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Our Company

Bob Pearson Enterprises, LLC, offers in dealership consulting, training, and analysis. Our consultants are highly skilled and qualified in all aspects of dealership parts department management.

With in-dealership experienced managers, our staff can work with your parts personnel to identify problems and recommend solutions.  We strive to

  • Give our clients excellent support and the best results
  • Provide a professional, excellent and rapid service for all of our customers
  • Drive the industry and market forward with competitive pricing, top services and innovation
Bob Pearson Enterprises

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It is important how you add parts to your inventory! 

Normal/Active stocking part numbers are part numbers inventory control system will suggest quantities to order when stock orders calculated. The part numbers inventory control system will suggest quantities to order are part numbers that do not have special stocking status assigned such as “AP”, N/S, etc. These are suggestions for increasing normal stocking or active stocking part numbers and increasing “on shelf” fill ratio.

1.) Ensure all lost sales are posted.  (Lost sale will be defined as customer request for part that could not be filled from stock and customer would not allow parts department to order needed part).

2.) Ensure all parts purchased from other dealers to complete repairs in service department are posted as emergency purchase.

3.) Each week run lost sales and emergency purchase reports and review to determine if any parts should be added as normal or active stock based on sales/lost sales.

4.) After part number has been tested and aged through the Inventory Control System (Phase-In Criteria). Always review “Phase-In” report and ensure these parts are in the proper stocking source to allow     stock orders to pick these part numbers up on next stock order.

5.) At time of first purchase. Maintenance parts such as filters glow plugs and ignition parts may need to be added as stocking numbers prior to qualifying for “Phase-In”.

6.) Always ensure sale of OEM parts are recorded as sales. Do not use “IO” (In/Out). “IO” does not record sales history.

Bob Pearson Enterprises, LLC can help you with any questions you have regarding your Parts Department Inventory.

Call today! Toll Free 1.866.831.0295 or at 303.831.0291      

GM Dealerships in 2012

Let the "Parts Specialists" with Bob Pearson Enterprises Prepare your General Motors Parts Department for the challenges of 2012 and beyond.

  • If one or more of your Franchises has been terminated the Franchise exclusive parts should be in their on control source to allow Parts Manager to “Wind-Down” the slow selling parts not required for day to day fixed operations requirements.
  • With the current state of the supplier network parts availability has become critical. General Motors has stressed CSI as a main component in remaining  a GM Dealer. Your parts department can improve CSI scores through parts availability.
  • The RIM Program is designed as an “obsolescence Protection Program”. However the Dealer is required to hold slow and non selling RIM Controlled (state code 04 & 05) parts for fifteen (15) months before return is calculated by RIM Program. Identify the slow and non selling RIM Controlled parts and verify that the RIM Program is honoring their commitment to the Dealer. (RIM Program will force a 65 to 70 days supply of parts inventory).
  • Dollar value of Non RIM Controlled “AP” (Automatic Phase-Out) parts inventory should be less than 10% of total Non RIM Controlled Inventory. Parts Manager must develop a plan to reduce the dollar value of “AP” parts. (Dealer may want to consider establishing a “Reserve Account” to allow for inventory protection for these parts).
  • In July of 2009 General Motors instituted a new “Customer Special Order Return Program.  Dealers are required to use earned return reserve to return special orders or  return special orders with a 35% penalty. Parts and Service Managers must cooperate with each other to develop “Special Order Procedures” for the dealership.
  • Parts Manager must monitor all pending claims with General Motors. Each week Parts Manager should review all outstanding claims and verify that credit is received.
  • In the current economic environment Dealers Fixed Coverage (Absorption Rate) must be as high as possible and Cost To Break Even must be as low as possible. Pricing polices should be established to maximize return on investment while remaining competitive in dealership market area. Do you know your Fixed Coverage percent?  Do you know parts department Cost To Break Even?

Let the “Parts Specialists” at Bob Pearson Enterprises, LLC work with your parts department to develop “Parts Department Policies and Procedures” to ensure success in the areas of inventory control and profitability.

 Call Today Toll Free 1.866.831.0295

Operations Transitions


Integrating another dealership into an existing organization takes a tremendous amount of energy.  Terry & Company provides assistance to get through the transition period quickly and smoothly.  In addition, we can help with the training of new office personnel.
General Motors Challenges 2012

Let the "Parts Specialists" with Bob Pearson Enterprises Prepare your General Motors Parts Department for the challenges of 2012 and beyond

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We support the following guidlines to help you reach your level of excellence; 

P hyiscal Inventories Consulting

A nalyze Your Computer to Work For You

R eview Fill Ratio Percentage

T ools to Success

S ecure Parts Investment

Mission Statement

We are committed to steering you in the lane of high perforamce in the Parts Department. Our goal is to give our clients excellent support and the best results.