Sell Your Industrial Supply Business in 2026: 6-9x EBITDA, Public Consolidator Demand, Roll-Up Activity

Industrial supply and distribution is one of the most active public-strategic consolidation segments in U.S. industrial M&A in 2026. Public consolidators — Grainger (NYSE: GWW), Fastenal (NYSE: FAST), MSC Industrial (NYSE: MSM), Watsco (NYSE: WSO) for HVAC distribution, Atkore (NYSE: ATKR) for electrical — have built historical acquisition programs that span dozens to hundreds of transactions. Specialty distribution PE platforms (Cortec Group, Sterling Group, Audax Industrial, Wynnchurch, KKR Industrials, Mason Wells) run roll-up strategies in sub-segments where the public consolidators have weaker presence.

We work directly with 76+ active U.S. lower middle market buyers, including 38 manufacturing-focused capital partners. On the industrial supply / distribution side specifically, the buyer pool includes the named public consolidators (Grainger, Fastenal, MSC, Watsco, Atkore) plus specialty distribution PE platforms (Cortec Group, Sterling Group, Audax Industrial Partners, Wynnchurch Capital, KKR Industrials, Mason Wells, GenNx360, Industrial Growth Partners), and family offices with industrial distribution mandates. The buyers pay us when a deal closes — not you.

This guide is the canonical hub for selling a U.S. industrial supply / distribution business in 2026. It covers buyer demand, multiples by size and sub-segment (general industrial, MRO, fastener, fluid power, electrical, HVAC, plumbing, safety, JIT / VMI), the five active buyer archetypes, named PE platforms and public consolidators with verifiable activity, the typical sale process, the drivers of premium multiples (vendor agreements, territory rights, e-commerce infrastructure, recurring revenue), the deal-killers in diligence (vendor agreement assignability, customer concentration, inventory obsolescence), and how a buy-side partner is structurally different from a sell-side broker. If you want a starting-point valuation range now, our free valuation calculator takes about three minutes.

“Industrial distribution is one of the few sub-segments where public strategics consistently outbid PE. Grainger, Fastenal, and MSC have done hundreds of acquisitions historically — and the premium they pay for the right geographic or capability fit is real.”

Key Takeaways

• Industrial supply multiples by EBITDA size: $1-3M = 5-7x; $3-7M = 6-8x; $7-15M = 7-9x; $15M+ = 7.5-10x for platform-quality assets.
• Revenue-multiple framing: 0.5-1.5x revenue depending on margin profile (4-8% EBITDA margins typical for general industrial; 10-15%+ for specialty).
• Three public consolidators drive premium acquisition demand: Grainger (NYSE: GWW), Fastenal (NYSE: FAST), MSC Industrial (NYSE: MSM).
• Sub-segment specialists: Watsco (NYSE: WSO) for HVAC, Atkore (NYSE: ATKR) for electrical, plus specialty distribution PE platforms (Cortec, Sterling Group, Audax Industrial, Wynnchurch).
• Premium drivers: vendor exclusivity / authorized distributor agreements, geographic territory rights, e-commerce / digital infrastructure, recurring MRO contract revenue, second-tier sales / operations leadership, inventory turnover above 4x.
• Top deal-killers: vendor agreement assignability issues, customer concentration above 30%, inventory obsolescence, ERP / CRM data quality issues, lease assignment problems.

Why industrial supply is a public-strategic consolidation magnet in 2026

Industrial distribution has structural characteristics that drive sustained public-consolidator demand. Highly fragmented competitive landscape (tens of thousands of regional distributors). Established but not technology-disrupted operations. Geographic / vertical capability differentiation. Vendor relationships that benefit from scale (better terms, exclusivity territories, co-marketing). E-commerce infrastructure that requires capital investment most regional distributors haven’t made. Owner demographics with succession needs. The result is a steady acquisition pipeline that public consolidators have systematically pursued for 20+ years.

Grainger, Fastenal, and MSC Industrial are the canonical examples. W.W. Grainger Inc. (NYSE: GWW) — ~$17B revenue (2024), broad MRO distribution, has acquired dozens of regional distributors historically. Fastenal Company (NYSE: FAST) — ~$7.5B revenue, fastener / industrial distribution, vending machine network, active acquirer. MSC Industrial Direct Co. (NYSE: MSM) — ~$3.7B revenue, metalworking and MRO, active acquirer in metalworking sub-segments. All three pay premium multiples for the right strategic / geographic / capability fit and represent meaningful exit optionality for owners of $5M+ EBITDA distribution businesses.

