Yes — covering all three departments in one system is the entire point. Vehicle sales handles new and used units, quotations, trade-ins, the vehicle inventory and finance and insurance. Parts runs inventory, OEM ordering, and counter, trade and workshop sales. Service manages repair orders, labour operations and flat-rate times, technician scheduling, parts consumption and the vehicle service history. Because they share one platform, the connections that matter across departments just work: the service advisor sees live parts availability when booking a job; a repair order pulls parts from inventory and posts labour and warranty together; the vehicle's full history — every service, every part, every owner — sits against one record. Running these as one system rather than three is what lets a dealership see true profitability by department and by vehicle, and stop losing the customer in the gaps between the showroom, the parts counter and the workshop.

The dealership sits between the customer and the manufacturer or importer, and a good DMS makes that a clean, integrated connection rather than a set of parallel portals. On the warranty side, when a repair order includes warranty work, the claim is captured against that same order — the labour, the parts, the fault — and submitted to the OEM, with claim status and settlement tracked and reconciled back, so you can see what has been claimed, approved, paid and rejected. Recalls and service campaigns are handled against affected vehicles in your parc. On the ordering side, vehicle and parts ordering to the OEM can be integrated so stock replenishment and vehicle allocation flow through the system. Each manufacturer has its own interfaces, message formats and warranty rules, so this is always configured per OEM — but the goal is constant: capture the work once, in the flow of the repair, and let it move to the manufacturer, instead of re-keying it into a separate warranty portal and chasing settlement by hand.

Yes, and multi-site is where running on SAP pays off most. Each dealership or legal entity is modelled with its own accounting and local requirements, while sitting under one group structure — so a dealer group operating several franchises across locations runs them all in one system rather than a separate application per site. That gives you things a collection of standalone dealer systems cannot: parts stock visible and transferable across branches instead of each site ordering blind; a customer who bought at one location and services at another recognised as the same customer; and consolidated group reporting — sales, service, parts and finance across every site — in one place rather than merged from spreadsheets each month. It also means one OEM interface strategy, one master-data governance approach and one upgrade path for the whole group, which is a materially lower total cost than maintaining a patchwork of systems that each need their own integrations and support.

Vehicles are managed as individual units with full identity — VIN, specification, options, costs and status — from the moment they are ordered or taken in, through the yard, to sale and handover. Because each unit is tracked individually, you always know what is available, what is reserved, what is in preparation and how long it has been in stock. Stock aging is visible, which matters because unsold inventory is capital sitting still. Floor-plan financing — the wholesale finance that funds vehicle stock — is tracked against those units, so the carrying cost and the interest clock on each vehicle are visible rather than buried. That combination lets the dealership manage the thing that quietly determines profitability in vehicle sales: how fast stock turns and what it costs to hold. Aged units get flagged for action rather than discovered at year-end, and the true cost of a deal includes what it cost to hold the car until it sold.

Yes to both, and they are central rather than afterthoughts. Used vehicles are handled through their own lifecycle — trade-in intake and valuation, reconditioning (often a workshop job in its own right, with parts and labour costed against the unit), pricing and sale — so the true cost and margin of each used unit is known, not estimated. Finance and insurance is where a large share of a deal's profit frequently sits: the DMS supports capturing finance and insurance products as part of the sale, tied to the vehicle and the customer, so F&I is part of the deal record rather than a separate conversation on a separate system. Because used sales, reconditioning through the workshop, F&I and the eventual service relationship all sit against one customer and one vehicle record, you can see the full economics of a customer over time — which is exactly the lifetime view that turns a one-off transaction into a retained, repeat relationship.