Professional Motor Factor: Certificate of Average Net Circulation for the 11 issues distributed between July 2024 and June 2025
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BEST WISHES
Here we are then: the last issue of 2026 – and we finish with a cracker! There are some fantastic interviews, columns and quotes to get stuck into this month, starting with Lee Gratton from Motor Parts Direct (page 10). Lee has assumed the role of managing director from Darren Wykes, who announced his retirement after 26 years back in October. Despite shadowing Darren during what I’m sure was an intense transition period, Lee paused to answer our questions about how he aims to protect Darren’s legacy – “my baby”, as Darren described MPD – but also make his own mark.
Lee told PMF: “The culture Darren built, centred on teamwork, trust and doing the right thing, remains core to who we are. My goal is to honour that legacy by maintaining those values while bringing a renewed focus on innovation, digital development and operational efficiency. I want to empower our people to challenge convention and embrace new ideas without losing the personal touch that defines MPD.”
Everyone here at PMF wishes Darren the best of luck for the future, who signed off by saying:
“This marks the end of a deeply fulfilling chapter in both my professional career and personal journey. MPD has always been ‘my baby’, nurtured from its humble beginnings into a business that has far exceeded expectations, thanks to the fantastic and talented people involved. I am confident that the strong leadership team in place, along with Lee’s experience and drive, will ensure MPD continues to flourish in the years ahead.”
The same sentiments go to David Clarke, who after 35 years leading Autosupplies Chesterfield, has decided to sell his business to Alliance Automotive Group. David is a man of many words, but none about a potential sale were uttered to me when we last spoke!
It has since been revealed that David, while focusing on other business interests and spending more time with his family, will also support his sons, Ben and Tom, as they develop Butlers Automotive and Leisureways of Rotherham, respectively.
David has always been kind to me, responded to my questions and donated his time. Judging by the response on social media, I wasn’t the only one to have been on the receiving end of David’s caring consideration and good nature.
Before we put 2025 to bed, I was curious to learn how the trade reflected on the last 12 months –so, to gain a glimpse, I asked our Counter View contributors for their views (page 12).
Sanjiv Shah, of Car Spares Factors, revealed: “On the positive side, demand across both trade and retail channels has remained steady, supported by an ageing vehicle parc and continued consumer caution around big-ticket purchases. Many workshops have reported solid service and repair volumes, as motorists prioritise maintenance over replacement. This, in turn, has helped factors like us to maintain consistent throughput while investing in our systems, logistics and people.”
He continued: “However, the past year has not been without its challenges: price pressures from currency fluctuations and global supply constraints have kept margins tight. Labour shortages across logistics and skilled technical roles have added complexity. Meanwhile, the accelerating shift toward hybrids and EVs has highlighted the need for continued upskilling and product diversification.”
Sanjiv sees those challenges as opportunities as we move into 2026 – what trends have you seen that can be used as a springboard?
From everyone here at PMF, Merry Christmas and Happy New Year. See you in 2026.
Tom Henman Editor
The publishers and editor do not necessarily agree with the views expressed by contributors, nor do they accept responsibility for any errors of translation in the subject matter in this publication.
NEWS
AUTOSUPPLIES CHESTERFIELD UNDER NEW OWNERSHIP
Autosupplies Chesterfield has been acquired by Alliance Automotive Group UK and Ireland.
The business, founded by David Clarke in 1990 in Bolsover, Chesterfield, started as a paint and refinishing distributor, before developing into a full car parts motor factor, operating out of a 20,000sqft facility, employing over 100 people and running a fleet of 60 vans.
Managing Director, David Clarke, said: “Autosupplies Chesterfield has been an industry success story, and I would like to thank all staff, customers and suppliers that have contributed to its growth over the past 35 years.
“From our humble beginnings, we have evolved to become a leader in motor factoring, introducing new standards for customer service, product availability and logistics. I wish everyone connected with the business all the success under its new owners.”
In addition to pursuing other business interests and spending time with his family, David will use his 45 years’ experience in the aftermarket to support the continued growth of motor factors Butlers Automotive of Barnsley and Leisureways of Rotherham, run by sons Ben and Tom Clarke respectively.
NAPA AUTO PARTS HOSTS ANNUAL BRANCH CONFERENCE AND AWARDS
NAPA Auto Parts marked its latest branch conference by welcoming colleagues from NAPA Auto Parts – Commercial and Republic of Ireland for the first time. They joined 350 colleagues and representatives from 80 suppliers at the Magna Centre in Rotherham.
The day opened with the senior leadership team outlining NAPA’s strategic direction and forthcoming projects. Their message was clear, emphasising the importance of “innovation and teamwork” within the NAPA community.
In the afternoon, attendees engaged with suppliers face-to-face, as colleagues explored the range of brands, products and technical solutions offered by NAPA. As evening arrived, the conference transitioned from learning to celebration. The awards dinner recognised the achievements of colleagues throughout 2025, honouring those whose dedication and passion exemplify NAPA’s values.
NAPA Auto Parts Managing Director,
Lewis Selby, said: “The NAPA Auto Parts branch conference is a great opportunity to bring together the leaders of our branch network and reinforce our commitment to product excellence and exceptional customer service.
“Our priority is ensuring our teams are educated on the latest product and service innovations so we can continue to provide a market-leading service. It also strengthens our sense of community across the NAPA network, underscoring the vital role our team plays in achieving our goals.”
IAAF LAUNCHES NEW MEMBERSHIP TIERS FOR INDEPENDENT WORKSHOPS
The Independent Automotive Aftermarket Federation (IAAF) is introducing new membership options –designed for independent workshops.
Launching in January, the move comes in response to calls from workshops across the UK that, in recent years, have been increasingly turning to IAAF for support. Recognising this need, IAAF has developed a structured membership platform that enables workshops to benefit from IAAF representation, resources and opportunities, and to support greater dialogue throughout the supply chain.
There are three tiers of membership available for garages: Registered member, accredited member and leadership member.
The new memberships will open up access to IAAF’s growing portfolio of services, including training, compliance support and industry events, while also providing garages with a valuable platform to liaise directly with suppliers and motor factors across the aftermarket.
Workshops joining as registered
members, which remains free of charge, will gain access to the IAAF Training Academy, receive regular news and industry updates and be featured on the IAAF website.
For those looking to play a greater role, advanced levels of paid-for memberships offer further benefits, including lobbying support, Motor Ombudsman accreditation, market insights and the opportunity to participate in the newlycreated IAAF Garage Council – a group of 30 workshops that will help shape industry policy and provide feedback.
IAAF CEO, Mark Field
INDUSTRY RESPONDS AS GOVERNMENT LAUNCHES REVIEW INTO HEADLIGHT GLARE
Rising concern over dazzling headlights has prompted the government to review vehicle and headlamp design amid reports that modern lighting technologies are making night driving increasingly difficult for motorists.
Drivers have complained that highintensity LED headlamps, now standard on many new vehicles, are causing glare and discomfort. Research commissioned by the Department for Transport (DfT) into the issue has not yet been published, but the government plans to carry out a new assessment of the causes and possible solutions. Findings will help shape the upcoming Road Safety Strategy.
Ring has welcomed renewed attention to the subject, urging motorists and workshops to separate fact from fiction. The company recently tested 33 bulbs from five manufacturers and found 16 – almost half –to be illegal.
Ring, together with parent company OSRAM, continues to champion compliance and headlamp safety. It warns that poor-
quality, unregulated bulbs are a major contributor to glare and can emit uncontrolled beams that dazzle oncoming traffic.
Ring Marketing Director, Henry Bisson, said: “Glare and dazzle continue to be a massive discussion point among drivers, so we are regularly asked about it. However, there is a lot of misinformation out there. We feel that it’s a duty of ours to comment on these issues and use our knowledge and expertise to convey the facts.
“We have also found that drivers are asking their technicians or factors about the issues, so we wanted to explain all of the possible causes so that they can be fully informed and pass on the message to drivers who are concerned. It’s important that we educate the market wherever we can and this is just one instance where we have knowledge to share and are happy to do so.”
HELLA also supports the government’s focus on glare, calling for workshops to prioritise correct alignment, calibration and the use of OE-quality components.
HELLA Lighting Product and Brand Manager, Dave Clark, said: “While brighter headlights improve road safety by increasing visibility, improper alignment, highermounted lamps on SUVs and crossovers, and the intensity of advanced lighting technologies can all contribute to driver discomfort and reduced confidence. It’s essential to achieve the right balance between illumination and safety.”
HELLA advises workshops to check alignment whenever bulbs, suspension or load conditions change and highlighted the “growing adoption” of adaptive front lighting systems and automatic headlamp dipping.
Dave added: “ These systems perform best when properly calibrated, including ADAS adjustments where applicable.”
With RAC research showing that over a third of drivers feel nervous driving at night, and three-quarters say headlights are too bright, both Ring and HELLA agree that the trade is crucial in tackling the issue.
Movers & Shakers
PMF introduces this month’s movers and shakers, as they begin a new stage of their career.
Matthew Say (centre) has been appointed managing director of PACT TecCom eparts UK Distribution Ltd.
Matthew brings more than 25 years’ experience within the aftermarket, having held senior positions at HELLA UK, MANN+HUMMEL and, most recently, SNG/Moss Motors.
Board Representative, Xavier Thiberge,said: “We are delighted to welcome Matthew Say as managing director of PACT. This appointment represents a key step in strengthening our position across the UK and Irish independent automotive aftermarket.
“Matthew brings deep industry expertise and a resultsoriented mindset that aligns with our ambition to expand our coverage, enhance service levels and deliver greater value to our customers and partners throughout the region.”
