May 2026: The Net Effects of "Choosing Not" to Stock the Right Parts

After writing these Monthly Blogs for over 14 years, I never thought I would get so excited and anxious to write this one. Writing about something that hits the "core" of what I believe to be our primary reason for being a Parts Manager in the first place.

That reason is to service and provide the "right" part to our customers at a high level on the first visit to our parts counters and be profitable. We not only have to provide these parts, (according to Industry Guidelines) 75% - 85% on first visit, we also must protect the dealer's investment.

Protecting the dealer's investment meaning we must minimize parts from going obsolete. Being a Parts Manager is not easy as we have to have the right parts and keep the inventory "clean".

I will admit that this "two-way street" usually leans to one or the other in many dealerships today. Either we have a "clean" inventory with a Low First Time Fill Rate, or we may have a High First Time Fill Rate but have issues with Obsolescence.

The truth and the fact of the matter is that we can have both High First Time Fill Rates and Controlled Obsolescence. The real question is which one of these three mentioned do we want to be?

In this issue of ACG "Smart Parts", we will reveal the secret of many Parts Managers that "Choose Not" to stock the right parts just to keep their inventory clean from obsolescence. Even if it comes at the expense of technicians, dealers and ultimately, the customer.

The parts that I'm referring to that are purposely not stocked, even if they meet Stocking Guidelines are as follows. Parts such as bolts, washers, gaskets, turbos, some suspension and driveline parts, brake repair parts, emission parts, etc.

I am not referring to engines, transmissions, collision parts, recall parts and perhaps restricted parts for obvious reasons. Even though I do have many dealers that do stock some of these above parts in higher volume stores because they have met the Criteria.

Keep in mind that these Parts Managers that "Choose Not" to stock the right parts, other than fast moving parts don't have to actually face the customer. They are just sitting in the background essentially controlling the dealer's money and other people's lives.

In some respects, I hate to be blunt, but on the other hand I will be blunt as my passion has always been to be the best Parts Manager I can be. That doesn't mean that our primary reason and goal as Parts Manager is to keep our inventory clean.

It's time to expose this "Parts Management Style", or preference by listing out ALL the effects of what this style or primary goal can cause. Keep in mind that I work with many Parts Managers that are doing it right, but unfortunately, I also know and have worked with many that purposely "Choose Not" to stock the right parts.

So "Smart Parts" Managers!...Let's Put All the Cards on the Table Face Up and Reveal the Effects of Purposely Not Stocking the Right Parts!

First and foremost, let's start by looking at the "mindset", or profile of many Parts Managers out there today. Parts Managers typically have personality traits that include critical thinking, are worrisome, not trusting, and always wondering what may happen.

One of the Parts Managers biggest worries is the dealer and what might happen if we end up with too much obsolescence. After all, in our role as Parts Managers, we are supposed to protect the dealer's investment and that's what they expect.

This is not a bad thing for sure, but I guess the real question or concern is what lengths they are willing to go to protect from obsolescence amounts, even at the expense of others. Even if it affects the bottom line, they will still put obsolescence protection first.

Let's Get Started on What "Choosing Not" to Stock the Right Parts Can Cause...

Service Scheduling Issues:

Service Departments that have an "Obsolescence First" minded Parts Manager seem to get used to the fact that Maintenance Parts are great and are readily available. When it comes down to repair parts though, it's not uncommon that we diagnose the problem today and repair the next day and beyond.

This obviously causes a scheduling nightmare because even if we diagnose the problem today, the repairs are put off later that day or another day. We just seem to get used to it and schedule "around" the Parts Managers stocking preferences.

If you think about this aspect alone and the Lost Productivity, and with time being a perishable inventory, this "down time" is costing the dealer tons of money. The Parts Manager may feel that they will eventually get that sale and that's all that matters to them.

What they may not realize is that they could get two jobs done in two days instead of one job in those two days, which would double the amount of Parts & Labor Sales in that same time frame of two days.

The lost time waiting for a part that we should have on the shelf cannot be replaced, whether later that day or the next day. Customers are forced to wait longer to get their vehicle back, and/or we have to put them into a Rental or Loaner Vehicle.

Even worse, waiting to complete the repairs because the Parts Manager "chooses" not to stock the part and "order as needed" takes up more appointment slots. Diagnosing today, repair tomorrow and take up another appointment slot.

Lastly on this effect, technicians now must have two lifts as vehicles are tied up waiting for critical repair parts we should have had in the first place. Thus, reducing efficiency and stall utilization with one stall waiting for parts and the other to complete the repairs on the parts ordered yesterday and received today.

Lack of Lost Sales Reporting:

This effect is pretty interesting as these Parts Managers that put Inventory Protection first also tend to not want to report Lost Sales on certain parts. They don't even want to stock them in the first place because they don't want to be stuck with them, potentially going into the obsolescence category.

This also leads to a major problem in Lost Sales Reporting to begin with as more and more restrictions are put on what to report as Lost Sales. The Exception becomes the Rule, and the Counter Staff doesn't even know what a Lost Sale is anymore.

Even if the Lost Sale leads to meeting Phase-In Stocking Guidelines, the Parts Manager will not accept it anyway. Parts are only going to be stocked if it is a fast-moving part such as Filters, Brake Pads & Rotors, Wipers, Fluids, etc.

Any Parts Manager can look like a hero and keep the inventory "clean" and essentially free from obsolescence if all we are going to have on the shelf are fast-moving parts. It takes a "skilled" Parts Manager to have ALL the right parts and keep the inventory clean.

If we are going to have this mindset, what's the point of even posting any Lost Sales? There is a reason every DMS out there has a Lost Sales Posting Function and that is to track non-stock demands of ALL parts for potential Phase-In.

Technician & Service Advisor Mindset:

This effect is crucial and shameful at the same time as Technicians and Service Advisors can develop a "mindset" working with this type of Parts Manager. They will actually NOT recommend additional work, or "upsells" because they know they won't have the part anyways, so why bother.

This is unbelievable but it happens and the sad part is that not only is the dealer losing opportunities, but the customer may also be leaving the dealership with needed repairs. The safety of that family's vehicle now falls on the dealer.

If there was one single thing that these Parts Managers with this mindset do not realize is that their decision to protect them from obsolescence first can indirectly affect the eventual safety of the customer's vehicle.

Even if the Technicians and Service Advisors are on the front line, their "mindset" is shifted. They feel there is no point in making recommendations because they won't have the part anyways, so why bother and potentially affect their paychecks.

