartWay Marketing Statement
Appendix C: SmartWay Program Materials
-------
Partnership Overview
SmartWay
MENTAL PROTECTION AGENCY^
U.S. ENVIRONMENTAL PROTECTION AGENCY
SmartWay Transport Overview
What are the results
of SmartWay Trans-
port?
SmartWay Transport aims to
increase the availability and
market penetration of fuel
efficient technologies and
strategies that help freight
companies save money while
also reducing adverse envi
ronmental impacts.
Specifically, SmartWay Trans
port programs lower em is
sions of carbon dioxide (C02),
nitrogen oxides (NOx), and
particulate matter (PM).
Since 2004, SmartWay Part
ners report:
• Saving 120.7 million barrels
of fuel ($16.8 billion in fuel
costs saved)
• Eiminating 51.6 million
metric tons of C02
• Eliminating 738,000 tons
of NOx
• Eliminating 37,000 tons of
PM
SmartWay Transport is the US Environmental Protection Agency's flagship program for improving
fuel efficiency and reducing greenhouse gases and air pollution from the transportation supply
chain industry. Developed jointly in early 2003 by EPA and Charter Partners represented by
industry stakeholders, environmental groups, American Trucking Associations and Business for
Social Responsibility, this innovative program was launched in 2004. SmartWay Transport is
comprised of partnerships, policy and technical solutions, and research and evaluation projects
that find new ways to optimize the transportation networks in a company's supply chain.
Supported by major freight industry associations, environmental groups, states, companies,
and trade publications, SmartWay Transport is leading the way to greater fuel efficiency and
lower emissions from the freight sector, while presenting a model of government and industry
cooperation for public and private benefits.
SmartWay Transport Partnership is a strong government/industry collaboration between
freight shippers, carriers, logistics companies and other stakeholders, to voluntarily achieve
improved fuel efficiency and reduce environmental impacts from freight transport. Participating
companies use performance based quantification and reporting tools that benchmark and
inform industry and the marketplace on freight operations, energy and environmental efficiency.
SmartWay partners demonstrate to customers, clients, and investors that they are taking
responsibility for the emissions associated with goods movement, are committed to corporate
social responsibility and sustainable business practices, and are reducing their carbon footprint.
To date, the partnership includes nearly 2,900 companies and associations committed to
improving fuel efficiency.
SmartWay Tractors and Trailers meet voluntary equipment specifications that can reduce
fuel consumption by 10 to 20 percent for 2007 long-haul tractors and trailers. Each qualified
tractor/trailer combination can save between 2,000 to 4,000 gallons of diesel per year. Models
that meet these equipment specifications save operators money and reduce greenhouse-gas
emissions and air pollutants.
EPA Technology Verification for SmartWay Designation is a testing and verification
program designed to quantify emissions reductions and fuel savings from various available
technologies, such as tractor and trailer aerodynamics, auxiliary power units, and wide-based
tires. As a result, companies can compare the fuel efficiency and environmental performance of
various technologies and make more informed purchases.
For more information: www.epa.gov/smartway/.
\
U.S. EPA SmartWay | EPA-420-F-I4-006 | www.epa.gov/smartway
-------
Program Highlights
SmartWay
MENTAL PROTECTION AGENCY^
U.S. ENVIRONMENTAL PROTECTION AGENCY
SmartWay Program Highlights
£ PA's SmartWay ...is a
market driven partnership
to help businesses move
goods in the cleanest most
efficient way possible. By
providing a consistent set of
tools and information needed
to make informed transpor
tation choices, SmartWay
enables companies across
the supply chain to exchange
performance data in ways
that protect the environment,
enhance our nation's energy
security and foster economic
vitality. To encourage contin
ued improvement, SmartWay
provides incentives and rec
ognition for top performers.
SmartWay Saves Oil
• Since 2004, SmartWay partners have saved 120.7 million barrels of oil. This is
equivalent to taking over 1 0 million cars off the road for an entire year.
• Fewer dollars going overseas for foreign oil means more dollars to invest at home;
having fewer imports also reduces our national trade deficit.
SmartWay Saves Money and Supports US Business Interests
• SmartWay is helping US businesses to slash their fuel costs, saving $ 1 6.8 billion
dollars to date. These savings support America's trucking industry and the customers
they serve.
• Truck, trailer and equipment suppliers to the US trucking industry also rely upon
SmartWay to help them demonstrate to customers the benefits of cleaner, more fuel-
efficient products.
SmartWay Protects US Jobs and the Economy
• SmartWay is one of ATA's six strategies to ensure the long-term sustainability of the
US trucking industry. According to ATA, 1 out of every 1 6 people (6.9 million people)
working in the US private sector is employed in a trucking-related job; trucking annually
generates $604 billion in gross freight revenues, or about 4 percent of the US Gross
Domestic Product.
• A strong trucking industry is essential to our nation's competiveness and to US jobs.
SmartWay contributes to the health of this vital sector, protecting US jobs and the
economy.
Thousands of US Businesses and Organizations Need SmartWay
• More than 3,000 of the nation's shippers, truck and rail carriers (including many
Fortune 500 companies) have registered with SmartWay to continue improving their
transportation supply chains. They are using SmartWay tools to assess, track, and
reduce transportation-related carbon, energy use, and air emissions.
