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About
For nearly a century, GPC has set a standard for enduring performance — delivering value and making a difference for all of our key stakeholders. In short, we aspire to be:
Since Day One, we have built a business on ingenuity, innovation and integrity to consistently deliver value to our customers. It’s the classic American success story — one where commitment, perseverance and talent enabled us to beat the odds, overcome any challenges and succeed. This section showcases our history. You’re a critical part of where we go from here — chapters yet to be written.
Our story began in 1928, when Carlyle Fraser and a business partner purchased Motor Parts Depot — a single automobile parts store in Atlanta — for $40,000.
“The automobile business has reached its peak,” the previous store owner said to Mr. Fraser before turning over the keys. “It’s on the way downhill.” Mr. Fraser disagreed, and that day the legacy of Genuine Parts Company, or GPC, was born.
In 1925, Carlyle Fraser began his venture into the automotive parts industry when he sold coworker William “Bill” Martin, who owned Continental Motor Parts Station in Pittsburgh, on the idea of opening an automotive parts store in Wheeling, WV.
Also in 1925, the National Automotive Parts Association (NAPA) was established as an organization designed to address the growing need around the United States for a broad automotive parts distribution system. Mr. Fraser extended his influence in the automotive parts industry by becoming a key contributor to NAPA in its early years, and he would continue this role throughout his career.
In 1928, Mr. Fraser sold his interest in the store in West Virginia in order to purchase a single automobile parts store in Atlanta, GA with Mr. Martin, called Motor Parts Depot. Shortly after the purchase, Motor Parts Depot was renamed Genuine Parts Company and Mr. Fraser later bought Mr. Martin’s stake in GPC, becoming the majority owner of the Company.
In its first year, GPC reached sales of $75,000. Yet, the Company lost approximately $2,500 due to start-up expenses. Undeterred, Mr. Fraser had a vision of long-term growth for the Company — not short-term prosperity.
Also in 1925, the National Automotive Parts Association (NAPA) was established as an organization designed to address the growing need around the United States for a broad automotive parts distribution system. Mr. Fraser extended his influence in the automotive parts industry by becoming a key contributor to NAPA in its early years, and he would continue this role throughout his career.
In 1928, Mr. Fraser sold his interest in the store in West Virginia in order to purchase a single automobile parts store in Atlanta, GA with Mr. Martin, called Motor Parts Depot. Shortly after the purchase, Motor Parts Depot was renamed Genuine Parts Company and Mr. Fraser later bought Mr. Martin’s stake in GPC, becoming the majority owner of the Company.
In its first year, GPC reached sales of $75,000. Yet, the Company lost approximately $2,500 due to start-up expenses. Undeterred, Mr. Fraser had a vision of long-term growth for the Company — not short-term prosperity.
Throughout the 1930s, during the depths of the Great Depression, most people could not afford to buy new cars. They held onto older automobiles and bought replacement parts to repair them. GPC started to help cash-strapped Americans extend the life of these cars.
Building on relationships he developed through NAPA, Mr. Fraser transformed GPC into an unrivaled network of distribution centers that bought automobile parts from manufacturers and sold these parts to automobile parts stores, called “jobbing houses.” These stores, in turn, sold the items to the repair trade.
Independent car repair garages were rapidly spreading throughout the country, providing GPC with a swiftly growing market for its automotive replacement parts. The Company’s quick, reliable service and efficient parts distribution network outmaneuvered the competition.
In addition, in 1931, in the basement of its Atlanta Distribution Center, GPC started a small rebuilding shop for connecting rods. The Company realized that by making old parts as-good-as-new and selling them to customers at a discount, GPC could fill a market need and help Americans save money. The expanded focus on remanufacturing was emphasized when GPC partnered with another NAPA member organization, Colyear Motor Sales Company, to use its well-known name of the parts rebuilding business, Rayloc, to rebrand GPC’s Atlanta-based rebuilding shop.
As people leaned on GPC to help them save money, the Company’s sales went from $300,000 to more than $3 million.
On December 7, 1941, the United States was plunged into World War II. Once again, people held onto their older cars as automakers devoted much of their capacity to the war effort. And again, Americans leaned on GPC to supply the automobile parts they needed to fix their aging cars — and stretch their hard-earned dollars.
