Table of Contents

[Pages:1]

TERMS & ABBREVIATIONS |13-1 |SHIPPING & RECEIVING CHECKLISTS |13-17 | |

|MANAGER JOB DESCRIPTION |13-6 |SHIPPING & RECEIVING CONTRACT |13-19 |

|MANAGER CHECKLISTS |13-8 |ORGANIZATIONAL CHART |13-20 |

|MANAGER POSITION CONTRACT |13-10 |PLANNING CALENDAR |13-21 |

|ASSCOIATE JOB DESCRIPTION |13-11 |VENDOR CONTACT LIST |13-23 |

|ASSOCIATE CHECKLISTS |13-12 |RETURNS SHELVING LAYOUT |13-25 |

|ASSOCIATE POSITION CONTRACT |13-14 |FAST MOVING PARTS REPORT |13-26 |

|S & R JOB DESCRIPTION |13-15 |20 BIN SPECIAL ORDER SHELVING SYSTEM |13-27 |

TERMS & ABBREVIATIONS

Alternate Vendors All vendors that are not an OEM, primary, or secondary vendor.

AGM Absorbed Glass Mat. This technology is an advanced battery design used in Yuasa's Maintenance Free Batteries that eliminates water loss. Once it's filled with acid the battery is permanently sealed - so you'll never need to fill it with water or check the acid level.

AH Amp Hour - refers to the capacity of a battery.

ATV All Terrain Vehicle / 4-Wheeler

Backorder When a part or accessory is temporary not available from a particular vendor but is expected to become available at a predetermined estimated date or time period.

Billing Terms The payment arrangement for a particular vendor or order. Examples: COD, Net 10th, Net 15th, Net 20th, Net 25th, Net 30th, Net 10, Net 30, 30/60/90, 60/90/120, and end of the month.

Bin Locations The designated place where a part or accessory is located. Every part and accessory should have at least one bin location.

Categories Designated groups of parts and accessories normally identified in the dealership computer system using three alpha characters. Examples: hard parts (PRT), accessories (ACC).

CCs Cubic Centimeters. This unit of measure is normally used to measure the displacement of an engine. Example: The 2004 Honda CB600F has an engine with 599cc’s. One thousand cubic centimeters equals one liter. Also, one cubic centimeter equals one milliliter.

COD Cash On Delivery. The order must be paid for in full when it arrives at the dealership.

Cross-Shipped When an order must be filled using more than one vendor warehouse. The invoice from warehouse ‘A’ indicates that items coming from warehouse ‘B’ are ‘cross-shipped’.

Cruiser Traditional styled motorcycle designed for comfort and appearance; designed for “cruising.”

Cut-Off Term used to refer to a deadline to perform a particular function. Example: The cut-off time for placing a Honda order is 2 pm.

DCS Dealer Computer System

Deal The agreed upon sales transaction with a customer for the purchase of a new or used vehicle, including the completion of all required paperwork.

Discontinued The status of a part or accessory that is no longer available.

Electrolyte The sulfuric acid / water solution in a battery.

Hard Goods Bolt on accessories. Some examples are: windshields, saddlebags, passenger backrest, and exhaust systems. The accessories showroom is typically divided into two sections: hard goods and soft goods.

Hard Part A part that is original equipment on a motorcycle, ATV, scooter, or personal watercraft.

HIN Hull Identification Number. Also could be described as the vehicle identification number for a watercraft. HINs are normally twelve digits long. The last two digits normally refer to the year of the watercraft. Other information may also be included in the HIN. For example the “B6” in the Sea Doo HIN # ZZN78239B696 refers to the manufactured date of February 1996.

Invoice The official paperwork from vendors used for billing. The invoice is normally mailed separately from the product packaging which includes one or more packing lists. Note: The packing list is sometimes used as the invoice for certain vendors.

Major Unit Any product sold by the sales department for $1000 or more, including, but not limited to, motorcycles, ATVs, scooters, PWCs, and trailers.

Manual P.O. Sequentially numbered, three part, controlled forms used to acquire and track purchases for supplies and equipment.

Merchandising The art of displaying and arranging goods in a fashion that promotes sales and enhances the customer’s shopping experience.

