Customer‑driven opportunity derailed by poor execution and communication
We approached Vistar not because we were trying to “push” product on them, but because a major tech client specifically requested our brand and was told they needed to purchase through Vistar. From day one, this was a customer‑driven opportunity with clear demand and a very straightforward objective: get a single item properly set up and orderable through the required OpCo. On our side, we did the work. We completed the onboarding and new item forms, coordinated internally across Sales, Ops/SCM, and Finance, and submitted the required documentation. When Vistar asked for additional details (pricing, TI/HI, letterhead price list, NIF), we provided revised documents and made sure the requested Spicy item, pricing, and TI/HI were clearly included. We also approved temporary price support in writing to help them move through existing inventory at one OpCo and even indicated we were willing to go lower if needed. Where the process broke down was entirely on execution and communication. We repeatedly encountered situations where: • Information that was already present in the latest attachments was treated as “missing.” • There was no clear ownership of the setup process or accountability for moving it forward. • Basic status questions (Has this been submitted? Which version did you use? Is the item live and orderable?) went unanswered or received vague replies. • When we escalated with specific dates, email records, and screenshots to clarify discrepancies, the response shifted away from the facts toward tone, hierarchy, and lectures about “knowing your audience,” instead of addressing what was actually in the record. Eventually, we were told that Vistar “would not be moving forward on any business.” That decision did not appear to be based on product readiness, inventory, pricing, or the customer’s interest, but rather on the fact that we escalated legitimate concerns about communication, transparency, and follow‑through after meeting all of the documented requirements. After completing our own internal review, we made the decision not to pursue any further business through Vistar. This was not about a single disagreement or a single individual. It was about the overall standard of execution we observed: unclear status, inconsistent messaging, unresolved discrepancies, and no meaningful accountability when those issues were raised, even on a high‑visibility, customer‑driven opportunity. For suppliers who care about disciplined execution, transparent communication, and reliable process on strategic accounts, our experience suggests that you should think very carefully before relying on Vistar as a partner.
By John S.