Haydn Pugh, sales & marketing director of Llanelli-based Castell Howell. Behind
Sonal Sarvaiya, general manager of Teesside-based family business DLS, talks about the wholesaler’s expansion and its plans to drive further
using its new 180,000 sq
Imperial Brands offers guidance to cash & carries and delivered wholesalers in preparation for the ban on disposable vapes.
AF Blakemore & Son saw sales decline from £1.24 billion to £1.18 billion for the 2023/24 financial year.
However, positive actions on high margin categories and cost control meant that adjusted EBITDA [earnings before interest, taxes, depreciation, and amortization] increased by 52% from £19.3 million to £29.4 million after exceptional items.
Blakemore reports that sales momentum came from an ongoing investment in customers that delivered innovation including Vape, Prime and MrBeast alongside food to go with brands like County Bridge, Harriet’s Bakery, and Philpotts.
The instore customer
experience was elevated with a digital-first approach that incorporated electronic shelf-edge labels and digital screens in the companyowned estate.
Investments in technology
across the company-owned SPAR estate have driven rigour and efficiency, whilst the introduction of four EHGV trucks into the Blakemore fleet and work in the supply chain removed
six million food miles from the supply chain network.
Blakemore also reports that whilst the second half of the year was more difficult, with increased competition, poor weather and reducing inflation, footfall remained positive and productivity initiatives delivered improved margins.
Acknowledging the role of colleagues within the business, chairman Peter Blakemore thanked them for their approach and commitment to the company and expressed his confidence in the focus and energy that the new chief executive Carol Welch and her senior leadership team have brought to the business.
Savona Foodservice is aiming to increase its turnover by 15% year on year.
This follows a strong performance in the year ended 31 August 2024, when the wholesaler boosted turnover by 12% to £56.25 million and profit before tax from £1.03 million to £1.34 million.
The company recently opened its new, extended premises in Barking, which replace a smaller warehouse in the town. This has allowed the wholesaler to increase its stockholding of key lines so that it can service more companies in London and the South East.
Savona also recently renovated its headquarters in Kidlington, Oxford, to incorporate a state-of-the-art development kitchen. “This is a fantastic addition to the Savona service as customers are welcome to use the kitchen for developing and
for training for their teams, as well as sampling new products from the extensive products offered by Savona. We’ve already hosted key customers and well-known chef Thom Bateman,” said a company spokesperson.
In addition, Savona now offers an extended range of fresh produce thanks to new partnerships with Torquaybased Frank H Mann and London-based Valimex. The agreement with these firms
means that fresh produce, including prepped veg, is available for next-day delivery as long as a customer orders before 4pm. The range comprises more than 200 lines of salad, fruit, vegetables and herbs.
The product and service enhancements have been reinforced by revitalised branding, and Savona has launched a new website at savona.co.uk. A digital shop window that existing and
prospective customers reach first before going on to the ecommerce site, the new website is designed to be a showcase for Savona’s ‘uncompromising standards’ and personal service.
“These recent developments are exciting milestones in Savona’s growth as we strive to continually add value for our customers,” the spokesperson added.
Savona is focused on making sure that its service and product catalogue work for the five key sectors of care, education, hospitality, leisure and workplace. In addition to its Oxford and Barking depots, the wholesaler has a warehouse in Ilfracombe, Devon.
On 11 March, the company will hold its 2025 Annual Exhibition at Sandy Park, Exeter. Over 100 suppliers are taking stands and there will be ‘show only’ prices.
Sugro has recruited two new members: Eurotrade (W), based in Wythenshaw, Manchester, and Londonbased Akdeniz Finsbury.
Eurotrade, a family-run business, was established in 1983 as a small shop that sold novelty items to retailers, cash & carries and smaller wholesalers.
range to our customers. We look forward to building a strong relationship with the Sugro team and leveraging their resources to further grow our business and better serve our customers.”
Akdeniz Finsbury has been trading since 2009, and it now has five supermarkets and five restaurants.
In 2010, Eurotrade expanded its operations by relocating to a 30,000 sq ft warehouse and broadening its product offering.
Today, Eurotrade offers wholesale delivery services across a diverse range of products including confectionery, soft drinks, household goods and toiletries, and select ambient grocery items.
Pritesh Mehta, director of Eurotrade (W), said: “This partnership will allow us to expand our product portfolio and offer an even wider Golden Glen, located in Northern Ireland, has joined Sterling Supergroup.
As well as sourcing products for its own business outlets, Akdeniz Finsbury supplies grocery, impulse, foodservice and household products to a wide customer base.
To support this wholesale operation, the company has opened a new warehouse in Harlow, Essex, with a view to increasing its reach and capacity to supply 50 supermarkets and 25 restaurants outside of its ownership.
Abdullah Gilgil, director of Akdeniz Finsbury, said:
“We think that partnering with Sugro means tapping into a powerful network of collaboration and shared strength. We believe, together, we maximise value, streamline operations, and pave the way for sustainable growth.”
In other news, Sugro UK has announced the launch of its new WhatsApp member channel.
The closed group is exclusively for Sugro’s wholesale members and is using b2b.store’s WhatsApp business API service, ProConnect, to share messages about important news, deals and other issues. It is accessible from desktop and handheld devices.
The first pre-sell campaign using a wholesaler’s WhatsApp channel featured KP Snacks’ McCoy’s Hot ‘N’ Spicy crisps. Messages encouraging pre-sell orders were sent out to R&I Jones customers and enabled them to tell the wholesaler how many boxes of the product they wanted to purchase.
Golden Glen was established over 40 years ago, selling and distributing to the fish frying trade in the greater Belfast area.
Today, Golden Glen stocks over 1,000 products and supplies the fast-food industry and key wholesalers throughout the North and South of Ireland.
Janet Higginson, managing director of Golden Glen, said: “Our customers are at the heart of everything we do, and we are delighted to
unlock the power of collective purchasing by joining the respected Sterling Supergroup. I look forward to working together to maximise Golden Glen’s service offering.”
William Ly – owner of
United Wholesale Grocers is to hold its 2025 trade show and supplier awards on 4 September at Vertu Motors Arena in Newcastle.
Retail director Tom Slaven said: “After the success of our inaugural event in 2024, we are delighted to announce the date for 2025. Over 100 suppliers and several hundred retailers attended the event last year and as a result we have moved to a larger venue.”
Based in Springburn in Glasgow, United Wholesale Grocers also has depots in Polmadie, which is also in Glasgow, and Gateshead.
Camseng International Foods – and his family purchased Golden Glen in 2024, ‘bringing generations of experience, a superb reputation, and a strong vision’.
Ly said: “As a key wholesaler and distributor to the fast-food industry, membership of Sterling Supergroup enables Golden Glen to retain its superior reputation for competitively delivering a diverse range of quality goods. Having already built a strong relationship with Sterling Supergroup at Camseng, I look forward to collaborating further to bring
a greater value proposition to Golden Glen’s many loyal customers.”
A spokesperson for Sterling said: “We look forward to working with Golden Glen and building a forward thinking, collaborative relationship. Their proactive engagement will contribute to our growing success, and together we will continue to build on our strength through co-operation.”
Sterling Supergroup has nearly 60 years’ experience of representing independent foodservice wholesalers in the UK and Ireland.
Parfetts is to open its ninth depot – in Southampton –later this year as part of its plan to strengthen its national footprint.
The new 113,000 sq ft depot will enable the employee-owned wholesaler to deliver across the South Coast and into Greater London while also serving cash & carry customers from across the region.
The move will create over 100 new jobs and support the expansion of Parfetts’ symbol groups, which are Go Local, Go Local Extra,
The Local, and Shop & Go. Guy Swindell, joint MD of Parfetts, said: “The launch of our ninth depot underlines our commitment to serving a national customer base. We are determined to bring our employee-owned model to as many retailers as possible to ensure they can benefit from the industry-leading support we offer.
