Issuu

SPOTLIGHT ON GUY SWINDELL OF PARFETTS

THE BUSINESS MAGAZINE FOR CASH & CARRY/DELIVERED WHOLESALERS

Best in oodservice: winners o CCM Che s’ Own Brand Awards

Chairman Mark Aylwin reviews first year o The Wholesale Group

CATEGORY INSIGHT

4Price Marked Packs

4In ormation Technology

JANUARY 2026

Sales just got sweeter price marked packs that drive demand

Now even

LOWER!

*Source: Circana 52 w/e 30th November 2024 ® Reg. Trademark of Société des Produits Nestlé S.A.

Contents

January 2026

This month don’t miss... 07 16

Waterside Food Services moves all operations to a new depot.

CJ Lang renews value campaign in SPAR stores across Scotland.

Matcha continues to be trendy out of home, according to Booker.

ESSENTIALS 06

Industry News

FEATURES 12

Interview The Wholesale Group’s chairman Mark Aylwin explains how the organisation is aiming to build on the foundations from its first year and grow in a disciplined way.

Spotlight Guy Swindell, joint director of Parfetts.

managing

CCM Chefs’ Own-Brand Awards The top foodservice own-brand products from wholesalers and buying groups are named by our expert judges.

CATEGORY INSIGHT 30

Price-Marked Packs Update Price-marked packs continue to appeal to shoppers in the convenience channel, and in response suppliers are investing in their PMP ranges.

Information Technology Leading tech suppliers outline some of the solutions that can enhance wholesalers’ business operations and customer service.

For Guy Swindell, life outside Parfetts revolves around his two girls, with after-school clubs, dance classes, holidays and toy-shop visits!

EDITORIAL Managing Editor Kirsti Sharratt Contributor Siobhan Kielty ADVERTISING AND MARKETING Publishing Director Martin Lovell Media Sales Manager Clare Phillips For media rates and feature lists, visit cashandcarrymanagement.co.uk ISSN 1352-254X

Address Winlove Publications Ltd PO Box 366, East Grinstead, RH19 4ZE Tel (01342) 712100 Email mail.winlove@btconnect.com Website cashandcarrymanagement.co.uk LinkedIn linkedin.com/in/martinlovell-98419436/ linkedin.com/company/cash-andcarry-management-incorporatingdelivered-wholesaler X x.com/CandCManagement

www.cashandcarrymanagement.co.uk

January 2026

holesalers do not choose technology

lightly. When a platform sits at the centre of ordering, pricing, inventory, and customer relationships, it becomes part of the business itself. Changing it is disruptive, expensive, and risky.

That is why the most important decision wholesalers make about technology is not about features. _ʯΈǷʣΈĭƓɣʿʯΈƔɣɅ̻ΈƛƢɅƔƢΒΈ ɣɅ̻ΈƛƢɅƔƢΈ that the platform understands how wholesale actually works, that it will not force unnecessary change, and that the people behind it will still be ʯǨƢʋƢΈǷɅΈ̻Έ̄ƢΈɣʋΈʯƢɅΈ̋ƢĭʋʣχΈʯǷȿƢΒ Foodservice Online exists for that reason. Ordertools is the platform it builds and supports. Foodservice Online is UK-based, ʆʋǷ̄ĭʯƢȦ̋Έɣ̅ɅƢƛΓΈʆʋɣ̻ΈʯĭƓȦƢΓΈĭɅƛΈ deliberately small. There are no external investors pushing growth at the expense of stability. Customers deal directly with the people who design, build, and support the platform. Decisions are made with long-term consequences in mind, not quarterly targets. That grounding matters, because wholesale commerce is only becoming more demanding.

Designed for wholesale Ordertools was not created as a generic ecommerce product

adapted for wholesale. It was ƛƢʣǷǓɅƢƛΈʣʆƢƔǷ̻ΈƔĭȦȦ̋ΈĭʋɣʿɅƛΈǨɣ̅Έ ̅ǨɣȦƢʣĭȦƢʋʣΈʣƢȦȦΓΈǑʿȦ̻ΈȦΓΈĭɅƛΈʣƢʋ̄ƢΈ customers. Large wholesalers operate with inherent complexity: multiple trading entities, varied customer agreements, layered account structures, operational constraints, as well as tight ordering and delivery windows. None of this is optional. It is the business. Ordertools treats ordering as a core system in its own right. Every channel connects to the same platform, governed by a single operational model. The result is consistency across web, ȿɣƓǷȦƢΓΈʯƢȦƢʣĭȦƢʣΓΈĭɅƛΈƓĭƔȡΨɣ̹ Έ Έ ƔƢΈ ̅ɣʋȡ̼Έɣ̅ʣΓΈ̅ǷʯǨɣʿʯΈǑɣʋƔǷɅǓΈʯƢĭȿʣΈʯɣΈ change how they already work. This approach allows wholesalers to modernise progressively. New interfaces can be introduced, new channels added, and customer experience improved without destabilising the operational core.

Proven in live environments Today, Ordertools runs at the centre of some of the most complex wholesale operations in the UK. Customers use it as their primary route to market across brands, sectors, and customer types. Platform migrations are delivered quickly and with minimal

disruption. Integrations blend long-established data feeds with modern APIs to cover customers, products, availability, ƛɣƔʿȿƢɅʯĭʯǷɣɅΓΈĭɅƛΈ̻ΈɅĭɅƔǷĭȦΈ data. Where legacy systems impose constraints, solutions are designed collaboratively rather than idealistically. The outcomes are consistent. Online ordering becomes the dominant channel. Average order values increase. Errors reduce. Internal teams spend less time correcting and re-entering orders and more time supporting customers. As volumes grow, ƓʿʣǷɅƢʣʣƢʣΈ̻ΈɅƛΈǷʯΈƢĭʣǷƢʋΈʯɣΈɣʆƢʋĭʯƢΈ at scale while strengthening customer loyalty.

Modernising alongside the ERP A key principle behind Ordertools is respect for the ERP. Ordertools sits alongside the ERP, not in competition with it. It takes responsibility for the customer interaction layer and the ordering ̅ɣʋȡ̼Έɣ̅ΓΈ̅ǨǷȦƢΈĭȦȦɣ̅ǷɅǓΈʯǨƢΈ,ÆÂΈʯɣΈ continue doing what it does best. This separation reduces risk and avoids the need for large-scale operational change.

Every order in the same system Wholesale ordering has always happened through multiple ƔǨĭɅɅƢȦʣΒΈâǨƢΈƛǷ̸ΈƢʋƢɅƔƢΈɅɣ̅ΈǷʣΈʯǨĭʯΈ

A long-term partner

“Ordertools runs at the centre of some of the most complex wholesale operations in the UK, acting as their primary ordering channel.” those channels no longer need to be managed separately. Ordertools brings web, mobile, ʯƢȦƢʣĭȦƢʣΓΈĭɅƛΈƓĭƔȡΨɣ̹ Έ Έ ƔƢΈɣʋƛƢʋʣΈ into the same system. Intelligent Order Processing (IOP), Ordertools’ AI order processing solution, extends this further by converting voicemail, email, and telephone orders directly into structured orders within the platform. In live environments, voicemails and email orders are processed automatically, with human involvement focused on ƔɣɅ̻ΈʋȿĭʯǷɣɅΈʋĭʯǨƢʋΈʯǨĭɅΈʋƢΨȡƢ̋ǷɅǓΒΈ Non-digital channels become visible, measurable, and controlled. This creates a single, reliable view of demand and customer behaviour, regardless of how the order was placed.

Built for the next phase The next phase of digital commerce ̅ǷȦȦΈɅɣʯΈƓƢΈƛƢ̻ΈɅƢƛΈƓ̋ΈƓƢʯʯƢʋΈ ̅ƢƓʣǷʯƢʣΈĭȦɣɅƢΒΈ_ʯΈ̅ǷȦȦΈƓƢΈƛƢ̻ΈɅƢƛΈƓ̋Έ Ǩɣ̅ΈƢ̸ΈƢƔʯǷ̄ƢȦ̋Έ̅ǨɣȦƢʣĭȦƢΈʣ̋ʣʯƢȿʣΈ can support new ways of interacting with data and placing orders.

purchase history, substitutions, ingredients, allergens, promotions, and contract terms - and it must be able to act on that information safely. Ordertools is being deliberately positioned as that backend. ƢƔĭʿʣƢΈĭȦȦΈɣʋƛƢʋʣΈƔĭɅΈ̼Έɣ̅ΈʯǨʋɣʿǓǨΈ Ordertools, and because pricing, inventory logic, and customer rules are centralised, the platform becomes a natural retrieval and transaction layer for future AI-driven tools. Well-documented APIs expose the data and logic external systems need, without breaking commercial rules or operational safeguards. This is not a speculative bet. The same foundations that support enterprise-scale trading today are what make Ordertools suitable for the next generation of interfaces tomorrow.

Foodservice Online continues to invest heavily in research and development because that is not something wholesalers can realistically do alone. AI has reinforced the importance of that investment, not as a shortcut, but as an accelerator for platforms with the right foundations already in place. For wholesalers, the outcome is ƔɣɅ̻ΈƛƢɅƔƢΒΈ ɣɅ̻ΈƛƢɅƔƢΈǷɅΈĭΈʆĭʋʯɅƢʋΈ that delivers today, understands wholesale deeply, and is building deliberately for the future. Not through noise or disruption, but through calm execution, architectural discipline, and longterm commitment.

