RVDA Report

REPLACEMENT PARTS AVAILABILITY

TAS K FORCE

The Replacement Parts Availability Task Force focused on improving the consumer experience by

examining the issue of parts availability within the RV industry. The group identied several root

causes for the di-culties involved with delivering RV replacement parts from their source to RV

dealerships in a timely and e-cient manner. These root causes include a lack of parts numbering;

a lack of parts manuals and/or parts lists; inconsistent inventory stocking programs within the

delivery channel; few 24-hour delivery options; limited factory technical assistance; few parts

obsolescence programs; inconsistent return policies for dealers; no bar coding standards, and no

parts ordering standards for dealers. Over the course of two years, the Task Force thoroughly studied

these areas and developed potential solutions.

Members:

Debbie Brunoforte -Task Force Chairman, Little Dealer, Little Prices

Chris Braun, Teton Homes

Dale Britton, Lazydays RV SuperCenter, Inc.

Rick Deisler, Keystone RV Co.

Ron Dempster,BRD Supply, Inc.

Dan Eckenroad, Kwikee/Power Gear Products

Garry Enyart, Cummins Onan Generators

Jess Fowler,DTI RV Parts & Appliances

Darrel Friesen, All Seasons RV

Danielle Hanoud,U.S.R.V., Inc.

William Hawley, Hawley Brothers, Inc.

Cloyce Hutton, Hutton's RV Center, Inc.

April Klein, Monaco Coach Corp.

Janae Kurtz,Damon RV

Aaron LaFleur, Monaco Coach Corp.

Larry Lebryk, Atwood Mobile Products

Randy Mast, Keystone RV Co.

Kevin McArt, Forest River Inc.

Mike McKay, Stag-Parkway

Je rey Pastore,Hartville RV Center, Inc.

Amy Pennington,RV Outlet Mall

Carl Pfalzgraf, Atwood Mobile Products

Sean Raynor, IDS-Integrated Dealer Systems

Je Rutherford, Carefree of Colorado

Jason Shea er,Pinch Pond Family Campground

Pat Stratton,Forest River, Inc.

Jack Tierney, Thetford Corp. & Norcold, Inc.

Larry Troutt, Topper's Camping Center

Tony Yerman, RV Service Consultant

Sta:

Mac Bryan, RVIA

Karl Etshied, RVAA

Ronnie Hepp, RVDA

Bob Schmitt,RVIA

CRITICAL ISSUE - Parts Numbering

The Replacement Parts Availability Task Force recommends that OEM manufacturers and component

parts suppliers have a process to identify all component parts and maintain an internal "Bill

of Materials" or similar database. Such a database would include proprietary information to be

maintained by the OEM and used in developing a parts manual.

may also include the OEM part number.

• The OEM makes a determination to provide and set up a specic part number.
• The OEM determines if the part number generated by the parts manufacturer should be

tied to an internal OEM part number.

• The OEM determines how internally built parts and any parts that do not carry a parts

manufacturer number would be numbered.

the parts database should re-ect both numbers.

• The OEM utilizes the Basic recommendations.
• The OEM develops a database that can cross reference numbers between the original parts

manufacturer number and any OEM internal parts number.

• The OEM implements a standard naming and numbering convention that allows for

recognition between part numbers and for future updates to the database.

physically numbered when possible. Parts should also be available through an electronic webbased

format that includes schematics and diagrams supported by a "Bill of Materials" or permanent

documentation.

• The OEM utilizes the Basic and Better recommendations.
• The OEM develops a parts numbering system that allows for the physical numbering of

parts. This could be done at the parts manufacturer level or the OEM level.

• The OEM determines if the physical part carries the parts number of the OEM, the parts

manufacturer, or both.

• The OEM develops a database to catalog all parts and any related parts numbers. The database

would require functionality to allow constant updating and the ability to store the parts

numbers and tie the specic parts numbers to related schematics, diagrams, and photos.

CRITICAL ISSUE - Parts Manual/Parts List

It is recommended that OEM manufacturers and component parts supplies maintain a process to

identify and catalog all component parts. To support the product, it is recommended that the OEM

maintain an internal "Bill of Materials" or a similar database that is understood to be proprietary

information to be maintained by the OEM and used by the OEM to provide a parts manual.

for a specic make and model.

• The OEM determines the format that achieves the Basic requirements and provides the

customer with a useable format that also matches the resources the OEM is willing to

assign to the project.

• The OEM assesses current operating systems to determine i t can accommodate a parts

numbering program and catalog.

• The OEM determines if the part number used will be based on the vendor number, a

unique OEM number, or a combination of both.

• The OEM determines if the part number will be specic to the VIN, model, or vendor

number, or a combination of all.

• The OEM determines what form the part description will take and if any standard naming

convention would be used.

• Once a systematic assessment is made of the above recommendations, the OEM would

proceed to meeting the Basic requirements by gathering parts identication data, moving

that information to the selected format, and communicating to the customer base.

based on make and model in an electronic format (CD/DVD or web-based).

• The OEM follows the Basic recommendations.
• The OEM selects appropriate software and allocates the resources needed to achieve a

web-based or CD-based parts catalog format.

• The OEM solicits from the parts manufacturers the parts information to allow the link

between the main components and subcomponents of the part, when applicable.

• The OEM implements a standard process for updating and adding parts to the database

and catalog as the parts manufacturers and the OEM make changes.

online. All parts are identied by a unique number in an electronic online format. These documents

should include illustrations or enlarged views (when applicable) of components based on

make and model. OEMs will cross reference the OEM part number with the vendor part number

whenever possible. If an item is only available from the supplier to the OEM as an assembly, then

the number, cost, and availability of that item to the dealer would be listed as the full component

assembly, not the un-numbered and separately unavailable subcomponents of that assembly.

