The Fastenal Company of Winona, MN (Nasdaq:FAST) reported the
results of the quarter ended June 30, 2010. Except for per share
information or as otherwise noted below, dollar amounts are in
thousands.
Net sales, net earnings, and earnings per share were as follows
for the periods ended June 30:
|
Six-month period |
Three-month period |
|
2010 |
2009 |
Change |
2010 |
2009 |
Change |
|
|
|
|
|
|
|
Net sales |
$1,091,955 |
964,241 |
13.2% |
$571,183 |
474,894 |
20.3% |
|
|
|
|
|
|
|
Net earnings |
$125,201 |
92,232 |
35.7% |
$69,167 |
43,538 |
58.9% |
|
|
|
|
|
|
|
Basic and diluted earnings per share |
$0.85 |
0.62 |
37.1% |
$0.47 |
0.29 |
62.1% |
During the first six months of 2010, Fastenal opened 45 new
stores (Fastenal opened 42 new stores in the same period of 2009).
The 45 new stores represent an increase of 1.9% since December 31,
2009. (We had 2,369 stores on December 31, 2009.) There
were 12,248 total employees as of June 30, 2010, an increase of
1.7% from the 12,045 total employees on December 31, 2009.
COMMENTS REGARDING END MARKETS, MONTHLY SALES CHANGES,
AND SEQUENTIAL TRENDS
Note – Daily sales are defined as the sales for the period
divided by the number of business days in the period.
This section focuses on three distinct views of our business –
end markets, monthly sales changes, and sequential trends. We
believe the end market discussion below provides insight into
activities with our various types of customers. The next
discussion of monthly sales changes provides a good mechanical view
of our business based on the age of the store and the final
discussion of sales trends provides a framework for understanding
the sequential trends in our business since the market decline late
in 2008.
END MARKETS:
Fluctuations in end market business – As we saw
in 2009, the fluctuations caused by the weakened economy continue
to have a substantial impact on our business. To place this in
perspective – approximately 50% of our business has historically
been with customers engaged in some type of manufacturing. The
daily sales to these customers grew approximately 15.7% and 29.8%
in the first and second quarters of 2010, respectively. In the
first, second, third, and fourth quarters of 2009, the daily sales
of this business contracted 16.0%, 25.2%, 22.8%, and 10.1%,
respectively. For the year, our total sales to our
manufacturing customers contracted 18.8% from 2008 to
2009. The 2009 contraction was more severe in our industrial
production business (this is business where we supply products that
become part of the finished goods produced by our customers) and
less severe in the maintenance portion of our manufacturing
business (this is business where we supply products that maintain
the facility or the equipment of our customers engaged in
manufacturing).
Our non-residential construction customers have historically
represented 20% to 25% of our business. The daily sales of
this business contracted approximately 14.7% in the first quarter
of 2010 and grew 0.5% in the second quarter of 2010. In the
first, second, third, and fourth quarters of 2009, the contraction
was 6.4%, 19.6%, 25.3%, and 24.8%, respectively. The total
sales contraction for 2009 was 19.4%.
On a sequential basis (that is, comparing a period to the
immediately preceding period), the daily average sales to our
manufacturing customers have improved each month since May 2009
(with the exception of July and December 2009 and April 2010 due to
the holiday impact and February 2010 due to the impact of poor
weather). This reversed the negative trend which began in
October 2008. This improvement has been partially offset by
continued weakening in our non-residential construction business in
2009 and in the first four months of 2010. Our non-residential
construction business enjoyed nominal growth in both May and June
2010.
MONTHLY SALES CHANGES:
Stores opened greater than five years – The
impact of the economy, over time, is best reflected in the growth
performance of our stores opened greater than five years (store
sites opened as follows: 2010 group – opened 2005 and earlier, 2009
group – opened 2004 and earlier, and 2008 group – opened 2003 and
earlier). This store group is more cyclical due to the
increased market share these stores enjoy in their local
markets. During each of the first six months in 2010 and each
of the twelve months in 2009 and 2008, the stores opened greater
than five years had daily sales growth rates of (compared to the
comparable month in the preceding year):
|
Jan. |
Feb. |
Mar. |
Apr. |
May |
June |
July |
Aug. |
Sept. |
Oct. |
Nov. |
Dec. |
2010 |
-2.1% |
-0.5% |
7.4% |
14.9% |
