The situation
A specialist B2B distributor serving healthcare professionals had a catalogue of nearly 4,000 products across 24 main suppliers. The CEO wanted to set 2026 sales targets by dealer and by supplier, but there was no unified view of who sold what, which suppliers were growing or shrinking, or where the real margin sat. Data existed in multiple systems but nobody had pulled it together.
What I did
I categorised the entire product range using a combination of keyword analysis and industry knowledge, identifying the dominant product categories and which suppliers led each segment. This revealed that one supplier accounted for nearly 20% of the catalogue while rotary instruments dominated at 26% of inventory.
I built a dealer-by-supplier sales matrix showing historical performance across 14 dealers and 24 suppliers. This exposed concentration risk: a small number of dealer-supplier combinations drove the majority of revenue. I then created a target-setting tool that let the CEO allocate 2026 targets by adjusting assumptions for each cell, seeing instantly how changes rippled through to total revenue.
The analysis also identified a strategic gap: the product categorisation showed 45% of SKUs were poorly classified, representing both a data quality issue and a commercial opportunity to rationalise the range.
What changed
The CEO gained a single view of dealer and supplier performance for the first time. Target-setting moved from spreadsheet guesswork to an interactive tool with instant scenario testing. Supplier conversations became evidence-based. The business identified which product categories warranted investment and which might be candidates for rationalisation.
Who this is for
If you distribute products from multiple suppliers through multiple channels and you're setting targets based on gut feel rather than data, I can build you the analytical foundation to see what's really happening and plan what should happen next.