From Steam to Schemes: The Whimsical March to Industry 5.0.

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From Steam to Schemes: The Whimsical March to Industry 5.0.

“From Steam to Schemes: The Whimsical March to Industry 5.0” is our first article from our new guest writer, Bob Rutherford. He is contributing as an Industry Expert from the Trucking Industry.

Bob Rutherford is a 50-year veteran of the trucking industry. Thirty of those years were as a member of the TMC where he earned both the Silver Spark Plug and Recognized Associate awards for his contributions to the industry. He is also an Ambassador for the EnergyandMobility.org Conference.

The powerful brand of CCJ reaches 96,500 subscribers within the freight transport business. Many of these are the fleet executives and managers that have the buying power to grow your business. This multi-channel brand allows for repeated impressions in effective formats.

As the echoes of hammers on steel beams fade into the sepulchral quiet of abandoned factories, and the whirr of assembly lines in distant lands hums with robotic efficiency, we find ourselves at the threshold of yet another revolution. The transition from Industry 4.0 to Industry 5.0 feels less like a leap into the future and more like an errant child wandering into a minefield, oblivious to the perils that lurk beneath.

Industry 4.0, for the uninitiated, is our current epoch—a grand circus of automation, data exchange, and cloud computing, where machines talk to each other, and algorithms plot the overthrow of their human overlords. It’s a world where factories have more sensors than the average conspiracy theorist’s bunker, and everything from your toaster to your toilet is smarter than the average politician.

But as we bask in the glow of our interconnected gizmos, a new dawn approaches. Industry 5.0 is rearing its handsome, silicon-sculpted head, promising to inject a dose of humanity back into the sterile, soulless realm of production. This isn’t just a pivot, folks; it’s a pirouette on the edge of a precipice.

Imagine a world where robots don’t just assemble your next smartphone but do so with a flourish, a nod, and perhaps a cheeky wink. Where AI isn’t just cold calculations but infused with empathy, designed to cater not only to your needs but to anticipate your whims. If Industry 4.0 is the meticulous accountant balancing the books, Industry 5.0 is the avant-garde artist, splattering the canvas of commerce with bold strokes of innovation.

This isn’t mere hyperbole. Industry 5.0 envisions a harmonious coexistence between human creativity and machine efficiency. It’s a delicate ballet where humans and robots hold hands and pirouette through the factory floor, each playing to their strengths. Think of it as Fred Astaire and Ginger Rogers if Ginger were a hydraulic press and Fred a coder in a hoodie.

The proponents of Industry 5.0 herald this as a new era of personalization and sustainability. Factories will no longer be the impersonal behemoths of old but tailored workshops churning out bespoke products with the finesse of a master craftsman. Your sneakers won’t just fit—they’ll caress your feet with the intimacy of a lover. Your car won’t just drive—it’ll whisper sweet nothings in your ear as it navigates the urban jungle.

But let’s not kid ourselves. This grand vision is built on the assumption that humans and robots will seamlessly integrate, that AI will evolve from its current role as an overzealous assistant to a benevolent co-creator. In reality, the road to Industry 5.0 is likely to be paved with the carcasses of failed startups and the tears of disillusioned technophiles.

We must ask ourselves: Are we ready for this brave new world? Can we, as a species, embrace this symbiotic relationship with our silicon counterparts without losing our essence? Or will we become so enamored with our digital doppelgangers that we forget what it means to be human?

The skeptics, those dour souls who see the glass as not just half-empty but contaminated, warn of the dangers. They envision a dystopian future where human workers are relegated to the sidelines, replaced by tireless automatons. They see a world where creativity is commoditized, and innovation stifled by the relentless march of machine logic.

But perhaps, in true O’Rourke fashion, we should approach this transition with a healthy dose of skepticism and a heaping spoonful of irreverence. After all, the future is a capricious beast, and our attempts to predict its course are as futile as trying to teach a cat to fetch.

As we stand on the precipice of Industry 5.0, let us embrace the chaos, the uncertainty, and the absurdity of it all. Let us march forward with a twinkle in our eye and a spring in our step, knowing full well that the journey will be as unpredictable as it is exhilarating. And if we stumble along the way, let us pick ourselves up, dust ourselves off, and laugh at the absurdity of it all. Because in the end, isn’t that what being human is all about?

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The Art of Company Building

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The Art of Company Building

Guest writer Alex Kraft takes us through his experiences as both an employee and an entrepreneur to highlight the art of company building.

I recognize I’m not the first to have this thought, but I’ll share my education and experience in company building. Prior to Heave, I worked for an established company. I was also younger in my career, so I was learning in every possible aspect. There’s plenty of material available that talks about the art of company building and everyone regurgitates the same axioms around “you need to hire the best people.” 

In fact, every company tells the world they have the best people. Yet we all know this isn’t true. One of the cooler aspects of my entrepreneurial journey is the access I’ve had to top tier advisors/investors and people who’ve worked for some of the top companies in the world. 

They’ve opened my eyes to what company building really means. I’ve always been more focused on the day-to-day culture in an organization. Setting up collaboration, accountability, and honest feedback loops. But I never knew how significant the pre-hiring process and an employees’ first day were to success. 