17.3% |
16.2% |
|
|
|
|
|
|
2009 |
-12.4% |
-14.3% |
-21.5% |
-25.2% |
-25.2% |
-26.3% |
-26.6% |
-24.7% |
-24.2% |
-21.7% |
-15.0% |
-12.1% |
2008 |
8.9% |
8.8% |
9.9% |
10.5% |
10.4% |
11.2% |
9.7% |
11.3% |
8.5% |
6.8% |
0.9% |
-5.1% |
Stores opened greater than two years – Our
stores opened greater than two years (store sites opened as
follows: 2010 group – opened 2008 and earlier, 2009 group – opened
2007 and earlier, and 2008 group – opened 2006 and earlier)
represent a consistent same-store view of our business. During
each of the first six months in 2010 and each of the twelve months
in 2009 and 2008, the stores opened greater than two years had
daily sales growth rates of (compared to the comparable month in
the preceding year):
|
Jan. |
Feb. |
Mar. |
Apr. |
May |
June |
July |
Aug. |
Sept. |
Oct. |
Nov. |
Dec. |
2010 |
0.6% |
2.3% |
9.6% |
16.3% |
18.5% |
18.3% |
|
|
|
|
|
|
2009 |
-11.2% |
-13.8% |
-20.1% |
-24.0% |
-23.7% |
-25.1% |
-25.4% |
-24.0% |
-23.1% |
-20.9% |
-13.7% |
-10.6% |
2008 |
12.0% |
11.1% |
12.5% |
13.1% |
12.0% |
12.0% |
10.9% |
12.8% |
10.5% |
8.1% |
2.3% |
-3.9% |
All company sales – During each of the first
six months in 2010 and each of the twelve months in 2009 and 2008,
all of our selling locations combined had daily sales growth rates
of (compared to the comparable month in the preceding year):
|
Jan. |
Feb. |
Mar. |
Apr. |
May |
June |
July |
Aug. |
Sept. |
Oct. |
Nov. |
Dec. |
2010 |
2.4% |
4.4% |
12.1% |
18.6% |
21.1% |
21.1% |
|
|
|
|
|
|
2009 |
-8.5% |
-10.5% |
-17.4% |
-21.0% |
-20.7% |
-22.5% |
-22.9% |
-21.4% |
-20.8% |
-18.7% |
-12.0% |
-8.6% |
2008 |
15.6% |
15.0% |
16.9% |
17.1% |
16.0% |
15.9% |
14.8% |
16.4% |
14.3% |
11.9% |
6.8% |
0.0% |
The improvement in the first six months of 2010 continues the
trend we saw in the latter half of 2009. The slow-down in the
final three months of 2008 and all of 2009 relate to the general
economic weakness in the global marketplace.
Several additional factors positively impacted our sales growth
in the first six months of 2010: (1) the strengthening Canadian
dollar (when compared to the United States dollar) added
approximately 0.9 percentage points to our daily sales growth and
(2) our Holo-Krome business, which we acquired in December 2009,
added approximately 0.5 percentage points to our daily sales
growth.
SEQUENTIAL TRENDS:
We find it helpful to think about the monthly sequential
changes in our business using the analogy of climbing a stairway
– This stairway has several predictable landings where
there is a pause in the sequential gain (i.e. April, July, and
October to December), but generally speaking, climbs from January
to October. The October landing then establishes the benchmark
for the start of the next year.
History has identified these landings in our business
cycle. They generally relate to months with impaired business
days (certain holidays). The first landing centers on Easter,
which alternates between March and April (Easter occurred in April
2009 and April 2010), the second landing centers on July 4th, and
the third landing centers on the approach of winter with its
seasonal impact on primarily our construction business and with the
Christmas / New Year holidays. The holidays we noted impact
the trends because they either move from month-to-month or because
they move around during the week.
The table below shows the pattern to the sequential change in
our daily sales. The line labeled 'Past' is an historical
average of the sequential daily sales change for the period 1998 to
2003. We chose this time frame because it had similar
characteristics, a weaker industrial economy in North America, and
could serve as a benchmark for a possible trend line. The
'2009' and '2010' lines represent our actual sequential daily sales
changes. The '09Delta' line is the difference between the
'Past' and '2009'; similarly, the '10Delta' is the difference
between the 'Past' and '2010'.
|
Jan.(1) |
Feb. |
Mar. |
Apr. |
May |
June |
July |
Aug. |
Sept. |
Oct. |
Nov. |
Dec. |
Past |
0.9% |
3.3% |
2.9% |
-0.3% |
3.4% |
2.8% |
-2.3% |
2.6% |
2.6% |
-0.7% |
-4.7% |
-6.0% |
2009 |
-18.3% |
-2.6% |
-1.4% |
-4.9% |
2.7% |
1.7% |
-3.6% |
5.5% |
3.3% |
-0.7% |
-2.0% |
-9.0% |
09Delta |
-19.2% |
-5.9% |
-4.3% |
-4.6% |
-0.7% |
-1.1% |
-1.3% |
2.9% |
0.7% |
0.0% |
2.7% |
-3.0% |
|
|
|
|
|
|
|
|
|
|
|
|
|
2010 |
2.9% |
-0.7% |
5.9% |
0.6% |
4.8% |
1.7% |
|
|
|
|
|
|
10Delta |
2.0% |
-4.0% |
3.0% |
0.9% |
1.4% |
-1.1% |
|
|
|
|
|
|
(1) The January figures represent the percentage change from the
previous October, whereas the remaining figures represent the
percentage change from the previous month.
