Understanding how many stores Advance Auto Parts operates provides essential insights into its market position and strategies. As of December 30, 2023, the company has a robust footprint in the U.S. with approximately 4,786 Advance Auto Parts stores and 321 Worldpac stores, totaling around 5,107 locations. This expansive network not only reflects the company’s growth trajectory but also underscores its role in the automotive aftermarket sector. Each chapter will delve into different aspects of this store count, including regional distribution, historical trends, strategies influenced by these numbers, and future growth projections, offering a comprehensive view aimed at business owners looking to navigate this competitive landscape.
Mapping a National Network: What 5,107 Advance Auto Parts Stores Mean for the Market
Advance Auto Parts operates about 5,107 retail locations across its brands as of the end of 2023. This total combines 4,484 core Advance-branded stores, 302 Carquest locations, and 321 Worldpac outlets. It also reflects a broader ecosystem that includes 1,245 independent retailers operating under the Carquest name. That footprint is more than a raw number. It shapes customer access, inventory logistics, competitive positioning, and long-term strategic choices. Understanding those implications helps explain how store count translates into business strength and market influence.
The network is a physical expression of scale. With nearly 4,500 stores carrying the Advance brand, the company has a dense retail presence in urban, suburban, and many rural markets. Those stores support immediate parts availability for everyday drivers. They also act as local touchpoints for pricing, returns, and advice. The additional Carquest and Worldpac locations expand product depth and reach. Worldpac, for example, emphasizes hard-to-find and specialty components. That brand strengthens the company’s ability to supply professional repair shops and global distributors. Carquest contributes a mix of franchised and company-owned locations that deepen local relationships. Combined, these channels create a layered distribution strategy: national brand consistency, regional specialty supply, and local, independent retail partnerships.
Scale matters in inventory and logistics. A network of more than five thousand stores allows the company to optimize stock levels across regions. Centralized distribution centers can ship quickly to many nearby stores. Individual outlets can therefore hold a narrower assortment of high-turn items, while less-frequently used parts remain centrally warehoused or stocked at specialist locations. This reduces working capital tied up in slow-moving inventory. It also minimizes the risk of stockouts for common parts. For fleet operators and commercial customers, the benefit is clear. They need predictable availability and fast replenishment. The network supports bulk orders and scheduled deliveries to shops and fleets, which strengthens the company’s appeal to the DIFM (Do It For Me) segment.
That DIFM focus is a critical strategic pivot. Historically, retail automotive parts companies relied heavily on the DIY (Do It Yourself) consumer. Today, professional repair shops and commercial customers represent a growing share of aftermarket spending. They demand higher service levels, timely delivery, and access to specialized items. The acquisition of Worldpac, and the preservation of Carquest’s franchise model, reflect an intent to serve that professional market. A dense retail canopy supports both channels. Consumers can pick up a bulb or wiper blade at a neighborhood store. A shop can source complex components through Worldpac or arrange routine resupply via a nearby Carquest. The dual capability reduces friction for all customer types.
Competition is another dimension shaped by store count. In a market with a few large national chains and many regional players, physical presence confers advantage. When customers need a part immediately, proximity matters. When shops require a reliable supplier, a network of branches provides redundancy and convenience. That said, competitors maintain their own extensive networks and strengths. Differentiation therefore comes from execution. Inventory accuracy, staff knowledge, commercial account support, and digital ordering all matter. A broad footprint amplifies these differentiators when well managed. Conversely, poor execution at scale can magnify weaknesses. Maintaining consistent training, stock accuracy, and delivery performance across thousands of locations is operationally demanding.
The store count also impacts supplier relationships. Manufacturers and distributors prefer partners who offer wide distribution and predictable volume. A company that can move large quantities across many outlets attracts favorable terms. Those terms can include priority allocations, better pricing, and cooperative promotional support. For niche component makers, access to specialist channels like Worldpac opens markets that would be otherwise difficult. Conversely, suppliers also expect reliable forecasting and payment practices. The more complex the network, the greater the need for strong data systems to coordinate purchases and shipments.
Geography and market coverage deserve attention. A five-thousand-plus network is not uniformly distributed. Some metropolitan areas host many stores within short distances. Rural zones may still have coverage gaps. The presence of franchised Carquest independents helps bridge coverage in smaller markets. That mix matters for revenue mix and margins. Urban stores benefit from higher foot traffic but also higher rents. Rural or small-town outlets may enjoy less competition and loyal repeat customers but lower transaction volume. Strategic placement, therefore, balances accessibility with profitability. It also gives the company options when testing new services or store formats. A robust national footprint provides a laboratory for pilots that target specific segments or geographies.
