November 25, 2024 • 42 mins
Episode 346: With HDAW 2025 coming up fast, we were thinking back to past HDAW trips. In 2023, while heading to HDAW, our host Jamie Irvine, was able to visit the headquarters of Sampa USA with a camera crew and interview some of their people as well as check out their warehouse. His interviews highlighted what makes Sampa USA stand out as well as their commitment to providing high-quality parts.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Jamie Irvine (00:00):
You're listening to the Heavy-Duty Parts Report.
I'm your host, jamie Irvin, andthis is the place where we have
conversations that empowerheavy-duty people.
Welcome to another episode ofthe Heavy-Duty Parts Report.
So glad that you're here today.
If you're like me, hdaw is areal highlight for you every
(00:21):
single year, and right now, atthe time of this episode going
live in late November, we arereally just under two months
away from HDAW 2025.
Now, over the last few years,I've had the opportunity to
attend HDAW, and every time I gothere I have really taken so
(00:42):
much value from attending thisshow.
In my opinion, this is the showfor heavy duty parts.
Right, it's all aboutaftermarket.
It's about parts distribution.
The suppliers are there, allthe key players in the industry
come together, and it really isan excellent week that can set
the tone for your entire year.
Now, a couple of years ago, Iwas able to go down to Texas a
(01:06):
little early and spend some timeat the US headquarters for
Sampa, and it was such aninteresting episode.
We aired this a couple of yearsago where I'm going to take you
on the entire journey, soyou're going to get a flavor for
what it takes to travel fromCanada to go down to Texas in
(01:27):
the middle of winter and howthat is awesome for us Canadians
.
We're going to talk a littlebit about going to HDAW and then
I'm going to take you on a tourof this facility, and I think
that this is something that forme, it was just a special
episode.
It was one that I wanted toshare with our new listeners.
(01:48):
There's so many more thousandsof people listening to our show
today than there were a coupleof years ago, so I want to share
this special episode with youand take you on this journey.
For those that have heard itbefore one more time and for
those that are new to the showfor the first time.
So I hope you enjoy it.
We're going to move away fromour usual format because this is
(02:10):
a little bit of a specialepisode, and so I hope you enjoy
it.
So get your bags packed, let'sgo.
So I'm really excited aboutheading to Texas.
It's not just getting a chanceto visit Sampa, about heading to
Texas, it's not just getting achance to visit Sampa, but I'm
really looking forward to goingto HDAW this year and I don't
know, as you can tell as aCanadian it is the middle of
(02:31):
winter right now, so any chanceto go south.
I'm always excited to get awayfrom the Canadian winter, so
come with me on this trip and Ican't wait to see what we learn
when we visit Sampa.
It's a two-hour drive toEdmonton International Airport.
In the winter you do have to becareful on icy roads, but the
drive gives me time to listen tomy favorite podcasts and get
(02:54):
caught up.
From Edmonton I'm flying toToronto.
That's about a 2,100-mile trip,and then from there I fly from
Toronto to Dallas, and that wasa 1,400-mile trip.
Dallas is a large airport, butI've been here before so I know
my way around.
Since I travel light, I don'thave to wait for luggage.
Actually, the biggest issue isusually finding the ride share
(03:17):
location to get picked up byyour Uber driver.
So I've got my Uber driver andbecause I am going to be here
all week and I'm also attendingHDAW this week, I'm going to go
get checked into my hotel.
I'm going to head over to theGaylord Texan Resort and
Convention Center where HDAWwill be held, and in the morning
I'm going to head over toSampa's US headquarters.
(03:38):
Looking forward to it.
It's Monday morning and I'mreally excited.
Today I'm going to spend theday with the team at Sampa at
their US headquarters.
So I'm going to get ready andhead over there now.
When I first arrived at Sampa'sUS headquarters, my video and
audio crew hadn't yet arrivedand so I was anxious to go
(03:59):
inside, introduce myself andhave an opportunity to just take
a quick tour of the place so Icould get a first impression.
And I was kind of happy thatthe camera crew wasn't there
because I got the opportunity tosee what the place was like.
You know, if I just walked inwith cameras rolling, I don't
think you get as much of anauthentic first impression.
(04:20):
But because I was able to justgo in and introduce myself
quickly to the office and thenjust walk around the warehouse
they gave me access to it I gotto see the whole team in action
and honestly, I don't think theyeven noticed that I was there.
So I felt like that was more ofan authentic first impression
of the actual reality of whatit's like to work there at the
(04:43):
US headquarters.
Actual reality of what it'slike to work there at the US
headquarters.
And I'll tell you that one ofthe first impressions that I had
was how much inventory theyactually have.
The pallet racking is right tothe ceiling.
Every pallet rack is jammedfull.
There's inventory down on thefloor as well, and I remember
thinking to myself they're goingto need a bigger warehouse
(05:03):
pretty soon.
The second thing that reallystruck me was I was there at
just a few minutes past 8 am andthe place was busy.
The office was busy, thewarehouse was busy.
You could tell that people wereon a mission, they had work to
get done and they were moving,and so I thought that was a
really good sign, because one ofthe things that Sampa has said
(05:25):
in my previous conversationswith them is how important it is
to have inventory for theircustomers, and you know they
have a big quality focus as well.
But it really seemed to me likethe things that they had said
in previous discussions wasactually true.
I got the impression that thisis the way it is every day and
this is a place where they'regetting things done.
(05:48):
So after that, my audio andvideo crew showed up.
We got set up and we wanted tosit down with each of the
departments of the company toreally get a feel from them
firsthand.
What are they doing to makethem stand out as different?
And the first person that Italked to was a member of the
leadership group, and wheneverI'm talking to leadership,
especially when I'm talking to aglobal company that has come to
(06:10):
the North American market, I'malways interested in
understanding what opportunitiesthey saw when they first came
to the North American market andhow are they capitalizing on
those opportunities.
And my discussion here with amember of their leadership group
didn't disappoint.
Listen into what they had to say.
So you've been sellingheavy-duty parts in the North
(06:33):
American market since 2018.
Your CEO said in a recentinterview with us that they
looked at the heavy-duty partsbeing sold in North America at
that time and they saw a qualitygap between OE and aftermarket
parts that parts being sold inNorth America at that time and
they saw a quality gap betweenOE and aftermarket parts that
were being sold and they feltthat the trucking industry
really deserved better.
So after hearing that quote, Iwas really curious From your
(06:55):
perspective, jeff.
Why do you think that gapoccurred in the heavy-duty parts
industry in the first place?
Jeff Williams (07:01):
So essentially, it was a combination of two
things.
So, as these globalmanufacturers were looking to
grow and they come into theNorth American marketplace to
grow, at the same time, ourcustomers were actually looking
to differentiate themselves.
The world was just becoming alittle more competitive and they
needed to do things in order todifferentiate themselves.
So they sought out suppliersand manufacturers that they
hadn't traditionally donebusiness with, and they
(07:24):
requested certain things fromthem.
So those manufacturers, in aneffort to meet the requirements
or the requests from thecustomers, sometimes they would
have to manufacture a productand compromise a little bit on
maybe the materials or theprocesses and to some extent,
even the design, in order to beable to meet those requirements,
to some extent, even the design, in order to be able to meet
(07:46):
those requirements.
And that's actually thatcombination of those two things
happening is what led to theoverall quality being a little
less than what you might like inan aftermarket.
Jamie Irvine (07:54):
I think that really resonates with me from my
own experience as well, becauseI remember in the late 90s,
early 2000s, there was all ofthis influx of overseas product
coming into the heavy-dutyindustry and it was kind of like
maybe it was a second wave atthat point, but I remember, as a
young man in the industry, kindof my first experience with it,
and, yeah, we had a lot ofcustomers who were not happy
(08:14):
with the quality of that product.
But then, in addition to that,I think as a distributor and I
think of later in my career,that price pressure was really
there and it was something thatcould not be ignored any longer.
And so I think you're right, Ithink some people just maybe
took a chance here and there, Icut a corner here or there to
try to be competitive, and thatcreated a problem.
(08:35):
So, other than just the qualityof the product, though, what
other gaps kind of occurred asthis situation matured over the
last, let's say, 20 years?
Jeff Williams (08:45):
Sure, so, in talking to our customers, the
areas that they brought upthat's important to them is
actually the availability of theproduct, right, the
serviceability of it, as well asthe margins that you described.
So they've been challenged withtheir downward pressure on
their margins.
So those two things reallyhaving the product in play in
(09:06):
order to be able to servicetheir customers and for their
own business to be able tofigure out ways to stop the
downward pressure on theirmargins.
Jamie Irvine (09:16):
So maybe give us a little bit of a
behind-the-scenes, look at whatwas happening as the company was
planning to come to market.
You've identified these gaps,but what was going on?
How did you prepare to enterthe market?
Jeff Williams (09:29):
Sure.
So I would say one of thethings that we did early on
which, looking backwards, was so, so important to the success of
our organization is we had thestrategy where we wanted to
actually promote and sell theproducts that we make in our
facilities.
So it's totally the productthat we manufacture, that's what
we brought to the NorthAmerican marketplace.
