NGK Spark Plugs Makes Leadership Appointments
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By Counterman
NAPA announced the promotions of
link hidden, please login to view to Vice President, Procurement & Sourcing, link hidden, please login to view to Vice President, Commercial Products, and link hidden, please login to view to Senior Vice President of Pricing and Procurement. These leaders will take on expanded responsibilities across the NAPA merchandising organization, reinforcing the company’s commitment to building deep internal talent and strengthening its product and supplier strategy. Pérez brings two decades of experience leading P&Ls across the automotive aftermarket, retail and consumer products industries. She most recently served as Senior Director of Category Management at NAPA, where she led a portfolio spanning brakes, undercar and heavy duty, driving growth through sourcing strategy and supplier partnerships. Prior to NAPA, she held merchandising leadership roles at HD Supply, SPANX and The Home Depot.
“Cristina has played a pivotal role in transforming category management and sourcing at NAPA Auto Parts. Her strategic mindset, deep merchandising expertise, and ability to build high-performing teams have strengthened our capabilities and positioned us for continued growth. This promotion recognizes both her leadership and the meaningful impact she has made across our organization,” said Danny Huffaker, SVP, Product & Marketing,
link hidden, please login to view. Griffiths has been with NAPA for four years, growing from Director of Category Management to Senior Director, Underhood, where she onboarded strategic brands to diversify the NAPA portfolio. In her new role, she will lead the category team responsible for Hard Parts and Applied Parts, including Brakes and Undercar. Prior to NAPA, she held senior category management roles at White Cap.
“Laura is an exceptional leader who has played a critical role in advancing our category management capabilities at NAPA Auto Parts. Through strong cross-functional collaboration and trusted supplier partnerships, she has helped build a more strategic and customer-focused organization. This promotion recognizes her leadership, her results, and the meaningful impact she continues to have across our business,” said Huffaker.
Portera joined GPC nearly four years ago as Vice President of Finance before moving over to NAPA where he has spent the last three years, first as Vice President of Corporate Development and then as Vice President of Financial Planning and Analysis. He most recently served as the Vice President of Pricing and Procurement. His recent outstanding achievements include successfully navigating the First Brands bankruptcy and launching the new direct import program for NAPA rotors, the company said. Prior to GPC and NAPA, he had a successful 10-year career at FedEx, which included roles in SEC reporting, FP&A, Treasury and an international expat leadership assignment.
“Will has been a steady and trusted leader within our organization, bringing clarity, discipline and strategic thinking to some of our most complex challenges,” said Jamie Walton, EVP, Merchandise & Stores, NAPA. “This promotion reflects the significant impact Will has made at NAPA and our confidence in his continued ability to drive value for our customers and supplier partners.”
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By elizabeth
The 2014 Chevy Spark transmission is a key component that determines how smoothly this compact car performs in city and highway driving. It came equipped with either a 5-speed manual or a continuously variable transmission (CVT), offering drivers excellent flexibility. Common issues include hesitation during acceleration and occasional slipping. Low fluid levels are often the root cause of these problems. Regular maintenance checks can extend its lifespan significantly and help avoid expensive repairs down the road.
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By Counterman
The
link hidden, please login to view (ACPN), a community of the Auto Care Association, is now accepting applications for its Leadership 2.0 Scholarship, which will award one ACPN member the opportunity to attend the University of the Aftermarket’s Leadership 2.0 Program. “This scholarship reflects ACPN’s commitment to developing strong leaders within the content community,” said Joe Thomas, scholarship chair of the ACPN Council. “By supporting participation in Leadership 2.0, we’re helping members grow personally and professionally while advancing the industry as a whole.”
About the Leadership 2.0 Program
The Leadership 2.0 Program is a postgraduate-level leadership and business education experience designed to support the development of auto care industry leaders. Leadership 2.0 offers a two-week curriculum that blends theory with real-world application of leadership principles specific to the auto care industry.
Eligibility Requirements
To be eligible, applicants must be:
A current member of the ACPN community; and Employed by an Auto Care Association member company. CEUs and Scholarship Coverage
Graduates of the Leadership 2.0 Program will receive 7.0 CEUs toward their Automotive Content Professional (ACP) and Automotive Aftermarket Professional (AAP) designations. The scholarship is valued at $6,650 and covers tuition, course materials and meals. The scholarship recipient is responsible for their own travel and hotel accommodations.
