JULY 28, 2018

LOGISTICS STINT REPORT

BALAJI CEMENT WORKS

NAVEEN KUMAR ARJUNAN

ULTRATECH CEMENT
Management Trainee
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Acknowledgement

I would like to express my sincere gratitude to the entire Logistics team at the Balaji cement
works for sharing invaluable experience during our course of stint. I would especially like to
thank Mr. PremKumar (Plant Logistics head) at BCW for his constant support & time, for
sharing the experience & the knowledge gained in his 25 years of experience at the Cement
industry.

Also I would like to thank the Logistics team Mr Santhosh Kamat(Regional Logistics Head),
Mr.Ajaye ( MIS), Mr Rajeev Mandal ( Rail Coordinator), Mr Madan & Mr Srinivasa ( Road
Coordinator) for investing their busy time in sharing insights and knowledge gained through
their experience .

28th July 2018 -Naveen Kumar Arjunan

(Management Trainee)

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Table of Contents:

• Logistics Division structure

• Means of Transport
o Road
o Rail
• Order Management
• Logistics Applications & Reports
• Significance of Dedicated fleet
• Freight Calculation
• Secondary Operations
o Godown Selection
o CNF & Handling Agent
• Freight payments
• Strategic Decision Making
• New initiatives
o Vendor Collaboration system
o RFID installation
o Mechanization of warehouse
• Projects
o Loading Operation
o Yard Safety
o Customer Service

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Logistics Division structure

Plant logistics
head (PLH)

Road Rail
MIS Invoice Commercial
Coordinator Coordinator

Structure: Organization structure of logistics division of Balaji cement works follows a vertical
organization structure headed by plant logistics head, followed by mid-level management
officers who are responsible for smooth functioning of various verticals such as
• Road Coordinator: Key responsibilities are allocation, processing of the orders to the
transporters based on the requirement from the sales team. They are in involved in
continuous interaction with multiple stakeholders i.e. Transporters, Sales team,
Secondary team and Packaging team.
• Rail Coordinator: Responsible for smooth processing of the order through railways by
continuously coordinating with Indian railways, Packaging team and secondary
operations.
• MIS: Responsible for the daily report generation for understanding the daily dispatch
details and plant performance details. They are also involved in analyzing the data for
understanding the bottlenecks in the system.
• Invoice: A dedicated team work on the three shifts to cater to the billing, LR and DI
preparation for the transporters. They process the invoice created by the road
coordination team.
• Commercial: Responsible for the payment and processing of the freight payment to the
transporter after verifying all the respective documents.

Hierarchy: At Balaji cement works, the logistics division is headed by Mr Prem Kumar PS. All
the functional head for each division will report to the Plant Logistics head. Plant logistics head
reports to the unit head Mr. C.S Pandey.

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Modes of Transport
At Balaji cement works (BCW) the demand is met by using two major modes of transport Road
and Rail. At BCW no grinding unit is attached to this plant. So, the clinker produced is consumed
by the plant itself into 3 major cement variants i.e. PPC, OPC 43, OPC 53. Around 2.5 Lakhs
tonnes per month demand is catered by the logistics team. They use appropriate mode of
transport based on the total logistic cost (TLC) and also based on the NCR value. (Net cement
realization).

Road:
Cement is delivered to the end customer from the plant by HCV(High Commercial vehicle) or
through Bulkers. At BCW two types of fleet is used by the plant to cater to the demand of the
market i.e. Market fleet and dedicated fleet. 59% of the total demand at Balaji Cement works is
met through roads In which Bulker contributes to 32% and bagged cement 68% of the total
sales

HCV:
• Bagged cement is commuted from the plant through HCV.
• Two major variants are there in the HCV based on the ton carrying capacity of the
vehicle i.e. 22.5 ton and 26.5-ton trucks.
• Usually the truck used for delivery will depend on the customer segment also. HCV will
mostly be used for the trade and non-trade orders.
• HCV will be used to deliver the cement bags directly to the godown or used by the
dealers to be delivered directly to end customers.