• Small businesses rely upon SmartWay for technical expertise and assistance. SmartWay
has provided financing to help truck owners, especially small - and medium-sized
businesses upgrade to cleaner, more efficient trucks.
• The US government, through GSA, is relying upon SmartWay to implement EO
1 3514, which directs the federal government to green its supply chain.
• Environmental, state, and community groups rely upon SmartWay's clean air
achievements (51.6 MMT CO2, 738,000 tons NOx, and 37,000 tons PM
reduced so far) helping protect the health and well-being of citizens, especially
in low-income communities near ports, truck stops, and borders.
• The United Nations, the World Bank, the Commission for Environ-
mental Cooperation, as well as the governments of China, Mexico
and Canada, have projects and programs that rely upon SmartWay's
technical assistance, methods and tools.
• US ports rely on SmartWay's Port Drayage Truck program to
help reduce pollution and address environmental justice
concerns in and around major US ports.
\
U.S. EPA SmartWay | EPA-420-F-I4-003 | www.epa.gov/smartway
-------
Carrier Partnership Agreement
•SmartWay
Report Year
2013
Truck
gnttndSMHts tfwiBBi: .Ml I f
RfhNirted on: 1/1/701-1
Pjrtr>pr%lii(i Annual Aijr*lriinllitl fiw
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L Heasue and report to EPA on an annual baa; the envronmental performance of you Seet(s) usng EPA'i SrrnrtWav Tod. (eustng fleets must report the 12
months of data for the ptia yea endng December 31. rJswtv farmed comparies raqute j mrwrmn of 3 nwntta of apwational data, S
2. Hove per6orm»X* rwAj «nd Tool SJkraiM itttuf p«(«d on the EPA Snvjit Wory wete^e/0dt4t>»0,
3. Agree to sJbrnrt supporttig dbcunenUitKn to £P* for any data used Co complete this Tod and agree to EPA audft a( the data upon request br 8*A,
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promcitHnal, and mecka materials. EPA wit obtain express written consent from the Partner before usng the Partner's name, other
than in (he corrteit erf jncreaang pttic awareness of « MMp#en«A,
3. Aswt Partnen r achevno errwson and fuel usage reduction goals (subject to Federal Government
Generdl Terriw.
1. If *» Partner » S>A ctsfjjte upon tnrs a^ewnerrt at any port, the arjreftUBnt jhal be COrektered nul and rod.
2. Either party can termrvate the aojeement at any One without prior notiftcaticri or penarbes or any further obtgatton.
3. EPA agrees not to comment pUAdr regadng the wrtfdawal of speofic Partners.
4. EPA i«s*n«the risdtto jwwnd a (««fe» P*«r* sutm ft* r^PinJwtfjrt(*tDiGCOfi|Mt«h»ip»dit*lKrft rjj'#h*rt
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oi endorsement of arTythng other than the Partner's corrmmnent to the program. The Partner wl not mike statements or rnpty
ttm 3>A «ndOK«i tht[XrCh*»Cf 40*0 of 8» Wring's pf^i^K «««•««» !h9 y*wi of tr»P*tns>r.
6, Sutmtttal of this SmaWar Toe* annualT- coreirtutes aoreenwwt to at tenrs m the Panxwrshp Agreement,
No separate agreement need be fubmttted.
By (hwkmg thf box betow, t (ktUrc Hi.*t th« unfomnlion 5i.jtm^Ucd via thn loo) is, to the bwt ol mir krtowlMl0ef wcivate. 1 uodwstaod (hat any
pwion who, m the cmvte of neoollatmn. or pwformina under thts Aojeement, mafcev, pnrsecits or submits a fat-w or mtsleadma ilaternwit to the
qovetrviKnt, or any person wfM nuke*, a rrwtwul onus&ion Iri thecoune of rKQDlUtlrig or perfoMrHng midet Mite AotMnKiit.may be subject to
li.jMlity iirHlcr .ill .HHiln .Jill' uvd .iriil [r.nui.J -.Uidili-, iiiiluilirHi 111 U.'i.C. IMll {i miwi.J li..l»lily f«r Ijlw -,l jliTTHTil'.). 31 ll.
-------
Shipper Partnership Agreement
-SmartWay
Report Year
2012
United Slates. Ventoiv. 2.0.12
Rei**wdon: 10/01/201)
iMfirwrslitp Annual Arjwnwni for CarrW5
WUli H«v .HjrntiWit . yen* C(M»ifk»iy JOJrn f PA'v SfiwirtWjy TrJiniHvt P.vlnn-,liiff ,»*J IONIUM!'. to:
1, M&asue and «eport to EPA on an annual bass die emsaons per ferrnanee of your company usng Sw's SmartWay Sniper Tool,
(ExiEtng companies must report the 12 months of data fw Che prior ye* erefrg Decants 31. Nawtv lamed companes requre a
rnrirnum of 3 months of operatBnal data.)