Company building starts with recruiting. Recruiting isn’t just targeting candidates and having conversations. Recruiting starts with defining what your company is looking for in general and by role. For example, we’ve defined what we look for in a software engineer, in a territory manager, in customer success, and what we screen for in marketing. Define what background you’d like to see for the role that is a predictor for success. Put on paper what traits and behaviors match your company’s culture for each job role. For example, we screen for five different areas. There’s a company document that has questions to ask a software engineer candidate to screen for grit or ‘no drama’ (Grit and ‘No drama’ are two of our five areas—we DO NOT want people that bring drama!). Same for a territory manager. It’s amazing to see how when you spend the time to document these things, the hiring experience is significantly smoother and cohesive. Everything starts to make sense. 

Next, it’s important to set a process. How many total interviews? Who performs the interviews? Are different people involved and at what stage? What do candidates have to prove to move forward in each? Do you have a grading system? I’ve learned how much this matters. Having a process helps greatly to stack rank candidates. With these things in place, you come to learn that hiring decisions aren’t made subjectively as much and everyone involved is much more aligned. This is the way you can lessen the chances of making a mistake and increasing your odds of success. 

Congratulations, you’ve run the process and the candidate you wanted accepted the job. 

The next phase of company building is just as important. The overused term is ‘onboarding.’ Here’s the concept: a new hire’s first day(s) are critical. We bring everyone into our corporate location for a 3+ day class (depending on role). We share our company founding story and our journey. We outline our mission, vision, and our goals. They get the opportunity to meet their teammates and understand how all the pieces fit together. Everyone is aligned on where we’re going and how we’re going to get there as a team. You want the new additions to leave thinking joining the company was the best decision they ever made. First impressions are everything and taking the time and spending the money to do ‘onboarding’ right pays dividends down the road. 

I see the effect it has and how motivated and engaged our team members are when they get settled back where they work every day. People appreciate the thought and the time you put into them before pushing them out in the wild, so to speak. 

Hiring is difficult. You’ll never bat 100%. But in my earlier days, I worked for a company that was solely dependent on who walked in the door to apply for a job. And I wondered how we couldn’t attract top talent. How you set everything up from recruiting to a new hire’s first week sets the tone for a memorable experience. And here’s the best part: those employees turn out to become your best recruiters for the future. 

Great people want to work with other great people, for great companies.

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Is cyber security insurance trucking’s next big premium?

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“Is cyber security insurance trucking’s next big premium?”

In keeping with our theme of cybersecurity, we present an article by Kevin Williams as he takes a look at the future in “Is cyber security insurance trucking’s next big premium?”

Candace Marley is an owner-operator in Iowa with more than a decade of experience on the road. The thought that most rigs are giant computers on wheels isn’t far from her mind and, like many truckers, the risk of being hacked is in the mix of the myriad of concerns a driver has to worry about on each run. But between uptime to traffic jams, cybersecurity is not the highest worry on her list.

“It’s a concern. My truck has a lot of computer stuff in it, but I stay away from the trucks with the more advanced computer interfaces,” Marley said of her 2020 Peterbilt 579.

An entire industry exists to help fleets mitigate financial risks from everything to accidents to tornadoes, but cybersecurity insurance isn’t at the top of her mind, and it isn’t with many other truckers.

“I have never heard of it for trucking,” Marley said.

Cybersecurity insurance is a topic of increasing interest in the trucking community, and small fleets and owner-operators like Marley may stand to benefit the most, according to National Motor Freight Traffic Association (NMFTA) COO Joe Ohr. NMFTA doesn’t take a position on whether motor carriers should carry cybersecurity insurance, but it does help those in the industry weigh the pros and cons.

“What are the payouts and what are the potential losses? And does the insurance make sense for me? But especially for the smaller companies and independents, the payout is usually more attractive because the loss of business is a higher percent versus the premiums,” Ohr said, adding that for larger companies, the potential payout may not be worth the premiums, but that is something each entity has to weigh. Ohr and NMFTA recommend creating a “risk register” of what the potential damages would be in the event of cyber-shutdown versus the insurance costs.

The biggest threat is not inside the cab.

While many trucking and cybersecurity insurance discussions have centered around dramatic hypotheticals like a rig’s components being hijacked, the reality is more mundane. Ohr says the most likely trucking hack isn’t in the rig; it’s in the office. A hack of office computers can stop trucks as dramatically as a brake hack. and while big trucking company offices have indeed been hacked, owner-operators and small fleet offices are just as susceptible, Ohr said. 

Tim Francis, a vice president at Travelers and the company’s enterprise cyber lead, noted cyber criminals don’t always target specific industries. They seek network vulnerabilities, so any trucking company that relies on computers to do its business could be at risk of suffering a costly cyber event if appropriate mitigation efforts aren’t taken.

While rigs haven’t been in hackers’ crosshairs so far, that doesn’t mean organizations like NMFTA aren’t concerned about potential threats. “We know through academia it is possible. We know it is possible because everything is computerized,” Ohr said. So, the NMFTA is working with stakeholders to close potential truck vulnerabilities.

“Trucks have over 100 connection points, so they are offices on wheels,” Ohr says.

While there aren’t specific cyber policies for trucking, there are more trucking-friendly policies. Experts say the increasing discussion about cybersecurity insurance in trucking circles is good, even if it isn’t for every enterprise.

Ohr also said another area where cybersecurity insurance can come into play is cargo theft, where many heists have their origins online through website spoofing, phishing and lookalike domains.

David Nihart, CEO of Nihart Transportation, a small fleet in Wilmington, Ohio, is a contractor for Landstar. He agrees the most significant cyber threats at the moment are thefts. However, he said Landstar’s team protects his computer systems. 

“I think today the biggest threat is scam brokers. There are a lot of scams being run online that look legitimate,” Nihart said.

