Securities registered pursuant to Section 12(g) of the Act:
None
____________________________________________________________
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act Yes x No o
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act Yes o No x
Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes x No o
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes x No o
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of the registrant's knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. x
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See definitionthe definitions of "large accelerated filer", "accelerated filer", "smaller reporting company", and "emerging growth company" in Rule 12b-2 of the Exchange Act.
| | | | | | | | | | | | | | | | | | | | |
Large Accelerated Filer | | x | | Accelerated Filer | | ☐ |
Non-accelerated Filer | | ☐ | | Smaller Reporting Company | | ☐ |
| | | |
Large Accelerated Filer | x | Accelerated Filer | o |
Non-accelerated Filer | o
| Smaller Reporting Company | o |
| | Emerging Growth Company | o | ☐ |
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. o
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☒
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).
Yes o ☐ No x
The aggregate market value of the Common Stock held by non-affiliates of the registrant as of June 30, 2018,2020, the last business day of the registrant's most recently completed second fiscal quarter, was $13,762,835,828,$24,488,427,338, based on the closing sale price of the registrant's Common Stock on that date. For purposes of determining this number, all executive officers and directors of the registrant as of June 30, 20182020 are considered to be affiliates of the registrant. This number is provided only for the purposes of this report on Form 10-K and does not represent an admission by either the registrant or any such person as to the status of such person.
As of January 18, 2019,22, 2021, the registrant had 285,931,529574,317,276 shares of Common Stock issued and outstanding.
FASTENAL COMPANY
ANNUAL REPORT ON FORM 10-K
TABLE OF CONTENTS
| | | | | | | | | | | |
| | | Page |
| | | Page |
| | | |
Item 1. | | | |
Item 1A. | | | |
Item 1B. | | | |
Item 2. | | | |
Item 3. | | | |
Item 4. | | | |
| | | |
Item 5. | | | |
Item 6. | | | |
Item 7. | | | |
Item 7A. | | | |
Item 8. | | | |
Item 9. | | | |
Item 9A. | | | |
Item 9B. | | | |
| | | |
Item 10. | | | |
Item 11. | | | |
Item 12. | | | |
Item 13. | | | |
Item 14. | | | |
| | | |
Item 15. | | | |
Item 16. | | | |
| | | |
DOCUMENTS INCORPORATED BY REFERENCE
Portions of our Proxy Statement for the annual meeting of shareholders to be held Tuesday, Saturday, April 23, 201924, 2021 ('Proxy Statement') are incorporated by reference in Part III. Portions of our 20182020 Annual Report to Shareholders are incorporated by reference in Part II.
FORWARD-LOOKING STATEMENTS
Certain statements contained in this Form 10-K, or in other reports of the company and other written and oral statements made from time to time by the company, do not relate strictly to historical or current facts. As such, they are considered 'forward-looking statements' that provide current expectations or forecasts of future events. These forward-looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Such statements can be identified by the use of terminology such as anticipate, believe, should, estimate, expect, intend, may, will, plan, goal, project, hope, trend, target, opportunity, and similar words or expressions, or by references to typical outcomes. Any statement that is not a purely historical fact, including estimates, projections, trends, and the outcome of events that have not yet occurred, is a forward-looking statement. Our forward-looking statements generally relate to our expectations regarding the business environment in which we operate, our projections of future performance, our perceived marketplace opportunities, our strategies, goals, mission and vision, and our expectations related toabout capital expenditures, tax rates, inventory levels, in-market locations and signings of Onsite locations and new machine equivalent units (including industrial vending and FAST Bin technologies), digital and other product offerings, national accounts as a percentage of overall sales, the impactadvantages of tax reform.our integrated physical and virtual model, and the sustainability of our growth in the safety product market that we experienced during the COVID-19 pandemic. You should understand that forward-looking statements involve a variety of risks and uncertainties, known and unknown, and may be affected by inaccurate assumptions. Consequently, no forward-looking statement can be guaranteed and actual results may vary materially. Factors that could cause our actual results to differ from those discussed in the forward-looking statements include, but are not limited to, economic downturns (including economic downturns as a result of global pandemics, including the ongoing COVID-19 pandemic), weakness in the manufacturing or commercial construction industries, competitive pressure on selling prices, changes in trade policies or tariffs, changes in our current mix of products, customers, or geographic locations, changes in our average branch size, changes in our purchasing patterns, changes in customer needs, changes in fuel or commodity prices, inclement weather, changes in foreign currency exchange rates, difficulty in adapting our business model to different foreign business environments, failure to accurately predict the market potential of our business strategies, the introduction or expansion of new business strategies, increased competition in industrial vending or Onsite, difficulty in maintaining installation quality as our industrial vending business expands, the leasing to customers of a significant number of additional industrial vending devices, the failure to meet our goals and expectations regarding branch openings, branch closings, or expansion of our industrial vending or Onsite operations, changes in the implementation objectives of our business strategies, difficulty in hiring, relocating, training, or retaining qualified personnel, difficulty in controlling operating expenses, difficulty in collecting receivables or accurately predicting future inventory needs, dramatic changes in sales trends, changes in supplier production lead times, changes in our cash position or our need to make capital expenditures, credit market volatility, changes in tax law or the impact of any such changesdiscrete items on future tax rates, changes in the availability or price of commercial real estate, changes in the nature, price, or availability of distribution, supply chain, or other technology (including software licensed from third parties) and services related to that technology, difficulty in obtaining continued business from new safety product customers, cyber-security incidents, potential liability and reputational damage that can arise if our products are defective, and other risks and uncertainties detailed in this Form 10-K under the heading 'Item 1A. Risk Factors'. Each forward-looking statement speaks only as of the date on which such statement is made, and we undertake no obligation to update any such statement to reflect events or circumstances arising after such date.
PRESENTATION OF DOLLAR AMOUNTS
All dollar amounts in this Form 10-K are presented in millions, except for share and per share amounts or where otherwise noted. Throughout this document, percentage and dollar change calculations, which are based on non-rounded dollar values, may not be able to be recalculated using the dollar values in this document due to the rounding of those dollar values.
STOCK SPLIT
All information contained in this Form 10-K reflects the two-for-one stock splitsplits in both 2019 and 2011.
PART I
ITEM 1.BUSINESS
Note – Information in this section is as of year end unless otherwise noted. The year end is December 31, 20182020 unless additional years are included or noted.
Overview
Fastenal Company (together with our subsidiaries, hereinafter referred to as 'Fastenal' or the company or by terms such as we, our, or us) began as a partnership in 1967, and was incorporated under the laws of Minnesota in 1968. We opened our first branch in 1967 in Winona, Minnesota, a city with a population today of approximatelyapproximately 27,000. We began with a marketing strategy of supplying threaded fasteners to customers in small, medium-sized, and, in subsequent years, large cities. Over time, that mandate has expanded to a broader range of industrial and construction supplies spanning more than nine major product lines (described later in this document). The large majority of our transactions are business-to-business, though we also have some walk-in retail business. At the end of 2018,2020, we had 3,121 3,268 in-market locations (defined in the table below) in 2625 countries supported by 1415 distribution centers in North America (11(12 in the United States, two in Canada, and one in Mexico), and one in Europe, and we employed 21,64420,365 people. We believe our success can be attributed to the high quality of our employees and their convenient proximity to our customers, and our ability to offer customers a full range of products and services to reduce their total cost of procurement.
Our Channels to Market
We engage our customers primarily through branch and Onsite locations. Branches and Onsites exist very close to our customers, usually within miles in the case of the former and most often within our customers' physical locations in the case of the latter, and together constitute our ‘in-market’ network. Many of our customers engage with us through e-commerce, but most of our sales through this channel are with customers that use e-commerce to supplement our service through our other channels.
The following table shows our consolidated net sales for each of the last ten fiscal year as well asyears; the number of public branches,branch, Onsite, locations, and total in-market locations at the end of each of the last ten years:fiscal years; their respective sales, as well as the average monthly sales per location that were generated from our branch and Onsite locations; and our revenue generated from non-traditional sources:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| 2020 | 2019 | 2018 | 2017 | 2016 | 2015 | 2014 | 2013 | 2012 | 2011 |
Net sales | $ | 5,647.3 | | 5,333.7 | | 4,965.1 | | 4,390.5 | | 3,962.0 | | 3,869.2 | | 3,733.5 | | 3,326.1 | | 3,133.6 | | 2,766.9 | |
Public branches | 2,003 | | 2,114 | | 2,227 | | 2,383 | | 2,503 | | 2,622 | | 2,637 | | 2,687 | | 2,652 | | 2,585 | |
Branch revenue(1) | $ | 3,587.1 | | 3,660.1 | | 3,625.8 | | 3,399.6 | | 3,198.1 | | 3,281.8 | | 3,225.3 | | | | |
Average sales per branch location(2) | $ | 145.2 | | 140.5 | | 131.1 | | 116.0 | | 104.0 | | 104.0 | | 101.0 | | | | |
Onsite locations(3) | 1,265 | | 1,114 | | 894 | | 605 | | 401 | | 264 | | 214 | | | | |
Onsite revenue(1) | $ | 1,485.6 | | 1,391.7 | | 1,081.7 | | 770.2 | | 569.2 | | 454.3 | | 387.7 | | | | |
Average sales per Onsite location(2) | $ | 104.1 | | 115.5 | | 120.3 | | 127.6 | | 142.7 | | 158.4 | | 157.6 | | | | |
Other revenue(4) | $ | 574.6 | | 281.9 | | 257.6 | | 220.7 | | 194.7 | | 133.1 | | 120.5 | | | | |
Total in-market locations(5) | 3,268 | | 3,228 | | 3,121 | | 2,988 | | 2,904 | | 2,886 | | 2,851 | | 2,687 | | 2,652 | | 2,585 | |
|
| | | | | | | | | | | | | | | | | | | | | |
| 2018 | 2017 | 2016 | 2015 | 2014 | 2013 | 2012 | 2011 | 2010 | 2009 |
Net sales | $ | 4,965.1 |
| 4,390.5 |
| 3,962.0 |
| 3,869.2 |
| 3,733.5 |
| 3,326.1 |
| 3,133.6 |
| 2,766.9 |
| 2,269.5 |
| 1,930.3 |
|
Public branches | 2,227 |
| 2,383 |
| 2,503 |
| 2,622 |
| 2,637 |
| 2,687 |
| 2,652 |
| 2,585 |
| 2,490 |
| 2,369 |
|
Onsite locations(1) | 894 |
| 605 |
| 401 |
| 264 |
| 214 |
| | | | | |
Total in-market locations(2) | 3,121 |
| 2,988 |
| 2,904 |
| 2,886 |
| 2,851 |
| 2,687 |
| 2,652 |
| 2,585 |
| 2,490 |
| 2,369 |
|
(1) Revenues attributable to our traditional and international branch locations, and our Onsite locations, respectively.(1) (2) Average sales per month considers the average active base of branches and Onsites, respectively, in the given year, factoring in the beginning and ending location count, divided by total revenues attributable to our branch and Onsite locationlocations, further divided by twelve months, respectively. This information is presented in thousands.
(3) Onsite information prior to 2014 is intentionally omitted. While such locations have existed since 1992, we did not specifically track their number until we identified our Onsite program as a growth driver in 2014.
(2) (4) This portion of revenue is generated outside of our traditional in-market location presence, examples of which include our custom in-house manufacturing, revenues arising from our leased locker arrangements, and other non-traditional sources of revenue.
(5) 'In-market locations'locations' is defined as the sum of the total number of public branches and the total number of Onsite locations.
OneThis structure has evolved over time as a result of one of Fastenal's guiding principles since inception isinception: that we can improve our service by getting closer to the customer. Through much of our history, this was achieved by opening branches, and todaymore recently, through new Onsite locations. Today we believe there are few companies that offer our North American branchin-market location coverage. In 2018,2020, roughly 54% of our sales andand 52% of our branchesin-market locations were in major Metropolitan Statistical
Areas ('MSAs'(MSAs); populations(populations in the United States and Canada greater than 500,000 people), while 19%20% of our sales and 16%18% of our branchesin-market locations were in small MSAs (populations under 500,000 people), and 27%26% of our sales and 32%30% of our branches in-market locations were not in aan MSA. In our view, this has provedproven to be an efficient means of providing customers with a broad range of products and services on a timely basis. These branchesMaintaining operations that are physically proximate to our customers' operations have represented, and continue to represent, the foundation of our service approach. However, we are constantly evaluating the efficacy
We have two primary versions of our branch network, and in recent years, we have developed additional models that get us still closer to the customer, including vending, bin stocks, and Onsite locations.locations:
We currently have several versions of selling locations: (1) a1.) A 'traditional (or public) branch' typically services a wide variety of customers, including our larger national and stocks a wide selection of products we offer, (2) an 'overseas branch' focuses on manufacturing customers and our fastener product line and is the format we typically deploy outside the United States and Canada, (3) a 'strategic account branch' is a unique location that sells to multiple largeregional accounts in a market, (4) a 'strategic account site' is similar to a strategic account branch, but typically operates out of an existing branch rather than from a unique location, and (5) an 'Onsite location' provides dedicated sales and service from within, or in close proximity to, the customer's facility.
Traditional, overseas, and strategic account branches sell to multiple customers, and together comprise our total branch count. Our strategic account sites are considered an extension of the branch from which it operates, and are not included separately in our total branch counts. Onsite locations, which serve a single customer, are similarly not included in our total branch counts. However, outside of the fact that they serve a single customer, we believe the function and operation of an Onsite location is similar to that of a branch. This model also represents a meaningful portion of the company's total revenue, and we expect that share to grow materially over time. As a result, we refer to our network in terms of in-market locations, which includes our total branches and Onsite locations, and we refer to strategic account sites as non-in-market locations.
Branch locationswell as retail customers. Locations are selected primarily based on their proximity to our distribution network, population statistics, and employment data for manufacturing and non-residential construction companies. We stock all branches with inventory drawn from all of our product lines, and over time, where appropriate, our district and branch personnel may tailor the inventory
offering to the needs of the local customer base. Since Fastenal's founding and through 2013, traditional branch openings were a primary growth driver for the company, and we experienced net openings each year over that time span. We have long maintained that marketplace demographics could support a North American network of 3,500 traditional branches. However, since establishing this figure, new growth drivers, business models, and business modelstools (Onsite, vending, digital solutions) have emerged and diminished the direct role of traditional branch openings in our growth. It is now unlikely thatTraditional branches were entirely U.S.-based until 1994, when we will operateopened our first location in Canada. At the total traditional branch locationsend of 2020, we previously believed would be the potential of North America. We will continue to openhad 1,868 traditional branches in the United States and Canada, and they represented 58.6% of total sales.
Traditional branches are also differentiated by their operating styles. Certain locations are Customer Service Branches (CSBs), which tend to feature a showroom, regular hours during which it is open to the public, and our standard stocking model of products designed for contractors. CSBs are similar in function to a hardware store and they often conduct some business with non-account or retail-like customers. However, this customer set typically represents less than 10% of sales at this type of location. Other locations operate as Customer Fulfillment Centers (CFCs), which tend to feature a limited showroom, reduced hours of access to the company sees fit. However, in each year since 2013,public, greater usage of will-call, and stock customer-specific inventory. These tend to appear and function more like an industrial supply house and stocking location and tend not to have transactions with non-account or retail-like customers unless it is a will call arrangement related to an online transaction. The choice of operating style is made by local leadership and is based on local market considerations.
