Trucks, Parts, Service 0919

Karmak announces integration with payroll, HR solutions provider

STEMMING THE TURNOVER TIDE Investing in your business can help retain your best technicians Our Driven by Data special report concludes with data integration guidance

16 September 2019

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contents

Volume 56 Number 9 September 2019

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Cover Story

/truckpartsandservice Trucks, Parts, Service

Editorial

Editor: Lucas Deal Equipment Editor: Jason Cannon Online Associate Editor: Bill Grabarek Associate Editor, Trucking: Tom Quimby editorial@truckpartsandservice.com

Design & Production

Art Director: Richard Street Advertising Production Manager: Leah Boyd production@truckpartsandservice.com

Sales

Director of Media Sales: Seth Becker sales@truckingmedia.com

Corporate

Chairman Emeritus: Mike Reilly President/CEO: Brent Reilly Chief Operating Officer: Shane Elmore Chief Financial Officer: Kim Fieldbinder Senior Vice President, Sales: Scott Miller Senior Vice President, Audience: Linda Longton Senior Vice President, Acquisitions & Business Development: Robert Lake Senior Vice President, Data: Prescott Shibles Senior Vice President, Digital: Nick Reid Senior Vice President, Strategy and Marketing: Julie Arsenault

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Trucks, Parts, Service (ISSN 0895-3856) is published monthly by Randall-Reilly, LLC, 3200 Rice Mine Road N.E., Tuscaloosa, AL 35406. Periodicals postage paid at Tuscaloosa, AL and additional offices. Subscriptions: $50 for one year, outside USA add $10. For change of address and other subscription inquiries, please contact: truckparts&service@ halldata.com. POSTMASTER: Send all UAA to CFS. (See DMM 507.1.5.2); NON-POSTAL AND MILITARY FACILITIES: send address corrections to Trucks, Parts, Service 3200 Rice Mine Road N.E., Tuscaloosa, AL 35406.

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2019 Special Report — Trucking’s Technician Shortage:

Keeping your best in the bay

26

Features 8 Maintaining an effective trailer sales force 16 Driven by Data: Managing a successful data integration 37 Distributor of the Year finalist: Kentucky Truck Parts

Departments 1 2 6 39

Editorial Staff Editorials Industry Report News

40 43 47 48

Safety Recalls Products Classified Ads Advertisers’ Index

Online Resources

Visit our website for more business and technical guidance, industry news and event and product information at TPSmagazine.com September 2019 | Trucks, Parts, Service

1

editorial | Lucas Deal

Cultivating customers in an interconnected world

By Lucas Deal, Editor lucasdeal@randallreilly.com

S

ocial media gets a bad rap these days and it’s not entirely undeserved.

Though social networking has revolutionized the way we communicate and interact, it seems as if in recent years that revolution has weakened our social structure rather than enhanced it. The digital world has become a bleak, hostile place where everyone is angry and (unless you’re on Facebook) no one knows your name.

It’s the total opposite of “Cheers,” and there aren’t even drinks to make it tolerable.

At least that’s what we’re told out here in the analog world. The “real” world. That social media is a mess of digital fury and despair — an honest to goodness “wretched hive of scum and villainy” — that should be avoided at all costs.

And, sure, I guess you could do that. But I wouldn’t recommend it.

Why do I say that? Why am I sending you into the lion’s den? I have two main reasons.

The first one is the obvious one. The one you’ve likely already guessed. Believe it or not, the online world isn’t that treacherous. You can survive there. You can even enjoy it.

Arguably, social media’s biggest advantage over traditional social interaction is its selectivity. And I don’t mean that in a hermit-type way.

Social media enables you to curate the content you’d like to read (and avoid). If you want to talk politics you can. But you don’t have to. You also don’t have to listen to people complaining about their job, or their spouse, or anything else.

You can mute or block or unfollow those accounts and you’ll never hear from them again. It’s like having a big “nope” button to push when a conversation strays too far off target.

Conversely, you can actively choose the accounts with

whom you want to interact or hear from. If you’re a Dallas Cowboys fan you can cover your feed with silver and blue. If you’re not, you don’t ever need to see that star. And it works for any topic. Sports. Entertainment. Politics. History. Science. Even trucking.

That last one brings me to my second point. Customers are on social media.

I can’t tell you how many of them are active and which ones are on which platforms, just trust me when I tell you they’re out there. If you require more confirmation, I’d like to cede the floor to 2019 TPS Distributor of the Year finalist Kentucky Truck Parts.

When chatting with the company’s Vice President Connor Gregg last month for the article on page 37, Gregg was adamant in mentioning how valuable social media has been in the growth of his business. He told me it was social media that helped spread the word about Kentucky Truck Parts after its grand opening in 2016 and it’s social media that has since become the company’s strongest generator of new customer leads.

“We get messages almost daily on Facebook from people asking if we carry this or that and how soon could we deliver it,” says Gregg. “I know that may sound silly to some people but if you respond quickly and someone else sees it, maybe they will be willing to do the same.”

His point is a good one. If a customer calls you about a part and you helpfully respond, that customer will be satisfied.

But unless he actively shares his experience, you two may be the only people who ever know about the interaction.

Social media doesn’t work like that. When you do a good job, everyone following you and your customer sees it. Doing your job well becomes your best marketing tool.

I think that’s worth entering the lion’s den.

Doing your job well becomes your best

marketing tool.

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Trucks, Parts, Service | September 2019

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editorial | MacKay & Company

Using order data to optimize inventory

By Richard Ilseman MacKay & Company

I

nventory optimization is a tricky business. Most inventory is made up of two major segments, expected demand over a replenishment lead time stock and safety stock to handle any demand variability.

So if the lead time from your supplier on a part is typically five days and your customers on average order 10 pieces per day, you would need 50 pieces in inventory to handle that average demand. However, if demand is really 10 pieces per day plus or minus four pieces, you would need to add enough safety stock to handle those times when customer demand exceeds 10 pieces per day.

Optimizing inventory is largely about optimizing safety stock. Variability of demand and the fill rate you wish to provide to your customers drives safety stock. Optimizing safety stock begins with making the most accurate forecast you can of demand and demand variability.

Using order data to forecast demand: Using order data from your customers is a good starting point to develop an accurate demand and variance forecast. Here are a few helpful hints to get you started: Smooth the data: When customers order they are normally using some type of inventory replenishment model themselves. This means what they order from you not only includes true end-customer demand, but may also include safety stock for their system, extra units to take advantage of any volume discounts or perhaps a sales program they may be offering that can temporarily spike demand. Smoothing order data helps reduce forecast error.

Determine seasonality: Keeping at least 24 to 36 months of customer order data will allow you to see any seasonality in the parts you sell. Identifying seasonality reduces forecast error.

Keep track of part supersessions: When keeping several years’ worth of data in your forecasting model, it is very important to track supersessions so you can more accurately forecast trends in like families of parts.

Beyond order data: Using true point-of-sale (POS) data from your customers is a big step up from raw order data. POS data represents true end-customer demand and strips out most of the noise that you see in order data.

In addition, you can see how many pieces a customer purchases per transaction. Using this information should provide more accurate estimates of variability that will allow you to better forecast your optimal safety stock.

Big Data – The Next Frontier: Big-data models are generally more appropriate for large suppliers/OEMs that need to adapt quickly to new model/parts introductions and make more accurate all-time buys on older components. While order or POS data works well for parts with stable demand, they are not the best for parts at the beginning or end of their lifecycle. The increasing speed with which OEMs are introducing new models and/or new technologies make this a common occurrence.

With the increasing availability of sensor data, warranty data, engineering mean-time-to-failure data and VMRS data, you can begin to utilize the software tools now available to analyze this “big data.” For example, demand for a particular truck component can be forecasted based upon expected failure rates and the population of trucks having that component now and in the future.

For most of you, using order or POS data as the basis for forecasting is all you need to effectively optimize your inventories and better serve your customers.

Richard Ilseman joined MacKay & Company in September 2014 after 40 years with Navistar International. While at Navistar, he piloted, designed, implemented and supported a vendor-managed inventory system. As an accomplished SAS programmer, Ilseman conducts statistical analysis and survey tabulation at MacKay & Company.

