Repair Services 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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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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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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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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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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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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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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Unipipe Solutions introduces the UnipipeEZ Aluminum Piping System for compressed air applications

Thu, 03 Apr 2025 17:54:43 +0000

An easy-to-install, cost-effective solution delivering the renowned robust pressure and resistance of Unipipe systems Unipipe Solutions, a provider in the industrial piping sector, just introduced the UnipipeEZ Aluminum Piping System, specifically designed for compressed air applications as well as oil, coolants, and water. This advanced system provides a durable, cost-effective solution that guarantees high air quality and leak-free performance, with a pressure rating of 232 PSI (15 BAR). The UnipipeEZ system is straightforward to install and requires neither specialized tools nor skilled labor. Unipipe systems boast the most secure fittings in the market. Like all Unipipe systems, UnipipeEZ features a proprietary stainless steel clamp ring that bites into the aluminum pipe, creating a connection rated for over five times the pressure of other systems. This clamp ring ensures 100% contact around the pipe and tightens further as pressure increases. The unique design facilitates quick and secure installation without the need for special tools, crimping, or grooving. The installation process takes half the time of traditional piping options and is significantly faster than copper piping. The system’s lightweight nature—75% lighter than iron pipe—allows for single-person installation of systems up to 6 inches in diameter. UnipipeEZ delivers the same pressure and resistance performance as the standard Unipipe line but with even easier installation. To connect standard-length UnipipeEZ pipes, insert the factory-formed male end into the female end and secure it by attaching the all-aluminum UnipipeEZ hinged coupling, locking it in place with a single bolt. For shorter pipe lengths, cut the pipe, insert the stainless steel ring, block with a block ring, and then attach the UnipipeEZ hinged coupling and tighten the single bolt. Unipipe systems are ideal for ultra-clean environments and are available in a wide range of diameters, from ¾” to 10″. UnipipeEZ and all other Unipipe lines are universally compatible with each other and with most other aluminum systems currently on the market, ensuring a seamless integration process. All Unipipe pipe and fittings come with a 20-year guarantee against manufacturer’s defects, provided they are installed and supported according to the Unipipe installation instructions.

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Is your dealership prepared to take on the electrification market shift?

Thu, 20 Mar 2025 05:00:26 +0000

As we enter the second quarter of 2025, the material handling industry continues to see the trend toward electrification and sustainability initiatives. While regulatory pressures have fluctuated, more end-users want to transition their forklift fleets to electric models over internal combustion engine (ICE) units. This shift is not confined to one region—it is reshaping fleet policies and dealership strategies nationwide as companies seek cleaner, more cost-effective equipment solutions. As a result, dealerships and service providers must adapt their strategy to support customers switching to electric-powered fleets. Electrification isn’t just about compliance—it’s a fundamental market shift affecting how dealerships sell, service, and support their customers. While much attention is on new equipment sales, the real impact will be felt in service and parts departments, where traditional ICE-driven revenue streams are evolving. This transition brings both challenges and opportunities to dealerships. How can service and parts managers prepare for an electric-dominated market? What strategies will sustain and grow their aftermarket business? Let’s explore how these departments must adapt to the demands of electrification. Service Departments Electric forklifts have fewer moving parts than their ICE counterparts, which means fewer traditional service visits. No more oil changes, fuel system maintenance, spark plug replacements, or exhaust system repairs. This shift challenges service departments that rely on recurring maintenance work to drive revenue. However, there are several strategies dealerships can use to stay relevant in the electrified market. Shift to Predictive and Proactive Maintenance Instead of focusing on reactive repairs, service departments should shift toward predictive maintenance strategies that leverage technology and data analytics. This approach minimizes unexpected downtime and helps customers extend the lifespan of their electric forklifts, ensuring optimal performance over time. One key area of focus is battery health monitoring. Many modern electric forklifts have smart battery management systems (BMS) that track charge cycles, temperature fluctuations, and capacity degradation. By offering remote battery monitoring services, dealerships can proactively alert customers to potential issues before they escalate into costly repairs or forklift failures. Another game-changer is telematics and IoT-based service plans. With built-in telematics, electric forklifts generate valuable data on usage patterns, charging habits, and component wear. Dealerships can use this information to provide subscription-based service programs, allowing them to anticipate maintenance needs and address minor issues before they impact productivity. This proactive approach strengthens customer relationships by reducing unplanned downtime and ensuring their fleet runs smoothly. Retraining Technicians for High-Voltage Systems One of the most significant shifts in forklift servicing is the need for specialized training in high-voltage electrical systems. While ICE forklift technicians are experienced in mechanical repairs, servicing electric forklifts requires an entirely different skill set. Technicians must become proficient in lithium-ion and lead-acid battery maintenance, high-voltage circuit troubleshooting, battery cooling and thermal management systems, electric motor diagnostics, and inverter repairs. Without this expertise, your service department risks falling behind as more customers transition to electric fleets. Your dealership should invest in comprehensive training programs covering key electrical fundamentals, including basic circuits, DC motors, control systems, and advanced motor controls such as SCR and transistor-based systems. Hands-on troubleshooting sessions are particularly valuable, allowing your technicians to apply their knowledge to real-world scenarios by diagnosing and resolving introduced faults. TVH University’s Electric Truck training curriculum is an excellent resource for dealerships looking to upskill their workforce. It offers structured courses designed to equip technicians with the knowledge and hands-on experience required to safely and effectively service electric forklifts. Failing to adapt to this industry shift could mean losing customers who need reliable and knowledgeable service providers for their electric fleets. Dealerships that take a proactive approach to technician training will retain their current customers and position themselves as leaders in their respective markets. Expanding Service Capabilities With electric forklifts requiring fewer traditional service visits, dealerships have an opportunity to enhance their on-site service capabilities. Expanding service offerings ensures that customers receive timely diagnostics and battery maintenance without unnecessary downtime. Well-equipped service vans, stocked with battery testing tools, software diagnostic equipment, and essential replacement components, allow technicians to address issues efficiently at the customer’s location. Parts Departments Traditional parts sales are shrinking with the shift to electrification, but new opportunities are emerging. Instead of engine and fuel system parts, demand is shifting to batteries, electrical components, and charging infrastructure. Parts departments must have the proper inventory to support battery maintenance and repairs. Partnering with the right suppliers can streamline procurement and keep essential battery-related products readily available. Stocking items such as battery cleaning and repair supplies, gauges, indicators, replacement cells, and vent caps ensure customers can maintain their battery systems efficiently. Cables, connectors, and terminal covers are critical components that help your customers keep their battery-powered equipment running safely and effectively. In addition, battery watering solutions are key in maintaining lead-acid batteries, preventing premature wear and performance issues. Keeping a comprehensive battery parts inventory is essential. Partnering with reliable suppliers and implementing strategic inventory initiatives for these products ensures your parts department stays ahead of demand while maximizing revenue opportunities. As more forklift fleets transition to electric, aftermarket strategies must evolve to keep pace. While demand for traditional ICE parts and maintenance services may decline, new revenue opportunities are emerging for dealerships. Investing in technician training for high-voltage systems, battery diagnostics, and electric motor repairs will be critical to supporting this shift. At the same time, service departments must rethink their approach, moving toward predictive maintenance programs and expanding mobile service capabilities to keep customers up and running with on-site battery diagnostics and repairs. Dealerships that take action now will position themselves as key service partners in the growing electric forklift market, regardless of fluctuating regulatory pressures. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for 19-plus years as a service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team that sells replacement parts and accessories in various equipment markets, such as material handling, equipment rental, and construction/earthmoving dealerships.

