Introduced by the Ministry of Road Transport and Highways (MoRTH), Government of India, in 2017 on a pilot basis by the Mumbai Traffic police in October 2016, the e-challan system has since been put into practive all over the country. Aimed at digitising the process of traffic violation enforcement by eliminating manual loopholes, the system is proving to be annoying for transporters however.

It is not the technology, but the ones who deploy the system, claims transporters. Stating that the e-challan system has over time become a source of significant distress for transporters even though its introduction was appreciated by the industry as it digitised the process of traffic violation enforcement and eliminated many manual loopholes, Bal Malkit Singh, Chairman - Core Committe and Former President, All India Motor Transport Congress (AIMTC), averred, "The system has over time become a source of significant distress for transporters and other road users. It has become a new ‘Frankenstein’ and death knell for the road transport sector.” 

Stating that a strong resentment is brewing and the transport fraternity across the country is agitating, Singh said, “The intention behind e-challans is to improve transparency and reduce manual intervention, but several issues have risen to complicate the situation for transporters.” “The primary issue stems from the large volume of incorrect or excessive e-challans issued to them. Many trucks plying long distances are receiving multiple e-challans for the same alleged offense or due to erroneous readings from speed detection or overloading devices,” he added. 

Giving an example of trucks travelling through multiple states often receiving fines for supposed infractions such as over-speeding or minor overloading even though they are within legal limits, Singh explained, “Such errors accumulate and led to a financial strain for transporters. This is exacerbated as transporters operate nationwide – covering diverse terrains and jurisdictions – that would mean that they may be penalised in various states.” “These fines often lack clarity or the chance for immediate redressal, leading to confusion and increased operational costs,” he elaborated.

Informing that enforcement officials have found a way around technology to generate motivated challans without any verifiable proof of offence, which is leading to acute harassment of the transport fraternity, Singh articulated, “There is neither authentication of any violation through static photo nor there is any transparency leading to acute harassment of the transport fraternity. Static photo of a parked vehicle is clicked and challans are issued for random offences. The vehicle owner may be from a geographically distant state and cannot contest the challan in court. Lack of communication regarding issuance of e-challan to the vehicle owner/operators who is sitting in one part of the country and must travel across the length and breadth of it to get it disposed/rectified.”

With instance where the vehicle owner comes to know of the challans issued only after he tries to dispose of his vehicle, goes to renew its fitness and to renew the permit (in the case of commercial vehicles), the issues with e-challans is pan-India in nature than be limited to a certain geographically or cultural area it looks like. 

Transport associations like the All India Motor Transport Congress (AIMTC) have voiced concerns and are actively engaging with state and central authorities to address the growing problem. They have raised issues related to inaccurate e-challans due to technical errors or faulty detection equipment, lack of a unified system across states leading to inconsistency in how fines are issued and difficulty in contesting these fines as there is no streamlined process for redressal or appealing incorrect challans.

They are demanding a centralised and transparent grievance redressal system, standardisation of e-challan policies, equipment calibration across states and leniency or waiver of penalties that are clearly issued due to system malfunctions, according to Singh. 

Of the opinion that traffic enforcement is a state subject, Singh expressed that the intensity and frequency of issues differ state-to-state therefore and in some states use of faulty equipment or overly strict enforcement practices that has led to a higher number of incorrect challans. Singh drew attention to issues like non-integration with national vehicle databases (such as Vahan 4) in some states. “The system in Telangana for example,” Singh articulated, “has been of specific concern for transporters because it is not fully integrated with the national system, leading to problems like wrongful issuance of challans for vehicles from other states.” 

"The potential solutions to addressing the issue of e-challan," Singh commented, “Is to ensure scientifically verifiable evidence. A centralised grievance redressal system with a nodal officer should be put in place. The exact recording of the offence with exact measurement in case of over-height or overload or similar such case should be presented rather than a picture to avoid any doubt about motivated action. Equipment and procedures should be standardised. Vehicle databases should be integrated. Enforcement officials should ne trained to be humane. The accountability of the enforcement officials should be ascertained whenever the issue of motivated challans is there." 

Image for representative purpose only. 