4

Trucks, Parts, Service | September 2019

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Truck orders fall into trough The North American Class 8 new truck market crashed through its floor in July as FTR and ACT Research reported the market recorded its lowest monthly total of new truck orders in nearly a decade. FTR estimated July at 9,800 units, ACT’s assessment was slightly higher at 10,200 units.

“Weak freight market and rate conditions across North America and a still-large Class 8 backlog continue to bedevil new Class 8 orders.

Though, with OEMs opening their

new model-year order books in June and July, order weakness is increasingly the story of an over-capacitated Class 8 fleet,” says Kenny Vieth, ACT president and senior analyst.

FTR’s Chief Intelligence Officer Jonathan Starks adds, “Fleets continue to take a wait-and-see approach to 2020 equipment. Potentially higher equipment costs, uncertain demand and enough available capacity in the market are keeping order activity at bay.”

ACT also reported Classes 5-7 net

New truck orders n ACT n FTR

orders at 15,900 units, down 20 percent year over year and 18 percent through year-to-date July.

Trailer orders finally bounce back in July

Prices, volumes continue falling in used market

The new equipment market had some of its best news of the year in the trailer market in July, as ACT Research and FTR both reported more than 60 percent gains for new trailer orders during the month.

Though the estimated totals of less than 10,000 units were still significantly below 2018 totals and industry norms, July’s uptick could indicate a fall rebound for the market.

“Orders should stay subdued in August but start to revive in September as fleets determine their needs for next year,” says Don Ake, FTR vice president, commercial vehicles.

ACT also reported cancelation pressures have subsided in the trailer space, solidifying order boards and production slots.

The used truck market’s stumble continued in July, with prices generally down across the board, J.D. Power reported in its August 2019 Commercial Truck Guidelines industry report.

The company says 4- to 6-year-old trucks in its benchmark auction model are now down 2.5 percent in price compared with the same period in 2018. Deprecation on these vehicles has moved to 2.9 percent, slightly better than last month and in line with expectations.

In the retail space, J.D. Power reports the average sleeper tractor retailed in July was 71 months old, had 465,080 miles and brought $54,644. That price was $2,580 (4.5 percent) less than June.

Additionally, while sales per dealership rose substantially to 4.8 units per rooftop in July, J.D. Power states dealers are still selling an average of 10.6 percent fewer trucks in 2019 compared with the same period of 2018.

Highway bill advances out of committee A Senate committee last month introduced what’s being billed as the “most substantial highway legislation in history” — a five-year, $278 billion package to succeed 2015’s FAST Act. The Senate’s Environment and Public Works Committee cleared the bill, dubbed as of now the America’s Transportation and Infrastructure Act of 2019, by a vote of 21-0.

However, absent from the bill currently are two key

6

Trucks, Parts, Service | September 2019

elements: funding mechanisms and policies. The Senate’s Finance Committee will be tasked with finding funding avenues and the Senate’s Commerce, Science and Transportation Committee will formulate the policy measures.

The FAST Act expires next December, meaning lawmakers have just 16 months to flesh out the bill’s policies and find a way to pay for it.

How to strengthen your sales force Using internal and external training resources to build an effective trailer sales team

By Bill Grabarek, Online Associate Editor billgrabarek@randallreilly.com

8

Trucks, Parts, Service | September 2019

trucks

A

n educated sales team is a successful sales team. As one business adviser put it, the days of saying, “Here’s your desk, phone, computer and territory.

Happy selling,” are over.

Building and maintaining an educated sales force is especially important as the sale of heavy-duty trailers has been trending downward. Trailer orders have been on the decline for months, according to various sources, with the market hitting a 10-year low in June. It’s a sobering trend, to be sure, and one that makes every interaction with a current or potential customer that much more important.

It is common for management to get “so caught up in sales activity, they tend to forget about training and keeping current with new technology and advancements,” says Allen Phibbs, director of industry operations, KEA Advisors.

And, losing sight of the details can be costly for a trailer dealership — especially when it comes to larger customers.

“Fleet accounts are hard to break into because someone is already selling to them, so you have to be really good at what you do. If you already have the account, you have to be on your toes because if you lose one of those accounts, it takes a big bite out of your company,” says Ron Slee, president of consultancy

TPSmagazine.com

R.J. Slee & Associates, and managing director of training and education firm Learning Without Scars.

If your sales team isn’t getting constant and consistent training, leadership and well-structured goals, you’re not getting the most from it and the results are underdeveloped sales representatives and potential lost business for the dealership.

Internal training

One of the most logical places to provide training for sales reps on a regular basis is in-house.

Bill Zeamer, vice president of sales, Utility Keystone Trailer Sales, says management at his business holds regular meetings to not just review sales numbers, but to provide training and share information amongst the team.

For example, Utility Keystone holds 30-minute sales meetings three times a month to discuss current events, address sales issues and opportunities and to review sales numbers. Also, the dealership subscribes to several trade publications and employees “share relevant information with the team so they’re constantly learning about the industry,” he says.

Throughout the year, a sales skills book is assigned to the reps and, as part of the dealership’s 90-minute monthly meeting, each sales rep highlights his takeaways and explains how he plans to apply them. The dealership also conducts semi-annual, one-on-one meetings to review performance and discuss how to improve their sales.

For sales reps who have been with the dealership less than three years,

September 2019 | Trucks, Parts, Service

9

trucks

there is a biweekly prospecting and strategy meeting, Zeamer says. Prospecting includes identifying potential customers within a two-hour radius of the dealership and learning how to prequalify them by determining whether they have the capacity to buy at least 10 trailers per year.

Reps are taught how to research and perform a needs analysis on potential clients and, after meeting with those clients, how to conduct a business analysis based on how prospects use their trailers and how long they keep them, among other information.

“Our philosophy is to focus on needs analysis. Be the consultant. Ask a lot of At Utility Keystone Trailer Sales, the sales team is expected to be experts of the dealership’s questions. We need to be the experts product lines. of our product line and not just try to have been buying, what they don’t buy Kamp says an essential aspect of sell the cheapest price or what we have and if they’re not buying from them, training is learning about the business on the lot,” Zeamer says. “We make who are they buying from? recommendations on how they can run of a current or potential customer.

Once the research is complete, “sales “This is very important. For examtheir business more effectively by using reps need to set up objectives for every ple, we like to know how much weight the equipment we’re representing.” single customer. Now I have goals. they want to carry and what parts of At Country Supply, for employees When I go out the door with my custhe country they will be hauling their new to trailer sales, training starts by tomer list, I know what I am going to loads,” Kamp says. working in accounts “We make talk about and why,” he says. “All of that Laws can differ by payable or parts. Only is fundamental to sales and [few are] state and in Canada, after working in one of recommendations and customers want to teaching anybody this.” those departments for Furthermore, he adds many dealerbe legal wherever their at least 18 months can on how they can ships need to do more to help employtrailers go, she adds. an employee become a run their business ees become better at sales. “[They] don’t Like Zeamer and sales rep, says President help them because the sales managers Kamp, Slee stresses Holly Kamp. more effectively don’t travel with them and mentor like the importance of Kamp says the the old days.” researching customers process helps emby Slee also would like to see sales reps in addition to being ployees get to know taking classes and reading sales-related knowledgeable about the customers, learn about trailer parts and we’re representing.” trailers. “I don’t believe books — making an investment in their personal growth on a continual basis the trailer industry become fluent in the — Bill Zeamer, vice president of sales, because skills erode. Without constant does [enough] on trucking and trailer Utility Keystone Trailer Sales training, “the person you hired who training salesmen for vernacular. was good in 2010 isn’t as good in 2019,” “A salesperson who knows all aspects the job in the field,” he says. he says.

Slee says sales reps must know about of what they are selling is more benPhibbs agrees training should be onthe relationship between the dealership eficial to the customer,” she says. “The going to ensure the sales staff is up to and its customers, such as what they more specialized the trailer, the more buy from the dealership, how long they date on the latest technology and trailer training is required.”

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Trucks, Parts, Service | September 2019

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In addition to factory tours to see how the product is built, Stoughton representatives travel to dealerships to educate the staff about its equipment.

applications. He is another proponent of keeping current through trade publications by assigning sales reps a trade publication and then have them report to the group what they have learned.

“That way you know they’re learning and it gives them the opportunity to teach others. It’s a way to make every sales meeting a training meeting,” he says. “That’s a really easy way [to stay informed about the industry] but it’s rarely used and I don’t know why.”

