Building Products Digest - October 2014

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By Alan Oakes

Two-b!-fouy-ish

[rlnsr, rHE ovERALL News for the year still sounds on a good, upwards path, I-'while trailing most economic forecasts for new building starts. Telephone calls have shown reasonable support for the year to end on a good note, although I still hear that "we are busy three days a week, but the other two are dead."

Economic issues remain that suggest there will still be the occasional bump in the road, and that is why I sometimes shake my head at what I see happening on a state government or local judicial level. There are states that have created a real pro-business atmosphere. Utah, Wyoming, Nebraska and Virginia are high on my list, for example. Among large states, there's Texas.

On the other hand, my attention is more on California, where I reside-the world's eighth largest economy and a state with one of the highest poverty levels (about23Vo).It is often appears so anti-business it can make you want to pack your tent and move out-as, of course, many have. I saw that first-hand with a company I bought about 15 years ago, as prior ownership on a tax change bailed to Nevada overnight.

This week, I could not help note the Tesla company deciding on Nevada over California for its new battery plant, which would bring about 6,500 jobs. I cannot argue on whether or not it was worth it to California, considering the incentives that needed to be given, but as I have seen this decision before, I would expect that there were other concerns about how our state government operates and how to get things done after the initial agreements are signed. Tesla stated that Nevada was a "get things done state." Our governor stated that it would have cost the state's taxpayers too much. Of course, there are a lot fewer of us than there used to be.

I also note that in a state where government pensions are highly underfunded, the board of CaIPERS arbitrarily decided that 99 special bonuses that are paid to public employees can now be allowed for pension calculation. Understand that many of these bonuses are paid for jobs they should be doing anyway. This type of decision is absolutely uazy,but commonplace.

I feared we had reached a tipping point, upon learning that several California counties, including Marin (surprise, surprise), had gone after Lowe's for allegedly selling dimension lumber that didn't quite measure 2x4.I'm sure I wasn't the only one imagining all the new store signs advertising"l.55x3.62."

Fortunately, that seems unlikely (see story, page 13), but the fallout from relentless regulation is real. Our wonderful state (and I mean that) continues to crumble. Our infrastructure is falling apart. We were a leader creating energy and water systems, dredging harbors, building freeways. But today, instead of investing 20Vo of our budget in infrastructure, we are now down to about 57o.It is estimated we should invest about $5O0 billion over the next 20 vears-fat chancel Consequently, coupled with high taxation, we have become a target for other states to poach our companies, entrepreneurs, tech base, and skilled employees.

I am sure California is not alone, but each and every state needs to create a business environment that allows companies to grow and invest and provides less incentive to flee.

On the other hand, I could not but notice while there a few weeks back, the EEC in Europe has now banned high-powered domestic vacuum cleaners. Perhaps they can be shipped here, to help clean up some of this mess-startins in Sacramento.

Alan Oakes, Publisher aioakes@aol.com

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Lumber dealer

designs its own app

fr's Nor UNUSUAL for building material manufacturers to Idevelop their own apps, to help mobile device-toting consumers or contractors quickly access product specs and images in customizable settings.

Lumber dealers typically don't develop their own apps, however. Yet US LBM Holdings has just released its fourth app, for its Schenectady, N.Y.-based Bellevue Builders Supply division.

US LBM, whose 13 divisions operate a combined 80+ locations in 11 states, introduced its first app six months ago for Chicago, Il., dealer Hines Supply. Apps followed for Wisconsin Building Supply and John H. Myers & Son of Pennsylvania and Maryland. Two more divisions will release their versions of the app by mid-fourth quarter.

Like its sister companies' apps before it, the Bellevue Mobile App allows users to:

. Check orders and track deliveries with real-time GPS

updates,

. Message deliveries' status to general contractors or subs,

. View photos of the delivered order,

. Access recent deliveries and search delivery history, Check account information anytime, anywhere, View open invoices, upcoming bills, and billing history for a specific job using quick filters,

Check the latest promotions and upcoming events,

. Share via email, print or save on their phone,

. Choose an event and be automatically registered.

To market the app, Bellevue is running "a very elaborate marketing campaign," which includes a feature video, statement stuffers, in-store banners, email blast, and popup banners for trade shows and events. In addition, all store sales personnel have been trained in the app to help customers with it.

"We created the Mobile App specifically for the professional remodeler, commercial and custom builder. We know and understand their business and the tools they need at their fingertips," said Bellevue president Greg Gaskell. "This investment in technology is part of our continued commitment to customer service excellence."

The roll out has been over two years in the making, dating back to US LBM's installation of an advanced delivery system that would "serve as the backbone for the app,"

said Senthil Arumugam, the US LBM v.p. who spearheaded the project. "We set a long-term vision for our logistics needs in euly 2012. Part of that vision was to provide customers with the ability to access their delivery information without having to call or email. We also built other useful features into the app around this crux."

The apps typically are released first in an iOS version for iPhones and iPads, with an Android version following about a month later.

The app is integrated with US LBM's ERP and delivery management systems, and is serviced internally. The app currently cannot be used to purchase products, but that may be a possibility in the future.

NEW APP from New York dealer Bellevue Builders Supply is only the latest for parent US LBM.

By f essica Arant and fared Plucknett, DMSi

What to expect when youtre expecting a new ERP system 3 steps for a smoother transition

Protect Key Processes

Businesses depend on processes like receiving inventory, picking orders, and delivering product. Your old system and new system may handle these processes differently. If you don't identify the differences in advance, you set yourself up for unwelcome surprises. Missing documents, unpicked orders, and late deliveries cost time, money and customer satisfaction.

Documenting procedures prior to implementation helps minimize operational hiccups. A side-by-side comparison of how your current and new systems handle things makes it easier to spot differences. You don't have to document all processes, just the most crucial ones. To determine which are most critical, ask basic questions. What makes your company unique? What do customers value most? What services would be catastrophic to lose? Start with the top three to five.

ff,/Hrru cHoostNc e new ERP sys-

V Y tem, the focus is all on the "what": features, benefits and options. Few people consider the "how": transitioning the business to the new system. Implementation is seen as the responsibility of the software provider, and businesses assume the new vendor will take care of all the details. But successful transitions begin long before a contract is signed.

Changing ERP systems affects more than software; it affects every aspect of an operation. Therefore, a

successful transition takes a company's unique processes, goals, and culture into account. And while your vendor is (hopefullyl an expert in your industry, they won't be experts in the hundreds of details specific to your company. A self-assessment brings critical insights to the implementation process. Preparing in advance minimizes set back and helps businesses get better value from the new system. If an ERP change is in your company's future, start laying the groundwork with the tbllowing steps.

A complete process description identifies the who, what, where, when and how of each step. For example, the documented procedure for completing an order specifies who enters the SO, prints the tickets, picks the product, and stages the deliveries. It also includes details like how often tickets are printed, where the staging area is. and when inventory is reconciled back to the system. Don't assume you know all the details: consult the people who perform these tasks every day. This exercise is a little more involved than it first appears,

YOU DON'T have to wait for a software vendor to get ready for an ERP transition. Your transition will be smoother and you will get more value out of your software if you prepare ahead of time.

Pick ticket is automatically printed in the warehouse.

your current system and imported into your new one. Before importing the data, there's an opportunity to update and standardize it. This is where you can improve the quality.

Spend some time documenting the kinds of data problems you currently have. Make sure you involve representatives from sales and purchasing in these discussions. Create standards for naming items, entering attributes, and organizing customer records. Keep a master document of these standards for reference. There will probably be exceptions to every rule. Some items won't fit neatly in the new guidelines. That's why you want to start developing the rules in advance. It will take a while for outliers to reveal themselves, and you'11 probably revise the standards a few times. Allowing plenty of time for this process means you'll be more likely to end up with a solid system that works for your business.

Manage Your Managers

about what to expect during the adjustment: slower employees, lower production levels, longer turnaround times. They'll need to be patient during this time period. Emphasize that these are temporary conditions. Highlight the benefits that will come when everyone masters the new ERP system, like faster processes, less busywork, and fewer errors. Preparing managers ahead of time will make them more likely to stay positive during setbacks. This applies to all levels of the organization. Mid-level managers will feel less pressured if the executive team actively supports the change and demonstrates patience. Conversely, if the c.e.o. keeps complaining about lower production, it will be difficult for anyone to keep a positive attitude.

Warehouse supervisor assigns ticket to first available picker.

BEFORE IMPLEMENTATION, document and compare how your existing system and your new system handle key processes.

so it's vital to start well in advance of switching to a new system. Waiting until the implementation begins means you'll be pressed for time and more likely to overlook something.

Glean Your Data

Information is the lifeblood of a business. The simplest transaction requires pricing. inventory. payment and account records. Unfortunately, most businesses have less-than-perfect data. Inconsistent naming systems. duplicate records, and missing information are common. A business might have three different product codes for the same l0-ft. piece of southern pine: 0204 10SYP, 24l0pine, and 2410StPn. Poor data quality affects every aspect of an operation, from order entry to picking to dispatch.

Your ERP transition is an opportunity for a clean start. As part of the change, data will be exported from

No matter how amazing an ERP system is, business operations will temporarily slow during the transition. It's not just learning new software. Some of your employees have been doing their jobs in a certain way for years. Changing their methods will be challenging and take time. Unrealistic expectations about a fast, easy switch impede progress as impatient managers spread discontent through their departments. Successful transitions require support from the top down. Make sure manasers are clear

An ERP implementation is a window of opportunity. Decisions during this time can bring significant improvements to an organization. Asking an outside vendor to make all those decisions for you wastes the opportunity. Assessing your operation in advance means you will come to the implementation process with clear goals and objectives. It will help get the maximum return on your software investment.

Inside sales rep enters and submits order at front counter.

- Jessica Arant is communication coordinator and Jared Plucknett director of impLementation for DMSi Software, Omaha, Ne. DMSi provides business and accounting software exclusively to the lumber and building materials industry.

By lan Falivene, Weyerhaeuser

Modeling software I gives dealers an edge selling to builders

ITH COMPETITION tougher than ever, LBM dealers need to think beyond price and reliability to remain competitive. Dealers that set themselves apart through value-added services can attract and retain customers by saving them time and money, eliminating jobsite hassles, and improving their business processes.

Three-dimensional modeling sofr ware, such as Javelin from Weyerhaeuser, is one such valueadded opportunity. By converting a customer's house plans into a 3D model of the structural frame, the dealer can optimize the layout of members for efficiency and accuracy, while streamlining materials and ordering.

Once the house plans are imported into the modeling software, the dealer draws out the plan to capture the exact lengths as the program creates a 3D

model of the structural frame. By seeing the house in this way, the dealer and builder can more easily spot issues that, without the tool, may not have been caught until installation-a costly and time-wasting problem.

It also can be used to define locations for plumbing and mechanical runs, providing precise placement of holes in joists and beams while ensuring that issues, such as a toilet placed on top of a joist, don't occur. Finally, the process may highlight redundancies in the framing or an opportunity for small changes that can save material costs.

From there, a dealer can generate material lists and quotes, as well as placement plans, plus provide documentation on design values.