“We are on track to reach £1 billion turnover and 2,000 symbol group retailers. Our relentless focus on supporting retailer margins has accelerated our growth.”
The UK’s food and drink wholesale distributors collectively had a turnover of nearly £34 billion in 2023/24 and provided direct employment for 77,000 people, with 5,000 jobs supported in every region of the UK.
The hard-hitting figures, published in a report called Going for Growth by Capital Economics, highlight the integral role that food and drink wholesalers play in the UK’s economy.
The FWD, which commissioned the report, presented the findings to minister for food security and rural affairs Daniel Zeichner, other MPs, and senior wholesalers and suppliers in the Houses of Parliament on 4 February.
Including the activity supported in their supply chains, and the retail and foodservice businesses that they serve, wholesalers support around 1.5 million jobs. In total, wholesalers directly contributed £3.5 billion to
national output in terms of gross value added.
Wholesalers spent £27 billion with their suppliers in 2023/24, supporting 250,000 jobs and contributing £18.6 billion gross value added to the UK economy. Overall, the sector supports 1.5 million value chain jobs in the UK, which is more than financial services. In total £57 billion gross value is added to the UK economy through food and drink wholesale activity upstream and downstream.
JJ Foodservice is stepping up its efforts to secure new acquisitions. It is targeting opportunities across various foodservice sectors to broaden its scope and strengthen its offering for caterers.
The approach is part of the company’s long-term strategy to diversify its product range and expand its presence in the foodservice market.
Chief operating officer Kaan Hendekli told Cash & Carry Management: “The success of Gatelands Supplies has demonstrated our ability to execute acquisitions efficiently and deliver
value for both new and existing customers.
“We’re actively exploring opportunities with other businesses and are eager to
build on this momentum to expand into additional sectors.”
The smooth integration of Gatelands into JJ’s operations last year showcased the company’s ability to improve customer offerings. The acquisition added more than 400 authentic Thai products to JJ’s range while retaining 100% of Gatelands’ loyal Thai restaurant customers.
With Gatelands’ customers now benefiting from nationwide coverage and access to JJ’s 3,000+ catering lines, the acquisition also introduced existing JJ customers to a wider variety
of authentic Asian ingredients, enabling them to expand and diversify their menus.
Looking ahead, JJ Foodservice is in discussions with potential partners to drive its acquisition strategy. “We’re focusing on businesses that complement our vision of delivering exceptional quality and service to the foodservice market,” added Hendekli.
“Expanding into new categories and cuisines is key to meeting the evolving needs of our customers.”
He concluded: “Our doors are open for any discussions around potential collaborations in the future.”
Harlech Foodservice has taken over the customer list of former rival firm Pembrokeshire Foods.
After more than 30 years in charge at Pembrokeshire Foods, Josiah and Steffi George wanted to make sure their customers were well looked after following their decision to retire.
Pembrokeshire Foods, based at Hasguard Cross, near Haverfordwest, supplies over 100 businesses across Pembrokeshire and into Ceredigion.
Last year, Harlech established offices and a distribution centre in Carmarthen as part of a £6 million expansion. Not long afterwards, the wholesaler, which also has bases in Merthyr Tydfil, Criccieth, Chester and Telford, took over Celtic Foodservices in Pembroke Dock.
In a letter to customers informing them of their
retirement, the Georges said: “To ensure our customers have a supplier who cares about you and your business we have approached Harlech Foodservice and asked them to provide ongoing service to your business.
“Harlech have a core customer base in the tourism and hospitality sectors which aligns perfectly with that of Pembrokeshire Foods.”
According to Harlech’s managing director David Cattrall, the deal with Pembrokeshire Foods is another staging post in the
company’s expansion plan.
Since last April, Harlech has gained 943 new independent customers and won 243 new contract customers across Wales and the border counties of England.
In other news, Harlech Foodservice is expecting sales to top £1 million at its trade fair, Expo 25, at Venue Cymru in Llandudno on 1213 March.
More than 120 suppliers will be showcasing their products at the exhibition.
At the event, Harlech Foodservice will officially launch its Spring ‘Trust Our Prices’ campaign, which locks in 300 prices on some of its most popular products for three months.
In addition, a Season Start Up brochure features more than 1,000 deals that customers can take advantage of in the four weeks leading up to Easter.
The first new-format ‘Meet the Buyer’ event from Caterfood Buying Group (CFBG) in 2025 will take place on 25-27 February at the Carden Park Hotel in Cheshire.
Compared to the first Meet the Buyer event in July 2024, this one will provide more time for suppliers to
engage with 40 key representatives from across the CFBG’s eight member businesses and central team.
The Meet the Buyer event will now include a networking dinner and overnight stay for each group of 20 suppliers selected to present to delegates the following day. In addition, while the suppliers
Country Range Group recently held its first business development day (BDD) of 2025 at Doncaster Racecourse.
Some 36 suppliers presented more than 200 products to the group’s members, and CRG also unveiled upcoming spring product launches by Country Range and Signature by Country Range including a duo of desserts and a BBQ Sauce.
Dean Pendlebury, CRG’s head of trading, said: “I’m thrilled our first BDD event of the year was such a success for suppliers and delegates. It’s the ideal time at the start of the year to have everyone together under one roof to showcase their range and exciting NPD for the future. Our BDDs are a crucial part of our group’s event calendar.”
are demonstrating their products, they will now get almost twice as much time to discuss products and business goals with each small group of CFBG delegates.
Each day of the two-day event will start with a business update from CFBG managing director Phil Atyeo and commercial director Tom Workman. Delegates will also be introduced to key new lines from the group’s own-brand range, The Caterfood Collection.
The group is planning to host two Meet the Buyer events per year (the first in February and second in July) followed by a Winter Conference and CFBG Awards at the end of the year.
In other news, CRG has introduced three functional analogue cheeses under its Catering Essentials brand.
Described as a staple for busy catering kitchens and versatile across the menu, the three new products are made with 50% traditional cheddar and 50% cheese alternatives.
The range comprises Mild Cheddar, Mature Cheddar and Coloured Cheddar varieties, which are available in 6 x 2kg catering bags.
The Wholesale Group shared its ambitions and vision with suppliers at a recent briefing in London.
The event attracted more than 50 channel directors plus 150 representatives from leading FMCG suppliers.
Joint MD Jess Douglas said: “We all know the wholesale landscape is changing and we recognise the need to change with it to ensure we provide the best support and value for both independent wholesalers and our supplier partners.
“As a result, The Wholesale Group has been created to provide the home for independent wholesalers of all sizes with extensive retail and foodservice expertise and support. This also provides our supplier partners with a highly-effective, cost-efficient route to market for independent caterers and retailers.
“Our major USP is that there is no charge to join the group as a member, and all members receive a share of the profits.”
Joint MD Tom Gittins outlined the group’s strategic pillars, including central distribution and its central payment solution. “While The Wholesale Group can support every retail and foodservice business in every postcode,
Booker has launched Scoot, a new delivery platform designed exclusively for its symbol group retailers.
Scoot works by connecting shoppers with their participating local independent retailer, where they can order food, drinks and household essentials via the app. Scoot manages the ordering, payment and picking; the retailer organises the delivery.
Booker is piloting Scoot at Budgens in Abridge,
Romford, and it will expand the scheme to more Budgens, Premier, Londis and Family Shopper stores over the coming months.
Through Scoot, Budgens in Abridge has a £15 minimum order and promises delivery within 30 minutes of the order being placed.
Retailers signing up to Scoot will receive a launch support package worth more than £2,800. This includes point-of-sale materials, digital assets and thermal delivery bags. Marketing support and branded wraps for delivery vehicles are also offered.
Booker Retail MD Colm Johnson said: “We’re always looking for new and innovative ways to help our customers grow their business.”
we provide one group invoice and one group payment, which will save considerable time and money for suppliers and members alike. It’s the ultimate win-win.”
