The position, in one page

You move a part from a thought to a signed handoff. Without losing track of it once.

The parts manager owns every replacement part from the moment the estimator points at it to the moment the technician signs for it. Source it. Quote it. Wait for the green light. Order it. Inspect it. Pay for it. Hand it off clean. Everything writes to the same file in CCC.

Estimator asks. They commit the estimate and clear the approval gate.

You own the file. Source, quote, order, receive, mirror match, pay, stage.

Tech accepts. Written or posted. No record, no transfer.

Following a part through the shop Seven stations on a single horizontal path, color-coded by who is acting at each one. Two source documents bracket the work. CCC sits below as the file every station writes to. A red band lists the five stop reasons. A separate band shows Stage 1 and Stage 2 of the role's growth track. Following a part through the shop From estimator request to tech sign-off. Don’t move forward without a clean file. Estimator asks Parts owns the file Tech accepts Pick the partParts selection process Own the partPart manager job description Find Quote Wait Order Inspect Pay Hand off 1 2 3 4 5 6 7 Right part? Pencils out? Got the OK? Order right? Real match? Money OK? Tech got it? CCC is the fileEvery station writes here. Quote → PO → Invoice → Payment → Acceptance, all on one job. Stop the line — pass it back, don’t push forwardEstimate is still moving. Wrong part or bad photo. Approval not in the file.Invoice, PO, and payment don’t all match. Tech has the parts but no acceptance record. Grow the role PM job description update — runs alongside the daily work, not inside it Stage 1 — own the partsMirror match daily. Label on intake. +5% GP. Stage 2 — own the budgetBudget per car. GM checks PO and GP. +2% GP.
7stations from request to handoff
3 hrto email payment after delivery
30%margin floor on price-matched aftermarket
50%buildup rule for holding the torch
$50/hrminimum value of damage-credit time

The work, task by task

Eight jobs, in the order they happen.

Every task has the same structure: what you do, what good looks like, and where to stop and pass it back. The order matters. You don’t skip ahead, and you don’t move a part forward with a dirty file.

  1. Build a quote
  2. Wait for the green light
  3. Order
  4. Receive and inspect
  5. Stage and transfer
  6. Late parts and production meeting
  7. Returns and credits
  8. Protect the money
1

Pick the part · Parts selection process

Build a quote

Source the parts. Build the file. Don’t move the part forward until it pencils out.

Do this

  1. Pull the file in CCC. Source parts through CCCone.com first.
  2. Check PartsTrader when the program calls for it — State Farm Select Service is the common case.
  3. In CCC, build a draft invoice and name it Quote. Enter cost, list, margin, vendor, and your sourcing notes.
  4. Attach the proof: CCC checkout screenshots, PartsTrader quotes, no-quote evidence, vendor disqualification evidence.
  5. If the customer chose an inferior part, attach their written authorization in the supplement folder before the PO.
  6. Apply changes back to the estimate so the estimator can commit.

Good looks like

  • Cost, list, and margin entered for every line in the quote draft.
  • 30% margin floor on aftermarket price-matching. Below that, bump back to OE list.
  • Mirror-match reference photo attached for any visually critical part.
  • Sourcing notes that explain why this vendor, why this part, why not the alternative.
  • Insurance-preferred parts that fail the quality bar carry a written no-quote from the vendor.

Stop and pass back

  • The estimator is still changing the repair plan.
  • The part choice or mirror-match photo doesn’t look right.
  • The customer authorized an inferior part but the authorization isn’t in the file.
  • Insurance preferred parts are out of the cost range and you don’t have a no-quote yet — call the vendor and ask for one.
CCC PartsTrader 30% margin floor
2

Own the part · Part manager job description

Wait for the green light

Don’t order until every approval gate is visible in the file.

Do this

  1. Confirm the estimator has committed the estimate or supplement.
  2. Confirm payor or customer approval is documented.
  3. Confirm technician input where fit, repair-vs-replace, or mirror match is in question.
  4. For high-cost, non-returnable, inferior-quality, or customer-choice parts, confirm written customer authorization is in the supplement folder.
  5. If Stage 2 is active, confirm GM has approved the budget.

