In case you missed out on the MSO feature in the Jan/Feb issue this is the last of the interviews. Next week we will begin to publish the collaborative groups interviews.
AMA Group
Sites: 180
Employees 3700
Type of work: All collision, parts supply
Established: 2006
No of apprentices: 300
Funding: Publicly funded
Sites in: Nationwide
AMA Group is the biggest MSO in the industry by a few country miles and has had a turbulent ride over the last couple of years. Wholesale changes in management and the biggest challenge for a volume repairer – long lockdowns – in the major markets. We caught up with Mathew Cooper, chief operating officer to find out what’s in the pipeline. Cooper's last role was with Bapcor (which includes the Bursons brand) and he has plenty of experience with multi-site outlets and large supply chains. In response to the core values of AMA Cooper said: “We’re still going through a development process and we’re seeking feedback from our people. Our focus is really on our people and doing things right – that’s at our core.”
In terms of network development Cooper said the AMA Group is still planning to grow. “It’s not all about size for us. We will be undertaking a very detailed network development plan. We’ll look at what our customer needs are around the country and, as we do that, we will look at where to extend our network,” he said. “It’s not about the size of our network, it's about the quality of our network and making sure we have the right people in the right places to be able to execute what we need to do."
Talking about the talent shortage Cooper said the group has a 10 per cent shortfall in technicians which is fine at the moment but as volume returns it will be a problem. “We have to be careful that we don’t get a blow out in wages and that poor behaviours don’t set in,” he said.
AMA Group already has around 300 apprentices and is looking to put on another 168 next year. “That investment is so critical for the whole industry and we have a big role to play in that,” he said.
“We’re focussed on developing new talent and retaining the talent that we have. We will also look further into international talent when the borders open, as we have in the past.
“This is why the value proposition working for us is so vital – career progression and training and development is something we can offer.”
I asked about the challenges of working on a fixed price model when repairs have become more complex. Cooper said that AMA is in talks with repair partners letting them know what is sustainable.
“Part of our role is to ensure that repairers are getting paid an appropriate amount for the work that they are doing which allows the whole industry to be successful,” he said.
Cooper cited availability of technicians and also population movement as challenges. “A lot of people have moved out of metropolitan areas during the COVID pandemic. Then there’s vehicle technology challenges – ADAS, the increasing complexity of repairs and higher parts replacement costs because of the heightened technology. Car parc complexity is another challenge when it comes to speed of service.”
In the opportunities section, CEO Carl Bizon has been talking about the three Ps – partnerships, procurement, and people. “We’ll be developing our parallel parts importing to help with cost of repairs. Recycled parts are also an opportunity – we’re the biggest dismantler in the nation," he said.