They end up going with and recommending quantity versus quality. By this I mean that they will only recommend upsells that include faster moving parts such as flushes, wiper blades, tires, alignments, etc.

Repair recommendations such as oil leaks, idler pulleys, weak suspension components, belts & hoses, etc. may be noticed, but not documented. Or perhaps they may be documented but not presented to the customer. 

Our jobs, duties & responsibilities are to inform our customers of the condition of their vehicle, whether they choose to have them done or not. In my opinion, first and foremost, we must have a genuine concern for our customers.

The liabilities and care for our customers alone should be reason enough to want to do what's right for our customers. On top of that, our sales and profits will also increase as it's a "win-win" for everyone.

But due to human nature, and the Parts Managers preferences, we could be responsible and liable for our choices, in-actions and preferences. The service we are supposed to provide our customers should not be determined by this potential trickle-down effect.

Lack of Stock Order Utilization:

This is another effect that goes unnoticed as this Parts Manager Mindset tends to not run their Stock Orders or Supplemental Stock Orders nearly enough. After all, if we are only going to carry the fast-moving parts, we can do that calculation ourselves.

Plus, the Stock Order recommendations may be more than we want as we want to keep those purchases down to make my Gross & True Turns look better. After all, why should we carry 3 cases of that oil filter when I can get by with 2 cases.

And why should I carry 3 sets of those brake pads when I can get by with 2? We can always chase a set if we run out in the Aftermarket or another local dealer. These scenarios are real and happen every day in many dealerships. 

Running a Suggested Stock Order is just that, it's just a report on what the system recommends, (with the right math of course) and it is not a Stock Order until we submit it. It is not uncommon for these Parts Managers to pretty much run their own Stock Orders in their head because they feel they have better control.

In addition to all the above, many Parts Manager only utilize their Manufacturers' Vendor Managed Inventory, (VMI) for Stock Order Replenishment. The DMS Stock Order is never utilized for Supplemental Stock Orders for those parts that are not qualified in their Programs.

The sad thing is that most of these Manufacturer VMI Programs only tend to cover approximately 50% of the Manufacturers' total "breadth" of Inventory. They cover primarily the fast-moving parts, and many "captive" parts are left out of the program.

Many vehicles in Service are left tied up on the lifts waiting for the "right parts" to be chased or Special Ordered later in the day, the next day, or even longer. Once again, "Choosing Not" to stock the right parts impacts Overall Shop Productivity.

The "Unseen" Effect:

If you were to ask any owner that has this type of Parts Manager, they would most likely say that they are doing a great job because their inventory is so clean and they are profitable. It's the "Unseen Effect" that they are missing even though they are still profitable.

You won't see any Missed Opportunities on any Financial or any Parts Monthly Analysis Report. You won't see the Service MPI's that do not have ALL the recommendations or items that require attention if they are not there or presented to the customer.

To reveal this one, simply run a report of vehicles that have been in your shop over 100,000 miles and leaving with just an oil change and perhaps a tire rotation. The "unseen" would then be revealed as these vehicles are leaving our shops with needed repairs and/or maintenance.

These "Unseen Effects" can add up to tons of Missed Opportunities, Lost Sales & Gross Profits, Lower Service Productivity and potentially, Lost Customers. If more and more dealers would look at these Missed Opportunities, they may just find that what looks good on paper is not the reality overall.

The Only Benefits: Low Obsolescence, Clean Inventory & Higher Turn Rates

These benefits are obviously important, but if we are living and operating our Parts Departments on these three priorities, we are missing our purpose as Parts Managers. If you think about it, the Parts Manager is in control of the overall outcome.

All the while, they operate in the background mostly without any customer interaction other than Counter Retail & Wholesale Operations. Just to make things look better to the dealer on paper, which may indicate that the Parts Manager is doing a great job.

In the case of "Choosing Not" stocking the right parts has far more negative outcomes compared to the few benefits. I'm not saying that we let obsolescence go rampant by stocking more of the right parts as we should be doing both.

Many dealers that I'm associated with are doing just that by keeping obsolescence under control while having a very High First Time Fill Rate. These are the real Parts Managers that are getting the job done in all aspects and are what I call the "Real Smart Parts Managers".

We could have the best Parts Set Ups & Controls with the right math on Parts Phase-In, Parts Phase-Out and Stocking Levels, but if we don't have the right "mindset", it won't matter. The Parts Manager has to use the information and act appropriately to what the math is telling us.

To me, this type of Parts Management Style is "Old School" and should be addressed. If you want to know the truth, just speak with your Technicians & Service Advisors and they will agree that most vehicles are tied up because we don't have the right part(s).

Keep in mind that I do realize that there are a lot of legitimate reasons why they may be tied up for a part due to limited availability, restrictions, etc. Those are the normal, acceptable reasons, but the Parts Managers should still be doing their best to find these parts and not letting them sit on a backorder status.

Our real success in our Fixed Operations is determined on Quality Service and Parts and how well we cycle vehicles through our dealerships with the right processes. Quite simply, none of our customers want their vehicles tied up longer than they should be, they will simply go elsewhere.

If you are one of these Parts Managers, your secret is now out, and you may just want to reconsider where your priorities lie. My advice to dealers is to not look at your Parts Department on face value alone on the Financial and your Parts Monthly Reports.

The "Unseen" Effects of "Choosing Not" to stock the Right Parts will just end up as Missed Opportunities and unhappy Technicians, Service Advisors and most important, Unhappy Customers that may never return.

If you want to learn more about ACG Smart Parts "Eight Habits of Highly Successful Parts Managers", visit our website @ www.smartpartstraining.com, or...just pick up the phone and call me at :

(786) 521 - 1720...After all, not knowing is not worth not "fixing" it...

April 2026: Normal Stock vs. Non-Stock Parts: "What's Our Real Number?"

Our April Issue of ACG "Smart Parts" will be focused on a topic that really impacts one of our most important Industry Guidelines. To me, other than Parts Gross Profit, Parts Stocking Status is perhaps the most important as it effects so many other important Parts Industry Guidelines.

Unfortunately, it's also one of the most misunderstood and inaccurate number, or "percentage" in many Dealer Management Systems, (DMS) today. Each system has basic Set Ups like Phase-In Criteria that should give us an idea what a "Normal Stocking Part", or "Active Part" should be versus Non-Stock, or "In-Active Parts.

Sounds simple up front as we set our own Phase-In Criteria that if met, and we choose to accept a part for phase-in, it "should" consider that part a Normal Stocking, or Active Part. Unfortunately, especially in today's world, this is not so simple anymore.

