MSC Industrial Direct (MSM) investor relations material

Business and financial profile

• Supports 2.5M+ SKUs with ~$4B in sales; metalworking accounts for 45% of sales and is backed by 150 recognized specialists.

• North American market opportunity is ~$200B; top 50 distributors hold 30%. Sales are 95% U.S.-based, with light and heavy manufacturing representing 70% of end-market exposure.

• Net debt/EBITDA is ~1x; free cash flow conversion exceeded 100% in each of the past three years, alongside annual ordinary dividend increases.

• FY2026 adjusted EPS grew 25% and adjusted operating margin expanded 110 bps; the long-term goal is to restore mid-teens operating margins.

Sales transformation

• Territory coverage was redesigned using AI and geographic data; overlapping legacy sales structures were removed, and field coverage shifted to one seller and one service person per account model.

• More than 90 sellers left soon after changes took effect; field sales had 100 fewer sellers while sales per rep per day improved in the mid-to-high teens range.

• Time to hire improved by 20 days; cohort onboarding and structured sales management cut new-seller payback from over a year to under six months at times.

• Core customers grew double digits in Q4, the first such growth in over three years; strategically covered customers grew mid-to-high teens.

• Customer touches doubled YoY; management expects continued improvement, supported by a roadmap for seller technology and account-level planning.

Digital and cost productivity

• Website and e-commerce growth reached double digits; small, previously uncovered customers grew double digits for three consecutive quarters.

• Next digital priority is self-service access to invoices, packing slips, and other customer tools, reducing the need for service calls.

• Peer benchmarking identified a 1,000-person back-office productivity opportunity at $4B sales; initiatives span major process redesign and employee-led automation.

• An AI-first technology strategy will layer tools over stable legacy systems rather than replace them with an ERP; investments are planned to be pay-as-you-go at a stable run rate.

• Productivity gains will be uneven, with timing dependent on technology complexity and customer adoption; the mid-teens operating margin goal remains the destination.