CV Axles Part Number
- Thread starter BobbyZee
- Start date
GLP
Member
Be aware that the aftermarket CV axles are made in China so quality will not be as good as OEM. Even so, I replaced a leaky boot with an aftermarket CV axle and no problems over a year later. I think as long as you don't do a lot of aggressive 4-wheeling aftermarket is probably ok, just make sure you buy new (not remanufactured).
Offroader5
New member
Just because they are aftermarket doesn't mean they are made in China...or are of lesser quality. I've realized many times over through my years of owning different cars and buying parts for those cars, that many parts available through the aftermarket can be BETTER than the OEM.
Just for an interesting read and possibly added confidence, here is a good read about the Cardone Industries company that I found:
Type: Private Company
Address: 5501 Whitaker Avenue, Philadelphia, Pennsylvania, 19124-1799, U.S.A.
Telephone: (215) 912-3000
Fax: (215) 912-3700
Web: New, Remanufactured Auto Parts Leader | CARDONE
Employees: 4,200
Sales: $373.3 million (2007)
Incorporated: 1970 as A-1 Remanufacturing
NAIC: 336322 Motor Vehicle Electronic and Electronic Equipment Manufacturing; 336340 Motor Vehicle Brake System Manufacturing; 336350 Motor Vehicle Transmission and Power Train Parts Manufacturing; 336330 Motor Vehicle Steering and Components; 493110 General Warehousing and Storage; 336399 All Other Vehicle Parts Manufacturing
SIC: 3694 Engine Electrical Equipment; 4225 General Warehousing & Storage; 4226 Special Warehousing & Storage Nec; 3714 Motor Vehicle Parts & Accessories
Cardone Industries Inc. is one of the largest international auto parts distributors and is the largest privately owned automotive supplier in the world. Although Cardone Industries specializes in remanufactured auto parts, the company produces 37 product lines including a series of new parts and electrical tools. Cardone was founded and is currently headquartered in Philadelphia, Pennsylvania, and, since 1970, the company has expanded to operate 21 plants in seven divisions, with facilities in Chicago, Los Angeles, Canada, Mexico, and Belgium. Primary control of the company is divided among the family of Michael Cardone, Jr., son of the company's founder, and his wife Jacquie Cardone. In 2007, Cardone industries employed 18 members of the Cardone family representing three generations and offered all employees stock ownership on an annual basis as part of the company's benefits package.
Founding and Expansion
The Cardone family's interest in auto mechanics and parts may be traced to Michael Cardone, Sr., and his brothers, sons of Italian immigrants living in northern Pennsylvania. Not eager to join his father in the coal mines, Michael Cardone moved to the Philadelphia area when he was 18 and found work as a garage mechanic. In that city, he and his brothers eventually started an automotive parts supply business called Cardo Automotive Products Company in the basement of their grandmother's North Philadelphia home. The Cardone family realized success in the remanufacturing field, which had gained ground since the Great Depression had made it prohibitively expensive to obtain new parts.
In 1970, Michael Cardone, Sr., decided to start a new business with his son, Michael Cardone, Jr., who had graduated from Oral Roberts University. Together they founded A-1 Remanufacturing Inc., which had a workforce of six and focused on the remanufacture of windshield wiper motors. At first the company was based in a small storefront in North Philadelphia. Cardone, Sr., and his wife Frances Cardone shared ownership with Michael, Jr., and his wife Jacquie Cardone.
As the company expanded in the 1970s, Cardone, Sr.'s brothers joined the business. Anthony Cardone, Sr., served as warehouse manager while Nicholas Cardone served as facilities manager and Daniel Cardone served as quality-assurance manager. Cardone's products, bolstered by the know-how, work ethic, and energy of those who produced them, were highly successful in the competitive auto parts market and from 1970 to 1978 Cardone's staff grew from six to over 250 employees. In addition, between 1974 and 1978, the company opened nine new plants. In 1974, Cardone Industries was honored with the Automotive Services Industries Association's Remanufacturer of the Year award, which the company received again in 1987. In addition, in 1982 Michael Cardone, Jr., was awarded the Young Leadership Award from the Automotive Hall of Fame.
