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Genuine Parts Company (GPC) is a global service organization specializing in the distribution of automotive and industrial replacement parts. The company operates through two main business segments: the Automotive Parts Group and the Industrial Parts Group, serving a wide range of markets across North America, Europe, and Australasia . GPC's offerings include automotive parts for repair technicians and industrial MRO products and solutions for various industries, focusing on value-added services . The company aims to achieve strategic financial objectives such as revenue growth, improved operating margins, and effective capital allocation .
- Automotive Parts Group - Distributes automotive replacement parts under the NAPA brand, primarily serving repair technicians in repair shops across the U.S., Canada, Mexico, Europe, and Australasia, with a strong market presence in Canada and Australasia .
- Industrial Parts Group - Provides maintenance, repair, and operation (MRO) products and solutions under the Motion Industries brand, catering to industries such as automotive, food and beverage, and oil and gas in North America and Australasia, with a focus on delivering value-added services .
| Name | Position | External Roles | Short Bio | |
|---|---|---|---|---|
Paul D. Donahue ExecutiveBoard | Executive Chairman | Director at Rollins, Inc. | Joined GPC in 2003; served as CEO from 2016 to 2024; transitioned to Executive Chairman on June 3, 2024. | |
William P. Stengel ExecutiveBoard | President and Chief Executive Officer | None | Joined GPC in 2019; previously held leadership roles at HD Supply and The Home Depot; became CEO on June 3, 2024. | View Report → |
Bert Nappier Executive | Executive Vice President and CFO | None | Joined GPC in 2022; oversees financial operations; previously held leadership roles at FedEx. | |
Chris Galla Executive | SVP, General Counsel, and Corporate Secretary | None | Joined GPC in 2005; oversees legal matters; became SVP and General Counsel in 2023. | |
Naveen Krishna Executive | EVP and Chief Information & Digital Officer | None | Joined GPC in 2021; leads technology and digital transformation; previously held leadership roles at Macy's and The Home Depot. | |
Randall P. Breaux Executive | Group President, GPC North America | None | Joined GPC in 2011; previously President of Motion Industries; oversees North American automotive and industrial businesses. | |
Charles K. Stevens III Board | Director | Director at Flex Ltd. and Masco Corporation | Director since 2024; former CFO of General Motors; chairs audit committees at Flex and Masco; brings expertise in finance and automotive industries. | |
Darren Rebelez Board | Director | Chairman, President, and CEO of Casey’s General Stores, Inc. | Director since 2023; brings expertise in convenience retail and restaurant industries; previously led IHOP and held leadership roles at 7-Eleven. | |
Donna W. Hyland Board | Director | CEO of Children’s Healthcare of Atlanta; Director at Cousins Properties, Inc. | Director since 2015; chairs GPC's Compensation and Human Capital Committee; brings expertise in healthcare and finance. | |
Elizabeth W. Camp Board | Director | President and CEO of DF Management, Inc.; Director at Synovus Financial Corp. and CoreCard Corporation | Director since 2015; brings expertise in finance, tax, and governance; serves on GPC's Audit Committee. | |
Gary P. Fayard Board | Director | Director at Monster Beverage Corporation | Director since 2014; former CFO of Coca-Cola; serves on GPC's Audit Committee. | |
Jean-Jacques Lafont Board | Director | Non-Executive Chairman of the Supervisory Board of BME | Director since 2020; co-founder of Alliance Automotive Group; brings expertise in European automotive aftermarket. | |
John D. Johns Board | Lead Independent Director | Senior Advisor to Blackstone, Inc.; Director at The Southern Company and Regions Financial Corporation | Director since 2002; provides governance expertise; chairs GPC's Executive Committee and serves on the Compensation and Human Capital Committee. | |
John R. Holder Board | Director | Chairman of Holder Properties; Director at Oxford Industries, Inc. | Director since 2011; chairs GPC's Compensation and Human Capital Committee; brings expertise in real estate and financial management. | |
Juliette W. Pryor Board | Director | Chief Legal Officer and Corporate Secretary of Lowe's Companies, Inc. | Director since 2021; brings expertise in legal, compliance, and corporate governance. | |
P. Russell Hardin Board | Director | President of Robert W. Woodruff Foundation; Director at Rollins, Inc. and Trustee of Northwestern Mutual Life Insurance | Director since 2017; chairs GPC's Nominating and ESG Committee; brings expertise in philanthropy and governance. | |
Richard Cox, Jr. Board | Director | SVP - Airport Customer Service at Delta Airlines | Director since 2020; brings expertise in customer service and technology; serves on GPC's Audit Committee. | |
Wendy B. Needham Board | Director | None | Director since 2003; chairs GPC's Audit Committee; brings expertise in global automotive research and financial analysis. |
- With adjusted earnings declining year-over-year and continued investments increasing expenses, how do you plan to balance short-term profitability with long-term strategic investments, especially if market conditions remain soft?