The 18.3% drop from October 2008 to January 2009 represents the
immediate impact of the economy on our business. During this
time frame, our daily sales change, on a year-over-year basis,
dropped from 11.9% growth in October to a contraction of 8.5% in
January. After January, the trend continued downward as the
'Delta' (or spread between the benchmark and the 2009 actual) in
February, March, and April 2009 averaged a negative 4.9%. The
daily sales contraction, on a year-over-year basis, was 21.0% in
April. The 'Delta' from May 2009 to July 2009 was not as
significant, averaging a negative 1.0%. While this period was
still painful, it began to show what we believe was the bottom of
the drop. Finally, in the period from August 2009 to December 2009,
the 'Delta' improved, and averaged a positive 0.7%. The first
six months of 2010 began strong, our business exceeded the trend
line in January, February took a step back due to inclement
weather, and March reestablished the trend of being at or above the
trend line.
A graph of the sequential daily sales change pattern noted
above, starting with a base of '100' in the previous October and
ending with the next October, would be as follows:
http://media.globenewswire.com/cache/11647/file/8500.pdf
PATHWAY TO PROFIT AND ITS IMPACT ON OUR
BUSINESS:
During April 2007 we disclosed our intention to alter
the growth drivers of our business – For most of the
preceding ten years, we used store openings as the primary growth
driver of our business (our historical rate was approximately 14%
new stores each year). As announced in April 2007, we began to
add outside sales personnel into existing stores at a faster rate
than historical patterns. We funded this sales force expansion
with the occupancy savings generated by opening stores at the rate
of 7% to 10% per year (see our disclosure below regarding the
temporary slowing of our store growth in 2009 and 2010). Our
goal was four-fold: (1) to continue growing our business at a
similar rate with the new outside sales investment model, (2) to
grow the sales of our average store to $125 thousand per month in
the five year period from 2007 to 2012, (3) to enhance the
profitability of the overall business by capturing the natural
expense leverage that has historically occurred in our existing
stores as their sales grow, and (4) to improve the performance of
our business due to the more efficient use of working capital
(primarily inventory) as our average sales volume per store
increases. The economic weakness that dramatically worsened in
the fall of 2008 and continued into 2009 and 2010 caused us to
alter the 'pathway to profit' beginning in 2009. These changes
centered on two aspects (1) temporarily slowing store openings to a
range of 2% to 5% per year, and (2) stopping headcount additions
except for store openings and for stores that are growing.
Our 'pathway to profit' initiative has slowly altered our cost
structure over the last several years to increase the portion of
our operating costs which are variable versus fixed. This
dramatically improved our ability to manage through the current
economic environment. As discussed in our third quarter 2009
release, we began to stabilize our store headcount in October
2009. From October 2009 to June 2010 our store full-time
headcount has remained stable and our store full-time equivalent
(FTE) headcount has increased from 6,944 to 7,309. This
initiative also allows us to focus on the three drivers of our
business: (1) store headcount, (2) store (or unit) growth, and (3)
average sales volume per store, which ultimately drives our level
of profitability.
Our original goal was to hit the $125 thousand per month store
average by 2012. We believe the duration of the economic
weakness could delay the timing of when we achieve the $125
thousand per month average by several years. However, the
current economic weakness only serves to strengthen our belief in
the 'pathway to profit'.
Future store openings – We indicated in our
January 2010 earnings release our plan is to continue increasing
the rate of store openings, with the goal of resuming our
historical rate of openings of 7% to 10% in the second half of
2010. As noted earlier, during the first six months of 2010,
we opened 45 new stores, or an annualized rate of 3.8%. Based
on current economic conditions, we anticipate opening 80 to 95 new
stores during the second half of 2010, or an annualized rate of
6.8% to 8.0%.
Store count on June 30, 2010 – During the first
six months of 2010 we opened 45 new stores (40 were traditional
stores and five were strategic account stores). We closed
seven traditional store locations and converted one strategic
account store location to a customer-only type and converted one
customer-only type to a strategic account store location. On
June 30, 2010 we had 2,407 stores, this consisted of the 2,369
stores at the start of the year, plus the 45 stores we opened, and
the one location we converted, less the seven stores we closed, and
less the one store we converted. Over the last several years,
we have considered whether or not to close any store where (1) the
lease for that store is up for renewal and (2) there is another
store in reasonably close proximity to the customer base served by
that store. We closed/consolidated eight stores in 2008, ten
in 2009, and seven in the first six months of 2010. While we
intend to continue this practice, we do not anticipate more than
one or two potential closures for the remainder of 2010.