Ilann Hepworth from ShopAI introduced The Wholesale Group’s new AI tool, which will be launched later this year. This will give members, suppliers and The Wholesale Group team the
opportunity to utilise AI in order to simplify how data and insight is accessed and understood.
The Wholesale Group also recently held its first foodservice event.
More than 65 suppliers attended the Development & Innovation Days, which were held in Nottingham. They included foodservice member meetings to discuss group, purchasing and marketing strategies, plus oneto-one meetings with suppliers and a mini expo.
Douglas said: “The threeday event was incredibly positive with so much energy and enthusiasm from both members and suppliers as they worked together in order to reap the benefits of this new group.”
The group’s trade show will be held on 20 March at Cheltenham Racecourse.
Brakes has launched a new range of high quality, handmade tray cakes under the exclusive Enchanted Bakery brand.
The range was developed following research that showed foodservice businesses wanted a tray cake that delivered a premium look and taste.
The initial range consists of six tray cakes: Triple Chocolate Fudge cake, Strawberry Victoria Sponge,
Banana, Caramel & Malt cake, Dragonfruit & Lime cake, Carrot & Orange cake and Sticky Rum & Raisin cake. Both the Carrot & Orange and Sticky Rum & Raisin options are vegan friendly.
The range is delivered frozen in trays of 18 pre-cut portions, helping to minimise wastage.
Paul Nieduszynski, chief executive of Sysco GB, said: “Our new range of tray cakes delivers a second-to-none eating experience. It’s the best combination – a great looking cake that also tastes amazing. We’re confident this new range will become a fixture for customers looking to drive excitement and deliver a slice of happiness to their consumers.”
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Bestway Retail, part of Bestway Wholesale, has announced a new long-term partnership with James Retail – the 40-strong convenience and travel interchange operator owned by retailer Jonathan James.
The new agreement sees James Retail convert its stores to both Costcutter and Costcutter on-the-go formats.
To date, 11 of James Retail’s sites have switched to the Costcutter brand and have seen a sustained minimum 15% rise in weekly sales.
SPAR has launched an 800g White Toastie thick sliced loaf (rsp 99p), complementing the medium sliced option introduced in February 2024. With own-label bread sales on the rise and thick sliced bread gaining in popularity, the launch addresses growing market trends.
Katy Button, SPAR UK trading controller, said that the group plans to expand the range this year by introducing a brown or wholemeal option.
Dudley Ramsden, who was instrumental in establishing the Ramsden Group of Companies, Nisa Retail, and the Today’s Group, has died at the age of 81.
Described as a pioneering force in the modern wholesale and convenience sector, Ramsden (pictured) began his entrepreneurial journey more than 60 years ago when he founded DB Ramsden & Co in Grimsby.
His passion and relentless energy fuelled his commitment to independent wholesalers and retailers, ensuring they could compete with larger supermarket chains.
In 1977, alongside cofounder Peter Garvin, he launched the Nisa buying consortium – an innovative collaboration that empowered independent retailers through collective buying power. Under his leadership, Nisa created a thriving national network of symbol stores operating under the Nisa brand.
Nisa-Today’s evolved when the Today’s Group wholesale business was created, before merging with Landmark Wholesale to form Unitas Wholesale. This evolution strengthened the industry, providing independent wholesalers with significant buying power.
After decades of tireless service, Ramsden retired as chairman of Nisa-Today’s in 2006. His influence was felt not only in boardrooms but also at industry events, where his larger-than-life personality and unwavering
enthusiasm left a lasting impression.
In other news, Unitas returned a 17% increase in revenue for its members during 2024.
Attendees at the group’s senior supplier briefing, held recently in Birmingham, also heard that Unitas achieved 2% growth in retail and 5.1% growth in on-trade year on year.
Managing director John Kinney announced that Unitas has launched an additional £2 million bonus fund to reward members for engagement and compliance in group-wide promotions, materials and events. This is designed to add further value to suppliers’ investment.
Data from TWC showed that Unitas outperformed the convenience market in biscuits (up 82%), confectionery (9.1%), crisps, snacks and nuts (2.2%), and soft drinks (6.8%). Vape and reduced risk were up by 32.5% and RTDs by 9.2%.
Hancocks has expanded its Watford store, adding 600 sq ft of extra selling space and more than 50 new lines.
The extra space enables the store to hold more volume across key categories including pick and mix, cables, mallows, kids, novelty and seasonal items. Among these are products aimed at sellers operating at fairgrounds and the seaside.
The depot also has a new dedicated area for clearance stock.
Prices will be heavily discounted on products including crisps and snacks, which previously hadn’t been
stocked by the depot, and there will be lower prices on branded chocolates and drinks. The depot is also introducing WOW deals on key brands.
The Watford branch has
been in the town for over 20 years and now serves around 200 customers a week.
The depot also supplies customers in the Bahamas, United States, Bahrain, Hong Kong and Europe.
What have been your biggest achievements in work and outside work?
At work, my biggest achievement has to be joining the board of directors at Castell Howell. I started out dreaming of playing rugby professionally, but actually my career in wholesale has exceeded all expectations.
I’m delighted with the level I’ve reached, but I’m far from the finished article. Working with the amazing team at Castell Howell, I constantly strive to be better. They’re an inspiration.
Away from work, my biggest achievement is my family. I couldn’t be prouder of my wife Eleanor and our three children (pictured) – they’re the driving force behind me and I want to inspire them and make them proud every day.
Who has been the biggest inspiration to you?
It would have to be Brian Jones, who owns Castell Howell. From our very first meeting 15 years ago, I was in awe of him. As a leader, Brian is the most respected person, and yet so humble with it. He is someone who always sees the best in people and, as a result, he gave me a life-changing opportunity. He had such faith in me and I have always been determined to prove him right.
What were your ambitions when you were growing up?
For as long as I can remember, I only wanted to be a rugby player. I grew up in Flint, an industrial town, and at 16 I moved on my own to Llanelli in South Wales to follow my dreams of playing rugby. I played for Scarlets age grades and Wales under-18s, 19s and then 20s.
While most of the players lived at home with their parents, I had to stand on my own two feet, juggling rugby with a full-time job. When we were 19, my now wife and I became parents to our daughter which meant I needed to grow up quickly, and I had to switch my focus from my goal of playing professional rugby to providing for my family.
While working on a building site and playing for Neath RFC, I was approached to sign for another local semi-professional team. However, securing a job was just as important at the time. That’s when Brian Jones stepped in – within two weeks, I had signed with Carmarthen Quins and started a job at Castell Howell.
What are your interests outside work?
Rugby remains a passion of mine, and while I’m now more involved in coaching than playing, it’s tough to hang up the boots completely.
How would you describe your personality?
I pride myself on being positive, outgoing, caring, understanding and easy to talk to. I want to be someone who lifts people up rather that pulls the energy from the room.
What is your favourite film, book and song/piece of music?
Film: the Rocky collection. These films instantly transport me back to my childhood. Book: I’m not really a reader, but during the Covid lockdown I started reading Relentless: 12 Rounds to Success by the boxing promoter Eddie Hearn. The link between sport and business resonates deeply with me. Song: Live Forever by Oasis. It’s such a beautiful, meaningful song.
If you won a holiday, where would you go and who would you take with you?
New York at Christmas with my wife and children. Having a picture of the five of us next to the Rockefeller Center Christmas tree is on my bucket list!
What would people be surprised to know about you?
I’m not sure if I’ve mentioned it, but I love rugby!. My claim to fame is that I played three times for the Barbarians. CCM
At 16 years old, Haydn Pugh moved to Llanelli in South Wales to chase his dreams of playing rugby. He played semi-professionally while working on a building site. However, in 2010, after becoming a parent at 19 years old, he started working at Castell Howell, initially in goods in. He progressed to become a nonfood rep and within 18 months was appointed regional sales manager, looking after a team of field sales reps. A decade later, he became head of sales, and in May 2024, he was promoted to sales & marketing director and joined the board.
