Walmart buyers tell 125 suppliers how to win shelf space at Bentonville event

Walmart buyers met with 125 prospective suppliers at the retailer’s recent Open Call event in Bentonville, Arkansas.

The companies had already passed an initial vetting process to earn their place at the event. Each supplier had a 30-minute window to pitch their items to a buyer. The goal for every participant was to secure a deal to get their products on Walmart shelves.

Cassidy Brewer, director of merchandising and buyer for spreads and Italian foods at Walmart, advised suppliers to lead with the customer rather than the product. Brewer noted that suppliers often know their product well but must articulate how it solves specific problems for shoppers. She emphasized that merchants evaluate products in the context of first-party and third-party inventory, both in-store and online.

Brewer recommended that suppliers visit a few Walmart stores before their meetings. She said they should examine the existing assortment, noting the packaging, pricing, and value proposition of competing items. This preparation helps suppliers explain where their product fits within the overall category and what differentiates it from competitors.

Adrienne Freeman, senior merchandising director and buyer for school suppliers, stressed that having a great product is only the first step. Suppliers must be prepared to deliver reliably, support demand, and meet strict timelines. Freeman highlighted the importance of scaling operations with thoughtful planning to handle increased volume. She said the buyer team monitors sales, inventory levels, and in-stock status daily after a first order is placed.

Nick Brewer, the primary buyer for coffee at Sam’s Club, shared an example of a supplier who listened closely to feedback. He met with Great Lakes Coffee, a Michigan-based company, at the 2025 Open Call event. He praised the quality of their coffee but noted they lacked a club-size package. Great Lakes listened to his requirements and developed new blends for markets in Chicago, Detroit, and Indiana.

Within six months, Great Lakes presented workable ideas that matched Sam’s Club’s needs. The company now has five items in 25 Midwest clubs. Brewer reported that the brand averages $600 in daily sales per club. He noted that 20% of the members buying Great Lakes coffee were not previously purchasing coffee from Sam’s Club. Great Lakes is currently investing in additional production capacity in Michigan to support this growth.