Moving to or from Yorkton, SK? U-Haul cargo and enclosed trailers are intelligently designed to protect and secure your precious belongings, while our open utility trailers are perfect for hauling building supplies, landscaping materials or bulky items. U-Haul car trailers have EZ load ramps for effortless loading of vehicles while our motorcycle trailers are lightweight and easy to tow. Get FREE trailer rental rate quotes in Yorkton SK S3N2X1 today.
Cargo trailers in Yorkton, SK are lightweight, aerodynamic, and engineered for better fuel economy which makes it easy to tow behind any vehicle. Millions of families use our enclosed cargo trailers to move every year. U-Haul has a large selection of enclosed trailers to rent in-town or one way, review our cargo trailer sizes and reserve a trailer rental online at A&S Transport Ltd!
Utility trailers are perfect for towing large or oversize cargo in Yorkton SK S3N2X1. Many utility trailer rentals come equipped with a loading ramp for easy convenience. The utility trailer selection at A&S Transport Ltd provides an affordable solution for home improvement projects, furniture delivery and for towing recreational vehicles. Utility trailer rentals are also popular with businesses for deliveries and trade-show events. Utility trailers come in a wide range of sizes and styles so that any car can tow.
Moving cross-country with your vehicle on a car trailer is a smart way to save gas and eliminate miles of wear and tear on your vehicle. Our Tow Dolly is a low-cost option for towing front wheel drive vehicles, while auto transports are ideal for long distance moves. Both car haulers fit most sized vehicles in Yorkton, SK and are also an economical alternative to calling a tow truck in the case of a break-down. Whether towing behind a U-Haul moving van or your own personal vehicle, you can rent a car hauler for both in-town and one way moves.
Motorcycle trailers in are lightweight, easy to tow and have an easy-access loading ramp. Each motorcycle trailer also comes equipped with an integrated chock for the front wheel and with heavy-duty tie-down rings to support even the heaviest of motorcycles. Reserve your motorcycle trailer rental in Yorkton, SK online today!
Trailers should be rented with hitches. Not everyone ownes a hitch with the perfect size ball for your trailers. Also you need to accept debit cards.
I returned the vehicle outside of business hours using the key drop off, so can't comment on this location.
I had to pick the trailer up in water with 6 inches of mud to stand on and I got out of my truck in lots of water shoes were all wet thick with mud
The UHaul had no adapter available so had to purchase one. I would recommend to inspect the view directly with the supplier before pick up
The guy sat at his desk when I asked him if we should check the truck to make sure everything is ok and he said ‘ I will do it later’
Not sure why vehicles are not filled when going out, easier to bring it back full, why was 7/16 selected?
I didn't need furniture blankets... But there they were, in a heap on the loading dock, in the cement dust and rocks. Having them folded and inside, ready for use for any customer would've been better to see. Customer service was average compared to an Edmonton location... Competition definately benefits the customer there.
No oil on dip stick of the truck i was to use. If i wouldn't have check the oil myself i may have ended up on the road with a blown engine! The service representative put in over 2 1/2 liters of oil before the truck was ready to go out. Everything else was great!
Was a bit hard to find and of course on Sunday they were closed so we had to just drop off the truck, lock it and put the keys in the slot and go on faith that all would be well when they checked it the next day.
Ryan and Adam are amazing guys in Yorkton location! Any time I dealt with them they were fast and professional at what they do. Thanks guys!
There must have been a leak in the roof. When it rained on my drive, I opening the door to my couch being in a puddle of water. The hamper of clothes was also soaking wet. Not damp soaking. When the dust came in after that it was just a muddy mess over everything! I was moving baby things and now everything has to be rewashed. I understand that trailers aren't water proof but this was a little excessive.
I reserved a 26 foot truck via your 800 number. I was emailed the day before my move that all I could get was a 10 foot truck. Extremely inconvienient as I had arranged for people to help me move. Uhaul agreed to a discounted mileage rate for the inconvenience, but charged my card for the extra mileage anyway. Had to call back to rectify. Overall, a poor moving experience.
This was a really easy place to do a 24 hour drop off. We are grateful for the 24 hour drop off situation and when we called to follow up to ensure there were no issues, the nice gentleman knew exactly what trailer I had dropped off without me even saying anything. He was really on his game.
