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Solution · Operations & qualitySaturday's handover is confirmed from a complete file, and every desk sees what is still open
From contract to handover without a missing document
A signed contract opens a delivery file with owners and due dates counted back from the slot; robots move the documents, people confirm the facts, and the customer hears a date only when the file allows it.
Executive summary
Stop moving handover slots on Friday because a document, a fitting or an invoice was nobody's job until Saturday.
The file opens itself.
Chasing across six desks becomes a handful of confirmations in Teams; the adviser's afternoon goes to the next customer and the handover itself.
each brand's DMS; the register and VIN folders on SharePoint; the parts desk's order list
Business problem
Vehicle delivery
Between a signed contract and a handover sit up to forty steps in six pairs of hands: the financing decision and its documents, the registration set and the trip to the registration office, the pre-delivery inspection, the accessories and their fitting, the invoice with the right buyer on it, the delivery reported to the importer. Each belongs to a different desk, and only the adviser who sold the car holds the whole picture.
The car is rarely late because the importer was late. It is late because the registration document is not back, the towbar was ordered on Wednesday, or the invoice names the customer where the leasing company should be. The slot is moved by phone on Friday afternoon, and the customer answers the importer's satisfaction survey days later; in most bonus schemes that score and the reported delivery are the sale. Nine sites produce nine versions of the same delay, and nobody counts them.
How it works today
Nine sites, nine variants; this is the common shape.
- PersonThe adviser signs the contract, takes the deposit and writes the customer, the car and a promised Saturday on the whiteboard; the plan goes into a notebook
- PersonThe F&I specialist files the financing application in the finance partner's portal; the decision and the missing documents come back by email and reach the adviser on request
- WaitingThe registration set (invoice, certificate of conformity, power of attorney, insurance confirmation, identity data) is assembled when someone remembers; the runner goes to the office once enough files justify the trip
- SystemThe inspection is booked by walking to the workshop reception, accessories are ordered on a note, and accounting issues the invoice when the adviser emails
- Risk of errorNobody compares the file with the slot until Friday: the plates are not back, the fitting is not done, or the invoice carries the wrong buyer; the slot is moved by phone
- SystemThe registration desk reports the delivery in the importer's portal when it reaches the pile, sometimes after month end
Why the current process costs more than it appears
The cost grows where nobody is looking.
- Fifty-five minutes of chasing per delivery never appears as a job: it is spread across six desks in one-minute calls about different cars.
- Moving a slot is the moment the satisfaction score is decided, and no report counts moved slots or why they moved: the importer's car, our file, or the customer.
- Inspections booked on the day compete with repair orders that pay, so every Friday the foreman chooses between a paying customer and a waiting one.
- Registration reported after month end shifts a sale into the next period of the volume scheme; an invoice with the wrong buyer costs a correction and a week.
Cost of inaction
Moved slots are absent from these rows on purpose: the satisfaction score, and whatever bonus follows it, cannot be priced without your own importer contracts. What can be said is where the score is decided: on the Friday call that moves the Saturday. The rows price only the finding out.
The rest holds as long as the whiteboards do: an invoice with the wrong buyer once a week, a registration reported into the next period once a month, a Saturday inspection in front of a paying repair order, and a plan that leaves with every adviser on holiday.
A plausible organisation with realistic proportions. The figures are there to be recalculated on your data; they are not a client result.
A dealer group in Poland: four brands, one premium, nine sites, one DMS per brand, an importer portal per brand, Microsoft 365 with Teams on every desk and showroom tablet.
620 vehicle handovers a month, about 420 new and 200 used; roughly half to companies and leasing companies; about 60% financed; around 45% with an accessory or a fitting.
Each delivery is planned on the whiteboard and in a notebook; six desks are chased by phone and on foot; whether Saturday is possible is checked on Friday afternoon, if at all.
About 55 minutes of chasing and coordination per delivery, an inspection diary filled on the day, and slots moved for reasons nobody writes down.
A status change in the DMS opens a delivery file with the steps for that brand, financing type and buyer type, each with an owner and a due date counted back from the slot; robots do the document steps, people confirm the rest in Microsoft Teams, and the written confirmation leaves only from a complete file.
In the modelled case the chasing goes, a slot is confirmed from a complete file or moved days ahead with a reason, and the delivery reaches the importer's record on the day. All of this is modelled, none of it measured.
Proposed solution
The file opens itself. When a contract in the brand's DMS reaches sold with deposit received, a robot creates a row in the handover register, a SharePoint list shown as a tab in the site's Teams channel, and a folder for the VIN. A table the brand director owns decides what goes in: brand, financing type and buyer type select the steps, name the desk that owns each, and say how many working days before the slot it must close; due dates count back from the slot the adviser enters.
Robots do the document movement: the document request to the F&I desk, the registration set with the power of attorney and the insurance confirmation, the accessory order, the inspection and the fitting booked in the workshop diary at the right distance from the slot, the invoice drafted with the buyer the contract names. Everything that needs a person is an Action Center task in Teams, at a desk or on a showroom tablet; nothing is diagnosed, decided or signed by a robot.
