Cash & Carry Management September 2026

ADDING VALUABLE INSIGHT TO THE WHOLESALE SECTOR QUALITY FIELD Judges praise CCM Chefs’ Own-Brand Awards

NEW PRESIDENT Jon Mack brings 33 years’ experience to SWA role

SALES HEAT UP How has the summer been for C&C customers?

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SEPTEMBER 2026

CONTENTS

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SEPTEMBER 2026

ADDING VALUABLE INSIGHT TO THE WHOLESALE SECTOR

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ANDREW NUNNS (LEFT) JOINS UNITAS IN NEWLY-CREATED ROLE

ESSENTIALS 04 30

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COUNTRY RANGE GROUP EXPANDS ITS OWN-BRAND PORTFOLIO

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KEVIN JOPSON IS MD OF A BUSINESS HE FOUNDED AFTER BEING MADE REDUNDANT

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Industry News Products & Promotions

FEATURES 12

In Focus Jon Mack, business unit director of Bidfood, talks about his decades in the wholesale trade and his new, additional role as president of the Scottish Wholesale Association.

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Customer Cares The owners of Dr Tien’s Convenience Store and The Snooty Fox pub talk to Cash & Carry Management about running their businesses.

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Spotlight Kevin Jopson, managing director of Northern Retail Group and chairman of NBC.

CATEGORY INSIGHT 20 24 32

Sales/Marketing & Brokerage Seasonal Buying Groups Caterfood Buying Group, Caterforce, Country Range Group, NBC & NDN, Sterling Supergroup, Sugro, The Wholesale Group and Unitas Wholesale outline the benefits and services they offer members.

IN A TRIAL FACILITATED BY THE SWA, CREED FOODSERVICE AND UNITED WHOLESALE SCOTLAND FIND THAT ELECTRIC HGVS MATCH OR EXCEED DIESEL PERFORMANCE

Publishing Director Martin Lovell Managing Editor Kirsti Sharratt Contributor Siobhan Kielty Media Sales Manager Clare Phillips Address Winlove Publications Ltd PO Box 366, East Grinstead, RH19 4ZE LinkedIn linkedin.com/in/martin-lovell98419436/ linkedin.com/company/cash-andcarry-management-incorporatingdelivered-wholesaler ISSN 1352-254X

Tel (01342) 712100 Email mail.winlove@btconnect.com Website cashandcarrymanagement.co.uk

SEPTEMBER 2026

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ADDING VALUABLE INSIGHT TO THE WHOLESALE SECTOR

INDUSTRY NEWS

LWC BUYS WIGAN BEER AND KEEGANS LWC Drinks, the UK’s largest independent drinks wholesaler, has acquired The Wigan Beer Company for an undisclosed sum.

shared commitment to supporting customers for the long term. “By combining LWC’s national network and infrastructure with the local expertise and trusted relationships developed by Wigan Beer and Keegans, we will create an even stronger proposition for hospitality operators across both regions.”

Established in 1994, The Wigan Beer Company serves pubs, bars, restaurants and hospitality venues across the North West. As part of the agreement, Wigan Beer’s Keegans wholesale operation in Holyhead has also become part of LWC. The acquisition will enable LWC to enhance its support for customers in the North West and North Wales. For the remainder of 2026, both Wigan Beer and Keegans

WIGAN BEER CO’S ADAM JONES WITH LWC’S EBRAHIM MUKADAM

will continue to operate from their existing sites, ensuring continuity for customers and employees. From 2027, LWC will look to integrate the Wigan Beer operation into its Knowsley and Leyland depots.

Keegans will continue to operate from its Holyhead site for the foreseeable future. Ebrahim Mukadam, managing director at LWC, said: “This partnership reflects our

Adam Jones, managing director of The Wigan Beer Company, said: “We believe this partnership represents a positive opportunity for our customers, colleagues and supplier partners, while ensuring the personal service and relationships that have always been central to our success remain unchanged.”

Praise for CCM Chefs’ Own-Brand Awards The judging of the CCM Chefs’ Own-Brand Awards 2026/27 has been completed. Heading up the judging panel was Andrew Green, chief executive of the Craft Guild of Chefs. He has been involved with the CCM awards since the beginning.

and the judges had their work cut out as there was a record number of entries from a wide range of wholesalers and buying groups. This marks nine years of successive growth since the awards were launched in 2018.

Green said: “The sheer number of entries just goes to prove that people see a value in these awards. They want to win and they want to improve their products – we can see where people have listened to what we have said and

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“The difference between ownbrands and branded products is often minimal, and some are even better.” Green also praised the new award category, Own-Brand Innovator of the Year. “This is a great new concept, the first of its kind I’ve been involved in. It was a chance for us to talk to the people behind the scenes, and it was thoughtprovoking.”

Green was joined on the panel by Jason Gordon, catering manager for the General Medical Council, and Matt Owens, executive head chef of Thomas Franks, who have also been judges since the start. As always, the judging was conducted in blind tastings,

tweaked their products before re-entering them for judging.

JUDGES (L TO R): JASON GORDON, ANDREW GREEN, MATT OWENS

The winners of the awards will be announced at an exclusive awards lunch on Thursday 7 January 2027.

INDUSTRY NEWS

Bestway makes two senior appointments Bestway Wholesale has appointed Steve Keil as director of tactical trading and Josie Swift as head of buying for the foodservice division. Keil joins the company from Booker where he spent nearly 35 years, latterly as director of tactical trading, supporting the buying team. Before starting at Booker as a general manager, Keil spent seven years at supermarket chain International Stores, two years at Leo’s Superstore, and a further five years at DIY chain Do It All in branch management roles.

Commenting on his appointment by Bestway, Keil told Cash & Carry Management: “After 34 great years with Booker, I was looking to pursue new opportunities in brand development and consultancy. However, I

STEVE KEIL

missed the trading aspect so I am delighted to take on the director of tactical trading role at Bestway.” Swift spent four-and-a-half years at Harlech Foodservice, latterly as head of purchasing, before moving to Iceland

JOSIE SWIFT

Foods in her most recent role of category buying manager. Earlier on in her career, she worked for Greene King, Star Pubs & Bars and Spirit Pub Company. Swift commented: “Hitting this level has been a huge personal goal of mine, and stepping into this role is a real career peak. I’m so proud to take a seat at the leadership table and champion female leadership in wholesale. “There is certainly a lot to learn as I settle in, but I am absolutely buzzing to take it all on and drive some serious momentum in the category.”

NBC recruit SCHEME EXTENDED Essentials Birmingham-based wholesaler Vape Supplier Limited (VSL) has joined NBC as the business accelerates its expansion into food and drink. VSL supplies thousands of independent retailers across the UK through its trade app, supported by a nationwide field sales team and next-day delivery service. While the business has built a strong position within the vaping category, significant investment is now being made in its wider FMCG proposition.

Sysco GB has expanded mySysco rewards, with Country Choice customers now able to join those of Brakes and Brakes Catering Equipment in accessing its loyalty offer. Country Choice customers are currently being invited to join mySysco rewards and activate their personalised offers. Once registered, they can earn cashback across more Sysco brands, redeemable as credit, high street vouchers, staff gifts and a wide range of merchandise. Existing Brakes and Brakes Catering Equipment customers, who have already received more than £6 million in cashback, will continue to enjoy all current benefits with the added opportunity to earn

when purchasing from Country Choice. The mySysco rewards scheme – formerly known as mybrakes rewards – has been shaped by customer feedback. Customers told the company that they wanted the scheme to feel personal and deliver meaningful value through cashback rather than points. Sysco plants a tree for every redemption that is made, and more than 133,000 trees have been planted to date.

The Wholesale Group has strengthened its CHEF Approved own-brand portfolio with a new range of store cupboard essentials. Developed specifically for professional kitchens, the range includes rice, breadcrumbs, Mediterranean ingredients, garlic purée, bouillon pastes, nuts and dried fruits. Richard Ellison, own brand manager, said: “We are bringing together a broad range of products that caterers use day in, day out.”

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ADDING VALUABLE INSIGHT TO THE WHOLESALE SECTOR

INDUSTRY NEWS

GREAT PLACE TO WORK FOR THIRD YEAR Pricecheck has been officially certified as a Great Place to Work for the third consecutive year.

has evolved, we’ve remained focused on creating opportunities for our people, investing in development and making sure colleagues feel they have a voice.

The certification is awarded based on anonymous employee feedback and recognises organisations that create consistently positive workplace experiences. The achievement comes during a period of significant growth. Having surpassed £200 million turnover and recorded 12 consecutive years of double-digit growth, the Sheffield-based business has transformed from a specialist wholesaler into an international brand distribution partner working with customers and suppliers in more than 100 countries.

SPAR UK EXCLUSIVE SPAR UK has become the exclusive UK retailer for Gummi Popz candy from the USA. There are two variants – Wild Berry and Citrus Sour – with an rsp of £1.79. Each pack contains three Gummi cups, three Gummi toppers, one bag of Poppin Candy, a gel pen, a promo card and a bonus sticker, and consumers can build their own combination.

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“We’re proud of what we’ve achieved together, but we’re even more excited about what’s still to come.”

While the scale of the business has changed dramatically, its senior team believe that maintaining a strong culture has been equally important. Debbie Harrison OBE, joint managing director, said: “Growth is often measured in revenue, new customers or

market share, but for us, growth only matters if we continue to be a place where people want to build their careers. “Achieving Great Place to Work certification for a third year running tells us we’re moving in the right direction. It shows that as the business

Pricecheck first achieved certification in 2024 and has continued to use employee feedback to shape improvements within the organisation. Over the last three years, the business has introduced changes to employee benefits, communication channels, learning and development opportunities, and employee engagement initiatives.

Internal promotions at JW Filshill JW Filshill has announced two internal promotions as Scott Sutherland takes on the role of regional development manager, based in the north of Scotland, and Jodi Hendry steps up to the position of customer services manager. Sutherland, who was previously a supervisor in the wholesaler’s warehouse operational division, first joined the company at 16, encouraged by his dad George Sutherland who is Filshill’s outbound operations manager. He left Filshill to work for an entertainment company but returned to the business five years ago.

SCOTT SUTHERLAND

JODI HENDRY

Hendry moves from customer service adviser to customer service manager after three years at Filshill, replacing Joyce Johnston who retired after holding the role for several years.

marketing officer Craig Brown said: “It’s important that we recognise hard work and commitment. By developing internal talent, we are showing our people across the business that they can enjoy a long and fulfilling career with prospects to grow and develop.”

Commenting on the promotions, Filshill’s sales &

INDUSTRY NEWS

More retailers and more orders at UWS show United Wholesale Scotland (UWS) has delivered the most successful trade show in its history, with retailer attendance increasing by 34% and sales value rising by 39% compared with last year.

Chris Gallacher, MD of UWS, said: “This was our biggest and most successful trade show to date, and the results demonstrate the strength of the partnerships we have built

with both our retailers and suppliers. “Our ambition now is to build on that momentum. We are seeing strong growth in both

Held in Glasgow, the 2026 Day-Today & usave Trade Show involved 95 suppliers, and orders placed during the event reached nearly £900,000.

Scotland and London and continue to invest across every part of the business, from our depots and delivered operation to the ongoing development of our DayToday and usave symbol groups and our digital.” After the trade show, a Scottish-themed dinner included the 2026 Day-Today awards and supplier awards. The event also marked the debut of Baggsy, the new Day-Today mascot, who will feature at future store launches, community events and depot visits.

