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January 2015 • Vol. 36 No. 1
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Knowing & understanding your aftermarket opportunities
2015 ... A big year?
Human Element Herb Greenberg and Jo Moore
What’s your succession plan?
Copyright 2014 Ingram Image Ltd.
Cover Story 6
Your Business Eileen Schmidt
Feature Howard Bernstein Scholarships aid future supply chain leaders Mary Glindinning
Question and answer: No control Shoppa’s Material Handling celebrates 35 years
Industry News 6 reasons you should not 20 Nuts & Bolts donate to the Howard Bernstein Scholarship Fund! Howard Bernstein
Dean Millius General Manager/Publisher dmillius@MHWmag.com Alva Coffman Account Executive acoffman@MHWmag.com Kathy Regan Editor editorial@MHWmag.com Hobie Wood Production Manager hwood@MHWmag.com Valerie Vorwald Graphic Designer art@MHWmag.com Material Handling Wholesaler: (ISSN # 2155-3467) is published monthly for new and used equipment dealers, equipment manufacturers, manufacturer’s reps, parts suppliers, and service facilities serving the material handling industry. Editorial opinions expressed herein are the author’s and do not necessarily reflect the opinions of Material Handling Wholesaler. All material contained herein is protected by copyright laws and owned by Specialty Publications International Inc.
ADVERTISING CALL 877.638.6190 Email: dmillius@MHWmag.com • acoffman@MHWmag.com Material Handling Wholesaler reserves the right to reject or cancel any advertising for any reason, at any time. Advertisements that simulate Material Handling Wholesaler editorial matter in appearance or style or that are not immediately identifiable as advertisements are not acceptable.
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Cover Story Howard Bernstein
6 reasons you should not donate to the Howard Bernstein Scholarship Fund! In a recent conversation with leaders of MHEDA and MHI, Howard Bernstein startled everyone by stating: “I do not want material handling distributors and manufacturers donating to the scholarship fund.” Following a somewhat stunned silence, Howard went on to say, “I want companies and leaders investing in their companies’ and our industry’s future by attracting young talent to this vibrant and rewarding industry.” Howard outlined at least six specific dividends material handling companies can anticipate through this participation:
Establishing direct personal recruiting connections and access with universities that have industrial distribution, material handling, engineering, supply chain and logistics programs graduating students with skills for and potential interest in the material handling industry
Instant recognition for your company by thousands of students who are completing their education and are looking for career opportunities in industry and distribution
Recognition throughout the material handling industry as a leader Opportunities to visit schools and personally connect with students and faculty (material handling industry video presentation provided for use on these visits)
Contacts with participating universities, will help you gain critical insights into what it takes to compete for young, motivated, educated employees
And new this year … fund contributors will be invited to join a special LinkedIn group which includes students and faculty interested in our industry
Additional benefits for Fund investors this year include the invitation to join over 200 pre-qualified students at a reception on Classroom Day (Wednesday) at ProMat 2015; opportunity to lead a group of students on a tour of the show floor; program recognition at ProMat’s Wednesday evening celebration in the Grand Ballroom at McCormick Place.
One industry leader identifying direct benefits from his company’s 2013 investment in the Fund is Duncan Murphy, President of Riekes Equipment Company in Omaha, Nebraska. “The 220 students in the University of Nebraska Kearny Industrial Distribution program each have multiple job offers at graduation. Our industry remains invisible to many of them. Once exposed to the potential, complexity and breadth of opportunities, our industry goes to the head of the career list. We have hired a graduate each year and they are spreading the word. Our company…Your company, needs a talent infusion and your investment of time and funds in local schools will pay dividends.”
The Howard Bernstein Material Handling Industrial Distribution Scholarship
SMART... save MONEY... save TIME
By joining other industry leaders you benefit by: • Reaching thousands of trained students committed to material handling and industrial distribution, attracting leading companies offering these opportunities
All this can help you: • Lower your recruiting time and costs • Tailor your recruitment message to a pre-qualified audience • Leapfrog your competition and attract the best Remember: • You choose the school for your scholarship
• Directly recruiting among 76 pre-qualified universities • Joining a LINKEDIN group of industrial distribution students and faculty
• You establish year-round relations with schools of your choice
• Making your company known among the leaders in your industry
• 100% of your contribution goes to a scholarship and the funds pay all administration cost
“We hired a graduate each year and our investment has paid dividends.” Duncan Murphy, President, Riekes Equipment Company, Omaha, Nebraska
All scholarships identify the sponsors as benefactors and do not name Howard Bernstein.
Yes, I wish to be an investor in our industry’s future! Name: ________________________________________ Title: _____________________________ Company ___________________________ Address: ______________________________________________________________________________ State: ___________ Zip: ________ Phone:______________________________ Fax: ________________________________Email: _____________________________________
Sole award Elite $5,000 and above
Shared awards Gold $2,500-4,999
Shared awards Silver $1,500-2,499
Shared awards Bronze $500-1,499
Shared awards Other $ __________
MHEFI is a non-profit IRC501(C) (3) charitable organization in partnership with MHEDA and MHI. This program is managed by MHEFI. For additional information contact Donna Varner at 704.714.8731 or Howard Bernstein at 847.433.6585 (summer) or 760.770.6645 (winter).
Please fill out form above and mail to: Material Handling Education Foundation, Inc. (MHEFI) Attn: Donna Varner | 8720 Red Oak Blvd., STE 201 | Charlotte, NC 28217-3992
Cover Story Last year, over 30 material handling manufacturers and distributors gained dividends from investing in the Fund. Quoting Howard: “We can do better. Material handling is a somewhat “hidden”, stealth industry that must compete with more visible, “high tech” industries for the best talent. This Scholarship Fund is one important way to gain visibility with university faculties and students, creating opportunities to tell our industry’s and companies’ stories. More importantly, it is a way for you to make direct connections to recruit talent for their companies.” Before 2014 ends, make your company’s investment in its future and the future of our industry. There are four levels of investment: Elite: $5,000 (one complete scholarship)…or more! Gold*: $2,500 –$4,999 Silver*: $1,500-$2,499 Bronze*: $500-$1,499 *to be combined with others for a complete $5,000 scholarship Howard Bernstein invested $150,000 seed money to establish the fund over three years ago. Since then, over 30 companies and individuals have invested additional funds for the education of future leaders in our industry. 100% of the funds you invest go directly to scholarships. None of your investments are used for administrative costs since the Fund is managed by the Material Handling Education Foundation, Inc. Let this be your year to join other industry leaders to make a critical investment in the future leaders of our industry. As Howard Bernstein says: “Don’t donate to this fund … Invest in your future with a contribution to this industry specific scholarship fund.” The Howard Bernstein Fund is recognized and endorsed by MHI, The Industry That Makes Supply Chains Work and MHEDA, the Material Handling Equipment Distributors Association. For more information visit www.mhi.org, www. mheda.org and www.mhefi.net. Your investment can be mailed to the Material Handling Education Foundation, Inc., ATTN: Donna Varner, 8720 Red Oak Blvd., Suite 201, Charlotte, NC 28217. Please make checks payable to the Material Handling Education Foundation, Inc. (MHEFI) with a notation on the check that the investment is for the Howard Bernstein Scholarship Fund. The Howard Bernstein Scholarship Fund is managed by The Material Handling Education Foundation, Inc. (MHEFI). MHEFI is a non-profit IRS 501C 3 organization. Contributions to the fund may be tax deductible … contact your tax advisor.
24 individual $5000 scholarships were awarded to students at the following schools: Auburn
South Dakota State
University of Arkansas
Oklahoma State Penn State Purdue
University of Nebraska University of Tennessee University of Wisconsin
University of Illinois University of Louisville
Companies and individuals investing in the Fund included: AK Material Handling Allied Equipment Arnold Machinery Atlas Companies Atlas Toyota Material Handling Cardinal Carryor
Mr. George Prest
Riekes Equipment Company
Hy-Tek Material Handling
Mr. George Sefer
Integrated Warehouse Systems
St. Onge Company Stoffel Equipment Company
Lift & Equipment
Sunbelt Industrial Trucks
Conger Toyota Lift
Material Handling Wholesaler Magazine
Mr. Gary Moore
Toyota Lift of LA
Eastern Lift Truck
Morrison Industrial Equipment
Toyota Material Handling USA
National Lift of Arkansas
FMH Material Handling
Ningbo Ruyi Joint Stock Co., Ltd.
Worldwide Material Handling
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Feature Mary Glindinning
Howard Bernstein Scholarships aid future supply chain leaders Scholarships from the industry students intend to enter are a boost financially, professionally and emotionally. Investment in students who will keep the material handling industry moving reinforces their choice, and makes them feel like there will be a place for them in their chosen field, scholarship winners said. Here are stories from some recent scholarship winners. “I knew going into college that I wanted to go into sales,” as did his father, said Ross Martin, an industrial distribution student at the University of Nebraska Kearney. His major is focused on finding solutions, and “in material handling, finding the best solution is key to satisfying customers and building a customer base.” When he tells people about his major, they ask questions because they don’t know much about it. “Material handling is not a huge part of the many industries UNK prepares students for, so oftentimes I find myself describing material handling to younger students. They oftentimes find it to be very interesting and usually ask for more information on how to get connected,” he said. After he graduates in January, Martin intends to work as an inside sales rep in Nebraska. “From there, work into an outside position, and from there move into management role later in life,” he said. His internship at Nebraska Machinery Company introduced him to many aspects of the material handling industry,
Martin said. The $5,000 Howard Bernstein Scholarship sponsored by Gary Moore, Harrington Hoists and George Sefer that Martin received “helped me sell myself as an industrial distribution student,” he said. Brian Bellin, a student at the University of WisconsinSuperior, also won a $5,000 Howard Bernstein Scholarship sponsored by TEKLYNX, Material Handling Wholesaler, AK Material Handling and CMH Services. And that money made a huge difference. “First of all, I was looking at working 40 or more hours a week to fund my senior year’s tuition bill,” Bellin said. “I did not receive nearly as much financial aid my junior and senior years as I did in my sophomore year. I have been trying to maintain a 3.5 grade point average throughout my college career while working fulltime for most of it. Although I have come to realize that a high GPA does not count for much by itself, I feel that when it is combined with other extracurricular activities and accomplishments it can be of great benefit in both the short-term and long-term. So for the short-term, this scholarship has helped me both finance my tuition and reaffirmed that all the hard work that I put into my academics has not been pointless.” He is double-majoring in transportation and logistics management and economics. “I chose these two because the
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Feature world of business is highly competitive and the demand for transportation of goods and commodities is only going to increase. I want to work where the demand is. In the highly globalized world that we live in, virtually all the goods that we use are the product of massive supply chains. Supply chains require transportation. As a result, an effective, efficient transportation system becomes necessary for firms to stay competitive as the price of energy continues to grow,” Bellin said. He plans to work for a pipeline company, but would go another direction if an opportunity comes along. Tina Zhao, working on her masters of business administration degree at the University of Wisconsin-Madison, received a $ 9,000 Crane Manufacturers Association of America Honor Scholarship. “It means a lot both financially and non-financially. It helps to reduce the burden of living cost, at the same time, it has strengthened my confidence in the career of supply chain management,” Zhao said. She is majoring in supply chain management, which she says is “a very important part in the whole value chain of a company. A competitive and efficient supply chain can impact the company positively on both bottom line and also top line.” She saw the value of supply chain management during eight years of work as a sourcing engineer in China, and intends to continue her career in supply chain after graduation next year. “I want to know more about business culture and practice in the United States and I want to extend my knowledge area of logistics, so I choose Wisconsin School of Business to improve myself.” Caiqin Wang is an industrial engineering student at Penn State and the recipient of a $5,000 Howard Bernstein Scholarship sponsored by EnerSys. The analytical part of industrial engineering appeals to him. “I love math and science. I am always curious about how all the machines work. Engineering is the best major that fits my interests. Compared with other engineering majors, industrial engineering is the one that is most related to real life. It can be applied in every aspect of life. I do not want to be a person who spends a lot of time in lab doing research. Instead, I want to make impacts and drive changes. I need to see the contributions I can make for the company, such as the amount of money I save for the company, the percentage increase in the production rate, and so on,” Wang said. “Industrial engineering courses focus on improving students’ analytical skills and also providing students with basic material handling and supply chain background. The design and analysis of manufacturing system knowledge can be applied very well in material handling. Industrial engineering is all about improving the efficiency and reducing the cost, which involves reducing inventories, demand forecasting, reducing lead time and so on,” Wang said. He graduates in December and will join a Reckitt Benckiser graduate program. “I will do three rotations, which are all related to supply chain. This rotational program is a three-year program. After working in different positions, I will find out which suits me best. After I gain enough experiences, I hope I can start my own business in China. I want to have a consulting company in China to help the factories in China to improve their logistics systems.” Alex Shuster is a Clarkson University student majoring in engineering and management. His $5,000 Bernstein scholarship is
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Feature sponsored by the Atlas Companies. His major “integrates business management with engineering, science and technology. My sister, Morgan Shuster, inspired me to come to Clarkson and choose this major because she had already been through the program. I feel that it is important to have skills in both business and engineering because you can bring a broad business and technical perspective to complex industrial management.” Shuster has a concentration in global supply chain management. He has worked for GE Power and Water as a lean manufacturing intern in Salem, Virginia, and then as a sourcing commodity leader in a co-op program in Greenville, South Carolina. “Both experiences have helped me grow as an individual and as a professional giving me insight to shape my future career path,” Shuster said. “Next summer after my internship with GE Power & Water, I plan on applying for their operation management leadership program. It’s a two-year rotational program in which you experience a different job every six months. One of the required jobs is being a supervisor and leading a team of people. Another job deals with sourcing, where you could work as a commodity site leader or a sourcing quality engineer. I am very excited to apply for this program because it’s a great way to grow your career and test your leadership skills.”
The Ecopoint charger from Ecotec is a full featured industrial battery charger available in 2 models for 8 hr. and 10 hr. recharge. The standard ECO-250 control offers data management normally found only in much more expensive chargers. For pallet jacks, consider the fully automatic STC taper charger. Plugs into any 120V outlet for convenience and portability. For the ultimate in efficiency and flexibility, consider the Access high frequency charger. Models are available for both conventional and opportunity charging.
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Aftermarket John R. Walker
Knowing & understanding your aftermarket opportunities Information provides the framework from which a dealer develops his strategy to increase aftermarket volume, profit and market share. Inadequate information means an inadequate framework and an unworkable strategy! It was a little over twenty years ago that we wrote these words in one of our first articles of our monthly series of articles. Unfortunately, little has changed. Every year both manufacturers and associations calculate and pinpoint product market share and can accurately indicate to their dealers what their particular market share was for specific lines of product. Surprisingly however, if you ask parts or service managers for their market share, they would be hard pressed to come up with anything but a wild guess. In the typical equipment dealership, the overall market plan and/or budget plan for parts and service is little more than a simple percentage increase of last year’s performance. We know of several manufacturers and dealer groups who are breaking out of this mold and developing specific information for their dealers to use in order to understand what the dealer’s specific unrecognized opportunities really are. These manufacturers/suppliers are attempting to take the guess work out of establishing goals for both sales and profits. See our recent article: What do you know about your service market potential? We also feel that kudos are due to numerous computer system
suppliers who are showing their customers how to use this information. Parts and service sales are tied directly to the amount of equipment sold by the dealer to the end user. Every piece of equipment sold by the dealership should represent a parts and service sales opportunity. Most industry Cost of Doing Business studies only provide dealers one formula for measurement of their performance in product support and that formula is Contribution to Total Sales, and while this is a bit of a measurement it falls short of pointing out to the dealer what percentage are or are not buying the dealers service and parts. In other words what is the dealer’s market share in product support sales? Also it is obvious the Contribution Formula, goes up dramatically when equipment sales go down and the reverse when equipment sales drop off. Knowing your specific market for product support sales is an area of great vulnerability with most manufacturers and dealers. Without first knowing your true market potential, it is impossible to plan expenditures for: inventories, service facilities, training, hiring, advertising and promotions. An accurate Dealer Product Support Sales Analysis or Customer Profile is vital to the success of your parts and service marketing program. As marketing professionals you must visualize both equipment owners and types of equipment they own. If this information is not available to you through your manufacturer,
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Aftermarket tendency to go elsewhere for those same service and parts. You will then be able to focus on those customers who offer you the opportunity for increased parts and service sales. This entire process can be difficult or simple, based upon your record keeping methods. A computerized system may provide the information in a matter of hours. Most systems today are capable of tracking customer sales in parts and service and you will certainly want to begin developing your product support sales and profitability of those sales through the computer. Read our article: It is right in front of you! If the immediate task proves to be too difficult due to the high number of customers, limit your audit to the top15/25 customers unit wise. However, if you initially work in this manner, do not fail to complete the entire audit as soon as possible. You will find many sleeping giants in this over all profiling project. Donâ€™t neglect to develop into your profiles what we call product emphasis or maintenance items. These include, but are not limited to: oil and lube, filters, seats, paint, batteries, contact tips, bearings, hoses, tires, forks, teeth, buckets, blades, brushes, brooms and undercarriage. What are these product lines worth yearly to your dealershipâ€™s product support sales? As an example: Statistics and surveys indicate that the typical farmer will spend over $1,100 a year on oil and lubricants. Therefore, if a farm dealership had 300 customers, their oil and lube market would be $330,000 in customer sales. If last year the dealership sold $33,000 in oil and lube, they achieved only a 10% market share. Oil and lube is a very competitive market, no dealer will get all of the business. But by knowing what their market potential is, they can visualize their unrecognized opportunity and set goals and GET MORE CALLS TO YOUR BUSINESS programs to achieve a higher market share, WITH PAY PER CALL ADVERTISING and that is what it is all about! All customers are not the same! Pay Per Call Puts You on the Receiving End of the Line Average is the best of the worst and the Creating strong inbound marketing strategies are invaluable to building a business worst of the best. This has nothing to do where consumers come to you. Pay Per Call simply emphasizes to potential with customer satisfaction or customer retention. It has to do with the fact that customers that your business is readily available through the device they are most certain customers, because of the amount attached to: their mobile phone. As smartphone users increase, and our phone of your equipment they own, will offer becomes the essential tool for connecting with people and businesses alike, Pay your parts and service department greater Per Call is the most relevant and next-level arena to make sure you are present in. Â opportunity for both increased sales and increased profits. We have always recommended that in developing customer profiles you begin Call us to learn more: 1-800-431-8835 Call for a free 1 hour consultation, review and strategy proposal. to code the customer as to their profit prestigemarketing.ca opportunity to your dealership. You may want to use an ABC or 123 type coding. This coding will rank your customers by potential and you will then want to direct your efforts to those customers who will give you the greatest chance of sales increases and profitability. This coding works particularly well for dealerships that have product support sales personnel. The salesperson is better able to set up their call schedule based upon this coding.
then it can be pulled from either your sales and/or rental departments. Establishing an average worth in parts and service sales for a piece of equipment is what you should be searching for. You would certainly recognize that a piece of equipment used in a foundry three shifts a day, or in a rocky abrasive soil is going to consume more parts and service than the same piece of equipment used one hour a day in a relative clean operation. There are averages to be computed and these averages will show you where you are today in market penetration and where you can go with your market planning. Where do you start? We suggest you ask your manufacturer or supplier whether or not they have information available as to the worth of a particular piece of equipment in parts and service sales. If your dealership operates a rental fleet, you will have your own records as to parts and service usage for these units in operation. In other words, you are attempting to determine: What is the average tractor, combine, mower, trencher, sweeper, lift truck, loader, backhoe, grader, crawler or skid steer worth in parts and services sales yearly to your dealership. With a listing of your customers, the number of pieces of your equipment they own, and the average number of dollars they should spend with you versus the actual dollars they did spend with you, it is possible to determine your market share by customer. You will be able to quickly determine which customers are using your services completely and which customers have a
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Aftermarket Completion of this product support analysis on all of your customers will provide your dealership with a complete listing of your customers who are or are not using your aftermarket services. The backbone of any successful dealer product support marketing strategy is solid, accurate and usable information! Because of demand we have extended our special offer on our manual: Fourteen Steps To Marketing & Sales Success With Product Support! Email us your request with the name and address of your dealership and your position within the dealership and we will email you this document and you will be invoiced $14.99 payable only if you are satisfied. Email us at firstname.lastname@example.org. Being aware puts you halfway there!
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Nuts & Bolts Acquisitions, expansions & other business news
Linde Material Handling North America Corporation changes name
Bosch Rexroth donates $5,000 to Ace & TJ’s Grin Kids
Linde Material Handling North America Corporation announced on Friday, November 14 that it will change its corporate name to KION North America Corporation, effective on or about Jan. 1, 2015. This change will allow the company to better align itself with its European parent company, The KION Group and serve as a platform for the company’s KION 2020 North American growth strategy. “We will even further strengthen our Linde Brand with additional product offerings while at the same time grow the STILL Brand through future developments.” said Brian Butler, President & CEO. “As we align ourselves with the global development and manufacturing strategy of the KION Group, KION North America will become a significant contributor to the development and manufacturing of products specifically for the North American market.” The company hosted a commemorative ribbon cutting ceremony on Friday, November 14, 2014 at its North American headquarters located in Summerville. The ribbon cutting gave the company an opportunity to pause and reflect on its history and to mark a new beginning for KION North America. Guests included members of the Linde, STILL and KION boards along with several representatives from The KION Group. www.lmh-na.com
Bosch Rexroth, a Charlotte-based manufacturer of drive and control technologies for industrial and mobile equipment, donated $5,000 to the charitable organization Ace and TJ’s Grin Kids as part of the company’s annual North America factory automation sales meeting event. Ace and TJ’s Grin Kids was started by Charlotte morning radio personalities Ace and TJ in 2000. The organization is dedicated to enriching the lives of terminally ill or chronically disabled children in their listening area. The charity takes the children and their entire families on a five-day expense-free vacation to Disney World. Over the years, Grin Kids has been able to send more than 300 children and their families on this trip. Bosch Rexroth’s contribution was made through a performance by the local Charlotte band, Charity Case, whose goal is to book performances to raise funds for Ace & TJ’s Grin Kids. With Ace as the front man for the band, each member plays for free, while stage and sound crew members donate their time for each show. www.boschrexroth.com
Holland relocates its headquarters to accommodate growth
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Holland is relocating its headquarters to 700 South Waverly Road in Holland, Michigan. The move accommodates the company’s need for additional space due to its growing business. Holland is proud to remain in the community where it was founded and its roots are firmly planted. The new headquarters is located less than a mile from the prior location at 750 East 40th Street. Boxes have been packed and moving has already begun. Operations are expected to commence at the new Holland headquarters on December 8, 2014. The move from a 50,000 square foot building to the new 85,000 square foot state-of-the-art headquarters will provide Holland with the space needed to operate more efficiently and better serve customers while providing space for future growth. www.hollandregional.com
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AMT announces International Additive Manufacturing Award Competition AMT – The Association For Manufacturing Technology and VDW – Verein Deutscher Werkzeugmaschinenfabriken (German Machine Tool Builders’ Association) announced the launch of the International Additive Manufacturing Award (IAMA) competition. Applications for the IAMA are being accepted now through December 31, 2014. Rules, submission guidelines and additional details can be found on the new IAMA website: www.additive-award.com. The annual IAMA recognizes innovations in additive manufacturing for industrial applications. This includes developments in the design of systems or major components; advances in processes or materials; new applications; and data generation or measurement. Those in the industry, such as system producers, users, component suppliers, data modelers, and international academia, are invited to apply. A distinguished international panel of jurists from the media, industry and academia will choose the winning entry. www.amtonline.org
Grote Industries adding new jobs by 2017 Grote Industries, LLC, a manufacturer and marketer of vehicle lighting and safety systems, announced plans to expand its headquarters, creating up to 33 new jobs by 2017. The Madison, Indiana-based company will invest $20.7 million by the end of 2018 to renovate and equip its 370,000 squarefoot facility, accommodating new growth associated with its LED vehicle lighting business. In addition to installing new advanced manufacturing workcells in August, the company is also
upgrading existing capabilities to support a more lean production environment. “Grote’s success started in southern Indiana with innovative manufacturing techniques and the hard work of a Hoosier,” said Victor Smith, Indiana Secretary of Commerce. “Lighting systems in our cars and other places find their origins in Indiana, with growth made possible in a business environment rooted in limiting expenses and maximizing opportunity.” Grote, which currently has 1,288 employees globally, including 424 full-time Indiana associates, has already begun hiring for new positions in Madison. www.grote.com
Inmar, SpartanNash portray success of digital coupon program Inmar, a company that operates intelligent commerce networks, announced that the SpartanNash load-to-card (L2C) coupon program has grown to more than two million digital offers clipped – with redemption rates averaging close to 15 percent. SpartanNash, which operates 165 supermarkets in nine states, teamed with Inmar to add digital coupons to its yes Rewards loyalty program and launched the digitally driven shopper engagement initiative in October, 2013. SpartanNash’s yes Rewards program was originally introduced in 2010 and offers consumers access to in-store promotions, savings clubs, pharmacy benefits and fuel offers. The launch and subsequent success of the Michigan-based grocery retailer and distributor’s digital coupon program was the focus of a presentation made by John Ross, Chief Marketing Officer, Inmar and President, Inmar Analytics and Linh Peters, Vice President of Marketing at SpartanNash at the Shopper Marketing Conference & Expo in Minneapolis, MN. www.inmar.com
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Bottom Line Garry Bartecki
2015 ... A big year? 2015 has the potential to be a big year for both manufacturing and warehousing and thus a big year for material handling dealers ready and able to bring value to the marketplace. Last month we discussed how fast “change” is taking place and some thoughts on a plan to get and keep industry experts accessible at a moment’s notice. The goal being to be able to react quickly as business issues both internal and customer related come to light, and thus showing how your company can offer products, services and solutions in a timely manner that add value to the customer relationship. There is nothing new in the fact that customers are looking to become more efficient, want to reduce costs, increase revenue, all to improve margins and the bottom line. It is also expected that your company will help them do this. What’s new is customers now expect new ideas coming from you on an accelerated schedule, with the schedule itself on an accelerating schedule. Can’t or do not deliver and you will find yourself on the outside looking in when the next reorder date is reached. You noticed (I hope) that my opening remarks stated that 2015 could be a great year for dealers able to bring value to the market. Those dealers who have not changed their business plan to provide value added services and ideas on a regular basis may find 2015 to be another flat year. Ideas and solutions could come in the form to lower equipment ownership and operating costs, ideas to increase
residual values of units coming off lease, taking over portions of the customer fleet management process, ideas to find better and cheaper financing terms, tax planning ideas, training and safety programs and better communication to support company billing. Dealers may even want to consider topics their customers could use with their customers. There is no end to the list of solutions and ideas available from dealers and OEM’s if they just spend the time to cull them out of their employees to pass on to customers. Making it easier to do business with your company should be at the top of your solution list. From paperless transactions to automated confirmation of transactions to simplified ways to pay for invoices all go a long way to making doing business with you easier. And guess what, these processes benefit both sides of the transaction, thus making you more efficient in the process. Telematics also bring value added to the table. Being able to track the operating hours of both owned and rental units, idle time, PM schedules and “required repair” notices to avoid downtime help customers properly calculate the cost of equipment usage and ways to reduce that cost. The basic telematic data points are basic equipment info (make, model, ID), locations, cumulative operating hours, fuel use and distance traveled. This list is being expanded to include 19 more data points to include such data as fault codes, idle time, load factors, max speed and load counts to name a few. My recent trip to the AEMP Symposium on telematics really impressed me
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Bottom Line when I listened to how OEM’s, dealers and end users are using telematics to manage fleet costs and related operating costs they incur. What was really interesting was the requirement of some end users that dealers provide this information on the equipment they rent and own. Can your customers be far behind? In the end OEM’s are using telematics to find ways to better engineer their product to provide faster and cheaper solutions. Dealers are using telematics to manage both their rental fleet and customer fleets. Customers are using telematics to decide which equipment to buy and when to buy it, all based on the operating statistics they receive from the data points. Getting back to dealers being able and ready to provide solutions to customers, I have to tell you about my recent experience sitting in on a Bob Currie 20 Group meeting. 18 people present, 10 dealers represented, in operation for nine years. The nine years speaks for itself. The program, discussions, information and ideas exchanged was far above average. I have sat in and participated in such groups and on a scale of 1-10, this was a 12. The discussions were open and frank, the information provided very informative and practical, and the idea exchange very exciting to listen to as the 10 dealers professionally explained their idea and what it did for them in terms of customer satisfaction, cost reduction and revenue enhancement. There was not one weak presentation. Every dealer in the group had to come away with an idea to implement immediately in their operation. What a way to receive value added ideas to make available to customers and solidify the relationship. A BIG 2015…..it all depends on what you bring to the table. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail firstname.lastname@example.org to contact Garry.
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Human Element Herb Greenberg and Jo Moore, Caliper Corp.
What’s your succession plan? Succession planning is not usually a subject that many executives or companies enjoy addressing. Why? Because succession means change, and, as we all know, change can be very difficult. If we had our way, all succession planning strategies would start during the initial hiring phase – when a new candidate could potentially come on board as a salesperson, an administrator, a manager, or any other position. There is enormous evidence that suggests that, if you hire people with their future in mind (as well as your company’s), the likelihood that you will maintain loyal employees, increase their engagement, and align your goals with your talent will be dramatically increased. The reality is, or should be, that every hire you make is done so with consideration of how they will contribute to your company over the long term – not just in the role for which they are currently being considered. For example, if you’re looking to hire a sales manager, you will want to determine if that person is a good fit for the role now as well as investigate his or her aspirations. Is a sales manager position where this individual will want to stay for the rest of his or her life? If not, where does that person aspire to grow? And if you are aware of his or her aspirations, does your company’s future fit with where that individual is looking to grow? If you put growth opportunities in place for everyone you hire and have a career path outlined for each person, you will have a robust talent pool from which to draw once a critical
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position becomes vacant. And because the likelihood of success is increased when you fill higher level positions from within – versus hiring from the outside – you will not only minimize your rampup time for that person, but also save time and money on filling that role with the right person. As an even more significant result, your company will set itself up as an employer of choice, one that encourages employee growth, has a clear vision of succession, and understands how up-and-coming leaders can advance. There is a great deal to be gained from focusing on succession with each hire. Rather than simply asking ‘Can the person do the job today?,’ it is important to consider what the implications of that hiring decision will be in 6 months from now. What about in a year? How about 10 years? Succession planning, in short, should start with the initial hiring process, so that you have people available who are qualified for that next position upgrade. Filling a critical role isn’t something you want to decide upon when that position becomes available. If the role does become available, you should already know who will be able to step into it and be successful.
Four tips for creating a successful succession plan Having a succession plan should be a priority for every organization. Developing and retaining leadership talent is both a strategic and economic necessity. Strategy cannot be effectively implemented without the right leadership – and the right succession plan. Filling positions internally affects the bottom line by reducing the time needed to reach proficiency and eliminating hiring costs and turnover or rejection due to a poor fit with current organizational culture. Some organizations have compromised leadership qualities just to fill openings in key positions when there is not a ready-now candidate. And most current executives will say that they weren’t prepared for their first leadership role. As most companies do not have the time or resources to develop leadership skills in everyone, Caliper suggests that the focus be placed on those individuals with the highest potential to succeed. Below are a few tips for improving your succession efforts. Tip 1: Have a clear vision of where the business is going. Depending on your future growth goals and plans, you may need different kinds of leaders than you have today. As most executives tend to look for someone much like themselves when choosing a successor, we remind you to think critically about how the future will affect your needs. The focus should be on the development of leaders who can run the organization as it will be, not necessarily as it is now. Succession plans must be closely linked to business plans and strategy. Tip 2: Don’t waste time having leaders choose their replacements. Stop those pesky chores of completing replacement planning forms! Instead, develop a high-potential pool of “ready now” candidates to take on leadership jobs in general. Great leadership
Human Element does not necessarily equate to great technical expertise. Having a broad range of experiences allows leaders to grow and develop a better, richer understanding of the organization as a whole.
Tip 3: Make your time investment in succession planning worthwhile. Do you tend to have the same discussions about the same people each year only to find that they are not any more ready than they were the year before? Succession planning is pretty much a futile effort unless it acts as a working, evolving guide to the development of your people. Make sure you cast a wide net at all levels when identifying leadership potential. The criteria on which you assess potential must be objective and fair. Everyone should know what it takes to be considered a future leader. Tip 4: Provide real development for real people. People learn by doing. The worldwide primary methodology for simultaneously developing leaders, building teams, and improving organizational capabilities is Action Learning. Development by working on real, important, and urgent business problems is transformational.
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About Caliper - For nearly half a century, Caliper has been helping companies achieve peak performance by advising them on hiring the right people, managing individuals most effectively and developing productive teams. The accuracy, objectivity and depth of our consulting approach enable us to provide solutions that work for over 25,000 companies. To find out more about how Caliper can help you identify and develop people who can lead your organization to peak performance, please visit us at www.calipercorp.com or call us at 609-524-1200. Email firstname.lastname@example.org to contact Caliper.
