UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
Form 10-K
(Mark One) | |
þ | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended December 31, 2014 | |
or | |
o | TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the transition period from to | |
Commission file number: 0-10546
LAWSON PRODUCTS, INC.(Exact Name of Registrant as Specified in Charter)
Delaware | 36-2229304 | |
(State or other jurisdiction of | (I.R.S. Employer | |
incorporation or organization) | Identification No.) | |
8770 W. Bryn Mawr Avenue, Suite 900, Chicago, Illinois 60631
(Address of principal executive offices)
Registrant’s telephone number, including area code:
(773) 304-5050
Securities registered pursuant to Section 12(b) of the Act:
Title of Each Class | Name of Each Exchange on Which Registered | |
Common Stock, $1.00 par value | The NASDAQ Stock Market LLC (NASDAQ Global Select Market) | |
Securities registered pursuant to Section 12(g) of the Act:
None
(Title of class)
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes o No þ
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes o No þ
Indicate by check mark whether the registrant (l) has filed all reports required to be filed by section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes þ No o
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes þ No o
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§ 229.405 of this chapter) is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. o
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act. (Check one)
Large accelerated filer o | Accelerated filer þ |
Non-accelerated filer o (Do not check if a smaller reporting company) | Smaller reporting Company o |
Indicate by check mark whether the registrant is a shell company (as defined by Rule 12b-2 of the Exchange Act).
Yes o No þ
The aggregate market value of the registrant’s voting stock held by non-affiliates on June 30, 2014 (based upon the per share closing price of $16.29) was
approximately $93,816,000.
As of January 31, 2015, 8,706,467 shares of Common Stock were outstanding.
DOCUMENTS INCORPORATED BY REFERENCE
The following documents are incorporated into this Form 10-K by reference:
Part III incorporates information by reference to the registrant’s definitive proxy statement, to be filed with the Securities and Exchange Commission within 120 days after the close of the fiscal year.
TABLE OF CONTENTS
Page # | ||
“Safe Harbor” Statement under the Securities Litigation Reform Act of 1995: This Annual Report on Form 10-K contains certain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 that involve risks and uncertainties. The terms “may,” “should,” “could,” “anticipate,” “believe,” “continues,” “estimate,” “expect,” “intend,” “objective,” “plan,” “potential,” “project” and similar expressions are intended to identify forward-looking statements. These statements are not guarantees of future performance and involve risks, uncertainties and assumptions that are difficult to predict. These statements are based on management’s current expectations, intentions or beliefs and are subject to a number of factors, assumptions and uncertainties that could cause actual results to differ materially from those described in the forward-looking statements. Factors that could cause or contribute to such differences or that might otherwise impact the business include the risk factors set forth in Item 1A of this Form 10-K.
The Company undertakes no obligation to update any such factor or to publicly announce the results of any revisions to any forward-looking statements contained herein whether as a result of new information, future events or otherwise.
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PART I
ITEM 1. BUSINESS.
Lawson Products, Inc. (“Lawson”, the “Company”, “we”, “our”, or “us”) was incorporated in Illinois in 1952, and reincorporated in Delaware in 1982. Lawson serves the industrial, commercial, institutional and government maintenance, repair and operations ("MRO") market.
Vision
Our vision is to be our customers' first choice for maintenance, repair and operational solutions that improve their operating performance. We plan to achieve our vision by working closely with our customers to maintain and enhance their operations by providing them with quality products, superior service and innovative solutions.
Industry and Competition
The MRO industrial distribution industry is comprised of companies that buy and stock products in bulk and supply these products to customers on an as needed basis. The customer benefits from lower costs and the convenience of ordering smaller quantities maintained by MRO suppliers. We estimate that total annual revenue generated by the North American MRO marketplace exceeds $130 billion.
There is a significant amount of fragmentation by geography and product within the industry. We encounter competition from several national distributors and manufacturers and a large number of regional and local distributors. Some competitors have greater financial and personnel resources, handle more extensive lines of merchandise, operate larger facilities and price some merchandise more competitively than we do.
We deliver quality products to our customers and offer them extensive product knowledge, product application expertise and Vendor Managed Inventory ("VMI") services. Our broad geographic sales coverage allows us to serve large multi-location customers. We compete for business primarily by offering a value-added service approach in which our highly trained sales representatives manage the product inventory for our customers. The VMI model makes it less likely that our customers will unintentionally run out of a product while optimizing their inventory levels.
Customers
During 2014, we sold products to approximately 70,000 customers and no customer accounted for more than three percent of net sales. In 2014, approximately 90% of our net sales were generated in the United States and approximately 10% in Canada. Our customers operate in a variety of industries including automotive repair, commercial vehicle maintenance, government, manufacturing, food processing, distribution, construction, oil and gas, mining, wholesale, service and others. Although seasonality is not significant in our business, due to fewer selling days during the holiday season, net sales in the fourth quarter are historically slightly lower than the first three quarters of the year.
Our customers include a wide range of purchasers of industrial supply products from small repair shops to large national and governmental accounts. Historically, we have been very effective selling to and servicing small and medium sized customer locations that value our service approach.
Operations
Sales orders are primarily generated from our sales representatives; however, customers can also order directly from our website or through our customer service team via fax or phone. We ship products to customers in all 50 states, Puerto Rico, Canada, Mexico and the Caribbean. We normally ship to our customers within one day of order placement.
Our MRO distribution process normally entails the purchase of product from suppliers in bulk for delivery to our packaging and distribution facility in McCook, Illinois (“McCook Facility”) for possible repackaging, labeling or cross-docking. Product is then either stocked in the McCook Facility or delivered to one of four additional regionally located distribution centers in Georgia, Nevada, New Jersey and Ontario. As orders are received, product is picked, packed and delivered to our customers. Many factors affect the efficiency of this process including the physical design of the distribution centers, routing logistics, the number of times the product needs to be handled, transportation costs and the flexibility to meet the requirements of our customers.
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Products
Our product offerings are listed on our website and in catalogs distributed to our customers. Sales percentages by broad categories of our product mix in 2014 were as follows:
Product Category | Percentage | |
Fastening systems | 21% | |
Fluid power | 16% | |
Specialty chemicals | 15% | |
Cutting tools and abrasives | 14% | |
Electrical | 12% | |
Aftermarket automotive supplies | 7% | |
Safety | 4% | |
Welding and metal repair | 3% | |
Other | 8% | |
100% | ||
We offer approximately 300,000 different core products for sale of which approximately 50,000 products are maintained in our distribution centers. We strive to carry sufficient inventory to ensure product availability and rapid processing of customer orders. Accurate forecasting of customer demand is essential to establish the proper level of inventory for each product. Inventory levels need to be sufficient to meet customer demand while avoiding the costs of stocking excess items.
During 2014, we purchased products from over 2,000 suppliers and no single supplier accounted for more than 10% of our purchases. The loss of one of our core suppliers could affect our operations by hindering our ability to provide full service to our customers.
Our quality control department tests our product offerings to ensure they meet our customers' specifications. We recommend solutions to help customers maximize product performance and avoid costly product failures. Our engineering department provides technical support for our products and offers on-site problem solutions. They also develop and present product safety and technical training seminars tailored to meet our customers' needs. Safety Data Sheets are maintained electronically and are available to our customers on our website.
Employees
Our organization supports a culture of continuous improvement and emphasizes the importance of addressing the needs of our customers. We require our employees to act with integrity in every aspect of our business while encouraging them to be results driven, team oriented and progressive.
On December 31, 2014, our workforce included approximately 1,510 individuals, comprised of approximately 1,100 in sales and marketing, approximately 320 in operations and distribution and approximately 90 in management and administration. Approximately 11% of our workforce is covered by three collective bargaining agreements. We believe that our relations with our employees and their collective bargaining organizations are good.
Sales Team
On December 31, 2014, our sales and marketing team consisted of approximately 1,100 individuals focused on servicing existing customers, identifying new customers, providing customer service support and providing on-site customer service. Of our total sales team, over 900 are sales representatives who are primarily organized into geographical regions. The performance of each region is the responsibility of a Regional Sales Director. Each region is further divided into geographically defined districts. The performance of each district is the responsibility of a District Sales Manager who reports to the Regional Sales Director. Our District Sales Managers work with the sales representatives to generate sales from new and existing customers. We also have a team dedicated to the acquisition of larger national accounts and a team dedicated to serving our governmental accounts. The national accounts are comprised of multi-location customers with a national scope. We have also assigned employees to concentrate solely on attracting new, mid-market accounts.
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Our sales team receives education in the best uses of our products, enabling them to provide customized solutions to address our customers' needs including technical expertise and on-site problem resolution. The VMI service we offer consists of managing the customers inventory, ordering the right products in the optimal quantity and stocking the product for the customer when the product is delivered. The sales team also periodically provides product presentations to our customers that are designed to demonstrate how our products can improve their productivity. Additionally, we offer customized storage systems for improved organization and a more efficient work-flow and provide certain customers with software to enhance their billing process.
Strategic Focus
In 2015, our focus will be to continue to grow our sales and further improve our operations to enhance the purchasing experience for our customers.
Grow sales
Our sales are directly affected by the size of our sales team and its territorial coverage. In 2014, we increased the size of our sales team, adding 110 net new sales representatives, to a total of 916 at December 31, 2014. In 2015, we plan to continue to expand our sales representative count to approximately 1,000 by the end of the year. Our plan to expand our sales force is designed to identify under-served territories that offer the greatest potential growth opportunity, locate and recruit talented sales representatives, provide them with the proper training, and successfully integrate them into our organization.
As we increase our sales coverage, we anticipate a short-term decrease in average sales per day per sales representative, as new representatives build up customer relationships in their territories. Our 2015 financial results may also be impacted by increased training and other costs related to the sales force expansion. However, we believe that these short-term investments will result in future opportunities as we leverage the impact of top-line growth over our fixed operating costs.
To acquire the best new sales talent and prepare them for success, we have developed an extensive talent acquisition strategy. We use both internal and external resources to identify and recruit the best available sales talent. Our training programs provide new sales representatives with the tools they need to maximize their sales potential. In 2014 we began to roll out new automated ordering application and scanners that, when fully implemented in 2015, are expected to improve the productivity of our sales representatives.
During the first quarter of 2015, we will conduct a four day national sales meeting which will bring together our sales representatives and include updates on our Company strategy, training and a supplier trade show to increase our sales representatives product knowledge. The event will also provide the sales representatives an opportunity to network and allow our newer hires to learn best practices from those with more experience.
Continually improve operations
In 2015, we will continue to leverage our past investments in the McCook Facility and our Enterprise Resource Planning ("ERP") system with a concentrated effort on enhancing our customers' purchasing experience, improving order completeness rates and service levels, and decreasing backorders. We made significant improvement in these areas in the past few years to solidify the operating foundation of the Company. That focus will continue throughout 2015.
Additionally, management has integrated a Lean Six Sigma process of continuous improvement into varying aspects of our business. Lean Six Sigma is a set of tools that allow a project team to analyze and improve selected business processes. The project teams work with the process owners to develop statistical measures to evaluate the effectiveness of the process, document the current components and process flow, examine the root cause and effect of current operations, design and implement new ways to improve performance and then measure the results for effectiveness.
