Parts Manager's Checklist for Coordinating Hot Shots Between Stores

A parts manager coordinating hot shots between stores needs a checklist covering part verification, cost allocation, inter-store billing, driver logistics, and delivery confirmation. The goal is to move the right part to the right store in the right condition without surprises on either end—and without creating accounting nightmares in your DMS.

What Is a Hot Shot and Why Parts Managers Need a System

A hot shot is an emergency parts transfer between dealership locations, typically triggered by a service advisor needing a component that isn't in stock at their store. A customer's vehicle is in the bay, the tech is standing by, and waiting three days for a regular parts order means losing labor hours and disappointing the customer. So you call the other store, confirm they have it, and move it—fast.

The speed is exactly why this breaks down. Parts managers juggle these transfers all week without formal documentation, and by month-end you've got:

Parts listed as shipped from Store A that never got billed to Store B
A $400 transmission cooler that three different ROs claim credit for
A driver who says he dropped it off Tuesday but the receiving store has no record
Inventory counts that don't match the physical

A structured checklist doesn't slow you down. It actually speeds things up because there's no confusion, no follow-up calls, and no re-work. Stores that get this right tend to move parts in under two hours from request to delivery and close their books without variance investigations.

Pre-Shipment Verification Checklist

Before the part leaves your dock, confirm three things: it exists, it fits, and you can afford to give it up.

Confirm Stock and Condition

Pull the part physically. Don't trust the DMS count alone. A part showing as in stock might be allocated to another RO, damaged, or sitting in a tech's tool box. Actually see it.
Verify the OEM part number and VIN-specific fitment. A 2019 Silverado transmission pan is not the same as a 2020. Check the requesting store's VIN or at least the year/model/engine combo. Confirm in the parts catalog,not from memory.
Inspect for damage or defects. If the part has a scratch, a dent, or a missing component, note it now. The receiving store will see it anyway; document it so there's no dispute later about who caused the damage.
Check expiration dates on fluid, filters, and wear items. A brake fluid jug that expired six months ago is a liability. Don't ship it.

Confirm Inter-Store Availability

Call and speak directly to the parts manager at the other store. Not a text. Not an email that sits for 20 minutes. A phone call. Confirm:

The part is physically there right now (not on order, not with a tech, not "pretty sure")
The condition and any known issues
Whether it's allocated to another RO or available to move
The exact OEM and aftermarket part numbers so there's no mix-up

Actually , scratch that. Better practice: ask them to pull it and hold it for you while you're on the phone. Takes 90 seconds more but eliminates the "we thought we had it but it's gone" situation that happens way too often.

Check Your Inventory Capacity

Can you afford to lose this part from your stock? If you're a single-store operation or the part is a high-velocity item, shipping it out means you're now short if a customer comes in. Check:

Current stock levels and sales velocity
Open ROs that might need it
Lead time to reorder and cost to expedite if you get burned

If you're on the edge, you can offer the other store a loaner arrangement: they use it, you get it back within 24 hours. Not ideal, but better than leaving your service bay without a critical part.

Billing and Cost Allocation Before the Handoff

This is where the wheels fall off for most dealerships. A $180 alternator moves between stores and nobody remembers to bill it until the receiving parts manager calls six days later asking why it's not on their invoice.

Establish the Billing Structure

Decide upfront: is this a standard inter-company transfer at cost, or is there a markup? Some groups apply a small percentage (5–10%) to discourage unnecessary hot shots. Others run it at cost to keep things simple. Whatever your policy is, document it and communicate it to both stores before the part moves.

In your DMS, you typically have an option to flag a parts transaction as an inter-store transfer. Use it. This is the kind of workflow Dealer1 Solutions was built to handle,the part moves out of Store A's inventory, into a transfer-in-transit status, and drops into Store B's receiving queue so there's a clear handoff point.

Assign the Cost to the Correct RO

The receiving store needs to know which RO this part is for. Include:

The customer's name and vehicle VIN
The RO number at the receiving store
The service that requires the part (e.g., "timing belt, 105k service on 2017 Pilot")

Don't assume the receiving parts manager will figure it out. Write it down and send it with the part,either on a printed label or via text/email confirmation.

Document the Transaction in Your System

Create a record in your DMS or a shared spreadsheet that includes:

Date and time of request
Part number, description, and cost
Sending store and receiving store
Receiving RO number
Authorization (who approved the transfer on each end)
Expected delivery time and actual delivery time

This becomes your proof of shipment. When the receiving store's controller asks why a part isn't on their invoice, you have the documentation ready.

Driver Logistics and Handoff Protocol

Getting the part from your dock to the other store's service bay involves logistics. Small miss here and the part sits in a car for six hours.

Choose the Right Delivery Method

You have three options:

A parts driver or service tech from one store makes the run. Fastest, most reliable for urgent needs. The person can confirm receipt on the spot.
A dedicated hot-shot courier service. Common in metro areas. You call, they pick up, they deliver. Takes 45 minutes to 2 hours. Costs $25–60 depending on distance.
A manager or BDC rep runs it during their next trip to the other store. Cheapest but slowest. Good for non-urgent transfers.

For a true hot shot,part needed in the next hour or two,option one is the only real choice. For routine transfers that aren't emergency, option three saves money.

Prepare the Part for Transport

Wrap it or box it appropriately. A transmission cooler rolling around in the back of a truck bed is asking for damage. Use bubble wrap, foam, or a box. Label it clearly with the receiving store and RO number.
Include a packing slip. Print or handwrite a label that shows part number, description, sending store, receiving store, RO number, and delivery date/time. Tape it to the outside of the box or package.
Take a photo. Before the driver leaves, snap a picture of the part in its packaging. Protects you if there's a dispute about condition.

