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With 2024 shaping up to be another big year in distribution M&A, we spoke with several investment banks on the state of industry dealmaking, what’s driving it, best practices and the outlook for 2025.
The acquisition brings industry veterans to the building supply distributor
Through its Better MRO and MRO Go initiatives, MSC is working to be a consistent source of materials as well as innovation and cost-saving solutions for its customers building a growing sense of loyalty from a changing workforce in the process.
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Committed to leveraging the experience and industry knowledge of its employee base, this industrial distributor continues to grow customer loyalty through ongoing investments in its private label products, accelerated category expansions and more.
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CEO Kathy Mazzarella draws on the distributors distinguished track record of being at the forefront of change and technological advancement to promote employee-led innovation efforts that are creating new pathways to strengthen customer connections and business growth.
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The indirect industrial supply distributor aims to be a one-stop shop with fully integrated procurement and material management programs.
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Contractors can take an online training course offered by Johnstone or participate in training labs at several dozen locations across the country. Its all part of the companys plan to empower its partners, both internally and externally.
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Distinct niches served by strong value propositions developed over decades have created a lot of value and revenue that digital cant displace.
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Company announces 150 tools and services launched in 2019.
MDM’s top news briefs from News briefs from August 11 – August 25, 2019.
This is the 10th year we have ranked the top distributors, and this year includes more than 150 companies across 15 product categories. While it’s easy to focus on the explosive growth of Amazon Business, MDM's Tom Gale believes the more important trend beyond the continued expansion strategies — by product, territory and customer segments, largely through digital platforms — is how market leaders are strategically translating digital disruption into digital transformation.
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Wholesale revenues, inventories and ratios from June 2019.
Modern Distribution Management's monthly Industrial Inflation Index measures a cross-section of industrial supplies.
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Brian Brickhouse and Scott Hearn report to Electrical Sector President and COO Uday Yadav
The last few weeks at MDM have been energizing as we finalize some of our most-anticipated content of the year: Our annual Market Leaders listing of the top 150 distributors across a variety of industry sectors.
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Its common practice at accounting firm Baker Tilly Virchow Krause, LLP, to assist privately held distributors and other corporate clients with what the firm calls walkaway cashflow modeling, where they evaluate how the client would fare in a hypothetical sale situation. Modeling different scenarios allows the executive team to plan for the future and improve forward-looking strategic decision making.
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The MDM Market Snapshot, based on data from MDM Analytics, includes market demand for Hydraulic Valves, Pumps & Cylinders in the U.S., plus the top end users by 6-digit NAICS.
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Sales increased 8.2% in the first six months.
MDM’s top news briefs from News briefs from July 26 – August 10, 2019.
Fluctuating prices from hundreds of vendors, customers who want to be kept in the loop as to the source of price increases and signs of a potential market slow down are all impacts for distributors of the Trump administrations ongoing tariffs on Chinese goods.
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How much time does your sales team spend in unproductive waters?
This article looks at the growing market for pricing software in distribution.
For many distributors, managing inventory through software was a significant shift in how they viewed the strategic use of technology. Next up: Pricing.
Thanks to economic uncertainty and volatile costs, pricing is top of mind for many distributors right now as a strategy to preserve and expand gross margin. "The way I think of it is this: In the old days, distributors learned how to manage their inventory using computer systems," says Tim Reynolds, president of Tribute Inc., a software provider to fluid power and hose distributors that also provides a pricing function. "If you have 20,000 SKUs, you can't do it in …
This article looks at how to best communicate the benefits of CRM to your sales force.
According to the best research I can find, roughly two-thirds of Customer Relationship Management (CRM) implementations fail. How can this be? After so many years, why haven’t sales leaders and CRM vendors figured this out?
On days when my patience is running short, my list of three CRM-Killers consists of resistance to change, intellectual laziness and fear of being exposed as not quite the sales superstar everybody thinks I am. On one level, this is right on target, and as a member of a sales team, you’ll be well-served to keep this 2X4 upside the head”style list in mind.
