Euro Car Parts, Team P R Reilly – Branch Manager
Founded in 1978 by Sukhpal Singh Ahluwalia, Euro Car Parts Ltd, part of the LKQ Corporation, is the largest automotive aftermarket specialist in the UK. We employ 11,500 employees with over 300 branches, 14 hubs, 4 National Distribution Centres and our Head Office functions in both Wembley and our new premises in Tamworth, as well as Technical Sales Trainers and Specialist Teams.
We distribute parts for all makes of cars and light commercial vehicles and have over 140,000 different stocked part numbers, significantly exceeding our competitors and this number is constantly growing.
At Euro Car Parts we recognise that our people are our most valuable asset. They make the difference between good and great. In our branch network the General Manager is one of the key roles for Euro Car Parts, ensuring that the branch team are fully aligned and driving sales and representing ECP professionally when dealing with all external and internal partners.
· We have c.4,000 delivery vehicles operating in our branch network, making c.82,000 branch deliveries per day
· From our Midland’s NDC’s we travel c. 31,500 miles every night – equal to travelling around the world every night
Driving Sales & Margin Performance:
o Motivate and coach the Branch ‘Service Supervisor’ to deliver market leading service, outstanding presentational standards and continuously improved sales performance.
o Take the lead in resolving all customer complaints
o Keep accounts all OFF STOP to avoid compromising sales by having strong administration processes in place
o Manage outstanding cash to ZERO it is the sign of underlying issues
o Manage Cash Banking Discrepancies to a Zero balance
Coach and support the General Assistant Team to deliver daily task sheets correctly in particular:
§ Daily stock counts driven by demand
§ Random checks of all returned lines, high risk items and our key movers to keep our stock accuracy above 98% many achieve high 99s
§ All stock correctly located
§ Credits always processed on the same day wherever practicable
§ Warranty / Surcharges / Damages all managed daily
§ Ensure effective morning routines are in place and all inbound stock away by 11am latest
o Ensure all associated fleet systems are fully understood and utilised in Branch daily to maximum effect (e.g. Telematics, Roadhawk, Mobile Eye)
o Constantly review and challenge fleet performance to deliver improved drop and run ratios to maximise effectiveness for customers (minimum 12 runs / 36 drops for bikers & 8 runs / 24 drops for vans)?
o Arrange / conduct vehicle spot checks for damage, abuse and general cleanliness they advertise our ‘brand’!
o Produce business case(s) for any additional fleet required to support sales & profit growth
Improving Customer Connectivity & Relationships:
o Engage the team to understand delivery of excellent customer service will lead to sustainable Branch performance therefore customers are our number one priority
o Deal with customer complaints and turn them into ECP advocates
o Coach all colleagues to portray a positive image of ECP and do not blame other branches / departments but seek to find solutions and avoid damaging the ‘ECP Brand’
o Step up and lead the team in all aspects during the absence of the General Manager
o Coach and demonstrate and align the team to ECP ‘leadership values’
o Work to clear leadership principles:
§ Set SMART clear stretching goals
§ Communicate clearly, concisely & constantly
§ Build trust (do what you say)
§ Hold people to account
§ Recognition of good performance (be specific)
o Demonstrate fairness and consistency when leading at all time and act as a role model and behavioural moderator
o Drive improved colleague engagement through the Service Supervisor and General Assistants to generate improved customer connectivity and service
o Review and record progress of all new starters at 4, 8 & 12 weeks, create any remedial plans to get back on track
o Ensure full induction training and support for all new starters.
o Review ECP academy courses and ensure these are being completed within appropriate timescales challenge and resolve any issues with timescales
o Identify one behavioural improvement that would enhance performance for each colleague and agree timescales and measures to move forwards, include this in every performance review
o Act as the focal point for cross sales/ operations communications ensuring service is never compromised
o Hold structured team briefing across all Branch employees outlining key objectives and measures daily
o Keep a diary log with successes and challenges to refer to for learning moving forwards in particular around Bank Holiday staffing, key peak periods etc.
Succession Planning / Recruitment:
o Identify successors for each role within the Branch and any competency gaps to be improved with a clear action plan in place individually
o Set in place a clear multi skilling program that gives the flexibility required for self- sufficiency.
o Identify true talent and flag to the ‘Regional Succession Plan’
o Recruit people for outstanding attitude, strong work ethic and flexibility
o Support the recruitment process by respond quickly and hitting all deadlines provided
Planning & Organising:
o Take the GM plans and turn them into deliverable actions that maximise Branch profitability
o Ensure there is a robust staffing plan in place every day with contingency for unforeseen challenges
HASAW / Security / Staff Welfare & HR:
o Ensure HASAW notice board fully updated and correct
o Walk the complete Branch daily and correct any HASAW issues
o Identify any shortfalls in equipment and resolve via Internal Purchasing / Phil Taylor
o Ensure robust processes are in place to maintain colleague facilities to a high standard every day
o Ensure the requisite number of searches and checks are completed in line with Company Policy
o Act like an owner challenge all costs
o Examine the P&L and establish a cost saving plan as a contingency
o Coach team to understand the relationship between sales, cost management to maximise profitability
o Agree colleague performance levels monthly with the GM put plans in place as necessary
o Review colleague performance monthly all ‘Amber Downs’ go straight to PIP with SMART objectives
o Recognise positive performance especially in relation to customer service and publicly acknowledge to demonstrate service importance throughout the team
40 hours per week Monday to Friday between 8am – 6pm & Alternate Saturdays from 8am - 4pm
Due to the large volumes of CVs we are currently receiving we are unable to respond to each applicant individually.