UWS has set out ambitions to reach £500 million in sales by 2030, alongside further growth of its Day-Today and usave estate, continued investment in symbol stores, and development of a new depot in 2027.

UWS donated £5,000 each to the Tartan Army Children’s Charity and Sunshine Appeal.

NUNNS’ NEW ROLE

Campaign ambassador

Unitas has announced the appointment of Andrew Nunns to the new role of own-brand senior trading controller.

Castell Howell has named Glamorgan cricketer Asa Tribe as the official ambassador for ‘Growing Healthy Futures’ – an initiative designed to inspire pupils and their families to discover the power of nutritious food.

Nunns joins Unitas from Morrisons, where he spent

14-and-a-half years in buying roles, latterly as senior buyer tenders, negotiation and cost. He has also previously worked as a buyer at Co-op and Poundstretcher. In his new post, he will build on the work already being delivered by the Unitas ownbrand team to further strengthen and grow its ownbrand proposition.

ANDREW NUNNS (LEFT), GURMS ATHWAL, TRADING DIRECTOR

Nunns said: “Delighted to be joining the brilliant team at Unitas Wholesale. Really looking forward to working with colleagues, members and supplier partners and contributing to the continued growth and success of own brand.”

Steff Evans, Castell Howell ESG engagement officer, said: “Asa’s passion for cooking, his appreciation for locally grown Welsh produce, and his commitment to inspiring young people align perfectly with our values.”

The campaign blends creativity, sport, nutrition and hands-on learning. Known for his rising success with Glamorgan and England Lions as well as his commitment to youth development, Tribe will visit schools, take part in interactive sessions and champion the message that nutritious choices can fuel both learning and play.

ASA TRIBE (LEFT) AND STEFF EVANS

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ADDING VALUABLE INSIGHT TO THE WHOLESALE SECTOR

INDUSTRY NEWS

LIVING OUR VALUES EMPLOYEE AWARDS JJ Foodservice has launched its Living Our Values (LOV) Awards, a new initiative to recognise employees who demonstrate the company’s values in their everyday work.

values in action. Judges assess nominations against three criteria: a specific example of clear action, strong alignment with one or more JJ values, and evidence

of meaningful, positive impact. The monthly winner receives £250 added to their salary. Stephen Nicholson, warehouse manager at JJ’s

The awards form part of a wider refresh of JJ Foodservice’s mission, vision and values, introduced as the business continues to grow. The new mission – to offer quality at everyday low prices – is underpinned by four core values: Quality First, Outstanding Service, Trust & Loyalty, and One JJ Family. Colleagues can be nominated by their peers for demonstrating one of the four

THE INAUGURAL WINNER STEPHEN NICHOLSON (RIGHT) WITH NEWCASTLE BRANCH MANAGER MARK HENDERSON

Newcastle branch, has been named the inaugural winner, recognised for Outstanding Service and Trust & Loyalty. Head of HR Joanna Florczak said: “It is a simple idea, but recognition can be incredibly powerful. When people feel appreciated, they are more engaged, more motivated and more connected to the wider business.” In other news, JJ Foodservice has added 20 new vehicles to its 155-vehicle delivery fleet. The latest additions, supplied by long-term fleet partner Isuzu Truck UK, feature three temperature-controlled compartments for chilled, ambient and frozen products.

AI used for supplier data CHRISTMAS HUB Parfetts has partnered with Cerve, the operating system for the food and beverage supply chain, to introduce agentic AI for its supplier data.

makes it time-consuming for the trading team to build a complete picture of supplier activity and to identify changes or opportunities that require attention.

Commercial information from suppliers can arrive in emails, spreadsheets and documents in numerous formats. This

Under the multi-year partnership, Cerve will bring together information from Parfetts’ emails, files and existing systems, giving its trading team one clear view of supplier pricing, promotions, terms and product performance. Suppliers will not need to log in to a new portal, learn another system, or complete additional forms. They will continue to work through their existing channels, and Cerve will interpret the information.

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Booker has launched a dedicated online Christmas hub and guide at booker.co.uk/christmas, featuring menu inspiration and ingredients to support foodservice operators through the busy period. Booker’s 2026 Christmas collection leads with the strapline ‘Make More of Christmas’, and according to the cash & carry operator, newstalgia is the buzzword this festive season – it’s about

balancing familiar favourites and comfort foods with world flavours and contemporary updates. Available under Booker’s own-brand tiers, Chef’s Essentials, Chef’s Menu and Chef’s Premium, the Christmas 2026 range is designed to suit different operator needs, price points and venues, from pubs, bars and restaurants to festive markets, street food stalls and casual diners.

M A E R C E IC FLAVOUR R O F T L I U B SALES

ADDING VALUABLE INSIGHT TO THE WHOLESALE SECTOR

INDUSTRY NEWS

ELECTRIC HGVS CAN MATCH DIESEL Electric heavy goods vehicles (eHGVs) can already match, and in some cases exceed, diesel performance on local wholesale delivery routes, according to a new case study from the Scottish Wholesale Association (SWA), Renault Trucks and contract hire provider Vertellus. The case study found that up to 95% of short and regional journeys are achievable using electric trucks. However, it highlighted that charging infrastructure – especially beyond built-up areas such as Scotland’s central belt – as well as support with building confidence in route planning and incorporating eHGVs into fleets, remains an area where development is needed. The findings come from the Vertellus EV Discovery

Programme, which allows wholesalers to lease 18-tonne Renault Trucks E-Tech D electric HGVs for 12 months at a cost comparable to diesel equivalents. Facilitated by SWA, the trial involved two wholesalers – United Wholesale Scotland and Creed Foodservice – which operated the vehicles in real-world conditions across multiple seasons on multi-

drop delivery routes. Key findings include: • Up to 95% of short and regional journeys are achievable using eHGVs across both operators’ fleets. • The eHGVs consistently matched or exceeded diesel performance in local multidrop operations. • Vehicle range is often underestimated in practice: trial vehicles used just 36% of battery capacity on average,

indicating significant headroom to increase utilisation as confidence grows. • Emissions savings exceeded 50 kg of CO2 per 100 km, equating to 10-13 tonnes annually per vehicle. • Depot-based charging delivered lower running costs than diesel – UWS reported costs around £10-£20 lower per 100 km, while Creed Foodservice estimated an annual saving of £6,630. (Figures are based on February 2026 prices. The cost savings are likely to be even greater following volatility in global energy markets.) • Driver and customer feedback was largely positive, with confidence growing as experience with the vehicles increased. • Charging infrastructure and route-planning remain areas for continued development.

Applications reopened

MEAL SOLUTIONS

Brakes has reopened applications for its ‘Get Set Supply!’ programme, inviting small and emerging suppliers to apply for the next round of the initiative.

Simply Food Solutions – part of Bidfood – has launched Small & Mighty meals.

The programme offers successful applicants a structured 12‑month support package including mentoring, commercial guidance, sales colleague interaction,

sampling opportunities and hands-on help from Brakes’ merchandising and category teams. The aim of ‘Get Set Supply!’ is to give smaller producers a practical route into wholesale and help them scale sustainably, while also bringing fresh ideas and distinctive products to Brakes’ customers. After applications for this round close on 16 October, shortlisted applicants will be invited to attend an innovation session as part of the final selection process.

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Unlike traditional 380g portions, Small & Mighty provides concentrated nutrition in a more manageable format that is

straightforward to prepare. Developed in line with British Dietetic Association (BDA) guidance, each 300g Small & Mighty meal provides at least 20g of protein and 500kcal to support the nutritional needs of patients and residents with reduced appetites. Available under Simply Food Solutions’ new healthcare brand, Tastefull, the range consists of eight frozen Level 4 texture-modified meals: Beef Casserole, Cottage Pie, Fisherman’s Pie, Fish & Chips, Lamb & Mint Sauce, Chicken & Potato Pie, Macaroni Cheese and Sausage & Mash.

INDUSTRY NEWS

Bidfood locks prices and unveils Christmas deals Bidfood has locked prices on almost 200 products for four months and is featuring the deals in a new publication, Price Wise. The wholesaler has also relaunched its publication Marketplace with a bi-monthly format and stronger double-month deals, an improved shopping experience and fresh content to support menu planning.

and a clearer route to shopping offers through Bidfood Direct. The price-lock promotions featured in Price Wise are running until 31 December, and the publication also introduces Chef’s Picks, where

Bidfood’s development chefs share tips on boosting margins, saving labour time, reducing waste, and making products work harder across menus. Meanwhile, Smarter Swaps highlights cost-saving alternatives to leading brands.

Both publications are available in print and as fully shoppable digital editions on Bidfood Direct. Bidfood has also launched its biggest Christmas deals programme in a decade, offering more than 400 seasonal deals to support menu planning, cost control and festive trading. At the heart of the campaign is an expanded Christmas pre-order range, which has grown from 100 to 150 products. Customers who pre-order selected seasonal favourites can also benefit from a further 10% discount against standard Christmas deal prices.

New features include ‘Focus Flavour’, highlighting seasonal ingredients and product recommendations. To make browsing simpler, Marketplace has also been redesigned with fewer adverts

RANGE EXPANDED

Michael Holdsworth

Country Range Group has expanded its own-brand range with several new lines.

Onion Rings, which are claimed to keep their crunch for at least 30 minutes under a heat lamp.

Holdsworth Foods has announced the death of its founder, Michael Ian Holdsworth.

Described as larger and more uniform in size than standard onion rings, the product is made with whole Spanish onions and comes frozen in 10 x 1kg packs.

Holdsworth (pictured) was a well-known and respected character in both the frozen food and foodservice industries, as well as in his local area. He was also a founding member of Fairway Foodservice.

Added to its Signature by Country Range portfolio are three new individual desserts. Supplied frozen, the products are Individual Banoffee Tart; Individual Salted Caramel, Chocolate & Profiterole Dessert; and Individual Deep Fill Passionfruit Tart. Country Range Group has also expanded its seasonings range with the launch of Chip Seasoning, Steakhouse Seasoning, Sriracha Seasoning and Chipotle Chilli Seasoning.

He initially followed in his own father’s footsteps, pursuing a career in butchery. He then went on to study Management before taking on a management position at a local chicken processing firm.

In addition, the organisation has introduced Beer Battered

It was in 1969 that his natural entrepreneurial flair saw him

realise his own business ambitions when he launched Michael I Holdsworth Ltd, selling oven-ready, frozen chickens to local pubs. That developed into Holdsworth Food Services, which grew to be a successful national food distribution business, now operating out of 10 sites across England and Wales, with its headquarters in Derbyshire.

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IN FOCUS

PROUD TO BE PRESIDENT Seeking a better work-life balance, he took up an opportunity to work for PepsiCo in a role that entailed visiting local stores and pulling stock from cash & carries to improve distribution. After about 18 months he spotted an advert for a sales rep role at Booker Fitch. “I thought, I’ve got 18 months’ sales experience taught by a blue-chip company, I’ve got several years’ experience in the hospitality sector, so I applied for the job, and that was when my career in wholesale began.” The Booker Fitch business was sold to Bidvest in 1999 and rebranded as 3663 First for Foodservice and later as Bidfood. When Andrew Selley was appointed CEO, he moved the business model from functional management to general management, and Mack, who was already looking after the sales function in Scotland, added the operational side of the business to his remit.

