As a big contributor to global carbon dioxide (CO₂) emissions, the transportation sector has immense potential to advance decarbonisation. However, a zero-emissions global supply chain requires reimagining reliance on a heavy-duty trucking industry that emits 810,000 tonnes of CO₂, or 6% of the United States’ greenhouse gas emissions, and consumes 29 billion gallons of diesel annually in the US alone.

A study by MIT researchers, presented at the recent American Society of Mechanical Engineers 2024 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference, quantifies the impact of a zero-emission truck’s design range on its energy storage requirements and operational revenue.

The multivariable model outlined in the paper allows fleet owners and operators to better understand the design choices that impact the economic feasibility of battery-electric and hydrogen fuel cell heavy-duty trucks for commercial application, equipping stakeholders to make informed fleet transition decisions.

“The whole issue [of decarbonising trucking] is like a very big, messy pie. One of the things we can do, from an academic standpoint, is quantify some of those pieces of pie with modelling, based on information and experience we’ve learnt from industry stakeholders,” says ZhiYi Liang, PhD student on the renewable hydrogen team at the MIT K. Lisa Yang Global Engineering and Research Center (GEAR) and lead author of the study.

Co-authored by Bryony DuPont, visiting scholar at GEAR, and Amos Winter, the Germeshausen Professor in the MIT Department of Mechanical Engineering, the paper elucidates operational and socioeconomic factors that need to be considered in efforts to decarbonise heavy-duty vehicles (HDVs).

Operational and infrastructure challenges

The team’s model shows that a technical challenge lies in the amount of energy that needs to be stored on the truck to meet the range and towing performance needs of commercial trucking applications.

Due to the high energy density and low cost of diesel, existing diesel drivetrains remain more competitive than alternative lithium battery-electric vehicle (Li-BEV) and hydrogen fuel-cell-electric vehicle (H2 FCEV) drivetrains.

Although Li-BEV drivetrains have the highest energy efficiency of all three, they are limited to short-to-medium range routes (less than 800km) with low freight capacity, due to the weight and volume of the onboard energy storage needed. In addition, the authors note that existing electric grid infrastructure will need significant upgrades to support large-scale deployment of Li-BEV HDVs.

While the hydrogen-powered drivetrain has a significant weight advantage that enables higher cargo capacity and routes more than 1,200km, the current state of hydrogen fuel networks limits economic viability, especially once operational cost and projected revenue are taken into account.

Deployment will most likely require government intervention in the form of incentives and subsidies to reduce the price of hydrogen by more than half, as well as continued investment by corporations to ensure a stable supply.

Also, as H2-FCEVs are still a relatively new technology, the ongoing design of conformal onboard hydrogen storage systems – one of which is the subject of Liang’s PhD – is crucial to successful adoption into the HDV market.

The current efficiency of diesel systems is a result of technological developments and manufacturing processes established over many decades, a precedent that suggests similar strides can be made with alternative drivetrains.

However, interactions with fleet owners, automotive manufacturers, and refuelling network providers reveal another major hurdle in the way that each 'slice of the pie' is interrelated – issues must be addressed simultaneously because of how they affect each other, from renewable fuel infrastructure to technological readiness and capital cost of new fleets, among other considerations. And first steps into an uncertain future, where no one sector is fully in control of potential outcomes, is inherently risky. 

“Besides infrastructure limitations, we only have prototypes [of alternative HDVs] for fleet operator use, so the cost of procuring them is high, which means there isn’t demand for car makers to build manufacturing lines up to a scale that would make them economical to produce,” says Liang, describing just one step of a vicious cycle that is difficult to disrupt, especially for industry stakeholders trying to be competitive in a free market. 

Quantifying a path to feasibility

“Folks in the industry know that some kind of energy transition needs to happen, but they may not necessarily know for certain what the most viable path forward is,” says Liang. Although there is no singular avenue to zero emissions, the new model provides a way to further quantify and assess at least one slice of pie to aid decision-making.

Other MIT-led efforts aimed at helping industry stakeholders navigate decarbonisation include an interactive mapping tool developed by Danika MacDonell, Impact Fellow at the MIT Climate and Sustainability Consortium (MCSC); alongside Florian Allroggen, executive director of MITs Zero Impact Aviation Alliance; and undergraduate researchers Micah Borrero, Helena De Figueiredo Valente, and Brooke Bao.

The MCSC’s Geospatial Decision Support Tool supports strategic decision-making for fleet operators by allowing them to visualise regional freight flow densities, costs, emissions, planned and available infrastructure, and relevant regulations and incentives by region.

While current limitations reveal the need for joint problem-solving across sectors, the authors believe that stakeholders are motivated and ready to tackle climate problems together.

Once-competing businesses already appear to be embracing a culture shift towards collaboration, with the recent agreement between General Motors and Hyundai to explore “future collaboration across key strategic areas”, including clean energy. 

Liang believes that transitioning the transportation sector to zero emissions is just one part of an 'energy revolution' that will require all sectors to work together, because “everything is connected. In order for the whole thing to make sense, we need to consider ourselves part of that pie, and the entire system needs to change”, says Liang. “You can’t make a revolution succeed by yourself.”