From a customer experience perspective, more stores mean more choices and shorter travel times. It also enables omnichannel fulfillment. Customers can order online and pick up in a nearby store. Technicians can reserve parts for same-day pickup. Commercial accounts can arrange scheduled replenishments from a designated branch. These conveniences matter in a market where time is critical. Quick access reduces vehicle downtime and labor costs for shops. It also increases customer loyalty, because convenience often trumps price in urgent situations.
For investors, store count serves as a visible indicator of market position and growth strategy. A rising store count can signal expansion and increased market share. But investors also look for productivity metrics: sales per square foot, same-store sales growth, and margin trends. Opening stores or acquiring networks like Worldpac and Carquest has costs. Those moves must convert to higher revenue and improved profitability. The diversity of store types also matters to valuation. A mix of high-margin professional sales and higher-volume retail transactions can stabilize earnings across economic cycles.
The operational challenge is sustaining quality across a large footprint. Training, technology, and logistics systems must scale. Investment in inventory management systems, point-of-sale integration, and delivery routing yield efficiency gains. Yet retail consolidation, changing vehicle technology, and shifting labor dynamics also present risks. As cars evolve, parts complexity increases, potentially raising the value of specialty suppliers. The company’s acquisitions help hedge that risk by securing access to specialized catalogs and technical expertise.
Sustainability and long-term planning also come into play. A large network creates opportunities for consolidation, franchise growth, and format innovation. For example, the company can test smaller urban formats for quick pick-up, or invest in centralized fulfillment hubs to boost same-day delivery. It can expand services for fleets, offering scheduled maintenance kits and dedicated account managers. Each option leverages the existing footprint while evolving the business model.
Finally, the interplay between physical stores and digital channels is essential. A physical network is most valuable when paired with a seamless digital experience. Customers expect accurate online inventory, easy reservations, and clear delivery options. Commercial customers expect portals with order histories and invoicing. A well-integrated system multiplies the benefits of the store footprint. It turns individual branches into nodes in a fast, responsive supply chain.
The 5,107 retail locations at the end of 2023 therefore reflect more than size. They represent a strategic asset that supports multiple customer segments. The distribution breadth enhances bargaining power with suppliers. It increases the company’s appeal to commercial accounts. It also enables omnichannel fulfillment that meets modern expectations. At the same time, that scale demands disciplined execution across operations, digital systems, and training. When those elements align, the network drives resilience and growth. When they falter, complexity becomes a liability.
To see how local parts availability supports specific repairs and customization, consider an example of a common accessory replacement in a vehicle model. A nearby store can supply the needed component quickly, or a specialized outlet can source a rare item for a professional installer. This practical interplay between local convenience and specialized supply is the operational advantage of a large, multi-brand network. For an illustration of aftermarket parts availability at a local scale, see this example of a front bumper listing for a popular crossover model: front bumper Mitsubishi Outlander 19.
Source: Advance Auto Parts, Inc. Annual Report 2023: https://www.advanceautoparts.com/investors/financials/annual-reports
Mapping the Network: How Advance Auto Parts’ U.S. Store Footprint Reflects Regional Demand
Regional footprint and strategic rationale
Advance Auto Parts maintains one of the largest automotive parts footprints in the United States. As of December 30, 2023, the company reported approximately 4,786 retail stores across the country, plus 321 Worldpac locations, for a combined total near 5,107 storefronts. Those numbers capture the company’s intent to be both visible and reachable wherever vehicle owners and independent service providers operate. Store placement is not random. It reflects deliberate choices about population centers, vehicle ownership rates, repair and maintenance demand, and logistical efficiency.
The distribution pattern across the country shows clear regional strengths. The Southern United States hosts a strong concentration of stores. States such as Texas, Florida, and Georgia figure prominently in store counts. These areas combine dense and growing populations with high vehicle miles traveled per capita. Warm climates allow extended driving seasons, and sprawling metropolitan regions create countless repair and maintenance touchpoints. Advance Auto Parts positions stores to meet the needs of suburban commuters, rural drivers, and urban technicians within those markets.