An evolving market

Scott Kannry, co-founder and CEO of SaaS provider of cyber risk management Axio, said commercial trucking enterprises should consider cyber insurance, but it’s a nuanced consideration. He said the most valuable coverage would be the type that could close cyber exclusions in commercial auto and liability policies, which would otherwise pay out if a trucking accident caused property damage, bodily injury or death.

Kannry said the market is just starting to catch up to the cybersecurity dangers of trucking.]

“It’s very clear that the insurance market is starting to understand this risk, with new coverage types on the drawing board. But before a commercial trucking company just jumps in and starts down the coverage process, it would be prudent to understand their realistic cyber loss scenarios,” Kannry said. That goes back to creating the risk registry that NMFTA recommends.

From there, Keanry said, the boundaries of existing insurance policies should be established, especially on the property and casualty front.

“That knowledge would then allow the company or independent operator to obtain a more appropriately designed cyber insurance policy that would actually work for them if needed,” Kannry said.

Adam Wingfield, founder and managing director of trucking consultancy Innovative Logistics Group, said multiple factors must be considered when deciding whether to incorporate additional insurance.

“Operating ratios with small fleets are already high, and the threat looms with additional liability limit increasing,” Wingfield said, pointing to New Jersey’s recent $1.5 million insurance implementation for heavy-duty trucks. “Most fleets in the U.S. – 92% – have less than 10 trucks. These smaller fleets aren’t able to self-insure themselves like larger companies, for example, and this leads to more of a financial burden.

For smaller companies with tight budgets, “the juice might not be worth the squeeze,” he added.

Trucking unprepared

Francis said that transportation companies should take appropriate steps and be prepared for a cyber event, but according to Travelers, less than half of transportation businesses (48%) have purchased cybersecurity insurance, and even fewer have identified vulnerabilities in their systems.

Aside from being unfamiliar with cyber insurance availability, another reason fleets don’t invest in it is that those policies are not universally available. Doug Heavener, director of marketing for 1st Guard – one of the largest trucking-specific insurance companies in the country – said his company doesn’t offer specific cybersecurity insurance, rather focusing on focuses on trucks’ core needs, like towing, damage, theft and such. Like others, he said it may take an unfortunate incident like a truck’s GPS being hacked and causing a crash or some other malicious event for the topic to reach critical mass.

Cybersecurity insurance policy prices can vary depending on the size of the company and coverage, but according to Fitch Ratings, prices for the product have stabilized.  But the insurance is still a work in progress and the conversations within trucking circles are just starting.  

Kevin Williams is a journalist based in Ohio who regularly covers real estate, business, politics, tech, and breaking news for The New York Times, Washington Post and CNBC. Before that, he covered the Midwest for Al-Jazeera America. Williams also covers cybersecurity for Barracuda Networks and has written about the freight sector for Mack Truck’s Bulldog Magazine.

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Moving Beyond Annual Inspections: The Importance of Monthly Cybersecurity Checks

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Moving Beyond Annual Inspections: The Importance of Monthly Cybersecurity Checks

Guest writer Kevin Landers tackles a huge source of anxiety for many of us in the digital age, our online security. Read on for, “Moving Beyond Annual Inspections: The Importance of Monthly Cybersecurity Checks.”

In today’s rapidly evolving digital landscape, cybersecurity has become a critical concern for businesses of all sizes. Regulations and guidelines from the Federal Trade Commission (FTC) and even cyber liability insurance providers mandate an annual security check. But if you look at the facts about how criminals operate, it is clear that this frequency is insufficient. 

Did you know that the average time a cyber attacker resides in a system before detection is 290 days? This means that a breach could go unnoticed for nearly ten months if you conduct security checks only once a year. By the time the annual inspection rolls around, the damage could already be extensive, potentially costing the business in terms of data loss, financial penalties, and reputational harm.

Businesses should consider monthly cybersecurity inspections to ensure their systems remain secure and resilient against potential threats.

The Regulatory Baseline: Annual Checks.

The FTC and most cyber liability insurance providers require organizations to perform security checks at least once a year. This requirement is aimed at ensuring that companies maintain a basic level of cybersecurity hygiene. The process typically involves a high-level meeting with executive leadership and stakeholders, followed by a series of scans on a handful of computers. These scans generate reports highlighting any vulnerabilities or breaches, with a follow-up meeting to discuss the findings and necessary actions.

Being Basic is not Good Enough.

While annual checks are a regulatory requirement, more is needed for effective cybersecurity management. A yearly inspection can leave significant gaps in the fast-paced world of cyber threats. Cybersecurity is not a “set it and forget it” task; it requires continuous monitoring and regular updates.

In our experience conducting these assessments over the past five years, we have never encountered a dealership without vulnerabilities. Whether it is outdated software, weak passwords, or other security lapses, there is always something to address. Relying on annual checks means these issues could remain undetected for months, giving cybercriminals ample time to exploit them.

Benefits of Monthly Security Checks.