Taking it a step further, the dealer can provide additional value-added services by sending the plans to

Weyerhaeuser's Stellar software. Using Stellar, the dealer can choose to generate an optimized list of materials with cutting instructions to ship to the jobsite or, when combined with an automated cutting solution, create a NextPhase Site Solutions framing package that includes pre-cut materials that are marked, labeled and bundled for ease of installation.

When the bundles arrive on site. the framer installs each piece in order, ensuring accuracy and eliminating the need for cuts. This solution not only reduces construction time and the labor, it optimizes material usage and handling in the yard and increases turns that result in lower inventory carrying costs.

Such technology is particularly helpful in areas of the country where engineers and architects typically aren't active on a home project. In regions where engineers are more prevalent, such as California, builders may not need the full set of services, but the program will still help the dealer build an accurate material list, generate quotes, and even provide cutting and assembly information.

If 3D modeling is too big of a step, dealers might first consider moving to a takeoff program such as Estima, a more efficient, automated process than manual takeoffs. The tools offer winwin benefits: better accuracy for builder customers, plus time-savings and fewer errors on the back end.

What's more, built-in analysis and retention tools allow dealers to maintain profiles of customers and analyze their preferences for products, brands,

JAVELIN software from Weyerhaeuser allows dealers to buib a complete model of the structural frame, optimizing the layout of members for efficiency and accuracy, while streamlining materials and 0r0enng.

order of materials, etc.-for example, how they like to frame corners-and make adjustments accordingly.

The analysis provided by takeoff and modeling programs can also can help guide your inventory. For example, based on cutting history, you can determine common lengths of material that is cut; from that you can order and stock those lengths in the yard to reduce cutting and order processing.

Along with implementing these types of technologies, dealers will need to actively communicate the enduser benefits. Be sure to demonstrate to builders how these programs save them time and money-and how they can't get such a service from the yard down the road.

2x4 Suit Troubles Dealers

Lumber dealers are wondering if they could be next, after a California Bay Area judge ordered Lowe's to pay $1.6 million for allegedly selling and advertising lumber using incorrect product dimensions.

The payout ends a civil enforcement action brought by the district attorneys of Marin, Los Angeles, Monterey, San Joaquin, and Stanislaus counties.

Lowe's said it had traditionally identified products with the dimensions provided by its suppliers. The chain will now list certain commodity products by their common name (such as 2x4) as well as their actual measurements (1.5x3.5). Under the deal. Lowe's was required to immediately remove products from sale or correct any misleading descriptions.

News of the settlement gave pause to dealers, concerned they too might have to pull lumber from their shelves and re-label in nominal sizes. Apparently, however, Lowe's ran afoul for labeling products in nominal terms that did not match even nominal dimensions.

West Coast Lumber & Building Material Association advises dealers to ensure all dimensional lumber is received from suppliers in correct quantities, with both nominal and actual sizes listed on the invoice. Non-standard items must be identified in actual sizes, not in common nominal terms for lumber identified in PS 20-10.

Two Coat Exterior Prime

Our two-coat process starts with an atkyd sealer to block tannin migration, foltowed by a high-performance acrytic primer. The resutt: RESERVE quaLity, inside and out.

Superior Wood

Made of quatity, ctear, finger-jointed Western Red Cedar or Redwood, these products are naturatty designed for exterior use-both soecies are ideaI for endurinq extreme weather.

Surfacing + Sizes + Lengths

RESERVE products come in a wide range of sizes, lengths and finishes. Whether the project catts for S'lS2E or S4S. we offer [engths ranging from 16' to 20'. Pattern stock is also avaitabte.

tx4 - Ix12 s/ay{ - s/axt/ 2x4 - 2xI2

The Finest Stock, The Best Coating

Our Siskiyou Forest Products RESERVE line is specially manufactured and treated to create the highest quality product available. Using state-of-the-art application and curing equipment, our premium Western Red Cedar and Redwood stock is made to last for many generations. We are proud to offer a beautiful, durable product that is ready for installation and final painting the moment it reaches the craftsmen.

- Ian Falivene is senior product manager for software at Weyerhaeuser.

By The Hardwood Manufacturers Association

floorihgr finishes that add value to the home Selling hardwood

ffnnnc HoMEowNERS, remodelers lland builders select hardwood flooring for their homes can be a valuable investment. Surveys estimate that hardwood flooring can add as much as $7,000 to $10,000 to a home's resale value. And a study conducted by the National Wood Flooring Association revealed that 99Vo of U.S. real estate agents asserted that homes with hardwood flooring are easier to sell: 907o said that homes with hardwood flooring sell for more money-up to l07o more, in fact.

In order to get the most out of their valuable investment in American hardwood, here are the flooring options they need to know about before they buy:

Solid Wood Floors

Solid hardwood flooring comes in three basic types: strip, plank and parquer.

Strip flooring accounts for the majority of hardwood installations. It is installed by nailing the wood to the subfloor.

Plank floor boards are at least 3" wide, and can be screwed or nailed to the subfloor.

Parquet flooring comes in 6"x6" blocks, but specialty patterns can be made much larger. Parquet floors often create a dramatic geometric Iook.

One tip to keep in mind is that solid hardwood flooring expands and

CREATIVE HARDWOOD flooring applications, such as this transition from one room to the next with a creative blend of maple and walnut, add significant value to a home.

(Photo courtesy National Wood Flooing Assocratlon)

contracts due to changes in your home's humidity. Installers can compensate for this by leaving an expansion gap between the floor and the wall.

Engineered Wood

Engineered wood is made of multiple layers of different grades or styles of wood that are stacked and glued together under high heat and pressure. This type of flooring is less likely to be affected by changes in humidity.

Wood Laminates

Wood laminates consist of a plywood base topped with a layer of veneer. The veneer coating on wood laminate floors can be sanded and refinished up to three times in most cases.

After selecting the type of hardwood flooring, the next step is choosing a finish that will enhance the wood's beauty and protect the floor from everyday wear, dirt and moisture. The finish will also give hardwood a rich color and luster to match your home's look and feel.

There are a few hardwood finishing options to choose from:

Surface Finishes

These are the most popular choice of stains, and involve applying a stain to achieve color followed by a top coat to add a layer of protection. Surface finishes are durable and easy to maintain.

Oil-based urethane is the most commonly used floor finish. It is available in different sheens, and is generally applied in multiple coats and also ambers with age.

Water-based urethane provides a clear finish and produces fewer odors, quicker dry time and easier clean-up.

Moisture-cured urethane is a solvent-based solution mostly used in commercial applications. It is more durable and moisture-resistant than other options.

Conversion varnishes are a professionals-only application product that is often used in commercial spaces.

Penetrating Stains & Finishes

These finishes penetrate the wood to form a protective seal. The stains soak in to provide the color, and a wax coating provides a low-gloss satin sheen. These finishes require

special care, as certain products (water-based products) should not be used on the floors.

Sheen Options

Choice of sheen is a personal preference but it's helpful to keep in mind that high-gloss finishes show scuffs and scratches more easily than lowgloss or satin finishes. High-gloss finishes also reflect more light and are typically used in commercial settings, while satin finishes are usually favored for more traditional applications.

Extra-Durable Fi n ishes

One of the latest trends in hardwood finishes are products designed to extend the life of the floor and make them extra-durable. Some manufacturers state that these finishes are l0 times more durable than other finishes, and can last for up to 25 years. Swedish finishes and acrylic finishes are the most popular types of extradurable products.

- For more information on choosing hardwood flooring and finishes visit www.hardwoodinfo,com.

Hd&n Fasienhg s]stomi for Decklng; sldlng, and qbs

5 tips to tell when itts time for a new entry door

and possibly moisture. That means it's time to determine if the foam-filled weatherstripping may have lost some of its compression, cracked or simply worn out.

Tip #3 - Examine the locks to make sure they operate smoothly and are strong enough to help protect the home. Multi-point locking systems offer exceptional peace-of-mind and security for the home.

ffoueowNERs LooKING to save on llrising energy bills can start right at the front door. That's the advice of experts at Therma-Tru, who suggest your customers evaluate their main entry door at least once a year to determine the status of the door's operational capabilities and energy efficiency features.

"Every component of a home needs to be replaced at some point over time," says Brad Johnson, v.p. of marketing for Therma-Tru. "Most homeowners can get years of service out of their front door, but there will come a time when a door needs to be replaced. That's why it's important to annually evaluate and maintain your main entryway."

According to Johnson, there are

several easy ways to determine when it's time to consider a front door replacement.

Tip #1 - Open and close doors in the home, on both dry days and wet, humid days. Make sure all the components operate smoothly. If the door doesn't close securely or fits tightly on humid days, then it's most likely leaking air in dry weather, causing the home to lose energy.

Tip #2 - Inspect the weatherstripping around all sides of the front door to make sure it has not worn out. On a bright day, stand inside near the door and look for daylight flowing through the door perimeter. If light is coming in, then so, most likely, is external air

Tip #4 - Reach out and touch the door on both hot and cold days. If you feel the exterior temperatures on the inside surface, then the door may not have adequate insulation. In this situation, consider upgrading the door with a replacement that is more energy efficient and has an ENERGY STARqualified rating for your geographic area. Order a multi-point locking system on a new door for a tighter fit against the weatherstripping, which can help provide even greater energy savings.

Tip #5 - Look at the appearance of the door. If it's a wood door, it may be warping or rotting after years of service. A steel door can get dinged and rust over time. And, it's possible that the style of the door simply doesn't match up with the design of the home. These are all red flags that it's time to replace a front door.

STEP ONE in making a new entry door sale is helping the customer to realize it's time for a change. (Photo courtesy Kuiken Brothers)

By Tom Zimmerman, Boral

New siding options offer improved performanGer traditional aesthetics

/-lven rHE pASr several decades. the \-fpopularity of manmade siding has grown exponentially. Builders have latched on to products with a wide range of offerings and varying value propositions, while architects seek both aesthetic and performance advantages.

Manmade sidings try to replicate wood with faux grains and attempts to match traditional profiles, although they may not be suited to the local environment or meet the architectural style. Consumers are faced with making a choice that balances installation, longevity and aesthetics.

Despite beneficial qualities, many manmade siding products still suffer from a number of functional issues. Homeowners are faced with ill effects of faulty over-hyped materials and installation. Issues include fungal decay, buckling panels, excessive moisture retention, and cracking edges. Builders also face challenges in product thickness and overall shape, making it difficult or impossible to recreate the profiles used in traditional construction.

Some common problems relate to: Installation: Various offerings of manmade materials can be difficult to handle and may require special tools for installation. Manufacturers' guidelines may be hard to follow and go against field installation methods, making it difficult to achieve a warranteed install. Due to their weight, brittleness or lack of impact resistance, boards can be difficult to handle and install.

Moisture : Several exterior products are susceptible to moisture, leading to failure of the product if not properly

installed. Depending on the material, moisture will affect it in various ways including delamination, expansion and contraction-even all the way to product failure. When using these products, moisture management must be constantly considered during install. Even if installed properly, due to environmental exposure some products may experience moisture cycling, which can lead to paint failure or additional maintenance.

Aesthetics: Manmade siding products have attempted to mimic the look of historical wood profiles, with varying degrees of success. Many are limited in their profile offerings. They may have eased edges, or lack the fit and finish of classic wood siding.