Every morning a robot counts open steps against their due dates and reminds the owners; a step that makes the slot impossible goes to the site manager as an exception. The written confirmation to the customer leaves only from a complete file or an accepted exception; on Monday the site manager sees the week and every open step on a Power BI board in the channel. No AI; every rule is a row in a table.
UiPath Orchestrator queues, time triggers and credential store; UiPath Integration Service connectors for Microsoft OneDrive & SharePoint, Microsoft Teams and Microsoft Outlook 365; UiPath Action Center tasks with actionable notifications in Microsoft Teams; SharePoint lists and libraries with Purview retention labels; Power BI as a Teams tab
The register and VIN folders, the step table, the robots for each document step, the morning sweep, the Action Center tasks and the protocol, the confirmation templates with the channel check, the Power BI board, the runbook
Each brand's DMS (contract status, workshop diary, invoice draft) through its API where one exists, otherwise its screens; the finance partners' portals and the importer's delivery record through their screens
How the automated process works
- AutomationA contract reaching sold-with-deposit in the DMS opens the file: register row, VIN folder and the step list with owners and due dates
- AutomationRobots run the document steps: financing document request, registration set, accessory order, inspection and fitting in the workshop diary, invoice draft with the right buyer
- PersonAction Center tasks in Teams: the F&I specialist confirms the signed set, the registration desk the plates, the foreman the inspection and fitting, accounting the invoice and payment
- AutomationEvery morning the robot compares open steps with their due dates, reminds owners, and sends a step that would break the slot to the site manager as an exception
- AutomationWhen the file is complete, or an exception accepted, the robot checks the contact channel agreed at signing and sends the confirmation with date, time, site and what to bring; until then no written promise leaves
- PersonAt handover the adviser walks the customer through the car and completes the protocol task on the tablet: mileage, charge, accessories, documents, keys
- AutomationThe robot reports the delivery in the importer's portal, closes the file and posts the day's handovers to the site channel
Human-in-the-loop model
Automation handles
- Opening the file and selecting steps, owners and due dates for that brand, financing type and buyer type
- Document requests, the registration set, the accessory order, the inspection booking, the invoice draft
- The morning sweep, reminders, escalations, the confirmation to the customer and the report to the importer
People decide
- The financing decision (the finance partner) and whether the signed set is complete (the F&I specialist)
- Whether the car is ready: the technician inspects and fits, the foreman confirms
- Whether to deliver with a documented exception, say an accessory fitted at the first service: the site manager
- The slot, the conversation with the customer and the handover itself: the adviser
Before and after
Systems and integrations
Everything below runs on licences and systems you already hold, or would need anyway.
Inputs
- contract status and deposit in each brand's DMS
- financing type and buyer type
- the finance partner's decision and document list
- accessory lines on the contract
- the target slot
- the contact channel agreed at signing
Automation layer
- UiPath Orchestrator
- UiPath Robots
- UiPath Integration Service
- UiPath Action Center
Target systems
- each brand's DMS
- the register and VIN folders on SharePoint
- the parts desk's order list
- the importer's delivery record
- Power BI semantic model
Human touchpoints: Action Center tasks in Teams for four desks; the register tab in each site channel; the exception task for the site manager; the protocol task on the tablet; the Monday board in Power BI
Technologies used
open files, run the step table, draft, book, order and report; the morning sweep on a time trigger; queues, credential store, audit log
Aregister rows and VIN folders; channel posts; document requests and the confirmation to the customer
Astep confirmations by four desks, the exception task, the protocol on a tablet
Athe register as a list in the site's Teams channel, one folder per VIN, retention labels
Athe weekly board as a Teams tab: handovers per site and day, open steps by owner, moved slots by reason
Acontract status, vehicle status, workshop diary, invoice draft; API where one exists, otherwise its screens
Cfinancing decisions and document lists; the delivery record; screen-based unless an interface is offered
CIllustrative economic model
A model, not a promise.
Only chasing and coordination are priced: 55 minutes per delivery blended across six desks, at €24 an hour, a fully loaded cost in Central Europe. The handover itself, the inspection and the financing decision are not counted. Replace the minutes with your own; the result is capacity released, not people removed.
Run the numbers on your data
An illustrative estimate from your own inputs. It models released capacity; it is not a promise of savings.
Business benefits
- Chasing across six desks becomes a handful of confirmations in Teams; the adviser's afternoon goes to the next customer and the handover itself
- A slot is confirmed in writing only from a complete file, so a Saturday is kept or moved days ahead with a reason, never cancelled on Friday
- Inspections and fittings enter the workshop diary a week before the slot, so the foreman plans them instead of absorbing them
- The invoice names the right buyer the first time, and the delivery is reported to the importer on the day, inside the period it belongs to
The management view
- Every handover of the week, per site, with open steps, owners and due dates on one board: "what is still open for Saturday?" replaces "how is it going?"