• The OEM follows the Basic and Better recommendations.
• The OEM creates an advanced website portal to allow web-based parts orders through a

web-based catalog. The ability to order parts online will require the OEM to consider a

number o- eatures such as: order types; shipping options; reporting status for the dealer;

order feedback capabilities; special orders issues; order credits and quotes. It is also suggested

that a progression of order types include a draft order, conrmed order, packing

slip, and invoice.

• The OEM develops a process to collect and catalog enlarged views of parts through a webbased

online portal. These enlarged views should be based on model and make and tied to

a specic OEM part number.

• The OEM partners with shipping vendors to provide online shipment tracking through an

assigned tracking number for each shipment so customers can go online for immediate

access to the shipping information and progress of the shipment.

CRITICAL ISSUE - Designated Inventory Stocking Programs Within the Channel

While there is consensus that distributors and suppliers generally maintain adequate inventory

levels, it is recommended that both dealers and OEMs develop processes to maintain optimal parts

inventory levels.With the diverse nature of various dealer parts departments as well as the fact

that most dealers obtain parts from multiple supply sources, dealer stocking levels should be

determined primarily by the dealer's historical parts usage. OEMs should also provide support and

historical information to dealers as a secondary resource to allow the dealer to make optimal parts

inventory decisions.

A. Dealers Should Work with OEMs to Set Stocking Levels for Frequently Used Parts

OEM Recommendations:

• Provide dealers with a minimum suggested stock parts list (by part number and quantity).
• Provide dealers with a listing of high-use, high-cost parts that dealers may choose not

to stock.

• Provide dealers with estimated arrival times for parts deliveries.
• Make high-use parts readily available for ordering with part numbers and cost information

readily accessible by dealers in a parts manual.

• Provide dealers with dealer-speci historical parts ordering information on a quarterly

report that includes part numbers, cost and quantity ordered for a period of three months.

• Provide dealers with historical parts ordering information for the 30 highest demand parts

shipped on a

plus part numbers and the quantity of parts available only through the OEM.

Dealer Recommendations:

• Track their own historical data, and do not rely solely on OEM or aftermarket suppliers.
• Set a regular parts inventory review schedule to facilitate re-ordering low stock and

returning overstocked items.

• Place orders with OEMs in an agreed-upon manner (i.e. telephone, fax, electronic).
• Promptly return defective parts in accordance with the written guidelines established by

the OEM.

• Handle warranty replacements and service in accordance with written guidelines established

by the OEM.

B. OEM and Dealer Recommendations to Stock Frequently Used Parts

• Dealers evaluate and consult with OEM to set appropriate minimum and maximum

stocking levels.

• Maintain an inventory tracking system that monitors inventory turns and parts usage to

facilitate optimal stocking decisions.

• Establish a stock of generic parts and supplies frequently used in repairs and service (i.e.

pipe ttings, sealants, etc.).

• Establish a system to identify the sources of generic parts and supplies, and to address

organized numbering, tracking and cost factors.

• Identify and stock appropriate levels o- requently used RV appliance and equipment

repair and service parts.

• Maintain a list o- requently used parts ordered from OEM supplier vendors, identied by

vendor with appropriate ordering procedures.

• Set a regular inventory review schedule to facilitate re-ordering generic parts and supplies

as well as parts ordered from OEM supplier vendors.

• Control physical access to all parts and supplies to insure accurate inventories and proper

billing on repair orders as well as to reduce loss due to shrinkage.

C. Dealers Should Work With Aftermarket Suppliers to Stock Items for Retail Sale

• Dealers should establish a retail area, if adequate display and storage space is available, for

the marketing to RV consumers of add-on and convenience products and accessories.

• Dealers should consult and work with aftermarket suppliers to establish appropriate

product selection and quantities.

• Dealers should set a regular inventory review schedule to facilitate re-ordering aftermarket

items for retail.

CRITICAL ISSUE - Fast Delivery (24 Hour) Process

As the RV industry is primarily focused on providing products for enjoyment, ensuring that repair

parts are available to correct problems is essential. It is recommended that OEMs, suppliers, distributors

and dealers develop a robust and repeatable delivery process that is documented, trainable

and measurable to allow for faster and more accurate parts deliveries. Also, e-ective communications

during repair events is critical, especially in emergency situations.

A. Service Parts Organization

• OEMs and component parts suppliers have dedicated sta-to handle parts orders received

from dealers, including both routine stocking orders and emergency orders. This dedicated

group may increase in size during "peak season," which may vary by manufacturer and

geographic location.

• It is recommended that the parts organization be segmented into two categories-

customer service and fulllment-with both groups working together to meet

customer needs.

B. Service Parts Order Types

• Orders should be separated into two primary categories: Stock Orders and Emergency (or

Unit Down) Orders.

• Stock Orders are to provide sucient parts support for new product introductions or to

replenish inventory. Stock orders are placed by dealers regularly (once or twice per month)

and fullled by OEMs shipping component parts in two weeks or less.

• Emergency or Unit Down Orders are placed on an as needed basis. Because of the critical

nature of these orders, parts typically need to be shipped via premium overnight freight

on the same day the order is received or within 24 hours (if received after the OEM or

component parts supplier's designated cuto-time).

C. Communication of Order Fulllment

• It is recommended that for Stock Orders, a designated order entry day and shipment day

be provided (i.e. stock orders placed on Tuesday ship on the following Tuesday).

• For Emergency or Unit Down Orders, communication is critical, especially if the part(s) is

not available. OEMs, suppliers and dealers need to keep the customer informed of the

delivery date. E-ective communication will make customers feel condent that everything

possible is being done to resolve their problem.

D. Parts Shipments Covered Under Warranty

• Dealers, OEMs and component parts suppliers should agree on the fastest and most reasonable

shipment method for warranty repair parts.

E. Emergency After Hours Shipping

• Dealers should consult with OEMs and component parts suppliers about the availability

and cost o- ullling orders after business hours.

CRITICAL ISSUE - Factory Technical Help

One of the factors contributing to issues surrounding replacement parts availability is the lack of

technical help at the OEM and component parts supplier level.