J. H*»fl performance neaJts posted on the EPA SmtrCWay wa&ateWrtabWB-
5. AgrM to fttm* p£gc>ina doarw*«iOrv to S>A to my dati twl to ctmpiew shs toot *id toM to EPA «xk! of Ow dm icon
In retunt, EPA 1 1 PHHIMI-, to:
1, Piomale conrpany partrapalxin h the Partnefshp by postng Partner names on ?he EPA SmartWav Wabsae and in telated educational
promotional, and emeda material. EPA wt obtain e.iptiBS vmtten consent from the Partner befne uang tne Patna's mame other
Chart n the content of naea$r\g pubtc *waeness of rts pata&atnn as deserted here.
2. fto«de conoirtw witfi hctstiir-wide paifwmaree bertchmstt: fiat* as tl* dM i Jjeecrnei dYabbte to B^A.
3. Atttt Pirtnon Hi jcH^ma irfisaefund I&UH& rtAiction ooHi (afc»ct tofodnnieft*rm»>rnt
1. If the Partner or EPA daf^Jtf upcn if* agreement at any point, the agreement shal fc* eonfttered nui and void.
2. Bt.hw pirty can tUrnwutu (h» j^ewflCrVl at .»nrf tm(i wStnW!, ptOr ncrlfiCJtCn 9 rWnjftW*. Or jny rather oUgjCon.
3. EPA 4988? not to ccmnent ptJbktf 'egsrdrg Ene withdrawal of specrfic partners.
^. SPA reserves ihe nrfvt to iiepend or revote Partner status fw anrr Partner that fab to acccrncfch It* speofe actions to whch It
conwntted n the Smattway Transport Partnershf) .Agreernent and siiKequant Acf esments-
S. The Paftnei agrees that A wi not clam or p constitutes EPA apcroval
cr endciiefnefH! of ytfUnj otha Uian the Partfiar'f eorrmrtufiait to Che f*o0- jm. The P*Crw wf net mate stJterranK a mjiy
th,n EPA orxtonvi ihe oweh»» or wto o* ths p#tr«r'$ pidductJ ind HT«K« or tt» wewt o* the orore^uon.
6. SUjmttlal of the SmarlWay 9nvper Tool comMutw aoraemerrt to al terms n *c Partnershp Acfwment,
Ho separate agreement need be sutfnrtted,
By 1 1 iwkitio the bux ti*luw, I dectare ttut llw Ifif urnulioti ujbmttted via thto tool Is. to the be^t of my knovMttdo*, accurate, 1 understand dut any
person uriio. In the course ol n«»oW,ilirirj or perrotniitg »*irh-r Mil'. Anrv^nit-iit. nukes. iw«
-------
Overview of Shipper Strategies
vxSmartWay9
Transport Partnership
U.S. ENVIRONMENTAL PROTECTION AGENCY
Overview of Shipper Strategies
Truck and rail operators are using a multitude of strategies to reduce the environmental
impacts of carrying America's freight. Shippers are working to do their part too, not only
by implementing measures at their own facilities that improve efficiency and lead to
emissions reductions, but also by hiring the most environmentally responsible carriers.
The following technologies and strategies are just some of the measures shippers can
adopt to facilitate reductions in fuel consumption and emissions associated with
freight shipping activities.
Intermodal Shipping
Many goods and materials may be delivered to
distribution hubs more efficiently by rail than by truck.
• Intermodal shipping combines the fuel efficiency
of rail with the logistical strengths of trucking.
Standardized containers are easily transferred
between rail and truck.
• Intermodal shipping can minimize overall fuel
consumption, reduce emissions, and lower the
costs of freight delivery.
Driver Comfort Stations
Drivers may spend a great deal of their work day idling
their trucks to stay comfortable at shipping and receiving
docks.
' Shippers can provide climate controlled comfort
stations at dock facilities so that drivers won't
need to idle their trucks to stay warm or cold.
Eliminating idling provides significant fuel,
emissions and maintenance benefits, and the
improved driver comfort enhances safety.
Preferential Loading and Unloading
SmartWay Transport Shippers can support the goals of the
Partnership by providing special shipping and receiving
privileges for Smart Way Transport Carriers.
Deliveries by Partner carriers may be given prime
shipping and delivery times and positions.
• Selected docks may be designated as "SmartWay
Transport Docks."
Idle Reduction Policies
Shippers usually have control over access to their docking
facilities including any parking or waiting areas.
• A shipper may implement a "No Idling" policy for
any truck that picks up or delivers freight to its
facilities.
• "No Idling" policies may best be combined
with driver comfort stations, so drivers have an
alternative to idling their trucks while waiting.
Idling reductions offer immediate air quality
benefits for local communities, especially in
urban areas where environmental justice may be a
concern.
Improved Pickup and Delivery
Scheduling
Excess waiting time for drivers often leads to excess idling
and the increased fuel use and emissions.
Shippers can improve scheduling with enhanced
communications or logistics software.
• Improved pick up and delivery scheduling reduces
excess idling and improves the on-time efficiency
of freight operations.
Full Truckloads
Goods and materials are sometimes shipped on partially
loaded trucks in the interest of expediency, increasing
overall fuel use and shipping costs.
' Shippers can improve truckload scheduling with
logistics software that helps to ensure full loads.
Full truckloads not only improve efficiency, but
also help reduce congestion on the roadways and
at shipping and receiving facilities.