Store Count and Full-Time Equivalent (FTE) Headcount
– In response to the 'pathway to profit', we increased
both our store count (opening 7.5% and 8.1% new stores in calendar
2008 and 2007, respectively) and our store FTE
headcount. However, the rate of increase in store locations
has slowed (we opened 3.0% new stores in calendar 2009) and our FTE
headcount for all types of personnel has been reduced since the
economy weakened late in 2008. The number of stores at quarter
end, the average FTE headcount per quarter, and the percentage
change were as follows for each of the last five quarters and for
first quarter of 2007, the last completed quarter before we began
the 'pathway to profit':
|
June |
March |
December |
September |
June |
March |
|
2010 |
2010 |
2009 |
2009 |
2009 |
2007 |
|
|
|
|
|
|
|
Store locations |
2,407 |
2,392 |
2,369 |
2,352 |
2,350 |
2,073 |
% change (twelve
months) |
2.4% |
2.1% |
2.5% |
2.3% |
3.4% |
|
% change since March
2007 |
16.1% |
15.4% |
14.3% |
13.5% |
13.4% |
|
|
|
|
|
|
|
|
Store personnel - FTE |
7,118 |
7,004 |
7,007 |
7,087 |
7,203 |
6,383 |
Distribution and manufacturing personnel -
FTE |
1,884 |
1,800 |
1,768 |
1,763 |
1,856 |
1,962 |
Administrative and sales support personnel -
FTE |
1,298 |
1,300 |
1,298 |
1,322 |
1,362 |
1,383 |
Total - average FTE headcount |
10,300 |
10,104 |
10,073 |
10,172 |
10,421 |
9,728 |
|
|
|
|
|
|
|
% change (twelve months) |
|
|
|
|
|
|
Store personnel - FTE |
-1.2% |
-9.7% |
-15.1% |
-14.4% |
-9.2% |
|
Distribution and manufacturing personnel -
FTE |
1.5% |
-8.7% |
-20.3% |
-21.4% |
-13.5% |
|
Administrative and sales support personnel -
FTE |
-4.7% |
-6.7% |
-8.1% |
-5.8% |
1.1% |
|
Total - average FTE headcount |
-1.2% |
-9.1% |
-15.2% |
-14.7% |
-8.8% |
|
|
|
|
|
|
|
|
% change since March 2007 |
|
|
|
|
|
|
Store personnel - FTE |
11.5% |
9.7% |
9.8% |
11.0% |
12.8% |
|
Distribution and manufacturing personnel -
FTE |
-4.0% |
-8.3% |
-9.9% |
-10.1% |
-5.4% |
|
Administrative and sales support personnel -
FTE |
-6.1% |
-6.0% |
-6.1% |
-4.4% |
-1.5% |
|
Total - average FTE headcount |
5.9% |
3.9% |
3.5% |
4.6% |
7.1% |
|
|
|
|
|
|
|
|
We have reduced our FTE headcount at our store locations 14.0%
since our peak of 8,280 FTE headcount in third quarter of 2008,
much of this decrease relates to a reduction in part-time hours
worked as our absolute headcount numbers related to store personnel
declined by 7.9% during this time period. Since the first
quarter of 2007, the last completed quarter before we began the
'pathway to profit', our store count is up 16.1%, our store FTE
headcount is up 11.5% and our absolute store headcount has
increased 21.8% from 6,906 to 8,415. During this timeframe,
our non-store FTE headcount has decreased. We believe these
fluctuations allow us to manage our expense in the short-term while
maintaining our ability to sell into the marketplace.
Store Size and Profitability – The store groups
listed in the table below, when combined with our strategic account
stores, represented approximately 87% and 89% of our sales in the
second quarter of 2010 and 2009, respectively. Strategic
account stores are stores that are focused on selling to a group of
strategic account customers in a limited geographic
market. Our remaining sales (approximately 11% to 13%) relate
to either: (1) our in-plant locations, (2) our direct Fastenal Cold
Heading business (including our new Holo-Krome business acquired in
December 2009), or (3) our direct import business. Our average
store, excluding the business not sold through a store, had sales
of $68,980 and $60,400 per month in the second quarter of 2010 and
2009, respectively. This average amount was $74,300 per month
in the second quarter of 2007. The average age, number of
stores, and pre-tax margin data by store size for the second
quarter of 2010 and 2009, respectively, were as follows:
Sales per Month |
Average Age
(Years) |
Number of
Stores |
Percentage of
Stores |
Pre-Tax Margin
Percentage |
Three months
ended June 30, 2010 |
|
|
|
|
|
$0 to $30,000 |
4.3 |
429 |
17.8% |
-10.3% |
$30,001 to $60,000 |
6.9 |
896 |
37.2% |
13.4% |
$60,001 to $100,000 |
9.6 |
609 |
25.3% |
23.0% |
$100,001 to $150,000 |
11.8 |
296 |
12.3% |
26.2% |
Over $150,000 |
16.0 |
145 |
6.0% |
28.2% |
Strategic Account Store |
|
32 |
1.3% |
|
Total |
|
2,407 |
100.0% |
|
|
|
|
|
|
Three months
ended June 30, 2009 |
|
|
|
|
|
$0 to $30,000 |
3.9 |
583 |
24.8% |
-20.9% |
$30,001 to $60,000 |
6.5 |
884 |
37.6% |
8.7% |
$60,001 to $100,000 |
9.5 |
548 |
23.3% |
19.2% |
$100,001 to $150,000 |
12.2 |
206 |
8.8% |
23.4% |
Over $150,000 |
15.9 |
107 |
4.6% |
26.4% |
Strategic Account Store |
|
22 |
0.9% |
|
Total |
|
2,350 |
100.0% |
|
Note – Amounts may not foot due to rounding difference.
Our goal under the 'pathway to profit' is to increase the sales
of our average store to approximately $125,000 per month (see
earlier discussion). This will shift the store mix emphasis
from the first three categories ($0 to $30,000, $30,001 to $60,000,
and $60,001 to $100,000) to the last three categories ($60,001 to
$100,000, $100,001 to $150,000, and over $150,000), and we believe
will allow us to leverage our fixed cost and increase our overall
productivity.