We have implemented Lean Six Sigma in processes that we believe offer us the best potential return. In 2015, we plan to continue to expand the scope of our Lean Six Sigma initiative, train additional employees in the methodology and identify additional processes with the highest potential for improvement.
We believe our emphasis on continual improvement will lead to further reductions in error rates, increased processing speed, reduction in cycle times, standardization of procedures, and elimination of waste so we can become a more efficient and effective organization that provides our customers with the best purchasing experience possible while also leveraging our existing operating expenses.
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Available Information
We file or furnish annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and file or furnish amendments to those reports pursuant to Section 13(a) or 15(d) of the Exchange Act and Section 16 reports with the Securities and Exchange Commission (“SEC”). The public can obtain copies of these materials by visiting the SEC's Public Reference Room at 100 F Street, NE, Washington DC 20549 or by accessing the SEC's website at http://www.sec.gov. The public may obtain information on the operation of the SEC's Public Reference Room by calling (800) SEC-0330. In addition, as soon as reasonably practicable after such materials are filed with or furnished to the SEC, we make copies available to the public free of charge through our website at www.lawsonproducts.com or by calling (773) 304-5050. Information on our website is not incorporated by reference into this report. We also make available, on our website, the charters of the committees of our Board of Directors, our Code of Business Conduct and our Corporate Governance Principles.
Executive Officers of the Registrant
The executive officers of Lawson as of February 1, 2015 were as follows:
Name | Age | Year First Elected to Present Office | Position | |||
Michael G. DeCata | 57 | 2012 | President and Chief Executive Officer | |||
Neil E. Jenkins | 65 | 2004 | Executive Vice President, Secretary and General Counsel | |||
Ronald J. Knutson | 51 | 2012 | Executive Vice President, Chief Financial Officer | |||
Allen D. Jacobson | 51 | 2014 | Senior Vice President, Sales | |||
Shane T. McCarthy | 46 | 2014 | Senior Vice President, Supply Chain | |||
Biographical information for the past five years relating to each of our executive officers is set forth below.
Mr. DeCata was elected President and Chief Executive Officer in September 2012. Mr. DeCata previously served in a consulting capacity for several private equity firms, including Hamilton Robinson Capital Partners from 2009 until 2012. Mr. DeCata served as President of The Chefs' Warehouse from 2006 until 2009. Mr. DeCata previously served on the Board of Directors of Crescent Electric Supply Company from 2008 to 2013.
Mr. Jenkins was elected Executive Vice President, Secretary and General Counsel in 2004.
Mr. Knutson was elected Executive Vice President, Chief Financial Officer effective July 2012 and joined the Company as Senior Vice President, Chief Financial Officer effective November 2009. Mr. Knutson served as Senior Vice President, Chief Financial Officer of Frozen Food Express Industries, Inc. from January 2009 to November 2009.
Mr. Jacobson was elected Senior Vice President, Sales effective February 2014. Mr. Jacobson served as Vice President, Sales from December 2008 to February 2014.
Mr. McCarthy was elected Senior Vice President, Supply Chain in June of 2014. Mr. McCarthy served as Senior Vice President, Operations from July 2012 to June 2014 and previously served as Vice President of Distribution and Logistics from April 2008 to June 2012.
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ITEM 1A. RISK FACTORS.
In addition to the other information in this Annual Report on Form 10-K for the fiscal year ended December 31, 2014, the following factors should be considered in evaluating Lawson's business. Our operating results depend upon many factors and are subject to various risks and uncertainties. The material risks and uncertainties known to us and described below may negatively affect our business operations or affect our financial results. Additional risks and uncertainties not presently known to us or that we currently deem immaterial may also impair our business operations or affect our financial results.
Our results of operations may be adversely impacted by a downturn in the economy.
Any decline or uncertainty in the strength of the economy may lead to a decrease in customer spending and may cause certain customers to cancel or delay placing orders. Some of our customers may file for bankruptcy protection, preventing us from collecting on accounts receivable and may result in our stocking excess inventory. Contractions in the credit markets may also cause some of our customers to experience difficulties in obtaining financing, leading to lower sales, delays in the collection of receivables and result in an increase in bad debt expense.
Adverse economic conditions could also affect our key suppliers and contractors. This could lead to us incurring additional expenses or result in delays in shipping products to our customers. Economic uncertainty can make it difficult for us to accurately predict future order activity and affect our ability to effectively manage inventory levels. Our ability to finance our operations by borrowing through our current Loan and Security Agreement ("Loan Agreement") could also be at risk if the lender is unable to provide funds under the terms of the agreement due to a bankruptcy or a restructuring. There are no assurances that we would be able to establish alternative financing or obtain financing with terms similar to our present Loan Agreement.
Failure to adequately fund our operating and working capital needs through cash generated from operations and cash available through our Loan Agreement could negatively impact our ability to invest in the business and maintain our capital structure.
Our business requires investment in working capital and fixed assets. We fund these investments from cash generated from operations and funds available from our Loan Agreement. Failure to generate sufficient cash flow from operations or from our Loan Agreement could cause us to have insufficient funds to operate our business. Adequate funds may not be available when needed or may not be available on favorable terms.
Failure to meet the covenant requirements of our Loan Agreement could lead to higher financing costs, increased restrictions and reduce or eliminate our ability to borrow funds.
Our Loan Agreement contains financial and other restrictive covenants. These covenants could adversely affect us by limiting our financial and operating flexibility as well as our ability to plan for and react to market conditions and to meet our capital needs. Failure to meet these covenant requirements could lead to higher financing costs, increased restrictions, reduce or eliminate our ability to borrow funds, or accelerate the payment of our existing indebtedness. If we require more liquidity than is currently available to us under our Loan Agreement, we may need to raise additional funds through debt or equity offerings which may not be available when needed or may not be available on terms favorable to us. Should funding be insufficient at any time in the future, we may be unable to develop or enhance our products or services, take advantage of business opportunities or respond to competitive pressures, any of which could have a material adverse effect on our business, financial condition and results of operations.
The market price of our common stock may decline.
Our stock price could decrease if our financial performance is inadequate or does not meet investors' expectations, if there is deterioration in the overall market for equities, if large amounts of shares are sold in the market or if investors have concerns that our business, financial condition, results of operations and capital requirements are negatively impacted by an economic downturn.
A significant portion of our inventory may become obsolete.
Our business strategy requires us to carry a significant amount of inventory in order to meet rapid processing of customer orders. If our inventory forecasting and production planning processes result in inventory levels exceeding the levels demanded by customers or should our customers decrease their orders with us, our operating results could be adversely affected due to costs of carrying the inventory and additional inventory write-downs for excess and obsolete inventory.
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Work stoppages and other disruptions at transportation centers or shipping ports may adversely affect our ability to obtain inventory and make deliveries to our customers.
Our ability to rapidly process customer orders is an integral component of our overall business strategy. Interruptions at our company operated facilities or disruptions at a major transportation center or shipping port, due to events such as severe weather, labor interruptions, natural disasters, acts of terrorism or other events, could affect our ability to maintain core products in inventory, deliver products to our customers on a timely basis or adversely affect demand for our products, which may in turn adversely affect our results of operations.
Changes in our customers, product mix and pricing strategy could cause our gross margin percentage to decline in the future.
From time to time, we have experienced overall changes in the product mix demand of our customers. When our product mix changes, there can be no assurance that we will be able to maintain our historical gross profit margins. Changes in our customers, product mix, volume of orders or the prices charged could cause our gross profit margin percentage to decline. Our gross margin percentage may also come under pressure in the future if we increase the percentage of national accounts in our customer base, as sales to these customers are generally at lower margins.
Changes in energy costs and the cost of raw materials used in our products could impact our cost of goods and distribution and occupancy expenses, which may result in lower operating margins.
Increases in the cost of raw materials used in our products (e.g., steel, brass) and increases in energy costs raise the production costs of our vendors. Those vendors typically look to pass the higher costs along to us through price increases. If we are unable to fully pass these increased prices and costs through to our customers or to modify our activities, the impact would have an adverse effect on our operating profit margins.
The recent decline in the price of oil has had a negative effect on some of our customers in the oil & gas and related industries. As a result, these customers may demand less product from us resulting in lower net sales.
Disruptions of our information and communication systems could adversely affect the Company.
We depend on our information and communication systems to process orders, purchase and manage inventory, maintain cost-effective operations, sell and ship products, manage accounts receivable collections and serve our customers. Disruptions in the operation of information and communication systems can occur due to a variety of factors including power outages, hardware failure, programming faults and human error. Disruptions in the operation of our information and communication systems, whether over a short or an extended period of time or affecting one or multiple distribution centers, could have a material adverse effect on our business, financial condition and results of operations.
Cyber attacks or other information security breaches could have a material adverse effect on our operating results and financial condition, subject us to additional legal costs and damage our reputation in the marketplace.
We are increasingly dependent on digital technology to process and record financial and operating data and communicate with our employees and business partners. During the normal course of business we receive, retain and transmit certain confidential information that our customers provide to us to purchase products or services or otherwise communicate with us.
Our technologies, systems, networks, and those of our business partners may become the target of cyber attacks or information security breaches that could result in the unauthorized release, misuse, loss or destruction of proprietary and other information, or other disruption of our business operations, subject us to additional legal costs and damage our reputation in the marketplace. Although to date we have not experienced any losses relating to cyber attacks, there can be no assurance that we will not suffer such losses in the future. As cyber threats continue to evolve, we may be required to expend additional resources to continue to modify or enhance our protective measures or to investigate and fix any information security vulnerabilities.
The inability to successfully recruit, integrate and retain productive sales representatives could adversely affect our operating results.
We have committed to a plan to increase the size of our sales force which we believe will lead to increased sales and improve our long-term financial results. A successful expansion in our sales force requires us to identify under served territories that offer the greatest potential growth opportunity, locate and recruit talented sales representatives, provide them with the proper training, and successfully integrate them into our organization. This expansion plan requires significant investment in capital and resources
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and the failure to identify the optimal sales territories, recruit and retain quality sales representatives and provide them with sufficient support could adversely affect our operating results. Additionally, we anticipate a short-term decrease in average sales per day per sales representative as new representatives build up customer relationships in their territories.
It is also critical to retain the experienced and productive sales representatives that have historically contributed to our success. Failure to retain a sufficient number of talented, experienced and productive sales representatives could adversely affect our financial and operating results.
Failure to retain talented employees, managers and executives could negatively impact our operating results.
Our success depends on our ability to attract, develop and retain talented employees, including executives and other key managers. The loss of certain key executives and managers, or the failure to attract and develop talented employees could have a material adverse effect on our business.
The inability of management to successfully implement changes in operating processes, could lead to disruptions in our operations.
We are continually striving to improve operational efficiencies throughout our organization and to identify and initiate changes intended to improve our internal operations. The implementation of changes to our current operations involve a risk that the changes may not work as intended, may disrupt related processes, may not be properly applied or may not result in accomplishing the intended efficiencies. Failure to successfully manage the implementation of these changes could lead to disruptions in our operations.
The Company operates in highly competitive markets.
The MRO marketplace is highly competitive. Our competitors include large and small companies with similar or greater market presence, name recognition, and financial, marketing, and other resources. We believe the competition will continue to challenge our business with their product selection, financial resources and services.
