Truck Parts & Service 0818 by Richard Street

2018 Distributor of the Year finalists announced | HDAW 2019 reveals theme

Making the most of a sale WHAT TO DO WHEN BUYING OR SELLING IN THE AFTERMARKET AUGUST 2018 |

WWW.TRUCKPARTSANDSERVICE.COM

Developing homegrown talent 24

Volume 54 | Number 8 | August 2018

www.truckpartsandservice.com

Cover Story

@TPSMagazine /truckpartsandservice Truck Parts & Service

Editorial

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

Design & Production

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

Sales

Director of Media Sales Seth Becker

Selling a business in the aftermarket 14

sales@truckingmedia.com

Corporate

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

3200 Rice Mine Rd NE Tuscaloosa, AL 35406 800-633-5953 randallreilly.com All advertisers for Truck Parts & Service are accepted and published by Randall-Reilly, LLC. on the representation that the advertiser and/ or advertising agency are authorized to publish the entire contents and subject matter thereof. The advertiser and/or advertising agency will defend, indemnify and hold Randall-Reilly, LLC. harmless from and against any loss, expenses or any other liability resulting from any claims or suits for libel violations of right of privacy or publicity, plagiarisms, copyright or trademark infringement and any other claims or suits that may arise out of publication of such advertisement. RandallReilly, LLC. neither endorses nor makes any representation or guarantee regarding the quality of goods and services advertised herein.

Features 22 The aftermarket M&A landscape 24 Promoting employee growth is a win-win 31 2018 DOTY finalist: CRW Parts

Departments 1 2 6 12

Editorial Staff Editorials Industry Focus Tech Updates

33 Marketplace 39 Classified Ads 40 Advertisersâ&#x20AC;&#x2122; Index

ONLINE RESOURCES Visit us online to browse the latest industry news and products, the Buyersâ&#x20AC;&#x2122; Guide and industry white papers and technical data at

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

W W W . T R U C K PA R T S A N D S E R V I C E . C O M

A u g u s t 2 0 1 8 | T R U C K PA R T S & S E R V I C E

Editorial | Lucas Deal

The trade war and the aftermarket By Lucas Deal, Editor lucasdeal@randallreilly.com

hough I haven’t touched on it yet in this space, we at Truck Parts & Service and Successful Dealer have been doing our best to keep up with President Donald Trump’s trade war. It’s been a bit of a whirlwind. It started on a non-descript Friday morning in March when most in the Western hemisphere woke to see the president had been pounding away on Twitter, telling us all that “trade wars are good, and easy to win.” In the months since using social media to provide the global economy his own unique wake-up call, the president’s tweets and corresponding actions have dominated the world of commerce. In the transportation sector, most conversations have focused on the president’s first offensive in this new battle: his 25 percent tariff on imported steel and 10 percent tariff on imported aluminum. Automotive and commercial vehicle manufacturers were taken aback by the tariffs when they were first proposed and have relentlessly fought against them. There was a period in late March where it looked like Trump might relent a little on his opening salvo and agree to exceptions for our NAFTA neighbors and the European Union, but eventually those talks broke down. With the exception of a few solitary compromises (with South Korea on steel; Argentina, Australia and Brazil on aluminum), the 25 and 10 percent tariffs are now in effect worldwide.

Days after the tariffs hit Canada, Mexico and the EU, the Motor and Equipment Manufacturers Association (MEMA) — arguably the most vocal industry association pushing back against the tariffs — responded.

Changes to U.S. trade policy have a significant impact on freight. “Our members could face having to pay double tariffs on some materials necessary to manufacture parts in the U.S. Industries like ours, which require long-term investments in facilities and employees, depend on regulatory and market stability. These actions have thrown all of that up in the air,” MEMA wrote at the time. “There is little doubt that the uncertainty and added costs the administration is creating will put U.S. investments and jobs at risk.” I absolutely understand MEMA’s concern though when it comes to our sector of the transportation world, new tariffs also could have some major unintended consequences. Changes to U.S. trade policy have a significant impact on freight. There are thousands of trucks

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

operating through U.S. ports each day. Intermodal freight rates have rarely been higher. National utilization rates are surging. It takes more trucks to move freight from a port, to a railyard, to a distribution center, to a store (or your front door) than it does to go directly from a manufacturing facility to a DC and then a store. If this trade war continues unabated and we close our doors to outsiders, there’s going to be less freight to move. And that means fewer trucks, miles driven and parts and service needs. In its recent Truckable Economic Activity (TEA) report, MacKay & Company wrote, “In the first quarter of 2018, exports were 13.4 percent of total TEA and imports were 10.7 percent of total TEA.” That combined share of 24.1 percent is among the highest totals in U.S. history, and nearly three times higher (8.3 percent) than the same period in 1968. As the United States has grown, our commitment to global commerce has followed. That commitment has put more trucks on the road. I don’t have the answer to the trade problem. I realize the negative impact imports can have on U.S. manufacturing and I understand the president’s desire to fix that. But I also know that stubbornly slamming the door on an economic strategy we’ve been using for 50 years isn’t going to fix things, either. It’s definitely not going to sell more truck parts.

Editorial | MacKay & Company

The e-commerce, customer service conundrum By Molly MacKay Zacker MacKay & Company

econd only to truck parts, I am obsessed with shoes. During a recent trip to Rochester, Minn., I had the pleasure of shopping at a small, somewhat specialized, nonchain shoe shop. During my second visit, I noticed a small sign at the cashier’s area that stated, “Sorry, shopping online through our website is no longer available.” When paying for my purchase, I asked the cashier, “Why are you closing your online store?” to which he responded, “Shopping online for our products takes away one of our key distinctions, one of our principles. We specialize in customer service, asking questions to solve problems, ensuring that we are addressing all issues. Online sales created more returns than actual sales and satisfied customers. The website hurt our relationships with our customers.” In MacKay & Company’s e-commerce benchmark study conducted last year, online purchases of medium- and heavyduty truck parts totaled 12 percent of all purchases, with forecast growth of 15 percent in three years. Some of this growth will occur simply due to the growth in the market, but some will be attributed to true e-commerce channel growth. What factors might influence this trend in the future? Often repeated in our industry is the importance of relationships, both

establishing and maintaining them. So how does the potential increase in e-commerce align with our industry’s need for maintaining relationships? Can a relationship really be built through an online source?

Can a relationship really be built through an online source? During a recent panel discussion, a dealer principal was explaining the success of its support call center. The dealer indicated that his most knowledgeable employees staff the support center. The support call center’s online equivalent is the “chat.” When it comes to online service, parts knowledge is crucial to answer customers’ questions. Having support at the other end of the chat is essential. Online relationships are possible (after all, there is much success in online dating, so I hear!), but it takes effort asking the

right questions and building trust. A couple of days ago, I spoke with the aftermarket parts director at a trailer manufacturer in our industry. Our topic was e-commerce and our conversation could be summarized by the statement, “E-commerce goes beyond ordering a part.” What other support can you supply to make your parts sourcing stand out in the very crowded online environment? It is not only the transfer of the part, but the transfer of data through invoicing, software integration, tracking of service data and payment options. Then there is filling the parts order. Which physical distribution channel will fill the order and what data transfer is required to complete the product delivery? E-commerce can be viewed as another channel; this is how we defined it in our study. But could it be more? The assets that need to be allocated include people, training and product knowledge. Listening to your customers and providing support will ensure their next parts purchase is through your site because you can provide the part and much more. The shoe store in Rochester will probably not return to offering shoes online. But, if it ever does, you know I will log in, peruse the styles, make my selection, call with questions and hit the “Place Order” button. One more satisfied customer.