  1. Proactive Threat Detection: Monthly checks enable businesses to detect and mitigate threats quickly. Regular scans and reports ensure that vulnerabilities are identified and addressed before they can be exploited.
  2. Compliance and Peace of Mind: Although the FTC and insurance providers recommend annual checks, exceeding these requirements by conducting monthly inspections demonstrates a proactive approach to cybersecurity. This can provide stakeholders, customers, and regulatory bodies peace of mind.
  3. Continuous Improvement: Cybersecurity is a constantly evolving field. Monthly checks allow businesses to avoid new threats and adapt their security measures accordingly. This continuous improvement cycle helps maintain a robust defence against cyber-attacks.
  4. Building a Security Culture: Regular interactions between IT teams and leadership foster a culture of security within the organization. This ongoing dialogue helps demystify cybersecurity, making it a shared responsibility rather than a specialized isolated task.
  5. Overcoming the Intimidation Factor: Many business leaders find cybersecurity intimidating due to its technical complexity. However, it is crucial to break down these barriers and communicate in plain language. Monthly security checks offer an opportunity to educate stakeholders about the importance of cybersecurity and the specific actions being taken to protect the organization. By translating technical jargon into understandable terms, we can help leaders make informed decisions about their security posture.

Conclusion.

In conclusion, while annual cybersecurity checks meet the minimum regulatory requirements, they are insufficient in today’s threat landscape. Monthly inspections provide a more proactive and effective approach to managing cyber risks. By committing to regular security assessments, businesses can protect their data, maintain customer trust, and ensure long-term success. Do not wait for a breach to highlight the gaps in your security—take action now and make monthly cybersecurity checks a core part of your business strategy.

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To Hire or Not to Hire

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To Hire or Not to Hire

Guest writer John Dowling writes on the conundrum we face when considering whether to hire or not to hire as he weighs what matters more: skill or attitude.

Herb Kelleher and Simon Sinek have been quoted saying, “You don’t hire for skills; you hire for attitude. You can always teach skills.”  I believe most of us would agree with the above statement. At least in theory, if you are a hiring manager, most of you would like to say that you always hire for attitude and not just skills. The statement sounds great, but is it true in reality? Some jobs require some skills: heavy equipment technician, accountant, and engineer. There are such things as skilled labor, skilled jobs, or skilled trades. We would all agree that a candidate must have certain skills to succeed in a position.

 

What about experience? We talked about skills and attitude, but what about experience? How does experience weigh in on your decision to hire a candidate? We would all agree there’s a difference between a journeyman technician with 20-plus years of experience and a technician who just graduated from college. I need to get to the point: what should we look for in the candidate in the hiring process? And how important are skills, attitude, or experience? To keep things simple, at least for this blog’s sake, we could include experience under skills. Moving forward, we can discuss how important skills and attitudes are in the hiring process.

 

As mentioned, many of us would say we do or strive to hire for attitude. If we’re honest, most of us probably hire for skill over attitude. Why would we go against a principle, that is, to hire for attitude over skill, something that we believe to be true? Why do we always, or at least most of the time, hire for skill over attitude? How do I know this to be true? I have been a technician, service manager, branch manager, manufacturer field rep. and director of product support. As I read job descriptions for service managers and after reviewing all their qualifications or skill sets required for the job, I realized according to the job description, I wouldn’t even qualify for the job. Even though I know I’m overqualified and could do the job with my eyes closed. 

 

Why do we hire skills over attitude? Because we are lazy. Yes, I said it or, better yet, typed it. When we hire for skill over attitude, it is because we do not want to do the hard work of training, mentoring, and coaching. We do not want to do the challenging and demanding task of teaching the skill.

 

So let me try to tidy this up; a dealership has a couple of branches with service departments performing well and one underperforming. All three branches are in good markets, have new facilities, and have great brands, but the one service department is always lagging behind the others. After some investigation, they discovered they had two all-star service managers and one service manager struggling. Now, it’s easy to see where they could wrongly conclude that the issue is the service manager. Here’s the real issue: there are not enough all-star service managers to go around. That’s when we hire for skill. It would be great if we could hire another all-star service manager and move on. But in most cases, the dealership will terminate the service manager, hire another one, and repeat the cycle repeatedly, eroding employee satisfaction, which correlates to customer satisfaction. The department continues to decline because they cannot find another all-star service manager. 

 

Have you ever wondered why every professional baseball player does not make the All-Star team? Because only the All-Stars make the All-Star team—only the best of the best. If your business plan or strategy is only to hire all-star players, you will become frustrated and have a bloated payroll. Hiring only all-star employees, be it a service manager, parts manager, or store manager, to solve your performance issues is not a wise or prudent business decision.

 

Why is it not prudent to hire all-star employees to solve your problems? Because all-star employees don’t last very long. They either get bored with your inefficiency and lack of leadership, or your competitor offers them more money. Or to be frank, they will **** everybody off in your company, and you will be constantly dealing with HR complaints. This is not to say that all-star employees are bad, but rather to highlight the importance of a balanced team and the potential pitfalls of over-reliance on a few individuals.

 

Here’s another drawback of hiring all-star employees, or we can say hiring for skill instead of attitude. All-star employees will win at all costs. They will always find a way to be successful, even in an inefficient and poorly run business. Highly skilled employees will mask the true issue. For example, with our underperforming service department mentioned above, the issue wasn’t the service manager. The issue was poorly developed processes and procedures. The average service manager is set up to fail, and only high-performing, highly skilled all-star managers are the only ones who would have an opportunity or chance to be successful in that department. Here’s the point: as leaders, we must take the responsibility to develop processes and procedures that allow average to mediocre employees with great attitudes to shine. This gives us a more balanced team and opens a world of untapped potential in all employees, empowering them and making them feel responsible for their success. 

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Solving the Truck Driver Shortage, Whether It Exists or Not.

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Solving the Truck Driver Shortage, Whether It Exists or Not.

Guest writer Bob Rutherford brings us to a new vision with “Solving the Truck Driver Shortage, Whether It Exists or Not.” 

Solving the truck driver shortage, whether it exists or not.

