Parts Archives - Material Handling Wholesaler

Curiosity Is the Competitive Edge for today’s Forklift Dealers

Mon, 20 Apr 2026 05:00:00 +0000

The first quarter of the year always brings a flurry of industry activity. Conferences, trade shows, and association meetings seem to stack up back-to-back on the calendar. For many of us in the material handling world, these events provide a chance to reconnect with colleagues, see new equipment, and hear perspectives from leaders across the industry. After attending several events already this year, one theme kept resurfacing in conversations and presentations. Change is no longer something that happens occasionally in our industry. It is the constant. One speaker I listened to captured it perfectly with a simple message. Dealership leaders need to help their teams embrace change as part of everyday business and create a sense of curiosity within their organizations. For aftermarket leaders, that message carries particular weight. Parts and service departments are where many of the biggest industry changes show up first. The Aftermarket Is on the Front Line of Change When new technology enters the market, the aftermarket feels the impact immediately. Technicians have to diagnose and repair new systems. Parts departments have to understand new product categories. Service managers must support customers as they adapt to evolving equipment and operating environments. Think about how much has changed in just the last decade. Electric equipment adoption continues to grow. Battery technology is evolving. Telematics and fleet management systems are becoming more common. Diagnostic tools are increasingly software-driven. At the same time, customers expect faster service response and easier parts ordering. None of these trends is slowing down. If anything, they are accelerating. That is why embracing change is not simply a leadership slogan. It is a practical reality for every aftermarket department. Curiosity Creates Adaptability One of the most interesting ideas raised during discussions at these industry events I have recently attended was the importance of curiosity in the workplace. In many organizations, change can create resistance. People naturally gravitate toward processes and routines that feel familiar. But in an environment where technology, equipment, and customer expectations are evolving quickly, curiosity becomes a competitive advantage. Curiosity encourages employees to ask questions and explore new ideas rather than avoid them. In your aftermarket operations, curiosity might look like a technician learning how to use a new diagnostic tool or becoming more comfortable working with electric equipment. It might involve a parts manager exploring digital parts catalogs or evaluating whether online ordering could improve the customer experience. It might also mean a service manager digging into data to better understand patterns in repeat service calls or customer equipment downtime. When employees are encouraged to stay curious, change becomes less intimidating and more manageable. Training Is the Bridge Between Today and Tomorrow Of course, curiosity alone is not enough. It must be supported by ongoing training. One of the realities of our industry today is that the technical knowledge required to maintain and repair modern equipment is constantly evolving. New battery systems, new software platforms, and new diagnostic tools require technicians to keep learning throughout their careers. The same applies to other roles within the aftermarket operation. Parts personnel must stay up to date on new product lines and technology components. Service managers must understand emerging trends that impact customer operations. Sales teams must be able to communicate the value of maintenance programs, safety products, and new service offerings. Dealerships that invest in continuous training are building a stronger foundation for the future. Training improves technician confidence, increases first-time fix rates, and ultimately leads to better customer outcomes. It also helps dealerships retain employees by demonstrating the organization’s commitment to their long-term development. In an environment where skilled technicians are in high demand, that commitment matters. Preparing for an Evolving Industry Another point that surfaced during some of these industry conference discussions was the broader evolution of the dealership landscape. Across many industries, consolidation continues to reshape the competitive environment. Larger dealer groups are emerging, and customers are increasingly expecting sophisticated service capabilities and strong technical support. At the same time, equipment technology will continue to evolve. Electrification, automation, and digital fleet management are all areas that will influence how dealerships support their customers. For aftermarket leaders, this means preparing teams not just for today’s equipment but also for tomorrows. Encouraging your employees to learn new technologies, participate in training programs, and stay engaged with industry resources helps position your dealership to adapt successfully. The Role of Industry Education and Advocacy Finally, the conversation around change also highlighted the importance of education and advocacy within the material handling industry. Organizations such as MHEDA, ITA, and other industry groups play a critical role in educating the next generation of technicians and leaders. Technical training programs and equipment manufacturers all play a role in developing the workforce that supports our equipment in the field. Dealerships benefit when they actively participate in these efforts. Encouraging employees to attend training programs, supporting technician certification, and staying involved with industry groups helps strengthen the talent pipeline that the entire industry relies on. If we want the next generation of technicians and parts professionals to succeed, the industry must continue to invest in education and awareness. A Simple Challenge for Aftermarket Leaders The takeaway from this year’s conference and trade show season is clear. Change is not something that will arrive someday. It is already shaping how aftermarket departments operate. The question for dealership leaders is whether their teams are being prepared to adapt. Here is a simple challenge to consider this month. Take a moment to look around your aftermarket operation and ask a few questions. Are your technicians receiving the training they need to stay ahead of new technologies? Are your parts and service teams encouraged to explore new tools and processes that could improve the customer experience? Are you creating an environment where curiosity is welcomed rather than avoided? Dealerships that embrace change will not just survive the shifts happening in our industry. They will find new opportunities for growth along the way. The dealerships that keep learning will be the ones

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Why Customer Experience is now a Revenue Driver for Parts Departments

Tue, 17 Mar 2026 07:00:29 +0000

They say April showers bring May flowers. In the material handling world, spring conference season often brings the same result: fresh ideas taking root and new ways of thinking about how we support our customers. For years, customer experience in the parts department was defined by availability and price. If you had the part and the price was competitive, you were in a strong position to win the order. That foundation still matters, but expectations in today’s market have evolved well beyond inventory and margin. Dealers are no longer competing solely with other local providers. They are competing with the buying experiences customers encounter every day, especially the speed, transparency, and simplicity driven by Amazon-style purchasing behavior. That shift is redefining what “good service” looks like in the parts world. At a recent MHEDA networking summit, I attended a session titled The Future of Customer Experience for Material Handling Dealers. The discussion centered on how dealerships can differentiate in a crowded marketplace by leveraging technology, fleet insights, and optimized service dispatch to deliver faster, more consistent support. While much of the conversation leaned operational, the implications for parts departments were immediate and clear. Customer experience is no longer confined to the service lane. It begins the moment a parts request is placed and continues until the order is installed, invoiced, and followed up on. Response speed is the new first impression In the past, customers expected to wait for parts quotes. Today, responsiveness shapes perception before price ever enters the conversation. When a customer emails, calls, or submits an online request, they are often doing so while equipment is down. Every hour matters. A delayed acknowledgment can feel like a lack of urgency, even if the parts team is actively researching availability. Dealers that stand out treat response speed as part of the product they deliver. Quick confirmations, even without final pricing, signal professionalism and control. Letting the customer know the request is in motion, what is being checked, and when to expect an update keeps confidence high while the work happens behind the scenes. Clean order communication builds trust Accuracy has always been important in parts. What has changed is how customers expect that information to be communicated. Order confirmations that are vague, incomplete, or delayed create unnecessary anxiety. Customers want clarity around what was ordered, when it will ship, how it will arrive, and whether any items are backordered. Dealers that are improving the customer experience are tightening communication at every step. Clean confirmations, clear shipping details, and proactive clarification on partial shipments eliminate surprises. When communication is structured and consistent, customers spend less time chasing updates and more time relying on their dealer as a partner. Proactive updates matter more than reactive answers One of the strongest themes from the MHEDA session was the importance of proactive communication. Technology and fleet-visibility tools are enabling dealers to anticipate needs, but the same principle applies to parts orders already in motion. Customers should not have to call for updates. When shipments are delayed, when parts are backordered, or when delivery timing changes, proactive outreach preserves trust. Silence, even when unintentional, can be frustrating. Parts departments that lead in customer experience use automated notifications, CRM triggers, or simple manual check-ins to keep customers informed. The goal is not complexity. It is consistency. Consistency in return policies removes friction Returns are another area where customer experience often breaks down. Inconsistent policies, unclear restocking fees, or slow credit processing can create tension that outweighs the value of the original order. Customers understand that returns carry a cost. What they want is predictability. When policies are clearly communicated upfront and applied consistently, conflict decreases significantly. Dealers enhancing the parts experience are simplifying return guidelines, setting clear credit timelines, and ensuring CSRs communicate expectations before the order is finalized. Transparency at the beginning prevents frustration at the end. Technology is raising the baseline One of the more compelling takeaways from the MHEDA session was how technology is reshaping customer expectations across the dealership. Fleet insights, telematics data, and service dispatch optimization are helping dealers deliver faster onsite support. For parts departments, the parallel lies in digital ordering tools, inventory visibility, and automated communication. Customers increasingly expect real-time availability, online ordering options, and immediate confirmation of order status. Dealers do not need to replicate Amazon to compete with Amazon-style expectations. But they do need to remove friction wherever possible. Even incremental digital improvements can significantly enhance the buying experience. Customer experience is now a growth strategy The parts departments seeing the most sustained growth are not just focused on what they sell. They are focused on how customers feel during the transaction. Speed of response, clarity of communication, proactive updates, and consistent policies are no longer soft skills. They are competitive differentiators. In our industry, where many dealers have access to the same suppliers, experience becomes the deciding factor. Customers remember how easy it was to do business far longer than they remember the exact price they paid. The takeaway for dealers is straightforward. Customer experience in the parts department is no longer a support function. It is a revenue driver. Those who invest in communication, process consistency, and technology-enabled transparency will not just retain customers, they will grow with them. One additional takeaway that stood out to me from a recent conference speaker was simple but powerful: Secret shop your own parts department. Call in as a customer. Submit an online request. Send an email for a quote. Then step back and evaluate the experience. How quickly did your team respond? What was the tone on the phone? Was the communication clear and confident? How seamless did the transaction feel from start to finish? For dealership leaders and owners, this firsthand perspective can be eye-opening. It reveals gaps that reports and dashboards often miss. In today’s market, where customers compare every buying experience to the best one they have ever had, even small improvements in responsiveness, clarity, and follow-up can make a meaningful

