September 2003 INSIGHT Industry Update

BASF has announced plans for additional restructuring to strengthen profitability in the NAFTA region and has predicted that major efforts are needed to match last year's earnings in a persistently difficult environment. BASF's sales in the North American Free Trade Area fell 13 percent year-on-year to EUR 1.979 billion in the second quarter, and operating profit before special items fell 33 percent to EUR52 million from EUR77 million.

Thanks to its cost-reduction program, the company achieved second-quarter EBIT before special items of EUR832 million - an increase of 1.2 percent compared with the same period of 2002. Sales declined by 1.6 percent to EUR8.2 billion. This was mainly due to the drop in the value of the U.S. dollar by more than 20 percent compared with the previous year. BASF increased sales volumes by 3.2 percent and prices by 3.0 percent.

Disregarding the translation effect of the weaker dollar, the company would have posted sales of EUR8.8 billion, or 4.4 percent more than in the second quarter of 2002.

"You can rely on BASF's strength, even when we have to operate in an economic climate that offers very few encouraging signs," explained Dr. Jurgen Hambrecht, Chairman of the Board of Executive Directors of BASF Aktien-gesellschaft, during his presentation of the interim results for the second quarter of 2003.

Second-quarter EBIT after special items was EUR774 million, or 5.3 percent lower compared with the previous year. Special charges of EUR58 million in the second quarter were associated with provisions for restructuring measures in the NAFTA region and the integration of BASF's latest acquisition in the Agricultural Products division. Net income fell by 61 percent to EUR195 million as a result of higher income taxes, mainly due to a one-time effect of EUR124 million related to corporate income tax. Earnings per share were EUR0.35 in the second quarter compared with EUR0.86 in the same period of 2002.

Thanks to the very good first quarter, cumulative sales for the first half of 2003 were more than EUR17 billion or 2.8 percent higher than in the first half of 2002. Adjusted for currency effects, sales would have been EUR18 billion or an increase of 8.3 percent.

EBIT before special items for the first half of 2003 was almost EUR1.8 billion or 8.3 percent higher than in the same period of 2002. All operating divisions were in the black.

In the first half of the year, cash provided by operating activities increased significantly to EUR1.9 billion, exceeding the amount for the same period in 2002 by EUR1 billion. This increase is the result of the substantially lower additional financing requirements for net current assets.

BASF's Chairman does not expect there to be an upturn in the economic climate until the fourth quarter of 2003 at the earliest. "High unemployment rates, which continue to rise in the eurozone and in the United States, suggest that growth triggered by private consumption is unlikely. The signals from our customers also fail to show any signs of an upturn in the short term," said Hambrecht.

In the second quarter, the level of orders and the number of incoming orders have been lower than in the same period in 2002. Hambrecht is cautious about sales and earnings development in the third quarter.

"We expect sales at the same level as in 2002 and lower EBIT before special items. It is even more difficult to give a prognosis for the full year because of the continuing uncertainties. Considerable risks must be overcome if we are to achieve the same level of sales and earnings as in 2002. In particular, these risks are associated with volatile oil prices, the uncertain development of the U.S. dollar and persistent stagnation in important economies. Major efforts are therefore needed to match last year's achievements," he said.

The company aims to make additional savings by reducing its fixed costs through a two-phase restructuring program for the NAFTA region.

In the first phase, BASF wants to optimize the effectiveness and efficiency of service functions such as human resources, IT, purchasing, finance and legal with the goal of saving $100 million. These measures are expected to incur one-time costs of $55 million, of which $41 million has already been accounted for as special charges in the first half of 2003.

The second phase of the NAFTA restructuring program focuses on further optimizing product portfolio and site structures. The goal is to concentrate on business areas with high growth and profit potential. At the same time, BASF will sharpen the customer focus of its business processes and exploit market potential more fully. The second phase is expected to result in total cost savings of at least $150 million, which are to be realized by 2006.

