Solution · Simplify
We own the replenishment of your C-parts. Your buyers stop raising routine purchase orders, and your line stops running short on the parts nobody was watching. A stockout on a fifty cent clip stops the same line a missing casting would.
Order accuracy
Global operations
Containers a year
Bufab network suppliers
Duty exposure moving faster than an annual contract review.
Allocation on a commodity line with no second source qualified.
A line down for a part that costs less than the coffee round.
The wrong fastener fitted because the right one was not there.
Five failures put C-parts on the critical path. Every one is a process problem rather than a purchasing problem, which is why buying the same parts from a cheaper source does not fix any of them.
A bin runs dry on a Friday afternoon and nobody finds out until the line is short on Monday. The part is worth pennies; the stoppage is not.
CSG response · Levels sized to cover the scan cycle plus the full refill lead time
A buyer spends as long raising an order for a box of washers as for a component worth a thousand times more. Across hundreds of part numbers that is most of a role.
CSG response · Routine ordering removed from your buyers entirely
Levels sit against a lead time set years ago. Capital is tied up and the line still runs short, because the number was never wrong in a way anyone could see.
CSG response · Levels tuned on measured consumption at every review
A part is superseded upstream and it surfaces at build rather than at planning, with stock already committed against the old number.
CSG response · Usage history held, so exposure is known before a change lands
The same clip bought under three part numbers from three suppliers at three sites, so volume is fragmented and nobody sees the total.
CSG response · Consolidation onto one number, one supplier, one delivery
A programme is built around how your line consumes parts, not around a standard bin kit. These are the three things that move to us.
Keeping the bins full
We scan and top up at the point of use.
Fewer numbers, fewer suppliers
Dozens of low value lines onto one route.
Paperwork that travels
Certification stays with the parts.
CSG is an engineered solutions partner, not a commodity distributor. Founded in 1997 in Dayton, Ohio and part of the Bufab Group, with access to a network of 1,600+ suppliers across 30+ countries.
Design assist on the joint itself, not just supply of a part someone already specified. Where the right answer is a different fastener, we say so before it reaches the line.
The Bufab Group network of 1,600+ suppliers across 30+ countries, alongside CSG’s own 200+ global suppliers and 200+ containers moved a year.
ISO 9001:2015 and AS9120 Rev B certified, IATF 16949 with full PPAP for automotive, plus ITAR, FAA AC 00-56D, DLA Qualified Supplier and JCP. EcoVadis-rated for sustainability.
The piece price is rarely the cost. We work on transactions, handling, stock held and the shortages that stop a line, which is where C-parts actually spend money.
A replenishment promise is only worth the operation behind it. These are CSG’s own published figures, not projections for your programme.
Measured across CSG operations, not a target.
Cover across time zones, not a single desk.
Physical scale behind the replenishment commitment.
Through the Bufab Group across 30+ countries.
A shortage is almost never a supply failure. It is a visibility failure: the part sat below the threshold for anyone to watch it, so nothing escalated until the line stopped.
A managed programme moves the trigger from a person remembering to a scan on a fixed cycle, and sizes the level against the real refill time rather than an assumed one. The part stops being something anyone has to hold in their head.
Availability and working capital normally pull against each other. Holding more covers the risk and ties up cash; holding less frees the cash and puts the line at risk.
Consignment breaks that trade-off by separating who holds the stock from who owns it. Run alongside VMI, CSG manages the replenishment and retains title until the part is consumed.
Supplier sprawl survives because unpicking it looks dangerous. Every part number has a history, and moving all of them at once puts the whole line on a single change.
So we do not. A programme starts with a defined family at one line or one cell, proves the mechanics against real consumption, and widens from there. Starting narrow also gives you a clean before and after to measure.
On regulated builds the paperwork is part of the part. A programme that delivers the right item without its traceability has not delivered it.
CSG operates to ISO 9001:2015 and AS9120 Rev B, with IATF 16949 and full PPAP capability through the automotive division. Documentation is carried through the replenishment cycle rather than chased after delivery.
Four phases. The first two decide whether the rest works.
Part numbers, annual usage, current suppliers and lead times, and the shortage and expedite history behind them.
Min and max per location, bin and rack presentation, scan cycle, delivery frequency and the consolidation worth taking.
Labelling and racking installed, run in alongside existing stock, with an operator and buyer walkthrough before handover.
Scheduled scan and replenish, levels tuned on real usage, reported on fill rate and order accuracy.
Browse the C-part product categories CSG supplies through these programmes:
Vendor managed inventory often runs alongside other CSG programmes:
Ready to scope a programme? Submit an RFQ and we will come back with a proposal.
The questions buyers and engineers ask before a programme starts.
No. Most programmes start with a defined family, often standard fasteners at one line or one cell, and widen once the mechanics are proven. Starting narrow also gives you a clean before and after to measure against.
That is set in the agreement and both models are common. Consignment leaves title with CSG until the part is consumed, which keeps it off your balance sheet. Purchased replenishment transfers title on delivery. The operational mechanics are identical either way.
The change is picked up at the review cycle and the level is run down deliberately rather than scrapped. Because we hold the usage history, we can tell you the remaining exposure before the change is released rather than afterwards.
Yes, and multi-site is usually where consolidation pays best, because the same part is often bought under different numbers from different suppliers at each plant. It sits inside our wider C-parts management programme.
The cycle is agreed at design against consumption rate and refill lead time, not against a standard interval. A fast moving line-side bin and a slow moving spares location do not need the same cycle.
Levels are reviewed against measured consumption rather than held static. A sustained change moves the min and max at the review; a spike is handled as an exception, so one unusual month does not permanently inflate the stock held.
The programme is built around parts CSG supplies, because the replenishment commitment depends on controlling the supply behind it. Where a line includes items from elsewhere we will say so rather than take on responsibility we cannot meet.
No. The test is not company size, it is whether the administrative load of small parts is out of proportion to their value. A single plant raising hundreds of low value orders a year has the profile, whatever the headcount.
Fill rate and order accuracy against the agreed levels, consumption trends per location so levels track reality, part numbers that have stopped moving and can be retired, and consolidation candidates as the programme matures.
Consolidating spend is only the first step. A programme also takes on the replenishment, the stocking decision, the presentation at the point of use and the documentation. That is the difference between a supplier and a managed programme.
Yes. Kitting and assembly is frequently run alongside VMI where a build needs every fastener to arrive together under one part number, packed and labelled for the line.
Commercial terms are set per programme against range, volume and the holding involved, so there is no list price and we will not publish one. The survey establishes it against your own numbers before you commit to anything.
With an assessment. We walk one line or one cell with you, look at what is actually being consumed, and show you what a programme would cover before anything is committed.
CSG is an authorised distributor for the ranges OEMs specify by name, alongside standard and made-to-print fasteners.
The piece price is the smallest number in the equation. Transactions, handling, stock held and the shortages that stop a line are where C-parts actually cost money.
We will walk one line or one cell with you, look at what is actually being consumed, and show you what a programme would cover.