NEW YORK, May 16, 2013 /PRNewswire/ — Reportlinker.com announces that a new market research report is available in its catalogue:

The Global Armored and Counter IED Vehicles Market 2013-2023 – Market Size and Drivers: Market Profile

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Synopsis

This report provides readers with a comprehensive analysis of the Armored and Counter IED Vehicles market through 2013-2023, including highlights of the demand drivers and growth stimulators for Armored and Counter IED Vehicles. It also provides an insight on the spending pattern and modernization pattern in different regions around the world.

Summary

The global armored and counter IED vehicles market valued US$23.4 billion in 2013, and will increase at a CAGR of 2% during the forecast period, to reach US$28.7 billion by 2023. The market consists of six categories: APCs, LMVs, IFVs, MRAPs, MBTs and Tactical Trucks. The IFV segment is expected to account for 34% of the global armored and counter IED vehicles market, followed by the MBT segment with a share of 26.2%.

Reasons To Buy

“The Global Armored and Counter IED Vehicles Market 2013-2023 – Market Size and Drivers: Market Profile” allows you to:

- Gain insight into the Armored and Counter IED Vehicles market with current and forecast market values.- Understand the key drivers and attractiveness parameters of the global Armored and Counter IED Vehicles market.- Understand the various factors impacting the growth of the Armored and Counter IED Vehicles market.

Table of Contents 1 Introduction

1.1 What is this Report About?

1.2 Definitions

1.3 Summary Methodology

1.4 About Strategic Defence Intelligence

2 Global Armored and Counter IED Vehicles Market Size and Drivers

2.1 Armored and Counter IED Vehicles Market Size and Forecast 2013-2023

2.1.1 Global armored and Counter IED vehicles market expected to increase during the forecast period

2.2 Global Armored and Counter IED Vehicles Market – Regional Analysis

2.2.1 North America is expected to lead the global Armored and Counter IED vehicles market

2.2.2 New programs in armored vehicles in the US to support the global armored and counter IED vehicles market

2.2.3 Armored and counter IED vehicles market to be robust in Europe

2.2.4 Asia to be a lucrative market for armored and counter IED vehicles

2.2.5 Saudi Arabia and Israel expected to lead the armored and counter IED vehicles market in the Middle East

2.2.6 Demand for armored and counter IED vehicles in Africa is expected to reach US$910 million by 2023

2.2.7 Brazil to lead the armored and counter IED vehicles sector in the Latin American region

2.3 Armored and Counter IED vehicles Sub-Sector Market Size Composition

2.3.1 Infantry Fighting Vehicles and Main Battle Tanks to witness strong demand

2.3.2 IFVs to account for the highest expenditure in the global armored and counter IED vehicles market

2.3.3 Market size of Main Battle Tanks expected to grow at a CAGR of 4.1% during forecast period

2.3.4 Armored Personnel Carriers market to experience a marginal decline

2.3.5 Scheduled withdrawal of peacekeeping forces and integration of anti-mine armors on all vehicles to lower MRAP vehicle market

2.3.6 Light Multirole Vehicles market size is expected to decline during the forecast period

2.3.7 Tactical trucks market size expected to witness steady decrease in demand

2.4 Demand Drivers and Growth Stimulators

2.4.1 International peacekeeping missions expected to propel demand for armored and counter IED vehicles

2.4.2 Modernization initiatives will drive the demand for armored and counter IED vehicles

2.4.3 Internal and external security threats fuel the global demand for armored and counter IED vehicles

2.4.4 Increasing costs and capability of armored and counter IED vehicles result in demand for multirole vehicles

2.5 Defense Budget Spending Review

2.5.1 European capital expenditure expected to increase during the forecast period

2.5.2 Asian defense budgets expected to increase at a robust pace

2.5.3 North American defense expenditure projected to decline marginally during the forecast period

2.5.4 Modernization programs likely to drive defense expenditure in South American countries

2.5.5 Military budgets of African countries expected to increase during the forecast period

2.5.6 Defense budgets of Middle Eastern countries likely to increase during the forecast period

2.6 Defense Modernization Review

2.6.1 Debt crisis in Europe leading to postponement of modernization plans

2.6.2 Arms race in Asia reflected in modernization plans

2.6.3 North American modernization plans marginally affected by economic recession

2.6.4 Modernization programs in South America driven by replacement of obsolete armaments

2.6.5 African countries mainly spending on infantry weapons and surveillance and monitoring equipment to slow growing crime rate

