Mopar Masters Guild Magazine January – February 2021 by Don Cushing

Leaders in the sale of quality FCA Mopar Parts.

Fiat Chrysler and PSA Complete Merger to Become Stellantis

Mopar Masters Guild Holds 29th Annual Meetings Online

January - February 2021

Also In This Issue From the Desk of MMG President Susan McDaniel: “Moving Forward” ............2 Fiat Chrysler and PSA Complete Merger to Become Stellantis ......................................... 3-4 Tavares: FCA, PSA are better off meeting challenges together...................................... 4-6 Could Stellantis reinvigorate Chrysler?.......7 Mopar Masters Guild Holds 29th Annual Meetings Online .........................................8-13 MMG Vendors ..........................................14-15 Katzkin Leather ....................................16 & 20 Reynolds & Reynolds .....................................17 The View from My Office with Kat Monteiro .............................................18-19 CDK Global .....................................................21 FenderBender ..................................................22 CDK Global .....................................................23 UPS Healthcare continues investment in personalized medicine; expands global cell and gene services capacity ....................24 UPS ...................................................................25 Reynolds & Reynolds .....................................26 Ratchet+Wrench ............................................27 Wholesale Parts Pro/ NiTS Solutions .........................................28-29 OEConnection .................................... 30-31, 46 Activator ..........................................................32 Katzkin Leather ............................. 33, 37 & 39 AER Manufacturing .................................34-35 Wholesale Parts Pro/ NiTS Solutions ...............................................36 Top Story Links from FenderBender & Ratchet+Wrench ............................................40 What Employer Should Know About the COVID Vaccine ...............................................41 Take These 5 Steps When an Employee Gets COVID-19 ..................................................42-43 The Right to Repair Movement is Poised to Explode in 2021 ........................................44-45 Cherokee Nation Wants Jeep to Stop Using Their Name .....................................................47 MMG Officers/Committees ........................48

The exchange of information by like size dealers in a non-competitive environment”

Jan - Feb 2021

From the Desk of MMG President Susan McDaniel

Moving Forward Moving forward is exactly what the Mopar Masters Guild has done. We had our very first annual mee ngs virtually on February 10th and 11th. Our 29thAnnual Mopar Masters Guild Mee ng. I must say it was a huge success! Our a endance was higher than ever, our par cipa on was astounding and judging from the feedback, everyone walked away with some really great ideas and a new hope for the future. There is nothing that compares to mee ng live and feeling that energy flowing through the room, but I could definitely feel it flowing through my computer screen! Ryan Maguire, Serjon Youkhana and their Team Stellan s joined our Wednesday mee ng; we really value their involvement and insight with our guild. They are all very busy with mee ngs and projects of their own but always find me to discuss, clarify, and interject on any topics, issues, ques ons and concerns that our group is faced with. We will con nue to MOVE FORWARD. Our friend, mentor and MMG 20 Group Moderator Mark Beaton joined us on Thursday and gave a very insigh ul presenta on on security. He always has a way of sta ng points and bringing up topics to make us think about things in a whole diﬀerent light. Well done Mark! A big thank you from the en re group! 2020 was a huge year for change and uncertainty. We have not let fear stop us. Something good comes out of everything bad. We have all stretched our minds, pulled together, learned how to do more with less and have come full circle with the value of cross training. We have done the same thing with the Mopar Masters Guild. We have had huge success with our Virtual Vendor Mee ngs. We have been able to get more people in front of our vendors and provide them a more cap ve audience. On February 24 Chris Messer with 10 Missions Media and John Haluch with OEConnec on will be teaming up to do a very diﬀerent and exci ng (that’s all I can say for now) presentaon. You don’t want to miss this! Doug Johnson with Katzkin Leather will be live with us on March 18th so please MARK YOUR CALENDARS! We will con nue to have these mee ngs and as many as we possibly can un l we can all meet again in person. The more me goes on, the more we are all coming to the realiza on that that day may be a li le farther away than we originally thought. Un l then, we will improvise, we will con nue to support each other, share informa on, and become stronger as a group. We will MOVE FORWARD. Un l We Meet Again,

Susan McDaniel - Susan McDaniel - susan@billluke.com - 602.336.1557 Mopar Masters Guild Magazine

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Fiat Chrysler and PSA complete merger to become Stellantis

MILAN -- Fiat Chrysler Automobiles and PSA Group completed their $52 billion e-up and formally merged into Stellan s. The merger will create an auto group with combined annual sales of around 8.1 million vehicles and deep enough pockets to fund the shi to electric driving and take on bigger rivals Toyota and Volkswagen Group. “The merger between Peugeot S.A. and Fiat Chrysler Automobiles N.V. that will lead the path to the crea on of Stellan s N.V. became eﬀec ve today,” the two automakers said in a statement. It took over a year for the Italian-American and French automakers to finalize the deal, during which the global economy was upended by the COVID-19 pandemic. They first announced plans to merge in October 2019. Shares in Stellan s will start trading in Milan and Paris on Monday, and in New York on Tuesday. PSA CEO Carlos Tavares will hold his first press conference as Stellan s CEO on Tuesday, a er ringing NYSE’s bell with Stellan s Chairman John Elkann, who is FCA chairman. Analysts and investors are turning their focus to how Tavares plans to address the huge challenges facing the group – from excess produc on capacity to a woeful performance in China. Continued on Page 4

The exchange of information by like sized dealers in a non-competitive environment.

Jan - Feb 2021

Continued from Page 3 FCA and PSA have said Stellan s can cut annual costs by over 5 billion euros ($6.1 billion) without plant closures, and investors will be keen for more details on how it will do this. Marco San no, a partner at consultants Oliver Wyman, said he expected Tavares to disclose the outlines of his ac on plan soon, but without divulging too many details at first. “He has proven to be the kind of person who prefers ac on to words, so I don’t think he will make loud statements or try to over-sell targets,” he said. Like all global automakers, Stellan s needs to invest billions in the years ahead to transform its vehicle range for the electric era. But other pressing tasks loom, including reviving the group’s lagging fortunes in China, ra onalizing its huge global empire and addressing massive overcapacity. “It will be a step-by-step process, also to allow the market be er appreciate every single move. I don’t think we will have all the details before one year,” San no said. FCA CEO Mike Manley, who will head Stellan s’ key North American opera ons, has said 40 percent of the carmaker’s expected synergies would come from convergence of pla orms and powertrains and from op mizing R&D investments, 35 percent from savings on purchases, and another 7 percent from savings on sales operaons and general expenses. Source: Autonews.com

