SIG is a leading European provider of specialist building materials, with close to £3bn of annual revenues and around 9,000 employees across the UK, Ireland and Mainland Europe. As a specialist distributor, SIG plays a critical role in the construction supply chain, bringing value to its customer base across major European markets.
This building materials supplier was struggling to reconcile rebate information in their unwieldy spreadsheet-based system. They also had an issue around extracting detailed and summary data across all branches and categories prior to the negotiation.
They felt that they needed to gain control over rebate income and at the same time find a solution that would help them to improve their supplier negotiations.
With insufficient accurate, consolidated information at their fingertips, the procurement team could only negotiate on price. They knew that by understanding the projected volumes and product mixes required at a branch / product level they could include delivery, quality and other measures into their negotiations.
This business had used a bespoke system to manage rebate earnings for some time, but rebates were calculated at a very high level and were based on data provided by suppliers rather than their own data.
They reviewed the situation and estimated that by making calculations at a more granular level of detail, they could significantly increase the level of rebate claims within the existing deal structures.
If you manage procurement contracts with complex supplier rebates, then you may have reached the point where your current contract management system or ERP system doesn’t provide the functionality you need. That’s where a rebate management system comes in.
This building supplies company has over 50 branches and is growing. They recognised that having smooth business processes would be an essential foundation for their growth plans, and whilst most parts of the business had been systemised, the area of rebate management remained an anomaly.
This business manages over 1m stocked items, the majority of which have some kind of associated rebate deal. Within the first 12 months of operation they recognised a 200% return on their investment in DealTrack software.
They had previously built a rebates module as part of their bespoke financial system. However, whilst this had been built to specification, over time it lacked the flexibility to manage every type of deal.
In order to prepare for major negotiations with suppliers, businesses often have to extract historical data from multiple systems: buying groups need information from their members' systems, newly merged businesses need information from different parts of the group.
We've had great feedback from our recent webinar, so I wanted to share the content with those who didn't make it on the day. This blog provides a summary of the topics we discussed:
DCS Group (UK) is one of Europe's largest distributors of health and beauty products. Founded in 1994, the company has experienced phenomenal growth under the entrepreneurial leadership of Denys Shortt OBE. The company employs 320 and handles sales and distribution into selected markets for globally recognised brands such as Gillette, Colgate, P&G, Unilever and SC Johnson.
DCS also owns and manufactures the international Enliven range of health and beauty products, and has a new contract manufacturing plant in Stratford-upon-Avon.