A listed auto-components buyer walked into steel and polymer negotiations with last year's clean-sheet.
The recoverable input-price gap was visible before the event, not after the award.
- The problem
- A listed auto-components buyer walked into steel and polymer negotiations with last year's clean-sheet.
- What we built
- A live should-cost from consumption and the real cost drivers, ranked by recoverable gap versus contract.
- The outcome
- The recoverable input-price gap was visible before the event, not after the award.
Case studies are anonymised at the client's request. Outcomes describe what changed operationally rather than claiming attributed financial figures - we'd rather under-state a result than dress one up.
The product behind this
Walk into the negotiation with a number you can defend.
A live should-cost built from your consumption and cost drivers, not last year's spreadsheet. Arms RFQ, negotiation and contracts on your existing ERP.
More Should-Cost case studies
A metals processor contracted annually while the driving indices moved weekly underneath the price.
Live should-cost versus contracted price sat on the same item, ready for the next conversation.
Read →An FMCG pack-buying team assembled negotiation briefs by hand the night before each RFx.
Buyers entered the room with a brief from their own consumption, not from the converter's quote.
Read →Have the same problem?
Most engagements start as a single product on a single workflow, with a measurable result inside 8-12 weeks.