Richard Fletcher Managing Director, Foodservice Online Richard Fletcher is the Managing Director of Foodservice Online, the UKbased business behind the Ordertools platform. He has almost two decades of experience building and operating large-scale digital ordering systems across retail and wholesale sectors.

Business buyers will not always log into a wholesaler’s website. It is realistic to expect buyers to ask AI assistants, such as ChatGPT, to prepare orders, review purchasing history, check availability, and place orders directly with suppliers. For that to work, the AI does not need a website. It needs a backend it can trust. It needs access to ƔʿʣʯɣȿƢʋΨʣʆƢƔǷ̻ΈƔΈʆʋǷƔǷɅǓΓΈʆʋɣƛʿƔʯΈ restrictions, delivery schedules, inventory by location, credit limits,

Intelligent Order Processing (IOP), Ordertools’ AI order processing solution, converts voicemail, email, and telephone orders directly into structured orders.

[ INDUSTRY NEWS ]

Culinary director Bidfood has promoted its long-standing food innovation manager Martin Eshelby to culinary director. For more than 10 years, Eshelby (below) has been a driving force behind the firm’s menu innovation, chefto-chef support and sectorspecific culinary solutions. His creative ideas, expertise and industry insight have helped shape Bidfood’s approach to food innovation – from recipe development and judging of awards to customer development days.

Second round Brakes has launched the second round of its ‘Get Set Supply!’ programme, which is designed to help small businesses break into the wholesale market. Following the successful completion of the first round of presentations, Brakes will shortly reveal the companies chosen from the initial wave. Applications for the next round are now open. After an online application process, approximately 12 shortlisted companies will be invited to attend a quarterly innovation session, where they will showcase their products to key procurement contacts and customers. Successful suppliers will then have their products listed and receive support to grow within Brakes, including sales presentations, sampling opportunities and promotional activities. Other aspects of the support package include mentoring from experienced

Brakes colleagues and established suppliers, as well as guidance on driving sales through the wholesaler. Brakes has also committed to training its merchandising team to provide dedicated support to food producers in the programme. Paul Nieduszynski, CEO of Sysco GB, said: “Get Set Supply! is all about creating opportunities for smaller suppliers and helping them thrive in the wholesale market. By providing mentoring, exposure and practical support, we’re creating opportunities for innovation and diversity in our supply chain – which ultimately benefits our customers and the industry as a whole.”

Commercial director Hull-based Turner Price has promoted digital & marketing director Tom English to commercial director. This follows the departure of Craig Andrews, who recently retired after 21 years of service. English (below) joined the wholesaler in the sales & marketing department in 2014 and was promoted to the board in 2025. In his new role, he will lead the company’s buying and commercial strategy, while continuing to oversee marketing and digital operations.

Co-op Wholesale boosts own-brand range Co-op Wholesale is expanding its wholesale own-brand range across key growth and mission-led categories. To provide independents with a solution in the ‘dinner for tonight’ mission, the Co-op’s own-brand range ‘Served’ is being introduced into the wholesale channel. The ‘dinner for tonight’ mission is up 6% year on year and worth over £18 billion (WorldPanel). Co-op Wholesale’s foodto-go range has also been upgraded. The food-to-go category is predicted to reach £24 billion in 2025, with growth of 3.3% (Lumina). The key additions include 06

January 2026

value-add lines, limitededition flavours, and the top performing sandwich format – triple sandwiches. A refreshed Premium tier also brings market-led flavours. Martin Swadling, customer director at Co-op Wholesale, said: “Shoppers want inspiration, speed and quality without compromise, and independents are

www.cashandcarrymanagement.co.uk

uniquely placed to deliver that. The opportunity is to think beyond single products and build shopper loyalty by solving the daily dinner dilemma and food on the go, with ease and excitement.” The wholesaler has also extended its Co-op ownbrand range by 100 SKUs, spanning bakery favourites, a wider selection of meats, core canned goods and other everyday essentials. Own-brand sales are worth £468 million in the convenience market, up 1.8% year on year (WorldPanel). In other news, Co-op Wholesale has appointed Robbie Moore (right) as

trading director. He joins the company after three years at Bestway Retail, latterly as director of trading – convenience. He has also previously worked at CJ Lang/SPAR Scotland, Morrisons, and Costcutter, which was acquired by Bestway in 2021.

[ INDUSTRY NEWS ]

Woods acquires John Mower Woods Foodservice has acquired John Mower & Co for an undisclosed sum. The move will create one of the UK’s largest, premium restaurant wholesalers, with more than 3,000 customers who share upwards of 90 Michelin stars. The business boasts a client list including The Fat Duck, Gymkhana and The Ledbury, and the acquisition will see it take on even more culinary icons such as Harrods and Ramsay. Based in Uxbridge, Woods is a family-owned business that has been supplying hospitality providers and restaurateurs since 1982. Darren Labbett is its managing director. Initially established as Woods Caterfoods by Labbett’s grandfather, the business was rebranded by Labbett when he took over as MD in 2000 – eight years after he first joined the firm. Labbett’s children – Holly, Rosie and Lewis – now also work in the business, which has 115 employees. Forecasting to achieve

over £40 million in revenue this financial year, Woods Foodservice has driven yearon-year growth of 5% versus 2024. Developments included adding fresh produce, tableware and meat to its offer. The takeover will see its revenue grow to over £50 million. Over the last 24 months it has invested heavily in technology, creating a bespoke platform that enables chefs to order via an app. Woods is also making continuous enhancements through AI, electrifying its delivery fleet and creating one of the UK’s most

advanced food preservation hubs with climate-sensitive rooms for fruit, mushrooms and even chocolate. Labbett said: “Perfectly conditioned food for top chefs is all about how you deliver it. We can supply the freshest artichoke to a London restaurant within an hour – maybe even faster with this acquisition.” John Mower & Co is based in Hoddesdon, Hertfordshire, and supplies restaurants, hotels, bars, delis and other operators with dry goods, such as flour, sugar, salt, pasta, cooking

chocolate and vinegars. It has been trading since 1947. The company was purchased from John Mower in 1974 by the existing management. It has 40 employees and the current managing director is John Tweed. The acquisition will see Woods take on the Hoddesdon distribution centre, increasing its capacity and speed of delivery. Labbett said: “John Mower is an industry icon; its core values align strongly with Woods Foodservice. We both put our customers above all else. That principle has fuelled our success. We’re a careful business; this acquisition is a thoughtful step to deliver measured growth, whilst remaining profitable and continuing to deliver excellence. “The opportunity for growth over the next five years is huge and this deal will put Woods Foodservice and John Mower at the heart of fine dining across London and other major cities.”

Waterside consolidates operations at new depot Waterside Food Services, an independent, family-run foodservice wholesaler in the Midlands, has relocated all of its operations to a 32,000 sq ft depot at Unit 4, Premier Park, Lichfield Road, Branston, Staffordshire. The relocation consolidates operations that were previously spread across three separate warehouses in Rugeley. The new depot not only streamlines internal processes but also increases storage capacity, improves logistics and creates a more cohesive working environment for

staff. These enhancements are designed to support continued growth and uphold the high standards of service that Waterside’s customers receive. Since it was founded in 2015, Waterside has grown from a single-van operation into a thriving wholesaler

with a diversified product range spanning frozen, chilled, ambient, beverages, disposables, equipment and cleaning categories, supported by a fleet of multitemp vehicles. It supplies customers across the foodservice channel, including hospitality, education, care homes and sports venues. Chris Morgan, managing director of Waterside Food Services, said: “Bringing all of our operations together under one roof represents a huge milestone for Waterside. This move allows us to operate more efficiently, better

manage stock, and offer an even higher level of service to our customers. Our team is excited for what the future holds as we settle into this fantastic new facility.” The relocation also positions Waterside Food Services for further expansion and puts the company in a premium location on the A38 with excellent road links, enhancing distribution capabilities throughout the Midlands and beyond. To celebrate the move, Waterside Food Services is holding an open day on 28 January.

www.cashandcarrymanagement.co.uk

January 2026

NEW

Growing Greener

Water is a £1.8bn category* Functional water growing at 43%* 25% of functional water shoppers choose electrolytes*

Specialist fresh produce supplier Bidfresh has released its latest ‘Growing Greener’ sustainability report. ‘Growing Greener’ showcases progress across Bidfresh’s three specialist brands – Direct Seafoods (fish and seafood), Campbell Brothers (meat and poultry) and R Noone & Son (fresh produce).

It also highlights its new vision, ‘Caring for people, committed to responsible sourcing and delivering the best in foodservice’. Bidfresh is also developing its own Environmental, Social, Governance (ESG) strategy and has taken a step with the introduction of its first ‘Plan on a Page’, providing a clear and structured foundation to embed its ESG priorities across the business. Key highlights include: The introduction of an ‘Inclusion at Work’ and ‘Workplace Behaviour’ standard Retaining the ASC and MSC Chain of Custody certification for all the seafood trading sites Achieving a Bronze medal by the EcoVadis sustainability assessment platform.