2.) An 'international branch' is the company has experienced a net decline in its total branch count including net declines of 156 branches in 2018, 120 branches in 2017,format we typically deploy outside the United States and 119 branches in 2016.
Canada. We first went internationalexpanded outside of the United States and Canada when we opened a branch in CanadaMexico in 1994.2001. Since then, we have continued to expand our global footprint and at the end of 2018,2020, we operated in 2523 countries outside of the United States. CanadaStates and Canada. Mexico areis the largest of these, representing approximately 11% of total sales collectively, and we also operate in Europe, Asia, Southeast Asia, and Central and South America. This remaining international business is approximately 3% of total sales. Our go-to-market strategy in countries outside of North America,the United States and Canada focuses primarily on servicing large, national account customers.customers disproportionately concentrated in manufacturing. From a product perspective, these customers are more heavily oriented toward planned fastener spend. Thoughspend, though non-fastener MRO spend is becoming more common in these markets. Despite strong growth in our international business in recent years, the international business has been growing faster than the U.S. business, we are not as well recognized in many of our foreign locations outside of the U.S. and Canada as we are in the U.S. and to a lesser extent, Canada. However, our ability to provide a consistent service model, including vending, bin stocks, and Onsites, on a global basis is attractive to our foreign customer base, much of which are the foreign operations of U.S.-basedNorth American-based companies. Our international subsidiaries now have over 450 in-market locations, including over 150 Onsite locations, have over 9,600 vending devices installed, and employ over 3,300 people from around the world.
The following table provides a summary of the traditional, overseas, and strategic account branch locations we operated atAt the end of 2020, we had 135 international branches operating outside the U.S. and Canada, and they represented 4.9% of total sales.
Traditional and international branches sell to multiple customers. We will continue to open traditional branches as the company sees fit. However, in each year as well assince 2013, the openings, closings,company has experienced a net decline in its total branch count including net declines of 111 branches in 2020, 113 branches in 2019, and conversions during each year:156 branches in 2018. Our total decline since 2013 is 684 branches.
|
| | | | | | | | | | | | | | | | | | | | | | | |
| North America | | Outside North America | |
| United States | Canada | Mexico | Puerto Rico and Dominican Republic | Subtotal | | Central & South America (1) | Asia (2) | Southeast Asia (3) | Europe (4) | Africa (5) | Total |
Total as of December 31, 2016 | 2,194 |
| 198 |
| 52 |
| 8 |
| 2,452 |
| | 8 |
| 10 |
| 7 |
| 24 |
| 2 |
| 2,503 |
|
Opened branches | 5 |
| 3 |
| 2 |
| — |
| 10 |
| | 1 |
| — |
| — |
| 7 |
| — |
| 18 |
|
Closed branches | (118 | ) | (6 | ) | (1 | ) | — |
| (125 | ) | | (2 | ) | (2 | ) | — |
| (1 | ) | — |
| (130 | ) |
Converted branches(6) | (5 | ) | — |
| — |
| — |
| (5 | ) | | (1 | ) | (1 | ) | — |
| (1 | ) | — |
| (8 | ) |
Total as of December 31, 2017 | 2,076 |
| 195 |
| 53 |
| 8 |
| 2,332 |
| | 6 |
| 7 |
| 7 |
| 29 |
| 2 |
| 2,383 |
|
Opened branches | 2 |
| 1 |
| — |
| — |
| 3 |
| | — |
| — |
| — |
| 8 |
| — |
| 11 |
|
Closed branches | (145 | ) | (10 | ) | — |
| — |
| (155 | ) | | — |
| — |
| — |
| — |
| (2 | ) | (157 | ) |
Converted branches(6) | (9 | ) | — |
| (1 | ) | — |
| (10 | ) | | — |
| — |
| — |
| — |
| — |
| (10 | ) |
Total as of December 31, 2018 | 1,924 |
| 186 |
| 52 |
| 8 |
| 2,170 |
| | 6 |
| 7 |
| 7 |
| 37 |
| — |
| 2,227 |
|
(1) Panama, Brazil, Colombia, and Chile
(2) China
(3) Singapore, Malaysia, and Thailand
(4) The Netherlands, Hungary, United Kingdom, Germany, Czech Republic, Italy, Romania, Sweden, Poland, Austria, Ireland, Spain, and France
(5) South Africa
(6) Converted locations are sites converted from traditional branches to Onsite locations or non-in-market locations, net of sites converted from non-in-market locations or Onsite locations to traditional branches.
Onsitelocations may influence the trend in totalour traditional branch count over time.time, but are not the primary reason for our traditional branch closings. The Onsite concept is not new, in that we entered into the first such arrangement in 1992. However, it was largely a local option that grew slowly before we identified it as a growth driver in 2014 and2014. We have made substantial investments toward accelerating its traction in the marketplace since 2015. In this model, we provide dedicated sales and service to a single customer from a location that is physically within the customer'scustomers' facility (or, in some cases, at a strategically placed off-site location), with inventory that is specific to the customer'scustomers' needs. In many cases, we are shifting revenue with the customer from an existing branch.branch location, though we are beginning to see more new customer opportunities arise as a result of our Onsite capabilities. The model is best suited to larger companies, though we believe we can provide a higher degree of service at a lower level of revenue than most of our competitors. It has been our experience that sales mix at our Onsite locations produces a lower gross profit percentages at Onsite locations tend to be lowerpercentage than at branches,our branch locations, but we gain significant revenue with the customer and our cost to serve is materially lower. We have identified over 15,000 manufacturing and construction customer locations in the United States with potential to implement the Onsite service model. These include customers with which we have
an existing national account relationship today, as well as potential customers we are aware of due to our local market presence. However, as awareness of our capabilities has grown, we have identified additional Onsite potential with certain agencies of state, provincial and local government customers and academia. We also believe as we follow our existing national account customers outside the United States our market potential for Onsite solutions will continue to expand. The international opportunity is substantial, but our speed is limited by the relatively underdeveloped infrastructure in comparison to the United States. We expect revenues from Onsite arrangements to increase meaningfully over time. We experienced net increases of 151, 220, and 289 204, and 137 Onsite locations in
2020, 2019, and 2018, 2017,respectively, and 2016,signed 223, 362, and 336 new Onsite locations in 2020, 2019, and 2018, respectively. We had 8941,265 Onsite locations as of December 31, 2018,2020, and anticipate signingthey represented 26.3% of total sales. We believe the marketplace can support 375 to 400 new Onsite signings annually, and our goal in 2021 is to sign that many locations. However, we recognize that achieving the goal will be challenging, as the continued prevalence of COVID-19 infections has made gaining access to customer facilities and decision-makers difficult.
We believe the profitability of our in-market locations is affected by the average revenue produced by each site. In any in-market location, certain costs related to growth are at least partly variable, such as employee-related expenses, while others, like rent and utility costs, tend to be fixed. As a result, it has been shown that as an in-market location increases its sales base over time it typically will achieve a higher operating profit margin. This ability to increase our operating profit margin is influenced by: (1) general growth based on end market expansion and/or market share gains, (2) the age of the in-market location (new locations tend to be less profitable due to start-up costs and, in 2019.the case of a traditional branch, the time necessary to generate a customer base), and/or (3) rationalization actions, as in the past several years we have seen a net decline in our traditional branch base. There are many reasons why local or regional management might decide to close a location. Key customers may have migrated to a different part of the market, factories may have closed, our own supply chain capabilities in a market may have evolved to allow us to service some areas with fewer traditional branches, and/or our customers may have transitioned to our Onsite model. An Onsite may also close because local or regional management determines that the business at the location is unlikely to scale sufficiently to justify our being on premise, in which case the relationship often reverts to being managed in a local traditional branch. The paths to higher operating profit margins are slightly different in a traditional branch versus an Onsite location, as the former will tend to have more fixed costs to leverage while the latter will tend to have a smaller fixed cost burden but have greater leverage of its employee-related expenses. In the short term, the Onsite program can hurt the profitability of our existing branch network as it can pull established revenue away from an existing branch even as its fixed expenses are largely unchanged.
The following table provides a summary of the new Onsite customer locations signedpublic branches and the total Onsite locations we operated at the end of each year, as well as the Onsite openings, closings, and closingsconversions during each year:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| North America | | Outside North America | | |
| United States | Canada | Mexico & Caribbean (1) | Subtotal | | Central & South America (2) | Asia (3) | Europe (4) | Subtotal | Total |
In-Market Locations - 12/31/18 | 2,656 | | 246 | | 133 | | 3,035 | | | 14 | | 23 | | 49 | | 86 | | 3,121 | |
Starting Branches | 1,924 | | 186 | | 60 | | 2,170 | | | 6 | | 14 | | 37 | | 57 | | 2,227 | |
Opened Branches | 1 | | 1 | | 5 | | 7 | | | — | | 1 | | 4 | | 5 | | 12 | |
Closed/Converted Branches (5) | (119) | | (4) | | (1) | | (124) | | | — | | (1) | | — | | (1) | | (125) | |
Ending Branches | 1,806 | | 183 | | 64 | | 2,053 | | | 6 | | 14 | | 41 | | 61 | | 2,114 | |
| | | | | | | | | | |
Starting Onsites | 732 | | 60 | | 73 | | 865 | | | 8 | | 9 | | 12 | | 29 | | 894 | |
Opened Onsites | 271 | | 18 | | 16 | | 305 | | | 2 | | 1 | | 4 | | 7 | | 312 | |
Closed/Converted Onsites (5) | (78) | | (7) | | (7) | | (92) | | | (1) | | 1 | | — | | — | | (92) | |
Ending Onsites | 925 | | 71 | | 82 | | 1,078 | | | 9 | | 11 | | 16 | | 36 | | 1,114 | |
| | | | | | | | | | |
In-Market Locations - 12/31/19 | 2,731 | | 254 | | 146 | | 3,131 | | | 15 | | 25 | | 57 | | 97 | | 3,228 | |
Starting Branches | 1,806 | | 183 | | 64 | | 2,053 | | | 6 | | 14 | | 41 | | 61 | | 2,114 | |
Opened Branches | — | | — | | 3 | | 3 | | | — | | 5 | | 4 | | 9 | | 12 | |
Closed/Converted Branches (5) | (117) | | (4) | | (1) | | (122) | | | (1) | | — | | — | | (1) | | (123) | |
Ending Branches | 1,689 | | 179 | | 66 | | 1,934 | | | 5 | | 19 | | 45 | | 69 | | 2,003 | |
| | | | | | | | | | |
Starting Onsites | 925 | | 71 | | 82 | | 1,078 | | | 9 | | 11 | | 16 | | 36 | | 1,114 | |
Opened Onsites | 211 | | 16 | | 18 | | 245 | | | 6 | | 1 | | 5 | | 12 | | 257 | |
Closed/Converted Onsites (5) | (92) | | (6) | | (7) | | (105) | | | — | | — | | (1) | | (1) | | (106) | |
Ending Onsites | 1,044 | | 81 | | 93 | | 1,218 | | | 15 | | 12 | | 20 | | 47 | | 1,265 | |
| | | | | | | | | | |
In-Market Locations - 12/31/20 | 2,733 | | 260 | | 159 | | 3,152 | | | 20 | | 31 | | 65 | | 116 | | 3,268 | |
(1) Mexico, Puerto Rico, and Dominican Republic
(2) Panama, Brazil, Colombia, and Chile
(3) Singapore, China, Malaysia, and Thailand
|
| | | | |
| New Onsite Customer Locations Signed | Total Active Onsite Locations |
Total as of December 31, 2016 | 176 |
| 401 |
|
Opened Onsite locations | | 218 |
|
Closed Onsite locations | | (14 | ) |
Total as of December 31, 2017 | 270 |
| 605 |
|
Opened Onsite locations | | 318 |
|
Closed Onsite locations | | (29 | ) |
Total as of December 31, 2018 | 336 |
| 894 |
|
(4) The Netherlands, Hungary, United Kingdom, Germany, Czech Republic, Italy, Romania, Sweden, Poland, Austria, Switzerland, Ireland, Spain, France, and BelgiumIn 1995, we developed a national accounts program aimed at making(5) The net impact of non-in-market locations or Onsite locations converted to branches, branches converted to Onsite locations or non-in-market locations, and closures of branches or Onsite locations.
We utilize additional types of selling locations within our products and services more competitive with customers that operate multiple facilities. These customersnetwork, but these tend to be more specialized in nature and relatively few in number, comprising less than five percent of our total selling locations. We remain committed to a large, robust service network, including traditional branches; it remains the indispensable foundation of our business. In any given year, it is difficult to predict whether our total branch count will rise or fall. However, with the growth we anticipate in Onsite locations, we believe our total in-market locations will increase over time.
Our Business Tools
Fastenal Managed Inventory (FMI)
Over time, we have more complexinvested in and developed various technologies that allow us to put physical product closer to the point of use in a customer location, increase the visibility of a customer's supply chainschain (to the customer as well our personnel), and/or improve the ability to monitor or control usage. While there are isolated exceptions, these technologies are not themselves channels to the market but rather are utilized by our branch and structures for managing the original equipment manufacturing (OEM) and maintenance, repair, and operations (MRO) products we provide while at the same time, by virtue of their size and opportunity, have more negotiating power.Onsite channels to enhance service to our customers. Collectively, these tools form our Fastenal Managed Inventory (FMI) capabilities. We believe our local presence as partfully integrated distribution network allows us to manage the supply chain for all sizes of customers. FMI programs tend to generate a national,higher frequency of business transactions and, increasingly international, footprint,coupled with our abilityfully integrated distribution network, foster a strong relationship with customers.
We introduced industrial vending (FAST Vend) in 2008 to provide a consistent level of high-touch service and broad product availability, and our ancillary capabilities around manufacturing, quality control, and product knowledge, are attractive to these larger customers. We believe our advantage with these customers has only been strengthened as we have added other channels, such as industrial vending, Onsite, Fastenal Managed Inventory ('FMI®'), digital solutions, and resources to serve these customers' unique demands. As a result, in 2018, national accounts represented 51.2% of our net sales, compared to 48.7% and 47.4% in 2017 and 2016, respectively. We believe we will continue to perform well with these customers.
We introduced industrial vending in 2008. Vending provides our customers the benefits ofwith improved product monitoring and control. Benefits include reduced consumption, reduced purchase orders, reduced product handling, and 24-hour product availability, and we believe our company has a market advantage by virtue of our extensive in-market network.network of inventory and local personnel. For these reasons, the initiative began to gain significant traction in 2011 and we finished 20182020 with over 96,000approximately 110,700 devices in the field (81,000 generating product revenue and(approximately 15,000 inof which relate to a locker lease program)program with a specific retail customer). Our discussion generally focuses on the 81,000approximately 95,700 product revenue devices. We believe industrial vending has proven its effectiveness in strengthening our relationships with customers and helped to streamline the supply chain where it has been utilized. We also believe there remains considerable room to grow our current installed base before it begins to approach the number of units we believe the market can support. We estimate the market could support as many as 1.7 million industrial vending devices and, as a result, we anticipate continued growth in installed devices over time. We anticipate signing 23,000 to 25,000 new devices in 2019.