Changes that affect governmental and other tax-supported entities could negatively impact our sales and earnings.
A portion of our sales are derived from the United States military and other governmental and tax-supported entities. These entities are largely dependent upon government budgets and require adherence to certain laws and regulations. A decrease in the levels of defense and other governmental spending or the introduction of more stringent governmental regulations and oversight, could lead to reduced sales or an increase in compliance costs which would adversely affect our financial position and results of operations.
A violation of Federal, state or local environmental protection regulations could lead to significant penalties and fines or other remediation costs.
Our product offering includes a wide variety of industrial chemicals and other products which are subject to a multitude of Federal, state and local regulations. These environmental protection laws change frequently and affect the composition, handling, transportation, storage and disposal of these products. Failure to comply with these regulations could lead to severe penalties and fines for each violation.
Additionally, a facility we own in Decatur, Alabama was found to contain hazardous substances in the soil and groundwater as a result of historical operations prior to our ownership. We retained an environmental consulting firm to further investigate the contamination, including measurement and monitoring of the site. In October 2014, the Company received estimates from the environmental consulting firm for three potential remediation solutions. The estimates ranged between $0.3 million to $1.4 million. An agreement with Alabama’s voluntary cleanup program has not yet been reached regarding these remediation approaches and additional procedures may be required to remediate the situation that could negatively impact our operating results.
Our results of operations could be affected by changes in taxation.
Our results of operations could be affected by changes in tax rates, audits by taxing authorities or changes in laws, regulations and their interpretation. Changes in applicable tax laws and regulations could also affect our ability to realize the deferred tax assets on our balance sheet, which could affect our results of operations.
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ITEM 1B. UNRESOLVED STAFF COMMENTS.
None.
ITEM 2. PROPERTIES.
At December 31, 2014, we owned or leased the following facilities:
Location | Function | Square Footage | Own/Lease | Lease Expiration | ||||
Chicago, Illinois (1) | Headquarters | 86,300 | Lease | March 2023 | ||||
McCook, Illinois | Packaging/Distribution | 306,805 | Lease | June 2022 | ||||
Fairfield, New Jersey | Distribution | 60,000 | Own | |||||
Mississauga, Ontario Canada | Distribution | 78,000 | Own | |||||
Reno, Nevada (2) | Distribution | 105,214 | Lease | June 2024 | ||||
Suwanee, Georgia | Distribution | 91,235 | Own | |||||
Decatur, Alabama (3) | Lease | 65,000 | Own | February 2019 | ||||
(1) | We have sub-leased approximately 17,100 feet of the Chicago, Illinois headquarters through March 2023. |
(2) | In 2014, we completed the sale of our Reno, Nevada, distribution center and entered into an agreement to leaseback approximately one-half of the building for a 10-year term. |
(3) | In connection with the sale of a discontinued business, we have agreed to lease the Decatur property to the buyer through February, 2019. |
While we believe that our facilities are adequate to meet our current needs, we will continue to assess the location and operation of our facilities to determine whether they meet the strategic needs of our business.
ITEM 3. LEGAL PROCEEDINGS.
The Company is involved in legal actions that arise in the ordinary course of business. It is the opinion of management that the resolution of any currently pending litigation will not have a material adverse effect on the Company’s financial position or results of operations.
ITEM 4. MINE SAFETY DISCLOSURES.
Not applicable
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PART II
ITEM 5. MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES.
Stock Price Data
The Company’s Common Stock is traded on the NASDAQ Global Select Market under the symbol of “LAWS”. The following table sets forth the high and low sale prices as reported on the NASDAQ Global Select Market along with cash dividends declared for each outstanding share during the last two years for the periods presented.
2014 | 2013 | ||||||||||||||||||||||
High | Low | Cash Dividends Declared per Share | High | Low | Cash Dividends Declared per Share | ||||||||||||||||||
First Quarter | $ | 16.25 | $ | 12.17 | $ | — | $ | 19.02 | $ | 10.25 | $ | — | |||||||||||
Second Quarter | 17.36 | 13.11 | — | 17.67 | 12.15 | — | |||||||||||||||||
Third Quarter | 23.19 | 15.96 | — | 14.08 | 9.41 | — | |||||||||||||||||
Fourth Quarter | 28.30 | 20.12 | — | 13.46 | 10.30 | — | |||||||||||||||||
On January 31, 2015, the closing sales price of our common stock was $24.60 and the number of stockholders of record was 453. The amount of dividends we can issue is restricted to $7.0 million annually under the Loan and Security Agreement ("Loan Agreement").
Repurchased Shares of Stock
The following table summarizes the repurchases of the Company's Common Stock for the three months ended December 31, 2014. These shares were purchased for the sole purpose of satisfying tax withholding obligations of certain employees upon the vesting of restricted stock awards granted to them by the Company. No shares were repurchased in the open market.
Period | (a) Total number of shares (or units) purchased | (b) Average price paid per share (or unit) | (c) Total number of shares (or units) purchased as part of publicly announced plans or programs | (d) Maximum number (or approximate dollar value) of shares that may yet be purchased under the plans or programs | ||||||||
October 1 to October 31, 2014 | — | — | — | — | ||||||||
November 1 to November 30, 2014 | — | — | — | — | ||||||||
December 1 to December 31, 2014 | 1,805 | 26.72 | — | — | ||||||||
Three months ended December 31, 2014 | 1,805 | — | — | |||||||||
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Stock Price Performance Chart
Set forth below is a line graph comparing the yearly change in the cumulative total stockholder return of the Company’s common stock against the cumulative total return of the Russell Microcap Index and a peer group (the “Peer Group”) of the Company for the five prior years. The Company selected the Russell Microcap Index because Lawson is a component of the index and the market capitalization of the other member companies are similar to Lawson’s market capitalization. The Peer Group consists of W.W. Grainger, Inc., Fastenal Company, and MSC Industrial Direct. The Company believes that the Peer Group is representative of the markets it serves in terms of product sales and customers. The chart below represents the hypothetical return, including reinvestment of dividends, on $100 if it was invested on December 31, 2009 in the respective stocks or index fund.
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ITEM 6. SELECTED FINANCIAL DATA.
The following selected financial data should be read in conjunction with the Consolidated Financial Statements of the Company and Notes thereto included in Item 8 in this Annual Report. The income statement data and balance sheet data are for, and as of the end of each of the years in the five-year period ended December 31, 2014 and are derived from the audited Consolidated Financial Statements of the Company. The results of discontinued operations have been reclassified from continuing operations for all periods presented.
(Dollars in thousands, except per share data) | |||||||||||||||||||
2014 (1) | 2013 (2) | 2012 (3) | 2011 (4) | 2010 (5) | |||||||||||||||
Net sales | $ | 285,693 | $ | 269,503 | $ | 273,562 | $ | 300,399 | $ | 303,138 | |||||||||
Income (loss) from continuing operations | $ | (6,061 | ) | $ | (6,981 | ) | $ | (64,033 | ) | $ | (4,589 | ) | $ | 9,250 | |||||
Income (loss) from discontinued operations | 1,692 | 1,861 | 1,483 | (35 | ) | (2,313 | ) | ||||||||||||
Net income (loss) | $ | (4,369 | ) | $ | (5,120 | ) | $ | (62,550 | ) | $ | (4,624 | ) | $ | 6,937 | |||||
Basic and diluted income (loss) per share of common stock: | |||||||||||||||||||
Continuing operations | $ | (0.70 | ) | $ | (0.81 | ) | $ | (7.46 | ) | $ | (0.54 | ) | $ | 1.09 | |||||
Discontinued operations | 0.20 | 0.22 | 0.18 | — | (0.28 | ) | |||||||||||||
Net income (loss) | $ | (0.50 | ) | $ | (0.59 | ) | $ | (7.28 | ) | $ | (0.54 | ) | $ | 0.81 | |||||
Cash dividends declared per share | $ | — | $ | — | $ | 0.24 | $ | 0.48 | $ | 0.32 | |||||||||
Total assets | $ | 137,840 | $ | 159,945 | $ | 172,931 | $ | 222,748 | $ | 236,384 | |||||||||
Noncurrent liabilities | $ | 37,257 | $ | 39,083 | $ | 42,370 | $ | 36,697 | $ | 37,968 | |||||||||
Stockholders’ equity | $ | 61,855 | $ | 65,912 | $ | 70,733 | $ | 134,172 | $ | 142,865 | |||||||||
Notes:
(1) | The 2014 results from continuing operations include a $3.0 million impairment charge related to the Reno, Nevada, distribution center. |
(2) | The 2013 results from continuing operations include a $2.9 million charge related to the sub-lease of a portion of the leased headquarters and a $0.4 million benefit from the resolution of an employment tax matter. |
(3) | The 2012 results from continuing operations include a goodwill impairment charge of $28.3 million, an increase in income tax expense of $33.3 million due to an increase in the deferred tax valuation allowance, a $3.9 million charge related to discontinuing certain products and a $3.7 million gain on the sale of assets. |
(4) | The 2011 results from continuing operations include a $1.2 million provision for the estimated cost of settling an employment tax matter. |
(5) | The 2010 results from continuing operations include a $4.1 million benefit from legal settlements and a $1.7 million gain on sale of assets. |
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IITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS.
Overview
We operate in one reportable segment: as a distributor of products and services to the industrial, commercial, institutional, and governmental maintenance, repair and operations ("MRO") marketplace. Certain reclassifications have been made to prior period amounts to conform to the current period presentation. Such reclassifications have no effect on net income as previously reported.
The North American MRO industry is highly fragmented. We compete for business with several national distributors as well as a large number of regional and local distributors. The MRO business is significantly influenced by the overall strength of the manufacturing sector of the U.S. economy. One measure used to evaluate the strength of the industrial products market is the PMI index published by the Institute for Supply Management. The PMI index is a composite index of economic activity in the United States manufacturing sector. It is published by the Institute for Supply Management and is available at http://www.ism.ws/. A measure of that index above 50 generally indicates expansion of the manufacturing sector while a measure below 50 generally represents contraction. The average monthly PMI was 55.8 for the year ended December 31, 2014 compared to 53.9 for the year ended December 31, 2013, indicating an increase in the U.S. manufacturing growth rate from a year ago.
Our sales are also affected by the number of sales representatives and the amount of sales each representative can generate, which we measure as average sales per day per sales representative. In 2014, we focused on increasing the number of sales representatives, adding 110 net new sales representatives, to a total of 916 at December 31, 2014. We plan to continue to expand our sales representative count to approximately 1,000 by the end of the 2015. While we anticipate future sales growth from our expanded sales force, we also anticipate a short-term decrease in average sales per day per sales representative, as new representatives build up customer relationships in their territories.
Average daily sales in 2014 rose above the average daily sales in 2013 by 6.0% as the number of average sales representatives increased by 92 over the prior year. 2014 results were negatively impacted by the non-cash impairment on the sale-leaseback of our Reno, Nevada distribution center in the amount of $3.0 million and total stock-based compensation expense of $6.4 million primarily as a result of our increased stock price.
Results of operations are examined in detail following a recap of our major activities in 2014.
