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2019
Annual Report
2019
The Statistics Behind Our Service
When we engage with a customer, the primary question isn’t What can we sell you? It’s What do you do as a
company, what are your business challenges and goals, and how can we provide a solution? This partnership
approach is predicated on our ability to move closer to the customer – to engage locally, get in sync with their
business, and bring value in ways that go well beyond packing and shipping orders. The numbers below reflect
this journey of service, aspects of our business that we believe set us apart by bringing us closer.
PEOPLE
PROXIMITY
21,948
employees
• 72% directly serve our customers
489,000
Fastenal School of Business trainings completed
• 16 hours of training per employee (on average)
400+
highly-trained specialists: engineering,
safety, Lean Six Sigma, metalworking,
construction, solutions, national accounts
3,228
in-market selling locations (branches
and Onsites) spanning 25 countries
90%
of total product tonnage is shipped
via our internal transportation fleet,
reducing cost and enhancing service
60%
of our $1.4 billion in inventory is
staged locally for same-day fulfillment
DIFFERENTIATORS
SOLUTIONS
200+
sourcing professionals positioned globally
813
customer site evaluations (process mappings)
performed to uncover sources of supply chain waste
298 Million
products manufactured, modified,or
refurbished by our in-house manufacturing
and industrial services divisions
105,000
vending machines installed
• 90,000 product revenue devices and
15,000 leased check-in/check-out lockers
92%
of our total revenue comes from customers utilizing
more than one of our sales channels (branches, Onsites,
vending, FMI, national accounts, web)
• 70% of our customers utilize four or more channels
65%
of national account customers
utilize Fastenal e-commerce
Table of Contents
1-3
4-5
6
7
8
Letter to Shareholders
and Employees
10-Year Selected Financial
Data and Financial Highlights
Stock and
Financial Data
Stock Performance
Highlights
Ordinary Products.
Extraordinary Value.
2 I
Inside Back Cover
Directors
Executive Officers
Corporate Information
2019 ANNUAL REPORT LETTER TO SHAREHOLDERS AND EMPLOYEES
Thank you for taking a few minutes to read this letter. We
had an interesting year in 2019, and I’m excited to share our story.
We principally sell into the industrial marketplace, and the trend in
our 2019 results felt a bit like 2015 (the last time we saw a sustained
contraction in this end market). Here is a quick comparison of our
growth in net sales and in operating income for both periods.
Q1 Net Sales
Q1 Operating Income
Q2 Net Sales
Q2 Operating Income
Q3 Net Sales
Q3 Operating Income
Q4 Net Sales
Q4 Operating Income
Annual Net Sales
Annual Operating Income
2019
10.4%
11.4%
7.9%
2.2%
7.8%
7.4%
3.7%
2.4%
7.4%
5.8%
2015
8.8%
13.9%
5.0%
9.2%
1.5%
3.4%
-0.4%
-5.2%
3.6%
5.2%
Not surprisingly, the pattern above matches the trend our customers
experienced. This was reflected in the Purchasing Managers Index
(PMI),1 a well-known manufacturing industry benchmark. Here is the
index for the first and last quarters of the same years.
Q1 PMI (average)
Q4 PMI (average)
2019
55.4
47.9
2015
52.6
49.0
For those of you unfamiliar with this index, any number above 50
indicates an expanding industrial economy, while any number below
50 indicates a contraction.
A second view of our end markets is our selling activity with our ‘Top
100’ customers. We have a deeply established business relationship
with each of the companies in this group. Therefore, the principal
driver of changes in the growth pattern is usually more about trends
in their underlying business activity, and less about changes in our
relative market share with them. They also have a very meaningful
sway on our results; their activities have historically represented
about 25% of our net sales.
If we look at our Top 100 customers, here are the percentages that
grew their business with us in the first and last quarters of 2019
and 2015.
Q1 ‘Top 100’ growing
Q4 ‘Top 100’ growing
2019
81.0%
57.0%
2015
72.0%
49.0%
In the interest of providing a contextual explanation (similar to the
‘above/below 50’ metric for the PMI), history has shown we have
good market conditions if >75% of our Top 100 customers are
growing. We would change this to ‘very good’ if it’s >80%.
A couple of things stand out in the comparison. From a net sales
growth perspective, 2019 started a bit stronger. The PMI in the first
quarter of 2019 was 55.4 versus 52.6 in 2015, which certainly
helped; however, I feel the real difference was the success we
enjoyed establishing our Onsite model over the last several years.
(We’ll take a deeper dive into our Onsite model later in the letter.)
From the same net sales growth perspective, 2019 also ended a bit
stronger than 2015; and notably, it did so even as the PMI dipped
a bit lower (47.9 in Q4 2019 vs. 49.0 in Q4 2015). What explains
this relatively better performance? I believe our strong Onsite
progression has added an element of resiliency to our business.
Another factor is our national accounts sales team. This team has
always been talented, but today they are more than that; they are
incredibly talented and they are laser-focused. I’m not sure if the
Onsite model pushed national accounts to improve, or if national
accounts pushed our Onsite capabilities to improve. It’s the old
‘chicken or egg’ conundrum, and since I’m more of a bacon person,
I’m not going to give it much more thought.
The net sales growth comparison highlights some favorable trends
in 2019. Here are a couple of less favorable items:
(1) Our performance, measured by operating income growth, really
stunk up the place in Q2 2019 (no excuses, we were caught by a
slowing economy, squeezed by tariffs, and challenged to quickly
react to many moving pieces). Fortunately, we stepped it up
and reacted well in Q3; this shines through in our Q3 operating
income growth relative to net sales growth comparison. (In the
interest of full disclosure, we had an extra business day in Q3,
which also helped.)
(2) As mentioned, our success with Onsite location growth helps our
sales grow, but the expansion of operating locations does lessen
our ability to manage operating expenses in the short term. This
aspect hurts short-term operating income growth in a weakening
marketplace. In many respects, it feels a bit like the old days
when we were opening a lot of new branch locations.
This is the start of year five for me in this role. It continues to be
a learning experience every day. This is good – I believe we all
should learn something every day. Someone recently asked me
what makes Fastenal special, and also how Fastenal manages to
grow faster than others. The answer to the first question is simple
– we have great people, and a high percentage of these people are
leaders, regardless of their role. We also operate with a decentralized
decision-making process, which allows us to move faster. The key is
challenging everyone to pursue the same goal. I believe the answer
to the second question is our established North American footprint.
(1) The Purchasing Managers Index (PMI) is compiled monthly by the Institute for Supply Management (ISM). It is based on a
survey and is intended to reflect the business outlook of purchasing managers at U.S. manufacturing firms.
I 1
2019 ANNUAL REPORT
There is no other industrial distributor with the same touchpoint
density across the continent. This allows us to engage with and
service our customers in a fundamentally different way.
We have always talked about Growth Through Customer Service.
This mindset has allowed us to grow organically for 50-plus years as
we established our North American footprint. It has also allowed us
to expand rapidly outside North America over the last 20 years. Our
supply chain capabilities and our local presence (branch and Onsite)
strengthen every day. With this, we believe our brand is evolving. Our
branding goal is simple: We want each customer to think of Fastenal
as their best global supply chain partner. This brand is important for
all customers, not just multinational companies. An efficient local
supply chain solution benefits every business, regardless of size or
location count.
‘Global’ refers to our geographic presence, but also to the scope
of solutions we can provide to meet wide-ranging customer
needs. For a small local fabrication shop, their priority might be
fast e-commerce fulfillment and a basic bin stock program, while
a large manufacturing facility across town might benefit from an
industrial vending solution, high-level specialist support, or even
a dedicated Onsite location. With this in mind, we’ve developed a
market strategy to educate our sales force about the best ways
to approach and service different customer segments – from an
efficient ‘self-serve’ e-commerce model for small customers, to our
full suite of solutions, services, and specialists for larger operations.
The goal: give our branch teams a framework to create a plan for
every customer, ensuring great service while optimizing energy and
resources within the branch.
Onsite solution for UMC (University Mechanical Contractors) in
Mukilteo, Washington.
No matter what approach we ultimately take, we strive to change the
customer mindset. Don’t just think of our products as an expense in
your business. Think of the total cost and the total value. Think of
how your employees use the product – is it the best product for the
application? Is there a more efficient way to bring that product to
the point of use? Don’t just have a fulfillment partner; have a supply
chain partner. When we engage with each other, when we truly form
a supply chain partnership, we will wear you out with ideas. We will
help your business succeed.
2 I
Speaking of supply chain partnerships, let’s take the deeper dive
into our Onsite model promised earlier – specifically, an explanation
of how Onsite impacts our results. We ended 2014 with about 200
Onsite locations, and we ended 2019 with just over 1,100. In 2015,
our Onsite business represented about 15% of our net sales; in
2019, it was 30%. These percentages include not only our traditional
Onsite locations, but also a small group of strategic selling locations
that we view as Onsite incubators and represent approximately 4%
of net sales in each period. This rapid expansion, this success, helps
us to grow faster; however, it also comes at a price, at least in terms
of the optics of our results.
Let’s start with faster growth. Our motto is Growth Through
Customer Service. I don’t believe there is a higher service model in
our industry than Onsite; however, you need a certain level of site-
specific business activity to make the model economical. Fortunately
for us, our break-even point is lower than our competitors’. Credit
that to a great ‘Blue Team’ spread across an unmatched branch
and distribution network, a great product supply chain, a great
technology team with fast-growing capabilities for innovation, an
efficient administrative support model – and, underlying it all, a
frugal culture that has always allowed us to do more with less for
our customers. (For those of you focused on ‘greener operations,’ we
completely agree; we believe frugality and green go hand-in-hand.)
This frugal culture, and our ability to operate efficiently together,
has been made easier by our historical ability to grow organically.
Organic growers don’t operate with a multitude of computer
systems and conflicting business cultures. We all grew up on the
same Blue Team, we ride the same blue bus, and we look at the
customer through the same service-focused blue lens.
Next, let’s discuss the optics of our results. The Onsite model
differs financially from our branch-based model. First, it carries a
lower gross profit margin profile. Fortunately, it also has a lower
operating expense profile. Second, the operating margins are a bit
lower than we see in our branch network. Fortunately, the operating
margins are still industry-leading, and we believe the assets
to support the model will also be lower. So it really becomes a
discussion of return on investment – we like that discussion. Finally,
from an individual site perspective, Onsites are ultimately limited by
the activities of the individual customer location. The truth is, any
business (regardless of the service model) is limited by the customer
site constraint. And on the plus side, Onsite changes the competitive
dynamics: It allows us to displace a wider range of suppliers, and we
believe it builds a more defensible and wider moat.
There are a few more considerations related to our rapid Onsite
location expansion. First, to accomplish this rapid expansion, we
needed to expand our site implementations team, to expand our
sourcing team, and to adjust our technology focus to support a
different business model. Second, with the addition of so many new
locations, our average revenue per Onsite contracted from $146,000
per month (on a per-location basis) in 2015 to $107,000 per month
in 2019. This puts a drag on our profitability, on our returns, and
ultimately on our ability to produce an ever-stronger cash flow.
2019 ANNUAL REPORT For those of you with a longer Fastenal time horizon, think of this as
a short-term ‘Pathway to Profit’ in reverse. We believe our rate of
change will stabilize late in 2020/early in 2021. This will allow our
revenue per Onsite location to stabilize and then begin to expand. It
will also stabilize our ‘branch economic drag.’ Every time we pull a
customer out of a branch and move Onsite (whether we are in their
facility or nearby), we temporarily lessen the financial performance
of the original branch. The trade-off: We ignite the customer
relationship, unlock selling energy in the branch, and grow the
market faster overall. As you can appreciate, we like the trade-off.
To learn more about Onsite and the rest of our growth drivers, please
read the sidebar to the right (also featured in last year’s letter).
Leadership is critical to our success at Fastenal, and I don’t
mean leadership in terms of a person, but rather in terms of a
mindset. Every person can be a leader through their actions. If you
look inside the back cover of this annual report, you will see two
groups of people. The first set of photos is our board of directors.
This group represents you every day. They take their governance
seriously, but equally important, they challenge the Blue Team with
their varying perspectives on the world, on business, and on people.
The second set of photos is our leadership team. Unfortunately, there
isn’t enough space to show the entire group. We have just under
22,000 employees at Fastenal. Everyone exercises daily leadership.
They demonstrate this through problem-solving and by embodying
our cultural values: Ambition, Innovation, Integrity, and Teamwork.
A person you won’t see on the back cover, but whose influence
is always present, is our founder, Bob Kierlin. Since Fastenal’s
founding in 1967, Bob has always demonstrated the wisdom of
humble leadership – a willingness to trust others to make great
decisions, along with the courage to challenge everyone to pursue
a common goal. Our commitment to challenge one another (and
ourselves) can cause some constructive friction, but we’ve found it
creates an atmosphere that attracts and retains talent. This ability to
retain talent is showcased every December when we celebrate our
latest class of 25-year employees. Our 2019 class consisted of 60
employees, an impressive number given the size of our organization
when they joined us back in 1994. We’re proud (and fortunate) they
chose to spend their careers with Fastenal.
Perhaps you noticed the change to the name of this year’s letter. The
inclusion of ‘employees’ in the name is a reflection of how we have
operated for 52 years and the comments we made in last year’s
letter regarding our four priorities: our customers, our employees,
our suppliers, and our shareholders.
Thank you for your belief in our Blue Team. And thank you for
being a shareholder and/or an employee of Fastenal.
DANIEL L. FLORNESS
President and Chief Executive Officer
Understanding Our
GROWTH DRIVERS
Onsite solution for the School Board of Sarasota County,
Sarasota, Florida.
There’s a term used repeatedly in this letter and in our
other conversations; the term is growth driver. For a bit of
perspective, here is how we think of this concept. Historically,
our primary growth driver was opening new branch locations.
This expanded our reach, and we added people into these
new locations and into existing locations as they grew. We
also added people behind the scenes to provide deeper
support. Beginning in the late 1990s, the rate of openings
began to slow. By 2007, we had an established footprint in
the United States and in Canada; therefore, we slowed our
openings further. The pattern further decelerated to the point
where we had minimal net openings in 2009, and we began to
contract the network in the 2011 time frame. This maturation
of our branch network gave us an opportunity to develop and
fund new growth drivers (plural), adding new dimensions to
our service.
Today, these growth drivers include an expanded national
accounts team (focused on larger customers with operations
around the planet), our Onsite service model (customer-
specific locations, preferably inside the customer’s facility, or at
least very nearby), vending (point-of-use dispensing, storage,
delivery, and reporting technology within the customer’s
facility and at our Fastenal facilities), international expansion
(like branch openings of the past, a means to extend our reach
of resources closer to the customer), construction (we are a
great multi-location source for these transient customers, and
we’re making strides to serve them better), and e-commerce
(making it easier for customers to source products and gain
visibility into their supply chain, while introducing productivity
gains for both the customer and for Fastenal in the process).
We’re excited about the evolution of our growth strategy and
will continually evaluate new ideas and directions to best
serve our customers in a fast-changing world.
2019 ANNUAL REPORT I 3
10-YEAR SELECTED FINANCIAL DATA (Amounts in Millions Except
Per Share Information)
Operating Results
2019 % Change
Net sales
Gross profit
% of net sales
Operating income
% of net sales
Net earnings
% of net sales
Basic net earnings per share
Basic weighted average shares outstanding
Diluted net earnings per share
Diluted weighted average shares outstanding(1)
Cash Flow Summary
Net cash provided by operating activities (2)
% of net earnings
Less capital expenditures, net
Acquisitions and other
Free cash flow
% of net earnings
Dividends and Common
Stock Purchase Summary
Dividends paid
% of net earnings
Dividends paid per share
Purchases of common stock
% of net earnings
Common stock shares purchased
Average price paid per share
Financial Position at Year End
Operational working capital assets
(accounts receivable, net and inventories)
Net working capital (3)
(current assets less current liabilities)
Fixed capital
(property and equipment, net)
Total assets (3)
Total debt
(current portion of debt and long-term debt)
Total stockholders' equity
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
5,333.7
2,515.4
47.2%
1,057.2
19.8%
790.9
14.8%
1.38
573.2
1.38
574.4
7.4%
4.9%
5.8%
5.2%
5.3%
-0.1%
5.2%
0.0%
2019 % Change
842.7
106.5%
(239.8)
25.0%
43.8%
0.1
-101.4%
603.0
76.2%
20.5%
2019 % Change
498.6
63.0%
0.870
-
-
-
-
12.8%
13.0%
-
-
-
2019 % Change
2,108.1
1,912.5
1,023.2
3,799.9
5.8%
1.8%
10.6%
14.4%
345.0
-31.0%
2,665.6
15.8%
2018
$4,965.1
2,398.9
2017
$4,390.5
2,163.6
2016
$3,962.0
1,964.8
2011
$2,766.9
1,434.2
2010
$2,269.5
1,174.8
48.3%
999.2
20.1%
751.9
15.1%
1.31
573.9
1.31
574.3
2018
$674.2
89.7%
(166.8)
(7.1)
500.3
66.5%
2018
$441.9
58.8%
0.770
103.0
13.7%
4.0
$25.75
2018
49.3%
881.8
20.1%
578.6
13.2%
1.00
576.4
1.00
576.7
2017
$585.2
101.1%
(112.5)
(66.8)
405.9
70.2%
2017
$369.1
63.8%
0.640
82.6
14.3%
3.8
$21.72
2017
$1,993.0
$1,700.7
$1,492.7
$1,381.6
$1,331.3
$1,198.4
$1,087.5
1,878.8
1,584.8
1,445.1
1,291.6
1,207.9
1,168.6
1,082.5
1,048.3
923.5
924.8
3,321.5
500.0
2,302.7
893.6
2,910.5
415.0
2,096.9
435.6
1,684.9
-
363.4
1,468.3
-
1,915.2
1,772.7
1,560.4
1,459.0
1,282.5
2015
$3,869.2
1,948.9
50.4%
828.8
21.4%
516.4
13.3%
0.89
582.9
0.88
584.1
2015
$550.3
106.6%
(145.3)
(35.3)
369.7
71.6%
2015
$327.1
63.3%
0.560
292.9
56.7%
14.2
$20.63
2015
818.9
2,532.5
365.0
1,801.3
49.6%
795.8
20.1%
499.4
12.6%
0.86
577.9
0.86
578.3
2016
$519.9
104.1%
(183.0)
(5.1)
331.8
66.4%
2016
$346.6
69.4%
0.600
59.5
11.9%
3.2
$18.58
2016
899.7
2,668.9
390.0
1,933.1
2014
$3,733.5
1,897.4
50.8%
787.6
21.1%
494.2
13.2%
0.83
593.0
0.83
594.6
2014
$501.5
101.5%
(183.7)
(5.6)
312.2
63.2%
2014
$296.6
60.0%
0.500
52.9
10.7%
2.4
$22.06
2014
763.9
2,359.1
90.0
2013
$3,326.1
1,719.4
51.7%
712.7
21.4%
448.6
13.5%
0.76
593.5
0.75
595.4
2013
$418.9
93.4%
(201.6)
(0.1)
217.2
48.4%
2013
$237.5
52.9%
0.400
9.1
2.0%
0.4
$22.70
2013
654.9
2,075.8
-
2012
$3,133.6
1,614.5
51.5%
673.7
21.5%
420.5
13.4%
0.71
592.2
0.71
594.3
2012
$406.4
96.6%
(133.9)
(0.1)
272.4
64.8%
2012
$367.3
87.3%
0.620
-
-
-
-
2012
516.4
1,815.8
-
51.8%
574.6
20.8%
357.9
12.9%
0.61
590.1
0.60
591.7
2011
$268.5
75.0%
(116.5)
0.2
152.2
42.5%
2011
$191.7
53.6%
0.325
-
-
-
-
2011
$984.7
51.8%
429.7
19.0%
265.4
11.7%
0.45
589.7
0.45
589.7
2010
$240.4
90.6%
(69.1)
(10.3)
161.0
60.7%
2010
$182.8
68.9%
0.310
-
-
-
-
2010
$827.5
All information contained in this Annual Report reflects the 2-for-1 stock splits in both 2019 and 2011.
(1) Reflects impact of stock options issued by the company that were in-the-money and outstanding during the period.
(2) Reflects the impact of Accounting Standards Update 2016-09, Improvements to Employee Share-Based Payment Accounting, adopted January 1, 2017.
(3) Reflects the impact of Accounting Standards Update 2016-02, Leases, adopted January 1, 2019.
4 I
2019 ANNUAL REPORT Operating Results
2019 % Change
2018
$4,965.1
2,398.9
2017
$4,390.5
2,163.6
2016
$3,962.0
1,964.8
49.6%
795.8
20.1%
499.4
12.6%
0.86
577.9
0.86
578.3
2016
$519.9
104.1%
(183.0)
(5.1)
331.8
66.4%
2016
$346.6
69.4%
0.600
59.5
11.9%
3.2
$18.58
2016
FINANCIAL HIGHLIGHTS
2015
$3,869.2
1,948.9
50.4%
828.8
21.4%
516.4
13.3%
0.89
582.9
0.88
584.1
2015
$550.3
106.6%
(145.3)
(35.3)
369.7
71.6%
2015
$327.1
63.3%
0.560
292.9
56.7%
14.2
$20.63
2015
2014
$3,733.5
1,897.4
50.8%
787.6
21.1%
494.2
13.2%
0.83
593.0
0.83
594.6
2014
$501.5
101.5%
(183.7)
(5.6)
312.2
63.2%
2014
$296.6
60.0%
0.500
52.9
10.7%
2.4
$22.06
2014
2013
$3,326.1
1,719.4
51.7%
712.7
21.4%
448.6
13.5%
0.76
593.5
0.75
595.4
2013
$418.9
93.4%
(201.6)
(0.1)
217.2
48.4%
2013
$237.5
52.9%
0.400
9.1
2.0%
0.4
$22.70
2013
2012
$3,133.6
1,614.5
51.5%
673.7
21.5%
420.5
13.4%
0.71
592.2
0.71
594.3
2012
$406.4
96.6%
(133.9)
(0.1)
272.4
64.8%
2012
$367.3
87.3%
0.620
-
-
-
-
2012
$1,993.0
$1,700.7
$1,492.7
$1,381.6
$1,331.3
$1,198.4
$1,087.5
2011
$2,766.9
1,434.2
2010
$2,269.5
1,174.8
51.8%
574.6
20.8%
357.9
12.9%
0.61
590.1
0.60
591.7
2011
$268.5
75.0%
(116.5)
0.2
152.2
42.5%
2011
$191.7
53.6%
0.325
-
-
-
-
2011
$984.7
51.8%
429.7
19.0%
265.4
11.7%
0.45
589.7
0.45
589.7
2010
$240.4
90.6%
(69.1)
(10.3)
161.0
60.7%
2010
$182.8
68.9%
0.310
-
-
-
-
2010
$827.5
1,878.8
1,584.8
1,445.1
1,291.6
1,207.9
1,168.6
1,082.5
1,048.3
923.5
899.7
2,668.9
390.0
1,933.1
818.9
2,532.5
365.0
1,801.3
763.9
2,359.1
90.0
654.9
2,075.8
-
516.4
1,815.8
-
435.6
1,684.9
-
363.4
1,468.3
-
1,915.2
1,772.7
1,560.4
1,459.0
1,282.5
I 5
Net sales
Gross profit
% of net sales
Operating income
% of net sales
Net earnings
% of net sales
Basic net earnings per share
Basic weighted average shares outstanding
Diluted net earnings per share
Diluted weighted average shares outstanding(1)
Cash Flow Summary
Net cash provided by operating activities (2)
% of net earnings
Less capital expenditures, net
Acquisitions and other
Free cash flow
% of net earnings
Dividends and Common
Stock Purchase Summary
Dividends paid
% of net earnings
Dividends paid per share
Purchases of common stock
% of net earnings
Common stock shares purchased
Average price paid per share
Financial Position at Year End
Operational working capital assets
(accounts receivable, net and inventories)
Net working capital (3)
(current assets less current liabilities)
Fixed capital
(property and equipment, net)
Total assets (3)
Total debt
(current portion of debt and long-term debt)
Total stockholders' equity
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
7.4%
4.9%
5.8%
5.2%
5.3%
-0.1%
5.2%
0.0%
25.0%
43.8%
20.5%
12.8%
13.0%
-
-
-
5.8%
1.8%
10.6%
14.4%
5,333.7
2,515.4
47.2%
1,057.2
19.8%
790.9
14.8%
1.38
573.2
1.38
574.4
842.7
106.5%
(239.8)
603.0
76.2%
498.6
63.0%
0.870
-
-
-
-
2,108.1
1,912.5
1,023.2
3,799.9
2019 % Change
0.1
-101.4%
2019 % Change
2019 % Change
345.0
-31.0%
2,665.6
15.8%
48.3%
999.2
20.1%
751.9
15.1%
1.31
573.9
1.31
574.3
2018
$674.2
89.7%
(166.8)
(7.1)
500.3
66.5%
2018
$441.9
58.8%
0.770
103.0
13.7%
4.0
$25.75
2018
924.8
3,321.5
500.0
2,302.7
49.3%
881.8
20.1%
578.6
13.2%
1.00
576.4
1.00
576.7
2017
$585.2
101.1%
(112.5)
(66.8)
405.9
70.2%
2017
$369.1
63.8%
0.640
82.6
14.3%
3.8
$21.72
2017
893.6
2,910.5
415.0
2,096.9
All information contained in this Annual Report reflects the 2-for-1 stock splits in both 2019 and 2011.
(1) Reflects impact of stock options issued by the company that were in-the-money and outstanding during the period.
(2) Reflects the impact of Accounting Standards Update 2016-09, Improvements to Employee Share-Based Payment Accounting, adopted January 1, 2017.
(3) Reflects the impact of Accounting Standards Update 2016-02, Leases, adopted January 1, 2019.
2019 ANNUAL REPORT STOCK AND FINANCIAL DATA
The following chart displays the daily closing sales price of our shares listed on the Nasdaq Stock Market for the last two years.
2018
Nasdaq: FAST
2019
As of January 22, 2020, there were approximately 1,000 record holders of our common stock, which includes nominees or broker dealers
holding stock on behalf of an estimated 275,000 beneficial owners.
In 2019 and 2018, we paid dividends per share totaling $0.87 and $0.77, respectively. On January 16, 2020, we announced a quarterly
dividend of $0.25 per share to be paid on February 28, 2020 to shareholders of record at the close of business on January 31, 2020. Our board
of directors intends to continue paying quarterly dividends; however, any future determination as to payment of dividends will depend upon the
financial condition and results of operations of the company and such other factors as are deemed relevant by the board of directors.
In 2019, we did not purchase any shares of our common stock. In 2018, we purchased 4,000,000 shares of our common stock at an average
price of $25.75 per share.
SELECTED QUARTERLY FINANCIAL DATA (UNAUDITED)
(Dollar Amounts in Millions Except Share and Per Share Information)
$
$
5,333.7
2,515.4
1,043.7
2019
Net
Sales
First quarter
$
$
1,309.3
Second quarter
1,368.4
Third quarter
Fourth quarter
1,379.1
1,276.9
Gross
Profit
624.7
641.2
651.1
598.4
Total
2018
Net
Sales
First quarter
$
$
1,185.8
Second quarter
1,267.9
Third quarter
Fourth quarter
1,279.8
1,231.6
Gross
Profit
577.6
617.7
615.8
587.8
Total
$
4,965.1
2,398.9
(1) Amounts may not foot due to rounding difference.
6 I
Pre-tax
Earnings
Net
Earnings
Basic
Net Earnings
per Share (1)
Diluted
Net Earnings
per Share (1)
257.5
271.4
278.4
236.4
194.1
204.6
213.5
178.7
$
790.9
0.34
0.36
0.37
0.31
1.38
0.34
0.36
0.37
0.31
1.38
Pre-tax
Earnings
Net
Earnings
Basic
Net Earnings
per Share (1)
Diluted
Net Earnings
per Share (1)
231.9
265.9
259.4
229.8
987.0
174.3
211.2
197.6
168.8
751.9
0.30
0.37
0.34
0.29
1.31
0.30
0.37
0.34
0.29
1.31
2019 ANNUAL REPORT STOCK PERFORMANCE HIGHLIGHTS(1), (2)
1,000 shares ($9,000)
invested on
August 20, 1987
Value on
December 31, 2019:
$7,094,400
Stock Split
HISTORICAL STOCK PERFORMANCE
INITIAL PUBLIC OFFERING (IPO)
On August 20, 1987 (date of our initial public offering), 1,000
shares of our stock sold for $9,000. Approximately 32 years
later, on December 31, 2019, those 1,000 shares, having split
eight times, were 192,000 shares worth $7,094,400, for a gain
of approximately 23.2% compounded annually. In addition,
the holder of these shares would have received $1,221,984 in
dividends since August 20, 1987, for a total gain of approximately
23.8% compounded annually.
TEN YEARS
On December 31, 2009, 1,000 shares of our stock sold for $41,640.
Ten years later, on December 31, 2019, those 1,000 shares,
having split twice, were 4,000 shares worth $147,800, for a gain
of approximately 13.5% compounded annually. In addition, the
holder of these shares would have received $22,380 in dividends
since December 2009, for a total gain of approximately 15.1%
compounded annually.
FIVE YEARS
On December 31, 2014, 1,000 shares of our stock sold for $47,560.
Five years later, on December 31, 2019, those 1,000 shares,
having split once, were 2,000 shares worth $73,900, for a gain
of approximately 9.2% compounded annually. In addition, the
holder of these shares would have received $6,880 in dividends
since December 2014, for a total gain of approximately 11.2%
compounded annually.
DIVIDENDS
We have paid dividends in every year since 1991, and quarterly
dividends since 2011.
A SIMPLE PHILOSOPHY
Since going public in 1987, we have maintained a consistent focus
on avoiding, if feasible, the potentially dilutive impact of our activities
on our shareholders. To this end, we have grown our organization
principally with internal cash flow, have supported the Fastenal
Company and Subsidiaries 401(k) and Employee Stock Ownership
Plan with stock purchased in the open market, and, since creating a
stock option program in 2003, have periodically purchased common
stock in the open market to, among other things, offset the potential
impact of our stock option grants. We have purchased approximately
47.8 million shares since 2003 and have granted our employees
options to purchase approximately 29.1 million shares. (Note: These
amounts have been adjusted to reflect the impact of stock splits.)
This has allowed us to balance internal investment with cash returns
to shareholders. For example, in the last five years we have enjoyed
total sales of $22,521 million and total pre-tax earnings of $4,520
million. During this same time period, we spent approximately $4,396
million to compensate a group of great employees, we supported
our customers’ needs by adding approximately $777 million in
operational working capital assets (accounts receivable, net plus
inventory) and by spending approximately $847 million in net capital
expenditures, and we returned $2,521 million to our shareholders.
The latter was principally through dividends (approximately $1,983
million), with the remainder through share purchases.
A final point worth noting: During the last five years, we have incurred
approximately $1,382 million in income taxes, or approximately
30.6% of the pre-tax earnings noted above, and incurred or remitted
approximately $1,165 million in employment taxes, $56 million in
property taxes, $739 million in sales, use, and value-added taxes,
and $4 million in other miscellaneous business-related taxes.
(1)
(2)
The share data represents past performance, which is no guarantee of future results.
Unless otherwise noted, the amounts on this page are presented in whole numbers versus millions as is prevalent in the remainder of this document.
I 7
2019 ANNUAL REPORT Ordinary Products. Extraordinary Value.
Like many industrial suppliers, Fastenal got its start in a single product line, in our case fasteners. At first, there was nothing to
really differentiate us from the thousands of other fastener sellers in the market. But over time we gained expertise. We leveraged
our profitable business model to invest in things that bring value to the customer – branches, transportation, manufacturing, global
sourcing, and other resources. And eventually we staked out what is today a unique and defensible market position in fasteners.