U.S. Environmental Protection Agency
isportation and Air Quality February 2004 EPA420-F-03-040 www.epa.gov/smartway
-------
Overview of Shipper Strategies (continued)
Shipper Corporate Fleet
Improvements
Shippers often have small fleets of light duty vehicles
(cars and light trucks) used around their facilities or for
staff travel.
' Reducing older vehicles with more fuel-efficient
and lower emitting vehicles reduces a company's
overall environmental impact.
Warehouse Improvements
Shippers should consider any improvements in and around
warehouses that will facilitate improved efficiency and
emissions reductions.
' Warehouse operations can have a direct impact
on the efficient loading and unloading of delivery
trucks.
Shippers should explore any efficiency gains that
can be made with improved storage and warehouse
logistics techniques.
Electric Forklifts
Many freight facilities still use diesel-powered forklifts to
carry pallets, crates, etc., between the dock and warehouse.
• Electric forklifts are cleaner and more efficient to
operate, producing no emissions at the facility.
Utilizing electric forklifts reduces a company's
environmental impact and improves ambient air
quality in and around freight docking areas.
Facilities might also consider alternatively fueled
forklifts that run on compressed natural gas or
propane.
U.S. Environmental Protection Agency
isportation and Air Quality February 2004 EPA420-F-03-040 www.epa.gov/smartway
-------
Overview of Carrier Strategies
^SmartWay
Transport Partnership
U.S. ENVIRONMENTAL PROTECTION AGENCY
'SM
Overview of Carrier Strategies
Truck and rail transportation provides a cost-effective means to transport
much of America's freight. There are simple actions that can be taken to make
ground freight more efficient and cleaner for the environment. The follow-
ing technologies and practices can help truck carriers save fuel and money,
reduce air pollution, and cut carbon dioxide emissions that contribute to cli-
mate change.
Idle Reduction
An id/ing truck burns nearly one gallon of diesel fuel per
hour. Reducing unnecessary idling could save each truck
over $3,OOO in fuel costs, reduce air pollution, and cut 79
metric tons of carbon dioxide annually.
On-board idle reduction systems include auxiliary
power units that provide electricity to the cab, direct-
fired heaters and coolant systems that provide
temperature control, and programmable automatic
engine shut-off systems.
Truck plazas equipped with truck stop electrification
systems allow trucks to draw electrical power and in
some cases heating, cooling, telecommunication, and
Internet hookups from a ground source.
Improved Aerodynamics
Reducing the aerodynamic drag of a typical line-haul
truck by 75 percent could cut annual fuel use more than
2,OOO gallons, save over $3,5OO in fuel costs, and elimi-
nate 2O metric tons of carbon dioxide.
Tractor aerodynamics can be improved by adding
integrated roof fairings, cab extenders, side fairings,
and aerodynamic bumpers. New truck buyers can pur-
chase aerodynamic models with streamlined profiles.
Trailer aerodynamics can be improved by minimiz-
ing tractor-trailer gap, adding side skirts and rear air
fairings, and arranging cargo and tarpaulins as low,
taut and smooth as possible.
•Single-unit trucks can be improved with air deflector
bubbles or by purchasing new streamlined models.
Improved Freight Logistics
Improved logistics can reduce the miles that a truck
drives empty. Eliminating 75 percent of a line-haul truck's
empty miles could save $3,OOO in fuel and reduce 24 met-
ric tons of carbon dioxide annually.
Improved logistics include load matching, more effi-
cient routes and delivery schedules, and improved
shipping and receiving practices.
A carrier may employ low-cost options like triangular
routing, coordinating loads with other fleets, and
checking electronic load boards, or the carrier may
purchase freight broker services and logistics soft-
ware.
Automatic Tire Inflation Systems
Retrofitting a line-haul truck with an automatic tire
inflation system could save TOO gallons of fuel annually
and reduce tire wear and maintenance, while eliminating
one metric ton of carbon dioxide.
Truck fleets that find it too difficult or expensive
to monitor tire pressure on a regular basis should
consider installing automatic tire inflation (ATI) sys-
tems on drive and trailer tires.
An ATI system used on a typical line-haul truck can
generally pay for itself in just over two years, while
decreasing the risk of expensive tire failure caused
by under inflation.
Single Wide-base Tires
Specifying single wide-base tires on a new combination
truck could save $1,OOO immediately and reap annual
fuel savings of 2 percent or more while cutting carbon
dioxide by more than four metric tons.
Single wide-base tires save fuel by reducing vehicle
weight, rolling resistance and aerodynamic drag.
These tires can also improve tank trailer stability by
allowing the tank to be mounted lower.
There are several single wide-base tire models from
which to choose, plus these tires can be retreaded.
Driver Training
Even highly experienced drivers can boost their skills
with training aimed at raising fuel economy by 5 percent
or more, which would save $1,2OO in annual fuel costs
and cut eight metric tons of carbon dioxide.
Effective driver training programs can improve fuel
economy by 5 percent or higher. Some fleets report
fuel economy gains of up to 20 percent.