Tavares: FCA, PSA are better off meeting challenges together The world’s newest automaker, Stellan s, is building a strategic plan from the ground up as it looks to go on the offensive and show that innova on isn’t limited to startups, its CEO says. Carlos Tavares, in an exclusive interview with Automo ve News, said he worked for “many months” to assemble the company’s leadership team announced Tuesday. The merger between Fiat Chrysler Automobiles and PSA Group closed Saturday, and the combined en ty now must mesh its disparate cultures and the opera ons of 14 brands on either side of the Atlan c Ocean in the midst of the ongoing pandemic. “There is an ongoing COVID crisis, but the two companies are not in crisis,” Tavares said. They “have a robust financial posi on, they have been opera ng properly and they are crea ng value, so there is no crisis on this merger. It’s all about two teams that understand a er they turn around their own companies, at one point in me, that we are be er off to be facing the future challenges together than in the standard opposi on, which demonstrates a high level of maturity.” Tavares, who had been PSA’s CEO since 2014, said the two companies understood “they could con nue to be on a standalone basis, but they remember what happened when they had to turn around their [businesses] in the last few years, and they understand how difficult it was and they see the challenges coming.” Continued on Page 5

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Continued from Page 4

Stellantis CEO Carlos Tavares, left, with Chairman John Elkann. The Stellan s execu ve team, Tavares said, will be a balanced group “between the two families.” The merger was not a defensive play, he insisted. “This is not only about protec ng ourselves against the challenges that we already see, this is also about being offensive in making things which are innova ve, which are different from what you are used to seeing from carmakers and that hopefully will posi vely surprise you,” Tavares said. “And giving you the sense that we can also be very breakthrough-driven, but very innova ve and you don’t have to wait only for the startups.” The companies were on solid foo ng coming in, Tavares said, which gives Stellan s me to do the “deep management work” to set up a long-term strategic plan. Tavares aims to establish a cohesive, “bo om-up” dynamic that takes into account the input from the younger genera on of workers on the company’s “strategic task teams,” he said. He wants this group to be “deeply involved in the different task teams that are going to work on the different breakthroughs that we are going to submit to them.” “That means bringing all of those younger people in those teams as crew members of those teams, and giving them the me and the ability to work on those breakthroughs and then come back to us with some proposals,” Tavares said. “Then we will adapt to the top-down direc ons and try to figure out what is the best final conclusion. That needs me, and we’ll give them me. As we are not in a crisis mode, we are lucky to have the me to do so.” Continued on Page 6

The exchange of information by like sized dealers in a non-competitive environment.

Jan - Feb 2021

Continued from Page 5 With the merger completed, Tavares says he plans to visit the company’s major opera onal centers in Italy and the U.S. in the next few weeks. He’ll first meet with the internal teams and give them a chance to ask him ques ons. A er those ini al mee ngs, he’ll turn his a en on to ge ng acquainted with his U.S. dealers on another trip. Tavares will consult with former FCA CEO Mike Manley, who now heads Stellan s’ Americas operaons, on the best way to interact with the dealer body. Jeep globaliza on Jeep is the “most global brand” of Stellan s, Tavares said, because of its presence in Europe and China as well as North America. Its global push will con nue under Stellan s, he said. The SUV brand is pushing into new markets and higher-priced segments, adding new capability to storied nameplates and stepping into the world of electrifica on. The premium Wagoneer and Grand Wagoneer u lity vehicles are on the way later this year, while a redesigned Grand Cherokee soon will oﬀer a third row for the first me. “The direc on is already set. Jeep is not a brand that has any problem of vision or direc on,” Tavares said. “It is a brand that needs just to be supported to keep on moving profitably as it has been so far. I think there is a sentence in the U.S. that is something like, ‘If it’s not broken, don’t try to fix it.’ I think that applies very well to Jeep.” Cost savings The company’s projected cost savings have risen from $4.5 billion when the merger was proposed in 2019 to about $6 billion. That’s because “the people from the cross-company teams have so many bo om-up ideas,” Tavares said. “I did not ask for a be er number. I just said, ‘Guys, let’s get the job done and let’s execute before we start jumping on the numbers,’ “ Tavares recalled. “But they came back to me and say, ‘Well, we have a problem. The people are working so well together that they are coming with tons of ideas, and we cannot just tell them no because the ideas are very good.’ “ Around 80 percent of the total synergy amount, he said, will come from how Stellan s leverages the “volumescale eﬀect in the way we procure parts” and uses common pla orms and parts. “The smarter we are in using common components,” Tavares said, “the be er condi ons we create for procurement to do a good job in terms of cost nego a on.” Electrifica on Looking ahead, Tavares said he will rely on North America execu ves to deliver plans for rolling out more electrifica on in the U.S., an area in which FCA has lagged its compe tors. Tavares said Stellan s could “contribute a lot” in this area and that “we are here to support and we are here to be part of this quality-of-life improvement of the U.S. society.” “If they want to get to a decision that is related to a significant resource alloca on, it will come to the execu ve commi ee, we’ll discuss it and we’ll decide what we need to decide,” Tavares said. “But the guys who are going to propose it are the guys who know the market.” Source: Autonews.com

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Could Stellantis reinvigorate Chrysler? The Chrysler brand needs some help. The merger between Fiat Chrysler Automobiles and France’s PSA Group to form Stellan s could be its lifeline, said David Kelleher, chairman of the Stellans Na onal Dealer Council. Kelleher believes Stellan s has a chance to for fy Chrysler, which sells the aging 300 sedan along with the Pacifica and Voyager minivans, with product from the PSA side. Kelleher thinks this product infusion could be done at reasonable expense because the automaker wouldn’t have to develop new models from the ground up. He said he’d feel “violated” if the Chrysler brand was dropped. “This whole thing started with Chrysler,” Kelleher said. “I don’t want to get emo onal about a brand, that’s not the case. But I don’t want to see a brand like that le at the sideline and just thrown out to pasture.” While dealers await the next moves of the Stellan s team, Kelleher also is paying close a en on to a move by rival General Motors last month. GM’s decision to sell electrified commercial vans through a separate dealer network raised concerns for Kelleher. BrightDrop will be GM’s first new U.S. vehicle brand in more than two decades. Kelleher sees poten al disrup on there. He said FCA already had established itself with electrified vehicles through the Pacifica plug-in hybrid and pointed out that the Jeep Wrangler 4xe will bolster its standing in that space. Kelleher said he expected any Stellan s expansion of vehicles or brands in the U.S. would run through the exis ng retail network and that those dealers would be given the first opportunity to grow with the new automaker. He said Stellan s dealers have paid their dues, especially with facility investments as dealerships con nue the rollout of stylish Jeep-centered showrooms. About 600 dealers have commi ed to building either Jeep showrooms or standalone Jeep dealerships. “In fairness, the manufacturer should have every right to expect that their dealer body is prepared to sell whatever they build,” Kelleher said. “So as a network, our dealers have to become a lot be er than we probably are now at selling electric. We need to invest in infrastructure, train our personnel and adapt our processes. Then we can prove that no one is more equipped to sell any product that our OEM [produces] be er than us.” Source: Autonews.com

The exchange of information by like sized dealers in a non-competitive environment.

