Wednesday, March 11, 2020

March 2020: Parts True Turn: "Is Yours Accurate?"

One of the most inaccurate and often times understated "Business Ratios" on our Parts Monthly Summary, or Management Reports is Parts True Turn. Sad thing is that many dealers and parts managers don't actually look at this number stated on the report.

Even worse, many dealers and parts managers don't pay much attention to this Key Performance Indicator, (K.P.I.) unless the Parts True Turn number is brought up in conversation perhaps at a 20 Group Meeting, or when we see our parts obsolescence starting to rise.

In my opinion, there is nothing more important than the Parts True Turn number from an investment standpoint. I'm quite sure many dealers look at their new and used aged vehicle inventory, so why would the parts inventory be any different?

The answer to that question is really quite simple as many dealer owners or principle don't have the time, energy or even worse...the desire to look at their parts inventory the same way as their new and used vehicle inventories. 

If we do have that mindset, then we might as well just throw in the towel because that one K.P.I. of Parts True Turn going unnoticed, or cared about leads to a "trickle down" of mass proportions. As a matter of fact, the biggest effect is Missed and/or Lost Opportunities in the overall Fixed Operations Gross Profit.

Some may disagree with me on that one, but let's take a look at some of these "trickle down" effects that Parts True Turn, or should I say the "lack" of proper parts inventory True Turns of at least 5.0 times, (current industry guidelines) annually.

Each one of these Missed and/or Lost Opportunities in the overall Fixed Operations Gross Profit can be linked to less than desirable Parts True Turn Numbers. Which in fact, effects our Service Absorption percentages and our break even number of units on the front end.

Let's break it down with my list of Missed and/or Lost Opportunities...

  • Increased Parts Obsolescence
  • Lower Parts Return on Investment
  • Higher Acquisition and Holding Costs, (25% - 30% of Total Inventory Value)
  • Lost Parts Gross Profit due to Emergency Purchases
  • Lost Gross Profit from Lost Service Productivity and Cycle Times,
  • Low "First Time Off Shelf Fill Rates"
  • Lower Manufacturer Purchase Discounts and Accrual Amounts
  • Lower Customer Satisfaction and Retention Percentages
  • Lower Service Absorption in the Fixed Operations and Break Even Units

The above effects of less than desired Parts True Turn numbers are directly linked and I could probably find more as these are just a few. The biggest one to me in the above list is the Lost Service Productivity by not having the right parts on the shelf the first time.

Unlike the parts inventory, time is a perishable inventory and just fifteen minutes of lost time from a technician due to low Parts True Turn numbers can cost as much as $50.00 to $100.00 in lost parts and service sales for just one tech that we can never get back.

So, let's define and breakdown this term we call Parts True Turns and how parts are even classified and/or qualify in this category.

I mentioned earlier that there is a possibility that some dealers' Parts True Turn number may be understated, especially if you are a dealer that utilizes the manufacturers Vendor Managed Inventory, or (V.M.I.). This is due to many parts purchased on these programs are not entered into the D.M.S. as Normal Stocking Parts, which is the key ingredient to measuring Parts True Turn.

In order for a part to "qualify" in the Parts True Turn number is the part has to meet phase-in requirements. Many parts purchased from the Manufacturer's V.M.I. Program may meet "their" criteria for phase-in, but not necessarily the dealer's phase-in requirements. Thus, on these instances, the parts need to be manually phased-in, or given a status on Normal Stocking, or Active.

Let's now take a look at the actual definition, or "formula" for accurately measuring Parts True Turn. After reading the actual "formula", we will break it down in "layman's terms" as you will see from the actual definition, or "formula"....Here Goes!...

"Total Stock Order Receipts for the Last Twelve Months - Divided By - Sales at Cost for the Last Twelve Months - Divided By - Average Inventory Investment for the Last Twelve Months"

That's a lot to absorb if you are reading this for the first time! It all begins with Stock Order Receipts and the sale of parts that qualify for Normal Stocking Status, or Active Status to begin with. That's where it all starts as I can actually "manipulate", or even "miss" parts that are considered for Normal Stocking or Active Status.

In "layman's terms", True Turns could be calculated based on sales at cost of Normal Stocking or Active parts divided by total parts sales at cost annualized. Stock Order Receipts can be deceiving as many parts managers actually order Special Order Parts as part of their Stock Orders, thus giving us...again...inaccurate and higher True Turn numbers.