Good looks like

  • Every required approval is visible in the CCC file before the PO is created.
  • The reason for any direct order outside PartsTrader is documented.
  • The approval clock starts at the gate, not at teardown.

Stop and pass back

  • Any required approval is missing or unclear — pass it back to the estimator.
  • Customer approval expectations conflict with payor approval — document and escalate.
CCC Timer starts at the gate, not at teardown
3

Own the part · Part manager job description

Order

PO complete. Photo attached. Vendor on the right path. Document anything unusual.

Do this

  1. Create the PO in CCC. Footer/order info complete — or snip it from the PartsTrader order.
  2. Verify mirror-match photo quality. Attach to the vendor order for their reference.
  3. Use PartsTrader for participating suppliers on applicable State Farm jobs.
  4. Direct orders are allowed when cycle time requires it. Document the reason.
  5. If selected parts look wrong or there’s no suitable mirror-match photo, pass the task back before placing the PO.
  6. After ordering, send the “recalculate repair plan” task to the Quality Manager. He assigns your first commission draw.

Good looks like

  • PO has all footer info filled in CCC.
  • Mirror-match photo is attached to the vendor order, not just to the file.
  • Reason documented for any direct order outside PartsTrader.
  • “Recalculate repair plan” sent to Quality Manager once orders are out.

Stop and pass back

  • Wrong part options selected.
  • No suitable mirror-match photo.
  • PartsTrader required and you’re about to skip it.
CCC PartsTrader → Quality Manager
4

Own the part · Part manager job description

Receive and inspect

Sign for it only when you’re ready to be responsible for it. Pay only after you’ve proven the part.

Do this

  1. Enter the vendor invoice in CCC. A bolded vendor in the dropdown means the PO already exists — use it.
  2. Sign the invoice. This is the moment you take personal responsibility for the inventory. Pending returns and missing or damaged inventory costs come out of your commission.
  3. Tell the driver: payment is emailed once we finish inspecting. He decides if he wants to wait.
  4. Unbox each part. Photograph it at the same angle as the comparison/reference image from the parts folder.
  5. Side-by-side mirror match: photograph the new part next to the reference, in one frame.
  6. Confirm PO pricing against the invoice. Screenshot the comparison.
  7. Label every part on intake. Anything unlabeled is visually obvious as “not checked in yet.”
  8. Submit payment through the current workflow. Email payment to vendor within 3 hours of delivery.

Good looks like

  • Invoice in CCC with PO match confirmed.
  • Mirror-match proof attached, same angle as reference.
  • PO/invoice pricing screenshot in the file.
  • Every part labeled on intake.
  • Payment emailed within 3 hours.

Stop and pass back

  • The part doesn’t match the wreck or the reference photo.
  • Numbers on the invoice don’t agree with the PO or your intended payment.
  • Packaging looks rough — photograph the damaged box before unboxing.
  • You aren’t ready to be responsible. Don’t sign yet.
CCC Tradeshift / Extend 3 hours to pay $50/hr minimum on damage credits
5

Own the part · Part manager job description

Stage and transfer

You own replacement parts. The tech accepts in writing. No record, no transfer.

Do this

  1. Triage parts as they come in:
    • Paint-critical parts → directly to the technician.
    • Buildup parts → parts house until the torch is passed to buildup.
    • Reusable R&I and triage parts stay with the tech.
  2. Build the staging area the same way every time. The tech shouldn’t have to relearn the parts area job to job.
  3. When the tech takes possession, document acceptance one of three ways:
    • Photo of delivered parts posted in the parts delivery channel.
    • Tech’s signed parts list.
    • Tech’s “like” or acknowledgment in the channel.
  4. Verify the acceptance is visible before responsibility transfers.

Good looks like

  • Same labeling, same areas, same routine, every job.
  • Replacement parts kept separate from old or damaged ones.
  • Boxes/packaging held return-ready when a return looks likely.
  • Tech acceptance posted in the channel, with a tech response confirming.

