Greetings, and welcome to the W.W. Grainger Third Quarter 2021 Earnings conference call. At this time, all participants are in a listen-only mode. A question-and-answer session will follow the formal presentation. If anyone should require operator assistance during the conference, please press star zero on your telephone keypad. Please note that this conference is being recorded. I will now turn the conference over to our host, Irene Holman, Vice President of Investor Relations. Thank you. You may begin. Good morning. Welcome to Grainger's Third Quarter 2021 Earnings call. With me are D.G. Macpherson, Chairman and CEO, and Deidra Merriwether, Senior Vice President and CFO. As a reminder, some of our comments today may include forward-looking statements. Actual results may differ materially due to various risks and uncertainties, including those detailed in our SEC filings. Reconciliations of any non-GAAP financial measures with their corresponding GAAP measures are found in the tables at the end of this presentation and in our Q3 earnings release, both of which are available on our IR website. This morning's call will focus on adjusted results, which exclude restructuring and other items that are outlined in our earnings release. We will also share results related to MonotaRO. Please remember that MonotaRO is a public company and follows Japanese GAAP, which just differs from US GAAP and is reported in our results one month in arrears. As a result, the numbers disclosed today will differ somewhat from MonotaRO's public statements. With that, I'll turn it over to D.G. Thanks, Irene. Good morning, and thank you for joining us. The Grainger Edge is our framework that defines who we are, why we exist, and where we're going, while establishing a set of operating principles. I'm proud of the ways that we use the principles to guide decisions and deliver results. I wanted to start this quarter with a big thank you. Things are very challenging on many fronts. Given the ongoing pandemic and labor and material shortages, nothing in the world seems to be working exactly the way it should. Our manufacturing partners, transportation partners, Grainger team members, and certainly our customers are all finding it harder than ever to keep the world working. I wanna thank all of them for their tremendous efforts. I also wanna offer a particular thank you to the frontline workers who continue to go above and beyond. Grainger is proud to support the hospital staff, government agencies, teachers, and many others who continue to do great work in a very challenging environment. I might say that in spite of these challenges, we perform very well, but in reality, it's partly because of how we are wired that Grainger is doing so well. We've seen strong demand this quarter, especially in the U.S. We have product available in our network and have been able to ship it to customers quickly. Our service to customers has been exceptional given the circumstances. We are leveraging our scale, demonstrating our agility, and gaining share. Our goal is to always be in an advantaged position to help our customers solve their problems. As I've been out with customers this past quarter, time and again, I hear that Grainger is executing well. Customers tell me that they are pleased with our performance, and you can see this in our revenue growth. While the current supply chain environment is volatile and uncertain, we are confident in our current plans and our readiness to respond to any evolving dynamics. In the face of labor and material shortages throughout the supply chain, we are providing strong relative service in helping our customers avoid disruptions. We continue to actively leverage our network, even if sometimes we have to fulfill orders from less optimal locations at a higher cost. We are investing in inventory while actively monitoring the freight market and the West Coast ports. As it relates to labor, we have made great progress in closing staffing gaps and training team members, which has resulted in improvements, especially in our D.C. operations. Our customer research shows that this is driving customer satisfaction. Turning to our financial highlights, demand in the quarter was robust, resulting in strong revenue and gross margin performance and well-managed SG&A. We achieved organic daily sales growth of 11.9% for the total company on a constant currency basis. When compared to Q3 2019, the quarter was up 17.3% on a daily organic basis, driven primarily by core non-pandemic product sales, which is a positive indicator of our underlying run rate performance. Our High-Touch Solutions North America segment grew 11.6% on a daily constant currency basis. In the U.S., we drove approximately 100 basis points of share outgrowth versus the prior year and 475 basis points on a two-year average. We remain confident in our ability to grow 300-400 basis points faster than the market on an ongoing basis. Our service to customers, especially the last two years, has contributed to meaningful share gain. Our Endless Assortment segment finished the quarter with 14.9% daily sales growth on a constant currency basis. I'd like to note two things that temporarily moderated growth in this segment. First, Zoro lapped a very strong third quarter in 2020. For context, we opened up pandemic product supply to Zoro customers in Q3 2020 that was previously reserved mostly for government and healthcare customers. In the third quarter of 2021, Zoro managed to drive 11.9% revenue growth. When we compare that to Q3 2019, we are up 30.6%, which is really strong. Also, MonotaRO was impacted by several external factors, including a slow start to vaccinations and a generally slower Japanese economy. In local days and local currency, sales were up about 17.5% compared to Q3 2020. MonotaRO continues to take share, especially as COVID restrictions lift and we grow with our targeted enterprise customers. As we look at results versus Q3 2019, MonotaRO's sales are up over 37%. We feel that the comparison to 2019 for both businesses is more indicative of our underlying business strength. We still expect the segment to close the year with growth at about 20% above prior year. We saw strong gross margin expansion across all segments, even above our expectations that we discussed last quarter. High-Touch Solutions North America was up 140 basis points over Q3 of the