SAE R-140-1994 BY THE NUMBERS Principles of Automotive Parts Management (To Purchase Call 1-800-854-7179 USA Canada or 303-397-7956 Worldwide).pdf

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4、ll lll , , , ,.,;, ll ll lllll , , , ., ,1 Management Gaz.y i. Naples-,1 ,I, , ,1BY THE NUMBERS Principles of Automotive Parts Management Gary J. Naples Published by: Society ofAutomotive Engineers, Inc. 400 Commonwealth Drive Warrendale, PA 15096-0001 U.S.A. Phone: (412) 776-4841 Fax: (412) 776-576

5、0Copyright 1994 Society ofAutomotive Engineers, Inc. ISBN 1-56091-520-X All rights reserved. Printed in the United States ofAmerica. Third printing Permission to photocoy for internal or personal use, or the internal or personal use of spe- cific clients, is granted by SAE for libraries and other us

6、ers registered with the Copyright ClearanceCenter (CCC), provided thatthebase fee of$.50perpage ispaiddirectly toCCC, 222 Rosewood Dr., Danvers,MA 01923. Special requests should be addressed to theSAE Publications Group. 1-56091-520-X/94 $.50 SAE Order No. R-140 Library of Congress Cataloging-in-Pub

7、lication Data Naples, Gary J., 1953- By thenumbers: principles ofautomotive parts manage- ment IGary J. Naples. p. cm. Includes bibliographical references (p. ) and index. ISBN 1-56091-520-X: $29.00 1. Automobile supplies industry-Management. I. Title. HD9710.3.A2N36 1994 629.20688-dc2O 94-21144 CIP

8、Contents Preface vii Introduction to Parts Management .1 Illustrative Case: A Day in the Life of Sabrina Nichols, Parts Manager .1 1-1 The Customers-Their Needs and Expectations .4 1-2 The Changing Market.6 1-3 A Separate Business6 1-4 Managing for the Future.7 1-5 Summary .8 Inventory Control and M

9、anagement9 Illustrative Case: The Demise ofDowntown Auto Parts 9 2-1 The Purpose of Inventory Control and ManagementI1 2-2 Types of Systems12 2-3 Basic Information16 2-4 Selecting an Inventory Control System16 2-5 Parts Life Cycle .20 2-6 Inventory Evaluation .31 2-7 Security.38 2-8 Physical Invento

10、ry .40 2-9 Summary44 Purchasing .45 Illustrative Case: Controlling Purchasing at Import Automotive Parts Stores 45 3-1 Fundamental Objectives.48 3-2 Organized Purchase Planning .49 3-3 Purchasing Policy.54 3-4 Order Types 55 3-5 Vendor Selection, Cooperation with Vendors, and Unethical VendorMethods

11、57 iii Chapter 1 Chapter2 Chapter 3xV Contents 3-6 Purchase Orders . . . 3-7 Receiving and Shipping 3-8 Special Orders . . . 3 3-9 Document Flow and Vendor Invoices * 3-10 Summary 5-. Chapter4 Sales . vwvoW w*u s*Qr v-w Illustrative Case: Where Have All the Customers Gone? 4-1 Gross Profit and Net P

12、rofit 4-2 Profit Margin and Markup . 4-3 Sources ofIncome. . 4-4 The Service Department. . 4-5 Internal Parts Sales . 4-6 Retail Parts Sales . . - . . 4-7 Wholesale Parts Sales IV.- 4-8 Sales and Profit Evaluation . 4-9 Price Escalation and Sale Matrix .r 4-10 Security r C- . 4-11 Summary . . . . .I

13、 S . v f . 59 60 - . . 63 70 .75 * t 77 77 79 r . 80 82 82r . 85 85 90 * e . .e 995 101 102 . * * ww 103 Financial Management . Illustrative Case: The Phantom Supplies . 5-1 Overview . . 5-2 TheDOC Sheet 5-3 The Income Statement . . 5-4 The Management Report 5-5 Quick Reference Chart of Calculations

14、 5-6 Summary Facility Development and Warehousing Illustrative Case: Its Only a Warehouse 6-1 Facility Requirements. Inventory Volume versus Storage Space. Storage Equipment. . . Bin Location System. Department Layout and Expansion . Planning for Reorganization or Relocation Support Equipment Additi

