AI assistant
BAPCOR LIMITED — Investor Presentation 2021
Jun 27, 2021
64494_rns_2021-06-27_55384a86-26b8-4857-bd82-c9bb72cd7938.pdf
Investor Presentation
Open in viewerOpens in your device viewer
==> picture [596 x 91] intentionally omitted <==
ASX/Media Announcement Bapcor Limited (ASX:BAP)
28 June 2021
Updated 5-year strategic targets
Bapcor Limited routinely updates its five-year strategic targets and publishes them to the market. The updated targets were to be presented at our investor day on 24[th] June 2021 which unfortunately had to be postponed due to COVID restrictions. Therefore the updated strategic targets are being announced today.
Further elaboration on Bapcor’s strategy and strategic targets will be provided at the next Investor Day – currently planned for Wednesday 28 July 2021.
Bapcor is Asia Pacific’s leading provider of vehicle parts, accessories, equipment, services and solutions, with a network of over 1,000 locations across Australia, New Zealand and Thailand.
Ends
Authorisation:
This announcement was authorised by Darryl Abotomey, CEO & Managing Director.
For further information:
Darryl Abotomey Managing Director and CEO Bapcor Limited +61 419 838 059 +61 3 9914 5555
Noel Meehan CFO Bapcor Limited +61 3 9914 5555
Page 1 of 1
Bapcor Strategy Update
28[th] June 2021
Bapcor routinely updates its 5 year strategy and targets. In this update;
-
Physical store targets have increased in all segments
-
Supply Chain & Technology strategy detailed
-
Asia strategy expanded with the addition of Tye Soon
-
Expanded on Environmental, Social & Governance (“ESG”) commitment
-
Own brand targets increased in all segments
The strategy will be elaborated on at the Bapcor Investor Day – currently planned for Wednesday 28 July 2021 (COVID dependent!)
2
Asia Pacific’s Leading Supplier of Vehicle Parts, Accessories, Service and Solutions
Unique in Australasia - cover ALL on road vehicles – cars, truck, bus & trailer
| • | Founded in 1971 as Burson Auto Parts | Key Statistics | ($AUD)* | ||
|---|---|---|---|---|---|
| • | Listed on ASX April 2014 and became Bapcor Group in 2015 | ||||
| Revenue | ~ $1.7 Billion | ||||
| • | Asia Pacific operations spanning the sale and distribution of | ||||
| vehicle parts, accessories, automotive equipment, servicing | Market Cap | ~ $3.0 Billion | |||
| Overview | and solutions | ||||
| • | Specialist focussed businesses | EBITDA: Net Debt | < 1.0 X | ||
| • | Vertically integrated between wholesale, trade/retail & service. |
Interest Cover | >10.0 X | ||
| • | Greater than 80% of business is trade related | ||||
| Locations | > 1,000 | ||||
| • | Proven track record of growth | Team Members | ~5,000 | ||
| • | Resilient industry | * As at June 2021 | |||
| Investment Highlights |
• | Clear and consistent strategy | |||
| • | Numerous continuing growth opportunities | ||||
| • | Strong cashflow and capacity to support growth |
3
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions
H1 FY21 revenue contribution
==> picture [61 x 61] intentionally omitted <==
==> picture [61 x 61] intentionally omitted <==
Revenue Australia's leading trade focused $314m automotive parts distributor (34%) c. $1.7 billion Premium parts and accessories retailer $198m including automotive service centres (21%) > 1,000 locations in Australia, New Industry leaders in specialist product $328m Zealand and categories (35%) Thailand Services New Zealand’s trade, service $86m and specialist wholesale automotive (9%) segments ~ 5,000 Team members Trusted provider of premium-quality OE, Note: Revenue % contribution aftermarket parts, accessories and excludes Asia and Head Office. workshop equipment The above percentages do not add up to 100% due to rounding.
4
==> picture [444 x 302] intentionally omitted <==
----- Start of picture text -----
Trade
Specialist Wholesale THAILAND
Retail
NT 6
12 6
3 3 6
QLD
224
112
WA VIC 49 63
87 210
13 31 43 62 51 97
SA
ACT
95 7
14 17 64 3 2 2
NEW ZEALAND
NSW 215
197
TAS 53 54 90 73 8 134
19
6 3 10
AUS CAR PARC
No. of vehicles 20m
New cars sold p.a. 1.1m1.1m
Ave. age of vehicles 10 yrs
----- End of picture text -----
-
No. of vehicles 20m
-
• New cars sold p.a. 1.1m1.1m • Ave. age of vehicles 10 yrs • Ave. annual growth c.2% p.a.
