The Upfitter Belongs at the Table
Early collaboration with upfitters can improve standardization, control costs and reduce delays.
For some fleets, the vehicle procurement process begins with selecting a chassis, and then thinking about the upfit later on in the process. That approach, however, can create problems.
Whether a fleet is ordering service trucks, construction vehicles, utility bodies or other specialized equipment, the chassis and upfit need to work together. If the upfit requirements aren't considered until after the vehicle has been selected, fleets can find themselves dealing with payload limitations, dimensional conflicts, challenging electrical requirements, engineering changes, delays and unexpected costs.
The solution is relatively straightforward: Involve the upfitter early.
“It’s never too early to engage the upfitter, given their experience and insight into the application,” says Greg Grant, Regional Sales Director at Foss National Leasing. “So engage them right up front and have them involved in the design discussions so they understanding how that vehicle is going to be used.”
“It’s never too early to engage the upfitter, given their experience and insight into the application.”
- Greg Grant, Regional Sales Director, Foss National Leasing
Start with the application
Jeff Klinghoffer, Director, Regional Engineering Managers at Holman says the entire vehicle should be considered holistically. “Fleet leaders should engage their upfit partner early in the procurement process, ideally before the vehicle specification has been finalized,” he says. “The entire vehicle specification – chassis, upfit, equipment, etc. – should be planned in unison as each aspect of the buildout impacts the others.”
Waiting until the chassis has been ordered isn't necessarily wrong, but it can limit the available options later in the upfit process. “While it is not too late to engage your upfit partner once the chassis has been selected, the end result is typically much better when all supply chain stakeholders are included early in the planning process to help avoid potentially costly compromises later in the process,” Klinghoffer says.
Grant agrees, and stresses that all parties, including the fleet manager, the fleet management company and the upfitter, can bring different insights and levels of expertise to the process.
“The fleet management company brings in the procurement and life cycle expertise, while the upfitter understands the engineering and installation requirements, including timelines and costs,” he says. “So by working together, you’ll get the best end result.”
Avoiding the chassis trap
One of the biggest risks of selecting the chassis first is discovering later that it isn't capable of supporting the desired configuration. Klinghoffer points to several potential trouble spots: “When there’s a fragmented supply chain process, the final buildout can be hampered by a number of issues – payload deficiencies, wheelbase challenges, electrical concerns, equipment compatibility problems, etc.”
A vehicle can look like it will do the job on paper, while still being a poor match for the intended application, he adds. “A chassis may not properly support the intended upfit. When those issues become apparent late in the process, fleet operators often need to navigate redesign work, additional costs, and/or delivery delays.”
Grant has seen similar issues involving payload, cargo space and vehicle dimensions. The resulting problems can cost both time and money to address and correct. “You’ll have to deal with downtime, production delays, as well as extra costs,” he says. “All of that can be avoided if you plan accordingly.”
For fleet operators, the consequences can be particularly significant when a vehicle is being ordered to perform a specific job, but isn't available when expected.
Specifications should include the upfit
Klinghoffer explains that a strategic upfit partner can add significant value. “Experienced upfitters can help fleet operators develop specifications that are practical, repeatable, compliant, and optimized for real-world use,” he adds. “Ensuring the buildout is right from the beginning is always less expensive than having to make adjustments later in the process.”
Early upfitter involvement can help reduce the total cost and risk associated with getting the vehicle into service.
“Early collaboration can help eliminate potential change orders, reduce rework, and improve standardization across your fleet,” Klinghoffer says. “This can help avoid delays, mistakes, and unnecessary complexities throughout the build process that may otherwise increase the overall cost.”
Grant similarly points to cancelled vehicles, installation delays and expensive retrofits as costs that can be avoided through early planning.
Consider the OEM upfit network
The upfitter relationship can also be a consideration when a fleet is evaluating which OEM to purchase from.
“Fleet operators should certainly consider the OEM’s upfit network during the procurement process,” Klinghoffer says. “The quality of the OEM’s certified upfitters can have a major impact on the buildout, delivery timing, technical support, and overall project success.”
OEM-certified upfitters can also help ensure that specifications meet manufacturer requirements.
“When aligning with an OEM certified upfitter, you’re assured that your specifications adhere to all manufacturer compliance requirements so that the warranty isn’t compromised,” Klinghoffer says.
Strategic upfit partner
There is a strong case for standardizing around a primary upfit partner, but that doesn't necessarily mean every vehicle should go through the same facility.
“Ideally, fleet operators should partner with one upfitter that is able to support the vast majority of their fleet,” Klinghoffer says. “A strategic upfit partner can improve consistency, quality, and support across your entire fleet.”
However, he acknowledges that specialized vocational applications can require specialized expertise.
Grant advocates a similar approach, with a primary network supplemented by local resources. “It’s best to have that balanced approach,” he says, “having a primary network vendor or partner with a secondary option that can support local needs, when necessary.”
Expensive mistakes
Ultimately, the most expensive upfitting mistake may be discovering a problem after the vehicle is delivered.
“Typically, the most expensive mistakes are specification errors, engineering changes after orders are placed, and production delays,” Klinghoffer says. “In most scenarios, the biggest cost isn’t the modification itself, but rather having the vehicle arrive late or not able to fully meet the operator’s needs.”
For fleet managers, that makes the upfitter more than a supplier waiting at the end of the procurement chain. Bringing that expertise into the process from the beginning can help ensure the chassis, equipment and intended application are designed to work together before the purchase order is even issued. As Grant puts it: “Make sure you’re working with the right people.”