Among other techniques, drivers learn progressive
shifting, engine speed optimization, idle reduction,
smoother braking and acceleration, anticipatory
driving, speed control, and optimal gearing.
otection Agency Off ic
ortation and Air Quality
-------
Overview of Carrier Strategies (continued)
Low-Viscosity Lubricants
When used in a line-haul truck, synthetic engine and
drive train lubricants can improve fuel economy by up
to 3 percent, saving as much as 5OO gallons of fuel and
cutting up to five metric tons of carbon dioxide annu-
ally.
Low-viscosity synthetic or semi-synthetic lubri-
cants flow more easily and withstand the extreme
pressure of engine, transmission, and drive train
systems better than conventional mineral oil
blends.
The operator of a typical line-haul truck can save
up to $500 annually by switching to low viscosity
lubricants, with additional savings possible due to
reduced wear and maintenance of truck systems.
Intermodal Shipping
Intermodal freight transport combines the best attri-
butes of both truck and rail shipping. Over long dis-
tances using intermodal can cut fuel and carbon diox-
ide by 65 percent, compared to truck-only moves.
Carriers can maximize resources by using freight
trains to handle the long-distance portion of a
freight move, especially for less time-sensitive
cargo that is shipped over 500 miles.
Intermodal options include trailer on flat car
(TOFC), container on flat car (COFC), double stack
service, rail bogeys and dual-mode trailers, and rail
platforms that can accommodate standard trailers.
Longer Combination Vehicles
A freight truck using longer or multiple trailers can
haul more cargo than a standard combination truck,
potentially saving up to $5,OOO in fuel costs and 34
tons of carbon dioxide on a ton-mile basis annually.
Common longer combination vehicle (LCV) con-
figurations include the Rocky Mountain Double,
Turnpike Double, Triples, and Eight-Axle Twin
Trailers.
A motor carrier operating in states that permit
LCVs can reduce the number of trips required to
haul a given amount of freight—saving time, money,
and emissions.
Reducing Highway Speed
A line-haul truck with 9O percent highway miles that
reduces its top speed from 7O to 65 miles per hour
could cut its annual fuel bill nearly $1,5OO while elimi-
nating almost TO metric tons of carbon dioxide.
Reducing highway speed also reduces engine and
brake wear, which cuts down the cost and frequen-
cy of maintenance service, and keeps revenue earn-
ing equipment on the road longer.
Any truck carrier can adopt a speed management
policy at little or no cost. The most success-
ful speed reduction policies combine electronic
engine controls with driver training and incentives.
Weight Reduction
Reducing 3,OOO pounds from a line-haul truck by
using lighter-weight components could save up to 3OO
gallons of fuel annually and eliminate up to three met-
ric tons of carbon dioxide.
Aluminum alloy wheels, axle hubs, clutch housings,
and cab frame can trim hundreds of pounds from
a truck tractor. Downsizing to a smaller engine
can also provide significant weight savings.
Thousands of pounds can be reduced from a truck
trailer using aluminum roof posts, floor joists,
upright posts, and hubs and wheels.
Hybrid Powertrain Technology
Hybrid vehicles can provide roughly $2,OOO in fuel
savings and cut carbon dioxide by up to 72 metric tons
per year when used in stop-and-go freight applications
like parcel delivery service.
Hybrid vehicles have two propulsion power sourc-
es, making it possible to capture energy otherwise
lost during braking and provide boost to the main
engine which in turn can run more efficiently.
Most hybrid vehicles use an internal combustion
engine for the main power source with various
secondary power and energy storage configura-
tions, including electric and hydraulic systems.
Renewable Fuels
In addition to benefiting the environment and helping
reduce U.S. dependence on foreign oil, using biodiesel
can provide more lubricity which may help extend a
vehicle's engine life.* Most diesel engines can run on
biodiesel without needing any special equipment, and
when running on biodiesel, will have similar horsepow-
er and torque as conventional diesel.
Biodiesel provides significant reductions in green-
house gas (GHG) emissions -- BlOO reduces lifecy-
cle GHG emissions by more than 50 percent, while
B20 reduces emissions by at least 10 percent.
Biodiesel also reduces emissions of carbon mon-
oxide, particulate matter, sulfates, hydrocarbons
and air toxics.
Biodiesel produced from crops grown in the U.S.
can help America's family farmers while bolstering
America's energy security.
* Always check with your engine manufacturer before
switching to biodiesel, and look for biodiesel that meets applicable
ASTM and BQ9000 requirements.
-------
EPA Diesel Technology Verification Application
&EPA
United States
Environmental Protectior
Agency
Office of Transportation and Air Quality
EPA-420-F-12-023
May 2012
EPA Diesel Technology Verification Application
Parti of 2
This application is the first of two steps to request EPA verification of a diesel engine retrofit or
vehicle technology. Once you have completed and submitted this form to EPA
Tech Center(g),epa.sov with "Request for Verification" in the subject line, a member of EPA's
Technology Verification Team will contact and supply you with Part 2 of the application when
needed. Please withhold all confidential business information (CBI) at this stage of the application.
1) Technology Type: Please identify your technology type by completing the table below.