A. Standardized Work ow and Templates

• Create standardized workow and templates that cover three basic situations: when the

dealer knows the part number; when the problem is known but the needed part number

unknown; and when technical assistance is required to diagnose the problem and determine

the correct parts needed for the repair.

• Dealer should gather basic information before contacting OEM or component parts supplier,

including: Coach number; VIN number; model; year; motorized or towable; a brief

description of problem; part description; color (i.e. wood or hardware color); curb side or

road side; where the part is used; dimensions; and the quantity needed.

• Process should begin with generating a work order and/or parts card or ticket complete

with the above information. Technician should call or e-mail the OEM or component

parts supplier to provide the information and e-mail a digital photo if necessary.

• Create a "tickler" le or other process to keep the customer informed while awaiting

response from the OEM or components parts supplier.

• OEM or component parts supplier should determine whether the problem can be diagnosed

on the spot or if more research is needed. If the problem is diagnosed on the spot,

the part number should be identied and the order process fullled. If the problem

requires additional research, the OEM or component parts supplier should contact the

dealer after the research is completed and a part number should be provided at that time.

B. Training

• Train OEM parts personnel to decide when dealers should be directed to component parts

suppliers for information on repair parts.

• Create documentation showing when units were built to assist OEM, component parts

suppliers and dealership personnel.

• Parts personnel should be properly trained. Dealership parts personnel should be RVDA

certied Parts Specialists or Parts Managers.

C. Compensation

• Dealers should provide compensation packages that reduce turnover and reward

technicians who achieve certication.

D. Create Interest in RV Technical Careers

• Expand apprenticeship and outreach programs.

E. Education

• Educate the dealer community about potential prots achievable through a successful

service operation sta-ed by certied employees.

F. Web-based and Electronic Tools

• Use electronic parts ordering and authorization systems when available.
• OEMs and component parts suppliers should have a technical section on their web sites

where password protected entry allows access to repair manuals, enlarged views, parts lists,

installation instructions, frequently asked questions and troubleshooting guides.

• OEMs and component parts suppliers need to link their most frequently asked parts questions

with their most common troubleshooting problems.

• Establish a web-based portal allowing all parts personnel to post a question and get an

answer, instead of waiting on hold on the phone for an answer.

CRITICAL ISSUE - Obsolescence of Replacement Parts

It is recommended that a process be established providing for parts to be made available for a

period of at least seven years from the date of manufacture, with notication of obsolete parts and

their replacement parts incorporated into a parts manual.

When an OEM or component parts supplier determines a part is obsolete, the company will identify

a suitable replacement part. The original part and/or replacement part should be available for

a period of at least seven years from the initial RV retail sale date. All related parts manuals and

price lists will be updated to re ect changes.

CRITICAL ISSUE - Factory Parts Return Policies for Dealers

There is limited and inconsistent communication about parts return policies between dealers,

component parts suppliers and OEMs.

It is recommended that processes be adopted by OEMs and component parts suppliers to streamline

parts returns. Such a process should include:

• Submission of Returns Request - includes completion of the OEM's Parts Return Form by

the dealer and Return Authorization by the OEM, as well as pre-screening of parts to mitigate

return o neligible parts and speed administrative process.

• Disposition of Parts - Parts on the return request should be sorted as follows:
• Restock at OEM/Saleable - parts will be re-stocked at OEM
• Excess to OEM - non-saleable parts that are excess to OEM
• Field Scrap - parts to be scrapped in eld
• Rejects - parts not allowed to be returned under the return policy
• Communication of "Pick Lists" to Dealer - OEM sorts submitted parts numbers and

responds with instructions for picking and shipping with a time goal of 10 days.

• Dealer Picking and Packing - approved parts must be picked and packed as directed by

the OEM. Each shipment should be properly labeled with each skid having a packing

slip. Packing slip should contain parts numbers, descriptions, and quantities of parts

being returned.

• Dealer Shipping - returns should be sent to the OEM's designated return site.
• Credit Process - although processing time may vary by OEM, target baseline for credit

"turnaround" time should be 45 days or less.

• Reimbursement Rates - dealers should be reimbursed for returned parts at the percentage

of the part's DN price at the time of return.

• Process and Timing for Issuing Credit on Returns - to better track return shipments,

OEM should be informed of the date when the return leaves the dealer facilitOyE. M may

also require dealer to provide copies of packing lists and the number of skids/boxes sent.

• General Processing Cycle Time - OEM should process returned material within 45 days

from receipt of return shipment.

• Part Quality Requirements - all returned parts must be in saleable condition.

CRITICAL ISSUE - Bar Coding Standards

It is recommended that OEMs create a bill of materials and bar code for each RV. The bar code

would relate to the entire RV's bill of materials. OEMs and component parts suppliers are encouraged

to bar code the most practical parts rst (i.e. the highest failure parts and parts used most

often for service repairs). Parts that cannot be bar coded due to size, shape, cosmetic considerations,

should be set aside as exceptions.

CRITICAL ISSUE - Parts Ordering Standards at Dealerships

It is recommended that dealerships implement a parts ordering process to improve customer

service. The process should include:

A. Customer Calls for Service Appointment

• Dealer obtains customer information on a standard form (i.e. customer's name, address,

telephone number, vehicle type, VIN number and a brief description of the service or

repair needed).

• Dealer determines if service will be under warranty, extended service contract, or on a

customer-pay basis. Dealer explains to customer the ordering process for non-stocked parts.

B. Customer Arrives At Dealership (Check-In Process)

• Dealer reviews complaint with customer; determines whether it's a warranty issue and

checks for manufacturer recalls.

• Dealer advises customer of the possibility of delays based on parts that may need to be

ordered from OEMs and/or backlog of existing repair jobs.

