Bapcor Ltd · ASX:BAP
Bapcor — Investor Day (April 2025)
36 slides from Bapcor's investor day presentation, Apr 28, 2025
Slide 1: 2025 Strategic Update
2025 Strategic Update 28 April 2025 Angus McKay Executive Chair & CEO
Slide 2: Acknowledgement of Country
Acknowledgement of Country Bapcor would like to acknowledge the Traditional Custodians of country throughout Australia. We pay our respect to elders past and present. We recognise the continued connection of all First Nations people with country across Australia, in particular, on all the land where
Slide 3: Safety first
Safety first › Stay calm › Use the stairs › After evacuating, and follow to exit the report to instructions building the designated assembly point and wait for instructions 3
Slide 4: Agenda
Agenda 1 Introduction 2 Market trends and fundamentals 3 Retail and Wholesale business reviews 4 Why we will win 5 Setting Bapcor up for growth 6 What success looks like 7 Questions and Answers 8 Supply Chain update 9 DCQ Tour
Slide 5: Introducing our new team
Introducing our new team Angus McKay Simon Bromell Craig Magill Megan Foster Martin Storey Executive Chair Executive General Executive General Executive General Executive General & CEO Manager, Trade Manager, Networks Manager, Retail Manager, New Zealand Abdul Jaafar George Sakoufakis George Saoud M
Slide 6: Business foundations
Business foundations Our aspiration To drive sustainable growth and be obsessive about the customer Built on a clear purpose with strong values and an unwavering commitment to safety, our expertise Our purpose fuels growth and sets us Be there for what matters most apart in the market. Our values WE
Slide 7: About Bapcor today
About Bapcor today Our customers $2.0B Generalist F24 mechanics Total 36% of revenue 36% of revenue 20% of revenue 8% of revenue revenue Truck & We sell to independent We have a collection We sell to consumers We sell to independent Commercial mechanics, national of truck (CVG), electrical through o
Slide 8: Australian and New Zealand market trends & fundamentals
Australian and New Zealand market trends & fundamentals 8
Slide 9: Key market drivers
Key market drivers Australian vehicle parc (CY2025-28 Forecast) Registered vehicles (millions) Vehicle Cost Expanding Sustained innovation conscious 2% car parcs age of 22.3 Total & technology consumers 25 21.4 21.9 car parcs 21.0 20 15 10 Australia: expected Average age BEV represent 0.8% Growing d
Slide 10: Retail and Wholesale business reviews
Retail and Wholesale business reviews 10
Slide 11: Clear opportunity to stabilise and grow Retail
Clear opportunity to stabilise and grow Retail Review outcomes What we are doing Retail business poorly managed in recent years: Our focus is on driving performance improvement from our core assets and • COVID provided artificial lift to the brands, especially Autobarn ensuring returns are closely m
Slide 12: Opportunity to rebuild brand value
Opportunity to Actions planned rebuild brand value and underway • The Autobarn brand remains in • Terminate leases or relocate • Drive greater penetration reasonably good health despite sites for loss-making stores of private label into different underinvestment, while Autopro that have optionality
Slide 13: Wholesale brands: complementary GTM strategy
Wholesale brands: complementary GTM strategy NOW Siloed Review outcomes What we are doing Separate infrastructure Limited scale Wholesale is complex, selling to third-party Examine disposal options for brands that are not resellers and internally to Bapcor units, while viable or not part of our stra
Slide 14: Why we will win
Why we will win 14
Slide 15: Why we will win
Why we will win Diverse portfolio of Bapcor Access to Nationwide An efficient, effective and brands and third-party ranges premium brands supply chain rational supply chain capable including delivering to of servicing stores and ‘owned’ stores and customers exclusive brands customers New Retail eCom
Slide 16: Where we play
Where we play Our customers Business units Generalist Burson, Precision, mechanics BNT We sell to independent We have a collection We sell to consumers We sell to independent mechanics, national of truck (CVG), through our retail mechanics, national Truck & chains and service electrical (AEG) and bu
Slide 17: Our operating model must leverage customer-facing strengths and group-wide expertise
Our operating model must leverage the balance between customer-facing strengths and group-wide expertise Where we play OUR OPERATING MODEL Generalist mechanics Customer Supported facing strengths by expertise Truck & commercial mechanics Customer service Finance/ Risk DIYers, car enthusiasts, Techno
Slide 18: Significant opportunities to grow organically
Significant opportunities to grow organically 1 2 3 4 5 6 Consolidate and Close the gap to Stabilise and Accelerate Streamline legacy Maximise enhance our become the grow our Retail expansion of systems and invest shareholder market leadership undisputed operations our store strategically in value b
Slide 19: Setting Bapcor up for growth
Setting Bapcor up for growth
Slide 20: Key management actions
Key management actions Strategy has been set to execute against six clear strategic imperatives STRATEGIC PRIORITIES FY25 STRATEGIC IMPERATIVES 2H25 AND BEYOND On track to deliver at top end of $20M-$30M saving in FY25 One Optimised Customer Simplify and consolidate Specialist supply Networks networ
Slide 21: Strategic imperatives
Strategic imperatives Optimised One network Provide platform for supply Right parts, right chain driving growth place, right cost › Consolidate under-performing stores › Optimise and leverage investment in (total group but particularly in Retail) state-of-the-art automated DC network › Leverage supp
Slide 22: Strategic imperatives cont.