• • •

*IRI 52w/e Jun 2025, & Circana Total Category & S&I

Potato additions

STOCK NEXT TO FLAVOURED WATER

Building on the successful launch of its Chef’s Choice Chipping & Roasting Potato, Fresh Direct – part of Sysco – has introduced Chef’s Choice Salad Potatoes and Chef’s Choice Baking Potatoes. Selected from premium British varieties, the Salad Potatoes have smooth, waxy skin while the Baking Potatoes are generously sized with a fluffy interior. This range has been developed in collaboration with producer Linwood Crops to deliver taste, consistency and quality. After harvest, Linwood ensures strict store conditioning management, and each batch undergoes checks for starch and sugar levels and dry matter content. A sample

from every load is cooked to guarantee perfect performance for baking, chipping and roasting. “Potatoes are an integral part of the menu,” said Ian Nottage, head of food development at Fresh Direct. “Our Chef’s Choice range has been rigorously tested by chefs, for chefs – and the results have been phenomenal. These potatoes will make a real difference in kitchens across the UK.”

Half-year 20% rise

Harlech Foodservice has achieved a 20% rise in sales to £30 million in six months. The Criccieth-based family firm, which also has sites in Chester, Carmarthen, Telford and Aberbargoed, says its rapid expansion over the past five years has transformed the business into a major UK player. Harlech has increased sales after opening new depots in South Wales and Shropshire. Since April 2025, it has seen business in South Wales and the West Midlands rise by 68%, with 117 new customers added.

In the North West, across Merseyside, Cheshire, Greater Manchester and Lancashire, 390 new accounts have been opened, with sales up 46%. In its North Wales heartland, where it has been trading since 1972, it has added 125 new customers since the beginning of April and increased sales by 8%. Managing director Mark Lawton (pictured), who joined the firm in 2016, said: “Our latest half-yearly results show a clear upwards trajectory in Harlech’s fortunes. “We needed to expand to become a truly year-round business instead of relying on the highly seasonal tourism and hospitality industry. “We have successfully moved into the public sector, into education and healthcare in particular. At the same time we haven’t forgotten our roots, and hospitality and tourism are still a vital part of the mix.”

NEW Perfect for Healthy Jan when your shoppers are looking for “better for me” options Available in 3 ﬂavours CHERRY CITRUS STRAWBERRY & PEACH

Partnership continues World of Sweets has announced that its partnership between Bonds of London confectionery and Vicki McClure’s Our Dementia Choir will continue for another year. First launched as part of Bonds’ 130th birthday celebrations, the collaboration brought together nostalgia, positivity and purpose. Last year the arrangement raised £32,000 for the cause through the donation of 10% of the profits from sales of four classic share bags – Lemon Sherbets,

Rhubarb & Custard, Butter Mintoes and Pear Drops – and two soft eat variants, Watermelon Slices and Soft Sherbety Lemons. Kathryn Hague, head of marketing at World of Sweets, said: “The response from our customers has been incredible, and it feels only right to continue the Bonds birthday celebrations and the partnership for another year.” The promotional bags are available from Hancocks, Bobbys, and the World of Sweets national account team and reps.

STOCK NEXT TO FLAVOURED WATER

[ INDUSTRY NEWS ]

Lynas Foodservice acquires JB Foods Lynas Foodservice has acquired Edinburgh-based foodservice wholesaler JB Foods, strengthening its position in Scotland. A third-generation wholesaler, Lynas Foodservice already employs more than 600 staff and supplies over 5,000 customers in Northern Ireland, the Republic of Ireland and Scotland. It has a distribution hub in Bellshill, Glasgow. JB Foods is a family-run wholesale business with more than 60 years’ experience, and delivers speciality ingredients, grocery essentials, dairy, frozen and nonfood products to restaurants and professional kitchens. Andrew Lynas (pictured), managing director of Lynas Foodservice, said: “Lynas and JB Foods share not only a heritage as long-standing family-run businesses, but

Value deals CJ Lang & Son has launched a renewed value campaign in SPAR stores across Scotland, including independent and company-owned stores. The campaign spotlights SPAR Scotland’s core value lines, which will remain in place for as long as possible throughout the year. These include SPAR own-label white sliced bread and toastie loaf at £1 each, Connolly’s bacon at £1, McGhee’s six-pack tattie scone at £1, Graham’s Light ’n’ Low milk at £1.27, and SPAR brand square sausage, haggis and black pudding four-packs at £2 each. Packs of six large eggs at £1.25 will follow on shelf from February, and a wider mix of staple products will rotate on and off promotion. 10

January 2026

also a customer-first ethos. “JB Foods is known for its focus on quality, Scottish provenance and customer service, all of which align closely with Lynas’s vision. “Bringing our two businesses together gives us the scale, infrastructure and Scottish warehousing capacity to deliver even better availability, broader choice

and a stronger service for caterers right across the country. “This is a significant step in strengthening our longterm commitment to Scotland and supporting future growth.” JB Foods will continue to trade under its own name. Managing director Lee Brown and commercial director

Charlotte Brown will remain in place, ensuring continuity and consistency for customers. Lee Brown commented: “We’re delighted to be joining Lynas and continue trading under our own brand. This move allows us to build on the range and service our customers know us for while benefiting from the scale, availability and product range that Lynas brings. It strengthens what we do today and lets us deliver the same personal, trusted service our customers rely on.” Lynas’s fresh produce offer will enhance the range available to customers in Scotland. In addition, the businesses are both members of Caterforce, which offers five exclusive ownbrands, creating a natural alignment for both wholesalers and their customers.

AMS joins The Wholesale Group

AMS Wholesale has joined The Wholesale Group. From its beginnings as a convenience store in 2005, Stoke-based AMS Wholesale has recently expanded with new 20,000 sq ft warehouse space. With a turnover of over £20 million, AMS Wholesale services the quick-service restaurant sector nationally with fresh, chilled and frozen foods, along with soft drinks and confectionery.

www.cashandcarrymanagement.co.uk

The company also has a supermarket business. AMS Wholesale director Hasan Iqbal said the timing felt right to join a buying group as he looks to expand the range. He said: “We’re delighted to become part of The Wholesale Group, whose values and vision align with our own. Together, we look forward to achieving great things.” In other news, Troy Mckee has stepped into a new role as senior commercial development advisor at The Wholesale Group. This follows a year as the organisation’s foodservice trading director and, before that, eight-and-a-half years at Fairway Foodservice, latterly at purchasing director. He

has also previously worked at Country Range Group, The Today’s Group and Batleys. In his new role, Mckee (below) will be mentoring the group’s new purchasing leadership, supporting the buying team and working closely with IT to harness systems, AI and data to unlock commercial growth – especially in own-brand and category development.

[ INDUSTRY NEWS ]

Pendlebury promoted Customer training year strategy and increasing the sales value of the ownbrand portfolio to £250 million by 2030. At CRG’s annual ‘An Evening With…’ event in December, awards were presented to members and suppliers. These included: Best Own Brand Performance: Harlech Foodservice Best Branded Performance: Savona Foodservice Best Digital Activation: Birchall Foodservice Best New Wholesaler: First Choice Foodservice Member of the Year: Birchall Foodservice Rising Star: Alys Baxter of Harlech Foodservice Foodservice Champion: Jason Gold of Europ Foods. In other news, CRG member Birchall Foodservice has announced that it is on track to reach £65 million turnover by April 2026.

• Country Range Group (CRG) has promoted head of trading Dean Pendlebury to buying director. Pendlebury (above) has had a career in buying that spans over 17 years, starting out at food producer Cranswick. He joined CRG in 2013 and has since carried out various buying roles. Heading up a team of five, his responsibilities in the newly-created post will include executing and implementing CRG’s buying plan in line with the updated five-

• • • • • •

Official certification

LWC, the UK’s largest independent drinks wholesaler, enrolled 526 of its customers on WSET wine courses over the past 12 months. Frances Bentley, wine buyer at LWC, commented: “Wine knowledge gives people confidence – not just in what they’re selling, but in how they talk to customers

Out-of-home trends Booker has revealed the trends it expects to see in the out-of-home market in 2026: World food is transforming hospitality, and there is a strong trend for blending cuisines from around the world into modern combinations that excite diners. Loaded fries (pictured) are booming within all areas of the hospitality sector, and Booker advises foodservice operators to look to global influences for toppings to leverage this trend. Chicken shop-style products are moving away from the domain of high street chains and on to more mainstream menus. Traditional coffee shops and high street cafes are thriving, and Booker expects to see a rise in daytime outlets such as these, as well as dessert-only venues. The trend for sharing

•

• JJ Foodservice has been certified a Great Place To Work for the second consecutive year. Great Place To Work is widely regarded as the global authority on workplace culture, employee experience, and the leadership behaviours proven to

deliver market-leading revenue, employee retention, and increased innovation. Nearly 75% of employees who completed the survey said JJ Foodservice is a great place to work – a result that reflects stronger participation and even better feedback than the previous year.

and make buying decisions.” The wholesaler has also continued to invest in WSET beer and spirits education, reflecting the increasingly broad skill set required to manage modern drinks lists. “Skills development is fundamental to the future health of our industry,” said Bentley.

•

multiple dishes among groups is well established and this trend is unfolding into sweets. Green will continue to lead the colour trends, with pistachio-led products dominating. In addition, matcha is no longer a niche item but a ‘must-have’. When it comes to purple, beetroot is the emerging contender but ‘ube’ is going to be the buzzword, according to Booker. The trend for no- and lowalcohol drinks shows no sign of abating and is set to be one of the most lucrative sectors of 2026, says Booker.

•

www.cashandcarrymanagement.co.uk

January 2026

[ INTERVIEW ]

Building on its foundations The Wholesale Group’s chairman Mark Aylwin explains how the organisation is translating its scale into tangible commercial benefits for members and suppliers alike.

arketed at launch as ‘the buying group the sector needs’, The Wholesale Group has just completed its first full year of trading. Formed through the merger of Confex and Fairway Foodservice, the organisation was designed to become the home of the independent wholesaler. So how has it fared, and what is its strategy for the coming year? Cash & Carry Management spoke to its nonexecutive chairman Mark Aylwin (right) to find out: What were the main objectives for The Wholesale Group in its first year, and how did it perform against those objectives? The first year was really about getting the foundations right. Bringing Confex and Fairway together to create a single group was never about chasing quick wins – it was about stability, trust and proving that the combined model could work in practice. Mergers in our sector, and in business more broadly, have a high failure

profit sharing, flexibility and no joining fees – while putting a clear strategy in place for future growth. That strategy increasingly includes how we use data and AI to support better decisionmaking across the group.

rate, so the priorities were very clear: protect member value, maintain strong supplier relationships and demonstrate that the new organisation could operate effectively as one group. On that basis, I think we’ve had a solid first year. We now represent more than £4.5 billion of buying power and around 14% of the UK wholesale market, with real strength in delivered retail and foodservice, alongside a growing own-brand proposition. Just as importantly, we’ve stayed true to what matters to members –

Were there any achievements that surprised you? Yes – the pace at which the merger has genuinely come together. When two established businesses combine, there’s always a risk that legacy behaviours persist and progress slows. What’s been encouraging is how quickly members, suppliers and the central team have embraced operating as one group. We’ve seen strong engagement across trade events, data insight, central distribution and own brand, which tells me the merger isn’t just working on paper – it’s working day to day. The other positive surprise has been how powerful the combination of retail and foodservice is proving to be. That dual capability, brought together through the Confex and Fairway merger, is resonating strongly with suppliers looking for smarter, more joined-up routes to market, supported by better data and insight. I’ve also been impressed that, despite the scale created by the merger, we’ve kept overheads lean. I was able to meet all but two members of the central team within my first week, which says a lot about the culture and simplicity we’ve retained. What were the main challenges in the first year? The biggest challenge has been integrating the business while still delivering for members every day.

The group’s team, including Jess Douglas (front row, right), managing director for people & operations; Tom Gittins, managing director for retail (front row, second on right); and Coral Rose, managing director for foodservice (back row, centre).

January 2026

www.cashandcarrymanagement.co.uk

AI is being used to support better decision-making across the group.

[ INTERVIEW ]

The organisation’s first tradeshow attracted more than 180 wholesale members.

Mergers often fail because integration becomes inward-looking. Our members are operating in a very tough trading environment – higher overheads, inflation, regulation and intense competition – so the group has had to support them through this while also aligning systems, structures and leadership. There’s also the reality that our members are independent businesses, and sometimes competitors. Balancing collective benefit with local independence takes time, trust and clear communication. Technology, particularly AIdriven insight, is helping us support that balance by improving visibility and insight without removing autonomy. Did your membership change much in the first year? In our first year, we welcomed 20 new members organically (excluding the nine that joined through Fairway), which tells us the proposition is landing with the wider wholesale market. There’s been some natural movement at the edges, which you’d expect in the first year of a merger, but overall the picture is stable. What matters more than headline numbers is engagement. The real test of a successful merger is whether members actively participate and see value in the new structure – and that’s where we’ve been encouraged. We’re focused on inter-trading opportunities, deeper engagement and bringing in the right members rather than just more members. Recruitment is targeted and strategic, not opportunistic. 14

January 2026

You were previously chairman of Unitas. Why did you decide to become chair of The Wholesale Group? It came down to where I believe the strongest long-term opportunity now sits for independent wholesalers. The Wholesale Group has successfully brought together Confex and Fairway to create real scale, backed by a strong leadership team and the ability to invest – not just in own brand and data, but also in AI-enabled tools such as ShopAI, designed to improve productivity, connectivity and insight. This isn’t about comparing groups. It’s about The Wholesale Group having the platform, momentum and cohesion to help independent wholesalers compete and thrive in a market that’s becoming more complex and more digital.

Why were the MD roles for people & operations, retail and foodservice only introduced in September? That was a very deliberate decision, particularly in the context of a merger. The early months were about listening, and understanding the combined business. By September, it was clear to the leadership team that sharper focus was needed, particularly by channel, to ensure the merger translated into execution rather than complexity. Having dedicated MDs for retail [Tom Gittins] and foodservice [Coral Rose] gives members and suppliers clarity and accountability. Tom and Coral both bring deep experience in their respective sectors, while Jess [Douglas], in her people & operations role, ensures we’re building the right culture, capability and ways of working across the merged organisation. How has the own brand, CHEF Approved, been received by members? The response has been really positive. Members understand the importance of own brand, particularly in foodservice, and CHEF Approved has been positioned as a quality-led range, not just a rebadge of what went before. One of the benefits of the Confex-Fairway merger is the ability to scale own brand more effectively, with clearer marketing, stronger supplier engagement and better use of data. It’s still early days, but the signs are encouraging and it reinforces our belief that own brand will be a key growth driver.

The Wholesale Group gained 20 members in its first year, including Ewood Foods.

www.cashandcarrymanagement.co.uk

WARNING: This product contains nicotine which is a highly addictive substance.

[ INTERVIEW ] Following the introduction of CLEAN Solutions, are there plans for more category-specific own brands? Yes, definitely. CLEAN Solutions is part of a broader approach. Where there’s a clear opportunity and a genuine member need, we’ll look at developing focused own-brand propositions across foodservice, retail essentials and non-food. Scale from the merger gives us the confidence to do this properly, while data and AI help us identify gaps, understand demand and support members with the right ranges. The ambition is to grow own brand to more than £100 million over time, but always in a disciplined way. What are your priorities for the year ahead? Growth, but done properly. That means moving towards £5 billion of group turnover over time, accelerating own brand in a disciplined way, rolling out data insight more deeply, extending central distribution and continuing to invest in systems and technology. Our investment in AI, specifically the development of JakeAI, is a good example of how we’re using technology to unlock the benefits of scale created by the merger – driving productivity,

The group’s Foodservice Fair in September saw more than 105 suppliers connect with 82 wholesale businesses. MD for foodservice Coral Rose is pictured left.

improving connectivity across the group and helping members make better commercial decisions, rather than simply adding complexity. At the same time, we remain focused on culture, being genuinely member centric, commercially sharp and easy to do business with.

The Wholesale Group is looking at developing focused own-brand propositions across foodservice, retail essentials and non-food. This follows the launch of its foodservice range, CHEF Approved, and its CLEAN Solutions range.

January 2026

www.cashandcarrymanagement.co.uk

What makes The Wholesale Group different from other buying groups? Do you expect more consolidation in the sector? What sets The Wholesale Group apart is that combination of successful integration, scale and independence. Many mergers struggle to deliver on their promise; what we’ve shown is that you can bring groups together while keeping members at the heart of decisions. We’re also very focused on execution. Data, own brand, central services and AI-enabled tools are practical solutions, not buzzwords. As for consolidation, I do think the buying groups sector will continue to evolve. The pressures on wholesale aren’t easing. Groups that can integrate well, invest and stay relevant will thrive. Those that can’t will find it increasingly difficult. Looking ahead, year two is about building on those foundations. We’ll continue to grow in a disciplined way, deepen member engagement, expand own brand and data-led insight, and make sure the scale we’ve created translates into tangible commercial benefit for members and supplier partners. The focus now is momentum – turning the foundations we’ve built into consistent delivery for members and suppliers in year two, and achieving growth CCM the right way.

[ SPOTLIGHT ] Guy Swindell, joint managing director, Parfetts or occasionally enjoy a pint, purely for recovery purposes. How would you describe your personality and your approach to work and life? I once did one of those personality tests and came out as fire, which people tell me is fairly accurate. I’m passionate, competitive, and I want to win, but I like to bring people with me. I’ve always performed better when I understand the what, why and how, not just the target. I think that giving people context matters. I also like a laugh and don’t take myself too seriously, which hopefully makes me easier to work with.