Molly MacKay Zacker is MacKay & Company’s vice president of operations. In this capacity, she coordinates many behind-the-scenes activities, manages the Research Department, writes and proofreads reports and presentations, conducts research and interfaces with clients.

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

IT’S WHAT’S INSIDE…

You know what it takes to keep your fleet safe and on the move. But with the industry’s fast-paced changes in technology, techniques and tools, you need to stay sharp to maintain efficiency and effectiveness. AAPEX has it all—the full spectrum of products and services, hands-on training and a preview of trends and innovations—so you can prepare for what’s down the road. Join your community for three thought-provoking OCTOBER 30 – NOVEMBER 1, 2018 Las Vegas, NV | Sands Expo aapexshow.com

days and keep heading in the right direction. ACCELER ATE YOUR KNOWLEDGE OF THE AUTOMOTIVE AF TERMARKE T

TODAY

aapexshow.com

Industry Focus

Dealer News Ryder has reopened its maintenance and rental facility in Boucherville, Quebec, Canada. Trailer Wizards has acquired Canadian Service Plus Inc., an independent trailer maintenance repair facility. Penske Truck Leasing has relocated to a new, larger facility in Evansville, Ind.

Phillips Connect Technologies makes acquisition in Euro market Phillips Connect Technologies (PCT), a business of Phillips Industries, recently completed the purchase of Fortech Poland LLC, a manufacturer and distributor of 24-volt electrical connectors and cables for commercial vehicles with a broad and established customer base primarily in the European Union market. The newly formed company will be identified as Phillips-Fortech Poland LLC. Jacek Pekala, founder of Fortech Poland, will serve as president of the management board of the new company. “We’ve been planning for this expansion into the EU market for some time, but needed to be sure it met our stringent criteria for quality products and excellent customer service,” says Rob Phillips, president and COO at Phillips Industries. “By acquiring Fortech, we’ve met that goal and will now be able to better serve current Phillips customers in Europe and future end-users, OEMs and aftermarket customers in this market. We’re excited to fully develop the Phillips-Fortech capabilities to further our global growth.”

Rihm Kenworth recently celebrated the opening of its new facilities in South St. Paul and Coon Rapids, Minn. Sherwood Freightliner held a grand opening celebration in June at its new Freightliner, Western Star and Sterling dealership in Drums, Pa.

Mckinney Trailer Rentals announces the acquisition of the assets of Fleet Trailer LLC of Denver.

Big Tex Trailer World has opened new stores in Abilene and Beaumont, Texas.

HDAW 2019 introduces co-chairs, announces theme Preparation is underway for Heavy Duty Aftermarket Week (HDAW) 2019. Event organizers announced last month that Ian Johnston of Harman Heavy Vehicle Specialists and Brett Penzkofer of Meritor will serve as cochairs for the upcoming event, which will have a theme of “Connecting to the Future.” The 14th annual event will be held Jan. 28-31, 2019, at the Mirage in Las Vegas. Johnston, vice president of operations and marketing at Harman HVS, will serve as the event’s distributor representative. Penzkofer, vice president, North American aftermarket at Meritor, will serve as the event’s supplier

representative. Sean Ryan, president and treasurer at Point Spring & Driveshaft, will be the distributor vice chair. “Our unique industry backgrounds make our partnership expertly qualified to drive the direction of this year’s program,” says Johnston. “Our goal is to bring insight that attendees will be excited to apply in their workplaces in the years to come.” “The HDAW conference has an incredible reputation in our industry, and the task of delivering relevance is a big one,” adds Penzkofer. “Having seen the joint operating committee and HDAW planning committee volunteers in action, I have no doubt that this year’s HDAW will exceed expectations.”

Joy to receive CVSN President’s Award Robert “Pete” Joy of Phillips Industries will be honored this September as the Commercial Vehicle Solutions Network’s (CVSN) 2018 President’s Award recipient. The President’s Award, started by CVSN Past President Ken Duval of Canadian Wheel, recognizes individuals who have contributed greatly to the

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

heavy-duty aftermarket and promoting and supporting the independent aftermarket distributor. “I’ve been very fortunate to have received a number of industry awards within the supplier side of the industry,” says Joy. “It’s quite humbling to be recognized with the President’s Award from CVSN.”

Industry Focus

Giti enters U.S. heavy tire market

Bendix reman line hits milestone Bendix Commercial Vehicle Systems announced the production of its 7 millionth remanufactured brake shoe at its 74,000 sq.-ft. Huntington, Ind., facility. Opened in 2012 and significantly expanded in 2014, the Bendix Remanufactured Shoe Center combines Bendix’s nearly 40 years of experience in remanufacturing with Bendix Spicer Foundation Brake’s leadership in wheel-end solutions and brake shoe manufacturing, according to the company. “When servicing [reduced stopping distance] drum brakes, more and more operators understand that RSD-compliant remanufactured shoes from a trusted original equipment supplier will allow them to maintain their high level of safety,” says Keith McComsey, Bendix director of wheel-end marketing and customer solutions. “To compete in the industry today, operators require remanufactured shoes that deliver the same durability, reliability, safety, performance and extended lining life of original equipment.”

Giti Tire is launching the Giti brand of commercial truck tires in North America with a lineup for long haul, regional, urban/light duty and mixed service applications. The tire manufacturer provides original equipment commercial truck tires for more than 300 models of trucks and buses and has commercial dealer networks worldwide. “We are very excited to be launching the Giti brand of commercial truck tires in the U.S. and Canada. Having our own R&D center in South Carolina affords us access to global technology while focusing on specific service conditions for our clientele in North America,” says Armand Allaire, executive vice president of commercial sales at Giti Tire (USA) Ltd.

ACOFAS training clinic heading to California

Diesel Forward has signed an agreement to purchase the assets of Central Motive Power (CMP). Both companies distribute diesel engine parts into the aftermarket for leading global manufacturers such as Bosch, Stanadyne, Denso, Delphi, Alliant Power, BorgWarner, Garrett and Holset. With locations in Denver and Pueblo West, Colo., and Albuquerque, N.M., this acquisition will strengthen Diesel Forward’s presence in the mountain regions, the company says. “This is an important strategic move that will benefit our employees, suppliers and our mutual customers by allowing us to leverage our joint strengths in the region. Through this affiliation, we will expand our distribution and service reach and capabilities,” says Bob Breunig, president at Diesel Forward.

The American Council of Frame and Alignment Specialists (ACOFAS) will hold its first technician training clinic west of the Rocky Mountains when it convenes Sept. 5-6, at Betts HD in Fresno, Calif. ACOFAS says the upcoming clinic will be led by Andy Blair, former Pennsylvania police/DOT enforcement officer and independent instructor. During his one-and-a-half-day presentation, Blair will demonstrate and educate attendees how to properly inspect a vehicle. Upon completion of Blair’s training course, ACOFAS clinic attendees will tour nearby Duncan Polytechnic High School, where they will see the result of an educational establishment collaborating with industry to help with trucking’s shortage of quality, trained heavy-duty technicians.