Stop and pass back

  • Tech has the parts but there’s no acceptance record.
  • Tech didn’t respond to the channel post — chase it down before moving on.
Parts delivery channel → Tech
6

Own the part · Production meeting and closeout

Late parts and the production meeting

Cycle time is the whole shop’s job. Catch late parts in the morning, not at buildup.

Do this

  1. Production meeting runs 8:00–8:15 daily. The production manager confirms every overdue part has an ETA, vendor explanation, and rep contact info posted in CCC. No draft invoices left open.
  2. Send vendor follow-up emails the morning of the due date. Email snip preferred to a phone record.
  3. Escalate to a phone call by end of day if there’s no reply.
  4. Backorders need: vendor explanation, ETA, rep name, and contact info — all in the file.
  5. If late parts prevent more than 50% of buildup → hold the torch.
  6. If more than 50% of buildup can proceed → pass the torch to the tech with the missing-part note. Record acceptance clearly.
  7. When the green check is achieved, send “recalculate repair plan” to the Quality Manager. He resets the out-date and assigns full commission.

Good looks like

  • Daily dashboard posted with overdue parts, ETAs, and credit status.
  • Every overdue part has rep info and a real ETA in CCC.
  • Late-parts note clearly accepted by the tech in writing.

Stop and pass back

  • An overdue part has no ETA, no explanation, and no follow-up record.
  • Vendor missed a cut-off because the order was placed too late — learn the cut-off and respect it next time.
CCC Parts dashboard 8:00–8:15 daily 50% buildup torch rule
7

Own the part · Part manager job description

Returns and credits

A return isn’t done until CCC, the vendor, the payment, and accounting all agree.

Do this

  1. Damage credits need technician agreement. Use dollars as the unit. No hours, no labor talk — that opens negotiation.
  2. For a credit of meaningful size, $50/hour is the floor for time-investment profit. Below that, the credit isn’t worth the time without a different angle.
  3. Reject parts by voiding the draft invoice. Attach photos of the invoice and the part to the void.
  4. Track the return through to closure: vendor credit issued, payment adjusted, CCC updated, mismatch sheet cleared.
  5. Watch vendor patterns: cut-off promises, ETA quality, return ratio, credit speed, payment reliability. Note vendors who repeat-offend.

Good looks like

  • Every return has a credit applied or a documented reason it didn’t.
  • Mismatch sheet has zero open items older than your standing limit.
  • Vendor credit speed is tracked alongside ETA quality.

Stop and pass back

  • Tech hasn’t agreed to the damage extent — don’t open the credit conversation yet.
  • Vendor is dragging on a credit older than the standing limit — escalate to GM.
CCC QuickBooks Mismatch sheet Dollars only, no hours
8

Own the part · Part manager job description

Protect the money

CCC, the vendor invoice, the payment, and accounting all have to agree. Mismatches cost commission.

Do this

  1. You control the accounting match through PO setup, CCC entry, and v-card/check amounts.
  2. If the vendor splits one order into multiple invoices for internal reasons:
    • Easiest: enter a separate CCC invoice and payment for each vendor invoice.
    • If combining: ask the vendor to send one combined invoice that matches your CCC entry exactly. When they run the card, it’s a match.
  3. Maintain ongoing vendor account balances in QuickBooks.
  4. Track mismatches in the running Excel sheet until each one closes.
  5. Handle superseded part numbers explicitly: CCC must show what was actually received and paid, not what was originally ordered.
  6. Apply credits in the right place: against the right job, the right invoice, the right vendor account.

Good looks like

  • CCC entries match vendor invoices match payments. No surprises.
  • Mismatch sheet has zero open items older than the standing limit.
  • Superseded numbers reconciled in CCC, with a note.

Stop and pass back

  • Numbers don’t match. Don’t pay until they reconcile.
  • Combining vendor invoices was attempted without matching combined paperwork from the vendor — back out and redo.

Roles and ownership

Who owns what, and where to escalate.

The shop runs cleanly when the work crosses one role boundary at a time. When something blocks you, the escalation map says where to go.