Inspired to pedal hard What have been your biggest achievements in work and outside work? I’ve spent 26 years at Parfetts, starting part-time on the checkouts and somehow ending up as joint managing director, which I’m pretty proud of. The biggest single achievement in that time has to be Go Local. I was involved from the very first idea, designing and launching the original stores back in 2012 through to shaping the strategy that’s taken it to where it is today. Outside work, building our new home has been a big milestone. It’s the result of many years of hard graft and something my family can enjoy for years to come. Who has been the biggest inspiration to you? At Parfetts, most of my development came from working with Greg Suszczenia, former joint MD. Greg was highly driven, hugely knowledgeable and didn’t pull any punches. If something wasn’t right, you knew about it. We spent a lot of time talking about the business, the industry and sometimes just life. Greg pushed me hard, but in the right way. He created a mindset in which you turned up every day 18

January 2026

with your A-game and tried to make a difference. It taught me to pedal hard and face challenges head on. It’s something that’s stayed with me. What were your ambitions when you were growing up? I grew up in a council flat in Stockport with just my mum, so career planning wasn’t exactly top of the agenda. I loved sport, played football constantly, and as an only child spent a lot of time drawing. That eventually led me into graphic design. I studied it at college and then university, which gave me a route off the checkouts and into Parfetts’ marketing team. It’s fair to say it wasn’t all part of a grand masterplan, but it worked out OK. What are your interests outside work and how do you maintain a work-life balance? I’ve got two girls – Monreaux, who’s eight, and Kennedi, who’s six – so life outside work revolves around them, with after-school clubs, dance classes, kid-friendly holidays and a surprising amount of time spent in toy shops! They keep me and my wife, Nicci, busy. If I get a spare minute, I’ll try to watch some sport, get a bit of exercise

www.cashandcarrymanagement.co.uk

What is your favourite film, book and song? My favourite film is Scarface. I love gangster films, and this one has everything: ambition, excess and some very quotable lines. I’m always driving, so podcasts tend to beat books these days. I’m currently hooked on The Rest Is History. Music-wise, 2025 was Oasis’s year, so anything from the first two albums is hard to beat. If you won a holiday, where would you go and who would you take with you? A US road trip with my family, with Disneyland firmly on the agenda for the kids. Strictly for them, obviously! CCM

26 years at Parfetts Guy Swindell joined Parfetts in 1999 as a part-time checkout operator. In 2004, he graduated from the University of Salford with a BA in Graphic Design and became a full-time marketing assistant at Parfetts. He subsequently worked his way up the business, joining the board in 2019 and being appointed joint managing director in 2021. He led the creation of the Go Local fascia and now helps steer the employee-owned wholesaler’s growth, strategy and digital transformation across the UK.

Cash & Carry Management in association with the Craft Guild of Chefs announces the

2025/6 WINNERS CCM Chefs’ Own-Brand Awards

[ CCM CHEFS’ OWN-BRAND AWARDS ]

Top foodservice own brands recognised in blind tastings by leading chefs

he best foodservice own-brand products in the UK were named at the 2025/6 CCM Chefs’ Own-Brand Awards, held earlier this month at the prestigious venue of The Royal Horseguards Hotel in London. An exclusive awards lunch attracted a record number of winners and special guests, who heard how own-brand products are increasingly important to wholesalers, buying groups and their customers. “TWC research last year established that three in five chefs across the industry regularly use own brand and 50% plan to buy more own-brand products in the future,” said Martin Lovell, managing director of Cash & Carry Management. “In addition, TWC analysed shipments data for one of its key foodservice wholesale clients and found that 82% of customers purchase own brand as part of their product mix.” With endorsement from the Craft Guild of Chefs, the CCM Chefs’ Own-Brand Awards were launched eight years ago to give cash & carries and delivered wholesalers recognition for their excellent foodservice own-brand lines. For 2025/6, the judging was conducted by chefs who have been involved with the awards from the start: Andrew Green, chief executive of Craft Guild of Chefs, and Jason Gordon, catering manager for the General Medical Council. They had their work cut out as there were as many as 16 different lines in the most popular categories, such as 20

January 2026

www.cashandcarrymanagement.co.uk

canned beans, potato products and desserts. The judges not only blind tasted every item, they also provided feedback, which will give wholesalers and buying groups the opportunity to review and fine-tune any products that do not quite hit the mark. As always, the judging was intense, and five of the items were rated so highly that they were awarded a ‘Best of the Best’ accolade. What’s more, the judges nominated the Star of the Show – the overall top-scoring product – and the Best Innovation winner. Green commented: “I have been judging the awards for eight years and each year they surpass themselves. Own brands have come on such a long way. From a chef’s point of view, yes you want quality but you also want price so if you look at those aspects hand in hand, own-brand products offer a good solution.” Addressing the guests directly, he added: “You should congratulate yourselves because over the years you have obviously listened to the feedback – we have seen products come back a second or third year and they have been improved.” Lovell concluded: “Ultimately, these awards raise the profile of own-brands by highlighting the best product in each category – helping chefs and foodservice operators make an informed choice and giving them confidence to try CCM the products. Well done to all the winners!”

[ CCM CHEFS’ OWN-BRAND AWARDS ] Category: Afternoon Tea Winner: Caterfood Select Fruit Scone and Plain Scone

Category: Baking Winner: Sysco Classic Multiseed Bread & Roll Mix BEST OF THE BEST

Left to right: Morgan Apel-Leonard and Len Gould of Caterfood; Martin Lovell of Cash & Carry Management; Adam Emberson of Truly Treats; head judge Andrew Green.

Category: Antipasto Winner: Brakes Fresh Kitchen Pickled Pear

Left to right: Martin Lovell; Carole Owen of Brakes; and Andrew Green.

Category: Bakery Winner: The Wholesale Group CHEF Approved Fruit Teacakes

Left to right: Martin Lovell; Richard Ellison of The Wholesale Group; and Andrew Green.

Left to right: Martin Lovell; Jo White of Sysco; and Andrew Green.

Category: Biscuits Winner: Sysco Classic Sweet Biscuit Assortment

Left to right: Martin Lovell; Clare Payne of Brakes; and Andrew Green.

Category: Bread Winner: Brakes La Boulangerie Fully Baked Artisan Cheese & Onion Sourdough Loaf

Left to right: Andrew Green; Charlotte Murray of Brakes; and Martin Lovell.

www.cashandcarrymanagement.co.uk

January 2026

[ CCM CHEFS’ OWN-BRAND AWARDS ] Category: Butchery Winner: Caterfood Select Back Bacon

Left to right: Andrew Green; Caterfood’s Morgan Apel-Leonard and Len Gould; Brian Mitchell of Becketts; and Martin Lovell.

Category: Butters, Fats, Oils & Spreads Joint Winner: Caterforce Chefs’ Selections Extra Virgin Olive Oil

Category: Canned Beans Winner: Sterling Caterers Essentials Baked Beans

Left to right: Andrew Green; Daniel Larkin of Sterling Supergroup; and Martin Lovell.

Category: Canned Fish Winner: Mevalco Cantabrian Anchovies BEST OF THE BEST

Left to right: Andrew Green; Lucy Boland and Rebecca Woollam of Caterforce; and Martin Lovell.

Category: Butters, Fats, Oils & Spreads Joint Winner: Unitas Caterers Kitchen Extra Virgin Olive Oil

Left to right: Andrew Green; Philip Dawson of Unitas; and Martin Lovell.

January 2026

www.cashandcarrymanagement.co.uk

Left to right: Andrew Green; Caroline Hole-Jones on behalf of Mevalco; and Martin Lovell.

Category: Canned Tomatoes Winner: Unitas Caterers Kitchen Chopped Tomatoes

Left to right: Andrew Green; Katie Hinchliffe of Unitas; and Martin Lovell.

[ CCM CHEFS’ OWN-BRAND AWARDS ] Category: Cheese Winner: Country Range Signature Extra Mature Cheddar

Left to right: Andrew Green; Viki Wilkinson and Rachel Porter of Country Range; and Martin Lovell.

Category: Children’s Selection – Savoury Winner: Caterforce Chefs’ Selections Battered Cod

Left to right: Andrew Green; Lucy Boland and Rebecca Woollam of Caterforce; and Martin Lovell.

Category: Children’s Selection – Sweet Winner: Bestway Best-in Rainbow Cookie

Left to right: Andrew Green; Lisa-Jayne Hanson and Mindy Mondair of Bestway; and Martin Lovell.

Category: Cleaning Products Winner: Bestway Best-in Multi-Purpose Cleaner

Left to right: Andrew Green; Lisa-Jayne Hanson and Mindy Mondair of Bestway; and Martin Lovell.

Category: Cooking Sauces Winner: Sysco Classic White Wine Sauce

Left to right: Andrew Green; Clare Payne of Brakes; and Martin Lovell.

Category: Crisps & Popcorn Winner: Bestway Best-in Bites Chilli & Lime

Left to right: Andrew Green; Lisa-Jayne Hanson and Mindy Mondair of Bestway; and Martin Lovell.

www.cashandcarrymanagement.co.uk

January 2026

[ CCM CHEFS’ OWN-BRAND AWARDS ] Category: Delicatessen Winner: Sysco Classic Lebanese Style Grain & Chickpea Salad

Category: Egg Products Winner: The Wholesale Group CHEF Approved Broccoli & Red Pepper Quiche

Left to right: Andrew Green; Carole Owen of Brakes; and Martin Lovell.

Left to right: Martin Lovell; Kish Ramasamy and Richard Ellison of The Wholesale Group; and Andrew Green.