• Dealer provides customer with written notice stating that if the unit is useable, but the

customer chooses to store the unit with the dealer until the service is completed, that the

customer acknowledges storage was their decision, and does not imply that the unit is

inoperable or out of service. The dealer should also obtain the customer's signature on a

copy of this notice(see sample notice in Append.ix)

C. Pre-Diagnosis Inspection of a Customer's Vehicle

• Dealer conducts a pre-diagnosis of the customer's vehicle at check-in.
• Service writer (preferably certied) conducts preliminary diagnosis to determine what

parts are needed for service and if parts are in stock.

• Dealer orders parts needed within three working days from the OEM or component

parts supplier.

• Dealer schedules service, calls customer regarding approximate time frame for service, and

notes on repair order the time and date of call.

• Dealer provides a written notice via mail informing the customer if their vehicle is useable

in its present condition and requests they pick it up and return it to the dealership on the

D. Customer Vehicle Goes to Repair Bay for Full Diagnosis

• Technician (preferably certied or master certied) reviews the complaint; conrms

parts orders from pre-diagnosis; and identies any other stock parts and supplies needed

for service.

• Technician diagnoses complaint and records ndings in writing on the repair order,

including any complaints that could not be reproduced.

• Technician checks with the parts department to determine if parts and supplies needed for

service are in stock.

E. Warranty Determination Is Made

• Dealer works with the appropriate OEM or components parts supplier and follows procedures

to determine whether a particular repair or service item is covered under warranty.

• Dealer calls the customer to provide notice of warranty decision and makes a written note

on the repair order of the time and date of the call.

F. Parts Needed for Service are Requisitioned

• Technician orders in stock parts and supplies needed for service from parts department.
• Technician completes a Special Order Request (SOR) for any needed part not in stock.
• Technician checks on status of any parts ordered during pre-diagnosis.

G. Parts to be Ordered are Sourced by Vendor

• Dealers SOR buyer contacts the appropriate vendors to place orders using correct

procedures and parts numbers supplied by OEMs or component parts suppliers.

H. Parts Order is Placed

• Dealers SOR buyer obtains conrmation from vendors of orders placed and the estimated

time of arrival (ETA).

• Dealer should call the customer to provide notice of ETAs and make written note on the

repair order of the time and date of the call.

I. Parts Order is Filed for Follow-Up by Service Advisor

• Dealer should le submitted orders by customer name and note ETAs on calendar.

Calendar should be monitored and OEM/component parts supplier called if ETA is overdue.

• Dealer should call customer to update ETAs if earlier time commitments have changed

and make written note on repair order noting time and date of call.

J. Parts Order is Received

• Dealer checks in received parts against parts order and logs in all received parts by the

customer's name and date received.

• Service writer and technician are notied that parts were received.

K. Parts Order is Billed, Delivered to Service Bay, and Installed

• If the customer is at the dealership, the dealer should charge the part to the repair order.
• If the customer has left the dealership, the dealer should call customer to give notice that

parts have arrived, conrm the service appointment, and make a written note on the

repair order of the time and date of the call.

• Dealer should process returns to the vendor of any ordered parts held for more than 30

days after giving notice, if the customer fails to schedule or keep appointment.

• Parts are delivered to the service bay and the technician completes service.

APPENDIX

The following sample notice and letters are designed to provide guidance to dealers for items

identied in the Potential Solutions and Critical Issues in the Replacement Parts Availability section.

Dealers may use these letters or create their own based on the information they contain.

Dealers may wish to consult with their legal counsel regarding these letters.

NOTICE ON UNIT STORAGE

Date

Dear [Customer],

Thank you for the opportunity to service your RV.

During this process your RV will be inspected and evaluated by our [Certied] Technicians to determine

its service needs. This inspection may determine that your RV is useable in its present condition

while awaiting completion of the requested service. However, because parts may need to be

ordered from outside vendors, there may be a delay until your RV service appointment takes place.

If your RV is useable, there is no need for you to miss out on enjoying it as much as possible until

the scheduled appointment date.We will notify you as soon as possible by telephone and/or a follow

up letter whether your RV is useable and should remain in your possession until the appointment

date. If, after you receive this notice, you choose to leave your RV with us, you acknowledge

that this choice constitutes a voluntary request on your part and does not imply that your RV is

inoperable or out of service.

Please sign and date on the line below to indicate that you acknowledge and understand this

notice, and keep a copy for your records.

Name Signature Date

Letter Informing Customer That Their Unit is Useable in Present Condition Until the Scheduled

APPOINTMENT FOR WARRANTY SERVICE

Date

Dear [Customer],

This letter is in regards to your RV, which is at our facility for service under warranty. I appreciate

the faith you have placed in us to perform warranty repairs on your RV.

Our technicians have conducted an evaluation of your RV service needs and determined that your

RV is usable in its present condition while awaiting warranty service. This service is scheduled to

be performed on [date]. An important benet of owning a RV is the -exibility to take spontaneous

trips. Because your RV is useable and the warranty item at issue does not render your unit

"out of service," there is no need for you to miss out on enjoying it as much as possible until the

scheduled appointment date.

Please pick up your RV as soon as possible, from Monday through Saturday from 9:00 am until

4:00 pm. Please return the RV on [date] for the scheduled warranty service.

We appreciate your business and will be happy to answer any questions you may have.

Happy Camping, [Service Manager]

Letter Informing Customer Their Unit is Useable In Its Present Condition Until the Scheduled

APPOINTMENT FOR NON-WARRANTY SERVICE

Date

Dear [Customer],

This letter is in regards to your RV, which is at our facility for service. I appreciate the faith you

have placed in us to repair your RV.

Our technicians have conducted an evaluation of your RV service needs and determined that your

RV is usable in its present condition while awaiting service. This service is scheduled to be performed

on [date]. An important benet of owning a RV is the -exibility to take spontaneous trips.

Because your RV is useable, there is no need for you to miss out on enjoying it as much as possible

until its scheduled appointment date.

Please pick up your RV as soon as possible, from Monday through Saturday from 9:00 am until

4:00 pm. Please return the RV on [date] for the needed service.

We appreciate your business and will be happy to answer any questions you may have.

