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By Counterman
Scheduling of delivery drivers can be one of the more difficult personnel-related tasks for any manager. Often at the lower end of your pay scale and frequently staffed by part-time employees, these positions can be difficult to screen, fill and maintain. They are a critical link to commercial success, yet their value is easily overlooked when weekly schedules are created.
In many retail environments, analysis of prior hour-by-hour sales figures often shapes the forecast for staffing future shifts. Adequate staffing at the front counter is critical to assisting customers and moving merchandise efficiently, but in order to accurately forecast demand for delivery drivers, we must ignore the majority of retail sales, which occur in-store or, increasingly, as online purchases. Unless your business model includes “home delivery” to retail customers, staffing your delivery needs will revolve exclusively around your commercial accounts.
Having adequate delivery capability to maintain (or strengthen) your commercial relationships can look different for each location. Vehicle and personnel numbers will vary based primarily on that individual store’s customer mix and the type of market served. Wholesale jobbers generally serve a broader geographic area than retailers, due in part to their smaller store network. A chain retailer is more likely to have a greater concentration of individual stores per square mile, each serving a smaller area, while the jobber maintains a larger commercial customer base spread across a larger geographic area.
As a result, jobbers tend to make better use of scheduled route delivery, in contrast to focusing on frequent short “on-demand” deliveries in the immediate area. These schedules are much easier to forecast, as they are somewhat consistent throughout the business day. When scheduling for the “hot-shot” portion of your delivery needs, however, the natural ebb and flow of your store’s daily routine become an important factor. There are key points throughout each day that require additional delivery staffing.
Many stores enjoy some form of overnight warehouse delivery, and those daily orders will be expected at shops across your territory as soon as possible the following morning. Between those “first thing in the morning” deliveries and the daily ritual of vehicle pre-checks, the first hour of the workday can be a beehive of activity for your delivery staff. By the time your trucks are returning from their early rounds, orders generated from those 8 a.m. diagnostic appointments at shops across your market have begun to filter in, resulting in another rush. Customer calls ramp up again before and during the traditional lunch hour, as shops try to arrange deliveries to arrive before technicians return from their breaks. Another flurry of dispatches will be in response to the afternoon’s diagnostics, with shops hoping to wrap up repairs before end of day, and to beat the overnight order deadlines for the next day’s business.
In addition to customer-driven rushes, we may also see a spike in driver demand centered around our own incoming deliveries. Stores with midday warehouse deliveries will see a surge in demand around these times, as well as those created by UPS or FedEx drop-offs. Most of our best customers already know what time to expect such special orders, and the volume of “where’s my stuff?” calls will add to the sense of immediacy felt by everyone on staff!
Delivery scheduling can also be adversely affected by seasonality and holidays. Freezing or snowy weather not only creates delays in parts deliveries from the warehouse and at store levels, but it can also limit an individual driver’s ability to report for duty as scheduled, creating a gap in coverage. Coupled with the longer delivery times required for the remaining staff to complete routes safely, it can create temporary bottlenecks. Holidays also create personnel issues, as we attempt to find coverage for those days that everyone wants to spend with family and friends. Travel-intensive holidays like Memorial Day, Independence Day and Labor Day also create an increased demand from shops prepping vehicles for extended trips, with added pressure for everyone to complete repairs, often at the last minute.
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By Counterman
NEXUS Automotive International and Wolf Oil Corporation are celebrating 10 years of partnership. The companies call it a decade defined by collaboration, global connectivity and sustained international growth. Since joining
link hidden, please login to view in 2016, the network has grown into a global ecosystem connecting entrepreneurial aftermarket leaders across multiple regions. Today, link hidden, please login to viewand NEXUS work together in around 50 countries, combining international reach with local market engagement. NEXUS Academy and Events
Through active participation in NEXUS initiatives, Wolf Oil contributes to strengthening the aftermarket ecosystem while supporting the industry’s transition toward new technologies. As a partner within the NEXUS Academy, Wolf Oil plays a role in helping educate the aftermarket, sharing expertise that enables distributors and workshops to keep pace with rapid technical change. Beyond technical collaboration, the partnership is also built on relationships. Wolf Oil actively participates in global and regional NEXUS events, connecting with partners across markets and reinforcing the importance of personal connections in an aftermarket driven by trust and collaboration.