Category: Desserts Joint Winner: JJ Foodservice Letscake Pistachio & Cherry Cake Slices

Left to right: Andrew Green; JJ Foodservice‘s Bugra Yildirim, Hasan Aynaci, Muhammed Erdem and Mohammed Thaniyan; and Martin Lovell.

Category: Desserts Joint Winner: The Wholesale Group CHEF Approved Bramley Apple Pie

Left to right: Andrew Green; Kish Ramasamy and Richard Ellison of The Wholesale Group; and Martin Lovell.

January 2026

www.cashandcarrymanagement.co.uk

Category: Fish Winner: Caterforce Chefs’ Selections Premium Collection Sea Bass

Left to right: Martin Lovell; Rebecca Woollam and Lucy Boland of Caterforce; and Andrew Green.

Category: Frozen Fruit Winner: Caterforce Chefs’ Selections Summer Berry Mix

Left to right: Martin Lovell; Lucy Boland and Rebecca Woollam of Caterforce; and Andrew Green.

[ CCM CHEFS’ OWN-BRAND AWARDS ] Category: Gluten Free Winner: The Wholesale Group CHEF Approved Gluten Free Naughty Chocolate Cake

Left to right: Martin Lovell; Kish Ramasamy of The Wholesale Group; and Andrew Green.

Category: Gravies, Stocks & Bouillon Winner: Caterforce Chefs’ Selections Tempranillo Red Cooking Wine

Left to right: Martin Lovell; Lucy Boland and Rebecca Woollam of Caterforce; and Andrew Green.

Category: Hot Beverages Winner: Caterforce Roast 440 Single Origin Honduras

Left to right: Martin Lovell; Rebecca Woollam of Caterforce; and Andrew Green.

Category: Ice Cream Winner: The Wholesale Group CHEF Approved Salted Caramel Ice Cream

Left to right: Martin Lovell; Richard Ellison of The Wholesale Group; and Andrew Green.

Category: Packaging & Disposables Winner: Sysco Earth Plus Wooden Cutlery Kit

Left to right: Martin Lovell; Clare Payne of Brakes; and Andrew Green.

Category: Pizza & Pasta Winner: Direct Line Supplies Gusto Rustica Pizza Sauce

Left to right: Martin Lovell; Sonal Sarvaiya and Pedram Salahshouri of Direct Line Supplies; and Andrew Green.

www.cashandcarrymanagement.co.uk

January 2026

[ CCM CHEFS’ OWN-BRAND AWARDS ] Category: Potato Products Winner: JJ Foodservice JJ Gourmet Extra Crunchy 3/8 Chips

Category: Ready Meals Winner: Sysco Premium Slow Cooked Chicken Gochujang BEST OF THE BEST

Left to right: Martin Lovell; Adi Paleri and Elit Rowland of JJ Foodservice; and Andrew Green.

Category: Preserves Winner: Sysco Classic Tomato & Chilli Chutney

Left to right: Andrew Green; Des Cloke of Brakes; and Martin Lovell.

Category: Rice Winner: JJ Foodservice Rice Majestic Sushi Rice

BEST OF THE BEST

Left to right: Martin Lovell; Jo White of Sysco; and Andrew Green.

Category: Processed Meats Winner: Direct Line Supplies Boss Smash Burger Mix

Left to right: Andrew Green; Sonal Sarvaiya and Pedram Salahshouri of Direct Line Supplies; and Martin Lovell.

January 2026

www.cashandcarrymanagement.co.uk

Left to right: Andrew Green; Ege Yilmaz and Elit Rowland of JJ Foodservice; and Martin Lovell.

Category: Sauces & Condiments Winner: Sysco Fresh Kitchen Hot Honey Sauce

Left to right: Andrew Green; Shyrona Kay of Sysco; and Martin Lovell.

[ CCM CHEFS’ OWN-BRAND AWARDS ] Category: Seasonal Products Winner: Country Range Cranberry & Orange Torte

Category: Spices & Seasonings Winner: VA Whitley Pea Seasoning

BEST OF THE BEST

Left to right: Andrew Green; Rachel Porter and Viki Wilkinson of Country Range; and Martin Lovell.

Category: Shellfish Winner: Unitas Caterers Kitchen Breaded Wholetail Scampi

Left to right: Andrew Green; Philip Dawson of Unitas; and Martin Lovell.

Category: Soft Drinks Winner: Brakes The Juice Orange Blend

Left to right: Andrew Green; Clare Payne of Brakes; and Martin Lovell.

VA Whitley’s Pea Seasoning: ‘A great product in enhancing mushy peas, with a tangy taste and good consistency.’

Category: Street Food Winner: Brakes La Boulangerie Turkish Style Wrap

Left to right: Andrew Green; Charlotte Murray of Brakes; and Martin Lovell.

Category: Vegan Winner: Sysco Premium Gluten Free & Vegan Raspberry & Gin Cheesecake

Left to right: Andrew Green; Charlotte Murray of Brakes; and Martin Lovell.

www.cashandcarrymanagement.co.uk

January 2026

[ CCM CHEFS’ OWN-BRAND AWARDS ] Category: Vegetarian Winner: The Wholesale Group CHEF Approved Cheese & Onion Quiche

Left to right: Andrew Green; Richard Ellison of The Wholesale Group; and Martin Lovell.

Category: World Foods Winner: Direct Line Supplies Golden Wonder Prawn Crackers

Category: Best Innovation Winner: Country Range White Chocolate Cookie Pucks

Left to right: Andrew Green; Rachel Porter and Viki Wilkinson of Country Range; and Martin Lovell.

Category: Star of the Show Winner: Sysco Gluten Free Granary Bread & Roll Mix BEST OF THE BEST

Left to right: Andrew Green; Sonal Sarvaiya and Pedram Salahshouri of Direct Line Supplies; and Martin Lovell.

Category: Yogurts Winner: Brakes Wholesome Farms Greek Style Yogurt

Left to right: Andrew Green; Carole Owen of Brakes; and Martin Lovell.

January 2026

www.cashandcarrymanagement.co.uk

Left to right: Andrew Green; Jo White of Sysco; and Martin Lovell.

Achievements to celebrate

Congratulations to all the winners of the CCM Chefs’ OwnBrand Awards from the team at Cash & Carry Management. CCM Your success is richly deserved!

[ PRICE-MARKED PACKS UPDATE ]

Continued consumer appeal In the challenging financial landscape, shoppers remain focused on getting good value, and price-marked packs continue to be an important element of the sales mix.

rice-marked packs offer reassurance to consumers that they are not being overcharged, and many suppliers offer special PMPs for the convenience channel that take into account shopper habits and the need for retailers to make an acceptable margin. For example, AG Barr has announced the convenienceexclusive launch of a new range of zero-sugar waters with electrolytes under the Boost brand. Boost Water+ is designed to bridge the gap between flavoured and functional water, offering shoppers something normally delivered via vitamins and supplements in a convenient ready-to-drink format. It is available in Cherry, Citrus, and Strawberry & Peach flavours in 500ml £1 PMPs. Functional water is one of the fastest-growing segments in soft drinks, up 43% versus last year (IRI). This growth is driven by a growing consumer trend for using electrolytes to hydrate more effectively, with 30% of functional water shoppers choosing electrolytes (Global Insight Services). Lisa McKenna, Boost brand director, says: “Water consumption is on the rise, and although shoppers are moving beyond simple thirst-quenching to seek drinks that offer functional benefits, they are not prepared to compromise on taste. Boost Water+ delivers more for water consumers – great tasting flavours, electrolytes, zero sugar and at just £1.” Introduced in time to benefit from the ‘healthy January’ sales uplift, Boost Water+ is being backed by an influencer campaign to reach the target audience of 18-34 year olds. A full suite of point-of-sale materials is available. Celsius, which is claimed to be the fastest growing energy drink in the US (Circana), is now available in four zero-sugar fruit-forward variants in a £1.50 PMP from Suntory Beverage & Food GB&I. The drink contains a blend of essential vitamins, caffeine and natural flavours. The variants are: Sparkling Kiwi Guava, Sparkling Strawberry Watermelon, Sparkling Mango Lemonade and Sparkling Raspberry Peach. The launch, aligned with the brand’s ‘Live Fit’ ethos, is engineered to capitalise on the seasonal surge in wellness and is being supported by sampling, activations, and PoS displays. 30

January 2026

www.cashandcarrymanagement.co.uk

Garrett Quigley, president at Celsius International, says: “We are excited for consumers in the UK and Ireland to experience the latest innovation from Celsius arriving from January. We believe the zero-sugar, fruit-forward flavours that distinguish Celsius from traditional energy drinks align with consumers’ evolving needs for great taste without compromise.” In the convenience channel, beer and cider PMPs are worth approximately £376.1 million and account for 48.7% of value sales in the total category. “When looking at this in more detail, PMPs have a 48.4% share in beer and 50.3% in cider (NielsenIQ),” says Alexander Wilson, category & commercial strategy director at Heineken UK. The bestselling Heineken UK PMPs are Cruzcampo and Foster’s (both 4 x 568ml), and Strongbow Original and Inch’s Medium Apple CCM (both 4 x 440ml).