Our industrial vending portfolio consists of 2324 different vending devices, with 15 of these being in either a helix or locker format. Our most utilized models include the helix-based FAST 5000 which is approximately 40% of our installed base of devices, and our 12- and 18-door lockers, whichlockers; combined, arethese comprise approximately 35%70% of our installed base of devices. The lockersThese are either configurable or are available in multiple configurations and the helix format is configurable to accommodate the various sizes and forms of products that will be dispensed to match the unique needs of our customer.customers. Target monthly revenues per device typically range from under $1,000 to in excess of $3,000, depending on the type of device and products dispensed. The following two tables provide two views ofwith our data: (1) actual device count regardless of the type of device and (2) 'machine equivalent' count based on the weighted target monthly revenue of each device (compared to theflagship FAST 5000 device which hashaving a $2,000targeted monthly revenue target). For example, the 12-door locker, with target monthly revenuethroughput of $750, would be counted as '0.375 machine equivalent' (0.375 = $750/$2,000).$2,000.
The industrial vending (product revenue devices) information related to contracts signed during each period was as follows:
|
| | | | | | | | | | | | | | | | |
| | | Q1 | | Q2 | | Q3 | | Q4 | | Annual |
Device count signed during the period | 2018 | | 5,679 |
| | 5,537 |
| | 5,877 |
| | 4,980 |
| | 22,073 |
|
| 2017 | | 5,437 |
| | 4,881 |
| | 4,771 |
| | 4,266 |
| | 19,355 |
|
| 2016 | | 4,647 |
| | 4,869 |
| | 4,783 |
| | 3,760 |
| | 18,059 |
|
| | | | | | | | | | | |
'Machine equivalent' count signed during the period | 2018 | | 5,271 |
| | 5,250 |
| | 5,251 |
| | 4,610 |
| | 20,382 |
|
| 2017 | | 4,476 |
| | 4,032 |
| | 4,010 |
| | 3,640 |
| | 16,158 |
|
| 2016 | | 3,696 |
| | 3,941 |
| | 3,520 |
| | 2,951 |
| | 14,108 |
|
The industrial vending (product revenue devices) information related to installed devices at the end of each period was as follows:
|
| | | | | | | | | | | | | | | |
| | | Q1 | | Q2 | | Q3 | | Q4 | | |
Device count installed at the end of the period | 2018 | | 73,561 |
| | 76,069 |
| | 78,706 |
| | 81,137 |
| | |
| 2017 | | 64,430 |
| | 66,577 |
| | 69,058 |
| | 71,421 |
| | |
| 2016 | | 56,889 |
| | 58,346 |
| | 60,400 |
| | 62,822 |
| | |
| | | | | | | | | | | |
'Machine equivalent' count installed at the end of the period | 2018 | | 58,571 |
| | 61,405 |
| | 64,205 |
| | 66,784 |
| | |
| 2017 | | 49,921 |
| | 51,950 |
| | 54,215 |
| | 56,436 |
| | |
| 2016 | | 43,329 |
| | 44,707 |
| | 46,399 |
| | 48,399 |
| | |
In addition to industrial vending noted above, which primarily relatesBin stock (FAST Stock and FAST Bin) programs, where product is held in bins in a customer facility, is similar to our non-fastener business, we also provide Fastenal Managed Inventory ('FMI') programs, (also known as 'keep fill' or 'bin stock' programs in the industry) to numerous customers. This business relates to both our maintenance customers (MRO fasteners and non-fasteners) and original equipment manufacturers (OEM fasteners). FMI is like our industrial vending business in that it involves moving product closer to the point of customer use within their facilities. However,Such programs, which we call FAST Stock, have existed in the device is typically anindustrial supply industry for a considerable time, with open bin which isbins being clustered with other bins in a racking system, each of which holds OEMoriginal equipment manufacturing (OEM) fasteners, MROmaintenance, repair, and operations (MRO) fasteners, and/or non-fastener products that are consumed in the customer'scustomers' operations. Historically, these bins were simply plastic containers that held product and were visually inspected by our customers or Fastenal personnel to determine replenishment need. These bins utilize a varietyin some cases are organized and labeled into customer plan-o-grams which allow for the scanning of technologies. For instance, some bins are set up with the latest scanning technologies to determineproduct when product is at a minimum desired levellevel. However, in 2019 we introduced our FAST Bin technology, which we began to more aggressively commercialize in 2020. FAST Bin is the evolution of FAST Stock into a set of electronic inventory management solutions that automate process controls by providing 24/7 continuous inventory monitoring, real-time inventory visibility, and requires refill, while othersmore efficient replenishment of bin stock parts. These technologies come in three forms: (1) Scales utilize scalesa high-precision weight sensor system to measure the volumeexact quantity on hand in real time, automatically sending an order to Fastenal when inventory hits an established minimum. (2) Infrared uses infrared sensors lining individual bins to provide real-time visibility of approximate quantity and inventory values, automatically sending an order to Fastenal when inventory hits an established minimum threshold. (3) RFID is a bin's content byKanban system that utilizes RFID tags so that when an empty bin is removed from the rack and placed in a replenishment zone (also part of the same racking system) an automatic refill order is generated. These technologies provide superior monitoring capabilities. These capabilities provide immediate visibility to consumption changes, allowing for a lean supply chain, avoiding stock outs, and providing a more efficient labor model for both the customer and the supplier.
We plan on changing our reporting of FMI beginning in 2021. Historically, we have reported only on FAST Vend. However, the development and commercialization of FAST Bin and its weight. Wedigital capabilities, combined with industrial vending, provides us with a broader suite of tools with which to best manage our customers' product consumption and fulfillment, which we believe
will enhance our fully integrated distribution network allows usability to manage and grow our OEM and MRO fasteners, hydraulics and pneumatics, and other product offerings. Further, we view the supply chain for all sizesvalue-add offered to our customers by FAST Bin as it relates to product monitoring and data collection to be comparable to our industrial vending solution. As a result, beginning in 2021, we will begin to report 'Weighted FMI Device' signings and installations, which is the combined activity of customers.FAST Vend and FAST Bin converted into a comparable unit of measure, or 'machine equivalent unit' (MEU). This conversion takes the targeted monthly throughput of each FMI programs tenddevice signed or installed and compares it to generatethe $2,000 target monthly throughput of our FAST 5000 vending device. For example, an RFID enclosure, with target monthly revenue of $2,000 would be counted as '1.00' machine equivalent ($2,000/$2,000 = 1.00). An infrared bin, with target monthly revenue of $40, would be counted as '0.02' machine equivalent' ($40/$2,000 = 0.02). In 2021, we anticipate weighted FMI device signings to be in a higher frequencyrange of business transactions23,000 to 25,000 MEUs. Similar to Onsite, however, we recognize that achieving the goal will be challenging, as the continued prevalence of COVID-19 infections has made gaining access to customer facilities and coupled with our fully integrated distribution networkdecision-makers difficult.
The tables below contain information on how the presentation of weighted FMI devices differs from the industrial vending information (product revenue devices) on signings and installations that allows us to manage these programs for all sizes of customers, foster a strong relationship with customers, as we are often their preferred supplier.have previously provided.
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | Q1 | | Q2 | | Q3 | | Q4 | | Annual |
Vending device count signed during the period | 2020 | | 4,798 | | | 3,483 | | | 4,680 | | | 3,456 | | | 16,417 | |
| 2019 | | 5,603 | | | 5,439 | | | 5,671 | | | 5,144 | | | 21,857 | |
| 2018 | | 5,679 | | | 5,537 | | | 5,877 | | | 4,980 | | | 22,073 | |
| | | | | | | | | | | |
Machine equivalent vending count signed during the period | 2020 | | 4,561 | | | 3,362 | | | 4,515 | | | 3,279 | | | 15,717 | |
| 2019 | | 5,213 | | | 5,058 | | | 5,354 | | | 4,938 | | | 20,563 | |
| 2018 | | 5,271 | | | 5,250 | | | 5,251 | | | 4,610 | | | 20,382 | |
| | | | | | | | | | | |
Machine equivalent FMI devices signed during the period | 2020 | | 4,564 | | | 3,364 | | | 4,517 | | | 3,279 | | | 15,724 | |
| 2019 | | 5,213 | | | 5,075 | | | 5,364 | | | 4,941 | | | 20,593 | |
| 2018 | | 5,271 | | | 5,250 | | | 5,251 | | | 4,610 | | | 20,382 | |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | Q1 | | Q2 | | Q3 | | Q4 | | |
Vending device count installed at the end of the period | 2020 | | 92,124 | | | 92,615 | | | 94,395 | | | 95,733 | | | |
| 2019 | | 83,410 | | | 85,871 | | | 88,327 | | | 89,937 | | | |
| 2018 | | 73,561 | | | 76,069 | | | 78,706 | | | 81,137 | | | |
| | | | | | | | | | | |
Machine equivalent vending count installed at the end of the | 2020 | | 79,230 | | | 80,123 | | | 82,236 | | | 83,802 | | | |
period | 2019 | | 69,258 | | | 71,942 | | | 74,686 | | | 76,792 | | | |
| 2018 | | 58,571 | | | 61,405 | | | 64,205 | | | 66,784 | | | |
| | | | | | | | | | | |
Machine equivalent FMI devices installed at the end of the | 2020 | | 79,233 | | | 80,128 | | | 82,243 | | | 83,809 | | | |
period | 2019 | | 69,258 | | | 71,959 | | | 74,713 | | | 76,822 | | | |
| 2018 | | 58,571 | | | 61,405 | | | 64,205 | | | 66,784 | | | |
Digital Solutions
We also invest in digital solutions that aim to deliver strategic value for our customers, leverage local inventory for same-day solutions, and provide efficient service. While there is a transactional element to our digital services, many of the solutions we invest in are intended to add value to customers by illuminating various elements of their supply chain. These solutions take many forms.forms:
1.) Transactional. Our transactional, or e-commerce, platforms (web verticals or integrated catalogs) provides a means for our customers to effectively and efficiently procure MRO and unplanned spend. One of our e-commerce solutions, Fastenal EXPRESS, guides our customers to products which are locally stocked, capitalizing on our existing location footprint, in order to provide same-day or early next-day service for online orders. This positions us to outperform what is most typically a 24- to 48-hour fulfillment expectation. While there is a retail component to our transactional digital services, most of the revenue attributable to this is with our traditional customer base, nearly all of which purchase digitally as a supplement to other channels and tools that it utilizes with Fastenal. We attribute the revenue generated from a customer location through our transactional platforms to the in-market location that traditionally services that customer location.
2.) Digital Visibility. Certain of our digital capabilities are intended to produce operational efficiencies for our customers and ourselves and/or to deliver strategic value by illuminating customer supply chains. For instance, the above noted technologies (vendingwe have developed, and FMI), provide locational data that we can utilizecontinue to provide strategic value to our customers. Andevelop, 'Mobility' applications, one example of thiswhich is our Vending App, which provides a number of benefits. It provides easy, real-time information pertaining to a customer's local inventory position within their point-of-use devices. It
incorporates customer usage data to recommend optimized parts and quantity for specific devices, improving customer inventories while reducing stock-outs. Moving our fulfillment process from a vending device-based keypad function to a tablet or scanning interaction improves the restock process, reducing time consumed (greater efficiency) while improving accuracy (improved quality assurance). We will continue to build out our suite of apps. We also have 'eProcurement Solutions'. Electronic Data Interchange (EDI), is the connectivity between our system and our customers' procurement systems – whether a direct integration into their Enterprise Resource Planning (ERP) system or through a third-party procurement network or marketplace. These solutions provide system-to-system exchange of electronic procurement documents (such as purchase orders, advanced shipping notices, and invoices for direct and indirect spend). Our eProcurement Solutions provide a bridge between our FMI replenishment activity and our customers' procurement systems – creating an efficient, accurate and streamlined procure-to-pay (P2P) process. 'FAST 360' acts as the bridge between our FMI footprint and a customer's view into our managed service model. FAST 360 which surfaces data around ourthese managed services providing our customers withas one central source of information as we manage theirour customers' OEM and MRO products.product lines. This is achieved through our FMI technologies providing locational data around our FAST Vend, FAST Bin, and FAST Stock footprint, and FAST 360 being the means of surfacing that data and activities to our customers.
3.) Analytics. We also provide eProcurement Solutions (Electronic Data Interface,solution-based digital platforms (e.g., web verticals or 'EDI'integrated catalogs) which leverages our existing strategic environment by creating a means of migrating online spend offline, which illuminates our supply chain capabilities. This is marketed under the 'FAST 360 Analytics' label, as it is an enterprise-centric extension of the digital visibility capabilities of FAST 360. We bring value to our customers, as well as ourselves, by using these digital platforms and 'punchouts')analytics to shift product from a 'non-sticky' transactional environment (which is online) to a 'sticky' strategic environment (which is our FMI programs). These provide system-to-system exchangeWe create customer cost savings opportunities through this directive by lowering the total cost of documents (suchownership (TCO) as purchase orders, advance shipping notices, and invoices for direct and indirect spend) through a direct integration into our customer's Enterprise Resource Planning (ERP) systems or through a third party procurement network or marketplace. This creates an efficient, accurate, and streamlined procure-to-pay process. We also have an e-commerce offering that allows usthe objective is to provide same-day solutions for online orders. 'shrink' the unplanned – high cost – purely transactional spend bucket.
We believe our integrated physical and virtual model, when paired with our national (and increasingly international) scope, represents a unique capability in industrial distribution when compared to e-commerce as an independent sales channel. One of our web solutions, Fastenal EXPRESS, guides our customers to products that are locally stocked, capitalizing on our existing location footprint, in order to provide same-day service for online orders. This positions us to outperform what is more typically a 24 to 48 hour fulfillment expectation for MRO and unplanned transactions. We expect to continue to build out and develop our digital solutions over time.
We believe our currentglobal channels to market and business tools, including those that we consider to be growth drivers – Onsite locations, national accounts, industrial vending,(Onsites, international expansion, FMI, and digital solutions –solutions) represent alternative means to address the requirements of certain customer groups. They get us closer to the customer and to where the product is actually consumed. This is consistent with our strategy and offers significant value by providing differentiated and 'sticky' service. Combined with ongoing strategic investments in end market initiatives (such as our Customer Service Project ('CSP') initiatives which expand inventory placement at our branches to enhance same-day capabilities) as well
as selling (in-market and otherwise) and non-selling (engineering, product specialists, manufacturing, etc.) employees, we offer a range of capabilities that is difficult for large and small competitors to replicate.
We remain committed to a large, robust service network, including traditional branches; it remains the indispensable foundation of our business. In any given year, it is difficult to predict whether our total branch count will rise or fall. However, with the growth we anticipate in Onsite locations, we believe our total in-market locations will increase over time.
It has been our experience that our profitability is affected by the average revenue produced by each branch. While certain costs related to growth at a branch are at least partly variable, such as employee-related expenses, others, like rent and utility costs, tend to be fixed. As a result, it has been shown that as a branch increases its sales base over time it typically will achieve a higher operating profit margin. This ability to increase our average revenue per branch is influenced by: (1) general growth based on end market expansion and/or market share gains, (2) the age of the branch base (new branches tend to be less profitable due to start-up costs and the time necessary to generate a customer base; however, when these new branches mature and increase their sales base, their profitability similarly increases), and (3) rationalization actions – in the past several years the company has seen a net decline in its branch base. There are many reasons why local or regional management might decide to close a branch. Key customers may have migrated to a different part of the market or transitioned to our Onsite model, factories may have closed, or our own supply chain capabilities in a market may have evolved to allow us to service some areas with fewer traditional branches. In the short term, the Onsite program can hurt the profitability of our existing branch network as it can pull established revenue away from an existing branch.
