Technology, Trust and Growth: What’s Next for Do it Best and True Value
Do it Best’s acquisition of True Value this past fall marked a significant shift in the hardware industry, reshaping the competitive landscape for independent retailers. As industry dynamics evolve, Do it Best CEO Dan Starr is leading the cooperative through a pivotal moment, balancing growth, integration and innovation. The company looks to provide members with greater buying power, improved logistics and enhanced product availability. Starr recognizes the challenges ahead—integrating supply chains, rebuilding vendor trust and supporting a new generation of store owners—but remains confident in Do it Best’s ability to navigate these shifts.
Hardware Connection recently sat down with Starr for this exclusive interview about the new retail hardware landscape and the future of Do it Best and True Value. He believes the combined strength of Do it Best and True Value isn’t just about growth, he told us; it’s about ensuring that independent retailers have the tools, technology and resources to thrive in a rapidly evolving market.
Hardware Connection: Given the changing wholesaler landscape, what do you see as Do it Best’s main challenges and opportunities?
Dan Starr: The wholesaler landscape is shifting rapidly. Do it Best is built for agility, strength and growth. As the Champion of Independents, our focus is ensuring that independent True Value retailers and Do it Best members have the scale, technology and buying power to compete and win in an evolving market. That’s exactly why we made the bold moves we did in 2024. The opportunities ahead are significant: We’re now the largest member-owned hardware and LBM co-op in the world, giving our members and retailers unmatched buying power, enhanced logistics and expanded product availability. Our focus is on leveraging this scale while maintaining the responsiveness and service that set us apart.
Describe the path Do it Best is taking to integrate the two companies’ supply and distribution chain. Are you finding efficiencies and improvements to benefit the member stores? Are there obstacles?
We’re executing a disciplined, data-driven integration to align True Value’s distribution network with our existing infrastructure. The path is straightforward: greater efficiency, lower costs and better product availability for our members that leverages the best practices and operational excellence of both companies. We’re focused on learning from each other rather than just pushing through “the Do it Best way.” We’re already seeing improvements—enhanced fill rates, optimized freight routes and a more resilient supply chain while quickly reducing operating costs.
One challenge is ensuring a seamless transition without disrupting service. We’ve tackled this by being transparent with members, retailers, vendors and staff, keeping operations running smoothly while strategically consolidating when and where it makes sense. Every decision is made with long-term member success in mind.
Some vendors were significantly affected by True Value’s bankruptcy. What specific steps is Do it Best taking to rebuild trust with these suppliers and ensure they feel secure in continuing their partnership?
Our commitment to strengthening vendor partnerships is unwavering. Following True Value’s bankruptcy, we understood that restoring trust required decisive action. That’s why Do it Best has taken a proactive, transparent and strategic approach to rebuilding these relationships—because when our vendors succeed, our retailers succeed.
We’ve established a clear financial separation between past obligations and the new True Value, ensuring vendors have the security and confidence they need to move forward. We’ve engaged directly, one-on-one, with over 3,000 vendor partners, fostering open and honest dialogue to address concerns, clarify terms and reinforce our commitment to reliable partnerships with a company that is financially sound and primed for substantial growth.
Our efforts are already delivering results. Fill rates have climbed about 30 points in under four months, reflecting the strength of our supply chain and our ability to meet stronger retailer demand. We’ve also forged new strategic agreements with key partners, expanding opportunities for both vendors and retailers.
We’re not just restoring trust; we are building a stronger, more resilient future. The combination of Do it Best and True Value is not only an opportunity—it’s a commitment to shared success.