W W W . T R U C K PA R T S A N D S E R V I C E . C O M

A u g u s t 2 0 1 8 | T R U C K PA R T S & S E R V I C E

Diesel Forward closing on key acquisition

Industry Focus

Dana announces joint-venture for electric vehicle market

FleetPride acquires Georgia distributor

Dana Incorporated and Hydro-Québec have announced a joint-venture partnership in which TM4 Inc., a subsidiary of Hydro-Québec, will become Dana’s source for electric motors, power inverters and control systems. As part of this agreement, Dana will become a majority shareholder of TM4 in exchange for CA$165 million (approximately US$127 million). Hydro-Québec will maintain a 45 percent interest in TM4, the companies say. TM4 designs and manufactures motors, power inverters and control systems for electric vehicles, offering a complementary portfolio to Dana’s electric gearboxes and thermalmanagement technologies for batteries, motors and inverters. According to an announcement, the transaction establishes Dana as the only supplier with full e-Drive design, engineering and manufacturing capabilities, offering electro-mechanical propulsion solutions to each of its end markets.

FleetPride has acquired the assets of Interstate Diesel Parts & Service, based in Valdosta, Ga., with a second location in Moultrie. “We are excited to welcome the employees of Interstate Diesel Parts & Service to the FleetPride organization,” says Mike Harris, FleetPride senior vice president of sales and branch operations. “The acquisition complements our existing footprint, giving us 12 branches in Georgia with overnight replenishment from our Atlanta distribution center. The breadth of maintenance and repair capabilities in Valdosta is also a valuable addition to our network of 40-plus FleetPride Service Centers.” Interstate Diesel Parts & Service was founded by Bobby and Denise Brogdon and has served southern Georgia since 1998 with a wide assortment of parts, experienced employees and dependable service, the company says. The Valdosta location includes a large service facility, plus mobile repair service.

People In The News Dayco Products has appointed Angela Golden as the new head of marketing. Fontaine Modification Fleet Services has promoted Juan Salazar to facility manager of its Laredo, Texas, facility. Laura K. Thompson, executive vice president and chief financial officer at Goodyear Tire & Rubber Company, will retire in 2019. Marx Group has promoted Gloria Moreno to digital technology manager. Michael Callison Jr. has been promoted to chief operating officer at Midwest Wheel Companies. Meritor has appointed John Bennett to the newly created role of vice president and chief technology officer.

Golden

Thompson

Moreno

Bennett

Bendix has appointed Mike Pogorelc vice president, supply chain excellence. Continental has named Christian Koetz to lead its Pogorelc global business unit Commercial Vehicle Tires, which also includes Commercial Specialty Tires. NanoMech has appointed Dan Carroll president Carroll of NanoMech’s automotive and industrial group. Nick Janus has been promoted to president at Red Dot Corporation. Buyers Products has Janus appointed Harold Berg and Jeff Bays as national account managers, and Wade Falkenthal as its new national accounts manager. Steve Ditlow, vice president, aftermarket sales and marketing at Neapco Holdings, is retiring after 49 years with the company. He will be replaced by Tim Goode.

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

Service Line expands corporate headquarters In response to increased demand for its line of Renegade industrial parts washers and Renegade solvent-free detergents for parts washers, Service Line Inc., has completed an expansion of its facilities at its Reedsburg, Wis., headquarters. Service Line says the new expansion is designed to provide the additional capacity required for new parts washer model development, parts washer detergents, additives, and other products for anticipated business growth. “We specialize in creating quality custom industrial parts washers that meet unusual and challenging customer requirements,” says Dave Barney, president and founder at Service Line.

Industry Focus

Truck Service Expert techs earn spots at SuperTech Brian Judy from RT&T Repair in East Dubuque, Ill., and Evan Lang from E.L.M. Repair and Refrigeration in Edgar, Wis., will represent HDA Truck Pride’s Truck Service Experts program at the upcoming TMC SuperTech competition next month in Florida. “While our staff at HDA Truck Pride is incredibly proud of the success of the inaugural year of this program, it’s apparent that the overwhelming sense of pride comes from our Truck Service Experts and their sponsoring HDA Truck Pride distributor,” says Nikki Paschall, HDA Truck Pride marketing programs manager. “In addition, our suppliers have sponsored prizes for our

ATRO creates video library ATRO introduces a digital video library and more enhancements to its corporate website to educate distributor sales employees, reduce time at the counter and improve customer uptime. Available on the company’s website, YouTube and Vimeo, ATRO says its new library features short educational videos and provides customers with brief synopses of major suspensions. The videos highlight popular suspensions in the marketplace, their key attributes and the benefits of ATRO’s proprietary polyurethane materials. Additionally, the videos explain the key parts, wear points and repairs commonly addressed during service, the company says. “Whether through torque-rod.com, the digital catalog or the ATRO suspension videos, sharing installation and product information is ATRO’s continuous effort to make our partners more efficient and get trucks back on the road,” says Joe Samel, vice president of marketing and business development.

winners. Minimizer will be sending a prize package to the top two winners, valued at more than $600. Ingersoll Rand also is sending a prize package of hand tools valued at more than $400. Training is at the forefront of everything we do, and we’re honored to be partnered with suppliers, distributors and truck service experts who support this mission,” says Paschall.

Finalists named for 2018 Distributor of the Year

17th ANNUA L THE

CRW Parts, DeCarolis Heavy Duty Parts, First Call Truck Parts, Royal Truck and Trailer and Wofford Truck Parts have been named finalists for the 2018 Truck Parts & Service Distributor of the Year, sponsored by Interstate Billing, Meritor and Minimizer. The group features two prior distributor of the year finalists — CRW Parts (2009) and Wofford Truck Parts (2017) — and first-time nominees in DeCarolis Heavy Duty Parts, First Call Truck Parts and Royal Truck and Trailer. As the independent aftermarket’s highest honor, the Truck Parts & Service Distributor of the Year finalists are judged on customer service, product knowledge, business development and industry involvement. Each finalist will be profiled on the Truck Parts & Service magazine and website this fall, with the winner to be announced at Heavy Duty Aftermarket Week (HDAW) in January in Las Vegas.

Truck Parts & Service Calendar Event information can be submitted at: www.truckpartsandservice.com/story-ideas/

Aug. 23-25 Sept. 8-12 Sept. 16-20

Great American Trucking Show, Dallas CVSN Aftermarket Distribution Summit, Braselton, Ga. TMC SuperTech, Orlando, Fla.

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

Industry Focus

Dickinson Fleet Services grows through acquisition Dickinson Fleet Services (DFS) has acquired Outsource Fleet Services, with operations in Chicago; Columbus, Ohio; Atlanta; Dallas/Fort Worth and Southern California. Dickinson Fleet Services, along with majority shareholders Ridgemont Equity Partners, announced the acquisition in June. DFS states the acquisition will expand and enhance the on-site mobile service capability that DFS already has in these markets. The increased presence also will enable DFS to expand its fleet services and provide a complement of new shop facilities while servicing current customers with greater resources, the company states. “Outsource Fleet has a longstanding reputation as a high-quality service

provider in the industry. We are very excited to welcome Outsource Fleet Services to our team, who, like Dickinson Fleet Services, is a leader in innovation and provides customers customized on-site and

Seidel Diesel Group debuts YouTube training channel Seidel Diesel Group (SDG) has released the first of many educational product videos on its new YouTube channel, Diesel On Demand. SDG says the channel will provide valuable content to customers, technicians, salespeople and counter associates regarding products that SDG specializes in. The debut video was filmed in-house at SDG’s Diesel Service Center in Bolingbrook, Ill., and reviews the diesel particulate filter (DPF) cleaning process. The Diesel Service Center cleans DPFs on a daily basis and offers pick-up and delivery via its DPF Express van to Chicago-area customers. “Through research, we know that a significant portion of our customers rely on videos as part of their decisionmaking process, and we want to provide valuable content to help them in their journey,” says Paul Thoms, president at Seidel Diesel Group.