You

Parts Manager

You own replacement-part sourcing, the quote evidence, ordering, receiving, mirror match, labeling, staging, status, returns, credits, and inventory accountability — until a documented handoff to the tech.

Front of house

CEC

Owns customer scheduling and intake capacity. The estimate appointment is booked here.

Repair plan

Estimator

Owns repair-plan judgment. Decides repair-vs-replace, labor, supplements, payor and customer approval. Commits the estimate so you can order.

Escalate to: repair-plan or part-choice disputes

Schedule

Production / Quality Manager

Owns schedule recalculation, out-date changes, and the morning production meeting. Recalculates the repair plan when you send the “recalculate repair plan” task.

Escalate to: schedule, out-date, green-check, or torch decisions

Budget

GM

Approves budgets and PO controls when Stage 2 is active. Verifies POs contain footer info, costs and GP make sense before approving budget.

Escalate to: budget and PO approval

Reconciliation

Accounting

Vendor account balances and reconciliation. Support system. CCC remains the operational source of truth.

Escalate to: vendor payment and QuickBooks mismatches

Repair work

Tech

Accepts the parts in writing or in the delivery channel. Owns triage and reusable R&I parts in their own area. Owns the repair work after parts are accepted.

Systems

The screens that have to agree.

CCC is the operational source of truth. Every other system points back to it.

CCC

The file. The source of truth.

Quote draft → PO → Invoice → Payment → Acceptance — all on the same job. If it’s not in CCC, it didn’t happen. A bolded vendor in the invoice dropdown means the PO already exists.

  • Draft invoice named Quote for the quote package.
  • PO with footer/order info complete.
  • Invoice entry on receipt; sign means inventory responsibility.
  • Mirror-match attachments and acceptance proof live on the file.
PT

PartsTrader

Required for participating suppliers on applicable State Farm jobs. Save quotes here. Note unavailability reasons during sourcing. Disqualify insurance-listed vendors only with no-quote evidence.

$

Tradeshift / Extend (current payment workflow)

Payment submission. Include invoice photo, CCC support, and mirror-match attachments. Email payment to the vendor within 3 hours of delivery once the part checks out.

QB

QuickBooks

Vendor account balances and reconciliation. Support tool, not source of truth. Mismatches between CCC and the vendor get tracked here and on the Excel mismatch sheet until each one closes.

XL

Mismatch sheet

Running Excel of CCC-vs-vendor differences. Updated as mismatches happen. Cleared as each one closes. The sheet should never grow stale — it’s the visible promise that you’re catching the differences.

CH

Parts delivery channel

Where you post photos of delivered parts and the tech’s signed parts list. The tech’s “like” or response is the receipt for the responsibility transfer.

Money

How the work turns into pay.

Quality pay rewards following the SOPs, catching problems early, preventing avoidable delay, and making clean handoffs. The numbers below are the rules — not aspirational targets.

The floor

30% margin on price-matched aftermarket

If price-matching aftermarket parts won’t hit a 30% margin, bump them to OE list. Don’t carry below-floor lines through to the order.

The clock

3 hours to email payment

Once the part is delivered and inspected, email payment to the vendor within 3 hours. Late payment hurts the vendor relationship and the cycle time you depend on.

The unit

$50/hour minimum on damage credits

The time invested in pursuing a damage credit needs to clear $50/hour to make parts and labor profit. Negotiate in dollars only — hours and labor talk opens negotiation that costs the shop.

The rule

Inventory responsibility is personal

When you sign a vendor invoice, you take responsibility for the inventory. Pending returns and missing or damaged inventory come out of commissions. Don’t sign until you’re ready.

Growth · Stage 1

Commission bump + 5% GP

Trade: physical ownership of every replacement part, from blueprint through receiving, labeling, staging, and disposal. Mirror match every part on site daily. Label everything on intake. Triage stays with techs.

Growth · Stage 2

Commission bump + 2% GP · freedom

Trade: budget control with accountability. Estimator requests quotes from you, applies them to the estimate, submits for approval. You order and request budget from GM, who verifies POs contain footer info and that costs and GP make sense before approving. As many budgets as cars on site, plus pre-orders.