Happy Camping, [Service Manager]

REPLACEMENT PARTS AVAILABILITY

TAS K FORCE

The Replacement Parts Availability Task Force focused on improving the consumer experience by

examining the issue of parts availability within the RV industry. The group identied several root

causes for the di-culties involved with delivering RV replacement parts from their source to RV

dealerships in a timely and e-cient manner. These root causes include a lack of parts numbering;

a lack of parts manuals and/or parts lists; inconsistent inventory stocking programs within the

delivery channel; few 24-hour delivery options; limited factory technical assistance; few parts

obsolescence programs; inconsistent return policies for dealers; no bar coding standards, and no

parts ordering standards for dealers. Over the course of two years, the Task Force thoroughly studied

these areas and developed potential solutions.

Members:

Debbie Brunoforte -Task Force Chairman, Little Dealer, Little Prices

Chris Braun, Teton Homes

Dale Britton, Lazydays RV SuperCenter, Inc.

Rick Deisler, Keystone RV Co.

Ron Dempster,BRD Supply, Inc.

Dan Eckenroad, Kwikee/Power Gear Products

Garry Enyart, Cummins Onan Generators

Jess Fowler,DTI RV Parts & Appliances

Darrel Friesen, All Seasons RV

Danielle Hanoud,U.S.R.V., Inc.

William Hawley, Hawley Brothers, Inc.

Cloyce Hutton, Hutton's RV Center, Inc.

April Klein, Monaco Coach Corp.

Janae Kurtz,Damon RV

Aaron LaFleur, Monaco Coach Corp.

Larry Lebryk, Atwood Mobile Products

Randy Mast, Keystone RV Co.

Kevin McArt, Forest River Inc.

Mike McKay, Stag-Parkway

Je rey Pastore,Hartville RV Center, Inc.

Amy Pennington,RV Outlet Mall

Carl Pfalzgraf, Atwood Mobile Products

Sean Raynor, IDS-Integrated Dealer Systems

Je Rutherford, Carefree of Colorado

Jason Shea er,Pinch Pond Family Campground

Pat Stratton,Forest River, Inc.

Jack Tierney, Thetford Corp. & Norcold, Inc.

Larry Troutt, Topper's Camping Center

Tony Yerman, RV Service Consultant

Sta:

Mac Bryan, RVIA

Karl Etshied, RVAA

Ronnie Hepp, RVDA

Bob Schmitt,RVIA

CRITICAL ISSUE - Parts Numbering

The Replacement Parts Availability Task Force recommends that OEM manufacturers and component

parts suppliers have a process to identify all component parts and maintain an internal "Bill

of Materials" or similar database. Such a database would include proprietary information to be

maintained by the OEM and used in developing a parts manual.

may also include the OEM part number.

• The OEM makes a determination to provide and set up a specic part number.
• The OEM determines if the part number generated by the parts manufacturer should be

tied to an internal OEM part number.

• The OEM determines how internally built parts and any parts that do not carry a parts

manufacturer number would be numbered.

the parts database should re-ect both numbers.

• The OEM utilizes the Basic recommendations.
• The OEM develops a database that can cross reference numbers between the original parts

manufacturer number and any OEM internal parts number.

• The OEM implements a standard naming and numbering convention that allows for

recognition between part numbers and for future updates to the database.

physically numbered when possible. Parts should also be available through an electronic webbased

format that includes schematics and diagrams supported by a "Bill of Materials" or permanent

documentation.

• The OEM utilizes the Basic and Better recommendations.
• The OEM develops a parts numbering system that allows for the physical numbering of

parts. This could be done at the parts manufacturer level or the OEM level.

• The OEM determines if the physical part carries the parts number of the OEM, the parts

manufacturer, or both.

• The OEM develops a database to catalog all parts and any related parts numbers. The database

would require functionality to allow constant updating and the ability to store the parts

numbers and tie the specic parts numbers to related schematics, diagrams, and photos.

CRITICAL ISSUE - Parts Manual/Parts List

It is recommended that OEM manufacturers and component parts supplies maintain a process to

identify and catalog all component parts. To support the product, it is recommended that the OEM

maintain an internal "Bill of Materials" or a similar database that is understood to be proprietary

information to be maintained by the OEM and used by the OEM to provide a parts manual.

for a specic make and model.

• The OEM determines the format that achieves the Basic requirements and provides the

customer with a useable format that also matches the resources the OEM is willing to

assign to the project.

• The OEM assesses current operating systems to determine i t can accommodate a parts

numbering program and catalog.

• The OEM determines if the part number used will be based on the vendor number, a

unique OEM number, or a combination of both.

• The OEM determines if the part number will be specic to the VIN, model, or vendor

number, or a combination of all.

• The OEM determines what form the part description will take and if any standard naming

convention would be used.

• Once a systematic assessment is made of the above recommendations, the OEM would

proceed to meeting the Basic requirements by gathering parts identication data, moving

that information to the selected format, and communicating to the customer base.

based on make and model in an electronic format (CD/DVD or web-based).

• The OEM follows the Basic recommendations.
• The OEM selects appropriate software and allocates the resources needed to achieve a

web-based or CD-based parts catalog format.

• The OEM solicits from the parts manufacturers the parts information to allow the link

between the main components and subcomponents of the part, when applicable.

• The OEM implements a standard process for updating and adding parts to the database

and catalog as the parts manufacturers and the OEM make changes.

online. All parts are identied by a unique number in an electronic online format. These documents

should include illustrations or enlarged views (when applicable) of components based on

make and model. OEMs will cross reference the OEM part number with the vendor part number

whenever possible. If an item is only available from the supplier to the OEM as an assembly, then

the number, cost, and availability of that item to the dealer would be listed as the full component

assembly, not the un-numbered and separately unavailable subcomponents of that assembly.

