An example of fragmentation at its worst. We consolidated the PortCo’s parts and materials network from 300+ partners to two—creating stronger strategic partnerships, enhancing coverage, standardizing prices, and maximizing discounts.
The Challenge
Trigger
Weak discounts, inconsistent pricing, and heavy administrative burden due to fragmented materials spend.
Status Quo
Each location bought from its favorite distributor. As a result, more than 300 vendors supplied similar parts with no national strategy or oversight.
Perceived vs. actual need
The client thought they needed “better pricing.” What they really needed was a consolidation strategy that created leverage, consistency, and true partnerships.
and Environment
Leadership Pressure
The sponsor urged margin uplift and procurement discipline across the platform.
Readiness
Commercial teams were skeptical, concerned that consolidation would reduce service levels or flexibility.
The JAI Approach
Embedded
JAI worked with procurement, operations, and regional leadership to map usage, preferences, and service requirements.
Pragmatic
We are data-led, but relationship-aware—balancing hard-nosed negotiations with the need for field coverage and support.
Tactical and Strategic
JAI ran a competitive sourcing process, created national agreements, and designed a transition roadmap for branches. We didn’t simply select the lowest-unit-price vendors; we optimized for total value (including discounts, coverage, fill rates, logistics, and support).
Fast
Informed by operational experience and augmented by AI precision at scale, we drove measurable improvements within the first 90 days.
The Turning Point
Once pilot branches saw improved service—not just better pricing—resistance from the field dropped, and adoption accelerated.
Results
Efficiencies
We pared down 300+ distributors to just two primary strategic partners.
The move drove stronger discount structures and standardized pricing nationwide.
The PortCo experienced reduced administrative overhead and simplified AP.
Behavior Shift
Branches began thinking, “preferred partners first” rather than “whoever’s on speed dial.”
Speed-to-Value
Initial savings and improvements were visible within the first 90 days.