2.6.6 Middle Eastern countries pursuing modernization of air force and air defense systems

3 Appendix

3.1 Methodology

3.2 About SDI

3.3 Disclaimer

List of Tables Table 1: Global Armored and Counter IED Vehicles Market Overview

Table 2: Global Armored and Counter IED Vehicles Market Overview

List of Figures Figure 1: Global Armored and Counter IED Vehicles Market (US$ Billion), 2013-2023

Figure 2: Armored and Counter IED Vehicles Market Breakdown by Region (%), 2013-2023

Figure 3: North American Armored and Counter IED Vehicles Market (US$ Billion), 2013-2023

Figure 4: European Armored and Counter IED Vehicles Market (US$ Million), 2013-2023

Figure 5: Asia-Pacific Armored and Counter IED Vehicles Market (US$ Million), 2013-2023

Figure 6: Middle East Armored and Counter IED Vehicles Market (US$ Million), 2013-2023

Figure 7: African Armored and Counter IED Vehicles Market (US$ Million), 2013-2023

Figure 8: Latin American Armored and Counter IED Vehicles Market (US$ Million), 2013-2023

Figure 9: Armored and Counter IED Vehicles Market Breakdown by Segment (%), 2013-2023

Figure 10: Global IFV Market Size (US$ Billion), 2013-2023

Figure 11: Global MBT Market Size (US$ Billion), 2013-2023

Figure 12: Global APC Market Size (US$ Billion), 2013-2023

Figure 13: Global MRAP Market Size (US$ Billion), 2013-2023

Figure 14: Global LMV Market Size (US$ Billion), 2013-2023

Figure 15: Global Tactical Truck Market Size (US$ Billion), 2013-2023

Figure 16: Defense Capital Expenditure of Top Three European Defense Spenders (US$ Billion), 2013-2023

Figure 17: Defense Capital Expenditure of Top Three Asian Defense Spenders (US$ Billion), 2013-2023

Figure 18: Defense Capital Expenditure of Top North American Defense Spenders (US$ Billion), 2013-2023

Figure 19: Defense Capital Expenditure of Top Three South American Defense Spenders (US$ Billion), 2013-2023

Figure 20: Defense Capital Expenditure of Top Three African Countries (US$ Billion), 2013-2023

Figure 21: Defense Capital Expenditure of Top Three Middle Eastern Defense Spenders (US$ Billion), 2013-2023

To order this report:Aerospace_and_Defense Industry: The Global Armored and Counter IED Vehicles Market 2013-2023 – Market Size and Drivers: Market Profile

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Interview with Dr Willem Sprong, Technical Executive,

Electrical Engineering at GIBB – silver sponsors at the upcoming

African Utility Week and Clean Power Africa.

1) You are presenting a technical workshop at the upcoming African Utility Week on:  “Addressing risk and client expectation through an effective maintenance strategy”. What will be the main gist of your presentation?

I will introduce the reliability focused maintenance strategy, called predictable maintenance to the audience. This strategy was developed when I worked for Transnet and was looking at ways to improve the reliability of the infrastructure. It is important to understand that there is a huge difference between reliability and availability of infrastructure. Most people view a system only as reliable when it is 100% available. This unfortunately is not true and will be discussed in the paper. If you can warn a client in advance that a system will not be available for a period of time, they will be accommodating of the idea. But should that same system be unavailable without warning, you have an unhappy client at hand. The effect of this strategy on risk is also discussed in the paper.

2) Which examples/case studies will you be using in your presentation?  What were the main lessons learnt here?

I studied the traction transformers used in railway substations to determine means of implementing predictable maintenance. Groundbreaking research in the measurement of vibration of transformers will be discussed.

3) What would you say are the main challenges in managing risk and client expectation in maintenance?

A serious shortage in skill to maintain infrastructure is causing unplanned shutdowns of the systems. Clients get irritated and become increasingly agitated because of this. Loss in production time, high start up costs after shutdown and possible damage to their plant cause huge financial loss. Unplanned maintenance is extremely expensive, takes much longer and requires more people to execute compared to planned maintenance. Insurance companies increase their premiums and excess payments due to the unpredictable nature of the failures. Such failures normally also cause bigger damage to the system.