The Midwest is another cornerstone of the network. States like Ohio and Illinois contain numerous locations that serve both city and small-town markets. The Midwest benefits from an established network of independent repair shops and a substantial base of fleet vehicles, from delivery vans to light commercial trucks. Distribution logistics play a role here: central placement of regional distribution centers helps firms quickly replenish store inventory, making it practical to sustain many nearby retail locations that serve high-frequency parts demand.
The Western region anchors the company’s reach on the Pacific coast and inland states. California stands out for sheer population and vehicle density. Urban congestion, long commute corridors, and a large base of both DIY owners and commercial fleets create steady demand for parts and accessories. In Western states with long distances between population centers, stores are often placed at major highway junctions or within key suburban retail corridors to provide accessible service across wider geographic areas.
Why those states? Population and vehicle ownership explain much of the logic. Texas and Florida rank high for both. California’s enormous population and intense vehicle usage make it indispensable to any national parts retailer. Ohio and Illinois offer a mix of dense urban markets and manufacturing histories that encourage a robust aftermarket. Georgia’s transportation corridors and growing metropolitan areas further justify a strong retail presence. Placing stores where drivers live and work reduces friction for customers and shortens delivery times for professional installers.
Store formats and customer focus adapt to regional needs. In dense urban neighborhoods, stores tend to be smaller, optimized for quick pick-up and rapid service. They cater to walk-in customers and local repair shops. In suburban or semi-rural markets, larger stores carry a broader inventory to service DIY drivers who rely on one-stop trips. Some locations emphasize parts for professional installers, including broader assortments of heavy-duty and fleet-grade items, while Worldpac outlets target import specialists and professional technicians who need specialized foreign vehicle parts.
There is also a strategic overlay of convenience and fulfillment capability. The company balances visible retail sites with the ability to ship same-day or next-day from nearby distribution centers. This hybrid model supports both immediate walk-in sales and the needs of professional garages that require rapid replenishment. In high-density markets, stores act as local fulfillment hubs. In lower-density regions, distribution centers and regional warehouses fill the gaps. That balance helps maintain consistent service levels despite widely varying geography.
Local automotive ecosystems influence where stores appear. Areas with high concentrations of independent repair shops, collision centers, and small fleets attract more retail locations. These service businesses create steady, repeat demand for parts and fluids. Regions with strong do-it-yourself cultures also generate foot traffic; suburban neighborhoods with homeowners who perform routine maintenance create a reliable customer base for nearby stores. Conversely, areas with lower vehicle ownership or limited commercial activity see fewer locations.
Seasonal and climatic differences shape inventory and store priorities as well. In colder regions, items such as battery supplies, heating-related parts, and winter-specific consumables see higher demand seasonally. In warmer climates, emphasis shifts toward cooling systems, air conditioning parts, and items related to year-round driving. Advance Auto Parts adjusts inventory allocations across its footprint to match these needs. That fine-tuning of stock by region keeps shelves relevant and reduces the need for frequent cross-regional transfers.
Connectivity to transportation corridors matters. Stores placed along major highways or near urban ring roads can service both local drivers and transient traffic. Logistics efficiency improves when stores cluster around distribution nodes or transportation hubs. That reduces lead times and shipping costs, enabling stores to commit to quick in-store pickup or same-day delivery options where feasible. In practice, this allows a coastal store and a nearby inland store to draw from a central warehouse while still maintaining local assortments tailored to each market.
Market shifts and corporate strategy also drive store counts. The company periodically opens new locations, remodels existing ones, or closes underperforming outlets. Acquisitions and divestitures can alter totals quickly. For example, integration of specialty parts distributors increases footprint in targeted service niches. Conversely, rationalization of overlapping locations can refine profitability. The public figures reported at year-end serve as a snapshot; the network remains dynamic, adapting to competitive realities and changing customer behavior.
Technology and digital ordering have influenced how stores are distributed and used. Many customers begin with an online search or order, then pick up in store. That behavior favors stores that are visible and easy to access, rather than strictly centralized warehouses. The role of stores has evolved into a combined retail-sales and fulfillment function. In regions where online orders are high, stores become micro-fulfillment nodes that increase the speed of delivery and pickup. This approach is especially valuable in metropolitan areas where quick turnaround matters to professional customers.
Local economic factors matter. States with strong employment in logistics, construction, agriculture, and service industries often require more parts locations. Commercial fleets create steady, predictable demand. Regions with strong tourism or seasonal population swings may need flexible inventory plans to handle surges. Stores in such areas often implement seasonal staffing and inventory adjustments to match peaks and valleys.