15、onal Facility Requirements . Summary. . e Chapter5 Chapter6 105 105 107 107 110 113 114 116 117 117 120 121 123 128 130 134 138 138 1,41 6-2 6-3 6-4 6-5 6-6 6-7 6-8 6-9. . . . . . . . . . . . . . . . . . . . . . . . . IContents v Chapter 7 Chapter8 Personnel Management and Development 143 Illustrati

16、ve Case: Profiles in Personnel Management 143 7-1 Managements Responsibility to Develop Personnel. 145 7-2 Organizational and Individual Development . 149 7-3 Managing by Goals and Objectives 169 7-4 Effective Planning 175 7-5 Communicating 180 7-6 Summary. 183 Advertising and Marketing . 185 Sharon

17、 J. Naples and Gary J. Naples Illustrative Case: Business Is Good. Why Advertise? 185 8-1 Overview . 187 8-2 Who You Can Contact for Help 187 8-3 Marketing . 188 8-4 The Advertising Budget 189 8-5 In-Store Merchandising 196 8-6 Summary . 198 Glossary. 199 Case Study . 205 Selected Bibliography . 209

18、 Index. 211Preface The purpose of this book is to present basic parts management principles along with the relevant business and personnel management techniques in a format that can be easily understood by current and future parts managers, parts department staffmembers, and senior managers in relat

19、ed fields. This book cannot make you an instant success in parts management, nor can it teach you all there is to know about the subject. As with any other profession, mastery is achieved only through knowledge combined with hands-on experience. The more knowledge you com- mand, however, the better

20、prepared you will be. Many parts managers underestimate the-amount ofbusiness management expertise that must be combined with parts knowledge to efficiently run a parts department. Many past and present managers were good counter people thrust into the managers position simply because they could ins

21、tantly recall part numbers or look them up faster than anyone else, completely unaware of the business and personnel management skills that were needed. Many managers and aspiring managers I have come in contact with are whizzes with automotive systems but know little about asset and human resource

22、management. Due to current market trends and the high cost of inventories, future parts managers will have to be more business oriented than automobile oriented. With the exception of material provided by manufacturers, very few resources exist to help parts managers develop the skills they need to

23、succeed. For these reasons, By the Numbers: Principles ofAutomotive Parts Management has been written forthe informed anduninformed alike. Because ofthe broad range ofresponsibilities faced by todays parts managers and the differences between dealer-franchised and after- market parts departments, it

24、 was not possible to include every pertinent detail. Rather, the intent was to include the fundamentals that can be applied to most situations. The book thus covers not only the essentials of purchasing, inventory control, storage, and sales, but financial, personnel, facility, and marketing managem

25、ent as well. VilV11i Preface For a person new to parts management, this book offers a realistic perspective on what you can expect as a parts manager and what will be expected of you. Existing parts managers will find it to be an excellent desk reference, combining standard procedures with new ideas

26、 and contemporary thinking. Associate department managers, general managers, and parts and service directors can use this text to better understand how to work with the parts department to the benefit of their own department and the organization as a whole. The illustrative cases in this book are ba

27、sed on real experience; however, all names and companies are fictitious.CHAPTER 1 Introduction to Parts Management * Illustrative Case: ADay in the Life ofSabrina Nichols, Parts Manager Sabrina Nichols is a parts manager for a large automobile dealership in Pennsylvania. As she waits in traffic to g

28、et home, she ponders her busy day. Lately, it seems, hectic days are the norm. The day started like any other. Sabrina arrived at the parts department at 7:30 to prepare for the days business. The parts department always opened at 8:00. At 7:50, she received a call from the wife ofone ofhercounter p

29、ersonnel, Ed Meyers. Mrs. Meyers told Sabrina that Ed had become ill with the flu and would be out for at least a few days. This could not have happened at a worse time. Out ofseven counter people, one was away attending a parts school, Ed was out sick, and one was still in training. At exactly 8:00

30、, Sabrina had an informal meeting with the counter staff to explain the situation and to reorganize the work schedules. The meeting lasted ten minutes. She was well aware of the kind of day it would be. Just yesterday before leaving work, Sabrina had had a short discussion with the service manager a

31、bout revising the service menu pricing. As the discussion ended, the service manager commented on the amount of customer work being scheduled in the service department and how unusually busy it would be for the next couple of days. As soon as Sabrina had returned to her office after the meeting with