Note – Dollar amounts in this section are presented in whole
dollars, not thousands.
STATEMENT OF EARNINGS INFORMATION (percentage of net
sales) for the periods ended June 30:
|
Six-month period |
Three-month period |
|
2010 |
2009 |
2010 |
2009 |
|
|
|
|
|
Net sales |
100.0% |
100.0% |
100.0% |
100.0% |
Gross profit |
51.6% |
52.0% |
52.1% |
51.1% |
|
|
|
|
|
Operating and administrative expenses |
33.1% |
36.5% |
32.5% |
36.2% |
Loss on sale of property and equipment |
0.0% |
0.1% |
0.0% |
0.1% |
Operating income |
18.5% |
15.4% |
19.6% |
14.7% |
|
|
|
|
|
Interest income |
0.0% |
0.1% |
0.0% |
0.1% |
Earnings before income taxes |
18.5% |
15.5% |
19.6% |
14.8% |
Note – Amounts may not foot due to rounding difference.
Gross profit percentage for the first half of
2010 decreased from the same period in 2009; however, the gross
profit percentage for the second quarter of 2010 increased from the
same period in 2009. Sequentially, the gross profit percentage
in the second quarter of 2010 improved from 49.9% and 51.1% in the
fourth quarter of 2009 and the first quarter of 2010,
respectively. The gross profit percentage was 52.9%, 51.1%,
50.0% and 49.9% in the first, second, third, and fourth quarters of
2009, respectively.
The gross profit percentage drop in 2009 was driven by decreases
in three components of gross profit: (1) transactional gross
profit, (2) organizational gross profit, and (3) vendor incentive
gross profit. The transactional gross profit represents the
gross profit realized due to the day-to-day fluctuations in
customer pricing relative to product and freight costs. This
component was negatively influenced by the competitive landscape in
2009 which depressed the prices we could charge for our products;
however, this component has generally improved since August
2009. The organizational gross profit represents the component
of gross profit we attribute to buying scale and efficiency
gains. This component was negatively influenced by
deflationary impacts in 2009 as we were selling inventory sourced
at peak costs late in 2008. This component was magnified in
2009 due to the nature of our inventory turns and the dramatic
decrease in sales activity during much of the year. However,
this component improved in the first and second quarters of 2010
when compared to the fourth quarter of 2009. The third
component relates to vendor volume allowances. The gross
profit dollars associated with this component dropped dramatically
in the second half of 2009. However, this component improved
in the first and second quarters of 2010 when compared to the
fourth quarter of 2009. We believe these first two components
will continue to improve as we progress into the remainder of
2010. This belief is based on (1) our focused effort to raise
our transactional margin and (2) the bias we believe exists for
some inflation in 2010 rather than the significant deflation we
experienced in 2009. The third component has largely recovered
during the second quarter to the levels in place in 2008 and in
early 2009. This recovery was driven by the reset of vendor
allowance programs which tend to be calendar based.
Operating and administrative expenses improved
relative to sales in the second quarter of 2010 versus the second
quarter of 2009. Sales grew 20.3% for the quarter; employee
related expenses grew 13.7% and all other expenses contracted
1.8%.
Historically, 65% to 70% of our operating and administrative
expenses consist of employee related costs. The components
would be: (1) payroll (which includes cash compensation, stock
option expense, and profit sharing), (2) health care, and (3)
education. During the first quarter of 2010 and all four quarters
of 2009, this range had reduced to 60% to 65% due to the factors
noted below. During the second quarter of 2010, this range
moved back to the historical level.
The payroll cost component for the second quarter of 2010
increased 15.3% from the same quarter in 2009 and increased 14.1%
from the first quarter of 2010. The disparity between the
full-time equivalent headcount decrease noted earlier and the 15.3%
annual increase is driven by several factors: (1) sales commissions
earned grew more than 30.0% over the same period in 2009 (this
increase was amplified by the sales growth and the gross margin
expansion, both of which have a meaningful impact on the
commissions earned), (2) the total bonus expenses increased due to
our profit growth, (3) the hours worked per employee grew, and (4)
our profit sharing expense grew.
Our health care costs in the second quarter of 2010 declined
from the second quarter of 2009; however, year-to-date they
increased. The increase in health care costs in 2009 and the
first quarter of 2010 are due to the increase in the percentage of
employees opting for expanded coverage as their spouses lost their
insurance coverage at other employers, increases in COBRA costs due
to changes in federal funding within COBRA, and an increase in
health care utilization when compared to previous years. These
conditions still exist in the second quarter of 2010; however, the
spike in costs in the second quarter of 2009 changed the
comparison.
The remaining costs within our operating and administrative
expenses decreased 1.8% from the second quarter of 2009 and
decreased 3.4% from the first quarter of 2010. Occupancy
expenses increased 3.6% from the second quarter of 2009 and
decreased 6.9% from the first quarter of 2010. The annual
change in occupancy expense was driven by increases in utilities
and taxes as our rent paid increased by 1.5%. The sequential
change was driven by the drop in heating costs since the winter
months. Net transportation costs included in operating and
administrative expenses decreased 6.6% from the second quarter of
2009 and 1.8% from the first quarter of 2010. This decrease
was driven by an improvement in the vehicle resale market which
increased our vehicle costs in 2009, and the decrease from the
first quarter of 2010 was driven by good expense discipline.
