4 things to stop doing.png

4 things to STOP DOING in order to maximise your rebate earnings

Posted by David Hunt on 05-Jan-2018 10:18:00

Working with a number of organisations across industry sectors such as building materials, buying groups and wholesale and distribution, we have seen a large variety of very complex supplier rebates and trading agreements.  These very often involve incredibly complicated performance-based calculations with seemingly endless permutations, and on top of that agreements are subject to periodic review and change.

In the building materials sector for example, there are further complications when you factor in multiple SKUs — tons/bags of cement, different lengths of timber etc.

While some companies manage the rebate process effectively, in the vast majority of organisations keeping track of all the information needed in order to make rebate claims is still very much a manual process.  This lack of automation leads at best to time delays and at worst to errors and missed claims.  Owing to the size of margins, the smallest miscalculation could have dire financial consequences.

So what are the most 4 commons problems organisation have done that has had a negative effect on their rebate earnings?   What are the 4 things you should stop doing now in order to ensure that you maximise your rebate claims?

  1. Stop relying on spreadsheets and manual processes.

If your business only deals with a relatively small number of complex trading agreements, this may be a viable option, but as the volume and complexity increases, the possibility for error surges exponentially. The more data that these manual processes have to deal with, the more chaotic it becomes, posing significant financial risks to your profitability.

  1. Stop relying on your suppliers to calculate rebates for you!

It came as a surprise to us too – but many companies rely on their suppliers to account for their rebate claims.  Deferring this responsibility requires a huge leap of faith that could lead to miscalculations.  If you don’t have the evidence yourself, then there is no way you can disagree with your supplier in the event of a smaller than expected rebate payment.  As lovely as they are, those “hoped for” cheques in the post, are not a viable way to manage profit and cash flow.

  1. Stop going into supplier negotiations blind!

Make sure you have all the information to hand about past purchases, trends and projected future volumes.  Check you have the ability to model what different contract options might look like and be prepared to negotiate on an equal footing with your suppliers. 

  1. Stop creating work-arounds to solve the inadequacies of your ERP system.

Some ERP systems have limited functionality to help with rebate management, others have more flexibility, but most don’t appear to handle every type of rebate contract.   ERP systems generally lack the ability to manage the complexities involved with multiple agreements.

Added to that, some organisations have multiple ERP systems across divisions and geographies, so there is very little hope that each one can provide a consistent process to claim supplier rebates.   The result is that even large businesses with top of the range ERP systems still find the need to create spreadsheets or other processes outside of their ERP system to keep a detailed track on supplier agreements, purchases made and rebate claims. 

(For more information on this point, please see our blog "Why your ERP system won't solve your complex vendor rebate problems")

If you’re managing rebate claims in excess of £5m per annum, then a dedicated rebate management system such as DealTrack offers a proven return on investment.

DealTrack provides a structured, intelligent approach to rebate management, with advanced analytics functions which allow your business to manage complex trading agreements reliably and efficiently, minimising risk and uncertainty.  

To find out more, listen to our recorded webinar by clicking the link below.

Vendor Rebates: how to manage complex deals


Topics: Rebate Management