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Is your dealership prepared to take on the electrification market shift?

Wed, 19 Mar 2025 05:00:26 +0000

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Women In Trucking Association announces its January 2025 Member of the Month

Thu, 02 Jan 2025 19:22:25 +0000

The Women In Trucking Association (WIT) has announced Alyssa Briggs as its January 2025 Member of the Month. At only 24 years old, Briggs has been a trailer mechanic at XPO, Inc. for nearly four years. Unsure of what she wanted to do when she grew up, Briggs decided to go to a vocational school where she was instructed to pick three-course options. Her first choice was CNC machining, as her stepfather is a CNC machinist, and she had been considering following in his footsteps. Her second choice was welding, and her third choice was the diesel mechanic course. She was accepted into her third choice – the diesel mechanic course. At first, she was scared because she knew nothing about anything mechanical, and the closest she had come to working on a vehicle was watching her stepfather change the oil in a car. On the first day of school, she realized she was the only woman in her class, making her even more nervous; however, most of the men were quick to answer her questions and taught her a lot of helpful information. As time passed, she grew to love mechanics, and the more she learned, the more interested she became. After graduation, Briggs wanted to become a professional mechanic but was terrified of applying for a job. “I felt like I didn’t have a chance in this industry,” said Briggs. “I wasn’t sure who would give a woman a chance, and it took a little more than a year of considering my options and a whole bunch of pep talks with my husband, who finally convinced me to give it a try.” Briggs began researching and came across XPO, which seemed like the perfect fit as the pay, benefits, and time off stood out compared to the company’s competitors. The day after applying, she received a call to come in for an interview. During the interview, she still felt like she had no chance of getting hired but she was determined to give it her best. “I remember asking the interviewer if the company had ever employed a woman mechanic and to my surprise, he responded with, ‘we actually have two other great women mechanics here.’ I couldn’t believe it, and hearing that helped ease my nerves going into this field – I wasn’t alone!” Once Briggs was extended a job offer, she immediately accepted and was beyond excited. She knew XPO was the right place for her and to this day, she can’t ask for a better place to work saying, “the amount of support and respect I receive is unmatched.” Throughout her time at XPO, Briggs has been able to further her knowledge with hands-on experience. In fact, in November of last year, Briggs had the chance to put her skills to the test at the company’s annual MasterTech competition, which tests the professional skills and knowledge of XPO’s top technicians. To qualify for the competition, technicians must pass an entrance exam, interview, and quality checks on their work. Next, the top 20 mechanics, eight truck mechanics, eight trailer mechanics, and four forklift mechanics within the company are invited to compete against each other in Orlando, FL. Briggs took first place in the competition, which consisted of 27 stations, including electrical, preventative maintenance, brakes, and tires. She is the first woman in history to win first place saying, “this accomplishment will motivate me to become even better technician and will motivate other women to take chances and to just go for things in their career. I hope other women mechanics and women who are considering going into this field see this and know that we are just as capable in a male-dominated field!”

