Able to be found when needed and inventory value

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able to be found when needed, and inventory value levels were correctly maintained saving the business thousands of dollars in taxes at years end. When customers called asking about an item, the computer inventory could finally be trusted to be accurate, resulting in more efficient customer service and revenue for the business. In the first year following the inventory improvements, revenues and profits were up in both the parts and service departments.
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Matthew Woodson BARS Example #2 BEHAVIOR: After taking the position of Fixed Operations Manager at KY Motorsports and Outdoors, I was tasked with continuing my role as Parts Department Manager as well as assuming control over the service department. Having my parts department well organized and stable helped tremendously in this transition, but the service department needed a lot of attention. Systems that were currently in place were not as efficient as they could have been but did work sufficiently enough most of the time. Communication between the two departments had always been less than desirable and the method of getting parts to the service department had to be streamlined. ACTIONS: The issue of communication was simpler to overcome, as now both departments had a common manager. Issues still arose when it came to supplying the needed parts to the service department in a timely manner. This was corrected through the addition of an employee whose
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  • Fall '18
  • Management, Matthew Woodson, Parts Department Manager

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