To address demand for lower-maintenance, longer-lasting siding with improved aesthetics, vinyl manufacturers have introduced beaded. shake. and other profiles.

Fiber cement manufacturers have developed thicker and more ornate offerings to attempt to mimic wood.

New materials have also been introduced. Poly-ash represents a category of siding and trim that offers a

balance of performance and the looks customers are demanding.

Boral is pioneering this category with its TruExterior Siding Craftsman Collection, making available an ilray of full-thickness profiles based on regional needs and a long history of architecturally preferred styles, including shiplap, v-rustic, channel, channel bevel, and cove/Dutch lap. Along with a full offering of profiles, poly-ash siding products have desirable low maintenance traits and a simple installation message boasting superior workability, durability and dimensional stability.

Adding to the appeal of poly-ash siding is its ease of install and being suitable for use at grade and other moisture-prone areas. Installation with traditional woodworking tools and common field practices will not affect or void warranties, allowing contractors to continue working with their tools and shortening the learning curve for proper application.

- Tom Zimmerman is director of sales & marketing for Boral's Light Building Products Division.

Galled back to the fold

IfPV Butr-orrc Suppr-y has been lloperating in Hawaii since 192 l. when it started as Hawaii Planing Mill, focused on re-sawing lumber from the mainland amid the palms and sun of Paradise. At least, that's how tourists, in their leis and aloha shirts, view this ocean-bound outpost of the U.S.A. If you're thinking of running a business here, however, take off those rose-colored sunglasses for a squint behind the sand and surf.

"It's a heavy financial burden to run a large-product-based business 2900 miles from their source," testifies Jason Fujimoto, senior v.p. and c.o.o. of the company founded by his forbears five generations back. "There are logistical complexities to being located in the middle of the Pacific Ocean. Shipping adds 307o to 407o to the cost of materials" for the company's full-service yards.

And no such thing as just in timethink six to eight weeks out for delivery of those 2x4s you can never, ever be without. Oh, and there's that rainforest climate to deal with: mold and mildew, to say nothing of the two devastating tsunamis that leveled the company in the past (and the takeover by the U.S. military during World War II.) Plus. no built-in labor force. "It's very hard to find good employees with the limited population base," Jason acknowledges.

Then he asks me: "Ever hear of

bonding?" He doesn't mean kumbaya around the campfire. He's referring to the challenging, only-in-Hawaii phenomenon which dictates, he explains, that all houses must offer bond-a guarantee to the bank-that they'll be completed to spec, as insurance for a loan. "It's a little wrinkle here in Hawaii that can be a huge risk component. So, we work with banks to qualify our contractors: estimate. quote. schedule, change orders. We act as their administrative support. And

HPM's process, compared with that of other players, is the most streamlined and customer-friendly"-a huge plus in doing business.

"Also"-as if he needed yet another challenge-"each of the islands is its own entity," meaning added transportation costs between HPM's locations, and no quick subbing for each other if anything's out of stock. Since a store must maintain at least a month's supply of product on hand, factor in a fee for inventory storage"much higher than on the mainland."

So then, what the heck is Jason doing in Hawaii, anyway?-a young man with a degree in corporate finance and strategic management from the famed Wharton School of Business at the U of Pennsylvania, who worked as an investment banker for J.P. Morgan in Manhattan.

It isn't guilt. Nor is it family pressure. "I grew up immersed in everything HPM, exposed to many different family stories. But there was never an expectation as to performance. no pressure. It was just that, at some point, I wanted something different from the Wall Street world-something entrepreneurial, more fulfilling. So in 2004, I decided to come back for one year. I wrote a contract with my father to help HPM improve its business-process mapping. I started with the purchasing group, the supply chain, and helped build a whole new model that would provide visibility so we could plan prices ahead. At 2,000 miles from the source, you deal with lead time. So I helped build a software

PACKAGE HOME program allows HPM to get in on the ground floor of prolects, starting with choosing and modifying the home plan.

program to streamline the process."

Well, 2004 went away 10 years ago, but Jason didn't. Despite his "one year and out" mandate, he got hooked, that's all there's to it. He made himself instrumental in developing new product offerings, such as steel framing components, concrete accessories, and asphalt shingles, to complement HPM's manufacturing operations that include metal roofing, trusses, wall panels, and door-hanging plants. He re-thought the existing door operation to cut shipping costs. "Instead of bringing them in complete, we bring in raw slabs, which stack up easier to fill a [ship] container." And now, concrete? "This way, we can get in the door with foundations, too. We had the opportunity of hiring a very, very strong salesperson who proposed a business plan to build the category. We looked at the numbers and went ahead. And we've had very nice growth from it."

understand what goes on day to day. I explain the direction the company is taking, why we do things, and how it contributes to the bottom line. Because the company is an ESOP, it drives the message home-that our longtime success hinges on our employees."

That employee count fluctuated during the Great Recession, which hit Hawaii especially hard. HPM employed a staff of 400 in 2006, but winnowed to a current 26O to ride out the storm. "We reduced the workforce, especially in the manufacturing area. But also, we used the recession as an opportunity to expand geographically. In 2009, we greenfielded it on Oahu, when the price became very affordable, and in 2011 acquired a yard in Kauai."

And sales, which had taken a hit, bounced back nicely. Very nicely. In 2006, HPM boasted $131 million in revenue; the number fell to $60 million in 2010. But for the past three years, it's experienced double-digit growth, and in 2Ol3 was up l'77o over the (very good) year before.

No accident. Jason pushed the pedal to the metal. "I initiated my succession plan. My father [HPM's c.e.o.] supported me in building my own team. My dad's executive management team was maxing out. I had the opportunity"-thank you, recession-"to bring in people from the states: from Parr, from Stock. I looked for hires who were in line with our values-honesty, service."

Plus, with the panels, doors, trusses and roofing, HPM now offers one-stop shopping for building a home.

Actually, HPM has been in the one-stop trade for decades. Twenty-five years ago, it launched its package home program, aimed at the low- to-midscale home buyer. "The benefits it provides a home buyer are, we hand-hold the customer all the way, starting with choosing a floor plan, and maybe modifying it. We provide them with a bid, and bid it out to some of our select contractors [for the client to choose betweenl. We walk them through the permitting, all the different steps, yet there's no architect's fee to pay." HPM's business-80Vo pro and primarily residential construction-covers everything from those packaged starter homes to multi-million mansions on the Gold Coast, as well as "large developments as they come up."

Why do contractors gravitate to HPM rather than the competition? (Big boxes and independents dot the landscape.) It starts with relationships, according to Jason. "We have a strong outside sales force, who make the customer feel like part of the family. We go above and beyond, partnering with them to see that job goes very smoothly. We've helped them leverage technology by introducing them to computer systems like BisTrack, which offers online proof of delivery and lets them see their history with us online, which helps them plan their next job. We ensure that our staff is well-trained and ahead of the curve."

That involves constant staff training, of course, and again Jason has taken the lead. "My management style? It's all about communication. I spend time in all the branches to

Also vital: people with flexibility, open to adapt to Hawaii, with deep bench experience and skills to contribute. "I brought in additional team members in manufacturing and distributing to enhance productivity by adding incentives. We positioned ourselves as a company offering great service, while operating with fewer resources than before. For instance, in the sales organization, they were no longer just order-takers, but sales-driven." To retain those hard-to-find employees on the islands, Jason realizes that a long-term strategy is imperative. So HPM instituted a training program to help build an internal career path, planned to nurture local talent rather than hiring from outside.

Fast-forward to the current store-enhancement project. "Now that we're in a growth mode again, we're focusing on the customer experience and looking at every touch point as to 'What experience are they receiving?"' The first project was a major renovation of the Kona store-"a warehouse-type model when it was first built, and l}OVo profocused. Back then, it was the first tenant in a field of grass and rocks. Now, it's the center of a major retail center. We needed to make some changes so that, for retail shoppers, it would be more inviting, with better presentation in the interior. We redesigned the contractor section, too." Next up: stores in Hilo and Waimea.

So, l0 years after his "one year," Jason is repositioning the family company to continue to lead with the times. And he admits it: he's here for the long run. "I really enjoy the family roots, immersing myself in the company. I like helping the employees. And I really enjoy getting us involved in the community, participating in associations. It's part of our identity, to be a core part of the local scene." His kids are 6 and 3: a sixth generation in training?

Carla Waldemar cwaldemar@ comcast.net

BIG KAHUNAS at HPM: senior v.p. Jason Fujimoto, chairman Robert "Bobby" Fujimoto, and presidenUc.e.o. Mike Fujimoto

By Bethany West, Business Manager, Capital Lumber, and Director, North American Wholesale Lumber Association

How can you compete with Amazon?

fN neceNr YEARS, we've seen many Ibrick-and-mortar bookstores, office supply stores, and music stores either drastically change their business model or become obsolete in the face of online retailing.

Amazon.com has become so dominant in the e-commerce space that the term "Amazon effect" has become synonymous with the heightened expectations consumers have developed as a result of their shopping experience with Amazon. The customer is used to selecting from a broad range of goods and services, and having purchases delivered to them quickly-all at a low price. The ease of "checking out" in a few seconds, and even on your mobile device, has made shopping on Amazon very convenient.

In a recent article titled "Amazon's Wholesale Slaughter: Jeff Bezos' $8-Trillion B2B Bet." Forbes profiled AmazonSupply.com, an ecommerce site launched in 2Ol2 focused on the wholesale and distribution market. In the last two years, the number of products available for purchase there has grown from 500,000 to more than 2.2 million.

These products include tools, home improvement materials, and janitorial supplies. (www.forbes.com/sites/ clareoconno r I 20 | 4 / O 5 / O7 /amazonswholesale- slaughter-jeff-bezos-8 -trillion-b2b-bet/)

The article argues that because the business-to-business (B2B) world is

likely to be more profitable for Amazon than its "sexier" services, like TV shows and drone delivery, and it has great capital to leverage, it poses a significant threat to the $8trillion distribution industry. For America's 35O00 smaller distributors, in particular, Amazon can out-

compete in the areas of online inventory, fulfillment and logistics, customer data. and, of course, price.

There is a great deal of speculation and disagreement about AmazonSupply's potential impact, particularly with hazardous materials, products that require on-site support or installation, and similar goods. It's worth noting that transporting lumber and building products to construction sites doesn't usually fall into those categories, but hasn't been ruled out by Amazon's vice president of B2B and AmazonSupply, Prentis Wilson. For this reason alone. the article has sparked great debate at my company. I'm sure we're not the only ones interested in this issue.

