How Better Inventory Structure Helped Titus-Will Toyota Create More Clarity and Control 

About Steve Fishel

Steve Fishel, Parts Manager at Titus-Will Toyota, has decades of dealership experience and a strong understanding of his department. But as Toyota’s product line continued to grow, the parts operation became harder to manage with limited DMS flexibility.

Stock orders could include 750+ lines, and with only 14–15 inventory sources available, Steve did not have the segmentation needed to manage fast-moving parts, slow-moving inventory, and demand changes efficiently. PartsEdge helped rebuild the structure behind the scenes, giving Steve more control, better visibility, and more time to focus on high-impact work.

The Challenge

At Titus-Will Toyota, Steve was managing a parts operation that had become increasingly complex over time. Stock orders alone could run 750+ lines, each requiring time, attention, and review.

The DMS offered only 14–15 inventory sources, which limited how precisely Steve could segment inventory. As a result, slow-moving parts consumed valuable shelf space, and the system lacked the flexibility needed to adjust stocking parameters around real demand.

Steve did not need to overhaul the department. He needed a smarter structure that reduced manual work, protected capital, and helped him make clearer inventory decisions.

The Solution

PartsEdge rebuilt the internal inventory structure from fewer than 15 categories to more than 30 inventory source categories.

This gave Steve better control over stocking parameters and allowed the system to respond more accurately to demand. Instead of spending hours combing through hundreds of stock order lines, Steve could rely on PartsEdge’s daily analysis and recommendations to help shape a healthier inventory mix.

With the heavy lifting handled, Steve gained more time to focus on strengthening the service partnership, reducing special orders, and improving the customer experience.

The Results

From January to August 2025, Titus-Will Toyota saw meaningful improvements across key inventory metrics.

Productive inventory increased by 21,959, putting more capital into parts that turn and support department performance. The department also reduced obsolescence by $20,036 while maintaining disciplined returns and cleaner inventory hygiene.

The improved structure also added an estimated $11,000 in potential monthly gross profit. Most importantly, Steve gained more breathing room, better control, and the ability to lead more strategically.