(09:51):
That was probably one of theearly things that we looked upon
doing.
And then, in order to be ableto take care of the availability
and to do all those importantthings that are necessary to
grow, we had to build a team.
Right, we had to build a NorthAmerican team.
So we set up operations in thefacility that you're in today in
Frisco, texas.
We brought in the engineering.
(10:12):
We got great engineering.
We've got sales and customerservice and that team has
continued to grow since theearly days.
But that was an important partof what we decided we needed to
do so.
Jamie Irvine (10:25):
Some pretty unprecedented things has
happened since 2018.
Since the early days, but thatwas an important part of what we
decided we needed to do so somepretty unprecedented things has
happened since 2018.
Looking back now andhindsight's wonderful looking
back, how have you seen thatthose early plans?
Have they held true throughoutthese unprecedented changes in
our world?
Jeff Williams (10:45):
Yeah, that's a great question and I would say
absolutely.
So a couple of things is so.
We always have the top qualityof the product, so that kind of
goes without saying.
The fact that we've got theintegrated factories was a
really big help throughout allthese unprecedented times in the
pandemic and that we controlledall of the products.
So we controlled all thematerials in the process.
We could control it all the waythrough.
That really helped us make surethat we had product available
(11:08):
for the customers.
We actually were able to helpcustomers who were having
difficulties and really bringthem on board.
Jamie Irvine (11:15):
Everyone talks about manufacturing high quality
products and yet in theaftermarket world of heavy duty
parts it's highly competitiveand I've noticed in the 25 years
that I've been in the industrythat the quality of products
being manufactured has gone upin a lot of ways, especially in
certain product categories.
Now Sampa has come to the NorthAmerican market.
(11:38):
They talk about quality, but Iwanted to understand from their
engineering department whatactually they are doing to make
them stand out as different inthe suspension, steering and
fifth wheel categories.
Listen to my conversation withtheir engineering department.
Bruno Scuracchio (11:53):
Hello, my name is Bruno Scuracchio and I'm the
engineering director in SampaUSA.
Jamie Irvine (11:59):
One of the things, bruno, that I know from when I
sold heavy duty parts is it canbe difficult as a distributor to
differentiate yourself onproduct alone.
A lot of times there'sdistributors they're selling a
lot of the same products.
So I know that when adistributor starts to do
business with Sampa they getaccess, obviously, to your
product line.
But what has Stampa donespecifically to make its
(12:21):
products stand out as differentfrom the competitors?
Bruno Scuracchio (12:25):
Well, first of all, we start with the business
development and sales teamright.
We have to understand customerexpectations and requirements
right.
Then we translate this into aproduct right.
So, in a design procedure or aco-design or reverse engineering
, we have a complete engineeringand R&D team in Turkey, so it's
(12:49):
more than 300 engineers withmaster degree, phd level
professionals and we get thoserequirements and translate them
to a product right.
So we have multiple equipment,testing equipment for dynamic
testing, durability, fatiguetesting and also material
characterization to compare andoptimize these designs right.
(13:15):
So we are able to come to themarket with a product that is
OEM level, quality right andwith a much more competitive
price.
Jamie Irvine (13:26):
Okay.
So I imagine that in the worldof manufacturing, there's
probably quite a fewmanufacturing companies that
employ engineers and have asimilar process.
Now, when you said that youwere trying to develop products
to like an OEM quality level,what is it that you're aiming
for?
Are you actually aiming to makea product that's better than
(13:47):
what's already in themarketplace?
Bruno Scuracchio (13:50):
Well, most of the times depending on the
customer expectations, right?
So there are a lot of designs.
There are 20, 30-year-olddesigns that need some kind of
update, right?
So we bring that to our OEM and, speaking of this, basically
our OEM customers and this endsup driving the aftermarket in
the same direction, right?
(14:10):
So most of the times, again, wehave to meet or exceed the OEM
requirements because of our OEMcustomers.
But several specific projectsare focused in certain product
characteristics.
For example, we have customersthat have components that are
subject to chemical attackduring cleaning and maintenance,
(14:33):
so we have to have rubbercompounds that will withstand or
will have a higher resistanceto those chemicals.
The same thing with temperature, Like applications where
temperatures are very low.
We have to develop rubbercompounds that will withstand
those low temperatures, likenorthern Canada or northern
(14:54):
Europe.
So there are some specificrequirements that must be met
and in the end, these are.
Our flexibility withengineering and design give us
this ability.
Jamie Irvine (15:06):
Yeah, that makes a lot of sense.
One of the things I know thatdoes really make you stand out
is the way that you control themanufacturing process.
From your opinion, just fromthe engineering perspective, how
important is it that youcontrol every aspect of the
manufacturing process?
Because that does make youstand out as unique from other
manufacturers?
A lot of them are doingassembly components and things
that they don't control everyaspect like you do.
Bruno Scuracchio (15:28):
So well.
No supply chain system isperfect, right, and we know that
just what happened in 2020,right, so the best supply chain
management system would not beperfect.
So having this subcomponentmanufacturer in-house gives us
the ability to controlcontinuous improvement projects
(15:49):
on this specific subcomponent,and our OEM quality system will
be applied to even the simplestsubcomponents that we
manufacture, so that's a hugeadvantage.
Right, we understand theproduct as a whole.
We basically buy raw material,right, so we are specialists not
(16:16):
only in assembly, right on theproduct itself in the end, but
also in how we get there and wecan optimize the whole structure
.
Right.
Jamie Irvine (16:21):
Yeah, and you mentioned something about some
of the designs Heavy duty a lotof the designs have been very
similar for many, many years.
Like you said, it could be two,three decades without updates.
So I guess also, not only areyou controlling the whole
manufacturing process but youalso have the ability to look at
, say, well, where is thefailure points?
And because you control that,does that give you an advantage
(16:42):
to be able to address thosefailure points and maybe enhance
a product.
Bruno Scuracchio (16:46):
Of course, of course.
So we have our benchmarktesting with products.
There are successful productsin Morocco, don't get me wrong.
It's products that have beensold in the United States or
North America for 30 years.
But these products, they havecertain failure modes that can't
be attacked.
And maybe 30 years ago thetechnology was not economically
(17:08):
feasible, right?
So today we can apply those newtechnologies into a product to
make it better in that specificaspect but at the same time with
reasonable costs, right?
So in torque rods manufacturing, this is through rubber
bushings like spring eyebushings.
There are a lot of improvementson the last 20 years that can
(17:32):
be applied to products that are30 years old.
Jamie Irvine (17:34):
Right, right, that makes sense.
You know, I know the detailsmatter in manufacturing.
What are some of the detailsthat you specifically focus on?
And maybe what's an area thatmaybe people wouldn't think of
as being all that important butyour customers have really
appreciated.
Bruno Scuracchio (17:49):
For example, packaging.
Our packaging is designed thesame as everything that we do to
meet or exceed OEMspecifications right.
So we look for the bestcustomer experience with our
products, not only using theproduct but also for the people
(18:10):
who we're going to install theproduct right.
So, for example, repair kits sowe pack them in a way that we
will maintain those, thosecomponents, like for a long time
in storage.
Right, and they keep the samecharacteristics as new.
But at the same time, when theyare unpacked, it must be easy
(18:31):
and fast to install.
Right, so we make in a way thatit will be easier for the end
user or the installer to to workwith that kit right.
Jamie Irvine (18:39):
So that that makes sense to me because there's a
lot of steps between you, themanufacturer and the end user
getting it, and it could be atruck owner operator who's
buying it from one of yourdistributors, could be a repair
shop, could be a fleet, and theyall have different needs.
So you've got to take intoconsideration all of those
potential situations and makesure that every aspect of your
product meets those needs.
Bruno Scuracchio (19:00):
No, exactly.
Jamie Irvine (19:02):
So, Bruno, one last question for you, Just from
an engineering perspective.
What's like one of the favoritethings about Sampa and the way
that they manufacture products?
Like what's one of yourpersonal favorite things?
Bruno Scuracchio (19:13):
The R&D department and specific about
product development, right hascapabilities that I haven't seen
in any other aftermarket andmost of the OEM manufacturers I
know all around the world, right.
So this is very, very specialfor you to be able to control
(19:35):
the technology, all thisequipment.
They are all available inuniversities or research centers
or third-party laboratories.
The technology, all theseequipment, they are all
available in universities orresearch centers or third-party
laboratories.
But when you give these recipesor these technologies to a
third-party laboratory or auniversity, that technology
(19:56):
becomes public right, and it'simportant for us to keep our
knowledge inside the company.
So being able to have an R&Ddepartment that complete with
that kind of equipment both,again, dynamic and static and
materials characterization,makes us very, very different
than everyone else in the market.
(20:17):
I can guarantee that, being inthe industry for like quite some
time already, I knowmanufacturers in Europe, in Asia
, south America, and it's verydifficult to see all that
equipment in the same place,under the same roof, being
operated by the same team, right.
So that's very special and thatthat's something that is one of
(20:41):
my favorites.
Jamie Irvine (20:42):
Thank you so much, thank you very much.
