Industries / Trading and distribution

Trading and distribution. Revenue: supplier rebates earned but never collected.

Grip reads orders, rebates and stock ages, customer by customer, and names the rebates not collected and the margin lost on each route, in AED.

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USD 151 millionSupplier rebates and other money one US parts distributor expects to lose after a supplier failed in 2025.

Proven at Genuine Parts

Source: Genuine Parts Company, Form 10-K for fiscal year ended 31 December 2025. Genuine Parts took a 151 million dollar charge to cost of goods sold in 2025 for expected losses on volume rebates and other amounts owed by supplier First Brands Group after its September 2025 Chapter 11 filing; it held 907 million dollars of vendor consideration receivable.

3 workflows

Where we start.

9 of 74 changes other trading and distribution companies made. Open one to see the company.

Price and margin

Cost per drop priced, principal rebates exposed, own brands sourced direct.

ReadsSales and margin by customer and orderRoute and delivery logsSupplier rebate agreements and target lettersRebate accrual schedule and receivable ageing

Compare each customer's profit per case with its delivery cost, and set minimum drops so every route pays.

Proven at Performance Food

Source: Performance Food Group Company, Annual report on Form 10-K for fiscal year ended 27 June 2026.

Find how much of your gross profit comes from brand rebates, and what you lose if one brand stops paying.

Proven at WESCO International

Source: WESCO International, Inc., Form 10-K for fiscal year ended 31 December 2025.

Move commodity lines to your own brand bought direct from the factory, and keep the margin the brand owner kept.

Proven at W.W. Grainger

Source: W.W. Grainger, Form 10-K for the year ended 31 December 2025.

Cash and working capital

Overdue accounts stopped before shipping, brand owner payables planned by guarantee.

ReadsAccounts payable by brand owner and due dateLetters of credit and bank guarantees registerReceivables ageing by customer type and principalPayables ageing by principal

Set out what you owe each brand owner by due date and guarantee, and agree a settlement plan before reordering.

Proven at Cenomi Retail

Source: Cenomi Retail (Fawaz Abdulaziz Alhokair & Co.), Cenomi Retail (Fawaz Abdulaziz Alhokair & Co.), Annual Report 2025, stakeholder engagement, financial review and Note 30 contingencies.

Match how fast you pay suppliers to how fast you get paid, and fix gaps.

Proven at Cencora

Source: Cencora, Inc., Form 10-K for the fiscal year ended 30 September 2025.

Measure profit and money owed against the full amount you bill resellers for software and hardware, vendor by vendor.

Proven at Climb Global Solutions

Source: Climb Global Solutions, Inc., Annual report on Form 10-K for fiscal year 2025.

Operations

Stock aged by expiry and acted on, customer bins refilled by sensor.

ReadsPick lines and order lines by warehousePicking hours and error ratesCustomer bin and vending stock recordsReplenishment visit logs and hours

Automate picking in the warehouse that ships most of your lines, and route branch and customer orders through it.

Proven at W.W. Grainger

Source: W.W. Grainger, Form 10-K for the year ended 31 December 2025.

Refill the bins you manage at customer sites when a scale or sensor reports the minimum.

Proven at Fastenal

Source: Fastenal, Form 10-K for the year ended 31 December 2025.

Age your stock by time left before expiry, and act on the lines that will expire unsold.

Proven at Nahdi Medical

Source: Nahdi Medical Company, Annual Report 2025.

The money at stake.

Public figures, each with its company and year. An estimate is marked.

USD 325 million

A US industrial distributor's firm order backlog for pumping products at end 2025.

Proven at DXP Enterprises

Source: DXP Enterprises, Inc., Form 10-K for fiscal year 2025 (filed 26 February 2026). DXP Enterprises' backlog of firm orders for its Innovative Pumping Solutions products was $325.0 million at December 31, 2025, up from $292.2 million a year earlier, giving the project side of the distributor visibility its counter sales lack.

USD 60.6 million

A global electronics distributor's stock write-down on businesses it wound down in 2024.

Proven at Arrow Electronics

Source: Arrow Electronics, Inc., Form 10-K for fiscal year ended 31 December 2025. Arrow wrote down 60.6 million dollars of inventory in 2024 on businesses it wound down, recovering 10.3 million dollars in 2025.

What we stand on

01Money first

Every project shows the revenue, cost or cash it is worth, in your currency, from your own files, before you agree to it.

02Every project has proof

Every project runs on a client's Grip, was designed on our own Grip, or comes from a play a named company published, with the document we read it in.

03Your systems as they are

We read the systems you already use. Nothing to move, replace or clean up first.

04Value and money found in 2 weeks

A two-week pilot on one department, your first project live and its money delivered by Day 30, then one fixed monthly fee.

Questions

What trading and distribution companies ask first.

Three answers, each with one public figure, its company and its document.

Question 1How can AI reduce routes that do not pay for their drops in trading and distribution?

AI reads orders, rebates and stock ages, customer by customer, and names the rebates not collected and the margin lost on each route, in AED. For scale: USD 151 million, supplier rebates and other money one US parts distributor expects to lose after a supplier failed in 2025 (Genuine Parts).

USD 151 millionSupplier rebates and other money one US parts distributor expects to lose after a supplier failed in 2025.

Proven at Genuine Parts

Question 2What does an AI transformation programme in trading and distribution start with?

It starts with the revenue, cost and cash you are losing today, read from the systems you already use. One workflow goes first, usually price and margin, read from sales and margin by customer and order and route and delivery logs. For scale: USD 325 million, A US industrial distributor's firm order backlog for pumping products at end 2025 (DXP Enterprises).

USD 325 millionA US industrial distributor's firm order backlog for pumping products at end 2025.