I can actually go back to the parts phase-in process as well which is where parts first qualify for Normal Stocking or Active Status. If my parts phase-in criteria is not set up properly, I could actually be "understating" or even "overstating" my Parts True Turn. We have to have the right number of total demands recorded, (Sales and Lost Sales) over the right period of time.

For example, if my phase-in criteria was set for just one or two "hits" or demands over a extended period of time, I could be seeing a higher True Turn number and would be "overstated". On the other hand, my parts phase-in criteria could be too restrictive by requiring many more "hits" or demands over a period of time, thus giving me a lower True Turn number.

In my opinion, in order to realize an accurate Parts True Turn number and to achieve expected or desired results on my monthly reports AND at an industry guideline of 5.0 or above, I would need to do the following...

  • Install the proper phase-in criteria in my D.M.S. of either 2 or 3 demands in 6 months or less
  • Properly record Lost Sales at 5% - 10% of total sales at cost
  • If utilizing the manufacturer's V.M.I., insure all parts purchased are receipted as Normal Stocking or Active Status
  • DO NOT order Special Order, or Non-Stock parts with less than 2 or 3 demands, (pending phase-in requirements) as part of a Normal Stock Order.
  • Special Orders and Non-Stock Parts need to be ordered separately and receipted separately from Normal Stock Orders
  • Eliminate & Control Obsolescence over twelve months to 0%
  • Control Stocking Levels of Normal Stocking or Active Parts to the proper Best Reorder Point, (BRP) and Best Stocking Levels, (BSL) to prevent overstocking Normal or Active Parts.

Bottom line is that we first have to have a deep interest and concern for our True Turn number, especially if you are the dealer, trying to achieve the proper Return On Investment from my parts inventory.

If I am a "Smart Parts" Manager, this IS our bottom line when looking at our Parts Inventory Business Ratios. As we now much is riding on our Parts True Turn number at 5.0 times minimum annually...if we haven't done so's time to "Turn It Up!"

 If you want to learn more about ACG Smart Parts "Eight Habits of Highly Successful Parts Managers", visit our website @, or...just pick up the phone and call me at (786) 521 - 1720...After all, not knowing is not worth not "fixing" it...

Thursday, February 6, 2020

February 2020: Stocking Status: "Is Yours Accurate?"

As we continue on into this New Year, we will be focusing on many parts "Key Performance Indicators", (K.P.I.'s) and more importantly, we will be looking at how these K.P.I.'s are calculated and if they are really accurate.

In my opinion, one of the biggest and probably one of the most talked about Parts K.P.I.'s is "First Time Off Shelf Fill Rates". Next to Lost Sales, "First Time Off Shelf Fill Rates" is one category that I receive more questions about and how we measure it correctly.

Most Dealer Management Systems, (D.M.S.) contain information that "should" lead us to our "First Time Off Shelf Fill Rate" percentage, but unfortunately, even though the information may be available, it's most often times inaccurate.

As a matter of fact, many Dealer Management Systems, (D.M.S.) don't even calculate "First Time Off Shelf Fill Rates". One of the main reasons is that many Dealer Management Systems are not set up to calculate this K.P.I. with the proper information needed to calculate this percentage in the first place.

The first key element to calculating "First Time Off Shelf Fill Rates" is which parts "qualify" to be even considered in this K.P.I. This is where it gets tricky because how do we really know what parts were sold on the first visit?

The most common answer to that question should be the parts that are considered "Active", or "Normal Stocking Parts". So, the next question should be..."How does a part become Active or a Normal Stocking Part and what exactly is the criteria?"

In my opinion, when calculating "First Time Off Shelf Fill Rates", only those parts that we normally stock should be part of the equation. Even though, technically, I could have a "Non-Stock" part sold on the first visit such as a Special Order part that was never sold initially.

I could also have a Normal Stocking, or Active part that was not on the shelf on first visit because I ran out and had to make an Emergency Purchase. Thus, giving us inaccurate results when calculating "First Time Off Shelf Fill Rates".

This is where "Stocking Status" comes into play as every part number in our system has to have a classification, or "Stocking Status" whether we normally stock the part or not. So, if we are to even begin to calculate our "First Time Off Shelf Fill Rate", we have to have the separation between normal stock parts and non-stock parts.