prior year, and Endless Assortment was up 115 basis points. Dee will cover the drivers for both segments. Lastly, we returned $327 million to shareholders through dividends and share repurchases in the third quarter, and we maintained strong return on invested capital of 31.4%. Turning to our quarterly results for the company, I discussed most of what's on this slide, but wanted to point out a few additional items. First, our SG&A was $812 million, right where we thought it would be. We continued to invest in marketing and labor, primarily through increased variable compensation and higher wage rates in the DCs. Like many companies, we're also starting to see increased healthcare costs as team members return to routine medical visits and undergo deferred elective procedures. While overall spending is up versus the prior year, we are still gaining significant leverage when compared to 2019. Our operating earnings were $438 million, up 17.4%, and our resulting EPS is $5.65 for the quarter, which is growth of 25%. Overall, it was a really strong quarter. With that, I'll turn it over to Dee to take us through more detail. Dee? Thanks, D.G. Turning to our High-Touch Solutions segment, we continue to see a robust recovery with daily sales up 12% compared to the third quarter of 2020 and up 14.5% compared to the third quarter of 2019. In the U.S., we saw strong growth, especially in our core non-pandemic product categories. Both large and mid-sized customers saw significant growth at 10% and 19% respectively. Canada continues to be slow as recurring shutdowns in many of the larger provinces kept businesses closed or operating at minimal capacity. As vaccination rates improve and businesses reopen, we expect more typical purchasing behavior to resume and sales to follow. Canadian daily sales were up 11.7% or 5.7% in local days and local currency compared to the third quarter of 2020. For the High-Touch Solutions segment, GP margin finished the quarter at 39.4%, up 140 basis points versus the prior year third quarter. Our focus and diligence on managing price-cost spread contributed to our GP improvement. In the quarter, we saw strong price realization to customers both on contract and web pricing. Our realization was better than anticipated, and as a result, price-cost spread was above neutral. In addition, consistent with the second quarter, our U.S. pandemic product mix was about 22%, an improvement versus 28% in the third quarter of 2020. We are confident that our run rate GP remains strong and will finish in line with the expectations we set forth for the fourth quarter. On slide 20, you'll find a chart with details on the U.S. and Canadian businesses. This information has been provided to help bridge our prior reportable segments to our new High-Touch Solutions North America segment. I'd like to give you some advance notice that we will continue to show daily sales and gross margin by business. However, as our operating expenses across the segment have become more intertwined, our operating margin by geography will no longer be provided in our 2022 reporting. On slide 9, taking a deeper dive into High-Touch Solutions for the U.S., the Delta variant and the renewed mask mandates in July reversed the declining trend we were seeing in the second quarter for pandemic products. As the virus surged, we saw pandemic product demand pick back up, especially for masks. However, of particular note, our core non-pandemic sales growth was at or above 20% every month in the third quarter. We are encouraged to see this growth as a sign of more regular business and economic activity. When comparing core non-pandemic sales to Q3 2019, sales were up 12%, which is quite strong. In total, our U.S. High-Touch Solutions business is up 12% for the third quarter 2021 and up 16% as compared to 2019. Looking at market outgrowth on slide 10, in the third quarter, as expected, we saw our share gain grow as we lapped more reasonable yet still inflated Q3 2020 comparisons. In the quarter, we estimate that the U.S. market grew between 10.5% and 11.5%, resulting in our estimated outgrowth of approximately 100 basis points versus Q3 2020. To normalize for volatility, we are continuing to show the two-year average share gain, which was about 475 basis points over the market for the third quarter of 2021. A really exceptional result. Given the noise and fluctuations in the market number across industrials, the two-year average is a better estimate of our true market outgrowth. We remain focused on our key initiatives, which give us confidence in our ability to achieve our U.S. share gain goal of growing 300-400 basis points faster than the market. Now let's cover our U.S. GP rate. We saw a significant lift in the High-Touch U.S. GP performance in the quarter. Sequentially, we wanted to comment on two of the biggest factors that make up the difference between the second quarter and the third quarter. First, the biggest contributor, the inventory adjustments are behind us as anticipated. In addition, we are seeing greater price realization than expected. I'll note that while we sold some of the pandemic inventory that was previously written down, the impact to GP was immaterial. We're encouraged by these results and are confident in our ability to achieve our expected 40.1% GP rate in Q4 based on continued pandemic mix improvements, our expected price realization in the fourth quarter, and our ability to navigate supply chain challenges. Moving to our Endless Assortment segment. Daily sales increased 12.7% or 14.9% on a constant currency basis, driven by continued strength in our new customer acquisition at both Zoro and MonotaRO, as well as growth of larger enterprise customers at MonotaRO. GP expanded 115 basis points year-over-year, driven primarily by Zoro U.S. We took a number of pricing actions based on evolving market conditions, and we de-emphasized lower margin channels. In addition, we experienced improved freight efficiencies at Zoro, primarily as a result of fewer B2C customers who typically place smaller orders that are more expensive to ship. Operating margin for the segment finished up 80 basis points over the prior year third quarter, due primarily to improved gross profit margin. I'll go into more detail on the next slide as we provide further transparency on the results for both businesses. Moving to slide 13. In local