The big picture: wholesale looking back and forward
We asked wholesalers to share their thoughts on the year gone by and the year ahead for their business and the sector as a whole
GUY SWINDELL
Joint Managing Director, Parfetts
OUR BIGGEST LEARNINGS
2025 has been a year of decisive investment and practical progress, marked by strong depot expansion, rapid growth in delivered service, continued momentum across the Go Local and Shop & Go fascias and a major step forward in digital capability. We have kept our focus on retailers, investing where it makes a difference and keeping operations simple.
Employee ownership continues to give us an advantage, enabling us to respond quickly to market changes and stay focused on what matters. We keep things simple, take costs out wherever possible and support retailers with strong value, clear promotions and a dependable own-label range. Growth across our depots, delivered business and fascias shows that when the basics are done well, they still win.
OUR BIGGEST WINS
Opening the Southampton depot was a standout moment as it gives us access to the south coast and the south east and brings more retailers into reach of our promotional programme, chilled expansion and 250-plus own label products.
Shop & Go’s continued momentum is another highlight, reflecting demand for a modern fascia that keeps price and simplicity at its core.
LOOKING AHEAD
Retailers and suppliers will benefit from our investment in digital, such as real-time data, improved search and scanning, simple access to promotions and better reporting tools. Digital is central to our future growth and will play a much bigger part in how we work with partners.
Value will continue to drive decision making and strong margins and reliable promotions will help retailers maintain footfall and build basket spend. There is an opportunity to guide retailers more closely on category, especially chilled, energy drinks and food to go, and better digital insight will sharpen that support.
WE’RE LOOKING FORWARD TO…
We will drive hard towards a 2,000-store fascia network, building a broader national presence and developing the offer for every store type. Our digital platforms will widen the number of stores we can support, with quicker ordering, clearer insight and a smoother delivered service and reliable, efficient supply chain.
Our own label lines will remain a priority because they deliver straight value and dependable quality, which helps stores hold their margins in a tough trading climate.
EMMA SENIOR
Managing Director, Sugro
OUR BIGGEST LEARNINGS
A lack of certainty has certainly created a headache for wholesale in 2025, along with rising costs such as National Minimum Wage and National Insurance contributions, but we continue to see this resilient channel actively looking for opportunities to adapt their businesses in order to overcome external obstacles.
I am delighted that Sugro has achieved its 19th year of consecutive growth by continuing to listen to what our members need, embracing new categories and suppliers, and being swift to adapt to the latest trends.
Critical to our ongoing success and that of our members, is a continued laser-sharp focus on costs by partnering with third parties to combine our buying power to offer group savings on business costs, such as utility bills. We continue to strengthen our relationships with suppliers and ensure we negotiate the best prices and promotions for our members.
OUR BIGGEST WINS
The launch of our focused ORD tracking system with the support of Ebate, which has been in the pipeline for a number of years.
Our members are diverse and while that brings a multitude of opportunities, it can be complex when looking at ecommerce solutions. This platform will enable members to track their overrider earnings across the various supplier-led criteria, such as growth and core range. This will empower members to maximise their earnings potential and close key distribution gaps, which benefits both the wholesaler and supplier. Feedback from members has been extremely positive and within a couple of months of launching, we already have 30 suppliers on board.
LOOKING AHEAD
We are continuing to focus on our digital offer for members. We are continuing our focus on digital development at both head office and member level.
AI is an exciting, yet quite daunting arena to explore. We have an excellent partnership with b2b.store who have recently led a targeted AI consultancy session with one of our members to identify new ways to drive sales, greater return on investment and productivity into their business.
For those who have embraced it, technology is saving considerable time in businesses and in a tough economic environment, every hour saved on administrative tasks is valuable and can be spent more productively. This might be through AI or something as simple as increasing a wholesaler’s digital offering through their own online ordering systems or WhatsApp. Sugro is very proud of the digital solutions we have provided over the years to our members and in a fiercely competitive market, this remains a key enabler for growth.