W W W . T R U C K PA R T S A N D S E R V I C E . C O M

Untitled-1 1

mobile fleet maintenance solutions,” says Ted Coltrain and Mike Dickinson, executive officers, in a joint DFS statement. This is the third acquisition completed by DFS over the last 12 months.

Extreme wheel end protection Introducing CR Scotseal X-Treme wheel seals Combining a newly patented WAVE sealing lip, triple-contamination exclusion and an advanced HNBRX compound, CR Scotseal X-Treme delivers: • Increased truck uptime and service intervals • Superior sealing performance and reduced friction • Improved fuel economy and lower emissions • Excellent high heat capability even with disc brakes • Outstanding wear resistance for optimum seal life • Protective casing for damage-free installation

Find out why we’re calling the CR Scotseal X-Treme the best Scotseal ever made – see your SKF distributor for details, or go to www.crscotsealx-treme.com.

® SKF is a registered trademark of the SKF Group. | © SKF Group 2018 2017

A u g u s t 2 0 1 8 | T R U C K PA R T S & S E R V I C E

7/30/18 11

2:16 PM

Tech Updates

COMMON CAUSES OF OVERHEATING IN HEAVY TRUCK ENGINES

ith outdoor temperatures peaking across the nation, AFA Industries has produced a technical bulletin with guidance for service providers and vehicle owners to better identify causes for engine overheating. When an engine overheats, AFA says it puts stress on cylinder heads, liners and the engine block. The stress from overheating causes these parts to expand beyond the engine’s tolerances. This will lead to a blown head gasket and/or a warped or cracked cylinder head. AFA lists major causes of overheating as follows:

Low coolant level or coolant loss: Always maintain your coolant level per the manufacturer’s recommendation. Continued loss of coolant may indicate external leaks around hoses, gaskets, radiator, water pump, thermostat, heater or freeze plugs. A cracked cylinder head also will cause coolant loss and is sometimes indicated by white, puffy smoke coming out of the exhaust. Air pockets in the cooling system: Occasionally coolant is drained from the engine to make repairs or as part of your engine’s general maintenance. Air pockets may form when coolant is refilled. If

Mercedes-Benz® MEDIUM & HEAVY DUTY DIESEL

the air pockets are not bled out of the cooling system prior to startup, the air pockets will cause the engine to overheat. Always follow the manufacturer’s procedures when refilling your cooling system. Many vehicles have bleeder holes or valves that allow you to remove the air pockets. Faulty thermostat: If the thermostat is not opening and closing at the correct temperature, it will cause your engine to overheat. The radiator, water pump and clutch fan should be maintained per the manufacturer’s specification to avoid overheating.

VOLVO® D13 & MACK® MP8

MBE-900 Series Medium Duty Engine Models • OM904/OM924 • OM906/OM926 MBE-4000, DD13, DD15 Series Heavy Duty Engine Models • OM457/OM460 • OM471/OM472

Mercedes-Benz® SPRINTER

Engine Models • OM612

• OM647 Memo Corporation | MemoParts®

722 South Kimball Avenue, Southlake, Texas 76092 USA Toll Free: 1 877 959 2650 | International: +01 817 488 4444 www.memoparts.com

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

ENGINE PARTS NOW AVAILABLE Rebuild Kits, Piston Assemblies, Gaskets, Oil Pumps, Water Pumps, Bearings & Bushings, Valve Train Components and EGR Components

MemoParts

Diesel Engines & Components

Tech Updates AFA also notes the risks associated with pre-ignition and detonation, which occur when temperatures inside the combustion chamber get so hot that fuel will ignite. Pre-ignition will cause the vehicle to misfire, run poorly and eventually burn the valves. AFA says

common causes of pre-ignition are improperly operating EGR, mistimed engine, wrong fuel/air mixture and vacuum leaks. AFA says air trapped in the lines of a cooling system can make a perfectly healthy system run as though it

SAFETY RECALLS Daimler Trucks North America (DTNA) is recalling certain 2017-2019 Freightliner M2 Business Class, 108SD, 114SD and Cascadia trucks, Western Star 4700, 4900 and 5700 trucks, FCCC S2C 106 Cab, S2G Cab, XBR, XBS, XCL, XCM, XCP, XCR and XCS chassis equipped with air disc brakes. The brake caliper mounting bolts on these vehicles may be insufficiently tightened, allowing the bolts to loosen. If the brake caliper mounting bolts loosen, braking performance may be reduced, increasing the risk of a crash. DTNA is recalling certain 2018-2019 Freightliner Cascadia vehicles. The brake caliper mounting bolts on these vehicles may not have been properly tightened, potentially resulting in the caliper detaching. If the calipers detach, there would be reduced braking performance, increasing the risk of a crash. DTNA is recalling certain 2017-2019 Thomas Built Buses Saf-T-Liner C2, Saf-T-Liner EFX and Saf-T-Liner HDX school buses equipped with air disc brakes. The brake caliper mounting bolts on these vehicles may be insufficiently tightened, allowing the bolts to loosen. If the brake caliper mounting bolts come loose, braking performance may be reduced, increasing the risk of a crash. DTNA is recalling certain 2018 Thomas Built Buses Saf-T-Liner C2 transit buses equipped with two 8D batteries. The battery power cable may not have adequate clearance between the cable and battery hold down bracket. As a result, the cable can rub against the bracket damaging the cable. The damaged battery cable may electrically arc, increasing the risk of a fire. DTNA is recalling certain 2017-2018 Thomas Built Buses Saf-T-Liner EFX school and transit buses. The check valve for the air brake system may not be plumbed correctly, which can cause

W W W . T R U C K PA R T S A N D S E R V I C E . C O M

is malfunctioning. These air pockets accumulate over time and can cause overheating by impeding the flow of coolant through the system. They also make the coolant level appear to be high when, in fact, it is just air pushing the coolant level up.

The following are safety recalls issued by the National Highway Traffic Safety Administration:

the primary air system to not be isolated from the secondary air system. In the event of a rapid loss of air pressure in the secondary system, the incorrectly plumbed check valve can cause rapid air loss in both secondary and primary systems, causing the parking brakes to activate suddenly. This will increase the risk of a crash. Daimler Vans USA is recalling certain 20152017 Mercedes-Benz Metris vehicles. The transmission support may not have been properly tightened to the vehicle body, potentially resulting in damage to the driveshaft. Damage to the driveshaft could cause a loss of power to the wheels, increasing the risk of a crash. Ford Motor Company is recalling certain 2018 Ford F-650 and F-750 trucks. The brake circuit hose assemblies located between the master cylinder and the hydraulic control unit may have been manufactured without anti-corrosion plating on the coupling fittings, or “ferrules,” of the hoses. This can lead to premature corrosion, and result in a brake fluid leak. A brake fluid leak can reduce brake effectiveness, increasing the risk of a crash. Navistar is recalling certain 2018-2019 International HX and LT trucks equipped with a Cummins ISX engine and a WABCO 37.4 air compressor. The air compressor discharge line may contact the fuel filter inlet and outlet lines (fuel lines) and the heat generated from the air compressor discharge line may cause heat damage to the fuel lines. Continued heat damage to the fuel lines could cause the fuel lines to rupture, resulting in a fuel leak and increasing the risk of a fire. Paccar is recalling certain 2019 Kenworth T270 and T370 vehicles. The rear hub axle nut on these vehicles may have been over tightened, possibly causing bearing failure or a fire. Bearing failure can cause wheel separation, increasing the risk of crash.