Strategic imperatives cont. Customer Digitalise focus Customer at the centre the Deliver improved business of everything we do operating efficiencies › Implement single CRM › Expand Retail eCommerce offering › Strengthen loyalty programs › Broaden eCommerce to other business units › Grow and develop
Slide 23: Strategic imperatives cont.
Strategic imperatives cont. Store Simplify fitness Drive performance- the Remove complexity and business based culture provide clarity › Enhance in-store capability › Eliminate internal transactions › Elevate customer service › Implement pricing tools › Strengthen sales, category and › Streamline sy
Slide 24: Tech modernisation: widespread ERP consolidation
Tech modernisation: widespread ERP consolidation In recent years we reduced the number At 30 June 2025 there will be 17 ERPs Longer-term we are assessing the of ERPs from 42 to 19 as at 30 June 2024 (16 Selling ERPs + BLS) and by the end of opportunity to ‘collapse’ each business (18 Selling ERPs +
Slide 25: Driving a sustainable future
Driving a sustainable Modern slavery future risk mitigation Supply chain Health, safety & wellbeing optimisation Diversity, equity and inclusion • Refreshed ESG strategic framework Our supply Our team strategy informed by materiality assessment chain members Employee undertaken in 2024 engagement •
Slide 26: Disciplined capital management
Disciplined capital management • Robust balance sheet and strong cash flow discipline Operating Investing Interest • Continuous focus on cost efficiency and optimisation cash capex • Debt capacity with well-managed maturities • Strategic and disciplined approach to capital allocation via Investment
Slide 27: What success looks like
What success looks like
Slide 28: Key outcomes of strategic imperatives
Key outcomes of strategic imperatives Clear performance metrics to track strategic delivery Financial metrics: One • Revenue CAGR Optimised Customer • EBITDA CAGR supply network focus • ROIC chain • % inventory to sales Non-financial metrics: • Safety - TRIFR a • Customer satisfaction (NPS) • Employ
Slide 29: Indicative scorecard
Indicative scorecard Clear performance metrics to track strategic delivery Financial metrics FY24 FY30 Revenue $2.,037M >5% (5YR CAGR) EBITDA $268.4M >10% (5YR CAGR) ROIC 9.5% >13.5% % inventory to sales 26.4% <25% Non-financial metrics FY24 FY30 Safety - TRIFR 15.41 <10 Customer satisfaction (NPS)
Slide 30: Q&A
Q&A 30
Slide 31: Supply chain update
Supply chain update Abdul Jaafar Executive General Manager, Supply Chain & Procurement
Slide 32: Supply chain – 3 years ago
Supply chain – 3 years ago Decentralised supply chains run by each business unit. Stock visibility only within the business unit. Bapcor Business unit Store warehouses warehouses network BU Warehouse Overseas supplier BU Warehouse DCV 50,000m2 BU Warehouse BU Warehouse Domestic supplier BU Warehouse
Slide 33: Supply chain – current state
Supply chain – current state Focus on driving efficiencies across the network by leveraging scale and bringing product closer to the customer and reducing touch points. Allows for stock visibility across the network. Overseas Bapcor Store warehouses network supplier DCV DCNSW Offshore consolidation
Slide 34: Supply chain – future state
Supply chain – future state Our future supply chain ensures our competitive advantage by leveraging our scale, reducing lead-times, touch points and bringing product closer to our customers. Overseas Bapcor Supply chain Store warehouses optimisation facilities network supplier Offshore consolidation
Slide 35: Disclaimer
Disclaimer The material in this presentation has been prepared by Bapcor Limited (“Bapcor”) ABN 80 153 199 912 and is general background information about Bapcor’s activities current at the date of this presentation. The information is given in summary form and does not purport to be complete. Infor
Slide 36: Asia Pacific's leading provider of vehicle parts, accessories, equipment, service and solutions
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions