A contact list or familiarity with preferred suppliers does not settle the test. Explain the internal process knowledge required by the U.S. duties and how the employee acquired it.
Show the reasoning behind qualification decisions
Identify a relevant judgment about the employer’s operations, not just a vendor’s reputation. The evidence should explain special or advanced organizational knowledge rather than ordinary purchasing experience alone. Separate three things that a contact list blurs together: knowing who the suppliers are, knowing what the company buys from them, and knowing why the company's own process rejects an input the wider market considers acceptable.
Only the third is organisational knowledge, and it is the only one leaving a documentary trace worth producing. Look for the internal standard or specification that sets the company's threshold, then for the decisions in which the applicant applied it to a case the standard did not squarely cover. Special knowledge of the organisation's interests and their international application, or advanced knowledge of its processes and procedures, has to be visible in those decisions rather than asserted around them.
Hypothetical example: a repairer of precision instruments maintains an internal tolerance standard tighter than the published one, and the file turns on the written decisions applying it rather than on the roster of approved suppliers.