Bulkers:
• Loose cement from the plant is carried through bulkers.
• Most of the bulkers orders will be by the Key customer segment i.e. institutional
customers
• Bulker trucks will carry a capacity of around 30-40 tons
• Most of the key customer prefer to obtain the loose cement through bulker because of
its lesser price compared to the bagged cement and also they can store it in Silo and use
it accordingly

Markets covered by road:

Balaji cement works (BCW) caters to the market of the east Andhra like Vizag depo, Vijayawada
depo and Guntur depo. Each depo has three districts under it which is covered by road from
BCW. It also covers interior Telangana region through road, some of the major depo covered
by road from BCW are Khammam depo, Warangal and Nalgonda depo.

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Rail:
At Balaji Cement works usually cement bags and clinker are commuted through rail to meet the
market demand of different geographic locations. Around 3000 – 4000 ton of cement is
commuted through a single rake. Open rake will be used to commute Clinker. At Balaji cement
works around 41% demand is met through Rails

Type of wagons used:

• Quantity commuted depends upon the type of rake being used i.e. HL & BCN. In BCN
also two variants are available BCN and BCN-A of 63 and 66 wagons respectively.
• It is also dependent upon the route used to reach the destination, each route will have a
track carrying capacity (cc+) based on which wagons will be assigned.

Availability of the wagons:

• Based on the demand of the wagon, Indian railways have segregated into two seasons
i.e. Peak and Lean seasons.
• Peak season is usually during the summer i.e. from April to June, where the cost per ton
per km will higher than the lean season
• 2 Point rake will be used based on the requirements, if more than one stop is needed
two point will be used. It will cost extra 5 percent in the lean season.

Penalties:
• Wharfage: Penalties to be paid to the railways for extra time post the free time used for
unloading of the goods from the wagons. Even if one of the wagons is not unloaded
within the free time the Wharfage will be charged for the entire wagons. Usually in rail
the unloading is carried out by the Handling and Carrying and forward agents (CNF).
• Demurrage: Penalties to be paid to the railway for extra time post the free time
consumed for loading of the wagons. Demurrage is usually because of multiple reasons
such as wagon repair, locomotive used to bring the wagons to particular rail line, delay
at the packing plant etc.
• Overloading: each wagon should fall under a particular slab of capacity, at max over
weight in one wagon will be acceptable. More than one wagon mandatory unloading
must be carried on and penalties must be bared by the plant.

Inventory management:
• Based on the report given by the manufacturing team on the production of the cement,
a detailed planning on the number of rakes to be used will be drafted by the secondary
and railway team
• Since rail rakes are used for commuting for long distance, proper intimation about the
arrival of the rakes must be intimated to the secondary operation team so that the
handling agents can be able to plan accordingly and thereby trying to unload within the
freetime

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Markets covered: At Balaji Cement works, the major part of the rail is used to cater to the
demand in the South Orissa, only Bangalore depot, interior West Bengal and Salem and erode
districts in TamilNadu as well

Efficiency parameters:
• Usually benchmarked with the loading time of the cement manufacturers at that
particular clusters
• Pushing to finish the loading and unloading within the freetime by coordinating with the
packing team to improve the Turnaround time.

Order management
Order management is the standard operating procedures followed in the plant for the
allocation, processing and completion of the order. Efficient order management is
quintessential for the order processing cycle. The order management can be broken down into
three important segments

• TSE/TSM places the order through

"Speed" application
Order • It is integrated with the SAP system and
gets populated in the order awaiting
Receiving promise column in the road coordinator
window

• Order is allocated based on the

Order Transporter's Preference and the area they
provide service
Allocation • Priority is given to the Dedicated
transporter & order allocation follows FIFO

Order • Once the order is allocated to a particular

transporter lorry receipt(LR) and DI is
Processing & created
• The truck is processed to enter the packing
Completion plant for loading of the particular order

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Order management process is carried out by the road coordinator and the invoice team
working in three shifts. Orders usually follows a FIFO allocation, only during priority from the
secondary operations or immediate requirement from the sales team newer orders get
processed else it follows FIFO

Backtracking of processing time:

• SAP & Speed integration is incorporated for the easier & seamless execution of the
orders
• In speed application the TSE/TSM or CNFs will enter the required date on which the
order had to be delivered, based on that the processing time is back calculated and
accordingly falls under the new arrival bucket

Service level agreements:

• Major service level agreements we adhere to are the delivery time of the cement, if the
demand is not met at the expected window it might lead to the loss in customer
• Customers/ Dealers might move to another brand, hence meeting the SLA are also a
important priority for the company

