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Post World War I years marked the end of  the "Gas Light Era". It also marked the beginning of a dream for four Milwaukee men: David Stern, Morris Stern, David Siegel and Morris Tax. These men formed the Standard Light Co., a manufacturer of lighting fixtures, in April, 1919. Since only a very small percentage of the Milwaukee area had electricity, their vision to establish an enterprise which would serve a newly developing marketplace for electrical light fixtures was extremely bold. The company originally began production in a building located on North Water St.
 By 1922, however, the growing company was forced to seek out additional space and moved to 424 Juneau Avenue. Once again, this site became too small and the company relocated to 1045 N. 5th Street in 1927, and remained there until moving to another facility in 1986. By the mid-twenties it became apparent to the company's remaining founders that their customers' electrical needs were growing. The company met these needs by adding small, portable appliances and electrical supplies to its product mix. In addition, Russell Beckerman, a young pharmacist by training and nephew of David and Morris Stern, joined the company as a purchasing agent.
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Post World War I years marked the end of the "Gas Light Era". It also marked the beginning of a dream for four Milwaukee men: David Stern, Morris Stern, David Siegel and Morris Tax. These men formed the Standard Light Co., a manufacturer of lighting fixtures, in April, 1919. Since only a very small percentage of the Milwaukee area had electricity, their vision to establish an enterprise which would serve a newly developing marketplace for electrical light fixtures was extremely bold. The company originally began production in a building located on North Water St.
By 1922, however, the growing company was forced to seek out additional space and moved to 424 Juneau Avenue. Once again, this site became too small and the company relocated to 1045 N. 5th Street in 1927, and remained there until moving to another facility in 1986. By the mid-twenties it became apparent to the company's remaining founders that their customers' electrical needs were growing. The company met these needs by adding small, portable appliances and electrical supplies to its product mix. In addition, Russell Beckerman, a young pharmacist by training and nephew of David and Morris Stern, joined the company as a purchasing agent. |
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In the second half of the 1940's, after  WWII, materials directed to the war effort became available and electrical products once again became accessible for the company. New home building also increased, which spurred demand for appliances and apparatus and supply products. The company made sure its product mix met this increased demand by expanding the number of supplier lines in which it distributed. The late 1940's was one of the significant growth periods for the company. Demand for its products and services was growing rapidly. This meant an increase in sales and market share for the company. |
| In the second half of the 1940's, after WWII, materials directed to the war effort became available and electrical products once again became accessible for the company. New home building also increased, which spurred demand for appliances and apparatus and supply products. The company made sure its product mix met this increased demand by expanding the number of supplier lines in which it distributed. The late 1940's was one of the significant growth periods for the company. Demand for its products and services was growing rapidly. This meant an increase in sales and market share for the company. |
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 The collapsing economy of the early 30's was an imposing threat to the dream that started the Standard Light Co. However, it did not stop this majestic dream. The company's founders simply refocused their efforts. The recognition of their changing customer and increased concentration as a full line electrical distributor brought about the company's current name - Standard Electric Supply Co. This name was fully adopted at the end of 1930 and the manufacturing of light fixtures was ultimately phased out of the process.
The end of the 30's also marked a sales boom for the industry as whole. New home construction created a fresh demand for electrical goods and Standard Electric Supply Co. stood fully prepared to meet those demands. The company's product mix changed to include large appliances like stoves, refrigerators, radios and water heaters, in addition to small appliances, apparatus and supply products, and lighting. |
The collapsing economy of the early 30's was an imposing threat to the dream that started the Standard Light Co. However, it did not stop this majestic dream. The company's founders simply refocused their efforts. The recognition of their changing customer and increased concentration as a full line electrical distributor brought about the company's current name - Standard Electric Supply Co. This name was fully adopted at the end of 1930 and the manufacturing of light fixtures was ultimately phased out of the process.
The end of the 30's also marked a sales boom for the industry as whole. New home construction created a fresh demand for electrical goods and Standard Electric Supply Co. stood fully prepared to meet those demands. The company's product mix changed to include large appliances like stoves, refrigerators, radios and water heaters, in addition to small appliances, apparatus and supply products, and lighting. |
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Building on the growth of the late 1940's, the company expanded its sales force throughout the state of Wisconsin during the 1950's. the company's reach extended from Milwaukee to Kenosha, Madison, Rhinelander and the Fox River Valley.  The apparatus and supply part of the business continued to expand, but this time more technically advanced products like switches and panel boards were added. In addition, non technical items like cookware, glassware and utensils became part of the product mix. The major appliance group was expanded to include ranges, TV's, air conditioners and garden equipment.
