Pent-Up Demand Expected to Buoy US New-Vehicle Sales in Q2
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By Counterman
Scheduling of delivery drivers can be one of the more difficult personnel-related tasks for any manager. Often at the lower end of your pay scale and frequently staffed by part-time employees, these positions can be difficult to screen, fill and maintain. They are a critical link to commercial success, yet their value is easily overlooked when weekly schedules are created.
In many retail environments, analysis of prior hour-by-hour sales figures often shapes the forecast for staffing future shifts. Adequate staffing at the front counter is critical to assisting customers and moving merchandise efficiently, but in order to accurately forecast demand for delivery drivers, we must ignore the majority of retail sales, which occur in-store or, increasingly, as online purchases. Unless your business model includes “home delivery” to retail customers, staffing your delivery needs will revolve exclusively around your commercial accounts.
Having adequate delivery capability to maintain (or strengthen) your commercial relationships can look different for each location. Vehicle and personnel numbers will vary based primarily on that individual store’s customer mix and the type of market served. Wholesale jobbers generally serve a broader geographic area than retailers, due in part to their smaller store network. A chain retailer is more likely to have a greater concentration of individual stores per square mile, each serving a smaller area, while the jobber maintains a larger commercial customer base spread across a larger geographic area.
As a result, jobbers tend to make better use of scheduled route delivery, in contrast to focusing on frequent short “on-demand” deliveries in the immediate area. These schedules are much easier to forecast, as they are somewhat consistent throughout the business day. When scheduling for the “hot-shot” portion of your delivery needs, however, the natural ebb and flow of your store’s daily routine become an important factor. There are key points throughout each day that require additional delivery staffing.
Many stores enjoy some form of overnight warehouse delivery, and those daily orders will be expected at shops across your territory as soon as possible the following morning. Between those “first thing in the morning” deliveries and the daily ritual of vehicle pre-checks, the first hour of the workday can be a beehive of activity for your delivery staff. By the time your trucks are returning from their early rounds, orders generated from those 8 a.m. diagnostic appointments at shops across your market have begun to filter in, resulting in another rush. Customer calls ramp up again before and during the traditional lunch hour, as shops try to arrange deliveries to arrive before technicians return from their breaks. Another flurry of dispatches will be in response to the afternoon’s diagnostics, with shops hoping to wrap up repairs before end of day, and to beat the overnight order deadlines for the next day’s business.
In addition to customer-driven rushes, we may also see a spike in driver demand centered around our own incoming deliveries. Stores with midday warehouse deliveries will see a surge in demand around these times, as well as those created by UPS or FedEx drop-offs. Most of our best customers already know what time to expect such special orders, and the volume of “where’s my stuff?” calls will add to the sense of immediacy felt by everyone on staff!
Delivery scheduling can also be adversely affected by seasonality and holidays. Freezing or snowy weather not only creates delays in parts deliveries from the warehouse and at store levels, but it can also limit an individual driver’s ability to report for duty as scheduled, creating a gap in coverage. Coupled with the longer delivery times required for the remaining staff to complete routes safely, it can create temporary bottlenecks. Holidays also create personnel issues, as we attempt to find coverage for those days that everyone wants to spend with family and friends. Travel-intensive holidays like Memorial Day, Independence Day and Labor Day also create an increased demand from shops prepping vehicles for extended trips, with added pressure for everyone to complete repairs, often at the last minute.
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By AutoZone
MEMPHIS, Tenn., May 26, 2026 (GLOBE NEWSWIRE) -- AutoZone, Inc. (NYSE: AZO) today reported net sales of $4.8 billion for its third quarter (12 weeks) ended May 9, 2026, an increase of 8.4% from the third quarter of fiscal 2025 (12 weeks). Same store sales, or sales for our domestic and
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By Counterman
Six in 10 automotive businesses expect demand for aftermarket parts and services to grow this year. That’s according to
link hidden, please login to view by the Automotive Aftermarket Products Expo ( link hidden, please login to view). Open-ended commentary points to higher new vehicle prices, which are causing consumers to hang onto their existing vehicles longer, as the driving force for rising demand in the aftermarket. “The price of new cars is high, so people are purchasing, repairing and maintaining older vehicles,” wrote one respondent. “People are keeping their cars for longer periods of time,” noted another. “Price of new cars justifies repairs on older vehicles,” noted a third.