2014 Activities
• | Increased Sales Team - We increased the number of net active sales representatives from 806 on December 31, 2013 to 916 on December 31, 2014. |
• | Roll Out of New Sales Ordering Tool - During 2014, we completed the development of a new sales ordering tool allowing our sales team to access real time product pricing and availability in the field. Roll out of this tool to our sales team began in 2014 and will be implemented during 2015. |
• | Sale of ASMP - We finalized the sale of our non-core Automatic Screw Machine Products Company, Inc. ("ASMP") subsidiary. |
• | Sale-Leaseback of the Reno, Nevada Facility - We sold our Reno, Nevada distribution center and entered into a 10-year lease for approximately one-half of the facility that we had been utilizing. |
• | Lean Six Sigma - We expanded our Lean Six Sigma process of continuous improvement into varying aspects of our business. |
• | Improved Operational Performance - We continued to improve the fundamentals of our business, measured as improved order completeness and line service levels to our customers as well as reduced customer backorders. |
We believe we have created a scalable infrastructure that will allow us to take full advantage of future growth opportunities. We will continue to strive to be our customers' first choice for maintenance, repair and operational solutions.
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RESULTS OF CONTINUING OPERATIONS FOR 2014 AS COMPARED TO 2013
Year Ended December 31, | Year-to-Year | |||||||||||||||||||
2014 | 2013 | Change | ||||||||||||||||||
(Dollars in thousands) | Amount | % of Net Sales | Amount | % of Net Sales | Amount | % | ||||||||||||||
Net sales | $ | 285,693 | 100.0 | % | $ | 269,503 | 100.0 | % | $ | 16,190 | 6.0 | % | ||||||||
Cost of goods sold | 113,144 | 39.6 | 108,208 | 40.2 | 4,936 | 4.6 | ||||||||||||||
Gross profit | 172,549 | 60.4 | 161,295 | 59.8 | 11,254 | 7.0 | ||||||||||||||
Operating expenses: | ||||||||||||||||||||
Selling, general and administrative expenses | ||||||||||||||||||||
Selling expenses | 90,776 | 31.8 | 84,273 | 31.3 | 6,503 | 7.7 | ||||||||||||||
General and administrative expenses | 83,208 | 29.1 | 80,361 | 29.8 | 2,847 | 3.5 | ||||||||||||||
Total SG&A | 173,984 | 60.9 | 164,634 | 61.1 | 9,350 | 5.7 | ||||||||||||||
Loss (gain) on sale of assets | 142 | — | (4 | ) | — | |||||||||||||||
Other operating expenses, net | 3,386 | 1.2 | 2,528 | 0.9 | ||||||||||||||||
Total operating expenses | 177,512 | 62.1 | 167,158 | 62.0 | ||||||||||||||||
Operating loss | (4,963 | ) | (1.7 | ) | (5,863 | ) | (2.2 | ) | ||||||||||||
Interest and other expenses, net | (871 | ) | (0.3 | ) | (1,259 | ) | (0.4 | ) | ||||||||||||
Loss from continuing operations before income tax expense (benefit) | (5,834 | ) | (2.0 | ) | (7,122 | ) | (2.6 | ) | ||||||||||||
Income tax expense (benefit) | 227 | 0.1 | (141 | ) | — | |||||||||||||||
Loss from continuing operations | $ | (6,061 | ) | (2.1 | )% | $ | (6,981 | ) | (2.6 | )% | ||||||||||
Net Sales
Net sales increased 6.0% in 2014 to $285.7 million from $269.5 million in 2013. Excluding the negative Canadian exchange rate impact, net sales increased 6.7% for the year. Average daily sales were $1.134 million in 2014 compared to $1.069 million in 2013 due primarily to an increase in sales of 10% in our national accounts and approximately 16% in our Kent Automotive division, an increase in the average number of sales representatives and improved productivity of our existing sales representatives. Average daily sales per sales representative declined by 5.2% over the prior year as newly hired sales representatives are in the early stages of developing customer relationships in their territories.
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The following chart illustrates the correlation between the number of active sales representatives and our average daily sales by quarter.
The fourth quarter decline in average daily sales resulted from newly hired sales reps as they build their territories, lower government spending and lower demand during the holiday season.
Gross Profit
Gross profit increased 7.0% in 2014 to $172.5 million from $161.3 million in 2013 and increased as a percent of net sales to 60.4% from 59.8% a year ago. The improved gross margin was primarily driven by lower net outbound freight expense, leveraging distribution center efficiencies, improved purchasing costs and better alignment of our earned gross margin with the commissions paid to our sales representatives.
Selling Expenses
Selling expenses consist of compensation paid to our sales representatives and related expenses to support our sales efforts. Selling expenses increased $6.5 million to $90.8 million in 2014 from $84.3 million in 2013 and increased as a percent of net sales to 31.8% from 31.3% in 2013. Increased costs associated with new sales representatives including compensation, hiring and onboarding expenses were offset partially by expenses incurred in 2013 related to a national sales meeting which were not incurred in 2014. We plan to conduct a national sales meeting in the first quarter of 2015.
General and Administrative Expenses
General and administrative expenses consist of expenses to operate our distribution network and overhead expenses to manage the business. General and administrative expenses increased $2.8 million to $83.2 million in 2014 from $80.4 million in 2013. An increase in stock-based compensation of $4.1 million in 2014 was offset partially by the additional costs associated with opening the McCook distribution facility in 2013 which were not present in 2014.
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Other Operating Expenses, Net
In 2014, we completed the sale of our Reno, Nevada, distribution center. As part of the review of the impact of a sale, we determined that the full carrying amount of the asset was not recoverable. Therefore, we recorded a $3.0 million non-cash impairment charge prior to the sale. In conjunction with the sale, we entered into an agreement to leaseback approximately one-half of the building that we were previously using for a 10-year term. Also, in 2014 we recorded a reserve of $0.3 million related to estimated future remediation of an environmental matter involving land owned in Decatur, Alabama and recorded a $0.1 million loss on disposal of assets.
In 2013 we entered into an agreement to sub-lease a portion of our leased headquarters. Under lease accounting rules we recorded a $2.9 million charge, primarily representing the net difference between the Company's future scheduled lease payments and the expected proceeds from the sub-lease, as well as related asset write-downs. Also in 2013, we recorded a benefit of $0.4 million related to the settlement of an employment tax matter with the IRS for $0.8 million, as we had originally established a reserve of $1.2 million in 2011 as our best estimate of the outcome.
Interest and Other Expenses, net
Interest and other expenses, net decreased to $0.9 million in 2014 from $1.3 million in 2013 due primarily to a lower average debt balance which led to decreased interest expense.
Income Tax Expense (Benefit)
Due to historical cumulative losses, in 2012, we determined that it was more likely than not that we would not be able to utilize our deferred tax assets to offset future taxable income. Therefore, substantially all of our deferred tax assets are subject to a tax valuation allowance. Although we are in a full tax valuation allowance position, an income tax expense of $0.2 million and an income tax benefit of $0.1 million were recorded in 2014 and 2013, respectively. The 2014 tax expense was related to reserves for uncertain tax positions, partially offset by the allocation of income taxes between continuing and discontinued operations.
Loss from Continuing Operations
We reported losses from continuing operations of $6.1 million and $7.0 million in 2014 and 2013, respectively.
2014 earnings were negatively affected by the one-time $3.0 million impairment charge related to the sale of the Reno, Nevada, distribution center and a $6.4 million charge related to stock-based compensation primarily due to the increase in our stock price during the year.
The loss recorded in 2013 was due partially to the loss of $2.9 million recorded on the sub-lease of a portion of our headquarters and costs associated with the opening of the McCook distribution center.
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RESULTS OF CONTINUING OPERATIONS FOR 2013 AS COMPARED TO 2012
Year Ended December 31, | Year to Year | |||||||||||||||||||
2013 | 2012 | Change | ||||||||||||||||||
(Dollars in thousands) | Amount | % of Net Sales | Amount | % of Net Sales | Amount | % | ||||||||||||||
Net sales | $ | 269,503 | 100.0 | % | $ | 273,562 | 100.0 | % | $ | (4,059 | ) | (1.5 | )% | |||||||
Cost of goods sold | 108,208 | 40.2 | 116,144 | 42.5 | (7,936 | ) | (6.8 | ) | ||||||||||||
Gross profit | 161,295 | 59.8 | 157,418 | 57.5 | 3,877 | 2.5 | ||||||||||||||
Operating expenses: | ||||||||||||||||||||
Selling expenses | 84,273 | 31.3 | 80,310 | 29.4 | 3,963 | 4.9 | ||||||||||||||
General and administrative expenses | 80,361 | 29.8 | 97,790 | 35.7 | (17,429 | ) | (17.8 | ) | ||||||||||||
Total SG&A | 164,634 | 61.1 | 178,100 | 65.1 | (13,466 | ) | (7.6 | ) | ||||||||||||
Loss (gain) on sale of assets | (4 | ) | — | (3,721 | ) | (1.4 | ) | |||||||||||||
Goodwill impairment | — | — | 28,306 | 10.3 | ||||||||||||||||
Other operating expenses, net | 2,528 | 0.9 | — | — | ||||||||||||||||
Total operating expenses | 167,158 | 62.0 | 202,685 | 74.0 | ||||||||||||||||
Operating loss | (5,863 | ) | (2.2 | ) | (45,267 | ) | (16.5 | ) | ||||||||||||
Interest and other expenses, net | (1,259 | ) | (0.4 | ) | (831 | ) | (0.4 | ) | ||||||||||||
Loss from continuing operations before income tax (benefit) expense | (7,122 | ) | (2.6 | ) | (46,098 | ) | (16.9 | ) | ||||||||||||
Income tax (benefit) expense | (141 | ) | — | 17,935 | 6.5 | |||||||||||||||
Loss from continuing operations | $ | (6,981 | ) | (2.6 | )% | $ | (64,033 | ) | (23.4 | )% | ||||||||||
Net Sales
Net sales decreased 1.5% in 2013 to $269.5 million from $273.6 million in 2012. Excluding the negative Canadian exchange rate impact, net sales decreased 1.2% for the year. The majority of the $4.1 million decrease in sales was due primarily to a decrease in sales coverage as we had fewer average sales representatives in the first half 2013 compared to the first half of 2012. Government sales decreased $5.2 million compared to 2012. National accounts represented 14% of total sales in 2013.
Average daily sales were $1.069 million in 2013 compared to $1.086 million in 2012. Although daily sales decreased on a year over year basis, as shown in the following graph, sales during the second half of 2013 improved compared to the second half of 2012 as we increased the average number of active sales representatives. Sales in the fourth quarter of 2013 were 2.0% higher than the fourth quarter of 2012 as we had an average of 25 more sales representatives in the field than in the fourth quarter of 2012.
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Gross Profit
Gross profit increased 2.5% in 2013 to $161.3 million from $157.4 million in 2012. As a percent of net sales, gross profit margin increased to 59.8% in 2013 from 57.5% in 2012. The improved gross margin was primarily driven by lower outbound freight costs of $1.1 million and lower reserves for excess and obsolete inventory, as 2012 included a non-cash expense of $3.9 million related to discontinuing certain products.
