M. Semih Başmıhçılar, Chairman of the Board of MSB Automotive, explained the growth and globalisation strategy of MSB Automotive, which combines many years of industry experience with manufacturing, strong stock management, a wide product portfolio, technology and international distribution capability.

Explaining that they have carried the field experience gained at OTOSEMİH into a more corporate and scalable structure, Başmıhçılar emphasised that, with more than 25,000 products, stock worth over 10 million euros, a production level of 40,000 units per month and an export network reaching more than 30 countries, they position the company well beyond a traditional spare parts supplier. Stating that, in line with the goal of producing in Türkiye and competing worldwide, they are focusing on new product groups, production investments, digitalisation and new operations in strategic markets, Başmıhçılar underlined that they have maintained direct contact with the field and with their customers as they have become more corporate. Noting that he works at every level of the company and that his customers can always reach him by phone, Başmıhçılar summed up this approach with the words: “We are corporate tradesmen.”

Opening by noting that MSB Automotive is backed by many years of strong industry experience, M. Semih Başmıhçılar said that they have transformed this know-how into a more corporate, systematic structure able to compete in global markets. Emphasising that MSB Automotive is moving forward with the goal of becoming a global brand that anticipates the future of the industry and shapes its organisation accordingly, rather than a company that simply responds to current market needs, Başmıhçılar said:

“Today we position MSB Automotive well beyond a traditional spare parts supplier. We are building a global automotive aftermarket brand that develops manufacturing, strong stock management, a wide product portfolio, technology and international distribution capability under one roof. We no longer want to be a company that only meets today’s demand, but one that reads where the industry is heading and prepares for it.”

“MSB Is a Company That Grows by Turning the Knowledge of Its Past into the Company of the Future”

Also addressing the role of OTOSEMİH in the structure of MSB Automotive, Başmıhçılar pointed out that the field experience the brand gained over the years has created a strong industry memory for the company. Explaining that they had the opportunity to observe the real needs of customers, service centres, fleets and commercial vehicles first-hand, Başmıhçılar said that they have turned this experience into a more scalable and global business model under the MSB Automotive umbrella:

“For us, OTOSEMİH means a very strong field memory and industry experience. Over the years we have had the opportunity to observe first-hand the real needs of the customer, the service centre, the fleet and the commercial vehicle. In building MSB Automotive, we turned this experience into a more scalable and global business model. At MSB Automotive, we combine the commercial instincts that come from OTOSEMİH with manufacturing, brand management, export, technology and corporate organisation.

So MSB is not a company that grows by breaking away from its past, but one that grows by turning the knowledge of its past into the company of the future.”

“We Meet Different Needs Under One Roof”

Commenting on MSB Automotive’s product portfolio, Başmıhçılar stressed that more than 25,000 products represent not just a numerical size, but also the company’s ability to accurately analyse its customers’ operations and needs. Explaining that they shape their portfolio strategy by considering the vehicle parc, product movements, market needs and customers’ operational expectations together, Başmıhçılar said that they aim to meet customers’ different needs within a single structure as far as possible.

Pointing out that the commercial and heavy-duty vehicle segment is at the core of the company’s expertise, Başmıhçılar said that they will deepen their expertise in this area even further in the coming period: “In the coming period, we will continue to deepen our expertise in this area and build a structure that makes a difference not only through a wide product range, but through the availability of the right product in the right market.”

“As We Expand Our Product Range, We Are Also Developing Our Stock, Supply and Logistics Infrastructure”

Stating that, alongside their wide product portfolio, they focus on ensuring the operational continuity of their customers, Başmıhçılar explained that they are developing their stock, supply and logistics infrastructure together with their product range: “Today MSB Automotive offers a wide portfolio in brake systems, ABS-EBS, suspension, engine and transmission parts, electrical and lighting, sensors, chassis equipment, tyres and many complementary product groups. But our approach is built on managing the customer’s total need rather than selling product categories one by one. Because, especially in the commercial and heavy-duty vehicle sector, what the customer really needs is not a part, but for their operation to continue without interruption. That is why, as we expand our product range, we are developing our stock, supply and logistics infrastructure to the same extent.”

“For Us, Quality Is a Management Approach That Covers the Entire Process”

Emphasising that their approach to quality in the heavy-duty vehicle sector covers the entire process, Başmıhçılar said that they put long-term trust first, especially for safety-critical products: “In the heavy-duty vehicle sector, you cannot judge quality by product performance alone. Behind every part used there is a vehicle, a driver, a load and an operation that has to keep going. That is why, for us, quality is not a check carried out at the end of purchasing or production, but a management approach that covers the entire process. From product selection to manufacturing, and from technical inspections to shipment, we make sure the quality criteria we set are maintained. Our core principle for safety-critical products is clear: short-term commercial advantage must never take precedence over long-term trust.”

