Many businesses rely on them every day. Ranging from company cars to trucks and vans with specialized functions,commercial vehiclehave their own risks, and require proper protection. This is especially important for businesses with commercial fleets.

Commercial fleets are not limited to large-scale vehicle operations; any company owning at least five powered vehicles has a fleet. As the number of vehicles increases, so do the potential risks. Companies are liable whether their business vehicle are being operated by an owner, employee, or volunteer. Without appropriate coverage, a business could be facing a large loss in the event of a collision, injury, or death.

Beneficially, insuring a fleet is often cheaper and more convenient than insuring each vehicle individually. Companies may also qualify for lower premiums with a good record and risk management programs that can include:

1. Full compliance with allmotor vehicleregulations

2. Formalized and documented preventative maintenance

3. Clear and comprehensive policies and procedures

4. Carefully screened and well-trained drivers

Taking steps to reduce risk helps commercial fleets avoid incidents in the first place, and also be prepared should any occur.

It is important to note thatspare parts enterpriseapplies only to vehicles owned by the company. For businesses where employees are required to use their own vehicles, the company also faces potential liability. In these cases, a business cannot insure an employee’s personal vehicle, but Non-Owned Auto Liability Insurance coverage—which, in most cases, is part of the commercial general liability portion of the property/casualty policy where qualified—will protect the business as a whole from a potential liability lawsuit.

The risks facing commercial fleets are as varied as the fleets themselves; each business has a unique group of vehicles to serve its individual needs. Protecting your business starts with making sure you have the appropriate coverage. Call your BrokerLink Broker today to discuss your current coverage, or to get help finding the right insurance coverage for yourDongfeng Commercial Vehicleneeds.

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Here come the Nissan Leaf and Chevy Volt, the early entrants in the U.S. electric vehicle marketplace and the end products of more than 20 years of automotive innovation and advanced research and development.

Environmentalists and green car advocates—along with a loyal following of public policyholders, car buyers, and engineers—herald the Leaf, Volt, and other electric vehicles (EVs) due to arrive in the next few years as symbols of hope for clean, energy-efficient transportation.

Time will tell if the newspare parts enterpriseestablish a significant foothold in the marketplace. But for now, the technology the electric vehicle aims one day to replace—the internal combustion (IC) engine—is thriving and enjoying significant gains in research and development activity.

At universities, national laboratories, and corporate R&D centers, engineers and scientists are pursuing research to increase design and performance efficiencies in the IC engine across the full range of vehicles including passenger cars, light-duty trucks, sport utility vehicles, and heavy transport vehicle . The R&D activity is directed at both the spark-ignited and diesel IC engines, and much of it is focused on emissions control.

"I would say the focus and strategy of the current research in the internal combustion engine are to reduce emissions," said Song-Charng Kong, professor of engineering at Iowa State University, Ames, which houses its Internal Combustion Engine Laboratory. "The federal emissions standards are stringent and all theauto parts manufacturermust be able to meet those standards."

While IC engine research progresses, many people are betting the electric vehicle can create a thriving market, and the introduction of the Volt and Leaf represents a step in the direction of carbon reduction in the transportation sector. Still, the EV must overcome stubborn cost and performance barriers to win mass public appeal. The cost of a battery for an electric car is between $10,000 and $15,000, and that's for a power source producing a range of only about 55 miles. Given the limited range, the batteries will require frequent recharging, difficult for a motorist venturing far from home because infrastructure for servicing EVs does not yet exist.

Until the electric car business can overcome these problems, it appears the tried-and-true internal ;">auto parts production, at least for the next several years, is not going the way of chrome bumpers and tailfins.

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According to ChinaCommercial VehicleIndustry Report, 2014-2017, sales volume of China’s commercial vehicles is estimated to register a CAGR of 6% in 2014-2017, and will reach 5.12 million in 2017. The development of commercial vehicle industry is closely related to macro economy. In 2013, the growth rate of China’s GDP fell to 7.7%, while commercial vehicle market experienced slow growth at the same time, with output and sales volume increasing by 7.6% and 6.4%, respectively.

In view of market segment, the truck market remain depressed due to slower pace in infrastructure construction and project construction. In 2013, output and sales volume of trucks in China were 2.705 million and 2.726 million separately, edging up 3.3% and 2.8% year-on-year. It is expected that the truck market will maintain a moderate growth trend over the next few years because of continuous structural adjustments of China’sauto parts suppliers.