Phibbs also suggests a well-structured training plan with clear, measurable expectations.

“It’s going to be completion of courses taken, whether they’re online or in person, number of contacts they’ve made, number of appointments they’ve set, number of equipment showings — all those activities need to happen before you ever sell a piece of equipment. It’s focused on the activities that lead to the sale, not necessarily on the sale itself,” he says.

Phibbs adds, “I’m a believer in having

12

people do what they do best. If dealerships have someone in-house who can be a trainer, they should do it. If they don’t, then certainly that lends itself to outside training.”

Training resources beyond the dealership

Resources to expand trailer sales training and gain more industry and product knowledge beyond a dealership’s lot are ample.

For example, KEA Advisors provides business advisory services for training, operations and strategic and transition planning for commercial truck, trailer and heavy equipment dealerships.

Phibbs says KEA also offers a “train

the trainer” scenario in which KEA can train a dealership employee who then trains the rest of the employees.

Or, there are companies such as R.J. Slee & Associates, which provides consulting, and Learning Without Scars, which offers highly structured training through online learning programs, instructional videos, virtual classrooms and webinars. Learning Without Scars is in the process of obtaining International Association of Continuing Education and Trainer certification, which means courses taken will be eligible for credit at universities and vocational and technical schools.

And then, of course, is the training and knowledge that can be obtained

“If dealerships have someone in-house who can be a trainer, they should do it. If they don’t, then certainly that lends itself to outside training.”

Trucks, Parts, Service | September 2019

— Allen Phibbs, director of industry operations, KEA Advisors

trucks

At-A-Glance Following are ways to strengthen your sales team’s skills and ensure they are keeping current with the latest in heavy-duty trailer advancements.

Hold regularly scheduled meetings to discuss current events affecting the industry and to cover any recent issues and opportunities.

Ensure the sales team knows about all aspects of the trailer lines, parts and accessories you offer.

Train sales representatives how to research and perform a needs analysis for each prospective customer.

Mentor sales reps by periodically having sales managers accompany them on sales calls.

Visit OEMs to see how trailers are manufactured.

Invite OEMs and vendors to the dealership to discuss the latest advancements and products.

Hire an outside consultancy to train sales reps.

Assign trade publications and books about sales to reps and have them report back to the team on the most important and actionable points.

Go to industry trade shows to attend educational sessions and meet with vendors.

Tap into resources industry associations offer, such as webinars and other learning opportunities.

Make sure training is ongoing to ensure the sales team’s skills don’t diminish over time.

14

and the people who can help you when through OEMs, vendors and trade you need a solution or a question anshows. These plentiful resources swered,” she says. won’t come as a surprise to anyone, Utility Keystone’s sales reps attend yet it is important for dealerships to Utility and MAC Trailer factory tours take advantage of as many of these so they can see how the trailers are opportunities as they can. built. What’s more, every 18 months, Stoughton believes the best type of Zeamer says the OEMs host a sales training is an interactive experience, says Luke McMaster, vice president of meeting and vendor fair where all the preferred vendors have a booth to sales, dealer channel. provide information and “We host an annual training on the various dealer sales meeting “A salesperson trailer components. which includes sales and Also, the dealership product training, among who every year invites its top other topics,” McMaster vendors, such as Bendix, says. “We bring the sales Thermo King and Carassociates of our dealers of what they are rier, to provide training to our factories to see selling is sessions on their product how the product is built. lines.

This provides them In addition to OEM and with a comprehensive to the customer.” vendor events, the induslook at the components try calendar is chock-full and workmanship that — Holly Kamp, president, of trade shows and congoes into each StoughCountry Supply ferences where sales reps ton trailer.” can soak up much industry and product In addition to hosting dealers, information in just a few days.

Stoughton representatives also will Kamp says industry events are an travel to them to educate the dealer important source of training and staff about the equipment. Stoughton knowledge about the trailer industry. holds more detailed training when “We go to trade shows throughout the company introduces new products the year because you can spend quality or when bringing on new dealers, time with your factory reps and the McMaster adds. equipment,” she says.

To keep sales reps current between Zeamer says trade shows are a good major events, Stoughton communiway for his sales reps to keep current cates product changes to its dealers with the industry, adding he will send through email blasts, quarterly webithem to the Mid-America Trucking nars, product bulletins and in-person Show and International Foodservice sales calls, McMaster says.

Distributors Association events, among “We will go to the manufacturers others. for training purposes every couple of “Trade shows are important because years,” Kamp says. Country Supply all your vendors are there telling you sells Doonan, XL Specialized Trailer, what’s improved, what’s coming out and Transcraft, Trail King and Reitnouer what has been discontinued,” he says.

Trailers.

Among the bevy of trade shows “Spending time at the factory is a throughout the year are this month’s great way to get to know the product

Trucks, Parts, Service | September 2019

knows all aspects

more beneficial

trucks

North American Trailer Dealers Association Show (NATDA) in St. Louis, and the upcoming National Trailer Dealers Association (NTDA) Annual Convention.

The NTDA convention is being held Oct. 9-11, in West Palm Beach, Fla., and will offer educational sessions, workshops, OEM and supplier presentations and several networking events.

NTDA also offers other training resources for dealers, such as free webinars throughout the year, digital learning opportunities through its relationship with Slee’s Learning Without Scars program, online articles and member-posted training videos on NTDA’s website, says Gwendolyn Brown, NTDA president.

“Because video content seems to be

Allen Phibbs, director of industry operations, KEA Advisors, says training should be ongoing to ensure the sales staff is up to date on the latest technology and trailer applications.

sought out more than other forms of learning these days, this is an important offering for our members, and the industry in general, to promote best practices and safety,” Brown says of the online content.

With lower freight volumes leading to a softer trailer market, selling likely isn’t as easy as it was in 2018. Customers are

more skittish about capital investments than they have been.

Perhaps now is a good time for dealers to review and strengthen their sales training programs in-house while taking advantage of all the external opportunities available to ensure their sales teams are prepared when customers are ready to buy.

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September 2019 | Trucks, Parts, Service

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Making the most of your new data

Driven by Data Part III: Data implementation

By Lucas Deal, Editor lucasdeal@randallreilly.com

16

Trucks, Parts, Service | September 2019

parts

O

ne unfortunate reality of data usage in today’s dealer and aftermarket channels is that a lot of it is misused or wasted.

These failures are unintentional — no business invests in data for it to be used incorrectly — the results of common implementation errors. Data integration is a challenge requiring steady direction, employee buy-in and the willingness of business leaders to accept implementation growing pains on the path to long-term success.

In this final chapter of our three-part series on data integration, Trucks, Parts, Service again relies on industry experts to provide instruction and best practices for absorbing data into a dealer and aftermarket business to ensure high levels of employee engagement, usage and success.

TPSmagazine.com

September 2019 | Trucks, Parts, Service

17

parts

Step 1: Acquisition and presentation

The immense number of sources providing and developing data products for the trucking industry means there is no standard method of data delivery in the marketplace. Some data sources actively distribute their findings using downloadable reports or mailings while others choose to house their resources online and provide levels of access to customers.

This disparity means dealers and aftermarket businesses seeking to leverage data must develop integration strategies malleable enough to rely upon regardless of their data source provider.

“If you want to really use data to your advantage you have to be sure you know why you’re using it.”

— Adam Madsen, vice president, business solutions, Karmak For businesses without an existing strategy, a good first step in creating such a process is designating a point person or small team of associates who will serve as connection points between the dealer/aftermarket business and data provider.

While these associates can come from any area of a business, a baseline of knowledge about why a specific set of data is being acquired and how it is expected to be used within the

“I think everyone wants to be able to get

as much information as they can consume and that makes sense, but I do think sometimes there is such a thing as too much information.”

— Paul Moszak, vice president and heavy duty evangelist, MOTOR.

18

Trucks, Parts, Service | September 2019

operation is essential. Employees, even managers, should never be asked to lead a data integration without first understanding exactly what the data hopes to achieve. (See Part II for more on what data should achieve.)

“If you want to really use data to your advantage you have to be sure you know why you’re using it,” says Karmak’s Adam Madsen, vice president, business solutions.

As an example, a service shop may choose a service writer or shift manager when integrating performance metrics into its operation. For a truck dealer adding customer lead generation data, it would be best to tap a sales or marketing manager to bring that data into the business.