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Daimler India Commercial Vehicles (DICV), a subsidiary of Daimler Truck, has inaugurated three service centres in the Bundelkhand region of Uttar Pradesh. The workshops, located in Jhansi, Kabrai and Chitrakoot, are operated by PPS Trucking. The expansion is intended to support commercial vehicle movement in mining and infrastructure corridors.

The new centres cover over 110,000 sqft and include 18 service bays with an annual capacity to maintain 7,500 vehicles. The facilities feature diagnostic systems and provide 24x7 roadside assistance using a fleet of 5 mobile vans.

They will provide maintenance, repairs and express services for BharatBenz trucks and buses. The workshops also include rest areas for drivers and are staffed by 64 technicians.

DICV states Bundelkhand region is a hub for minerals such as granite, sandstone and limestone, which are used in the construction and cement industries.

Rajiv Chaturvedi, President & Chief Business Officer, Daimler India Commercial Vehicles, said, “In Bundelkhand’s mining and infrastructure belt, every hour a vehicle is off the road is a cost our customers cannot afford. With our expansion into Jhansi, Kabrai and Chitrakoot, we are putting world-class service and genuine spares exactly where the demand is highest. Faster turnaround, higher vehicle availability, better operational efficiency – that is what this network means on the ground. BharatBenz is committed to being a true uptime partner for fleet operators in every high-activity corridor,” said

Rajiv Sanghvi, Managing Director, PPS Trucking, added, “Our partnership with BharatBenz is built on the shared vision of offering customer-centric and quality service. With these new facilities at Jhansi, Kabrai and Chitrakoot, we are delighted to be now even better positioned to support BharatBenz customers across Bundelkhand’s high-potential mining and industrial routes. This expansion brings us closer to our customers and reinforces our commitment to providing faster, seamless service support, enhancing vehicle uptime and driving greater profitability for our customers.”

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DAF Trucks N.V., a wholly-owned subsidiary of PACCAR Inc, a leading technology, design and manufacturing company focussing on light, medium and heavy-duty commercial vehicles, has promoted Jim Walenczak to the position of President.

Effective on 1 July 2026, he succeeds Harald Seidel, who is scheduled to retire on 17 July 2026.

Walenczak joins DAF Trucks following a 15-year tenure with PACCAR, during which he held several leadership roles most recently the Vice-President of PACCAR and General Manager of Kenworth Truck Company.

Previously, he was Assistant General Manager of Sales & Marketing at Kenworth and has served as Assistant General Manager – Operations at PACCAR Parts.

He holds an MBA from the University of Washington, is a Stanford Graduated and has completed his Bachelor's in Marketing.

On the other hand, Seidel retires after a 25-year career with PACCAR. Since 2022, he has served as PACCAR Vice-President and DAF President. His previous roles within the company included DAF Finance Director, Group Controller, and various controller positions within marketing, sales, and PACCAR Parts Europe.

Preston Feight, Chief Executive Officer, PACCAR, said, “We sincerely thank Harald for his friendship, leadership, and significant contributions to the success of PACCAR and its customers”.

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Tata Motors, India’s largest commercial vehicle manufacturer, has marked the 21st anniversary of its iconic Tata Ace by launching the all‑new Ace Gold+ XL. This milestone in last‑mile mobility introduces a thoughtfully evolved variant designed for higher payloads and longer body applications. The Ace Gold+ XL extends the legacy that originally reshaped small cargo movement in India while continuing to support a growing and diverse base of entrepreneurs.

To celebrate 21 years of the Chhota Haathi, Tata Motors has also rolled out a nationwide campaign titled Ikkis Saal Bemisaal. This initiative focuses on entrepreneurs who have built their livelihoods around the Ace. Customer‑centric measures include additional benefits of up to INR 21,000 for women entrepreneurs, reinforcing the company’s longstanding commitment to inclusive growth.

Engineered with an eight‑foot load body and a one‑tonne payload capacity, the Ace Gold+ XL enables higher cargo volume per trip to improve owner profitability. The vehicle uses advanced Lean NOx Trap technology, eliminating the need for Diesel Exhaust Fluid and thereby reducing operating complexity and maintenance effort. A 700-cc turbocharged diesel engine delivers 22 PS of power and 55 Nm of torque, offering a lower total cost of ownership, improved uptime, and dependable performance for demanding last‑mile logistics.