• The OEM follows the Basic and Better recommendations.
• The OEM creates an advanced website portal to allow web-based parts orders through a

web-based catalog. The ability to order parts online will require the OEM to consider a

number o- eatures such as: order types; shipping options; reporting status for the dealer;

order feedback capabilities; special orders issues; order credits and quotes. It is also suggested

that a progression of order types include a draft order, conrmed order, packing

slip, and invoice.

• The OEM develops a process to collect and catalog enlarged views of parts through a webbased

online portal. These enlarged views should be based on model and make and tied to

a specic OEM part number.

• The OEM partners with shipping vendors to provide online shipment tracking through an

assigned tracking number for each shipment so customers can go online for immediate

access to the shipping information and progress of the shipment.

CRITICAL ISSUE - Designated Inventory Stocking Programs Within the Channel

While there is consensus that distributors and suppliers generally maintain adequate inventory

levels, it is recommended that both dealers and OEMs develop processes to maintain optimal parts

inventory levels.With the diverse nature of various dealer parts departments as well as the fact

that most dealers obtain parts from multiple supply sources, dealer stocking levels should be

determined primarily by the dealer's historical parts usage. OEMs should also provide support and

historical information to dealers as a secondary resource to allow the dealer to make optimal parts

inventory decisions.

A. Dealers Should Work with OEMs to Set Stocking Levels for Frequently Used Parts

OEM Recommendations:

• Provide dealers with a minimum suggested stock parts list (by part number and quantity).
• Provide dealers with a listing of high-use, high-cost parts that dealers may choose not

to stock.

• Provide dealers with estimated arrival times for parts deliveries.
• Make high-use parts readily available for ordering with part numbers and cost information

readily accessible by dealers in a parts manual.

• Provide dealers with dealer-speci historical parts ordering information on a quarterly

report that includes part numbers, cost and quantity ordered for a period of three months.

• Provide dealers with historical parts ordering information for the 30 highest demand parts

shipped on a

plus part numbers and the quantity of parts available only through the OEM.

Dealer Recommendations:

• Track their own historical data, and do not rely solely on OEM or aftermarket suppliers.
• Set a regular parts inventory review schedule to facilitate re-ordering low stock and

returning overstocked items.

• Place orders with OEMs in an agreed-upon manner (i.e. telephone, fax, electronic).
• Promptly return defective parts in accordance with the written guidelines established by

the OEM.

• Handle warranty replacements and service in accordance with written guidelines established

by the OEM.

B. OEM and Dealer Recommendations to Stock Frequently Used Parts

• Dealers evaluate and consult with OEM to set appropriate minimum and maximum

stocking levels.

• Maintain an inventory tracking system that monitors inventory turns and parts usage to

facilitate optimal stocking decisions.

• Establish a stock of generic parts and supplies frequently used in repairs and service (i.e.

pipe ttings, sealants, etc.).

• Establish a system to identify the sources of generic parts and supplies, and to address

organized numbering, tracking and cost factors.

• Identify and stock appropriate levels o- requently used RV appliance and equipment

repair and service parts.

• Maintain a list o- requently used parts ordered from OEM supplier vendors, identied by

vendor with appropriate ordering procedures.

• Set a regular inventory review schedule to facilitate re-ordering generic parts and supplies

as well as parts ordered from OEM supplier vendors.

• Control physical access to all parts and supplies to insure accurate inventories and proper

billing on repair orders as well as to reduce loss due to shrinkage.

C. Dealers Should Work With Aftermarket Suppliers to Stock Items for Retail Sale

• Dealers should establish a retail area, if adequate display and storage space is available, for

the marketing to RV consumers of add-on and convenience products and accessories.

• Dealers should consult and work with aftermarket suppliers to establish appropriate

product selection and quantities.

• Dealers should set a regular inventory review schedule to facilitate re-ordering aftermarket

items for retail.

CRITICAL ISSUE - Fast Delivery (24 Hour) Process

As the RV industry is primarily focused on providing products for enjoyment, ensuring that repair

parts are available to correct problems is essential. It is recommended that OEMs, suppliers, distributors

and dealers develop a robust and repeatable delivery process that is documented, trainable

and measurable to allow for faster and more accurate parts deliveries. Also, e-ective communications

during repair events is critical, especially in emergency situations.

A. Service Parts Organization

• OEMs and component parts suppliers have dedicated sta-to handle parts orders received

from dealers, including both routine stocking orders and emergency orders. This dedicated

group may increase in size during "peak season," which may vary by manufacturer and

geographic location.

• It is recommended that the parts organization be segmented into two categories-

customer service and fulllment-with both groups working together to meet

customer needs.

B. Service Parts Order Types

• Orders should be separated into two primary categories: Stock Orders and Emergency (or

Unit Down) Orders.

• Stock Orders are to provide sucient parts support for new product introductions or to

replenish inventory. Stock orders are placed by dealers regularly (once or twice per month)

and fullled by OEMs shipping component parts in two weeks or less.

• Emergency or Unit Down Orders are placed on an as needed basis. Because of the critical

nature of these orders, parts typically need to be shipped via premium overnight freight

on the same day the order is received or within 24 hours (if received after the OEM or

component parts supplier's designated cuto-time).

C. Communication of Order Fulllment

• It is recommended that for Stock Orders, a designated order entry day and shipment day

be provided (i.e. stock orders placed on Tuesday ship on the following Tuesday).

• For Emergency or Unit Down Orders, communication is critical, especially if the part(s) is

not available. OEMs, suppliers and dealers need to keep the customer informed of the

delivery date. E-ective communication will make customers feel condent that everything

possible is being done to resolve their problem.

D. Parts Shipments Covered Under Warranty

• Dealers, OEMs and component parts suppliers should agree on the fastest and most reasonable

shipment method for warranty repair parts.

E. Emergency After Hours Shipping

• Dealers should consult with OEMs and component parts suppliers about the availability

and cost o- ullling orders after business hours.

CRITICAL ISSUE - Factory Technical Help

One of the factors contributing to issues surrounding replacement parts availability is the lack of

technical help at the OEM and component parts supplier level.

