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No cost leverage
Buyers accept prices they can’t break down or challenge.
Fact-based cost positions that change how supplier negotiations end.
Negotiation without cost facts is just haggling. We arm your team with should-cost positions, supplier benchmarks and value-driver analysis, so you negotiate from evidence and capture savings suppliers would otherwise keep.
Quoted prices win when the buyer can’t challenge the cost build-up.
Buyers accept prices they can’t break down or challenge.
Suppliers know their cost; you don’t.
Negotiations settle above what the part should cost.
Cost facts that shift the table.
A defensible target cost for each negotiated part.
Prices compared across suppliers and to market.
Fact-based briefs your buyers take into the room.
Leverage your buyers can use.
Defensible target costs per part.
Where each supplier sits vs market and should-cost.
Ready-to-use packs for each negotiation.
Bring a real decision or dataset — we’ll show you how KEPLER would approach it, with no obligation.
Book a 60-minute sessionWe start with a short diagnostic — the decision to improve, the data behind it, and a first slice that proves value fast. See how we engage →
From a quick diagnostic to a fully managed service — start small and scale as value is proven. How we engage →
The industries this work serves.
R&D, safety and commercial analytics.
Operational and patient-flow analytics.
Project controls, cost and schedule analytics.
Demand, pricing and customer analytics.
Quality, throughput and maintenance analytics.
From cost facts to captured savings.
Should-cost targets are built for key parts.
Suppliers are compared to market and target.
Buyers get fact-based negotiation packs.
Talks run on evidence, not opinion.
Savings are tracked to realisation.
Negotiations close nearer to what parts should cost.
The category, capabilities and expertise this connects to.
Common problems in this area, how KEPLER solves them, and the likely outcome.
3–6% negotiation headroom
View details →A quote is a single number hiding material, process, overhead and margin. Negotiating against the number instead of the structure behind it leaves money on the table every time.
Category managers open each negotiation from the supplier's cost structure rather than last year's price.
~8% price harmonisation
View details →When plants source independently, often on different ERP systems, the same part clears at different prices in different places - and no one can see it, because the spend never sits in one view.
A price-harmonisation and consolidation list, sized by saving, that pays back the moment the first part is re-sourced (illustrative).
2–5% unjustified increase caught
View details →Suppliers raise prices citing raw-material inflation. Some claims are real and some aren't, but every one gets paid because there's no independent index to check them against.
A fact base that separates justified increases from opportunistic ones, so only the real ones get paid.
No use cases match this filter yet — but the problem is almost certainly one we can help with.
Ask us about your problem →Tell us your next big negotiation and we’ll build the cost case.
Talk to our VAVE team
