For years, tractor-trailers were viewed by women from below. From a sidewalk, a gas station, a bus seat, or a car window. Enormous, distant, imposing. Vehicles that seemed to belong only to men.

But something changed for eight women who decided to stop watching the cars go by and start imagining themselves behind the wheel.

The Association of Daimler Commercial Vehicles Distributors Mexico (ADAVEC) , the Comprehensive Management Center (CEDEMI),  Daimler Truck Mexico and  Tecnomotum , together with the  Association of Women Operators (AMO) , celebrated the graduation of the first generation made up entirely of women operators in Mexico City, where eight participants completed five weeks of specialized training and passed with scores above 80 percent.

In addition to technical training , the graduates passed their medical exams and were ready to begin the process of obtaining or renewing their federal license.

The graduates of this first generation were Edith Gabriela Quintero Hernández, Brenda Melgarejo Morales, Erika Díaz García, Laura Cruz Álvarez, Elizabeth Cuahuizo García, Luz Anel Gil Desgarennes and Jocabed Reza León.

The ceremony was marked by hugs , tears, and testimonies where the operators themselves spoke of exhausting days, fears, simulators, maneuvers, and dreams they had kept for years.

Marcela Barreiro, president and CEO of Daimler Truck Mexico , acknowledged that this generation represents an important step forward for an industry where female participation is still limited.

“We love seeing how women are making these very important advances in this industry,” she said during the ceremony.

Beyond technical training, the project also seeks to create opportunities within a sector facing a severe shortage of drivers. Organizations such as the  National Chamber of Freight Transportation  (Canacar)   and the   International Road Transport Union (IRU)  have estimated that Mexico faces a deficit of approximately 99,000 drivers. 

Therefore, during the graduation ceremony, the opening of the second course exclusively for female operators in Mexico City was also announced, with registration beginning on May 25 and classes starting on July 6.

From the dream of a gas station to the wheel of a semi-truck

For Edith Gabriela Quintero Hernández, the dream began amidst the smell of gasoline, the roar of engines, and the endless coming and going of tractor-trailers she watched pass by during her shifts at a gas station. While many only saw enormous vehicles crossing the highway, she imagined something different: her hands holding the steering wheel.

“I want to drive one,” he would repeat to himself every time he saw those trucks go by, which were almost always driven by men.

At 34, a single mother with two daughters, she decided to risk everything for the dream she’d been pursuing for over a decade. For five weeks, her days began before dawn . By four in the morning, she was already awake, preparing everything at home, taking care of her motherly responsibilities before heading out to Cedemi. She would take the Mexico City Metro in the early hours of the morning, and when she was still working, she would finish her classes and go straight to her night shift.

They were days of exhaustion, simulators, maneuvers, sleepless nights and doubts, but also of a conviction that had been growing silently for years.

“It’s a dream I’ve had for many years,” he told T21.

Today, after pursuing opportunities for more than 16 years, Edith looks at the diploma in her hands and sums up the entire journey with a single word: success.

“We transporters are the link between point A and point B”

For Brenda Melgarejo Morales, trucks were never just machines crossing the city. For years she drove them on deliveries, routes, and long days behind the wheel of three-and-a-half-ton vehicles , but an idea kept growing inside her, one that wouldn’t go away: she wanted to go further.

Because for Brenda, driving wasn’t just about following a route. It was about feeling free. It was about finding herself along the way.

“Personally, my passion is driving,” he shared.

At 45, after working for delivery companies and navigating streets where time always seems to move faster than traffic , he learned that behind the wheel lies an enormous responsibility. He speaks of discipline, safety, and a profession that silently sustains the daily lives of thousands of people.

“We transporters are like that main link between point A and point B,” he said.

But behind that dream was also a small voice pushing her forward . It was the voice of Sofia, her 12-year-old daughter, who became the most important driving force behind Brenda’s decision to take the next step and sit behind a fifth wheel.

“Mom, with everything,” she remembers telling him.

And perhaps there, in that simple phrase, the journey truly began.

Because while for years many women grew up watching tractor-trailers go by from the sidewalk, Brenda decided to cross that line that seemed to separate dreams from reality. Today, mother and daughter are part of a different story. One where the highways are no longer viewed only from the outside, but also from inside the cab.

