UPG GLOBAL: Built for Resilience in a Fast-Moving Aftermarket

Universal Parts Group has built a reputation for reliability and expertise in a sector that demands both. In a rapidly evolving automotive and agricultural aftermarket, where new vehicle platforms, parts, and technologies constantly reshape demand, UPG has positioned itself as a partner that businesses can trust to keep operations moving. Its success stems not only from scale or geography, but from a culture deliberately aligned around shared goals and long-term relationships.

At the helm is John Black, whose tenure with the group spans almost four decades and every layer of operational experience. “I have been with the group since 1987,” he tells Enterprise Africa. “I started as a rep before becoming a Branch Manager and then a Regional Manager in Bearing Man Group. Eventually, I became National Sales Manager and then MD at Universal Parts Group (UPG). I am now the CEO,” he says, reflecting a journey that has shaped both his perspective and the organisation’s approach. UPG sits within Invicta Holdings, a JSE-listed group, and has grown through a series of deliberate acquisitions, including Autobax (ABX), Driveshaft Parts (DPG), and IMEXPART UK, before rebranding under the Universal Parts Group banner, alongside its own Agri Parts Global (APG) line.

ENDURING FOUNDATIONS

The company’s history stretches back to 1969, with Autobax laying the foundation for what would become a diversified, resilient group. “The original founder held the business for 25 years, and the second MD moved to become the group CEO of Invicta Holdings. The third Director then took the reins before I came into the role in 2014,” Black explains. That continuity has contributed to a workforce with low turnover, deep institutional knowledge, and consistency in strategy.

UPG now employs 235 people across multiple countries, combining a strong South African base with an international footprint. “We have five outlets in South Africa where we operate as a wholesale business. We have two outlets in the UK, and we opened in Spain in 2024. We also have a 4500 m² warehouse in Poland with 45 staff and we have a business in Ukraine with 11 employees.” Its three divisions—ABX, DSP, and APG—operate independently but under a shared strategic vision. “Our three divisions – DSP, ABX and APG – are separate and we measure turnover etc across these entities.”

DELIBERATE GROWTH

While the group remains primarily focused on automotive parts, it has diversified into agricultural parts to better serve markets where downtime can have serious operational consequences. “We do a lot of prop shafts and PTO shafts and we have diversified into agriculture,” says Black. Expansion has been measured and disciplined. “When I was appointed as MD, we only had two branches – Cape Town and Johannesburg. We have seen some really good growth, and we continue to look for opportunities wherever they present themselves. Wherever something fits with our group strategy, we will look at it. We have looked at many that simply don’t fit, and we have walked away.”

Today, South African operations account for around 37% of the business, with the remainder offshore, demonstrating the group’s international reach.

ONE TEAM

What sets UPG apart is a culture built on alignment and shared purpose. “Our slogan is ‘one team, one vision, one goal’. That is what we strive for and everyone is aligned around that,” says Black. The philosophy goes beyond words and shapes how the company interacts with customers and manages its people. “We believe that the customer comes first – there is only one person that pays the bills and that is the customer. We are completely customer-centric,” he adds. Leadership layers reinforce that approach: “We have a great group of people with great management that report into me.”

The business thrives in a constantly evolving environment, where each new vehicle release brings different components, sizes, and technical requirements. “It’s exciting. From an automotive perspective there are new things happening all the time – new bearings, fresh oil pumps etc, innovative ideas all the time. The landscape is changing quickly – staying ahead of the game and engaging with customers to understand what and how they are doing does make it an exciting business.” That unpredictability, far from being a challenge, energises the team. “I am still excited every morning, because when I walk in I have no idea what we will sell and what challenges will come up, but that is what keeps us alive and driving forward.”

RESILIENT OPERATIONS

Over the past few years, UPG has had to navigate significant operational challenges, including overexposure to large customer groups and the ongoing impacts of Covid-19. “In terms of challenges, we were reliant on bigger groups, but we have mitigated that by spreading risk. The Covid challenge was tough, and there is still a hangover from that, but we made sure the business was in good shape. You must have staff that are committed but they must feel secure. We try to ensure we have fun – the last thing we want is to be a boring nine to five.”

The war in Ukraine presented another test, but the company remained committed to its staff on the ground. “We have people there and they are holding their heads high. They are going through a terrible time, but they are absolute superstars. We raised money to help support them as their families were suffering. We involved our supply chain and our team, and it was really satisfying that we could support the families of people who remained there when the war broke out. We quickly moved all staff from Chernihiv to Lviv. We could’ve pulled out, but we have stuck it out there because we believe in our people there and we want to help when it comes to rebuilding.”

GLOBAL SOURCING

UPG’s product range and reliability are supported by a deliberately global and long-term approach to sourcing. “We source from various companies around the world, and we have longstanding relationships with many suppliers,” Black explains. 

A strong partnership is with Gates. “We have been the exclusive Gates supplier in South Africa for their products including timing belts, tensioners, idlers, micro vee belts, and more for the past 40 years,” he says. The group also sources from industry leaders including Spicer, Tirsan, NSK, Timken, NTN, and has developed its own house brands.

The company maintains a careful balance between premium and value products, reflecting customer expectations across different market segments. “We have a really strong product range and we do business in the premium space. By choice, and by customer demand, we are also in the lower end of the market where we source products for the guys on the ground to repair motor vehicles quickly and affordably,” Black explains. Exclusivity and market understanding remain central to UPG’s approach: “We like to have exclusivity on products so that we have time to develop them in the market. We also like to ensure there is a real need and we like to understand what the barriers to entry in the market are.”

Global sourcing continues to be flexible, with Black noting: “We are happy to source products from anywhere in the world and we are always in discussions in places like Italy, Turkey, China, Taiwan, Japan etc.”

MORE OF THE SAME

UPG enters the next phase of its growth with a focus on lean operations, strong customer relationships, and selective acquisitions. “We are aiming for business as usual,” confirms Black. “We want to continue doing the best we can to achieve growth. We have had some recent successes, and we are very excited about the opportunities that lay ahead. Of course, that all comes from good people and good acquisitions.” By maintaining agility, technical expertise, and global sourcing capability, UPG is positioned to continue supporting businesses that rely on it, reinforcing its status as a dependable and forward-looking partner across the automotive and agricultural aftermarket.