Hillman Solutions Corp. has completed its approximately $315 million acquisition of Kanebridge LLC, giving the hardware supplier its first U.S. master distribution platform in the industrial fastener market.

Cincinnati-based Hillman has closed the previously announced acquisition of Kanebridge, a master distributor of commercial and military-grade fasteners. The purchase price is subject to customary adjustments. Hillman announced the deal on Aug. 3.

Kanebridge supplies more than 44,000 fastener stock-keeping units to distributors across the U.S. and Canada. The company has served distributors for more than 50 years and operates warehouses in Illinois and California, where it stocks inch and metric fasteners for same-day shipment.

The acquisition marks a significant expansion of Hillman’s industrial distribution business. Kanebridge gives Hillman its first U.S. master distribution platform for industrial fasteners and expands the company’s estimated addressable industrial market to approximately $3 billion.

“Kanebridge is a strategic acquisition that establishes our position as a long-tail supplier to industrial distributors in the U.S.,” Hillman President and CEO Jon Michael Adinolfi said. “Kanebridge diversifies our customer base and expands our presence in the industrial distribution channel, which is positioned to benefit from secular tailwinds.”

The deal also broadens Hillman’s customer base beyond the retail and professional distribution markets it traditionally serves. Hillman supplies hardware and related products to home improvement, hardware and farm and fleet retailers, as well as professional distribution and industrial customers.

Kanebridge operates as a master distributor, supplying fasteners to other distributors rather than primarily selling to end users. Its large inventory allows distributor customers to source less commonly stocked products without carrying the same breadth of inventory themselves.

The acquisition therefore moves Hillman further into the business-to-business industrial distribution channel while adding a specialized fastener operation with an established distributor customer base.

Hillman financed the transaction with cash on hand, borrowing under its existing asset-based revolving credit facility and a new $200 million term loan.

Founded in 1964, Hillman carries more than 111,000 stock-keeping units, including fasteners, hardware, project supplies and key and engraving products and services. The company has a field sales organization of more than 1,200 employees and direct-to-store distribution capabilities.

Kanebridge has supplied commercial and military-grade fasteners to distributors nationwide for more than five decades. Its 44,000-plus stock-keeping units are distributed from its Illinois and California warehouses.

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Distribution Solutions Group Inc. has acquired American Fasteners Corp., a South Florida industrial distributor with about $39 million in annual revenue and more than 11,000 customers.

Fort Worth, Texas-based Distribution Solutions Group announced the deal Wednesday. Financial terms were not disclosed.

The acquisition expands DSG’s maintenance, repair and operations distribution business in South Florida while giving the company additional reach into export markets in Latin America and the Caribbean. American Fasteners will become part of DSG’s MRO business and work with its Lawson Products operation.

Founded in 1981 and based in Miami, American Fasteners operates three locations in South Florida. The company distributes fasteners, power tools, anchors, cutting tools, adhesives, abrasives, sealants, safety products, and fall-protection equipment.

American Fasteners primarily serves construction and related markets. The company is also the largest Milwaukee Tool dealer in the region, according to DSG.

The deal gives DSG a larger customer base in one of its core MRO markets while extending Lawson Products’ geographic reach. DSG has been building its specialty distribution platform around businesses serving MRO, original equipment manufacturer, and industrial technology customers.

“American Fasteners is a highly respected business with strong customer relationships and an excellent position in the South Florida market,” DSG CEO J. Bryan King said. “This acquisition is a natural extension of our strategy to build scale in MRO through high-quality businesses that expand our capabilities, customer relationships and geographic reach.”

American Fasteners founder Manny Benitez said joining DSG and working with Lawson Products would give the distributor access to a broader product portfolio and additional resources.

DSG funded the acquisition with existing cash and available borrowing capacity under its amended credit agreement.

DSG operates through Lawson Products, Gexpro Services and TestEquity. Lawson Products distributes MRO products, while Gexpro Services provides supply chain services to manufacturers and TestEquity distributes electronic test and measurement products.

Combined, DSG’s businesses serve approximately 220,000 customers and employ about 4,300 people. The company operates distribution and service centers serving customers in North America, Europe, Asia, South America, and the Middle East.

