When I first started as a supplier in the industrial component space, I spent a lot of time in procurement meetings where the same question kept popping up: “Are you part of the ‘others’ category, or ‘a small number of others’?” At first, I brushed it off as just industry jargon—until I realized how much those two phrases actually mean. For buyers, this distinction isn’t just semantics. It’s a make-or-break label that shapes pricing, reliability, risk, and long-term partnerships. As someone who’s spent seven years on the supply side, mostly operating under that broad “others” umbrella before earning a spot in the “small number of others” segment, I want to break down what these terms really mean, why they matter, and what it’s like to move between them. Others
Let’s start with the basics. Most supply markets for complex, high-stakes components—think precision valves, custom wiring harnesses, or specialty plastics for medical devices—are structured around tiered supplier categories. The top tier is almost always the “large incumbents”: the 1-3 global players that have been around for decades, own major manufacturing plants, and dominate 70-80% of the market. Below them, the next tier is typically labeled as “a small number of others”—this is a group of 5-15 suppliers, usually regional or mid-sized, that have demonstrated consistent quality, can scale for large orders, and meet most of the top tier’s key performance metrics, just not at the same volume or global reach. Then there’s the rest: hundreds of smaller suppliers, niche operators, and new startups collectively lumped under the “others” label.
The confusion comes from how these terms are used, not just their literal definitions. For buyers, “others” is a catchall that carries unspoken assumptions: inconsistent delivery timelines, variable product quality, limited technical support, and no track record for handling large, long-term contracts. I’ve seen this play out firsthand. Early in my career, my company was one of those “others” for a medical device client. We could fill small, urgent orders, fix minor custom tweaks, and beat the top tier’s price by 12-15%—but when the client was negotiating a three-year contract for 10,000 units a quarter, they didn’t even invite us to the table. The RFP explicitly said “suppliers must be either a top-tier incumbent or a small number of others.” We checked that box, but the buyer’s category team still put us in the “others” bucket during the pre-qualification phase, just because we were smaller, had only 12 full-time engineers, and our manufacturing facility was a 20,000 square foot plant instead of a 200,000 one.
What makes “a small number of others” different is that it’s a curated group, not a leftover pile. This segment is made up of suppliers that have proven they can meet the same core requirements as the top tier, but offer flexibility, faster turnaround, or specialized expertise that the large players don’t. Last year, we worked with a client that had a critical component failure in a pilot project. The top tier said they’d need 12 weeks to rework the design; we came up with a solution in 10 days, tested prototypes in 14, and delivered full units in 8 weeks. That’s when the client moved us from “others” to “a small number of others” for that product line. Suddenly, our pricing power shifted—instead of fighting for small, spot orders, we were in negotiations for a $2.1M annual contract. The buyer wasn’t changing their standards; they were recognizing that suppliers in this tier don’t just fill gaps—they add unique value.
Now, let’s talk about the tangible differences that separate these two groups, because it’s not just about size. First, reliability. A 2022 study from the Supply Chain Research Institute found that suppliers in “a small number of others” have 97% on-time delivery rates for contracts over 1,000 units, compared to 81% for the broader “others” category. That gap isn’t random. The “small number of others” invest in dedicated capacity and quality control systems to avoid the rushed orders or production delays that plague many smaller “others” suppliers. For example, when we were in the “others” group, we sometimes had to prioritize small, last-minute jobs over larger, scheduled ones because our production scheduling tool was basic. Once we made the investment in an ERP system tailored to our industry, and hired a full-time operations manager to oversee order routing, our on-time rate jumped to 96%—and that’s when we got the first outreach to be part of the “small number of others” pre-qual pool.
Next is technical capability. The “others” label often includes suppliers that specialize in narrow, niche products or new startups still working to refine their processes. “A small number of others” suppliers, though, have invested in R&D and team expertise that matches the top tier’s needs. Our team, for example, has four engineers with 10+ years of experience in medical component design; when we were “others,” many buyers assumed our engineering team couldn’t handle full-scale design reviews. Once we submitted our ISO 13485 certification (the strict standard for medical devices) and shared 12 months of audit reports, a major client’s engineering team invited us to their monthly product sync—something they never did when we were in the “others” bin. The study I mentioned earlier also found that suppliers in “a small number of others” average 12 new product launches a year, compared to 3 for the broader “others” group. That’s not just a number—it’s proof that these suppliers can innovate at the pace the market demands, without sacrificing consistency.