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New Year actionable and proactive strategies that drive growth

Fri, 20 Dec 2024 06:00:42 +0000

Another January is upon us, and with it comes the opportunity to reflect on the year behind us and set our sights on what’s ahead. Cheers to the New Year! I hope that as you read this, your business and personal successes in 2024 have set a strong foundation for an even better 2025. Each January, we find ourselves looking at the challenges and opportunities facing our industry, and this year is no different. At the heart of it all, though, is providing exceptional customer service in the aftermarket—a topic that’s never out of season and always at the core of your business growth. Dealers I speak with are increasingly challenged to deliver quick, value-driven solutions to customers. Furthermore, they always seek actionable and proactive strategies to drive growth, enhance customer satisfaction, and adapt to industry trends. Here are some specific call-to-action items to consider as we head into the New Year: Optimize E-Commerce Platforms for Parts Sales Implementing an e-commerce platform for a forklift dealership can provide several significant benefits, including increased sales, 24/7 availability, and enhanced after-sales support. Most importantly, an e-commerce platform modernizes your dealership’s parts department, making it more customer-centric and operationally efficient. Enhance your e-commerce site with easy-to-use search and navigation, mobile responsiveness, and customer self-service options; this is essential for meeting the growing consumer demand for online accessibility. Make online purchasing seamless for your customers, streamline order processing, and expand your reach to a broader customer base. Dedicated Customer Account Page Creating dedicated customer account pages can revolutionize how you serve your key accounts by integrating parts, service, rental, and sales departments into a single, streamlined platform. These secure portals give customers convenient access to their order history, service schedules, rental agreements, and purchase records. By simplifying account management, you save customers time, enhance operational efficiency, and build stronger relationships. To implement this, consider investing in technology that integrates with your existing systems, creating a unified dashboard for customers. Today’s platforms are available in our industry that offer features like service reminders, real-time rental availability, and sales inquiries. Think of such a platform as a comprehensive tool for managing all customer interactions. Be sure you have a platform that offers mobile-friendly access and live support to ensure your customers can manage their accounts on the go, further increasing satisfaction and loyalty. This customer-centric tool will position your dealership as an indispensable partner to your customers, delivering value and convenience across all departments while fostering long-term growth. Personalized Reordering Alerts for Key Customers If investing in the technology mentioned above is not feasible for 2025, you can also consider this alternative, specifically for the parts department: make parts ordering proactive by analyzing which parts your top customers regularly purchase. Please set up an alert in your system to remind your parts sales professionals to reach out and offer to reorder these parts for them a month before they typically run out. This personalized service shows your customers that you’re paying attention to their needs and partnering with them to reduce their downtime. Forklift Tune-Up Checklist at the Parts Counter A simple forklift ‘tune-up’ checklist can be a highly effective sales tool for your parts counter personnel. When a customer comes in for a minor part, encourage parts counter staff to discuss the following with your customer: Ask about tire condition on the lift they are procuring parts for, and recommend replacement tires or a spare set to prevent downtime from wear. Ask about fork wear and suggest new forks or extensions to address cracks or bends that impact safety. This would also be a good time to upsell a ‘fork wear gauge.’ Ask the customer about their fluids, offer hydraulic fluid, engine oil, or a maintenance kit. For battery health, upsell maintenance kits, watering systems, or replacement batteries. Additionally, don’t forget to ask about lift chains and hoses and recommend replacements, repair kits, or lubricants, stressing the importance of the reliability of these items for the prevention of breakdowns. You could even offer this as a printed guide with your company branding for the customer to take back to their operation. This ‘tune-up’ checklist is an easy, low-pressure way to upsell parts, often resulting in additional parts or service business. Promote Remanufactured (Reman) Products It’s clear that circular economy practices aren’t just a passing trend. They’ve become a key part of the material handling industry’s evolution. Companies are increasingly adopting these practices to not only meet customer expectations but also reduce costs, enhance sustainability, and foster innovation. Remanufactured parts provide a cost-effective and sustainable alternative for many customers, making them an excellent option to promote at the parts counter or on service repairs. When a customer inquiries about an expensive or hard-to-find part, take the opportunity to suggest reman options. Highlight the significant cost savings these parts offer compared to new ones, assure your customers that reman parts meet OEM standards and come with warranties, and educate them on the environmental benefits of choosing a more sustainable solution. Promoting reman products supports cost-conscious customers and aligns your dealership with important sustainability initiatives. By implementing some of these action items, your dealership can make 2025 a year of growth, efficiency, and enhanced customer loyalty. These actions can make tangible improvements in your daily operations, providing your customers with the kind of proactive service that separates you apart from the competition. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for 19-plus years as a service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team that sells replacement parts and accessories in various equipment markets, such as material handling, equipment rental, and construction/earthmoving dealerships.

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Intella Parts Company launches Mechanic Network

Tue, 26 Nov 2024 21:34:14 +0000

Intella Parts Company has launched its innovative mechanic network, designed to connect forklift owners with experienced independent technicians across the United States. This new network bridges the gap for forklift users who handle routine maintenance but require expert assistance for more complex repairs. Through Intella’s website, customers can connect seamlessly with a local technician by clicking the mechanic icon while shopping for parts. This feature ensures quick access to skilled professionals, making repairs easier and minimizing downtime. “Our customers rely on Intella for forklift parts compatible with most major equipment brands, and many handle repairs in-house with their own maintenance teams,” said Marcel VandenTop of Intella Parts Company. “However, we’ve often heard from customers looking for expert mechanics to handle more complex repairs. That’s why we developed Intella’s forklift mechanic network—to bridge the gap and connect them with skilled professionals when they need it most.” Intella’s forklift mechanic network members are independent business owners with unique and compelling stories. To spotlight these professionals and introduce them to customers, Intella has launched a new blog series called “Lifting Perspectives.” This month’s edition highlights Oregon, New Jersey, and South Carolina mechanics, offering a closer look at their expertise and journeys. Intella’s mechanic network features over 80 mechanics in the USA and Canada.