Franck Jolly on the Partnership
“Our ten-year partnership with
link hidden, please login to view demonstrates the strength of a truly global aftermarket community,” said Franck Jolly, global sales trademarks & marketing director at Wolf Oil Corporation. “Together, we combine international reach with local entrepreneurship, creating opportunities for innovation and sustainable growth across markets. Beyond business, NEXUS brings people together, and we are proud to contribute to a network that values collaboration, knowledge sharing and a long-term vision.” Gaël Escribe on Growth and Collaboration
“Ten years of partnership with Wolf Oil Corporation have proven that the most powerful growth comes from shared ambition,” said Gaël Escribe, CEO of NEXUS Automotive International. “By uniting global expertise with local ingenuity, we don’t just adapt to change; we drive it. Together, we’ve built more than a partnership. We’ve created a movement where trust fuels innovation and collaboration paves the way for the future.”
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By NAPA
Christian Eckes vaulted himself back into championship contention with a stout effort at Bristol Motor Speedway on Friday night. The driver of the No. 91 Columbia Bank Chevrolet Silverado RST finished fifth, earned a stage victory and scored the most points of all drivers with 48. Eckes paced the field for 132 of the 250 circuits which helped him advance to fifth in the championship standings, just 17 markers out of the lead.
The Columbia Bank Chevrolet started second after Eckes delivered his best qualifying effort of the year, narrowly missing out on the pole by 0.02 seconds. On lap three, Eckes swiftly claimed control of the event by hooking the bottom of the speedway and held a comfortable lead for 62 of 65 laps in Stage 1. He efficiently navigated lapped traffic to secure his second stage victory of the season and pocketed 10 championship points on lap 65.
In an effort to preserve critical track position, crew chief Dave Elenz elected to keep Eckes on track during the stage caution, along with most lead-lap competitors. When the race restarted on lap 79, Eckes jumped out to another lead and reported his handling had moderately improved from the first segment. He held the lead until a caution on lap 118 flipped the race’s script. Eckes pitted for four tires, as did the majority of the field, but restarted eighth on lap 128 after multiple trucks stayed out on older tires. He was able to regain two positions to run sixth by the end of Stage 2 on lap 130 and tally five points.
Eckes stayed on track to begin the final segment and restarted third on lap 142. A sequence of three cautions over the next 25 laps featured mad scrambles on restarts amongst the top four as Eckes vied to retake the lead. After briefly claiming the lead on the lap-179 restart, Eckes and the No. 1 truck made contact racing for the lead, sparking a multi-truck incident in Turn 1, which he narrowly escaped. He restarted as the leader on lap 179, but a loose balance would eventually hamper his pace over the final 27 laps. Eckes took the checkered flag in fifth for his third top-five result of the year and his second-highest point total of the season.
“It was a step in the right direction for sure,” Eckes said. “I think we led the most laps, had the fastest lap, so we’re bringing fast trucks. Qualified second. Qualifying has been kind of an issue for us for the last couple weeks. I feel like we’re heading in the right direction on there. Just need to clean up a lot of mistakes on my end. I lost the handling a little bit and track position is so important. I just screwed up the restart pretty bad and screwed up the restart before then. Lot of mental decisions I got to make better and we’ll make them at Texas.”
Start / Finish: 2 / 5
Points Standing / Total: 5th / 191 pts. (-17)
Next Race: Friday, May 1, Texas Motor Speedway
How to Watch or Listen: 8:00 p.m. ET on FS1 or SiriusXM
NAPA:
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Bill McAnally Racing: link hidden, please login to view The post
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