Matthew added: “I’m excited to be joining PACT at such a pivotal time in its journey. I look forward to working closely with the team, our customers and partners to drive
FAI AUTOMOTIVE
FAI Automotive has announced the promotion of Peter Garrett to head of product and marketing, recognising his two decades of dedication and contribution to the company’s growth and success.
Peter first joined FAI 20 years ago in the product development team, before moving into various communications roles, where he was instrumental in building the company’s profile across the aftermarket. His career has since evolved into more commercially focused positions, culminating in his latest promotion to lead both the product and marketing functions.
In his new role, Peter will oversee the continued expansion of FAI’s product portfolio, while also strengthening the company’s marketing strategy to support customers across the UK and Europe.
Peter said: “I’m delighted to step into this new role. Having been part of FAI’s journey for 20 years, I’m excited to continue driving the business forward by expanding our product offering and ensuring our customers have the support and information they need to succeed.”
Peter’s promotion comes following “significant investment” from parent company Motus Aftermarket Parts. The company has accelerated the development of new product groups and expanded ranges across multiple categories.
meaningful growth, deliver value, and continue building a company culture that supports innovation, collaboration and excellence.”
UPG UK AND IRELAND
UPG UK and Ireland has announced the appointment of Phillip Butcher as its new business development manager for SouthEast England.
With nearly 40 years in the automotive aftermarket, UPG is confident Phillip’s wealth of expertise will be instrumental to its future initiatives, having previously worked in roles at Charlie Brown’s Autocentre, PartCo, Brown Brothers, FPS Distribution and Continental.
Phillip said: “I chose UPG for its forward-thinking views with a touch of old-school customer care. Combined with fantastic new ranges and opportunities, I couldn’t possibly turn the opportunity down.
“Between me and UPG, both our goals and expectations have aligned consistently. I’m looking forward to working with my new team and contributing to UPG’s reputation as the UK’s leading automotive aftermarket parts supplier.”
Phillip’s new role will include prioritising the promotion of the UPG brand, building fresh opportunities and continuing to deliver dependable service to all customers.
NEW MPD MD: HONOURING OUR LEGACY WHILE DRIVING INNOVATION, DIGITAL GROWTH AND OPERATIONAL EXCELLENCE
In October, Motor Parts Direct (MPD) announced the appointment of Lee Gratton as its new managing director. Lee succeeded the outgoing Darren Wykes, who retires at the end of 2025 after 26 years at the helm. PMF quizzed Lee about how he plans to build on Darren’s legacy and lead MPD forward.
Since cofounding MPD in 1999 with just one branch and four employees, Darren has overseen the company’s growth from a single-branch startup into a nationwide network of over 180 branches. Under his leadership, MPD believes it has built a strong reputation for service, expertise and quality.
Darren said: “This marks the end of a deeply fulfilling chapter in both my professional career and personal journey. MPD has always been ‘my baby’, nurtured from its humble beginnings into a business that has far exceeded expectations, thanks to the fantastic and talented people involved. I am confident that the strong leadership team in place, along with Lee’s experience and drive, will ensure MPD continues to flourish in the years ahead.”
Lee brings more than 28 years of experience in the automotive aftermarket himself, having held various senior roles across the sector. He has been working closely with Darren during a transition period that is about to end.
Darren added: “Lee’s unique mix of handson entrepreneurial experience and corporate leadership makes him an ideal fit for MPD. Having built and scaled an independent motor factor from the ground up, he understands the dynamics of the aftermarket and the operational mindset that has driven MPD’s success to date.”
Lee, thank you for joining PMF –can you summarise the impact that Darren has had on MPD over the last 26 years?
Over his 26 years, Darren has been instrumental in shaping MPD into the respected, customer-focused business it is today. His commitment to service excellence, integrity and long-term relationships with both customers and suppliers established the foundation of our reputation. Under his leadership, MPD evolved from a single outlet into a trusted, independent player with 185 branches known for reliability, deep product knowledge and a strong family-oriented culture.
How will you preserve the company culture and values that Darren established while putting your own mark on MPD?
The culture Darren built centred on teamwork, trust and doing the right thing, remains core to who we are. My goal is to honour that legacy by maintaining those values while bringing a renewed focus on innovation, digital development and operational efficiency. I want to empower our people to challenge convention and embrace new ideas without losing the personal touch that defines MPD.
What inspired you to take on this role?
lead this next chapter felt like a natural progression, both professionally and personally. I’m inspired by the chance to build on what’s been achieved and ensure MPD continues to thrive.
In your statement, you cited MPD’s legacy and strong reputation – what will you look to continue and what will you look to change?
I intend to continue MPD’s unwavering focus on customer service, local relationships and strong supplier partnerships. Where I see opportunity for change is in how we adapt to evolving customer expectations, through investment in technology, streamlined logistics and more datadriven decision-making to enhance our agility and responsiveness.
How do you plan to leverage your experience in building an independent motor factor to drive MPD forward?
My experience in building an independent motor factor has taught me the value of adaptability and customer-centric innovation. I plan to bring that mindset to MPD – balancing the stability of our established operations with the entrepreneurial drive to explore new service models, digital tools and product lines.
The aftermarket continues to face challenges, such as supply chain pressures, rapid technological change and industry consolidation; however, these also present opportunities, particularly in sustainability, EV components and customer service differentiation.
Under my leadership, MPD will remain nimble, leveraging our independence to respond quickly and strategically to market shifts.
How will you approach developing MPD’s existing leadership team and staff to ensure success?
Our people are MPD’s greatest strength. I’ll be investing time in developing leadership capabilities, fostering collaboration and ensuring every team member understands how they contribute to our success. We’ll focus on creating clear career pathways and a culture of continuous improvement.
With the continued presence –and in some cases expansion –what strategies will you implement to keep MPD competitive?
To remain competitive, we’ll focus on customer proximity, both physically and digitally. That means improving stock availability, investing in technology to enhance efficiency and reinforcing our service promise. Expansion will be strategic and sustainable, ensuring we grow without compromising the values that have defined MPD for more than two decades. A Q A Q A Q A Q A Q A Q A Q A Q
Having spent my career in the independent motor factor sector, I’ve always admired MPD’s reputation for authenticity and customer commitment. The opportunity to
What do you see as the biggest opportunities and challenges in the sector today, and how will MPD respond under your leadership?
“The culture Darren built centred on teamwork, trust and doing the right thing, remains core to who we are.”
FROM 2025 ACHIEVEMENTS TO 2026 AMBITIONS
TIM BENSON OLDFIELDS GARAGE OWNER
DTell us what you think via #PMFCounterView on LinkedIn or e-mail pmf@hamerville co.uk
ecember is always a good time to take stock. Twelve months of hard work, lessons and a few proud moments. At Oldfields Garage, we’ve continued to pick up and be shortlisted for awards, added capacity and sharpened our service mix, and it showed in customer feedback, repeat bookings and the kind of enquiries that tell you your positioning is cutting through.
We have been more deliberate about where we invest and what we say yes to. That patience has helped us grow steadily in a year that asked every business to balance demand, margins and standards without losing sight of people. We’ve had record sales every month this year, bar one, but margins continue to be under pressure.
The loudest drumbeat this year has been MOT price stagnation. It is a nightmare for invested garage businesses that have put real money into equipment, training and compliance. What worries me even more is the ‘race to the bottom’ that continues even if a new maximum lands. Too many will keep discounting because they see the MOT as a door opener rather than a safety service. You cannot be good, quick and cheap. Something will give. As an industry we need the courage to price for the true cost of quality. Customers understand value when we explain it well.
On talent, the picture is uneven. We are fortunate with apprentices and a steady stream of interest in working with us. The harder gap is experienced technicians with the right credentials. Our answer has been to double down on youth and build our own academy concept to accelerate learning and tailor a programme to the team and business needs. That takes time and mentoring, but the payoff is a team that lives our way of doing things and grows with the business.
Cyber threats moved from theory to front page this year. Highprofile incidents reminded us that no one is too small to be targeted or collateral. We have tightened our practices. It is not glamorous work, but it is essential.
This brings me to 2026. We intend to use 2025 as the springboard to grow into the capacity we have created, not chase volume for its own sake. We will continue to upskill, develop our service lines and bring ADAS into scope.
The goal is simple: consistent quality, sustainable margins, and a customer experience that is calm, clear and trustworthy.
SANJIV
CAR SPARES FACTORS OWNER
For all of us at Car Spares Factors, now approaching 50 years in business, the last 12 months have reaffirmed two qualities that continue to define our success: outstanding customer service and adaptability.
These principles have been at the heart of our business since day one ensuring that, whatever challenges the market presents, our customers can rely on us for expert support, dependable delivery and a personal touch that larger operations sometimes struggle to match.
On the positive side, demand across both trade and retail channels has remained steady, supported by an ageing vehicle parc and continued consumer caution around big-ticket purchases. Many workshops have reported solid service and repair volumes, as motorists prioritise maintenance over replacement. This, in turn, has helped factors like us to maintain consistent throughput while investing in our systems, logistics and people.
Technology has continued to be a major driver of progress. The integration of smarter cataloguing tools, real-time stock visibility and better data sharing with suppliers has enhanced efficiency and service levels. Customer expectations are evolving fast; availability, accuracy and pricing transparency are now minimum standards. Meeting those expectations has required ongoing investment in digital infrastructure, training and process improvement – something we’ve embraced wholeheartedly.
However, the past year has not been without its challenges: price pressures from currency fluctuations and global supply constraints have kept margins tight. Labour shortages across logistics and skilled technical roles have added complexity. Meanwhile, the accelerating shift toward hybrids and EVs has highlighted the need for continued upskilling and product diversification.