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Isn’t it time to differentiate equipment and parts sales?

Tue, 20 Aug 2024 05:00:40 +0000

In one of my past editions, I shared that dealers sometimes struggle to differentiate the role of an equipment sales rep and the role of a customer service sales representative. Too often, I see these positions rolled up into one function, and I believe these roles should always be separate functions and separate salespersons. Where an equipment salesperson’s objectives are the targeting and identifying of new equipment opportunities, along with quoting and selling of new/used equipment, if they are also tasked with selling service agreements, aftermarket parts, and providing service support, that could lead to not having enough focus on one function over the other. I believe having dedicated customer service sales representatives will allow your dealership to provide focused and professional aftermarket parts support, along with dedication to targeting and obtaining service agreements and upselling service repair quotes. Success as a customer service sales representative hinges on a blend of interpersonal skills, strategic sales acumen, and knowing your product and service offerings while staying abreast of industry trends. Let’s explore some of these skills and areas of focus. Develop and Nurture Customer Relationships First and foremost, building and maintaining strong relationships with customers is the foundation of success in this role. This is accomplished most effectively through frequent on-site visits to customers’ locations. These interactions foster trust and loyalty, setting a foundation for long-term partnerships. Listening actively and responding empathetically to customer needs and complaints is essential in efficiently resolving product or service issues, ensuring your customers are satisfied and expectations are met. Whether promoting service agreements or safety programs, delivering products, or handling follow-up visits on PM services, the customer service sales rep should strive to exceed customers’ expectations by providing exceptional service and support at all of your dealership’s customer experience touchpoints. When targeting new business, the initial contact with a prospective customer should be personable and professional while demonstrating genuine interest in their company. They should follow up consistently with valuable information or assistance rather than just sales pitches or spamming them with sales and product literature in their email inbox. This approach will help establish trust and demonstrate their commitment to the success of the prospective customer’s business. CRM Systems and Communication Effective communication is another cornerstone of success in this role. The ability to effectively communicate through various channels, including phone, email, and face-to-face meetings, will help them stay connected and responsive to your customer’s needs. Your customer service sales representatives must be adept in verbal and written communication as they will be tasked with preparing and presenting proposals, quote recommendations, and presenting and promoting new products and service offerings. Additionally, these customer service sales reps should display confidence and persistence in their communications, especially when it comes to new business development in cold calling prospects. This effort is vital for promoting your dealership’s services, parts, aftermarket and allied products, and rental offerings. Ask your customer service sales representatives if they know your dealership’s value proposition and if they can articulate it clearly and persuasively to convert prospects into loyal customers. CRM systems are essential for managing itineraries, call reports, prospecting activities, and maintaining accurate customer records. Keeping detailed records of customer interactions and follow-ups ensures no opportunity is missed and each customer receives proper attention. Accurate CRM management keeps customer information current and accessible, facilitating better service and follow-up. In my opinion, the effectiveness and use of your CRM systems will determine the success of your customer service sales representatives. Furthermore, working closely with your dealership’s equipment sales representatives and other departments is essential to covering the territory effectively as a customer service sales representative. This collaboration is made possible if all departments within the dealership are on the CRM and will help you provide a seamless experience for your customers, demonstrating that your dealership is a valued partner to your customers. Product and Industry knowledge Your customer service sales representatives should know or be provided the training to understand forklift maintenance and repair. This is crucial for building credibility and trust with customers and prospects. They must be prepared to answer technical questions and provide informed advice to your customers. You should provide continuous professional development for your customer service sales representatives by having them participate in OEM product training, other personal development programs, and industry training. Keeping abreast of industry trends and advancements will ensure they remain a valuable resource to your customers. Be a ‘student of the industry!’ Understanding what your competitors offer and identifying their strengths and weaknesses allows your customer service sales representative to position your dealership more effectively. As stated earlier, clearly articulating what sets your dealership apart, whether it’s superior service, competitive pricing, or comprehensive support, is essential for your customer service sales representatives, especially regarding attracting new business. To excel at your dealership, your customer service sales representatives must take a strategic approach to customer relationships, effectively use CRM systems, and collaborate seamlessly with team members and other departments. By prioritizing customer satisfaction, staying updated with industry trends, and continuously improving through professional development, you can significantly grow sales volume and establish your dealership as an indispensable partner for your customers. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for 17-plus years as a service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team that sells replacement parts and accessories in various equipment markets, such as material handling, equipment rental, and construction/earthmoving dealerships.

