Scott McLendon became president of Allied Electronics in January 2013, succeeding Lee Davidson, who stepped aside for health reasons and moved into a strategic-projects role at parent company Electrocomponents. McLendon framed the handover as continuity: Allied would keep its catalog, website and sales force working together to serve customers.
Who took over Allied Electronics?
EE Times reported on 17 January 2013 that Scott McLendon had become president of Allied Electronics. Lee Davidson, who had held the post for nearly a decade, stepped aside for health reasons and became vice president of strategic projects for Allied’s parent, Electrocomponents. EE Times, “McLendon Takes Reins at Allied”
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ALLIED INDUSTRIAL ELECTRONICS CATALOG # 660 1965 | $29.83 | Buy on Amazon |
What did McLendon say would change?
McLendon described the leadership change as a continuation of Allied’s multichannel approach, not a sweeping overhaul. The company sold through a catalog and website while also relying on a large sales organization to help customers.
“We take a multichannel approach to the market, and one of those offerings is a catalogue,” McLendon told EE Times. He said Allied had 400 salespeople working from 53 offices in the United States and Canada, making customer support more than a self-service process.
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What did Allied sell, and how did it fit into Electrocomponents?
Allied focused on interconnect, passive and electromechanical components, collectively known as IP&E, with a strong presence in industrial controls and automation. McLendon said maintenance, repair and operations (MRO) accounted for about 25% of Allied’s business.
Electrocomponents acquired Allied in 1999. In the financial year ending 31 March 2012, Electrocomponents reported revenue of £1.27 billion (about $2 billion), according to the 2013 EE Times account. Allied and RS Components together represented about 600 suppliers across the Americas, Europe and the Far East; across the wider Electrocomponents group, the companies sourced from 2,500 leading suppliers globally. Those figures describe the group at the time, not its present-day scale.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.How did Allied serve customers?
McLendon said Allied stocked every part it marketed for sale and operated around the clock. “We’re open 24 hours, and our last truck leaves the warehouse at midnight,” he said. He pointed to next-day delivery as an advantage for customers needing parts quickly.
The 2013 article characterized Allied as more focused on IP&E and less focused on semiconductors than Digi-Key, Mouser and Newark/element14. It also highlighted Allied’s industrial-controls and automation presence, MRO business, sales support and fulfillment approach. It did not give comparable figures for those competitors, so it does not establish a ranking in catalog breadth or delivery performance.
What market conditions did McLendon expect in 2013?
McLendon expected mild market growth that year. He also connected delayed capital spending with ongoing MRO demand: when businesses postponed buying new equipment, they had reason to keep legacy systems running longer and source the parts needed to maintain them. This was his outlook for 2013, not a statement about current market conditions.
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