Yet, we see these challenges as opportunities. As we move into 2026, our focus is on deeper collaboration across the supply chain, sustainable practices and constantly building on the customer experience. The aftermarket’s strength has always been its agility and partnership, and those same values will drive us forward.
SHAH
ELTA AUTOMOTIVE GEARS UP FOR 2026: CHAMPION THE AFTERMARKET
This year has proved a “real turning point” for ELTA Automotive. Tim Brotherton, the company’s marketing manager, reveals why and how it will be a springboard for more success in 2026.
What would you say have been the biggest positives and challenges for ELTA Automotive over the past 12 months?
This year’s been a real turning point for us. One of the big highlights was definitely securing a three-year extension to our Halfords bulb contract just one year after we won the original deal. That news came at Automechanika Birmingham, and it validated not just the products we offer, but the values we share around performance and sustainability.
really matured as a business this year.
Q A Q
AThat extension was also made possible in part because we invested in a brandnew, UK-based lighting photometry lab allowing us to validate bulb performance in-house with complete confidence. It’s been a real game-changer, strengthening customer trust and helping us accelerate development.
On top of that, we’ve achieved some major sustainability milestones. A shift to plastic-free packaging, an EcoVadis Silver Award, and new ISO certifications, like 14001 and 45001. It feels like ELTA has
On the flipside, while we love the competition, we have seen more aggressive “only fit OE” messaging from some VMs and brands. They’re battling their own pressures and expanding their offerings. Our job isn’t to fight that; it’s to make sure independent factors and garages know they have strong, trusted alternatives.
Understanding these challenges, how will these be resolved and used as a springboard for 2026?
We’ll be building even more momentum with our Champion the Aftermarket campaign. And it won’t just be about talking; we’re putting practical support in place through our ASSIST services.
We’ve got: StockASSIST to help factors build smarter, more efficient inventory based on real-world car parc data. TechASSIST to give workshops direct support via WhatsApp and phone, so they can sort out technical challenges in real time, and BrandASSIST to equip customers with branded marketing content and campaigns tailored to their needs.
All this, combined with the relaunch of our new website and eCat platform, gives us a strong base to help factors and workshops not just compete, but be the competition.
What is ELTA Automotive most proud of in 2025?
It’s been an incredible year of recognition for us. We’ve retained ISO 9001 and added both ISO 14001 and 45001, which shows our commitment to quality, the environment and safety.
We also achieved Premier Data Supplier status with TecDoc, which is the highest level and reaffirms our focus on accurate, accessible product data.
And winning an EcoVadis Silver Award, putting us well into the top 15% of evaluated businesses globally, was huge. Add to that a CAT award nomination and winning Component Supplier of the Year at the A1 Awards, and 2025 has been a real milestone year for ELTA.
Supply chain pressures and cost implications have been a talking point in 2025 – how has ELTA approached these challenges? Its been a testing year for everyone in the supply chain. At ELTA, we’ve tackled it with long-term thinking. Working closely with our manufacturing partners and tightening logistics processes to keep products moving and control costs wherever we can.
On our side, we’ve invested in intelligent systems that let us forecast demand using data from TecCom, Factor Sales and customer-supplied reports, so we know what’s needed and where before it’s an issue.
A Q A Q A Q A Q
But we don’t stop at our own warehouse. Through StockASSIST, we’re helping factors do exactly the same: stock intelligently and avoid tying up cash in slowmoving lines. The end goal? Making sure workshops have quick access to the parts they need to keep drivers on the road.
Technological advances and electrification also continue to make headlines – what part is
ELTA Automotive playing?
A
There’s so much going on right now. Electrification is reshaping the market, but it’s also led to something really interesting. The uncertainty of change to EV means older ICE cars are staying on the road longer. The average UK car is now almost 10years-old, which creates a huge opportunity for the aftermarket.
As an automotive lighting expert, we’ve seen LED headlamps – especially on EVs and SUVs – raise the topic of glare, so much so that the DfT is reviewing standards. But that’s also led to questions around aftermarket halogen bulbs, and we feel it’s important to balance that conversation.
That’s one reason we built our own photometry lab. To make sure every lighting product we sell is precise, safe and compliant with UNECE standards. Whatever side of the market you’re on, EV or ICE, we’re here to support it with confidence.
What trends or developments in the independent aftermarket have had the greatest impact on ELTA in 2025?
It has been the perfect storm: rising costs, drivers holding onto older cars, and workshops needing to do more with less.
People are watching their wallets more than ever, and that has driven customers towards independent workshops and parts they can trust. We’re in a great position to meet that need because our brands and services are built on trusted quality at a sensible price.
Plus, we’ve seen a real move towards self-reliance. Factors and workshops want support beyond the product. That’s where our ASSIST services really make a difference.
As we head into 2026, what are your priorities and expectations –and where do you see the main opportunities for growth?
Heading into 2026, our mission stays fundamentally the same: champion the aftermarket, strengthen support services, and keep delivering reliable, responsibly made products that help our customers succeed.
Growth-wise, we’re looking in two directions: supporting the ageing UK vehicle parc as millions of ICE cars still need reliable parts every day and investing in the future – especially in product groups tied to EVs. For instance, our heating and cooling range has grown rapidly, and with battery cooling and cabin climate control becoming even more important in EVs, that’s a space we’re really excited about.
So, eyes on the future, but with a firm commitment to the independent businesses keeping Britain moving right now.
MOTOSTOP REVEALS THE KEY TO A STRONG SUPPLIER PARTNERSHIP
Partnerships between motor factors and suppliers – what are they built on? In the case of Comline and Motostop Motor Factors, a family-run independent motor factor but part of A1 Automotive Group, it is trust, service and shared values. PMF speaks exclusively to the factor’s owner, Matt Emery, to find out what makes this relationship a long-standing success story.
As someone that has both sold and fitted parts throughout his career, starting out in the trade as a 14-yearold apprentice for the former factor, Discount Motor Supplies, Matt is wellqualified to judge a quality supplier when he sees one.
A blend of experience, knowledge and gut instinct has served him well since acquiring Motostop in 2011. A single-branch independent from Derbyshire, the factor
serves workshops, mobile mechanics and DIY customers across the region.
Motostop has grown from a small, twoperson operation to a seven-strong team –one that is formed on passion, customer care and integrity – Matt said: “We measure success by the quality of our service and wellbeing of our staff – not by our wealth.”
A crucial part of that customer service is providing parts that customers can trust.
From the beginning, Matt sought supplier relationships that aligned with Motostop’s values – reliability, responsiveness and a personal touch – and Comline has been one of those for many years.
QUALITY COMES FIRST
Matt believes Comline is a “top-tier supplier” and if there is product available, Motostop will purchase it.
That is as strong an endorsement a
Matt Emery (centre-left) and Motostop team
company can receive from a customer, but PMF wanted to dig deeper, to understand what makes Comline “top-tier” in Matt’s eyes. Motostop first began working with Comline through the A1 network, quickly taking a liking to it and stocking lines. As time progressed and customers gave positive feedback, the relationship solidified and more lines were added.
Matt continued: “We now stock Comline’s full UK range, with filtration and braking our fastest-selling lines. The quality and availability are excellent. It is rare we have an issue, but if we do, that issue is handled and solved quickly.”
Comline may not be an OEM, but its OEmatching quality gives Motostop “total
“Comline acknowledges that staying on top of vehicle data is one of its biggest challenges amid the rapid pace of vehicle development, but it continues to invest heavily in data accuracy and range management to keep customers, like Motostop, happy and able to provide their customers with the right parts first time.”
“Motostop has grown from a small, two-person operation to a seven-strong team – one that is formed on passion, customer care and integrity – Matt said: “We measure success by the quality of our service and wellbeing of our staff – not by our wealth.””
confidence”, and customers trust it too. Comline components consistently fit first time and perform reliably, Matt claimed, which is crucial for protecting Motostop’s reputation.
ADDED VALUE
Steering and suspension products are also strong performers, but beyond part supply, it is Comline’s additional support – from promotional giveaways to branded clothing and point-of-sales materials – that has also strengthened Motostop’s relationship with its customers.
Furthermore, Matt believes marketing and customer engagement plays a key role in maintaining brand trust, citing Comline’s social media presence as an effective channel to communicate updates and keep customers informed about new ranges, technical insights, news and campaigns, and brand developments.
He said: “Comline’s social media and marketing presence are excellent. There’s always fresh content – it keeps the brand visible and professional. It definitely helps with customer perception.”
HOW COMLINE AND MOTOSTOP OVERCOME CHALLENGES TOGETHER
Time and accuracy are vitally important for a motor factor – and it is no different for Motostop. When workshops are waiting for parts, facing delays or experiencing fitment errors, this can cause serious disruptions.
For independent motor factors, in particular, having a responsive supplier partner is critical.
Matt said: “We can’t afford to wait hours or days for an answer – and with Comline, we don’t have to.”
Stock management and vehicle data accuracy are also daily challenges – Matt explained: “With multiple OE part supersessions and application variations, selecting the right component first time isn’t always straightforward.”
Comline acknowledges that staying on top of vehicle data is one of its biggest challenges amid the rapid pace of vehicle development, but it continues to invest heavily in data accuracy and range management to keep customers, like Motostop, happy and able to provide their customers with the right parts first time.
This is proven by Comline’s recognition as a Premier Data Supplier on TecDoc. This is the highest level of quality certification a supplier can achieve.
