Achim Puchert, CEO of Mercedes-Benz Trucks, talks to Florian Engel about his first IAA in this role, new powertrain technologies, the political framework needed for the transformation and some of the defining milestones from 130 years of truck history.

The IAA, one of the year’s major highlights, is just around the corner. What can we expect from Mercedes-Benz Trucks?

For me, this will be a very special IAA because it is my first in my role as CEO of Mercedes-Benz Trucks. At the same time, we are celebrating 130 years of the truck. Ever since Gottlieb Daimler invented the first truck, the history of our industry has been shaped by innovations for our customers. An industry emerged that keeps the world moving and remains the backbone of our society to this day.

At the IAA, we will therefore not only be looking back, but above all looking ahead. We will demonstrate the innovations with which we intend to continue advancing the transport sector.

Which new products will take centre stage?

One key focus will be the expansion of our battery-electric portfolio. With the new eActros Lowliner, we are closing an important gap. It is based on the technology of the eActros 600 and features LFP batteries, our in-house-developed electric drive axle, an 800-volt architecture and the Multimedia Cockpit Interactive 2, among other things.

The vehicle is expected to be available to order from the third quarter of this year, with production scheduled to begin in the second quarter of 2027. I have already seen the IAA exhibits at our plant, and they look really good.

How important is it to demonstrate that electric mobility is suitable for everyday use?

Very important. Tobias Wagner is driving around the world in a specially converted eActros 600 with 80 charging stops, aiming to demonstrate that electric mobility also works under demanding conditions. As the “Electric Trucker”, he is a credible ambassador as well as a critical voice when it comes to product quality and performance. I am therefore delighted that he is putting the vehicle to the test around the world.

What sets the eActros apart from the competition technologically?

A key differentiating factor is our electric drive axle. Its development may have taken a little longer, but the integration of the axle, battery and overall vehicle is paying off. This enables our vehicles to stand out in terms of efficiency and reliability.

We can also see this in our market performance: we remain the market leader in Europe’s battery-electric segment.

Is Mercedes-Benz Trucks focusing exclusively on battery-electric powertrains?

No. Battery-electric technology alone will not be sufficient for every application. In addition to electricity, a second energy source will also be needed in the long term to achieve decarbonisation. That is why we are continuing to advance our fuel-cell vehicles as well.

The next generation of our hydrogen trucks is currently being prepared. Starting at the end of 2026, we intend to hand over a test fleet of around 100 vehicles to customers for testing under real-world operating conditions. The fuel cell will come from cellcentric, our joint venture with Volvo, which Toyota is also set to join. Together with customers such as Dachser, we want to test under real operating conditions what ranges of more than 1,000 kilometres and everyday operation actually look like in practice.

We are also exploring the use of hydrogen in internal combustion engines, known as H₂ ICE, as the two technologies can complement each other effectively. In this area, we are working with Keyou.

What role will diesel continue to play in the future?

Diesel will remain important globally. In many markets, the basic conditions for a rapid transition to zero-emission powertrains are not yet in place. There are also differing political and economic developments, for example in the United States.

That is why we will also present a new diesel powertrain at the IAA. It will be more efficient, consume less fuel and deliver better performance. We had originally assumed that diesel would lose importance more quickly. We have since adjusted our course. Conventional powertrains remain important, including as a means of financing the transformation.

Battery-electric powertrains, hydrogen technologies and the further-developed diesel powertrain therefore form the three major powertrain pillars of our presence at the show.

Any news beyond powertrain technologies?

Another key area is safety systems that can, for example, detect critical situations at intersections more effectively and assist drivers when turning.

We will also present a special model to mark the 130th anniversary. It combines our history with modern technologies for the future and carries the motto “Legacy Meets Passion”. We will announce further details at its world premiere at the IAA.

In addition, we will showcase the services surrounding the truck: telematics, service contracts and traditional workshop services, as well as support with the installation of charging infrastructure at customer depots. Overall, we will present a broad cross-section of our portfolio and the technological transformation taking place across the industry.

You have already mentioned the challenging conditions. How can the transformation be financed within the required timeframe? Does the political timeline need to be adjusted?

Last year, only around two per cent of the European heavy-duty truck market was electric. To comply with regulatory requirements and avoid penalty payments, that figure would have to increase to approximately 35 per cent by 2030.

Manufacturers have invested very heavily in products over the past few years. Both we and our competitors now offer a broad portfolio. However, the necessary framework conditions are still not sufficiently developed.

Where are the conditions particularly lacking?

Above all, in infrastructure. Europe currently has just under 2,000 public charging points for trucks. To enable an electric market share of 35 per cent, we estimate that around 35,000 high-capacity truck charging points and more than 1,000 hydrogen refuelling stations would be required. We are still a long way from achieving this.

Vehicle manufacturers have done their homework on the product side. However, without the necessary infrastructure, the vehicles cannot be operated on the required scale.

Is expanding the infrastructure alone enough?

No. The business case for our customers is equally important. Ultimately, what matters is the cost per kilometre. In terms of total cost of ownership, a battery-electric truck must be at least comparable to a diesel vehicle.

Germany, Austria and Switzerland, for example, support zero-emission trucks through their respective toll systems. In many other European countries, such incentives either do not exist or are insufficient. Energy prices also vary considerably.