currency and using Japan's local selling days, which occasionally differ from U.S. selling days, MonotaRO daily sales grew 17.5% compared to the third quarter of 2020. GP margin finished the quarter at 25.8%, 30 basis points below the prior year third quarter as we continue to grow with enterprise customers. As a result, operating margin decreased 65 basis points to 12%. Switching to Zoro U.S., daily sales grew 11.9% as compared to the strongest sales quarter of 2020. Zoro GP grew 375 basis points to 33.9% and achieved 325 basis points of operating margin expansion. In addition to the strong financial performance in the segment, we also continued to execute well on our key initiatives. First, when it comes to our registered users, we saw continued growth across both businesses, which is an important driver of top-line performance. On the right, Zoro continues to actively add SKUs to the portfolio. At the end of the third quarter of 2021, we had a total of 8 million SKUs available online, achieving our goal for the year a quarter early, adding nearly 2 million SKUs in the last nine months. We remain encouraged by our progress with SKU additions. Once again, I would like to provide some color commentary as it relates to the fourth quarter and the full year. For the fourth quarter, for revenue, we expect total company daily sales to be between 11.5% and 12.5%. We anticipate company gross margin will fall between 37.2% and 37.4%. As discussed before, we expect the U.S. GP rate to exit the year at or above pre-pandemic levels. For SG&A, we expect a similar level of spending in the fourth quarter as we saw in the third quarter, between $810 million and $815 million, with increased variable compensation, wages, and healthcare expenses. While it's unclear at this point, we may have some additional risk as it relates to vaccine mandate costs. Given the strong performance in the quarter, we remain confident in our guidance range. For the full year, we expect revenue to be at or above the midpoint and all other metrics to be stronger than the low end of the range we discussed at the end of the second quarter. Likely still below the midpoint given the pandemic inventory adjustments taken in the first half. With that, I would like to turn it back to D.G. for some closing remarks. Thank you, Dee. Before I open it up for questions, I have just a few points. First, I'm immensely proud of the Grainger team and their commitment. It's been very challenging, but we continue to demonstrate the strength and resilience of our team and our supply chain. Second, it was a very good quarter across the board. The results were above our expectations. Finally, despite the current market and supply chain uncertainties, we are confident in our ability to deliver solid performance in the fourth quarter and into 2022. With that, we'll open it up for questions. Thank you. At this time, we'll be conducting our question and answer session. If you would like to ask a question, please press star one on your telephone keypad. A confirmation tone will indicate that your line is in the question queue. You may press the star key followed by the number two if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star key. One moment please while we pull for questions. Our first question comes from Chris Snyder with UBS. Please state your question. Thank you. My first question is on North America High-Touch growth relative to Zoro. Is it fair to assume that the company prioritizes High-Touch volumes over Endless Assortment during periods of tight supply, just given the better margin and more important customers or at least stickier customers on the high margin side? Thanks for the question. The answer to that question is no. You know, in terms of inventory position, we've been able to serve both the high touch model and Zoro throughout this period. What I would say is that if you're thinking about Zoro's growth, there's a couple of things that are impacting Zoro's growth, right, in the quarter, and they will get better as we move forward. One was, last year, we opened up in the third quarter, the safety products to Zoro, and as a result, customer acquisitions and revenue were extremely high, and a lot of the customer acquisitions were consumers as well, as people were just looking and scrambling to find product. The other thing is we've been very clear and focused on attractive business acquisitions. As a result, we have shut off some channels for acquisition that weren't as profitable long term. That's going away moving forward as well. That's been a bit of a drag on Zoro, but it hasn't been because we haven't been shipping product from Zoro. We've been serving customers well across both models. Appreciate that. Second question, just wanted to talk about the midsize opportunity. You know, prior to the 2017 price reset, you know, if I remember correctly, the company had lost a lot of that midsize business, you know, prior to the reset. It's coming back really strong, up almost 20% in Q3. Can you just help us frame this opportunity going forward? Is there any risk around Zoro cannibalization? What kind of gross margin tailwinds could this bring to the company? Sure. Yeah, I mean, that was a big part of the reason for resetting prices was we had gone through a long period of decline with midsize customers. Here we're really talking about midsize customers that have some sort of mechanical complexity. Think about mid-size manufacturers or companies that really value some of the technical product support, search capabilities of the Grainger model. Obviously since the price reset, we've captured a lot of that back. We're still fairly significantly below our high point with midsize customers. We feel like we've got a long runway ahead of us. We are getting smarter all the time. We are not seeing much cannibalization with Zoro. Zoro tends to focus on smaller businesses and businesses that are maybe a little more narrow in what their needs are, and so they tend to segment to different types of customers more. The Grainger midsize customer typically has fairly high mechanical complexity or complexity of some type. We are really pleased with what we're seeing. I would say, I think we went from about $2 billion to less than $1 billion in that space over a 10-year period, and now we've recovered some of that. We haven't recovered all of it. We think we can get