The ramifications of having an inaccurate percentage listed in our DMS could lead to a trickle-down effect of inaccuracies in other Industry Guideline areas as well. If our percentage of Normal Stocking Parts is inaccurate, then our First Time Off Shelf Fill Rate and Parts True Turns will also be inaccurate.

The lack of Lost Sales Reporting can also impact our Stocking Status as many demands go unrecorded that may drive more parts into that Normal Stocking or Active Status after potential Phase-In. Parts Phase-In is determined initially by Total Demands which are Parts Sales and Lost Sales.

When I mentioned above "in today's world", I was referring to parts that we purchase or "accept" today as New Proposals in the Manufacturers'' Vendor Managed Inventory, (VMI) Programs. This one impact alone will give every dealer in these programs inaccurate Stocking Status Percentages, which I will prove moving forward.

The Manufacturers' VMI Programs are just one of our "5 Factors" that impact our Stocking Status Percentages from either Stock, (Active), or Non-Stock, (In-Active). All "5 Factors" do all have one thing in common as they are all driven by initial DMS Set Ups.

You don't have to take my word for it; you can make that judgement for yourself when we break it all down. I'm quite sure that many of these "5 Factors" that we break down are currently impacting your Stocking Status Percentages.

Once again "Smart Parts" Readers! It's time to begin...

Back in the day, it was quite simple to distinguish what parts were Normal Stocking Parts versus those parts we considered as Non-Stock Parts. First of all, and in some systems, we have now added this new Stocking Status term of "Active" or "In-Active".

That in itself has added more confusion in Stocking Status Terms as believe it or not, we could have a Normal Stocking Part that is In-Active. On the other hand, we could have an Active Part that is a Non-Stock Part.

After all, we could have a part that has "Phased-In" based on our criteria as a Normal Stocking Part. Then, this part hits the Phase-Out Cycle point, but has not sold. Thus, we could have a part that's been on our shelf for a couple years as a Normal Stocking Part, but it's now "In-Active"!....are you confused yet?

Let's start with our "5 Factors that impact our Parts Stocking Status right from the beginning...

Number One: Parts Phase-In

Back in the day, we would start out by selecting our own Parts Phase-In Criteria, pretty much like we do today. Let's say that want to "potentially" Phase-In a part as a Normal Stock if the part had at least one demand, (Sale or Lost Sale) in 3 Separate Periods, (or Months) over the course of 7 Months.

Once we accept a part that has met the criteria, it would flip over to a Normal Stocking Part Status. Any part that has not met the criteria would remain in the Non-Stock "Default" Status, which is pretty simple math.

Once a part has run its course and starts to slow down, we would perhaps set our Parts Phase-Out Period, (or Month) at least one Period, (or Month) after the Phase-In Months Cycle. If our Phase-In Cycle covers 7 Months as we mentioned above, then the Parts Phase-Out Cycle has to be at least one day, or Month after the initial 7 Month Phase-In Cycle.

Unfortunately, and in many dealerships today, the Parts Phase-Out Criteria is set incorrectly. Many have their Parts Phase-Out Period or Month set before the Phase-In Cycle has completed.

An example would be to have the Parts Phase-Out begin at 6 Months when the Phase-In Period covers 7 Months. The end result is that parts will not Phase-Out properly and could be reordered again and be back on the shelf as "Purchased Obsolescence".

Number Two: Dealer Management Systems, (DMS)

Here's where things could potentially go downhill with inaccurate Parts Stocking Status depending on which DMS is used. Some systems still use the simple version of Normal Stocking Parts versus Non-Stock Parts as Stocking Status Criteria.

Now, we have many more systems out there that have thrown in "Active" or "In-Active" in their terminology for Normal Stocking Parts versus Non-Stock Parts with some using both terminologies. Stock, Non-Stock, Active and In-Active Parts are all suddenly in the mix and the confusion starts.

In my mind, an "Active" Part is a part that "sells" in the "Active" Cycle of 0 - 12 Months and that could even include Special Orders. An "In-Active" Part is a part that has not sold over 12 Months, based on Industry Guidelines.

Once a part hits the "correct" Phase-Out Period, it could be stated as "In-Active" but still be considered a Normal Stocking Part as it met Phase-In Criteria way back in the beginning. Depending on the DMS, Stocking Status can be affected or not affected and give false percentages in what is truly a Normal Stocking Part and a Non-Stock Part.

To me, and to keep it simple, a Normal Stocking Parts has to meet Phase-In Criteria. Once the part Phases-Out and goes beyond 12 Months - No Sales, it is a Non-Stock Part. Even in the case of GM which requires holding their RIM Parts for 15 Months. 

They still need to be considered Non-Stock, or In-Active because they no longer meet Normal Stocking, or Active Status Guidelines. Problem is that some systems will not allow changing Stocking Status and make it "stick" as they will revert back to the previous Stocking Status.

Number Three: Manufacturers' Vendor Managed Inventory, (VMI) Programs

This one is the biggest contributor in inaccurate Stocking Status Percentages by far. If we accept a New Proposal of a part that the Manufacturer recommends based on Program Guidelines, we could be receipting and stocking a Non-Stock Part in our system right up front.

Quite simply and by the math, if we accept a part as a New Proposal, and if that part has not met our own Phase-In Criteria, it will be a Non-Stock Part in our DMS. Some systems allow the Parts Manager to do what's called a "Dealer Phase-In", (DP), but some systems do not allow the Parts Manager to force that part to Phase-In.

Dealertrack for example has a function to Change Status from "In-Active" to "Active", but the next day, it reverts back to "In-Active" Status. Even though we are accepting the Manufacturers' New Proposal as a Normal Stocking Part, it's considered a Non-Stock, or In-Active Part in the DMS.

As you can see, this will throw the percentages off between Normal Stocking Parts versus Non-Stock Parts. Especially when we have to meet basic Compliance Levels on these programs, many of these parts are considered Non-Stock, or "In-Active" until they potentially meet the DMS Phase-In Criteria.

If our DMS does allow us to manually "Dealer Phase-In" a part, the Parts Manager has to be aware and change these parts when they accept these New Proposals. Constant maintenance and awareness are key to getting the right Stocking Status Percentages.

Perhaps most important in any DMS is to have the right Phase-In Criteria to begin with. I've been into dealerships where the DMS has the wrong Phase-In Criteria that requires way too many demands to even have a chance to ever Phase-In.

Each DMS has their own particular "language" in setting Phase-In Criteria just by how it's worded. We may want parts to Phase-In with at Least 1 Demand in 3 Separate Periods, (or Months) over 7 Months, but if we don't read the wording correctly, it may end up as at Least 3 Demands in 3 Separate Periods, (or Months) over 7 Months.

