With a combined revenue of $21 trillion and $2.1 trillion in profits, the 2026 Fortune 500 is the definitive list of America's largest companies.

Fortune 500

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Industries included in the sector are diversified, electronics, and food and grocery.

Fortune Sector Leaders: Wholesalers

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

This year’s Fortune 500 marks the 68th running of the list.

Total revenue for the world’s biggest companies fell 4.8% to $31.7 trillion this year—the first decline in half a decade.

As the largest publicly traded wholesale distributor of health and specialty food in the U.S. and Canada, the company acts as Whole Foods' main supplier. United Natural Foods (UNFI) has been focused on diversifying revenue streams—Whole Foods made up 18% of UNFI's revenue in 2020—and recently launched Community Marketplace, an online platform connecting retailers with smaller suppliers who aren’t stocked in UNFI’s own warehouses.

Fortune Global 500

This year’s Fortune 500 marks the 67th running of the list.

This year's Fortune 500 marks the 66th running of the list.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

This year's Fortune 500 marks the 62nd running of the list.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

Key Financials (last Fiscal Year)

Revenues ($M)

Profits ($M)

Assets ($M)

Total Stockholder Equity ($M)

Profit Ratios

Profit as % of Revenues

Profits as % of Assets

Profits as % of Stockholder Equity

Earnings Per Share (last Fiscal Year)

Earnings Per Share ($)

EPS % Change (from prior fiscal year)

EPS % Change (5 year annual rate)

EPS % Change (10 year annual rate)

Total Return

Total Return to Investors (last year)

Total Return to Investors (5 year, annualized)

Total Return to Investors (10 year, annualized)

United Natural Foods, or UNFI, distributes natural, organic, and specialty foods, as well as produce and conventional grocery and non-grocery products in the U.S. and Canada. Its product portfolio includes perishable and frozen foods, personal care and wellness items, bulk foods, and pet food. UNFI markets products under several brand names including Wild Harvest, Albert’s Organics, and Woodstock Farms. The company operates in wholesale and retail segments, offering retail store support, pricing strategy, advertising, store design, network and data housing, and administrative back-office solution services.

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United Natural Foods (UNFI): Company Profile, Stock Price, News, Rankings

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United Natural Foods

united natural foods

Thank you for standing by. At this time, I would like to welcome everyone to the UNFI fourth quarter fiscal 2026 earnings call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. Today, we ask you limit your questions to one question and one follow-up. If you would like to ask a question during this time, simply press star followed by the number one on your telephone keypad. If you would like to withdraw your question, press star one again. Thank you. I would now like to turn the call over to Jeremy Perrone, Senior Vice President of Investor Relations and Corporate Development. You may begin.

Good morning, and welcome to UNFI's fourth quarter and full year fiscal 2026 earnings conference call. Our earnings press release and presentation, which management will speak to, are available under the investor section of the company's website. We have also included a supplemental disclosure file with key financial information. Joining me for today's call are Sandy Douglas, our Chief Executive Officer, and Matteo Tarditi, our President and Chief Operating Officer. Before we begin, I would like to remind everyone that comments made by management during today's call may contain forward-looking statements. These forward-looking statements include plans, expectations, estimates, and projections that might involve significant risks and uncertainties. These risks are discussed in the company's earnings release and SEC filings. Actual results may differ materially from the results discussed in these forward-looking statements. Additionally, Sandy and Matteo will refer to certain non-GAAP financial measures.

Definitions and reconciliations to the most comparable GAAP financial measures are included in our press release and at the end of the earnings presentation. Now, over to Sandy.

Thank you, Jeremy, and thank you everyone for joining us this morning. In the fourth quarter of fiscal 2026, UNFI delivered solid results in line with our most recent outlook and completed a strong second year of our strategy to add value for customers and suppliers while becoming a more effective and efficient company. Through consistent execution of our value creation strategy, we delivered fourth quarter adjusted EBITDA of $172 million, which contributed to full-year adjusted EBITDA growth of 27%, and free cash flow of $80 million in the fourth quarter and $323 million for the full year. We reduced our year-end net leverage ratio to 2.2x, more than a full turn less than last year. At the same time, we strengthened capabilities to help our customers and suppliers grow profitably, continued improving our operating model, and built momentum as we enter fiscal 2027.

Now turning to slide six. Let me take a few minutes to review UNFI's target addressable market, the basis for our value creation strategy. Over the past two decades, many of the most successful food retailers have built growth strategies centered on differentiation. While value remains critically important, many shoppers also continue to seek healthier foods, innovative products, and locally relevant experiences. As a result, food retailers with differentiated value propositions have steadily gained share within the grocery industry over time. We continue to see this trend across a wide range of retailers, including natural and organic grocers, as well as smaller chains and independents with unique, locally relevant offerings. These retailers are the foundation of UNFI's approximately $90 billion target addressable market, which is expected to grow in the low single digits over time.