Paccar is recalling certain 2017-2018 Peterbilt 567 and 579 trucks and 2015-2018 Kenworth T660, T680, T800, T880 and W900 trucks. In the event that the anti-lock brake system (ABS) loses battery and/or ignition power to the controller, the dash warning light for the ABS may not illuminate to warn the driver of the loss of ABS. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard (FMVSS) number 121, “Air Brake Systems,” and 136, “Electronic Stability Control System on Heavy Vehicles.” If the driver unknowingly operates the vehicle without the ABS functioning, there would be an increased risk of a crash. Spartan Motors USA is recalling certain 19912018 Utilimaster Aeromaster and Walk-In Vans. These vehicles were manufactured with front seat belts that do not have an emergency locking seat belt retractor or automatic locking seat belt retractor. As such, these vehicles fail to comply with the requirements of FMVSS number 208, “Occupant Crash Protection.” Without retractors, the seat belts may not accommodate different size occupants, therefore the occupants may not be properly restrained in the event of a crash, increasing the risk of injury. Spartan Motors USA is recalling certain 20162019 Spartan Specialty Vehicles K2 and K3 motorhome chassis. The tag axle tire may become damaged due to contact with the diesel exhaust fluid fill mounting bracket. The damaged tag axle tire may fail, increasing the risk of a crash. Spartan Motors USA is recalling certain 20092018 Gladiator and MetroStar emergency vehicles. The fire water pump solenoid may corrode internally, causing a loss of power to the pump control module. A loss of power to the pump control module can cause a loss of water pressure for fighting fires, thereby increasing the risk of injury.

A u g u s t 2 0 1 8 | T R U C K PA R T S & S E R V I C E

By Lucas Deal, Editor lucasdeal@randallreilly.com

Cover Story

Making the most of a sale Important tips for selling or buying a business in the aftermarket 14

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

he successful sale of a business is a daunting challenge for buyers and sellers. Unique requirements abound on both sides and in an industry such as this one, where so many business owners are unfamiliar with the mergers and acquisitions (M&A) experience, the process is rife with obstacles. Executing a mutually beneficial transaction with the least amount of stress possible requires preparation and careful decision-making by both sides. According to experts familiar with the process, there are many aspects each party should research and understand before taking any action toward a possible transaction.

Cover Story

The M&A glossary Like any business, the mergers and acquisitions industry is filled with unique and particular phrases and acronyms that represent actions and processes of a business sale. In his book, “M&A Basics For People in a Hurry,” John Wagner, managing director at 1st West M&A LLC, provides a list of nearly 100 terms that buyers and sellers should familiarize themselves with before entering a sale. Below are Wagner’s definitions for five of the most important terms: Due Diligence: The process where a buyer inspects a potential investment. This commonly will include a detailed review of the accounting history and practices, operating practices, customer and supplier references, management references and market reviews of the potential acquisition. Earn-Out: A contractual provision that states a business seller is to obtain additional future compensation based on the business achieving certain future financial goals. EBITDA: A financial term used as a proxy for free cash flow. Formally defined as Earnings Before Interest and Taxes plus Depreciation and Amortization. Goodwill: The intangible asset arising as a result of company name, reputation, customer base, location, product or service offered and similar factors not otherwise identified. In the aftermarket, this is commonly known as Blue Sky. Letter of Intent (LOI): A formal, written document indicating the terms a buyer is offering a seller in a proposed acquisition or investment. A LOI is not a contract, but is a document stating intent to carry out the proposed acquisition.

Three keys for sellers: Don’t rush The sale of a business doesn’t begin the day it is put on the market, says Tom Marx, founder and partner at Hart Marx Advisors. Business owners looking to earn the largest return for their life’s work should begin preparing their business to sell well before making it available. In the aftermarket, Marx says most businesses can be optimized and positioned to sell in one to three years. Marx says most of this time should be spent ensuring a business is financially attractive — profitable and growing — but pre-sale preparations also may include investing in key

W W W . T R U C K PA R T S A N D S E R V I C E . C O M

JOHN D .WAGNER

A u g u s t 2 0 1 8 | T R U C K PA R T S & S E R V I C E

Cover Story

departments, cleaning and removing older equipment or workplace hazards and strengthening one’s workforce for a leadership transition. Inland Truck Parts CEO Greg Klein mentions the latter, specifically, as one attribute his company searches for when assessing acquisition targets. If location is the first priority, having a strong team in place that fits into Inland’s corporate culture is a close second. “We want to be able to look at their people and see who is in place to carry

the business for us” after a transaction is complete, he says. Bill Wade, partner at Wade & Partners agrees, noting most smart buyers will avoid a potential target if they discover the workforce appears unsettled or unskilled. “To quote [Truck Parts & Service Founder] Jim Moss, ‘You cannot win the Kentucky Derby with a mule,’” Wade says. But not every moment ahead of a sale for a seller should be spent exclusively focused on maximizing a company’s value. Wade says sellers also should use this

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

time to realistically process and accept their exit from their business, as well as its likely value on the open market. There are no bigger threats to a successful business transaction than an emotional seller’s wounded pride, he says. “You have to analyze your own situation,” Wade says. “If no one is out there knocking on your door, think about why?” Get the math right Marx says another huge challenge for business owners ahead of a sale is

Cover Story

Now virtually every market is served. You can put up a new building and try to grow from scratch, but it’s hard. It’s better to buy a legacy business and try to expand it. — Greg Klein, CEO at Inland Truck Parts

keep on trucking

Acquisitions have helped grow Inland Truck Parts’ footprint in the Great Plains.

Insist on genuine parts backed by Reyco Granning’s 90 years of American manufacturing to keep you on the road. Designed and tested with the same quality as original OE parts, with Reyco Granning genuine parts you can keep on trucking.

800-753-0050 • ReycoGranning.com/aftermarket

Manufacturing in the USA for over 90 Years changing one’s financial mindset. Buyers evaluate potential acquisition targets on growth trends and potential, not prior success. “A business that has books that are advantageous from a tax perspective may not be as enticing to a buyer,” Marx says. “[Buyers] want to see an upward trend.” This means top-line growth visible in quarterly, yearly and trailing 12-month data. Says Marx, “Once you decide you’re going to sell, it’s a good idea to set [sales]

W W W . T R U C K PA R T S A N D S E R V I C E . C O M

Untitled-1 1

A u g u s t 2 0 1 8 | T R U C K PA R T S & S E R V I C E

4/30/18 17

8:47 AM

Cover Story

targets so while you’re preparing the business, you can stay on track.” Sellers also need to become familiar with M&A vocabulary, particularly EBITDA. Short for “Earnings Before Interest, Taxes, Depreciation and Amortization,” buyers use EBITDA with a multiplier to determine how much a business is worth. EBITDA serves “as a proxy for operating cash flow,” writes John Wagner, managing director at 1st West M&A LLC, in his book “M&A Basics For People in a Hurry.” Wagner says most commercial distribution businesses today sell for five to seven times their EBITDA, depending on their location, operating efficiency, supplier partners and customer makeup. On that last point, Wagner adds, “If any one customer is in excess of 10 percent of a seller’s business, that starts to be a red flag because if they leave, [the buyer loses] a substantial amount of earnings.” Work with the best Maybe the best piece of advice industry experts can give business owners ahead of a sale is to find a M&A professional to manage their transaction. Marx, Wade and Wagner all agree, selling a business is too large of a life event to be taken on without professional support. “You have to find someone who knows this part of the business because selling a business is so much different than running a business,” says Wade. “For

A business that has books that are advantageous from a tax perspective may not be as enticing to a buyer. [Buyers] want to see an upward trend. — Tom Marx, founder and partner at Hart Marx Advisors

most guys, you’ll only do it once. These experts do it every day.” When it comes to finding an expert, the trio say it is best to find a firm that can provide M&A-specific legal and accounting services. Wagner says selling a business using one’s regular attorney and accountant can be done, but it makes the process much longer and introduces the potential for mistakes because the work required is so unique and specialized. As he notes in his book, a M&A professional “offers a service that avoids common seller errors, maximizes the sale value of your company, avoids pitfalls and, perhaps most importantly, allows a seller to run his business without distraction (and without the substantial demands on his time) from the complicated acquisition process.”

