Analysts expect the global industrial market for clutches and brakes to be worth $1 billion in .
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The clutch system is a critical part of your vehicle. When it&#;s time to replace your clutch, one of the most important considerations is the clutch friction material.
Why is the clutch friction material so important? How do you know which material to choose?
Find out everything you need to know about clutch friction material.
Your clutch disc gets the most wear and tear of any component in your clutch system. The friction material determines how long your clutch will last and how it will perform.
Each clutch friction material has advantages and disadvantages. You should look for a friction material that will stand up to the engine&#;s torque and RPM. It also needs to stand up to the clamping force of the pressure plate. Unless you are racing, you want a clutch that will engage and disengage smoothly.
The clutch friction material determines the reliability and safety of the entire vehicle.
You&#;ll find six types of clutch facings. Each type has different features, so you can find one that meets your needs.
Organic facings are made from various materials that include phenolic resins, metallic powder or metal oxides, and compounded rubber.
These organic facings can be molded or woven. Molded facings are very economical, but they aren&#;t very strong. Woven facings have fiberglass yarn woven into them. They are stronger than molded facings. They last longer and have better performance.
Heavy-duty organic friction lining material has a higher metallic content than regular organic clutches. They have more heat resistance and durability. They engage almost as smoothly as a normal organic clutch.
Despite the name, the ceramic clutch friction material isn&#;t actually ceramic. It&#;s made from a mixture of copper, iron, tin bronze, and silicon dioxide. Ceramic clutches can also include graphite.
Ceramic clutch facings won&#;t fade even at very high temperatures. However, the clutch engagement isn&#;t very smooth because the friction material grabs very quickly.
Kevlar is the trademark name for a type of para-aramid fiber that you&#;ll find in products from racing tires to bulletproof vests. It&#;s strong and lightweight. It resists corrosion and heat.
Kevlar clutch friction material will last up to three times longer than organic friction material in similar conditions. Kevlar gives you the smooth engagement of the clutch overall. However, it requires a long break-in period.
A feramic clutch facing is like a heavy-duty ceramic facing. Feramic clutch friction material uses steel instead of copper. Sintered iron is another name for feramic facings.
Feramic facings have a very high level of friction. They&#;re best for racing and heavy-duty trucking.
Carbotic facings are a type of feramic facing used for trucks. They engage the clutch more smoothly than a normal feramic facing.
FeramAlloy is a newer friction material. It has similar durability and temperature resistance to ceramic, but the clutch engagement is much smoother.
Choosing the right clutch friction material helps ensure you get the most out of your vehicles. Woven organic clutches are good for daily driving. Heavy-duty organic facings are a versatile choice for towing and hauling and most street performance applications.
Kevlar provides a very long lifespan. It&#;s good for off-roading. Ceramic and feramic facings are well-suited for racing. Feramic facings are also a good choice for agricultural applications.
FeramAlloy is ideal for heavy-duty hauling and towing as well as commercial trucking.
Kor-Pak offers a full range of industrial clutches and friction material. We&#;ll help you find exactly what you need. Check out our selection, and contact us when you&#;re ready to get started.
by Duncan Clark on November 29,
As Adam Brown, Managing Director, Procurement Strategy & Digital Transformation at Maersk, points out in a recent interview with HICX, &#;The sheer multitude of touchpoints for suppliers when transacting with many large enterprises can create confusion and inefficiencies.&#;&#;
The issue resonates with suppliers. Our recent &#;Voice of the Supplier&#; survey revealed that 61% of suppliers agreed that they find it challenging to do their best work for their most important customer and this is frequently as a result of the complex technology environment.
In this article, we explore two key experiential areas that suppliers in our survey said that they specifically care about:
Adam says that an in-depth, honest review of these aspects from the perspective of the supplier is key, adding: &#;It&#;s the small things that count and can really start to make the difference, right from that initial touchpoint of the external website that you have for suppliers. What does it actually say? Is it up-to- date? Is it meaningful? Does it tell you, fundamentally, where to go for help and what you need to do to solve your problems?&#;
Where do technology and systems create friction?There are four main areas which can create friction for suppliers and that can lead to poor supplier experiences from a technology &#; systems or platforms &#; point of view:
How the technology landscape relates to the end-to-end management of the relationship, particularly after onboarding, is crucially important but is often overlooked.
Adam Brown provides an analogy as he explains, &#;Traditionally, procurement is really just taking care of the first three dates in the relationship &#; we&#;ve got a contract in place, we&#;ve been approved, we&#;ve uploaded all of our certificates to the right place &#; but, then, there is a whole marriage to come.
Have I got a purchase order? Has the purchase order come in? Where do I send the invoice? How do I get paid? Who do I to chase up? There is all this side of it to consider, before just the operational day-to-day of how your supplier delivers goods or services,&#; he explains.
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1. Suppliers find managing the accounts difficultOur survey revealed that suppliers must login to an average of 8.4 systems in order to serve their most important customers. Meanwhile, 38% of suppliers state that they have to login to 10 or more systems to serve their most important customer.
This creates difficulties for suppliers in managing individuals&#; accounts associated with the various systems, while also creating multiple points of entry for data. It means it is hard for suppliers to take ownership of their data due to lack of visibility across systems. It leads to duplication of effort and inconsistencies.