Our focus is helping these customers execute growth strategies to differentiate their shopping experiences in the marketplace and better compete with mass and discount retailers. Through a combination of our proprietary analysis and third-party research, we estimate retailers within our target addressable market grew in the low single digits and increased their combined share of the grocery industry by approximately 30 basis points compared to last year's fourth quarter. Within this backdrop, UNFI delivered low single-digit underlying sales growth in line with our target addressable market. As we've discussed previously, our reported sales included the impact of accretive network optimization actions and the unwind of short-term project work in our natural product segment, partially offset by the cycling of last year's cyber event. Excluding those factors, our underlying sales performance remained largely in line with the most consistent and growth-oriented portions of the market.

Importantly, we believe our target addressable market will continue to grow because of the quality of our customer base and their alignment with enduring consumer priorities around health, innovation, quality, and value. Turning to slide seven. Our value creation strategy is purpose-built for this part of the market and anchored on two priorities: adding value for customers and suppliers and becoming a more effective and efficient company. First, we're adding value for customers and suppliers by enhancing account management, merchandising and supplier support programs, innovative private brands, and professional services that help our partners differentiate, compete, and profitably grow. Second, we're improving effectiveness and efficiency across the business through next-generation supply chain technology and productivity initiatives that are steadily improving safety, quality, and delivery accuracy for our partners while reducing our operating costs.

Together, these strategic capabilities represent our roadmap to building a company that can best serve the most growth-oriented parts of our industry while supporting shared profitable growth for our customers, our suppliers, and for UNFI. Turning to slide eight. In fiscal 2026, we made solid progress on our roadmap to strengthen our core capabilities while continuing to improve daily execution. This year, we launched more than 130 new private brand SKUs, including a variety of innovative health-forward options. In Q4, we also refreshed one of our core seafood brands that offers a unique combination of quality and value. We've seen private brands continue to grow steadily across the industry, playing an important role in many retailers' differentiation strategies. We also continue to enhance our supplier support programs, which several of our investors saw in real-time at our holiday and winter selling shows.

Most recently, we added new AI-enabled features on the UNFI Insights platform to make it easier for our suppliers to assess store-level performance, improve demand planning, and achieve their goals. Throughout fiscal 2026, we also made progress towards becoming a more effective and efficient company. We continued to optimize our network to better serve our customers and suppliers over time while investing in technology to support long-term growth. In the fourth quarter, we consolidated our Racine, Wisconsin facility and expanded our nearby Joliet, Illinois DC with full-case automation, which is now in the early stages of implementation. We also completed the rollout of our AI-powered supply chain and procurement planning platform to all DCs in our network, which is helping to steadily improve fill rates and inventory management while increasing free cash flow. In addition to technology investments, we focused equal attention on strengthening processes across our network.

By year-end, we completed the initial deployment phase of Lean Daily Management in 44 distribution centers, which is enabling ongoing improvements in our safety, quality, delivery, and cost metrics. While we've made progress this year, we still see significant opportunities to continue improving our capabilities as well as our effectiveness and efficiency across the business. The leadership updates we recently announced are another step forward in aligning our operating model more closely to our value creation strategy. Matteo's expanded role as President and Chief Operating Officer brings together our sales, supply chain, technology, and lean organizations, creating stronger alignment between our customer relationships and our operational execution. We're also sharpening our focus on commercial capability building under Louis Martin's leadership. On that note, I'm pleased to officially welcome Alfredo Luchini as our new Chief Financial Officer who is joining us on today's call.

We're excited to have him on board as we continue executing our strategic priorities with strong financial discipline. Turning to slide nine. We've achieved significant improvement as we cap the second year of our value creation strategy with momentum continuing into fiscal 2027. Over the past two years, we have consistently delivered on our earnings and cash flow commitments. We've grown adjusted EBITDA to over $700 million, generated substantial free cash flow, and reduced net leverage from 4x in fiscal 2024 to 2.2x in fiscal year 2026. These results reflect the impact of our value creation strategy and the actions we've taken to improve execution, increase efficiency, and strengthen the company's financial foundation. In fiscal 2027, we're positioned for another year of continued progress with Adjusted EBITDA up high single digits, sustained free cash flow generation, and lower net leverage while returning to profitable growth.

As Matteo will detail shortly, the midpoint of our Adjusted EBITDA outlook is $25 million above the targets we communicated during our 2025 Investor Day, reflecting our strong performance in fiscal 2026. Although it's early, we would expect this favorability to flow through to fiscal 2028. Importantly, we're confident in our ability to deliver long-term profitable growth within the most resilient segments of the grocery retail industry. Looking ahead, our teams remain laser-focused on helping our customers execute their differentiation strategies, supporting our suppliers' growth with these retailers, and continuing to improve the service that we deliver every day. With that, I'll turn the call over to Matteo to discuss our fourth quarter results and fiscal 2027 outlook in more detail.