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Myers Industries has sold its Myers Tire Supply North America business to private equity firm Lion Equity Partners for $30 million, ending the manufacturer’s ownership of a distribution operation that dates to 1933.

The Akron, Ohio-based company said it entered and completed the transaction with Denver-based Lion Equity. The $30 million purchase price is subject to customary post-closing adjustments for cash, debt, working capital and transaction expenses.

Myers Tire Supply distributes tools, equipment and supplies to the tire, wheel and under-vehicle service industry. Its customers include tire dealers, automotive service centers, commercial fleets, retreaders and other transportation-related businesses across North America.

The distributor employs 233 people. About 77 are based at its Akron headquarters, with the remainder working in remote sales positions and at four distribution centers across the country.

For Myers Industries, the sale is part of a broader effort to narrow its business around manufacturing. The company said proceeds from the transaction will strengthen its balance sheet and allow it to concentrate resources on engineered resin and composite products serving infrastructure, industrial, consumer, food and beverage, and vehicle markets.

“The completion of this transaction is a defining step in our ongoing transformation,” Myers Industries President and CEO Aaron Schapper said. “By sharpening our focus on our core specialty engineered products, we are better positioned to drive long-term growth and create value for our shareholders.”

Schapper also credited the Myers Tire Supply workforce and said the business is positioned for further growth under Lion Equity’s ownership.

The transaction gives Lion Equity an established distribution platform with a national customer base and a history stretching back more than nine decades. The private equity firm specializes in corporate divestitures and special situations and uses organic growth, operational improvements and add-on acquisitions to expand its portfolio companies.

“Myers Tire Supply has built a highly trusted brand through decades of exceptional service and commitment to its customers,” Lion Equity Managing Partner Jim Levitas said. “We are excited to partner with the team to carry this legacy forward and support the company in its next chapter of growth.”

KeyBanc served as Myers’ exclusive financial adviser on the sale. Vorys, Sater, Seymour and Pease LLP served as legal adviser.

Myers Industries manufactures plastic, metal, engineered resin and composite products for consumer, vehicle, food and beverage, industrial and infrastructure markets. The divestiture of Myers Tire Supply further concentrates the company on those manufacturing businesses while shifting the long-standing distribution operation to a private equity owner.

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White Cap has completed its acquisition of Ace Contractors Supply, expanding the specialty construction distributor’s presence in Central Texas.

Atlanta-based White Cap said Sept. 1 that Austin, Texas-based Ace Contractors Supply is now part of the company. Financial terms were not disclosed.

Ace Contractors Supply distributes concrete accessories, rebar, safety and consumable products and other construction supplies. The acquisition gives White Cap additional capabilities and customer coverage in the Austin market and across Central Texas.

The deal adds to White Cap’s broader North American distribution network, which includes about 575 branches and more than 12,000 employees serving approximately 200,000 customers.

White Cap distributes specialty construction and safety products to professional contractors in nonresidential construction, infrastructure and residential markets. Its product portfolio includes concrete accessories and chemicals, tools and equipment, building materials, fasteners, erosion and waterproofing products and safety supplies.

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Ferguson Enterprises has completed its $1.6 billion acquisition of FloWorks, significantly expanding its presence in industrial and non-residential distribution.

The Newport News, Virginia-based distributor, said Sept. 1 that the deal closed Aug. 31 following the satisfaction of customary closing conditions. Ferguson acquired FWI Holdings Inc., which operates as FloWorks, from private equity firm Wynnchurch Capital.

The deal gives Ferguson a larger position in specialized industrial flow-control markets. FloWorks distributes technical valves and flow-control products and provides related services, adding capabilities in valves, automation, rotating equipment and fluid handling to Ferguson’s existing portfolio.

Ferguson said the acquisition increases its total addressable market to approximately $400 billion. The company had previously announced a $1.6 billion purchase price for FloWorks.

The transaction also fits Ferguson’s broader strategy of using acquisitions to expand its nonresidential business and add specialized capabilities. Ferguson said in its second-quarter results last month that it had completed five acquisitions during the quarter in addition to signing the agreement to acquire FloWorks.