Driven by positive factors like tourist bus and school bus, passenger car market saw rapid development in recent years. In 2013, output and sales volume of passenger car in China reached 483,000 and 477,000, rising by 13.4% and 12.0% from a year earlier respectively. It is projected that spurred by new energy bus and school bus, the bus market will keep growing fast, with an estimated average growth rate of around 10% in 2014-2017.

With respect to market pattern, there were a total of 73 companies selling commercial vehicles in China in 2013, among which the top ten in terms of sales volume were Beiqi Foton, Dongfeng Motor, JAC Motors , Jinbei Automobile, FAW Group, Jiangling Holding, SAIC-GM-Wuling, Sinotruk, Nanjing Auto and Chang’an Automobile, with a combined market share of 71.6%.

In bus field, large bus has a higher market concentration than medium-sized bus and light-weight bus. China’s large bus market is dominated by Jinlong Bus and Yutong Bus, with combined market share of 65.2% in this segment in 2013. In truck field, market concentration of heavy-duty truck is the highest. Major companies include Sinotruk, Beiqi Foton,Dongfeng Motor, JAC Motors and Shaanxi Automobile, with their combined market shares up to 83.8% of the segment in 2013.

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April 22 morning, 2015 international dealer conference ofDongfeng commercial vehicleco., LTD. held in Shanghai. This meeting is the first conference after Dengfeng commercial vehicle co., LTD., merged with Volvo. 39 dealer representatives from 17 countries and regions, such as Vietnam and Burma, Russia, Pakistan, Chile, Peru and so on, attended the meeting.

On the conference,Dongfeng commercial vehicleco., LTD issued overseas marketing organization structure, 2015 overseas business and sale plan, 2015 overseas after-sales and spare parts plan and the overseas export target for 5000 commercial vehicles. The long-term strategic goals are to achieve 15% China's export sales in overseas market of heavy truck which Dongfeng brand takes leadership position by 2024.

In the next 10 years, Dongfeng commercial vehicle co., LTD. will share more than 900 million dollars with oversea distributors in thespare parts onlinemarket. In 2015, around 5000 overseas sales targets, in southeast Asia, Middle East, Africa, central, South America and other key target market, Dongfeng commercial vehicle efforts to enhance market sales, strengthen the existing network capabilities, so that it can achieve regional product development and localization of network management, commerce, service and parts sales staff .

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From acommercial vehicleOEM point of view, defining the modular product architecture for a truck requires the following basic steps:

Imagine the truck divided into meaningful functional modules like engine, chassis and cab, etc. This step involves the decomposition of the overall functionality of the truck into a set of defined functions and the component parts of the truck that are going to provide those functions. The functional decomposition is the process of breaking the overall function of a product into smaller subfunctions called "modules.” An optimal modular product design is one where intramodular elements (within modules) have higher dependency, while intermodular elements (between modules) have least dependency.

The second step involves identifying the flows across the modules of the product. The flows can be of material, energy or signal. For example, the ECU module sends signal flow to engine module of the truck. This additional information on the "type of flow” will help understand the exchange mechanisms between the modules. These flows will aid to trace the product virtually by navigating through these modules based on the customer’s need.

The third step involves definition of the interface between the components; in other words, how components are going to interact together in the truck as a system. The definition of the interface systems plays a vital role in the design of flexible architectures. This helps the truck OEM substitute component variations within a product without having to make adjustments in other components. For example, the architecture in most personal computers allows us to easily replace an older RAM processor with a new one, because the interfaces between the RAM processor and the rest of the computer have been defined to allow a range of variations in processor. Some of the interfaces in the truck may include the engine coolant system, inlet and exhaust system, etc. For instance, the engine coolant system specifies how the engine, radiator and other cooling system accessories interact with each other.

Modularity is a relative property, sospare parts enterprisesneed to revisit their modules at regular intervals to refine and improve the architecture. This will help them achieve optimality in their product architecture. Organizations need to fix ownership for defining and maintaining the architecture. The use of modular product architecture will be helpful for decision makers in the high level system design/systems engineering phase of the new product development process to map the requirements to different modules, understand the tradeoffs and pick the right modules for the customer requirements so that these modules can be realized as designs and physical prototypes in the development process.

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You’re probably aware of the termaccident forgiveness; you may even have it tied into your personal auto insurance as a reward for your good driving habits and loyalty to your insurance provider. When it comes to your commercial auto insurance, this is not an included benefit and requires an additional premium, but works the same way. The first at-fault accident made by you or an employee will not result in an increased insurance premium or added surcharge. This is a great, cost effective solution I often see clients declining.