According to a 2013 survey by M o dern D i stribution M ana g eme nt and Baird, only l7o of independent distributors and manufacturers had seen an impact on their business from AmazonSupply at that time, and 93Vo indicated no impact one year ago. More distributors than manufacturers cited an impact, and those in plumbing, HVAC and janitorial and sanitation were feeling it more so than companies in roofing and building materials. (www.mdm. com/blogs/ I -management- strategy/ post/ 30 I 32-management-strategy20 13 -04- 19 -survey-amazonsupplysimpact-on-distributors-low -butcuriosity- still-high)

Multichannel Merchant, a publication serving catalog companies and online merchants including wholesale/distributors, inquired about Amazon's impact on those businesses in its recent MCM Outlook 2014 survey. While it is encouraging to see that 29Vo of those respondents also indicated no business impact from Amazon this year, 36Eo cited an effect on their shipping offers. They feel more pressure to offer free ship-

A Sp*cial $eries from North American Wholesale Lumber Association

ping and ship orders faster. (multichannelmerchant.com/op sandfulfillment/warehouse/amazon-effect-overrated-080420 14l)

At a 2Ol2 conference, W.W. Grainger, the distribution powerhouse cited in the Forbes article as a company that can prevent wholesale slaughter by AmazonSupply, indicated that Amazon does pose a thrcat to its business. Ron Jadin, senior vice president and c.f.o., indicated that its smaller customers are at risk because they do behave more like a consumer, but those customers only make up about 5Vo of its business. Jadin indicated that its multichannel model, employing a combination of online sales, a sales force, branches and mobile sales, provide it with relevancy Amazon can't match. (www .mdm.com/blogs/ 1 -management-strate g y I postl 2999 4-management- strategy -20 | 3 -03 - 19 -graingerstake-on-amazon-the-latest-on-thedistributors- growth-drivers)

National Association of Wholesaler-Distributors president Dirk Van Dongen reminds us that distributors have proven their resiliency in the face of other challenges and can adapt to retain their edge in the face of this one as well. Proactively embracing technology and online sales, expanding into new markets, strengthening brand recognition and delivering truly valuable products and services are all ways to retain relevancy in this new reality. (www.tedmag.com/news/features/ naw-president-dirk-van-dongentalks-amazonsupply-threat-with-tedmagazine.aspx)

It's also important to remember the role relationships play in distinguishing us from competitorswhether that's in the online world or in our local markets. We bring an expertise and depth of knowledge that Amazon can't match. The more

we can establish ourselves as trusted advisors, not simply a vendor, the greater our bond with customers becomes and the less we have to compete on price and other factors that are more difficult for us to control. Continuing to prove our value in the supply chain is imperative, and nothing new to us in the changing economy. Even if AmazonSupply doesn't expand into the lumber industry, we should also make sure that we keep the "Amazon Effect" in mind when we interact with our customers and our suppliers. If speed and selection are the expectation, we have to respond accordingly as well.

If you're interested in hearing other lumber manufacturers' and wholesalers' perspectives on this topic and others that are impacting our industry, join me and other NAWLA members at the NAWLA 2014 Traders Market, Nov. 12-14 at the Hyatt Regency Chicago. You'll also have the chance to build relationships with current and prospective business partners from across North America-in one convenient location. Register now or see who's attending at www.nawlatradersmarket.com,

And, for those already affiliated with NAWLA, I encourage you to join or start a 10 Group so that you can continue to build relationships and host conversations with peers about trends and challenges that face lumber suppliers and wholesalers. While these groups meet in-person at NAWLA events such as the Traders Market and Leadership Summit, you can reach out to another 10 Group member whenever you need his or her counsel.

- Bethany West is business manager at Capital Lumber, Healdsburg, Ca., and a director of the North American Wholesale Lumber Associrttion.

By James Olsen

Running out of you

Ivenv (LUMBER) salesperson in North America is makI)lrng 80Vo of their money from fewer than l0 accounts, many far fewer. (There are exceptions, but they are just that, exceptions.)

Pareto, the father of the 80/20 rule, says that 80% of our gains/progress will come from 2O7o of our activities. This holds true for fishing, hunting, working accounts, and even our friends! We derive 807o of our pleasure from 20Vo of the people we associate with.

Sales example: A salesperson is working 30 accounts and is generating $30000 in profit per month.

30 Accounts = $30K

2OVo of 30 accounts = 6

80Vo of $30K = $24K

$24K + 6 accounts - $4K account value per month

$6K + 24 accounts = $250 account value per month

In this common example, the top six accounts are 16 times more valuable than the bottom 24 ($4000 + $250 = l6).

Seller Value

Life is a mirror, so doing the math on customer value also does the math on seller value. In our example above, the seller is bringing a lot of value to her first six accounts and very little to the rest. If we have been working these accounts for over six months, we are not a good fit with these accounts and, statistically speaking, never will be.

So why do we hang onto these bottom 24 accounts if they are so much less profitable? Some are new. Building trust takes time, so some of these accounts "below the line" will be worth keeping and working. But the older, non-producing accounts-why do we hang on to them?

Because most of us remember how hard it was to build our current account box, even if it isn't perfect. ("They might be a C- account, but they're My C- account!" )

We also "save accounts for a rainy day." We hold onto these barely profitable relationships because we think that if someday we lose one of our good accounts, we will already have a relationship with the accounts that can move up and replace them.

Prospecting is arguably the most difficult thing we do as salespeople. So many of us would rather try to "restart" a known C- than go out and find another A+ account.

This is a mistakel Relationships and their mindsets are established early. ("Love at first sight" comes to mind.) ff

we do not have an A or B relationship with an account in six months of working with them, we never will.If we work against this rule, we will lose. There will be exceptions, but we cannot ensure growth (or put our kids through college) working on exceptions.

Itm Busy

"I'm busy" is an excuse. We have a salesperson generating $l7K in profit per month. He ls busy. We have another salesperson generating $50K in profit per month. She is busy, too. They are both busy, so what is the difference? Busy doing what? That's the difference.

The l7K salesperson has some good accounts, but on average, his total account box is a B-. His 30 accounts need service, quotes, etc. This seller "is busy" doing the wrong things. He is servicing accounts that are treating him as a second class citizen. They give him just enough business to "keep the main supplier honest" and use him for market information, but never will make him a real partner in busiNESS.

The 50K salesperson has more good accounts and, more importantly, fewer bad accounts. How does that happen? The 50K seller will not stand for being a second class supplier! She will try to make the relationship work, but if it isn't working, she moves on. She prospects for new and better accounts.

If you are an above-average or exceptional salesperson, you are going to "run out of you" before you run out of good accounts! Because the 17Ks hang onto C- relationships, eventually their time is taken up servicing (not selling) them. They don't have time to prospect for better customers ! ',

Hard work, time management, and salesmanship charms are important; we must develop these skills. To move to the next level, we must also learn to evaluate and manage our accounts.

Boise Cascade Building Materials inked a long{erm lease on a 28,000-sq. ft., 10-acre in Lee's Summit, Mo.-formerlv the home of RL Sweet Lumber.'tt should open this fall (see Aug., p.22).

Seven D Wholesale, Attoona, Pa., has purchased Buttolph Lumber's 9-acre DC in Phoenix. N.Y.

WOLF, York, Pa., is distributing Boral TruExterior Siding along the East Coast.

The distributor is also relocating its New England DC from Worcester, Ma., to a new 100,000-sq. ft. warehouse in Northborough, Ma.

And, the company has optimized its wolfhomeproducts.com site for all mobile computing devices,

J.D. lrving has installed a new grade scanner at its sawmill in Dixfield, Me.

Cedar River Lumb€r, Powers, Mi., auctioned off its milling equipment Sept.25.

Knauf Insulation, Shetbyvitte, In., has completed its acquisition of Guardian Insulation. Aubum Hitts. Mi.

Guardian Fiberglass is being integrated into Knauf Insulation, and Guardian Laminated Building Products has been renamed Silvercote, LLC.

Simpson Lumber Go., Tacoma, Wa., is exploring the possible sale of assets, including its mills in Meldrim, Ga., and Georgetown, S.C.

Timbervest LLC, Attanta, Ga., has purchased 13,220 acres of timberland in northeast Georgia, northwest Tennessee, and east-central Vermont for its investment fund.

Anniversaries: Thomes Bros. Do it Best, Arlington, Mn., 125th Garris Evans Limber, Greenville, N.C., 95th Teague Lumber€o., Fort Worth, Tx., 70th M&M Lumber, Tulsa, Ok.,50th ... Saines Ace Hardw?IO, Lincolnton, N.C., 50th Snodderley Lumber, Clermont, Mo.,50th

New Jersey Dealer Adding 2nd Lumberyard

Dreyer's Lumber & Hardware, Chatham, N.J., opened a second location Sept. 15 in Oakhurst, N.J.

While Dreyer's original, 2l-yearold yard caters to builders and remodelers, the new branch will also focus on homeowners and contractors.

Michigan Chain Takes Over Gheboygan Yard

Bernard Building Centers has opened its fourth location at the former home of Cheboygan Lumber, Cheboygan, Mi.

The chain noticed the growing void created by the longtime yard's closure earlier this year. Locals said they were forced to drive 80 to 100 miles to find the building materials they needed. Brisk business ever since the Sept. 8 opening confirmed the pent-up demand.

Bernard has hired 15 employees from the prior business, including retaining Ron Tallman as manager.

Electronic Dealer Expands to Brick & Mortar

An Internet-based lumber dealer in Tennessee is ready to set down roots and open a physical location to stock and sell specialty lumber products, siding, roofing, flooring and doors.

East Tennessee Building Supply, Bulls Gap, Tn., has acquired several acres in Mosheim, Tn., with plans to open a warehouse and retail showroom.

Owner/manager Charles Lindley attributes the expansion to an improving economy and housing market.

Ply Gem Completes Simonton Acquisition

Ply Gem Industries, Cary, N.C., has finalized the acquisition of Simonton Windows, Columbus, Oh., from Fortune Brands Home & Security.

As part of the $13O-million deal, Ply Gem has also acquired all assets of SimEx, a vinyl and PVC foam extrusion operation in West Virginia.

Ply Gem will operate Simonton as a stand-alone business unit, similar to the way it runs its existing Siding and Window groups.

New Owner for Georgia Aces

The Hardware Company Forsyth, Cumming, Ga., has been formed to purchase bankrupt three-unit Wood Ace Hardware.

Owners include c.e.o. Darin

Workman, ex-Ace Hardware Corp.; his wife, Gina; and Steve Curnutte, of the investment group Capstan Fund, Nashville. Tn..

They are remodeling and remerchandising the stores in Alpharetta and two in Cumming, Ga., in time for an Oct. 17-19 grand reopening. The stores remain open during the construction.

lnvestors Acquire Versatex

Cellular PVC building products manufacturer Versatex Building Products, Pittsburgh, Pa., has been acquired by private investment firm Highlander Partners, Dx.

Versatex will continue to operate under its existing operating structure with its current management team, led by president and co-founder John Pace and v.p. of sales Rick Kapres, who remain as owners. Current chairman and co-founder Jim Wolf will continue with the board of managers and also as an owner.

"Highlander is a perfect fit, given their extensive background in building materials, and we are pleased to have a partner that invests their own capital and takes a long-term strategic approach to growing companies," said Pace.

Jeff L. Hull, Highlander's managing partner and newly appointed chairman. added. "We could not be more thrilled to partner with the Versatex team, who in the company's l0-year history have established a strong brand and leading market presence. We look forward to supporting their vision as being at the forefront of innovation in the building materials space and continue expanding the company's presence throughout the United States and abroad as cellular PVC continues to gain adoption and take share in the market."

W.V. Mill Hit with OSHA Fines

Wayne Lumber & Mulch, Wayne, W.V., is facing $85,080 in proposed fines for 44 alleged safety violations at its sawmill.

The charges include not checking or maintaining fire extinguishers annually, not equipping an elevated mill platform with a stairway, not developing or implementing a hazard communication or training program for workers, lacking proper guards and personal safety equipment, plus others related to noise, electrical, fall, egress and amputation hazards.

