May 2020 Material Handling Wholesaler

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Special COVID-19 Nathan Perkins Get ready for the restart

Dean Millius General Manager/Publisher

Special COVID-19 Steven G. Pierson Business tax relief provided by the Cares Act

Alva Coffman Account Executive

COVER STORY 4|

COVID-19 Epidemic vs. Lift Truck Industry Garry Bartecki

32 Industry Insight

34 Shifting Gears

36 New Products

ADVERTISING CALL 877.638.6190

42 Advertiser's Index

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Aftermarket Dave Baiocchi Is warraty a profit center?

In the next issue...

Special COVID-19 Steven G. Pierson How to manage Covid-19 related business risks

This issue will look at a variety of safety aspects to keep your employees and customer safe. We will also look at ITA’s National Forklift Safety Day on June 9, 2020 and OSHA’s Safe+Sound week August 10-16, 2020.

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Material Handling Wholesaler: (ISSN # 2155-3467) is published monthly for new and used equipment dealers, equipment manufacturers, manufacturer’s reps, parts suppliers, and service facilities serving the material handling industry. Editorial opinions expressed herein are the author’s and do not necessarily reflect the opinions of Material Handling Wholesaler. All material contained herein is protected by copyright laws and owned by Specialty Publications International Inc.

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Cover story Garry Bartecki

COVID-19 Epidemic vs. Lift Truck Industry Novel Coronavirus COVID-19—Demand Shock Supply Shock---Shutdowns---Restrictions Employee concerns---Unknowns versus Lift Truck Industry This does not look like a fair fight. Seven against one. All eating away at your cash flow, which is the lifeblood of any business.

If this fight is short-term, say 60-90 days, most of you can figure out how to manage expenses and cash flow to survive. If longer, 180 days or longer, some will fall by the wayside. Add in the extended impact where the economy slows down into recession or depression and your ability to restore lost profits will get pushed out like it was post-2009.

Thinking back to 2009-10 I have said and believe that the lift truck industry and its dealers did a hell of a job staying afloat. What is even more amazing is that you did these owning highly leveraged businesses.

Performance groups, MHEDA programs, and OEMs, along with strong dealer management took steps to lower break-even sales levels, adjust expenses and increase absorption.

You made it through the last crash, but this 2020 event could be worse than what you experienced ten years ago. In 2009 and 2010 there was a credit crisis.

This year there are 7 enemies to deal with along with unknown factors that are sure to pop up when least expected.

To me, COVID-19 is the greatest unknown with the highest disruption factor. If one employee tests “positive” sales and cash flow could be halted at the branch in question. If you only have one location, you may find yourself in the economic fight of your life.

Rest assured that “working from home” is here to stay and should be adopted until further notice. Stop and think who and what you need at the “store”. Most clerical and accounting personnel can probably work from home if you decide to have their data available in the cloud. A laptop or desktop work computer along with a printer, set up to get files from work, will do the job. The cloud updates individual files and general files daily. There may be a small Cap-x cost, but nothing major. Accounting, payroll, collections, AP processing, banking, and reporting can all be accomplished with a work from home program. I used one tech to set up computers and printers to work from home. It did not take much time at all.

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Being that COVID-19 is a major threat to your business a What-if plan should be in place. How you remain in business is the question. How you service customers is key. Communication with your OEM should result in a back-up plan to sell service, parts, and rental. Using sister dealers in your area may be the answer. And don’t forget the union contracts you are obligated for. They can also assist with a plan for the time you are off the grid.

Adding to this financial dilemma is both a DEMAND AND SUPPLY SHOCK, which seldom appear simultaneously. Both SHOCKS are directly related to the number of manufactured goods we buy from China. COVID-19 caused China to shut down production and thus reduced supply which resulted in shortages and thus price increases. The DEMAND SHOCK. But now that China is in recovery mode and is ramping up exports, it appears that the rest of the world is slowing down and thus not interested in buying the goods currently being produced by China. Thus, the Supply Shock. So, we now have companies in trouble on both sides of the world unable to maintain normal business cycles. Hopefully, the Feds plan to provide liquidity can stem the impact of a slowing economy sooner rather than later.

After this episode, you may see a more robust “BUY AMERICA” trend which could spark a movement to bring manufacturing jobs back to the US. Last I looked at the spread between manufacturing in China vs the US is narrowing quite a bit. It may be time for the Feds to assist in some way to stimulate this movement.

As far as the SHOCKS are concerned dealers should determine that they have adequate parts inventory to maintain rental units and customer repairs.

If not, stock up if you can. And if there are bloated inventories sitting in China make sure to look for lower prices compared to what you paid six or eight months ago.

The remaining enemies need consideration as well because any one of them can cause either a shutdown or a significant reduction in sales. In either case, even if additional unknowns pop up, cash flow will be the major issue. It always is and always will be.

Not being able to nail down the potential period of disruption I suggest we use a six-month window to

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Cover Story continued measure cash flow requirements. That is a safe period to consider and if it is only three months, so be it because it will still be a good exercise to go through.

Keep in mind that this is not your usual slowdown and that everything is on the table in terms of expense reductions and payment requirements.

EVERYTHING. Use sensitivity analysis starting with your original 2020 budget and then reduce sales for each profit center by 10% and another 10% and another 10% until you reach 50% of the original budget sales number.

At each step, you will determine how much of your variable expenses can be reduced and what semi-fixed costs can be adjusted and what the fixed costs are. If you remember we discussed lowering the break-even sales level a couple of issues ago and that discussion will play itself out during this exercise.

And let’s keep in mind that that 10 % reduction in sales will not apply 100% in this exercise because longterm rentals with maintenance should not follow the reduction plan we are using.

Also, note that note payments and leases are fixed unless you take steps to change that during this disruption period.

So, after each 10 % step is calculated you need to adjust for the long-term contracts, which include note payments, as cash outflows when determining cash flow at these revised income numbers.

Once you get into a negative position steps to reach break-even must be considered and noted. We have Cost of Sales numbers to consider, Personnel costs to consider, Occupancy costs to consider, G&A costs to consider, plus interest costs and on the revenue side transactions available such as used equipment sales that could reduce the shortage. I included interest expense as a cost to be deferred because you will probably have to ask your bank and floor plan provider to suspend both interest and principal payments for the disruption period. The same goes for operating leases. Ask the lessors to tag it on to the end of the contract.

Unfortunately, probably your biggest variable cost will be payroll related. You can lay people off for a fixed term. You can terminate those who were on the bubble to begin with. You can initiate a percentage pay cut for all employees for a fixed period. Those with unions have additional problems to deal with.

But under these unique circumstances’ unions may be interested in some type of program so that you can

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Cover Story continued maintain your technical help which is almost impossible to replace.

Before any layoff program begins it would be prudent to discuss Federal and State compliance rules regarding these types of actions.

The revenue silos that provide the bulk of the absorption factor are the key silos to worry about.

Parts. Service. Rental. Trying to keep these revenue sources productive is where you want to spend your time. Up the advertising spend. Offer special programs.

Discount and never lose a deal if you have the hours available to do the work. Also, consider ways to replace equipment by using flexible payment terms based on hours used instead of a fixed rental rate.

You can also expect your customers to ask for concessions. Find a way to accommodate them, maybe in return for an extension of the contract. Make it a win-win if you can.

Concessions may also come in the form of AR collections. Customers may ask for an extension of time to pay or for a reduction in the invoice amount to be paid. The key here is to know your customers and be prepared to work with customers you need to keep.

Hell, make it a twelve-month payment plan if you must.

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The remaining unknowns pertain to Fed assistance available and how employees will deal with the potential of becoming infected with COVID-19. Keep them informed. Sanitize the facilities daily. Investigate a work from home program. Keep them up to speed on any government program available to compensate them for losing their paycheck. Ensure that they understand you have their safety and financial security at the top of your list.