Arrival of • Empty truck arrives at the

Truck yard

Load •Based on the district lead & FIFO

Receipt truck is allocated

DA
Receipt

Truck • Secuity personnes at gate

will annouce the truck to
Enters enter

• Truck enters
Loading packing plant

Exits the
plant

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Logistics Applications & Reports

Multiple IT system have been incorporated at the logistics for the seamless flow of information
from end to end. At Balaji cement works the IT applications involvement are limited and
streamlining of IT systems for increasing the efficiency of the system. Some of the key
applications involved are

• SAP: We use a complete SAP integrated system for common centralized database access
n retrieval. Also because of the ease of integration with other platforms such Speed,
TYMS, GPS tracking and KAROMI

• SPEED: This application is used for placing orders, the same will be reflected back in the
SAP database as well. This application is usually used the sales team to place a order for
the dealers and also by CNF agents in terms of Key accounts order.

• IBM COGNOS: At BCW they IBM Cognos for generating Business Intelligence reports,
these reports vary based on the functionalities from stock keeping in godown to the
production capacity utilized in the plant. This system is completely working in full fledge.
BCW team use it for specific reports

• GPS Tracking: A 3rd party web base vendor application called Novire Technologies is
used for tracking of the HCV trucks, using the GPS data the lead time, toll passed, breaks
and idle time taken by a fleet can be observed. Used for deep understanding the truck
at the dealer end.

• Daily & Monthly reports: Daily dispatch report consisting of the transporter
performance, order compliance and shortfalls are found and are reported to the
respective departments especially the Truck Turnaround time. Weekly Dedicated fleet
truck report are also taken to understand the performance and target met by individual
transporters. Monthly plant performance report and fleet management report is taken
to get a deeper understanding of the performance in terms of meeting the demand of
each depot & district.

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Significance of Dedicated fleet

At Balaji Cement works, almost 80% of the demand to the nearby cities is met by road only. In
order to achieve it two types of fleet exists – Market Fleet & Dedicated fleet. Dedicated fleet
are trucks which are released by the transporter to the plant only for the purpose of moving
cement to the dealer. In addition, dedicated fleet returns empty after unloading of the goods at
the end customers. The freight paid to the dedicated fleet per trip will be higher than the
market fleet.

Why Dedicated fleet?

Even though the freight of a dedicate fleet trip is costlier than the market fleet, plant still
prefers dedicated fleet because of
• Market understanding: Driver of the dedicated fleet usually prefers the orders to a
particular lead areas and markets, due to which they have deeper understanding of that
particular cluster in terms of waiting time, compliance in that particular area and be able
to return to the plant for the next trip at the earliest as possible.

• Lower lead areas: Market fleet usually will be hesitant to cater to the lower lead areas
and also, they look for a return goods for improving the expected payoff. So, it will take
lot of time for market fleet to return for the next trip. Hence dedicated fleet is used for
lower lead areas. Moreover, if we don’t cater to the local market we might end up
manufacturing cement to meet the demands of the far-off market, thereby increasing
the time and cost

• Timely Delivery: Transporters usually purchase new trucks and deploy it dedicatedly for
the delivery of cement goods to the plant, it increases the timely delivery of the
product, lower lead areas and also timely delivery of the goods to a particular order can
be guaranteed through this dedicated fleet order.

Freight Calculation
One of the most intricate part of the logistics is the Freight calculation for the trucks, freight
calculation contributes to the significant portion of the Total Logistics Cost (TLC) and also in Net
Cement realization (NCR) for a particular market. So an optimum freight must be fixed for
market and dedicated fleet based on the market it caters to.

How Freight is assigned?

• Freight is calculated based on the lead distance of a particular depo/ district.

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• Weighted average is calculated to find the per ton per km for a particular depo and the
similar value will be assigned as the new truck freight
• Since more the Kms lesser the per ton per km charges on the freight hence they
transporter will want to get distant delivery
• Cost plus method is used to calculate the margin per truck
• Freight split up
o Diesel component – 35%
o Charges – 60%
▪ Maintenance
▪ Driver Salary & Food
▪ Policy & RTO
o Margin – 5%
• Dedicated Freight will be around 25-30% higher than the market fleet freight

Market Conditions:
• Freight calculation largely is based on the freight charges in a particular cluster,
competitors charges are also factored in while calculating the freight for a new truck
• Every 15 days the diesel rate is varied upon a certain limit will be added and paid to the
transporters
• Most of the time the cluster market determines the base line of the freight

Secondary Operations
Secondary logistics office is usually located inside the city to coordinate with the plant and the
dealers in delivering the cement at the earliest as possible and also to cater to the small orders
being placed. Secondary logistics are responsible for managing and maintaining the
warehouse/godown in the city. Godown is rented based on the demand in a particular segment
and also as a marketing approach to push the cement bags. Secondary operations are also
responsible for multiple handling i.e. moving the truck from the godown to customers end
location.

