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ODP

The ODP Corporation

ODP

The ODP Corporation NASDAQ
$27.98 0.23% (+0.07)

Market Cap $842.54 M
52w High $28.84
52w Low $11.85
Dividend Yield 0%
P/E 133.21
Volume 363.16K
Outstanding Shares 30.12M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q3-2025 $1.625B $293M $23M 1.415% $0.767 $60M
Q2-2025 $1.586B $301M $0 0% $0 $37M
Q1-2025 $1.699B $392M $-29M -1.707% $-0.97 $-5M
Q4-2024 $1.623B $310M $-3M -0.185% $-0.091 $47M
Q3-2024 $1.78B $262M $58M 3.258% $1.76 $125M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q3-2025 $182M $3.279B $2.456B $823M
Q2-2025 $177M $3.401B $2.605B $796M
Q1-2025 $185M $3.467B $2.683B $784M
Q4-2024 $166M $3.529B $2.722B $807M
Q3-2024 $181M $3.691B $2.835B $856M

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q3-2025 $23M $90M $15M $-99M $5M $78M
Q2-2025 $0 $16M $-5M $-21M $-8M $4M
Q1-2025 $-29M $57M $-14M $-24M $19M $36M
Q4-2024 $11M $28M $-41M $-11M $-26M $2M
Q3-2024 $68M $75M $-32M $-40M $4M $53M

Revenue by Products

Product Q4-2024Q1-2025Q2-2025Q3-2025
Copy And Print
Copy And Print
$310.00M $150.00M $150.00M $150.00M
Products Furniture And Other
Products Furniture And Other
$470.00M $230.00M $230.00M $240.00M
Products Supplies
Products Supplies
$1.65Bn $840.00M $780.00M $820.00M
Products Technology
Products Technology
$910.00M $470.00M $430.00M $420.00M

Five-Year Company Overview

Income Statement

Income Statement ODP’s income statement shows a mature business under pressure but still capable of turning a profit. Sales have been slowly drifting down over several years, reflecting the long‑term decline in traditional office supplies and store traffic. Profitability has improved since the deep losses of 2020, with operating profit positive each year and cost controls clearly in place. However, net results have been uneven, swinging from losses to decent profits and then back toward roughly break‑even recently. Overall, the business earns money, but margins are thin and earnings quality is sensitive to small changes in demand, pricing, or costs, which makes profits less predictable than in more stable industries.


Balance Sheet

Balance Sheet The balance sheet shows a company that has been deliberately shrinking and simplifying itself. Total assets have steadily come down, consistent with store closures, divestitures, or a tighter operating footprint. Cash on hand has declined from earlier levels, so the cash cushion is more limited than it used to be, though still present. Debt is moderate but has ticked up from recent lows, which matters given the company’s modest profitability. Equity has come down over time as well, leaving a smaller capital base and less of a buffer against future shocks. In short, the balance sheet looks serviceable, but the overall financial cushion is thinner than it was several years ago, so balance‑sheet discipline will remain important.


Cash Flow

Cash Flow Cash flow is a relative bright spot. The company has consistently generated positive cash from its operations each year, even when reported earnings were weak. Capital spending is quite low, which means most of that operating cash can flow through as free cash flow. That said, both operating and free cash flow have been gently trending down, echoing the pressure on revenue and margins. So while the business still throws off cash and does not appear to be cash‑starved, it does not currently look like a growing cash engine. Sustaining or improving cash generation will depend on how well the shift to B2B and logistics offsets the drag from declining legacy retail.


Competitive Edge

Competitive Edge ODP’s competitive position is a mix of solid structural assets and tough industry headwinds. On the positive side, it has well‑known brands, long‑standing relationships with business customers, and an extensive distribution network capable of fast, wide‑reaching delivery. Its dedicated B2B arm and Veyer logistics platform give it a differentiated angle versus pure retailers, especially for larger organizations that value one‑stop procurement and reliable fulfillment. On the challenging side, demand for traditional office products is under long‑term pressure, and competition is intense from online marketplaces, big‑box retailers, and other distributors. The company’s advantage increasingly comes from service, scale, and logistics rather than from the products themselves, so executing the B2B strategy and maintaining service quality are critical to preserving its moat.


Innovation and R&D

Innovation and R&D Innovation at ODP is focused on operations, technology, and service rather than classic product R&D. The company is deploying generative AI tools for employees to improve customer support and efficiency, and it is heavily investing in supply‑chain technology through its Veyer division, including warehouse automation and advanced picking systems. It is also building out third‑party logistics services and broader workplace solutions—such as managed print, technology support, and workspace design—while exploring new verticals like hospitality and healthcare. The sale of its separate digital procurement platform suggests a more selective approach to tech bets, concentrating innovation where it directly supports the core B2B and logistics strategy. The big open question is how quickly these efforts can translate into durable revenue growth and stronger margins.


Summary

Overall, ODP is a business in transition from a shrinking, store‑based office supply retailer to a leaner B2B and logistics‑focused service provider. The income statement shows that the company can be profitable, but on a narrow margin and with some volatility. The balance sheet is adequate but slimmer than in the past, leaving less room for major missteps. Cash flow remains positive and relatively resilient, though not growing, which both supports the transformation and underscores the need for careful capital allocation. Competitively, ODP’s strength lies in its distribution network, brand recognition, and business customer relationships, while secular declines in traditional office demand and strong competition remain key headwinds. Its success now largely depends on how effectively it can scale its B2B solutions and logistics offerings, leverage its technology investments, and adapt to a world where office work—and office spending—looks very different from a decade ago.