Program Sessions and Locations
The first session of Leadership 2.0 is scheduled for Aug. 9–13, 2026, at Northwood University in Midland, Michigan. The second session will take place in March 2027 in Raleigh, North Carolina.
Application Information
For more information about the ACPN Leadership 2.0 scholarship, including a complete list of eligibility requirements and the application, visit the
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By Counterman
The
link hidden, please login to view (ACPN), a community of the Auto Care Association, is now accepting applications for its Leadership 2.0 Scholarship, which will award one ACPN member the opportunity to attend the University of the Aftermarket’s Leadership 2.0 Program. “This scholarship reflects ACPN’s commitment to developing strong leaders within the content community,” said Joe Thomas, scholarship chair of the ACPN Council. “By supporting participation in Leadership 2.0, we’re helping members grow personally and professionally while advancing the industry as a whole.”
About the Leadership 2.0 Program
The Leadership 2.0 Program is a postgraduate-level leadership and business education experience designed to support the development of auto care industry leaders. Leadership 2.0 offers a two-week curriculum that blends theory with real-world application of leadership principles specific to the auto care industry.
Eligibility Requirements
To be eligible, applicants must be:
A current member of the ACPN community; and Employed by an Auto Care Association member company. CEUs and Scholarship Coverage
Graduates of the Leadership 2.0 Program will receive 7.0 CEUs toward their Automotive Content Professional (ACP) and Automotive Aftermarket Professional (AAP) designations. The scholarship is valued at $6,650 and covers tuition, course materials and meals. The scholarship recipient is responsible for their own travel and hotel accommodations.
Program Sessions and Locations
The first session of Leadership 2.0 is scheduled for Aug. 9–13, 2026, at Northwood University in Midland, Michigan. The second session will take place in March 2027 in Raleigh, North Carolina.
Application Information
For more information about the ACPN Leadership 2.0 scholarship, including a complete list of eligibility requirements and the application, visit the
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By Counterman
A customer walks up to the counter and asks for a specific brand.
Another wants the lowest price.
A third just needs it now.
Those demands, all of which must be met, are carefully considered by distributors. What winds up on the shelf is the result of constant evaluation, competing priorities and calculated decisions.
As Mike Mohler, executive vice president and chief purchasing officer for the
link hidden, please login to view, puts it, “It’s (something) we grapple with on a daily basis.” The Four Pillars Behind Every Decision
At the distributor level, brand selection starts with what Mohler calls “the four pillars.”
First comes cost. “I need to have a competitive acquisition cost… but I need to think about total cost.” That includes everything from freight to handling to overall profitability.
Next is logistics. A supplier has to deliver product in a way that fits the distributor’s operation, not just offer a good price.
Then comes category management. The goal is simple in theory and difficult in practice. Stock the right part, in the right place, at the right time, in the “right brand.”
Finally, there is data. Clean cataloging, strong product information and insight into how parts move all factor into the decision.
If a brand cannot support all four areas, Mohler says it is unlikely to make the cut.
The Customer Is Driving More Than Ever
But even if all those pillars are met, the real test is the customer. Today’s shops have numerous suppliers at their disposal; ready and waiting for a chance to deliver the required products via the desired brands.
“If they want an oxygen sensor from Bosch, we’ve got to be the guy to get them that. If they want an air fuel ratio sensor from Denso, we’ve got to be the guy to get them that,” said Mohler. “We’re carrying SKUs in multiple brands because our customer demands it.”
Distributors also have to account for a wide range of customers.
“We’ve got people that want to pay for a $500 brake job. We’ve got people that can’t afford a $500 brake job, and that’s fine.”
That drives a tiered strategy. Premium brands, mid-tier lines and opening price point options all have a role.
As Mohler points out, “that lower price point necessarily means we have to sell much more to be able to make the same dollars.”
Data Is Replacing Guesswork
All of these decisions continue to evolve as distributors respond to changing demand, new technologies and ongoing market pressure.
“We have a more eclectic and more demanding customer base than we’ve ever had,” explained Mohler. “They now can pick and choose what branding they want. We have to become experts in reading minds, and we use data and all the best thinking to try to figure that out.”
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