RESULTS AND ACHIEVEMENTS
Thanks to the open dialogue, transparency and desire to make its partnership a successful one, both Comline and Motostop have improved stock efficiency, achieved fast resolutions, increased customer satisfaction, enhanced brand presence and – arguably the most important – sustained business growth.
The partnership between Comline and Motostop demonstrates how supplier and independent factor can create long-term success.
Matt concluded: “Comline don’t just sell parts – they help us build our business.”
For more information about Comline, www.rdr.link/FAW006
HELLO TERRY! HELLA’S THERMAL RANGE GETS A COOL NEW FACE
HELLA has given its thermal management range a fresh face – and a cool one at that…
If you visited HELLA’s stand at Automechanika Birmingham earlier this year, you may already be familiar with Terry – the brand’s new thermal management mascot. Named via a competition open to visitors, Terry is now front and centre of HELLA’s campaign to showcase its expanding range of OE-quality cooling and air conditioning components.
The winning entry came from Chris Thomas of B&R Motor Factors, and the light-hearted penguin has quickly become a symbol of HELLA’s commitment to quality and reliability in thermal management.
HELLA UK Product Manager for Thermal, Ian Mattacola, said: “Terry’s a light-hearted symbol with a serious message about reliability and quality. The naming competition was a fantastic way to showcase that HELLA is once again a full-range thermal management supplier.”
SERIOUS POINT TO BE MADE
With over 900 key components already available – covering compressors, condensers, radiators, fans, intercoolers and interior blowers – HELLA’s thermal
range continues to grow. By 2027, the line-up is set to expand to 6,500 parts, supporting passenger cars, LCVs and heavy-duty applications.
HELLA insisted Terry’s role isn’t just limited to a fun name either; it reported the mascot reflects HELLA’s two decades of experience in air conditioning and engine cooling, and its commitment to bringing OE-level technology to the independent aftermarket. This includes components, such as coolant control hubs, electric water pumps and electronic valve actuators, many of which are designed for hybrids and EVs.
Over the coming months, Terry will feature across HELLA UK’s social media and marketing campaigns.
HELLA is confident its thermal range – and Terry’s growing presence! –offers you an engaging way to showcase the brand’s OE-quality solutions, helping your customers stay ahead in a competitive market.
To learn more about HELLA, www.rdr.link/FAW007
GET PROTECTED: FIVE TIPS ON DATA
A new year brings a host of opportunities – what if one of those was the chance to strengthen your business, build trust with customers and staff, and ensure that you are doing everything you can to protect the rights and freedoms of people regarding the personal and sensitive data you hold? Here’s data protection expert Mandy Huntley.
Here are my five top tips for you to start 2026 with a bang – putting you on the right track towards data protection assurance:
TELL PEOPLE WHAT YOU DO WITH THEIR DATA
It’s a requirement of GDPR that you tell people what data you collect – and where you get it from if it is not directly from them. You must explain what you will use it for, how long you keep it, your lawful basis (a reason allowed by law), who you share it with, and who in your organisation they should contact if they wish to exercise their data rights.
You can wrap all of this up in a privacy notice, which must be made available to people when they give their data or as soon as possible afterwards. Make sure you keep this document under regular review as things change, and you may need to update it.
SHOW YOUR WORKINGS
At school, do you remember in maths your teacher would ask to show your workings? Well, when it comes to data protection, I think it’s a jolly good idea to do the same. By this I mean document how you’ve made decisions relating to data use. Draw out your data flows (that’s how data comes into the business and moves around). Create simple documents which show the protections you have in place, such as training that you provide to your team, who has access to different types of information and the security measures in place for systems. Review your policies and document in the policy when reviews and updates have taken place. Document your risk assessments and associated actions taken.
With all these things in place, in the event of a serious complaint or data breach, you’re able to prove that you’ve taken your responsibilities seriously and genuinely tried to do the right thing.
ACCOUNTABILITY
Linked to point two is accountability. If something goes wrong, admit it and explain. We’re all human and make mistakes. The biggest risk to data protection is people – the unusual link in an email that someone clicks without thinking, allowing a hacker access, or customer paperwork left behind at a service station.
A significant personal data breach must be reported to the Information Commissioner’s Office (ICO) within 72 hours of discovery. You should also inform the people whose data was lost, shared inappropriately or stolen.
In my experience, admitting when something has gone wrong and explaining what you are doing to prevent it happening again goes a long way towards preserving trust.
PLAN FOR THE UNEXPECTED
As a motor factor, you probably have a plan for when snow or icy conditions affect your operations – what would happen if you were hit by a cyberattack or a critical system goes down and can’t be restored for several hours or evendays?
Planning for these events can ensure that immediate steps are taken to protect people’s data, minimise the impact and continue with some degree of business whilst resolving the problem. Thinking about these situations and planning for them can provide you with the time to explore the different options before your hand is forced. Actions taken in haste often result in poor outcomes as privacy and security can be overlooked in the pursuit of a quick response.
My advice to you is take the time to plan to give your business the best possible chance if an incident occurs. Document the plan and have it printed, so that if all else fails you have a plan on paper to follow.
A LITTLE INVESTMENT CAN GO A LONG WAY
Getting expert help to establish the foundations of information governance can ensure that your business is protected from cyber-attacks, data breaches and poor practice.
The ICO has made it clear that ignorance is no defence when it comes to breaches of UK GDPR, as it has issued fines of thousands of pounds to some businesses who claimed they didn’t understand their obligations. Ensuring that staff who have responsibility for data protection within your business receive adequate training and resources to fulfil their role is a must.
Accessing professional advice and support doesn’t have to break the bank. I offer a proportionate and down-toearth approach to data protection. If you would like to schedule a one-hour compliance consultation please email me at mandy@mandyhuntley.co.uk or contact me through my website www.rdr.link/FAW008
MAKE 2026 YOUR ‘WOW’ YEAR, SAYS MARKETING EXPERT
Rising costs – especially utility bills, national insurance and the minimum wage – will continue to be felt next year. Keeping costs under control remains a challenge, especially with margins already cut to the bone – does this mean you should scale back brand operations because the hill is too big to climb? According to Dee Blick: “Absolutely not!”
If ever there was a time to build your brand, it’s now. And what better time than a new year when we’re all focused on improvement. Brands that stand out for the right reasons attract trade and foster loyalty.
If you’re a motor factor that places a premium on delivering exceptional customer service, the good news is you’re already on the road to building a compelling and magnetic brand. Rather than customers, especially trade customers, seeing you simply as a shifter of products minus the frills, you’re regarded as an exemplar, a safe and trusted pair of hands.
A motor factor that values every customer and that steps onto the road less travelled when it comes to service – before the sale, during the sale and when the till has stopped ringing – is one that builds
loyalty, one interaction after another.
Building your business into a great brand is not as onerous as it seems. Last month I wrote about the five pillars of branding and encouraged you to explore the whole arena of branding with an open mind, considering how you can make your business even moreprofessional and customer-oriented.
Let me now introduce you to the ‘WOW Plus 1’ model, which I’ve trained clients in for decades, including many motor factors and workshops. It’s so simple that the reaction has often been: “Why on earth did we not think of this before?”
The good news is that it costs nothing to put this model at the heart of your business. It’s designed to help you take customer service to the next level, where the biggest commitment you make is ensuring every member of your team buys into it.
WHAT IS THE MODEL?
This model is based on the premise that every communication with a prospect and customer – written, phone, social media, email, text or face-to-face – is an opportunity to wow them and so make it more likely they’ll choose you, remain loyal to you and recommend you.
Bring the model into the heart of your
business where you make it your mission to consistently delight every customer; one time only, repeat purchase customers and trade customers.
You’re aiming for satisfaction, which is simply meeting the expectations of every customer then adding one extra human connection into the mix: one more contact, one moment of thoughtfulness, one minute of your time, one check to see they’re happy.
The effect of meeting a customer’s expectations and adding in one simple element leads to the “wow” responses of “wow, that’s great”, “wow, what great service”, “wow, that was thoughtful” and “wow, I didn’t expect that”.
The great thing about being a business committed to this philosophy is that, on this basis, you meet the following criteria: you’re instantly noticed and valued by customers, your actions are quick and easy to implement, they cost little or nothing, and they are applied consistently – not just when you and your team are in a good mood or have the time to be thoughtful.
Of course, they are the ultimate brand builders – my question is, what are you
delivering now in the way of ‘wows’? Make a list of all the wows you could deliver, are delivering, and share them with your team. Explain their importance in building your customercentred brand. Them put them into practice.
REVIEW AND REFLECT
It takes time to embed new behaviours, so review your strategy every month to ensure it stays on your radar and that of every team member. Customers receiving the wow treatment will not only recommend you and come back to you, but they’re likely to forgive you when you don’t get it right.
Dee is an international bestselling author and is a fellow of the Chartered Institute of Marketing with 40 years marketing experience – 20 of those working in the automotive aftermarket with motor factors and workshops. Her latest book –You’re the Best! How to Build an Authentic and Magnetic Personal Brand – is available on Amazon. In the words of one reviewer: “Dee’s latest book nails branding for the busy business owner.”
In 2026, I predict that any business making a commitment to upping their game without spending money for the privilege will reap the rewards. Your customers expect good service from you, delivered
consistently. Go one step further: make it your mission to wow every time they pick up the phone, send an email, read a social post, and walk through the door. You cannot put a price on great feelings and for many customers, what they feel about you and your business is up there with their reasons to stay with you. And reasons to move from you.
To
ANTIFREEZE COOLANTS: THE MISUNDERSTOOD ENGINE ESSENTIAL NEEDED ALL YEAR ROUND
Confused about antifreeze coolants? They’re just winter products, right? Think again… Morris Lubricants Technology Manager, Adrian Hill, explores the “misunderstood” product to put you on the correct path.