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Price is the Excuse. Process is the Problem.

Fri, 20 Feb 2026 06:00:22 +0000

Ask most service managers why they lose jobs today, and the first answer is usually price. Labor rates are higher than ever. Parts costs continue to fluctuate, often with little warning. Travel fees are increasingly a point of customer pushback, especially as expectations for value and transparency rise. Customers feel the pressure, and dealerships feel it too. But in today’s market, price is rarely the true reason a service job is lost. More often, the decision is made long before a quote is reviewed. Service work is not disappearing. It is quietly slipping away through process gaps that erode confidence and slow decision-making. After watching dealerships navigate the aftermarket over the past year, one thing becomes clear: The dealers winning service work are not always the cheapest. They are the most consistent, the most responsive, and the clearest in how they communicate with customers. Slow response kills confidence Speed signals competence. When a customer calls in with an issue or submits a service request, they are looking for help now, not later. Customers want to know when help is coming, even if the answer is not ideal. Too many dealers wait to confirm schedules until every detail is finalized. That leaves customers in limbo, unsure whether to wait or keep searching for another provider. Dealers who consistently win service work treat the initial response as part of the service experience. A same-day acknowledgment reassures the customer that their issue is being addressed. Clear communication around next steps and timing keeps you engaged with your customer while the technical details are being worked out. Dealers that retain service work set expectations early. Providing a realistic service window, explaining parts availability, and being honest about technician schedules builds trust. Customers are far more forgiving of delays when they are disclosed upfront rather than discovered later. As an industry colleague once said to me, ‘A customer will wait for a part or a technician to arrive; however, they will not wait for an answer to their call or request’. Unclear pricing creates hesitation Customers understand that service costs money. What they struggle with is inconsistency or surprise. Travel charges that vary by technician, labor categories not clearly explained, and environmental and shop fees introduced late in the process all create friction. When pricing feels unpredictable, customers slow down and begin comparing alternatives. Dealers that reduce this friction focus on clarity rather than justification. Defined labor categories, consistent travel policies, and standard diagnostic charges explained upfront help customers understand what they are paying for. When pricing is clear and repeatable, even a higher number becomes easier to accept. Confusing quotes slow decisions A quote that feels rushed or overly technical often creates doubt. Long descriptions without clear priorities, vague scopes of work, or missing context force customers to interpret what is being proposed. That uncertainty leads to hesitation, follow-up questions, or silence. Strong service departments simplify without oversimplifying. They explain what is being repaired, why it matters, and what could happen if it is delayed. Consistent formatting and straightforward language help customers make decisions faster and with more confidence. A clear quote communicates professionalism and control. Weak follow-up and internal friction quietly cost service jobs One of the most overlooked reasons dealers lose service jobs is what happens after the initial service visit or after a quote is sent. Too often, proposals go out and then stall. No reminder. No check-in. No confirmation. From the customer’s perspective, silence can feel like disinterest or a lack of urgency, because the dealership is simply caught in internal delays. Behind the scenes, service work slows as information moves between the parts department, service writers, and technicians. Each handoff introduces lag and increases the chance of miscommunication. While your customers may never see your internal processes, they experience the outcome as slower responses and longer decision cycles. Dealers that improve job capture make follow-up a built-in part of their workflow, not an afterthought. A brief call or message within 24 to 48 hours helps maintain momentum and reinforces professionalism. At the same time, they streamline internal approvals, reduce duplicate steps, and tighten work order flow. Even small process improvements can lead to faster turnaround, clearer communication, and more service jobs won for your dealership. Dealers are not losing service jobs because customers no longer value service. They lose them because the experience does not match expectations in today’s market. Customers want fast acknowledgment, clear pricing, confident communication, and predictable scheduling. Dealers who consistently deliver these fundamentals will win more work, even as costs rise and competition tightens. Service departments do not need sweeping transformation to improve results. They need disciplined execution of the basics. The good news is that every issue outlined here is within the dealer’s control. Fix the process, and the jobs follow. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has over 20 years of experience in the equipment industry, including service, quality assurance, and business development roles. Chris now manages a national outside sales team selling replacement parts and accessories across equipment markets, including material handling, equipment rental, and construction and earthmoving dealerships.

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“A New Year, A higher bar: How dealers can win in the 2026 Aftermarket”