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The Association of Daimler Commercial Vehicle Distributors Mexico (ADAVEC) begins a new stage with the swearing-in of Alejandro Rivera as president for the period 2026-2027 , accompanied by a board of directors made up of Jaime Tamez, Roberto Cano, Pablo Swaine and Víctor Calderón.

The changeover takes place in an environment where the network faces a more competitive market, with pressure on inventories, changes in commercial dynamics and limitations in some segments such as the government sector, which has forced a rethinking of the operational strategy.

With a national presence through 51 distributors grouped into 11 business groups , the network will seek to reinforce its main differentiator: the ability to offer a comprehensive solution beyond the sale of units, with emphasis on after-sales service, the availability of spare parts and speed in service.

“We have to build our competitive advantage as a network,” Rivera said in an interview with T21. He emphasized that integration between the plant, finance, and distributors will be key to executing an effective strategy.

Among the challenges identified by the new leadership are inventory management —with around 350 units pending placement—, as well as the need to strengthen financing schemes and prices to maintain competitiveness, explained the new president.

Added to this is an environment where marketing faces new challenges , from participation in public tenders —where the network has had less presence— to the need to offer more competitive conditions compared to other market players.

Another relevant front is the used car market, where the importation of approximately 33,000 units per year puts pressure on prices and complicates the vehicle fleet renewal process.

Given this scenario, the strategy also includes promoting digital tools to improve service efficiency, from automated spare parts systems to more accurate maintenance diagnostics, with the aim of reducing response times and increasing customer responsiveness.

In financial terms, the network remains stable, although in an environment that demands finer decisions in “pricing and financing”, particularly given lower liquidity in the market, Rivera explained.

With a network that generates more than 40,000 jobs in the country, the new leadership will seek to consolidate internal integration as a basis to strengthen its positioning and respond to current market conditions.

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The shortage of operational personnel in the trucking industry is a multifaceted challenge that demands coordinated solutions among the various stakeholders . Based on this premise, the Daimler Commercial Vehicles Mexico Distributors Association (ADAVEC) , the Comprehensive Management Center (CEDEMI), Daimler Truck Mexico , and Tecnomotum , in conjunction with the Association of Women Operators (AMO) , joined forces to develop an initiative focused on the inclusion and professionalization of women operators.

As a result of this strategic alliance, a comprehensive training program for female operators, unique in its kind, was designed to strengthen women’s participation in a sector that is key to the national economy. “For us, the future of transportation in Mexico is in the hands of women,” stated Fernando Lascurain, director of ADAVEC and CEDEMI .

The program comprises 180 hours of intensive training spread over five weeks, combining specialized theoretical instruction with hands-on practice in simulators and real-world vehicles. The training is delivered according to international quality standards, aligned with ISO 9001:2015 , and is the first course of its kind implemented in Mexico City.

“For CEDEMI, this day represents much more than the start of a training program. It reflects our commitment to developing talent through a professional, structured approach aligned with the real needs of the trucking industry,” Lascurain stated.

From a technological perspective, Pedro Rivera, CEO of Tecnomotum, highlighted that the security systems developed by the company play a key role in increasing the confidence of operators, by reducing the risk of theft by up to 10 times and contributing significantly to the prevention of road accidents.

“The operators have told us that technology supports them, protects them, and allows them to perform their work better. In many cases, they even show a greater openness to technological adoption than traditional operators, which reinforces our interest in participating in these types of initiatives,” Rivera stated.

For her part, Marcela Barreiro, president and CEO of Daimler Truck Mexico, emphasized that the incorporation of women into the operation of road transport generates impacts that go beyond the business sphere , translating into social and personal benefits.

“The participation of women operators has significant social implications. It not only responds to our clients’ need for more qualified personnel, but also opens up opportunities in a sector where women are demonstrating that they can thrive and build solid professional careers,” Barreiro emphasized.

Paola Moncada, president and co-founder of AMO, highlighted that one of the program’s strengths lies in the support network that assists the initial eight participants, who have decided to join this training primarily motivated by the well-being of their families .

“During the interview process, they all agreed that their main motivation is their children and their families, who are waiting for them at home and represent the driving force behind this important decision,” Moncada mentioned.

The president of the Association of Women Operators also acknowledged the challenges aspiring women face, including the cost of training, obtaining licenses, lack of experience, and the prejudices that still persist in some companies. However, she emphasized that projects like this not only facilitate access to initial financing but also raise awareness within the industry and create real opportunities for women’s employment.