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I took some time to visit withthe people in the warehouse and
they showed me some of the stepsand procedures that they do to
keep track of their inventory.
It seems like their took sometime to visit with the people in
the warehouse and they showedme some of the steps and
procedures that they do to keeptrack of their inventory.
It seems like their inventorymanagement system and the way
(22:27):
that they process orders is verywell organized.
I also wanted to learn a littlebit more from the warehouse
department about how theyhandled the pandemic, how they
handled supply chain disruption,what they were doing to make
sure that they were able to keepas much product as they were on
the shelves and to make surethat it got into the hands of
their distributors in a timelyfashion during, you know,
(22:50):
arguably a once in a generationor once in a lifetime, very
challenging situation.
Listen to my interview with thewarehouse department.
Gunes Inanc (22:58):
Hello, my name is Saira Karayan.
I'm Logistics and WarehousesDirector at Sampa.
Jamie Irvine (23:03):
So the pandemic created a lot of problems with
supply chain.
I think it really showed ussome vulnerabilities in the
global supply chain that maybewe didn't know before the
pandemic, but now we'repainfully aware of it.
What steps did Sampa take to beable to ensure that you were
able to get product to customers?
Gunes Inanc (23:23):
Actually, global logistics industry went through
a very hard time during thepandemic, such as the port
operations, ocean freightoperations and also the global
container flow affected verybadly.
Strength of Sampa is comingfrom production and R&D.
(23:44):
Those never stopped during thepandemic.
But on the other hand we sawthat the real problem is on the
supply chain part.
If you cannot combine theproduction and R&D power with a
well-working supply chain, sothe whole system fails.
That's why we reorganized allthe demand supply calculations
(24:08):
and ocean freight servicesadaptation.
Also we strengthened the inlandtransport operations as well.
Jamie Irvine (24:17):
One of the things that I saw when I saw your
warehouse today was how muchinventory you actually have.
Your warehouse is filled withinventory.
How important has that been toyour distributors?
Gunes Inanc (24:28):
Actually, it is quite important.
We had to increase ourinventory levels around $7
million level for eachwarehouses.
By the way, we opened a newwarehouse in Chicago last year
in order to be more close to ourcustomers.
So, besides of seeing themarket as holding back or watch
(24:52):
and see strategy, we oppositelyinvested on the business more in
order to be more close to ourcustomers.
We put our customers to thecenter and shaping Sampa around
it.
Jamie Irvine (25:05):
Right, right, yeah , that customer-centric approach
is something that is definitelyneeded, especially distributors
, because they need support fromtheir manufacturers in order to
be able to serve theircustomers.
Sometimes you've got to get anorder out quickly.
What steps do you take when acustomer maybe it's a part
(25:27):
that's not that common they'vegot a truck down, a customer
with a truck down and they needthat part quickly.
So how does that work when adistributor needs something on a
rush order?
Gunes Inanc (25:36):
We use SAP MRP systems.
Also, we are manuallycollecting the customer orders
as well, via phone line, viaemail, whatever it is, whatever
convenient to our customer.
In a case that our customer hasa vehicle on the road case, for
example, they are immediatelyplacing their orders, whatever
(26:00):
the transaction method is.
So we take it as an emergencycase.
Whatever we are using as astandard step, like SAP MRP
system, etc.
We are putting customers to thecenter, as I said.
So that's how we are takingthis emergency case and then
(26:21):
evaluating accordingly.
Jamie Irvine (26:22):
Okay, that makes sense when distributors are
placing stock orders.
I was talking earlier with yourcustomer service department and
they were talking about howSampa Connect allows them to
order online.
Can you just give us a littlebit of insight into how you
process your stock orders andhow you do that in a way that
supports your distributors'needs?
Gunes Inanc (26:41):
As I said, during the pandemic circumstances we
increased our stock levels asmuch as possible.
We are trying to complete theirorders from stock directly.
When we receive stock order, weimmediately start to collect it
and then make it ready for theshipment.
Our target starting to collectit and then making ready for the
(27:02):
shipment Our target.
Because of the pandemiccircumstances we are not at that
level, maybe, but our target isto fulfill the orders in the
same day and then provide in thesecond day to customer.
Jamie Irvine (27:13):
Right and quick access to inventory and being
able to get the parts that youneed is essential to keeping
trucks and trailers rolling.
Thank you so much for takingsome time to talk with me.
I appreciate it.
Thank you, companies, that isdoing that.
The reality is, things sometimesdon't always go as planned, and
(27:44):
one of the departments that Iwas actually really looking
forward to speaking to was thecustomer service department.
I wanted to understand whatthey were doing to stand out as
different, not just from aperspective of processing orders
and getting inventory in thehands of their distributors,
which is, of course, veryimportant but how do they handle
situations when things don't gowell?
My conversation with Ganesh shewas a little nervous, but once
(28:05):
we got talking, I think shereally touched on the culture of
the company and where they'recoming from and their approach.
One of the specific things shesaid I found very interesting
was how they're listening totheir customers.
So listen in to my conversationwith their customer service
department to get a betterunderstanding of how Sampa is
handling their customers and howthey're providing them with
(28:27):
really exceptional service.
Sayra Karayigen (28:30):
Hi, I'm Ginesh.
I'm Sampa, usa customer servicemanager.
Jamie Irvine (28:34):
People want to have access to good information.
What aspects of your website docustomers particularly
appreciate?
Sayra Karayigen (28:41):
Sampa website has a name, and this name is
Sampa Connect.
Okay, so our customers have anopportunity to place their
orders whenever or whenever theywant, and they can also check
our whole product range, ourprices, stock and availabilities
, and also they can review theirinvoices and back orders, so
(29:02):
all related information abouttheir accounts.
So SampleConnect saves time andenergy.
Jamie Irvine (29:08):
I like that because some companies they have
a website, but it justsometimes is lacking some of
that functionality that you justdescribed.
So it's really great that youhave a website that provides
distributors with theopportunity to get everything
they need in one place.
What happens, though?
When they have a problem orthey have some information that
(29:29):
they need, they can't find it onthe website.
How important is it that theycan call and talk to someone?
Sayra Karayigen (29:34):
Sure, of course , communication is the most
important thing in business andalso human relations, and
whenever our customers have anyissues or any problems, or if
they need to ask some questions,of course they can call our
Sampa USA customer team.
It will give us a goodopportunity to solve their
(29:55):
issues or answer their questionsjust in time.
Jamie Irvine (29:59):
And what I like about that is when you have a
great website with lots of goodinformation, like Sampa Connect,
and then you have the abilityto actually phone and talk to
someone.
That's a really good experiencefor the customer Now as good as
we all are.
Sometimes there's problems, andwhen a problem does occur, how
do you handle it in customerservice?
(30:20):
How do you make sure that youtake care of the customer when a
problem does arise?
Sayra Karayigen (30:24):
Actually, whenever a customer has an issue
or any problem or any questions, of course firstly we listen to
them and then we understandtheir problem and we use our all
sources to fix this problem assoon as possible.
Solving problem, of course, isvery important, but we also
(30:45):
describe the problem and informrelated departments and then we
have action plans and we takeactions to avoid these issues or
problems from happening again.
Jamie Irvine (30:58):
Right.
You don't want to just solve itonce and then have another
customer have the same problemlater, so you want to solve it
permanently for everyone.
I think your distributors wouldreally appreciate the efforts
that you put into solving thoseproblems, and I love what you
said about really listening tothe customer.
I think that is absolutelyimportant.
It's probably one of the bestfundamentals of customer service
.
Yes, well, thank you very muchfor taking some time talking to
(31:21):
me and explaining how yourcustomer service department
operates.
I really appreciate it, thankyou, thank you.
At the end of the day, thedepartment that I got to speak
to last was the sales department, and, as someone who has spent
a fair amount of my career insales, I was looking forward to
this conversation as well.
I think what I took away from myconversation with their sales
(31:42):
department was that they had aplan, that they understand what
it takes to help their customersgrow and that's really what's
leading to their growth, and Ialso think that it was
interesting to learn a littlebit more about what the plan was
for their customers.
They've got a plan and, if youinteresting to learn a little
bit more about what the plan wasfor their customers, they've
got a plan and if you want tobecome a distributor of Sampa,
(32:03):
you're going to go through aprocess and they have a
methodology in place.
They've got a plan for you onhow you're not just going to
take their line and sell theirproducts, but you're going to
expand your business, you'regoing to grow yourself, and I
felt that that commitment to themutual beneficial relationship
where both organizations, boththe manufacturer, sampa, and
(32:25):
their distributor, are going tobenefit, was highlighted in my
conversation with sales.
Hi, I'm Pete.
Peter Caloia (32:32):
Colloy, a regional sales manager for Northeast for
Sampa USA.
Jamie Irvine (32:35):
So, pete, I know that you've had some
distributors who've experiencedsome really phenomenal growth in
the last couple of years.
What role did Sampa play inhelping them achieve that?
Peter Caloia (32:44):
We help provide greater availability with the
products.
We utilize an integratedmanufacturing process on our
plants in Turkey that allows forgreater availability through
greater efficiencies.
And we also help customers getinto categories they weren't
already selling that way.