“We are pleased to officially welcome the FloWorks team to Ferguson,” Ferguson CEO Kevin Murphy said. He said the acquisition combines Ferguson’s national scale and distribution capabilities with FloWorks’ technical expertise in valves, automation, rotating equipment and fluid handling.

FloWorks CEO Scott Jackson said Ferguson’s scale, supply chain capabilities and product depth would help the company serve customers more efficiently while maintaining FloWorks’ technical expertise and customer relationships.

The acquisition gives Ferguson additional exposure to industrial and other nonresidential customers while broadening the technical products and services it can provide. That is significant for a company whose scale has historically been built around plumbing, heating, ventilation and air conditioning, and other construction-related markets.

Ferguson is North America’s largest value-added distributor of water and air products and services. Its portfolio includes plumbing, heating, ventilation and air conditioning, appliances, lighting, pipe, valves and fittings, and water and wastewater products. The company reported calendar 2025 sales of $31.3 billion and employs approximately 35,000 people across more than 1,700 locations

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AFC Industries has acquired Signature Engineered Solutions, an Aurora, Illinois-based supplier of engineered fasteners, components and supply chain services to original equipment manufacturers and industrial customers.

Financial terms of the acquisition were not disclosed.

Signature Engineered Solutions supplies specialty threaded products, metal and plastic fasteners, clips, clamps, springs, rivets, and precision-machined components. The company serves customers in automotive, heavy truck, heavy equipment, construction, energy, electrification, heating, ventilation and air conditioning, and power generation markets.

The acquisition expands AFC’s engineered component business and adds Signature’s technical expertise and supplier relationships in the engineered fastener market.

“SES is a great example of the type of business we want to add to AFC,” CEO Kevin Godin said. “They have strong customer relationships, deep application expertise and a team that understands how to create value well beyond supplying a part.”

Signature works with original equipment manufacturers on fastening and assembly applications, including product selection and production requirements. The company operates a global supply network and works with engineered-fastener manufacturers.

The business also provides third-party logistics services to industrial manufacturers and distributors. Those services include warehousing, inventory management, order fulfillment, imports, supplier consolidation, kitting, labeling, light assembly, inspection, and custom packaging.

The acquisition gives Signature customers access to AFC’s broader supply chain and manufacturing services while adding Signature’s engineered fastener business to AFC.

AFC did not disclose whether Signature’s name, management, workforce, or Aurora operations will change following the acquisition.

West Chester, Ohio-based AFC provides vendor-managed inventory, engineered components and other supply chain services to manufacturers and assemblers. The company operates more than 100 locations in seven countries.

The acquisition adds another specialized industrial component and supply chain operation to AFC’s business, while extending its access to original equipment manufacturers in several transportation, construction, energy, and industrial markets.

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Ask those same executives how often two sales reps price the exact same opportunity the same way, and the answers become a lot less certain.

If you have 250 salespeople, you probably have 250 pricing strategies.

This is an exaggeration, but only slightly. In many distribution companies, pricing decisions are made one quote at a time by individual sales reps responding to customer conversations, competitive pressure, and personal experience. Over time, those individual decisions add up to hundreds of different approaches to pricing.

One sales rep discounts to preserve a relationship, and another prices aggressively to win new business. A third refuses to move on price. None of these decisions are necessarily wrong on their own, but together they create an inconsistent pricing strategy that nobody designed.

Eventually, pricing becomes something everyone owns but no one truly manages.

Very few distributors wake up one morning and decide to let every sales rep independently determine pricing. It just happens.

It usually starts with reasonable decisions. A customer resists a price increase, so a sales rep makes an exception. A long-time strategic account gets a little more pricing flexibility than everyone else. New competitive pressure leads to a deeper discount than originally planned. Before long, those decisions become standard practice, and individual judgment starts to outweigh company strategy.

Sales reps are just responding to the information they have available. I’m not blaming them. They usually don’t have the full picture, and that’s on the company.

As you grow by adding new branches, acquiring competitors, expanding territories, and hiring more reps, this challenge becomes even more severe. Every person you add and every company you integrate brings a new way of thinking about pricing.

Without a shared pricing framework, inconsistency will scale with revenue.

Sales and Pricing: Two Different Views

Sales reps understand customers better than anyone. They know which customers negotiate hard, who is most sensitive to price changes, and which accounts value responsiveness, availability, or expertise over price.

