An industrial wholesaler with 1,400 contract customers and tiered pricing that had been slipping through to invoicing. We built a pipeline that checks every line against the contract before the order posts, with credit limits checked on the way through.
| Order | Customer | Lines | PO price | Contract | Status |
|---|---|---|---|---|---|
| SO-204418 | Greatlakes Bearing Co. | 14 | 4,820.00 | 4,820.00 | posted |
| SO-204419 | Midstate Fastener Supply | 6 | 1,164.50 | 1,164.50 | posted |
| SO-204420 | Riverbend Industrial | 22 | 9,376.00 | 9,012.40 | review |
| SO-204421 | Northshore Hydraulics | 3 | 612.75 | 612.75 | posted |
| SO-204422 | Ironworks Mill Supply | 11 | 2,488.00 | 2,488.00 | pending |
| SO-204423 | Cedar Valley Pipe & Fitting | 8 | 1,945.20 | 1,945.20 | posted |
| SO-204424 | Maple Ridge MRO | 17 | 5,302.80 | 5,302.80 | posted |
| SO-204425 | Detroit Industrial Belting | 5 | 896.00 | 848.00 | pending |
| SO-204426 | Lakefront Tool & Abrasive | 9 | 2,074.65 | 2,074.65 | posted |
At a glance
Contract pricing lived in Infor CloudSuite Distribution. Orders did not always carry the right price. The pipeline closed the loop at intake, before the order got to the ledger.
The engagement
The stack
ISO 27001 · ISO 9001 · DPA and NDA signed at kickoff.
Before, the pricing desk
Pricing was a control function. It ran behind order entry. The pricing desk found the mismatches the week after, and credit memos carried the fix to the customer.
Order entry clerks keyed the PO as received. A pricing analyst ran a weekly report to compare posted prices against the contract tier for each customer, and raised credit memos where the price had slipped. The controls worked. They ran a week behind the ledger.
Pre-build baseline: approximately 3.1% of lines posted at a price that did not match the customer's contract tier.
When a PO came in above the customer's available credit, the order-entry clerk called the credit desk. On busy days the call waited. Orders posted without the credit check, and the credit team cleaned up on the invoice.
Pre-build baseline: average 6 credit-hold invoices per day, reconciled on the day after delivery.
The customer read the invoice, saw the mispriced line, and called. The credit desk raised the memo. The branch took the hit on the trust. The finance team held a monthly review that everyone dreaded.
Pre-build baseline: 210 to 340 pricing-related credit memos per month across the prior fiscal year.
What we built
The pipeline runs the same five stages we implement on every distribution engagement. The details below are the ones we wrote for this wholesaler's contract and credit structure, not a generic template.
EDI orders, mailbox POs, portal exports, fax queue normalised to a single order ID. Customer resolved against the CloudSuite account master at intake.
Customer matched to contract, contract to tier, tier to category. Classification below 0.94 confidence holds the order for the pricing desk to tag.
Part, quantity, UOM, requested price per line. Header terms including ship-to, requested date, and reference to the contract the PO invokes. LlamaParse primary across the mix.
Every line repriced against the contract tier with category and quantity break resolved. Credit limit checked against the customer's available balance. Below 0.95 on either, the order routes to exception.
Clean orders posted to CloudSuite at contract price with the source PO attached. Credit-hold orders route to the credit desk. Exceptions surface in a named pricing-desk queue.
After, the numbers finance signs off
Same clerks, same customers, same contracts, same credit desk. The pipeline moved the pricing control from the week-after report to the point of intake. The credit memo queue fell because the errors never posted.
Order entry still owns the exception queue. The pricing analyst now spends the time on contract governance, not credit-memo reconciliation. The credit desk still signs off holds, but they see them before the truck rolls, not after the invoice goes out.
From the pricing desk
The weekly report used to carry our pricing governance. Now the pipeline carries it, at intake, and we spend the week on contracts.
Pricing operations leadIndustrial wholesaler, Great Lakes
Handover
The engagement ends at a clean handover. The pricing and order-entry teams run the pipeline; Hexaa stays on call for a fixed retention period, then steps back.
Related cases
Each links to a named client, a named document, and the system the clean data lands in. We publish only what the client signed off to publish.
2,800 emailed and portal POs a month, extracted and posted to Prophet 21 against the customer contract price list. 93% line-level accuracy.
→Distribution · 2024Food service distributor · contract pricing verified pre-postContract pricing checked against the customer's schedule before the order posts. 1,100 contract customers, credit-memo queue down 82%.
→Distribution · 2026HVAC distributor · emailed POs to Prophet 21Emailed POs classified, extracted, and posted same business day to Prophet 21. 3,400 POs per month, line-level error rate under 1%.
→Free 30-minute call
You'll leave with a clear next step.
The PO carries a requested price per line. The contract tier carries the correct price for that customer and quantity break. The credit table carries the customer's available balance. The pipeline checks all three before the order posts.