East Haven Builders Supply opened lumberyard #3 in Manchester, Ct. (Keith Manceri, mgr.),

The Home Center & Lumber Co., west Memphis, Tn., has been opened by John Grady, Wesley Bricker, and G.W. Sonells. as a True Value affiliate.

Len-Co Lumber Corp., Buffalo, N.Y., has acquired the 8-acre site that houses its Williamsville, N.Y., store and a vacant storefront, which it will rent out.

Gillman Home Center, Batesville, In., is negotiating to buy 7 acres in New Castle, In., to open store #8 by spring.

Simonson Lumber is seeking permission to build a fourth, 12,000-sq. ft. warehouse at its Baxter, Mn., yard.

Curtis Lumber opened a Sears Hometown Store at its Norwich, Ct. lumberyard.

E.L. Spear Inc. has purchased a 10,000-sq. ft. building on 1.1 acres near its Rockland, Me., yard, for future expansion.

Lowe's received approval to build a 135,000-sq. ft. store in Washington, D.C., by summer.

84 Lumber has closed its 36-year-old store in Plainview, Tx.. due to a lack of new residential construction in the area.

Gambles Do it Best Hardware, New Richland, Mn., is seeking a buyer or may close, with the coming retirement of owner Edna Erdmann, who founded the business 60 vears ago with her late husband.

Williams True Value Hardware, Athens, Ga., closed and auctioned off remaining inventory Sept. 6.

Elliott's Hardware has begun construction on a new 14,500-sq. ft. store in northeast Dallas, Tx.

Basler's Ace Hardw?f€, Oregon, ll., closed Oct. 1, with the retirement of Jeff Basler, 63, owner for 40 years.

ABG Suppl! has added new branches in Omaha, Ne.; N. Clarendon, Vt. (Dana Adams, branch mgr.); and Charleston, W.V. (Rod Siler, mgr.).

Weinman's Hardware, Bellmore, N.Y., closed Sept. 15 after 92 years, with the retirement of owner Roy Weinman, 90.

Habitat for Humanity is relocating its ReStore oiscount LBM outlets in Mount Airy, N.C.; Knoxille, Tn.; and E. Madison, Wi,, to larger quarters.

Habitat also recently moved its Marysville, Mi., ReStore to Port Huron, Mi., and purchased the former Decker Floor to Ceiling store in La Crosse, Wi., to move its local Restore into after the fall.

Henry Buys Roof Coatings Firm

Henry Co., El Segundo, Ca., has acquired West Development Group, LaGrange, Oh., manufacturer of silicone and spray polyurethane foam roof coatings for commercial and residential uses.

"We believe this acquisition will strengthen an already impressive portfolio of products and allow us to provide much needed solutions for our customers," said Mike Kenny, c.e.o. of Henry Co.

L.J. Smith Adds Stair Parts Maker

L.J. Smith, Bowerston, Oh., has acquired custom manufacturer/distributor Universal Stair Parts, Ballground, Ga., from Tom Hopson and Jeff Moyer.

In addition to retaining the Universal name, "L.J. Smith has promised to maintain current operations while investing new dollars in updating equipment, and upgrading computers to allow us to serve the customer more efficiently," Moyer said.

L.J. Smith president Craig Kurtz added, "The joining of forces will give us a strong manufacturing and distribution foothold in the Southeast and therefore brings added capabilities which will further strenethen our commitment to serve our customers."

Yard Owner Accused of Tax Fraud

The owner of seven-unit Gui's Lumber, Grand Island, N.Y., has been charged with collecting but failing to pay to the state about $589900 in sales tax from 2005 to 2OO9.

Gail Villani, 63, is accused of second-degree grand larceny, second-degree criminal tax fraud, and first-degree offering a false instrument for filing.

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Jeff Kern, ex-Seaboard International, is now senior buyer for Cox Industries, Orangeburg, S.C.

Russ Kathrein, ex-ProBuild, has been named president and c.e.o. of Alexander Lumber Co.. Aurora. Il.

Paul Colliton has rejoined Huttig Building Products, St. Louis, Mo., as senior director of product management. Greg Terlep, ex-Empire Co., is back at Huttig as general mgr. in Lakeland, Fl.

Paul Connelly, ex-US LBM, is now business development mgr. for Lezzer Lumber, Butler, Pa.

Mitzi Phillips has been promoted to assistant mgr. of Short & Paulk Supply Co., Tifton, Ga.

Zach Fornuto, ex-Huttig, has joined Mid-State Lumber, Branchburg, N.J., as territory mgr. for southern New Jersey and northem Delaware. David Baldino is new as territory mgr. for Connecticut.

Jason T. Ramaley, ex-Boise Cascade, is now Northeast district sales mgr. for Louisiana-Pacific, based in western Pennsylvania.

Laura Brown and Erik Engelhard are new to sales at Metropolitan Lumber, Warrenville, Il.

Warren Gardner, ex-Wurth Wood Group, was named branch mgr. of Bluelinx, New Orleans, La.

Ryan Chitwood is new to the trading staff at Capital Forest Products, Annapolis, Md.

Joey Dungy, ex-Huttig, is a new territory mgr. with Dealers Warehouse, Powell, Tn.

Judy Murray, ex-BB&S Treated Lumber, has joined the inside sales team at Boston Cedar, Mansfield, Ma.

Hagie Cook, ex-ECMD, is now Atlanta, Ga.-based Southeast territory sales mgr. for Endura Products. Colfax. N.C.

Jay Cole, ex-Norandex Building Materials, is new to Allura/Ply Cem USA, as territory mgr. for the Raleigh-Durham, N.C., area.

Ken Delle Donne has been promoted to president of Sunbelt Forest Products, Bartow, Fl. ClilT Daniels is now v.p. of procurement.

Scott Royer, ex-Carter Lumber, is now assistant store mgr. at Lowe's, Danville,Il.

Robert Hyde is new to sales at Sunrise Builders Supply, Horn Lake, Ms.

Suzanne Hearn has retired after eight years as v.p.-sales & marketing for Forest2Market, Charlotte, N.C. Tracy Leslie is new as director, forest biomaterials & sustainability services.

Kori McNeill has joined the sales force at Builders FirstSource, Shelby, Al.

Keith Williams is the new mgr. of Umber's Do it Best Hardware, Fort Wayne,In.

Jason Novak has joined the inside sales team at Boise Cascade, Sugar Land, Tx.

Carlton Martin, ex-Bluelinx, has joined Owens Corning, as McAllen, Tx.-based area sales mgr.

Joel Stopha is new to international hardwood sales with USA Hardwoods, Winchester, Va.

Kami Rogers is a new account mgr. at New South Construction Supply, Snellville, Ga.

Pete Skram, ex-Custom Building Products, is now Kansas City, Mo.based Midwest regional sales mgr. for Protecto Wrap Co., Denver, Co.

James Hand, ex-CertainTeed, has been named director of pricing at Masonite. Tampa. Fl.

Becky Gelula joined the sales team at Sterling Lumber, Phoenix, I1.

John Turland, ex-Greenwood Resources, is new to RISI, Boston, Ma., as senior international timber economist.

Jordan Hicks is a new lumber trader at Tampa International Forest Products, Tampa, Fl.

Andrew Solomon, ex-Premier Window & Building, is new to sales at Associated Materials, Capital Heights, Md.

Patrick Duffy has been promoted to v.p.-dealer sales for Wayne Dalton, Lewisville, Tx.

Jason Clay, ex-Allegheny Wood Products, is handling machinery sales in the Pittsburgh, Pa., area for USNR.

Cliff Langdon is the new v.p. of manufacturing at Soft-Lite Windows, Streetsboro, Oh.

Greg Koch, ex-REHAU, has joined Deceuninck North America, Monroe, Oh., as director of national fenestration sales.

Kyle Gibbons, Weston Forest Products, Mississauga, Ont., has been promoted to mgr. of the truss lumber sales group.

Earl Downing has joined DMSi Software, Omaha, Ne., as senior account mgr. for sales in the western U.S. and the LBM market nationwide.

Bill Parsons, ex-Weyerhaeuser, is now national director-architectural & engineering solutions for WoodWorks.

Jean Poole has joined the human resources department at MungusFungus Forest Products, Climax, Nv., report owners Hugh Mungus and Freddy Fungus.

WGR9N BADGER

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A new mobile app allows users to make real{ime computations to see what impact different plumbing fixture options will have on their ability to earn LEED points.

The LEED Water Use Calculator eliminates cumbersome spreadsheets and the convoluted LEED online calculator, so designers can easily p/ug and play different plumbing fixture solutions to meet their project needs.

The basic version of the app is free, while a paid version allows customized and more complex calculations for a variety of commercial and residential project types.

- Download from iTunes App Store

Big Gains Expected in Global Drywall Demand

Global drywall demand is forecast to rise 5.87o annual through 2018 to 10.4 billion square meters, according to a new Freedonia Group report.

Rebounds in building construction spending, following years of declines in both North America and western Europe, will be the primary drivers of demand.

Growing sales in Africa and the Mideast, where drywall continues to gain popularity over more traditional building techniques and materials, will also contribute to demand gains.

While demand in both the Asia/ Pacific region and Central and South America is projected to slow from gains seen earlier in the decade, both regions will post solid growth through 2018.

Nearly three-fourths of new drywall demand from 2013 to 2018 will be due to China and the U.S. Drywall sales in the U.S. are forecast to advance nearly 8Vo, as the housing market recovers.

In China, demand for drywall is expected to post more than JVo annual growth, bolstered by significant gains in both residential and nonresidential

construction spending. Drywall is also projected to be used more frequently in residential applications in China, as it gains popularity over traditional building materials.

Many industrializing countriessuch as Brazil,India, Mexico, Saudi Arabia, and Turkey-are also forecast to post solid growth in drywall demand through 2018.

Increasing demand for urban housing will drive residential building construction spending and related drywall sales. In addition, advances in office and commercial construction activity will contribute to demand gains.

Going forward, drywall demand will benefit from local construction companies increasing drywall usage at the expense of other products, such as building plaster.

The drywall market in western Europe is projected to expand over 27o annually through 2018 to over I billion square meters, a rate above the 2008-2013 pace, but the slowest internationally.

Many countries are expected to post rebounds in demand as their

housing markets recover, with Spain registering the fastest growth and Italy and the U.K. also forecast to perform well.

Global demand for building plaster is projected to advance over 4Eo per year to approximately 35 million metric tons in 201 8

Construction firms in many countries are projected to gradually increase their usage of drywall-based construction techniques at the expense of wet construction methods, which require more building plaster per unit. A portion of these losses, however, will be offset by growing use of building plaster as joint compound during drywall installation.

Lumberman Cleared of Arson Charge

A jury has found the owner of Lamar Hardware & Lumber, Lamar, S.C., not guilty of setting fire to his business three years ago.

A week after the 12O-year-old building was destroyed by a fire, owner James Michale Stephens was arrested on suspicion of third-degree arson.

By Wayne Rivers

Slalnming on the brakes with the next generation

llff" oLDEST cHtt-o recently got his learner's permit, a IVlright of passage for all teenagers and a different sort of right of passage for parents. As he leams to drive, I find myself slamming repeatedly on imaginary brakes and trying, usually in vain, to use moderately toned coaching instead of screaming at the top of my lungs.

