And nobody signed off on it. I help B2B suppliers make their largest CPG accounts more profitable and better protected.
And nobody signed off on it. I help B2B suppliers make their largest CPG accounts more profitable and better protected.
You run the P&L at a supplier where a handful of large CPG accounts carry most of the revenue.
It ended with a lower price, a longer term, or both, and the margins are not what they used to be.
Your sales leader blames competitors and conditions, and you suspect there is more to it.
Sales owns the price, legal owns the terms, operations owns delivery. No one owns the whole agreement, and the next renewal is already on the calendar.
The clause that made tooling maintenance free when the molds were new, and still does now that they are not. The price concession funded by productivity gains that ran out two years ago. The index mechanism that lags your cost. The freight review written into the agreement and never invoked. The expedite that ran once
Map your biggest accounts, what the agreements protect and what they stopped protecting, and flag what needs action now.
Follow the money: true cost to serve, real account profitability, and what it would cost the customer to leave you.
Find the gaps in knowledge, processes, and habits that let the margin leave, so it stops happening.
Build your negotiation position, priced by leverage, and recover ground the agreement already allows.
Your team runs the negotiations. I work behind the scenes until they can do it without me.
One thirteen-week sprint on your largest CPG accounts, or the ones with the nearest renewal. In the first ten days: the first clause, cost, or habit costing you money today, with a number on it.
I started in CPG procurement, learning to extract value from suppliers the 3G way. Then I spent twenty years in P&L leadership at packaging companies, as CEO, Division President, and VP of Sales, building the tools to fight back. In Portuguese, steps is passos. The method carries my name.
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