PEOPLE + AI → MEASURABLE BUSINESS VALUE
Bring your purchasing, production and supplier teams’ know-how together. Use AI to organise cost data and compare improvement options. Your people validate the baseline, approve ONE joint pilot and measure savings after fees and implementation costs.
RAPIDKNOWHOW® · YOUR NEXT COMMERCIAL STEP
START SMALL. PROVE VALUE. SCALE WHAT WORKS.
1 — START: Get the matching PowerProduct
Total Cost of Ownership Management across Company Borders — €29
Review the contents and current checkout total before buying. This is a self-guided PDF; implementation support and licensing are separate.
Confirmed payment → PDF download access + order email. Bank transfer requires payment confirmation.
2 — PROVE: Build your real cash case
Agree one supplier–customer TCO baseline and verify the net cash benefit. Scope, fees, baseline and verification criteria are agreed before any mandate begins.
REQUEST MY VALUE-PROOF FIT CHECK →
Start your message: TCO CASH CASE · PowerPost 106418 · your business problem · desired 30–90 day result. Avoid confidential information.
3 — SCALE: Repeat through an annual licence
After verified value, explore repeat use across teams, sites or partners. Rights, support, fees and renewal terms require a written agreement.
Choose the route that fits your need. An enquiry creates no payment commitment. Business outcomes depend on implementation and evidence.
Applying the Two-Sided Supplier–Customer Business Model
LOWER CUSTOMER COST. STRONGER SUPPLIER ECONOMICS.
The gas invoice is only one part of the customer’s total cost. Deliveries, storage, handling, energy, maintenance, gas losses and production interruptions also affect the economics.
The RapidKnowHow® Two-Sided Supplier–Customer Business Model connects the decisions on both sides around ONE shared objective:
Reduce total gas-related cost per good unit produced while maintaining safety, quality and supply reliability.
1. See the whole cost
Build the customer baseline from:
Gas purchases + delivery charges + equipment costs + energy + handling + maintenance + gas-related production losses.
Count each cost once. Include gas losses through the purchased gas bill rather than adding their purchase value again. Separate recurring operating costs from investment requirements.
Then divide the relevant period cost by good production output. This reveals whether an improvement actually makes production more economical.
2. Connect the two sides
| Improvement lever | Supplier contribution | Customer contribution |
|---|---|---|
| Demand planning | Plan supply and deliveries | Share production schedules and demand changes |
| Replenishment | Monitor stock and optimize delivery timing | Provide access and agree operating stock limits |
| Gas consumption | Provide application expertise | Measure use, repair leaks and improve operating practices |
| Supply mode | Compare cylinders, bulk and on-site options | Confirm volume, purity, pressure and reliability needs |
| Performance | Report service and delivery results | Report output, quality and gas-related downtime |
These capabilities already exist in the industry. Linde describes automatic replenishment, inventory monitoring and gas management services; Air Liquide describes connected customer storage and delivery planning. The RapidKnowHow model brings them into one joint commercial decision.
3. Make the incentives work
Reducing customer consumption can reduce supplier gas revenue. The agreement must therefore reward the supplier for delivering measurable value.
A practical structure combines:
- A gas supply agreement with clear service obligations.
- A defined fee for monitoring, maintenance or application support.
- An optional share of independently verified savings.
Agree the baseline, measurement method, responsibilities and savings allocation before starting. Adjust comparisons for production volume, product mix and energy-price changes.
Customer savings must remain positive after all additional fees. Supplier gains must remain positive after service costs and any lost contribution from lower gas sales.
4. Test the economics
Illustrative assumptions only — not verified customer results.
Assume unchanged annual production of 100,000 good units.
| Annual customer cost | Before | After |
|---|---|---|
| Gas and delivery | €200,000 | €190,000 |
| Equipment, energy, handling and maintenance | €60,000 | €50,000 |
| Gas-related downtime and quality losses | €40,000 | €20,000 |
| Additional optimization service fee | €0 | €10,000 |
| Total annual cost | €300,000 | €270,000 |
| Cost per good unit | €3.00 | €2.70 |
Customer result: €30,000 annual net savings, or 10%.
For the supplier, assume €12,000 lower operating costs, €10,000 additional service revenue, €6,000 service delivery costs and €4,000 lost gas contribution.
Supplier result: €12,000 annual incremental contribution.
This is a contribution example, not a free-cash-flow forecast. Investment, working capital, tax and implementation timing require separate assessment.
5. Apply the 30-day decision process
ONE SIGNAL
Gas-related cost per good unit is rising, or recurring supply and handling problems consume operating time.
ONE DECISION
Select ONE customer site and ONE gas application for a joint TCO pilot.
WHY NOW
A shared baseline makes the largest avoidable cost visible before either party commits to a larger investment.
TOP 3 ACTIONS
- Days 1–7: Establish the cost baseline and agree safety, quality and reliability requirements.
- Days 8–21: Test the highest-value feasible improvement, such as replenishment timing, leak reduction or cylinder handling.
- Days 22–30: Verify the measured change, calculate both parties’ economics and decide whether to scale.
ONE MEASURABLE RESULT
A jointly signed before-and-after cost per good unit, including implementation costs and service fees.
Thirty days can validate a pilot direction. Annual savings remain estimates until supported by representative operating data.
CONFIDENCE
High in the decision method. Site-specific savings remain unverified until measured.
Start with ONE application
Bring your supplier and production team together. Identify the largest avoidable gas-related cost. Agree ONE pilot and prove the value before expanding.
RapidKnowHow® — THE DECISION COMPANY™
Joint decisions → Verified savings → Repeatable value → Compounding growth
YOUR NEXT STEP: Apply the TCO decision method with the matching PowerBook.
RapidKnowHow® — THE DECISION COMPANY™
Industrial Gas Leadership 2030
PROVE VALUE. THEN SCALE.
Watch the 60-second roadmap: 10 strategic actions for DACH and CEE, 2026–2030.
Start with ONE customer challenge. Use the Industrial Gas Action Guide to turn your first action into a measurable result.
RapidKnowHow® — Leading Industrial Gas Opportunity Signal Identifier in DACH & CEE