32、 the counter staff, the phone rang. It was the dealership owners secretary. She explained that Mr. Ferretti, the dealership owner, had to change the management meeting scheduled fortomorrow to this morning at 9:30. It was the regularly scheduled monthly meeting to review the previous months financia

33、l statements. Mr. Ferretti didnt arrive for the meeting until 10:00, apologizing for being late. He decided to discuss the parts departments performance first. Sabrina reported that al- though parts. sales were only slightly higher than during the same month last year in all areas except the service

34、 department, her department was still in much better shape than similar departments in the district. Also, one of the management reports, called “Work in Process,“ showed some largejobs started last month that would be completed this month. She explained that if this work had been completed last mon

35、th, then actual sales would have been 5 percent higher than in the same month last year. Nevertheless, the daily operating control report indicated that the parts department was right on target with this months objectives. Sabrina knew that the completion of the jobs carried over from last 1(hapter

36、I month would put the parts departments sales well over the objective for this month. Sabrina then pointed out that she and the service manager had already planned some parts and service specials to cover the next four months. The specials were to coincide with the spring and summer months, when cus

37、tomers were focusing on traveling and vacations And, Sabrina added, she and the service manager were already working on revising the service menu prices. Mr. Ferretti told Sabrina that other than a few slow months, he was satisfied with the parts departments performance, and reports showed that cust

38、omers were pleased. The meeting didnt break up until 12:30. Instead of going out to lunch, Sabrina decided she would just head back to her office and have lunch delivered. This would give her a chance to complete a review of the inventory control setups and to put the finishing touches on her plan t

39、o reorganize the storage areas. At 3:00, she would have to attend her weekly meeting with the service manager and service advisors. Just as she was about to enter her office, Frank Thompson, her shipping and receiving clerk, approached with some distressing news. An important parts shipment had just

40、 arrived, but two cartons of parts they had ordered were missing. The shortage would affect orders for both service and wholesale customers. Frank told Sabrina he could provide her with a detailed list of the missing parts in about half an hour. Tracking down the missing cartons took priority, and S

41、abrina wasted no time contacting the shipping warehouse and freight carrier. She was told by both that they would call as soon as the cartons were located. At about 1:40, Frank handed Sabrinaa list ofthe missing parts. It was worse than she expected. Not one customer order could be completed. It was

42、 too late to reorder the missing parts or even to try to get them from another source. If the parts werent found, service customers would not have their vehicles, and wholesale customers would not receive their orders as promised. At about 2:45, Sabrina left for her 3:00 meeting with the service dep

43、artment. She decided not to mention the shortage to them just yet. The meeting broke up at 4:15, and Sabrina hurried back to her office. There were three phone messages on her desk, but not the one she was hoping for. She decided to check with the warehouse and freight carrier before notifying the s

44、ervice department and whole- sale customers. As she was reaching for the phone, it rang. Itwas the freightcarrier-they had located the cartons. The cartons had been loaded onto another truck by mistake. The representative from the freight company assured Sabrina that the missing parts would be dropp

45、ed off early the next morning. Sabrina sat back in her chair in relief. It was 5:00, time to close for the day. Sabrina remained to finish her review of the inventory control setups and the reorganization plan. She didnt leave until 6:30. As she pulled into her driveway, Sabrina felt worn out from t

46、he busy day, but satisfied. Even with thepersonnel shortage, all customers had been handled without aproblem. The meeting with Mr. Ferretti had gone well. She had completed her review of the inventory control setups, and she would be able to begin the reorganization of the storage areas on schedule.

47、 Most important, the missing cartons had been located, avoiding a major cus- tomer service problem. Her thoughts now shifted to spending a quiet evening with her family. Tomorrow would be another day and another challenge.Introduction to Parts Management Commentary Sabrinas day illustrates many of t

48、he activities discussed in this book. It also makes clear that a parts managers role is one of leadership, combining the management functions of planning, directing, coordinating, controlling, and motivating. Each of these functions is important to the parts manager, and each must be performed as a

49、matter of routine. For example, it is obvious that Sabrina is planning when she decides to reorganize the storage areas, but she is also planning when she is forced to change the work schedules of her counter people (which also illustrates directing and motivating). Sabrina is coordinating her department with the