“Competition Will Be Shaped by Trust, Speed, Quality and Integrated Service”

Pointing out that competition in the aftermarket is not shaped by price alone, Başmıhçılar described MSB Automotive’s approach to competition as follows: “Today’s aftermarket customer is not just buying a product; they are buying reliability, availability and sustainable service. That is where we make the difference. We offer product quality together with a strong stock structure, a wide product range, fast supply capability and many years of field knowledge. We believe that, in the long run, competition will be shaped not only by price, but by trust, speed, quality and integrated service. And that is exactly the competition we are preparing MSB Automotive for.”

“We Will Be One of the Reference Brands in Strategic Product Groups”

Explaining that they develop the MSB Premium Parts portfolio in line with the transformation in vehicle technologies, Başmıhçılar said that they aim to become one of the reference brands in strategic product groups:

“We have a strong position in brakes, suspension, ABS-EBS, sensors and core mechanical product groups. But what matters to us is not so much protecting the categories where we are already strong, as determining today the categories in which we need to be strong in the future. We are closely following the transformation in vehicle technologies, the growing share of electronic systems and the changes in the global vehicle parc. We are continuously developing the MSB Premium Parts portfolio accordingly.

Our goal is not just to be a brand that offers many products, but to be one of the reference brands in the strategic product groups our customers need.”

“We Will Develop Our Manufacturing Capability with New Product Groups”

Pointing out the importance of manufacturing in MSB Automotive’s growth strategy, Başmıhçılar said that they aim to expand their manufacturing capability with new product groups: “Manufacturing is one of the most important building blocks of MSB Automotive’s growth strategy. Today, in our own production facility, we manufacture mainly heavy-duty vehicle air suspension systems and we are continuously developing our capacity in this area.

Our core approach to manufacturing is to make our quality standard sustainable, to increase efficiency and to build a strong production infrastructure that can respond quickly to market needs. Our many years of experience from the field and the after-sales market also give us an important advantage in deciding which products to focus on.

In the coming period, our goal is not only to grow our existing production capacity, but to expand our manufacturing capability with new product groups and make MSB Automotive a brand with strong production power that competes in international markets.”

“A Production Level of 40,000 Units Is an Important Threshold”

Stating that they regard the production level of 40,000 units per month as an important threshold, Başmıhçılar explained that their new investments focus on efficiency, technology and international competitiveness: “A monthly production level of 40,000 units is an important threshold for us; but we do not see it as the end point we have reached, rather as a stage that shows the potential of the production infrastructure we have built. As we grow, we are not aiming only to increase volume. Efficiency, automation, consistent quality and manufacturing capability are as important to us as capacity. That is why we are planning our new investments not just around ‘producing more’, but around building a more efficient, more technological and more internationally competitive production structure.”

“Our Goal Is to Produce in Türkiye and Compete Worldwide”

Stating that they put exports and global competitiveness first in their localisation strategy, Başmıhçılar described their goals as follows:

“We do not see localisation simply as replacing imports with domestic products. The real goal is to be able to manufacture competitive products in Türkiye that can be sold to the world.

Türkiye has a very strong automotive manufacturing ecosystem. We believe that when we combine this capability with the right product, the right technology and the right scale, we can reach a much stronger position in global markets.

That is why our roadmap considers technical manufacturability, market size and export potential together. Our goal is to produce in Türkiye and compete worldwide.”

“Our Stock of Over 10 Million Euros Is One of Our Most Important Operational Advantages”

Stating that they see stock management as an important part of their customers’ operational continuity, Başmıhçılar described the advantage provided by their stock of over 10 million euros as follows: “We do not see stock as products sitting in a warehouse; we see it as a strategic strength that keeps our customers’ operations running. In the commercial vehicle sector, even a single day of a vehicle being off the road can create a serious cost. So the availability of a product at the moment it is needed is as important as its quality. Our stock of over 10 million euros gives us the ability to respond quickly to our customers’ requests and to significantly reduce supply times. This is one of the most important operational advantages MSB offers its customers.”

“We Manage Our More Than 25,000 Products with a Data-Driven Approach”

Stating that they manage the stock, supply and logistics processes for more than 25,000 products with a data-driven approach, Başmıhçılar highlighted the importance of their investments in digitalisation: “Managing the stock, supply and logistics processes for more than 25,000 products requires a very extensive operation. You cannot manage an operation of this scale by stock quantities alone; you have to manage it with data. We evaluate product movements, sales history, customer demand, supply lead times and stock turnover together. Purchasing, sales, warehouse and logistics processes need to work not independently of each other, but as parts of the same system. We believe that one of the biggest competitive advantages in this area in the future will be data and accurate demand forecasting. We are shaping a significant part of our digitalisation investments from this perspective.”

“Our Measure of Success Is Being Able to Stay in the Markets We Enter”

Also addressing their growth strategy in global markets, Başmıhçılar said:

“Reaching more than 30 countries today is important for us; but our measure of success is not just the number of countries. Being able to stay in the markets we enter and build a sustainable customer network is far more important.

The Americas, Europe, the Middle East and Africa are among our strategic markets. We evaluate the vehicle parc, operating conditions and commercial dynamics of each region separately.