Thank you, Sandy, and good morning, everyone. Our fourth quarter results reflect disciplined execution of our value creation strategy. We delivered another quarter of underlying sales growth and improved operating leverage, closing out a strong fiscal 2026, in which we generated meaningful adjusted EBITDA growth and free cash flow while improving our financial flexibility. Today, I will provide additional insight into our fourth quarter and full-year results, our year-end financial position and capital structure, and our outlook for fiscal 2027. With that, let's turn to our results. Starting with slide 11, fourth quarter sales were over $7.6 billion, bringing full-year sales to approximately $31.2 billion, in line with the updated outlook we provided in June. Fourth quarter reported sales declined by less than 1% compared to last year.

Excluding our planned optimization actions, short-term project work, and the impact of cycling last year's cyber event, our underlying wholesale sales grew in line with our $90 billion target addressable market. We estimate the impact of optimization was approximately 500 basis points, the impact of short-term project work was approximately 150 basis points, and last year's fourth quarter was impacted by the temporary lost sales due to last year's cyber incident. The majority of our customers buy both natural and conventional products to support the unique go-to-market strategies in the local markets they serve. Underlying sales in our natural product segment again outperformed the broader market, reflecting strong execution and continued shopper demand for natural, organic, fresh, and specialty products. Meanwhile, underlying sales declined mid-single digits in the conventional product segment.

In retail, total sales were lower by 8%, largely reflecting planned strategic store actions as we optimize our footprint and strengthen the foundation of the business. In the fourth quarter, comp same-store sales decline improved by approximately 150 basis points from the third quarter, even after adjusting for last year's cyber impact. We are encouraged by the steady progress, though our comp strategy is still in its early innings. Let's move to slide 12 to review profitability drivers in the quarter. Our gross margin rate in the fourth quarter was 13.7%, approximately 30 basis points higher compared to last year, reflecting the benefits of our optimization work and favorable customer mix. In the fourth quarter, we made some incremental investments in technology, supply chain, and commercial capabilities to accelerate the expected benefits from these actions.

Operating expenses came in at about 12.9% of net sales, which was in line with our expectations. While we still have significant opportunities to improve, we continue to demonstrate progress on fill rate, on-time deliveries, and throughput. These gains reflect the benefits of our effectiveness and efficiency initiatives, including network optimization, investments in our next-generation supply chain, and expanding Lean practices across our distribution center network. Our disciplined execution and solid expense management resulted in adjusted EBITDA of $172 million, bringing full-year adjusted EBITDA to $701 million, near the top of our guidance range. Our adjusted EBITDA margin rate in the quarter was approximately 2.3% of net sales, reflecting another quarter of solid margin improvement.

The strong operating performance, along with lower net interest expense from reduced net debt and refinancing activities, as well as lower depreciation expense, resulted in fourth quarter adjusted EPS of $0.69 and full-year adjusted EPS of $2.65, above the high end of our guidance range. Looking to slide 13, during the fourth quarter, we continued to improve our effectiveness and efficiency by deploying new technology solutions and by further embedding Lean practices across our network. As Sandy mentioned, one of the key actions we made in the quarter was relocating operations from an older distribution center in Wisconsin to an upgraded facility in Illinois, equipped with automated case pick and each pick technologies.

While it is still early and we have more work to do, we expect that this move will help us more effectively serve customers and suppliers in the Midwest over time while generating operating efficiencies for UNFI. This is the latest example of our network optimization planning. We have also completed the initial deployment phase of Lean Daily Management to 44 distribution centers. With Lean Daily Management scaling across our DC network, we delivered our fourth consecutive quarter of year-over-year improvements in fill rates, on-time deliveries, and throughput. We have made steady progress, but still believe we have significant runway to continue improving upon these metrics. To do that, we plan to deploy Lean 2.0, which advances systems and processes beyond our initial implementation so we can solve more problems closer to the point of impact. Lean will continue to be an important part of my new role.

Turning to slide 14, our strategic and operational discipline, combined with our planned CapEx spend, supported free cash flow of $80 million in the quarter, bringing our full year to $323 million, in line with our expectations, and $84 million higher than fiscal 2025. This also represents the highest full-year free cash flow we have delivered to date. This free cash flow helped lower our net leverage ratio to 2.2x, a 1.1 turn improvement from the end of fiscal 2025. Net debt at the end of fiscal 2026 was less than $1.6 billion for the first time since fiscal 2018. In the fourth quarter, we repurchased about 420,000 shares of our stock for approximately $21 million, bringing our total for the fiscal year to about 1.25 million shares for approximately $50 million, equating to an average price per share of $40.15.

Our 8-K this morning also stated that our board of directors has authorized a new $200 million share repurchase program that replaces the one that was set to expire this month. This new program and the repurchases we have made to date reflect our conviction in our long-term value creation strategy. We also took action to reduce the cost of our capital structure in the fourth quarter, repricing our term loan from SOFR+ 475 basis points to SOFR+ 400 basis points, which is expected to reduce annual interest expense by another $3 million on top of the savings generated by the refinancing of the ABL earlier in the year. Looking at slide 15, we finished fiscal 2026 with operating momentum, and as we look to fiscal year 2027, our guidance reflects our confidence in the continued execution of our value creation strategy.