The goal of this two-phase program is to earn the cost of capital in the NAFTA region. The company cut its workforce in the NAFTA region by 1,200 last year and expects to cut 1,000 jobs in the NAFTA region by year-end as part of its restructuring efforts.

AAIA Reports PBE Jobber Sales Increase During Spring

For the second year in a row, overall sales of paint and body equipment by jobbers increased during the spring months of April, May and June, according to Paint & Body Equipment Jobbers' Quarterly Data Reporting Panel: Q2 2003, just released by the Automotive Aftermarket Industry Association (AAIA).

"Consumers want their cars looking good for the summer months," said Dan Kaplan, AAIA's senior director of market research. "They are willing to spend more money in the spring to make sure their cars are in top shape."

Eight products are tracked in Paint & Body Equipment Jobbers' Quarterly Data Reporting Panel: Q2 2003, including paint, abrasives and masking products. The report also tracks jobbers' sales expectations for the next 12 months.

The quarterly report is available to participating PBE jobbers at no cost.

Akzo Nobel to Build Global Refinish Research and Development Facility in Michigan

Akzo Nobel will establish an international R&D center in Pontiac, Michigan for its Car Refinishes business. The site will play a major role in the development of new products for the global and regional refinishes markets.

Along with the R&D facilities, Akzo Nobel will also build a new hi-tech dispersion facility to produce Sikkens Autobase Plus Car Refinishes paint for the North American region. The total investment will amount to USD 30 million.

"This new R&D and production facility underscores our ambition to grow the Car Refinishes business in the U.S. market," said Rudy van der Meer, Akzo Nobel's Board Member responsible for Coatings. "Technological expertise is of paramount importance for coatings in general and for car refinishes in particular and these investments will enhance our global technological leadership."

"The establishment of the new facility re-emphasizes the importance of Akzo Nobel's presence in the U.S.," added Cor de Grauw, General Manager of Akzo Nobel Car Refinishes. "The Pontiac site will play a major role, not just in growing the market for Car Refinishes in the U.S., but it will also help to support our global activities in research and development and in manufacturing.

The hi-tech dispersion facility will produce highly concentrated intermediate products that are turned into finished paints in other parts of the world, close to local markets. The redevelopment of the Pontiac site will involve demolishing old and building new manufacturing units. The R&D activities presently housed in nearby Troy, Michigan, will relocate to the new facilities in Pontiac. Construction will start later this year.

Akzo Nobel Car Refinishes operates two other global research centers, located in Sassenheim, the Netherlands and Bangalore, India. The business also has major production facilities in Sassenheim, the Netherlands; Sao Paulo, Brazil; Vantaa, Finland; Zona Franca, Spain; Jakarta, Indonesia; and Suzhou, China.

Pep Boys to Close 33 Stores and Cut Jobs

Auto parts retailer Pep Boys - Manny, Moe & Jack has announced it will close 33 stores, cut 700 store jobs and eliminate 160 management positions in order to boost profits.

The Philadelphia-based company said its cost-cutting moves, the first by new Chief Executive Officer Lawrence Stevenson, are aimed at saving about $11 million annually.

Pep Boys said it expects to take a second-quarter pre-tax charge of about $85 million as a result. The charge will include $60 million to write down fixed assets and inventory; $10 million for store closure and severance costs; and a $15 million charge for unrelated legal and financing costs and asset impairments.

Following the restructuring, Pep Boys will operate 596 stores in 36 states and Puerto Rico, and employ more than 22,000.

The 33 stores to be closed account for about five percent of its 629 current stores. The 700 store employees, about 3 percent of total employees, assumes that about 200 store employees are reassigned.

Pep Boys stores to be closed include 11 in California; five in Texas, four in Florida, three in Pennsylvania, two in New York and one each in Arizona, Georgia, Illinois, Massachusetts, New Jersey, North Carolina, Ohio, and Virginia.