Thu, 18 Dec 2025 06:00:56 +0000

Another January is here, bringing that familiar mix of optimism and reality that comes with starting a new year. Happy New Year! I hope 2025 treated you well, and that you are entering 2026 with some momentum, a few lessons learned, and a clear understanding that the real opportunities in our business still lie in the aftermarket. Industry forecasts and market data all point in the same direction. The market is growing, but the bar is rising. Customers want faster support, more transparency, and more value. Costs continue to climb; technology keeps accelerating, and talent and labor remain a challenge. Parts, service, and rental support are where all of these trends turn into real customer needs and real decisions every day at your dealership. MHEDA’s 2026 Business Trends specifically highlight several forces that matter directly to parts, service, and rental support. These include growing customer demands, tighter contracts, consolidation, and the rising use of artificial intelligence. Additionally, strategic partnerships between manufacturers and dealers are becoming increasingly important as customers demand more options, more data, and faster service. The American Rental Association projects growth again in 2026, although at a slower rate. Contractors and industrial customers continue to rely on rental to manage capital and match equipment to workload. For dealers, this means uptime and fast turns matter more than ever. The message from these sources is consistent. Growth is there, but it requires sharper execution. That puts pressure on your aftermarket operations to operate smarter and remove friction for the end customer. Let us dive into and explore actionable objectives for 2026 that you can implement in your aftermarket operations. Use data and AI to improve uptime Artificial intelligence sits high on MHEDA’s 2026 list for a reason. For dealerships, it does not start with robots or complicated software. It begins with using the data you already have to make clear improvements. Pick one data or AI use case and make it meaningful; more importantly, focus on customer outcomes rather than the technology itself. AI and data only matter when they reduce downtime, shorten repair times, or prevent repeat service calls. If a tool is not clearly improving your aftermarket performance results, adjust it. Dealers who simplify technology rather than overbuild it will gain real traction in 2026. Protect margin through clarity and consistency Customer expectations keep rising, and contract terms keep getting tighter. At the same time, labor, freight, and parts costs continue to increase, so protecting your margins requires structure and clarity. Start by publishing a clear aftermarket menu that makes it easy for customers to understand your billing structure for inspections, planned maintenance, and common repairs. Turn your most frequent jobs into repeatable packages. Build value into your contracts by offering bundles that combine PM, tire programs, inspections, and safety checks, and tie your services to uptime guarantees or response times to strengthen your position. In addition, put reman and repair options front and center, since many customers want cost control. Remanufactured components, rebuild programs, and repair choices help you meet that need while protecting your margin. A clean pricing structure and a repeatable service model give you more leverage in a market where customers shop harder and negotiate more. Strengthening talent, training MHEDA highlights workforce challenges again for 2026, and every dealer is feeling it. Recruiting is tougher, training costs more, and the talent gap continues to widen. Teams are thinner, and younger employees expect development, structure, and a sense of purpose. Start by building real career paths in parts and service, with clear training stages and pay steps for counter staff, service writers, and technicians. Crosstrain for flexibility so that at least one parts person can assist with dispatching and at least one service administrator can handle parts lookups for key accounts. Your people are your engine, and a strong talent strategy helps you support customers faster and more consistently. Align your aftermarket with a steady but slower rental market ARA’s 2026 forecast shows continued growth, although softer than in past years, and for dealerships with rental fleets or heavy rental customers, this means operating with more discipline. Treat rental as its own aftermarket segment by building inspection intervals, PM standards, and reconditioning templates designed specifically for rental units. Tighten communication between rental, service, and parts so that when a unit returns with damage, odd wear, or missing accessories, you document it and use that information to guide stocking decisions and service planning. Support your contractor customers with rental-ready service packages that help them keep their owned equipment fully prepared as they move between owning and renting. Rental customers judge you by uptime, turn times, and the condition of every machine, so make those priorities central in 2026. Strengthening partnerships with OEMs through shared data MHEDA’s trends point to the need for greater collaboration between manufacturers and distributors, as customers increasingly expect more direct access and stronger digital tools. Customers want more direct interaction with the manufacturer, more transparency, and faster access to information. OEMs are responding by building tools, portals, e-commerce options, telematics dashboards, and support channels that connect directly to end users. This does not mean your customers want to bypass your dealership entirely. It means: Customers expect modern, friction-free access to information OEMs are creating more direct digital touchpoints Dealers need to stay aligned with OEMs, so the customer gets a consistent experience Transparency, data sharing, and online access are becoming normal expectations So yes, “demand for direct consumer business” means your customers want a closer, simpler connection to the brand and their equipment data, and OEMs are stepping in to meet that expectation. This raises the bar for dealers to integrate with, collaborate with, and keep pace with those tools. Clear data and aligned goals make these relationships smoother and improve your aftermarket results. Action to Kick-off 2026 If you only apply three ideas from this article as you kick off 2026, make them these: Implement one data-driven or AI-supported process that clearly focuses on customer outcomes with the data

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Quantum Storage Systems launches new line of Heavy-Duty Trash Cans

Thu, 04 Dec 2025 22:47:40 +0000

Quantum Storage Systems has announced the launch of its new heavy-duty trash can product line, engineered for durability, ergonomics, and cost-efficient performance. Manufactured in Quantum’s Miami, Florida production facility, the new line is available in 10-, 20-, 32-, 44-, and 55-gallon sizes. Each trash can features Quantum’s proprietary ergonomic design and is constructed from a high-grade polymer resin, delivering long-lasting strength for commercial, industrial, and institutional use. Standard colors include grey and black, with additional color options—yellow, brown, red, white, and blue—available with a low minimum order quantity. The line has quickly gained market traction as a high-quality, economically priced alternative to traditional waste-handling products. Customers can learn more about the new product offering at www.quantumstorage.com or by calling 800-685-4665 and asking for the Sales Department.

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Intella Parts Company LLC announces new Headquarters and Distribution Warehouse

Wed, 26 Nov 2025 21:01:17 +0000

Intella Parts Company LLC, a supplier of forklift and aerial lift parts, announced the opening of its new corporate headquarters and distribution warehouse located at 135 Manufacturers Drive, Holland, MI 49424. The building features 11,000 square feet of office and warehouse space, allowing Intella to continue growing its customer base across the United States, Canada, and Latin America. “This is an important milestone for our company,” said Marcel VandenTop, owner and founder. “This facility helps our employees stay productive, allows us to be more efficient when we manage inventory and process orders, and gives us plenty of room for growth”. Intella Parts Company was founded in 2007 and operated as a parts wholesaler from 2007 to 2021. “In 2021, we sold Intella’s wholesale division to TVH Parts Company and built a new business centered on selling directly to end-users instead of forklift dealers. Sales have grown steadily since 2021, and the team has grown as well. Intella sells parts through three websites: intellaparts.com targets the USA market, intellaparts.ca focuses on Canada, and a new website, intellaparts. mx, starting in 2026, will focus on the Mexican market. Intella will operate in Mexico under the name Intella Parts S.A. de C.V. In addition to selling parts to customers online, Intella has developed a nationwide network of independent forklift mechanics. “We serve more than 120 independent forklift mechanics around the USA—experienced technicians who typically work from home and provide high-quality service at competitive prices,” VandenTop explains. “Customers who need parts often need technical help as well, and we match them with a mechanic.” “The average forklift dealer in the United States charges $200 per hour plus service call fees. Our network of independent mechanics saves customers money—anywhere from 20-30%.” Our network allows us to cross-sell service and parts to compete with local forklift dealers nationwide. Intella now has a local partner in roughly half of the most populated 1,000 U.S. zip codes, with coverage continuing to expand each month, added VandenTop. Intella Parts Company LLC will begin full operations at the new location immediately. Customers, suppliers, and partners are encouraged to update their records accordingly. New Company Address: Intella Parts Company LLC 135 Manufacturers Drive Holland, MI 49424 United States.

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Rethinking the Dealer–Manufacturer Model: Aftermarket as the New Growth Engine