4) What is your definition of “reliable” and managing reliability?

A system is reliable when you get the expected performance from it. If you get what you expect, you will deem the system to be reliable. I will use the example of routine maintenance on your car where it needs to go for a service. You don’t view your car as unreliable because you can’t use it for that specific day, you can plan ahead!

5) Which projects that GIBB is involved with at the moment are you most excited about?

I am working on the Kazungula Bridge Project between Botswana in Zambia. This bridge will replace the ferries currently transporting trucks across the Zambezi river.

6) What is your vision for this industry?

We need to be innovative in the way we do maintenance due to the shortage in resources we experience. These resources are skills and money. We have an aging pool of infrastructure that needs to be maintained. This can only be done effectively if we are able to introduce innovative ideas such as predictable maintenance.

7) What surprises you about this industry?

We think that most money needs to be spent on new development of infrastructure and sometimes forget that the cost of maintenance is more that 75% of the life cycle cost.

8 ) What will be your main message at African Utility Week?

Innovation in our thinking is the only way we can stay sustainable.

Interview with Dr Willem Sprong, Technical Executive,

Electrical Engineering at GIBB – silver sponsors at the upcoming

African Utility Week and Clean Power Africa.

1) You are presenting a technical workshop at the upcoming African Utility Week on:  “Addressing risk and client expectation through an effective maintenance strategy”. What will be the main gist of your presentation?

I will introduce the reliability focused maintenance strategy, called predictable maintenance to the audience. This strategy was developed when I worked for Transnet and was looking at ways to improve the reliability of the infrastructure. It is important to understand that there is a huge difference between reliability and availability of infrastructure. Most people view a system only as reliable when it is 100% available. This unfortunately is not true and will be discussed in the paper. If you can warn a client in advance that a system will not be available for a period of time, they will be accommodating of the idea. But should that same system be unavailable without warning, you have an unhappy client at hand. The effect of this strategy on risk is also discussed in the paper.

2) Which examples/case studies will you be using in your presentation?  What were the main lessons learnt here?

I studied the traction transformers used in railway substations to determine means of implementing predictable maintenance. Groundbreaking research in the measurement of vibration of transformers will be discussed.

3) What would you say are the main challenges in managing risk and client expectation in maintenance?

A serious shortage in skill to maintain infrastructure is causing unplanned shutdowns of the systems. Clients get irritated and become increasingly agitated because of this. Loss in production time, high start up costs after shutdown and possible damage to their plant cause huge financial loss. Unplanned maintenance is extremely expensive, takes much longer and requires more people to execute compared to planned maintenance. Insurance companies increase their premiums and excess payments due to the unpredictable nature of the failures. Such failures normally also cause bigger damage to the system.

4) What is your definition of “reliable” and managing reliability?

A system is reliable when you get the expected performance from it. If you get what you expect, you will deem the system to be reliable. I will use the example of routine maintenance on your car where it needs to go for a service. You don’t view your car as unreliable because you can’t use it for that specific day, you can plan ahead!

5) Which projects that GIBB is involved with at the moment are you most excited about?

I am working on the Kazungula Bridge Project between Botswana in Zambia. This bridge will replace the ferries currently transporting trucks across the Zambezi river.

6) What is your vision for this industry?

We need to be innovative in the way we do maintenance due to the shortage in resources we experience. These resources are skills and money. We have an aging pool of infrastructure that needs to be maintained. This can only be done effectively if we are able to introduce innovative ideas such as predictable maintenance.

7) What surprises you about this industry?

We think that most money needs to be spent on new development of infrastructure and sometimes forget that the cost of maintenance is more that 75% of the life cycle cost.

8 ) What will be your main message at African Utility Week?

Innovation in our thinking is the only way we can stay sustainable.

Moscow, Russia, January 2013 – Russian Railways Logistics organized multimodal transportation of feldspar for ceramic tile production business of UNITILE Holding from port of Gulluk in Turkey to the Russian cities of Voronezh and Shakhty. The process of shipment consisted of freight forwarding, transshipment at the port of Rostov-on-Don and the final delivery of feldspar to consignees – JSC PKF “Voronezh ceramic factory” in Voronezh and Trading House Stroyfarfor LTD in Shakhty (Rostov region).