We operate 11fifteen regional distribution centers in North America. Twelve are in the United States – Minnesota, Indiana, Ohio, Pennsylvania, Texas, Georgia, Washington, California, Utah, North Carolina, Kansas, and KansasMississippi – and three are outside the United States – Ontario, Canada; Alberta, Canada; and Nuevo Leon, Mexico. We also operate one distribution center in Europe, located in Dordrecht, Netherlands. These 14 distribution centers give us approximately 3.94.6 million square feet of distribution capacity. These distribution centers are located so as to permit deliveries of two to five times per week to our in-market locations using our trucks and overnight delivery by surface common carrier, with approximately 84%77% of our North American in-market locations receiving service four to five times per week. The distribution centercenters in Indiana and Kansas also servesserve as a 'master' hub,hubs, with those in California and North Carolina and Kansas serving as 'secondary' hubs to support the needs of the in-market locations in their geographic regions as well as provide a broader selection of products for the in-market locations serviced by the other distribution centers.
We currently operate our Minnesota, Indiana, Ohio, Pennsylvania, Texas, Georgia, Washington, California, North Carolina, Kansas, and Ontario, Canada distribution centers with automated storage and retrieval systems (ASRS). These teneleven distribution centers operate with greater speed and efficiency, and currently handle approximately 94%95% of our picking activity. The Indiana facility also contains our centralized replenishment facility for a portion of our industrial vending business. This operation is also highly automated. Construction of a new distribution center in Washington, which will include ASRS technology, began in 2018, and we expect this project to be completed in the fourth quarter of 2019. Construction of a new distribution center in Mississippi also began in 2018, and we expect this project to be completed in the third quarter of 2019. We would expect to add and/or expand new distribution centers over time as our scale and the number of our in-market locations increases.
Our information systems departmentteam develops, implements, and maintains the computer based technology used to support business functions within Fastenal. Corporate, digital, distribution center, and vending systems are primarily supported from central locations, while each selling location uses a locally installed Point-Of-Sale (POS) system. The systems consist of both customized,custom in-house developed, purchased, and subscription licensed software. A dedicated Wide Area Network (WAN) is used to provide connectivity between systems and authorized users.
Trademarks and Service Marks
We conduct business under various trademarks and service marks, and we utilize a variety of designs and tag lines in connection with each of these marks, including Growth Through Customer Service®. Although we do not believe our operations are substantially dependent upon any of our trademarks or service marks, we consider the 'Fastenal' name and our other trademarks and service marks to be valuable to our business. We have registered, or applied for the registration of, various
trademarks and service marks. Our registered trademarks and service marks are presumed valid in the United States as long as they are in use, their registrations are properly maintained, and they have not been found to have become generic. Registrations of trademarks and service marks can also generally be renewed indefinitely as long as the trademarks and service marks are in use.
Products
Fastenal was founded as a distributor of fasteners and related industrial and construction supplies. This includes threaded fasteners, which represent approximately 84% of total fastener sales and includes bolts, nuts, screws, studs, and related washers, as well as miscellaneous supplies and hardware, such as pins, machinery keys, concrete anchors, metal framing systems, wire rope, strut, rivets, and related accessories. Our fastener product line, which is primarily sold under the Fastenal product name, represented 34.9%29.9%, 35.6%34.2%, and 36.6%34.9% of our consolidated net sales in 2018, 2017,2020, 2019, and 2016, respectively. Of this, threaded fasteners represented approximately 29%, 30%, and 33% of our consolidated net sales in 2018, 2017, and 2016, respectively.
Fastener distribution is complex. In most cases, the product has low per unit value but high per unit weight. This presents challenges in moving product from suppliers, most of whom are outside of North America, to our distribution centers, as well
as from our distribution centers to our branch, Onsite, and customer locations. At the same time, fasteners are ubiquitous in manufactured products, construction projects, and maintenance and repair while at the same timealso exhibiting great geometric variability based on use and application. In many cases, a fastener is a critical part in machine uptime and/or effective use. These features have greatly influenced our logistical development, training and educational programs, support capabilities, and inventory decisions, which we believe would be difficult for competitors to replicate.
In 1993, we began to aggressively add additional product lines, and these represented 65.1%70.1%, 64.4%65.8%, and 63.4%65.1% of our consolidated sales in 2018, 2017,2020, 2019, and 2016,2018, respectively. These products, which we refer to as non-fastener product lines, tend to move through the same distribution channel, get used by the same customers, and utilize the same logistical capabilities as the original fastener product line. This logic is as true today as it was when we first began to diversify our product offering. However, over time, the supply chain for these product lines has evolved in ways independent of the fastener line. For instance, non-fastener product lines benefit disproportionately from our development of industrial vending.
The most significant category of non-fastener products is our safety supplies product line, which accounted for 17.2%25.5%, 16.3%17.9%, and 16.0%17.2% of our consolidated sales in 2018, 2017,2020, 2019, and 2016,2018, respectively. This product line has enjoyed dramatic sales growth in the last ten years (nearly tripling as a percentage of sales over that ten-year time frame). Thiswhich we believe is directly relatedattributable to our success in industrial vending.vending over that period. The exception to this is the significant increase in safety sales as a percentage of consolidated net sales in 2020, which is directly attributable to dramatic increases in demand for personal protective equipment (PPE) in response to the COVID-19 pandemic in that year. Our tools product line now accounts for 10%represented approximately 8.2%, 9.9%, and 10.0% of consolidated net sales representing 10.0%, 10.1%,in 2020, 2019, and 9.9% in 2018, 2017, and 2016, respectively. Also, in
In the last several yearsdecades we have added 'private label' brands (often referred to as 'Fastenal brands')'Exclusive Brands', or brands sold exclusively through Fastenal) to our offering, and thesenon-fastener offering. These private label brands represented approximately 13%, 12%, and 12% of our consolidated net sales in each of 2020, 2019, and 2018. We believe it is also appropriate to think about our private label sales as a percentage of our non-fastener sales for two reasons: (1) branded vs. private label dynamics of fasteners differ from those of non-fasteners; and (2) non-fastener data is more comparable to information reported by our peers, who do not generally have our significant mix of fastener business. Private label brands represented approximately 18%, 19%, and 19% of our total non-fastener sales in 2020, 2019, and 2018, 2017,respectively. Our percentage of private label brand sales as a percentage of our total non-fastener sales in 2020 declined due to strong growth of COVID-related PPE, which was not sold under a private label brand, while demand was weak for other safety products, many of which are marketed under a private label brand and 2016, respectively.were more greatly affected by economic weakness in our traditional manufacturing and construction customers. Prior to 2020, we generally had experienced increases in sales of private label products as a percentage of total non-fastener sales when looking at specific sales channels such as Onsite locations, branches, and vending. However, these increases were masked by the relative sales growth we were experiencing with Onsite locations, which typically have a lower percentage of total sales being private label than is the case in branches or sales through vending devices.
We plan to continue to add other product lines in the future.
Detailed information about our sales by product line is provided in Note 23 of the Notes to ConsolidatedConsolidated Financial Statements included later in this Form 10-K. Each product line may contain multiple product categories.
Inventory Control
Our inventory stocking levels are determined using our computer systems, by our sales personnel at in-market locations, by our district and regional leadership, and by our product managers.development team. The data used for this determination is derived from sales activity from all of our selling locations, from individual selling locations, and from different geographic areas. It is also derived from supplier information and from customer demographic information. The computer system monitors the inventory level for all stock items and triggers replenishment, or prompts a buyer to purchase, as necessary, based on an established minimum-maximum stocking level. All branches stock a base inventory and may expand beyond preset inventory levels as
deemed appropriate by the district and branch personnel. Non-branch selling locations (primarily Onsites) stock inventory based on customer-specific arrangements. Inventories in distribution centers are established from computerized data for the selling locations served by the respective distribution center. Inventory quantities are continuously re-balanced utilizing an automated transfer mechanism we call 'inventory re-distribution'.
Inventory held at our selling locations, close to customers and available on a same-day basis, accounted for approximately 61%59%, 65%60%, and 64%61% of our total inventory at the end of 2018, 2017,2020, 2019, and 2016,2018, respectively. Inventory held at our distribution centers and manufacturing locations accounted for approximately 39%41%, 35%40%, and 36%39% of our total inventory at the end of 2018, 2017,2020, 2019, and 2016,2018, respectively. The distribution center and manufacturing location inventory, when combined with our trucking network, allows for fast, next-day service at a very competitive cost.
Manufacturing and Support Services Operations
In 2018,2020, approximately 96% of our consolidated net sales were attributable to products manufactured by other companies to industry standards or to customer specific requirements. The remaining 4% related to products manufactured, modified, or repaired by our manufacturing businesses or our support services. The manufactured products consist primarily of non-standard sizes of threaded fasteners and hardware made to customers' specifications at one of our nine manufacturing locations, or standard sizes manufactured under our Holo-Krome®, Cardinal Fasteners®, and Cardinal FastenersSpensall® product lines. The services provided by the support services group include, but are not limited to, the repair of tools and hoists, the fabrication of chain sling and hose, band saw blade welding, and other light manufacturing and fabrication. We may add additional services in the future. However, we engage in these activities primarily as a service to our customers and expect them to continue to contribute in the range of 4% to 6% of our consolidated net sales in the future.
Sources of Supply
We use a large number of suppliers for the standard stock items we distribute. Most items distributed by our network can be purchased from several sources, although preferred sourcing is used for some stock items to facilitate quality control.control. No single supplier accounted for more than 5% of our inventory purchases in 2018.2020.
In the case of fasteners and our private label non-fastener products, we have a large number of suppliers but these suppliers are heavily concentrated in a single geographic area, Asia. Within Asia, suppliers in China represent a significant source of product. As a result, the cost and effectiveness of our supply chain is dependent on relatively unfettered trade across geographic regions.
Beyond inventory, we have some concentration of purchasing activity. For example, we utilize a limited number of suppliers for our distribution equipment two main suppliers forand our vehicle fleet, and primarily one supplier for our industrial vending equipment. However, we believe there are viable alternatives to each of these, if necessary.
Customers and Marketing
We believe our success can be attributed to our ability to offer customers a full line of quality products, our convenient locations and diverse methods of providing those products, and the superior service orientation and expertise of our employees. Most of our customers are in the manufacturing and non-residential construction markets. The manufacturing market includes both OEM and MRO customers.customers and historically has represented approximately 65% of our business. The non-residential construction market includes general, electrical, plumbing, sheet metal, and road contractors.contractors and historically has represented approximately 10-15% of our business. Other users of our products include farmers, truckers, railroads, oil exploration companies, oil production and refinement companies, mining companies, federal, state, and local governmental entities, schools, and certain retail trades.
During the fourth quarter of 2018, our total number of active customer accounts (defined as accounts having purchase activity totaling at least $100 within the last 90 days) was approximately 256,000, while our total 'core accounts' (defined as the average number of accounts with purchase activity of at least $500 per month within the last 90 days) was approximately 80,000. In 2018, we changed our definitions of active customer accounts and 'core accounts' and the figures below are the comparable figures in 2017, which reflects those changes. In 2017, an active account was defined as having spend in the preceding 90 days of $1 (versus the new $100) while 'core accounts' was defined as the average number of accounts with spend in the preceding 90 days of $250 (versus the new $500). Applying the same definitions to 2017 as we now apply to 2018, our active customer accounts would have been 263,000 and our 'core accounts' would have been 77,000 during the fourth quarter of 2017. In addition to providing information externally about the size of our customer base, the concepts of active customer accounts and core accounts are used internally to understand customer size and potential. As our business generally has gotten larger and national accounts have grown in the mix, our historical definitions of these customers has become less informative. The changes in definition were intended to realign our customer base into size categories that more closely align with the profile of our company today. In 2018, no one customer accounted for more than 5% of our sales.
Based on our customer profile being oriented toward manufacturing and non-residential construction, our business has historically been cyclical. However, we believe our model has certain protections that moderate the volatility of our results around cyclical changes. First, we have a large number of customers that serve a wide range of segments within the broader manufacturing and non-residential construction market, although slumps in one industry served by us can rapidly spread to other, interrelated industries, locally or globally. However, we still believe this customer and market segment diversity provides some insulation from economic changes that are not across multiple industries and geographic regions. In addition, while a meaningful part of our revenue is derived from products that are incorporated into final products. However,products, we also have a significant portion of revenue that is derived from products used to maintain facilities, and while thisfacilities. This latter source of revenue tends to be directly influenced by cyclical changes, but its rate of change tends to be less dramatic.
In 1995, we developed a national accounts program aimed at making our products and services more competitive with customers that operate multiple facilities. These customers tend to have more complex supply chains and structures for managing the OEM and MRO products we provide while at the same time, by virtue of their size and opportunity, have more negotiating power. We believe our local presence as part of a national, and increasingly international, footprint, our ability to provide a consistent level of high-touch service and broad product availability, and our ancillary capabilities around manufacturing, quality control, and product knowledge, are attractive to these larger customers. We believe our advantage with
these customers has only been strengthened as we have added other channels, such as Onsite, FMI, digital solutions, and resources to serve these customers' unique demands. As a result, in 2020, national accounts represented 55.0% of our sales, compared to 53.6% and 50.7% in 2019 and 2018, respectively. We believe sales to national accounts customers will continue to increase as a percent of our total sales over time.
In an in-market location, our customers' business activity is tracked through 'active accounts'. Customers often have more than one active account at a single in-market location, reflecting their utilization of different Fastenal services, and frequently have active accounts at many in-market locations across our global network. During the fourth quarter of 2020, our total number of active customer accounts (defined as accounts having purchase activity totaling at least $100 within the last 90 days) was approximately 218,000, while our total 'core accounts' (defined as the average number of accounts with purchase activity of at least $500 per month within the last 90 days) was approximately 77,000. During 2020, we had a single customer that represented 5% of our consolidated net sales, whereas all remaining customers fell below that threshold. During both 2019 and 2018, no single customer represented 5% or more of our consolidated net sales.
Direct marketing continues to be the backbone of our business through our local in-market selling personnel, as well as our non-branch selling personnel. We support our sales team with multi-channel marketing including direct mail and digital marketing, print and radio advertising, catalogs,targeted campaigns, promotional flyers, events, and branch signage.events. In recent years, our national advertising has been focused on a NASCAR® sponsorship through our partnership with Roush Fenway Racing® as the primary sponsor of Ricky Stenhouse Jr.'sthe No. 17 car in the Monster EnergyNASCAR® NASCAR® Cup Series.Series, driven by Chris Buescher. In 2020, our sports marketing efforts were extended when the National Hockey League (NHL®) awarded us as the preferred MRO supplier of the sport.
Seasonality
Seasonality has some impact on our sales. The first and fourth quarters are typically our lowest volume periods, given their overlap with winter months in North America during which our direct and indirect sales to customers in the non-residential construction market typically slow due to inclement weather. The fourth quarter also tends to be more greatly affected by the Thanksgiving (October in Canada and November in the United States), Christmas, and New Year holiday periods, due to plant shut downs. In contrast, the second and third quarters typically have higher revenues due to stronger non-residential construction activity and relatively fewer holidays (although Good Friday will sometimes fall in the second quarter and the 4th of July will always fall in the secondthird quarter).
Competition
Our business is highly competitive, and includes large competitors located primarilynational distributors whose strongest presence tends to be in large citiesmore densely populated areas, and smaller regional or local distributors, locatedwhich compete in many of the same smaller markets in which we have branches. We believe the principal competitive factors affecting the markets for our products, in no particular order, are customer service, price, convenience, product availability, and cost saving solutions.
