Director of Parts & Service Sales at Dobbs Peterbilt

Memphis, Tennessee, United States -

Full Time

Start Date

Immediate

Expiry Date

20 Mar, 26

Salary

0.0

Posted On

20 Dec, 25

Experience

5 year(s) or above

Remote Job

Yes

Telecommute

Yes

Sponsor Visa

Skills

Sales Strategy, Market Development, Negotiation, Pricing Strategy, Inventory Management, Customer Retention, Analytical Skills, Leadership, Team Development, Parts Sales, Forecasting, Procurement, Cross-Functional Collaboration, Performance Management, Marketing Alignment, Labor Selling Strategy

Industry

Truck Transportation

Description

Description Dobbs Truck Group operates 25 commercial truck dealerships through two operating companies – Dobbs Peterbilt and Western Truck Center. These dealerships represent some of the best commercial truck brands including Peterbilt, Volvo, Mack, Autocar, and Hino and include locations in Arkansas, California, Louisiana, Mississippi, Oregon, Tennessee, and Washington. I. General Job Description This role is responsible for the sales performance, growth, and strategic direction of Dobbs Truck Group’s parts and service sales. This includes OEM, TRP, and aftermarket parts, as well as the intentional labor-selling strategy executed through OPSRs. The role sets the organization’s sales strategy, drives revenue and market share expansion, leads parts pricing and procurement negotiations, and establishes the sales discipline required for consistent execution across all branches. In addition, the role oversees the development of inside parts sales teams and regional phone room talent to strengthen selling capability and support the overall sales strategy. Key Responsibilities Strategic Leadership: Parts Revenue, Market Share and Growth Build and execute the strategic plan to grow OEM, TRP, and aftermarket parts revenue across all regions. Identify markets, segments, and product categories where DTG can expand market share. Develop a multi-year roadmap tied to revenue, gross profit, and customer penetration targets. Provide clear guidance to branch leadership on how the strategy cascades locally. Pricing Strategy, Procurement and Vendor Negotiation Lead all parts pricing negotiations with PACCAR and aftermarket suppliers to secure competitive programs, rebates, and purchasing advantages. Own the pricing architecture for OEM, TRP, retail, fleet, promotional, and competitive aftermarket lines. Establish margin targets, discount structures, and exception approval standards to ensure disciplined pricing execution. Build profitability and parts pricing models to guide executive decision-making. Inventory and Demand Alignment to Support Sales Strategy Partner with Purchasing to ensure stocking levels support demand, sales opportunity, and customer requirements. Use market data, customer patterns, and opportunity analysis to align stocking decisions with sales strategy. Improve fill rates, inventory turns and reduce obsolescence across the network. Develop strategic stocking recommendations based on growth opportunities rather than historical purchasing alone. Outside Parts Sales (OPSR) Sales Model and Effectiveness Define the operating model for OPSRs, including territory assignments, account segmentation, visit cadence, prospecting structure, and call reporting. Build and implement performance expectations and sales behavior standards for consistent execution across all branches. Create a compensation strategy for outside parts sales that includes parts and labor opportunities. Establish and lead the intentional labor-selling strategy executed through OPSRs, partnering closely with the Director of Service to ensure alignment on programs, training, and clear performance targets that drive increased labor revenue through OPSR customer interactions. Establish annual OPSR goals that support growth objectives and enable the overall parts sales strategy. Set OPSR parts sales goals that align with and complement the annual budget target. Develop all-makes OPSR goals designed to increase wallet share with customers and expand DTG’s share of business across all markets. Partner with Parts Managers to execute onboarding, coaching, and accountability for OPSRs. Customer Strategy, Market Development and Key Accounts Partner with local teams to grow revenue through new customer acquisition and expand wallet share with existing accounts. Support key account management, including customer visits, strategy development, and retention planning. Lead initiatives to improve customer retention, satisfaction, and parts penetration across all customer types. Partner with Service leadership to increase parts sales through labor opportunities, upsell packages, and improved technician and advisor recommendations. Marketing Alignment and TRP Growth Strategy Lead the marketing team to support OEM, TRP, and aftermarket sales initiatives. Ensure marketing campaigns, promotions, and digital outreach directly align with sales priorities. Drive TRP growth strategy, including brand presence, category penetration, and market expansion. Support digital ordering pathways, online catalog usage, and customer portal adoption to expand customer access and retention. Provide strategic direction and oversight to the marketing function to ensure alignment, consistency, and execution of the organization’s parts and service sales strategy. Cross-Functional Influence and Leadership Influence Parts Managers, General Managers, Service Managers, Purchasing, and Marketing to execute the parts sales strategy with consistency and discipline. Establish standards and ensure