Thu, 20 Nov 2025 06:00:20 +0000

In 2025, the lines between manufacturer and dealer have never been blurrier or more critical. With some OEMs now owning or operating dealerships, independent dealers are re-evaluating what “partnership” really means. Add in high floorplan interest rates, lingering inventory from the pandemic, and tariff uncertainty, and the traditional manufacturer–dealer model is under more strain than ever. However, in times like these, partnership is not optional. The path forward for lift truck dealers lies in collaborating with manufacturers to grow the one segment most capable of stabilizing revenue and protecting margins: The Aftermarket. As I have written throughout the year, including my July cover story on the future of customer experience, the dealerships that will thrive are those that simplify complexity for customers and turn technology, data, and training into practical value. The same applies to how you engage with your OEM partners. When you leverage their engineering, product data, and technical resources to strengthen the aftermarket, both sides win. Manufacturers Owning Dealerships Some OEMs continue to increase their direct ownership of dealerships (factory stores) to secure market presence, control pricing, and standardize customer experience. For independent dealers, this move can feel like competing with the hand that feeds you. But rather than view it as a threat, smart dealers see it as a blueprint. When an OEM owns a branch, it tends to focus on lifecycle revenue, such as service contracts and telematics, because these areas are predictable and high-margin. Independent dealers can take that same approach and build on it locally. Instead of relying on new unit sales, they can use the manufacturer’s product strength and technical documentation to dominate in service, safety upgrades, retrofit programs, and predictive maintenance. The Inventory Hangover and Floorplan Pressure Pandemic-era forecasting left many dealers carrying more new equipment than they can move, while higher interest rates have inflated the cost of that inventory. As one MHEDA 2026 Business Trend points out, “capital efficiency and cash management will be the new competitive edge.” Manufacturers can help by offering consignment programs, aged-inventory buybacks, and extended terms, but dealers must reciprocate by focusing on aftermarket revenue streams that generate faster cash flow. A 10% increase in parts and service absorption can offset the financing cost of dozens of unsold units. The math is simple; your aftermarket departments pay the bills when new sales slow. Tariff and Supply Chain Uncertainty Rising tariffs and global instability have pressured manufacturers to re-source components, lengthen lead times, and raise prices. Dealers are feeling the pain when parts availability fluctuates and when pricing changes mid-quote. However, these disruptions also create opportunities. The dealers who collaborate with their OEMs to localize sourcing, stock critical parts, and provide early feedback on availability gaps will strengthen trust and secure preferential support. Transparency and data sharing are the new currency in the dealer-manufacturer relationship. Strengthening the manufacturer–dealer relationship does not require a significant initiative or a new program. It starts with practical, everyday actions that build trust and drive results in the field. Here are some strategies to strengthen your aftermarket strategy through OEM collaboration. Turn Shared Data into Shared Revenue Most OEMs are rich in data —failure rates, component lifecycles, and warranty trends —but that information rarely reaches dealers in a form they can act on. At the same time, dealers have valuable insights from usage reports, service calls, and work orders that manufacturers seldom see. The real opportunity comes from bringing these two perspectives together. Schedule regular aftermarket business reviews with your OEM partners that combine their national data with your local service metrics. Keep the discussions focused on what truly impacts performance, parts availability, warranty patterns, fill rates, and customer feedback. These open conversations often reveal quick fixes that improve communication, boost uptime, and strengthen satisfaction on both sides. To keep things simple, agree on a few shared KPIs such as fill rate, first-time fix percentage, and time from job completion to invoice. These are easy to track, meaningful to both dealer and manufacturer, and form a solid foundation for continuous improvement. OEMs are managing cost and quality pressures while dealers are fighting to protect margins. Aligning around the same numbers creates accountability and momentum. As MHEDA’s 2026 Trends Report notes, “Data is no longer a back-office tool; it’s a frontline revenue driver.” Use OEM Training as a Dealer Advantage Every manufacturer offers technical and safety training, yet many dealers treat it as optional. In today’s tight labor market, training is one of the most under-utilized levers for aftermarket profitability. Work with your OEM to co-develop a training calendar for technicians, parts personnel, and customers. Use the manufacturer’s product experts for advanced sessions, and then document those sessions to create your own internal library. For technicians, training increases billable efficiency and first-time fix rates. For parts staff, building product confidence leads to higher average order values. For customers, it adds value and retention. Training, when structured and OEM-supported, is not an expense. It is a profit center hiding in plain sight. Align Inventory and Aftermarket Planning Dealers burdened with excess new inventory must keep cash turning elsewhere. That is where the aftermarket can balance the books. Ask your OEM for advance access to parts bulletins, model-change forecasts, and discontinuation timelines. This allows you to adjust stocking levels early, liquidate slow movers, and pivot toward consumables and wear items that move regardless of new unit sales. OEMs benefit from better fill rates; dealers free up capital and shorten delivery times. In short, if your new-unit capital is locked up, free your aftermarket capital. Innovation with Aftermarket ROI in Mind Automation and electrification remain dominant trends for 2026. However, pilots fail when the aftermarket is an afterthought. Work with your OEM to ensure that every new technology rollout includes an aftermarket plan, such as parts kits, technician training, service software access, and remote-diagnostic rights. If your OEM is testing an autonomous or fully electric model, volunteer to pilot it, but only with a documented plan for service readiness and inventory support. This approach

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Motion announced acquisition of Industrial Distributor in California

Wed, 05 Nov 2025 23:04:15 +0000

Enhancing Customer Service and Growth in the West Coast Market Motion Industries, Inc. has announced the acquisition of the net operating assets of Sunset Industrial, a Cerritos, California-based industrial distributor. The transaction closed with an effective date of November 1, 2025. Founded in 1979, Sunset Industrial is a distributor of power transmission parts and industrial lubrication solutions, as well as services including make-to-order (MTO) parts, repairs, inventory management, safety training, and free local delivery. “We’re excited to join the Motion team,” said James Stratmann, Sunset Industrial’s Chairman of the Board. “Both companies are customer-focused, quality-driven, and serve many of the same industries, so we expect a highly smooth transition for our customers and employees. This integration will drive new and expanded opportunities.” James Howe, President of Motion, added, “The addition of Sunset aligns with Motion’s growth strategy while increasing value to local customers. We look forward to welcoming the talented Sunset team and further increasing our market leadership in Southern California.”

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What Football Taught Me About Aftermarket Leadership

Mon, 20 Oct 2025 05:00:37 +0000

Football season is here, making it the perfect time to revisit one of my favorite themes: getting back to basics. In football, even the most talented teams can struggle if they forget the fundamentals. As a youth football coach, I frequently remind my players that success begins with effective blocking and tackling. The same is true for material handling dealerships. No amount of technology or flashy new programs will compensate for a lack of strong fundamentals in your aftermarket operation. Aftermarket leaders who want to grow market share and increase revenue need to refocus their teams on the core principles that drive performance. When you strip away the noise and return to the basics, you create a clear playbook that your people can follow. That is how you build consistent results, loyal customers, and a winning culture. Here are five principles that every aftermarket leader can apply to strengthen their operation. Be Customer-Centric Everything starts with the customer. Too often, we get caught up in chasing internal metrics and forget that the goal is to solve problems for the person on the other end of the phone. Customer centricity means understanding your customers’ fleet mix, pain points, and buying habits. Great leaders encourage their teams to go beyond simply filling orders. They train their staff to ask questions, actively listen, and look for ways to add value; stock the parts their customers need most; offer delivery options that keep their equipment running and reduce downtime; and help them plan preventive maintenance to avoid costly breakdowns. When your customers feel that you are thinking about their business as much as they are, you become a trusted partner instead of just a supplier. That kind of trust is what turns one-time transactions into long-term relationships. Prioritize Technical Expertise Trust is also built through technical knowledge. Your customers depend on your team to distinguish between similar parts, troubleshoot issues, and recommend the most suitable solution. When your team is confident in their technical expertise, they solve problems more efficiently and inspire customer confidence. This means investing in training for both technicians and inside sales staff. Keep your team informed about new equipment, emerging power sources, and diagnostic technologies. Give them quick reference tools, product photos, and spec sheets to ensure first-time-right recommendations. Technical expertise reduces costly returns, shortens downtime, and reinforces your position as the go-to resource in your market. Care for Your People The best aftermarket strategies in the world will fail without engaged employees. People perform better when they know their work matters, when they feel supported, and when they see a path for growth. Caring for your people does not always require big budgets or elaborate programs. Simple actions go a long way. Recognize hard work during team meetings; share performance metrics so everyone can see progress and know where they stand; provide training that helps them grow professionally and personally. When you invest in your people, they become more invested in your customers. Encourage Entrepreneurship One of the most powerful ways to grow an aftermarket department is to empower your team to think like business owners. Allow them to explore margin opportunities, suggest stocking adjustments, and propose process improvements. Entrepreneurship in this context does not mean taking wild risks. It means encouraging initiative. If a customer has a downed truck and a part is unavailable, your team should be empowered to explore creative solutions, such as remanufactured parts, rental substitutions, or alternative sourcing. This kind of thinking captures revenue you might otherwise lose and creates memorable service moments for your customers. Foster Innovation Innovation is not just for tech companies. Every dealership can benefit from a culture that looks for better ways to serve customers. Innovation can be as simple as tweaking a process, reorganizing a stockroom, or improving communication between parts and service departments. Leaders who foster innovation create space for ideas, test them in small pilots, and measure results. Perhaps that means experimenting with same-day delivery routes, introducing a mobile quoting tool, or creating bundled service and parts programs. Innovation keeps your dealership ahead of competitors and positions you as a modern, customer-focused partner. Call to Action for Dealers Just like a football team that drills on blocking and tackling every week, your aftermarket operation needs commitment to the basics. By focusing on customer centricity, technical expertise, care for people, entrepreneurship, and innovation, you provide your team with a simple yet powerful framework for growth. The dealers that win in the next few years will be the ones who stay disciplined in these fundamentals. Technology will continue to evolve. Customer expectations will continue to rise. However, when your team executes the basics consistently, you will be ready for whatever comes next. As you examine your own aftermarket operation, ask yourself: Are we truly customer-focused, or are we just processing orders? Are we investing in technical training so our staff can solve problems confidently? Are we building a culture where people feel supported, empowered, and encouraged to innovate? Pick one of these five principles and make it your focus for the next quarter. Hold a team meeting to discuss it, set one measurable goal, and review progress together every month. Over time, you will see stronger engagement, better customer experience, and measurable revenue growth. Back to the basics is not just a slogan. It is the foundation of a successful dealership. If you commit to it, you will not just keep up with the competition. You will set the pace. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has over 19 years of experience in the equipment business, serving in various roles, including service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team that sells replacement parts and accessories to various equipment markets, including material handling, equipment rental, and construction and earthmoving dealerships.