I reserved a 26' U-Haul and was given a 20', and had to drive for 3 hours to get the van and a further 3 hours home. Not being able to fit my belongings meant loss of personal items and I will be receiving a bill from previous landlord for the removal of items left. Never using U-Haul again and advising people to stay away from U-Haul as a company. The can of the truck was not clean, had no windshield washer fluid, and the engine was gutless. Steer clear of U-Haul. The pickup location had friendly and helpful staff and as a company overall they seem good, but uhaul screwed me! Please note this review does not reflect the pickup location but U-Haul as a company.
The trailer was very dirty When I picked it up. I have to pressure wash the outside to get all of the mud off off of it. Their service was very good though.
How significant was the impact of resistance and partisan movements on bringing about the defeat of Germany in World War II? | Custom Essay Writing
How significant was the impact of resistance and partisan movements on bringing about the defeat of Germany in World War II?
Genesis is engaged in supply of PCs to the home market and in development of software. During the past year, project costs of the company have tended to go beyond projections and have become a matter of grave concern. The project management team has been given the task of analysing the situation and devising measures to control costs.
This report contains a detailed analysis of the problems facing the company and provides recommendations to bring project costs under control. It is structured into separate sections and after beginning with a small introductory write up, takes up the various factors involved in project cost control, along with recommended measures and suggestions.
Genesis Computers is in the business of selling and maintaining personal computers for home use. The company also develops software solutions for its clients. The customers of the company buy PCs, as well as bespoke software. Clients can be segregated into customers who buy computers, customers who buy software and those who buy both. All customers are provided with free warranty periods for both hardware and software. Many of them prefer to enter into annual maintenance contracts at the end of the warranty period. In consonance with customer expectations, Genesis sells only branded computers. In addition to PCs, some customers also need printers and scanners, which the company provides. As the market of the company is limited to customers who need PCs for home use, the number of computers sold to individual clients remains restricted. Some clients who run small businesses from their homes occasionally place larger orders, along with bespoke software.
The company is experiencing overruns in project costs. Cost escalations are occurring regularly in both hardware and software components, with resultant erosions in profitability, delays in project completion and decrease in customer satisfaction. It has now become imperative to ensure that cost budgets are maintained and customer expectations with regard to quality and delivery met appropriately. It is the objective of this assignment to investigate the reasons for cost overruns and develop appropriate measures to control identified problems. Consideration has to be given to the small size of the company. The recommendations should thus be simple, logical and convenient to implement.
Measures to control project costs need to account not only for the costs incurred for procurement of hardware and development of software, but also for those incurred for maintenance and rework during the warranty period. Apart from these expenses, project costs need to incorporate all direct or indirect expenses attributable to the project. As warranty costs for hardware are protected by back to back arrangements with hardware vendors, this assignment will focus on the other cost elements involved in project execution.
Cost control must necessarily be a multi disciplinary exercise. This fact needs to be conveyed to all departmental heads and their cooperation obtained. It needs to be recognised that cost reduction exercises that happen without the full cooperation of all departments will probably be stillborn and doomed to failure.
In many cases the genesis (!) of cost overruns lies in improper preparation of estimates and quotations. Preparation of estimates is often the preserve of sales and marketing functions. The sales department in Genesis reports directly to the CEO and its eagerness to clinch deals occasionally results in inadequate cost estimation and low quotations. It is recommended that the estimating exercise be converted into a multidisciplinary function for an initial period of six months. During this period managers from projects, procurement, software development, finance and sales departments should take part in the estimation function. Managers drafted for this exercise will need to be informed of the urgency of the exercise, the necessity of carrying out detailed estimation exercises and the need for speed in preparing estimates. It must be ensured that sales response times do not get diluted due to the necessity of carrying out estimation exercises. It is also essential to ensure that the procedure for estimation be in line with the methodology used by the company for preparing project budgets. The estimation exercise, while incorporating direct and indirect costs, must provide for accurate forecasting of time required for software development. It needs to be emphasised that most software development costs are functions of time and labour and the underestimation of time is a causal factor behind preparation of incorrect estimates and subsequent overruns.
