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Red ink has vendors singing the blues

By Don Hogsett -- Home Textiles Today, 8/20/2001

NEW YORK — Battered by a slowdown in sales, hobbled by rising debt levels, hammered by the costs of shutting down plants in a ferociously competitive global arena — then, adding insult to injury, drained by rising retail chargebacks — the American home fashions industry endured its worst year in decades, moving into a new millennium, with 15 key players recording a composite loss of almost three-quarters of a billion dollars.

In a punishing year that left an entire industry reeling, fully two-thirds of the companies in this year's HTT Vendor Report Card — 10 out of the 15 — lost money, generating a composite loss for the entire industry of $669.1 million, compared with a profit the year before of $289.7 million — a one-year drop of almost a billion dollars.

Taking a big toll on the industry last year was the double whammy of both high debt and high restructuring costs, as a handful of companies hurried to shut down some of the capacity, plants and U.S. workforce made obsolete by a rising tide of low-cost imports and the shift of American production to other countries, notably Mexico.

The top line didn't look much better, as a consumer slowdown that started during the second half of the year held overall sales in check. Combined sales for the entire sample eked out a whisper-thin gain of just 0.2 percent, to $15.3 billion.

Operating profits? Forget it. Down 30.5 percent, to $761.7 million from $1.1 billion in 1999, a drop of $333.5 million — a third of a billion dollars. Putting operating profits under heavy pressure, average gross margin narrowed by 210 basis points, to 16.7 percent from 18.8 percent the prior year. But hacking away at costs — closing plants and cutting jobs — the industry held expenses in check at 11.7 percent of sales.

Skewing the entire sample, and dragging down the entire industry's profile, were just two companies which between them lost more than $790 million — Burlington Industries Inc., a giant denim, apparel and home goods producer, with a loss of $527 million; and bankrupt bed and bath producer Pillowtex Corp., struggling under a crushing debt load, with a $271.3 million deficit.

Not all the news was bad last year, and in a remarkably Darwinian environment, the strong really did get stronger. Quaker Fabrics made a strong comeback, Mohawk Industries made a small gain in earnings as it continued to build its home fashions business, and Springs Industries held relatively steady, with profits thinning out by just 2.6 percent, compared to deep losses at both of its rivals, WestPoint Stevens and Pillowtex.

Composite results of 13 textiles companies (excludes Crown Crafts & Thomaston Mills)
figures, excluding percentages, in $000s
20001999%CHG
Sales$15,298,308$15,268,404 0.2%
Operating income761,657 1,095,183 -30.5
Net income(669,147)289,703
Average gross margin16.7%18.8%
SG&A as a % of sales11.7%11.7%
Net debt coverage74.8%43.6%
( ): denotes loss
Source: Home Textiles Today market research

Composite results of home fashions producers
figures, excluding percentages, in $000s
20001999%CHG
Sales$10,072,661 $10,107,340 -0.3%
Operating income566,269 850,444 -33.4
Net income(91,496)324,654
Average gross margin18.7%21.1%
SG&A as a % of sales13.1%12.7%
Net debt coverage61.1%34.3%
( ): denotes loss
Source: Home Textiles Today market research

Composite results of diversified textiles producers
figures, excluding percentages, in $000s
20001999%CHG
Sales$5,225,647 $5,161,064 1.3%
Operating income223,433 244,739 -8.7
Net income(577,651)(34,951)
Average gross margin12.9%14.5%
SG&A as a % of sales9.1%9.7%
Net debt coverage114.4%76.0%
( ): denotes loss
Source: Home Textiles Today market research

Top 5 sales (in $000s) Top 5 earnings (in $000s)
1. Mohawk $3,255,8461. Mohawk$162,599
2. Springs Inds.2,275,0562. Springs Inds.67,144
3. WestPoint Stevens1,815,8703. Wellman27,811
4. Burlington Inds.1,620,2474. Dan River10,773
5. Pillowtex1,349,6275. Quaker Fabric10,945
Source: Home Textiles Today market research
In prior editions of the Report Card, vendors were ranked by the top five sales and earnings increases. But this year, with gains of any kind hard to come by, they are ranked simply by size.

