Auto-Wares, Moog Louisville Warehouse Join Forces
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By Counterman
Don Bickle Jr. and Tim Bickle, owners of Hays, Kansas-based Warehouse Inc. and its network of S&W Supply stores, announced they have partnered with
link hidden, please login to view, a third-generation, family-owned auto parts distributor based in St. Cloud, Minnesota. APH supports more than 300 locations across the Midwest. Corporate locations rebranded as S&W Supply Auto Value
Warehouse Inc.’s nine corporate locations will be rebranded as S&W Supply Auto Value, as part of the transition. Following the transition, Don Jr. and Tim Bickle will remain involved as senior advisors, and Ryan Bickle, vice president of sales, will continue in a leadership role.
Roots date to 1934
S&W Supply’s roots date to 1934, when Claude Sutter and Don Wells founded the company during the Great Depression. What began as a small automotive parts operation grew steadily, with Don and Lyle (Bickle) Wells helping expand the business and relocate it to Hays, where it remains today.
In 1966, Warehouse Inc. was established to support wholesale distribution across western Kansas. Today, the company serves customers in automotive, heavy-duty, industrial, agricultural and oilfield markets.
Commitment to people, service and long-term growth
The decision to partner with APH reflects a shared commitment to people, service and long-term growth.
“Family and service have always been at the heart of S&W Supply,” Don Jr. said. “Joining the
link hidden, please login to view family ensures our employees and customers will continue to be supported while expanding our reach and capabilities for the future.” Tim Bickle said, “Joining APH gives us the opportunity to strengthen our operations and expand the services we offer to our customers. With their resources and support, we can innovate more quickly, streamline processes, and continue building on the foundation our family established more than 90 years ago.”
“APH was a natural partner,” Ryan Bickle said. “They share our values and our approach to growth – investing in people, maintaining a strong culture and staying focused on the customer.”
Strategic expansion and longstanding relationship
For APH, the partnership represents both a strategic expansion and the continuation of a longstanding relationship.
“We are honored that Don and Tim chose to join the APH family,” said Corey Bartlett, CEO and owner of APH. “S&W Supply and Warehouse Inc. share our customer-first mindset and commitment to service, making this a strong fit as we grow into new markets. We’re excited to welcome their team and build on the impressive business they’ve created.”
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By Counterman
The majority of our everyday sales come directly from our in-stock inventories. Our customers have an expectation that the parts and products they require for a wide variety of vehicle repairs will be waiting for them when they call or stop into our store locations. Inventory is our most valuable physical asset aside from storefront real estate, but it is the investment that arguably has the most direct effect on success.
The harsh reality is that no inventory, no matter how carefully curated, can fulfill every customer’s needs on every visit. We can blame the proliferation of parts categories or the complexities of today’s repair environment, even attribute it to the number of vehicle brands for which we provide coverage, but today’s inventory programs must provide a breadth of offerings unlike anything we’ve supplied before. Special orders are a necessity in today’s marketplace, and effectively handling this portion of our business is critical for our success.
Special orders come in many forms, from a simple out-of-stock situation that requires immediate fulfillment, to a request for a rare or hard-to-find component that may take an extensive search to source. For a warehouse-class mover, we will likely only need to place an order from our distribution center and wait for the next regularly-scheduled delivery window. These same-day and next-day orders still count as special orders, but aren’t the ones that really set us apart from the competition.
Finding “needles in haystacks” is where our special order skills are the most in-demand. Connecting a customer with a hard-to-find part often requires us to work outside of our usual warehousing system, which comes with its own set of unique challenges. When we work within our own familiar system, we usually know how long of a lead time to expect, what return and core policies may be in effect, and have an established framework for tracking and billing these items. Having a network of secondary or “one-off” vendors can complicate matters, but is critical for fulfilling many of the more “oddball” customer requests.
Setting clear expectations when providing “outside-the-box” solutions is essential to keeping customers (and your accounting department) satisfied. When we choose to offer an “outside part,” we assume some level of responsibility for that item in terms of warranty or suitability, and we must be able to follow-up if something goes wrong, sometimes at our own expense. Establish clear guidelines for how you’re willing to compensate your customer in the event that a special order is defective, damaged, or no longer needed. Your “occasional” vendors may have different terms from your primary suppliers, so be sure that a promise made can be a promise kept!
When it comes to billing special order parts, it is important to figure all associated costs when arriving at the final resale price. The purchase price of the item, any core charges, shipping fees (including costs associated with return shipment of cores) and even handling charges all contribute to the final cost, and need to be considered when calculating the resale value. Prepayment in full will help prevent abandoned orders and protect your bottom line, but does require you to calculate your total cost before completing the transaction. A best practice is to invoice the part separately from the charges involved in getting it to you. If you are forced to take the part back later, those separate “acquisition charges” aren’t automatically forfeited.
Considering that most special order policies offer limited or no refundability, it is doubly important that we get things right the first time! Your customer understands that you are going “above and beyond” to assist them in their search for the perfect product, but their appreciation for your efforts quickly disappears if the results don’t match the expectations which you have set.
The post
link hidden, please login to view appeared first on link hidden, please login to view.
link hidden, please login to view -
By Counterman
The majority of our everyday sales come directly from our in-stock inventories. Our customers have an expectation that the parts and products they require for a wide variety of vehicle repairs will be waiting for them when they call or stop into our store locations. Inventory is our most valuable physical asset aside from storefront real estate, but it is the investment that arguably has the most direct effect on success.