Three keys for buyers: Find a business that fits For business owners looking to buy, the first step in a successful acquisition is determining the type of business to target. For aftermarket operations, this means evaluating areas of operation, growth potential, services offered, industry reputation and customer ledger.

If any one customer is in excess of 10 percent of a seller’s business, that starts to be a red flag because if they leave, [the buyer loses] a substantial amount of earnings. — John Wagner, managing director at 1st West M&A LLC

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

As one of North America’s largest independent distributors, Inland Truck Parts uses census data and economic reports to identify markets that can support a minimum sales threshold for one of its stores, says Klein. While such research has yielded potential greenfield opportunities in the past, Klein says in most cases Inland will find its best avenue for expansion is through acquisition. “Now virtually every market is served,” he says. “You can put up a new building and try to grow from scratch, but it’s hard. It’s better to buy a legacy business and try to expand it.” Which legacy business? Bob Ichniowski, professional advisor at KEA Advisors, says a successful acquisition is one that fits within a company’s growth strategy and/or provides access to something new the purchaser wishes to integrate. He references a business adding a specialized service operation, such as a collision center. Adds Wade, “If you’re going to stay in this business, you should be looking to upgrade your operations wherever you can. Figure out what you want to do better or what you want to do next, then target those opportunities.” Don’t overbuy Expanding on Wade’s point regarding targeting, experts also note the importance of landing on the best available expansion opportunity, not the closest, most affordable or easiest to acquire. Offering above market value to buy a business isn’t a great financial strategy if there isn’t a clear path to a return on investment. And

Customer Driven Quality Directed Our experienced team delivers superior customer service and technical support to supply you with a full line of ower10 PARTSTM for your suspension, steering and brake needs. The Universal Group provides solutions, in partnership with our customers, to maximize growth. Visit us at www.theuniversalgroup.com or call us at 800-225-1845.

Suspension

Leaf Springs

Steering

Shock Absorbers

Air Springs

Brakes

1025 Thomas Busch Memorial Hwy, Pennsauken, NJ 08110 1120 Eden Road, Suite 100, Arlington, TX 76001 www.theuniversalgroup.com

Cover Story

ROI potential can vary depending on a company’s acquisition strategy. Wagner says most businesses expand through strategic or financial acquisitions. He defines a strategic acquisition as an add-on acquisition, such as the aforementioned example provided by Klein, when a growing business purchases a smaller company that it integrates into its operation as a method toward serving a larger marketplace and customer base. Financial acquisitions still focus on growing footprint and customer base, but more as an opportunity to increase revenue and profit through centralized operations. These are most visible in distribution with acquisitions of regional operations by national chains. There’s also the matter of understanding a seller’s wants and needs. Wagner says not every small-business owner requires the largest up-front offer. Some sellers may accept an option with less cash up front and a leasing agreement for their land and buildings that will create a steady future revenue stream. Others may be looking to reduce their tax burden at all cost. Others still may plan to stay with the business through a transitionary period and would accept some of their profits be tied to the company’s future earnings, which is known as an earn-out. Wagner says buyers who take time to uncover a seller’s motivations before making an offer are able to avoid stressful conversations later.

Never presume success Even with careful planning and communication before and during a sale, no transaction is complete until all documents are signed and keys are in hand. As such, experts say buyers should never presume a sale going well is a foregone conclusion. Financial discrepancies and issues found while performing due diligence are not always easily explained away, says Ichniowski. “Things can turn on dime.” Wagner agrees, adding most transactions that go bad aren’t usually the result of a single discovery causing a buyer to pull his offer, but instead recalculated

You have to find someone who knows this part of the business because selling a business is so much different than running a business. For most guys, you’ll only do it once. These experts do it every day. — Bill Wade, partner at Wade & Partners

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

offers and the emotions they create. “The financial aspect is fairly easy; most of the difficulty comes from the people management and psychology aspect,” he says. “That’s why it is very important for a seller to look at their business pragmatically from the buyer’s perspective,” adds Marx. “Know what the buyer is going to want to know.” Finally, there’s the issue of informing employees. This is an area where experts say a buyer and seller’s actions should be the same. An ideal transaction is one that occurs in private and allows both parties to announce the completed sale together. Klein says that’s his preference. When that option is unavailable — due to news of the transaction leaking to employees, for example — experts say buyers and sellers should be as open and honest as possible. “You’re better to speak to [employees] with facts than not say anything and let their imaginations fill in the blanks,” says Wade.

NEW from World American

Quality Engine Parts

• Accessory Drive Units & Parts • After Cooler Elements • Air Compressor Parts • Bearings & Bushings • Bull Gears

Catalog Available!

• Camshafts • Cylinder Heads & Parts • EGR Coolers & EGR Valves • Flywheel Housings

Order our new engine components catalog today!

• Flywheel Ring Gears & Bolts • Flywheels • Fuel Shutoff Valves • Fuel Transfer Pumps • Gaskets & Gasket Sets

Call Your Sales Rep. to Order: (773) 247-3400

• Gear Covers • Head Valves • Injector Sleeves • Liners • Oil Coolers & Elements • Oil Pans • Oil Pumps

New from World American & Midwest, quality GDP by World American heavy duty engine components at the best prices.

• Piston Ring Sets • Seals • Thermostats • Turbochargers • Valve Guides

Call (773) 247-3400 or visit WORLDAMERICAN.COM

• Cooling System Parts: • Idler Pulleys

Where Quality Meets Value Fast Shipping From Our Warehouses in IL, CA, TX, GA

• Tensioners • Water Pumps

By Lucas Deal, Editor lucasdeal@randallreilly.com

Cover Story

The Aftermarket’s M&A landscape Why industry experts believe more sales are on the horizon

ny industry filled with family“I think if you are considering exiting owned, small businesses is familnow or waiting to get started [exiting] in iar with mergers and acquisitions 2020, go ahead and go for it now,” says (M&A). It’s the nature of the business. Bill Wade, partner at Wade & Partners. “I Unlike corporate America, where retirethink pricing right now is nearing a peak.” ments are announced with break room Wade and Tom Marx, founder and chocolate cake and a gold watch, retirepartner at Hart Marx Advisors, note ments in the small business commuthree key reasons for the strong selling nity are newsworthy conditions curevents. A business rently found in owner exiting his the aftermarket. operation is a big The most deal and, if a succesobvious is sor for the business demographics. is not apparent, the The indepenuncertain future of dent aftermarket a company can draw community is interest from all aging. More angles. than 68 percent The independent of responders – Bill Wade, partner at Wade & Partners aftermarket has to a 2016 Truck witnessed this phenomenon a lot in reParts & Service reader survey identified cent years, with a multitude of long-time as 51 years old or older. The industry’s business owners reaching retirement age, ownership is believed to be even older. With so many business owners heading selling their companies and exiting the toward retirement and so many sons and industry. daughters heading to other industries, Those familiar with the aftermarket’s the aftermarket is going to be lacking M&A landscape believe more transaccapable leadership. tions are on the horizon. Business is “A multi-generational business can be good; prices are better. For business owna great asset for a family, but the family ers pondering an exit, industry experts has to be committed to it,” says Marx. believe now is a good time to take the Another positive for business owners plunge.