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TVH welcomes back Jeannette Walker as Vice President, Customer

Tue, 23 Sep 2025 23:37:48 +0000

TVH Americas, a global provider of quality replacement parts and accessories for the material handling, industrial, and construction equipment industries, welcomes back long-time industry member Jeannette Walker. Jeannette returns to TVH having served as Chief Executive Officer of the Material Handling Equipment Distributors Association (MHEDA), where she helped lead the organization through key strategic initiatives and industry-wide engagement. She worked closely with MHEDA’s board and member community to strengthen the association’s mission and position it for long-term success. As she returns to TVH, she is sure to bring the same positive impact as seen at MHEDA. “It is with great pleasure that we welcome Jeannette back to the TVH organization,” said Simon Witdouck, President of TVH Americas. “Her unwavering dedication to our customers, thoughtful collaboration with colleagues, and dynamic leadership left a meaningful mark on our team. It is clear to see that she continued to demonstrate the same impact throughout her time with MHEDA. We are truly grateful for her return and look forward to all that lies ahead for both her and TVH in this next chapter.” In her new role as Vice President, Customer, Jeannette will lead a focused group of teams dedicated to driving customer satisfaction. She will spearhead strategic initiatives designed to enhance TVH’s ability to deliver exceptional value and service to its customers, while also cultivating a positive and engaging workplace culture. “After an incredibly rewarding chapter serving the material handling industry, I’m excited to return to TVH in a role focused on our customers,” said Walker. “Having spent over two decades with the company, I’ve had the privilege of growing alongside an incredible team. I know the impact we can make when we align our teams, products, and services around what matters most – our customers. TVH has always prioritized strong relationships and service excellence, and I look forward to building on that legacy.” As Vice President, Customer, Jeannette will report directly to Simon Witdouck and serve as a member of the Americas Management Team out of the TVH Americas Headquarters in Olathe, KS.

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Driving Efficiency Through Integration: Parts and Service as One

Sat, 20 Sep 2025 05:00:16 +0000

An often common challenge for lift truck dealerships today is the invisible wall that can form between departments. Even when everyone works hard, parts and service frequently operate as separate entities rather than as a unified aftermarket team. This siloed approach can lead to missed opportunities, inconsistent customer experiences, and inefficiencies that quietly erode the dealership’s profitability. A better way forward is to view the aftermarket not as two or three independent profit centers, but as a single, unified business unit. When parts, service, and related product sales operate under shared strategies for inventory, pricing, and customer communication, the result is a more efficient operation and a stronger competitive position. The Cost of Operating in Silos When your aftermarket departments run in isolation, the problems compound over time: A service job may include parts priced at list, while the same parts could be purchased at a discounted rate over the counter. The parts department may stock inventory based solely on historical sales, without considering the service pipeline. Technicians may notice upcoming maintenance needs in the field, but that insight often fails to reach the parts team for a proactive sale. These situations not only create inefficiency internally, but they can also leave your customers confused about pricing, availability, and service options. One Inventory Plan, Multiple Benefits A unified aftermarket strategy begins with one coordinated inventory plan. Rather than each department making stocking decisions in isolation, your dealership should consider the whole picture—service demand based on upcoming repairs and PM schedules, counter and online sales trends for quick-turn items, and seasonal patterns that influence both repair and retail needs. This approach ensures high-demand parts are available where and when they are needed, reduces duplication of slow-moving stock, and makes better use of capital tied up in inventory. Unified planning also creates opportunities for coordinated sales efforts. For example, a seasonal maintenance program can bundle labor, consumables, and replacement parts into a single, straightforward package for your customer. When pricing, timing, and messaging remain consistent across service calls, counter sales, and marketing materials, the result is a seamless buying experience that feels intentional and professional. Shared Customer Intelligence Every customer interaction contains valuable information. Suppose a technician determines that a customer’s machine will require new tires or a mast chain in six months; that data should be immediately flagged for the parts team. Similarly, if a parts salesperson notices a pattern that suggests a fleet is aging, the service department can offer inspections or PM work. When these insights flow freely between teams, your dealership can act proactively instead of reactively, which strengthens customer loyalty and boosts revenue. Consistent Pricing Builds Trust Disparate pricing policies can undermine both margins and trust. Aligning pricing strategies across parts, service, and online sales creates consistency and reinforces the value proposition. This does not mean eliminating flexibility, but rather ensuring that discounts, premiums, and bundled offers follow the same logic across every customer touchpoint. Consistency also provides an opportunity to communicate the “why” behind pricing, such as the investment in technician training, warranty coverage, and guaranteed uptime, so your customers see the full value they are getting. Managing Inventory for Cash Flow and Service Quality Better coordination in inventory management can significantly improve cash flow without sacrificing service quality. This involves identifying and reducing dead stock through regular reviews, prioritizing high-demand and high-margin parts that drive profitability, and utilizing centralized distribution when feasible, allowing multiple branches to share slow-moving items instead of duplicating them. The ultimate goal is to ensure every dollar invested in inventory contributes to faster service or increased sales. Change is the Hardest Part Unifying aftermarket operations requires more than updated reports and processes; it demands a cultural shift. Your managers and staff must see themselves as part of the same team, working toward shared goals. Building this culture means cross-training staff so parts personnel understand service workflows and service managers understand inventory strategy, holding joint department meetings to align on promotions, customer priorities, and stocking needs, and sharing key performance indicators such as fill rate, average invoice value, and work order closeout time so everyone sees the impact of their work on the overall operation. While it may feel uncomfortable at first to open decision-making and share metrics, the payoff is stronger collaboration, better performance, and higher customer satisfaction. This cultural alignment is critical as the aftermarket environment continues to evolve. Customers are keeping equipment longer, online competitors are becoming more aggressive, and technician shortages are putting pressure on service capacity. A siloed operation will struggle to adapt to these shifts. Still, a unified aftermarket team can respond more quickly, maintain a consistent message to customers, and capture greater value from every interaction. Call to Action for Dealership Leaders To start moving toward a unified aftermarket model, your dealership leaders can: Identify communication gaps where customers are receiving mixed messages. Develop a unified inventory plan that encompasses service, counter, and online demand. Set shared revenue and margin goals for both parts and service. Track and celebrate wins together when collaboration leads to improved results. The strongest dealerships will be the ones that remove the barriers between parts and service, align their strategies, and operate as a single, customer-focused aftermarket team. By doing so, they will not only improve efficiency and profitability but also strengthen relationships with customers in their markets. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has over 19 years of experience in the equipment business, serving in various roles, including service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team that sells replacement parts and accessories to various equipment markets, including material handling, equipment rental, and construction and earthmoving dealerships.

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Demanding jobsites need KEEN Utility Stronglite waterproof boots

Fri, 12 Sep 2025 15:41:11 +0000

Assembled with pride in the United States using the finest materials from around the world, KEEN Utility’s American Built Stronglite brings comfort you know, upgraded with the durability you need for demanding jobsites. Built with a durable synthetic upper that adds more protection for tough jobsites, the Stronglite also boasts a KEEN. Features include a DRY waterproof, breathable membrane, a lightweight carbon toe, and a slip-resistant rubber outsole. Luftcell provides air-infused cushioning, while KEEN.FUSION construction bonds the upper to the sole for a lasting performance that won’t pull apart. An American-built product, the Stronglite is available for men.