The end result is that a part would have to have a total of 9 or more total demands in order to even be considered a Normal Stocking Part. A part may never even have a chance to become part of the Normal Stocking Part Family.

This could also affect VMI Parts from the Manufacturer as when they get accepted as a New Proposal, they would still have to meet the Phase-In Criteria in the DMS. This section could also be included in our Number One and our Number Two, but as you can see, these overall effects can be felt all around and impact Stocking Status Percentages.

Number Four: Sales Activity Over 12 Months

More confusion on its way on this one!...

Many Parts Managers and Dealers confuse Parts Sales Activity with Parts Obsolescence, which will be our Number 5 after this one. The key on this one is that we are referring to "Sales Activity" and not "No Sales" as we would consider as Obsolescence.

If a part sells that has been on the shelf that "sells" over 12 Months, that would be "Sales Activity" as the part was on the shelf for over 12 Months and now, we have a sale. This is important as this may impact whether a part is "Active" or "In-Active" depending on the DMS.

We could also have a part that is in the DMS as a Normal Stocking Part and has not sold in over 2 years. Stocking Status of Normal Stocking or Non-Stock should not be confused with overall "Sales Activity", even though it's tough not to be confused on this one.

Keep in mind that even though we may be confused, the DMS is not when it comes down to Stocking Status. Reason being that the DMS has to have input, such as criteria right up front to determine Stocking Status.

It's up to us as Parts Managers to determine what criteria we want initially that will give us the Proper Stocking Status. Input will determine the output and most important, accurate information that affects so many areas in meeting Industry Guidelines.

Number Five: Parts Obsolescence

Our Number "5 Factor" on Parts Stocking Status also plays a huge role in determining what parts we have that may be considered Normal Stocking Parts, or Active Parts versus Non-Stock Parts, or In-Active Parts.

Let's start out by defining what is Obsolescence by referring to a few facts that have been determined by Industry Analysts for years. If a part has not sold in 12 months, there is a 98% chance of No Future Sales.

On top of that, the IRS Straight Line Accounting Method says that any inventory, not just automotive parts are only worth half their value with No Sales over 12 months. This is why it has been pretty much a standard that Obsolescence Vendors start their offers at .50 cents or less on the dollar.

To keep it simple and with the above stated information, in my opinion, any part that does not sell over 12 Months is Obsolescence. Even though GM for example requires RIM Return Qualifications at 15 Months.

Whether we choose the 12 Months - No Sales timeline, or if we go with 18 Months - No Sales, the Stocking Status needs to be Non-Stock, In-Active, or whatever they call them in our DMS. Whether the DMS changes the Stocking Status or not, we have to find our own way of keeping up with the proper Stocking Status.

If we don't, we will never truly know what parts we have on our shelves are Normal Stocking Parts or Non-Stock Parts. Whether they are Active or not, the bottom line is that Obsolete Parts do not sell as we all know. 

Our true Stocking Status Percentages of Normal Stocking, or Active versus Non-Stock, or In-Active Parts need to be as close as possible to being accurate. Otherwise, we cannot expect our First Time Fill Rates and Parts True Turns to be accurate as well.

Not as simple as it was years ago, but the purpose is still the same and what has not changed is the Initial Set Ups and Criteria have to be accurate first. We all know that phrase that still holds true today..."Garbage In, Garbage Out!"

If you want to learn more about ACG Smart Parts "Eight Habits of Highly Successful Parts Managers", visit our website @ www.smartpartstraining.com, or...just pick up the phone and call me at :

(786) 521 - 1720...After all, not knowing is not worth not "fixing" it...

March 2026: "Drilling Down Parts Industry Guidelines"

As we move into the end of the First Quarter of 2026, ACG "Smart Parts" will be focusing on a topic that has been around for decades. Every one of us strives to achieve our dealership goals and guidelines as well as what goals and guidelines dictated and set by our industry.

That being said, we thought that it would only be appropriate to focus on these Parts Goals & Guidelines right after the National Automobile Dealer Association, (NADA) had its Annual Convention early in February of this year in Las Vegas, NV.

NADA has been out there for decades dating back to the early 1900's bringing Automotive Dealers together to share ideas and develop a "standard" of goals and guidelines for all dealership departments.

By breaking down dealerships into individual groups by like franchises, performance levels, and demographics, they have been able to bring dealers together to share best ideas and best "practices".

These "20 Group Meetings" go on throughout each year for all dealership departments where information is shared and listed from below average, average and above average performance listed from all Key Performance Indicators, (KPI's). From there, they developed their Dealer Composite that ranks each dealer in these KPI areas top to bottom.

From there, dealers share their ideas on how they achieved above average performance, or perhaps how to achieve higher results if the results are less than desired. This information gathering and sharing creates a bond between group members and an overall goal of helping everyone achieve the overall "Group Goals".

Once a year, NADA and other like groups have their National Convention where all come together to see the latest products, services and ideas out there from vendors throughout our industry. It's also a time for dealers to come together on a national platform to celebrate and enjoy this years' venue and get away from the daily grind.

Having been fortunate to attend this event several times and even present at this event, I've also found that preparing to attend this event, (if one is fortunate) is key to getting the most out of it.

It's easy to get caught up in the "pomp & circumstance", but I believe we all have to prepare and have a plan when we attend. The overall excitement can be overwhelming, but we have to know what we want to learn, what we will take away and most important, what we will do when we get back to our dealerships.

To me, we have to go back and ask ourselves why we are there and why we are involved in these groups in the first place. The information gathered from all these dealers is compiled, analyzed and compared to come up with our "Industry Standards" in all dealership departments and that's what it's really about.

Now it's time to break it all down from the standpoint of the Parts Department and what these "Industry Standards" represent and what "Guidelines" have been set. They also have to be universal for all dealer franchises and most important, they have to be SMART.

They have to be Specific, Measurable, Attainable, Relevant and Time Focused for all dealer franchises, size, demographics and capabilities. In the area of the Parts Department, this is no different and we now have to "measure up" to these Industry Guidelines as one united front.

It's time to break down and look at what is expected from ALL ACG "Smart Parts" Managers!

Let's Begin...

Parts Receivables: 50% of Average Monthly Parts Sales

This is a great one to start with because I would guess that the majority of Parts Managers don't even know about this one, let alone know what it means or represents. Many dealers sell parts on Accounts Receivable and wait for their money to be paid at a later date.