Despite nearly 20 years of economic and political uncertainty, GPC emerged from these decades as a stable company with a proven track record of delivering cost-saving solutions for customers and profits for the business. In 1948, potential investors took notice when sales hit $20 million and GPC debuted as a publically traded company; 150,000 shares of common stock were sold at $11 per share.
It’s safe to say early investors in GPC were rewarded for their $11 per share investment.
Building on relationships he developed through NAPA, Mr. Fraser transformed GPC into an unrivaled network of distribution centers that bought automobile parts from manufacturers and sold these parts to automobile parts stores, called “jobbing houses.” These stores, in turn, sold the items to the repair trade.
Independent car repair garages were rapidly spreading throughout the country, providing GPC with a swiftly growing market for its automotive replacement parts. The Company’s quick, reliable service and efficient parts distribution network outmaneuvered the competition.
In addition, in 1931, in the basement of its Atlanta Distribution Center, GPC started a small rebuilding shop for connecting rods. The Company realized that by making old parts as-good-as-new and selling them to customers at a discount, GPC could fill a market need and help Americans save money. The expanded focus on remanufacturing was emphasized when GPC partnered with another NAPA member organization, Colyear Motor Sales Company, to use its well-known name of the parts rebuilding business, Rayloc, to rebrand GPC’s Atlanta-based rebuilding shop.
As people leaned on GPC to help them save money, the Company’s sales went from $300,000 to more than $3 million.
On December 7, 1941, the United States was plunged into World War II. Once again, people held onto their older cars as automakers devoted much of their capacity to the war effort. And again, Americans leaned on GPC to supply the automobile parts they needed to fix their aging cars — and stretch their hard-earned dollars.
Despite nearly 20 years of economic and political uncertainty, GPC emerged from these decades as a stable company with a proven track record of delivering cost-saving solutions for customers and profits for the business. In 1948, potential investors took notice when sales hit $20 million and GPC debuted as a publically traded company; 150,000 shares of common stock were sold at $11 per share.
It’s safe to say early investors in GPC were rewarded for their $11 per share investment.
As the world returned to relative stability in the 1950s, prosperity began to take root in the United States. The number of American families owning two cars increased, and GPC expanded at a fast pace.
In 1961, as we continued to grow, Mr. Fraser passed away. The Saturday Evening Post magazine presented him with the first Automotive Industry Award “in recognition of his far-sighted leadership and outstanding service to the automotive service industry, his community and his fellow citizens.” Mr. Wilton Looney, the Company’s president at that time and a GPC veteran of more than two decades assumed the leadership of our Company.
“When he died, I realized how lonesome it was at the top,” said Mr. Looney, who joined GPC as a clerk at age 19. This led Mr. Looney to appoint new members to his management team — Bill Hatcher, Earl Dolive and, sometime later, Larry Prince.
Mr. Looney quickly built upon our reputation for delivering results by establishing Looney’s Law, a philosophy for serving both the Company and its customers. “We’re not just interested in making a sale,” Mr. Looney said. “We’re interested in making our customers profitable and happy.”
By the early 1960s, annual sales hit $80 million with remanufactured parts accounting for approximately 15 percent of sales. Although it still bought parts from other remanufacturers, GPC continued to expand its own parts rebuilding business, including clutches, brake shoes and water pumps following the full acquisition of Colyear Motor Sales Company, and the Rayloc name, in 1965.
Also in 1965, Balkamp, Inc. became a majority-owned subsidiary of GPC. Balkamp was formed in 1936 by the NAPA member organizations, including GPC, as a way to distribute replacement parts and accessory items for passenger cars, heavy-duty vehicles and farm equipment.
In 1969, GPC diversified outside of the auto parts business for the first time, buying Beck & Gregg Hardware Co., a 103-year-old distributor of home appliances, building goods and sports products. While this business was not a long-term fit for us (it was sold in 1985), it was our first taste of expanding beyond the automotive business.
By the late 1960s, we distributed parts for trucks, tractors, power boats and power tools across the nation and owned more than 30 NAPA distribution centers. The Company also introduced a brand of auto parts, built on the namesake of the association Mr. Fraser helped lead more than 40 years prior — NAPA.