This person (or team) is then responsible for supervising the forthcoming integration, beginning with the procurement and evaluation of the data from the provider.

That latter aspect is particularly important, as some data must be cleaned or simplified before being made available throughout a business.

“I think everyone wants to be able to get as much information as they can consume and that makes sense, but I do think sometimes there is such a thing as too much information,” says Paul Moszak, vice president and heavy duty evangelist, MOTOR. By assigning implementation to an associate or small team, dealers and distributors can be sure the data they’ve acquired has been analyzed internally (with guidance from the provider) and the proper takeaways have been

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Most data providers serving the dealer and independent aftermarket space employ customer solutions teams that work in conjunction with new clients to help ensure data integration projects are successful.

identified to distribute to the larger employee base.

Newly acquired data also should be tethered to existing company information and business goals and objectives wherever possible if the data is planned to be actively leveraged by employees in the field.

That’s an area where existing solutions providers have an edge because they call out those connections explicitly within their products.

At CDK Global, customers enrolled in CDK integration platforms “benefit from bi-directional integration built to communicate with the DMS platform, providing a seamless workflow alongside or within the CDK platform to maximize efficiency and limit process duplication,” says Doug Pataky, director, enterprise/manufacturer solutions.

20

Additionally, at Noregon Systems, which produces diagnostic tool management (DTM) reports for customers that provide statistics and analysis on codes read by the customer’s tools, Chief Technology Officer Dave Covington says each report is composed to highlight major takeaways first, such as most common codes, highest risk codes and trends over time.

He says the deeper customers dive into a DTM report the more information they’ll uncover, but the reports are still written in a way that ensures a quick or uninformed glance can prove useful.

Step 2: Accessibility

After acquisition and analysis comes rollout. While only a fraction of data acquired by a dealer or aftermarket business requires companywide

Trucks, Parts, Service | September 2019

distribution, most data does need to be dispersed to a select number of associates, such as department heads, store managers, outside salespeople and possibly others.

Implementation leaders should work with executives to develop this list.

Data providers also serve as useful advisers during this phase as they are most familiar with how their products are used by other customers.

“That’s a big part of what we do,” says Adam Morrison, senior client success manager, Randall-Reilly — publisher of TPS and owner of RigDig Business Intelligence.

Morrison says Randall-Reilly employs an entire team of client success managers (CSM) who serve as single points of contact for their data customers. These liaisons are integral throughout the stages of a data integration because of

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their familiarity with the product and its use industrywide.

Acting as “advocates and consultants” for each customer, Morrison says one of a CSM’s first jobs when onboarding a new client is developing an access list for RigDig BI’s platform. “Having someone to draw on is a massive value add,” he says.

Decisions also must be made regarding the scope of information made available to employees. Different departments and positions regularly require differing amounts of data or sets of data and should be granted access accordingly, says AutoPower President Mike Mallory.

He refences an outside sales team as an example, saying associates expected to increase sales to existing customers

“People can easily be overwhelmed amount of data that is out there.”

— John Blodgett, vice president, sales and marketing, MacKay & Company.

should be provided as much information possible about those customers’ buying habits and purchasing trends but also may benefit by being limited in their access to other data categories to remain focused on the task at hand.

“You want them to be able to focus on those key areas and be able to quickly drill down and find information that can help them,” Mallory says.

Limiting access during the early stages of a data integration project also increases the likelihood of employee comprehension and acceptance. Experts say providing too much data too fast can yield a drinking-from-a-firehouse

Announcing...

22

by the

Trucks, Parts, Service | September 2019

effect where associates are unable to manage the sudden influx of information. Data should be helpful and useful, not disorienting and overwhelming.

On this note, experts speak of the value in scaling up by starting with a single source of information or data set and using that to train other associates on how to read and understand data, then expanding the available information when a team proves its aptitude.

“People can easily be overwhelmed by the amount of data that is out there,” says John Blodgett, vice president, sales and marketing, MacKay & Company.

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Step 3: Training

One reason scalable data integrations are viewed positively in the market is the emphasis they put on training associates. No data integration is successful without employee buy-in and acceptance and there’s no better way to achieve those objectives than through training.

A successful training program requires focus on two primary concepts: educating employees on how to view, understand and interpret data, and educating employees on how to use that data in their work.

It’s all about comprehension and application, says Chris Brady, president, Commercial Motor Vehicle Consulting.

“It’s not just about acquiring the raw data, you have to be able to put it into an actual plan to improve your business,” he says.

Comprehension training is commonly recommended as the first of the two types because of its focus on functionality. This training should

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“When you can show

[associates] the potential of data and can give them transparency into their customers’ businesses, that’s when they really take to it.”

— Brittany Soika, director of business development, Excel Truck Group

include guidance on where the data is housed (online vs. internal servers, etc.), how it is accessed and how it can be filtered and visualized in a manner that benefits associates.

From there experts say training flows naturally into application-based or usage instruction in which associates are trained on how the data they can now access and understand will positively impact their work — such as the aforementioned outside sales team learning how to uncover customer purchasing trends to more effectively prepare for future sales calls.

This is also where confirming employee buy-in is most important.

Associates who resist a new data

Trucks, Parts, Service | September 2019

product or package (maliciously due to a personal bias or unintentionally due to a lack of understanding) can turn a potentially lucrative endeavor into an expensive failure in short order. Additionally, while one failed data integration does not beget future letdowns, it can breed doubt and uncertainty among business leaders that may reduce their likelihood to attempt a similar project at a later date.

Brittany Soika says that’s something she was trying to avoid when she proposed integrating RigDig BI data as director of business development at Excel Truck Group in 2018.

“That was one of the biggest concerns of our leadership,” she remembers. “They thought it looked like a great tool but they asked me ‘A re the sales guys going to use it?’”

Soika says she was honest. She initially told them no, they wouldn’t until they were trained on how the data would benefit them. As such, Soika says she set out to develop a plan with her data provider to ensure the data Excel Truck Group was acquiring would be useful and actionable.

She says that took time but has been more than worth it in the end.

“When you can show [associates] the potential of data and can give them transparency into their customers’ businesses, that’s when they really take to it,” she says. “Our team is tearing up the pavement selling every day.”

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Stemming the turnover tide Investment in your business can help retain your best technicians

By Lucas Deal, Editor lucasdeal@randallreilly.com

A

s employment turnover issues continue to plague the trucking service channel, more businesses are investing resources in the recruitment and acquisition of new technician talent. It’s a valid strategy that makes sense considering the need.

But recruitment alone will not solve any business’ employment problems. To halt employee turnover and begin building a dependable team of technicians, service providers also must stick the landing. New recruits have to stick around.

According to a 2018 survey by Randall-Reilly (publisher of Trucks, Parts, Service), of more than 1,200 professional technicians in the trucking, agriculture, construction and automotive industries, more than half of today’s technician population has worked for at least two maintenance or repair businesses in the past five years. In the trucking market, specifically, 56 percent of the more than 800 technicians surveyed claimed they are on at least job No. 2 in the last five years. A staggering

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26

Trucks, Parts, Service | September 2019

20 percent also admitted they’ve had three jobs or more.

Additionally, despite the revelation that two-thirds of the heavy truck technicians surveyed by Randall-Reilly also have a vocational degree in their line of work, only 11 percent said they would not consider leaving trucking for a different industry if offered better wages, training, career advancement opportunities or a favorable location.

For a market desperate to retain talent, such a willingness to exit by the industry’s educated professionals should be alarming to anyone responsible for keeping a technician position filled.

Yet it’s also important to note that while employee retention is getting harder, keeping quality technicians isn’t impossible. Those same surveyed technicians who were so open about their propensity to job hop also were adamant that such career moves aren’t made on a whim.

Technicians say they leave employers because they feel underpaid and underappreciated. They also admit that when they find an employer that treats them well, they are willing to stick around.

In responding to Randall-Reilly’s survey, one technician

service

Want them to stay?

You better pay

By Lucas Deal, Editor lucasdeal@randallreilly.com

said he deliberately evaluates a company’s culture when considering a new role. “How much do they value my position? How much do they value their technicians?” he asked. “Being appreciated and valued is really important.”

Several other techs referenced employee morale and management styles. One said: “The biggest factor for me is the person I work for. People don’t quit jobs; they leave poor management.”