Jan - Feb 2021

Mopar Masters Guild Holds 29th Annual Meetings Online

Adapt. Alter. Modify. Change. Move Forward. Whichever word you choose, it has applied to the Mopar Masters Guild in 2021. Although our Annual mee ng had been planned to be held in New Orleans at NADA, the pandemic made us change those plans. So, the MMG recently held its 29th Annual Mee ng. Virtually. On Zoom! The good news: it was a ended by over 50 Guild members! Record a endance! MMG President Susan McDaniel opened the mee ng with welcome remarks, poin ng out this new venture into virtual guild mee ngs. “We have already held several mee ngs on Zoom, Execu ve mee ngs, Vendor mee ngs and our plan going forward for 2021 is to con nue to meet virtually un l we are able to meet live,” said McDaniel. With several new members in a endance, Susan also went over the history of the Mopar Masters Guild. Susan then covered our agenda for the next two days of mee ngs:

Continued on Page 9

Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

Continued from Page 8 MMG 29th Annual Mee ng Agenda  Wednesday - FEBRUARY 10,2021 – ZOOM MEETING WILL BEGIN AT 11:00 AM (EST) o OPENING COMMENTS FROM GUILD PRESIDENT SUSAN MCDANIEL o GUILD BUSINESS FROM OFFICERS SECRETARY – CODY ECKHARDT TREASURER – DON CUSHING VICE PRESIDENT – JOE MCBETH  DEALER REWARD DISCUSSIONS o WHAT ARE YOU DOING TO ACHIEVE YOUR METRICS ON NEW PROGRAM? o WHAT HAVE YOU IMPLEMENTED IN YOUR DEPARTMENTS DURING THIS PANDEMIC? o WHAT IS WORKING FOR YOU?  MOPAR WILL JOIN US AT 1:00 PM (EST) FOR APPROXIMATELY 90 MINUTES. MAIN TOPIC WILL BE DEALER REWARDS. QUESTIONS AND ANSWERS. o WE WILL RESUME DISCUSSIONS UNTIL 3:30PM (EST)  Thursday - FEBRUARY 11, 2021 – ZOOM MEETING WILL BEGIN AT 11:00 AM (EST) o DISCUSSIONS WILL RESUME  MARK BEATON WILL JOIN US AT 1:15 PM (EST) FOR ABOUT AN HOUR.  MMG WILL RESUME DISCUSSION UNTIL 3:30 PM (EST) Susan then turned it over to Vice President Joe McBeth. “The guild is super important to me. It’s been so important to my career and I sure do appreciate all that it’s done for me with ideas and informa on. Here I am today looking at many of the faces that shared a lot of knowledge over the years and through to today and I took that knowledge to help me in my parts department and my dealership. Thank you all for that. As far as our suppor ng vendors, Susan if correct. It’s also been a challenge for them over the past year or so. They are going through the same challenges in their businesses. That’s why it is so important that we con nue to support them as well as the way they support us. They depend on us to help them grow just as much as we depend on their financial support,” said McBeth. “I’m really looking forward to discussions with y’all today and tomorrow, especially the metrics of Dealer Rewards and I know I’ll get some great ideas from this group,” he con nued. The Secretary’s Report and Treasurer’s Report was emailed to everyone before the mee ng. Secretary Cody Eckhardt and Treasurer Don Cushing covered their respec ve reports. Mo ons were made to accept. Both reports were seconded and approved. Continued on Page 10

The exchange of information by like sized dealers in a non-competitive environment.

Jan - Feb 2021

Continued from Page 9 The following were points of discussion during the next por on of our mee ng:  Involvement of Dealer Principals and General Managers in our mee ngs  Vendor support and vendor mee ngs  Traveling restric ons  Discussions on talking points with Mopar  Talked about our new way of communica ng via zoom  WiAdvisor 3.0  Mobile Check-In  Accessories/PNUR  Accessory Targets  Dealer Rewards/Metrics  MRA concerns  Powertrain – Dealer Rewards  Na onal PDC’s – Referrals  Packaging  Reten on  Service Smarts Usage Mopar Execu ves Meet with Masters Guild The interac on with Execu ves from Mopar is one of the reasons that Mopar Masters Guild members a end this mee ng. Our coverage with Mopar here is just highlights of our interac on since we feel that par cipaon is needed at this mee ng to enjoy the full benefit of what is oﬀered. Represen ng Mopar were:  Ryan Maguire - Director - Mopar Sales, Marke ng & Field Opera ons at Stellan s  Serjon Youkhana - Senior Manager, Sales and Field Opera ons  John Tonial, DM/IST - Sr. Manager Mopar Analy cs and Profit Op miza on at FCA Fiat Chrysler Automobiles  Tino Sida - Sr. Manager - Head of Collision and Glass, Sales & Marke ng at Stellan s  Dus n Pedley - Senior Manager, Maintenance Por olio and Retail Channel at Stellan s Ryan presented us with a li le history of Stellan s.

Continued on Page 11

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Continued from Page 10 Who is Stellan s? Stellan s N.V. is a mul na onal automo ve manufacturer with its headquarters in Amsterdam, the Netherlands. It was established on 16 January 2021 through the merger of Groupe PSA and Fiat Chrysler Automobiles on the basis of a 50-50 cross-border merger agreement. The group has a wide por olio of automo ve brands:  Abarth - Alfa Romeo,  Chrysler – Citroën - Dodge  DS Automobiles – Fiat - Fiat Professional  Jeep – Lancia - Masera  Opel – Peugeot - Ram Trucks - Vauxhall Motors The name Stellan s is exclusively used to iden fy the corporate en ty, while group brand names and logos remain unchanged. The company has 400,000 employees, a presence in more than 130 countries with manufacturing facili es in 30 countries. The group plans to have 39 electrified vehicles available by the end of 2021.

Ryan covered the merger of FCA and PSA. He men oned that all this informa on is available online. Click here for the Stellan s Media page. Ryan also talked of Pietro Gorlier being involved with the company. Since Pietro is very familiar with Mopar, it’s good to know that he will be involved with Stellan s.

Ryan con nued to give us perspec ves on FCA scores, month by month for 2020.

