The automotive aftermarket has always delivered speed and reliability. A vehicle rolls into a shop, and common parts arrive within 30 to 60 minutes. Customers rarely see the complex supply chain that makes that possible. But future leaders need to understand that system before they can improve it.
“When we talk to the general public and we say, ‘automotive aftermarket or motor vehicle aftermarket,’ they look at us with blank stares,” says James O’Dell, Director of Corporate Education, University of the Aftermarket, Northwood University. “They just have no perception of what an aftermarket is.”
That knowledge gap is where leadership training begins.
Why foundational industry education matters
Many new hires, even experienced professionals entering from other industries, do not fully understand how the aftermarket works. They may know the dealership model or the repair shop down the street. They often do not understand the layered ecosystem of manufacturers, suppliers, distributors, program groups and service providers that keep vehicles on the road.
Programs like Aftermarket 101 are designed to close that gap. The two-day course gives new and transitioning professionals a structured overview of channel dynamics, terminology, supply chain integration and value creation. Leaders cannot make strategic decisions about pricing, inventory, digital commerce or partnerships without understanding how the entire system functions.
The broader framework supporting this effort is Northwood University’s University of the Aftermarket. For nearly three decades, it has provided business, management and leadership education specifically for motor vehicle aftermarket professionals. Eligible employees of Auto Care Association, MEMA and AASA member organizations can pursue AAP, MAAP and GAAE designations. Content and catalog professionals can earn the ACP designation, developed in collaboration with the Automotive Content Professionals Network. The focus is practical, industry-specific development tied directly to real-world application.
How data literacy shapes modern aftermarket leadership
Leadership development today goes beyond organizational charts and communication skills. It includes digital fluency. The curriculum now includes ACES and PIES standards, catalog management, e-commerce infrastructure and AI discussions. The aftermarket has always relied on logistics precision. Today, it also depends on structured, monetizable data.
“One of our speakers has said, ‘Whether you know it or not, your company is a digital company. You’re producing data all the time that you should be capturing because you can monetize that data,’” O’Dell says. “But most companies aren’t thinking in terms of: What data am I creating regularly and how is that data important and could it be monetized?”
For executives asking how to prepare their organizations for generative AI and digital transformation, the answer includes structured employee development. Data strategy requires more than technology investment. Perhaps more importantly, it depends on developing people who know how to capture, interpret and apply it effectively.
What skills first-time leaders need in the aftermarket
Technical expertise does not automatically translate into leadership capability.
“Often people who take that first leadership role … may be really good at their current job,” O’Dell says. “But taking that leadership step where now they’re leading folks, that’s not a skillset we often train people for.”
Leadership 2.0, a two-week program split between fall and spring sessions, focuses on tactical leadership improvement. Participants from across the supply chain analyze live industry case studies and discuss current market challenges. The structure encourages cross-channel understanding and practical application.
“Leadership is not an individualized activity. It’s a people activity, not a technical skill that’s done in isolation. It’s a skill that’s in and with and through people,” O’Dell says.
That distinction matters. Online training modules can introduce concepts. Effective leadership development requires interaction, dialogue and practice with peers.
How leadership training supports retention and growth
Organizations facing workforce pressure and generational transition need visible growth pathways. Leadership development signals investment. It creates engagement. It strengthens retention.
According to O’Dell, many participants in Leadership 2.0 take on new responsibilities, projects or promotions between sessions. The development is not abstract. It shows up in career progression and organizational impact.
Training the next generation of automotive aftermarket leaders begins with industry literacy, expands through data fluency and strengthens through people-centered leadership practice. In a market defined by consolidation, AI acceleration and operational complexity, leadership development is not optional.
Watch the video for all of O’Dell’s aftermarket leadership training insight.