The presence of Worldpac locations adds another layer to regional strategy. Worldpac outlets are positioned to serve shops specializing in import vehicles. Their placement often mirrors concentrations of import vehicle ownership and clusters of independent import specialists. By operating both general retail stores and Worldpac locations, the overall network covers mainstream parts needs and more niche, import-focused demands.
In sum, Advance Auto Parts’ U.S. distribution reflects a balance between market opportunity and logistical practicality. High-density states such as Texas, Florida, Georgia, California, Ohio, and Illinois are natural focal points. But the company’s footprint also extends into smaller markets where demand is steady, and logistics support profitable operations. The combination of strategically placed retail stores, Worldpac locations, and distribution infrastructure aims to deliver proximity, speed, and inventory relevance to a wide spectrum of customers.
For more detail on specific store locations and regional concentrations, refer to the company’s official store locator, which provides up-to-date listings and maps by ZIP code and city. https://www.advanceautoparts.com/store-locator
From Expansion to Optimization: How Advance Auto Parts Reworked Its Store Footprint
A strategic evolution in footprint management has reshaped Advance Auto Parts’ store count over recent years. Once driven by broad geographic reach and acquisition-led growth, the company has shifted to disciplined optimization. This chapter traces that transition, explains the operational choices behind it, and outlines what the new store footprint tells us about priorities going forward.
Early growth at the company followed a familiar retail playbook: open stores to capture demand, supplement organic growth with acquisitions, and build density in key regions. Over decades, the network expanded broadly, bolstering nationwide coverage and brand recognition. But retail landscapes evolve. Changes in customer behavior, supply chain expectations, and capital allocation forced a rethink. Instead of simply adding locations, leadership began to ask whether each store delivered the right mix of sales, margin, and strategic value.
That question led to a deliberate rebalancing. Where past growth emphasized scale, the recent approach favors efficiency and profitability. Store closures became part of the toolkit. In the fiscal year 2025, the company closed a significant number of stores: over 500 company-operated outlets and approximately 200 independent dealer locations. Each closure reflected a data-driven evaluation of performance, overlap, and future potential. Closing a store is rarely about a single factor. It results from a combination of low unit economics, cannibalization within dense markets, shifting customer routes, and the desire to reallocate capital to higher-return projects.
Such closures inevitably affect top-line figures. For the year, total net sales declined by about 5 percent. That drop reflected fewer selling locations rather than a wholesale collapse in demand. Management framed the decline as strategic contraction. The cost savings were immediate and measurable. Annualized savings reached an estimated $70 million, stemming from lower rent, labor, and operations expenses associated with the closed sites. Those savings, in turn, created flexibility to invest in higher-margin activities and operational improvements.
Importantly, optimization did not equate to halting all new development. In 2025, the company still opened 35 new stores. These openings were selective and intentional. Rather than pursuing blanket expansion, management targeted markets where a new store filled a clear gap or supported logistics and distribution efficiencies. The development plan for 2026 reinforced this measured stance: between 40 and 45 new store openings are expected, accompanied by 10 to 15 new market centers. These greenfield projects aim to strengthen regional distribution and improve service for existing stores.
Market centers are central to the new model. By the end of 2025, the company operated 33 market centers. Each center stocked between 75,000 and 85,000 SKUs and served clusters of roughly 60 to 90 stores. This hub-and-spoke arrangement reduces inventory duplication and improves fill rates. A healthier supply chain reduces the need to keep underperforming or marginally productive stores open purely for coverage purposes. Instead, the company leans on fewer, better-stocked regional centers to serve a leaner retail footprint.
Seen together, closures, selective openings, and market center expansion tell a consistent story. The company is trading raw store count for strategic density and supply chain resilience. That trade is not without risk. Fewer stores can mean less convenience for some customers. But the strategy offsets that risk by improving in-stock positions, enabling faster shipping, and focusing staff resources where they matter most. Higher-margin, better-performing stores receive more support. That redistribution of resources aims to improve customer experience and lift per-store profitability.
The recent course diverges sharply from earlier eras of steady store growth. Historically, expansion included major acquisitions that accelerated scale overnight. Those deals boosted the count and opened new regional strongholds. Today’s posture is intentionally more conservative. Leadership describes the move as de-risking the physical footprint while strengthening the business around durability and cash generation. That view aligns with broader retail trends where companies seek to pare back underperforming locations and invest in omnichannel capabilities and distribution infrastructure.