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Dealers: It’s time to up your Aftermarket strategy, not overlook it

Thu, 20 Jun 2024 05:00:02 +0000

During my recent travels and meetings with industry colleagues, dealers, and OEMs, many discussions took place exploring the dynamics and progress of the first half of this calendar year. A significant takeaway from these discussions is while the intense competition for talented workforce and skilled labor continues to be a trend in our industry, there is also a notable influx of new talent stepping into crucial roles within these organizations. This influx of new talent is a perfect opportunity to delve into the topic of the lift truck dealership selling aftermarket products and services. The importance of efficient aftermarket services in our industry cannot be overstated. Your approach to after-sales operations should be viewed as a crucial strategy to enhance profitability and customer retention in your dealership. While the primary focus is often on equipment sales, dealerships must recognize that after-marketing can significantly boost the bottom line and strengthen customer relationships long after the initial transaction. After-marketing in the dealership is frequently overlooked, largely due to a common hesitation among salespeople to engage customers beyond the primary sale. This reluctance stems from a misconception that customers may perceive additional sales efforts as pushy or unwarranted. However, this approach leaves a significant amount of potential revenue on the table. After-marketing, when done correctly, is not about pressuring customers, but about enhancing their experience and providing them with value that complements their initial purchase. For this month’s edition, let us delve into the current trends, challenges, technological advancements, and sustainable practices that are shaping the future of aftermarket services in our industry. Trends and Challenges The aftermarket sector is seeing a dynamic shift, primarily driven by the growing need for rapid response services and advanced maintenance solutions. Lift truck dealerships are particularly feeling the pressure to meet increased expectations from their customers for quicker turnaround times and higher reliability. The rise of e-commerce has also escalated the demand for material handling equipment to be at peak operational efficiency, thereby increasing the reliance on effective aftermarket services that a dealership can provide. Implementing an effective after-marketing strategy is not without challenges. Training sales and service teams to adopt a customer-centric approach that emphasizes long-term relationship building over immediate sales is crucial. Supplier product availability issues continue to disrupt operations, impacting service timelines and costs. Additionally, there is a burgeoning gap in skilled labor, with many dealerships struggling to find and retain qualified technicians. Moreover, you must continuously evaluate and adapt your offerings to meet changing market conditions and customer expectations. Expanding Service and Parts Offerings Successful dealerships understand the importance of offering a comprehensive range of services and parts not only for forklifts but also for related equipment. By providing parts, service, and service agreements for non-forklift machinery such as Sweeper Scrubbers, Personnel Burden Carriers, and Mobile Elevating Work Platforms, dealerships can become a one-stop shop for their customers’ diverse equipment maintenance needs. This broader service offering allows dealerships to capitalize on their existing relationships, encouraging customers to consolidate their purchasing needs under one trusted provider. Keep in mind, that even if your dealership does not repair or service these types of equipment, your parts and sales teams can still offer and sell these types of replacement parts. Does your sales team know all of the products they have at their disposal from their supplier partners? Here’s how to effectively assess and address replacement parts needs for some of these non-forklift ancillary warehouse equipment types: Sweeper Scrubbers Key Parts: Brushes, filters, squeegees, and motors are crucial for the optimal performance of sweepers/scrubbers. These parts endure constant wear and require periodic replacements to maintain cleaning efficiency and prolong the lifespan of the machinery. Sales Approach: Create tailored maintenance packages that include periodic replacement of these parts. Offer volume discounts or bundled deals on consumables that need frequent replacement, encouraging customers to purchase for stocking on-hand inventory to ensure they always have critical parts on hand. Personnel Burden Carriers Key Parts: Pay attention to batteries, tires, and braking systems, which are essential for the reliable operation of these vehicles. Batteries, in particular, can degrade over time and require regular checks and replacements to maintain optimal performance. Sales Approach: Recommend regular battery tests and maintenance services. Propose tire and brake replacements as part of a comprehensive service check to enhance safety and vehicle responsiveness. Mobile Elevating Work Platforms (MEWPs) Key Parts: Focus on critical components such as hydraulic hoses, control panels, tires, and safety gear like guardrails and harness points. These parts are essential for the safe operation of MEWPs and often require regular inspection and replacement due to wear and tear or compliance with safety regulations. Sales Approach: Focus on emphasizing the benefits of compliance, such as enhanced safety, reduced liability, and improved operational efficiency, by providing tailored assessments, expert guidance, and ongoing support to help clients meet ANSI standards for their MEWPs. By being observant, asking the right questions, and understanding the operations of your customer’s facility, you can uncover numerous opportunities for additional parts and service sales. Be proactive and knowledgeable about the parts and service needs of the various equipment in your customer’s operation to ensure that they experience minimal operational disruption and maintain high levels of productivity and safety. This strategic approach not only enhances customer satisfaction but also positions your dealership as a reliable and essential partner in their operations. Technological Integration in After-Marketing Today, technology plays a pivotal role in optimizing after-marketing strategies. Many dealerships are now utilizing CRM (Customer Relationship Management) systems to track customer interactions across your dealership and tailor marketing efforts accordingly. These systems help dealerships understand customer needs better, predict when they might require additional services, and promptly respond with personalized offers. CRM accompanied by the digital transformation of technologies like Artificial Intelligence (AI), the Internet of Things (IoT) based telematics, and predictive analytics is revolutionizing aftermarket services. For instance, IoT telemetry solutions can enable real-time monitoring of equipment health, allowing dealerships to predict failures before they occur and schedule preemptive maintenance. Similarly, AI

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Is your dealership too busy selling hats to each other?