- Moved slots counted by reason, the file, the importer's car or the customer, which is the number the satisfaction score follows
- Days from contract to handover per brand and financing type, and the steps that most often push the slot
Board-level KPIs
Security and governance
Control is not an add-on.
- The robot's DMS account reads contracts and vehicle status and writes workshop bookings and invoice drafts, nothing more; secrets sit in Azure Key Vault or the Orchestrator credential store
- Register, VIN folders, protocols and confirmations stay in your Microsoft 365 tenant, visible per site to that site's desks; the robots and their audit log run in the EU region of UiPath Automation Cloud
- Identity data for the power of attorney is the minimum the registration office requires; a kept copy carries a Purview retention label and is disposed of on your data protection officer's schedule
- A desk closes only its own steps and every closure, reminder and confirmation is logged against the VIN; the confirmation to the customer carries only the delivery details, goes on the channel agreed at signing, and never touches marketing consents
Why now
Since 1 January 2024 the Polish Road Traffic Act (art. 73aa and art. 140mb) has attached financial penalties to a late application for registration; the deadline is the buyer's, but the file that meets it sits on the dealer's registration desk
Companies and institutions registered 411,000 of the 597.4 thousand new passenger cars in Poland in 2025 (PZPM and KPMG, 3 February 2026); a corporate delivery carries a leasing company on the invoice and a fleet manager booking several slots at once
At 620 handovers a month the chasing alone is worth about €13,600 of desk time every month before a single moved Saturday is priced; the tasks in Teams, the list row that starts a UiPath job and the Power BI board run in the tenant the group already pays for
Relevant executive roles
The satisfaction score across four brands stops being read after the fact and starts being managed on the Tuesday before the Saturday
Saturday is planned from a complete file, and the weekend argument between sales, workshop and the registration desk ends
Inspections and fittings arrive in the diary a week ahead; the foreman stops choosing between a paying repair order and a waiting customer
Invoices carry the right buyer the first time, deliveries reach the importer's record inside the period, and deposits, financing payouts and registration sit in one file per VIN
Common questions and objections
Then the file reads it. What the checklist lacks is the due date counted back from the slot for six desks, the task in Teams where the foreman and the registration desk work, and the view across four brands on one board.
That is why the step list is a table the brand director owns, not code; a new standard, financing product or accessory rule is a row change, read on the day the file opens.
They will, and they should. What changes is that the written confirmation leaves only from a complete file, and on Tuesday the adviser sees what would stop Saturday.
When this is not the right solution
- One site with a handful of handovers a week: a shared list with due dates and a Friday review will do
- The DMS does not reliably hold contract status, financing type and the accessory lines; a file would open from wrong data, so DMS discipline at the point of sale comes first
- The slot moves because the importer delivers late or the finance partner decides slowly; no file shortens either, and that conversation belongs with the brand director
A question for the next management meeting
Whose job is it in this group to know on Tuesday that a Saturday handover will not happen, and what does that person look at today to know it?
Implementation approach
The first week looks the same at every client: we look at the data.
We deliver
- Discovery with two sites, the F&I desk, the registration desk and a foreman: the real step list per brand, financing type and buyer type, owners and durations
- The register, the VIN folders and the step table with owners and due dates
- The robots, the morning sweep, the Action Center tasks, the confirmation templates with the channel check, the Power BI board
- A pilot at one site with one brand, then rollout brand by brand with hypercare and a runbook for the registration desk
We need from you
- Three months of handovers from two sites with the dates each step closed, and the slots that moved with the reason
- A group process owner for delivery, a brand director for the step table, a site director for the pilot
- Robot accounts for each DMS, the importer portals, the finance partners' portals and the service mailbox
Stages
Discovery
Step lists, owners, durations, exception types; DMS and portal screens
Design
Register, step table, escalation rules, templates, security model
Build
Robots, DMS and portal integration per brand, Action Center tasks, Power BI board
Pilot and rollout
One site and one brand under the registration desk's supervision, then the remaining brands and sites with hypercare
Departmental. Effort follows the number of DMSs and whether each exposes contract status and the workshop diary through an interface, and how far step lists differ between brands.
Saturday's customer is on the whiteboard. Friday's missing document is not.
Send us last month's handover list from two sites, with the slots that moved and the reason where anyone wrote it down. We come back with a written read-out: which reasons were the importer's, which were the file's, and a first estimate of the desk hours behind the chasing.
Reconstruct last month's moved slotsThe neighbouring process usually has the same problem
Deals close in the CRM, then wait a week for someone to set up the customer, the project and the billing.
View solution Operations & qualityThe right car at the right site, and demonstrators in viewStop moving cars between sites on a phone call and finding out where the demonstrators are by asking.
View solution Finance & accountingF&I commissions matched to the deal that earned themYour F&I income is checked when an adviser asks about a bonus, not when a partner underpays.
View solutionIndustries we deliver this in most oftenAutomotive retail