We are all this together. “This” however deals not with one issue but several issues we have never had to consider before. In the past, it was one issue that caused a recession. This time it is local, international and medical all related to a pandemic, plus demand and supply issues created by the pandemic. In addition, the required steps required to reverse the spread of the virus calls for shutting down major portions of the economy here and around the world. This is not a pretty picture.

It is time to gather up the management team to discover the actions required to come out of this disruption right side up, able to restore your sales activities to levels that allow you to recover lost profits and cash flow.

REMEMBER, EVERYTHING IS ON THE TABLE Those of you in performance groups should hold digital discussions to get ideas about cost reduction and revenue retention. OEM’s should assist with this process. There should be a “leader” for each group assigned to learning the steps to obtaining Government assistance. Working together will make this easier for everyone.

As I mentioned previously this episode generates potential long-term changes. Both business and consumer behavior changes will be a requirement for health and wellness awareness, expansion of experiential culture, greater use of digitalization and virtualization, risk mitigation practices, waste management, climate control, infrastructure investments, new capital expenditures, and productivity initiatives.

I can only hope and pray that you will NOT have to make the tough choices outlined above. If we can get through this in 90 days that would be great. But plan for 180 days to make sure you are covered.

Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail editorial@mhwmag.com to contact Garry.

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9

Aftermarket Dave Baiocchi

Is warranty a profit center?

When it comes to dealer “best practices”, administration and control of the warranty department is normally front and center on the list of items to measure and manage. Done correctly, the warranty department can actually be a profit center.

No, that’s not a typo.

Dealers in search of profitability will normally cringe at the word “warranty”. Many dealers have adopted the idea that the job of administrating warranty coverage is an effort in simply “limiting the losses” that are customary and expected. I submit that it just doesn’t have to be that way. In the interest of full disclosure, I have to reveal that my wife is a warranty administrator for a construction equipment dealer. That said, I hear about and discuss the warranty every day in some way, shape or form. The subject is near and dear to my heart, and when I observe how unprepared most dealers are to actually MANAGE the warranty process, it really gives me heartburn. In this issue of MHW, I want to discuss how we can repair the holes in this perpetually sinking ship, and make warranty what it should be: a profitable support function for our customers.

WARRANTY - What it IS…and what it ISN’T Warranty losses start long before the machinery ever breaks down. Many times, we have trouble managing warranty, because we don’t truly understand it. If we don’t understand the warranty, how can we properly explain it to a customer? Everyone in your dealership that interfaces with a customer should know what a warranty is designed to do. It’s alarming to me how many people don’t know. Let me clarify the definition for all concerned.

A warranty is designed to:

“Replace DEFECTIVE PARTS that failed prior to the completion of their intended service life.”

That’s it. It’s no more than that and no less. If a machine failure is due to anything other than a premature failure of a defective part….it most likely will not be eligible for warranty coverage.

In addition, there are many parts on the machine that do not qualify for warranty coverage, because their service life is shorter than the warranty period.

These parts are subject to failure from wear. If it wears 10

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out, it’s not defective. This is why the OEM calls their warranty a LIMITED warranty. The warranty is limited only to the parts that have an intended service life in excess of the warranty period.

This simple definition of warranty is not taught, or in many cases not even discussed in dealer sales departments. All the salesman knows about the warranty is the length of coverage (which he proudly advertises), but the discussion stops there. I understand why. Warranty “exclusions” are not exactly what you want to highlight when it comes time to close the deal. Even so, the salesperson should be aware of the warranty terms, and be held accountable for not misrepresenting warranty during and after the sale.

Managing customer expectations One of the key items I teach in my Day One Delivery Program is that warranty details need to be discussed with the customer…in-depth. Costs for diagnostic time, oil or fuel sampling, travel time, hauling and freight may be limited or excluded from standard warranty coverages. Do you have a method and process for discussing this with your customers? My program introduces a document that the salesperson, CSR or service manager can use to walk a customer through what can be expected in regard to warranty support of their equipment. If we don’t INFORM THE CUSTOMER of what warranty is and what it isn’t, what will their expectation be? Yes, that’s right… they will expect that EVERYTHING is covered under warranty. It will always be an uncomfortable conversation, and most of the time your dealership will end up giving away what they could have billed to the customer because they never had a conversation that managed the customer’s expectations.

When should you have this conversation?

The initial delivery of equipment gives you multiple opportunities not only to manage the warranty expectations but also to position the dealership to collect all of the money generated by that machine over its lifetime. If you have not been made aware of my Day One© Delivery Program, it may serve you to look it up on my website. Not only do I help dealers EXPAND their service offerings and maintenance revenues, but I provide tools for dealers to have this very important conversation BEFORE anything breaks down. Have this conversation on DAY ONE, because

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Aftermarket continued it’s pretty hard to discuss warranty exclusions when the unit is leaking oil all over the floor.

Managing the labor hours When it comes to recoverable warranty, the OEM many times can be parsimonious with their labor allowances. That said, the flat rate is what it is. We can moan about it…or we can manage it. Warranty work should be a point of focus for dispatchers and administrators. Do we make our technicians part of the solution? A good strategy may be to make the technician aware of the flat-rate allowance at the time that we originally assign him the job! This may not make the allowance any more reasonable, but at least we will have a field-level understanding of what the recoverable allowances are. The worst thing to do is allow warranty jobs to be a black hole, and expect your warranty manager to make a royal flush out of a pair of deuces. The warranty manager is an administrator, not a magician. They can only claim what the system allows. All of the rest is a loss. Let’s get in front of this process and engender some partnership in attaining maximum recovery. Knowledge is power!

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Managing freight and inventory The parts department is not exempt when it comes to being part of the warranty profit picture. Are there different order rules and freight allowances for warranty parts? Is special handling and pricing required?

Are component serial numbers required? How can the parts department help to alleviate the data and administration issues prior to the work order being closed? It may be a smart idea to route all warranty orders to ONE person in the parts department who fully understands the warranty requirements, and works with the warranty manager to streamline the process.

Limiting returns and rejections In most cases, the easier we make it on the OEM, the more recovery we can expect over the long term.

Most OEM’s reward dealers who properly administrate warranty, and submit claims that can be processed easily. Most OEM’s require submission of warranty claims online. In most cases, they need digital photos (before, during and after the repair), serial numbers (of both machines and component parts), service logs, hour meter readings, and testing results. Submitting claims without the supporting documents, data or photos can cause the claim to be rejected, returned, or delayed.

Do we have the proper tools and training in place to ensure recovery? Do we have a policy that governs the process so that all of the data is included prior to the warranty manager getting the work order?

Most warranty claims are also time-sensitive.

OEM’s routinely allow only 30 days to process a claim once the repair has been completed. This time passes quickly. Situations, where a branch store has to forward warranty claims to a central processing location, are especially prone to late-arriving work orders. Some service managers in my dealership decided to review all warranty claims personally due to the time-sensitivity of the process. This may be a strategy that would work for you as well. The bottom line, however, is to put accountability measures in place to ensure that problems are detected early and that the warranty

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Aftermarket continued manager has ample time to supplement a work order prior to submission when needed.

Our busy season is already upon us. Let’s make this the year that we address these holes in the dealership profitability picture. We may just find that our warranty department can actually make money.

It takes focus, enforcement, and dedication, but it can be done. Contact me if you want to discuss the Day One© Delivery Process. It could provide some of the answers you’ve been looking for.

Dave Baiocchi is the president of Resonant Dealer Services LLC. He has spent 37 years in the equipment business as a sales manager, aftermarket director, and dealer principal. Dave now consults with dealerships nationwide to establish and enhance best practices, especially in the area of aftermarket development and performance. E-mail editorial@mhwmag.com to contact Dave.

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Special COVID-19: Steven G. Pierson

How to manage COVID-19 related business risks The coronavirus (COVID-19) outbreak has had a crippling effect on the global economy. This is clearly uncharted territory. As millions around the globe do their best to minimize their exposure to the virus, business owners and managers face an uncertain and stressful future.