To even get close to an accurate "First Time Off Shelf Fill Rate", we need to have some guidelines and the only guideline we have, in my opinion is "Normal Stocking or Active Parts". That being said, the only way these parts can meet that guideline is to meet the individual dealer's D.M.S. guidelines for parts Phase-In.

"So, why do I believe that the "Stocking Status" in many stores is inaccurate?"

As I just mentioned, in order for a part to achieve "Normal Stocking Status", or "Active Status", these parts must qualify and meet the D.M.S. Phase-In Criteria. If parts do not meet Phase-In Criteria, they are considered as "Non-Stock" Parts. Much like Special Order Parts, or maybe parts manually forced in by the Parts Manager.

Total demands meaning Sales or Lost Sales less than the Phase-In Criteria selected for potentially stocking parts. Normally, we would like to see some activity, (Sales and/or Lost Sales) of at least a few times over the course of selected months before considering parts for potential normal stocking status.

Now, here's where it gets a little dicey and it's also the reason why I believe that many, if not most Dealer Management Systems, (D.M.S.) "Stocking Status" is inaccurate. If it's true that parts need to meet the D.M.S. Phase-In Criteria in order for a part to meet "Normal Stocking", or "Active" status, then we have a problem.

This problem will also "trickle down" to properly calculating a true "First Time Off Shelf Fill Rate" if we are using the calculation of sales, (at cost) of "Normal Stocking" and "Active" parts. We must have an accurate "Stocking Status" in order to even come close to an accurate "First Time Off Shelf Fill Rate" K.P.I.

The first "inaccuracy" is if the D.M.S. Phase-In Criteria isn't set up properly as I have witnessed even most recently. In other words, I have seen D.M.S. Phase-In Criteria set for just one demand, (Sale or Lost Sale) in just ONE month over the course of twelve months in order to qualify for Parts Phase-In and "Normal or Active" Stocking Status.

I'm quite sure that just ordering a Special Order Part one time will not convince me to stock that part, but the D.M.S. only does what it's designed or programmed to do. So, if this was the case, every part would qualify for "Normal or Active" Status and all these sales at cost would be considered in the "First Time Off Shelf Fill Rate" K.P.I., which, of course would not be accurate.

The second "inaccuracy" on Stocking Status are the many, many parts that we purchase utilizing the manufacturers' Vendor Managed Inventory, (V.M.I.) such as GM's RIM Program, FCA's ARO Program, Parts Eye, etc. to manage and replenish their parts inventories.

Many, if not most of these manufacturer V.M.I.'s manage individual dealers' parts inventories based on dealer group criteria including Parts Phase-In and Overall Stocking Levels. In other words, if the Parts Phase-In Criteria is met on a group level, then it becomes a "qualified" V.M.I. part. 

Here in lies the problem....even though a part may meet the "group" criteria, they may recommend a particular dealer to stock the part just because it has met the "group" criteria, and not necessarily the individual dealer's Parts Phase-In Criteria. Once you "pull the trigger" on that part one time, maybe on a Special Order, now that part is recommended for normal Stocking Status.
I don't know about you, but before we even had the manufacturers' controlling our stock orders, I know I wouldn't stock any parts that didn't meet "my" D.M.S. Stocking Criteria, Stocking Status and Stocking Levels. As I have often said...I am not buying parts to hold and protect...I am buying parts to sell and meet proper gross and true turn numbers.

Even if the part hasn't met the individual dealer's recommended Phase-In Criteria, it has met the "group" criteria, these parts end up on the shelf, even though they may be "protected" by the manufacturer for return down the road if these parts don't sell.

What many Parts Managers don't know is if they purchase ANY part on the manufacturers' V.M.I. "that has not met" their own individual D.M.S. Phase-In Criteria, those parts will come into the parts inventory and D.M.S. as a "Non-Stock" part and will not be included in any "First Time Off Fill Rate" calculation.

This would mean that the Parts Manager must change the Stocking Status of these parts over to "Normal or Active" Stocking Status manually. I'm quite sure that we are buying these V.M.I. parts to replenish and/or stock and not ordered as Special Orders for certain customers.

I have visited many dealerships, even to this day where as much as 70% of their parts inventory was in a "Non-Stock" Status because many of their V.M.I. parts purchases were receipted as "Non-Stocked" because these V.M.I. purchases did not meet the dealer's D.M.S. Phase-In Criteria, which was also inaccurate in many of these dealerships.