Minor Unit Any product sold by the sales department for $999.99 or less, including, but not limited to motorcycles, ATVs, scooters, trailers, or go-carts.

M.S.R.P. Manufacturer’s Suggested Retail Price

O.E.M. Original Equipment Manufacturer

Packing List Paperwork that accompanies a parts and/or accessories shipment that documents what was shipped from the vendor. Some vendors may use the packing list as the invoice.

Price File OEM and aftermarket parts and accessories part numbers, descriptions, costs, and retail information normally distributed via CD for loading into the dealership computer system.

Primary Vendor Default parts and accessories source for items not available from the OEM.

Prospecting Seeking out potential sales using existing customers, acquaintances, other businesses, or other sources.

Purchase Order A formal request to acquire specific items from a vendor. (Not to be confused with Special Order). There are purchase orders in the dealership computer system and there are purchase orders in vendor software and websites. There are also paper purchase orders with printed sequential numbers for administering orders for supplies.

PWC Personal Watercraft

Related Selling The process of suggesting additional items to a customer in addition to what he or she requests. This is an excellent service to the customer that could prevent the customer from making an unnecessary additional trip to the dealership and it maximizes the dollar amount sold per transaction.

Secondary Vendor The source for parts and accessories that are backordered and/or not available from both the OEM and the primary vendor.

SLA Sealed Lead Acid – refers to maintenance free batteries.

Soft Goods Accessories for the rider. Some examples are: helmets, gloves, boots, jackets, and pants. The accessories showroom is typically divided into two sections: hard goods and soft goods.

Sources Two character alpha code to identify the vendor that a particular part number is associated with. This code accompanies the part dealership computer system.

Special Order A formal, documented request placed by the customer to acquire specific parts and/or accessories. This request is recorded and tracked in the dealership computer system and is typically paid for in advance. Special orders are necessary to acquire specific parts and/or accessories when the item(s) the customer requests are not in stock. Not to be confused with Purchase Order.

Sportbike Sleek, aerodynamic, sporty motorcycles with a racing heritage designed with aggressive speed and handling in mind.

Statement A document normally provided monthly by the vendor listing all invoices for parts and accessories sent (as well as any credits for returns), the grand total, and the terms for payment.

Stock Number The stock number is the last six digits of the VIN on new motorcycles, ATVs, and scooters. New watercrafts use the 4th – 9th digits as the stock number. Used units normally have a “U” and then the last five digits of the VIN.

Touring Bike Large motorcycle designed for long distance riding. They generally have larger displacement engines and saddlebags to hold luggage for trips.

VIN Vehicle Identification Number. VINs are normally seventeen digits on motorcycles, ATVs, and scooters and twelve digits on watercraft. Watercraft VIN numbers are commonly referred to as HIN numbers (Hull Identification Numbers). The VIN contains model information as well as year information. This makes the VIN very useful at the parts counter by enabling the parts employee to accurately identify the year and model to ensure accurate parts and accessories are sold to the customer which improves customer satisfaction.

VRLA Valve Regulated Lead Acid. Refers to maintenance free batteries.

Wall-To-Wall This term is used to refer to a complete inventory of every part and accessory in the department. This must be done when the store is closed and no transactions are taking place.

PARTS & ACCESSORIES MANAGER JOB DESCRIPTION

The successful parts manager will interact in the most professional manner possible with both customers and his fellow employees. He will seek first to understand, then to be understood. He will be motivated by a desire to excel and not merely be seeking to “get by.” This position will require the individual to be very organized, as many of the day to day responsibilities of the manager are time sensitive. Procrastinators, poor time managers, and the unorganized will be unable to perform to acceptable standards for any length of time.

The manager will be an individual who will not wait to be trained, but actively pursues ways he can better perform his duties. He will constantly be looking for ways to increase efficiency.

Employee development will be a priority. The successful manager will be a coach and cheerleader for his employees, looking for, expecting, and getting the best performance possible from those under his influence. He will place high importance on a properly professionally trained staff.

Following are the more specific duties of the Parts Manager:

• Proper staffing and training of the department.

• Proper cleaning and maintenance of the department.