That’s valuable.

Pricing teams see a different part of the picture. They’re responsible for balancing individual customer needs with the financial objectives of the business.

What sales reps often can’t see are the business factors shaping those pricing decisions, including:

• Individual customer profitability
• Contract terms and price caps
• Supplier programs and rebates
• Historical buying behavior
• Company margin targets
• Pricing across similar accounts

At one large distributor, for example, more than 600 customer agreements were being managed manually in a spreadsheet. Each agreement could contain different price holds, expiration dates, category restrictions and other terms governing when prices could change. Add supplier programs and rebates to the equation, and determining the appropriate price becomes far more complicated than applying a standard margin target.

This information lives in different systems and departments. And changes in supplier economics don’t always show up in the same place. For example, a manufacturer might raise its list price but not change the distributor’s purchase-order cost because the adjustment is being made through a rebate program instead. Now the pricing team must look to another system to understand what changed before determining the right customer price.

It’s like the street game where someone hides a ball under moving red cups. The value is still there, but pricing teams must figure out where it went before they can determine the right customer price.

Expecting sales reps to keep up with those moving pieces isn’t realistic. That’s why pricing needs to be supported by shared data, consistent business rules, and systems that bring those variables together before quote reaches the customer.

Pricing isn’t just about today’s order. Every discount affects what a customer expects tomorrow. If a sales rep consistently gives away margin while another holds the line, customers begin receiving different answers depending on who picks up the phone.

That can lead to:

• customer confusion
• internal frustration
• difficult negotiations
• inconsistent value perception
• more approval requests and pricing exceptions

Those inconsistencies aren’t the fault of individual sales reps. They’re the result of inconsistent pricing discipline. The answer isn’t rigid pricing rules; B2B selling will always require negotiation and judgment.

That’s why pricing leaders need to position their teams as an extension of sales, not as the department that reviews discounts and enforces rules. Creating greater consistency is a cultural challenge, not a math equation. Salespeople need guidance they trust and can use in the middle of a customer conversation. The goal is to provide that guidance before those conversations begin.

Pricing guidance also must align with sales compensation. I recently spoke with a distributor that was struggling to pass through tariff-related price increases. One of my first questions was how their salespeople were compensated. The answer was revenue. That creates an obvious conflict: If a rep is rewarded for protecting revenue rather than margin, why would we expect that person to risk losing an order by holding firm on a price increase? From the rep’s perspective, absorbing the increase may protect the sale, even if it hurts the company’s profitability.

If pricing strategy says one thing while compensation rewards another, pricing will usually lose. Distributors need to consider whether their incentive structures reinforce the pricing behavior they expect from sales.

I’ve found that the most effective pricing organizations establish clear guardrails that help sales reps understand:

• recommended pricing targets
• acceptable negotiation ranges
• accounts that require special handling
• where pricing flexibility exists
• when approvals are required

My goal has never been to stop salespeople from thinking. That wouldn’t serve the business. Relationships, judgement, and experience will always matter. What I want is for every salesperson to start from the same foundation.

Private-label products are a good example of why that foundation matters. Say a distributor buys a national-brand product for $9.99 and sells it for $12.99, while a comparable private-label product costs the distributor just $4.99. A sales rep might look at that lower cost and offer the private-label product for $6.99, believing they’ve made a strong margin while saving the customer money. But the customer was already willing to pay $12.99. The rep has given away far more revenue than necessary to make the private-label option attractive.

A shared pricing strategy gives the rep a better starting point. Instead of pricing the private-label product from its cost up, the distributor can price it relative to the national brand — offering the customer meaningful savings while preserving more of the value for the business.

Customer segmentation, profitability data, pricing guidance, and business rules provide a consistent starting point, while leaving room for experience and relationships to shape the final conversation. Sales reps understand not only the recommended price, but why it’s the right place to begin.

That only happens when sales, pricing, merchandising, purchasing, finance, and leadership operate from the same information. Technology doesn’t replace those teams; it connects them, bringing the data behind pricing decisions together before a quote reaches the customer. The result is more consistent pricing, better conversations with customers, and decisions that support both relationships and long-term profitability.

