(Associated Asphalt)Īssociated Asphalt supplies liquid asphalt in nearly 35 facilities on the East Coast. 15 on the for-hire TT100 list.įleet managers agree that a clean and organized shop helps with productivity. The team also considers fleet activity along with units coming out of service and new ones coming in. Locations’ fleet profiles are considered. The team recommends stocking levels and reorder points and also recommends the preferred supplier for each part. Penske orders stock parts daily at a system level through a centralized parts ordering team. 5 on the Transport Topics Top 100 list of the largest for-hire carriers in North America.Ĭhris Hough, vice president of maintenance design and engineering for Penske Truck Leasing, is part of a company with 426,000-plus trucks, more than 10,900 technicians and more than 930 shops across North America. XPO, based in Greenwich, Conn., ranks No. “We look for parts that are being used consistently and should be added to our inventory while simultaneously finding existing items in our inventory that are no longer in use and discontinuing them in a way that still captures some of their value.” “As a data-driven organization, we’re constantly looking at data to identify trends,” Carter noted. To eliminate downtime, XPO uses a maintenance management system to streamline procurement. The settings change based on seasons, the age of equipment and other factors. The company evaluates its inventory settings quarterly. If a part has been special-ordered more than twice in a 90-day period, it probably will be added to inventory. Parts clerks order noninventory parts at the request of technicians. If an on-hand part drops below a minimum threshold, the system automatically reorders. Usage histories are reviewed to determine the best inventory levels for each part. XPO uses a maintenance management system to streamline procurement. Likewise, when it comes to the parts themselves, the company looks at the total cost of ownership, such as wear rates and replacement mileages. Cost is not the only factor the company is looking for suppliers who can meet the company’s needs, such as delivering parts frequently. XPO, which operates more than 35,000 tractors and trailers serviced by 61 shops, annually bids out its parts business to suppliers who can service the company’s nationwide footprint. It eliminates downtime and equipment being brought into the shop more than once. Having the right parts available when they are needed is the key to success, said Chris Carter, vice president of maintenance for XPO. Once there is a consensus that a part is a good fit, it will be assigned a part number. The company starts with a 90-day test that is expanded if successful. Non-OEM parts are tested, and Skinner has to approve them. The company tries to use only original equipment manufacturer parts for its all-Freightliner fleet. To procure parts, Ozark Motor Lines relies primarily upon its dealership groups and nationwide parts suppliers. Bays have stenciled areas where technicians place parts after completed repairs so clerks can put them in the right place and track them. Some tools are stored and managed by the clerks, with technicians required to check them out to prevent them from being lost. This strategy helps parts clerks maintain an organized shop. Employees have found parts for equipment that is no longer in the fleet. If a part is commonly found and has no supply chain challenges, the company will return it to its supplier and request a credit it typically receives. ► TMC Corner: Summer Conference Places Priority on EducationĮvery six months, aging inventory is scrutinized. ► Baxter: Natural Gas Engines Could Reduce Fuel, Maintenance ► Trucking Industry Works to Make Electric CVs More Affordable ► Freeze: Step Up Push to Bring Veterans Into Trucking
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