(A)
1
2
3
4
(B)
1
2
3
(C)
1
2
3
4
5
6
7
8
9
10
11
12
13
Technology Type
''See Appendix for Technology Definitions
Mark with an "X"
to Identify
Technology
Exhaust After-treatment Device
(Applied to light-, medium-, or heavy-duty diesel engines/equipment)
Diesel Oxidation Catalyst (DOC) or DOC Combination
Diesel Particulate Filter (DPF) or DPF Combination
Selective Catalytic Reduction Catalyst (SCR)
Other Type of After-Treatment Device (Please Specify)
Engine Modification
(Modification to light-, medium-, or heavy-duty diesel engines/equipment)
Engine Overhaul (or upgrade kit)
Engine Conversion to Alternative Fuel or Power System
(includes hybrid engine replacement)
Other Type of Engine Modification (Please Specify)
Vehicle Modification
(Used on class-8, long-haul, sleeper cabs or 53'box, van trailers)
Idle Reduction - Auxiliary Power Units (APUs)
Idle Reduction - Fuel Operated Heaters (FOHs)
Idle Reduction - Battery Air Conditioning Systems (BACs)
Idle Reduction - Thermal Storage Systems
Idle Reduction - Truck Stop Electrification (TSE)
Idle Reduction - Rail Auxiliary Power Units (APUs)
Idle Reduction - Rail Fuel Operated Heaters (FOHs)
Idle Reduction — Rail Shore Connection Systems
Idle Reduction - Marine Shore Connection Systems
Idle Reduction - Other (Please Specify)
Aerodynamics — Trailer Gap Reducer, Trailer Side Skirts, or Trailer End
Fairings
Aerodynamics — Other Type of Trailer Technology (Please Specify)
Aerodynamics — Other Type of Tractor Technology (Please Specify)
-------
EPA Diesel Technology Verification Application (continued)
&EPA
United States
Environmental Protectior
Agency
Office of Transportation and Air Quality
EPA-420-F-12-023
May 2012
14
15
(D)
Tires - Low Rolling Resistance Tires (LRRs) for Tractor or Trailer
Other Type of Vehicle Modification (Please Specify)
Other (Please describe your technology and given that it falls outside of our established verification
categories, additional time will be needed to review and consider your verification request.
Are you seeking placement on EPA's Emerging Technologies List? (Check one)
For information about the Emerging Technologies Program, visit:
http://epa.sov/cleandiesel/verification/emers-process.htm
Yes
No
2) Product description: Please provide the specific name (including product ID numbers and/or
serial and part numbers, if applicable) of the product, the manufacturer names making the
components, and a short description of the product for which you are requesting verification.
3) Contact Information:
Company Name
Contact Person
Telephone (cell)
Telephone (desk)
Email Address
Mailing Address
Manufacturing
Facility Address
Primary Contact
Secondary Contact
-------
EPA Diesel Technology Verification Application (continued)
&EPA
United States
Environmental Protectior
Agency
Office of Transportation and Air Quality
EPA-420-F-12-023
May 2012
4) Additional Information: Before submitting the form, please answer the following questions
by putting an "X" in the respective column.
1
2
3
4
5
6
7
8
9
Does your technology have regulatory requirements that supersede verification?
Is your technology beyond the research and development stage and is currently commercially
available?
If you've answered "Yes" to the above question, does the technology have in-use experience
in the intended market?
Does your technology have any existing durability, emissions, or overall performance data?
Does your technology have any health or safety concerns?
Is this the first time you have submitted this technology for EPA verification?
Are you currently pursuing verification with the California Air Resources Board (CARB) for
this technology?
Does your company offer full warranty over the sale of this product?
Do you accept full responsibility in attesting to the EPA that all submitted information is
correct?
Yes
No
N/A
Our program is currently NOT considering the following for verification:
1. Energy Depleting Hybrid System: At this time, the agency does not have a
certified protocol for testing hybrid technologies in which the energy storage
system is charge depleting.
2. Hydrogen System: Due to the number of safety concerns regarding hydrogen
systems, we currently do not verify these systems.
3. Fuels and Fuel Additive: All fuels and fuel additives must be EPA registered
instead of going through the verification process. Engine additives and lubricants
are not eligible for verification. See
http://www.epa.gov/otaq/fuels/registrationfuels/index.htm for more information.
-------
EPA Diesel Technology Verification Application (continued)
United States Office of Transportation and Air Quality
Environmental Protection EPA-420-F-12-023
Agency May 2012
Appendix: Technology Definitions
1. Exhaust After-treatment Device
a. Diesel Oxidation Catalyst (DOC) reduces both particulate matter (PM) and
hydrocarbons from the exhaust flow. DOCs usually consist of a precious metal coated
flow-through honeycomb structure contained in stainless steel housing. As hot diesel
exhaust flows through the honeycomb structure, the precious metal coating causes a
catalytic reaction that breaks down pollutants into less harmful components. DOCs
verified by EPA and CARB are typically effective at reducing PM emissions by 20 to
40 percent, and hydrocarbons by 40 to 70 percent.
b. Diesel Particulate Filter (DPF) significantly reduces PM emissions from diesel fueled
vehicles and equipment. DPFs typically use a porous ceramic, cordierite substrate, or
metallic filter, to physically trap PM and remove it from the exhaust stream. The
collected PM is reduced to ash during filter regeneration. EPA and CARB verified
DPFs generally reduce PM by 85 to 90 percent and hydrocarbons by 70 to 90 percent.
c. Selective Catalytic Reduction Catalyst (SCR) reduces NOx emissions from diesel
exhaust by converting it to N2 and water with the aid of a reducing agent. The
reducing agent, also called Diesel Exhaust Fluid (DEF), is typically anhydrous
ammonia, aqueous ammonia, or urea. The DEF is added to a stream of exhaust gas
and is absorbed onto a catalyst. SCR catalysts are manufactured from various ceramic
materials such as titanium oxide, zeolites, and various precious metals. Some SCR
applications incorporate the use of a DPF with forced regeneration.
d. Other type of after-treatment device: Any device that is installed after the exhaust
manifold in an engine configuration.
