What this checklist covers
Aftersales is where most dealerships make a dependable profit, and where small slips add up fast. A monthly KPI review turns the numbers into a short list of actions: which bays sit idle, which customers stopped coming back, which repairs came back. This checklist is the agenda for that review.
The Aftersales KPI Review Checklist is a 15-point scorecard for service revenue, parts revenue, retention, productivity, CSI, and warranty performance. Each criterion is scored from 1 to 5 on what the auditor sees on the day, and every gap goes into an action plan with an owner and a close date.
AutoSmart tip: Aftersales KPI reviews are only as useful as the decisions they drive. The key audit question is not whether the numbers are being reported — it’s whether the review meeting produces documented actions with owners and due dates. A KPI dashboard that’s reviewed weekly but produces no traceable corrective actions is a compliance exercise, not a management tool.
The checks
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Revenue performance
- Is service labour revenue tracked monthly against target, with variance analysed by category (maintenance, mechanical, warranty, body) rather than as a single total?
- Is parts revenue tracked separately, with parts- to-labour ratio reviewed to identify upsell or inventory supply opportunities?
- Is revenue per repair order tracked, with trend analysis identifying whether revenue changes are driven by volume or by average transaction value?
- Is a revenue recovery opportunity identified for recurring revenue gaps (e.g., low maintenance capture, low accessory attachment), with an action plan in place?
Productivity and bay utilisation
- Is technician efficiency (standard hours produced versus hours attended) tracked and reviewed weekly, not only in monthly reports?
- Is bay utilisation tracked as a distinct metric from technician efficiency, with underutilised bays reviewed for structural versus demand- related causes?
- Is workshop throughput (number of repair orders completed per day) tracked and used to validate capacity planning and staffing decisions?
- Are productivity KPIs shared with the workshop team, not held only at management level?
Customer experience and retention
- Is CSI (Customer Satisfaction Index) or equivalent score tracked at advisor level, not only as a dealership aggregate?
- Is repeat repair rate tracked and reviewed as a quality KPI, with a target threshold defined and monitored?
- Is service retention rate (returning customers as a percentage of the vehicle parc) tracked on a rolling basis?
Warranty performance and reporting discipline
- Is warranty claim volume, approval rate, and rejection rate reviewed as a set of related metrics rather than in isolation?
- Is warranty cost as a percentage of service revenue tracked, with increases investigated for root cause?
- Are all KPIs reviewed in a structured management meeting on a defined cycle (daily/weekly/monthly as appropriate), with action owners and deadlines recorded?
- Is there evidence that KPI review meetings result in actionable decisions, not only a verbal discussion with no documented follow-through?
How to run it
How the scoring works
Before the visit, fill in the dealer or centre, the auditor, the date and the audit cycle. Then score each of the 15 checks from 1 to 5 on what you see on the day, not on what the site aims for, and add them up out of 75.
- 1Not in place
- 2Attempted
- 3Defined
- 4Managed
- 5Fully sustained
- Green60–75 · 80–100%Compliant. Keep the standard.
- Amber38–59 · 50–79%Improvement needed: a structured action plan within 30 days.
- Red0–37 · Below 50%Priority intervention, escalated to regional management.
Then close every gap
Each gap goes into the action plan tracker and moves through four stages until the auditor closes it.
- 1PendingOwner and close date set
- 2In progressWork under way, evidence gathered
- 3CompletedEvidence submitted for review
- 4ApprovedVerified and closed by the auditor
Questions about this checklist
Which aftersales KPIs matter most?
Labour revenue, technician productivity, customer retention, satisfaction and repeat repairs usually tell the clearest story. Your brand may define others.
How long should the review take?
About an hour a month if the numbers are prepared in advance.
Can it be run across a network?
Yes. In AutoSmart each dealer completes the same review and the network sees every site’s actions on one dashboard.
