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    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
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      <title>Processing Petitions to Import Non-Canadian Gray Market Vehicles</title>
      <link>https://trid.trb.org/View/756479</link>
      <description><![CDATA[This report presents the results of an audit by the Office of Inspector General, U.S. Department of Transportation, of the National Highway Traffic Safety Administration's (NHTSA's) processing of petitions to import "gray market" vehicles from countries other than Canada.  Gray market vehicles are vehicles (other than those manufactured for sale in Canada) that were not originally manufactured to comply with applicable Federal Motor Vehicle Safety Standards and must be modified to conform to those standards following their importation into the United States.  The audit was conducted at the request of the NHTSA Administrator following a complaint from a registered importer of motor vehicles about a delay in the processing of petitions by the Office of Vehicle Safety Compliance.  The objectives were to (1) evaluate NHTSA's timeliness in approving petitions for permission to import vehicles and (2) determine the reasons importers may experience processing delays.  As a result of this audit, it is recommended that the NHTSA Administrator:  (1) Ensure that petition receipt dates are properly recorded in the Motor Vehicle Importation Information System (MVIIS); (2) Ensure management reports show the actual processing time for each step of the petition process, and note how these times compare to NHTSA standards; (3) Modify the MVIIS to include fields that flag a petition that is being held in suspense and note the reason for the suspension, to call delayed petitions to the attention of NHTSA staff; and (4) Consider developing a customer-centric mechanism in line with the President's E-Government Initiative--such as a searchable Web site application listing the status of petitions--to ensure that the information regarding a petition being held in suspense is available to both the registered importer and the vehicle owner.]]></description>
      <pubDate>Fri, 10 Jun 2005 13:54:03 GMT</pubDate>
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      <title>DISCRETE MARKET SEGMENTS AND PUBLIC-PRIVATE PARTNERSHIPS: A MODEL OF TRANSPORTATION DEVELOPMENT SUPPORTING URBAN REVITALIZATION</title>
      <link>https://trid.trb.org/View/721816</link>
      <description><![CDATA[Recently, an alternative method of identifying and serving urban transportation population with specific transit needs is emerging in the form of discrete markets.  By providing more frequent and direct transportation, transit agencies are able to grow ridership, increase farebox recovery, and improve route efficiency.  The paper uses Knoxville Area Transit (KAT) in Knoxsville, TN, as an example of a system that has excelled in developing public and private partnerships that permit service increases without the high cost associated with new route, and businesses increase their access to customers without the large capital costs of transportation.]]></description>
      <pubDate>Tue, 09 Jul 2002 00:00:00 GMT</pubDate>
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      <title>STRATEGIC TECHNOLOGY, RADICAL CHANGE, BLINDING SPEED: BUILDING BLOCKS FOR SURVIVAL IN THE NINETIES</title>
      <link>https://trid.trb.org/View/458291</link>
      <description><![CDATA[The author, President and CEO, ITT Automotive, in addressing the subject of agility in the automotive industry, sees strategic technology, radical change, and blinding speed as the determinants of survival among OEMs and suppliers in the automotive industry.  OEMs and suppliers must plan now for good and bad times in the changing and competitive global automotive village.  A battle is being waged right now, as there are only so many ways the rewards of a congested and economically confined automotive global market, driven by low cost, can be divided.  The differentiator is time-to-market.  There are six fundamental factors that drive profitability:  sales price economics, labor costs, internal cost base, purchased material economics, mix (of products), and volume.  The manner in which companies manage the profit equation is a fundamental trait as to who will be winners and losers.  Systems integration will be one of the major new paths for growth.  As suppliers gain greater and greater sophistication over time with areas of core competence and as technological advancements are made, wonderful things happen which create systems integration opportunities that previously did not exist.  To face the challenges of technology and change, the most essential tool is discipline.]]></description>
      <pubDate>Thu, 07 Mar 1996 00:00:00 GMT</pubDate>
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