As with so many experiences, trying to teach my son to be a responsible driver has made me mindful of families in business together and intergenerational relationships. On a recent business trip, I rode in cars with members of our client's family business: the husband, the wife, the daughter, and one of their employees.

In none of those occasions did I feel tense, slam on the imaginary brakes, or shout intemperately at the driver. What makes me (along with most other parents of teenagers) so much worse a passenger when riding with

my own dear son versus when riding with comparative strangers? And what makes business families less tolerant of each other than they are of "outsiders"?

First, we have a desire for our children to be perfect. I critique every aspect of my son's driving: every lane change, failure to use a turn signal, or one mile per hour over the speed limit elicits a comment. When riding with friends, clients, or anyone else, these things aren't even worth a mention. Perfection-never a realistic goal-is something we both expect and demand from our children, especially as we coach them to take on responsibilities for things about which we care the most.

Next, part of our anxiety is related to imaginary fears. We fear the heartache that would come if our children were in accidents and were injured. Even where no injury is involved, we worry about how they'd cope dealing with strangers in high-stress situations like rush hour fender benders. Again, when thinking of our employees or peers, these imaginary fears rarely come to mind.

Third, it's a little unnatural for go-go entrepreneurs like me to teach. We'd rather jump into the driver's seat and take charge of the wheel ourselves. Having someone else steer the car makes us feel vulnerable and afraid-especially if that person is our child. Having another competent peer chart the course doesn't seem to bother us nearly the same way.

Finally, deep down inside there is a lack of trust in our children. We remember the sloppy homework, the laziness when it came to working on school projects, the inclination to put friends and social activities ahead of work and scholarship, and other shortsighted, child-like decisions. It's hard for us to see that now they're driving their own cars or, in the case of many family businesses, steering the company that dad and granddad helped create.

Eventually, I suppose, I'll grow more comfortable with my son driving the car and my foot won't reflexively jump on the invisible brake quite so often. For families in business together, here are some tips for helping their children

Require that your children work elsewhere, for at least three years, before coming back into the family business.

I recently told a client that we were putting together "Entry Rules" for another client whose children are about to finish college. He remarked, "I wish I had made my sons do that. I think it would have solved a bunch of immaturity issues."

His sons had come to work for him directly after college and had no work experience at all outside the family business. Partly due to their tender ages, partly due to dad's genius in building a business, and partly due to his ability to clean up any messes they created, they engineered plenty of havoc and heartburn. They each had behavioral, maturity and even substance abuse issues they wrestled with as younger men.

Would they have engaged in these sorts of behavior while working for another company? Maybe, but maybe not. It is likely that they would have been held more accountable for unprofessional or unproductive behavior in someone else's company.

Teach your children financial independence early and it will pay dividends their whole lives.

Most banks today will allow children as young as 12 or 13 to have their own debit cards, as long as the parents are willing to stand behind them. Give them a fixed sum or money, or better yet have them earn it through chores, yard work, babysitting, etc., and have them put money into the debit account.

Nothing will teach them about the scarcity of money better then having them blow their own money on their youthful indulgences.

Don't directly supervise your children in the family business.

It's simply too hard to be objective about our precious children whom we love so dearly. Have them work for other people in your company, and let those supervisors evaluate them. When your son nrns back to you and says, "John Doe is being way too hard on me," you should demonstrate the importance of chain of command and objective evaluations by staying out of it.

Unless it is an extraordinarv or

egregious situation, you should stay away for two reasons: first, it won't do to undermine the manager to whom you've given this great responsibility, and second, your children need to know what it is to work for different bosses with different styles of different things. They need to learn to be a part of the team, not a primadonna who get what they want by seeking intervention from Mom or Dad.

Have outsiders objectively evaluate how your children are progressing and growing in the business.

An outsider can informally survey other employees for their impressions. evaluate work tasks of various kinds, help you think through how best to coach your next generation leadership candidates for improved performance, and help them see their future career paths as they accept more and more responsibility.

An outsider can also help with evaluation tools and instruments to better understand your child's capabilities, work and thinking styles, and what roles in the business are better suited to his or her preferences and inclinations.

As I think about my son the novice driver, and I think about myself as a "side seat driver," I realize that I slam on the imaginary brakes too much. In terms of our clients, I have observed that many family business next-generation leadership candidates keep their

Protect Your Greatest Assets, Your People &Your Products

Average cost ofa back injury is 549,283 and a slip and fall injury 562,000 (Sanity Saf.g Elog Feh 7, ml I ) 87o of all injuries in trucking come from tarping building materials. (Jure 1, 2006 Oc(up.tinal Hehh .nd Satuy tftg.rne)

"learners' permits" until age 55 or 60. In their cases, parents continue to slam on the invisible brake so frequently that it undermines the successor generation as business leaders, parents of their own children, and human beings.

Maybe we should all resolve to not be overprotective and slam on the invisible brake too much. Then, nextgeneration leadership candidates will be more likely to reward the opportunities and confidence with rapidly improving performance.

- Wayne Rivers is president of the Family Business Institute, Raleigh, N.C. Reac h him at wayne.rivers@familybusinessinstitute .com or ( 877 ) 326-2493

Reprinted with permission of the Family Business Institute. No portion of this article may be reproduced without its permission.

Storm Door Makers Comblne

PGT Inc., N. Venice, Fl., has completed its $111-million acquisition of fellow impact-resistance door and window manufacturer CGI Windows & Doors Holdings, Miami, Fl.

CGI will remain a separate and distinct brand in the marketplace, continuing to operate and manufacture products in Miami.

Jeff Jackson will serve as president and chief operations officer of both PGT and CGI. Steven Dawson will continue with CGI, as v.p. and general manager. Jorge Santaella remains director of manufacturine.

Thermo-Treated in the USA

Reportedly the first domestically produced thermally modified hardwood has been introduced by Wahoo Decks and Rockwood Timber Group.

Rockwood lumber is thermally treated in Macon, Ga., eliminating international shipping costs. The process increases weather durability by up to 25 years; improves dimensional stability, cutting moisture-related shrinkage and swelling by five to 15 times; and decreases the risk of mold. mildew. rot and insect infestation.

With a rich, deep brown finish and enhanced, accented grain structure, the wood is ideal for decks, docks, paneling, siding, moulding, flooring, doors and roofing. Species include white ash, elm, cypress, soft maple, sap gum, and poplar.

T ROCKWOODTIMBERGROUP.COM

(844\ 738-7349

Aggressive Duct Tape

The new ShuTGRIP duct tape line from Shurtape features an aggressive, stickier adhesive for superior holding power across a variety of applications, surfaces and weather conditions.

Suited for indoors and outdoors, the tapes come in three general-purpose options: 7-mil for light-, 8-mil for medium-, and 9-mil for heavy-duty uses.

They reportedly are waterproof, weather-resistant and durable to withstand wear and tear. They unwind easily, are hand-tearable, and will not twist or curl during application.

I SHURTAPE.COM

(888\ 442-8273

Light Rail

New LED rail lighting from i-lighting is installed in half the time of tradional lighting with near-invisible results using Easy Plug micro connectors that simply plug together.

The iluma system works equally well with vinyl, aluminum, composite and wood railings.

T I-LIGHTINGONLINE.COM

(888) 305-4232

High lmpact Masonry Bits

Irwin's Impact Performance Series Tapcon installation system combines a drill bit and drill/drive sleeve to make installation faster and easier. The bits have a builtin hex collar stop for drilling the perfect hole depth for concrete screws.

Designed with three different lengths across two different diameters, the bits match up with all standard screw diameters and lengths. Engineered with a pressed carbide tip, with aggressive cutting angles, their one-piece construction withstands higher torque loads than quick-change bits with a two-piece design.

The sleeve slides over and locks on to the drill bit's hex collar and accepts standard or impact ll4" hex shank fastener drive bits for drivins screws and completing the job.

I IRWIN.COM

(800\ 464-1946

Double-Hung Tilt.lns

Wojan Window & Door has added a double-hung window to its commercial aluminum window line.

The M1500 series tilt-in is a 3-114" frame custom built double-hung that carries a CW30 AAMA rating, and features versatile dual accessory channels and a pour and debridge polyurethane thermal break.

I woJAN.CoM

(800\ 632-9821

Seals the Openings

OSI's new QUAD Window & Door System simplifies installation of windows and doors, while reducing the risk of energy loss and water penetration.

The system includes QUAD MAX three-in-one interior, exterior and bedding sealant; OSI Butyl Flash Tape; and QUAD window/door installation foam.

I OSITOUGH.COM

(800\ 624-1167

Packing Heat

Bosch has expanded its heated jacket collection to include a tailored-fit women's version.

The PSJl20 women's heated jacket is powered by a l2v lithium-ion battery connected to a battery holster, which keeps the jacket warm and USB-compatible cell phones charged.

The line features five pockets and three quick warm ing core heat zones-two chest and one back-that start warming in a matter of minutes and provide up to six hours of heated runtime.

I BOSCH.COM

(202\ 232-2136

Lighted Loads

The Lighted Tool Bag from Klein Tools features a twist on/ twist off LED light that can be positioned to illuminate inside the bag or the workspace.

The bag has 3 1 pockets for storage, a bright orange interior to find tools faster. and durable molded base that protects from the elements.

The work light, which is sold separately, has a swivel hook and magnet for hands free use.

I KLEINTOOLS.COM

(800) 663-3667

A

Smart Fan Gontrol

DewStop's new bathroom fan control uses QUE moisture prediction software to sense when condensation is present and automatically turn on the fan.

Compatible with any new or existing ventilation fan, the FS300 Adjustable Humidity & Condensation Fan Control includes a timer and security lock feature.

I DEWSTOP.COM

(360\ 8',76-2914

Glad in Luxury

Hurd Windows & Doors has introduced a line of low maintenance, heavy duty, extruded aluminum cladding with the look of fine woodgrains.

The Luxury Wood Grain Collection comes in six colors: burl walnut, antique walnut, cherry, knotty pine, oak, and mahogany.

I HURD.COM

(800) 433-4873

Gordless Right Angle Drill

Milwaukee Tool has updated its Hole Hawg cordless right angle drill to weigh less, while delivering faster drilling-over l5O 718" holes per charge.

The Ml8 Fuel Hole Hawg drills with augers up to l-114" and self-feed bits up to 2".

Upgrades include a long-lasting PowerState brushless motor, Redlithium XC4.0 battery pack, and Redlink Plus intelligence hardware and software.

I MILWAUKEETOOL.COM

(800) 729-3878

Pivot Screwdriver

Black+Decker's new 4V MAX* lithium pivot screwdriver features a handle that rotates 90" to allow for either pistol-grip or inline orientations, making it easy to use in tight spaces.

Its over-molded handle and ergonomic finger grip follows the contours on the hand, increasing comfort.

An included micro USB wall charger supplies the screwdriver with a 40O-milliamp charge rate-up to four times that of standard chargers. Its lithium ion battery will hold a charge for up to l8 months.

The tool comes equipped with a bit holder and an accessory kit that includes bits, screws, nails, and even hooks and wire for hanging picture frames.