Market strategies in industrial distribution are varied. WhereWith respect to products, are concerned, while many of the larger distributors have trended toward a broad-line offering over time,time; however, they are often still closely associated with a specific product that can influence their ability to capture market share. This association with a specific product line is often even more pronounced among smaller competitors, though many smaller competitors do deploy a broad-line model. Means of serving the customer are even more
diverse. For instance, many competitors maintain a local, branch-based presence in their markets, while others use vans to sell products in markets away from their main warehouses, while still others rely on catalogs or telemarketing sales. Recent years have seen the emergence of e-commerce solutions, such as websites, and while this channel has been embraced by many traditional distributors it also has introduced non-traditional, web-based competitors into the marketplace. The diversity of product and service models supported in the marketplace is a reflection of the equally diverse product and service needs of the customer base. The large majority of our customers utilize multiple channels, from a single distributor where they are offered or from a range of distributors, to procure the products they need in their operations.
We believe that better service, and a competitive selling advantage, can be provided by maintaining a physical selling and stocking presence closer to the customer'scustomers' location(s). As a result, we maintain branches in small, medium, and large markets, each offering a wide variety of products. The convenience of a large number of branches in a given area, combined with our ability to provide frequent deliveries to such branches from centrally located distribution centers, facilitates the prompt and efficient distribution of products. We also believe our industrial vending and bin stock solutions, supported from an in-market (branch or Onsite) location, provides a unique way to provide our customers convenient access to products and cost saving solutions using a business model not easily replicated by our competitors. Having trained personnel at each in-market location also enhances our ability to compete (see 'Employees' below).
Our Onsite service model provides us with a strategic advantage with our larger customers. Building on our core business strategy of the local branch, the Onsite model provides value to our customers through customized service while giving us a competitive advantage through stronger relationships with those customers, all with a relatively low incremental investment given the existing branch and distribution structure.
Human Capital Resources
Employees
At the end of 2018,2020, we employed 21,64420,365 full and part-time employees. Of these, approximately 73%72% held an in-market or non-branch selling role. We characterize these personnel as follows:
| | | | | | | | |
| 2020 | 2019 |
In-market locations (branches & Onsites) | 12,680 | | 13,977 | |
Non-in-market selling (1) | 1,952 | | 1,854 | |
Selling subtotal | 14,632 | | 15,831 | |
Distribution/Transportation | 3,583 | | 4,012 | |
Manufacturing | 639 | | 711 | |
Administrative (2) | 1,511 | | 1,394 | |
Non-selling subtotal | 5,733 | | 6,117 | |
Total | 20,365 | | 21,948 | |
|
| | | | |
| 2018 | 2017 |
In-market locations | 14,015 |
| 13,424 |
|
Non-branch selling | 1,772 |
| 1,711 |
|
Selling subtotal | 15,787 |
| 15,135 |
|
Distribution | 3,830 |
| 3,575 |
|
Manufacturing | 736 |
| 652 |
|
Administrative | 1,291 |
| 1,203 |
|
Non-selling subtotal | 5,857 |
| 5,430 |
|
Total | 21,644 |
| 20,565 |
|
(1) Our non-in-market selling employee count has grown in recent years due to an increased focus on resources to support our growth drivers, particularly Onsite and national account growth.Note – In materials released(2) Administrative primarily includes our Sales Support, Information Technology, Finance and Accounting, Human Resources, and senior leadership roles and functions. Our administrative employee count has also grown in recent years due to an increased focus on January 17,technology capabilities. For example, 66.7% of the increase in administrative employees in 2020 over 2019 related to our fourth quarteradditions to our information technology teams.
Employee Profile
As of December 31, 2020, we had 20,365 employees worldwide, with 16,820 of those employees located within the United States (U.S.), 2,277 employees located in Canada and full year 2018 earnings results, we undercountedMexico, and 1,268 employees located overseas in 22 other countries throughout the world. Approximately 72% of our total employees by 25. We corrected thismaintain customer-facing sales roles, directly interacting with our customers on a daily basis from one of our 3,268 in-market locations. The remaining population of our workforce comprise our in-house manufacturing capabilities (3.1%), our captive transportation and distribution functions (17.6%), and our administrative support functions (7.4%), supporting our sales force and continuing to drive value for our customers.
Based on our 2019 EEO-1 data, which is our most recently filed information, in the table above,United States females and throughout this document,minorities constitute 24.5% and as a result some20.9% of our workforce, respectively. Based on U.S. Bureau of Labor Statistics data, we believe Fastenal’s mix of female and minority employees is consistent with, if not higher than, the proportion of females and minorities working in manufacturing and construction, which is representative of the figures will not match the comparable figurespool of employees from which we might draw candidates. Relative to 2012, our female and minority workforces have grown 2.2x and 3.0x faster, respectively, than our overall U.S. workforce.
Health and Safety
Employee health and safety continues to be a priority in every aspect of our business. We’ve taken a multi-faceted approach to safety that helps us understand and reduce hazards in our previously published fourth quarterbusiness. Trainings, audits, inspections, risk assessments, safety coaching, and fullemployee engagement are all programs that help us consistently manage our facility and employee safety. Our internal scorecard system and safety management system ensures we maintain focus on a variety of risks while we sustain an inclusive safety environment that contributes to innovation and improved performance. We continue to expand and evolve our safety programs to better meet our employee needs and workplace conditions as our business grows.
This commitment to, and continuous improvement towards, a safer work environment for our employees has generated excellent results. A widely accepted measure of organizational health and safety is the Experience Modification Rate (EMR). An organization’s EMR is established through the comparison of a company’s past and expected losses incurred through workplace injury against industry averages, which are compiled by the National Council on Compensation Insurance and consider unique variables such as the size and characteristics of an organization. Industry averages are benchmarked at a 1.00 EMR, with a reduction in the rate being reflective of an organization’s ability to implement superior safety procedures and protocols, resulting in a safer environment and reducing both personnel and financial risk. In 2020, the most recent year 2018 earnings results.for which this figure has been calculated, Fastenal had an EMR of 0.45, which is 55% better than the average performance rate for our industry.
2020 was unique for the impact that the COVID-19 pandemic had on organizations, including ours. Our response has consistently evolved to meet the turbulent environment:
•The business continuity team implemented regular communication regarding impacts of the COVID-19 pandemic, including health and safety protocols and procedures.
•Implementing a hierarchy of controls to address hand washing, social distancing, cleaning areas and frequency, personal protective equipment and resources to stay up to date on the changing conditions.
•Deployment of face covers, dispensed through our vending technology, across the company for use in areas where they are required and recommended.
•Prohibiting all domestic and international non-essential travel for all employees.
•Providing additional days of leave for full- and part-time employees to cope with the illness.
•Restricting access to our non-public facilities such as corporate offices, distribution centers, sales offices, and manufacturing locations.
•Providing public branch access by appointment or pickup only in high risk areas.
•Implementation of risk assessments in critical operating facilities.
•Implementing protocols to address actual and suspected COVID-19 cases and potential exposure.
•Working closely with customers to meet their specific COVID-19 requirements and maintain service.
•Providing all of our employees with frequent updates to share stories of how we were helping customers and each other, disclosing COVID-19 statistics within the organization.
We understand the benefits of employee health and safety and continue to invest in programs, products, and resources. We also understand the environment of trust and fairness that exists when information is openly shared. As an essential provider of personal protective equipment to critical customers, we also continue to invest in products and services to meet the health and safety needs of our customers and communities.
Employment and Compensation Philosophy
Fastenal’s success is defined by our people. Our cultural values – Ambition, Integrity, Innovation, and Teamwork – are woven into the fabric of our human resources processes and protocols, and inform our employment and compensation philosophies.
Several principles underpin our employment philosophy. One is decentralization: placing employees close to our customers' operations and trusting these employees to independently make local decisions to provide differentiated local service. A second is that we are a passionately promote-from-within company, guided by a belief that if you work hard, make great decisions, learn from mistakes, and exemplify our cultural values, you should receive greater opportunity and responsibility.
We believe these principles cultivate an entrepreneurial mindset and foster an environment of trust and empowerment.
As it relates to our compensation philosophy, we believe our combination and mix of base and bonus pay motivates our people to high levels of individual and company success, as the qualitygoals and objectives have been repeatedly demonstrated to be achievable with superior effort. We are guided by simple principles. (1) Programs should be easy to understand, with goals and objectives that are clearly communicated and resources for success that are provided. They should be calculable by the employee and numbers-driven (e.g., not subjective). (2) Total compensation should have a significant component that is based on how well the employee has grown their piece of the business and served our customers. (3) Employees should receive incentives as soon as practical upon attainment of the goal.
Approximately 72% of our employees is criticalinterface directly with customers on a daily or frequent basis, with the remainder supporting the selling efforts of our customer-facing employees. Typical pay arrangements provide a base amount paid periodically during the month, along with a major opportunity to earn bonus amounts, paid monthly, based on growth in sales, gross or pre-tax profit achieved, and prudent management of working capital. In certain roles, there may also be a portion of compensation based on contribution to attaining predetermined departmental or project and cost containment goals, most focused on either customer service or better execution of company-wide activities.
Because we believe the growth in the company's stock value should be the reward for achieving long-term success consistent with being an owner, we have a stock option plan. In the case of certain foreign employees, we have a stock appreciation rights plan. All of our employees are eligible to receive stock option grants or stock appreciation rights.
We believe our combination of short and long-term rewards and incentives has proven successful as reflected in our historic performance and acceptable levels of employee retention and turnover.
Our employees are not subject to any collective bargaining agreements and we have experienced no work stoppages. We believe our employee relations are good.
Talent Acquisition and Development
Fastenal’s values are integral to our ability to compete successfully in the markets we currentlyemployment process and serve and to our ability to develop new markets and customer relationships. We foster the growth and education of skilled employees throughout the organization by operating training programs and by decentralizing decision-making. Wherever possible, ouras guideposts for leadership. The ultimate goal is straightforward: find great people, ask them to 'promote from within'. For example, mostjoin, and give them a reason to stay. Reasons include training, opportunity, and a welcoming environment. From a practical standpoint, this means that we attract a broad group of candidates and then hire the candidate who is the best match for the position based on their skills and abilities. In accordance with our decentralized leadership structure, we believe the person best suited to make this decision is the local leader trying to fill the opening. In light of our promote-from-within philosophy, we know we are hiring a potential future leader with every new branchhire.
Our Human Resources department develops efficient processes to expand our reach and Onsite managers are promoted from an outside sales positionpool of diverse talent while balancing the needs and district managers (who superviserequirements of data collection and storage. We have created a numberstandardized framework for posting jobs and interviewing for positions, supplemented with training through the Fastenal School of in-market locations) are usually former branch managers.Business. We have a Diversity and Compliance team that is heavily involved in developing this standardized framework, which ensures its integrity. Not only is this process followed for all new hires, we replicate the same procedures for any internal transfers and promotions.
The Fastenal School of Business (our internal corporate university program, known as FSB) develops and delivers a comprehensive array of industry and company-specific training and development programs that are offered to our employees. The programs are offered through a combination of both classroom instructor-led training, virtual instructor-led training, and online learning. FSB provides core curricula focused on key competencies determined to be critical to the success of our employees' performance. In addition, we provide specialized educational tracks within various institutes of learning. These institutes of learning are advanced levels that provide specific concentrations of education and development and have been designed to focus on critical aspects of our business, such as leadership, effective branch best practices, sales and marketing, product education,products, supply chain, and distribution.
Our selling personnelProduct Sourcing Endeavors
Sourcing from suppliers with good standing is the foundation of an ethical supply chain. We expect our suppliers to comply with all regulations and standards, and we conduct risk analysis for suppliers who want to do business with us to obtain additional supporting documentation affirming their ethics, quality, and reliability, so we can be certain they meet our standards in these areas, and to ensure that they are complying with Fastenal's Supplier Terms & Code of Conduct, and Global Supplier Purchase Order Terms & Conditions, as we are subject to the conflict minerals rules. With the help of third-party resources and global databases scanning over 100 lists of agencies, known risk, adverse media, and financial status, Fastenal monitors key areas of trade-related risk, including dual-use goods and utilization of sanctioned countries (or entities), as these are common ways that international trade might provide capital and restricted goods to sanctioned parties, launder funds of drug traffickers, and otherwise support criminals. We also evaluate our suppliers' approach to labor to ensure that they are using appropriate, and appropriately compensated, employees.
With a local and global supplier base, continuous monitoring and local representation is a necessity to ensure protocols are triggered when risk may be evident, ensuring a safeguard against poor and/or impaired quality and regulatory violations that may otherwise impact our reputation in the marketplace. This is performed not only at the time of supplier vetting and onboarding, but for the life of the relationship with the supplier. This process promotes a base salarysupply chain that is supportive of Fastenal's Supplier Terms & Code of Conduct and an incentive bonus arrangement that places emphasis on achieving increased sales on a branch, Onsite, district, regional,Global Supplier Purchase Order Terms & Conditions. In the event of non-compliance or potential risk, we work with the supplier to correct the situation. If remediation efforts are not undertaken to ensure the supplier remains in compliance with Fastenal’s standards and national account basis, while still attaining targeted levelscode of among other things, gross profit and trade accounts receivable collections. As a result, a significant portionconduct, alternative sources for supply may be considered to ensure the integrity of our total employment cost varies with sales volume. We also pay incentive bonusessupply chain. Supply chain compliance representatives are placed in international corporate offices to our leadership personnel based on one or more of
ensure global coverage and governance, ensuring that no matter where a customers' operations may take them, Fastenal has the following factors: sales growth, earnings growth (beforeinfrastructure, resources, and after taxes), profitability, and return on assets improvement, andinternal processes established to our other personnel for achieving predetermined departmental, project, and cost-containment goals.
Our employees are not subject to any collective bargaining agreements and we have experienced no work stoppages. We believe our employee relations are good.perform its supply chain governance obligations.
Available Information
Our Internet address for corporate and investor information is www.fastenal.com. The information contained on our website or connected to our website is not incorporated by reference into this annual report on Form 10-K and should not be considered part of this report.
Our annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K, and amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act are available free of charge on or through our website at www.fastenal.com as soon as reasonably practicable after such reports have been filed with or furnished to the SEC.
ITEM 1A.RISK FACTORS
In addition to the other information in this Form 10-K, the following factors should be considered in evaluating our business. Our operating results depend upon many factors and are subject to various risks and uncertainties. The most significantmaterial risks and uncertainties known to us which may cause our operating results to vary from anticipated results or which may negatively affect our operating results and profitability are as follows:
Company Risks
Operational Risks
Products that we sell may expose us to potential material liability for property damage, environmental damage, personal injury, or death linked to the use of those products by our customers. Some of our customers operate in challenging industries where there is a material risk of catastrophic events. We are actively seeking to expand our sales to certain categories of customers, some of whose businesses may entail heightened levels of such risk. If any of these events are linked to the use by our customers of any of our products, claims could be brought against us by those customers, by governmental authorities, and by third parties who are injured or damaged as a result of such events. In addition, our reputation could be adversely affected by negative publicity surrounding such events regardless of whether or not claims against us are successful. While we maintain insurance coverage to mitigate a portion of this risk and may have recourse against our suppliers for losses arising out of defects in products procured from them, we could experience significant losses as a result of claims made against us to the extent adequate insurance is not in place, the products are manufactured by us or legal recourse against our suppliers is otherwise not available, or our insurers or suppliers are unwilling or unable to satisfy their obligations to us.
