Top Distribution Industry Key Trends and Issues

Original post by BCG&Co. affiliate BCG Systems, Inc.

By: Walt Hopkins

The distribution industry is facing changes. Many distributors recognize the need to achieve a smarter, more profitable organization. Here are, in my opinion, the top trends and issues in the industry today.

New Technologies: The internet, e-commerce, and electronic data interchange (EDI) have allowed distributors and their customers to better gather price data, track deliveries, obtain product information and market products. This technology trend will increasingly allow customers to purchase goods and track deliveries electronically. Customers frequently order and pay for goods in order to process fewer paper transactions.

Demand-Drive Supply Chains: Many businesses are relying on distributors to replenish shelf stock. Visibility from manufacturers through to customers is driving the need for order automation. A distributor must stock products from hundreds of suppliers facilitating the need for product information and electronic orders.

RFID: Radio frequency identification (RFID) technology is being used by larger wholesale distributors with warehouses. RFID allows distributors to track goods in stock and through transit to ensure delivery. Many smaller companies are looking at RFID to become more cost-effective in the marketplace.

Additional Services: Many distributors have started providing additional services to help increase margins and provide a competitive advantage. Some of these services include the financing of purchases, customer service and technical support, product marketing such as advertising and promotion, technical advice, and installation and repair services.

Going Green: Manufacturers, trade associations, and other entities are seizing the opportunity to help distributors go green, offering everything from green products to software that helps monitor environmental sustainability efforts. Companies are looking more to their overall operations and ways to distinguish themselves on environmental attributes that transcend their products.

Rising Costs: Costs are increasing, causing direct downward pressure on distribution margins. Distributors are looking for ways to manage costs and provide their customers with value. Many distributors are turning to private label goods to reduce the costs of their profits.

Channels: New distribution channels continue to grow, while existing channels are expanding with new approaches such as outsourcing, creating partnerships and utilizing new technologies. Companies need to implement more advanced business management solutions to cope with these changes.

Competitive Supplier Pricing: This is a must. Many distributors have issues with arriving at competitive price points with suppliers. Price points must be quantity sensitive. Requirements have to be communicated and forecasted.

Streamlined Business Operations: To run a cost-effective business, distributors need to automate critical business processes that will help minimize inventory levels and reduce waste.

Enhanced Supplier/Customer Relationships: Distributors live and die by the service levels they can provide. They must maintain excellent relationships with their customers and suppliers. A CRM system is a great tool to help achieve this.

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What new technologies are you using to succeed with these current trends and issues?

Interested in learning first-hand how you can achieve a smarter, more profitable organization? BCG Systems is launching a special event series for the distribution industry. This free series launches October 7th. Breakfast is provided at office locations. Get details and reserve your spot for BCG Systems’ Distribution Series today!

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Where Is the Economy Headed?

Industrial-equipment producers indicate an upward trend.

By Jason Tuma

Recent news on where the U.S. economy is headed can be very confusing. Housing sales are down, and the jobs outlook remains bleak; but a closely watched index from the Institute for Supply Management has been positive for 15 months, indicating an upswing in orders and production. Additionally, recent earnings reports have been largely positive, and companies have more cash in the bank than they’ve had in years.

While predictions about U.S. economic growth and performance for 2011 vary, North American manufacturers that make smart choices about deploying their assets and managing their finances could see substantial improvement in orders. Here’s why.

One of the most prophetic indicators of which way the economy is headed is the health of manufacturers in the industrial-equipment sector. This is true for several reasons:

  • Supply chains in this sector are both lengthy and diverse. Lots of different companies, in lots of different industries, in lots of different places, are producing raw materials, extruded and molded parts, electronics, user interfaces, and other components that comprise finished industrial machinery. When one of these companies is doing well, it’s a sign that their suppliers and customers are, too.

 

  • Industrial equipment tends to be very costly. Buyers plan purchases far in advance and plot them according to budget cycles. An upswing in orders in industrial equipment says that buyers are confident enough in their markets to reinvest in their most-expensive hard assets.

 

  • The industrial-equipment sector is less affected by changing consumer taste than other sectors. For example, car buyers might be buying fewer cars (and car companies producing fewer cars), but cars are still selling, and cars can’t be made without machinery. Similarly, consumers who are still stinging from the Great Recession might not have regained their taste for luxury goods, but they still need to buy groceries, clothing, appliances, and other manufactured goods. All of these are made with industrial equipment.

 

  • Industrial-equipment producers in North America are some of the leanest companies in the world. They have learned to respond to fierce competition with hypervigilant cost-control: lowering inventories, using strategic sourcing, removing non-value-add activity, etc. This means that when they do hire back workers and restart their plants — as they are doing — it is in response to genuine demand — that is, actual orders from customers. This is a truer indicator of economic activity than industries that are more forecast-based, such as retail sales and construction.

The most recent earnings reports from three Northeastern Ohio manufacturers in the industrial-equipment sector reveal a positive trend. Parker Hannifin, Timken Co., and Lincoln Electric are all in growth mode.