WE’RE LOOKING FORWARD TO…
Further strengthening relationships with suppliers and using data and insight. With overhead challenges in all businesses, it is critical that wholesalers understand which bestsellers to stock in order to ensure they maximise sales.
I hope that pricing settles in the market next year to enable us all to catch a breath and really focus on selling more. It has been so volatile in the last few years and continual cost price increases create an unwanted distraction to the running of a business.
MARK DOUGLAS
Marketing Director, Woods Foodservice
OUR BIGGEST LEARNING
Despite the challenges the industry has faced, it has shown fantastic resilience and will continue to do so.
OUR BIGGEST WINS
We joined Caterforce; expanded our range into fresh meat with HG Walter, and we won Best Fruit and Veg Supplier at the Staff Canteen Member’s Choice Awards.
LOOKING AHEAD
Customers are increasingly engaged in the sustainability credentials of wholesalers, so for wholesale businesses which have sustainability as a core element of their identity, like us, this offers a significant opportunity to push this as a strong value proposition.
SIMON HANNAH
CEO, Filshill
OUR BIGGEST LEARNINGS
We have gone from ‘AI curious’ to ‘AI serious’ in 2025, learning that AI rollout is a collective culture shift towards digitisation, not a departmental project. By continuously investing in technological innovation, we remain at the forefront of the sector, including the rollout of electronic shelf-edge labels in our KeyStores, investing in MyEmissions software to track stakeholder emissions, and utilising Strety management system to create greater transparency and actions across all departments.
OUR BIGGEST WIN
Our Filshill 150th Anniversary celebrations have been an incredible experience and confirms what wholesale is really all about – people. To mark this milestone, we have also raised £150k for good causes..
LOOKING AHEAD
We will be driving greater efficiencies, tight cost controls and creating additional revenue streams that play to our strengths. We will also work closely with suppliers to build aligned long-term aspirations with the launch of three-year joint business partnerships.
We will be focusing on AI optimisation projects to drive additional revenue, footfall and margin for KeyStore customers. We will also be increasing product assortment plans to take advantage of market opportunities to make convenience more convenient, and doubling down on the opportunities that enhanced data analysis has identified. We will also be taking advantage of the Glasgow Commonwealth Games and Scotland playing in the FIFA World Cup 2026.
WE’RE MOST LOOKING FORWARD TO…
Seeing the impact of the use of our technology, advanced data analytics and AI on our business and that of our suppliers and customers. And of course, Scotland winning the World Cup!
GARY MULLINEUX
Managing Director, Caterforce
OUR BIGGEST LEARNING
Welcoming a new member with a different target customer but the same culture and ethos makes the group stronger.
OUR BIGGEST WINS
We have achieved double-digit growth, outperforming the market. Our accurate sales data has given our suppliers a clear market read of independent foodservice, and buying collaboration has yielded stronger commercials for the group as a whole.
LOOKING AHEAD
We’re launching even more new marketing initiatives to help our suppliers and members thrive in a challenging market, ensuring Caterforce remains a group that can truly implement a digital marketing strategy across all members. Our members are using AI to improve efficiency and drive their business, and the sector, forward.
WE’RE LOOKING FORWARD TO…
The Caterforce Supplier Conference on 12 November 2026 at Silverstone, of course! This is a must-attend event for all existing and potential suppliers.
TOM GITTINS
Joint Managing Director, The Wholesale Group
OUR BIGGEST LEARNING
It has been a tough year for UK Plc with wholesale no exception. A stagnant economy and rising costs have led to independent wholesalers searching for growth. However, there are still growth opportunities for those who go back to basics.
Focusing on service, availability and value has enabled our wholesalers to grow ahead of the market, and it is now the smart and nimble operators who are seeing growth by winning market share.
More than 90% of our members are delivered wholesalers and a business plan centred around localised delivery combined with a deep understanding of local community has proved to be a winning recipe.
OUR BIGGEST WIN
The formation of The Wholesale Group in January 2025 could not have come at a better time for our members, helping them to unite and create economy of scale wins across retail and foodservice, resulting in a 6.51% group growth within just nine months, bucking the UK trend.