Delivery of goods to the destined port was hindered by severe weather conditions in December 2012, namely frost, storm and insufficient water level in the river of Don. In spite of these force-majeure circumstances Russian Railways Logistics promptly took measures to fulfill the contractual obligations to the client.

The branch of Russian Railways Logistics in the Russian city of Rostov-on-Don in cooperation with the management of the port of Rostov city, took actions to organize icebreaking services for vessels and to change the port of destination. After becoming the hostages of severe weather conditions on the sea, ”Esaul” and “Comanche” ships were welcomed at the Universal Port of Rostov and their cargo was unloaded and transferred to the trucks and  sent to the city of Shakhty and forwarded by rail to Voronezh-Kurskiy station of South-Eastern Railway.

###

ABOUT Russian Railways Logistics

JSC Russian Railways Logistics was founded in 2010 for the purpose of logistics business development within “Russian Railways” Holding. In cooperation with Russian Railways Holding subsidiaries and leading global transportation companies RZD Logistics offers high-quality delivery solutions for its customers all over the world.

In 2011 RZD Logistics organized more than 1.5 mn tons of cargo delivery. Net profit of the company of amounted to RUB97.2 mn in 2011.

Russian Railways Logistics offers rail, road and sea-freight, storage and terminal handling, customs and insurance services, supply chain management.

For further information please go to www.rzdlog.ru

Cape Town, South Africa, January 10, 2013 –(PR.com)– Hot on the heels of international trends, RollingMedia is delighted to launch an innovative suite of media packages for brands looking to maximize their outdoor visibility.

In Europe, Asia and the USA, truck advertising via established fleets is often a valued component of the brand media mix. And now RollingMedia in South Africa is offering an exciting opportunity for brands wanting to advertise on their fleet of more than 300 nationwide trucks.

Using innovative print technology and with options to suit both established and upcoming brands, RollingMedia elevates the concept of branding on the side of fleet trucks to moving art that looks great and creates a lasting impression.

Patrick Wharton-Hood, MD of RollingMedia, says that “Research studies indicate that consumers actually appreciate quality truck branding and do not regard it as intrusive as conventional billboards.”

Used as part of a strategic marketing plan, a truck fleet will not only deliver a product, but a strong message. According to Wharton-Hood truck advertising He says “on just one truck operating in a large metropolitan area can deliver more than 40,000 advertising impressions every day.”

The key to maximizing success of this medium is to have a simple message and a striking visual that guarantees your brand will stand out from the crowd. Using a design team who understand this medium is recommended, and RollingMedia has partnered with an established design agency to offer clients the option of designing bespoke solutions for the side of their fleet trucks.

From full body wraps covering the entire truck in a sleek looking second skin, to single side panels, campaigns can be tailored to specific urban areas, regions, or nationwide.

Advanced fleet tracking technology means effective measurement and evaluation is guaranteed, and Wharton-Hood is in no doubt the “advertisers will reap the benefits.”

A special pre-launch offer of 50% off advertised rate card is available on campaigns booked before the 31st January 2013.

So visit www.rollingmedia.co.za, get your brand on the road, and leave a lasting impression with consumers.

Russian Railways Logistics started transportation of the finished goods produced by JSC Synthez-Kauchuk for export. The first 30 containers with the company cargo were shipped at the end of December 2012 to India, Indonesia and South-East Asia. Russian Railways Logistics branch in St. Petersburg provided the service including sending trucks to the plant, transportation of the cargo to logistic terminal in St. Petersburg, Russia, cargo containerization at the terminal, delivery of loaded containers to the port, port forwarding and sea freight.  Starting from January 2013 the current scheme with the truck involvement will be supplemented by the option of empty containers provision to the plant and returning the loaded containers by rail to the port.

JSC Synthez-Kauchuk is one of largest Russian producers of propylene, cis-isoprene, epichlorohydrin and other types of synthetic rubber. In 2009 the company became the second company in Russia to start commercial production of new environmentally friendly styrene butadiene rubber. Currently the company exports its products to the countries like Italy, France, Spain, Germany, Finland, Poland, Hungary, China, India, Indonesia, and South Korea.

ABOUT Russian Railways Logistics

JSC Russian Railways Logistics was founded in 2010 for the purpose of logistics business development within “Russian Railways” Holding. In cooperation with Russian Railways Holding subsidiaries and leading global transportation companies RZD Logistics offers high-quality delivery solutions for its customers all over the world.

