For TransWood Inc., supplier partnerships help enhance safety and efficiency
“We believe in partnering with our suppliers,” says Bill Coburn, director of maintenance at TransWood Inc. “Those relationships mean that manufacturers are very involved in our decision making processes, especially when it comes to vehicle specifications.”
In business since 1928, Omaha, Neb.-based TransWood is a privately-owned chemical and petroleum carrier that fields about 600 tractors and nearly 1,500 trailers. Included are International, Freightliner, Kenworth and Volvo tractors and Heil, Polar and Brenner tankers and compressed gas trailers.
Primary concern
“The nature of our business means that safety is a primary concern,” Coburn says. “Specifying components and systems that enhance vehicle safety is a worthwhile investment for us. One rollover is too many, so if we can eliminate just one accident, the savings we realize are much more valuable than just the cost of the equipment.”
That approach at TransWood, a winner of multiple safety awards, has meant that all new tractors and trailers in the fleet are now being outfitted with braking control and stability components supplied by Meritor WABCO Vehicle Control systems. On average tractors are replaced every five to six years, and while trailer life-cycle can be as long as 30 years. New equipment is added to the fleet on a regular basis.
Meritor WABCO components and systems being specified on the TransWood fleet include ABS, and about one third of the carrier’s tractors are now fitted with Meritor WABCO’s InfoLink system, which enables the carrier to monitor everything from tire pressure to truck speed to fuel status.
Another technology in use at TransWood is Meritor WABCO’s roll stability control systems. “A single rollover could cost us $160,000 in equipment alone,” Coburn says. “Combine that with the cost of cargo, the potential hazards associated with hauling chemicals and petroleum, the time and expense related to an accident, and these stability control products are critical to safe vehicle operation.
Very valuable
“Safety and product reliability are very valuable to us,” Coburn continues, “but equally important is service. Part of the strength of our relationship with a supplier like Meritor WABCO is its service and warranty coverage, including some simple and effective diagnostic tools that have helped minimize downtime as well.”
As examples, Coburn points out that its Meritor WABCO ABS is easily diagnosed without additional equipment or tools, and when service is required the system’s design allows for replacement of individual components to keep costs down. Other diagnostic tools from the manufacturer, like its DataMaster and TOOLBOX Software, are also providing the fleet with complete troubleshooting and repair capabilities.
“Information that minimizes downtime and keeps us running safely and efficiently is essential in our operation,” Coburn states. “Not only do we have a large number of vehicles on the road at all times, we have 43 company shops, located at 45 of our terminals, and each is staffed by two or three technicians. In our main shop, in Council Bluffs, Neb., we have a staff of 19 people. The value of accurate, up-to-date information and maintenance technology cannot be understated.”
TransWood’s relationship with Meritor WABCO dates back 15 years, to the time that Bill Coburn joined the fleet. An engineer in the steel industry for 29 years, he immediately sought out suppliers who could help him effectively address the company’s needs, including the goal of continuously improving safety and efficiency.
“Today,” Coburn states, “our partnership with suppliers like Meritor WABCO Vehicle Control Systems strongly demonstrates how a good marriage can help a company’s efforts to improve safety and operate more efficiently.” FE
Working with Supplier Partners
As the experience of TransWood, Inc. illustrates, most fleet managers know that the better the relationship with suppliers, the better the spec’ing process, training and warranty recovery. In most cases, a fleet manager buys from whom he knows and trusts.
For ArvinMeritor and Meritor WABCO, that kinship is a major element in conducting long-term business. Recently, some of the manufacturer’s regional managers offered real-life tips on making a supplier-fleet relationship beneficial for both parties:
• Fleets should use suppliers as counselors and even partners on finding more fuel-efficient drivetrains. With knowledge of the entire drivetrain, the district managers offer insights on torque management, gearing speeds, stopping distances and exact vocational application needs. “True, trusting relationships show consistency in being win-win for the fleet and the supplier,” reminded John Hinesley, regional manager-Southwest, based in Dallas.
• Training on existing or new products, in-person or online, is available simply by asking and at no charge. Even with remotely located technicians, dialing in for online training has proven effective.
• On service issues, we don’t “cut and run” –– it’s a long-term relationship through the good times and the tough times. “We live there, we’re known there, we make regular visits, we know the mechanics,” admitted Mac Whittemore, regional manager-Midwest, based in Minneapolis.
• A true partner does exactly what the fleet asks. Integrity is built from the long haul by (a supplier) doing what he says he’ll do. Be it in areas of training, new spec’s, bringing new technology breakthroughs, solving or troubleshooting maintenance situations, or warranty on a unit down.
• Business relationships often turn into true personal friendships, but it’s important to keep the two (business and friendship) in their proper perspective. “Our purpose is to create trust and build confidence,” Mark Kollasch, regional manager-West, based in Portland, said, “and it’s just icing on the cake if he becomes my golfing or bowling buddy.”
• Stocking the right aftermarket parts and the right quantity can be derived from a solid supplier relationship. “We can minimize servicing time and even offer assistance on emergency parts replacements because our customers must be up and running for any of us to stay in business,” suggested Jim Whirt, regional manager-Southeast, in Atlanta.
