Many suppliers are either appointed or recommended by manufacturers, so products such as F&I, oil and dealership management systems can become self-determining. While this can give a brand continuity, it can have the opposite effect on multi-franchise dealer groups.

It’s not just manufacturers that are undertaking the research and tendering process on behalf of their networks. The Retail Automotive Alliance, which celebrates its 10th anniversary this year, has presided over tenders with a total trade value of some £50 million, including products as diverse as tyres, paint, showroom furniture, oil lubricants, health insurance, credit card processing, number plates, fuel cards and bottled water.

Lifestyle Europe chairman Marc Matthew sits on its board: “Suppliers are asked to present their case covering all aspects of the supplier relationship. If need be, a working group of experts is formed to ensure a detailed approach is taken to gain the best outcome. Once the service provider has been selected, then it’s down to service level, coverage to the members, integrity and then price, possibly with an incentive to promote increased sales. Training is an expectation rather than an offering.”

The RAA board, made up of founders and a rotating list of members, is responsible for governance and strategy and each RAA member is a shareholder.

Matthew said: “Combined turnover of £2.5bn from its members allows real focus from suppliers, but also for a supplier, a one-stop shop. Going to market with this level of buying power significantly helps you obtain the best service and price.

“All core purchasing is carried out for the members by the RAA executives. For example, all engine oil purchases go via two suppliers obtained by the RAA for their product, service and cost. The RAA saves the average member £200,000+ per year on the basis of historical supply data and new supply deals.”

At Charters, a partnership with EDT, which supplies an engine-cleaning machine that removes sludge not extracted in an ordinary oil change, is an example of how a supplier partnership not only boosts revenue, but improves customer relations.

“It brings a healthy profit into the business and builds value into our customer relationships,” said Brown. “We were so impressed with the profit and customer feedback, we took a second machine. The fuel saving in particular seems to hit home. Most customers immediately notice a difference – one told me his old estate had never driven better.”

For Brown, EDT’s understanding of the sector was crucial and it is this grasp that often sets a supplier apart.