Operationally, the transition involved tough decisions. Closing stores requires careful execution to protect brand equity and maintain customer relationships. The company typically communicated closures with local teams and offered transitional support for affected employees. Inventory and lease negotiations were handled to minimize leakage and preserve capital. At the same time, new market centers required capital expenditure and logistics planning. The balance between closure savings and center investment defined the near-term financial cadence: a period of reduced revenue but improved margins and lower operating costs.
Quantitatively, the net result by late 2025 was a smaller total store count than in prior years. The reduction reflected not a retreat from the market but a reshaping of presence. Where density made sense, resources remained. Where stores offered limited return, the company chose to reallocate. The logic mirrors a long-term orientation: sustainable margins and operational resilience matter more than headline store counts.
This approach also offers strategic flexibility. Opening fewer stores and investing in market centers create optionality. The company can sharpen its e-commerce fulfillment, prioritize same-day or next-day delivery for replacement parts, and better serve commercial customers. Market centers act as fulcrums for faster replenishment and improved inventory assortment. That capability is well-suited for a parts retailer where customers value immediate availability and reliable turnaround.
Another implication is capital discipline. Maintaining a large footprint requires constant capital for maintenance, remodeling, and staffing. By pruning underperforming locations, capital is freed for targeted investments. Those investments concentrate on technologies that improve forecasting and inventory allocation. They also support training and merchandising at higher-performing stores. Over time, enhanced systems and better-stocked market centers can boost sales per square foot and margins across the remaining network.
The human element is integral to this story. Store closures affected employees and local communities. The company aimed to mitigate disruption by redeploying staff where possible and offering transition assistance. At the same time, changing store density can alter the day-to-day lives of customers who have relied on nearby locations. To offset that, the company emphasized stronger service at nearby stores and more dependable delivery options. For many customers, the net effect was improved availability, even if it required a slightly longer trip in a few cases.
Looking ahead, the footprint is likely to remain dynamic. Planned openings and market center growth indicate continued refinement rather than a static end state. Management appears focused on balancing physical presence with digital convenience. Should market conditions shift, the company has shown it will use closures or openings to adapt. The key metric will be profitability per location and the overall return on invested capital for the network.
Throughout this evolution, transparency in reporting helps stakeholders assess progress. Public filings and investor presentations outline store counts, market center metrics, and capital allocation plans. Those disclosures allow investors and analysts to evaluate how closures and new openings impact revenue, margins, and long-term value creation.
In sum, the company’s recent store count trajectory reflects a purposeful transition from growth for growth’s sake to a model built on operational efficiency. Closures reduced the headline number of outlets, but they funded investments in distribution and higher-return stores. Limited new openings target strategic gaps, while market centers amplify the reach of each store. The result is a smaller, smarter footprint designed for resilience and improved unit economics.
For those tracking store counts, the lesson is simple. Count alone is a blunt instrument. A more meaningful measure combines store count with distribution capacity, SKU availability, and per-store returns. As the company continues to refine its network, observers should evaluate how closures and targeted investments affect service levels and profitability, not merely the total number of retail locations.
For detailed, up-to-date figures and the company’s own explanation of the strategy, refer to the investor presentation from the Q4 2025 earnings release: https://www.advanceautoparts.com/investors/events-presentations
Trimming the Network: How Store Count Is Steering Advance Auto Parts’ Strategic Turnaround
Trimming the Network: How Store Count Is Steering Advance Auto Parts’ Strategic Turnaround
Advance Auto Parts’ physical footprint has moved from a symbol of dominance to a strategic lever. At the end of 2023, the company reported roughly 4,786 domestic stores plus 321 Worldpac locations, totaling about 5,107 retail outlets. Those numbers tell part of the story. What matters now is how the company is recalibrating that footprint to change its financial trajectory and competitive position.
For years, growing the number of stores equaled growth and market reach. Expansion was achieved through a mixture of greenfield openings and acquisitions. That approach delivered national scale and broad customer access. But expansion also layered complexity onto the business. A large network increased fixed costs, duplicated operational processes, and created uneven store performance. Over time, these inefficiencies showed up in margins and operating metrics. Sales per store varied widely. Inventory sat longer in some locations. Labor and management overhead rose. Those symptoms made store count a proxy, not for dominance, but for operational strain.