In 1961, as we continued to grow, Mr. Fraser passed away. The Saturday Evening Post magazine presented him with the first Automotive Industry Award “in recognition of his far-sighted leadership and outstanding service to the automotive service industry, his community and his fellow citizens.” Mr. Wilton Looney, the Company’s president at that time and a GPC veteran of more than two decades assumed the leadership of our Company.
“When he died, I realized how lonesome it was at the top,” said Mr. Looney, who joined GPC as a clerk at age 19. This led Mr. Looney to appoint new members to his management team — Bill Hatcher, Earl Dolive and, sometime later, Larry Prince.
Mr. Looney quickly built upon our reputation for delivering results by establishing Looney’s Law, a philosophy for serving both the Company and its customers. “We’re not just interested in making a sale,” Mr. Looney said. “We’re interested in making our customers profitable and happy.”
By the early 1960s, annual sales hit $80 million with remanufactured parts accounting for approximately 15 percent of sales. Although it still bought parts from other remanufacturers, GPC continued to expand its own parts rebuilding business, including clutches, brake shoes and water pumps following the full acquisition of Colyear Motor Sales Company, and the Rayloc name, in 1965.
Also in 1965, Balkamp, Inc. became a majority-owned subsidiary of GPC. Balkamp was formed in 1936 by the NAPA member organizations, including GPC, as a way to distribute replacement parts and accessory items for passenger cars, heavy-duty vehicles and farm equipment.
In 1969, GPC diversified outside of the auto parts business for the first time, buying Beck & Gregg Hardware Co., a 103-year-old distributor of home appliances, building goods and sports products. While this business was not a long-term fit for us (it was sold in 1985), it was our first taste of expanding beyond the automotive business.
By the late 1960s, we distributed parts for trucks, tractors, power boats and power tools across the nation and owned more than 30 NAPA distribution centers. The Company also introduced a brand of auto parts, built on the namesake of the association Mr. Fraser helped lead more than 40 years prior — NAPA.
By the early 1970s, we were ready to expand — and diversify — our automotive parts business throughout North America. In 1972, GPC acquired Canadian auto parts distributor Corbetts, Ltd.
The following year, an oil embargo enacted by the Organization of Petroleum Exporting Countries (OPEC) wreaked havoc on the U.S. economy. Soaring gasoline prices and a lasting oil shortage led to a two-year recession. Once again, car owners held onto their aging automobiles — and a growing number did their own repairs. And, yet again, we helped people extend the life of their cars and — in turn — grew our business further. In 1973, Company sales reached $500 million. Even then, GPC saw additional opportunities for growth.
While many businesses were contracting, GPC invested and installed a computerized point-of-sale system for billing customers, tracking inventories and automatically ordering replacement parts that were sold. This system gave us an important advantage over competitors and served to further distinguish NAPA.
Throughout the 1970s and 1980s, GPC’s automotive business focused on solidifying its place — and its brand — in the market and continuing to expand in strategic ways.
The NAPA name became increasingly important to the automotive parts business, as 85 percent of the Company’s truck and auto parts featured the NAPA logo. As recognition of the Company’s continued growth, we refreshed our image, built awareness around the NAPA brand name and redesigned our stores — adopting the blue and yellow color scheme that you still see today.
With the automotive parts business going strong, GPC leadership began looking for ways to diversify the Company. By branching out, we could continue our growth while protecting ourselves from the ups-and-downs of any one industry. Knowing our strengths were in our ability to distribute parts, market products and manage inventory, we set our sights on acquiring complimentary organizations with strong management teams and growth potential. The search was on.
In 1975, GPC made a significant move outside of the automobile parts business by acquiring S.P. Richards Company, an Atlanta-based wholesale office supplies distributor. Today, S.P. Richards Company is one of the leading business products wholesalers in North America. The organization provides reseller customers with an expansive inventory of office products, serving as a one-stop-shop for all of their end-user customers’ expectations. Today, S.P. Richards Company accounts for approximately 11 percent of GPC’s total net sales.
In 1976, we expanded into the industrial parts business with the acquisition of Motion Industries, Inc., headquartered in Birmingham, AL. Motion Industries is a leading distributor of quality industrial parts and services across North America, providing customers in all types of industries with highly developed supply chains, logistics capabilities and access to millions of parts — all sourced from a global manufacturing base. Today, Motion Industries accounts for approximately 31 percent of GPC’s total net sales.