Selling Expenses
Selling expenses increased $4.0 million to $84.3 million in 2013 from $80.3 million in 2012. The increase was primarily due to $2.2 million in increased health insurance costs and $1.2 million of expenses related to our 2013 national sales meeting. Selling expenses as a percent of net sales were 31.3% in 2013 compared to 29.4% in 2012.
General and Administrative Expenses
General and administrative expenses decreased $17.4 million to $80.4 million in 2013 from $97.8 million in 2012. The decrease was driven by actions taken in the first half of 2012 to reduce costs, primarily through a reduction in employee headcount and outside services. Employee compensation, excluding stock-based compensation, decreased $7.3 million, severance charges decreased $7.2 million and legal, consulting and other outside service expenses decreased $7.2 million in 2013 compared to the prior year. This was partially offset by a $2.6 million increase in stock-based compensation and $1.1 million increase in temporary labor in 2013.
Gain on Sale of Assets
In 2012, in conjunction with the opening of the new McCook Facility and the relocation of our headquarters to Chicago, Illinois, we sold four properties: our former Des Plaines, Illinois headquarters and packaging facility, our Addison, Illinois distribution center; our Vernon Hills, Illinois distribution center; and a Des Plaines, Illinois administrative building. We received cash proceeds of $12.3 million from the sale of the four facilities, which resulted in a gain of $3.7 million.
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Goodwill Impairment
During 2012, we determined that continuing operating losses and the reduction in our market capitalization below book value were indicators of potential goodwill impairment. When we performed an impairment analysis of our goodwill balance we determined that the full amount of the goodwill was impaired and we recorded a non-cash charge of $28.3 million.
Other Operating Expenses, Net
In 2013 we entered into an agreement to sub-lease a portion of our leased headquarters. Under lease accounting rules we recorded a $2.9 million charge, primarily representing the net difference between the Company's future scheduled lease payments and the expected proceeds from the sub-lease, as well as related asset write-downs. In 2013, we also recorded a benefit of $0.4 million related to the settlement of an employment tax matter with the IRS for $0.8 million, as we had originally established a reserve of $1.2 million in 2011 as our best estimate of the outcome.
Interest and Other Expenses, Net
Interest and other expenses, net increased to $1.3 million in 2013 from $0.8 million in 2012 primarily due to a higher average debt balance which led to an increase in interest expense.
Income Tax (Benefit) Expense
Primarily due to historical cumulative losses, substantially all of our deferred tax assets are subject to a tax valuation allowance. In 2012, we recorded an income tax expense of $17.9 million on a pre-tax loss of $46.1 million which included a $33.3 million increase in the valuation allowance on our deferred tax assets. The increase in the valuation allowance was primarily due to cumulative losses we had incurred over several reporting periods. We determined that it was more likely than not that we would not be able to utilize our deferred tax assets to offset future taxable income and, therefore, increased our deferred tax valuation allowance. In 2013 we continued to be in a full tax valuation allowance position and the $0.1 million of income tax benefit was related to reserves for uncertain tax positions, offset by the allocation of income taxes between continuing and discontinued operations.
LIQUIDITY AND CAPITAL RESOURCES
Cash provided by operating activities was $2.4 million in 2014 compared to $0.6 million in 2013 and cash used in operating activities of $8.3 million in 2012. The increase in cash from operations in 2014 and 2013 was due primarily to improved operating results. In 2012, cash used from operations was primarily due to operating losses.
Capital expenditures were $2.8 million in 2014 compared to $2.9 million in 2013 and $18.3 million in 2012. Capital expenditures in 2014 were primarily for reconfiguration of our Reno, Nevada, distribution center, facility improvements and upgrades to our information technology capabilities. Capital expenditures in 2013 were primarily for warehouse equipment to support operations in our McCook Facility, and for improvements to our sales order entry system and our redesigned website. Capital expenditures in 2012 were primarily for warehouse equipment for the opening of the McCook Facility, the build-out of the leased headquarters and expenditures related to our website redevelopment.
We have the ability to borrow funds through the Loan Agreement which consists of a $40.0 million revolving credit facility, which includes a $10.0 million sub-facility for letters of credit. The terms of the Loan Agreement as amended are more fully detailed in Note 8 – Loan Agreement of the Consolidated Financial Statements included in Item 8 of this Form 10-K. Net proceeds from the sale of ASMP and the sale-leaseback of our Reno, Nevada, distribution center were used to pay down outstanding borrowings.
At December 31, 2014, we had no borrowings on our revolving line of credit and had additional borrowing availability of $31.9 million.
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In addition to other customary representations, warranties and covenants, we are required to meet a minimum trailing twelve month EBITDA to fixed charges ratio and a minimum quarterly tangible net worth level as defined in the Second Amendment of the Loan Agreement. On December 31, 2014, we were in compliance with all financial covenants as detailed below:
Quarterly Financial Covenants | Requirement | Actual | ||
EBITDA to fixed charges ratio | 1.10 : 1.00 | 2.61 : 1.00 | ||
Minimum tangible net worth | $45.0 million | $54.1 million | ||
While we met the minimum financial covenant levels for the quarter ended December 31, 2014, failure to meet these covenant requirements in future quarters could lead to higher financing costs, increased restrictions, or reduce or eliminate our ability to borrow funds.
No cash dividends were paid in 2014 and 2013, while $3.1 million was paid to stockholders in 2012. Dividends are currently restricted under the Loan Agreement to amounts not to exceed $7.0 million annually.
We believe cash expected to be provided by operations and the funds available under our Loan Agreement are sufficient to fund our operating requirements, strategic initiatives and capital improvements throughout 2015.
DISCONTINUED OPERATIONS
In 2013, we entered into a non-binding letter-of-intent to sell substantially all of the assets of our non-core ASMP business and, as a result, classified their operating results as discontinued operations for all periods presented. In February 2014, we completed the sale for $12.5 million plus the assumption of certain liabilities and recorded a $1.9 million pre-tax gain on the sale. We retained ownership of the Decatur, Alabama facility, where ASMP was located, and are leasing it back to the buyer of the business. ASMP generated pre-tax operating earnings of $0.3 million, $2.8 million and $2.1 million in 2014, 2013 and 2012, respectively.
CONTRACTUAL OBLIGATIONS
Contractual obligations that require cash payments over future periods at December 31, 2014 were as follows:
(Dollars in thousands) | Payments due in years ended December 31, | ||||||||||||||||||
Total | 2015 | 2016 – 2017 | 2018 - 2019 | Thereafter | |||||||||||||||
Operating leases (1) | 15,803 | 1,718 | 3,529 | 3,648 | 6,908 | ||||||||||||||
Financing lease obligation | 9,984 | 1,124 | 2,420 | 2,743 | 3,697 | ||||||||||||||
Capital leases | 108 | 39 | 60 | 9 | — | ||||||||||||||
Security bonus plan (2) | 16,089 | 232 | — | — | 15,857 | ||||||||||||||
Deferred compensation | 6,410 | 1,208 | 974 | 291 | 3,937 | ||||||||||||||
Purchase commitments | 10,985 | 10,985 | — | — | — | ||||||||||||||
Severance obligation | 311 | 311 | — | — | — | ||||||||||||||
Total contractual cash obligations (3) | $ | 59,690 | $ | 15,617 | $ | 6,983 | $ | 6,691 | $ | 30,399 | |||||||||
(1) | Operating lease obligations are partially offset by future proceeds of $0.8 million from a sub-lease expiring in March 2023. |
(2) | Payments to participants in our security bonus plan are made on a lump sum basis at time of separation from the Company. Payouts for known separation dates have been included in the scheduled year of payout, while payouts for unknown separation dates are reflected in the thereafter column. |
(3) | The liability for unrecognized tax benefits was not included in the contractual obligations table due to the uncertain nature of potential future cash payments or settlements. |
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OFF-BALANCE SHEET ARRANGEMENTS
Of the $15.8 million operating lease obligation, $9.6 million relates to a lease agreement for our headquarters which expires in March 2023, and $4.4 million relates to a lease agreement for our Reno, Nevada, distribution center which expires in June 2024. The remainder of the operating leases relate to the lease of forklifts and office equipment. The lease obligation associated with our headquarters is partially offset by $0.8 million of total future minimum lease proceeds from a portion of the leased headquarters that has been sub-leased through March of 2023.
Also, as of December 31, 2014, we had contractual commitments to purchase $11.0 million of product from our suppliers and contractors.
CRITICAL ACCOUNTING POLICIES
We have disclosed our significant accounting policies in Note 2 to the consolidated financial statements. The following provides information on the accounts requiring more significant estimates.
Allowance for Doubtful Accounts — We evaluate the collectability of accounts receivable based on a combination of factors. In circumstances where we are aware of a specific customer’s inability to meet its financial obligations (e.g., bankruptcy filings, substantial down-grading of credit ratings), a specific reserve for bad debts is recorded against amounts due to reduce the receivable to the amount we believe will be collected. For all other customers, we recognize reserves for bad debts based on our historical experience of bad debt write-offs as a percent of accounts receivable outstanding. If circumstances change (e.g., higher than expected defaults or an unexpected material adverse change in a major customer’s ability to meet its financial obligations), the estimates of the recoverability of amounts due to us could be revised by a material amount. At December 31, 2014, our reserve was 2.3% of our gross accounts receivable outstanding. A hypothetical change of one percent to our reserve as a percent of our gross accounts receivable would have affected our annual doubtful accounts expense by approximately $0.3 million.
Inventory Reserves — Inventories consist principally of finished goods and are stated at the lower of cost (determined using the first-in-first-out method) or market. Most of our products are not exposed to the risk of obsolescence due to technology changes. However, some of our products do have a limited shelf life, and from time to time we add and remove items from our catalogs, brochures or website for marketing and other purposes.
To reduce our inventory to a lower of cost or market value, we record a reserve for slow-moving and obsolete inventory based on historical experience and monitoring of our current inventory activity. We use estimates to determine the necessity of recording these reserves based on periodic detailed analysis, using both qualitative and quantitative factors. As part of this analysis, we consider several factors including the inventories’ length of time on hand, historical sales, product shelf life, product life cycle, product category, and product obsolescence. In general, depending on the product category, we reserve inventory with low turnover at higher rates than inventory with high turnover.
At December 31, 2014, our inventory reserve was $5.5 million, equal to approximately 11.1% of our total inventory. A hypothetical change of one percent to our reserve as a percent of total inventory would have affected our cost of goods sold by $0.5 million.
Income Taxes — Deferred tax assets or liabilities reflect temporary differences between amounts of assets and liabilities for financial and tax reporting. Such amounts are adjusted, as appropriate, to reflect changes in enacted tax rates expected to be in effect when the temporary differences reverse. A valuation allowance is established to offset any deferred tax assets if, based upon the available evidence, it is more likely than not (i.e. greater than 50% likely) that some or all of the deferred tax assets will not be realized. The determination of the amount of a valuation allowance to be provided on recorded deferred tax assets involves estimates regarding (1) the timing and amount of the reversal of taxable temporary differences, (2) expected future taxable income, (3) the impact of tax planning strategies and (4) the ability to carry back deferred tax assets to offset prior taxable income. In assessing the need for a valuation allowance, we consider all available positive and negative evidence, including past operating results, projections of future taxable income and the feasibility of ongoing tax planning strategies. The projections of future taxable income include a number of estimates and assumptions regarding our volume, pricing and costs. Additionally, valuation allowances related to deferred tax assets can be impacted by changes to tax laws. Significant judgment is required in determining income tax provisions as well as deferred tax asset and liability balances, including the estimation of valuation allowances and the evaluation of tax positions.