The last several years have seen meaningful swings in
the cost of diesel fuel and gasoline – During the first
and second quarters of 2010, our total vehicle fuel costs were
approximately $6.4 million and $6.8 million,
respectively. During the first, second, third, and fourth
quarters of 2009, our total vehicle fuel costs were approximately
$5.2 million, $5.7 million, $6.2 million, and $6.1 million,
respectively. The changes resulted from variations in fuel
costs, variations in the service levels provided to our stores from
our distribution centers, and changes in the number of vehicles at
our store locations. These fuel costs include the fuel
utilized in our distribution vehicles (semi-tractors, straight
trucks, and sprinter trucks) which is recorded in cost of goods and
the fuel utilized in our store delivery vehicles which is included
in operating and administrative expenses (the split in the last
several years has been approximately 50:50 between distribution and
store use).
The average per gallon fuel costs and the percentage change (on
a year-over-year basis) for the last three years was as
follows:
Per gallon average price |
1st |
2nd |
3rd |
4th |
|
|
|
2010 - Quarter |
Diesel fuel |
$2.89 |
3.06 |
|
|
Gasoline |
$2.68 |
2.80 |
|
|
|
|
|
2009 - Quarter |
Diesel fuel |
$2.19 |
2.29 |
2.61 |
2.70 |
Gasoline |
$1.86 |
2.25 |
2.55 |
2.54 |
|
|
|
2008 - Quarter |
Diesel fuel |
$3.47 |
4.30 |
4.38 |
3.11 |
Gasoline |
$3.07 |
3.65 |
3.85 |
2.49 |
|
Per gallon price change |
1st |
2nd |
3rd |
4th |
|
|
|
2010 - Quarter |
Diesel fuel |
32.0% |
33.6% |
|
|
Gasoline |
44.1% |
24.4% |
|
|
|
|
|
2009 - Quarter |
Diesel fuel |
-36.9% |
-46.7% |
-40.4% |
-13.2% |
Gasoline |
-39.4% |
-38.4% |
-33.8% |
2.0% |
Income taxes, as a percentage of earnings
before income taxes, were approximately 38.3% and 38.1% for the
first six months of 2010 and 2009, respectively.
WORKING CAPITAL:
The year-over-year comparison and the related dollar and
percentage changes related to accounts receivable and inventories
were as follows:
|
Balance at June 30, |
Twelve Month Dollar
Change |
Twelve Month Percentage
Change |
|
2010 |
2009 |
2008 |
2010 |
2009 |
2010 |
2009 |
Accounts receivable, net |
$280,823 |
228,257 |
292,056 |
52,566 |
(63,799) |
23.0% |
-21.8% |
Inventories |
522,214 |
519,119 |
507,989 |
3,095 |
11,130 |
0.6% |
2.2% |
The accounts receivable increase of 23.0% from June 2009 to June
2010 was created by a daily sales increase of 21.1% in both May and
June 2010. The accounts receivable decrease of 21.8% from June
2008 to June 2009 relates to a daily sales decrease of 20.7% and
22.5% in May and June 2009, respectively. A portion of our
inventory procurement has a longer lead time than our ability to
foresee sales trends; therefore, the drop in sales growth activity
in the fourth quarter of 2008 and during the first two months of
2009 continued to result in inventory consumption that was less
than the amount of inbound product. The inventory decrease
began in March 2009 continued through most of 2009 and into the
first quarter of 2010. Our inventory dropped approximately
$9,000, $36,000, and $21,000 during the first, second, and third
quarters of 2009, respectively. The inventory grew by
approximately $10,000 in the fourth quarter of 2009; approximately
half of this increase related to our December 2009 acquisition of
Holo-Krome and the balance related to an increase in inventory
stocking at our distribution centers to support the improving sales
trends we have seen since August 2009. At the beginning of the
year, our goal was to hold inventory flat in 2010. During the
first half of 2010, our inventory decreased approximately $1,000 in
the first quarter and increased approximately $15,000 in the second
quarter, or a $14,000 increase year-to-date. This is
disappointing to us. We expected to increase our inventory
approximately $10,000 in the first half of the year to support
increased sales. This makes our goal of holding inventory flat
in 2010 more challenging.
BALANCE SHEET AND CASH FLOW:
Our balance sheet continues to be very strong and our operations
have good cash generating characteristics. During the second
quarter of 2010, we generated $40,499 (or 58.6% of net earnings) of
operating cash flow; year-to-date, we generated $119,527 (or 95.5%
of net earnings) of operating cash flow. Our first quarter
typically has stronger cash flow characteristics due to the timing
of tax payments; this benefit reverses itself in the second, third,
and fourth quarters as income tax payments go out in April, June,
September, and December. The remaining amounts of cash flow
from operating activities are largely linked to the pure dynamics
of a distribution business and its strong correlation to working
capital as discussed above.