Finally, Alexia González, general treasurer of the National Chamber of Freight Transportation (Canacar) , reaffirmed that the sector has a supportive base of women that promotes inclusion and provides a supportive and safe environment.

“Today there are women within the industry who are willing to accompany and support them. Together we can build a more inclusive industry and, in the long term, make this profession one of the most attractive so that more women decide to join as operators,” she concluded.

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Artificial intelligence (AI) in the trucking industry is no longer an aspirational concept or a technological fad; it is a reality and a prevailing concept that must be addressed. This was the motivation behind the 3rd Trayecto Forum , where the impact of this tool was discussed, along with how truck and technology suppliers are incorporating it.

Hernán Guerra, IT director of Trayecto  (number 1 in the  Top 100 of Autotransport® ), was responsible for moderating the conversation, whose central idea was: AI is already directly impacting the efficiency, profitability and safety of the sector .

The participants’ approach focused on showcasing real-world examples, measurable results, and a pragmatic view of technology adoption. Rather than making futuristic predictions, the conversation centered on how AI is helping to make better decisions, reduce uncertainty, and transform processes that have historically been reactive.

From prevention to profitability

One of the greatest contributions of artificial intelligence is consistency in decision-making. In an environment where each truck generates tens of thousands of data points, AI makes it possible to identify patterns, anticipate failures, and prioritize risks without relying on subjective judgment , said Jorge Vargas, Strategy Director of Daimler Truck Mexico .

Predictive maintenance was one of the clearest examples. Servicing a unit before it fails can extend its lifespan by up to 30% and generate savings of between 18% and 25%, in addition to improving capital utilization. In practice, AI functions as a preventative system that “diagnoses” the vehicle before the problem becomes critical.

This approach also extends to route allocation, trip balancing, and empty mileage reduction, relying on algorithms that constantly learn and are fed by external data such as maps, traffic, and weather conditions. The ultimate goal is clear: greater operational efficiency and consistent decisions that directly impact profitability.

AI from manufacturing and operations

Artificial intelligence doesn’t just act when the truck is already on the road, but from much earlier, in the design and development phases , as shared by Javier Valadez Ortega, Director of Operations at PACCAR Mexico .

The use of virtual reality, mixed reality, and AI allows for the simulation of components, the validation of aerodynamics, and compliance with regulations without the need to build physical prototypes, reducing time and costs. Seemingly minor adjustments, such as mirrors or deflectors, can generate fuel savings of up to 2%, a significant figure when scaled to entire fleets, Valadez Ortega added.

Furthermore, AI is already being used to simulate engine behavior at different altitudes and under varying conditions, optimizing performance in complex geographies like Mexico. This demonstrates that decarbonization is not limited to electrification, but rather involves optimizing every variable that impacts fuel consumption .

In day-to-day operations, Javier Valadez highlighted another immediate benefit: administrative automation . Processes such as CFDI (  Digital  Tax  Receipt via  Internet) , customs declarations, and foreign trade registrations can reduce operating time by up to 80%, freeing up resources for strategic activities.

Digital agents, security and culture

The panel also addressed how AI is transforming everyday logistics operations. Marcos Diehl, head of Latam at HappyRobot , demonstrated how digital agents are already performing complete tasks: scheduling appointments, handling incidents, negotiating loads, coordinating shipments, and managing collections, without constant human intervention.

Specific cases demonstrated dramatic reductions in time and costs, as well as improvements in service levels. AI not only recommends, but also acts, becoming a digital workforce that operates 24/7 and scales according to demand.

In terms of safety, the conversation was particularly relevant. Trayecto and HappyRobot agreed that prevention is AI’s greatest value. From internal cameras that detect fatigue, seatbelt use, or unauthorized presence , to systems that validate identity by voice or face and activate automatic protocols, the technology is already helping to significantly reduce theft and accidents.

However, the biggest challenge is not technical or financial, but cultural. Adopting artificial intelligence requires training, awareness-raising, and clear communication with operators and administrative staff. AI is not meant to replace people, but to reduce their operational workload and allow them to focus on critical decisions.

The conclusion: artificial intelligence is already transforming trucking , but its true value depends on how it’s integrated into operations. It’s not about buying technology, but about understanding it, adapting it, and turning it into a business enabler.