The current strategy reframes store count as a tool for optimization, not for expansion. Leadership announced a planned reduction of more than 500 underperforming stores and the closure of four distribution centers. This is not a mere pruning exercise. It is a structural reset intended to shrink cost bases and reallocate resources toward higher-return assets. The choice is deliberate: accept lower top-line sales for better unit economics and cleaner profitability.
Cutting stores reduces revenue in the short term. Management estimates the closures will cost roughly $8 billion in net sales. That is a significant decline on paper. But revenue alone is an incomplete measure. Profitability depends on the relationship between revenue and the cost structure that supports it. Advance Auto Parts had become encumbered by elevated SG&A expenses. As a share of revenue, these expenses climbed to levels well above industry averages. A leaner footprint aims to lower fixed charges, compress overhead, and improve returns from retained locations. The expectation is that operating margins will rebound as inefficiencies are eliminated.
This transition depends on identifying and keeping the ‘‘right’’ stores. The company’s focus is not indiscriminate closure. Remaining locations are chosen for stronger demand, higher throughput, and better margins. Those stores justify investments in staffing, inventory, and technology. The strategy seeks to concentrate service capabilities in centers of gravity, where a dense customer base and efficient logistics create superior unit economics. Concentration also allows for targeted improvements in in-store customer experience, which matters for both do-it-yourself customers and those who rely on professional installers.
Operational improvements sit at the heart of the plan. Closing stores alone does not guarantee success. It must be paired with smarter inventory management, optimized workforce planning, and tighter supply chain execution. The company is investing in data-driven tools to allocate labor to peaks in demand. It is streamlining replenishment algorithms to reduce excess stock and increase turns. Those initiatives are designed to boost productivity per remaining location, raising sales per square foot and lowering the working capital tied up in inventory.
Distribution center rationalization plays a complementary role. Shuttering four centers aligns logistics with the new store map. The aim is more efficient routing and lower fulfillment costs. It also creates opportunities to redesign distribution flows, moving from a hub-heavy model to more flexible regional platforms. When distribution is better aligned with customer demand, inventory shortfalls fall while carrying costs drop. That reduces lost sales from out-of-stocks and improves the economics of the retained network.
Shareholder perceptions are central to the decision. Historically, market participants rewarded growth in the number of outlets as a tangible sign of escalation. Today, investors scrutinize cash flow generation and margin stability. The planned reductions are a visible signal that the company is prioritizing profitability over scale. Management expects to show margin improvement in the near to mid-term, with adjusted operating margin targets improving to a modest positive level by 2025. This shift is intended to restore confidence and provide a clearer path to sustainable earnings.
There are competitive implications. A smaller physical presence inevitably concedes some market coverage. Competitors with leaner cost structures or different strategic investments may win share in vacated territories. But the company is betting that stronger unit economics in remaining stores will offset some volume losses. In concentrated markets, retained stores will be better stocked, better staffed, and more capable of meeting customer needs. The customer who values convenience and consistent service may migrate toward those better-performing locations. Meanwhile, freed resources can be invested in omnichannel capabilities to reach customers outside the physical footprint.
The digital channel becomes more important in a trimmed network. Fewer stores heighten the need for efficient online ordering and fulfillment options. The company can use data to route orders to the fastest fulfillment node. That may include ship-from-store or centralized distribution options, depending on economics. E-commerce can recapture customers who would otherwise be lost to competitors because of reduced local availability. Therefore, the store count reduction should be accompanied by investments in fulfillment flexibility, last-mile efficiency, and a seamless customer experience across channels.
Labor dynamics are also a factor. Reductions in store count typically lead to workforce realignment. The company faces the challenge of redeploying talent, offering retraining, and managing severance where necessary. But a focused network also allows for stronger investment in employee training at retained locations. Better-trained teams can improve conversion, reduce service times, and enhance customer loyalty. In short, concentrating human capital where it has the most impact supports the overall productivity goals.
Local market effects deserve attention. Closing a nearby store changes competitive dynamics at the community level. Professional installers may alter their supplier patterns if convenience or inventory depth shifts. DIY customers may adjust shopping habits or become more reliant on online resources. To mitigate negative local impacts, the company can tailor outreach and marketing to redirect customers to nearby locations or digital channels. The company can also use the opportunity to strengthen relationships with installation partners, offering better parts availability and faster service from the remaining stores.