I think if you are considering exiting now or waiting to get started [exiting] in 2020, go ahead and go for it now.

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

weighing an exit sale are favorable purchasing conditions for buyers. Current interest rates are low and investors are showing interest in the aftermarket. Money is available for companies who want to grow. Wade says business owners hunting for the best time to sell would be hardpressed to find a better time than now. Not every business is going to earn top dollar, he says, but any business put up for sale is going to draw interest. “There are buyers out there.” There’s also the major advantage that is today’s economy. Businesses everywhere are making money and the aftermarket is no exception. MacKay & Company projections show the U.S aftermarket growing from $29.5 billion last year to $30.4 billion in 2018. Wade says the industry looks even stronger this year, and both he and Marx say when it comes to a sale, it’s always best to act while the iron is hot. “We know things are going well now. We don’t know what’s going to happen in 2020 and beyond,” says Wade. “The fundamentals of the economy continue to be strong and there are indicators that show this could continue for another one to three years,” says Marx. “I’ve said the last two years: I think there is no better time to sell a business than now.”

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

Operations

Homegrown talent Aftermarket industry veterans explain how they identify and develop employees to grow within their companies.

here are clear advantages for aftermarket distributors and service providers to develop their employees and promote from within versus hiring employees from outside the company. Current employees know your business, how it functions, your culture and probably many of your customers. Developing and promoting from within also creates loyalty among your employees and provides your company with stability. Granted, not every employee aspires to do more or be more than what they currently are for the company. Some might be fine with what they do and

picking up their paycheck. But for employees who want to take on more responsibility and rise within the ranks, whether they’ve been on staff a few months or several years, companies must ensure they have developed an environment where employees feel comfortable expressing their desire to grow. Companies also need to have a plan in place to nurture these go-getters.

Promote opportunity Before a company can begin grooming an employee to take on additional responsibilities or for a larger role within the organization, it first must be

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

receptive to those motivated workers. “I can’t emphasize enough the importance of paying attention to the employee,” says Shawn Shumaker, general manager at Skinner Diesel Services. “If you truly listen, they’ll tell you a lot. All too often, owners and managers get so focused on the day-to-day operations, that they don’t take a step back and work on the business instead of in it. And, part of that is listening to your people.” Shumaker adds that Skinner Diesel stresses open communication with its employees, who are urged to speak up if they’re interested in another position. To help facilitate this, Shumaker regularly

Operations

Giving them a goal and explaining the job skills they need to advance is very important. — Michael Callison Jr., chief operating officer at Midwest Wheel Companies

meets with employees to have a “completely open” discussion. The talk could be about an employee grievance or it could be about the employee wanting to “grow and do something different,” he says. At Midwest Wheel Companies, nearly all job openings are posted internally. Employees are encouraged to apply and everyone who does is interviewed. “It is so necessary for us as a company to retain quality employees and making sure they always see job opportunities is one way of doing that,” says Michael Callison Jr., chief operating officer. If an employee isn’t a good fit for the

W W W . T R U C K PA R T S A N D S E R V I C E . C O M

job, the interviewer won’t just tell him why, but also explain the job skills the employee needs to develop should the position become available again, according to Callison. “Giving them a goal and explaining the job skills they need to advance is very important,” he adds. UAP Inc., also posts positions internally and company employee candidates always are given priority. When an employee applies, regardless of the department they come from, the application is reviewed and, if it meets the position’s requirements, the employee is considered. “It is a great way to recognize our

good employees by helping them grow — and the expertise is kept within the company. Of course, internal candidates must meet the requirements of the position or demonstrate a strong willingness to learn and at that time they are put in a training program,” says Lucie Gervais, human resources business partner, Quebec Region at UAP. Wofford Truck Parts makes it clear to new employees that they have the ability to grow beyond the position for which they’ve been hired. “If they are sincerely interested, I present time frames and inform them of the prerequisites they must fulfill before they can be considered for promotion,” says Owner Wesley Wofford. “These prerequisites are very reasonable and can be accomplished within a few months if the individuals apply themselves. We also allow anyone who is interested to come in on Saturdays and shadow members of the sales staff, for example,” Wofford says. “Those who are truly interested in moving up will make the effort to come and learn on their own time.” Part of the culture at PBS Truck Parts is continually reinforcing the opportunity for a rewarding career with the company. The company invites its associates to openly voice their requests for training, which will make them more valuable and will ultimately create opportunities for them. “We also try to instill a mindset that there’s no job that’s not their job,” says President Bill Nolan.

A u g u s t 2 0 1 8 | T R U C K PA R T S & S E R V I C E

Operations

Skinner Diesel stresses open communication with its employees, who are urged to speak up if they’re interested in another position.

During performance reviews, Nolan has his managers ask their younger employees, “What do you want to be when you grow up?” or “Where do you see yourself in five to 10 years? Is it more than you’re doing today?” Nolan admits the questions sound corny, but they get young adults thinking less about their work as a job and more as a career, moving up in the company and making more money. “So, we try to encourage that,” he says. “What I love is when they say, ‘I want Jim’s job.’ You’ve got a guy who’s been in the warehouse for five months and they say they want the manager’s job. Fantastic! Then we ask them, ‘What do you think you need to know and what do you need to get there,’” Nolan says.

Encourage and develop It doesn’t matter the industry, everyone starts somewhere. Whether employees initially take the initiative to try to move up or transition to a different department or a manager spots potential in staff members and encourages them to take that next step, the employees must demonstrate they’re serious about accepting more responsibility and the company must be ready to develop them.

Skinner Diesel has been around since 1982. “We have a lot of long-term employees and not everybody started where they are. They came in as drivers or warehouse staff and grew into their current positions,” says Shumaker. For example, Skinner Diesel became shorthanded in the radiator shop and the company told the employees working the parts counter they would be taking turns helping out. A counter staffer immediately said, “I’d like to be the guy. I’ll be the first one to go in the rotation.” He got to spend time learning from the division manager and when the manager later left the company, the employee who spoke up now leads that department, Shumaker says. Another example is an employee who started out as a driver and has now been

working in the body shop for 30 years. “Eagerness to learn is important. We offer training materials, including online training from our suppliers, and say, ‘This is going to be on your time. When we have a supplier in the building, you’re on the clock. But if you want this online training, it’s available to you after hours,’” says Shumaker. “There are people who take an interest and they’ll do those types of things on their own time.” PBS Truck Parts has hired employees for entry-level warehouse or driver positions, as examples, who have the right attitude and are highly motivated. “They’re taking product catalogs home on the weekends; they’re constantly asking questions. Those are the people who

Aside from providing upper management more flexibility in the event they are short-staffed, cross-training helps the employer identify potential and create an avenue for employees to discover their own interests.