We do not see globalisation as sending products from Türkiye to the world, but as building an international organisation that can understand the needs of customers in different markets.”

“Türkiye Should Become a Country That Grows Its Own Brands in Global Markets”

Drawing attention to Türkiye’s potential in global markets, Başmıhçılar said: “I believe Türkiye has a very significant opportunity ahead of it. We have a strong supplier industry, a manufacturing culture, a skilled workforce and a strategic location in terms of access to Europe, the Middle East and Africa. Turkish products should now be valued around the world not only for their price advantage, but also for their quality, flexibility and manufacturing capability. I believe that in the coming period Türkiye needs to become a country that not only manufactures, but grows its own brands in global markets. At MSB, our goal is to be one of the strong brands of this transformation.”

“We Aim to Make MSB North America a Strong Regional Hub over Time”

Sharing their goals for their operations in the Americas, Başmıhçılar said: “For us, the USA is not just a new export market, but an important pillar of our long-term globalisation strategy. With our Texas operation, our goal is not to be a company selling products to the USA from a distance, but to build an organisation that is present in the market, reaches its customers faster and can read regional needs directly.

Being global does not mean offering the same product everywhere in the world. Real globalisation means being able to create solutions on a global scale by understanding local needs. Over time, we aim to make MSB North America a strong regional hub in terms of stock, distribution, sales and customer relations. The path to becoming a global brand runs through being physically and operationally present in strategic markets.”

Commenting on their approach to globalisation, Başmıhçılar continued: “Being global does not mean offering the same product everywhere in the world. Real globalisation means being able to create solutions on a global scale by understanding local needs. We evaluate the vehicle parc, technical requirements, operating conditions and customer expectations of each market separately. We also shape our product portfolio and stock strategy according to this data. This approach will be at the foundation of MSB’s future global structure: global standards, regional expertise.”

“Today’s Vehicle Technology Will Be Tomorrow’s Aftermarket Demand”

Addressing the technological transformation in the aftermarket, Başmıhçılar said: “One of the most important transformations in the aftermarket in the coming years will be the increasing integration of mechanics and electronics. Sensors, electronic control systems, ABS-EBS technologies and connected vehicle solutions are becoming more and more important. So it is not enough to build a product range based only on today’s vehicle parc. We build our portfolio strategy with the vehicles that will be on the road in the future in mind. Because today’s vehicle technology will be the aftermarket demand of a few years from now.”

Explaining that total cost of ownership is becoming an increasingly decisive factor in purchasing decisions in the heavy-duty vehicle market, Başmıhçılar said: “Heavy-duty vehicle customers now look at a part’s total cost rather than its price tag. If a cheaper product needs frequent replacement or takes the vehicle out of operation, it actually becomes more expensive. That is why quality, product life, price and availability are evaluated together. We focus not only on offering our customers competitive prices, but on building a sustainable product and supply model that lowers the vehicle’s total cost of ownership.”

“In Critical Spare Parts, Price Competition Must Not Come Before Quality Standards”

Emphasising that price competition in safety-critical spare parts must not come before quality standards, Başmıhçılar said that all stakeholders in the industry share this responsibility:

“I believe we have a shared responsibility here as an industry. Judging a safety-critical part on price alone harms the long-term interests of both the industry and the end user.

The manufacturer’s job is not only to make products; it is to make a certain quality standard sustainable and to stand behind its products. Distributors and sellers also need to inform customers about the right product.

There will of course be competition; but I do not believe that any price advantage gained by compromising on safety is a real gain.”

“We Will Be Stronger and More Global”

Sharing their growth targets for the coming period, Başmıhçılar underlined that the priority for MSB Automotive is not scale alone, but building a strong and global organisation: “I see the next few years for MSB Automotive as a period in which we go beyond growing in scale and strengthen the foundations of a global structure. Increasing our production capacity, developing new product families, expanding our export network and strengthening our physical presence in strategic markets are among our key priorities.

But for us, the quality of growth matters more than its speed. We want growth built on a sound financial structure, a strong team, technology, manufacturing and sustainable customer relationships. Our goal is not just to become a bigger company, but a stronger and more global organisation.”

“We Will Be One of the Pioneers of This Transformation”

Concluding his remarks, Başmıhçılar said: “Our long-term vision is very clear: to build a global automotive brand that is born in Türkiye and trusted in markets around the world.

We do not want the MSB name to be just a brand on a product. When customers see MSB, we want them to know that behind it there is a strong production infrastructure, a wide product portfolio, high availability, reliable quality and a long-term business partner.

We believe in Türkiye’s manufacturing strength and its people. I believe that in the coming period, Turkish companies that take their own technology, products and brands to the world will become much stronger.

At MSB Automotive, our goal is not to be one of the companies that watch this transformation, but to be one of its pioneers.”

This interview was published as a “Special Report” in Kamyonum magazine. You can view the magazine pages as a PDF (in Turkish).