LOOKING AHEAD
Food to go has headroom for growth in the retail environment; a hot food offering is now a given for any respectable convenience store. For 2026, it is essential that wholesalers offer products that work across all end-user types.
WE’RE LOOKING FORWARD TO…
We will be rolling out our bespoke Jake Ai platform in January. Our custom vertical AI solution provides wholesale specific analysis and insight configured around The Wholesale Group ecosystem and support members to grow.
CHARLES BATEMAN
Managing Director, Pilgrim Foodservice
OUR BIGGEST LEARNINGS
To recruit for roles earlier and to keep developing skills within the business.
Finding the right talent at the right time is never easy and the best approach can be to invest in your own team. We have focussed on people development this year, such as supporting van drivers into HGV roles and delivering training programmes that can help people to identify new opportunities within the business.
OUR BIGGEST WINS
We have expanded into new geographical markets and our team has stepped up, showing real commitment to making things work.
Seeing achievements in the business and the people behind it has been hugely rewarding.
LOOKING AHEAD
We are focused on continued growth while keeping things running smoothly by strengthening the operational side of the business, investing in people and infrastructure, and giving our team the tools and support they need to succeed.
Independent hospitality businesses are under a lot of pressure right now and the current landscape isn’t making it any easier, and wholesalers who understand these challenges have the opportunity to step up and offer meaningful support. The key is staying close to customers, listening carefully to what they need and find practical ways to help them succeed.
WE’RE LOOKING FORWARD TO…
Seeing the investments we’ve made over the past 12 months start to come to life and the positive impact they will have on our customers.
JOHN KINNEY
CEO, Unitas
OUR BIGGEST LEARNINGS
Without a doubt, 2025 reaffirmed the value of the foresight and resilience of the independent wholesaler. Agile decision-making, strong supplier collaboration and investment in data capability and new space through extensions or acquisitions have proven essential to seek out growth in an otherwise challenging trading environment. It is clear that those wholesalers that prioritised insight and strong operational disciplines have been best positioned to manage their way through a difficult year.
OUR BIGGEST WIN
Local independent businesses such as convenience stores, cafés and restaurants, bars and takeaways continue to deliver trust, convenience and community value and through Unitas, independents benefit from stronger commercial terms, more impactful promotions, and the operational support needed to retain and grow their customer base.
LOOKING AHEAD
In 2026, we expect to see a decisive shift toward data-driven wholesaling. At Unitas, we’re already seeing members demanding deeper insight into pricing, promotions and category performance. Efficiency, digital maturity and value delivery will define the winners next year, and Unitas is positioning its members to lead in each of these areas.
I believe health and wellness will remain a significant growth engine, alongside functional beverages and world foods. Value-led own label will also continue to expand. At-home meal solutions and food-to-go will be pivotal areas, and Unitas is working closely with suppliers to ensure members are benefitting in these areas.
Preparation for 2026 requires clarity, capability and collaboration. Wholesalers must invest in digital platforms, improve data literacy and strengthen supplier partnerships and utilise AI to help in their decision making. Unitas is focused on delivering the tools, insight, and commercial frameworks that enable members to compete confidently amid evolving market pressures. The recent launch of the Unitas AI Academy designed to provide practical training in AI, relevant to our industry, will ensure our members are well prepared for 2026.
WE’RE LOOKING FORWARD TO…
I’m looking forward to driving the next phase of Unitas’s commercial and digital evolution. Strengthening the strategic value we deliver to members, deepening our supplier partnerships, and accelerating our data and AI agenda will be central priorities.
Unitas is privileged to host some of the biggest and best wholesalers in the UK and while it will remain a challenging marketplace, 2026 will also present significant opportunity, and Unitas and its members will lead from the front to capitalise on these.
MARTIN WARD
Chief Executive, Country Range Group
OUR BIGGEST LEARNINGS
The importance of effective onboarding and integration. 2025 was the first full year for many of our newest members and seeing them fully settle into the group has been incredibly rewarding. Their successful onboarding has enabled us to become more structured, disciplined and, ultimately, far more aligned as a collective.