Mohawk, Springs among few money makers
Profitability Measures Sales Operations
CompanyNet Income ($000s)% Change ’99-’00% Change ’96-’00Return on salesReturn on equityNet Sales ($000)% Change ’99-’00% Change ’96-’00Operating income% Change ’99-’00Operating marginGross marginSG&A/turnsInventory coverageNet debtFiscal year end
Mohawk$162,5991 3.4%185.6%25.0%21.6%$3,255,8465.6%45.4%$317,1157.6%9.7%25.3%15.5%4.6x12.0% 12/31/00
Springs Inds.67,1443-2.6-20.933.08.22,275,0562.52.4150,6716.66.618.712.13.7x21.212/30/00
WestPoint Stevens(63,310)445-3.58.91,815,870-3.620.9144,145-46.27.921.413.53.3x84.812/31/00
Burlington Inds.(526,972)667-32.5-556.01,620,247-1.9-25.846,655-43.22.911.48.64.7x142.09/30/00
Pillowtex(271,336)889-20.1427.61,349,627-13.0175.1(128,028)-9.50.09.53.8x-83.612/30/00
Wellman27,81110114.82.54.41,116,70619.41.654,077207.84.811.16.35.5x33.212/31/00
Polymer Group(4,323)121213-0.5-1.9862,035-3.165.384,563-29.79.822.312.55.7x108.612/30/00
Guilford Mills14(20,974)151617-2.6-6.8814,226-5.0-1.98,151-72.31.012.911.95.4x231.710/1/00
Dan River10,77318-26.889.51.63.9663,4675.574.855,0697.28.318.410.12.9x59.812/30/00
Cone Mills(29,122)191920-4.7-23.0617,7210.2-17.218,1182.910.98.05.1x93.712/31/00
Culp(8,311)212121-2.0-6.8409,810-16.02.75,621-77.31.413.712.35.3x161.34/29/01
Quaker Fabric2210,945428.027.83.67.9302,98520.5%52.421,676162.17.222.515.35.5x22.412/30/00
Crown Crafts23(49,982)-17.5286,376-12.7-12.712/31/00
CMI Inds.(24,071)2425125.726-12.4319.2194,712-7.7-21.2(16,176)-8.3-0.77.69.1x-71.412/30/00
Thomaston Mills27(20,403)-12.5162,979-1.412/30/00
Medians0.458.7-2.64.4-1.92.729.74.813.711.95.1x59.8
1. Includes a $7 million pretax charge for a class action legal settlement.
2. 1996 net income includes a $700,000 pretax restructuring charge and a $3.1 million pretax charge for asset valuation reductions.
3. Includes pretax charges for restructuring and realignment expenses of $5.3 million in 2000 and $21 million in 1996. 1996 net income also includes a $50.1 million gain on the sale of Clark-Schwebel and a $3.6 million extraordinary loss.
4. Includes a $109.2 million pretax restructuring and asset impairment charge and a $35.4 million income tax benefit. 1999 net income was $104.1 million.
5. 1996 net income was $57.7 million and includes a $287,000 net loss from discontinued operations.
6. Includes pretax restructuring charges of $67 million in 2000 and $62.1 million in 1999, equity in income of joint ventures of $10.3 million in 2000 and $6.4 million in 1999 and income tax benefits of $21.7 million in 2000 and $15.9 million in 1999. 1999 net loss was $31.5 million.
7. 1996 net income was $41.6 million and includes a $29.9 million pretax loss on the closing of a division and a $697,000 extraordinary loss on the early extinguishment of debt.
8. After preferred dividends of $8.9 million in 2000 and $12.3 million in 1999; includes pretax asset impairment charges of $112.7 million in 2000 and $2 million in 1999 and income tax benefits of $104.8 million in 2000 and $7.9 million in 1999. 2000 net income also includes a $19.4 million reorganization charge. 1999 net loss was $31.8 million.
9. 1996 net income was $14.1 million and includes a $609,000 extraordinary loss.
10. Includes a $793,000 restructuring credit.
11. 1999 net loss was $11 million and includes a $17.4 million pretax restructuring charge, a $3.8 million income tax benefit and a $1.8 million extraordinary charge, the cumulative effect of an accounting change.
12. Includes a $549,000 pretax foreign currency loss, a $2.7 million income tax benefit and a $741,000 extraordinary gain. 1999 net income was $33.4 million.
13. 1996 net loss was $2.1 million after $3 million in preferred dividends; includes a $3 million pretax foreign currency loss and a $13.9 million extraordinary gain.
14. 2000 and 1996 are 52 weeks; 1999 is 53 weeks.
15. Includes a $28.6 million pretax restructuring and asset impairment charge and a $12 million income tax benefit.
16. 1999 net income was $10.2 million and includes a $470,000 pretax restructuring and asset impairment credit.
17. 1996 net income was $34 million.
18. Includes $226,000 in equity in loss of joint venture.
19. After preferred dividends; includes pretax restructuring and asset impairment charges of $38.5 million in 2000 and $16 million in 1999, income tax benefits of $14.6 million in 2000 and $10.7 million in 1999 and equity in earnings of unconsolidated affiliate of $2.7 million in 2000 and $1.7 million in 1999. 1999 net loss was $22.1 million and also includes a $1 million extraordinary charge, the cumulative effect of an accounting change.
20. 1996 net loss after preferred dividends was $5.1 million; includes a $5.2 million pretax restructuring charge, a $2.3 million income tax benefit and a $2.4 million after-tax equity loss in earnings of unconsolidated affiliates.
21. Includes a $5.6 million pretax restructuring charge and a $4.1 million income tax benefit. 1999 net income was $9.4 million; 1996 net income was $13.8 million.
22. 2000 and 1999 are 52 weeks; 1996 is 53 weeks.
23. As of press time, Crown Crafts had not released its year-end results for the fiscal year ended March, 2001. Figures shown are from unaudited data based on the trailing 12-month period ended Dec. 31, 2000 and may not include all extraordinary charges, credits or income tax benefits. Annual data is not available to calculate percentage changes from 1996 data, return on equity, operating income, operating margin, gross margin, SG&A as a percentage of sales, inventory turns and net debt coverage.
24. Includes a $19.6 million pretax charge for restructuring and other non-recurring asset write-offs, a $1.1 million credit to restructuring and severance charges, a $28.1 million extraordinary gain on the repurchase of debt, $2.6 million in net income from discontinued operations and a $9 million net loss on the disposal of discontinued operations.
25. 1999 net loss was $14 million and includes a $7 million pretax charge for restructuring and other non-recurring asset write-offs, a $8.9 million income tax benefit and $577,000 in net income from discontinued operations.
26. 1996 net loss was $10.7 million and includes a $7.4 million income tax benefit and $2.2 million in net income from discontinued operations.
27. As of press time, Thomaston Mills had not released its year-end results for the fiscal year ended June, 2001. Figures shown are from unaudited data based on the trailing 12-month period ended Dec. 30, 2000 and may not include all extraordinary charges, credits or income tax benefits. Annual data is not available to calculate percentage changes from 1996 data, return on equity, operating income, operating margin, gross margin, SG&A as a percentage of sales, inventory turns and net debt coverage.