"Underlying growth in every region”
THAI CAR PARC
• No. of vehicles 20m • New cars sold p.a. 1.1m • Ave. age of vehicles 10 yrs • Ave. annual growth c.4% p.a.
NZ CAR PARC
-
No. of vehicles 5m
-
• New cars sold p.a. 150k • Ave. age of vehicles 14 yrs • Ave. annual growth c.3% p.a.
5
With our team members, safety and our customers always at the core of what we do
==> picture [60 x 62] intentionally omitted <==
==> picture [77 x 56] intentionally omitted <==
==> picture [67 x 67] intentionally omitted <==
==> picture [62 x 62] intentionally omitted <==
Drive expansion of network footprint – physical and online
-
Grow existing store sales
-
Develop our network footprint
-
Grow absolute number of stores
-
Roll out improved concepts to differentiate against our competitors
-
Provide customers with online offering to supplement physical stores
-
Geographic expansion in Asia
Supplement market leading brands with Bapcor own brand products
-
Moving closer to the manufacturer where capability exists and consistent with Trade and Retail strategies
-
Capture more margin and develop internal capability
-
Implement in-field marketing resource to promote brands
Realise benefits and efficiencies of the Bapcor Group
-
ESG develop and deliver deep commitments
-
Invest in key systems, digital solutions & data driven analytics
-
Procurement utilise Bapcor’s scale to deepen supply relationships and financial benefits
-
Leverage group logistics capability deliver operational excellence and optimise supply chain benefits
-
Cohesive brand architecture effective marketing spend
Invest in our team members
-
Enhance organisational capability by investing in our team member’s development
-
Establish structured learning and development across the group
-
Invest in key functional capabilities – sales excellence, pricing, procurement, product capability, brand management
-
Invest in leadership development
-
Expand online training and development
-
Be an employer of choice
-
-
Utilise group company store networks to reach customers increase addressable market
6
==> picture [669 x 293] intentionally omitted <==
----- Start of picture text -----
Business Fundamentals Strategic Pillars Current Strategic Priorities
Drive expansion of network Grow existing network
Market leader
footprint – physical and online footprint
Supplement market leading Optimise supply chain
brands with Bapcor’s own
Resilient Industry
brand products
Invest in new and upgraded
technology
Realise benefits and
Integrated operating model efficiencies of the Bapcor
Group Expand into Asia
Proven track record Invest in our team members Good Citizen Through ESG
----- End of picture text -----
7
| Business Segment | Number of locations – June | Number of locations – June | Indicative store expansion | Indicative Relocations / |
|---|---|---|---|---|
| 2021(1) | growth p.a. | Refurbishments p.a. | ||
| Bapcor Trade | 200 | 10 - 12 | 5-6 | |
| Bapcor New Zealand | 73 | 2-3 | 3-5 | |
| Bapcor Retail | ||||
| – Autobarn | 133 Autobarn | c. 12 | c. 8 | |
| – Autopro | 104 Autopro | c. 8 | c. 4 | |
| 75 | CarParts | |||
| Specialist Wholesale | ||||
| - Light Commercial (WANO) | 17 | c. 5 | ||
| - Heavy Commercial (Truckline) | 32 | c. 5 | ||
| - Electrical (JAS) | 17 | c. 5 |
(1) Excludes various businesses
8
-
Moving from 13 DCs in VIC to one located in Tullamarine
-
Retail segment successfully transitioned
-
Expected opex benefit of $10m in FY23 and reduction in working capital of $8m
-
Strong investment in ‘state of the art’ technology
-
Phase I –
-
Victorian DC • 50,000m[2] warehouse
-
consolidation
-
Goods to Person (GTP) technology – GTP pick 600 lines per hour, previous 600 lines per day
-
Tier 1 Warehouse Management System
-
Improved freight efficiencies / carbon emission reductions / energy utilisation
-
Replicate the Victorian DC in Queensland
- Approx. 43,000m[2] vs 50,000m[2] in Victoria
-
Phase II – Approx. 43,000m vs 50,000m in Victoria Potential • Ability to consolidate 7 Queensland DCs
-
Queensland DC consolidation • Project initiated and property EOI underway
==> picture [273 x 147] intentionally omitted <==
==> picture [273 x 140] intentionally omitted <==
9
• Infrastructure/common technology
-
ERP rationalization
-
Warehouse management systems
-
Data warehouse
-
Safety management system
-
Time & Attendance
• Customer Facing
-
Retail point of sale
-
Customer Relationship Management
-
Online Workshop Booking System – “ENJI”
• Digital Transformation
-
Upgrading parts catalogue
-
Upgrade eCommerce platform – trade (B2B) & retail (B2C)
-
Workshop support system
-
Data Warehouse / Data Analytics
10
- Established in 1933, Tye Soon is the most prominent independent automotive parts distributor in South East & North East Asia.