At a more pragmatic level, though, it’s more helpful to think in terms of …
A recent article at inc.com says that the best way to boost sales force morale is to make “tough strategic choices” -not through benevolence. The article gives the example of IVO Appliance, a $12 million company that sells computer server systems that let employees access corporate software via the Web. One of the company’s executives saw that the salespeople were “spinning their wheels” when sales fell in previous downturns. He tells the magazine: “You can completely demoralize a salesperson if they’re selling in a segment that’s doing poorly, no matter what you do. It’s harder to get prospects and it’s a longer sales cycle.” Eventually, reps make fewer phone calls when they should be …
Here’s one potential downside, if you want to call it that, to adjusting your pricing strategy: It makes it more difficult to sell against competitors who may not have taken that route. One of the comments that stuck out in my interviews for the recent pricing article in the Aug. 10, 2008, issue of MDM, Pricing for Profitability, was that poor pricing practices can cause not only an erosion of margins at a single company but in an entire market.
As Robert Graham, president of Engine Warehouse, Houston, TX, told me: “We don’t have exclusivity on every line we sell. We have exclusivity on some, but on other product lines, we have competitors selling the same product and offering similar services, and they are …
Lawson Products, Inc., Des Plaines, IL, has agreed to pay $30 million in forfeiture and restitution in the case of sales agents who according to the government systematically provided nearly $10 million in illegal incentives to government employees to buy more products at higher prices for their employers.
The agreement brings to a close the government’s investigation of Lawson’s former customer loyalty programs. The agreement stipulates that a criminal case of mail fraud against the company will be dismissed in three years as long as Lawson abides by all terms and conditions,” according to the U.S. Attorney’s Office for the Northern District of Illinois.
“We are pleased to have reached this agreement with the U.S. Attorney’s Office, which enables us all to move …
Implementing an effective pricing strategy can be one of the best ways to achieve better gross margin. This article outlines a pricing model developed by Texas A&M University's Supply Chain Systems Laboratory and provides a look at how some distributors are using it to update their pricing strategy.
About three years ago, F.W. Webb, a regional distributor of plumbing, heating, cooling and piping products, took a part of its legacy IT system and dedicated it to improving the customer and product information available to salespeople.
About a third of our prices were being set manually by salespeople,"says Lawrence Mohr, the distributor's now-retired senior vice president of information technology. "We needed a way to provide information to inside sales so …
Recently, industry veteran Bill Snyder, vice president of channel development for Palatine, IL-based manufacturer Square D -Schneider Electric’s North American operating division -sat down with MDM to talk about the development of electronic data standards in electrical channels. Square D has been active in promoting standards in the electrical distribution channel and in pushing standards through its own supply chain to develop greater efficiencies and visibility with its partners.
MDM: You and Square D have been strong advocates of e-commerce and creating standards. How did that develop?
Bill Snyder: The way that got started was through our own internal efforts to automate our workflows. And then we started extending that to distributors. …
This article examines why a can't-fail sales hire sometimes does fail and how to make sure a new hire's past matches your company's structure and needs.
Have you ever been stumped by a bad hire? No, I am not talking about the professional interviewer that wooed the interviewing team or the resume that was fudged. I'm talking about a strong resume where past sales numbers achieved were real and industry sales experience was deep.
Why doesn't a new hire's true success in the past transition to success in a new position? The problem could be that success achieved in their past sales life isn't lining up with factors needed for success in the new position. Below are six areas to examine when determining whether past success can transition into a new sales …
A recent survey by McKinsey Quarterly (found here) says that nearly half of all respondents don’t expect their companies to raise prices over the next six months. The manufacturing sector was the one exception.
On the manufacturing side, nearly 90% have seen an increase in the cost of inputs. And only in the manufacturing sector, McKinsey says, did a majority of respondents say their companies had raised prices and will continue to do so in the next six months.
My takeaway: Now is not the time to shy away from price increases. Suppliers are eager to pass on their rising …
This article examines four common mistakes made by salespeople that lead to competing on price and what you can do about it.
You’ve hired a dedicated sales force. Your company has the best product. Great service is delivered after the sale. So why is your team losing sales to low price?”Here are four reasons we see when working with individuals and sales teams:
1. Wrong Audience
If you’re trying to sell ice to an Eskimo, you’re in front of the wrong prospect! Let’s face it, you could be Zig Ziglar and still not close the sale if you are not selling to a real prospect.
