Base Industry, Forestry and Process Manufacturing
Base industries that integrate take-or-pay, backlog and cost-to-serve capture up to 2× more EBITDA. But most operate with scheduled downtime, premium over reference and pipeline in silos. Bunker connects plant and portfolio with Bunker Protocol, Salesforce and AI.
Base Industry by the numbers
of total profit generated by the top 20% of customers; the bottom 10–20% destroy up to 200%
Kaplan & Narayanan / HBS 2001of data records contain critical errors; only 3% meet minimum quality standards
Nagle, Redman & Sammon / HBR 2017demand variability amplification (bullwhip ratio 1.90); US$20M/qtr. in excess inventory
Isaksson & Seifert / IJPE 2016The silent risk in base industry
When commercial, back office and service operate in separate systems, every contract happens without context. The result is price as the sole differentiator - and margin that erodes with every order cycle.
The real scenario
Real margin per customer is a black box. The commercial team sells commodity with tight margins to a handful of large clients, with no view of cost-to-serve. Lose one and you feel it in the quarter. Every annual renegotiation without integrated data is a premium that dissolves.
The top 20% of customers generate 150% to 300% of total profit. The bottom 10–20% destroy up to 200%. Without account-level visibility, the operation subsidizes customers that erode results.
Kaplan & Narayanan / HBS 200147% of records contain critical errors and only 3% meet minimum quality standards. Operational decisions based on poor data generate rework and cost at scale.
Nagle, Redman & Sammon / HBR 201790% variability amplification across the supply chain. In industrial operations, this translates to millions in excess inventory or stockouts every quarter.
Isaksson & Seifert / IJPE 2016Orders, contracts and assets managed in separate systems. The commercial team sells without service context and operations executes without customer value visibility.
Take-or-pay protects revenue, but nobody has a consolidated view of adherence to contracted volumes. Scheduled downtime affects delivery capacity and the commercial team finds out too late. The market reference premium is negotiated without cost-to-serve visibility per account. Bunker Protocol connects commercial, production and logistics in a single architecture: with backlog governance, OEE visibility and margin traceable by grade and account.
We don't sell CRM. We design the operation that connects premium, cost-to-serve and backlog in a shared view between the commercial and industrial directors.
Bunker Protocol applied to the Forestry Industry
Evidence
reduction in unplanned downtime with predictive maintenance: IoT and analytics integrated into the service cycle
McKinsey: "Predictive maintenance" 2020–2023in OEE and –25% in maintenance costs with data-driven predictive programs: impact on MTBF and MTTR
Deloitte Analytics Institute 2020–2024EBITDA impact with end-to-end digital transformation in resource-heavy industries: commercial, operational and maintenance data
McKinsey: "Digital transformation in resource-heavy industries" 2022Bunker delivered the Salesforce multi-cloud architecture in phases - Sales, Partner Portal, Customer Portal, Commerce, SAC and S&OP - integrated with SAP with end-to-end data governance and continuous expansion into new commercial modules.
Bunker delivered a complete multi-cloud journey - Sales, Service, Marketing and partner portal - bidirectionally integrated with SAP, over 31 months of continuous evolution.
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Without Bunker
With Bunker
The first step is a commercial-industrial chain diagnosis. Without talking about "sales funnels" as if it were transactional selling. We map where your operation loses margin between premium, cost-to-serve and backlog.
Frequently asked questions
Where the plant's operational excellence does not reach: the commercial operation. OEE solves factory productivity; the protocol solves the disconnection between commercial, supply and contracts that erodes margin between order and delivery.
We integrate Salesforce with ERP, MES and supply chain data. The commercial team now negotiates with visibility into production capacity and contract status - context that previously required a call to production planning.
The structure is the same; the specifics differ. Pulp operates with long-term recurring contracts, packaging with shorter cycles. The diagnosis captures that difference and the architecture adapts to the real business cycle.