Antifreeze coolants are often misunderstood; they come in many different colours, can often be overlooked as part of a regular service, and most importantly, not everyone is sure what they do!
These coloured functional fluids are very important, and it is vital to use the correct antifreeze coolant to help ensure that a car engine works at maximum operational efficiency. It is commonly known, given the product category name, that antifreeze coolants help protect the engine against freezing in the winter, but it is often a misconception that this is the sole benefit. There are a lot more features and benefits to these functional fluids.
Choosing and using the correct antifreeze coolants can be confusing. To help get a better understanding of what functions antifreeze coolants perform, plus the importance of choosing and using products with the correct specification, I have answered some frequently asked questions:
ANTIFREEZE COOLANTS ARE NOT JUST WINTER PRODUCTS
Antifreeze coolants are designed to protect engines and keep them working, regardless of the ambient temperature; therefore, they are products that are used all year round. Antifreeze coolants are not just used for the winter to protect against freezing; they also help keep the engine from overheating during the summer months, when the ambient temperature is hot or when a car is running yet standing still in heavy traffic for long periods of time.
WHAT OTHER FUNCTIONS DO ANTIFREEZE COOLANTS PERFORM?
To protect the different metals and alloys used in the construction of the engine, the antifreeze coolant must also contain rust and corrosion inhibitors. Rusting and corrosion can happen due to the presence of oxygen or other contaminants, but the inhibitors either form a chemical barrier or neutralise the rusting and corrosive reactions. Rust and corrosion can also be prevented if the antifreeze coolant mixture has a slightly alkaline pH, usually around 8.5. This will also control the degradation of rubber and plastic components, such as hoses, seals and gaskets. Therefore, antifreeze coolants are enhanced with chemical additives, like pH buffers, to help to control this rusting, corrosion and degradation. As the antifreeze coolant is pumped and churned around the cooling system, air can become entrained. The product also must have antifoaming properties. Foam is basically air bubbles, and air is not good at removing heat. This will not only lead to overheating, but also cavitation that will impede antifreeze coolant flow, making matters even worse. Antifoam chemical additives ‘break’ the foam and release the air.
Adrian Hill
WHY NOT JUST USE WATER TO COOL THE ENGINE?
Water is a fantastic cooling medium for a car engine, as it is effective at removing heat from around the engine’s combustion chamber – hence keeping the engine at an optimised running temperature. However, if the ambient temperature drops below 0oC, water will freeze and ice crystals will form. Ice is less dense than water and takes up more volume in the engine cooling system. With nowhere for this ice to go, it will force its way out, damaging the engine and the cooling system. Conversely, water boils at 100oC, and since the combustion process in a car engine can reach several thousand degrees, even in a pressurised system, the water can be lost as steam.
This is where antifreeze coolants and their balanced formulations take over from just water alone. To combat these physical challenges, monoethylene glycol (MEG) is used as the base for antifreeze coolants and for good reason. MEG disrupts the formation of ice crystals and will protect down to -40oC – by using a 50% mixture for example, with distilled, deionised or demineralised water – preventing damage. When the engine reaches operating temperature, MEG – within the pressurised cooling system – increases the boiling point and temperatures can reach 110oC.
WHAT DOES THIS MEAN?
This means that there is not one antifreeze coolant that will suit all types of engine design. Antifreeze coolant formulations are developed and tailored to meet the strict demands of the OEMs, of whom there are many.
The market consists of traditional two-year antifreeze coolants, with ‘old school’ fastacting chemistry and five-year coolants that manage protection in a more controlled way. But as the metallurgies used in engine designs continue to develop, alongside changing duty cycles, antifreeze coolant technology has needed to evolve in parallel, to help maximise engine protection as well as to prevent freezing and overheating.
This delicate balance of chemistry is essential to protect engine platforms and ensure maximised operating efficiencies. The OEMs drive the development of these formulations, targeting which chemical additives are needed – hence buying and using the correct antifreeze coolant is essential!
This is only a very short overview of this vitally important functional fluid. If you want to find out more about the importance of selecting and using the correct antifreeze coolant, head over to the Morris Lubricants YouTube channel now: www.rdr.link/FAW011
Here you will find a series of short and longer videos where I dive deeper into the topic of antifreeze coolants.
THE MORRIS LUBRICANTS’ ULTRALIFE RANGE
At Morris Lubricants, we have developed the Ultralife range of antifreeze coolants to cover a broad range of car engines and across many different manufacturers. The Ultralife range is ideal for fleet managers, dealerships and technicians that are maintaining a variety of different vehicle technologies, OEM brands and vehicle models.
Confused? Is there too much choice? Are you not sure what to use? Don’t worry, you can seek help from our Whatoil online oil, lubricant and functional fluid finder. Searches on this online tool are easy, and, often, by just entering a car registration number, you can see what antifreeze coolants are recommended.
WHY ARE THERE SO MANY ANTIFREEZE COOLANTS AVAILABLE IN THE MARKET?
Over the past 15 years, the development of engine technology has been very fast-paced, and many different engine designs have emerged. On the roads today, there are so many different engine types, such as petrol, diesel and hybrid, each with their own ways of developing power to the wheels. This complexity is a result of OEMs taking different approaches to help improve efficiency, reduce fuel consumption, improve reliability and lower emissions. To deliver on these new engine platforms, the OEMs are using innovative materials and alloys in the manufacturing of these new engine designs.
The antifreeze coolants, therefore, must be manufactured to perform in engines made from these differing materials and not corrode the engine, its components or parts of the cooling system, such as the water pump, hoses and radiator.
MY TOP TIPS
1.Don’t select based on colour: Colour is purely cosmetic and does not contribute to performance.
2.Never mix antifreeze coolants with different specifications: They may react and cause system issues.
3.Never mix with tap water: Hard water salts can block the cooling system. Always use distilled, deionised or demineralised water.
4.Follow the service guidelines set by the OEM and change accordingly: Two years or five years, depending on the antifreeze coolant specifications.
5. If the vehicle is new to you without any service history, change the coolant as an insurance policy.
6.Routinely check the cooling system, looking for leaks, split or cracked hoses. This will ensure maximum system efficiency.
7. If you are unsure of the OEM specification required, seek technical advice. The correct specification will ensure maximum protection.
8.Check and maintain the coolant level all year round. The coolant is essential for both hot weather as well as cold.
9.Use the correct mix ratio with distilled, deionised or demineralised water (50:50, for example) to ensure high and low temperature protection is achieved.
10.Correct coolant selection contributes to optimised engine operation and efficiency.
As we approach the close of 2025, Factor Sales Business Development Manager, Sebastian de Pedro, takes a deep dive into the fortunes of the UK automotive aftermarket to understand how the sector has evolved over the last three years.
The report covers 2023 and 2024 in its entirety, as well as January to October 2025, with predictions for November and December in line with current market trends and historical data.
The headline for 2025 is clear: both unit sales and overall value have fallen significantly. Unlike previous years, pricing adjustments have not been enough to compensate for reduced volumes, meaning the market has contracted in real terms.
Units: Down by around 9% compared to 2024
Value: Down by approximately 10% year-on-year
Early quarters showed drops of 3-5%, with Q2 seeing the steepest decline
CATEGORY PERFORMANCE UNDER THE MICROSCOPE
Our analysis spans 10 major categories: Body & Exhaust, Brakes, Cooling & Heating, Electrical & Lighting, Engine Parts, Lubricants & Fluids, Miscellaneous, Service Parts, Suspension & Steering and Transmission.
Here are the headlines (Fig 2):
Brakes and Service Parts: Still the largest contributors to overall value but down by 10-12% in units and 6-7% in value.
Transmission and Lubricants & Fluids: Value fell by around 11%, signalling reduced demand for major repairs.
Electrical & Lighting: Units down by over 14%, reflecting extended service intervals and changing consumer behaviour.
Conversely, Cooling & Heating and Engine Parts have shown relative stability, underlining the importance of essential maintenance even in a challenging market.
LOOKING AHEAD
With Q4 historically contributing a smaller share of annual sales and early indicators suggesting continued pressure, 2026 will require:
• Data-driven decisions for inventory and promotions
• Closer collaboration between factors, suppliers and workshops to manage cost pressures
• Focus on categories showing stability, such as Cooling & Heating and Engine Parts
Factor Sales remains committed to being the UK’s trusted partner for aftermarket intelligence. Our genuine transactional data goes beyond the numbers, turning insights into strategies that drive success for motor factors, suppliers, retailers and workshops in a rapidly-evolving market.
Sebastian invites PMF readers to connect with him on LinkedIn and share their thoughts, challenges and experiences in the aftermarket. Alternatively, email sebastiandepedro@pearsonhamgroup.com.
For more information about Factor Sales, visit www.rdr.link/FAW013
Fig 2
Fig 1
SMMT BACKS REMANUFACTURING TO DRIVE GREEN GROWTH
Britain’s automotive remanufacturing sector could play a pivotal role in boosting economic growth and reducing reliance on imported raw materials, according to a new report by the Society of Motor Manufacturers and Traders (SMMT).
By returning high-tech, costly vehicle components to an as new or better condition, the industry could save up to 88% in raw materials compared with producing new parts.
Currently, automotive remanufacturing contributes around £500 million to the UK economy, but the SMMT claimed the sector has the potential to capture a far larger share of a global market expected to grow by more than 50% to £31 billion over the next five years. Such expansion would benefit British remanufacturers – from brakes and batteries to tyres and transmissions – creating jobs while supporting environmental goals.