So we had customers who wouldstart with air springs and then
they would realize that we hadfifth, wheel, top plates, repair
kits, kingpin kits, and fromthere they would grow.
(33:06):
They didn't have a supply insome of the other categories, so
we were able to step up andfill those voids.
Jamie Irvine (33:13):
Yeah, I know, when I sold parts, one of the things
that was really important isbeing as a distributor.
You kind of have to beeverything to everyone, right.
You don't know what they'regoing to need next and you have
to have that inventory ready togo so I can see how, by
expanding the products that theycould sell, that that would
definitely help them to grow.
You talk about inventory andevery time I talk to someone
(33:33):
from Sampa, they either talkabout the quality of the product
or they talk about yourinventory.
How did you see that as reallyimpacting the trajectory of
their growth?
Peter Caloia (33:43):
It allowed them to rely on the supplier to
actually have the product whenthey needed it, where the whole
industry was experiencinghardship with that at the time.
So we were able to provide theproduct when they needed it.
As you know, there's no time inthis business.
Everybody needs the partyesterday.
So we were able to meet thosedemands and offer, like you had
(34:03):
mentioned, top quality, oequality at the right price a
very competitive price when itwas needed.
Jamie Irvine (34:10):
Yeah, it's a recipe for success.
Yes, so in the sales role, oneof the things you're responsible
for is being able to evaluatesomeone when you're onboarding
them.
What steps do you take to makesure that, before you onboard
someone as a new distributor,that they're going to be
successful?
Peter Caloia (34:27):
We have to analyze their market, make sure that
we're competing in the rightplace.
That whole Wolf of Wall Streetline remember selling me this
pen?
What he didn't tell you, JordanBelfort, was that if the
customer doesn't use pens, theyonly use pencils.
Well, you're not in the rightmarket, right?
Right, we like to analyze themarketplace, get to know where
the customer is selling whatthey're up against.
Have a conversation like we areright now.
So really just sitting there,learning from the customer what
(34:49):
their pain points are, whatthey've been experiencing, what
their challenges are, what theirgrowth goals are.
And if they could give us whatan ideal supplier would look
like, we could go from there tosay well, in the perfect world,
what were the top three that youneed?
So, what are your expectations?
And just make sure we're ableto align with them and meet
those expectations.
Jamie Irvine (35:09):
Yeah, I mean, alignment between manufacturers
and distributors is as importantas alignment on a semi-truck.
Jeff Williams (35:15):
Yeah, there you go.
Jamie Irvine (35:16):
So what are the things that you do for the
distributor after you'veonboarded them as a new customer
, so they've become adistributor.
Now what are the specificthings you do to ensure that
that onboarding process issomething that is a good
experience for them?
Peter Caloia (35:32):
So we get them set up on Sampa Connect, our B2B
site, that way they can checkavailability pricing
interchanges.
We get them set up on SampaConnect, our B2B site, that way
they can check availabilitypricing interchanges.
We get them set up andintroduce them to their inside
customer service representative.
Make sure they have all thecontact information they need.
We work with their sales teamsand their counter teams to make
sure that they're fully trainedand comfortable selling the
products, and then we work withthem on, as far as a point of
(35:53):
sale material goes, sell sheets,whatever they need to actually
sell the product and educatetheir customers, including
co-branded sell sheets andmaterials.
We just have to make sure wehave a high resolution image, as
I'm told.
Jamie Irvine (36:06):
Yeah, from a marketing person, I can tell you
that is very, very important.
So if you were to lay out forsomeone who's thinking about
becoming a distributor of Sampathey want to become a
distributor of Sampa.
If you were to lay out forsomeone who's thinking about
becoming a distributor of Sampathey want to become a
distributor of Sampa.
If you were to lay out kind oflike a three-step plan, what
would that plan be for them toget them from where they are to
becoming a distributor andselling your product?
(36:27):
Research, the product.
Peter Caloia (36:29):
Do your market research Peer research, I should
call it.
Talk to the other customersthat are in your group, that are
currently buying the productfrom the prospective supplier,
in this case Sampa, and get toknow the product, what they're
experiencing, quality,availability.
Second step would have to be toset up a meeting with the
supplier or prospective supplier, with Sampa.
Get to know us, talk about whatwe're able to provide, learn
(36:52):
our pricing structure, qualityhow we achieve the quality we
achieve, how we achieve thesuperior availability that we've
been able to achieve.
And then step three is justconstant contact.
Fill out the credit application, of course, but constant
contact with us, making sure wealways stay in touch, quarterly
business reviews, or it could bemore field work going out in
the field.
And that's a big step three, Iknow, but that's when the real
(37:16):
relationship forms and we startworking together to ensure a
mutually beneficial relationship.
Jamie Irvine (37:22):
Yeah, and as someone who was working for a
manufacturer at one point and Iworked for distributors, I can
tell you that that relationship,that third step, is so critical
.
To, like you said, it reallymakes the relationship more
concrete.
To like you said, it reallymakes the relationship more
concrete, it allows both themanufacturer and the distributor
to kind of understand eachother's needs, and what I've
(37:43):
seen anyway is thatmanufacturers that take that
step and really support theirdistributors in that way, they
are very successful and so aretheir distributors.
Peter Caloia (37:51):
We definitely have to work together and make sure
there's open lines ofcommunication.
Honesty should go withoutsaying, but everybody has to be
upfront with their capabilities,what you can and can't do.
So we don't want to promise theworld an under-deliver, of
course, and that comes fromdistributor or supplier.
It works in both directions.
And again, working together,truly partnering up I know it's
a buzzword in the business world, but truly partner with your
(38:13):
customer and your supplier.
I mean that's going to get youthe success that you're looking
for and you're able to work onthose tough areas where you're
actually having hard time andchallenges to try to get over
those obstacles.
Jamie Irvine (38:25):
Yeah, well, if it was easy, everybody would do it
right.
So there's going to be somebumps in the road.
Peter Caloia (38:30):
But the easiest thing is to have the
conversation, and I think we'reall very great at that.
Jamie Irvine (38:35):
Well, that's fantastic.
Thank you for taking a fewminutes and explaining to me,
from your perspective in sales,what those steps are, what
you're doing for yourdistributors, and I wish you and
your distributors all thesuccess in the world.
Thank you, jamie.
So you've had a chance now tolisten in to all of the
(39:00):
interviews that I conducted andto take this trip with me to the
US headquarters in Dallas,texas, of Sampa.
It was a great day.
I really enjoyed myself.
I felt that they really openedthe place up to me.
I got a behind-the-scenes lookof what's really going on and I
wanted to make sure that Icaptured how I was feeling in
the moment.
I was a little tired because itwas a long day, but I think
these concluding comments herethat we recorded right there at
the?
U the US headquarters while wewere still on site captures how
(39:22):
I was feeling at the end of theday.
So listen into those concludingcomments.
The trucking industry is thebackbone of society.
We need the trucking industryto give us everything from the
necessities of life to thethings that make life a little
more enjoyable.
In order to keep the truckingindustry rolling, we need
distributors and manufacturerswho are dedicated to providing
high quality products thatmaximize uptime, prevent
(39:46):
downtime, and we needdistributors that are there to
support the trucking industrywhen they have challenges with
their equipment.
After spending time here atSampa's US headquarters, I've
really gotten a betterunderstanding of what they do,
as not only a manufacturer, butalso as someone who is
supporting the trucking industrythrough their distributors.
They're empowering theirdistributors, they're providing
(40:08):
them with high quality products,they control the manufacturing
process and, as you could see,they have more than enough
inventory to support theirdistributors.
Sampa also provides theirdistributors.
Sampa also provides theirdistributors with a level of
customer service that empowerstheir distributors to take care
of their customers fleet owners,repair shop owner, operators,
the people who are relying onthese distributors to keep their
(40:30):
equipment rolling.
And, as you saw in pastinterviews of Sampa's customers,
we've also seen that Sampa ispositioning their distributors
in a very unique way thatprovides them with the ability
to be competitive in a spacewhere, as we mentioned before,
there is a real race to thebottom on price.
So everything that Sampa isdoing from manufacturing to
(40:51):
warehousing, to customer service, to support it all makes
distributors more competitive,which makes them a better option
for the trucking industry.
Spending time here at the USheadquarters of Sampa has really
given me the confidence to beable to say you can expect more
from Sampa.
Well, I hope you enjoyedlistening to this special
(41:12):
episode and taking that journeydown to Texas to visit Sampa.
I hope that you are going toattend HDAW 2025.
If you are, we're going to havea booth there, as we have had
in years past.
We're going to be doinginterviews right on the show
floor.
We're going to be havingmeetings.
So if you want to chat with us,make sure that you reach out to
(41:34):
us and we will do our best toschedule you in.
I look forward to seeing you atHDAW 2025.
Thank you again for listening tothe Heavy Duty Parts Report.
If you haven't already, headover to our website.
Hit that follow button andsubscribe to our email.
If you like the audio version,you listen to a podcast player
hit the follow button for free.
(41:54):
Give us a five-star rating andreview.
If it gives you that option.
It helps us with reach.
