Factory Connection Inc Manager, Parts Salary

Manager, Parts Salary at Factory Connection Inc BETA

How much does a Factory Connection Inc Manager, Parts make?

Avg. Base Salary (USD)

As of March 2025, the average annual salary for a Manager, Parts at Factory Connection Inc is $72,568, which translates to approximately $35 per hour. Salaries for Manager, Parts at Factory Connection Inc typically range from $63,670 to $83,554, reflecting the diverse roles within the company.

It's essential to understand that salaries can vary significantly based on factors such as geographic location, departmental budget, and individual qualifications. Key determinants include years of experience, specific skill sets, educational background, and relevant certifications. For a more tailored salary estimate, consider these variables when evaluating compensation for this role.

DISCLAIMER: The salary range presented here is an estimation that has been derived from our proprietary algorithm. It should be noted that this range does not originate from the company's factual payroll records or survey data.

Low $63,670

Average $72,568

High $83,554

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Factory Connection Inc Overview

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Website:

factoryconnection.com

Size:

<25 Employees

Revenue:

$5M - $10M

Industry:

MFG Durable

Factory Connection was founded by Mike McAandrews in 1988. Mike was a race mechanic and suspension technician for Kawasaki in the 80's. During his tenure at Kawasaki, he won several championships with Jeff Ward and also spun wrenches for Ron Lechien. The relationship with Kawasaki and KYB is where the name originated from. The original Factory Connection logo was drawn freehand in pencil by David Bailey on a napkin! In 1989, Mike was running Factory Connection in Rutland, Vermont and committed to being Bob Hannah's mechanic at Suzuki for his last year of racing. Bob used a Factory Connection shock that year and many of his teammates used suspension built by Mike and Factory Connection at several races that year. In 1992, Mike was asked to lead the R&D Department at Rock Shox by his longtime friends Steve Simons and Paul Turner. This was a difficult decision as Mountain Bike suspension was just taking off and Factory Connection was showing potential. Mike did realize Rutland, Vermont was a challenging location if Factory Connection was to grow. Mike was friends with Rick Zielfelder (Ziggy) and was even responsible for getting him hired by Dave Arnold and Roger DeCoster at Honda. While at Honda, Ziggy had the opportunity to work with HRA and Showa on pre-production testing of new CR models. Ziggy would work with Mike at Factory Connection during the busy times of the year. After much debate, Mike approached Ziggy regarding purchasing Factory Connection. The idea was for Mike to stay involved with development of settings and be available when needed. It was also suggested that New Hampshire would actually be a better location as it was closer to the New England motocross scene. The agreement was made and ownership transferred on November 16th, 1992. It was at that point, Factory Connection was relocated to Rochester, NH. Once in Rochester, Ziggy needed to share some of the work load. He turned to a person who had taught him a lot about racing many years earlier and was a trusted friend. Tim Street was the first ...

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What Skills Does a person Need at Factory Connection Inc?

At Factory Connection Inc, specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.

Customer Service: Customer service is the provision of service to customers before, during and after a purchase. The perception of success of such interactions is dependent on employees "who can adjust themselves to the personality of the guest". Customer service concerns the priority an organization assigns to customer service relative to components such as product innovation and pricing. In this sense, an organization that values good customer service may spend more money in training employees than the average organization or may proactively interview customers for feedback. From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. From that perspective, customer service should be included as part of an overall approach to systematic improvement. One good customer service experience can change the entire perception a customer holds towards the organization.
Pricing: Pricing is a process of fixing the value that a manufacturer will receive in the exchange of services and goods.
Inventory Control: Inventory control or stock control can be broadly defined as "the activity of checking a shop’s stock." However, a more focused definition takes into account the more science-based, methodical practice of not only verifying a business' inventory but also focusing on the many related facets of inventory management (such as forecasting future demand) "within an organisation to meet the demand placed upon that business economically." Other facets of inventory control include supply chain management, production control, financial flexibility, and customer satisfaction. At the root of inventory control, however, is the inventory control problem, which involves determining when to order, how much to order, and the logistics (where) of those decisions. An extension of inventory control is the inventory control system. This may come in the form of a technological system and its programmed software used for managing various aspects of inventory problems , or it may refer to a methodology (which may include the use of technological barriers) for handling loss prevention in a business.
Purchasing: Purchasing refers to a business or organization attempting to acquire goods or services to accomplish its goals. Although there are several organizations that attempt to set standards in the purchasing process, processes can vary greatly between organizations. Typically the word “purchasing” is not used interchangeably with the word “procurement”, since procurement typically includes expediting, supplier quality, and transportation and logistics (T&L) in addition to purchasing.
Wholesale: Buying and selling products in large quantities at a lower price to increase profitability through a high sales volume.

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