And while other more tangible factors such as salary, benefits and paid time off also were referenced as recruitment and retention tools, the survey responders made it clear such benefits alone won’t keep every technician happy.

As one technician succinctly said, “I would love to actually be able to work around other professionals that know and understand the industry and make work flow easier.”

In Part III of our 2019 Special Report on trucking’s technician shortage, TPS seeks to evaluate these comments further, clarifying what technicians desire in their occupation and show how proactive service providers can develop strong employment retention strategies to reduce turnover.

TPSmagazine.com

O

ne fact confirmed by Trucks, Parts, Service publisher Randall-Reilly’s 2018 survey of more than 1,200 diesel technicians is the best way to retain techs overwhelmingly continues to be a strong pay structure.

Today’s technicians understand their value to their “ employers. They realize how much revenue they generate know if they are and are no longer willing to experienced, they work for less than their fair share. can go anywhere More than 70 percent of and get a job. They technicians responding to Randall-Reilly’s survey in the heavy truck, construction, agriculture and automotive industries pegged pay and ben.” efits as their top factor when abandoning a job or choosing — Jim Hinton, service trainer, a new job. Within just the Summit Truck Group

Techs

can look for the highest bidder

September 2019 | Trucks, Parts, Service

27

service trucking market (the source of more than two-thirds of the survey’s overall responders), pay was the top reason for 72 percent of responders and the second choice for another 11 percent.

Technicians will no longer work for anything less than the best pay they can find.

“Techs know if they are experienced, they can go anywhere and get a job.

They can look for the highest bidder,” says Jim Hinton, service trainer, Summit Truck Group. “I don’t think you can reduce your turnover rate without talking about technician wages.”

Despite it being a major point of contention, most technicians are earning a living wage. Nearly 60 percent of heavy truck responders to RandallReilly’s 2018 survey reported making at least $50,000 annually, with 38 percent surpassing the $60,000 barrier and 1 in 20 techs (5 percent) claiming to pull in more than $100,000 per year.

Survey responders say their main

issue isn’t so much base pay as much as how their pay corresponds to their value. To quote one responder, technicians believe their pay “should be appropriate” to their duties.

One way proactive service providers are looking to solve this issue is by clearly communicating how an employee’s performance corresponds with (and impacts) their pay.

Hinton says Summit Truck Group has started performing bi-annual performance reviews of its technicians to give them the potential to earn multiple raises per year. Hinton says these reviews, coupled with a new bonus program that rewards employees for completing elective online training courses, has increased Summit technician morale and retention.

“I think we’ve tried to create a work environment and culture where [technicians] know they will be rewarded for working hard,” says Hinton.

Truck Equipment Inc. President

Jordan Schroeder hopes to have similar success with a quarterly program his team developed called “Give Yourself a Raise.”

“It’s a bonus program where we do quarterly updates on how all of our departments are performing. We talk about margins, labor efficiencies. The goal is to drill into the details of how each employee can make an impact and give yourself a raise,” he says. “One of my hopes with the program is we improve

Knowledge is power Apprenticeship programs can increase retention rates

By Lucas Deal, Editor lucasdeal@randallreilly.com

One established recruitment and retention strategy growing in popularity in the trucking industry is apprenticeship programs. These traditional career training and preparation courses are typically built in conjunction between a service center and technical education partner, such as a local vo-tech school.

When done well, apprenticeship programs (also sometimes referred to as internships) provide tech students invaluable insight on the day-to-day experience of working in

28

a diesel service shop, including common repairs, management styles, employee expectations and overall corporate culture. However, when done poorly, these programs can send talented potential technicians hurtling away from the trucking industry before earning their first full-time paycheck.

To make an apprenticeship program worthwhile, experts say it’s important to devise a plan that’s simple, transparent and educational.

Even the best apprentice or intern

Trucks, Parts, Service | September 2019

is still a student first and should be treated as such.

Affinity Truck Center Service Manager Chris Paris says that’s something his team took to heart in developing its apprentice and internship programs. Introduced six years ago, Paris says Affinity built the two programs as tools to recruit, train and retain young people considering a technical career.

“We’ve attacked the [tech] shortage from so many different angles but, eventually, we realized if we really wanted to solve our problem, we had

service Technician retention is becoming a key driver of profitability for dealers and service providers who are relying more on service work to keep their businesses in the black.

our profitability and that becomes a part of [employees’] pay package.”

Bonuses can be valuable on an individual basis as well. Randall-Reilly’s survey indicates more than 85 percent of diesel technicians are paid an hourly rate — a payment structure that lends itself well to performance-based compensation.

At Affinity Truck Center, bonuses are paid based on technician efficiency, says Service Manager Chris Paris. The

more hours a technician bills, the more he earns, he says.

Service providers also shouldn’t overlook the value of providing debt relief and reimbursement for technicians, particularly young professionals still burdened by student loans and tool expenses. Hinton says Summit Truck Group invests in Navistar’s national technical education program that provides equipment, tools and scholarship opportunities to students.

to build something ourselves,” he says.

Paris and Training Manager Bob Blanchard describe the programs as follows: The internship program is a once-a-week, on-site program for area high school students enrolled in vocational education courses; the apprenticeship program is a two-year comprehensive training course Affinity uses to onboard its tech hires new to the industry.

Regarding the latter, the duo say strong students occasionally complete the course in less than two years but spend at least 18 months in three distinct positions. Affinity’s existing techs are involved, too, serving as mentors and educators throughout the process.

That inclusion has been key to the

program’s success and something Paris says he’d recommend to any other service provider considering such a program.

“I think when you start asking you find out a lot of senior techs are kind of bored. They’ve been doing the same jobs for years,” he says. “Our guys welcomed the challenge as something new and exciting.”

Blanchard adds “it’s a huge sense of pride” for existing techs to see their apprentices graduate up into the business.

Apprentice programs also work best when some time is set aside for students to learn about their employer outside of the service bay.

Both Affinity interns and apprentices are introduced around their

TPSmagazine.com

McCoy Freightliner Service Manager Ray Schmidt adds his company recently introduced a tuition reimbursement program for interns and part-time associates that pays 100 percent of a technician’s educational expenses if they maintain a B average and stay with the dealership for two years after graduation.

Any method that shows associates how much they are appreciated has value, service providers say.

“At the end of the day, [technicians] are trying to make a living for their family,” says Charlie Nichols, general manager, TAG Truck Center – Calvert City, Ky. Online Associate Editor Bill Grabarek contributed to this article.

facilities early in their programs, and then are briefed on different department responsibilities at points during their time at the business.

“We try to give them a little bit of insight about what it would be like to work here,” Paris says.

Finally, honesty is another necessity when building an apprenticeship program. A tech student should always experience a service provider’s workplace like it really is — not some fictionalized or idealized version that doesn’t accurately reflect how the business operates when the student leaves.

Adds Paris, “We want our apprentices to be able to make an educated decision about if they want to do this as a career or not.”

September 2019 | Trucks, Parts, Service

29

service

Culture club

Affinity Truck Center has developed a mentorship program to help educate and retain its newest technicians.

Workplace culture can be a retention tool

A

By Lucas Deal, Editor lucasdeal@randallreilly.com

nother important takeaway indicated within Trucks, Parts, Service publisher RandallReilly’s 2018 survey of more than 1,200 diesel technicians is the importance of culture in employee retention.

While it might not be a technician’s top priority when hunting for a new job, corporate culture has a definite impact on how long an employee hangs around.

No one wants to work where they’re unhappy.

30

“Obviously, you have to pay a good wage and provide good health care benefits, but I think everyone knows that,” says Greg Klein, president, Inland Truck Parts and Service (ITP). “I think the other thing that goes together with that is to create a culture where [employees] feel they are a part of something.”

At ITP, Klein says one way that’s done is with the company’s employee stock ownership program (ESOP). Employees gain access to the ESOP during

Trucks, Parts, Service | September 2019

their first year and reap the benefits of the program for as long as they remain employed with the company.

But Klein says ITP’s small tech turnover rate can’t be attributed entirely to the ESOP. He says the company’s commitment to offering a top-rate service experience also helps keep technicians engaged. Between its corporate training center, staffed with four full-time trainers, to its many new, state-ofthe-art service facilities, ITP strives to make its service business the vanguard of the independent aftermarket.

“We want to be perceived as a firstclass operation and we believe people want to be proud of where they work,” Klein says.