Sales are expected to be in the range of $31.2 billion-$31.8 billion, up 1% at the midpoint. This outlook reflects the remaining impact from the optimization actions we yet have to cycle. As a result, year-over-year sales are expected to decline in the first quarter before returning to profitable growth in the second half. Adjusted EBITDA is expected to be in the range of $730 million-$780 million, representing a high single-digit growth rate at the midpoint. As Sandy mentioned, $25 million above the target we communicated at Investor Day. The midpoint of our sales and adjusted EBITDA guidance implies year-over-year margin expansion of 10 basis points, positioning us to achieve the fiscal 2028 margin rate target that we set at our Investor Day one year earlier than planned.

This expected margin expansion is largely driven by the continued execution of initiatives already underway and the timing of their anticipated benefits. Because these benefits are expected to build throughout the year, we expect revenue and earnings growth to be slightly weighted toward the second half, with the first quarter expected to follow historical trends for adjusted EBITDA as the lowest quarter of the year. We expect an adjusted EPS range of $3-$3.50 per share, representing an increase of about $0.60 per share or 23% growth at the midpoint. These ranges represent a high-confidence case supported by multiple initiatives across the business to achieve these targets.

Also, to reiterate what Sandy stated, we presently expect adjusted EBITDA in fiscal 2028 to grow approximately 10% versus our 2027 guidance midpoint, in line with the long-term growth rate we provided at our Investor Day and implying incremental margin expansion above our long-term targets. Turning to CapEx, we expect to deploy approximately $300 million in fiscal 2027, reflecting a higher level of organic investments to advance our capabilities, as well as our effectiveness and efficiency agenda. This includes targeted automation, ERP deployment, and broader technology initiatives designed to simplify processes and provide better and faster insights to operate the business. We will take a methodical, paced approach to technology investments, focusing on targeted implementations first, then a broader deployment. Our outlook for fiscal 2027 free cash flow is between $275 million and $325 million, which reflects a year-over-year step-up in capital spending offsetting the EBITDA growth.

The midpoint of $300 million is also in line with our long-term target. We also expect to reduce net debt and improve our leverage ratio to under2x by end of fiscal 2027. From a capital allocation perspective, we will continue to prioritize organic investments and deleveraging, and we will also evaluate opportunistic share repurchases. Overall, we remain confident in our long-term value creation strategy. Closing on slide 16, as we begin the new fiscal year, we remain focused on continuing to support our customers and suppliers as they execute their unique growth strategies in a dynamic operating backdrop while simultaneously delivering our financial commitments. We continue to see significant opportunities ahead to strengthen our capabilities, improve execution, and create long-term value for all our stakeholders. With that, operator, please open the line for questions.

At this time, I would like to remind everyone, in order to ask a question, press star, then the number one on your telephone keypad. Your first question comes from the line of Edward Kelly with Wells Fargo. Please go ahead.

Yeah. Hi. Morning, guys. I wanted to start on the top line. Obviously, still seeing some optimization headwinds. Could you provide a little bit more color on the 150 basis points of short-term project work? As we think about the upcoming year, can you help us a little bit in terms of the top-line outlook by division and a little bit more on the cadence? I am just curious if there is any other optimization stuff that you are maybe contemplating that is not in the guide.

Good morning, Ed. First, I would say the simplest way to understand the project work is that a large natural retailer asked us to help them make a strategic transition, and we did some significant fresh business for them as a bridge from where they were to where they were going.

This is a very appropriate use of our resources. It was profitable, and we are in the process of cycling it now, having made the transition. It is approximately 150 basis point drag on our reported sales results. From an outlook standpoint, as Matteo said in his comments, we see 2027 as a year that we will return to growth. We still continue to lap some of the optimization results that we achieved last year, so we can quantify the headwind there, along with the tailwinds that we estimate from the success of our customer base and our target addressable market, as well as our pipeline, which are part of the mix that lead to a low single-digit guide for the year, with an emphasis that growth is restored in the second half as we have pretty much fully lapped the optimization initiatives that are part of the base.

And just on where you are in terms of optimization overall, potential for further activity in the future?

Sure. DC optimization is really an initiative that we undertook to make sure that our DC fleet is designed for the future opportunity that we see in the business. We have taken a number of actions so far. We continue to look at it to make sure that on an ongoing basis, our DCs are in the right spot with the right technology. It involves both increases in DC space, technology, new DCs, as well as transitioning some DCs, sometimes merging them to make them more efficient. The mainstream of the initiative is something that we are in the process of cycling, but we will continue to look at it.

Your next question comes from the line of Alex Slagle with Jefferies. Please go ahead.

