Supply chain and logistics disruption
MEKO depends on imported parts, centralized sourcing, and efficient distribution to keep workshops supplied.
- Scope
- Product flows, availability, purchasing prices
- Materiality
- high
MEKO
MEKO is a Nordic automotive aftermarket group that buys, stocks, and distributes spare parts, accessories, and related services for passenger cars and commercial vehicles. Its business is organized around workshops, fleet customers, wholesalers, and private motorists across eight markets in Northern Europe.
6.2k
1.55
0.58
| % | |
|---|---|
| Spare parts distribution | 60% Purchasing, stockholding, and distributing automotive spare parts and accessories. |
| Workshop concepts and support | 15% Affiliated workshop concepts, branding, and operational support for repair networks. |
| Fleet and corporate services | 15% Repair, maintenance, and parts supply for company and public-sector vehicle fleets. |
| Wholesale and reseller sales | 10% Sales to other spare parts wholesalers and trade customers. |
MEKO sells mainly to business customers, especially motor vehicle repair shops, fleet operators, and other wholesalers...
- Motor vehicle repair shopsprimary
Independent and affiliated workshops buy spare parts, concepts, and support because they need fast access to broad assortments and reliable delivery.
- Fleet customersprimary
Companies and public authorities buy maintenance and repair services to keep vehicle fleets operating efficiently.
- Other spare parts wholesalerssecondary
Trade customers source parts and accessories when they need breadth of range and regional distribution reach.
- Private motoristssecondary
Consumers buy parts and accessories directly for repairs, upkeep, and car-related convenience products.
MEKO operates in eight Northern European markets, with its business concentrated in Sweden, Norway, Denmark, Finland,...
- •Operations span Sweden, Norway, Denmark, Finland, Poland, and the Baltics
- •Business is concentrated in Northern Europe and nearby markets
- •Regional logistics and warehouses support fast delivery to workshops
- •Local brands help MEKO serve different customer groups in each market
- •Geographic diversification reduces dependence on one national market
MEKO’s strategy centers on organic growth, stronger customer offerings, and more efficient operations across its...
01
Organic growth in core aftermarket marketsmedium-term
MEKO wants to deepen its existing customer base and capture more repair and maintenance demand without depending on large acquisitions.
02
Operational efficiency and logisticsshort-term
Faster delivery and lower handling complexity are central to serving workshops and protecting service quality.
03
Broader service and concept offeringmedium-term
Workshop concepts and related services help MEKO lock in customer relationships and differentiate beyond pure parts distribution.
MEKO is exposed to supply-chain disruption, purchasing-price volatility, and weaker consumer or workshop demand because...
Demand weakness and trade-down behavior
When consumers or workshops are cautious, they may postpone repairs or choose cheaper products.
- Scope
- Repair volumes, mix, pricing
- Materiality
- high
Competitive pressure
The aftermarket is fragmented and price-sensitive, so rivals can compete on assortment, speed, and price.
- Scope
- Margins, customer retention, market share
- Materiality
- high
Cybersecurity and IT disruption
Digital catalogs, ordering systems, and logistics depend on secure IT infrastructure.
- Scope
- Operations continuity, data integrity
- Materiality
- medium
Regulatory and climate-related change
Rules on chemicals, waste, emissions, and vehicle technology can require investment and product adaptation.
- Scope
- Compliance costs, assortment changes
- Materiality
- medium
Talent retention and workplace safety
Service quality and execution depend on skilled employees, managers, and safe working conditions.
- Scope
- Operational execution, service levels
- Materiality
- medium
Inventory valuation and obsolescence
Gross margin and working capital
IFRS 16
IFRS 16 lease accounting
EBITDA, leverage, and balance sheet size
Derivative valuation and hedge accounting
Financial income/expense and balance sheet volatility
Acquisition-related intangibles
Operating profit and comparability
Expected credit losses
Bad debt expense and net receivables
: 11/08/2026