A strong corporate culture can be

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service

The employee stock ownership program at Inland Truck Parts serves as an employee motivator and a retention tool.

“It has gone back up again but we instilled other ways, too.

A focus on collaboration and positiv- could see then how much our culture can impact our employees.” ity has netted a strong service culture There’s also the matter of resources. for Texas Truck Direct, says Vice PresiThe more a service shop does to prodent of Operations Christy Cozby. vide assistance for its technicians, the “Guy [Robertson], who runs our less likely those technicians will be to service department, has really pushed seek out other opportunities. a team environment and I think we’ve Klein points to ITP’s training center seen some positive results from that,” as an advantage in this area. With Cozby says. “[Sometimes techs] get hot each of the company’s trainers offerand frustrated and it’s so easy to fall ing more than two dozen courses per into negative behavior. Guy has really year, he says ITP technicians have been hitting the shop hard with ‘Let’s access to some of have a positive the best training outlook. Let’s treat “Whether you’re in the industry at each other with recruiting or trying all times. And at respect.’ If you can a company where maintain a posito keep technicians, every employee’s tive environment, investment in their it makes it much do work is literally paid easier to come into things that back through the work every day.”

ESOP, Klein says Ian Johnston most ITP techs are agrees. highly motivated to “Environment .” learn and improve really matters. We — Chris Sterwerf, chief financial officer and chief their skillset. had a bit of turmoil operating officer, Fairfield Auto & Truck Service That thirst for in our department knowledge was visible in Randall-Reillast year and you could see that wave of ly’s survey. Ten percent of heavy truck morale go down,” says Johnston, vice responders reported continuous educapresident, marketing and operations, tion/training or access to the latest Harman Heavy Vehicle Specialists.

you have to make your business attractive

32

Trucks, Parts, Service | September 2019

technologies as their top motivator when searching for a new job — ahead of location, benefits and even pay.

And these resources and technologies don’t refer solely to training or education. Chris Sterwerf, chief financial officer and chief operating officer, Fairfield Auto & Truck Service, says he’s found success supporting technicians through tool purchases and reimbursements — helping employees cover an out-of-pocket expense most young techs don’t even know is coming until they’ve just begun working in the industry.

“Whether you’re recruiting or trying to keep technicians, you have to do things that make your business attractive. I think something as simple as tools can go a long way,” says Sterwerf.

“The cost of tools is a barrier to entry for a lot of young technicians today.”

Sterwerf admits such a move is an investment but says it’s one he’s glad to make to avoid the potential dangers of the status quo.

“I don’t want techs trying to use the wrong tools for the job,” he says. “That just causes more issues for everyone.”

Online Associate Editor Bill Grabarek contributed to this article.

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service

Millennials aren’t from Mars Generational perceptions impact technician retention

By Lucas Deal, Editor lucasdeal@randallreilly.com

O

ne aspect of workplace culture that is overlooked when discussing employee turnover and retention is generational understanding. The work environment Millennials and Generation Z expect from their employers is different than the Baby Boomer-developed corporate culture found in most of trucking’s service businesses.

Generation X accepted a workplace culture it didn’t prefer but generally understood; latter generations aren’t quite as malleable. Retaining young professionals in today’s service channel doesn’t require a complete overhaul of one’s business, but it does require a willingness to accept not all employees have the same personal and professional desires.

34

One area where this is most evident is in how young professionals approach their career path. Millennials are eager to climb the corporate ladder. Many become disillusioned by long periods in a single role and some will abandon a steady job with one employer for the potential of career advancement elsewhere.

“That’s very clear with the generation we see coming into the business today,” says Homer Hogg, TA/Petro director of technical service. “If you don’t show them your opportunities, it is easy for them to think they are stuck in one environment.”

Managing those expectations can be difficult in service operations where promotion opportunities are minimal, but executives and service managers

Trucks, Parts, Service | September 2019

can allay some concerns of young associates by presenting clear expectations necessary to meet pay increases, bonuses or access to a preferred schedule.

That latter point, in particular, shouldn’t be overlooked. Millennials and their Generation Z counterparts aren’t always looking for 9-to-5 jobs.

Many are willing to work longer days, nights and weekends to provide flexibility for their personal lives.

Many young associates also are hungry for education and validation. They want to know when they are doing a job well, but they also want to know when they’ve done something wrong.

They want to know when they mess up and want to learn to be better.

That goes back to their upbringing,

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service says Jim Pancero, professional sales advisor and consultant.

“Millennials have grown up in a rules environment,” Pancero told attendees at Heavy Duty Aftermarket Week 2018. “They didn’t go outside to play. They went to practice.”

He adds, “They were taught best practices their whole life, so they’re demanding best practices from your company.”

Service providers can offer that guidance through training and mentorship.

Both methods have proven effective at Affinity Truck Center, which operates a two-year apprenticeship program in which new tech hires are paired with veteran mentors to learn about the company and how to be capable technicians.

Service Manager Chris Paris speaks glowingly of how the program has

36

“These days young people want to know their career has meaning and purpose. They want their job to have an impact and to make a difference.”

— Charlie Nichols, general manager, TAG Truck Center

helped assimilate young techs into Affinity’s ranks, referencing the mentor aspect specifically as an invaluable resource.

“We’ve found some techs coming out of school can be a little scared at first, a little shy about asking questions. The [apprenticeship] program has helped with that. It gives them someone they can go to so they aren’t asking questions in front of everyone,” Paris says.

And when those questions are answered and young techs start thriving, they should hear about that, too, both to validate their performance and to

Trucks, Parts, Service | September 2019

affirm their importance to their employer and the customers they service, says Charlie Nichols, general manager, TAG Truck Center – Calvert City, Ky. “These days young people want to know their career has meaning and purpose. They want their job to have an impact and to make a difference,” he says. “Being a heavy truck technician is a great way to satisfy those desires because it’s more than just a job. Keeping trucks up and running is not only important to the driver who is on the road supporting his family, it’s also critical to our overall economy.”

distributor of the year finalist

By Lucas Deal, Editor lucasdeal@randallreilly.com

Kentucky Truck Parts

K

entucky Truck Parts started at the dinner table.

The Christmas dinner table to be exact. When the Gregg family joined together to celebrate the 2015

holiday.

Connor Gregg doesn’t remember who brought it up first, if it was him or his brothers John and Colin but, eventually, he says the holiday conversation ended up being about the trio and their careers.

John was managing a small fleet, following in the footsteps of his father and grandfather who had worked in the trucking industry. He was running seven or eight trucks at the time. It was a modest business, but also an exhausting one. Connor says John was feeling burned out. He adds he was, too.

Connor was working for an auto parts distributor. He looks back fondly on the work — he wouldn’t be selling parts now if he didn’t like selling parts then, he says — but like John, he found himself at a career crossroads. Already passed over for a manager position when a boss told him he was “too young” to run a store at 19, Connor wanted more out of his career.

“We had just kind of gotten tired with where we were in our jobs,” says Connor, now 26. “We wanted to do something different. Something for ourselves.”

By this point he says the brothers’ dinner conversation had

Since opening in 2016 Kentucky Truck Parts has rapidly expanded its product inventory based on customer requests and burgeoning supplier relationships.

TPSmagazine.com

Kentucky Truck Parts’ four delivery trucks are on the road seven days a week delivering parts to customers within a 60-mile radius of the company’s location.

transformed. What had started as venting was now business planning.

Four months later with one vendor, a half-pallet of brake shoes and a lot of tenacity, the trio formally opened Kentucky Truck Parts in Glasgow, Ky. “I think when we first opened, people definitely had questions. There hadn’t been a business like ours that had opened in our area and been able to stay open for more than a couple months in a while,” says Connor, the company’s vice president. “I don’t think people knew what to expect.”

Connor admits the Greggs didn’t, either. But they weren’t entering the market blind. John knew heavy-duty trucking; Connor knew distribution; and their youngest brother Colin was a whiz with light trucks and pickups. The brothers also understood customer service. Connor says the brothers pride themselves on the lengths they will go to find, acquire and deliver parts to customers.

“If you call us, we will always find a way to get it to you,” he says.

Connor says it was Colin’s salesmanship in delivering that message that was key in getting the business off the ground.

The youngest Gregg drew friends and acquaintances into the store in droves.