High-level responsibilities

Jon Mack, business unit director of Bidfood, talks to Cash & Carry Management about his decades in the wholesale trade and his new, additional role as president of the Scottish Wholesale Association. With over 33 years’ experience at Bidfood, Jon Mack is more than qualified to take on the mantle of president of the Scottish Wholesale Association. In fact, his early career also saw him work in the hospitality industry and for PepsiCo’s ‘Impulse Action’ team, giving him valuable insight into the supply chain from both a customer’s and supplier’s point of view.

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On completing an HND in Hotel, Catering & Institutional Management at Queen’s College in Glasgow, he joined De Vere Hotels as a graduate trainee and ended up in the food and beverage side of the business. After a couple of years he moved to London to work for an independent hotel in a customer-facing role. However, the draw of his home city meant that he soon returned, joining the Grand Central Hotel as rooms division manager.

Now, as business unit director, he is responsible for five sites in Scotland: the fully-stocked Glasgow and Edinburgh depots, the Larbert frozen food hub, and the cross-dock depots in Oban and Inverness. He’s also in charge of the Penrith site and the new Durham premises, which opened this year and replaced the Gateshead branch. If that weren’t enough, he now also manages the Campbell Brothers butchery business in Loanhead, Midlothian. In his new, additional role as SWA president, what does he think he brings to the table? “I think I’m pretty organised,” says Mack who turned 60 this year. “I believe in good governance and that we should be effective at what we are trying to do.” He continues: “I bring a lot of sector knowledge but I obviously lack knowledge in the cash & carry side of things. However, I wasn’t a general

IN FOCUS reshaping this sector, and the Association needs to be ahead of that, not catching up with it. That means helping members prepare for what’s coming, spotting the opportunities inside the change, and making sure wholesale has a seat at the table when decisions are being shaped.”

EARLY DAYS AT BOOKER FITCH

manager when they made me one in 2015. I wasn’t a business unit director when they made me one in 2021, and I’d never run a manufacturing business, but they gave me one a few months ago! “I’m a great believer in sitting down with people and listening and learning, and I think I’m an enabler. In my role at Bidfood, I should be taking away barriers and it’s no different at the SWA.” Mack has already had meetings with his predecessor Tom Slaven, retail director of United Wholesale Grocers, and another former president Julie Dunn of Dunns Food & Drinks, as well as SWA chief executive Colin Smith. He will meet the wider team in the coming weeks to learn about their priorities and challenges. He paid tribute to his Slaven for his leadership over the past two years: “Tom is handing over the Association with solid foundations and a strong reputation. I aim to build on that. “I take on the role at a good moment – the Association has real momentum, though the sector itself is facing a lot of change. Our businesses are operating in a tough environment. Costs are high. Margins are under pressure. The regulatory landscape keeps getting more complicated.

Having been involved with the SWA as a member for decades – and for some of that time as one of the organisation’s council members – Mack has a good grasp of how the Association has evolved alongside changes in the wholesale industry. The council exists to support Mack and the SWA team, and has recently been strengthened with three new members: Jackie Watt, sales director at Thomsons Foodservice; Nikki Castley, commercial manager at Cress Co; and Brian Breslin, general manager of Mark Murphy Dole. This takes membership of the council up to 12 people who collectively represent every facet of the wholesale channel. In addition, the SWA’s employees now include Robyn Cooper, member engagement officer.

Opportunity to develop “We’ve therefore got some new blood, so it’s an opportunity for the Association to develop with a slightly different group of people,” Mack points out. He adds: “I would like the council members and the SWA employees to be more visible, better known. The more faces that become recognisable as associated with the SWA, the more accessible we become. A benefit of the membership must surely be for any member to be able to approach different people and seek advice or opinion.”

Mack is not looking to introduce any major changes. “It’s not my job to set the strategy – we have a clear strategy that’s been agreed by the council. It’s my job to point the bus in the right direction. “We have to be respectful of what the members are telling us and dial up in the right places. A significant chunk of what we have to do is in the legislative arena because our voice has to be heard.” He also sees the value in events like the Achievers awards in recognising and rewarding Scotland’s top wholesalers and suppliers, and the annual conference in inspiring and sharing best practice. These events also provide valuable networking opportunities.

Time is more precious “There’s a value to networking, but you’ve got to make it relevant and you’ve got to be conscious of the fact that a lot of businesses are leaner and time is more precious,” he says. He has always believed that Scotland’s wholesale industry should have its own trade body. “Scotland is different from the rest of the UK,” he maintains. “There’s a million reasons. For example, we’ve got a devolved government; we’ve got a supplier network that’s more connected to the wholesalers because there’s less movement of roles in Scotland; and a lot of what we do is impacted by tourism.” He concludes: “I’m proud to take on the SWA presidency and I plan to lead in a fairly straightforward way: listen to members, work closely with Colin, the team and council, and back the direction we’ve already agreed while still pushing to go further where it’s needed.”

“On top of that, technology, sustainability, skills, and changing customer expectations are going to keep

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CUSTOMER CARES

Smaller businesses bask in flourishing summer sales The town comes alive in the summer, when holidaymakers surge to the coast. A customer base that fluctuates so heavily across the seasons presents its own challenges but a decade of interaction with the community is at the heart of this successful business. “Customer service is the key. We have seasonal visitors but we also have our regular customers – many of them elderly – and we know these faces and names and chat to them. I was sitting outside having an ice cream earlier with someone who comes in almost every day,” Zhao laughs.

A personal touch Within the compact store, Zhao has designed everything to be inviting, personal and accessible. A quaint storefront display draws passing attention and encourages footfall. “I add something outside every year,” Zhao explains. “Last year we had a Slushie machine but with the price of electricity now it just isn’t worth it. There are stores spending tens of thousands on energy bills now.”

A retailer and a pub landlord talk about running a smaller business that serves the community, the challenges they face and the support they need from their wholesalers. By Siobhan Kielty. There is no denying that today’s economic climate is a tough one for independent convenience retailers, particularly with new grocery chain convenience stores popping up regularly. There are several strategies that these businesses may choose in their attempts to survive among fierce competition. In Frinton-on-Sea, a small town in north Essex, Dr Tien’s Convenience Store sits on the outskirts. The shop is a compact space but has flourished as a family business under the ownership of Kun Zhao over the past 10 years. “We don’t have room for a lot as we are just a small

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The store caters to customers who appreciate the interaction that comes free with every sale. For a town that prides itself on tradition, this approach to retail is the key to continued success.

store,” she explains. “We use Booker and they generally have everything that we need in stock. They let us know about promotions and I also read the trade press to keep up to date with trends and information to help the business.” The convenience retailer has prioritised snacks, confectionery and chilled soft drinks for holidaymakers, as well as offering add-on services that encourage footfall. “We offer parcel delivery and collection, which is very popular. It also helps as people popping in often pick up and buy something while they’re in the shop,” she continues.

CUSTOMERS RECEIVE FRIENDLY SERVICE

CUSTOMER CARES regulars started doing things for us, such as a sweepstake, which everybody liked,” she continues. She’s also expanded the outside space. “Summer went well – we put a few ciders on, which people were trying. And now we’ve got the outside done, people have enjoyed sitting out there.”

A SPACE TO CELEBRATE

Starting small In the village of Great Bromley in Essex, The Snooty Fox pub has been reinvigorated by Traci Knowles. “The pub had been closed for several months and we started off with very few customers,” says Knowles. “Because we didn’t have anybody else to run it, we decided to run it ourselves. Getting people back in after the pub was shut and getting the word out was difficult.” She stuck with it and after some staff changes the clientele started to grow. The pub is situated in close proximity to two established premises with a strong food offering, so Knowles made the decision to keep The Snooty Fox as drinks only while they grew their customer base.

The pub is also attracting custom by hosting live music acts. Knowles has also introduced a loyalty card, which has proved to be very popular and has encouraged repeat custom. “Everyone loves something for nothing,” she says. “It’s nice to give something back to people. And it has helped us – people do come in and get their cards out.” Although there isn’t yet enough traction for the pub to take advantage of the bigger promotions available to larger establishments, Knowles has recently benefited from changing beer suppliers. “Our previous company never gave us anything and were never there at the end of the phone. Now we feel with Greene King we have a relationship and we can just phone them up, so that helps,” she explains. The local wholesaler is Booker, which Knowles uses largely for the snacks side of the business. A savvy purchaser, she compares prices online between wholesalers before buying stock.

Again, the size of the business means that some of the retailer incentives are unavailable to them because of minimum spend requirements. “We buy spirits when they’re on offer but we don’t buy enough to get anything back so it’s mainly just snacks,” she says. Although she is alerted to promotions through the wholesaler’s website, there can be the frustration of limited stock availability when making a trip.

Social connection During the conversation with Knowles, we sporadically paused as she greeted arriving customers (and their dogs) by name and chatted to departing regulars. There was a birthday to prepare for that evening. “This is a great spot for a party – we’ve had quite a few of them,” she says. For small businesses such as Dr Tien’s Convenience Store and The Snooty Fox, a loyal customer base is essential. They can’t compete with the sheer volume of larger retail and licensed spaces, nor can they access some of the discount deals that bigger spenders can benefit from. They accept this; what they need from their wholesaler is full stock availability. These are the retailers and operators who continue to serve the community when the economic climate is uncomfortable. They should be lauded as such.

“We didn’t want to go into competition with them so that’s why we decided on being a ‘wet pub’ for the moment,” she explains. This may be revisited in the future but the plan is to tread cautiously and play to the pub’s strengths while they build the business back up. “We’re thinking about it but we’re finding that a lot of food places are turning into wet pubs. There’s extra staff to pay on the higher minimum wage and other costs with food.” The World Cup and a sunny summer increased footfall. “We had some entertainment in, and a couple of

16 I SEPTEMBER 2026

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SPOTLIGHT

Kevin Jopson, managing director, Northern Retail Group What has been the biggest challenge you have faced? In 2019 I was made redundant and in 2022 I lost my younger brother to cancer. He was only 40. It was a period when I felt I’d lost my identity but I’ve always believed that when one door closes, another opens. I chose to take a risk and started my own business. I’ll never get over losing my brother, but I hope he’d be proud of where I am today.

ROCK STAR AMBITION What have been your biggest achievements? Starting my first sales role with Orange (now EE) was a big one. I was in my early twenties when I was given the opportunity to manage my own store, which meant moving from Liverpool to Cheshire. Another major milestone was starting my own business, Northern Retail Group. Going from being employed to selfemployed was a huge step, but it gave me the opportunity to build something of my own and, importantly, I now have the opportunity to give other people the same chance I had at the start of my career. Outside of work, my greatest achievement has been building my family. Having my daughter after going through IVF was a real-life miracle and it taught me resilience on another level. Who has been the biggest inspiration to you? Professionally, Gerry McCabe, an area manager I worked with at Tesco. He was a tough guy, but he taught me so much: the importance of detail, discipline and encouragement. Most importantly, he saw something in me and believed in me. My second inspiration is my wife. She has stood by me, supported our family and encouraged my ambitions, all while building a career of her own.