How many systems do you need to log in to, to serve your most important customers?2. Suppliers do not find it easy to discover informationAs Dr Elouise Epstein, Partner at Kearney, Supply Chain and Procurement Author, explains, many organizations &#;lack a cohesive, integrated and up-to-date place for useful information,&#; and, as a result, suppliers find it difficult to locate the information that is relevant to them.
Good practices within Supplier Experience Management must therefore seek to eliminate sources of confusion for suppliers, ensuring that information is current, relevant and easy to access from a central point.
One solution is to use a supplier portal that offers Supplier Experience Management software, which should aim to become a content hub that can serve relevant content based on indicators such as supplier type, supplier location, user role, user intent and other available data.
3. Pressure on suppliers to complete tasks creates &#;initiative-fatigue&#;The pressure on suppliers not only to provide the purchased goods or services, but also to send extensive information back to the customer, is growing substantially. It is frequently widening to include providing certificates or documents; or responding to surveys relating to areas such as sustainability, diversity, child labor, conflict minerals, circular economy, working conditions, modern slavery, cybersecurity and many more.
As Carmen Erhardt, Director of Corporate Purchasing and Head of Global Processes, Operations and Digitalization at Henkel, explains, &#;More data than ever is now needed to be provided by suppliers, with further use cases emerging every day.&#;&#;
The burden is being felt by suppliers, as 60% of suppliers in our survey state that they spend too much time on administrative tasks for their most important customers. Without change, suppliers will continue to face a growing administrative workload.&#;
These costs can be passed on to customers as a result of the greater resources needed to manage information. It means that buyers need to take care to ensure that only the relevant suppliers are included for each data task. As Dr Epstein points out, &#;Many large enterprises have more than 50,000 suppliers and some as many as 100,000 &#; raising some uncomfortable questions for buying organizations. First, if every supplier fills out every survey, what happens with all of the information? Does the data actually serve a strategic purpose, or is this a gigantic check-the-box exercise? Second, what does the company do with this type of data?&#;
The advice: make sure you ask the right suppliers for the right level of information for the right purposes.
4. Frustration in resolving enquiriesSupporting two-way communications when the conversation is initiated by the supplier is equally as important as collecting data from suppliers. Just as consumers often select a range of different channels to contact organizations, the same is true for suppliers. However, these channels are often managed in isolation and this can create communication difficulties. This was shown in the results of the Voice of the Supplier survey. Almost half (47%) of respondents said that they find it difficult to resolve queries with their most important customers.&#;
Dealing with enquiries is, of course, difficult. Without a centralized approach, suppliers may choose a variety of different channels for enquiries such as messaging, calls, , and so on. However, these may all be handled in different ways and by different teams. The value of an integrated communication channel is frequently underestimated.&#;
Taking an example, Jerry Grable, Director eBusiness at BAE Systems, recalls how the Accounts Payable team at BAE Systems previously had to deal with a large number of enquiries every day from suppliers asking about invoice or payment status. By applying the principles of Supplier Experience Management, this is no longer the case today.&#;
&#;Now that this has been centralized, suppliers have access to the information and they can maintain their own information. This self-service approach has led to more than a 65% reduction in the number of calls to A/P Shared Services. A five-year business case was met within six months and suppliers are able to obtain the information they need, twenty-four hours a day, all year round,&#; he says.
To identify opportunities for improving routes of communication, it is worth undertaking an audit of enquiries to determine answers to questions such as:
It is a neglected area. In our other recent Supplier Experience Survey, which was answered by 100 senior procurement professionals from organizations with $1 billion turnover and which takes the enterprise view, 67% acknowledged that time to resolve enquiries was an area that they needed to improve. However, as this report also revealed, it made it to the list of top three priorities in only 1% of cases.
Performance Management and Working RelationshipOf course, supplier performance metrics are key to measuring crucial aspects of the supplier relationship, including delivery performance, quality, price, risk or levels of compliance.&#;
This information is also useful for suppliers to further improve their business. While 30% of suppliers in the survey said that improving service and support was one of the top three factors that they think most enables a good working relationship and 30% said that having reasonable expectations was a factor, 27% also put sharing performance data within their top three.
However, there is a disconnect. While over a quarter would have performance data within their top three wish list, 74% said, &#;The review performance metrics used are more helpful to the customer than to us,&#; revealing lost opportunities.
This underlines the importance of being able to take into account the supplier perspective in order to establish a mutual platform for collaboration and to set suppliers up for success. The result also shows the predominantly one-way nature of the relationship. While suppliers have to ensure that they meet certain performance criteria, there is, in most cases, no reverse mechanism to measure how well the customer is supporting a supplier to ensure that objectives can be fairly met. This is frequently the biggest gap, or blind spot, within organizations who are otherwise professing commitment to supplier-centricity.
How does Supplier Experience Management help?As suppliers face increased challenges from more data requests, more technology and increased competition, buyers need to find better ways to support the supplier experience.&#;
By adopting good practices that come with Supplier Experience Management, such as using data to improve experiences, limiting data requests to only what is truly needed and facilitating automated workflows and self-service options, we can better support suppliers&#; needs.&#;
This, in turn, adds the visibility required that is fundamental to building trust, growing the working relationship and ultimately becoming customer-of-choice.
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