Mon, 20 May 2024 05:00:52 +0000

In April’s edition, I wrote about the topic of data-driven decision-making. In one instance, I discussed how most dealerships I visit live with silos of data that do not integrate with each other. The topic of data silos and departmental silos resonated with some of my industry colleagues, so I felt compelled to make it a topic for this month’s article. For your business, success hinges not only on the quality of products and services you sell but also on the seamless collaboration between the different departments within your dealership. The traditional model of siloed departments can impede efficiency, communication, and ultimately, customer satisfaction; breaking down these silos is essential for thriving in today’s landscape within our industry. I recently spoke to an industry colleague that referenced the phrase, “We’re too busy selling hats to each other” when explaining the struggles with departmental silos within their dealership. They noted this phrase came from the book, ‘Results Rule! How to Build a Culture That Blows the Competition Away,” authored by Randy G. Pennington. In the book, it is highlighted that the phrase is often used metaphorically to describe a situation where your employees are preoccupied with trivial or inconsequential matters rather than focusing on more important issues or opportunities, i.e. delivering best-in-class customer service. In essence, it suggests that instead of focusing on meaningful endeavors or addressing critical challenges, your employees are caught up in relatively unimportant tasks or pursuits, akin to metaphorically selling hats to each other, which might seem busy or active but ultimately lack substance or value. Is your business too internally focused? Are your employees and departments “too busy selling hats to each other?” When your business becomes too internally focused, it risks losing touch with the external factors that drive your relevance and innovation. This inward focus can manifest in various ways, each posing significant challenges to your dealership’s growth and competitiveness. One of the most glaring issues when your employees are too internally focused, and your various departments act independently within silos is the lack of customer-centricity. When your employees become too preoccupied with its internal operations and processes, they may lose sight of the evolving needs and preferences of your customers. This disconnect can lead to your services or once competitive advantages no longer resonating in the market, ultimately resulting in declining sales and customer dissatisfaction. Moreover, an internal focus often breeds complacency and resistance to change within the organization. When losing focus externally on things such as feedback from customers or insights from industry peers, your dealership will risk falling into a state of stagnation. This stagnation can quickly lead to obsolescence, as your competitors seize opportunities and innovate ahead. Furthermore, an internally focused dealership is likely to miss out on valuable opportunities for innovation. Innovations often arise from understanding market gaps and anticipating future needs, both of which require a keen awareness of external dynamics. By neglecting to engage with the market and monitor industry trends, you limit your ability to innovate and stay ahead of the curve. Siloed departments are usually a result of these internally focused habits in your dealership which present several challenges. Firstly, communication breakdowns frequently occur, leading to misunderstandings, service delays, and dissatisfied customers. Secondly, these departments often operate with disparate processes that do not align with your dealership’s overarching goals, resulting in redundancy, resource wastage, and decreased productivity. Additionally, the lack of cross-departmental collaboration can lead to missed opportunities for upselling, cross-selling, and delivering comprehensive solutions tailored to your customers’ needs. What are some strategies you can implement to start to break down silos within your dealership? First, look at forming cross-functional teams comprised of individuals from various departments within your dealership. This can promote collaboration and facilitate a comprehensive approach to problem-solving. Secondly, establish shared customer-centric key performance indicators and goals. This ensures alignment across all of your departments, guiding them towards common objectives. Furthermore, implement regular communication channels through formal and informal meetings, such as quick-standing hurdles. This fosters dialogue and strengthens interdepartmental relationships. Lastly, invest in training programs that emphasize cross-departmental understanding and skill development. This is crucial for breaking down barriers and cultivating more cohesiveness amongst departments across your dealership. A cohesive approach to sales, service, and support ensures a smoother experience for your customers, from initial inquiries to after-sales service. Remember to prioritize customer service! Exceptional customer service doesn’t end when the sale is made. Ensure your dealership has a dedicated customer service team equipped to handle inquiries, technical support, and service requests promptly and professionally. Also, look to foster a culture of feedback. Actively seek feedback from your customers regarding their experiences with your dealership and the aftermarket services provided. Whether through surveys, reviews, or direct communication, encourage customers to share their thoughts and suggestions for improvement. Use this feedback to identify areas of strength and areas for enhancement, demonstrating your commitment to continuous improvement and customer-centricity. I’m not saying internal processes, optimization, and employee engagement aren’t important, but they need to be balanced with an outward focus on customers, market trends, competition, and innovation. To excel against competitors, your dealership must balance internal optimization with customer service. While internal processes are crucial for efficiency, they shouldn’t overshadow the main goal: providing exceptional service to customers. Adopting an outward mindset positions your business for long-term success and ensures you remain relevant and competitive in this ever-changing industry. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for 17-plus years as a service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team selling replacement parts and accessories in various equipment markets such as material handling, equipment rental, and construction/earthmoving dealerships.

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Is your dealership embracing technology?