The reason this one is so important is that we truly don't sell the part until it's been paid for. We have to follow the money, especially if we have a lot of charge accounts and are into the wholesale or fleet businesses.

If accounts are allowed to go past 30, 60 or even 90 days, we are not making money as it's just "paper money". This Industry Guideline is extremely important to measure our "good accounts" from our "bad accounts" and what a "good customer" really is.

It's also a very easy guideline to follow, measure and to have an idea of how much we should allow on our Accounts Receivable. If we sell $250,000.00 in Parts Sales each month, then our Accounts Receivable should not exceed $125,000.00 per month on average.

Parts Department Absorption Rate: w/Body Shop - 20%, w/o Body Shop - 25%

Another great guideline that measures just how much the Parts Department "absorbs" the dealers' expenses minus Owners Salaries and Variable Expense. We all have to do our part as to how much gross profit we generate to cover the dealership expenses.

This one to me is the true measurement on just how well the Parts Department performs from a gross profit standpoint. Sure, we can talk about Parts Obsolescence, Asset Management, First Time Fill Rates, (which are all important!), but we are in business first to make money.

At the end of the day, how much the Fixed Operations "absorbs" their portion of the dealers' expenses can be the determining factor on the dealers' overall success. Having to rely on Front End Sales can make the dealer profitable, but it's the Fixed Operations that ensures the overall success.

Parts Productivity: Inventory Gross Turns: 8 Annual Turns

This Parts Productivity area often gets confused as Annual Gross Turns will happen no matter if we have a Parts Inventory on the shelf or not. It simply determines what the "desired" Parts Inventory Level, or Amount should be based on a 45 Days Supply, or 1.5 Months.

It represents "sales" going through the Accounting Ledger and not necessarily parts being sold off the shelf. An example would be if I sold $100,000.00 in cost of parts on average each month, it means that we should have $150,000.00 in the Parts Inventory representing a 45 Days Supply of parts in "dollars".

After all, it's possible, but not really conceivable that we can sell $100,000.00 in parts cost of sales each month without really selling a dime off our own shelves. We could technically buy and sell parts without an inventory at all and still have a Gross Turn Rate.

Parts Inventory "True Turns" on the other hand is the only "turn rate" that actually measures how well we are selling our Normal Stocking Parts off the shelf. Although not listed in NADA's Parts Operating & Expense Profiles of 2025, the Overall Industry Guideline for Parts True Turns is 5 Annual Turns.

Parts Productivity: Sales Activity 0 - 6 Months: 85%

This is also a very important guideline as it dictates where our parts sales are coming from. In other words, we should be selling 85% of our parts within that 0 - 6 Month time frame, or "Activity Cycle". It's can also be an indicator of the actual "life span" of parts today.

If 85% of our parts sales are supposed to happen within that 0 - 6 Month Activity Cycle, it can also mean that the Parts Life Cycle is on its way out beyond this point. Hard to believe, but Parts Obsolescence starts at a very early age in its life span.

Parts Productivity: Sales Activity 7 - 12 Months: 10% - 15%

This Sales Activity Cycle of those parts that sell between 7 - 12 Months is what I call my "Stop the Bleeding!" Category. If we can maintain this industry guideline of 10% - 15%, it's much easier to control parts that will eventually become obsolete after 12 months.

If we can let these parts just phase out if the sale happens in this Activity Cycle and not reorder them, preventing obsolescence from happening on parts that haven't sold over 12 months is much easier.

After a part is born and continues through its "life cycle", the chances for "no future sales" grows higher and higher as the months go by. Even though we may sell parts that have been on our shelves for months and years, the overall percentages are staggering.

If a part hasn't sold in 9 months for example, there is two thirds chance that it will never sell again. Even though some manufacturers require us to hold these parts beyond 12 months in order to get full return credit, the bottom line is that we have a 98% chance of no future sales after 12 months.

Part Productivity: Over 12 Months: 5% or Less

This Parts Sales Activity Cycle of over 12 Months goes without saying as the guideline indicates. The trick is to minimize these parts in the Activity Cycle to begin with and deal with them in the previous Sales Activity Cycle of 7 - 12 Months.

This Activity Cycle also gets confused with Parts Obsolescence in general as we are talking about "Sales Activity" and not Parts with No Sales Over 12 Months. All of the Activity Cycles mentioned simply means that last sale happened in these date ranges in months.

Parts Sales Per Employee: $70,000.00 per Month

This is a pretty good guideline to look at when we are trying to determine how many Parts Employees we should have. Keep in mind that even though it gives us an idea of how many total Parts Employees we should have; it does not detail Parts Staffing Metrics.

For example, not all Parts Employees generate parts sales as there are many Parts Employees such as drivers, shipping & receiving staff, or even inventory clerks that do not generate parts sales.

That being said, a Counter Person needs to generate twice as much in sales to offset "nonproductive" Parts Personnel at a 2:1 Sales to Support Ratio. In my opinion, Parts Sales Personnel should produce at least $140,000.00 in parts sales per month.

Parts Gross Per Employee: $28,000.00 per Month

This category kind of "dovetails" to the previous one on Sales per Parts Employee with a little different twist, especially if there are a lot of wholesale sales. To me, this is the one I would use as Sales per Employee can be misleading if we don't generate enough parts gross profit to support the Parts Staff we have.

Parts Sales does indicate how much a Parts Counter or "Sales" Person should be able to handle from a sales standpoint, but it's up to the Parts Manager to keep the gross. This is why maintaining Industry Guidelines on all Parts Gross Categories is so important.

Parts to Labor Ratio: $1.00 Parts to $1.00 Labor, (1:1) - Customer Pay

This is a good guideline to look at once a month to see if we may have pricing issues, or "opportunities" in either Customer Pay Parts or Customer Pay Labor. Although it is not an indicator to measure if we are charging too much for either one, it just means that we may be missing opportunities.

An example would be if our Parts to Labor Ratio is high on the parts side, it may be that our Effective Labor Rate may be low. On the other hand, if the Labor Ratio is higher than the Parts Ratio, we may want to check our Customer Pay Parts Gross Retention, or our Upsell Closing Ratios.

Believe it or not, Service Advisor Pay Plans can also shift our Parts to Labor Ratios if Advisor Commissions lean more towards Labor than Parts. Everyone works their pay plans and if I can make more commission on labor, then I would overhaul a transmission versus a replacement, even though replacing it would be best for the customer.

Customer Pay Parts Pricing Policy: Matrix When Applicable from Cost

Most dealership Parts Managers utilize a Parts Pricing Matrix, but having a Parts Pricing Matrix does not ensure Customer Parts Gross Retention will be at desired levels. We could put the same matrix in five different dealerships with different results.