18 I SEPTEMBER 2026

Finally, someone I’ve listened to for many years is the late Jim Rohn [American entrepreneur and author]. He has a brilliant way of putting life into perspective. What were your ambitions when you were growing up? A rock star! I first picked up a guitar at a friend’s house when I was 12 and fell in love with it. My parents bought me my own electric guitar and I taught myself to play, practising every night. I learned that if you’re passionate about something, you have to put the work in. What are your interests outside of work and how do you maintain a work-life balance? I’m a firm believer that you need to look after yourself if you want to look after others to the best of your ability. So, in my spare time, I put a real focus on my wellbeing. I enjoy going to the gym, running and picking up the guitar. I’m also a huge Liverpool supporter! How would you describe your personality? Energetic, driven and resilient, but I also don’t take myself too seriously. I love humour and believe it can keep people going. I’m also someone who isn’t afraid to speak to anybody. I enjoy meeting people and building relationships and that’s reflected in how I do business. For me, trust is everything.

What is your favourite film, book and song/piece of music? Film: The Shawshank Redemption. Book: The Heroin Diaries by Nikki Sixx. Music: I couldn’t pick one Guns N’ Roses song, but Appetite for Destruction is definitely my album of choice. If you won a holiday, where would you go and who would you take with you? I’d take my family to Bora Bora in French Polynesia. Anyone who’s seen Couples Retreat with Vince Vaughn will know why. It looks like the perfect place to switch off and spend quality time together. What would people be surprised to know about you? From my mid-teens into my early twenties, I played lead guitar in a rock band and had long hair down to my waist!

Leap into entrepreneurship After leaving school, Kevin Jopson took on small sales roles before joining Orange, selling mobile phones. His success led to him overseeing stores across Cheshire, Manchester and Wirral. He was then headhunted by Tesco, where he managed numerous stores and progressed into group coaching roles. After 15 years with Tesco, he was made redundant in 2019 and took the leap into entrepreneurship, founding Northern Retail Group, where he is MD. He is also chairman and member director of National Buying Consortium (NBC).

stock the #no1 water brand in away* from home

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SALES/MARKETING & BROKERAGE

VISIBLE RESULTS “By consolidating multiple brands into a single order, customers benefit from fewer deliveries, simplified administration and more efficient purchasing, all supported by one dedicated sales contact who understands their business.” Day believes that in today’s market, agility is essential. “Our dedicated demand management team works proactively to minimise the impact of freight volatility, supply delays and wider supply-chain disruption,” he explains. Robinson Young works closely with its brand partners to ensure that customers have the right core ranges, in the right formats, at competitive prices without compromising on quality.

Wholesalers and brand owners need to have a strong relationship. When a little extra help is needed, category experts such as Robinson Young can be invaluable. The company specialises in non-food FMCG brands and has more than 50 years of experience to draw on in the wholesale channel. Representing brands such as Simple, Bristows, Got2b, Bodyform, Dylon, WaterWipes, Wright’s, Oust, Soft & Gentle, Bloo, Colour Catcher, Riemann P20, Live, TENA Lady, Vosene, Witch, Schwarzkopf, Cuticura, Pro:Voke, TENA, Cidal and Caterpack, Robinson Young enables these brand owners to flourish in the challenging wholesale sector. The business has a firm foothold in the cash & carry/delivered wholesale trade, which “remains a cornerstone of Robinson Young’s business”, according to Kevin Day, head of brand & commercial partnerships. “It’s been at the heart of what we do for more than 50 years and continues to be a key growth channel for both Robinson Young and the brands we represent.” The company is ideally positioned to help non-food FMCG brands grow within the wholesale channel. “Our role goes beyond distribution. We work as a commercial growth partner, helping brands to build the right wholesale strategy, secure distribution and drive sustainable sales growth,” Day continues.

One example of its success is the relaunch of the Bloo range. Bespoke wholesale case labelling improved visibility across depots and helped secure significant distribution gains. Some depots recorded rate-of-sale increases of more than 100%, and following that success, Robinson Young is rolling out the approach to additional Henkel brands, including Got2b.

Frequent depot visits A ‘feet on the ground’ approach ensures that clients are robustly represented in the channel. “Our team completes more than 400 depot visits every month, ensuring brands are visible, available and actively supported at depot level across the wholesale channel,” Day reports. He adds: “We’re continuing to invest in the insight, people and field resources needed to support both customers and brand partners. This includes developing joint annual business plans with key buying groups, increasing our field sales presence, encouraging brand owners to develop wholesale-specific formats such as PMPs, and investing in a new ERP platform to improve speed, accuracy and customer service. “Combined with continued investment in logistics and market insight, these initiatives will help drive sustainable growth for both our customers and brand partners.”

“Our specialist team combines market insight, category knowledge and channel expertise to turn strategy into execution, delivering measurable results for brand owners and wholesalers.” Robinson Young has channel-specific strategies to best serve its client base: “Our low minimum order values across a broad portfolio enable customers to trial new products without significant investment, helping brands secure faster distribution while providing detailed sales insight,” says Day.

20 I SEPTEMBER 2026

BRIDGING THE GAP BETWEEN SUPPLIERS AND WHOLESALE LEADERS

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SALES/MARKETING & BROKERAGE

DRIVING GROWTH SHS Sales & Marketing has achieved significant results in wholesale for its clients. “Across an increasingly competitive UK food and drink market, SHS Sales & Marketing remains one of the leading forces, bringing expertise, insight and experience to brand owners, cash & carry operators and the retailers they serve,” says Andrew Freestone, managing director. “Representing numerous leading brands, SHS combines a deep understanding of wholesale dynamics with evidence-led strategies designed to accelerate growth and visibility across the UK. Our focus is not simply on securing listings, but on ensuring brands stand out, perform effectively and build sustainable loyalty.”

Insight into action The company’s clients benefit from extensive knowledge of category management along with an understanding of convenience-specific challenges. “At SHS we operate across numerous categories that are vital to a strong, holistic wholesale offer, including medicines and healthcare, confectionery, household, ice cream, hot drinks and grocery. Our extensive portfolio includes Fox’s Burton’s Biscuits, PG Tips, Gaviscon, Nurofen, Lemsip, Vanish, Nivea, Sensodyne, Terry’s Chocolate Orange, Mars Ice Cream & Milks and Marigold,” says Freestone. Recent successes include its work with Bestway to improve performance in the medicine category. “We identified two barriers limiting medicine sales in depot: plain brown outer cases that reduced standout, and larger case sizes that made some purchases less accessible for retailers,” he explains. By presenting clear evidence to the brand owner, SHS helped unlock practical changes: smaller case sizes for Nurofen and Strepsils, plus more impactful branded outer packaging for Gaviscon and Nurofen for Children. As a result, in the first 14 weeks of 2026, total medicines volume sales in Bestway grew

22 I SEPTEMBER 2026

by 16% year on year. “The impact was felt across the supply chain: wholesalers and retailers captured additional value, while Reckitt grew its Bestway category share by two percentage points in both volume and value,” he says. SHS also helps customers to respond quickly to changing consumer demand. “During a glorious summer, our team has worked to ensure wholesalers are prepared with the ice creams and frozen treats their customers want. Initiatives have included creating an online Mars Ice Cream store on Eden Farm Hulleys’ website and developing branded Snickers and Tru Fru vehicle livery on behalf of Eden Farm Hulleys and Consort Frozen Foods,” reports Freestone. “These activations quite literally drive awareness beyond the depot, while coordinated support including promotional features, in-depot point-of-sale material and online advertising helps customers convert visibility into sales.”

Service beyond sales The reason depots and brand owners trust SHS is its ability to combine specialist wholesale expertise with strong cash & carry relationships. “We translate detailed channel insight into focused, commercially relevant solutions. For brand owners seeking greater presence and sales, and operators looking for informed strategic support, SHS offers far more than a route to market. Our capabilities span sales, commercial strategy, technical support, logistics and distribution, helping turn brand potential into sustainable growth,” he says. “Every partnership is tailored by combining the reach and capability of an established market leader with the agility demanded by a fast-moving sector. SHS provides joined-up support from market access and positioning through to activation and execution. The result is stronger relationships, better-informed decisions and brands equipped to perform throughout the wholesale and retail supply chain.”

BRIDGING THE GAP BETWEEN SUPPLIERS AND WHOLESALE LEADERS

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SEASONAL

FESTIVE TRICKS The WKD range of RTD cans and bottles is a natural fit for the period. “Confectionery, soft drinks, snacks and decorations will always play a significant role, but alcohol is another essential category retailers will be looking to maximise as younger adults celebrate Halloween more than any other age group,” says Bell. “RTDs are particularly well suited to the occasion because they combine convenience with flavour, colour and fun. They’re ready to drink, easy to share and require very little preparation, making them ideal whether consumers are hosting a house party, enjoying pre-drinks before heading out or simply getting together with friends at home. That creates a significant opportunity for wholesalers to ensure customers have access to a strong RTD range, one of the fastest-growing sectors in alcohol, delivering almost 14% value growth over the last year.”

For retailers, now is a vital time for incremental sales. Halloween is growing in popularity, while Christmas offers reliable profit opportunities from early shoppers through to last-minute spend.

Bell adds: “Halloween remains one of the biggest recruitment opportunities of the year for WKD, helping us attract new consumers to both the brand and the wider RTD category. To support depots and their customers, we’ll be investing in a significant integrated marketing campaign spanning social media, influencer partnerships, experiential activity, YouTube, video-on-demand and out-of-home advertising.”

The upcoming seasonal opportunities are a calendar highlight for retailers. Ranging and merchandising needs to take into consideration the growing popularity of Halloween social occasions for adults as well as children, along with a reliable consumer appetite for Christmas.

Coca-Cola Europacific Partners has built on its established connection between the Fanta brand and Halloween with a limited-edition ‘Horrorverse’ range. This includes five scary characters that feature on Fanta Orange and Orange Zero Sugar, Fanta Lemon, Fanta Fruit Twist and Fruit Twist Zero Sugar, Fanta Grape and Fanta Mango.

For example, sweets last year generated £207 million in the four weeks leading up to Halloween, up 1.5% year on year, while Christmas sweets reached £548 million in the 12 weeks to 27 December 2025, growing by 2% in value and 0.3% in units (Circana).

The packs will be supported by a multi-million-pound marketing campaign that includes paid social media, influencer, digital, out-of-home advertising and experiential activations. PoS materials are available for retailers to create some spooky seasonal theatre.

Halloween opportunities

“We’re confident the campaign will help retailers create excitement, drive footfall and boost sales,” says Rob Yeomans, vice-president, commercial development.

SHS Drinks advises wholesalers to ensure that their customers are able to obtain the stock and PoS materials necessary to maximise sales opportunities in good time. “Spend is increasingly focused on social gatherings, house parties, nights in with friends and shared moments at home, creating significant opportunities across the channel for retailers who plan early and create engaging in-store activity,” says Scott Bell, marketing director. “Therefore, deports have a key role to play in helping to ensure retailer can maximise the Halloween opportunity and meet the needs of shoppers looking for fun, easy-to-buy products that bring the occasion to life.”