Sat, 20 Apr 2024 05:00:29 +0000

I recently attended MODEX 2024, and this year’s show was highly anticipated by professionals across our industry. Automation, robotics, software solutions, artificial intelligence, and more were all on display providing a glimpse into the future of our industry. With connected smart automation solutions aimed at streaming supply chain operations it made me think of different areas where a lift truck dealership could streamline their operations to gain efficiencies and improve their customer experience. This led me to the topic of ERP (Enterprise Resource Planning) integrations. ERP is your business system software where business activities such as procurement, work orders, accounting, operations, etc. are performed. There is a numerous amount of ERP providers that provide their version of a dealer management platform. Additionally, there are many legacy systems out there, however, these days, many dealers are migrating to a modern dealer management platform that allows for integrations. By definition, an ERP integration allows your operation to streamline business processes, improve efficiency, and facilitate seamless communication and data exchange between different systems, ultimately leading to enhanced decision-making and the ability to adapt to external and internal changes. In last month’s edition, I wrote about the importance of ‘data-driven decision making’ where I noted that in our ever-changing industry, the ability to make informed decisions swiftly and accurately can be the difference maker in running a successful dealership and remaining competitive in the market. A modern ERP system that allows for integrations will assist your management team in decision-making about productivity and profitability. Non-integrated systems result in manual data updates, meaning that information isn’t promptly integrated into the ERP system as it arises in ‘real-time.’ Consequently, you will have to have someone within your company dedicate time to manual data transfer and uploads, resulting in wasted time. As labor resources are at a premium these days, that wasted time could be better spent on sales growth activities. There are various methods to achieve ERP integration between your platform and other systems. One of these methods is an API, or Application Programming Interface, which is a set of rules, protocols, and tools that allows different software applications to communicate with each other. In addition to API, other methods include middleware, file transfer, web services, and EDI, or Electronic Data Interchange. While this is not a programming and technical monthly column, you should be aware of these methods of integration and discuss them with your current and/or prospective ERP providers. You will also want to make sure your ERP system can integrate with your various business systems (such as CRM software) and your various suppliers. Let’s explore the benefits of ERP integrations as they relate to your parts and service departments. Parts Department Does your current platform allow for direct communication between your suppliers and your ERP system? Having the ability to connect to integrate with your suppliers will help streamline your order and procurement process with real-time, instantaneous feedback on product, pricing, and availability. Other benefits for your parts department operation include: Eliminating pricing and stock count discrepancies No need to request or manually upload new price files, tapes, etc. Ability to work on one system (your ERP system) and not have to go back and forth to the supplier portal to check product information, price, availability, etc. The ability to provide end-to-end visibility into the supply chain, from suppliers to customers, is key to your parts department being competitive in your market. Your parts department managers can track the movement of parts, monitor lead times, and identify bottlenecks or breakdowns in the supply chain. They can then proactively address any issues because they will have better visibility of supply chain performance. Another great benefit of having your ERP system integrated with your suppliers is the ability to sell products online. If you currently have an e-commerce platform or are thinking about creating an e-commerce platform to sell your products online and grow your parts counter sales, this integration will be vital to the success of setting up or updating your e-commerce site. Service Department ERP integrations can equip your service managers with real-time data that allows them to manage service technician productivity and profitability more effectively. It will also allow you to streamline processes and enable data-driven decision-making. Other benefits for your service department operation include: Many modern ERP systems offer mobile applications that allow technicians to access work orders, customer information, and inventory data from their phones or tablets while in the field. If your ERP system does not have built-in mobile applications, there are mobile applications that can integrate with many legacy ERP systems as well. Mobile accessibility will empower technicians to work more efficiently, without needing to return to the office for information or updates. Integrations can also provide your technicians with access to detailed information about customer history, equipment specifications or manuals, and equipment service history. This allows your technicians to diagnose issues more accurately, order the right parts, and complete repairs right the first time, reducing rework. If your sales department and/or other departments operate on a CRM (Customer Relationship Management) platform, an ERP integration with the CRM can lead to enhanced communications with your customers. This facilitates more personalized and effective communication, which leads to improved customer relationships and loyalty because each customer experience touchpoint that your customer has with your business is uniform. Integrating your ERP systems with other software solutions and your supplier’s systems, will eliminate data silos, reduce manual data entry and errors, streamline processes, enhance visibility into your business operations, and ultimately improve productivity for all departments within your business. You will also foster collaboration amongst your various departments, which is crucial because it promotes cross-functional communication, teamwork, and employee engagement. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for 17-plus years as a service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team selling replacement parts and accessories in various equipment markets

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Service and part departments need to track their KPIs to achieve growth