I BLACKANDDECKER.COM

(800) 556-6696

Worksite Wi-Fi

A durable jobsite radio that wirelessly streams music from a Bluetooth-enabled smart phone is new from Porter-Cable.

Run on lithium ion batteries, the 20V MAX* Radio features Bluetooth compatibility, two high performance speakers, four operation modes, AM/FM tuner, auxiliary, and 12 presets.

Its full roll cage helps to protect it from drops and falling objects, while the handle and hang loops allow for the radio to be easily hung from rafters or a ladder, or transported to another jobsite.

T PORTERCABLE.COM

(888) 848-s175

Ridge Vent on a Roll

Flex Vent Soft Roll, a lightweight, low-profile rolled ridge vent that will simplify venting for roofing contractors, is new from Quarrix Building Products. Manufactured from non-woven and non-wicking polyester matting, the product reportedly is easy to install with no complicated fitting, wrapping or connectors.

It is ideal for venting while preventing insects, getting in.

Rolls are 10" wide by nails.

I QUARRTX.COM

(800) 438-2920

warm, moist attic air out, birds, bats and dust from 20' long and include coil

Coatings Maker Adds Demo Studio

M.L. Campbell has opened a Design Studio in High Point, N.C., to demonstrate its professional wood coatings.

The new studio will provide a variety of value-added services for furniture, cabinet and millwork manufacturers, including color styling resources, customized palette analysis and development, and consultations on the latest forecasts with our color, design and technical professionals who have extensive knowledge on custom finishing systems.

"The Design Studio is a creative working space for our customers to advance their color offerings in the wood finishing industry," said Donna Schroeder, designer and studio manager. "Our experienced design and technical professionals are eager to collaborate with manufacturers and distributors to bring new furnishing, cabinet and millwork projects to life. Customers are invited to grow their business with these unique capabilities by visiting our newly opened Design Studio."

Dyersville, followed by Spahn & Rose Lumber, Dubuque, and Great Plaines Lumber Co., Farley. When Great Plaines closed, he started his own business, Farley Building Supply, Farley, operating it until 1994. He then worked for Lumber Specialties, Dyersville, and later Spahn & Rose, Dyersville, before retiring in 2010.

Clarence Edgar '6Bud" Rice II, 93, former owner of Otis Lumber Co., Boone, Ia., died Aug.27

After serving as a captain in the U.S. Army during World War II, he owned and managed Otis Lumber for 17 years.

Berthol J. ttBerttt Foreman, 90, retired owner of Foreman Cash Lumber Co., Columbus, Ne., died Aug. 2 in Columbus.

After serving as a Marine during World War II, he worked for Mead Lumber. Columbus. before startins his own business in 1952.

Lincoln '6Abe" Harold Cole. 83. retired foreman at United Building Center, Austin, Mn., died Sept. 6.

In 1950, after his discharge from the U.S. Army, he joined Payless Cashways, Austin, staying on after it became UBC. He retired in 1987.

Donald Greg Kitchens, 67, former president of Kitchens Brothers Manufacturing and Kitchens Lumber, Utica, Ms., died Sept. 8 in Utica.

He joined the family business in 1968 after graduating from the University of Mississippi. He became part-owner with his brothers Alan and Kevin in 1987. They shut down Kitchens Bros.' three hardwood mills in 2012.

He served as president of the Hardwood Manufacturers Association from 1995 to 1996 and as president of the National Hardwood Lumber Association from 2000 to 2002.

Delmer Harrison Miller. 81. co-founder of Miller Brothers Lumber Co., Elkin, N.C., died Sept. 16 in Glendale Springs, N.C.

In 1971 , he was presented the state's prestigious Long Leaf Pine Award by the governor.

Lewis Drabkin, 96, former owner of Lewis Lumber Ltd., Great Neck, N.Y., died Sept. 9.

He operated the spruce distributor/manufacturer from 1953 until retiring in 1983. His son, Brian Drabkin, continues the business in High Falls, N.Y.

Edward Albert Kakenmaster, 87, 43-year veteran of Metropolitan Lumber Co., died Aug.23 in Gaylord, Mi.

After serving in the U.S. Army, he became a lumberjack in ldaho. He then graduated from Western Illinois University and joined Metropolitan Lumber, Chicago, Il., in 1951. He opened a Detroit, Mi., office for Metropolitan Lumber, retiring in 1994.

Rotlert Joseph Hudspeth, 79, retired assistant manager of Southtown Lumber, Forest City, Ia., died Aug.26

He spent four years in the U.S. Navy and 10 years at Southtown before retiring.

John H. "Jake" Besler, 69, longtime Iowa lumberman, died Sept. 13 in Farley, Ia.

He began his career with Armstrong Lumber,

Roger Dallas Garnatz, 63, longtime manager of Fullerton Lumber, Lanesboro, Mn., died Sept. l4 in Duluth, Mn.

After leaving Fullerton, he worked for Spring Valley Lumber, Spring Valley, Mn.

Julia Elizabeth "Betty" Lang Downey,92, former bookkeeper and co-owner of Adams County Lumber Co., Manchester, Oh, died Sept. 7 after a lengthy illness.

Dorothy Aileen Holcomb, 86, former co-owner of Holcomb Lumber & Feed, Booneville, Ar., died Sept. 15 in Booneville.

SIMPSON STRONG-TIE, Pleasanton, Ca., supplied 95% of the fasteners and 100% of the hangers for an environmentally friendly multifamily building constructed by Appalachian State University, Boone, N.C., and Universite d'Angers, Angers, France, Constructed as six modular units, the structure competed in Solar Decathlon Europe, held June 2$-July 14 in Versailles, France.

al

FLORIDA Building Materal Assoc ation hosted its annual convention and show Aug 20-22 at Orandos Rosen Shingle Creek Resort. [1] Jamison Eige, Tom Adams, Victor Santana, Sam Skelton [2] Keith Norder, Mandy Holifield, Greg Bell, Dave Ma one [3] Tom M nick, Greg Webb, Kristin Russell [4] Tom Bruce, Judge Nottingham [5] Jack Guess, Sherri Stiles, Lisa Espos to [6] Juan Quesada [7] Amy Yelverton, Jeff Stone, [8] Erick Forholt [9] Ed Vjla Brad Brad ey [10] Mlllicient Davis [11] Sid Taylor.

Allyson Ludewg [12] Brooke Owens Beverly Sauls, Mike Dowdy, Curtis Haugen, Mlkka Dey, Brian Wofford Dee Haire. Ray Luke. [13] Rick Goolsby [14] Susan Adams. Bridget Pulsifer. [15] Nikita Vance, Brian & Linda Vance, Tony Cerul y Chrs Halpain [16] Terri & Arlen Tillis [17] Lee Morrs [18] Ed Baker. [19] Rchard Dickey [20] Spike Cissel, Dean Behrens, Kev n Walton. Britt Hilchcock. [21] Vanessa Guzman-Clark, Leah N les, Br dqet Pu sifer.

ASSOCIATION

Florida Building Material Association welcomed Greg Bell, Window & Door Design Center, Sarasota, as 2015 chairman during its recent 94th convention and show in Orlando, Fl. (see photos on previous page).He succeeds Judge Nottingham. Carolina Lumber. Jacksonville.

During the show, Millicient Davis, Huttig Building Products, received the Leslie Thaxton Sales Excellence Award; Tom Bruce, Millwork Sales, the Charlie Harnden Industry Services Award; and Juan Quesada, Tibbetts Lumber Co., and Erick Forholt, exDixie Plywood, Hall of Fame Awards.

Booth Awards went to Huttig Building Products (lst place, multiple booths), Dixie Plywood (2nd), Green Forest Industries (3rd), Roman Rock Architectural Composites (lst place, single booth), Mako Rep Group (2nd), and Timberland Door (3rd).

FBMA is offering a blueprint reading class Oct. 9 and a building material take-off course Oct. 15, both at FBMA headquarters in Mt. Dora, Fl.

Northeastern Retail Lumber Association will hold its annual meeting in conjunction with the Vermont Retail Lumber Dealers Associations' annual Oct. 24-25 at The Equinox in Manchester Village, Vt. VRLDA will install its new chairman, JoeMiles. r.k. Miles. Manchester.

During its recent annual meeting, Eastern New York Lumber Dealers Association honored Jim Venezio, Park Building Supplies, Schenectady, N.Y., as Lumber Person of the Year.

New Jersey Building Material Dealers Association's annual meeting is Oct. 8 at Fiddler's Elbow Country Club, Bedminster, N.J. The event will include lunch, golf, dinner and presentation by Jeffrey Otteau on

Mid-Hudson Lumber Dealers will fete Lumber Person of the Year Joe Begnoche, ProBuild, Middletown, N.Y., at its annual meeting Oct. 17 at the Harness Racing Museum & Hall of Fame. Goshen. N.Y.

Other upcoming annual meetings include Long Island Lumber Association, Oct. 16, at Milleridge Cottage, Jericho, N.Y.; Lumber Dealers Association of Connecticut, Nov. 5 at Aqua Turf Club, Plantsville, Ct.; Rhode Island Lumber & Building Material Dealers, Nov. .14 at Crowne Plaza, Warwick, R.I.; and Western New York Lumber Dealers, Nov. 14 at ARTISANworks, Rochester, N.Y.

Builder's Supply Association of West Virginia is hosting an ACI Grade I field testing school Oct. 28 in Charleston, W.V.

Construction Suppliers Association is sponsoring a blueprint reading and building material take-off workshop Dec.4-5 at CSA Headquarters in Tyrone, Ga.

Northwestern Lumber Association is closing the year with a flurry of activities. On Nov. l, NLA travels to Kinnick Stadium, Iowa City, Ia., for a Hawkeyes vs. Wildcats football game.

A heritage roundtable takes place Nov. 10-12 in Rochester, Mn.

In Eagan, Mn., a blueprint reading and material take-off workshop is set for Nov. 17-18 and a contractor sales seminar Nov. 19.

Then in Sioux Falls. S.D.. there will be an introduction to building material sales class Dec. 9 and a blueprint reading and material take-off workshop Dec. 10-l l.

Mid-America Lumbermens Association has enlisted BlueTarp c.e.o. Scott Simpson to speak on healthy cash flow and managing credit accounts during its annual Fall Fling Nov. 6-7, at the Hilton Promenade at Branson Landing, Branson Mo.

Illinois Lumber & Material Dealers Association is hosting a board Christmas dinner Dec. 2 at the Hilton, Springfield, Il., following by a board meeting Dec. 3.

National Lumber & Building Material Dealers Association is staging its annual industry summit Oct. 28-30 at the Hard Rock Hotel in San Diego, Ca.

Presentations include "Envisioning the Lumberyard of the Future," "The National Green Building Standard: Green Certification Game Changer," "Understanding Today's Residential & Commercial Construction Cycle Will Be Radically Different," "Using Mobile Technology to Advance Your Business," "Beat Last Yearl Cultivating Continuous Sales Growth," and a D.C. legislative update.

North American Retail Hardware Association will spend $4 million to purchase and renovate a threestory, 30000-sq. ft. building in downtown Indianapolis. In., to serve as its new national headquarters.

NRHA will rent out about a third of the ground level to the existing occupant, and use the remainder of the first floor as a conference center. The association will occupy the entire second floor and lease the top level.