PPG PROSTARS to Introduce Star Quality Customer Service Program

PPG PROSTARS Certified Auto Glass Technicians will introduce Star Quality at the National Glass Association's national conference this month. Star Quality is an innovative customer service-training program designed to elevate the customer service position, educate car owners and improve business for auto glass shops.

"In an industry that is so cost competitive," said Marce Mizerak, PPG PROSTARS marketing manager, "anyone who can add value through improved customer service definitely has an advantage."

Star Quality equips customer service personnel with important product and industry knowledge, gives them the tools and skills to educate car owners and aims to provide them with a better understanding of a potential customer's needs. The program will utilize both instructor-led and in-shop formats to suit individual preferences and learning styles. The training will emphasize both driving sales and improving service from the first point of contact.

"Knowing how to fulfill the prospective customers wish is one thing," said Mizerak, "but going above and beyond that, educating car owners about safety issues, OEM products, service options, and their right to choose a shop for service, for instance, can help the glass shop to convert an inquiry into a service order. And delighted customers are repeat customers.

"Plus, when employees are involved in quality training," continued Mizerak, "it's easier for them to see the direct one-to-one relationship between their individual performance and the success of the auto glass shop." This not only improves employee retention, but also leads to improvements and efficiencies in the overall business of the shop.

In developing the Star Quality program, site visits were made to a sampling of PPG PROSTARS locations throughout the country. The program was then pilot tested and refined. Through this calculated, multi-tiered process, PPG PROSTARS shops were able to provide valuable input and ideas every step of the way, which resulted in a comprehensive, quality program designed to meet their individual needs.

"Auto glass shops are extremely busy conducting their day-to-day business," said Mizerak. "Star Quality is just one example of the completely customized training program that is provided to glass shops participating in PPG PROSTARS to help them distinguish their value proposition when fielding prospective customer calls."

Earl Scheib Closes $10 Million Credit Facility with Wells Fargo Foothill

Earl Scheib, Inc. has closed a $10 million secured revolving credit facility with Wells Fargo Foothill.

Chris Bement, President and Chief Executive Officer, stated, "We continue to focus our efforts to serve the best interests of our shareholders and maximize shareholder value. This $10 million credit facility will provide increased financial flexibility for the Company as we and our investment bankers, Ryan Beck & Co., evaluate alternatives to improve shareholder value and the Company's long-term outlook."

Earl Scheib, Inc., founded in 1937, is a nationwide operator of 120 retail auto paint and body shops located in approximately 100 cities throughout the United States.

Wells Fargo Foothill, a part of Wells Fargo & Company, is a provider of senior secured financing to middle-market companies throughout North America.

Sonic Automotive Acquires 18 Dealerships

Sonic Automotive, Inc. has recently entered into agreements to purchase or has purchased eighteen dealerships. The dealerships have combined revenues of approximately $800 million annually, with significant growth opportunities through dealership facility expansions. Projected revenues assuming full operations after facility expansions and relocations are approximately $1 billion annually.

Acquisition of Mesquite Hyundai has been completed. The remaining acquisitions are subject to normal closing conditions, including manufacturer approval. Closing is expected in the third and fourth quarters of 2003.

Included in these dealerships are the Momentum and Advantage automotive groups in Houston, Texas. Ricardo Weitz, the principal owner of Momentum Automotive Group, will be joining the company and will support the company's management team in manufacturers’ relations and market strategy.

O. Bruton Smith, the company's Chairman and Chief Executive Officer stated, "These acquisitions demonstrate continued commitment to execution of our disciplined acquisition growth strategy. We are strengthening our brand portfolio and adding brands that have been taking market share. These are also brands that Sonic performs well with and have earned high returns on investment for our company. ... We're particularly pleased to have worked collaboratively with Saturn to help accomplish their market representation objectives in the San Jose market area. This transaction with Saturn represents the first direct acquisition of a Saturn franchise by a public retail group."

Sonic Automotive, Inc., a Fortune 300 Company, is one of the largest automotive retailers in the United States operating 188 franchises and 42 collision repair centers.