- You've increased capital expenditures from 1% to 2% of revenue, doubling investments in technology and supply chain enhancements; can you provide specific examples of how these investments will drive revenue growth or margin improvement, and what is the expected timeline for realizing these benefits?
- Given the cautious consumer leading to flat or negative growth in maintenance and discretionary categories, what specific strategies are you implementing to stimulate demand or gain market share in these segments?
- The integration of recent acquisitions like MPEC and Walker is expected to take 24 months and has contributed to increased SG&A expenses; what risks do you foresee in achieving the expected synergies, and how will you mitigate potential cost overruns or integration challenges?
- Inflation-driven increases in rent and wages have led to SG&A deleverage; how do you plan to manage these ongoing cost pressures while maintaining profitability, especially if inflation persists?
Competitors mentioned in the company's latest 10K filing.
| Company | Description |
|---|---|
The company competes with other national, regional, and local automotive parts chains, automobile manufacturers, automobile dealers, and warehouse clubs. It also competes with distributing outlets of parts manufacturers, mass merchandisers, and other parts distributors and retailers, including online retailers. The competition is primarily based on availability of product offering, service, brand recognition, and price. | |
The company competes with other national, regional, and local automotive parts chains, automobile manufacturers, automobile dealers, and warehouse clubs. It also competes with distributing outlets of parts manufacturers, mass merchandisers, and other parts distributors and retailers, including online retailers. The competition is primarily based on availability of product offering, service, brand recognition, and price. | |
The company competes with other national, regional, and local automotive parts chains, automobile manufacturers, automobile dealers, and warehouse clubs. It also competes with distributing outlets of parts manufacturers, mass merchandisers, and other parts distributors and retailers, including online retailers. The competition is primarily based on availability of product offering, service, brand recognition, and price. | |
The company competes with other national, regional, and local automotive parts chains, automobile manufacturers, automobile dealers, and warehouse clubs. It also competes with distributing outlets of parts manufacturers, mass merchandisers, and other parts distributors and retailers, including online retailers. The competition is primarily based on availability of product offering, service, brand recognition, and price. | |
Bapcor | The company competes with other national, regional, and local automotive parts chains, automobile manufacturers, automobile dealers, and warehouse clubs. It also competes with distributing outlets of parts manufacturers, mass merchandisers, and other parts distributors and retailers, including online retailers. The competition is primarily based on availability of product offering, service, brand recognition, and price. |
The industrial distribution business is highly competitive and fragmented. The company competes with national, regional, and local distributors, general line distributors, and others. To a lesser extent, it competes with manufacturers that sell directly to the customer and with various industrial eCommerce sites. The competition is primarily based on the breadth of product offerings, quality service, and competitive pricing. | |
The industrial distribution business is highly competitive and fragmented. The company competes with national, regional, and local distributors, general line distributors, and others. To a lesser extent, it competes with manufacturers that sell directly to the customer and with various industrial eCommerce sites. The competition is primarily based on the breadth of product offerings, quality service, and competitive pricing. | |
The industrial distribution business is highly competitive and fragmented. The company competes with national, regional, and local distributors, general line distributors, and others. To a lesser extent, it competes with manufacturers that sell directly to the customer and with various industrial eCommerce sites. The competition is primarily based on the breadth of product offerings, quality service, and competitive pricing. |
Notable M&A activity and strategic investments in the past 3 years.