Sub-segment specialists add another layer. Watsco (NYSE: WSO) — ~$7.5B revenue, HVAC distribution, has acquired 100+ HVAC distributors historically. Atkore (NYSE: ATKR) — ~$3B revenue, electrical infrastructure including distribution. Plus specialty distribution PE platforms across fluid power (multiple Cortec / Mason Wells investments), electrical (Atkore exit history), plumbing distribution, safety / industrial PPE distribution. The buyer pool is wider in industrial distribution than in any other industrial sub-segment.

Industrial supply / distribution multiples in 2026

Industrial distribution multiples can be framed as either EBITDA multiples or revenue multiples. EBITDA multiples are the institutional standard for PE buyers. Revenue multiples are common in distribution because EBITDA margins vary widely (4-8% for general industrial, 10-15%+ for specialty / value-added distribution). Both framings should be used to triangulate value — if your EBITDA multiple looks high, your revenue multiple sanity-checks it.

Generic industrial distribution EBITDA multiples by size in 2026: $500K-$1M EBITDA: 4-6x — SBA / search-funder territory. $1-3M EBITDA: 5-7x — LMM PE add-on territory, public consolidators selectively engage. $3-7M EBITDA: 6-8x — deep LMM PE platform territory, full 76+ buyer pool active including public strategics. $7-15M EBITDA: 7-9x — mid-market PE, public consolidators all bid actively. $15M+ EBITDA: 7.5-10x for platform-quality assets with strategic premiums available.

Revenue-multiple framing for sanity check: General industrial / MRO distribution (4-7% EBITDA margins): 0.4-0.8x revenue. Specialty distribution with vendor exclusivity (8-12% margins): 0.7-1.2x revenue. Value-added specialty distribution (12-18% margins, e.g., fluid power with engineering services, MRO with VMI / JIT, fastener with vending): 1.0-1.8x revenue. Cross-check: 6x EBITDA × 8% margin = 0.48x revenue; 8x EBITDA × 12% margin = 0.96x revenue.

Sub-segment adjustments within industrial distribution: Fluid power distribution (with vendor authorization and engineering services): premium territory. Fastener distribution with VMI / vending infrastructure: premium territory (Fastenal model). HVAC distribution: premium for Watsco fit. Electrical distribution: premium for Atkore / Sonepar / Rexel fit. MRO distribution with private-label content: premium. Plumbing supply: at par. General industrial commodity / janitorial: discount territory. PPE / safety distribution: at par to premium for branded / contracted exposure.

The 5 active buyer archetypes for industrial distribution

The buyer pool for U.S. industrial distribution divides into five archetypes. Public consolidators are unusually active in distribution — more so than in most other industrial sub-segments. PE platforms run roll-up strategies in sub-segments where public consolidators have weaker presence. Family offices and search funders cover smaller deals at the lower end.

Archetype 1: public strategic consolidator. Grainger (NYSE: GWW) — broad MRO distribution. Fastenal (NYSE: FAST) — fastener / industrial distribution with vending. MSC Industrial (NYSE: MSM) — metalworking and MRO. Watsco (NYSE: WSO) — HVAC distribution. Atkore (NYSE: ATKR) — electrical infrastructure and distribution. Multiples: 7-10x EBITDA when strategic fit is real. Best fit: $5M+ EBITDA distributors with geographic, vendor, or capability fit to a public consolidator’s gaps.

Archetype 2: distribution-focused PE platform. Cortec Group — deep industrial distribution exposure across multiple sub-segments. Sterling Group — basic industrial including distribution. Audax Industrial Partners — distribution platforms within broader industrial portfolio. Wynnchurch Capital, KKR Industrials, Mason Wells — selective distribution platform investments. Multiples: 6-8.5x EBITDA. Best fit: $5M+ EBITDA distribution platforms with scalability and clear roll-up potential.

Archetype 3: PE add-on / tuck-in. Existing PE-backed distribution platforms acquiring smaller bolt-ons. Same named PE firms operating through portfolio companies, plus public consolidator portfolio companies (Watsco brands, etc.). Multiples: 5.5-7.5x EBITDA, often with rollover equity. Faster close (60-120 days). Best fit: $1-7M EBITDA distributors with capability or geographic fit to existing platform.