• The manager is to maintain a neat, clean, and orderly desk and office with an organized filing system.

• The stock room must be kept neat and orderly, utilizing locators and being free of clutter.

• The manager will be responsible for making the bank deposit and making sure he has enough change for the day.

• He will handle all of the ordering, making sure to take advantage of all possible opportunities to save on costs (i.e. free freight opportunities, accruals, minimum buys, etc.).

• He will ensure that all returns to vendors are handled in a timely fashion in accordance with each supplier’s rules so as not to incur restocking fees.

• The manager will be responsible for maintaining an appropriate inventory level based on store volume.

• The manager will be responsible for maintaining the accuracy of the inventory through the use of cycle counts.

• Must be familiar with, teach, and use the D.O.M.

• The manager will be responsible for tracking day to day performance numbers for his department.

• Must maintain personnel files on all his employees and perform reviews as necessary.

• Must handle department discipline.

• Must actively work to promote a spirit of harmony with other departments and stores.

• Must conduct a minimum of two departmental meetings per month that will include product and sales training as well as customer service issues.

• The manager will be responsible for making sure sales has an appropriate number of units adequately dressed out with emphasis on the appropriate season.

• Initiate and execute spiff programs with the approval of the general manager.

• Secure internal and external parts movement and sales through proper control procedures.

• Maintain current customer backorder and special order files.

PARTS & ACCESSORIES MANAGER DAILY TRAINING CHECKLIST

| | |TASK |WEEK # |M |

|LEADE|1 |Department properly staffed, including lunch break scheduling | |

|RSHIP| | | |

| |2 |Quality department meetings held weekly | |

| |3 |Harmony established & maintained with Sales & Service | |

| |4 |Bank deposit made, adequate supply of change on hand | |

| |5 |DOM utilized, taught, implemented, & accessible | |

| |6 |Manager’s desk neat & orderly, file system maintained | |

| |7 |Personal files maintained & reviews completed on time | |

| |8 |Weekly summary completed on Tuesday | |

| |9 |Weekly summary analyzed & discussed with GM Wed., Thurs., Fri. | |

|MRCHN|1 |Major units & mannequins utilized for seasonal displays | |

|DSNG | | | |

| |2 |Apparel racks & waterfalls full & organized & customer friendly | |

| |3 |Chemicals from faced, color blocked, verticalized & shelves full | |

| |4 |80% - 100% of accessories on display in accessories showroom | |

| |5 |Department properly cleaned & maintained | |

|SALES|1 |Sales procedure followed & taught to associates | |

| |2 |Performance numbers tracked & evaluated | |

| |3 |Spiff programs implemented with GM approval | |

|INVEN|1 |All orders placed efficiently, 15 minutes before cutoff | |

|TORY | | | |

|CONTR| | | |

|OL | | | |

| |2 |Current customer backorder & SO files maintained | |

| |3 |Returns to vendors current with minimal fees | |

| |4 |Inventory level awareness (heavy &/or light areas) | |

| |5 |Bin locations kept current for all parts stored in stockroom | |

| |6 |Min/Max quantities maintained for top 100 parts | |

| |7 |Stock room kept neat & orderly, free of clutter, with all bins labeled | |

| ____________________________________ _____________ |

|Parts & Accessories Manager Signature Date |

| ____________________________________ _____________ |

|Supervisor Signature Date |

PARTS & ACCESSORIES MANAGER POSITION CONTRACT

I, ____________________ on this date __________, do hereby agree to the terms and conditions of this position contract. Furthermore, I understand that the purpose of this contract is not to serve or to cause any legal proceedings but only to serve as validation that I have been made aware of all my duties and responsibilities as described below, and that I do hereby agree to accept and perform all duties and responsibilities in a timely and diligent manner.

Desired Results:

To maintain an accurate supply of approved parts and accessories inventory, establish and maintain customer service excellence, achieve and maintain satisfactory department financial performance, and promote team unity and employee development with the department.

