1. Standard Motor Products, Inc. 2010 Wall Street Analyst Forum
March 12, 2010

2. Forward Looking Statements
You should be aware that except for historical information, the matters discussed herein are forward looking statements within the meaning of the Private Securities Litigation Reform Act of Forward looking statements, including projections and anticipated levels of future performance, are based on current information and assumptions and involve risks and uncertainties which may cause actual results to differ materially from those discussed herein. You are urged to review our filings with the SEC and our press releases from time to time for details of these risks and uncertainties. 2

3. Investment Rationale Company and Industry Fundamentals
Standard Motor Products is an aftermarket pure play
93% of sales are aftermarket
Attractive automotive aftermarket fundamentals provide stable growth, with potential upside driven by industry trends
Declining new car sales
Aging vehicle fleet
Closing car dealerships
Lower fuel prices leads to increased mileage
Most repairs are non-discretionary
Continued margin improvement driven by recent restructuring actions
Low-cost production in Mexico and closure of Puerto Rico and Long Island City facilities
Production in low cost facilities expected to reach a goal of 55% in 2010, up from 38% in 2008 and 47% in 2009
Purchases from low cost suppliers expected to reach a goal of 52% in 2010, up from 47% in 2008 and 49% in 2009 3

4. Investment Rationale Opportunity for Investor Returns
SMP market position yields attractive margins and high quality earnings
Leading market positions in Engine Management and Temperature Control
Strong customer relationships
SMP has flexibility to pursue strategic opportunities
Financial flexibility will allow SMP to take full advantage of opportunities to acquire products / production lines as other vendors rationalize their businesses 4

5. SMP is an Aftermarket Pure Play
2009 Sales
Based on 250 million vehicles on the road
Highly stable
Slow and steady growth
Tens of thousands of SKUs
Not affected by rise and fall of new car production
Higher margins
Export 2%
Special Markets 5%
OES 4%
OE 7%
Traditional 44%
Retail 38% 5

6. Favorable Macro Trends for Aftermarket
Impact on Aftermarket
New Car Sales Down
Aging Fleet of Vehicles
Car Dealerships Closing
Fuel Prices Stabilized
Increases average age of vehicles driven
Increases demand for replacement parts
Independent distributors and repair shops will become only option in many areas
Miles driven has begun to increase
Increasing miles driven creates demand for replacement parts 6

7. United States Vehicles in Use Size of U.S. Motor Vehicle Aftermarket
Large and Stable Market Predictable Top-line Performance with Attractive Upside
United States Vehicles in Use
Average Age of US Cars
CAGR: 1.5%
Miles Driven
Size of U.S. Motor Vehicle Aftermarket
CAGR: 1.8%
Source: U.S. Department of Transportation, AAIA, and RL Polk & Co. 7

8. Focused Business Strategy
Focused on Two Major Product Lines
#1 in each
Temperature
Control
27%
European
Group 4%
Other 1%
Engine
Management
68% 8

9. Focused Business Strategy Engine Management Division
#1 Position in Engine Management
Point Set and Condenser
Distributor Cap & Rotor
Business Strengths
#1 market position
High brand loyalty
Predictable top-line performance
High margin product category
Distributorless Ignition System Module
Fuel Injectors 9

10. Focused Business Strategy Temperature Control Division
#1 Position in Temperature Control
Business Strengths
Temperature Control Products
#1 market position
Top-line growth
Recent wins in 2009 (AutoZone, CSK, Pep Boys)
Cost reduction as a result of plant relocations to Reynosa, Mexico
Significant operating leverage 10

11. Excellent Customer Relationships
Traditional
Retail
Most Independents
Car Dealerships 11

12. Strategic Initiatives
Dana Engine Management Acquisition and Integration
Exit UK Manufacturing
Establish Low Cost Poland Manufacturing Site
Exit high-cost manufacturing facilities (Puerto Rico & LIC)
Expand low-cost manufacturing in Reynosa, MX
Begin remanufacturing compressors in Reynosa, MX
2009
Continued shift to three manufacturing facilities in Reynosa, MX
Acquired Federal Mogul Wire Product Line
Sale of European Distribution business 12

13. Move to Low Cost Environment
Manufacturing
Purchasing
% production labor hours in low cost facilities
% purchased from low cost suppliers 13

14. 2008 - 2009 Operational Improvements
Inventory Reduction
Reduced by 14%, or $33mm, over last 12 months
Inventory Turns increased from 2.4x to 2.8x
Accounts Receivable Reduction
Reduced by 28%, or $50mm, over last 12 months
DSO reduced from 108 to 73 days
SG&A Reduction
$20mm in savings achieved 2009 vs. 2008
Reduced 10% of salaried positions over last 12 months 14

15. Standard Motor Products, Inc.
SMP Overview
40,000 Ft Level 15

16. SMP Overview Restructuring Impact on EBITDA w/o Special Items
Key Takeaway is Health of Core Business in $50 MM + Range Excluding Integration Years
2002
Pre Dana
Integration
2008
2009
EBITDA
$50 MM
$38-41 MM
$53-57 MM
$31 MM
$46 MM 16

17. SMP Overview Debt Load 2002 2003-05 2006-07 2008 2009 December $177 MM
Debt Reduction
<$61 MM >
<$118 MM>
Debt/EBITDA
3.5 (x)
(x)
(x)
6.2 (x)
1.7 (x) 17

18. Financial Overview 18

19. 2009 Income Statement Non-GAAP (Excluding Non-Operational Gains and Losses)19

20. Substantial Margin Improvement
2008
2009
Target
Engine Management Gross Margin %
23.3%
24.7%
27-28%
Temperature Control Gross Margin %
19.3%
19.7%
23-24% 20

21. Debt Reduction & Cash Flow
(US$ in millions)
Total Debt
Key Achievements
$102mm of operating cash flow in driven by:
Improved working capital position
Factoring program with key accounts
$94mm of liquidity as of Dec 2009
$11mm in cash
$83mm available in revolver
Cash Flow from Operations 21

22. Condensed Balance Sheet
Improved free cash flow
Inventory management – Reduced by $33mm from Dec ’08
A/R factoring – Reduced A/R by $50mm from Dec ’08
Reduced debt by $118mm
Retired $32mm balance of convertible bonds
Issued $12.3mm in convertible subordinated debentures and $5.4mm in unsecured promissory notes
Debt to total capitalization ratio of 28.3% vs. 54.3% in Dec ‘08 22

23. Appendix 23

24. Reconciliation of GAAP and Non-GAAP Measures24

25. Reconciliation of GAAP and Non-GAAP Measures (cont’d)25

26. Standard Motor Products, Inc.