And finally, if you likewatching the video version, make
sure you hit the subscribebutton to follow on the platform
of your choice.
As always, I want to end thisepisode with encouraging you to
be heavy duty.
Thanks so much for listening.
We'll talk to you again soon.
You're listening to the Heavy-Duty Parts Report.
I'm your host, jamie Irvin, andthis is the place where we have
conversations that empowerheavy-duty people.
Welcome to another episode ofthe Heavy-Duty Parts Report.
So glad that you're here today.
If you're like me, hdaw is areal highlight for you every
(00:21):
single year, and right now, atthe time of this episode going
live in late November, we arereally just under two months
away from HDAW 2025.
Now, over the last few years,I've had the opportunity to
attend HDAW, and every time I gothere I have really taken so
(00:42):
much value from attending thisshow.
In my opinion, this is the showfor heavy duty parts.
Right, it's all aboutaftermarket.
It's about parts distribution.
The suppliers are there, allthe key players in the industry
come together, and it really isan excellent week that can set
the tone for your entire year.
Now, a couple of years ago, Iwas able to go down to Texas a
(01:06):
little early and spend some timeat the US headquarters for
Sampa, and it was such aninteresting episode.
We aired this a couple of yearsago where I'm going to take you
on the entire journey, soyou're going to get a flavor for
what it takes to travel fromCanada to go down to Texas in
(01:27):
the middle of winter and howthat is awesome for us Canadians
.
We're going to talk a littlebit about going to HDAW and then
I'm going to take you on a tourof this facility, and I think
that this is something that forme, it was just a special
episode.
It was one that I wanted toshare with our new listeners.
(01:48):
There's so many more thousandsof people listening to our show
today than there were a coupleof years ago, so I want to share
this special episode with youand take you on this journey.
For those that have heard itbefore one more time and for
those that are new to the showfor the first time.
So I hope you enjoy it.
We're going to move away fromour usual format because this is
(02:10):
a little bit of a specialepisode, and so I hope you enjoy
it.
So get your bags packed, let'sgo.
So I'm really excited aboutheading to Texas.
It's not just getting a chanceto visit Sampa, about heading to
Texas, it's not just getting achance to visit Sampa, but I'm
really looking forward to goingto HDAW this year and I don't
know, as you can tell as aCanadian it is the middle of
(02:31):
winter right now, so any chanceto go south.
I'm always excited to get awayfrom the Canadian winter, so
come with me on this trip and Ican't wait to see what we learn
when we visit Sampa.
It's a two-hour drive toEdmonton International Airport.
In the winter you do have to becareful on icy roads, but the
drive gives me time to listen tomy favorite podcasts and get
(02:54):
caught up.
From Edmonton I'm flying toToronto.
That's about a 2,100-mile trip,and then from there I fly from
Toronto to Dallas, and that wasa 1,400-mile trip.
Dallas is a large airport, butI've been here before so I know
my way around.
Since I travel light, I don'thave to wait for luggage.
Actually, the biggest issue isusually finding the ride share
(03:17):
location to get picked up byyour Uber driver.
So I've got my Uber driver andbecause I am going to be here
all week and I'm also attendingHDAW this week, I'm going to go
get checked into my hotel.
I'm going to head over to theGaylord Texan Resort and
Convention Center where HDAWwill be held, and in the morning
I'm going to head over toSampa's US headquarters.
(03:38):
Looking forward to it.
It's Monday morning and I'mreally excited.
Today I'm going to spend theday with the team at Sampa at
their US headquarters.
So I'm going to get ready andhead over there now.
When I first arrived at Sampa'sUS headquarters, my video and
audio crew hadn't yet arrivedand so I was anxious to go
(03:59):
inside, introduce myself andhave an opportunity to just take
a quick tour of the place so Icould get a first impression.
And I was kind of happy thatthe camera crew wasn't there
because I got the opportunity tosee what the place was like.
You know, if I just walked inwith cameras rolling, I don't
think you get as much of anauthentic first impression.
(04:20):
But because I was able to justgo in and introduce myself
quickly to the office and thenjust walk around the warehouse
they gave me access to it I gotto see the whole team in action
and honestly, I don't think theyeven noticed that I was there.
So I felt like that was more ofan authentic first impression
of the actual reality of whatit's like to work there at the
(04:43):
US headquarters.
Actual reality of what it'slike to work there at the US
headquarters.
And I'll tell you that one ofthe first impressions that I had
was how much inventory theyactually have.
The pallet racking is right tothe ceiling.
Every pallet rack is jammedfull.
There's inventory down on thefloor as well, and I remember
thinking to myself they're goingto need a bigger warehouse
(05:03):
pretty soon.
The second thing that reallystruck me was I was there at
just a few minutes past 8 am andthe place was busy.
The office was busy, thewarehouse was busy.
You could tell that people wereon a mission, they had work to
get done and they were moving,and so I thought that was a
really good sign, because one ofthe things that Sampa has said
(05:25):
in my previous conversationswith them is how important it is
to have inventory for theircustomers, and you know they
have a big quality focus as well.
But it really seemed to me likethe things that they had said
in previous discussions wasactually true.
I got the impression that thisis the way it is every day and
this is a place where they'regetting things done.
(05:48):
So after that, my audio andvideo crew showed up.
We got set up and we wanted tosit down with each of the
departments of the company toreally get a feel from them
firsthand.
What are they doing to makethem stand out as different?
And the first person that Italked to was a member of the
leadership group, and wheneverI'm talking to leadership,
especially when I'm talking to aglobal company that has come to
(06:10):
the North American market, I'malways interested in
understanding what opportunitiesthey saw when they first came
to the North American market andhow are they capitalizing on
those opportunities.
And my discussion here with amember of their leadership group
didn't disappoint.
Listen into what they had to say.
So you've been sellingheavy-duty parts in the North
(06:33):
American market since 2018.
Your CEO said in a recentinterview with us that they
looked at the heavy-duty partsbeing sold in North America at
that time and they saw a qualitygap between OE and aftermarket
parts that parts being sold inNorth America at that time and
they saw a quality gap betweenOE and aftermarket parts that
were being sold and they feltthat the trucking industry
really deserved better.
So after hearing that quote, Iwas really curious From your
(06:55):
perspective, jeff.
Why do you think that gapoccurred in the heavy-duty parts
industry in the first place?
Jeff Williams (07:01):
So essentially, it was a combination of two
things.
So, as these globalmanufacturers were looking to
grow and they come into theNorth American marketplace to
grow, at the same time, ourcustomers were actually looking
to differentiate themselves.
The world was just becoming alittle more competitive and they
needed to do things in order todifferentiate themselves.
So they sought out suppliersand manufacturers that they
hadn't traditionally donebusiness with, and they
(07:24):
requested certain things fromthem.
So those manufacturers, in aneffort to meet the requirements
or the requests from thecustomers, sometimes they would
have to manufacture a productand compromise a little bit on
maybe the materials or theprocesses and to some extent,
even the design, in order to beable to meet those requirements,
to some extent, even the design, in order to be able to meet
(07:46):
those requirements.
And that's actually thatcombination of those two things
happening is what led to theoverall quality being a little
less than what you might like inan aftermarket.
Jamie Irvine (07:54):
I think that really resonates with me from my
own experience as well, becauseI remember in the late 90s,
early 2000s, there was all ofthis influx of overseas product
coming into the heavy-dutyindustry and it was kind of like
maybe it was a second wave atthat point, but I remember, as a
young man in the industry, kindof my first experience with it,
and, yeah, we had a lot ofcustomers who were not happy
(08:14):
with the quality of that product.
But then, in addition to that,I think as a distributor and I
think of later in my career,that price pressure was really
there and it was something thatcould not be ignored any longer.
And so I think you're right, Ithink some people just maybe
took a chance here and there, Icut a corner here or there to
try to be competitive, and thatcreated a problem.
(08:35):
So, other than just the qualityof the product, though, what
other gaps kind of occurred asthis situation matured over the
last, let's say, 20 years?
Jeff Williams (08:45):
Sure, so, in talking to our customers, the
areas that they brought upthat's important to them is
actually the availability of theproduct, right, the
serviceability of it, as well asthe margins that you described.
So they've been challenged withtheir downward pressure on
their margins.
So those two things reallyhaving the product in play in
(09:06):
order to be able to servicetheir customers and for their
own business to be able tofigure out ways to stop the
downward pressure on theirmargins.
Jamie Irvine (09:16):
So maybe give us a little bit of a
behind-the-scenes, look at whatwas happening as the company was
planning to come to market.
You've identified these gaps,but what was going on?
How did you prepare to enterthe market?
Jeff Williams (09:29):
Sure.
So I would say one of thethings that we did early on
which, looking backwards, was so, so important to the success of
our organization is we had thestrategy where we wanted to
actually promote and sell theproducts that we make in our
facilities.
So it's totally the productthat we manufacture, that's what
we brought to the NorthAmerican marketplace.
(09:51):
That was probably one of theearly things that we looked upon
doing.
And then, in order to be ableto take care of the availability
and to do all those importantthings that are necessary to
grow, we had to build a team.
Right, we had to build a NorthAmerican team.
