Over a decade across China-related industrial commerce. Started at PetroChina Canada in 2013, then six years operating a Shenzhen-based industrial consumables business, sourcing and selling China-origin material to North American manufacturers. Hong Kong based.
The Shenzhen operation served end-users who needed reliability in their supply chain more than they needed the lowest quote. Six years working that problem produced two convictions that shape Kantor.
Depth in upstream beats breadth in suppliers. Procurement quality doesn't come from running more RFQs — it comes from understanding upstream cost structure, material flows between tiers, and the specific inefficiencies suppliers are either unaware of or profiting from. A buyer with that depth can take outcomes above what any individual supplier would deliver.
Single-supplier dependency is carried risk. Not because suppliers are unreliable — because they have their own capacity constraints, priorities, and business cycles. Kantor's architecture is supplier-agnostic: every order is evaluated across the producer and merchant network, not routed to a preferred counterpart.