Toward the end of the 1980s, the newly-diversified GPC had reached more than $3 billion in sales, but changes were taking place in the industries where we did business. Customers were finding other ways to purchase the parts they needed. Emerging technology was altering the way companies did business. Competition was gaining ground.
We would need to adapt to stay ahead.
The following year, an oil embargo enacted by the Organization of Petroleum Exporting Countries (OPEC) wreaked havoc on the U.S. economy. Soaring gasoline prices and a lasting oil shortage led to a two-year recession. Once again, car owners held onto their aging automobiles — and a growing number did their own repairs. And, yet again, we helped people extend the life of their cars and — in turn — grew our business further. In 1973, Company sales reached $500 million. Even then, GPC saw additional opportunities for growth.
While many businesses were contracting, GPC invested and installed a computerized point-of-sale system for billing customers, tracking inventories and automatically ordering replacement parts that were sold. This system gave us an important advantage over competitors and served to further distinguish NAPA.
Throughout the 1970s and 1980s, GPC’s automotive business focused on solidifying its place — and its brand — in the market and continuing to expand in strategic ways.
The NAPA name became increasingly important to the automotive parts business, as 85 percent of the Company’s truck and auto parts featured the NAPA logo. As recognition of the Company’s continued growth, we refreshed our image, built awareness around the NAPA brand name and redesigned our stores — adopting the blue and yellow color scheme that you still see today.
With the automotive parts business going strong, GPC leadership began looking for ways to diversify the Company. By branching out, we could continue our growth while protecting ourselves from the ups-and-downs of any one industry. Knowing our strengths were in our ability to distribute parts, market products and manage inventory, we set our sights on acquiring complimentary organizations with strong management teams and growth potential. The search was on.
In 1975, GPC made a significant move outside of the automobile parts business by acquiring S.P. Richards Company, an Atlanta-based wholesale office supplies distributor. Today, S.P. Richards Company is one of the leading business products wholesalers in North America. The organization provides reseller customers with an expansive inventory of office products, serving as a one-stop-shop for all of their end-user customers’ expectations. Today, S.P. Richards Company accounts for approximately 11 percent of GPC’s total net sales.
In 1976, we expanded into the industrial parts business with the acquisition of Motion Industries, Inc., headquartered in Birmingham, AL. Motion Industries is a leading distributor of quality industrial parts and services across North America, providing customers in all types of industries with highly developed supply chains, logistics capabilities and access to millions of parts — all sourced from a global manufacturing base. Today, Motion Industries accounts for approximately 31 percent of GPC’s total net sales.
Toward the end of the 1980s, the newly-diversified GPC had reached more than $3 billion in sales, but changes were taking place in the industries where we did business. Customers were finding other ways to purchase the parts they needed. Emerging technology was altering the way companies did business. Competition was gaining ground.
We would need to adapt to stay ahead.
In the early 1990s, Mr. Looney retired after 29 years of leading the Company.
His successor, Larry Prince, had joined GPC in 1958 as a clerk in Memphis, TN. Little more than a decade later, he was appointed to the GPC management team. During the 1970s and 1980s, Mr. Prince served in a variety of corporate management roles in the United States and overseas. He became President and Chief Operating Officer of GPC in 1986, and succeeded Mr. Looney as President and CEO three years later.
Under Mr. Prince, who was only the third CEO in GPC’s 60-year history, the Company continued its pattern of steady and consistent growth.
The automotive parts business increased its efficiency, launched a new marketing campaign and partnered with popular outlets to supply some of their auto parts. NAPA continued to grow, and by 1990, most of the Company’s automotive retailers were directly connected via computer to one of GPC’s NAPA distribution centers, making order placement and fulfillment as efficient as possible. In 1994, the Company moved into Mexico’s automotive replacement parts market after agreeing to a joint venture with AutoTodo Mexicana. And, in 1998, GPC increased its presence in Canada by fully acquiring Montreal-based UAP Inc., a leading automotive distributor in that country.
