Highline Warren traces its roots back to automotive supply and distribution companies formed more than a century ago, but in the wake of the 2020 merger that created the current business, it is increasingly looking toward new markets that complement its capabilities in automotive products and lubricants — including the industrial and MRO segments.
The company, formed through the combination of Highline Aftermarket and Warren Distribution, acquired a pair of addition automotive product and fluid brands, as well as added a pair of distribution hubs in subsequent years — taking its footprint to 21 distribution and manufacturing facilities across North America. Earlier this year, Highline Warren added Sprayway, a cleaning products brand that company officials said would help “power its expansion into adjacent categories.”
Highline Warren CEO Darcy Curran, in a recent Q&A with ID, discussed the company’s capabilities, strategy and ambitions — from advanced technologies to new market opportunities.
INDUSTRIAL DISTRIBUTION: Highline Warren was known primarily for its automotive products at its formation, but what other markets do you serve?
Highline Warren CEO Darcy Curran.
ID: The company, early this year, added Sprayway, which serves the industrial and household channels as well as automotive. What prompted you to pursue that brand specifically?
DC: Our goal is to make ourselves indispensable to our partners. We’ve already done the hard part: we’ve uniquely positioned ourselves to distribute everything from private-label products to our exclusive proprietary brands to household-name national brands. To do this, we have built a national footprint in manufacturing and distribution, developed transportation expertise, and earned trusted supply chain relationships that allow us to deliver to 95% of the U.S. population in two days.
It’s only natural for us to extend into adjacent categories with those same customers; in fact, they’re encouraging us to do so. Sprayway was particularly attractive because it already had a strong position in categories that fit naturally alongside the markets we already serve. The alternative is working with four or five suppliers to accomplish what we can do through a single relationship, and no organization is looking to add suppliers if they don’t have to.
ID: What are Highline Warren’s ambitions in the industrial and MRO segments moving forward?
DC: We’re interested in any segment where our 21-location national footprint provides a built-in advantage. We believe our distribution and manufacturing network gives us advantages that are difficult to replicate. We ship 5,000 mixed pallets a day, totaling 30,000 SKUs from 2,000 vendors to more than 15,000 points of distribution. That scale provides a moat around our business that we intend to continue strengthening whenever we can.
ID: Do you expect to pursue additional acquisitions in those markets?
DC: We are always interested in exploring opportunities that fit naturally with what we already do very well and help further serve our customers. We’ve built the manufacturing, distribution and supply chain infrastructure, and potential future opportunities can help us leverage those capabilities more effectively.
ID: What changes, if any, do you anticipate in Highline Warren’s product portfolio as it expands in other markets?
DC: We don’t expect quick, significant changes to our portfolio. As we move into adjacent markets and geographies, our products will naturally reflect the needs of those customers. We tend to carry fast-moving, non-discretionary maintenance consumables, and that won’t change.
ID: The company has added a pair of distribution centers since it was formed in 2020. Do you expect to continue expanding your geographic footprint?
DC: We will continue investing in the network and capabilities that allow us to serve customers better and support growth. For us, growth and network investment go hand in hand, and our manufacturing and distribution capabilities are a huge advantage. One area is focusing on utilizing new and changing technologies. We’ve recently invested significantly in automation and blow molding, enabling us to increase efficiency while supporting the safety of our teammates during their everyday work.
This article originally appeared in the July/August issue of Industrial Distribution magazine. Subscribe here and sign up for ID’s Today in Industrial Distribution daily newsletter here.