| Company | Year | Details |
|---|---|---|
Motor Parts & Equipment Corporation (MPEC) | 2024 | GPC completed this acquisition on April 30, 2024, converting 181 independent NAPA Auto Parts stores into company-owned locations. The deal, which involved $25 million in Q2 integration costs, fits GPC's strategy to strengthen its market presence in priority regions by capturing operational synergies. |
Walker Automotive Supply, Inc. (Walker) | 2024 | Completed in July 2024, this acquisition adds significant assets such as approximately $300 million in inventory and $200 million each in operating lease assets and liabilities. It is strategically important for balancing GPC’s store portfolio, contributing to EBITDA margin improvements and reducing borrowings guaranteed by GPC. |
Multiple Business Acquisitions (Aggregated) | 2023 | Throughout Q1–Q3 2023, GPC executed multiple acquisitions costing approximately $40 million in Q1, $116 million in Q2, and $232 million in Q3, cumulatively enhancing revenue by around $328 million. These transactions also generated $172 million in goodwill alongside significant intangible assets, aligning with GPC's expansion strategy in its Automotive and Industrial segments. |
Kaman Distribution Group (KDG) | 2022 | Acquired by Motion Industries (a GPC subsidiary) on January 3, 2022 for about $1.3 billion in cash, the deal added critical industrial distribution capabilities with 220 locations and approximately $1.1 billion in annual revenue. Financed through a mix of borrowings and cash proceeds, the transaction also involved significant identifiable assets, liabilities, and goodwill that support GPC’s Industrial Parts Group strategy. |
Recent press releases and 8-K filings for GPC.
- Board Changes: Ms. Laurie Schupmann has been elected as a new director, while four board members (Gary Fayard, Johnny Johns, Betsy Camp, and Wendy Needham) retired after reaching mandatory retirement age.
- Dividend Announcement: The company declared a regular quarterly cash dividend of $1.03 per share, payable on July 2, 2025, with a record date of June 6, 2025.
- Reported global sales of $5.9B (up 1.4% YoY), driven by strategic acquisitions and strong performance in both the automotive and industrial segments .
- Delivered adjusted EPS of $1.75 and diluted EPS of $1.40, with net income of $194M, reflecting operational challenges and improvement initiatives .
- Expanded gross margin by 120 basis points to 37.1%, despite cost headwinds including lower pension income and higher expenses .
- Achieved adjusted EBITDA of $473M in Q1 2025, underscoring robust operational execution .
- Reaffirmed full-year guidance with expectations of adjusted EPS of $7.75 to $8.25, diluted EPS of $6.95 to $7.45, and revenue growth of 2% to 4% .
- Highlighted segment performance with Automotive sales of $3.7B (up 2.5%) and Industrial sales of $2.2B (down 0.4%) .
- Emphasized proactive capital management through $134M YTD dividends and continued share repurchases .
- Genuine Parts Company filed a Form 8-K on March 20, 2025, which includes the execution of Amendment No. 5 to its Syndicated Facility Agreement (Exhibit 10.1).
- The amendment details a revolving credit facility with $2,000,000,000 in commitments and L/C commitments totaling $150,000,000, involving multiple leading financial institutions.
- The filing confirms that the company remains in compliance with its contractual obligations, affirming no default under its material contractual agreements.
- Company leaders including CEO Will Stengel, CFO Bert Nappier, and others outlined a comprehensive transformation strategy focused on agile category management, enhanced pricing discipline, and technology investments to navigate a complex tariff environment.
- The discussion emphasized significant progress in the NAPA business transformation, highlighting improvements in parts availability, supply chain efficiency, and a strategic mix of company-owned versus independent stores.
- Executives detailed the benefits from recent M&A activity, noting that acquisitions are delivering gross margin benefits which help offset increased SG&A, with expectations for further cost synergies and operating leverage improvements in the future.
- The leadership also set a forward-looking vision aiming for a double-digit EBITDA margin and robust operating performance, while acknowledging current headwinds and the need for ongoing discipline as market conditions evolve.