Continued on Page 12

The exchange of information by like sized dealers in a non-competitive environment.

Jan - Feb 2021

Continued from Page 11 He also listed many of the accomplishments for last year, even under the pandemic circumstances for 2020:  Record Fixed First Visit – 91.5%  Record Retail/Wholesale Sales Over 2nd Half  Record Sales for Warehouse Distribu on (WD) and Redistribu on (RSL) channels, +18% and +9% respec vely  Launched & Implemented New Customer Data Pla orm  Launched “Always At Your Service” Campaign within 30 days of ini al COVID-19 Impact  Developed COVID-19 Dealer Resources, Guides and Customer Assurance Materials  Launched All New Mobile Check-In process with 600+ dealers installed  Developed and Launched New Mopar WheelWorks Program + 40 New Accessory Products  Launched Industry First Cer fied Glass Network Program  Mopar Drag Pack Launch – Sold Out in 18 Minutes! We then got a look at 2021 Market Poten al from Ryan.  2021 Customer Experience (CX) Focus, CFAFE, Wagoneer Program and CTP.  2021 Service KPI’s; WiAdvisor 3.0; Customer Reten on; Service Smarts; OnDemand; VHR; Recalls  New Products:  Mopar Accessory Tool  Accessory Rewards  Mopar e-Store (Launching 4-1-2021)  Industry First: Mopar Cer fied Glass Installer Network We then went into our Dealer Rewards Discussions: Serjon presented us with what’s new with Dealer Rewards. There will be a full guide on the Dealer Site; a Video Walk through of the guide as well as a Q&A Document posted on the dealer site. He also went over the current stats and updates including wiADVISOR upcoming enhancements. Ryan and the team then fielded our ques ons and concerns. Lots of input and dialogue. This was the end of FCA/Mopar’s presenta ons, and we then engaged in more discussions on the subjects covered. The Mopar Masters Guild would like to thank Ryan and his team for taking valuable me from their day to present and discuss business with our group. We look forward to our con nued mee ngs with Stellan s/Mopar in 2021 and beyond. Continued on Page 13

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Leaders in the Sale of Quality Mopar Parts

Continued from Page 12 We con nued with guild business for the next 90 minutes discussing wholesale collision, Parts Trader, wholesale mechanical, how some of our programs compare with other automakers (thanks to mul -line dealers on the Zoom mee ng) accessories, service drive, backorders, parts runners, poten al pay plans for Service Advisors, OSHA, COVID, CDK and Reynolds & Reynolds. Susan then addressed everyone, “We need to stay proac ve. I think this is the best way to do it. (Zoom meetings) This is the best pla orm to do it. Please be prepared tomorrow to talk. I want to hear from all of you. We want to share what is working for you in your dealership. What have you tried or implemented that has proven successful during these trying mes?” With that, President Susan McDaniel adjourned our first day of the MMG Mee ngs.

Thursday February 11, 2021 This day began with Susan going around to all a endees asking for their input on, “What is working for you in your dealership? What have you implemented to help you during this pandemic or in general?” Obviously, with so many a endees, there were many, many diﬀerent ideas. The one constant with all this input, the main theme seemed to be dealership employees coming together more closely and working together. Some subjects presented were: Online ordering and sales; Accessory sales online; Making up for lower warranty work; Dealing with help shortage due to COVID; ProMaster Media Players; Advisor training; Pay plans; Communica ons between departments; implementa on of COVID rules for customers to help streamline check-ins; PowerTrain focus; Using Uber/Ly ; More focus on customer reten on plan; local adver sing (mailers); Involving the GM with Dealer Rewards; Rental Vehicles; Using MMG rela onships for help when needed. Much discussion was spent drilling into these ideas to see how and if members could use them in their own facili es. A er a short break we welcomed our guest speaker, Mark Beaton, Moderator, FCA Service & Parts Managers 20 Group. Mark was kind enough to join us on this day to give us a presenta on on “Workplace Security and Preparedness for 2021.” “This presenta on is something I’ve been working on since 2019. I’m not here as an expert in this field. I’m not here to give you anything other than my opinion about this informa on that I have put together for you. So, this isn’t meant for you to do anything except listen, ask ques ons if you wish and make some judgements of your own,” said Mr. Beaton. He went on to give us some great informa on on this topic. We were well informed, and we had a spirited ques on and answer session. Thank you Mark for your professionalism and your involvement with our Mopar Masters Guild. We spent the rest of the a ernoon con nuing our discussions. Although we were scheduled to end at 3:30pm, we all got so involved with our ideas, we ran an extra 90 minutes! Thank you to everyone who par cipated in our 29th Annual Mopar Masters Guild Mee ng. We look forward to seeing everyone again, soon. And hopes are we can do it live and in person! NADA 2022 is tenta vely scheduled for March 10-13, 2022 in Las Vegas. Ar cle submi ed by Don Cushing

The exchange of information by like sized dealers in a non-competitive environment.

Our Supporting Vendors: Support those who support you.

Jan - Feb 2021

Mopar Masters Guild Magazine

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Our Supporting Vendors: The exchange of information by like sized dealers in a non-competitive environment.

Support those who support you.

Wholesale Parts Pro Powered by

Jan - Feb 2021

Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

Keep Your Parts Inventory Accurate Have you considered how to keep your parts inventory accurate throughout the year? Here are a few tips to help: CONDUCT PERPETUAL INVENTORIES Perpetual inventories give you a much better chance to identify discrepancies, correct them HZ `V\ ÄUK [OLT HUK TPUPTPaL variances during your next physical inventory. During idle time in the parts department, assign each counterperson a few bins to count weekly and update the inaccuracies immediately. Consider \[PSPaPUN 9L`UVSKZ 7HY[Z )HYJVKPUN Scanners to speed up the process and increase accuracy.

MONITOR PARTS IN YOUR SPECIAL ORDER BINS Identify special order parts that have not been picked up within 15 days of being received and notify the customer or service advisor once more. If the parts still aren’t picked up within 30 days, return them to the OEM, place them in stock, or get rid of them. This will keep your special order bins free VM \UULJLZZHY` WHY[Z HUK TPUPTPaL obsolescense.

EVALUATE DIRTY CORE INVENTORY Maintaining an accurate record of customer-returned cores and promptly returning them to the supplier is important. It ensures the inventory value is up-to-date for both Parts and Accounting. Plus, physically removing them allows you to make better use of vital space in your department.

Follow these guidelines consistently throughout the year to keep your inventory accurate and make your next annual physical inventory audit less stressful.

Work smarter, not harder.

The exchange of information by like sized dealers in a non-competitive environment.