The harsh reality is that no inventory, no matter how carefully curated, can fulfill every customer’s needs on every visit. We can blame the proliferation of parts categories or the complexities of today’s repair environment, even attribute it to the number of vehicle brands for which we provide coverage, but today’s inventory programs must provide a breadth of offerings unlike anything we’ve supplied before. Special orders are a necessity in today’s marketplace, and effectively handling this portion of our business is critical for our success.
Special orders come in many forms, from a simple out-of-stock situation that requires immediate fulfillment, to a request for a rare or hard-to-find component that may take an extensive search to source. For a warehouse-class mover, we will likely only need to place an order from our distribution center and wait for the next regularly-scheduled delivery window. These same-day and next-day orders still count as special orders, but aren’t the ones that really set us apart from the competition.
Finding “needles in haystacks” is where our special order skills are the most in-demand. Connecting a customer with a hard-to-find part often requires us to work outside of our usual warehousing system, which comes with its own set of unique challenges. When we work within our own familiar system, we usually know how long of a lead time to expect, what return and core policies may be in effect, and have an established framework for tracking and billing these items. Having a network of secondary or “one-off” vendors can complicate matters, but is critical for fulfilling many of the more “oddball” customer requests.
Setting clear expectations when providing “outside-the-box” solutions is essential to keeping customers (and your accounting department) satisfied. When we choose to offer an “outside part,” we assume some level of responsibility for that item in terms of warranty or suitability, and we must be able to follow-up if something goes wrong, sometimes at our own expense. Establish clear guidelines for how you’re willing to compensate your customer in the event that a special order is defective, damaged, or no longer needed. Your “occasional” vendors may have different terms from your primary suppliers, so be sure that a promise made can be a promise kept!
When it comes to billing special order parts, it is important to figure all associated costs when arriving at the final resale price. The purchase price of the item, any core charges, shipping fees (including costs associated with return shipment of cores) and even handling charges all contribute to the final cost, and need to be considered when calculating the resale value. Prepayment in full will help prevent abandoned orders and protect your bottom line, but does require you to calculate your total cost before completing the transaction. A best practice is to invoice the part separately from the charges involved in getting it to you. If you are forced to take the part back later, those separate “acquisition charges” aren’t automatically forfeited.
Considering that most special order policies offer limited or no refundability, it is doubly important that we get things right the first time! Your customer understands that you are going “above and beyond” to assist them in their search for the perfect product, but their appreciation for your efforts quickly disappears if the results don’t match the expectations which you have set.
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By Counterman
The
link hidden, please login to view announced the relocation of its St. Louis Office and CVL Warehouse, effective April 1, 2026, to a new facility within the greater St. Louis area. The move marks a significant milestone in the company’s continued growth and expanding network, according to HDA Truck Pride. As the HDA Truck Pride Network continues to scale its operations and strengthen its membership network, the new location provides the space, infrastructure and efficiencies needed to support that momentum, the company said. The relocation reflects the organization’s ongoing investment in growth, innovation and long-term operational excellence.
“This move is a direct result of our continued expansion,” said Tina Hubbard, president and CEO of
link hidden, please login to view. “As our network grows, it’s essential that our facilities grow with it. This new location allows us to better support our members, enhance operational efficiency and position the organization for the future.” The post
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By Counterman
Autologue Computer Systems announced the successful deployment of its eOffice customer portal by Eastern Auto Parts Warehouse.
link hidden, please login to view is based in Langhorne, Pennsylvania. It operates 40 locations and is a member of the Aftermarket Auto Parts Alliance.
link hidden, please login to viewsaid this implementation marks a major step for Eastern Auto Parts Warehouse. The company said it enhances customer service and operational efficiency by providing a seamless digital experience. Streamlining Customer Portal Functions
eOffice is Autologue’s customer portal. The company designed it to empower automotive repair shops and other customers to efficiently manage accounts with parts distributors.
link hidden, please login to view said the portal offers several features, including: Invoice and Statement Retrieval: Easy access to historical financial documents. Balance Inquiry: Real-time checking of account balances. Payment Confirmation: Verification of posted payments. Online Payment Functionality: Secure and convenient digital payment options. By centralizing these functions, eOffice expedites payment collection. It also gives customers unmatched ease of use. The solution is widely adopted by auto parts distributors across North America. It helps them achieve faster and easier payment processes.
Industry Support and Benefits
“The successful deployment of eOffice at Eastern Auto Parts Warehouse is a testament to our commitment to providing cutting-edge solutions that truly benefit our customers,” said Charlie Boscarino, national sales manager at Autologue. “eOffice is designed to streamline operations and improve cash flow for distributors, while offering their customers the convenience and transparency they expect in today’s digital world. We are thrilled to see Eastern embrace this technology.”
Commitment to Digital Innovation
“Implementing eOffice aligns with our dedication to enhancing our customer experience and modernizing our financial processes,” said Jack Mills, director of data and software integrations for Eastern Auto Parts Warehouse. “The ability for our customers to easily access their account information and make payments online will undoubtedly improve efficiency for both them and us.”
“Eastern Auto Parts Warehouse is a highly respected and forward-thinking organization within the Aftermarket Auto Parts Alliance,” Jim Franco, president and CEO of Autologue, added. “By leveraging Autologue business tools, Eastern Auto Parts has demonstrated their confidence in our ability to provide superior solutions for the automotive aftermarket.”
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