Ordertools is a first-party ecommerce platform created by Foodservice Online to address the specific challenges faced by foodservice and retail wholesalers. It combines responsive websites, native mobile apps, extensive ERP integration, and a range of practical features to help businesses improve efficiency and enhance the purchasing experience for their customers.
Ordertools supports both your customers and your internal teams. For catering buyers, it offers self-service features that make ordering quicker and easier. For businesses, it empowers field sales teams to onboard new customers and strengthen customer connections. Telesales teams can leverage its capabilities for effective phone support, while marketing teams gain resources to create targeted campaigns that boost supplier revenue and drive growth.
Ordertools is trusted by leading wholesalers such as Woods Foodservice, Turner Price, Savona Foodservice, WestCountry Foodservice, Dunsters Farm, Total Foodservice, Turner & Wrights, and Automatic Retailing. Five more wholesalers will join in the first half of 2025, reflecting Ordertools’ growing reputation as the go-to ecommerce solution for large wholesalers.
Jenny Squires, Ecommerce Manager at Savona Foodservice, says, “Ordertools has taken our service to the next level. The additional features it offers will make our customers’ lives easier, and the data we now have access to will help multiple departments.”
Rachel Leonard, Marketing Manager at Total Foodservice, adds, “Ordertools is a fantastic addition for Total Foodservice. It’s quick and simple to use, making order capture seamless for us and our customers, who have given us great feedback.”
Akeneo PIM simplifies catalogue management, ensuring product information is consistent across all channels. Hosting and maintenance are fully managed, so businesses don’t have to worry about their technical requirements. Integrations with Erudus, Brandbank and OpenAI allow businesses to enhance product data and give customers the detailed information they need to make decisions.
AI-powered search and merchandising make it easier for customers to find products, while chat and messaging tools provide quick and efficient ways to communicate. Notifications and alerts keep customers updated on everything including orders and promotions to order cutoffs, while event tracking and CDP integration provide valuable insights to help businesses fine-tune their strategies.
Ordertools also supports content and marketing needs with brochure websites, dedicated landing pages and blogs, helping businesses build their online presence and reputation. Expert technical support ensures the platform remains reliable and secure.
Designed with a flexible architecture, our software delivers scalable solutions that evolve alongside your business needs. Scalability is a core feature of our technology. It supports an increase in user traffic, product listings, pricing updates, customer accounts, and system integrations. This capability means that our largest wholesale clients can expand their online presence confidently and without restriction.
We focus on organising and optimising data for rapid access, leading to fast page load times and enhanced performance. Our modular design also allows for quick updates and smooth component integration.
Our focus goes beyond delivering technology. We work with clients to help their businesses grow and adapt to new challenges. We believe ecommerce is the most important, fastest growing and biggest opportunity sales channel, and wholesalers require the right strategy to make the most out of this incredible opportunity.
Ordertools is built specifically for wholesalers. Customers can use a responsive web storefront to browse and buy on any device, while mobile apps give them the flexibility to access services instantly from the homescreen of their iOS and Android devices. ERP integration connects the platform with your existing systems, automating manual tasks and ensuring data accuracy.
With a custom-built API, our platform enhances data flow between the back office, database, and user interface. This integration minimises unnecessary system calls, reducing latency and boosting the efficiency and responsiveness of our services.
Since 2018, Foodservice Online, the company behind Ordertools, has been helping wholesalers adapt to a changing market. By combining knowledge of the industry with innovative technology, they have created a platform that delivers measurable results. Today, Foodservice Online works with future-focused wholesalers across the UK and Ireland, ensuring they deliver high-quality online services to thousands of catering and retail buyers.
To learn more about how Ordertools can support your business, visit ordertools.com and book a demo.
Ordertools is an all-in-one ecommerce platform offering fully responsive storefront websites, native apps for iOS and Android, ERP integration, and a powerful suite of enterprise-grade features that make purchasing easier for customers, empower internal teams, improve operational efficiency and drive business growth.
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A wide range, flexible service and close-knit team have contributed to DLS’s expansion, and now it is using its recently-acquired bonded warehouse to drive further growth.
With 20% growth in the last financial year, together with the purchase of a second Teesside depot, DLS is in a strong position to enhance its proposition to both existing and prospective customers, in the UK and overseas.
General manager Sonal Sarvaiya spoke to Cash & Carry Management about the delivered wholesaler’s background, ethos, focus areas and development plans.
What is the history of DLS?
DLS was founded in 1988 by Abbas Salahshouri, who recognised a gap in the market for a reliable, serviceoriented wholesaler specialising in fastfood ingredients such as hand-grated cheese, pizza toppings, burgers, and specialised packaging.
Before establishing Concorde Euro Continental Foods (the original company
name), Abbas was a commercial pilot with many years of experience prior to migrating to the UK – hence the company name.
Over time, Concorde Foods expanded through acquisition and a merger with a local competitor called CM Foods. This move allowed the company to consolidate its market share and strengthen profitability by effectively taking out the competition. The name was then changed to Direct Line Supplies Ltd.
The directors of CM Foods initially merged with DLS, but in 2018 the Salahshouri family purchased all remaining shares from the other directors, returning the company to sole family ownership.
The name DLS – an abbreviation of Direct Local Supplies Ltd – was chosen to reflect the company’s original mission: to offer direct, one-stop-shop wholesale services in a customer-focused manner.
Is DLS a family business? If so, which members of the family work there?
Pedram Salahshouri: Yes, DLS is a family-owned business, founded and operated by father and son and solely owned by the family. Over the years, many long-standing employees have become like family, helping to maintain the close-knit culture DLS is known for.
A prime example of our internal growth is Sonal Sarvaiya, who began in marketing and advanced to general manager, demonstrating the company’s commitment to nurturing talent. Impressively, 25% of our staff have been with DLS for the entire 36 years of its operation.
How has DLS developed since it was founded in 1988?
DLS began as a small wholesaler in Middlesbrough with only 900 sq ft of space, and was focused on consolidating ingredients to supply from one
central vendor. The one-man operation achieved rapid growth, and DLS expanded in the mid-1990s, moving to Cannon Park Industrial Estate in Middlesbrough into a 10,000 sq ft depot which then became three joint depots totalling approximately 30,000 sq ft, enabling a broader range of products to be stocked.
In the early 2000s, DLS achieved ISO accreditation, enhancing its reputation for quality and reliability, and then in 2013 it moved to its first bespoke super site with a 1,000-pallet cold store, unifying the business under a purpose-built structure. At the same time, DLS introduced an online ordering platform and expanded distribution into foodservice.
In 2019, DLS was listed in the London Stock Exchange Group’s Top 1000 Companies to Inspire Britain. The same year, it also launched an online app to improve customer experience and streamline internal processes. This is now handling 70% of orders.
Other developments include the launch of a software division in 2020 to digitise every part of the operation. More recently, we have continued the digital transformation by developing and implementing a fully automated decision-support system (PULSE) to optimise efficiency and improve customer interactions.
From 2022 onwards, we have invested in a modern fleet of refrigerated articulated trucks to handle the increase in volume of the wholesale division.
We opened a second Teesside depot in 2024 with the acquisition of a 180,000
sq ft bonded warehouse in Stockton-onTees. This increased both our buying power and storage capabilities, and also created capacity for other businesses to use some of the storage space under a new business name, Linxport.
Also in 2024, DLS joined Unitas Wholesale with the aim of tapping into the buying group’s enhanced purchasing power and innovative marketing support.
What product categories does your range include?
We offer ambient groceries, chilled and frozen food, confectionery and snacks, soft drinks, waters and juices, catering and household cleaning products, and ethnic and speciality foods.
We routinely review our range and we are planning to add more plantbased, health-focused, and world food
offerings to keep pace with evolving consumer trends.