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Primarily due to cumulative losses incurred in recent years, management determined that it was more likely than not that we will not be able to utilize our deferred tax assets to offset future taxable income and have established a deferred tax valuation allowance equal to substantially all of our net tax assets. A tax valuation allowance will remain until the Company can establish that the recoverability of its deferred tax assets is more certain.
ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK.
One of our subsidiaries is located and operates in Canada using the Canadian dollar as its functional currency. Operating results are translated into U.S. dollars when consolidated into our financial statements. Therefore, we are exposed to market risk relating to the change in the value of the Canadian dollar relative to the U.S. dollar. A hypothetical 10% change in the Canadian exchange rate would have affected our 2014 net sales by $2.8 million and net assets by $1.0 million.
Certain compensation awards have been granted to our directors, officers and key employees that are payable in cash based upon the market price of our common stock. These awards are re-measured each reporting period and the effect of the change in the share price is reflected in our operating results. A hypothetical 10% change in the price of our common stock on December 31, 2014 would have affected our 2014 operating results by $1.1 million.
A number of our current and past employees have opted to defer a portion of their earned compensation to be paid at a future date. These individuals have the ability to invest the deferred compensation in one or more portfolios that track the performance of various mutual funds. As of December 31, 2014, the liability, which is based on the performance of these funds, was $6.4 million. Additionally, we have invested funds in life insurance policies on certain executives. As of December 31, 2014, the cash surrender value of life insurance policies invested in financial instruments similar to those supporting the deferred compensation liability was $8.1 million. Therefore, any future net increase or decrease in the market value of the deferred compensation liability would be offset by the performance of the portfolio of the cash value of the life insurance asset and the combined gain and loss would have no material effect on our financial results.
We are exposed to market risk relating to increased commodity and energy costs affecting the production costs of our vendors. These vendors typically look to pass their increased costs along to us and if we are unable to fully pass these costs through to our customers or to modify our activities, the impact would have an adverse effect on our operating profit margins.
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ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA.
The following information is presented in this item:
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Report of Independent Registered Public Accounting Firm
Board of Directors and Stockholders
Lawson Products, Inc.
Chicago, Illinois
We have audited the accompanying consolidated balance sheets of Lawson Products, Inc. as of December 31, 2014 and 2013 and the related consolidated statements of operations and comprehensive loss, stockholders’ equity, and cash flows for each of the two years in the period ended December 31, 2014. In connection with our audits of the consolidated financial statements, we have also audited the financial statement schedule listed in the accompanying index. These consolidated financial statements and schedule are the responsibility of the Company’s management. Our responsibility is to express an opinion on these consolidated financial statements and schedule based on our audits.
We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free of material misstatement. An audit also includes examining, on a test basis, evidence supporting the amounts and disclosures in the consolidated financial statements, assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements and schedule. We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of Lawson Products, Inc. at December 31, 2014 and 2013, and the results of its operations and its cash flows for each of the two years in the period ended December 31, 2014, in conformity with accounting principles generally accepted in the United States of America.
Also, in our opinion, the financial statement schedule, when considered in relation to the basic consolidated financial statements taken as a whole, presents fairly, in all material respects, the information set forth therein.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), Lawson Products, Inc.’s internal control over financial reporting as of December 31, 2014, based on criteria established in Internal Control - Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) and our report dated February 19, 2015 expressed an unqualified opinion thereon.
/s/BDO USA, LLP
Chicago, IL
February 19, 2015
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Report of Independent Registered Public Accounting Firm
We have audited the accompanying consolidated statements of operations and comprehensive loss, changes in stockholders’ equity, and cash flows of Lawson Products, Inc. for the year ended December 31, 2012. Our audit also included the 2012 financial statement schedule listed in the Index at Item 15(a). These financial statements and schedule are the responsibility of the Company’s management. Our responsibility is to express an opinion on the financial statements and schedule based on our audit.
We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audit provides a reasonable basis for our opinion.
In our opinion, the financial statements referred to above present fairly, in all material respects, the consolidated results of operations and cash flows of Lawson Products, Inc. for the year ended December 31, 2012, in conformity with U.S. generally accepted accounting principles. Also, in our opinion, the related 2012 financial statement schedule, when considered in relation to the basic financial statements taken as a whole, presents fairly in all material respects the information set forth therein.
/s/ Ernst & Young LLP
Chicago, Illinois
February 25, 2013, except for Note 13, as to which the date is February 20, 2014
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Lawson Products, Inc.
Consolidated Balance Sheets
(Dollars in thousands, except share data)
December 31, | |||||||
2014 | 2013 | ||||||
ASSETS | |||||||
Current assets: | |||||||
Cash and cash equivalents | $ | 4,207 | $ | 698 | |||
Restricted cash | 800 | 800 | |||||
Accounts receivable, less allowance for doubtful accounts of $733 and $828, respectively | 31,546 | 30,221 | |||||
Inventories | 44,517 | 45,774 | |||||
Miscellaneous receivables and prepaid expenses | 5,433 | 4,393 | |||||
Deferred income taxes | — | 5 | |||||
Discontinued operations | — | 8,960 | |||||
Total current assets | 86,503 | 90,851 | |||||
Property, plant and equipment, less accumulated depreciation and amortization | 41,588 | 58,974 | |||||
Cash value of life insurance | 9,188 | 9,179 | |||||
Deferred income taxes | 51 | 54 | |||||
Other assets | 510 | 481 | |||||
Discontinued operations | — | 406 | |||||
Total assets | $ | 137,840 | $ | 159,945 | |||
LIABILITIES AND STOCKHOLDERS’ EQUITY | |||||||
Current liabilities: | |||||||
Revolving line of credit | $ | — | $ | 16,078 | |||
Accounts payable | 7,867 | 14,787 | |||||
Accrued expenses and other liabilities | 30,616 | 23,521 | |||||
Discontinued operations | 245 | 564 | |||||
Total current liabilities | 38,728 | 54,950 | |||||
Security bonus plan | 15,857 | 16,143 | |||||
Financing lease obligation | 9,414 | 10,223 | |||||
Deferred compensation | 5,102 | 5,867 | |||||
Deferred rent liability | 4,361 | 4,961 | |||||
Other liabilities | 2,523 | 1,889 | |||||
Total liabilities | 75,985 | 94,033 | |||||
Commitments and contingencies – Note 11 | |||||||
Stockholders’ equity: | |||||||
Preferred stock, $1 par value: | |||||||
Authorized - 500,000 shares, issued and outstanding - None | — | — | |||||
Common stock, $1 par value: | |||||||
Authorized - 35,000,000 shares Issued – 8,720,350 and 8,670,512 shares, respectively Outstanding – 8,706,467 and 8,658,885 shares, respectively | 8,720 | 8,671 | |||||
Capital in excess of par value | 8,701 | 7,799 | |||||
Retained earnings | 43,275 | 47,644 | |||||
Treasury stock – 13,883 and 11,627 shares held, respectively | (267 | ) | (187 | ) | |||
Accumulated other comprehensive income | 1,426 | 1,985 | |||||
Total stockholders’ equity | 61,855 | 65,912 | |||||
Total liabilities and stockholders’ equity | $ | 137,840 | $ | 159,945 | |||
See notes to Consolidated Financial Statements
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Lawson Products, Inc.
Consolidated Statements of Operations and Comprehensive Loss
(Dollars in thousands, except per share data)
Year Ended December 31, | |||||||||||
2014 | 2013 | 2012 | |||||||||
Net sales | $ | 285,693 | $ | 269,503 | $ | 273,562 | |||||
Cost of goods sold | 113,144 | 108,208 | 116,144 | ||||||||
Gross profit | 172,549 | 161,295 | 157,418 | ||||||||
Operating expenses: | |||||||||||
Selling expenses | 90,776 | 84,273 | 80,310 | ||||||||
General and administrative expenses | 83,208 | 80,361 | 97,790 | ||||||||
Total SG&A | 173,984 | 164,634 | 178,100 | ||||||||
Loss (gain) on sale of assets | 142 | (4 | ) | (3,721 | ) | ||||||
Goodwill impairment | — | — | 28,306 | ||||||||
Other operating expenses, net | 3,386 | 2,528 | — | ||||||||
Operating expenses | 177,512 | 167,158 | 202,685 | ||||||||
Operating loss | (4,963 | ) | (5,863 | ) | (45,267 | ) | |||||
Interest expense | (772 | ) | (1,097 | ) | (775 | ) | |||||
Other expenses, net | (99 | ) | (162 | ) | (56 | ) | |||||
Loss from continuing operations before income taxes | (5,834 | ) | (7,122 | ) | (46,098 | ) | |||||
Income tax expense (benefit) | 227 | (141 | ) | 17,935 | |||||||
Loss from continuing operations | (6,061 | ) | (6,981 | ) | (64,033 | ) | |||||
Income and gain from discontinued operations | 1,692 | 1,861 | 1,483 | ||||||||
Net loss | $ | (4,369 | ) | $ | (5,120 | ) | $ | (62,550 | ) | ||
Basic and diluted income (loss) per share of common stock: | |||||||||||
Continuing operations | $ | (0.70 | ) | $ | (0.81 | ) | $ | (7.46 | ) | ||
Discontinued operations | 0.20 | 0.22 | 0.18 | ||||||||
Net loss | $ | (0.50 | ) | $ | (0.59 | ) | $ | (7.28 | ) | ||
Comprehensive loss | |||||||||||
Net loss | $ | (4,369 | ) | $ | (5,120 | ) | $ | (62,550 | ) | ||
Other comprehensive income (loss), net of tax: | |||||||||||
Adjustment for foreign currency translation | (559 | ) | (573 | ) | 418 | ||||||
Comprehensive loss | $ | (4,928 | ) | $ | (5,693 | ) | $ | (62,132 | ) | ||
See notes to Consolidated Financial Statements
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Lawson Products, Inc.