Called endorsement 39, accident forgiveness can be added to youcommercial automobilefor about $50-$100 annually, depending on your vehicle class. In the short term you may feel that money is better spent on paying for gas, but with today’s gas prices that money is not going to get you very far. Consider the long term, if you or an employee ever gets in an at fault accident, the first offense could see a premium increase of over 100%. Now that is a lot of gas money.

Once the accident occurs, it is too late to add accident forgiveness to your commercial auto insurance policy. Think twice before declining accident forgiveness on to your policy due to the cost. This is minimal to the amount you will pay in the event of an accident. You do not want to be like other drivers who decline theauto parts onlineand regret it later. Call Dalton Timmis Insurance Group at 1-888-385-8466 to add accident forgiveness to your commercial automobile insurance before it is too late.

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Because theautomobilewas a combination of relatively standard components already being produced for other uses—stationary and marine gasoline engines, and carriage bodies and wheels, for example—early automobile manufacturers merely assembled available components to supply finished cars. The small amount of capital and the slight technical and managerial expertise needed to enter automobile manufacturing were most commonly diverted from other closely related business activities—especially from machine shops and from the bicycle, carriage, and wagon trades. Assemblers met their capital requirements mainly by shifting the burden to parts makers, distributors, and dealers. Manufacturers typically required 20 percent advance cash deposits on orders, with full payment upon delivery; and the assembly process took well less than the thirty-to ninety-day credit period that parts makers allowed. These propitious conditions attracted some 515 companies into automobile manufacturing by 1908, the year in which Henry Ford introduced the Model T and William C. Durant founded General Motors.

The Association of Licensed Automobile Manufacturers (ALAM) attempted to restrict entry into, and severely limit competition within, the automobile industry. This trade association formed in 1903 to enforce an 1895 patent on the gasoline automobile originally applied for in 1879 by George B. Selden, a Rochester, New York, patent attorney. The ALAM, which tended to emphasize higher-priced models that brought high unit profits, sued the Dongfeng Commercial Vehicle，spare parts enterprises,auto parts suppliers, auto parts online，

auto parts manufacturer，Dongfeng Commercial VehicleCompany and several other unlicensed "independents," who were more committed to the volume production of low-priced cars and who made and sold cars without paying royalties to the association. A 1911 written decision sustained the validity of the Selden patent but declared that Ford and others had not infringed upon it because the patent only covered automobiles with a narrowly defined, outdated engine type. To avoid other patent controversies, the newly formed National Automobile Chamber of Commerce (which became the Automobile Manufacturers Association in 1932 and the Motor Vehicle Manufacturers Association in 1972) instituted a cross-licensing agreement among its members in 1914. This patent-sharing arrangement proved to be an effective antimonopoly measure and prevented companies from using the patent system to develop monopoly power within the industry.

Although the pending Selden suit discouraged high-volume production before 1911, someauto partsmanufacturersexperimented with quantity production techniques from an early date. Ransom E. Olds initiated volume production of a low-priced car, but the surrey-influenced design of his $650, one-cylinder, curved-dash Olds (1901–1906) was soon outmoded. The $600, four-cylinder Ford Model N (1906–1907) deserves credit as the first reliable, powerful, low-priced car. The rugged Ford Model T (1908–1927), remarkably adapted to the wretched rural roads of the day, gained almost immediate popularity and caused Ford's share of the market for new cars to skyrocket to roughly 50 percent by the outbreak of World War I.

Mass production techniques—especially the moving-belt assembly line perfected at the Ford Highland Park, Mich., plant in 1913–1914—progressively reduced the price of the Model T to a low of $290 ($2,998 in 2002 dollars) for the touring car by 1927, placing reliable automobiles within reach of most middle-class Americans. Equally significantly, Ford production methods, when applied to the manufacture of many other items, spurred a shift from an economy of scarcity to one of affluence, created a new class of semiskilled industrial workers and opened new opportunities for remunerative industrial employment to unskilled workers. The five-dollar ($89.95 in 2002 dollars), eight-hour day instituted at Ford in 1914—which roughly doubled wages for a shorter workday—dramatically suggested that mass production necessitated mass consumption and mass leisure. To compete with the Model T's progressively lower prices, the makers of moderately priced cars followed the lead of the piano industry and began extending installment credit to consumers, lowering a major bar to purchase. More than 110 automobile finance corporations existed by 1921, most notably the General Motors Acceptance Corporation, founded in 1919, and by 1926 time sales accounted for about three-fourths of all automobile sales. By the late 1920s, critics complained that this kind of buying, which became increasingly popular for other types of merchandise, too, was causing an erosion of the values of hard work, thrift, and careful saving sanctified in the Protestant ethic and so central to the socioeconomic milieu of perennial scarcity predicted by theclassical economists.