Work Accountable For:

• Weekly completion & analysis of Weekly Summaries

• Detailed completion of the Parts Associate & Shipping & Receiving Checklists

• Learning and following the sales procedure

• Learning and complying with the Parts & Accessories Department Operations Manual as well as promoting the material to the other team members for training purposes

• Cooperative and responsible completion of all required training

• Performing other functions as directed by the General Manger

Evaluation Methods:

• Weekly Summaries

• Parts Manager Checklist

• Training Completion

• Knowledge Examinations

• Parts Department Manager Evaluations

• Secret Shoppers

• Periodic Reviews

• General Manager

Signed: ______________________________

Parts & Accessories Manager

Signed: ______________________________

Supervisor

PARTS & ACCESSORIES ASSOCIATE JOB DESCRIPTION

The successful salesperson is an individual who is motivated from within. This is an individual who understands that we are a business of convenience. The customer buys from this dealership because it is easy – not because he has to. The successful salesman will be willing to do what is takes to put the best face of the dealership forward. Coming in early enough to make sure the department is cleaned and orderly, or staying late to take care of a customer should not be a problem.

The following is a list of more specific duties and expectations:

• A good salesperson will be punctual without excessive absences.

• It is expected that the salesperson will follow the highest standard of ethics in dealing with both the customer and the company.

• Salesmen will make sure the showroom area is clean, free of clutter, and all displays are neat and fully stocked.

• The phone must be answered by the fourth ring, and parts customers must not be left on hold for extended periods of time.

• All sales are to be properly rung up and accounted for.

• The salesman must be familiar with and operate within the guidelines of the D.O.M.

• Parts employees are to insure that the stockroom is kept neat and orderly at all times.

• Salespeople will assist the receiver in putting away stock whenever customer traffic permits.

• Successful salesmen will seek every reasonable opportunity to make the most of each selling opportunity. Upselling is an art that the salesman must master.

• Issue parts to service department employees with the same professionalism as our over the counter customers.

• May be required to perform other duties as needed by the Parts Manager or G.M.