Secondary operation at Vijayawada regional Office is headed my Mr. Santhosh Kamat – RLH, he
coordinates with the Marketing team, transporters, dealers and plant logistics head. He is also
responsible for maintaining a certain stock level at STOs.

Godown selection
Godown for a particular area must be selected based on certain conditions such as

• Optimum Geographic location:

o Minimum distance to be travelled by the truck from the godown to the end
customer locations.
o Factor into any compliance such as city entry restriction, godown will be taken
just at the outskirts of the city
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o Godown should have proper space for unloading of the goods

o Sparsely populated residential area
• Cheaper Freight: Since freight at a particular area is largely dependent on the cluster
charges, freight should also be factored into while choosing godown
• Labor Availability: Since most of the labors involved are daily wages workers, so
availability of the labors for unloading, crossing must also be considered while choosing
a godown.

Based on the godown utilization and the capacity of particular godown, it will be restocked by
the secondary team. Secondary logistics office will forecast the demand of a particular
area/depot and accordingly restock the units.

Some of the Important cornerstone for secondary operations are

• Handling agents: They are responsible for mostly handling of the goods from the
godown such as loading, unloading and crossing and also majorly involved in rail
operation. In reducing the time spent by the rake on platform and clearing it as fast as
possible in order to reduce the penalties.
• Carrying & Forward agents: Responsible for restocking of the godown and also in
following FIFO in the godown, they coordinate with the regional logistics team. They
provide the acknowledgement to the truck drivers
• Secondary Transporters: Most of the orders from the secondary will be in small units
such as less than 6 ton. So, LCV and small tempo will be used to commute the goods
from the godown. So secondary transporters pay an important role in it. Freight is
decided similarly to the plant transporter.

Secondary Operations team must also cater to the expectations of the internal customers such
as Commercial, Marketing, Plant logistics and CNFs also. It is important to maintain good
relationship and align the goals with the other stakeholders for the better efficiency and
performance.

Freight payments
Commercial team at the plant logistics office takes care of the freight payments. At Balaji
cement works payments for the fleet is dispatched every week after the documents have been
submitted by the transporter after proper acknowledgement from the end customers. Some of
the important functionalities that should be taken care before the bill are processed are
• Proper Acknowledgement:
o Once the fleet has reached the end customer, proper acknowledgement of
respective quantity of goods delivered must be obtained from the end
customers.
o Any shortfall or damage goods will be mentioned in the documents as well and
same will be deducted while paying the freight for the transporter.

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o A time period of 30 days has been kept for the market fleet to return the
respective documents for freight disbursement. 60 days is considered for
dedicate fleet.
• Dedicated vs Market Fleet: Freight paid for the dedicated and market fleet are
completely different, since dedicated fleet returns empty both the ways toll bills when
compared to dedicated where only one way is paid and extra 300- 400 will be paid
based on the lead distance.
• Taxation: A dedicated Transporter portal have been installed for the ease of
information. GST of 24% is paid for goods commuted within the state and 28% for
outside the state. 5% reimbursement is done if GST is paid by vendor and same can be
claimed through the portal.