Archetype 4: family office with distribution mandate. Family offices investing patient capital in industrial distribution. Multiples: 5.5-7x EBITDA. Less rigorous diligence, more relationship-driven. Best fit: owners who care about legacy / employee continuity and want partial liquidity but continued involvement.

Archetype 5: search funder. Individual MBA-trained operators raising search capital. Target: $750K-$2.5M EBITDA distributors with documented systems and a transferable role. Multiples: 4-6x EBITDA. Best fit: smaller LMM distribution where institutional PE underwrites lighter.

Buyer type	Cash at close	Rollover equity	Exclusivity	Best fit for
Strategic acquirer	High (40–60%+)	Low (0–10%)	60–90 days	Sellers who want a clean exit; competitor or upstream consolidator
PE platform	Medium (60–80%)	Medium (15–25%)	60–120 days	Sellers willing to hold rollover for the second sale; bigger deals
PE add-on	Higher (70–85%)	Low–Medium (10–20%)	45–90 days	Sellers folding into existing platform; faster process
Search fund / ETA	Medium (50–70%)	High (20–40%)	90–180 days	Legacy-conscious sellers wanting an owner-operator successor
Independent sponsor	Medium (55–75%)	Medium (15–30%)	60–120 days	Sellers OK with deal-by-deal capital and longer financing closes

Named PE platforms and public consolidators acquiring industrial distribution in 2026

Public consolidators with active industrial distribution acquisition programs. W.W. Grainger Inc. (NYSE: GWW) — ~$17B revenue MRO distributor; historical acquisition program across U.S. and international. Fastenal Company (NYSE: FAST) — ~$7.5B revenue fastener / industrial distributor with extensive vending machine network; active acquirer in fastener and adjacent. MSC Industrial Direct Co. (NYSE: MSM) — ~$3.7B revenue metalworking / MRO distributor; active acquirer in metalworking. Watsco (NYSE: WSO) — ~$7.5B revenue HVAC distributor; 100+ acquisitions historically. Atkore (NYSE: ATKR) — ~$3B electrical infrastructure including distribution. Sonepar (private), Rexel (EPA: RXL) — large electrical distributors with U.S. acquisition programs.

Distribution-focused PE platforms with verifiable 2025-2026 deals. Cortec Group — deep industrial distribution exposure including fluid power, fastener, MRO, plumbing, electrical sub-segments. Sterling Group — basic industrial including distribution platforms. Audax Industrial Partners — multiple distribution platforms within broader industrial portfolio. Wynnchurch Capital — mid-market industrial distribution. KKR Industrials — large-cap industrial distribution platforms. Mason Wells — engineered products and selective distribution. GenNx360, Industrial Growth Partners — selective distribution investments.

Sub-segment specialty roll-up programs. Several PE-backed roll-up platforms specifically targeting industrial distribution sub-segments exist in 2026: fluid power roll-ups (multiple), industrial PPE / safety distribution roll-ups, MRO with VMI / JIT roll-ups, fastener distribution add-on programs, plumbing / HVAC distribution roll-ups (often Watsco-adjacent or owned). Direct introduction through a buy-side partner who knows them is the best access path — their deal flow doesn’t come from sell-side broker auctions.

Family offices with industrial distribution mandates. Many of the 76+ buyers we work with include family offices investing in industrial distribution. They typically pay 0.5-1x below institutional PE but offer longer hold periods, lighter operational change, rollover equity options. Best fit for owner-operators who want partial liquidity but continued involvement and care about cultural continuity.

The typical industrial distribution M&A sale process

An industrial distribution sell-side process for a $3M+ EBITDA business runs 8-11 months from prep-complete to close. Standard manufacturing diligence applies, plus distribution-specific items: vendor agreement assignment review, inventory obsolescence and turnover analysis, ERP / CRM data quality review, e-commerce platform / digital infrastructure assessment, geographic territory rights review, customer concentration and recurring revenue mix analysis.

Months 1-2: positioning, CIM build, buyer list. Build a 35-50 page CIM emphasizing vendor relationships (named manufacturers, authorized distributor status, exclusivity / territory rights, multi-year agreements), customer base profile (recurring vs project, MRO contract revenue, top 10 customer concentration), e-commerce / digital infrastructure, geographic coverage, inventory profile (turnover, obsolescence reserve, SKU breadth), and growth thesis. Build a target buyer list of 25-50 prospects: 30-40% public consolidators with strategic fit, 30-40% distribution-focused PE and generalist industrial PE, 10-15% PE add-ons, 10-15% family offices.