A. Standardized Work ow and Templates

• Create standardized workow and templates that cover three basic situations: when the

dealer knows the part number; when the problem is known but the needed part number

unknown; and when technical assistance is required to diagnose the problem and determine

the correct parts needed for the repair.

• Dealer should gather basic information before contacting OEM or component parts supplier,

including: Coach number; VIN number; model; year; motorized or towable; a brief

description of problem; part description; color (i.e. wood or hardware color); curb side or

road side; where the part is used; dimensions; and the quantity needed.

• Process should begin with generating a work order and/or parts card or ticket complete

with the above information. Technician should call or e-mail the OEM or component

parts supplier to provide the information and e-mail a digital photo if necessary.

• Create a "tickler" le or other process to keep the customer informed while awaiting

response from the OEM or components parts supplier.

• OEM or component parts supplier should determine whether the problem can be diagnosed

on the spot or if more research is needed. If the problem is diagnosed on the spot,

the part number should be identied and the order process fullled. If the problem

requires additional research, the OEM or component parts supplier should contact the

dealer after the research is completed and a part number should be provided at that time.

B. Training

• Train OEM parts personnel to decide when dealers should be directed to component parts

suppliers for information on repair parts.

• Create documentation showing when units were built to assist OEM, component parts

suppliers and dealership personnel.

• Parts personnel should be properly trained. Dealership parts personnel should be RVDA

certied Parts Specialists or Parts Managers.

C. Compensation

• Dealers should provide compensation packages that reduce turnover and reward

technicians who achieve certication.

D. Create Interest in RV Technical Careers

• Expand apprenticeship and outreach programs.

E. Education

• Educate the dealer community about potential prots achievable through a successful

service operation sta-ed by certied employees.

F. Web-based and Electronic Tools

• Use electronic parts ordering and authorization systems when available.
• OEMs and component parts suppliers should have a technical section on their web sites

where password protected entry allows access to repair manuals, enlarged views, parts lists,

installation instructions, frequently asked questions and troubleshooting guides.

• OEMs and component parts suppliers need to link their most frequently asked parts questions

with their most common troubleshooting problems.

• Establish a web-based portal allowing all parts personnel to post a question and get an

answer, instead of waiting on hold on the phone for an answer.

CRITICAL ISSUE - Obsolescence of Replacement Parts

It is recommended that a process be established providing for parts to be made available for a

period of at least seven years from the date of manufacture, with notication of obsolete parts and

their replacement parts incorporated into a parts manual.

When an OEM or component parts supplier determines a part is obsolete, the company will identify

a suitable replacement part. The original part and/or replacement part should be available for

a period of at least seven years from the initial RV retail sale date. All related parts manuals and

price lists will be updated to re ect changes.

CRITICAL ISSUE - Factory Parts Return Policies for Dealers

There is limited and inconsistent communication about parts return policies between dealers,

component parts suppliers and OEMs.

It is recommended that processes be adopted by OEMs and component parts suppliers to streamline

parts returns. Such a process should include:

• Submission of Returns Request - includes completion of the OEM's Parts Return Form by

the dealer and Return Authorization by the OEM, as well as pre-screening of parts to mitigate

return o neligible parts and speed administrative process.

• Disposition of Parts - Parts on the return request should be sorted as follows:
• Restock at OEM/Saleable - parts will be re-stocked at OEM
• Excess to OEM - non-saleable parts that are excess to OEM
• Field Scrap - parts to be scrapped in eld
• Rejects - parts not allowed to be returned under the return policy
• Communication of "Pick Lists" to Dealer - OEM sorts submitted parts numbers and

responds with instructions for picking and shipping with a time goal of 10 days.

• Dealer Picking and Packing - approved parts must be picked and packed as directed by

the OEM. Each shipment should be properly labeled with each skid having a packing

slip. Packing slip should contain parts numbers, descriptions, and quantities of parts

being returned.

• Dealer Shipping - returns should be sent to the OEM's designated return site.
• Credit Process - although processing time may vary by OEM, target baseline for credit

"turnaround" time should be 45 days or less.

• Reimbursement Rates - dealers should be reimbursed for returned parts at the percentage

of the part's DN price at the time of return.

• Process and Timing for Issuing Credit on Returns - to better track return shipments,

OEM should be informed of the date when the return leaves the dealer facilitOyE. M may

also require dealer to provide copies of packing lists and the number of skids/boxes sent.

• General Processing Cycle Time - OEM should process returned material within 45 days

from receipt of return shipment.

• Part Quality Requirements - all returned parts must be in saleable condition.

CRITICAL ISSUE - Bar Coding Standards

It is recommended that OEMs create a bill of materials and bar code for each RV. The bar code

would relate to the entire RV's bill of materials. OEMs and component parts suppliers are encouraged

to bar code the most practical parts rst (i.e. the highest failure parts and parts used most

often for service repairs). Parts that cannot be bar coded due to size, shape, cosmetic considerations,

should be set aside as exceptions.

CRITICAL ISSUE - Parts Ordering Standards at Dealerships

It is recommended that dealerships implement a parts ordering process to improve customer

service. The process should include:

A. Customer Calls for Service Appointment

• Dealer obtains customer information on a standard form (i.e. customer's name, address,

telephone number, vehicle type, VIN number and a brief description of the service or

repair needed).

• Dealer determines if service will be under warranty, extended service contract, or on a

customer-pay basis. Dealer explains to customer the ordering process for non-stocked parts.

B. Customer Arrives At Dealership (Check-In Process)

• Dealer reviews complaint with customer; determines whether it's a warranty issue and

checks for manufacturer recalls.

• Dealer advises customer of the possibility of delays based on parts that may need to be

ordered from OEMs and/or backlog of existing repair jobs.