OUR BIGGEST WINS
A standout achievement has been surpassing our strategic target of reaching £1bn in turnover – with two years to spare. Reaching this milestone not only reflects the hard work of our members but also clearly demonstrates the growing strength and momentum of the group. In addition, we’ve increased our collective purchasing to more than £360m in value, reinforcing the core purpose of any foodservice buying group and proving just how powerful our combined efforts have been.
LOOKING AHEAD
We’ve already begun planning and shaping our next strategic roadmap that will come into effect once the current strategy concludes in 2026. While increasing our buying power and turnover will always be high on our list of objectives, a major focus for this next phase will look at how we can improve and strengthen the support we provide to our members beyond traditional buying activity. We’re analysing how we can provide even more choice and added value to ensure we continue to evolve to meet the changing needs of our members and the challenges faced by chefs, caterers and foodservice operators.
With significant investment in our own-brand portfolio, we have seen sales growth of 16% in the past 12 months, which has been underpinned by the launch of more than 20 new lines. Offering choice, quality and value to help chefs and caterers manage costs, adapt to challenges in the marketplace and take advantage of trends, we will continue to strengthen our portfolio in 2026.
In addition to a raft of new food products, ingredients and solutions set to launch next year, we’re also excited to be fortifying our portfolio with two new non-food brands.
WE’RE LOOKING FORWARD TO…
We are in a powerful position with all members aligned, focused and moving in the same direction, which means we’re all positive and excited about leveraging our collective power and potential in the next 12 months. The foundations are in place for us to further harness the Group’s teamwork, discipline, shared values and scale to guarantee we remain the biggest and most competitive foodservice buying group in the market.
DR JASON WOUHRA OBE
CEO, Lioncroft Wholesale
OUR BIGGEST LEARNINGS
Retailers are shopping differently with a more functional in-the-moment mindset. They spend less stocking up for the future and focus more on what they need to satisfy customer demand right now.
No matter how brilliant it is to order from an app and have it delivered in minutes, you cannot replace the benefits of a bustling high street or a local convenience store where customers are greeted by name. Shopping local will never go out of fashion, particularly at a time when people feel increasingly isolated.
Local convenience stores don’t just offer products but also services such as banking, parcel collections and bill payments and this makes them the hub of their local community, which is invaluable.
OUR BIGGEST WIN
Our annual trade week hit record levels of footfall and sales, proving that products, pricing and promotions are still in demand, but they must be supported by year-round service excellence, which is what our customers rely on us for.
Our Lioncroft own brand has now achieved more than £5m in sales since its creation just two years ago, reflecting the demand for quality own brand products and also demand for authentic world foods.
LOOKING AHEAD
Consumers have less disposable income and as a result, they’re more protective of the money in their wallets, so they are spending differently. Affordable treats are still in favour, but consumers are being cautious, purchasing better quality products less often.
In 2026, wholesalers will need to fight harder for a smaller market and offer crystal clear value. Own brand products are increasing in quality all the time, and provide wholesalers with a point of difference to grow customer loyalty and sales as consumers embrace value alternatives. Choice at every price point: good, better and best, in order to accurately meet demand, will be essential.
A key category to watch out for in 2026 is world foods. As consumers embrace cooking global dishes from scratch, they are actively seeking out authentic products rather than fusion-style ingredients. To reflect this, we have adapted our product range in depot, including our Lioncroft own brand range..
While consumers may have less disposable income to spend, they will be making it count. Just like they’ll spend more but less often on treats, this will also apply to out-of-home occasions – people will still want to go out but they’ll want to make it count, spending on quality rather than quantity. During 2026, there are also a number of key events, such as the FIFA World Cup, which will provide a boost for hospitality.
WE’RE LOOKING FORWARD TO…
In 2026 we will continue to evolve our offer, adding increasing ways to support and influence our customers to drive sales and footfall, including the relaunch of Lifestyle Express. However, while we focus on driving the business forward, it remains critical that we don’t forget Lioncroft’s fundamental principle – to deliver excellence in the way we operate with the best possible products, pricing and service. After all, this is what has ensured our success for more than 55 years.