Months 2-4: management meetings and IOIs. 8-12 buyers move into management presentations — typically a half-day on-site visit including warehouse / facility walkthrough, ERP / CRM demo, vendor relationship review, customer base discussion, and Q&A. Receive 3-7 IOIs. Negotiate to 2-3 buyers for confirmatory diligence.

Months 4-7: LOI, exclusivity, confirmatory diligence. Sign LOI with 60-90 day exclusivity. QoE engagement ($60-120K). Vendor agreement review by buyer’s legal counsel (assignment provisions, change-of-control). Inventory analysis (turnover, obsolescence, slow-moving SKUs). ERP / CRM data quality assessment. Customer reference calls. Working capital target negotiation (working capital is unusually large in distribution — often 60-90 days of inventory plus AR minus AP). Indemnification, R&W, escrow, earnout terms negotiated.

Months 7-11: signing and close. Definitive purchase agreement signed. Vendor notifications and consent procurement. Customer notifications per supply agreements. Regulatory clearance (HSR if applicable). Final working capital adjustment (often a multi-week negotiation in distribution given the inventory complexity). Employee notification. Closing — wire transfer, escrow funding, transition services agreement effective.

Distribution-specific timeline disruptors. Vendor agreement assignment issues can delay close 2-8 weeks. Inventory obsolescence discovered in diligence can re-trade the deal (vendor protection programs limit this in some sub-segments). Working capital negotiation around inventory baselines often consumes 2-4 weeks. ERP migration / data integration discussion can extend transition services agreement. Lease assignment for warehouse / distribution facilities can require landlord consent.

What drives premium multiples in industrial distribution

Six characteristics drive 5x vs 9x outcomes in industrial distribution M&A. Each is a structural driver of buyer underwriting. Vendor relationships, recurring revenue, and digital infrastructure are the highest-leverage drivers. The certifications and quality-system drivers that matter in manufacturing matter less in distribution.

Driver 1: vendor exclusivity / authorized distributor agreements. Named manufacturer authorized distributor agreements with exclusivity territories, multi-year terms, and assignment provisions are premium drivers. Vendor lines that are difficult or impossible for competitors to replicate (because the manufacturer has limited authorized distributors per territory) add 0.5-1x to multiple. Pure broker / re-seller relationships without authorization compress multiples.

Driver 2: recurring MRO contract revenue. Multi-year MRO supply agreements with anchor industrial customers. JIT / VMI / vending machine programs with recurring volume. Contract pricing with volume commitments. Recurring revenue 30%+ adds 0.5-1x. Pure transactional / spot-buy distribution at the bottom of band.

Driver 3: e-commerce and digital infrastructure. B2B e-commerce platform with documented online revenue percentage. CRM / ERP integration that supports public-consolidator integration models. Digital marketing infrastructure. EDI integration with major customers. Modern tech stack adds 0.5-1x because public consolidators specifically pay for distributors who can integrate quickly post-close. Pure paper / phone / fax distributors are at a structural discount.

Driver 4: customer diversification. Top customer below 15% of revenue: premium territory. Top customer 15-25%: at par. Top 5 customers below 50%: premium. Distribution is generally less concentrated than contract manufacturing, so concentration penalties are smaller. But concentration above 30% still drives 0.5-1x compression.

Driver 5: geographic / vertical capability differentiation. Authorized distributor for specific manufacturers in specific territories. Specialty vertical knowledge (e.g., aerospace MRO, medical safety, food-grade). Engineering services attached to distribution (fluid power application engineering, electrical project work). Specialty content adds 0.5-1x. Pure commodity distribution at the bottom of band.

Driver 6: second-tier sales / operations leadership. Sales VP, operations VP, key account managers who survive the owner’s departure. Customer relationships that span multiple contacts. Vendor relationships that aren’t entirely owner-dependent. Documented sales processes and CRM hygiene. Buyers pay for management depth in distribution as much as in manufacturing.

Common deal-killers in industrial distribution diligence

Five issues kill or re-trade more industrial distribution LOIs than any others. Each is preventable with 12-18 months of pre-process preparation. Each is also discovered late in diligence by 90% of unprepared sellers.

