UAP : strategic fleet management powering 300 stores
Each vehicle features division-specific branding and comes equipped with a set of winter tires, regardless of local regulations. (Credit : UAP)
Sabrina Marion-Massé oversees UAP’s corporate fleet operations. (Credit : UAP)
Deliveries are made using the smallest vehicle that meets the operational needs. (Credit : UAP)
In 2026, UAP will proudly celebrate its 100th anniversary. Today, the company operates across a wide range of sectors, from heavy vehicles to hydraulics, including paint and refinishing.
Beyond its flagship NAPA brand, the UAP family also includes Traction, Altrom, CMAX, Fleet Spec, Saniquip Bergor, and Master Sourcing. The entire network is supported by a corporate fleet of 2,000 vehicles, a vital asset for meeting customer needs from coast to coast. This fleet, which serves close to 300 locations across Canada, is overseen by Sabrina Marion-Massé, Fleet Manager at UAP Inc. While she manages the corporate fleet, each franchisee or partner is free to handle their own vehicles independently. They do, however, receive personalized support and can take advantage of corporate agreements, including insurance options and discounted pricing with automakers. “It’s their choice,” she says. “We don’t force anything on them.” For daily deliveries, UAP relies on compact SUVs, which make up over half of the company’s fleet vehicles. Easy to navigate in urban settings, these smaller utility vehicles are well-suited to the group’s mission. “Our priority is to serve our shops as quickly as possible and be a reliable partner for them.” The 400 vehicles used by sales reps also come from the SUV segment. Each one is equipped with all-wheel drive for better performance in winter conditions, power seats for long-distance comfort, and a full suite of advanced driver assistance systems (ADAS). “Safety remains a top priority,” says Marion-Massé. “To help reduce the risk of accidents, we consistently choose the full safety package offered by the manufacturer, which includes collision alerts, blind spot monitoring, and other key features.”
Tailored to the job
The team found creative solutions when certain vehicle formats were no longer available. "Instead of compact cargo vans, we now rely on hybrid pickups fitted with caps." These vehicles combine the practicality of a van with the flexibility of a pickup, while meeting the company’s standards for safety, energy efficiency, financial performance, and operational needs. Conventional cargo vans are still used for higher-volume deliveries. Marion-Massé mentions that they recently chose a four-cylinder diesel model from a manufacturer that managed to offer a blend of payload capacity, fuel economy, and lower emissions. In an effort to reduce their carbon footprint, UAP has taken things a step further. A 100-vehicle pilot project is now underway to explore full electrification. The goal is to fully assess the logistical, technical and operational aspects of the transition. “Our parts stores are living laboratories. We wanted to experience both the ups and the challenges of going electric so we can better support our customers.” Before any new vehicle model is added to the fleet, it goes through a two-week trial period to evaluate its strengths and weaknesses. “I’ve driven every vehicle I’ve purchased,” says the fleet manager. “I know them inside and out. It helps me support our teams and answer their questions. I even tested an EV during a full-on snowstorm.”
A full toolbox
Managing such a diverse fleet means everything is tracked digitally. All vehicles are equipped with telematics via a fleet management provider. This allows real-time monitoring of maintenance, fuel consumption, stops and distances travelled. “We monitor and optimize everything so we can make the right decisions at the right time, always based on three key pillars: safety, cost-efficiency and operational effectiveness.” When a vehicle begins to spend too much time off the road, it is taken out of service and sent to auction. Decisions about how long a vehicle stays in the fleet(usually between three and five years) are guided by how well it performs in the field. "Each vehicle must uphold our commitment to quick, efficient daily delivery. Our fleet needs to keep moving." In addition to advanced tools, UAP offers franchisees the support of a dedicated team. “We help them through every step of the process. Sometimes, that even means helping them find vehicles.” This collaborative mindset also applies to how UAP services and repairs its own vehicles. There’s no in-house garage, UAP relies on local repair shops, many of which are also customers. “We really believe in win-win relationships. If one of our partners can also become a service provider, that’s who we’ll go with. The goal is to build a relationship of trust with the people maintaining the fleet while strengthening UAP’s overall ecosystem. Marion-Massé takes a measured approach when discussing the future of fleet propulsion. The intent is clear, but caution is key. “I believe we’re going to see more and more electrification. But we have to be strategic about it so our service levels don’t take a hit.” UAP is committed to being a responsible player, but not at the expense of service. “What guides me is always the same: Is it safe? Do our people like working with the vehicle? Does it make sense from a financial and operational standpoint?” Until more viable EV models are available, the company is focusing on hybrids and fuel-efficient engines. “We won’t be the first to go fully electric. But when we do, we’ll do it right.”
Paying it forward
While continuing to explore new strategies that will shape UAP’s future fleet, Sabrina Marion-Massé is also keen to share the knowledge she’s gained over the years. In February 2025, she was named Fleet Professional of the Year in Canada by the Automotive Fleet & Leasing Association (AFLA), a distinction she humbly accepts. “I had mentors who supported me, challenged me, listened to me. Now I want to give back as much as I’ve received. I speak at events, I get involved, and I’m even working on an MBA so I can eventually teach part-time.”For anyone looking to improve fleet performance, her advice is grounded in a few simple principles. “Take a step back. Look at your data, your practices. More importantly, look at what others are doing. The network is powerful. When we work together, we come up with better ideas.”