The Real Test of Your Pricing Strategy

You won’t achieve pricing consistency by telling sales reps to “follow the rules.” Consistency comes from giving people the information, guidance, and confidence to make decisions that align with the company’s broader pricing strategy while still serving the customer in front of them.

The distributors that consistently protect and grow margin don’t have the most restrictive pricing policies. They equip sales, pricing, finance, and leadership to make decisions using the same information, priorities, and business objectives.

After all, your pricing strategy isn’t defined by the slide deck presented at the annual sales meeting. It’s defined by the thousands of pricing decisions made across your business every day.

If those decisions are driven by individual instinct, you don’t have one pricing strategy. You have as many pricing strategies as you have sales reps. But when every decision starts from the same foundation, your strategy finally becomes something customers experience consistently, and your business can scale profitably because of it.

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OmniCable has acquired Kingwire, combining two companies that supply electrical distributors with wire and cable inventory, specialty products, and fulfillment services.

West Chester, Pennsylvania-based OmniCable has completed the acquisition from private equity firm Kinderhook Industries LLC. Financial terms were not disclosed. OmniCable and Kingwire will retain their brands and continue operating from their existing locations.

The deal is significant because both companies operate primarily behind other distributors rather than competing with them for end customers.

OmniCable is a redistributor of wire, cable, fiber and other electrical and communications products. Founded in 1977, the company sells exclusively through distribution and operates 18 North American distribution locations with about $400 million in inventory.

Its role is to extend the inventory and supply capabilities of electrical distributors. Distributors can use OmniCable to source products they do not routinely stock, fill shortages, meet large project requirements, and obtain specialty wire and cable without carrying all that inventory themselves.

OmniCable also provides services including custom cutting, striping, dyeing, drop shipping and emergency fulfillment.

Kingwire adds a complementary business centered more heavily on distributor stock programs and aluminum wire.

North Chicago, Illinois-based Kingwire supplies electrical distributors nationwide with low- and medium-voltage wire and cable. It operates eight distribution centers totaling more than 625,000 square feet and provides services including wire cutting, paralleling, striping and same-day shipping.

Its products serve building wire, utility, data center, industrial and renewable energy applications.

“Kingwire represents a complementary offering to our core, special order business by strengthening our DSP and aluminum offerings and providing us access to the utility channel,” OmniCable CEO Chris Breslin said.

The combination brings together two distinct parts of electrical distribution. OmniCable has traditionally focused on special orders, project requirements and products distributors may not keep locally. Kingwire brings a stronger position in aluminum products and programs designed to replenish distributor inventories.

For electrical distributors, that potentially provides another way to expand product availability without making equivalent investments in their own warehouse inventory.

Wire and cable can be particularly inventory-intensive because distributors must manage numerous product types, sizes and configurations while also responding to large project orders that can quickly exceed normal branch inventories.

OmniCable’s redistribution model is designed to fill those gaps. The company provides inventory, sourcing and logistics support that allows distributors to respond to customer requirements while continuing to develop the customer relationship.

Kingwire expands that capability with eight warehouses and additional inventory serving markets where electrical demand is growing.

The acquisition also gives OmniCable greater access to the utility market and strengthens its position in data centers, industrial facilities, and renewable energy.

Joe Tracy, chairman and CEO of OmniCable parent Dot Family Holdings, pointed to electrification across infrastructure, utility, and data center markets as a source of demand for the companies’ products and services.

Kingwire has expanded in recent years. Kinderhook recapitalized Cameron Wire & Cable in 2021 and later acquired Kingwire, combining the businesses into a national wire and cable distribution platform.

During Kinderhook’s ownership, Kingwire expanded to eight distribution facilities and entered the utility, data center, renewable energy, and industrial markets. Kinderhook said the company doubled its volume through internal growth.

“We expanded our footprint and inventory and entered new markets, all while maintaining the service levels our customers rely on,” Kingwire CEO Andy Kessel said.

The acquisition broadens OmniCable’s capabilities without changing its channel strategy. OmniCable has sold exclusively through distribution since its founding, while Kingwire supplies electrical distributors nationwide.