“Colin could sell a popsicle to an Eskimo,” Connor says.

The early light truck success also helped the business gain a foothold before the region’s heavy-duty customers arrived a few months later. Connor says that’s when business really took off.

Kentucky Truck Parts has already outgrown its first facility and is searching for a larger building to put down roots.

“John is 32, I’m 26 and Colin is 23,” says Connor. “I think customers who have met us understand we’re not just doing this as a thing. We plan to stick around. We are serious about growing this business.”

September 2019 | Trucks, Parts, Service

37

Navistar earns key win in appellate court

Theme, leadership announced for upcoming HDAW

Two years after a jury ruled Navistar owed Milan Express more than $30 million over alleged defects of the company’s MaxxForce engine line, an appellate court has tossed the decision.

However, Tennessee-based Milan intends to appeal the decision to the Tennessee Supreme Court, says attorney Clay Miller of the firm Miller Weisbrod, who represents Milan in the case.

The ruling is a victory for Navistar, which in May agreed to a $135 million class-action settlement with MaxxForce engine owners. That settlement is not affected by the recent court decision.

Navistar discontinued the MaxxForce engine line several years ago and has revamped its truck and engine lineup.

Heavy Duty Aftermarket Week 2020 conference organizers have announced “Command the Road Ahead” as the theme for the annual event to be held Jan. 27-30, 2020, at the Gaylord Texan Resort in Grapevine, Texas, a Dallas suburb.

Eaton’s Tim Bauer and Point Spring & Driveshaft’s Sean Ryan have been named the supplier and distributor co-chairs for the event.

“The HDAW 2020 event theme serves as a powerful mantra and a rally-cry behind the selection of education topics and speakers as we continue to look for ways to support and grow the industry,” says Bauer, vice president of Eaton, Aftermarket North America.

“‘Command the Road Ahead’ doesn’t shy away from the fact that the heavy-duty aftermarket industry is evolving,” says Ryan, Point Spring & Driveshaft president and treasurer.

“HDAW is taking an authoritative position to ensure our distributors stay ahead of the curve with forwardlooking education sessions from the industry’s top thought leaders. We are here to provide the industry with the solutions, tools and knowledge they need to succeed through the evolution of our industry.”

With 80 percent more space than previous years, the Gaylord Texan Resort & Conference Center will host more than 2,500 heavy-duty aftermarket professionals.

brick & mortar Papé Kenworth Northwest has opened a 6,600 sq.-ft. parts and service facility in Bellingham, Wash., which offers I-5 access at Exit 254 and sits on more than 1.5 acres.

The facility has a three-bay service department, parts department and driver’s lounge.

Morgan Truck Body has opened a new facility in Orrville, Ohio, and says the 210,000 sq.-ft. facility will be capable of producing 4,000 dry freight and refrigerated truck bodies annually.

Dayton Parts will soon be opening its third location in Canada. The 50,000 sq.-ft. facility in Saint-Lèonard, Quebec, will house the complete Dayton Parts product portfolio.

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Penske Truck Leasing has expanded its presence in Phoenix with a new facility located on 15.4 acres. The maintenance shop includes five truck bays, two truck box repair bays, one automatic wash bay and a fuel island.

Jasper Engines & Transmissions has opened a branch office in Lubbock, Texas. The 9,375 sq.-ft. facility will have diesel air and fuel components in its inventory and the capacity for up to 650 units, including gas and diesel engines, transmissions and differentials.

K. Neal Truck and Bus Center has opened a 40,000 sq.-ft., two-story headquarters as part of phase one of a 170,000 sq.-ft. mixeduse development project in Prince George’s County, Md.

The Larson Group (TLG) announced plans to open a TRP parts store outside of Charleston, S.C., on Aug. 1. TLG’s TRP parts store will feature a 2,500 sq.-ft. showroom, office space and a 14,000 sq.-ft. product warehouse.

September 2019 | Trucks, Parts, Service

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news

safety recalls

mergers & acquisitions

The following are safety recalls issued by the National Highway Traffic Safety Administration: Daimler Vans USA is recalling certain 2018-2019 Mercedes-Benz and Freightliner Sprinter 1500, 2500, 3500 and 4500 vehicles. The rear side windows may be single-pane safety glass instead of laminated safety glass. In the event of a side impact crash or vehicle rollover, the fitted side windows may not adequately protect the rear occupants from being ejected, increasing their risk of injury. NHTSA says potentially 1,079 vehicles are affected by this recall.

Isuzu Technical Center of America is recalling certain 2018-2020 FTR and Chevrolet 6500XD vehicles. The jam nut for the steering stopper bolt on the left front knuckle may loosen and allow the bolt to back away from the steering knuckle, increasing the turning radius of the vehicle in a left turn. If the vehicle’s turning radius is increased, there is an increased risk of a crash. NHTSA says potentially 3,851 vehicles are affected by this recall.

Paccar is recalling certain 1990-2020 Peterbilt 320 and 520 vehicles built with specific amber rear turn signals.

The turn signals may also light up with the stop/tail lights when the brakes are applied. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard (FMVSS) number 108, “Lamps, Reflective Devices and Associated Equipment.” Rear turn signals that illuminate at the same time as the brake lights may create confusion and impair the effectiveness of the brake lights, increasing the risk of a crash. NHTSA says potentially 343 vehicles are affected by this recall.

Volvo Trucks North America is recalling certain 2019-2020 VAH, VHD, VNL and VNR vehicles. The T-bolt clasps on the transmission auxiliary air tank straps may have been over-tightened, resulting in potential deformation to the strap where the T-bolt is anchored.

The deformation of the air tank strap T-bolts may cause the T-bolt to disconnect from the strap allowing the tank to drop to the ground and become a road hazard, increasing the risk of a crash. NHTSA says potentially 24,848 vehicles are affected by this recall.

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Meritor completes AxleTech acquisition

Doggett acquires Great Dane business in Texas

Meritor announced Aug. 29 it has completed its acquisition of AxleTech from global investment firm The Carlyle Group.

The transaction, first announced in May, enhances Meritor’s growth platform with the addition of a complementary product portfolio, including a full line of independent suspensions, axles, braking solutions and drivetrain components, Meritor says.

“The addition of AxleTech advances our growth strategy while further diversifying our portfolio in strategic, adjacent markets,” says Meritor President and CEO Jay Craig.

Leslie Doggett Industries, through its recent acquisition of Truck Enterprises Group, also has acquired a Great Dane trailer distributor/dealer. The deal comes two weeks after Doggett’s acquisition of El Paso’s Truck Enterprises.

The addition of Great Dane complements Doggett’s existing Freightliner and Western Star dealerships in El Paso, Laredo and McAllen/Pharr, Texas, as they will now sell and service flatbeds, dry freight and refrigerated vans with their over-theroad truck offerings, the company says.

Doggett says it acquired the business from International Truck dealer Royal Jones. The purchase price was undisclosed.

Premier Truck Group acquires Warners Truck Centers Penske Automotive Group has added Warner Truck Centers to its Premier Truck Group subsidiary. Warner Truck Centers consists of six dealership locations across Utah and Idaho, including a flagship operation in Salt Lake City.

Roger Penske, Penske Automotive Group CEO, says the acquisition “nearly doubles our retail commercial truck dealership revenue and enhances the company’s diversification while providing the opportunity for future growth and increased profitability.”

Karmak, Optimum announce integration Karmak has announced an integration with Optimum Solutions, a provider of in-house solutions for payroll, HR and time and attendance.

The integration between Optimum and Karmak Fusion, which Karmak says is available as a standalone solution or as part of a fully-integrated HRIS platform, enables clients to leverage the flexibility Optimum offers. Karmak

Trucks, Parts, Service | September 2019

clients can access Optimum modules like Payroll, which offers a comprehensive payroll system that adheres to ACA/OSHA/HIPPA and other government standards, or the HR module, which handles core HR functions including employee attendance, an unlimited number of employee records, reporting and benefit management, among other functions.

news

people in the news Capital Gear has hired Darcy Arbuthnot for the newly created position of account manager, Prairies and Northern Ontario.

Stertil-Koni has hired Tim Kerr as product manager.

Spartan Motors has appointed Angela K. FreeArbuthnot man to the company’s board of directors and to the board’s Human Resources and Compensation Committee.

