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Outbyte PC Repair FREEClear out junk files and repair common Windows errorsFree Scan →Outbyte Driver Updater FREEScan for outdated or missing drivers - takes under a minuteDriver Scan →In April 1999, Arrow Electronics reorganized two acquired businesses and described a more coordinated way to work with some customers and suppliers. Bell Industries’ Electronics Distribution Group became Arrow/Bell Components; Richey Electronics was integrated into Arrow PEMCO, which was renamed Arrow/Richey. The changes were a period snapshot, not a description of Arrow’s present-day organization.
What changed in Arrow’s operating groups?
EE Times reported on April 2, 1999, that Arrow had added Bell Industries’ Electronics Distribution Group as Arrow/Bell Components and integrated Richey Electronics into Arrow PEMCO under the name Arrow/Richey. Arrow/Richey sold passive, electromechanical, and connector products.
The integration followed a major restructuring about 15 months earlier. The report said Arrow then had eight operating groups:
- Arrow Alliance
- Arrow/Bell
- Arrow CMS (Contract Manufacturing Services)
- Arrow Industrial Computer Products
- Arrow/Richey
- Arrow Semiconductor
- Arrow Supplier Services
- Arrow/Zeus Electronics
In discussing that earlier restructuring, EE Times characterized Arrow Electronics as an $8.3 billion company. That figure belongs to the 1999 report, not to Arrow’s current financial profile. EE Times, Barbara Jorgensen, April 2, 1999.
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How was the customer interface supposed to work?
Small and midsize accounts
Arrow/Bell was intended to make Arrow more visible to small and midsize accounts and to give original equipment manufacturers (OEMs) seeking both active and passive components one contact. The idea was broader component coverage through a single account relationship.
Larger OEMs with specialized purchasing
Arrow did not propose replacing specialist coverage for every customer. Larger OEMs that divided purchasing responsibilities by component category could continue working with Arrow’s specialty groups and the relevant buyers. Arrow chief operating officer Francis M. Scricco explained the rationale: “As customers get more complex, they typically break out their purchasing departments,” and “We feel the level of expertise required [by the customer] also requires specialization on our part.”
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What coordination did Arrow describe for suppliers and multi-location customers?
Supplier coordination
Arrow proposed a single product manager to coordinate marketplace work for suppliers, including training and quarterly business reviews. The stated aim was to replace a supplier’s need to coordinate those efforts across separate Arrow units with one coordinating contact.
Multi-location customer coordination
Arrow Global was a separate function for customers using Arrow services at multiple locations. It coordinated communications, sales, design, and supply-chain efforts. EE Times reported roughly 25 such customers at the time; that was a figure in the 1999 article, not a current customer count.
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What does the 1999 report establish—and what does it not?
The report documents how Arrow presented the acquisition integration and customer and supplier coordination changes in April 1999. It does not establish whether these group names, reporting lines, contact arrangements, or customer counts remain in place today. Its subject is corporate distribution and account organization, not a consumer product or personal-finance offering.
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