The Cardone family cited their religious convictions as a key element that defined their business ethics and the success of the company. Michael Cardone, Sr., was involved in founding several Pentecostal Christian worship centers in and around the Philadelphia area. In 1979, Cardone Industries began bringing a chaplain into their manufacturing centers to conduct voluntary prayer services and, by 1985, the company employed eight full-time chaplains. Cardone often hired bilingual chaplains to serve the needs of the company's multiethnic staff, which included employees from India, Haiti, Cambodia, Laos, Korea, and Italy.
In 1986, a Hindu immigrant who had been an employee of Cardone Industries for over eight years claimed he had been fired from his job for refusing to convert to Pentecostal Christianity. In June, a small group of former employees, most representing the Service Employees International Union (SEIU), staged a protest at the company's Rising Sun plant claiming they had also been victims of religious persecution. When questioned by the media, management and several non-Christian employees refuted the allegations, claiming that the company never forced any of its employees to attend religious services. Management further claimed that independent arbiters were brought in to evaluate the situation and determined that there was no pattern of persecution.
In 1988, Cardone, Jr., became acting president of the company, although Cardone, Sr., remained involved in company operations until his death in 1994, at which time Cardone, Jr., and his wife assumed ownership. After his death, Michael Cardone, Sr., was inducted into the Automotive Hall of Fame, in recognition for his pioneering work in the remanufacturing process.
Growth and Employee Ownership
In 1994, Cardone Industries purchased 1.4 million square feet of warehouse and manufacturing space formerly belonging to Sears, Roebuck and Company, which closed its last Philadelphia location in 1993. Cardone Industries received $5 million in public funds from the City of Philadelphia, based on estimates that the expansion would create 400 to 500 jobs for Pennsylvania residents. Cardone Industries received $2 million from the Pennsylvania Industrial Development Authority, $2 million from the Economic Development Partnership, $500,000 from the state's Machinery and Equipment Loan Fund, and $500,000 from the Philadelphia Industrial Development Corporation.
By 1995, Cardone had become the largest family-owned automotive supply company in the United States and was still experiencing rapid growth. In 1998, Cardone Industries instituted an employee ownership program, under which each employee who remained with the company for at least one year was given shares in the company on an annual basis. According to corporate releases, the employee ownership program was intended to foster a sense of personal investment and responsibility and thereby increase cohesion among the company's full time staff of over 4,000 employees.
Cardone Industries became a third-generation family business when Michael Cardone III joined the company full time in 1998 as a participant in the company's management training program. Cardone III had a long history of working with the company in various positions and graduated with an MBA from the Garvin School of International Management. Cardone, Jr.'s son-in-law Dan McClave also began working for the company in the 1990s and eventually became head of the company's international division, headquartered in Louviere, Belgium. Cardone III transferred to the company's Chicago plant in 2005 as head of operations.
Cardone Industries launched a comprehensive Internet marketing system in 1999, along with a new web site, at cardone.com, which provided 24-hour shopping, tech support, and product information. Cardone Industries' web site also provided industry news, manufacturing bulletins and instructions on how to install and use the company's products. Cardone later added a unique online feature, known as the CARDONE WebCat system, which allowed customers to access the company's catalog by searching for parts by application, part number, or product line.
Cardone Industries in the 21st Century
In 2000, Cardone Industries became the first automotive company to win the Wharton Family Business of the Year Award, given by Philadelphia's Wharton Business School. Cardone Industries was selected from among over 1,200 nominated companies and nine finalists from the large business (over 250 employees) category. Businesses were judged on multigenerational involvement and on their contributions to the industry and to the families of their employees. In 2000, Cardone was the largest provider of manufacturing jobs in Philadelphia and drew a majority of its employees from local communities near the company's manufacturing facilities.
Cardone Industries received certification for having achieved ISO 9001: 2000 status, a set of quality guidelines established by the International Organization of Standardization (ISO), which judges companies on their ability to monitor quality in manufacturing, service, and production. Among other requirements, ISO 9001 certification requires that companies have developed a plan to monitor all divisions and company process areas for quality assurance purposes.