==> picture [185 x 115] intentionally omitted <==
----- Start of picture text -----
4
----- End of picture text -----
-
Distributes one of the largest portfolios of top-tier global brands of genuine & aftermarket automotive parts
-
The business is headquartered in Singapore and listed on the Singapore Securities Exchange (TYE)
-
Operate c.60 locations across South East and North East Asia;
| Country | Legal entity name | Operations | Branches |
|---|---|---|---|
| 1. Singapore | Tye Soon Limited | European & Japanese parts exporter | 2 |
| 2. Malaysia | Naga Jaya Group | Parts wholesaler (90%) and distributor to workshops (10%) | 15 |
| 3. Australia | Imparts Group | European parts specialist distributor | 20 |
| 4. South Korea | Sejong Parts Plus Limited Liability Company |
European parts specialist distributor | 20 |
| 5. Thailand | Pal Everts Co., Ltd | Japanese parts distributor | 1 |
| 6. Hong Kong | TSC Enterprise (HK) Ltd | European & Japanese parts – resellers and workshops | 1 |
==> picture [470 x 134] intentionally omitted <==
----- Start of picture text -----
22.3% 23.9% Key brands
Malaysia
Australia
FY19
South Korea
7.2% revenue [1] :
SG$222.0M Singapore
Thailand
18.1%
11.1%
Other
17.4%
----- End of picture text -----
Note: 1. Based on 31 December fiscal year end
11
Ethical supply chain / procurement
Ethical sourcing, forging strong supplier relationships and enhanced transparency
2020 Modern Slavery Report Lodged
Good governance
Upholding our values and code of conduct, prioritising health and safety, training and developing our team members, and fostering a diverse and welcoming workplace
Pay fair share of tax in all jurisdictions
==> picture [141 x 141] intentionally omitted <==
Positively impact our community
Engaging stakeholders and supporting the communities in which we operate
Environmental sustainability
Efficiently use resources, optimise our fleet and reduce waste
Reduce carbon footprint through DC consolidations
12
==> picture [792 x 50] intentionally omitted <==
----- Start of picture text -----
5 Year Strategy (updated June 2021)
----- End of picture text -----
| Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
Asia Pacific’s leading provider of vehicle parts, accessories, equipment, service and solutions. 260 40% >90 1012 56 |
45% | 45% | ||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 260 | 1012 | 56 | 40% | >90 | 23 | 35 | 45% | ||||||||||
| Trade Trade focussed “parts professionals” supplying workshops in Australia & New Zealand |
AUS Stores Target Currently 200 |
- AUS New Stores p.a. |
- AUS Store Refurbishments / Relocations p.a. |
AUS Own Brand Target Currently 29% |
NZ Stores Target Currently 73 |
- NZ New Stores p.a. |
- NZ Stores Refurbishments / Relocations p.a. |
NZ Own Brand Target Currently 31% |
|||||||||
| Specialist Wholesale (Ex. Commercial Vehicles) |
#1 or #2 Industry category specialists in parts programs |
A$600m AUS Turnover Target Currently c.$A480m |
A$50m NZ Turnover Target Currently c.$A35m |
65% Own Brand Target Currently 52% |
|||||||||||||
| Commercial Vehicles - Light (<20t) H (>20t) The only choice for commercial vehicle parts and accessories |
40 Light Locations Target Currently 17 |
c.5 New Light Locations p.a. |
A$120m Light Turnover Target Currently c.$A60m |
50 Heavy Locations Target Currently 32 |
c.5 New Heavy Locations p.a. |
A$220m Heavy Turnover Target Currently c.$A120m |
|||||||||||
| - eavy | |||||||||||||||||
| Retail | Australia's premium retailer of automotive accessories – supplying the independents: parts, accessories |
200 Autobarn Stores Target Currently 133 |
c.12 New Autobarn Stores p.a. |
c.8 Autobarn Store Refurbishments / Relocations p.a. |
200 Autopro Stores Target Currently 104 |
c.8 New Autopro Stores p.a. |
c.4 Autopro Store Refurbishments / Relocations p.a. |
45% Own brand Target Currently 32% |
|||||||||
| & 4WD Service Reliable & trusted car servicing at affordable prices Suortin the indeendents |
& 4WD | (85 Company Owned) |
plus 75 CarParts |
||||||||||||||