So we set up operations in thefacility that you're in today in
Frisco, texas.
We brought in the engineering.
(10:12):
We got great engineering.
We've got sales and customerservice and that team has
continued to grow since theearly days.
But that was an important partof what we decided we needed to
do so.
Jamie Irvine (10:25):
Some pretty unprecedented things has
happened since 2018.
Since the early days, but thatwas an important part of what we
decided we needed to do so somepretty unprecedented things has
happened since 2018.
Looking back now andhindsight's wonderful looking
back, how have you seen thatthose early plans?
Have they held true throughoutthese unprecedented changes in
our world?
Jeff Williams (10:45):
Yeah, that's a great question and I would say
absolutely.
So a couple of things is so.
We always have the top qualityof the product, so that kind of
goes without saying.
The fact that we've got theintegrated factories was a
really big help throughout allthese unprecedented times in the
pandemic and that we controlledall of the products.
So we controlled all thematerials in the process.
We could control it all the waythrough.
That really helped us make surethat we had product available
(11:08):
for the customers.
We actually were able to helpcustomers who were having
difficulties and really bringthem on board.
Jamie Irvine (11:15):
Everyone talks about manufacturing high quality
products and yet in theaftermarket world of heavy duty
parts it's highly competitiveand I've noticed in the 25 years
that I've been in the industrythat the quality of products
being manufactured has gone upin a lot of ways, especially in
certain product categories.
Now Sampa has come to the NorthAmerican market.
(11:38):
They talk about quality, but Iwanted to understand from their
engineering department whatactually they are doing to make
them stand out as different inthe suspension, steering and
fifth wheel categories.
Listen to my conversation withtheir engineering department.
Bruno Scuracchio (11:53):
Hello, my name is Bruno Scuracchio and I'm the
engineering director in SampaUSA.
Jamie Irvine (11:59):
One of the things, bruno, that I know from when I
sold heavy duty parts is it canbe difficult as a distributor to
differentiate yourself onproduct alone.
A lot of times there'sdistributors they're selling a
lot of the same products.
So I know that when adistributor starts to do
business with Sampa they getaccess, obviously, to your
product line.
But what has Stampa donespecifically to make its
(12:21):
products stand out as differentfrom the competitors?
Bruno Scuracchio (12:25):
Well, first of all, we start with the business
development and sales teamright.
We have to understand customerexpectations and requirements
right.
Then we translate this into aproduct right.
So, in a design procedure or aco-design or reverse engineering
, we have a complete engineeringand R&D team in Turkey, so it's
(12:49):
more than 300 engineers withmaster degree, phd level
professionals and we get thoserequirements and translate them
to a product right.
So we have multiple equipment,testing equipment for dynamic
testing, durability, fatiguetesting and also material
characterization to compare andoptimize these designs right.
(13:15):
So we are able to come to themarket with a product that is
OEM level, quality right andwith a much more competitive
price.
Jamie Irvine (13:26):
Okay.
So I imagine that in the worldof manufacturing, there's
probably quite a fewmanufacturing companies that
employ engineers and have asimilar process.
Now, when you said that youwere trying to develop products
to like an OEM quality level,what is it that you're aiming
for?
Are you actually aiming to makea product that's better than
(13:47):
what's already in themarketplace?
Bruno Scuracchio (13:50):
Well, most of the times depending on the
customer expectations, right?
So there are a lot of designs.
There are 20, 30-year-olddesigns that need some kind of
update, right?
So we bring that to our OEM and, speaking of this, basically
our OEM customers and this endsup driving the aftermarket in
the same direction, right?
(14:10):
So most of the times, again, wehave to meet or exceed the OEM
requirements because of our OEMcustomers.
But several specific projectsare focused in certain product
characteristics.
For example, we have customersthat have components that are
subject to chemical attackduring cleaning and maintenance,
(14:33):
so we have to have rubbercompounds that will withstand or
will have a higher resistanceto those chemicals.
The same thing with temperature, Like applications where
temperatures are very low.
We have to develop rubbercompounds that will withstand
those low temperatures, likenorthern Canada or northern
(14:54):
Europe.
So there are some specificrequirements that must be met
and in the end, these are.
Our flexibility withengineering and design give us
this ability.
Jamie Irvine (15:06):
Yeah, that makes a lot of sense.
One of the things I know thatdoes really make you stand out
is the way that you control themanufacturing process.
From your opinion, just fromthe engineering perspective, how
important is it that youcontrol every aspect of the
manufacturing process?
Because that does make youstand out as unique from other
manufacturers?
A lot of them are doingassembly components and things
that they don't control everyaspect like you do.
Bruno Scuracchio (15:28):
So well.
No supply chain system isperfect, right, and we know that
just what happened in 2020,right, so the best supply chain
management system would not beperfect.
So having this subcomponentmanufacturer in-house gives us
the ability to controlcontinuous improvement projects
(15:49):
on this specific subcomponent,and our OEM quality system will
be applied to even the simplestsubcomponents that we
manufacture, so that's a hugeadvantage.
Right, we understand theproduct as a whole.
We basically buy raw material,right, so we are specialists not
(16:16):
only in assembly, right on theproduct itself in the end, but
also in how we get there and wecan optimize the whole structure
.
Right.
Jamie Irvine (16:21):
Yeah, and you mentioned something about some
of the designs Heavy duty a lotof the designs have been very
similar for many, many years.
Like you said, it could be two,three decades without updates.
So I guess also, not only areyou controlling the whole
manufacturing process but youalso have the ability to look at
, say, well, where is thefailure points?
And because you control that,does that give you an advantage
(16:42):
to be able to address thosefailure points and maybe enhance
a product.
Bruno Scuracchio (16:46):
Of course, of course.
So we have our benchmarktesting with products.
There are successful productsin Morocco, don't get me wrong.
It's products that have beensold in the United States or
North America for 30 years.
But these products, they havecertain failure modes that can't
be attacked.
And maybe 30 years ago thetechnology was not economically
(17:08):
feasible, right?
So today we can apply those newtechnologies into a product to
make it better in that specificaspect but at the same time with
reasonable costs, right?
So in torque rods manufacturing, this is through rubber
bushings like spring eyebushings.
There are a lot of improvementson the last 20 years that can
(17:32):
be applied to products that are30 years old.
Jamie Irvine (17:34):
Right, right, that makes sense.
You know, I know the detailsmatter in manufacturing.
What are some of the detailsthat you specifically focus on?
And maybe what's an area thatmaybe people wouldn't think of
as being all that important butyour customers have really
appreciated.
Bruno Scuracchio (17:49):
For example, packaging.
Our packaging is designed thesame as everything that we do to
meet or exceed OEMspecifications right.
So we look for the bestcustomer experience with our
products, not only using theproduct but also for the people
(18:10):
who we're going to install theproduct right.
So, for example, repair kits sowe pack them in a way that we
will maintain those, thosecomponents, like for a long time
in storage.
Right, and they keep the samecharacteristics as new.
But at the same time, when theyare unpacked, it must be easy
(18:31):
and fast to install.
Right, so we make in a way thatit will be easier for the end
user or the installer to to workwith that kit right.
Jamie Irvine (18:39):
So that that makes sense to me because there's a
lot of steps between you, themanufacturer and the end user
getting it, and it could be atruck owner operator who's
buying it from one of yourdistributors, could be a repair
shop, could be a fleet, and theyall have different needs.
So you've got to take intoconsideration all of those
potential situations and makesure that every aspect of your
product meets those needs.
Bruno Scuracchio (19:00):
No, exactly.
Jamie Irvine (19:02):
So, Bruno, one last question for you, Just from
an engineering perspective.
What's like one of the favoritethings about Sampa and the way
that they manufacture products?
Like what's one of yourpersonal favorite things?
Bruno Scuracchio (19:13):
The R&D department and specific about
product development, right hascapabilities that I haven't seen
in any other aftermarket andmost of the OEM manufacturers I
know all around the world, right.
So this is very, very specialfor you to be able to control
(19:35):
the technology, all thisequipment.
They are all available inuniversities or research centers
or third-party laboratories.
The technology, all theseequipment, they are all
available in universities orresearch centers or third-party
laboratories.
But when you give these recipesor these technologies to a
third-party laboratory or auniversity, that technology
(19:56):
becomes public right, and it'simportant for us to keep our
knowledge inside the company.
So being able to have an R&Ddepartment that complete with
that kind of equipment both,again, dynamic and static and
materials characterization,makes us very, very different
than everyone else in the market.
(20:17):
I can guarantee that, being inthe industry for like quite some
time already, I knowmanufacturers in Europe, in Asia
, south America, and it's verydifficult to see all that
equipment in the same place,under the same roof, being
operated by the same team, right.
So that's very special and thatthat's something that is one of
(20:41):
my favorites.
Jamie Irvine (20:42):
Thank you so much, thank you very much.
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I took some time to visit withthe people in the warehouse and
they showed me some of the stepsand procedures that they do to
keep track of their inventory.
It seems like their took sometime to visit with the people in
the warehouse and they showedme some of the steps and
procedures that they do to keeptrack of their inventory.