What quality pay watches: following SOPs, catching problems early, preventing avoidable delay, and making clean CCC task handoffs. The CCC “ball” or task pass is the receipt for accountability — check the pass before taking ownership.

Stop signs

The full list of moments to pass it back.

Pushing forward with a dirty file is what creates surprises. Each of these is a place to stop, fix, and only then continue.

Building the quote

The estimator is still moving the plan

If lines are still being added or removed, ordering risks ordering the wrong thing. Send the task back for review.

Building the quote

Customer wants an inferior part with no written authorization

Customer makes the decision before the PO process. Get the screenshot in the supplement folder before continuing.

Building the quote

Insurance preferred parts can’t meet quality and you don’t have a no-quote

Call the vendor. Tell them we’re going to expect perfection — exactly like new OE condition. They’ll either email a no-quote or send the parts and stand behind them. Get the no-quote in the file.

Approval gate

Any required approval is missing

Estimator commitment, payor or customer approval, technician input, GM budget if Stage 2 is active — if any one is missing, don’t place the PO.

Ordering

Wrong part options or no suitable mirror-match photo

Pass it back to the estimator before placing the PO. Don’t order around a bad photo or unclear option.

Receiving

The part doesn’t match the wreck or the reference photo

Don’t sign for it. Put it on a return path. Get the next correct part in motion.

Receiving

Numbers on the invoice don’t match the PO or your intended payment

Don’t sign. Don’t pay. Reconcile the difference first. If it’s a superseded number, document it and update CCC.

Receiving

Packaging looks rough

Photograph the damaged box before unboxing. The photo is your evidence if the part is damaged inside.

Staging

Tech has the parts but no acceptance record

The transfer hasn’t happened yet. Post the photo or signed list, then chase down the acknowledgment.

Production meeting

An overdue part has no ETA, no explanation, and no follow-up record

Email the vendor this morning. Snip the email reply into CCC. Escalate to a phone call by end of day if there’s no reply.

Returns and credits

Damage credit attempted in hours or labor terms

That opens negotiation that costs the shop. Restate in dollars only.

Protecting the money

Numbers don’t match across CCC, vendor invoice, and payment

Don’t pay until they reconcile. The mismatch sheet exists to keep the differences visible while you close them.

Decisions on the record

Where the source docs disagree, here’s what we do.

The job-aid folder grew over years. Some docs say slightly different things. These are the decisions in force.

Decision 1

Parts Manager owns the quote package

What the docs say: 4 PART MANAGER JOB DESCRIPTION says “Estimator quotes, parts manager orders.” 2 PARTS SELECTION PROCESS, 3 PRODUCTION PROCESS, and PM Job Description Update point toward Parts Manager sourcing and quoting, Estimator committing the estimate, then Parts Manager ordering.

What we do: Parts Manager owns the quote package. Estimator owns estimate commitment and repair-plan judgment. Parts Manager owns ordering after approval.

Decision 2

Escalation map

Why: The docs use several escalation labels — Quality Manager, Production Manager, GM, Accounting — for different things.

What we do:

  • Estimator: repair-plan or part-choice dispute.
  • Production / Quality Manager: schedule, out-date, green-check, or torch decision.
  • GM: budget and PO approval.
  • Accounting: vendor payment and QuickBooks mismatch.

Decision 3

Ordering speed waits for the approval gate

What the docs say: Customer Service SOPs expect fast-track parts ordered within 2 hours of approval, standard parts within 24 hours of teardown approval. Other docs say to wait for estimator, technician, payor or customer, and sometimes GM approval.

What we do: The timer starts only after the required approval gate is complete. Before that, build the quote package, collect evidence, and identify availability — do not place the PO unless a preorder or guarantee is explicitly approved.

Decision 4

State Farm non-OEM — use the current page, not the 2022 forms

Why: The folder contains older 2022 State Farm non-OEM suspension references and a later 2023 explanation that the broad suspension sunsetted on October 16, 2023. The current State Farm public page says estimates may include competitively priced new non-OEM, recycled, OEM surplus, or OEM parts; State Farm recognizes CAPA / NSF standards for specific non-OEM crash parts.