The key to an "effective" Parts Pricing Matrix is to have the right "recipe" that works for the individual dealer. There are many parts that are sold where the matrix is not applied such as powertrain parts, completive parts, accessories and tires just to name a few.

There are also many dealerships that allow parts pricing overrides and discounts way beyond control which obviously impacts the overall results. Just having a matrix is no guaranty of getting the right Customer Pay Retained Gross Percentages. It takes the right recipe, accountability and constant "tweaking" to achieve desired results.

Level of Service: 90% - 95%

Another confusing Industry Guideline as "Level of Service" is simply "Overall Parts Fill Rate" and defined differently depending in the DMS used. Level of Service, or Overall Fill Rate simply means that we filled the request, minus any Lost Sales posted against it.

In other words, if we don't post any Lost Sales, our Level of Service, or Overall Fill Rate would be 100% and we would look like a hero. This above definition is easy to confirm as the Industry Guideline for Lost Sales Posting is 5% - 10%, which is the exact opposite of this Level of Service Guideline of 90% - 95%.

To me, the most important Parts Fill Rate is "First Time Off Shelf Fill Rate", which represents the percentage of time we fill these parts requests on first visit. This First Time Fill Rate must be calculated manually as the Dealer Management Systems will not provide this Fill Rate Percentage, except for CDK's "Sales from Stock Ratio".

Parts Expense to Gross: Personnel: Mid 30% Range

Depending on the Manufacturer, the Industry Guideline for the percentage of Parts Personnel Expense to Parts Gross is in the mid-30% range. This allows the Dealer and Parts Manager to determine the amount of personnel expense compared to the gross generated from Parts Sales.

Along with the Parts Sales & Parts Gross per Employee, these guidelines help us to maintain a healthy "bottom line" while having the right number of Parts Employees. It also helps us to determine if we are spending too much or not enough on our most valuable asset, which is our people.

There are only two ways to maintain Industry Guidelines in of these Expense Categories and that is to either reduce expense or increase gross profit. We have to be careful here in my opinion, as lowering expense in order to be profitable isn't always the answer.

Parts Expense to Gross: Semi - Fixed Expense: 13% - 15%

Again, depending on the Manufacturer, the Parts Semi-Fixed Expense should be in the mid-teen percentage range. They are called "Semi-Fixed" Expenses for a reason as even though they are always going to be there, we do have some control of these expenses, thus the name "Semi-Fixed".

Expenses in this category may include Freight Expense, Parts Policy, Training, Advertising, Office Supplies and Outside Services to name a few. Even though we may not be able to control all of these expenses, we need to be aware of them and challenge them every month.

Parts Fixed Expense to Gross: 12% - 14%

Again, the actual Fixed Expense to Gross Guideline depends on the Manufacturer, but they also call them "Fixed Expenses" for a reason. Fixed Expense in every dealership department needs to be "fair" in my opinion and not weighted to one department more than the other.

Fixed Expense should be calculated based on occupancy percentage compared to total dealership building and land usage. In other words, if the Parts Department occupies 40% of the building and land square footage, then the rent should also reflect that percentage. 

Ultimately though, it's up to the dealer on how these Fixed Expenses are allocated. This also goes for building square footage on Heat, Power & Lights, Legal Expenses and Building Depreciation. Other Fixed Expenses such as Equipment Depreciation, Equipment Rental and Repairs to Equipment can be individualized by department.

Parts Gross Profit: Customer Pay: 40% - 42%

Even though this Industry Guideline is being pushed even higher, closer to 45%, we believe that the guideline is "fair" at 40% - 42%. There are many factors that can dictate what is available in different markets and demographics, but in the end, we think that this Industry Guideline is fair and achievable.

Proper use of the Cost-Plus Parts Matrix, Competitive Pricing on Parts Menu Items and Coupon Pricing needs to be reviewed at least a couple times a year. Parts prices go up often throughout the year, especially on "flat priced" parts and not updating these "out the door" prices often enough will just lead to lower gross amounts.

Parts Gross Profit: Warranty: 28% - 40%

Depending on if the Manufacturer allows the dealer to apply for a "Warranty Uplift" or not, this Industry Guideline can vary. There are still a few states that have not passed legislation to allow dealers to apply for a "Warranty Uplift" closer to, or even above the Customer Pay Parts Gross Profit Retention Percentage Guideline of 40% - 42%.

Much like applying for a Warranty Labor Rate Increase, applying for this Warranty Parts Increase requires comparing previous month's Parts Customer Pay Retention Percentages to determine the approved Parts "Warranty Uplift" Percentage.

Parts Gross Profit: Internal: 40% - 42%

There are still many dealers out there that still have their own reduced Internal Parts Pricing Policy. It is in our opinion that the Parts Internal Rate should be the same as the Customer Pay Parts Pricing Policy, whether MSRP, or Parts Matrix Price. 

Having a reduced Internal Parts Pricing Policy only passes this discount onto the customer. Often times, the difference from the reduced Internal Parts Pricing Policy compared to average MSRP will only make a difference of less than $50.00 per Used Vehicle sold.

Parts Net Profit to Gross Profit: 35% - 40%

Lastly, and again, depending on the Manufacturer, the Parts Net Profit to Gross Percentage Industry Guideline is the highest of all dealership departments. Achieving this Industry Guideline requires a combination of a lot of the previous key elements.

It all starts with Parts Sales, then retaining the proper Gross Guidelines, and then finally, maintaining and managing all the Parts Expense Categories of Personnel, Semi-Fixed and Fixed Expenses.

I've always said that we may not be able to control where all of our sales come from, but we can manage what we keep on the gross side. We can also manage, to a great degree, our Parts Expenses if we are looking at them each and every month.

Being the "Best of the Best" in the Parts Department and especially if your dealer is a member of a 20 Group, whether NADA or NCM, we have all the resources to succeed in all of the Industry Guideline Categories.

In my opinion, there is no greater feeling than to achieve these high levels with the support of those in the same group. The resources in these groups are many and to be driven to these higher expectations by those who are there and have been there will lead to your own desire to be there as well!

If you want to learn more about ACG Smart Parts "Eight Habits of Highly Successful Parts Managers", visit our website @ www.smartpartstraining.com, or...just pick up the phone and call me at :

(786) 521 - 1720...After all, not knowing is not worth not "fixing" it...

....