DAVID LUNT
Managing Director, NBC Group
OUR BIGGEST LEARNINGS
This has to be the speed at which the sector is experiencing consolidation and how suppliers, buying groups and members have responded to the challenges. As a buying group we can be a safe haven for our members. As a route-tomarket solution, we are an essential source of brands for our members, and a safe pair of hands for suppliers.
Coordinating our suppliers’ needs into actionable plans has been the biggest challenge, and we continue to deliver on our promises.
OUR BIGGEST WIN
Business continuity – retaining access to brands, remaining competitive in the market, supplying products at great, net prices, in realistic quantities – despite the obvious challenges.
LOOKING AHEAD
We would like to engage with more like-minded businesses that share our values. We want to develop our relationships with our supplier partners that deliver growth for them.
The biggest opportunities will be all about maximising efficiencies; developing cash-driven product categories; utilising technology to streamline the supply chain; embrace and successfully engage with further consolidation plans; and remain confident during a period of economic uncertainty.
DAWOOD PERVEZ
Managing Director, Bestway Wholesale
2025 was a year defined by resilience across the independent sector, a renewed focus on customer needs, and meaningful transformation inside our business – from digital capability to supply chain strength to how we support retailers on the ground.
OUR BIGGEST LEARNINGS
The importance of agility – not just reacting to the market but anticipating what’s coming next. Inflation, shifting consumer habits and regulatory uncertainty all required us to think differently and move quickly.
Data and insight are now as important as price when it comes to supporting our customers and helping retailers drive profit.
This year has underlined how volatile the supply landscape has become. Channel strategies that once felt stable are now shifting or collapsing altogether, and this reinforces the need for a level playing field across the industry – ensuring wholesalers can compete fairly with retailers, discounters and online giants such as Amazon. Through all of this, the fundamentals still matter: availability, reliability and trust remain the backbone of our approach.
OUR BIGGEST WINS
It has been our Golden Anniversary year, marking 50 years since our founder, Sir Anwar Pervez, opened our first depot. To celebrate this, we’ve put unprecedented investment back into the business, including our 50 Weeks of Promotions – a huge success, offering consistent, meaningful value for retailers at a time when margins have been under enormous pressure.
We’ve strengthened our digital platforms, making it easier for retailers to access personalised promotions, real-time pricing and improved ordering functionality.
Another milestone was the launch of the Retail Good Food Network. This is a major initiative aligned with the government’s new Ten Year Health Plan, helping retailers champion healthier choices for their shoppers without compromising margin.
Our 50th year has allowed us to reflect on our heritage and reaffirm our commitment to independent retailers.
LOOKING AHEAD
We’re preparing for 2026 with a strong sense of focus and our investment plans centre on: sharpening value for retailers; deepening digital capability; and strengthening our retail fascia support.
We are also working closely with suppliers to build future-fit supply chains – essential in what remains a volatile environment.
There are some significant opportunities ahead for wholesalers who are ready to seize them. Firstly, the ongoing shift towards little-and-often shopping continues to favour convenience retailers, and wholesalers can drive this by offering sharper promotions and more mission-focused ranges.
Secondly, food-to-go and fresh are evolving fast and retailers and wholesalers who can deliver quality, choice and consistency will see strong growth.
Thirdly, those who can harness data to deliver targeted support, personalised pricing and smarter promotions will create real competitive advantage for retailers.
And as supplier channel strategies continue to fragment or collapse, there is a major opportunity, and a necessity, for wholesalers to push for a level playing field. Ensuring equal access, fair terms and transparent routes to market is critical if the sector is to compete effectively with supermarkets, discounters and Amazon.
WE’RE LOOKING FORWARD TO…
What excites me most is the spirit of entrepreneurship we’re seeing in retailers. Their drive, creativity and commitment to community gives me huge confidence for the year ahead.