Jan - Feb 2021

The View From My Oﬃce

With Kat Monteiro Hello my faithful readers.

I wasn’t so sure I would be wri ng anything for this issue of the Mopar Masters Guild Magazine. I didn’t feel like I had anything to write about. I had told our publisher Don Cushing that I was in a rut and just not feeling inspired. I didn’t want to sound like a broken record, wri ng about the same things. And what are those things? COVID-19 and s ll being at home and not out in the field visi ng our customers. But, Don just wrote me back and said, “I’ll take whatever you got”. A subtle way of encouragement that got me to start pu ng something down. There isn’t a conversa on out there it seems that does not include talking about COVID. It doesn’t start out that way but it always seems to end up that way. So, yes, I’m in a rut. I miss being out on the road, I miss visi ng with people in the aisles of the grocery store, I miss gathering with family, and I hate the worry of when we are around any family that someone doesn’t get sick. Then I started thinking about it and reminded myself that I am not the only one. Every one of us are dealing with these same feelings and worries. And for some it goes a lot deeper than just the feeling of being in a rut. So, I decided to pick myself up and write. Wri ng is a good therapy for me. And I did not want to disappoint my faithful readers! It’s in mes like these that we need to sit back and find what we are thankful for. Even though it has been hard, and stressful for the past year, we are thankful to s ll be working and that the parts department has been crazy busy! We are experiencing the same set backs everyone else is at our dealership. Being shorthanded; people out due to Covid. Thankfully, our customers seem to be understanding for the most part. Not having a full crew is hard on everyone, but we all keep plugging along and ge ng her done. Then there is being thankful for living where we do in California. Just the other night Rick and I were si ng on the couch watching the news and our local weather girl was on with the predic ons for this coming Monday and it was going to be 80 degrees. I groaned and complained about it and Rick asked me, “what’s wrong with 80?” I replied that it is winter and the weather should be chilly. I mean, I s ll want our beau ful, cloudless, blue sky but with a chill in the air. (I know, spoiled!) Then they started covering the weather in our eastern states. All snow, and frozen, and deadly. Then there is Texas! With all that snow they are not used to ge ng and freezing weather. Then to top it oﬀ they have all the power outages, and massive car accidents out on the frozen highway. My heart felt so heavy thinking of the friends we have there and what they must be going through. Rick said out loud “I’ll take 80” and I responded, “me too”. I really felt humbled. Continued on Page 13

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Continued from Page 12 How do people survive in that unexpected cold weather with no power? So, I don’t think I’ll complain about our warm winter weather ever again. I am going to sit here and be thankful. I already men oned that I am thankful that Rick has been able to keep working. I stayed home because we are not doing outside sales or customer visits. But just a couple weeks ago Rick brought me back into the dealership. We have been extremely short handed. And our parts advisors are feeling a lot of stress. Rick was trying to relieve some of the pressure, so he brought me in to sit at our front retail counter. We haven’t had a dedicated person to sit out front in quite a while. There was a li le bu on for customers to push that would ring a bell in the back and then someone would have to leave their sta on and go help the customer. Well, I guess that bell was star ng to drive the guys insane! Most of the customers that come to the retail counter are not there to order parts, but to pick up parts that they have on will call, or drivers from other dealerships picking up parts. I can take care of all of those customers, give them their parts and cashier them out. When customers come to the counter to order parts I walk back and get one of the parts advisors to come up and help them. They all seem very thankful to have me there, so that makes me really happy! I am not sure what kind of role this will turn into, but it does feel good to be out making some money again! And I like si ng up there gree ng people and helping people out. I don’t have an interest in learning how to look up parts, but I’m thinking I wouldn’t mind learning how to sell accessories and Katzkin leather! And maybe I could sell some of those T-Shirts and trinkets we have hanging around. But for now, I’m content to sit up there and be our oﬃcial greeter. On a last note, I can’t sign oﬀ without saying how much I missed being in New Orleans this year. You all know that is our favorite city to go to. Guess we will wait and see how it goes for next year. And I have to give a shout out to Chris Messer at 10 Missions Media and to John Haluch at OE Connec on - I am really looking forward to MMG Trivia Night on Feb. 24. Till next me, stay safe and healthy. Remember we are all in this together so be kind and helpful. Can’t wait to see all of you again someday soon!

Kat Monteiro

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COLLISION REPAIR REACHING 45,000+ REPAIR SHOPS EVERY MONTH Print & Digital Options to Grow Your Mopar Wholesale Business

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PLAN TO SCAN— PL EVERY TIME

PAG E 53

HOW W TO ESTIM MATE EFFICIENNTLY

PAG E 45

Strategies & Inspiration for Collision Repair Success

TAKE THE

RA AINS:

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PAG E 31

FACE THE UNKNOWN BY FINDING SUPPORT PAG E 4 0

Selff Trust Kim Starcevich nearly sold Lakeside Collision II following her h usband’s sudden deatt h, but relented when she recognized her o pportunity.

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PAG E 34

NORTHEAST

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1/27/21 5:22 PM

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UPS Healthcare continues investment in personalized medicine; expands global cell and gene services capacity Addi on of eight centers of excellence to support Marken’s global network of cell and gene services brings total to 14 cer fied sites. UPS Healthcare announced today an investment and further expansion of its capabili es in cell and gene services via Marken, a UPS company. UPS Healthcare is adding eight centers of excellence to support Marken’s global network of cell and gene services, bringing the total to 14 cer fied sites. The expanded network will support Marken’s well-established services including cryogenic transport services, pa ent data protec on, superior temperature monitoring technology and real- me GPS tracking. As an important part of UPS Healthcare’s offerings, Marken’s worldwide network includes 56 cer fied loca ons to handle the sensi ve shipments required during the clinical development of cell and gene therapies. The eight new loca ons – New York, Miami, Amsterdam, Paris, Melbourne, Sidney, Tokyo and Seoul – strengthen Marken’s global Center of Excellence network, which already includes centers in Los Angeles, San Francisco, Philadelphia, London, Frankfurt and Singapore. Marken has established a global control center in its Research Triangle Park headquarters where it monitors all ac vi es rela ve to its cell and gene clinical trials. The control center monitors loca on and temperature in real me for all shipments, leverages UPS’s expansive global network, monitors flight status and manages all poten al supply chain disrup ons. Wes Wheeler, president of UPS Healthcare, commented, “UPS Healthcare con nues to expand our service por olio to support our growing number of cell and gene clients. These new breakthrough therapies are among the most complex and sensi ve in our industry and we are planning on a best-in-class level of performance. We will con nue to invest in our capabili es and maintain Marken’s leadership posi on in the clinical trial logis cs industry.” About UPS Healthcare and Marken UPS Healthcare delivers unparalleled logis cs exper se to its customers around the world. UPS Healthcare has more than 10 million square feet of cGMP- or cGDP-compliant healthcare distribu on space globally. UPS Healthcare services include inventory management, temperature-controlled packaging and shipping, storage and fulfillment of medical devices, labs and clinical trial logis cs. UPS Healthcare’s global infrastructure, its newest UPS Premier visibility service, its track and trace technology, and its global quality system are well-suited to meet today’s complex logis cs demands for the pharmaceu cal, medical device and laboratory diagnosc industries. Marken is a wholly owned subsidiary of UPS and is a cri cal part of UPS Healthcare. With Polar Speed and Marken included, the UPS Healthcare division staffs 128 loca ons with 5,500 employees worldwide. Marken offers a state-of-the-art GMP-compliant depot network and logis c hubs for clinical drug product storage and distribu on in 56 loca ons worldwide, while maintaining the leading posi on for Direct to Pa ent and Home Health care services, biological sample shipments and biological kit produc on. Marken’s dedicated 1,600 staff members manage 100,000 drug product and biological sample shipments every month at all temperature ranges in more than 220 countries. Addi onal services such as ancillary material sourcing, storage and distribuon, shipment lane verifica on and qualifica ons, as well as GDP, regulatory and compliance consultancy add to Marken’s unique posi on in the pharma and logis cs industry.