According to Cardone Industries, remanufacturing was an inherently environmentally friendly process that conserved over 80 percent of the energy and materials required to manufacture new parts. In addition, remanufacturing resulted in an estimated reduction of 28 million tons of carbon dioxide per year. Cardone received ISO 14001 certification, a measure of the company's commitment to environmentally friendly operations, which required that the company take an active role in reducing the environmental impact of the manufacturing process. In 2003, Cardone Industries became the first automotive parts manufacturer to achieve TS-16949 certification, also awarded by the ISO, to recognize the company's commitment to reducing waste produced during the supply process.
In 2004, Cardone's primary product line, known as A1 Cardone, consisted of six divisions and over 37 products. Although the company maintained its focus on remanufactured parts, in 2004 Cardone launched Cardone Select, a series of all new parts that were manufactured with attention to the most common failings associated with each part. Cardone Select operated in four divisions with five product lines including axles, wiper motors, starters, alternators, and water pumps. Cardone also provided three product lines under the title of Cardone Service Plus tools, which included caliper brackets, power steering filters, and a reprogrammer that allowed users to reprogram a car's computer components.
In 2004, Cardone Industries formed a business partnership with Delphi Corporation to cooperate in manufacturing and promoting remanufactured electronics for the international market. The larger Delphi Corporation, a public company headquartered in Troy, Michigan, was a national leader in automotive part manufacturing that focused on aftermarket customers. Through the business alliance, Cardone Industries benefited from Delphi Corporation's engineering and manufacturing expertise while Delphi benefited from Cardone Industries' experience with the remanufacturing process. Under the terms of the alliance, Cardone Industries remanufactured a variety of parts for Delphi Corporation, which was responsible for marketing and providing customer service and support for the joint products. Both companies hoped that the alliance would help them to compete in the growing remanufacturing market, which was estimated in 2005 at over $53 million in annual sales.
Competing in a Declining Market
Although Cardone Industries grew extensively during the 1980s, declining profits in the 1990s and 2000s (which affected the entire U.S. auto industry and was closely linked to competition from foreign manufacturing companies) posed a significant problem for the company. Cardone's partner corporation, Delphi, suffered $2 billion in losses in 2006. In order to avoid downsizing, Cardone Industries initiated a private placement offering in 2006, which was intended to raise approximately $50 million in revenues to be reinvested in growth.
As the U.S. auto market continued to suffer competition from the Chinese import market, which provided less expensive parts due to low labor and manufacturing costs, the company considered outsourcing labor. In 2005, Cardone relocated several of the company's less profitable divisions to Mexico in an effort to save on production costs. While Michael Cardone, Jr., expressed reluctance to reduce the company's focus on local hiring practices, he maintained that reduced profits and increased competition left the company with few alternatives.
In an effort to control losses, Michael Cardone, Jr., petitioned the City of Philadelphia to allow Cardone to claim tax-free status for the company's manufacturing plants. With a corporate tax rate of over 9 percent, Cardone Industries' annual tax expenditures represented a significant loss of profit and tax-free status would have allowed the company to reinvest significant amounts of revenues each year. However, in 2006, Philadelphia officials refused to grant tax-free status to Cardone Industries unless the company moved to designated tax zones in South Philadelphia, a move that Cardone officials claimed was not cost effective.
Price cuts to Cardone Industries' products ensued, in order to keep customers in the face of intense competition, and these price cuts eroded profits. In 2005, Cardone cut the costs of drive axles by 60 percent while also cutting the price of water pumps by 22 percent. Although the lower cost appealed to U.S. customers, reduced revenues made it difficult for Cardone to conduct business according to its traditional model, which included providing relatively high wages ($7-15 per hour) and benefits packages to all employees.
In response to the challenging climate, Cardone Industries focused on its role as an environmentally friendly type of business. It was honored in 2007 to receive the Governor's Award for Environmental Excellence, an annual award given by the Pennsylvania Department of Environmental Protection to companies displaying a commitment to improving the environmental impact of their manufacturing or operational processes.
Just for an interesting read and possibly added confidence, here is a good read about the Cardone Industries company that I found:
Type: Private Company
Address: 5501 Whitaker Avenue, Philadelphia, Pennsylvania, 19124-1799, U.S.A.