24 I SEPTEMBER 2026

BRIDGING THE GAP BETWEEN SUPPLIERS AND WHOLESALE LEADERS

BUY ANY CASE OF NESCAFÉ QUALIFYING PRODUCTS, FOLLOW THE STEPS AND ENTER FOR A CHANCE OF WINNING

ALSO ENTER THROUGH NESCAFÉ ICED RANGE

PURCHASE A CASE OF NESCAFÉ QUALIFYING PRODUCTS TEXT ‘CASH’ AND THE LAST 4 DIGITS OF YOUR PRODUCT BARCODE TO 80800 RETAIN A COPY OF YOUR PROOF OF PURCHASE Text ‘CASH’ to 80800 together with the last four digits from a qualifying case of NESCAFÉ product for a chance to win £1,000. 12 PRIZES AVAILABLE TO BE WON* in 12 weekly draws. *T&Cs apply. Mobile phone required. Open to Wholesale managers/Convenience Store Owners in UK only. 1 prize of £1000 available to be won each week (12 weekly draws in total). Purchase of one of the qualifying products required to enter (retain receipt). Each entry requires a separate unique case purchase by Wholesale managers/Convenience Store Owners. Max. one prize per business. Text entries are free. Enter only during the relevant week between 00:01 on 28.09.26 to 23:59 on 20.12.2026. Abridged Terms and Conditions: UK Wholesalers customers & Convenience Store Owners, 18+ only. Normal exclusions apply. Employers/employee consent required to participate. Weekly draws open between 28.09.2026 to 20.12.2026. Purchase a qualifying case of NESCAFÉ AZERA Americano 6x75g £4.49 PMP; NESCAFÉ Gold Blend 6x95g £4.79 PMP; NESCAFÉ Gold Blend Decaf 6x95g £4.79 PMP; NESCAFÉ Classic Original 12x50g £2.49 PMP; NESCAFÉ Classic Original 6x95g £4.19 PMP; NESCAFÉ Classic Original Decaf 6x95g £4.19 PMP; NESCAFÉ Original 2IN1 11(6x9g) £1.00 PMP; NESCAFÉ Original 3IN1 11(6x16g) £1.00 PMP; NESCAFÉ Original 3IN1 Caramel 11(6x16g) £1.00 PMP; NESCAFÉ Latte Caramel 7 Sachet 6x119g £2.49 PMP; NESCAFÉ Cappuccino 7 Sachet 6x108.5g £2.49 PMP; NESCAFÉ Latte 7 Sachet 6x126g £2.49 PMP; NDG Flat White 12 Pods 3x140.4g £3.99 PMP; NDG Cappuccino 12 Pods 3x139.8g £3.99 PMP; Nescafé Iced Coffee Espresso Concentrated Caramel Flavour 6x500ml; Nescafé Iced Coffee Espresso Concentrated Vanilla Flavour 6x500ml; Nescafé Iced Coffee Espresso Concentrated Unsweetened 6x500ml; Nescafé Iced Coffee Caramel Flavour Latte 6x750ml; Nescafé Iced Coffee Latte 6x750ml; Nescafé Iced Coffee Latte 12x250ml £1.49 PMP; Nescafé Iced Coffee Caramel Latte 12x250ml £1.49 PMP; NESCAFÉ AZERA Americano 6 x75g PMP £3.99; NESCAFÉ Original Decaf 6 x 95g PMP £3.89; NESCAFÉ Original 6 x 95g PMP £3.89; NESCAFÉ Gold Blend Decaf 6x95g PMP £4.39; NESCAFÉ Gold Blend 6 x 95g PMP £4.39 from a participating wholesaler and text, the word “CASH”, and the four last digits from the barcode of a case of a participating product (each entry must be a new purchase), to 80800 to be entered into the relevant weekly prize draw for a chance to win. Participants must retain a valid till receipt/invoice showing the purchase of a qualifying product during the stated promotional dates for each entry. 12 prizes of £1000 (payable as a BACs transfer) available to be won in total across the 12 weeks of the promotion (1 prize available per week). Texts should be free of charge to send but participants may wish to check with their service provider if in doubt. There are no restrictions on entries, but participants must ensure each entry is supported with a new till receipt/invoice showing the unique purchase of a qualifying product made during the promotional period. However, a maximum of one prize win per business. Visit https://www.nescafe.com/gb/campaigns/retailer-win-2026/terms for more details and full terms and conditions.Promoter: Nestlé UK Ltd, Nestlé House, Haxby Road, York YO31 8TA.

SEASONAL “Halloween is a huge opportunity for retailers and Fanta has a strong track record of helping customers make the most of the occasion through impactful campaigns and eye-catching packs.”

‘Opportunity to bring theatre into store’

American-inspired autumn flavours are behind the new launch from Fox’s Burton’s Companies. Limited-edition Fox’s Chocolatey Pumpkin Spice Indulgent Creams feature a cinnamon-ginger cream centre with a chocolate-coated shortcake biscuit. Pumpkin Spice is a flavour that resonates with shoppers during the Halloween period. To help the trade drive Halloween sales this year, Haribo has launched Haribo Sour Bats, available in 140g sharing bags and price-marked packs. A channel exclusive, the new product is designed to bring a punchy sour twist to the seasonal fixture. Haribo Sour Bats join Haribo Bone Shakers as well as the Starmix Pumpkin Bumper Box and MAOM Halloween Mixx share bags, which both rank among the top five Halloween-themed SKUs in symbols & independents (IRI/Circana).

World of Sweets has unveiled its Halloween and Christmas confectionery range for 2026, available through Hancocks, World of Sweets and Bobby’s Foods. The Candy Realms brand has several additions this year. For Halloween, there are Jelly Pumpkins and Choco Skulls. A further novelty option is Mallow Pops, featuring pumpkins, skulls and gravestones. All have an rsp of £1. For Christmas, Jelly Candy Canes and Christmas Candy Lollies provide affordable treating at a £1 price point. There are also Christmas Gummies and 50p Festive Gummy Pops. Bonds is also tapping into the £1 appeal with Choco Stars. Also new are Festive Mallows at £1.25 rsp. More festive novelty appeal comes from the Elves Behavin’ Badly range, including 5D Peelable Gummies, comprising gummy cubes with a character hidden inside, alongside a Reindeer Poop Prank Bag of cola-flavoured jelly beans.

Consumers and Christmas Building on the success of previous seasonal NPD, Red Bull will introduce a new limited-edition festive flavour – Red Bull Winter Edition – at the end of September. Demand is clear: the brand has delivered year-on-year double-digit unit growth each Christmas for the past three years (NIQ).

Licensed partnerships include festive options from PEZ and Anthon Berg, plus NPD from The Traitors confectionery range. “Seasonal confectionery gives retailers a real opportunity to bring newness and theatre into store. Shoppers still want great value, but Halloween and Christmas are also occasions when fun, novelty and gifting become much more important,” says Kathryn Hague, group head of marketing.

“Once the core range is covered, seasonal NPD can help wholesalers add excitement and drive impulse purchase,” says a Red Bull spokesperson. “The annual Red Bull Winter Edition has become a highly anticipated launch that can bring standout appeal to any festive depot fixture.”

As an initial craft beer offering, the company advises starting with its top two products, Punk IPA and Hazy Jane New England IPA 4 x 330ml can multipacks – now available as PMPs.

According to BrewDog, while summer is still the peak beer season in impulse, Christmas is gaining share, with festive beer sales across the channel reaching 25% in 2025 (Circana). “Wholesalers can use this seasonal uplift to support retailers in becoming a go-to destination for local shoppers by prioritising availability, festive PoS and strong secondary sitings that capture increased Christmas traffic,” advises Georgia Ladbrook, shopper marketing manager.

Mars Wrigley is expanding its seasonal offering with a new selection pack.The Snickers & Friends Selection Box contains Snickers, Twix, Mars and Snickers Creamy Duo bars, and is the first Snickers-led gifting proposition. Catering to festive sharing – a popular and lucrative indulgence in the weeks leading up to Christmas – there is NPD from the Crispy M&M’s Santa range. Joining last year’s offering is Crispy M&M’s Mini Santas, a small sharing bag of Santa-shaped pieces.

26 I SEPTEMBER 2026

BRIDGING THE GAP BETWEEN SUPPLIERS AND WHOLESALE LEADERS

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©2026 The Coca-Cola Company. FANTA is a registered trademark of The Coca-Cola Company. Ghost Face is a registered trademark of Fun World Div., Easter Unlimited, Inc. ©1999. All Rights Reserved. Ghost Face protected under worldwide copyright registration, and is the exclusive property of Fun World Div., Easter Unlimited, Inc. All Rights Reserved. Source: Nielsen, Total Coverage, value sales, 52 weeks MAT to 11.07.2026.

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SEASONAL “By pairing classic, trusted British quality with sharp, trend-led trade support, we are ensuring our wholesale and C&C partners are fully equipped to capture maximum value this Christmas.” Lotus Foods is launching a limited-edition festive range for its Biscoff biscuits. The three-strong range features a snowman, Santa and reindeer design in both original and chocolatecoated variants. These are available in multipack formats – eight twin-packs (original) and four twin-packs (chocolate). The launch is supported by PoS materials including gondolas, free-standing display units and in-shelf communication.

WALKER’S NONSUCH PROTECTS SHOPPERS FROM SHRINKFLATION

Walker’s Nonsuch is aligning its late 2026 strategic roadmap directly with key consumer insights to recruit both core loyalists and next-generation shoppers. With a majority of UK confectionery buyers seeking nostalgic flavours, Walker’s core classic lines (such as English Creamy and Treacle Toffee) remain category powerhouses. To tap into new taste trends, the brand is exploring modern twists on classic profiles, blending familiar, nostalgic comfort with subtle global influences. Tropical and fruit-inflected profiles are seeing strong growth among younger shoppers. For example, Walker’s 150g Banana Split Eclair bags are generating strong sales. Meanwhile, to protect against ‘shrinkflation’, Walker’s maintains a strict commitment to product integrity. By refusing to reduce pack weights or compromise on ingredients, the brand ensures consumers continue to receive honest value for money, driving repeat purchases and trust across wholesale depots. Alan Staniford, UK sales director, highlights the brand’s strong foundation heading into Christmas 2026: “With a long history of British sweet-making, Walker’s remains a steadfast favourite in the sugar confectionery category. In-home sweet treats continue to represent a substantial market, with the majority of consumers indulging at home every week.

In addition, Lotus Biscoff features festive activity with Cadbury Dairy Milk from Mondelez International. Cadbury Dairy Milk Biscoff Filled Centres joins the brand’s festive self-eat range. The NPD combines Cadbury Dairy Milk chocolate with crunchy Biscoff spread and is available in singles and three-packs. In the sharing segment, new Cadbury Dairy Milk Biscoff Pouch combines bite-sized treats of Dairy Milk chunks and Cadbury Dairy Milk Biscoff chunks. “This Christmas, we’re extending our successful partnership with Lotus Biscoff even further for those sharing or big night in occasions,” says Gabriella Sargeant, junior brand manager, Christmas. Also new from Mondelez is the Cadbury Dairy Milk Smash Bauble. Consumers can smash open the bauble to reveal Buttons or Freddo faces inside, boosting shopper excitement. This joins seasonal favourites such as Cadbury Dairy Milk Coins, now available in clip strips to prompt impulse purchasing. There is also support for retailers with the chance to host their own Secret Santa Postal service. A competition is running until 18 October on SnackDisplay.co.uk, and three retailers will receive everything they need to host their own event, including 150 Cadbury Dairy Milk 100g tablets, envelopes and postage as well as in-store posters to promote the event. “This year we are giving retailers even more opportunities to drive incremental sales this winter, with innovations driving excitement,” says Sargeant. “Our range of seasonal products allows shoppers to choose the right festive snack or gift for their occasion.”

