When Kayla Bell stepped into her role overseeing the parts departments at Duvall Chevrolet, Ford, and CDJR, she inherited a reality many managers know well: multiple manufacturers, aging stock, inconsistent processes, and not enough time to make sense of it all.

Each department had its own patterns—unnecessary orders here, missed return opportunities there, and manufacturer programs like GM RIM, Ford RIM, and Chrysler ARO constantly generating data she barely had time to analyze. Kayla wasn’t starting from zero, but she didn’t have the structure she needed to get ahead of the chaos.

Like many new managers stepping into a complex operation, she needed clarity, guidance, and the kind of backup that lets you lead decisively. In her own words, “Just having an extra set of eyes can help when you can’t do it all.”

The Challenge: Three Manufacturers, Three Sets of Problems, One Manager

Kayla walked into a situation that demanded both quick wins and long-term organization:

• Aging inventory that wasn’t being returned in time

• Special orders and obsolete stock that needed attention

• Conflicting processes across stores and brands

• Limited visibility into what needed fixing first

• Manufacturer stocking programs generating data faster than she could sort it

It wasn’t a lack of skill.
It was a lack of time—and no clear way to prioritize what mattered most.

What Kayla needed was a foundation: a system that simplified the complexity and revealed the actions that would create immediate impact.

The Solution: Clear Data, Trusted Guidance, Confident Action

PartsEdge stepped in to centralize everything—giving Kayla a clear, unified picture of all three inventories. Instead of juggling spreadsheets, program outputs, and store-by-store inconsistencies, she now had:

• Cleaned-up obsolete and aged inventory

• A structured return process

• Visibility into unnecessary orders

• Unified reporting across all brands

• Expert backup when decisions needed to be made quickly

That structure allowed her to act decisively and to scale improvements across all stores, even with competing priorities on her plate.

Kayla shared it simply:
“The help that comes with it—having our OBS monitored and cleaning up all inventory that was previously missed—was a game changer.”

The Results: Faster Flow, Leaner Capital, and a Stronger Mix

From late 2024 through September 2025, Kayla achieved measurable gains across all three brands:

✔ Chevrolet

• Total inventory decreased by $20.5K

• PS ratio jumped from 0.65 to 0.82, meaning healthier flow

• Productive stock increased +4.7 points

• Forced stock dropped −14.6 points, a huge quality win

✔ CDJR

• Total inventory decreased by $27.8K

• PS ratio increased from 0.67 to 0.72

• Productive mix rose +5.14 points

• Forced inventory declined −10.94 points

✔ Ford

• Total inventory reduced by $29.18K

• PS ratio improved from 0.73 to 0.89, showing faster turnover

• Productive mix climbed +3.26 points

• Forced stock dropped −11.09 points

These changes weren’t minor—they were operational shifts. Kayla built a foundation that not only corrected inherited problems but positioned each store to grow healthier month after month.

For a new manager, that kind of clarity isn’t just helpful. It’s transformative.

Why This Matters

New managers often walk into situations shaped by years of habits, outdated processes, or simply not enough bandwidth. Kayla didn’t lack ability—she lacked time, structure, and visibility.

PartsEdge gave her all three.

When the noise clears, patterns emerge.
When structure appears, leadership becomes easier.
When confidence grows, decisions get sharper.

Kayla didn’t just stabilize her departments—she elevated them.

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