I have personally assisted Parts Managers in changing the Stocking Status of literally thousands of part numbers from a "Non-Stock" Status back over to a "Normal or Active" Stocking Status because so many of their part numbers were purchased under the Manufacturer V.M.I. Program that did not meet their own D.M.S. Phase-In Criteria.

Calculating an accurate "First Time Off Shelf Fill Rate" can only be accomplished if the Stocking Status of all parts are accurate to begin with. Even though I believe that there is no 100% accurate "First Time Off Shelf Fill Rate" calculation because there will always be exceptions as I have mentioned above.

I DO believe though that we can be very close to 100% if the Stocking Status of all parts are accurate and correct, properly accounted for, including those parts purchased on the Manufacturer's V.M.I., (if offered). We also have to be "honest" and report "Emergency Purchases" on those parts that we normally stock, but run out of on occasion.

Emergency Purchases should only be posted on those parts we normally stock, but run out of. Now we can calculate an accurate "First Time Off Shelf Fill Rate" that is as close as it can be. Even though it is also true that we could have an Emergency Purchase and a Lost Sale on the same transaction, we can still benefit from posting both.

Only the Emergency Purchase "receipt" will separate the two and still allow us to record the Lost Sale for the added demand, while accounting for the "out of stock" situation that eventually needs to be "backed out" of our "First Time Off Shelf Fill Rate" calculation.

We must also ensure that we are only reporting Emergency Purchases on those "Normal or Active" parts supplied by our manufacturers' and not those parts purchased from outside, or aftermarket vendors as those parts purchases should be posted as "outside" or as "in and out" purchases.

If we do follow these principles and guidelines, we can pretty much use this following formula to "properly" calculate our "First Time Off Shelf Fill Rate"....

Total Sales, (at cost) of Normal or Active Parts Divided by Total Sales, (at cost), Minus Emergency Purchase Receipts

If we are going to measure any Parts K.P.I., we need to make sure we are not just "believing what we see" on our D.M.S. Monthly Management Reports, we need to make sure that we are reporting, receipting and recording all of the necessary information accurately and correctly in order to achieve desired results.

"Is Your Stocking Status Correct?"

If you want to learn more about ACG Smart Parts "Eight Habits of Highly Successful Parts Managers", visit our website @, or...just pick up the phone and call me at (786) 521 - 1720...After all, not knowing is not worth not "fixing" it...

Monday, January 6, 2020

January 2020: "A New Decade...A New Beginning"

It's hard to believe that not only are we approaching a new year, we are approaching yet another new decade. It seems like it was only yesterday, we were celebrating "The New Millennium". Our auto industry has not only survived the "ups and downs" for over 100 years, it has continually evolved over time.

Unlike many ideas, industries, or "fads" over the years, our industry still continues to evolve and expand into one of the leading industries in the world. Along with this continued growth and evolution comes the need and excitement for more...each and every year. 

It requires us to continually keep up with the competition and the desire to do something different with new ideas and ways to stay one step ahead. It also requires us to have a solid base of people, standards, guidelines, processes and a reputation just to stay in business.

In last month's issue of ACG "Smart Parts" we took a look back on the year as we do each year in December to gather and research the facts of what, in this case, 2019, revealed in our industry. We looked at the results that affected the automotive dealership, including and especially our parts departments.

In this issue, we will combined what we learned in 2019 along with a personal perspective that will collectively give us a "hands on" view of what happened in 2019 along with the facts and research on our industry that we collected last month. 

Even though we shared the research and facts of what 2019 brought us in last month's issue, I believe what's even more important information to share is what we actually experienced in 2019. Experiences from the people that are actually out there, day in and day out, working in our industry.

In my opinion, these personal experiences have led me to believe that we need to focus and change our way of thinking going forward. The "playing field" has changed and we need to have a new game plan to be successful and that game plan involves people, not just market swings.

Throughout my travels in 2019, I have spoken with and shared many experiences with literally thousands of people in our automotive industry. These people include; manufacturers, industry analysts, consultants, aftermarket vendors, dealer principle, department managers and dealership employees at every level.

In my opinion, the most important people in our industry are our people. The people working behind the scenes that are often forgotten are the ones actually driving the "engine" to our business. Sales people, service advisors, service & body technicians, parts staff, office staff, BDC staff, receptionists, greeters and shuttle drivers are the ones making it all happen.