Knowledge, business acumen and excellent selling skills are useless if they are not in front of a prospect that values the expertise. …
Purchasing Execs Expect Slow Growth in Manufacturing
Manufacturing businesses have concerns about their organizations’prospects for 2008, according to the latest semiannual forecast issued by the Business Survey Committee of the Institute for Supply Management. While 42 percent of manufacturing respondents predict revenues to be 9.2 percent greater in 2008 than in 2007, the overall expected revenue increase is only 1 percent for manufacturing as 31 percent expect a decline, and 27 percent expect no change.
Here’s a breakdown of the survey results:
Manufacturing
In a recent interview with MDM, Profit Planning Group’s Al Bates says that distributors must manage their loss of sales volume in a down economy.
If sales are down 20%, you’ve got to make dramatic changes. In that scenario, too often distributors do what I think is absolutely the wrong thing in an attempt to free up cash,” he says. “They try to lower accounts receivable and reduce inventory to make up for selling less. Inevitably that leads to sales declines getting even worse. Back orders go up. Customer service goes down and what might be a 10% sales decline becomes a 15% sales decline.” While cutting inventory and accounts receivable is a normal reaction, Bates tells MDM that the moves are compounded by the fact distributors don’t have much cash.
The …
In the movie Groundhog Day, the main character wakes up each morning doomed to repeat the exact same day, until he realizes he can change his life and do better.
That movie might be a useful management tool as we move through the current downturn in the economic cycle. As noted in an upcoming interview in MDM, Al Bates has been conducting financial performance surveys of distributors for nearly three decades. He has a wealth of data on how distributors have done across multiple business cycles. So is this cycle any different? We are going to come out of this recession the same way we came out of 2001-02, he said. Distributors will give up the same ROA they have in every cycle, then rebuild sales, add too many people and overhead, then cut when the next downturn …
This time of year serves as a reminder of the incredible logistics infrastructure that now exists in this country and around the globe. But while we increasingly take for granted the ability to point, click, shop and select overnight delivery, let’s acknowledge the distinct value wholesale-distributors provide.
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A unique set of capabilities, service functions and responsibilities defines how a distributor meets customer requirements (often including same-day delivery and 24-hour service). In addition to large customers, there are countless micro markets that depend on local supply services that go far beyond logistics expertise or product selection with a mouse and price-comparison sheet.
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Yet, as conversations often remind us at holiday parties, many …
MDM Audio Conferences recently featured consultant Mike Marks and attorney Gene Zelek in Strategic Pricing: Create a Value-Based Approach.” The two told participants they must go beyond traditional pricing practices, segment customers and not be afraid to differentiate based on price. This article is based on that audio conference.
If you are implementing a pricing structure from scratch, and want to unfreeze an organization from its old habits, plan for at least 12 months of work to “make it stick.” Keep in mind: “It’s more than just coming up with a new price sheet and imposing it,” says Mike Marks, a principal in Indian River Consulting Group.
Here are a few thoughts to get you started.
 
Legal Hang-ups
One of the first …
It’s no longer enough to leave relationships solely in the hands of individual sales reps, no matter how capable they are. Becoming a strategic partner in the supply chain means evolving to a new model of sales management, according to this excerpt of a new book from the NAW Institute for Distribution Excellence.
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The 1990s saw the emergence of a new concept. Instead of just being a middleman between manufacturers and customers, wholesaler-distributors started to become marketing channels.
On the upstream side, sophisticated manufacturers began to look at distributors as partners in the ultimate job of reaching and satisfying end consumers.
Instead of just talking about what the distributors’bought, they started discussing what the distributors …
As our lead article outlines, many distributors are trying to evolve a traditional sales model -where the outside salesperson owns the customer relationship -into a more flexible one. It’s a tough transition that engages the entire company, not just the sales rep.
The payoff goes far beyond particular customers. It really shifts the way in which distributors position themselves with customers and suppliers.
Not only do these customer relationships become much more productive and cost-efficient, it is much easier for distributors to tailor services to specific customer needs across the organization. That in turn defines for the customer the real difference in the value your company offers versus alternatives.