REMAN LIKELY TO STAY BUOYANT
Demand for remanufactured parts and the supply of cores is set to remain strong, underpinned by 41.9 million vehicles on UK roads, more than two in five of which are over 10-years-old.
The growing fleet of 1.6 million EVs positions the UK as the second largest in Europe, offering a potential leadership role in battery remanufacturing, according to the SMMT. This could help reduce maintenance costs and, over time, lessen dependence on imported materials essential for domestic vehicle and component production.
The SMMT’s report – Powering Circular Growth: How Automotive Remanufacturing Drives Sustainability and Industrial
Opportunity in the UK – stressed that a supportive policy framework is critical to unlock this potential.
Recommendations include revising endof-life vehicle regulations to encourage remanufacturing, updating trade agreements to ease cross-border movement of cores, and treating remanufacturing cores as raw materials rather than waste under End of Waste regulations.
Such measures would standardise the production, distribution and the use of remanufactured products while highlighting the sector’s capacity to drive growth, particularly among independent and specialist remanufacturers. The framework would also strengthen the UK’s trade position and encourage investment in facilities, jobs, and training.
REMAN “MUST BE CENTRAL TO CIRCULAR ECONOMY STRATEGY”
SMMT Chief Executive, Mike Hawes, said: “Backing remanufacturing will be a boon for the UK – it drives job creation, fuels economic growth and slashes carbon and waste.
“To realise its full potential, remanufacturing and the independent remanufacturing sector must be central to the UK’s circular economy strategy. With the right regulatory support, this sector can thrive. The UK already boasts one of the world’s most diverse automotive manufacturing industries, and invigorating our remanufacturing capability will strengthen our sustainability credentials and sharpen our global competitive edge.”
For more information about SMMT, www.rdr.link/FAW014
IVOR SEARLE REPORTS RECORD GROWTH AS DEMAND FOR REMANUFACTURED ENGINES SURGES
Ivor Searle is continuing to see strong demand for its remanufactured engines, gearboxes and turbos in both the car and LCV segments. Supplying over 1,500 motor factors across the UK and a growing distributor network in the EU, robust demand has seen the leading remanufacturer complete another record year of trading which saw a further 8% increase in turnover.
Demonstrating its ongoing commitment to the value of apprenticeships, Ivor Searle has taken on its latest apprentice at its factory.
The new recruit has been enrolled on the company’s Level 3 Machining Technician apprenticeship, which is delivered in association with West Suffolk College – one of Ivor Searle’s nominated training providers. He joins a cohort of seven other apprentices currently on programme with the business, as well as one employee who recently completed his 48-month Level 3 apprenticeship with Cambridge Regional College.
As part of their training, apprentices employed by Ivor Searle learn the processes and engineering involved across the whole operation, from stripping engines and machining of components to final assembly and remanufactured product development.
Recognising the need to recruit more young people into technical and engineering roles within the automotive sector, Ivor Searle’s ongoing investment in apprenticeships is seen as a key
While the price advantage of quality remanufactured products in comparison to brand new OEM remains a key selling point, issues such as availability, parc coverage, warranty and technical support are arguably just as important when it comes to meeting the needs of workshops.
Ivor Searle Commercial Director, David Eszenyi, said: “Market demand for our remanufactured major units is consistently strong across all segments and we’re
element in future-proofing the skills needed by the business.
Ivor Searle Support Services Manager, Jennie Pullum, explained: “As a significant employer in the Cambridgeshire area, Ivor Searle sponsors local recruitment fairs to advocate the benefits of apprenticeships, including the annual East Cambridgeshire Careers and Skills Fair at Ely Cathedral. This is an important event for local businesses to raise awareness of apprenticeships to young people, helping them to make informed choices with regards to employment opportunities.”
Returning to David Eszenyi, he added: “Ivor Searle has always been an advocate of apprenticeships, and we are certainly one of the main employers of apprentices within the aftermarket.
“Our experience has shown that it’s the ideal platform to develop hands-on engineering and technical skills, which our business relies upon. I started my own career as an apprentice machinist and a number of our senior staff joined Ivor Searle as apprentices. They are the future of our company so it’s vital that we invest in their foundation skills.”
focused on meeting this demand through our ‘off the shelf’ production range which offers petrol and diesel engines for virtually all current popular car and LCV models in stock for next-day delivery.”
He continued: “Alongside robust demand for our production units, demand for customer own unit (COU) engine remanufacturing is also increasing, particularly for late model engines and hybrid units. With a 15-day turnaround time, COU solves the availability challenge for factors by providing a solution to offer workshops when an exchange unit is not immediately available.”
The process involves collection of the original failed engine from the workshop and returning it to Ivor Searle’s factory in Cambridgeshire where it is remanufactured in accordance with BSI AU 257:2002, the British Standard Automobile Series Code of Practice for the remanufacturing of internal combustion engines.
David added: “All Ivor Searle engines are provided with a 12-month unlimited mileage warranty to ensure customer peace of mind.”
“Alongside robust demand for our production units, demand for customer own unit (COU) engine remanufacturing is also increasing, particularly for late model engines and hybrid units.”
Ivor Searle offers an all makes range of remanufactured car and LCV petrol and diesel engines, as well as cylinder heads, gearboxes and turbochargers that cover over 90% of the UK vehicle parc. Customers are supported by an
experienced sales and customer service team, as well as a full e-commerce website.
For more information about Ivor Searle, www.rdr.link/FAW015
ZF AFTERMARKET STRENGTHENS PARTNERSHIP WITH BRISTOL TRANSMISSIONS
ZF Aftermarket has reinforced its “UK service capability” through its ongoing partnership with Bristol Transmissions. The move reflects the “shared commitment of both businesses to deliver OE-quality remanufactured transmissions and drivetrain solutions to the independent aftermarket”.
Bristol Transmissions has decades of experience remanufacturing automatic and manual transmissions, transfer boxes and differentials for cars and LCVs. According to ZF Aftermarket, the remanufacturer’s heritage and reputation give customers confidence in the quality of its service – and since becoming an authorised ZF service partner in 2024, the business has been able to further enhance its offering with direct access to ZF’s global remanufacturing standards and portfolio.
Thanks to the partnership, customers benefit from access to over 2,000 ZF part numbers, with a strong focus on the latest 6, 8 and 9-speed automatic gearboxes. Demand for ZF’s 9-speed is expected to be especially
strong, with Bristol Transmissions highlighting the positive impact on both customer service and workshop efficiency.
OE LEVEL TESTING AND QUICK DELIVERY
Customers also receive the reassurance of OE-level testing, remanufacturing standards and ZF’s seven-day delivery promise –minimising downtime for workshops. Bristol Transmissions further supports customers with ZFapproved technical literature and
product information at the point of sale.
ZF Group Business Development Manager for Europe, Mark Bowen, said: “Our partnership with Bristol Transmissions has been an important step in ZF’s aftermarket strategy. With more than 50 years of remanufacturing expertise, they are a trusted name in the UK market, and we are proud to combine that local knowledge with ZF’s global standards and portfolio.
“Together, we are ensuring that workshops and fleet operators have rapid access to the very best in remanufactured transmission technology – from our 6, 8 and 9-speed gearboxes to future hybrid applications. Bristol Transmissions shares our passion for quality and service, and we are excited to continue building on our relationship in the years ahead.”
LOOKING AHEAD
ZF Aftermarket is confident the partnership positions it strongly to support the growing hybrid vehicle parc. With remanufacturing expertise, ZF sees hybrid applications as an exciting opportunity to further develop sustainable aftermarket solutions, ensuring parts are kept in use for longer.
For more information about SMMT, www.rdr.link/FAW016
THE TURBO GUY OPENS NEW DISTRIBUTION FACILITY AND STRENGTHENS MANAGEMENT TEAM
Turbo supplier and remanufacturing specialist, The Turbo Guy, has continued its growth plans with the opening of a new stockholding and distribution facility in Elland, Yorkshire. We put some questions to its founder and managing director, Allan Mitchell.
Having acquired Turbocharger Service in Huddersfield earlier this year, The Turbo Guy began the search for a larger site in the same area, to accommodate increasing market demand for its products. The new unit in Elland comprises 6,000sqft of warehousing capacity, which will facilitate boxed stock of up to 6,000 turbochargers.
The strategic move will enable The Turbo Guy to offer customers across the
north of England same-day delivery of its turbos for cars and LCVs. The Turbo Guy’s factory in Glasgow will focus on developing the remanufacturing side of the business, which currently processes 1,800 units per month. It will also remain the company’s head office.
NEW APPOINTMENTS
As well as making a significant investment in the company’s infrastructure, The Turbo Guy has strengthened its management team with the appointments of Paul Cunningham as finance director and Mhamed Ghzel as production manager. These are new roles in the business.
Paul joins from a global heavy engineering manufacturer, bringing 35 years’ experience in financial control in a fast-paced manufacturing environment, whilst Mhamed has more than 15 years’ remanufacturing experience, having previously managed the growth of a major turbo remanufacturing facility in Tunisia.
Additionally, the company’s long-serving sales manager, Pat Travers, has been promoted to the new role of operations manager.
With a new distribution facility in the North of England and additions to the senior management team, this marks an exciting period for The Turbo Guy – would you agree?
A Q
Yes, it finally feels as though we are able to compete fairly in the market on level terms. With new members joining the management team, we can focus on developing key factor relationships and expanding our product range to meet the needs of all customers.
Q
In the press release, it states the “strategic move” will enable The Turbo Guy to offer factors sameday delivery – to the North of England –can you inform us of the area and what your plans are for the South?