Telephone: (215) 912-3000
Fax: (215) 912-3700
Web: New, Remanufactured Auto Parts Leader | CARDONE
Employees: 4,200
Sales: $373.3 million (2007)
Incorporated: 1970 as A-1 Remanufacturing
NAIC: 336322 Motor Vehicle Electronic and Electronic Equipment Manufacturing; 336340 Motor Vehicle Brake System Manufacturing; 336350 Motor Vehicle Transmission and Power Train Parts Manufacturing; 336330 Motor Vehicle Steering and Components; 493110 General Warehousing and Storage; 336399 All Other Vehicle Parts Manufacturing
SIC: 3694 Engine Electrical Equipment; 4225 General Warehousing & Storage; 4226 Special Warehousing & Storage Nec; 3714 Motor Vehicle Parts & Accessories
Cardone Industries Inc. is one of the largest international auto parts distributors and is the largest privately owned automotive supplier in the world. Although Cardone Industries specializes in remanufactured auto parts, the company produces 37 product lines including a series of new parts and electrical tools. Cardone was founded and is currently headquartered in Philadelphia, Pennsylvania, and, since 1970, the company has expanded to operate 21 plants in seven divisions, with facilities in Chicago, Los Angeles, Canada, Mexico, and Belgium. Primary control of the company is divided among the family of Michael Cardone, Jr., son of the company's founder, and his wife Jacquie Cardone. In 2007, Cardone industries employed 18 members of the Cardone family representing three generations and offered all employees stock ownership on an annual basis as part of the company's benefits package.
Founding and Expansion
The Cardone family's interest in auto mechanics and parts may be traced to Michael Cardone, Sr., and his brothers, sons of Italian immigrants living in northern Pennsylvania. Not eager to join his father in the coal mines, Michael Cardone moved to the Philadelphia area when he was 18 and found work as a garage mechanic. In that city, he and his brothers eventually started an automotive parts supply business called Cardo Automotive Products Company in the basement of their grandmother's North Philadelphia home. The Cardone family realized success in the remanufacturing field, which had gained ground since the Great Depression had made it prohibitively expensive to obtain new parts.
In 1970, Michael Cardone, Sr., decided to start a new business with his son, Michael Cardone, Jr., who had graduated from Oral Roberts University. Together they founded A-1 Remanufacturing Inc., which had a workforce of six and focused on the remanufacture of windshield wiper motors. At first the company was based in a small storefront in North Philadelphia. Cardone, Sr., and his wife Frances Cardone shared ownership with Michael, Jr., and his wife Jacquie Cardone.
As the company expanded in the 1970s, Cardone, Sr.'s brothers joined the business. Anthony Cardone, Sr., served as warehouse manager while Nicholas Cardone served as facilities manager and Daniel Cardone served as quality-assurance manager. Cardone's products, bolstered by the know-how, work ethic, and energy of those who produced them, were highly successful in the competitive auto parts market and from 1970 to 1978 Cardone's staff grew from six to over 250 employees. In addition, between 1974 and 1978, the company opened nine new plants. In 1974, Cardone Industries was honored with the Automotive Services Industries Association's Remanufacturer of the Year award, which the company received again in 1987. In addition, in 1982 Michael Cardone, Jr., was awarded the Young Leadership Award from the Automotive Hall of Fame.
The Cardone family cited their religious convictions as a key element that defined their business ethics and the success of the company. Michael Cardone, Sr., was involved in founding several Pentecostal Christian worship centers in and around the Philadelphia area. In 1979, Cardone Industries began bringing a chaplain into their manufacturing centers to conduct voluntary prayer services and, by 1985, the company employed eight full-time chaplains. Cardone often hired bilingual chaplains to serve the needs of the company's multiethnic staff, which included employees from India, Haiti, Cambodia, Laos, Korea, and Italy.
In 1986, a Hindu immigrant who had been an employee of Cardone Industries for over eight years claimed he had been fired from his job for refusing to convert to Pentecostal Christianity. In June, a small group of former employees, most representing the Service Employees International Union (SEIU), staged a protest at the company's Rising Sun plant claiming they had also been victims of religious persecution. When questioned by the media, management and several non-Christian employees refuted the allegations, claiming that the company never forced any of its employees to attend religious services. Management further claimed that independent arbiters were brought in to evaluate the situation and determined that there was no pattern of persecution.