| Service Reliable & trusted car servicing at affordable prices Suortin the indeendents |
500 AUS Workshops Target |
165 NZ Workshops Target |
80% Intercompany Sourcing Target |
2 | |||||||||||||
| Asia ppg p Bringing automotive aftermarket parts to Asia |
ppg p | Currently 105 | Currently 134 | ||||||||||||||
| Asia Bringing automotive aftermarket parts to Asia |
Thailand >60 Locations target |
Thailand A$100m Turnover target |
Total Asia A$500m Turnover target |
||||||||||||||
Currently6 |
Currently $A4m |
Currently $A4m + Tye S |
oon $A200m | ||||||||||||||
13
Market fundamentals and appropriate opportunities continue to drive growth;
-
Continued expansion of core businesses
-
The only “specialist” focussed aftermarket distributor in Asia Pacific – difficult to
-
replicate
-
Expand market penetration
-
Focussed category leadership
-
Most Efficient & Optimised Supply Chain
-
Solid financial position
-
THE leading Asia Pacific vehicle parts business
14
THANK YOU
==> picture [792 x 50] intentionally omitted <==
==> picture [792 x 51] intentionally omitted <==
==> picture [792 x 51] intentionally omitted <==
==> picture [792 x 50] intentionally omitted <==
==> picture [792 x 51] intentionally omitted <==
==> picture [792 x 50] intentionally omitted <==
15
The material in this presentation has been prepared by Bapcor Limited (“Bapcor”) ABN 80 153 199 912 and is general background information about Bapcor’s activities current at the date of this presentation. The information is given in summary form and does not purport to be complete. Information in this presentation, including forecast financial information should not be considered as advice or a recommendation to investors or potential investors and does not take into account investment objectives, financial situation or needs of any particular investor. These should be considered, with or without professional advice when deciding if an investment is appropriate.
Persons needing advice should consult their stockbroker, solicitor, accountant or other independent financial advisor.
The release, publication or distribution of this presentation in certain jurisdictions may be restricted by law and therefore persons in such jurisdictions into which this presentation is released, published or distributed should inform themselves about and observe such restrictions.
This presentation does not constitute, or form part of, an offer to sell or the solicitation of an offer to subscribe for or buy any securities, nor the solicitation of any vote or approval in any jurisdiction, nor shall there be any sale, issue or transfer of the securities referred to in this presentation in any jurisdiction in contravention of applicable law.
Certain statements made in this presentation are forward-looking statements. These forward-looking statements are not historical facts but rather are based on Bapcor’s current expectations, estimates and projections about the industry in which Bapcor operates, and beliefs and assumptions. Words such as "anticipates”, "expects”, "intends,", "plans”, "believes”, "seeks”, "estimates”, and similar expressions are intended to identify forward-looking statements. These statements are not guarantees of future performance and are subject to known and unknown risks, uncertainties and other factors, some of which are beyond the control of Bapcor, are difficult to predict and could cause actual results to differ materially from those expressed or forecasted in the forward- looking statements. Bapcor cautions investors and potential investors not to place undue reliance on these forward-looking statements, which reflect the view of Bapcor only as of the date of this presentation. The forward-looking statements made in this presentation relate only to events as of the date on which the statements are made. Bapcor will not undertake any obligation to release publicly any revisions or updates to these forward-looking statements to reflect events, circumstances or unanticipated events occurring after the date of this presentation except as required by law or by any appropriate regulatory authority.
16