“Crucially, shoppers are willing to pay a premium for indulgence products over everyday food, making quality confectionery an essential driver of high-margin retail basket sizes during the festive season.” To support delivered wholesalers and cash & carries through the peak trading period, Walker’s is focusing trade support on high-impact merchandising and festive display opportunities. The company’s iconic hammer packs, dedicated gift boxes, and traditional 1.25kg jars provide ideal festive options for wholesalers. “Delivering eye-catching visual disruption, these high-margin lines are tailored to drive strong off-shelf sales throughout the Christmas period,” says Staniford.

28 I SEPTEMBER 2026

BRIDGING THE GAP BETWEEN SUPPLIERS AND WHOLESALE LEADERS

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PRODUCTS & PROMOTIONS BRIDGING THE GAP BETWEEN SUPPLIERS AND WHOLESALE LEADERS

New distributor

Blue Flash

Collaboration

Primo Foods has been appointed master distributor of the Trolli confectionery brand in UK wholesale and convenience. The agreement with Mederer UK supports the ambitions of the Trolli brand for the UK following the opening of its UK office in 2026. The brand claims industry-first inventions including the gummy worm, gummy burger, and its 2025 TikTok sensation, 3D filled eyeball gummies.

Coca-Cola Europacific Partners (CCEP) has announced the launch of Monster Nitro Blue Flash. The new variant combines the Monster Energy blend with a blueberry flavour. It builds on the success of the Nitro range, which was introduced two years ago and is now worth £8.7 million (NIQ). The energy drink comes in 500ml single cans. PoS material is available to back the launch.

Ritter Sport and Haribo have joined forces to create Ritter Sport x HARIBO Balla Bites – a limited-edition 100g chocolate block combining Ritter Sport's signature milk chocolate with the fruity chew of Haribo Balla Bites. Supporting the launch is the ‘Happiness Squared’ messaging, developed around the insight that consumers are increasingly seeking small moments of joy in their lives.

Two additions

Strong launch

PMP duo

Nestlé has added two new variants – Milk Chocolate and Brownie – to its KitKat sharing bar range. KitKat sharing bars are now the fifth best-selling sharing bars brand in convenience, having hit £18.4 million in value (Circana). The new additions join Hazelnut, Salted Caramel, Double Chocolate and Cookie Dough variants and are available as £1.50 PMPs and non-price-marked bars.

Aston Manor has expanded its Knights range with Knights Premium Pear Cider. The new 8.4% ABV drink is made with 85% pear and 15% dessert apples, has a medium-sweet taste, and contains no artificial colours, flavours or sweeteners. It is also naturally gluten free. The product is supplied in 24 x 500ml cases, and PoS is available to enhance visibility in store.

Kellanova has expanded its Cheez-It range for the convenience channel with a 65g £1 price-marked pack – a format designed to drive impulse sales at a more competitive £1 price point. The PMP is available for the brand’s Cheese & Smokey Bacon and Double Cheese flavours. PMPs now account for 80% of singles value sales in independents and symbols (NielsenIQ).

30 I SEPTEMBER 2026

BUYING GROUPS

CATERFOOD BUYING GROUP Phil Atyeo, managing director How is Caterfood Buying Group presently performing? We’re demonstrating growth in both profit and sales, although maintaining that sales growth is becoming more competitive. Consequently, we’re managing costs more carefully than before. How are you helping your members deal with current market challenges? Delivering genuine value will always remain steadfast, even during a downturn. Our focus is on ensuring our members and teams deliver that value through service, support, and product. Own-brand growth is important to us, but it is the quality of our own brand, Caterfood Collection, that underpins our success. What have been your group’s most recent developments? We have adopted technology and AI, but with a clear purpose: to improve the customer experience, not to replace personal service. It is an extra way to engage, not a substitute. Our approach is to use and offer AI services as a tool to boost both operational and customer service enhancements, not solely to save money. Which services offered by your group have been most used by your members during the past few months? Structured tender support has been particularly in high demand, especially for our larger and more complex customers

year, our Annual Conference is in December, and a new format trade show will debut in Spring of 2027. We also support a series of local trade events organised at the member level in the Spring and Autumn. We also recently supported a regional craft beer and cider festival – backing independent producers aligns with our core values.

and GPOs. This also aligns with our technical team providing support on nutritional information and allergen controls, including our increasing commitment to reducing our carbon footprint. We now have a clear plan to address this. We also offer meaningful technology and marketing support to members so they can adopt e-commerce and digital tools without becoming experts or relying on third-party agencies or consultants. We guide, train and support members’ teams as part of our Central Team’s purpose to assist and help the individual businesses grow and compete. Crucially, how quickly and to what extent they adopt these tools and guidance is always a decision made by the members themselves. What member events do you have coming up? Caterfood Buying Group hosts several Meet the Buyer events throughout the

What are your plans and targets for the next six months? We don’t naturally think in six-month cycles, we work towards a five-year plan. That said, we expect a buoyant second half of the year. Our Group Purchasing Organisations (GPO) business is a key focus, although that’s entirely in addition to the excellent work our independent sales teams continue to do. We’re also engaging in active discussions with potential new member wholesalers. We won’t be rushed – strategic and cultural fit is far more important to us than growth for its own sake. What is your group’s USP? We are a group of independent wholesalers working harmoniously as one, where each member both contributes to and benefits from the collective. Unlike a traditional, transactional buying group, we are genuinely interdependent in our working methods and ethos. One member’s success strengthens the entire group. That mutual commitment to supporting each other is what sets us apart.

Website: caterfoodbg.co.uk Number of members: 7 Combined member turnover: TBC New members this year: TBC Own brands: Caterfood Collection: Caterfood Premium, Caterfood Select and Caterfood Essentials, with an additional tier to be announced soon.

32 I SEPTEMBER 2026

“Being part of Caterfood Buying Group has been fundamental to how we’ve grown. It’s given us the scale and support to develop a genuinely distinctive own-brand offering, and when we overhauled our systems – moving onto Qnetex and launching our MyThomas Ridley e-commerce platform – the group’s support made a complex transition far smoother than we’d have managed alone.” Jon Marlow, MD, Thomas Ridley Foodservice

EVERY INGREDIENT TELLS A STORY. WE’VE SELECTED THE BEST ONES

Every product in Caterfood Collection earns its place through blind taste testing; judged solely on flavour and performance. We believe our own brand should do more than fill a gap in pricing: it should provide a canvas for chefs to create. That is the standard behind every product in The Caterfood Collection. CATERFOODBG.CO.UK/CATERFOOD-COLLECTION

BUYING GROUPS

CATERFORCE Gary Mullineux, managing director How is Caterforce presently performing? Caterforce continues to strengthen its position as one of the UK and Ireland’s leading independent foodservice buying groups. We support 10 independent wholesale businesses delivering to more than 50,000 customers, placing us firmly alongside some of the largest national players while retaining the agility and service excellence that only independent businesses can offer. Membership has grown over the past year too. How are you helping your members deal with current market challenges? Our central team provides ongoing industry expertise, including extensive marketing services to strengthen members’ brand proposition, alongside support across IT, data and e-commerce to ensure members have the tools, platforms and insight to operate efficiently in a fast-evolving digital landscape. We also help members optimise their core range and identify new product development opportunities through supplier engagement, market insight and collaborative discussion forums. What have been your group’s most recent developments? As Caterforce celebrates its 35th anniversary this year, we’ve just launched a refreshed logo and corporate identity. The two interlocking Cs represent Caterforce and collaboration, with the chain they create capturing the connectivity and resilience at the heart of our membership.

What member events do you have coming up? Our flagship Caterforce conference returns on 12 November at Silverstone. It is followed by our Supplier Awards in the evening, where our 10 wholesalers vote to recognise the best suppliers of 2026. Beyond that, our calendar includes six supplier presentation days each year and regular face-to-face sessions.

Alongside that, membership growth remains a key milestone, with Holdsworth Foods becoming our newest member in 2026, and income distribution to members has increased by 10% year on year, demonstrating the strength of our collective model. Which services offered by your group have been most used by your members during the past few months? Our comprehensive promotions programme and group-wide digital adverting capability remain central to member activity, enabling suppliers to promote their brands across our extensive customer base. What sets this apart is its data-driven approach – we measure campaign performance in detail, giving members and suppliers a clear picture of what’s working. Our three annual Trend Guides, offering insight into emerging food trends and menu ideas, have also provided a valuable resource for members’ customers.

What are your plans and targets for the next six months? Our focus stays on supporting members to adapt, innovate and succeed as the foodservice sector evolves – securing the best commercial terms, sharing knowledge across the business and continuing to invest in our own-brand ranges, digital capability and Trend Guides. We’re also championing initiatives such as supporting women in wholesale, and building on the momentum behind our new identity and our November conference to deepen supplier and member engagement. What is your group’s USP? We combine the scale of a national operator with the flexibility, local expertise and customer focus of an independent business. There’s no membership fee, removing barriers to entry so members can focus on growth and collaboration, and every member has an equal voice in a genuinely collaborative culture spanning leadership, buying, marketing, data, finance and sales.

Website: caterforce.co.uk Tel: (01625) 440188 Number of members: 10 Combined member turnover: £1.1bn New members: Holdsworth Foods Own brands: Chefs’ Selections, Clene Guard, Eden Grove, Premium Collection, Roast440

34 I SEPTEMBER 2026

“Joining Caterforce has delivered real benefits for Woods Foodservice. Collaborative buying has strengthened our purchasing power. We’re also benefiting from the marketing and sales support provided by the central team. Importantly, every member has an equal say, creating a truly collaborative environment.” Darren Labbett, managing director, Woods Foodservice

We help our members thrive

£1.1bn turnover

No membership fee

10

members

50,000+ customers

Transparent pricing & terms

Centralised rebate management

Five award-winning own brands

Every wholesaler is on the board

Quarterly food trends guides

PR & award entry support

Product optimisation for ecommerce Food photography studio

Sales & marketing team support

Group email platform

Members portal

Six supplier presentation days

Creative artwork team

Monthly recipes & digital content creation

Biennial conference

FOODSERVICE

BUYING GROUPS

COUNTRY RANGE GROUP Martin Ward, chief executive How is Country Range Group presently performing? We’re on track to surpass our turnover target of £1.2 billion by the end of the year, with year-on-year growth currently sitting at 9%. Group purchasing is also on course to reach £370 million. Our portfolio has been fortified with the launch of our fifth own brand – Clean Range Pro – in January and 50 new products across our Country Range and Signature brands this year. This has helped our collective own brands generate over £175 million in sales over the last 12 months. How are you helping your members deal with current market challenges? Through disciplined procurement, market insights, commodity reporting such as our recent Middle East Conflict Commodity Updates, and close supplier collaboration, we’re helping members remain competitive while protecting margins. Investment in our own-brand portfolio ensures members can’t be beaten for choice, while insight, digital resources and marketing tools such as our ‘Small Plates, Big Impact’ guide providing practical advice to cater for people taking GLP-1 medication offer added value to our catering customers. What have been your group’s most recent developments? June marked a significant milestone with the launch of our new five-year strategic direction. The core aim is to ensure our

to break records, and our new Own-Brand Roadshow saw our team provide valuable support at our members’ own events. What member events do you have coming up? Later this year we’ll host further Business Development Days, followed by our annual member and supplier awards at ‘An Evening with CRG’ in December. Planning is underway for our 2027 Annual Exhibition & Conference in Glasgow.

members achieve faster, more profitable growth. It details ambitious plans to increase group turnover to £1.5 billion and grow our own-brand portfolio to £250 million in sales value by 2030. Built around five strategic pillars – Scale, Our Brands, ESG, Digital and Data – the strategy is shaping our investment. Which services offered by your group have been most used by your members during the past few months? Members are making strong use of our wide-ranging marketing support including Stir it up magazine and our practical guides such as our new GLP-1 Guide, Dysphasia Care Guide and recipe cards. It’s our events though that really set us apart, resulting in member compliance continually improving and supplier partnerships thriving. Our bustling Business Development Days are now mainstays in member and supplier calendars, our June exhibition continues

What are your plans and targets for the next six months? We are reviewing our own brand and digital strategies in order to accelerate innovation, improve category management and future proof. We have an exciting, trend-led selection of new products launching in the next few months and we’re also strengthening our ESG commitment through the development of a Group ESG scorecard and the launch of CRG Impact, our new charitable initiative. Meanwhile, development continues on CRG Matrix, our new pricing and promotions platform, ahead of its launch in 2027. What is your group’s USP? As the leading foodservice buying group, we combine the scale and discipline needed to secure commercial advantage with the strategic investment, innovation and expertise that ensures wholesalers thrive. What really sets us apart though is the collaborative approach, sharing of best practice and the culture of openness throughout the group.