Distribution management gains much better …
The last five years have been rough for distributors. Price pressure and intense competition have eliminated razor-thin margins, pushing many distributors to the brink. In addition, distributors have gotten into the habit of "giving away" value-added services in hope of winning deals, driving costs to historic heights. The solution: Revamp pricing based on the value you provide in each segment.
Many distributors believed that a resurgent economy would allow them to raise prices, but customers have been resistant. For most distributors, attempts at price increases are simply not taking hold.
Fortunately, there is a better, more profitable approach. The solution is to develop products and services that target unique segments with very specific offers. For most …
With the recent attention in this industry given to strategic pricing, distributors who change their pricing structures must consider developing new sales compensation plans that reward improved profits. Before attempting a change, consider all appropriate structures and take steps to avoid implementation pitfalls.
According to a recent study, U.S. companies are markedly more satisfied with their sales compensation programs today than they were two years ago." Having spent the last 10 years designing and implementing sales compensation programs for hundreds of firms, I found this intriguing.
Upon further reading, I discovered that "markedly more satisfied" meant that 59 percent of companies surveyed in 2006 were satisfied compared to 34 percent in 2004. In other …
The three Ps of process, productivity and profitability separate companies that are doing OK from ones that perform in the top tier of peers. That will continue to be the key differentiator.
The performance analysis reports many distribution associations sponsor offer a wealth of benchmark data about how well your company is doing in a range of financial performance metrics. Historically, a relatively low percentage of distributors participate in these data aggregation programs. Yet these types of tools are critical to make any kind of real change stick in your business. How else can you create realistic goals and then the specific short- and long-term steps to get there?
The report card in the area of productivity is better. Several studies have shown that distributors …
Improved market access can drive long-term growth in both a distributors profitability and its market share. But it requires an analytical look at customers and opportunities. This article is the final installment in our series on customer profitability analytics.
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Include critical vendors and service providers when grooming the next generation.
Even if a company has a vision, strategy and talent for its succession plan, challenges remain for ensuring it will prosper beyond its current leadership. Distributors share their best practices for succession, from identifying talent to forming new C-suite positions to creating employee stock ownership plans.
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Customer profitability analytics are an effective way to drive improvements in gross and net margins. This article looks at how distributors can apply the information they have uncovered to improving profitability. Part 1 of this series covered the basic concepts behind customer and transactional cost analysis and presented some key limitations.
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2015 may be a tide turner, but with a higher level of complexity for distributors.
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E-commerce remains a priority for Grainger, as sales through online channels continue to grow. Paul Miller, vice president of global e-commerce, customer information and innovation for Grainger, spoke with Editor Jenel Stelton-Holtmeier at the 2015 Grainger Show, a trade show for Graingers employees, customers and suppliers. Miller discussed how the $10 billion distributor is addressing data challenges that come from having such a broad portfolio and how it is trying to streamline the process for customers.
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Acquisition expands company’s service offering.
Purchase will expand company’s presence in Alabama.
To thank you for your business and add value to your MDM Premium subscription, MDM offers bonus content each month exclusively to premium subscribers.
This month we feature a bonus article on United Stationers' decision to reposition to a new brand, Essendant. Associate Editor Eric Smith recently attended Emerge Core Live, the company's trade show and conference for customers and suppliers in Nashville, TN. During the show, CEO Cody Phipps conducted a media roundtable to outline the strategy behind United Stationers' efforts as it adapts to an evolving industry.
This content is exclusively available as bonus content to MDM subscribers. Log-in below to download the PDF of this month's report.
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The growing worker shortage and ongoing consolidation story have placed distribution at a crossroads, and only the companies that adequately groom the next generation of C-suite executives will flourish. This article examines the challenges companies face regarding developing a succession plan and first steps to overcoming those hurdles.
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Distributors are increasingly aware of the need to understand customer profitability, and more tools are available than ever before to help with this process. This article examines how to deploy profitability tools and how to avoid making critical business mistakes in the process.This is the first article in a three-part series on customer profitability analytics.
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Turn human resources functions into transformational rather than transactional
Acquisition expands company’s truss business in Texas, especially San Antonio area.
Fourth quarter sales were down 1.3 percent year-over-year.