Deal-killer 1: vendor agreement assignment issues. Authorized distributor agreements with non-assignment clauses or change-of-control termination rights require manufacturer consent before transfer. Manufacturers can use this leverage to extract pricing concessions or refuse consent. The fix: 12-18 months of vendor agreement renegotiation to add assignment provisions, or pre-process vendor outreach to confirm consent for transfer to a financial buyer or strategic acquirer.

Deal-killer 2: customer concentration above 30%. Single customer above 30% compresses multiples 0.5-1x or pushes the deal into earnout structures. The 12-18 month fix: aggressive new-customer development, intentional volume rebalancing, formalization into multi-year MSAs with assignment provisions.

Deal-killer 3: inventory obsolescence. Slow-moving SKUs without vendor protection programs. Aging inventory beyond 12 months without write-down. Discontinued items in inventory. Buyers calculate inventory adjustment based on sell-through expectations. The fix: aggressive SKU rationalization, vendor return programs, monthly obsolescence reviews, conservative reserves.

Deal-killer 4: ERP / CRM data quality issues. Customer master data with duplicate / inactive records. SKU master with errors. Inventory data that doesn’t reconcile to physical counts. CRM with no documented customer history. Public consolidators specifically value data quality because they integrate post-close. Fix: 12-18 months of data hygiene work before market.

Deal-killer 5: lease assignment / facility issues. Warehouse / distribution facility leases with change-of-control termination clauses. Short remaining terms that don’t support buyer’s post-close plan. Below-market rent that won’t survive a renewal. The fix: review all lease documents 12-18 months ahead. Negotiate lease extensions or assignment consents proactively.

How CT Acquisitions works: a buy-side partner, not a sell-side broker

Most M&A advisors are sell-side brokers. They sign you to a 12-month exclusive engagement, charge a monthly retainer, run a competitive auction process across 6-12 months, and collect a success fee (typically 5-10% of deal value). The economics are heavily front-loaded for the broker.

We work the other side of the table. We’re a buy-side partner working with 76+ active U.S. lower middle market buyers, including 38 manufacturing-focused capital partners. On the industrial supply / distribution side specifically, we work with the named public consolidators (Grainger NYSE: GWW, Fastenal NYSE: FAST, MSC NYSE: MSM, Watsco NYSE: WSO, Atkore NYSE: ATKR) plus distribution-focused PE platforms (Cortec, Sterling Group, Audax Industrial, Wynnchurch, KKR Industrials, Mason Wells) and family offices with industrial distribution mandates. The buyers pay us when a deal closes, not you. No retainer. No exclusivity. No 12-month contract. No tail fee.

Why this works for industrial distribution owners. Industrial distribution is unusual in that public consolidators consistently outbid PE for the right strategic fit — but knowing which consolidator wants your specific geography, vendor mix, or capability is non-trivial. We already know which of the public consolidators and the distribution-focused PE platforms is currently writing checks for your sub-segment, size, and end-market. We can introduce you to 3-5 buyers with active mandates that fit your business in days, not months. We move faster (60-120 days from intro to LOI) and the cost-of-trying is zero.

When a sell-side broker is the better fit. If your business is $30M+ EBITDA distribution with multiple plausible public consolidators all credibly competing, a top-tier sell-side investment bank may justify the fees. For LMM industrial distribution ($1-30M EBITDA), the buy-side path almost always delivers better economics.

Conclusion

Industrial supply / distribution M&A in 2026 is one of the most active public-strategic consolidation segments in U.S. industrial. 76+ active LMM buyers, 38 manufacturing-focused, including the public consolidators (Grainger NYSE: GWW, Fastenal NYSE: FAST, MSC Industrial NYSE: MSM, Watsco NYSE: WSO, Atkore NYSE: ATKR) plus distribution-focused PE platforms (Cortec Group, Sterling Group, Audax Industrial, Wynnchurch Capital, KKR Industrials, Mason Wells, GenNx360, Industrial Growth Partners). Multiples by size: $1-3M = 5-7x; $3-7M = 6-8x; $7-15M = 7-9x; $15M+ = 7.5-10x for platform-quality assets. Revenue multiples: 0.5-1.5x depending on margin profile and end-market. The premium drivers are clear: vendor exclusivity / authorized distributor agreements, recurring MRO contract revenue, e-commerce / digital infrastructure, customer diversification, geographic / vertical capability differentiation, second-tier sales / operations leadership. The deal-killers are equally clear: vendor agreement assignability issues, customer concentration above 30%, inventory obsolescence, ERP / CRM data quality issues, lease assignment problems. Owners who prepare 12-18 months ahead and position to the right buyer archetype see 1-2 turns of multiple uplift — on $5M EBITDA, that’s $5-10M of additional purchase price. If you want to talk to a buy-side partner who already knows the 76+ buyers and the public consolidators specifically, we’re a buy-side partner — the buyers pay us, not you, no contract required.