During this time, GPC also strengthened its Industrial Parts and Office Products Groups through strategic domestic acquisitions. “We can’t afford to move into the future with a narrow shot,” Mr. Prince said. Additionally, in the late 1990s, both business groups expanded their presence in North America. The Office Products Group entered the Canadian business supply market with the purchase of a Vancouver-based office products supplier. And the Industrial Parts Group entered into the Canadian market through the UAP acquisition, which included a small contingency of industrial parts. By the end of the 1990s, Motion Industries completed the acquisition of six more industrial parts companies in Canada and entered the Mexican market with the purchase of what is now Motion Mexico.
In 1998, GPC entered into its fourth line of business with the acquisition of Atlanta-based EIS, Inc., a distributor of electrical and electronic materials. EIS is one of North America’s leading distributors of process materials, production supplies, specialty wire and cable and value-added fabricated parts supplying the electrical original equipment manufacturer (OEM), motor repair and various assembly markets. This was the beginning of the Electrical/Electronic Materials Group. Today, EIS accounts for approximately five percent of GPC’s total net sales.
The acquisitions and other growth initiatives in the 1990s enabled the Company to post net sales of more than $8 billion in 2000, marking 51 straight years of sales gains. Profits edged up as well, hitting more than $385 million.
In 2005, Mr. Prince retired as leader of GPC, taking with him a lasting legacy of growth and a Distinguished Service Citation from the Automotive Hall of Fame for significantly improving the industry.
His successor, Tom Gallagher, has worked for the Company for 45 years, and is now only the fourth person to lead GPC during its more than 80-year history. Mr. Gallagher began his career at GPC in 1970 as a management trainee. During the next decade, Mr. Gallagher served in customer service, operations and management positions both in the United States and abroad. In 1983, Mr. Gallagher began leading S.P. Richards Company before taking on a broader leadership role with GPC seven years later. He served as President and Chief Operating Officer of GPC for 14 years before succeeding Mr. Prince.
Under Mr. Gallagher’s leadership, GPC was positioned for continued growth within a variety of diverse industries during the new millennium.
In 2005, GPC acquired a significant portion of Altrom Group, one of North America’s leading wholesale distributors OEM parts (the full acquisition was completed in 2008). This strategic acquisition was GPC’s first entry point into the imported automotive parts market. Today, Altrom Group ensures OEM parts, including those for imported vehicles, are the fit, form, function and color customers need.
Beginning in 2007, GPC formed the Heavy Vehicle Parts Group to supply replacement parts for the repair and maintenance of heavy-duty trucks and trailers in the United States.
His successor, Larry Prince, had joined GPC in 1958 as a clerk in Memphis, TN. Little more than a decade later, he was appointed to the GPC management team. During the 1970s and 1980s, Mr. Prince served in a variety of corporate management roles in the United States and overseas. He became President and Chief Operating Officer of GPC in 1986, and succeeded Mr. Looney as President and CEO three years later.
Under Mr. Prince, who was only the third CEO in GPC’s 60-year history, the Company continued its pattern of steady and consistent growth.
The automotive parts business increased its efficiency, launched a new marketing campaign and partnered with popular outlets to supply some of their auto parts. NAPA continued to grow, and by 1990, most of the Company’s automotive retailers were directly connected via computer to one of GPC’s NAPA distribution centers, making order placement and fulfillment as efficient as possible. In 1994, the Company moved into Mexico’s automotive replacement parts market after agreeing to a joint venture with AutoTodo Mexicana. And, in 1998, GPC increased its presence in Canada by fully acquiring Montreal-based UAP Inc., a leading automotive distributor in that country.
During this time, GPC also strengthened its Industrial Parts and Office Products Groups through strategic domestic acquisitions. “We can’t afford to move into the future with a narrow shot,” Mr. Prince said. Additionally, in the late 1990s, both business groups expanded their presence in North America. The Office Products Group entered the Canadian business supply market with the purchase of a Vancouver-based office products supplier. And the Industrial Parts Group entered into the Canadian market through the UAP acquisition, which included a small contingency of industrial parts. By the end of the 1990s, Motion Industries completed the acquisition of six more industrial parts companies in Canada and entered the Mexican market with the purchase of what is now Motion Mexico.