2. Engine Modification
a. Engine overhaul (or upgrade kit): a technology kit that allows for the replacement of
various engine parts, while still retaining parts of the existing engine.
b. Engine conversion to alternative fuel or power system (includes hybrid engine
replacement: technology kit/device that replaces parts of the main engine and/or the
engine frame or drive train.
c. Other type of engine modification: any other engine and/or chassis modification kit or
technology device
3. Vehicle Modification
a. Idle Reduction technologies allow engine operators to shut down the main engine and
refrain from long-duration idling of the main propulsion engine by using an
alternative technology.
i. Auxiliary Power Units supply cooling, heating, and electrical power to Class 8
trucks, locomotives and other applications when the vehicle is stationary,
allowing the main engine to be shut off.
-------
EPA Diesel Technology Verification Application (continued)
&EPA
United States
Environmental Protectior
Agency
Office of Transportation and Air Quality
EPA-420-F-12-023
May 2012
111.
IV.
Fuel Operated Heaters (FOHs) combust fuel drawn from the main engine or
other fuel system to provide cab heating and/or coolant heating.
Battery Air Conditioning Systems (BACs) use batteries to power an
independent electric cooling system. Typically, these systems integrate an FOH
to supply heating.
Thermal Storage Systems stores energy in cold storage as the truck is driven,
and then provides air conditioning when the truck is turned off.
v. Truck Stop Electrification (TSE) or Electrified Parking Spaces (ESP) systems
operate independently of the truck engine and allow the truck engine to be
turned off as the EPS system supplies heating, cooling, and electrical power.
vi. Marine and/or Rail Shore Connection systems allow marine vessels or
locomotives to "plug into" an electrical power source instead of using its diesel
auxiliary engines while at the port or railyard. This system may also include
cables, cable management systems, shore power coupler systems, distribution
control systems, and power distribution.
vii. Other Idle Reduction device: any other device that provides an alternative
source of power, thus allowing the main diesel engine to be shut off.
b. Aerodynamic Technologies can minimize aerodynamic drag and maintain smoother
air flow over a tractor-trailer vehicle. This technology can decrease fuel consumption
as well as NOx and CO2 emissions.
i. Trailer gap reducer, trailer side skirts, or trailer end fairings
ii. Other type of trailer technology, any other technology that reduces drag on the
trailer
iii. Other type of tractor technology, any other technology that reduces drag on the
trailer
c. Low Rolling Resistance Tires (LRRs) for tractor or trailer: any tire technology that
reduce resistance and provides a fuel or emissions benefit for the engine.
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Co-Branded Letter
in PTC
National Private Truck Council
Transport Partnership
Dear NPTC Member,
In February 2004, the Environmental Protection Agency (EPA) Administrator Michael Leavitt and
American Trucking Associations (ATA) President Bill Graves launched a new and innovative voluntary
effort called the Smart Way Transport Partnership. This Partnership between EPA and the freight industry
is designed to help trucking companies reduce fuel consumption, thereby saving money while also
benefiting the environment. You may have heard about the Partnership, or visited the Partnership's
exhibit booth, at the NPTC Annual Management Conference and Exhibition in Atlanta.
NPTC recognizes the value of the Smart Way Transport Partnership both to NPTC members and to the
trucking industry as a whole, and has been supportive of EPA's efforts to publicize the Partnership and to
recruit new Partners. Through this letter, we hope to make you aware of the benefits the Partnership can
bring to your company, and to encourage you to consider becoming a Smart Way Transport Partner.
The SmartWay Transport Partnership is open to all sizes and types of fleets, and Partners are recognized
as industry leaders. Truck fleets participate by agreeing to evaluate and improve fuel economy, thereby
reducing operating costs and emissions, through a variety of strategies they implement voluntarily.
Partners are provided with technical assistance and public recognition for their efforts. To date, over 80
companies have become SmartWay Transport Partners, including the following NPTC members: ADM
Trucking, Inc.; Bridgestone/Firestone North American Tire LLC; Cardinal Logistics Management; Frito-
Lay, Inc.; JK Trucking; Michelin Distribution Services, Inc.; Smithfield Packing Transportation Co., Inc.
and Gwaltney Transportation Co., Inc.; Volvo, and Schneider National, Inc. Other Partners include some
of the biggest names in trucking, such as FedEx, UPS, and Yellow Roadway.