In this two-page report, available to download in PDF after log-in, we feature data on merger and acquisition trends and financial metrics for the largest publicly traded distributors across diverse sectors in the fourth quarter of 2014.
In partnership with Houlihan Lokey, an investment banking firm, the report includes data on M&A activity trends across all industries (not just distribution), as well as valuation multiples for deals in all industries.
Presidents speech highlights key areas of focus for businesses.
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With the right plan in place, a broad social media campaign can attract younger workers while also strengthening a companys brand and bottom line. But many distributors still doubt the effectiveness of Facebook, Twitter and YouTube as channels for building business, a perception that could be costly in the long run.
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Federal government to send a mediator to move stalled negotiations forward.
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This article, based on the 2014 MDM Industry Outlook Survey, outlines and analyzes key trends and issues affecting how distributors will do business in 2015.
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What will separate the good from the great in 2015?
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This article is an overview of the benefits of broadening employee development by teaching multiple facets of the company.
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How the distribution industry is moving from product-centric to information-based.
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The MDM Market Snapshot, based on data from MDM Analytics, includes market demand for Industrial Hose by end user in the U.S., plus the top end users by 6-digit NAICS.
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Rebates play a critical role for the profitability of many distributors. But as the market changes, some manufacturers are rethinking how they incentivize their distributors. This article examines how rebates have shifted and how distributors may need to change their models to adapt.
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Not enough distributors adequately prioritize their information technology departments, but doing so can give them a competitive advantage. This article shows how moving IT from the server room to the boardroom will help improve efficiencies, cut costs and grow the bottom line.
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Distributors and manufacturers trying to address new challenges with the same set of tools that once worked are at risk of eroding profitability and weaker customer relationships.
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Sales and inventories data for wholesaler-distributors in June 2016.
Modern Distribution Management's monthly Industrial Inflation Index measures a cross-section of industrial supplies.
This index includes:
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Invest in top marketing talent to create strategic marketing direction.
Transportation equipment led the increase, up 10.5 percent.
The MDM Industry Innovator award recognizes an individual who is leading change in a changing industry, rather than letting the change lead them. This years winner is Jay Amstutz, president of Ohio Power Tool, Columbus, OH. Amstutz was selected for his approach of using online tools to help his local distribution company compete with larger players for sales and employees.
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Not a subscriber? Subscribe below or learn more. The full 2016 Distribution Trends Special Issue is available to download in PDF format to MDM Premium subscribers.
The MDM Market Snapshot, based on data from MDM Analytics, includes market demand for Abrasives by end user in the U.S., plus the top end users by 6-digit NAICS.
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Not enough distributors listen to their customers, and this is a problem in the era of the customer. With the rise of Amazon and other unknown disruptors possibly on the horizon, B2B companies must map their customers experience to uncover deficiencies and then work to solve them.
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Internet of things is a broad term for a network of connected devices that can automatically communicate with one another. The applications of this new technology are still in the early stages for distribution, but experts expect rapid growth in the next few years. This article examines some of the opportunities and challenges IoT introduces for the supply chain.
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Legacy and name recognition arent enough to take home the gold, only distributors that put the necessary work into their business will succeed.
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Robert W. Baird & Co., in partnership with Modern Distribution Management, conducted a survey of more than 600 distributors and manufacturers to gauge business trends and the outlook for the distribution industry in diverse sectors. Here is a summary of second-quarter results and distributor and manufacturer expectations for the remainder of 2016.
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Don’t just sit around waiting for an economic recovery, focus on improving your business in order to prosper in the future.
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Sales and inventories data for wholesaler-distributors in May 2016.
Modern Distribution Management's monthly Industrial Inflation Index measures a cross-section of industrial supplies.
This index includes:
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This report is researched and produced by MDM editors. View the First Quarter 2016 report here.
These product groups provide a snapshot of inflation trends based on the Producer Price Index from the U.S. Bureau of Labor Statistics. Second quarter 2016 pricing levels are compared with first quarter 2016 and second quarter 2015.
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Industrial
Construction
Electrical
Other Related Electrical
Power Transmission/Bearing
Fluid Power
Plastics
Fasteners
Hardware
Tools
Gases/Welding
Paper
HVACR/Plumbing
To view this report, log-in and click on Download pdf below the product listing.
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