back above $2 billion, so we think we've got a long runway ahead. D.G., I would just add, as it relates to co-contribution to gross margin in the quarter, it helped us about 10 basis points. You know, based upon the difference in the large growth rate versus the medium growth rate, if it's around that amount, you know, 10% versus 19%, 10% of gross margin basis points improvement is reasonable. Thank you. Our next question comes from Christopher Glynn with Oppenheimer. Please go ahead with your question. Yeah, thanks. Congratulations on a good quarter. So, you kind of affirmed the approximately 20% outlook for Endless Assortment for the year. It does imply pretty decent sequential ramp into the fourth quarter. Just curious with, you know, you mentioned the Japanese economy. I don't know if you're seeing a pivot there right now. You also mentioned the channel emphasis shifts at Zoro. Does that imply they've kind of that they're lapping or something? Yeah. Yeah. Both of those things are correct. In Japan, you know, they got a really slow start to vaccinations and had fairly hard shutdowns over the summer. They've rectified that problem. They now have pretty high vaccination rates, and we're starting to see more activity with larger manufacturing customers, in particular, in Japan. We are seeing some improvement there and expect to see that continue. With Zoro, yes, we have effectively lapped some of the actions we took to focus more on profitable customer acquisition. Both of those things should help us moving into the fourth quarter. Great. Then, the price realization obviously came in better than you expected, as you said. You know, you have a lot of freight contracts that have been good. At some point, those come up. You also, at times in the past, have had ability to kinda defer cost increases from suppliers, at times. So I'm wondering how those figure in, given that you've been really locked down really tightly on the gross margin view here and how it transpired. Are we in kind of a sweet spot there as you pivot into 2022 with some of those things I mentioned come into play? Let me try to answer the question. You know, we generally try to think about managing cost as well as we possibly can. We are obviously working with our suppliers on a constant basis in this environment to make sure that we are taking cost increases that make sense and pushing back things if they don't make sense. You know, our suppliers have been great about sort of working with us to find the right path for cost increases. Then on transportation, sort of the same thing. We really are focused on understanding what cost increases are reasonable and working with our suppliers and our partners to get the right outcome. We price to market. I think in general, when you have inflationary periods, not this type of inflationary period, but normal inflationary periods, we've historically probably been able to take market price increases and not have as much cost increase, or have it delayed. We will sometimes have a period of advantage. I think right now, you know, given the pace of cost increases, I think we're pretty well matched and we'll continue to be pretty well matched, and that's our expectation. Given, you know, there's been a lot of off-cycle cost increases and we've been able to price those through as we go. I would say I don't think there's a big gap right now or a big benefit right now. It's just, it's a fairly wild time, obviously, in the supply chain, and I think we're navigating through it well. Our next question comes from Ryan Merkel with William Blair. Please go ahead with your question. Thanks. Good morning. D.G., you mentioned that you're navigating supply chain costs and freight challenge as well. Can you talk about some of the actions that you took? Well, you know, I guess you know, probably can't talk about all the details, but there's challenges at every stage of the supply chain at this point. I think the amount of work that's required to navigate here is much more than you would find in a typical setting. One of the things we did do is we saw some challenges coming on the horizon. We actually pre-ordered a bunch of product early in the year to try to get inventory in, and we have been able to build some inventory throughout the year. Maybe not as much as we'd like, but we have been able to build some inventory. That's helped us. Our supplier management team and product teams are working very close together to make sure we've got the right substitute products so we can serve customers if there's a gap in a particular supplier that can't provide us product. We are actively prioritizing product coming off of Asia. We have up wages in distribution centers and gotten staffing right, so we are basically clean consistently now, which is good. That was a little bit of a challenge back in May. Basically, if you follow the supply chain through at every single step, we are working it at every single step of the way. There's really no other path right now than just to make sure we are executing as well as possible by using our agility and our scale to try to make sure we can service our customers. We've done that well. Got it. Makes sense. Okay, my follow-up is on SG&A leverage. I know in 2021 you had costs returning and then, of course, higher costs from the supply chain issues. My question is how should we think about SG&A, SG&A leverage in 2022? Are you able to have productivity offset higher costs, or do you expect costs to ramp further off of the 4Q baseline? Well, I can take that, D.G. You know, our focus right now is making sure that we can continue to serve customers well. Some of the ramp, as you noted, is due to, you know, some of the actions we took last year to really have tight cost controls around that time period. You know, I think a good measure is probably to look at our 2019 costs and look at some of the SG&A leverage we have been able to gain over that time period, since we haven't provided any real guidance related to 2022 yet. That's how we're focusing on it. We are still looking to continue to gain leverage, you know, as we head into 2022. Very similar to what we were doing around 2019 timeframe is the best I'd be able to tell you at this point in time. We are not getting off the fact that we are focused on continuing to gain SG&A leverage over the longer term. Thanks. Our next question comes from