Supported by Tata Motors’ comprehensive small commercial vehicle ecosystem, the Ace Gold+ XL joins a portfolio that spans diesel, petrol, CNG, bi‑fuel and electric powertrains for payloads from 750 kilogrammes to two tonnes. The company’s Sampoorna Seva 2.0 lifecycle support programme, along with over 2,500 service and spares outlets and the Star Guru network of trained technicians, ensures assistance at every stage of ownership. Through this latest variant, Tata Motors continues to power entrepreneurial growth and strengthen last‑mile logistics across the country.

Pinaki Haldar, Vice President & Business Head – SCVPU, Tata Motors Ltd., said, “With the launch of the all‑new Ace Gold+ XL, Tata Motors advances the next chapter of India’s most transformative commercial vehicle – one that continues to evolve to meet the needs of modern intra‑city and last‑mile logistics. Extending the Ace’s relevance into higher‑load applications, the Ace Gold+ XL is designed to deliver greater efficiency, reliability, and pride of ownership for today’s entrepreneurs. Launched in 2005, the Tata Ace pioneered India’s four‑wheel small commercial vehicle category and redefined last‑mile logistics by enabling entrepreneurship at scale. The Ace’s enduring relevance is reflected in an industry‑first milestone: for 21 years, one Ace has been sold every 4.25 minutes – earning the trust, respect, and loyalty of over 2,600,000 owners across the country.”

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Delhi-NCR-based electric commercial vehicle manufacturer Euler Motors has announced its revenue from operations reached INR 4.02 billion, up from INR 1.91 billion in FY2025, supported by a significant acceleration in sales volumes.

The company sold 7,576 electric vehicles in FY2026, up 181 percent YoY, albeit a low-year ago base. The Turbo EV 1000 gained substantial traction with 2,084 units sold, allowing the company to capture a 25.9 percent market share in this category.

In terms of segment-wise performance, the company sold 3,088 units of 3W cargo, 2,728 units of 4W cargo and 1,760 units of 3W passenger vehicles.

Growth was primarily driven by logistics and e-commerce operators focused on vehicle uptime and earnings potential.

For FY2026, total income reached INR 4.33 billion, which includes INR 310 million in non-operating income following a Series D fundraise. EBITDA margin improved from 119 percent in FY2025 to -62.9 percent in FY2026. Net loss for the period was INR 3.08 billion, which marks 61 percentage points reduction in losses as a percentage of revenue. Expenses was reduced to INR 1.84 per rupee of revenue, compared to INR 2.42 in the previous financial year.

During the fiscal, the total costs rose to INR 7.41 billion as the company invested in manufacturing and infrastructure: Material costs came at INR 3.56 billion, tracking the increase in sales volumes. Employee benefits rose by 40 percent to INR 1.04 billion to support headcount additions for aftersales and manufacturing.

Going forward, the company plans to expand its distribution and service network to over 200 touchpoints in FY2027. Euler Motors projects that volumes across its portfolio will grow by at least 40 percent YoY, with an increasing contribution from the 4W cargo EV segment.

Saurav Kumar, Founder & CEO, Euler Motors, said, “FY26 marks our transition from early adoption to early scale, with revenue more than doubling and EBITDA margins improving meaningfully as unit economics strengthen. While absolute losses have increased in line with our investments in scale, the underlying efficiency of the business has improved significantly. In 3W Cargo EV, we have built a strong foundation, with over 10,000 HiLoad EVs sold cumulatively. We are also expanding thoughtfully into the 3W passenger EV segment — focusing on understanding customer needs while shaping a differentiated value proposition. In the 4W cargo EV market, despite being a relatively late entrant, we are now seeing clear product-market fit. The Turbo EV1000 has validated that demand in this segment is real, scalable, and repeatable. Our focus now is to deepen this advantage — by expanding distribution, strengthening service infrastructure, and scaling manufacturing — to build a durable leadership position in India’s emerging electric commercial vehicle market.”

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