A Paper by Bob Rutherford

The truck driver shortage is the Loch Ness Monster of the logistics world. Some swear it exists. Others think it’s a myth. The rest are just trying to make a dollar off the spectacle.

On one side is the American Trucking Association (ATA), which represents big trucking companies and claim there’s a shortage of 79,893 drivers in the U.S. Conversely, we have the Owner-Operator Independent Drivers Association (OOIDA), who says not only do we have all the drivers we need, but we might also have too many.

My plan to solve this so-called driver shortage? It’s as simple as it is fantastic. Let’s start with Dwight D. Eisenhower, who warned us about the military-industrial complex. You remember Ike, right? The president told us to beware of the monster under the bed, only for us to respond, “What bed?”

Here’s the deal.

America has always been a military-industrial complex. It’s in our DNA. We churn out war machines and warriors like McDonald’s churns out Big Macs, and anyone who says “Make America Great Again” needs a history lesson and a reality check. Even on our worst day we’re still the best house in a bad neighborhood.

The machine needs to be fed. And what does it need? People. Healthy, educated, patriotic people. One key ingredient for this human smoothie? 18-year-olds.

Back in my day, when we turned eighteen it was straight into the meat grinder of Vietnam. June 1966: Career Day in the gymnasium, where defense contractors, community colleges, private enterprises and military recruiters outnumbered the kids. The Marines sweet talked us into becoming Marine recruits with promises of camaraderie and delayed entry buddy programs. My friends and I signed up faster than you can say, “Semper Fi.”

That formative experience gave me a lightbulb moment: why not solve the truck driver shortage and the immigration conundrum in one fell swoop?

Brace yourselves for my ingenious plan.

Let’s set up permanent career day centers at strategic locations. Think of them as the DMV, but with less soul-crushing bureaucracy. Eighteen-year-olds and immigrants seeking asylum walk in and they don’t leave until they’re a cog in the great American machine. Dr. W. Edwards Deming said, “It is not enough to do your best; you must know what to do and then do your best.” So, we’ll train them to do precisely what the machine needs: Warfighters. And what do Warfighters need? Supplies.

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Managing the New Machine Sales Pre-Delivery Inspection Process.

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Managing the New Machine Sales Pre-Delivery Inspection Process.

This week is all about logistics, with guest writer Ron Wilson writing about “Managing the New Machine Sales Pre-Delivery Inspection Process.”

While my wife and I were sitting in a car dealership and listening to the salesperson explain there is a delay in completing the pre-delivery inspection, my memories of the importance of managing the New Machine Sales Pre-Delivery Inspection reoccurred.

Pre-Delivery Inspections provide a foundational starting point for the new machine in the following areas:

  • Customer Satisfaction: Ensures that the customer receives equipment that is fully functional and free of defects and matches what was ordered by the customer.
  • Safety & Compliance: Verifies that all safety features are operational and ensures that the equipment complies with all relevant regulations and standards.
  • Quality Control: Helps maintain high standards by catching and addressing any issues before delivery.
  • Minimizes Early Field Service Calls: A measure of success can be the number of hours the machine has operated from the first day it was delivered to the date first requesting repairs.

PDI Process at an Equipment Dealership Includes:

  1. Development of a PDI list:  The PDI list is usually a list of items recommended by the OEM, and specific areas that have been defined by the dealer. There are common items across all machines and specific items that have been determined based on previous warranty claims submitted to the OEM by the dealer and local dealer requirements.
  2. Receive Equipment: When new equipment arrives from the manufacturer, log it into inventory, schedule and prepare it for inspection.
  3. Assign and Conduct Inspection: Assign the PDI task to a qualified technician, ensuring they have the necessary tools and checklists. The technician performs the inspection, following the PDI checklist and documenting any issues found. 
  4. Address Issues and Final Check: Any defects or problems identified during the inspection are repaired or resolved. Proper warranty claim documentation is completed and submitted back to the OEM. This information can assist the OEM in addressing these issues at the factory, preventing future quality issues on other machines.
  5. Prepare for Delivery: Clean the equipment, gather all necessary accessories and documentation, and prepare it for delivery to the customer.
  6. Customer Handover: Review the PDI report with the customer, demonstrate key features, and address any questions they may have. Best practices of this process should include the machine sales and product support representatives being scheduled to be at the site on the delivery date. Depending on the machine a technician may need to be scheduled as part of the delivery.

Key Aspects of a Pre-Delivery Inspection

  1. Visual Inspection and Functional Tests
    • Check the exterior and interior for any damage, scratches, or dents.
    • Ensure that all parts and accessories are present and correctly installed.
    • Verify that labels, decals, and instructions are in place and legible.
    • Test all mechanical, electrical, and hydraulic systems to ensure they are operating correctly.
    • Check fluid levels (oil, coolant, hydraulic fluid) and top them up if necessary.
    • Verify that lights, signals, and indicators are functioning properly.
  2. Safety Features
    • Inspect safety features such as brakes, seat belts, alarms, and emergency stops.
    • Ensure compliance with safety regulations and standards. This may vary by client.
    • Test any software-based safety systems for proper functionality.
  3. Software and Firmware Updates
    • Check for any available software or firmware updates to be installed.
    • Verify that all digital systems are working as intended and are up to date.
  4. Performance and Operational Checks
    • Conduct performance tests to ensure the equipment operates within the specified parameters.
    • Test the equipment underload (if applicable) to ensure it performs as expected.
  5. Documentation
    • Review and complete all necessary documentation, including warranty forms, registration papers, and manuals.
    • Provide a detailed PDI report, noting any issues found and actions taken to resolve them.
  6. Final Preparations
    • Clean the equipment thoroughly, removing any protective coverings or shipping materials.
    • Ensure all accessories, tools, and documentation are included with the equipment.
    • Perform a final quality check to confirm that the equipment is ready for delivery.
    • Additional attachments are included as defined within the sales document.

