If you compare the
two charts, one of the primary indications is that there has been less of a consolidation impact in the industrial distribution
sector over the past decade than in other areas of wholesale distribution. If you look at the chart for all distribution sectors
(bottom), there is a fairly dramatic increase in the number of companies with more than 100 employees versus those with fewer
than 50 employees. The demarcation is not as pronounced for industrial distributors.
Perhaps industrial customers are
saying that this is an industry that is not ...
If you compare the
two charts, one of the primary indications is that there has been less of a consolidation impact in the industrial distribution
sector over the past decade than in other areas of wholesale distribution. If you look at the chart for all distribution sectors
(bottom), there is a fairly dramatic increase in the number of companies with more than 100 employees versus those with fewer
than 50 employees. The demarcation is not as pronounced for industrial distributors.
Perhaps industrial customers are
saying that this is an industry that is not ripe for consolidation. Look at the 12% increase in industrial distribution employees
over the past decade, compared with 7% for all distribution companies. You could argue that industrial distribution companies
have not been as efficient or subject to competitive pressures. But you could also argue that industrial customers are demanding
higher service and knowledge levels.
You can bend or over-analyze the numbers, but these general trend data of the
last decade reinforce a few key points. This is an industry with a million niches, with complex application and problem-solving
needs in many product areas, and very high SKU levels relative to general consumer or commercial business markets.
Consolidation
is real, but as the dot-com tornado illustrated, there are a lot of markets with customers who value the service and knowledge
levels that only an independent holds.
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