Do you have a minimum order and what are your lead times?
Our minimum order ranges from £50 to £500, and we cover the North and Midlands region. We operate seven days a week and typically offer next-day delivery if orders are placed by midnight online or 10pm through our call centre.
How do customers place their orders?
About 70% of orders arrive via our e-commerce site or mobile app, while around 30% of customers still prefer speaking with our sales team. We don’t typically process orders through our sales reps because they focus on new business development and customer relationships.
Depots: 50,000 sq ft depot at Teesside Industrial Estate and 180,000 sq ft warehouse (purchased June 2024) on Preston Farm Industrial Estate, Stockton-on-Tees.
Number of lines: 3,000
Number and types of customers:
2,000, including independent retailers, caterers, restaurants, cafés, hotels, care homes, and wholesalers.
Number of employees: 70
Size of delivery fleet: 20 vehicles –refrigerated and ambient trucks.
Directors: Abbas Salahshouri (founder and managing director) and Pedram Salahshouri (managing director).
What is your USP?
The service that we offer is customercentric, and we have strong personal relationships with customers, offering tailored support and flexible delivery.
Our wide product range means that we are a one-stop shop, covering everything from everyday staples to premium lines. What’s more, our ISO 9001 and UKAS certifications underline our commitment to stringent quality control. These certifications mean that our processes – from procurement to dispatch – are regularly audited, ensuring ongoing compliance and consistent product quality.
Another important factor is our family-owned culture. We have quick decision-making, strong values, and deep trust cultivated over decades.
How important is technology to your business?
Technology is vital. We continue to invest in:
a Warehouse management systems (WMS) to enhance picking and packing efficiency.
a Route optimisation software to streamline deliveries and reduce fuel consumption.
a E-commerce platforms to provide a fast, transparent ordering process.
a Analytics/BI tools for improved
At its 180,000 sq ft bonded warehouse in Stockton-on-Tees, DLS, through its new Linxport business entity, is offering fellow wholesalers scalable storage solutions. Prices start at £1.75 per unit for 5,000+ units. The site has CCTV, alarm systems and controlled access. Contact: Pedram@linxport.com.
demand forecasting and stock management.
a Integration of AI solutions into our ERP [enterprise resource planning] for data-driven decision-making in every department.
What are your sustainability targets?
We aim to cut our carbon footprint by 30% over the next five years. Our strategy focuses on reducing carbon emissions by transitioning to low/zero-emission vehicles, using live traffic modules for optimal routing, cutting packaging waste, and implementing warehouse energy-efficient projects. We also support food banks and local charities.
What benefits do you offer your workforce?
We offer competitive salaries with regular performance reviews and have comprehensive employee training and development programmes, including NVQs, apprenticeships and leadership courses. There is a clear growth pathway for every employee – our success depends on the strength of our team.
Our employees also have access to gym discounts and mental health support, and we present employee-of-themonth awards and loyalty bonuses. We also have family-friendly policies, with flexible and remote working options
where possible, enabling a better worklife balance.
How are you managing current market challenges?
As regards cost pressures, we negotiate closely with suppliers to secure competitive pricing, and absorb costs where possible to support customers. To mitigate supply chain disruptions, we have increased stock of key products and diversified our supplier partnerships.
In an attempt to reduce energy costs, we are investing in energy-efficient systems, such as LED lighting and efficient refrigeration, and we are in the process of installing solar panels.
Meanwhile, to address labour shortages, we have enhanced our recruitment, and we provide competitive benefits and robust training to retain a skilled, motivated workforce.
What plans do you have to develop the business?
We are expanding our export division across Europe and the Middle East. We are incorporating more niche and speciality lines, including vegan, organic and gluten-free products, into our range. We are also working with key suppliers to offer exclusive lines and promotional deals.
How do you view the future for the business?
We are optimistic about the road ahead. Despite industry challenges, there is consistent demand for a reliable and customer-focused wholesaler. By continuously investing in technology, infrastructure, quality, sustainability, and team development and training – as well as pursuing industry innovation –we believe DLS will remain a trusted partner to our customers and a key player in the wholesale sector for many years to come.
Wholesalers’ investment in robust – and increasingly tailored – category management guidance is helping retailers to unlock the full sales and profit potential of their stores.
Backed by data, the category management advice offered by wholesalers and buying groups can help retailers to optimise their store space and maximise their sales and profits.
Unitas Wholesale continues to provide tailored category management advice for both wholesale members and independent retailers through its ‘Plan for Profit’ programme.
Category controller Mark Langohr says: “Our approach is data driven, using insights from SmartView Convenience, NielsenIQ, Circana, Lumina, and supplier sales data and trends. We support our wholesale members in expanding their retail store estate and stocking the best possible range, while helping retailers maximise sales through optimised planograms and range.”
All guides can be viewed and downloaded at the Plan for Profit website and app, which are also used to showcase the Local Living own-brand range and NPD from suppliers, along with recommended core range selections.
“Own-brand products and NPD are key considerations in our category management advice. Value remains crucial for consumers, and our Local Living own-brand range ensures retailers can offer quality everyday essentials at competitive prices,” Langohr points out.
He continues: “NPD is a major growth driver for the impulse categories, contributing on average 73% of total value growth across confectionery, soft drinks, and crisps, snacks & nuts (Nielsen).”
Through Plan for Profit, Unitas tracks the biggest NPD for 2025, and its Impulse Core Range Guide (to be
launched at the end of March) will spotlight key new products for 2025, helping retailers to stay ahead.
In addition to the impulse guide, Unitas will publish a Licensed & Tobacco Core Range Guide in July and a Grocery & Non-Food Core Range Guide at the end of October.
What’s more, Unitas has 29 ‘Focus On’ guides planned for 2025, focusing on key product categories and selling occasions. “These guides are designed
for independent retailers to benefit from expert advice, the latest industry insights, best-selling lines, and profitboosting planograms,” Langohr explains.
Unitas continuously reviews its range and adjusts it annually, using unbiased, data-driven insights. “This ensures that our offerings remain aligned with industry changes, enabling independent retailers to optimise their space and maximise sales,” says Langohr.
He adds: “Although all categories are essentially important in retail, wholesalers and retailers should particularly focus on the impulse categories, which account for 52% of an average store’s total volume sales (SmartView Convenience).
“Treat missions now represent 11% of shopper visits in convenience (Lumina), offering significant opportunities throughout the year during key seasons and events. Additionally, staying informed about upcoming HFSS legislation is crucial, as rules will tighten in 2025,” he advises.
John O’Neill, retail operations controller at Parfetts, believes that category excellence demands a holistic approach. “While retailers should leverage their
core strengths – whether alcohol, food to go, or other high-performing segments – true convenience retail success requires a wider view of the store’s overall offering,” he maintains.
“Strategic retailers recognise that missed opportunities often lurk in plain sight, particularly in transient locations where impulse purchasing can be a game-changer. By adopting a storewide perspective and approach, retailers can unlock hidden revenue potential across all product categories.”
Parfetts has data from retailers across the UK that demonstrates the effectiveness of splitting stores into zones for different product categories and shopper missions, ranging from beer caves to dedicated food-to-go areas.
“Consider distinct zones for everything from impulse to fresh and edible, grocery and non-edible products,” advises O’Neill.
“Every store is different, and we believe a shop’s layout should change depending on its customer base. It can change the space allocation for each category, including alterations in chilled and frozen space. It can also change its location and the range of products. Careful planning will optimise the profitability of every store, regardless of size.”
Parfetts offers comprehensive category management advice to its retail customers, covering a range of issues, including store layout, merchandising, product placement and consumer missions. This guidance is offered through various channels, including in-person visits from its retail development team.
The C&C/wholesaler also offers digital resources through its website and app, where retailers can access category advice and useful assets.
“Our commitment to supporting retailers with tailored advice is wellreceived, as evidenced by our growing Go Local symbol group membership,” O’Neill points out.