Deane Dray with RBC Capital Markets. Please state your question. Thank you. Good morning, everyone. Morning. Hey. Good morning. Hey, good morning. I appreciate you gave price cost for the U.S. high-touch business. What was price cost for the total company, if you can be specific or directionally? Do you have a target for 2021, just given the circumstances in terms of supply chain pressures, inflation, et cetera? Go ahead. Yeah, yeah. We don't measure EA on a price cost basis, so that's why you don't hear us talk about total company price cost. But the thing I will say is all of the segments and all of the businesses are very focused, you know, on one, maintaining price competitiveness, and two, you know, in this inflationary period, being able to pass on costs to customers. That is a consistent tenet for us. That is what I can say. You know, the other thing I would say. Got it. Dee, into your question, I mean, clearly, Zoro had very high price cost leverage, given the GP improvement. Like we said, some of that's just segment specific, which customers they're acquiring and how they're thinking about acquiring it. We do expect the Endless Assortment to continue to have strong profitability and profitability improvement within Zoro. Appreciate that. Then as a follow-up, just, you know, related to price, the three percentage points in price and High-Touch this quarter, just what's the expectation for 4Q? Does that carry? Are there other price actions that you've taken? Will that all carry into 2022? Is there any sense there'll be, you know, some pushback, receptivity issues in terms of pricing? Do we carry that into 2022 or not? You know, we did take some pricing actions in September and you know, we saw some good results there and also through the month of October thus far. We expect that momentum to carry us through to Q4. You know, like always, you know, D.G. mentioned, our supply management team is continuing to work with our supply base on what increases look like for 2022. We expect to continue, you know, if we do get more costs, to pass that through early in Q1. Thank you. Our next question comes from David Manthey with Baird. Please state your question. Hi. Thank you. Good morning. As a percentage of sales, gross margin and OpEx, I think will be very different in 2022 versus what they were in 2019. The reason I mention that, Dee, you made a comment about leverage in 2022 being similar to 2019. Were you referring to contribution margins there? Or if you could just help clarify that statement. Sure, David. I was trying to give some context since we are not talking about 2022 at this point, just to help you understand that we're focused on gaining leverage. You know, back in 2019 we had set out a path to say that we were looking to continue to focus on, you know, growing expenses less than sales. That's the tenet that I was trying to articulate since we are not giving guidance on 2022 at this point. Okay. Understood. As it relates to your pricing mechanisms, I think you talked before about the open pricing on the website. You can just sort of adjust immediately. You know, could you talk about contract pricing? What I'm wondering is where are you being most effective in recapturing inflation these days? Is it just in those spot prices or is it surcharges or renegotiating contracts? How are you being so effective at this point? We are capturing price inflation in all areas, I would say with customers that primarily buy on web price and with contract customers. You know, earlier in the year we talked about the fact that it would be a little lumpy because of the timing, as it relates to when we could pass on price with customers. You know, similar to some of the actions that D.G. articulated, that we are executing as it relates to supply chain, you know, that also goes for the commercial teams, you know, as they are working with customers to pass on price. You know, we're close to the end of the year now. A lot of those discussions that, you know, both our sales team and then online, we've been able to, you know, pass on these costs pretty effectively. That applies to contract customers as well as, you know, web-based customers. Thank you. Our next question comes from Adam Uhlman with Cleveland Research. Please state your question. Hey, guys. Good morning. I guess I was wondering if you could share with us what you're seeing with your KeepStock business, how sales been unfolding there, and it would seem like you should be having better access in the customer sites. I'm wondering if you could share any insights about new customer wins or any new initiatives recently or maybe what you have planned for next year. Sure. We continue to view KeepStock as really a critical portion of our business. It's been a portion of our business that's been obviously busy throughout the pandemic. We've had access to all of our customer inventory. Well, not all, but the vast majority of our customer inventory locations and have continued to serve customers well through KeepStock. We have put in a number of improvements to help us be more effective in planning customers' inventory and fulfilling customers' inventory through KeepStock. We continue to get significant growth out of KeepStock. Certainly as heavy manufacturing has come back this year it's been very good for our KeepStock business, and that's because that's a pretty heavy KeepStock area. I won't talk too much about sort of, you know, what we're investing in other than to say we are investing significantly in improved software capabilities to enable us to provide better service to customers and better analytical insights to customers. That's gonna be a continuous focus for us around the KeepStock area. Okay. Gotcha. Thanks. That's helpful. And then, Dee, I think you had mentioned vaccine mandate costs, and I believe that there's some element of, you know, with the GSA contract, there might be a requirement for vaccination. Could you just help me understand what all that might mean for Grainger and the potential costs for the business? Dee, I'll take this one. This is kind of a challenging one in many ways. We are certainly a federal contractor. We will comply with the GSA order. We have plans in place to comply with that. You know, I would say the OSHA ruling and how that comes down is probably more of a question mark in terms of vaccine mandate costs. You know, we are