Consolidated Statements of Changes in Stockholders’ Equity
(Dollars in thousands)
Common Stock, $1 par value | Capital in Excess of Par Value | Retained Earnings | Treasury Stock | Accumulated Other Comprehensive income (loss) | Total stockholders' equity | ||||||||||||||||||
Balance at January 1, 2012 | $ | 8,581 | $ | 6,210 | $ | 117,371 | $ | (130 | ) | $ | 2,140 | $ | 134,172 | ||||||||||
Net loss | — | — | (62,550 | ) | — | — | (62,550 | ) | |||||||||||||||
Adjustment for foreign currency translation | — | — | — | — | 418 | 418 | |||||||||||||||||
Stock-based compensation | — | 775 | — | — | — | 775 | |||||||||||||||||
Shares issued | 34 | (34 | ) | — | — | — | — | ||||||||||||||||
Share repurchase under stock award program | — | — | — | (25 | ) | — | (25 | ) | |||||||||||||||
Cash dividends declared | — | — | (2,057 | ) | — | — | (2,057 | ) | |||||||||||||||
Balance at December 31, 2012 | 8,615 | 6,951 | 52,764 | (155 | ) | 2,558 | 70,733 | ||||||||||||||||
Net loss | — | — | (5,120 | ) | — | — | (5,120 | ) | |||||||||||||||
Adjustment for foreign currency translation | — | — | — | — | (573 | ) | (573 | ) | |||||||||||||||
Stock-based compensation | — | 904 | — | — | — | 904 | |||||||||||||||||
Shares issued | 56 | (56 | ) | — | — | — | — | ||||||||||||||||
Share repurchase under stock award program | — | — | — | (32 | ) | — | (32 | ) | |||||||||||||||
Balance at December 31, 2013 | 8,671 | 7,799 | 47,644 | (187 | ) | 1,985 | 65,912 | ||||||||||||||||
Net loss | — | — | (4,369 | ) | — | — | (4,369 | ) | |||||||||||||||
Adjustment for foreign currency translation | — | — | — | — | (559 | ) | (559 | ) | |||||||||||||||
Stock-based compensation | — | 951 | — | — | — | 951 | |||||||||||||||||
Shares issued | 49 | (49 | ) | — | — | — | — | ||||||||||||||||
Share repurchase under stock award program | — | — | — | (80 | ) | — | (80 | ) | |||||||||||||||
Balance at December 31, 2014 | $ | 8,720 | $ | 8,701 | $ | 43,275 | $ | (267 | ) | $ | 1,426 | $ | 61,855 | ||||||||||
See notes to Consolidated Financial Statements
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Lawson Products, Inc.
Consolidated Statements of Cash Flows
(Dollars in thousands)
Year Ended December 31, | |||||||||||
2014 | 2013 | 2012 | |||||||||
Operating activities | |||||||||||
Net loss | $ | (4,369 | ) | $ | (5,120 | ) | $ | (62,550 | ) | ||
Income from discontinued operations | (1,692 | ) | (1,861 | ) | (1,483 | ) | |||||
Loss from continuing operations | (6,061 | ) | (6,981 | ) | (64,033 | ) | |||||
Adjustments to reconcile loss from continuing operations to net cash provided by (used in) operating activities: | |||||||||||
Depreciation and amortization | 8,751 | 9,030 | 7,119 | ||||||||
Deferred income taxes | 8 | 13 | 17,444 | ||||||||
Stock-based compensation | 6,376 | 2,267 | (306 | ) | |||||||
Loss (gain) on disposal of property and equipment | 142 | (4 | ) | (3,721 | ) | ||||||
Long-lived asset impairment | 3,046 | — | — | ||||||||
Increase in restricted cash | — | (800 | ) | — | |||||||
Loss on sub-lease | — | 2,538 | — | ||||||||
Goodwill impairment | — | — | 28,306 | ||||||||
Changes in operating assets and liabilities: | |||||||||||
Accounts receivable | (2,415 | ) | (941 | ) | 10,024 | ||||||
Inventories | 882 | (1,404 | ) | 4,764 | |||||||
Prepaid expenses and other assets | (2,202 | ) | 6,391 | 2,017 | |||||||
Accounts payable and other liabilities | (6,826 | ) | (9,410 | ) | (11,537 | ) | |||||
Other | 690 | (131 | ) | 1,581 | |||||||
Net cash provided by (used in) operating activities | $ | 2,391 | $ | 568 | $ | (8,342 | ) | ||||
Investing activities | |||||||||||
Purchases of property, plant and equipment | $ | (2,759 | ) | $ | (2,908 | ) | $ | (18,320 | ) | ||
Proceeds from sale of property | 8,307 | 38 | 12,278 | ||||||||
Proceeds related to sale of businesses, net | 12,125 | — | 909 | ||||||||
Net cash provided by (used in) investing activities | $ | 17,673 | $ | (2,870 | ) | $ | (5,133 | ) | |||
Financing activities | |||||||||||
Net (payments on) proceeds from revolving line of credit | $ | (16,078 | ) | $ | (49 | ) | $ | 16,127 | |||
Proceeds from stock option exercises | 53 | — | — | ||||||||
Dividends paid | — | — | (3,084 | ) | |||||||
Payment of financing fees | — | — | (631 | ) | |||||||
Net cash (used in) provided by financing activities | $ | (16,025 | ) | $ | (49 | ) | $ | 12,412 | |||
Discontinued operations | |||||||||||
Operating cash flows | $ | (530 | ) | $ | 1,666 | $ | 768 | ||||
Investing cash flows | — | (257 | ) | (181 | ) | ||||||
Net cash provided by (used in) discontinued operations | $ | (530 | ) | $ | 1,409 | $ | 587 | ||||
Increase (decrease) in cash and cash equivalents | 3,509 | (942 | ) | (476 | ) | ||||||
Cash and cash equivalents at beginning of year | 698 | 1,640 | 2,116 | ||||||||
Cash and cash equivalents at end of year | $ | 4,207 | $ | 698 | $ | 1,640 | |||||
See notes to Consolidated Financial Statements
30
Lawson Products, Inc.
Notes to Consolidated Financial Statements
Note 1 - Description of Business
Lawson Products, Inc. (“Lawson” or the “Company”) is a North American distributor of products and services to the industrial, commercial, institutional and government maintenance, repair and operations (“MRO”) marketplace.
Note 2 - Summary of Significant Accounting Policies
Principles of Consolidation — The accompanying consolidated financial statements have been prepared in accordance with accounting principles generally accepted in the United States and include the accounts and transactions of the Company and its wholly-owned subsidiaries. All significant intercompany transactions and balances have been eliminated in consolidation. Certain reclassifications have been made to prior period amounts to conform to the current period presentation. Such reclassifications have no effect on net income as previously reported.
Revenue Recognition — Net sales include product sales and billings for freight and handling charges. Sales and associated cost of goods sold are generally recognized when products are shipped and title passes to customers. We accrue for returns based on historical evidence of return rates.
Cash Equivalents — The Company considers all highly liquid investments with a maturity of three months or less when purchased to be cash equivalents.
Allowance for Doubtful Accounts — The Company evaluates the collectability of accounts receivable based on a combination of factors. In circumstances where the Company is aware of a specific customer’s inability to meet its financial obligations (e.g., bankruptcy filings, substantial down-grading of credit ratings), a specific reserve for bad debts is recorded against amounts due to reduce the receivable to the amount the Company reasonably believes will be collected. For all other customers, the Company recognizes reserves for bad debts based on the Company’s historical experience of bad debt write-offs as a percent of accounts receivable outstanding. If circumstances change (e.g., higher than expected defaults or an unexpected material adverse change in a major customer’s ability to meet its financial obligations), the estimates of the recoverability of amounts due the Company could be revised by a material amount.
Inventories — Inventories principally consist of finished goods stated at the lower of cost or market using the first-in-first-out method. To reduce the cost basis of inventory to a lower of cost or market value, a reserve is recorded for slow-moving and obsolete inventory based on historical experience and monitoring of current inventory activity. Estimates are used to determine the necessity of recording these reserves based on periodic detailed analysis using both qualitative and quantitative factors. As part of this analysis, the Company considers several factors including the inventories length of time on hand, historical sales, product shelf life, product life cycle, product classification and product obsolescence.
Property, Plant and Equipment — Property, plant and equipment are stated at cost less accumulated depreciation and amortization. Depreciation expense is computed by the straight-line method generally using useful lives of 20 to 30 years for buildings and improvements and 3 to 10 years for machinery and equipment, furniture and fixtures and vehicles. Amortization of financing and capital leases is included in depreciation expense. Depreciation expense was $4.8 million, $5.4 million and $4.3 million for 2014, 2013 and 2012, respectively. Capitalized software is amortized over estimated useful lives of 3 to 5 years using the straight-line method. Amortization expense of capitalized software was $3.8 million, $3.5 million and $2.8 million for 2014, 2013 and 2012, respectively.
Cash Value of Life Insurance — The Company has invested funds in life insurance policies on certain current and former employees. The cash surrender value of the policies is invested in various investment instruments and is recorded as an asset on our consolidated financial statements. The Company records these funds at contractual value. The change in the cash surrender value of the life insurance policies, which is recorded as a component of General and administrative expenses, is the change in the policies' contractual values.
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Deferred Compensation — The Company’s Executive Deferral Plan (“Deferral Plan”) allows certain executives to defer payment of a portion of their earned compensation. The deferred compensation is recorded in an Account Balance, which is a bookkeeping entry made by the Company to measure the amount due to the participant. The Account Balance is equal to the participant’s deferred compensation, adjusted for increases and/or decreases in the amount that the participant has designated to one or more bookkeeping portfolios that track the performance of certain mutual funds. Lawson adjusts the deferred compensation liability to equal the contractual value of the participants’ Account Balances. These adjustments are the changes in contractual value of the individual plans and are recorded as a component of General and administrative expenses.
Stock-Based Compensation — Compensation based on the share value of the Company’s common stock is valued at its fair value at the grant date and the expense is recognized over the vesting period. Fair value is re-measured each reporting period for liability-classified awards that may be redeemable in cash.
Goodwill — Goodwill represents the cost of business acquisitions in excess of the fair value of identifiable net tangible and intangible assets acquired. Goodwill is allocated to the appropriate reporting unit as reviewed by the Company’s chief operating decision maker responsible for reviewing operating performance and allocating resources. Impairment of goodwill is evaluated using a three-step process. First, we look at qualitative factors to determine whether events or circumstances exist that would lead us to determine that it is more likely than not that the fair value of a reporting unit is less than its carrying amount. If events or circumstances do exist that lead us to determine that it is more likely than not that the fair value of a reporting unit is less than its carrying value, then the fair value of the reporting unit is compared with its carrying amount, including goodwill. If the fair value of the reporting unit exceeds its carrying amount, goodwill of the reporting unit is not considered impaired, and thus, the third step of the impairment test is unnecessary. If the carrying amount of the reporting unit exceeds its fair value, the third step of the goodwill impairment test is performed to measure the amount of impairment loss, if any.
In 2012, we identified indicators of impairment related to recurring operating losses and reduced market capitalization and, therefore, performed an interim impairment test of goodwill. We then estimated the fair value of the reporting unit using a discounted cash flow analysis based on our current internal operating forecast to determine the reporting unit’s fair value. After completing the analysis, we concluded that the entire amount of the goodwill was impaired and a non-cash charge of $28.3 million was recorded.
Impairment of Long-Lived Assets — The Company reviews its long-lived assets, including property, plant and equipment and intangibles, for impairment whenever events or changes in circumstances indicate that the carrying amounts of these assets may not be recoverable. Recoverability is measured by a comparison of the assets' carrying amount to their expected future undiscounted net cash flows. If such assets are considered to be impaired, the impairment to be recognized is measured based on the amount by which the carrying amount of the asset exceeds its fair value. In 2014, in anticipation of a sale of its Reno , Nevada distribution center, the Company reviewed the future recoverability of the facility and recorded a $3.0 million non-cash impairment charge.