In 1998, GPC entered into its fourth line of business with the acquisition of Atlanta-based EIS, Inc., a distributor of electrical and electronic materials. EIS is one of North America’s leading distributors of process materials, production supplies, specialty wire and cable and value-added fabricated parts supplying the electrical original equipment manufacturer (OEM), motor repair and various assembly markets. This was the beginning of the Electrical/Electronic Materials Group. Today, EIS accounts for approximately five percent of GPC’s total net sales.
The acquisitions and other growth initiatives in the 1990s enabled the Company to post net sales of more than $8 billion in 2000, marking 51 straight years of sales gains. Profits edged up as well, hitting more than $385 million.
In 2005, Mr. Prince retired as leader of GPC, taking with him a lasting legacy of growth and a Distinguished Service Citation from the Automotive Hall of Fame for significantly improving the industry.
His successor, Tom Gallagher, has worked for the Company for 45 years, and is now only the fourth person to lead GPC during its more than 80-year history. Mr. Gallagher began his career at GPC in 1970 as a management trainee. During the next decade, Mr. Gallagher served in customer service, operations and management positions both in the United States and abroad. In 1983, Mr. Gallagher began leading S.P. Richards Company before taking on a broader leadership role with GPC seven years later. He served as President and Chief Operating Officer of GPC for 14 years before succeeding Mr. Prince.
Under Mr. Gallagher’s leadership, GPC was positioned for continued growth within a variety of diverse industries during the new millennium.
In 2005, GPC acquired a significant portion of Altrom Group, one of North America’s leading wholesale distributors OEM parts (the full acquisition was completed in 2008). This strategic acquisition was GPC’s first entry point into the imported automotive parts market. Today, Altrom Group ensures OEM parts, including those for imported vehicles, are the fit, form, function and color customers need.
Beginning in 2007, GPC formed the Heavy Vehicle Parts Group to supply replacement parts for the repair and maintenance of heavy-duty trucks and trailers in the United States.
Entering the current decade, we have maintained a strong track record in American business, an increasingly diversified range of operations and a consistent and steady approach to growth.
In 2013, we expanded overseas in the automotive parts business by completing the purchase of Australia’s Exego Group, renamed GPC-AsiaPacific, which distributes a wide variety of automotive replacement parts and motorcycle accessory items to trade and retail customers in Australia and New Zealand.
Today, GPC is a $15 billion global service organization with approximately 39,000 employees engaged in the distribution of automotive replacement parts, industrial replacement parts, office products and electrical/electronic materials offered through a network of approximately 2,600 operations located throughout the United States, Canada, Mexico, Australia and New Zealand.
A Fortune 250 Company, GPC is in excellent financial health and has sustained year-on-year-growth for the last 80 years. Sales have increased for 63 of the last 65 years; profits have increased 50 of the last 54 years; stockholder dividends have increased for 59 consecutive years.
More than 80 years ago, Mr. Fraser set GPC apart by building a reputation as a critical partner to our customers’ success. He believed in offering superior products and services, operating efficiently and providing outstanding just-in-time customer service.
These simple principles plotted our course for success — from a single auto parts store in Atlanta with six employees to a family of strong businesses and people around the world who are focused on excellent customer service. And, these simple principles continue to anchor our growth and success today.
In 2013, we expanded overseas in the automotive parts business by completing the purchase of Australia’s Exego Group, renamed GPC-AsiaPacific, which distributes a wide variety of automotive replacement parts and motorcycle accessory items to trade and retail customers in Australia and New Zealand.
Today, GPC is a $15 billion global service organization with approximately 39,000 employees engaged in the distribution of automotive replacement parts, industrial replacement parts, office products and electrical/electronic materials offered through a network of approximately 2,600 operations located throughout the United States, Canada, Mexico, Australia and New Zealand.
A Fortune 250 Company, GPC is in excellent financial health and has sustained year-on-year-growth for the last 80 years. Sales have increased for 63 of the last 65 years; profits have increased 50 of the last 54 years; stockholder dividends have increased for 59 consecutive years.
More than 80 years ago, Mr. Fraser set GPC apart by building a reputation as a critical partner to our customers’ success. He believed in offering superior products and services, operating efficiently and providing outstanding just-in-time customer service.
These simple principles plotted our course for success — from a single auto parts store in Atlanta with six employees to a family of strong businesses and people around the world who are focused on excellent customer service. And, these simple principles continue to anchor our growth and success today.