01 / COLLECTION
Different systems, different formats
Some dealers can provide an API or scheduled file; others still send spreadsheets. Each source needs an agreed mapping and a practical collection path.
Dealer Network Reporting · Dubai & GCC
Available to scope · Custom reporting solution
Make dealer data ready for regional and global HQ.
When every country and dealer sends a different export, your regional office becomes the reconciliation team. We design custom BI and data workflows that bring those sources into a consistent view of sales, aftersales, parts, and finance performance.
For regional COOs, aftersales leaders, finance teams, and BI owners responsible for multi-country dealer reporting.
A Specific Reporting Problem
Why the monthly HQ pack still takes days
A dashboard cannot resolve a disputed definition or a missing dealer feed. Dealer network reporting works when the inputs, business rules, and exceptions are visible to the teams accountable for them.
02 / RECONCILIATION
One KPI, several answers
Regional sales, aftersales, and finance teams may calculate the same measure differently. Definitions and source ownership must be settled before publishing a shared view.
03 / GOVERNANCE
HQ needs detail it can defend
Country totals need to reconcile to dealer detail, while each user sees only the data appropriate to their role. Exceptions should be traceable, not hidden in a workbook.
ILLUSTRATIVE REPORTING QUESTION
Why does service revenue differ between the dealer report and the HQ pack?
One team may use invoice date while another uses posting date. Warranty work, returns, tax, currency conversion, or a late dealer file can change the total. A reliable report makes those rules and gaps visible before people compare performance.
DefineAgree the period, currency, tax treatment, and which service transactions count.
ValidateRecord the source, dealer coverage, missing fields, and late or rejected files.
ReconcileTrace each dealer total into the country and regional roll-up, with exceptions assigned to an owner.
PublishGive HQ a figure with its definition, freshness, and unresolved gaps attached.
For a step-by-step way to trace a disputed figure, read why dealer and regional HQ reports disagree.
What We Would Design
A reporting system shaped around your network
The right solution depends on the available DMS and ERP access, the KPI owners, reporting deadlines, and the decisions each audience makes. These are the workstreams we scope together.
Data and control
Source accessAssess exports, secure file transfer, or APIs by dealer and country; choose an ingestion method the network can sustain.
Data qualityValidate formats and required fields, surface missing or late data, and make corrections traceable.
KPI contractAgree definitions with finance and operational owners so regional and HQ totals follow the same rules.
Views and adoption
Reporting levelsDesign views for dealer, country, regional, and global audiences with appropriate comparisons and drill-downs.
Role accessControl which organisation and function can see each view, including sensitive dealer-level information.
OperationsDefine refresh schedules, exception ownership, user guidance, and support after the first dashboards go live.
For wider BI strategy, Tableau delivery, and data integration services, see our business intelligence consulting page.
Relevant Delivery
What the Stellantis Middle East work demonstrates
STELLANTIS MIDDLE EAST / ASASCONNECT
From separate dealer reports to a daily regional view
The reporting problem
Dealer teams across six GCC countries operated with different systems and manually assembled reports. Regional leadership lacked one timely view across the network.
What we built
ASASConnect combines custom tools for business users, built-in ETL that validates and standardises dealer data, and integrated Tableau dashboards with access by dealer, country, brand, and role.
What changed operationally
Explore the full Stellantis case study →
More than 50 dashboards across seven business domains refresh daily. The system has remained in live production for more than five years.
Dealer Reporting Assessment
Find where the HQ report loses trust.
Start with one report that arrives late, requires manual consolidation, or produces disputed totals. We will use it to define the systems, people, and decisions a proper assessment must cover.
For regional COOs, aftersales, finance, and BI leaders who need a defensible view across countries and dealers.
01 / BRING
One problem report
Tell us the reporting deadline, the countries and dealers involved, and which totals or decisions are being challenged.
02 / INVESTIGATE
Sources and KPI rules
A scoped assessment maps available feeds, manual handoffs, data owners, definitions, and the points where exceptions go unresolved.
03 / RECEIVE
A practical delivery path
The assessment defines priority gaps, a proposed data and reporting approach, and phased implementation scope for your environment.
Request a Reporting Assessment
The first conversation establishes fit and scope. A formal assessment and implementation are scoped to your network and quoted separately after discovery.
Questions We Resolve in Discovery
Start with the report that is hard to defend
Bring one delayed or disputed report. We will identify the source and decision behind it, then scope the investigation and delivery work needed for your environment.
Can you connect our dealer management systems?
We first review what each DMS makes available: structured export, secure transfer, or API. We do not assume every dealer has the same technical access.
Who decides which KPI definition is correct?
Your finance and operational owners approve the definitions. We make the logic visible in the data model and reporting workflow.
What if a dealer sends incomplete or late data?
The scope should define validation rules, exception alerts, correction ownership, and whether a report can be published with a documented gap.
Is Tableau required?
Our Stellantis delivery integrates Tableau, and we have deep Tableau capability. We assess your current environment and recommend a reporting layer that fits the project.
Which dealer-to-HQ report is slowing your team?
Bring one report, the countries or dealers involved, and the point where the numbers stop agreeing. Start a conversation about a scoped reporting assessment.