In 1988, Cardone, Jr., became acting president of the company, although Cardone, Sr., remained involved in company operations until his death in 1994, at which time Cardone, Jr., and his wife assumed ownership. After his death, Michael Cardone, Sr., was inducted into the Automotive Hall of Fame, in recognition for his pioneering work in the remanufacturing process.
Growth and Employee Ownership
In 1994, Cardone Industries purchased 1.4 million square feet of warehouse and manufacturing space formerly belonging to Sears, Roebuck and Company, which closed its last Philadelphia location in 1993. Cardone Industries received $5 million in public funds from the City of Philadelphia, based on estimates that the expansion would create 400 to 500 jobs for Pennsylvania residents. Cardone Industries received $2 million from the Pennsylvania Industrial Development Authority, $2 million from the Economic Development Partnership, $500,000 from the state's Machinery and Equipment Loan Fund, and $500,000 from the Philadelphia Industrial Development Corporation.
By 1995, Cardone had become the largest family-owned automotive supply company in the United States and was still experiencing rapid growth. In 1998, Cardone Industries instituted an employee ownership program, under which each employee who remained with the company for at least one year was given shares in the company on an annual basis. According to corporate releases, the employee ownership program was intended to foster a sense of personal investment and responsibility and thereby increase cohesion among the company's full time staff of over 4,000 employees.
Cardone Industries became a third-generation family business when Michael Cardone III joined the company full time in 1998 as a participant in the company's management training program. Cardone III had a long history of working with the company in various positions and graduated with an MBA from the Garvin School of International Management. Cardone, Jr.'s son-in-law Dan McClave also began working for the company in the 1990s and eventually became head of the company's international division, headquartered in Louviere, Belgium. Cardone III transferred to the company's Chicago plant in 2005 as head of operations.
Cardone Industries launched a comprehensive Internet marketing system in 1999, along with a new web site, at cardone.com, which provided 24-hour shopping, tech support, and product information. Cardone Industries' web site also provided industry news, manufacturing bulletins and instructions on how to install and use the company's products. Cardone later added a unique online feature, known as the CARDONE WebCat system, which allowed customers to access the company's catalog by searching for parts by application, part number, or product line.
Cardone Industries in the 21st Century
In 2000, Cardone Industries became the first automotive company to win the Wharton Family Business of the Year Award, given by Philadelphia's Wharton Business School. Cardone Industries was selected from among over 1,200 nominated companies and nine finalists from the large business (over 250 employees) category. Businesses were judged on multigenerational involvement and on their contributions to the industry and to the families of their employees. In 2000, Cardone was the largest provider of manufacturing jobs in Philadelphia and drew a majority of its employees from local communities near the company's manufacturing facilities.
Cardone Industries received certification for having achieved ISO 9001: 2000 status, a set of quality guidelines established by the International Organization of Standardization (ISO), which judges companies on their ability to monitor quality in manufacturing, service, and production. Among other requirements, ISO 9001 certification requires that companies have developed a plan to monitor all divisions and company process areas for quality assurance purposes.
According to Cardone Industries, remanufacturing was an inherently environmentally friendly process that conserved over 80 percent of the energy and materials required to manufacture new parts. In addition, remanufacturing resulted in an estimated reduction of 28 million tons of carbon dioxide per year. Cardone received ISO 14001 certification, a measure of the company's commitment to environmentally friendly operations, which required that the company take an active role in reducing the environmental impact of the manufacturing process. In 2003, Cardone Industries became the first automotive parts manufacturer to achieve TS-16949 certification, also awarded by the ISO, to recognize the company's commitment to reducing waste produced during the supply process.