Parfetts uses the Unitas ‘Plan for Profit’ planograms and also offers its
own category management advice. “By providing pre and post-sales data, we can effectively measure and then share with retailers the impact category management can have on their sales and margin,” he notes.
O’Neill points to the expansion and growing popularity of Parfetts’ ownlabel range, which now embraces more than 200 lines, all of which are in pricemarked packs.
“Amid the ongoing cost-of-living challenges, Parfetts is focused on retailers’ need to offer value across essential product categories and maintain margins.
“PMPs serve as effective marketing tools, conveying promotional offers without additional signage costs,” says O’Neill. “They also help smaller retailers compete with larger stores, offering a point of difference by streamlining the shopping process and facilitating faster purchase decisions. From an inventory management perspective, PMPs are useful for ensuring older stock is sold first.”
The category advice that Bestway gives to retailers is an overview of how the market is performing and an indication of which sub-categories are in growth or decline, which then shapes the range selection and allocated space on planograms. Within this advice, the wholesaler identifies ‘must stock’ SKUs.
“We are continuously looking for
ways to bring the right proposition to our customers and improving how we approach category advice for our retailers,” says group trading director Kenton Burchell.
“For example, this year we are working closer with our business development managers to ensure they are able to give our retailers the best category advice. We are hosting customer forums to help our retailers with category advice and attending trade shows to help us ensure we can continue to offer our retailers the very best and upto-date category advice and insights.”
Bestway has recently launched a series of new category guides for retailers. These are designed to give retailers all of the information they need in one format. This includes trends on category performance, latest statistics, top selling brands, best-selling lines, must-stock lines and fully workedup planograms for different store sizes and bay dimensions.
The guides cover all the key categories including wine, beer, lager, cider, spirits, snacks, soft drinks, pet, hot beverages, household and laundry, paperware and home baking. The advice is available on Bestway’s website and in digital format.
“We update our category management advice every 12 months based on supplier, customer and market feedback to ensure we offer both the retailer and customer a credible range. We have a team of category and range planners who work with market insights to determine the best product ranges by subcategory and by store size – all in the effort to help our retailers maximise their sales, profit and footfall,” explains Burchell.
“We also have a dedicated business development manager team to support retailers and develop their store to drive business performance.”
He adds: “We are confident that our retailers are open to our advice and guidance as we often receive positive feedback from them on how helpful
and beneficial the advice is when we have been out to visit stores.”
In the wake of the cost-of-living crisis, Bestway reports that its own-brand ranges are performing strongly, especially soft drinks, kitchen rolls and toilet rolls. “This is mainly driven by our PMPs and we do give these products more space on the shelves,” says Burchell.
“Our own-label products, as well as alternatives to branded products, are included within our category management advice,” he points out. “For example in our paperware category guide we feature Andrex toilet tissue alongside the best-in range of toilet tissue. In our soft drinks category management we list our new best-in range of own-label cordials and best-in range of isotonic drinks.”
In addition, the Bestway category advice tool on the own-label range supports retailers on the popular staples.
In terms of emerging categories, Bestway highlights health and wellness, premium snacks, and sustainable products as being worthy of increased focus from retailers. “These trends reflect changing consumer preferences, and by enhancing offerings in these areas, retailers can tap into growing markets, increase sales, and boost profitability, ” advises Burchell.
In September, Sugro announced its partnership with Lumina Intelligence to equip its head office team and members with industry insights and market reports on convenience and food-to-go sectors.
The aim of the collaboration is for members to be able to capitalise on emerging trends and enhance their business strategies through better understanding of consumer behaviours and opportunities for growth.
“The category advice we give to both our members and their retail customers is data-led, reflecting any changes in behaviours and pricing that
we are seeing in the marketplace,” says Sophie James, a buyer at Sugro. “We believe that the category advice we give must be relevant to market trends to assist our members and their retail customers to make informed decisions, and our partnership with Lumina will be instrumental in facilitating this.”
James adds: “With having such a diverse group of members, we are continuously working on category management advice. For instance, we work closely with our supplier partners to provide the relevant category advice through our educational Drive Your Sales digital magazine, which goes out monthly, and web portal. These provide category advice across all sectors from confectionery and soft drinks to grocery and pet care.
“The food-to-go area is one of the key strategic pillars for the group, and will accordingly continue to be one of our key focuses this year.
“We also provide planograms and advice on top 20 bestsellers by category, upcoming NPDs, seasonal, core ranges and must-stock lines.”
James concludes: “It is vital for wholesalers and retailers to be stocking the right range that consumers are looking for in their local shops.”
Iain Main, category range planner at JW Filshill, feels that all categories need category management but the more impulsive categories (confectionery,
soft drinks and crisps) need additional focus as customers have limited time –such as before school and at lunchtime – to shop these categories.
“The message needs to be clear and obvious,” he maintains. “Customers need to be able to identify products quickly and easily. Grouping and adjacencies are key to providing a clear and concise picture of what is available to the customer. Overly cluttered fixtures and a scattered range just cause confusion and will distract from a purchase.”
The advice offered by Filshill and its retail development managers can be anything from an overview of a specific category to a complete overhaul – it depends on the retailer and their needs at any specific time. “Some retailers want to know what categories are growing and declining and some are always keen to support new products,” says Main.
“It’s about getting to know the retailer and understanding them and their store. A lot depends on their location and the type of store but generally most retailers are very receptive to any advice. Retailers know each other so if you do something for one and it works well, they tell others.”
According to Main, sometimes it’s more about maximising the space in a store rather than focusing on what is within the plan – although the two are very closely linked. “With our space database we can get a better understanding of how particular space for categories performs and how those sales perform against the space. This allows us to maximise each category potential within the store whilst maintaining a credible offer throughout.
“It’s our job to advise and not dictate to retailers and the best way of showing what works is by using their own sales data to show the difference that has been made using real examples.”
Occasionally, Main is contacted by retailers that have done their own category management and are interested with the sales analysis and how the category is performing against the rest of the estate. In one case, he was asked to recommend two additional wines for a store so he looked at the balance of wine types to ensure a credible balance across the fixture.
Main points out that although Filshill’s planograms are built using cutting-edge planning software they are all tested and built in a real store. “This allows us to tweak positioning, ensure product dimensions are accurate and see whether the fixture is visibly appealing. Sales are always tracked and reported back to ensure the plan is not only credible but delivers sales growth year on year.
“Our goal is to ensure that the store is easy to shop with the fast-moving,
bestselling products in the right place for shoppers to access.
“We also understand that there is no ‘one size fits all’ when it comes to category management, especially when we have such a diverse estate.
About 140 of Filshill’s customers use its EPoS system and that number is growing. “It gives us a sizeable chunk of data which can be broken down as far as by postcode area, and this enables us to pinpoint regional variances within Scotland as well as providing solid retail sales data and patterns across the whole of Scotland.
“This is invaluable when it come to creating planograms across all categories and also enables us to provide an ideal ‘starter’ range for any new stores/retailers who are looking for guidance on what to range,” notes Main.
Planograms for the key impulse categories are updated more frequently than other categories because they tend to attract the most NPD and a larger churn of products. Meanwhile, the nonfood categories tend to be updated every 18 months, but more often if a new range is launched or pack sizes change.
Filshill uses key suppliers for their insight and future proofing of ranges, and its buyers also play a key part, securing special supplier deals and establishing promotional activity around the core range. “This makes it simpler to exit promotions cleanly with minimal impact to regular fixtures and more effective use of staff time,” Main points out.
SPAR members benefit from extensive category management support, helping to ensure they stay ahead in an evolving retail landscape, reports the group’s retail & brand development director Ian Taylor.
“Access to the latest retail developments – from professional merchandising and tailored planograms to store refurbishment, multi-millionpound marketing, and promotional incentives – equips independent retailers with the tools to drive growth and profitability,” he says.