    

February 2026: "Inside the Mind of Today's Parts Manager"

In our second issue of the New Year, we will be doing a Follow Up to our first issue which was our "Top 10 Parts Hot Topics for 2026". In that first issue, we made our predictions to what we may expect going forward concerning the topics mentioned.

As a follow up, we thought it would only make sense to explore how we might handle each one of the topics. Going "Inside the Mind of Today's Parts Manager" will allow us to get in the right mindset.

After all, we may agree or disagree with on how each one of us might handle the 2026 Parts Hot Topics. Even though we may all experience what we predicted last month, our results may differ depending on our mindset and how we approach them.

That being said, we chose to dive into our own minds here at ACG "Smart Parts" as to how we would approach these "Top 10 Parts Hot Topics for 2026". Even though our mindset and approach may be different from other "Smart Parts" Managers, we will approach them from our end.

All we ask is that we all have an open mind to perhaps doing our own self-evaluation and allow a little change that may make a difference. As we have mentioned in the past, Parts Managers have a unique Personality Profile that leans more to the cautious side versus being a little more aggressive on some of these topics.

Even though our opinions may differ, I think we could all agree that we all want to get better and we all want to succeed. Our mindset and our approach will determine how much better we will be and how well we succeed in achieving our overall goals.

So!...we will start out by giving all of our "Smart Parts" Readers our disclaimer to our February Issue of ACG "Smart Parts" in hopes that we all achieve and perhaps exceed our goals and expectations for 2026!

"The opinions and recommendations expressed in this issue of ACG "Smart Parts" are those provided by ACG "Smart Parts", a division of Automotive Consultants Group, Inc. and does not guaranty results as individual dealer results may vary based on dealership size, location and personal preferences".

There!...now that we got that clarified, let's see how our mindset and approach to this year's "Top 10 Parts Hot Topics of 2026" can actually impact our results going forward into 2026!

It's Time to Go "Inside the Mind of Today's Parts Manager!

Let's begin...

Last month, our first Hot Topic was DMS Conversions, (Dealer Management Systems) and how they impact all of us going through this transition. Nobody likes the idea of this change, but I will say that we have to accept it and move forward.

The first thing we have to do is forget about the old DMS and try not to compare one with the other. Every DMS does some things better or worse than the previous one, it's just the way it is. Keeping an open mind during this transition is crucial to understanding it going forward.

I will say that it is okay, and I highly recommend that we ask lots of questions as we try to "translate" one DMS Language to another. This is exactly how I got to learn 14 different systems, knowing what I needed and where I can find it in the new system.

 I never accepted "no" for an answer until I found the right answer from the right person.

Also, and especially in Parts, we need to question the math on initial Set Ups & Controls. Unfortunately, many Parts Managers don't question the math as they may feel that the Install Team must know what they are doing, which may not be the case.

Going through this transition from the standpoint of those installing the new DMS is very challenging, tedious and "deep". Mapping one DMS to another requires precision, communication and accurate information.

If you are a "Smart Parts" Manager that will be going through a DMS Transition in 2026, you will need to have an open mind, positive attitude and not be afraid to ask as many questions as you need.

Lastly, get the old system out of your head and be more attentive to how the mapping looks and making sure that all the info carries over to the new system accurately. Common areas are Parts Pricing & Assignments, Stocking Status, Parts Sources and Parts Movement Capabilities.

Our second Parts Hot Topic we discussed last month was Parts Reconciliation Issues. No matter what system we have, we need to be doing this "practice" monthly along with periodic bin checks daily, weekly and monthly.

Meeting up with the Accounting Department and comparing numbers weekly or monthly is a good practice to keep variances at a minimum. The "Smart Parts" Manager also needs to have basic Accounting Skills to know how parts are accounted for from a sales and cost of sales standpoint and how Parts Sources are mapped in Accounting.

The sooner we discover any parts variances in Accounting the better as opposed to waiting until after the Year End Parts Physical Inventory has been performed. Tracking these variances each day and each month will minimize discrepancies overall as well.

A simple Parts Monthly Reconciliation Form can be used by the Parts Manager that tracks the Controlled Parts Inventory in the DMS, (PAD Inventory) compared to the Ledger Balance Parts Inventory.

We went on last month with our third "Top 10 Parts Hot Topic for 2026" which was Parts Obsolescence Control. 

The most important part of controlling parts obsolescence is to tackle it early on. Waiting until it's too late after 12 months is not the way to control it as we need to know what's coming down the pipe.

Attacking it sooner also allows us to get the most Return on Investment, (ROI), as these parts that have just dropped down may still be desirable in other Dealership Parts Departments, or for some of these Parts Obsolescence Vendors.

Parts Obsolescence was, still and will be a Hot Topic for many years to come. We need to have a combination of Parts Obsolescence Vendors, Proper Phase-Out Parameters and an In-House Parts Scrapping Program in place to tackle this beast.

Lastly on this topic, we need to start phasing these parts out sooner and getting these lists out to Vendors, or scrapping them around the 10th month, No Movement Category. Waiting will only make it worse, and we could be using this money to stock more parts that are moving much more frequently.

Right along with Parts Reconciliation, our fourth "Top 10 Parts Hot Topic of 2026" was Parts Core Values, both Dirty and New have created a new Parts Nightmare. Especially with the higher values, we need to separate the Core Values in Parts Accounting Ledger Balance to track them separately.

Due to the cycle time of these cores and the fact that they tie up the dealers' cash, keeping this turnaround time to a minimum is crucial. This makes it much easier to reconcile and relieve these values if we try to keep them within 30 Days as much as possible.

Not only do we have to keep them within these 30 Days, we also have to make sure that when these Dirty Cores leave the building, the DMS needs to be updated and relieved as well. The Dirty Core Report in the DMS should always reflect what we really have on site.

Our fifth "Top 10 Parts Hot Topic of 2026" was our Parts Gross Profit Goals for 2026. Having a goal of any kind requires change or modification going forward. Depending on where we ended up the previous year and if we achieved those goals, we have to do the math all over again.

Modifying the Matrix is one thing, but the most time-consuming part of setting Parts Gross Goals is making the proper modifications to our Service Pricing Menus. Many Dealerships Parts & Service Departments really don't update the Service Menus often enough.

We should be looking at and perhaps updating these menus at least twice a year. Parts prices are always going up and if we don't keep up with these parts price increases without updating our Service Menu Prices, we will only lose gross.

Moving on to our second half of our "Top 10 Parts Hot Topics of 2026" and with our Number Six, let's get into the ACG "Smart Parts" brain with Supply Chain Issues. Even though many say that it's getting better, it's still nowhere near where we would like to see it.