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SELF-SERVICE

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REACHING 91,000+ REPAIR SHOPS EVERY MONTH Print & Digital Options to Grow Your Mopar Wholesale Business

02.21

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5 TIPS TO BOOST LABOR SALES PAGE 45

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Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

The exchange of information by like sized dealers in a non-competitive environment.

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Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

The exchange of information by like sized dealers in a non-competitive environment.

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Here are top stories from FenderBender and Ratchet+Wrench https://www.fenderbender.com/articles/15945-former-service-king-leaders-open-new-shop https://www.fenderbender.com/articles/16153-industry-insight-all-about-ppp-round-2 https://www.fenderbender.com/articles/6299-the-10-minute-firing-script https://www.fenderbender.com/articles/15869-snap-shop-john-harris-body-shop https://www.fenderbender.com/articles/15679-the-ins-outs-and-arounds-of-calibration ratchetandwrench.com/articles/8682-determining-your-labor-rate ratchetandwrench.com/articles/6902-understanding-ignition-systems ratchetandwrench.com/articles/10956-industry-insight-all-about-ppp-round-2 ratchetandwrench.com/articles/3533-building-a-parts-matrix ratchetandwrench.com/articles/10843-driven-brands-launch-ipo ratchetandwrench.com/articles/3504-understanding-your-eﬀective-labor-rate

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What Employers Should Know About the COVID Vaccine The coronavirus pandemic has been top-of-mind for individuals across the globe for the last year, but with the vaccine rollout, many businesses are wondering if they can require their employees to get the COVID-19 vaccine. Aﬃnity HR Group, a human resources consul ng firm that specializes in small and medium-sized enterprises, addressed business owners’ vaccine concerns during one of its recent Monday HR Minute presenta ons. Claudia St. John, president of Aﬃnity HR Group Inc., broke down a recent ruling from the Equal Employment Opportunity Commission, along with rights held by employers and other concerns. She began the presentaon saying, “Our hopes of pu ng the coronavirus behind us have all been accomplished, except for the fact that we haven’t done that all.” Here’s what business owners need to know about the vaccine rollout. The Ruling In December, the EEOC released a plethora of informa on for employers regarding health screenings and employee vaccina on. According to St. John, the commission decided that “Employers are within their rights, because of the pandemic, to protect their workforce by requiring [employees] get a vaccine.” But, as most employers know, it’s never that simple. The Caveats St. John warned employers to be aware of the constraints that come with the Americans with Disabili es Act, as well as Title VII of the Civil Rights Act, which protect individuals from a variety of discrimina ons. In order for someone to receive a COVID-19 vaccina on, the Centers for Disease Control and Preven on requires certain ques ons to be asked. The EEOC warns, “If the employer requires an employee to receive the vaccina on, [administered by the employer or a third-party contractor], the employer must show that these disability-related screening inquiries are ‘job-related and consistent with business necessity.’” To put it simply, St. John told viewers, “Make sure you’re not viola ng ADA rights based on the ques ons you’re asking.” Furthermore, St. John said, employers that are requiring the vaccine must make accommodaons for those with ADA-approved condi ons that would prohibit them from taking the vaccine. When it comes to Title VII, St. John reminded employers that if taking a vaccine is against an employee’s religion, it cannot be enforced. “It’s very clear from the EEOC,” she said, “Requiring a vaccine as a condi on of employment is within employers’ legal rights, provided there are reasonable accommoda ons for those who cannot take the vaccine.” The Future St. John said as more vaccine doses are rolled out and conversa ons con nue to take place, employers can expect guidelines and best prac ces to shi . Per the EEOC, “Employers should remember that guidance from public health authori es is likely to change as the COVID-19 pandemic evolves. Therefore, employers should con nue to follow the most current informa on on maintaining workplace safety.”

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Take These 5 Steps When an Employee Gets COVID-19 The bad news might come from a phone call or a rou ne screening at work. Either way, on learning that an employee has tested posi ve for COVID-19, employers should act immediately to ensure the safety of the employee’s co-workers and comply with all applicable laws. Based on guidance from the U.S. Centers for Disease Control and Preven on (CDC) and the Occupa onal Safety and Health Administra on (OSHA), as well as the advice of a orneys who’ve already guided clients through a COVID-19 response, here are five basic steps to take in the a ermath of an employee’s COVID-19 diagnosis.

1. Send the employee home to quaran ne. If the employee is at work and does not require urgent care, tell him or her to contact a health care provider and quaran ne for at least 10 days. Even if the employee shows no symptoms, he or she may s ll be able to spread the virus during that me frame, according to the CDC. Certain states or locali es with high rates of transmission may take a more cau ous approach and require a longer quaran ne period, said Gina Fonte, co-chair of the OSHA, workplace safety and whistleblower claims team at Holland & Knight in Boston. It’s a good idea to no fy local public-health authori es if they are not already aware of the diagnosis, and Fonte advised that some states now require such no fica on.