Scope Creep of the NPI Process: Over time the NPI list can become outdated and excessive based on experiences that caused a task to be added to the NPI list and is no longer relevant. Some considerations when updating and managing the NPI list:

  • Is the task still needed or has it been addressed in the OEM machine assembly process?
  • Review the time allocated to perform each task. Can the task be connected to another task that would reduce the individual time needed to complete both tasks? 
  • Have there been/can there be efficiency gains that would improve and streamline the overall process? 
  • Updating and managing the PDI process is a critical step in the overall new machine delivery experience for the customer and managing the cost related to overall process within the dealership.

Here is an example of the impact (the numbers below are not actual but we can gain a sense of the impact).

Total units sold 1,000

Average hours per PDI 20

Total Hours 20,000

Hourly Rate $90.00

Total PDI Costs $1,800,000

PDI Cost Savings 10% $180,000

As can be seen a 10% reduction in PDI cost in the above example provides $180,000 for the Sales Department’s profit relating to these 1,000 machines. This also allows the technicians’ hours to be allocated to other revenue sources.

By following a thorough up to date PDI process dealerships can ensure customers receive high-quality reliable equipment, enhancing their overall experience and trust in the dealership, and control the dealership cost of the overall PDI process. A Win-Win for both the customer and the dealership.

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Top Lead Generation Tips for Equipment Dealers

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Top Lead Generation Tips for Equipment Dealers

Guest writer Debbie Frakes brings a practical issue to the forefront with this week’s blog post, “Top Lead Generation Tips for Equipment Dealers.” 

Lead generation is one of the most important tasks for equipment dealers. The process of finding people to work with ultimately boils down to locating businesses who use your products or services and adding them to your sales funnel, where they can be nurtured and converted into a customer. To help you out with this process, we’ve put together some key lead generation tips for equipment dealers that will make it easier to identify and add prospects to your sales funnel. 

Use market research to understand your current customers. 

Market research should be a key part of all your dealer strategies across your entire operation. One of the most important lead generation tips we can share with you is to survey your current customers, before you search for new ones. Surveys will show you which aspects of your business are most important to your customers, what sort of turnaround times they expect and which types of media they respond to. Once you understand that information, you can refine and target your emails, ads, web pages, and sales materials to focus on what the people in your industry care about most. The more effective your marketing campaigns, the more often prospects will enter and respond to your offers to become part of your sales funnel.

Collect information on your website. 

Your website can do a lot more than just highlight the products and services you offer. One of our top lead generation tips is to make it easy for people to give you their contact information throughout your site. Place forms on multiple web pages and, if you can, offer something in return for their information, like a brochure, discount, sample, or eBook with tips and best practices relevant to their business. Also, install a web tagging program that identifies visitors to your site, so you can contact them after they start engaging with your website.

Develop content often.

When it comes to lead generation tips, one of the key dealer strategies is to create content consistently for your website. You should be regularly adding blog posts, case studies, white papers, and videos. Consistent content creation will help improve your rankings from Google searches (SEO), helping more people find and visit your website organically. Plus, high quality content will establish your dealership as the expert in the industry, the most knowledgeable resource for information, products, and services, encouraging more equipment users to seek you out. 

Add chatbots to your site. 

Placing chatbots on your website is a crucial lead generation strategy for equipment dealers. Because chatbots are available 24/7, you can use them to generate leads even while you’re sleeping! Simply set them up to match your brand personality and voice, and they will be your 24/7 digital sales representatives.

Take advantage of every lead source.

Equipment dealers have a variety of sources for potential leads. The problem is that some of them are often neglected. Your sales team should prioritize the most fruitful lead sources, but if you have the time and resources, one of the top lead generation tips is to work them all. Here are some examples of lead sources for equipment dealers: 

  • Customers that are using one part of your business, but not the others
  • Email open reports that show who is interested in what you are sending.
  • Last purchase reports that indicate how long it’s been since someone has purchased.
  • Customer satisfaction surveys that provide feedback to identify unhappy customers.

At the end of the day, the more lead sources you work, the more customers you can bring in the door and increase your sales! 

Our partner, Winsby, can help you generate more leads. 

Winsby helps equipment dealers develop and implement successful lead generation plans using proven strategies. By combining effective emails with professional, easy to use websites, email list verification, calling, and reporting, they can ensure a steady stream of new business coming in the door.

If you have any questions about these lead generation tips or want help implementing your dealer strategies for marketing, contact Winsby today.  

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SmartEquip Sets Its Sights on New Markets

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SmartEquip Sets its Sights on New Markets

This week we present an interview by Jenny Lescohier. She spent some time with Alex Schuessler to give this report: “SmartEquip Sets Its Sights on New Markets.”

Part of Ritchie Bros’ umbrella of companies, SmartEquip looks to expand its equipment lifecycle support and parts procurement platform across the globe

 

To the digital natives in today’s rental industry, SmartEquip’s presence as a service support platform might be taken a bit for granted. Its role has become so integral in its customers’ operations, some users might not be able to imagine the way things used to be done.

If you ask Alex Schuessler, founder, and president of SmartEquip’s International Group, he’ll tell you things have come a very long way since 2000, when the company started.

