The challenge for companies who manage rebates not only with hundreds of suppliers but also multiple divisions of single suppliers is being able to see the complete picture when negotiating vendor rebate deals.
So let’s describe a scenario:
A leading building materials distributor deals with a large group company, which has a flooring division, a concrete products division, an aggregates division, etc. With each division there could be several rebate deals, different terms and rebate earning levels. As the buyer you could have multiple companies within your group all dealing with various divisions of this supplier. The complexity of deals and complexity of relationships is significant, and is made worse by disparate systems on both sides.
How do you get a complete picture of your trading relationships to enable negotiations to take place for vendor rebates — not to mention supporting your commercial objectives with regards to stock holding levels etc?