Faced with faltering demand, anxious employees, health safety risks and a lack of clarity regarding what the future holds, what can small and medium-sized business owners do to prepare for a global economic slowdown? Here are eight steps to consider to help your company navigate these uncertain times.

1. Develop Financial Scenarios Create best, worst and most likely financial scenarios for your company. Consider these questions: • How much do you estimate revenue will change over the short and long run?

• Which costs are variable vs. fixed?

• How long will it take for you to run out of cash and inventory?

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• Is there extra cushion to draw from on your line of credit?

Projecting financial statements for the next few months may require some guesswork, but the exercise may uncover areas that require immediate attention.

For example, you may find an opportunity to reduce your costs by canceling, say, a subscription or downgrading a service.

2. Scrutinize Your Cost Structure It’s important to dedicate additional time to combing through every line item of your financial statements for costs to remove. As a general rule of thumb, if an expense doesn’t directly contribute to generating revenue, consider removing it. Also look for ways to lower your costs. For example, if you’ve not switched insurance companies recently, now may be the time to seek an alternative, lower-cost provider.

3. Reach Out to Lenders, Landlords and Creditors As the effects of the economic slowdown take hold, many business owners worry that they’ll default on a loan, face an eviction or be sued for unpaid debts. The federal government and many individual states have already taken steps to stop evictions. How far such government remedies extend and for how long remain unknown.

If your business is unable to make a payment on a loan, mortgage or unsecured debt, be proactive and reach out to share your situation. You may find those you owe money to are receptive to amending the terms of your arrangement in these challenging times.

4. Reconnect with Key Customers Reach out to major customers and learn of the challenges they face. This provides an opportunity to engender long-term customer loyalty and goodwill.

Depending on your company’s financial health, you may be able to offer support, including providing discounts on future orders or extending payment terms.

These conversations also will provide information to improve the accuracy of your financial projections.

And you’ll open the line of communication in case circumstances deteriorate further.

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Special COVID-19: continued 5. Communicate Regularly with Employees It’s human nature to struggle with uncertainty.

Make communicating with employees a priority — even if you have no news to share.

Employees need to know you understand their concerns. They must also believe you have their best interests at heart. If you anticipate laying off staff or cutting their hours and know of companies in a hiring mode, share that information with employees. When normal operations resume, former employees may return if they remember your willingness to help them in times of crisis.

6. Revisit Your Staffing Model Ideally, small businesses would like to keep valued employees on the payroll as long as possible. But, for some businesses, now might be the time to engage contractors instead of full-time employees. By doing so, you’ll potentially lower your costs and increase your staffing model’s flexibility.

7. Consider Bartering Instead of exchanging cash with supply chain partners, be open to bartering goods and services with other businesses. Bartering allows you to conserve

cash. Plus, connecting with other businesses may help uncover additional tools and techniques to help your company weather the economic fallout from the COVID-19 outbreak. (Be aware that bartering does have tax implications, however.)

8. Monitor Government Responses Federal and state governments are working on various financial relief measures to help businesses during these trying times. In addition to following local and national news, reach out to your tax, human resources and legal advisors to let them know you’re interested in gaining access to government aid when it becomes available. Also sign up for email communications from federal agencies, including the Small Business Administration (SBA) and the IRS, to make sure you learn of the programs as soon as they’re available.

We’re All in this Together Now’s the time to confront the reality of COVID19 head on. That requires a collaborative effort with your customers, suppliers, employees, creditors and professional advisors. By working together to fortify your defenses, you’ll be in a better position to protect your business and ensure its survival during these unprecedented times.

Steven G. Pierson, CPA at Seldon Fox is a shareholder and is responsible for coordinating tax services for many manufacturing, distribution and service clients. He has more than 30 years of experience as a tax professional in public accounting, including years as a partner with a national publica accounting firm.

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May 2020

17

Sales Trends Jeffrey Gitomer

The Isolation Process, a powerful path to more sales Psst — hey — c’mere! I’ve got a secret to tell you…Sometimes prospects will stall you, sometimes they will lie to you, sometimes they won’t tell you the real reason why they won’t purchase. When a prospect gives you some lame excuse (stall) about why they won’t buy now, he’s really saying, “not yet.”

There are two basic types of stalls: People stalls and Thing stalls.

Thing stalls are when prospects say — I’m too busy now, your price is too high, I have too many other obligations.

Frustrating, isn’t it? Want to make the stall go away? Simple. Here’s the strategy: Isolate the stall or objection as the only obstacle, and then eliminate it from the situation by asking, “what if it was gone, or was not the situation…would you buy?”

Isolating and eliminating creates a new situation AND a possible sale.

You repeat the stall back to the prospect and then take it away. For example — you say, “I understand, Mr. Johnson. So, what you’re telling me is if it wasn’t the fact that you were too busy, this would be a perfect opportunity for you, is that correct? (get the commitment). (then double qualify) In other words, if you had the time, you would get involved? (then say) Well let’s look at the situation closer, you say you have no time, but you also said that you’re not earning all the money you need. Maybe there’s a way to use this opportunity to buy back some of your time with increased earnings.”

Another example — The prospect says, “I don’t have the money.” You say, “If you had the money, would you buy it?”

The best way to handle a stall or objection is to take it away and consider new options or solutions.

You say…If it wasn’t for…then insert the stall — price, the timing of workload, other obligations — would you buy it?

People stalls are worse. Does this sound familiar?

Sounds good Jeffrey, but I have to talk this over with my wife, husband, boss, accountant, lawyer, the executive committee, the home office, my cat whiskers, my two-year-old son, or my girlfriend.

People not being able to decide on their own — Don’t you hate that?

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Well, here’s how to overcome it.

First, isolate the person to a decision that does not include the others. “Bill, if it was only you…what would you decide?” This gives you a chance to find out how they really feel (will they support you).

Second, double qualify the commitment. Ask – “Is there anything you would change or object to if it was only you?”

Third, secure the prospect’s support when he meets with the third party. “Bill, when you go to the others, will you support the purchase?”

And fourth, find other ways to get a decision now. Suggest alternatives that might get Bill to act now without risk. “Bill, since you’re in favor, and we only need your spouse’s approval, how about if we fill out the paperwork — give it to me so you can be in before the end of the month, and when your spouse says OK, we’ll be ready to go (and if your spouse says no, we’ll tear up the papers — no obligation.)” Hard to say no to that.

One of the most interesting things about objections is that even though they continue to recur, they continue to stymie or dumbfound salespeople. I don’t get it. You put your hand on the stove once, you get burned, you don’t do it again. You learn the lesson.

Salespeople continue to get burned. If you think about it for any length of time, it’s kind of silly.

The isolation process is a powerful way of getting to the truth, finding out the real objection, AND in about 30% of the cases actually making the sale. But it’s only one of an arsenal of weapons available to salespeople for stalls and objections.

You can prevent them by covering them in your presentation, or you can at least prepare “best responses” for the ones that happen all the time.

Most of the time an objection is actually a buying signal. They’re saying, “I’m interested, but you haven’t sold me yet. And the sale is always made. Either you sell them on yes, or they sell you on no.

Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.

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May 2020

19

Special COVID-19: Nathan Perkins

Get ready for the restart The Coronavirus epidemic has brought an abrupt and unexpected change to the operating environment.

Even if your company wasn’t impacted financially, the human toll on your staff, customers, and partners has likely been a management challenge in and of itself.

Here’s the good news: this too shall pass. Market recoveries followed the 2007-08 financial crisis, the 2001-02 tech bubble burst, and the 1987 market crash. We should expect the same in this instance of economic turmoil. But companies navigating the current crisis can’t simply run out the clock and await their silver lining. Instead, now is the time to get ready for the restart with some careful planning and a bit of soul searching. If you’re looking for a roadmap to develop your post-Coronavirus strategy, consider the following steps.