For distributors, the practical impact is greater access to inventory and fulfillment capacity across a larger network. The combination gives OmniCable more products and warehouse capacity that electrical distributors can use for routine replenishment, large projects, and specialty requirements without stocking every product locally.

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Parts Authority has acquired NPW Companies, adding 46 locations and expanding the automotive parts distributor’s network to 325 locations as it continues to build out its national footprint.

Financial terms of the Aug. 11 transaction were not disclosed.

Miami-based NPW, also known as National Auto Parts Warehouse, distributes traditional, engine and performance parts for the automotive aftermarket. The family-owned company operates 46 locations across 14 states and serves automotive repair shops, independent jobbers, machine shops, and other commercial customers.

The acquisition takes Parts Authority into five additional states and gives the company access to NPW’s catalog of more than 1-million-part numbers from more than 700 brands.

NPW’s leadership and employees will join Parts Authority. Chris Pacey, NPW’s president and CEO, will remain president of NPW/EPW while also assuming a senior role at Parts Authority.

The deal gives Parts Authority a larger distribution footprint as automotive aftermarket distributors compete on inventory availability, proximity to customers and delivery speed.

“NPW’s locations are a natural complement to our existing footprint, allowing us to put more inventory closer to the customers of both companies,” Parts Authority CEO Clark Hale said.

Parts Authority, headquartered in Lake Success, New York, was founded in 1973 and operated at more than 275 locations before the acquisition. The company distributes automotive and truck parts to professional installers, dealerships, fleets, and national accounts and sells through ecommerce.

NPW was founded by Larry Pacey in 1969 and has grown into a network of 17 distribution centers and 29 retail locations. Its stores operate under the Bumper to Bumper, Auto Value and Johnny’s Auto Parts brands.

The acquisition also comes as Parts Authority is adding distribution capacity elsewhere in its network. A day before announcing the NPW deal, the company announced a 450,000-square-foot distribution facility in Olive Branch, Mississippi, near Memphis. Parts Authority said the facility would support faster deliveries and provide capacity for further geographic expansion.

Together, the two moves add both geographic reach and distribution capacity as Parts Authority expands its position in the U.S. automotive aftermarket.

Parts Authority has acquired more than a dozen companies in recent years as part of a broader expansion strategy. The company did not disclose NPW’s annual sales, the purchase price, or other financial terms of the transaction.

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Distributors across several sectors announced acquisitions, investments and restructuring moves Aug. 25, with activity spanning industrial supplies, lubricants, building products, electrical distribution and specialty access products.

Among the biggest developments, RelaDyne entered Colombia by acquiring lubricants distributor OilRed, while ABC Supply acquired a nearly 70-year-old masonry and building products distributor in South Texas. Bearing Distributors Inc. received an investment from private equity firm Kelso & Co. that is expected to support additional acquisitions and internal expansion.

Meanwhile, BFG Supply’s Chapter 11 restructuring moved into an asset-sale process covering inventory and other assets from a business that operated 17 warehouse and manufacturing locations.

Top Highlights

• RelaDyne enters Colombia with the acquisition of Chevron lubricants distributor OilRed.
• ABC Supply expands in South Texas by acquiring the assets of Martini Brick Sales in Corpus Christi.
• BFG Supply begins selling assets as part of its Chapter 11 restructuring while continuing to seek a buyer for all or part of the company.
• BDI receives an investment from Kelso & Co. to support internal expansion and acquisition-driven growth.
• Overhead Door acquires Motion Access, expanding its automatic pedestrian door aftermarket and service business.
• Westburne expands technical capabilities in automation, electric vehicle infrastructure and other areas as the Canadian electrical distributor marks its 100th anniversary.

RelaDyne Enters Colombia with OilRed Acquisition

RelaDyne has acquired OilRed, a Chevron lubricants distributor based in Medellín, giving the Houston-based company an operating presence in Colombia.

OilRed distributes lubricants, greases and coolants and provides lubrication programs to automotive, commercial and industrial customers in authorized territories across Colombia.

The acquisition expands RelaDyne’s Latin American business, Grupo Lucalza, which now operates across Mexico, Guatemala, Nicaragua, Panama, Jamaica, the Dominican Republic and Colombia.

OilRed’s existing management team will remain in place.