Thanks, and good morning. Congrats on the progress. Just wanted to follow up on Ed's question a little bit more, if there's any other color on the segment level. Just trying to think if conventional and retail, can the top line start to flatten out at some point in the back half? And on the bottom line, whether you expect what the contribution could look like for those two segments, natural versus conventional.

Hey, good morning, Alex. First of all, we are pleased with the performance that the two segments deliver in 2026. Think about natural growing top line about 7% and growing EBITDA 19%, showing stronger breaking leverage. And then conventional was going through an important year of creative network optimization, growing EBITDA by more than 50%. So solid foundation to start with. When you think about 2027, we don't necessarily guide by segment, but let me give you a little bit of color. The low single-digit growth for the top line is rooted into the customer strength that Sandy said, the $90 billion market that continues to grow at low single digits, and the commercial capabilities we're building. And inside the low single-digit guidance, we continue to see natural organic specialty products to grow faster than the average market and the portfolio.

What I expect to continue to see strength from the natural products, we continue to have our initiatives on productivity largely underway, and then the return to profitable growth to compound on getting the EBITDA up 8% at the midpoint.

One final point I'd make is that ultimately our product set is designed to serve the assortments of our customers. The natural evolution would be that customers are beginning to focus more on healthier, more differentiated product sets, which drives growth in natural. But our conventional products are particularly important products in many assortments. And while their year-over-year growth may be negative, the total combination adds value to customers and drives our growth proposition.

Got it. Thank you. On the 2027, 2028 targets, how do the higher fuel costs impact this outlook and just the magnitude of the incremental headwind? I know it's something we initially weren't looking at a couple years ago when we set the plan.

Yeah, Alex, we talked in the 3Q for two calls about a $5 million net fuel impact in each quarter, and that's in the high-confidence mode that we always apply for our outlook, what we model for 2027. Equally importantly, if not more, is the countermeasures that we continue to deploy against fuel prices. The first one is we have some fuel hedges in place to mitigate some of the inbound costs. Second, we have customer and supplier contractual escalations that again, go through a lag and a phase in, but they are in place to protect. The third one, which is the most important, is the continuous focus on route optimization. How do we continue to reduce miles per delivery and optimize routes so the whole system benefits from lower fuel consumption besides contractual escalations and hedges?

Your next question comes from the line of Kelly Bania with BMO Capital. Please go ahead.

Good morning, and thanks for taking our questions, and congrats on the leadership announcements. I wanted to go back again to the top line, I guess, that kind of underlying low single-digit sales growth that you noted for the quarter. Should we assume that you kind of got back 100% of the cyber incident impact in the quarter? I am just trying to tighten that math up a little bit. And as well, you mentioned in the press release, onboarding of additional business from both new and existing customers. Can you share any color on the timing and magnitude and drivers for that new business?

Hi, Kelly. The way I would describe the flow of the business is that I will start with the pipeline. We have continued to earn bigger shares of our customers' business. It is the best kind of growth because it signals a healthy relationship, and it often includes economies of scale. It is a real focus for us to continue to earn our customers' business. That is a component of the outlook in terms of sales. We also have new banners, which are new relationships. Obviously, we have netted out any other changes in our customer base to be able to come to the guide. What we have communicated today, and I think it is the best way to think about it, is that the first quarter will continue to have a heavy amount of cycling from the optimization.

The second half of the year, we think will be fully back to growth. That gives you an idea of the staging, both of the pipeline and of the cycling of optimization. Finally, relative to the cyber event of last year, in general, we believe we have completely cycled it as we enter the first quarter. There are little impacts here or there, but we worked very hard last year to manage through that in a way that was focused 100% on our customer's impact. We did so in a way that was expedited, although it was, as everyone remembers, very challenging. As we sit here today, we are a stronger company from a technology and security standpoint, and our customers have the benefit of that capability build, and this is solidly in the rearview mirror for them and for us.

Your next question comes from the line of Leah Jordan with Goldman Sachs. Please go ahead.

Hi. Good morning. Thank you for taking our question. I wanted to ask about food inflation. What are you seeing today? What is embedded within your outlook for FY 2027? And then how are you thinking about forward buying opportunities in the year ahead? I think you have a small tailwind that you have to lap in the front half of this coming year that you gained last year. Thank you.

Hey, good morning, Leah. First of all, our strategy with suppliers and through our supply chain is always to keep our prices low, stable, and predictable. That is the best answer and the best response to the industry and for our customers. When you think about our fiscal 2027 outlook, we've embedded low single-digit assumption for inflation, recognizing, though, that the environment is dynamic and it includes areas like energy, logistics. We talked about fuel. It is consistent with the signals that we receive. Again, our focus is to continue to work with our suppliers and our operational capabilities to keep prices low. Relative to procurement gains, again, very similarly, our strategy is always to work with our suppliers to avoid inflation and to avoid price increases, and we always view procurement gains as temporary and secondary.