Reynolds & Reynolds Certifies Mitchell Management System Interface

The Reynolds & Reynolds Company has certified Mitchell International's ABS Shop Management System to interface with its ERA Dealership Management System.

The new ABS dealership interface is a bi-directional electronic bridge between ABS, the industry's leading collision repair management system and ERA, Reynolds' leading automotive dealer management system. The interface delivers instant and accurate transfer of key data such as repair order totals, parts and labor data and customer/ vehicle information.

"We were pleased to work with Mitchell throughout the certification process and to now have them on board as a certified provider, "said Steve Hangen, vice president of Reynolds Software Solutions. "The certified solution offered by Mitchell gives automotive retailers an all-new level of data integration that increases customer satisfaction and streamlines operations."

Chad Taylor, Mitchell's Senior Director of Product Management, commented, "This will absolutely excite our customers and prospects," Taylor commented, "and helps fulfill Mitchell's commitment to continuously improve value for body shops and dealerships."

BASF and Toyota Develop New Web-Based Shop Management Tool

BASF Automotive Refinish and Toyota Motor Sales USA have jointly developed a new web-based tool that will help select Toyota Certified Collision Centers to measure and manage their repair cycle time more efficiently.

The new tool is based on BASF’s VisionPLUS OnLine business-management application and is specifically designed to work with Toyota’s innovative “On-Time” rapid repair system.

Toyota’s “On-Time” system can dramatically improve cycle time, permitting a typical repair to be completed and delivered to the customer in less than three days. Detailed tracking and evaluation of the repair line performance is essential to the success of the process.

BASF worked closely with Toyota to develop a user-friendly measurement tool that can keep up with the fast pace of the On-Time system. Starting with BASF’s VisionPLUS OnLine program, originally designed as a measurement tool for body shops, experts from BASF and Toyota customized the program to meet the stringent requirements of the On-Time system.

“Because the tool is Web-based, reports that used to take days to produce and analyze are now available as soon as the data is entered by the production coordinator,” said Gene Hausknecht, Manager OEM Services for BASF’s Automo-tive Refinish business. “We believe this tool gives a manager an extremely valuable means to direct and improve the repair process. The bottom line, of course, is greater productivity—and customers who are happy to have their car back, good as new, in three days or less.”

“During the past four years, we have been working closely with our dealers to develop and refine the On-Time repair process,” said Tom Mayhugh, Process Improvement Manager for Toyota. “One of our biggest challenges has been to find a suitable software package that can give us nearly real-time reports without being difficult to use in the shop. We are optimistic that BASF and VisionPLUS will help us accomplish this objective,” Mayhugh predicted.

LYNX Services Launches PowerSync Recognition Program

LYNX Services, LLC, a wholly-owned subsidiary of PPG Industries, Inc., has launched its new "PowerSync" Recog-nition Program. The PowerSync Program recognizes industry-leading auto glass retail and repair businesses that use information technology to streamline the glass claims process for their customers.

Qualifying shops will receive a PowerSync brand and identity tool kit to support their sales and marketing efforts.

Glass shops in the PowerSync Program electronically connect to LYNX Services and leading auto glass suppliers, making their services faster and more efficient. To date, 700 glass shops have qualified for the PowerSync Program, all benefiting from an improved claims process that features fewer telephone calls and faxes, shortened payment cycle, and improved shop efficiency.

"Having a direct connection with LYNX Services has significantly improved my ability to service my customers," said Doug Linderer, President of Mr. Go- Glass in Salisbury, Md. "We process claims quicker and are able to focus more on our customers' needs. This is a high-tech solution that helps us provide the high-touch service our customers deserve."

According to Steve Zweig, LYNX Services Product Manager, while many shops incorporate some e-commerce capabilities into their businesses, shops in the PowerSync Program leapfrog traditional Web-based channels and incorporate e- commerce directly into their desktop software to significantly improve customer service. Shops can use any GLAXIS-enabled point-of-sale or business enterprise software to establish their connection.