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Shifting Gears Industry personnel and organization news
Grote adds two to growing sales teams Responding to the needs of its aftermarket and OEM business units, Grote Industries has announced new additions to these sales teams. For its aftermarket business, Malin Lewis has been named to cover the growing southern California territory. “Malin has wide and successful experience selling in the financial marketplace, said Grote Director of Aftermarket Sales, Matt Forner. “His skills Malin Lewis using a range of strategic growth strategies and his proven relationship building skills will be a benefit to our aftermarket partners and our sales team as well.” Malin will be covering the southern California territory. Ryan Taylor has joined Grote’s OEM Sales team. “Ryan is covering the western OEM territory including key heavy duty trailer, equipment, body builder, and other Ryan Taylor existing OEM accounts in the western US,” said Kent Bode, Grote’s Director of OEM Sales. “Ryan has deep experience in the Heavy Duty arena, previously employed at Phillips Industries as a Territory Sales Manager, where he serviced customers with both OEM and aftermarket products.” A native Californian, Taylor has experience in the lighting industry and also fleet accounts. www.grote.com
Clark appoints new dealer development manager CLARK Material Handing Company has announced the promotion of Rob Smith to dealer development manager, reporting to Scott Johnson, Vice President of Business Development. In this new role, Rob will be calling on both existing and prospective dealers. Rob will be supporting our existing field sales team with the training of dealers on CLARK’s many systems, programs, services Rob Smith and products. Additionally, he will canvas open territories for potential dealer candidates. His previous experiences here at CLARK and in the field with other forklift OEMs makes Rob uniquely qualified to execute this position. We look for Rob to also expand on the companies’ market analysis and reporting sophistication as he expands into this role. Rob has over ten years of prior forklift sales & marketing experience in the material handling Industry. He is a graduate of the University of KY where he earned a BBA in Marketing. Rob will be an excellent addition to the Dealers Services team, and his previous experience will ensure an immediate impact. Rob and his wife, Lori along with their two sons, Andrew and Colin will continue to reside in Lexington, KY. www.clarkmhc.com
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Appleton Group appoints new director of marketing Gautam Patel has been appointed director of marketing for Appleton Group, effective October 1. A business unit of Emerson Industrial Automation, Appleton Group is a premier, fully integrated manufacturer of electrical products with leading global brands that include Appleton®, EasyHeat®, Nelson®, Nutsteel®, O-Z/Gedney®, and SolaHD®. In his new position, Mr. Patel will oversee strategic planning and development of online advertising, social media, public relations, websites, digital tools, branding standards, search engine marketing, and sales support for Appleton Group brands across the Americas, Europe, Middle East, Africa, and Asia Pacific. In appointing Mr. Patel, Kerry Nedic, Vice President of Marketing for Appleton Group, stated, “As we further strengthen our brand leadership in a rebounding global economy, Gautam brings the strategic vision, web-based marketing experience, and technical vision Appleton Group needs to realize its full potential and expand its online presence.” Mr. Patel has 15 years of Internet and online marketing experience with top-tier firms serving industrial and consumer markets. Prior to joining Appleton Group, he served as Vice President of Digital Marketing, Director of Business Intelligence, and Internet Marketing Manager for Career Education Corporation. www.emersonindustrial.com
Pioneer Paul Laroia to retire from NMHG NACCO Materials Handling Group (NMHG), the parent company of Hyster Company and Yale Materials Handling Corporation, announces that its vice president of aftermarket, Paul Laroia, has indicated plans to retire. Laroia will stay with the company through the end of the year to ensure a smooth transition. As a well-respected industry leader and driving force in the Paul Laroia success of the company, Mr. Laroia’s career has been marked by a passion for innovation and a dedication to quality service. He joined Hyster Company in 1970, and by the age of 25, had become the youngest manager in the company, overseeing advertising and sales promotions for the Hyster European Headquarters. In 1980, he transferred to the Portland, Ore., corporate office and in 1984 to the Danville, Ill., facility to manage the company’s parts, service and warranty operations. Later Mr. Laroia became the director of group marketing and Latin American operations at the NMHG America’s Headquarters in Greenville, N.C. Then from 2005-2009, he served as president of Hyster Company, and following a subsequent restructuring, as NMHG’s vice president of aftermarket, his current position. www.hyster-yale.com
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CLARK appoints new authorized dealer CLARK Material Handling Company announced it has appointed Buffalo Lift Trucks, Inc. an authorized distributor of CLARK products in the Buffalo, NY APR. Buffalo Lift Trucks is a full service CLARK dealer, featuring full sales and service departments, a rental fleet, an aftermarket parts department as well as a full offering of allied products. “Buffalo Lift Trucks, a lift truck performer since its’ founding in 1985, is a great addition to the CLARK family of authorized Dealers”, commented Scott Johnson of CLARK. David Frank and his management team, including Paul, Dennis and Cathy bring a great deal of hands-on, practical experience to CLARK and the Buffalo market. Their attention to promoting and selling CLARK goods and services should yield strong and immediate results. Their energy and enthusiasm for mutual success is genuine and will be well received in the Buffalo market.” www.clarkmhc.com
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Raymond marks 75th anniversary of product innovation The Raymond Corporation is commemorating the 75th anniversary of two inventions that revolutionized the material handling industry: the hydraulic hand pallet truck and double-faced wooden pallet. These innovations were developed by George Raymond, Sr., founder of Raymond, and William House, the first engineer for Raymond, and patented on Nov. 7, 1939. “On occasions such as this, I reflect on the many achievements of my grandfather,” says Steve Raymond, grandson of George Raymond, Sr., and president of Raymond Handling Concepts Corporation, an authorized Raymond Sales and Service Center. “Although my grandfather was a man of great vision and ingenuity, he would be astounded by today’s technological innovations — both in the company’s broad line of products and the methods used to produce them. He also would be pleased that many Raymond products still are manufactured at the plant in Greene, New York, where he founded the company.” Originally established as Lyon Iron Works in Greene, the small foundry purchased in 1922 by George Raymond, Sr., marked the beginning of Raymond’s contributions to the material handling industry. In its 92-year history, Raymond has developed and patented technologies that have become industry standards, including the hydraulic hand pallet truck and the double-faced wooden pallet. www.raymondcorp.com
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Datalogic and PAC 2000A enter an innovative agreement
Ergodyne announces new eastern regional sales manager
Datalogic has recently signed a partnership agreement with the PAC 2000A Group, a retail cooperative affiliated to the Conad Group (Consorzio Nazionale Dettaglianti). The agreement between the two companies stipulates that PAC 2000A members shall be entitled to buy Datalogic devices through a single channel for delivery at predefined conditions. PAC 2000A has grown rapidly over the past few years, achieving a consolidated production value of about 2.5 billion euro, which make it the most important retail group in the regions of central and southern Italy (Umbria, Lazio, Campania and Calabria), as well as the largest cooperative in the Conad world. In order to cover its about 1,000 points of sale and over 3,000 checkouts it has become necessary to streamline the Group’s Supply Chain by reducing costs for its affiliates. The agreement with Datalogic has made it possible to achieve this goal with a high-quality service delivering cuttingedge products at a competitive price. The range of solutions offered by Datalogic to PAC2000A includes the Magellan 9800i, Magellan 8400, Magellan 3200Vsi, Magellan 3300 Hsi, Magellan 1100i and QuickScan 2400 2D bar code scanners, all of fitted with a state-of-the-art imaging technology. www.datalogic.com
Ergodyne announced the addition of Eastern Regional Sales Manager, Donovan Baker. Donovan Baker brings 17 years of industry experience, most recently working as National Account Manager for Salisbury by Honeywell. Based out of North Carolina, Baker will support Ergodyne’s diverse end user customer base, independent manufacturer representative groups, and distributor partners Donovan Baker throughout the Eastern region. “We are excited to have a focus in the ever-growing and extremely important Eastern sales region,” said Mark Lindstrom, senior vice president of sales at Ergodyne. “Not only will he support our on-the-ground troops by expanding the reach of our FR collection, but his Flame Resistance PPE know-how gives us an extra boost of street-cred.” Donovan Baker officially stepped onto the Orange Planet November 11, 2014 and can be reached at firstname.lastname@example.org or 828.545.1270. www.ergodyne.com
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Sales Trends Dave Kahle
Question and answer: No control
Help! I’m so frustrated. I just attended a “sales training” program that never addressed the real issues that I have to deal with every day. What causes me problems is not my lack of sales ability, it is my company’s back orders, the lack of responsiveness and competence in my customer service people, and the mistakes in delivery by the warehouse. Those are the real issues. What can I do about those things?
Thank you for a “real world” perspective on the real issues that impact the ability of real sales people to do their jobs. I appreciate you asking the question that so many sales people are hesitant to ask. Believe me, I understand. For much of my life, I dealt with those same issues. It seemed like my results (and my income) were totally dependent on how well someone else did their jobs – materials management, customer service, delivery, etc. No matter how effective I was, my efforts could be totally sabotaged by a problem in inventory, quality control, warehouse or delivery. How do you deal with this?
1. Put it in perspective. Keep this in mind. Your customers may point out your problems with delivery, back orders or quality. As a result, you think that your company is the worst performer out there. The truth is that your company is probably no worse than your competitors. Your customers may complain about you, and since you are the one fielding the complaint, you take it personally and think it is just your company they are complaining about. Trust me, when your competitor is calling on them, they are likely saying the same things about his service to him. So, your reaction is probably a bit too extreme for the circumstances. Unless you are going through a particularly horrible time, you are probably no worse than your competitors. You probably don’t have any more problems than your competitors do. So, first, realize that the situation is probably not as bad as you think it is. Relax a little bit.
2. Communicate the specifics to the appropriate powers within your company. Two keys to this statement: a. Specifics. Don’t say, “We’re losing business because our price is too high!” Do you know how many times your management has heard that? Hundreds. It has no meaning because it is too general. Say, instead, “I lost a deal for $10,000 at XYZ Corporation because our prices on ABC products were 4% higher than our competitor, CCC Company.” Your boss can’t deal with generalities that have no substance to back them up. But he can deal with the specifics. If you can’t collect and communicate specifics, you’re not going to be persuasive. b. The appropriate powers. If the problem is delivery, take your case to the head of shipping. If your problem is back orders, take your case to your material manager. Communicate the specifics to those people who have the authority to do something about them. Complaining to your colleagues will not solve anything.
3. Do what you can do to alleviate the problem.
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I understand that the problem is some other department or person. However, I also know that your behavior influences your company’s ability to perform. And, while you can’t change other people, and you can’t change other departments, you can change your behavior. So, search for the little things you can do that will help with the problem. For example, let’s say that you are plagued with back orders. What can you do to positively influence this problem? It may be that: a. You could be more conservative in your promises to your customer. Instead of promising that new item next week, you could say, “We should be able to deliver that first order within 30 days.” Manage your customer’s expectations.
Sales Trends A back order is an order that isn’t received when the customer expects it. Change his expectations, and you’ll impact your back orders. b. You could communicate new demands to your materials manager before it happens. If you expect an order for a substantial number of gadgets, for example, let your materials manager know how many you expect to sell and when you expect to do it. Don’t let the actual order be a surprise to your inventory control person. c. You could check on your inventories of an item before you promise delivery of it. You could take a moment to check to see if you have sufficient stock of an item before you tell the customer that he can have it next week. Don’t misunderstand me. I’m not saying that you are the reason for back orders, or mistakes in shipments, etc. But, you are part of the system. And, by changing your behavior, you can influence the performance of the total system. Accept your responsibility to do what you can to help the situation.