The strong free cash flow (operating cash flow less net capital
expenditures) during 2009 allowed us to increase our first dividend
payment (declared January 2010 and paid in February 2010) by 14.3%
(from $.35 per share in 2009 to $.40 per share in 2010). On
July 12, 2010 our Board of Directors declared our second
semi-annual dividend payment for 2010 of $0.42 per share, a 13.5%
increase over the second dividend payment of $0.37 per share in
2009. This dividend is payable in September 2010.
STOCK REPURCHASE:
In July 2009, we announced our Board of Directors had authorized
purchases by us of up to 2,000,000 shares of our common
stock. This authorization replaced any unused authorization
previously approved by our Board of Directors. During 2009, we
purchased 1,100,000 shares of our outstanding stock at an average
price of approximately $37.37 per share. These purchases
occurred in the fourth quarter of 2009. We did not purchase
any stock in the first half of 2010.
CONFERENCE CALL TO DISCUSS QUARTERLY
EARNINGS:
As we previously disclosed, we will host a conference call today
to review the quarterly results, as well as current
operations. This conference call will be broadcast live over
the Internet at 9:00 am, central time. To
access the webcast, please go to the Fastenal Company Investor
Relations Website at http://investor.fastenal.com/events.cfm.
ADDITIONAL INFORMATION:
This press release contains statements that are not historical
in nature and that are intended to be, and are hereby identified
as, "forward looking statements" as defined in the Private
Securities Litigation Reform Act of 1995, including statements
regarding (1) our anticipated sales growth in the near future and
our goals regarding sales growth, (2) the goals of our
long-term growth strategy, 'pathway to profit', including the
anticipated rate of new store openings, planned additions to our
outside sales personnel, the expected funding of such additions out
of cost savings resulting from the slowing of the rate of new store
openings, the growth in average store sales expected to result from
this strategy, our ability to capture leverage and working capital
efficiency expected to result from this strategy, and our ability
to increase overall productivity as a result of this strategy, (3)
our ability to manage our employee related costs in the short-term
while maintaining our sales, (4) our ability to improve our
gross profit percentage in 2010, (5) our intent to increase our
range of store openings commencing in the second half of 2010, (6)
our intent to continue the practice of rationalizing store
locations at the end of a lease and our expectations regarding the
number of store closures in the remainder of 2010, and (7) our
goals regarding inventory growth in 2010. The following
factors are among those that could cause the Company's actual
results to differ materially from those predicted in such
forward‑looking statements: (1) a more prolonged downturn in
the economy, a significant decline in industrial production, or a
change, from that projected, in the number of North American
markets able to support new stores could cause store openings to
change from that expected and could impede our sales growth,
(2) a more prolonged downturn in the economy, changes in the
expected rate of new store openings, difficulties in successfully
attracting and retaining additional qualified outside sales
personnel, and difficulties in changing our sales process could
adversely impact our ability to achieve the goals of our 'pathway
to profit' initiative, (3) a worsening trend in the economy
and our sales, or changes in government regulations, could make it
difficult to effectively manage our employee related costs in the
short-term while maintaining sales, (4) a more prolonged
downturn in the economy, additional deflation, or a change in our
purchasing patterns could affect our ability to improve our gross
profit percentage in 2010, (5) a more prolonged downturn in the
economy could affect our ability to increase our range of store
openings commencing in 2010 and could impact our store
rationalization practice, and (6) an unexpected dramatic increase
or decrease in sales, or inflation related to the price of steel
could impact our ability to meet our goal of holding inventory
growth flat in 2010. A discussion of other risks and uncertainties
which could cause our operating results to vary from anticipated
results or which could materially adversely effect our business,
financial condition, or operating results is included in our 2009
annual report on Form 10-K under the sections captioned
Certain Risks and Uncertainties and Item 1A – Risk Factors.