The budgeting exercise takes place only after receipt of the order; with budgets sometimes being very different from original estimates. It is important to prepare the budget, de novo, after receipt of the order on the basis of the order specifications for hardware and software. The hardware requirements and prices agreed upon need to be checked with procurement prices to ensure the presence of determined margins. A software development process consists of specific steps e.g. analysis of software, elements, architecture, implementation, testing, documentation, training, support and maintenance. The budgeting process must necessarily account for the time required for separate processes, incorporation of buffers and slacks, application of accurate costing rates and incorporation of other direct and applicable indirect costs, including the apportionment of overheads.
Efficient control of costs relating to the hardware component in projects will be best served by improving the supply chain management of the machines, peripherals and accessories, traded by the company. Most projects contain both software and hardware elements. As such, they also have a delivery time framework that is in consonance with software development time. This factor, fortunately, provides enough time to the purchase department for procurement of hardware, even after receipt of the order. Genesis must take advantage of this slack in hardware procurement time to ensure minimum stocking and reduced inventory levels. The project managers need to coordinate with the staff of the procurement department and the vendors, thereby ensuring that while low inventories do not lead to delays in receipt of material, ordered supplies are received “just in time” to ensure timely delivery. Introduction of this practice will lead to reduction in inventory, freeing of inventory carrying costs, more careful buying and sharper project execution practices.
Improvement in any aspect of project management; be it cost, delivery or quality, essentially starts with project managers. Each order, as soon as it is signed, must be allotted to a suitable project manager. The choice of project managers is important in order to ensure that chosen managers are competent enough to handle allotted projects and moreover, have enough time to devote to the execution of their projects. Overloading project managers or allotting projects to unsuitable managers is the surest way to invite problems in project execution. Improper project management can lead to costs going over budget or to late deliveries, with problems getting compounded when large number of projects come up for parallel execution.
There are three basic dimensions to successful project management, control of time, scope and cost. These dimensions work like three sides of a triangle, with a change in any one parameter affecting the other two.
Research shows that less than 10 percent of all projects are delivered to their original cost and schedule estimates. One reason associated with this failure rate lies in the tracking of effort and cost – estimates should be tracked over time comparing planned to actual outcomes.(McManus, 2006)
Project managers must control the scope and time of the project and ensure that they comply with originally laid out plans. It is generally seen that this approach, if implemented sincerely solves many of the problems that lead to cost overruns. Project managers are responsible for a number of issues, the main ones being planning, designing objectives, controlling risk, estimating and allocating resources, organising work, acquiring resources, assigning and directing activities, controlling execution, monitoring and analysing progress, implementing route corrections, ensuring compliance with cost, time, quality and delivery norms and managing issues. Execution of many software projects also involves the utilisation of outside experts who are paid in line with the time expended by them while working on the project. Outside experts need to be monitored with more care because of their distant location and other commitments.
Specific attention needs to be given to monitoring the various phases of different projects. If estimation and budgeting are done with a fair degree of comprehensiveness and accuracy, proper monitoring and route corrections procedures help greatly in keeping projects on track. Project monitoring involves a number of variables. It is recommended, in the first instance, that all mangers use standard software like MS Project to monitor and control projects. In addition to use of standard project monitoring tools, monthly financial reviews also help in controlling project costs. It is recommended that these financial reviews should be regularly held and attended by project managers, finance personnel and the CEO. The focus of these reviews should be on cost and time overruns. These reviews will help enormously, not just in locating reasons for overruns but also in quantifying the costs that remain to be incurred. It is imperative that reporting of costing data, at this stage, should draw only upon the information available within the existing finance function. Changes in systems relating to collecting and recording of costing data should be looked at only after the present recommendations are implemented and followed, for at least one year. It would be premature to do otherwise.
The conclusion of any project must necessarily be accompanied by a detailed closing review focussing on time, scope, cost, and customer satisfaction. The review should deal not just with negative variances but also with areas where good project execution practices have been able to achieve savings in time and costs. This will enable project managers to focus and localise practices that have worked favourably during project implementation.
The project management team must use these completed reviews as major information sources for designing project cost control measures. They must draw from the lessons learnt and conclusions reached to prepare a detailed manual outlining company practices for monitoring and controlling project costs. The CEO and the finance department should keep the issue of project cost control alive during the year and design a reward system for staff responsible for executing very successful projects.
It is suggested that these measures be implemented immediately and quarterly reviews be held thereafter to assess their effectiveness in achieving project cost control.