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The shortage of truck drivers is one of the main structural challenges facing the trucking industry  , and the trend continues to worsen. Figures from the International Road Transport Union (IRU) warn that the sector remains stagnant in talent development and that, by 2028, the shortage of drivers could reach unprecedented levels globally, with more than 106,000 vacancies projected in Mexico alone.

Faced with this scenario, Daimler Truck Mexico and its dealer network are betting on a training model that seeks to give greater structure to the development of operators , with programs ranging from basic training to officially backed certifications.

The effort is neither recent nor improvised. The project, explained Fernando Lascurain, general director of the Daimler Commercial Vehicles Distributors Association (ADAVEC) , took about four years to consolidate. Today, through the Comprehensive Management Center (Cedemi), a 180-hour course is offered to people with no experience operating tractor-trailer trucks , as well as training programs for instructors and online training through the company’s platform.

Erika Paz, Senior Marketing Manager for Daimler Truck Mexico, explained that part of the strategy is being developed in conjunction with organizations such as the National Chamber of Freight Transportation (Canacar) and the Industrial Job Training Centers (Cecati) , through the loan of trucks for operator training. Under this program, nearly 800 operators were trained last year .

One of the differentiating factors, they agreed, is the institutional support . The courses are recognized by the Ministry of Labor and Social Welfare (STPS) and the Ministry of Infrastructure, Communications and Transportation (SICT) , and are also integrated under quality standards such as ISO 9001, which gives them curricular value.

The strategy also extends to operations. The model aims to connect the manufacturer with its distributor network to offer comprehensive solutions to customers, in an environment where the availability of operators directly impacts business continuity.

In this context, training ceases to be a complement and becomes one of the main drivers for sustaining the operation of the trucking industry . Because the problem is no longer just attracting talent, but training it and doing so on time.

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Daimler Truck Mexico announced the implementation of a new organizational structure in its commercial areas, with the goal of strengthening operational agility, optimizing decision-making, and reinforcing closer relationships with its customers in the country

The reorganization is based on three strategic pillars: Customer Face, Operations and Strategy , which will serve as the foundation of its business operations.

In this new structure, the Customer Face division will be headed by Claudio de la Peña and will consolidate the main points of contact with the market by integrating the areas of unit sales, parts, and service. The goal is to offer a more personalized customer experience and a comprehensive solution to meet the operational needs of the sector.

Meanwhile, the Operations department , led by Perla Verdi , will focus on optimizing internal processes, systems, and dynamics. This area will seek to bring greater clarity and speed to daily operations, with a direct impact on operational efficiency and business profitability.

Meanwhile, the Strategy department , headed by Jorge Vargas , will be responsible for aligning the company’s current priorities with its long-term vision, as well as promoting strategic initiatives that strengthen its position within the transportation industry in Mexico.

According to the company, this organizational evolution seeks to strengthen internal collaboration and consolidate its value proposition to customers and business partners, in a context where the trucking industry faces constant changes.

“Today we are taking a step that will mark a turning point in our history. This new structure will allow us to make decisions more quickly and collaborate based on trust to strengthen the business,” said Marcela Barreiro, President and CEO of Daimler Truck Mexico .

With this reorganization, Daimler Truck Mexico seeks to strengthen its ability to adapt to market challenges and capitalize on new growth opportunities within the transportation industry.

Main image taken from the Daimler website .

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Daimler Truck Mexico announced the addition of the FL 360 1832 and 2832 Euro VI models to its portfolio in the Class 7 and 8 segment. These units are designed to strengthen operational efficiency and safety in freight transport applications , and also incorporate technological innovations aimed at improving performance in intercity applications, such as beverage transport, dry van, refrigerated, flatbed or stake body, among others.

“The addition of the FL 360 1832 and 2832 Euro VI to our national offering reflects a clear vision: to promote high-performance solutions that strengthen the competitiveness of transportation in Mexico . These units combine efficiency, safety, and environmental compliance, which, together, reinforce our commitment to supporting distributors and the industry with technology that contributes to the country’s economic development,” highlighted Jorge Vargas, Director of Strategy and Digital Transformation for Daimler Truck Mexico.

