News & Updates
Cases
Chengli Dongfeng New Sewage Treatment Truck Delivery Event in Jiujiang City
Summary
Case Study and Bid-winning Solution Analysis of Dongfeng Sewage Treatment Trucks Procured by Jiujiang Municipal Government. As urbanization accelerates, sewage treatment has become an essential requirement for municipal sanitation. Recently, a munici
Case Study and Bid-winning Solution Analysis of Dongfeng Sewage Treatment Trucks Procured by Jiujiang Municipal Government. As urbanization accelerates, sewage treatment has become an essential requirement for municipal sanitation. Recently, a municipal sanitation department conducted a public tender and procured a batch of Dongfeng sewage treatment trucks to enhance local sewage collection and treatment efficiency. Based on this real-world case, this article analyzes pre- and post-deployment performance data, interprets the advantages of the winning bid solution, and provides vehicle selection guidance.
I. Project Background and Requirements Analysis
The municipal sanitation department is located in Jiujiang, Jiangxi Province, covering multiple old residential communities and industrial parks. Daily sewage discharge volume is high; traditional vacuum trucks (e.g., 3-cubic-meter models) suffer from low operational efficiency and lack preliminary treatment capability. There is an urgent need for a multifunctional sewage treatment truck integrating vacuum suction, filtration, and discharge. Per standard procurement practice, the budget was capped at approximately RMB 401,000, requiring compliance with China VI emission standards, a robust and durable chassis, and an upper-body assembly equipped with high-efficiency separation capability.
II. Performance Comparison Before and After Deployment
Previously, the department operated three conventional vacuum trucks (3 m³ capacity each), with three operators assigned per vehicle. After deploying the Dongfeng sewage treatment truck—model Chengli CLW5070GSSD6 (Dongfeng chassis, 4.5 m³ tank capacity, integrated sewage separation system)—significant efficiency improvements were achieved. Key comparative metrics are as follows:
Metric | Conventional Vacuum Truck (3 m³) | Dongfeng Sewage Treatment Truck (CLW5070GSSD6) | Improvement
---|---|---|---
Average Daily Output (m³/day) | ~12 m³ | ~28 m³ | +133%
Cycle Time per Trip (including round-trip travel) | 45 minutes | 25 minutes (including filtration & discharge) | −44%
Staffing Requirement | 3 personnel/vehicle | 1 personnel/vehicle (fully independent operation) | −66%
Cost per Operation (including fuel & labor) | ~RMB 220 | ~RMB 90 | −59%
Vehicle Utilization Rate | 60% | 90% | +50%
Note: Data sourced from internal statistics of the municipal sanitation department; monetary values estimated based on local procurement practices and provided for reference only.
III. Increased Daily Output and Optimized Staffing
1. Increased Daily Output
Conventional vacuum trucks handle only 3 m³ per cycle and require frequent trips to disposal sites. The Dongfeng sewage treatment truck features an enlarged tank (4.5 m³) and an onboard sewage separation system, enabling on-site filtration and separation: clarified water is discharged directly into municipal sewer networks, while only solid residue is retained. This doubles effective single-cycle capacity and reduces return trips. According to data collected over the first three months post-delivery, average daily output increased from 12 m³ to 28 m³—a 133% improvement. Customer feedback: “What previously required two trucks working full-day can now be completed by one truck in half a day.”
2. Optimized Staffing
Conventional vacuum trucks require three personnel per unit: driver, operator, and assistant. The Dongfeng sewage treatment truck employs an integrated control system with an intuitive, user-friendly operating panel, allowing the driver alone to manage the entire workflow—including suction, filtration, and discharge. Consequently, staffing per vehicle was reduced from three to one—a 66% reduction. Of the original nine operators, only three are now needed; the remaining six have been reassigned to other municipal sanitation roles, achieving rational reallocation of human resources.
IV. Transportation