Haig Partners has hired John Davis as managing director.

industry calendar

Davis

Winter Equipment has named Brian Liederbach vice president of sales.

Kevin Baney has been named general manager of Kenworth Truck Company and Paccar vice Baney president.

Proterra has hired Mike Boggess as vice president of controls, electrical and thermal systems.

Ervin Equipment CEO Greg Ervin has died. He was 58.

Idealease has hired Shannon Shackelford as an area vice president, national accounts.

Kerr

Shackelford NTN, the parent company of BCA Bearings, announced Georgianne Dickey, senior manager of product and marketing communications, has been elected president of the Automotive Com- Dickey munication Council.

Oct. 9-11 National Trailer Dealers Association (NTDA) Annual Convention, West Palm Beach, Fla. Oct. 10-12 International Truck Parts Association (ITPA) Fall Meeting, Miami Beach, Fla. Oct. 20-25 VIPAR Heavy Duty Annual Business Conference, San Antonio, Texas Oct. 28-31 North American Commercial Vehicle (NACV) Show, Atlanta Nov. 6-9 Used Truck Association (UTA) Annual Convention, Indian Wells, Calif.

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Conquer change

Making it in the heavy-duty aftermarket world requires grit, dedication and boldness—it’s no place for the weak. You’ve shown you have what it takes, and that means you’re ready to tackle any changes coming down the pike. At HDAW, the largest North American event in the independent heavy-duty industry, you’ll find relevant education, strategic supplier networking and critical purchasing opportunities to help you face this evolving market head-on and take your business to the next level.

COMMAND THE ROAD AHEAD REGISTER TODAY! www.hdaw.org

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The Buzz The five hottest products as determined by readers of TPSmagazine.com

Torque wrench, wheel balancer Snap-on has introduced a flex-head torque wrench and wheel balancer.

The Snap-on TQFR250E 1/2-in. Drive TQ Series flex-head torque wrench provides consistently accurate readings, the company says. A steel split-beam measuring element eliminates the heavy coil spring used in conventional click-type wrenches.

Snap-on says the ratchet head can be flexed up to 15° to clear obstructions.

With the Snap-on EEWB334A motorized wheel balancer, the touchscreen makes data entry fast and provides easy-to-read measurements, while the unit features static and dynamic balancing modes, the company says.

New welding helmets Lincoln Electric has launched the new Viking 2450 and 3350 Series welding helmets featuring 4C optics, headgear to improve comfort and a low-profile external grind button.

The headgear contours to the operator’s head to evenly distribute weight. The new grind button allows operators to switch between weld and grind mode without having to remove their helmet or gloves.

The helmets also feature Lincoln Electric’s autodarkening lens, are available in 24 styles and are backed by a three-year warranty, the company says.

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Sensors among new products Dorman HD Solutions has introduced former dealer-only products, including sensors, windshield wiper arms and a door sill plate.

Dorman says its exhaust gas temperature sensor is an OE Fix product and fits Kenworth and Peterbilt trucks. Its diesel exhaust fluid level sensor fits certain Isuzu vehicles.

The windshield wiper arms fit multiple Freightliner applications and the replacement door sill plate is for Kenworth W900 tractors, Dorman says.

Other new products include diesel particulate filter hardware kits, camshaft position sensors and engine oil pressure sensors.

Trailer connection products Erich Jaeger USA has introduced its Jaeger Expert line of products for tractor/trailer connections to the North American market. Now available are WeatherLock 7-Pin/12V SAE J560 sockets (primary and auxiliary) and ExperTech 7-Pin/12V SAE J560 cable assemblies (straight and coiled).

The sockets are manufactured with FiberCore material, ensuring mechanical strength for secure connections, the company says.

The cable assemblies featuring DuraCore material for cable plugs are specifically designed for corrosion and abrasion resistance, flexibility and strength, the company says.

New semi-active cab suspension Link Mfg. has introduced its ROI Cabmate Semi-Active Cab Suspension. The company says its Road-Optimized Innovations (ROI) technology responds to road and weather conditions.

The ROI Cabmate assesses environmental conditions. An accelerometer monitors the motion of the cab, while a position sensor measures the position and velocity of the cab relative to the frame, the company says.

The system’s ECU interprets sensor information and responds by adjusting the stiffness of shock absorbers and the air in the system’s air springs to optimize ride stability and comfort, Link says.

September 2019 | Trucks, Parts, Service

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products

Rollup door for specialty trucks A new rollup door from Fontaine Modification is designed to make it easier to quickly access tools and equipment stored in the cabs of Freightliner M2 trucks.

Fontaine Modification says it has improved on previous door installation methods by developing a mounting system that uses a surround to allow the door to be installed in a completely vertical orientation, rather than trying to curve to the side of the truck.

The company says this patent-pending design allows for a watertight seal of the door to the truck, smooth and reliable operation and easy maintenance.

Off The Line

Spotlighting a new OEM innovation

Volvo debuts enhanced D13TC engine Volvo Trucks North America has introduced the next generation of its Turbo Compound technology, providing up to an additional 3 percent improvement in fuel efficiency over the current 13-liter Turbo Compound engine, the D13TC. This new engine delivers up to 11 percent fuel savings overall compared with model-year 2015 trucks. Other improvements include enhanced efficiency over a wider range of applications and more engine ratings, Volvo says.

Volvo’s new D13TC offers three individual drive modes, dynamic torque, an additional 405 horsepower rating and the next evolution of its patented wave piston design, the company says.

These updates enable further-increased fuel efficiency over a wider range of loads, vehicle speeds and engine RPMs. This offers a broader use of applications compared with the first generation of the D13TC engine.

The new D13TC will be available for order in the fourth quarter of 2019 and go into production at the end of the first quarter of 2020, Volvo says.

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Trucks, Parts, Service | September 2019

Wireless battery charger Bosch introduces the BAT 120 wireless battery and starter/ charger system tester.

Bosch says the system is engineered to perform faster battery system tests and receive full alternator health reports. The tester is designed to work on 6and 12-volt automotive batteries, including regular flooded, enhanced flooded, absorbed glass mat (AGM), electric vehicle and start-stop, as well as batteries with as little as 1.5 volts. It also is built to troubleshoot charging issues.

The company says the tester displays results through three LED indicators and is equipped with a 20-in. cable with clamps as well as replaceable test leads and clamps.

Chain offering expanded US Cargo Control, an authorized Crosby distributor and supplier, now offers the full line of Crosby chain slings through its e-commerce website.

US Cargo Control says this includes Crosby’s line of adjustable chain slings with the patented Eliminator chain sling system designed to save time and energy while maximizing versatility.

Regional tire line introduced The Pirelli branded R89 Series tire line recently was launched in the North American market by Prometeon Tyre Group Commercial Solutions (previously TP Commercial Solutions).

The tire line is dedicated to regional market applications and features drive (both open and closed shoulder) and steer applications. The line will be available in an extended range of tire sizes by the end of the year to address various vocational segments.

Pirelli says the R89 Series provides fleets with high mileage, fuel savings and outstanding traction in all weather conditions.

products

In-frame overhaul kits for Navistar AFA Industries has announced new Navistar in-frame overhaul kits for certain DT466E and DT530E engine applications.

These kits include cylinder kits, rod and main bearings, upper gasket set with injectors, O-rings and oil pan gasket.

AFA says benefits of its in-frame overhaul kits include: piston rings with a proprietary coating to reduce high-heat scuffing and provide break-in protection; some specific applications feature forged steel pistons with a manganese phosphate coating to reduce wear; other applications call for highstrength cast aluminum pistons that

are specially formulated alloys to decrease friction; and, where specified, induction hardened liners to provide strength and improved wear resistance.

Alternator added to product line Denso Products and Services Americas is offering its new PowerEdge brand of heavy-duty alternators, the PowerEdge 24PE pad mount alternator.

The 12-volt, 170-amp 24PE alternator model fits most Society of Automotive Engineers standard pad mount applications and covers nearly all Class 8 vehicles in operation, the company says.

Denso says the 24PE alternator’s features include higher amps at idle and cruise speeds, requires less engine power, batteries recharge faster after startup, and Denso’s patented rectangular segment conductor technology that provides for a compact, lightweight alternator with longer life.

All units are new with no core charge and are backed by a one-year/ unlimited mileage warranty, Denso says.

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September 2019 | Trucks, Parts, Service

45

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