For procurement and category management
Which suppliers hold more of a category than the contract allows. Which site is buying off-contract. Which category depends on one supplier with no second source. From the purchase ledger, reconciled to accounts payable.
Every sales page on this site measures how much of a customer's wallet you hold. This one measures how much of your wallet each supplier holds, by category and site, and reconciles it to what accounts payable actually paid.
Share of category spend per supplier against the share the contract set. The drift is shown in dollars.
Purchases outside the agreement, by site and requester, ranked by value.
Categories where one supplier holds more than a threshold you set, with the second source named if there is one.
Three steps, in this order.
By supplier, category, site and period.
Contracted shares and prices by category. A spreadsheet is fine.
Category managers see drift and risk. The CPO sees the roll-up.
Short answers. The Help centre has the long ones.
No. It sits alongside Ariba, Coupa or your ERP and answers the questions their reports do not.
Purchase ledger or accounts payable by supplier, category and site, plus the contract terms.
Yes. Scope is applied in the data layer before any row is read.
Analytics software for procurement, compared · Alternatives to named products
Written for this desk: the measures, the data you already hold, and the arithmetic.
How a procurement team measures contract compliance from the purchase ledger: spend by supplier against the contracted share per category, off-contract purchases by site and requester, single-source exposure, and the reconciliation to accounts payable.
16 Sept 20263 min readWhy category-level compliance figures hide the real finding, how a procurement team breaks off-contract spend down by site and requester from the purchase ledger, the three patterns that account for most of it, and the conversation each pattern needs.
16 Sept 20263 min readHow a procurement or treasury team measures actual days to pay against the terms in each supplier's contract, from the invoice and payment ledgers: the suppliers paid well before terms, the working capital that early payment ties up, the suppliers paid late who are charging for it in price, and the identity that ties the days-to-pay figure to the payables ledger.
16 Sept 20263 min readHow a procurement team, or the finance team checking it, measures whether a claimed saving reached the ledger: the baseline price per item before the sourcing event, the contracted price after, the invoiced price actually paid per line, the volume that moved to the contracted supplier, savings claimed against savings realised per category and per project, the leakage between the two by cause, and the identity that ties realised savings to the difference in what was paid.
16 Sept 20263 min readHow a procurement team measures spend under management from the payables ledger and its own sourcing records: spend on contracts procurement negotiated, spend on catalogued or approved suppliers, and spend that reached payables without procurement's involvement, by category and by business unit, why the third bucket is where savings claims fail, and the identity that ties the three to total third-party spend.
16 Sept 20262 min readHow a procurement team counts active suppliers per category from the purchase ledger, values the long tail in transaction cost rather than spend, finds the suppliers with one order a year that a contracted supplier could cover, and separates the tail worth consolidating from the specialist suppliers the tail is hiding.
16 Sept 20262 min read