1. Acquaint yourself with the CARES Act The sweeping federal stimulus package, passed in late March, contains a number of low-interest loan and grant opportunities for small and mid-sized businesses. Consider that the typical company only maintains cash to cover operations for 27 days. In a normal environment, that may seem fine, but things have changed. Among the resources made available by the CARES Act, you can now apply for a loan, with generous repayment terms, to cover a variety of shortterm expenses like payroll. For details and application information, visit the SBA’s Coronavirus Resources page. https://www.sba.gov/page/coronavirus-covid19-small-business-guidance-loan-resources 2. Don’t give up on new business Every sector deemed critical by federal and state authorities (healthcare, energy, defense, etc.) is investing large sums of money in repairing, upgrading, and building new facilities and infrastructure to help them deal with this crisis. The CARES Acts has set aside funding for related projects, which could produce a consistent pipeline of work for the foreseeable future.

Keep an eye out for new projects where you can deploy resources.

3. Get your finances in order If you’ve always sought to bolster your accounting and financial reporting functions, but daily business kept getting in the way, now is the time to take on these projects. A credible financial dashboard is your most important tool during a crisis. Keep a close 20

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eye on your working capital and quick ratios and be honest in your assessments. If problems are looming, don’t wait until you miss a payment or find yourself in an unmanageable cash crunch. Financial institutions and non-bank lenders are generally willing to strike forbearance agreements, make loan modifications, or provide other solutions, including short-term funding, during market downturns. But remembers, timing and candor are critical. When you leave your financial partners in the dark, they may read the situation incorrectly. That can have consequences.

4. Maintain open communication with your clients and team During difficult times, everyone is feeling additional stress. Your clients need reassurance that your product or service will be delivered as usual. If those commitments can’t be kept, they need to hear why and when they can expect fulfillment. Setting expectations, based on the best information you have at the time, is good practice. Meanwhile, your employees need clear guidance. Your rank-in-file should hear what you’re doing about the situation and how it may impact their livelihood. Top associates need to be informed and properly empowered to communicate on your behalf, whenever necessary. The more you can keep an open dialogue, the less you leave up to speculation and the anxiety of your stakeholders. And when you maintain relationships with your stakeholders during difficult times, the stronger the relationships will be once you pull out the crisis.

5. Spin up some internal projects If you can keep your staff working and engaged, even if they’re not directly interacting with customers, that’s a good thing. Use this time to perform overdue maintenance, cleaning, or any other projects that have gone by the wayside because you were too busy. The more you can do to be prepared when things turn, the faster you will be able to service your customers and generate new business. Get your sales materials, office space, inventory, and equipment ready to spring into action.

6. Prepare your business for the next crisis Start by re-evaluating your capital reserve. Is your current cash position manageable? Would you have been better served by a more conservative strategy? If you’re dissatisfied with the answers to either question,

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21

Special COVID-19: continued be prepared to engage your accountant, financial advisors, and banking partners for some constructive solutions. You’ll likely find answers in budgeting tweaks, balance sheet modifications, and your lending arrangements.

7. Take a hard look at your wealth concentration Are your personal finances diversified, or are your holdings heavily weighted in your business? Many business owners have most of their net worth tied up in their company. Times like these reinforce the theme that having all your eggs in one basket doesn’t always work. The economic environment comes in cycles, and once the window to gain some liquidity opens again, you may want to take the opportunity to diversify your wealth out of the business. Don’t miss the next window. Take the time now to consider minority sales, dividend recaps, and employee stock ownership plans (ESOPs). https://info.csgpartners. com/what-is-an-employee-stock-ownership-plan-esop The sad fact is not all companies will survive this crisis, but if you’re resourceful, prepared to do some planning, and if you utilize available resources, you stand a much better chance. If you’re able to get through this thing, there will be unique opportunities to capture market share and further new partnerships that would never have arisen otherwise.

Nathan Perkins is recognized as an expert in the investment banking space, and speaks regularly on the topic of ESOPs as liquidity strategy for business owners. Throughout his 20-year career he has advised on over 300 ESOP M&A transactions encompassing over $1 billion in value. Prior to joining CSG in 2014, Nathan was a Vice President at Bank of America Merrill Lynch where he focused on ESOP strategies for ultra-high net worth families. He held a similar position at Morgan Stanley for over seven years

Blocks the Spread of Fire Activates the Sprinkler System Today’s warehouse fire protection systems include more than just pipes and sprinklers. When the products being stored include highly flammable items such as plastics, aerosols, liquors or oils, fire barriers may be required inside the racking structure.

Solid steel rack decking and flat sheet accessories from DACS make effective fire or heat barriers in warehouse environments.

They can be used on storage racks horizontally or vertically to block the spread of fire, or to capture heat for in-rack sprinkler activation.

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May 2020

23

Nuts & Bolts

Acquisitions, expansions & other business news

H&E opens new branch in North Raleigh, NC MESSE in April 2021, a digital information and Effective April 1, 2020, H&E Equipment Services Inc. (H&E) announced their opening of a new branch in Wake Forest, NC, serving the North Raleigh market.

The new location is at 2701 Connector Drive, Wake Forest, NC 27587-4363, phone 919 373-7100. The 16,000-square-foot facility sits on 3.1 acres with a fully fenced yard area, offices, parts warehouse, and a repair shop with four service bays. It is capable of servicing a variety of construction and general industrial equipment and joins other nearby H&E facilities in Durham and Garner, NC, in serving the region. www.he-equipment.com

Industry leader John “Jack” Morrison passes away Grand Rapids, Michigan based Morrison Industrial Equipment Company is morning the passing of John “Jack” Wayne Morrison who passed away peacefully on Wednesday, March 18 at the age of 85. Jack was the son of Albert and Mary F. Morrison and spent most of his career as Executive Vice President of Morrison Industrial Equipment. He served on the MHEDA Board for eight years and was president of the Association in 1979. Jack was the consummate business entrepreneur. He was a pioneer in the forklift and floor cleaning machine parts business and established a parts cross-reference system that revolutionized the industry.

He was the founder and president of Rapidparts Inc. and founder and president of Mor-Value Parts Company. and other companies. www.mor-value.com

HANNOVER MESSE 2020 cancels rescheduled date HANNOVER MESSE 2020 cannot take place this year due to the increasingly critical situation surrounding the Covid19 pandemic. The Hannover region has issued a decree that prohibits the staging of the world’s leading tradeshow for industrial technology. From now until the next HANNOVER 24

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networking offer will provide exhibitors and visitors with the opportunity for economic policy orientation and technological exchange. https://www.hannovermesse.de/en/

Nors Group purchases Strongco Nors Group (Nors) has purchased Strongco Corporation (Strongco) and will take over its Volvo Construction Equipment’s Canadian dealerships and distribution.

The Portugal-based company finalized the deal to purchase Strongco on March 18. Nors is taking over 22 Volvo CE locations, including those in the provinces of Alberta, Ontario, Quebec, New Brunswick, Nova Scotia, and Newfoundland and Labrador. With almost 90 years of experience in the industry and operations in 16 countries, including the U.S. and Mexico under its jointly owned company, Ascendum Machinery. www.nors.com

BigRentz closes $15 Million private investment and acquires Atlanta-based EMG BigRentz, just announced it closed $15 million in private funding that will enable it to broaden its rental category expansion and maintain business continuity. The investment was used to acquire Atlanta-based Equipment Management Group (EMG).The funding comes from private investors and new lead investor, ITOCHU Corporation, a Global Fortune 500 company with assets totaling over $90 billion.

BigRentz is carving a significant share of the re-rental market due to its ability to provide greater geographic and inventory coverage than any other provider.