I guess my above view is important to me because I've worked in those same trenches for many years in fixed operations from the counter level all the way up to fixed operations management. With these combined "in the trenches" experiences and current position, I believe I am pretty qualified to share the following overall perspective....

Here We Go!

As we start to combine the past and a look into the future with the research and facts learned and my personal perspective, we will look at, in my opinion, the most important areas that will determine and impact our success going forward, especially in the fixed operations.


"A New Decade...A New Beginning" can not start without people, especially those mentioned above that are working in the trenches. In my opinion, our employees are not only the most important asset we have, we also have to look at how important hiring, training, developing and keeping them is. 

The hiring, training, developing and the retaining of all our employees starts with the proper pay plan. If you don't know it already, people "work" their pay plans whether "working" the clock, if paid by the hour, or whatever commission pay plan their on.

The challenge is to develop pay plans that "work" for both the employee and the dealer. Incentives for hourly employees will just result in "punching in and punching out", while incentives, for all employees involved, whether directly or indirectly will drive better results. Even office staff could benefit from incentives in their roles.

I also believe that all managers and direct sales staff should include a hiring process to include Personality Profiles to get the right "fit" on their behavior patterns to their environments that meet the position. Even though conducting Personality Profile are not a reason or requirement for hiring employees, it's a great tool to match the individual to the right position.

Technicians...we all know that it's difficult to find and keep technicians, so why are we still sticking to the old ways of trying to find them? With our older, experienced generation of technicians slowly fading away, we should be using their experience and knowledge to train younger, newer technicians. 

Their brains are our biggest asset as we could develop newer pay plans for them to train new technicians. The end result could perhaps be more billable hours on a number of younger technicians to offset their training expense. Developing the right apprenticeship program could benefit all involved and could actually lengthen the career of the older more experienced technicians.

Parts staff should also have incentives built in their pay plans as opposed to the normal salary and/or hourly based pay plans. Believe it or not, parts counter staff are salespeople and they should have individual and department incentives based on dealership goals and expectations.

Overall, dealership employee wages and overall compensation continue to grow each year. With this continued increase with wages and compensation in all dealership positions, the importance of hiring the right person for the right position can't go without notice.  


Some may agree or disagree, but in many ways, our customers have changed over the last several years. They are more informed with social media in the areas of product knowledge, pricing, selection, demands and most important...their time. Customer retention is nothing new, but what is most surprising to me is that no one really talks to the customer!

In many dealerships that I have witnessed, the separation between employees and customers has gotten even worse with the evolution of "Express Service". Less time with the customer and the attitude of "get it in and get it out" has resulted in the customer feeling the same way..."get me in and get me out!"

The sad thing about this is that customer "avoidance" has replaced customer "engagement" as the separation of employee and customer evolves. To me, there is nothing more important than the "customer and client" relationship.

The Sales Department is not exempt either as I see more and more vehicle "spot deliveries", on line vehicle purchases, satellite vehicle purchases, etc. I realize customers want convenience and in some cases avoid the sales experience altogether, but eventually, in my opinion, we are just saying "Hello" and "Good Bye" to our customers at the same time.

In many dealerships that I have witnessed, customers are "recognized", but not really "known". By this I mean that many dealership employees seem to acknowledge and recognize their customers, but not many really "know" their customers. In some cases, and most shocking, many dealership employees actually try to "avoid" their customers.

Even though I don't necessarily agree with performing a personality profile on all our employees, I do believe that every dealer employee should be exposed to some form of interactive training that will help them "get to know" their customers. Wow!...what a concept! After all, gaining customer trust by engaging them is the best "closing tool" there is.

The Manufacturers:

If there is a number one standout that never seems to never stop evolving and changing, in my opinion is the vehicle manufacturer. Focuses ranging from manufacturer incentives for loyalty, compliance and requirements have seem to replace basic support to the dealer. 

Even though some manufacturers requirements and incentives vary, selling vehicles and parts are what they are in business for. It just seems to be getting harder and harder to meet their guidelines as they add more requirements and compliance between all departments to push volume on their end. It's much tougher today to be a smaller dealer then it was years ago.

In my opinion and from what I have witnessed in many dealerships, especially in parts, maybe we should just forget about compliance, which I call "obedience" and go back to the way we used to do it years ago. You can never "out buy" your growing obsolescence. That math doesn't support the facts, especially if you are a smaller dealership.

