Vertragsstrafen und Schadensersatz bei Lieferverzug

Definition

Paper product wholesalers operate on thin margins and rely on accurate and timely inbound deliveries to meet downstream contracts with printers, retailers and packaging users.[1] Where customers have time‑critical needs (e.g. packaging, sanitary products), contracts typically include service levels and, for larger customers or government buyers, liquidated damages or rebates for late or short deliveries. Inadequate vendor purchase order management—such as not updating ETAs, tolerating frequent backorders, or failing to enforce supplier delivery clauses—causes wholesalers to miss their own delivery obligations. Financial impact shows up as: (1) liquidated damages of 1–5% of order value per late shipment in many commercial contracts (market standard in Australian supply and logistics agreements); (2) rebates or free stock supplied to appease customers; (3) expedited freight costs to compensate for vendor delay; and (4) lost margin when urgent stock is sourced from higher‑priced alternate suppliers to avoid breach. For a wholesaler with AUD 20m revenue and 10% of orders under strict SLAs, 10% of those orders being late with a 2–3% penalty implies AUD 40,000–60,000 per year in direct penalties, plus comparable amounts in extra freight and margin loss. LOGIC evidence is based on standard Australian commercial contracting practice under the Competition and Consumer Act 2010 (ACL) and government procurement templates that routinely include liquidated damages and performance rebate mechanisms.

Why This Matters

The Pitch: Wholesale paper distributors in Australia 🇦🇺 waste AUD 50,000–150,000 p.a. on liquidated damages, rush freight and rebates caused by poorly tracked supplier delivery and contract terms. Automation of vendor PO dates, quantity commitments and SLA alerts eliminates this risk.

Affected Stakeholders

Procurement Manager, Supply Chain Manager, Sales / Key Account Manager, Finance Manager, Operations Manager

Related Business Risks