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You’ve Streamlined Repairs—Now It’s Time to Streamline Invoicing

Wed, 20 Aug 2025 05:00:10 +0000

Most forklift dealerships today have leaped into mobile field service tools. Technicians are equipped with tablets, job notes are submitted digitally, and time and parts usage are logged in real time. It’s a huge step forward from the paper-driven chaos we used to live in. But here’s the real question: If we’ve gone digital, why does it still take too long to bill the customer? The truth is, many of the delays that once plagued the billing cycle haven’t disappeared; they’ve just become more visible. We no longer wait on handwritten work orders or physical timecards, but we’re still seeing work orders sit open for days, sometimes weeks, after the job is complete. The tools are better, but process discipline and accountability are still what separate average service departments from high-performing service departments. The Job Isn’t Done Until the Invoice Is Sent In your dealership’s service department, doing the work is only half the equation. The real success comes from turning that work into revenue, quickly. Every hour a completed work order sits unbilled is a lost opportunity. It affects cash flow, margins, parts reinvestment, and even technician utilization. In other words, your dealership doesn’t make a profit until the paperwork is finished and the cash is collected. We’ve optimized how we diagnose and fix trucks. Now it’s time to maximize our invoice and collection processes. Because if a job is completed on Monday and isn’t billed until next week, you’re not running at full speed, no matter how good your technician’s repair work was. Paperless Tech Can’t Fix Broken Follow-Through Going digital should eliminate paperwork delays, but it doesn’t always eliminate workflow breakdowns. Even with tablets in hand, jobs still get stuck in the system. Why? Jobs get stuck for a variety of reasons: technicians may not enter job notes right away; Customer PO numbers might not have been collected at the time of dispatch; parts are sometimes added after the fact and need re-approval; warranty information may be missing or unclear; the service manager’s review queue can become backlogged; and the billing team may be waiting on clarification before they can finalize the invoice. These aren’t system problems. They’re execution gaps. And until your teams start treating the end of the job, billing, and collection, with the same urgency they give to the initial repair, you’re always going to have money stuck in limbo. One of the most important things your dealership can do is clearly define who owns each step in the billing process. Everyone plays a role in the process: technicians must enter job notes and flag issues on time; parts and service coordinators are responsible for ensuring all charges are properly captured; service managers need to review and approve work promptly; team members that are tasked with finalizing and sending the invoice; and accounts receivable teams follow up to ensure timely collection. When everyone owns their part of the billing process, the process flows. When no one owns it, revenue sits idle. How to Improve Billing-to-Cash Performance Improving your billing-to-cash cycle doesn’t require a major system overhaul; it just needs a sharper focus on follow-through, accountability, and visibility into the right metrics. Start by setting clear internal expectations. For example, establish service-level targets such as invoicing every completed job within 48 hours. This gives your team a measurable standard and prevents work orders from sitting idle. From there, track how many work orders are aging, specifically those open for more than three to five days, and drill into the reasons behind the delays. Whether it’s missing job notes, parts waiting for approval, or warranty hold-ups, these slowdowns directly impact cash flow and should be reviewed regularly. Invoice accuracy is another key area that often gets overlooked. Invoices that require corrections or are missing charges only delay the process further. Consider conducting a weekly audit to catch recurring issues like unbilled labor, travel, or miscoded parts. As you dig into the data, patterns will emerge, whether it’s a specific technician, a branch location, or even a certain customer type. Identifying those trends allows you to fix what’s fixable before it becomes a recurring cash flow problem. And don’t underestimate the power of recognition. In many service departments, the focus is strictly on billed hours and service call volume, but billing speed matters just as much. Acknowledge and reward the teams or individuals who consistently invoice quickly and accurately. Time is money, and how fast you get from repair to revenue should be part of your success metrics. To keep your progress on track, monitor KPIs like average days to invoice, the number of open work orders aged more than five days, and your invoice accuracy rate. Track the percentage of jobs billed within the same week they’re completed and keep a close eye on DSO (Days Sales Outstanding) for service invoices. Lastly, be sure to monitor the warranty claim cycle time, which can quietly erode cash flow if left unmanaged. When these performance indicators are tracked regularly and paired with clear ownership and process discipline, you turn your service department into a true profit center, not just a cost recovery unit. The result isn’t just faster billing. It’s better margins, more substantial cash flow, and a more accountable aftermarket team. Questions to Bring to Your Next Service Meeting To turn strategy into action, start with a few simple questions at your next service meeting. How many open work orders are currently aging, and what’s causing the delay? What is your average turnaround time from job completion to invoice? Are you consistently capturing all parts, labor, and travel charges before the invoice goes out? When jobs get stuck, who’s accountable for moving them forward? And finally, what’s one process change your team could make this month to speed things up? These aren’t finger-pointing questions; they’re team alignment questions. Everyone plays a role in turning completed work into collected revenue. It’s easy to focus on field performance metrics like wrench time, call volume, and first-time fix rate.

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Motion announced joint venture with Canadian development firm

Mon, 11 Aug 2025 15:20:00 +0000

Supporting Economic Development in the Tahltan Nation of British Columbia Motion Industries, Inc., a distributor of maintenance, repair and operation replacement parts, and a premier provider of industrial technology solutions, has announced a joint venture partnership with Tagodi Development Corporation. This resource contracting firm invests in the local Tahltan Nation in northern British Columbia, Canada. An agreement was recently signed with the objective of delivering economic and operational benefits to the community and all involved. The largest focus will be in the mining sector, a major portion of this region’s industrial landscape. Specifically, the partnership will: Support mutual goals for Truth & Reconciliation, including economic prosperity. Help build sustainable communities and create economic opportunities, including employment and skill development for the Tahltan People. Foster collaboration with local experts to support mining operation growth in northern British Columbia. Leadership Quotes on the New Partnership Jerry Asp, President of Tagodi Development Corporation and Tahltan Elder, said: “My family is very pleased to have entered into a joint venture with Motion. I believe we will be able to deliver a new level of service to the Tahltan Nation and the mining industry in Tahltan Traditional Territory.” Brent Pope, Motion’s Senior Group Vice President, Canada & Sales Excellence, added: “Working with Tagodi, we aim to drive positive economic impact in the mining sector while supporting local development initiatives and honoring the region’s unique cultural heritage. We look forward to deepening our community connection.” A Long-Term, Positive Economic Impact for the Tahltan Community and British Columbia Motion is dedicated to working alongside Indigenous peoples and their communities in BC and beyond, cultivating enduring, trust-based partnerships.

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Intella Parts announces “Oldest Raymond Forklift” contest

Fri, 08 Aug 2025 20:36:07 +0000

Intella Parts Company, a supplier of aftermarket forklift parts, has launched a nationwide contest to find the oldest operating Raymond forklift still in use. The contest celebrates the longevity and durability of Raymond equipment—and the hard-working people who keep them running. This unique campaign invites Raymond forklift owners and operators to share their stories by submitting photos and information about their vintage Raymond lift trucks. Whether it’s a warehouse workhorse from the 1960s or a long-retired model still on display, Intella wants to see it. Key Details of the Contest: Who Can Enter: Open to businesses or individuals with old Raymond forklifts, whether still in use or retired. • How to Enter: Submit a photo of your Raymond forklift along with its model, serial number, and any known history by emailing oldestforklift@intellaparts.com • Prizes: Winners will receive a $100 Gift certificate for Intella Parts + a $100 VISA Gift Card. “We work with thousands of customers who rely on Raymond forklifts every day. Many of them have older models still going strong, and we thought it would be fun to recognize that dedication,” said Marcel VandenTop, president of Intella Parts. “This contest is our way of honoring the legacy of Raymond forklifts and the teams that maintain them.” Entries will be accepted through September 8, 2025, and the winner will be announced later that month.