Each of SPAR UK’s regional distribution centres (AF Blakemore, Appleby Westward, CJ Lang & Son, Henderson Group and James Hall & Co) provides tailored category management advice to its retailers, helping them to optimise product ranges, improve commercial performance and drive sales.
The SPAR wholesalers also employ business development managers who provide in-store operational support, sales development, and strategic business guidance to help retailers remain competitive.
“A well-balanced product range is key to convenience retailing,” Taylor maintains.
“SPAR’s 750-strong own-label range is developed to provide quality and value, ensuring customers save money without compromising on product excellence.
“By combining trusted brands with a well-curated own-label range, retailers can cater to different budgets and shopping missions – whether it’s value-conscious customers seeking affordability or those looking for premium options. This balance not only drives sales but also enhances customer loyalty by ensuring there is something for everyone,” Taylor points out.
He adds: “Independent retailers thrive by offering more than just competitive prices. SPAR retailers differentiate themselves through outstanding customer service, strong community ties, and local product offerings.
“With SPAR’s category management expertise and business support, independent retailers have the tools to stay
ahead, grow their businesses, and remain resilient in an increasingly competitive marketplace.”
The Wholesale Group’s retail members are fully supported by a dedicated retail division, which is led by retail controller Kirsty Winkel.
The group’s Accelerate technology programme gives members easy access to product information. This includes images, barcodes, pallet configurations, ingredients and allergens, minimum order quantities (MOQs), supplier information,
pricing and promotions, all located in one place.
Accelerate also enables members to produce core range and promotional materials in minutes, with the potential to create bespoke assets and brochures to drive sales, Winkel points out.
She adds: “One of the most effective ways members are supported with the most up-to-date range advice and NPD is via our retail sample box. This goes out monthly to retail members and raises awareness of 10-15 branded products covering NPD, core range and new pack formats or price-marked packs to drive both brand and product knowledge.”
When it comes to delivering category management advice, The Wholesale Group focuses on clear, simple plans that are easy to follow. These feature NPD and bestsellers to drive engagement and pick up, as well as cross-category link-ups.
JW Filshill keeps up to date with the latest consumer habits and trends in order to help its retail customers maximise sales and profits while offering the products that shoppers want to buy.
Iain Main, category range planner, has noticed that value brands have been declining recently as more and more customers are returning to the brands that they know and trust. “This is more so in food, whereas value lines are continuing to perform strongly across non-food. The exception is petfood – most customers will spend on their pets before themselves,” he says.
Main also points out that increased social media usage, especially amongst the young generation, has had a massive effect on store sales and ranging. However, with this, there is a need to be quick in spotting key trends and sourcing and selling the products so that a store is not left with a surplus of ‘yesterday’s news’.
He adds: “The TikTok phenomenon is here to stay and needs to be embraced in stores to maximise returns. Here at Filshill we have our own TikTok channel and work closely with ‘the TikTok guy’ who promotes
NPD in our stores. He has been also used recently to highlight our new protein planogram, introduced in line with the re-emergence and focus on protein drinks and bars, especially at this time of year with everybody’s good intentions.”
TikTok has given an additional platform to inform retailers about NPD, and new category awareness and sales data
have backed up the positive impact that TikTok has had on stores, says Main.
Categories like sports and energy drinks have continued to grow exponentially within convenience – their share is currently around 46% of total impulse soft drinks sales. “Retailers now have a greater understanding of the space needed for these products and have seen first-hand the sales growth when this has been managed properly,” Main points out.
Another category that has been influenced by social media is ambient ready meals. “Gone are the days when everybody ate Pot Noodles,” he says. “Now customers are wanting the latest noodles, and generally the spicier the better. The category is much stronger in Scotland than in England and around 30-35% of total grocery savoury sales are coming from the ambient ready meal group.”
According to Main, space plays a key part in maximising sales of these products as many lines have a low unit price but a high turnover of stock, causing quick out of stocks if not enough space is given on shelf and replenishment isn’t efficient enough.
From 1 June 2025, it will be illegal for businesses to sell disposable vapes. Cash & carries and delivered wholesalers should be fully aware of the restrictions so that they can provide guidance to their customers and advise them on which products to stock.
To support the wholesale market as it prepares for the disposable vape ban, Imperial Brands has launched its new blu bar kit – a rechargeable vaping device that uses replaceable pods to deliver up to 1,000 puffs of flavour per pod.
Andrew Malm, UK market manager, says: “The device mirrors the flavour delivery and convenience of a disposable vape – an important attraction to maintain vaping sale levels as the ban comes into place.”
The blu bar kit, which includes the rechargeable device and one pod in either new Cherry or Pineapple flavour, is available with an rsp of £5.99. The blu bar pod packs, which consist of two pods per pack in Cherry, Pineapple, Blueberry Sour Razz, or Watermelon Ice, also carry an rsp of £5.99. Imperial is planning to introduce more pod flavours this year.
“We anticipate that the blu bar kit will be a highly popular product for vapers switching from disposable products, due to its impressive puff count, intense flavour offering, and the ability to recharge the device time and time again,” says Malm.
Ahead of the ban, it’s likely that disposable vapes will continue to remain popular, he adds. As a result, Imperial will still supply disposable vaping products such as the blu bar 1000, which is available in a variety of flavours including Blueberry Ice, Strawberry Ice, Watermelon Ice, Banana Ice, Mint, Grape, Tropical Mix and Blueberry Cherry.
To boost vape sales, Imperial recommends that wholesalers promote vaping products and offers on their website or in and around their premises.
“Wholesalers can also use PoS to increase visibility as it will engage wholesale customers in discussion about key consumer trends, new product developments, and additional opportunities to maximise sales,” says Malm.
From 1 June 2025, if you possess any leftover single-use vaping products, you will need to:
a separate them from other goods.
a label them as unsellable.
a remove them from your shopfloor or online store until they have been collected by a registered vape recycling service.
Source: www.gov.uk/guidance/single-use-vapes-ban
“We always recommend having a strong visual display of next-gen products, with clear information on pricing to enable retail customers to browse at their leisure without the need to handle and inspect products. To help with this, we supply a range of different display options that can be tailored to the needs of individual wholesalers, including everything from counter display units to fully installed gantry furniture.”
Malm continues: “As the category is continually evolving, wholesalers must ensure they work closely with retailers to stay on top of current trends, be aware of legislative changes and help them revise their range accordingly to offer products – such as particular vape flavours or devices – which are popular with retailers’ customers.”
a As of 1 February 2025, Imperial Tobacco UK changed its corporate identity to Imperial Brands UK. This is designed to reflect the company’s purpose and vision as part of a wider global consumer business that supplies both tobacco and next-generation products to adult consumers. CCM
Disposable vapes currently account for 36% of the electronic vapour product (EVP) market, which is a marked drop of 11.5% from the previous year but still a substantial portion of the sector, according to Imperial Brands.
Meanwhile, traditional and new pod devices account for 12% of EVP market share. “However, as a result of the disposable vape ban, it is expected that there will be an upsurge in demand for pod-based devices as consumers look for compliant products that deliver the same convenience and flavour experience as disposables,” says Andrew Malm, UK market manager.
“To cater to this demand, retailers should add podbased systems, especially those that offer the same flavour range and experience of disposables, to their in-store range.”
SMA® has a long heritage of nutritional expertise and has been pioneering Infant Nutrition since 1919
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Now includes Navilens technology
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IMPORTANT NOTICE: Breast milk is best for babies and breastfeeding should continue for as long as possible. SMA® Follow-on Milk is for babies over 6 months, as part of a varied weaning diet. Not intended to replace breastfeeding. SMA® Toddler Milk is suitable for young children from 1-3 years, as part of a varied and balanced diet and it is not a breast milk substitute.
