Manufacturing growth: Why your sales processes need an upgrade

The contract manufacturing industry has long prided itself on engineering excellence and production efficiency, but evolving challenges are impacting traditional sales processes. While companies have modernised their factory floors with advanced machinery and lean manufacturing principles, for many, the sales process has stayed the same.

Faced with sales cycles that are just getting longer, increasing global competition, and more demanding client expectations, contract manufacturers must adapt their sales processes through structured sales enablement and sales operations to future-proof their growth.

Selling has become more complex

OEMs no longer choose suppliers based on cost alone; they look for potential partners that align with their values, provide innovation, and offer transparency throughout the supply chain. To stand out in an increasingly commoditised market, contract manufacturers must communicate a unique value proposition that goes beyond cost and capacity. 

Differentiation now includes innovation, regionalised supply chains, sustainability initiatives, and alignment with OEMs’ values. For example, demonstrating how you mitigate supply chain disruptions or adopt ESG best practices can resonate with buyers prioritising risk management and sustainability.

While technical expertise remains a key selling point, OEMs increasingly prioritise suppliers who demonstrate a clear understanding of their business challenges and goals. Modern contract manufacturers must blend their technical proficiency with consultative selling—focusing on reliability, innovation, and transparency as key value drivers. Trust-based relationships built on flexibility and responsiveness have become critical to winning and retaining high-value, long-term contracts.

The two-pronged sales strategy your business needs

Forward-thinking contract manufacturers must invest in two critical functions: sales enablement and operations. While closely related, these functions serve distinct purposes in modernising the contract manufacturing sales process.

Sales enablement: The fuel that powers your sales engine

Sales enablement in contract manufacturing must extend beyond technical training to include consultative skills development and relationship-building strategies. Sales teams need tools to position themselves as trusted advisors who not only understand surface finishing techniques or quality certifications, for example, but can also frame how these capabilities align with broader customer objectives, such as reducing supply chain risk, supporting sustainability goals, or enabling faster time-to-market.

A successful sales enablement program might include:

• Technical training modules that help sales understand the implications of different services and solutions.
• Easily accessible success stories showing how your precision machining capabilities solved specific customer challenges.
• Proposal templates pre-populated with your equipment specifications and quality certifications.
• Regular cross-training sessions between engineering and sales teams.

Sales operations: The sales engine that drives growth

Sales operations, on the other hand, focuses on the systems, processes, and analytics that make your sales efforts more efficient and scalable. 

In the contract manufacturing context, this might involve:

• Implementing CPQ software and ensuring it integrates seamlessly with CRM and ERP systems to streamline the quote-to-order process. 
• Creating standardised workflows for RFQ responses that ensure consistent engineering review.
• Developing data-driven territory planning based on industry verticals and geographical clusters.
• Building dashboards that track key metrics like quote-to-win ratios and average deal cycle length.

Technology adoption must be phased and accompanied by proper training to overcome resistance and ensure ROI. Start with identifying bottlenecks in existing workflows and mapping out a digital transformation roadmap that aligns with available resources and long-term growth goals.

Why many contract manufacturers are behind the curve

Legacy practices and cultural resistance remain significant barriers to change, particularly within engineering-led organisations where sales and marketing are often viewed as secondary to technical performance. Many CMs operate lean and prioritise capital investments in equipment over systems that optimise commercial processes. Additionally, a lack of integrated systems, such as CRM and ERP platforms, hinders data-driven decision-making.

Many contract manufacturing companies have historically grown through word-of-mouth referrals and long-term relationships, making formal sales processes seem unnecessary. As such, sales team training, tools, and resources are often developed on an ad hoc basis rather than through a structured program.

Additionally, the long and complex sales cycles in contract manufacturing often make ROI from sales enablement investments less immediately apparent. However, CMs must recognise that improvements in RFQ turnaround times, quote accuracy, and sales efficiency can significantly influence long-term success. Metrics like customer retention, repeat orders, and pipeline predictability provide a clearer picture of ROI over time.

Technical complexity has also created quite a barrier to entry. The highly customised nature of contract manufacturing sales work can make it challenging to standardise sales processes. At the same time, moving from a technical and transactional approach to a more consultative, sales-orientated mindset requires significant cultural change management.

The way forward: Building modern sales capabilities

For contract manufacturers ready to modernise their sales approach, structured sales operations complemented by strategic sales enablement present an opportunity to untangle inefficiencies and drive growth. We recommend starting with these key steps.

1. Establish a sales enablement foundation

Start by centralising your technical and commercial knowledge. Develop a digital library of capabilities presentations, case studies, and real-world examples demonstrating how your services solve customer problems. Incorporate sustainability reports, testimonials, and ROI-driven success stories to support consultative selling. Align this with ongoing training to equip sales teams to articulate both technical expertise and broader business value.

Importantly, align sales with marketing to ensure consistent messaging and effective use of marketing-generated leads and materials. Aligning sales and marketing through collaborative workshops, shared KPIs, and persona-driven messaging improves pipeline quality, as all communications from your business are informed by data-driven segmentation and internally agreed-upon buyer personas.

2. Build up sales operations infrastructure

Begin by mapping the basic process of your quote-to-order workflow. Identify bottlenecks and manual touchpoints throughout your pipeline that could be automated. Where are there delays in approvals or information gathering? 

Implement a CRM system that can track complex, multi-stakeholder sales cycles typical in contract manufacturing. Also, assign the right salespeople to the right territories or accounts based on their expertise and relationship history for optimal coverage, quicker turnaround times and overall accuracy.

3. Measure and refine

Data is key to process optimisation that drives accurate pipeline tracking, sales forecasting, and deals management. Establish and track key performance indicators specific to contract manufacturing sales, such as:

• Quote accuracy (estimated vs. actual production costs)
• Engineering review cycle time
• Customer reorder rates
• New program capture rate by industry vertical

The competitive advantage of modern sales processes

Contract manufacturers who successfully implement robust sales enablement and operations functions stand to gain significant advantages. They can respond to RFQs faster, provide more accurate quotes, and ensure a seamless buyer experience across technical and commercial touchpoints. 

By aligning sales and marketing messaging, CMs can articulate how their capabilities align with customer needs, such as improved supply chain visibility, innovation in production processes, and sustainability objectives—factors that differentiate them as strategic partners rather than commodity suppliers.

Conclusion

As the market becomes more competitive, especially with global manufacturers vying for contracts, contract manufacturers are beginning to recognise the need for more sophisticated sales functions to help them stand out. Against this backdrop, sales enablement and sales operations work together to sharpen sales effectiveness and operational efficiency, giving companies an edge. 

As you continuously improve your manufacturing processes, you must apply the same principles of constant improvement and refinement to your sales operations and enablement functions. The future of contract manufacturing belongs to those companies that can match their technical excellence with equally sophisticated sales capabilities.