Website: countryrangegroup.com Tel: (0845) 209 3777 Number of members: 17 Combined member turnover: £1.2bn New members this year: 1 Own brands: Catering Essentials, Country Range, Signature by Country Range, Country Range Professional, Clean Range Pro.

36 I SEPTEMBER 2026

“Joining Country Range Group has transformed our business. The buying power is only part of the story; the strategic support, own-brand opportunities, marketing expertise and industry insight have helped us improve profitability, strengthen customer relationships and accelerate growth. Being part of the group gives us the confidence, scale and support to compete effectively.” Martin King, managing director, King Brothers Foodservice

OUR OWN BRAND PORTFOLIO HAS BEEN DEVELOPED EXCLUSIVELY FOR PROFESSIONAL KITCHENS, GIVING CATERERS A TRUSTED RANGE THAT DELIVERS QUALITY, CONSISTENCY AND VALUE EVERY DAY.

Built for foodservice. Trusted for over 40 years.

Available exclusively from Country Range Group Wholesalers. Visit countryrangegroup.com or scan here to find your nearest wholesaler.

BUYING GROUPS

NBC & NDN David Lunt, group managing director How is NBC presently performing? The group companies (NBC & NDN) are performing well – either on or ahead of budget in what are very challenging economic circumstances for the channels that our members serve. Independent retail and hospitality are especially challenging with the double hits of slowing demand and increasing costs. We have also been very busy with both membership and customer account queries in the past year – we have had over 70 – but we only accept those companies that share the same values as us. How are you helping your members deal with current market challenges? By sticking to the basics – making sure that our members get access to brands at great net prices, and through NDN in realistic minimum order quantities. Supplier consolidation continues at pace and our members need to continue to get this access in order to survive and compete in a very challenging market. What have been your group’s most recent developments? At our recent annual conference in Budapest, we announced the launch of our NDN B-2-B Portal that allows members and third-party customers to gain instant access to everything we can provide from our supplier partners. This should make it easier and quicker and result in a more efficient supply chain.

What are your plans and targets for the next six months? Our major plans are: • To continue to work with our supplier partners to maximise the capabilities that both NBC and NDN have • To detail NDN as a route-to-market solution where suppliers are consolidating delivery points or raising minimum order quantities (MOQs) • To get further engagement with the NDN B-2-B Portal for maximum efficiencies for everyone. Which services offered by your group have been most used by your members during the past few months? NDN – we consider this as our biggest and best service as we are not a ‘full service buying group’. In addition, the terms that NBC negotiates for members go from strength to strength. In 2025 we negotiated and returned – 100% in full – over £3.2 million to NBC members, a 50% increase year on year. We must be doing something right – and ultimately it is all about delivering financial benefits for our members. We are doing just that. What member events do you have coming up? We have already held our 2026 events – our annual Tradeshow and Conference. Now we are focusing on weekly trade events for suppliers for the remainder of the year.

We are also very concerned about the Deposit Return Scheme due to be introduced in October 2027. The scheme will introduce a deposit at the start of the supply chain and in some instances will be a significant initial on-cost for wholesalers and cash & carries to process. Without additional credit limits from the suppliers this could cause significant cashflow issues in a channel that is already under pressure. We are concerned that an unintended consequence of the scheme is for our members not to get full access to the volumes that they currently require if credit limits do not take this into account. What is your group’s USP? Our group’s USP is simple, and we used our recent Conference in Budapest to highlight this. The group is a truly integrated business – NBC Negotiates and NDN Delivers – in the same way that combining ‘Buda’ and ‘Pest’ made Budapest the iconic city it is today.

Website: nationalbuyingconsortium.co.uk Tel: (01608) 692410 Number of members: over 65 Combined member turnover: £800m+ New members this year: Vape Supplier Limited (VSL) New membership and NDN account enquiries: over 70 Own brands: N/A

38 I SEPTEMBER 2026

“Our decision to join NBC has been the foundation of building our original business – Candy Box – into the foodservice operation we have today. Without access to the brands, at great net prices, and sourcing minimum order quantities that made sense, we would not be able to offer the range of products to the new channels that we now serve.” Joe Marlow, managing director, Spectrum Foodservice

JOIN NOW

NBC NEGOTIATES NDN DELIVERS

Our members service retail, foodservice, hospitality, e-commerce and export channels and deliver a wide variety of brands to over 45000 outlets. NBC CAN BE YOUR PARTNER TO MAKE A REAL DIFFERENCE TO YOUR BUSINESS

BENEFITS OF BEING AN NBC MEMBER £ ACCESS TO MAJOR BRANDS

GREAT TERMS & NET PRICING

ACCESS TO NDN

FREE NBC TOOLKIT

SHARE HOLDER

YOUR BUSINESS CAN GET THE BRANDS IT NEEDS

YOUR BUSINESS CAN BE COMPETITIVE

YOUR BUSINESS CAN BUY IN REALISTIC QUANTITIES

MARKET YOUR BUSINESS TO YOUR CUSTOMERS

YOU ARE INVESTING IN OUR FUTURE TOGETHER

OUR NATIONAL DISTRIBUTION NETWORK PROVIDES ACCESS TO ACCOUNTS WITH ALL OF OUR SUPPLIERS AND THE BENEFITS OF CENTRAL PURCHASING • ACCESS TO OVER 50 MAJOR SUPPLIER BRANDS • CENTRAL ORDERING AND INVOICING • NET PRICING - NO RETRO CLAIMS • REALISTIC MOQ’S • CONSOLIDATED ORDERS ACROSS MULTIPLE SUPPLIERS

JOIN THE ONLY BUYING GROUP THAT NEGOTIATES AND DELIVERS ON BEHALF OF YOUR BUSINESS Tel: +44 (0) 1608 692 410 • Email: clare@nbconsortium.co.uk • Visit: nationalbuyingconsortium.co.uk

BUYING GROUPS

STERLING SUPERGROUP Daniel Larkin, chief commercial officer How is Sterling Supergroup presently performing? Sterling Supergroup continues to perform strongly as we celebrate our 60th anniversary year. Membership has grown incrementally, with seven new members joining so far in 2026, taking the group to 36 independent foodservice wholesalers with combined buying power in excess of £500 million. The continued growth of our membership reflects the value wholesalers place on a collaborative, member-led buying group that prioritises long-term support, transparency and commercial value.

our 60th anniversary celebrations to a close. Alongside reflecting on our heritage, there will be a strong focus on the future of wholesale and our group. Sterling CONNECT will return in January, followed by our Spring Show in March. What are your plans and targets for the next six months? Our focus is on building on the momentum we’ve generated this year through continued membership growth, increased engagement and enhanced support for both members and suppliers. have brought members and suppliers together through a range of initiatives, including Sterling CONNECT, while continuing to build momentum behind our Sterling Caterers Essentials range.

How are you helping your members deal with current market challenges? We support members by providing regular market intelligence, supplier updates and commercial insight through a range of channels, including our monthly publication, Under Our Hat. Members also benefit from regular buying meetings, where they can discuss market trends, share best practice and help shape the future development of the Sterling Caterers Essentials range. This is combined with centrally negotiated supplier agreements and ongoing communication between members, suppliers and head office. What have been your group’s most recent developments? One of our most significant developments has been the continued strengthening of engagement across the Sterling community during our 60th anniversary year. We

Which services offered by your group have been most used by your members during the past few months? Supplier agreements and rebate management. By negotiating terms centrally and managing rebates on behalf of members, we help independent wholesalers maximise the benefits of the group’s collective buying power while reducing administrative burden. Access to a broad network of trusted supplier partners also enables members to source competitively and respond effectively to changing customer requirements. What member events do you have coming up? Our 60th Annual Conference and Exhibition is the next event and will bring

A key priority will be the introduction of Sterling Sphere in partnership with TWC, providing greater access to data and insight across the group. We are also preparing to launch a new premium own-brand range. Alongside these developments, we remain committed to strengthening the value and opportunities available to members. What is your group’s USP? Our commitment to ‘Strength Through Co-operation’. As a member-owned, not-for-profit buying group, every member is an equal shareholder regardless of size. This creates a genuinely collaborative culture where businesses work together to achieve more than they could independently. Alongside competitive buying opportunities and exclusive access to Sterling Caterers Essentials, members retain the flexibility and independence to make decisions that best suit their own business.

Website: sterlingsgroup.co.uk Tel: (01621) 856300 Number of members: 36 Combined member turnover: +13.5% New members this year: 7 Own brands: Sterling Caterers Essentials

40 I SEPTEMBER 2026

“Sterling Supergroup has enabled us to increase our range and give customers more choice and variety. They focus highly on product quality and value to customers. Working with Sterling we have seen an increase in trade and customer satisfaction, and the benefit of interaction with other members.” George Mason, director, Mason Foodservice

Celebrating 60 years with even more new members! At Sterling Supergroup we know that to remain a trusted, award winning wholesale buying co-operative and market leader for 60 years, takes both hard work and fantastic partnerships. Decades of experience and our membership strength enables us to continue delivering quality product ranges like our fantastic Sterling Caterers Essentials at exceptionally competitive prices. Here’s what our members say: “Thanks to Sterling, we’ve seen accelerated growth in our business, due to having access to a direct supply of products and being able to share information with like-minded people in the group. In summary, being part of the Sterling Supergroup has had a hugely positive impact on our business.”

