Revenue modernization for your market

Distributors and manufacturers manage thousands of SKUs across dozens of branches, each quoting from a different price list. Discount drift compounds quietly — reps grant an extra 2% here, absorb freight there — causing 200–400 bps of aggregate gross margin leakage.

Multi-tier channel structures and customer-specific agreements require pricing to reflect cost-to-serve, volume commitments, and regional competition simultaneously — with native SAP condition record (VK11/VK12) write-back.

Pharma revenue leaks through chargebacks, misclassified 340B claims, and gross-to-net accruals that nobody trusts until months after close. Mid-size manufacturers carry $10–15 M in disputed chargeback accruals continuously.

340B covered-entity eligibility, GPO/IDN membership rosters, FSS/VA/DoD federal pricing, and Medicaid statutory rebates each impose different rules on the same NDC. Duplicate discount prohibition carries legal and financial risk.

Raw-material costs in chemicals swing 15–30% per quarter. When surcharge formulas lag index moves by weeks, manufacturers absorb the hit. Territory pricing and locked spreads make margin erosion structural.

Index-linked pricing requires automatic recalculation when commodity benchmarks move. Surcharges must flow through to SAP condition records with effective dates and customer pre-notifications before prices take effect.

Trade promotion spend in beverage and CPG runs 15–25% of gross revenue — but companies can't distinguish genuine uplift from subsidized volume. Without post-event analysis, 30–40% of trade budgets fund negative-ROI promotions.

Three-tier distribution means brands don't control shelf price. Promotions flow through depletion allowances, scan payments, and bill-backs — settled on different timelines, creating chronic deduction disputes.