How Jake Lyon Restored Balance and Control to a Struggling Parts Inventory

INDUSTRY

Automotive Parts

CHALLENGE

Tinney Chevrolet GMC was carrying excess inventory, struggling with inconsistent stocking patterns, and missing return opportunities due to time-consuming manual processes.

RESULTS

Reduced excess inventory by $20.6K, increased productive inventory by $9.9K, and lowered total inventory by $8.8K while improving inventory flow and stability.

KEY PRODUCT

PartsEdge

About Jake Lyon

When Jake Lyon stepped into leadership at Tinney Chevrolet GMC, he inherited an inventory that needed structure, discipline, and attention. Excess inventory was climbing, stocking patterns were inconsistent, and return opportunities were sometimes missed before deadlines expired.

Like many parts managers, Jake knew what needed to be fixed. The challenge wasn't knowledge—it was time. Too many manual processes and competing priorities made it difficult to focus on long-term strategy.

With PartsEdge managing critical inventory processes and providing proactive support, Jake was able to shift his focus from inventory cleanup to department leadership.

The Challenge

Jake faced many of the same obstacles that challenge parts managers across the industry.

The department was carrying excess inventory that tied up capital and complicated day-to-day operations. Inventory mix was inconsistent, stocking patterns lacked stability, and return windows occasionally closed before action could be taken.

Managing RIM proposals and monitoring inventory health required significant time and attention. As a result, too much of Jake's day was spent reacting to inventory issues instead of driving strategic improvements.

The department wasn't broken. It simply lacked the structure and support needed to operate at its full potential.

The Solution

PartsEdge helped rebuild the foundation of the inventory operation.

One of the first improvements was taking over management of RIM Stocking Proposals, reducing the manual workload and helping prevent excess inventory from accumulating unnoticed. PartsEdge also implemented proactive monitoring tools to identify idle inventory earlier and create opportunities for corrective action before parts became obsolete.

With stronger inventory controls and ongoing support, Jake gained the visibility and confidence needed to focus on leadership instead of constant inventory cleanup.

The Results

From late 2024 through September 2025, Tinney Chevrolet GMC achieved measurable inventory improvements.

Excess inventory was reduced by $20.6K, freeing up capital and creating a healthier inventory mix. Productive inventory increased by $9.9K, shifting investment toward parts that actively support sales and service operations. Total inventory decreased by $8.8K while maintaining stronger inventory control.

The department also lowered its monthly average inventory by $3.8K, demonstrating faster inventory movement and improved efficiency. Obsolescence continued to decline as proactive monitoring and return management created a more disciplined inventory process.

Most importantly, Jake established a sustainable inventory structure that supports long-term success rather than short-term cleanup.