Strategic Decision Making

As a part of daily logistics operations, lot of strategic decisions have to be taken by the plant
logistics head for continuous functioning, to gain competitive advantage over the companies in
the clusters, to improve Net Cement Realization (NCR) and to handle unplanned situations at
the plant. Some of the key decisions making happening at a regular basis are

• Planning & Budgeting: Lot of intricate factors are considered while preparing the
operating plan for a plant, such as number of companies in the cluster, quality of the
limestone present at a region & how much resource can be utilized such as mining per
day. Multiple alternatives are also considered while moving cement from one location to
another such as NCR, volume availability & untapped market. For budgeting the cost
factor are also considered such cost per ton and also standalone cost & overall cost

• Expenses across zones: Expenses vary across zone to zone because the increase in the
total logistics cost due to the mode of transport used, handling and other overhead
charges. For shorter leads sending using trains might affect our NCR value, same applies
for using trucks for longer lead areas.
o Higher Demand: Demand variation have to be dealt with by increasing the
incentive to the market fleet to reach to a high demand area provided our
dedicated fleet is not available to cater to the demand
o Lower Demand: More priority must be given to the market fleet during lean
seasons because market fleet will be able to find goods in the nearby cluster.
At times when the demand in the particular region is more and the production is not able
to meet the demand, clinker will be transported from the nearby plants and converted
into cement to met the demand. This happens when there is sudden surge in the demand
or during some unplanned shutdown.

• Capex proposal: At Balaji cement the capex spent on logistics are just the systems, the
software used for tracking the orders and basic administration equipment only.

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• Unplanned Shutdown: Unplanned shutdowns are addressed based on the total time for
restarting the process and also the machinery which is being shut down. If any heavy
machinery is shutdown and not able to produce cement, clinker will be obtained from
nearby plant and grinded for packing, if packaging plant is shutdown the compete
demand to be catered by the plant will be met by nearby plant. So, it is addressed based
on the machinery

New initiatives
At Balaji cement works the logistics division has multiple areas of improvement in order to
improve the total turn around time (TAT) and steps have been designed to revamp the existing
system completely so that TAT can be improved and the bottlenecks in the current system have
been addressed. Some of the major initiatives in the pipeline are

• Vendor Collaboration system: A portal through which the transporter will get
notification immediately about the new orders for a specific location and a time limit of
3 hours will be fixed for the any of the transporters to assign to their trucks else it will
fall under the bucket and normal order management follows. It has been integrated
with speed application for faster approval. Thereby reducing the time spent for DI/LA
preparation and improving the efficiency of the order allocation.

• RFID installation: A new transporter office is going to be constructed with office space
for each transporter. Each transporter’s system will be integrated with SAP tool, where
the orders been placed at “Speed” will be displayed and FIFO allocation takes place.
Each Truck driver will be provided with a RFID card which contains all the basic details
and order assigned to the particular truck will be reflected back in our system and will
be sent inside for loading, even the weigh gate will be unmanned process with the help
of RFID. At the end customer for approval electronic signature with the load delivered
can be obtained through PDA and thereby also streamlining the payment process

• Mechanization of warehouse: At the end customer, truck drivers have been made to
deliver orders of small lot for more than 15 Km which increases the turnaround time of
the truck to return to the unloading at each halt. So Small container each of 6-7 Ton will
be carried by the truck and at the end customer will be dropped and will continue with
the next destination. Waiting time of the truck for unloading can be reduced.

• Alternative mode of transport: Government have been trying to improve the route
through Inland Waterways for ships to load and deliver the goods at the nearest port.
Sea Being the cheapest mode of transport. Based on the government initiatives and
feasibility it will also be considered.

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Projects
Loading operation:
Aim:
To observe the time taken for carrying out loading operations for identifying the bottlenecks
and suggest improvements.

Approach:
We spent an entire “B” shift to understand the complete process
• Started with order allocation to trucks and how the trucks been called for loading
• Tracked the time taken by trucks from the Gate in - weigh bridge in - weigh bridge out –
exit
• Conducted Interview with various truck drivers
• Job shadowed with invoice & security team
• Followed a rake loading process

Learnings:
• After spending time in field, we were able to understand the complete process of order
allocation to truck time inside the plant for loading and exist time.
• We were able to understand the loading operations followed by the plant, at Balaji
cement works around 12 types of bags are being used depending upon the area been
delivered, they coordinate regularly with the logistics and security.
• The time spent in the truck varies depending upon the type of bag being packed when
the truck enters the plant and also based on the number of packers being used by the
packaging team
• Major bottleneck we found out in Balaji cement works is the type of order i.e. type of
bag been filed currently, number of packers, time taken from the weigh bridge out to
the exits- which involves only two processes of covering the cement bags with tarpaulin
and invoice billing
• We learnt that during rake loading a separate packer is being allocated for rake loading
thereby restricting the truck loading
• Rake loading - it faces multiple penalties due to the extra time consumed for
loading/unloading of the goods