If you think about the $150 million EBITDA growth in 2026, very largely driven by the productivity efforts, the creative network optimization, a very residual part was driven by procurement gains. So we may be lapping some in the first and second quarter when we had them a little bit higher. But what we embed in our 2027 outlook is low single-digit inflation and basically no reliance on procurement gains, on out-of-pattern, let's say, procurement gains.

Okay. That is helpful. Thank you. And then maybe could you provide more detail on the trends in your retail business? What are you seeing across the competitive environment in your regions? What are you seeing from the consumer? It just continues to be kind of a top line and margin headwind for you. So how are you thinking about that?

Yeah. Leah, it is Sandy. The way I describe our retail initiatives, it is early days. David Best, our retail CEO, has his management team in place. They have developed a strategy, and they are in the early stages of implementing it. As Matteo said in his remarks, we are seeing sequential improvement in the top-line and bottom-line performance. We will have more to say about that as we get more experience. But as you know, in particular, Cub is a great learning lab for us. And the management team that has been put in place is very high quality. We work closely with our franchise partners in the Twin Cities area, and we are excited about the potential, but early days as of now.

Let me answer your second question, I forgot to, about competitive environment. Broadly speaking, retail is and has always been, in my entire professional life, a very competitive business, and it still is. Ultimately, if you look at the way we have segmented the business, and there is a slide that is in our provided materials, we continue to see natural, organic, and specialty players grow and gain share. We continue to see differentiated grocery companies grow and gain share. And we continue to see discounters grow and gain share. And they each do it in their own unique way.

At UNFI, our focus is trying to help retailers wherever they are segmented, particularly those that may not have been as differentiated in the past, like Cub, for example, to really take the actions necessary to create a winning strategy for their business on value, on assortment, and on unique experiences. I think we can follow Cub as an example, and that effort goes for all our customers, and we are seeing some early results from providing that support on top of a bed of continuously improving execution.

Your next question comes from the line of John Heinbockel with Guggenheim Securities. Please go ahead.

Hey, Sandy. I wanted to start with fill rate, up 2%. How is natural fill rate progressing? Because I know that is obviously lower than conventional. Is that growing faster? Where do you see the opportunity there? I guess it is very hard to tell how much sales you are leaving on the table because the fill rate is not higher. But maybe you can talk to that.

Sure, John. Good, insightful question. Broadly, we're seeing fill rates improve in conventional and natural at about the same rate. However, you're right, conventional fill rates are higher, and it makes sense that they are. They're fast-moving consumer goods, lot fewer SKUs, and generally volume is more stable, and there's plenty of supply. On the natural side, with all the innovation and the slow-moving SKUs, it's a whole different ballgame. But we have created an enterprise level project on fill rate. We consider improving it to be at the top of the most important things we can do for our customers, and that includes owning them. The ultimate position that we want to put our customers in is being in stock at really very high levels.

Underneath that, understanding demand, understanding ordering patterns, understanding promotions, and working with suppliers to get a differentiated amount of inventory, and then using technology, which we've implemented as you know, RELEX across our system, to leverage AI to make sure that we're continuing to order and fulfill in the most technology supported way. We're making some progress. But we continue to see it as the biggest improvement opportunity we're working on, and we expect to continue to improve.

Maybe a second question. If you think about, you break out natural and conventional, but then you have the customer types that are differentiated. So when I think about conventional product sales through less or undifferentiated channels, how do you think about that? I would guess over time, as conventional gets smaller and as these customer types get smaller, you would think that your enterprise top line would gradually strengthen. Is that fair?

Yeah, I think so. The way I look at it is that customers have their own assortment strategies, and what our job is to support that. Now, the advice we're offering is a couple fold as it relates to assortment. First, on items that are comparable with discounters, we need to work together to get costs down so our customers can be competitive. Beyond that, though, there's tremendous opportunities to decomparablize and move assortments towards private labels, which is a major focus of ours, as well as natural, organic, and specialty, A, because they're not comparable, and B, because they're on trend. So to some degree, we're going to force that transition and mix simply by strategy and by consumer demand. But what I'll also tell you is that approximately 90% of our customers buy at least some of both.

I return back to how I started, which was we are in the business of selling the products our customers want to sell. But at the end of the day, the math of it is going to be what you suggested, I expect, and I believe the health and wellness trends in food are enduring and will go for a long time.

Your next question comes from the line of Mark Carden with UBS. Please go ahead.

Good morning. Thanks so much for taking the questions. To start, you walked through the competitive backdrop on the retail side of the business a bit earlier. Are you guys seeing any shift in competitive intensity on the distribution side of the business, just given the duration of some of the recent pressures that we have seen in grocery? You guys obviously have a bit more favorable exposure with your target market, but has there been any shift on either upfront money or on price in general? Thanks.