Risk management is central to execution. Store closure plans must be executed with operational discipline. Poorly timed or miscommunicated closures risk alienating customers and employees. There are lease obligations and exit costs to consider. The company must balance the speed of reduction with careful market analysis. A phased approach enables testing of assumptions and course corrections. Monitoring key performance indicators—sales per store, inventory turns, customer satisfaction, and fulfillment lead times—helps ensure the strategy delivers expected gains.
Finally, the long-term view matters. The company’s pivot reflects a broader recognition that scale for its own sake is not a sustainable advantage. Instead, a concentrated, more efficient network can support higher returns on invested capital. If execution succeeds, the company will trade some market share in low-return areas for stronger margins and predictability. That will position it to compete on service quality and supply chain excellence rather than sheer store density.
The relationship between store count and market strategy has thus inverted. What was once a badge of growth is now a lever for repair. Advance Auto Parts aims to reconfigure its physical network into a higher-performing asset. The next phase will be judged by how well the company translates closures into durable improvements in productivity, customer service, and profitability. If the company can achieve those outcomes, a smaller network may prove to be a stronger one.
External reference: The company’s public reporting as of December 30, 2023 provides the latest store counts and context for the strategic changes described above.
Scaling the Footprint: Advance Auto Parts’ Store Growth Roadmap to 2027
Projected Expansion and Strategic Upgrades That Will Shape Store Counts
Advance Auto Parts enters the next phase of growth with a clear, measured plan to expand and modernize its retail footprint. Using the company’s most recent operating base of roughly 4,786 stores, plus 321 specialized outlets, the strategy balances modest new store openings with an aggressive program of upgrades and supply-chain investments. That balance aims to raise sales, deepen market penetration, and improve operational resilience without overextending capital or inventory resources.
The company plans to open about 100 new stores over the next two years. This pace signals cautious confidence. It follows a year in which management added only 45 locations, reflecting a careful read of market demand and capital prioritization. New store openings will add to the national tally, but will not by themselves transform the network overnight. Instead, these openings function as targeted touches—filling geographic gaps, supporting commercial relationships, and reinforcing presence in high-demand corridors.
Where the growth strategy becomes distinctive is in the scale of the upgrade plan. The firm intends to renovate or modernize infrastructure in more than 1,400 stores this year alone. By comparison, 440 stores were upgraded in the previous cycle. Those upgrades extend beyond cosmetic changes. They include investments in store layout, inventory systems, and in-store technology that support faster transactions and more reliable parts availability. Upgrading such a large portion of the estate is a force multiplier: improved stores sell more per square foot, convert higher-margin professional traffic, and reduce customer frustration caused by stockouts.
Supporting both openings and upgrades is the build-out of a network of regional distribution centers known as market hubs. These hubs concentrate inventory closer to stores, shortening lead times and boosting fill rates. At the end of the third quarter of fiscal 2025 there were 28 market hubs, and the company aims for 60 by mid-2027. The plan includes a mix of renovations and new builds—14 hubs scheduled in the near term, split between renovations and four new facilities. The scale and placement of these hubs will be a key determinant of how many stores the company can support effectively, and how quickly it can meet demand peaks.
Taken together, openings, upgrades, and market hubs point to a broader strategic priority: inventory availability. Management projects modest top-line growth of 1% to 2% for 2026. Within that frame, improving inventory turns and fill rates through market hubs and upgraded stores is essential to unlocking incremental sales. A well-stocked, modernized store captures both the sporadic DIY customer and the repeat commercial buyer. Market hubs enable higher on-shelf availability and faster replenishment, which translate directly into higher same-store sales.
Translating strategy into future counts requires assumptions about closures, conversions, and acquisitions. A simple arithmetic projection starts with the current aggregate of about 5,107 retail locations, including specialized outlets. Adding 100 net new stores over two years would push the total to roughly 5,207 locations, assuming no net closures. But the real pathway may vary. Some older stores could be consolidated or closed as part of the upgrade program. In other cases, rebranding or conversions of partner outlets may add to the tally. Management has historically emphasized optimizing the portfolio rather than maximizing raw count, meaning new openings could be offset by closures of underperforming units.
