In the aftermarket business,
most of us grow up with one simple idea:
“Offer more SKUs, cover more models, win more business.”
The logic seems obvious:
- more part numbers
- more vehicle coverage
- more opportunities to sell
So when a new buyer from Latin America contacted us,
I was excited.
He sent a huge Excel file:
- 🔢 180+ filter references
- ⛽ for trucks, buses, construction machines
My first reaction was automatic:
“OK, let’s quote everything. The more, the better.”
But when I looked deeper into his list,
what I saw changed my approach—not only for him,
but for many distributors we work with today.
The Big Inquiry: 180+ Filter SKUs for a New Market Partner
A new buyer, a new region, a big request.
On paper, this is a dream scenario for any filter supplier:
- a motivated distributor
- clearly organized Excel sheet
- a wide range of applications
The list included:
for:
- heavy trucks
- buses
- construction machines
Like most salespeople, my instinct was:
- “Quote fast.”
- “Quote everything.”
- “Show that we can handle the full range.”
Because in the aftermarket world, we are told:
“If you don’t cover enough references,
the buyer will go to someone else.”
However, when I slowed down and started analyzing,
a different picture appeared.
What I Saw When I Looked Beyond the Excel Sheet
Instead of just filling prices, I asked:
- “Which of these SKUs will really move in his market?”
- “Where is the real turnover likely to come from?”
- “Where is he taking unnecessary stock risk?”
Based on our experience with other Latin American markets and similar regions,
we noticed three things about his 180+ references.
2.1 Some References Had Very Low Demand Potential
A portion of the list:
- covered rare vehicle models
- was specific to niche machines
- related to older or less common engines
In theory, it’s nice to offer those references.
In practice:
- they move slowly
- they can sit in the warehouse for years
- they tie up capital and shelf space
2.2 Several Items Overlapped with Strong Local Suppliers
We saw some crossover with:
- references that local brands already supply very well
- parts where competition is strong and prices are already low
If he tried to enter these segments immediately with imported stock, he would face:
- strong local price pressure
- slow rotation
- low margins
Not the ideal way to start.
2.3 Many SKUs Were Slow‑Moving, High‑Risk Items
Looking at the overall structure:
- a good number of items were obviously slow‑moving
- each extra SKU meant additional investment
- forecasting would be difficult for a new brand
If we encouraged him to launch all 180+ references at once, he might:
- feel happy about wide coverage in month 1
- be stuck with dead stock in month 6
That’s when I realized:
“If I simply quote everything,
I’m not protecting his business.
I’m just trying to maximize my initial PO.”
And that’s not the kind of partnership I want.
Choosing a Different Path: Fewer SKUs, More Strategy
I decided to do something that felt risky from a sales perspective:
- Instead of saying “Yes to everything,”
- I would propose a focused start.
I prepared two files instead of one.
3.1 File 1 – The “Recommended Core Range”
This file contained:
- 45 fast‑moving SKUs
- selected based on our data from similar markets
- focused on vehicles and applications with proven demand
For these 45 items, we designed:
- better price breaks
- a more attractive stocking plan
- stronger support (packing, promotion, planning)
The idea was:
“Let’s build a strong foundation where your money rotates fast.”
3.2 File 2 – The “Secondary Range”
The second file contained:
- the remaining references from his original list
- clearly marked as “order on demand only”
Meaning:
- we can supply them
- but we do not recommend stocking them deeply at the beginning
- they can be added later as the brand grows
This structure sent a clear message:
- “We’re not saying no to your full range.”
- “We are saying: let’s be smart about how we start.”
The Email I Sent: Protecting His Business, Not Just Asking for It
In the email, I explained my thinking honestly.
I wrote something along these lines:
“If you launch all 180 references at once,
your capital and warehouse space will be under pressure.
Based on our experience in similar markets,
these 45 SKUs will generate around 70–80% of your turnover.
Let’s win with a strong, focused launch first.
We can gradually add more references as your sales grow.”
I was nervous.
Questions in my mind:
- “Will he think I’m not serious?”
- “Will he think I can’t support the full range?”
- “Will he go to a competitor who just says yes to everything?”
From a short‑term sales perspective,
I took a risk.
From a long‑term partnership perspective,
it was the only honest advice.
The Buyer’s Reaction: “You’re the First Supplier Who Told Me to Start Smaller”
Two days later, his reply came:
“Bruce, you are the first supplier who tells me to start smaller.
Everyone else just says ‘Yes, we can do all’.
Let’s begin with your recommended 45 references.”
That one sentence said a lot:
- He had already spoken with other suppliers.
- They all said, “Yes, we cover everything.”
- Nobody had warned him about stock risk.
- Nobody had tried to optimize his initial launch.
By doing less on paper,
we actually did more for his business.
From that point, we moved from:
- “quotation supplier”
to - “strategy partner”.
How We Built a Focused Launch Together
Once he agreed to start with the 45 core SKUs,
we didn’t stop at just prices and cartons.
We worked together on three key areas.