Operating margin
Operating income as a percentage of sales
The high
1. Polymer Group9.8%
2. Mohawk9.7
3. Dan River8.3
The low
1. Pillowtex-9.5%
2. CMI Inds.-8.3
3. Guilford Mills1.0

The bottom line
Return on sales: after-tax profits as percentage of sales
The top
1. Mohawk5.0%
2. Quaker Fabric3.6
3. Springs Inds.3.0
The bottom
1. Burlington Inds.-32.5%
2. Pillowtex-20.1
3. Crown Crafts-17.5

Worker productivity
sales productivity ($000s)
Rank by salesRank by incomeCompanySales per employee 20001999Income per employee 20001999
11Wellman$429.5$346.4$10.7(4.1)
26Polymer Group200.5197.7(1.0)7.4
310Cone Mills143.7143.3(6.8)(5.1)
48Guilford Mills137.3137.1(3.5)1.6
52Mohawk135.6133.86.86.8
67Culp132.2128.4(2.7)2.5
74Springs Inds.125.0121.33.73.8
83Quaker Fabric122.7106.14.40.9
99WestPoint Stevens108.7115.6(3.8)6.4
1012Pillowtex108.0110.9(21.7)(2.3)
1111CMI Inds.92.9101.7(11.5)(3.8)
1213Burlington Inds.90.589.3(29.4)(1.7)
135Dan River89.786.21.52.0
Source: Home Textiles Today market research

Stockpiles
building or cutting inventories
Rank by % CHG in inventoryRank by % CHG in salesCompanyInventory % CHGSales % CHG
14Dan River22.4%5.5%
23Mohawk16.15.6
39Polymer Group8.4-3.1
41Quaker Fabric7.220.5
55Springs Inds.6.02.5
62Wellman5.619.4
76Cone Mills-3.90.2
811Guilford Mills-6.7-5.0
910WestPoint Stevens-9.3-3.6
108Burlington Inds.-9.3-1.9
1112CMI Inds.-14.4-7.7
1215Culp-19.4-16.0
1314Pillowtex-34.1-13.0
Source: Home Textiles Today market research

 

Maxxed Out

If the road to hell is paved with borrowed money, then a lot of suppliers are starting to feel the heat, with their debt levels high and their cash flow anemic — or worse, non-existent — in a worsening environment for American textiles producers.

