F. Katsardis (Temot): “In this era of the aftermarket, size matters, but intelligence is decisive”

Fotios Katsardis: Shareholders will end 2025 on a very positive note, with growth of around 10% compared to 2024, despite a much more difficult macroeconomic environment. Their performance has significantly exceeded market averages: from 4% to 7% in Western Europe, around 7% in Southern Europe and more than 10% in Latin America and several Asian markets. This success is no accident. It is based on solid fundamentals: coordinated supplier programmes, professionalised, data-driven decision-making and increased operational efficiency. A clear trend is emerging: companies with dynamic buyer communities, relevant access to data and professional garage concepts consistently outperform those that rely solely on their multinational scale.

F.K.: This anniversary coincided with my 20th year at the helm of Temot. Our motto, ‘A great vintage’, perfectly reflects the quality and commitment of our employees. Over the years, the rapid growth of many shareholders has naturally led the company towards greater internationalisation and broader sector coverage. We have evolved from a network dominated by very large companies to a coherent alliance of private organisations, most of which are medium-sized. Our new roadmap focuses on operational governance 2.0, aiming to create a next-generation organisation that excels in purchasing through a data-driven approach and full digital integration. In this context, Temot ITG will evolve to become the ‘Integrated Technology Group’, reflecting the transition from a traditional commercial network to a technological ecosystem serving its shareholders. This 30-year milestone marks the beginning of a new strategic era.

F.K.: Yes, without hesitation. We have thoroughly reviewed our portfolio, evaluated the performance of our partnerships and strengthened the commitment of our suppliers. Purchasing groups have been developed, enabling SMEs to be better positioned to negotiate with large international groups. We have finalised the integration of our management information system and our assessments based on key performance indicators (KPIs). Temot is now more consistent, more reliable and much better prepared for its next phase of development.

F.K.: Asia, and more specifically China and India, remains the engine of global automotive growth. The American continent is showing strong momentum, even though North America is adapting to disruptive tariff structures and Latin America is facing recurring volatility. Europe remains the region under the most pressure, with its profitability being severely tested by regulatory, competitive and geopolitical factors.
In a highly fragile environment in 2026, a single political or economic announcement could disrupt supply chains. Markets will not collapse overnight, but agility, operational excellence and absolute rigour in purchasing will be more essential than ever.

F.K.: For years, we have seen the global expansion of Chinese suppliers, with a significant proportion of replacement products now coming from China. Our predictions have come true. China’s expansion, particularly in the automotive sector, is shifting decisively towards areas outside the US and, increasingly, Europe. These regions are absorbing a massive infl ux of Chinese vehicles, naturally followed by Chinese spare parts, which will have a lasting on their aftermarket markets. In Europe, China’s strategy is more subtle and structured: investments in local assembly, logistics platforms, private labels and specialised ranges. Some Chinese brands are so well integrated that they now outperform their original reference brands and occupy dominant positions in several markets. It is impossible to understand the competitiveness of the IAM over the next decade without a holistic analysis of China’s automotive footprint — covering production, technology, distribution and the entire value chain.

F.K.: The EU rarely cancels its targets; it adjusts them. The most likely scenario is that the 2035 deadline will be formally maintained, or even slightly extended, but with more flexible terms – particularly with regard to hybrid vehicles, electric fuels and industrial policy – in order to support European motor vehicles and the entire manufacturing sector during the transition.