By Shelby Lasley, GPO director, AMBA

In the world of manufacturing, most companies can quickly identify their biggest cost drivers: labor, raw materials and energy. But tucked behind the scenes, in storerooms and tool cribs, lurks a category that often goes unnoticed until something breaks – maintenance, repair and operations (MRO) supplies. More than 40% of MRO purchases were unplanned – and overbudget.

For years, one AMBA member – a mid-sized mold manufacturer – had approached MRO the way many do: reactively. When equipment failed, someone ordered parts. When maintenance techs needed gloves, they grabbed what was available or sourced it locally. The purchasing team, focused on direct materials, rarely had time to chase down minor expenses like filters, bulbs or fasteners. Yet, by the end of the fiscal year, MRO expenses had quietly ballooned beyond budget, with little clarity on where the money had gone.

It wasn’t until the company’s operations director decided to explore the AMBA Grainger Program that things began to change.

A Strategic Shift
What started as an interest in accessing some decent product discounts turned into a deeper conversation about procurement strategy. Through the program, the company gained immediate access to competitive pricing on thousands of items across Grainger’s extensive catalog. But the real value came from what followed: an invitation to rethink how the company managed its MRO approach.

Working with both the AMBA team and a dedicated Grainger account representative, the company began a full spend analysis. It discovered that the same items were being purchased under different names at different prices, depending on the location or buyer. A staggering number of SKUs had been added over the years with no real oversight. Worse, more than 40% of MRO purchases had been made on an unplanned basis – ordered overnight or rushed through at a premium when critical equipment failed.With guidance, the company created a plan to consolidate vendors, standardize common products and set up a system for planned purchasing. Inventory management tools like KeepStock® were introduced to automate restocking and reduce downtime risk. Safety consultations helped ensure compliance while uncovering areas for additional savings through bulk purchasing and more efficient sourcing.

More Than Discounts
While cost savings were a clear benefit – category discounts ranged up to 30% depending on the item – the company quickly realized this wasn’t just about cheaper gloves or faster shipping. It was about visibility, control and data. Regular reports from Grainger began revealing patterns, including which departments were overspending, which products had cheaper alternatives and which items could be entirely eliminated.

The company’s procurement team went from firefighting to forecasting.

Now, MRO expenses are budgeted, tracked and reviewed quarterly. Unplanned purchases have dropped dramatically, and the plant manager no longer wastes time hunting down supplies. The company continues to leverage Grainger’s value-added services to support training, compliance and long-term operational goals.

AMBA as a Partner in the Process
Throughout the process, AMBA served as more than a pass-through to a discount. The association provided context, shared best practices from other members and helped troubleshoot implementation challenges. For companies just getting started, the AMBA team offers a simple onboarding process and a free spend analysis – helping members identify immediate opportunities to save and streamline. n

For more information, email AMBA at info@amba.org to schedule a complimentary spend analysis.

Shelby Lasley is the GPO director for AMBA, providing members with strategic guidance and tailored support as they work towards improving their MRO strategy. Lasley joined the AMBA team after 13 years at Grainger, where he specialized in supply chain optimization and cost reduction. His deep industry knowledge and member-focused approach make him a key resource for companies looking to streamline procurement and drive operational efficiency.