A
We have established arrangements with most local factors for counter collection or delivery along the M62 corridor. The south of the country will now receive enhanced service from Elland, utilising multiple courier options. We currently offer customers a choice of FedEx, DPD, or
Allan Mitchell
Parcelforce to best suit their preferences. Courier connections to Glasgow have not consistently met next-day delivery commitments, so we are now able to provide greater confidence in next-day delivery without relying on the Scottish route.
Additionally, we are considering working with a distribution partner to extend coverage further south, depending on customer demand.
With a new warehouse in place, the factory in Glasgow will focus on developing the remanufacturing side – can you give an insight into what that development will look like?
We have begun expanding our production facility, which will allow us to process nearly twice our current throughput while still upholding our quality standards. In addition, we’ve formed a dedicated sourcing and product team led by Jason Barrett, who has joined us from Turbocharger Services. This ensures we are well positioned to remain first to market
with both remanufactured and new aftermarket products.
What qualities do Paul and Mhamed bring to The Turbo Guy?
For more information about The Turbo Guy, www.rdr.link/FAW017 A Q A Q A Q A Q
Paul has extensive manufacturing experience and focuses on longterm strategies, encouraging investment in products and processes to stay competitive. His international background also includes expertise in exporting and cross-border operations. Mhamed is highly knowledgeable about remanufacturing turbochargers at scale and has already established production plans for the year ahead, which will significantly boost our remanufactured product availability.
To get the keys to the new distribution centre before Christmas, does it mean you can hit the ground running in 2026? Can you reveal any plans for the new year?
Our new facility has the capacity to accommodate over 30,000 turbos, and we are preparing to increase
our stock levels accordingly. We are also planning a significant product range launch early next year, along with full catalogue visibility on AutoCat for all new and remanufactured turbos, as well as fitting kits and feed pipes. We are already trading from Elland and most new and OE stock now ships from there.
What qualities does The Turbo Guy bring as a remanufacturer?
Our products are recognised for exceptional quality and high customer satisfaction. Each unit arrives with OE-matching appearance, and our remanufactured units are often indistinguishable from OE.
We maintain one of the industry’s lowest warranty return rates, backed by a dedicated quality team. Our sourcing team also keeps us ahead on availability, with nearly our entire turbocharger catalogue held in stock.
AUTOELECTRO DEBUNKS WINTER MISCONCEPTIONS ABOUT STARTER MOTORS AND ALTERNATORS
After serving the automotive aftermarket for nearly 40 years and supporting it through many tough winters, Autoelectro has nearly heard and seen it all when it comes to starter motors and alternators. Here, Harnek Bhogal dispels winter-related myths.
MYTH: THE COLD WEATHER CAUSES THE FAILURE OF AN ALTERNATOR AND NEED FOR
IT TO BE REPLACED
It’s a ‘chicken and egg’ situation; the cold weather is not the direct cause for the premature failure of an alternator, but, rather, it is the increased electrical load that often leads to premature failure.
As temperatures drop, motorists switch on their headlights more frequently, wiper blades work harder, windscreens and seats are heated – all of these increase the load on the alternator. A weak or substandard alternator is unlikely to cope with this demand and will fail.
As the alternator increases its workload – overworking itself – it may become extremely hot, which can put strain on the internal components.
MYTH: COLD STARTING OR SLOW ‘TURNING OVER’ IS DOWN TO THE STARTER MOTOR
The reality is that this could be because of a number of factors – but, most likely, it is the state of the battery. An inadequate battery condition is unlikely to deliver enough current to the starter to start the engine. This can often be incorrectly diagnosed as a faulty starter motor.
If a replacement starter motor is installed, fitted next to the inefficient battery, the same issue will arise: not enough current being delivered to the starter motor. It will be forced to work harder than it should to ‘turn the engine over’, which can cause the starter motor to burn out. This is when the internal components of the starter – brush holder, armature etc – all overheat and fail. Once a starter motor is burnt out, not only will it not work, but it is vital that the root cause of the problem is diagnosed.
If the battery was changed in the first instance, the vehicle may not have even needed a new starter motor – creating unnecessary cost, labour, frustration and repair.
A starter motor does not generate any power on its own – so wouldn’t burn itself out. Distinct symptoms, like noticeable burning or a blue colour on the pinion shaft, indicate that something on the vehicle has caused the premature failure of the starter motor, and failure to rectify this fault will likely lead to it happening again.
“As temperatures drop, motorists switch on their headlights more frequently, wiper blades work harder, windscreens and seats are heated – all of these increase the load on the alternator.
A weak or substandard alternator is unlikely to cope with this demand and will fail.”
MYTH: ANYONE CAN USE A JUMP STARTER!
Simply, the incorrect use of a jump starter can cause significant damage to a vehicle’s electrics and charging systems.
Jump starting a vehicle can trigger a sudden voltage surge that has the potential to cause serious electrical faults and, even, damage the alternator. Putting excessive pressure on the regulator – the component inside the alternator that is responsible for keeping the voltage stable – the ECU and other sensors/modules can cause disaster.
At Autoelectro, we were told that a Lamborghini had been jump started incorrectly, killing all the electrics on the vehicle, leading to a bill in the tens of thousands of pounds from the main dealer to repair it.
By dispelling these myths, Autoelectro hopes that your workshop customers can apply best practice and preventive care during winter.
Best practice involves checking the belt for cracks, breaks or damage, and checking that the tensioner is in good order too. A damaged or broken belt is prone to slipping on the pulley, reducing the level of friction and leading to intermittent charging issues.
This also includes making sure electrical connections, most often B+ terminals, are kept clean and corrosion free. If there is moisture or condensation within the engine, this can drip onto the terminals and can arc/spark when the terminal is live and energised, leaving the potential for heat damage to the terminal.
For more information about Autoelectro, www.rdr.link/FAW018
AIR/FUEL RATIO SENSORS AND OXYGEN SENSORS –WHAT’S THE DIFFERENCE?
Although technicians perform diagnostics and install replacement components when an original part fails, DENSO believes it’s beneficial for you to understand the differences between similar parts. This helps ensure the correct component is supplied for the repair. Here, a company spokesperson goes into more detail.
Despite the rise in popularity of pure electric powertrains, VMs are still under intense pressure to improve the ecological performance of their combustion engines to comply with ever stricter emissions targets. As a result, monitoring the engine’s exhaust emissions takes central stage and the air/fuel ratio sensor is a special type of oxygen sensor that can support more sophisticated emission control processes.
To comply with current and future emissions targets, engine management technology never rests, as OE component manufacturers, such as DENSO, continue to develop more sophisticated sensors to satisfy the needs of the VMs. As a result, the trusted oxygen – more commonly referred to as Lambda – sensor has had to be supported with the addition of many other sensors, including air/fuel ratio sensors.
Although both these sensors serve a similar purpose – to monitor the exhaust gases and communicate this data to the vehicle’s engine management system
(EMS), to optimise the fuel and air mixture coming into the engine’s combustion chambers, as well as the engine’s ignition timing etc – the air/fuel ratio sensor provides a higher level of sensitivity than the traditional oxygen sensor. This allows the EMS to respond to the needs of the engine with greater accuracy, which enables the fuel to burn more efficiently, therefore producing fewer emissions and increasing the vehicle’s fuel economy.
This difference in sensitivity can be demonstrated by the fact that the oxygen sensor produces a voltage signal that suddenly changes on either side of the ‘Lambda ratio’ – defined as 14.7 parts air to one part fuel, which is the most efficient air/fuel mixture for a combustion engine –0.8V if the mixture is too rich or 0.2V if it’s too lean.
In contrast, the signal output of an air/fuel ratio sensor is not a voltage but a current. This current, measured in mA, changes in proportion to the amount of oxygen left in the exhaust gases. In other words, the ECU can understand, not only if the mixture is rich or lean, but by precisely how much.
This quantitative measurement allows the EMS to respond to the immediate air/fuel mixture requirements of the engine more quickly and accurately. This provides a greater degree of control over the combustion process, and as a result, the efficiency of the catalytic converter can be improved significantly. Also, in case of a cold start, the engine can reach a closed loop control much quicker, which reduces the emission of unburnt hydrocarbons.
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It goes without saying that the signals that these two types of sensors produce are very different from each other; therefore, they cannot be exchanged. In fact, there are many different varieties of air/fuel ratio sensors. Some differences are visible from the outside, whereas others vary electronically, but most differences are hidden inside the composition of the ceramic recipe or the protection coatings on the sensor’s elements. Therefore, it is very important that workshops request a replacement of the exact same OE design specifications when changing an air/fuel ratio sensor.
One further point to note: at DENSO, we have witnessed several examples of imitation sensors appearing on the market and our laboratory and vehicle tests of these products have revealed inferior performance levels and lifetime, as well as over-consolidation of vehicle applications, which would certainly lead to premature failure and reoccurring engine warning lights on the dashboard, should workshops fit one to a customer’s vehicle.
For more information about DENSO, www.rdr.link/FAW019
THINKCAR INTRODUCES AI-POWERED
TOOLS TO ITS DIAGNOSTICS RANGE
Thinkcar has extended its offering with new AI-powered tools; the technology in the THINKTOOL 394 and 399 automatically scans the whole vehicle, explains fault codes and offers a step-by-step guide through repairs for many vehicle systems. Plus, coverage improves regularly as the AI gathers information from all users.
Made to OE-level specifications, the THINKTOOL Euro 399 and 394 are equipped with full system diagnostics, advanced coding, actuation tests and bi-directional control. The tools feature the Thinkcar operating system and a new UI interface. AI diagnostics provide a streamlined workflow, allowing the devices to follow instructions quickly.