Over the years we expanded our offering to include nine broad product lines, but until recently none matched the differentiation we
enjoy with fasteners. That began to change in 2009 when our investments in vending, safety specialists, and our exclusive Body
Guard® brand helped distinguish Fastenal in the safety product market. Since then, we’ve seen a meaningful expansion of safety within
our product mix and can now claim a second category in which we enjoy a unique and defensible market position. Today we see this
differentiation playing out in a third product line, cutting tools, spurred by our investments in domain specialists and Onsite servicing
locations within manufacturing facilities.
In 2009, roughly 50% of our product mix was in a category where Fastenal could be considered extraordinary (i.e., fasteners). Today, with
the evolution of our safety and cutting tool programs, that number has grown to 58%. We believe there are several additional product
lines that present a similar runway opportunity, and we look forward to replicating a now-familiar progression: take a commodity-type
product, invest in expertise and innovation to imbue that product with additional value, and become truly extraordinary in the category.
MORE EXTRA, LESS ORDINARY
2009 Product Line Sales
2019 Product Line Sales
39.3%
42.2%
50.0%
34.2%
l Fasteners
l Safety
l Cutting Tools
l Tools and Supplies
4.4%
6.3%
5.7%
17.9%
Fasteners
Dynamics & Differentiators:
• 180+ sourcing professionals in Asia
(auditors, engineers, QA, logistics)
• 9 manufacturing facilities, 8 A2LA
quality labs
• 40+ degreed engineers,
participation in 100+ product
standards committees
• 600+ semis and straight trucks
(efficient transport of heavy materials)
8 I
2019 ANNUAL REPORT
Safety
Dynamics & Differentiators:
• 706% safety product growth
since 2009
• 50% of sales through vending
• 25% of sales via our Body Guard®
brand and other private label offerings
• 70+ certified safety specialists
Cutting Tools
Dynamics & Differentiators:
• 51% cutting tool growth since 2014
(a 9% five-year CAGR)
• Onsites accounted for 12.3% of
cutting tool sales in 2014, and 38.5%
in 2019
• Partnered with Sandvik to supply high-
end solutions to customers globally
• 17% of sales via our FMT®
private label
• 35+ metalworking specialists
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
____________________________________________________________
FORM 10-K
(Mark One)
☒ Annual report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the fiscal year ended December 31, 2019
or
☐ 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 0-16125
FASTENAL COMPANY
(Exact name of registrant as specified in its charter)
Minnesota
(State or other jurisdiction of incorporation or organization)
41-0948415
(I.R.S. Employer Identification No.)
2001 Theurer Boulevard, Winona, Minnesota
(Address of principal executive offices)
55987-1500
(Zip Code)
(507) 454-5374
(Registrant's telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:
Title of each class
Common stock, par value $.01 per share
Trading Symbol(s)
FAST
Name of each exchange on which registered
The Nasdaq Stock Market LLC
Securities registered pursuant to Section 12(g) of the Act:
None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act
Yes x No o
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 x
Indicate by check mark whether the registrant: (1) 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 x No o
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted
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 such files). Yes x No o
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller
reporting company, or an emerging growth company. See the definitions of "large accelerated filer", "accelerated filer", "smaller
reporting company", and "emerging growth company" in Rule 12b-2 of the Exchange Act.
Large Accelerated Filer
Non-accelerated Filer
x
☐
Accelerated Filer
Smaller Reporting Company
Emerging Growth Company
☐
☐
☐
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for
complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. o
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).
Yes ☐ No x
The aggregate market value of the Common Stock held by non-affiliates of the registrant as of June 28, 2019, the last business day
of the registrant's most recently completed second fiscal quarter, was $18,623,405,521, based on the closing price of the registrant's
Common Stock on that date. For purposes of determining this number, all executive officers and directors of the registrant as of
June 28, 2019 are considered to be affiliates of the registrant. This number is provided only for the purposes of this report on Form
10-K and does not represent an admission by either the registrant or any such person as to the status of such person.
As of January 22, 2020, the registrant had 574,226,297 shares of Common Stock issued and outstanding.
FASTENAL COMPANY
ANNUAL REPORT ON FORM 10-K
TABLE OF CONTENTS
Item 1.
Business
Item 1A. Risk Factors
Item 1B. Unresolved Staff Comments
Item 2.
Item 3.
Properties
Legal Proceedings
Item 4. Mine Safety Disclosures
PART I
PART II
Item 5. Market for Registrant's Common Equity, Related Stockholder Matters, and Issuer Purchases of
Equity Securities
Item 6.
Selected Financial Data
Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations
Item 7A. Quantitative and Qualitative Disclosures About Market Risks
Item 8.
Item 9.
Financial Statements and Supplementary Data
Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
Item 9A. Controls and Procedures
Item 9B. Other Information
Item 10. Directors, Executive Officers, and Corporate Governance
Item 11.
Executive Compensation
PART III
Item 12.
Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters
Item 13. Certain Relationships and Related Transactions, and Director Independence
Item 14.
Principal Accountant Fees and Services
Item 15.
Exhibits and Financial Statement Schedules
Item 16.
Form 10-K Summary
Signatures
PART IV
Page
3
12
17
18
19
19
20
21
22
36
37
57
57
58
58
60
60
60
60
61
62
64
DOCUMENTS INCORPORATED BY REFERENCE
Portions of our Proxy Statement for the annual meeting of shareholders to be held Saturday, April 25, 2020 ('Proxy Statement')
are incorporated by reference in Part III. Portions of our 2019 Annual Report to Shareholders are incorporated by reference in
Part II.
FORWARD-LOOKING STATEMENTS
Certain statements contained in this Form 10-K, or in other reports of the company and other written and oral statements made
from time to time by the company, do not relate strictly to historical or current facts. As such, they are considered 'forward-
looking statements' that provide current expectations or forecasts of future events. These forward-looking statements are made
pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Such statements can be
identified by the use of terminology such as anticipate, believe, should, estimate, expect, intend, may, will, plan, goal, project,
hope, trend, target, opportunity, and similar words or expressions, or by references to typical outcomes. Any statement that is
not a purely historical fact, including estimates, projections, trends, and the outcome of events that have not yet occurred, is a
forward-looking statement. Our forward-looking statements generally relate to our expectations regarding the business
environment in which we operate, our projections of future performance, our perceived marketplace opportunities, and our
strategies, goals, mission and vision. You should understand that forward-looking statements involve a variety of risks and
uncertainties, known and unknown, and may be affected by inaccurate assumptions. Consequently, no forward-looking
statement can be guaranteed and actual results may vary materially. Factors that could cause our actual results to differ from
those discussed in the forward-looking statements include, but are not limited to, economic downturns, weakness in the
manufacturing or commercial construction industries, competitive pressure on selling prices, changes in trade policies or tariffs,
changes in our current mix of products, customers, or geographic locations, changes in our average branch size, changes in our
purchasing patterns, changes in customer needs, changes in fuel or commodity prices, inclement weather, changes in foreign
currency exchange rates, difficulty in adapting our business model to different foreign business environments, failure to
accurately predict the market potential of our business strategies, the introduction or expansion of new business strategies,
increased competition in industrial vending or Onsite, difficulty in maintaining installation quality as our industrial vending
business expands, the leasing to customers of a significant number of additional industrial vending devices, the failure to meet
our goals and expectations regarding branch openings, branch closings, or expansion of our industrial vending or Onsite
operations, changes in the implementation objectives of our business strategies, difficulty in hiring, relocating, training, or
retaining qualified personnel, difficulty in controlling operating expenses, difficulty in collecting receivables or accurately
predicting future inventory needs, dramatic changes in sales trends, changes in supplier production lead times, changes in our
cash position or our need to make capital expenditures, credit market volatility, changes in tax law or the impact of any such
changes on future tax rates, changes in the availability or price of commercial real estate, changes in the nature, price, or
availability of distribution, supply chain, or other technology (including software licensed from third parties) and services
related to that technology, cyber-security incidents, potential liability and reputational damage that can arise if our products are
defective, and other risks and uncertainties detailed in this Form 10-K under the heading 'Item 1A. Risk Factors'. Each forward-
looking statement speaks only as of the date on which such statement is made, and we undertake no obligation to update any
such statement to reflect events or circumstances arising after such date.
1
PRESENTATION OF DOLLAR AMOUNTS
All dollar amounts in this Form 10-K are presented in millions, except for share and per share amounts or where otherwise
noted. Throughout this document, percentage and dollar change calculations, which are based on non-rounded dollar values,
may not be able to be recalculated using the dollar values in this document due to the rounding of those dollar values.
All information contained in this Form 10-K reflects the two-for-one stock splits in both 2019 and 2011.
STOCK SPLIT
2
PART I
ITEM 1.
BUSINESS
Note – Information in this section is as of year end unless otherwise noted. The year end is December 31, 2019 unless
additional years are included or noted.
Overview
Fastenal Company (together with our subsidiaries, hereinafter referred to as 'Fastenal' or the company or by terms such as we,
our, or us) began as a partnership in 1967, and was incorporated under the laws of Minnesota in 1968. We opened our first
branch in 1967 in Winona, Minnesota, a city with a population today of approximately 27,000. We began with a marketing
strategy of supplying threaded fasteners to customers in small, medium-sized, and, in subsequent years, large cities. Over time,
that mandate has expanded to a broader range of industrial and construction supplies spanning more than nine major product
lines (described later in this document). The large majority of our transactions are business-to-business, though we also have
some walk-in retail business. At the end of 2019, we had 3,228 in-market locations (defined in the table below) in 25 countries
supported by 15 distribution centers in North America (12 in the United States, two in Canada, and one in Mexico), and we
employed 21,948 people. We believe our success can be attributed to the high quality of our employees and their convenient
proximity to our customers, and our ability to offer customers a full range of products and services to reduce their total cost of
procurement.
The following table shows our consolidated net sales for each fiscal year as well as the number of public branches, Onsite
locations, and total in-market locations at the end of each of the last ten years:
Net sales
Public branches
Onsite locations(1)
Total in-market locations
(2)
2019
$ 5,333.7
2,114
2018
2017
2016
2015
2014
2013
2012
2011
2010
4,965.1
4,390.5
3,962.0
3,869.2
3,733.5
3,326.1
3,133.6
2,766.9
2,269.5
2,227
2,383
2,503
2,622
2,637
2,687
2,652
2,585
2,490
1,114
894
605
401
264
214
3,228
3,121
2,988
2,904
2,886
2,851
2,687
2,652
2,585
2,490
(1) Onsite location information prior to 2014 is intentionally omitted. While such locations have existed since 1992, we did not
specifically track their number until we identified our Onsite program as a growth driver in 2014.
(2) 'In-market locations' is defined as the sum of the total number of public branches and the total number of Onsite locations.
One of Fastenal's guiding principles since inception is that we can improve our service by getting closer to the customer.
Through much of our history, this was achieved by opening branches, and more recently through new Onsite locations. Today
we believe there are few companies that offer our North American in-market location coverage. In 2019, roughly 53% of our
sales and 53% of our in-market locations were in major Metropolitan Statistical Areas ('MSAs'; populations in the United States
and Canada greater than 500,000 people), while 19% of our sales and 17% of our in-market locations were in small MSAs
(populations under 500,000 people), and 28% of our sales and 30% of our in-market locations were not in an MSA. In our
view, this has proven to be an efficient means of providing customers with a broad range of products and services on a timely
basis. Branches have represented, and continue to represent, the foundation of our service approach. However, we are
constantly evaluating the efficacy of our branch network and, in recent years, we have developed additional models that get us
still closer to the customer, including vending, bin stocks, and Onsite locations.
We currently have several versions of selling locations: (1) a 'traditional (or public) branch' typically services a wide variety of
customers and stocks a wide selection of products we offer, both as part of our standard stocking model and tailored to specific
customer needs, (2) an 'overseas branch' focuses on manufacturing customers and our fastener product line (though non-
fasteners are becoming more common in these markets) and is the format we typically deploy outside the United States and
Canada, and (3) an 'Onsite location' provides dedicated sales and service from within, or in close proximity to, the customer's
facility. We utilize additional types of selling locations within our network, but these tend to be more specialized in nature and
relatively few in number, comprising less than five percent of our total selling locations.
Traditional and overseas branches sell to multiple customers, and together comprise the majority of our total selling locations.
Onsite locations, which serve a single customer, are not included in our total branch counts. However, outside of the fact that
they serve a single customer, we believe the function and operation of an Onsite location is similar to that of a branch. This
model also represents a meaningful portion of the company's total revenue, and we expect that share to grow materially over
time. As a result, we refer to our network in terms of in-market locations, which includes our total branches and Onsite
locations.
Branch locations are selected primarily based on their proximity to our distribution network, population statistics, and
employment data for manufacturing and non-residential construction companies. We stock all branches with inventory drawn
3
from all of our product lines, and over time, where appropriate, our district and branch personnel may tailor the inventory
offering to the needs of the local customer base. Since Fastenal's founding and through 2013, branch openings were a primary
growth driver for the company, and we experienced net openings each year over that time span. We have long maintained that
marketplace demographics could support a North American network of 3,500 traditional branches. However, since establishing
this figure, new growth drivers and business models (Onsite, vending, digital solutions) have emerged and diminished the direct
role of traditional branch openings in our growth. It is now unlikely that we will operate the total traditional branch locations
we previously believed would be the potential of North America. We will continue to open traditional branches as the company
sees fit. However, in each year since 2013, the company has experienced a net decline in its total branch count including net
declines of 113 branches in 2019, 156 branches in 2018, and 120 branches in 2017.
Onsite locations may influence the trend in total branch count over time, but are not the primary reason for our branch
closings. The Onsite concept is not new, in that we entered into the first such arrangement in 1992. However, we identified it as
a growth driver in 2014 and have made substantial investments toward accelerating its traction in the marketplace since 2015.
In this model, we service a customer from a location that is physically within the customer's facility (or, in some cases, at a
strategically placed off-site location), with inventory that is specific to the customer's needs. In many cases, we are shifting
revenue with the customer from an existing branch, though we are beginning to see more new customer opportunities arise as a
result of our Onsite capabilities. The model is best suited to larger companies, though we believe we can provide a higher
degree of service at a lower level of revenue than most of our competitors. It has been our experience that gross profit
percentages at Onsite locations tend to be lower than at branches, but we gain significant revenue with the customer and our
cost to serve is materially lower. We have identified over 15,000 customer locations with potential to implement the Onsite
service model. These include customers with which we have an existing national account relationship today, as well as potential
customers we are aware of due to our local market presence. We expect revenues from Onsite arrangements to increase
meaningfully over time. We experienced net increases of 220, 289, and 204 Onsite locations in 2019, 2018, and 2017,
respectively, and signed 362, 336, and 270 new Onsite locations in 2019, 2018, and 2017, respectively. We had 1,114 Onsite
locations as of December 31, 2019, and anticipate signing 375 to 400 new Onsite locations in 2020.
We first went international when we opened a branch in Canada in 1994. Since then, we have continued to expand our global
footprint and at the end of 2019, we operated in 24 countries outside of the United States. Canada and Mexico are the largest of
these, representing approximately 11% of total sales collectively, and we also operate in Europe, Asia, and Central and South
America. This remaining international business is approximately 3% of total sales. Our go-to-market strategy in countries
outside of North America focuses primarily on servicing large, national account customers. From a product perspective, these
customers are more heavily oriented toward planned fastener spend. Though in recent years the international business has been
growing faster than the U.S. business, we are not as well recognized in many of our foreign locations as we are in the U.S. and,
to a lesser extent, Canada. However, our ability to provide a consistent service model, including vending, bin stocks, and
Onsites, on a global basis is attractive to our foreign customer base, much of which are the foreign operations of U.S.-based
companies. Our international subsidiaries now have 479 in-market locations, including 179 Onsite locations, have over 11,800
vending devices installed, and employ over 3,600 people from around the world.
4
The following table provides a summary of the public branches and Onsite locations we operated at the end of each year, as
well as the openings, closings, and conversions during each year:
North America
Outside North America
In-Market Locations - 2017
Starting Branches - 2017
Opened Branches
Closed/Converted Branches (5)
Ending Branches - 2018
Starting Onsites - 2017
Opened Onsites
Closed/Converted Onsites (5)
Ending Onsites - 2018
In-Market Locations - 2018
Starting Branches - 2018
Opened Branches
Closed/Converted Branches (5)
Ending Branches - 2019
Starting Onsites - 2018
Opened Onsites
Closed/Converted Onsites (5)
Ending Onsites - 2019
United
States
2,561
2,076
2
(154)
1,924
485
273
(26)
732
2,656
1,924
1
(119)
1,806
732
271
(78)
925
Canada Mexico
238
195
1
(10)
186
43
20
(3)
60
246
186
1
(4)
183
60
18
(7)
71
104
53
—
(1)
52
51
14
1
66
118
52
5
(1)
56
66
13
(7)
72
Puerto
Rico and
Dominican
Republic
13
8
Subtotal
2,916
2,332
—
3
— (165)
2,170
8
5
584
2
309
— (28)
865
7
15
8
3,035
2,170
—
7
— (124)
2,053
8
7
865
305
3
— (92)
1,078
10
Central
& South
America
(1)
Asia
(2)
Europe
(3)
Africa
(4)
Subtotal
Total
13
6
23
14
— —
— —
6
7
14
9
34
29
2
2
8 —
(2)
37 —
—
5 —
1
1
7 —
— (1) — —
12 —
8
9
14
6
23
14
49 —
37 —
1
—
4 —
— (1) — —
41 —
6
14
8
2
(1)
9
9
1
1
11
12 —
4 —
— —
16 —
72
51
8
(2)
57
21
9
(1)
29
86
57
5
(1)
61
29
7
—
36
2,988
2,383
11
(167)
2,227
605
318
(29)
894
3,121
2,227
12
(125)
2,114
894
312
(92)
1,114
3,228
In-Market Locations - 2019
(1) Panama, Brazil, Colombia, and Chile
(2) Singapore, China, Malaysia, and Thailand
(3) The Netherlands, Hungary, United Kingdom, Germany, Czech Republic, Italy, Romania, Sweden, Poland, Austria,
57 —
3,131
2,731
128
254
25
18
15
97
Switzerland, Ireland, Spain, and France
(4) South Africa
(5) The net impact of non-in-market locations or Onsite locations converted to branches, branches converted to Onsite locations
or non-in-market locations, and closures of branches or Onsite locations.
In 1995, we developed a national accounts program aimed at making our products and services more competitive with
customers that operate multiple facilities. These customers tend to have more complex supply chains and structures for
managing the original equipment manufacturing ('OEM') and maintenance, repair, and operations ('MRO') products we provide
while at the same time, by virtue of their size and opportunity, have more negotiating power. We believe our local presence as
part of a national, and increasingly international, footprint, our ability to provide a consistent level of high-touch service and
broad product availability, and our ancillary capabilities around manufacturing, quality control, and product knowledge, are
attractive to these larger customers. We believe our advantage with these customers has only been strengthened as we have
added other channels, such as industrial vending, Onsite, Fastenal Managed Inventory ('FMI®'), digital solutions, and resources
to serve these customers' unique demands. As a result, in 2019, national accounts represented 53.6% of our sales, compared to
50.7% and 48.2% in 2018 and 2017, respectively. We believe sales to national accounts customers will continue to increase as a
percent of our total sales over time.
We introduced industrial vending in 2008. Vending provides our customers the benefits of reduced consumption, reduced
purchase orders, reduced product handling, and 24-hour product availability, and we believe our company has a market
advantage by virtue of our extensive in-market network of inventory and local personnel. For these reasons, the initiative began
to gain significant traction in 2011 and we finished 2019 with approximately 105,000 devices in the field (90,000 generating
product revenue and 15,000 in a locker lease program). Our discussion generally focuses on the 90,000 product revenue
devices. We believe vending has proven its effectiveness in strengthening our relationships with customers and helped to
5
streamline the supply chain where it has been utilized. We also believe there remains considerable room to grow our current
installed base before it begins to approach the number of units we believe the market can support. We estimate the market could
support as many as 1.7 million industrial vending devices, and as a result we anticipate continued growth in installed devices
over time. We anticipate signing 22,000 to 24,000 new devices in 2020.
Our industrial vending portfolio consists of 23 different vending devices, with 15 of these being in either a helix or locker
format. Our most utilized models include the helix-based FAST 5000, which is approximately 40% of our installed base of
devices, and our 12- and 18-door lockers, which combined are approximately 35% of our installed base of devices. The lockers
are available in multiple configurations and the helix format is configurable to accommodate the various sizes and forms of
products that will be dispensed to match the unique needs of our customers. Target monthly revenues per device typically range
from under $1,000 to in excess of $3,000, depending on the type of device and products dispensed. The following two tables
provide two views of our data: (1) actual device count regardless of the type of device and (2) 'machine equivalent' count based
on the weighted target monthly revenue of each device (compared to the FAST 5000 device, which has a $2,000 monthly
revenue target). For example, the 12-door locker, with target monthly revenue of $750, would be counted as '0.375 machine
equivalent' (0.375 = $750/$2,000).
The industrial vending (product revenue devices) information related to contracts signed during each period was as follows:
Device count signed during the period
'Machine equivalent' count signed during the period
2019
2018
2017
2019
2018
2017
Q1
5,603
5,679
5,437
5,213
5,271
4,476
Q2
5,439
5,537
4,881
5,058
5,250
4,032
Q3
5,671
5,877
4,771
5,354
5,251
4,010
Q4
5,144
4,980
4,266
4,938
4,610
3,640
Annual
21,857
22,073
19,355
20,563
20,382
16,158
The industrial vending (product revenue devices) information related to installed devices at the end of each period was as
follows:
Device count installed at the end of the period
'Machine equivalent' count installed at the end of the
period
Q1
83,410
73,561
64,430
69,258
58,571
49,921
Q2
85,871
76,069
66,577
71,942
61,405
51,950
Q3
88,327
78,706
69,058
74,686
64,205
54,215
Q4
89,937
81,137
71,421
76,792
66,784
56,436
2019
2018
2017
2019
2018
2017
In addition to industrial vending noted above, which primarily relates to our non-fastener business, we also provide Fastenal
Managed Inventory ('FMI') programs, (also known as 'keep fill' or 'bin stock' programs in the industry) to numerous
customers. This business relates to both our maintenance customers (MRO fasteners and non-fasteners) and original equipment
manufacturers (OEM fasteners). FMI is like our industrial vending business in that it involves moving product closer to the
point of customer use within their facilities. However, the device is typically an open bin which is clustered with other bins in a
racking system, each of which holds OEM fasteners, MRO fasteners, and/or non-fastener products that are consumed in the
customer's operations. These bins utilize a variety of technologies. For instance, some bins are organized and labeled into
customer plan-o-grams which allow for the scanning of product when product is at a minimum desired level and requires
replenishment, while other systems utilize scales to measure the volume of a bin's content by its weight. In 2019, Fastenal
introduced additional technology utilizing Remote Frequency Identification ('RFID') and Infrared ('IR') systems to bring
additional value to the supply chain. RFID automates a standard Kanban program and IR automates the replenishment of
individualized work stations. We believe our fully integrated distribution network allows us to manage the supply chain for all
sizes of customers. FMI programs tend to generate a higher frequency of business transactions and, coupled with our fully
integrated distribution network that allows us to manage these programs for all sizes of customers, foster a strong relationship
with customers, as we are often their preferred supplier.
We also invest in digital solutions that aim to deliver strategic value for our customers, leverage local inventory for same-day
solutions, and provide efficient service. These solutions take many forms. For instance, the above noted technologies (vending
and FMI), provide locational data that we can utilize to provide strategic value to our customers. An example of this is FAST
360, which surfaces data around our managed services, providing our customers with one central source of information as we
6
manage their OEM and MRO products. We also provide eProcurement Solutions (Electronic Data Interface, or 'EDI' and
'punchouts'). These provide system-to-system exchange of documents (such as purchase orders, advance shipping notices, and
invoices for direct and indirect spend) through a direct integration into our customer's Enterprise Resource Planning (ERP)
systems or through a third party procurement network or marketplace. This creates an efficient, accurate, and streamlined
procure-to-pay process. We also have an e-commerce offering that allows us to provide same-day solutions for online orders.
We believe our integrated physical and virtual model, when paired with our national (and increasingly international) scope,
represents a unique capability in industrial distribution when compared to e-commerce as an independent sales channel. One of
our web solutions, Fastenal EXPRESS, guides our customers to products that are locally stocked, capitalizing on our existing
location footprint, in order to provide same-day service for online orders. This positions us to outperform what is more
typically a 24 to 48 hour fulfillment expectation for MRO and unplanned transactions. We expect to continue to build out and
develop our digital solutions over time.
We believe our current growth drivers – Onsite locations, international expansion, national accounts, industrial vending, FMI,
and digital solutions – on a global basis represent alternative means to address the requirements of certain customer groups.
They get us closer to the customer and to where the product is actually consumed. This is consistent with our strategy and
offers significant value by providing differentiated and 'sticky' service. Combined with ongoing strategic investments in end
market initiatives as well as selling (in-market and otherwise) and non-selling (engineering, product specialists, manufacturing,
etc.) employees, we offer a range of capabilities that is difficult for large and small competitors to replicate.
We remain committed to a large, robust service network, including traditional branches; it remains the indispensable foundation
of our business. In any given year, it is difficult to predict whether our total branch count will rise or fall. However, with the
growth we anticipate in Onsite locations, we believe our total in-market locations will increase over time.
We believe the profitability of our in-market locations is affected by the average revenue produced by each site. In any in-
market location, certain costs related to growth are at least partly variable, such as employee-related expenses, while others,
like rent and utility costs, tend to be fixed. As a result, it has been shown that as an in-market location increases its sales base
over time it typically will achieve a higher operating profit margin. This ability to increase our operating profit margin is
influenced by: (1) general growth based on end market expansion and/or market share gains, (2) the age of the in-market
location (new locations tend to be less profitable due to start-up costs and, in the case of a traditional branch, the time necessary
to generate a customer base), and/or (3) rationalization actions, as in the past several years we have seen a net decline in our
traditional branch base. There are many reasons why local or regional management might decide to close a location. Key
customers may have migrated to a different part of the market, factories may have closed, our own supply chain capabilities in
a market may have evolved to allow us to service some areas with fewer traditional branches, and/or our customers may have
transitioned to our Onsite model. The paths to higher operating profit margins are slightly different in a traditional branch
versus an Onsite location, as the former will tend to have more fixed costs to leverage while the latter will tend to have a
smaller fixed cost burden but have greater leverage of its employee-related expenses. In the short term, the Onsite program can
hurt the profitability of our existing branch network as it can pull established revenue away from an existing branch even as its
fixed expenses are largely unchanged.
We operate twelve regional distribution centers in the United States – Minnesota, Indiana, Ohio, Pennsylvania, Texas, Georgia,
Washington, California, Utah, North Carolina, Kansas, and Mississippi – and three outside the United States – Ontario, Canada;
Alberta, Canada; and Nuevo Leon, Mexico. These fifteen distribution centers give us approximately 4.5 million square feet of
distribution capacity. These distribution centers are located so as to permit deliveries of two to five times per week to our in-
market locations using our trucks and overnight delivery by surface common carrier, with approximately 87% of our North
American in-market locations receiving service four to five times per week. The distribution center in Indiana also serves as a
'master' hub, with those in California, North Carolina, and Kansas serving as 'secondary' hubs to support the needs of the in-
market locations in their geographic regions as well as provide a broader selection of products for the in-market locations
serviced by the other distribution centers.
We currently operate our Minnesota, Indiana, Ohio, Pennsylvania, Texas, Georgia, Washington, California, North Carolina,
Kansas, and Ontario, Canada distribution centers with automated storage and retrieval systems ('ASRS'). These eleven
distribution centers operate with greater speed and efficiency, and currently handle approximately 97% of our picking activity.
We expect to add and/or expand new distribution centers over time as our scale and the number of our in-market locations
increases.
Our information systems department develops, implements, and maintains the computer based technology used to support
business functions within Fastenal. Corporate, digital, distribution center, and vending systems are primarily supported from
central locations, while each selling location uses a locally installed Point-Of-Sale (POS) system. The systems consist of both
customized, purchased, and licensed software. A dedicated Wide Area Network (WAN) is used to provide connectivity between
systems and authorized users.
7
Trademarks and Service Marks
We conduct business under various trademarks and service marks, and we utilize a variety of designs and tag lines in
connection with each of these marks, including Growth Through Customer Service®. Although we do not believe our
operations are substantially dependent upon any of our trademarks or service marks, we consider the 'Fastenal' name and our
other trademarks and service marks to be valuable to our business. We have registered, or applied for the registration of, various
trademarks and service marks. Our registered trademarks and service marks are presumed valid in the United States as long as
they are in use, their registrations are properly maintained, and they have not been found to have become generic. Registrations
of trademarks and service marks can also generally be renewed indefinitely as long as the trademarks and service marks are in
use.
Products
Fastenal was founded as a distributor of fasteners and related industrial and construction supplies. This includes threaded
fasteners, bolts, nuts, screws, studs, and related washers, as well as miscellaneous supplies and hardware, such as pins,
machinery keys, concrete anchors, metal framing systems, wire rope, strut, rivets, and related accessories. Our fastener product
line, which is primarily sold under the Fastenal product name, represented 34.2%, 34.9%, and 35.6% of our consolidated net
sales in 2019, 2018, and 2017, respectively.
Fastener distribution is complex. In most cases, the product has low per unit value but high per unit weight. This presents
challenges in moving product from suppliers, most of whom are outside of North America, to our distribution centers, as well
as from our distribution centers to our branch, Onsite, and customer locations. At the same time, fasteners are ubiquitous in
manufactured products, construction projects, and maintenance and repair while at the same time exhibiting great geometric
variability based on use and application. In many cases, a fastener is a critical part in machine uptime and/or effective use.
These features have greatly influenced our logistical development, training and educational programs, support capabilities, and
inventory decisions, which we believe would be difficult for competitors to replicate.
In 1993, we began to aggressively add additional product lines, and these represented 65.8%, 65.1%, and 64.4% of our
consolidated sales in 2019, 2018, and 2017, respectively. These products, which we refer to as non-fastener product lines, tend
to move through the same distribution channel, get used by the same customers, and utilize the same logistical capabilities as
the original fastener product line. This logic is as true today as it was when we first began to diversify our product offering.
However, over time, the supply chain for these product lines has evolved in ways independent of the fastener line. For instance,
non-fastener product lines benefit disproportionately from our development of industrial vending.
The most significant category of non-fastener products is our safety supplies product line, which accounted for 17.9%, 17.2%,
and 16.3% of our consolidated sales in 2019, 2018, and 2017, respectively. This product line has enjoyed dramatic sales growth
in the last ten years (nearly tripling as a percentage of sales over that ten-year time frame). This is directly related to our success
in industrial vending. Our tools product line accounts for approximately 10% of consolidated net sales, representing 9.9%,
10.0%, and 10.1% in 2019, 2018, and 2017, respectively.
In the last several decades we have added 'private label' brands (often referred to as 'Exclusive Brands', or brands sold
exclusively through Fastenal) to our non-fastener offering. These private label brands represented approximately 13%, 13%,
and 12% of our consolidated net sales in 2019, 2018, and 2017, respectively. We believe it is also appropriate to think about our
private label sales as a percentage of our non-fastener sales for two reasons: (1) branded vs. private label dynamics of fasteners
differ from those of non-fasteners; and (2) non-fastener data is more comparable to information reported by our peers, who do
not generally have our significant mix of fastener business. Private label brands represented approximately 19%, 19%, and 20%
of our total non-fastener sales in 2019, 2018, and 2017, respectively. Over the last few years, we have seen increases in sales of
private label products as a percentage of total non-fastener sales when looking at specific sales channels such as Onsite
locations, branches, and vending. However, these increases were masked by the relative sales growth we are experiencing with
Onsite locations, which typically have a lower percentage of total sales being private label than is the case in branches or sales
through vending devices.
We plan to continue to add other product lines in the future.
Detailed information about our sales by product line is provided in Note 2 of the Notes to Consolidated Financial Statements
included later in this Form 10-K. Each product line may contain multiple product categories.
Inventory Control
Our inventory stocking levels are determined using our computer systems, by our sales personnel at in-market locations, by our
district and regional leadership, and by our product development team. The data used for this determination is derived from
sales activity from all of our selling locations, from individual selling locations, and from different geographic areas. It is also
derived from supplier information and from customer demographic information. The computer system monitors the inventory
level for all stock items and triggers replenishment, or prompts a buyer to purchase, as necessary, based on an established
8
minimum-maximum level. All branches stock a base inventory and may expand beyond preset inventory levels as deemed
appropriate by the district and branch personnel. Non-branch selling locations (primarily Onsites) stock inventory based on
customer-specific arrangements. Inventories in distribution centers are established from computerized data for the selling
locations served by the respective distribution center. Inventory quantities are continuously re-balanced utilizing an automated
transfer mechanism we call 'inventory re-distribution'.
Inventory held at our selling locations, close to customers and available on a same-day basis, accounted for approximately
60%, 61%, and 65% of our total inventory at the end of 2019, 2018, and 2017, respectively. Inventory held at our distribution
centers and manufacturing locations accounted for approximately 40%, 39%, and 35% of our total inventory at the end of 2019,
2018, and 2017, respectively. The distribution center and manufacturing location inventory, when combined with our trucking
network, allows for fast, next-day service at a very competitive cost.
Manufacturing and Support Services Operations
In 2019, approximately 96% of our consolidated net sales were attributable to products manufactured by other companies to
industry standards or to customer specific requirements. The remaining 4% related to products manufactured, modified or
repaired by our manufacturing businesses or our support services. The manufactured products consist primarily of non-standard
sizes of threaded fasteners and hardware made to customers' specifications at one of our nine manufacturing locations, or
standard sizes manufactured under our Holo-Krome®, Cardinal Fasteners®, and Spensall® product lines. The services provided
by the support services group include, but are not limited to, the repair of tools and hoists, the fabrication of chain sling and
hose, band saw blade welding, and other light manufacturing and fabrication. We may add additional services in the future.
However, we engage in these activities primarily as a service to our customers and expect them to continue to contribute in the
range of 4% to 6% of our consolidated net sales in the future.
Sources of Supply
We use a large number of suppliers for the standard stock items we distribute. Most items distributed by our network can be
purchased from several sources, although preferred sourcing is used for some stock items to facilitate quality control. No single
supplier accounted for more than 5% of our inventory purchases in 2019.
In the case of fasteners and our private label non-fastener products, we have a large number of suppliers but these suppliers are
heavily concentrated in a single geographic area, Asia. Within Asia, suppliers in China represent a significant source of product.
As a result, the cost and effectiveness of our supply chain is dependent on relatively unfettered trade across geographic regions.
Beyond inventory, we have some concentration of purchasing activity. For example, we utilize a limited number of suppliers
for our distribution equipment and our vehicle fleet, and primarily one supplier for our industrial vending equipment. However,
we believe there are viable alternatives to each of these, if necessary.
Customers and Marketing
We believe our success can be attributed to our ability to offer customers a full line of quality products, our convenient
locations and diverse methods of providing those products, and the superior service orientation and expertise of our employees.
Most of our customers are in the manufacturing and non-residential construction markets. The manufacturing market includes
both OEM and MRO customers. The non-residential construction market includes general, electrical, plumbing, sheet metal,
and road contractors. Other users of our products include farmers, truckers, railroads, oil exploration companies, oil production
and refinement companies, mining companies, federal, state, and local governmental entities, schools, and certain retail trades.
Based on our customer profile being oriented toward manufacturing and non-residential construction, our business has
historically been cyclical. However, we believe our model has certain protections that moderate the volatility of our results
around cyclical changes. First, we have a large number of customers that serve a wide range of segments within the broader
manufacturing and non-residential construction market, although slumps in one industry served by us can rapidly spread to
other, interrelated industries, locally or globally. However, we still believe this customer and market segment diversity provides
some insulation from economic changes that are not across multiple industries and geographic regions. In addition, while a
meaningful part of our revenue is derived from products that are incorporated into final products, we also have a significant
portion of revenue that is derived from products used to maintain facilities. This latter source of revenue tends to be directly
influenced by cyclical changes, but its rate of change tends to be less dramatic.
In an in-market location, our customer's business activity is tracked through 'active accounts'. Customers often have more than
one active account at a single in-market location, reflecting their utilization of different Fastenal services, and frequently have
active accounts at many in-market locations across our global network. During the fourth quarter of 2019, our total number of
active customer accounts (defined as accounts having purchase activity totaling at least $100 within the last 90 days) was
approximately 247,000, while our total 'core accounts' (defined as the average number of accounts with purchase activity of at
least $500 per month within the last 90 days) was approximately 80,000. In 2019, no one customer accounted for more than 5%
of our sales.
9
Direct marketing continues to be the backbone of our business through our local in-market selling personnel, as well as our
non-branch selling personnel. We support our sales team with multi-channel marketing including direct mail and digital
marketing, print and radio advertising, catalogs, promotional flyers, events, and branch signage. In recent years, our national
advertising has been focused on a NASCAR® sponsorship through our partnership with Roush Fenway Racing® as the primary
sponsor of the No. 17 car in the Monster Energy® NASCAR® Cup Series.
Seasonality
Seasonality has some impact on our sales. The first and fourth quarters are typically our lowest volume periods, given their
overlap with winter months in North America during which our direct and indirect sales to customers in the non-residential
construction market typically slow due to inclement weather. The fourth quarter also tends to be more greatly affected by the
Thanksgiving (October in Canada and November in the United States), Christmas, and New Year holiday periods, due to plant
shut downs. In contrast, the second and third quarters typically have higher revenues due to stronger non-residential
construction activity and relatively fewer holidays (although Good Friday will sometimes fall in the second quarter and the 4th
of July will always fall in the third quarter).
Competition
Our business is highly competitive, and includes large competitors located primarily in large cities and smaller distributors
located in many of the same smaller markets in which we have branches. We believe the principal competitive factors affecting
the markets for our products, in no particular order, are customer service, price, convenience, product availability, and cost
saving solutions.
Market strategies in industrial distribution are varied. Where products are concerned, while many larger distributors have
trended toward a broad-line offering over time, they are often still closely associated with a specific product that can influence
their ability to capture market share. This association with a specific product line is often even more pronounced among smaller
competitors, though many smaller competitors do deploy a broad-line model. Means of serving the customer are even more
diverse. For instance, many competitors maintain a local, branch-based presence in their markets, while others use vans to sell
products in markets away from their main warehouses, while still others rely on catalogs or telemarketing sales. Recent years
have seen the emergence of e-commerce solutions, such as websites, and while this channel has been embraced by many
traditional distributors it also has introduced non-traditional, web-based competitors into the marketplace. The diversity of
product and service models supported in the marketplace is a reflection of the equally diverse product and service needs of the
customer base. The large majority of our customers utilize multiple channels, from a single distributor or from a range of
distributors, to procure the products they need in their operations.
We believe that better service, and a competitive selling advantage, can be provided by maintaining a physical presence closer
to the customer's location(s). As a result, we maintain branches in small, medium, and large markets, each offering a wide
variety of products. The convenience of a large number of branches in a given area, combined with our ability to provide
frequent deliveries to such branches from centrally located distribution centers, facilitates the prompt and efficient distribution
of products. We also believe our industrial vending and bin stock solutions, supported from an in-market (branch or Onsite)
location, provides a unique way to provide our customers convenient access to products and cost saving solutions using a
business model not easily replicated by our competitors. Having trained personnel at each in-market location also enhances our
ability to compete (see 'Employees' below).
Our Onsite service model provides us with a strategic advantage with our larger customers. Building on our core business
strategy of the local branch, the Onsite model provides value to our customers through customized service while giving us a
competitive advantage through stronger relationships with those customers, all with a relatively low investment given the
existing branch and distribution structure.
10
Employees
At the end of 2019, we employed 21,948 full and part-time employees. Of these, approximately 72% held an in-market or non-
branch selling role. We characterize these personnel as follows:
In-market locations
Non-branch selling
Selling subtotal
Distribution
Manufacturing
Administrative
Non-selling subtotal
Total
2019
2018
13,977
1,854
15,831
4,012
711
1,394
6,117
21,948
14,015
1,772
15,787
3,830
736
1,291
5,857
21,644
Note – In materials released on January 17, 2019 related to our fourth quarter and full year 2018 earnings results, we
undercounted our total employees by 25. We corrected this in the table above, and throughout this document, and as a result
some of the figures will not match the comparable figures in our previously published fourth quarter and full year 2018
earnings results.
We believe the quality of our employees is critical to our ability to compete successfully in the markets we currently serve and
to our ability to develop new markets and customer relationships. We foster the growth and education of skilled employees
throughout the organization by operating training programs and by decentralizing decision-making. Wherever possible, our
goal is to 'promote from within'. For example, most new branch and Onsite managers are promoted from an outside sales
position, and district managers (who supervise a number of in-market locations) are usually former branch managers.
The Fastenal School of Business (our internal corporate university program, known as FSB) develops and delivers a
comprehensive array of industry and company-specific training and development programs that are offered to our employees.
The programs are offered through a combination of both classroom training and online learning. FSB provides core curricula
focused on key competencies determined to be critical to the success of our employees' performance. In addition, we provide
specialized educational tracks within various institutes of learning. These institutes of learning are advanced levels that provide
specific concentrations of education and development and have been designed to focus on critical aspects of our business, such
as leadership, effective branch best practices, sales and marketing, product education, and distribution.
Our selling personnel are compensated with a base salary and an incentive bonus arrangement that places emphasis on
achieving increased sales on a branch, Onsite, district, regional, and national account basis, while still attaining targeted levels
of, among other things, gross profit, inventory management, and trade accounts receivable collections. As a result, a significant
portion of our total employment cost varies with sales volume. We also pay incentive bonuses to our leadership personnel based
on one or more of the following factors: sales growth, earnings growth (before and after taxes), profitability, and return on
assets improvement, and to our other personnel for achieving predetermined departmental, project, and cost-containment goals.
Our employees are not subject to any collective bargaining agreements and we have experienced no work stoppages. We
believe our employee relations are good.
Available Information
Our Internet address for corporate and investor information is www.fastenal.com. The information contained on our website or
connected to our website is not incorporated by reference into this annual report on Form 10-K and should not be considered
part of this report.
Our annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K, and amendments to those
reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act are available free of charge on or
through our website at www.fastenal.com as soon as reasonably practicable after such reports have been filed with or furnished
to the SEC.
11
ITEM 1A. RISK FACTORS
In addition to the other information in this Form 10-K, the following factors should be considered in evaluating our business.
Our operating results depend upon many factors and are subject to various risks and uncertainties. The most significant risks
and uncertainties known to us which may cause our operating results to vary from anticipated results or which may negatively
affect our operating results and profitability are as follows:
Company Risks
Products that we sell may expose us to potential material liability for property damage, environmental damage, personal
injury, or death linked to the use of those products by our customers. Some of our customers operate in challenging industries
where there is a material risk of catastrophic events. We are actively seeking to expand our sales to certain categories of
customers, some of whose businesses may entail heightened levels of such risk. If any of these events are linked to the use by
our customers of any of our products, claims could be brought against us by those customers, by governmental authorities, and
by third parties who are injured or damaged as a result of such events. In addition, our reputation could be adversely affected by
negative publicity surrounding such events regardless of whether or not claims against us are successful. While we maintain
insurance coverage to mitigate a portion of this risk and may have recourse against our suppliers for losses arising out of
defects in products procured from them, we could experience significant losses as a result of claims made against us to the
extent adequate insurance is not in place, the products are manufactured by us or legal recourse against our suppliers is
otherwise not available, or our insurers or suppliers are unwilling or unable to satisfy their obligations to us.
Interruptions in the proper functioning of information systems or the inability to maintain or upgrade our information
systems, or convert to alternate systems in a timely and efficient manner, could disrupt operations, cause unanticipated
increases in costs and/or decreases in revenues, and result in less efficient operations. The proper functioning of our
information systems is critical to many aspects of our business and we could be adversely affected if we experience a disruption
or data loss relating to our information systems and are unable to recover in a timely manner. Our information systems are
protected with robust backup systems and processes, including physical and software safeguards and remote processing
capabilities. Still, information systems are vulnerable to natural disasters, power losses, unauthorized access,
telecommunication failures, and other problems. In addition, certain software used by us is licensed from, and certain services
related to our information systems are provided by, third parties who could choose to discontinue their products or services or
their relationship with us. It is also possible that we are unable to improve, upgrade, maintain, and expand our information
systems. Our ability to process orders, maintain proper levels of inventories, collect accounts receivable, pay expenses, and
maintain the security of company and customer data, as well as the success of our growth drivers, is dependent in varying
degrees on the effective and timely operation and support of our information technology systems. If critical information
systems fail or these systems or related software or services are otherwise unavailable, or if we experience extended delays or
unexpected expenses in securing, developing, and otherwise implementing technology solutions to support our growth and
operations, it could adversely affect our profitability and/or ability to grow.
In the event of a cyber security incident, we could experience certain operational interruptions, incur substantial additional
costs, become subject to legal or regulatory proceedings, or suffer damage to our reputation in the marketplace. The nature
of our business requires us to receive, retain, and transmit certain personally identifying information that our customers provide
to purchase products or services, register on our websites, or otherwise communicate and interact with us. While we have taken
and continue to undertake significant steps to protect our customer and confidential information, a compromise of our data
security systems or those of businesses we interact with could result in information related to our customers or business being
obtained by unauthorized persons. We develop and update processes and maintain systems in an effort to try to prevent this
from occurring and have established and maintained disclosure controls and procedures that would permit us to make accurate
and timely disclosures of any material event, including any cyber security event, but the development and maintenance of these
processes and systems are costly and require ongoing monitoring and updating as technologies change and efforts to overcome
security measures become more sophisticated. Consequently, despite our efforts, the possibility of cyber security incidents
cannot be eliminated entirely. There can be no assurance that we will not experience a cyber security incident that may
materially impact our consolidated financial statements. While we also seek to obtain assurances that third parties we interact
with will protect confidential information, there is a risk the confidentiality of data held or accessed by third parties may be
compromised. If a compromise of our data security were to occur, it could interrupt our operations, subject us to additional
legal, regulatory, and operating costs, and damage our reputation in the marketplace.
We may be unable to meet our goals regarding the growth drivers of our business. Our sales growth is dependent primarily
on our ability to attract new customers and increase our activity with existing customers. Historically, the most effective way to
attract new customers has been opening new branches. In recent years, however, we have devoted increased resources to other
growth drivers, including our industrial vending business, our Onsite business, our national accounts team, and our
international operations. While we have taken steps to build momentum in the growth drivers of our business, we cannot assure
you those steps will lead to additional sales growth. Failure to achieve any of our goals regarding industrial vending, FMI,
Onsite locations, national accounts signings, digital solutions, international operations, or other growth drivers could negatively
impact our long-term sales growth. Further, failure to identify appropriate targets for our Onsite and industrial vending
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businesses or failure to find suitable locations for them once appropriate targets are identified may adversely impact our goals
regarding the number of new Onsite locations we are able to open or the number of industrial vending devices we are able to
deploy.
Changes in customer or product mix, downward pressure on sales prices, and changes in volume of orders could cause our
gross profit percentage to fluctuate or decline in the future. Changes in our customer or product mix could cause our gross
profit percentage to fluctuate or decline. For example, the portion of our sales attributable to fasteners has been decreasing in
recent years. That has adversely affected our gross profit percentage as our non-fastener products generally carry lower gross
profit margins than our fastener products. Similarly, in recent years, revenues from national accounts customers, which
typically have lower gross profit margins by virtue of their scale and available business, have tended to grow faster than
revenues from smaller customers. This factor has become more significant as revenues from Onsite locations have grown in the
mix. Customer and product mix have contributed to the decline in our gross profit percentage over time, including in 2019 and
2018, and will likely continue to affect our gross profit percentage in 2020 and beyond. However, whether this adverse mix
impact will result in a decline of our gross profit percentage in any given year will depend on the extent to which they are, or
are not, offset by positive impacts to gross profit margin during such year. Downward pressure on sales prices, changes in the
volume of our orders, and an inability to pass higher product costs on to customers could also cause our gross profit percentage
to fluctuate or decline. We can experience downward pressure on sales prices as a result of deflation, pressure from customers
to reduce costs, or increased competition. Reductions in our volume of purchases can adversely impact gross profit by reducing
supplier volume allowances. We may not be able to pass rising product costs to customers if those customers have ready
product or supplier alternatives in the marketplace.
Our operating and administrative expenses could grow more rapidly than net sales which could result in failure to achieve
our goals related to leveraging revenue growth into higher net earnings. Over time, we have generally experienced an
increase in our operating and administrative expenses, including costs related to payroll, occupancy, freight, and information
technology, among others, as our net sales have grown. However, historically, a portion of these expenses has not increased at
the same rates as net sales, allowing us to leverage our growth and sustain or expand our operating profit margins. There are
various scenarios where we may not be able to continue to achieve this leverage as we have been able to do in the past. For
instance, it is typical that when demand declines, most commonly from cyclical factors (though it could be due to customer
losses or some other company-specific event), our operating and administrative expenses do not fall as quickly as net sales. It is
also possible that in the future we will elect to make investments in operating and administrative expenses that would result in
costs growing faster than net sales. In addition, market variables, such as labor rates, energy costs, and legal costs, could move
in such a way as to cause us to not be able to manage our operating and administrative expenses in a way that would enable us
to leverage our revenue growth into higher net earnings. Should any of these scenarios, or a combination of them, occur in the
future, it is possible that our operating and pre-tax profit margins could decline even if we are able to grow revenue.
Our competitive advantage in our industrial vending business could be eliminated and the loss of key suppliers of equipment
and services for that business could be disruptive and could result in failure to deploy devices. We believe we have a
competitive advantage in industrial vending due to our vending hardware and software, our local branch presence (allowing us
to service devices more rapidly), our 'vendible' product depth, and, in North America, our distribution strength. These
advantages have developed over time; however, other competitors could respond to our expanding industrial vending business
with highly competitive platforms of their own. Such competition could negatively impact our ability to expand our industrial
vending business or negatively impact the economics of that business. In addition, we currently rely on a limited number of
suppliers for the vending devices used in, and certain software and services needed to operate, our industrial vending business.
While these devices, software, and services can be obtained from other sources, loss of our current suppliers could be
disruptive and could result in us failing to meet our goals related to the number of devices we are able to deploy in the next
twelve to eighteen months.
The ability to identify new products and product lines, and integrate them into our selling locations and distribution
network, may impact our ability to compete, our ability to generate additional sales, and our profit margins. Our success
depends in part on our ability to develop product expertise at the selling location level and identify future products and product
lines that complement existing products and product lines and that respond to our customers' needs. We may not be able to
compete effectively unless our product selection keeps up with trends in the markets in which we compete or trends in new
products. In addition, our ability to integrate new products and product lines into our branches and distribution network could
impact sales and profit margins.
Our ability to successfully attract and retain qualified personnel to staff our selling locations could impact labor costs, sales
at existing selling locations, and the successful execution of our growth drivers. Our success depends in part on our ability to
attract, motivate, and retain a sufficient number of qualified employees, including inside and outside branch associates, Onsite
managers, national account sales representatives, and support personnel, who understand and appreciate our culture and are
able to adequately represent this culture to our customers. Qualified individuals of the requisite caliber and number needed to
fill these positions may be in short supply in some areas, and the turnover rate in the industry is high, particularly for less
tenured employees. If we are unable to hire and retain personnel capable of consistently providing a high level of customer
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service, as demonstrated by their enthusiasm for our culture and product knowledge, our sales could be materially adversely
affected. Additionally, competition for qualified employees could require us to pay higher wages to attract a sufficient number
of employees. An inability to recruit and retain a sufficient number of qualified individuals in the future may also delay the
planned expansion of our various selling channels.
Our inability to attract or transition key executive officers may divert the attention of other members of our senior
leadership and adversely impact our existing operations. Our success depends on the efforts and abilities of our key executive
officers and senior leadership. In the event of voluntary or involuntary vacancies in our executive team in the future, the extent
to which there is disruption in the oversight and/or leadership of our business will depend on our ability to either transition
internal, talented individuals or recruit suitable replacements to serve in these roles. In addition, difficulties in smoothly
implementing any transition to new members of our executive team, or recruiting suitable replacements, could divert the
attention of other members of our senior leadership team from our existing operations.
We may not be able to compete effectively against traditional or non-traditional competitors, which could cause us to lose
market share or erode our gross and/or operating income profit and/or percentage. The industrial, construction, and
maintenance supply industry, although slowly consolidating, still remains a large, fragmented, and highly competitive industry.
Our current or future competitors may include companies with similar or greater market presence, name recognition, and
financial, marketing, technological, and other resources, and we believe they will continue to challenge us with their product
selection, financial resources, technological advancements, and services. Increased competition from brick-and-mortar retailers
could cause us to lose market share or reduce our prices or increase our spending. Similarly, the emergence of on-line retailers,
whether as extensions of our traditional competition or in the form of major, non-traditional competitors, could result in easier
and quicker price discovery and the adoption of aggressive pricing strategies and sales methods. These pressures could have the
effect of eroding our gross and/or operating income profit and/or percentage over time.
Our business is subject to a wide array of operating laws and regulations in every jurisdiction where we operate.
Compliance with these laws and regulations increases the cost of doing business and failure to comply could result in the
imposition of fines or penalties and the termination of contracts. We are subject to a variety of laws and regulations including
without limitation; import and export requirements, anti-bribery and corruption laws, product compliance laws, environmental
laws, foreign exchange controls and cash repatriation restrictions, advertising regulations, data privacy and cyber security
requirements, regulations on suppliers regarding the sources of supplies or products, labor and employment laws, and anti-
competition regulations. In addition, as a supplier to federal, state, and local government agencies, we must comply with certain
laws and regulations relating specifically to the formation, administration, and performance of our governmental contracts. We
are also subject to governmental audits and inquiries in the normal course of business. Ongoing audit activity and changes to
the legal and regulatory environments could increase the cost of doing business, and such costs may increase in the future as a
result of changes in these laws and regulations or in their interpretation. While we have implemented policies and procedures
designed to facilitate compliance with these laws and regulations, there can be no assurance that our employees, contractors, or
agents will not violate such laws and regulations, or our policies. Any such violations could result in the imposition of fines and
penalties, damage to our reputation, and, in the case of laws and regulations relating specifically to governmental contracts, the
loss of those contracts.
Tax laws and regulations require compliance efforts that can increase our cost of doing business and changes to these laws
and regulations could impact financial results. We are subject to a variety of tax laws and regulations in the jurisdictions in
which we operate. Maintaining compliance with these laws can increase our cost of doing business and failure to comply could
result in audits or the imposition of fines or penalties. Further, our future effective tax rates in any of these jurisdictions could
be affected, positively or negatively, by changing tax priorities, changes in statutory rates, or changes in tax laws or the
interpretation thereof. The most significant recent example of this is the comprehensive tax legislation commonly referred to as
the Tax Cuts and Jobs Act (the 'Tax Act'), which was enacted in the United States in December 2017. The Tax Act reduced the
U.S. federal corporate income tax rate, included a one-time tax on accumulated offshore earnings, eliminated certain deductions
for which we had previously qualified, requires a current inclusion in U.S. federal income of certain earnings of controlled
foreign corporations, allows a domestic corporation an immediate deduction in U.S. taxable income for a portion of its foreign-
derived intangible income, and introduced a base erosion anti-abuse tax. There is also a longer term risk that the beneficial
aspects of the Tax Act on our business could be reversed depending on changes in future fiscal or political priorities.
We may not be successful in integrating acquisitions and achieving intended benefits and synergies. We have completed
several acquisitions of businesses in recent years. We expect to continue to pursue strategic acquisitions that we believe will
either expand or complement our business in new or existing markets or further enhance the value and offerings we are able to
provide to our existing or future potential customers. Acquisitions involve numerous risks and challenges, including, among
others, a risk of potential loss of key employees of an acquired business, inability to achieve identified operating and financial
synergies anticipated to result from an acquisition, diversion of our capital and our management's attention from other business
issues, and risks related to the integration of the acquired business including unanticipated changes in our business, our
industry, or general economic conditions that affect the assumptions underlying the acquisition. Any one or more of these
factors could cause us to not realize the benefits anticipated to result from the acquisitions.
14
Industry and General Economic Risks
A downturn in the economy or in the principal markets served by us and other factors may affect customer spending, which
could harm our operating results. In general, our sales represent spending on discretionary items or consumption needs by our
customers. This spending is affected by many factors, including, among others:
•
•
•
•
•
•
•
•
•
•
•
•
general business conditions,
business conditions in our principal markets,
interest rates,
inflation,
liquidity in credit markets,
taxation,
government regulations and actions, including around trade policy,
energy and fuel prices and electrical power rates,
unemployment trends,
terrorist attacks and acts of war,
weather conditions, and
other matters that influence customer confidence and spending.
A downturn in either the national or local economy where we operate, or in the principal markets served by us, or changes in
any of the other factors described above, could negatively impact sales at our in-market locations, sales through our other
selling channels, and the level of profitability of those in-market locations and other selling channels.
This risk was most recently demonstrated in 2019. After experiencing strong demand in 2017 and 2018 that produced double-
digit sales growth for Fastenal, our growth slowed into the mid-single digits beginning in the second quarter of 2019. During
that period, many of our customers involved in the manufacture of components, capital goods, and heavy equipment were
impacted by higher costs and reduced confidence stemming from global trade uncertainty. When this happens, these customers
tend to cut back on spending which yields a slowdown in our business with these customers.
Trade policies could make sourcing product from overseas more difficult and/or more costly, and could adversely impact our
gross and/or operating profit percentage. We source a significant amount of the products we sell from outside of the United
States, primarily Asia. We have made significant structural investments over time to be able to source both directly from Asia
through our wholly-owned, Asia-based subsidiary, FASTCO Trading Co., Ltd. and indirectly from suppliers that procure
product from international sources. This was initially necessary due to the absence of significant domestic fastener production,
but over time we have expanded our non-fastener sourcing as well, and at this time it may be difficult to adjust our sourcing in
the short term. In light of this, changes in trade policies could affect our sourcing operations, our ability to secure sufficient
product to serve our customers and/or impact the cost or price of our products, with potentially adverse impacts on our gross
and operating profit percentages and financial results. These risks are particularly acute currently in light of an increase in
tariffs, either directly on products we trade in or indirectly on industries we sell into, between the United States and its trading
partners, as well as greater uncertainty around regional and global trade agreements generally. China and Canada represent
significant sources of product and Canada and Mexico represent our two largest markets in terms of revenue generation after
the United States, and each of these countries are currently and/or have been previously subject to disruption due to historical
trade policies. There can be no assurances that these disruptions will not continue or increase in the future, with the previously
mentioned countries or additional countries with which we do business. The degree to which these changes in the global
marketplace affect our financial results will be influenced by the specific details of the changes in trade policies, their timing
and duration, and our effectiveness in deploying tools to address these issues. In particular, the tariffs levied on most of our
products originating in China have caused us to review and implement potential solutions to the increase in our product costs
with our customers. The first of these actions occurred on September 24, 2018, but since that date there have been additional
actions to both increase the number of products covered by tariffs and to raise the tariff rates themselves. We have taken
actions, including increasing product prices, re-sourcing product, and seeking exemptions for certain products, that have been
mostly effective at offsetting the impacts of tariffs on our financial results. The effectiveness of these strategies in response to
any future tariffs is unknown.
Trade policies could have an adverse impact on industries we sell into, negatively affecting our net sales and profits.
Considerable political uncertainty in the United States may result in changes to trade policies that could create disruption in
geographic demand trends. To the extent that the United States government enacts tariffs or taxes that penalize imports to
benefit domestic manufacturing, we may improve our domestic sales which may have an overall positive impact on us given
that 86% of our total revenue is derived from the United States. However, any such action may adversely impact our foreign
sales, which may, in turn, adversely impact our ability to expand our overseas branches in the future. In addition, should a
foreign government engage in its own trade protection, independent of or in response to another nation's action, it could have a
negative direct or, more likely, indirect effect on our net sales and profits by reducing demand for exports by United States
companies. Such changes could adversely affect our financial results.
15
Products manufactured in foreign countries may cease to be available for reasons unrelated to trade policy, which could
adversely affect our inventory levels and operating results. We obtain certain of our products, and our suppliers obtain certain
of their products, from China, Taiwan, South Korea, Mexico, and other foreign countries. Our suppliers could discontinue
selling products manufactured in foreign countries at any time for reasons that may or may not be in our control or our
suppliers' control, including foreign government regulations, domestic government regulations, political unrest, war, disruption
or delays in shipments, or changes in local economic conditions. Additionally, the shipment of goods from foreign countries
could be delayed by container shipping companies encountering financial or other difficulties. Our operating results and
inventory levels could suffer if we are unable to promptly replace a supplier or shipper who is unwilling or unable to satisfy our
requirements with another supplier or shipper providing equally appealing products and services.
Changes in energy costs and the cost of raw materials used in our products could impact our net sales, cost of sales, gross
profit percentage, distribution expenses, and occupancy expenses, which may result in lower operating income. Costs of raw
materials used in our products (e.g., steel) and energy costs can fluctuate significantly over time. Increases in these costs result
in increased production costs for our suppliers. These suppliers typically look to pass their increased costs along to us through
price increases. The fuel costs of our distribution and branch operations have fluctuated as well. While we typically try to pass
higher supplier prices and fuel costs through to our customers or to modify our activities to mitigate the impact, we may not be
successful, particularly if supplier prices or fuel costs rise rapidly. Failure to fully pass any such increased prices and costs
through to our customers or to modify our activities to mitigate the impact would have an adverse effect on our operating
income. While increases in the cost of fuel or raw materials could be damaging to us, decreases in those costs, particularly if
severe, could also adversely impact us by creating deflation in selling prices, which could cause our gross profit to decline, or
by negatively impacting customers in certain industries, which could cause our sales to those customers to decline.
The industrial, construction, and maintenance supply industry is consolidating, which could cause it to become more
competitive and could negatively impact our market share, gross profit, and operating income. The industrial, construction,
and maintenance supply industry in North America is consolidating. This consolidation is being driven by customer needs and
supplier capabilities, which could cause the industry to become more competitive as greater economies of scale are achieved by
suppliers, or as competitors with new business models are willing and able to operate with lower gross profit on select
products. Customers are increasingly aware of the total costs of fulfillment and of the need to have consistent sources of supply
at multiple locations. We believe these customer needs could result in fewer suppliers as the remaining suppliers become larger
and capable of being a consistent source of supply.
There can be no assurance we will be able in the future to take effective advantage of the trend toward consolidation. The trend
in our industry toward consolidation could make it more difficult for us to maintain our current gross profit and operating
income. Furthermore, as our industrial customers face increased foreign competition, and potentially lose business to foreign
competitors or shift their operations overseas in an effort to reduce expenses, we may face increased difficulty in growing and
maintaining our market share.
Inclement weather and other disruptions to the transportation network could adversely impact our distribution system and
demand for our products. Our ability to provide efficient distribution of core business products to our branch network is an
integral component of our overall business strategy. Disruptions at distribution centers or shipping ports may affect our ability
to both maintain core products in inventory and deliver products to our customers on a timely basis, which may in turn
adversely affect our results of operations. In addition, severe weather conditions could adversely affect demand for our products
in particularly hard hit regions. In August and September 2017, we experienced temporary disruptions in our distribution
network in our Gulf Coast, Florida, Georgia, and Puerto Rico regions due to hurricanes Harvey, Irma, and Maria. These storms
adversely impacted our product demand and revenues, as well as our gross and operating profit percentages, due to an increase
in demand for storm-related products which have a lower gross profit margin, and inefficiencies in delivery services in the
immediate aftermath of the storms. In September 2018, hurricane Florence had a similar impact in our Carolinas region, and in
the first quarter of 2019, severe winter weather had a similar impact across the northern part of the United States.
Our current estimates of total market potential as well as the market potential of our business strategies could be incorrect.
We believe we have a significant opportunity for growth based on our belief that North American market demand for the
products we sell is estimated to exceed $140 billion. This figure is not derived from an independent organization or data source
that aggregates and publishes widely agreed-upon demand and market share statistics. Instead, we have identified this figure
based on our own experience in the marketplace for our products and by evaluating estimates from other sources. If we have
overestimated the size of our market, and in doing so, underestimated our current share of it, the size of our opportunity for
growth may not be as significant as we currently believe. Similarly, we have provided estimates of the opportunities we have
with some of our specific growth strategies, such as industrial vending and Onsite locations. We believe the potential market
opportunity for industrial vending is approximately 1.7 million devices and we have identified over 15,000 customer locations
with the potential to implement our Onsite service model. Similar to the case for total market size, we use our own experience
and data to arrive at the size of these potential opportunities and not independent sources. These estimates are based on our
business model today, and the introduction or expansion of other business strategies, such as on-line retailing, could cause them
to change. In addition, the market potential of a particular business strategy may vary from expectations due to a change in the
16
marketplace (such as changes in customer concentration or needs), a change in the nature of that business strategy, or weaker
than anticipated acceptance by customers of that business strategy. We cannot guarantee that our market potential estimates are
accurate or that we will ultimately decide to expand our industrial vending or Onsite service models as we anticipate to reach
the full market opportunity.
We are exposed to foreign currency exchange rate risk, and changes in foreign exchange rates could increase the cost of
purchasing products and impact our foreign sales. Because the functional currency related to most of our foreign operations is
the applicable local currency, we are exposed to foreign currency exchange rate risk arising from transactions in the normal
course of business. Fluctuations in the relative strength of foreign economies and their related currencies could adversely
impact our ability to procure products overseas at competitive prices and our foreign sales. Historically, our primary exchange
rate exposure has been with the Canadian dollar. There can be no assurance that currency exchange rate fluctuations with the
Canadian dollar and other foreign currencies will not adversely affect our results of operations, financial condition, and cash
flows. While the use of currency hedging instruments may provide us with protection from adverse fluctuations in currency
exchange rates, we are not currently using these instruments and we have not historically hedged this exposure. If we decide to
do so in the future, we could potentially forego the benefits that might result from favorable fluctuations in currency exchange
rates.
Tight credit markets could impact our ability to obtain financing on reasonable terms or increase the cost of existing or
future financing and interest rate fluctuations could adversely impact our results. As of December 31, 2019, we had $345.0
of outstanding debt obligations, including loans outstanding under our revolving credit facility (the 'Credit Facility') of $210.0
and senior unsecured promissory notes issued under our master note agreement (the 'Master Note Agreement') in the aggregate
principal amount of $135.0. Loans under the Credit Facility bear interest at a rate per annum based on the London Interbank
Offered Rate ('LIBOR') and mature on November 30, 2023. The notes issued under our Master Note Agreement consist of three
series. The first is in an aggregate principal amount of $40.0, bears interest at a fixed rate of 2.00% per annum, and is due and
payable on July 20, 2021. The second is in an aggregate principal amount of $35.0, bears interest at a fixed rate of 2.45% per
annum, and is due and payable on July 20, 2022. The third is in an aggregate principal amount of $60.0, bears interest at a fixed
rate of 3.22% per annum, and is due and payable on March 1, 2024. Our aggregate borrowing capacity under the Credit Facility
is $700.0. Our aggregate borrowing capacity under the Master Note Agreement is $600.0; however, none of the institutional
investors that are parties to that agreement are committed to purchase notes thereunder.
During periods of volatility and disruption in the United States credit markets, financing may become more costly and more
difficult to obtain. Although the credit market turmoil of 2008 and 2009 did not have a significant adverse impact on our
liquidity or borrowing costs given our low level of indebtedness at that time, the availability of funds tightened and credit
spreads on corporate debt increased. Our indebtedness has increased since 2009 and we have the capacity under our Credit
Facility and Master Note Agreement to increase borrowings in the future. If credit market volatility were to return, the cost of
servicing our existing debt could increase due to the LIBOR-based interest rate provided for under our Credit Facility. In
addition, borrowing additional amounts to finance stock purchases, dividends, capital expenditures, and other liquidity needs or
to refinance our existing indebtedness could be difficult and the cost of doing so could be high.
Investment Risk
There can be no assurance that our stock price will continue to reflect the current multiple of earnings over time. Stock
prices, including ours, are commonly thought to be a function of earnings multiplied by a multiple. Historically, investors have
given our earnings a higher multiple, or premium, than is typical of the broader industrial sector of which we are typically
associated. We believe we have earned this premium by virtue of a long history of superior growth, profitability, and returns.
However, to the extent that we fail to successfully execute our growth strategies and/or poorly navigate the risks that surround
our business, including those described throughout this section, or to the extent our industry (industrial distribution, or
industrial stocks in general) loses favor in the marketplace, there can be no assurance that investors will continue to afford a
premium multiple to our earnings which could adversely affect our stock price.
We cannot provide any guaranty of future dividend payments or that we will continue to purchase shares of our common
stock pursuant to our share purchase program. Although our board of directors has historically authorized the payment of
quarterly cash dividends on our common stock and indicated an intention to do so in the future, there are no assurances that we
will continue to pay dividends in the future or continue to increase dividends at historic rates. In addition, although our board of
directors has authorized share purchase programs and we purchased shares in 2018, 2017, and prior years through these
programs, we may discontinue doing so at any time. Any decision to continue to pay quarterly dividends on our common stock,
to increase those dividends, or to purchase our common stock in the future will be based upon our financial condition and
results of operations, the price of our common stock, credit conditions, and such other factors as are deemed relevant by our
board of directors.
ITEM 1B. UNRESOLVED STAFF COMMENTS
None.
17
ITEM 2.
PROPERTIES
Note – Information in this section is as of December 31, 2019, unless otherwise noted.
We own the following facilities in Winona, Minnesota:
Purpose
Distribution center and home office (2)
Manufacturing facility
Computer support center
Winona branch
Winona product support facility
Rack and shelving storage
Multi-building complex which houses certain operations of the distribution group,
the support services group, and the home office support group
Customer Experience Center
(1) Total number of tote locations for small parts storage included in facilities with an ASRS.
(2) During 2018, we acquired land for future expansion of our home office.
We own the following facilities, excluding selling locations, outside of Winona, Minnesota:
Tote Locations
(ASRS)(1)
Approximate
Square Feet
246,000
259,000
100,000
13,000
15,000
55,000
42,000
30,000
100,000
Purpose
Distribution center
Manufacturing facility
Distribution center
Distribution center
Distribution center
Manufacturing facility (built in 2019)
Distribution center
Distribution center (built in 2019)
Distribution center and manufacturing facility
Distribution center
Distribution center (4)
Distribution center
Distribution center (5)
Distribution center (built in 2019)
Manufacturing facility
Manufacturing facility
Local re-distribution center and manufacturing facility
Location
Indianapolis, Indiana
Indianapolis, Indiana
Akron, Ohio
Scranton, Pennsylvania
Denton, Texas
Houston, Texas
Atlanta, Georgia
Seattle, Washington
Modesto, California
High Point, North Carolina
High Point, North Carolina
Kansas City, Kansas
Kitchener, Ontario, Canada
Jackson, Mississippi
Wallingford, Connecticut
Rockford, Illinois
Johor, Malaysia
Tote Locations
(ASRS)(1)
547,000 (2)
Approximate
Square Feet
1,039,000
103,000
104,000
41,000 (3)
77,000
140,000
69,000
132,000
—
170,000
128,000
—
220,000
182,000
189,000
176,000
120,000
198,000
246,000
328,000
301,000
350,000
468,000
142,000
269,000
187,000
100,000
27,000
(1) Total number of tote locations for small parts storage included in facilities with an ASRS.
(2) This property contains an ASRS with capacity of 52,000 pallet locations, in addition to the 547,000 tote locations for small
parts.
(3) This facility contains an ASRS with capacity of 14,000 pallet locations, in addition to the 41,000 tote locations for small
parts.
(4) In late December 2018, we purchased an additional distribution center in High Point, North Carolina with approximately
750,000 total square feet. Approximately 400,000 square feet will continue to be leased by the previous owner for three
years. We began utilizing approximately 350,000 square feet for distribution activities in early 2019.
(5) In late 2019, we began an expansion project at our Kitchener, Ontario, Canada distribution center. This project will add
approximately 80,000 square feet of distribution capacity and is scheduled for completion in 2020.
In addition, we own 173 buildings that house our in-market locations in various cities throughout North America.
18
All other buildings we occupy are leased. Leased branches range from approximately 3,000 to 10,000 square feet, with lease
terms of up to 60 months (most initial lease terms are for 36 to 48 months). In addition to our leased branch locations, we also
lease the following facilities:
Purpose
Distribution center
Distribution center
Location
Salt Lake City, Utah
Salt Lake City, Utah
Distribution center and packaging facility
Salt Lake City, Utah
Distribution center and manufacturing facility Edmonton, Alberta, Canada
Distribution center
Apodaca, Nuevo Leon, Mexico
Approximate
Square Feet
Lease Expiration
Date
74,000
56,000
26,000
45,000
July 2022
July 2022
July 2022
July 2020
46,000 March 2020
Remaining
Lease
Renewal
Options
One
One
One
None
Three
Local re-distribution center and
manufacturing facility
Modrice, Czech Republic
17,000
April 2022
None
We currently own land for future distribution center expansion and development. If economic conditions are suitable in the
future, we will consider purchasing branch locations to house our older branches. It is anticipated the majority of new branch
locations will continue to be leased. It is our policy to negotiate relatively short lease terms to facilitate relocation of particular
branch operations, when desirable. Our experience has been that there is sufficient space suitable for our needs and available
for leasing.
ITEM 3.
LEGAL PROCEEDINGS
A description of our legal proceedings, if any, is contained in Note 10 of the Notes to Consolidated Financial Statements.
ITEM 4. MINE SAFETY DISCLOSURES
Not applicable.
19
PART II
ITEM 5. MARKET FOR REGISTRANT'S COMMON EQUITY, RELATED STOCKHOLDER MATTERS, AND
ISSUER PURCHASES OF EQUITY SECURITIES
Common Stock Data
Dollar amounts in this section are stated in whole numbers.
Our shares are traded on The Nasdaq Stock Market under the symbol 'FAST'. As of January 22, 2020, there were approximately
1,000 record holders of our common stock, which includes nominees or broker dealers holding stock on behalf of an estimated
275,000 beneficial owners.
Issuer Purchases of Equity Securities
The table below sets forth information regarding purchases of our common stock during each of the last three months of 2019:
Period
October 1-31, 2019
November 1-30, 2019
December 1-31, 2019
Total
(a)
(b)
(c)
(d)
Total Number of Shares
Purchased
Average Price
Paid per Share
Total Number of
Shares Purchased
as Part of Publicly
Announced Plans
or Programs (1)
Maximum Number (or
Approximate Dollar
Value) of Shares that
May Yet Be Purchased Under
the Plans or Programs (1)
0
0
0
0
—
—
—
—
0
0
0
0
4,800,000
4,800,000
4,800,000
4,800,000
(1) On July 11, 2017, our board of directors established a new authorization for us to repurchase up to 10,000,000 shares of our
common stock. The repurchase program has no expiration date. As of December 31, 2019, we had remaining authority to
repurchase 4,800,000 shares under this authorization.
Purchases of shares of our common stock throughout 2019 are described later in this Form 10-K under the heading 'Item 7.
Management's Discussion and Analysis of Financial Condition and Results of Operations'.
20
Fastenal Company Common Stock Comparative Performance Graph
Set forth below is a graph comparing, for the five years ended December 31, 2019, the yearly cumulative total shareholder
return on our common stock with the yearly cumulative total shareholder return of the S&P 500 Index and the Dow Jones US
Industrial Suppliers Index.
The comparison of total shareholder returns in the performance graph assumes that $100 was invested on December 31, 2014
in Fastenal Company, the S&P 500 Index, and the Dow Jones US Industrial Suppliers Index, and that dividends were reinvested
when and as paid.
Comparison of Five-Year Cumulative Total Return Among Fastenal Company, the S&P 500 Index, and the Dow Jones
US Industrial Suppliers Index
200
150
100
50
2014
2015
2016
2017
2018
2019
Fastenal Company
S&P 500 Index
Dow Jones US Industrial Suppliers Index
Fastenal Company
S&P 500 Index
Dow Jones US Industrial Suppliers Index
2014
$ 100.00
100.00
100.00
2015
88.19
101.38
81.52
2016
104.51
113.51
100.14
2017
125.07
138.29
104.41
2018
123.11
132.23
101.89
2019
178.55
173.86
134.72
Note - The graph and index table above were obtained from Zachs SEC Compliance Services Group.
ITEM 6.
SELECTED FINANCIAL DATA
Incorporated herein by reference is Ten-Year Selected Financial Data on pages 4 and 5 of Fastenal's 2019 Annual Report to
Shareholders of which this Form 10-K forms a part, a portion of which is filed as Exhibit 13 to this annual report on
Form 10-K.
21
ITEM 7. MANAGEMENT'S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF
OPERATIONS
The following is management's discussion and analysis of certain significant factors which have affected our financial position
and operating results during the periods included in the accompanying consolidated financial statements.
Business and Operational Overview
Fastenal is a North American leader in the wholesale distribution of industrial and construction supplies. We distribute these
supplies through a network of over 3,200 in-market locations. Most of our customers are in the manufacturing and non-
residential construction markets. The manufacturing market includes both OEM and MRO customers. The non-residential
construction market includes general, electrical, plumbing, sheet metal, and road contractors. Other users of our products
include farmers, truckers, railroads, oil exploration companies, oil production and refinement companies, mining companies,
federal, state, and local governmental entities, schools, and certain retail trades. Geographically, our branches, Onsite locations,
and customers are primarily located in North America.
It is helpful to appreciate several aspects of our marketplace: (1) It's big. We estimate the North American marketplace for
industrial supplies is in excess of $140 billion per year (and we have expanded beyond North America) and no company has a
significant portion of this market. (2) Many of the products we sell are individually inexpensive, but the cost and time to
manage, procure, and transport these products can be quite meaningful. (3) Purchasing professionals often expend
disproportionate effort managing the high SKU count of low-volume, low value MRO supplies which is better allocated to their
higher volume, higher value OEM supplies. (4) Many customers prefer to reduce their number of suppliers to simplify their
business, while also utilizing various technologies and models (including our local branches when they need something quickly
or unexpectedly) to improve availability and reduce waste. (5) We believe the markets are efficient. To us, this means we can
grow our market share if we provide the greatest value to our customer.
Our approach to addressing these aspects of our marketplace is captured in our motto Growth through Customer Service. The
concept of growth is simple: find more customers every day and increase our activity with them. However, execution is hard
work. First, we recruit service-minded individuals to support our customers and their business. Second, we operate in a
decentralized fashion to help identify the greatest value for our customers. Third, we have a great team behind our customer-
facing resources to operate efficiently and to help identify new business solutions. Fourth, we strive to generate strong profits,
which produce the cash flow necessary to fund our growth and to support the needs of our customers. Lastly, we identify
drivers that allow us to get closer to our customers and gain market share.
We believe our ability to grow is amplified if we can serve our customers at the closest economic point of contact. At one point,
the closest economic point of contact was the local branch. Today, in some cases, we have moved the branch inside the
customer's facility. We also are frequently positioned right at the point of consumption within customers' facilities through our
industrial vending or FMI capabilities. Therefore, our focus centers on understanding our customers' day, their opportunities,
and their obstacles. By doing these things every day, Fastenal remains a growth-centric organization.
Executive Overview
Net sales increased $368.6, or 7.4%, in 2019 relative to 2018. Our gross profit as a percentage of net sales declined to 47.2% in
2019 from 48.3% in 2018. Our operating income as a percentage of net sales declined to 19.8% in 2019 from 20.1% in 2018.
Our net earnings in 2019 were $790.9, an increase of 5.2% when compared to 2018. Our diluted net earnings per share were
$1.38 in 2019 compared to $1.31 in 2018, an increase of 5.2%. Discrete tax items benefited net earnings by $7.1 in 2018.
We continued to focus on our growth drivers in 2019. Daily sales to our national account customers (defined as customer
accounts with a multi-site contract) grew 11.9% in the period. Additionally, we signed 362 new Onsite customer locations
(defined as dedicated sales and service provided from within, or in close proximity to, the customer's facility) and 21,857 new
industrial vending devices. We experienced sales growth in the mid-teens through both our vending devices and our Onsite
locations (excluding sales transferred from a branch).
22
The table below summarizes our total employee headcount, our investments in in-market locations (defined as the sum of the
total number of public branch locations and the total number of active Onsite locations), and industrial vending devices at the
end of the periods presented and the percentage change compared to the end of the prior period.
In-market locations - absolute employee headcount
Total absolute employee headcount
Number of public branch locations
Number of active Onsite locations
Number of in-market locations
Industrial vending devices (installed count) (1)
Ratio of industrial vending devices to in-market locations
Q4
2019
Q4
2018
Twelve-month
% Change
13,977
21,948
2,114
1,114
3,228
89,937
28:1
14,015
21,644
2,227
894
3,121
81,137
26:1
-0.3%
1.4%
-5.1%
24.6%
3.4%
10.8%
(1) This number primarily represents devices which principally dispense product and produce product revenues, and excludes
approximately 15,000 devices that are part of a locker lease program where the devices are principally used for the check-in/
check-out of equipment.
During the last twelve months, we reduced our absolute employee headcount by 38 people in our in-market locations and increased
by 304 people in total. The reduction in our absolute employee headcount in our in-market locations reflects actions taken by
leadership in our public branches over the past couple of quarters to control expenses in response to weaker demand, which was
only partly offset by increases to support growth in our number of Onsite locations. The increase in our total absolute employee
headcount is mostly from additions we have made to support customer acquisition, implementation, and growth in the field,
particularly as it relates to our growth drivers and to support general corporate and hub functions.
We opened twelve branches and closed 125 branches, net of conversions, in 2019. We activated 312 Onsite locations and closed
92, net of conversions, in 2019. The number of closings reflects both normal churn in our business, whether due to exiting
customer relationships, the shutting or relocation of a customer facility, or a customer decision, as well as a review of certain
underperforming locations. Our in-market network forms the foundation of our business strategy, and we will continue to open
or close locations as is deemed necessary to sustain and improve our network, support our growth drivers, and manage our
operating expenses.
Results of Operations
The following sets forth consolidated statements of earnings information (as a percentage of net sales) for the periods ended
December 31:
Net sales
Gross profit
Operating and administrative expenses
Gain on sale of property and equipment
Operating income
Net interest expense
Earnings before income taxes
Note – Amounts may not foot due to rounding difference.
2019
100.0%
47.2%
27.4%
0.0%
19.8%
-0.3%
19.6%
2018
100.0%
48.3%
28.2%
0.0%
20.1%
-0.3%
19.9%
2017
100.0%
49.3%
29.2%
0.0%
20.1%
-0.2%
19.9%
23
Net Sales
Note – Daily sales are defined as the total net sales for the period divided by the number of business days (in the United States)
in the period. The table below sets forth net sales and daily sales for the periods ended December 31, and changes in such sales
from the prior period to the more recent period:
Net sales
Percentage change
Business days
Daily sales
Percentage change
Daily sales impact of currency fluctuations
Daily sales impact of acquisitions
$
$
2019
5,333.7
2018
4,965.1
2017
4,390.5
7.4%
254
21.0
7.4%
-0.3%
0.1%
13.1%
254
19.5
13.1%
0.1%
0.4%
10.8%
254
17.3
11.3%
0.1%
1.0%
The increases in net sales noted above for both 2019 and 2018 were a result of higher unit sales and, to a lesser degree, higher
prices. Higher product prices were realized throughout 2019 and 2018 as a result of actions (beginning initially in late 2017)
taken to offset increases in product costs, and we believe these increases contributed 0.9% to 1.0% and 0.7% to 0.8% to sales
growth during 2019 and 2018, respectively. The increase in net sales for 2017 was driven primarily by higher unit sales. Price
increases were not a material factor in 2017.
The higher unit sales in 2019 and 2018 resulted primarily from two sources. The first is higher underlying market demand,
which we believe is reflected in a number of metrics. For instance, the U.S. Purchasing Managers Index, published by the
Institute for Supply Chain Management, averaged 51.2 in 2019 and 58.8 in 2018. Readings above 50 are indicative of growing
demand, and we believe these levels are consistent with the sales growth rates we experienced in the respective periods. In
addition, U.S. Industrial Production, which is published by the Federal Reserve, increased 0.8% in 2019 and increased 3.9% in
2018. We believe U.S. Industrial Production is a good proxy for the state of our marketplace and that the growth in this metric
is consistent with the sales growth rates we experienced in the respective periods. This was reflected as well in daily sales of
fasteners, our most cyclical product line, which grew 5.5% and 11.2% in 2019 and 2018, respectively. We also experienced
growth in sales to 75 of our top 100 customers in 2019, which compares to growth in sales to 84 of our top 100 customers in
2018.
Another explanation for our results is that while underlying demand throughout 2018 was stable at high levels, underlying
demand in 2019 began strong but weakened throughout the year. For instance, the U.S. Purchasing Managers Index averaged
55.4 in the first quarter of 2019 but averaged 47.9 in the fourth quarter of 2019. In addition, U.S. Industrial Production
increased 2.9% in the first quarter of 2019 but decreased 0.9% in the fourth quarter of 2019. The slowing in these metrics from
the start to the end of 2019 mirrors the slowing growth we experienced in our unit sales over the same period.
A relatively greater contributor to our growth in 2019 was the success of our growth initiatives. We signed 21,857 industrial
vending devices during 2019. While this represented a slight decrease in signings of 1.0% from 2018, it also contributed to
growth in our installed base to 89,937 vending devices at the end of 2019, an increase of 10.8% over 2018. Growth in our
installed base was primarily responsible for sales growth through our vending devices in the mid-teens during 2019. We signed
362 new Onsite locations in 2019, an increase of 7.7% over 2018, and had 1,114 active sites on December 31, 2019, an increase
of 24.6% over December 31, 2018. Growth in our number of active sites was primarily responsible for sales growth through
our Onsites in the mid-teens during 2019. The contribution of new national account contracts and strong penetration of existing
national account customers resulted in daily sales from our national account customers growing 11.9% in 2019 compared to
2018.
We signed 22,073 industrial vending devices during 2018, an increase of 14.0% over 2017. In addition to an increase in our
installed base, we achieved a low-single digit increase in average sales per device. These variables combined to generate sales
growth through our vending devices in excess of 20% in 2018. We signed 336 new Onsite locations in 2018, an increase of
24.4% over 2017, and had 894 active sites on December 31, 2018, an increase of 47.8% over December 31, 2017. We signed
152 new national account contracts in 2018. The contribution of these new contracts and strong penetration of existing national
account customers resulted in daily sales from our national account customers growing 18.1% in 2018 compared to 2017.
We signed 19,355 industrial vending devices during 2017, an increase of 7.2% over 2016. In addition to an increase in our
installed base, we were also more efficient with the existing base, resulting in a modest increase in average sales per device and
a decrease in our device removals of 3.8%. Combined sales through our vending devices accelerated throughout 2017, finishing
with growth in the high teens. We signed 270 new Onsite locations in 2017, an increase of 53.4% over 2016, and had 605 active
sites on December 31, 2017, an increase of 50.9% over December 31, 2016. We signed 168 new national account contracts in
2017. The contribution of these new contracts and strong penetration of existing national account customers resulted in daily
24
sales from our national account customers growing 14.5% in 2017 compared to 2016.
Sales by Product Line
The approximate mix of sales from fasteners, safety supplies, and all other product lines was as follows:
Fasteners
Safety supplies
Other product lines
2019
34.2%
17.9%
47.9%
2018
34.9%
17.2%
47.9%
2017
35.6%
16.3%
48.1%
The decrease in our fastener sales as a percentage of total sales arises from two factors. First, we believe non-fastener products
represent a larger market opportunity than fasteners, and that we are relatively under-represented in this market. Over time, this
has led to faster growth in the non-fastener product lines, a trend amplified by the growth of our industrial vending program
through which we sell primarily non-fastener products. We believe this factor impacted each year shown and will continue to
promote a lower mix of fasteners in our total sales over time. Second, a weak industrial production environment has a
disproportionately negative effect on fastener sales, particularly OEM fasteners sales, relative to non-fastener sales (which
relates more to plant operations than production). This weakness is more of a cyclical factor than a structural one, and as such
was relevant in 2019, but not in 2018 or 2017 when a better economic environment at least partially mitigated the first factor
discussed.
Annual Sales Changes, Sequential Trends, and End Market Performance
This section focuses on three distinct views of our business – annual sales changes by month, sequential trends, and end market
performance. The first discussion regarding sales changes by month provides a good mechanical view of our business. The
second discussion provides a framework for understanding the sequential trends (that is, comparing a month to the immediately
preceding month, and also looking at the cumulative change from an earlier benchmark month) in our business. Finally, we
believe the third discussion regarding end market performance provides insight into activities with our various types of
customers.
Annual Sales Changes, by Month
During the months noted below, all of our selling locations, when combined, had daily sales growth rates of (compared to the
same month in the preceding year):
2019
2018
2017
Feb.
Mar.
Jan.
13.3% 10.5% 12.7% 7.4% 9.5% 7.0% 6.1% 6.3% 5.8% 4.3% 5.7% 1.0%
12.0 % 14.8 % 13.1 % 13.4 % 12.5 % 13.5 % 12.0 % 13.7 % 13.5 % 12.4 % 12.3 % 14.5 %
9.7 % 13.0 % 12.9 % 12.8 % 15.3 % 13.8 % 15.4 % 14.7 %
3.8 %
6.1 % 8.4 %
8.9 %
Sept.
Aug.
Nov.
Dec.
May
June
Apr.
Oct.
July
Sequential Trends
We find it helpful to think about the monthly sequential changes in our business using the analogy of climbing a
stairway – This stairway has several predictable landings where there is a pause in the sequential gain (i.e. April, July, and
October to December), but generally speaking, climbs from January to October. The October landing then establishes the
benchmark for the start of the next year.
History has identified these landings in our business cycle. They generally relate to months where certain holidays impair
business days and/or seasons impact certain end markets, particularly non-residential construction. The first landing centers on
Easter and the Good Friday holiday that precedes it, which alternates between March and April (Good Friday occurred in April
2019, March 2018, and April 2017, and will fall in April in 2020), the second landing centers on July 4th, and the third landing
centers on the approach of winter with its seasonal impact on primarily our non-residential construction business and with the
Christmas/New Year holidays. The holidays we noted impact the trends because they either move from month-to-month or
because they move around during the week.
The table below shows the pattern to the sequential change in our daily sales. The line labeled 'Benchmark' is an historical
average of our sequential daily sales change for the trailing five year average (2014-2018). We believe this time frame serves to
show the historical pattern and could serve as a benchmark for current performance. The '2019', '2018', and '2017' lines
represent our actual sequential daily sales changes. The '19Delta', '18Delta', and '17Delta' lines indicate the difference between
the 'Benchmark' and the actual results in the respective year.
25
It is important to note that these benchmarks are historical averages. In a year where demand is strong, our daily sales growth
rates will tend to have more months that exceed the benchmark than fall below it. In a year where demand is weak, we will tend
to have more months that fall short of the benchmark than exceed it. In both cases, there is a random element that makes it
difficult to know how any single month will perform.
Benchmark
2019
19Delta
2018
18Delta
2017
17Delta
July
Feb.
Apr.
June
May
Mar.
Aug.
Jan.(1)
-1.2 % 1.5 % 3.7 % 0.1 % 2.0 % 2.0 % -3.3 % 3.7 % 1.8 % -1.9 %
-0.5% 1.4% 4.2% -2.4% 2.5% 1.4% -4.4% 3.9% 3.1% -4.4%
0.6% -0.1% 0.5% -2.5% 0.5% -0.6% -1.1% 0.3% 1.3% -2.5%
-1.3 % 4.0 % 2.1 % 2.4 % 0.6 % 3.7 % -3.6 % 3.8 % 3.6 % -3.0 %
-0.2 % 2.5 % -1.6 % 2.4 % -1.5 % 1.8 % -0.3 % 0.1 % 1.7 % -1.1 %
0.2 % 1.5 % 3.6 % 2.2 % 1.4 % 2.8 % -2.4 % 2.2 % 3.8 % -2.1 %
1.4 % 0.0 % -0.1 % 2.1 % -0.6 % 0.9 % 0.9 % -1.4 % 2.0 % -0.2 %
Sept.
Oct.
Cumulative
Change from
Jan. to Oct.
9.8 %
4.9%
-4.9%
13.9 %
4.2 %
13.5 %
3.8 %
(1) The January figures represent the percentage change from the previous October, whereas the remaining figures represent the
percentage change from the previous month.
Note – Amounts may not foot due to rounding difference.
A graph of the sequential daily sales change patterns discussed above, starting with a base of '100' in the previous October and
ending with the next October, would be as follows:
120
110
100
90
Previous
Oct.
Jan.
Feb.
Mar.
Apr.
May
June
July
Aug.
Sept.
Oct.
Benchmark
2019
2018
2017
26
End Market Performance
The sequential trends noted above were directly linked to fluctuations in our end markets. To place this in perspective – we
estimate approximately 65% of our business has historically been with customers engaged in some type of manufacturing, a
significant subset of which finds its way into the heavy equipment market. The daily sales growth rates to these manufacturing
customers, when compared to the same period in the prior year, were as follows(1):
2019
2018
2017
Q2
9.1%
Q1
Q3
8.8%
7.7%
13.4%
14.3 % 13.3 % 13.0 % 13.3 % 13.5 %
6.2 % 11.5 % 15.3 % 16.6 % 12.3 %
Q4
5.1%
Annual
(1) In July 2017, we reclassified certain end market designations. The daily sales growth rates in the above table for all periods
through the second quarter of 2017 differ from prior disclosures.
Our manufacturing business consists of two subsets: the industrial production business (this is business where we supply
products that become part of the finished goods produced by our customers and is sometimes referred to as OEM - original
equipment manufacturing) and the maintenance portion (this is business where we supply products that maintain the facility or
the equipment of our customers engaged in manufacturing and is sometimes referred to as MRO - maintenance, repair, and
operations). The industrial business is more fastener centered, while the maintenance portion is represented by all product
categories.
The best way to understand the change in our industrial production business is to examine the results in our fastener product
line (approximately 35% of our business) which is heavily influenced by changes in our business with heavy equipment
manufacturers. From a company perspective, daily sales growth rates of fasteners, when compared to the same period in the
prior year, were as follows (note: this information includes all end markets):
2019
2018
2017
Q2
5.5%
Q3
Q1
11.8%
5.5%
3.0%
11.8 % 11.1 % 10.8 % 11.3 % 11.2 %
8.4 %
7.9 % 12.1 % 13.4 %
0.8 %
Q4
1.8%
Annual
The daily sales growth rates of fasteners noted in the table above for first quarter of 2018, and the second, third, and fourth
quarters of 2017, include 3.7, 3.6, 3.8, and 3.9 percentage points, respectively, attributable to Mansco (acquired on March 31,
2017).
By contrast, the best way to understand the change in the maintenance portion of the manufacturing business is to examine the
results in our non-fastener product lines. From a company perspective, daily sales growth rates of non-fasteners, when
compared to the same period in the prior year, were as follows (note: this information includes all end markets):
2019
2018
2017
Q2
9.5%
Q3
Q1
12.7%
8.8%
8.0%
14.5 % 14.8 % 14.9 % 14.6 % 14.7 %
9.4 % 12.2 % 14.6 % 16.1 % 13.1 %
Q4
5.1%
Annual
While not immune to the impact of a weak industrial environment as was experienced in the latter half of 2019, our non-
fastener business did demonstrate greater relative resilience when compared to our fastener business and to the distribution
industry in general. Non-fastener growth slowed, but remained above the growth of the fastener business. The strong relative
performance of the non-fastener business when compared to the fastener business and to the distribution industry in general
was also evident during the strong 2018 and 2017 periods. We believe this is due to both the growth of our vending business
and our lower penetration of the non-fastener marketplace relative to our penetration of the fastener marketplace.
Our non-residential construction and reseller customers have historically represented 20% to 25% of our business. The daily
sales growth rates to these customers, when compared to the same period in the prior year, were as follows(1):
2019
2018
2017
Q2
6.0%
Q1
Q3
4.7%
0.6%
12.1%
11.7 % 17.6 % 19.2 % 16.4 % 16.3 %
9.1 %
6.9 %
9.4 % 11.6 %
Q4
0.7%
Annual
8.8 %
(1) In July 2017, we reclassified certain end market designations. The daily sales growth rates in the above table for all periods
through the second quarter of 2017 differ from prior disclosures.
27
Our non-residential construction and reseller business is heavily influenced by the manufacturing economy as well as
infrastructure spending. In 2019, the slowing production environment, as described above, and the accompanying worsening
trends for commodities, caused the growth in our non-residential construction and reseller customers to slow. In 2018 and 2017,
improving trends for commodities such as metals and energy, industrial capital spending, and the state of the broader economy
contributed to an improvement in growth for these end markets.
Gross Profit
The gross profit percentage during each period was as follows:
2019
2018
2017
Q2
Q3
Q1
47.7% 46.9% 47.2% 46.9% 47.2%
48.7 % 48.7 % 48.1 % 47.7 % 48.3 %
49.4 % 49.8 % 49.1 % 48.8 % 49.3 %
Annual
Q4
Our gross profit, as a percentage of net sales, was 47.2% in 2019 and 48.3% in 2018. The gross profit percentage for 2019
declined by 110 basis points based on three items. (1) A change in product and customer mix. Fasteners are our largest and
highest gross profit margin product line due to the high transaction cost surrounding the sourcing and supply of the product for
customers. Our fastener product line declined to 34.2% of sales in 2019 from 34.9% of sales in 2018. Larger customers (for
which national accounts are a good proxy), whose more focused buying patterns allow us to offer them better pricing, also
influence the gross profit margin. Sales to our national account customers increased to 53.6% in 2019 from 50.7% of sales in
2018. The combination of relatively slower growth in our fastener product line and relatively faster growth in sales to our
largest customers contributed to the decline in our overall gross profit margin in 2019. (2) We operate our own fleet of trucks
for moving product between suppliers, our distribution centers, and our in-market locations. We believe this provides us a
competitive advantage in terms of our ability to move product efficiently and quickly. There is a cost to supporting and
maintaining these assets, which we traditionally attempt to minimize by charging freight. During periods of weaker business
conditions it can be more difficult to charge freight, and as a result our freight revenues were down in 2019. At the same time,
the overall cost of our fleet assets is relatively stable, resulting in reduced absorption of our fixed costs. (3) We experienced an
increase in the cost of our products due to generalized inflation and tariffs resulting from disputes between the United States
and its trade partners. We implemented several actions to mitigate the impact of these cost increases in 2019, including price
increases. For the full year, the net impact of these actions was minor. However, the impact through the year differed, with a
larger negative impact on the gross profit percentage in the first half of 2019 and a relatively modest impact in the second half
of 2019.
During 2018 and 2017, our gross profit, as a percentage of net sales, decreased when compared to the prior year. In each year,
the decrease was primarily caused by the changes in product and customer mix noted above and rising freight expense as a
result of costs related to transporting products, particularly shipping fees, driver wages, and fuel. In 2018, our gross profit
percentage was also affected by rising product costs as a result of generalized inflation and tariffs. In 2017, our gross profit
percentage was also affected by the acquisition of Mansco, the customer mix of which is more heavily oriented toward larger
customers and its product mix tends to carry a lower gross profit product mix than the company's other products.
Operating and Administrative Expenses
Our operating and administrative expenses (including the gain on sales of property and equipment), as a percentage of net sales,
improved to 27.3% in 2019 from 28.2% in 2018. This improvement was a function of the growth in employee-related,
occupancy-related, and all other operating and administrative expenses being more modest than the growth in sales. Employee-
related expenses reduced the ratio of operating and administrative expenses as a percentage of sales by approximately 40 to 45
basis points in 2019 from 2018. Occupancy-related and all other operating and administrative expenses each reduced the ratio
of operating and administrative expenses as a percentage of sales by approximately 20 to 25 basis points each in 2019 from
2018.
The growth in employee-related, occupancy-related, and all other operating and administrative expenses (including the gain on
sales of property and equipment) compared to the same periods in the preceding year, is outlined in the table below.
Employee-related expenses
Occupancy-related expenses
All other operating and administrative expenses
Approximate Percentage
of Total Operating and
Administrative Expenses
Twelve-month Period
2019
2018
2017
65% to 70%
15% to 20%
15% to 20%
5.1% 11.1%
5.0%
2.8%
5.2%
1.5%
10.2%
1.3%
21.4%
28
Employee-related expenses include: (1) payroll (which includes cash compensation, stock option expense, and profit sharing),
(2) health care, (3) personnel development, and (4) social taxes. Our employee-related expenses increased in 2019. This was
related to: (1) an increase in full-time equivalent ('FTE') headcount related to efforts to support growth in our business, (2)
higher performance bonuses and commissions due to growth in net sales and net earnings, (3) an increase in our profit sharing
contribution and options awards, (4) increases in hourly base wages, and (5) increased health care costs. The increase in 2018,
when compared to 2017, was related to: (1) an increase in FTE headcount related to efforts to support growth in our business,
(2) higher performance bonuses and commissions due to growth in net sales and net earnings, (3) an increase in our profit
sharing contribution, (4) increases in hourly base wages, and (5) increased health care costs. The increase in 2017, when
compared to 2016, was related to: (1) an increase in FTE headcount related to efforts to support growth in our business, (2)
higher performance bonuses and commissions due to growth in net sales and net earnings, as well as regulatory driven
incremental compensation, (3) an increase in our profit sharing contribution and options awards, (4) increased health care costs,
and (5) the inclusion of Mansco personnel.
The table below summarizes the percentage change in our FTE headcount at the end of the periods presented compared to the
end of the prior period:
In-market locations
Total selling (includes in-market locations)
Distribution
Manufacturing
Administrative
Total
Twelve-month Period
2019
2018
2017
5.7%
0.2%
5.4%
0.8%
2.2% 12.2%
-2.7% 12.0%
7.3%
8.5%
6.8%
1.4%
7.0%
7.3%
8.4%
8.4%
10.7%
7.7%
Occupancy-related expenses include: (1) building rent and depreciation, (2) building utility costs, (3) equipment related to our
branches and distribution locations, and (4) industrial vending equipment (we consider the vending equipment, excluding
leased locker equipment, to be a logical extension of our in-market operations and classify the depreciation and repair costs as
occupancy expense). The increase in occupancy-related expenses in 2019, when compared to 2018, was mainly driven by
increases related to industrial vending equipment. The increase in occupancy-related expenses in 2018, when compared to 2017
was mainly driven by increases related to industrial vending equipment and non-branch occupancy and utility costs, only partly
offset by a slight decline in branch occupancy costs from a lower public branch count. The slight increase in 2017, when
compared to 2016, was mainly driven by increases in costs related to industrial vending equipment, FMI bins, and automation
equipment at our distribution centers. The most significant components of our occupancy-related expenses, facility costs and
utility expenses, were mostly flat in 2017, when compared to 2016 due to a reduction in our number of public branches.
All other operating and administrative expenses include: (1) selling-related transportation, (2) information technology (IT)
expenses, (3) general corporate expenses, which consists of legal expenses, general insurance expenses, travel and marketing
expenses, etc., and (4) the gain on sales of property and equipment. Combined, all other operating and administrative expenses
increased in 2019 when compared to 2018. This was primarily due to higher IT spending. The increase in 2018 when compared
to 2017, was due to an increase in selling-related transportation expenses, consisting of both higher vehicle movement and fuel
costs, as well as higher IT spending. General corporate expenses were slightly down. The increase in 2017 when compared to
2016, was driven by increases in selling-related transportation, including higher vehicle movement and fuel costs, IT spending,
and general corporate expenses.
Net Interest Expense
Our net interest expense was $13.6 in 2019 compared to $12.3 in 2018, and $8.7 in 2017. The increase in 2019, when compared
to 2018, was mainly caused by higher average interest rates and a higher average debt balance during the period. The increase
in 2018, when compared to 2017, was mainly caused by higher average interest rates and a higher average debt balance during
the period.
Income Taxes
We recorded income tax expense of $252.8 in 2019, or 24.2% of earnings before income taxes. Our income tax expense was
reduced by $2.6 as a result of applying guideline clarifications issued by the IRS on certain aspects of tax reform as well as tax
benefits associated with the exercise of stock options. This reduced our tax rate in the period by 30 basis points.
We recorded income tax expense of $235.1 in 2018, or 23.8% of earnings before income taxes. The effective income tax rate
was significantly impacted by the following two items: (1) The lower corporate tax rate provided by the Tax Act resulted in a
29
lower tax rate beginning in the first quarter of 2018. The effective income tax rate includes the immaterial impact of the U.S.
tax on certain offshore earnings referred to as Global Intangible Low-Taxed Income (GILTI), a new deduction for Foreign
Derived Intangible Income (FDII), and the new alternative U.S. tax on certain Base Erosion Anti-Avoidance (BEAT) payments
from a U.S. company to any foreign related party. (2) Discrete income tax items to adjust our transition tax liability, reflect the
impacts of accelerating depreciation for certain physical assets, and remeasure the impact of the U.S. tax rate on certain inter-
company transactions. These discrete items resulted in approximately $7.1 of income tax benefit during 2018. The accounting
for the income tax effects of the Tax Act is complete as of December 31, 2018.
We recorded a provisional income tax expense of $294.5 in 2017, or 33.7% of earnings before income taxes. This amount
reflects a provisional estimate for the reduction in our deferred income tax liabilities of $30.8 as a result of the income tax rate
decrease included in the Tax Act, partially offset by an estimated increase in income tax payable in the amount of $6.5 as a
result of the transition tax on cash and cash equivalent balances related to accumulated earnings associated with our
international operations, also included in the Tax Act. The decrease in our income tax rate from 2016 to 2017 was also related
to changes in our reserve for uncertain tax positions and the adoption of the Financial Accounting Standards Board ('FASB')
Accounting Standard Update ('ASU') 2016-09, Improvements to Employee Share-Based Payment Accounting, in the first
quarter of 2017.
Net Earnings
Net earnings, net earnings per share ('EPS'), the percentage change in net earnings, and the percentage change in EPS, were as
follows:
Dollar Amounts
Net earnings
Basic EPS
Diluted EPS
Percentage Change
Net earnings
Basic EPS
Diluted EPS
Tax Rate
2019
790.9
$
1.38
1.38
2018 (1)
2017
751.9
1.31
1.31
578.6
1.00
1.00
2019
2018 (1)
2017
5.2%
5.3%
5.2%
29.9%
30.5%
30.5%
15.8%
16.1%
16.2%
2019
2018
2017
24.2%
23.8%
33.7%
(1) As a result of the Tax Act, discrete tax items benefited our net earnings by $7.1 during 2018.
During 2019, net earnings increased, primarily due to stronger sales and operating profits, and were only partly offset by an
increase in income tax expense. During 2018, net earnings increased, primarily due to stronger sales and operating profits
combined with a reduction in income tax expense. The increase in basic and diluted earnings per share also reflected the
purchase of our shares of common stock in 2018. During 2017, net earnings increased, primarily due to stronger sales and
operating profits combined with a reduction in income tax expense. The slightly higher increase in basic and diluted earnings
per share was primarily due to the purchase of our shares of common stock in 2017.
Liquidity and Capital Resources
Net Cash Provided by Operating Activities
Net cash provided by operating activities in dollars and as a percentage of net earnings were as follows:
Net cash provided
% of net earnings
2019
2018
2017
$
842.7
106.5%
674.2
89.7%
585.2
101.1%
In 2019, the increase in our operating cash flow as a percentage of net earnings reflects a reduced drag from working capital
investment than was experienced in 2018 and, to a lesser degree, higher net income. In 2018, the increase in net cash provided
by operating activities was primarily due to our net earnings growth, which resulted from pre-tax earnings growth and a lower
tax rate as a result of the Tax Act. The decline in our operating cash flow as a percentage of net earnings largely reflects
working capital trends, as further described below. In 2017, the increase in net cash provided by operating activities was
primarily due to our net earnings growth.
30
Operational Working Capital Assets
Operational working capital assets, which we define as accounts receivable, net and inventories, is highlighted below. The
annual dollar change and the annual percentage change were as follows:
Dollar change
Accounts receivable, net
Inventories
Operational working capital assets
Annual percentage change
Accounts receivable, net
Inventories
Operational working capital assets
2019
27.5
87.7
115.2
$
$
2018
106.4
185.8
292.2
2019
2018
3.9%
6.9%
5.8%
17.5%
17.0%
17.2%
Note – Amounts may not foot due to rounding difference.
In 2019, the annual growth in net accounts receivable reflects not only our growth in sales, but also the fact that our growth is
being driven disproportionately by our national accounts program where our customers tend to have longer payment terms than
our customer base as a whole. Growth was also relatively stronger with customers outside the U.S., which similarly tend to
have longer payment terms than our customer base as a whole. The rate of growth in receivables did slow throughout 2019,
largely reflecting the impact on receivables of softer business activity. In 2018, the annual growth in net accounts receivable
reflects accelerating growth in sales throughout the course of the year combined with relatively stronger growth of our national
accounts and international business. In addition, two trends emerged among our customer base that increased our net accounts
receivable. The first was a push from our customers to contractually increase the period between when they are invoiced and
when payment is due. The second was customers delaying payments beyond the end of the applicable quarter. We saw these
behaviors intensify throughout 2018.
Our inventory balances over time will respond to business activity, though various factors produce a looser relationship to our
monthly sales patterns than we tend to experience in accounts receivable. One reason for this is cyclical. We source significant
quantities of product from overseas, and the lead time involved in procuring these products is typically longer than the visibility
we have into future monthly sales patterns. As a result, trends in our inventory will often lag trends in economic conditions.
Another reason inventories may fluctuate independently of monthly sales patterns is based on strategic decisions. For instance,
at various times we have increased our relative inventory levels to enhance product breadth and availability in our branches and
distribution centers, expand direct sourcing, and broaden Fastenal brands. Our growth drivers, including industrial vending
solutions, national accounts, and Onsite and international locations, have also required significant investments in inventory. In
2019, our inventories increased to support higher sales, largely reflecting large increases in the number of installed vending
devices and active Onsite locations, and from inflation and tariffs. We intend to continue to invest in the inventory necessary to
support our vending and Onsite initiatives. However, over the course of the year we did reduce other spending, both reflecting
proactive efforts to reduce inventory and in reaction to the effect of softer business activity, which allowed us to meaningfully
decelerate inventory growth in the fourth quarter of 2019. In 2018, our inventories increased as a result of growth in general
demand and successful execution of our growth drivers. Inflation had an increasing impact in the second half of 2018, and our
decision to accelerate shipments of product to the U.S. from overseas ahead of potential tariffs resulted in extra inventory of
approximately $12.0 in the fourth quarter of 2018.
The approximate percentage mix of inventory stocked at our selling locations versus our distribution center and manufacturing
locations was as follows at year end:
Selling locations
Distribution center and manufacturing locations
Total
2019
2018
2017
60%
40%
100%
61%
39%
100%
65%
35%
100%
31
Net Cash Used in Investing Activities
Net cash used in investing activities in dollars and as a percentage of net earnings were as follows:
Net cash used
% of net earnings
2019
2018
2017
$
239.7
30.3%
173.9
23.1%
179.3
31.0%
The changes in net cash used in investing activities were primarily related to changes in our net capital expenditures as
discussed below for each period and cash paid for acquisitions in 2017.
Property and equipment expenditures typically consist primarily of: (1) purchases related to industrial vending, (2) purchases of
property and equipment related to expansion of and enhancements to distribution centers, (3) spending on software and
hardware for our information processing systems, (4) the addition of fleet vehicles, (5) expansion, improvement or investment
in certain owned or leased branch properties, and (6) the addition of manufacturing and warehouse equipment. Disposals of
property and equipment consisted of the planned disposition of certain pick-up trucks, distribution vehicles, and trailers in the
normal course of business.
Set forth below is a recap of our 2019, 2018, and 2017 net capital expenditures in dollars and as a percentage of net sales and
net earnings:
Manufacturing, warehouse and packaging equipment, industrial vending
equipment, and facilities
Shelving and related supplies for in-market location openings and for product
expansion at existing in-market locations
Data processing software and equipment
Real estate and improvements to branch locations
Vehicles
Purchases of property and equipment
Proceeds from sale of property and equipment
Net capital expenditures
% of net sales
% of net earnings
2019
2018
2017
172.7
110.7
12.3
31.1
8.9
21.4
246.4
(6.6)
239.8
4.5%
30.3%
9.6
30.9
12.9
12.2
176.3
(9.5)
166.8
3.4%
22.2%
66.2
8.3
23.2
6.2
16.0
119.9
(7.4)
112.5
2.6%
19.4%
Our net capital expenditures increased in 2019, when compared to 2018, primarily due to increased spending on hub property
and equipment, both to expand current capacity and for potential future expansion, higher spending on vending devices to
support the growth of our industrial vending program, and investment in our trucking assets. While the sources of the increase
in our net capital spending in 2019 were expected, our total spend exceeded our targeted range of $195.0 to $225.0. We had
significant spending in 2019 on facilities, with a couple of locations having higher costs than originally anticipated. Our net
capital expenditures increased in 2018, when compared to 2017, primarily due to increased spending on hub property and
equipment, both to expand current capacity and for potential future expansion, as well as vending devices to support the growth
of our industrial vending program. Our net capital expenditures decreased in 2017, when compared to 2016, primarily due to
lower spending in 2017 related to the absence of spending on vending equipment that occurred in 2016 related to the leased
locker rollout, the absence of spending on shelving and signage that occurred in 2016 for the CSP 16 initiative, and timing
associated with the addition of pick-up trucks.
We expect our net capital expenditures in 2020 to be within a range of $180.0 to $205.0. This decrease from 2019 is primarily
attributable to reduced projects to develop and expand certain distribution center assets and, to a lesser degree, reduced fleet
vehicle investment. We anticipate funding our capital expenditure needs with cash generated from operations, from available
cash and cash equivalents, and from our borrowing capacity.
32
Net Cash Used in Financing Activities
Net cash used in financing activities in dollars and as a percentage of net earnings were as follows:
Net cash used
% of net earnings
2019
2018
2017
$
595.1
75.2%
446.5
59.4%
407.2
70.4%
The fluctuations in net cash used in financing activities are due to changes in the level of our dividend payments and in the
level of common stock purchases. These amounts were partially offset by the exercise of stock options and net payments
(proceeds) from debt obligations. These items in dollars and as a percentage of earnings were as follows:
Dividends paid
% of net earnings
Common stock purchases
% of net earnings
Total returned to shareholders
% of net earnings
Proceeds from the exercise of stock options
% of net earnings
Cash payments (borrowings), net
% of net earnings
Net cash used
% of net earnings
Stock Purchases
2019
2018
2017
$
$
$
$
$
498.6
63.0%
—
—
498.6
63.0%
(58.5)
-7.4%
155.0
19.6%
595.1
75.2%
441.9
58.8%
103.0
13.7%
544.9
72.5%
(13.4)
-1.8%
(85.0)
-11.3%
446.5
59.4%
369.1
63.8%
82.6
14.3%
451.7
78.1%
(9.5)
-1.6%
(35.0)
-6.0%
407.2
70.4%
In 2019, we did not purchase any shares of our common stock. In 2018, we purchased 4,000,000 shares of our common stock at
an average price of approximately $25.75 per share, and in 2017, we purchased 3,800,000 shares at an average price of
approximately $21.72 per share.
Dividends
We declared a quarterly dividend of $0.25 per share on January 16, 2020. We paid aggregate annual dividends per share of
$0.87, $0.77, and $0.64 in 2019, 2018, and 2017, respectively.
Debt
In order to fund the considerable cash needed to expand our industrial vending business, to expand capacity and increase the
use of automation in our distribution centers, pay dividends, and to purchase our common stock in 2018, we have borrowed
under our Credit Facility and our Master Note Agreement in recent periods.
Our borrowings under the Credit Facility peaked during each quarter of 2019 and 2018 as follows:
Peak borrowings
First quarter
Second quarter
Third quarter
Fourth quarter
2019
2018
$
450.0
400.0
395.0
310.0
335.0
360.0
330.0
435.0
As of December 31, 2019, we had loans outstanding under the Credit Facility of $210.0 and contingent obligations from letters
of credit outstanding under the Credit Facility in an aggregate face amount of $36.3. As of December 31, 2019, we also had
loans outstanding under the Master Note Agreement of $135.0. Descriptions of our Credit Facility and Master Note Agreement
are contained in Note 9 of the Notes to Consolidated Financial Statements.
33
Unremitted Foreign Earnings
Approximately $122.7 of cash and cash equivalents are held by non-U.S. subsidiaries. These funds may create foreign currency
translation gains or losses depending on the functional currency of the entity holding the cash. We have considered the financial
requirements of each foreign subsidiary and our parent company and will continue to reinvest these funds to support our
expansion activities outside the U.S., even after taking into consideration the deemed repatriation and transition tax under the
Tax Act. The income tax impact of repatriating cash associated with investments in foreign subsidiaries is discussed in Note 7
of the Notes to Consolidated Financial Statements.
Effects of Inflation
We experienced higher product costs through 2019 relative to 2018 as a result of generalized inflation and tariffs, though the
impact of these items did moderate later in the year as economic activity slowed and conditions around trade stabilized. We
took actions during the year to mitigate the effects of higher product costs, including increasing product prices. These actions
were not able to offset the pressure we experienced on our gross profit percentage in the first half of 2019, but were more
effective at doing so in the second half of 2019. Throughout 2018, we experienced increasing product cost inflation for non-
fastener and, especially, fastener products. We took actions in the latter part of 2017 and throughout 2018, including pricing
adjustments, to offset this inflation. While we succeeded in raising prices through the year, we were not able to do so at the
same rate that our costs rose which negatively affected our profit margins and earnings in 2018. Apart from generalized
inflation, tariffs were instituted on certain products that we source from China, but this occurred later in the year and did not
have a meaningful impact on sales or profits in 2018. Throughout 2017, we experienced increasing product cost inflation,
particularly in our fastener products. We were able to take actions during the period, including pricing adjustments, to mostly
offset this inflation. In the aggregate, the overall impact of inflation and pricing on sales and profits was not material in 2017.
Critical Accounting Policies and Estimates
In preparing our consolidated financial statements in conformity with U.S. GAAP, we must make decisions that impact the
reported amounts of assets, liabilities, revenues and expenses, and the related disclosures. Such decisions include the selection
of the appropriate accounting principles to be applied and the assumptions on which to base accounting estimates. In reaching
such decisions, we apply judgments based on our understanding and analysis of relevant circumstances, historical experience,
and actuarial valuations. Actual amounts could differ from those estimated at the time the consolidated financial statements are
prepared.
Our most significant accounting policies, including Revenue Recognition and Inventories, are described in Note 1 of the Notes
to Consolidated Financial Statements. Some of those significant accounting policies require us to make difficult, subjective, or
complex judgments, or estimates. An accounting estimate is considered to be critical if it meets both of the following criteria:
(i) the estimate requires assumptions about matters that are highly uncertain at the time the accounting estimate is made, and (ii)
different estimates reasonably could have been used, or changes in the estimate that are reasonably likely to occur from period
to period may have a material impact on the presentation of our financial condition, changes in financial condition, or results of
operations. Our most critical accounting estimates include the following:
Allowance for doubtful accounts – This reserve is for accounts receivable balances that are potentially uncollectible. The
reserve is based on an analysis of customer accounts and our historical experience with accounts receivable write-offs. Our
methodology for estimating this reserve includes ongoing reviews of the aging of accounts receivable, the financial condition of
a customer or industry, and general economic conditions. If business or economic conditions change, our estimates and
assumptions may be adjusted as deemed appropriate. Historically, actual required reserves have not varied materially from
estimated amounts.
Inventory obsolescence reserves – These reserves are based on an analysis of inventory trends including reviews of inventory
levels, sales information, and the on-hand quantities relative to the sales history for the product. Our methodology for
estimating these reserves is continually evaluated for factors that could require changes to the reserves including significant
changes in product demand, market conditions, condition of the inventory, or liquidation value. If business or economic
conditions change, our estimates and assumptions may be adjusted as deemed appropriate. Historically, actual required reserves
have not varied materially from estimated amounts.
General insurance reserves – These reserves are for general claims related to workers' compensation, property and casualty
losses, and other general liability self-insured losses. The reserves are based on an analysis of reported claims and claims
incurred but not yet reported related to our historical claim trends. We perform ongoing reviews of our insured and uninsured
risks and use this information to establish appropriate reserve levels. We analyze historical trends, claims experience, and loss
development patterns to ensure the appropriate loss development factors are applied to the incurred costs associated with the
claims made. Historically, actual required reserves have not varied materially from estimated amounts.
34
New Accounting Pronouncements
A description of new accounting pronouncements is contained in Note 1 of the Notes to Consolidated Financial Statements.
Geographic Information
Information regarding our revenues and long-lived assets by geographic area is contained in Note 2 and Note 3 of the Notes to
Consolidated Financial Statements. Risks related to our foreign operations are described earlier in this Form 10-K under the
heading 'Forward-Looking Statements' and 'Item 1A. Risk Factors'.
Certain Contractual Obligations
As of December 31, 2019, we had outstanding long-term debt and facilities, equipment, and vehicles leased under operating
leases. Our future obligations to pay principal of and interest on such long-term debt and to make minimum lease payments
under such operating leases are as follows:
Principal of long-term debt
Interest on long-term debt(1)
Operating leases(2)
Total
Total
2020
$
$
345.0
37.2
261.5
643.7
3.0
10.1
105.1
118.2
2021 and 2022
75.0
2023 and 2024
267.0
18.8
117.2
211.0
8.3
35.5
310.8
After 2024
—
—
3.7
3.7
(1) Interest on the long-term debt outstanding under our Credit Facility was calculated using the interest rates and balances at
December 31, 2019.
(2) Amounts include lease liabilities for pick-up truck leases, which typically have a non-cancelable lease term of less than one
year and are not included on the consolidated balance sheets as an operating lease right-of-use asset.
Purchase orders and contracts for the purchase of inventory and other goods and services are not included in the table above.
Our purchase orders are based on current distribution needs and are fulfilled by our suppliers within short time horizons. We do
not have significant agreements for the purchase of inventory or other goods or services specifying minimum order quantities.
Liabilities for uncertain tax positions have been excluded from the table above due to the uncertainty surrounding the ultimate
settlement and timing of these liabilities, which we believe will be immaterial. A discussion of income taxes is contained in
Note 7 of the Notes to Consolidated Financial Statements.
35
ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISKS
We are exposed to certain market risks from changes in foreign currency exchange rates, commodity steel pricing, commodity
energy prices, and interest rates. Changes in these factors cause fluctuations in our earnings and cash flows. We evaluate and
manage exposure to these market risks as follows:
Foreign currency exchange rates – Foreign currency fluctuations can affect our net investments, our operations in countries
other than the U.S., and earnings denominated in foreign currencies. Historically, our primary exchange rate exposure has been
with the Canadian dollar against the United States dollar. Our estimated net earnings exposure for foreign currency exchange
rates was not material at year end. We have not historically hedged our foreign currency risk given that exposure to date has not
been material. In 2019, changes in foreign currency exchange rates reduced our reported net sales by $14.8 with the estimated
effect on our net earnings being immaterial.
Commodity steel pricing – We buy and sell various types of steel products; these products consist primarily of different types
of threaded fasteners and related hardware. We are exposed to the impacts of commodity steel pricing and our related ability to
pass through the impacts to our end customers. During 2019, the price of commodity steel as reflected in many market indexes
has declined. During 2018, we experienced inflation in the cost of steel products. During 2017, we experienced some inflation
in the cost of steel products.
Commodity energy prices – We have market risk for changes in prices of oil, gasoline, diesel fuel, natural gas, and electricity.
Prices for gasoline and diesel were mostly stable over the course of 2019, resulting in our fuel costs being similarly stable
during the period. This carried over from the latter part of 2018 when the costs of these commodities began to ease. However,
through most of 2018 the prices of these commodities increased, resulting in higher fuel costs for our hub and field-based
vehicles and utility costs for our in-market locations, distribution centers, and manufacturing facilities in the period. Fossil fuels
are also often a key feedstock for chemicals and plastics that comprise a key raw material for many products that we sell. As a
result, rising costs for these commodities resulted in higher costs for many of these products. We believe that over time these
risks are mitigated in part by our ability to pass freight and product costs to our customers, the efficiency of our trucking
distribution network, and the ability, over time, to manage our occupancy costs related to the heating and cooling of our
facilities through better efficiency. In 2019, our estimated net earnings exposure for commodity energy prices was immaterial.
Interest rates - Loans under our Credit Facility bear interest at floating rates tied to LIBOR (or, if LIBOR is no longer
available, at a replacement rate to be determined by the administrative agent for the Credit Facility and consented to by us). As
a result, changes in LIBOR can affect our operating results and liquidity to the extent we do not have effective interest rate
swap arrangements in place. We have not historically used interest rate swap arrangements to hedge the variable interest rates
under our Credit Facility. A one percentage point increase in LIBOR in 2019 would have resulted in approximately $3.2 of
additional interest expense. A description of our Credit Facility is contained in Note 9 of the Notes to Consolidated Financial
Statements.
36
ITEM 8.
FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
To the Stockholders and Board of Directors of
Fastenal Company:
Opinions on the Consolidated Financial Statements and Internal Control Over Financial Reporting
We have audited the accompanying consolidated balance sheets of Fastenal Company and subsidiaries (the Company) as of
December 31, 2019 and 2018, the related consolidated statements of earnings, comprehensive income, stockholders’ equity, and
cash flows for each of the years in the three-year period ended December 31, 2019 and the related notes and financial statement
schedule listed in the table of contents at Item 15 (collectively, the consolidated financial statements). We also have audited the
Company’s internal control over financial reporting as of December 31, 2019, based on criteria established in Internal Control -
Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial
position of the Company as of December 31, 2019 and 2018, and the results of its operations and its cash flows for each of the
years in the three-year period ended December 31, 2019, in conformity with U.S. generally accepted accounting principles.
Also in our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of
December 31, 2019 based on criteria established in Internal Control - Integrated Framework (2013) issued by the Committee of
Sponsoring Organizations of the Treadway Commission.
Change in Accounting Principle
As discussed in Note 1 to the consolidated financial statements, the Company has changed its method of accounting for
operating leases as of January 1, 2019 due to the adoption of ASU 2016-02, Leases (Topic 842).
Basis for Opinions
The Company’s management is responsible for these consolidated financial statements, for maintaining effective internal
control over financial reporting, and for its assessment of the effectiveness of internal control over financial reporting, included
in the accompanying Management’s Annual Report on Internal Control Over Financial Reporting. Our responsibility is to
express an opinion on the Company’s consolidated financial statements and an opinion on the Company’s internal control over
financial reporting based on our audits. We are a public accounting firm registered with the Public Company Accounting
Oversight Board (United States) (PCAOB) and are required to be independent with respect to the Company in accordance with
the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the
PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the
audits to obtain reasonable assurance about whether the consolidated financial statements are free of material misstatement,
whether due to error or fraud, and whether effective internal control over financial reporting was maintained in all material
respects.
Our audits of the consolidated financial statements included performing procedures to assess the risks of material misstatement
of the consolidated financial statements, whether due to error or fraud, and performing procedures that respond to those risks.
Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the consolidated
financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by
management, as well as evaluating the overall presentation of the consolidated financial statements. Our audit of internal
control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the
risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based
on the assessed risk. Our audits also included performing such other procedures as we considered necessary in the
circumstances. We believe that our audits provide a reasonable basis for our opinions.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the
reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally
accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures
that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and
dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit
37
preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and
expenditures of the company are being made only in accordance with authorizations of management and directors of the
company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or
disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also,
projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate
because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
Critical Audit Matter
The critical audit matter communicated below is a matter arising from the current period audit of the consolidated financial
statements that was communicated or required to be communicated to the audit committee and that: (1) relates to an account or
disclosure that is material to the consolidated financial statements and (2) involved our especially challenging, subjective, or
complex judgment. The communication of a critical audit matter does not alter in any way our opinion on the consolidated
financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate
opinion on the critical audit matter or on the account or disclosure to which it relates.
Evaluation of the sufficiency of audit evidence over inventory
As disclosed in the consolidated balance sheets, the Company holds $1,366.4 million of inventory, the majority of
which was held at 3,228 in-market locations, as of December 31, 2019. The Company’s processes to track and
determine consolidated inventory relies on a perpetual inventory system which involves the interaction of multiple
information technology (IT) systems.
We identified the evaluation of the sufficiency of audit evidence obtained related to the quantities of inventory as a
critical audit matter. Evaluating the sufficiency of audit evidence over quantities of inventory required challenging
auditor judgment to assess the number of in-market locations visited, and included the involvement of IT professionals
with specialized skills and knowledge due to the interaction of multiple IT systems to track physical inventory
quantities by locations.
The primary procedures we performed to address this critical audit matter included the following. We tested certain
internal controls over the Company’s perpetual inventory process. The inventory controls included the testing of IT
application controls, as well as controls related to access to program and data, program change, program development,
and computer operations. It also included controls over the physical inventory cycle counts. We involved IT
professionals with specialized skills and knowledge, who assisted in testing IT controls inclusive of the interface of
multiple IT systems which support the Company’s perpetual inventory system. We evaluated the following
information regarding the Company’s inventory quantities:
•
•
•
Historical inventory locations visited;
Inventory dollars by location; and
Inventory cycle count results of the Company, including the results of monitoring and compliance with cycle
count program by in-market location.
On a sample basis, we tested the inventory by counting inventory quantities through location visits during the year to
evaluate the Company’s perpetual inventory records. In addition, we evaluated the overall sufficiency of audit
evidence obtained over the quantities of inventory.
/s/ KPMG LLP
We have served as the Company’s auditor since 1987.
Minneapolis, Minnesota
February 6, 2020
38
December 31
2019
2018
$
174.9
167.2
FASTENAL COMPANY AND SUBSIDIARIES
Consolidated Balance Sheets
(Amounts in millions except share information)
Current assets:
Cash and cash equivalents
Assets
Trade accounts receivable, net of allowance for doubtful accounts of $10.9 and $12.8,
respectively
Inventories
Prepaid income taxes
Other current assets
Total current assets
Property and equipment, net
Operating lease right-of-use assets
Other assets
Total assets
Liabilities and Stockholders' Equity
Current liabilities:
Current portion of debt
Accounts payable
Accrued expenses
Current portion of operating lease liabilities
Total current liabilities
Long-term debt
Operating lease liabilities
Deferred income taxes
Commitments and contingencies (Notes 5, 8, 9, and 10)
Stockholders’ equity:
Preferred stock: $0.01 par value, 5,000,000 shares authorized, no shares issued or
outstanding
Common stock: $0.01 par value, 800,000,000 shares authorized, 574,128,911 and
571,803,838 shares issued and outstanding, respectively
Additional paid-in capital
Retained earnings
Accumulated other comprehensive loss
Total stockholders’ equity
$
$
741.8
1,366.4
16.7
157.4
2,457.2
1,023.2
243.2
76.3
3,799.9
3.0
192.8
251.5
97.4
544.7
342.0
148.2
99.4
—
2.9
67.2
2,633.9
(38.4)
2,665.6
Total liabilities and stockholders’ equity
$
3,799.9
See accompanying Notes to Consolidated Financial Statements.
39
714.3
1,278.7
9.0
147.0
2,316.2
924.8
—
80.5
3,321.5
3.0
193.6
240.8
—
437.4
497.0
—
84.4
—
2.9
3.0
2,341.6
(44.8)
2,302.7
3,321.5
FASTENAL COMPANY AND SUBSIDIARIES
Consolidated Statements of Earnings
(Amounts in millions except earnings per share)
For the year ended December 31
Net sales
Cost of sales
Gross profit
Operating and administrative expenses
Gain on sale of property and equipment
Operating income
Interest income
Interest expense
Earnings before income taxes
Income tax expense
Net earnings
Basic net earnings per share
Diluted net earnings per share
Basic weighted average shares outstanding
Diluted weighted average shares outstanding
2019
2018
2017
$
5,333.7
2,818.3
2,515.4
1,459.4
(1.2)
1,057.2
0.4
(13.9)
1,043.7
252.8
790.9
1.38
1.38
573.2
574.4
$
$
$
4,965.1
2,566.2
2,398.9
4,390.5
2,226.9
2,163.6
1,400.2
1,282.8
(0.5)
999.2
0.4
(12.6)
987.0
235.1
751.9
1.31
1.31
573.9
574.3
(1.0)
881.8
0.4
(9.1)
873.1
294.5
578.6
1.00
1.00
576.4
576.7
See accompanying Notes to Consolidated Financial Statements.
40
FASTENAL COMPANY AND SUBSIDIARIES
Consolidated Statements of Comprehensive Income
(Amounts in millions)
For the year ended December 31
Net earnings
Other comprehensive income (loss), net of tax:
Foreign currency translation adjustments (net of tax of $0.0 in 2019, 2018,
and 2017)
Comprehensive income
$
$
2019
2018
2017
790.9
751.9
578.6
6.4
797.3
(19.7)
732.2
22.2
600.8
See accompanying Notes to Consolidated Financial Statements.
41
FASTENAL COMPANY AND SUBSIDIARIES
Consolidated Statements of Stockholders' Equity
(Amounts in millions)
2019
2018
2017
Common stock
Balance at beginning of year
Balance at end of year
Additional paid-in capital
Balance at beginning of year
Stock options exercised
Purchases of common stock
Stock-based compensation
Balance at end of year
Retained earnings
Balance at beginning of year
Net earnings
Dividends paid in cash
Purchases of common stock
Balance at end of year
Accumulated other comprehensive income (loss)
Balance at beginning of year
Other comprehensive income (loss)
Balance at end of year
Total stockholders' equity
Cash dividends paid per share of common stock
$
$
$
2.9
2.9
3.0
58.5
—
5.7
67.2
2,341.6
790.9
(498.6)
—
2,633.9
(44.8)
6.4
(38.4)
2,665.6
2.9
2.9
8.5
13.4
(24.0)
5.1
3.0
2,110.6
751.9
(441.9)
(79.0)
2,341.6
(25.1)
(19.7)
(44.8)
2,302.7
2.9
2.9
37.4
9.5
(43.6)
5.2
8.5
1,940.1
578.6
(369.1)
(39.0)
2,110.6
(47.3)
22.2
(25.1)
2,096.9
0.87
0.77
0.64
See accompanying Notes to Consolidated Financial Statements.
42
FASTENAL COMPANY AND SUBSIDIARIES
Consolidated Statements of Cash Flows
(Amounts in millions)
For the year ended December 31
Cash flows from operating activities:
Net earnings
Adjustments to reconcile net earnings to net cash provided by
operating activities, net of acquisitions:
Depreciation of property and equipment
Gain on sale of property and equipment
Bad debt expense
Deferred income taxes
Stock-based compensation
Amortization of intangible assets
Changes in operating assets and liabilities, net of acquisitions:
Trade accounts receivable
Inventories
Other current assets
Accounts payable
Accrued expenses
Income taxes
Other
Net cash provided by operating activities
Cash flows from investing activities:
Purchases of property and equipment
Proceeds from sale of property and equipment
Cash paid for acquisitions
Other
Net cash used in investing activities
Cash flows from financing activities:
Proceeds from debt obligations
Payments against debt obligations
Proceeds from exercise of stock options
Purchases of common stock
Payments of dividends
Net cash used in financing activities
Effect of exchange rate changes on cash and cash equivalents
Net increase in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year
Supplemental disclosure of cash flow information:
Cash paid for interest
Net cash paid for income taxes
2019
2018
2017
$
790.9
751.9
578.6
144.6
(1.2)
5.5
15.0
5.7
4.1
(30.4)
(84.4)
(10.4)
(0.8)
10.7
(7.7)
1.1
842.7
(246.4)
6.6
—
0.1
(239.7)
910.0
(1,065.0)
58.5
—
(498.6)
(595.1)
(0.2)
7.7
167.2
174.9
13.9
242.7
$
$
$
134.1
(0.5)
8.1
33.8
5.1
4.1
(120.3)
(193.3)
(28.9)
46.1
46.8
(15.5)
2.7
674.2
(176.3)
9.5
(3.7)
(3.4)
(173.9)
980.0
(895.0)
13.4
(103.0)
(441.9)
(446.5)
(3.5)
50.3
116.9
167.2
12.6
215.3
123.6
(1.0)
8.2
(30.0)
5.2
3.8
(103.7)
(76.3)
(15.6)
36.3
37.6
19.4
(0.9)
585.2
(119.9)
7.4
(58.7)
(8.1)
(179.3)
1,015.0
(980.0)
9.5
(82.6)
(369.1)
(407.2)
5.5
4.2
112.7
116.9
8.7
304.1
See accompanying Notes to Consolidated Financial Statements.
43
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements
Note 1. Business Overview and Summary of Significant Accounting Policies
Business Overview
Fastenal is a leader in the wholesale distribution of industrial and construction supplies operating a branch-based business (with
an increasing number of Onsite locations). Collectively we refer to our branches and Onsite locations as in-market locations.
We have over 3,200 in-market locations located primarily in North America.
Principles of Consolidation
The consolidated financial statements include the accounts of Fastenal Company and its subsidiaries (collectively referred to as
'Fastenal' or by terms such as 'we', 'our', or 'us'). All material intercompany balances and transactions have been eliminated in
consolidation.
Revenue Recognition
Net sales include products and shipping and handling charges, net of estimates for product returns and any related sales
incentives. Revenue is measured as the amount of consideration we expect to receive in exchange for transferring products. All
revenue is recognized when we satisfy our performance obligations under the contract. We recognize revenue by transferring
the promised products to the customer, with the majority of revenue recognized at the point in time the customer obtains control
of the products. We recognize revenue for shipping and handling charges at the time the products are delivered to or picked up
by the customer. We estimate product returns based on historical return rates. Using probability assessments, we estimate sales
incentives expected to be paid over the term of the contract. The majority of our contracts have a single performance obligation
and are short term in nature. Sales taxes and value added taxes in foreign jurisdictions that are collected from customers and
remitted to governmental authorities are accounted for on a net basis and therefore are excluded from net sales.
Accounts Receivable
Credit is extended based upon an evaluation of the customer's financial condition. Accounts receivable are stated at their
estimated net realizable value. The allowance for doubtful accounts is based on an analysis of customer accounts and our
historical experience with accounts receivable write-offs.
Foreign Currency Translation and Transactions
The functional currency of our foreign operations is typically the applicable local currency. The functional currency is
translated into United States dollars for balance sheet accounts, except retained earnings, using current exchange rates as of the
balance sheet date, for retained earnings at historical exchange rates, and for revenue and expense accounts using a weighted
average exchange rate during the applicable period. The translation adjustments are deferred as a separate component of
stockholders' equity captioned accumulated other comprehensive income (loss). Gains or losses resulting from transactions
denominated in foreign currencies are included in cost of sales or operating and administrative expenses.
Cash and Cash Equivalents
We consider all investments purchased with original maturities of three months or less to be cash equivalents.
Inventories
Inventories, consisting of finished goods merchandise held for resale, are stated at the lower of cost (first in, first out method) or
net realizable value. We establish a reserve for excess, slow-moving, and obsolete inventory that is equal to the difference
between the cost and estimated net realizable value for that inventory. These reserves are based on a review and comparison of
the current inventory levels to projected and historical sales of inventory.
Property and Equipment
Property and equipment are stated at cost. Depreciation on property and equipment is provided for using the straight-line
method over the anticipated economic useful lives of the related property. Long-lived assets are reviewed for impairment
whenever events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable. If
circumstances require a long-lived asset or asset group be tested for possible impairment, we first compare undiscounted cash
flows expected to be generated by the asset or asset group to its carrying value. If the carrying value of the long-lived asset or
44
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
asset group is not recoverable on an undiscounted cash flow basis, an impairment is recognized to the extent the carrying value
exceeds its fair value. Fair value is determined through various valuation techniques including discounted cash flow models,
quoted market values, and third-party independent appraisals, as considered necessary. There were no impairments recorded
during any of the three years reported in these consolidated financial statements.
Leases
We determine if an arrangement contains a lease at inception. Operating leases are included in our operating lease right-of-use
('ROU') assets, the current portion of operating lease liabilities, and the operating lease liabilities in our Consolidated Balance
Sheets.
The ROU assets represent our right to control the use of an underlying asset for the lease term, and lease liabilities represent our
obligation to make lease payments arising from the lease. Operating lease ROU assets and lease liabilities are recognized at
commencement date based on the present value of lease payments over the lease term. The operating lease ROU assets also include
any prepaid lease payments made and exclude lease incentives. Lease expense is recognized on a straight-line basis over the lease
term.
Many of our leases include both lease (e.g., fixed payments including rent, taxes, and insurance costs) and nonlease components
(e.g., common-area or other maintenance costs) which are accounted for as a single lease component as we have elected the
practical expedient to group lease and nonlease components for all leases. Our pick-up truck leases typically have a non-
cancelable lease term of less than one year and therefore, we have elected the practical expedient to exclude these short-term
leases from our ROU assets and lease liabilities.
Most leases include one or more options to renew. The exercise of lease renewal options is typically at our sole discretion;
therefore, the majority of renewals to extend the lease terms are not included in our ROU assets and lease liabilities as they are
not reasonably certain of exercise. We regularly evaluate the renewal options and when they are reasonably certain of exercise,
we include the renewal period in our lease term.
As most of our leases do not provide an implicit rate, we use our incremental borrowing rate based on the information available
at the lease commencement date in determining the present value of the lease payments. We have a centrally managed treasury
function; therefore, based on the applicable lease terms and the current economic environment, we apply a portfolio approach
for determining the incremental borrowing rate.
Other Long-Lived Assets
Other assets consist of prepaid deposits, goodwill, and other definite-lived intangible assets. Goodwill represents the excess of
the purchase price over the fair value of net assets acquired. Goodwill is reviewed for impairment annually. The identifiable
intangible assets are amortized on a straight-line basis over their estimated life.
Accounting Estimates
The preparation of the consolidated financial statements in conformity with U.S. generally accepted accounting principles
('GAAP') requires us to make estimates and assumptions that affect the reported amounts of assets and liabilities, revenues and
expenses, and the disclosure of contingent liabilities. Actual results could differ from those estimates.
Insurance Reserves
We are self-insured for certain losses relating to workers' compensation, automobile, health, and general liability costs. Specific
stop-loss coverage is provided for catastrophic claims in order to limit exposure to significant claims. Self-insurance liabilities
are based on our estimate of reported claims and claims incurred but not yet reported.
Product Warranties
We offer a basic limited warranty for certain of our products. The specific terms and conditions of those warranties vary
depending upon the product sold. We typically recoup these costs through product warranties we hold with the original
equipment manufacturers. Our warranty expense has historically been minimal.
45
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
Stock-Based Compensation
We estimate the value of stock option grants using a Black-Scholes valuation model. Stock-based compensation expense is
recognized on a straight-line basis over the vesting period. Our stock-based compensation expense is recorded in operating and
administrative expenses.
Income Taxes
We account for income taxes under the asset and liability method. Under this method, deferred tax assets and liabilities are
recognized for the future tax consequences attributable to differences between the financial statement carrying amounts of
existing assets and liabilities and their respective tax bases. Deferred tax assets and liabilities are measured using enacted tax
rates expected to apply to taxable income in the years in which those temporary differences are expected to be recovered or
settled. The effect on deferred tax assets and liabilities of a change in tax rates is recognized in income in the period that
includes the enactment date.
We recognize the effect of income tax positions only if those positions are more likely than not to be sustained. Recognized
income tax positions are measured at the largest amount that is greater than 50% likely of being realized. Changes in
recognition or measurement are reflected in the period in which the change in judgment occurs. We record interest and penalties
related to unrecognized tax benefits in income tax expense.
Earnings Per Share
Basic net earnings per share is calculated using net earnings available to common stockholders divided by the weighted average
number of shares of common stock outstanding during the year. Diluted net earnings per share is similar to basic net earnings
per share except that the weighted average number of shares of common stock outstanding includes the incremental shares
assumed to be issued upon the exercise of stock options considered to be 'in-the-money' (i.e., when the market price of our
stock is greater than the exercise price of our outstanding stock options).
Segment Reporting
We have determined that for our North American operations we meet the aggregation criteria outlined in the accounting
standards as our various operations have similar (1) economic characteristics, (2) products and services, (3) customers,
(4) distribution channels, and (5) regulatory environments. Considering the insignificance of our operations outside of North
America, we report as a single business segment.
Stock Split
On April 17, 2019, the board of directors approved a two-for-one stock split of the company's outstanding common stock.
Holders of the company's common stock, par value $0.01 per share, at the close of business on May 2, 2019, received one
additional share of common stock for every share of common stock they owned. The stock split took effect at the close of
business on May 22, 2019. All historical common stock share and per share information for all periods presented in the
accompanying consolidated financial statements and notes thereto have been retroactively adjusted to reflect the stock split.
Recently Adopted Accounting Pronouncements
Effective January 1, 2019, we adopted the Financial Accounting Standards Board ('FASB') Accounting Standards Update
('ASU') 2016-02, Leases (Topic 842), which requires the recognition of lease assets and lease liabilities by lessees for those
leases classified as operating leases under previous guidance. The original guidance required application on a modified
retrospective basis with the earliest period presented. In August 2018, the FASB issued ASU 2018-11, Targeted Improvements
to ASC 842, which included an option to not restate comparative periods in transition and elect to use the effective date of ASC
842, Leases, as the date of initial application of transition, which we elected. As a result of the adoption of ASC 842 on January
1, 2019, we recorded both operating lease ROU assets of $227.5 and lease liabilities of $228.3. The adoption of ASC 842 had
an immaterial impact on our Consolidated Statement of Earnings and Consolidated Statement of Cash Flows for the year ended
December 31, 2019. In addition, we elected the package of practical expedients permitted under the transition guidance within
the new standard which allowed us to carry forward the historical lease classification.
Recently Issued Accounting Pronouncements
In June 2016, the FASB issued ASU 2016-13, Measurement of Credit Losses on Financial Instruments, which changes the way
entities recognize impairment of most financial assets. This update is effective for periods beginning after December 15, 2019.
46
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
Short-term and long-term financial assets, as defined by the standard, are impacted by immediate recognition of estimated
credit losses in the financial statements, reflecting the net amount expected to be collected. We have evaluated the requirements
of this standard on our financial assets and have concluded that the adoption of this ASU, beginning January 1, 2020, will have
an immaterial impact on our consolidated financial statements.
Note 2. Revenue
Disaggregation of Revenue
The accounting policies of the operations in the various geographic areas are the same as those described in the summary of
significant accounting policies. Revenues are attributed to countries based on the selling location from which the sale occurred.
In each of the years presented in the tables below, no single customer represented 5% or more of our consolidated net sales.
Our revenues related to the following geographic areas were as follows for the periods ended December 31:
United States
Canada and Mexico
North America
All other foreign countries
Total revenues
2019
4,568.9
606.8
5,175.7
158.0
5,333.7
$
$
Twelve-month period
2018
2017
4,285.5
530.8
4,816.3
148.8
4,965.1
3,842.9
432.3
4,275.2
115.3
4,390.5
The percentages of our sales by end market were as follows for the periods ended December 31:
Manufacturing
Non-residential construction
Other
Twelve-month period
2019
2018
2017
67.5%
12.9%
19.6%
100.0%
66.7%
13.1%
20.2%
100.0%
66.5%
13.0%
20.5%
100.0%
The percentages of our sales by product line were as follows for the periods ended December 31(1):
Introduced
2019
2018
2017
Twelve-month Period
Type
Fasteners(2)
Tools
1967
1996
1993
Cutting tools
Material handling
Janitorial supplies
Hydraulics & pneumatics
35.6%
10.1%
5.8%
6.8%
5.9%
7.3%
4.9%
4.2%
16.3%
3.1%
100.0%
(1) In 2018, we reclassified certain product category designations and have conformed the prior period percentages to the current
34.2%
9.9%
5.7%
6.8%
5.9%
7.8%
4.7%
4.2%
17.9%
2.9%
100.0%
34.9%
10.0%
5.7%
6.8%
5.8%
7.6%
4.7%
4.1%
17.2%
3.2%
100.0%
Safety supplies
Other
Electrical supplies
Welding supplies
1999
1996
1996
1997
1997
1996
year presentation.
(2) The fastener product line represents fasteners and miscellaneous supplies.
47
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
Note 3. Long-Lived Assets
The accounting policies of the operations in the various geographic areas are the same as those described in the summary of
significant accounting policies. Long-lived assets consist of net property and equipment, deposits, goodwill, and other net
intangibles.
Property and equipment at year end consisted of the following:
Land
Buildings and improvements
Automated distribution and warehouse equipment
Shelving, industrial vending, and equipment
Transportation equipment
Construction in progress
Less accumulated depreciation
Property and equipment, net
Our long-lived assets related to the following geographic areas:
United States
Canada and Mexico
North America
All other foreign countries
Total long-lived assets
Note 4. Accrued Expenses
Accrued expenses at year end consisted of the following:
Employee payroll and related taxes
Employee bonuses and commissions
Profit sharing contribution
Insurance reserves
Indirect taxes
Customer promotions and marketing
Other
Accrued expenses
Depreciable Life
in Years
— $
15 to 40
5 to 30
3 to 10
3 to 5
—
$
2019
2018
41.8
423.7
244.5
1,036.2
88.7
132.0
1,966.9
(943.7)
1,023.2
36.3
323.1
229.1
927.6
77.9
152.2
1,746.2
(821.4)
924.8
2019
2018
2017
$
1,238.4
72.2
1,310.6
32.1
947.7
43.0
990.7
14.6
$
1,342.7
1,005.3
919.5
42.8
962.3
12.5
974.8
2019
2018
$
28.7
17.9
13.8
41.1
67.4
52.2
30.4
27.6
22.8
13.0
37.6
63.6
50.9
25.3
$
251.5
240.8
48
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
Note 5. Stockholders' Equity
Dividends
On January 16, 2020, our board of directors declared a quarterly dividend of $0.25 per share of common stock to be paid in
cash on February 28, 2020 to shareholders of record at the close of business on January 31, 2020. We paid aggregate annual
dividends per share of $0.87, $0.77, and $0.64 in 2019, 2018, and 2017, respectively.
Stock Options
Effective January 2, 2020, the compensation committee of our board of directors granted to our employees options to purchase
a total of 877,299 shares of our common stock at an exercise strike price of $38.00 per share. The closing stock price on the
effective date of the grant was $37.23 per share. On the same date, certain of our non-employee directors elected to forgo all or
a portion of the 2020 annual cash retainer in exchange for options to acquire a total of 24,964 shares of our common stock at an
exercise price of $38.00 per share.
The following tables summarize the details of options granted under our stock option plans that were still outstanding as of
December 31, 2019, and the assumptions used to value those grants. All such grants were effective at the close of business on
the date of grant.
Date of Grant
January 2, 2019
January 2, 2018
January 3, 2017
April 19, 2016
April 21, 2015
April 22, 2014
April 16, 2013
April 17, 2012
April 19, 2011
Total
Date of Grant
January 2, 2019
January 2, 2018
January 3, 2017
April 19, 2016
April 21, 2015
April 22, 2014
April 16, 2013
April 17, 2012
April 19, 2011
Options
Granted
Option Exercise
(Strike) Price
Closing Stock
Price on Date
of Grant
December 31, 2019
Options
Outstanding
Options
Exercisable
1,316,924
1,087,936
1,529,578
1,690,880
1,786,440
1,910,000
410,000
2,470,000
820,000
13,021,758
$
$
$
$
$
$
$
$
$
26.00
27.50
23.50
23.00
21.00
28.00
27.00
27.00
17.50
$
$
$
$
$
$
$
$
$
25.705
27.270
23.475
22.870
20.630
25.265
24.625
24.505
15.890
1,279,842
1,019,440
1,197,606
1,220,524
833,593
599,128
97,472
547,112
12,500
6,807,217
29,010
42,370
332,132
447,166
444,589
357,268
58,722
440,310
12,500
2,164,067
Risk-free
Interest Rate
Expected Life
of Option in
Years
Expected
Dividend
Yield
Expected
Stock
Volatility
Estimated Fair
Value of Stock
Option
2.5%
2.2%
1.9%
1.3%
1.3%
1.8%
0.7%
0.9%
2.1%
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
2.9%
2.3%
2.6%
2.6%
2.7%
2.0%
1.6%
1.4%
1.6%
23.96% $
23.45% $
24.49% $
26.34% $
26.84% $
28.55% $
37.42% $
39.25% $
39.33% $
4.40
5.02
4.20
4.09
3.68
4.79
6.33
6.85
5.60
All of the options in the tables above vest and become exercisable over a period of up to eight years. Generally, each option will
terminate approximately nine years after the grant date.
The fair value of each share-based option is estimated on the date of grant using a Black-Scholes valuation method that uses the
assumptions listed above. The risk-free interest rate is based on the U.S. Treasury rate over the expected life of the option at the
time of grant. The expected life is the average length of time over which we expect the employee groups will exercise their
options, which is based on historical experience with similar grants. The dividend yield is estimated over the expected life of
the option based on our current dividend payout, historical dividends paid, and expected future cash dividends. Expected stock
49
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
volatilities are based on the movement of our stock price over the most recent historical period equivalent to the expected life of
the option.
A summary of activities under our stock option plans consisted of the following:
Outstanding as of January 1, 2019
Granted
Exercised
Cancelled/forfeited
Outstanding as of December 31, 2019
Exercisable as of December 31, 2019
Outstanding as of January 1, 2018
Granted
Exercised
Cancelled/forfeited
Outstanding as of December 31, 2018
Exercisable as of December 31, 2018
(1) Weighted average exercise price.
(2) Weighted average remaining contractual life in years.
Options
Outstanding
Exercise
Price(1)
Remaining
Life(2)
7,999,264
$
$
1,316,924
(2,325,073) $
(183,898) $
$
6,807,217
2,164,067
$
24.765
26.000
25.150
24.630
24.890
24.510
5.61
9.00
6.09
4.30
Options
Outstanding
Exercise
Price(1)
Remaining
Life(2)
7,897,816
$
1,087,936
$
(620,766) $
(365,722) $
7,999,264
$
3,108,756
$
24.140
27.500
21.655
24.430
24.765
25.530
5.89
9.00
5.61
3.69
The total intrinsic value of stock options exercised during the years ended December 31, 2019, 2018, and 2017 was $20.2, $4.2,
and $6.9, respectively. The intrinsic value represents the difference between the exercise price and fair value of the underlying
shares at the date of exercise.
At December 31, 2019, there was $13.1 of total unrecognized stock-based compensation expense related to outstanding
unvested stock options granted under the employee stock option plan. This expense is expected to be recognized over a
weighted average period of 3.82 years. Any future change in estimated forfeitures will impact this amount. The total grant date
fair value of stock options vested under our employee stock option plan during 2019, 2018, and 2017 was $5.9, $5.3, and $4.2,
respectively.
Total stock-based compensation expense related to our employee stock option plan was $5.7, $5.1, and $5.2 for 2019, 2018, and
2017, respectively.
Shares Outstanding
Shares of common stock outstanding were as follows:
Balance at beginning of year
Stock options exercised
Purchases of common stock
Balance at end of year
2019
571,803,838
2,325,073
—
574,128,911
2018
2017
575,183,072
578,323,848
620,766
(4,000,000)
571,803,838
659,224
(3,800,000)
575,183,072
50
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
Earnings Per Share
The following tables present a reconciliation of the denominators used in the computation of basic and diluted earnings per
share and a summary of the options to purchase shares of common stock which were excluded from the diluted earnings
calculation because they were anti-dilutive:
Reconciliation
Basic weighted average shares outstanding
Weighted shares assumed upon exercise of stock options
Diluted weighted average shares outstanding
Summary of Anti-dilutive Options Excluded
Options to purchase shares of common stock
Weighted average exercise prices of options
2019
573,202,152
1,239,476
574,441,628
2018
573,933,834
391,694
574,325,528
2017
576,416,870
268,596
576,685,466
2019
—
—
$
2018
3,159,514
27.510
2017
7,048,802
24.925
Any dilutive impact summarized above related to periods when the average market price of our stock exceeded the exercise
price of the potentially dilutive stock options then outstanding.
Note 6. Retirement Savings Plan
The Fastenal Company and Subsidiaries 401(k) and Employee Stock Ownership Plan covers all of our employees in the United
States. Our employees in Canada may participate in a Registered Retirement Savings Plan. The general purpose of both of these
plans is to provide additional financial security during retirement by providing employees with an incentive to make regular
savings contributions. In addition to the participation of our employees, we make annual profit sharing contributions based on
an established formula. The expense recorded under this profit sharing formula was approximately $13.8, $13.0, and $10.6 for
2019, 2018, and 2017, respectively.
Note 7. Income Taxes
Earnings before income taxes were derived from the following sources:
Domestic
Foreign
Earnings before income taxes
Components of income tax expense (benefit) were as follows:
2019:
Federal
State
Foreign
Income tax expense
2018:
Federal
State
Foreign
Income tax expense
2019
2018
2017
977.6
66.1
1,043.7
905.0
82.0
987.0
809.4
63.7
873.1
Current
Deferred
Total
177.4
41.6
22.1
241.1
11.3
0.2
0.2
11.7
188.7
41.8
22.3
252.8
Current
Deferred
Total
143.8
38.8
24.1
206.7
27.4
0.2
0.8
28.4
171.2
39.0
24.9
235.1
$
$
$
$
$
$
51
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
2017:
Federal
State
Foreign
Income tax expense
Current
Deferred
Total
$
$
270.6
33.2
20.5
324.3
(33.1)
3.3
(0.0)
(29.8)
237.5
36.5
20.5
294.5
Income tax expense in the accompanying consolidated financial statements differed from the expected expense as follows:
U.S. federal statutory income tax rate
U.S. federal income tax expense at statutory rate
Increase (decrease) attributed to:
State income taxes, net of federal benefit
Transition tax
Remeasurement of deferred taxes for Tax Act
Other, net
Total income tax expense
Effective income tax rate
2019
2018
2017
$
$
21.0%
219.2
32.8
—
—
0.8
252.8
24.2%
21.0%
207.3
30.2
1.2
(11.5)
7.9
235.1
23.8%
35.0%
305.6
21.5
6.5
(30.8)
(8.3)
294.5
33.7%
The tax effects of temporary differences that give rise to deferred income tax assets and liabilities at year end consisted of the
following:
Deferred income tax assets (liabilities):
Inventory costing and valuation methods
Allowance for doubtful accounts
Insurance reserves
Customer promotions
Stock-based compensation
Operating lease liabilities
Federal and state benefit of uncertain tax positions
Foreign net operating loss and credit carryforwards
Foreign valuation allowances
Other, net
Total deferred income tax assets
Property and equipment
Operating lease ROU assets
Total deferred income tax liabilities
Deferred income tax liabilities
2019
2018
$
$
4.3
2.7
9.1
1.9
3.9
62.5
0.8
3.2
(2.8)
(0.0)
85.6
(114.7)
(61.7)
(176.4)
(90.8)
4.2
3.2
8.1
1.9
5.6
—
0.8
3.2
(2.7)
1.3
25.6
(104.7)
—
(104.7)
(79.1)
52
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
A reconciliation of the beginning and ending amount of total gross unrecognized tax benefits was as follows:
Balance at beginning of year:
Increase related to prior year tax positions
Decrease related to prior year tax positions
Increase related to current year tax positions
Decrease related to statute of limitation lapses
Settlements
Balance at end of year:
2019
2018
$
$
5.3
0.2
(0.2)
4.7
(1.4)
0.0
8.6
4.4
1.8
(0.6)
0.7
(0.9)
(0.1)
5.3
Included in the liability for gross unrecognized tax benefits is an immaterial amount for interest and penalties, both of which we
classify as a component of income tax expense. The amount of gross unrecognized tax benefits that would favorably impact the
effective tax rate, if recognized, is not material. We do not anticipate significant changes in total unrecognized tax benefits
during the next twelve months. The 2019 and 2018 liability is included in deferred income taxes in the Consolidated Balance
Sheets.
We file income tax returns in the United States federal jurisdiction, all states, and various local and foreign jurisdictions. We are
no longer subject to income tax examinations by taxing authorities for taxable years before 2016 in the case of United States
federal examinations, and with limited exception, before 2014 in the case of foreign, state, and local examinations.
On December 22, 2017, the Tax Act was signed into law. The Tax Act made broad and complex changes to the U.S. tax code
which include: a lowering of the U.S. federal corporate income tax rate from 35% to 21% effective January 1, 2018, accelerated
expensing of qualified capital investments for a specific period, and a transition from a worldwide to a territorial tax system
which requires companies to pay a one-time transition tax on certain unrepatriated earnings from foreign subsidiaries.
ASC 740 requires a company to record the effects of a tax law change in the period of enactment which, for us, was fiscal 2017.
ASU 2018-05 provides guidance on the application of the Tax Act which includes allowing a company to record a provisional
amount during the measurement period for the impacts when the necessary information is not available, prepared, or analyzed
in reasonable detail to complete its accounting for the change in the tax law. The measurement period ends when the company
has obtained, prepared and analyzed the information necessary to finalize its accounting, but cannot extend beyond one year.
We recorded income tax expense of $235.1 in 2018, or 23.8% of earnings before income taxes. The effective income tax rate
was significantly impacted by the following two items: (1) The lower corporate tax rate provided by the Tax Act resulted in a
lower tax rate beginning in the first quarter of 2018. The effective income tax rate includes the immaterial impact of the U.S.
tax rate on certain offshore earnings referred to as GILTI, a new deduction for FDII, and the new alternative U.S. tax on certain
BEAT payments from a U.S. company to any foreign related party. (2) Discrete income tax items to adjust our transition tax
liability, reflect the impacts of accelerating depreciation for certain physical assets, and remeasure the impact of the U.S. tax
rate on certain inter-company transactions. These discrete items resulted in approximately $7.1 of income tax benefit during
2018. The accounting for the income tax effects of the Tax Act was complete as of December 31, 2018.
In general, it is our practice and intention to permanently reinvest the earnings of our foreign subsidiaries and repatriate
earnings only when the tax impact is zero or very minimal and that position has not changed subsequent to the one-time
transition tax under the Tax Act. Accordingly, no deferred taxes have been provided for withholding taxes or other taxes that
would result upon repatriation of our approximately $288.1 of undistributed earnings from foreign subsidiaries to the U.S. as
those earnings continue to be permanently reinvested.
Note 8. Operating Leases
We lease space under non-cancelable operating leases for several distribution centers, several manufacturing locations, and
certain branch locations. These leases do not have significant rent escalation holidays, concessions, leasehold improvement
incentives, or other build-out clauses. Further, the leases do not contain contingent rent provisions. We also lease certain semi-
tractors, pick-up trucks, and computer equipment under operating leases.
Certain operating leases for pick-up trucks contain residual value guarantee provisions which would generally become due at
the expiration of the operating lease agreement if the fair value of the leased vehicles is less than the guaranteed residual value.
The aggregate residual value guarantee related to these leases was approximately $90.0. We believe the likelihood of funding
the guarantee obligation under any provision of the operating lease agreements is remote.
53
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
The cost components of our operating leases were as follows for the period ended December 31, 2019:
Operating lease cost
Variable lease cost
Short-term lease cost
Total
Twelve-month Period
Leased
Facilities and
Equipment
Leased
Vehicles
Total
$
$
104.0
10.0
—
114.0
14.1
1.9
27.4
43.4
118.1
11.9
27.4
157.4
Variable lease costs are excluded from ROU assets and lease liabilities and consist primarily of taxes, insurance, and common
area or other maintenance costs for our leased facilities and equipment which are paid based on actual costs incurred by the
lessor as well as variable mileage costs related to our leased vehicles.
Maturities of our lease liabilities for all operating leases are as follows as of December 31, 2019:
2020
2021
2022
2023
2024
2025 and thereafter
Total lease payments
Less: Imputed interest
Present value of lease liabilities
Leased
Facilities and
Equipment
$
$
$
88.3
63.2
39.5
22.5
10.0
3.7
227.2
(10.8)
216.4
Leased
Vehicles
Total
12.7
101.0
8.5
6.0
2.9
0.1
—
30.2
(1.0)
29.2
71.7
45.5
25.4
10.1
3.7
257.4
(11.8)
245.6
The weighted average remaining lease terms and discount rates for all of our operating leases were as follows as of
December 31, 2019:
Remaining lease term and discount rate:
Weighted average remaining lease term (years)
Leased facilities and equipment
Leased vehicles
Weighted average discount rate
Lease facilities and equipment
Leased vehicles
December 31,
2019
3.26
2.89
3.18%
2.70%
Supplemental cash flow information related to our operating leases was as follows for the period ended December 31, 2019:
Cash paid for amounts included in the measurement of lease liabilities:
Operating cash outflow from operating leases
Leased assets obtained in exchange for new operating lease liabilities
Twelve-month
Period
$
117.2
116.1
54
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
Note 9. Debt Commitments
Credit Facility, Notes Payable, and Commitments
Debt obligations and letters of credit outstanding at year end consisted of the following:
2019
2018
Outstanding loans under unsecured revolving credit facility
$
210.0
2.00% Senior unsecured promissory note payable
2.45% Senior unsecured promissory note payable
3.22% Senior unsecured promissory note payable
Total debt
Less: Current portion of debt
Long-term debt
Outstanding letters of credit under unsecured revolving credit facility - contingent obligation
Unsecured Revolving Credit Facility
40.0
35.0
60.0
345.0
(3.0)
342.0
36.3
$
$
365.0
40.0
35.0
60.0
500.0
(3.0)
497.0
36.3
We have a $700.0 committed unsecured revolving credit facility ('Credit Facility'). The Credit Facility includes a committed
letter of credit subfacility of $55.0. The commitments under the Credit Facility will expire (and any borrowings outstanding
under the Credit Facility will become due and payable) on November 30, 2023. In the next twelve months, we have the ability
and intent to repay a portion of the outstanding loans using cash; therefore, we have classified this portion as a current liability.
The Credit Facility contains certain financial and other covenants, and our right to borrow under the Credit Facility is
conditioned upon, among other things, our compliance with these covenants. We are currently in compliance with these
covenants.
Borrowings under the Credit Facility generally bear interest at a rate per annum equal to the London Interbank Offered Rate
('LIBOR') for interest periods of various lengths selected by us, plus 0.95%. Based on the interest periods we have chosen, our
weighted per annum interest rate at December 31, 2019 was approximately 2.7%. We pay a commitment fee for the unused
portion of the Credit Facility. This fee is either 0.10% or 0.125% per annum based on our usage of the Credit Facility.
Senior Unsecured Promissory Notes Payable
We have issued senior unsecured promissory notes under our master note agreement (the 'Master Note Agreement') in the
aggregate principal amount of $135.0. Our aggregate borrowing capacity under the Master Note Agreement is $600.0; however,
none of the institutional investors party to that agreement are committed to purchase notes thereunder.
The notes currently issued under our Master Note Agreement consist of three series. The first is in an aggregate principal
amount of $40.0, bears interest at a fixed rate of 2.00% per annum, and is due and payable on July 20, 2021. The second is in an
aggregate principal amount of $35.0, bears interest at a fixed rate of 2.45% per annum, and is due and payable on July 20, 2022.
The third is in an aggregate principal amount of $60.0, bears interest at a fixed rate of 3.22% per annum, and is due and payable
on March 1, 2024. There is no amortization of these notes prior to their maturity date and interest is payable quarterly.
Note 10. Legal Contingencies
We are involved in certain legal actions. The outcomes of these legal actions are not within our complete control and may not
be known for prolonged periods of time. In some actions, the claimants seek damages, as well as other relief, that could require
significant expenditures or result in lost revenues. We record a liability for these legal actions when a loss is known or
considered probable and the amount can be reasonably estimated. If the reasonable estimate of a known or probable loss is a
range, and no amount within the range is a better estimate than any other, the minimum amount of the range is accrued. If a loss
is reasonably possible but not known or probable, and can be reasonably estimated, the estimated loss or range of loss is
disclosed. In most cases, significant judgment is required to estimate the amount and timing of a loss to be recorded. As of
December 31, 2019, there were no litigation matters that we consider to be probable or reasonably possible to have a material
adverse outcome.
Note 11. Subsequent Events
We evaluated all subsequent event activity and concluded that no subsequent events have occurred that would require
recognition in the consolidated financial statements or disclosure in the Notes to Consolidated Financial Statements, with the
exception of the dividend declaration and stock option activities disclosed in Note 5.
55
Fastenal Company and Subsidiaries
Notes to Consolidated Financial Statements—Continued
Note 12. Selected Quarterly Financial Data (Unaudited)
(Amounts in millions except per share information)
2019:
First quarter
Second quarter
Third quarter
Fourth quarter
Total
2018:
First quarter
Second quarter
Third quarter
Fourth quarter
Total
Net Sales
$ 1,309.3
1,368.4
1,379.1
1,276.9
$ 5,333.7
Net Sales
$ 1,185.8
1,267.9
1,279.8
1,231.6
$ 4,965.1
Gross
Profit
Pre-tax
Earnings
Net
Earnings
Basic Net
Earnings per
Share
(1)
Diluted Net
Earnings per
Share
(1)
624.7
641.2
651.1
598.4
257.5
271.4
278.4
236.4
2,515.4
1,043.7
194.1
204.6
213.5
178.7
790.9
0.34
0.36
0.37
0.31
1.38
0.34
0.36
0.37
0.31
1.38
Gross
Profit
Pre-tax
Earnings
Net
Earnings
Basic Net
Earnings per
Share
(1)
Diluted Net
Earnings per
Share
(1)
577.6
617.7
615.8
587.8
2,398.9
231.9
265.9
259.4
229.8
987.0
174.3
211.2
197.6
168.8
751.9
0.30
0.37
0.34
0.29
1.31
0.30
0.37
0.34
0.29
1.31
(1) Amounts may not foot due to rounding difference.
***End of Notes to Consolidated Financial Statements***
56
ITEM 9.
CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL
DISCLOSURE
None.
ITEM 9A. CONTROLS AND PROCEDURES
Disclosure Controls and Procedures
As of the end of the period covered by this report, we conducted an evaluation, under the supervision and with the participation
of our principal executive officer and principal financial officer, of our disclosure controls and procedures (as defined in Rules
13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934 (the 'Securities Exchange Act')). Based on this evaluation,
the principal executive officer and principal financial officer concluded that our disclosure controls and procedures are effective
to ensure that information required to be disclosed by us in reports that we file or submit under the Securities Exchange Act is
recorded, processed, summarized, and reported within the time periods specified in SEC rules and forms, and is accumulated
and communicated to our management, including the principal executive officer and principal financial officer, to allow for
timely decisions regarding required disclosure.
Attestation Report of Independent Registered Public Accounting Firm
The attestation report required under this item is contained earlier in this Form 10-K under the heading 'Item 8, Financial
Statements and Supplementary Data'.
Management's Annual Report on Internal Control Over Financial Reporting
Our management is responsible for establishing and maintaining adequate internal control over financial reporting as defined in
Rules 13a-15(f) and 15d-15(f) under the Securities Exchange Act. The company's internal control over financial reporting is
designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial
statements for external purposes in accordance with U.S. generally accepted accounting principles. The company's internal
control over financial reporting includes those policies and procedures that:
(i)
(ii)
pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and
dispositions of the assets of the company;
provide reasonable assurance that the transactions are recorded as necessary to permit preparation of financial
statements in accordance with U.S. generally accepted accounting principles, and that receipts and expenditures of
the company are being made only in accordance with authorizations of management and directors of the
company; and
(iii)
provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or
disposition of the company's assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also,
projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate
because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
Under the supervision of our principal executive officer and our principal financial officer, we conducted an evaluation of the
effectiveness of our internal control over financial reporting based on the framework in Internal Control – Integrated
Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission. Based on our
assessment and those criteria, management believes that the company maintained effective internal control over financial
reporting as of December 31, 2019. There was no change in the company's internal control over financial reporting during the
company's most recently completed fiscal quarter that has materially affected, or is reasonably likely to materially affect, the
company's internal control over financial reporting.
/s/ Daniel L. Florness
Daniel L. Florness
President and Chief Executive Officer
/s/ Holden Lewis
Holden Lewis
Executive Vice President and Chief Financial Officer
Winona, Minnesota
February 6, 2020
57
ITEM 9B. OTHER INFORMATION
None.
PART III
ITEM 10. DIRECTORS, EXECUTIVE OFFICERS, AND CORPORATE GOVERNANCE
Incorporated herein by reference is the information appearing under the headings 'Proposal #1—Election of Directors',
'Corporate Governance and Director Compensation—Board Leadership Structure and Committee Membership', 'Corporate
Governance and Director Compensation—Audit Committee', and 'Corporate Governance and Director Compensation—
Delinquent Section 16(a) Reports' in the Proxy Statement.
There have been no material changes to the procedures by which security holders may recommend nominees to the board of
directors since our last report.
In January 2004, our board of directors adopted a supplement to our existing standards of conduct designed to qualify the
standards of conduct as a code of ethics within the meaning of Item 406(b) of Regulation S-K promulgated by the SEC ('Code
of Ethics'). The standards of conduct, as supplemented, apply to all of our directors, officers, and employees, including without
limitation our chief executive officer, chief financial officer, principal accounting officer, and controller (if any), and persons
performing similar functions ('Senior Financial Officers'). Those portions of the standards of conduct, as supplemented, that
constitute a required element of a Code of Ethics are available without charge by submitting a request to us pursuant to the
directions detailed under 'Does Fastenal have a Code of Conduct?' on the 'Investor FAQs' page of the 'Investor Relations'
section of our website at www.fastenal.com. In the event we amend or waive any portion of the standards of conduct, as
supplemented, that constitutes a required element of a Code of Ethics and such amendment or waiver applies to any of our
Senior Financial Officers, we intend to post on our website at www.fastenal.com, within four business days after the date of
such amendment or waiver, a brief description of such amendment or waiver, the name of each Senior Financial Officer to
whom the amendment or waiver applies, and the date of the amendment or waiver.
Information about our Executive Officers
As of the date of filing this Form 10-K, the following individuals were executive officers of the Company:
Name
Daniel L. Florness
William J. Drazkowski
Leland J. Hein
James C. Jansen
Holden Lewis
Sheryl A. Lisowski
Charles S. Miller
Terry M. Owen
John L. Soderberg
Jeffery M. Watts
Reyne K. Wisecup
Employee of
Fastenal
Since
1996
1995
1985
1992
2016
1994
1999
1999
1993
1996
1988
Age
56
48
59
49
50
52
45
51
48
48
56
Position
President, Chief Executive Officer, and Director
Executive Vice President – Sales
Senior Executive Vice President – Sales
Executive Vice President – Manufacturing
Executive Vice President and Chief Financial Officer
Controller, Chief Accounting Officer, and Treasurer
Senior Executive Vice President – Sales
Senior Executive Vice President – Sales Operations
Executive Vice President – Information Technology
Executive Vice President – International Sales
Senior Executive Vice President – Human Resources and Director
Mr. Florness has been our president and chief executive officer since January 2016. From December 2002 to December 2015,
Mr. Florness was an executive vice president and our chief financial officer. From June 1996 to November 2002, Mr. Florness
was our chief financial officer. During his time as chief financial officer, Mr. Florness' responsibilities expanded beyond
finance, including leadership of a portion of our manufacturing division, our product development and procurement, and the
company's national accounts business. Mr. Florness has served as one of our directors since January 2016.
Mr. Drazkowski has been our executive vice president - sales since October 2019. Mr. Drazkowski's responsibilities include
sales and operational oversight of our Western United States business. From December 2016 to September 2019, Mr.
Drazkowski was executive vice president – national accounts sales. From October 2014 to December 2016, Mr. Drazkowski
was our vice president – national accounts sales, from September 2013 to September 2014, he served as regional vice president
of our Minnesota based region, and from November 2007 to August 2013, he served as one of our district managers. Prior to
November 2007, Mr. Drazkowski served in various sales leadership roles at our company.
Mr. Hein has been our senior executive vice president – sales since January 2016. From July 2015 to December 2015, Mr. Hein
was our chief operating officer. Mr. Hein was our president and chief executive officer from January 2015 to July 2015, and our
58
president from July 2012 to December 2014. From November 2007 to July 2012, Mr. Hein was one of our executive vice
presidents – sales. Prior to November 2007, Mr. Hein served in various sales leadership roles at our company.
Mr. Jansen has been our executive vice president – manufacturing since January 2016. Mr. Jansen's responsibilities include
oversight of our industrial services, quality assurance, aerospace, manufacturing operations, and EHS management. From
December 2010 to December 2015, Mr. Jansen was our executive vice president - operations. From November 2007 to
December 2010, Mr. Jansen was our executive vice president – internal operations. From May 2005 to November 2007,
Mr. Jansen served as our leader of systems development (this role encompassed both information systems and distribution
systems development). From April 2000 to April 2005, Mr. Jansen served as regional vice president of our Texas based region.
Mr. Lewis has been our executive vice president and chief financial officer since August 2016. From April 2016 to July 2016,
Mr. Lewis was a senior vice president/equity research-industrial technology with FBR Capital Markets & Co. (a full-service
investment bank). From September 2014 to January 2016, Mr. Lewis was a managing director/equity research-industrial
technology with Oppenheimer & Co Inc. (a full-service investment bank). From August 2002 to August 2014, Mr. Lewis was a
managing director/equity research-industrial manufacturing & distribution with BB&T Capital Markets, a division of BB&T
Securities LLC (a full-service investment bank). Prior to August 2002, Mr. Lewis held similar roles with various other
organizations since 1994. In each of Mr. Lewis' positions prior to joining Fastenal, he was responsible for studying the strategic
and financial direction of companies for the purpose of making investment recommendations to institutional clients.
Ms. Lisowski has been our controller, chief accounting officer, and treasurer since August 2016. Ms. Lisowski was our
controller and chief accounting officer from October 2013 to August 2016, and also served as our interim chief financial officer
from January 2016 to August 2016. From March 2007 to October 2013, Ms. Lisowski served as our controller – accounting
operations. Ms. Lisowski joined Fastenal in 1994 and, prior to March 2007, served in various roles of increasing responsibility
within our finance and accounting team.
Mr. Miller has been our senior executive vice president – sales since January 2020. Mr. Miller's responsibilities include sales
and operational oversight of our Eastern United States business. From November 2015 to December 2019, Mr. Miller was one
of our executive vice presidents – sales. From January 2009 to October 2015, Mr. Miller served as regional vice president of
our southeast central region based primarily in Tennessee and Kentucky. Prior to January 2009, Mr. Miller served in various
sales leadership roles at our company.
Mr. Owen has been our senior executive vice president – sales operations since January 2016. Mr. Owen's responsibilities
include oversight of our e-commerce, marketing, national accounts sales, government sales, FAST Solutions®, Onsite and
vending, our Mansco division, manufacturing, distribution, transportation, product development, supplier development,
procurement, and supply chain. From July 2015 to December 2015, Mr. Owen was one of our executive vice president – sales.
From May 2014 to June 2015, Mr. Owen served as our executive vice president – e-business, and from December 2007 to May
2014, Mr. Owen was regional vice president of our Texas based and Mexico regions. Prior to December 2007, Mr. Owen
served in various distribution center leadership roles at our company.
Mr. Soderberg has been our executive vice president – information technology since May 2016. From May 2014 to May 2016,
Mr. Soderberg served as our executive vice president – sales operations and support. From April 2010 to May 2014, Mr.
Soderberg was one of our vice presidents – sales. From April 2005 to April 2010, Mr. Soderberg served as regional vice
president of our Seattle, Washington based region. Prior to April 2005, Mr. Soderberg served in various sales leadership roles in
the mid-Atlantic area of our company.
Mr. Watts has been our executive vice president – international sales since December 2016. From March 2015 to December
2016, Mr. Watts was our vice president – international sales. From June 2005 to February 2015, he served as regional vice
president of our Canadian region. Prior to June 2005, Mr. Watts served in various sales leadership roles at our company.
Ms. Wisecup has been our senior executive vice president – human resources since December 2016. From November 2007 to
December 2016, Ms. Wisecup was our executive vice president – human resources. Prior to November 2007, she served in
various support roles, including director of employee development. Ms. Wisecup has also served as one of our directors since
2000.
The executive officers are elected by our board of directors for a term of one year and serve until their successors are elected
and qualified. None of our executive officers is related to any other such executive officer or to any of our directors.
59
ITEM 11. EXECUTIVE COMPENSATION
Incorporated herein by reference is the information appearing under the headings 'Corporate Governance and Director
Compensation—Compensation Committee Interlocks and Insider Participation', 'Executive Compensation', and 'Corporate
Governance and Director Compensation—Compensation of our Directors' in the Proxy Statement.
ITEM 12.
SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND
RELATED STOCKHOLDER MATTERS
Incorporated herein by reference is the information appearing under the heading 'Security Ownership of Principal Shareholders
and Management' in the Proxy Statement.
Equity Compensation Plan Information
Number of Securities to
be Issued Upon Exercise
of Outstanding Options,
Warrants, and Rights
Weighted-
Average Exercise
Price of Outstanding
Options, Warrants,
and Rights
(a)
(b)
6,807,217
$
—
6,807,217
24.89
—
Number of Securities
Remaining Available for
Future Issuance Under
Equity Compensation
Plans (Excluding
Securities Reflected in
Column (a))
(c)
13,495,100
—
13,495,100
Plan Category
Equity compensation plans approved by security holders (1)
Equity compensation plans not approved by security holders
Total
(1)
Reflects stock option awards issued and issuable in the future under our Fastenal Company Stock Option Plan and our
Fastenal Company Non-Employee Director Stock Option Plan.
ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE
Incorporated herein by reference is the information appearing under the headings 'Corporate Governance and Director
Compensation—Director Independence and Other Board Matters', 'Corporate Governance and Director Compensation—
Related Person Transaction Approval Policy', and 'Corporate Governance and Director Compensation—Transactions with
Related Persons' in the Proxy Statement.
ITEM 14.
PRINCIPAL ACCOUNTANT FEES AND SERVICES
Incorporated herein by reference is the information appearing under the heading 'Audit and Related Matters—Audit and
Related Fees' and 'Audit and Related Matters—Pre-Approval of Services' in the Proxy Statement.
60
ITEM 15. EXHIBITS AND FINANCIAL STATEMENT SCHEDULES
a) 1. Financial Statements:
PART IV
Consolidated Balance Sheets as of December 31, 2019 and 2018
Consolidated Statements of Earnings for the years ended December 31, 2019, 2018, and 2017
Consolidated Statements of Comprehensive Income for the years ended December 31, 2019, 2018, and 2017
Consolidated Statements of Stockholders' Equity for the years ended December 31, 2019, 2018, and 2017
Consolidated Statements of Cash Flows for the years ended December 31, 2019, 2018, and 2017
Notes to Consolidated Financial Statements
Report of Independent Registered Public Accounting Firm
2. Financial Statement Schedules:
Schedule II—Valuation and Qualifying Accounts
3. Exhibits:
INDEX TO EXHIBITS
Exhibit
Exhibit
Number Description of Document
Number Description of Document
3.1
3.1
Restated Articles of Incorporation of Fastenal Company, as amended (incorporated by reference to Exhibit
Restated Articles of Incorporation of Fastenal Company, as amended (incorporated by reference to Exhibit
3.1 to Fastenal Company's Form 8-K dated as of April 23, 2019 (file no. 000-016125))
3.1 to Fastenal Company's Form 8-K dated as of April 23, 2019 (file no. 000-016125))
3.2
3.2
4.1
4.1
4.2
4.2
4.3
4.3
4.4
4.4
10.1
10.1
10.2
10.2
10.3
10.3
10.4
10.4
10.5
10.5
10.6
10.6
10.7
10.7
10.8
10.8
Restated By-Laws of Fastenal Company (incorporated by reference to Exhibit 3.2 to Fastenal Company's
Restated By-Laws of Fastenal Company (incorporated by reference to Exhibit 3.2 to Fastenal Company's
Form 8-K dated as of January 17, 2019 (file no. 000-16125))
Form 8-K dated as of January 17, 2019 (file no. 000-16125))
Form of Senior Notes due July 20, 2021 (incorporated by reference to Exhibit 4.1 to Fastenal Company’s
Form of Senior Notes due July 20, 2021 (incorporated by reference to Exhibit 4.1 to Fastenal Company’s
Form 8‑K dated as of July 20, 2016 (file no. 000-16125))
Form 8‑K dated as of July 20, 2016 (file no. 000-16125))
Form of Senior Notes due July 20, 2022 (incorporated by reference to Exhibit 4.2 to Fastenal Company’s
Form of Senior Notes due July 20, 2022 (incorporated by reference to Exhibit 4.2 to Fastenal Company’s
Form 8‑K dated as of July 20, 2016 (file no. 000-16125))
Form 8‑K dated as of July 20, 2016 (file no. 000-16125))
Form of Senior Notes due March 1, 2024 (incorporated by reference to Exhibit 4.1 to Fastenal Company's
Form of Senior Notes due March 1, 2024 (incorporated by reference to Exhibit 4.1 to Fastenal Company's
Form 10-Q for the quarter ended March 31, 2017 (file no. 000-016125))
Form 10-Q for the quarter ended March 31, 2017 (file no. 000-016125))
Description of Capital Stock
Description of Capital Stock
Bonus Program for Executive Officers*
Bonus Program for Executive Officers*
Fastenal Company Stock Option Plan as amended and restated effective as of December 12, 2014
Fastenal Company Stock Option Plan as amended and restated effective as of December 12, 2014
(incorporated by reference to Exhibit 10.1 to Fastenal Company's Form 8-K dated December 17, 2014 (file
(incorporated by reference to Exhibit 10.1 to Fastenal Company's Form 8-K dated December 17, 2014 (file
no. 000-16125))*
no. 000-16125))*
Fastenal Company Incentive Plan (incorporated by reference to Appendix A to Fastenal Company's Proxy
Fastenal Company Incentive Plan (incorporated by reference to Appendix A to Fastenal Company's Proxy
Statement dated February 23, 2012 (file no. 000-16125))*
Statement dated February 23, 2012 (file no. 000-16125))*
Fastenal Company Non-Employee Director Stock Option Plan (incorporated by reference to Exhibit 99 to
Fastenal Company Non-Employee Director Stock Option Plan (incorporated by reference to Exhibit 99 to
Fastenal Company's Registration Statement on Form S-8 filed on April 25, 2018 (file no. 333‑224441)).*
Fastenal Company's Registration Statement on Form S-8 filed on April 25, 2018 (file no. 333‑224441)).*
Credit Agreement, dated as of May 1, 2015, among Fastenal Company, the Lenders from time to time party
Credit Agreement, dated as of May 1, 2015, among Fastenal Company, the Lenders from time to time party
thereto, and Wells Fargo Bank, National Association, as Administrative Agent, Swingline Lender and
thereto, and Wells Fargo Bank, National Association, as Administrative Agent, Swingline Lender and
Issuing Lender (incorporated by reference to Exhibit 10.1 to Fastenal Company's Form 8-K dated May 5,
Issuing Lender (incorporated by reference to Exhibit 10.1 to Fastenal Company's Form 8-K dated May 5,
2015 (file no. 001‑16125)).
2015 (file no. 001‑16125)).
First Amendment to Credit Agreement, dated as of November 23, 2015, among Fastenal Company, the
First Amendment to Credit Agreement, dated as of November 23, 2015, among Fastenal Company, the
Lenders from time to time party thereto, and Wells Fargo Bank, National Association, as Administrative
Lenders from time to time party thereto, and Wells Fargo Bank, National Association, as Administrative
Agent (incorporated by reference to Exhibit 10.1 to Fastenal Company's Form 8-K dated November 25,
Agent (incorporated by reference to Exhibit 10.1 to Fastenal Company's Form 8-K dated November 25,
2015 (file no. 001‑16125)).
2015 (file no. 001‑16125)).
Second Amendment to Credit Agreement, dated as of March 10, 2017, by and among Fastenal Company,
Second Amendment to Credit Agreement, dated as of March 10, 2017, by and among Fastenal Company,
the Lenders party thereto, and Wells Fargo Bank, National Association, as Administrative Agent
the Lenders party thereto, and Wells Fargo Bank, National Association, as Administrative Agent
(incorporated by reference to Exhibit 10.1 to Fastenal Company's Form 8-K dated as of March 14, 2017
(incorporated by reference to Exhibit 10.1 to Fastenal Company's Form 8-K dated as of March 14, 2017
(file no. 001‑16125)).
(file no. 001‑16125)).
Third Amendment to Credit Agreement dated as of November 30, 2018 among Fastenal Company, the
Third Amendment to Credit Agreement dated as of November 30, 2018 among Fastenal Company, the
Lenders party thereto, and Wells Fargo Bank, National Association, as Administrative Agent (incorporated
Lenders party thereto, and Wells Fargo Bank, National Association, as Administrative Agent (incorporated
by reference to Exhibit 10.1 to Fastenal Company's Form 8‑K dated December 3, 2018 (file
by reference to Exhibit 10.1 to Fastenal Company's Form 8‑K dated December 3, 2018 (file
no. 001-16125)).
no. 001-16125)).
61
Exhibit
Number Description of Document
10.9
Master Note Agreement dated as of July 20, 2016 by and among (i) Fastenal Company, (ii) Metropolitan
Life Insurance Company, NYL Investors LLC and PGIM, Inc. (formerly known as Prudential Investment
Management, Inc.), as investor group representatives (each, an 'Investor Group Representative'), and
(iii) Metropolitan Life Insurance Company (in its capacity as a purchaser of notes under such Master Note
Agreement) and/or affiliates of any Investor Group Representative who become purchasers of notes under
such Master Note Agreement (incorporated by reference to Exhibit 10.1 to Fastenal Company’s Form 8-K
dated as of July 20, 2016 (file no. 001-16125)).