BigRentz has a digitally automated network of more than 8,500 rental yards and an estimated $50 billion in assets available for rental. Globally, the annual construction equipment rental market represents a significant opportunity for BigRentz as it is projected to reach $121.6 billion by 2024. www.bigrentz.com

For more Nuts & Bolts go to

www.MHWmag.com

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25

Nuts & Bolts

Acquisitions, expansions & other business news

MODEX 2020 officials “pleasantly surprised” with show results

MHI and ALAN activates due to the COVID-19 Pandemic

Manufacturing and supply chain professionals converged on Atlanta’s Georgia World Congress Center last month as they came together for MODEX 2020 to find new equipment and technology solutions, gain knowledge and network with industry peers to solve common supply chain challenges. Based on the information from the WHO, CDC and local authorities at the time with regard to COVID-19, the MODEX 2020 expo was held as scheduled March 9-12 with 894 exhibits covering 355,790 net square feet. Adding in show floor theaters and networking areas, the total gross footprint of the MODEX show floor was 900,000 square feet. While registrations for MODEX totaled 33,460, representing an eight percent increase over MODEX 2018, actual attendance was 16,395 or 49% of that total due to COVID-19 travel restrictions which put MODEX 2020 on par with MODEX 2016 when it comes to attendance. www.modexshow.com

MHI is coordinating with the American Logistics Aid Network (ALAN) on supply chain continuity and critical healthcare resources in response to the COVID-19 Pandemic. ALAN is working with multiple government and private sector organizations including Healthcare Ready to strengthen healthcare supply chains through collaboration with public health and private sectors. Currently, there is a dire shortage of personal protective equipment and cleaning and disinfecting supplies. We are asking any member who has these supplies on hand to donate them to Healthcare Ready or your local hospital if you are able: • Protective face masks • N95 respirators • Protective gloves • Face shields • Protective goggles • Cleaning and disinfecting supplies If you are able to donate any of these items, visit the ALAN donation form at https://www.alanaid.org/ offerinkind/ or email Carol Miller at MHI and we can put you in touch with ALAN. www.alanaid.com

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Take part in Global Lifting Awareness Day The Lifting Equipment Engineers Association (LEEA) is proud to be involved in Global Lifting Awareness Day LIFTING AWARENESS on July 9, 2020. LEEA invites the lifting industry to take to social media and spread the word about raising standards throughout the global lifting industry and to end-user markets, using the #GLAD2020 hashtag. “GLAD on July 9th will be a very important day for the global Lifting Industry,” says LEEA CEO Ross Moloney. “All too often our industry is hidden, ignored or unrecognized by endusers and certainly by some of the supply chains that we serve. Global Lifting Awareness Day is about getting the whole industry and the associated supply chains to recognize the importance of high standards in lifting, the significance of quality and how to ensure lifting best practice. https://leeaint.com

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May 2020

27

Special COVID-19: Steven G. Pierson

Business tax relief provided by the Cares Act As businesses seek to navigate the current reality, it is imperative they understand the relief opportunities provided by the federal government. With the signing of the CARES Act, there are business tax provisions that should be considered by business owners and executives. Here we review the tax relief provisions for businesses.

Payroll Tax Credit The CARES Act provides for a refundable payroll tax credit for 50% of wages paid by eligible employers to certain employees during the COVID-19 pandemic.

Eligible employers include those where their business has been fully or partially suspended as a result of the government’s social distancing order as it relates to commerce, travel, or group meetings, as well as employers who have experienced more than a 50% reduction in quarterly receipts (measured on a yearover-year basis). Nonprofits can be considered eligible for these credits under this criterion as well.

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The tax credit is for wages paid to certain employees. Those employees include all employee wages for employers with an average number of full-time employees under 100 in 2019. For those employers with more than 100 employees in 2019, the credit is available for only those wages paid to employees who are furloughed or who much work reduced hours as a result of business closure or reduced gross receipts.

This credit is for wages paid after March 12, 2020, and before January 1, 2021. Wages are capped at the first $10,000 paid by the employer to an eligible employee. If a business is receiving Small Business Interruption Loans under the COVID-19 relief package, they cannot also take this payroll tax credit.

Employer Payroll Taxes Delayed Under the CARES Act, employers can defer paying the employer portion of payroll taxes (social security taxes) through the end of 2020. The employer instead will need to pay 50% of the payroll taxes deferred by December 31, 2021 and 50% of the taxes by December 31, 2022. This deferral will also be available for those subject to self-employment tax.

Similar to the payroll tax credit, if an employer has had indebtedness forgiven under the Small Business Act this deferral of payroll taxes is not permitted for those employers.

Net Operating Losses (NOLs) Deduction Up to 100% The CARES Act temporarily removes the taxable income limitation to allow an NOL carryforward to fully offset income. Taxpayers can take an NOL deduction equal to 100% taxable income, rather than the 80% limitation under present law for tax years beginning before 2021. For tax years beginning after 2021, taxpayers can take both a 100% deduction of NOLs arising in tax years prior to 2018, and a deduction limited to 80% of modified taxable income for NOLs arising in tax years after 2017.

Modified NOL Carrybacks The CARES Act provides that NOLs arising in a tax year beginning after December 31, 2017, and before January 1, 2021, can be carried back to each of the five tax years preceding the tax year of such loss. The provision also temporarily disregards NOL carrybacks

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Special COVID-19: continued for purposes of IRC 965 transition tax and contains special rules for Real Estate Investment Trusts (REITS) and insurance companies.

Modified Loss Limitation The CARES Act temporarily modifies the loss limitation for noncorporate taxpayers so they can deduct excess business losses arising in 2018, 2019, and 2020. The Act also includes technical corrections to the 2017 Tax Cuts and Jobs Act (TCJA) clarifying that excess business losses do not include any deductions related to performing services as an employee. It also clarifies that, because capital losses cannot offset ordinary income under the NOL rules, capital loss deductions are not taken into account in computing the limitation, and that the amount of capital gain taken into account in calculating the limitation cannot exceed the lesser of capital gain net income from a trade or business or capital gain net income.

Acceleration of the Corporate Minimum Tax Credit (MTC) Under the CARE Act, corporations for which the alternative minimum tax (AMT) was repealed for tax years after 2017 may now claim outstanding MTCs (subject to limits) for tax years before 2021, at which time any remaining MTC may be claimed as fully refundable. So, the MTC is refundable for any tax year beginning in 2018 or 2019, in an amount equal to 50% (100% for tax years beginning in 2019) of the excess MTC for the tax year, over the amount of the credit allowable for the year against regular tax liability. This means, corporations can claim 100% of AMT credits in 2019.

The Act also provides for an election to take the entire refundable credit amount in 2018. The claim for this credit or refund when the corporation chooses to take the entire refundable credit amount in 2018 will be treated as a tentative carryback refund claim.

An application, as provided by the IRS, must be filed before December 31, 2020, for the tentative refund for any amount. The application must be verified for a tentative carryback adjustment and must set forth the amount of the refundable credit for the tax year, the amount of the refundable credit claimed for any previously filed return for the tax year, and the amount of the refund claimed. Once the application is filed the IRS has 90 days to review the application; determine the overpayment amount; and apply, credit or refund the overpayment.

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Business Interest Deduction Increased Temporarily The TCJA limited the amount of business interest allowed as a deduction to 30% of adjustable taxable income. The CARES Act temporarily increases that limit to 50% for tax years beginning in 2019 and 2020.

Under the CARES Act, the following rules apply to partnerships for this business interest deduction increase: • This increase in limitation only applies for 2020, not 2019 • 50% of the excess business interest will be treated as paid or accrued by the partner in the partner’s first tax year beginning in 2020 and isn’t subject to any limits in 2020 • 50% of the excess business interest will be subject to the limitations relating to the usual treatment of excess business interest allocated to partners in the same manner as any other excess business interest that is so allocated. In other words, it will remain suspended until the partnership allocates excess taxable income or excess interest income to the partner Correction on Bonus Depreciation for Qualified Improvement Property The CARES Act makes a technical correction to the TCJA as it relates to qualified improvement (QI) property. The Act specifically designates QI property as a 15-year property for depreciation purposes making QI property a category eligible for 100% bonus depreciation. The QI property is also specifically assigned a 20-year class life for the Alternative Depreciation System under the CARES Act. This technical correction applies to property placed in service after December 31, 2017.