Three reasonable scenarios help visualize the likely outcomes. In a base scenario the company adds the planned 100 stores while upgrading 1,400 locations and completes the hub expansion to 60 by mid-2027. The total store count in that scenario would rise modestly to just above 5,200. A conservative scenario assumes a handful of closures tied to optimization and a slower hub rollout. That could keep the store total roughly flat, while the value of the network improves due to upgrades and better logistics. An optimistic scenario sees slightly higher net openings—if market conditions favor accelerated rollouts—and successful conversion of partner outlets, lifting the network past 5,300. Each scenario preserves the emphasis on returns and controllable expansion.
Capital allocation choices will determine which scenario unfolds. New store builds have different economics than upgrades. Opening a new store requires site acquisition, fit-out, and initial inventory stocking. Upgrades demand less capital per dollar of sales uplift and often produce faster payback through improved productivity. Market hubs require substantial investment but deliver systemic benefits across regions. The company appears to be prioritizing upgrades and hubs, which implies an emphasis on improving same-store metrics and supply-chain gains before committing to aggressive footprint expansion.
Customer segmentation shapes where new stores and upgrades matter most. Professional customers generate higher transaction sizes and loyalty. They demand reliability and speed. Upgrading stores and deploying market hubs nearest commercial corridors will increase the company’s share of professional business. For DIY customers, convenience and in-store experience remain crucial. Modernized store environments and better inventory visibility support both groups, increasing conversion and average ticket size across the network.
Execution risks should be acknowledged. Real estate markets fluctuate, labor availability varies regionally, and construction timelines can slip. Supply-chain disruptions can delay hub builds or inventory flows. Macro-economic headwinds that reduce automotive activity could weaken the sales uplift expected from upgraded stores. The company’s measured pace—100 new stores, many more upgrades, and a staged hub rollout—reduces exposure to those risks. It allows management to prioritize investments with the highest near-term returns while keeping expansion nimble.
Operationally, the market hub strategy is central. Hubs concentrate inventory, enabling faster replenishment to stores and allowing the company to hold more SKUs available for immediate fulfillment. This reduces the need for excess inventory at individual stores, lowering working capital needs while improving service levels. Hubs also support omnichannel fulfillment, making it feasible to serve online orders from local inventory for rapid pickup or delivery. In markets where same-day service matters, that capability can be a differentiator.
Upgraded stores will likely incorporate layout changes that reduce picking time and increase the ease of service for professional buyers. Investments in inventory management software and handheld devices improve staff efficiency. The visible result is shorter wait times and higher first-time-fill rates. The less-visible result is improved gross margins through reduced emergency shipping and lower inventory obsolescence.
From a competitive perspective, the company does not need to outgrow rivals dramatically to succeed. Incremental gains in availability and service often win repeat customers. The combination of targeted new openings, broad upgrades, and a denser market hub network is designed to capture those gains. The approach prioritizes quality of presence over sheer quantity of stores.
Finally, the timeline to mid-2027 is a manageable horizon for stakeholders to evaluate progress. In the near term, quarterly performance indicators will reflect the initial impact of upgrades and the first new hubs coming online. Longer-term measures will show whether these investments drive sustained top-line growth beyond the projected 1%–2% for 2026. If upgrades and hubs produce the expected lift in fill rates and professional business, the company will have established a lower-cost, higher-service platform to support more aggressive store expansion later.
The near-term numerical outlook is therefore deliberate and conservative. Net new stores will incrementally raise the total count, while a substantial upgrade push and market hub expansion aim to multiply the productivity of every existing location. That mix reduces exposure to the pitfalls of rapid footprint growth while maintaining clear optionality for future expansion. Stakeholders tracking the store count should pay attention not only to the headline number of new openings, but also to the pace of renovations, the placement of market hubs, and early signs of improved inventory availability. Together, those elements will determine whether a modest rise in store count translates into durable market share gains and improved profitability.
For more detail on these plans and the company’s capital priorities, see the fiscal release summarizing recent quarterly results and forward-looking objectives: https://www.investors.advanceautoparts.com/news-releases/news-release-details/advance-auto-parts-inc-reports-third-quarter-fiscal-2025-results
Final thoughts
In summary, the store count of Advance Auto Parts, nearing 5,107 locations, plays a crucial role in shaping its market presence and operational strategies. By examining the distribution, historical trends, market impact, and future growth predictions, business owners can gain valuable insights into how this expansion translates into opportunities and challenges. Understanding these dynamics is essential for those in the automotive field, as it provides context for navigating market trends and customer needs effectively.