What specifically do you expect from policymakers?

First, the expansion of infrastructure for battery-electric vehicles and hydrogen must be accelerated. Second, we need an earlier review of European CO₂ regulations.

If the targets remain unchanged despite the absence of the necessary framework conditions, European manufacturers could face substantial penalty payments. That money would then no longer be available for investments in decarbonisation and new technologies.

This is not just about Daimler Truck. Three of the world’s largest commercial-vehicle manufacturers are headquartered in Europe. If we fail to combine the transformation with the competitiveness of our industry, we will ultimately harm ourselves.

We therefore need an integrated approach in which transport, energy and industrial policy work together effectively.

Many companies are already using electric trucks successfully for local transport, including supermarkets, breweries and construction companies. Should such applications not be supported more specifically before building a comprehensive charging network?

We need to do both. For regional operations and heavy-duty distribution transport, for example, we offer the eActros 400, which can be charged overnight at the depot.

At the same time, Europe’s AFIR plans call for charging infrastructure to be provided at regular intervals along the most important transport corridors. This is essential for long-haul transport.

Depot charging also presents practical challenges: many trucks need to charge simultaneously at night, while both space and grid capacity are limited. Hydrogen may be an attractive option for certain applications because refuelling is considerably faster.

Achieving a zero-emission share of 35 per cent by 2030 is highly ambitious, and the requirements will continue to increase thereafter. We therefore need both local solutions and high-capacity infrastructure along the main transport routes.

Let us turn to the defence sector. What role does it play within Mercedes-Benz Trucks’ overall portfolio?

At our most recent Capital Market Day, we announced our intention to increase revenue from our defence business to one billion euros by 2030. We now expect to achieve this target as early as 2028.

Measured against Mercedes-Benz Trucks’ total revenue, the segment remains relatively small, but it is growing strongly because defence budgets are increasing in many countries.

With the Unimog and Zetros, to name two examples, we have vehicles that have long been tested and recognised, particularly in military logistics. In recent years, we have also invested heavily in our tender business.

What distinguishes this business from the civilian truck market?

In military tenders, you have to become involved at a very early stage and be prepared for a long process, as these procedures often take many years. In return, they frequently involve larger volumes. There is also the long-term service business: some vehicles remain in operation for 15 to 20 years or more and generate corresponding service revenue over that period.

Because this is a global business, we have introduced Daimler Truck Defence as our worldwide umbrella brand. We intend to continue developing the defence business under this name.

Are there any milestones from 130 years of truck history that particularly impress you personally?

First and foremost, I find it remarkable that the invention of the truck gave rise to an entire industry that remains the backbone of our society to this day.

Throughout my career, I have also frequently seen that our business not only supplies societies but also contributes to their economic development. One example is our first CKD plant in Argentina, which was established more than 70 years ago. We have also been active in Brazil for 70 years. Through local production, we create jobs, promote expertise and open up opportunities for development. Naturally, as a company, we are here to be commercially successful. At the same time, we can help promote prosperity, education and development. That is something I find deeply rewarding.

What role does the global team play in this?

I am impressed by the passion for our customers and our business, regardless of whether you meet colleagues in Germany, Brazil, Dubai, India or Singapore. It feels like coming home. We are a global family.

Which technological milestones are particularly important to you?

Mercedes-Benz Trucks has shaped the development of safety systems for decades. Preventing accidents and making road transport safer are among the core priorities of our brand.

Another milestone is the Actros, which is celebrating its 30th anniversary. It has had a lasting impact on both the image and the development of the commercial-vehicle industry.

An increasing number of global manufacturers are entering the European market. As the world’s oldest truck manufacturer, how well positioned is Mercedes-Benz Trucks for this competition?

Competition is fundamentally good for business, provided that it takes place under fair conditions and that everyone competes on a level playing field.

I take every competitor seriously. Even as a pioneer and innovation leader, you cannot afford to become complacent. It is important to look around, observe the market with open eyes and consider what you can learn.

Over many decades, we have built a strong brand, a global sales and service network and resilient customer relationships. These are important foundations for the future. However, they do not automatically guarantee that we will remain successful if we simply continue as before. We must therefore keep learning and improving.

Improvement is also about efficiency. Karin Rådström has announced an extensive cost-cutting programme. How is this “fitness programme” progressing?

Our strategy is based on two pillars. The first is investment in the future and in growth areas for our customers. This includes new products, our own sales and service network and the defence business.

The second pillar is a resilient business model. We must be able to offer our products and services at competitive costs.

Based on extensive benchmarking analyses, we assessed the improvements that are possible in Europe and are now implementing them. Our goal is to reduce annually recurring costs by more than one billion euros by 2030 at the latest. We are on track to achieve this.

Both pillars are essential: we need a robust economic foundation while also maintaining sufficient financial resources to invest in our future.

With Euro 7, the powertrain transformation and Direct Vision, major investments will be required within a short period of time, including in a new cab. How can this be managed?

Technological transformation and investment in a range of future technologies are key priorities within our business model.

We are working intensively on the areas mentioned and are, of course, investing in them as well. We will provide further details in due course. These investments are necessary to ensure that we can continue supplying our core markets with the products our customers need in the future.

Thank you very much for the interview.