Interruptions in the proper functioning of information systems or the inability to maintain or upgrade our information systems, or convert to alternate systems in a timely and efficient manner, could disrupt operations, cause unanticipated increases in costs and/or decreases in revenues, and result in less efficient operations. The proper functioning of our information systems is critical to many aspects of our business and we could be adversely affected if we experience a disruption or data loss relating to our information systems and are unable to recover in a timely manner. Our information systems are protected with robust backup systems and processes, including physical and software safeguards and remote processing capabilities. Still, information systems are vulnerable to natural disasters, power losses, unauthorized access, telecommunication failures, and other problems. In addition, certain software used by us is licensed from, and certain services related to our information systems are provided by, third parties who could choose to discontinue their products or services or their relationship with us. It is also possible that we are unable to improve, upgrade, maintain, and expand our information systems. Our ability to process orders, maintain proper levels of inventories, collect accounts receivable, pay expenses, and maintain the security of company and customer data, as well as the success of our growth drivers, is dependent in varying degrees on the effective and timely operation and support of our information technology systems. If critical information systems fail or these systems or related software or services are otherwise unavailable, or if we experience extended delays or unexpected expenses in securing, developing, and otherwise implementing technology solutions to support our growth and operations, it could adversely affect our profitability and/or ability to grow.
In the eventCyber security incidents, or violations of a cyber security incident, wedata privacy laws and regulations, could cause us to experience certain operational interruptions, incur substantial additional costs, become subject to legal or regulatory proceedings, or suffer damage to our reputation in the marketplace. The nature of our business requires us to receive, retain, and transmit certain personally identifying information that our customers provide to purchase products or services, register on our websites, or otherwise communicate and interact with us. While we have taken and continue to undertake significant steps to protect our customer and confidential information, a compromise of our data security systems or those of businesses we interact with could result in information related to our customers or business being obtained by unauthorized persons. We develop and update processes and maintain systems in an effort to try to prevent this from occurring and have established and maintained disclosure controls and procedures that would permit us to make accurate and timely disclosures of any material event, including any cyber security event, but the development and maintenance of these processes and systems are costly and require ongoing monitoring and updating as technologies change and efforts to overcome security measures become more sophisticated. Consequently, despite our efforts,efforts, the possibility of cyber security incidents cannot be eliminated entirely. We have not encountered any meaningful incidents but thereThere can be no assuranceassurance that we will not experience a cyber security incident that may materially impact our consolidated financial statements. While we also seek to obtain assurances that third parties we interact with will protect confidential information, there is a risk the confidentiality of data held or accessed by third parties may be compromised. If a compromise of our data security were to occur, it could interrupt our operations, subject us to additional legal, regulatory, and operating costs, and damage our reputation in the marketplace. In addition, regulatory authorities have increased their focus on how companies collect, process, use, store, share, and transmit personal data. New privacy security laws and regulations, including the European Union General Data Protection Regulation 2016, the California Consumer Protection Act, and other similar state privacy laws, pose increasingly complex compliance challenges, which may increase compliance costs, and any failure to comply with data privacy laws and regulations could result in significant penalties.
We may be unable to meet our goals regarding the growth drivers of our business. Our sales growth is dependent primarily on our ability to attract new customers and increase our activity with existing customers. Historically, the most effective way to attract new customers has been opening new branches.within North America and abroad. In recent years, however, we have increased the resources devoted increased resources to otherour growth drivers, including our industrial vending business, our Onsite business, ourFMI, Onsites, national accounts, team,digital
solutions, and our international operations. While we have taken steps to build momentum in the growth drivers of our business, we cannot assure you those steps will lead to additional sales growth.growth and, due to the COVID-19 pandemic, our growth drivers did not contribute meaningfully to higher sales in 2020. Failure to achieve any of our goals regarding industrial vending, FMI,
Onsite locations, Onsites, national accounts, signings, digital solutions, and international operations, or other growth drivers could negatively impact our long-term sales growth. Further, failure to identify appropriate targets for our Onsite channel and industrial vending businessesFMI tools or failure to find suitable locations for them oncepersuade the appropriate targets areto adopt these offerings once identified may adversely impact our goals regarding the number of new Onsite locations we are able to open or the number of industrial vending devicesFMI installations we are able to deploy.
Changes in customer or product mix, downward pressure on sales prices, and changes in volume or timing of orders have caused and could cause our gross profit percentage to fluctuate or decline in the future. Changes in our customer or product mix have caused our gross profit percentage to decline and could cause our gross profit percentage to further fluctuate or decline. For example, the portion of our sales attributable to fasteners has been decreasing in recentfor approximately twenty years. That has adversely affected our gross profit percentage as our non-fastener products generally carry lower gross profit margins than our fastener products. In addition, as a result of the COVID-19 pandemic, our sales were impacted by surge sales of pandemic-related supplies, such as PPE and other safety-related products that have traditionally lower gross profit margins. Similarly, in recent years, revenues from national accounts and/or Onsite customers, which typically have lower gross profit margins by virtue of their scale, and available business, and broader offering of products which typically have lower gross margins, have tended to grow faster than revenues from smaller customers. This factor has become more significant as revenues from Onsite locations has grown in the mix. If our customer or product mix continues to change, our gross profit percentage may decline further. Downward pressure on sales prices and changes in the volume of our orders could also cause our gross profit percentage to fluctuate or decline. We can experience downward pressure on sales prices as a result of deflation, pressure from customers to reduce costs, or increased competition. Reductions in our volume of purchases can adversely impact gross profit by reducing supplier volume allowances. Customer and product mix have contributed to the decline in our gross profit percentage over time, including in 20182020 and 2017,2019, and will likely continue to affect our gross profit percentage in 20192021 and beyond. However, whether and to what extent this adverse mix impact will result in a decline of our gross profit percentage in any given year will depend on the extent to which they are, or are not, offset by positive impacts to gross profit margin during such year. Downward pressure on sales prices, changes in the volume or timing of our orders, and an inability to pass higher product costs on to customers could also cause our gross profit percentage to fluctuate or decline. For example, in the second quarter of 2020, we had to quickly purchase large volumes of pandemic-related products from non-traditional sources and non-optimized supply chains, which had a negative impact on gross profit. We can experience downward pressure on sales prices as a result of deflation, pressure from customers to reduce costs, or increased competition. Reductions in our volume of purchases can adversely impact gross profit by reducing supplier volume allowances. We may not be able to pass rising product costs to customers if those customers have ready product or supplier alternatives in the marketplace.
Our operating and administrative expenses could grow more rapidly than net sales which could result in failure to achieve our goals related to leveraging revenue growth into higher net earnings. Over time, we have generally experienced an increase in our operating and administrative expenses, including costs related to payroll, occupancy, freight, and information technology, among others, as our net sales have grown. However, historically, a portion of these expenses has not increased at the same rates as net sales, allowing us to leverage our growth and sustain or expand our operating profit margins. There are various scenarios where we may not be able to continue to achieve this leverage as we have been able to do in the past. For instance, it is typical that when demand declines, most commonly from cyclical or general market factors (though it could be due to customer losses or some other company-specific event), our operating and administrative expenses do not fall as quickly as net sales. It is also possible that in the future we will elect to make investments in operating and administrative expenses that would result in costs growing faster than net sales. In addition, market variables, such as labor rates, energy costs, and legal costs, could move in such a way as to cause us to not be able to manage our operating and administrative expenses in a way that would enable us to leverage our revenue growth into higher net earnings. Should any of these scenarios, or a combination of them, occur in the future, it is possible that our operating and pre-tax profit margins could decline even if we are able to grow revenue.
Our competitive advantage in our industrial vending business(FAST Vend) and bin stock (FAST Stock and FAST Bin) tools could be eliminated and, in the case of FAST Vend, the loss of key suppliers of equipment and services for that business could be disruptiveimpactful and could result in failure to deploy devices. We believe we have a competitive advantage in industrial vending and bin stock due to our vending hardware and software, our local branch presence (allowing us to service devices and bins more rapidly), our 'vendible' product depth of products that lend themselves to being dispensed through industrial vending devices or bin stocks, and, in North America, our distribution strength. These advantages have developed over time; however, other competitors could respond to our expanding industrial vending businessand bin stock position with highly competitive platforms of their own. Such competition could negatively impact our ability to expand our industrial vending businessand bin stock tools or negatively impact the economics of that business. In addition, we currently rely on a limited number of suppliers for the vending devices used in and certain software and services needed to operate, our industrial vending business.FAST Vend platform. While these devices, software, and services can be obtained from other sources, loss of our current suppliers could be disruptive and could result in us failing to meet our goals related to the number of devices we are able to deploy in the next twelve to eighteen months. In addition, our ability to expand deployment of our industrial vending and bin stock tools could be limited by events similar to the COVID-19 pandemic if customers shift their energy to short-term disruptions instead of long-term strategic planning.
The ability to identify new products and product lines, and integrate them into our selling locations and distribution network, may impact our ability to compete, our ability to generate additional sales, and our profit margins. Our success depends in part on our ability to develop product expertise at the selling location level and identify future products and product
lines that complement existing products and product lines and that respond to our customers' needs. We may not be able to compete effectively unless our product selection keeps up with trends in the markets in which we compete or trends in new products. In addition, our ability to integrate new products and product lines into our branches and distribution network could impact sales and profit margins.
Our ability to successfully attract and retain qualified personnel to staff our selling locations could impact labor costs, sales at existing selling locations, and the successful execution of our growth drivers. Our success depends in part on our ability to attract, motivate, and retain a sufficient number of qualified employees, including inside and outside branch associates, Onsite managers, national account sales representatives, and support personnel, who understand and appreciate our culture and are able to adequately represent this culture to our customers. Qualified individuals of the requisite caliber and number needed to fill these positions may be in short supply in some areas, and the turnover rate in the industry is high.high, particularly for less tenured employees. If we are unable to hire
and retain personnel capable of consistently providing a high level of customer service, as demonstrated by their enthusiasm for our culture and product knowledge, our sales could be materially adversely affected. Additionally, competition for qualified employees could require us to pay higher wages to attract a sufficient number of employees. An inability to recruit and retain a sufficient number of qualified individuals in the future may also delay the planned expansion of our various selling channels.
Our inability to attract or transition key executive officers may divert the attention of other members of our senior leadership and adversely impact our existing operations. Our success depends on the efforts and abilities of our key executive officers and senior leadership. In the event of voluntary or involuntary vacancies in our executive team in the future, the extent to which there is disruption in the oversight and/or leadership of our business will depend on our ability to either transition internal, talented individuals or recruit suitable replacements to serve in these roles. In addition, difficulties in smoothly implementing any transition to new members of our executive team, or recruiting suitable replacements, could divert the attention of other members of our senior leadership team from our existing operations.
We may not be able to compete effectively against traditional or non-traditional competitors, which could cause us to lose market share or erode our gross and/or operating income profit and/or percentage. The industrial, construction, and maintenance supply industry, although slowly consolidating, still remains a large, fragmented, and highly competitive industry. Our current or future competitors may include companies with similar or greater market presence, name recognition, and financial, marketing, technological, and other resources, and we believe they will continue to challenge us with their product selection, financial resources, technological advancements, and services. Increased competition from brick-and-mortar retailers could cause us to lose market share, or reduce our prices, or increase our spending. Similarly, the emergence of on-line retailers, whether as extensions of our traditional competition or in the form of major, non-traditional competitors, could result in easier and quicker price discovery and the adoption of aggressive pricing strategies and sales methods. These pressures could have the effect of eroding our gross and/or operating income profit and/or percentage over time.
Our business is subject to a wide array of operating laws and regulations in every jurisdiction where we operate. Compliance with these laws and regulations increases the cost of doing business and failure to comply could result in the imposition of fines or penalties and the termination of contracts. We are subject to a variety of laws and regulations including without limitation; import and export requirements, anti-bribery and corruption laws, product compliance laws, environmental laws, foreign exchange controls and cash repatriation restrictions, advertising regulations, data privacy and cyber security requirements, regulations on suppliers regarding the sources of supplies or products, labor and employment laws, and anti-competition regulations. In addition, as a supplier to federal, state, and local government agencies, we must comply with certain laws and regulations relating specifically to the formation, administration, and performance of our governmental contracts. We are also subject to governmental audits and inquiries in the normal course of business. Ongoing audit activity and changes to the legal and regulatory environments could increase the cost of doing business, and such costs may increase in the future as a result of changes in these laws and regulations or in their interpretation. While we have implemented policies and procedures designed to facilitate compliance with these laws and regulations, there can be no assurance that our employees, contractors, or agents will not violate such laws and regulations, or our policies. Any such violations could result in the imposition of fines and penalties, damage to our reputation, and, in the case of laws and regulations relating specifically to governmental contracts, the loss of those contracts.
Tax laws and regulations require compliance efforts that can increase our cost of doing business and changes to these laws and regulations could impact financial results. We are subject to a variety of tax laws and regulations in the jurisdictions in which we operate. Maintaining compliance with these laws can increase our cost of doing business and failure to comply could result in audits or the imposition of fines or penalties. Further, our future effective tax rates in any of these jurisdictions could be affected, positively or negatively, by changing tax priorities, changes in statutory rates, or changes in tax laws or the interpretation thereof. The most significant recent example of this is the comprehensive tax legislation commonly referred to as the Tax Cuts and Jobs Act (the 'Tax Act'), which was enacted in the United States in December 2017. The Tax Act reduced the U.S. federal corporate income tax rate, included a one-time tax on accumulated offshore earnings, eliminated certain deductions for which we had previously qualified, requires a current inclusion in U.S. federal income of certain earnings of controlled foreign corporations, allows a domestic corporation an immediate deduction in U.S. taxable income for a portion of its foreign-derived intangible income, and introduced a base erosion anti-abuse tax. There is also a longer term risk that the beneficial aspects of the Tax Act on our business could be reversed depending on changes in future fiscal or political priorities.
We may not be successful in integrating acquisitions and achieving intended benefits and synergies.synergies. We have completed several acquisitions of businesses in recent years. We expect to continue to pursue strategic acquisitions that we believe will either expand or complement our business in new or existing markets or further enhance the value and offerings we are able to provide to our existing or future potential customers. Acquisitions involve numerous risks and challenges, including, among others, a risk of potential loss of key employees of an acquired business, inability to achieve identified operating and financial synergies anticipated to result from an acquisition, diversion of our capital and our management's attention from other business issues, and risks related to the integration of the acquired business including unanticipated changes in our business, our industry, or general economic conditions that affect the assumptions underlying the acquisition. Any one or more of these factors could cause us to not realize the benefits anticipated to result from the acquisitions.
Legal, Regulatory, and Compliance Risks
Our business is subject to a wide array of operating laws and regulations in every jurisdiction where we operate. Compliance with these laws and regulations increases the cost of doing business and failure to comply could result in the imposition of fines or penalties and the termination of contracts. We are subject to a variety of laws and regulations including without limitation; import and export requirements, anti-bribery and corruption laws, product compliance laws, environmental laws, foreign exchange controls and cash repatriation restrictions, advertising regulations, data privacy (including in the U.S., the California Consumer Privacy Act, and in the European Union, the General Data Protection Regulation 2016, with interpretations varying from state to state and country to country) and cyber security requirements (including protection of information and incident responses), regulations on suppliers regarding the sources of supplies or products, labor and employment laws, and anti-competition regulations. In addition, as a supplier to federal, state, and local government agencies, we must comply with certain laws and regulations relating specifically to the formation, administration, and performance of our governmental contracts. We are also subject to governmental audits and inquiries in the normal course of business. Ongoing audit activity and changes to the legal and regulatory environments could increase the cost of doing business, and such costs may increase in the future as a result of changes in these laws and regulations or in their interpretation. While we have implemented policies and procedures designed to facilitate compliance with these laws and regulations, there can be no assurance that our employees, contractors, or agents will not violate such laws and regulations, or our policies. Any such
violations could result in the imposition of fines and penalties, damage to our reputation, and, in the case of laws and regulations relating specifically to governmental contracts, the loss of those contracts.
