The same aircraft manufacturer had outgrown its start-up pricing with two critical suppliers as output rose to 18 aircraft a year.

Production had grown from one or two aircraft a year to 18, with plans for 24. Contracts still reflected start-up volumes, while a large sales backlog gave the client new leverage.

• Told the client's growth story openly, including its pain points with current agreements
• Used predictive models and analytics to show how each scenario affected BOM cost and supplier revenue
• Addressed where the client created friction for suppliers, since recertification makes switching parts costly

Win-win pricing, process and relationships rather than a supplier change.