Alex Schuessler, founder & president, International Group.

 

SmartEquip now supports almost eight hundred suppliers worldwide and more than one hundred rental fleets on its system, including the top five global rental companies.

“For the typical rental company anywhere in the world, approximately 1% of overall spend is on parts. And yet, in the absence of our technology platform, because of the operational overhead associated with parts procurement, it will still be the most expensive type of purchase,” he notes. 

“First, you need to be a service technician to identify the right parts for your equipment. And when you get it wrong – which is often the case, because it’s very difficult to get the right parts for the right make, model, and serial number – the consequences are costly, not just in terms of service technician time, but also equipment performance: even if just one the 10 parts you order is wrong, that equipment will be down for at least another 24 hours.”

 

He adds, “Service technicians themselves are the most expensive employees in a rental operation, and they are increasingly hard to come by. So that’s really what we first focused on, and we subsequently became very obsessive about everything to do with the machine lifecycle and how to reduce associated costs along the way. The ultimate question was, how do we minimize downtime, and how do we accomplish this in an industry-spanning way?”

We talked with Schuessler to find out more about SmartEquip and how it’s affected the way rental companies procure parts and more. Here’s what he had to say:

Rental Briefing: What led you to SmartEquip?

Schuessler: I was originally trained as an economist and political scientist specializing in data science and worked as a junior professor at New York University. One of the things I was always very interested in was how to make the ever-increasing amounts of data the world was generating usable, and actionable for people who were not data scientists.

While I was at NYU, through a weird set of coincidences, I was asked to give some advice to a former Caterpillar executive who had just been invited back to help Cat launch a corporate rental initiative for dealers across South America.

I became one of the co-founders of a global equipment rental consulting group initially called Caterpillar Rental Services Network Inc. (CRSNI), which later rebranded itself as Script International.

We created rental locations across forty-five countries, initially across South America for dealers there, and later, across the Middle East and Europe, too. Much of what we did back in the 1990s found itself in what is known as The Cat Rental Store today.

While we’re doing that, as an economist I became very involved in modeling the power of rental in helping dealers cope with an environment of hyperinflation, as was rampant in those days. But I also began to look at fleet efficiency, return on asset, equipment lifecycle costs, and so many other things. I thought, there’s so much opportunity here for technology to drive efficiently.

We seed-funded SmartEquip with a focus on helping large equipment rental companies like United Rentals, Sunbelt Rentals, and NationsRent support service technicians and automate the procurement of tens of thousands of different parts from hundreds of different suppliers in an efficient, serial number-specific way to reduce service labor and equipment lifecycle costs and improve equipment uptime.

SmartEquip is both a service support platform but also a purchasing and procurement environment.

Rental Briefing: How has SmartEquip grown over the years?

Schuessler: Over the past 24 years, SmartEquip has grown to support almost eight hundred suppliers worldwide across more than one hundred rental fleets through its network, and this includes the top five global rental companies.

A major milestone was the 2021 acquisition of SmartEquip by Ritchie Bros. (now RB Global), which represented a movement in focus by RB Global, which had begun with the earlier acquisition of Rouse. RB Global has long been the global leader in supporting the buyer and the seller in the transactions of equipment, in maximizing the returns for buyers and sellers alike. With the acquisition of services companies, RB Global now turned its attention to maximizing the returns on owning equipment as well.

This, of course, has always been SmartEquip’s obsession: Our goal had never been to maximize the returns on an asset sale, but to maximize the returns on asset ownership.

RB Global bought Rouse a couple of years prior, given its focus on helping companies understand their performance by benchmarking pricing and utilization metrics using localized market information, and providing localized market values by showing in near-real time, what a fleet’s assets are worth in the retail and auction market.

With Rouse and SmartEquip, RB Global offers a full lifecycle experience to the owner, be it for the bookends of equipment acquisition and disposition, or the period of ownership in between the two. It’s become a very full set of solutions that covers everything that affects equipment owners, from the purchase itself, to helping determine when to sell, all while minimizing the cost of service and support along the way.

On a practical basis, the acquisition by RB Global provided us with access to a global corporate infrastructure, strategic accounts and partnerships which have all contributed significantly to accelerating SmartEquip’s growth.

Rental Briefing: What markets is SmartEquip focusing expansion on?

Schuessler: We are currently witnessing record growth rates, not just in North America, but across Europe and Asia-Pacific as well. In Europe we have sufficient penetration among the largest rental companies, who have taken the lead in making us an industry standard, such that we can now expand into supporting mid-sized rental companies as well.

In Asia-Pacific, Japan is a major focus due to its rental-focused market with over 85% rental penetration. Factors like low rental rates increase the potential impact not only of SmartEquip’s cost-reduction solutions, but also of the positive impact Rouse can have to make informed fleet management and capital allocation decisions. Two of the four largest Japanese rental companies are already on SmartEquip, and we are projecting significant growth for the years to come both here, as well as across other APAC nations such as Australia.

Rental Briefing: What challenges exist in these new markets?

Schuessler: Cultural differences can pose initial challenges to adoption, especially in Asia-Pacific markets like Japan, where relationship building is important. However, the goals of optimizing equipment utilization and costs are globally consistent, so the solution is remarkably robust across the international scope.

Unique local market factors may also impact SmartEquip’s solutions. For example, Japan’s low rental rates mean profitability for a given asset is often only achieved toward the end of its ownership lifecycle, at the point of resale. This increases the potential return on SmartEquip’s solutions that aim to reduce costs and inform optimal resale timing across the ownership period, and it increases the potential return on Rouse solutions, by helping users leverage their data to compete effectively and make informed, timely disposition decisions.