KP expands McCoy’s PMP range PMPs have a 71% share of bagged snacks sales in independent stores, and the top 10 best selling SKUs are all PMPs (NielsenIQ). Large format PMPs are growing at 1.8% year to date (NielsenIQ). KP Snacks has expanded its price-marked pack portfolio with the introduction of McCoy’s Salted £1.35 PMP, available from later this month. McCoy’s is one of the top three crisps, snacks & nuts brands in price-marked packs, with its PMP range growing at 11.1%, reports the company. The new Salted variant joins existing PMPs: Flame Grilled Steak, Salt & Malt Vinegar, Cheddar & Onion, Thai Sweet Chicken, Sizzling King Prawn, and Hot ‘N’ Spicy. Stuart Graham, head of convenience & impulse and value channel at KP Snacks, says: “We’re excited to launch McCoy’s Salted £1.35 PMP, expanding our PMP range which continues to show strong growth and holds a massive 37% share of the segment. “By tapping into both the popularity of PMP formats and the continued demand for classic, core flavours, the new launch is well positioned to help retailers maximise their bagged snacks sales.”

[ INFORMATION TECHNOLOGY ]

Unlocking measurable growth TWC Group’s Channel Track is designed to turn transaction data and deep shopper understanding into growth opportunities across convenience and foodservice.

n an increasingly complex retail and foodservice landscape, understanding why performance differs between channels, operators and outlets is just as important as knowing what is happening. TWC Group’s Channel Track has been developed to meet that challenge head on, offering what is arguably the most robust data and insight programme available for small basket convenience retail and eating out of home. Built to support wholesalers, suppliers and operators, TWC Group’s Channel Track is designed with one clear objective: to identify the root causes of underperformance and unlock measurable growth across both retail and foodservice. Billion-pound opportunities The opportunity is significant. Analysis from TWC points to a potential £1 billion upside in independent retail alone, driven by marginal gains such as one extra transaction per store per day and just 10% of these transactions to include an additional item in the basket. A further £1 billion opportunity exists in foodservice if consumers eat out just one additional time per quarter. What sets Channel Track apart is its robust data foundation. At its core is transaction-level credit and debit card spend data from 10.2 million uniquely identifiable consumers, covering more than 145,000 hospitality outlets and 40,000 grocery retail outlets. On the retail side, this is complemented by SmartView Convenience EPoS data, providing a detailed and representative read of the independent convenience and symbol sector. An understanding of the ‘why’ Crucially, this foundation of ‘what’ is happening is brought to life with an understanding of the ‘why’ – through a continuous purchase behaviour tracker, delivering more than 55,000 interviews a year (boosted to 70,000 in the first year) to capture purchase detail, shopper missions, motivations and decision drivers in real time.

Together, these sources enable Channel Track to answer the questions that matter most to the trade. It will reveal how sectors, sub-sectors, fascias and individual operators are performing; which KPIs are driving change; and which demographic groups are over- or under-indexing in different channels. Beyond performance tracking, it delivers detailed insight into purchase behaviour, including categories, products, missions and occasions, as well as the role of promotions, impulse purchasing and meal deals at the point of purchase. The realities of shopping and consumption The programme’s coverage reflects the realities of current shopping and consumption patterns. Small basket retail extends beyond independent convenience to include multiple convenience formats, as well as top-up trips at supermarkets and discounters. Foodservice spans managed and independent pubs, restaurants, hotels and quick service restaurants, both dine-in and takeaway occasions. Importantly, Channel Track captures crossSarah Coleman: ‘Channel Track channel missions includoffers clarity on where real opportunities lie.’ ing food-to-go and delivery, recognising that consumers increasingly move fluidly between retail and foodservice depending on need and occasion. A trusted view of total channel performance Sarah Coleman, commercial director at TWC Group, highlights the key benefits of this new programme: “Channel Track provides a single, trusted view of total channel performance, built on observed behaviour rather than claimed estimates. “Its scale and granularity allow performance to be tracked at outlet level or rolled up for market benchmarking, while optional quarterly deep dives will explore topical issues such as pricing, NPD, healthier choices and own label.” She continues: “In a market where growth is harder won, Channel Track offers the trade something increasingly valuable: clarity on where the real opportunities lie, and actionCCM able insight on how to seize them.”

January 2026

www.cashandcarrymanagement.co.uk

Find the £2BN Hiding in Plain Sight Introducing

from TWC Group — the new programme built to unlock 2 × £1BN growth opportunities: £1BN in independent retail from marginal gains (more transactions + slightly bigger baskets) £1BN in foodservice if consumers eat out just one extra time per quarter

WHO is buying WHAT they’re buying CHANNEL TRACK DELIVERS THE 5 W’S OF GROWTH:

WHERE they’re buying it WHEN they’re buying it (day of week/time of day) WHY they’re buying it (missions, occasions) Turn “what happened” into “what next”.

Channel Track. Total cross channel clarity. Actionable growth.

To find out more: Call: 01908 101 389 Email: hello@twcgroup.net Visit: www.twcgroup.net

[ INFORMATION TECHNOLOGY ]

Benefits of aligning systems BCP works with wholesalers to connect their operations through its Accord platform, helping them to become more efficient, more resilient, more informed and better prepared.

he biggest risk to a wholesale operation today is not a lack of technology, but rather a range of technologies that do not communicate with each other. Over time, wholesalers have steadily expanded their systems, including ERPs, WMS platforms, ecommerce sites and finance tools, all of which add new capabilities to the business. Individually, these systems perform well, but without a real-time connection, they rely on different versions of the truth. When information cannot move freely, inconsistencies start to appear: a stock figure shown online but not in the warehouse, a pricing update applied in one place but not another, or a purchasing change that never reaches finance with enough clarity. These issues often stay hidden until they result in rework, margin loss or service disruption. “Teams end up working harder than the technology,” says Matt Webber, wholesale systems specialist at BCP. “Wholesalers are very good at workarounds, but these can hide inefficiency. Over time, that extra effort becomes part of how the business runs.” As customer expectations rise and labour pressures increase, this strain becomes more visible. Conversations take longer, decisions need more clarification, and teams spend more time dealing with unnecessary issues. In an environment where accuracy and consistency matter more than ever, the gaps between systems become more significant. Customer experience is often the first area to feel this. When different channels show different availability or prices, even the most service-focused wholesaler struggles. A connected operation prevents this by ensuring telesales, ecommerce, field sales and customer service all use the same information, giving customers a stable and predictable experience. “Consistency creates trust,” Webber says. “When customers see the same information wherever they look, it strengthens their confidence in your service.” Trust builds over time, and wholesalers who deliver consistency across every channel are better positioned to keep customers and win repeat business. Sales teams benefit too. With accurate stock, pricing and customer history at their fingertips, sales teams can work more efficiently and support customers more effectively. Fulfilment becomes more predictable as well. Warehouse teams feel the impact of disconnected systems most directly because they must act on information that is not always in sync. When stock levels are wrong or allocation rules differ, warehouse teams are forced to compensate. In a connected operation, real-time updates and guided workflows give teams the clarity they need to work efficiently and accurately. “A warehouse can only perform as accurately as the information feeding it,” Webber says. “Real-time updates remove the uncertainty that slows teams down. Fulfilment becomes a repeatable process rather than a reactive one.” For wholesalers with multi-temperature, high-volume operations, this predictability protects service levels and helps maintain margins. 34

January 2026

www.cashandcarrymanagement.co.uk

The advantages of a connected business extend to leadership. “Decision-making improves the moment everyone is looking at the same information,” Webber says. “The conversation shifts from clarifying data to acting on it. That is where businesses regain strategic control.” Becoming a connected business does not mean replacing everything at once. The most successful programmes begin with reliable data foundations and then connect the processes that depend on them. Integration frameworks, APIs and hybrid deployment models now make it possible to modernise gradually and with minimal disruption. “Modernisation works best when it supports how wholesalers already operate,” Webber explains. “Technology should adapt to the business, not force the business to adapt to it.” This approach allows improvements to be introduced at a manageable pace while steadily reducing friction and increasing clarity across the operation. Wholesalers who begin connecting their systems often see improvements quickly. Common gains include fewer pricing and order queries, smoother fulfilment, reduced rekeying, faster customer response times and clearer financial visibility. These changes relieve pressure on teams and create a more predictable operation long before full modernisation is complete. For most wholesalers, the first step is simply understanding where information becomes fragmented. From there, improving data accuracy, connecting key processes such as ordering and fulfilment and removing manual workarounds can make an immediate difference. Many businesses begin with small integrations that reduce duplication and strengthen the reliability of their core information. As pressures grow across the wholesale sector, connected systems will increasingly define operational strength. Wholesalers who reduce friction and align information will be better positioned to meet rising expectations and protect margin. “Integration is no longer a technical ambition; it is a strategic requirement,” Webber says. “Wholesalers who align their systems will be the ones who grow with confiCCM dence in the years ahead.”