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May 2020

31

Industry Insight Data provided by EDA, a product of Randall-Reilly

BY RANDALL-REILLY

Lift Truck Market Trends Each month, we give you a snapshot of industry data that’ll let you see where buying activity has been so that you can pro-actively stay in touch with the needs and habits of your market.

Market Trends, Updated 2/24/20

Top 5 Equipment Buyers

Displays the top five buyers nationwide for each of EDA’s eleven industries, based on financing activity results added by EDA in January 2020. The results are based on distinct serial numbers of sale and lease transactions for new equipment only.

Seegrid Corp Pittsburgh, PA Class 1 Unicarriers

50 50

Cheney Bros Inc Class 2

16 16

Riviera Beach, FL Crown

Kiser Harriss Chem Dist Ctr Class 1 Cat

Belmont, NC

13 13

A J M Pkging Corp Bloomfield Hills, MI Class 4 Cat Class 2 Crown I/C Lift Trucks - No Model Cat

10 8 1 1

Dawn Food Prods Inc Class 3 Class 2 Electric Lift Trucks - No

10 8 1 1

Jackson, MI Crown Raymond Model Crown

Data provided by EDA, a product of Randall-Reilly. For more detailed information visit www.edadata.com/resources/industryinsight/lift-trucks.aspx 32

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May 2020

Top 20 Equipment Lenders

Displays the top 20 lenders nationwide for each of EDA’s eleven industries, based on financing activity results added by EDA in January 2020. The results are based on all financing statements of sale and lease transactions for new equipment only.

Toyota Inds Commercial Fin Inc ............................152 Wells Fargo Bank ..................97 Unicarriers Americas Corp ...50 De Lage Landen Fin Svc .......39 P N C Eqt Fin LLC ..............38 Bank Of The West.................19 5th 3rd Bank ........................18 B B & T Eqt Fin Corp ..........16 Corp Svc Co ........................13 U S Bank Eqt Fin .................13

Wells Fargo Eqt Fin ..............12 M & T Bank ...........................7 Farm Credit Lsg Svc Corp ......6 Signature Fin Llc ....................6 Southern Bank & Trust ...........3 Holt Of Ca .............................3 Renaissance Capital Alliance ...3 Great Southern Bank ..............3 1st Fin Bank ...........................3 1st Natl Bank..........................2

Data provided by EDA, a product of Randall-Reilly. For more detailed information visit www.edadata.com/resources/industryinsight/lift-trucks.aspx

Largest online market for used forklifts, attachments and work platforms with 92,885 offers.

2017 JCB 3TS-8T Forklift Exchange Inc Bedford Park, Il | 312 805-8715

2013 Toyota 6BPU15 Shoppas Material Handling Fort Worth | 817-760-4048

2016 CAT Lift Trucks GP25N Zoom Lifts & Equipment Chester, SC | 704 975-1377

2011 CAT Lift Trucks NRDR30 The Forklift Pro Pineville, NC | 704 716-3636

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2003 CAT Lift Trucks GC25K Santana Equipment Trading Co. Chicago | 847 775-7400

2002 Toyota 7FBCU15 Hupp Toyotalift Inc Cedar Rapids, IA | 563 322-3168

2012 Crown RC5535-30TT190 Santana Equipment Trading Co. Chicago | 847 775-7400

2014 Toyota 7BN20 Shoppas Material Handling Fort Worth | 817-760-4048

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7

2

2016 Bendi B40 The Forklift Pro Pineville, NC | 704 716-3636

2012 Hyster E50XN MH Equipment Company Des Moines, IA | 515 288-0123

2014 Yale UT30C-Utilev Santana Equipment Trading Co. Phoenix, AZ | 623-271-6700

2012 CAT Lift Trucks P12000 The Forklift Store Denver, CO | 303 308-3944

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2015 Jungheinrich EKS308 Cromer Material Handling Oakland, CA | 510 534-6566

3

Bendi B40 7 Worldwide Forklifts Inc. Fort Lauderdale, FL | 954 768-9875

2014 Toyota 7FBEU15 Toyota Material Handling Northern California Livermore, CA | 510 675-1102

2009 Toyota 7FBCHU25 Shoppas Material Handling Fort Worth | 817-760-4048

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1

ALVA COFFMAN | DEAN MILLIUS | 877.638.6190 | sales@MHWmag.com

WWW.FORKLIFT-INTERNATIONAL.COM

www.MHWmag.com

May 2020

33

Shifting Gears

Industry personnel and organization news

De Ridder named Women In Trucking’s 2020 Female Driver of the Year The Women In Trucking Association (WIT) and Walmart announced today Susie De Ridder, a company driver for Armour Transportation Systems in New Brunswick, Canada as the winner of the first annual Female Driver of the Year award. De Ridder was among the three finalists for the award. The other finalists include Carmen Anderson, a company driver at America’s Service Line, LLC and Sarah Fiske, a company driver at FedEx Freight.De Ridder has been driving for 40 years and has approximately 4 million accident-free miles.

A former board member for Women in Trucking Federation of Canada, she was named to WIT’s Image Team in 2018. www.womenintrucking.org

Riekes Equipment announces new Director of Rentals and Used Riekes Equipment announced that Mark Langerud has joined as Director of Rental and Used. In his new position, Langerud will provide leadership for the Rental and Used Teams across all seven Riekes locations and is responsible for the execution of a strategy that positions Riekes for continued growth in those markets. Langerud brings with 30 years of experience in the material handling industry with the last 20 focused on selling new and used equipment. He holds a bachelor’s degree from Iowa State University in Ames, IA. www.riekesequipment.com

The Crosby Group names new General Manager The Crosby Group has appointed Thomas Dietvorst general manager, load monitoring, as David Ayling, the former owner of the Straightpoint (SP) company steps into a consultancy role. Dietvorst will take the reins at SP’s manufacturing facility and Thomas David headquarters, co-located in Hampshire, UK that became Crosby’s center of excellence for load monitoring and measurement following the January 34

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May 2020

2019 acquisition. He will report to Jason Colwell, managing director, EMEA at Crosby. www.thecrosbygroup.com

JLS Automation celebrates 65th Anniversary This year marks a major milestone for JLS Automation.

The company is celebrating its 65th anniversary and its long-standing commitment to revolutionizing industrial automation with its robotic packaging systems. JLS Automation started as JL Souser & Associates, a manufacturers’ representative firm that sold power transmission equipment in 1955. Since taking over the company, current president and CEO Craig Souser has transformed the company into what it is today—a bestin-class, trusted supplier of hygienic robotic packaging solutions for food handling. www.jlsautomation.com

Former CFO from United Rentals joins Cisco Equipment as Chairman of the Board Cisco Equipment, a Texas-based equipment solutions provider and rental company with a dominant presence in the Permian Basin, has named Bill Plummer, former chief financial officer and executive vice president of United Rentals, as chairman of its board of directors. In addition to Cisco’s presence in Texas, it has a national and global presence through its Project Services division. https://cisco-equipment.com

Wildeck names Dan Lorenz as President Wildeck has announced the appointment of Dan Lorenz as the new president of Wildeck, effective immediately. Dan joined Wildeck in August 2018 as the Vice President of Operations. Prior to joining Wildeck, he held senior leadership positions in Wisconsin manufacturing stalwarts such as Superior Die Set, Fisher Barton, and Wacker Neuson. A search for Lorenz’s successor as Vice President of Operations is underway. In the interim, Dan will continue to oversee all facets of operations. www.wildeck.com

Shifting Gears

Industry personnel and organization news

NAW President and CEO announces retirement

SJF Material Handling starts “Eat Local” movement

After 41 years of leading the National Association of WholesalerDistributors, Dirk Van Dongen, its President & CEO, announced in March that he will step down on November 30, 2020, the end of the association’s current fiscal year. Van Dongen will also retire as President of the NAW Institute for Distribution Excellence, Treasurer of NAW-PAC, and President & CEO of the NAW Service Corporation. Until then he will continue to lead these organizations and will assist the NAW Board leadership in the search for a new CEO. www.naw.org

When times get hard, living in a small close‐knit community can oftentimes have a huge advantage.