4. Trust your coworkers. When you are in the heat of the battle away from the office, it is easy to imagine the incompetent and uncaring people who manage things inside. However, when you go speak to them, and see the situation from their point of view, you’ll often discover that they are just as intent on serving the customer as you are. They are, in their areas, just as competent. Instead of pointing fingers from a distance, see the world from their point of view,
have some empathy for them and trust them to do the job for which they are paid.
5. Be proactively honest with your customers. Don’t make promises you can’t keep. Don’t make excuses that aren’t real. Don’t blame anyone else. Admit your company’s problems, be honest about what you are doing, and offer the customer some options. In my tenure as a sales person, back orders were a constant headache. I’d get on the computer every morning, and print out a back order report for the customers I was going to call on that day. I’d then get on the phone with my favorite customer service rep, and strategize how to expedite those orders. I’d have a solution for every back order before I left my house. When I made that day’s calls, I’d say, “XYZ product is backordered, but we expect to receive them on the 10th, and I’ve already put in an expedited order for you. You’ll have them on the 12th.” I’d proactively identify the problems, create solutions and then be the one to inform the customer of both. By the way, you’ll find this kind of insight into dozens of sales issues in our Sales Resource Center. It houses 435 training programs to help everyone live more successfully and sell better. All delivered over the internet, 24/7, for one low monthly fee. Dave Kahle has trained tens of thousands of distributor and B2B salespeople and sales managers to be more effective in the 21st century economy. He’s authored nine books, and presented in 47 states and eight countries. Sign up for his free weekly Ezine or visit his blog at www.davekahle.com. E-mail email@example.com to contact Dave.
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Your Business Eileen Schmidt
Shoppa’s Material Handling celebrates 35 years When Shoppa’s Material Handling business began 35 years ago, it was a privately-held Toyota equipment dealership in the Dallas-Fort Worth area. Today, the company headquarters remains in Fort Worth, but the business encompasses nine locations across the state of Texas and in Kansas City, Missouri. It employs 350 workers, has plans for continued growth, and offers a comprehensive line of industrial equipment brands. Those brands include: Toyota, Genie, JLG, Aichi, Bendi, Drexel, Advance, Columbia Par Car, EZ-GO, Cushman, Sun EV and Vantage Vehicle. The company carries narrow aisle forklifts, pallet jacks, aerial equipment, spotter trucks, golf cars, floor cleaning equipment and utility vehicles, according to the business website. Throughout this 35-year history, Shoppa’s has striven to maintain a tradition of excellence, said Jim Shoppa, current company president. Shoppa’s has won the Toyota President’s Award – an award Shoppa said is distributed to dealers demonstrating excellence in parts, service, equipment sales, customer satisfaction and dealership operations – 13 times in the business’ tenure, including last year. “Shoppas has always been committed to exceeding customers’ expectations,” he wrote, in an email. “The company had its
humble beginnings as a warehouse rack and forklift service company with a handful of employees. Quickly Shoppa’s became the local authorized Toyota forklift dealer and grew alongside the Toyota brand with a reputation for quality, safety and productivity,” Shoppa said. When the company received the Toyota Presidents Award in 2013, local news site BrownwoodNews.com reported that Shoppas was one of 15 recipients of the award from among 70 dealers and 225 dealerships across the U.S. and Canada. Even recent years that have brought so much economic turbulence have been a time of stable growth for Shoppa’s Material Handling. Jim Shoppa attributes this to several things, starting with the Texas economy. The state’s economy added 421,900 total nonfarm jobs over the year, according to figures released in late 2014 from the Texas Workforce Commission. “We have witnessed the Texas economy growing stronger and stronger over the last several years, culminating in another record-breaking month,” said Texas Workforce Commission (TWC) Chairman Andres Alcantar, in the late November report. “The diversity of our growing industries, businesses and skilled workers, has made for a prosperous Texas. I’m proud of all of them for making the Lone Star State great,” Alcantar said. Beyond the regional economy, Shoppa noted the significance to his business of “the Metroplex being a major distribution center.” The Metroplex is a term used by some to refer to the 13-county Dallas-Fort Worth metro area. Shoppa added that the company’s employees and anchor customers are also major factors in the success of the business. The industry’s future development will hinge on the growth of built-in technology, according to Shoppa. He noted coming advancements in safety, productivity, ergonomics, ease of operation, cost of ownership and environmental solutions. “As for Shoppa’s Material Handling, we will continue our commitment to customer service and willingness to do whatever it takes to provide customers with the most advanced material handling solutions available,” Shoppa wrote. Eileen Schmidt is a freelance writer and journalist based in the Greater Milwaukee area. She has written for print and online publications for the past 12 years. Email email@example.com or visit eileenmozinskischmidt.wordpress.com to contact Eileen.
**FORKLIFTS WANTED** We W i l l B u y Q u a n t i t i e s ! C a l l U s W i t h D e t a i l s - We Wa n t Yo u r S u r p l u s S t o c k
1 UNIT IN STOCK
2008 CAPACITY TJ5000
2009 LIFTKING LK6M22
DOT, Hours: 18,000 1 UNIT IN STOCK $
2006 TOYOTA 7FG35
1 UNIT IN STOCK
2010 TOYOTA 8FGL20 118”V Mast, Hours: 690
2010 TOYOTA 8FGCU30
1 UNIT IN STOCK
1 UNIT IN STOCK
2006 MISUBISHI FG25N
276” Quad Mast, Hours: Over 10,000
157”V Mast, Hours: 7,500
168”FV Mast, Hours: 1,200
1 UNIT IN STOCK
FORKLIFTS & NARROW AISLE EQUIPMENT
FORKLIFTS & NARROW AISLE EQUIPMENT
2004 Case 586G, 6,000 Lbs., Diesel Fuel, 252” Mast, Sideshifter
2008 Toyota 7BDRU15, 3,000 Lbs., 36V, 330” Mast, Sideshifter
2010 Toyota 8FGU15, 3,000 Lbs., LP, 119” Mast, Sideshifter
2006 Toyota 7BRU23, 4,500 Lbs., 36V, 330” Mast, Sideshifter
2008 Toyota 8FGU30, 6,000 Lbs., LP, 187” Mast, Sideshifter, Dual Drive
2004 Toyota 7FGCU45-BCS, 10,000 Lbs., LP, 187” Mast
2009 Toyota 7FBCU15, 3,000 Lbs., 36V, 189” Mast, Sideshifter
2006 Toyota 7FDU60, 13,500 Lbs., Diesel Fuel, 157” Mast, Sideshifter, Fork Positioner
2006 Terex TH842, 8,000 Lbs., Diesel Fuel
1.866.506.2200 • firstname.lastname@example.org www.shoppasmaterialhandling.com
Printed in the U.S.A. ©2014, The Ousset Agency, Inc. wo#4349
Available Used Equipment – More in Stock, Call Omar For Listing
SHOPPA’S HEADQUARTERS 15217 Grand River Rd • Fort Worth, TX, 76155 • P: 817.359.1100 • F: 817.359.1110 www.MHWmag.com
New Products See more new products online at www.MHWmag.com
Sovella introduces a new motor table for lighter loads
MCFA introduces new Jungheinrich® lift truck series
Sovella’s LMT is a light duty motorized ergonomic multi-purpose worktable, that can be equipped for many environments. The LMT system is well suited for light industrial, laboratory, light assembly, quality control, packaging and technical offices. LMT is designed to meet ergonomics standards for users in both seated and standing positions. Table frame is quickly adjustable by using an integrated linear actuator system, providing height adjustment from 25.39" to 45.08". A 1" thick worktop is included in non-ESD or ESD options. A wide range of accessories is available using Sovella upright modules M40, M48 and M60. Load capacity of the worktable is 330 lbs*, evenly loaded. Load capacity of the uprights is 176 lbs, evenly loaded. *If your application calls for a motor station with greater load capacity, please contact a Sovella representative for information on our full range of motorized workstations.
