Joe Giacomin | (248) 453-0092 | jgiacomin@asgteam.com

OEM Supplier Sales Salary Analysis

In 2024, the average base salary (assured earnings paid to Automotive OEM supplier sales professionals) was:

$132,500.00 *

This analysis is comprised of OEM sales professionals (does not include management or entry-level candidates) with a history of solid accomplishment, and at least five years of experience calling directly on auto manufacturers and/or tier suppliers.

Compensation such as commission, bonus, benefits, expenses, and company vehicles/allowances have been excluded. The average earnings are for guaranteed first-year salary only.

Note: traditionally, salary figures have increased each year by a few percentage points and were quite predictable. In more recent times, we have experienced wide swings in sales salaries. Depending on requirements and responsibilities, a salary may be on the lower side ($120-$125K) to $160-$165K.

Corporate Job ‘Security’ Is Sooo Twentieth Century

Maybe you will remember – or if you are under forty, your parents/grandparents will recall – a typical scenario when a person graduated college and planned to enter the workforce for their first career position.

It was customary (and highly desired) to target your job search toward an established corporation with a solid reputation and stability. There were many advantages: excellent training programs, good benefits, competitive compensation, and, above all, job security and an opportunity to build a track record as you moved “through the ranks.” For a person to begin and end his/her employment with the same company was not unusual or at most, two or three firms during their career.

“A positive example for corporations would be to ‘walk the walk’ and to live up to the lofty mission statements.”

Think about the late auto executive, Lee Iacocca, in 1946, he joined the Ford Motor Company right out of college and ultimately attained the position of President. Following his much- publicized termination in 1978, he joined Chrysler Corporation and finished his legendary career as their CEO in 1992. Two companies in forty-six years.

Fast forward to more recent times and the above career pathway, while not extinct, is considerably less common. Today, job security centers on individual skills and the type of contribution or impact the individual represents. There was often a stigma attached to a person having too many jobs in the past. It’s not necessarily the case anymore. In fact, multiple assignments with a variety of companies can be considered an asset.

Caution: Hiring authorities should maintain sharp awareness regarding the timing, circumstances, and strategy of a candidate’s various career moves. A person who has had multiple positions without a record of accomplishment is questionable.

Forecasting market share, sales growth and profitability coupled with determining consumer preferences has become far less predictable. As a result, the employee and his/her future with a specific company can be quite unpredictable.

So how do corporations attract and retain the best and the brightest? There isn’t a simple answer to this question because “business as usual” in 2025 is quite different than say, 1995, and a clear 180 degrees difference than 1965.

A major transition? Candidates’ job preferences and how they prioritize work have changed. Many have also become cautious about corporate behavior as reported by the media, word-of-mouth or first-hand experience. I suppose a step in a positive direction for corporations would be to set a good example, truly “walk the walk” and do your best to live up to the lofty mission statements that are part of every on-boarding package and company brochure.

And for the job candidate, especially the newest entries to the workforce, the company you are applying to is most likely fighting for its business life every day. Hiring you will (hopefully) help them with their mission. You should expect opportunity, clarity and fairness – but realize it’s not a country club or a retirement home. Don’t be offended – get to work. It’s the best security there is.

The Go Along and Get Along Business Theory

You’ve most likely encountered the type; the employee who absolutely “loves” everything –whether it’s in a business meeting, strategy session or quite often on social media. Sound familiar? I’ll bet you’re envisioning someone as you read this: the proverbial glad hander – the cheerleader who is complimentary to a fault.

This is not to say that if you believe someone, or something is outstanding, that confirmation, a compliment or a big “like” can’t be expressed. However, there are times when a person needs to stand up and declare: “this (design, marketing campaign, talent acquisition, merger, purchase, etc.) is a terrible idea” and be prepared to defend the position with supporting data.

An executive responsible for final approval relies on honest feedback (positive or negative) from those close to the process. Believe me, he/she will appreciate what I like to refer to as the (legendary auto executive) “Robert Lutz” approach, especially when real people and real dollars are at stake.

In recent years, there has been an ever- expanding trend not to offend anyone…even if a solid dose of constructive criticism will be rewarding and beneficial to all concerned. It might even save the day – and the company. Some key executives can be the worst offenders – they know in their hearts and minds that there may be more effective/efficient options, but they are afraid to make waves –ruffle feathers or in any fashion, endanger their standing and (perceived) image within the organization.

Many have managed to weave their way through corporate life by looking the other way. There is often a multi-generation culture supporting the “go along” behavior. People are savvy – they’re typically quick to observe communications which lack sincerity. But they may not acknowledge it. They may reason that it’s in their best interest to go along, too.

A thought for top executives: “It’s even easier to go along and look the other way at your level.” Consider looking inward. If you suspect that you may be taking a “why rock the boat approach”, a cultural change might be in order. And, as any management consultant will suggest, it must begin at the top.

Former Ford Motor Company CEO, Alan Mulally, often credited for saving the company during a critical time in its history, instituted a reporting process and culture during mandatory weekly executive meetings where it was “safe” to be wrong…to make a mistake. This encouraged his team members to be honest in their reporting and allowed for key challenges to be dealt with and solved.

Demand a “straight from the shoulder” approach from your people. You’ll welcome the honesty…and the profitability. It’s how good companies become great.