Automotive Fixed Operations
Managing three manufacturers meant balancing different inventory needs, stocking philosophies, and operational priorities - all while keeping the parts departments running efficiently.
Created a more consistent inventory strategy across three brands, improved visibility into inventory performance, and reduced the complexity of managing multiple parts departments.
PartsEdge
“The help that comes with it - having our OBS monitored and cleaning up all inventory that was previously missed - was a game changer.”
Kayla Bell
Parts Manager, Duvall Chevrolet, Ford, and CDJR
Managing one parts department is challenging enough. Managing three - each with its own manufacturer requirements, inventory behavior, and customer expectations - requires exceptional organization and consistency.
As Parts Manager, Kayla Bell oversees inventory across multiple franchises, balancing competing priorities while ensuring technicians have the parts they need to keep customers moving.
Rather than treating each department as a separate challenge, Kayla partnered with PartsEdge to create a more consistent inventory strategy across all three operations.
Every manufacturer approaches inventory differently.
Different stocking requirements, return programs, part demand, and inventory behaviors can quickly create complexity when one Parts Manager is responsible for multiple brands.
Instead of managing a single inventory philosophy, Kayla was responsible for three.
Without consistent processes and clear visibility, it becomes increasingly difficult to stay proactive, identify opportunities, and maintain healthy inventory across every department.
PartsEdge provided a consistent inventory management approach across all three manufacturers.
Rather than reacting to inventory issues as they surfaced, Kayla gained daily insight into inventory performance, stocking recommendations, and opportunities to improve inventory health.
With one strategy supporting multiple brands, inventory management became more consistent, more organized, and easier to manage.
While every manufacturer presents unique inventory challenges, consistency became the common denominator.
By applying one disciplined inventory strategy across three different brands, Kayla gained greater visibility into inventory performance and more confidence in daily decision-making.
Instead of managing three separate inventory philosophies, she could focus on building healthier inventory practices across every department while spending less time reacting to day-to-day inventory issues.
The result was a more balanced operation, improved consistency, and a stronger foundation for long-term inventory success.