Spot growth opportunities across the group and within participating members

Introducing the Sphere wholesale shipments reporting platform. Launching in July! Some of the key benefits include:

Suppliers can invest in quantifiable targeted sales growth opportunities with participating members

£ Benchmark member performance vs group average

Provides suppliers with a ROI on their data investment

Call 01621 856300 or scan the QR code below

For the first time, you can track your sales performance in Sterling Supergroup

Understand volume and value sales, within different reporting timescales

BUYING GROUPS

SUGRO Emma Senior, managing director How is Sugro presently performing? This has been a challenging first half of 2026, with various external factors playing a role. We are still achieving growth from three out of four categories. The confectionery, crisps & snacks and grocery areas of the business are showing substantial growth year on year. However, the soft drinks category has been declining this year. Our strategic focus on wider sector diversification and digital enablement has offset categoryspecific challenges, helping sustain a £2.5 billion combined member turnover. How are you helping your members deal with current market challenges? As a buying group, we deliver commercial leverage that would be impossible for members to achieve independently. We offer collective purchasing power that drives better pricing, terms and promotional support from suppliers. In addition, shared infrastructure, including data, events, digital and category insights, helps reduce overheads and accelerate growth. We have been working closely with our members and suppliers on joint partnerships to drive technology and digitalisation, including AI. We offer the full spectrum of services to help members save costs and increase profitability. What have been your group’s most recent developments? We were voted the No.1 buying group in the 2026 Advantage Group Survey (securing the top spot for three out of

What member events do you have coming up? Events are critical to both our members and suppliers. Our next event is our Networking event in September. This includes updates on our company performance, keynote speakers sharing a wider view on the channel, and ‘Speed Dating’ – members are able to make appointments with specific suppliers.

the last four years), ranking first specifically for industry partnership and execution. This year we were also officially named as one of The Sunday Times Best Places to Work. I am incredibly proud of both of these accolades and they show the collaborative approach our head office team undertakes with our supplier partners and one another. Which services offered by your group have been most used by your members during the past few months? We have a really broad offering of services to support our diverse membership. Of those, we are seeing a high level of engagement with our ORD tracking system, procurement partners, and our digital solutions (app, WhatsApp and Drive Your Sales). We also have a Central Distribution solution for those members who are struggling to meet the ever-increasing minimum order quantities set by suppliers.

To close the year, we have our Annual Business Convention. To qualify, members are incentivised over a threemonth period. We see excellent growth during that time with circa nine million cases purchased. This year we are heading to Vietnam. What are your plans and targets for the next six months? We will be focusing on providing our members with the ammunition they require to grow and compete in this challenging marketplace, while continuing our business development, diversification, and digitalisation journey as well as working collaboratively with our members and supply partners. What is your group’s USP? Our USP centres on operating as a tightly knit, member-owned group that combines massive collective buying power with market-leading digital innovation and collaborative supplier relationships. We focus on a highly personalised, member-first culture while maintaining over £2.5 billion in combined turnover.

Website: sugro.co.uk Tel: (01270) 628728 Number of members: 77 Combined member turnover: £2.5bn New members this year: M&A Global, MZ Oweiss and Smartway Pharmaceuticals Own brands: N/A

42 I SEPTEMBER 2026

“Being a Sugro UK member has delivered real value to our business. From competitive buying terms and exclusive promotions to networking opportunities and industry insight, the support has helped us grow, improve profitability, and stay competitive in a fast-changing market. Membership continues to pay dividends.” Tom Lumsden, managing director, North West Wholesale

SUGRO UK

ONCE AGAIN VOTED

NO.1 BUYING GROUP

IN ADVANTAGE REPORT SURVEY OVER 40 YEARS OF TRADING

JOIN THE MOST DIGITALLY ADVANCED BUYING & MARKETING GROUP… WITH EXCELLENT DIGITAL MEMBER OFFER: ALL-IN-ONE ECOMMERCE SOLUTION WITH PERSONALISED APP AND WEB DEVELOPMENT, OPEN BANKING, E-LOYALTY REWARDS SCHEME AND WHATSAPP FOR BUSINESS CAPABILITIES • Member-Owned Buying Group with Diversity and Focus on Growth at its Heart • Industry Leading Promotions across all Impulse, Grocery, Food Service and Non-Food Categories • Central Distribution and Central Invoicing Services • Dedicated Business Development Support • Events Calendar including two Annual Trade Shows

£2.5B+ TURNOVER

• Personalised Marketing Leaflets • Full Category Support via Sugro Digital Drive Your Sales Magazine and Online Portal • Opportunity to Join Sugro Insight Service (SIS) • Member AI Accelerator Workshops

20 YEARS OF GROWTH

• Free of charge access to NIQ Brandbank images and assets • Free of charge access to My Emissions carbon reporting platform • Free of charge access to Trackable Overrider System • Digital Signage and Procurement Services

80+

MEMBERS

TO FIND OUT MORE ABOUT BECOMING A MEMBER PLEASE CONTACT SHRUTI SENAPATI

shruti.senapati@sugro.co.uk

07789 357568 (BDM NORTH)

SUE HUBBER

sue.hubber@sugro.co.uk

07901 278717

(BDM SOUTH)

Delivering Growth Together Eighteen months after bringing together Confex and Fairway Foodservice, Tom Gittins, Managing Director – Retail of The Wholesale Group, reflects on the Group’s progress and its ambition to represent 20% of UK wholesale by 2030.

Success to

Da t

e

Retail •

10.3% growth since launch

•

Breadth across 142 product categories and 28,477 active SKUs

•

CORE Juices and CORE Water, the first retail focused own brand products

•

Retail Bites magazine delivering category insight, promotional support and practical business tools

•

The only buying group operating at scale across both retail and foodservice

•

14.5% of UK wholesale, with collective member turnover of £4.5 billion

•

Nearly 350,000 customers served across the UK

•

Growth running 4.6% ahead of the wider wholesale market

Foo

ice sd erv •

140 active foodservice members

•

30% sales growth since launch

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Visibility of £437 million in sales out data

•

Chefs' Insider magazine providing recipes, insight and promotional support for operators

“Delifresh chose to join The Wholesale Group to strengthen its buying power, broaden its industry network and benefit from the scale and expertise of a leading wholesale organisation. Membership has delivered valuable commercial opportunities, enhanced supplier relationships and access to initiatives that support growth and competitiveness. We have particularly valued the collaborative approach, market insight and support that help us continue delivering exceptional service and value to our customers.’’ Gerard Morgan, Purchasing & Technical Director, Delifresh

"Being part of The Wholesale Group has delivered benefits far beyond buying power. The combination of supplier partnerships, events, marketing support and valuable business insight has helped us strengthen our business and identify new opportunities for growth. Above all, it's a collaborative organisation where both central office and the members are genuinely committed to helping independent wholesale succeed." Chris Georgiades, AC Georgiades

rand B n Ow

• Four ranges: CHEF Approved, CHEF Prestige, CLEAN Solutions and CORE Refreshments • Aggressive NPD and launch programmes • Range continually benchmarked for quality and value • Mabel the Buzz ID completed over 30 member depot visits with demonstrations, sampling and training

• DASHAi, a bespoke AI powered business intelligence platform built for the Group

ation nov

In • Implemented across every department as an AI assistant for all staff • Instant access to commercial insight, forecasting and business intelligence • Now adopted by supplier partners and members within their own operations

Commun ity • B Corp Certification achieved, recognising responsible business across the Group • Record event engagement including two Trade Shows, the largest ever Senior Supplier Briefing and the best attended Conference to date • A volunteering day with Forest of Hearts and a second Macmillan Cancer Support Coffee Morning • £20,000 raised for Mines Advisory Group at the 2026 Charity Golf Day

s lan

Growth P

Why Join The Wholesale Group?

• Ambition to grow from 14.5% of UK wholesale to 20% by 2030

•

• Continued member recruitment and supplier partnerships, with 161 new suppliers added since launch

• • • • • • •

• Further investment in technology, own brand development and marketing support • Helping independent wholesalers build stronger, more resilient and more profitable businesses

The only buying group operating at scale across both retail and foodservice Complete transparency £4.5 billion collective buying power Industry-leading AI and business intelligence Four established own-brand ranges Extensive marketing and category support Strong supplier partnerships Collaborative approach focused on sustainable growth

Are you an independent wholesaler looking to strengthen your business? Contact The Wholesale Group on joinus@thewholesalegroup.co.uk or follow the QR code to discover how membership could support your future growth.

BUYING GROUPS

UNITAS WHOLESALE David Cooke, chief operating officer How is Unitas presently performing? Unitas continues to outperform the market. As the UK’s largest wholesale buying group, we now represent 124 members with a combined buying power of more than £9.2 billion, 13 of whom feature in The Grocer’s Big 30 Wholesalers list 2026. This scale gives brand owners unrivalled reach into more than 150,000 retail, foodservice and ontrade outlets, and it means every penny of our centrally negotiated terms goes directly back to our wholesale members, who are the group’s sole owners. How are you helping your members deal with current market challenges? Independent wholesalers and their customers across retail and all hospitality channels are navigating sustained cost inflation, aggressive pricing from the multiples and ongoing supply chain volatility. We’re tackling this head-on by moving from joint business plans to a new strategic partnership model. We’ve also strengthened Local Living, our own-brand retail range, to give costconscious shoppers real value while protecting retailer margins. What have been your group’s most recent developments? At connect26, our annual trade show, we announced a significant overhaul of our services to deliver stronger engagement platforms that drive execution all the way through to the consumer. We’ve reviewed what works and we are building on those foundations with new initiatives including

1.5 million touchpoint opportunities for members to promote their businesses.

One Week Special promotions, exclusive formats for NPD, price-marked pack promotions and bespoke core range guides for out-of-home channels. We have created a new head of foodservice development role to deliver a compelling growth strategy and enhance the support for foodservice members. Which services offered by your group have been most used by your members during the past few months? Our promotional programme remains the most heavily used member service – 17 three-week promotions a year for retail, 11 for foodservice and six for on-trade, delivering more than 4,000 individually crafted deals across the calendar. We are now also promoting by shopper mission with link deals across categories, while Plan for Profit, our retail guidance toolkit, has also seen strong engagement, alongside our marketing services. Between them, these create more than

What member events do you have coming up? All eyes are on our annual conference, which this year takes place in Istanbul in September. Alongside that, we run regular Meet the Member events, together facilitating more than 5,000 one-to-one meetings a year between members and suppliers. In October, we are launching Brand Ignitions Live with 12 top impulse suppliers, providing them with the opportunity to present their brand plans directly to the full Unitas membership. And, following the success of the launch events last year, we will also hold our Supplier and Member Marketing Clinics. What are your plans and targets for the next six months? We are transforming Plan for Profit based on our biggest-ever research project with wholesalers, suppliers and more than 300 independent retailers, to make it a more predictive, forward-looking resource. We have also created a new supplier forum to explore strategic growth opportunities alongside our brand-building playbook, Winning with Unitas. What is your group’s USP? Our unrivalled scale lets us negotiate the best possible trading terms with suppliers. However, it isn’t just our scale that sets us apart, but also our agility, pace and innovation, combined with a genuine commitment to member and supplier return on investment.

Website: unitaswholesale.co.uk Tel: (01302) 249909 Number of members: 124 Combined member turnover: £9.2bn New members this year: Giro Foods Own brands: Local Living, LSV, Prince Consort, Black Storm, White Storm, Caterer’s Kitchen

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“As a family business, there is no doubt that being part of Unitas with its collective scale provides us with genuine purchasing power and commercial leverage. Just as importantly, access to the industry-leading expertise within Unitas Support Centre ensures we're always operating at the forefront of best practice.” Anand Dhamecha, director, Dhamecha

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The UK’s largest wholesale buying group, Unitas provides multichannel expertise to its 124 wholesale members

As a group, we offer: unrivalled buying power and service powerful promotional programmes sector-leading category advice and marketing support annual programme of exclusive trade events … and so much more

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01302 249909 | unitaswholesale.co.uk

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