10.10
13
21
23
31
32
101
104
Omnibus First Amendment to Master Note Agreement and Subsidiary Guaranty Agreement dated as of
November 30, 2018 by and among Fastenal Company, Fastenal Company Purchasing, and Fastenal IP
Company, on one hand, and Metropolitan Life Insurance Company, NYL Investors LLC, PGIM, Inc., and
each holder of Notes that are signatory thereto, on the other hand (incorporated by reference to Exhibit 10.2
to Fastenal Company's Form 8-K dated December 3, 2018 (file no. 001-16125)).
Portions of 2019 Annual Report to Shareholders not included in this Form 10-K (only those sections
specifically incorporated by reference in this Form 10-K shall be deemed filed with the SEC)
List of Subsidiaries
Consent of Independent Registered Public Accounting Firm
Certifications under Section 302 of the Sarbanes-Oxley Act of 2002
Certification under Section 906 of the Sarbanes-Oxley Act of 2002
The following financial statements from the Annual Report on Form 10-K for the year ended December 31,
2019, formatted in Inline XBRL: (i) Consolidated Balance Sheets, (ii) Consolidated Statements of Earnings,
(iii) Consolidated Statements of Comprehensive Income, (iv) Consolidated Statements of Stockholders’
Equity, (v) Consolidated Statements of Cash Flows, and (vi) Notes to Consolidated Financial Statements.
The cover page from the Annual Report on Form 10-K for the year ended December 31, 2019, formatted in
Inline XBRL.
* Management contract or compensatory plan or arrangement required to be filed as an exhibit to this Form 10-K pursuant to
Item 15(b).
ITEM 16.
FORM 10-K SUMMARY
Not applicable.
62
FASTENAL COMPANY
Schedule II—Valuation and Qualifying Accounts
Years ended December 31, 2019, 2018, and 2017
(Amounts in millions)
Balance at
Beginning
of Year
"Additions"
Charged to
Costs and
Expenses
"Other"
Additions
(Deductions)
"Less"
Deductions
Balance
at End
of Year
$
$
$
$
$
12.8
37.6
11.9
39.0
11.2
5.5
69.7 (1)
8.1
66.9 (1)
8.2
68.2 (1)
—
—
—
—
—
7.4
66.2 (2)
7.2
68.3 (2)
7.5
63.8 (2)
10.9
41.1
12.8
37.6
11.9
39.0
Description
Year ended December 31, 2019
Allowance for doubtful accounts
Insurance reserves
Year ended December 31, 2018
Allowance for doubtful accounts
Insurance reserves
Year ended December 31, 2017
Allowance for doubtful accounts
Insurance reserves
(1) Includes costs and expenses incurred for premiums and claims related to health and general insurance.
(2) Includes costs and expenses paid for premiums and claims related to health and general insurance.
34.6
—
$
See accompanying Report of Independent Registered Public Accounting Firm incorporated herein by reference.
63
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this
report to be signed on its behalf by the undersigned, thereunto duly authorized.
SIGNATURES
Date: February 6, 2020
FASTENAL COMPANY
By
/s/ Daniel L. Florness
Daniel L. Florness, President and Chief Executive Officer
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following
persons on behalf of the registrant and in the capacities and on the date indicated.
Date: February 6, 2020
/s/ Daniel L. Florness
Daniel L. Florness, President and Chief Executive Officer
(Principal Executive Officer), and Director
/s/ Holden Lewis
Holden Lewis, Executive Vice President and Chief
Financial Officer (Principal Financial Officer)
/s/ Sheryl A. Lisowski
Sheryl A. Lisowski, Controller, Chief Accounting Officer,
and Treasurer (Principal Accounting Officer)
/s/ Willard D. Oberton
Willard D. Oberton, Director (Chairman)
/s/ Michael J. Ancius
Michael J. Ancius, Director
/s/ Michael J. Dolan
Michael J. Dolan, Director
/s/ Stephen L. Eastman
Stephen L. Eastman, Director
/s/ Rita J. Heise
Rita J. Heise, Director
/s/ Darren R. Jackson
Darren R. Jackson, Director
/s/ Daniel L. Johnson
Daniel L. Johnson, Director
/s/ Nicholas J. Lundquist
Nicholas J. Lundquist, Director
/s/ Scott A. Satterlee
Scott A. Satterlee, Director
/s/ Reyne K. Wisecup
Reyne K. Wisecup, Director
64
DESCRIPTION OF CAPITAL STOCK
The summary of the general terms and provisions of the capital stock of Fastenal Company (the "Company") set forth below does
not purport to be complete and is subject to and qualified by reference to the Company's Restated Articles of Incorporation, as
amended (the "Articles") and Restated By-Laws ("By-Laws," and together with the Articles, the "Charter Documents"), each of
which is incorporated herein by reference and attached as an exhibit to the Company's most recent Annual Report on Form 10-K
filed with the Securities and Exchange Commission. For additional information, please read the Company's Charter Documents
and the applicable provisions of the Minnesota Business Corporation Act (the "MBCA").
Exhibit 4.4
Capital Stock
The Company is authorized to issue up to 805,000,000 shares, of which 5,000,000 have been designated preferred stock, par value
of $0.01 per share ("Preferred Stock") and 800,000,000 have been designated common stock, par value $0.01 per share ("Common
Stock"). As of January 22, 2020, 574,226,297 shares of Common Stock were issued and outstanding and no shares of Preferred
Stock were issued and outstanding.
Voting Rights
The holders of shares of Common Stock are entitled to one vote for each share held of record on all matters submitted to a vote
of shareholders, including the election of directors. The Articles do not permit cumulative voting in the election of directors.
Subject to the rights, if any, of the holders of one or more classes or series of Preferred Stock issued by the Company, each director
of the Company shall be elected at a meeting of shareholders by the vote of the majority of votes cast with respect to that director,
provided that directors of the Company shall be elected by a plurality of the votes present and entitled to vote on the election of
directors at any such meeting for which the number of nominees (other than nominees withdrawn on or prior to the day preceding
the date the Company first mails its notice for such meeting to the shareholders) exceeds the number of directors to be elected.
Voting rights with respect to certain significant corporate transactions may require more than a majority vote in certain circumstances
as described below under "Business Combinations and Other Transactions with 15% Shareholders."
Dividend Rights
Subject to any prior rights of any Preferred Stock then outstanding, the holders of shares of Common Stock are entitled to receive
ratably such dividends as may be declared by the Company's board of directors out of funds legally available therefor.
Liquidation Rights
Upon any liquidation or dissolution of the Company, the holders of shares of Common Stock share ratably, in proportion to the
number of shares held, in the assets available for distribution after payment of all prior claims, including all prior claims of any
Preferred Stock then outstanding.
No Preemptive Rights
Shareholders of the Company shall have no preemptive rights to acquire securities or rights to purchase securities of the Company.
Listing
The Company's Common Stock is currently traded on the Nasdaq Stock Market LLC under the symbol "FAST."
Anti-Takeover Provisions
The Charter Documents and the MBCA contain certain provisions that may discourage an unsolicited takeover of the Company
or make an unsolicited takeover of the Company more difficult. The following are some of the more significant anti-takeover
provisions that are applicable to the Company:
Business Combinations and Other Transactions with 15% Shareholders
The Articles provide that, generally, (i) consolidations, mergers, statutory share exchanges and sales or other dispositions of 10%
or more of the book value of the Company's assets involving a beneficial holder of at least 15% of the stock of the Company
entitled to vote generally in the election of directors ("Voting Stock"), (ii) the acquisition of assets from a beneficial holder of at
least 15% of the Company's Voting Stock equal to or greater than 10% of the book value of the Company's assets, (iii) certain
issuances of stock involving a beneficial holder of at least 15% of the Company's Voting Stock, (iv) liquidations or dissolutions
of the Company proposed by or on behalf of a 15% or more beneficial shareholder, and (v) certain other specified transactions
involving a 15% or more beneficial shareholder, whether or not they otherwise require a shareholder vote, require the affirmative
vote of the holders of at least 75% of the outstanding shares of the Company's Voting Stock, unless (a) the proposed transaction
is first approved by a majority of the continuing directors (generally meaning any director whose election or nomination was
approved by a majority of the currently sitting directors) whose election or nomination was approved by a majority of the continuing
directors), or (b) the consideration to be received by the shareholders of the Company in the proposed transaction meets certain
conditions generally designed to insure that shareholders receive a fair price for their shares, and certain other procedural
requirements in connection with the proposed transaction are followed. A 75% vote of the outstanding shares of the Company's
Voting Stock is required to amend this special voting provision.
Special Meetings of Shareholders; Shareholder Action by Unanimous Written Consent; and Advance Notice of Shareholder
Business Proposals and Nominations
Section 302A.433 of the MBCA provides that special meetings of the Company's shareholders may be called by the Company's
chief executive officer, chief financial officer, two or more directors, or shareholders holding 10% or more of the voting power
of all shares entitled to vote, except that a special meeting demanded by shareholders for the purpose of considering any action
to directly or indirectly facilitate or effect a business combination, including any action to change or otherwise affect the composition
of the board of directors for that purpose, must be called by 25% or more of the voting power of all shares entitled to vote. Section
302A.441 of the MBCA also provides that action may be taken by shareholders without a meeting only by unanimous written
consent. The By-Laws provide an advance written notice procedure with respect to shareholder proposals of business and
shareholder nominations of candidates for election as directors. Shareholders at an annual meeting are able to consider only the
proposals and nominations specified in the notice of meeting or otherwise brought before the meeting by or at the direction of the
board of directors or by a shareholder that has delivered timely written notice in proper form to the Company's general counsel
of the business to be brought before the meeting.
Control Share Provision
Section 302A.671 of the MBCA applies, with certain exceptions, to any acquisition of the Company's Voting Stock (from a person
other than the Company and other than in connection with certain mergers and exchanges to which the Company is a party)
resulting in the acquiring person owning 20% or more of the Company's Voting Stock then outstanding. Section 302A.671 requires
approval of any such acquisitions by both (i) the affirmative vote of the holders of a majority of the shares entitled to vote, including
shares held by the acquiring person, and (ii) the affirmative vote of the holders of a majority of the shares entitled to vote, excluding
all interested shares. In general, shares acquired in the absence of such approval are denied voting rights and are redeemable at
their then fair market value by the Company within 30 days after the acquiring person has failed to give a timely information
statement to the Company or the date the shareholders voted not to grant voting rights to the acquiring person's shares. The control
share provision applies to any corporation that has not expressly provided to the contrary in its articles or in its bylaws approved
by its shareholders. The Articles provide that this provision shall apply.
Business Combination Provision
Section 302A.673 of the MBCA generally prohibits the Company or any of its subsidiaries from entering into any merger, share
exchange, sale of material assets or similar transaction with a 10% shareholder within four years following the date the person
became a 10% shareholder, unless either the transaction or the person's acquisition of shares is approved prior to the person
becoming a 10% shareholder by a committee of all of the disinterested members of the board of directors. The business combination
provision applies to any corporation that has not expressly provided to the contrary in its articles or its bylaws. The Articles provide
that this provision shall apply.
Takeover Offer; Fair Price
Under Section 302A.675 of the MBCA, an offeror may not acquire shares of a publicly held corporation within two years following
the last purchase of shares pursuant to a takeover offer with respect to that class, including acquisitions made by purchase, exchange,
merger, consolidation, partial or complete liquidation, redemption, reverse stock split, recapitalization, reorganization, or any other
similar transaction, unless (i) the acquisition is approved by a committee of the board's disinterested directors before the purchase
of any shares by the offeror pursuant to the earlier takeover offer, or (ii) shareholders are afforded, at the time of the proposed
acquisition, a reasonable opportunity to dispose of the shares to the offeror upon substantially equivalent terms as those provided
in the earlier takeover offer.
Greenmail Restrictions
Under Section 302A.553 of the MBCA, a corporation is prohibited from buying shares at an above-market price from a greater
than 5% shareholder who has held the shares for less than two years unless (i) the purchase is approved by holders of a majority
of the outstanding shares entitled to vote or (ii) the corporation makes an equal or better offer to all shareholders for all other shares
of that class or series and any other class or series into which they may be converted.
Authority of the Board of Directors
The Company's board of directors has the power to issue any or all of the shares of the Company's capital stock, including the
authority to establish one or more series of Preferred Stock, setting forth the designation of each such series and fixing the relative
rights and preferences for each such series, without seeking shareholder approval in most instances. In addition, under the By-
Laws, the Company's board of directors has the right to fill vacancies of the board of directors (including a vacancy created by an
increase in the size of the board of directors).
Exhibit 10.1
Fastenal Company
Bonus Program for Executive Officers
Quarterly Incentives
Our executive officers are eligible for cash incentives through individual bonus arrangements based on improvements in the
overall financial performance of the company and/or their respective areas of responsibility. The bonus arrangements provide
our executive officers with the opportunity to earn a cash bonus for each quarter during a year when we increase our earnings
above a predetermined minimum target.
The primary cash bonuses for all of our named executive officers other than our chief financial officer are based on growth in
pre-tax earnings of the company and/or the officer's area of responsibility. The compensation committee selected pre-tax
earnings as the appropriate metric for calculating cash bonuses for those officers because of the committee's belief that the
focus of the named executive officers should be on profitability, which is the primary driver of shareholder value. The primary
cash bonuses for our chief financial officer are based on growth in company-wide net earnings because his responsibilities
allow him to affect our entire financial position including our tax position. The compensation committee believes that no
named executive officer should earn a cash bonus under this program for a quarter unless financial performance has improved
and therefore sets minimum targets for each quarter that are equal to the earnings achieved for the same quarter in the prior
year. The compensation committee requires growth in earnings before any bonuses can be earned due to its belief that growth is
achievable with superior effort and will generate the cash necessary to expand the company's operations in accordance with our
business plans and increase shareholder value.
The payout percentage used to calculate the amount of each named executive officer's primary quarterly cash bonus reflects the
officer's track record in his or her current position (i.e., newly promoted executives historically have had to prove themselves in
their new positions before earning higher payout percentages) and relative ability to impact profitability.
We do not believe it is necessary for payouts under our primary executive cash incentive program to be capped, as cash bonus
payments to our named executive officers are tied directly to our financial performance so that they increase only if and to the
extent the company's profitability grows. We do not base the cash incentives paid to our executive officers on multiple metrics
since we believe the current design of our executive bonus arrangements, along with our other controls, adequately mitigates
risk and since the use of multiple metrics would not be in furtherance of our goal of keeping our compensation programs
simple, understandable, and transparent, and would risk keeping our executives focused on things other than profitability,
thereby depriving them of the clear feedback and motivation necessary to improve our bottom line.
The compensation committee approved a supplemental return on assets bonus program for 2019 that is discussed under '2019
Incentive Program' below.
2019 Incentive Program
The bonus arrangements for our named executive officers for 2019 were approved by our compensation committee at its last
meeting in 2018. Consistent with prior years, the bonuses for 2019 were based on growth in pre-tax earnings or net earnings of
the company and/or the officer's area of responsibility. The bonuses for each quarter were determined by applying a payout
percentage to the amount by which pre-tax earnings or net earnings exceeded 100% of pre-tax earnings or net earnings for the
same quarter in 2018. The compensation committee determined that the bonus formulas for each of the named executive
officers for 2019 would remain unchanged from those in effect at the end of 2018, except that Mr. Owen's payout percentage
was increased due to changes in his responsibilities. While the compensation committee otherwise maintained the bonus
formulas for each other named executive officer consistent with 2018, it approved a supplemental bonus program for 2019 for
each named executive officer other than Mr. Florness. The supplemental bonus program, known as the ROA (Return on Assets)
Plan, is intended to encourage better management of accounts receivable, inventory, and vehicles and would provide cash
incentive amounts on a quarterly basis for asset management improvement over the same quarter in the prior fiscal year and is
described in more detail below.
The specific bonus opportunities for our named executive officers are summarized in the table below. Each named executive
officer's cash bonus for each quarter during 2019 was determined by applying the payout percentage listed opposite his or her
name below to the amount by which pre-tax earnings or adjusted net earnings of the company and/or the officer's area of
responsibility for that quarter exceeded 100% of such earnings in the same quarter of 2018 (the 'minimum target').
Name
Earnings Type
Mr. Florness
Company-wide pre-tax earnings
Mr. Lewis
Company-wide net earnings
Mr. Owen
Mr. Miller (1)
Company-wide pre-tax earnings
Pre-tax earnings
Ms. Wisecup
Company-wide pre-tax earnings
Payout Percentage
1.25%
0.90%
0.85%
1.00% / 0.20%
0.65%
(1)
The bonuses for Mr. Miller were based on growth in pre-tax earnings for the geographic areas under his leadership
(Eastern United States), with the payout percentage applied to that growth of 1.00%, as well as growth in company
pre-tax earnings, with the payout percentage applied to that growth of 0.20%.
The following table sets out, for each quarter in 2019, our actual and minimum target pre-tax earnings and actual and adjusted net
earnings on a company-wide basis for that quarter, in each case rounded to the nearest thousand. (As indicated above, the 'minimum
target' amount in 2019 was 100% of such earnings in the same quarter of 2018.)
2019
First quarter
Second quarter
Third quarter
Fourth quarter
Actual
Pre-tax Earnings
Minimum Target
Pre-tax Earnings
Actual
Net Earnings
Minimum Target
Net Earnings
$
257,467,000
271,378,000
278,351,000
236,465,000
231,873,000
265,961,000
259,480,000
229,703,000
194,103,000
204,593,000
213,488,000
178,708,000
174,303,000
201,470,000 (1)
195,810,000 (1)
168,698,000
(1)
In calculating the changes in second and third quarter net earnings from 2018 to the comparable quarters in 2019 for
purposes of determining Mr. Lewis’ bonuses for such quarters in 2019, the actual net earnings for such quarters in
2018 were adjusted to exclude the impact of the one-time tax benefit of accelerated depreciation for vending
equipment, maintenance, and repairs for such quarters.
During 2019, the approximate percentage of the actual and minimum pre-tax earnings of the company attributable to our
operations in the geographic area under Mr. Miller's leadership was 43%.
As noted above, an additional short-term cash incentive bonus plan (the 'ROA Plan') was approved by the compensation
committee for our named executives officers for 2019 that was designed to encourage careful management of assets, namely
accounts receivable, inventories, and pick-up trucks. Quarterly bonuses would be payable pursuant to the plan if a specified
level of improvement in asset management relative to the comparable prior year quarter was achieved. Improvement in asset
management was assessed using a two-quarter average of total assets divided by the trailing 12-month net sales, which we refer
to as the 'performance percentage.' If the performance percentage when compared to the prior year benchmark showed
improvement at a level specified in the table below, the named executive officer would receive the corresponding bonus
amount.
Improvement Amount Exceeded
150 basis points
100 basis points (but less than 150 basis points)
50 basis points (but less than 100 basis points)
Bonus Payout
$
$
$
15,000
10,000
5,000
In addition, for each whole percentage improvement (e.g., 41.0%, 40.0%, 39.0%, etc.) a $10,000 bonus would be payable for
the quarter when the new whole percentage threshold was first achieved. Because we did not achieve improvement exceeding
50 basis points in any quarter during fiscal 2019 and also did not achieve a new whole percentage threshold, no bonus amounts
were paid to our named executive officers pursuant to the ROA Plan for fiscal 2019.
2020 Incentive Program
The bonus arrangements for our named executive officers for 2020 were approved by our compensation committee at its last
meeting in 2019. The bonus plans for our named executive officers for 2020 are unchanged from our 2019 bonus plans, except
that Mr. Florness' bonus percentage increased in recognition of his continued growth, performance, and experience in his role
and Mr. Owen’s bonus percentages increased due to changes in his responsibilities.
Subsidiaries of Fastenal Company
Geographic
Location
North America
United States
Canada
Mexico
Subsidiary Name
Fastenal International Holdings Company
Fastenal Company Purchasing
Fastenal Company Leasing
Fastenal IP Company
Fastenal Air Fleet, LLC
River Surplus and Supply, LLC
Fastenal Mexico, LLC
Fastenal Canada, Ltd.
Fastenal Mexico Services S. de R.L. de C.V.
Fastenal Mexico S. de R.L. de C.V.
Central & South America
Panama
Brazil
Colombia
Chile
Asia
Singapore
China
Malaysia
Thailand
India
Fastenal Panama S.A.
Fastenal Latin America, S.A.
Fastenal Brasil Importação, Exportação e Distribuição Ltda.
Fastenal Brasil Participacoes Ltda.
Fastenal Colombia S.A.S.
Fastenal Chile SpA
Fastenal Singapore PTE Ltd.
Fastenal Asia Pacific Limited
FASTCO (Shanghai) Trading Co., Ltd.
Fastenal (Shanghai) International Trading Co. Ltd.
Fastenal (Tianjin) International Trading Co. Ltd.
Fastenal (Shenzhen) International Trading Co. Ltd.
Fastenal Malaysia SDN BHD
Fastenal (Thailand) Ltd.
Fastenal India Sourcing, IT and Procurement Private Ltd.
Fastenal India Wholesale Private Ltd.
Europe
The Netherlands Fastenal Europe, B.V.
Fastenal Europe GmbH
Fastenal Netherlands Holdings, B.V.
Hungary
Fastenal Europe, Kft.
United Kingdom Fastenal Europe, Ltd.
Germany
Czech Republic Fastenal Europe, s.r.o.
Fastenal Europe S.r.l.
Italy
Fastenal Europe RO S.r.l.
Romania
Fastenal Europe AB
Sweden
Fastenal Europe Sp. z o.o.
Poland
Fastenal AT GmbH
Austria
Fastenal Europe Sàrl
Switzerland
Fastenal Europe IE Limited
Ireland
Fastenal Europe, S.L.
Spain
Fastenal Europe FR Sàrl
France
Fastenal Europe BE BV
Belgium
Exhibit 21
Year
Incorporated
Jurisdiction of
Incorporation
1994
1997
1997
2005
2006
2014
2016
2008
1999
1999
2009
2011
2011
2011
2012
2013
2001
2003
2003
2012
2012
2012
2009
2012
2013
2013
2003
2015
2009
2010
2011
2011
2011
2012
2013
2013
2016
2017
2017
2018
2018
2019
Minnesota
Minnesota
Minnesota
Minnesota
Minnesota
Minnesota
Minnesota
Canada
Mexico
Mexico
Panama
Panama
Brazil
Brazil
Colombia
Chile
Singapore
Hong Kong, China
Shanghai, China
Shanghai, China
Tianjin, China
Shenzhen, China
Malaysia
Thailand
India
India
The Netherlands
The Netherlands
Hungary
United Kingdom
Germany
Czech Republic
Italy
Romania
Sweden
Poland
Austria
Switzerland
Ireland
Spain
France
Belgium
CONSENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
The Board of Directors and Stockholders of Fastenal Company:
We consent to the incorporation by reference in the registration statements (No. 333-52765, No. 333-134211, No. 333-162619,
No. 333-176401, and No. 333-224441) on Form S-8 of Fastenal Company of our report dated February 6, 2020, with respect to
the consolidated balance sheets of Fastenal Company and subsidiaries as of December 31, 2019 and 2018, the related
consolidated statements of earnings, comprehensive income, stockholders’ equity, and cash flows for each of the years in the
three-year period ended December 31, 2019, and the related notes and financial statement schedule (collectively, the
consolidated financial statements), and the effectiveness of internal control over financial reporting as of December 31, 2019,
which report appears in the December 31, 2019 annual report on Form 10-K, of Fastenal Company.
Exhibit 23
/s/ KPMG LLP
Minneapolis, Minnesota
February 6, 2020
Exhibit 31
CERTIFICATIONS
I, Daniel L. Florness, certify that:
1.
2.
3.
4.
I have reviewed this annual report on Form 10-K of Fastenal Company;
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material
fact necessary to make the statements made, in light of the circumstances under which such statements were made, not
misleading with respect to the period covered by this report;
Based on my knowledge, the financial statements, and other financial information included in this report, fairly
present in all material respects the financial condition, results of operations and cash flows of the registrant as of, and
for, the periods presented in this report;
The registrant’s other certifying officer and I are responsible for establishing and maintaining disclosure controls and
procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting
(as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
a)
b)
c)
d)
Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be
designed under our supervision, to ensure that material information relating to the registrant, including its
consolidated subsidiaries, is made known to us by others within those entities, particularly during the period
in which this report is being prepared;
Designed such internal control over financial reporting, or caused such internal control over financial
reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability of
financial reporting and the preparation of financial statements for external purposes in accordance with
generally accepted accounting principles;
Evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report
our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period
covered by this report based on such evaluation; and
Disclosed in this report any change in the registrant’s internal control over financial reporting that occurred
during the registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual
report) that has materially affected, or is reasonably likely to materially affect, the registrant’s internal control
over financial reporting; and
5.
The registrant’s other certifying officer and I have disclosed, based on our most recent evaluation of internal control
over financial reporting, to the registrant’s auditors and the audit committee of registrant’s board of directors (or
persons performing the equivalent functions):
a)
b)
All significant deficiencies and material weaknesses in the design or operation of internal control over
financial reporting which are reasonably likely to adversely affect the registrant’s ability to record, process,
summarize and report financial information; and
Any fraud, whether or not material, that involves management or other employees who have a significant role
in the registrant's internal control over financial reporting.
Date: February 6, 2020
/s/ Daniel L. Florness
Daniel L. Florness
President and Chief Executive Officer
(Principal Executive Officer)
Exhibit 31 (Continued)
CERTIFICATIONS
I, Holden Lewis, certify that:
1.
2.
3.
4.
I have reviewed this annual report on Form 10-K of Fastenal Company;
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material
fact necessary to make the statements made, in light of the circumstances under which such statements were made, not
misleading with respect to the period covered by this report;
Based on my knowledge, the financial statements, and other financial information included in this report, fairly
present in all material respects the financial condition, results of operations and cash flows of the registrant as of, and
for, the periods presented in this report;
The registrant’s other certifying officer and I are responsible for establishing and maintaining disclosure controls and
procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting
(as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
a)
b)
c)
d)
Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be
designed under our supervision, to ensure that material information relating to the registrant, including its
consolidated subsidiaries, is made known to us by others within those entities, particularly during the period
in which this report is being prepared;
Designed such internal control over financial reporting, or caused such internal control over financial
reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability of
financial reporting and the preparation of financial statements for external purposes in accordance with
generally accepted accounting principles;
Evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report
our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period
covered by this report based on such evaluation; and
Disclosed in this report any change in the registrant’s internal control over financial reporting that occurred
during the registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual
report) that has materially affected, or is reasonably likely to materially affect, the registrant’s internal control
over financial reporting; and
5.
The registrant’s other certifying officer and I have disclosed, based on our most recent evaluation of internal control
over financial reporting, to the registrant’s auditors and the audit committee of registrant’s board of directors (or
persons performing the equivalent functions):
a)
b)
All significant deficiencies and material weaknesses in the design or operation of internal control over
financial reporting which are reasonably likely to adversely affect the registrant’s ability to record, process,
summarize and report financial information; and
Any fraud, whether or not material, that involves management or other employees who have a significant role
in the registrant's internal control over financial reporting.
Date: February 6, 2020
/s/ Holden Lewis
Holden Lewis
Executive Vice President and Chief Financial Officer
(Principal Financial Officer)
CERTIFICATION UNDER SECTION 906 OF THE SARBANES-OXLEY ACT OF 2002
Pursuant to Section 906 of the Sarbanes-Oxley Act of 2002, each of the undersigned certifies that this periodic report fully
complies with the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of 1934 and that information
contained in this periodic report fairly presents, in all material respects, the financial condition and results of operations of
Fastenal Company.
A signed original of this written statement required by Section 906 has been provided to Fastenal Company and will be retained
by Fastenal Company and furnished to the Securities and Exchange Commission or its staff upon request.
Exhibit 32
Date
February 6, 2020
/s/ Daniel L. Florness
Daniel L. Florness
President and Chief Executive Officer
(Principal Executive Officer)
/s/ Holden Lewis
Holden Lewis
Executive Vice President and Chief Financial Officer
(Principal Financial Officer)
S
R
O
T
C
E
R
D
I
S
R
E
C
I
F
F
O
E
V
I
T
U
C
E
X
E
WILLARD D.
OBERTON
Chairman of the
Board, Retired
President and Chief
Executive Officer,
Fastenal Company
MICHAEL J.
ANCIUS
Vice President and
Chief Financial
Officer, A.L.M. Holding
Company (construction
and energy company)
Director since 1999
Director since 2009
MICHAEL J.
DOLAN
Self-Employed Business
Consultant, Retired
Executive Vice President
and Chief Operating
Officer, The Smead
Manufacturing Company
Director since 2000
STEPHEN L.
EASTMAN
President of the
Aftermarket, Parts,
Garments, and Accessories
Division of Polaris Inc.
(recreational vehicle
manufacturer)
Director since 2015
DANIEL L.
FLORNESS
President and Chief
Executive Officer,
Fastenal Company
RITA J. HEISE
Self-Employed
Business Consultant,
Retired Corporate Vice
President and Chief
Information Officer of
Cargill, Incorporated
Director since 2016
Director since 2012
DARREN R.
JACKSON
Retired Chief Executive
Officer, Advance
Auto Parts, Inc.
Director since 2012
DANIEL L.
JOHNSON
President and Chief
Executive Officer
of M.A. Mortenson
Company (family
owned construction
company)
Director since 2016
NICHOLAS J.
LUNDQUIST
Retired Senior
Executive Vice
President - Operations,
Fastenal Company
SCOTT A.
SATTERLEE
Retired President
of North America
Surface Transportation
Division, C.H. Robinson
Worldwide, Inc.
REYNE K.
WISECUP
Senior Executive
Vice President -
Human Resources,
Fastenal Company
Director since 2019
Director since 2009
Director since 2000
DANIEL L.
FLORNESS
President and Chief
Executive Officer
WILLIAM J.
DRAZKOWSKI
Executive Vice
President - Sales
LELAND J. HEIN
Senior Executive Vice
President - Sales
JAMES C.
JANSEN
Executive Vice
President -
Manufacturing
HOLDEN LEWIS
Executive Vice
President and Chief
Financial Officer
SHERYL A.
LISOWSKI
Controller, Chief
Accounting Officer,
and Treasurer
Employee since 1996
Employee since 1995
Employee since 1985
Employee since 1992
Employee since 2016
Employee since 1994
CHARLES S.
MILLER
Senior Executive Vice
President - Sales
TERRY M. OWEN
Senior Executive
Vice President -
Sales Operations
JOHN L.
SODERBERG
Executive Vice
President - Information
Technology
JEFFERY M.
WATTS
Executive Vice
President -
International Sales
REYNE K.
WISECUP
Senior Executive Vice
President - Human
Resources
Employee since 1999
Employee since 1999
Employee since 1993
Employee since 1996
Employee since 1988
CORPORATE INFORMATION
ANNUAL
MEETING
LEGAL
COUNSEL
The annual meeting of shareholders will be held
at 10:00 a.m., central time, on Saturday, April 25,
2020, at our Customer Experience Center located
at 1858 Service Drive, Winona, Minnesota.
Faegre Drinker Biddle & Reath LLP
Minneapolis, Minnesota
INDEPENDENT
REGISTERED PUBLIC
ACCOUNTING FIRM
KPMG LLP
Minneapolis, Minnesota
HOME
OFFICE
Fastenal Company
2001 Theurer Boulevard
Winona, Minnesota 55987-0978
Phone: 507-454-5374 I Fax: 507-453-8049
FORM
10-K
A copy of our 2019 Annual Report on Form 10-K filed with
the Securities and Exchange Commission is available without
charge to shareholders upon written request to investor
relations at the address of our home office listed on this page.
Copies of our latest press releases, unaudited supplemental
company information, and monthly sales information are
available at: https://investor.fastenal.com.
TRANSFER
AGENT
Equiniti Trust Company
Mendota Heights, Minnesota
10 I
9706563 2019 Annual Report | 2.20 JP | Printed in the USA
2019 ANNUAL REPORT