The new models incorporate Euro VI technology, which reduces pollutant emissions through the use of a Diesel Particulate Filter (DPF) and a regeneration system. They are equipped with a 7.2-liter, six-cylinder engine, producing 320 hp and 922 lb-ft of torque, reaching a top speed of 90 kilometers per hour (km/h) . The FL 360 2832 increases its payload capacity to 19.7 tons, while the FL 360 1832 maintains its 11.5-ton capacity.

In terms of safety , the cabin has been impact-tested to ensure sufficient space for survival in the event of a collision. It also includes sound insulation to reduce outside noise.

The 2832 model offers an extended cab option with a rest area for long routes. Both models include the Freightliner Enlace 2.0 service for 36 months , which allows for advanced fleet management.

Daimler Truck Holding AG, a manufacturer of commercial vehicles, has more than 40 locations and more than 100,000 employees.

Founded 125 years ago, its portfolio includes trucks and buses under brands such as Freightliner , Western Star , FUSO , BharatBenz , Mercedes-Benz and Setra , in addition to financial services and connectivity solutions

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Competitiveness in the trucking industry is increasingly linked to coordination between manufacturers, distributors and suppliers, particularly with regard to the availability of spare parts, technical support and response times.

In that context, Daimler Truck Mexico held the 2025 Supplier Awards , where it highlighted the strategic role of its supply chain in the performance of the after-sales business .

According to the company, the operational continuity of the units depends largely on the timely supply of components and the technical and commercial alignment with specialized suppliers, factors that affect downtime, maintenance costs and operational predictability.

In the Commercial Development category, Continental was recognized for its participation in technical-commercial training and initiatives aimed at promoting the adoption of its portfolio within the network.

Marco Feregrino, leader of the Commercial Area of ​​Daimler Truck Mexico, pointed out that the year’s results were linked to the coordination with the supply chain and the shared strategy with suppliers, which allows strengthening the commercial and technical execution for 2026.

In Customer Support, Eaton stood out for its consistent response times , product availability, and quality of service to distributors and end users.

The Business Partner of the Year award was given to Fleetguard for its comprehensive contribution to operational efficiency, innovation, and strategic alignment with after-sales operations.

Perla Verdi, After-Sales Director of Daimler Truck Mexico, stated that the competitiveness of the business is built on long-term strategic alliances, where every improvement in service and every timely delivery directly impacts distributors and end customers.

The company believes that, in a market where operational continuity and cost control are crucial for industrial and logistics clients, integration between manufacturers, distributors, and suppliers will become increasingly important.

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Data standardization, traceability of origin, intermodal efficiency and operational digitization marked the presentations of the winning projects of the 2025 National Logistics Award (PNL) , granted by #SoyLogístico Association , and whose representatives shared the results and lessons learned that led them to obtain this recognition from the sector.

The winning projects of the PNL reflected a clear trend in Mexican logistics as enablers of efficiency, resilience and competitiveness in increasingly complex supply chains.

GS1  Mexico promotes logistics interoperability

Juan Pablo Gómez, Director of Product and Service Development at GS1 Mexico , presented the project focused on creating a standard for the exchange of logistics data , particularly within the framework of the regulation of the Waybill.

He explained that in 2023 around 10 billion CFDI (Digital Tax Receipts via the Internet) were generated , which demonstrates the magnitude of the challenge to structure reliable information on the movement of goods. 

To date, more than 1,500 companies have been trained , strengthening interoperability and reducing time and friction in the logistics chain. GS1 announced that this database enables future initiatives such as Smart Transport , which will centralize traceable information using a single QR code identifier.

Mexican Honey & Bee Company: Traceability from the apiary to the consumer

Eduardo Moreno , general director of Mexican Honey & Bee Company , presented the comprehensive traceability project , which allows the identification of the origin of the product from the hive, the operator and the batch, to the point of sale .

The company  has integrated standards to meet health and regulatory requirements, even in complex logistical contexts such as rural areas with limited infrastructure in Hidalgo.

Moreno highlighted that the digitization of traceability made it possible to reduce operating and auditing costs , as well as facilitate access to international markets.

Grupo México Transportes: intermodal crossdock to reduce port costs

In the logistics provider category, Grupo México Transportes (GMXT) was recognized for its international intermodal crossdock project , presented by Hoshi Jurado , AVP Intermodal.