One caveat to that finding is that price sensitivity shows up in the aftermarket, too. The majority (53%) have observed more interest in lower-cost parts and services. However, customer motivation appears to be focused on value, rather than pure cost savings. Respondents said quality (34%) was the top influence of buying preference, followed by price (25%) and availability (20%).
Perhaps as a consequence, respondents said their business’s sales expectations for this year are flat, compared to sales performance the year prior. This reinforces the aftermarket’s reputation for stability no matter what’s happening with the economy.
Uncertainty is the Top Challenge
Respondents identified the top challenge as “uncertainty” (45%), which was a recurring theme throughout the findings. Many aftermarket businesses are engrossed in supply chain diversification initiatives, carrying higher inventory levels, and struggling to find skilled labor.
Among the other key findings are the following:
Customer service is the top AI initiative. About one-fifth (21%) of respondents have implemented enterprise-grade AI tools and another 20% are in the planning stages. Of those implementing enterprise AI, the top areas of AI investment are customer service (60%), inventory management (42%) and product development (36%). Supply chain diversification. 70% of respondents have completed diversifying their suppliers (6%), are in the planning stages (18%), or have plans in progress (46%). Inventories are on the rise. 38% of respondents are managing higher inventories of parts, compared to 20% who say they are managing fewer parts. Electric vehicle (EV) investments. More respondents (26%) said they will invest less in the EV segment, compared to 17% who will invest more. Another 27% said they will invest about the same as last year. Notably, the largest share of respondents (29%) remains uncertain about EV investments. Solving the Skilled Labor Shortage
Attracting skilled talent ranked second on the list of the top three challenges. Repair shops struggle with this because automotive technicians are retiring faster than the industry can replace them. The problem is compounded by the fact that demand for repair and maintenance services is rising.
When asked about the steps their business is taking to address the shortage, respondents pointed to an array of enticements. These include offering more training (30%), boosting compensation (27%) and improving benefits (22%), among other steps.
However, 25% of respondents aren’t taking any of those actions. In open-ended comments, respondents offered a variety of answers ranging from hiring retired people part-time to employing temporary help. One respondent commented [that we] “just stopped looking for help.”
It’s important to note that it’s not just repair shops that need skilled labor in the aftermarket. Respondents who work in manufacturing comprised the second largest demographic in this survey, following repair shops.
One manufacturing respondent wrote in to offer a solution, calling for “a national apprenticeship program that is deeply integrated into the manufacturing sector.” That person later added that technical institutes should synchronize their curricula with the “real-time needs of the factory floor.”
The full report is freely available for download (no registration required) on the AAPEX blog:
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By AutoZone
MEMPHIS, Tenn., March 03, 2026 (GLOBE NEWSWIRE) -- AutoZone, Inc. (NYSE: AZO) today reported net sales of $4.3 billion for its second quarter (12 weeks) ended February 14, 2026, an increase of 8.1% from the second quarter of fiscal 2025 (12 weeks). Same store sales, or sales for our domestic and
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By Counterman
link hidden, please login to view, provider of nationwide auto parts and tire delivery logistics, announced that Ben Yelowitz has joined the company as director of North America group sales. In his new role, Yelowitz will focus on building customer relationship and new business development with the automotive aftermarket program buying groups and working with their member WDs, helping strengthen PDX’s continued mission of delivering fast, dependable delivery service for automotive parts distribution across the U.S., the company said.
Yelowitz brings 52 years of experience in the automotive aftermarket parts distribution business to his new role, and is well versed in delivery logistics and transportation, PDX said. He has a strong background in the automotive aftermarket, supporting jobbers and WDs as well as dealer networks, OEM partners and aftermarket supply chain operations.
Most recently, he was new business development manager at GPC/NAPA Auto Parts. He also was CFO of POJA Warehouse LP, and president and CEO of Crest Auto Stores in Philadelphia, where he was known for his commitment to service, reliability and operational and financial excellence, PDX said. Yelowitz was also a prior long-term board member of
link hidden, please login to view, where he served as chairman, vice chairman and treasurer. “Ben’s experience and industry knowledge will be a strong addition to our team,” said Fred Frankel, PDX president. “We’re excited to welcome him to PDX and look forward to the impact he’ll make as we continue to grow and support our customers nationwide.”
“I’m looking forward to bringing my experience to PDX and contributing to the company’s continued success,” Yelowitz said.
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