Zweig said that this direct connection capability removes long-standing communication inefficiencies, leading to improvements in the shops' ability to focus on customer service rather than the claims handling process. Further, direct connectivity also increases insurer confidence in the claims process, which is very positive for the glass shops linked to LYNX Services.

LYNX Services can also electronically schedule insurance claims through shops in the PowerSync Program.

"Electronically scheduled insurance work is a critical component to the next generation of glass claims management. The PowerSync Program provides the nations' largest network of glass shops capable of delivering this solution," added Zweig.

With over 3 million claims handled annually, LYNX Services provides customer service and claim handling outsource solutions, 24 hours a day, seven days a week, supported by multiple call-centers and integrated Internet infrastructures. The company also provides onsite process mapping, re-engineering and consulting services on property and casualty claims.

GLAXIS is a technology solutions provider bringing eCommerce to the desktop of auto glass retailers to connect them to leading claims managers and suppliers.

FinishMaster Net Income Down 18.9% in Q2

FinishMaster, Inc. has reported that net income for the second quarter of 2003 decreased 18.9 percent, to $2,971,000, or $0.38 per share, compared with net income of $3,664,000, or $0.46 per share, in the prior year period. For the six months ended June 30, 2003, net income was $5,744,000, or $0.73 per share, compared to net income of $6,788,000, or $0.87 per share, in the prior year period.

"Industry-wide declines in demand resulting from a reduction in the number of repairable vehicles continued throughout the second quarter," stated J. A. Lacy, President and Chief Operating Officer. "Factors leading to the reduction in repairable vehicles included slow overall economic conditions, lower accident rates and a higher incident of vehicular totals."

The decrease in net income for the second quarter and year-to-date period compared to the prior year periods was a result of lower net sales and gross margin dollars and higher overall expense levels.

The decline in net sales was due to reduced demand throughout the distribution network.

Lower gross margin dollars resulted from decreased sales volume and a decline in the margin rate. The deterioration in margin rate was a result of higher shipping and handling costs as a percentage of net sales and increased customer discounts. Operating, selling and G&A expenses as a percentage of net sales increased 90 basis points to 23.6 percent for the quarter, and 70 basis points to 23.8 percent for the year-to-date period. Higher costs related to wages and benefits, bad debts and insurance, and the lack of fixed-cost overhead recovery due to lower sales were the primary contributors to the increased expense levels.

Increased cash generated from operating activities, principally from favorable net working capital changes, resulted in a $22,733,000 reduction in debt since the prior year-end.

FinishMaster is a national independent distributor of automotive paints, coatings, and related accessories to the automotive collision repair industry. The company is headquartered in Indianapolis, Indiana, and operates three major distribution centers and 158 branches in 25 of the 35 largest metropolitan areas in the country.

Valspar Reports Q3 Results

The Valspar Corporation, a leading coatings manufacturer, has reported net income for the third quarter ended July 25, 2003 of $40,114,000 versus net income of $38,054,000 for the comparable period last year. Diluted earnings were $0.77 per share, up 4.1 percent from $0.74 reported a year ago.

Sales for the quarter increased four percent to $598,179,000, compared to $575,043,000 last year. Net income for the first nine months of 2003 was $87,889,000 or $1.70 per diluted share, compared with $85,196,000 or $1.66 per diluted share for the same period a year ago. Sales for the first nine months increased 4.4 percent to $1,628,920,000, compared to $1,560,085,000 during the comparable period a year ago.

Commenting on third quarter results, Richard M. Rompala, Chairman and Chief Executive Officer, said, "We are pleased with our third quarter results in light of the difficult market conditions, which include a weak industrial economy, raw material cost pressures and until July, soft retail demand for architectural coatings. Our packaging and architectural coatings product lines have continued to deliver improved financial results while our industrial coatings financial performance has been constrained by soft demand. We continue to focus on cash flow and cost reduction initiatives and believe we are well positioned to generate stronger earnings growth as market conditions improve."