• Dealer provides customer with written notice stating that if the unit is useable, but the

customer chooses to store the unit with the dealer until the service is completed, that the

customer acknowledges storage was their decision, and does not imply that the unit is

inoperable or out of service. The dealer should also obtain the customer's signature on a

copy of this notice(see sample notice in Append.ix)

C. Pre-Diagnosis Inspection of a Customer's Vehicle

• Dealer conducts a pre-diagnosis of the customer's vehicle at check-in.
• Service writer (preferably certied) conducts preliminary diagnosis to determine what

parts are needed for service and if parts are in stock.

• Dealer orders parts needed within three working days from the OEM or component

parts supplier.

• Dealer schedules service, calls customer regarding approximate time frame for service, and

notes on repair order the time and date of call.

• Dealer provides a written notice via mail informing the customer if their vehicle is useable

in its present condition and requests they pick it up and return it to the dealership on the

D. Customer Vehicle Goes to Repair Bay for Full Diagnosis

• Technician (preferably certied or master certied) reviews the complaint; conrms

parts orders from pre-diagnosis; and identies any other stock parts and supplies needed

for service.

• Technician diagnoses complaint and records ndings in writing on the repair order,

including any complaints that could not be reproduced.

• Technician checks with the parts department to determine if parts and supplies needed for

service are in stock.

E. Warranty Determination Is Made

• Dealer works with the appropriate OEM or components parts supplier and follows procedures

to determine whether a particular repair or service item is covered under warranty.

• Dealer calls the customer to provide notice of warranty decision and makes a written note

on the repair order of the time and date of the call.

F. Parts Needed for Service are Requisitioned

• Technician orders in stock parts and supplies needed for service from parts department.
• Technician completes a Special Order Request (SOR) for any needed part not in stock.
• Technician checks on status of any parts ordered during pre-diagnosis.

G. Parts to be Ordered are Sourced by Vendor

• Dealers SOR buyer contacts the appropriate vendors to place orders using correct

procedures and parts numbers supplied by OEMs or component parts suppliers.

H. Parts Order is Placed

• Dealers SOR buyer obtains conrmation from vendors of orders placed and the estimated

time of arrival (ETA).

• Dealer should call the customer to provide notice of ETAs and make written note on the

repair order of the time and date of the call.

I. Parts Order is Filed for Follow-Up by Service Advisor

• Dealer should le submitted orders by customer name and note ETAs on calendar.

Calendar should be monitored and OEM/component parts supplier called if ETA is overdue.

• Dealer should call customer to update ETAs if earlier time commitments have changed

and make written note on repair order noting time and date of call.

J. Parts Order is Received

• Dealer checks in received parts against parts order and logs in all received parts by the

customer's name and date received.

• Service writer and technician are notied that parts were received.

K. Parts Order is Billed, Delivered to Service Bay, and Installed

• If the customer is at the dealership, the dealer should charge the part to the repair order.
• If the customer has left the dealership, the dealer should call customer to give notice that

parts have arrived, conrm the service appointment, and make a written note on the

repair order of the time and date of the call.

• Dealer should process returns to the vendor of any ordered parts held for more than 30

days after giving notice, if the customer fails to schedule or keep appointment.

• Parts are delivered to the service bay and the technician completes service.

APPENDIX

The following sample notice and letters are designed to provide guidance to dealers for items

identied in the Potential Solutions and Critical Issues in the Replacement Parts Availability section.

Dealers may use these letters or create their own based on the information they contain.

Dealers may wish to consult with their legal counsel regarding these letters.

NOTICE ON UNIT STORAGE

Date

Dear [Customer],

Thank you for the opportunity to service your RV.

During this process your RV will be inspected and evaluated by our [Certied] Technicians to determine

its service needs. This inspection may determine that your RV is useable in its present condition

while awaiting completion of the requested service. However, because parts may need to be

ordered from outside vendors, there may be a delay until your RV service appointment takes place.

If your RV is useable, there is no need for you to miss out on enjoying it as much as possible until

the scheduled appointment date.We will notify you as soon as possible by telephone and/or a follow

up letter whether your RV is useable and should remain in your possession until the appointment

date. If, after you receive this notice, you choose to leave your RV with us, you acknowledge

that this choice constitutes a voluntary request on your part and does not imply that your RV is

inoperable or out of service.

Please sign and date on the line below to indicate that you acknowledge and understand this

notice, and keep a copy for your records.

Name Signature Date

Letter Informing Customer That Their Unit is Useable in Present Condition Until the Scheduled

APPOINTMENT FOR WARRANTY SERVICE

Date

Dear [Customer],

This letter is in regards to your RV, which is at our facility for service under warranty. I appreciate

the faith you have placed in us to perform warranty repairs on your RV.

Our technicians have conducted an evaluation of your RV service needs and determined that your

RV is usable in its present condition while awaiting warranty service. This service is scheduled to

be performed on [date]. An important benet of owning a RV is the -exibility to take spontaneous

trips. Because your RV is useable and the warranty item at issue does not render your unit

"out of service," there is no need for you to miss out on enjoying it as much as possible until the

scheduled appointment date.

Please pick up your RV as soon as possible, from Monday through Saturday from 9:00 am until

4:00 pm. Please return the RV on [date] for the scheduled warranty service.

We appreciate your business and will be happy to answer any questions you may have.

Happy Camping, [Service Manager]

Letter Informing Customer Their Unit is Useable In Its Present Condition Until the Scheduled

APPOINTMENT FOR NON-WARRANTY SERVICE

Date

Dear [Customer],

This letter is in regards to your RV, which is at our facility for service. I appreciate the faith you

have placed in us to repair your RV.

Our technicians have conducted an evaluation of your RV service needs and determined that your

RV is usable in its present condition while awaiting service. This service is scheduled to be performed

on [date]. An important benet of owning a RV is the -exibility to take spontaneous trips.

Because your RV is useable, there is no need for you to miss out on enjoying it as much as possible

until its scheduled appointment date.

Please pick up your RV as soon as possible, from Monday through Saturday from 9:00 am until

4:00 pm. Please return the RV on [date] for the needed service.

We appreciate your business and will be happy to answer any questions you may have.

Happy Camping, [Service Manager]