THINKTOOL 394 comes with a 12-inch screen allowing for “fast, everyday diagnostics”, while the THINKTOOL 399
comprises a 14-inch screen, features dual vehicle diagnostics and wider coverage. Both tools are also fast charging.
Thinkcar UK Owner, Alex Gillbanks, said: “By leveraging these advanced features, workshops are empowered to stay ahead of the curve in the industry and confidently tackle the complexities of modern-day vehicle diagnostics. This commitment to AI-driven solutions ensures that we can streamline complex tasks, perform precise repairs and, ultimately,
help technicians to reduce vehicle downtime and enhance their workshop efficiency.”
DELPHI LAUNCHES NEW DS DIAGNOSTIC TABLETS
Delphi has unveiled its latest generation of DS diagnostic tablets, designed to “deliver faster performance, improved connectivity and greater flexibility” so your customers can tackle today’s complex vehicle repairs.
The new tablets form part of Delphi’s advanced Workshop Solutions portfolio, combining next-generation hardware with the brand’s diagnostic software and integrated technical data.
Both the DS380E and DS580E are designed to provide technicians with reliable, professional-grade tools for complete vehicle diagnostics across car, LCV and heavy-duty applications – all accessible through a single platform.
The new DS tablets deliver a “major step up” in speed and power; the DS580E features a 13-inch Microsoft Pro 10 display, Core Ultra 5 12-core processor (4.4GHz) and 8GB/256GB configuration, while the
programming, ADAS calibration, full system scanning and multiple software updates per year. Integrated Delphi technical information allows access to OE-level data, guided diagnostics, repair procedures and known fixes, offering key support to help technicians complete every job efficiently and accurately.
SPEED, CONNECTIVITY AND CONFIDENCE
Delphi UK Country Director, Aliya Lam, said: “Workshops are under pressure to handle more complex
“Integrated Delphi technical information allows access to OE-level data, guided diagnostics, repair procedures and known fixes, offering key support to help technicians complete every job efficiently and accurately.”
What's New?
EV AND HYBRID EXTENSION
From its three established brands – First Line, Borg & Beck and Key Parts – First Line Ltd is ensuring workshops and distributors are equipped to service the growing parc of electric and hybrid vehicles.
With the market accelerating, the company has introduced more than 2,000 parts covering 360 EV applications, alongside an additional 4,000 parts across 450 hybrid applications.
In braking, there are more than 190 applications, including the BBD5605 brake disc pair for the Tesla Model S (2012-onwards) and the BBD5619 brake disc pair for the Ford Puma (2019onwards).
In steering and suspension, First Line offers coverage with more than 195 parts, such as the FCA7896 and FCA7897 suspension arms (L/R) for the Nissan Leaf (2017-onwards).
For driveline components, there are over 90 applications, including the BDS1262 drive shaft for the Toyota C-HR (2016onwards), reflecting strong demand for hybrid drivetrain support.
Filter coverage is also extensive, with recent introductions, such as the BFC1272 cabin filter for the BYD Sea Lion 07 (2024onwards) and BFO4344 oil filter for the MG HS (2018-onwards).
In total, First Line now offers more than 560 references for EV
ALTERNATOR PART NUMBER REVEALED
AS-PL has introduced a new alternator (A4159S) from its Standard line. The product is designed for Fiat and Lancia passenger cars and LCVs.
This model covers applications from the late 1990s and early 2000s, which are still commonly serviced in workshops today. The alternator fits the likes of the Fiat Coupe, Marea Weekend, Scudo Van and Lancia Lybra SW. AS-PL believes the new alternator is ideal for maintaining older vehicles that require regular care and attention.
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and hybrid vehicles, with 297 EV-only and 226 hybrid-only part numbers, alongside 37 that are common to both.
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PORTFOLIO DEPTH REVEALED
SMP Europe has introduced 18 new components to its product portfolio. The latest range expansion includes 15 heat control valves, two new knock sensors and one new addition to its EGR coolers category.
Notable additions in SMP Europe’s new-torange include heat control valve part number 96933 (Intermotor), FPK96933 (Fuel Parts), KER96933 (Kerr Nelson), LEM96933 (Lenmark) and LVC96933 (Lucas) for a vast range of Audi, SEAT, Škoda, Volkswagen models for 1.4, 1.8, 2.0, 3.0 and 3.6L engines (2014-onwards).
The SMP Europe team has also highlighted part numbers 70077 (Intermotor), KS241 (Fuel Parts), EKS175 (Kerr Nelson), LKS172 (Lenmark) and SEB7898 (Lucas) in its knock sensors range for Mitsubishi models Carisma, Colt, Eclipse, Galant, L300/L400, Lancer, Outlander, RVR, Santamo and Shogun 1.8 and 2.0L engines (2007onwards).
New to EGR coolers are part numbers 18208 (Intermotor), EGR551 (Fuel Parts), ERV452 (Kerr Nelson), LEGR419 (Lenmark) and FDR5084 (Lucas) – suitable for the Ford B-Max, C-Max, Ecosport, Fiesta, Focus, Kuga, Mondeo, Tourneo and Transit 1.5L engines (2015-onwards).
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RECOMMENDED TO STOCK
FAI Automotive has added 40 new parts to its product portfolio, with highlights including a new oil pump, connecting rod suspension arm and a valve stem seal set.
Within these new-to-range references, FAI has highlighted several as ‘recommended to stock’, including an oil pump (OP417), suitable for the popular Fiat 500 and a wide range of 1.3D engines across Citroën/Peugeot, Alfa Romeo, Ford, Opel/Vauxhall, Suzuki, Chevrolet and Chrysler/Lancia.
Other ‘recommended to stock’ new parts include a connecting rod (CR024) for the Jeep Compass 2.2D and a wide range of Mercedes-Benz models (2008-onwards), and a suspension arm (SS11568), suitable for various Citroën/DS, Opel/Vauxhall, Peugeot and Toyota (2013-onwards).
New to FAI’s valve range is a valve stem seal set (VSK2327) to fit 2.0L petrol Audi, VW, Škoda, and SEAT/Cupra (2012-onwards).
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NEW ACTUATORS AND CORE ASSEMBLIES
Melett strengthened its product offering. Among the standout releases are new actuators for popular Hyundai and Kia diesel models, including the Hyundai Tucson and Kia Sorento/Sportage 2.0D.
Designed to meet or exceed OE specifications, Melett reported these components deliver performance for some of Europe’s most in-demand SUVs.
Melett has also introduced actuators for Citroën DS7, Peugeot 3008, 308, 5008, Rifter, 508, Opel/Vauxhall Grandland X and Combo 1.5D, as well as Audi, SEAT, Škoda and Volkswagen 2.0D applications. The addition of a Land Rover Range Rover 2.0D actuator broadens the company’s footprint in the premium SUV market, while a new actuator for Honda Civic 1.0L petrol supports the growing demand for smalldisplacement petrol engines.
Melett has also introduced core assemblies for BMW X1, X2, 2 Series, and MINI Clubman, Cooper and Countryman 1.5L petrol applications, reinforcing its commitment to supporting newer, smaller-capacity engines alongside traditional diesel coverage. WWW.RDR.LINK/FAW026
STARTERS, ALTERNATORS AND WIPERS
WAI UK has expanded its product range – introducing new references for starter motors, alternators and wiper motors.
Highlighted references in WAI’s new alternator range include part number 21688N, manufactured to fit a variety of current BMW models, including the 2 Series, 3 Series, 4 Series, 6 Series, 7 Series, 8 Series, X3, X5, X6, X7 and Z4.
Part number 22175N covers Suzuki’s current Baleno, Swift and Ignis 1.2L models, while 22176N can be applied to LCVs, such as the Citroën Berlingo, Peugeot Boxer, Peugeot Rifter, and Opel/Vauxhall models including the Movano, Combo and Astra L.
There are also new-to-range starter motor references, labelled ‘ones to stock’, including part number 31539N –which accommodates various agricultural applications – 31427N for MAN TGS and TGX models, 31563N for SsangYong Tivoli and Tivoli XLV, and 30524N for Mitsubishi ASX, Lancer 1.6L MIVEC (2010-onwards) and Citroën C4 Aircross (2012-2015).
New wiper motors have also been included in WAI’s latest product update, with part number WPM9109 designed to fit the SEAT Alhambra and a variety of VW models, including the Golf, Touran, Sharan, Polo and Golf Plus models made after 2005.
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Product Spotlight
CONTINENTAL ADDS STEERING COMPONENTS TO ITS AFTERMARKET RANGE
Continental has expanded its aftermarket portfolio once more – this time adding a new line of steering components designed for popular European vehicle models, including the latest EVs.
The new range includes inner tie rods, track rod ends and steering boots, offering you and your workshop customers another option from a brand known for OE-quality parts.
BUILT FOR EVERYDAY WORKSHOP RELIABILITY
The new steering parts are designed with a focus on mechanical strength, fit accuracy and long service life. Continental reported the metal components are manufactured for a perfect fit, with corrosion-resistant coatings to protect against wear. The track rod ends feature thermoplastic
polyurethaneboots and a special protective coating for extra durability, while the steering boots themselves are supplied with the necessary clamps for straightforward installation.
As with other parts in the Continental aftermarket range, workshops benefit from a five-year guarantee.
PRACTICAL BENEFITS
Continental’s move into steering components means you can now source more product lines from the same supplier. For workshops, Continental is confident that translates to simplified ordering and
the reassurance of consistent quality across product categories.
The range is backed by the brand’s support package, including:
• Free installation instructions and service videos
• Technical hotline assistance
• Quick part look-up via the Product Information Center
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