In other words, why should I buy another $10,000.00 in parts I don't need just to gain $300.00 - $400.00 in discounts, accruals and return reserves resulting in overstocking parts that I won't sell just to return them down the road?

In many cases, you would be better off buying parts that you do need as recommended by your own D.M.S., thus avoiding overstocking parts and building obsolescence. The expense from acquisition and holding costs will far, far outweigh any incentive the manufacturer may offer. Do the math and you just may realize that incentives may actually be costing you.

 Recommendation: Don't Become The Manufacturer's Second Warehouse!

The Parts Department:

This past year was a very busy year for me in the area of parts training and for good reason. In my opinion, dealers are becoming more and more interested in their Parts Departments and the need for additional training for their Parts Managers.

Even though every Parts Manager that I have met in the past and especially this past year are extremely talented, intelligent and in the right position, there is definitely a training void. With that said, what's missing in most cases is what they don't know.

Many Parts Managers have not received the proper training on the basics, which I call "Parts 101". Parts Managers have seemed to go "under the radar" by dealers when it comes down to training compared to training with other dealer managers and departments.

The results of this "lack of training", I'm seeing parts inventories accruing more obsolescence and overstocked quantities than I have ever seen before. In fact, recent studies on a large number of dealers revealed that over 25% of dealers sampled have obsolescence in excess of 25% and another 25% in overstocked parts.

Obsolete meaning parts that have no sales over 12 months, and overstocked quantities meaning active parts with too many parts than needed to meet demand. In other words, I may have 10 sets of brake pads of one particular part number when only 4 sets are needed to meet proper stocking levels.

I'm also seeing more and more Parts Managers not utilizing their own Dealer Management System, (D.M.S.) to it's full potential. Especially if you are a dealer that is enrolled in the manufacturers' Vendor Managed Inventory, (V.M.I.). More and more Parts Managers are relying solely on their manufacturer's to determine what they should stock and how many.

Unfortunately, relying solely on the manufacturer to determine what to stock and at what stocking level results in too much of what we don't need and not enough of what we do need. Utilizing the in house D.M.S. Stocking Criteria, (if set up properly) in conjunction with the manufacturer's V.M.I. is essential.

This is why I've been so busy lately as many Parts Managers don't even know how to input the right criteria in their own system. Criteria such as Phase-In/Phase/Out Parameters, Low and High Days Supply, (Best Reorder Point & Best Stocking Level), Source Ranking by Piece Sales to even create an accurate stock order.

Once again, this is not the fault of the Parts Manager as the lack of proper training is where the problem lies. Every single Parts Manager that I have "shared the proper information" with, (I don't call it training), has benefited and on their way to a more balanced inventory and increased "First Time Off Shelf Fill Rates".

After All..."How Do We Know What We Don't Know?"

The Bottom Line:

Even though change is inevitable, we all have to adapt to the necessary changes that we listed above. We also have to make a profit to stay in business no matter what the changes bring. Thus, the importance of our first topic of "People".

If we decide to run our business as usual without recognizing our new generation of hires, our current employees wants and needs, the basics of customer interaction and creating relationships, then we just might as well hang it all up.

We also have to hire, pay, educate and train our managers to do what they were hired to do. Today's dealership manager has to have "ownership" in mind as if their individual department was their own business. This means that dealers need to provide the proper training and hold them accountable.

Sales, gross and expenses have to be managed to industry and dealership guidelines, measured and managed every day, month and year. Today's dealership manager can longer be just "the next one in line", or because they've been an employee for many years, or perhaps even "bought for a lower price".

In Perspective:

Our business has changed a lot over the years, but in some ways, it hasn't changed at all. The people I have met and worked with have not changed, they all want the same things, have similar values and work hard. The "lingo" as well hasn't changed over the years as you can always tell if someone works in our industry just by this unique language.

Lastly, Service Absorption is more important than ever going forward as the Fixed Operations role in overall dealership survival can and could be the difference of the name on the front of the building. Even the higher volume sales stores can't guaranty the future of sales. Customers can and always will determine our ultimate success in the future...

Happy New Year From ACG "Smart Parts"!!!

If you want to learn more about ACG Smart Parts "Eight Habits of Highly Successful Parts Managers", visit our website @, or...just pick up the phone and call me at (786) 521 - 1720...After all, not knowing is not worth not "fixing" it...