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There isn't one process for every one-price scenario and that means it doesn't necessarily eliminate jobs.  Some stores do try to move F&I responsibilities to the sales agent, but management is still needed.  Someone needs to order cars, put a number on the trade, and handle the HR duties. 

Most people can be great at one specific job.  When they're tasked with many duties that don't align with that job "great" isn't an expectation you should have.  That's just plain human psychology.

Whether you're one-price or haggle-your-face-off basic psychology still applies and it is up to the head of operations to formulate the best organization for the goals of the business. 

Since you asked for my opinion (warning - it is quite extreme compared to the traditional dealership)...

...I don't think sales agents make good paper hangers.  And making them responsible of all the potential contracts in need of funding could be disastrous for the dealership's cash-flow.  I'd prefer to task people with specific job duties pertinent to achieving a higher level of customer service.  Make someone's largest responsibility getting deals funded, make someone responsible for inventory management using a combination of technology and gut, and then build a management role that is less about waiting for worksheets behind a tower and more about teaching sales agents how to be better at delivering a higher level of customer service.  I would have a webmaster paid on the store's bottom line to include parts and service.  The sales agents would be responsible for answering the phone and responding to any Internet leads that came in (however I prefer to build a website that inspires floor traffic over Internet leads - less leads is better in my book).  And I would do this no matter if we negotiated or not.