 Standard Electric also expanded its industrial and commercial lighting product offering to combat new competition from predecessors of today's home centers in the marketplace which were targeting its customers. In the 1950's, SESCO installed its first data processing system for order entry purposes. It was an IBM system 1401 punch card unit. Five years later the company purchased a vacuum tube computer made by IBM. It was used for an integrated payables system, sales reporting, minor purchasing functions and order entry. It was one of the first integrated payables systems in the country. The use of the latest in computer technology remains a significant part of the company today. Emerging technologies increase the efficiency and accuracy of the company's business. Continued growth led to business expansion. 
In 1950, a new two story warehouse was added to the company's facility to accommodate a growing inventory. Adolph Stern, son of David Stern, joined the company in 1950, working in the warehouse. |
Building on the growth of the late 1940's, the company expanded its sales force throughout the state of Wisconsin during the 1950's. the company's reach extended from Milwaukee to Kenosha, Madison, Rhinelander and the Fox River Valley. The apparatus and supply part of the business continued to expand, but this time more technically advanced products like switches and panel boards were added. In addition, non technical items like cookware, glassware and utensils became part of the product mix. The major appliance group was expanded to include ranges, TV's, air conditioners and garden equipment.
Standard Electric also expanded its industrial and commercial lighting product offering to combat new competition from predecessors of today's home centers in the marketplace which were targeting its customers. In the 1950's, SESCO installed its first data processing system for order entry purposes. It was an IBM system 1401 punch card unit. Five years later the company purchased a vacuum tube computer made by IBM. It was used for an integrated payables system, sales reporting, minor purchasing functions and order entry. It was one of the first integrated payables systems in the country. The use of the latest in computer technology remains a significant part of the company today. Emerging technologies increase the efficiency and accuracy of the company's business. Continued growth led to business expansion.
In 1950, a new two story warehouse was added to the company's facility to accommodate a growing inventory. Adolph Stern, son of David Stern, joined the company in 1950, working in the warehouse. |
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The company's product lines kept expanding further into industrial related items such as fuse blocks, lugs and terminals. At the same time, the housewares and appliances product areas continued to grow. Each product grouping had its own separate sales force and parts department. 
Milwaukee's industrial base began to change in the 60's. Heavy equipment producers, foundries, tanneries and machine tool manufacturers became prominent. The company was ideally positioned to service this growing market. It had the correct product mix and personnel to meet customer needs. 
Industrial growth also began to creep toward Waukesha. The company chose to stay in downtown Milwaukee, however, because of its strong commitment to serving the local marketplace. The development of the freeway system during this period also made it easier for the company to remain in Milwaukee and yet serve the expanding customer base. As a result, the company once again expanded its facility in 1963 by adding on additional third story warehouse space. |
The company's product lines kept expanding further into industrial related items such as fuse blocks, lugs and terminals. At the same time, the housewares and appliances product areas continued to grow. Each product grouping had its own separate sales force and parts department.
Milwaukee's industrial base began to change in the 60's. Heavy equipment producers, foundries, tanneries and machine tool manufacturers became prominent. The company was ideally positioned to service this growing market. It had the correct product mix and personnel to meet customer needs.
Industrial growth also began to creep toward Waukesha. The company chose to stay in downtown Milwaukee, however, because of its strong commitment to serving the local marketplace. The development of the freeway system during this period also made it easier for the company to remain in Milwaukee and yet serve the expanding customer base. As a result, the company once again expanded its facility in 1963 by adding on additional third story warehouse space. |
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 The company continued to add apparatus and supply products to its mix. In addition, emphasis was placed on industrial and commercial lighting and supplies and less on residential. In the late 1970's, the residential lighting showroom was closed. Also, the company started to move away from major appliances because of the fragile nature of the franchises in this market. Major appliance suppliers were going more toward regional warehousing and less through distribution. In addition, mass merchandisers started selling major appliances and purchasing directly from the suppliers. |
| The company continued to add apparatus and supply products to its mix. In addition, emphasis was placed on industrial and commercial lighting and supplies and less on residential. In the late 1970's, the residential lighting showroom was closed. Also, the company started to move away from major appliances because of the fragile nature of the franchises in this market. Major appliance suppliers were going more toward regional warehousing and less through distribution. In addition, mass merchandisers started selling major appliances and purchasing directly from the suppliers. |
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 The early 1980's presented the economy with a deep recession.This was the start of the "Rust Belt" era and the rising tide of foreign competition. Many companies fell to the wayside. Others transferred recourses to the production of high-tech medical products. Standard Electric, again, had the vision and resiliency to change its product mix to meet the needs of this changing market. It began to focus its attention on automation and OEM products like motor controls, PLC's, sensors, drives and value added services to better serve the needs of its industrial customer base. During the recessions of the 80's, the company maintained strong inventories. This was against conventional wisdom, but proved valuable because industry looked to Standard Electric for products which were otherwise scarce. In addition, as the economy started to improve, the company was there to meet pent-up demand. Along with expanding inventories, the company again expanded its Fifth Street location in 1982 to provide for more storage area and shipping and receiving space.The company moved to its current location in 1986 as a result of the need for room to build the Bradley Center. Being a good corporate citizen,the company worked with the city to establish a new modern, highly efficient distribution facility in the Menomonee Valley, the "Gateway to Downtown."
