Created by Kues1 - Freepik.com Looking back at American manufacturing, a New Renaissance took place in the latter two decades of the 20th Century.  It started slowly, but by the mid-1990s, companies large and small began to apply principles tied to lean manufacturing and the related quest for continuous improvement. Coming out of the movement was the “Black Belt.”  Initially, Black Belts worked entirely within the manufacturing process; leading teams through what was once viewed as the hazy world of plant floor work and material flows. By the turn of the new millennium, the concept had been pushed to other processes. Things like order flows, procurement systems and even human-centric processes were scrutinized.  Similar to the manufacturing world, massive improvements were made.  Companies enjoyed new found efficiencies and gained a competitive advantage. One person saw the advantage of putting the same principle to work on the pricing process.  Enter ...

Over the past decade, modern distributors have implemented massive organizational change. Most were driven by customer needs and market demands while a few others were based on shifts in the behavior of our supply partners. But, I believe the time has come for us to consider our own needs. The time has come to build a position which benefits the shareholders of the wholesaler. For the next few moments, let’s review some of the new positions and faces around most distributors. Enter the Professional Salesperson Based on any objective view, salespeople have become more professional. Rather than the back-slapping, good ole boy relationship builders of our fathers’ day, salespeople are positioned to add measurable customer-focused value. Instead of carrying stacks of catalogs and the latest jokes, today’s sellers bring technical know-how and professional problem solving skills. Distributor sellers manage their calendars better, orchestrate teams of support people and often und...