In the rapidly evolving automotive sector, compliance with regulations is not just necessary but a strategic imperative. With increasing scrutiny from regulatory bodies, OEMs (Original Equipment Manufacturers) must adapt to a complex landscape of evolving standards and requirements that differ between states, countries, and regions. The challenge is daunting, but the right Software as a Service (SaaS) solution can pave the way for better and more cost-effective compliance management.

For U.S. collision repair centres aiming to earn or maintain OEM certification, it’s essential to understand the decision-making process from the OEM’s perspective. Here are the top five factors that OEMs consistently consider when evaluating certified crash repair partners:

Return on Sales (ROS) is a key profitability metric every Crash Repair Centre owner should closely monitor. It indicates how much profit is generated for each unit of revenue (£, $, €) and improving this ratio can significantly enhance the company’s long-term success.

We’ve explored some key challenges facing US MSOs and their strategic and tactical responses. Here are the top 3.

The top three challenges for automotive OEMs in increasing parts sales (and some examples of the strategies and tactics currently being pursued).

Network Quality and Assurance Managers face numerous challenges due to the complex and dynamic nature of network management.  Some challenges are industry-specific, and some are country-specific but there is a degree of commonality that allows for sharing best practices in network design and infrastructure, operating practices and management, and network improvement initiatives – formulation and execution.

When we say global networks, we’re referring to some of the most complex and demanding sales and after-sales networks that span countries and continents. Before being in the privileged position of helping customers like AGCO Corporation, Bentley Motors, Jaguar Land Rover, General Motors, PTx Trimble and others undertake this herculean challenge, we first conceptualised the primary challenge. How do you manage a worldwide network in a way that affords the desired global oversight and management whilst simultaneously providing country networks with the necessary flexibility and control at a local level? The short answer is it isn’t easy.

During our discussions with Network Managers on where and how compliance management should become more operationally efficient and effective – specifically in larger retail and after-sales networks – we discovered there’s more than one challenge vexing our target audience. 

In most networks we support ­– global, regional, or national – we typically find a small percentage of outlets far outperforming their counterparts. Their Return on Sales is sustained at a higher level for longer. Some situational factors, of course, are at play, like location and product access. Still, higher-performing outlets often fall outside the “fortunate circumstances” group and instead focus on developing and fine-tuning operating excellence as a sustainable way to improve RoS over time.

Improving the Return on Sales (ROS) in a single network outlet involves focusing on key factors that drive profitability and efficiency. Favourable circumstantial factors play their part, but they consistently fail to explain the whole story when they are outperformed by the less circumstantially fortunate. Here are the three most important factors in driving RoS.

In January 2024, we set a new record of 16,000 self-assessments and audits performed in MONITRR within 30 days. A few months later, we have now surpassed 33,000.

The leading precision agriculture organisation has chosen MONITRR’s network excellence and KPI programs to support its global network of retailers. The decision underscores the global impact of MONITRR and its industry-leading functionality in connecting and supporting a vast network.