Parts Manager
Audi
مجموع سنوات الخبرة :12 years, 1 أشهر
my position as Parts Manager I monitored and evaluated the performance and efficiency of the fourteen department staff under my direct report. I ensured customer service levels were maintained to the highest level. I developed and implemented strategies to maximise department profitability. I monitored overheads and wages on a regular basis to ensure costs were kept to a minimum and in line with the budget. I developed ad maintained effective customer relationships with regular visits and implemented all marketing strategies for the department. I monitored stock control and initiated regular stock checks. I was also ISO coordinator responsible for the site quality standards.
August 2013 to Nov 2014 Karmann: Volkswagen and Pilsen Skoda
Type of Business: Main Volkswagen and Skoda Dealerships
Role: Group Parts Manager
Position Profile: I was responsible for the management and development of the Parts business of Karmann Volkswagen and Pilsen Skoda. The combined turnover is greater than €3M and I have direct management of a team of 5 and €200K of inventory. Both businesses are newly established. Pilsen in 2011 and Karmann in 2012. I have established key processes and controls, driven 20% yoy growth in workshop sales and established a trade parts program that now turns over €850K.I have strong stock management experience and I am proficient with ADP Autoline (Kerridge), Volkswagen AG parts management tools and Stock Management.
As Parts Manger of Audi South Dublin Service Centre Ireland’s largest Audi Parts & Service Centre. I was responsible for maintaining the Audi standards which are Industry leading for ISO and Customer Service. I was also Aftersales Manager with responsibility for both Parts & Service from September 2012 and since my appointment Customer Service Satisfaction has raised to the best in the country. The profitability of the Parts and Service Departments has increased by 30% since my appointment through the implementation of new working procedures and practices.
Maximising profit through the process and team development is my key skill specialty. This was recognized in 2012 when I was recognised by Lookers Group (120 retail dealerships). I received the award for Lookers Parts Manager of the Year.
I was responsible for the productivity profitability of the Parts and Service Departments in both Tallaght and Rathfarnham Branches and.
my capacity as Business Development Consultant I introduced improved ordering processes and procedure. I initiated new customer service protocol and increase the Parts and Service customer portfolio.
for the retrofit of seat belts to the entire Bus Eireann School Bus Fleet. As project manager I coordinate the purchase and importation of new seats from South Africa, I initiated a worldwide tender for the purchase of the seatbelts. I recruited specialist fitting teams from South Africa to complete the project and I was responsible for all pricing and contractual elements of the project.
The team I managed consisted of forty fitters, three QA inspectors and two store men. In my capacity as project manager I scheduled all the buses for fitment, coordinate all deliveries and was responsible for all the elements in the invoicing process. The project was delivered two months ahead of schedule and twelve percent under the projected budget.
RM Distribution Ireland: Western Industrial Estate
Type of Business: Motor Parts and Paint Distributors
my position as Parts Manager I developed an extensive customer portfolio for MSL. I implemented new structures and procedures and initiated ordering protocol which maximised profit. Consumer confidence was low especially in the trade so customer relations became a high priority and I believe this was achieved and reflected in our customer base expanding. Presentation, professionalism and customer service are areas I excelled in and in my time with MSL the highest standards were achieved.
my capacity as Group Aftersales Manager of the three dealerships my main achievements were developing key accounts to increase profitability, account management, customer relations, to oversee all stock control, develop new parts and service business, visit customers, set discounts, monitored market trends, initiate workshop and parts trade promotions and, liaise daily with my assistant managers in each of the branches. I initiated strategies and policies to ensure the maximum profit potential of the Parts and Service departments. I set all budgets and monitored overheads and wages to ensure they were kept to a minimum.In my time with the Winfield/Crawford Group the Parts and Service Department were awarded twelve Ford Merit Awards and had been elevated to the number one aftersales dealership in the country.
:
courses: Irish Management Institute : S.I.M.I Motor Management Program September1995 to
:
: IMI
لقد تم حذف الرابط بسبب انتهاكه لسياسة الموقع. يرجى التواصل مع قسم الدعم لمزيد من المعلومات.