[ INFORMATION TECHNOLOGY ]

A new era for wholesale tilling STL Technology Solutions is claiming an industry first with the launch of STL POS Evo, which can integrate with any ERP system and improves the cash & carry point of sale.

he humble cash & carry point of sale is set to be transformed into a point of service, with the launch of STL POS Evo, claims its creator STL Technology Solutions. Described as a breakthrough, this software is the culmination of a two-year collaboration between STL Technology Solutions and top wholesalers. As a result, it is packed with innovations that cut queues as well as capital and operating costs while improving sales, trading resilience and customer loyalty. Works with any ERP and hardware In what is said to be an industry first, STL POS Evo can integrate seamlessly with any ERP system, allowing any wholesaler to tap into its advantages without undertaking a major IT project. What’s more, the Evo software adapts to any hardware configuration – from pole or plinth to desk or kiosk (subject to minimum specifications). This flexibility allows depots to reclaim space for more aisles and create a modern, customer-pleasing environment. Easy to use Users say they find POS Evo’s colour touchscreen quick and easy to navigate with minimal training. They also like its ability to display product images as item scan which helps reduce mistakes, as well as the promotion alerts which encourage buying bumps. Fast, fuss-free checkout Customers particularly like how POS Evo keeps queues flowing by not printing invoices at the checkout. Instead, transactions from all category areas – from groceries to tobacco – are automatically collated against a single customer account in the cloud. This is then accessed at central cash, where an invoice can still be printed if a customer wants, without clogging up the aisles. Emails transactions This process efficiency flows through to customer admin too. STL POS Evo automatically emails customers a copy of their receipts, providing an easy-file record of their purchases. It can also email transaction data in CSV file format directly to a wholesaler’s own-label stores, ready for easy upload to their systems without any rekeying. What’s more, because the Evo software runs in the cloud, customers can shop at any depot using a single, centralised account number – keeping account management simple and strengthening customer loyalty. Cuts costs Adding to the appeal for operators, STL POS Evo is engineered for cost-efficiency. 36

January 2026

www.cashandcarrymanagement.co.uk

The launch of STL POS Evo is the culmination of a two-year collaboration between STL and top wholesalers.

With the invoice process handled at central cash, there’s no need for the usual expensive hardware extras at each till – such as keyboards and 80-column printers. And, by emailing receipts, POS Evo substantially reduces demand for printing and therefore the cost of ink, paper and power. Because it’s so intuitive to use, training costs are minimal. Plus, because it’s based on the latest and most efficient tech stack, it automatically absorbs function and security updates in real time, thereby reducing support demands. Resilient by design Even if network connectivity fails, STL POS Evo will keep trading. It will scan, process and store transactions locally (at the POS) and print receipts from the back-up 40-column thermal printer stored within each checkout unit. It then automatically transfers any new sales data to core systems once connectivity is restored – without the need for data re-entry. Positive feedback Clive Mallender, STL’s sales director, says: “The feedback from our first customers has been unanimously positive. STL POS Evo is exactly what wholesalers have been waiting for – a revolutionary solution that wows customers, simplifies operations and saves money. We’re excited to help more cash & carry operators step confidently into this new era of CCM tilling.”

A new era for tilling Intuitive touchscreen

Stylish & customisable

Superfast checkout

Low training & support demands Fewer hardware extras

Product images reduce errors Integrates with any ERP system

Promotion prompts Transactions collated/ printed at central cash – keeping aisles moving

Flexible hardware housing*

Emails invoice to customers Emails transaction data in easyupload CSV format to own-brand stores

Keeps trading if network is down

This is what cash & carry operators have been waiting for; a tilling solution that transforms the humble checkout into a memorable Point of Service. It’s packed with innovations that provide ease-of-use, ultra reliability, and a smooth, streamlined and helpful customer experience. What’s more, it works with any ERP system and in any hardware FRQıJXUDWLRQ HQDEOLQJ GHSRW UHGHVLJQV WKDW DGG PRUH DLVOHV DQG VW\OH All of which will boost your sales, reputation and customer loyalty.

0333 320 7101

info@stl-solutions.com

www.stl-solutions.com Z\IQLJ[ [V TPUPT\T ZWLJPÄJH[PVU

[ INFORMATION TECHNOLOGY ]

More connected operations De Facto ERP was designed not as a generic system, but as a connected platform tailored to the specific needs of the wholesale industry, and it provides a scalable foundation.

alk into any busy wholesale depot today and the challenges are clear: forklifts moving at pace, pallets arriving from multiple suppliers, customer orders flying in through every channel – all under increasing cost and compliance pressures. It’s an industry that runs on tight margins, rapid decisions and absolute accuracy. But behind the scenes, many wholesalers rely on systems that haven’t kept up with the pace of growth, points out De Facto Software. Spreadsheets patched together over time, disconnected processes, manual rekeying, and limited visibility into stock and margins create friction that erodes efficiency. This is exactly where the right technology can reshape how a business operates, says De Facto. The moment complexity outgrows the system As wholesalers expand into more product categories, more delivery routes and higher customer expectations, small inefficiencies start to multiply. A missed batch update, a manual stock correction, a delayed cost change – each might seem minor but together they slow decision-making and increase risk. At De Facto, the team has spent over 30 years working with wholesalers experiencing this turning point. It says that the symptoms are nearly always the same: a Stock levels that don’t match reality a Costing that lags behind market changes a Product data managed in multiple spreadsheets a Warehouses working harder than they should a Limited visibility across purchasing, operations and sales These aren’t operational failures, they are simply signs that the business has outgrown the tools beneath it. A platform built around real wholesale workflows De Facto ERP was designed with this reality in mind – not as a generic system, but as a connected platform tailored to the specific needs of the industry. The system brings purchasing, warehousing, sales, finance, CRM and e-commerce together in one place, giving teams a single, accurate version of the truth. De Facto ERP is a cloud-based power tool, designed to empower businesses with clarity and control to manage their operations with confidence. Built using Enterprise Data Platform (EDP) technology, it provides a scalable foundation that grows with the business, ensuring flexibility, resilience, and the ability to adapt to changing operational demands. Key capabilities directly address the challenges wholesalers face: a Real-time warehouse visibility Handheld scanning and pallet tracking ensure stock is consistently accurate, even in high-volume environments. a Live costing and margin protection Every duty, transport cost and overhead is captured, giving a clear picture of profitability as soon as goods arrive. 38

January 2026

www.cashandcarrymanagement.co.uk

Companies such as Kestrel Foods (Forest Feast) have reported several benefits of implementing De Facto ERP.

a Full traceability and compliance For food and drink wholesalers, allergen data, batch information and shelf life are handled end-to-end. a Clean, consistent product data Every team works from the same reliable information – no duplication, no conflicting spreadsheets. a Seamless integrations with partners and platforms From EDI to e-commerce and 3PLs, data flows where it needs to, without rekeying. It’s the foundation wholesalers need to operate efficiently, confidently and at scale, says De Facto.

Real businesses, real improvements One example is D&F McCarthy, a wholesaler of fruit, vegetables and chilled produce. Its growth had begun to expose gaps in manual processes, making it harder to maintain accuracy and react quickly. After implementing De Facto ERP, the business gained unified product data, stronger traceability, faster order processing and clearer costing – transforming day-to-day decision-making. “Quite simply, we have built our business on De Facto. We have worked with them for decades and we have no intention of changing. It’s a supply partnership rather than a piece of software,” says Sam McCarthy, managing director at D&F McCarthy. Organisations such as Westbridge Foods, Kestrel Foods (Forest Feast), Hills Prospect (LWC), and Belazu all report similar outcomes: more connected operations, fewer manual processes, and stronger control across their supply chain. Building the future of wholesale The wholesale sector is evolving rapidly, and businesses that adopt connected systems will lead the way. De Facto aims to help companies navigate a fast-moving, competitive market with clarity, structure and confidence – empowering them to turn complexity into opportunity. De Facto ERP is built to CCM support that journey every step of the way.

Solutions Built for Wholesalers

ERP Designed for the Food & Drink Industry “We’ve built our business on De Facto, it’s a supply partnership rather than a piece of software.” Managing Director - D&F McCarthys

Your operation isn’t simple — and your systems shouldn’t be generic. De Facto ERP is built around the realities of food, drink and allied product wholesale: • Complex pricing & extended product data • Advanced product traceability • Real-time inventory mangement • Allergen & compliance management • End-to-end seamless stock control • Custom B2B & B2C e-commerce integration With one connected system, your teams get real-time visibility, fewer workarounds, and smoother operations from purchase order to delivery. 01473 276 555 www.defactosoftware.com

Discover Solutions

Your Brand.

Everywhere it needs to be. STRATEGIC SALES | MARKETING | DISTRIBUTION At Robinson Young, we don’t just move products - we grow brands. For over 50 years we have delivered full service sales, marketing and logistics support to Health, Beauty and Household brands across all retail and ecommerce channels.

Sales Development Experienced sales team Supplier to all major UK customers Warehousing & Logistics Full capabitities with 98.5% + OTIF MHRA registered Brand Management Collaborative approach Category insight Consumer, social and digital media

Looking for a growth partner?

Let’s talk... growmybrand@ry.tm | www.robinsonyoung.co.uk S E R V I N G M A J O R M U LT I P L E S, D I S CO U N T E R S, P H A R M AC I E S, CO N V E N I E N C E A N D O N L I N E - I N C LU D I N G A M A Z O N