6.1 Optimized Packing for Core Items
We customized:
- packaging design suited to his market
- branding that matched his positioning
- packing configurations (inner/outer quantities) that made sense for his distribution model
The goal:
- attractive on the shelf
- practical for warehouse handling
- efficient for shipping and storage
6.2 Monthly Forecast and Stock Planning
We discussed:
- his expected monthly sell‑out
- typical order cycles in his market
- initial stock levels to balance availability and cash flow
This allowed us to:
- plan production more smoothly
- reduce risk of stock‑outs
- avoid him ordering too much or too little
6.3 First 3‑Month Promotion Plan
Together, we designed a basic launch plan:
- focus models for promotion
- simple marketing ideas (flyers, digital catalog pages, workshop visits)
- how his sales team could position the new range
We made sure:
- his team knew which references to push first
- early success stories could be created
- his market could quickly recognize the new brand in key segments
Instead of a big, unfocused range,
we built a sharp, concentrated launch.
The Result After 9 Months: Less Range, More Rotation
Nine months later, we reviewed the situation.
The key outcomes:
- His sell‑out on the 45 SKUs was strong.
- Reorders came regularly.
- Inventory started to move like a healthy engine, not a heavy stone.
Only after this stability was established,
did we gradually add more references from the “secondary range.”
He told me:
“If we had started with all 180,
my cash flow would be stuck.
Thanks for protecting my business,
not just chasing volume.”
That feedback confirmed something important:
In B2B, real partners protect each other’s risk,
not just maximize each other’s invoices.
Why “More SKUs” Is Not Always Better in Aftermarket Distribution
The idea of “more SKUs = more business” can be dangerous when:
- you are launching a new brand
- you are entering a new product category
- your market is still testing your quality and reliability
Here’s why.
8.1 More SKUs Means More Capital Frozen in Shelves
Every extra reference you stock requires:
- purchase cost
- warehouse space
- management time
If they move slowly:
- your cash is trapped
- your stock becomes older
- your financial flexibility decreases
8.2 More SKUs Increase Complexity and Mistakes
With too many SKUs at the beginning:
- sales teams get confused on what to push
- warehouses face higher risk of picking errors
- forecasting becomes messy
A focused, smaller range is:
- easier to manage
- easier to promote
- easier to monitor
8.3 A New Brand Needs Depth, Not Just Width
For a new filter brand in a market,
the priority is:
- strong rotation on selected references
- proven performance in real operation
- regular reorders that build confidence
Once the market trusts the core products,
you can safely expand.
If you try to launch everything at once:
- you spread your efforts thin
- you risk having many references with no volume
- you don’t create strong heroes in your lineup
How We Now Approach SKU Optimization for New Partners
After this experience, we started to apply a similar approach with other new distributors.
When a buyer sends a long list of references, we:
- Analyze which SKUs are likely to be fast movers.
- Identify high‑risk, slow‑moving references.
- Propose a core range plus a secondary range.
We discuss:
- market vehicle park (what’s actually running on the roads)
- competition and local brands
- typical buying behavior in that country
This allows us to say:
“These 40–60 references
will probably generate most of your turnover.
Let’s start here, win, then grow.”
This doesn’t reduce our commitment.
It increases it:
- fewer SKUs, more support per SKU
- fewer SKUs, more focus on sell‑out
- fewer SKUs, more attention to margins and rotation
What This Means If You Are a Distributor or Importer
If you are a distributor in the auto filter aftermarket,
you may recognize this situation:
- suppliers pushing you to take large ranges
- pressure to “cover everything”
- temptation to fill your catalog with many references
But your real success depends on:
- how fast your stock moves
- how healthy your cash flow is
- how strongly your core references perform
When choosing suppliers and building your range, you can ask:
- “Which references do you recommend as my core range?”
- “Based on your experience, what will really move in my market?”
- “Can you help me avoid overstock on slow movers?”
- “Can we start focused and then expand, instead of launching everything at once?”
A good supplier will not only say “yes” to your Excel list.
They will:
- challenge it
- refine it
- and help you build a profitable, not just impressive, range.
Our Simple Principle: Fewer SKUs, More Strategy, Better Trust
From this story, our internal rule became clear:
In B2B, “more” is not always better.
Sometimes the most valuable thing a supplier can say is:
“Let’s focus, so you can make money faster with less risk.”
Offering fewer SKUs,
with:
- more thought,
- more planning, and
- more support,
built more trust than any big, aggressive quote.
That’s the kind of cooperation we aim for:
- protecting your capital
- improving your stock rotation
- helping you grow steadily in your market
Not just increasing the value of your first PO.
If You Want a Filter Partner Who Cares About Rotation, Not Just Volume
If you’re looking for a filter partner who:
- cares about your turnover and stock rotation
- helps you design a focused range for your market
- gives honest advice, even if it means fewer SKUs at the start
- works with you on packing, forecasting and promotion
I’d be happy to:
- review your current filter list
- suggest a core range tailored to your region
- share experience from similar markets
- help you launch or reorganize your filter program with less risk
📩 bruce.gong@belingparts.com
🌐 www.belingparts.com
Because in the aftermarket business,
real growth doesn’t come from the longest Excel sheet—
it comes from the healthiest stock rotation.