What we do: Treat the 2023 explanation plus the current State Farm public page as the training baseline. Keep the 2022 forms as historical reference or sample customer-authorization language only. Confirm any state-specific disclosure requirement before training as final policy.

Reference: statefarm.com/claims/auto/replacement-parts

Decision 5

Inventory ownership transfers on documented possession

What the docs say: PM Job Description Update says PM physically owns everything related to replacement parts. 4 PART MANAGER JOB DESCRIPTION says responsibility transfers to the technician when they take possession through written record.

What we do: Parts Manager owns replacement parts until a documented transfer. Tech owns accepted delivered parts after a photo, signed list, or channel acknowledgment.

Decision 6

CCC is the source of truth; the dashboard and accounting sheet are support

Why: The production meeting doc asks for a posted parts dashboard. Role and accountability docs say CCC is the shared source of truth. The PM job description mentions QuickBooks and a mismatch Excel sheet.

What we do: CCC is the operational source of truth. The dashboard is the daily visibility snapshot. QuickBooks and Excel are accounting reconciliation support.

First day

Day 1 onboarding agenda.

First day shadows the rhythm of a normal day. The new PM doesn’t do the work alone — they watch, then drill on three live jobs in the afternoon.

Morning

  1. 8:00Production meeting. Watch how overdue parts get walked — ETA evidence, no draft invoices, current dashboard.
  2. 8:30Systems map. CCC, PartsTrader, the parts delivery channel, Tradeshift / Extend, QuickBooks, the mismatch sheet. Where each lives, what each does, when each gets touched.
  3. 9:15Quote package shadow. CCC source, PartsTrader check, draft quote invoice, screenshots. Watch a real quote get built.
  4. 10:30Approval gate. Estimator commitment, payor / customer approval, technician input, GM budget if Stage 2 is active. See what each gate looks like in the file.

Afternoon

  1. 1:00Receiving drill. Invoice entry, unbox, mirror match, label, photo proof, payment timeline. Hands on.
  2. 2:00Inventory walk. Central receiving, parts house, rejected / credit area, disposal path. Where each kind of part lives, every job.
  3. 3:00Three live jobs. One ready to order, one waiting on approval, one late or in backorder. Walk the file end-to-end on each.
  4. 4:00Closeout. Dashboard post, ETA follow-up list, delivery-channel acceptance check, tomorrow’s queue. Set up to start clean in the morning.

Source docs

Where this position is written down.

If you need to verify or argue any rule, these are the originals. The position page above is the operating distillation.

Pick the part

2 PARTS SELECTION PROCESS

Sourcing rules, the quote draft pattern, the 30% margin floor, customer authorization for inferior parts, no-quote handling. CAPA and NSF non-OEM standards.

Roles\2 PARTS SELECTION PROCESS.docx

Own the part

4 PART MANAGER JOB DESCRIPTION

Order, receive, mirror match, parts list, production meeting, payments. The 3-hour payment expectation. Inventory responsibility on signing. The torch and 50% buildup rule.

Roles\4 PART MANAGER JOB DESCRIPTION.docx

Grow the role

PM Job Description Update

Stage 1 (+5% GP, physical ownership, mirror match daily, label everything). Stage 2 (+2% GP, budget per car, GM checks PO and GP).

Roles\PM Job Description Update.docx

Daily rhythm

Production Meeting and Closeout

The 8:00–8:15 meeting structure, dashboard expectations, ETA and rep-contact requirements, the “recalculate repair plan” handoff after ordering.

Roles\Production Meeting and Closeout.docx

Pay structure

3b PERFORMANCE INCENTIVES

Quality pay levers: SOP adherence, catching problems early, preventing avoidable delay, clean CCC handoffs.

Roles\3b PERFORMANCE INCENTIVES.docx

External

State Farm replacement parts

Current public page on competitively priced new non-OEM, recycled, OEM surplus, or OEM parts. CAPA and NSF certification standards for specific non-OEM crash parts.

statefarm.com/claims/auto/replacement-parts