Why Distributors Should Ask Manufacturers the Hard Questions Now

Being Proactive Still Matters

Why Distributors Should Ask Manufacturers the Hard Questions Now

Years ago, when I was a young rookie factory salesman responsible for a dozen or so distributors, a cornerstone requirement of my job was providing each distributor with a customized, semi-formal annual review.

While many of my coworkers treated the exercise as a simple “check-the-box” activity, I saw it differently. To me, it was a rare opportunity to step back, take stock, and outline how each distributor could be a better partner to my employer, and, frankly, how we could be better partners to them.

As a young guy who still had a few dark hairs remaining, those annual reviews also gave me something just as valuable: time. Time to sit face-to-face with distributor owners and managers who had been in the business far longer than I had. It gave me a chance to show them that while I was part of a different generation, often viewed as “green as the grass,” I was serious about the work.

I printed a couple of copies of each letter, sat across the desk from them, and walked through the good, the bad, and the ugly.

This was not a data-rich era. Information was scarce, systems were limited, and much of what we discussed came from observation, notes taken throughout the year, and honest conversation. Still, those meetings mattered. They built trust. They created clarity. And they strengthened relationships.

Somewhere between then and now, many manufacturers in our industry have grown lax in their commitment to that level of communication.

Distributors and manufacturers talk constantly about quotes, orders, supply chain shortages, pricing issues, and forecasts. We exchange emails, dashboards, and spreadsheets at a pace that would have been unimaginable back then. And yet, for all that activity, we spend surprisingly little time stepping back to ask a more fundamental question:

How can we work better together?

The need for thoughtful, intentional communication is more important now than it has ever been. Markets are changing faster. Product portfolios are expanding. Sales roles are evolving. Technology, data, and AI are reshaping expectations on both sides of the channel equation. In a world awash with change, being proactive is no longer optional; it is a competitive requirement.

That belief led me to develop a simple but deliberate process for distributors to gather meaningful input from their manufacturing partners. This is not delivered through another long scorecard or perfunctory supplier survey, but through a focused set of prompts that ask manufacturers to reflect, prioritize, and offer candid insight.

The idea is straightforward: rather than asking suppliers to rate everything, we ask them to identify what matters most to them. Where do they see the greatest opportunity? Where are we misaligned? What one change would materially improve results? What should we do more of, or stop doing altogether?

This approach does two important things. First, it respects the reality that everyone is busy. Second, it produces insight instead of noise. When manufacturer salespeople are invited to think rather than score, they tend to respond with substance.

Perhaps most importantly, this process flips the script. Instead of waiting for manufacturers to tell distributors how they are performing, often after decisions have already been made, distributors take the lead. They demonstrate a willingness to listen, adapt, and invest in the distributor–supplier relationship. That posture alone sends a powerful message.

Distributors who take the time to ask these questions, and then act on what they hear, will be better positioned in 2026 and beyond. Not because the answers will always be comfortable, but because clarity beats assumption every time.

The tools may be more sophisticated today than they were back when I was carrying printed letters into branch offices, but the principle remains unchanged: strong partnerships are built through honest conversation, intentional reflection, and a willingness to improve.

Being proactive still matters. In fact, it may matter more now than ever.

If you are a distributor interested in gathering more meaningful feedback from your key suppliers, River Heights Consulting can help. Our distributor–manufacturer feedback process is designed to surface insight, strengthen alignment, and improve results. Reach out to start a better conversation.

 

About the Author

Frank Hurtte is an industrial sales consultant who has spent decades working on both sides of the distributor–manufacturer relationship. His work focuses on helping organizations replace assumptions with clarity through better communication, disciplined reflection, and intentional partnership-building.

 

TL;DR

Distributors and manufacturers communicate more than ever, but often avoid the conversations that matter most. Proactively asking manufacturers focused, thoughtful questions builds clarity, trust, and stronger partnerships, and gives distributors a competitive edge. 

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