ready to do what we need to do and prepared to do whatever needs to happen. We are hopeful that, you know, the vaccine mandate is done in a way that doesn't hurt the supply chain. I've been in, you know, our transportation depots and our facilities and our customers' facilities and a vaccine mandate that's not well thought through could cause significant problems to an already challenged supply chain. We don't know where all that's gonna land, just to be clear, but we are prepared and we've done some things to prepare for any eventuality there, and trying to understand what the best path forward is gonna be, depending on how all that shakes out. Thank you. Our next question comes from Jacob Levinson with Melius Research. Please state your question. Good morning, everybody. Morning. I just wanted to, I mean, you guys have a pretty clean balance sheet at this point. Deidra, I know when you took the helm a couple of years ago, you flexed up a little bit and did some more aggressive buybacks. Maybe you can just help us think through how you're looking at the balance sheet today, and maybe secondarily to that, whether M&A could play a role over the next couple of years. This is Dee. I'll start off. You know, we like our credit rating, of course, and we don't see, you know, any big changes related to our capital allocation strategy. We did, you know, provide guidance that from a share buyback, we thought we would be somewhere between $600 million-$700 million range for the year. We think we're gonna be at the high end for this year. You know, no real, I will say, changes to our philosophy that we've had in the past. You know, that's working well for us. Okay, that's helpful. Maybe this is a bit of a nitpick, but you know, Cromwell is something that we don't, it doesn't get a lot of airtime these days. Maybe you can help us understand, you know, how that business is doing and how the turnarounds have gone. Any update there? Maybe I'll just. D.G., do you want to start? Yeah, I'll just give broad strokes. Cromwell is a relatively. It's obviously not a huge business for us, but it's an important one in terms of understanding whether we can get the growth we need to get in the U.K. I'd say the U.K. market has been challenged. The team has done a nice job of improving service and serving customers through this time. They have consistently lowered the loss over the last two years. We feel like it's a business that has potential to be a strong contributor from a profit perspective over time. We still have some work to do, but I would say that they've reset their cost structure. They're providing great service to customers, and they have lowered their losses over the last two years, and we would expect them to show profitability coming out of 2022. Thank you. The only thing I'd add there is that, you know, in the quarter, Cromwell was able to, you know, cut their losses year-over-year, and we expect them to come close, you know, to cutting them in half, which is what the focus has been year-over-year. Our next question comes from Hamzah Mazari with Jefferies. Please state your question. Good morning. Thank you. My question was just around Zoro U.S. Maybe just talk about, you know, the competitive dynamic in that market. I know it's smaller customers, online only, et cetera. Just maybe talk about who you're competing with there, and then I guess you have 8 million SKUs. Where could that SKU count go eventually? Well, on the second half of that question, you know, we have 8 million SKUs today. We would expect to get to 10 million in the next couple of years at a minimum. You know, whether or not it goes to 15 or more is probably still open for debate, but we know we've got a long ways to go to get the SKU count right. In terms of the competitive market, it's really very broad online. It's big internet players. It's certain marketplaces. Customers sometimes buy through smaller local retailers as well. There's a very broad competitive set when you look at small businesses and how they buy. Sometimes they buy through hardware stores. You know, it's pretty fragmented today, and there's a lot of different options for small businesses to buy MRO products. You know, that market in particular is super fragmented. You know, we feel like we're growing and gaining share from a number of different sources. It's not like there's sort of one or two players that are sort of dominating that space. It is very broad in terms of the competitive set. Got it. My follow-up question, I'll turn it over. Just on achieving pre-pandemic gross margins in the U.S. business, exiting this year. I know you talked about price realization, you talked about inventory adjustments, et cetera. But maybe just, you know, talk about the confidence level there and what could go wrong for you not to achieve that? I know we're already in the fourth quarter, so there's, you know, two months left or whatever. Any thoughts there would be helpful. Thank you. Go ahead, Dee. Yeah. What I would say is, you know, we're pretty confident, and that's why we continue to focus on showing you where we've come from and where we're going, you know, in the deck and to continue to talk about it. The two biggest factors that really give us confidence is the product mix, where we are, you know, versus last year we were at—in the U.S., we were at 28%, on pandemic, and now we're at 22% and trending as we would expect. Then price, which we've talked quite a bit about here today. You know, I noted earlier that we implemented some price increases in September, and the realization in September and October is looking good. We expect that to continue through the fourth quarter. We expect it to cover costs that we have visibility to. You know, as it relates to anything else related to supply chain challenges, D.G. Talked a lot about that. You know, we are very focused on it, and we believe our scale puts us in a unique position to deal with some of those challenges today. We have good availability, and we're managing the cost process well. I think, you know, we're pretty confident. Thank you. Our next question comes from Chris Dankert with Loop Capital. Please go ahead with your question. Hey, morning. Thanks for taking my question. I guess thinking about the Endless Assortment business here, again, 20% growth kind of over the medium term, aggressive, you know, very impressive growth. I guess strategically, what's the biggest bottleneck to growth in that business? I mean, given the scalability of digital, I mean, is it simply customer awareness and engagement? I mean, which obviously takes time. Why couldn't that be 30% or something even higher at this point? Yeah. You know, I think if you look at the long history of MonotaRO, you start to understand kind of the limits. Obviously that business has gone from nothing to over $2 billion and has a very long history of growing very, very quickly. 