PARTS ASSOCIATE DAILY TRAINING CHECKLIST

| |BEGINNING OF DAY WEEK # |M |T |W |T |F |S |

|2 |Clean bathroom 16th – 31st of each month | | | | | | |

|3 |Take out trash | | | | | | |

|4 |Vacuum accessory area | | | | | | |

|5 |Fill chemical shelves, color block, front face, verticalize | | | | | | |

|6 |Clear off & wipe down parts counter | | | | | | |

|7 |Organize accessory catalogs | | | | | | |

|8 |Business cards | | | | | | |

|9 |Memo pad | | | | | | |

|10 |Pen | | | | | | |

|11 |Nametag | | | | | | |

|12 |Review previous days’ notes and follow up | | | | | | |

| |PERPETUAL |M |T |W |T |F |S |

|2 |Follow up with customer on backorders & cross shipments | | | | | | |

|3 |Assist in placing orders as needed | | | | | | |

|4 |Obtain authorization from vendors for returns | | | | | | |

|5 |Straighten & organize merchandise | | | | | | |

|6 |Create new merchandising displays | | | | | | |

|7 |Inspect labeling on all products | | | | | | |

|8 |Fluff, dust & clean | | | | | | |

|9 |Study new product features & benefits | | | | | | |

| |END OF DAY |M |T |W |T |F |S |

|2 |Run credit card batch | | | | | | |

|3 |Walk through inspection of department | | | | | | |

|4 |Secure battery station | | | | | | |

| |SR Initials | |

|1 |Clock In | |

|2 |Clean bathroom 16th – 31st of each month | |

|3 |Take out trash | |

|4 |Vacuum accessory area | |

|5 |Fill chemical shelves, color block, front face, verticalize | |

|6 |Clear off & wipe down parts counter | |

|7 |Organize accessory catalogs | |

|8 |Business cards | |

|9 |Memo pad | |

|10 |Pen | |

|11 |Nametag | |

|12 |Review previous days’ notes and follow up | |

| |PERPETUAL | |

|1 |Call customers with received special orders | |

|2 |Follow up with customer on backorders & cross shipments | |

|3 |Assist in placing orders as needed | |

|4 |Obtain authorization from vendors for returns | |

|5 |Straighten & organize merchandise | |

|6 |Create new merchandising displays | |

|7 |Inspect labeling on all products | |

|8 |Fluff, dust & clean | |

|9 |Study new product features & benefits | |

| |END OF DAY | |

|1 |Place note pad & pen in your drawer | |

|2 |Run credit card batch | |

|3 |Walk through inspection of department | |

|4 |Secure battery station | |

Parts Associate Signature: ________________________________ Date: _________

Supervisor Signature: ____________________________________ Date: _________

PARTS & ACCESSORIES ASSOCIATE POSITION CONTRACT

I, ____________________ on this date __________, do hereby agree to the terms and conditions of this position contract. Furthermore, I understand that the purpose of this contract is not to serve or to cause any legal proceedings but only to serve as validation that I have been made aware of all my duties and responsibilities as described below, and that I do hereby agree to accept and perform all duties and responsibilities in a timely and diligent manner.

Desired Results:

To greet customers by name and sell parts and accessories at maximum profit with integrity and in a professional manner while maintaining a clean and attractive workplace.

Work Accountable For:

• Learning and following the sales procedure

• Learning and complying with the Parts & Accessories Department Operations Manual as well as promoting the material to the other team members for training purposes

• Cooperative and responsible completion of all required training

• Performing other functions as directed by the Sales Manager or General Manger

Evaluation Methods:

• Parts Associate Checklist

• Training Completion

• Knowledge Examinations

• “Four Corners” Visual Inspection

• Secret Shoppers

• Periodic Performance Evaluations

• Department Manager

• General Manager

Signed: ______________________________

Parts & Accessories Manager

Signed: ______________________________

Supervisor

SHIPPING & RECEIVING INVENTORY SPECIALIST JOB DESCRIPTION

The position of receiver is a critical position in the department. The individual responsible for these duties must be very organized and detail oriented, if they are not, they can create problems for the dealership with customers, accounting, and suppliers. Attention to detail is the cardinal rule.

Following is a more detailed list of duties and expectations:

• The receiving area is kept neat and clean at all times. Even when a huge shipment arrives, there is “method to the madness.” If the receiving department was cluttered, parts would get lost or misplaced, go unreceived, suppliers go unpaid, and customers go unsatisfied.

• When shipments arrive, the receiver counts the boxes to confirm that the number of packages delivered matches the number signed for.

• Beginning with shipments arriving via expedited shipping methods, each shipment is opened, the parts are matched to the invoice, and the purchase order is received in the system.

• While receiving in the system, the receiver pays special attention to the quantity shipped verses the quantity received. Discrepancies are reported to the Parts Manager for correction.

• While receiving, the receiver makes sure all prices on invoices match those on the purchase order. When discrepancies occur, the Parts Manager is notified. Most often, the purchase order price is adjusted, but occasionally the supplier may have to send a revised invoice.

• Once received, invoice, and receiving record is stapled together and given to accounting for payment. All must match.

• Labels are printed for all parts, and are applied to the parts prior to them being stocked. Nothing should ever leave receiving without a label.

• The receiver is responsible for insuring that no part leaves the receiving are until it has been received in the system and labeled. Under no circumstances are parts to be sold prior to receipt.

• The receiver is responsible for maintaining the 21 box system for special orders.

• The receiver is responsible for maintaining stockroom organization. A place for everything, and everything in its place.

• The receiver is instrumental in assisting the Parts Manager in conducting cycle counts.

• The receiver is trained to be proficient in counter sales so he or she can assist when necessary.

• During the course of conducting day-to-day business, the receiver acts in a support role for both the counter salesmen and Parts Manager, doing whatever things time may not permit them to do. These duties will be assigned as needed by the Parts Manager.

SHIPPING & RECEIVING CHECKLIST

| |WEEK # |M |T |W |T |F |S |

|1 |Inspect boxes for damage before driver leaves No Damage | | | | | | |

| | Damage found – contents inspected and damage noted with driver | | | | | | |

|2 |Verify # of parcels delivered before signing for shipment | | | | | | |

|3 |Check for ‘overnighted’ parts shipments & process first | | | | | | |

|4 |Locate invoice and/or packing list | | | | | | |

|5 |Receive shipments in order: Critical, OEM, Primary Aftrmkt, Altrnt Aftr | | | | | | |

|6 |Verify shipped items match packing lists (part #s & quantities) Over | | | | | | |

| | No | | | | | | |

| |discrepancies | | | | | | |

| | | | | | | | |

| |Short | | | | | | |

|7 |Rotate special order storage bins | | | | | | |

|8 |Print out the reconciliation list. Totals must match packing list | | | | | | |

|9 |Staple reconciliation with packing list & place in “completed” wall file | | | | | | |

|10 |Deliver all SO parts for Repair Orders to the appropriate bins | | | | | | |

|11 |Call parts customers with critical orders that have arrived | | | | | | |

|12 |Deliver all SO parts to the SO bins in the parts warehouse | | | | | | |

|13 |Print out SO notification sheets & place in Associate boxes | | | | | | |

|14 |When finished receiving, deliver invoices to office manager wall file | | | | | | |

|15 |Label all parts for stock & locate | | | | | | |

|16 |Deliver all stock parts to their bin locations / merchandise accessories | | | | | | |

|17 |Place parts needing a bin location in “Parts To Be Stocked” bin | | | | | | |

|18 |Break down all boxes, save reusable ones in shipping area | | | | | | |

|19 |Recycle packing materials – store in designated area | | | | | | |

|20 |Sweep receiving area discarding any remaining trash & debris | | | | | | |

|21 |Discuss with Parts Manager ‘New Parts’ location | | | | | | |

|22 |Create bin locations for “To Be Stocked” items in DCS & locate | | | | | | |

|23 |Acquire return authorization number(s) for any vendor return item(s) | | | | | | |

|24 |Package any returns for shipment to OEM & aftermarket vendors | | | | | | |

|25 |Ship returns to OEM & aftermarket vendors | | | | | | |

|26 |Collect special order invoices from wall file behind parts counter & file | | | | | | |

|27 |Inventory supplies (tape, bin, boxes, etc.) & give checklist to PM | | | | | | |

| |Reviewed & validated by Parts & Accessories Manager: | | | | | | |

SHIPPING & RECEIVING CHECKLIST

| |WEEK # | |

|1 |Inspect boxes for damage before driver leaves No Damage | |

| | Damage found – contents inspected and damage noted with driver | |

|2 |Verify # of parcels delivered before signing for shipment | |

|3 |Check for ‘overnighted’ parts shipments & process first | |

|4 |Locate invoice and/or packing list | |

|5 |Receive shipments in order: Critical, OEM, Primary Aftrmkt, Altrnt Aftr | |

|6 |Verify shipped items match packing lists (part #s & quantities) Over | |

| | No | |

| |discrepancies | |

| | | |

| |Short | |

|7 |Rotate special order storage bins | |

|8 |Print out the reconciliation list. Totals must match packing list | |

|9 |Staple reconciliation with packing list & place in “completed” wall file | |

|10 |Deliver all SO parts for Repair Orders to the appropriate bins | |

|11 |Call parts customers with critical orders that have arrived | |

|12 |Deliver all SO parts to the SO bins in the parts warehouse | |

|13 |Print out SO notification sheets & place in Associate boxes | |

|14 |When finished receiving, deliver invoices to office manager wall file | |

|15 |Label all parts for stock & locate | |

|16 |Deliver all stock parts to their bin locations / merchandise accessories | |

|17 |Place parts needing a bin location in “Parts To Be Stocked” bin | |

|18 |Break down all boxes, save reusable ones in shipping area | |

|19 |Recycle packing materials – store in designated area | |

|20 |Sweep receiving area discarding any remaining trash & debris | |

|21 |Discuss with Parts Manager ‘New Parts’ location | |

|22 |Create bin locations for “To Be Stocked” items in DCS & locate | |

|23 |Acquire return authorization number(s) for any vendor return item(s) | |

|24 |Package any returns for shipment to OEM & aftermarket vendors | |

|25 |Ship returns to OEM & aftermarket vendors | |

|26 |Collect special order invoices from wall file behind parts counter & file | |

|27 |Inventory supplies (tape, bin, boxes, etc.) & give checklist to PM | |

| |Certified by receiver: | |

| |Reviewed & validated by Parts & Accessories Manager: | |

SHIPPING & RECEIVING INVENTORY SPECIALIST POSITION CONTRACT

I, ____________________ on this date __________, do hereby agree to the terms and conditions of this position contract. Furthermore, I understand that the purpose of this contract is not to serve or to cause any legal proceedings but only to serve as validation that I have been made aware of all my duties and responsibilities as described below, and that I do hereby agree to accept and perform all duties and responsibilities in a timely and diligent manner.

Desired Results:

To receive all incoming product shipments in an accurate and timely manner following all prescribed paper flow procedures, execute all shipping requests accurately and timely, and support the department as directed by the department manager when primary duties are completed.

Work Accountable For:

• Learning and complying with the Parts & Accessories Department Operations Manual.

• Cooperative and responsible completion of all required training

• Performing other functions as directed by the Parts & Accessories Manger

Evaluation Methods:

• Shipping & Receiving Checklist

• Training Completion

• Knowledge Examinations

• Routine Visual Inspection

• Secret Shoppers

• Periodic Performance Evaluations

Signed: ______________________________

Parts & Accessories Manager

Signed: ______________________________

Supervisor

ORGANIZATIONAL CHART

The organizational chart is an excellent overview of the structure of the dealership staff. This chart should be posted in the employee break room as well as each manager’s office. This chart should be updated as necessary to maintain current information.

Organizational Chart

PLANNING CALENDAR

The planning calendar is a foundational component in the successful operations of a P & A department. The intended purpose is to be a guideline for a pro-active management plan in the P & A department. There are six main categories covered on a monthly basis.

• Ordering Calendar: This tool assists in insuring that proper stocking orders awareness are available for the various seasonal trends through out the year. Example: Spring and street bike accessories; summer and watercraft; fall and ATV; winter and holiday accessories.

• Merchandising Calendar: Regularly changing merchandising displays to reflect the current seasonal trends is an integral component to successful merchandising. The merchandising category of the calendar insures that our displays coincide with current seasons.

• “On Sale” Calendar: Due to the extreme seasonality of the power sports industry it is very important that pro-active steps are taken to sale slow moving and non “in season” product. The terms sale is referring to placing the products “on sale” Often times this category coincides with the merchandising calendar. It is very important that “on sale” items are professionally merchandised.

• Strategic Work: This category assists in preparing some basic strategies for the current and upcoming months.

• Monthly goals: This category outlines some important goals that are critical for a successful department.

Example: Physical Inventory, bin locations, min max set up, returns to vendors, purchase order maintenance, special order maintenance, selling techniques, etc.

• Inventory Calendar: Physical inventory must be performed twice a year and the calendar outlines exactly when and how.

Obviously the planning calendar can’t be followed exactly nor is it intended to be. However, posting the calendar in a highly visible area and referring to it daily can be of great assistance in successfully operating a parts and accessories department in the Power sports Industry.

Additionally, it is very important to document on the calendar additional tasks and trends that can be utilized for planning purposes in the up-coming years.

[pic]

VENDOR CONTACT LIST

This sheet contains key information about each vendor that the Parts & Accessories department is set up to order from. This information includes the following items:

• Source code

• Name of vendor

• Phone number

• Contact person

• Dealer number

• Minimum order amount

• Free freight minimum

• Same day shipping deadline

Vendor Contact Information Sheet

|CODE |SOURCE |PHONE NUMBER |CONTACT |DEALER NUMBER |MINIMUM ORDER |FREE FREIGHT |SAME DAY SHIPPING|

| | | | | |AMOUNT $ |MINIMUM |DEADLINE |

|AA |Acerbis |800-659-1440 | | | | | |

|AL |Alpinestars |310-891-0222 | | | | | |

|AP |Applied Racing |800-863-0555 | | | | | |

|CB |Corbin Saddles |800-538-7035 | | | | | |

|CK |Clarke Manufacturing |800-232-2002 | | | | | |

|CS |Carolina Spectro |800-755-1716 | | | | | |

|CT |Castle |800-242-8100 | | | | | |

|EE |Enduro Engineering |517-393-2421 | | | | | |

|ER |Erion Racing |800-700-3599 | | | | | |

|FS |Full Spectrum (Pit Bull) |256-533-1977 | | | | | |

|FX |Fox Racing |800-626-4884 | | | | | |

|GV |GM International | | | | | | |

|HH |Helmet House |800-421-7247 | | | | | |

|HI |Highlifter |800-699-0947 | | | | | |

|HL |Helm Inc. |888-292-5393 | | | | | |

|JM |J&M Corp. |800-358-0881 | | | | | |

|KL |K&L Supply |800-727-6767 | | | | | |

|KU |Kuryakyn |800-843-7896 | | | | | |

|LL |Leatherlyke |800-597-2008 | | | | | |

|LP |Lockhart Phillips |800-221-7291 x 247 | | | | | |

|ML |Markland |800-854-6747 | | | | | |

|MN |Motonation | | | | | | |

|MO |Mobile Oil |800-727-6457 | | | | | |

|MT |M.T.A. |800-251-0640 | | | | | |

|MX |Miscellaneous | | | | | | |

|NF |No Fear |760-931-9550 | | | | | |

|OK |Oakley |800-969-0679 | | | | | |

|OY |Olympia |800-645-6124 | | | | | |

|PC |Pro-Circuit |909-738-8050 | | | | | |

|PU |Parts Unlimited |800-369-1000 | | | | | |

|RE |Renthal |661-257-0474 | | | | | |

|RL |Ramplite |888-257-7267 | | | | | |

|SB |Sullivan Brothers |800-874-9778 | | | | | |

|SH |Vega Helmets |877-647-7569 | | | | | |

|SN |Sundiro |888-431-5666 | | | | | |

|SY |Spy |760-734-6779 | | | | | |

|TA |Targa |800-521-7945 | | | | | |

|TB |Two Brothers |800-211-2767 | | | | | |

|TR |Tucker Rocky |800-347-1010 | | | | | |

|WB |White Brothers |800-854-1899 x 219 | | | | | |

|XF |X-Factor Video |800-619-6161 | | | | | |

| |Wheels 4 Tots |219-987-6812 | | | | | |

| |Parker Brothers |770-474-1286 | | | | | |

RETURNS SHELVING LAYOUT

Keeping the Parts & Accessories room neat and organized is essential to the successful, profitable department. The following shelving layout is a very important and useful tool to ensure that there is a place for everything and that everything is in its place.

[pic]

FAST MOVING PARTS REPORT

The first report is two pages long and contains the Dealership Top 100 parts and accessories (all sources) sold at the dealership during a one year period.

What is the purpose of this report?

• Excellent reference of what to stock on a daily basis.

• Helps determine how much quantity to stock.

• You should never run out of any item on the list

• Helps you determine how to merchandise your top selling parts and accessories.

The second report is eleven pages long and is the Honda Motorcycle Division Top 500 parts and accessories in the state. This report lists the average quantity of Honda parts and accessories sold at Honda Motorcycle dealerships during a one year period.

What is the purpose of this report?

• Excellent tool to use to determine what Honda items you should stock that you aren’t stocking that you may be losing sales on.

• Helps you determine what to merchandise and how to merchandise it (perhaps tonnage displays for the high volume items).

20 BIN SPECIAL ORDER SHELVING SYSTEM

This shelving system not only organizes the special orders for retrieval when the customers pick up their orders, it also provides a “self purging” function as well to minimize the build up of clutter and expedite returns.

[pic]

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Set-Up Specialist

Set-Up Specialist

Technician

Technician

Technician

Service Assistant

Service Assistant

Shipping & Receiving

Parts Associate

P&A Assistant Manager

Sales Associate

Sales Associate

Sales Associate

Sales Associate

Sales Associate

Sales Associate

Finance Manager

Hospitality Coordinator

Office Manager

Service Manager

P&A Manager

Sales Manager

General Manager

PRIMARY O.E.M. VENDORS

PRIMARY AFTERMARKET VENDORS

SECONDARY AFTERMARKET VENDORS

ALTERNATE AFTERMARKET VENDORS

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In order to avoid copyright disputes, this page is only a partial summary.

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