alignment to pricing, customer strategy, and sales expectations. Drive accountability through data, transparency, and clear leadership expectations across the organization. Partner with Warranty and Accounting to protect margin, improve core returns, and reduce administrative loss. Onboarding, Training and Development Create an onboarding plan for all parts sales representatives for Parts Managers to execute. Establish training standards, development paths, and performance expectations for OPSRs and inside sales roles. Lead the development and training strategy for inside parts sales and regional phone room teams to strengthen selling capability, customer interaction quality, and alignment with companywide sales priorities. Equip branch leaders with tools and coaching frameworks to support skill development and execution. Reporting, Analysis and Performance Management Build tracking mechanisms and dashboards to measure sales performance, pricing execution, market penetration, and OPSR effectiveness. Provide reporting to executive leadership with insight-driven recommendations tied to strategy. Ensuring data transparency supports decision-making, accountability, and performance improvement. II. Qualifications Seven to ten years of experience in heavy-duty parts, aftermarket distribution, or parts sales leadership. Demonstrated success in pricing, negotiation, sales strategy, and market development. Strong analytical capability and experience with forecasting and profitability modeling. Proven ability to influence across decentralized branch structures. Experience building parts sales strategy in a growth-oriented environment is strongly preferred. III. Mental Capability Requirements Comprehension: Ability to understand opposing points of view on highly complex issues, negotiate, and integrate different viewpoints. Organization: Ability to organize and prioritize work schedules of others on long-term basis. Reasoning & Decision Making: Ability to make decisions with significant impact on department’s credibility, operations, and services. Communication: Ability to formulate complex and comprehensive materials, such as legal documents, authoritative reports, official publications of major scope and impacts, and make formal presentations. Mathematics: Ability to compute, analyze, and interpret complex statistical data and develop forecasts and computer models. IV, Physical Demands and Work Environment The physical demands and work environment characteristics described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodation may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is occasionally required to stand, walk, sit, use hands and arms to handle or feel objects, tools or controls, reach with hands and arms, climb stairs, balance, stoop, kneel, crouch or crawl, talk or hear, and taste or smell. The employee must occasionally lift and/or move up to 25 pounds. Specific vision abilities required by the job include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus. While performing the duties of this job, the employee is not exposed to weather conditions. The noise level in the work environment is usually moderate. V. Common Expectations of Performance for all Employees The following includes common expectations for all employees of the Company. The evaluation of job performance will be based on these common expectations as well as the position-specific responsibilities described above. Communications, Teamwork, and Feedback to Others Contribute to a work environment that is based on trust and respect. Have discussions on a regular basis with their manager to discuss opportunities to best achieve individual performance objectives and departmental goals. Suggest ways to improve the efficiency of conducting their job duties. Promote continuous improvement and change to support company growth. Mentor others unselfishly. Give credit where it’s due. Company Loyal Policies and Work Ethic Adhere to the policies contained in the Employee Handbook. Adhere to the Company’s Employee Conduct Policy. Support management decisions toward meeting company goals. Be open and receptive to new ideas, regardless of their origin. Make prudent decisions, which are based on the best interest of the Company and its long-term future. We are an Equal Opportunity Employer Dobbs Truck Group operates 23 commercial truck dealerships through two operating companies – Dobbs Peterbilt and Western Truck Center. Dobbs Peterbilt and Western Truck Center are equal opportunity employers that value a broad diversity of talent, knowledge, experience, and expertise. We foster a culture of inclusion that drives employee engagement to deliver superior performance to the communities we serve. Dobbs Peterbilt and Western Truck Parts do not discriminate in hiring or employment on the basis of race, color, religious creed, national origin, sex, ancestry, pregnancy, genetic information, gender identity, sexual orientation, or marital status; or on the basis of age against persons whose age is 40 and over, or on the basis of physical or mental disability; or to disabled veterans or to Vietnam veterans. We are proud to be an affirmative action employer and encourage minorities, women, individuals with disabilities, and veterans to join our team.

Responsibilities

The Director of Parts & Service Sales is responsible for the sales performance and strategic direction of parts and service sales, including OEM and aftermarket parts. This role involves leading pricing negotiations, developing sales teams, and executing a comprehensive sales strategy across multiple regions.