Understanding such nuances is crucial for SmartEquip to tailor its value proposition. While technology implementations may face initial hurdles, cloud-based offerings have made SmartEquip more accessible worldwide.

Partnerships are also vital, like SmartEquip’s strategic local partner in Japan that mirrors its business model and relationships. Overall, different markets represent greater opportunities due to SmartEquip’s unique ability to impact equipment ownership economics.

Rental Briefing: What is the SmartEquip e-commerce platform?

Schuessler: Originally launched as a “webshop” extension for equipment manufacturers who were already partnering with SmartEquip, the eCommerce platform has since evolved into a full-fledged solution for any company seeking to sell parts online.

Parts e-commerce requires far more extensive data structures than standard e-commerce applications, and this is where SmartEquip leverages its extensive industry knowledge to ensure accuracy and efficiency, alongside ease of use. This provides a far richer shopping experience in an equipment context, compared to general e-commerce platforms which cannot support the complex transaction surrounding parts.

Recent additions include more extensive options for online payments and user registration, supporting the use of the platform as a standalone solution rather than just an extension of SmartEquip’s Network. It has seen success with manufacturers and with dealers and rental companies who are also selling parts to their customers.

Published on 21 May, 2024

About International Rental News (IRN)

International Rental News (IRN) is written for equipment rental companies worldwide. Our readers operate in sectors including construction, general industry and events, and rent equipment including construction machines and tools, aerial platforms and telehandlers, portable accommodation, shoring equipment, and power and heating and cooling equipment.

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How to Become an Advocate for Skilled Trades

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How to Become an Advocate for Skilled Trades

Guest writer Jim Dettore returns this week with a look ahead to career pathways in “How to Become an Advocate for Skilled Trades.”

How to Become an Advocate for Skilled Trades: Promoting Mechanical Repair and Maintenance Careers.

In today’s society, skilled trades are the unsung heroes, ensuring that everything from our cars to our homes and our infrastructure runs smoothly. Despite their vital role, these professions often don’t receive the recognition they deserve. If you’re enthusiastic about promoting careers in mechanical repair and maintenance and want to become an advocate for skilled trades, here’s how you can get started.

Develop a Strong Work Ethic and Versatility

Understanding and promoting skilled trades starts with a solid work ethic and versatility. Immerse yourself in learning and performing various tasks within the mechanical repair and maintenance fields. Firsthand experience will provide you with the credibility needed to advocate effectively.

Gain Relevant Experience

Firsthand experience is crucial for speaking convincingly about the importance of skilled trades. Seek opportunities to work in various trades, particularly in mechanical repair and maintenance. Volunteering, apprenticeships, and side jobs in different sectors will help you build a diverse skill set and a deep understanding of the trades.

Hone Your Communication Skills

Effective communication is key to advocacy. Whether through public speaking, writing, or social media, improving your communication skills will help you reach a wider audience. Join a public speaking club, start a blog, and engage with audiences on platforms like YouTube, Twitter, and Instagram.

Create Compelling Content

Content creation is a powerful way to reach a broad audience. Start a YouTube channel dedicated to mechanical repair and maintenance, where you can post tutorials, interviews with professionals, and behind-the-scenes looks at various trades. Complement this with a blog and social media posts to share tips, success stories, and industry news.

Advocate for Skilled Trades

Advocacy can take many forms. Speak at schools and community events about the importance of skilled trades. Support scholarships for trade schools and promote the value of blue-collar work through your platforms. Collaborate with trade associations to create apprenticeship programs, participate in trade shows, and career fairs.

Network with Industry Professionals

Building relationships with professionals in various trades and media is essential. Join trade associations, attend industry events, and engage with online communities. These connections can provide valuable insights, opportunities, and support for your advocacy efforts.

Stay Informed and Educated

The world of skilled trades is constantly evolving with innovative technologies and industry trends. Stay up to date by reading industry publications, taking courses, and participating in workshops. This knowledge will ensure your content remains relevant and valuable to your audience.

Be Authentic and Relatable

Authenticity is crucial for connecting with your audience. Be genuine in your interactions and content. Share your successes and challenges honestly and let your passion for the trades shine through.

Seek Media Exposure

To amplify your message, seek opportunities for media exposure. Pitch stories to local news stations, appear as a guest on podcasts, and collaborate with influencers in related fields. The more visibility you have, the more impact you can make.

Leverage Your Existing Skills and Interests

If you have a background or interest in a particular field, use that as a starting point. For example, if you have experience in Failure Analysis, create content around that expertise and expand from there.

Conclusion

Becoming an advocate for skilled trades, particularly in mechanical repair and maintenance, is a rewarding and impactful endeavor. By developing your skills, creating engaging content, and building a strong network, you can highlight the essential work of tradespeople and inspire a new generation to pursue these rewarding careers.

Are you ready to roll up your sleeves and dive into the world of skilled trades? The journey starts now, and the possibilities are endless.

About the Author: Jim Dettore

Jim Dettore is a resolute educator and industry expert, teaching thousands of students in heavy-duty component failure analysis. With a wealth of experience and a deep passion for giving back to the industries he works in; Jim is committed to training the next generation of skilled tradespeople. His dedication to education and advocacy for skilled trades ensures that the vital work of mechanical repair and maintenance professionals is recognized and valued. Through his teaching and outreach, Jim continues to inspire and empower future leaders in the field.

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