In the aftermarket, structure matters most when it improves execution. Inventory allocation. Product expansion. Response time. Policy flexibility. Those are the metrics that make a difference, define success, and drive growth. With the last year’s launch of AISIN Aftermarket & Service of America (AASA), AISIN consolidated the aftermarket division of AISIN World Corp. of America and AWTEC into a stand-alone Americas-focused entity. On paper, it reads like structural alignment. In practice, it’s about serving the region the way it deserves to be serviced.
In Latin America, that impact is already visible.
“AASA understands the importance of having local operations in the Latin American region. We are dedicated to expanding our reach into the region through our continued support and investment plans,” says Dwayne Bates, president of AASA.
AISIN Sales Latin America’s (ASLA) ability to operate as a semi-independent company within the AASA alters how decisions are made across the Americas. “ASLA has proven to be very successful since our foundation,” says René Ocegueda, vice president aftermarket operations, Latin American and Caribbean State Markets, AISIN Aftermarket and Services of America. “We have expanded our office and warehouse capability various times, and we also acquired our customer and partner company, Leon Import S.A. in 2024. We stand as one of AISIN’s most profitable aftermarket regions.”
Today’s success stretches back to 2019, when AISIN World Corp. of America and Leon entered a joint venture and established ASLA. Both companies consolidated their sales activities with a goal of building a new and efficient organization to provide expanded products and service to existing customers, and to increase business in regions including markets in Central America, South America and the Caribbean.
Since its establishment, ASLA successfully launched a new distribution center to shorten product delivery lead time and improve customer service and, in general, helped strengthen the automotive aftermarket in Latin America. These efforts and developments have led to significant business expansion and aftermarket sales growth for ASLA.
That growth has earned ASLA the autonomy to better serve its region.
“The key factor for this success has been the trust from top management conveyed to the experienced members in Latin America’s overall aftermarket business,” Ocegueda states. “Today, ASLA has the freedom to make everyday business decisions on its own facilitating the communication and efficiency of the operation.”
That autonomy translates into faster execution. Regional leadership can adjust warehousing policies, product introductions and inventory levels without waiting for U.S.-based approvals tied to broader corporate structures.
René Ocegueda, Vice President Aftermarket Operations, Latin American and Caribbean State Markets, AISIN Aftermarket and Services of America
Latin America as a Case Study
AISIN’s acquisition of Leon Import and the establishment of an independent office and warehouse in Panama illustrate how AASA’s structure works on the ground in the region.
“The change was dramatic when it came to structure and reach,” Ocegueda says. “We now have an independent office and warehouse which are both located in a strategic area with much better proximity to our distributor base. The country of Panama is considered the gateway to the Americas for many reasons. The AISIN group is now benefiting from this distinction. We are a larger operation and growing exponentially.”
Even with that expansion, Ocegueda emphasizes continuity.
“The core of our business has not changed much in our aftermarket essence,” he says. “We kept the soul of our operation by keeping the same culture in our distribution methods in logistics and business strategy. This is what has allowed us to be recognized as a reputable organization in the region grounded in our brand awareness, quality of our products, and the long and solid relationship with our distributor base.”
Integration was not without friction. One of the earliest hurdles was convincing distributors that service levels from a Panama-based operation would match—or exceed—what they had come to expect from a U.S.-managed structure. System alignment created hurdles, as well.
“We started ASLA with a rudimentary software system. Not working under former AWA’s ERP system created many setbacks. However, we managed to resolve each one,” Ocegueda explains. He also noted that cultural integration required adjustment, as well. The team had to account for local staffing norms and regulatory expectations, adapting internal policies and practices to reflect the realities of operating within the region rather than imposing a U.S.-based framework.
Working through those challenges were necessary mile markers on the road to success where ASLA is capable of reaching new markets in areas with new products.
“Acquiring long-time customer and recent partner in ASLA, Leon Import S.A. has been a milestone for our operation,” he says. “These are two very different operations within the same company, and we are still learning from each other in positive ways.”
Preparing for the Next Transmission Cycle
The creation of AASA and ASLA also connects traditional aftermarket sales with AWTEC’s transmission remanufacturing expertise. While remanufacturing is not yet a dominant factor in Latin America, Ocegueda sees it as a growing trend.
“The global automotive industry is shifting at speeds never seen before,” he says. “Ten years ago, we would never imagine that in a region where manual transmission vehicles were the majority that, today, many of these countries are now selling more automatic transmission cars. This also includes working vehicles such as pickup trucks and working vans such as the Toyota Hi-ace.”
That shift signals long-term opportunities in the remanufactured transmission segment. AISIN is prepared to enter the space yet will wait until the installed base generates sufficient volume before scaling the offering.
“I believe we will be looking into this in the coming two to three years when the volume meets our minimum requirements,” Ocegueda says.
Expanding Product Scope in a Changing Market
Vehicle mix is evolving differently across the Americas, and the demands for new products are more pronounced. Chinese vehicle manufacturers, for example, are capturing a significant share of several Latin American markets, altering parts demand and competitive dynamics. In response, AISIN is expanding product categories to match that shifting landscape.
“ASLA is currently adapting to these changes by introducing more product categories than our counterparts in the north given these circumstances,” Ocegueda confirms.
That presents questions about brand recognition within those new product categories. AISIN has a “special place” in the Japanese auto parts aftermarket industry when it comes to brand awareness, Ocegueda says. That recognition was built over several years. In its own markets, ASLA must balance brand equity with growth.
“Given the dramatic changes we’ve been experiencing lately, we are in need to grow our non-original equipment products,” Ocegueda says. “Is this difficult? Very much so, however, we are betting on our strong brand presence and on the trust we’ve been cultivating for decades among our overall customer base.”
To serve that objective, ASLA’s success has strengthened its voice within the larger AISIN structure.
“Our increased sales have positioned us to have a larger voice with our AISIN internal service parts allocation decisions,” Ocegueda says. “We also have more warehouse space to support higher inventory levels to position us to handle spikes in demand. We still encounter vendor supply shortages, but they have been less impactful than in the past.”
A Structural Reset Across the Americas
At its core, Ocegueda sees Latin and South America strategy within AASA as an inflection point.
“The possibility of dictating our own future as a semi-independent operation [exists],” he says. “I believe we did the right move at the right moment for many reasons such as avoidance of tariff policies in the U.S., which have not affected our business much since our major presence is in Panama.”
Independence is shaping the company’s digital direction, as well. A region-focused e-commerce platform is in development, giving the Latin operation the flexibility to build around its own market dynamics and long-term growth goals.
“This area is very complicated but managing from a closer perspective to the markets in question will be much easier to adapt and ultimately succeed in all requirements to achieve our goals,” Ocegueda says. “The ability to manage our own warehousing and distribution policies with all new product category introductions. This would’ve been impossible to handle in our former format out of the U.S.”
ASLA shows the impact that can be made when autonomy, infrastructure, and distributor relationships align.
“ASLA strives to succeed in our mission,” Ocegueda says. “Expand our business by turning the AISIN group as a strong influencer in the Latin American aftermarket industry where our consumers will find the highest quality solution to their vehicle needs.”