FAST-E
The Fastenal Company logo is available at
http://www.globenewswire.com/newsroom/prs/?pkgid=6432
FASTENAL COMPANY AND
SUBSIDIARIES |
|
|
|
Consolidated Balance
Sheets |
(Amounts in thousands except
share information) |
|
|
|
|
(Unaudited) |
|
|
June 30, |
December 31, |
Assets |
2010 |
2009 |
|
|
|
|
|
|
Current assets: |
|
|
Cash and cash equivalents |
$ 196,392 |
164,852 |
Marketable securities |
24,464 |
24,400 |
Trade accounts receivable, net
of allowance for doubtful accounts of $4,086 |
280,823 |
214,169 |
Inventories |
522,214 |
508,405 |
Deferred income tax assets |
14,760 |
12,919 |
Prepaid income taxes |
-- |
11,657 |
Other current assets |
49,833 |
45,962 |
Total current assets |
1,088,486 |
982,364 |
|
|
|
Marketable securities |
5,197 |
6,238 |
Property and equipment, less accumulated
depreciation |
344,465 |
335,004 |
Other assets, net |
3,707 |
3,752 |
|
|
|
Total assets |
$ 1,441,855 |
1,327,358 |
|
|
|
|
|
|
Liabilities and Stockholders'
Equity |
|
|
|
|
|
Current liabilities: |
|
|
Accounts payable |
$ 71,435 |
53,490 |
Accrued expenses |
85,788 |
66,019 |
Income taxes payable |
8,941 |
-- |
Total current
liabilities |
166,164 |
119,509 |
|
|
|
Deferred income tax liabilities |
16,822 |
17,006 |
|
|
|
Stockholders' equity: |
|
|
Preferred stock, 5,000,000
shares authorized |
-- |
-- |
Common stock, 200,000,000
shares authorized, 147,430,712 shares issued and outstanding |
1,474 |
1,474 |
Additional paid-in capital |
2,333 |
333 |
Retained earnings |
1,241,870 |
1,175,641 |
Accumulated
other comprehensive income |
13,192 |
13,395 |
Total stockholders'
equity |
1,258,869 |
1,190,843 |
|
|
|
Total liabilities and
stockholders' equity |
$ 1,441,855 |
1,327,358 |
|
FASTENAL COMPANY AND
SUBSIDIARIES |
|
|
|
|
|
Consolidated Statements of
Earnings |
(Amounts in thousands except
earnings per share) |
|
|
|
|
|
|
(Unaudited) |
(Unaudited) |
|
Six months
ended |
Three months
ended |
|
June 30, |
June 30, |
|
2010 |
2009 |
2010 |
2009 |
|
|
|
|
|
|
|
|
|
|
Net sales |
$1,091,955 |
964,241 |
571,183 |
474,894 |
|
|
|
|
|
Cost of sales |
528,384 |
463,088 |
273,525 |
232,389 |
Gross profit |
563,571 |
501,153 |
297,658 |
242,505 |
|
|
|
|
|
|
|
|
|
|
Operating and administrative expenses |
361,193 |
352,052 |
185,783 |
172,143 |
Loss on sale of property and
equipment |
106 |
752 |
39 |
424 |
Operating income |
202,272 |
148,349 |
111,836 |
69,938 |
|
|
|
|
|
Interest income |
522 |
720 |
289 |
464 |
|
|
|
|
|
Earnings before income
taxes |
202,794 |
149,069 |
112,125 |
70,402 |
|
|
|
|
|
Income tax expense |
77,593 |
56,837 |
42,958 |
26,864 |
|
|
|
|
|
Net earnings |
$125,201 |
92,232 |
69,167 |
43,538 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic and diluted net earnings per
share |
$0.85 |
0.62 |
0.47 |
0.29 |
|
|
|
|
|
Basic and diluted weighted average
shares outstanding |
147,431 |
148,531 |
147,431 |
148,531 |
|
FASTENAL COMPANY AND
SUBSIDIARIES |
|
|
|
Consolidated Statements of Cash
Flows |
(Amounts in thousands) |
|
|
|
|
(Unaudited) |
|
Six months
ended |
|
June 30, |
|
2010 |
2009 |
|
|
|
Cash flows from operating activities: |
|
|
Net earnings |
$ 125,201 |
92,232 |
Adjustments to reconcile net
earnings to net cash provided by operating activities: |
|
|
Depreciation of property and
equipment |
20,404 |
20,363 |
Loss on sale of property and
equipment |
106 |
752 |
Bad debt expense |
3,370 |
4,689 |
Deferred income taxes |
(2,025) |
(3,064) |
Stock based compensation |
2,000 |
1,900 |
Amortization of non-compete
agreement |
34 |
34 |
Changes in operating assets and
liabilities: |
|
|
Trade accounts receivable |
(70,024) |
11,994 |
Inventories |
(13,809) |
45,128 |
Other current assets |
(3,871) |
15,493 |
Accounts payable |
17,945 |
(12,699) |
Accrued expenses |
19,769 |
(12,010) |
Income taxes |
20,598 |
1,453 |
Other |
(171) |
1,287 |
Net cash provided by
operating activities |
119,527 |
167,552 |
|
|
|
Cash flows from investing activities: |
|
|
Purchase of property and
equipment |
(32,211) |
(32,638) |
Proceeds from sale of property
and equipment |
2,240 |
3,686 |
Net decrease (increase) in
marketable securities |
977 |
(24) |
Net decrease in
other assets |
11 |
34 |
Net cash used in
investing activities |
(28,983) |
(28,942) |
|
|
|
Cash flows from financing activities: |
|
|
Purchase of common stock |
-- |
-- |
Payment of
dividends |
(58,972) |
(51,986) |
Net cash used in
financing activities |
(58,972) |
(51,986) |
|
|
|
Effect of exchange rate changes on
cash |
(32) |
1,151 |
|
|
|
Net increase in cash and cash
equivalents |
31,540 |
87,775 |
|
|
|
Cash and cash equivalents at beginning
of period |
164,852 |
85,892 |
Cash and cash equivalents at end of
period |
$ 196,392 |
173,667 |
|
|
|
Supplemental disclosure of cash flow
information: |
|
|
Cash paid during each
period for income taxes |
$ 59,020 |
55,384 |
CONTACT: Fastenal Company
Dan Florness, EVP and Chief Financial Officer
507.454.5374
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