2. Vacate (if possible) and clean areas recently used by the employee. Clean and sani ze workspaces and common areas that were used by the infected employee in the days prior to diagnosis. The CDC has issued guidance for cleaning and disinfec ng such areas, including recommenda ons for cleaning materials. (A p from the agency: If approved cleansers are not available, one-third cup of bleach added to one gallon of water works just fine.) Time and fresh air are also powerful disinfec on agents. If an area is le vacant for seven days or more, only rou ne cleaning is required, the CDC said, “because the virus that causes COVID-19 has not been shown to survive on surfaces longer than this me.” Likewise, outdoor areas don’t need to be disinfected, and “spraying disinfectant on sidewalks and in parks is not an eﬃcient use of disinfectant supplies,” the CDC explained. Those who do the cleaning are at risk of exposure to the virus, as well as to poten ally toxic cleaning chemicals, and they should be supplied with appropriate personal protec ve equipment such as gloves and face masks, the CDC said. Also, to comply with OSHA requirements, employers should obtain safety data sheets for the cleaning materials used and make them available to employees, Fonte said.

3. No fy poten ally exposed co-workers without divulging the employee’s iden ty. To the extent possible, employers should retrace the ac vi es of the infected employee and no fy any coworkers who might have had contact with that person in the days before the diagnosis. The CDC has determined that COVID-19 exposure risk begins when someone is within 6 feet of the infected person for 15 minutes or more. The agency also notes that infected people can spread the virus 48 hours before the onset of symptoms. Continued on Page 43

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Continued from Page 42 Prompt no fica on and follow-up reduces the risk that even more employees will be exposed to the virus, and so these ac ons fall under OSHA’s general duty requirement to provide a safe workplace, a orneys said. But employers must not divulge the employee’s iden ty when making those no fica ons. “A key issue is to provide enough informa on such that co-workers can take precau ons and self-monitor for symptoms without improperly or inadvertently divulging private informa on of the aﬀected employee,” Fonte advised. Developing a simple no fica on form in advance will save me when no fica on is needed, she added. Per the CDC, exposed employees should isolate for 14 days. However, in sectors considered cri cal, such as health care, CDC guidelines say exposed employees can con nue to work onsite while self-monitoring and wearing a face mask.

4. Determine when the employee may return, but not by tes ng alone. The CDC advised employers not to require a nega ve COVID-19 test before employees return to work, but instead to follow these guidelines: Those who never develop symptoms can end isola on 10 days a er tes ng posi ve. Those with moderate to mild symptoms can end isola on a er 10 days if at least 24 hours have passed without a fever and other symptoms have improved. Those with severe symptoms may need to con nue isola on for a full 20 days or longer. [SHRM members-only HR form: COVID-19 Employee Self-Cer fica on to Return to Work] Travis Vance, a partner with Fisher Phillips in Charlo e, N.C., said employers o en want the reassurance of a nega ve test result, and tes ng for COVID-19 is allowed by the Equal Employment Opportunity Commission. But he advises against it because tes ng is inconvenient for the employee, and test results can some mes take a week or longer. In addi on, the CDC recently advised that people can test posi ve for COVID-19 for three months a er infec on, long a er they are no longer contagious.

5. Record the infec on if it is work-related and report it to OSHA if required. Employers must record all work-related employee COVID-19 cases on their OSHA 300 logs, but determining whether a case is work-related is o en challenging. In late May, OSHA clarified that a case should not be considered work-related if there is an alterna ve explana on for how the employee contracted the virus. A case is more likely to have been contracted at work if there is a cluster of posi ve employees or an employee tests posi ve soon a er exposure to an infected co-worker. As always, employers should check state health and safety laws for any varia ons. For example, California presumes a COVID-19 case is work-related unless the employer can disprove it. In the unlikely event that an employee contracts COVID-19 at work and is hospitalized or dies within 24 hours, that case must be reported to OSHA immediately. Source: www.shrm.org - Ar cle by Nancy Cleeland

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The Right to Repair Movement Is Poised to Explode in 2021

Fourteen states are exploring “right to repair” legisla on as the movement gains steam. Whether it’s John Deere’s eﬀorts to make tractor repair costly and annoying, Apple’s bullying of independent repair shops, or Sony and Microso ’s a empt to monopolize game console repair, US corpora ons have done an incredible job the last few years driving bipar san public interest in the “right to repair” movement. Last year witnessed monumental progress for right to repair, including the expansion of an exis ng Massachuse s law that requires car makers to provide independent mechanics access to the same diagnos c tools used in dealerships. A federal right to repair law was also considered for the first me in US history. 2021 is expected to take the eﬀort to an en rely new level. Consumer rights organiza ons like US PIRG state that fourteen states are now in the process of introducing and deba ng new right to repair laws, including New Jersey, Delaware, Florida, Massachuse s, Maryland, Montana, Nebraska, Oklahoma, New Hampshire, New York, Oregon, South Carolina, Vermont and Washington. Some states, like Montana, are even considering mul ple laws that cover both agricultural equipment and consumer tech. Continued on Page 45

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Continued from Page 44 A recent report by US PIRG found that repair monopoliza on comes with significant costs for American consumers. It also found that American families would save $40 billion ($330 per family) per year if they repaired more products and used them for longer periods. That’s of course in addi on to the environmental impact of slowing the rate of expanding landfills. The surge in interest in right to repair isn’t great news for companies keen on perpetua ng the waste inherent in planned obsolescence. Such companies have spent years a emp ng to derail these eﬀorts, usually by falsely claiming that a sustainable and open approach to consumer hardware repair will result in all manner of public safety and security hazards. In Nebraska, Apple lawyers tried to claim that expanding consumer rights would turn the state into a “mecca” for hackers. In Massachuse s, the auto industry reverted to running ads that falsely claimed that right repair rules would somehow embolden sexual predators. In reality, companies largely just fear diminishing repair revenue, compe and a loss of control, ac vists say.

on from independent repair shops,

“Day a er day, I go toe-to-toe with the biggest companies across mul ple industries—many among the biggest companies in history,” Nathan Proctor, the head of USPIRG’s Right to Repair Campaign, told Motherboard. “Despite the broad popularity of right to repair among legislators and voters of both par es, it’s a ba le,” he said. “And as we get closer to winning relief for consumers, the opposi on is digging in all the more.” The fight has taken on addi onal urgency in the Covid era. As the pandemic pushes the na on’s health care infrastructure to the brink, essen al medical equipment has proven in some instances impossible to legally repair because manufacturers enjoy a monopoly on tools, documenta on, and replacement parts. Last year, Senator Ron Wyden and Representa ve Yve e D. Clark introduced federal legisla on that would make it easier for hospitals to fix medical equipment during the COVID-19 pandemic. While the effort stalled in the gridlocked Mitch McConnell led Congress, Wyden’s office told Motherboard the bill is likely to be updated and reintroduced this year. “Covid has changed our rela onship with technology and it’s obvious that laws need to catch up,” Proctor said. “We need devices to work and learn, but manufacturers won’t provide tools or informa on even when their stores are closed.” Unfortunately for corporate opponents of the movement, the more they a empt to demonize and derail such efforts—the more public interest and a en on grows. Source: h ps://www.vice.com