In the opinion of the ACG "Smart Parts" brain, we have the opinion that we need to get the parts that we need, no matter what. Backorders, Restricted Parts or parts that appear to be unavailable have to be out there somewhere.

VIN Specific Parts are a different issue, and we all have to deal with them. But if we could minimize the overall Supply Chain Issues by working harder on those "hard to find", or backordered parts, we can deal with those VIN Specific parts a little easier. 

We understand that we won't find every part that we need, we still need to have the mindset that if the part is selling and the math supports it, we need to get it. Not only do we need to get them, but we also need to go find them as soon as we find out they are not readily available on first notification in our DMS.

Chasing down Backorders is much easier when we see them on a Stock Order as opposed to waiting until we need them on demand when the vehicle is on the lift. Early notification allows us to chase them down with less pressure and we may even have more options where to get them.

This is definitely another "mindset" issue and we can't wait until they show up eventually, even if we may have to pay a little more up front. Paying a few dollars more is better than tying up lifts, lowering productivity and losing total repair dollars just to save a few bucks.

If a part "appears" to be not available, that's when the work starts as our job doesn't end when we get that backorder notification, it's just now beginning. We have to remember that the Service Department is our Front Line, and we need to support them.

Moving on to our seventh, and I really love this one as we will give our take on the Manufacturers Controls, Promotions and Programs. The most important mindset that we need to have on this one is that we work "with" the Manufacturer and not "for" them.

Believe it or not, there are many Parts Managers out there that put the Manufacturer first and foremost, even over their own dealer who pays them. Being "compliant" is one thing, but being "obedient" is another.

We have to do what's right and in the best interest of our dealer. Even though we may feel that we are helping our dealers by following the Manufacturer's Recommendations, the overall negative impacts can be devastating. 

They love selling more parts but buying obsolescence up front and overstocking the Dealers' Parts Inventory is not helping the dealer. It's really simple as there are Industry Guidelines on Days Supply and Managing Obsolescence and that's where our focus should be.

Keep in mind that we are not saying that the Manufacturers' Controls, Promotions and Programs are all bad overall, we are just saying that we need do the research. A Wiper Blade Program may look good, and may have added discounts, but we never realize these discounts until we sell them.

Parts Posting Procedures was our Number Eight last month and though it may seem to be a minor topic, it's actually very huge from an Accounting standpoint. Ordering, Receipting and Posting parts to the wrong Parts Source or Stocking Groups can have huge ramifications if not done correctly.

We can't just assume that our Parts Staff knows that Parts Sources, or Stocking Groups are "mapped" and connected in the DMS to certain inventory and sales accounts. Any Parts Employee that is allowed to perform posting procedures has to know how to properly order, receive and post to the proper Parts Source or Stocking Group.

In 2025, this simple topic was near the top of the list of concerns and questions that I received over the last year. The damage it causes goes beyond what many may think from Pricing Issues, Lost Gross, Bin Count Errors, Outstanding Parts Orders and Increased Discrepancies on Parts Reconciliation just to name a few.

Coming in at our Number Nine was Parts First Time Fill Rates which is always confusing as there are actually many fill rate definitions out there. Even though at Number Nine, I believe it should be our Number One Goal as "Smart Parts" Managers.

First and foremost, Overall Fill Rate is not First Time Fill Rate!

Most often confused with Overall Parts Fill Rates, which most use as their number, we could actually have a high Overall Parts Fill Rate without even stocking a single part on our shelf. Overall Fill Rate simply means that the order was "filled" minus any Lost Sales posted against it.

Actually, having a high Overall Fill Rate just means that we are not reporting Lost Sales at Industry Guidelines. In effect, having a very high Overall Fill Rate is not a good thing, it's actually a bad thing.

Overall Parts Fill Rate also doesn't mean we filled it today as we could fill a parts order today, tomorrow, next week or next month and it would still count in that Parts Overall Fill Rate Percentage. To me, providing that part on first request is most important and is the true indicator on how well we stock our shelves.

Having a "First Time Off Shelf Fill Rate" at 75% - 85% should be our first and primary mission as "Smart Parts" Managers. We also have to protect and keep obsolescence at a minimum while providing this high First Time Fill Rate.

Our job is to do both and if we put Obsolescence Protection first while sacrificing a high First Time Fill Rate, we are defeating our purpose. Any Parts Manager can protect against obsolescence by just stocking the fast-moving parts and ordering everything else.

It never fails, when I see a Parts Manager that does a great job Controlling Obsolescence, they often have a Low First Time Fill Rate right along with it. Only the great "Smart Parts" Managers do both and it can be done.

The opposite may also happen with some Parts Managers as they may actually nave a good First Time Off Shelf Fill Rate, but their Obsolescence may also be high. The only way to have the best of both worlds is to have the right Set Ups based on the math right up front.

Finally, and at Number Ten, let's peak into the ACG "Smart Parts" Manager mind to see how we would manage our Parts Days Supply going forward. Keep in mind that the Industry Guideline on Days Supply is 45 Days. 

This also includes ALL Part Inventory such as Obsolescence and Overstock Quantities as it is a total overall dollar figure of the Parts Inventory. This is extremely important to know as I've seen dealers with a High Days Supply, but when I backed out the Parts Obsolescence, they actually had a Low Days Supply of the good stuff.

If we keep Parts Obsolescence to Industry Guidelines, we could actually afford to keep a few extra Days Supply of the parts we need the most. Having a little extra of the parts we need most is not a bad idea to avoid potential "stock out" situations.

We all know that even fast-moving parts can go on backorder and we never want to be on that end of the spectrum. Fast-moving parts are called that for a reason and if we keep the inventory clean, we can protect ourselves even better.

Looking ahead into a New Year is always exciting, but we all know that "Preparation Is the Key to Success". Our first month of the year we revealed our "Top 10 Hot Topics for 2026" based on what we experienced in 2025.

This month, we took it to the next step and revealed what's on our minds and how we would approach these "Top 10 Parts Hot Topics for 2026". 

In our opinion, one thing is for sure, if we keep doing the same thing the same way, we will get the same results. If we aren't getting the results we want or expect, then something has to change.

The question is and more importantly....

"What's Inside Your Mind and How Will You Approach our Top 10 Parts Hot Topics for 2026?"

f you want to learn more about ACG Smart Parts "Eight Habits of Highly Successful Parts Managers", visit our website @ www.smartpartstraining.com, or...just pick up the phone and call me at :

(786) 521 - 1720...After all, not knowing is not worth not "fixing" it...

....