RelaDyne has grown to more than 190 locations since it was formed in 2010 through the merger of four companies. The distributor supplies lubricants, fuel and diesel exhaust fluid and provides industrial reliability services.

Financial terms of the OilRed transaction were not disclosed.

ABC Supply Acquires Martini Brick Sales

ABC Supply has acquired the assets of Martini Brick Sales, a Corpus Christi, Texas-based masonry and building products distributor founded in 1957.

Martini distributes brick, block, stone, milled stone, faux stone, cast stone, anchorage and drainage products, angle iron and fireplace construction components.

The company will continue operating under the Martini Brick Sales name and will retain its employees. Its current leader will remain with the business as a business development manager, according to ABC Supply.

The transaction expands ABC Supply’s presence in South Texas while adding a business with established relationships among contractors and builders in the Corpus Christi market.

Financial terms were not disclosed.

BFG Supply Moves into Asset-Sale Process

BFG Supply’s Chapter 11 restructuring moved into a new phase on Aug. 25 as court-approved advisers began marketing the distributor’s inventory and certain other assets.

SB360 Capital Partners and Tiger Group received approval from the U.S. Bankruptcy Court for the District of Delaware to market and sell the assets.

BFG operated 17 warehouse and manufacturing locations totaling more than 1.5 million square feet and supplied more than 10,000 customers. The distributor sourced more than 100,000 products from approximately 1,000 vendors.

Its assortment includes lawn and garden products, greenhouse and nursery supplies, irrigation products, fertilizers, tools, crop protection products, outdoor living merchandise and controlled-environment agriculture products.

The company is also seeking buyers for all or portions of BFG as a going concern. SSG has been retained to solicit potential buyers.

BFG, founded in 1972, filed for Chapter 11 bankruptcy protection earlier this month.

Kelso Invests in BDI

Bearing Distributors Inc. received an investment from private equity firm Kelso & Co. that will provide the industrial distributor with additional capital for expansion and acquisitions.

Financial terms and the size of Kelso’s ownership stake were not disclosed.

Cleveland-based BDI distributes bearings, power transmission and fluid power products and related industrial solutions. The company operates in more than 205 locations across 11 countries.

BDI said the investment will support expansion across product categories, end markets and services as well as acquisitions.

The company’s existing leadership team will remain in place and retain an ownership stake following the transaction.

The deal puts additional acquisition capital behind one of the larger power transmission and bearings distributors in the market and makes BDI a company to watch for follow-on transactions.

Overhead Door Acquires Motion Access

Overhead Door Corp. has acquired the business and operating assets of Motion Access LLC, an Elk Grove Village, Illinois-based supplier of automatic pedestrian door products and aftermarket solutions.

The asset purchase agreement was completed Aug. 24 and announced publicly Aug. 25.

Founded in 2004, Motion Access develops and supplies automatic pedestrian door operators, replacement parts, retrofit products and rebuilt equipment.

Motion Access will continue operating under its existing name as part of Horton Automatics, an Overhead Door business.

The acquisition expands Overhead Door’s aftermarket and service capabilities in automatic entrance systems.

Horton Pedestrian Access Solutions works with more than 200 distribution partners across North America. Overhead Door’s broader business serves more than 4,500 professional distribution partners.

Overhead Door is a subsidiary of Tokyo-based Sanwa Holdings Corp.

Westburne Expands Beyond Traditional Electrical Distribution

Westburne is expanding its technical capabilities in industrial automation, electric vehicle infrastructure, energy-efficient technologies and connected network solutions as the Canadian electrical distributor marks its 100th anniversary.

The Aug. 25 announcement also included a $60,000 investment in 12 skilled-trades scholarships across Quebec, Alberta and Ontario.

Founded in 1926, Westburne has grown from a single location in Turner Valley, Alberta, to more than 100 branches and more than 1,000 employees across Canada.

The company supplies industrial, commercial and institutional customers with electrical products and provides technical expertise in power distribution, lighting and controls, industrial automation and network solutions.

Westburne is part of Rexel Group, the global electrical distribution company.

The company’s expansion of technical services reflects a broader move among electrical and industrial distributors to build businesses around engineering, automation and technical support in addition to product sales.

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