The model, implemented at the Tepalcates terminal , allows for the transfer of 20- and 40-foot shipping containers to 53-foot rail containers , reducing delays, storage, and congestion at the port of Manzanillo.  The terminal, located 36 kilometers from the port, can move up to 200 containers daily on a single train .

Among the reported benefits are logistical savings of between 20% and 38% , a 71% reduction in carbon dioxide (CO2) emissions , and a 443% increase in service usage.  GMXT emphasized that this is a pioneering model in Mexico, with plans to replicate it in Veracruz and Altamira.

Daimler Truck Santiago Plant: Digitalization in the face of production complexity

Representatives from Daimler Truck Santiago Plant showed how the incorporation of new truck models , with more than 11,000 additional part numbers , led to the development of digital tools to manage risks and material flows in real time.

The plant created platforms that integrate planning, warehousing, and line fulfillment, which are now also used in other group operations in Mexico and the United States. The use  of kanban, kitting, sequencing, just-in-time, and autonomous robots (AMR) enabled operational continuity in a highly customized environment.

Onest Smart Logistics: growth with a customer -centric approach

Finally, Onest Smart Logistics , through José Antonio García Trejo , Director of New Business Development, presented the Hisense supply chain consolidation project , highlighting that the differentiator was not the infrastructure, a logistics center that grew from 60,000 to 95,000 square meters (m2 ) , but a strategy based on customer centricity .

The operator explained that proximity to the customer, shared risk-taking, and operational flexibility were key to consolidating multiple operations into a single master center, making customer experience the main driver of expansion.

It is worth remembering that the Tameme awards of the National Logistics Prize were presented in November 2025.

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The fifth edition of the 2025 Master in Diagnostics and Warranties opened with a message from the service area: this year, the competition integrated diagnostic and warranty programs into a single evaluation process for the first time, an approach that, as César Sosa, Truck Service Manager at Daimler Truck Mexico , explained, reflects the way workshops operate every day

The premise behind this union was constant throughout the day: faster diagnoses, better executed guarantees, and continuous improvement aimed at benefiting the customer , the point that sustains every interaction in the distributor network.

“This is an improvement for our customers, who at the end of the day are the ones who put food on our tables,” said Guillermo Fabian, Bus Service Manager.

Technicians and analysts faced tests that replicated real-world service situations. In warranty testing, the evaluation focused on the system documentation and validation process; in truck diagnostics, the challenge was a DT12 transmission ; and in bus diagnostics, active engine faults. In each case, the criteria were the same: accuracy, methodology, and problem-solving ability .

“This is the first time we’ve brought together the diagnostics master and the warranty specialists. This stems from the fact that this is how we work together every day in dealership operations, and that one cannot be separated from the other,” commented Perla Verdi, Aftersales Director of Daimler Truck Mexico

The results revealed the technical level of the finalists, and how the competition has become a platform to measure the operational pulse of the network.

The awards ceremony revealed the technical level that currently sustains the distributor network.

Warranty Category

1st Velocity Los Cabos.
2nd Difrenosa Ramos Arizpe.
3rd Cachisa Chihuahua.
4th Catrami Morelia.
5th Zapata Camiones Aeropuerto.
6th Zapata Camiones Tampico

Bus Diagnostics Category

1st Difrenosa Torreón.
2nd Zapata Camiones Aeropuerto.
3rd Vehículos Comerciales Rivera.
4th Zapata Camiones Tampico.
5th Zapata Camiones Aeropuerto.
6th Zapata Camiones Aeropuerto

Truck Diagnostics Category

1st Euro Centro Camionero Zacatecas.
2nd Zapata Camiones Monterrey.
3rd Gruver Coatzacoalcos.
4th Zapata Camiones Aeropuerto.
5th Difrenosa Gómez Palacio.
6th Camiones Especiales Vallejo.

One of the new features of this edition was the awarding of the Master Cup in Diagnostics and Guarantees , a rotating recognition that will remain for one year in the distributors with the best technical performance:

• Guarantees: Velocity Los Cabos.
• Buses: Difrenosa Torreón.
• Trucks: Euro Centro Camionero Zacatecas.

The financial incentives complemented the day, with prizes ranging from five thousand to forty thousand pesos, in addition to promotional kits and electronic compensation for all finalists.

Beyond the outcome, the event once again underscored the central objective: to raise the quality of technical service , strengthen network capabilities, and respond with more agile and accurate diagnoses to the challenges that fleets face every day.

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