Mitsubishi Caterpillar Forklift America Inc. (MCFA), the provider of Jungheinrich® lift trucks and narrow-aisle products in the United States, Canada and Mexico, introduced the new 7,000 lb. model capacity to its Jungheinrich large electric pneumatic tire lift truck series. Featuring advanced AC technology for increased performance and productivity, the new EFG 535kS50 series features industry-leading lift speeds and increased energy efficiency. “We’re excited to offer this new, Jungheinrich smaller capacity electric pneumatic tire lift truck model in North America,” said Steve Rogers, senior product marketing consultant for MCFA. “The EFG 535k-S50 series is another example of Jungheinrich’s commitment to designing warehouse products that achieve industry-leading performance and productivity.” www.jungheinrich-lift.com
THE FORKLIFT PRO
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14400 Type: Big Pneumatic Tire Make: Hyster Model: H190HD Year: 2008 Capacity: 19,000 lbs Mast: 119/121 Standard Details: Diesel, 3-way, Fork Positioner, 84” Forks
15551 Type: Big Pneumatic Tire Make: Kalmar Model: DCE80-6 Year: 2007 Capacity: 17,500 lbs Mast: 124/147 Standard Details: Diesel, 4-way, Side-Shifting Fork Positioner, New Forks
14632 Type: Big Pneumatic Tire Make: Toyota Model: 7FDU80 Year: 2004 Capacity: 17,500 lbs Mast: 140/180 Standard Details: Diesel, 3-way, Side-Shifter, 72” Forks, Full Cab
15453 Type: Big Pneumatic Tire Make: Taylor Model: TE300M Year: 1991 Capacity: 30,000 lbs Mast: 160/183 Standard Details: Diesel, 4-way, Side-Shifter, 94” Forks, Fork Positioner
CONTACT US BY EMAIL January 2015
Bill Zemak - email@example.com David Herrera - firstname.lastname@example.org • Seth Caldwell - email@example.com
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Rubbermaid introduces new Quick Cart Rubbermaid Commercial Products is proud to introduce Executive Series Quick Cart, the industry’s most durable mini-cart solution, empowering staff to maintain areas discreetly and efficiently. Blend seamlessly into any environment with this versatile solution. Perfect for housekeeping, day cleaning, maintenance, and more! www.rubbermaidcommercial.com
Wrenching pipe collars prevent crushing and teeth marks A line of smooth bore, two-piece collars that feature wrenching flats and fit on six popular pipe sizes to facilitate installation and removal are available from Stafford Manufacturing Corp. of Wilmington, Massachusetts. Stafford wrenching pipe collars feature twopiece construction with a smooth bore which evenly distributes their clamping power; plus wrenching flats on the outside diameter to accept open-end style and pipe wrenches. Especially effective for removing frozen pipes and tubing, they let users apply torque using standard wrenches without crushing and teeth marks. Ideally suited for maintenance applications, Stafford
Give a Little
wrenching pipe collars are available for pipe sizes from 3⁄8" to 11⁄2" and come in 15 sizes to fit shafts from 1⁄4" to 3" O.D. Made from steel, stainless steel and aluminum, they can be configured to accommodate spanner wrenches. These wrenching collars also provide an easy way to turn shafts for alignment. www.staffordmfg.com
Quantum Storage introduces a new line of wire shelving carts The new PARtition Store units from Quantum Storage Systems have pull out wire or plastic mesh baskets. This new cart system is uniquely versatile as shelf heights can be changed quickly and easily, add-on units can be constructed and dolly bases can be added for to increase load capacity from 800 lbs. to 1200 lbs. The pull out drawer system allows immediate and easy access to items being transported. This new cart system is perfect for small parts distribution in the industrial sector transportation of bottles or jars in laboratories, and can give a health care practitioner a patient care delivery system. www.quantumstorage.com
May The Lord Bless Your Holiday Season and a New Year of Peace. PLUS, 4 More
Grindstaff Engines Inc.
The Favorite Gift
2 (5 oz.) Filet Mignons 2 (5 oz.) Top Sirloins 4 (4 oz.) Boneless Pork Chops 4 (4 oz.) Omaha Steaks Burgers 4 Stuffed Baked Potatoes 4 Caramel Apple Tartlets 49377WVK
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Call 1-800-230-3978 and ask for 49377WVK www.OmahaSteaks.com/mb48
CALL RICK or DEDEE PHONE: 800-896-7676 • 816/796-7676 FAX: 816/796-6053 E-mail: Rick - email@example.com Dedee - firstname.lastname@example.org
1041 S. VISTA • INDEPENDENCE, MO 64056
Self-laminating plastic labels permantly record handwritten entries
New versatile Hyster® tire handlers help maximize uptime
A new, patented one-part selflaminating label that can include sequential serial numbering and is designed to let users hand write-in calibration, inspection, installation, maintenance, and warranty information has been introduced by Nameplates For Industry, Inc. of New Bedford, Massachusetts. NFi Capturite® SelfLaminating Labels let users record information by hand and permanently seal it under a clear protective Mylar® laminate. Ideal for recording installation or inspection dates and other variable data, these one-part labels can be custom printed on a white or silver Mylar® base material and are water-proof and resist most chemicals and abrasives. Featuring 3M adhesives that adhere well to a variety of substrates including powder coat finishes and LSE plastics, NFi Capturite® Self-Laminating Labels can be customized to specific customer requirements. Suitable for indoor and outdoor applications, they can be supplied in 1" sq. to 4" x 6" sizes and can include words, graphics, logos, and sequential serial numbers. www.nameplatesforindustry.com
Hyster Company has introduced a new series of tire handling trucks for demanding applications in the mining, ports and intermodal industries. The Hyster® tire handlers provide fast and effective “total tire handling solutions” that help maximize uptime while promoting operational safety. In close association with Greenfield Products, LLC and Iowa Mold Tooling Company, Hyster now offers 21 tire handler configurations ranging from 5,000 to 36,000 pounds of handling capacity on the Hyster® H120FT through Hyster® H700HDS trucks. These versatile solutions are designed to handle tire diameters up to 164 inches, and are available in a number of integral models for dedicated tire handling, as well as hang-on quick-connect options for flexible transition between forklift and tire handler modes. “Tire service and maintenance can be a significant operational cost contributor in the mining industry. Hyster understands the importance of maximizing uptime, and getting a tire exchange done right the first time, while providing for flexibility within these demanding applications,” said Brett Schemerhorn, president of big trucks for Hyster Company. www.hyster.com
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APEM, Inc. introduces the FR series Hall effect thumb control
Simultaneous release 2:1 Merge for bagged products
APEM, Inc., a manufacturer of joysticks, trackballs and pushbutton switches introduces the new FR Series, a single axis three position Hall effect thumb control designed for material handling and construction applications requiring a reliable device for “change direction” and “gear switching” functions. Operating from a 5VDC supply, the FR is a three position controller providing an analog voltage output at each detent location. The FR Series features contactless Hall effect technology to provide long life performance. Available with single or redundant outputs, this three position controller is rated up to three million full forward to back lifecycles. The FR Series is environmentally sealed to IP69K and designed for operation in extreme temperatures from -40 to +85°C making it ideally suited for material handling, construction and agriculture applications. The FR Series may be specified with either 10" flying leads or a Molex 2.54mm (.100") pitch connector in the bottom of the housing. www.apem.com
Multi-Conveyor was recently challenged to merge two lanes of separately fed 12" long bagged food products that needed to merge into a single lane at 110 products per minute. The initial multiple servo solution would have exceeded the customer’s overall budget so MultiConveyor’s design team got to work to find an alternative, less expensive solution. After revealing that twin heads of the baggers could be set for a simultaneous release, and noting that the pair of conveyors traveled up inclines and through curves, MultiConveyor designed the system to maintain bag registration while calculating “speed to length ratios” necessary for proper product stagger at the merge. Even if the system is stopped and started again, the bagged product remains in position for a successful 2 to 1 combine. A powered side rail was used to maintain the position of the bags in the lane that was being plowed across the merge belt and into the gap between the bags in the lane that traveled straight through the merge. This solution reduced the overall cost of the system. www.multi-conveyor.com
More New Products on www.MHWmag.com
National oilwell Varco’s inventory Center drills down floor space
Ametek Prostolite Power launches wireless battery identification device
Since 1841, National Oilwell Varco (NOV) has been dedicated to providing quality and reliable products that work efficiently to drill targeted locations for the oil and gas industry. With over 800 manufacturing, sales and service centers worldwide, NOV prides themselves on meeting industry needs and requirements as quickly as possible. A leader in the design, manufacture and sales of equipment and components used in oil and gas drilling and production, NOV manages several technology solution divisions to keep up with demand in the energy industry. The NOV facility in Rosenberg, TX manufactures and services downhole drilling motors which are then transported to oil drilling rigs throughout the region. With over 10,000 SKUs on hand to support manufacturing, the inventory center was nearing capacity and struggling to provide lot tracking information. Taking advantage of a facility relocation, NOV replaced the standard rack and shelving in the inventory center with 2 Shuttle Vertical Lift Modules (VLMs) integrated with pick to light technology and inventory management software from Kardex Remstar. As a result, NOV reduced the size of the inventory center by 82% in the new building, is filling orders 64% faster and can easily provide lot tracking when necessary. www.kardexremstar.com
AMETEK Prestolite Power began shipping an advanced Wireless Battery Identification Device (WBID) that continually reads and stores information about lift truck batteries. It also announced major updates to DataLink 2, its data analysis software used in conjunction with WBIDs and battery Charger Interface Devices (CIDs). Working together, the WBID and DataLink 2 are designed to improve warehouse efficiency by gathering data wirelessly, monitoring battery usage and identifying potential problems that could lead to downtime. The new WBIDs provide critical information to extend battery life, solve service issues and help with warranty claims, according to AMETEK Prestolite Power Director Patrick Williams. Motive power batteries can be more easily monitored for voltage, temperature and amp-hour usage using the battery identification device number, voltages, amp-hour sizes and start rates. www.prestolitepower.com
USED AND NEW MATERIAL HANDLING EQUIPMENT
“World’s Largest Material Handling Distributor”
Since 1963 Associates, inc.