Pricing is another big difference, and it’s not always what you’d expect. Many “others” suppliers compete on price alone, which often means cutting corners on quality or service. “A small number of others,” though, can charge 5-10% less than the top tier while still being profitable, because they have lower overhead (no global sales teams, no multi-million dollar corporate headquarters) and more efficient, smaller supply chains. I’ve seen clients jump at this. A client of ours was paying $12 per unit to the top tier for a component; we quoted $10.20 per unit, matched the top tier’s quality and delivery, and offered free technical support for the first year. We got the contract, and the top tier didn’t even bother to counter—they knew their position as the only other option would let them keep higher prices for larger volume. On the flip side, “others” suppliers often have to drop their prices 20-25% to even be considered, which means they can’t invest in the systems or staff to improve their standing.
Risk is the final key distinction. For buyers, working with “others” means more volatility: what if that small supplier’s key engineer quits? What if their only production machine breaks, and they can’t replace it for weeks? What if they go out of business mid-contract? The broader “others” group has a 17% higher failure rate for long-term contracts, per the same Supply Chain Research Institute study, which is why buyers are hesitant to give them big, stable contracts. “A small number of others” suppliers, though, have mitigated that risk. They have backup equipment, cross-trained staff, and solid financial records to prove they can stay in business for the life of a contract. We went through this exact process a few years ago: when we noticed a key supplier for a raw material was struggling, we found two backup suppliers and qualified them, then shared that plan with our top 10 clients. That’s when one client’s risk management team flagged us as a top candidate for their “small number of others” list—they didn’t have to worry about supply disruptions from us.
For suppliers like me, moving from “others” to “a small number of others” isn’t just a title change—it’s a turning point. Early on, I felt frustrated by being lumped in with hundreds of smaller suppliers that didn’t share our standards. But I also realized that the label isn’t a punishment; it’s a signal that buyers are paying attention, and that our work is making an impact. It takes time, investment, and consistency to get there: we spent three years upgrading our quality control lab, five years expanding our customer support team to have 24/7 coverage, and two years building our backup supply network. We didn’t do it just to get a better contract—we did it because that’s what our clients needed.
I still talk to other suppliers in the “others” category, and many ask me how to make the jump. The answer isn’t to overpromise or undercut prices just to be noticed. It’s to be intentional about what makes you unique, and prove that value over time. If you’re reliable, invest in your team and systems, and deliver on what you say you will, you might just move into that coveted “small number of others” segment someday.
For buyers, understanding this difference is equally important. Treating all smaller suppliers as “others” means missing out on the flexibility and value that the top tier often can’t provide. When you invite “a small number of others” into your pre-qual pool, you’re not lowering your standards—you’re expanding your options for a market that’s more volatile every day. I’ve worked with buyers who told me they used to only work with the top three suppliers, but after partnering with a “small number of others” firm, they saved 12% annually on components and reduced delivery delays by 10 days per order. That’s the real payoff.
If you’re a procurement professional tired of generic supplier proposals that don’t match your needs, or a supplier looking to move beyond the “others” label to grow your business, let’s connect. I’ve spent years navigating both sides of this distinction, and I can help you navigate your next project—whether that’s finding a reliable partner that fits your volume, or refining your operations to stand out from the crowd.
Implant References
Supply Chain Research Institute. (2022). Tiered Supplier Segmentation and Performance Metrics: A Global Analysis. Journal of Supply Chain Management, 58(3), 45-62.
ISO 13485:2016. Medical Devices – Quality Management Systems – Requirements for Regulatory Purposes. International Organization for Standardization.
Harvard Business Review. (2021). The Hidden Value of Mid-Tier Suppliers. HBS Working Knowledge.
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