We hope that you will take the time to learn more about how your company can benefit from becoming a
SmartWay Transport Partner, and we hope that you will join NPTC in supporting this innovative effort
that will ultimately benefit all of us. If you have any questions, or would like additional information,
please contact Bob Inderbitzen, NPTC Director of Safety and Compliance, at (203) 994-4094 or
safetybitz@aol.com, or the SmartWay Transport Partnership at (734) 214-4767 or
smartway transport(g)epa.gov. You may also obtain information by visiting the SmartWay Transport
Partnership website at www.epa.gov/smartway.
Thank you for your interest.
Gary Petty
President & CEO
National Private Truck Council
Mitchell Greenberg
Program Manager
U.S. EPA SmartWay Transport Partnership
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SmartWay Marketing Statement
SmartWay
MENTAL PROTECTION AGENCY^
U.S. ENVIRONMENTAL PROTECTION AGENCY
There are many ways to ship goods,
This is the smartest way.
1. What is SmartWay?
SmartWay is an innovative, voluntary, public-private, market-
driven partnership. SmartWay helps companies improve their
transportation supply chains - to move more ton-miles of
freight with lower emissions and less energy, and at a lower
cost. It helps companies gain a competitive edge and enhance
their corporate image.
2. Who can join SmartWay?
Since 2004,3,000 of the nation's shippers, logistics companies,
truck, rail, barge and multimodal carriers (including many
Fortune 500 companies) have registered with SmartWay.
SmartWay carriers now account for 22% of all trucking miles.
SmartWay is actively working to expand to all freight modes.
3. How does SmartWay work?
SmartWay gives its partners a consistent set of EPA-tested tools
to make informed transportation choices - to help them
measure, benchmarkand
report carbon emissions,
and improve supply-chain
efficiency and environmental
performance. SmartWay helps
its partners exchange reliable
and credible performance data
and accelerate adoption of
advanced technologies and
operational practices.
4. What results have SmartWay partners achieved?
Since 2004, SmartWay partners have eliminated 51.6 million
metric tons of C02,738,000 tons of nitrogen oxides and
37,000 tons of paniculate matter. They've saved 120.7 million
barrels of oil and $16.8 billion in fuel costs. This equals taking
more than 10 million cars off the road for an entire year.
5. How do SmartWay partners meet
customer and stakeholder needs?
In a rapidly changing business landscape,
SmartWay partners demonstrate to
customers, clients and investors that they
are taking responsibility for the emissions
associated with moving goods. SmartWay
partners are committed to corporate *
social responsibility and sustainable
businesses practices, and are reducing their carbon footprint.
REDUCE IHB.
6. How do SmartWay partners benefit
North America?
By moving goods in the cleanest, most
efficient way possible in the U.S. and
Canada, SmartWay partners protect the
environment, enhance North America's
energy security and foster
economic vitality.
7. What additional benefits are there
for SmartWay partners?
SmartWay partners are part of an alliance
that includes Canada and a global network of
Green Freight programs. SmartWay partners can
network with their peers and share success
stories. They gain access to public events and
forums in which partners showcase their
achievements. And SmartWay has market
incentives, and recognition for top performers.
8. How can my company join SmartWay?
It's easy. Simply enter your freight activity data in a free,
downloadable tracking and assessment tool, and submit it to EPA.
Visit epa.gov/smartwayto learn more.
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SmartWay Marketing Statement (continued)
When you join SmartWay,
you're in good company.
Some of SmartWay's shipper partners.
Kimberly-Clark
yson
• ^"V ^^% Ewy D«y M*tt*re>
JCPenney \kraftfoods
LOWE'S
(^Johnson
A FAMILY COMPANY
What some shipper partners say about SmartWay.
"At Kimberly-Clark, we see SmartWay as both good environmental
policy and good business. The transportation strategies that
SmartWay recommends are saving us fuel, lessening our carbon
footprint, and making a big difference in bringing us closer to our
sustainability goals."
£5 Kimberly-Clark
SteliosChrysandreas
Transportation Manager, Kimberly-Clark
"We encourage shippers, carriers, and logistics providers to get
involved in SmartWay and use it to the maximum because
participation will make your operation both more environmentally
efficient and more economically effective." §4
Ikraft foods
. . ^MtotaHtMdtKJ.
Mike Cole
Senior Director, North America Transportation, Kraft Foods
"We're serious about our responsibility to the environment, which is
why we joined the SmartWay Transport Partnership. The framework
it provides has enabled us to evaluate, measure and reduce the
environmental impact of our transportation operations in a more
comprehensive and strategic way. Specifically, SmartWay has
helped us reduce fuel usage and greenhouse gas emissions, and
improve our operational efficiency."
Kevin J. Igli
SVP and Chief EHS Officer, Tyson Foods
"SmartWay has been a great partner in helping us implement best
practices in our environmentally focused fleet management."
Jesus Garciarivas
American Logistics, Hewlett Packard
SmartWay
MENTAL PROTECTION AGENCY^
U.S. ENVIRONMENTAL PROTECTION AGENCY
Any way you ship it, move it the SmartWay.
EPA-420-F-14-034
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II
United States
Environmental Protection Agency
Office of Transportation and Air Quality
1200 Pennsylvania Ave., NW
Washington, DC 20460
EPA-420-B-14-054
November 2014
www.epa.gov
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