Mark, I would say broadly that the wholesale industry continues to be very competitive. I think what may be taking place is some incremental segmentation about where different players are focused. But you have to talk to the other companies to understand their strategy. I would not be the right spokesperson for it. But ultimately, we operate a very efficient business with low margins, and our productivity and operational improvement drives our margin expansion, not our price increases. We remain competitive, but we are focused, as we said many times, on a subsegment of the market and particular needs and capabilities that support the strategy of customers in those segments.

That puts us, to a degree, in our own spot in the industry, although it's a very competitive industry and we continue to sharpen our execution to make sure that our customers believe they're getting the best value for what they're trying to accomplish.

Great. That's helpful color. As a follow-up, you guys called out the focus on Lean 2.0. Can you walk through just how this differs from your initial deployment, where you see the most opportunity for incremental improvement, and how you're planning on phasing in these changes to your DC base? Is it voluntary like the first phase? Could this be implemented more quickly? Just color there. Thanks.

Good morning, Mark. Pleased with the progress with the first phase. We deploy the basics of Lean Daily Management at 44 DCs. Really what we saw in the last four quarters is green shoots of improvements in fill rates, on-time delivery, throughput, but still a very large opportunity in front of us. We call them green shoots as a start, but there is a lot to do. When you think about 2.0, the plan here is to start going much deeper into two specific areas. The first one is management routines, and specifically, how do we strengthen the problem-solving and daily management programs? We spoke about the teams huddling at 7:00 A.M. at 44 DCs to look at the key performance indicators.

We're going to start going much deeper into the countermeasures and how do we deploy technology, how do we deploy stronger quality, et cetera, to problem solve. The second area then is going to be continuous improvement, right? The Japanese word would be kaizen, but it's how do you then take your foundation and you keep thinking about eliminating waste, improving effectiveness, improving efficiency.

The plan here is to go a little bit on the volunteering basis as we did with the 44 DCs, but we also start having a better understanding of where are the larger opportunities based on customer feedback, customer impact, suppliers, out of stock, et cetera. That's how we're going to prioritize. It's going to be a little bit less of just raising your hand. It's a smarter way to cross-check where is the biggest impact, where is the opportunity.

Mark, the one build I'd put on that is Matteo's answer to that question gives you a pretty good example of why we're optimistic about the impact he's going to make as Chief Operating Officer with sales, customer, and supply chain, and Lean, and IT reporting to him. We're able to push that mix together and begin to take things to the next level.

Great. Thanks so much and good luck, guys.

Your next question comes from the line of Scott Mushkin with R5 Capital. Please go ahead.

Thanks, guys. I have two questions, but before that, I just wanted to say what an incredible job you guys have done with this company over the last two years, and it's much appreciated. So first question is more short term, and it's industry related. Obviously, you guys outlined the way you can grow. But in the broad industry, it looks like we're going to have some volume pressures as GLP-1s continue to erode demand, and then also building price pressures throughout the whole industry. I was just wondering if you could kind of put UNFI in that, if that's correct, and how your business performs in that environment, if that's the short-term environment.

Hey, Scott. Clearly there are some macros that are impacting everyone. I think the largest right now is fuel prices and the reduction of food assistance or SNAP programs, and that is impacting retail. GLP-1s are also impacting volume, but there is a positive and a negative. The negative is volume goes down, the positive is that healthier food goes up. Those are the three macros. Ultimately, retailers respond to it differently. Our exposure is attached to how our $90 billion target addressable market retailers action against the environment they are in. As I mentioned earlier, broadly speaking, they are making sure that their value is right, they are making sure that their assortment is right, and then they are continuing to work on their in-store experience, depending on what their strategy is.

Ultimately, the environment is dynamic. If you look at the chart we have that goes back 20, 25 years, and that certainly includes all the time that I have been in the industry, I have never seen the industry not be dynamic. There have been periods of time when the macros were particularly challenging, but, if you look at it over time, the winners win regardless of the environment.

To some degree, there is a fair amount of opportunities that companies see when things are challenging to double down on their proposition. I do not want to be Pollyanna. We have to work on it. We have to be efficient. We have to improve our execution. We at UNFI think the opportunities to improve our service to our customers are significant and enduring, and we are relentlessly focused on them, and that is particularly important in this environment.

That is great. My second question is more of a long-term question, and obviously, you are going to beat it two times. If you had to prioritize capital, organic growth versus M&A, buyback versus dividend, over a three to five-year period, not like this year, because you are going to have free cash flow in looks like at least it is $300 million going forward. How would you structure that and think about that?

Yeah, great question, Scott. I am going to let Matteo carry most of this. But the first comment I would make is we really have not said anything about the long-term capital allocation strategy other than we are going to continue focusing on deleveraging, investing in the business to drive organic performance in a highly disciplined way, and then opportunistically buying back our shares. I think the broad opportunity over time is to continue to invest capital to drive the highest possible level of customer benefit, and shareholder returns. We continue to work, as a matter of strategy, in a very diligent way to look at that short, medium, and long term. If we had a bias right now, I would say that it is around organic improvement simply because we see so much opportunity to do that.