In 2011 RZD Logistics organized more than 1.5 mn tons of cargo delivery. Net profit of the company of amounted to RUB97.2 mn in 2011.

Russian Railways Logistics offers rail, road and sea-freight, storage and terminal handling, customs and insurance services, supply chain management.

For further information please go to www.rzdlog.ru

Hybrid and electric medium- to heavy-duty truck and bus production in EMEA set for sustainable growth and development

LONDON, Aug. 15, 2012 /PRNewswire/ — Europe will emerge as the most competitive regional market for hybrid and electric medium-heavy trucks and buses, globally. This will be particularly true for the transit bus segment, which is expected to experience proliferation of competitors, both on the original equipment manufacturer (OEM) and supplier side.

An analysis from Frost & Sullivan (http://www.automotive.frost.com), Strategic Analysis of the Medium- to Heavy-duty Hybrid and Electric Commercial Vehicle Market in EMEA Region, estimates that nearly 7 per cent of all medium-heavy commercial vehicles manufactured globally in 2020 will have hybrid/electric powertrain systems in them.

“Energy price volatility, energy independence, and rising consumer demand for green technologies, coupled with OEM and supplier activities in developing hybrid/electric commercial vehicles (CVs) are creating a foundation for sustainable growth and development,” notes Frost & Sullivan Industry Analyst Bharani Lakshminarasimhan. “In fact, of all alternative powertrain technologies, hybrid technology places the least pressure on existing infrastructure.”

Hybrid and electric medium-heavy truck and bus production is set to reach 45, 000 in Europe, Middle East and Africa (EMEA) by 2020. Parallel hybrids are, meanwhile, set to account for over half of all commercially manufactured medium-heavy hybrid and electric commercial vehicles.

This will underline the need to develop innovative products, technologies and supply chains that will reduce both upfront and lifecycle costs associated with these vehicles, which, at the moment, are perceived as prohibitive by many potential customers. OEMs and suppliers are working, both independently and synergistically, through a combination of vertical and virtual integration, to support growth momentum in this rapidly evolving market.

“The biggest challenge in the market currently is the high upfront cost of technology and the inability of hybrid/electrics to support a wide range of CV duty cycles, especially long-haul freight movement,” remarks Mr. Lakshminarasimhan. “Nascent battery technology and competing emerging technologies such as liquefied petroleum gas and compressed natural gas (LPG/CNG)-powered CVs are impeding faster market penetration of hybrid and electric CVs.”

Product differentiation is vital for OEMs focusing on enhancing the penetration of hybrid/electric CVs. Power electronics is emerging as a key focal point for OEMs, some of whom are looking at vertically integrating this aspect of the hybrid/electric powertrain system. This is highlighting the need for virtual integration of suppliers with OEMs, wherein suppliers can assume the R&D responsibilities of OEMs.

In future, the margins for module suppliers will shrink. It will be a similar case for component suppliers as OEMs begin exerting pricing pressures as volumes start to grow. Duty cycle restriction of present day hybrids indicates the need for concerted strategies aimed at developing vehicles and products that deliver the highest efficiencies in certain targeted vocations and duty cycles.

“OEMs need to develop duty cycle focused product platforms,” concludes Mr. Lakshminarasimhan. “Suppliers need to focus on vertical integration to ensure sustainable market growth and development.”

If you are interested in more information on Frost & Sullivan’s study Strategic Analysis of the Medium- to Heavy-duty Hybrid and Electric Commercial Vehicle Market in EMEA Region, please send an e-mail with your contact details to Katja Feick, Corporate Communications, at katja.feick@frost.com.

Strategic Analysis of the Medium- to Heavy-duty Hybrid and Electric Commercial Vehicle Market in EMEA Region (M783-18) is part of the Automotive & Transportation Growth Partnership Service programme, which also includes research in the following markets: Strategic Analysis of Electric Motor Technologies for Electric and Hybrid Vehicles in Europe, North American Medium-Heavy Commercial Vehicle Market and Global Low-cost Truck Market. All research included in subscriptions provide detailed market opportunities and industry trends that have been evaluated following extensive interviews with market participants.

About Frost & Sullivan

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SOURCE Frost & Sullivan