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Leaders in the Sale of Quality Mopar Parts

Cherokee Nation wants Jeep to stop using its name The Cherokee Na on said it’s me for corpora ons such as Jeep and sports franchises to re re the use of Nave American names and imagery. Jeep has used the Cherokee tag for nearly 50 years, and its Grand Cherokee has been a top seller for the oﬀroad adventure brand. The Cherokee Na on, however, doesn’t think slapping its name on the side of a vehicle is the best way to honor them, said Chuck Hoskin Jr., its principal chief. Hoskin said Stellan s reached out to the Cherokee Na on in late January to get a be er understanding of its posi on around the use of the Cherokee name. Hoskin credits the automaker for engaging with the na on on the issue. “I made it clear that I certainly wasn’t giving my blessing to use Cherokee,” Hoskin told Automo ve News. “I thought it was the right move to drop it. And I think they respec ully declined to take that ac on. But they also le the door open, I think, for further discussions, and so did we. So I think it was a good discussion in that respect.” Car and Driver first reported the Cherokee Na on’s stance on Sunday. “I’m sure this comes from a place that is well-intended, but it does not honor us by having our name plastered on the side of a car,” Hoskin told Car and Driver in a wri en statement. “The best way to honor us is to learn about our sovereign government, our role in this country, our history, culture, and language and have meaningful dialogue with federally recognized tribes on cultural appropriateness.” Jeep, a key brand for Stellan s, the en ty created by the merger of Fiat Chrysler Automobiles and PSA, is preparing to launch its redesigned Grand Cherokee this year, including its first three-row variant. “Our vehicle names have been carefully chosen and nurtured over the years to honor and celebrate Na ve American people for their nobility, prowess, and pride,” Jeep said in a statement. “We are, more than ever, commi ed to a respec ul and open dialogue with Cherokee Na on Principal Chief Chuck Hoskin Jr.” The movement around social jus ce that erupted last year a er the death of George Floyd in police custody has put pressure on companies to reevaluate some of their business prac ces. Discon nuing the use of Na ve American names, a controversial topic for years, has been one of the more visible measures that organiza ons have taken. The Na onal Football League’s Washington, D.C., franchise formerly known as the Redskins played this past season without a moniker, and was known only as Washington Football Team. In Major League Baseball, the Cleveland Indians team announced in December that it would change its name.

Source: Autonews.com

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2021 2 02 1 M o opar p ar M ast aster er s G Gui ui ld O ffii cer s & Com Off Committee m i t t eess Officers:

President Ͳ Susan McDaniel Ͳ Bill Luke CJD – Phoenix, AZ Vice President Ͳ Joe McBeth Ͳ Dallas DCJ – Dallas, TX Secretary Ͳ Cody Eckhardt Ͳ Larry Miller DCJR Ͳ Sandy, UT Treasurer Ͳ Don Cushing Ͳ Tasca Automotive Ͳ Johnston, RI Executive Committee Ͳ All Officers Including: Dan Hutton Ͳ Tom O’Brien DCJR Ͳ Greenwood, IN Mike Opperman Ͳ Baxter CDJR Ͳ Omaha, NE Alan Yancey Ͳ Hayes CDJ Ͳ Alto, GA Rick Monteiro Ͳ Jack Powell CJD – Escondido, CA Rick Cutaia Ͳ Rick Hendrick DCJR – Charleston, SC Paul Allred Ͳ Stateline CJD – Fort Mill, SC Steve Hofer – Park Chrysler Jeep – Burnsville, MN Guild Committees

Vendor Committees CDK Global Mick Padgeon Ͳ Fred Beans Auto Group Ͳ Doylestown, PA Dan Hutton Ͳ Tom O’Brien DCJR Ͳ Greenwood, IN (Chair) Paul Allred Ͳ Stateline CJD – Fort Mill, SC Joe McBeth Ͳ Dallas DCJ – Dallas, TX Reynolds & Reynolds Rick Cutaia Ͳ Rick Hendrick DCJR – Charleston, SC (Chair) Randy Rogers Ͳ Huffines CJDR Ͳ Plano, TX Kent Cogswell Ͳ Jack Phelan CDJR Ͳ Countryside. IL Alan Yancey Ͳ Hayes CDJ Ͳ Alto, GA OEConnection & Snap On Business Solutions Dan Hutton Ͳ Tom O’Brien CJD – Greenwood, IN Paul Allred Ͳ Stateline CJD – Fort Mill, SC Mike Opperman Ͳ Baxter CDJR Ͳ Omaha, NE (Chair) Cody Eckhardt Ͳ Larry Miller DCJR Ͳ Sandy, UT

Nada 2021 Planning Jill Vance Ͳ Avenue Event Group, LLC Finance Committee Susan McDaniel Ͳ Bill Luke CJD – Phoenix, AZ Don Cushing Ͳ Tasca Automotive Group Ͳ Johnston, RI Rick Cutaia Ͳ Rick Hendrick DCJR – Charleston, SC

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Don Cushing Ͳ Tasca Automotive Group Ͳ Johnston, RI

Vendor Chairmen

Paul Allred Ͳ Stateline CJD Ͳ Fort Mill, SC Mike Opperman Ͳ Baxter CJD Ͳ Omaha, NE

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AER Manufacturing Robert Chatwin Ͳ Larry Miller DCJR Ͳ Sandy, UT (Chair) Shane Birdyshaw Ͳ Benchmark CDJR Ͳ Birmingham, AL John Russo Ͳ Dallas DCJ Ͳ Dallas, TX Ted Hawkins Ͳ Cerritos Dodge Ͳ Cerritos. CA John Waltereit Ͳ Milosch’s Palace CDJR Ͳ Lake Orion, MI Jim Jaeger Ͳ Bosak Motors Ͳ Merrillville, IN (ALT)

Mopar Masters Guild Magazine January – February 2021

Articles inside

What Employer Should Know About the COVID Vaccine

COVID-19

Wholesale Parts Pro/ NiTS Solutions

UPS

UPS Healthcare continues investment in personalized medicine; expands global cell and gene services capacity

CDK Global

The View from My Office with Kat Monteiro

Reynolds & Reynolds

Could Stellantis reinvigorate Chrysler?

challenges together

Meetings Online

Become Stellantis

From the Desk of MMG President Susan McDaniel: “Moving Forward