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Harvard Case - T.G.S. Transportation: Battery Electric or Hydrogen?

"T.G.S. Transportation: Battery Electric or Hydrogen?" Harvard business case study is written by Willy Shih. It deals with the challenges in the field of Strategy. The case study is 19 page(s) long and it was first published on : Aug 21, 2023

This case study solution recommends that T.G.S. Transportation prioritize the adoption of battery electric vehicles (BEVs) for its medium-duty fleet, while simultaneously exploring hydrogen fuel cell technology for long-haul applications. This dual-pronged approach leverages the strengths of each technology to achieve a sustainable competitive advantage in the evolving transportation landscape.

2. Background

T.G.S. Transportation, a leading provider of transportation services in the United States, faces the challenge of transitioning its fleet to cleaner, more sustainable options. The company is considering two primary technologies: battery electric vehicles (BEVs) and hydrogen fuel cell vehicles (FCEVs). This decision carries significant implications for T.G.S.'s competitive strategy, operational efficiency, and environmental impact.

The case study highlights the key protagonists:

  • Tom Gallagher, CEO: Concerned about the environmental impact of T.G.S.'s fleet and the potential for regulatory changes.
  • Mark Johnson, VP of Operations: Focused on the practical aspects of fleet transition, including costs, infrastructure, and driver training.
  • Sarah Miller, VP of Marketing: Sees the potential for T.G.S. to differentiate itself through sustainability initiatives.

3. Analysis of the Case Study

Porter's Five Forces Analysis:

  • Threat of New Entrants: High. The transportation industry is attracting new entrants with innovative technologies and business models, particularly in the electric vehicle space.
  • Bargaining Power of Buyers: Moderate. Customers are increasingly prioritizing sustainability and may be willing to pay a premium for environmentally friendly transportation services.
  • Bargaining Power of Suppliers: Moderate. T.G.S. relies on a diverse range of suppliers for vehicles, fuel, and maintenance, but the market for electric vehicle components is consolidating.
  • Threat of Substitute Products: High. Alternative transportation modes, such as rail and air, and emerging technologies like autonomous vehicles, pose a threat to traditional trucking.
  • Competitive Rivalry: High. The transportation industry is highly competitive, with established players and new entrants vying for market share.

SWOT Analysis:

Strengths:

  • Strong brand reputation and customer relationships.
  • Extensive network of distribution centers and routes.
  • Experienced team with expertise in transportation logistics.
  • Commitment to environmental sustainability.

Weaknesses:

  • High dependence on fossil fuels.
  • Limited experience with electric and hydrogen technologies.
  • Potential for high upfront investment in new technologies.

Opportunities:

  • Growing demand for sustainable transportation solutions.
  • Government incentives and regulations promoting clean energy.
  • Technological advancements in battery and hydrogen fuel cell technologies.

Threats:

  • Volatility in fuel prices and regulatory changes.
  • Competition from companies with advanced technology and sustainability initiatives.
  • Potential for technological disruptions in the transportation industry.

Value Chain Analysis:

T.G.S.'s value chain can be analyzed in terms of its core activities:

  • Inbound Logistics: Procurement of vehicles, fuel, and maintenance services.
  • Operations: Fleet management, route planning, and driver training.
  • Outbound Logistics: Delivery of goods and services to customers.
  • Marketing & Sales: Building customer relationships and promoting sustainable transportation services.
  • Service: Providing customer support and ensuring timely delivery.

Business Model Innovation:

T.G.S. can leverage business model innovation to capitalize on the shift towards sustainable transportation. This could include:

  • Subscription-based services: Offering customers access to a fleet of BEVs or FCEVs on a subscription basis.
  • Carbon offsetting programs: Partnering with carbon offset providers to neutralize the environmental impact of its operations.
  • Developing new revenue streams: Offering charging or refueling infrastructure services to other companies.

Strategic Planning:

T.G.S. should develop a comprehensive strategic plan that outlines its goals, strategies, and implementation timeline for its transition to electric and hydrogen vehicles. This plan should consider:

  • Market segmentation: Identifying target customer segments with a strong demand for sustainable transportation solutions.
  • Product differentiation: Positioning its fleet of BEVs and FCEVs as a competitive advantage through features like range, efficiency, and environmental performance.
  • Pricing strategy: Determining the optimal pricing strategy to balance profitability and customer demand.
  • Marketing strategy: Communicating its sustainability commitment and the benefits of its electric and hydrogen vehicles to customers.