20% has been a number that they've been at for a long time. Most of that has to be. It's really about making sure that you have the processes, systems in place to acquire attractive small business customers or business customers, and then you have to work very hard to get them to repeat and to become regular purchasing customers. That is not something that throwing a whole bunch of money at necessarily helps. You've got to be very targeted in how you're acquiring customers. You have to be targeted about how you're working and identifying what segment they're in and what matters to them, so that you can actually get the growth that you wanna get. It isn't an easy thing. It is a scalable business for sure. You know, our experience has been that the team's ability to build the capabilities, learn, and have high quality growth limits you at about 20% in many cases. That we've seen that through MonotaRO. Got it. No, that's very, very helpful. Thank you. I guess, you know, again, fairly sizable investment in that business this year. As we go forward, just how do we think about SG&A growth in that business? I mean, at this point, is it principally, you know, advertising and analytics spend, or do we need any additional kind of physical assets there? Just how do we think about SG&A growth in Endless Assortment? I would say I would have different answers to MonotaRO and Zoro. Zoro, it's mostly around marketing data analytics systems. They've built much of their own system infrastructure. Now they continue to invest in systems. The investments aren't huge physical assets. In MonotaRO, you have that, plus you have, given their growth and their size, they're going to be investing in the next 3-4 years, 5 years in pretty significant distribution center efforts as well. While you know, while we don't talk about that much, they have been exceptional actually at building physical assets to serve their customers, and they have more of those investments that they will make over the next 3 or 4 years. Thank you. Our next question comes from Josh Pokrzywinski with Morgan Stanley. Please state your question. Hey, good morning, guys. Hello. D.G., just first question on, you know, I guess kind of the competitive benefit of just having a better supply chain than some of your smaller competitors. How do you go about ensuring that the share you've picked up on that, you know, converts at some reasonable level to something permanent? Like, is there something you can point to in the past, maybe even the pandemic-related stuff, in terms of, like, converting those marginal customers or spot buy customers into something more structural? Like, what's your approach been like on that? Yeah, you know, it's a great question. I think the reality is that when you out-serve customers, that becomes pretty sticky growth. Always has been in our business. When you're able to have better service than the market in general, typically you see a fairly long time horizon when you can continue to grow. Right now, I'd say our customers are having all kinds of conversations with us about sort of sustainability of supply chain and how we can leverage our capabilities to help them grow into the future. It certainly doesn't feel like this is a one and done advantage. It feels like people are trying to figure out how to make sure that they can function really effectively going forward. We're having all kinds of conversations about how to help customers lower their processing costs, improve their inventory management, the core things that we typically work on with customers we are really engaged with right now. You know, I would just say that we feel like, you know, certainly there'll be some of this. We talked about that last year, having pandemic products, some of that growth, some of our very outsized share growth last year was not gonna repeat. You know, the 475 basis points year-over-year share growth feels like that's repeating. It feels like it's sustainable in terms of the volume that we've captured is sustainable. Got it. That's helpful. I appreciate the color on kind of the inventory repricing and, you know, kind of the one for one or kind of matching that in real time, not a lot of temporary benefits. Maybe just looking at the other side of the equation with some bigger customers on contract, how are you sort of keeping up with the price cost equation there? Is it, you know, getting a little bit more, you know, kind of exotic with things like surcharges? You know, what are you anchoring that sort of stuff to? Because inflation feels a little bit more unusual than just like, hey, steel is higher. I mean, everything is higher, and not every product category has like the same pain point. How are you managing with that, you know, on customers that are maybe on a bit more long-term contract or tend to be a little bit more inflexible on price? Dee, do you wanna take that or want me to? Yeah, I was about to jump in. Sorry. You know, not seeing a big difference between customers. You know, I would say at this point, I think you know, especially during this time, our product availability is really what is at the forefront of some of our relationships, you know, whether you're mid-size, local, large local or large contracts. You know, in addition to the things that you know, D.G. just kind of noted related to you know, the way we serve customers in a multi-channel way, you know, right now I think is also you know, boding very well for us, in addition to you know, how easy it is for them to find the products on our website, which you know, time is money for a lot of these customers, you know, right now. They are dealing with a lot of challenges, you know, like we are experiencing. I think that availability is what's really making a big difference, even for large contract customers. There is some, you know, inflexibility in some, you know, pricing, but