Ontario Government Invests $2 Million for Trades Training

The government of Ernie Eves in Ontario, Canada is investing $2 million this year to develop Ontario's first new co-op training program, leading to both a college diploma and apprenticeship certification, Minister of Training Dianne Cunningham has announced.

"A more highly skilled workforce is critical to Ontario's economic growth," Cunningham said. "By combining a college diploma with apprenticeship training, we are giving students a new opportunity to earn skills that lead to high paying jobs."

The new Co-op Diploma Apprenticeship Program will provide both apprenticeship certification and a college diploma in less time than it would generally take a student to complete both programs back-to-back.

A call for proposals has been issued to the province's colleges to develop curricula under the new model for the trades of cook and precision machining and tooling. The initiative will be later expanded to other skilled trades. Training sites will be chosen through a formal selection process to implement Ontario's apprenticeship training system currently serves 60,700 apprentices and 23,300 employers.

AAPEX Town Hall Panel to Discuss Aftermarket Future

The future of the aftermarket: "What will grow it? What will slow it?" is the theme for this year's Town Hall on November 5 at the Venetian Hotel during the Automotive Aftermarket Parts Expo (AAPEX) in Las Vegas, Nevada. NASCAR is the official sponsor of the popular breakfast event. Kathleen Schmatz, the Automotive Aftermarket Industry Association's (AAIA) executive vice president, will moderate the 2003 Town Hall. Panelists include:

Lynne Cardwell, president and CEO, Car Care Center
Joseph P. Felicelli, senior vice president, Worldwide Aftermarket Operations, Federal-Mogul Corporation
Steve Handschuh, president, NAPA Auto Parts
Steve Odland, chairman, president and CEO, AutoZone, Inc.
Mark Salem, owner, Salem Boys Auto
John Washbish, president, Automotive Aftermarket Under Hood Group, Dana Automotive Aftermarket.

"We are extremely pleased that the Town Hall has become a must-attend event for AAPEX attendees and a consistent early sell-out," said Alfred L. Gaspar, AAIA president and CEO. "The continued success of Town Hall is due to our high profile sponsor, NASCAR, the topical theme, the caliber of the panelists and a great breakfast. This year's panelists are well known and respected for their insight and candor. We've tightened up the format to allow for more tough questions about controversial issues facing the aftermarket industry."

SCRS Applauds State Farm’s Professional Approach to Claims Management

In a press release, the Society of Collision Repair Specialists (SCRS) has applauded the efforts of State Farm Mutual Automobile Insurance Company for "keeping the integrity of the repaired vehicle and the interests of the consumer in clear focus. The nation’s largest auto insurer is helping to reduce friction and improve efficiency by taking a forward-thinking approach to the claims management process."

“To put it simply, State Farm is letting the experts - collision repair professionals - do what they do best: assess damage and repair the vehicle,” states Don Keenan, SCRS Past Chairman. “They respect our experience and expertise. As a result, we’re freed up to do the best possible job.” If handled incorrectly, vehicle repair negotiations and reinspections can become time-consuming and adversarial. This creates an inefficient dynamic that drains resources, erodes good will and delays the return of the vehicle to its owner circumstances that imperil customer satisfaction.

Recognizing this, State Farm is determined to keep the repair process positive for the vehicle owner. “Service and quality drive our auto damage service programs,” explains John Kent, Senior Claim Consultant for State Farm. “The collision repair industry has taken the lead in this area by providing itemized, detailed damage reports. Today’s best body shops provide an estimate that functions as the blueprint for the repair. The consumer appreciates that.”

With insurer and repairer sharing the goal of returning the vehicle to its pre-crash condition, clear and open communication becomes easier.

“State Farm realizes our core competency is repairing customer’s vehicles while making the experience courteous and convenient for them,” says Mike Levasseur, Vice President and COO for Joseph T. Keenan & Sons. “For that reason, they only get involved when something out of the ordinary happens in the claims process, working together with us to solve the challenge.”