Tue, 20 Feb 2024 06:00:00 +0000

As we are well into the first quarter of 2024, the subject of labor shortages continues to be a trend across our industry. Dealers that I talk to stress that the growth of their service and parts departments’ revenue continues to be impacted by the shortage of skilled forklift technicians. The topic of attracting, hiring, and retaining technicians continues to be a hot topic, however, in this month’s column, I will focus on another topic as it relates to service technicians, technician productivity, and efficiency. The key to your dealership’s service department’s success goes beyond the number of technicians you have and how busy they are. The question to ask is how productive and efficient they are in their work. Long hours on the clock may not be the key metric; rather, it’s their productivity that impacts your dealership’s profitability. Today, many dealerships have adopted business system software that will track and compute these metrics as they pertain to technician productivity for you, yet sometimes this this Key Performance Indicator (KPI) is neglected. Service Department Efficiency Before measuring technician productivity and setting up KPIs, your service department operations and processes must first be efficient. Running an efficient service department within your dealership requires a combination of effective management, skilled personnel, and streamlined processes. The efficiency of your service department is critical in meeting your customer demands and driving the success and revenue of the department. A crucial factor is the proficiency of the service technicians on your staff, who should be well-trained and certified to handle the diverse range of equipment they are being asked to diagnose and service. Investing in ongoing and continuing training programs will ensure your technicians are up to speed on the latest technological advancements in equipment and diagnostic tools. Additionally, having a well-organized and stocked spare parts department or service van parts inventory is an important factor for efficiency. You want to ensure that the necessary spare parts are readily available to your service technician when your customer’s equipment goes down. Be sure your parts department staff have the necessary resources to look up, procure, inventory, and deliver the right parts as needed to positively impact technician efficiency and customer satisfaction. Establish clear communication channels with your customers so your service department and technicians understand their needs and expectations. Providing regular updates on the status of repairs and offering estimated completion times helps build trust and satisfaction with your customers. Additionally, if everyone at your dealership (service dispatcher, service writer, technician, customer service sales rep, etc.) is on the same page with the customer, it will show the customer that your dealership is running a customer-centric service department. Having efficient workflow processes and effective management of work-in-process is another critical element to the efficiency of your service department. There are many business systems and field service mobile solutions today that allow for the efficient documentation of service records and collaborations between your service, sales, and parts departments that further enhance the overall performance and customer satisfaction of your dealership. If you are still asking your technicians to use paperwork orders to document their service work orders and billable hours and turn them in manually to the office, it may be time to look to invest in a modern field service mobile solution. This will also streamline your processes of converting a completed service work order to a customer invoice more efficiently. An additional benefit, as you look to attract, hire, and retain technicians, is that state-of-the-art technology is more attractive to workers for their everyday job tasks. Technician Productivity Now that you’ve streamlined processes and demonstrated your service department can run efficiently, it’s also crucial to stress the importance of productivity. Simply computed, technician productivity can be calculated by dividing their working hours by the available hours and their efficiency by how long they take to complete a service job versus the standard time estimated to complete that job. For many dealers, a normal paid working day consists of eight hours for your service technicians, which you compensate them for even if they are unable to bill out all that time to retail customer service jobs. While not all their time will always be 100% billable to your customers, your processes should maintain accountability for every paid hour to be billed out to a customer invoice, internal invoice, or general ledger (GL). These three types of hours to be billed are commonly referred to as retail hours, internal hours, and expense hours. Retail hours are hours you can bill your customer for a service job. Internal hours billed include repairs to your rental fleet, pre-delivery inspection of new equipment sales, and equipment serviced under full maintenance lease agreements. Expense hours include training hours, team meetings, and other non-billable tasks. The key here is to invest in technology and systems that can effectively account for every retail, internal, and expense hour of your technician. The forklift service industry landscape is evolving, and strategic adaptation is key to the future profitability of your dealership. Embracing change, staying up to date with technological advancements, and consistently innovating your service offerings can position your dealership as a leader in your market, while also attracting and retaining customers with opportunities for revenue growth. About the Author: Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for 17-plus years as a service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team selling replacement parts and accessories in various equipment markets such as material handling, equipment rental, and construction/earthmoving dealerships.

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Motion names new SVP Strategy and Markets

Mon, 08 Jan 2024 21:53:17 +0000

Motion Industries, Inc., a distributor of maintenance, repair and operation replacement parts, and a premier provider of industrial technology solutions, named Chris Cleland to Senior Vice President of Strategy & Markets, effective immediately. Mr. Cleland’s career spans over 25 years in consulting, strategy, marketing, branding, e-commerce, business development, and transformation. In his previous role as Principal Consultant at Cummings Creative Group (CCG), for the past 20 years, he led multiple successful initiatives across several industry verticals, driving growth and innovation for clients—including 12+ years consulting with Motion on marketing and strategy projects. Prior to his time with CCG, Mr. Cleland gained valuable experience as President/Owner of LithoSigns and as a Sales Manager with Citadel Broadcasting. In his new role, Mr. Cleland will lead the Company’s strategy development for its business groups, plus the e-commerce and digital teams. He will report to James Howe, Motion’s Executive Vice President – Chief Commercial Officer/Chief Technology Officer. “Chris brings a wealth of experience and expertise to our team,” said Mr. Howe. “His impressive track record in innovation and transformation makes him a perfect fit for guiding our companywide strategic planning process and shaping our future growth and success. We look forward to an exciting journey ahead.” Mr. Cleland graduated from The University of Alabama at Birmingham (UAB), earning a Bachelor of Science in Business.

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Percentage of female technicians shows substantial increase

Mon, 25 Sep 2023 21:18:43 +0000

According to new data from the 2023 WIT Index, which was released recently by the Women In Trucking Association (WIT), the percentage of female equipment technicians in corporations with for-hire or private fleets in the commercial freight transportation industry has shown a substantial increase. The WIT Index is the industry barometer to benchmark and measure each year the percentage of women who make up critical roles in transportation. The 2023 WIT Index shows that more than 7% of technicians in companies in transportation are women. This number reflects an increase of nearly 4% from the reported 3.7% of women in technician roles in the 2022 WIT Index. “A major concern of the trucking industry is the widely reported shortage of professional truck drivers, who play a vital role in the U.S. economy by safely transporting the nation’s freight,” said Jennifer Hedrick, president and chief executive officer of WIT. “But drivers cannot complete that mission when their trucks are in the shop or broken down on the side of the road – whether it’s caused by a problem with the engine aftertreatment system, an electrical issue, or a problem with the truck’s brakes. That’s when it becomes abundantly clear that skilled truck maintenance technicians are indispensable in keeping professional drivers productive, on the road, and delivering on-time.” Initiated in 2016, the WIT Index is based upon reported statistics by companies in transportation, including for-hire trucking companies, private fleets, transportation intermediaries, railroads, ocean carriers, equipment manufacturers, and technology companies. Data involving the 2023 WIT Index was confidentially gathered from January through April of 2023 from 350 participating companies of various sizes operating in the trucking industry. Percentages are reported only as aggregate totals of respondents rather than by individual company. In 2022, WIT expanded its collection of the percentage of women to include not only technicians but also operations, human resources and talent management. The WIT Index historically also has identified the percentage of women who are in leadership roles and professional drivers with the commercial freight transportation industry. For more information on the WIT Index and to download a full executive summary of the 2023 WIT Index findings, visit https://www.womenintrucking.org/index. Click here for Technicians – Percentage of Women

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