palletcentral

Pallet C e nt ral • May -Ju ne 2 0 26 2 1 showcase that becoming a strategic supplier isn't something that happens overnight; it takes years of commitment and collaboration. Build Long-Term Relationships Becoming a strategic supplier begins with a shift in mindset. Instead of focusing on individual sales, prioritize long-term collaboration. Viking Engineering, a Woodpack Global member that has designed and manufactured automated pallet nailing systems for more than 50 years, has always focused on a relationship-centric business model. "Since the beginning, we have always approached customers with the mindset of 'How can we help you succeed?' We learned early on that if you can help them, even if it doesn't mean selling a machine, it creates a relationship that will benefit the company in the future," explained CEO TJ Rosengarth. at perspective serves as the foundation for establishing strategic business relationships. Understand The Problem, Then Solve It Perhaps the biggest difference between a vendor and a strategic supplier is the willingness to truly understand a customer's challenges and come to the table with a tailored solution. As the CBO of Helioz Technologies, Antonio Brkic believes his company's biggest strength is its ability to solve customer problems. Rather than relying on time-consuming back-and-forth for every quote, the team introduced zipCPQ—a structured way for partners to configure products, apply pricing logic, and generate accurate quotes instantly. As Brkic put it, solving real customer problems is in their DNA—especially when it comes to eliminating friction from the sales process. "It's in our nature that we are solving the problems our customers have," he shared. Similarly, Max Board Feet, a company that focuses on building automation systems for the pallet and lumber industry, has developed a reputation as the go-to place for custom-engineered solutions. "Building customer machines requires strategic collaboration," CEO Chip Lamb says. "You must understand the customer's operation before designing the solution." Build Solutions, Not Products Strategic suppliers recognize that no two pallet companies operate in exactly the same way or have exactly the same needs. Between production processes, labor dynamics, customer requirements, and facility features, the differences between two operations can be vast. When a vendor sells a product, they are not recognizing the range of needs coming from their partners. If, instead, they can develop a custom system and sell that, then they're truly adding value to the ecosystem instead of just another product that muddies the market. At Viking, engineering insight and operational analysis are conducted before any equipment decision is made. "Our team works alongside our partners to review production requirements, evaluate layout considerations, and identify automation opportunities that can address labor challenges and improve production consistency," detailed Rosengarth. "We also collaborate on preventative maintenance planning, operator training, and machine performance monitoring to support long- term equipment reliability." Pendu—serving the pallet, sawmill, and heav y industrial sectors—shifted from standard products to a comprehensive design-and-build approach. Clients now seek solutions to complex operational issues, and Pendu offers complete, tailored systems with in-house design, controls, and proprietary programming. Integrating engineering, fabrication, and automation, Pendu delivers reliable systems that enhance workflow and efficiency in demanding environments. Strategic suppliers don't just sell a product. ey provide a solution that addresses pain points from start to finish. Prioritize Key Customer Metrics While traditional vendors may focus on success metrics like delivery time and products sold, strategic suppliers focus more on the metrics that are important to their customers. In the pallet industry, key metrics range from production uptime and equipment reliability to cost reductions and sustainability goals. By taking the time to understand which outcomes matter most to their partners, strategic suppliers are better positioned to make a long- term impact. "For each major project, we develop a detailed engineering definition that defines performance requirements, expectations, and integration points," says Lamb of Max Feet Board. "is aligns our engineering, fabrication, "By taking the time to understand which outcomes maer most to their partners, strategic suppliers are beer positioned to make a long-term impact."

• Cover