Industrial Market Research Built on the Plant Floor, Not the Boardroom
OEM procurement decisions, supplier qualification, and reshoring feasibility depend on intelligence gathered from the people who run production lines. SIS International interviews plant managers, procurement directors, and field service engineers across 135+ countries to deliver the evidence industrial leadership teams need before committing capital.
Six Research Lanes for Industrial Leadership Teams
OEM Procurement Analysis
We interview procurement directors and category managers at Tier 1 OEMs to map how they evaluate component suppliers. The research captures qualification criteria, total cost of ownership calculations, dual-sourcing thresholds, and the specific performance metrics that determine whether a supplier stays on the approved vendor list or gets replaced at the next contract cycle.
Supplier Qualification Audits
SIS conducts structured expert interviews with quality engineers, supply chain directors, and plant managers to assess how industrial buyers qualify new suppliers. We document the actual audit process: site visit protocols, PPAP requirements, capacity verification methods, and the financial health thresholds that disqualify vendors before technical evaluation even begins.
Aftermarket Revenue Strategy
For heavy equipment manufacturers like Caterpillar and Komatsu, aftermarket parts and service contracts generate higher margins than original equipment sales. SIS maps installed base analytics, service network coverage gaps, and customer switching behavior to identify where aftermarket revenue is leaking to independent distributors and third-party service providers.
Reshoring Feasibility Research
Reshoring decisions require more than labor cost comparisons. SIS evaluates total landed cost including logistics, tariff exposure, supplier proximity, workforce availability, and energy infrastructure across candidate regions. We interview executives who have completed reshoring projects to document what the financial models missed and what actually drove the timeline.
Predictive Maintenance Sizing
Industrial IoT vendors often overstate the addressable market for condition monitoring and predictive maintenance. SIS interviews plant operations teams to assess actual adoption barriers: legacy equipment incompatibility, IT/OT convergence challenges, and the gap between pilot programs and scaled deployment. Siemens MindSphere and PTC ThingWorx adoption patterns reveal a market far more segmented than vendor projections suggest.
Bill of Materials Optimization
Component consolidation and BOM rationalization directly impact manufacturing margin. SIS conducts competitive teardown analysis and interviews design engineers to understand specification lock-in, material substitution constraints, and where over-engineering inflates unit cost. The output is a sourcing intelligence package that procurement teams use to renegotiate supplier contracts with specific cost-reduction targets.
What SIS Delivers to Industrial Decision-Makers
We interview 15-20 procurement directors and plant managers per study to map how industrial buyers calculate total cost of ownership beyond unit price: freight, quality rejection, lead time variance, and engineering change order cost. The output is a competitive supplier benchmark tied to actual buyer evaluation criteria.
Structured expert interviews with executives who have completed reshoring or nearshoring projects. We document what the financial models missed: workforce ramp timelines, supplier ecosystem gaps, energy infrastructure constraints, and the actual total landed cost versus the pre-move projection.
Field-level research with service managers, regional distributors, and end-user maintenance teams. We track service interval patterns, contract renewal rates, third-party parts penetration, and competitor pricing at the point of purchase to identify where aftermarket revenue leaks and how to recapture it.
Component-level analysis of competitor bill of materials combined with interviews of design engineers and sourcing managers. We identify specification lock-in, material substitution opportunities, and over-engineering patterns that inflate unit cost, then deliver specific sourcing targets procurement teams can act on.
THE SIS DIFFERENCE
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