Used Car Manager
Listed on 2026-09-24
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Management
Operations Management, General Management, Supply Chain & Logistics
Used Car Manager Bob Boyte Honda of Brandon
Location: Brandon, Mississippi
Department: Variable Operations
Reports to: General Manager and General Sales Manager
Employment status: Full-time, exempt management position
The Used Car Manager is responsible for the profitability, quality, acquisition, pricing, merchandising, and turn of Bob Boyte Honda of Brandon’s pre-owned inventory.
This leader must maintain the right inventory mix, accurately appraise trades, control reconditioning expenses, eliminate unnecessary aging, and help the sales team maximize both volume and gross profit. The Used Car Manager is expected to be highly visible on the sales floor, actively involved in deal structure, and accountable for every pre-owned vehicle from acquisition through retail or wholesale disposition.
Success in this role requires strong automotive judgment, disciplined inventory management, urgency, integrity, and the ability to lead through clear expectations and measurable results.
Primary Responsibilities Inventory Acquisition and AppraisalAppraise all trade-ins accurately, competitively, and promptly.
Establish clear values based on condition, market demand, retail potential, history, reconditioning requirements, and current wholesale data.
Purchase vehicles through customer trades, service-lane opportunities, direct consumer purchases, auctions, dealer trades, and approved digital acquisition channels.
Maintain an inventory mix aligned with actual customer demand, historical sales, market pricing, and dealership objectives.
Avoid overpaying, speculative purchasing, duplicate inventory, and vehicles that do not fit the dealership’s retail strategy.
Track appraisal volume, appraisal closing rate, acquisition source, projected gross, and actual appraisal performance.
Review missed trades and lost acquisition opportunities with the sales management team.
Maintain an appropriate days’ supply based on current retail demand and dealership sales objectives.
Review the complete used-vehicle inventory every day.
Establish a written action plan for every vehicle approaching 45, 60, and 75 days in inventory.
Ensure no vehicle reaches 90 days without a documented, management‑approved disposition plan.
Recommend timely price changes, manager specials, transfers, wholesale disposition, or other corrective action.
Prevent emotional ownership of inventory. Vehicles must be managed according to market conditions and financial performance.
Balance inventory turn with gross‑profit preservation.
Price every vehicle competitively using current market data, comparable listings, condition, equipment, history, and dealership strategy.
Review market position and pricing daily.
Maintain pricing that supports both lead generation and acceptable gross profit.
Monitor price-to-market percentage, competitive‑set position, online engagement, vehicle‑detail-page activity, leads, and days in inventory.
Adjust pricing before aging destroys gross—not after the vehicle becomes a problem.
Ensure all advertised prices and vehicle representations are accurate and compliant.
Complete an initial condition assessment immediately after acquisition.
Work closely with the service and parts departments to control reconditioning cost and cycle time.
Approve reconditioning according to the dealership’s established authority limits.
Challenge unnecessary repairs while ensuring vehicles meet safety, quality, appearance, and customer‑experience standards.
Monitor estimated versus actual reconditioning expenses.
Target a three‑business‑day‑or‑less reconditioning cycle whenever parts availability and repair complexity allow.
Ensure vehicles are cleaned, photographed,…
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