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1. Kantar 52w/e 12th August 2024 total baby milk
Ramadan is observed by 3.9M people in the UK*
STOCK UP IN TIME FOR EID AL-FITR
Sharing PMPs (£1+): 55%5
for independent retailers and account for
- Worth over half of all snack sales - Golden Wonder’s £1 PMP snacks are growing faster than the market: +13.3% vs +2.8%6
Impulse PMPs (<£1): 24%5
- Significant footfall driver
- Over 20 million Golden Wonder impulse packs sold pa7
• Marmite Crisps
£1.25 - 2 million packs sold in less than a year
• NEW Cheese & Marmite Puffs
£1.25 - available from April
•
TAS Beef £1 - available
Place popular SKUs just below eye level, at ‘buy level’, to take advantage of incremental sales.
NPD
Champion new products in store in order to raise sales and capitalise on early consumer demand.
alongside core till point merchandising can boost impulse sales with all shoppers.
Increase awareness of new campaigns and new products by making use of point of sale in store. Consumers will be intrigued by what catches their eye. For more information visit www.extra.co.uk and www.availabilityintoaction.co.uk
The hot beverages market is worth £2.2bn, with both unit volumes (+1.2%) and value sales (+3.2%) in growth year on year¹ and 95.5% of UK households buying into the category ³.
It is important for wholesalers and convenience stores to ensure market demand is met for the ‘top-up-shop’ and ‘needs for today’ mission, with circa £96m sales of coffee going through
Merchandising flow in Depot
convenience stores², with soluble instant and mixes being the most important segments to drive.
To drive sales, shopper-led merchandising principles should be followed in both depot and stores, enabling customers to navigate the fixture quickly and efficiently to find products.
Segmenting space is key to creating an easy shop for customers, so, across all shelves, it is important to merchandise products left-to-right in a Good > Better > Best flow, with products that have a higher pence per cup placed to the far right.
Hot Chocolate, Malted Drinks & Other Hot Beverages should sit at the top of the fixture and should take up circa 10% of available merchandising space.
Coffee should sit at eyeline because it is the biggest hot beverages category and should take up circa 60% of available merchandising space.
• Pods: Merchandise by machine type, then brand and group black cup, white cup & flavours together.
• Roast & Ground: Merchandise by Ground > Beans > Bags
• Mixes: Group core and flavoured variants together
• Instant Coffee: Merchandise by Regular > Premium > Super Premium
Tea should sit at the bottom of the shelf as it is the lowest pence per cup Hot Beverage category and requires circa 30% of available merchandising space.
Across all shelves, merchandise products left-to-right, in a Good > Better > Best flow
2024 was a great year for Soft Drinks with the total category growing value and volume. Value grew by +8.8%, and while the Symbols and Independents channel also grew, it was by less than half the rate at 2.8%.
Research shows that 80% of the population are not drinking enough water and 73% of people agree that being optimally hydrated is important for mental performance.2 With water being one of the healthiest ways to hydrate, it is important to make sure that it is visible and accessible to shoppers. Water drinkers will buy from the chiller, but don’t forget that 45% of people choose to drink ambient water in Convenience,3 so fl oor stacks and till displays are a great way to drive sales.
During the 17 weeks of summer 2024, soft drinks in convenience saw a +15% increase vs. the prior 17 weeks (February-May) period, which makes a great opportunity for independents to maximise sales this summer. Warm weather will lead to more impulsive purchases in this channel with water seeing the greatest uplift (+32%) in summer last year, ahead of carbonates and energy drinks.4 Last year, Carbonates grew by 10%, Energy by 16% and Water leading the category with +27%.5
The hotter it gets the higher the sales increase, but when it’s really warm the biggest risk is going out of stock and losing sales.
In summer 2024, Nestlé Pure Life was the fastest growing of the top 10 water brands in Convenience excluding Major Multiples, with Value Sales growth of +67%.6
When it’s warm make sure that water is visible and accessible in-store in several positions to ensure consumers have easy access to healthy hydration. Having plentiful water in the chiller, on shelf and at the till will keep you in stock and allow shoppers the choice to buy chilled or ambient water as they prefer.
Water, accounts for 30% of category sales in the Total Market, but only 16% in the Symbols and Independents channel; matching the category share would deliver more than £1bn of sales growth.1
The number one SKU in Soft Drinks is Nestlé Pure Life 500ml x 12,7 chosen by more than 2 million buyers.8 Nestlé Pure Life offers a great value way to help keep consumers hydrated.
Customers also appreciate that all our bottles are made with at least 30% recycled PET plastic (excluding caps and labels) and are recyclable at kerbside.
Get ready for summer now and make sure you don’t go out of stock with Nestlé Pure Life!
Wanis International Foods
Golden House
Orient Way
London E10 7FE
Commercial Director: George Phillips
Channel Controller: Kaivan Parikh
Marketing Manager: Sinan Jefferies
sales@wanis.com 0208 988 8450
KEY BRANDS
Indomie•Tropical Sun
Aani•Maggi•Bevelini
Africa’s Finest•Encona• Tilda•Tropical Vibes
Must-Stock in 2025:
The UK’s World Foods market is estimated to be worth almost £3billion a year* with consistent double-digit growth over the past decade. If you’re not already stocking a range of World Food ingredients, snacks and drinks, then you’re missing out on an untapped revenue stream!
By its nature, World Foods is a huge category; from ubiquitous commodities such as coconut milk and rice to Caribbean hero products like jerk seasoning and West African staples like fufu flour. Check out our guide to the fastest growing categories in World Foods for 2025 so that you can level up your range.
Tropical Sun
Coconut Water
Tropical Vibes Mucho Mango
Africa’s Finest Plantain Fufu
We Brits love a good cuppa, however, whilst sales of traditional black or ‘builder’s’ tea have seen a steady decline, sales of botanical and herbal teas are up. World teas are faring even better. Mintel figures show chai latte saw 94% growth in 2023, while Kantar tracks Drink me Chai as the fastest-growing tea brand in the UK. Sales of Tropical Sun’s Teas of the World range have seen a whopping 39%** increase thanks to bold new packaging and a clever investment in radio and bus advertising.
Bevelini Pepper Mix
Aani Faluda Rose
Drinks with perceived health benefits such as juices and smoothies have muscled in on a 50% market share, with brands in that category seeing a 37%** increase in sales at Wanis last year. The star performer: Tropical Sun Coconut Water, whose sales climbed 39%** thanks to a brand refresh and the launch of a 500ml PET bottle aimed at busy consumers ‘on the move’. Tropical Vibes also had a stellar year thanks to the hugely successful extension of their 1ltr tetra range.
Sales of all powdered milk brands distributed by Wanis were up by 36%.** As a more economical option to fresh liquid milk, cash-strapped consumers are embracing this super convenient option for hot drinks, cooking and baking. Milk powder is seeing fantastic sales, and with great profit margins and a long shelf life, it’s a no brainer! Wanis stock both key players: Nestle’s Nido and Tropical Sun which saw 40%** growth last year, with price marked packs driving volume and giving independent retailers a competitive edge against the supermarkets.
It’s time to offer customers more choice than cheese and onion and ready salted crisps. Snacks are a core category that offer opportunities for impulse buys. Wanis saw jaw dropping growth of 51%** in this category last year thanks to the likes of cassava chips, plantain chips and flavoured nuts.
The UK rice market is expected to grow steadily in the coming years, driven by factors such as health-conscious consumption and time poor consumers opting for quick and cheap one pot meals. The popularity of rice-based cuisines and its status as a staple for more than half the world’s population and therefore many of the UK’s migrant communities is also driving increased volume. Sales of rice at Wanis were up by 19%** in the last year. In a category dominated for decades by Basmati, we are seeing phenomenal growth of golden sella basmati thanks to Tik Tokers praising it and driving demand.
*Mintel UK World Cuisines Market Report 2024 / **Wanis Sales Data from 52 w/e 30.09.24 / ***Nielsen