Tax laws and regulations require compliance efforts that can increase our cost of doing business and changes to these laws and regulations could impact financial results. We are subject to a variety of tax laws and regulations in the jurisdictions in which we operate. Maintaining compliance with these laws can increase our cost of doing business and failure to comply could result in audits or the imposition of fines or penalties. Further, our future effective tax rates in any of these jurisdictions could be affected, positively or negatively, by changing tax priorities, changes in statutory rates, and/or changes in tax laws or the interpretation thereof. The most significant recent example of this is the comprehensive tax legislation commonly referred to as the Tax Cuts and Jobs Act (the 'Tax Act'), which was enacted in the United States in December 2017. There is a longer-term risk that the beneficial aspects of the Tax Act on our business could be reversed depending on changes in future fiscal or political priorities.
Industry and General Economic Risks
Operational Risks
A downturn in the economy or in the principal markets served by us and other factors may affect customer spending, which could harm our operating results. In general, our sales represent spending on discretionary items or consumption needs by our customers. This spending is affected by many factors, including, among others:
•general business conditions,
•business conditions in our principal markets,
•interest rates,
•inflation,
•liquidity in credit markets,
•taxation,
•government regulations and actions, including around trade policy,
•energy and fuel prices and electrical power rates,
•unemployment trends,
•terrorist attacks and acts of war,
•acts of God, which may include, but are not limited to, weather conditions,events, earthquakes, pandemics, etc., and
•other matters that influence customer confidence and spending.
A downturn in either the national or local economy where we operate, or in the principal markets served by us, or changes in any of the other factors described above, could negatively impact sales at our in-market locations, sales through our other selling channels, and the level of profitability of those in-market locations and other selling channels.
This risk was most recently demonstrated in 20152019 and 2016.2020. We have significant exposure to companiesexperienced strong demand in 2017 and 2018 that produced double-digit sales growth for Fastenal. Our growth slowed into the mid-single digits beginning in the second quarter of 2019 as many of our customers involved in the manufacture of components, capital goods, and heavy equipment. In 2015, our business wasequipment were impacted by lower commodity prices, including oil, lower corporate capital spending,higher costs and a strong U.S. dollar. These variables resulted in some of our customers exhibiting a reduced level of business activity and confidence.confidence stemming from global trade uncertainty. When this happens, these customers tend to cut back on spending, which yields a slowdown in our business with these customers. These same dynamics carried into 2016. In 2017,the second and third quarters of 2020, the reaction to the COVID-19 pandemic resulted in sharply reduced spending by our traditional customers as they implemented shutdowns, social distancing, and safety policies. However, the weakness that was experienced by many of our business units in the second and third quarters of 2020 was more than offset by sales of pandemic-related supplies, such as PPE and sanitation products, to traditional and less traditional (e.g., government and healthcare) customers. While we intend to retain some of these less traditional customers as regular buyers of safety and other products once the pandemic subsides, it is uncertain whether they will continue to purchase products from us.
The COVID-19 pandemic has significantly impacted worldwide economic conditions mostly reversed. Certain commodity prices recovered and corporate investment improved, leadingcould have a material adverse
effect on our operations and business.The COVID-19 pandemic began to better capital spending trends amongimpact our customers.operations late in the first quarter of 2020 and may continue to affect our business, particularly should government authorities impose mandatory closures, work-from-home orders and/or social distancing protocols, seek voluntary facility closures and/or impose other restrictions. Should such actions be taken, it could materially adversely affect our ability to adequately staff and maintain our operations, impair our ability to sustain sufficient financial liquidity, and impact our financial results. The COVID-19 pandemic has had some favorable impacts on our financial results through much of 2020. However, as supply chains adapt to the environment, it is not certain that those favorable impacts will recur in the future to offset any resumption of public access restrictions we might impose on our branches or reductions in capacity by our customers, including facility closures. The COVID-19 pandemic has also produced shifts in the mix of our business resulting from a decrease in sales of our fasteners and increases in sales through our safety business. Based on the traditionally lower gross profit margin percentage of our safety business, these shifts have contributed to a lower gross profit margin percentage for us. This improvementimpact on our gross profit margin percentage may persist in the short term until the impacts of COVID-19 start to moderate. It is also possible that the impact on our gross profit margin percentage will be long term in the event that COVID-19 alters customer spending helpedpurchasing patterns to improveinclude a sustainably higher
mix of safety and sanitation products. As we cannot predict the duration or scope of the COVID-19 pandemic, the net financial impact to our net salesoperating results cannot be reasonably estimated, but it could be material and sales growth in 2017 and throughout 2018.last for an extended period of time.
New tradeTrade policies could make sourcing product from overseas more difficult and/or more costly, and could adversely impact our gross and/or operating profit percentage. We source a significant amount of the products we sell from outside of the United States,North America, primarily Asia. We have made significant structural investments over time to be able to source both directly from Asia through our wholly-owned, Asia-based subsidiary, FASTCO Trading Co., Ltd. and indirectly from suppliers that procure product from international sources. This was initially necessary due to the absence of significant domestic fastener production, but over time we have expanded our non-fastener sourcing as well, and at this time it may be difficult to adjust our sourcing in the short term. In light of this, changes in trade policies could affect our sourcing operations, our ability to secure sufficient product to serve our customers and/or impact the cost or price of our products, with potentially adverse impacts on our gross and operating profit percentages and financial results. These risks are particularly acute currentlymost recently manifested in light of an increase in tariffs, primarily in 2018 and 2019, either directly on products we trade in or indirectly on industries we sell into, between the United States and its trading partners, as well as greater uncertainty around regional and global trade agreements generally. China and Canada representrepresents a significant sourcessource of product for North America. In addition, we move and source products within North America. Any trading disruption (tariffs, product restrictions, etc.) between Canada, and Mexico represent our two largest markets in terms of revenue generation after the United States, and each of these countries are currently and/Mexico, or have been previously subject to disruption due to historical trade policies.in their respective trading relationships with other nations can adversely impact our business. There can be no assurances that these disruptions will not continue or increase in the future, with the previously mentioned countries or additional countries with which we do business. The degree to which these changes in the global marketplace affect our financial results will be influenced by the specific details of the changes in trade policies, their timing and duration, and our effectiveness in deploying tools to address these issues. In particular, the United States' tariffs levied on certainmost of our products originating in China including many that we source and sell, that went into effect on September 24, 2018, have caused us to review and implement potential solutions to the increase in our product costs with our customers. However, it is too early to determine the ultimate impact andThe effectiveness of these discussions.strategies in response to any future tariffs is unknown.
New tradeTrade policies could have an adverse impact on industries we sell into, negatively affecting our net sales and profits. Considerable political uncertainty in the United States may result in changes to trade policies that could create disruption in geographic demand trends. To the extent that the United States government enacts tariffs or taxes that penalize imports to benefit domestic manufacturing, we may improve our domestic sales which may have an overall positive impact on us given that 86%85% of our total revenue is derived from the United States. However, any such action may adversely impact our foreign sales, which may, in turn, adversely impact our ability to expand our overseas branches in the future. In addition, should a foreign government engage in its own trade protection, independent of or in response to another nation's action, it could have a negative direct or, more likely, indirect effect on our net sales and profits by reducing demand for exports by United States companies. Such changes could adversely affect our financial results. This dynamic would apply to every country in which we operate, but no other country represents more than 10% of our net sales.
Products manufactured in foreign countries may cease to be available for reasons unrelated to trade policy, which could adversely affect our inventory levels and operating results. We obtain certain of our products, and our suppliers obtain certain of their products, from China, Taiwan, South Korea, Mexico, and other foreign countries. Our suppliers could discontinue selling products manufactured in foreign countries at any time for reasons that may or may not be in our control or our suppliers' control, including foreign government regulations, domestic government regulations, political unrest, war, disease, disruption or delays in shipments, or changes in local economic conditions. Additionally, the shipment of goods from foreign countries could be delayed by container shipping companies encountering financial or other difficulties. Our operating results and inventory levels could suffer if we are unable to promptly replace a supplier or shipper who is unwilling or unable to satisfy our requirements with another supplier or shipper providing equally appealing products and services.
Changes in energy costs and the cost of raw materials used in our products could impact our net sales, cost of sales, gross profit percentage, distribution expenses, and occupancy expenses, which may result in lower operating income. Costs of raw materials used in our products (e.g., steel) and energy costs can fluctuate significantly over time. Increases in these costs result in increased production costs for our suppliers. These suppliers typically look to pass their increased costs along to us through price increases. The fuel costs of our distribution and branch operations have fluctuated as well. While we typically try to pass higher supplier prices and fuel costs through to our customers or to modify our activities to mitigate the impact, we may not be successful, particularly if supplier prices or fuel costs rise rapidly. Failure to fully pass any such increased prices and costs through to our customers or to modify our activities to mitigate the impact would have an adverse effect on our operating income. While increases in the cost of fuel or raw materials could be damaging to us, decreases in those costs, particularly if severe, could also adversely impact us by creating deflation in selling prices, which could cause our gross profit to deteriorate,decline, or by negatively impacting customers in certain industries, which could cause our sales to those customers to decline.
The industrial, construction, and maintenance supply industry is consolidating, which could cause it to become more competitive and could negatively impact our market share, gross profit, and operating income. The industrial, construction, and maintenance supply industry in North America is consolidating. This consolidation is being driven by customer needs and supplier capabilities, which could cause the industry to become more competitive as greater economies of scale are achieved by suppliers, or as competitors with new business models are willing and able to operate with lower gross profit on select products.
Customers are increasingly aware of the total costs of fulfillment and of the need to have consistent sources of supply at multiple locations. We believe these customer needs could result in fewer suppliers as the remaining suppliers become larger and capable of being a consistent source of supply.
There can be no assurance we will be able in the future to take effective advantage of the trend toward consolidation. The trend in our industry toward consolidation could make it more difficult for us to maintain our current gross profit and operating income. Furthermore, as our industrial customers face increased foreign competition, and potentially lose business to foreign competitors or shift their operations overseas in an effort to reduce expenses, we may face increased difficulty in growing and maintaining our market share.
Inclement weather and other disruptions to the transportation network could adversely impact our distribution system and demand for our products. Our ability to provide efficient distribution of core business products to our branch network is an integral component of our overall business strategy. Disruptions at distribution centers or shipping ports may affect our ability to both maintain core products in inventory and deliver products to our customers on a timely basis, which may in turn adversely affect our results of operations. In addition, severe weather conditions could adversely affect demand for our products in particularly hard hit regions. In August and September 2017, we experienced temporary disruptions in our distribution network in our Gulf Coast, Florida, Georgia, and Puerto Rico regions due to hurricanes Harvey, Irma, and Maria. These storms adversely impacted our product demand and revenues, as well as our gross and operating profit percentages, due to an increase in demand for storm-related products which have a lower gross profit margin, and inefficiencies in delivery services in the immediate aftermath of the storms. In September 2018, hurricane Florence had a similar impact in our Carolinas region.
Our current estimates of total market potential as well as the market potential of our business strategies could be incorrect. We believe we have a significant opportunity for growth based on our belief that North American market demand for the products we sell is estimated to exceed $140 billion. This figure is not derived from an independent organization or data source that aggregates and publishes widely agreed-upon demand and market share statistics. Instead, we have identified this figure based on our own experience in the marketplace for our products and by evaluating estimates from other sources. If we have overestimated the size of our market, and in doing so, underestimated our current share of it, the size of our opportunity for growth may not be as significant as we currently believe. Similarly, we have provided estimates of the opportunities we have with some of our specific growth strategies, such as industrial vending and Onsite locations. We Within North America, we believe the potential market opportunity for industrial vending is approximately 1.7 million devices and we have identified over 15,00019,000 customer locations with the potential to implement our Onsite service model.model within our traditional manufacturing and construction customer base. We have identified additional markets, such as government, healthcare, and academia, and geographies into which we can sell our FMI solutions, which would increase the number of identified potential industrial vending or customer locations. However, our presence in emerging markets and geographies is not as established as is the case in our traditional markets and geographies, which could extend the sales cycle. Similar to the case for total market size, we use our own experience and data to arrive at the size of these potential opportunities and not independent sources. These estimates are based on our business model today, and the introduction or expansion of other business strategies, such as on-line retailing, could cause them to change. In addition, the market potential of a particular business strategy may vary from expectations due to a change in the marketplace (such as changes in customer concentration or needs), a change in the nature of that business strategy, or weaker
than anticipated acceptance by customers of that business strategy. We cannot guarantee that our market potential estimates are accurate or that we will ultimately decide to expand our industrial vending or Onsite service models as we anticipate to reach the full market opportunity.
We are exposed to foreign currency exchange rate risk, and changes in foreign exchange rates could increase the cost of purchasing products and impact our foreign sales. Because our company was started in the United States and because we are publicly-traded in the United States, we report our results based on the United States dollar. Because the functional currency related to most of our foreignnon-United States operations is the applicable local currency, we are exposed to foreign currency exchange rate risk arising from transactions in the normal course of business. Fluctuations in the relative strength of foreign economies and their related currencies could adversely impact our ability to procure products overseas at competitive prices and our foreign sales. Historically, our primary exchange rate exposure has been with the Canadian dollar. There can be no assurance that currency exchange rate fluctuations with the Canadian dollar and other foreign currencies will not adversely affect our results of operations, financial condition, and cash flows. While the use of currency hedging instruments may provide us with protection from adverse fluctuations in currency exchange rates, we are not currently using these instruments and we have not historically hedged this exposure. If we decide to do so in the future, we could potentially forego the benefits that might result from favorable fluctuations in currency exchange rates.
Credit and Liquidity Risks
Tight credit markets could impact our ability to obtain financing on reasonable terms or increase the cost of existing or future financing and interest rate fluctuations could adversely impact our results. As of December 31, 2018,2020, we had $500.0$405.0 of outstanding debt obligations, including loans outstanding under our revolving credit facility (the 'Credit Facility')consisting entirely of $365.0 and senior unsecured promissory notes issued under our master note agreement (the 'Master Note Agreement') in the aggregate principal amount of $135.0.$405.0. We did not have loans outstanding under our revolving credit facility (the 'Credit Facility') as of December 31, 2020. Loans under the Credit Facility bear interest at a rate per annum based on the London Interbank Offered Rate ('LIBOR')(LIBOR) and mature on November 30, 2023.2023. The notes issued under our Master Note Agreement consist of three series. The first iseight series and are described in an aggregate principal amount of $40.0, bears interest at a fixed rate of 2.00% per annum, and is due and payable on July 20, 2021. The second isfurther detail in an aggregate principal amount of $35.0, bears interest at a fixed rate of 2.45% per annum, and is due and payable on July 20, 2022. The third is in an aggregate principal amount of $60.0, bears interest at a fixed rate of 3.22% per annum, and is due and payable on March 1, 2024. Our aggregate borrowing capacity under the Credit Facility is $700.0. Our aggregate borrowing capacity under the Master Note Agreement is $600.0; however, none10 of the institutional investors that are partiesNotes to that agreement are committed to purchase notes thereunder.Consolidated Financial Statements included later in this Form 10-K.
