What do Special Order Parts (SOPs) Have to do with Standard Operating Procedures (the other SOPs)
It all started with the often needed “special order part.” - The Fix, The Turnaround and The Takeaway
At Oak Valley Motors, the Parts Department had always been considered “under control.” Inventory turns were solid, relationships with OEM was strong, and the team seemed to work well enough together. But under the surface, a quiet storm was building… one that would end up costing the dealership many thousands in obsolescence and triggering a much-needed operational overhaul.
It all started with the often needed “special order part.”
A longtime customer brought in his vehicle for a repair, but the part required wasn’t in stock. As expected, the parts advisor placed a special order through the OEM. Nothing unusual there. But what followed revealed a cascade of errors and systemic blind spots.
The Breakdown Begins
The part arrived on time, but the vehicle never returned. (It was probably repaired elsewhere.) The advisor who placed the order made a note in the system… but didn’t follow up.
The service BDC rep assumed the advisor had it handled. The parts manager didn’t notice the incoming part was gathering dust on the shelf. The CRM had fields for tracking special orders and setting reminders, but no one completed them or followed the prompts.
A week passed. Then a month. Eventually, the part was forgotten… still gathering dust and representing hard-frozen capital.
This scenario repeated itself over and over. The dealership’s CRM, while robust, relied on complete and accurate data entry. That wasn’t happening.
Service advisors didn’t update customer status. BDC reps weren’t aware special orders had arrived. Parts staff didn’t have a consistent trigger to notify or escalate. No Standard Procedure clearly defined who was responsible for closing the loop or re-engaging the customer. No job description had that duty explicitly stated.
By the time the issue came to a head, nearly $125,000 in special order parts sat idle...with no return eligibility, clogging shelves, and tying up working capital. According to internal reporting and guidance, parts that sit unsold for 7+ months have an 85% chance of becoming obsolete, worthless and unreturnable.. Oak Valley had crossed that line.
The Real Cost of Ambiguity
The immediate financial hit hurt, but the broader damage was cultural. Accountability was blurred. Staff finger-pointed. Customers weren’t just inconvenienced… they were forgotten. And managers realized that despite having technology and experience, they lacked clarity.
What seemed like a simple issue… an uninstalled part… had exposed a dealership-wide gap: no one really knew who was supposed to do what, and when.
The Fix: Rewriting the Rules and Defining the Roles
That’s when the leadership team took action. They started by revisiting two crucial tools: The DealersEdge Job Description Manual and The DealersEdge SOP Guide.
First came the Job Descriptions. By referencing clear, modernized roles...like those of the Parts Manager, Assistant Parts Manager, BDC Rep, and Service Advisor… Oak Valley realigned responsibilities. The new descriptions specified duties like “tracking and following up on special order part status,” “notifying customers upon arrival,” and “updating CRM records in real time”.
Next, they tackled Standard Operating Procedures. Using the DealersEdge SOP Guide, they documented every step of the special order lifecycle… from initial identification and OEM ordering, to customer notification, re-appointment, and final installation. The dealership’s SOP Manual now offers a structured template for “Special Order Processing and Notification,” which was adapted dealership-wide.
Each department now had clear checkpoints, assigned personnel, and escalation triggers. CRM tasks were embedded into the workflow. A new dashboard tracked outstanding special orders by age, advisor, and service department… making it easier to flag problem areas.
The Turnaround
Within 180 days, the results were undeniable. Special order backlog shrank. Customer satisfaction rebounded. Part obsolescence losses dropped dramatically. And perhaps most importantly, staff regained confidence. They knew the rules. They knew the process. And they knew they had backup...not just from managers, but from a system that worked.
The Takeaway
Special Ordered Parts revealed a dealership-wide vulnerability. But with the right tools… updated job descriptions and a living, updated and used SOP manual...Oak Valley Motors turned that vulnerability into strength.
For every dealership that wants to avoid the silent creep of confusion, waste, and lost customers, it’s time to ask: Are our roles clearly defined? Are our processes documented, taught, and followed?
If the answer is anything less than a confident yes, the solution is ready and waiting.
Explore the tools that helped Oak Valley transform:
Start crafting better job descriptions today and unlock the potential of your dealership’s greatest asset—its people. This guide is your one-stop resource for building clear, detailed job descriptions that align your team with your dealership’s goals. Click below to see full table of contents. PDF and Hardcopy available. Deep discount for DealersEdge Members!
Building a Dealership Process That Runs by Design. Actionable strategies for creating and maintaining dealership SOPs, along with over 100 sample policies and templates tailored to real-world conditions across every major department. Click below to see full table of contents. PDF and Hardcopy available. Deep discount for DealersEdge Members!
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