North American Building Material Distribution Association will hold its upcoming annual convention jointly with National Association of Floor Covering Distributors Nov. 18-20 in Dallas, Tx.

"Forecasted Economic & Housing Real Estate Trends in New Jersey."

DURING FLORIDA Building Material Association's recent show, thegroup presented 25-year member plaques to (/-r) Lyn Fletcher, Jeff Steffen, Wade Jefferson, Jarrod Myers, and Stokes Wallace, from incoming chair Greg Bell. (More FBMA photos on previous page)

H.B. Fuller Buys ProSpec

H.B. Fuller Co., St. Paul, Mn., has acquired ProSpec Construction Products from Bonsal American, Charlotte, N.C.

The deal includes three plants that expand Fuller's production reach into Texas (Eagle Lake) and California (La Mirada). ProSpec, which makes tile/stone installation products, will be folded into Fuller's North America Construction Products segment.

According to Fuller c.e.o. Jim Owens, "We will be able to better serve our big box customers with locations in the West and Southwest, broaden our product line, reduce our manufacturing and freight costs, and increase our presence with customers and key distributors in the Southeast."

CIASSIFIED Mark

Rates: $1.20 per word (25 word min.). Phone number counts as 1 word, address as 6. Centered copy/headline, $9 per line. Border, $9. Private box, $15. Column inch rate: $55 if art furnished "camera+eady" (advertiser sets type), $65 if we set type. Questions? Call (949) 852-1 990.

Checks payable to Cutler Publishing. Deadline: 1 8th of previous month.

To reply lo ads with private box numbers, contact box number shown, c/o BPD, 4500 Campus Dr. t1480, Newport Beach, Ca. 92660. Names of adverlisers using box number cannot be released.

WE BUY AND SELL PANEL STRIPS

Plywood, OSB, particleboard and MDF by the truckloads. Lumber Source, Phone (800) 8'14-1953, Fax 888-5'76-8723, email LumberSource@ hotmail.com.

National Sales and Marketing Manager - Wood Mouldings

CEDAR CREEK is seeking an aggressive market development leader to expand its wood moulding business.

The successful candidate will have an extensive sales background with all types of wood mouldings, experience in import procurement, and a documented history of accomplishments in past positions. This job is responsible for creating and executing the growth plan for Cedar Creek's mouldings business across the company including strategies, tactics, and key performance objectives by market. Relocation may not be necessary, but overnight travel is required.

For more information and a confidential response, please email your resume and salary requirements to mwilson@cedarcreek.com.

Cedar Creek is a $ I -billion distributor of building products with locations across the U.S.

TRI.STATE LUMBER CO.

Your Southern Yellow Pine Timber Connection

Specializing in 6x6, 6r€, 8x8, 1(h10 Tel. [562) 862.2t25 o Fax652-852-4900 email jgibson@tristatelumber.net

SHAVERWOOD PRODUCTS

Satthan Yellc*v Pi ne Ti mfu Prduaim 6x6, 6x8, 8x8, 10x10, 12x72

Relad Servie & Stuage Av ailable Norfolk Southern Mainline Served Easy Access tol-40 &.7-77

Company-Owned Truck Fleet (704) 278-9291 Fax (704) 278-9304 Cleveland, N.C. email steve.twiford@gmail.com or shavers. reload@gmail. com

ANNUAL LMC Dealer Exchange featured four roundtable sessions, networking, and an in-depth tourof ShepleyWood Products, Hyannis, Ma. The Sept. 10-11 event in Providence, R.1., drew 55 LMC dealer attendees from 35 locations nationwide, plus LMC staff and suppliers.

Listlngs are often submifted months in advance. Always verify dates and locations wrfh sponsor before making plans to aftend.

Southern Forest Products Association - Oct, $7. annual meeting, Francis Marion Hotel, Charleston, S.C.; (504) 443-4464; www.sfpa.org.

Material Handling Industry of America - Oct, 5.8, annual meeting, Rancho Bernardo Inn, San Diego, Ca.; (704) 676-1190; www.mhi.org.

New Jersey Building ilaterial Dealers Association - Oct. 8, annual meeting, Fiddle/s Elbow Country Club, Bedminster, N.J.; www.dealer.org.

Building Component Manufacturers Conference - Oct. 8.10, annual conference, Charlotte Convention Center, Charlotte, N.C.; (608) 274-4849; www.bcmcshow.com.

Florida Building Material Association - Oct. 9, blueprint reading class; Oct. 15, building material take-off, FBMA Hq., Mt. Dora, Fl.; (352) 383-0366; www.tuma.org.

True Value Co. - Oct. 10.12. fall market. Colorado Convention Center, Denver, Co.; (773) 695-5000; huevaluecompany.com.

Long lsland Lumber Association - Oct. 16, annual meeting, Milleridge Cottage, Jericho, N.Y. ; (51 8) 286-1 01 0; www.nrla.org.

Mid-Hudson Lumber Dealers Assn. - Oct. 17, annual meetinq, Harness Racing Hall of Fame, Goshen, N,Y.; (518) 286-101d; www.nna.org.

Do it Best Corp. - Oct. 18.20, fall market, Indianapolis Convention Center, Indianapolis, In.; (260) 748-5300; www.doitbestcorp,com.

Association of Millwork Distributors - Oct. 19.23, annual convention, Tampa Convention Center, Tampa, Fl,, (727) 372-3665; www.amdweb.com.

Construction Suppliers Association - Oct. 21, insight meetings, Hilton Garden Inn, Jackson Pearl, Ms.; Oct. 22, Doubletree by Hilton, Baton Rouge, La.; (678) 674-1 860; www.gocsa.com.

DeckExpo - Oct 22-24, Baltimore Convention Center, Baltimore, Md.; Oct. 22-24, North American Deck & Railino Association a n n ual meeti n g ; (S66) 475-6495 ; www.deckexpo.co-m.

Greenbuifd Expo - Oci.22.24, sponsored by U.S. Green Building Council, New Orleans, La. ; (800) 7 95-17 47 : www.usgbc. com.

Green Industry & Equipment Expo - Oct. 22.24, Kentucky Fair & Expo Center, Louisville, Ky.; (800) 558-8767; www.gie-expo.com.

Remodefing Show - Oct.22-24, Baltimore Convention Center, Baltimore, Md.; (866) 475-6495; www.remodelingshow.com.

Vermont Retail Lumber Dealers Assn. - Oct. 24-25, annual meeting, Equinox Resort, Manchester Center, Vt.; (800) 292-6752, www.nna.org.

Builders Supply Association of West Virginia - Oct. 28, ACI grade | field testing school, Charleston, W.V.; (30a) 342-2450: www.bsa-wv.com.

National Lumber & Building Material Dealers Association - Oct. 28-30, annual industry summit, Hard Rock Hotel, San Diego, Ca.; www.dealer.org.

Northwestern Lumber Association - Nov. 1, lowa Hawkeyes foot ball event, Kinnick Stadium, lowa City, la.; (S88) 544-6822i www.nrassn.org.

Lumber Dealers Association of Gonnecticut - Nov. 5, annual banquet, Aqua Turf Club, Plantsville, Ct.; (518) 286-1010; www.nrla.org.

Mid-America Lumbermens Association - Nov. 6.7, annual Fall Fling, Hilton Promenade, Branson, Mo.; (800) 747-6529; www.themla.org.

APA-The Engineered Wood Association - Nov. 8-11, annual meeting, JW Marriott San Antonio Hill Country Resort & Spa, San Antonio, Tx. ; (253) 565-6600; www.apawood.org.

Specialty Tools & Fasteners Distributors Association - Nov. 9. 11, annual convention & show, Charlotte Convention Center, Charlofte, N.C.; (800) 352-2981; www.stafda.org.

Northwestern Lumber Association - Nov. 10.12, heritage roundtable, Rochester, Mn.; (888) 544-6822: www.nlassn.org.

Lumbermens Merchandising Corp. - Nov. 11.12, forest products & building materials expo, Maniott Downtown, Philadelphia, Pa.; (6101 293-7 121 : www.lmc.net.

NAWLA Traders Market - Nov. 12.14, sponsored by North American Wholesale Lumber Association, Hyatt Regency, Chicago, ll. ; (800) 527 -8258; www.nawla.org.

Rhode lsland Lumber & Building Material Dealers AssociationNov. ,|4, annual meeting, Crowne Plaza, Wanrick, R.l.; (518) 286-101 0; www.nrla.org.

Western New York Lumber Dealers Association - Nov. 14, annual meeting, ARTlSANworks, Rochester, N.Y.; (518) 286-1010; www.nna.0rg.

Northwestern Lumber Association - Nov. 17.18, blueorint readino & material takeoff; Nov. 19, contractor sales ilass, Eagan, Mni (888) 544-6822; www.nlassn.org.

North American Building Material Distribution AssociationNov. 18-20, joint annual convention with National Association of Floor Covering Distributors, Sheraton, Dallas, Tx.; (888) 7477862; www.nbmda.org.

lllinois Lumber & Material Dealers Association - Dec. 2, board Christmas dinner, Hilton, Springfield, ll.; Dec. 3, board meeting, Springfield; (800) 252-8641 ; www,ilmda.com.

Wallace Hardware - Dec. 2.4, fall market, Convention Center, Gatlinburg, Tn.; (800) 776-0976; www.wallacehardware.com.

Construction Suppliers Association - Dec. 4.5, blueprint reading & building material take-off, CSA Hq., Tyrone, Ga.; (678) 6741860; www.gocsa.com.

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Building-Products.com

Renovating and repurposing a beloved school building has brought increased attention-and increased sales-to a family business.

Braly Builders Supply, Palestine, Tx., opened on what was a main highway in 1932. However, as the town grew and competitors such as Lowe's moved in, the old location became less accessible. Co-owners Vicki and Stephen Braly (he's the fourth generation to run the store) started looking for a new location, but nothing clicked until the city decided to sell an unused property: the former Rusk Elementary School.

Built in 1938, the sturdy brick building surrounded by grassy fields offered a main highway location and room to grow-about 15,000 sq. ft., triple the size of Braly's original location. Another plus: the community supported the project because so many residents had fond memories of attending the school.

"People like to see an old building refurbished rather than destroyed," Vicki says. "With this building, we feel we were able to keep the old store feel in a new location."

Inside, all the trappings of a school-chalkboards, teacher cabinets, and lockers-were repu{posed for displays, showcases and aisle signs. Drywall was removed to reveal structural timber beams, and worn carpeting was ripped out to uncover the beauty of the original hardwood floors. "We worked hard to preserve that old-time historical feeling we had in our original store," says Vicki. "We wanted to keep our old customers, yet attract new ones, too."

Outside, half of the grass was removed to create a large parking lot that comes right up to the door. "Easy access is key, so customers can walk right in the store," believes Vicki. The remaining grass creates a green zone in the busy location.

Even before the new store opened last fall, locals stopped by to check on the renovations, share personal school memories, and donate old school photos. Acting as honorary curator, Vicki maintains a scrapbook of the old photos and displays some on the store's attractively designed Facebook page.

"There are so many wonderful photos that I may start a 'Throwback Thursday' feature on our page," she says. "It seems like everyone has a favorite story or photo to share."

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