AUTO PARTS AND ACCESSORIES DEALERS
Auto Parts Shop Owners: Stock, Credit and the Counter
A mechanic walks in for a clutch plate for a model that came out four years ago. Your counter boy says it is not in stock. Two shelves behind him, a dozen parts for a vehicle nobody drives anymore have been gathering dust since the last festival buying spree.
We help dealers organise stock, credit and counter routines. That means a reorder sheet, a slow-mover review, a credit limit per mechanic and clear duties for counter staff. We do not give tax or GST advice and we do not vouch for any brand or part. Your supplier and your accountant handle those matters.
Discuss your priorities ↗COMMON CHALLENGES
The pressures
we often see.
- 01Stock decisions rest on what the owner remembers selling, so fast movers run out while slow ones fill shelves and tie up working capital.
- 02Mechanics buy on credit and pay when their own customers pay, and the owner often cannot say how much is outstanding with any single garage.
- 03Counter staff quote prices from memory, and the discount given depends on who is standing there, which makes margins uneven from one day to the next.
- 04Orders to distributors are placed in a rush when something runs out, and the shop misses scheme periods and bulk price breaks.
- 05The owner works the counter all day, leaving no time to review the books, visit garages or look at which categories actually make money.
OUR FOCUS AREAS
Where the work
usually starts.
- 01Top 50 fast movers and a minimum stock level for each, checked every week
- 02Slow-moving parts list by age on the shelf, with a decision to discount, return or stop buying
- 03Credit per mechanic: limit, current outstanding, days overdue and who follows up
- 04Margin by category, from filters and brake pads to batteries, tyres and accessories
- 05Price list and discount rules written down for the counter, with who may exceed them
- 06Weekly order to distributors with a reorder sheet, rather than a reaction to an empty shelf
- 07Counter staff duties during peak hours, such as early morning when garages open
- 08Monthly view of cash tied in stock versus cash tied in credit
START THIS WEEK
Things you can do
before you call anyone.
- Walk your shelves and write down every part untouched for six months. Total its purchase value. This is cash waiting on the shelf, and seeing it makes the next purchase more careful.
- Hypothetical example: you list 80 slow parts that cost ₹60,000 in total. You return what the distributor accepts and mark the rest down by a fixed amount. The cash goes to fast movers.
- List your ten largest mechanic accounts with what each owes. Phone the three oldest this week and note when each says they will pay.
A PRACTICAL ENGAGEMENT
Start with the priorities
that matter most.
We begin by understanding how your business runs today, find the gaps, and agree the scope in writing. Recommendations are shaped around your team, your resources and your goals.
- A reorder sheet for the fastest movers with minimum levels and supplier details
- A credit register with limits per garage and a Friday follow-up routine
- A price and discount rule sheet for counter staff and a one-page margin-by-category view
- A monthly slow-mover review format and a short coaching session for the counter team
Not the right fit when: This is not for you if the real problem is a GST notice, a supplier dispute or a legal claim over a part. An accountant or lawyer should lead there first.
Explore a business audit ↗LET’S MOVE YOUR BUSINESS FORWARD
