Getting a buyer’s attention at Walmart can be a brief but decisive moment, and suppliers hoping to turn a few minutes into a lasting retail relationship need to arrive with far more than a strong product.
At Walmart’s recent Open Call event in Bentonville, buyers met with 125 prospective suppliers who had already passed an initial screening process to earn their place in front of the retail giant. The event, which also formed part of a broader push to bring entrepreneurial ...
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brands into the company’s supply chain, gave hopeful sellers the chance to pitch directly to merchants overseeing everything from shelf placement to online fulfilment.
Cassidy Brewer, director of merchandising and buyer for spreads and Italian foods at Walmart, said suppliers too often begin by explaining what they have made, rather than why it matters to shoppers. In her view, the more persuasive approach is to start with the customer need and then explain how the product answers it.
According to Brewer, merchants are not simply assessing whether an item is well made. They are weighing how it fits into a wider assortment, how it performs in stores and online, and whether it complements the retailer’s existing inventory mix. She said suppliers should understand that by the time they reach the buyer table, product quality is assumed; what still needs proving is the item’s role in Walmart’s wider category strategy.
Brewer also urged suppliers to visit stores before meeting a buyer, noting that a strong pitch depends on knowing what is already on the shelf. Packaging, price points and the value proposition all matter, she said, as does a clear sense of how the product stands apart from its competitors. Just as important, she added, is treating the conversation as the start of a partnership rather than a single sales pitch, with a willingness to respond to feedback and adapt to cost and logistics realities.
That emphasis on readiness does not stop once a supplier wins a place on the shelf. Adrienne Freeman, senior merchandising director for school suppliers, said landing a deal is only the beginning. Suppliers must be able to support demand, meet timelines and sustain growth when orders increase. She said Walmart expects partners to be prepared for volume swings and to have a digital presence that works for customers wherever they choose to shop.
Freeman said the retailer closely monitors performance after the first purchase order goes out. Sales, stock levels and replenishment are watched continually, she said, because consistency is what turns an initial listing into a durable business relationship. Open communication is essential, she added, because regular dialogue helps avoid unwelcome surprises and builds trust over time. She also encouraged suppliers to sell on Walmart.com, saying customer reviews and comments can provide valuable insight into what shoppers want.
Nick Brewer, the primary buyer for coffee at Sam’s Club, described a similar dynamic from the wholesale side of the business. He said suppliers need to listen carefully in early meetings, especially when it comes to packaging and club-size requirements. One example he cited was Great Lakes Coffee, a Michigan father-and-son business he met at Open Call in 2025. While he remembered the taste of the coffee immediately, he said the company did not yet have packaging suited to Sam’s Club’s larger value format.
Rather than end the conversation there, the company went away and reworked its offering. Within six months, it returned with several ideas that matched what he was looking for. Brewer said the result was five items in 25 Midwest clubs, proving that a rejection can become a route to a deal if suppliers are willing to listen and adjust. He said the brand’s regional approach had also helped attract new members to the category, with about a fifth of customers buying Great Lakes blends not previously purchasing coffee from Sam’s Club.
That kind of flexibility has become a recurring theme in Walmart’s supplier strategy. Related discussions at the Open Call event highlighted how brands can sometimes challenge category assumptions altogether, particularly when consumer habits are changing. Entrepreneurs behind products such as Poppi and Eosera have previously described working with Walmart to reshape how their categories are presented, underlining the retailer’s openness to products that can bring fresh demand.
Walmart’s expectations around packaging and online presentation have also long been clear. The company has previously pushed suppliers towards retail-ready packaging that is easy for store staff to stock and helps products move more quickly through the aisle. It has also tightened requirements for omnichannel sellers, including more precise item descriptions and better product information to improve search and conversion online.
Taken together, those demands point to a simple conclusion: success with Walmart is not just about having an appealing item. It is about showing how the product fits the retailer’s shelves, its websites and its logistics systems, while proving that the supplier can scale without losing control of quality or supply.
For entrepreneurs hoping to make the leap from pitch to purchase order, the lesson from Bentonville is clear. The product may open the door, but preparedness, adaptability and a convincing case for shopper value are what keep it open.
Source: Noah Wire Services