In following in their late father Jerry Sterner’s legacy for love and pride in our local community, the Stafford and Frank Sterner families, owners of SJF Material Handling Inc., would like to begin a movement encouraging other local businesses to daily patronize local restaurants and other businesses in and around their own community. SJF will be purchasing lunches from different local restaurants in Winsted, Minnesota, for all SJF employees working on‐site. www.sjf.com

For more Shifting Gears go to

www.MHWmag.com To submit your press release email it to editorial@MHWmag.com.

Don't forget to attach a photo with the release.

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May 2020

35

New Products

See more new products online at www.MHWmag.com

EKKO EK18RR Rider Reach available now automatically share orders from its own ERP system with eleven suppliers. They, in turn, send an order to dealers confirmation directly from their own ERP system or EKKO Material Handling Equipment Manufacturing Inc. (EKKO Lifts) has announced its narrowaisle rider reach to the United States, Canada, and Mexico. Their mass production on the Pantograph Reach Trucks is now available for dealers who are looking for quality equipment that can offer efficiency and performance while maximizing their overall growth. www.ekkolifts.com

Crown updates Stacker offering with improved M 3000 Series Walkie Straddle Stacker Crown Equipment Corporation, one of the world’s largest material handling companies, is updating its stacker lineup with the new small footprint M 3000-20 walkie straddle stacker. The M 3000-20 delivers better visibility, productivity, and maneuverability for stacking, moving and managing products in retail, small warehouses and other businesses needing to optimize their space. www.crown.com

Qimarox strengthens grip on the chain with Tradecloud platform Qimarox has strengthened its collaboration with suppliers by implementing the Tradecloud Supply Chain platform. Through this platform, Qimarox communicates with suppliers about the rapidly growing number of orders and deliveries.

Tradecloud is a digital platform that supports buyers and their suppliers by increasing speed and flexibility and wasting less time and resources.

The standard platform is specially developed for the manufacturing industry, runs in the cloud and communicates with any ERP system. Qimarox has been using the platform since January of this year to 36

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May 2020

via the platform. www.qimarox.com

Gaylord Tilter loads conveyors and sorters quickly and easily A new Gaylord Tilter from Southworth Products Corp is the fast, efficient way to get parcels and other items from gaylords and other large containers on to conveyors and automated sortation systems. The Model GTU-500 tilts loads up to 110˚ to provide controlled emptying of container contents. It features a unique pan-style platform that sits essentially flush with the floor when lowered, allowing gaylords to be placed and retrieved by a hand pallet truck – no forklift necessary. www.southworthproducts.com

Interroll presents new High-Performance Crossbelt Sorter Faster, more flexible and even quieter: With the global market launch of the new High-Performance Crossbelt Sorter MX 025H Crossbelt Sorter, Interroll extends its innovative portfolio of automatic sorting solutions to include a new highperformance system capable of handling up to 20,000 conveyed goods per hour. This new solution also allows for much heavier and larger goods to be sorted.

As a result, even the most demanding users can now enjoy the performance and availability benefits offered by mechanically driven horizontal crossbelt sorters from Interroll. http://interroll.com

For more New Products go to

www.MHWmag.com

New Products

See more new products online at www.MHWmag.com

Mobile Compactors serves multiple dumpsters-reduces waste up to 80%

JLT Mobile Computers addresses Wireless Connectivity challenges

ROPAX Mobile Compactors from Epax Systems employ a rolling drum with sharp metal teeth to crush, macerate, tear, rip and compress waste in large open-top containers/dumpsters. Because they are mobile, they are ideal for use at facilities with multiple dumpsters in a single location or spread across multiple locations on a property. Prior to compaction, most containers have large voids and air pockets resulting in container utilization of only about 20% of actual capacity. The ROPAX Mobile’s high compaction rate allows for significant improvement in utilization with rates as high as 80%. www.epaxsystems.com

JLT Mobile Computers announced a technology alliance with NetMotion, a provider of dynamic Wi-Fi and cellular connection management solutions designed to improve the productivity of today’s mobile workforce. The partnership will make NetMotion available to JLT’s range of rugged mobile devices. As a trailblazer in the field of rugged computers for over 25 years, JLT offers a broad range of high-performance vehicle-mount terminals, tablets, and handheld computers as well as comprehensive support, maintenance, and solution services. JLT rugged computers are used in industries such as warehousing, manufacturing, transportation, ports, agriculture, mining, and other demanding environments. www.jltmobile.com

www.MHWmag.com

May 2020

37

YOUR MATERIAL HANDLING

SOURCE DIRECTORY

For a direct link to these websites, visit www.MHWmag.com and click on the corresponding display ad under the category you are browsing.

➤ Allied Products ➤ Attachments & Access. ➤ Auctions ➤ Automated Storage Systems ➤ Automatic Identification Equip. ➤ Batteries/Chargers ➤ Container Storage ➤ Controls & Information Handling Systems ➤ Conveyors ➤ Customer Fabricators ➤ Drug Testing Compliance

➤ Dock Equipment ➤ Drum Handlers ➤ Electrical/Electronic Controls ➤ Engines ➤ Finance Companies ➤ Fluid Power Equipment ➤ Insurance Companies ➤ Inventory & Production Control Systems ➤ Inventory And Bar Coding ➤ Lift Tables ➤ LP Gas Distributors

➤ ATTACHMENTS / ACCESSORIES

➤ Mechanical Power Transmission Equipment ➤ Non-Powered Floor Equipment & Access. ➤ Other ➤ Overhead Lifting Equipment & Access. ➤ Packing And Equipment ➤ Pallet Jacks ➤ Plant Facilities Equipment ➤ Parts ➤ Plant Yard Equipment

➤ Powered Industrial Trucks ➤ Rack/Shelving ➤ Rentals ➤ Repair Services ➤ Robots, Automated Equipment ➤ Safety Products ➤ Seats ➤ Storage Equipment ➤ Sweepers Scrubbers & Brushes ➤ Tires/Wheels ➤ Training Education/Assoc. ➤ Transportation & Hauling Equipment ➤ Warehouse Management

➤ CONTAINER OPTIONS ➤ Container Storage

• Pallet Truck Modifications • Turret Mast Attachment • Mechanical Attachments • Special Design Request and Much Much More...

• • •

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

800-939-DYNA (3962) www.dyna-rack.com

www.superioreng.com

➤ DISPLAY RACK AND SHELVING

Corrugated Steel Rack Deck Punch Deck ® • Solid Deck Economical • Strong • Easy Install • Fast Delivery Painted • Galvanized • Stainless Steel

DACS

inc.

800-909-4937 dacsinc.com ➤ Forks

➤ DISTRIBUTORS 119 Sizes

Specials Available Chicago & CA Stock

ATLAS INTERNATIONAL LIFT TRUCKS 1815 Landmeier Rd. • Elk Grove, IL 60007 (847) 678-3450 • Web: www.atlasd2d.com

@FADNetwork

info@findadistrubutor.com

➤ ENGINES (REMAN)

➤ BATTERY / CHARGERS Contact sales@xpb.ca

Celebrating over a decade as the global leader in New, Used and ReConditioned Industrial Battery Technology and Accessories.

Reman Engines/Gas, LP & CNG

800-447-3967 | www.charnor.com ➤ LIFT TABLES

38

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May 2020

➤ PALLET JACKS ➤ Pallet Trucks

➤ Emission Analyzers Visit our website to learn more about reducing carbon monoxide (CO), saving fuel and operating equipment at peak performance.