Cleveland-based Parker Hannifin, a highly diversified global producer, reported an increase in revenue of 27 percent in its most-recent quarter compared with the same period last year. In North America exclusively, revenue improved by 32 percent. The company’s profit margin more than tripled, from 2.2 percent in the same quarter last year to 8 percent this year. And in a final sign of positive expectations, Parker Hannifin is expanding its capabilities through acquisition. It recently announced the purchase of Micro Thermo Technologies of Quebec, Canada, from Carrier Corp.

The Timken Co. increased sales by 37 percent in its most-recently reported quarter compared with the same quarter last year; and the company is investing in its steel-producing capabilities in its hometown of Canton.

“Our company has rebounded extremely well from the challenges experienced during the most recent recession,” said James W. Griffith, president and CEO. “We are leveraging increased customer demand and growth in attractive markets.”

Global arc-welding equipment producer Lincoln Electric reported an increase in revenues of 24.8 percent compared with the same quarter in 2009. Profit more than doubled in the same period, from $15.1 million to $32.5 million. 

CEO John M. Stropki cited investment in new product development and production facilities for the company’s ability to take advantage of an improving market.

“Our second quarter results were excellent and demonstrated a steady and significant improvement in operating results,” Stropki said. “While demand levels have significantly improved in most markets and geographic regions on a year-to-year basis, volume trends are stabilizing. Although recent economic forecasts are more guarded, we remain cautiously optimistic…”

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Addressing the Skilled-Worker Shortage Head-on

Manufacturers that invest in the right training and employee development will gain competitive advantage.

By Jason Tuma, Senior Manager, Assurance Services, BCG&Co.

Economic news tends to focus on layoffs and job cuts these days, especially when it comes to plant closings and production slowdowns. While job loss certainly is a harsh reality for millions of former production workers, U.S. manufacturers themselves are dealing with a much different reality: They can’t find enough qualified employees to fill thousands of high-paying, high-skill jobs.

“This is certainly an employer’s market, but not as much with manufacturers,” Mark C. Tomlinson, executive director and general manager of the Society of Manufacturing Engineers (SME), said in November 2009 when addressing the shortage. “Manufacturers are looking for employees who are the opposite of the stereotypical factory worker doing repetitive, assembly line work. They are in need of 21st-century workers with specialized technical training such as machinists, operators, and technicians.”

The manufacturing skilled-worker shortage predates the 2008–09 Great Recession by at least a decade and is the result of combined demographic, technological, and societal changes. Groups such as SME, the National Assoc. of Manufacturers (NAM), and the nationwide Manufacturing Extension Partnership (MEP) network have been addressing the shortage with research, training partnerships, and outreach programs for years.

But these alone won’t solve the skilled-worker shortage, particularly with the sting of last year’s economic collapse still lingering. While many manufacturers have not laid off workers or closed plants, high-profile companies in industries such as autos did so in droves, and this has furthered the notion that manufacturing is no place for stable, rewarding employment.

Manufacturing companies will need to address this shortage head-on by taking a dedicated, innovate approach to training and labor management, and by working to reverse the negative image that continues to plague goods-producing industries.

Investing for the Future

One of the most insidious causes of the skilled-worker shortage is the corporate propensity to target labor and labor-associated costs (i.e., training) as an immediate reaction to a drop in revenues or profitability. While there are many good reasons to eliminate positions that no longer add customer value, manufacturers need to recognize that they are no longer simply providers of one-size-fits-most products. The most successful manufacturing companies are solving customer problems, and this type of value is directly tied to daily employee performance. What employees do – to say it another way – has become more important than what they make, and so production workers should no longer be seen as expendable, easily replaced resources. Companies that have recognized this and have invested in their workforces are solving their skilled-worker shortages.

For example, Ron Bullock, chairman of Bison Gear and Engineering Corp., said recently during a TV news segment about the company that Bison “has invested in building two balance sheets: a financial balance sheet and what we call a ‘human capital’ balance sheet.”

Bison, of St. Charles, Ill., recognized that in order to stay competitive in a global marketplace, it needed a briskly flowing pipeline of highly skilled employees. So the company implemented the nationally recognized Manufacturing Skill Standards Certification (MSSC) program. MSSC awards Certified Production Technician certificates for completion of training modules in safety, quality, practices and measurements, and manufacturing process and production. Bison awards employees financially when they complete a module.

SME, NAM, and community colleges also have developed various manufacturing certification programs, some of which focus on skills tied to growing markets and management practices, such as the merging of “lean manufacturing” techniques with environmental sustainability.

In addition to certification, manufacturers can create performance incentives to encourage employees to cross-train for other in-house production jobs. Having employees with multiple skills increases a manufacturer’s flexibility, which in turn increases its ability to serve customers and efficiently deploy resources. The U.S. steel industry came back from near-devastation early in this decade in part by working with its unions to rewrite contracts to encourage cross-training instead of rewarding employees based mostly on years of service. Union members at some companies now receive incentives tied to company performance, which tends to improve as the workforce becomes more flexible and efficient. Read more…

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