Income Taxes — Deferred tax assets or liabilities reflect temporary differences between amounts of assets and liabilities for financial and tax reporting. Such amounts are adjusted, as appropriate, to reflect changes in enacted tax rates expected to be in effect when the temporary differences reverse. A valuation allowance is established to offset any deferred tax assets if, based upon the available evidence, it is more likely than not (i.e. greater than 50% likely) that some or all of the deferred tax assets will not be realized. The determination of the amount of a valuation allowance to be provided on recorded deferred tax assets involves estimates regarding (1) the timing and amount of the reversal of taxable temporary differences, (2) expected future taxable income, (3) the impact of tax planning strategies and (4) the ability to carry back deferred tax assets to offset prior taxable income. In assessing the need for a valuation allowance, we consider all available positive and negative evidence, including past operating results, projections of future taxable income and the feasibility of ongoing tax planning strategies. The projections of future taxable income include a number of estimates and assumptions regarding our volume, pricing and costs. Additionally, valuation allowances related to deferred tax assets can be impacted by changes to tax laws. Significant judgment is required in determining income tax provisions as well as deferred tax asset and liability balances, including the estimation of valuation allowances and the evaluation of tax positions.
Primarily due to the cumulative losses incurred in recent years, management determined that it was more likely than not that it would not be able to utilize deferred tax assets to offset future taxable income and increased the deferred tax valuation allowance to equal substantially all of the Company's net tax assets. A tax valuation allowance will remain until the Company can establish that the recoverability of its deferred tax assets is more certain.
Earnings from the Company's foreign subsidiaries are considered to be indefinitely reinvested. A distribution of these non-U.S. earnings in the form of dividends or otherwise would subject the Company to both U.S. Federal and state income taxes, as adjusted for tax credits and foreign withholding taxes.
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The Company recognizes the benefit of tax positions when a benefit is more likely than not (i.e., greater than 50% likely) to be sustained on its technical merits. Recognized tax benefits are measured at the largest amount that is more likely than not to be sustained, based on cumulative probability, in final settlement of the position. The Company recognizes interest and penalties related to unrecognized tax benefits as a component of income tax expense.
Leases — Leases are categorized as either operating or capital leases at inception. Operating lease costs are recognized on a straight-line basis over the term of the lease. An asset and a corresponding liability for the capital lease obligation are established for the cost of capital leases. The capital lease obligation is amortized over the life of the lease. For build-to-suit leases, the Company establishes an asset and liability for the estimated construction costs incurred to the extent that it is involved in the construction of structural improvements or takes construction risk prior to the commencement of the lease. Upon occupancy of facilities under build-to-suit leases, the Company assesses whether these arrangements qualify for sales recognition under the sale-leaseback accounting guidance. If a lease does not meet the criteria to qualify for a sale-leaseback transaction, the established asset and liability remain on the Company's consolidated balance sheet. This asset is depreciated over the life of the lease and the liability is reduced by the non-interest portion of the lease payments for costs allocated to the building and on a straight line basis for costs allocated to land.
Sub-leases — If the Company is relieved of its primary obligation under the original lease then the original lease is considered to be terminated, otherwise if the Company retains primary obligation under the original lease then the Company continues to account for the original lease and also accounts for the new sub-lease as lessor. At the time the sub-lease is executed, the Company records a gain or loss equal to the difference between the total cash payments to be made for gross rent under the original lease agreement over the life of the sub-lease plus executory costs and total gross rent proceeds expected to be received over the life of the sub-lease.
Earnings per Share — Basic earnings per share is computed by dividing net income by the weighted average number of common shares outstanding during the period. Diluted earnings per share reflect the potential dilution from the exercise or conversion of outstanding stock options and restricted stock awards into common stock.
Foreign Currency — The accounts of foreign subsidiaries are measured using the local currency as the functional currency. All balance sheet amounts are translated into U.S. dollars using the exchange rates in effect at the applicable period end. Income statement amounts are translated using the average exchange rate for the applicable period. The gains and losses resulting from the changes in exchange rates from the translation of subsidiary accounts in local currency to U.S. dollars have been reported as a component of Accumulated other comprehensive income in the Consolidated Balance Sheets. Foreign currency transaction gains and losses result from the effect of exchange rate changes on transactions denominated in currencies other than the functional currency. These gains and losses are included in the Consolidated Statements of Operations and Comprehensive Loss.
Treasury Stock —The Company repurchased 2,256, 2,691 and 2,474 shares of its common stock in 2014, 2013 and 2012, respectively, from employees upon the vesting of restricted stock to offset the income taxes owed by those employees. The Company accounts for treasury stock using the cost method and includes treasury stock as a component of stockholders’ equity.
Use of Estimates — Preparation of financial statements in conformity with accounting principles generally accepted in the United States requires management to make estimates and assumptions that affect the amounts reported in the consolidated financial statements and accompanying notes. Actual results could differ from these estimates.
Recent Accounting Pronouncements
In June 2014 the Financial Accounting Standards Board (“FASB”) issued Accounting Standards Update (“ASU”) 2014-12, that clarifies that for share-based compensation instruments that vest based on performance conditions, the performance target should not be reflected in estimating the grant-date fair value of the award. Rather, compensation cost should be recognized in the period in which it becomes probable that the performance target will be achieved and should represent the compensation cost attributable to the period(s) for which the requisite service has already been rendered. ASU 2014-12 is effective for interim and annual periods beginning after December 15, 2015. Early adoption is permitted. We currently have no instruments within the scope of ASU 2014-12, therefore, adoption of the new standard will have no effect on our financial position, results of operation or cash flows.
In May 2014, the FASB issued ASU No. 2014-09, Revenue from Contracts with Customers (ASU 2014-09), which supersedes nearly all existing revenue recognition guidance under U.S. GAAP. The core principle of ASU 2014-09 is to recognize revenues when promised goods or services are transferred to customers in an amount that reflects the consideration to which an entity expects to be entitled for those goods or services. ASU 2014-09 defines a five step process to achieve this core principle and, in
33
doing so, more judgment and estimates may be required within the revenue recognition process than are required under existing U.S. GAAP. This pronouncement is effective for annual reporting periods beginning after December 15, 2016, including interim periods within that reporting period and is to be applied using one of two retrospective application methods, with early application not permitted. The Company is currently evaluating the impact of the pending adoption of ASU 2014-09 on the consolidated financial statements and has not yet determined the method by which the standard will be adopted in 2017.
In April 10, 2014, the FASB issued Accounting Standards Update (ASU) No. 2014-08, “Presentation of Financial Statements (Topic 205) and Property, Plant, and Equipment (Topic 360): Reporting Discontinued Operations and Disclosures of Disposals of Components of an Entity.” The new guidance changes the requirements for reporting a discontinued operation. Only a disposal representing a strategic shift that has a major effect on the entity’s operations and financial results will have to be reported as a discontinued operation. Examples of strategic shifts meeting the new criteria include a disposal of a major geographical area, a major line of business, or a major equity-method investment. Under this new guidance, many disposals that might be routine and not a change in an entity’s strategy no longer will be reported as discontinued operations. For each comparative period, an entity’s statement of financial position must present separately the assets and liabilities of a disposal group qualifying as a discontinued operation. The ASU requires additional disclosures about the assets, liabilities, revenues, expenses, and cash flows of a discontinued operation. An entity also will be required to disclose the pretax income or loss attributable to a disposal of a significant component that does not qualify for discontinued operations presentation. ASU 2014-08 is effective for public companies for annual and interim periods beginning on or after December 15, 2014.
In May 2013, the FASB reissued an exposure draft on lease accounting that would require entities to recognize assets and liabilities arising from lease contracts on the balance sheet. The exposure draft states that lessees and lessors should apply a “right-of-use model” in accounting for all leases. Under the proposed model, lessees would recognize an asset for the right to use the leased asset, and a liability for the obligation to make rental payments over the lease term. The lease expense from real estate based leases would continue to be recorded under a straight line approach, but other leases not related to real estate would be expensed using an effective interest method that would accelerate lease expense. A final standard is expected to be issued in 2015 and would be effective no earlier than annual reporting periods beginning on January 1, 2017. The Company is currently assessing the impact that the adoption of this guidance would have on its financial position, results of operations and cash flows.
Note 3 — Restricted Cash
The Company has agreed to maintain $0.8 million in a money market account as collateral for an outside party that is providing certain commercial card processing services for the Company. The Company is restricted from withdrawing this balance without the prior consent of the outside party during the term of the agreement.
Note 4 – Inventories
Inventories, consisting primarily of purchased goods which are offered for resale, were as follows:
(Dollars in thousands) | |||||||
December 31, | |||||||
2014 | 2013 | ||||||
Inventories, gross | $ | 50,063 | $ | 51,102 | |||
Reserve for obsolete and excess inventory | (5,546 | ) | (5,328 | ) | |||
Inventories, net | $ | 44,517 | $ | 45,774 | |||
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Note 5 - Property, Plant and Equipment
Components of property, plant and equipment were as follows:
(Dollars in thousands) | |||||||
December 31, | |||||||
2014 | 2013 | ||||||
Land | $ | 2,701 | $ | 5,864 | |||
Buildings and improvements | 18,503 | 31,779 | |||||
Machinery and equipment | 22,418 | 22,989 | |||||
Capitalized software | 18,758 | 18,234 | |||||
McCook Facility | 12,961 | 12,961 | |||||
Furniture and fixtures | 5,703 | 4,424 | |||||
Capital leases | 302 | 1,007 | |||||
Vehicles | 168 | 164 | |||||
Construction in progress | 1,018 | 1,269 | |||||
82,532 | 98,691 | ||||||
Accumulated depreciation and amortization | (40,944 | ) | (39,717 | ) | |||
$ | 41,588 | $ | 58,974 | ||||
Note 6 – Income Taxes
Loss from continuing operations before income taxes consisted of the following:
(Dollars in thousands) | |||||||||||
Year Ended December 31, | |||||||||||
2014 | 2013 | 2012 | |||||||||
United States | $ | (4,355 | ) | $ | (6,255 | ) | $ | (36,808 | ) | ||
Canada | (1,479 | ) | (867 | ) | (9,290 | ) | |||||
$ | (5,834 | ) | $ | (7,122 | ) | $ | (46,098 | ) | |||
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Provision (benefit) for income taxes from continuing operations for the years ended December 31, consisted of the following:
(Dollars in thousands) | |||||||||||
Year Ended December 31, | |||||||||||
2014 | 2013 | 2012 | |||||||||
Current income tax expense (benefit): | |||||||||||
U.S. Federal | $ | (377 | ) | $ | (864 | ) | $ | (740 | ) | ||
U.S. state | 79 | 84 | 215 | ||||||||
Canada | 525 | 639 | 1,016 | ||||||||
Total | $ | 227 | $ | (141 | ) | $ | 491 | ||||
Deferred income tax expense (benefit): | |||||||||||
U.S. Federal | $ | — | $ | — | $ | 16,159 | |||||
U.S. state | — | — | 1,160 | ||||||||
Canada | — | — | 125 | ||||||||
Total | $ | — | $ | — | $ | 17,444 | |||||
Total income tax expense (benefit): | |||||||||||
U.S. Federal | $ | (377 | ) | $ | (864 | ) | $ | 15,419 | |||
U.S. state | 79 | 84 | 1,375 | ||||||||
Canada | 525 | 639 | 1,141 | ||||||||
Total | |||||||||||