Hard working wholesaler challenges future

ESPITE the dreary times, the Portland, Or., office of FurLumber, Inc., known in the company as Furman West, is looking ahead to the challenge of a recovered and steady economY with demand far outstripping supplY of all lumber products.

Furman, which already had earned the designation of "the largest independent lumber wholesaler on the East Coast," entered the West in 1967, to take advantage of the changes in developing lumber wholesaling. Prior to the late '60s, most Western lumber went East where the market was. Then, due to the ever-increasing freight costs and great population growth in the Western states, much of the Western lumber began staying close to where it was manufactured.

Capitalizing on this change, the Furman sales staff found new customers and virtually opened the West for the company. Within the last five years, they feel, Furman Lumber has become a common name in Colorado, Utah, Arizona, New Mexico, and California. They're also moving into the Northwest for profitable sales.

When discussing their success, company spokesmen point out their ability to work with the railroads and truckers and schedule and monitor the delivery of goods to their customers. They also are proud of their extremely fine rapport with suppliers. They feel that their combined Eastern and Western position gives them a truly nationwide perspective at offerings, inquiries, and market conditions. They stress their knowledge of the market and their ability to market all species and products in all parts of the country.

Looking to the future, they believe that it depends on their people, their willingness to adapt to fluid marketing conditions in pricing and distribution, their financial posture, and keen awareness of any radical changes in the industry. They also believe that the chemistry resulting from the interchange of veterans and young people on staff will help to meet future challenges.

The challenges lying ahead, they say, are as great as those behind them. In fact, they feel, with the tremendous shortage of wood fiber due to environmental pressure and a limited number of suppliers, future challenges may be greater than those in the past.

The basic Furman approach to marketing has been to keep all things as simple as possible and to avoid the temptation of trying to beat the market by selling short or taking speculative positions.

Sensing that the home construction slump would cut into business, Furman broke from dependency on 2x4lumber trading. They have diversified into a broader variety of products. Using this approach, the Portland office anticipates 1981 sales to total about $25 to $28 million, approximately l09o more than 1980. This year is still an unknown, but the I I buyers and sellers expect to give it their best shot.

When the future brightens, theY anticipate establishing their own distribution or reload centers, building their own truck fleet, and expanding into overseas sales. As they push into these areas, Portland management says, they will draw on the expertise of the Eastern associates to lay down the proper guidelines for success.

Furman West feels that it is well positioned to meet the challenging economy. To quote John Furman, chief executive officer of the firm, "Nothing in the world can take the place of persistence."

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