4. Recommendations

  1. Prioritize Battery Electric Vehicles (BEVs) for Medium-Duty Applications:

    • Focus on short-haul and urban routes: BEVs are currently best suited for applications with predictable routes and frequent charging opportunities.
    • Leverage existing infrastructure: Utilize existing charging infrastructure and explore partnerships with charging providers.
    • Invest in driver training: Equip drivers with the knowledge and skills necessary to operate and maintain BEVs.
  2. Explore Hydrogen Fuel Cell Vehicles (FCEVs) for Long-Haul Applications:

    • Pilot projects: Conduct pilot projects to evaluate the performance and feasibility of FCEVs in long-haul trucking.
    • Monitor technological advancements: Stay abreast of advancements in hydrogen fuel cell technology and infrastructure.
    • Develop strategic partnerships: Collaborate with fuel cell technology providers and hydrogen infrastructure developers.
  3. Develop a Comprehensive Sustainability Strategy:

    • Set ambitious sustainability goals: Commit to reducing emissions and achieving carbon neutrality.
    • Implement energy efficiency measures: Optimize fleet operations and reduce energy consumption.
    • Invest in renewable energy sources: Explore opportunities to generate renewable energy for charging and refueling.
  4. Embrace Digital Transformation:

    • Implement fleet management software: Optimize route planning, driver performance, and vehicle maintenance.
    • Utilize data analytics: Gain insights into fuel consumption, driving patterns, and charging needs.
    • Develop a customer portal: Provide customers with real-time tracking and information on their shipments.

5. Basis of Recommendations

This recommendation considers the following:

  1. Core competencies and consistency with mission: T.G.S.'s core competency lies in transportation logistics, and the transition to electric and hydrogen vehicles aligns with its mission to provide efficient and sustainable transportation solutions.
  2. External customers and internal clients: Customers are increasingly demanding sustainable transportation solutions, and employees are motivated by a company's commitment to environmental responsibility.
  3. Competitors: By embracing electric and hydrogen technologies, T.G.S. can gain a competitive advantage over rivals that are slow to adapt.
  4. Attractiveness ' quantitative measures: The adoption of BEVs and FCEVs offers potential cost savings through reduced fuel expenses and government incentives.

6. Conclusion

T.G.S. Transportation has a unique opportunity to become a leader in sustainable transportation by embracing a dual-pronged approach that leverages the strengths of both battery electric and hydrogen fuel cell technologies. By prioritizing BEVs for medium-duty applications and exploring FCEVs for long-haul routes, T.G.S. can achieve a sustainable competitive advantage, enhance its brand reputation, and contribute to a cleaner and more sustainable future.

7. Discussion

Alternatives not selected:

  • Focusing solely on BEVs: This approach may limit T.G.S.'s ability to serve long-haul routes and could lead to dependence on limited charging infrastructure.
  • Focusing solely on FCEVs: This approach may be premature due to the current lack of widespread hydrogen fueling infrastructure and the higher cost of FCEVs.

Risks and key assumptions:

  • Technological advancements: The development of battery and hydrogen fuel cell technologies is constantly evolving, and T.G.S. must stay abreast of these advancements.
  • Government policy and regulation: Changes in government policies and regulations could impact the economics and feasibility of electric and hydrogen vehicles.
  • Infrastructure development: The availability of charging and refueling infrastructure is crucial for the successful adoption of BEVs and FCEVs.

8. Next Steps

  1. Develop a pilot program for BEVs: Implement a pilot program to test the performance and feasibility of BEVs in medium-duty applications.
  2. Conduct feasibility studies for FCEVs: Conduct feasibility studies to assess the viability of FCEVs for long-haul routes.
  3. Partner with technology providers: Establish strategic partnerships with leading electric vehicle and hydrogen fuel cell technology providers.
  4. Engage with stakeholders: Communicate its sustainability strategy and plans for fleet transition to customers, employees, and the public.

By taking these steps, T.G.S. can ensure a smooth and successful transition to a more sustainable and competitive future.

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Case Description

Peter Schneider, the President of T.G.S. Transportation, Inc., faced a choice. His company operated drayage trucks that moved containerized cargo between the Ports of Los Angeles, Long Beach, and Oakland to customers across the State of California, with a focus on the Central Valley. California's new Advanced Clean Fleets Regulation (ACF) issued by the California Air Resources Board (CARB) in 2023, had specific requirements for drayage trucks that moved cargo from the state's intermodal seaports and railyards. Internal combustion engine (ICE) trucks placed in service by yearend 2023 would be allowed to continue to serve the ports and terminals, but beginning January 1, 2024, newly purchased trucks would have to be zero-emission. That meant that drayage operators like TGS could make a last-time buy of ICE trucks in 2023, but they had to decide what to switch to starting in 2024. The only viable choices were battery electric or hydrogen fuel cell.

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