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Burwell Material Handling expands into Florida with acquisition of W.E. Johnson Equipment Company

Tue, 29 Jul 2025 16:40:24 +0000

Burwell Material Handling has announced the acquisition of W.E. Johnson Equipment Company, a material handling equipment dealer with locations in Miami and Fort Myers, Florida. This acquisition expands Burwell Material Handling’s national footprint to 20 branches, strengthening its ability to serve customers across the Southeast and beyond. Burwell Material Handling will update and rebrand the two locations of W.E. Johnson, founded in 1958. The upgraded facilities, which will include additional parts distribution, service bays, and rental equipment space, will allow the branches to build on their operations with greater access to resources, more brands, and an expanded lineup of services. “We’re thrilled to welcome the W.E. Johnson team and customers into the Burwell Material Handling family,” said Kent Senf, president of Burwell Material Handling “This move gives customers in Florida a smarter, safer way to handle their operations. By combining our team’s strengths, we’re delivering on our promise to help businesses run better and grow with confidence.” The acquisition is part of Burwell Material Handling’s strategic mission to deliver end-to-end solutions across the entire material handling lifecycle, from equipment and rentals to service, custom engineered systems, and fleet technologies. “Whether you’re in Miami, Fort Myers, or any one of our 20 locations across the country, our focus is the same,” Senf said. “We’re here to help customers make better decisions, reduce risk, and stay productive with integrated solutions and responsive local support.” Customers in South Florida can expect a seamless transition, with no anticipated disruptions to their existing service. Over the coming months, they will also gain access to Burwell Material Handling’s capabilities and product lines with equipment from leading OEMs, including Bobcat, CLARK, JLG, Genie, and Haulotte. “For nearly four decades, the Burwell family has grown their business by listening first, acting fast, and doing right by our partners,” Senf said. “We’re proud to carry that legacy forward by investing in teams like W.E. Johnson.”

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Creating high-performance teams with engagement and results

Sun, 20 Jul 2025 05:00:49 +0000

When most forklift dealerships evaluate the success of their aftermarket departments and functions, they focus on the usual Key Performance Indicators or KPIs — fill rates, technician utilization, work in process, and parts revenue. But if you look closer, the true driver behind consistent performance isn’t just better tools or sharper pricing. It’s the team culture that holds it all together. With today’s challenges in our industry, such as labor shortages, rising costs, and increasing customer expectations, the most effective dealerships are doing more than tracking metrics. They’re creating teams that function with clarity, confidence, and accountability — not just compliance. In speaking with dealership leaders across the country, I have identified three traits that consistently set their high-performing teams apart, and how your dealership can implement them. Productive Disagreement is a Strength, not a Disruption Successful aftermarket departments don’t avoid conflict — they embrace it. Productive disagreement allows your parts, service, and sales teams to challenge assumptions, raise red flags, and debate better solutions before mistakes happen. For example, if a technician questions a parts substitution or a counter rep challenges a commonly overlooked repair item, those moments shouldn’t be shut down — they should be welcomed. Friction, when rooted in professional respect and common goals, leads to better outcomes. In the hustle of daily operations, it’s easy to prioritize speed over discussion. But taking time to pause and ask, “Is this really the best way to do it?” can uncover inefficiencies that have gone unnoticed for months or even years. Whether it’s a recurring delay in ordering key components or confusion around repair quote approvals, healthy disagreement can be the spark that leads to long-overdue process improvements. What You Can Do: Encourage your teams to bring up inefficiencies, even if it ruffles feathers. Create “What Went Wrong” sessions where the team openly discusses recent service issues or miscommunications. Train frontline leaders to ask: “Is there a better way to do this?” This approach doesn’t slow you down — it sharpens your edge. In a business where reputation is everything, the ability to catch and correct problems early can be the difference between gaining a loyal customer and losing one forever. Psychological Safety Builds a Smarter, More Agile Team When people are afraid to speak up, they stay quiet — even when they know something is off. That silence can cost you time, customers, and even safety. The highest-performing service and parts teams foster an environment where everyone feels safe to raise concerns, admit mistakes, or suggest new ideas. This doesn’t mean lowering standards or tolerating excuses. It means removing fear from the learning and improvement process. This is especially important in multi-generational teams. Younger technicians may hesitate to offer input when seasoned veterans are present. Conversely, experienced employees may be reluctant to ask questions about new systems or technologies. A culture that encourages openness across all levels of experience allows the entire department to grow together. How to Build It: Acknowledge when leadership makes mistakes — it sets the tone for the team to do the same. Celebrate team members who identify potential problems, not just those who solve them. Provide anonymous feedback channels and act on what you learn. Psychological safety also boosts adaptability. In today’s aftermarket world, teams need to pivot quickly — whether it’s adjusting to supply chain delays, implementing new scheduling software, or adapting to customer service policies that shift overnight. Teams that feel safe are more responsive, creative, and aligned. When your people believe their voice matters, they bring more than their labor — they bring their insight. Shared Ownership Drives Engagement and Results One of the most overlooked performance drivers is ensuring that your team feels their work matters to the bigger picture. When counter staff, field technicians, and support roles understand how their work contributes to customer satisfaction and dealership profitability — and when they have a stake in the outcome — accountability increases. So does retention. We’ve all seen what happens when employees feel like cogs in the machine: enthusiasm wanes, quality dips, and turnover climbs. However, when employees are treated as contributors to the bottom line, they are not just labor costs — their mindset shifts. They care more about the outcome and take more pride in their role. Some dealerships are implementing this through bonus structures tied to department performance, while others have clearly communicated KPIs that are visible to everyone. The goal isn’t to turn every employee into an executive — it’s to help every employee act like one. Ways to Create Ownership: Post service efficiency, quote conversion rates, and parts fill rate goals in common areas. Tie quarterly bonuses to department-wide targets like first-time fixed rate or parts margin improvement. Involve employees in planning inventory strategies, scheduling changes, or tool upgrades. A shop floor bulletin board or digital dashboard can go a long way in making dealership performance visible and relevant to everyone. Even a brief monthly meeting that recaps progress toward shared goals can help people feel more connected to the mission. When the whole team is rowing in the same direction, performance becomes a collective outcome, not just a manager’s responsibility. Culture Is the Competitive Advantage You Control Every dealership is facing similar headwinds: technician shortages, rising input costs, and customers who expect the same level of service as Amazon. But not every dealership is creating the kind of culture that turns those challenges into opportunities. It doesn’t take a massive overhaul. Often, it just takes a consistent effort to change the conversations happening in the breakroom, during team meetings, and at the parts counter. By encouraging disagreement, fostering safety, and building ownership, you’ll make more than just a high-functioning team — you’ll create a dealership where people want to stay, customers want to come back, and performance sustains itself. That’s the kind of competitive advantage you don’t have to wait for the market to deliver. It’s one you build from the inside out. About the Author: Chris Aiello is the Business Development

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Motion opens new branch in Quebec

Thu, 10 Jul 2025 13:51:43 +0000

Expanding Motion’s service footprint in Canada Motion Industries, Inc. has announced the opening of a new sales branch in Quebec, Canada. The new facility, located at 2903 7th Street, Val-d’Or, officially opened on June 2, 2025. This strategic location strengthens the company’s ability to better serve and expand its customer base in Northern Quebec. The Val-d’Or facility joins an extensive network of approximately 70 Motion branches across Canada, further expanding the company’s market footprint. Services include product order fulfillment supported by a large inventory network, as well as engineering and repair services in pneumatics, hydraulics and power transmission. The location also offers industry training opportunities for customers. Leadership Quotes on the New Facility Brent Pope, Motion’s Senior Group Vice President, Canada & Sales Excellence, said: “This new branch is set up for success thanks to its experienced team, innovative services and strategic industrial park location. It reflects our commitment to supporting Quebec’s economy by delivering expert solutions and fostering strong community connections.” James Howe, President of Motion, added: “By establishing a foothold in Northern Quebec, we can now provide local customers with faster, more responsive service to help keep their facilities running smoothly. We’re eager to build lasting relationships through exceptional service.” A Positive Economic Impact for Quebec In addition to providing industry-leading services, the branch will create opportunities for skilled jobs in Quebec, stimulating the local economy and supporting a thriving community.

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Is your Dealership equipped for the Future of Customer Experience?

