# CarParts.com hits $1.8M adjusted EBITDA by scaling its own last-mile network to 300,000 packages *The auto parts seller cut third-party logistics costs by building a captive delivery subsidiary that now runs at a $50M rate.* By **Jenny Huang Goodman MPA MSc MHSA, Principal** — The Stash Edge, Hako Shikin LLC. Published 2026-08-07. Canonical: https://www.pops4.com/stash/articles/carpartscom-2026-08-07t06-1 Subject: CarParts.com Tags: last-mile, distribution, logistics, vertical integration, auto parts, ebitda --- CarParts.com reported **$1.8 million** in adjusted EBITDA for Q2 2024, its highest quarterly result since Q3 2023, according to Seeking Alpha. The gain follows a deliberate shift: the company scaled its A-Premium subsidiary—a last-mile delivery network the brand owns—toward a **$50 million** annual run rate and **300,000-package** monthly capacity. CEO David Meniane described the quarter as "the strongest evidence yet" that the vertically integrated logistics model pays. The mechanism is simple. CarParts.com routes packages through A-Premium instead of paying UPS, FedEx, or regional couriers full retail rates. A-Premium handles final delivery in dense metro corridors where package volume justifies dedicated routes. The brand keeps the margin it would otherwise pay a third party, and because A-Premium is a subsidiary, every package contributes to consolidated revenue twice: once as a product sale, once as a logistics fee. The EBITDA improvement reflects that recaptured margin at scale. This works because auto parts are heavy, predictable, and time-sensitive. Customers ordering brake rotors or alternators usually need them within two days, and the weight makes parcel shipping expensive. By concentrating delivery in high-volume ZIP codes, A-Premium amortizes the fixed cost of a van and driver across dozens of stops per day. The unit economics flip when density crosses roughly **15 packages per route**—below that threshold, third-party carriers win on cost; above it, owned last-mile is cheaper per package. A small physical-product brand can copy the pattern without buying vans. Start by auditing your shipment data for the past six months. Identify the **top five ZIP codes** by package count. If you ship more than **40 packages per week** into a single metro area, you have enough density to negotiate a dedicated route with a regional courier or a gig-economy driver on a flat weekly rate. Offer a local courier service **$400 per week** to handle all deliveries in that zone on Tuesdays and Thursdays. At 50 packages, your per-package cost drops to **$8**—often half the retail parcel rate for a 20-pound box. Test it for 90 days. Track on-time delivery, damage rate, and customer satisfaction against your baseline carrier. If performance holds, expand to the next metro cluster. You are not building A-Premium's **300,000-package** network; you are reclaiming **$4 to $12 per package** in margin on your densest routes, which compounds quickly when you ship thousands of units per quarter. The steel is the same: own the last mile where volume justifies it, and let the big carriers handle the long tail. CarParts.com's result shows that logistics is not just a cost line—it is a profit center when you control it. The next move for any physical-product brand is a density map and a carrier negotiation. ## The takeaway Own last-mile delivery in your densest metro zones and reclaim **$4–$12** per package in margin that you currently pay to carriers. --- ## Publisher **Hako Shikin LLC** — Virginia Beach, Virginia. Founded 1997. ASI 217876 · DUNS 18-204-6339. Principal and author: **Jenny Huang Goodman MPA MSc MHSA**. - Author: https://www.huanggoodman.com/about - LLM context: https://www.pops4.com/stash/llms.txt - MCP endpoint, for AI agents: https://mcp.pops4.com/mcp - Client dashboard: https://dashboard.pops4.com/ - Catalogue: 70,000+ products, 200+ brands