Just how bad is bad? Couldn't get much worse for more than half the companies — eight out of 15 — ranked in this year's Vendor Report, who couldn't even generate enough cash to cover their interest expense last year — let alone pay such incidentals as taxes.

An entire industry is paying the piper — that really means the banks and the high-yield lenders — for its free-spending ways of only a few years ago when it was almost an Olympic event to see who could pay the most to buy another company — or add lots of capacity that's now become redundant in a rapidly shifting arena of global sourcing.

In addition to the six companies identified below, two others, Thomaston Mills and Crown Crafts, were similarly unable to generate enough cash to pay their interest expense — but both companies had not yet filed audited data for their full fiscal year.

All figures in $millions
CompanyCash flowInterest expense
Pillowtex($128.0)$107.1
CMI Inds.(16.2)11.6
Burlington Inds.46.766.3
Culp5.69.1
Guilford Mills8.28.9
Polymer Group84.691.8
( ): denotes loss
Source: Home Textiles Today market research

Methodology

This year's edition of the Home Textiles Today Vendor Report Card is based on data from public documents and was computed by senior research specialist Janice Chamberlain and database coordinator Cynthia Myers.

Formulas used include:

Profit margin: also known as net return on sales, it is figured by dividing net income by net sales;

Return on equity: net income divided by shareholder equity;

Gross margin: net sales minus cost of goods sold divided by net sales;

SG&A as a percentage of sales: selling, general and administrative expenses divided by net sales;

Net debt coverage: net interest expense divided by operating income. Operating income is defined as net sales minus cost of goods sold and selling, general and administrative expenses;

Inventory turns: cost of goods sold divided by average inventory;

Operating return on sales: operating income divided by net sales;

Return on invested capital: operating income divided by total assets. Operating income is defined as net sales minus cost of goods sold and selling, general and administrative expenses.

As of press time, Thomaston Mills and Crown Crafts had not yet released their fiscal year-end results. Figures shown for the companies are unaudited data based on the trailing 12-month period ended December 2000 and may not include all extraordinary charges or income tax benefits.

The Report Card was compiled under the direction of business editor Don Hogsett and director of market research Kay Anderson.

Less and less bang for the buck

Whoops. After spending more than a billion dollars in the past few years to modernize plants and add capacity, more than a few vendors now find themselves in the awkward, and costly, position of having too much capacity on their hands, especially in the midst of a protracted U.S. economic downturn and increased sourcing of low-cost, off-shore product.

In some cases shutting excess capacity, and in others hammered by weak earnings, producers sharply scaled back their capital spending last year. And only a third — five of the 13 companies in this year's Vendor Report Card — managed to increase their return on invested capital last year: Mohawk, Springs, Quaker, Cone and Wellman. Six recorded a lower return, and two, Pillowtex and CMI, both recording large losses, posted a negative return on investment.

RankCompany20001999
1.Mohawk17.7%17.5%
2.WestPoint Stevens9.917.4
3.Springs Inds.9.59.0
4.Quaker Fabric8.83.5
5.Dan River7.47.5
6.Polymer Group5.68.2
7.Cone Mills4.3(0.1)
8.Wellman4.11.3
9.Burlington Inds.3.54.4
10.Culp1.97.2
11.Guilford Mills1.13.9
12.Pillowtex-9.63.7
13.CMI Inds.-17.0(1.7)
Source: Home Textiles Today market research

Moving the goods out the door

OUT IN FRONT: Especially in such a precarious retail and economic environment — with producer sales under heavy pressure and more and more retailers sourcing goods off-shore and bypassing U.S. producers — building, balancing and moving inventories out the door becomes a tricky, and critical, balancing act. It says a lot about the current state of the industry that of the four highest rates of inventory turn recorded in this year's sample, only one belongs to a home fashions producer. The other three leaders — CMI, Wellman and Polymer Group — are further down the supply chain as suppliers to finished goods producers.

1. CMI Inds.9.1x
2. Polymer Group5.7
3. Quaker Fabric5.5
4. Wellman5.5

PICKING UP THE REAR: Way behind in inventory turns, in a period of falling sales, are the biggest home fashions producers.

1. Dan River2.9x
2. WestPoint Stevens3.3
3. Springs Inds.3.7
4. Pillowtex3.8
Source: Home Textiles Today market research

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