But that I wouldn't want to foreshadow the ultimate strategy other than to say that's where we are currently focused. Matteo, how would you build on that?

No, you said it perfectly, Sandy. Maybe the only add I would say is that we are taking the CapEx spending for 2027 to about $300 million, which, as you average the last three years, is kind of in line with that 1% of top line that we discussed at the Investor Day. And we keep the same high hurdle rates for returns, strong focus on safety, strong focus on technology, and then to Sandy's point, developing those supply chain capabilities that are critical to become more effective and efficient. And inside that, our commitment to continue to reduce leverage and return money to shareholders.

Your next question comes from the line of Chuck Cerankosky with Northcoast Research. Please go ahead.

Good morning, everyone. Great quarter, great year. When you are talking about acquiring new business and expanding business with existing customers, what is sort of the lead time? How much spade work goes on that we do not see? Is the company's improving balance sheet helping United Natural achieve that goal?

Hey, Chuck. Let me answer the second half of your question first. Our balance sheet strength and financial foundation improvement is significantly freeing up our ability to invest in a high-quality way around capability. Having said that, there is a bigger enabler beyond the dollars, which is the talent of the management team and the discipline and the focus around project management. I actually view the second one as more important than the first, but it is nice to have them go together. That differentiation around execution and the focus on providing the value that our customers are seeking to drive with their strategy is ultimately why we are winning business when we do. The sales cycle is as long as it takes. I am not trying to cop out. It is a long sales cycle.

I have seen customers make decisions to give us a category to work on for whatever reason, sometimes because their existing supply caved in and they need us to pick it up right away. Other times, where they are continuing to evaluate categories and it takes months of dialogue and in a banner conversion, it could take as much as six to nine months, and then you have to avoid high volume times. It is not the best time to make a distribution change in the holidays, for example. It is a deliberate process. It is at the speed of the customer. The basis of competition is our fit to their strategy and our execution capability.

All right. Thank you, and good luck for fiscal 2027.

Your next question comes from the line of Peter Saleh with BTIG. Please go ahead.

Great. Thanks for taking the question. I wanted to ask on the automation that you discussed earlier in the Illinois facility. I think you shifted from Wisconsin to Illinois. Can you just talk about what prompted this change and what benefits you're starting to see with some of this automation?

Hey, good morning, Peter. Let me start it out to you because you may recall that automation is inside a suite of capabilities and optionalities that we have to become more effective and efficient. Alongside with Lean, the technology investments we're making, the engineering standard and the work that we're doing there, and then there is automation. It's part of a strategy that is all, again, creating multiple ways to become more effective and efficient.

Specifically on the Racine to Joliet move, this is similar to what we did a couple of years ago with the York to Manchester transfer, where we basically look for ways to modernize, get into larger facilities, study the market potential, and then at a point deploy dollars, to support our customer growth. And you remember the example, York to Manchester was 50% larger, highly automated, very low sanity defect rate.

And that's the same playbook that we are playing with the Racine to Joliet transfer. So automated, reskilling, larger support in the market. Of course, we are into the very early innings. As with every transfer, there are a little bit of growing pains. We're very aware of that, and we're working very hard to fix them. But excited that we had another opportunity to execute a network optimization in a way, expanding into a modernized facility.

Understood. Okay. Just as a follow-up, are there more of these types of facilities planned in 2027 or 2028? Anything else on that front?

Peter, Sandy, what I would say is we have an exciting technology and improvement roadmap that goes out multiple years. For obvious reasons, we're not going public with it at this stage. But with each passing implementation, whether it's technology like RELEX or Samsara going system-wide last year, we're growing in our confidence relative to the ability to put technology and lean and process improvement together to drive capability. And the discipline that Matteo and the finance team put into evaluating each investment and to track its return gives us even more confidence to continue to press the agenda to build capability for our customers. And we have a plan to do that over the next years.

Your next question comes from the line of William Reuter with Bank of America. Please go ahead.

Good morning. In a previous question, around your capital priorities, M&A buybacks, you said, we haven't really said anything at this point. We're focusing on deleveraging. I believe your target for leverage has been 2.0x, which you're going to achieve by the end of this year. At that point, you'll still be doing pretty solid free cash flow. Would you consider revising your leverage target, or should I assume that everything will just accrue towards either CapEx or alternatively share repurchases?

Hey, good morning, Will. We continue to generate strong cash flow. You saw the $560 million in the last couple of years, outlook for 2027 at the midpoint, $300 million. But again, reinvesting the same amount into CapEx. For now, our focus is really to delever, go below 2x as we mentioned, and then continuing to find opportunities for organic investments with high returns and discipline. This morning we announced a new $200 million share buyback program. The board approved that. So it's a combination of strong operations, strong free cash flow, continue to deleverage, reinvest into strong organic investments, and then look for opportunistic ways to return money to the shareholders. While doing that, we will continue to optimize our capital structure.

United Natural Foods (UNFI) Q4 2026 Earnings Call Transcript

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