we do have more flexibility right now than I would say we've had of late. Thank you. Our next question comes from Nigel Coe with Wolfe Research. Please state your question. Thanks. Good morning, everyone. Wanted to ask a sort of short-term question, and then a sort of more strategic question. You know, last quarter, you were pointing towards the lower end of the range, lower end of the margin range anyway. Now you're pointing towards the low to midpoint. I'm just curious. I mean, I think I know the answer, but I'd be curious, D.G., what's changed from your perspective, from July to now? And I'm specifically interested in, you know, whether pricing has been stronger, whether the retention on pricing has been stronger. Has that surprised you to the upside? Yeah, you just said it there at the end. You know, Q3 was better than what we expected. We had improved mix and improved price, and that favorability is, you know, flowing through the full year EPS for us. You know, revenue, that volume coming through at that price was better than what we expected. Just to reiterate the total company expectations, we've flowed that through to talk to you about where we expect to be on a full year basis, revenue being stronger. We've said that we're gonna be at the midpoint of the range there. For everything else, you know, I reiterated that at least with these results, that we would be low end up to the midpoint. We've tried to pull in the improvement that we saw in Q3. The pricing side of the equation, has that been surprisingly good? Yeah, price realization is better than we would have expected at this point. Okay, that's great. Then, you know, the medium-sized customer growth regain, market share regain strategy, you know, the inside sales obviously a very important part of that strategy alongside the repricing initiatives. Just curious, maybe just give us an update, D.G., on sort of what's happening with the inside sales force and some of the metrics around that and whether you're still investing in that capability. Sure. You know, I would say that inside sales has had a really nice bounce back this year. They covered customers last year, obviously, that some of which had been struggling. We've seen a really nice revenue path with inside sales. One thing I would point out is that during the pandemic, we have been fairly locked in our coverage, and the reason is we wanted the relationships to be stable as customers went through the pandemic. We haven't invested a lot more, and we haven't invested any less in inside sales. We consider it to be an important part of our future. We've liked the results we've had. Given the pandemic, we haven't really changed coverage really anywhere during the pandemic. We're talking about sort of adding some coverage potentially in the future, but we'll talk about that as we head into the future. So far, it's been a very stable and nice growth path for us this year, the inside sales team. Thank you. Our next question comes from Patrick Baumann with JPMorgan. Please state your question. Hi, good morning. Thanks for taking my question. First one is on Zoro gross margins. I thought that the view here was that Zoro was gonna face some mixed headwinds over time from a more third-party product, and I can see the SKUs have gone up a lot in that area. Is that still the case? Or is this like shift in customer channel enough to offset that such that gross margins there can actually improve? Well, yeah. I mean, I think what you saw is that the shifts we've made in terms of how we're acquiring customers and focusing on acquiring really strong business customers has helped gross margin more than the third-party shipping has hurt it. Third-party shipping will be a small drag, we think, over the next several years as it becomes a bigger portion of the mix. But we still think we've got ways to continue to improve gross margin. We've seen that this year and then hold gross margin closer to steady moving forward. How big is third-party shipping now as a percentage of mix? Thousand or whatever? What's that? As a percentage of sales, I guess, or however you wanna talk about it. It's a growing portion of sales. You know, I don't think we've typically talked about that number. We'll probably talk about that at the end of the year when we talk about sort of the path moving forward. A quick one on receivables. Can you just talk about the comment in the release about like the $268 million of growth being driven by growth in credit sales? Is that a change in how things are normally done? I'm asking 'cause I don't recall seeing that kind of language from you before. Maybe I've missed it. Yeah. It's not a change. It's just in relation to the fact that, you know, our sales are up and as a result of that, you know, that's driving accounts receivable up as well. Okay. Okay, thanks. Thank you. Our next question comes from Michael McGinn with Wells Fargo. Please state your question. Hey, just a quick one from me. Do the majority of your contracts reprice at a certain time, like calendar year-end, or are they kind of staggered throughout the year? What kind of percentage of your contracts have yet to reset at the new pricing? Contracts can be of different durations. You know, they can be one, two, three, four, five years. I'd say three years is kind of a more common version. In general, when we set contracts, we set specific times, multiple times a year when we can alter price either up or down based on market conditions. Most of our contracts have the ability to reset price multiple times during the year. Three times a year is the most common number of times you can reset price. Thanks. Thank you. There are no further questions at this time. I'll turn the call back to D.G. Macpherson for closing remarks. Great. Well, thanks everybody for joining us. We really appreciate it. You know, hopefully you can tell we feel good about the quarter, but more importantly, I think we feel good about how we're growing, how we're gaining share, our ability to navigate the supply chain issues and still continue to invest in core initiatives that we think are gonna be important to our long-term success. We feel really good about the path forward as well. I wish all of you a safe Halloween, and look forward to talking to you soon. Thanks so much. Thank you. This concludes today's conference. All parties may disconnect. Have a good day.