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O'Reilly Automotive, Inc. (ORLY) Moat Analysis

O'Reilly Automotive, Inc.

ORLY · Nasdaq Global Select Market

Market cap (USD)$73.8B
SectorConsumer
IndustrySpecialty Retail
CountryUS
Data as of
Moat score
78/ 100

Weighted average of segment moat scores, combining moat strength, durability, confidence, market structure, pricing power, and market share.

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Overview

O'Reilly Automotive sells aftermarket parts to DIY and professional customers. Q2 2026 disclosed channel sales were 48.6% DIY and 51.4% professional, excluding $85.573m of other sales and adjustments. Its advantage is operational: 6,695 stores at June 30, 32 distribution centers at year-end, Hub stores, and multiple same-day deliveries to more than 95% of stores support urgent local availability. A dedicated professional sales force adds a narrower service advantage. Q2 comparable-store sales grew 6.0%, professional transaction counts increased, and the company opened 51 net new stores. Training, loyalty rewards, and ordering interfaces do not independently prove additional moats. Competition, online alternatives, tariffs, labor costs, and repair-shop multi-sourcing remain the main constraints.

Primary segment

Professional (B2B) Aftermarket Distribution

Market structure

Competitive

Market share

HHI:

Coverage

2 segments · 8 tags

Updated 2026-08-23

Segments

DIY Aftermarket Retail

Specialty automotive aftermarket parts retail (DIY channel)

Revenue

48.6%

Structure

Oligopoly

Pricing

moderate

Share

Peers

AAPAMZNAZOGPC+1

Professional (B2B) Aftermarket Distribution

Automotive aftermarket parts distribution to professional service providers (repair shops, fleets, body shops)

Revenue

51.4%

Structure

Competitive

Pricing

moderate

Share

Peers

AAPAMZNAZOGPC+1

Moat Claims

DIY Aftermarket Retail

Specialty automotive aftermarket parts retail (DIY channel)

Q2 2026 analytical channel share equals $2.337 billion of DIY sales divided by $4.806 billion of disclosed DIY-plus-professional sales. It excludes $85.573 million of other sales and adjustments rather than inventing a third operating segment.

Oligopoly

Supply Chain Control

Supply

Strength

Strength 4 of 5

Durability

Durability 3 of 3

Confidence

Confidence 4 of 5

Evidence

Evidence 1 of 5

Tiered distribution (DCs + Hub stores) plus inventory and routing systems improve in-stock rates and speed for hard-to-find parts, supporting repeat purchases and reducing stockouts versus smaller competitors.

Supply Chain Control moat: definition, examples, and stocks

Erosion risks

  • Competitor distribution networks narrowing the service gap
  • E-commerce and rapid last-mile delivery reducing advantage of local stocking
  • Supply chain disruptions increasing out-of-stocks

Leading indicators

  • In-stock and fill-rate metrics (if disclosed)
  • Comparable store sales vs peers
  • Gross margin trend vs peers

Counterarguments

  • Large peers (e.g., AutoZone, NAPA/GPC) also operate scaled distribution networks, limiting uniqueness
  • Some DIY demand can be satisfied by fast-shipping online competitors for non-urgent parts

Physical Network Density

Supply

Strength

Strength 4 of 5

Durability

Durability 3 of 3

Confidence

Confidence 4 of 5

Evidence

Evidence 1 of 5

A large store footprint and clustered site strategy support convenience and local availability, which matters for urgent repairs and immediate DIY needs.

Physical Network Density moat: definition, examples, and stocks

Erosion risks

  • Foot traffic migration to online ordering and delivery
  • Rising labor/rent costs pressuring store economics
  • Shrink and inventory carrying costs

Leading indicators

  • Net store openings and closures
  • Comparable store traffic trends
  • E-commerce share and buy-online-pickup-in-store adoption

Counterarguments

  • Omnichannel offerings and rapid delivery reduce the need for extremely dense physical footprints
  • Mass merchants and online marketplaces can undercut on price for common parts and accessories

Professional (B2B) Aftermarket Distribution

Automotive aftermarket parts distribution to professional service providers (repair shops, fleets, body shops)

Q2 2026 analytical channel share equals $2.470 billion of professional sales divided by $4.806 billion of disclosed DIY-plus-professional sales. It excludes $85.573 million of other sales and adjustments rather than treating them as a moat-bearing segment.

Competitive

Service Field Network

Supply

Strength

Strength 3 of 5

Durability

Durability 2 of 3

Confidence

Confidence 4 of 5

Evidence

Evidence 2 of 5

A dedicated professional sales force, territory coverage, and delivery/service specialists increase account penetration and responsiveness for repair shops, supporting repeat B2B ordering.

Service Field Network moat: definition, examples, and stocks

Erosion risks

  • Repair shops shifting orders to fully digital platforms
  • Repair shop consolidation increasing buyer power
  • Competitors matching delivery cadence and account service levels

Leading indicators

  • Professional customer sales growth vs DIY
  • Sales staff productivity (sales per rep, if disclosed)
  • Delivery speed/frequency and fulfillment performance

Counterarguments

  • Professional customers often multi-source based on price and immediate availability
  • Many competitors (including independents) can provide high-touch local service

Supply Chain Control

Supply

Strength

Strength 4 of 5

Durability

Durability 3 of 3

Confidence

Confidence 4 of 5

Evidence

Evidence 1 of 5

Fast replenishment and broad SKU access (DC + Hub tiering, multiple deliveries) supports 'parts availability' as a win factor for professional accounts where downtime is costly.

Supply Chain Control moat: definition, examples, and stocks

Erosion risks

  • Competitor network expansion and fulfillment improvements
  • Transportation and labor cost inflation reducing service advantage
  • Macro-driven inventory reductions harming fill rates

Leading indicators

  • Fill rates and backorder levels (if disclosed)
  • Professional gross margin and delivery cost trends
  • Inventory turns and working capital intensity

Counterarguments

  • The big national competitors also have sophisticated distribution networks and can match availability in major markets
  • Some professional customers prioritize price over near-perfect availability

Evidence

sec_filing

We currently operate 32 DCs

The company describes a large, tiered distribution footprint designed to provide same-day/overnight access to a broad SKU base and enable inventory optimization.

sec_filing

As of June 30, 2026, we operated 6,541 stores

The filing reports 6,541 U.S./Puerto Rico stores, plus 126 in Mexico and 28 in Canada, for 6,695 total locations.

sec_filing

approximately 825 full-time sales staff

The company cites a large dedicated professional sales staff and describes territory coverage and personalized service for professional customers.

sec_filing

increase in transaction counts for professional service provider customers

Professional transaction counts increased even as DIY transaction counts declined, consistent with continued account penetration but not proof of customer lock-in.

sec_filing

More than 95% of our stores receive multiple same-day deliveries

The filing describes a tiered distribution model designed to increase parts availability while optimizing inventory investment, including multi-delivery service and shared DC inventory access.

Risks & Indicators

Erosion risks

  • Competitor distribution networks narrowing the service gap
  • E-commerce and rapid last-mile delivery reducing advantage of local stocking
  • Supply chain disruptions increasing out-of-stocks
  • Foot traffic migration to online ordering and delivery
  • Rising labor/rent costs pressuring store economics
  • Shrink and inventory carrying costs

Leading indicators

  • In-stock and fill-rate metrics (if disclosed)
  • Comparable store sales vs peers
  • Gross margin trend vs peers
  • DC/Hub expansion cadence and capex intensity
  • Net store openings and closures
  • Comparable store traffic trends

Keep the research going

Created 2025-12-31
Updated 2026-08-23

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