It seems like their inventorymanagement system and the way
(22:27):
that they process orders is verywell organized.
I also wanted to learn a littlebit more from the warehouse
department about how theyhandled the pandemic, how they
handled supply chain disruption,what they were doing to make
sure that they were able to keepas much product as they were on
the shelves and to make surethat it got into the hands of
their distributors in a timelyfashion during, you know,
(22:50):
arguably a once in a generationor once in a lifetime, very
challenging situation.
Listen to my interview with thewarehouse department.
Gunes Inanc (22:58):
Hello, my name is Saira Karayan.
I'm Logistics and WarehousesDirector at Sampa.
Jamie Irvine (23:03):
So the pandemic created a lot of problems with
supply chain.
I think it really showed ussome vulnerabilities in the
global supply chain that maybewe didn't know before the
pandemic, but now we'repainfully aware of it.
What steps did Sampa take to beable to ensure that you were
able to get product to customers?
Gunes Inanc (23:23):
Actually, global logistics industry went through
a very hard time during thepandemic, such as the port
operations, ocean freightoperations and also the global
container flow affected verybadly.
Strength of Sampa is comingfrom production and R&D.
(23:44):
Those never stopped during thepandemic.
But on the other hand we sawthat the real problem is on the
supply chain part.
If you cannot combine theproduction and R&D power with a
well-working supply chain, sothe whole system fails.
That's why we reorganized allthe demand supply calculations
(24:08):
and ocean freight servicesadaptation.
Also we strengthened the inlandtransport operations as well.
Jamie Irvine (24:17):
One of the things that I saw when I saw your
warehouse today was how muchinventory you actually have.
Your warehouse is filled withinventory.
How important has that been toyour distributors?
Gunes Inanc (24:28):
Actually, it is quite important.
We had to increase ourinventory levels around $7
million level for eachwarehouses.
By the way, we opened a newwarehouse in Chicago last year
in order to be more close to ourcustomers.
So, besides of seeing themarket as holding back or watch
(24:52):
and see strategy, we oppositelyinvested on the business more in
order to be more close to ourcustomers.
We put our customers to thecenter and shaping Sampa around
it.
Jamie Irvine (25:05):
Right, right, yeah , that customer-centric approach
is something that is definitelyneeded, especially distributors
, because they need support fromtheir manufacturers in order to
be able to serve theircustomers.
Sometimes you've got to get anorder out quickly.
What steps do you take when acustomer maybe it's a part
(25:27):
that's not that common they'vegot a truck down, a customer
with a truck down and they needthat part quickly.
So how does that work when adistributor needs something on a
rush order?
Gunes Inanc (25:36):
We use SAP MRP systems.
Also, we are manuallycollecting the customer orders
as well, via phone line, viaemail, whatever it is, whatever
convenient to our customer.
In a case that our customer hasa vehicle on the road case, for
example, they are immediatelyplacing their orders, whatever
(26:00):
the transaction method is.
So we take it as an emergencycase.
Whatever we are using as astandard step, like SAP MRP
system, etc.
We are putting customers to thecenter, as I said.
So that's how we are takingthis emergency case and then
(26:21):
evaluating accordingly.
Jamie Irvine (26:22):
Okay, that makes sense when distributors are
placing stock orders.
I was talking earlier with yourcustomer service department and
they were talking about howSampa Connect allows them to
order online.
Can you just give us a littlebit of insight into how you
process your stock orders andhow you do that in a way that
supports your distributors'needs?
Gunes Inanc (26:41):
As I said, during the pandemic circumstances we
increased our stock levels asmuch as possible.
We are trying to complete theirorders from stock directly.
When we receive stock order, weimmediately start to collect it
and then make it ready for theshipment.
Our target starting to collectit and then making ready for the
(27:02):
shipment Our target.
Because of the pandemiccircumstances we are not at that
level, maybe, but our target isto fulfill the orders in the
same day and then provide in thesecond day to customer.
Jamie Irvine (27:13):
Right and quick access to inventory and being
able to get the parts that youneed is essential to keeping
trucks and trailers rolling.
Thank you so much for takingsome time to talk with me.
I appreciate it.
Thank you, companies, that isdoing that.
The reality is, things sometimesdon't always go as planned, and
(27:44):
one of the departments that Iwas actually really looking
forward to speaking to was thecustomer service department.
I wanted to understand whatthey were doing to stand out as
different, not just from aperspective of processing orders
and getting inventory in thehands of their distributors,
which is, of course, veryimportant but how do they handle
situations when things don't gowell?
My conversation with Ganesh shewas a little nervous, but once
(28:05):
we got talking, I think shereally touched on the culture of
the company and where they'recoming from and their approach.
One of the specific things shesaid I found very interesting
was how they're listening totheir customers.
So listen in to my conversationwith their customer service
department to get a betterunderstanding of how Sampa is
handling their customers and howthey're providing them with
(28:27):
really exceptional service.
Sayra Karayigen (28:30):
Hi, I'm Ginesh.
I'm Sampa, usa customer servicemanager.
Jamie Irvine (28:34):
People want to have access to good information.
What aspects of your website docustomers particularly
appreciate?
Sayra Karayigen (28:41):
Sampa website has a name, and this name is
Sampa Connect.
Okay, so our customers have anopportunity to place their
orders whenever or whenever theywant, and they can also check
our whole product range, ourprices, stock and availabilities
, and also they can review theirinvoices and back orders, so
(29:02):
all related information abouttheir accounts.
So SampleConnect saves time andenergy.
Jamie Irvine (29:08):
I like that because some companies they have
a website, but it justsometimes is lacking some of
that functionality that you justdescribed.
So it's really great that youhave a website that provides
distributors with theopportunity to get everything
they need in one place.
What happens, though?
When they have a problem orthey have some information that
(29:29):
they need, they can't find it onthe website.
How important is it that theycan call and talk to someone?
Sayra Karayigen (29:34):
Sure, of course , communication is the most
important thing in business andalso human relations, and
whenever our customers have anyissues or any problems, or if
they need to ask some questions,of course they can call our
Sampa USA customer team.
It will give us a goodopportunity to solve their
(29:55):
issues or answer their questionsjust in time.
Jamie Irvine (29:59):
And what I like about that is when you have a
great website with lots of goodinformation, like Sampa Connect,
and then you have the abilityto actually phone and talk to
someone.
That's a really good experiencefor the customer Now as good as
we all are.
Sometimes there's problems, andwhen a problem does occur, how
do you handle it in customerservice?
(30:20):
How do you make sure that youtake care of the customer when a
problem does arise?
Sayra Karayigen (30:24):
Actually, whenever a customer has an issue
or any problem or any questions, of course firstly we listen to
them and then we understandtheir problem and we use our all
sources to fix this problem assoon as possible.
Solving problem, of course, isvery important, but we also
(30:45):
describe the problem and informrelated departments and then we
have action plans and we takeactions to avoid these issues or
problems from happening again.
Jamie Irvine (30:58):
Right.
You don't want to just solve itonce and then have another
customer have the same problemlater, so you want to solve it
permanently for everyone.
I think your distributors wouldreally appreciate the efforts
that you put into solving thoseproblems, and I love what you
said about really listening tothe customer.
I think that is absolutelyimportant.
It's probably one of the bestfundamentals of customer service
.
Yes, well, thank you very muchfor taking some time talking to
(31:21):
me and explaining how yourcustomer service department
operates.
I really appreciate it, thankyou, thank you.
At the end of the day, thedepartment that I got to speak
to last was the sales department, and, as someone who has spent
a fair amount of my career insales, I was looking forward to
this conversation as well.
I think what I took away from myconversation with their sales
(31:42):
department was that they had aplan, that they understand what
it takes to help their customersgrow and that's really what's
leading to their growth, and Ialso think that it was
interesting to learn a littlebit more about what the plan was
for their customers.
They've got a plan and, if youinteresting to learn a little
bit more about what the plan wasfor their customers, they've
got a plan and if you want tobecome a distributor of Sampa,
(32:03):
you're going to go through aprocess and they have a
methodology in place.
They've got a plan for you onhow you're not just going to
take their line and sell theirproducts, but you're going to
expand your business, you'regoing to grow yourself, and I
felt that that commitment to themutual beneficial relationship
where both organizations, boththe manufacturer, sampa, and
(32:25):
their distributor, are going tobenefit, was highlighted in my
conversation with sales.
Hi, I'm Pete.
Peter Caloia (32:32):
Colloy, a regional sales manager for Northeast for
Sampa USA.
Jamie Irvine (32:35):
So, pete, I know that you've had some
distributors who've experiencedsome really phenomenal growth in
the last couple of years.
What role did Sampa play inhelping them achieve that?
Peter Caloia (32:44):
We help provide greater availability with the
products.
We utilize an integratedmanufacturing process on our
plants in Turkey that allows forgreater availability through
greater efficiencies.
And we also help customers getinto categories they weren't
already selling that way.
So we had customers who wouldstart with air springs and then
they would realize that we hadfifth, wheel, top plates, repair
kits, kingpin kits, and fromthere they would grow.
(33:06):
They didn't have a supply insome of the other categories, so
we were able to step up andfill those voids.