Fri, 20 Jun 2025 05:00:48 +0000

Back in March of this year, after attending and exhibiting at this year’s record-breaking ProMat Show in Chicago, one thing is clear: the future of material handling is arriving faster than many in our industry anticipated. The pace of innovation, particularly in automation, robotics, and artificial intelligence, has accelerated, and it’s reshaping expectations across the board, especially in the aftermarket segment for lift truck dealerships. More than 1,160 exhibitors showcased a diverse range of products, including autonomous mobile robots, predictive maintenance platforms, and traditional material handling solutions. There were also over 200 educational sessions that delved deeply into how these technologies are reshaping the supply chain landscape. The energy at the show was unmistakable, and automation is no longer just a buzzword; it’s a wave that’s already hitting the shores of warehouse and distribution operations. The tools on display weren’t just aspirational concepts; they were real, functional, and increasingly deployed in operations ranging from Fortune 500 distribution centers to mid-size regional warehouses. There certainly is an acceleration in the adoption of these technologies by end-users in manufacturing and supply chain operations. For those of us in the dealership world, particularly in parts and service, this acceleration is something we can’t afford to ignore. Automation Doesn’t Replace Lift Trucks—It Changes the Environment They Operate In Let’s be clear: forklifts and other industrial trucks aren’t going anywhere. They remain the backbone of warehouse operations. What’s changing is the ecosystem around them. When autonomous mobile robots (AMRs) are moving pallets across zones and AI-driven WMS platforms are directing workflows in real-time, the role of lift trucks—and the expectations for their uptime—become even more mission-critical. That means the pressure on dealers to support uptime, supply the right parts, and deliver expert service is only increasing. Your customers who invest in automation aren’t looking to slow down. They need every component of their operation, including forklifts, to work flawlessly and integrate smoothly with the rest of their tech-enabled infrastructure. Downtime isn’t just inconvenient; it disrupts a carefully calibrated, digitally orchestrated supply chain. What This Means for the Aftermarket Side of the Business Here’s the part that matters most for aftermarket leaders: we are entering a new service era where speed, visibility, and specialization are becoming non-negotiable. Faster Fulfillment Is No Longer a Bonus—It’s a Baseline End-users now expect the same speed they’ve built into their automated warehouse systems to be reflected in the support they get from their dealership. This means the pressure is on your parts department to streamline inventory management and logistics. Stock outs will lose customers. Delays will be magnified. Dealers who invest in e-commerce platforms, real-time inventory visibility, and regional stocking strategies will gain a competitive edge. Technicians Must Be Trained to Support Smart Warehouses Service departments will need to evolve. Technicians are no longer just wrench-turners; they need to be systems thinkers who can troubleshoot not only forklifts but also understand how those trucks interact with other automation technologies. This includes knowledge of sensor systems, battery management software, telematics, and other related technologies. Dealerships should invest now in technician training that keeps pace with this expanding skill set. Parts Sales Are Becoming More Specialized As automation reshapes warehouse operations, the range of specialty attachments, sensors, batteries, and high-wear items associated with high-cycle, tech-integrated environments will expand. Dealers who understand this shift and proactively stock and promote these specialized parts will better serve their customers—and increase their margins. Predictive and Remote Maintenance Models Are Rising Automation isn’t just about moving goods faster—it’s also about predicting failure before it happens. Dealerships should expect an increase in customers inquiring about remote monitoring, telematics-based service models, and predictive maintenance options. Those that embrace these tools will not only reduce customer downtime but also create stickier, more long-term service relationships. The Dealer’s Role Is Becoming More Strategic As warehouses adopt complex systems, they’ll rely more heavily on trusted partners to help them optimize those systems. This positions the dealership not just as a vendor but as a strategic advisor. Offering insights, service planning, system integration advice, and even retrofit suggestions will become part of the aftermarket value proposition. Hiring and Training for the Next-Gen Aftermarket Team As automation, robotics, and AI continue to integrate into warehouse operations, one of the most critical shifts lift truck dealerships must make is in how they build and train their aftermarket teams. Traditional roles within the parts and service departments are being stretched—and in some cases redefined—to meet the technical demands of this evolving customer base. The Rise of the Specialized Parts Professional Historically, the parts counter has focused on sourcing and supplying components tied to forklifts and other off-highway industrial equipment. That job still exists and remains critical. But today’s warehouse customers are increasingly asking their dealers to support a broader range of systems—including conveyor belts, robotic shuttles, vertical lift modules (VLMs), automated storage and retrieval systems (AS/RS), and a growing number of smart sensor and control technologies. This shift raises the question: Can a single parts person effectively serve both markets? In many cases, the answer is no—or at least, not for long. Dealers are starting to recognize the value of segmenting their aftermarket staff by specialization. That might mean hiring a dedicated parts expert trained explicitly in supporting warehouse automation systems and industrial controls, separate from the traditional forklift parts team. These roles require familiarity with different product catalogs, supplier relationships, and service-level expectations. Selling a laser sensor for an AS/RS is a very different transaction than selling a mast chain for a 5,000 lb. forklift. Dealers who want to win business from warehouses adopting automation should consider building a dedicated parts desk—or at the very least, assigning a go-to person trained in automation system components, software integrations, and OEM-specific support structures. Service Technicians: Generalists vs. Specialists On the service side, the need for specialization is even more pronounced. Technicians trained in internal combustion forklifts or electric lift trucks are not automatically equipped to troubleshoot a malfunctioning conveyor PLC, reprogram a robotic cart, or calibrate

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Arnold Magnetic Technologies highlights the PLASTIFORM® High Energy Flexible Magnets, Made in America

Fri, 06 Jun 2025 20:11:06 +0000

Arnold Magnetic Technologies Corporation (Arnold), a subsidiary of Compass Diversified and a global manufacturer of high-performance magnets and precision thin metals, is highlighting the PLASTIFORM® High Energy Flexible Magnets. This innovative product line, made in America, delivers unprecedented design versatility and exceptional quality, resulting in significant system savings compared to conventional magnets. As global supply chains shift, Arnold is uniquely positioned to support customers seeking to reshore their production. By offering domestically produced PLASTIFORM® flexible magnets, Arnold helps manufacturers strengthen their U.S. operations, improve supply chain reliability, and meet the highest standards of quality and performance. PLASTIFORM® High Energy Flexible Magnets are engineered specifically for applications that require increased magnetic field strength while maintaining the flexibility of a bonded magnet, even in environments with high temperatures, wide temperature ranges, or exposure to corrosive materials. These advanced magnetic and physical characteristics distinguish PLASTIFORM® magnets from standard flexible magnets, making them ideal for critical applications where reliability and durability are crucial. They are the preferred choice for applications in position sensing, chip collection, and holding, especially where reliability in harsh environments is non-negotiable. These magnets are widely used in automated guided vehicles and robotics, sprinkler systems, cylinder position sensors, ABS brake sensors, smoke curtains, automated storage and retrieval systems, and flexographic printing presses. Their superior thermal characteristics, dimensional stability, and solvent resistance ensure consistent performance in the most demanding environments. With energy products ranging from 1.0 to 1.6 MGOe, PLASTIFORM® magnets are available in a wide selection of thicknesses, roll sizes, and finishes, allowing them to be precisely tailored for a broad range of applications. Arnold offers both bonded ferrite and bonded rare-earth materials to meet the demanding requirements of motor stators and rotors, actuators, instrumentation, armatures, and holding magnets used across the automotive, medical, defense, and commercial sectors. The PLASTIFORM® product line’s exceptional design versatility and superior quality deliver substantial system savings compared to conventional magnets. Their advanced chemical resistance, ability to perform at high operating temperatures, and strong holding forces provide manufacturers with a distinct advantage when seeking reliable and long-lasting magnetic solutions. As more U.S. manufacturers look to reshore their production for greater supply chain security and reduced lead times, Arnold’s domestically produced PLASTIFORM® flexible magnets offer a strategic advantage. By sourcing from Arnold’s U.S. facilities, customers can reduce reliance on overseas suppliers, ensure compliance with American quality standards, and support domestic manufacturing jobs.

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