Confirm Driver and Delivery Window

Text or call the receiving parts manager and give them:

Driver name and phone number
Expected arrival time (or "within the next 2 hours")
Part description and RO number

This way the receiving manager knows to watch for it and can pull the RO to be ready for the tech.

Receiving and Acceptance at the Destination Store

The receiving parts manager is your last line of defense for accuracy. Make sure they know the checklist.

Inspect Upon Arrival

Verify the part number matches the packing slip. Check the label on the part itself against what was written down. One number off and you've got the wrong component.
Check condition. Any new damage? Any signs the part was exposed to weather or temperature extremes? Note it immediately.
Confirm the RO number and customer vehicle match. The driver brought a fuel pump for RO #5432, but RO #5432 is a timing belt. That's a problem. Catch it now, not when the tech tries to install it.
Count quantities if it's a multi-unit shipment. Ordered two door panels, received one? Document it on arrival.

Create a Receipt Record

The receiving parts manager should:

Log the received part into their DMS as received (or update the inter-store transfer status to "delivered")
Note the date and time of receipt
Initial or sign off on the condition
Forward the packing slip to their controller or accounting team so the inter-store invoice is processed

Communicate Acceptance Back to the Sending Store

A simple text or email: "Hot shot received, 2 p.m., part in good condition, ready for tech." This closes the loop and confirms the receiving store has custody.

Post-Delivery Reconciliation and Follow-Up

The part is on the other store's dock. Your job isn't done. Reconciliation happens on both ends.

Verify the Receiving Store's RO Closure

Within 24 hours, check with the receiving store to confirm:

The part was installed successfully (no fitment issues, no defects found)
The customer vehicle passed inspection and was delivered
The RO is closed and the part cost is reflected in their P&L

If there's a problem,the part didn't fit, or it was defective,you need to know fast so you can issue a credit or arrange a return.

Check Your DMS for Billing Accuracy

At the end of the week, run a report in your DMS for inter-store transfers. Confirm:

Every part that shipped has a corresponding credit in your inventory
Every part that was received has a corresponding debit in the receiving store's cost center
No part appears as both shipped and received without a matched pair
The dollar amounts match on both sides

If your DMS doesn't have a clean inter-store transfer module, use a shared spreadsheet or even a checklist document. Some groups print a simple form, fill it out by hand, scan it, and file it. Not elegant, but it works.

Monthly Reconciliation Across All Hot Shots

Once a month, sit down with your accounting team and your peer parts managers at other locations. Review:

All hot shots initiated and received that month
Any parts that are still in transit or unresolved
Any billing discrepancies
Patterns: which stores request the most hot shots? Which parts move most frequently? Are there inventory opportunities?

This is gold data for planning. If Store B is perpetually short on transmissions, maybe you order differently. If hot shots are killing your gross margin because you're constantly giving up high-margin components, maybe you tighten the approval process.

Red Flags and Common Mistakes to Avoid

Watch for these:

Verbal agreements with no documentation. "Yeah, we'll owe you one" is not a business practice. Write it down.
Shipping a part without confirming the RO is actually open. The receiving store cancelled the job and never told you. The part arrives to a closed RO and now it's inventory.
Charging the customer twice because the part was billed at both stores. DMS entries not reconciled create duplicate charges. Catch this during post-delivery review.
Shipping a part with a known defect hoping the other store won't notice. They will. And you'll lose credibility and take a credit anyway.
Losing track of a part in transit for more than 48 hours. If you shipped it Tuesday and it's Thursday with no confirmation of arrival, call the driver and the receiving store immediately. A lost part is a failed RO.
Not updating your inventory counts. The part left your dock but it's still showing in stock in your DMS. Your physical counts will be off, and you'll order unnecessary stock.

Frequently Asked Questions

Should we charge a markup on hot shots, or transfer them at cost?

Either approach works, but be consistent. A 5–10% markup discourages unnecessary hot shots and compensates for the labor and logistics costs. At-cost transfers are simpler administratively but can incentivize abuse. Most groups in the Pacific Northwest run at cost to keep the network collaborative, especially in bad weather when stores genuinely need to cover for each other.

What if the receiving store rejects the part because it doesn't fit or is defective?

Issue a credit immediately back to your inventory and follow up with the supplier or manufacturer depending on the root cause. Document the rejection in your inter-store transfer record and notify your controller so the billing is reversed. This is why the phone call before shipment,confirming exact part number and fitment,is non-negotiable.

How do we handle hot shots after hours or on weekends?

Establish a protocol with your sister stores before the situation arises. Some groups have an on-call parts manager who can authorize and coordinate weekend hot shots. Others use a dedicated courier service that operates 24/7. The worst approach is to have a tech or service advisor run the part without documentation. Even a weekend transfer needs the same checklist applied.

Can we use a shared DMS module for hot shots across all our stores, or do we need a separate system?

If your DMS has an inter-store transfer or multi-location module, use it. It will automatically generate the billing and inventory adjustments. If not, a shared spreadsheet or even a printed form that gets scanned and filed works. The key is that every hot shot creates a written record that both stores and accounting can reference.

How often should parts managers communicate with each other about hot-shot patterns?

At minimum, monthly. Use the monthly reconciliation meeting to spot trends: which stores are chronically short on certain components, which parts are moving most frequently between locations, and whether your inventory planning can be adjusted to reduce hot shots. This kind of collaboration directly improves parts availability and reduces emergency transfers.

What's the best way to handle a hot shot when the requesting store's RO isn't opened yet?

Don't ship it. Ask the requesting store to confirm the RO number, customer, vehicle, and service before you move anything. A part arriving at a closed RO becomes orphaned inventory. Require the RO number in writing (text, email, or DMS message) before the part leaves your dock. This takes 30 seconds and prevents headaches.

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