Perhaps the most encouraging development for collision repairers, in the view of SCRS, is State Farm’s willingness to pay for what it takes to get a quality job finished. “Anytime an insurance company takes a stand against cutting corners, it should be commended,” notes SCRS Chairman Lou DiLisio. “Shoddy craftsmanship disguised as time savings and cost containment winds up being more costly for everyone. State Farm understands this and encourages a high professional standard.”

Through its direct members and 29 affiliate associations, SCRS is comprised of 8,300 collision repair businesses and 58,500 specialized professionals who work with consumers and insurance companies to repair collision-damaged vehicles.

ABRA's Mitch Becker Named I-CAR Instructor of the Year

ABRA Auto Body & Glass's Mitch Becker was named I-CAR's North Central Regional Instructor of the Year. The award was presented at the I-CAR International Annual Meeting, where Becker was one of several I-CAR certified instructors recognized.

"I am extremely honored that I was given this award," Becker stated, "but my day-to-day satisfaction comes from the knowledge that I am helping educate professionals from many walks of life on vehicle safety."

In addition to being an I-CAR instructor, Becker is a National Glass Association certified master technician, and a graduate and team leader at Ford Motor Company's Carlite Glass Technician's School. He currently develops and teaches Continuing Education classes for the insurance industry, focusing on vehicle safety designs. Becker also instructs fire fighters, law enforcement officers and first responders on new vehicle safety designs and extrication procedures.

According to Tim Adelmann, ABRA's Chief Operating Officer, "As this award points out, Mitch is one of the consummate professionals in our industry. He has incredible pride in his work and his chosen career. We are extremely fortunate to have Mitch on our team, and hope that he continues to receive the industry recognition that he so justly deserves."

DuPont Top Gun Winners Include Variety of Vehicles

The winners in the 11th annual DuPont Top Gun contest, which recognizes the best use of DuPont Automotive Finishes, have been announced. The twelve Grand Prize winners will receive $1,000 worth of DuPont Finishes and year-long fame on the Top Gun Calendar, and will be displayed monthly on a rotating basis on the DuPont Performance Coatings website.

The Grand Prize winners, including vehicle owners and painters, are:

2003 Chrysler GT-PT Cruiser. Owner: Jim Furness; Painter: Dennis Pete, Twilight Auto Restoration.
2002 Ford Explorer XLT. Owners and Painters: Joel and Molly Stevenson, Ten Ten Custom Paint.
1953 Chevrolet Pick-Up Truck. Owners: Randy and Tina Wilcox; Painter: Ray Goodwin, Moslander’s Rod and Custom.
1996 Freightliner XL 132, 2001 lightweight Utility trailer. Owner: Jim McConnell; Painter: Ronnie Lippert, Chiefs Heavy Duty Truck Bodyshop.
2001 Small Block “Boss Hoss.” Owner: Marv Jorgenson; Painter: Aaron Wachholz, X-Treme Paint & Auto Body.
1957 Chevrolet Bel Air Hardtop. Owner: John Russell; Painter: Jim Russell.
1967 Chevrolet Camaro RS-SS. Owner and Painter: Jimmy Skinner.
1933 Ford Coupe. Owner: Richard Jones; Painters: Donnie Roudabush, Sir Excellence Auto Body, and Brent Roudabush.
1999 GMC Pick-Up. Owner: Jimmy Parks, Jr.; Painter: Gary Adkins, Gary’s Auto Body.
1999 Volkswagen Beetle. Owner: Josh Meadows; Painters: Shawn Barnes, Tom Donnelly, Don Keller, Air Tight Grafix.
1995 Harley Davidson Springer. Owner: Cliff Geary; Painter: Gary Smith.
2000 Acura. Owner: Robb Wernert, Cemgee Motor Sports; Painter: Phoenix Rod & Custom.

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