During my time at Auto Service, the Spares team was as crucial as the Tech team in ensuring customer satisfaction and efficient turnaround times. However, my fifteen years of experience interacting with two-wheeler dealerships at Signet Enterprises have revealed a consistent, yet often overlooked, issue: the passive involvement of management in the spare parts department.

This vital department frequently operates without adequate management attention, leading to significant operational and financial inefficiencies. The spare parts department heroes face daily challenges that often go unrecognized.

DEAD STOCK:

A major concern is "dead stock" or "Non-Performing Inventory," often hidden or ignored. This inventory buildup primarily stems from inaccurate demand forecasting, where intuition overrides robust data analysis. The consequences are substantial:

·       Overstocking: This ties up crucial capital in slow-moving or obsolete parts, leading to significant holding costs and asset depreciation.

·       Understocking: This directly results in lost sales opportunities and extended service vehicle turnaround times, negatively impacting customer satisfaction (CSI and NPS).

I've personally witnessed heated arguments between technicians and the spare parts team at issue windows, fueled by customer frustration over unavailable parts and operational bottlenecks.

COORDINATION :

Another significant issue is the lack of inter-departmental coordination. Spare parts departments often operate in silos with limited communication between service and sales teams, leading to cascading problems:

1.       Forecasting and Ordering: Without real-time input from the service dept, ordering becomes reactive rather than proactive.

2.       Turnaround Times (TAT): Delays in procuring parts directly prolong vehicle service, negatively impacting customer satisfaction and loyalty (CSI & NPS).

 While data is available, its analysis is often limited, rendering it ineffective for strategic stock planning. The understanding of how to transform this information into actionable insights is frequently missing.

DIRECTION:

Compounding these issues is the absence of clear Key Performance Indicators (KPIs) and Key Result Areas (KRAs) for spare parts personnel. This lack of accountability and direction intensifies inefficiencies, leading to increased operational costs and poor performance.

SNOWBALLING:

The two-wheeler segment presents unique complexities that further exacerbate these operational challenges:

Explosion of Models, Colors, and Variants: The sheer volume and rapid introduction of new models, color schemes, and variants exponentially increase the complexity of inventory management, making accurate forecasting and spare parts management a daunting task.

Faster Product Cycles: The introduction of every new model or variant means older inventories are prone to obsolescence. While obsolescence timelines may vary, it risks write-offs, impacting profitability. Each new model launch often includes an "Initial spare parts kit," which contributes to non-moving stock; estimates suggest that 55-80% of these kits tend to become Non-Performing Assets.

Seasonality: Two-wheeler service demand is highly seasonal, requiring agile planning that is typically absent. This knowledge gap leads to either excess stock during lean periods or critical shortages during peak seasons.

Space Constraints: Most dealerships are in high-street locations with high real estate costs and severe limitations on available space. The spare parts department often receives the least space allocation, resulting in cramped, inefficient storage and increased handling challenges.

Accessory Management: Managing new vehicle accessories often falls under the spare parts department. However, with new vehicle sales receiving direct management focus, accessory inventory is accentuated, diverting attention and resources away from core spare parts inventory tasks.

 AI INTERVENTION:

While "AI" is a frequent topic of discussion when these points are highlighted, it remains largely an unknown. The more immediate concern is addressing the existing dead stock that is currently gathering dust.

SUPPORT

These "Unsung Heroes" of the Spare Parts dept undeniably remain reserved & implicitly await support. When prodded, they express their helplessness, looking for better enablement & empowerment. This can happen only with the help of experienced Mentors.