In 2004, Cardone's primary product line, known as A1 Cardone, consisted of six divisions and over 37 products. Although the company maintained its focus on remanufactured parts, in 2004 Cardone launched Cardone Select, a series of all new parts that were manufactured with attention to the most common failings associated with each part. Cardone Select operated in four divisions with five product lines including axles, wiper motors, starters, alternators, and water pumps. Cardone also provided three product lines under the title of Cardone Service Plus tools, which included caliper brackets, power steering filters, and a reprogrammer that allowed users to reprogram a car's computer components.
In 2004, Cardone Industries formed a business partnership with Delphi Corporation to cooperate in manufacturing and promoting remanufactured electronics for the international market. The larger Delphi Corporation, a public company headquartered in Troy, Michigan, was a national leader in automotive part manufacturing that focused on aftermarket customers. Through the business alliance, Cardone Industries benefited from Delphi Corporation's engineering and manufacturing expertise while Delphi benefited from Cardone Industries' experience with the remanufacturing process. Under the terms of the alliance, Cardone Industries remanufactured a variety of parts for Delphi Corporation, which was responsible for marketing and providing customer service and support for the joint products. Both companies hoped that the alliance would help them to compete in the growing remanufacturing market, which was estimated in 2005 at over $53 million in annual sales.
Competing in a Declining Market
Although Cardone Industries grew extensively during the 1980s, declining profits in the 1990s and 2000s (which affected the entire U.S. auto industry and was closely linked to competition from foreign manufacturing companies) posed a significant problem for the company. Cardone's partner corporation, Delphi, suffered $2 billion in losses in 2006. In order to avoid downsizing, Cardone Industries initiated a private placement offering in 2006, which was intended to raise approximately $50 million in revenues to be reinvested in growth.
As the U.S. auto market continued to suffer competition from the Chinese import market, which provided less expensive parts due to low labor and manufacturing costs, the company considered outsourcing labor. In 2005, Cardone relocated several of the company's less profitable divisions to Mexico in an effort to save on production costs. While Michael Cardone, Jr., expressed reluctance to reduce the company's focus on local hiring practices, he maintained that reduced profits and increased competition left the company with few alternatives.
In an effort to control losses, Michael Cardone, Jr., petitioned the City of Philadelphia to allow Cardone to claim tax-free status for the company's manufacturing plants. With a corporate tax rate of over 9 percent, Cardone Industries' annual tax expenditures represented a significant loss of profit and tax-free status would have allowed the company to reinvest significant amounts of revenues each year. However, in 2006, Philadelphia officials refused to grant tax-free status to Cardone Industries unless the company moved to designated tax zones in South Philadelphia, a move that Cardone officials claimed was not cost effective.
Price cuts to Cardone Industries' products ensued, in order to keep customers in the face of intense competition, and these price cuts eroded profits. In 2005, Cardone cut the costs of drive axles by 60 percent while also cutting the price of water pumps by 22 percent. Although the lower cost appealed to U.S. customers, reduced revenues made it difficult for Cardone to conduct business according to its traditional model, which included providing relatively high wages ($7-15 per hour) and benefits packages to all employees.
In response to the challenging climate, Cardone Industries focused on its role as an environmentally friendly type of business. It was honored in 2007 to receive the Governor's Award for Environmental Excellence, an annual award given by the Pennsylvania Department of Environmental Protection to companies displaying a commitment to improving the environmental impact of their manufacturing or operational processes.
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GLP
Member
I stand corrected. The Cardone does appear to be made in the US. I can't believe it's the same price as the Chinese made ones. I'm surprised nowhere do they advertise "Made in USA". I didn't know about these guys but they look impressive. I especially like the fact that it is a company based on Christian principles and they are not afraid to state that publicly.
BlackWorksInc
New member
If you stick with reputable brands you'll be okay. If you don't know or have never heard of the brand of parts you're looking at, more than likely it is a chinese brand that often uses a poorer quality alloy. This has been cropping up as of late, been hearing stories of new rotors fracturing, comparisions of castings and such.
Just because its made in China does not mean its inherently bad, since most everything made or assembled there anyways. Its the quality of the company you need to worry about. Cardone is a reputable brand, even if it is made in the USA (J/K
)
Just because its made in China does not mean its inherently bad, since most everything made or assembled there anyways. Its the quality of the company you need to worry about. Cardone is a reputable brand, even if it is made in the USA (J/K
)