EZ-Lift Quality Scales and Scissorlifts too

...The Exhaust Experts

Chicago & CA Stock

ATLAS INTERNATIONAL LIFT TRUCKS 1815 Landmeier Rd. • Elk Grove, IL 60007 (847) 678-3450 • Web: www.atlasd2d.com

Phone: 847-487-2780 • www.blankeindustries.com

➤ POWERED INDUSTRIAL TRUCKS

➤Pallet Jacks 800 Trucks In Stock

All Makes and Models Chicago and California Stock

ATLAS INTERNATIONAL LIFT TRUCKS 1815 Landmeier Rd. • Elk Grove, IL 60007 (847) 678-3450 • Web: www.atlasd2d.com

➤ Pallet Truck Parts

Toyota Forklifts

Over 1,000 in Stock

Wholesale Packages Available

Bell Fork Lift, Inc.

34660 Centaur, Clinton Township, MI 48315 586-415-5200 . www.bellforklift.com

➤ RACK / SHELVING ➤ Manufacturer/Suppliers

➤ New • • •

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

800-939-DYNA (3962) www.dyna-rack.com

➤ Manufacturer/Suppliers and Transmissions

➤ REPAIR SERVICES ➤ Motors (Electric) ...is the solution to all your electric D/C, A/C, Wind Turbine & GSE Motor needs.

New • Rebuilt • Motors • Armatures • Parts

Reman Engines, Transmissions, Drive Units, Steer Axles & Differentials

800-447-3967 | www.charnor.com ➤ Steer Axle Assembly

Steer Axles

800-447-3967 | www.charnor.com ➤ Tires/Wheels

Locations Coast to Coast

800-435-9346 | www.warfieldelectric.com

➤ Transmissions

Reman Transmissions, Drive Units, Differentials & Torque Converters

800-447-3967 | www.charnor.com ➤ SAFETY PRODUCTS

VULKO TREAD

THE BEST POLYURETHANE WHEELS AND TIRES

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AMERICAN VULKO-TREAD CORPORATION

690 Chase Ave., Elk Grove, Illinois 60007 Phone: 847-956-1300 • Fax: 847-956-1339 • 800-323-6052

Website: www.avt.us • E-mail: avtsales@avt.us

www.MHWmag.com

May 2020

39

• • •

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

Classifieds

800-939-DYNA (3962) www.dyna-rack.com

• Specialty Material Handling, Inc.

•

➤ STORAGE EQUIPMENT

The

➤ TIRES / WHEELS

VULKO TREAD

Bought & Sold, Rentals, New & Used Parts, Appraisals, Technical Support

THE BEST POLYURETHANE WHEELS AND TIRES

AVT

AMERICAN VULKO-TREAD CORPORATION

690 Chase Ave., Elk Grove, Illinois 60007 Phone: 847-956-1300 • Fax: 847-956-1339 • 800-323-6052

Gregg Zdan

Website: www.avt.us • E-mail: avtsales@avt.us

We BUY & SELL FORKLIFTS & TIRES 713.460.8197 • 800.687.3884 fax: 713.460.5941 www.forkliftsandtires.com

40

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May 2020

Portable Stack Racks Flexible Packaging

(734) 641-1800 www.useddrexels.com Associated with DREXEL Industries since 1972

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OHIO RACK

Original & Aftermarket Parts for Most Equip.

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NEW & USED 800-344-4164 Fax 330-823-8136 Email: ohiorack@cannet.com

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Next classified deadline is Friday, May 1.

•

Largest online market for used forklifts, attachments and work platforms with 92,885 offers.

2002 CAT Lift Trucks GC25K Santana Equipment Trading Co. Phoenix, AZ | 623-271-6700

2009 Heli CPCD60 H & K Equipment Coraopolis, PA | 412 490-5311

2015 Toyota 8BRU18 National Off Lease Equipment Center Fort Worth | 888 781-9342

2010 Autolift E180AT36B (D5-180) H & K Equipment Coraopolis, PA | 412 490-5311

5

5

3

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2013 Aisle Master 33E 1 Source Material Handling Irwindale, CA | 818 838-1688

2009 Hyundai HBR 18-7 AXIS Equipment Houston | 832 221-7073

2019 Doosan D70S Cromer Material Handling Oakland, CA | 510 534-6566

2009 Toyota 6BPU15 Shoppas Material Handling Fort Worth | 817-760-4048

1

9

3

3

2015 Toyota 8FGCU32 Hupp Toyotalift Inc Cedar Rapids, IA | 563 322-3168

Crown RC5535-35 Russell Equipment Company Twinsburg, OH | 330 405-8300

2016 TCM FG25 1 Source Material Handling Irwindale, CA | 818 838-1688

1999 Big Joe PDC 30-10 Santana Equipment Trading Co. Chicago | 847 775-7400

5

6

1

1

2009 Terberg RT 222 La Cisa North America Inc. Houston, TX | 832 815-8203

2011 CAT Lift Trucks 2P6000 The Forklift Store Denver, CO | 303 308-3944

2002 Bendi B40/48E-180D Forklift Exchange Inc Bedford Park, Il | 312 805-8715

2007 Toyota 7FBCU30 Hupp Toyotalift Inc Cedar Rapids, IA | 563 322-3168

5

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6

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ALVA COFFMAN | DEAN MILLIUS | 877.638.6190 | sales@MHWmag.com

WWW.FORKLIFT-INTERNATIONAL.COM

www.MHWmag.com

May 2020

41

EXPAND YOUR OFFERINGS

New Service. New Customers. More Revenue.

Xtender Battery Regenerator.

Flight Systems Industrial Products 1-800-333-1194 · shop.fsip.biz

Advertiser's Index ___________________________________________________ ADVANCE METALWORKING COMPANY, INC. 16

GRINDSTAFF ENGINES, INC. . . . . . . . . . . . 3

RESONANT DEALER SERVICES. . . . . . . . . 26

ALL BRAND FORKLIFT PARTS . . . . . . . . . 13

H&K EQUIPMENT COMPANY . . . . . . . . . . 28

SAFETY SYSTEMS & CONTROLS INC. . . . 14

AMERICAN INDUSTRIAL TRANSMISSION,

HADER INDUSTRIES INC. . . . . . . . . . . . . . 15

SHOPPA'S MATERIAL HANDLING . . . . . . 27

INC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

HC FORKLIFT AMERICA CORP . . . . . . . . . . 2

SUMMIT METAL PRODUCTS, INC. . . . . . . 37

DACS, INC. . . . . . . . . . . . . . . . . . . . . . . . . 22

HYDRA SMOOTH CORPORATION . . . . . . 23

SUPERIOR ENGINEERING . . . . . . . . . . . . . 35

DYNA RACK . . . . . . . . . . . . . . . . . . . . . . . . 1

INTERTHOR, INC. . . . . . . . . . . . . . . . . . . . 40

SUPERIOR TIRE & RUBBER CORP. . . . . . . 31

ECOTEC LTD. LLC . . . . . . . . . . . . . . . . . . . 12

JOSEPH INDUSTRIES, INC. . . . . . . . . . . . . . 8

THE FORKLIFT PRO . . . . . . . . . . . . . . . . . . 17

ENGINE POWER SOURCE . . . . . . . . . . . . . 11

MAC RAK INC. . . . . . . . . . . . . . . . . . . . . . . 9

THOMBERT, INC. . . . . . . . . . . . . . . . . . . . . . 7

FLIGHT SYSTEMS INDUSTRIAL PRODUCTS

MILLENNIUM INDUSTRIAL TIRE . . . . . . . 43

TOYOTA FORKLIFTS OF ATLANTA . . . . . . . 5

(FSIP) . . . . . . . . . . . . . . . . . . . . . . . . . 6 ,42

MOR-VALUE PARTS COMPANY . . . . . . . . 21

TVH . . . . . . . . . . . . . . . . . . . . . . . . . . . 17, 44

FORKLIFT-INTERNATIONAL.COM . . . . 33, 41

NEXEN LIFT SOLUTIONS . . . . . . . . . . . . . . 29

WY'EAST PRODUCTS . . . . . . . . . . . . . . . . 25

MORE ADVERTISERS & RESOURCES AT www.MHWmag.com 42

www.MHWmag.com

May 2020

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