During periods of volatility and disruption in the United States credit markets, financing may become more costly and more difficult to obtain. Although the credit market turmoil of 2008 and 20092020 did not have a significant adverse impact on our liquidity or borrowing costs given our low level of indebtedness at that time, the availability of funds tightened and credit spreads on corporate debt increased. Our indebtedness has increased since 2009 and weWe currently have the capacity under our Credit Facility and Master Note Agreement to increase borrowings in the future. If credit market volatility were to return, or if interest rates continue to rise, the cost of servicing any existing balances on our existing debtCredit Facility at that time could increase due to the LIBOR-based interest rate provided for under our Credit Facility. In July 2017, the Financial Conduct Authority in the United Kingdom, the governing body responsible for regulating LIBOR, announced that it no longer will compel or persuade financial institutions and panel banks to make LIBOR submissions after 2021. The cessation date for submission and publication of rates for certain tenors of LIBOR has since been extended until mid-2023, but it is uncertain when applicable tenors of LIBOR will cease to exist and whether additional reforms to LIBOR may be enacted, but LIBOR is still expected to cease to be the reference rate for commercial loans and other indebtedness. Our Credit Facility currently uses LIBOR as a reference rate, and, while there are customary LIBOR replacement provisions in our Credit Facility, the transition to alternatives to LIBOR could be modestly disruptive to the credit markets. While we do not believe that the impact would be material to us given the usage of our Credit Facility, we do not yet have insight into what the impacts might be. In addition, borrowing additional amounts to finance stock purchases, dividends, capital expenditures, and other liquidity needs or to refinance our existing indebtedness could be difficult and the cost of doing so could be high.
InvestmentGeneral Risk Factors
There can be no assurance that our stock price will continue to reflect the current multiple of earnings over time. Stock prices, including ours, are commonly thought to be a function of earnings multipliedcompounded by a multiple. This is often referred to as a price-to-earnings (or P/E) ratio. Historically, investors have given our earnings a higher multiple, or premium, than is typical of the broader industrial sector of which we are typically associated. We believe we have earned this premium by virtue of a long history of superior growth, profitability, and returns. However, to the extent that we fail to successfully execute our growth strategies and/or poorly navigate the risks that surround our business, including those described throughout this section, or to the extent our industry (industrial distribution, or industrial stocks in general) loses favor in the marketplace, there can be no assurance that investors will continue to afford a premium multiple to our earnings which could adversely affect our stock price.
We cannot provide any guaranty of future dividend payments or that we will continue to purchase shares of our common stock pursuant to our share purchase program. Although our board of directors has historically authorized the payment of quarterly cash dividends on our common stock and indicated an intention to do so in the future, there are no assurances that we will continue to pay dividends in the future or continue to increase dividends at historic rates. In addition, although our board of directors has authorized share purchase programs and we purchased shares in 2020, 2018, 2017 and prior years through these programs, we may discontinue doing so at any time. Any decision to continue to pay quarterly dividends on our common stock, to increase those dividends, or to purchase our common stock in the future will be based upon our financial condition and results of operations, the price of our common stock, credit conditions, and such other factors as are deemed relevant by our board of directors.
| |
ITEM 1B. | UNRESOLVED STAFF COMMENTS |
ITEM 1B.UNRESOLVED STAFF COMMENTS
None.
ITEM 2. PROPERTIES
Note – Information in this section is as of December 31, 2018,2020, unless otherwise noted.
We own, and in some cases, lease, the following facilities, in Winona, Minnesota:excluding selling locations:
| | | | | | | | | | | | | | | | | |
Location | Purpose | Leased | Tote Locations (ASRS)(1) | | Approximate Square Feet |
Winona, Minnesota | Distribution center and home office (2) | | 246,000 | | | 259,000 | |
Indianapolis, Indiana | Distribution center | | 547,000 | | (3) | 1,039,000 | |
Akron, Ohio | Distribution center | | 103,000 | | | 182,000 | |
Scranton, Pennsylvania | Distribution center | | 104,000 | | | 189,000 | |
Denton, Texas | Distribution center | | 41,000 | | (4) | 176,000 | |
Atlanta, Georgia | Distribution center | | 77,000 | | | 198,000 | |
Seattle, Washington | Distribution center | | 140,000 | | | 246,000 | |
Modesto, California | Distribution center and manufacturing facility | | 69,000 | | | 328,000 | |
Salt Lake City, Utah | Distribution center and packaging facility (three buildings) | X | — | | | 156,000 | |
High Point, North Carolina | Distribution center (two buildings) (5) | | 132,000 | | | 680,000 | |
Kansas City, Kansas | Distribution center | | 170,000 | | | 468,000 | |
Jackson, Mississippi | Distribution center | | — | | | 269,000 | |
Kitchener, Ontario, Canada | Distribution center | | 128,000 | | | 242,000 | |
Edmonton, Alberta, Canada | Distribution center | X | — | | | 38,000 | |
Apodaca, Nuevo Leon, Mexico | Distribution center | X | — | | | 46,000 | |
Dordrecht, Netherlands | Distribution center | X | — | | | 35,000 | |
Shanghai, China | Local re-distribution center | X | — | | | 16,000 | |
|
| | | | | | |
Purpose | | Tote Locations (ASRS)(1) | | Approximate Square Feet |
Distribution center and home office (2) | | 246,000 |
| | 259,000 |
|
Manufacturing facility | | | | 100,000 |
|
Computer support center | | | | 13,000 |
|
Winona branch | | | | 15,000 |
|
Winona product support facility | | | | 55,000 |
|
Rack and shelving storage | | | | 42,000 |
|
Multi-building complex which houses certain operations of the distribution group, the support services group, and the home office support group | | | | 30,000 |
|
Customer support center | | | | 100,000 |
|
(1) Total number of tote locations for small parts storage included in facilities with an ASRS.
(2) During 2018, we acquired land for future expansion of our home office.office, and, as of December 2020, we have additional office space under construction.
We own the following facilities, excluding selling locations, outside of Winona, Minnesota:
|
| | | | | | |
Purpose | Location | Tote Locations (ASRS)(1) | | Approximate Square Feet |
Distribution center | Indianapolis, Indiana | 561,000 |
| (2) | 1,039,000 |
|
Manufacturing facility | Indianapolis, Indiana |
| | 220,000 |
|
Distribution center | Akron, Ohio | 103,000 |
| | 182,000 |
|
Distribution center | Scranton, Pennsylvania | 104,000 |
| | 189,000 |
|
Distribution center | Denton, Texas | 41,000 |
| (3) | 176,000 |
|
Distribution center | Atlanta, Georgia | 77,000 |
| | 198,000 |
|
Distribution center (4) | Seattle, Washington | — |
| | — |
|
Distribution center and manufacturing facility | Modesto, California | 69,000 |
| | 328,000 |
|
Distribution center | High Point, North Carolina | 132,000 |
| | 301,000 |
|
Distribution center (5) | High Point, North Carolina | — |
| | 350,000 |
|
Distribution center | Kansas City, Kansas | 170,000 |
| | 300,000 |
|
Distribution center | Kitchener, Ontario, Canada | 128,000 |
| | 142,000 |
|
Distribution center (6) | Jackson, Mississippi | — |
| | — |
|
Manufacturing facility | Wallingford, Connecticut |
| | 187,000 |
|
Manufacturing facility | Rockford, Illinois |
| | 100,000 |
|
Local re-distribution center and manufacturing facility | Johor, Malaysia |
| | 27,000 |
|
(1) Total number of tote locations for small parts storage included in facilities with an ASRS.
(2) (3) This property contains an ASRS with capacity of 52,000 pallet locations, in addition to the 561,000547,000 tote locations for small parts; 105,000 of these small part tote locations are located in the industrial vending automated replenishment facility, which is also located on this property.parts.
(3)(4) This facility contains an ASRS with capacity of 14,000 pallet locations, in addition to the 41,000 tote locationslocations for small parts.
(4) Construction of a new distribution center in Washington, which will include ASRS technology, began in 2018 and we expect this to be completed in the fourth quarter of 2019.
(5) In late December 2018, we purchased an additional distribution center in High Point, North Carolina with approximately 750,000 total squaresquare feet. Approximately 400,000371,000 square feet will continue to be leased by the building's previous owner for three years.until December 2022. We began utilizingcurrently utilize approximately 350,000379,000 square feet for distribution activitiesactivities.
We also own, and in early 2019.some cases, lease, the following support facilities, excluding selling locations:
(6) Construction of a new distribution center in Mississippi began in 2018, and we expect this project to be complete in the third quarter of 2019. | | | | | | | | | | | |
Location | Purpose | Leased | Approximate Square Feet |
Winona, Minnesota | Manufacturing facility | | 100,000 | |
Indianapolis, Indiana | Manufacturing facility | | 220,000 | |
Houston, Texas | Manufacturing facility | | 120,000 | |
Wallingford, Connecticut | Manufacturing facility | | 187,000 | |
Rockford, Illinois | Manufacturing facility | | 100,000 | |
Johor, Malaysia | Manufacturing facility | | 30,000 | |
Modrice, Czech Republic | Manufacturing facility | X | 17,000 | |
Leeds, United Kingdom | Manufacturing facility | X | 28,000 |
Winona, Minnesota | Multiple facilities for office space, storage, and packaging operations | | 240,000 |
Bangalore, India | International information technology office | X | 15,000 |
In addition, we own 172167 buildings that house our in-market locations in various cities throughout North America.
All other buildings we occupy are leased. Leased branches range from approximatelyapproximately 3,000 to 10,00015,000 square feet, with lease terms of up to 60 months (most initial lease terms are for 36 to 4860 months). In addition to our leased branch locations, we also lease the following facilities:
|
| | | | | | | | |
Purpose | Location | | Approximate
Square Feet
| | Lease Expiration
Date
| | Remaining
Lease
Renewal
Options
|
Distribution center | Seattle, Washington (1)
| | 100,000 |
| | April 2022 | | None |
Distribution center | Salt Lake City, Utah | | 74,000 |
| | July 2019 | | One |
Distribution center and packaging facility | Salt Lake City, Utah | | 26,000 |
| | July 2019 | | One |
Distribution center and manufacturing facility | Edmonton, Alberta, Canada | | 45,000 |
| | July 2020 | | None |
Distribution center | Apodaca, Nuevo Leon, Mexico | | 46,000 |
| | March 2020 | | Three |
Manufacturing facility | Houston, Texas | | 21,000 |
| | July 2019 | | None |
Local re-distribution center and manufacturing facility | Modrice, Czech Republic | | 15,000 |
| | April 2022 | | None |
(1) We currently own land in the Seattle, Washington area for the construction of a new distribution center, which began in 2018, and when completed, will replace the current leased facility.
We currently own land for future distribution center expansion and development. If economiceconomic conditions are suitable in the future, we will consider purchasing branch locations to house our older branches. It is anticipated the majority of new branch locations will continue to be leased. It is our policy to negotiate relatively short lease terms to facilitate relocation of particular branch operations, when desirable. Our experience has been that there is sufficient space suitable for our needs and available for leasing.
ITEM 3.LEGAL PROCEEDINGS
A description of our legal proceedings, if any, is contained inNote 1011 of the Notes to Consolidated Financial Statements.
| |
ITEM 4. | MINE SAFETY DISCLOSURES |
ITEM 4.MINE SAFETY DISCLOSURES
Not applicable.
PART II
| |
ITEM 5. | MARKET FOR REGISTRANT'S COMMON EQUITY, RELATED STOCKHOLDER MATTERS, AND ISSUER PURCHASES OF EQUITY SECURITIES |
ITEM 5.MARKET FOR REGISTRANT'S COMMON EQUITY, RELATED STOCKHOLDER MATTERS, AND ISSUER PURCHASES OF EQUITY SECURITIES
Common Stock Data
Dollar amounts in this section are stated in whole numbers.
Our shares are traded on The Nasdaq Stock Market under the symbol 'FAST'. As of January 18, 2019,22, 2021, there were approximately 1,1001,000 record holders of our common stock, which includes nominees or broker dealers holding stock on behalf of an estimated 283,000348,000 beneficial owners.
Issuer Purchases of Equity Securities
The table below sets forth information regarding purchases of our common stock during each of the last three months of 2018:2020:
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| (a) | | (b) | | (c) | | (d) |
Period | Total Number of Shares Purchased | | Average Price Paid per Share | | Total Number of Shares Purchased as Part of Publicly Announced Plans or Programs (1) | | Maximum Number (or Approximate Dollar Value) of Shares that May Yet Be Purchased Under the Plans or Programs (1) |
October 1-31, 2020 | 0 | | — | | | | 0 | | 3,200,000 |
November 1-30, 2020 | 0 | | — | | | | 0 | | 3,200,000 |
December 1-31, 2020 | 0 | | — | | | | 0 | | 3,200,000 |
Total | 0 | | — | | | | 0 | | 3,200,000 |
|
| | | | | | | | | |
| (a) | | (b) | | (c) | | (d) |
Period | Total Number of Shares Purchased | | Average Price Paid per Share | | Total Number of Shares Purchased as Part of Publicly Announced Plans or Programs (1) | | Maximum Number (or Approximate Dollar Value) of Shares that May Yet Be Purchased Under the Plans or Programs (1) |
October 1-31, 2018 | 1,200,000 | | $52.16 | | | 0 | | 2,400,000 |
November 1-30, 2018 | 0 | | — |
| | | 0 | | 2,400,000 |
December 1-31, 2018 | 0 | | — |
| | | 0 | | 2,400,000 |
Total | 1,200,000 | | $52.16 | | | 0 | | 2,400,000 |
(1) On July 11, 2017, our board of directors established a new authorization for us to repurchase up to 5,000,00010,000,000 shares of our common stock. The repurchase program has no expiration date. As of December 31, 2018,2020, we had remaining authority to repurchase 2,400,000repurchase 3,200,000 shares under this authorization.
Purchases of shares of our common stock throughout 20182020 are described later in this Form 10-K under the heading 'Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations'.
Fastenal Company Common Stock Comparative Performance Graph
Set forth below is a graph comparing, for the five years ended December 31, 2018,2020, the yearly cumulative total shareholder return on our common stock with the yearly cumulative total shareholder return of the S&P 500 Index and the Dow Jones US Industrial Suppliers Index.
The comparison of total shareholder returns in the performance graph assumes that $100 was invested on December 31, 20132015 in Fastenal Company, the S&P 500 Index, and the Dow Jones US Industrial Suppliers Index, and that dividends were reinvested when and as paid.
Comparison of Five-Year Cumulative Total Return Among Fastenal Company, the S&P 500 Index, and the Dow Jones US Industrial Suppliers Index
| | | | 2013 | | 2014 | | 2015 | | 2016 | | 2017 | | 2018 | | 2015 | | 2016 | | 2017 | | 2018 | | 2019 | | 2020 |
Fastenal Company | $ | 100.00 | | 102.36 | | 90.26 | | 106.97 | | 128.01 | | 126.01 | Fastenal Company | $ | 100.00 | | 118.51 | | 141.82 | | 139.60 | | 202.47 | | 276.51 |
S&P 500 Index | | 100.00 | | 113.69 | | 115.26 | | 129.05 | | 157.22 | | 150.33 | S&P 500 Index | | 100.00 | | 111.96 | | 136.40 | | 130.42 | | 171.49 | | 203.04 |
Dow Jones US Industrial Suppliers Index | | 100.00 | | 99.94 | | 81.47 | | 100.08 | | 104.35 | | 101.83 | Dow Jones US Industrial Suppliers Index | | 100.00 | | 122.84 | | 128.08 | | 124.99 | | 165.27 | | 208.95 |