Frequently Asked Questions

What is my industrial supply business worth in 2026?

EBITDA multiples by size: $1-3M = 5-7x; $3-7M = 6-8x; $7-15M = 7-9x; $15M+ = 7.5-10x. Revenue multiples: general industrial 0.4-0.8x, specialty distribution 0.7-1.2x, value-added specialty 1.0-1.8x. Sub-segment adjustments: fluid power and fastener with VMI premium, MRO with private-label premium, general commodity discount.

Who buys industrial supply / distribution businesses in 2026?

Five archetypes: public strategic consolidators (Grainger NYSE: GWW, Fastenal NYSE: FAST, MSC Industrial NYSE: MSM, Watsco NYSE: WSO for HVAC, Atkore NYSE: ATKR for electrical), distribution-focused PE (Cortec Group, Sterling Group, Audax Industrial, Wynnchurch, KKR Industrials, Mason Wells, GenNx360, IGP), PE add-ons via existing platforms, family offices with industrial distribution mandates, and search funders for sub-$2.5M EBITDA businesses.

How important are vendor exclusivity agreements?

Authorized distributor agreements with exclusivity territories, multi-year terms, and assignment provisions are major premium drivers — worth 0.5-1x to multiple. Vendor lines difficult or impossible for competitors to replicate (limited authorized distributors per territory) are particularly valuable. Pure broker / re-seller relationships without authorization compress multiples.

How does e-commerce / digital infrastructure affect my multiple?

B2B e-commerce platform with documented online revenue percentage, modern ERP, EDI integration with major customers, CRM hygiene, and digital marketing infrastructure all add 0.5-1x. Public consolidators specifically pay for distributors who can integrate quickly post-close. Pure paper / phone / fax distribution is at a structural discount and may not access the public consolidator buyer pool at all.

What about inventory and working capital negotiation?

Working capital is unusually large in distribution — often 60-90 days of inventory plus AR minus AP. Buyers expect to receive normalized operating working capital at close. Negotiate the working capital target during LOI, not at close. Inventory obsolescence (slow-moving SKUs, aged inventory beyond 12 months without write-down) is a frequent re-trade trigger. Aggressive SKU rationalization 12-18 months pre-market is the fix.

How long does an industrial distribution sale process take?

8-11 months from prep-complete to close for a $3M+ EBITDA distribution business. Distribution-specific items add 2-4 weeks: vendor agreement assignment review, inventory obsolescence analysis, ERP / CRM data quality assessment, working capital negotiation around inventory baselines. Add 12-18 months for proper preparation if vendor agreements, customer diversification, and data quality aren’t in place.

How is CT Acquisitions different from a sell-side broker or M&A advisor?

We’re a buy-side partner, not a sell-side broker. Sell-side brokers represent you and charge you 8-12% of the deal (often $300K-$1M+) plus monthly retainers and require 12-month exclusivity. We work directly with 76+ buyers including 38 manufacturing-focused capital partners and the public consolidators (Grainger, Fastenal, MSC, Watsco, Atkore) plus distribution-focused PE platforms. The buyers pay us when a deal closes. You pay nothing. No retainer, no exclusivity, no contract. We move faster (60-120 days from intro to LOI) because we already know which consolidator wants your specific geography, vendor mix, or capability.

Sources & References

All claims and figures in this analysis are sourced from the publicly available references below.

1. U.S. Small Business Administration — Buying & Selling a Business
2. W.W. Grainger Inc. (NYSE: GWW) — Investor Relations
3. Fastenal Company (NYSE: FAST) — Investor Relations
4. MSC Industrial Direct (NYSE: MSM) — Investor Relations
5. Watsco Inc. (NYSE: WSO) — Investor Relations and Acquisition History
6. Atkore Inc. (NYSE: ATKR) — Investor Relations
7. Cortec Group — Industrial Distribution Investment Strategy
8. Industrial Distribution Association — Industry Resources