“World’s Largest Material Handling Distributor”
• • • • •
• Steel Containers Wire Baskets Since 1963 Hoists Wire Baskets Steel Containers Hoppers • Self Dumping Baskets Dumping Steel Containers Wire Hoists Self Hoppers • Shop Pans Pallet Racking Self HoistsPallet Racking Shop PansDumping Hoppers • Warehouse Carts Conveyor Racking Shop Pans PalletConveyor Warehouse Carts • Plastic Containers Rolling Ladders Conveyor Warehouse Carts
Melmor Associates, Inc. 840 Ann Avenue - PO Box 511 - Niles, OH 44446 Melmor Associates, Inc. 330-652-1784 phone - 330-652-1667 fax 840 Ann Avenue - PO Box 511 - Niles, OH 44446 www.melmor.com
Melmor Associates, Inc. 330-652-1784 phone - 330-652-1667 fax
840 Ann Avenue - PO Box 511 - Niles, OH 44446 www.melmor.com 330-652-1784 phone — 330-652-1667 fax www.melmor.com
Silicon Designs introduces MEMS analog surface mount accelerometers Silicon Designs, Inc. (SDI) announced the global market introduction of its Model 1510 Series. The SDI Model 1510 Series is a lower cost family of analog surface mount (LCC) MEMS variable capacitive accelerometers. They offer reliable general purpose vibration measurements at OEM volumes, with excellent longterm stability, across a variety of aerospace, automotive, energy, industrial, oil & gas, and test & measurement applications. Design of the SDI Model 1510 Series incorporates a micromachined variable capacitive sensing element and custom integrated circuit. The accelerometer produces two analog voltages which vary proportionately according to measured acceleration levels. Series units respond to either AC or DC acceleration, with choice of either +4V differential or 0.5 to 4.5V single ended output. Both outputs read nominally at +2.5 volts (at zero acceleration). The SDI Model 1510 Series is both nitrogen damped and hermetically sealed. Two reference voltages, +5.0 and +2.5 volts (nominal), are required. www.silicondesigns.com
PROTECT YOUR FORKLIFT FLEET PACE-One G2 Top Speed Limiter PACE-One ZSC Zone Speed Control With Multiple Speed Settings
Dot-Lok G2 Transmission Shift Inhibitor Traction Control Plug & Play Installation
MADE IN USA
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Safety Systems & Controls, Inc. 800/318-2022 www.loadingzonesafety.com
t Go red! SHRINKWRAP PROTECTION FOR e ’v Cove e TRANSPORT & OUTDOOR STORAGE W u o Y Large Heavy Duty ~ 6 Mil ~ Clear Shrink Polyethylene Bags
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FS F SIP
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Take the pain out of YOUR supply chain. Join the Rhino Team! Rhino Rubber, LLC is a global distribution company that provides quality industrial tire products and services. We are looking for dealers and distributors to be a part of the Rhino team that represents “Excellence in Service” with a commitment to the principles of continuous improvement, quality and competitive products. Our team will take the “pain” out of the supply chain process.
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ClearCap Covers Every lift should be equipped! ClearCap Forklift Forklift Covers Every lift should be equipped! TM
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OSHA standard 1917.43 (e) (1) (ii) clearly states, “Overhead guards shall not obstruct the operator’s view.”
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Advertiser’s Index Advance Metalworking Company, Inc.. . . . . . . . . . . . . . . . . . . . 22, 34
Dyna Rack. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Melmor Associates, Inc.. . . . . . . . . . . . . . . . 46
Dynamic Manufacturing Co.. . . . . . . . . . . . 30
Mor-Value Parts Company. . . . . . . . . . . . . . 24
ECOTEC LTD. LLC. . . . . . . . . . . . . . . . . . . . . . . . 12
Motor Tech, Inc.. . . . . . . . . . . . . . . . . . . . . . . . 5
Engine Power Source. . . . . . . . . . . . . . . . . . 15
Power Solutions Inc. . . . . . . . . . . . . . . . . . . 12
FB Chain Limited. . . . . . . . . . . . . . . . . . . . . . . 25
Products For Industry. . . . . . . . . . . . . . . . . 53
All Brand Forklift Parts . . . . . . . . . . . . . . . 18
Flight Systems Industrial Products (FSIP). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Rack Deck . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
American Industrial Transmission Inc. . . . . . . . . . . . . . . . . . 21, 28
Fork-Co USA Sales, LLC. . . . . . . . . . . . . . . . . . 19
Advantage Material Handling, Inc.. . . . . . . . . . . . . . . . 29, Insert Aftermarket Services. . . . . . . . . . . . . . . . . . 44 Akro-Mils Inc.. . . . . . . . . . . . . . . . . . . . . . . . . 11
American Vulko-Tread Corp.. . . . . . . . . . . . 55 Arcon Equipment, Inc. . . . . . . . . . . . . . . . . . 44 Bay Equipment Co.. . . . . . . . . . . . . . . . . . . . . 18 Bell Forklift Inc. . . . . . . . . . . . . . . . . . . . . . . 33 Cavaion Baumann USA. . . . . . . . . . . . . . . . . . 2 CharNor Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . 37 Clark Material Handling Co. . . . . . . . . . . . . 9 Connell Finance Co. Inc. . . . . . . . . . . . . . . . 14 CT Packaging Systems Inc . . . . . . . . . . . . . . 47 De Lage Landen Financial Services. . . . . . . 35 Ditto Valve.. . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Forklift Pro, Inc.. . . . . . . . . . . . . . . 42, Insert Forklift Safety Training Services. . . . . . . . 13 Gateway Rack Corp.. . . . . . . . . . . . . . . . . . . 32 Gregory Poole Equipment Company . . . . . 31 Grindstaff Engines, Inc.. . . . . . . . . . . . . 30, 43 H&K Equipment Company . . . . . 13, 25, Insert Hader Industries Inc. . . . . . . . . . . . . . . . . . . 23 Hamilton Caster and Mfg.. . . . . . . . . . . . . . . 3 Howard Bernstein Scholarship. . . . . . . . . . 7 Joseph Industries, Inc.. . . . . . . . . . . . . . . . . . 39
Regency Metals . . . . . . . . . . . . . . . . 46, Insert Rhino Rubber, llc. . . . . . . . . . . . . . . . . . . . . . 51 Safety Systems & Controls Inc.. . . . . . . . . . 47 Shoppa's Material Handling. . . . . . . . . . . . 41 Stellana U.S.. . . . . . . . . . . . . . . . . . . 17, Insert Summit Metal Products, Inc.. . . . . . . . . . . . 36 Superior Engineering . . . . . . . . . . . . . . . . . . 45 Thombert, Inc. . . . . . . . . . . . . . . . . . . . . . . . . 54 Transamerican Equipment Corp. . . . . . . . . 20 TVH . . . . . . . . . . . . . . . . . . . . . . . . 13, 56, Insert West Point Rack, Inc.. . . . . . . . . . . . . . . Insert Wy'East Products . . . . . . . . . . . . . . . . . . . . . 52
Material Handling Industry (MHI) . . . . . . . . 4
More advertisers & resources at www.MHWmag.com 52
How would you like to increase your sales & be more productive? McCORMICK PLACE SOUTH CHICAGO | MARCH 23-26, 2015
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Hercules Single-Stage Drum Dumper
36” Drum Height Capacity: 1000 lbs Overhead Clearance 95” 1-ph, 115V
Distributors GET YOUR FREE EXCLUSIVE BRANDS CATALOG! FEATURING STORAGE PRODUCTS | TRUCKS & CARTS MATERIAL HANDLING |DOCK EQUIPMENt | OFFICE PRODUCTS ENVIRONMENTAL & SAFETY PRODUCTS when you visit our booth #1178
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www.ProductsForIndustry.com/brands.html • P 800.548.4430 • F 800.336.6608
Keep on Rolling
You need lower costs and less downtime, which is why you need Thomber t Dyalon ® “A” wheels and tires on your electric lift truck. They take a beating while you get a good night’s rest. Our wheels steamroll the competition! Guaranteed life and lower costs! Test our Dyalon “A” wheels and tires against your current brand. Calculate your total cost per hour. If Thomber t is not lower, you get your money back. It’s that simple.
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American Vulko-Tread Mad e i n
U. S . A.
For more than 55 years
Suffering from LWD? (Load Wheel Dysfunction) We have the cure! Contact AVT for a better, longer–lasting, more satisfying load wheel experience. Put that smile back on your operator’s face! Our polyurethane wheels and tires resist premature failure and add longevity to reduce down time. Whether you’re moving slow under a heavy load or you’re a high–speed specialist, we’ve got your wheel. Increase your productivity today! We invite you to JOIN THE LEADER!
AMERICAN VULKO-TREAD CORPORATION 690 Chase, Elk Grove, Illinois 60007
(847) 956-1300 • (800) 323-6052
Fax: (847) 956-1339 • Web site: www.avt.us firstname.lastname@example.org
Anything to deliver for you
www.tvh.com | www.irmn.com