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

— Wesley Wofford, owner at Wofford Truck Parts

Operations

will ultimately go through inside sales training,” says Nolan. The next step is working the parts counter with a seasoned counter person who will introduce them to the computer system and how to look up parts. Nolan says if they’re still interested and show an aptitude for the department, then the company starts to train. Employees are then introduced to in-depth computer training and PBS Truck Parts sends them to product supplier training sessions and industry conferences. The company is finding the key to training is the manager, who serves as a mentor. The manager and the employee work together to develop a measurable plan consisting of skills that need to be learned, according to Nolan. This plan becomes the platform for the employee’s future review. “It’s a unique plan for each individual based on what he or she says they want to do,” says Nolan. “Sometimes, after working a plan, the company decides an employee isn’t right for the job they say they want but shows abilities for another. It is essential that you then adjust the plan to meet these abilities.” “Regardless of their position, we cross-train them as much as possible. This serves multiple purposes. I like to think they begin to appreciate and respect the responsibilities of other employees once they have experienced them,” says Wofford. “And, aside from providing upper management more flexibility in the event they are short-staffed, cross-training helps the employer identify potential and create an avenue for employees to discover their own interests,” he says. “Once we identify the direction employees want to go, we [motivate] the employees to perform well in their current position so that they earn the right to move to another.”

W W W . T R U C K PA R T S A N D S E R V I C E . C O M

PBS Truck Parts has hired employees as entry-level warehouse workers or drivers who had the right attitude and were highly motivated and, as a result, moved up to other positions. An employee who wants to work the parts counter will be mentored by a department veteran.

A u g u s t 2 0 1 8 | T R U C K PA R T S & S E R V I C E

Operations

UAP Inc. develops in-house training programs for store employees who show potential for further development.

If employees want to go into sales, for example, they start in the warehouse, spending a minimum of two weeks receiving parts and putting them in stock. Wofford Truck Parts encourages employees to take their time by opening the boxes and looking at the parts. Once they study the company’s breadth of products, they stock the parts to get familiar with the warehouse layout. Then they are trained on the computer system for a week. After that, they shadow each sales person for a week. Altogether, this process takes two to three months, Wofford says. A few of the company’s sales representatives started off by de-riveting and

cleaning brake shoes. When Wofford saw their dedication, he promoted them to shipping and receiving, and eventually to sales. “I can attest to the fact that they displayed more confidence once they were in sales because they had the opportunity of learning everything from the ground up,” he says. UAP has created a succession planning identification program for employees, who are kept informed about possible opportunities, and they could become a part of a training program to help them grow within the company, according to Gervais. “Typically, employees with good potential in our stores are identified by their manager and we build them

[Promoting from within] is a great way to recognize our good employees by helping them grow —— and the expertise is kept within the company. — Lucie Gervais, human resources business partner, Quebec Region at UAP Inc.

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

in-house training programs to help them stay motivated and develop them for future business needs,” she says. Developing employees at Midwest Wheel starts when they are first hired. “No matter what position we are hiring for, whether it be warehouse, counter, sales or management, we are always looking for people who can be more than just the job we hire them for,” Callison says. “We look for people that have the basic skill set necessary to take the next step, such as social skills, customer service skills and problem solving.” Those basic skills make it easier to find new positions for them with the company. “We provide all the necessary training for a given position and there will always be people who stick out, people who go beyond their job descriptions,” Callison says. Some examples of employees who have moved up within Midwest Wheel include: a territory assistant promoted to field manager who is now vice president of sales; a warehouse worker who moved

Anyone who would like a fan clutch kit thatâ&#x20AC;&#x2122;s easier to install, raise your hand.

Introducing Horton Quick Kits, repair kits that come with pre-assembled parts for faster and easier installation. And all Quick Kits are backed by the Horton reputation for reliability and quality. Visit Quick-Kits.com to learn how Quick Kit fan clutches blow away the competition.

hortonww.com | 800-621-1320

Operations

Upon joining Wofford Truck Parts, everyone is told there are opportunities to move up within the company.

up through various positions before becoming vice president of marketing and technology; and a warehouse employee who moved to driver and was later promoted to territory assistant and then

became territory manager. Callison says there are many other examples, but the key is the company doesn’t have a set guideline or path for an individual. “It is up to the employees

on what their skills are and what they want out of Midwest Wheel,” he says. “The building blocks and opportunities are there if they show a genuine interest and ability to move up.”

exceeding It’s about

expectations.

Each and every time. Performance. Value. 100% New. All Makes. Every minute a truck is in a service bay is a minute wasted. We know you’re focused on your bottom line, and you shouldn’t spare any time on downtime related to electrical system products. Rely on LoadHandler Power™ Products for a genuine, reliable, value-driven alternative to prominent competitive models. Learn more at LoadHandlerProducts.com.

T R U C K PA R T S & S E R V I C E | A u g u s t 2 0 1 8

By Lucas Deal, Editor lucasdeal@randallreilly.com

CRW Parts

RW Parts goes where its customers are. From market areas to new product lines, the Mid-Atlantic distributor is aggressive in pursuing new opportunities to solve customer problems. And with a company history that dates to Millard Fillmore’s presidency, it’s clear the method works. Though technically founded by Bo Willis in 1962, the business known today as CRW Parts was formed immediately following the closure of RW Norris and Sons in the early 1960s. RW Norris and Sons had been a successful wheel, rim and component distributor in Baltimore for more than a century before losing two of its three leaders (Willis’ uncles) in less than a year. The third would exit soon after, leaving Willis, only 32 at the time, to decide if he wanted to pursue another career or continue serving a customer base that had relied on his family for decades. He chose the latter and Chesapeake Rim and Wheel was born. “It was kind of a unique opportunity,” says Dave Willis, Bo’s son and president at CRW Parts, “in that he was able to keep his supplier and customer contacts and still start the business fresh.” In its history RW Norris and Sons had sold everything from wagon wheels to shotgun shells, but by the 1960s most of its business had transitioned to the transportation sector. CRW Parts (the name was shortened in 1996) would do the same,

CRW Parts at a glance

Source: Google Maps, CRW Parts

W W W . T R U C K PA R T S A N D S E R V I C E . C O M

CRW Parts has eight locations across Maryland, Delaware and Virginia.

as Bo Willis worked with his customer base to ensure the new business opened with all the lines necessary to keep customer vehicles on the road. That same attention to customer detail remains in the operation today. CRW Parts’ employees aren’t countermen, warehouse workers or even delivery drivers — “we’re problem solvers,” Dave Willis says. “There are not enough [distributors] out there who are focused on being able to solve every customer’s problem,” he says. “For us, we want all of our people to know that when a customer says they need help, they should drop what they’re doing and solve their problem.” That dedication to customer satisfaction also can be found in the company’s inventory. CRW Parts remains an automotive and heavy-duty distributor, and Willis notes the expansive inventory gives the company a leg up in serving mixed and medium-duty fleets. But CRW Parts’ biggest differentiator is its workplace culture. Employees at CRW Parts never stop learning about how to better serve their customers. Training opportunities are abundant, and employees are encouraged to work together and share skills and best practices to keep the business humming. Willis supports autonomy in the workplace and allows the company’s eight branch managers to run their locations “like an individual business owner,” with a crew of talented, engaged and motivated employees on hand. He credits those employees for the company’s continued longevity and its second Truck Parts & Service Distributor of the Year finalist nomination. “I think people see we treat customers the right way — that we have their back and they can be confident doing business with us,” he says, adding, “If you stay around for six generations, it’s clear you’re doing something right.”

A u g u s t 2 0 1 8 | T R U C K PA R T S & S E R V I C E

17th ANNUA E H L T

Congratulations to this yearâ&#x20AC;&#x2122;s 2018 Truck Parts & Service Distributor of the Year finalists!

CRW Parts

First Call Truck Parts