Product Gate in – WB IN Loading time WB out - Exit TAT

Specification
PPC – 26 Ton 0:25 4:39 0:54 6:01
PPC – 22 Ton 0:49 3:34 1:23 5:55
OPC – 22 Ton 0:17 3:10 0:24 3:51
OPC – 26 Ton 1:50 2:21 1:05 5:13

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Recommendations:
• Number of packers used during each shift should be increased to cater to the various
types of orders.
• Billing and invoice section could be shifted nearer to the weigh bridge out gate such that
time spent can be reduced and also the tarpaulin tying can be kept outside the plant
• More systemized approach which are under the pipeline such as vendor collaboration,
RFID can drastically reduce the TAT
• Rake loading can be improved by increasing the number of locomotives, rail lines and
also weigh bridge to determine the overload of the wagons

Yard Safety
Aim: To observe the truck yard operations in safety perspective and to suggest changes

Approach:
• Spent Hours during day & Night shift to understand the safety standards practiced at
the yard
• Interviewed with truck drivers to understand the pain points faced by them during Yard
operations
• Benchmarked with safety standard practiced at other plant in the cluster through
interviewing market fleet truck driver

Learnings:
• We understood the safety protocol such as wearing safety shoes and PP jackets inside
the plant have been strongly instilled by the guard at the main entrance gate
• He also enters the receipt declaring the entry time of the truck along with details such
as whether it is an empty or raw material trucks
• Interviewed with truck drivers to understand what safety standards they follow at other
cement plants
• Major issues driver felt were limited facilities available inside the yard, since at times
trucks spend around 1-2 days in the yard for truck to be called by the security
• Yard entrance to the plant has a very narrow right turn which might get difficult when
trucks are leaving the plant at the opposite direction is the major issue

Recommendations
• Yard to plant entrance road must be extended for the free movement of the trucks with
more reflectors installed to guide the trucks
• Better facilities could be installed at the plant, such that driver can be able to take rest
at the idle time
• Proper Sound and display boards could be installed such that drivers can be able to
reach the entrance once called
• Time spent at the yard is not captured anywhere at the system, even though drivers
give a entry receipt to the plant entrance, same is not captured anywhere. It will help
us understand the yard time

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Customer service:
Aim: To track orders of the top 5 customers in each segment and observe the complete process
and suggest changes

Approach:
• Spent time with the Road coordinator team to understand the services offered
• Obtained the Plant performance report to identify the top customers in each segment
• Job shadowed the road coordination team to get a deeper understanding of the entire
process

Learnings:
• Customer service level is largely dependent on the timely delivery of the bags to the end
customer.
• Transporters provide a free delivery of around 15kms in and around the destination, But
dealers have dragged the truck to more than 15 kms, thereby increasing the cost
endured by the transporter
• Unloading issues have also been faced at the customer end especially during Key
customer delivery
• Based on our analysis of the June report we were able to find the top 5 customers in
each segment

Key Customers Quantity Ordered Non Trade Customers Quantity Ordered

LARSEN & TURBO LTD, CONSTRUCTIONS 9171.63 KARAN TRADING(INDIA) PVT LTD 3089.5
SHAPOORJI PALLONJI AND CO PVT LTD 3892.79 SAI MANIKANTA INFRA READY MIX CON 1244.89
HIL LIMITED 3665.49 PROJECT DIRECTOR APSHCL 1131.5
KETAN CONSTRUCTION LTD 2613.23 SARAVANI READY MIX CONCRETE INDUSTR 820.67
ASHOKA BUILDCON LIMITED 2563.66 AARUSH BUILDING MATERIALS PVT LTD 807.05

Trade Customers Quantity Ordered

SUMITRA AGENCIES 1304.5
ANANTHA LAKSHMI IRON AND HARDWARE S 995
RAJ ENTERPRISES 967
TUNA TRADERS 842.5
JEY KUMAR VIJAY KUMAR JAIN 840

Recommendations:

• After reaching the destination location for a particular span of time the delivery made
by the trucks could be bared by the plant thereby improving the service level instead of
15km free delivery
• Pre Order placement could be incorporated in SPEED such that orders can be placed a
week before, based on the delivery date Sap backtracks and pops in the order
management window accordingly
• More visibility to the dealers & customer by enabling truck tracking feature

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