Only the first six CLRV cars were made by SIG (out of an order for 10, as the rest were cancelled for cost-saving measures). The remaining 190 L2 vehicles, along with 52 articulated variants, were made by Thunder Bay, Ontario-based Urban Transportation Development Corporation (UTDC), now a subsidiary of Bombardier Transportation, which had, in late 1991, negotiated a $17 million subsidy from the Ontario government for the purchase. In the early 1980s, SIG was the designer and builder of the Utrecht sneltram trams. 27 were ordered and delivered in 1983 and are still running to date (though scheduled for replacement during 2017 - 2018, and 2020). The tilting system of the SBB RABDe 500 was developed by SIG. The railway branch of SIG was sold in 1995 to Fiat Ferroviaria. The first packaging machines were produced in 1906 on behalf of the Lausanne-based company SAPAL (Société Anonyme des Plieuses Automatiques). Most of SIG's earlier packaging equipment efforts were focused on small dry food items such as chocolates and candy. Following the 1982 FDA approval of hydrogen peroxide sterilization; on June 28, 1983, SIG acquired Doboy Packaging Machinery, Inc. of Wisconsin, growing its international presence. SIG COMBIBLOC INC. was then incorporated on September 1, 1983, in Columbus, Ohio, where production commenced in 1984. In 1989, through the acquisition of PKL in Linnich, Germany; SIG then entered the field of aseptic carton liquid packaging—this business grew significantly, and was later known as SIG Combibloc. In 2000, SIG concentrated solely on food and beverage packaging technology. Management directed revenues from the sales of SIG Sauer and Rocktools to acquire global businesses, including "Krupp Kunstofftechnik" (Corpoplast/Blowtec/Kautex brands) and HAMBA in Germany; Ryka Blow Molds in Canada; and a substantial portion of the Italian conglomerate SASIB. The food-related (dry) businesses were organized under the SIG Pack division, while the beverage-related (wet) businesses formed SIG Beverages. Aseptic liquid packaging remained separate under SIG Combibloc. This strategy, while intended to provide common customer bases with turnkey solutions for entire bottling or packaging lines, never gained enough momentum to be of any durable competitive advantage. Difficulties integrating vastly different businesses and employee cultures resulted in operational execution issues.