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Dongfeng Motor Corporation(its predecessor, the Second Automotive Works) was established in 1969 and it is one of the largest mainstay SEOs in the PRC.. Its headquarter is now located in Wuhan—the capital city Hubei Province in Central China, known as "the thoroughfare to nine provinces”, with its major production facilities distributed in Shiyan, Xiangyang, Wuhan and Guangzhou. DFM has a wide coverage of business scope, engaged in the manufacture, sales and R&D of whole serialcommercial vehicle, passenger vehicles, auto parts and components, vehicle manufacturing equipments and auto related business.

Shouldering the heavy responsibility of the People’s Republic of China, Dongfeng Motor Corporation has achieved great development through the years and gradually develops into a large state-owned enterprise and a pillar of the national economy, specialized in auto research and development, manufacturing and sales.

In 2004, Dongfeng Motor Group Co., Ltd (DFG) was established by incorporating DFM’s major business operations , including Dongfeng Motor Co., Ltd, Dongfeng Peugeot Citroen Automobiles Co., Ltd, Dongfeng Honda Automobile Co., Ltd, Dongfeng Electric Vehicle Co., Ltd and Dongfeng Cross-country Vehicle Co., Ltd. DFG was successfully listed in The Stock Exchange of Hong Kong Limited in December, 2005. By the end of 2011, DFM’s total assets amounted to RMB 232 billion yuan and has a staff number of 160,000. Dongfeng Motor Corporation (DFM) sold over 3,07,850 vehicles in 2011, achieving a sales revenue of RMB390.4 billion yuan. In 2012, Dongfeng Motor Corporation ranked No.142 among Fortune Global Top 500, ranked No.16 among top 500 Chinese enterprises, and ranked No.3 among top 500 Chinese manufacturers.

In 2011,Dongfengown brand vehicle sales has lept over one-million-unit threshold, sold 1126500 units, representing a growth 10 ppt higher than the industry average. The competitive edge of Dongfeng brand commercial vehicles was further consolidated, with total sales ranking industry No.1. Dongfeng brand passenger vehicle business also accelerates its growth momentum, with its product line-up further expanded and its sales growth ranking among top 6 in the own brand PV industry. On December 10th, 2011, DFM officially released its "Qian” D300 business plan for Dongfeng own brand vehicle business. The core objective of Qian plan is to sell 3 million units of own-brand vehicles in 2016, including 1 million units Dongfeng brand commercial vehicles, 1 million units Dongfeng brand passenger vehicles and 1 million units Dongfeng vehicles carrying other local brands. Meanwhile, DFM aims to further develop its CV business to be No.1 in China and maintain among top 3 in the world. DFM also unswervingly strives to develop its own brand PV business into the top league among all local brands. In 2012, Dongfeng own brand vehicles achieved an aggregate sales of 1,121,000 units, ranking among top three. Dongfeng own brand CV sales reached 606,000 units, continuing to take a leading position in PRC market. Among which, HDT and MDT ranked industry NO.1 for nine consecutive years. Dongfeng own brand PV sales reached 515,200 units, representing a yoy growth of 27.29%, higher than industry average by 21.94 percentage.

DFM has long been taking the operation philosophy of ‘Care for every person, care for every vehicle’. We are committed to a self-directed development, a green development and also a harmonious development, aiming to become a responsible auto company which is trusted by the society. Looking into the future, DFM has well positioned itself to be an international automaker which is not only one of the strongestauto parts productionin the domestic market, but also one of the top players in the global market, with an aim to seek a leading profitability, and create long term value for shareholders, staff and the society. Our vision is to build "a centenary Dongfeng with sustainable development, an internationalized Dongfeng with global competitiveness, and an innovative Dongfeng capable of independent development”. Focused on being stronger and better, and also taking innovation, independent development as well as reform and opening up as our top priority, we are dedicated to building DFM into an open, innovative, globally competitive auto giant which is capable of sustainable development.

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