Procurement

What we see in procurement data

The same dollar can mean three different things across three systems. Strategic spend often lives in a contract repository, transactional spend in the purchase-order ledger, and committed-but-not-yet-paid spend in the requisition workflow — sometimes split across ERP modules, sometimes across separate tools, rarely with the same definitions.

Each surface has its own logic, its own stewards, and its own assumptions — which is why the CFO and the head of procurement often look at the same dashboard and reach different conclusions about how much you spent with a given supplier last quarter.

Useful answers live at the join, not in any one source. The work of getting the join right is the work most teams keep deferring.

Where we come in

Scoped engagements that resolve a single procurement question:

• Which suppliers concentrate the most spend, and what's the right band cutoff for treating them strategically.
• Where the long tail of low-frequency, low-visibility transactions is hiding consolidation opportunities.
• Whether your category definitions are usable for board-level governance, or whether they were inherited from an ERP setup three years ago and have drifted from the way the business actually thinks.

Senior consultants on every engagement. Fixed window, fixed scope, weekly demos. No juniors, no rotation, no reinventing the wheel.

What we typically build

Supplier and category rollups your finance team can trust at the board level — with documented definitions, version-controlled in a way your analyst can extend without our help.

Spend dashboards scoped to the decisions they're meant to inform: strategic sourcing reviews, category management, supplier rationalization, contract renewal windows.

Anomaly detection on the procurement processes that should be routine but aren't — duplicate POs, off-contract spend, approval-threshold leakage. The plumbing nobody wants to do, done once, properly, with the assumptions visible.

What you walk away with

A documented data layer your team owns the day we leave. Dashboards your CFO doesn't have to caveat in the meeting. A handoff that ends with your analyst extending the work, not babysitting it.

And, if it helps you frame the conversation upstream, a companion essay on why spend categorization is a governance choice rather than a tooling one — the part of the work that happens before any code gets written.