Jamie Irvine (33:13):
Yeah, I know, when I sold parts, one of the things
that was really important isbeing as a distributor.
You kind of have to beeverything to everyone, right.
You don't know what they'regoing to need next and you have
to have that inventory ready togo so I can see how, by
expanding the products that theycould sell, that that would
definitely help them to grow.
You talk about inventory andevery time I talk to someone
(33:33):
from Sampa, they either talkabout the quality of the product
or they talk about yourinventory.
How did you see that as reallyimpacting the trajectory of
their growth?
Peter Caloia (33:43):
It allowed them to rely on the supplier to
actually have the product whenthey needed it, where the whole
industry was experiencinghardship with that at the time.
So we were able to provide theproduct when they needed it.
As you know, there's no time inthis business.
Everybody needs the partyesterday.
So we were able to meet thosedemands and offer, like you had
(34:03):
mentioned, top quality, oequality at the right price a
very competitive price when itwas needed.
Jamie Irvine (34:10):
Yeah, it's a recipe for success.
Yes, so in the sales role, oneof the things you're responsible
for is being able to evaluatesomeone when you're onboarding
them.
What steps do you take to makesure that, before you onboard
someone as a new distributor,that they're going to be
successful?
Peter Caloia (34:27):
We have to analyze their market, make sure that
we're competing in the rightplace.
That whole Wolf of Wall Streetline remember selling me this
pen?
What he didn't tell you, JordanBelfort, was that if the
customer doesn't use pens, theyonly use pencils.
Well, you're not in the rightmarket, right?
Right, we like to analyze themarketplace, get to know where
the customer is selling whatthey're up against.
Have a conversation like we areright now.
So really just sitting there,learning from the customer what
(34:49):
their pain points are, whatthey've been experiencing, what
their challenges are, what theirgrowth goals are.
And if they could give us whatan ideal supplier would look
like, we could go from there tosay well, in the perfect world,
what were the top three that youneed?
So, what are your expectations?
And just make sure we're ableto align with them and meet
those expectations.
Jamie Irvine (35:09):
Yeah, I mean, alignment between manufacturers
and distributors is as importantas alignment on a semi-truck.
Jeff Williams (35:15):
Yeah, there you go.
Jamie Irvine (35:16):
So what are the things that you do for the
distributor after you'veonboarded them as a new customer
, so they've become adistributor.
Now what are the specificthings you do to ensure that
that onboarding process issomething that is a good
experience for them?
Peter Caloia (35:32):
So we get them set up on Sampa Connect, our B2B
site, that way they can checkavailability pricing
interchanges.
We get them set up on SampaConnect, our B2B site, that way
they can check availabilitypricing interchanges.
We get them set up andintroduce them to their inside
customer service representative.
Make sure they have all thecontact information they need.
We work with their sales teamsand their counter teams to make
sure that they're fully trainedand comfortable selling the
products, and then we work withthem on, as far as a point of
(35:53):
sale material goes, sell sheets,whatever they need to actually
sell the product and educatetheir customers, including
co-branded sell sheets andmaterials.
We just have to make sure wehave a high resolution image, as
I'm told.
Jamie Irvine (36:06):
Yeah, from a marketing person, I can tell you
that is very, very important.
So if you were to lay out forsomeone who's thinking about
becoming a distributor of Sampathey want to become a
distributor of Sampa.
If you were to lay out forsomeone who's thinking about
becoming a distributor of Sampathey want to become a
distributor of Sampa.
If you were to lay out kind oflike a three-step plan, what
would that plan be for them toget them from where they are to
becoming a distributor andselling your product?
(36:27):
Research, the product.
Peter Caloia (36:29):
Do your market research Peer research, I should
call it.
Talk to the other customersthat are in your group, that are
currently buying the productfrom the prospective supplier,
in this case Sampa, and get toknow the product, what they're
experiencing, quality,availability.
Second step would have to be toset up a meeting with the
supplier or prospective supplier, with Sampa.
Get to know us, talk about whatwe're able to provide, learn
(36:52):
our pricing structure, qualityhow we achieve the quality we
achieve, how we achieve thesuperior availability that we've
been able to achieve.
And then step three is justconstant contact.
Fill out the credit application, of course, but constant
contact with us, making sure wealways stay in touch, quarterly
business reviews, or it could bemore field work going out in
the field.
And that's a big step three, Iknow, but that's when the real
(37:16):
relationship forms and we startworking together to ensure a
mutually beneficial relationship.
Jamie Irvine (37:22):
Yeah, and as someone who was working for a
manufacturer at one point and Iworked for distributors, I can
tell you that that relationship,that third step, is so critical
.
To, like you said, it reallymakes the relationship more
concrete.
To like you said, it reallymakes the relationship more
concrete, it allows both themanufacturer and the distributor
to kind of understand eachother's needs, and what I've
(37:43):
seen anyway is thatmanufacturers that take that
step and really support theirdistributors in that way, they
are very successful and so aretheir distributors.
Peter Caloia (37:51):
We definitely have to work together and make sure
there's open lines ofcommunication.
Honesty should go withoutsaying, but everybody has to be
upfront with their capabilities,what you can and can't do.
So we don't want to promise theworld an under-deliver, of
course, and that comes fromdistributor or supplier.
It works in both directions.
And again, working together,truly partnering up I know it's
a buzzword in the business world, but truly partner with your
(38:13):
customer and your supplier.
I mean that's going to get youthe success that you're looking
for and you're able to work onthose tough areas where you're
actually having hard time andchallenges to try to get over
those obstacles.
Jamie Irvine (38:25):
Yeah, well, if it was easy, everybody would do it
right.
So there's going to be somebumps in the road.
Peter Caloia (38:30):
But the easiest thing is to have the
conversation, and I think we'reall very great at that.
Jamie Irvine (38:35):
Well, that's fantastic.
Thank you for taking a fewminutes and explaining to me,
from your perspective in sales,what those steps are, what
you're doing for yourdistributors, and I wish you and
your distributors all thesuccess in the world.
Thank you, jamie.
So you've had a chance now tolisten in to all of the
(39:00):
interviews that I conducted andto take this trip with me to the
US headquarters in Dallas,texas, of Sampa.
It was a great day.
I really enjoyed myself.
I felt that they really openedthe place up to me.
I got a behind-the-scenes lookof what's really going on and I
wanted to make sure that Icaptured how I was feeling in
the moment.
I was a little tired because itwas a long day, but I think
these concluding comments herethat we recorded right there at
the?
U the US headquarters while wewere still on site captures how
(39:22):
I was feeling at the end of theday.
So listen into those concludingcomments.
The trucking industry is thebackbone of society.
We need the trucking industryto give us everything from the
necessities of life to thethings that make life a little
more enjoyable.
In order to keep the truckingindustry rolling, we need
distributors and manufacturerswho are dedicated to providing
high quality products thatmaximize uptime, prevent
(39:46):
downtime, and we needdistributors that are there to
support the trucking industrywhen they have challenges with
their equipment.
After spending time here atSampa's US headquarters, I've
really gotten a betterunderstanding of what they do,
as not only a manufacturer, butalso as someone who is
supporting the trucking industrythrough their distributors.
They're empowering theirdistributors, they're providing
(40:08):
them with high quality products,they control the manufacturing
process and, as you could see,they have more than enough
inventory to support theirdistributors.
Sampa also provides theirdistributors.
Sampa also provides theirdistributors with a level of
customer service that empowerstheir distributors to take care
of their customers fleet owners,repair shop owner, operators,
the people who are relying onthese distributors to keep their
(40:30):
equipment rolling.
And, as you saw in pastinterviews of Sampa's customers,
we've also seen that Sampa ispositioning their distributors
in a very unique way thatprovides them with the ability
to be competitive in a spacewhere, as we mentioned before,
there is a real race to thebottom on price.
So everything that Sampa isdoing from manufacturing to
(40:51):
warehousing, to customer service, to support it all makes
distributors more competitive,which makes them a better option
for the trucking industry.
Spending time here at the USheadquarters of Sampa has really
given me the confidence to beable to say you can expect more
from Sampa.
Well, I hope you enjoyedlistening to this special
(41:12):
episode and taking that journeydown to Texas to visit Sampa.
I hope that you are going toattend HDAW 2025.
If you are, we're going to havea booth there, as we have had
in years past.
We're going to be doinginterviews right on the show
floor.
We're going to be havingmeetings.
So if you want to chat with us,make sure that you reach out to
(41:34):
us and we will do our best toschedule you in.
I look forward to seeing you atHDAW 2025.
Thank you again for listening tothe Heavy Duty Parts Report.
If you haven't already, headover to our website.
Hit that follow button andsubscribe to our email.
If you like the audio version,you listen to a podcast player
hit the follow button for free.
(41:54):
Give us a five-star rating andreview.
If it gives you that option.
It helps us with reach.
And finally, if you likewatching the video version, make
sure you hit the subscribebutton to follow on the platform
of your choice.
As always, I want to end thisepisode with encouraging you to
be heavy duty.
Thanks so much for listening.
We'll talk to you again soon.
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