Dennis Thompson

As store manager, I was in charge of day-to-day operations, starting with the daily cash deposit and numerous inventory reports, verifying all cash and charge account returns.

Oversaw inventory management and accuracy by utilizing cycle counts and closely monitoring min/max stocking levels, including adding parts not stocked with prior sales history.

Hired, trained, disciplined, and encouraged employees to maintain a healthy work environment.

Implemented policies and procedures to enhance customer service and increase monthly sales, with an average of $180,000 in my first year to an average of $420,000, with an all-time company sales record of $490,000.

Consistently made yearly sales quota for 10 of the 12 years as store manager.

Helped with day-to-day operations, including cash deposits on days I was left in charge.

Help train new employees.

Answer phones and assist customers, ensuring they got the right part the first time.

Helped with cycle counts, and sending cores and defects back to the warehouse.

Maintain a positive work environment.

Ensure customer satisfaction with every transaction.

As the automotive parts clerk at AAMCO, I was in charge of building repair order quotes for all non-transmission work for the nine AAMCO stores in the franchise.

I would receive a fax from the technicians at our various locations on what repairs needed to be done. I would then research what parts were needed, what specific fluids were required, and build a repair order, making sure the overall RO met a 55% gross profit. I would send the quote to the service writer, and once approved, I would order parts and have them delivered to the appropriate location.

Traveled from the shoreline to Olympia on Thursdays and took stock orders from the nine locations, placed the orders with their local suppliers, and verified billing.

Assisted customers in identifying and ordering the correct parts.

Checked in incoming freight, placing correct price labels on each item.

Front face, and clean lobby.

Computer cataloging was unreliable, so most research was done in paper catalogs and price sheets.