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The early 1980's presented the economy with a deep recession.This was the start of the "Rust Belt" era and the rising tide of foreign competition. Many companies fell to the wayside. Others transferred recourses to the production of high-tech medical products. Standard Electric, again, had the vision and resiliency to change its product mix to meet the needs of this changing market. It began to focus its attention on automation and OEM products like motor controls, PLC's, sensors, drives and value added services to better serve the needs of its industrial customer base.During the recessions of the 80's, the company maintained strong inventories. This was against conventional wisdom, but proved valuable because industry looked to Standard Electric for products which were otherwise scarce. In addition, as the economy started to improve, the company was there to meet pent-up demand. Along with expanding inventories, the company again expanded its Fifth Street location in 1982 to provide for more storage area and shipping and receiving space.The company moved to its current location in 1986 as a result of the need for room to build the Bradley Center. Being a good corporate citizen,the company worked with the city to establish a new modern, highly efficient distribution facility in the Menomonee Valley, the "Gateway to Downtown."
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Standard Electric continued to respond with the right product mixes and technology in the face of competition and make the right business decisions in the ever changing economy. In addition to continued expansion of its traditional product mix, the company has strengthened its focus in automated products with the creation of the Automated/OEM Products Group.
 1992 also marked the beginning of new marketplace expansion with the successful opening of the company's office and warehouse facility in Appleton, Wisconsin to support sales in the Fox River Valley. The initial expansion was followed by opening facilities in Madison, Stevens Point, and Sheboygan to further expand the company's market presence and meet customer needs. To improve productivity, enhancements to the company's computer system and EDI (Electronic Data Interchange) capabilities were made. Standard Electric also converted its software to "Eclipse", a new computer operating system. This enabled the company to expand operational capabilities and meet the needs of a growing industrial base.
Finally, Standard Electric recommitted itself in the 1990's to quality cutomer service by becoming one of the few distributors in the country to obtain ISO9000 certification in 1997.
The 1990's marked the entrance of Larry Stern, the company's current president into the family business. Larry, the son of Adolph Stern, is the third generation of the family to carry on the company tradition. |
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Standard Electric continued to respond with the right product mixes and technology in the face of competition and make the right business decisions in the ever changing economy. In addition to continued expansion of its traditional product mix, the company has strengthened its focus in automated products with the creation of the Automated/OEM Products Group.
1992 also marked the beginning of new marketplace expansion with the successful opening of the company's office and warehouse facility in Appleton, Wisconsin to support sales in the Fox River Valley. The initial expansion was followed by opening facilities in Madison, Stevens Point, and Sheboygan to further expand the company's market presence and meet customer needs. To improve productivity, enhancements to the company's computer system and EDI (Electronic Data Interchange) capabilities were made. Standard Electric also converted its software to "Eclipse", a new computer operating system. This enabled the company to expand operational capabilities and meet the needs of a growing industrial base.
Finally, Standard Electric recommitted itself in the 1990's to quality cutomer service by becoming one of the few distributors in the country to obtain ISO9000 certification in 1997.
The 1990's marked the entrance of Larry Stern, the company's current president into the family business. Larry, the son of Adolph Stern, is the third generation of the family to carry on the company tradition. |
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In the 2000's, Standard Electric has continued to expand its reach, acquiring companies in Chicago and Rockford, Illinois: Dynatech in 2003 and Industrial Engineering and Equipment in 2004.
Standard Electric also continues to expand its presence in Wisconsin, opening a new location in Eau Claire, and two sister companies, Vision Control and Automation and S.E. Automation, to meet increasing customer demands.
Operationally, the company unrelentingly implements new technologies to improve its customer service. New improvements in inventory management include onsite binstocking with automated tools and RF bar coding throughout all its warehouses.
Standard Electric continued to grow and expand automation and control product offerings. The 2000's also mark the growth of its Engineered Products division, the sucessor to the Automated/OEM Products Groups, staffed with skillful engineers with vast industry application experience. |
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In the 2000's, Standard Electric has continued to expand its reach, acquiring companies in Chicago and Rockford, Illinois: Dynatech in 2003 and Industrial Engineering and Equipment in 2004.
Standard Electric also continues to expand its presence in Wisconsin, opening a new location in Eau Claire, and two sister companies, Vision Control and Automation and S.E. Automation, to meet increasing customer demands.
Operationally, the company unrelentingly implements new technologies to improve its customer service. New improvements in inventory management include onsite binstocking with automated tools and RF bar coding throughout all its warehouses.
Standard Electric continued to grow and expand automation and control product offerings. The 2000's also mark the growth of its Engineered Products division, the sucessor to the Automated/OEM Products Groups, staffed with skillful engineers with vast industry application experience. |
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